The URL can be used to link to this page

Home My WebLink AboutAG RPTS 2021 1114 PR SPCCITY OF MOORPARK PARKS, RECREATION & COMMUNITY SERVICES DEPT. 1 799 Moorpark Avenue, Moorpark, CA 93021 Main City Phone Number (805) 517-6200 1 Fax (805) 532-2550 1 moorpark@moorparkca.gov Members of the public who want to participate in the meeting may do so in person, or may participate electronically, via email. Masks are required for in-person attendance. Email: Send comments to: PRAdmin(o)-MoorparkCA.gov prior to 4:00 p.m. on Friday, November 12, 2021. Please limit to 500 words). PARKS AND RECREATION COMMISSION SPECIAL MEETING AGENDA November 14, 2021 10:00 A.M. Moorpark Community Center 799 Moorpark Avenue NOTICE AND CALL OF A SPECIAL MEETING OF THE PARKS AND RECREATION COMMISSION NOTICE IS HEREBY GIVEN that a Special Meeting of the Parks and Recreation Commission of the City of Moorpark is hereby called to be held on Sunday, November 14, 2021, commencing at 10:00 A.M. Said meeting will convene at City Hall located at 799 Moorpark Avenue, Moorpark, California. Said Special Meeting shall be for the purpose of the following: CALL TO ORDER: 2. ROLL CALL: 3. PUBLIC COMMENTS: 4. REORDERING OF, AND ADDITIONS TO, THE AGENDA: (Items to be pulled from the Consent Calendar shall be identified under this section. 5. ANNOUNCEMENTS, FUTURE AGENDA ITEMS AND REPORTS ON MEETINGS/CONFERENCES ATTENDED BY COMMISSIONERS: JANICE S. PARVIN DR. ANTONIO CASTRO CHRIS ENEGREN DANIEL GROFF DAVID POLLOCK Mayor Councilmember Councilmember Councilmember Councilmember 6. PRESENTATIONS/ACTION/DISCUSSION: A. Parks Tour. Staff Recommendation: The Commission and staff will tour and discuss the following parks in the order listed below. (The times identified are estimates only, and the Commission will attempt to meet this schedule) 1. Glenwood Park 10:15 a.m. 2. Country Trail Park 10:45 a.m. 3. Arroyo Vista Recreation Center and Park 11:30 a.m. 4. College View Park 12:30 p.m. 5. Campus Canyon Park 1:00 P.M. Following Item 6.A., Parks Tour, the Parks and Recreation Commission will continue their meeting at City Hall located at 799 Moorpark Avenue. B. Selection of _Ad Hoc Committee Members for Parks and Recreation Master Plan Update. Meeting will continue after the Parks Tour, Item 6.A., at 1:30 p.m. at City Hall located at 799 Moorpark Avenue, Moorpark California. Staff Recommendation: Select two Commission members to serve on an Ad Hoc Committee to assist with the preparation of an update to the 2009 Parks and Recreation Master Plan. (Staff: Jeremy Laurentowski) C. Consider Recreation Programs Cost Recovery Summary Fiscal Year 2020-2021. Staff Recommendation: Provide feedback on the cost recovery report and direct staff to present the report to City Council. (Staff: Stephanie Anderson) 7. CONSENT CALENDAR: A. Approval of Minutes of the Regular Parks and Recreation Commission Meeting of October 4, 2021. Staff Recommendation: Approve as presented. 8. ADJOURNMENT: Posted: November 10, 2021 rly Sextofi,`�dministrative Assistant II All writings and documents provided to the majority of the Commission regarding all agenda items are available for public Inspection at the City Hall public counter located at 799 Moorpark Avenue during regular business hours. The agenda packet for all regular Commission meetings is also available on the City's website at www.mooroarkca.aov. Any member of the public may address the Commission during the Public Comments portion of the Agenda unless it is a Discussion item. Speakers who wish to address the Commission concerning a Discussion item must do so during the Discussion portion of the Agenda for that item. Speaker cards must be received by the Recording Secretary for Public Comment prior to the beginning of the Public Comments portion of the meeting; and for a Discussion item, prior to the Chair's call for speaker cards for each Discussion agenda item. A limitation of three minutes shall be imposed upon each Public Comment and Discussion item speaker. Written Statement Cards may be submitted in lieu of speaking orally for Discussion items. Any questions concerning any agenda item may be directed to the Parks and Recreation Department at 517-6227. In compliance with the Americans with Disabilities Act, if you need special assistance to review an agenda or participate in this meeting, including auxiliary aids or services, please contact the Parks and Recreation Department at (805) 517-6227. Upon request, the agenda can be made available in appropriate alternative formats to persons with a disability. Upon advance notification of the need for disability -related modification or accommodation, reasonable arrangements will be made by City staff to provide accessibility to the meeting (28 CFR 35.102-35.104; ADA Title II). Parks and Recreation Special Commission Meeting November 14, 2021 Page 3 STATE OF CALIFORNIA ) COUNTY OF VENTURA )§ CITY OF MOORPARK ) AFFIDAVIT OF POSTING I, Kimberly Sexton, Administrative Assistant of the City of Moorpark, County of Ventura, State of California, do hereby certify under penalty of perjury, that I posted a copy of the Notice of the Regular Parks and Recreation Commission Agenda for November 14, 2021. Executed on this 10th day of November 2021, at Moorpark, California. Krbyv extot Atrativesistant II Parks, Recreation and Community Services Department ITEM : 6.A. 2021 Parks Tour Schedule Included on Agenda No Staff Report ITEM: 6. B. PARKS AND RECREATION COMMISSION AGENDA REPORT TO: The Parks and Recreation Commission FROM: Jeremy Laurentowski, Parks and Recreation Director DATE: 11/14/2021 Special Meeting SUBJECT: Selection of Ad Hoc Committee Members for Parks and Recreation Master Plan Update BACKGROUND On June 3, 2009 the City Council adopted an update to the Parks and Recreation Master Plan (Master Plan). The Master Plan was originally adopted by the City Council in September of 1986. The 2009 Master Plan update evaluated the recreation facilities and programs that currently exist in Moorpark; the users of these facilities and programs; the importance of parks, facilities and programs and the role they play in the lives of the residents of Moorpark; the types of facilities and programs that are deficient in the city; and potential funding sources for these facilities and programs. The Master Plan was intended to assist the Parks, Recreation and Community Services Department with planning parks and recreation facilities over a seven -to -ten-year time span. DISCUSSION It has been over twelve years since the last Master Plan update was adopted by the City Council. The City Council's adopted Strategies, Goals and Objectives for Fiscal Years 2021/22 and 2022/23 includes the following related to this item: Strategic Priority: Equity and Inclusion Goal 2: Practice Respect, Equity, and Inclusion Citywide Objective 2.13 Develop an RFP and hire a consultant to update the City's 2009 Parks and Recreation Master Plan, including a study of Youth, Teens, and Senior Adults, with an emphasis on inclusion, collaboration with various youth and senior organizations, and survey of all Moorpark residents to develop programming, events, and recreational needs. In order to fulfill this Objective, staff recommends establishing an Ad Hoc Committee (Committee) with two Parks and Recreation Commissioners to help prepare the Parks and Recreation Commission 11/14/2021 Special Meeting Page 2 Request for Qualifications and Request for Proposals (RFP), select the consultant, and ultimately review the Master Plan and provide input prior to City Council adoption. The RFP for the Master Plan update will require that the consultant evaluate the existing recreation facilities, evaluate their use and popularity, and determine the importance that these facilities or amenities play in the lives of the residents that use them. The Master Plan will include information on how certain facilities have changed since the last update, current trends in recreation, and whether new or additional amenities should be constructed within our park system. For instance, we have received several requests for additional pickleball courts over the last several years. Staff has completed several projects to install new pickleball courts, including restriping the courts at Miller Park for both pickleball and tennis. However, without an analysis of current trends in both tennis and pickleball, it is difficult to determine whether the city has enough courts for both uses. In addition to the Master Plan update, staff recommends an analysis of several other program areas. For instance, staff recommends that the consultant include an analysis of the recreational services and programming that the city currently provides and include an analysis of current trends in recreation. Staff believes that this type of analysis will help increase participation, align our programming with current trends, and will help staff provide the type of programs desired by Moorpark residents. Additionally, staff recommends including a Youth Master Plan as a component of the Master Plan, as well as an analysis and study of programming related to Senior Adults. A Youth Master Plan has been on the City Council's goals and objectives for a number of years. Staff believes that through the community input process for the Master Plan update, a Youth Master Plan and study on programming for senior adults could be developed to guide programs, services, and facilities for both youth and senior adults. On February 4, 2019, staff brought this item to the Commission to select two members to serve on the Committee. At that time, Commissioner Gunning and Vice Chair Norwalt were selected. However, due to the fact that the city was in the middle of several other important initiatives, such as the development of the City's first Arts Master, the design of the City's new Library and the City's General Plan Update, the project was put on hold. Additionally, several seats on the Commission have changed since 2019, and staff is once again requesting that the Commission consider two members to serve on the Committee to help prepare the RFP, select the consultant and provide an initial review of the Master Plan prior to presenting the final document to the Commission, and ultimately the City Council for approval. Staff anticipates that the review process will require a commitment of approximately thirty (30) hours and will require time allotted during normal business hours to meet with staff, perform interviews, and meet with the consulting team to review the draft Master Plan document. The following is a preliminary estimate of the hours required: 0 (2) hours - Review & comment on the RFQ/RFP + 1 meeting with staff Parks and Recreation Commission 11/14/2021 Special Meeting Page 3 • (8) hours - Review proposals + 1 meeting with staff • (6) hours - Interview selected consultants (3 consultant interviews) • (14) hours - Review draft Master Plan + 2 meetings with staff and the consulting team FISCAL IMPACT The Parks and Recreation Master Plan update is not currently included within FY 2021/22 operating budget. Based on current costs for Master Plan updates in other communities, the update to the Master Plan would cost approximately $150,000 to $200,000. Staff will return to the City Council to request funding once the consultant has been selected. STAFF RECOMMENDATION Select two Commission members to serve on an Ad Hoc Committee to assist with the preparation of an update to the 2009 Parks and Recreation Master Plan. Attachment: 2009 Parks and Recreation Master Plan ""Malmo w. ATTACHMENT: 6.B. r tAr �E Y i iA4 ACKNOWLEDGMENTS ACKNOWLEDGMENTS MOORPARK CITY COUNCIL Janice Parvin, Mayor Mark Van Dam, Mayor Pro Tempore Gary Lowenberg, Councilmember Roseann Mikos, Councilmember Keith Millhouse, Councilmember CITY OF MOORPARK Steven Kueny, City Manager MOORPARK RECREATION, PARKS AND COMMUNITY SERVICES STAFF Mary Lindley, Director Roger Blais, Parks/Landscape Manager Stephanie Shaw, Recreation Supervisor PARKS AND RECREATION COMMISSION — 2009 Thomas Pflaumer, Chair Sandra Thompson, Vice Chair Patrick Ellis, Commissioner Daniel Groff, Commissioner Delfina Newton, Commissioner PREPARED BY: M to Moore lacofano Goltsman Inc. 801 North Harbor Blvd. Fullerton, California 92832 (714) 871-3638 www.migcom.com Jim Pickel Maxine Surks Jerry Draggoo Moorpark Parks and Recreation Master Plan TABLE OF CONTENTS PAGE # ACKNOWLEDGMENTS EXECUTIVE SUMMARY Introduction.......... ..................................... ...:............ ..................... ........................ ES -1 Highlightsof Each Chapter...................................................................................... ES -1 CHAPTER 1: INTRODUCTION 1.1 Project Overview............................................................................................... 1-1 1.2 Community Overview. .................................................... ...... ........................... 1-2 1.3 Community Involvement.................................................................................... 1-5 1.4 Goals and Objectives for the Master Plan........................................................... 1-5 CHAPTER 2: EXISTING PARKS, FACILITIES, PROGRAMS AND RESOURCES 2.1 Introduction...................................................................................................... 2-1 2.2 Park Land Definitions........................................................................................ 2-1 2.3 Inventory of Park and Recreation Facilities.......................................................... 2-3 2.4 Park Land Inventory .......................................................................................... 2-5 2.5 Recreation Programs and Services.................................................................... 2-22 2.6 Summary of Existing Facility and Recreation Programs ...................................... 2-26 CHAPTER 3: DEMAND AND NEEDS ANALYSIS 3.1 Introduction....................................................................................................... 3-1 3.2 Scope and Purpose........................................................................................... 3-1 3.3 Socio -Demographic Analysis and Projections...................................................... 3-1 3.4 Methodology.................................................................................................... 3-4 3.5 Community Input.............................................................................................. 3-4 3.6 Facility Demand Analysis.................................................................................... 3-9 3.7 Facility Needs Analysis.................................................................................. 3-12 3.8 Field Needs Analysis by Current Participation................................................... 