Comprehensive
Economic Development
Strategy (CEDS)
City of Menifee:
Designed with
Purpose. Destined
for Prosperity.
CEDS LEADERSHIP AND DEVELOPMENT TEAM ............................................................................................................ 4 EXECUTIVE SUMMARY .........................................................................................................................................................5 SUMMARY BACKGROUND .................................................................................................................................................10 Understanding Menifee Today ......................................................................................................................................10 Population and Demographics: Growth that Sets Menifee Apart ...............................................................10 Housing: Access to Homeownership and Housing Affordability ................................................................. 12 Household Income and Educational Attainment .............................................................................................. 15 Workforce Commute Data .......................................................................................................................................16 Current and Emerging Industries and Sectors ...................................................................................................18 Infrastructure Projects and Economic Innovation Assets ...............................................................................22 SWOT ANALYSIS ................................................................................................................................................................. 25 Strengths, Weaknesses, Opportunities, and Threats ..............................................................................................25 Internal Factors: Strengths and Weaknesses ....................................................................................................25 Opportunities and External Threats .....................................................................................................................27 Additional Partnership Opportunities and Resources ................................................................................... 28 Resilience, Connectivity, and Regional Alignment ........................................................................................... 28 COMMUNITY AND STAKEHOLDER ENGAGEMENT .....................................................................................................31 City Council and City Staff Engagement .....................................................................................................................33 The CEDS Committee ........................................................................................................................................................33 STRATEGIC DIRECTION AND ACTION PLAN................................................................................................................. 34 Action Plan ........................................................................................................................................................................ 34 Build Identity Through Placemaking and Strategic Development ...............................................................35 Expand Local Dining and Entertainment .............................................................................................................37 Grow Local, Mortgage-Paying Jobs .....................................................................................................................39 Expand Office and Commercial Space ................................................................................................................41 Build on Menifee’s Skilled Workforce .................................................................................................................. 43 Invest in Strategic Infrastructure for Economic Development ...................................................................... 45 Advance a Business Friendly and Entrepreneurial Community ..........................................................................47 CEDS Project List ............................................................................................................................................................... 49 Additional Action Plan Implementation Details ....................................................................................................... 51 Goal Activation Timeline and Contributing Entities ......................................................................................... 51 Estimated Implementation Cost Levels ................................................................................................................53 EVALUATION FRAMEWORK ..............................................................................................................................................55 Select Performance Measures and Baselines ...........................................................................................................55 ECONOMIC RESILIENCE .....................................................................................................................................................57 Steady-State Initiatives ...................................................................................................................................................57 Responsive Initiatives .......................................................................................................................................................57 Table of Contents
PAGE 2 | CITY OF MENIFEE
Figure 1: Sales Leakage and Unmet Need ..........................................................................................................................6 Figure 2: Population Snapshot .............................................................................................................................................10 Figure 3: Population Annual Growth Rate Comparison.................................................................................................10 Figure 4: Family Households ..................................................................................................................................................11 Figure 5: Population Demographic Breakdown ................................................................................................................11 Figure 6: Share of Population by Hispanic or Latino Origin ........................................................................................ 12 Figure 7: Share of Owner-Occupied versus Renter-Occupied Housing Units ......................................................... 12 Figure 8: Homeownership Rate Comparison Chart ........................................................................................................ 13 Figure 9: Housing Units, Annual Growth, and Vacancy .................................................................................................14 Figure 10: Educational Attainment Percentages in Menifee and California ........................................................... 15 Figure 11: Income and Growth Rate in Menifee, Riverside County, and California ................................................16 Figure 12: Inflow and Outflow of Jobs in the City ........................................................................................................... 17 Figure 13: Commute Time and Residents Working Outside of Menifee.................................................................... 17 Figure 14: Top Industries Employing Menifee Residents ...............................................................................................18 Figure 15: Top Industries by Projected Growth Rate ...................................................................................................... 19 Figure 16: Top Industries in Riverside County by Projected Annual Growth Rate ................................................. 20 Figure 17: Economic Development Corridor Sub Areas ................................................................................................. 24 Figure 18: Menifee Strengths and Weaknesses Table ...................................................................................................26 Figure 19: Menifee Opportunities and Threats Table ....................................................................................................27 Figure 20: WRCOG Percentage of People who Live and Work in the Same City ...................................................29 Figure 21: Percentage of Residents that Live and Work in the Same City ................................................................. 30 Figure 22: CEDS Project List ............................................................................................................................................49-50 Figure 23: Goal Activation Timeline ............................................................................................................................... 51-52 Figure 24: Estimated Cost Level Table .............................................................................................................................. 54 Figure 25: Economic Resilience Stakeholder Network ...................................................................................................57 Table of Figures
CITY OF MENIFEE | PAGE 3
PAGE 4 | CITY OF MENIFEE
Name Affiliation Name Affiliation
Bryan Jones City of Menifee
Assistant City Manager Connie Stopher
Southern California Wine
Country Economic Development
Coalition (SWR)
Kayla Charters
City of Menifee
Economic Development
Director
Kimberly Wright Riverside County
Economic Development Manager
Orlando
Hernandez
City of Menifee
Community Development
Director
Evelyn Rodas Riverside County Workforce
Development
Nick Fidler City of Menifee
Public Works Director
Jason Tang Riverside County Workforce
Development
Mariana Mitchell City of Menifee
Community Services Director
Karla Gonzalez Inland Empire Small Business
Development Center (SBDC)
Michelle
Sarkissian
City of Menifee
Chief Information Officer Roger Shultz Mt. San Jacinto College (MSJC) Superintendent/President
Phil Derner Measure DD Oversight Member Vincent Garrett Kaiser Permanente Department Administrator
Tierra Trembley Parks, Recreation, &
Trails Commission
Adam Molnar Hamann Property Management
Katie Luna Menifee Valley Chamber of
Commerce
Eric True Digital Dental Leaders
CEO
CEDS Leadership and Development Team
CEDS COMMITTEE
The following CEDS Committee informed the development of Menifee’s Strategy:
MENIFEE CITY LEADERSHIP
Ricky Estrada,
Mayor
Bob Karwin,
Mayor Pro Tem,
District 1
Ben Diederich,
Councilmember,
District 2
Dan Temple,
Councilmember,
District 3
Dean Deines,
Councilmember,
District 4
Armando G. Villa,
City Manager
The development of this Comprehensive Economic Development Strategy (CEDS) stems from Menifee’s commitment to shaping its future through economic innovation, strategic investment, and enhanced prosperity.
Menifee has grown into a desirable community for families, veterans, seniors, and young professionals drawn by its safe environment, housing attainability, family-oriented atmosphere, and convenient access to the broader Southern California region playground. From its humble beginnings and rich history in mining and farming, to one of the state’s first Del Webb senior communities “Sun City” in the sixties, to a suburban bedroom community, this region continues to evolve and elevate from an economic development perspective. This plan dives into what’s next to continue to elevate! As growth continues, Menifee is committed to guiding investment thoughtfully with a balanced approach by leveraging resources that create long term prosperity by designing unique places for people and businesses to connect and thrive.
The CEDS process brings focus to Menifee’s priorities and serves as a guide for advancement through targeted industry attraction, intentional investment, and placemaking that promotes a unique and unified Menifee. The CEDS identifies opportunities to increase the value and revenue potential of land, buildings, and developments, attract needed and desired services, and diversify the City’s housing and building types to strengthen long-term economic resilience.
This CEDS was shaped through vast engagement with the local community and collaboration with City leaders and regional partners. Input from residents, local business owners, economic development coalitions, and business development organizations brought forth the following vision:
Executive Summary
Menifee will be a thriving city
where residents have opportunities
to live and work locally, supported
by mortgage-paying jobs, diverse
industries and local businesses,
and a full range of dining,
entertainment, and recreation
options that enhance quality of life
and advance Menifee’s identity as
a desirable and distinguished and
prosperous destination city.
CITY OF MENIFEE | PAGE 5
Building a City
for tomorrow,
TODAY!
PAGE 6 | CITY OF MENIFEE
Input was gathered through a series of interviews and community workshops held both virtually and in person, offered in English and Spanish. Participants identified Menifee’s strengths and shared ideas for improving daily life. They discussed the industries, businesses, and careers they would like to see, both as residents and members of the local workforce. Participants and local leaders also discussed external challenges and ways to build Menifee’s long-term resilience. These discussions and shared perspectives shaped the SWOT analysis, goals, objectives, and Strategic Direction and Action Plan.
Ample community engagement, combined with thoughtful data analysis resulted in a CEDS process that led to seven interconnected goals. These goals reflect a place-based, people-centered approach to growth that prioritizes a connected community, value creation, long-term fiscal health, and a resilient local economy. Each goal is supported by objectives, actionable implementation steps, performance measures, and identified partnerships, which are presented in detail in the Strategic Direction and Action Plan section of the CEDS. The goals and supporting actions of the Action Plan are summarized below.
Build identity through placemaking and strategic development.
Menifee will build and strengthen its identity by intentionally creating distinct destinations where people, businesses, and activity come together. Concentrating development within designated corridors and districts creates places that elevate the experience of living in the City, generate higher economic value, and support fiscal sustainability. Mixed-use environments, destination-oriented commercial areas, and activated public spaces are at the heart of placemaking in Menifee and the city’s continued strategic development.
Implementation and actions are further expanded in later sections and include leveraging existing community assets and prioritizing development that advance placemaking and prosperity. Performance measures include tracking new development square footage in target Economic Development Corridors, with partnerships that include local developers, property owners, and the Menifee Valley Chamber of Commerce.
Expand local dining and entertainment.
As identified by the local community, Menifee should
expand local dining and entertainment options that
offer more choices and create places for people to
gather and engage locally. Strengthening these
offerings helps shape destinations that support
daily life, social connection, and community identity.
Additionally, expanding local choices allows Menifee
to capture resident spending that currently leaves the
City. A sales leakage and unmet need report identified
approximately $2.2 billion in annual leakage,
representing an opportunity to redirect spending
occurring outside of Menifee back into the community,
supporting an estimated $22 million in General Fund
and Measure DD revenues. Implementation actions
include site marketing, developer coordination, and
recruitment efforts that prioritize attracting distinctive operators that promote building identity and creating
an appealing mix of local establishments and select
regional or national brands. Menifee will offer choices that are inclusive of its community, supporting diverse needs, lifestyles, and stages of life.
Figure 1: Sales Leakage and Unmet Need
Grow local, mortgage-paying jobs.
Expanding access to local, mortgage-paying jobs reflects the community’s desire for Menifee to provide residents with access to lucrative careers and long-term financial prosperity close to home. Opportunities to live and work locally can reduce long commutes, strengthen household financial stability, and allow people to spend more time engaged in their community. Menifee’s goal of growing employment in well-paid, emerging industries that support the ability for homeownership, reduce cost burdens, and promote household financial vitality also supports Menifee’s broader economic resilience. Actions focus on attracting employers, offices, and expanding firms that align with the City’s long-term vision. Success means creating an economy where people at different stages of life can find valuable careers locally, grow professionally, and participate fully in Menifee’s future.
Expand office and commercial space.
Menifee’s goal is to increase availability of move-in ready office and commercial space, which supports Menifee’s ability to attract employers, grow local jobs, and strengthen the City’s economic base. Strategically locating office and commercial development near civic, healthcare, education, and mixed-use centers helps concentrate activity, improve land efficiency, and generate higher, long-term economic value. Actions support promoting mixed-use development, integrated parking, and development styles that maximize revenue per acre and integration with other local vibrant spaces. Implementation efforts focus on site readiness and leveraging current anchors and assets, with performance measures tracking new space delivery, occupancy, and investment activity over time.
