HomeMy WebLinkAboutAGENDA REPORT 2021 0414 SPEC JT CC PC ITEM 05ACITY OF MOORPARK, CALIFORNIA
City Council Meeting
of April 14, 2021
ACTION Consensus of the City Council and
Planning Commission to Receive and File
the Strategies, Goals and Objectives
Updates.
BY B.Garza.
A. 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: 5.A.
MOORPARK CITY COUNCIL
AND MOORPARK BOARD/COMMISSIONS
SPECIAL MEETING AGENDA REPORT
TO: Honorable City Council
Honorable Arts Commission
Honorable Parks and Recreation Commission
Honorable Library Board
Honorable Planning Commission
FROM: Troy Brown, City Manager
DATE: 04/14/2021 Special Meetings
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 last 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,
Item: 5.A.
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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
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 2 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 are on hold and will coincide with the development of
the High Street Depot project. The implementation of mobile merchant payment
services is also on hold since funding was not allocated for it in Fiscal Year 2020/21 due
to other priorities. A list of potential Smart City items to assist with sustainable business
retention has been completed.
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; 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 worked with Caltrans to acquire an encroachment permit on December 11, 2020,
for the Princeton Avenue improvement project. The City is undertaking the right-of-way
certification process and construction is expected to be completed within 24 months.
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 and recently completed National Community 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, and created 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 updated the City’s Personnel Rules, completed an organizational
study of the Community Development Department, and evaluated training and
development requirements. 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 completed 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
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influence (DUI) checkpoints. In enhancing municipal service delivery through 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
completed the rules for the use of the Country Club Estates and Meridian Hills
equestrian staging areas. To promote sustainability, environmental protection, and
flood control capabilities, the update of the City’s 1995 Master Drainage Plan, Tree
Master Plan and Maintenance Plan, and Integrated Pest Management Plan are on hold
until funding can be identified.
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, if necessary.
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 1: Summary of Strategies, Goals and Objectives for Fiscal Years 2019/20
and 2020/21 Approved by City Council on July 17, 2019
Attachment 2: Current Status of Strategies, Goals and Objectives for Fiscal Years
2019/20 and 2020/21 as of December 31, 2020
4
CITY OF MOORPARK
Strategies, Goals, and Objectives
FY 2019/20 and FY 2020/21
(Approved by City Council July 17, 2019)
ATTACHMENT 1
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GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTTask 1: Develop Phasing Plan and construct selected portions of the High Street, Streetscape PlanCDStaff Effort 6/30/2020Project on holdTask 2: Review and update final design of Streetscape PlanCDStaff Effort 6/30/2021Waiting on prior taskTask 1: Research and Identify potential mobile credit card payment devices compatible with current merchant account.PRCS Staff Effort 12/1/2019CompletedTask 2: Update City Council 5.9 for mobile credit card acceptance and processing.PRCS Staff Effort 12/27/2019Project on hold pending funding; Funding requested at FY 20/21 mid-yearSTRATEGY I: Enhance the City's Economic Development ProgramTask 5: Purchase devices. PRCSNot funded in FY 20/211.2.1 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 12/31/2019Task 6: Install devices and software and link to merchant account.PRCS1.1 Reinvigorate High Street1.1.1 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)Funding requested at FY 20/21 mid-yearTask 3: Purchase and install devices and link to merchant account.PRCS/FINResources Needed 12/31/2019Resources Needed 12/31/2019Not funded in FY 20/211 of 6ATTACHMENT 213
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY I: Enhance the City's Economic Development ProgramTask 7: Train staff and implement mobile credit card processing.PRCS Staff Effort 12/31/2019Not funded in FY 20/21Task 1: Retain consultant to prepare list of potential Smart City items to assist with sustainable business retention.CMN/A 11/15/2019CompletedTask 2: Develop list of potential Smart City items to assist with sustainable business retention and present it to City Council.CMN/A 12/30/2019Completed1.2.2 Develop list of potential Smart City items to assist with sustainable business retention for City Council consideration by December 30, 2019.2 of 614
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY I: Enhance the City's Economic Development Program1.3.1 Dispose of applicable former Moorpark Redevelopment Agency owned properties.Task 1: Include relevant information on ROPS. Monitor Bond covenants. Distribute proceeds to County.PRCS/FINN/AN/AUnderway Kosmont’s SA fees included on ROPS FY 21-22Task 1: Release RFP for professional consulting services for GP update and EIR.CDD$500,000 budget amendment (approved 9/4/19)CompletedTask 2: Create proposal review team.CDDStaff assistance from other depts11/11/2019CompletedTask 3: Review proposals and short-list to top four for interviews.CDDStaff assistance from other depts11/27/2019CompletedTask 4: Conduct interviews. CDDStaff assistance from other depts12/6/2019CompletedTask 5: Negotiate and prepare consultant contract, and place on City Council agenda for action.CDD/CMLikely will require an additional budget amendment1/15/2020CompletedTask 6: Hold kick-off meeting with consultant.CDDStaff assistance from other deptsQ1 - 2020Completed1.3.2 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 Evaluate and deploy tools for adaptive reuse of vacant and existingunderutilized sites with property owners. 3 of 615
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY I: Enhance the City's Economic Development ProgramTask 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.CDDStaff assistance from other deptsQ1 - 2 2020CompletedTask 1: Discuss potential opportunities for development as part of Warmington Homes Project on Beltramo Ranch Road.PRCSCurrently a staff effort; may require resources6/30/2020CompletedTask 2: Present report to City Council on options such as continue to lease propertyPRCS Staff Effort 2/1/2021No progressTask 1: Hold workshop with Planning Commission to identify key aspects of proposed Mixed-Use Overlay Ordinance.CDD3/24/2020No longer working on stand-alone mixed-use ordinance; development of mixed-use tools will be rolled into the General Plan UpdateTask 2: Prepare draft ordinance and take to City Council for consideration.CDD4/15/2020See above comment1.3.3 Evaluate options for partial development, sale, or continued lease of Buttercreek Park by June 30, 2020.1.3.4 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, 2021.4 of 616
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY I: Enhance the City's Economic Development ProgramTask 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 6/30/2020Draft Arts Master Plan currently under review. Staff anticipates completion in Spring 2021. Task 2: Develop Program Guidelines for use of Tree and Landscape Fees.PRCS Staff Effort 6/30/2020No progressTask 3: Monitor reserves. PRCS/FIN N/A 6/30/2020No progressTask 1: Define potential locations for water spray attraction at a City park.PRCS Staff Effort 1/30/2020CompletedTask 2: Take recommendation to Parks and Recreation CommissionPRCS Staff Effort 3/31/2020CompletedTask 3: Present recommendation to City CouncilPRCS Staff Effort 2/1/2021Will schedule at future City Council meetingTask 1:Identify Architect, prepare master plan.PRCS Staff EffortCompletedTask 2: Present Master Plan Recommendations to City Council.PRCS Staff EffortCompletedTask 3: Begin Design of New Library.PRCS In Budget 10/31/2020In progressTask 1: Identify vendor to develop City mobile app.CMN/A 10/1/2019No progress1.4.4 Develop a City “App” that can be 1.4. Enhance residential and governmental uses.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, 2020.1.4.2 Consider recommendation for location, design, and construction of water spray attraction at a City park by March 31, 2020.5 of 617
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY I: Enhance the City's Economic Development ProgramTask 2: Develop scope of work and City mobile app.CMResources Needed12/10/2019Waiting on prior taskTask 3: Deploy City mobile app.CMN/A 12/30/2019Waiting on prior taskdeployed to residents to push information and connect to City services by December 30, 2019.6 of 618
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENT2.1.1 Evaluate use of protected/permissive left turn and flashing yellow left turn traffic signalsTask: Staff has requested Caltrans accomplish a pilot installation on SR 118PWN/ANo progress - not due2.1.2 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 ownersPW1/31/2020Not an active project.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/ANo progress - not due until 20212.2.2 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. PWInitial sidewalk and paving funded12/31/2019Staff conducted consultant interviews and selection process. Working with Stantec to develops scope of workTask 1: Identify potential trail alignment and property access issues needed to facilitate construction of the trail linkage.PRCS Need Resources 6/30/2021No progress - not due until 2021 -- updated due dates to reflect thisSTRATEGY II: Improve Mobility through Transportation and Transit Improvements Citywide2.1 Build and maintain strong 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 facilities.1 of 319
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY II: Improve Mobility through Transportation and Transit Improvements CitywideTask 2: Identify and apply for grant funding to master plan trail linkage.PRCS Need Resources 9/30/2021Waiting on prior taskTask 3: Identify consultant to master plan trail linkage.PRCS Need Resources 12/30/2021Waiting on prior task2.3.1 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 #3PWFunded 12/31/2020Obtained Caltrans Encroachment Permit on 12/10/2020. Submitted draft R/W Cert for Caltrans review. TCEs in progress.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 Partially funded 12/31/2020Project on hold until right-of-way acquisition is complete.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 approval.PWFunded 12/30/2019Obtained Caltrans permit extension on 4/22/2020 and expires on 12/31/2020. Project put on hold.2.3 Identify key programmatic and capital improvements and infrastructure needed to attain desired Levels of Service.2 of 320
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY II: Improve Mobility through Transportation and Transit Improvements Citywide2.3.4 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 fundingPW Not FundedNot Funded2.4.1 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 staffVCSO/CMWill be funded by State SHOPP fundsCaltrans projects their planning will be complete by April 20212.4.2 Develop plan to update traffic signal controller equipment and software for presentation to City Council by March 30, 2020.Task 1: Purchasing of equipment underwayPWFunded Ongoing4 of 22 traffic signals upgraded.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 Not currently budgeted for special enforcement.Ongoing120 hours special enforcement since July + 240 hours regular enforcement since July 20192.4 Address truck traffic/safety.3 of 321
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTTask 1: Develop survey. CM TBD 4/30/2020 No progressTask 2: Complete survey and present results.CM 6/30/2020Waiting on prior taskTask 1: Complete survey. CM N/A 6/30/2020 Delayed by COVIDTask 2: Develop outreach and marketing strategy.CM TBD 12/30/2020Waiting on prior task; creation of economic development marketing brochure completedTask 1: Identify prior direction provided to staff.CM N/A 12/1/2019CompletedTask 2: Complete staff report to City Council.CM N/A 12/30/2019CompletedTask 3: Calculate available amount.FIN N/A 12/31/2019CompletedTask 4: Include relevant information on ROPS.FINN/A 12/31/2019CompletedTask: 1 Identify residents’ priorities for City services.CMResources Needed 4/30/2020CompletedTask 2: Recommend feasible strategies to enhance service priorities.CMN/A 6/30/2020On hold due to COVID3.1.1 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.STRATEGY III: Enhance Long-Term Financial Sustainability3.1 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. 1 of 322
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY III: Enhance Long-Term Financial Sustainability3.3 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. FINN/A 9/30/2020No progress; pending use of software to show 2-year budget; begin discussion with City Council in 2021Task 1: ExecuTime has already been implemented.FINN/A 8/3/2019CompletedTask 2: Working on web access for the Managers.FINResources may be needed8/9/2020Completed3.4.2 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.FINN/A 12/31/2019Underway; draft policy ready for Dept review in January 2021Task 1: Identify consultant to assist with development of inventory and replacement schedule.PRCSResources Needed1/30/2020Completed Task 2: Work with PRCS and Willdan and make sure all costs are captured.PRCS/FINResources may be needed3/31/2020In progress3.4.1 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.2 of 323
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY III: Enhance Long-Term Financial SustainabilityTask 3: Complete Inventory and Replacement Schedule.PRCSResources Needed10/1/2020In progressTask 4: Define new policies and procedures related to landscape maintenance district maintenance and replacement costs and levy calculation.PRCSResources Needed11/30/2020Waiting on prior task.3 of 324
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTTask 1: Identify website design vendor.CMN/A 1/1/2020CompletedTask 2A: Provide additional on-line services.CMTBD 12/31/2020UnderwayTask 2B: Improve video archive interface.CMTBD 12/31/2020UnderwayTask 2C: Improve ADA consistency.CMN/A 12/31/2020No progressTask 3: Complete website update.CMN/A 12/31/2020Waiting on prior taskTask 1: Submit Draft Personnel Rules for City Attorney Review.CMN/A 11/6/2019CompletedTask 2: Submit Draft Personnel Rules for SEIU Local 721 Review.CMN/A 4/3/2020CompletedTask 3: Schedule Resolution Adopting Revised Personnel Rules for City Council approval.CMN/A 3/18/2020CompletedSTRATEGY IV: Improve Governmental Operations and Internal Services4.1 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, 2020.4.1.1 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, 2020.1 of 525
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY IV: Improve Governmental Operations and Internal ServicesTask 1: Consultant to Revise Executive Summary.CMN/A 11/30/2019CompletedTask 2: Consultant to share results with Dept. Heads.CMN/A 12/31/2019CompletedTask 3: Hire consulting firm to prepare analysis and report.CDD/CMUtilized salary savings; no budget amendment requiredCompletedTask 4: Receive report with identified areas of concern and recommendations.CDD/CMCompletedTask 5: Prepare implementation plan for short and long term actions.CDDQ4 - 2019CompletedTask 6: Present report summary and implementation plan to City Council.CDDQ4 - 2019Completed4.1.3 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. 2 of 526
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY IV: Improve Governmental Operations and Internal ServicesTask 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 12/31/2019CompletedTask 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/ACompletedTask 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 12/31/2019Completed4.2.2 Complete succession plan for organization by December 31, 2021.Task 1: Complete succession plan.CM TBD 12/31/2021Not started, not due until Dec. 20214.2.1 Evaluate training and development gaps among employees and develop annual training schedules.4.2 Implement employee development and succession planning programs.3 of 527
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY IV: Improve Governmental Operations and Internal Services4.3.1 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.CMTBD 12/31/2020Due to COVID-19 priorities, Task 1 was unable to be initiatedTask 1: Identify Architect and consultants.PRCSResources Needed 3/31/2020No progressTask 2: Prepare plans to evaluate feasibility and conceptual plans for expansion of Arroyo Vista Recreation Center.PRCSResources Needed 6/30/2020Waiting on prior taskTask 1: Discuss feasibility of lease with Southern California Edison property managers .PRCS Staff Effort CompletedCompletedTask 2: Formulate and present information to Parks and Recreation Commission for recommendation to City Council.PRCS Staff Effort 6/30/2019Behind schedule4.3.2 Evaluate feasibility and develop conceptual plan to expand Arroyo Vista Recreation Center, including office space and activity rooms, by June 30, 2020.4.3 Evaluate operations/programs and buildings/facilities to maximize operational efficiency.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 20194 of 528
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY IV: Improve Governmental Operations and Internal ServicesTask 3: Present Parks and Recreation Commission recommendation to City Council.PRCS Staff Effort 9/30/2019Waiting on prior taskTask 4: Determine if funding and improvements can be tied to Hitch Ranch Development AgreementPRCS/CM Staff EffortIn progress4.3.4 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 process5 of 529
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTTask 1: Kozar/Grand Moorpark (Green Island Villas) to Planning Commission for review and recommendation.CDD10/22/2019CompletedTask 2: Kozar/Grand Moorpark (Green Island Villas) to City Council for action.CDD12/30/2019CompletedTask 3: Chiu project – Contract planner to review project application and coordinate CEQA analysis.CDDQ1 - 2020Task 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.CDDQ2 - 3 2020STRATEGY V: Enhance Quality of Life for Moorpark Residents5.1.1 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. Project needs significant design work and analysis. Anticipating entitlements in late 20201 of 1030
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark ResidentsTask 1: Moorpark 67/Rasmussen project – Contract planner to work with applicant to develop project design (access) and project description.CDD6/1/2020Project reviewed by DRC on 12/6/19. Working with applicant to finalize project design and description in order to kick-off CEQA analysis. Anticipating entitlements in late 2020Task 2: Moorpark 67/Rasmussen project – City Manager to request ad hoc committee and negotiate Development Agreement.CM6/1/2020Completed Task 3: Moorpark 67/Rasmussen project – Contract planner to coordinate CEQA analysis.CDD6/1/2020UnderwayTask 4: Contract planner to prepare reports, resos, ordinances and present to Planning Commission for review and recommendation and City Council for final action.CDD6/1/2020Goal to get through Council by end of 20205.1.2 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 Facilitate development of housing options for all income levels2 of 1031
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark ResidentsTask 5: Sunbelt Specific Plan – City Manager to determinewhether to lift requirement forspecific plan.CDD/CMJun-20CompletedTask 1: Hitch Ranch application review and development of Specific Plan.CDD6/1/2020Project reviewed by DRC on 11/4/19.Task 2: Hitch Ranch CEQA – preparation of EIR.CDD6/1/2020Underway. Led by Applicant, but will be peer reviewed by City consultantTask 3: Hitch Ranch CEQA – preparation of EIR.CDD6/1/20202021Task 4: Hitch Ranch to PC for recommendation.CDD6/1/20202021Task 5: Hitch Ranch to CC for final action.CDD6/1/202020215.1.3 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. 3 of 1032
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark ResidentsTask 1: Retain consultant to prepare Broadband Strategic Plan.CM N/A 8/1/2019CompletedTask 2: Present Broadband Strategic Plan to City Council for adoption.CM N/A 12/31/2019CompletedTask 1: Retain consultant to prepare list of potential Smart City items to assist with sustainable business CM N/A 11/15/2019CompletedTask: 2 Develop list of potential Smart City items to assist with sustainable business retention and present it to City Council.CM N/A 12/30/2019CompletedTask 1: Record Assets/DepreciationFIN/PW N/A 12/30/2019Completed5.2.1 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 Implement Smart City Strategies4 of 1033
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark ResidentsTask 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 Stand-alone lights converted to LED in June 2020. High Street decorative pilot light fixture installed for evaluation 10 SEP 20.Task 1: Identify consultant to evaluate expansion of security camera system.PRCS Staff Effort 6/30/2020CompletedTask 2: Consultant evaluates expansion of security camera system and provides recommendations.PRCSResources Needed6/30/2020On Hold Pending Budget and CC Goal SettingTask 3: Recommendations presented to City Council. PRCS Staff Effort 9/30/2020Waiting on prior taskTask 1: Work with Police Chief to identify current levels of service.CM TBD 3/31/2020 UnderwayTask 2: Police Chief to determine staffing models and options for service enhancements, with funding.CM TBD 6/30/2020Waiting on prior task5.3.1 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.5.2.3 Complete purchase and convert City streetlights to a more energy efficient lighting source by December 30, 2019.5 of 1034
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark Residents5.3.3 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 OngoingOngoing6 of 1035
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark ResidentsTask 1: Identify scope and goals of Parks, Recreation, and Community Service Master Plan update.PRCS Staff EffortDelayed due to General Plan update and Arts Master Plan - Kickoff planned Summer 2021Task 2: Identify Consultant to prepare update to Parks, Recreation and Community Services Master Plan update.PRCSResources NeededWaiting on prior taskTask 3: Begin Master Planning processPRCSResources Needed Waiting on prior taskTask 1: Identify scope and goals for Youth Master Plan in collaboration with youth serving agencies.PRCS Staff Effort TBDTo be undertaken in conjunction with Parks Master Plan update.Task 2: Identify consultant to prepare Youth Master PlanPRCS Staff Effort TBDWaiting on prior taskTask 3: Begin Master Planning process.PRCSResources Needed TBDWaiting on prior task5.4. 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. 7 of 1036
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark ResidentsTask 1: Identify potential trail alignment , length, and property access issues needed to facilitate construction of the bike path.PRCS Staff Effort 3/30/2020Behind Schedule - In processTask 2: Identify consultant to provide conceptual plan of path, construction cost estimates.PRCSResources Needed6/30/2020Planned to complete in Spring 2021Task 3: Identify grant funding sources to construct the bicycle path improvements.PRCS Staff Effort 12/31/2020Waiting on prior task5.4.3 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. 8 of 1037
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark Residents5.5.1 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 6/30/2020South Lot's new driveway completed in Nov 2020. Staff’s goal is to go to bid on North Lot in Spring 2021. The original December 2020 bid was delayed in order to redesign the North Lot to reclaim City right-of-way from VCTC and design sidewalk improvements along High Street.5.5.2 Prepare an updated Pavement Management System and associated projections for maintenance and improvement costs by June 30, 2020. Task 1: Procure consultant to conduct workPWFunding available in Engineering Division Budget6/30/2020County's June proposal exceeds available City funding. City Engineer has started conversation with a private consultantTask 1: Identify grant funding opportunities.PRCS Staff Effort 1/15/2020Completed5.5. Enhance municipal service delivery through proper maintenance and improvement of City facilities and programs.9 of 1038
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY V: Enhance Quality of Life for Moorpark ResidentsTask 2: Identify consultant to provide conceptual plan of path, construction cost estimates.PRCSResources needed6/30/2020CompletedTask 3: Prepare and submit grant applicationPRCS Staff efforts 2/3/2020Completed5.5.3 Seek grant funding for installation of universally accessible play equipment. 10 of 1039
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTTask 1: Research parkway tree maintenance policies and tree removal guidelines of adjacent cities.PRCS Staff effort 4/30/2020 Not startedTask 2: Develop policies for parkway tree maintenance and tree removals, including funding sources.PRCS Staff effort 9/30/2020 Waiting on prior taskTask 1: Identify funding sources for project planning and construction.PRCS Staff effort 10/31/2019CompletedTask 2: Hire Consultant and begin conceptual design planning.PRCSBudget Amendment needed11/30/2019CompletedTask 3: Prepare grant application and apply for fundingPRCS Staff effort 2/3/2020CompletedTask 4: Once grant funds awarded, commence with design and construction of project.PRCSResources needed12/31/2020CompletedTask 1: Research equestrian staging area rules and procedures from surrounding park districts.PRCS Staff effort TBDCompletedTask 2: Formulate rules for use of equestrian staging areas to facilitate safe enjoyment of these facilities.PRCS Staff effort 12/31/2020CompletedSTRATEGY VI: Continue Environmental Protection and Stewardship Efforts6.1.3 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. 1 of 240
GOALOBJECTIVEACTION/TASK LEAD STAFFRESOURCES NEEDED OR PART OF OPERATING BUDGETDUE DATE STATUS COMMENTSTRATEGY VI: Continue Environmental Protection and Stewardship Efforts6.2.1 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 improvementsCE/PW & CDD Not funded 6/30/2021 Not fundedTask 1: Identify and hire Consultant(s) to prepare tree inventory and mapping and develop tree master plan.PRCS Staff effortCompletedTask 2: Identify funding sources for planning documents and tree inventory.PRCS Staff effort TBDFunding requested FY 20/21 mid-year6.2.3 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 started6.2.2. Develop a Tree Master Plan and Maintenance Plan including tree inventory and mapping by June 30, 2021. 6.2 Promote sustainability, environmental protection, and flood control capabilities through City efforts and through strategic partnerships.2 of 241