HomeMy WebLinkAboutAGENDA REPORT 2021 0721 CCSA REG ITEM 09BCITY OF MOORPARK, CALIFORNIA
City Council Meeting
of July 21, 2021
ACTION RECEIVED AND FILED.
APPROVED STAFF RECOMMENDATION.
BY B. Garza.
B. Consider Final 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: PJ
Gagajena, Assistant City Manager)
Item: 9.B.
MOORPARK CITY COUNCIL
AGENDA REPORT
TO: Honorable City Council
FROM: PJ Gagajena, Assistant City Manager
DATE: 07/21/2021 Regular Meeting
SUBJECT: Consider Final Update on Strategies, Goals and Objectives for Fiscal
Years 2019/20 and 2020/21
BACKGROUND
On May 9, 2019, the City Council held a Special Meeting to conduct a workshop to
create the City’s Strategies, Goals, and Objectives for the two-year cycle of Fiscal Years
2019/20 and 2020/21, and formally adopted them on July 17, 2019. The City’s
Strategies, Goals, and Objectives provide a strategic pathway for the community and
the organization to understand the overall direction of the City. Each strategy is tied to
specific and measurable objectives and tasks, and connects the work of the
organization to the City’s Mission Statement of “Striving to preserve and improve the
quality of life in Moorpark”.
The COVID-19 pandemic significantly impacted the City’s operations and services, and
some goals and objectives were delayed or put on hold. During the pandemic, work on
daily assignments and the strategic objectives were redirected to managing COVID-19
activities, maintaining essential operations and services, creating new business models,
and finding new ways to operate with limited staff and budgetary resources. The safety
and health of staff and the public as well as economic recovery efforts immediately
became the most important priorities for the City.
In anticipation of these two-year goals ending on June 30, 2021, the City Council
identified goals for next two-year cycle for Fiscal Years 2021/22 and 2022/23 during the
Strategic Planning Workshop held by the City Council on February 27, 2021. Results of
the National Community Survey conducted in late 2020 were shared at the workshop,
which helped identify the community’s needs and priorities. Staff then developed
objectives and tasks tied to each goal that could be realistically accomplished within a
two-year period considering current workloads and available staffing and funding.
Some related goals from the prior cycle were carried over; others incorporated into the
City’s long-term Capital Improvement Plan or development plans; and some were
integrated into the daily activities of staff. The City Council formally adopted the
Strategies, Goals, and Objectives for the next two-year cycle on April 7, 2021.
Item: 9.B.
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DISCUSSION
With the prior two-year cycle ending on June 30, 2021, this serves as the final update to
the Strategies, Goals, and Objectives for Fiscal Years 2019/20 and 2020/21. The
following provides a brief summary on the status of each goal and objective listed by
strategy, and Attachment 2 shows more details on the progress made on each of these
activities. Any references to “other priorities” below are related to COVID-19
assignments and projects, and/or work deemed higher-level priorities some of which
can be found in the City’s Annual Reports for calendar years 2019 and 2020.
I. Strategy: Enhance the City’s Economic Development Program.
For goal 1.3 of evaluating and deploying tools for adaptive reuse of vacant and existing
underutilized sites, staff worked with Kosmont Companies to dispose of former
Moorpark Redevelopment Agency-owned properties (goal 1.3.1), most of which are now
under Exclusive Negotiating Agreements. The City’s General Plan consultant,
Placeworks, Inc., completed the Existing Conditions Report and worked with staff in
assembling the General Plan Advisory Committee (goals 1.3.2 and 1.3.4). Significant
progress has been made in completing the General Plan, and certain elements are
carried over to the new two-year goals for Fiscal Years 2021/22 and 2022/23.
To enhance residential and governmental uses as identified in goal 1.4 staff submitted a
draft Arts Master Plan to the Arts Commission in June 2021 (goal 1.4.1); identified the
location, design and construction of a water spray attraction at a City park (goal 1.4.2);
and presented to the City Council a Civic Center Master Plan and received City Council
feedback on the initial draft designs of the new Library (goal 1.4.3). A list of potential
Smart City items to assist with sustainable business retention was completed (goal
1.2.2).
Efforts to reinvigorate High Street were focused on the development of the High Street
Depot project (goal 1.1.1), and this objective is carried over to the new two-year goals
cycle as the project breaks ground later this year or in early 2022. Due to the lack of
funding and other priorities, other projects on the list were not completed such as the
implementation of mobile merchant payment services (goal 1.2.1); presentation of
options to the City Council regarding Buttercreek Park (goal 1.3.3); and development of
a City “App” (goal 1.4.4), which is carried over to the next two-year cycle.
II. Strategy: Improve Mobility through Transportation and Transit Improvements
Citywide.
For the Princeton Avenue Improvement Project in goal 2.3.1, which is the highest
priority for the City, staff worked with Caltrans to acquire an encroachment permit last
December 2020. New Temporary Construction Easements (TCE) that specify the term
of the TCEs, which have been approved by the City Council, will be submitted to
Caltrans. The Moorpark Police Department completed conducting special enforcement
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of truck and vehicle safety along Los Angeles Avenue to make progress on goal 2.4.3.
These efforts will continue going forward as part of the Police Department’s daily
activities.
Due to other priorities and limited funding, other projects were put on hold such as
evaluating the use of protected/permissive left turn and flashing yellow left turn signals
(goal 2.1.1); widening Spring Road from south of Flinn Avenue to the McDonald’s
driveway (goal 2.1.2); connecting the Moorpark Country Club and Meridian Hills
equestrian staging areas with a trail (goal 2.2.1); connecting the City and Happy Camp
Canyon with a trail (goal 2.2.3); completing design and acquiring right-of-way to widen
Los Angeles Avenue between Spring Road and Moorpark Avenue (goal 2.3.2);
obtaining Caltrans approval to construct a raised median on Los Angeles Avenue from
Spring Road to the State Route 23 Freeway (goal 2.3.3); realigning various
intersections (goal 2.3.4); siting permanent truck scale facilities west of the City (goal
2.4.1); completing the upgrade of traffic signal controllers (goal 2.4.2); and determining
the feasibility of constructing a sidewalk on Arroyo Drive from Collins Drive to east City
limits (goal 2.2.2), which is carried over to the new two-year goals for Fiscal Years
2021/22 and 2022/23.
III. Strategy: Enhance Long-Term Financial Sustainability.
To attract job-rich employers and businesses with high point-of-sale figures for goal 3.1,
a citywide survey and an outreach and marketing strategy was put on hold due to the
pandemic (goals 3.1.1 and 3.1.2). However, the General Plan survey and National
Community Survey were resources to determine the types of businesses and services
desired by the community, and staff worked on economic recovery efforts to promote
shopping local during the pandemic in the short term. Staff also created an economic
development and marketing brochure to promote the City.
In identifying and deploying feasible revenue enhancement strategies for goal 3.2, staff
completed developing a spending plan for use of former Moorpark Redevelopment
Agency 2006 Tax Allocation Bonds (goal 3.2.1). The spending plan allocated
$1,500,000 toward implementation of the downtown Streetscape Plan, $273,324 for
sidewalk repairs within the boundaries of the former redevelopment agency, and
$250,000 toward design and construction of the Millard Drain. Goal 3.2.2 to identify
residents’ priorities for City services was put on hold due to the pandemic. To reduce
costs through efficiencies under goal 3.4, staff completed the implementation of the
Tyler Technologies ExecuTime software (goal 3.4.1) and inventory of landscaping
assessment districts (goal 3.4.3). Due to other priorities, the evaluation of benefits and
impacts of a two-year budget (goal 3.3.1), and updating the City’s purchasing ordinance
(goal 3.4.2) were not completed.
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IV. Strategy: Improve Governmental Operations and Internal Services.
To improve internal infrastructure for goal 4.1 (operations, technology, software,
facilities, data connectivity) and implement employee development for goal 4.2, staff
updated the City’s Personnel Rules (goal 4.1.2), completed an organizational study of
the Community Development Department (goal 4.1.3), and completed the evaluation of
training and development requirements (4.2.1). Staff will continue to evaluate options
for the re-use of the City Hall Administration Building (goal 4.3.4) once a Master Plan for
the Civic Center is adopted and plans for an alternative City Hall location is determined,
which is underway.
An update of the City’s website was not completed (goal 4.1.1) but is carried over to the
next two-year goals. Due to other priorities, other tasks were not completed such as
completing a succession plan (goal 4.2.2), updating the Municipal Code (goal 4.3.1),
and evaluating the feasibility to lease a portion of the Southern California Edison
property adjacent to Arroyo Vista Community Park (goal 4.3.3) and expand the Arroyo
Vista Recreation Center (goal 4.3.2), which is carried over to the next cycle.
V. Strategy: Enhance Quality of Life for Moorpark Residents
For the goal of facilitating the development of housing options for all income levels for
goal 5.1, staff presented housing development projects to the City Council such as the
Green Island Villas and Chiu project (goal 5.1.1), Moorpark 67/Rasmussen project (goal
5.1.2), and Hitch Ranch (goal 5.1.3). These projects continue to progress and although
they are not formally specified as carrying over to the next two-year goals, they are
identified as long-term development plan goals and are already incorporated into the
daily activities of Community Development staff.
To implement Smart City strategies, staff completed the Broadband Strategic Plan (goal
5.2.1) and most streetlights have been converted to energy efficient lighting (goal 5.2.3).
To enhance public safety, evaluation of current police resources (goal 5.3.2) and DUI
enforcements (goal 5.3.3) were completed. To enhance municipal service delivery
through proper maintenance and improvement of City facilities and programs, staff
acquired grant funding to install universally accessible play equipment (goal 5.5.3);
completed the Metrolink South Parking Lot driveway and is in process of completing the
Metrolink North Parking Lot renovation (goal 5.5.1), which is carried over to the new
two-year goals.
Due to other priorities, other projects were not completed such as evaluating the
feasibility of expanding security camera systems to additional locations (goal 5.3.1);
constructing a bicycle path along the Arroyo Simi (goal 5.4.3); updating the Pavement
Management System (goal 5.5.2); and updating the Parks, Recreation and Community
Services Master Plan (goal 5.4.1) and Youth Master Plan (goal 5.4.2), which are carried
over to the new two-year cycle.
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VI. Strategy: Continue Environmental Protection and Stewardship Efforts.
To achieve the goal of conserving and enhancing natural resources, open space, and
greenbelt areas for goal 6.1, staff completed identifying options for use of an 80-acre
City-owned open space parcel in the Tierra Rejada Valley (goal 6.1.2); and completed
the rules for the use of the Country Club Estates and Meridian Hills equestrian staging
areas (goal 6.1.3). Due to other priorities and lack of funding, other projects were not
completed such as developing a policy for parkway tree maintenance on residential
streets and guidelines for tree removals (goal 6.1.1); and updating the City’s 1995
Master Drainage Plan (goal 6.2.1), Tree Master Plan (goal 6.2.2), and Integrated Pest
Management Plan (6.2.3).
FISCAL IMPACT
While there is no fiscal impact in providing this update to the Strategies, Goals, and
Objectives, many of the activities mentioned above were completed if funding sources
were available. For the next two-year cycle, funding was incorporated into the City’s
budget priorities.
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 June 30, 2021
22
CITY OF MOORPARK
Strategies, Goals, and Objectives
FY 2019/20 and FY 2020/21
(Approved by City Council July 17, 2019)
ATTACHMENT 1
23
24
25
26
27
28
29
30
GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
Task 1: Develop Phasing Plan
and construct selected
portions of the High Street,
Streetscape Plan
CD Staff Effort 6/30/2020 Project on hold
Task 2: Review and update
final design of Streetscape
Plan
CD Staff Effort 6/30/2021 Waiting on prior task
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: Update City Council
5.9 for mobile credit card
acceptance and processing.
PRCS Staff Effort 12/27/2019
Project on hold pending
funding; Funding
requested at FY 20/21
mid-year
Task 6: Install devices and
software and link to merchant
account.
PRCS Funded 12/31/2019 Scheduled for
November 2021
Implementation
scheduled for Nov 21
Task 5: Purchase devices.PRCS funded 12/31/2019 Scheduled for
November 2021
STRATEGY I: Enhance the City's Economic Development Program
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)
1.2. Attract and assist with
retention for sustainable
businesses Citywide,
including Smart City and
other strategies.
1.2.1 Offer mobile merchant payment
services during Recreation events by
December 31, 2019.
Task 3: Purchase and install
devices and link to merchant
account.
PRCS/FIN Budgeted 12/31/2019
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ATTACHMENT 2
31
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
Task 7: Train staff and
implement mobile credit card
processing.
PRCS Staff Effort 12/31/2019 Scheduled for
November 2021
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 Completed
1.2.2 Develop list of potential Smart City
items to assist with sustainable business
retention for City Council consideration by
December 30, 2019.
1.2. Attract and assist with
retention for sustainable
businesses Citywide,
including Smart City and
other strategies.
1.2.1 Offer mobile merchant payment
services during Recreation events by
December 31, 2019.
2 of 29 32
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
Underway Kosmont’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
1.3 Evaluate and deploy
tools for adaptive reuse
of vacant and existing
underutilized sites with
property owners.
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.
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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
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 Completed
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 Completed
Task 2: Present report to City
Council on options such as
continue to lease property
PRCS Staff Effort 2/1/2021 No progress
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
and Zoning Code
Updates
Task 2: Prepare draft
ordinance and take to City
Council for consideration.
CDD 4/15/2020 See above comment
1.3 Evaluate and deploy
tools for adaptive reuse
of vacant and existing
underutilized sites with
property owners.
1.3.2 Prepare a comprehensive update ofLand Use, OSCAR, and Circulation Elements including environmentaldocumentation, and ensure internalconsistency among all General PlanElements. Consider creation of a NaturalOpen Space land use designation and theCity’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.
1.3.3 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 29 34
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
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
Arts Commission
considered draft Arts
Master Plan 6/17/21
and recommended
approval by City
Council. Council
consideration
scheduled for
September 2021.
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 Completed
Task 3: Present
recommendation to City
Council
PRCS Staff Effort 2/1/2021 Will schedule at future
City Council meeting
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 Anticipated to kick off in
Summer 2021
1.4. Enhance residential
and governmental uses.
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.
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.
5 of 29 35
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
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
1.4. Enhance residentialand governmental uses.
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.
6 of 29 36
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
City staff continues
to submit requests
to Caltrans for
potential pilot
projects.
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 1/31/2020 Not 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/A No progress - not
due until 2021
STRATEGY II: Improve Mobility through Transportation and Transit Improvements Citywide
2.1 Build and maintain
strong relationships with
our partner agencies, such
as Caltrans and regional
transit agencies, and state
and regional legislators.
2.2 Enhance trail, bicycle
path, and pedestrian
facilities.
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2.2 Enhance trail, bicycle
path, and pedestrian
facilities.
37
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
2.2.2 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.
PW
Initial sidewalk
and paving
funded
12/31/2019
Contract awarded
to Stantec April 7,
2021. Stantec
performing
surveying work
June 2021.
Updated to Goal
2.15 (FY 21/22 -
FY 22/23) Improve
Arroyo Drive,
including complete
design and
construction of
sidewalk on south
side of Arroyo
Drive east of the
train tracks to Simi
Valley city limit line;
and complete
conceptual design
of pedestrian
improvements
between Collins
Drive and train
tracks,
2.2 Enhance trail, bicycle
path, and pedestrian
facilities.
8 of 29 38
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
Task 1: Identify potential trail
alignment and property access
issues needed to facilitate
construction of the trail
linkage.
PRCS Need Resources 6/30/2021 No progress
Task 2: Identify and apply for
grant funding to master plan
trail linkage.
PRCS Need Resources 9/30/2021 Waiting on prior
task
Task 3: Identify consultant to
master plan trail linkage.PRCS Need Resources 12/30/2021 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
Geotech issues
resolved. TCEs to
be presented to
City Council for
approval on July 7,
2021.
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 12/31/2020
Project 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.
PW Funded 12/30/2019
City not moving
forward with this
project.
2.2 Enhance trail, bicycle path, and pedestrianfacilities.
2.2.3 Develop a trail linkage between City
and Happy Camp Canyon Regional Park
by December 31, 2021.
2.3 Identify key
progammatic and capital
improvements and
infrastructure needed to
attain desired Levels of
Service.
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2.2 Enhance trail, bicycle
path, and pedestrian
facilities.
39
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
2.3.4 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 Not Funded
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
Will be funded
by State SHOPP
funds
Caltrans planning
not yet completed.
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 Funded Ongoing 4 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.
Ongoing
120 hours special
enforcement since
July + 240 hours
regular
enforcement since
July 2019
2.3 Identify key
progammatic and capital
improvements and
infrastructure needed to
attain desired Levels of
2.4 Address truck
traffic/safety.
10 of 29
2.3 Identify key
progammatic and capital
improvements and
infrastructure needed to
attain desired Levels of
Service.
40
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; creation of
economic
development
marketing brochure
completed
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
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
STRATEGY III: Enhance Long-Term Financial Sustainability
3.1 Emphasize attraction of
job rich employers and
businesses with high point-
of-sale figures.
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.
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.
3.2.2 Identify residents’ priorities for City
services and recommend feasible
strategies to enhance service priorities by
June 30, 2020.
11 of 29 41
GOAL OBJECTIVE ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY III: Enhance Long-Term Financial Sustainability
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;
pending use of
software to show 2-
year budget; begin
discussion with City
Council in 2021
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 12/31/2021
Underway; draft
policy will be ready
for Dept review by
end of August
2021
Task 1: Identify consultant to
assist with development of
inventory and replacement
schedule.
PRCS N/A 1/30/2020 Completed
Task 2: Work with PRCS and
Willdan and make sure all
costs are captured.
PRCS/FIN N/A 3/31/2020 Completed
3.4 Reduce costs through
efficiencies.
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.
12 of 29 42
GOAL ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY III: Enhance Long-Term Financial Sustainability
Task 3: Complete Inventory
and Replacement Schedule.PRCS N/A 10/1/2020 Completed
Task 4: Define new policies
and procedures related to
landscape maintenance district
maintenance and replacement
costs and levy calculation.
PRCS N/A 11/30/2020 Completed
3.4 Reduce costs through
efficiencies.
13 of 29
OBJECTIVE
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.
43
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 Underway
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
STRATEGY IV: Improve Governmental Operations and Internal Services
4.1 Evaluate and improve
internal infrastructure
(operations, technology,
software, facilities, data
connectivity) to facilitate
efficient service delivery.
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.
4.1.2 Present update of City’s Personnel
Rules to City Council by December 31,
2020.
14 of 29 44
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
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
4.1 Evaluate and improve
internal infrastructure
(operations, technology,
software, facilities, data
connectivity) to facilitate
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.
15 of 29
4.1 Evaluate and improve
internal infrastructure
(operations, technology,
software, facilities, data
connectivity) to facilitate
efficient service delivery.
45
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
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 Completed
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 Completed
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
4.2 Implement employee
development and
succession planning
programs.
4.2.1 Evaluate training and development
gaps among employees and develop
annual training schedules.
16 of 29 46
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 Behind schedule
4.3 Evaluate
operations/programs and
buildings/facilities to
maximize operational
efficiency.
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.
by September 30, 2019.
17 of 29 47
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
Task 3: Present Parks and
Recreation Commission
recommendation to City
Council.
PRCS Staff Effort 9/30/2019 Waiting on prior
task
Task 4: Determine if funding
and improvements can be tied
to Hitch Ranch Development
Agreement
PRCS/CM Staff Effort In progress
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 **In progress
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
18 of 29
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.
48
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
STRATEGY V: Enhance Quality of Life for Moorpark Residents
5.1 Facilitate development
of housing options for all
income levels
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.
Project needs
significant design
work and analysis.
Anticipating
entitlements in late
2020
19 of 29
5.1 Facilitate development
of housing options for all
income levels
49
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: 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
entitlements 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
5.1 Facilitate development
of housing options for all
income levels
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)
20 of 29 50
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 5: Sunbelt Specific Plan
– City Manager to determine
whether to lift requirement for
specific plan.
CDD/CM 6/1/2020 Completed
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 2021
Task 4: Hitch Ranch to PC for
recommendation.CDD 6/1/2020 2021
Task 5: Hitch Ranch to CC for
final action.CDD 6/1/2020 2021
5.1 Facilitate developmentof housing options for allincome levels 5.1.2 Present for City Councilconsideration 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 SunbeltSpecific 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.
21 of 29
5.1 Facilitate development
of housing options for all
income levels
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)
51
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 Completed
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 Completed
Task 1: Record
Assets/Depreciation FIN/PW N/A 12/30/2019 Completed
5.2 Implement Smart City
Strategies
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.
22 of 29 52
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 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
lights scheduled for
replacement in July
2021.
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
No budget
allocated for
project. Project is
shelved.
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 Completed
Task 2: Police Chief to
determine staffing models and
options for service
enhancements, with funding.
CM TBD 6/30/2020
Completed - staff
resources
included in the
FY2021/22
budget.
5.2 Implement Smart CityStrategies
5.2.3 Complete purchase and convert City
streetlights to a more energy efficient
lighting source by December 30, 2019.
5.3. Enhance public safety
resources and outcomes.
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.
23 of 29 53
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
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 Completed
5.3. Enhance public safety
resources and outcomes.
24 of 29 54
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,
COVID - Kickoff
planned Winter
2021
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 Waiting on prior
task
Task 3: Begin Master Planning
process.PRCS Resources
Needed TBD Waiting on prior
task
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.
25 of 29 55
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 potential trail
alignment, length, and
property access issues needed
to facilitate construction of the
bike path.
PRCS Staff Effort 3/30/2020 Behind Schedule -
In process
Task 2: Identify consultant to
provide conceptual plan of
path, construction cost
estimates.
PRCS Resources
Needed 6/30/2020 Waiting on prior
task
Task 3: Identify grant funding
sources to construct the
bicycle path improvements.
PRCS Staff Effort 12/31/2020 Waiting on prior
task
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
North Parking Lot
currently in
redesign. Updated
to Goal 3.14
Complete
renovation of the
existing north
Metrolink parking
lot and expand the
parking lot to the
west for a net
increase in
downtown public
parking spaces.
5.4. Promote community
engagement and Healthy
City activities.
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.
5.5. Enhance municipal
service delivery through
proper maintenance and
improvement of City
facilities and programs.
26 of 29
5.4. Promote community
engagement and Healthy
City activities.
5.5. Enhance municipal
service delivery through
proper maintenance and
improvement of City
facilities and programs.
56
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
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 work PW
Funding
available in
Engineering
Division Budget
6/30/2020
City to perform
RFP for Pavement
Management
System in FY
21/22.
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. Enhance municipal
service delivery through
proper maintenance and
improvement of City
facilities and programs.
5.5.3 Seek grant funding for installation of
universally accessible play equipment.
27 of 29 57
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
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
Task 4: Once grant funds
awarded, commence with
design and construction of
project.
PRCS Resources
needed 12/31/2020 Completed
Task 1: Research equestrian
staging area rules and
procedures from surrounding
park districts.
PRCS Staff effort TBD Completed
STRATEGY VI: Continue Environmental Protection and Stewardship Efforts
6.1. Conserve and
enhance natural resources,
open space and greenbelt
areas.
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.
6.1.2 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.
6.1.3 Develop rules for use of Country
Club Estates and Meridian Hills
equestrian staging areas by
December 31, 2020.
equestrian staging areas by December
31, 2020.
28 of 29 58
GOAL ACTION/TASK LEAD STAFF
RESOURCES
NEEDED OR
PART OF
OPERATING
BUDGET
DUE DATE STATUS COMMENT
STRATEGY VI: Continue Environmental Protection and Stewardship Efforts
Task 2: Formulate rules for
use of equestrian staging
areas to facilitate safe
enjoyment of these facilities.
PRCS Staff effort 12/31/2020 Completed
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 Not funded
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 Funding requested FY
20/21 mid-year
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
6.1. Conserve and enhance natural resources,open space and greenbeltareas.
OBJECTIVE
6.1.3 Develop rules for use of Country
Club Estates and Meridian Hills
equestrian staging areas by
December 31, 2020.
6.2 Promote sustainability,
environmental protection,
and flood control
capabilities through City
efforts and through
strategic partnerships.
6.2.2. Develop a Tree Master Plan and
Maintenance Plan including tree inventory
and mapping by June 30, 2021.
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