Build on Menifee’s skilled workforce.
Menifee’s workforce is already one of its strongest assets, with residents employed across a wide range of professional, technical, and skilled occupations. Menifee’s goal is to build on this local strength and expand pathways between education, training, and local employment to allows residents to build advantageous careers without leaving the community. Partnership opportunities identified include local colleges, training providers, and regional economic development coalitions to support access to certifications, apprenticeships, and opportunities aligned with target industries. Menifee aims to achieve increases in median household incomes and employment growth in targeted sectors.
New office space attracts investment
in surrounding retail and helps
with our long-term vision.
CITY OF MENIFEE | PAGE 7
PAGE 8 | CITY OF MENIFEE
Invest in strategic infrastructure for economic development.
Menifee’s goal to invest in strategic infrastructure for economic development is rooted in a vision of long-term community well-being, including increased mobility choices and connectivity. Actions focus on transportation improvements, utility upgrades, and public facilities that support sustainable and connected development.
Implementation emphasizes coordinating funding sources, leveraging partnerships, and aligning infrastructure delivery with development activity, with performance measures tracking project completion, investment levels, and improvements in access and mobility.
Advance a business-friendly and entrepreneurial community.
Menifee will advance a business environment that supports innovation, investment, and the long-term growth of entrepreneurs and local businesses. Training, workshops, and entrepreneurship programs will expand access to practical skills, mentorship, and resources that support small business growth and new business formation.
Partnerships with regional and state business support organizations extend the reach of these efforts and connect local entrepreneurs to broader networks and expertise. Progress is tracked through business participation, program outcomes, and ongoing feedback that allows Menifee’s business support systems to continuously evolve alongside the needs of its business community.
The goals and objectives are further detailed in the Strategic Direction and Action Plan. The goals are supported by objectives, an action and implementation plan, and performance metrics detailed in later sections.
This CEDS also identifies partnerships with organizations such as the Menifee Valley Chamber of Commerce, SBDC, and Riverside County agencies to expand collaboration and unite efforts across the region. Strengthening these relationships promotes the efficient use of resources to advance both unique local goals and shared regional economic goals.
These seven, interconnected goals form the basis of the Strategic Direction and Action Plan and are grounded in insights gathered through extensive community and stakeholder outreach and paired with economic research from reliable data sources. Input from the community and regional partners was integrated alongside demographic, housing, labor market, and industry data to identify Menifee’s opportunities, challenges, and areas of strategic focus.
Each individual section in the CEDS, as well as the accompanying data analytics, is instrumental in understanding and unveiling, Menifee’s current conditions, the analytical foundation behind each goal, key insights and perspectives captured through the engagement process, and collectively result in producing a visionary strategy. The individual CEDS sections are briefly summarized as follows:
• Summary Background: Explores Menifee’s current conditions and starting point through an examination of data including, population and demographic trends, housing characteristics, income and workforce data, and existing and emerging industries.
• SWOT Analysis: Synthesizes local input and economic research to identify local strengths, weaknesses, opportunities, and threats, and informs strategic actions and resources the City can leverage in pursuit of these initiatives.
• Community and Stakeholder Engagement: Describes the outreach process and how resident, business, and stakeholder input and perspectives directly informed the goals, objectives, and actions. • Strategic Direction and Action Plan: Translates community priorities and data findings into implementable actions that are responsive to the needs and opportunities of its community, identifies partnerships the City can cultivate or expand to achieve its goals, and establishes performance measures to ensure progress is monitored and continued.
• E valuation Framework: Presents select metrics to measure progress and goal implementation and ensure accountability, transparency, and informed-decision making. • Economic Resilience, which discusses Menifee’s approach to prepare for, anticipate, respond to, and recover from economic disruptions and position its community for economic sustainability.
Together, these components form a cohesive strategy that connects data, community input and priorities, and active implementation. The CEDS creates a defined path the City can pursue to focus investments and support development that creates long term returns, promotes continued innovation, and strengthens fiscal health.
The CEDS also identifies potential
funding sources and opportunities
to integrate funding from local,
regional, state, and federal sources
for infrastructure, placemaking,
and workforce projects. A specific
project list is included along with
the goal of investing in strategic
infrastructure for economic
development.
CITY OF MENIFEE | PAGE 9
Menifee is one of the fastest-growing cities in
the region and significantly outpaced growth in
neighboring cities and in both Riverside County
and California from 2020 to 2024. This data
reinforces Menifee’s distinct draw among various
population sectors. Figure 2 compares Menifee’s
2020-2024 population annual growth rate to
that of neighboring cities, Riverside County, and
the state.
PAGE 10 | CITY OF MENIFEE
Menifee
Riverside
County
Temecula
Canyon Lake
Wildomar
Murrieta
California
0.0% 0.5% 1 .0% 1 .5% 2. 0% 2.5% 3 .0% 3 .5%
Figure 3: 2020-2024 Population Growth Rate
3 .0%
0.8%
0.6%
0.4%
0.2%
0.2%
0.0%
Source: Esri ArcGIS Business Analyst
Summary Background
Population Size:
116,246
Annual Growth Rate:
3.0%
Population Increase
in the Last Decade
36%
Figure 2: Population Snapshot
UNDERSTANDING MENIFEE TODAY
POPULATION AND DEMOGRAPHICS: GROWTH THAT SETS MENIFEE APART From a population lens, Menifee stands out from its neighboring cities due its rapid and continual growth over the last decade positioning Menifee to be the largest population in Southwest Riverside County. This expansion influences Menifee’s current economic landscape and inspires a closer look at what drives Menifee’s appeal and strengths. Growth in a city also spotlights the importance of preparation and strategic planning. As residents settle in and call Menifee home, the City must align and balance job growth, infrastructure investment, retail and restaurants, community services, and quality of life with the needs and demands of its expanding community.
When Menifee incorporated in 2008, the City was home to roughly 50,000 residents. Today, based on 2024 U.S.
Census data, Menifee is home to approximately 116,246 residents. The City grew at an average annual rate of 3.0% between 2020 and 2024. Over the past decade, Menifee’s population grew more than 30%. Figure 3 displays a summary of Menifee’s population statistics.
During community outreach, residents cited Menifee’s
family-oriented environment and welcoming
community among the top reasons they enjoy living
in the city. According to Esri 2024 data, about 73.4%
of Menifee’s households are family households. The
U.S. Census Bureau defines a family household as a
household in which residents are related, including
married couples, families with children, and other
family members, such as siblings, living together.
According to U.S. Census data obtained through the
American Community Survey (2018–2022), about 38%
of all Menifee households are family households with
children. Another 31% are married-couple households
without children, and roughly 7% are other types
of family households, including extended family
arrangements.
Menifee’s share of family households is similar to
the overall share of family households in Riverside
County and is above California’s 67.5 percent and
the nation’s 64.0 percent. These numbers reinforce
the city’s appeal as a family-oriented community.
Residents consistently cite quality of life, safety, and a family-friendly atmosphere as key reasons they
choose to live in Menifee.
At the same time, stakeholder engagement and
CEDS Committee discussions expressed interest in
appealing to and supporting a wider range of age
groups, including better attracting and retaining
a younger workforce. Participants discussed the
importance of creating conditions that allow
recent graduates and early-career professionals
to live and work in Menifee. Several goals in the
CEDS are designed to respond to this need and
create pathways toward a more age-diverse and
economically resilient community. As the average
age of first-time homebuyers rises, Menifee aims to
provide housing and places that attract residents
earlier in their career trajectories. Expanding housing types, housing diversity of size and for rent, and
building diversity can help support this objective.
Figure 4 shows a comparison of family households in
the region, state, and nation.
CITY OF MENIFEE | PAGE 11
From a demographic perspective, Menifee is home
to residents of various backgrounds. The city’s
population reflects a wide range of cultural traditions and perspectives, with a diversity index score of 84.
The index score, as defined by demographic research
institutions, represents the probability that two
randomly selected residents will be of different racial or ethnic backgrounds. Menifee’s score of 84 means
there is an 84% chance of such a difference. Figure
5 shows the demographic breakdown of Menifee’s
population, based on 2024 Esri data.
As shown in the chart, the population reports their
race as follows: 48.7% White, 17.7% classified as
“Other, ” 17.5% two or more races, 7.3% Asian, 7.0%
Black or African American, 1.3% American Indian,
and 0.5% Pacific Islander. The “Other” category
often includes individuals who do not identify with
standard racial categories.
Figure 5: Population Demographic Breakdown
White
48.7%
Pacific
Islander
0.5%
Other
17.7%
Two or
more races
17.5%
Black
7.0% American
Indian
1.3%
Asian
7.3%
Menifee
Riverside
County
California
United States
0.0% 20% 40% 60% 80%
Figure 4: Percentage of Family Households
73.41%
73 .38%
67.46%
63 .98%
Source: Esri ArcGIS Business Analyst
Source: Esri ArcGIS Business Analyst
PAGE 12 | CITY OF MENIFEE
Hispanic or Latin Origin
Hispanic or Latino origin is reported separately from race and accounts for 40.3% of Menifee’s population. Because individuals of Hispanic or Latino origin may identify with several races, this group overlaps across the categories shown in Figure 5. Figure 6 displays the share of Menifee’s population by Hispanic or Latino origin.
HOUSING: ACCESS TO HOMEOWNERSHIP AND HOUSING AFFORDABILITY Homeownership in Menifee and the Region
Access to homeownership remains an important characteristic of Menifee’s housing market and a factor that continues to differentiate the City within Southern California. Homeownership is less attainable in many parts of Southern California, positioning Menifee as a community where ownership opportunities remain comparatively more accessible. Figure 7 shows the breakdown of owner-occupied housing units versus renter occupied housing units in 2024.
Per 2024 U.S. Census data, approximately 79.2% of Menifee’s housing units were owner-occupied, while about 20.8% were renter occupied. This ownership share is notably higher than the statewide rate of approximately 55.8% and the rates of nearby counties.
Source: Esri, ArcGIS Business Analyst
Hispanic Origin
40.3%Not Hispanic
or Latino
59.7%
Figure 6: Share of Population by
Hispanic or Latino Origin
Owner Occupied Renter Occupied
Figure 7: Share of Owner-Occupied versus
Renter Occupied Housing Units
Source: U.S. Census, 2024 American Community Survey
79.2%
20.8%
Menifee’s ownership rate of 79.2% contrasts with the lower rates of nearby counties such as Orange County, Los Angeles, and San Diego, where cost and limited inventory has made homeownership less attainable.
Figure 8 provides a comparison of homeownership rates in nearby counties and the state.
The Inland Empire generally demonstrates stronger homeownership trends than the coastal counties, with Riverside County at 68.2% and San Bernardino County at 63.1%. This pattern reflects the region’s continued role in offering relatively greater access to homeownership within Southern California. Within this context, Menifee’s homeownership rate of 79.2% indicates a comparatively strong ownership presence that aligns with community feedback on the City’s relative affordability and access to homeownership. As Menifee continues to grow, this is a strength the community desires to maintain, while expanding housing options that support a wider range of ages, household types, and pathways to homeownership over time.
As Menifee continues to grow,
this is a strength the community
desires to maintain, while
expanding housing options that
support a wider range of ages,
household types, and pathways to
homeownership over time.
