ADMINISTRATIVE SERVICES:
Risk
• ADA Transition Plan implementation
• Technology implementation for the Certificate of Insurance review process • Liability and Workers' Compensation root cause and data analysis • Partner with risk pool on new general liability program changes Information Systems
• City core switch replacements
• Telework technology coordination
• Technology procurement policy
• Citywide support and training on the transition from shared drives to SharePoint • Finalize customer service guiding principles and survey the organization Human Resources
• Telework policy implementation
• Employee Handbook and policy updates
• Implementation of new legislative requirements, including SB 1100 and AB 2561 • Classification and compensation studies and associated changes • Support new employee development initiates, including training management
CITY DEPARTMENTS -TOP PROJECTS LIST
CITY CLERK:
Administrative Improvements
• Agenda workflow process improvements
• Full utilization of Commissions, Committees, and Boards (CCBs) software • City Council and Administrative Policy Review
• Department service ticketing system for internal and external customers Election
• Pursue installation of Permanent Ballot Boxes
City Clerk Procedural Legal Compliance
• Assembly Bill 1170 - Political Reform Act of 1974: filing requirements • Assembly Bill 557 – Open meetings: local agencies: teleconferences (Brown Act) • Assembly Bill 764 – Local redistricting
• Assembly Bill 63 – Canvass of the vote: reporting results • Website and Meetings Accessibility (Americans with Disability Act) • Form 700 Biennial Review of Positions
• Fair Political Practices Commission Audit (Annual)
Informational Governance
• Records Accessibility
o Public and e mployee access to On Base Unity, the Electronic Content Management System (ECMS)
o Continued paperless initiative: Scan and upload paper records into the City’s ECMS o GovPartner to EnerGov migration for record accessibility: Partner with Development Services on a mitigation plan
o Records Management project for Off-Site Facilities (9 Locations) o Off-Site Storage facility (Corodata) records audit: Non-inventoried boxes at Corodata • Public Records Legal Compliance
o Immutable Cloud: Establish an immutable cloud backup solution for City records to satisfy State mandates
o City Council and Administrative Records Audit: Align the City to conform with legal mandates and records management best practices
Engagement and Participation
• Explore implementation of citywide digital information kiosks o Implementation would e liminate the manual process for delivering and posting paper copies of legally required public notices and meeting agendas o During Fiscal Year 2025/2026, Clerk’s Office staff will work with Information Technology to explore implementation of one kiosk in each of the five City Council d istricts, including potential devices and locations, in order to calculate a potential project budget for future City Council consideration
o This project would increase public access to all City notices and other City information, as well as greatly enhance staff productivity and efficiency • Efforts to encourage voter registration by Murrieta citizens • Improved recruitment for Committees, Commissions, and Boards (CCBs) • Partner with Murrieta Valley Unified School District to foster awareness among high school students of their civic responsibilities and opportunities • CCB training and resources
• Provide staff support for regional effort to expand four -year public education opportunities in Southwest Riverside County, working with Mt. San Jacinto College and many other stakeholders from various sectors
• Provide staff support for Southwest Elected Leaders Collaborative, with a current focus on advocacy for long-range improvement to regional traffic and transportation • Support City Council -led efforts related to advocacy about local control of land use and housing development
• Oversee strategic communications efforts across the organization to inform and educate the community on important City initiatives and projects
• Public Safety Training Facility
o No work is planned at this time, pending more information from Mt. San Jacinto College on their financial readiness to participate in funding the project • Equestrian Center
o No work is planned at this time, other than emergency or critically necessary repairs • Fire Station 6
o Complete the property purchase following the due diligence and escrow processes o Begin to identify alternative operational models, including interim solutions prior to construction
o Begin architect selection process once escrow has closed AND the City feels financially ready to move to the next phase of the project
• Town Square Amphitheater
