Agenda packet — Menifee City Council, February 18, 2026 (part 3 of 3)

Form #116-310 -Dated: 3/21/2019
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 27

Menifee Mayor and City Council
February 18, 2026
Page
331 of 436

Docusign Envelope ID: F15A8329-DDDB-405E-879D-9BE11DBB6EBC Contract ID #FPARC-91875-001-08/26
c. Any other information the CONTRACTOR deems necessary to aid in the analysis of the COUNTY'S existing service level platform f!l1d the desired service level

3.0 SERVICE DELIVERY ANALYSIS

3.1 Riverside County Population and Development Growth Projections:

1. CONTRACTOR shall provide population and development growth projections 10 years from the date of the final SOC report. Areas to be evaluated include:
a. Predicted demographic changes.
b. Census data.
c. Development activities and projections.

2. CONTRACTOR shall identify how future growth will impact emergency services performance and what measures should be taken to ensure effective performance in the future.

3.2 Description of Community Served:

1. CONTRACTOR shall provide an overview of the organization and community served. At a minimum, the CONTRACTOR shall provide the following service in completion on the assessment:
a. Service area general population and demographics
b. History, formation and general description of the Department c. Governance and lines of authority
d. Organizational design
e. Operating budget, funding, fees, taxation and financial resources f. Description of the current service delivery infrastructure g. Conduct internal and external stakeholder meetings with COUNTY, city partners along with citizen groups

3.3 Review of Services Provided:

1. CONTRACTOR shall evaluate the services provided by the COUNTY. Areas to be evaluated include:
a. Firefighter/EMS staff distribution and assignment
b. Administration and support staffing levels
c. Operational staffing levels
d. • Staff allocation to various functions and divisions e. Staff scheduling methodology
f. Assignment of duties and responsibilities
g. Current/draft perfonnance goals, objectives and measures RFP #FPARC-392 Page 21 of28
Form #116-310 - Dated: 3/21/2019
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 28

Menifee Mayor and City Council
February 18, 2026
Page
332 of 436

Docusign Envelope ID: F15A8329-DDDB-405E-B79D-9BE11 DBB6EBC Contract ID #FPARC-91875-001-08/26

2. CONTRACTOR shall analyze and determine if activities present impediments to response performance or if time is available to increase the amount of work done in these areas by response personnel.

3.4 Capital Assets:

I. CONTRACTOR shall review current capital assets and shall report on the current condition of the asset and its remaining useful life or continued use in future service delivery. Areas to be evaluated include, but not limited to:
a. Facilities - current station locations and future station consideration:
i) Analysis of existing station location
ii) Staff facilities
iii) Design and code compliance
iv) Safety and efficiency
v) Environmental issues and future location viability
b. ApparatusNehicles - CONTRACTOR shall review and make recommendations regarding inventory of apparatus and equipment. Areas to be evaluated include:
i) Age, condition and serviceability
ii) Distribution and deployment
iii) Replacement plans

3.5 Commuuity Expectations aud Performance Goals:

I. CONTRACTOR shall examine and document the levels of service historically provided to the communities served by the COUNTY. Within this analysis, the service area shall be evaluated based on population density and fire management zones that shall be used in the development of future performance objectives.

3.6 Community Risk Assessmeut:

I. CONTRACTOR shall conduct an analysis of community fire protection risks, growth projections and land use and then interpret their impact on emergency service planning and delivery. The CONTRACTOR shall evaluate the current risk within each of the communities served by the COUNTY and develop a SOC model that best addresses those risks and identifies one or more acceptable response actions.

3.7 Review of Historical System Performance:

I. CONTRACTOR shall conduct observations in areas specifically involved, or affecting service levels and performance. Areas to be evaluated include:
a. Distributiou
i. Overview of the current facility and apparatus deployments strategy RFP #FPARC-392 Page 22 of28
Fonn #116-310 -Dated: 3/21/2019
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 29

Menifee Mayor and City Council
February 18, 2026
Page
333 of 436

Docusign Envelope ID: F15A8329-DDDB-405E-879D-9BE11 D886EBC Contract ID #FPARC-91875-001-08/26
b. Concentration
i. Analysis of response time capability to achieve full effective response force ii. Analysis of staff distribution as related to effective response force c. Reliability
i. Analysis of current workload, including unit hour utilization ii. Review of actual or estimated failure rates
iii. Analysis of call concurrency and impact on effective response force assembly iv. Analysis of call concurrency and impact on resource exhaustion d. Historical Performance Summary
i. Analysis of actual system reflex time performance, analyzed by individual components
e. Mutual and automatic aid systems

3.8 Management and Administrative Assessment:

I. CONTRACTOR shall complete a Management/ Administrative Assessment for all functions, bureaus and operational areas of the COUNTY to include the following:
a. Current and projected workloads 10 years out from date of final SOC report. b. Assess current organizational structure and determine best and most efficient model c. Review current staffing configuration, numbers, and capabilities d. Provide recommended benchmarks for adding additional support staff e. Assess current methodology of assigning responsibilities for contract partner administration. Recommend best and most efficient model

4.0 PERFORMANCE OBJECTIVES AND MEASURES

4.1 Recommendations and Methodologies:

I. CONTRACTOR shall provide recommendations on methodologies to allocate all direct and indirect costs to the COUNTY and all contract partners. The following parameters shall be considered:
a. Recommendations shall be feasible given the COUNTY's current delivery model b. Recommendations shall consider current staffing levels and infrastructure c. Recommendations shall consider the COUNTY's current budgetary constraints

2. Where recommendation and best practices exist outside of 4.l.la-4.1.lc, CONTRACTOR shall include these as alternate recommendations and address staffing, systems and cost analysis necessary to initiate those practices and procedures.

4.2 Compliance Methodology:

RFP #FPARC-392 Page 23 of28
Form #116-310 -Dated: 3/21/2019
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 30

Menifee Mayor and City Council
February 18, 2026
Page
334 of 436

Docusign Envelope ID: F15A8329-DDDB-405E-B79D-9BE11 DBB6EBC Contract ID #FPARC-91875-001-08/26

1. CONTRACTOR shall develop a methodology that will allow the COUNTY to Continually measure future performance which include, but not limited to:
a. Records Management System usage policies
b. Assignment of Oversight responsibilities
c. Schedule of assessments
d. Review requirements

4.3 Final Findings and Recommendations:

1. CONTRACTOR shall provide a final report which is compliant to the requirements of this Agreement. The final report shall include the following key elements:

RFP #FPARC-392
a. A determination of the levels of service to be provided throughout the COUNTY's jurisdiction
b. A community risk assessment that identifies fire, EMS and non-fire risks common and/or unique to the COUNTY
c. An analysis of the COUNTY's current response capability in terms of time, equipment, and on-scene performance
d. An analysis which describes how COUNTY resources are allocated and deployed and recommendations to maximize emergency response effectiveness throughout the COUNTY's service delivery area
e. An analysis which defines the best and most appropriate allocation method by which current costs should be shared amongst all cooperating partners f. Final projections: provide 10-year fiscal projections for COUNTY growth at 2-year intervals.

Page 24 ends

Form #116-310-Dated: 3/21/2019
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 31

Menifee Mayor and City Council
February 18, 2026
Page
335 of 436

Docusign Envelope ID: F15A8329-DDDB-405E -B79D-9B E11 DBB6EBC 2 CRA-SOC
Management
3 and
Administrative
Assessment
4 Fiscal Review
5 Mid.Project
Review
Prepare and
6 Deliver the
Draft Report
Prepare and
7 Deliver the
Final Report
8 Application to
Accreditation
I
Issue Document
Request
Mid-Project Briefing
Planning Tools
Implementation
RFP #FPARC-392
Form #116-310 - Dated: 3/2 1/2019
Contract ID #FPARC-91875-001-08 /26

EXHIBIT B

PROJECT TIMELINE
Project Start-Up
Meeting
Draft Reports
Fiscal Projections
Report Completion

Page 25 of 28 ends

On-Site Stakeho lder
Listening Meetings
Deliver Final SOC
CRA
On-Site Hazard, Risk,
Geography Review
Meetings
Final Report
Presentation
CPSE Accreditation Application Subm ission
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 32

Menifee Mayor and City Council
February 18, 2026
Page
336 of 436

Docusign Envelope ID: F15A8329-DDDB-405E-B79O-9BE11 DBB6EBC Contract ID #FPARC-9 1875-001-08/26
Line#
1 2
3 4
5 6
7 8
9 10
11 RFP #FPARC-392

EXHIBITC

PAYMENT PROVISIONS
Total # of Hours to
Position/ Activitt Hourlv Rate Comolete Proiect
Stewart Gary/ Public
Safety Principal, Project $302.09 192
Director
Samuel Mazza/ Senior Fire $290.47 164 & EMS Specialist
Mike Dyer/ Senior Fire & $261.43 56 EMS Specialist
Chris Heiser/ Senior Fire $261.43 40 & EMS Specialist
Landon Stallings/ Senior $238.19 158 Fire & EMS Specialist Lisa Shaffer/ Local
Government Specialist; $226.57 122
Pro ject Manager
Andy Green/ Local
Government Fiscal $26 1.43 147
Specialist
Andy Okoro/ Local
Government & Fiscal $238.1 9 91
Specialist
Stacey Bristow/Local
Government and $238. 19 44
Engagement Specialist
Homer Robertson/ Senior $226.57 30 Fire & EMS Specialist '
Thomas Breyer/ Senior $226.57 30 Fire & EMS Specialist

Page 26 ends

Form # 116-310 - Dated: 3/21/2019
Total Cost
$58,000.65
$47,636.75
$14,639.89
$10,457.06
$37,633.89
$27,64 1.60
$38,429.71
$21,675.22
$10,480.32
$6,797.11
$6,797.11
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 33

Menifee Mayor and City Council
February 18, 2026
Page
337 of 436

Docusign Envelope ID: F15A8329-DDDB-405E-B79D-9BE11 DBB6EBC Contract ID #FPARC-91875-001-08/26
12 Janav Wilk/EMS Soecialist $226.57 34 $7,703.40
13 John Vance/Fire & EMS $226.57 49 $11,101.97 Soecialist 14 Mathew Rush/ Senior Fire $226.57 94 $21,297.62 & EMS S oecialist Lorna Vogt/ Public Works
15 Specialist; Fleet & $226.57 58 $13,141.09
Facilities Soecialist
16 Michael Fay/ Statistical $226.57 16 $3,625.13 Specialist 17 Ben Silver/ Geo-Mapping $261.43 85 $22,221.26 Specialist 18 Chad Jackson/President $302.09 28 $8,458.43
19 Various - Risk Assessment $203.33 58 $11,793.31 Data Analvsis 20 Various/Report Project $162.66 85 $13,826.28 Administration 21 Various/ Administrative $116.19 56 $6,506.48 Sunnort Total Cost*: $399.864.28

1. The awarded contractor shall provide Standards of Cover and Community Risk Assessments at the fixed rates offered.

2. CONTRACTOR shall submit the first monthly invoice for project advance upon execution of the contract.

3. CONTRACTOR shall submit a time-and-materials monthly billing schedule up to the not-to-exceed cost, including a 10 percent (10%) project advance.

4. CONTRACTOR'S invoices are payable within thirty (30) days. CONTRACTOR'S billing terms are net thirty (30) days plus two percent (2%) for day thirty-one (31) and two percent (2%) per month thereafter.

RFP #FPARC-392 Page27 of28
Form #116-310-Dated: 3/21/2019
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 34

Menifee Mayor and City Council
February 18, 2026
Page
338 of 436

Docusign Envelope ID: F15A8329-DDDB-405E-B79D-9BE11 DBB6EBC Contract ID #FPARC-91875-001-08 /26

5. CONTRAC TOR shall send both the monthly written status report and invoice electronica lly to [email protected] . gov.

Hourly Rates*
* All-inclusive hourly rates consist of the following: Travel Expenses of $27,397 for on-site visits and meeting s needed to gather information for the project and to explain/present the project 's findings and recommendation s.
* The all-inclusive hourl y rates also incorporate a $2,500 geographic mapping fee.

RFP #FPARC-392 Page 28 of28
Form #116-310 - Dated: 3/21/20 19
Item Title: 12.1
Fire Services Review Follow Up
Item Page Number: 35

Menifee Mayor and City Council
February 18, 2026
Page
339 of 436

CITY OF MENIFEE
SUBJECT: Strategic Plan Implementation Update
MEETING DATE: February 18, 2026
TO: Mayor and City Council
PREPARED BY: Jennifer Jackson, Sr. Management Analyst
REVIEWED BY: Rebekah Kramer, Deputy City Manager
APPROVED BY: Armando G. Villa, City Manager
-------------------------------------------------------------------------------------------------------------------------------

RECOMMENDED ACTION

1. Receive and file an update on the implementation of the 2023-2028 Strategic Plan for the period extending from July 1 to December 31, 2025.

DISCUSSION
The City’s five-year Strategic Plan establishes the City’s vision for the future and sets a roadmap for meeting current and future needs. The 2023-2028 Strategic Plan (Plan) was most recently updated in June 2025 and subsequently adopted at the City Council meeting on July 16, 2025.

This Plan includes the following five overarching Strategic Priorities:

1.Connectivity and Mobility – Enhance accessibility and link the community with sustainable infrastructure to meet the City’s needs.

2.Unique Identity - Engage in thoughtful and collaborative planning with stakeholders to develop a distinct sense of place that leverages the community's historic and scenic assets and makes the City a highly attractive and desired destination for residents, businesses, and visitors.

3.Community Engagement and Social Infrastructure – Create opportunities to bring people together and enhance communication to amplify accessibility, increase awareness, and proactively deliver information to maintain quality of life and build a strong community.

4.Thriving Economy – Encourage intentional smart growth and support the City’s business community so that residents have access to businesses, housing, employment, and well- paying jobs.

5.Safe and Vibrant Community – Provide exceptional public safety and maintain the City's attractive look and feel so that Menifee is one of the safest cities where residents and visitors are secure in their neighborhoods and surrounding spaces.

Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 1

Menifee Mayor and City Council
February 18, 2026
Page
340 of 436

City of Menifee Staff Report
Strategic Plan Implementation Update
February 18, 2026

Page 2 of 8 ends

3 1
1 9
The objectives outlined in the Plan are designed to support the vision for the future and fulfill the City’s strategic priorities and goals. Performance measures are established to monitor progress.

Based on the Plan, specific capital and operational projects are prioritized and included within the City’s operating and Capital Improvement Program (CIP) budgets.

The Implementation Plan tracks the progress made in executing the goals and objectives established by the Mayor and City Council in the Plan. Implementation Plan updates are provided biannually, with the last update provided on July 16, 2025, for the six-month period extending from January 1 through June 30, 2025. This report summarizes the goals and objectives initiated and/or completed during the last six months of the five-year planning period extending from July 1 through December 31, 2025.

Implementation Plan Highlights
Connectivity and Mobility
CIP Projects: The Fiscal Year (FY) 2025/2026 CIP includes 19 projects which received funding during this reporting period. These projects are intended to mitigate and reduce traffic congestion on the City's streets and roadways based on the Traffic Mitigation Plan (TMP), including 16 in design, two in construction, and one completed. These projects include, but are not limited to:

1. Bradley Road Bridge over Salt Creek (CIP 13-04) - In Construction

2. McCall Blvd/I-25 Interchange (CIP 14-01) - In Design

3. Scott Road/Bundy Canyon Road Widening (CIP 20-01) - In Design

4. Garbani Road/I-215 Interchange (CIP 20-05) - In Design

5. Paloma Wash Pedestrian Bridge (CIP 20-13) - In Construction (completion March 2026)

6. McCall Blvd Widening (CIP 22-03) – In Design

7. Goetz Road/Vista Way Traffic Signal (CIP 23-02) – In Design

8. McCall Blvd/Sun City Blvd Left Turn Pocket Extension (CIP 24-02) – Closeout

9. Romoland Elementary School (CIP 24-04) - ATP - In Design

10. Harvest Valley Elementary School (CIP 24-15) - ATP - In Design

11. Murrieta Road/Holland Road Intersection Improvements (CIP 25-01) – In Design

12. Murrieta Road Widening – Holland to Newport (CIP 25-03) - In Design

13. Holland Road Widening – Bradley to Haun (CIP 25-04) – In Design

14. Evans Road/Craig Avenue Traffic Signal (CIP 25-05) – Final Design

15. FY 24/25 Local Roads AC Resurfacing Program (CIP 25-07) – In Design

16. Antelope Road Resurfacing – Aldergate to Indian Gdn Dr. (CIP 25-08) – In Design

17. Garbani Road Drainage Improvements (CIP 25-09) – In Design

18. Ethanac Rd/Antelope Rd Intersection Realignment Feasibility Study (CIP26-01) - In Progress

19. FY 25/26 Local Roads AC Resurfacing Program (CIP 26-06) - In Design The 365-foot Bradley Road Bridge over Salt Creek (CIP 12-04) construction commenced in early August 2025. At the conclusion of the reporting period, crews had completed the concrete placement for the first set of bridge columns and for the abutment #4 footing, one of the bridge’s end supports. Construction is on schedule, with project completion anticipated in Fall 2026. Once completed, the state-of-the-art bridge will mitigate seasonal flooding during rain events and Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 2

Menifee Mayor and City Council
February 18, 2026
Page
341 of 436

City of Menifee Staff Report
Strategic Plan Implementation Update
February 18, 2026

Page 3 of 8 ends

3 1
1 9
provide reliable north/south access on Bradley Road, improving safety by eliminating motorists traveling through moving stormwater and help ensure faster response times for first responders serving the Menifee community.

An update to the City’s Pavement Condition Index (PCI) as part of the Pavement Management Program (PMP) is underway, with the final PMP report and recommendations presented on February 4, 2026. Additionally, several maintenance projects commenced in FY 2025/2026 to improve the PCI ratings in some of the most critical areas. This includes four resurfacing projects:

1. FY 25/26 Local AC Resurfacing: Approx. 1.25 centerline miles of roadway total, including approx. .25 centerline miles of residential and 1 centerline mile of major roadways, all of which have a current PCI of less than 70.

2. FY 25/26 Slurry Seal Project: Approx. 2.26 centerline miles of roadway. Slurry Seal in Bidding phase.

3. Mapes Road Resurfacing: 2,600 cubic feet (.25 centerline miles) - In the Design phase.

4. Antelope Road Resurfacing: approximately 6,600 cubic feet (1.25 centerline miles) for a total of 6.3 centerline miles - In the Design phase.

Additionally, the Riverside County Annual Resurfacing project includes four roadway segments within City limits: Lindenberger Road/Scott Road to 2,154 feet south of intersection, Menifee Road/Scott Road to 2611 feet south of intersection, Scott Road / Menifee Road to Lindenberger Road, and Briggs Road from Highway 74 to McLaughlin Road.

Unique Identity
The Placemaking, Unique Identity and Tourism Master Plan was adopted at the November 5, 2025, Council meeting, and now serves as the foundational work that will guide future projects, programming and development. Staff are currently engaged in a discussion regarding next steps and implementation strategies.

Key Plan takeaways include:
Establishment of the City’s Five Pillars of Unique Identity - Culture and Heritage, Adventure, Innovation, Community and Belonging, and Opportunity. Recognition of Mt. San Jacinto College (MSJC) as a Community Anchor. Identification of the need for a City Epicenter and Key Identity Anchor. Regional Events Assessment - four signature event opportunities identified:
oMenifee AdventureFest - Outdoor recreation and wellness celebration leveraging the newly acquired 398-acre Menifee Hills area.
oMenifee Spark! - an innovation and culture festival highlighting MSJC and the City’s entrepreneurial spirit.
oHeritage Celebration - Reimagined event honoring Menifee’s history and cultural roots.
oSupporting Events which reinforce the City’s adventure, innovation, community and heritage themes.

Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 3

Menifee Mayor and City Council
February 18, 2026
Page
342 of 436

City of Menifee Staff Report
Strategic Plan Implementation Update
February 18, 2026

Page 4 of 8 ends

3 1
1 9
Community Engagement and Social Infrastructure
Social Media & Community Alerts: The City continues to improve community awareness by encouraging residents to sign up for City alerts and follow the City on social media. During this reporting period, the City saw a 7.9 percent increase in social media followers, growing from 88,521 to 95,512. This data reflects the growth of our primary City of Menifee accounts, which include Facebook, Instagram, X, LinkedIn, and Nextdoor. The City also maintains social media accounts for Menifee’s Police, Community Services, and Economic Development Departments.

Subscriptions to the City website newsflash alerts increased by one percent from 2,480 to 2,502.

Menifee TV: The City’s Public Education Government (PEG) channel can be accessed on multiple cable providers: Spectrum (channel 1301 HD), Frontier (channel 25 SD), and Mediacom (channel 595). It is also available on the City’s website at cityofmenifee.us/Menifeetv. Menifee TV aims to deliver quality local programming, public meetings, and service announcements. During this reporting period, 37 original content videos were produced. This includes the “Menifee in the Works” series (highlighting Public Works Department operations and capital improvement program), “Hometown of Heroes,” and Public Safety Announcements (PSAs) regarding E-Bike safety geared towards our youth. Communications staff also transform content from these videos into engaging posts for the City's YouTube, Facebook, and Instagram social media platforms.

Website Enhancements: The City’s ADA website compliance consultant has completed the ADA revamp of the City’s website, and it is now operating in compliance with all applicable regulatory standards. As the next step, the IT and Communications Departments are evaluating the current website and mobile application functionality and identifying opportunities to enhance and upgrade the system. Based on this review, the City plans to release a Request for Proposals (RFP) this spring for a more comprehensive redesign and enhancement of the City’s websites and mobile application.

Park Amenities/Recreation Program Enhancements: The City is devoted to developing unique park amenities, recreational facilities, and programming to serve the community's diverse needs in alignment with the Parks Master Plan. Several projects are currently underway to help meet those needs.

Following the acquisition of the 398-acre Menifee Hills property, the City contracted with Dokken Engineering to conduct a feasibility study to improve connectivity and public access between Menifee Hills and the Salt Creek Trail area. Study completion is anticipated by the end of FY 2025/2026.

Property acquisition of the 1.94-acre Sun City Greenspace parcel (which will serve as a future passive park) was completed in November 2025. Design for the park has been finalized, and staff submitted a $750K Land and Water Conservation Fund (LWCF) grant application in August 2025 to develop the parcel into a passive park including a pollinator garden. Awards are anticipated to be announced Spring 2026.

Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 4

Menifee Mayor and City Council
February 18, 2026
Page
343 of 436

City of Menifee Staff Report
Strategic Plan Implementation Update
February 18, 2026

Page 5 of 8 ends

3 1
1 9
With a grant award from the National Parks Service administered by the California State Parks Department as part of the Outdoor Legacy Recreation Program (OLRP), staff initiated the design process for Quail Valley’s first City park. Once complete, the 10.45-acre nature-themed park will include a multi-use field, play area, and interactive nature trails.

Progress continues at Central Park, with both the completion of the Civic Center Parking Lot (CIP 22-24) and the construction of the Paloma Wash Pedestrian Bridge (CIP 20-13) well underway.

The Central Park Amphitheater project (CIP 19-15) construction continues, with installation of the bowl anticipated during FY 2026/2027. Once finalized, these three projects will transform the City’s entertainment landscape with a new, vibrant, and multi-functional venue.

Engagement Opportunities: The City recognizes the importance of providing engagement opportunities for residents to enhance their understanding and participation in City planning, community events and activities. Highlights of engagement activities that took place during this reporting period include:
Joint City Council / Parks, Recreation & Trails Commission workshop was held in September 2025 to review and discuss the fiscal impact analysis associated with annexation of the streetscape, retention basin, parks and facilities contained within the three landscape maintenance districts (LMDs) located in the City of Menifee that fall within the Valley-Wide Recreation and Park District (“Valley-Wide”) service area. Following this review, the Council directed staff to pursue a phased annexation approach in collaboration with Valley-Wide, beginning with the Menifee Parks LMD located entirely within Menifee’s city limits As part of the LAFCO review process, issues related to sequencing, transition planning or high-level considerations for the remaining two LMDs (North and South) each of which include areas that fall outside of the city limits may need to be addressed as this effort progresses. As a next step, City staff are working in partnership with Valley-Wide to solicit proposals from qualified consulting firms to provide professional services to support the preparation and processing of a LAFCO annexation application. Partnership with Veterans of Foreign Wars (VFW) Post 1956 Memorandum of Understanding (MOU) - the Community Services Department (CSD) formalized a partnership with the non-profit VFW Post 1956 through 2030 to support veterans, promote civic engagement and leverage resources of both organizations to produce quality programs for the public.
Menifee Valley Historical Association MOU - a 5-year agreement was approved to support activities that identify, preserve, and promote the legacy of Menifee Valley and provide meaningful and engaging educational programs to the public. Blue Envelope program partnership - Menifee PD has partnered with the Inland Regional Center (IRC) through August of 2027 to provide materials and training for the Blue Envelope program. The Program is intended to enhance communication and safety during interactions between first responders and individuals with intellectual and/or developmental disabilities (including those who are deaf or hard of hearing).

Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 5

Menifee Mayor and City Council
February 18, 2026
Page
344 of 436

City of Menifee Staff Report
Strategic Plan Implementation Update
February 18, 2026

Page 6 of 8 ends

3 1
1 9
Fall 2025 Citizen’s Academy - a total of 30 residents and business owners completed the eight-week course designed to provide an opportunity to meet with City leaders and learn about City operations and services.
2025 Education Summit – The sixth annual Education Summit was on October 23, 2025, with representatives from Menifee Union School District (MUSD), Perris Union High School District (PUHSD), and Romoland School District, as well as Santa Rosa Academy and Springs Charter Schools, and Mt. San Jacinto College (MSJC). The 2025 Summit centered around how the City and schools can collaborate to enhance safety in the Community. Each representative discussed common safety measures affecting both the City and the schools, including safe routes to schools and the various safety programs and services available to students. The City Clerk’s office also introduced the new “Menifee Leaders of Tomorrow” Youth in Government program. Scheduled to launch in Fall 2026, the program will offer high school juniors and seniors the opportunity to participate in and learn about the essentials of local government. 2025 State of the City Address – The annual State of the City address was held at the HCN Bank Stadium located on the MSJC Menifee Campus. Hosted by the Chamber of Commerce and open to the public, the event provided an opportunity to celebrate the City’s progress and unveil what’s ahead for a community built with families in mind. This year’s theme, “City for Families,” highlighted the people, places, and partnerships that make Menifee a vibrant and thriving place to live, work, and invest.

Eighteen special events were held during this reporting period including:

1. Menifee Moonlight Market

2. Family Camp Out

3. Shakespeare in the Park

4. Movies in the Park

5. National Night Out/Movies in the Park

6. Art-A-Faire

7.Haunt Your House Decorating Competition

8. Clean Air Day

9. Bulky Item

10. Fall Festival

11. Dia De Los Muertos

12. Veterans Day Celebration

13. Trot for a Cause

14.Xtream Light Fight - House Decorating Contest

15. Christmas Tree Lighting & Holiday Bazaar

16. Breakfast with Santa

17. Mighty Me Holiday Party

18. Santa on Wheels
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 6

Menifee Mayor and City Council
February 18, 2026
Page
345 of 436

City of Menifee Staff Report
Strategic Plan Implementation Update
February 18, 2026

Page 7 of 8 ends

3 1
1 9
Thriving Economy
Business Development: The City’s Comprehensive Economic Development Strategy (CEDS) document is currently being finalized and is under review by the U.S. Economic Development Administration (EDA). Once approved and adopted by the City Council, the updated CEDS will identify key industries, emerging market opportunities, and targeted economic drivers that will enable the City to better support entrepreneurship, attract investment, and enhance sustainable economic growth. This item will be taken to the City Council on February 18, 2026 (same day as this update).

As Menifee continues its rapid growth, the City continues to prioritize the diversification of our revenue streams. This proactive approach focuses on identifying opportunities to fund and support city operations and service needs. Part of this strategy includes exploring the potential formation of a public safety Community Facilities District (CFD) to secure long-term funding for essential services.

The Urban 3 study has been completed, and the Land Use Financial Analysis was presented as part of a joint City Council and Planning Commission Workshop on December 17, 2025. This "value per acre" analysis will help identify the tools and incentives to attract development. In the next reporting period, Menifee’s land use and infrastructure cost analysis and expense projections will be completed. Findings from this additional analysis will guide staff in creating policy and program recommendations that will help support implementation of the priorities and goals established in the Strategic Plan and enable the city to be more fiscally resilient and sustain municipal service delivery well into the future.

During this reporting period, the City issued Certificates of Occupancy for 24 new businesses (storefronts) in the retail, commercial and industrial sectors and issued 165 new home occupation business licenses.

Community Development: During the reporting period, 14 million square feet (sq ft) of new industrial development and over 1 million sq ft of new commercial/retail development projects have been designated in key areas of the city. When completed, these projects will help to diversify the City’s revenue streams to support municipal services and long-term financial sustainability. Projects that have entered the entitlement since the last update include:
Costco – 162,000 sf of retail space in entitlement review Neighborhood Healthcare – 22,000 sf of medical office space in entitlement review TownePlace Suites – 177 room hotel in entitlement review RDO Equipment – 31,800 sf of retail space in entitlement review Kaiser Permanente Medical building - 50,800 sf of medical office space approved Fitwell Health Campus - 69,000 sf of commercial space with 9,000 sf of office space approved.

The City is also in the process of updating the Temporary Use Permit (TUP) review process to improve efficiency, reduce processing time, and minimize costs to the public. Staff is coordinating Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 7

Menifee Mayor and City Council
February 18, 2026
Page
346 of 436

City of Menifee Staff Report
Strategic Plan Implementation Update
February 18, 2026

Page 8 of 8 ends

3 1
1 9
across departments to fast-track all City and public event permits through a single, unified review process.

Safe and Vibrant Community
In its 2025 Safest Cities report, the safety advisory group Safewise named Menifee as one of the safest cities in California (ranked #18) for the second year in a row. The report noted decreases in both property and violent crime in the City over the previous year. This achievement is the result of the City’s ongoing commitment to provide a safe and vibrant community.

In November 2025, Menifee PD launched the first flight of its Drone First Responder (DFR) program. The DFR drone assists patrol units on various call types -- improving response times, officer awareness and safety, and community safety. The DFR drone is operated from the newly designed Real-Time Information Center, which includes computers, monitors, and TV screens.

The Citywide Safety Master Plan effort is underway, with the Request for Proposals (RFP) released in October 2025. Consultant interviews were conducted in November, and the contract was awarded by Council in January of 2026. Due to the significant effort required, the Implementation Plan deadline has been extended from June 2026 to December 2026 to align with the contract project timeline.

Public Education/Training: A total of 347 people participated in the Menifee Life Savers training during this reporting period, with 2,122 people having participated in the program to date. In addition, 28 citizens completed the Community Emergency Response Team (CERT) basic training program during this reporting period.

STRATEGIC PLAN OBJECTIVE
The Strategic Plan Implementation Plan Update addresses all the Strategic Plan objectives.

FISCAL IMPACT
There is no fiscal impact associated with the recommended action. The costs associated with the implementation of each of the Strategic Plan elements are incorporated within the City’s Operating and CIP budgets.

ATTACHMENTS

1. 2023-2028 Strategic Plan Update (June 2025)

2. 2023-2028 Strategic Plan Implementation Task Summary – Update (July 1 – December 31, 2025)
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 8

Menifee Mayor and City Council
February 18, 2026
Page
347 of 436

1 STRATEGIC PLAN
2023-2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 9

Menifee Mayor and City Council
February 18, 2026
Page
348 of 436

2 Vision Statement
Menifee is a premier, safe, thriving, and inclusive city that offers vibrant neighborhoods and panoramic scenic vistas with a rich history, ﬂourishing arts, cultural amenities, and diverse recreation opportunities that make Menifee a desired place to live, work, play, and stay.

Guiding Principles
People-Focused and Connected –
We create a sense of community by serving residents,
businesses, employees, and visitors with compassion,
kindness, and respect.

Accountable and Fiscally Responsible –
We use City resources responsibly and take actions
to retain the trust of our community.

Responsive and Transparent –
We are honest, reliable, responsive, and open in
our decision-making; creating environments for
people to engage where all voices are heard.

Solution-Oriented and Proactive –
We look to strengthen and enhance our community
by anticipating needs, being innovative, and
making decisions that are forward-thinking.

Mission
Statement
The City
of Menifee
provides
essential
services through
teamwork,
leadership, and
transparency to
improve the quality
of life of our
community.

Who we are
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 10

Menifee Mayor and City Council
February 18, 2026
Page
349 of 436

3 Results for the Community
We know our community has big dreams for Menifee and we want to see them come true. Menifee’s citywide Strategic Plan lays a foundation for this progress, deﬁnes our shared vision for the future and focuses City resources on ﬁve key strategic priorities: Unique Identity, Community Engagement and Social Infrastructure, Thriving Economy, Safe and Vibrant Community, and Connectivity and Mobility. These priorities, and their supporting goals and objectives, came from considerable community input and feedback. These priorities drive us toward meaningful outcomes and big steps forward on the road to reaching our collective long-term vision.

What does a strategic plan do?
Charts the Course
The Strategic Plan’s ﬁve-year timeline allows for thoughtful sequencing of initiatives. The alignment with the City’s annual budget process creates a stronger connection
between ﬁnances and operations. With the Strategic Plan as a guide, other City plans and initiatives will be built to align. In addition to priorities, goals and objectives, this plan includes performance measures for
government transparency, accountability, and
ongoing improvement.

Why a Strategic Plan?
STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 11

Menifee Mayor and City Council
February 18, 2026
Page
350 of 436

4 4
The City of Menifee is pleased to present the 2023-2028 Strategic Plan, setting the City’s vision for the future and providing a roadmap for meeting current and future needs. Incorporated in 2008, Menifee is a rapidly growing community spanning roughly 50 square miles and home to over 116,000 residents. The Plan enables the City to balance and prioritize the needs of our community; guiding how the City’s resources are allocated following the strategic priorities and objectives established for the coming ﬁve-year period. Performance measures are also incorporated into the Plan to monitor progress towards the established goals and objectives.

Residents and other City stakeholders played an important role in the Plan development by participating in interviews, focus group meetings, in-person and virtual community forums, online surveys, and council workshops. Through the collective efforts of the City Council, City staff, residents, and stakeholders, the City’s vision of being a “premier, safe, thriving, and inclusive city that offers vibrant neighborhoods and panoramic scenic vistas with a rich history, ﬂourishing arts, cultural amenities, and diverse recreation opportunities that make Menifee a desired place to live, work, play, and stay” will be realized.

Mayor
Ricky Estrada
Councilmember
Dean Deines
District 4
Councilmember
Ben Diederich
District 2
Councilmember
Dan Temple
District 3
Councilmember
Bob Karwin
District 1
Introduction
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 12

Menifee Mayor and City Council
February 18, 2026
Page
351 of 436

5 5
Executive Team
Armando G. Villa
City Manager
Bryan Jones
Assistant City Manager
Rebekah Kramer
Deputy City Manager
Nick Fidler
Public Works Director
Jeff Melching
City Attorney
Mark Scoville
Fire Division Chief
Michelle Sarkissian
Acting Chief
Information Officer
Travis Hickey
Chief Financial Officer
Chris Karrer
Chief of Police
Orlando Hernandez
Acting Community
Development Director
Stephanie Roseen
City Clerk
Mariana Mitchell
Community Services
Director
STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 13

Menifee Mayor and City Council
February 18, 2026
Page
352 of 436

6 6
2011
Direct Email Participants
1240
Online Interactions
20 Stakeholder Interviews
5 Community
Forums 7
Focus
Groups
2 Council
Workshops
364
Survey
Responses
38,877
Menifee Matters magazine
distributed to homes and
businesses
Social Media Campaign
27 Posts
68,688
Engagement
Information
Provided at
Community
Events
How did we build this plan? Together
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 14

Menifee Mayor and City Council
February 18, 2026
Page
353 of 436

7 7
Plan Development Timeline
Strategic Priorities
August 2022-March 2023
August-October 2022 – Research & Planning
November-December 2022 – Community Engagement
January 2023 – Council Visioning
February 2023 – Draft Plan Review
March 2023 – Plan Adoption
STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 15

Menifee Mayor and City Council
February 18, 2026
Page
354 of 436

Enhance
accessibility
and link the
community
with sustainable
infrastructure
to meet the
City’s needs.

Objectives
A. Implement existing traffic mitigation plans to reduce congestion on Menifee’s streets and roadways.

B. Implement multimodal transit mobility plans to identify “last mile” opportunities to connect residents to public transportation options within the City.

C. Install ﬁber optic cabling and interconnect signals along major corridors to improve traffic ﬂow.

D. Adopt the Complete Streets Plan to improve multi-modal infrastructure for thoroughfares throughout the City.

E. Begin to implement the Smart City and Broadband Master Plan to expand interconnectivity throughout Menifee.

F. Work in collaboration with the County of Riverside, surrounding communities, and regional partners to assess and mitigate the impacts of growth and development
outside City limits, providing for regional infrastructure development and essential services.

Strategic Priorities and Goals
Connectivity and Mobility
8 Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 16

Menifee Mayor and City Council
February 18, 2026
Page
355 of 436

9 999999999999999
9 Performance Measures

1. Maintain an average roadway Pavement Condition Index (PCI) of 70 year-over-year through June 2028.

2. Increase ﬁber optic connectivity to traffic signals and city facilities by 5% per year through June 2028.

3. Actively identify and pursue grant funding opportunities for capital projects.

Connectivity and Mobility
STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 17

Menifee Mayor and City Council
February 18, 2026
Page
356 of 436

10 Engage in
thoughtful and
collaborative
planning with
stakeholders to
develop a distinct
sense of place
that leverages
the community’s
historic and scenic
assets and makes
the City a highly
attractive and desired
destination for residents,
businesses, and visitors.

Objectives
A. Conduct a place-making and tourism feasibility study as part of developing Menifee as a destination city.

B. Conduct a regional events assessment to identify a signature event that will help make Menifee a destination city.

C. Implement ﬁndings of the events assessment to develop a signature event that will help make Menifee a destination city.

Strategic Priorities and Goals
Unique Identity
10 Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 18

Menifee Mayor and City Council
February 18, 2026
Page
357 of 436

11 11111111111111111111111111111
11 Performance Measures

1. Complete the place-making and tourism feasibility study by June 2025.

2. Complete regional events assessment by December 2025

3. Hold the ﬁrst annual signature event by December 2026.

Unique Identity
STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 19

Menifee Mayor and City Council
February 18, 2026
Page
358 of 436

12 Create
opportunities
to bring people
together and
enhance
communication
to amplify
accessibility,
increase awareness,
and proactively
deliver information
to maintain quality
of life and build a
strong community.

Objectives
A. Amplify and diversify communication to enhance community awareness and understanding using print publications, electronic communications, , and town hall meetings.

B. Increase opportunities for the community to gather to support belonging and connectedness.

C. Create engagement opportunities to enhance understanding and participation in City planning, community events, and activities.

D. Develop unique local and regional park amenities, green spaces, trails, cultural and recreational facilities and programming that serves the diverse needs and desires of the community in alignment with the Parks Master Plan.

E. Develop a “Y outh in Government Program” to educate students on municipal governance, encourage civic
participation, and provide mentorship and career
development opportunities.

Strategic Priorities and Goals
Community Engagement and Social Infrastructure
g

,
12 Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 20

Menifee Mayor and City Council
February 18, 2026
Page
359 of 436

Community Engagement
and Social Infrastructure
13 Performance Measures

1. Create a facility development plan.

2. Gather community input as part of speciﬁc projects and plan development initiatives.

3. Complete an assessment of the City controlled websites to evaluate usability and compliance with regulatory
standards by May 2025.

4. Produce and broadcast two original content videos
per month by December 2024.

5. Increase the number of residents registered to
receive city alerts (e-mails and texts) by 10% by
June 2028.

6. Increase social media followers by 50%
by June 2028.

7. Work in collaboration with Valley-Wide
Recreation and Park District (Valley-Wide)
to unify the parks in Menifee to better
serve the needs of residents by
June 2028.

STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 21

Menifee Mayor and City Council
February 18, 2026
Page
360 of 436

14 Encourage
intentional
smart growth
and support
the City’s
business
community so
that residents
have access to
businesses, housing,
employment, and
well-paying jobs.

Objectives
A. Update the Menifee Comprehensive Economic Development Strategy (CEDS) to identify key industries and emerging market opportunities to support entrepreneurship, attract investment, and maximize the impact on the business community.

B. Streamline the development processes to support a
business-friendly environment.

C. Partner with higher education institutions and other stakeholders to create workforce development programming that supports the training and education of workers and business development.

D. Create business incentive programs to attract and retain businesses in Menifee.

E. Develop the Menifee Innovation District Speciﬁc Plan to support the diversiﬁcation of Menifee’s economy.

F. Provide enhanced entertainment amenities to increase Menifee’s commercial tax base and create an attractive
environment for businesses and workers.

G. Create and maintain a ﬁnancial sustainability plan
to support city government for the long term.

H. Increase reserve fund balances to support the ﬁnancial sustainability of city government for the long term.

I. Diversify revenue streams to support the ﬁnancial
sustainability of city government for the long term.

J. Implement an Enterprise Resource Planning (ERP)
system to modernize and streamline City operations.

K. Create reports for monitoring the performance
of the development departments to streamline
City operations.

Strategic Priorities and Goals
Thriving Economy
14 Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 22

Menifee Mayor and City Council
February 18, 2026
Page
361 of 436

15 15
15 Performance Measures

1. Establish a Financial and Economic Sustainability Plan by December 2024.

2. Increase the number of new jobs added year-over-year.

3. Establish metrics for monitoring the performance of the development departments to streamline operations by July 2024.

4. Evaluate the feasibility of creating an Office and Lifestyle/Retail Development Incentive Program.

5. Evaluate the feasibility of creating an incentive program to fast-track the development process for targeted industries.

6. Execute Memorandums of Understanding (MOUs) with higher education institutions for strategic partnerships by December 2025.

7. Adopt the Menifee Innovation District Speciﬁc Plan by June 2026.

8. Complete ERP system implementation by June 2026.

Thriving Economy
STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 23

Menifee Mayor and City Council
February 18, 2026
Page
362 of 436

16 Provide
exceptional
public safety
and maintain
the City’s
attractive look
and feel so that
Menifee is one of
the safest cities
where residents
and visitors are
secure in their
neighborhoods and
surrounding spaces.

Objectives
A. Enhance public safety response times to increase safety in the community.

B. Develop and implement a citywide safety plan to enhance security and a sense of well-being in the community.

C. Improve safety infrastructure and technology (e.g., street lighting, speed radar feedback signs, rapid rectangular ﬂashing beacons at crosswalks, and surveillance systems) to enhance the sense of security and well-being in Menifee.

D. Continue to support ongoing professional training and development of the City’s personnel to deliver high-quality services.

E. Create a community preparedness plan in collaboration with community partners to ensure the safety of Menifee’s neighborhoods, businesses, and vulnerable places.

F. Make progress towards the Vision Zero goal to reduce pedestrian and bicycle fatalities.

G. Beautiﬁcation of the streetscapes in the City’s
main transit corridors and gateways.

Strategic Priorities and Goals
Safe and Vibrant Community
16 Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 24

Menifee Mayor and City Council
February 18, 2026
Page
363 of 436

17 17
Safe and Vibrant Community
17 Performance Measures

1. Implement automatic aid agreements with adjoining ﬁre departments to reduce response times by December 2023.

2. Partner with high schools to develop and implement a student public safety training program by December 2024.

3. Adopt a comprehensive citywide safety plan by June 2026.

4. Develop citywide response map with future planned development and road infrastructure improvements that guides ﬁre service facility and resource allocations by June 2026.

5. Develop a response time matrix for the Menifee Police Department by June 2026.

6. Develop a streetscape beautiﬁcation plan to enhance the City’s main transit corridors and gateways by December 2027.

7. Decrease pedestrian and bicycle fatalities in accordance with Vision Zero by 25% by June 2028.

8. Provide community cardiopulmonary resuscitation (CPR), ﬁrst aid, and automated external deﬁbrillator (AED) training as part of the Menifee Life Saver Program to 50 people per year through June 2028.

STRATEGIC PLAN 2023–2028
June 2025 Update
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 25

Menifee Mayor and City Council
February 18, 2026
Page
364 of 436

18 18
Plan at a Glance
Mission Statement
The City of Menifee provides
essential services through teamwork,
leadership, and transparency to
improve the quality of life of our
community.

Vision Statement
Menifee is a premier, safe, thriving,
and inclusive city that offers vibrant
neighborhoods and panoramic
scenic vistas with a rich history,
ﬂourishing arts, cultural amenities,
and diverse recreation opportunities
that make Menifee a desired place
to live, work, play, and stay.

Guiding Principles
People-Focused and Connected –
We create a sense of community
by serving residents, businesses,
employees, and visitors with
compassion, kindness, and respect.

Accountable and
Fiscally Responsible –
We use City resources responsibly
and take actions to retain the trust
of our community.

Responsive and Transparent –
We are honest, reliable, responsive,
and open in our decision-making;
creating environments for people to
engage where all voices are heard.

Solution-Oriented and Proactive –
We look to strengthen and enhance
our community by anticipating needs,
being innovative, and making
decisions that are forward-thinking.

Strategic Priorities and Goals
Connectivity and Mobility –
Enhance accessibility and link the community with sustainable infrastructure to meet the City’s needs.

Unique Identity –
Engage in thoughtful and collaborative planning with
stakeholders to develop a distinct sense of place that
leverages the community’s historic and scenic assets and makes the City a highly attractive and desired destination for residents, businesses, and visitors.

Community Engagement and Social Infrastructure –
Create opportunities to bring people together and enhance communication to amplify accessibility, increase awareness, and proactively deliver information to maintain quality of life and build a strong community.

Thriving Economy –
Encourage intentional smart growth and support the
City’s business community so that residents have access to businesses, housing, employment, and well-paying jobs.

Safe and Vibrant Community –
Provide exceptional public safety and maintain the City’s attractive look and feel so that Menifee is one of the safest cities where residents and visitors are secure in their neighborhoods and surrounding spaces.

Acknowledgements
The Strategic Plan is the result of the combined efforts of our City’s residents, elected officials, employees, and stakeholders.

The City of Menifee would like to thank all those who participated in the months-long process, providing knowledge and insights throughout the various stages of the Plan’s development.

Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 26

Menifee Mayor and City Council
February 18, 2026
Page
365 of 436

STRATEGIC PLAN 2023–2028
www.cityofmenifee.us
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 27

Menifee Mayor and City Council
February 18, 2026
Page
366 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025)

1. Connectivity and Mobility
Community Services
Public Works

1.B Implement multimodal transit mobility plans to
identify “last mile” opportunities to connect
residents to public transportation options within
the City. (modified from red to black text - 12/31/25)
In-progress - Staff continues to assess multimodal transportation options to meet the community's needs. In May 2024, Riverside Transit Agency (RTA) expanded route services in the City due to an increased need to access shopping centers. RTA Route 61 was modified to include a stop at Haun/Newport Road.

The City offers a Care-A-Van program for senior and disabled residents for shuttle services and a ride-share service, GOGO Grandparent, offering four one-way rides a year. Information about these services and other transit options can be found at www.cityofmenifee.us/transit. Monthly transportation workshops are held at the Kay Ceniceros Center on the third Thursday of every month at 10 a.m.

The Community Services Department and Parks, Recreation, and Trails Commission continue to work with Engineering team to provide input on development of Active Transportation and Complete Streets Plan Projects.

Information Technology
Public Works, Economic
Development

1.C.E.2 Initial implementation of Smart City and
Broadband Master Plan to expand
interconnectivity throughout the City's major
corridors to improve traffic flow by increasing
fiber optic connectivity to traffic signals and City
facilities by 5% per year through June 2028.

In-progress - Inventory fiber optic connectivity map completed. Supporting Public Works department.

In coordination with PW Engineering and STC Traffic, GIS is leveraging its new inventory mapping to support City infrastructure. This ongoing integration is designed to maximize the uptime and operational efficiency of the city’s traffic light network.

Public Works & Engineering: CIP

1.D Adopt the Complete Streets Plan (CSP) to
improve multi-modal
infrastructure for thoroughfares throughout the
City. (modified from red to black text - 12/31/25)
In-progress. CIP continues to review CSP recommendations and incorporate them into existing and future projects where feasible. For example, resurfacing projects look to incorporate bike lanes depending on space and funding.

The Antelope Road Resurfacing project is a good example of this and will complete gaps in bike lane connectivity. The Evans Rd/Craig Ave Traffic Signal project will enhance pedestrian safety by installing signalized pedestrian crossings and bike lanes along Craig Ave within the project limits. The Paloma Wash Pedestrian Bridge and Romoland Elementary School and Harvest Valley Elementary School Active Transportation Plan projects are also good examples of improving multi-modal infrastructure and enhancing safety within school zones.

Community Development: Planning

1.F Work with the County of Riverside, surrounding
communities, and regional partners to assess
and mitigate the impacts of growth and
development outside City limits, providing for
regional infrastructure development and
essential services.

In progress - Memorandum of understating (MOU) between the City and County of Riverside was adopted by the City Council on 9/6/23 and the Board of Supervisors on 12/12/23.

At the 3/20/24 Council meeting, staff was directed to pursue a General Plan amendment, Sphere of Influence (SOI) amendment, and California Environmental Quality Act (CEQA) annexation for 1,929 acres in Riverside’s Sun City/Menifee Valley Area, extending from Briggs Road east to Leon Road, and from Old Newport Road south to Scott Road. After review and discussion during the 4/3/25 council meeting the SOI project was tabled.

Interagency coordination on both public and private development projects occurs regularly and is ongoing.

City of Menifee Strategic Plan 2023-2028
Goals and Objectives Implementation Task Summary
Biannual Report
The fiscal year (FY) 2025/2026 CIP includes 19 projects designed to mitigate traffic congestion on the City's streets and roadways based on the TMP, including 16 in design, two in construction, and one completed. A summary of these projects can be found on the City's website at www.cityofmenifee.us/CIP and are listed below.

1. Bradley Road Bridge over Salt Creek (CIP13-04) - In Construction

2. McCall Blvd/I-25 Interchange (CIP14-01) - In Design

3. Scott Road/Bundy Canyon Road Widening (CIP 20-01) - In Design

4. Garbani Road/I-215 Interchange (CIP 20-05) - In Design

5. Paloma Wash Pedestrian Bridge (CIP20-13) - Construction (completion Mar 2026)

6. McCall Blvd Widening (CIP 22-03) – In Design

7. Goetz Road/Vista Way Traffic Signal (CIP 23-02) – Final Design

8. McCall Blvd/Sun City Blvd Left Turn Pocket Extension (24-02) - Completed

9. Romoland Elementary School (CIP 24-04) - ATP - In Design

10. Harvest Valley Elementary School (CIP 24-15) - ATP - In Design

11. Murrieta Road/Holland Road Intersection Improvements (CIP 25-01) – In Design

12. Murrieta Road Widening – Holland to Newport (CIP 25-03) - In Design

13. Holland Road Widening – Bradley to Haun (CIP 25-04) – In Design

14. Evans Road/Craig Avenue Traffic Signal (CIP 25-05) – Final Design

15. FY 24/25 Local Roads AC Resurfacing Program (CIP 25-07) – Final Design

16. Antelope Road Resurfacing – Aldergate to Indian Gdn Dr (CIP 25-08) – In Design

17. Garbani Road Drainage Improvements (CIP 25-09) – In Design

18. Ethanac Rd/Antelope Rd Intersection Realignment Feasibility Study (CIP26-01)– In Progress

19. FY 25/26 Local Roads AC Resurfacing Program (CIP 26-06) - In Design The 365-foot Bradley Road Bridge over Salt Creek (CIP 12-04) construction commenced in early August 2025.

At the conclusion of the reporting period, crews had completed the concrete placement for the first set of bridge columns and for the abutment #4 footing, one of the bridge’s end supports. Construction is on schedule, with project completion anticipated in Fall 2026. Once completed, the state-of-the-art bridge will mitigate seasonal flooding during rain events and provide reliable north/south access on Bradley Road, improving safety by eliminating motorists traveling through moving stormwater and help ensure faster response times for first responders serving the Menifee community.

In-progress - The Complete Streets Plan (CSP), the General Plan (GP), and the Active Transportation Plan (ATP) collectively serve as the City’s Traffic Mitigation Plan (TMP).

Traffic mitigation projects identified in the TMP are incorporated and prioritized in the City's 5-year Capital Improvement Program (CIP). The CIP is updated annually through the budget process based on available funding and changes in road and traffic conditions.

Implement existing traffic mitigation plans to
reduce congestion on Menifee’s streets and
roadways. (modified from red to black text - 12/31/25)

1.A
Public Works & Engineering:

Capital Improvement Program (CIP)
1 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 28

Menifee Mayor and City Council
February 18, 2026
Page
367 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) Public Works & Engineering: CIP

1.1 Maintain an average roadway Pavement
Condition Index (PCI) of 70 year-over-year
through June 2028.

In-progress. Several maintenance projects commenced in FY 2025/2026 to improve PCI in some of the most critical areas.

This includes four resurfacing projects:

1. FY 2025/2026 Local AC Resurfacing: Approx. 1.25 centerline miles of roadway total, including approx. .25 centerline miles of residential and 1 centerline mile of major roadways, all of which have a current PCI of less than 70.

2. FY 2025/2026 Slurry Seal Project: Approx. 2.26 centerline miles of roadway. Slurry Seal in Bidding phase

3. Mapes Road Resurfacing: 2,600 cubic feet (.25 centerline miles) - In Design phase

4. Antelope Road Resurfacing: approximately 6,600 cubic feet (1.25 centerline miles) for a total of 6.3 centerline miles - In Design phase

5. Riverside County Annual Resurfacing: This includes four roadway segments within City limits: Lindenberger Rd/Scott Rd to 2,154 feet south of intersection, Menifee Rd/Scott Rd to 2611 feet south of intersection, Scott Rd - Menifee Rd to Lindenberger Rd, and Briggs Rd from Hwy 74 to McLaughlin Rd.

An update to the City’s Pavement Condition Index (PCI) as part of the Pavement Management Program (PMP) is underway, with the final PMP report and recommendations presented on February 4, 2026.

Public Works & Engineering: CIP
Finance

1.3 Actively identify and pursue grant funding
opportunities for capital projects. (modified
from red to black text - 12/31/25)
In-progress. The three (3) grant-funded (HSIP Cycle 12) safety projects are currently underway. The Citywide Guardrail Improvements Project (CIP 26-02), Edgeline Striping Improvements Project (CIP 26-03) and the Citywide Pedestrian Crossing Improvements Project (CIP 26-04) are all in the design phase.

The above HSIP projects are still in design. The Program Supplemental Agreements for all three projects were approved by Council in November 2025.

In Oct 2025, staff requested an additional $570k in funding support for construction phase from Riverside County Flood Control and Conservation District. No confirmation as of yet.

While an application was submitted, the City was not successful in obtaining an SB 821 grant for the sidewalk gap along Newport. However, staff will continue to seek grant funding to support eligible capital projects.

Economic Development

2.A.1 Conduct a place-making and tourism feasibility
study as part of developing Menifee as a
destination city by June 2025. (modified "June
2025" from red to black text - 12/31/25)
At a special Council meeting held on 10/01/25, Hunden Partners presented the draft Menifee Placemaking, Unique Identity and Tourism Master Plan (Plan). The presentation included five pillars of Menifee's Unique Identity (Culture & Heritage, Adventure, Innovation, Community & Belonging, Opportunity) and key strategies for implementation.

The final Plan was adopted by the City Council at the 11/05/25 meeting.

The Menifee Placemaking, Unique Identity and Tourism Master Plan adopted at the 11/05/25 Council meeting serves as the foundational work that will guide future projects, programming and development. Staff is currently engaged in discussion regarding next steps and implementation strategies.

Community Services
City Executive Office

2.B.2 Conduct a regional events assessment to
identify a signature event that will help make
Menifee a destination city by December 2025.
(modified "December 2025" from red to black
text - 12/31/25)
Completed - The regional events assessment was completed as part of the Placemaking, Unique Identity and Tourism Plan adopted by Council on 11/05/25.

The regional events assessment completed as part of the Menifee Placemaking, Unique Identity, and Tourism Plan process resulted in a list of four (4) Signature Events Opportunities:
- Menifee AdventureFest: Outdoor recreation and wellness celebration leveraging the 398-acre Outdoor Recreation District
- Menifee Spark!: Innovation and culture festival highlighting MSJC and the city's entrepreneurial spirit. - Heritage Celebration: Reimagined event honoring Menifee's history and cultural roots. - Supporting Events: Scalable, sustainable concepts reinforcing adventure, innovation, community, and heritage.

These recommendations will inform strategies for future economic development and event planning.

Community Services
City Executive Office
Economic Development

2.C.3 Implement findings of the events assessment
and hold the first annual signature event by
December 2026. (modified "December 2026"
from red to black text - 12/31/25)
In Progress: Event to be identified/established based upon the information compiled in the broader Placemaking, Unique Identity and Tourism Master Plan. The Placemaking, Unique Identity and Tourism Plan was adopted by Council on 11/05/25.

Signature event to be identified/established based upon the recommendations from Placemaking, Unique Identity and Tourism Master Plan adopted in November 2025. The first signature event is expected to take place during FY 2026/2027.

Information Technology

3.A.3 Amplify and diversify communication to
enhance community awareness and
understanding by assessing City controlled
websites and comply with regulatory standards
by May 2025. (modified "May 2025" from red to
black text - 12/31/25)
Completed The City’s ADA website compliance consultant has completed the ADA revamp of the City’s website, and it is now operating in compliance with all applicable regulatory standards. As the next step, the IT and Communications Departments are evaluating the current website and mobile application functionality and identifying opportunities to enhance and upgrade the system. Based on this review, the City plans to release a Request for Proposals (RFP) this spring for a more comprehensive redesign and enhancement of the City’s websites and mobile application.

2. Unique Identity

3. Community Engagement and Social Infrastructure
2 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 29

Menifee Mayor and City Council
February 18, 2026
Page
368 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) City Executive Office

3.A.4 Amplify and diversify communication to
enhance community awareness and
understanding by producing and broadcasting
two original videos per month by December
2024
In-progress - To date 172 original content videos produced, including:
- Show Me Menifee
- The Agenda Rundown
- Happy Tails
- Stay Active Menifee
- Menifee in the Works
- Public Service Announcements (PSA) for Menifee Police Department (MPD), Community Services, Community Development and Public Works.

Most of these original videos are further edited to generate social media content for the City's You Tube channel, Facebook and Instagram accounts. 37 original content videos produced during this reporting period, including the Menifee in the Works series, Hometown of Heroes, as well as Public Safety Announcements (PSAs) regarding E-Bike safety geared towards our youth.

City Executive Office

3.A.5 Amplify and diversify communication to
enhance community awareness and
understanding by increasing the number of
residents registered to receive city alerts by 10%
by June 2028
In-progress - To date there has been a 135% increase in city website newsflash subscriptions (1066 to 2502). This growth is likely attributed to the City adding additional availability to text-based sign-ups through the City's website, which was a common request by residents to have the option to receive text alerts in addition to email alerts.

There has been a 1% increase in city website newsflash subscriptions during this reporting period. (2,480- 2,502).

City Executive Office

3.A.6 Amplify and diversify communication to
enhance community awareness and
understanding by increasing social media
followers by 50% by June 2028.

In-progress - To date there has been a 37% increase in social media followers (69,954 to 95,512).

There has been a 7.9% increase in social media followers during this reporting period (88,521 - 95,512).

City Executive Office

3.B.1 Increase opportunity for the community to
gather and support belonging and
connectedness by creating a facility
development plan. (removed " by December
2023 " - 12/31/25)
In-progress - With an estimated $200 million in funding needed to serve the City's long term recreation and operational service needs, the City continues to set aside dedicated public facility reserve funding that would allow for the development of a future community center, fire station, police station, city hall and public works maintenance operations center.

Since the Plan adoption, just over $18M in funding has been added to the facility reserve fund for a total reserve fund balance of $23.8M at the close of FY 2024/2025.

Progress continues on the Central Park improvements, with both the completion of the Civic Center Parking Lot project (CIP 22-24) and the construction of the Paloma Wash Pedestrian Bridge (CIP 20-13) well underway.

Central Park Amphitheater project (CIP 19-15) construction continues, with installation of the bowl anticipated during FY 2026/2027.

The new Community Center (CIP 23-10) design is in progress, final approval of construction documents is pending.

City Executive Office
Community Services, City Attorney

3.B.7 Work in collaboration with Valley-Wide
Recreation and Park District (Valley-Wide) to
unify the parks in Menifee to better service the
needs of residents by June 2028.

In-progress - At the 10/01/25 Council meeting, Community Services staff presented the results of the Spicer study and provided options related to the Valley-Wide Recreation and Park District Landscape Maintenance Districts located in Menifee.

A joint City Council / Parks, Recreation & Trails Commission workshop was held in September 2025 to review and discuss the fiscal impact analysis associated with annexation of the streetscape, retention basin, parks and facilities contained within the three landscape maintenance districts (LMDs) located in the City of Menifee that fall within the Valley-Wide Recreation and Park District (“Valley-Wide”) service area. Following this review, the Council directed staff to pursue a phased annexation approach in collaboration with Valley-Wide, beginning with the Menifee Parks LMD located entirely within Menifee’s city limits As part of the LAFCO review process, issues related to sequencing, transition planning or high-level considerations for the remaining two LMDs (North and South) each of which include areas that fall outside of the city limits may need to be addressed as this effort progresses. As a next step, City staff are working in partnership with Valley-Wide to solicit proposals from qualified consulting firms to provide professional services to support the preparation and processing of a LAFCO annexation application.

City Executive Office, Community
Services, and Community
Development

3.C.2 Create engagement opportunities to enhance
understanding and participation in City planning,
community events, and activities. (Modified
"Gather community input as part of specific
projects and plan development initiatives." from
red to black text - 12/31/25)
In-progress - Staff continue to create community outreach and engagement opportunities to enhance resident and business community understanding of City planning, community events, and activities.

CONTINUED NEXT PAGE
In addition to the Joint City Council/Parks, Recreation & Trails Commission workshop held September 2025, several other engagement activities occured during this reporting period:
• Partnership with Veterans of Foreign Wars (VFW) Post 1956 Memorandum of Understanding (MOU) - the Community Services Department (CSD) formalized a partnership with the non-profit VFW Post 1956 through 2030 to support veterans, promote civic engagement and leverage resources of both organizations to produce quality programs for the public.
• Menifee Valley Historical Association MOU - a 5-year agreement was approved to support activities that identify, preserve, and promote the legacy of Menifee Valley and provide meaningful and engaging educational programs to the public.
• Blue Envelope program partnership - Menifee PD has partnered with the Inland Regional Center (IRC) through August of 2027 to provide materials and training for the Blue Envelope program. The Program is intended to enhance communication and safety during interactions between first responders and individuals with intellectual and/or developmental disabilities (including those who are deaf or hard of hearing). • Fall 2025 Citizen’s Academy - a total of 30 residents and business owners completed the eight-week course designed to provide an opportunity to meet with City leaders and learn about City operations and services. 3 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 30

Menifee Mayor and City Council
February 18, 2026
Page
369 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) • 2025 Education Summit – The sixth annual Education Summit was on October 23, 2025, with representatives from Menifee Union School District (MUSD), Perris Union High School District (PUHSD), and Romoland School District, as well as Santa Rosa Academy and Springs Charter Schools, and Mt. San Jacinto College (MSJC). The 2025 Summit centered around how the City and schools can collaborate to enhance safety in the Community.

Each representative discussed common safety measures affecting both the City and the schools, including safe routes to schools and the various safety programs and services available to students. The City Clerk’s office also introduced the new “Menifee Leaders of Tomorrow” Youth in Government program. Scheduled to launch in Fall 2026, the program will offer high school juniors and seniors with the opportunity to participate in and learn about the essentials of local government.
• 2025 State of the City Address – The annual State of the City address was held at the HCN Bank Stadium located on the MSJC Menifee Campus. Hosted by the Chamber of Commerce and open to the public, the event provided an opportunity to celebrate the City’s progress and unveil what’s ahead for a community built with families in mind. This year’s theme, “City for Families,” highlighted the people, places, and partnerships that make Menifee a vibrant and thriving place to live, work, and invest.

City Executive Office, Community
Services, and Community
Development cont'd
• Eighteen special events were held during this reporting period including:
o Menifee Moonlight Market
o Family Camp Out
o Shakespeare in the Park
o Movies in the Park
o National Night Out/Movies in the Park
o Art-A-Faire
o Haunt Your House Decorating Competition
o Clean Air Day
o Bulky Item
o Fall Festival
o Dia De Los Muertos
o Veterans Day Celebration
o Trot for a Cause
o Xtream Light Fight - House Decorating Contest
o Christmas Tree Lighting & Holiday Bazaar
o Breakfast with Santa
o Mighty Me Holiday Party
o Santa on Wheels
• CSD received a $300 Coalition for Clean Air Microgrant to fund a community garden event on "Clean Air Day" (October 1, 2025) aimed at teaching residents about the benefits of a cleaner, greener, more sustainable future. Participants enjoyed a hands-on gardening demonstration, and took home their own scoop of mulch.

Attendees received a free seed pack, and some received a complimentary gardening kit. • Menifee Police Department (MPD) has partnered with Inland Regional Center (IRC) through August of 2027 to provide materials and training for the Blue Envelope program (Program). The Program is intended to enhance communication and safety during interactions between first responders and individuals with intellectual and/or developmental disabilities, including those who are deaf or hard of hearing. The Program includes training for parents, clients, and caregivers, and the distribution of materials such as blue envelopes, seatbelt covers, vehicle decals, etc. to support individuals during law enforcement interactions. • Other MPD activities:
- provided a Letter of Support to Riverside University Health System (RUHS) for their Office of Traffic Safety grant application related to car seat safety. If successful, MPD will partner with RUHS for car seat safety events and education.
- scheduled an E-Bike Safety collaborative monthly meeting for 1/05/2026 between RUHS and MUSD. - created and hosted a bike and E-Bike safety day. First class was hosted on 8-9-2025.

Community Services

3.D Develop unique park amenities, green spaces,
trails, cultural and recreational facilities and
programming that serves the diverse needs and
desires of the community in alignment with the
Parks Master Plan.

In-progress - A variety of steps have been taken to develop unique amenities and programming to address the diverse needs of the community:
-Land and Water Conservation Fund grant application ($750,000) submitted August 2025 to develop the 1.94-acre Sun City Greenspace parcel into a passive park with a pollinator garden. Awards anticipated Spring 2026.

During the reporting period, the following steps were taken to develop unique amenities and programming to address the diverse needs of the community:
- Following the acquisition of 398-acre Menifee Hills property earlier this year, the City contracted with Dokken Engineering to conduct a feasibility study to establish connectivity between Menifee Hills and the Salt Creek Trail area. Study completion is anticipated by the end of FY 2025/2026. - Sun City Greenspace - 1.94-acre property acquisition (which will serve as a future passive park) was completed in November 2025. Design for the park has been finalized, and staff submitted a $750K Land and Water Conservation Fund (LWCF) grant application in August 2025 to develop the parcel into a passive park including a pollinator garden. Awards are anticipated to be announced Spring 2026. - Quail Valley's first city park - design of the 10.45-acre park is now underway, thanks to a Outdoor Legacy Recreation Program (OLRP) grant award. Once complete, the park will include a multi-use field, play area and interactive nature trails.
- Progress continues on the Central Park improvements, with both the completion of the Civic Center Parking Lot project (CIP 22-24) and the construction of the Paloma Wash Pedestrian Bridge (CIP 20-13) well underway.

Central Park Amphitheater project (CIP 19-15) construction continues, with installation of the bowl anticipated during FY 2026/2027.
4 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 31

Menifee Mayor and City Council
February 18, 2026
Page
370 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) City Clerk

3.E Develop a “Youth in Government Program” to
educate students on municipal governance,
encourage civic participation, and provide
mentorship and career development
opportunities. (modified text from red to black -
12/31/25)
The "Menifee Leaders of Tomorrow" Youth in Government program is designed to introduce students to the inner workings of the City, connect them with local leaders and let them experience the responsibilities of local government.

The new "Menifee Leaders of Tomorrow" Youth in Government program (Program) was introduced in October at the 2025 Education Summit to an audience of school district representatives. The Program offers high school juniors and seniors with a wide range of opportunities, including:
- Insight into how local government operates
- Professional and leadership skills development
- Mentorship pairings
- Staff report writing fundamentals
- Mock City Council meeting
Each student who completes the program will receive a Certificate of Completion. City Clerk's office is anticipating Summer 2026 as the initial application acceptance period, and is planning to launch the inaugural program Fall 2026.

Economic Development

4.A Update the Menifee Comprehensive Economic
Development Strategy (CEDS) to identify key
industries and emerging market opportunities to
support entrepreneurship, attract investment,
and maximize the impact on the business
community. (deleted strikeout "Create a
business incubator program/facility to support
startups ." and modified remaining text from
red to black - 12/31/25
In-progress - CEDS Update process kicked off in April 2025, followed by a series of community/stakeholder outreach events and interviews held during the Summer and Fall.

Once complete, the updated CEDS will provide a comprehensive, data-informed roadmap that will help the city build the capacity and environment for private sector investment and job market expansion.

Although the development of a Business Incubator Feasibility Plan and acquisition of a facility has been placed on hold, staff continue to engage with the cities in Southwest Riverside County and University of California Riverside (UCR) in quarterly meetings to discuss incubators and the needs of business start-ups.

Key Next Steps After CEDS Approval:
1) Implementation - begin implementation of the specific projects and initiatives outlined in the CEDS. This includes executing strategies, engaging stakeholders, and monitoring performance and outcomes (i.e., jobs created, etc.).
2) Funding and Resources - a federally approved CEDS unlocks access to various funding sources. Sources and strategies include additional EDA grants, private and philanthropic investment, and leveraging funds to maximize the impact of economic development efforts.
3) Ongoing Management - once completed, the CEDS should be reviewed annually to track progress and ensure it remains relevant to current economic conditions. This includes annual reviews and another formal update process in five years.

Community Development
Public Works/Engineering
Economic Development

4.B.3 Streamline the development processes to
support a business-friendly environment and
establish metrics for monitoring the
performance of the development departments
to streamline operations by July 2024.

The City engaged Urban 3, a consultant specializing in land value economics, to produce a report identifying a "value per acre" analysis within the City. The results of this report will help identify the tools and incentives that may help to attract development.

The Comprehensive Economic Development Strategy (CEDS) update kicked off in April 2025 and is nearing completion. Both reports will be used to help staff better understand how to support the creation of a business friendly environment.

Community Development is in the process of updating the Temporary Use Permit (TUP) review process to improve efficiency, reduce processing time, and minimize costs to the public. Staff is coordinating across departments to fast-track all City and public event permits through a single, unified review process.

Building and Safety has coordinated with Information Technology (IT) and Ingram Kern Consulting (IKC) to simplify and automate the inspector routing process and build an adoptable path for other divisions. The new process utilizes existing technologies to customize and automate the previously manual routing process, enabling the inspectors to map, route, and organize within one application, while the system automatically posts the finished routes each morning and provides informed visibility to the customer.

Public Works/Engineering updated and finalized template forms with City Attorney’s office to support reduction in time required for reviewing development agreements and bonds.

Economic Development - The Urban 3 study has been completed and the Land Use Financial Analysis was presented to Council at the 12/17/25 Special Council Meeting.

The City’s Comprehensive Economic Development Strategy (CEDS) document is currently being finalized and is under review by the U.S. Economic Development Administration (EDA). Once approved and adopted by the City Council, the updated CEDS will identify key industries, emerging market opportunities, and targeted economic drivers that will enable the City to better support entrepreneurship, attract investment, and enhance sustainable economic growth. This item will be taken to the City Council on February 18, 2026.

Community Development: Planning
Economic Development
Public Works/Engineering

4.B.5 Streamline the development processes to
support a business-friendly environment and
create an incentive program to fast-track the
development process for targeted industries by
December 2024. Evaluate the feasibility of
creating an incentive program to fast-track the
development process for targeted industries.

In-progress - The City engaged Urban 3, a consultant specializing in land value economics, to produce a report that will identify a "value per acre" analysis within the City. Based on the information in this report, the City will evaluate possible adjustments in the incentives that encourage and attract development.

Upon adoption of the City's updated Comprehensive Economic Development Strategy (CEDS) document (anticipated February 18, 2025), staff will collaborate on the best strategy to create an incentive program and streamline the development process.

Economic Development

4.C.6 Partner with higher education institutions and
stakeholders to create workforce development
and execute Memorandums of Understanding
(MOUs) for strategic partnerships.

The Economic Development Team continues to advance conversations with regional academic institutions to establish a workforce development pipeline that connects education, training, and employment opportunities. These efforts are in the early planning phase and are designed to remain adaptable as workforce needs, funding opportunities, and program structures are further refined.

The Economic Development Team is in the early phases of drafting an MOU with the local community college (MSJC).

Economic Development

4.D.4 Create business incentive programs to attract
and retain businesses in Menifee and evaluate
the feasibility of creating an Office and
Lifestyle/Retail Development Incentive Program.
(deleted strikeout "Create an Office and
Lifestyle/Retail Development Incentive Program
by June 2024. " and modified remaining text
from red to black - 12/31/25
In-progress - The City engaged Urban 3, a consultant specializing in land value economics, to produce a report that will identify a "value per acre" analysis within the City. Based on the information in this report, the City will evaluate possible adjustments in the incentives that encourage and attract development.

4. Thriving Economy
5 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 32

Menifee Mayor and City Council
February 18, 2026
Page
371 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) Community Development: Planning
Economic Development, Public
Works

4.E.7 Develop and adopt the Menifee Innovation
District Specific Plan to support the
diversification of Menifee’s economy by June
2026. (deleted strikeout " a Specific Plan for the
Economic Development Corridor Southern
Gateway (EDC-SG) Innovation District " and
modified remaining text from red to black -
12/31/25
In-Progress - Consultant agreement has been amended to allow for additional community design meetings and workshops and extended to June 30, 2027 in order to allow for the completion of the Specific Plan document and Environmental Impact Report (EIR).

A special joint meeting of the City Council and Planning Commission was held on 12/17/25 to discuss the Preferred Land Use Plan. The presentation provided Innovation District conceptualization and an evaluation of Plan benefits.

Economic Development

4.2 Increase the number of new Jobs added year-
over-year.

In-Progress
- 2024 Average Employment: 47,400 (Source: CA EDD)
- CEDS Update process kicked off in April 2025, followed by a series of community/stakeholder outreach events and interviews held during the Summer and Fall.

Once complete, the updated CEDS will provide a comprehensive, data-informed roadmap that will help the city build the capacity and environment for private sector investment and job market expansion.

The City's Comprehensive Economic Development Strategy (CEDS) draft document is currently being finalized and is under review by the U.S. Economic Development Administration (EDA); once complete, the CEDS will be presented to the City Council for adoption (February 2026). One of the main goals of the CEDS is to create jobs locally and implementation of this strategy will align with ensuring that economic development efforts are focused on job creation.

Finance

4.G.1 Create and maintain a financial sustainability
plan to support city government for the long
term by December 2024.

In Progress - Developed 10-year financial forecasting model used to assess and track the city's long-term financial health and evaluate the impact of changes in operational and economic conidiations. Financial analysis and budget tracking reports and tools have been integrated with the Menifee Metro financial management system. These tools are used to plan for and strength the City's revenue, reserve funds, and gain operational efficiencies.

The 10-year financial model update for the FY 2025/2026 & FY 2026/2027 Biennial Budget focused on the upcoming five years due to the level of overall economic uncertainties (tariffs, inflation, etc.). As part of the FY 2026/2027 Mid-Cycle budget review, staff will re-update the model.

Finance

4.H.1 Increase reserve fund balances to support the
financial sustainability of city government for
the long term by December 2024.

Completed - The City's reserve fund policy was updated on 6/05/24 to set the General Fund operating budget reserve requirement at 40%. Additionally, the City has taken steps to establish dedicated reserves for fleet and equipment replacements, unfunded pension liabilities, and facilities to support future operating obligations.

The FY 2025/2026 and FY 2026/2027 operating budget supports a balanced budget including a 40% General Fund reserve balance.

Economic Development

4.F Provide enhanced entertainment amenities to
increase Menifee's commercial tax base and
create an attractive environment for businesses
and workers.

In-progress - Staff continues to seek unique dining and entertainment experiences for the City. To date, the City has welcomed the following independent businesses:
- Exquisite Tapas - Trivia nights, salsa dancing
- Made Local Market - increased number of vendors at Foodie Fridays and The Trading Post events
- Ready. Set. Game! - Expanded location due to demand for trivia nights and gaming tournaments
- Clever Fox Escape Rooms - Transitioned all locations to Menifee & opened new escape rooms
- Tacos and Tequila Grill and Cantina - Expanded location and added live entertainment - Lady R Bistro - Paint and sip nights, comedy shows
- Rasoi Indian Food - Family-run authentic Indian food
- Papa Smash -Wagyu burgers
- Savage Spin - Indoor cycling studio
- Velo (indoor training facility)
- Curiosity Escapes (family entertainment/escape room)
- Foodie Fridays: - attendance continues to grow significantly year over year, most notably a 67% increase in October 2025 and 90% increase in November 2025 compared to 2024. - Yoshiharu Ramen - authentic Japanese ramen
- Grey Iron Brewing - family-owned craft brewery
- Regalado Market – Mexican market with hot food counter and meat market - Himalayan Taste Restaurant – sit down restaurant featuring Northern Indian food - Chipotle Mexican Grill – new McCall Square development in underserved north Menifee - The Mat – boutique coffee shop and laundromat
- Firehouse Subs – Menifee Lakes Plaza
- Waffle, Boba & Brew – dessert shop in Center Pointe Shopping Center - Jersey Mike's – new McCall Square development in underserved north Menifee - Grupo Folklorico Bailes De Mi Tierra – Mexican dance group/classes The City Council has approved the Placemaking , Unique Identity, and Tourism Master Plan that has outlined the City's strategy to become a regional destination by detailing 10 pillars of place. The efforts of this plan will enhance entertainment opportunities and continue to bolster Menifee as a destination and not just a place to pass through.

Staff continues to seek unique dining experiences and entertainment to bring to the City. During this reporting period, the City helped facilitate the following new business openings:
- Regalado Market – Mexican market with hot food counter and meat market - Himalayan Taste Restaurant – sit down restaurant featuring Northern Indian food - Chipotle Mexican Grill – new McCall Square development in underserved north Menifee - The Mat – boutique coffee shop and laundromat
- Firehouse Subs – Menifee Lakes Plaza
- Waffle, Boba & Brew – dessert shop in Center Pointe Shopping Center - Jersey Mike's – new McCall Square development in underserved north Menifee - Grupo Folklorico Bailes De Mi Tierra – Mexican dance group/classes Menifee Foodie Fridays - This event has experienced significant growth in 2025, with a 55% increase in attendance July - November compared to 2024.

Regional Partnerships and Signature events- The Economic Development Team is actively collaborating with regional and local partners to identify, attract, and develop events to bring unique entertainment options to Menifee. These efforts are focused on enhancing community engagement, increasing regional visibility, and driving economic activity through tourism, local business support, and destination marketing. 6 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 33

Menifee Mayor and City Council
February 18, 2026
Page
372 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) Finance

4.J.8 Implement an Enterprise Resource Planning
(ERP) system to modernize and streamline City
operations by June 2026.

In-progress - development and integration of the City's ERP continues. The Menifee Open Finance Transparency Portal (cityofmenifee.us/OpenFinance) launched on 11/05/25, providing transparent access to the city's budget, including current revenues, expenditures and vendor payment information, as well as the STAX Property finder.

Integration of the Human Capital Management modules (i.e., employee set up & management, payroll, etc.) continues and the module is anticipated to go live by July 1, 2026.

Community Development
Information Technology

4.K.3 Create reports and establish metrics for
monitoring the performance of the
development departments to streamline City
operations by July 2024.

In-progress - Implementation of software are nearing completion and continue to streamline the development department operations.

The department is currently managing three major software implementations, with a targeted completion date of July 1, 2026, for all initiatives. Accela (permitting and business licensing) is currently the furthest along at 70% completion, with efforts now focused on building custom reports and updating fee codes. Bluebeam (design review) has reached the 60% mark, having successfully navigated the development phase and transitioned into active testing. Finally, the Tyler Munis (financial) implementation is at 40% completion; while the development phase is nearing its end, current efforts are prioritized toward the critical implementation of charge codes.

Fire

5.A.1 Implement automatic aid agreements with
adjoining fire departments to reduce response
times by December 2023.

Completed - September 2023
Fire

5.A.4 Develop citywide response map with future
planned development and road infrastructure
improvements that guides fire service facility
and resource allocations by June 2026.

Completed - April 2024
Menifee Police Department (MPD)

5.A.5 Develop a response time matrix for the MPD by
June 2026.

In-progress. Staff is working with IT (GIS) and Murrieta IT to gather data through direct connectivity to best identify call volumes and service needs in each area of the city. This should allow for identification of calls for service based on population and response time associated with density of residential, commercial, retail, and roadway access, ultimately allowing for the matrix to assist with staffing needs for faster responses.

Staff continues to explore options for alternate beat layout and shift deployments. Staff has also worked with Murrieta PD to reprioritize some call types.

Fire

5.A.8 Enhance public safety response times and
provide community safety training including
cardiopulmonary resuscitation (CPR), first aid,
and automated external defibrillator (AED) as
part of the Menifee Life Saver Program to 50
people per year through June 2028.

In-progress - A total of 2,122 people have participated in the Menifee Life Savers training program to date. This includes 1,177 individuals who have completed CPR and AED training. - A total of 347 people participated in Menifee Life Savers training and 28 citizens completed Community Emergency Response Team (CERT) basic training during this reporting period. - The CalOES FY24 Emergency Management Performance Grant ($15,782) and CalOES FY24 State Homeland Security Program grant ($15,323) was awarded during this reporting period to support CERT training and operational activities.
- Design is now underway for the city's fifth fire station, Heritage Lake No. 74. The new station will be located in District 4, northeast of the Menifee Road and Case/Matthews Road intersection, south of McLaughlin Rd.

Completion is anticipated late 2027/early 2028. Once open for service, the new, modern, strategically located facility will meet the growing needs of Heritage Lake and surrounding developments.

Human Resources and Risk
Management

5.B.3 Develop and implement a citywide safety plan
to enhance security and a sense of well-being in
the community by June 2026.

In-progress - Request for Proposal was released in October 2025 for development of the Safety Master Plan.

Staff completed the scope of work and published the Safety Master Plan RFP in October 2025; consultant interviews were conducted in November 2025. The RFP/contract was awarded January 21, 2026. Due to the significant effort required, the Implementation Plan deadline has been extended from June 2026 to December 2026 to align with the contract project timeline.

5. Safe and Vibrant Community
In-progress - Development team is working to diversify the City's revenue by incentivizing a combination of commercial retail and industrial development in designated areas based upon the City's General Plan. Completed projects that will help to increase revenue, include, but are not limited to:
- Chic-fil-A
- Popeye's
- 7-Eleven at McCall Square
- Daiso
- Arco and Los Amigos Mexican at Goetz Marketplace
- Ike's Love & Sandwiches
- Krak Boba
- Commerce Center at Zeiders
- Chevron and Papa Smash
- Shell at Encanto
- Regalado Market
- Himalayan Taste
- One Healthcare
- Temecula Valley OB/GYN Medical Associates
- Chipotle
- Performance Insurance Services
- The Mat
- Firehouse Subs
- Green Physical Therapy
- Rady's Children's Medical Clinic
- Five Below
- Waffle, Boba & Brew
- Jersey Mike's
Diversify revenue streams to support the
financial sustainability of city government for
the long term.

4.I.1
Finance
Community Development
14 million square feet (sq ft) of new industrial development and over 1 million sq ft of new commercial/retail development projects have been designated in key areas of the city. When completed, these projects will help to diversify the City’s revenue streams to support municipal services and long-term financial sustainability.

Projects that have entered the entitlement phase since the last update include:
- Costco – 162,000 sf of retail space in entitlement review - Neighborhood Healthcare – 22,000 sf if medical office in entitlement review - TownePlace Suites – 177 room hotel in entitlement review - RDO Equipment – 31,800 sf of retail space in entitlement review - Kaiser Permanente Medical building - 50,800 sf of medical office space approved - Fitwell Health Campus - 69,000 sf of commercial space with 9,000 sf of office space approved The Urban 3 study has been completed, and the Land Use Financial Analysis was presented as part of a joint City Council and Planning Commission Workshop on December 17, 2025. This "value per acre" analysis will help identify the tools and incentives to attract development. In the next reporting period, Menifee’s land use and infrastructure cost analysis and expense projections will be completed. Findings from this additional analysis will guide staff in creating policy and program recommendations that will help support implementation of the priorities and goals established in the Strategic Plan and enable the city to be more fiscally resilient and sustain municipal service delivery well into the future.

Menifee Mayor and City Council
February 18, 2026
Page
373 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) All Departments

5.D Support ongoing professional staff
development.

In-progress - The City allocates resources for staff to participate in professional development by attending job-relevant conferences and trainings.

Efforts continue to enhance Menifee University, including expanded access/participation in the Leadership Academy and the Menifee Mentors program.

During this reporting period, employees were given the opportunity to participate in the following Citywide learning opportunities (not an exhaustive list):
- Citywide Public Records Requests and Records training (City Clerk) - Quarterly Cybersecurity training (IT)
- 2025 Menifee Mentors Program comprised of 16 mentees and 16 mentors for the 2025 cohort (April through September 2025)
- Cardiopulmonary Resuscitation (CPR) and Automated External Defibrillator (AED) - First Aid
- Active Shooter/De-escalation Techniques
- Stop the Bleed
Additionally, HR staff is in process of providing professional development opportunities such as Public Speaking, Leadership Training and Workers’ Compensation Overview Training.

Collectively, these efforts support the City’s strategic objective of fostering ongoing professional development and building a highly skilled, forward-thinking workforce.

5.C.3
Menifee Police Department
Public Works & Engineering: CIP
During this reporting period, several measures were implemented/are being implemented to enhance safety infrastructure & technology to improve the sense of security and well-being in the city:
- Completion of the City Hall Backup Generator project - August 2025 - Three (3) grant-funded (HSIP Cycle 12) safety projects are currently underway. The Citywide Guardrail Improvements Project (CIP 26-02), Edgeline Striping Improvements Project (CIP 26-03) and the Citywide Pedestrian Crossing Improvements Project (CIP 26-04) are all in the design phase. - Abatement efforts for the Cherry Hills Facility Improvements Phase I (CIP 23-13) have been completed and were accepted by Council on 11/5. The renovation efforts under phase I are in final design. The project improvements include remodeling approx. 3,000 SF to support operations of various divisions of the Menifee Police Department. Additional site improvements include enhancements to ADA accessibility and trash enclosures. Construction is anticipated Spring 2026.
- Heritage Lake Fire Station No. 74: Staff is coordinating with developer Brookfield to discuss initial plans for the new station which will provide safety for the northeast area of the City. - Kay Ceniceros Senior Center Roof Rehabilitation will address existing conditions like leaks during rain events.

Construction is anticipated early 2026.
- Ethanac Road/Highway 74 Realignment: Feasibility study is underway to align Ethanac/Hwy 74/Antelope.

Project will improve safety for all users.
- In November 2025, Menifee PD launched the first flight of its Drone First Responder (DFR) program. The DFR drone assists patrol units on various call types -- improving response times, officer awareness and safety, and community safety. The DFR drone is operated from the newly designed Real-Time Information Center, which includes computers, monitors, and TV screens.
- MPD has partnered with Inland Regional Center (IRC) through August of 2027 to provide materials and training for the Blue Envelope program (Program). The Program is intended to enhance communication and safety during interactions between first responders and intellectual and developmental disabilities, including those who are deaf or hard of hearing. The Program includes training for parents, clients, and caregivers, and the distribution of materials such as blue envelopes, seatbelt covers, vehicle decals, etc. to support individuals during law enforcement interactions.

In its 2025 Safest Cities report, Safewise named Menifee as one of the safest cities in California (ranked #18) for the second year in a row. The report noted decreases in both property and violent crime in the City over the previous year.

Improve safety infrastructure and technology to
enhance the sense of security and well-being in
Menifee by June 2026.

Menifee Fire, Menifee PD and City department staff participated in an Emergency Operations Center "Tabletop" exercise in October. Participants worked through a simulated emergency scenario - a rapidly spreading wildfire within city limits. Conducting these tabletop exercises enhances community preparedness by testing the City's existing emergency operation plan in a low-stress, discussion-based environment to ensure an organized and effective response when a real emergency occurs. - The CalOES FY24 Emergency Management Performance Grant ($15,782) and CalOES FY24 State Homeland Security Program grant ($15,323) was awarded during this reporting period to support CERT training and operational activities
- 28 citizens completed the Community Emergency Response Team (CERT) basic training program during this reporting period.

Building and Safety coordinated with Risk Management and the Police Department to redesign the City's placarding for Emergency Operations Center (EOC) activation to promote a consistent and efficient staff response to small-scale emergencies that aligns with large-scale emergency responses, improves staff readiness and efficiency and reduces confusion and oversight should a large-scale emergency occur. Proper placarding simplifies enforcement and informs and assists citizens trying to navigate stressful and often life- changing, events.
66 citizens completed the Community Emergency Response Team (CERT) basic training program during this reporting period.

In-progress - Efforts continue with collaboration with Fire and Police. Create a community preparedness plan in collaboration with community partners to
ensure the safety of Menifee’s neighborhoods,
businesses, and vulnerable places.

5.E
Human Resources and Risk
Management
Fire and Police Department
8 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 35

Menifee Mayor and City Council
February 18, 2026
Page
374 of 436

Lead Point of Contact Goal Action/Task Required Status (July - December 2025) Updates (Reporting Period: July-December 2025) Community Services/Public Works

5.G.6 Develop a streetscape beautification plan to
enhance the City's main transit corridors and
gateways by December 2027.

In-progress. The Right-of-Way Turf Conversion (LLMD Zone 3) (CIP 26-10) to convert and beautify 100,000 SF of landscape throughout Landscape, Lighting, and Maintenance District Zone 3 areas is currently in design. Staff will also begin the process of updating city Landscape Design Standards during the next reporting period.

Newport Road Raised Medians – Murrieta to Bradley project (CIP 22-14) is in the pipeline, which will construct a raised, landscaped median to address safety and beautify this corridor. The project is in design and anticipated to begin construction late 2026.

Menifee Police Department

5.2 Partner with high schools to develop and
implement a student public safety training
program by December 2024.

In-progress. The City executed a MOU with Perris Union High School District (PUHSD) for implementation of the "Every 15 Minutes" program (Program). The Program is a two-day educational experience designed to dramatically instill in high school students the dangerous consequences of drinking and driving. Menifee PD, in partnership with PUHSD, Menifee Fire Department, California Highway Patrol, and Community Services, will host the event at Heritage High School from April 14-15, 2026.

MPD Officers conducted a Teen Traffic Safety presentation at Santa Rosa Academy in September of 2025 with another one scheduled in the coming months.

CA Highway Patrol Cannabis Tax Fund Grant ($96,909) was awarded July 2025 to help reduce and mitigate the impacts of impaired driving in the City.

Menifee PD Traffic Officers conducted three pedestrian bicycle operations thus far in FY 2025/2026 with three more planned. Traffic Officers will also be conducting a Bicycle and E-Bike safety presentation in the coming months at Santa Rosa Academy.

The following projects addressing pedestrian & bicycle safety near public schools have been completed or are under construction:
- Evans/Craig Traffic Signal (CIP 25-05) and new bike lanes along Craig. – Final design, construction Summer 2026
- Antelope Rd Resurfacing (CIP 25-08) – Aldergate to Indian Gdn Trl (project limits were expanded) – Final design, construction Summer 2026
- La Piedra Rd at Bell Mountain M.S. (CIP 22-25) – Completed July 2025. - Pedestrian Crossing at Audie Murphy Rd (CIP 24-03) – Work is completed (pending City Council acceptance) - Paloma Wash Pedestrian Bridge (CIP 20-13) – Anticipate completion March 2026

The following projects addressing pedestrian & bicycle safety near public schools are currently in planning and design:
- Garbani Road Drainage Improvements (CIP 25-09): Drainage system improvements along Garbani Rd to reduce flooding, providing safe access to Menifee Valley Middle School. Anticipate construction Summer 2026. - Romoland Elementary School (CIP 24-04) (ATP): Various locations between Watson, Antelope & Hwy 74.

Widen streets & ADA improvements near Romoland Elementary School. Construction anticipated Summer 2026.
- Watson Rd and Harvest Valley Elementary School (CIP 24-15) (ATP): Widen streets & ADA improvements near Harvest Valley Elementary School along Watson Rd & Briggs Rd. Construction anticipated Summer 2026. - Menifee Rd/Fire Station No. 76 Entrance Traffic Signal (CIP 23-09) - Final design, construction Summer 2026 - Goetz Rd/Vista Way Traffic Signal (CIP 23-02) - Final design, construction Summer 2026 - Citywide Pedestrian Crossing Improvements ( CIP 26-04) – HSIP12 – In design, anticipate construction Summer 2026
- Sun City/Barnett Sidewalk Improvements, (CIP 26-05) – In Design, construction TBD In-progress - Staff continues to work on projects that improve school traffic safety, including pedestrian crossings, ADA compliance ramps, traffic signals, and speed limit signs.

Decrease pedestrian and bicycle fatalities in
accordance with Vision Zero by 25% by June
2028.

5.F.7
Menifee Police Department
Public Works & Engineering: CIP
9 of 9
Item Title: 12.2
Strategic Plan Implementation Update
Item Page Number: 36

Menifee Mayor and City Council
February 18, 2026
Page
375 of 436

CITY OF MENIFEE
SUBJECT: Adoption of the Comprehensive Economic Development Strategy (CEDS)
MEETING DATE: February 18, 2026
TO: Mayor and City Council
PREPARED BY: Kayla Charters, Economic Development Manager REVIEWED BY: Bryan Jones, Assistant City Manager
APPROVED BY: Armando G. Villa, City Manager
-------------------------------------------------------------------------------------------------------------------------------

RECOMMENDED ACTION

1. Adopt the Menifee Comprehensive Economic Development Strategy (CEDS).

DISCUSSION
The proposed Comprehensive Economic Development Strategy (CEDS) provides a strategic framework to guide Menifee’s economic growth, resilience, and competitiveness over the next five years. A CEDS serves as the City’s primary economic development planning document that aligns local priorities with regional, state, and federal economic development objectives.

This proposed strategy reflects Menifee’s continued growth, evolving market conditions, and emerging economic opportunities. The proposed strategy builds upon prior efforts while establishing a forward-looking vision that supports job creation, business attraction and retention, workforce development, and quality of life for residents.

Background
The City of Menifee last adopted a five-year economic development strategy covering the 2019– 2024 period. While the City has successfully advanced many of the goals adopted in the 2019- 2024 CEDS, since that time, Menifee continues to evolve and elevate as new residents and businesses call the city home, bringing with them new ideas and initiatives. Menifee has also experienced significant population growth, increased development activity, infrastructure investment, and economic diversification, making it now the largest city in Southwest Riverside County. These changes, coupled with shifting regional and national economic conditions, necessitated an updated and more comprehensive approach for continued and intentional economic development planning.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 1

Menifee Mayor and City Council
February 18, 2026
Page
376 of 436

City of Menifee Staff Report
Menifee CEDS Adoption
February 18, 2026

Page 2 of 4 ends

3 1
4 4
In February 2025, the City initiated the development of a new Comprehensive Economic Development Strategy (CEDS). A CEDS is a federally recognized planning framework used by communities to evaluate economic conditions, identify strengths and challenges, and establish actionable strategies that support sustainable and inclusive economic growth. Adoption of a CEDS also positions the City to remain competitive for state and federal funding opportunities, including grants administered by the U.S. Economic Development Administration (EDA).

CEDS Development and Community Engagement
The proposed CEDS was developed through a collaborative and data-driven process led by City staff and the City’s consultant RSG, Inc., with significant input from community members, stakeholders, and regional partners. The planning process emphasized transparency, inclusivity, and alignment with Menifee’s long-term vision.

Key engagement and research efforts conducted between June and September 2025 included:
Community meetings to gather residents and businesses input on economic priorities, quality of life, and future growth.
Dedicated CEDS committee including broad spectrum of businesses, workforce development partners, education partners, and Menifee stakeholders. Stakeholder interviews with representatives from business, education, healthcare, workforce development, and regional partner organizations. Analysis of demographic, labor force, real estate, and economic trend data to assess current conditions and future opportunities.

This engagement confirmed strong community interest in expanding employment opportunities, attracting quality jobs, strengthening healthcare and education assets, supporting small businesses, and ensuring that economic growth enhances Menifee’s existing high-quality of life for residents.

CEDS Goals and Key Findings
Shaped through vast engagement with the local community and collaboration with City leaders and regional partners, the framework of the proposed CEDS was established. It is organized around seven core economic development themes and recommendations highlighted below:
Build Identity through placemaking and strategic development Intentionally concentrate mixed-use and destination-oriented development within key corridors to strengthen Menifee’s identity, increase land value (revenue/acre), and support long-term fiscal sustainability.
Expand local dining and entertainment
Attract diverse dining and entertainment options that create gathering places, reduce sales tax leakage, and reinforce and enhance the quality of life for residents. Grow local, mortgage-paying jobs
Prioritize the attraction and expansion of higher-wage employers that allow residents to live and work locally while supporting long-term household and economic stability.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 2

Menifee Mayor and City Council
February 18, 2026
Page
377 of 436

City of Menifee Staff Report
Menifee CEDS Adoption
February 18, 2026

Page 3 of 4 ends

3 1
4 4
Expand office and commercial space
Increase the supply of move-in-ready office and commercial space in strategic locations to support job growth, business attraction, and higher economic returns per acre. Build on Menifee’s skilled workforce
Strengthen partnerships between education, training providers, and employers to align workforce skills with high-growth industries and expand local career pathways. Invest in strategic infrastructure for economic development Advance targeted infrastructure investments within the CEDS project list that improve mobility, connectivity, and site readiness while aligning with economic development priorities and delivering strong returns on investment that enhance revenues and services. Advance a business-friendly and entrepreneurial community Foster a supportive business environment through streamlined processes, training, and partnerships that encourage entrepreneurship, innovation, and long-term business growth.

Implementation and Next Steps
Upon adoption, the CEDS will serve as a strategic guiding document for:
City economic development initiatives and work programs Coordination with regional economic development partners Grant and funding applications
Marketing and business recruitment efforts
Ongoing performance tracking and updates
The CEDS is intended to be a living document and will be annually reviewed and updated to ensure continued relevance.

Upon adoption of the Comprehensive Economic Development Strategy (CEDS), City staff will proceed with implementation and coordination efforts to advance the goals and recommendations outlined in the strategy.

STRATEGIC PLAN OBJECTIVE
Thriving Economy: The Comprehensive Economic Development Strategy (CEDS) aligns with the Thriving Economy objectives by providing a clear, data-driven framework to strengthen Menifee’s economic foundation through targeted business attraction, workforce development, infrastructure investment, and strategic land use planning. By aligning economic development efforts with community priorities and regional market conditions, the CEDS serves as an implementation tool for achieving a thriving, competitive, and resilient local economy.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 3

Menifee Mayor and City Council
February 18, 2026
Page
378 of 436

City of Menifee Staff Report
Menifee CEDS Adoption
February 18, 2026

Page 4 of 4 ends

3 1
4 4

FISCAL IMPACT
There is no fiscal impact associated with the recommended action.

ATTACHMENTS

1. Menifee Comprehensive Economic Development Strategy
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 4

Menifee Mayor and City Council
February 18, 2026
Page
379 of 436

Comprehensive
Economic Development
Strategy (CEDS)
City of Menifee:

Designed with
Purpose. Destined
for Prosperity.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 5

Menifee Mayor and City Council
February 18, 2026
Page
380 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 6

Menifee Mayor and City Council
February 18, 2026
Page
381 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 7

Menifee Mayor and City Council
February 18, 2026
Page
382 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 8

Menifee Mayor and City Council
February 18, 2026
Page
383 of 436

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!
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 9

Menifee Mayor and City Council
February 18, 2026
Page
384 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 10

Menifee Mayor and City Council
February 18, 2026
Page
385 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 11

Menifee Mayor and City Council
February 18, 2026
Page
386 of 436

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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 12

Menifee Mayor and City Council
February 18, 2026
Page
387 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 13

Menifee Mayor and City Council
February 18, 2026
Page
388 of 436

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%

0.0%
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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 14

Menifee Mayor and City Council
February 18, 2026
Page
389 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 15

Menifee Mayor and City Council
February 18, 2026
Page
390 of 436

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%
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 16

Menifee Mayor and City Council
February 18, 2026
Page
391 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 17

Menifee Mayor and City Council
February 18, 2026
Page
392 of 436

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%
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 18

Menifee Mayor and City Council
February 18, 2026
Page
393 of 436

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 Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 19

Menifee Mayor and City Council
February 18, 2026
Page
394 of 436

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 Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 20

Menifee Mayor and City Council
February 18, 2026
Page
395 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 21

Menifee Mayor and City Council
February 18, 2026
Page
396 of 436

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%
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 22

Menifee Mayor and City Council
February 18, 2026
Page
397 of 436

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 Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 23

Menifee Mayor and City Council
February 18, 2026
Page
398 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 24

Menifee Mayor and City Council
February 18, 2026
Page
399 of 436

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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 25

Menifee Mayor and City Council
February 18, 2026
Page
400 of 436

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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 26

Menifee Mayor and City Council
February 18, 2026
Page
401 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 27

Menifee Mayor and City Council
February 18, 2026
Page
402 of 436

EExxhhiibbiitt LLUU--bb22aa:: EEccoonnoommiicc DDeevveellooppmmeenntt CCoorrrriiddoorr SSuubbaarreeaass ·|þ}
74 NORTHERN GATEWAY

MCCALL BOULEVARD

NEWPORT ROAD

COMMUNITY CORE
§¦¨
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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 28

Menifee Mayor and City Council
February 18, 2026
Page
403 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 29

Menifee Mayor and City Council
February 18, 2026
Page
404 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 30

Menifee Mayor and City Council
February 18, 2026
Page
405 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 31

Menifee Mayor and City Council
February 18, 2026
Page
406 of 436

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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 32

Menifee Mayor and City Council
February 18, 2026
Page
407 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 33

Menifee Mayor and City Council
February 18, 2026
Page
408 of 436

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%
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 34

Menifee Mayor and City Council
February 18, 2026
Page
409 of 436

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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 35

Menifee Mayor and City Council
February 18, 2026
Page
410 of 436

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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 36

Menifee Mayor and City Council
February 18, 2026
Page
411 of 436

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.

Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 37

Menifee Mayor and City Council
February 18, 2026
Page
412 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 38

Menifee Mayor and City Council
February 18, 2026
Page
413 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 39

Menifee Mayor and City Council
February 18, 2026
Page
414 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 40

Menifee Mayor and City Council
February 18, 2026
Page
415 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 41

Menifee Mayor and City Council
February 18, 2026
Page
416 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 42

Menifee Mayor and City Council
February 18, 2026
Page
417 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 43

Menifee Mayor and City Council
February 18, 2026
Page
418 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 44

Menifee Mayor and City Council
February 18, 2026
Page
419 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 45

Menifee Mayor and City Council
February 18, 2026
Page
420 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 46

Menifee Mayor and City Council
February 18, 2026
Page
421 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 47

Menifee Mayor and City Council
February 18, 2026
Page
422 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 48

Menifee Mayor and City Council
February 18, 2026
Page
423 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 49

Menifee Mayor and City Council
February 18, 2026
Page
424 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 50

Menifee Mayor and City Council
February 18, 2026
Page
425 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 51

Menifee Mayor and City Council
February 18, 2026
Page
426 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 52

Menifee Mayor and City Council
February 18, 2026
Page
427 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 53

Menifee Mayor and City Council
February 18, 2026
Page
428 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 54

Menifee Mayor and City Council
February 18, 2026
Page
429 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 55

Menifee Mayor and City Council
February 18, 2026
Page
430 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 56

Menifee Mayor and City Council
February 18, 2026
Page
431 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 57

Menifee Mayor and City Council
February 18, 2026
Page
432 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 58

Menifee Mayor and City Council
February 18, 2026
Page
433 of 436

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.

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 59

Menifee Mayor and City Council
February 18, 2026
Page
434 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 60

Menifee Mayor and City Council
February 18, 2026
Page
435 of 436

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
Item Title: 12.3
Adoption of the Comprehensive Economic Development Strategy (CEDS) Item Page Number: 61

Menifee Mayor and City Council
February 18, 2026
Page
436 of 436

Menifee City CouncilFebruary 18, 2026

Menifee City Council
February 18, 2026