CITY OF MENIFEE | PAGE 13
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
City of
Menifee
79.2%
Riverside
County
68.2%
San
Bernardino
County
63.1%
Orange
County
56.5%
California
55.8%
San Diego
County
54.4%
Los Angeles
County
45.6%
Figure 8: Homeownership Rate Comparison
Source: U.S. Census, 2024 American Community Survey
PAGE 14 | CITY OF MENIFEE
HOUSING DIVERSITY AND HOUSING PRODUCT BALANCE
Menifee’s housing stock has historically been oriented toward larger, single-family homes. Approximately 70% of housing units are three bedrooms or larger, while studios and one-bedroom units account for about 5% of the total housing supply.
Stakeholder engagement and CEDS Committee discussions revealed an interest in Menifee better appealing to, and supporting, a younger generation of residents, including recent graduates and early-career professionals.
Housing diversity and affordability play an important role in attracting and retaining a younger workforce and in providing pathways for residents to remain in Menifee and fulfill their housing needs.
Expanding the range of housing types, including townhomes, condominiums, and multi-family units, can help address diverse economic and lifestyle needs and support a broader mix of household types that have greater appeal to a broad age spectrum. A more balanced housing product creates opportunities for increased connectivity, adaptability, and concentration of residents near jobs, services, and amenities.
HOUSING UNITS AND HOUSING AFFORDABILITY
According to 2024 U.S. Census data, Menifee contained approximately 40,941 total housing units. The housing supply grew at an average annual rate of 2.7% between 2020 and 2024, keeping pace with the population growth rate of 3.0%. As of 2024, there were about 2,062 units vacant, representing a vacancy rate of roughly 5%.
Figure 9 displays Menifee’s housing units, annual rate, vacancy rate, and median home value.
Total Housing Units:
40,941
Vacant Housing Units:
2,062
Figure 9: Housing Statistics
Housing Units Annual Rate (‘20-24):
2.7%
Median Home Value
$538,882
Source: Esri, ArcGIS Business Analyst. U.S. Census
Vacancy Rate:
5%
The median 2024 home value is $538,882 in Menifee. This is comparable to the median home value in Riverside County and lower than the California state median home value and coastal Southern California regions. This data contextualizes Menifee’s relative affordability within the broader state housing market, which remains one of the most expensive in the nation.
Despite a comparative advantage in housing affordability, 53.9% of renter households in Menifee are considered rent burdened. The U.S. Census Bureau defines rent-burdened households as those spending 30% or more of their income on rent and utilities. Riverside County has a similar rate of 55.2% and the California state average is 51.6%. The city, county, and state all have higher rent-burdened rates than the national level.
Housing cost burdens also affect homeowners in addition to renter households. According to American Community Survey data, approximately 32% of owner-occupied households with a mortgage in Menifee spend 30% or more of their income on housing costs. While Menifee offers comparatively greater access to homeownership and relatively more attainable home values, the city and the broader Inland Empire are affected by California’s high housing costs, which continue to challenge affordability for households.
Overall, Menifee’s housing market reflects a combination of relative access to homeownership and an evolving set of needs. The City continues to offer greater access to homeownership than much of Southern California, a characteristic residents value and seek to preserve. At the same time, housing cost burdens among renters and homeowners reflect affordability challenges shaped by statewide market conditions and there is a need for greater housing diversity. Continuing to expand and diversify the housing stock to include townhomes, apartments. duplexes, condominiums, and multi-family housing will help maintain homeownership accessibility and affordability over time.
HOUSEHOLD INCOME AND EDUCATIONAL ATTAINMENT
Per U.S. Census data, 24.8% of Menifee adults hold a bachelor’s degree or higher. This rate falls below the California rate of approximately 37.5% of adults holding a bachelor’s degree or higher. Menifee residents have higher shares of associate’s degrees and some college without a degree than California overall, suggesting many adults have pursued higher education or technical training even if they have not completed a four-year program. Figure 10 shows educational attainment by category for adults ages 25 to 64.
CITY OF MENIFEE | PAGE 15
Educational Attainment Menifee California
No High School Diploma 10.1% 14.6%
High School Graduate 24.9% 20.5%
Some College, No Degree 28.3% 19.7%
Associate’s Degree 11.9% 7.8%
Bachelor’s Degree 16.8% 23.5%
Postgraduate Degree 8.0% 14.0%
Figure 10: Educational Attainment Percentages in Mentee and California Source: JobsEQ by Chmura Economics & Analytics, U.S. Census PAGE 16 | CITY OF MENIFEE
Menifee’s median household income is estimated at $96,230, placing it just below the California median household income of $97,646 and above the Riverside County median of $89,700, per 2024 Esri data. The city’s projected 2025-2030 median household income growth rate of 2.4% is comparable to 2.3% for both Riverside County and the state. Menifee resident wages are growing at comparable rates to the state and County. Figure 10 displays the median household income and household income growth rates for each area.
While median household incomes in Menifee are keeping pace with Riverside County and the state, many residents commute outside of Menifee for work to seek high-paying jobs. Input from the community emphasized the need to attract higher-wage, mortgage-paying employment opportunities within the city.
WORKFORCE COMMUTE DATA
Menifee’s labor force is largely employed outside of the city. Approximately 93% of employed residents work outside of Menifee, confirming input from community members and local leaders that residents often leave the city for work opportunities. This pattern is not unusual in Riverside County, where other nearby cities have between 75% and 96% of employed residents working elsewhere. While it is a regional issue, Menifee is interested in strengthening its local employment base and attracting mortgage-paying jobs within the city. The goal of attracting more local, mortgage-paying jobs is explored in more detail in the Strategic Direction and Action Plan section the CEDS. The figure below from an analysis by the Western Riverside Council of Governments (“WRCOG”) shows the inflow and outflow of jobs, with approximately 38,000 residents leaving the city for work.
Menifee Riverside County California
Average Household Income $118,097 $118,925 $139,308
Median Household Income $96,230 $89,700 $97,646
Median Income Growth Rate (2025-2030) 2.4% 2.3% 2.3%
Source: Esri, ArcGIS Business Analyst. U.S. Census
Figure 11: Income and Growth Rate in Menifee, Riverside County and California Commute times are relatively high in Menifee. Per U.S. Census data, the average commute time for Menifee residents is approximately 42.5 minutes, while the California state average is approximately 29 minutes.
The longer travel times reinforce community feedback specific to the need for more local, well-paying job opportunities that allow residents to work closer to home. Figure 13 summarizes select workforce statistics, such as average commute times and the labor force participation rate, which refers to the percentage of working-age population (16+) that is either employed or actively looking for work.
CITY OF MENIFEE | PAGE 17
Menifee Average Commute Time (minutes) 42.5
California Average Commute Time (minutes) 29.0
Residents Working Outside of Menifee 93.0%
Menifee Labor Force Participation Rate 55.5%
Figure 13: Workforce Statistics - Commute Time and Residents Working Outside of Menifee Figure 12: Inflow and Outflow of Jobs in the City
Source: Esri, ArcGIS Business Analytics, U.S. Census
Source: Western Riverside Council of Governments
PAGE 18 | CITY OF MENIFEE
CURRENT AND EMERGING INDUSTRIES AND SECTORS
Given that most Menifee residents commute outside the city for work, it is important to understand the industries in which they are employed. The leading industries employing Menifee residents include retail trade, health care and social assistance, educational services, construction, and manufacturing. Data from the U.S. Census and the Riverside County Office of Economic Development captures the industries where residents work, regardless of whether those jobs are located within or beyond the city’s boundaries. Figure 14 shows the top ten industries employing Menifee residents in 2024.
A greater number of Menifee residents work in healthcare, education, public administration, construction, and professional, scientific, and technical services than there are available, local jobs in those fields. This creates a strong potential for targeted industry attraction within city limits. Residents leave the city for these employment opportunities, demonstrating that Menifee already has a skilled workforce in these sectors. With targeted industry attraction, Menifee can further strengthen its labor pool and focus on expanding opportunities in higher-paying industries.
Source: JobsEQ by Chmura Economics & Analytics, U.S. Census Figure 14: Top Industries Employing Menifee Residents
Industry # Employed Percentage
Retail Trade 5,837 12.1%
Health Care/Social Assistance 5,824 12.0%
Educational Services 4,978 10.3%
Construction 4,830 10.0%
Manufacturing 3,397 7.0%
Accommodation/Food Services 3,161 6.5%
Public Sector and Services 3,012 6.2%
Transportation/Warehousing 2,763 5.7%
Professional/Scientific/Tech 2,680 5.5%
Arts/Entertainment/Recreation 2,317 4.8%
As demonstrated in future industry projections, several industries in Menifee are projected to experience steady job growth. Among these, professional, scientific, and technical services, health care and social assistance, real estate, and public administration industries stand out for their strong wage potential and opportunities for upward mobility within the field. This combination of job growth and competitive earnings offers promising areas for targeted industry attraction and workforce development. Figure 15 presents ten industries in Menifee ordered by projected annual growth rate.
CITY OF MENIFEE | PAGE 19
Figure 15: Top Industries by Projected Growth Rate
Industry Projected Annual
Growth Rate
Average Annual
Wage (2024)
Health Care and Social Assistance 2.4% $53,531
Arts, Entertainment and Recreation 1.8% $38,254
Transportation and Warehousing 1.6% $53,600
Professional, Scientific, and Technical Services 1.6% $71,862 Other Services (except Public Admin)1 1.5% $42,821
Accommodation/Food Services 1.4% $32,559
Construction 1.4% $67,480
Administration and Support Waste Management
and Remediation Services 1.4% $44,819
Real Estate and Rental Leasing 1.3% $63,020
Public Administration 1.2% $88,179
Professional, scientific, and
technical services, health care and
social assistance, real estate, and
public administration industries
stand out for their strong wage
potential and opportunities for
upward mobility within the field.
CITY OF MENIFEE | PAGE 19
1 Other Services includes repair and maintenance services, personal services, and civic and social organizations.
Source: JobsEQ by Chmura Economics & Analytics, U.S. Census PAGE 20 | CITY OF MENIFEE
OCCUPATIONS AND WAGES IN RIVERSIDE COUNTY
In Riverside County as a whole, healthcare and knowledge-based occupations show the highest annual projected growth rates Countywide. The healthcare support occupations category has the highest projected annual growth rate at 2.8%, followed by healthcare practitioners and technical occupations, and community and social service occupations.
Occupations in healthcare, management, and the life, physical, and social sciences generally offer competitive wages and paths for career advancement. For instance, while healthcare support roles may offer lower starting wages, they often serve as entry points to higher-paying healthcare practitioner and technical positions.
Examining Menifee’s local employment base and the broader county context helps align education, workforce training, and business attraction efforts with sectors that provide higher-wage, mortgage-paying and long-term career opportunities.
Source: JobsEQ by Chmura Economics & Analytics, U.S. Census Figure 16: Top Industries in Riverside County by Projected Annual Growth Rate Occupation Projected Annual
Growth Rate
Average Annual
Wage (2024)
Healthcare Support 2.8% $39,400
Healthcare Practitioners and Technical 1.9% $124,200
Community and Social Service 1.9% $71,400
Computer and Mathematical 1.8% $109,800
Management 1.7% $133,000
Life, Physical, and Social Science 1.7% $100,100
Business and Financial Operations 1.6% $87,300
Personal Care and Service 1.6% $44,300
Architecture and Engineering 1.6% $106,100
Transportation and Material Moving 1.5% $52,000
CITY OF MENIFEE | PAGE 21
Healthcare stands out as a prominent
opportunity sector. It is one of the city’s
largest employment sectors, a field
where many residents already work,
and a growing industry across
Riverside County.
CITY OF MENIFEE | PAGE 21
Declining Industries for Menifee
The agriculture, forestry, fishing, and hunting industries declined by 2.6% over the past five years in Menifee
per data from the U.S. Census and the Riverside County
Office of Economic Development. These industries
are part of the agriculture and natural resources
sector and make up a relatively small share of total
employment in Menifee but remain part of the region’s
historical economic base. Common occupations
include farmworkers, equipment operators, irrigation
technicians, and grounds maintenance workers.
Many of these jobs depend on seasonal demand
and available farmland, which continue to shift as
development expands across western Riverside County.
Emerging Sectors for Menifee
Several sectors show strong potential for Menifee’s
job attraction and workforce development efforts.
Healthcare is one of the city’s largest employment
sectors, a field where many residents already work,
and a growing industry across Riverside County. The
city also needs a medical hospital.
Professional, scientific, and technical services also
present strong potential, with competitive wages and
occupations such as engineers, accountants, and
marketing specialists. These industries align with the
City’s goal to attract higher-wage and innovation-
driven employment.
Additionally, incoming or new development can signal
incoming emerging industries and opportunities. In
Menifee, several new industrial buildings are currently under construction or recently completed entitlement,
signaling industrial logistics and manufacturing, and
distribution sectors as emerging, with associated
careers in operations. New hotel development in
Menifee also points to an anticipated increase in
tourism, which could spur demand for tourism and
hospitality related jobs. Menifee is positioned well to serve the Southern California Wine Region, outdoor
activities, and ecotourism.
Per U.S. Census data, among graduates ages 29-35
in Menifee, nearly half hold degrees in science and
engineering fields, suggesting an existing pipeline
to meet the growing demand for healthcare and
knowledge-based industries. An additional 16%
possess business degrees, while 30% hold humanities
degrees that often lead to careers in communication,
education, and community-oriented roles. The
distribution indicates a capable workforce well-
positioned to meet evolving industry needs.
Menifee’s existing participation in these fields
demonstrates a skilled and adaptable workforce. This
foundation positions the City to attract employers
in healthcare, professional and technical services,
and emerging knowledge-based industries such as
life sciences and applied technology, supporting a
higher-wage local economy for residents.
PAGE 22 | CITY OF MENIFEE
INFRASTRUCTURE PROJECTS AND ECONOMIC INNOVATION ASSETS
The infrastructure projects and economic assets below present opportunities for integrated funding across local, regional, state, federal, and private partners. The initiatives involve various aspects of economic development, from improving connectivity and visibility to strengthening community identity and overall quality of life.
Infrastructure Projects Related to Economic Development Garbani Rd & I-215 Interchange / Wickerd Overcrossing to provide local connectivity over the I-215 The Garbani Road I-215 Interchange project will create new connections across I-215. Improvements at the Garbani Road and I-215 interchange include construction of an overhead structure over the I-215 connecting Garbani Road east to west and northbound and southbound onramps and offramps to I-215.
The project supports economic development by easing congestion and improving access between residential neighborhoods, commercial areas, and future development sites. It can enable new business activity along the I-215 corridor and support use of Menifee’s 400 acres of land, a pivotal asset for future community and recreational offerings. The total estimated cost is $61 million and is pending funding. This project can include the use of local, regional, state, and federal funds.
Haun Corridor Parkway
This project will create placemaking elements within districts along the Haun Corridor Parkway that is located within the Community Core Economic Development Corridor. The project supports placemaking efforts such as linear parks, water features, connecting trails, and enhancements that provide connectivity to each district along the Haun Corridor.
McCall Blvd & I-215 Overpass / Interchange Project
The McCall Boulevard Interchange Improvements include expanding the interchange, widening the street, and adding modern mobility features. The project is designed to expand the interchange’s capacity to accommodate Menifee’s growth and meet current and future traffic demand. The interchange serves as a primary access point for the surrounding community, including Sun City’s commercial district and a major medical center. The project features include sidewalks, bike lanes, and electric vehicle lanes. The project is undergoing environmental studies and construction is targeted for future fiscal years pending funding.
ECONOMIC INNOVATION ASSETS
Menifee’s 398 Acres of Open Space
In May 2025, Menifee acquired 398 acres in the Menifee Hills to preserve open space for current and future parks and recreation needs. The City intends for this area to remain permanent open space for hiking, biking, and ecotourism. The purchase advances the 2023 Parks Master Plan and the General Plan’s Open Space and Conservation Element by expanding park access, extending trails, and protecting natural landforms. This investment enhances quality of life, supports recreation-based activity, and strengthens unique community identity. The City plans to pursue grant funding for future enhancements.
Economic Development Corridors (EDCs)
Menifee’s Economic Development Corridors are designated areas along the I-215 that concentrate commercial, office, and mixed- use activity to support long-term job growth and balanced land use. The City’s General Plan identifies these corridors as the primary locations for new employment and business investment.
The subareas include:
• Community Core EDC – a region focused on a concentration of people, place, prosperity and possibilities dedicated to mixed-use district development, with transit connection to San Jacinto College, Salt Creek and Paloma Wash Trails, supporting creation of a destination of places and trails, an active and thriving city center.
• Northern Gateway EDC – envisioned as an employment
district with a concentration of business parks and industrial development with connections to transportation such as rail and I-215, allowing the City to host more local jobs.
• McCall Boulevard EDC- a commercial district with office space and retail, serving the medical center visitors and employees, and the adjacent residential area.
• Newport Road- a neighborhood-oriented commercial district, with a mix of retail and office space that is easily accessible to single family homes, catering to local job growth as well as expansion entertainment and dining.
• Southern EDC- designated to become the Innovation District, focused on business parks, and office use to attract large companies, technology, and healthcare industries.
Each corridor serves a role in the City’s economic framework.
Continued infrastructure improvements within these corridors will enhance connectivity, visibility, and investment readiness.
MENIFEE’S INNOVATION DISTRICT
Menifee is actively developing an Innovation District through a Specific Plan for a portion of the City’s southern gateway area. The Innovation District area encompasses approximately 400 acres of land. The Innovation District builds on the Economic Development Corridor framework and adds a layer of detailed planning and design controls.
This area creates additional network of districts where people can work love, play, dine, and be entertained.
The Plan proposes features such as business incubators, executive suites, and biotechnology, medical, and financial sectors that connects to the medical industry across the freeway and open space to the south. The Innovation District goals include increasing local employment, reducing sales tax leakage, shortening commutes, and providing more housing options. The area represents an ongoing opportunity for coordinated public and private investment that advance Menifee’s economic development goals and cements Menifee as a destination of choice.
CITY OF MENIFEE | PAGE 23
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74 NORTHERN GATEWAY
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215
Preferred Mix of Land Uses in EDC The intent of the Economic Development Corridor (EDC) designation is to identify areas where a mixture of residential, commercial, office, industrial, entertainment, educational, and/or recreational uses, or other uses is planned. Both horizontal and vertical mixed uses are permitted. In general, areas designated as EDC are envisioned to develop primarily as nonresidential uses with residential uses playing a supporting role.
In addition to identifying a citywide preferred land use mix for all property designated as EDC (see left), the General Plan will also identify a preferred mix of uses desired for each of the City’s five EDC subareas (see above). Each subarea has a unique identity and plays a specific role in the City of Menifee. The General Plan will use these subareas to focus policy direction in the Land Use and Community Design elements. §¨¦
215
Residential
Varies, depending
on EDC Designation
Commercial Retail 25%
Commercial Office 20%
Business Park 40%
Southern Gateway
Figure 17: Economic Development Corridor Sub Areas
PAGE 24 | CITY OF MENIFEE
CITY OF MENIFEE | PAGE 25
Our strengths reinforce Menifee’s
emergence as a mixed-use,
innovative and prosperous city with
significant opportunity for future
development and investment.
CITY OF MENIFEE | PAGE 25
STRENGTHS, WEAKNESSES,
OPPORTUNITIES, AND THREATS
The following SWOT analysis summarizes the
strengths, weaknesses, opportunities, and threats
influencing Menifee’s community and economic
landscape today. The City’s Economic Development
team developed the SWOT analysis based on
economic research, review of planning, policy,
infrastructure, and program documents, interviews
with stakeholders and leadership, and community
input conducted throughout the CEDS process.
INTERNAL FACTORS: STRENGTHS
AND WEAKNESSES
Community and stakeholder input revealed clear
and recurring themes about Menifee’s strengths.
Residents and business leaders consistently pointed
to safety, a family-oriented character, strong market
potential that draws private investment, available
land, and housing affordability as defining assets.
Menifee’s strategic location and freeway access can
enhance its regional visibility and position the city
for continued expansion. These strengths reinforce
Menifee’s emergence as a mixed-use, innovative and
prosperous city with significant opportunity for future development and investment.
Menifee’s current challenges, identified as
weaknesses in the SWOT, include limited dining and
entertainment destinations, a lack of commercial
retail businesses, a lack of local job opportunities,
a lack of housing diversity, a shortage of office and
commercial space to accommodate businesses with
expansion needs, and investment in infrastructure
that has an economic development return on
investment.
The identified challenges have been a central focus
of Menifee’s recent economic development efforts.
The City has expanded outreach to developers and
brokers and strengthened partnerships with state
and regional organizations such as the Governor’s
Office of Business and Economic Development
(GO-Biz) and the Inland Empire Small Business
Development Center (SBDC).
SWOT Analysis
PAGE 26 | CITY OF MENIFEE
Menifee also supports its workforce and small
businesses by hosting job fairs with Mt. San
Jacinto College and business seminars with partner
agencies. In addition to this CEDS, Menifee is
advancing parallel long-term plans, such as the
Menifee Placemaking, Unique Identity and Tourism
Master Plan (“Placemaking Master Plan”), which
provides a strategic roadmap to redefine the visitor
experience, elevate pride and sense of place for
Menifee visitors, and cement Menifee’s identity as
recognized destination city through distinct and
desirable dining, retail, and cultural events that
impact economic growth. The Strategic Action Plan
builds upon these goals and ensures alignment with
both the City’s Placemaking Master Plan and General
Plan. Figure 18 displays Menifee’s strengths and
weaknesses in more detail.
Strength Weakness
Affordability of housing Shortage of entertainment and amenities Safe community with strong and credible
safety reputation
Residents travel elsewhere for dining,
entertainment, and recreation
Strong market potential and steady demand
and a growing and stable population
Shortage of office and commercial space and
lack of move-in ready buildings
Family oriented, welcoming, diverse
community
Infrastructure and traffic strain, as
infrastructure improvements were not
strategically planned for population growth,
particularly roads.
Land availability, significant amount of land
available to develop and City-owned land,
400 acres of open space
Residents commute out of the City for work,
shortage of local jobs
Regional location and connectivity, centrally
positioned in SW Riverside County with strong
freeway access
Figure 18: Menifee Strengths and Weakness Table
CITY OF MENIFEE | PAGE 27
OPPORTUNITIES AND
EXTERNAL THREATS
Menifee’s outlook reveals strong development
potential and opportunity for retail expansion
and industry diversification. Recurring themes
from research and community engagement
include expanding local dining and entertainment,
attracting mortgage-paying career opportunities,
and strengthening partnerships that connect
education, workforce, and business development.
Strong regional clusters in higher-wage industries
like healthcare, life sciences, and technology, align
with local priorities identified through interviews
and public input and can support a resilient
economy. Additionally, through targeted retail
and entertainment attraction efforts, Menifee can
capture the nearly $2.2 billion sales tax leakage from
residents traveling outside of the City and support the long-term health of its local economy. See Figure 1 on
page 6.
External threats identified by the community and
local leaders included rising costs of living and
doing business across California which impact local
affordability. Broader economic pressures such as
higher construction costs, a complex state regulatory
environment, and national market volatility add
uncertainty for local businesses and investors.
Menifee’s Economic Development team is responding
to these external threats by planning and investing
with a long-term view, to improve how businesses
interact with the City and access information.
The City has created centralized resources on
how to do business in Menifee, helping investors
and entrepreneurs better understand Menifee’s
competitive local costs and development processes.
The team also tracks detailed data on sales leakage
and consumer demand to inform private investment
decisions. Menifee’s long-range infrastructure and
development planning focuses on projects that are
financially sustainable, create returns, and maintain
local affordability over time. Figure 19 displays
Menifee’s opportunities and threats in more detail.
Opportunities Threats
Capture consumer demand - expand local
dining and entertainment
Housing prices rising statewide, increasing
risk of pricing out new and first-time buyers
Expand office and commercial space - create
buildings to attract and grow businesses
Rising cost of living statewide can erode
local affordability
Strengthen workforce partnerships - leverage
colleges and regional partners and programs
Growth outpacing infrastructure - population
increase straining roads and infrastructure
Attracting higher-wage industries - target
healthcare, life sciences, and other
professional services
High cost of doing business - rising
construction costs, operating costs, and
interest rates can limit investment
Reduce commutes - grow local job options so
residents can live and work in Menifee
California state regulatory environment and
national economic pressures and uncertainty
and instability
Enhance recreation and amenities - invest in
unique recreational assets
Expanding in multiple directions without
concentrated population centers poses a
treat to retail attraction
Figure 19: Menifee Opportunities and Threats Table
PAGE 28 | CITY OF MENIFEE
ADDITIONAL PARTNERSHIP OPPORTUNITIES
AND RESOURCES
Educational partners such as Mt. San Jacinto College
(MSJC), the Inland Empire Small Business Development
Center (SBDC), the California State University system,
and the University of California, Riverside (UCR)
support workforce training and development. LAUNCH
Apprenticeship Network, SCORE, and the Inland Empire
Women’s Business Center (IEWBC) offer mentorship,
technical assistance, on the job training, and small business support. Partnerships are explored in more detail in the objectives and Action Plan portion.
RESILIENCE, CONNECTIVITY, AND
REGIONAL ALIGNMENT
Natural Hazard Management
The Riverside County CEDS (2019–2024)2 emphasizes
the importance of coordinated emergency preparedness
to protect the regional economy from disruptions. The
County CEDS identifies drought as a significant economic threat, and Western Riverside County also faces risks from wildfires, flooding, and high heat. Coordination among
city governments and with regional partners such as
the Western Riverside Council of Governments supports
strategies to reduce climate related interruptions and
strengthen the area’s resilience.
Infrastructure Readiness: Broadband and Energy
The Riverside County CEDS identifies expanding broadband access as essential to regional economic growth. The
County CEDS emphasizes that public and private investment in broadband infrastructure is needed to close the existing gaps in the area.
Menifee has established extensive broadband access and
now benefits from high-speed internet coverage throughout much of the city. Building on this success, the City’s focus has shifted toward creating more commercial and office
space where businesses can benefit from the connectivity already in place.
Menifee’s success in creating a prosperous
and resilient economy will be largely
aided through a strategic alignment of
partnerships with local, regional, and state
economic development agencies that offers
business insights, resources, and technical
expertise. The City has active and upcoming
partnerships that support desired business
attraction and workforce development
opportunities. These include the Riverside
County Economic Development Agency, the
Southern California Wine Country Economic
Coalition, and the Menifee Valley Chamber
of Commerce, which promote regional
collaboration.
2 Riverside County is currently preparing a new
CEDS for the County but a draft has not yet
been made available to the public.
CITY OF MENIFEE | PAGE 29CITY OF MENIFEE | PAGE 29 As Menifee continues to grow, the City aims to
successfully coordinate energy infrastructure
alongside land use and development. The City will
continue working closely with providers such as
Southern California Edison (SCE), SoCalGas, the
Eastern Municipal Water District (EMWD), and
Riverside County Flood Control to efficiently scale
energy, water, and utility systems. Menifee intends to
strengthen its collaboration with SCE, using programs
like the Economic Development Rate, which reduces
operating costs for businesses expanding in targeted
areas. These partnerships and regional efforts
support long-term climate sustainability along with
fiscal health.
Regionally, Menifee is active in climate and energy
initiatives led by the Western Riverside Council
of Governments (WRCOG). WRCOG is currently
updating its subregional Climate Action Plan (CAP),
which will include revised greenhouse gas (GHG)
inventories and updated reduction strategies across
sectors. The CAP will establish 2030 and 2050 GHG
reduction targets for all WRCOG member jurisdictions,
including Menifee, to align members with larger
decarbonization goals.
Jobs/Housing Balance
The Riverside County CEDS notes a regional jobs/
housing imbalance, with residents commuting long
distances for work. While the County CEDS does
not provide an official jobs/housing ratio, it reports
that for every one worker commuting into Riverside
County, approximately 1.3 workers commute out
for employment in neighboring counties. The
chart below from the Western Riverside Council of
Governments (“WRCOG”) shows the percentage of
people who live and work in the same county, which
is 46% for Riverside County and has declined over
the past two decades.
Figure 20: WRCOG Percentage of People Who Live and Work in the Same County County 2002 2022
Riverside County 53% 46%
San Bernardino County 51% 47%
Orange County 68% 64%
San Diego County 85% 79%
The Riverside County CEDS notes
a regional jobs/housing imbalance,
with residents commuting long
distances for work.
CITY OF MENIFEE | PAGE 29
Source: Western Riverside Council of Governments
PAGE 30 | CITY OF MENIFEE
Based on 2024 U.S. Census data, Menifee’s jobs/
housing ratio is approximately 0.46, which shows
that housing development has advanced faster
than local job creation. The City is working to close
this gap with goals including attracting mortgage-
paying employment opportunities, planning for office
and commercial space, and aligning infrastructure
investment to support new employment centers.
This jobs/housing imbalance is also present in
Menifee, where housing and population growth has
outpaced local job opportunities. An analysis by
WRCOG indicates that typically 10–15% of residents in
the WRCOG subregion live and work in the same city.
In Menifee, that figure is lower, as only 8% of residents both live and work in the city. Menifee’s goal to expand local employment is part of a larger regional effort
to create more sustainable communities that allow
residents to live and work locally. The chart below
comes from WRCOG and displays the percentages of
residents who live and work in the same city.
The jobs/housing ratio measures the relationship
between the number of jobs and the number of
housing units in a given area. A ratio of 1.5 means
there are six jobs for every four households, which
is recognized by planning and building industry
organizations as a healthy balance. This ratio
accounts for at least one full-time worker in most
households, recognizing that some residents are
retired, some choose not to or cannot work, and
others hold part-time jobs. In a modern economy and
with Menifee’s working-age population, a one-to-
one job to housing unit ratio is not realistic, as most households rely on more than one source of income
to achieve preferred levels of financial stability.
Figure 21: WRCOG Percentage of People
who Live and Work in the Same City
Wildomar
Temecula
San Jacinto
Riverside
Perris
Norco
Murrieta
Moreno Valley
Menifee
Lake Elsinore
Jurupa Valley
Hemet
Eastvale
Corona
Canyon Lake
Calimesa
Beaumont
Banning
0% 10% 20% 30%
CITY OF MENIFEE | PAGE 31CITY OF MENIFEE | PAGE 31 CITY OF MENIFEE | PAGE 31
Menifee’s Comprehensive Economic Development
Strategy (CEDS) was developed through a
concerted engagement with a wide range of local
stakeholders and community members. From July
through December 2025, the City and consultant
team conducted an extensive and inclusive
outreach process to ensure the strategy reflects the
priorities and perspectives of Menifee’s residents,
local business owners, professionals, and regional
partners.
Flyers promoting the community meetings were
shared throughout the community, including
schools, local events, churches, and City Hall. The
City also promoted engagement efforts through
their dedicated website, social media channels, and
direct outreach to business stakeholders. Outreach
materials were relatable and accessible to the public,
encouraging the community to connect with and
engage in the CEDS process. The input gathered from
these efforts directly informed the SWOT analysis,
goals, and project priorities.
IN-PERSON COMMUNITY WORKSHOP (JULY 2025)
The City hosted a public workshop to engage
residents in identifying community strengths,
economic challenges, and local aspirations.
Attendees ranged from local business owners, active
members of the senior community and residents with
young families. Participants formed small groups and
through a facilitated discussion, shared their vision
for the future, celebrating the local, small-town feel
of their community, highlighting their support for
attracting new businesses, and a desire to live and
work locally.
VIRTUAL COMMUNITY WORKSHOP (AUGUST 2025)
A citywide virtual workshop gave residents an
opportunity to weigh in on local strengths, challenges, and economic goals. Participants engaged in
discussions around themes such as quality of life,
business and industry attraction, city development,
and infrastructure needs. Participants provided fresh
perspectives on the strengths and challenges of small
business ownership in the region, recognized a need
for strategic and purposeful city development, and
communicated a need for expanding office space for
new and growing businesses.
Community and Stakeholder Engagement
The City hosted a public workshop
to engage residents in identifying
community strengths, economic
challenges, and local aspirations.
PAGE 32 | CITY OF MENIFEE
IN-PERSON SPANISH-LANGUAGE COMMUNITY
WORKSHOP (SEPTEMBER 2025)
To ensure inclusive participation, the City hosted an
in-person, Spanish-language community workshop.
The event created a forum for Spanish-speaking
residents to express their views on economic
priorities and lived experiences in Menifee. Through
interactive small group discussions, attendees
discussed their vision for the economic future of the
City from the perspectives of long-time residents,
parents, and active community members. As part of
the facilitated discussion, attendees defined what
a high quality of life means for the community and
what resources residents and businesses needed to
position themselves for long-term economic growth.
STAKEHOLDER INTERVIEWS (AUGUST-
SEPTEMBER 2025)
Interviews with local professionals, including
the Southern California Wine Country Economic
Development Coalition (EDC) and Chamber of
Commerce representatives provided targeted
insight into Menifee’s business climate, and
recommendations to strengthen its local identity
and support its labor market. Recommendations
included focused industry attraction in healthcare,
life sciences, and green technology, coupled with
workforce development and training opportunities in
these industry sectors. Interviewees highlighted the
ease of doing business in Menifee and applauded
the City’s ability to expedite approvals through inter- departmental collaboration.
PUBLIC REVIEW OF THE DRAFT STRATEGY
(OCTOBER 2025)
The draft CEDS is released for a 30-day public review
period to allow for community and stakeholder
feedback prior to final adoption. Public comments
received during this period will be integrated and
addressed in the final version of the CEDS.
CITY OF MENIFEE | PAGE 33
CITY OF MENIFEE | PAGE 33
CITY COUNCIL AND CITY STAFF
ENGAGEMENT
City Staff Engagement (April 2025)
City staff participated in a kickoff session at the
outset of the CEDS process. Representatives from
the City Manager’s Office, Community Development,
Public Works, Community Services, and the Economic
Development Department shared insights on current
challenges, infrastructure needs, and strategic
priorities from their departmental perspectives. Staff
input helped inform the baseline understanding of
Menifee’s economic landscape.
City Council Interviews (July 2025)
Interviews with the Mayor and City Councilmembers
offered leadership-level perspectives on Menifee’s
current strengths, challenges, and long-term
aspirations. Topics included industry and business
attraction, quality of life improvements, infrastructure priorities, and top community needs and focal
areas. The City Council shared insights on each
topic, highlighted the city’s strengths and unique
opportunities, and described visionary goals for the
city over the next 10–20 years.
THE CEDS COMMITTEE
CEDS Committee Meeting and Workshop (July 2025)
The City convened its CEDS Committee, a diverse
advisory group representing a broad spectrum of
key sectors of Menifee’s economy and community.
Members included representatives from local
businesses and property management, healthcare
and education professionals, regional workforce
development organizations, the Chamber of
Commerce, and the City’s fiscal oversight body. This
group was a vital contributor in guiding the CEDS
process and ensuring the strategy reflects Menifee’s
needs and opportunities with focused strategies to
promote long-term economic growth.
The CEDS Committee continues to serve as an
advisory body throughout the process. Their
sustained input ensures the strategy remains
grounded in community-identified priorities.
Topics included industry and
business attraction, quality of
life improvements, infrastructure
priorities, and top community
needs and focal areas.
CITY OF MENIFEE | PAGE 34CITY OF MENIFEE | PAGE 34 Menifee’s Strategy developed through the Economic
Development Department’s robust engagement with
residents, business owners, local leaders, and the
CEDS Committee. This collaborative input, combined
with economic research and the guidance of existing
planning documents shaped the goals, objectives,
and vision of this CEDS. The SWOT analysis helped
translate insights into priorities and opportunities
that the City can act on.
The vision statement below reflects the aspirations
expressed by the community and stakeholders
throughout this process, capturing their priorities for Menifee’s economic future:
Menifee will be a thriving city where residents have
opportunities to live and work locally, supported by
mortgage-paying jobs, diverse industries and local
businesses, and a full range of dining, entertainment,
and recreation options that enhance quality of life
and advance Menifee’s identity as a distinguished
and prosperous destination city.
The accompanying Action Plan builds on this vision
with actionable steps, partnership opportunities, and
performance measures.
ACTION PLAN
The Action Plan takes each goal and objective and
adds actionable steps that guide implementation. It
serves as a roadmap to advance Menifee’s economic
vision and offers performance measures and
potential partnerships where relevant.
Strategic Direction and Action Plan
This collaborative input, combined
with economic research and the
guidance of existing planning
documents shaped the goals,
objectives, and vision of this CEDS.
PAGE 34 | CITY OF MENIFEE
Performance measures
• Increase in mixed-use or commercial
development projects initiated within target
activity areas, tracking metrics such as square
footage of new development in the EDCs
• Number of placemaking and tourism-related
projects completed or underway consistent with
the plan
• Reduction in overall sales tax leakage over time
Partnership opportunities
Partnership opportunities to create or expand
on include:
• Property owners within Menifee’s Economic
Development Corridors
• Developers in Menifee’s Economic Development
Corridors
• Commercial brokers and site selectors actively
marketing Menifee properties
• Menifee Valley Chamber of Commerce
• Mt. San Jacinto College
• Public Private Partnership
• Development Agreements, Enhanced
Infrastructure Financing Districts (EIFD), Business
Improvement Districts (BID), Parking Districts
Goal 1:
Build identity through
placemaking and
strategic development
CITY OF MENIFEE | PAGE 35
Objectives
• Objectiv e 1: Strengthen Menifee’s identity as a
connected and vibrant city by creating distinct
destinations that bring residents, visitors, and
businesses together and enhance the resident,
business, and visitor experience.
• Objectiv e 2: Establish and enhance commercial
areas that generate high economic value and
support Menifee’s long-term fiscal sustainability.
• Objectiv e 3: Integrate a mix of uses to create
connected, walkable and bikeable districts, with
intentional placemaking that supports housing,
retail, dining, nightlife, and entertainment.
• Objectiv e 4: Focus on Haun Road Parkway
between Newport & Keller Roads by creating a
high value destination of districts that are well
landscaped, connected by trails and parkways,
and create synergy and a unique experience.
Action Plan
Create an economic heartbeat for the city –
Establish and strengthen areas where people,
businesses, and amenities come together.
Concentrated areas build prosperity and support
vibrant community life. Aligning with the goals of the
Placemaking Master Plan, Menifee will promote
development and retail opportunities that reinforce
Menifee as a recognized destination city.
Activate Economic Development Corridors (EDCs)
and Districts – Use the City’s designated EDCs
as the foundation for office, commercial, and
employment growth. With the right amount of
housing to concentrate people above and adjacent
to action and destination. Direct investment to
support mortgage-paying jobs, quality retail, and
placemaking through focused use of resources in
these strategic locations.
Promote smart growth and fiscally responsible
development – Guide land use and resource
allocation toward development and infrastructure
projects that create lasting economic value, generate
higher revenue per acre, and contribute to Menifee’s
long-term fiscal health and prosperity.
Employ the Placemaking Master Plan – Use the
Menifee Placemaking, Unique Identity, and Tourism
Master Plan to guide projects that enhance the City’s
sense of place, support tourism, and strengthen
connections between residents, visitors, and local
businesses.
Activate community assets – Capitalize on venues
like the Central Park Amphitheater, existing trails, and Menifee’s 398 acres of open space by partnering with
community groups to host local and regional events.
Expand and connect the trail system to develop
Menifee’s identity around outdoor recreation and
active living helping provide choices and options to
mobility within the community so our residents don’t
feel like they have to drive everywhere, resulting in
reducing traffic congestion.
Support a balanced mix of housing and commercial
options – Provide housing opportunities for living
above or adjacent to retail and entertainment centers,
while ensuring surrounding neighborhoods remain
accessible and well-connected.
Reduce sales tax leakage – Strengthen local
destinations and business offerings that encourage
residents and visitors to spend locally. With
approximately $2.2 billion in retail sales leakage
identified at the time of this CEDS, focused recruitment and tenant mix strategies can boost economic activity
within priority corridors and districts.
New office space attracts
investment in surrounding
retail and helps with our
long-term vision.
PAGE 36 | CITY OF MENIFEE
Performance measures
• R eduction in retail and dining sales leakage to
neighboring communities
• Change in total restaurant and entertainment
sales tax revenue year-over-year
• Number of new and distinct dining and
entertainment businesses opened annually
• C ultivate a balance of housing choices and
options along with a balance of mobility choices
and options to diversify our resident base and
create a city inclusive of all people
Partnership opportunities
Partnership opportunities to create or expand on
include:
• Developers with sites suitable for dining and
entertainment uses
• Commercial brokers specializing in restaurant
and retail leasing
• Regional restaurant groups and hospitality
associations
Goal 2:
Expand local dining
and entertainment
CITY OF MENIFEE | PAGE 37
Objective
Capture unmet consumer demand by attracting new
and distinct dining and entertainment options.
Action Plan
Market sites strategically – Focus recruitment efforts
on entitled or high-density sites that can support
future patrons. Prioritize and market to dining and
entertainment businesses that align with areas of
sales leakage to neighboring communities. Develop
a tiered business and retail recruitment work plan.
Attract through-traffic spending – Develop
marketing and destination strategies to capture
consumer spending from travelers along the I-215
corridor through dining, entertainment, and tourism
outreach and promotion. Broaden the customer
base and build retailer confidence in Menifee’s
market potential.
Create recruitment packages – Create and
strategically distribute restaurant recruitment and
entertainment recruitment packages. Showcase
Menifee’s demographics, income levels, and sales
leakage to desired retailers.
Engage regional distinctive restaurants – Identify
unique restaurants with one or two thriving locations
in nearby cities and invite them to expand in Menifee.
Cultivate a balanced mix of establishments –
Work with developers to create a blend of national
brands and unique local businesses, creating
destinations that attract distinct culinary talent and
provide memorable experiences, rather than generic
retail environments.
Develop marketing and destination
strategies to capture consumer
spending from travelers along the
I-215 corridor through dining,
entertainment, and tourism
outreach and promotion.
PAGE 38 | CITY OF MENIFEE
Performance measures
• Median H ousehold Income Growth:
Track annual growth in Menifee’s median
household income and compare it to the
average annual inflation rate. A positive
gap—for instance, income growth of 3.5% per
year versus 2.5% inflation—would indicate
real income gains for residents
• Emplo yment Growth in Target Sectors:
Monitor changes in the share of jobs within
higher-wage and target industries such
as healthcare, professional and technical
services, and life sciences. A rising share of
employment in these sectors would be an
indicator of progress
Partnership opportunities
Partnership opportunities to create or expand
on include:
• Regional hospitals such as Kaiser, Mayo
Clinic, and Scripps
• Riverside County Office of Economic
Development
• Southern California Wine Country Economic
Development Coalition
• University of California, Riverside Life
Sciences Incubators
Goal 3:
Grow local, mortgage-
paying jobs
CITY OF MENIFEE | PAGE 39
During community outreach, local leaders, business
owners, and residents expressed a strong desire
to see more local, well-paying job opportunities
in Menifee. In this CEDS, higher-wage jobs are
considered “mortgage-paying” jobs, positions
that provide enough income for a household
to cover local mortgage costs while keeping
housing expenses at or below 30% of household
income, and support additional expenses, savings,
and discretionary spending such as dining and
entertainment. Based on current mortgage levels,
this equates to roughly $140,000 in annual
household income. This figure sits above Menifee’s
2024 average household income of about $118,000,
which shows room for growth in the City’s job base.
Participants described lengthy commutes and
the need to leave Menifee for work as ongoing
challenges. The CEDS Committee and community
members also identified specific industries they
hope to see grow in Menifee, including healthcare,
medical technology, life sciences, technology,
artificial intelligence, recreation, hospitality,
and professional services such as accounting,
engineering & design, etc. This input directly shaped
the goal of growing local, mortgage-paying jobs
that allow residents to work and build careers within
their own community.
Objectives
• Objectiv e 1: Attract and retain employers in
emerging, higher-wage industries such as
healthcare, life sciences, technology, engineering,
and other professional services.
• Objectiv e 2: Strengthen local career pathways
so residents can access mortgage-paying jobs in
Menifee, reducing both the distance of commutes
and the need to commute elsewhere.
Action Plan
Recruit startups – Proactively outreach to companies
relocating or expanding from San Diego, Orange
County, and Los Angeles that seek access to the Inland
Empire workforce. Understand why they are relocating
from other areas to identify and underscore Menifee’s
competitive advantages. Promote Menifee as a
competitive business location by attending industry
conventions and expos and build partnerships with
local incubators such as the UC Riverside Life Sciences Incubator to attract early-stage firms in biotechnology, medical devices, and artificial intelligence.
Attract offices and satellite offices – Reach out to
technology firms, hospitals, and professional services
headquartered in nearby metropolitan areas to
position Menifee as a viable location for offices and
satellite offices. For example, Menifee’s proximity to
San Diego presents a particular opportunity to support
the region’s strong life sciences sector through satellite operations. Offer incentives or expedited permitting to encourage investment from desired industries.
Develop industry marketing materials for targeted
industries – Create professional, data-informed
marketing materials that showcase Menifee’s
strengths, skilled workforce, and business advantages.
Share through digital platforms, print, and industry
events to raise visibility.
Market Menifee’s talent base – Develop materials that
present Menifee’s workforce and talent base. Materials
can showcase how many residents in the healthcare
industry, technology industries, and professional
services already live in Menifee but commute elsewhere
for employment, such as San Diego, Orange County, or
Los Angeles.
Host Job Fairs – partner with the Chamber of
Commerce, Riverside County Workforce Development
and local employers on job fairs targeting workforce
in high demand occupations (e.g., healthcare, life
sciences). Incorporate a youth component to the Mt.
San Jacinto College job fair to directly connect with a younger workforce and encourage them to develop
and grow their skillset in Menifee.