o For 2025, oversee year two (2) of events with Newman Hospitality Group , and complete a review of the two -year pilot to determine next steps. and activate the space with other nonprofit groups during the 24-Month Pilot period with CSD • Solid Waste/Environmental Programs
o Continued work implementing the CalRecycle requirements and man aging the City’s franchise agreement with Waste Management
• Manage administration of the Community Development Block Grant program • Develop a proposed Public Art program (presently on Tier 3) • Public Works Yard Improvements
o During FY 2025/26, complete construction of retaining wall, installation of trailers, security upgrades, annexation into the water/sewer system , and consolidation of Public Works staffing at one facility
• Work with the Fire Department on remodel projects at Fire Station 1 (2025) and in the future, 2 and 3, as well as installation of new generators at City Hall and Fire Station 1 , anticipated for late spring/summer 2025 upon availability of the generators
• Complete the re-roofing project for City Hall
• The City Hall HVAC was completed in FY 23, and a City Hall Master Plan has not been established • Continue to pursue development of the Los Alamos Soccer Complex, including resolution of pending environmental issues
• Surplus Land process and sale for various parcels of City property • Work with the Fire Department to oversee organization -wide emergency preparedness and response efforts, including staff training
CITY MANAGER’S OFFICE:
COMMUNITY SERVICES:
Parks and Recreation
• Completion of Parks Master Plan
o Approval from Parks Commission
o Approval from Planning Commission
o Approval from City Council
• Completion of Trails Master Plan
o Approval from Parks Commission
o Approval from Planning Commission
o Approval from City Council
• Tot Lot Replacement – determine if future tot lot replacement funding is available • Planning for upcoming aquatics season at Vista Murrieta High School • Special Events
o Determine a standardized 5k course and maximum number of events that may cause street closures downtown
o Continue dialogue on Town Square Amphitheater events and fee structure
Parks and Recreation CIP Projects
• Town Square Parking Lot Improvements - Under construction, estimated completion March 2025 • Glen Arbor Dog Park
o Design is complete; currently advertising for construction bids o Estimated construction start date - April 2025
o Estimated construction completion - Summer 2025
• Tot Lot Replacement
o Phase I – Completion in March 2025
Planning ribbon cuttings
o Phase II – Complete
o Install fencing along certain Phase I projects for safety • Pickleball Courts
o Completed design for Firefighters Park
o Complete design for Alderwood by February
Estimated date for Council to award construction at Alderwood - April/May 2025 Estimated beginning of construction - Summer 2025
Estimated completion of construction - 60 days after construction begins • Plan for future Park’s Department CIP projects
o Community Center court lighting
o Cal Oaks Park lighting
o Pioneer Park
o Cal Oaks skate park fencing (Public Works Maintenance project, CSD to assist) o Mapleton Park shade covering
o Determine feasibility of Cal Oaks Pool project
Library
• Implementation of the Library Strategic Plan
o Prepare for extended hours once staffing is in place
o Library Children’s Area Expansion project:
o Complete the design phase
o Complete the public bidding process to hire a construction contractor o Award a contract for construction
o Break ground on construction in summer 2025
o Construction is estimated for completion in summer 2026 • Plan for future Library CIP projects
o Flooring/soundproofing
o Building rain drainage mitigation
o Community Room technology upgrade
o Library book lockers/vending machine
Homeless Services
• Implementation of the Regional Homeless Action Plan
o Formalize the four-city collaboration
• Implementation of the $12.6 million Encampment Resolution Fund grant through a four-city collaboration
o Approval of an agreement between Riverside County and City of Murrieta o Release an RFP to hire street outreach and housing navigator contractor o Release an RFP to hire a consultant to oversee regional collaboration and assist with implementation of Regional Homeless Action Plan
o Implement personnel plan, consistent with the grant funding • Create a regional by-name list
• Develop a strategic plan for Murrieta’s Homeless Services division
ECONOMIC DEVELOPMENT:
• General Plan Consistency Update/ Climate Action Plan Update and Implementation • Triangle Project Implementation
• Revised Site Plan Approval for Marketplace Shopping Center Development • Murrieta Hills Specific Plan Implementation
• Vineyard Specific Plan Amendment & Tentative Tract Map for +/- 800 Units • Completion of Hillside Ordinance revisions
• Madison Corridor Specific Plan (if funded)
• Implement City Council directives regarding the Keyhole area • Process Improvement Review with all stakeholders.