3-15 3.9 Summary of Facility Analysis............................................................................ 3-15 13 F-, Moorpark Parks and Recreation Master Plan Page -i TABLE OF CONTENTS PAGE # CHAPTER 4: DEVELOPMENT AND OPERATING GUIDELINES AND POLICIES 4.1 Introduction....................................................................................................... 4-1 4.2 Scope and Purpose.............................................................................................4-1 4.3 Park Development Standards.............................................................................4-2 4.4 Park Policies......................................................................................................4-6 4.5 Park Acquisition................................................................................................. 4-9 CHAPTER 5: IMPLEMENTATION RECOMMENDATIONS 5.1 Introduction....................................................................................................... 5-1 5.2 Key Findings......................................................................................................5-2 5.3 Park Facilities, Maintenance and Standards........................................................5-3 5.4 Recreation Programs, Activities and Services........................................................ 5-6 5.5 Funding and Finance Recommendations...........................................................5-12 5.6 Master Plan Review and Update.......................................................................5-13 CHAPTER 6: FUNDING AND FINANCIAL ANALYSIS 6.1 Introduction....................................................................................................... 6-1 6.2 Key Findings......................................................................................................6-1 6.3 Funding Options............................................................................................... 6-3 6.4 Recommended Capital and Non -Capital Projects..............................................6-16 6.5 Implementation Strategies................................................................................6-17 APPENDICES APPENDIX A Glossary APPENDIX B Sports Organization Questionnaire APPENDIX C Community Questionnaire and Responses APPENDIX D PowerPoint Presentation to Parks & Recreation Commission APPENDIX E Stakeholder Interview Questions and Responses LIST OF FIGURES FIGURE 2.1 Map —Existing Parks, Schools and Community Facilities FIGURE 2.2 Map —Existing Parks Showing Service Areas FIGURE 4.1 Map —Proposed Parks and Facilities Page -ii Moorpark Parks and Recreation Master Plan 0 91 ir_xeculw Juqmmali°'`` EXECUTIVE SUMMARY INTRODUCTION EXECUTIVE SUMMARY The Parks and Recreation Master Plan (Master Plan) is based on the vision that recreation facilities, programs, and open space are valuable resources for any city. They combine to enhance community health, enrich the lives of residents, and contribute to a unique community identity and improve quality of life. In the Spring of 2006, the City of Moorpark entered into an agreement with Moore Iacofano Goltsman Inc. (MIG) to initiate a study that would assess the community's parks and recreation needs and update the existing Parks and Recreation Master Plan, which was adopted by the City Council in September 1986. The results of this updated study is a new Parks and Recreation Master Plan that asks and answers the following questions: • What recreational facilities and programs does Moorpark have? • Who uses Moorpark's facilities and programs? • What role do parks, facilities, and recreation programs have in the lives of residents? • What type of facilities and programs does the City need? • Where will these facilities and programs be placed and how will they be funded? The resulting document is intended to serve as a benchmark for the City to move forward in planning its Parks and Recreation facilities for the next 7 to 10 years. HIGHLIGHTS OF EACH CHAPTER The following presents the highlights of each chapter of the document. While the reader is encouraged to read each individual chapter in the document, this overview will provide a quick reference to what the key findings were in each chapter and offers a summary for a speedy review of the document. _y Moorpark Parks and Recreation Master Plan Page ES -1 EXECUTIVE SUMMARY Chapter I - Introduction Chapter One describes the purpose of this report and gives a profile of the City of Moorpark. This profile provides the framework for the Plan including a discussion of the history of the planning area, the regional context, natural features, demographic characteristics, and public involvement activities. Finally, this Chapter identifies initial goals established by MIG in concert with the City for the Master Plan. This was stated to be: "... identify the City's recreation needs and demands and to develop reachable goals that are an outgrowth of the community input process and thus will likely be supported by the community. Along with ident�fying needs expressed by the community, the Master Plan seeks to acknowledge the goals and vision expressed by the City during its annual budgeting process. The findings of both processes are designed to lead to a strategic plan for the ongoing health azzd growth of the City ofMooziark. " Chapter 2 - Existing Parks and Recreation Facilities Understanding the existing conditions in the community is an "...the City is primarily essential step in the blaster Plan process. Chapter 2 includes an a young family-oriented inventory of the City's recreation facilities, mentioning other recreation facilities open to the public, as well as a discussion of community With some public schools and private recreation facilities used by sports discretionary income; groups. increasing in population, This chapter gives standards and defines the characteristics of especially in family community parks, neighborhood parks, regional parks, natural open space and special use areas. An analysis of City park and residential; and has an recreation facilities is included along with photographs of each above average educated site. population." Chapter 2 also examines existing programs offered by the City along with other non -city agencies and non-profit groups that may provide additional services to residents. Page ES -2 Moorpark Parks and Recreation Master Plan ['_ EXECUTIVE SUMMARY Chapter 3 - Demand and Needs Anne ysus Chapter 3: Demand and Needs Analysis allows the City to develop short term and long range plans for providing adequate recreation facilities and programs to meet the needs of this growing and evolving community. To arrive at this analysis the MIG Team uses a number of methods: Community Outreach: Information gathered from the community through public events, stakeholder interviews, community organization questionnaires, and a sports organization survey. Demand and Needs Analysis: An evaluation of current and future facility needs was developed using results from the sports organization survey, facility inventory, and relevant demographic projections. Service Area Analysis: An evaluation of how parks and recreation facilities are distributed throughout residential areas in Moorpark. Acreage Analysis: An evaluation of parkland acreage needs in the City based on established standards and on identified need for specific recreation facilities such as sports fields, gyms, pools, trails, etc. KEY FINDINGS Key findings from these different methodologies are broken down and summarized below: COMMUNITY OUTREACH Of the opinions expressed by the community, there were some issues that rose to the top in terms of their relevance and priority. Some of these are taken from Chapter 3 below: Moorpark needs to grow but maintain balance to keep it a healthy place to live. • Due to limited land availability, decision makers need to make wise choices when considering land uses and development. 1 ;(lEd Moorpark Parks and Recreation Master Plan Page ES -3 EXECUTIVE SUMMARY + Community leaders need to consider how to provide continued funding for improvement and maintenance of existing and future of parks and recreation facilities and programs. + The City needs water play facilities and/or a swimming pool, dog parks, event space and improved sport field conditions. + A facility focused on teen programs and activities was mentioned multiple times in interviews and questionnaires. + There was a consensus that the City and Moorpark Unified School District should continue to work together to improve joint use capabilities and development of recreation facilities. Sports groups responding expressed the need for the following: + Complete sports fields for practice and games with team benches, bleachers, fencing, backstops and lights + More support facilities including, concession buildings or snack bar facilities., storage facilities, more parking areas, batting cages, safety netting and restrooms FACILITY DEMAND ANALYSIS Current and Future Park Acreage 2007/08 2025 Population 36,919 46,000 Park Acres Current 152.5 Park Acres Re wired* 185 230 Deficit F (32.5) 1 (77.5) Based on current City conditions, Moorpark provides 4.1 acres of park land for every one thousand (1,000) residents. The adopted City standard for parks is 5 acres per 1,000 residents. Based on a build out population of 47,833, and a lack of available land, attaining the needed 239 acres for parks and open space is not realistic. Therefore, sharing resources and converting unused or underused spaces may be the way to serve the needs of the population through the year 2020 and beyond. RECREATION FACILITY NEEDS The City of Moorpark sets annual goals and objectives for improving and updating facilities throughout the city. Many of the observations made by the project team were among the items already mentioned in those goals. The fact that some are listed here is a confirmation of that Moorpark has its finger on the MTei' Page ES -4 Moorpark Parks and Recreation Master Plan ",' EXECUTIVE SUMMARY pulse of the community and is striving to improve and enrich the facilities it already has. The following recommendations are in keeping with those goals and objectives. + A community swimming pool to serve recreation, swimming and comfort needs during the summer and possibly accom- modate a competitive swim program, diving and water polo + Additional sports fields for baseball and softball and improvement of certain soccer fields (See Chapter4, Policy 90) + Lighting for existing fields/courts to allow for extended play + Development of a teen/community center with access to a gymnasium + Splash/water play pools in parks where space is available and private HOA swimming pools are inaccessible to residents + An outdoor performance venue/ amphitheater The development of these facilities will assist the City in meeting the community's recreation needs. Chapter 4 — Devepopo7me nt and Operating Guidelines and Pofties Chapter 4 recommends general guidelines and policies that will provide the groundwork for decision making to meet the recreation programming and facility needs of Moorpark residents. These guidelines and recommended policies are both general and specific to provide a reference for staff and elected/appointed officials to develop annual goals and objectives for work programs and as a resource for the periodic update of the Open Space, Conservation and Recreation Element of the Moorpark General Plan. With these guidelines and policies in hand, the City can address issues that include: existing park site enhancement and improvements; park site selection criteria; park acceptance criteria; criteria for classifying and designing parks; special community recreation facilities; joint -use agreements; and park acquisition and development. t rr 0=Moorpark Parks and Recreation Master Plan Page ES -5 EXECUTIVE SUMMARY KEY FINDINGS Building on previous documents such as, the City's Land Use Element (adopted in 1992) and Open Space, Conservation and Recreation Element (adopted in 1986) of the General Plan along with the earlier Parks and Recreation Master Plan (adopted in 1986), this Master Plan acknowledges that the City and its residents clearly appreciate their City's location and its resources: the viewsheds, the wildlife corridors, agricultural areas that have enriched it and the small town atmosphere that identify its character. The following recommendations are intended to support the goals, objectives and philosophy held by the City and residents of Moorpark. Continue to supply park land at a minimum of 5 acres per 1,000 persons throughout the plan area as stated in the City's Quimby Ordinance. Develop a plan for at least two additional Neighborhood parks or one Community and one Neighborhood park in areas where the population is dense and in need of parks facilities. Map Figure 4.1 shows areas where parks might be located. These parks should be developed according to the guidelines in Table 4.2. In order to maximize use and decrease park land deficits, the areas of each Neighborhood park should ideally be no less than 10 acres and a Community park should be at least 20 acres in size. Coordinate development of trail systems throughout the City based on a future Trails Master Plan. The trails system should be designed to provide linkages to recreation facilities and other places of interest, complement unique vistas and natural resources, and encourage alternative transportation options. • Provide safety, accessibility, and compatibility between parks and adjacent residential areas through "good neighbor" park practices. Page ES -6 Moorpark Parks and Recreation Master Plan" EXECUTIVE SUMMARY Chapter 5 - Implementation Recommendations Chapter 5 presents a summary of recommended actions that have been develop from the Master Plan process. Action items include improvement of existing and development of new facilities; ensuring that recreation programs and services meet the community needs and demands; ways to continue to expand recreation facilities and services though joint -use and joint development opportunities; and revenue enhancement. This Chapter also supports opportunities of acquiring parkland through the development process already employed by the City through the use of Park In -Lieu Fees, developer agreements and the Parkland Dedication (Quimby Ordinance). KEY FINDINGS The results of input from community interviews and questionnaires clearly demonstrated the number one activity among families with children were organized sports: soccer, basketball, baseball, softball, and football. Next came tennis and volleyball and activities such as skateboarding, walking, jogging, and running for exercise. Passive activities included picnicking, and children using play equipment. In terms of facilities, an aquatics center or community swimming pool topped the list. This need is currently being filled in newer areas of the city by individual housing developments which include swimming pools as a recreational amenity though the Homeowners' Association. Another pool provider is Mavericks Gym, a privately owned and operated health club which requires membership to attend. Residents also expressed a need for dog parks; an outdoor amphitheater; fully developed sports fields with lighting, participant and spectator seating and restrooms; a teen center; and skate park facilities. 0,11 Moorpark Parks and Recreation Master Plan Page ES -7 EXECUTIVE SUMMARY FUNDING AND FINANCE RECOMMENDATIONS To help fulfill the recommendations made throughout the Master Plan, several means of achieving financing for future projects were suggested in this section of Chapter 5. The City may or may not already employ some of the funding methods delineated in this Chapter. Each resource has its own appropriate use and is defined briefly in Chapter 6. The City must determine which type of funding to choose for each type of project. Some types of funding include: • A Community Foundation • An Asset Management Program • Increased Funding for Park Assessment Districts MASTER PLAN REVIEW AND UPDATE Finally, Chapter 5 recommends that the City review the entire Master Plan every five to seven years to make sure its goals, recommendations and policies are still current. Chapter 6 - Funding and Financial .Analysis The purpose of Chapter 6 is to support the City's stated vision and goals through the Master Plan's recommended policies and objectives. This is accomplished by suggesting priorities and funding options for the City to implement. This Chapter contains an overview of the conclusions reached in the previous chapters from which the recommendations are drawn. The Project Team also considered demographic, economic and social factors in its analysis to recommend those capital and non -capital projects for the City of Moorpark to undertake. Page ES -8 Moorpark Parks and Recreation Master Plan: EXECUTIVE SUMMARY Table 6.1 below summarizes capital and non -capital projects recommended in the plan. PROPOSED CAPITAL AND NON -CAPITAL PROJECTS — Table 6 * Taken from the City of Moorpark 2008-09 Budget **Additions to existing facilities t See Figure 4.1 for locations of proposed parks IMPLEMENTATION STRATEGIES Because the City's current funding sources are limited, various strategies are suggested for achieving some of these projects such as partnering with other entities, phasing projects or selecting alternative designs or amenities for facilities. Building community support is the most important factor in obtaining approval for financing and funding park and recreation facility development. Moorpark Parks and Recreation Master Plan Page ES -9 Project R&eduo ProducingPriority FunJi g Fun. 1 . Park Improvements* No 1 yr $9,000,000 2. Develop a Youth Master Plan No 2 yrs $40,000 3. Update the Trails Master Plan No 2 yrs $50,000 TOTAL $9,090,000 Developments 4. Art in Public Places* No 15' yr $400,000 5. Spray/Splash Parks (2)** No 2-5 yrs $400,000 6. Develop a 20 -Acre Community Park- C -1t Potential 2-5 yrs $10,000,000 7. Develop a 10 -Acre Neighborhood Park --N- 1 t Potential 2-5 yrs $4,000,000 8. Skatepark Potential 2 yrs $800,000 9. Dog Park No 2-5 yrs $15,000 10. Outdoor performance venue Yes 2-10 yrs $25,000 TOTAL $15,640,000 11. Aquatics Center Feasibility Study No o - o 1-2 yrs 0 0 $50,000 $14,050,000*3 12. Aquatics Center Yes 10 yrs agencies *Dividing the cost into thirds by partnering with two other $5 000,000 agencies would result in a cost to the City of: 0 e ®• •'® o oae Oea * Taken from the City of Moorpark 2008-09 Budget **Additions to existing facilities t See Figure 4.1 for locations of proposed parks IMPLEMENTATION STRATEGIES Because the City's current funding sources are limited, various strategies are suggested for achieving some of these projects such as partnering with other entities, phasing projects or selecting alternative designs or amenities for facilities. Building community support is the most important factor in obtaining approval for financing and funding park and recreation facility development. Moorpark Parks and Recreation Master Plan Page ES -9 EXECUTIVE SUMMARY This page intentionally left blank Page ES -10 Moorpark Parks and Recreation Master Plan ® 14;;' Tt .. �'� str�� -----=�J�__ 1.0 - INTRODUCTION 1 .1 -PROJECT OVERVIEW CHAPTER 1 Introduction Chapter One describes the purpose of this report, gives a profile of the City of Moorpark that provides the framework for the Plan including a discussion of the history of the planning area, the regional context, natural features, demographic characteristics, and public involvement activities. Finally, this Chapter identifies initial goals established by Moore Iacofano Goltsman Inc. (MIG) in concert with the City for the Master Plan. In the Spring of 2006, the City of Moorpark entered into an agreement with MIG to initiate a study that would assess the community's parks and recreation needs and update the existing Parks and Recreation Master Plan, which was adopted by the City Council in September 1986. The result of this study is a new Parks and Recreation Master Plan that: • Examines the current condition of parks and facilities; • Studies and analyzes public demand for park and recreation facilities; • Establishes policies and guidelines for park planning and development; • Proposes future park locations; • Recommends improvements to existing facilities and parks including upgrades, renovations and placement of new amenities; and • Describes a financing strategy for funding the actions. The MIG team tapped several resources to gather information for this report: prior and current planning documents; the City's prior and current budget and program information; staff and community input; federal, state, and county government data on housing, economy, society and demography. In addition to meetings and site visitations, AUG reviewed the web sites of the City as well as other local recreation service providers to confirm existing conditions and services. Information was also obtained from various reports and documentation provided by City staff. 13 W Moorpark Parks and Recreation Master Plan Page 1-1 CHAPTER 1 Introduction 1.2- COMMUNITY OVERVIEW HISTORY Named for the variety of fruit found growing throughout the area, the Moorpark apricot (pictured left), the community of Moorpark was founded in 1887 by Robert W. Poindexter. Moorpark was not incorporated as a City until in July 1983. Since incorporation, its population has grown from 11,398 to 36,150 in January 2007: an increase of 317% in 24 years. The City occupies 12.44 square miles of land within the southeastern area of Ventura County. GEOGRAPHY AND TRANSPORTATION The City of Moorpark is surrounded by foothills which provide rich and beautiful views. Sharing the valley is its closest neighbor to the south, Thousand Oaks, Simi Valley to the east, and to the west the City of Camarillo. + } t F�1{uwre CTC { 'i I E Rd Las P�r•r3r= � i" _�^..�—,}-"-• -� _ _ � I ' c rS 'i L Tic" llo [3A ' --i 7— - - [ m JC7 a. _ Moorpark Vicinity Map Historically, the building of transportation corridors through the City has played a major role in Moorpark's economic and residential development. Major access to the area was first Page 1-2 Moorpark Parks and Recreation Master Plan �: " 51mi val!•ry �IdRsvr shai Vidlev � j — f T6aasurid Oaks Historically, the building of transportation corridors through the City has played a major role in Moorpark's economic and residential development. Major access to the area was first Page 1-2 Moorpark Parks and Recreation Master Plan �: " CHAPTER 1 Introduction provided with the opening of the railroad tunnel through the mountain completed in 1904, and then more recently with the building of the 118 Freeway and Highway 23. The proximity of these major highways, along with its own Metrolink station makes commuting to and from Moorpark convenient. The City can also boast of being within a 50 -mile radius of four airports: LAX, Burbank, Van Nuys, and Oxnard. Passenger rail travel is provided with access to San Luis Obispo and San Diego by Amtrak. City Transit and dial -a -ride services provide connections for commuters and transportation for residents to parks and facilities during daylight hours. HOUSING AND POPULATION The City has estimated that based on a maximum of 13,000 housing units, the population at build -out could range from 36,919 to 46,000 depending on household size. Current statistics show that Moorpark will reach build -out by 2050. Since Moorpark approved its Land Use Element in 1992, fifteen (15) amendments have been added. Ten of the fifteen amendments increased housing densities in new developments. This factor will heavily affect the City's ability to provide recreation space and services to accommodate the increase in population. Moorpark Population Growth Percentage of Growth :153% 116.5% ;130.7% 227% 23.2% _114.3% 28.1% *Approximation based on new housing units at build -out and occupancy of 3.55 per household. IM Moorpark Parks and Recreation Master Plan Page 1-3 CHAPTER 1 introdug-ion DEMOGRAPHY The following population charts show that the City of Moorpark is a community of young families with one third of the population being children and teens. About 10% of the community is senior citizens, making about 47% of the community working age adults. Household Income 1999 25% rn 15% - ® City of Moorpark v 10% _ ■ Ventura County CL 0% 000 000 0°j0 0°�0 01j1 091 000 0°'0 00'0 ode 2,�0• 3D�• %rt' %0b• %�0• 6a,\p„ X00, NN b. NC6 a, 5r�c 000`0 000`0 000 0000 0000 000 00� 00� °� 00 00 ��5 ^O a,`co ryLh c9Sc�' �y0 4 Oo y00 °'L Moorpark is considered an affluent community with over 50% of the adult households having an annual income of over $75,000 per year. F7Page 1-4 Moorpark Parks and Recreation Master Plan ,,; Population by Age 50% 45% - 40%- 0%-35% 35%- �. 30% - ® City of Nborpark 25%M 20%— Ng. ■ Ventura County 5% - — -- -- -- 0% Children 0-19 Young Working Seniors 55+ years Adults 20 to Adults 20-54 24 years years Household Income 1999 25% rn 15% - ® City of Moorpark v 10% _ ■ Ventura County CL 0% 000 000 0°j0 0°�0 01j1 091 000 0°'0 00'0 ode 2,�0• 3D�• %rt' %0b• %�0• 6a,\p„ X00, NN b. NC6 a, 5r�c 000`0 000`0 000 0000 0000 000 00� 00� °� 00 00 ��5 ^O a,`co ryLh c9Sc�' �y0 4 Oo y00 °'L Moorpark is considered an affluent community with over 50% of the adult households having an annual income of over $75,000 per year. F7Page 1-4 Moorpark Parks and Recreation Master Plan ,,; CHAPTER 1 Introduction Moorpark is an educated community with 85% of the adults being High School graduates and about 40 % being college graduates. Based on the 2000 Census data for incorporated cities provided by the California Department of Finance, the demographic information will up corrected to indicate that Moorpark is comprised of the following ethnic groups: 62% White, 28% Hispanic, Asian 5% and 5% other. In summary the City of Moorpark can be described as an upscale suburban family community with above average education and income. EDUCATION The City is home to Moorpark College, an accredited two-year community college which along with a traditional curriculum offers professional studies in Exotic Animal Training and Management. Moorpark Unified School District (MUSD) provides public K-12 education. The MUSD operates six elementary schools, two middle schools, three high schools, In addition it provides early childhood education programs for low- income and regular preschool students. 1.3 -COMMUNITY INVOLVEMENT IVIIG began the process of information gathering for the Master Plan by meeting with key members of the Parks, Recreation and Community Services Department. MIG attended the July 3, 2006 event during which questionnaires were distributed to visitors, and attendees were invited to share their opinions on recreation needs and desires. In addition, MIG partnered with the City of Moorpark to conduct interviews with elected officials, representatives from youth sports organizations, various other community stakeholders, School District staff, and City staff. The analysis of this community feedback is covered in Chapter 3. 1.4 GOALS AND OBJECTIVES FOR THE MASTER FLAJ! The objective of the Master Plan process was to identify the City's recreation needs and demands and to develop reachable Moorpark Parks and Recreation Master Plan Page 1-5 CHAPTER 1 Introduction goals that are an outgrowth of the community input process and thus will likely be supported by the community. Along with identifying needs expressed by the community, the Master Plan seeks to acknowledge the goals and vision expressed by the City during its annual budgeting process. The findings of both processes are designed to lead to a strategic plan for the ongoing health and growth of the City of Moorpark. Page 1-6 Moorpark Parks and Recreation Master Plan 1 `` h�i ote, r 2 1 ExistinLr Parks, Facilities, Programs and Resources CHAPTER 2 Existing Parks, Facilities, Programs & Resources 2.0 — E) S N aNG PARKS, FACILITIES, PROD, NAS AND RESOURCES 2.1 - l�1TRODUC T RDD Chapter 2 provides a description of the City's existing parks and recreation resources. This includes maps showing the locations of City parks and schools, a park and facility inventory, an overview of programs and services offered in the community along with an overview of recreation programs offered by other organizations for the community. The Department of Parks, Recreation, and Community Services currently operates and maintains 16 built parks, recreation areas and trails with one park currently in development, for a park land total of 152.5 acres. These sites range in size from 69 acres to 0.5 acres and offer a variety of passive and active recreation opportunities including organized sports, informal play, hiking, picnicking or group gatherings. (See Figure 2.1 — Existing Parks, Schools and Community Facilities) In order to address specific planning needs for park, open space, and recreational areas, park classifications have been used. Each park class provides a distinct type of recreational opportunity. The ideal community park system is made up of several different types or classifications of parks. Design guidelines for each park type are found in Section 4.3. The classification system used in this document is as follows: Mini -Parks: Mini -parks, pocket -parks, tot lots and children's playgrounds are all small single -purpose play lots designed primarily for small child use or as small oases to break up dense urban areas. Due to their size, the facilities are usually limited to a small open grass area, a children's playground, and a small picnic area. The service area is roughly one-quarter mile, and the size is usually two acres or less. Because of the high cost to maintain these parks, they are developed in limited situations. The need for mini parks is often met by HOAs. 13 ON LU Moorpark Parks and Recreation Master Plan Page 2-1 CHAPTER 2 Existing Parks, Facilities, Programs & Resources Neighborhood Parks: Neighborhood parks are designed primarily for non -supervised, non -organized recreation activities. They are generally small in size and serve people living within approximately one-half mile of the park. Since these parks are located within walking and bicycling distance of most users, the activities they offer serve the entire neighborhood, including children. Typical facilities found in a neighborhood park include: playgrounds, picnic areas, trails, open grass areas for passive use, outdoor basketball courts, and multi -use open grass areas for practice field sports. Community Parks: A community park is planned primarily to provide active and structured recreation opportunities for young people and adults. Community park facilities are designed for organized activities and sports, although individual and family activities are also encouraged. Community parks can also provide indoor facilities to meet a wider range of recreation interests. Community parks serve a much larger area and offer more facilities. As a result, they require more support facilities, such as parking, restrooms, and covered play areas. Community parks usually have sport fields or similar facilities as the central focus of the park. Their service area has roughly a 2-3 mile radius. Regional Parks: Regional parks are large recreation areas designed to serve an entire region beyond the city limits. Often they are acquired to provide a specific and sometimes unique recreation opportunity. Most frequently they are owned and maintained by a County agency. Special Use Areas: Special use areas are sites often occupied by a specialized recreation facility. Some uses that fall into this category include waterfront parks, boat ramps, botanical gardens, community gardens, single purpose sites used for a particular field sport, or sites occupied by recreation buildings. Linear Parks: Linear parks are developed landscaped areas and other lands that follow linear corridors such as rivers, creeks, abandoned railroad rights-of-way, canals, powerlines, and other Page 2-2 Moorpark Parks and Recreation Master Plan �_� . rn N ~ m0`'xI j L O YGJ b ca �� Q Q ®.yv\ W a 3 o E O V N o 0. to LL LL a'E ° aQ1i � y °c � a in O�� 0 J jy� 9\ � � z, W � L vii o Z Q Z �� 2 _ y j LM o fA L. i s > j ¢ U .x .� •_ Q O Chi r, o W a w 8 o � r I • � � t rn c° y L °O =—��J c�= sz�� O "�o�y� a9 Iy` 'V T azo 4aca�cm-0. O cmE Zn—E_ EU`° a m�>y N 2U ao2 6�E Fvi2c° tm c o2oLi'caE 2 I %tv II a �,- i 1�I I � w Qk• iuig. 9➢88'� I Wa ice/ �. .® p El .- nr 1 - " kT 8 4, `• �„ CHAPTER 2 Existing Parks, Facilities, Programs & Resources elongated features. This type of park usually contains trails, landscaped areas, viewpoints, and seating areas. Natural Open Space: Natural open space is defined as undeveloped land primarily left in its natural form with recreation uses as a secondary objective. It is usually owned or managed by a governmental agency and may or may not have public access. This type of land may include wetlands, steep hillsides, or other similar spaces. In some cases, environmentally sensitive areas are considered open space and can include wildlife habitats, stream and creek corridors, or unique and/or endangered plant species. Undeveloped Land: This land is undeveloped and has not yet been designated for a specific park use. 2.3 INVENTORY OF PARI{ & RECREATION FACILITIES An inventory of park and recreation facilities was developed using information from various agencies that make available recreation facilities for the community, including the City, County, Community College and School District. While the primary focus of this Master Plan is to assist the City in identif Ting future recreation facility and program needs in the community, it is important to recognize that other groups or agencies may already be fulfilling some of those needs. Or that perhaps an opportunity to share resources may be identified at a savings to the local taxpayer. The majority of information about existing parks and facilities was gathered by MIG team members visiting park sites and by interviewing PRCS staff. Other resources for park information included maps, brochures and the Internet. Existing private and commercial facilities are also noted as recreation resources in Moorpark even though the use of these facilities may be limited. The following section provides an overview of each City park site with a description including size, classification, development status, existing amenities, its overall condition and any proposed improvements. Figure 2.2, Existing Parks Showing Service Areas MIn Moorpark Parks and Recreation Master Plan Page 2-3 CHAPTER 2 Existing Parks Facilities Programs & Resources contains an aerial map showing each of the existing parks and the areas they service. Table 2.1 below is a matin' K showing amenities in each of the parks in the Cite. MOORPARK INVENTORY OF CIT`( PARK RECREATION! FACILITIES — Table 2 Facilities o o Q o c ° E v ° E v 3 m v �i U ° ;_ E U 0.5 - U 8 o o 3 c i 4.5 0.5 2 E o � � °' m `c v ° a c o °o a c 9.5 a ce a t 8 ° V a >> 1.5 p a c 1 o t— > v 152.5 Size in Acres 69 6 2.5 5 7 6.5 5 8 10 Multipurpose Feld l l_ 11 1 1 l I I l I --5.0 2 Baseball Fields 2 Used for League Play I I I I 1 2 I 2 Field Lighted 0 Softball Fields 4 l I 4 2 20��—i 18I 1 — � � 1� 2 2 1 1—�_ � --- _ __..- 9 7 League Play Used for Lea g Field Lighted I _ I 1-- I I 1 3 22 19 Soccer Fields Used for League Play Field Lighted 0 Football Fields 1 I I I I I I I 1 Used for League Play I I 0 Field Lighted I I I I I Indoor Basketball Courts 1 _-_I-�_ 1 Gymnasiums 1 I �_ 1 Outdoor Basketball Courts 1 _� 1 1 _ 2 1 1 2 1 _ 1 1 1 1 1 1 10 Court Lighted Full Court —E I 1 1 1 �— -_—J-1 2 1 --- 1T— 2 —1 1 1 -- — - 2 10 Tennis Courts 8 1 I I 11 2 1 1 1 3 14 Outdoor 8 12 I, 1 3 13 Court Lighted 8 8I I I 11 I 2 2 —T I 3 _ 11 13 Full Court Rollerblade/Skateboard Fad 1. 1 I I 11 2 Indoor— W-- _ — -- -- 0 Lighted Facilities I I I 0 Play Equipn-ent/Tot Lots 2 1 1 1 1 1 1 1 11 1 1 2 1 1 1 18 Volleyball Courts I 1 Indoor Court Lighted 1 I I I I 1 Group Manic Structures 2 1 1 1 I 1 1 1 1 1 l 1 12 Swimming Pools 1I _ 0 Restroom Bldgs. 3 1 1 I 1 I 1 1 1 1 1 1 12 Community/Rec. Centers 1 1 2 Total Number of Meeting Rooms/Classrooms 4 2 6 ,r Mammoth Highlands is planned for development in 2008-2009 Page 2-4 Moorpark Parks and Recreation Master Plan 13 CL Q ®�\ ®ca °� ✓� `�� z Y �, 4- E sin wgs a L . (� W 9 �� W J L rn rn LL m T a Q rc Z �1 g^iy U 2 -U) , O E C V a Y fn d' C 5� w d ¢` x'Z o sal ! "9 x E w W rc W i p 0' E zr 9 'a' a a� I 'vrl ,1 m 62 y52 .11 ll ° .. rn E 10 E m rn= OWN .. . F. 'I ' f��J $, f d� as c°� i= a° ci 21 .6 'z aEesesgx� vl I AMf•� Cyd_.. 7ht.T O r< Ih 1 / , I ,µ 14 l3 Gk Al 014 aV .. FF i. .� CHAPTER 2 Existing Parks, Facilities, Programs & Resources 2.4 PARK LAND INVENTORY Arroyo Vista Community Park and Community Center Size: 69 Acres Address: 4550 Tierra Rejada Rd. Classification: Community Park Status: Developed Existing Facilities: 489 parking spaces, 3 restrooms, multi- purpose fields, softball, soccer, football, indoor basketball, gymnasium, tennis, roller hockey/ skateboarding, tot lot, volleyball, picnic shelters, community center w/meeting rooms, concession bldg. Conditions: Well maintained Planned Gym, sports field expansion, new swings, Improvements: new/additional lighting Moorpark Parks and Recreation Master Plan Page 2-5 CHAPTER 2 Existing Parks, Facilities, Programs & Resources Campus Park Size: 2.5 Acres Address: 6400 Harvard St. Classification: Mini Park Status: Developed Existing Facilities: Basketball, tot lot, picnic shelter, restroom Conditions: Fairly well-maintained Planned Improvements: Refurbish restroom Page 2-6 Moorpark Parks and Recreation Master Plan%`, CHAPTER 2 Existing Parks, Facilities, Programs & Resources Campus Canyon Park Size: 6 Acres Address: 6970 Campus Canyon Dr. Classification: Neighborhood Park Status: Developed Existing Facilities: Softball, soccer, basketball, tot lot, picnic shelter, restroom Conditions: Fairly well-maintained Planned Improvements: 13 M Moorpark Parks and Recreation Master Plan Page 2-7 CHAPTER ER 2 Existing Parks, Facilities, Procirams & Resources College View 'ark Size: 5 Acres Address: 15400 Campus Park Dr. Classification: Status: Existing Facilities: Conditions Planned Improvements: Neighborhood Park Developed 28 parking spaces, restroom, lighted basketball, tot lot, picnic shelter Fairly well-maintained Page 2-8 Moorpark Parks and Recreation Master Plan CHAPTER 2 Existing Parks, Facilities, Programs & Resources Community Center Park Size: 0.5 Acres Address: 799 Moorpark Avenue Classification: Mini Park Status: Developed Existing Facilities: 21 parking spaces, tot lot Conditions: Well-maintained Planned Improvements: No improvements planned at this time C319 Moorpark Parks and Recreation Master Plan Page 2-9 CHAPTER 2 Existing Parks, Facilities, Programs & Resources Country Trail Park Size: 8 Acres Address: 11701 1/2 Mountain Trail St. Classification: Neighborhood Park Status: Developed Existing Facilities: Multipurpose field, 12 parking spaces, tot lot Conditions: Well-maintained Planned Improvements: This park will remain minimally developed because it is a detention basin planned for 20 -year flood. Page 2-10 Moorpark Parks and Recreation Master Plan CHAPTER 2 Existing Parks Facilities Programs & Resources Glenwood Park Size: 4.5 Acres Address: 11800 Harvester St. Classification: Neighborhood Park Status: Developed Existing Facilities: Multipurpose field, basketball, tot lot, picnic shelter Conditions: Fairly well-maintained Planned Improvements: New restroom, new tot lot equipment s-, Moorpark Parks and Recreation Master Plan Page 2-11 CHAPTER 2 Existing Parks, Facilities, Prograrrns & Resources Magnolia 'ark Size: 0.5 Acres Address: Southwest corner of Magnolia Street and Charles Street Classification: Mini Park Status: Developed Existing Facilities: Tot lot Conditions: Newly built. Planned Improvements: Tot swings Page 2-12 Moorpark Parks and Recreation Master Plan CHAPTER 2 Existing Parks, Facilities, Programs & Resources Mammoth i-iighlands Park Size: 7 Acres Address: Classification: Neighborhood Park Status: Approved for development Existing Facilities: Planned for 2008-09 Conditions: Soon to be built Planned Improvements: New restroom, new ADA playground surfacing, new play equipment, lighted basketball court and lighted tennis court, multipurpose field, 30 parking spaces t Moorpark Parks and Recreation Master Plan Page 2-13 CHAPTER 2 Existinci Parks Facilities Programs & Resources Miller Park Size: 6.5 Acres Address: 4530 Miller Parkway Classification: Neighborhood Park Status: Developed Existing Facilities: 30 parking spaces, restroom, soccer, softball, lighted tennis courts, tot lot, picnic shelter, basketball court Conditions: Well-maintained Planned Improvements: Lighting for existing basketball court Page 2-14 Moorpark Parks and Recreation Master Plan CHAPTER 2 Existing Parks, Facilities, Programs & Resources Monte Vista Nature Park Size: 5 Acres Address: 4201 Spring Rd. Classification: Nature Trails Status: Largely natural Existing Facilities: 11 parking spaces, trails Conditions: Minimally landscaped Planned Improvements: No improvements planned at this time 13 '(`0j Moorpark Parks and Recreation Master Plan Page 2-15 CHAPTER 2 Existing Parks, Facilities, Programs & Resources Mountain Meadows Park Size: 8 Acres Address: 4350 Mountain Meadows Dr. Classification: Neighborhood Park Status: Developed Existing Facilities: 33 parking spaces, restroom, softball, basketball, tot lot, picnic shelter Conditions: Fairly well-maintained Planned Improvements: Lighting for existing basketball court and a ball wall Page 2-16 Moorpark Parks and Recreation Master Plan CHAPTER 2 Existing Parks, Facilities, Programs & Resources Peach Hill Park Size: 10 Acres Address: 13200 Peach Hill Rd. Classification: Neighborhood Park Status: Developed Existing Facilities: 37 parking spaces, restroom, lighted softball, multipurpose field, basketball, tot lot, picnic shelter Conditions: Fairly well-maintained Planned Improvements: New ADA rubberized surface at play area, lighting for existing basketball court, replacement of 2-5 tot lot equipment Im Moorpark Parks and Recreation Master Plan Page 2-17 :S ___j CHAPTER 2 Existing Parks, Facilities, Programs & Resources Poindexter Park Size: 9.5 Acres Address: 500 Poindexter Ave. Classification: Neighborhood Park Status: Developed Existing Facilities: 66 parking spaces, restroom, baseball, tot lot, picnic shelter, horse shoe pits Conditions: Fairly well-maintained Planned Improvements: Two -acre expansion of park planned to include basketball court, play lot and 14,000 s.f. skatepark. Page 2-18 Moorpark Parks and Recreation Master Plan X;', CHAPTER 2 Existing Parks, Facilities, Programs & Resources Tierra Rejada Park Size: 8 Acres Address: 11900 Mountain Trail St. Classification: Neighborhood Park Status: Developed Existing Facilities: 35 parking spaces, restroom, basketball, tennis, tot lot, picnic shelter, bocce ball court Conditions: Fairly well-maintained Planned Improvements: No improvements planned at this time sjF Moorpark Parks and Recreation Master Plan Page 2-19 CHAPTER 2 Existinq Parks, Facilities, Programs & Resources Villa Campesina Park Size: 1.5 Acres Address: 4704 Leta Yancy Road Classification: Mini Park Status: Developed Existing Facilities: 9 parking spaces, tot lot, basketball half -court Conditions: Fair Planned Improvements: No improvements planned at this time Page 2-20 Moorpark Parks and Recreation Master Plan CHAPTER 2 Existing Parks, Facilities, Programs & Resources Virginia Colony"Park Size: 1 Acre Address: 14507 Condor Dr. Classification: Mini Park Status: Developed Existing Facilities: Tot lot Conditions: Good Planned Improvements: No improvements planned at this time toI'M Moorpark Parks and Recreation Master Plan Page 2-21 CHAPTER 2 Existing Parks, Facilities, Programs & Resources 2.5 RECREATION PROGRAMS AND SERVICES The Moorpark Parks, Recreation and Community Services Department (FRCS) provides and promotes community recreation programs, activities and services through a quarterly recreation and parks activity guide. Recreation programs and community services activities can also be reviewed on the City's web page. Participants may register for classes, activities and programs a variety of ways including on line, in person and by mail and may use cash, checks or credit cards as payment. Arroyo Vista Community Park and Recreation Center is the crowning jewel of all the facilities in Moorpark. It is the primary location for competition sports and programs. The recreation center and gym host many of the classes and activities offered by the Park, Recreation and Community Services Department. These include: youth and adult classes, summer day camps, sports classes, leagues and camps, adult softball leagues and tourna- ments, pre-school activities and school readiness, teen dances, band jams and events. Volunteer opportunities for all ages abound. Special events and seasonal activities are popular and enjoyed not only by Moorpark residents but by people living in neighboring communities. Country Days, 3`d of July Fireworks Extravaganza, Halloween Party and Trick or Treat Village and Day in the Park are some of the events offered. All of the activities are well attended and highly anticipated by the community. A large celebration was held for the City's 25`x' Anniversary. The City has facilities and trails for hiking, biking and walking/ rollerblading. There are also facilities dedicated to skateboard activities. Senior programs for adults ages 55 and over are offered at the Active Adult Center. The Active Adult Center is open Monday through Friday 8:00 a.m. to 4:00 p.m. A monthly calendar and newsletter promote the many activities and services available. Services include congregate and home delivered meals, support Page 2-22 Moorpark Parks and Recreation Master Plan M M CHAPTER 2 Existing Parks, Facilities, Programs & Resources groups, information and referral services, which include the distribution of resource guides on a variety of topics free of charge, utility assistance and health screenings. Special interest and fitness activity classes are offered throughout the day. Classes include tap dancing, computer operations, art and other life enriching activities. Drop in programs such as Bingo, Bunco, Mahjong and card games give seniors opportunities to socialize and exercise their minds. Special events are highlighted each month these include the birthday celebrations, Moorpark Senior Games and special holiday events and luncheons. Day trips as well as over -night excursions are available. Operation of the Active Adult Center relies heavily on senior volunteers. Volunteers teach classes, work the reception desk, and assist with the nutrition site and other activities at the Center. The City holds twice yearly meetings to determine the needs for a very diverse senior population. Recently the City acquired from the County, the Moorpark City Library. Typically, libraries are listed as a recreation resource for a community, because the classes, activities and community meetings held at the library are generally considered recreation or community service in nature. Programs offered at the Library include preschool story time, a summer reading club, online tutoring and a writing club for middle and high school aged teens, geared to help them get published. The Moorpark Friends of the Library provide support and volunteers for the Library with their book sales and other activities. Additionally, the City purchased through its Redevelopment Agency the theater located on High Street in downtown Moorpark. Now the High Street Arts Center, it was obtained to provide the community with a cultural arts center. As part of a redevelopment plan to bring restaurants and shops to the downtown area, the first City -sponsored season opened with the production of BARNUM. 13 M Moorpark Parks and Recreation Master Plan Page 2-23 CHAPTER 2 Existing Parks, Facilities, Programs & Resources Ventura County Regional Parks and Recreation The County of Ventura Park and Recreation Department provides many recreation and human services programs for Moorpark residents through its regional park facilities and beaches. Happy Camp Canyon is open for scheduled hikes free of charge. Adjacent is the Rustic Canyon Golf Course which is operated by the County, located just outside the City boundary. Public Schools The Moorpark Unified School District (MUSD) provides public education to nearly 6,600 students ranging from preschool to 126 grade in the City of Moorpark. In addition, the District provides six preschool and low income programs at various elementary school locations. (See Figure 2.1- Existing Parks, Schools, and Community Facilities) The District runs one Pre -School, six elementary, two middle and three high schools (including a continuation school and the high school at Moorpark Community College). See Table 2.2 below. The City of Moorpark and the MUSD do not have a formal, reciprocal joint -use agreement to share use, development and maintenance of facilities or fields, with one exception. Moorpark High School has an agreement with the City to use the tennis courts at Arroyo Vista Community Park. Some youth sports organizations have their own contractual arrangements with particular IIUSD schools for field use and practice. Page 2-24 Moorpark Parks and Recreation Master Plan" CHAPTER 2 Existing Parks, Facilities, Programs & Resources MUSD Schools In Moorpark -Table 2.2 School Education Level Early Childhood Center Pre School Arroyo West School 3-5 4117 Country Hill Rd Campus Canyon Elementary School K-5 15300 Monroe Ave Flory Academy of Sciences & Technology K-5 240 Flory Ave Mountain Meadows School K-5 4200 Mountain Meadow Dr Peach Hill Academy K-5 13400 Christian Barrett Dr. Walnut Canyon Elementary School K-5 280 Casey Rd. Chaparral Middle School 6-8 280 Poindexter Rd. Mesa Verde Middle School 6-8 14000 Peach Hill Rd. Community High School 9-12 5700 Condor Dr. Moorpark High School 9-12 4500 Tierra Rejada Rd The High School at Moorpark College 11-12 7075 Campus Rd. Moorpark College Moorpark is an accredited California Community College offering Associate Arts and Associate Science degrees, university and state college transfer credits toward bachelor degrees, as well as certification in several areas of study and occupational majors. The campus is home to a teaching zoo where it provides an Exotic Animal Training and Management Program. The campus is located on 134 acres in the northeast sector of the City. Enrollment in Fall 2008 was 15,800 students. In addition to providing academic benefits to the area, the college has a performing arts program which offers events and entertainment to the local and surrounding population. The College maintains public use tennis courts and makes available its athletic fields for community rentals. 13 Ir�� Moorpark Parks and Recreation Master Plan Page 2-25 CHAPTER 2 Existing Parks, Facilities, Programs & Resources Local Nonprofit Organizations Numerous nonprofit organizations, service clubs and private schools offer recreational opportunities for the community. Some offer educational programs, chances for people to experience the arts or nature, volunteer to make a difference in the community, or provide services to those in need. Miscellaneous Groups include Scouting, Boys & Girls Club, Conejo Valley YMCA and many others that help to meet the community's recreation needs. The Boys & Girls Club offers drop-in programs for approxi- mately 3,000 members each year. Activities include sports, educational programs and arts activities available for teens and youth. The Moorpark Neighborhoods for Learning operates a facility for low income families and offers reading and nutrition program for children 5 years and under. Satellite programs are offered at Moorpark Unified School District sites by the Conejo Valley YMCA, which has its home office located in Thousand Oaks. Summer day camps and educational enrichment classes are made available to Moorpark residents. Arrangements can be made for a shuttle service to pick up residents and take them to Y Programs. Youth sports organizations provide year `round leagues and clinics for the area's youth. AYSO and Moorpark Club Soccer, Moorpark Little League, Moorpark Girls' Softball, Moorpark Basketball Association, Packer Football, Saints Football, Youth Volleyball and other groups have more than 2,500 participants utilizing City and School District facilities. 2.6 SUMMARY OF EXISTING FACILITY AND RECREATION PROGRAMS The City of Moorpark park system is largely made up of a series of neighborhood and mini parks to serve residents local needs for tot lots, picnic areas, open space and some active uses. A large community park has a wide variety of facilities and open space to Page 2-26 Moorpark Parks and Recreation Master Plan CHAPTER 2 Existing Parks, Facilities, Programs & Resources meet the active recreation needs of the residents. Some of the facilities include a community center, sports fields, picnic and play areas. Working in coordination with community organizations, non- profits and other City departments, the City offers comprehen- sive programs and services as well as a variety of parks and facilities for its residents. Summary of Recreation Activities, Programs and Services The following is a broad list of recreation activities and services available to community residents offered by the FRCS, youth sports groups and local nonprofit organizations: • Youth and adult sports classes, clinics, camps and leagues including baseball, basketball, golf, soccer, softball, self defense, tennis and fitness programs • Special interest and life enrichment classes for youth, teens and adults • Arts and crafts programs, dance, music, theater and other creative classes • Comprehensive senior citizens programs and services, including a nutrition program a Preschool and child development activities I> Youth drop-in activities ® Family fun and cultural events — including picnicking, adult special interest lectures, public access computers, and homework assistance, to name a few 13 LE Moorpark Parks and Recreation Master Plan Page 2-27 CHAPTER 2 Existing Parks, Facilities, Programs & Resources This page intentionally left blank fik ' Page 2-28 Moorpark Parks and Recreation Master Plan 3;l„'? ):�,\6 CHAPTER 3 Demand and Needs Analysis 3.0 - DEMAND AND NEEDS ANALYSIS 3.1 INTRODUCTION 3.2 SCOPE AND PURPOSE The Demand and Needs Analysis provides an overview of the methodology and results of the park and recreation facility needs assessment process. It provides an analysis of both the perceived demand and the actual need for park and recreation facilities and programs. It also summarizes all of the community input and feedback, as well as identifies community issues concerning park facilities and recreation programs. The purpose of a Demand and Needs Analysis is to quantify and understand both the facility and recreational programming needs of the community. In order for the City to develop a long range plan for providing the right recreation facilities and programs, there must be an understanding of the nature of the community, its recreation desires, its actual needs, its social makeup, and its ability to provide the services that are determined necessary through the Demand and Needs Analysis. Demand and need is sometimes difficult to quantify. A numerical standard may not reflect the makeup of a community, its economic situation, history, traditional recreation uses, or political environment. This report assesses the recreational programming and park facilities needs of the City of Moorpark starting with national and state trends, past levels of service standards, public involvement, and identified community demands. 3.3 SOCIO -DEMOGRAPHIC ANALYSIS AND PROJECTIONS In the coming years national trends in the perception of the environment, socio -economics, technology, and in urban development will affect the need for and use of park and recreation facilities. The National Recreation and Park Association (NRPA) developed a list of trends, which will cause Moorpark Parks and Recreation Master Plan Page 3-1 CHAPTER 3 Demand and Needs Analysis the greatest impact on local agencies planning for recreational facilities. The NRPA's list of pertinent trends that may affect or be considered in the City of Moorpark's planning efforts for developing recreation facilities and programs are as follows: • A greater need for walking and biking on trails, sidewalks, within parks and along streets, and utility corridors • Collaboration between parks and schools to share construction, development, and use of lands and facilities • Recreation designed to direct energy to positive activities; recreation as an antidote for social problems • Recreation for groups limited by income, physical disability, language, or cultural barriers • Collaboration among program and facility providers, partnering and cooperation between public, private, and nonprofit sectors, especially social service agencies • Family recreation centers that offer a variety of services for each family member • Pressure to increase park capacity and infrastructure of existing parks and concern for adequate maintenance • Community volunteering opportunities, such as Adopt -A - Park projects, friends of the parks groups, and park watch programs • Increased demand for Tiny -Tot and Pre -School programs and activities, although Moorpark's demographic trends indicate that its population is getting older. • Protective measures for open space • Provision for aquatics programs and water safety instruction • Provision for Senior Citizen programs and activities In addition to these national trends, the socio -demographic make up of the community will also influence the demands and needs for recreation and parks. A quick look at the City of Moorpark shows a current population of 37,000 plus people. Future projections for residential development could ultimately increase Page 3-2 Moorpark Parks and Recreation Master Plan CHAPTER 3 Demand and Needs Analysis the population to approximately 46,000. (See the demographic profile in Chapter 1) The current population per square mile is approximately 2,846. When compared to the average population per square mile in California cities, which is 5,217, the City of Moorpark would be considered less densely populated than most other cities. The male and female distribution is approximately 49% male and 51% female. The median age in Moorpark is 31 years of age, which is younger than the national average of 36 years. The population 19 years of age or younger makes up 37% of the City's population, which is higher than both the state and national average; which is approximately 7% and 9% respectively. The population between the ages of 20-55 makes up 53% of the population and the remaining 6% are senior citizens. The population distribution by age currently looks like this: Moorpark. Population by Age Grouping 10% 37% -*F 10 070 Children 0-19 ■ Young Adults 20-24 Working Adults 25-54 Seniors 55+ One can see the importance of addressing children and youth needs. This number is projected to grow even larger as most new residential development is designed to attract young families, According to the updated US Census, the average household size in 2005 was 3.5 persons per household. However, the average family size was 4.25. In summary, the demand and needs for recreation services and park facilities should take into account that the City is primarily a young family oriented community with some discretionary Moorpark Pars and Recreation Master Plan Page 3-3 a i 3.4 METHODOLOGY 3.5 COMMUNITY INPUT CHAPTER 3 Demand and Needs Analysis income; increasing in population, especially in single family residential; and has an above average educated population. The methodology used to obtain information and develop the facility Demand and Needs Analysis included the following. + Individual interviews with stakeholders consisting of elected officials, staff, community leaders, etc. + Survey questionnaires distributed to Sports Organizations, community event participants and individuals associated with various user groups • Review of Standards and Trends established by the National Recreation and Park Association adjusted to reflect the size, socio-economic makeup, ethnicity, and population density of Moorpark • Review of facilities and programs available to Moorpark residents offered by the City as well as other community organizations and the surrounding areas of Ventura County. • Review of the Moorpark General Plan and associated documents • Project Team site tour of all existing Moorpark recreation facilities and possible sites that may be potential areas for future facility development Using the above methodology the Project Team believes the data, analysis and recommendations regarding facility needs and demands reflect the desires of the Moorpark community. STAKEHOLDER INTERVIEWS Over a period of several months, the project team conducted interviews with key stakeholders in the community including the Mayor, City Council members, appointed officials, community leaders, representatives of various user groups, School District staff and City staff. The following summary represents the candid Page 3-4 Moorpark Parks and Recreation Master Plan `.�' CHAPTER 3 Demand and Needs Analysis feedback from these interviews and provides the basis for assessing community priorities with regards to Parks and Recreation services and facilities. The interviewees were asked several questions to solicit opinions and comments on a wide range of Park and Recreation issues. The questions covered the following subjects: (See Appendix E for the questions and their unabridged responses.) • Major issues facing the City of Moorpark, • Prioritizing future needs, • Identifying demands on recreation programs, • Partnering with other agencies and organizations, • Using advertising to sponsor facilities and programs • Status of park dedication standards • User fees for programs and facilities • Need for active vs, passive recreation areas • Prioritizing the need for open space, and • Need for a city-wide trails system. KEY FINDINGS All interviewees expressed their opinions with passion and sincerity. Each had a desire to see the City remain healthy and provide for the future needs of its residents: physically, socially and economically. They were proud of the small town character of Moorpark and wanted to preserve its relaxed atmosphere. At the same time, all recognized that an increasing population and land limitations could strain the infrastructure and resources of the City. The following is a summarization of the comments received during the interview process. These cover the range of the 10 questions asked of all the stakeholders. • The City needs to stay current and in touch with new trends and technology throughout the region and country. '. — Moorpark Parks and Recreation Master Plan Page 3-5 CHAPTER 3 Demand and Needs Analysis • Moorpark needs to grow but maintain balance to keep it a healthy place to live. • Services should be convenient and available to all residents regardless of economic and social divisions. • Due to limited land availability, decision makers need to make wise choices when considering land uses and development. • New parks designs should include flexible spaces that can serve multiple uses or change as trends change. • Leaders need to consider how to continue funding for improvement and maintenance for the future of parks and recreation. • The City needs water play facilities and/or a swimming pool, dog parks, event space and improved sport field conditions. • A facility focused on teen programs and activities was mentioned multiple times. • There was a consensus that the City and MUSD could and should work together to improve joint use and development of recreation facilities. • Commercialization of public facilities was thought to be possible provided it was done tastefully. And it could be used to build facilities that would otherwise not be possible. • Opinions on open space and trails were mixed: though many were in favor of trails, others thought it was not a priority. And though most valued open space, many thought Moorpark already had sufficient open space. SPORTS ORGANIZATION QUESTIONNAIRE SUMMARY As part of the Master Plan process to obtain information regarding current use and future needs, the City and the consultant team developed a survey questionnaire to distribute specifically to local nonprofit sports organizations. A copy of the questionnaire can be found in Appendix B. Questionnaires were distributed to Moorpark Girls Softball, Moorpark Little League Baseball, AYSO Soccer, Moorpark Soccer Club, Moorpark Basketball Association, and Packer Football. Participation Page 3-6 Moorpark Parks and Recreation Master Plan %#� CHAPTER 3 Demand and Needs Analysis numbers from the groups responding to the survey totaled an estimated 2,500 participants per year with ages ranging from 5 to 18 years old. Of these participants, 90% to 99% come from Moorpark. Four of the organizations responded. All of the respondents rely heavily on use of City facilities. Most games and practices are held at Arroyo Vista Community Park. Other City facilities used for practices and games include Campus Canyon, Miller, Mountain Meadows, College View, Peach Hill and Poindexter Parks. In addition to Poindexter Park, Little League utilizes Moorpark Unified School,District fields at Chaparral Middle School. Moorpark Youth Soccer uses fields at Campus Canyon Elementary School. And arrangements for use of School District fields are made between individual youth sports organizations and the School District. The Moorpark Saints Football uses fields at Moorpark College. Most organizations practice on average two times per week, in about one to two hour sessions. Practices are generally in the late afternoon following school. Due to limited lighted field space, most practices are held on unlighted fields. Youth Football has its own practice and game facilities at Arroyo Vista Community Park. Football practices are five days per week during the season with games held on Saturdays. For all groups, there are a limited number of tournaments hosted in Moorpark with players from outside the City. These groups also participate in tournaments hosted by organizations located throughout Southern California. The most prevalent use of City fields is for league games and practices. From those groups responding the following amenities were desired or needed: • Complete sports fields for practice and games with team benches, bleachers, fencing, backstops and lights • More support facilities including, concession buildings or snack bar facilities, storage facilities, more parking areas, batting cages, safety netting and restrooms toIn Moorpark Parks and Recreation Master Plan Page 3-7 CHAPTER 3 Demand and Needs Analysis Before any additional facilities are included in the long term Capital Improvement Program, it is suggested that staff re- contact all of the local sports organizations to give them one more opportunity to provide information regarding program needs. COMMUNITY QUESTIONNAIRE A Community Questionnaire soliciting input for the Parks Master Plan was distributed to interested participants at the July 3, 2006 event. (See Abpendix C for Questionnaire.) Forty-three (43) questionnaires were completed. Questionnaires were distributed to the public by the Parks and Recreation staff and represent- atives from MIG. Questions were developed to identify what issues were important and to obtain information regarding what the community felt which needs were a priority for parks and recreation. Respond- ents were asked if they were residents of Moorpark. Of the 43 questionnaires returned 38 of the respondents were residents. The responses also provided information regarding perceptions about parks, programs, trails and maintenance of facilities. A large number of the respondents participated in organized sports. Most of the respondents participated in baseball, basketball and soccer. Other sports activities included volleyball, swimming, track/cross country, football, softball and tennis. Most responding to the survey participated in a number of City sponsored programs. The most popular were the City Special events, sports activities and summer camps. The most requested activities not currently offered by the City include more teen programs, concerts and cultural activities, and skate parks. When asked how often they used the parks, a majority of those responding visit the park at least 25 times per month. The most visited park is Arroyo Vista Community Park. Other parks heavily used include Tierra Rejada, Peach Hill, Campus Canyon, Mountain Meadows and Miller Parks. Page 3-8 Moorpark Parks and Recreation Master Plan `.""® CHAPTER 3 Demand and Needs Analysis Which three recreation activities were identified as a family's favorite thing to do? Soccer, swimming and baseball were at the top of the list. Other organized sports such as tennis, basketball, hiking and walking, biking and softball also got a good response. Casual activities like picnicking, attending concerts and camping were also identified as favorable. Less than 50% of the respondents knew where the City trails are located. About 44% of the respondents use the trails at least one time a year. The public perception of how well the City parks are maintained was good to very well. Only one respondent thought that the maintenance of City parks was fair. About 50% of those responding were satisfied with the overall recreation/program services and facilities provided by the City of Moorpark. Pools and skate parks were the most wanted new facilities. A dog park, more lighted fields and facilities, splash parks and volleyball courts were also mentioned as desirable. Additional comments overall were very favorable with how the City provides services for the community. 3.6 FACUTY DEMAND ANALYSIS Over the past several years the City has determined the demand for parks, facilities, and recreational services by community requests and by park dedications required as part of approval of residential development. The City has adopted formal park facility standards and consequently has pursued a combination of park acquisition and facility development based on residential neighborhood development. Park acreage standards are generally established through an acreage requirement per 1,000 residents. The Subdivision Map Act and the Quimby Act (Section 66477 of the Government Code) relating to parkland dedication allows a city to adopt a local ordinance establishing a citywide park standard and the requirement of parkland dedication or market value in -lieu fees when there is residential development. 13 NO Moorpark Parks and Recreation Master Plan Page 3-9 CHAPTER 3 Dernand and Needs Analysis Currently the City provides 4.1 acres of park land for every one thousand (1,000) residents. The adopted City standard for parks is 5 acres per 1,000 residents. With a balance of 152.5 acres of park land, the City today is about 32.5 acres short of meeting that standard. Based on projections at build -out in 2020, an additional 88 acres or a total of 239 acres of park land would be required to meet the standard of 5 acres for every 1,000 residents. Current and Future Park Acreage 2008/09 Needs 2025 Population 37,000 46.000 Park Acres Current 152.5 Park Acres Required* 185 230 Deficit (32.5) (77.5) * Today the City would need an additional 32.5 acres to meet the standard. In 2025, 77.5 additional acres would be required. Several years ago the National Recreation and Parks Association established guidelines for park facilities for both urban and rural communities by population. There are a number of issues that affect the demand for park facilities, including: environmental trends, social trends, economic trends, demographic trends, technology trends, and trends in urban development. The Project Team has identified a number of these issues that affect the demand for facilities in Moorpark: • Disappearing resources such as open space and natural habitats • Lack of available land within the City limits to acquire for park land • Environmental regulations regarding water quality, runoff, and hazardous waste • Reduction in number of vehicle trips mandated by states and communities • Increased number of children considered "at risk" for developing behavior problems • Increased desire for citizen participation and involvement Page 3-10 Moorpark Parks and Recreation Master Plan _!." CHAPTER 3 Demand and Needs Analysis • Social service networking — mobilizing community organizations and resources to attack social problems • Increasing concern for personal and family safety • Increased public cost for maintenance and upgrading aging infrastructure © Increased labor and energy costs • Increased contact with computers in the home or the workplace Increased media overload > Revitalization and retrofitting both residential and commercial development O Increasing land values • Increased traffic congestion • Political pressure for parks, open space and recreation facilities Through the surveys and interviews obtained from the community, it is apparent that people expect the City to provide essential recreation opportunities. There was a strong demand for an aquatics facility, an open air events venue/amphitheater, public meeting room space, trails and additional or improved recreation facilities for soccer, basketball, softball/baseball, teen activities/ facility, and affordable after school programs. These preferences reflect an increased demand and appreciation for parks, open space, and facilities and the community's desire to have them easily accessible. Since many of the working adult population commutes outside of Moorpark, there was a need expressed for programs scheduled at times more conducive to those arriving home later in the evening, There was a strong consensus that the City needs to work with the school district and nonprofit organizations to "partner" in meeting facility demands. "�` Moorpark Parks and Recreation Master Plan Page 3-11 CHAPTER 3 Demand and Needs Analysis 3.7 FACILITY NEEDS ANALYSIS Based on the interviews and surveys obtained through the input process, the project team has develop a list of facilities most requested by the community and that reflect the trends in park and recreation facility development established by the National Recreation Parks Association. The Table 3.1 shows these facilities and compares the current number of facilities with standards the project team has established based on an adjusted population of 40,000 and the estimated surplus or deficit based on this population. The participation figures show that currently, in Moorpark, there are 22 soccer fields (primarily at Arroyo Vista Park) that are used for both practice and games. This figure is adequate, however, there was dissatisfaction with the condition as a result of high demand, over use, and leaving little if any time for remedial maintenance. With two football fields: one for practice and one for games, Moorpark surpasses that of most cities which rely on middle or high schools to supply football fields for youth football leagues. These fields meet the standard to accommodate the current number of teams participating in football. There are two baseball fields and nine softball fields. This number of facilities is short of the ideal standard. The requirement to accommodate Moorpark Little League is that there should be eight youth baseball fields for practice and games. Adult Softball and Girls Softball need a total of 12 softball fields. Based on future population growth, these participation figures should grow about 6% per year. It should be noted that representatives from organized sports groups commented on the lack of access to school facilities to accommodate some of the teams' practice and play requirements. Staff should explore not only the development of additional facilities on City properties, but pursue the availability of existing fields on MUSD property to meet future needs, along with the Page 3-12 Moorpark Parks and Recreation Master Plan rt CHAPTER 3 Demand and Needs Analysis possibility of joint -development with the Moorpark Unified School District and Moorpark College. If negotiations with the MUSD to use school facilities are not successful, the City should over a period of time plan and budget for a minimum of at least six youth baseball fields, and three softball fields to ideally meet the needs in Moorpark. TABLE 3.1— Moorpark Surplus /Deficiency Facilitye - Outdoor Amphitheater/Stage Available 0 6,000 Population 1/50,000 = 1 Surplus D - -1 Indoor Performance Stage 1 1/50,000 = 1 0 Baseball Fields 2 1/5,000 = 8 -6 Basketball Full Court- outside and 1 indoor 11 1/5,000 = 8 +3 Child Play Area/Tot Lot (2-12 Yr. Olds) 15 1/5,000 = 8 +7 Community/Recreation Centers 2 1/25,000 =1 +1 Walking Trail 4 1/10,000 = 4 0 Dog Park 0 1/25,000 = 1 -1 Family Picnic Facilities 18 1/5,000 = 8 +10 Group Picnic Shelters 9 1/8,000 = 5 +4 Gymnasium 1 1/25,000 = 1 0 Meeting Rooms 6 1/10,000 = 4 +2 Multipurpose Field** 5 1/5,000 = 8 -3 Open Space Areas 7 1/10,000 = 4 +3 Senior Center 1 1/30,000 = 1 0 Skate park 1 1/50,000 = 1 0 Soccer Fields** 22 1/5,000 = 8 +14 Softball Fields 9 1/5,000 = 8 +1 Splash/Water Play Pools 0 1/15,000 = 2 -2 Swimming Pools 0 1/35,000 = 1 -1 Teen Center 0 1/50,000 = 1 -1 Tennis Courts 13 1/8,000 = 5 +8 Volleyball Hard Courts 1 1/10,000 =4 -3 Note: The "Currently Available" column only includes facilities that the City has access to for program- ming and community use. If a facility exist in the City, but the City does not have access to use it for either scheduling reasons or cost reasons, the facility was deemed unavailable and not included in this analysis. *Definitions for the facility type are below ** Soccer fields consist of 5 adult fields and Multi-purpose field used for 17 youth fields Facility Definitions Amphitheater — An outdoor area containing a stage and spectator area that will accommodate performances Baseball Fields — An area containing a baseball backstop, dugouts and outfield fence for the purpose of playing baseball Basketball Courts — Blacktop, hardwood, or concrete surface with designated basketball courts complete with backstops to,2 Moorpark Parks and Recreation Master Plan Page 3-13 CHAPTER 3 Demand and Needs Analysis Children's Play Area/Tot Lot — A designated area that contains children's play equipment Community Centers — A community building facility with a large multi- purpose room and several adjacent rooms that can be used for classes and special activities. It should contain a full service kitchen, adequate restrooms and storage areas. Dog Parks — Enclosed off -leash area for exercising and socializing dogs Family Picnic Facilities —An area with picnic tables for unreserved use Group Picnic Shelters - An area designated for picnics that can be reserved for a fee that contains picnic tables, barbeques, and shade shelters Gymnasium — An indoor facility with a minimum space that would allow for basketball, volleyball, gymnastics, dance, boxing, exercise and other indoor sports to be offered Meeting Room Space — A large multi-purpose room with kitchen or catering capabilities that can accommodate a variety of group functions Multipurpose Field — A turf area designated for practice fields for youth soccer, football, softball, etc. Open Space Area —A grassy/turf area without formal designations that can be used for pick up games, group activities, or other semi -active uses Senior Center — A facility dedicated or shared with other community uses that specifically provides recreation, human and socialization programming for senior citizens Skate Park — A concrete area specifically designated for skate boarders. Usually contains ramps, bowls, or streetscopes for skaters to perform on Soccer Fields - A natural or artificial turf field with minimum dimensions that can accommodate regulation soccer Softball Fields - An area containing a multi purpose backstop, a skinned infield, no mound and with field space sufficient enough to play youth through adult softball. Splash Pools — Neighborhood water play features with spray and or wading area for seasonal use Swimming Pool —A swimming pool with a minimum dimension of 25 yards by 25 yards that is capable of offering swim lessons, recreational swim, and competitive swim activities Teen Center - A facility dedicated or shared with other community uses that specifically provides recreation, human and socialization programming for teens Tennis Courts/Lighted - A hard surface area containing a designated tennis court with a net and lights for night play Page 3-14 Moorpark Parks and Recreation Master Plan ?} CHAPTER 3 Demand and Needs Analysis Volleyball Courts — Either sand, hard surface or grass volleyball courts for casual or organized play Walking Trail — Designated hard surface trail for walking 3.8 FIELD NEEDS ANALYSIS BY CURRENT PARTICIPATION As part of the input process for the Master Plan, the consultant team developed a survey that staff distributed to community sports organizations. The purpose of the survey was to get an idea of the number of teams and participants currently using Moorpark fields and facilities to determine the current deficiencies and, therefore, the future need for fields in the community. Table 3.2 below is a summary of the completed surveys received. Some groups such as volleyball and girls softball did not respond to the survey, so estimates had to be developed from attendance reports provided by City staff. The text summarizing the survey results is explained previously under the Community Input Section of this Chapter. The common standard for practice football fields is one field for every 12 teams, and the common standard for football game fields is one field for every six teams. The common standard for practice soccer fields is one field for every 18 teams and one game field for every 12 teams. The common standard for little league fields and softball fields are one field for every 12 teams for both practices and games. Field Use by Team Types — Table 3.2* Sports# Teams # Players Std # Practice Fields Req Std # Game Field's Req .• Soccer *Statistics as of Summer 2007 3.9 SUMMARY OF FACILITY ANALYSIS In reviewing the surplus or deficiencies from Table 3.1 above, one can see that the City is well situated in providing some types of facilities and is deficient in some areas. In looking at facility needs W Moorpark Parks and Recreation Master Plan Page 3-15 CHAPTER 3 Demand and Needs Analysis for the future, the City may want to concentrate on developing a teen/community center, additional baseball fields, splash/water play pools, a community swimming pool, and a community amphitheater/ stage area for community events. Plus, adequate parking should be an integral consideration when developing any new facility. The City should also make sure developer -built parks, as well as, City developed parks contain a sufficient amount of open turf area for multi-purpose use. A dog park and additional volleyball courts should also be on the City's list of future projects. The findings of the Master Plan process confirm the community's support for the development of these additional facilities. RECREATION FACILITY NEEDS Based on the results of the Master Plan process, the following list of facilities was most desired by the community. It should be noted that most of these items were already targeted by the City in their goals for future development within the next five years. Therefore, it is apparent that Moorpark's leadership at least in the area of parks and recreation is aware of the needs of the community. • A community swimming pool to serve recreation, swimming and comfort needs during the summer and possibly accom- modate a competitive swim program, diving and water polo • Additional sports fields for baseball and softball and improvement of soccer field conditions at Arroyo Vista • Lighting for existing fields/courts to allow for extended play + Development of a teen/community center with access to a gymnasium • Splash/water play pools in parks where space is available and private HOA swimming pools are inaccessible to residents • An outdoor performance venue/amphitheater The development of these facilities will assist the City in meeting the community's recreation needs. Page 3-16 Moorpark Parks and Recreation Master Plan C-,' 8tv]�C to 4 1 Development and Operating Guidelines and Policies CHAPTER 4 Development and Operating Guidelines and Policies 4.0 - DEVELOPMENT AND OPERATING GUMEUNES AND P000ES 4.1 INTRODUCTION Chapter 4 covers general guidelines and policies that will provide groundwork for decision making to meet the recreation programming and facility needs of Moorpark residents. This information can also be used by staff, elected and appointed officials to develop annual goals and objectivities for work programs and as a resource for the periodic update of the Open Space, Conservation and Recreation Element of the Moorpark General Plan. The Chapter is presented in three sections: Scope and Purpose, Park Development Standards and Park Policies. The policies included in this Chapter provide the basis for the Parks and Recreation Master Plan. Specific policies address areas that include: existing park site enhancement and improvements; park site selection criteria; park acceptance criteria; criteria for classifying and designing parks; special recreation facilities (such as skate parks, splash parks, dog parks); joint -use agreements; and park acquisition and development financing while touching briefly on the City's Park Land Dedication and In -Lieu Fee Ordinance, The Park Policies section will provide a framework for the City Council and staff as they make decisions about meeting recreation needs of Moorpark residents in the future. Through the process of interviews, surveys and community workshops, the need for a number of amenities and facilities have been identified. Some of the desired facilities could be good candidates for joint development and shared use. This is an option that should be explored as the opportunity to obtain additional park land becomes more of a challenge. These facilities were identified in full in Chapter 3. They include an aquatic center or community pool, lighted sports fields, teen center, performing arts venue, gymnasiums and meeting room space. 13 19 Moorpark Parks and Recreation Master Plan Page 4-1 CHAPTER 4 Development and Operating Guidelines and Policies Programming desires expressed by the community centered largely around teen activities: homework assistance and programmed activities such as dances, concerts, or group service projects. The City has already recognized many of the expressed desires and needs of its residents and included them in its annual Goals and Objectives document. Every City must decide how to allocate its limited resources through setting priorities. Once priorities are set it may be possible to implement these goals by phasing them in over time. The following Recreation and Park Policy recommendations are meant to support the City of Moorpark in setting priorities for meeting the needs of its residents. These recommendations should be reviewed, modified and updated every five to ten years to reflect future changes in community needs and economic capabilities. 