The City of Murrieta intends to comply with the Americans with Disabilities Act (ADA). Persons with special needs should call the City Clerk Department at (951) 461-6031 or email at [email protected] at least 72 hours in advance. Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the public counter at City Hall located at 1 Town Square, Murrieta, CA during normal business hours.
Any presentation requiring the use of the City of Murrieta’s equipment must be submitted to the City Clerk ’s department 24 hours prior to the scheduled City Council meeting at City Hall located at 1 Town Square, Murrieta, CA; via email at [email protected] or call (951) 461-6031. Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the public counter at City Hall located at 1 Town Square, Murrieta, CA during normal business hours.
Lori Stone
Mayor
Cindy Warren Lisa DeForest Mayor Pro Tem Council Member Jon Levell Ron Holliday Council Member Council Member Kim Summers, City Manager
Tiffany Israel, City Attorney
Cristal McDonald, City Clerk
MURRIETA CITY COUNCIL (CC)
MURRIETA COMMUNITY SERVICES DISTRICT (CSD)
MURRIETA FIRE DISTRICT (FD)
MURRIETA LIBRARY BOARD (LB)
MURRIETA REDEVELOPMENT SUCCESSOR AGENCY (RSA)
MURRIETA HOUSING AUTHORITY (HA)
MURRIETA FINANCING AUTHORITY (FA)
YOU MAY VIEW THE MEETING LIVESTREAMED VIA THE CITY’S WEBSITE AT https://murrieta.legistar.com/Calendar.aspx
CITY OF MURRIETA
Courtyard by Marriott,
Ballroom Meeting Room
25419 Madison Avenue
Murrieta, CA 92562
Thursday, January 11, 2024
8:00 AM SPECIAL MEETING
1 City Council Meeting Agenda January 11, 2024
8:00 AM SPECIAL WORKSHOP
CALL TO ORDER
ROLL CALL
PUBLIC COMMENTS - AGENDIZED ITEMS ONLY
WORKSHOP
WS1. City Council Annual Workshop – Vision & Goals
Baker Tilly will facilitate the City Council annual workshop to collectively review the City Council's overall goals and mission. The workshop will include the following:
a) Opening Comments
b) Mayor's Vision
c) Attributes of Exceptional Councils
d) Priority Setting Discussion
e) Financial Outlook
f) City Council Goals
Received After Agenda Printed - Workshop Materials
RECESS ≈ 11:30 AM
RECONVENE ≈ 12:00 PM
ROLL CALL
WS1. City Council 2024 Annual Workshop - Vision & Goals (continued) g) Proposed Strategies for City Council Goals
i. Current Project Priorities (215/Keller Interchange; Library Expansion; Fire Station No. 6; Public Works Yard: Police Department Expansion; City Hall Addition; Cal Oaks Pool; Public Safety Training Facility) ii. Future Projects
CLOSING COMMENTS
ADJOURNMENT
2 CITY OF MURRIETA
City Council Meeting Agenda
Report
1/11/2024
Agenda Item No.
Subject:
Received After Agenda Printed - Workshop Materials
CITY OF MURRIETA Printed on 4/23/2024Page 1 of 1
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19 City of Murrieta
City Council Workshop
January 11, 2024
8:00 a.m. to 2:30 p.m.
Courtyard by Marriott, Ballroom Meeting Room
Carol Jacobs | Facilitator
Steve Mermell | Facilitator
Received After Agenda Printed
1/11/2024 - Special Council Meeting
Item WS1 - Presentation
20 Opening Comments from the City Manager
2 City Manager
Kim Summers
21 Welcome
Council Member
Ron Holliday
District 2
Council Member
Jon Levell
District 1
Council Member
Lisa DeForest
District 3
Mayor
Lori Stone
District 4
3 Mayor Pro Tem
Cindy Warren
District 5
22 Opening Comments from Mayor Stone
Mayor
Lori Stone
4 • Planning Today for a Successful Tomorrow
Vision for the year
Council Relations
Strategic Planning
23 Today’s
Objectives
Review best governance
practices and roles
Understand Council Members’
priorities and establish a set of
Council priorities
Strengthen teamwork
5 24
Agenda
Icebreaker exercise
Attributes of exceptional Councils
Introduction to and context for priority setting
Financial outlook
Discussion of Council goals
Review proposed strategies to further Council goals
6 25
Workshop
Ground Rules
7 Listen to
understand
each other’s
point of view
Seek
consensus
Assume
good
intent
Speak up if we
need course
correction
Stay
focused
26 Time
Management Tool
Bike RackBike Rack
Items to discuss at a
later time
27 Icebreaker Exercise: Exploring the Commons
9 Spend 10 minutes
talking with as many
colleagues as you can
Write down a
commonality you
share
Report out to the
group – share a fun
or unusual
commonalty you
found
28 What Makes a Council Work Well
10 Institute for Local Government
Effective Councils
Unity of
Purpose
Clear Roles and
Responsibilities
Positive
Governance
Culture
Norms,
Protocols and
Policies
29 Exceptional City Councils
11 1. Have a sense of team; a partnership with the
City Manager to govern and manage the city
2. Have clear roles and responsibilities that are
understood and adhered to
3. Honor the relationship between staff and each
other
4. Routinely conduct effective meetings
5. Hold themselves and the city accountable
6. Have members who practice continuous
improvement Institute for Local Government
30 Discussion
12 What resonated
with you
from the article?
What practices should
the City Council consider
incorporating into its
governance approach?
31 There is a lane for everyone!
Mayor
presides
over the
meetings
Council sets
goals and
policies
City
Manager
directs
staff
City
Attorney
provides
legal advice
“Exceptional Councils have clear roles and
responsibilities that are understood and adhered
to.” – Attributes of Exceptional Councils by
Institute for Local Government
Refresher on Roles
32 City Council –
City Manager
Relationships
• Council
Sets policy and overall direction
Keeps in touch with community concerns
• City Manager
Implements Council policy
Handles day-to-day operations
Offers policy advice
Manages staff
33 City Council –
City Manager
Relationships
• Important to find the line and stay within
your area of responsibility
• It can be complicated, but…
Best if the Council is not involved in
staff and administrative matters; and
Best for the City Manager to not
dominate public discussions.
34 • Do what is in the best long-term interest of
the community
• Respect the Chain of Command
• Work through the City Manager
• Meet with the City Manager on a regular
basis
Council Member
Role
35 • Run City Council meetings
• Serve as Chief Representative of the City
• Meet with the City Manager regularly to
discuss issues collaboratively
• Work with the City Manager to anticipate
future issues and plan city’s response
• Carry out all roles listed for Council Members
Mayor’s Role
36 • Serve as Chief Executive Officer of the
municipal organization
• Hire, guide and develop staff and create
a productive organizational culture
• Provide policy advice to the City Council
• Help make the City Council productive
and successful and help each member of
Council succeed
• Help staff achieve the City Council’s goals
City Manager’s
Role
37 • Represent the whole organization, not
individual Council Members or members of
the public
• Provide clear and accurate legal advice on a
myriad of complex laws
• Be fair and impartial
• Provide full disclosure
• Use candor and diplomacy
City Attorney’s
Role
38 Nurture a Strong
Council-Manager
Partnership
• Be attentive to the “care and feeding” of
the partnership
Schedule time for teambuilding,
feedback and relationship building
Learn something new daily
Understand/respect each position’s role
39 The Ralph M. Brown Act
21 California Government Code Section 54952
• Protects public’s right to know city’s business
• Who, what, when, where, and how
communications must take place and be public
• Legislative body includes council, commission,
committees
Who must abide by Brown Act
• Council, Commissions, Committees
• Less than quorum standing
committees
o Ad Hoc Committees excepted
• City employees
• Public (certain circumstances)
• City Clerk is responsible for
enforcement
40 Brown Act: Restrictions on Meetings
22 • What is a meeting?
• Serial communications (GC 54952.2(b))
o Exchanging information through one or more
persons by any means
o Emails
o Voicemails
o Telephone
o Texts
• Hub and spoke
• Daisy chain
• Exceptions include seminars, public events,
conferences, other legislative bodies
41 Code of Conduct
• The City Council has an
established Code of Conduct
• Is this code working well?
• What if any changes should
be considered?
23 42
Priority Setting
43 Today’s Process:
Council Discussion
and Consensus on
Top Priorities
25 Review accomplishments and
context for setting priorities
Discuss items of interest to Council
Review strategies that further the
Council's goals
Council dot voting to determine top
priorities
Staff will incorporate into budget
and work plans
44 Some Key
Accomplishments
Cited by Council
Members
26 • Murrieta is a safe community
• Managing growth and development within the limits of
state law
• Expansion of area hospitals, medical and research
facilities
• Achieving agreements with LAFCO and local water
agencies to provide water services for new development
• Diversifying the local economy
• City Manager’s department Director hires
• Addressing homelessness
• Completing construction of and identifying operator for the City’s Amphitheater
Any other accomplishments to add?
45 Priority
Setting
27 We can’t
do
everything
But we can do
some things very
well if we are
focused
Successful City Governments
• Respect the ongoing work of City departments as the day- to-day operations must be well managed; that takes time • Have a collaborative, trusting relationship between the City Council and staff
• Set a few priorities, with a staff work plan to achieve them 46 28
Don’t fill up the bucket
with so many small
rocks that there isn’t
room for the big ones
Put the big
rocks in first
Then add the small
ones where there is
room
“Big Rocks”
47 How
Management’s
Time is Spent
29 85%
5%
5%
5%
Management’s Time
Day-to-day management of municipal services
Unforseen challenges
New initiatives
Strategic improvements and training
48 30
Staff
Numbers
at a Glance
Staff available to work on special
projects or Council initiatives include
the Executive Team and some
Managers and Management Analysts.
All have ongoing responsibilities in
their roles and assignments.
464
250
171
35 8
• The City has 464 authorized
positions for FY 2023/24
Total Staff
• 250 of these position are filled
by specialty trained operations
staff
Operations Staff
• 171 of these positions is filled by
sworn public safety personnel
Public Safety
• 35 of these positions are vacant
Vacancies
This leaves us with just 8 staffing positions
available to assist with special projects
49 Key Challenges
Traffic, particularly near freeways
State mandates pertaining to housing and the environment Changing demographics and nature of the community
Increased demand on City services
Need for capital investment in facilities
31 50
Financial
Outlook
32 51
33 Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2020/21 2021/22 2022/23 2023/24 2024/25
427 437 447 464 476
Citywide Staffing Level
FY 2023/24 Budget Overview
Fiscal Year
2023/24
General Fund
Revenues $ 69,542,037
Expenditures $ 73,336,997
Measure T
Revenues $ 30,524,800
Expenditures $ 27,448,498
Citywide (all funds)
Revenues $ 188,757,570
Expenditures $ 184,013,276
52 34
Reserve Balances
Operating Reserve 35,138,477$
Sustainability 38,682,202$
Total Reserve Balances 73,820,679$
Operating & Sustainability Reserves
Sustainability (All Funds)
Economic Contingency 7,100,000$
Fleet Replacement 8,284,352$
Facility Repair 10,990,850$
Information Technology Replacement 1,282,000$
Pension¹ 7,000,000$
OPEB 2,000,000$
Continuing Operations 2,025,000$
Total Sustainability Reserves 38,682,202$
¹ Including §115 Trust
Policy:
Operating Reserve: 25%
Current Status: 30%
4/23/2024 4:30 PM
Status of Operating & Sustainability Reserves
53 35
Budget Budget Budget Projected Projected Projected
FY 2023 FY 2024 FY 2025 FY 2030 FY 2035 FY 2039
Revenue $71,118,325 $69,542,037 $72,168,029 $83,093,418 $96,155,431 $108,436,278 Expenditures $60,506,584 $73,336,997 $75,851,028 $86,099,480 $97,940,702 $107,223,276 Addition/(Use) of Fund Balance $10,611,742 ($3,794,960) ($3,682,999) ($3,006,063) ($1,785,271) $1,213,003 General Fund Long-Term Forecast
General Fund & Measure T Long-Term
Financial Forecast
54 36
General Fund & Measure T Long-Term Financial Forecast
Objective
• Stimulating “big-picture thinking”
• Tool used to evaluate compliance with financial
policies
• Allows for pre-emptive actions
Major Assumptions
• Sales Tax revenue 2.95% increase/year
• Prop Tax revenue 4.0%
• Transient Tax (4 new hotels)
• Salary Expenses 4.0% increase/year
• Pension cost fluctuates based on actuarial report
• Healthcare Expenses 3.45%
55 37
4/23/2024 4:30 PM
Potential Impact
• Expenditures > Revenues
• No bond debt service capacity
• Planned Use of Fund Balance
• Balance budget
• Operating Reserves ≈ 20%
General Fund & Measure T
Long-Term Financial Forecast
56 38
Budget Budget Budget Projected Projected Projected
FY 2023 FY 2024 FY 2025 FY 2030 FY 2035 FY 2039
Revenue $28,538,253 $30,524,800 $31,449,800 $35,000,195 $39,080,726 $42,788,311 Expenditures $19,392,036 $27,448,498 $28,597,090 $32,765,985 $35,192,555 $35,992,780 Addition/(Use) of Fund Balance $9,146,216 $3,076,302 $2,852,710 $2,234,211 $3,888,170 $6,795,531 Measure T Fund Long-Term Forecast
4/23/2024 4:30 PM
General Fund & Measure T Long-Term
Financial Forecast
57 39
4/23/2024 4:30 PM
General Fund & Measure T Long-Term Financial Forecast
Major Assumptions
• Sales Tax revenue 2.95% increase/year
• Salary Expenses 4.0% increase/year
• Pension cost fluctuates based on
actuarial report
• Healthcare Expenses 3.45%
58 40
Potential Impact
• Revenue > Expenditures $2mm
• Planned contribution to Fund Balance
• Maintain Operating Reserves at 25%
General Fund & Measure T
Long-Term Financial Forecast
59 41
Debt Affordability Analysis
• City engaged Fieldman Rolapp & Associates, City’s Financial Advisor • Assist City in planning long-term capital projects
• Source of Information
• Debt Policy
• General Fund and Measure T funds Long-Term Financial Forecast • Development Impact Fees annual revenues and fund balance • Key Assumptions
• Total Capital Project Costs
• Project Priority
• Tentative bond issuance year
60 42
Projects
Tier
Total
Cost
Less DIF
Funds
Bond
Target
Issuance
Year
Net Bond
Proceeds
Add'l
Funds
Library Expansion 1 $5.00 ($0.41) $4.59 2024 $4.59 $0.00 Fire Station 6 1 $10.00 ($2.08) $7.92 2024 $7.92 $0.00
Community Pool 1 $10.00 $0.00 $10.00 2025 $10.00 $0.00
Los Alamos Hills Sport Park Soccer Project 1 $10.00 ($3.89) $6.11 2025 $6.11 $0.00 $35.00 ($6.38) $28.62 $28.62 $0.00
Public Safety Regional Training Center 2 $30.00 $0.00 $30.00 2027 $10.44 $19.56 Public Works Yard Operations Center 2 $5.00 $0.00 $5.00 2029 $5.00 $0.00 City Hall - Facility expansions 2 $20.00 ($0.12) $19.88 2031 $19.88 $0.00 Police Station - Facility expansions 2 $10.00 ($1.44) $8.56 2034 $8.56 $0.00 Fire Station 5 - Permanent Structure Project 2 $5.00 $0.00 $5.00 2036 $5.00 $0.00 $70.00 ($1.56) $68.44 $48.88 $19.56
Total $105.00 ($7.94) $97.06 $77.50 $19.56
Total Cost Debt Scenario
4/23/2024 4:30 PM
Debt Affordability Analysis
61 Conclusion
Multiple Long-Term Capital Projects
Public Safety Regional Training Center dependent
on outside funding and built in stages
Limited debt capacity ≈ $30 mm
$2 mm debt service payment capacity
Available Revenue Sources
Measure T Fund
Development Impact Fee Funds
Bond Assumptions
Lease Revenue Bond Financing
S&P rating of ‘AA-‘
30-year term
Level annual debt service
Interest rate of 5.50%
Customary issuance expenses
Capitalized interest applied to a portion of the
bond interest payments
Revenue sources available through the life of the
financing
4/23/2024 4:30 PM
Debt Affordability Analysis
62 Council Goals Discussion
44 • Provide a high level of innovative public safety
• Aggressively pursue economic development
• Maintain a high performing organization that values fiscal sustainability, transparency, accountability and organizational efficiency • Plan, program and create infrastructure development
• Coordinate and deliver responsive, effective community services • Foster and promote an engaged, connected and caring community Current Council Goals
63 Council Feedback on Current Goals
45 Infrastructure is a
top priority
Goals are broad;
desire specificity
Develop key
strategies for each
goal
Need to prioritize
goals and
strategies due to
limited resources
64 City
Departments –
Top Projects List
46 In addition to day-to-day
operations, City
Departments have an
extensive list of current
projects
65 Proposed Strategies
47 • Provide a high level of innovative public safety
o Construct new Fire Station 6 (estimated cost/range: $15-18 million) o Expand current Police Station (estimated cost/range: $10 million) o Construct Public Safety Training Facility (estimated cost/range: $25-30 million) • Aggressively pursue economic development
o Develop properties around City Hall (parking structure or surface lot on adjacent properties) o Amphitheater Parking Lot (estimated cost/range: $1.8-2.1 million) o Downtown Parking Structure (estimated cost/range: $16-20 million) o Assist the Triangle to Ribbon Cutting
o Continue recruitment of medical and research facilities and jobs (Innovation Center) o Continue to attract new hotels and revenue drivers
66 Proposed Strategies
48 • Maintain a high performing organization that values fiscal sustainability, transparency, accountability and organizational efficiency o City Hall Expansion (estimated cost/range: $15-20 million) o Expand existing City Public Works Yard office/operations (estimated cost/range: $5 million) • Plan, program and create infrastructure development
o 215/Keller Interchange (estimated cost/range: $47 million) o Current funding available of $18 million, leaving a shortfall of $29 million o Federal grant applications submitted annually since 2019, for $25 million but denied each year o ADA Transition program
o Assist water districts when feasible
67 Proposed Strategies
49 • Coordinate and deliver responsive, effective community services o Complete Library Expansion (estimated cost/range: $6-6.5 million) o Construct new Cal Oaks Sports Park Pool (estimated cost/range: $10-13 million) o Soccer Complex (estimated cost/range: $10 million)
o Develop new public amenities e.g.,
o Pickleball Courts (estimated cost/range: $50-75k, per court, depending on existing site conditions (grading/drainage)
o Pump Track (estimated cost/range: $250-500k, depending on features and materials) o Determine future of Equestrian Park and what that requires o (estimated cost/range: $10 million, based on 2017 proposed design, current cost will vary) • Foster and promote an engaged, connected and caring community o Continue programs and complete initiatives already under way while improving communications 68 50
Dot Voting
on Priorities
69 Commitments from Staff
51 Align programs, projects and activities
to advance Council priorities
consistent with budget, staffing, and
workloads
Build Council direction into budget
70 Staying on
Track with
Priorities
52 Regular
progress
reporting
Hold off on new
Council initiatives until
next goal setting cycle
or mid-cycle in the
two-year budget
71 Best Practice
Criteria for
Adding
Initiatives
and Projects
Mid Cycle
53 Emergency (natural
disaster, pandemic,
civil unrest)
New outside
funding
opportunity that is
time sensitive
New multi-agency
opportunity that
cannot be delayed
Community safety
issue that must be
addressed in near
term
Changes in laws or
mandates
What comes off the
plate if something
goes on?
What are the
consequences of
shifting direction
mid way?
72 Wrap-Up and
Next Steps
54 Baker Tilly will
prepare a
summary
workshop report
Closing comments
from Council
Members and the
City Manager
Workshop
evaluation form
73 Closing
Comments
55 Please share one
comment about
what was useful in
today’s discussions
74 [email protected]
[email protected]
Thank you!
Carol Jacobs and Steve Mermell
75 Workshop
Evaluation
57 Scan the QR Code above or enter
surveymonkey.com/r/MurrietaWorkshop
in your browser.
76 Stretch
Break
58 77
Lunch Break
59 78