• Next steps of environmental review for development of the Los Alamos Hills Soccer Complex Project • Noise & Lighting Ordinance revisions
• Tiered Beer and Wine Ordinance
• Multi-Family Objective Design Standards Updates
• Complete implementation of the Code Enforcement Enterprise Permitting & Licensing (EP&L - formerly Energov) module , as well as facilitating EP&L modifications for Building/Planning/Code Enforcement with IT and staff user group
• 2025 Building Code Adoption
• Building Official Promotion/ Recruitment
• Support remaining Code Enforcement Ad Hoc Committee efforts , including next steps for implementation of any recommendations
• Support Planning-related efforts for implementation of a Public Art program, if Council opts to proceed (currently Tier 3)
• Begin building a Planning Division knowledge base for critical topics , procedures, and FAQ s of commonly asked zoning questions
• Create a training plan for P lanning & Intel (P&I) Emergency Operations Center (EOC) section members, mostly staffed by Planning Division employees
• Gather data on existing vulnerable populations for use in the EOC for the P&I section. • Re-establish annual development agreement reporting
• Facilitate relevant “lunch and learn” training topics for Development Services Department staff
• Potentially proceed with next steps of the Madison Corridor Specific Plan, presently a Tier 1 project, and in order to proceed, funding approval is needed as part of the FY 2025/26 budget • Consider developing an incentive program to attract new restaurant s, similar to those offered by neighboring communities
• Explore potential expansion of the Revolving Fund for infrastructure in the Downtown to encourage development
• Pursue grant funds for ongoing l ab management and supplies for the wet lab at the Murrieta Innovation Center
• Complete next steps for implementation of the freeway overpass branding signage . This project is on-hold pending funding
DEVELOPMENT SERVICES:
FINANCE:
• Master User Fee Annual Update
• Development Impact Fee Annual Update
• Annual update of fully burdened hourly rates for staff, used for calculating reimbursements • Hourly Rate Annual Update
• Implementation of public safety and maintenance services Community Financing Districts (CFDs) • Development of Biennial Operating Budget
• CIP Budget Development
• Develop a Fleet Replacement Program
• Complete preparation of Financial Statements and Single Audits • Implement new software to automate, streamline, and manage citywide contracts • Complete n ext steps to establish a loan from future Library Development Impact Fees for the Library Expansion Project
• Work with the Community Services and Public Works departments to 1) complete a review of the current status of the financial position of the landscape/lighting maintenance districts and Community Services District Lettered Zones and establish a plan to correct the negative cash flow for several districts, requiring the General Fund to fund their operating shortfalls. This endeavor would require a significant community engagement effort to be successful, and 2) review the current model for how the budgets for parks maintenance/landscape lighting district services are structured and divided for improved ease of administration • Request for Proposals
o Banking and Merchant Services
o Municipal/Financial Advisor Services
o Investment Advisor Services
• Major Projects
o Lead the efforts to transition to a new Financial Management System . This project will involve issuing a Request for Proposal, selecting qualified vendors, and collaborating closely with key stakeholders across various departments and end users to ensure the new Financial Management S ystem meets the needs of the City. This project will take two to three years to implement
• Financial Policies in order of Priority
o Investment Policy (update)
o Accounts Receivable/Write-off (new)
o Budget Policy (new)
o CIP Budget Policy (new)
Fire Suppression
• Truck Operations Training - Tiller truck implementation • Hire three additional personnel to take the tiller-truck to a four-person crew • Research and implement new traffic preemption systems
• Develop preplans for Target Hazards utilizing First Due Software • Write SAFER Grant to hire nine personnel to support the opening of Fire Station 6 • Provide training to neighboring agencies on Public Safety Emergency Communications ( PSEC) Radio System
Fire Prevention
• Conduct annual State Mandated business inspections
o Hotels/Motels/Boarding Houses (all)
o Apartment Buildings (all)
o Schools (all private and public)
• Conduct annual Defensible Space Inspections of all properties in the Very High Fire Severity zone (14,000+)
• Complete business inspections for more than 3,000 businesses in the City and establish a regular schedule of reinspection
• Update the City's Community Risk Assessment , modeling high -risk occupancies and population groups within the City
• Process City-wide permits, development plans, and pre-fire considerations on projects • Inspect all new construction in the City
• Convert record keeping for inspections to the new First Due Software Platform • Implement the hazardous brush clearing program for City properties using grant funds Emergency Management
• Update the City’s Emergency Operations Plan
• Update the Safety Element of the General Plan
• Continue implementing Genasys Evacuation System for the City • Continue training all EOC personnel to the level of Minimum Qualifications for their positions Fire Administration
• Develop a Capital Replacement Plan for fixed and rolling Fire Department assets • Continue tracking the implementation of EnerGov and ensuring the appropriate routing of revenue is occurring
• Develop a Fi re Department onboarding and offboarding process specific to individual employee positions
• Complete the remodel projects for Stations 1, 2, and 3 • Work on planning for the Public Safety Training Facility • Early stage planning for future Fire Station 6
FIRE DEPARTMENT:
PUBLIC WORKS/ENGINEERING:
• Oversee acquisition of the Mobile Command Center using federal funding • Implementation of the module for the public to submit low -level police reports online, estimated to occur in approximately summer 2025, pending budget approval • Remodel the Traffic Bureau office space, pending budget approval • Implementation of the “Drone as First Responder (DFR)” Program • If/when the design phase proceeds for Fire Station 6, w ork on concepts/needs assessment for a potential Police sub-station to be included
• Continued progress toward completion of the Keller Road at I -215 Interchange, including completion of the environmental document, the design phase, and right-of-way acquisition • Oversee completion of the Public Works Yard improvements and relocation of staff from other off - site areas
• Implementation of the ADA Transition Plan, based on requirements of the Consent Decree • Develop a Citywide Open Channel Annual Maintenance Program , including completion of the permitting requirements
• Complete construction of the Murrieta Hot Springs Road w idening project from Margarita Road to Winchester Road
• Complete construction of the Murrieta Hot Springs Road right-turn lane to the Murrieta Plaza shopping center
POLICE DEPARTMENT: