HomeMy WebLinkAboutAGENDA REPORT 2020 0916 CCSA REG ITEM 09ECITY OF MOORPARK, CALIFORNIA
City Council Meeting
of September 16, 2020
ACTION Received and Filed Report.
BY B.Garza.
E. Consider Update on Strategies, Goals and Objectives for Fiscal Years 2019/20
and 2020/21. Staff Recommendation: Receive and file updates of the Strategies,
Goals and Objectives for Fiscal Years 2019/20 and 2020/21. (Staff: Troy
Brown)
Item: 9.E.
MOORPARK CITY COUNCIL
AGENDA REPORT
TO: Honorable City Council
FROM: Troy Brown, City Manager
BY: PJ Gagajena, Assistant City Manager
DATE: 09/16/2020 Regular Meeting
SUBJECT: Consider Update on Strategies, Goals and Objectives for Fiscal
Years 2019/20 and 2020/21
BACKGROUND/DISCUSSION
On May 9, 2019, the City Council held a Special Meeting to conduct a City Council
retreat to create the City’s Strategies, Goals, and Objectives for Fiscal Years 2019/20
and 2020/21. On July 17, 2019, the City Council formally adopted them based on
feedback from the City Council, community input from a citywide survey, staff input, as
well as comments from joint meetings of the City Council and its Commissions.
The Strategies, Goals, and Objectives for Fiscal Years 2019/20 and 2020/21 provide a
strategic pathway for the community and the organization to understand the overall
direction of the City. Each strategy connects the work of the organization to the City’s
Mission Statement of “Striving to preserve and improve the quality of life in Moorpark”.
Each goal and objective is tied to specific tasks that are measurable in the City’s short-
term action plan. However, some goals and objectives may take several years to
complete.
Staff has worked diligently to meet these strategic directives. However, with the onset
of the COVID-19 pandemic earlier this year, the City’s operations and services were
significantly impacted, and some activities were delayed or put on hold. During this
period, work on daily assignments and the strategic objectives were redirected to
COVID-19 management activities and maintaining essential operations and services.
City staff was forced to create new business models to adapt to the new normal by
using alternative communication methods, accelerating the City’s efforts to move
services online, and finding ways to operate with limited staff resources since the hiring
of non-essential positions were frozen. Spending was curtailed to only essential items,
General Fund capital improvements were unfunded, and landscape services were
reduced. The financial impacts of COVID-19 are estimated to be upwards of $1 million
due to losses in taxes and fees, cancelled City events and programming, tax deferrals,
business closures, and residential and commercial evictions. Economic recovery efforts
Item: 9.E.
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has become a major priority for City staff to retain existing businesses by providing
business assistance, notifying businesses of constantly changing state and county
public health orders, sharing financial resources information, and ensuring safe
reopenings.
Attachment B shows progress made on each of the activities outlined in the Strategies
and Objectives for Fiscal Years 2019/20 and 2020/21. A summary of the following
provides a brief summary on the status of each goal and objective listed by strategy:
I. Strategy: Enhance the City’s Economic Development Program.
Efforts to reinvigorate High Street continue to move forward in developing a High Street
Streetscape Plan, including the installation of traffic calming devices, decorative paving,
landscaping, and metal trellis (public art) in the Metrolink parking lot. To attract and
retain businesses citywide, staff is working to implement mobile merchant payment
services and is developing a list of potential Smart City items to assist with sustainable
business retention.
For the goal of evaluating and deploying tools for adaptive reuse of vacant and existing
underutilized sites, staff is working with Kosmont Companies to dispose of former
Moorpark Redevelopment Agency-owned properties and Placeworks, Inc. on
completing a comprehensive update of General Plan elements. Both organizations are
under contract and their work is progressing. The COVID-19 pandemic has slowed
their activities as well, however each is moving forward in their respective categories to
complete the tasks within their purview.
To enhance residential and governmental uses, staff is developing policies and program
guidelines for the use of Art in Public Places and Tree and Landscape fees; identifying
the location, design and construction of a water spray attraction at a City park;
presented to the City Council a Civic Center Master Plan; and researching options to
develop a City “App”.
II. Strategy: Improve Mobility through Transportation and Transit Improvements
Citywide.
With the goal of building and maintaining strong relationships with partner agencies,
staff has been working to receive all required approvals necessary for an encroachment
permit from Caltrans for the Princeton Avenue improvement project. The City has
responded to all comments from Caltrans and is entering the right-of-way certification
process – which is the final Caltrans required process. Of the many tasks listed in this
category, Princeton Avenue Improvements has been the highest priority for the City.
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Work has not progressed on completing the design and right-of-way acquisition for the
Spring Road widening project from south of Flinn Avenue to the McDonald’s driveway
as well as work on enhancing trail, bicycle, and pedestrian facilities by evaluating the
feasibility of connecting the Moorpark Country Club and Meridian Hills equestrian
staging areas with a loop multi-use trail. The City is developing a Trails Master Plan
that will address this item from a more global perspective.
III. Strategy: Enhance Long-Term Financial Sustainability.
To attract job-rich employers and businesses with high point-of-sale figures, a citywide
survey was put on hold due to the pandemic. However, as an alternative, the General
Plan survey may be used to determine the types of businesses and services desired by
the community. Staff is developing an outreach and marketing strategy to promote the
City and attract point-of-sale businesses based on resident preferences, which includes
the development of an economic development and marketing brochure. In identifying
and deploying feasible revenue enhancement strategies, staff has completed
developing a spending plan for use of former Moorpark Redevelopment Agency 2006
Tax Allocation Bonds. Staff is also working on identifying feasible strategies to enhance
service priorities and evaluating benefits and impacts of a two-year budget. To reduce
costs through efficiencies, staff has completed the implementation of the Tyler
Technologies ExecuTime software and is currently updating the City’s purchasing
ordinance.
IV. Strategy: Improve Governmental Operations and Internal Services.
To improve internal infrastructure (operations, technology, software, facilities, data
connectivity) staff has completed updating the City’s Personnel Rules and an
organizational study of the Community Development Department. Staff will be
evaluating options for the re-use of the City Hall Administration Building once a Master
Plan for the Civic Center is adopted which will help inform the City of potential uses that
may be compatible with the Master Plan.
V. Strategy: Enhance Quality of Life for Moorpark Residents
For the goal of facilitating the development of housing options for all income levels, staff
has presented housing development projects such as the Green Island Villas, Chiu
project, Moorpark 67/Rasmussen project, and Hitch Ranch. To implement Smart City
strategies, staff is near completion of the Broadband Strategic Plan and streetlight
conversions to energy efficient lighting. For the goal of enhancing public safety
resources and outcomes, staff is evaluating the feasibility of expanding security camera
systems to additional locations; evaluating current police resources; and has partnered
with the California Highway Patrol and other public safety agencies to conduct driving
under the influence (DUI) checkpoints. In enhancing municipal service delivery through
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proper maintenance and improvement of City facilities and programs, staff is overseeing
the improvement of the Metrolink parking lots; preparing an updated Pavement
Management System; and acquired grant funding for installation of universally
accessible play equipment.
VI. Strategy: Continue Environmental Protection and Stewardship Efforts.
To achieve the goal of conserving and enhancing natural resources, open space, and
greenbelt areas, staff is working to develop a policy for parkway tree maintenance on
residential streets and guidelines for tree removals; completed identifying options for
use of an 80-acre City-owned open space parcel in the Tierra Rejada Valley; and
developing rules for the use of the Country Club Estates and Meridian Hills equestrian
staging areas. To promote sustainability, environmental protection, and flood control
capabilities, staff is updating the City’s 1995 Master Drainage Plan; developing a Tree
Master Plan and Maintenance Plan; and developing an Integrated Pest Management
Plan.
Staff has put forth a great deal of effort in working to complete the City’s strategic
directives. Any items delayed or put on hold during the COVID-19 pandemic are being
revaluated and will be assigned revised due dates to provide a realistic timeframe for
completion.
FISCAL IMPACT
The Strategies, Goals, and Objectives are consistent with the City’s budget priorities
and items that can be funded for the fiscal year are budgeted. Some items have been
placed on hold until funding can be identified.
COUNCIL GOAL COMPLIANCE
This action provides an update to the City’s current strategic directives.
STAFF RECOMMENDATION
Receive and file updates of the Strategies, Goals and Objectives for Fiscal Years
2019/20 and 2020/21.
Attachment A: Summary of Strategies, Goals and Objectives for Fiscal Years 2019/20
and 2020/21 Approved by City Council on July 17, 2019
Attachment B: Current Status of Strategies, Goals and Objectives for Fiscal Years
2019/20 and 2020/21 as of September 16, 2020
68
CITY OF MOORPARK
Strategies, Goals, and Objectives
FY 2019/20 and FY 2020/21
(Approved by City Council July 17, 2019)
ATTACHMENT A
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74
75
76
GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
1.1 Reinvigorate High
Street
1.1.1 Modify the approved High Street
Streetscape Plan. Develop Phasing Plan
and construct selected portions of the
High Street, Streetscape Plan, including
traffic calming devices, decorative
paving, landscaping, and metal trellis
(public art) in the Metrolink parking lot by
June 30, 2020. (CD, PRCS & CE/PW)
Task 1: Develop Phasing Plan
and construct selected
portions of the High Street,
Streetscape Plan
CD, PRCS &
CE/PW Staff Effort 6/30/2020 Project on hold
Task 1: Research and Identify
potential mobile credit card
payment devices compatible
with current merchant
account.
PRCS Staff Effort 12/1/2019 Completed
Task 2: Ensure procedures
are in place for mobile credit
card processing and update
credit card processing policy if
needed.
PRCS/FIN Staff Effort 12/27/2019 Project on hold
Task 3: Evaluate cost-benefit
alternatives and facilitate
procurement &
implementation.
PRCS/FIN N/A 12/31/2019 Project on hold
Task 4: Update City Council
5.9 for mobile credit card
acceptance and processing.
PRCS/FIN Resources
Needed 12/31/2019 Fin: Waiting on
completion of Task 2
Task 7: Train staff and
implement mobile credit card
processing.
PRCS Staff Effort 12/31/2019 Not funded in FY 20/21
Task 1: Retain consultant to
prepare list of potential Smart
City items to assist with
sustainable business
retention.
CM N/A 11/15/2019 Completed
Task 2: Develop list of
potential Smart City items to
assist with sustainable
business retention and
present it to City Council.
CM N/A 12/30/2019
Underway – Consultant
hired, but project is
behind schedule
STRATEGY I: Enhance the City's Economic Development Program
Task 5: Purchase devices. PRCS Not funded in FY 20/21
1.2.2 Develop list of potential Smart City
items to asist with sustainable business
retention for City Ccouncil consideration
by December 30, 2019.
1.2.1 Offer mobile merchant payment
services during Recreation events by
December 31, 2019.
1.2. Attract and assist with
retention for sustainable
businesses Citywide,
including Smart City and
other strategies.
Resources
Needed 12/31/2019
Task 6: Install devices and
software and link to merchant
account.
PRCS Resources
Needed 12/31/2019 Not funded in FY 20/21
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ATTACHMENT B
GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY I: Enhance the City's Economic Development Program
1.3.1 Dispose of applicable former
Moorpark Redevelopment Agency owned
properties.
Task 1: Include relevant
information on ROPS. Monitor
Bond covenants. Distribute
proceeds to County.
PRCS/FIN N/A N/A
UnderwayKosmont’s
SA fees included on
ROPS FY 21-22
Task 1: Release RFP for
professional consulting
services for GP update and
EIR.
CDD
$500,000 budget
amendment
(approved
9/4/19)
Completed
Task 2: Create proposal
review team.CDD Staff assistance
from other depts 11/11/2019 Completed
Task 3: Review proposals
and short-list to top four for
interviews.
CDD Staff assistance
from other depts 11/27/2019 Completed
Task 4: Conduct interviews. CDD
Staff assistance
from other depts 12/6/2019 Completed
Task 5: Negotiate and
prepare consultant contract,
and place on City Council
agenda for action.
CDD/CM
Likely will
require an
additional
budget
amendment
1/15/2020 Completed
Task 6: Hold kick-off meeting
with consultant.CDD Staff assistance
from other depts Q1 - 2020 Completed
Task 7: Consultant
preparation of existing
conditions context, interviews
with departments & agencies,
creation of DAC (internal staff
committee) and TAC (citizen
committee), and preparation
of outreach strategy.
CDD Staff assistance
from other depts Q1 - 2 2020 Underway
1.3.3 Evaluate options for partial
development, sale, or continued lease of
Buttercreek Park by June 30, 2020.
Task 1: Discuss potential
opportunities for development
as part of Warmington Homes
Project on Beltramo Ranch
Road.
PRCS
Currently a staff
effort; may
require
resources
6/30/2020 Process delayed due to
public health crisis
Task 1: Hold workshop with
Planning Commission to
identify key aspects of
proposed Mixed-Use Overlay
Ordinance.
CDD 3/24/2020
No longer working on
stand-alone mixed-use
ordinance;
development of mixed-
use tools will be rolled
into the General Plan
Update
Task 2: Prepare draft
ordinance and take to City
Council for consideration.
CDD 4/15/2020 See above comment
Task 1: Complete preparation
of Arts Master Plan to update
polices and identify program
guidelines for use of Art in
Public Places fees.
PRCS In Budget 6/30/2020
Project delayed due to
public health crisis;
staff anticipates
completion in
September
Task 2: Develop Program
Guidelines for use of Tree and
Landscape Fees.
PRCS Staff Effort 6/30/2020 No progress
Task 3: Monitor reserves. PRCS/FIN N/A 6/30/2020 No progress
Task 1: Define potential
locations for water spray
attraction at a City park.
PRCS Staff Effort 1/30/2020 Completed
Task 2: Take recommendation
to Parks and Recreation
Commission
PRCS Staff Effort 3/31/2020 Behind schedule
Task 1:Identify Architect,
prepare master plan.PRCS Staff Effort Completed
Task 2: Present Master Plan
Recommendations to City
Council.
PRCS Staff Effort Completed
Task 3: Begin Design of New
Library.PRCS In Budget 10/31/2020 Waiting on prior task
Task 1: Identify vendor to
develop City mobile app.CM N/A 10/1/2019 No progress
Task 2: Develop scope of
work and City mobile app.CM Resources
Needed 12/10/2019 Waiting on prior task
Task 3: Deploy City mobile
app.CM N/A 12/30/2019 Waiting on prior task
1.3.2 Prepare a comprehensive update of
Land Use, OSCAR, and Circulation
Elements including environmental
documentation, and ensure internal
consistency among all General Plan
Elements. Consider creation of a Natural
Open Space land use designation and
the City’s vision for land within the City’s
Area of Interest as part of the Land Use
Element. Present Land Use Element to
the City Council by January 31, 2022, and
present the Circulation Element including
possible designation of Moorpark Avenue
(SR 23) between Casey Road and Los
Angeles Avenue (SR 118) as an arterial
street to the City Council by October 31,
2022. Present OSCAR Element including
a Trails Master Plan to City Council by
June 30, 2022. Upon adoption of any
General Plan Amendments, prepare
necessary changes to the Zoning
Ordinance to ensure conformity and
consistency with the General Plan.
1.3.4 Develop program to encourage new
multi-and single family housing projects
on underutilized residential and
commercial sites within the City with a
report to the City Council by Feb. 28,
2021.
1.3 Evaluate and deploy
tools for adaptive reuse of
vacant and existing
underutilized sites with
property owners.
1.4.4 Develop a City “App” that can be
deployed to residents to push information
and connect to City services by
December 30, 2019.
1.4. Enhance residential
and governmental uses.
1.4.2 Consider recommendation for
location, design, and construction of
water spray attraction at a City park by
March 31, 2020.
1.4.3 Develop conceptual design
proposal for new City Hall and Library
including a Civic Center Master Plan, by
June 30, 2020, with Library as the initial
construction phase.
1.4.1 Develop policies and program
guidelines for use of Art in Public Places
and Tree and Landscape fees by June
30, 2020.
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
2.1.1 Evaluate use of
protected/permissive left turn and
flashing yellow left turn traffic signals
Task: Staff has requested
Caltrans accomplish a pilot
installation on SR 118
PW N/A No progress - not
due
2.1.2 Complete the design and right-of-
way acquisition needed for the east side
of Spring Road widening project from
south of Flinn Avenue to McDonald’s
driveway, and award bid for project
construction by January 31, 2020.
Task 1: City's Right-of-Way
Consultant is negotiating
extensions of Temporary
Construction Easements with
4 property owners
PW Need Resources 1/31/2020 Behind schedule
2.2.1 Evaluate feasibility of connecting
the Moorpark Country Club equestrian
staging area and the Meridian Hills
equestrian staging area with a loop multi-
use trail.
Task 1: Identify potential trail
alignment and property
access issues needed to
facilitate construction of the
trail linkage.
PRCS Need Resources N/A
No progress - not
due until 2021
2.2.2 Determine feasibility of constructing
a sidewalk on Arroyo Drive from Collins
Drive to east City limits, and in
conjunction with City of Simi Valley and
County of Ventura, pedestrian and bike
connections between Collins Drive and
Madera Road by December 31, 2019,
with sidewalk adjacent to Villa del Arroyo
Mobile Home Park to be constructed by
March 31, 2020.
Task 1: Sidewalk construction
is feasible. Staff is going to
obtain proposal from an
engineer to design sidewalk
and street resurfacing shortly.
The long range plan for the
rest of Arroyo and Collins
Drive will not occur before
2021.
PRCS Need Resources 12/31/2019
Behind schedule -
project being
scoped from Villa
Del Arroyo to
eastern City limits
Task 1: Identify potential trail
alignment and property
access issues needed to
facilitate construction of the
trail linkage.
PRCS Need Resources 9/30/2020
No progress - not
due until 2021
Task 2: Identify and apply for
grant funding to master plan
trail linkage.
PRCS Need Resources 12/30/2020
Waiting on prior
task
Task 3: Identify consultant to
master plan trail linkage.PRCS Need Resources 2/28/2021
Waiting on prior
task
2.3.1 Commence construction of
Princeton Avenue widening from Condor
Drive west to 1,500 feet east of Spring
Road by December 31, 2020.
Task 1: Staff, Consulting
Engineer and Caltrans are
working to resolve a
geotechnical issue adjacent to
a tall bridge column to
complete Plan Check #3
PW Funded 12/31/2020
Additional
geotechnical study
and strucural
analysis is now
complete and fifth
plan began June
12, 2020. Final
hurdle before
bidding is Right of
Way approval
2.3.2 Complete design and acquire right-
of-way to widen Los Angeles Avenue
between Spring Road and Moorpark
Avenue by December 31, 2020.
Task 1: Private property needs
to be acquired. AECOM needs
to update their design.
PW Not Funded 12/31/2020 Behind schedule
2.3.3 Obtain Caltrans approval for
phased construction of a raised median
on Los Angeles Avenue from Spring
Road to SR 23 Freeway by December 30,
2019. Future phases will complete
median to western city limits.
Task 1: Caltrans approved the
design. Staff is working on bid
package for Council
appproval.
PW Funded 12/30/2019
On hold. Ready for
bidding however
LA AOC funding
may be used up by
Princeton Ave
project
2.3.4 Realign the intersections of
Poindexter Avenue/First Street at
Moorpark Avenue (SR 23) and High
Street at Moorpark Avenue (SR23) and
improve Moorpark Avenue (SR23) from
approximately Charles Street south to a
point consistent with Caltrans
requirements south of Poindexter
Avenue/First Street with a conceptual
improvement plan presented to the City
Council by June 30, 2021.
Task 1: Project must be
completed before 2037 to
utilize CEMEX funding
PW Not Funded
STRATEGY II: Improve Mobility through Transportation and Transit Improvements Citywide
2.1 Build and maintain
stron relationships with our
partner agencies, such as
Caltrans and regional
transit agencies, and state
and regional legislators.
2.2.3 Develop a trail linkage between City
and Happy Camp Canyon Regional Park
by December 31, 2021.
2.2 Enhance trail, bicycle,
and pedestrian facilites.
2.3 Identify key
progammatic and capital
improvements and
infrastructure needed to
attain desired Levels of
Service.
1 of 2
79
GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY II: Improve Mobility through Transportation and Transit Improvements Citywide
2.4.1 Work with VCTC, CHP, Caltrans,
and County of Ventura to site two
replacement, permanent truck scale
facilities west of the City.
Task 1: Staff continues to
follow up with Caltrans staff VCSO/CM Not Funded
Caltrans projects
their planning will
be complete by
April 2021
2.4.2 Develop plan to update traffic signal
controller equipment and software for
presentation to City Council by March 30,
2020.
Task 1: Purchasing of
equipment underway PW Staff Effort 3/30/2020
First controller
replaced; three
additional
controllers to be
delivered in July
2.4.3 Conduct special enforcement of
truck/vehicle safety along Los Angeles
Avenue to educate commercial drivers on
unsafe conditions of tractor trailers
coming through the City.
VCSO
Funded - Part of
Operating
Budget
Ongoing
120 hours special
enforcement since
July + 240 hours
regular
enforcement since
July 2019
2.4 Address truck
traffic/safety.
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
Task 1: Develop survey. CM TBD 4/30/2020 No progress
Task 2: Complete survey and
present results.CM 6/30/2020 Waiting on prior
task
Task 1: Complete survey. CM N/A 6/30/2020 Delayed by COVID
Task 2: Develop outreach
and marketing strategy.CM TBD 12/30/2020
Waiting on prior
task
Task 1: Identify prior direction
provided to staff.CM N/A 12/1/2019 Completed
Task 2: Complete staff report
to City Council.CM N/A 12/30/2019
Completed
Initial discussion
with Council on
2/5/20. Direction
provided, staff to
return to Council
with proposed use
of funds.
Task 3: Calculate available
amount.FIN N/A 12/31/2019 Completed
Task 4: Include relevant
information on ROPS.FIN N/A 12/31/2019 Completed
Task: 1 Identify residents’
priorities for City services.CM Resources
Needed 4/30/2020 Completed
Task 2: Recommend feasible
strategies to enhance service
priorities.
CM N/A 6/30/2020
On hold due to
COVID
3.3 Enhance long-term
financial sustainability.
3.3.1 Evaluate benefits and impacts of a
2-year budget and make a
recommendation to City Council by
September 30, 2020.
Task 1: Research pros and
cons. Prepare a presentation. FIN N/A 9/30/2020 No progress
Task 1: ExecuTime has
already been implemented.FIN N/A 8/3/2019 Completed
Task 2: Working on web
access for the Managers.FIN Resources may
be needed 8/9/2020 Completed
3.4.2 Update City’s purchasing ordinance
to include standards for procurement
described by the Uniform Guidance by
December 31, 2019.
Task 1: Met with City Attorney
on 1/15/20. Draft will be
issued and sent to him for
initial review by 2/28/20.
FIN N/A 12/31/2019 Underway
Task 1: Identify consultant to
assist with development of
inventory and replacement
schedule.
PRCS Resources
Needed 1/30/2020 Completed
Selected Willdan
Task 2: Work with PRCS and
Willdan and make sure all
costs are captured.
PRCS/FIN Resources may
be needed 3/31/2020 Project kick off
completed
Task 3: Complete Inventory
and Replacement Schedule.PRCS Resources
Needed 10/1/2020 Waiting on prior
task
Task 4: Define new policies
and procedures related to
landscape maintenance
district maintenance and
replacement costs and levy
calculation.
PRCS Resources
Needed 11/30/2020 Waiting on prior
task
STRATEGY III: Enhance Long-Term Financial Sustainability
3.1 Emphasize attraction
of job rich employers and
businesses with high point-
of-sale figures.
3.2.2 Identify residents’ priorities for City
services and recommend feasible
strategies to enhance service priorities by
June 30, 2020.
3.2 Identify and deploy
feasible revenue
enhancement strategies.
3.2.1 Develop Spending Plan for use of
former Moorpark Redevelopment Agency
2006 Tax Allocation Bonds for
Presentation to City Council by
December 31, 2019.
3.4.1 Implement Tyler Technologies
ExecuTime software to improve time and
attendance processes; automate data
entry of time into the payroll system; and
streamline job costing to various
developer and City capital improvement
projects by August 9, 2020.
3.4.3 Develop inventory of landscaping
assessment districts facilities
maintenance and replacement schedule
to improve levy calculation and capital
reserve funding by March 31, 2020.
3.4 Reduce costs through
efficiencies.
3.1.1 Survey residents to determine the
types of businesses and services desired
by the community by June 30, 2020.
3.1.2 Develop an outreach and marketing
strategy to promote the City and attract
point-of-sale businesses based on
resident preferences by December 30,
2020.
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
Task 1: Identify website
design vendor.CM N/A 1/1/2020 Completed
Task 2A: Provide additional
on-line services.CM TBD 12/31/2020 No progress
Task 2B: Improve video
archive interface.CM TBD 12/31/2020 Underway
Task 2C: Improve ADA
consistency.CM N/A 12/31/2020 No progress
Task 3: Complete website
update.CM N/A 12/31/2020
Waiting on prior
task
Task 1: Submit Draft
Personnel Rules for City
Attorney Review.
CM N/A 11/6/2019 Completed
Task 2: Submit Draft
Personnel Rules for SEIU
Local 721 Review.
CM N/A 4/3/2020 Completed
Task 3: Schedule Resolution
Adopting Revised Personnel
Rules for City Council
approval.
CM N/A 3/18/2020 Completed
Task 1: Consultant to Revise
Executive Summary.CM N/A 11/30/2019 Completed
Task 2: Consultant to share
results with Dept. Heads.CM N/A 12/31/2019 Completed
Task 3: Hire consulting firm to
prepare analysis and report.CDD/CM
Utilized salary
savings; no
budget
amendment
required
Completed
Task 4: Receive report with
identified areas of concern
and recommendations.
CDD/CM Completed
Task 5: Prepare
implementation plan for short
and long term actions.
CDD Q4 - 2019 Completed
Task 6: Present report
summary and implementation
plan to City Council.
CDD Q4 - 2019 Completed
Task 1: CM Office will work
with CJPIA to schedule all
mandatory (as required by
Federal and State law)
employee training annually for
each new fiscal year. If CJPIA
training is not available, the
CM Office will look for other
training providers.
CM N/A 12/31/2019 Completed
Task 2: CM Office will provide
a link to all employees for
completed current list of
mandatory training classes
scheduled for each fiscal year.
CM N/A Underway
Task 3: Human Resources
will review all draft
performance evaluations to
ensure there is inclusion of
annual training requirements
in response to performance
concerns and to achieve
development objectives.
CM N/A 12/31/2019 Underway
4.2.2 Complete succession plan for
organization by December 31, 2021.
Task 1: Complete succession
plan.CM TBD 12/31/2021
Not started, not
due until Dec.
2021
STRATEGY IV: Improve Governmental Operations and Internal Services
4.1.3 Conduct an Organization and
Management Study of the Community
Development Department to review and
analyze the development process and
prepare an implementation plan by
December 31, 2019.
4.1 Evaluate and improve
internal infrastructure
(operations, technology,
software, facilities, data
connectivity) to facilitate
efficient service delivery.
4.1.2 Present update of City’s Personnel
Rules to City Council by December 31,
2020.
4.2.1 Evaluate training and development
gaps among employees and develop
annual training schedules.
4.2 Implement employee
development and
succession planning
programs.
4.1.1 Complete an update of the City’s
website design; enhance website service
delivery with additional options to request
and receive City services online, an
improved video archive interface,
consistency with ADA requirements, and
other best practices for municipal
websites by December 31, 2020.
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY IV: Improve Governmental Operations and Internal Services
4.3.1 Develop a plan to update portions
of the Moorpark Municipal Code by
December 31, 2020.
Task 1: Schedule meetings
with Department Heads in first
quarter 2020 to discuss Code
sections within their functional
areas requiring updates and
develop priority matrix.
CM TBD 12/31/2020
Due to COVID-19
priorities, Task 1
was unable to be
initiated
Task 1: Identify Architect and
consultants.PRCS Resources
Needed 3/31/2020 No progress
Task 2: Prepare plans to
evaluate feasibility and
conceptual plans for
expansion of Arroyo Vista
Recreation Center.
PRCS Resources
Needed 6/30/2020 Waiting on prior
task
Task 1: Discuss feasibility of
lease with Southern California
Edison property managers .
PRCS Staff Effort Completed Completed
Task 2: Formulate and
present information to Parks
and Recreation Commission
for recommendation to City
Council.
PRCS Staff Effort 6/30/2019
Delayed due to
public health crisis
Task 3: Present Parks and
Recreation Commission
recommendation to City
Council.
PRCS Staff Effort 9/30/2019
Waiting on prior
task
4.3.4 Evaluate options for re-use of City
Hall Administration Building.
Task 1: Formulate reuse
options for City Hall based on
master plan selection by City
Council.
PRCS Staff Effort **
**Work on this is
pending
completion of City
Hall Master Plan
process
4.3.2 Evaluate feasibility and develop
conceptual plan to expand Arroyo Vista
Recreation Center, including office space
and activity rooms, by June 30, 2020.
4.3.3 Determine feasibility of leasing a
portion of the Southern California Edison
property adjacent to Arroyo Vista
Community Park to expand parking and
provide active passive recreational uses
by September 30, 2019.
4.3 Evaluate
operations/programs and
buildings/facilities to
maximize operational
efficiency.
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
Task 1: Kozar/Grand
Moorpark (Green Island Villas)
to Planning Commission for
review and recommendation.
CDD 10/22/2019 Completed
Task 2: Kozar/Grand
Moorpark (Green Island Villas)
to City Council for action.
CDD 12/30/2019 Completed
Task 3: Chiu project –
Contract planner to review
project application and
coordinate CEQA analysis.
CDD Q1 - 2020
Task 4: Chiu project –
Contract planner to prepare
reports, resos, ordinances and
present to Planning
Commission for review and
recommendation and City
Council for final action.
CDD Q2 - 3 2020
Task 1: Moorpark
67/Rasmussen project –
Contract planner to work with
applicant to develop project
design (access) and project
description.
CDD 6/1/2020
Project reviewed
by DRC on
12/6/19. Working
with applicant to
finalize project
design and
description in order
to kick-off CEQA
analysis.
Anticipating
entitlments in late
2020
Task 2: Moorpark
67/Rasmussen project – City
Manager to request ad hoc
committee and negotiate
Development Agreement.
CM 6/1/2020 Completed
Task 3: Moorpark
67/Rasmussen project –
Contract planner to coordinate
CEQA analysis.
CDD 6/1/2020 Underway
Task 4: Contract planner to
prepare reports, resos,
ordinances and present to
Planning Commission for
review and recommendation
and City Council for final
action.
CDD 6/1/2020
Goal to get through
Council by end of
2020
Task 5: Sunbelt Specific Plan
– City Manager to determine
whether to lift requirement for
specific plan.
CDD/CM Jun-20
Applicant to submit
request letter and
$5K deposit. Goal
to take to Council
summer of 2020
for consideration
Task 1: Hitch Ranch
application review and
development of Specific Plan.
CDD 6/1/2020
Project reviewed
by DRC on
11/4/19.
Task 2: Hitch Ranch CEQA –
preparation of EIR.CDD 6/1/2020
Underway. Led by
Applicant, but will
be peer reviewed
by City consultant
Task 3: Hitch Ranch CEQA –
preparation of EIR.CDD 6/1/2020
Likely first half of
2020
Task 4: Hitch Ranch to PC for
recommendation.CDD 6/1/2020
Will likely occur Q4
2020
Task 5: Hitch Ranch to CC for
final action.CDD 6/1/2020
Will likely occur Q4
2020
STRATEGY V: Enhance Quality of Life for Moorpark Residents
5.1.1 Present for City Council
consideration General Plan Amendment
(GPA) of Land Use Element and
accompanying entitlements for
GPA 2005 – 02 (Chiu) and
GPA 2014 – 01 (Kozar/Grand
Moorpark/Sky Line 66 LLC) by December
30, 2019.
5.1.2 Present for City Council
consideration General Plan Amendment
(GPA) of Land Use Element and
accompanying entitlements for GPA 2016-
02 (Moorpark 67/Rasmussen/West
Pointe Homes) and GPA 2015-01 for
Sunbelt Specific Plan by June 30, 2020.
(CD & CM)
5.1.3 Present for City Council
consideration General Plan Amendment
(GPA) of Land Use Element and
accompanying entitlements for Specific
Plan No. 1 (Hitch Ranch) by June 30,
2020.
5.1 Facilitate development
of housing options for all
income levels
Project needs
significant design
work and analysis.
Anticipating
entitlments in late
2020
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY V: Enhance Quality of Life for Moorpark Residents
Task 1: Retain consultant to
prepare Broadband Strategic
Plan.
CM N/A 8/1/2019 Completed
Task 2: Present Broadband
Strategic Plan to City Council
for adoption.
CM N/A 12/31/2019
Plan to present to
City Council in Q4
2020
Task 1: Retain consultant to
prepare list of potential Smart
City items to assist with
sustainable business.
CM N/A 11/15/2019 Completed
Task: 2 Develop list of
potential Smart City items to
assist with sustainable
business retention and
present it to City Council.
CM N/A 12/30/2019 Underway
Task 1: Record
Assets/Depreciation FIN/PW N/A 12/30/2019 Completed
Task 2: Develop replacement
schedule and determine
funding sources - Lights
purchased in September
2019. LED fixtures scheduled
for installation Spring 2020.
PW N/A 12/30/2019
Underway, 85%
complete as of
June 30, 2020.
High Street
decorative lights to
follow in summer.
Task 1: Identify consultant to
evaluate expansion of security
camera system.
PRCS Staff Effort 6/30/2020 Completed
Task 2: Consultant evaluates
expansion of security camera
system and provides
recommendations.
PRCS Resources
Needed 6/30/2020
Process delayed
due to public
health crisis.
Task 3: Recommendations
presented to City Council. PRCS Staff Effort 9/30/2020
Waiting on prior
task
Task 1: Work with Police
Chief to identify current levels
of service.
CM TBD 3/31/2020 Underway
Task 2: Police Chief to
determine staffing models and
options for service
enhancements, with funding.
CM TBD 6/30/2020
Waiting on prior
task
5.3.3 Partner with California Highway
Patrol and other public safety agencies to
conduct DUI enforcement at least four
checkpoints to educate the public and
enforce DUI restrictions and lower
instances of DUI related accidents by
June 20, 2021.
Task 1: 10 saturation days
targeting DUI and 1
checkpoint occurred.
VCSO Staff Effort Ongoing Ongoing
5.3.1 Evaluate feasibility of expanding
security camera systems to additional
locations by June 30, 2020.
5.3.2 Evaluate current Police resources
and present options for increased Police
resources through contract with Ventura
County to City Council by June 30, 2020.
5.3. Enhance public safety
resources and outcomes.
5.2.1 Conduct study of commercial
Broadband in City to a) identify
infrastructure currently in place; b) gaps
in the current infrastructure and; c)
recommend actions to improve
infrastructure, determine funding needs,
evaluate options to provide funding, and
evaluate other actions needed to achieve
desired level of commercial Broadband
services within the City with a report to
the City Council by December 31, 2019.
5.2.2 Develop list of potential short-term
Smart City projects for City Council
review by June 30, 2020. (DUPLICATE)
5.2.3 Complete purchase and convert
City streetlights to a more energy efficient
lighting source by December 30, 2019.
5.2 Implement Smart City
Strategies
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY V: Enhance Quality of Life for Moorpark Residents
Task 1: Identify scope and
goals of Parks, Recreation,
and Community Service
Master Plan update.
PRCS Staff Effort
Delayed due to
General Plan
update and Arts
Master Plan -
Kickoff planned
Fall 2020
Task 2: Identify Consultant to
prepare update to Parks,
Recreation and Community
Services Master Plan update.
PRCS Resources
Needed
Waiting on prior
task
Task 3: Begin Master
Planning process.PRCS Resources
Needed
Waiting on prior
task
Task 1: Identify scope and
goals for Youth Master Plan in
collaboration with youth
serving agencies.
PRCS Staff Effort TBD
To be undertaken
in conjunction with
Parks Master Plan
update.
Task 2: Identify consultant to
prepare Youth Master Plan PRCS Staff Effort TBD
Task 3: Begin Master
Planning process.PRCS Resources
Needed TBD
Task 1: Identify potential trail
alignment , length, and
property access issues
needed to facilitate
construction of the bike path.
PRCS Staff Effort 3/30/2020 In process
Task 2: Identify consultant to
provide conceptual plan of
path, construction cost
estimates.
PRCS Resources
Needed 6/30/2020
Planned to
complete in Fall
2020
Task 3: Identify grant funding
sources to construct the
bicycle path improvements.
PRCS Staff Effort 12/31/2020
5.5.1 Complete South Parking lot and
renovate the existing north Metrolink
parking lot and expand the parking lot to
the west for a net increase of 29 parking
spaces by June 30, 2020.
Task 1: Completed design and
award bid.PW Staff Effort 6/30/2020
South Lot's new
driveway should be
complete in Sep
2020. Staff goal is
to go to bid on
North Lot
immediately
following
5.5.2 Prepare an updated Pavement
Management System and associated
projections for maintenance and
improvement costs by June 30, 2020.
Task 1: Procure consulant to
conduct work.PW
Funding
available in
Engineering
Division Budget
6/30/2020
County's June
proposal exceeds
available City
funding. City
Engineer has
started
conversation with a
private consultant
Task 1: Identify grant funding
opportunities.PRCS Staff Effort 1/15/2020 Completed
Task 2: Identify consultant to
provide conceptual plan of
path, construction cost
estimates.
PRCS Resources
needed 6/30/2020 Completed
Task 3: Prepare and submit
grant application.PRCS Staff efforts 2/3/2020 Completed
5.5.3 Seek grant funding for installation of
universally accessible play equipment.
5.5. Enhance municipal
service delivery through
proper maintenance and
improvement of City
facilities and programs.
5.4.3 Evaluate feasibility of constructing
an improved bicycle path on the north
side of the Arroyo Simi, from the
pedestrian bridge at Arroyo Vista
Community park to the east side of
Spring Road, including a bridge
undercrossing and connections to
existing bike lanes on Spring Road by
December 31, 2020.
5.4. Promote community
engagement and Healthy
City activities.
5.4.1 Update Parks, Recreation and
Community Services Master Plan by
June 30, 2020.
5.4.2 Develop a Youth Master Plan in
collaboration with the various agencies
that serve Moorpark youth, including
MUSD and Moorpark Boys and Girls
Club, and interested residents to identify
existing needs, services and programs,
including but not limited to the expansion
needs of the Moorpark Boys and Girls
Club by June 30, 2021.
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GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
Task 1: Research parkway
tree maintenance policies and
tree removal guidelines of
adjacent cities.
PRCS Staff effort 4/30/2020 Not started
Task 2: Develop policies for
parkway tree maintenance
and tree removals, including
funding sources.
PRCS Staff effort 9/30/2020 Waiting on prior task
Task 1: Identify funding
sources for project planning
and construction.
PRCS Staff effort 10/31/2019
Completed
Identified Recreational
Trails Program grant
funding for this project
Task 2: Hire Consultant and
begin conceptual design
planning.
PRCS
Budget
Amendment
needed
11/30/2019 Completed
Task 3: Prepare grant
application and apply for
funding
PRCS Staff effort 2/3/2020
Completed
Grant award notice in
the Fall. Funds not
available until 2021
Task 4: Once grant funds
awarded, commence with
design and construction of
project.
PRCS Resources
needed 6/30/2020 Waiting on prior task
Task 1: Research equestrian
staging area rules and
procedures from surrounding
park districts.
PRCS Staff effort TBD Not started
Task 2: Formulate rules for
use of equestrian staging
areas to facilitate safe
enjoyment of these facilities.
PRCS Staff effort 12/31/2020 Waiting on prior task
6.2.1 Update City's 1995 Master
Drainage Plan and incorporate needed
improvements into Capital Improvement
Program by June 30, 2021
Task 1: Developers including
Mansi, Comstock, A-B are
already working on
improvements
CE/PW & CDD Not Funded 6/30/2021
Task 1: Identify and hire
Consultant(s) to prepare tree
inventory and mapping and
develop tree master plan.
PRCS Staff effort Completed
Task 2: Identify funding
sources for planning
documents and tree inventory.
PRCS Staff effort TBD
Project on hold. Not
funded in Fiscal Year
20/21
6.2.3 Develop an Integrated Pest
Management Plan (IPM) for City
landscape operations by June 30, 2021.
Task 1: Research IPM’s and
policies from surrounding
Cities/County and develop
City’s IPM.
PRCS Staff effort 12/30/2020 Not started
STRATEGY VI: Continue Environmental Protection and Stewardship Efforts
6.2.2. Develop a Tree Master Plan and
Maintenance Plan including tree
inventory and mapping by June 30, 2021.
6.1.3 Develop rules for use of Country
Club Estates and Meridian Hills
equestrian staging areas by December
31, 2020.
6.1. Conserve and
enhance natural
resources, open space
and greenbelt areas.
6.1.2 Develop options for use of 80-acre
City owned open space parcel in the
Tierra Rejada Valley for consideration by
the City Council by June 30, 2020.
6.1.1 Develop a policy for parkway tree
maintenance on residential streets and
guidelines for all tree removals
administered by City by September 30,
2020.
6.2 Promote sustainability,
environmental protection,
and flood control
capabilities through City
efforts and through
strategic partnerships.
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