PAGE 40 | CITY OF MENIFEE
Performance measures
• Documen ted increase in permitted or
constructed office space over a five-year
period, including projects entitled or under
construction
• Incr eased occupancy by professional service
firms in spaces around the courthouse
Partnership opportunities
Partnership opportunities to create or expand
on include:
• Developers pursuing office and mixed-use
projects
• Riverside County Office of Economic
Development
• Healthcare and professional service firms
seeking regional offices and satellite office
Goal 4:
Expand office and
commercial space
CITY OF MENIFEE | PAGE 41
Objective
Increase availability of move-in-ready office and
commercial space to allow businesses to grow their
operations and footprint in Menifee.
Action Plan
Encourage developer investment – Continue to build
on Menifee’s extensive outreach to developers and
commercial brokers by continually communicating
the unmet demand for office and commercial space,
including the need for office space integrated into
retail centers. Market Menifee as an emerging
submarket where demand outpaces space using
data related to vacancy rates and the commuting
workforce.
Leverage courthouse, education, and healthcare
anchors – Promote investment in vacant office space
around the courthouse and existing medical facilities.
Position the courthouse as an economic driver and
promote surrounding areas for legal, professional
services, and office-oriented development. Develop
targeted messaging regarding workforce availability
and growth in the healthcare, education, and legal
industries.
Identify ways to expand on medical, private
universities and education uses in the region –
Advance Menifee’s role in the region for healthcare,
education, and professional services by identifying
opportunities for growth, expansion, and new activity
within these sectors that align with the City’s long-
term vision.
Offer targeted development incentives– Provide fee
reductions, deferrals, or other incentives for projects that add high-demand office and commercial
space in strategic sectors. Prioritize incentives
for developments that create substantial local
employment opportunities.
Promote vertical and mixed-use office
design – Encourage development agreements that
support multi-story office and retail projects with
integrated parking, maximizing floor area ratio and
long-term property value while supporting efficient
land use.
Promote investment in office space
around the courthouse and existing
medical facilities.
PAGE 42 | CITY OF MENIFEE
Performance measures
• Residents participating in and completing
target industry training programs – Track
the annual number of residents completing
degree or certification programs in
healthcare, life sciences, and other
high-wage industries
• Local employment outcomes – Monitor
changes in employment rates among youth,
recent graduates, and adults re-entering or
transitioning careers
• Labor force participation rate – Measure
changes in the share of working-age
residents participating in the labor force
Partnership opportunities
Partnership opportunities to create or expand
on include:
• Mt. San Jacinto College
• LAUNCH Apprenticeship Network
• California Employment Development
Department
• The California State University system
Goal 5:
Build on Menifee’s
skilled workforce
CITY OF MENIFEE | PAGE 43
Objective
Leverage and support Menifee’s workforce by
expanding partnerships with colleges, training
providers, and employers.
Action Plan
Align workforce and anchor industries – Partner
with healthcare and life science training programs to
prepare residents for local job opportunities. Track
occupational trends to identify growing industries
and estimate the number of graduates and incoming
workers available to meet future labor demand.
Support access to higher education and skills
expansion - Improve access to higher education
and advanced training for Menifee’s workforce by
expanding local options for degree and certificate
programs. Explore attracting a California State
University campus to locate in Menifee to reduce
travel barriers and long commutes for students.
Develop and promote apprenticeships programs –
Collaborate with programs such as LAUNCH
Apprenticeship Programs to connect residents with
apprenticeships at desired high-growth industries.
Strengthen career pathways that help local workers
gain hands-on experience and transition into
permanent employment.
Partner with Inland Empire SBDC and SCORE –
Deliver small business mentorship, financial literacy
workshops, and entrepreneurship training for Menifee
college students, recent graduates, and residents
pursuing career transitions.
Seek to establish additional mentorship
opportunities – Partner with local employers,
colleges, and regional business organizations to
expand mentorship opportunities such as pairing
college students with business professionals for
career coaching and internships.
Utilize workforce and commuting data to support
decision-making – Analyze employment, commuting,
and occupation data to validate or disprove
assumptions and inform actions such as employer
outreach and job attraction strategies.
Partner with healthcare and
life science training programs
to prepare residents for local job
opportunities.
PAGE 44 | CITY OF MENIFEE
Performance measures
• Number of transportation and mobility
projects completed each year, including
roads, interchanges, bridges, trails, bike
lanes, sidewalks, and transit improvements
• Decr eases in average resident commute
times, measured through commute and
traffic studies and bring jobs home
• Amoun t of infrastructure investment secured
annually, especially in reference to the major
projects listed in the project list
• P arking structures and shared parking
strategies to reduce acreage of asphalt
parking lots
• Incr ease revenue per acre
Partnership opportunities
Partnership opportunities to create or expand
on include:
• Governor’s Office of Business and Economic
Development (GO-Biz)
• Southern California Edison (SCE)
• Eastern Municipal Water District
• Riverside County Flood Control
• SoCalGas
• WRCOG
Goal 6:
Invest in strategic
infrastructure for
economic developement
CITY OF MENIFEE | PAGE 45
Focus new development in areas
where a mix of housing, retail, and
office space can deliver strong long-
term economic returns, create active
destinations, and reduce the need
for long-distance commutes.
Strategic infrastructure investment should be rooted
in an intentional and focused application of resources
that can generate development that is financially
sustainable and beneficial to the community long-
term. This form of focused investment creates returns
to re-invest in further infrastructure improvements
and improve quality of life for residents. It allows for placemaking through the creation of cohesive and
well-connected areas that bring together people and
places A CEDS project list is included to identify priority infrastructure projects and funding opportunities that
can promote a connected and prosperous community.
Objective
Invest in infrastructure that generates strong
community returns, improving mobility, public facilities, and quality of life while supporting Menifee’s long-
term growth and fiscal sustainability.
Action Plan
Invest in mobility and connectivity – Enhance
infrastructure that strengthens access and circulation
within Menifee and encourages engagement
with Menifee’s destinations. Connect residents to
Menifee’s Economic Development Corridors and
commercial centers. Integrate projects that invest in
more mobility choices and options, including bikeable
trails, separated bikeways and walkways, and trees
for sidewalks and shade. Continue seeking financing
opportunities and partnerships to maintain long-term
investment in districts, corridors, and commercial hubs.
Promote mixed-use development and housing near
target centers – Focus new development in housing
that creates a concentration of people adjacent and
within districts” ie. this creates more customers in
areas where a mix of housing, retail, and office space
can deliver strong long-term economic returns, create
active destinations, and reduce the need for long-
distance commutes. Actively promote how economic
prosperity is tied to the thoughtful blend of people,
places and possibilities.
Expand public facilities – Plan for new or enhances
community-serving facilities such as recreation
spaces, parks, trails, fire station, municipal operations center, police stations, and City Hall to match
population growth.
Plan utility upgrades – Coordinate with EMWD,
SCE, SoCalGas, and other providers to ensure water,
sewer, and energy infrastructure expand alongside
new residential and commercial development.
Coordinate with Riverside County Flood Control for
trail enhancements.
Maintain Strong Partnerships with CA Go-Biz and
SCE – Routine dialogue and partnership with Go-Biz
and SCE can help the City leverage cost-reducing
programs like Go-Biz’s California Competes Tax
Credits, SCE’s Economic Development Rate, and state
equipment reimbursement credits for manufacturers.
PAGE 46 | CITY OF MENIFEE
Performance measures
• T rack the amount of business seminars
completed and the number of attendees at
the business seminars
• T rack the number of annual graduates from
the entrepreneurship trainings
• T rack business satisfaction with City
processes through targeted surveys or
feedback sessions
Partnership opportunities
Partnership opportunities to create or expand
on include:
• Menifee Valley Chamber of Commerce
• Small Business Development Center (SBDC)
• Inland Empire Women’s Business Center
(IEWBC)
• Asociación De Emprendedores
Goal 7:
Advance a business friendly and
entrepreneurial community
CITY OF MENIFEE | PAGE 47
Objective
Advance and continue to enhance and evolve
through innovation and investment in Menifee’s
friendly business community by supporting small
business growth and cultivating entrepreneurship
pathways.
Action Plan
Facilitate interdepartmental collaboration – Create
a Menifee Economic Development Action Team
(EDAT) comprised of interdepartmental staff from
Economic Development, Planning, and Building
that can collectively meet with businesses for
location or expansion needs and offer a concierge
service. Depending on availability, hold monthly or
bimonthly check-ins with the Menifee EDAT to discuss
businesses in the pipeline and devise tactical steps
for streamlining projects.
Hold quarterly business seminars – Partner with
regional and state business resource agencies to
deliver workshops on practical topics such as social
media marketing, negotiating and leasing, and
business finance. Survey the community annually to
identify training interests.
Launch entrepreneurship trainings – Partner
with SCORE Inland Empire and Asociación De
Emprendedores on customized entrepreneurial
trainings. These programs can deliver
entrepreneurship trainings courses offered in English
and Spanish, that culminate in graduation events and
business expos where aspiring entrepreneurs can
showcase products and services.
Partner with the Chamber of Commerce – Coordinate
closely with the Menifee Valley Chamber of
Commerce. A partnership allows both the City and
Chamber to broaden their reach and support of
Menifee businesses and align resources effectively to
promote Menifee’s economic vitality.
Create a Menifee Economic
Development Action Team (EDAT)
comprised of interdepartmental
staff from Economic Development,
Planning, and Building that can
collectively meet with businesses for
location or expansion needs and
offer a concierge service.
PAGE 48 | CITY OF MENIFEE
CEDS PROJECT LIST
The project list below summarizes Menifee’s active
capital and economic development projects that
advance the goals of this CEDS. Each project includes
a title, reference code as identified in the City’s Capital Improvement Program, a brief description, estimated
cost, identified funding, and remaining funding gap.
These efforts align directly with the goals of this CEDS, including infrastructure enhancement, placemaking,
job and business attraction, and the expansion of
commercial and employment space. The projects
line up local capital improvements with broader
economic development objectives and present
funding opportunities. Figure 22 displays the project
list, including estimated costs, identified funding, and remaining funding gap.
Title Project Description Estimated
Cost
Identified
Local Funding
Amount
Remaining
Funding Gap
McCall/I-215
Interchange
(CIP 14-01)
The project will widen the bridge
expanding to a 6-lane major arterial,
per the City’s General Plan, and install
dual left turn lanes. The project will also
widen on and off ramps, install lighting,
construct sidewalks, bike/NEV lanes, and
make improvements to the intersections
of Encanto Drive and Bradley Road.
$50,047,720 $3,805,460 $46,242,260
Scott Road/
Bundy Canyon
Road Widening
(CIP 20-01)
The project will widen Scott Road
between Haun Road & Sunset Avenue
segment to 4- lanes, adding a 14-foot
median, 10-foot paved shoulders,
construct drainage improvements,
relocate existing utilities, and modify
existing traffic signals.
$43,535,000 $7,054,430 $36,480,570
Haun Corridor
Parkway
Widen the Haun Corridor to
improvements between Newport
Road and Scott Road, to encourage
development along the freeway-frontage
land within the Community Core EDC.
$13,000,000 N/A $13,000,000
Garbani
Interchange
and Wickered
Overcrossing
(CIP 20-05)
The project will construct a four-lane
bridge over the I-215 with on and off
ramps, dedicated bike lanes, sidewalks,
street lighting, signage and striping. The
project will also make improvements
to the Haun Road and Antelope Road
intersections, install traffic signals, and
construct drainage improvements.
$77,470,270 $6,020,860 $71,449,410
Figure 22: CEDS Project List
CITY OF MENIFEE | PAGE 49
Title Project Description Estimated
Cost
Identified
Local Funding
Amount
Remaining
Funding Gape
Valley
Boulevard
Widening
(CIP 22-02)
There are two areas of missing road/
connection at Murrieta Road and north
of McCall Boulevard. The project will
construct a 4-lane road and complete the
two gap sections between Murrieta Road
and Chambers Avenue. The project will
also install traffic signals, street lighting,
sidewalks, and dedicated bike lanes.
$20,570,000 $3,030,000 $17,540,000
McCall Blvd.
Widening
(IP 22-03)
The project will widen the existing road
between Oakhurst Avenue and Junipero
Road to 4-lanes.
$6,984,890 $6,685,890 $300,000
Menifee Road
Widening
(CIP 23-12)
The project will construct a 4-lane road
from Scott Road to Garbani Road, modify
existing traffic signals, construct storm
drain improvements, install street lighting,
sidewalks, and dedicated bike lanes.
$22,680,000 $2,519,000 $20,161,000
Holland Road
Widening
(CIP 25-04)
The project will construct a 4-lane road,
modify existing traffic signals, install
new traffic signals, construct storm drain
improvements, install street lighting,
sidewalks, and dedicated bike lanes.
$7,000,000 $839,000 $6,161,000
Murrieta Road
Bridge Over Salt
Creek
(CIP 23-01)
The project will replace the existing at
grade crossing through Salt Creek with a
4-lane bridge between Park City Avenue
and Valley Boulevard. The proposed
bridge includes 8-foot shoulders on
both sides, street lighting, and 6-foot
pedestrian sidewalks on both sides.
$26,321,130 $1,800,000 $24,521,130
Murrieta Road
Widening
CIP- 25-03
The project will construct a 4-lane road,
create a single point intersection at
Holland Road, modify existing traffic
signals, install new traffic signals,
construct storm drain improvements,
install street lighting, sidewalks, and
dedicated bike lanes.
$32,610,000 $1,500,000 $31,110,000
Total Estimated
Costs $300,220,010 $33,254,640 $266,965,370
PAGE 50 | CITY OF MENIFEE
GOAL ACTIVATION TIMELINE AND CONTRIBUTING ENTITIES
Implementation of the CEDS will require coordination across multiple City departments (internal resources), as well as collaboration with community and partner agencies consisting of local, state, and federal entities and educational institutions (external resources). The table below identifies lead and supporting contributors for each goal, along with recommended actions and an estimated timing for each action.
Goal Contributing Entities Actions/Timing
Build identity through
placemaking and
strategic development
Lead: Economic Development
Internal Resources: City Manager,
Community Development, Community
Services, Public Works
External Resources: Chamber of Commerce,
EDC developers and property owners
Years 1–3: Begin activation projects
and placemaking in EDCs and
community assets.
Years 3-5+: Continue corridor
development and employing
Destination Master Plan.
Expand local dining
and entertainment
Lead: Economic Development
Internal Resources: Community Development,
Community Services, City Manager
External Resources: Regional restaurant
and hospitality groups, developers and
commercial brokers in restaurant and retail
Years 1–3: Conduct outreach and
recruitment. Develop recruitment
work plan and packages.
Years 3-5+: Track and reduce sales
leakage.
Grow local, mortgage-
paying jobs
Lead: Economic Development
Internal Resources: City Manager
External Resources: RivCoED, Southern
California Wine Country EDC, UC Riverside,
Kaiser, Mayo Clinic, Scripps
Years 1-3: Targeted employer
outreach and recruitment, job fairs,
City marketing.
Years 3-5+: Track metrics and
continue attraction and retention
efforts.
Expand office &
commercial space
Lead: Economic Development
Internal Resources: City Manager, Public
Works, Community Development
External Resources: Healthcare and
professional service firms, office and mixed-
use developers, RivCoEd
Years 1–2: Engage developers and
brokers to advance new office and
mixed-use projects.
Years 2-4: Implement incentives,
track in-progress projects and new
construction
Years 5+: Evaluate new space and
occupancy.
Additional Action Plan Implementation Details
Figure 23: Goal Activation Timeline
CITY OF MENIFEE | PAGE 51
Implementation of the CEDS
will require coordination across
multiple City departments (internal
resources), as well as collaboration
with community and partner
agencies consisting of local, state,
and federal entities and educational
institutions (external resources).
Goal Contributing Entities Actions/Timing
Build on Menifee’s
skilled workforce
Lead: Economic Development
Internal Resources: Community Development,
City Manager
External Resources: Mt. San Jacinto College,
LAUNCH Apprenticeship Network, California
EDD, CSU System
Years 1–2: Establish partnerships
with colleges, workforce agencies,
and apprenticeship networks.
Years 2-4: Launch new training
cohorts and expand participation
Years 5+: Expand programs and
monitor participation and outcomes.
Invest in strategic
infrastructure
with a high return
of investment for
economic development
Lead: Economic Development
Internal Resources: Public Works,
City Manager
External Resources: GO-Biz, SCE, Eastern
Municipal Water District, Riverside County
Flood Control, California Department
of Transportation, Riverside County
Transportation Commission, WRCOG
Years 1–3: Advance funding for
priority projects.
Years 3-5+: Implement major
improvements and pursue sustained
investment.
Advance a business-
friendly and
entrepreneurial
community
Lead: Economic Development
Internal Resources: City Manager, Community
Services
External Resources: Chamber of Commerce,
SBDC, IEWBC, Asociacion de Emprendedor@s
Years 1–3: Form EDAT, hold business
seminars and trainings.
Years 3-5+: Evaluate business
satisfaction and strengthen
Chamber partnership
PAGE 52 | CITY OF MENIFEE
ESTIMATED IMPLEMENTATION COST LEVELS
Each goal’s implementation will involve varying levels
of financial investment. The table below provides a
qualitative estimate of cost levels to help guide
resource allocation.
• Low: Relies primarily on staff time and partnerships with regional organizations or external resources, which can often be implemented at minimal cost.
• Medium: Moderate cost. may require ongoing outreach,
marketing, studies and metric tracking, and/or
administrative coordination.
• High: Significant investment. involves capital
improvements, infrastructure expansion and
coordination, and/or multi-agency and funding
coordination. Each cost level also identifies the primary funding source type: public, private, or non-profit based on the likely mix of resources to support implementation.
CITY OF MENIFEE | PAGE 53
Goal Estimated Cost Level
Build identity through
placemaking and strategic
development
High: Requires significant capital investment in Economic Development Corridors, other key/target areas, and placemaking projects. Opportunity to obtain outside funding.
Funding Source: Public/Private
Expand local dining and
entertainment
Medium: Focused on recruitment, marketing, and incentive programs.
Ongoing effort.
Funding Source: Public/Private
Grow local, mortgage-paying
jobs
Medium: Requires ongoing outreach, marketing, and coordination. Calls for long-term metric tracking.
Funding Source: Public/Private
Expand office & commercial
space
Medium to High: Includes outreach and marketing work. Actual expansion is capital-intensive, requiring private sector participation and infrastructure expansion.
Funding Source: Public/Private
Build on Menifee’s skilled
workforce
Low to Medium: Partnership-driven, calls for coordination with regional training providers, can be cost effective if partnerships are free. Can be more costly if it’s highly internal.
Funding Source: Public/Non-Profit
Invest in strategic infrastructure
with high return of investment
for economic development
High: Major capital projects requiring integration of local, state, and federal funding.
Funding Source: Public/Private
Advance a business-friendly and
entrepreneurial community
Low to Medium: Calls for staff interdepartmental coordination and can be cost effective through partnerships with SCORE, SBDC, and local organizations.
Funding Source: Public/Non-Profit
Figure 24: Estimated Cost Level Table
PAGE 54 | CITY OF MENIFEE
Performance measures for each goal are integrated
throughout the Action Plan section. Menifee can monitor progress from recent year baselines using reliable data sources such as Esri, the U.S. Census Bureau, and the
American Community Survey, in conjunction with community surveys and local feedback.
The City has a strong index of baseline metrics through a collection recent studies and reports including data
commute times, sales leakage, population growth, jobs and housing statistics, and other significant economic indicators.
Menifee’s close monitoring of data and connection to its local business community provides a solid foundation for evaluating progress over time.
SELECT PERFORMANCE MEASURES
AND BASELINES
The following are select metrics that will help measure progress toward the goals identified in the Strategic
Direction and Action Plan:
• Employment in Emerging Sectors: Track changes in the
proportion of employment across desired sectors, with an emphasis on increasing the share of jobs in healthcare, financial, professional, scientific, and technical services.
The baseline industry proportions for 2024 are:
Health Care and
Social Assistance:
12%
Professional, Scientific, and
Technical Services:
5.5%
Finance and Insurance:
3.2%
Performance measures for each goal are
integrated throughout the Action Plan
section. Menifee can monitor progress from
recent year baselines using reliable data
sources such as Esri, the U.S. Census Bureau,
and the American Community Survey, in
conjunction with community surveys and
local feedback.
Evaluation Framework
CITY OF MENIFEE | PAGE 55
Increase in Median Household
Income: Monitor annual growth in
household income. The baseline in
2024 is:
The City has a strong index
of baseline metrics through a
collection recent studies and
reports including data commute
times, sales leakage, population
growth, jobs and housing statistics,
and other significant economic
indicators.
• Infrastructure Investment: Track the number of
infrastructure projects, including transportation,
mobility, and utility projects completed annually,
and the level of funding secured for projects. The
CEDS project list displays the local funding amount
identified as of this Strategy and the remaining
funding gap.
• Economic Development Corridors (EDCs): Measure
new development and total square footage added
within Menifee’s designated EDCs, as an indicator
of focused growth.
Increases in Office and Commercial Space: Measure the amount of office and commercial square footage in the City to track increases. The baseline inventory for 2025 is:
Median Household Income:
$96,230
Office square footage:
373,582 sf
Retail square footage:
2,415,518 sf
PAGE 56 | CITY OF MENIFEE
STEADY-STATE INITIATIVES
During interviews, local leaders identified factors
that can impact the City’s economy, including
challenging national and state economic conditions,
rising construction costs, and strain on infrastructure improvements. In response, the City is focused on
long-term planning, such as expanding infrastructure,
improving mobility, attracting local high-wage
industries, and prioritizing land use with fiscally
responsible and sustainable growth.
Community input reinforced this direction. Participants expressed that the nature of work and industries
changes quickly, and a city should not rely too heavily on a single sector. By supporting a variety of industries and paying attention to growing and emergent
fields, Menifee can better withstand future economic
disruptions.
RESPONSIVE INITIATIVES
Menifee will maintain coordination with regional and
local partners, including Riverside County, the Western Riverside Council of Governments, Mt. San Jacinto
College, and small business support networks such
as SCORE. Partnerships promote information sharing,
resource alignment, and collaboration to support
recovery and response when disruptions occur.
The Economic Resilience Stakeholder Network below
shows how Menifee will continue to work with regional
partners from education, workforce, business, utility,
and government sectors. The City will use this network
to share information, align resources, and coordinate
actions that strengthen the local economy. Active
communication among these partners helps Menifee
prepare for, respond to, and recover from economic
disruptions.
Menifee’s approach to economic resilience includes both steady-state and responsive strategies that prepare the City to adapt to challenges and strengthen long-term adaptability.
Economic Resilience
CITY OF MENIFEE | PAGE 57
Chamber of
Commerce
UCR
MSJC
SCORE
IEWBC
LAUNCH
GO-Biz
SBCD
RivCoEd
City of
Menifee
SCE
RivCo Flood
Control
EMWD
Business Mentorship & Education
Funding & Growth Support
Workforce DevelopmentInfrastructure
Figure 25:
Economic Resilience
Stakeholder Network