4.3 PARK DEVELOPMENT STANDARDS COMMUNITY PARK GUIDELINES AND DEVELOPMENT STANDARDS Purpose: Community parks are intended to provide community- wide recreational facilities and a greater variety of recreation opportunities than a neighborhood park. Community parks can provide a wide variety of uses such as swimming pools, athletic fields, community/recreation centers, cultural centers, picnic areas and gardens. Community parks also serve neighborhood park needs for the immediate neighborhood. Size: The desirable size of a Community Park is between 10 to 40 acres - the size of a Community Park may vary subject to land availability, budget constraints, topography, and location. For example, if a Community Park is built in conjunction with a large middle school and there is a joint -use agreement in place, then the Community Park Page 4-2 Moorpark Parks and Recreation Master Plan Im M CHAPTER 4 Development and Operating Guidelines and Policies could contain fewer acres and still satisfy community needs. Area: A community park usually services several neighborhoods within a radius of 2 to 5 miles. Base Level Park Development Guidelines for Community Parks: Each community park has a minimum base level of development, as identified in Table 4-1, Base Level Park Development Guidelines for Community Parks. Community Park Development Standards: Community parks can be developed adjacent to or in joint use with elementary or middle schools. Community Park sports fields and hard court facilities should be lighted for evening use. • Access should be close to public transportation or make provisions for public transportation. • Community Parks should have fencing or walls, where appropriate, along the property line of that portion of the subdivision contiguous to the dedicated land. • Community Park sites should have enhanced drainage systems with special consideration given to possible installation of subsurface drainage systems in the sports fields. • Community Parks should have infrastructure and service improvements which are essential to the acceptance of land for recreation purposes. • When possible, Community Parks should be located adjacent to school sites or other public facilities and existing or proposed trails. • Community Parks should be designed to promote public security and facilitate surveillance by law enforcement. • Community Parks should provide adequate parking depending on the size and amenities provided at the location. toM Moorpark Parks and Recreation Master Plan Page 4-3 CHAPTER 4 Development and Operating and Policies Guidelines Base Level Park Development Guidelines for Community Parks - Table 4-1 MinMinimum Base •. to Size Recreation Facilities ... Optional Community 10-40 acres Tot Lot/Playground 1 Public Restrooms Lighted Baseball Fields (practice and Informal/Open Space1 Trash Receptacles game) 3 Open Picnic Tables 12 Maintenance Bldg. Lighted Softball Fields (practice and Picnic Shelters 2 4 Concession Building game) 3 Barbecues 16 (3,000 to 5,000 sq. ft.) Performing Arts Center Basketball: informal 2 On-site parking for 150- Senior Center Lighted Soccer Fields 2 200 cars Gymnasium (practice and game) 3 Community Center Lighted Tennis Courts 2 Swimming Pool or Aquatics Volleyball 2 Complex Baseball 1 Skate Park Softball 2 Arena Soccer Archery Jogging/Exercise Course Historical and/or Cultural Facilities Teen/Multipurpose Center Dog Park Notes: All Informal/Open Space areas should have a maximum 2% gradient. z Picnic shelters for group -type structures should accommodate 6 to 10 picnic tables beneath the shelter. 3 Practice fields can be accommodated in the informal/open space area(s) NEIGHBORHOOD PARK GUIDELINES AND DEVELOPMENT STANDARDS Purpose: Neighborhood/Mini parks are intended to provide for the daily recreation needs of residents in the immediate vicinity of the park. Primary uses can include passive, open space, active play area, picnic areas and practice play fields with limited lighted facilities. Size: Desirable usable size is between 3 to 10 acres. Neighborhood parks may be smaller if needed to deliver neighborhood recreation but new acquisitions or dedications should not be less than10 net acres in size, unless there are substantial reasons for accepting less. Service Area: '/z to 2 miles Base Level Park Development Guidelines for Neighborhood Parks: Each neighborhood park should have a minimum Page 4-4 Moorpark Parks and Recreation Master Plan __ _ CHAPTER 4 Development and Operating Guidelines and Policies base level of development, as identified in Table 4-2 Base Level Park Development Guidelines for Neighborhood Parks. Neighborhood Park Development Standards: Elementary schools can usually serve the function of a neighborhood park for utilization of sports fields with limited lighted facilities. The minimum size of a neighborhood park site may be lowered if the park site is adjacent to an elementary or middle school, and there is a joint -use agreement to share facilities, however, this guideline does not apply to giving park credit to developers. • The service area of a neighborhood park should not be divided by natural or manmade barriers such as thoroughfares, irrigation canals, or drainage channels. • Neighborhood parks should be located centrally to the residential development served whenever possible. • Whenever possible, new neighborhood parks should be located adjacent to special community facilities such as, Boys & Girls Clubs, YMCAs, Day Care Centers, etc. • Neighborhood parks should be designed to be easily accessible to students walking to school. • Neighborhood park sites should be selected to allow public streets to surround all sides of the park site. Neighborhood parks should have fencing or walls along the property line of that portion of the subdivision contiguous to the dedicated land when approved by the Planning Commission and City Council. • Neighborhood park sites should have enhanced drainage systems. • Neighborhood parks should have infrastructure and service improvements which are essential to the acceptance of the land for recreational purposes and complement community park facilities and uses. '_. Moorpark Parks and Recreation Master Plan Page 4-5 CHAPTER 4 Development and Operating Guidelines and Policies Base Level Park Development Guidelines for Neighborhood Parks - Table 4-2 Park Type Desirable Size Minimum Base Recreation Facilities p rt Faclilti, �s Neighborhood 3-10 acres Tot Lot/Playground 1 Public Restrooms Informal/Open Space (minimum two 1 Tennis Courts (fenced & acres open space field at 2% gradient) lighted) Open Picnic Tables 4 Roller hockey rink Picnic Shelters' 1 Sand Volleyball Barbecues 5 Jogging Path Lighted Basketball 1 Water Spray Playground Volleyball 1 Softball Paved/walkways 1 Basebo112 Trash Receptacles 1 On-site parking for 15-20 cars 1 Notes: ' Picnic shelters for group-type structures must accommodate 6 to 10 picnic tables beneath the shelter 2 Practice fields can be accommodated in the informal/open space area(s) 4.4 PARK POLICIES The policies in this Section are intended to provide guidance to the City in planning, designing and building new parks and recreation facilities; renovating existing parks and recreation facilities; financing new parks and recreation facilities; and continuing ongoing maintenance and operations. These policies and guidelines are general enough to allow flexibility, while being specific enough to provide the City staff, sports organizations, and community groups with clear direction. GENERAL PARK POLICIES The City's Land Use Element (adopted in 1992) and Open Space, Conservation and Recreation Element (adopted in 1986) of the General Plan along with the Parks and Recreation Master Plan (adopted in 1986) contain a number of policies that set precedents and delineated standards relating to the City's philosophical approach to parks and open space. In these documents, the City has clearly stated that it values the area in which it is located. It recognizes the resources that surround it: the viewsheds they provide, agricultural areas that have enriched it and the small town atmosphere that identify its Page 4-6 Moorpark Parks and Recreation Master Plan CHAPTER 4 Development and Operating Guidelines and Policies character. This philosophy has driven the City's planning of parks and recreation areas through the present. Below are some of the policies and goals relating to development, purpose and placement of recreation and open space taken from these documents: + The Land Use Plan shall include adequate land for public recreational, cultural, educational, institutional (governmental, police, fire, etc.), religious and other service uses for the community. • The City shall require developers to maintain wildlife corridors to allow for the passage of animals between designated open space or recreation areas. + The City shall encourage the provision of art in public places and encourage developers to include works of art or artistic elements as a part of commercial and industrial development projects. • Encourage the joint use of facilities such as public schools, public and private spaces to efficiently use all areas offering recreation potential. • Encourage and ensure equal access to parklands for all visitors, including the young, disabled and elderly. • Provide recreational/leisure parklands at the standards set in the Moorpark Parks and Recreation Master Plan. • Acquire and provide parklands in areas where existing demand is the greatest in proportion to population. + Maintain open space lands that are well suited to their intended uses and that will result in the most efficient use of land. All such lands should be designed and managed for the convenience, health, safety and pleasure of intended users and should represent positive examples of open space planning and energy conservation. + All site plans will be subject to a design review process to ensure that viewsheds and scenic corridors are either protected and/or enhanced. The City will make appropriate Moorpark Parks and Recreation Master Plan Page 4-7 CHAPTER 4 Development and Operating Guidelines and Policies recommendations on all proposed development within the community. + The City will study and evaluate the existing bicycle trails, equestrian trails and hiking trails plan. The revised plan should define linkages among major scenic viewsheds, open space and recreation resources and downtown activity centers. The revised plan should consider possible linkages to county flood control areas, State Fish and Wildlife -regulated property as well as utility easements and agricultural farmlands. In this connection, the plan will mitigate the potential conflicts between trail use and agricultural production, as far as possible. The City, through review of existing facilities and proposed designs by the Park and Recreation Commission, will ensure that the design of open space and parklands will provide multipurpose activities and opportunities to satisfy the greatest number of community needs and demands. • The City will ensure that all recreational facilities and open space recreation areas are accessible to the disabled, young, elderly and any other special populations. This will be accomplished in review of plans for new facilities and through surveying existing facilities. + The City will require that all new, subdivisions and multiple - family residential planned developments, dedicate a portion of the proposed land and/or pay a fee for the purpose of providing parks and recreational facilities to serve future residents of the property being subdivided, as stated in Section 8297-4 of Article 17, of the Moorpark Municipal Code, Improvement Fees,, Dedications and Reservations. + The City shall review and revise the adopted Master Plan of Parks and Recreation at least at 5 -year intervals to reflect changing needs and demands of the community. In addition to the goals and policies stated in the General Plan, these general policies are recommended. Page 4-8 Moorpark Parks and Recreation Master Plan '. _ �0 d N O— to ' S L V — c G �I 941 ey Z E°LLI ° IL r g d 'm 1 a CC0 G> 2L `r N (3 m N C 07 LL r O w G C) 3 J LM 2w W a m a XgN 0 M (C u' 9gg WE c i ) g 63 d.t zta�o . z v • :..i at t0 � N C r O i�.� N W E N a V YY 0. m Q IL $' m m : c. E '" °—� E E '� E m rn o "L t'° O E L. u a u e' o E Q Q d o a �dui"d'i��c�u� Z�S�SaEm o U Zy Nz aZ �I .6 2 N Ol V N fD I� GO A O h �C N t l< Yl t� � ry Q � t`) M d J 6 W V! IL 41 � � A�11'✓A v1T "� i r•/ Y, i L1�''��1i ,3, J{ I �'8 TT t ttt c_ V s"°; t�., m c N w U N - � 4 eb �o S'Y —: .uYny00:Y s � � A�11'✓A v1T "� i r•/ Y, i L1�''��1i ,3, J{ I �'8 TT t ttt c_ V s"°; t�., m c N w U N 4.5 PARK ACQUISI T l0>",l CHAPTER 4 Development and ORerating Guidelines and Policies o Continue to supply park land at a minimum stated goal of 5 acres per 1,000 persons throughout the plan area as stated in the City's Park Land Dedication Ordinance. a Develop a plan for at least two additional Neighborhood parks or one Community and one Neighborhood park in areas where the population is dense and in need of parks facilities. Map Figure 4.1 shows areas where parks might be located. There may be additional locations the City may want to explore including the expansion of existing parks like Glenwood. These parks should be developed according to the guidelines in Table 4.2. In order to maximize use and decrease park land deficits, the areas of each Neighborhood park should ideally be no less than 10 acres and a Community park should be at least 20 acres in size. Coordinate development of the existing trail systems throughout the City which are designed to provide linkages to recreation facilities and other places of interest and complement unique visual or natural resources to encourage alternative transportation options. Require proposed park locations be reviewed by key staff from departments such as planning, engineering, law enforcement and parks and recreation to ensure the best citing and most useable land for park purposes. s Provide safety, accessibility, and compatibility between parks and adjacent residential areas through "good neighbor" park practices. In order to meet future park land needs and provide the community with its desired recreation facilities, it will have to pursue policies and actions that will allow it, to acquire additional park land. Even though these opportunities are limited due to the topography of the area, ownership of land by private parties, and land already planned for development, the City should seize opportunities as they become available. Acquisition may be accomplished by a number of methods including, park land Im'4j Moorpark Parks and Recreation Master Plan Page 4 9 CHAPTER 4 Development and Operating Guidelines and Policies dedication by future developers; partnering with schools, other agencies, and nonprofits; through the use of redevelopment, state grants, and fundraising; and development of usable rights of way throughout the City. PARK IMPLEMENTATION POLICIES Policy l: Develop a procedure to review potential developments that would assure adequate and useable parks are provided for the community. Item 1.1: Establish detailed capital costs for future par facilities with staff representatives from every responsible department, including Parks, Community Development, Public Works, and Finance when appropriate. Fee schedule should account for cost of living increase. Item 1.2: Establish a project design review process that includes participants from Public Works, Police, Parks and Recreation and other affected departments to ensure the best possible facility plan for the City. Policy 2: Strive to streamline and simplify the park planning and review process. Review and update the existing process for planning, designing and constructing new parks. Item 2.1: Develop an internal process for resolving conflicting views, issues and ideas between departments that may arise during the park planning and review process. It is important that the City communicates with the builder/ developer with one unified voice. Item 2.2: Avoid prolonged delays in processing park plans. In general, the total City review period, inclusive of plan checks, landscape plan review, Technical Committee review, bidding for and selecting a landscape'architect and issuance of mass -grading permits should generally take four to six months. Longer delays may occasionally be necessary for controversial or extremely complicated projects; however, the City should strive to review and approve park plans in less than six months. Page 4-10 Moorpark Parks and Recreation Master Plan 13 0 CHAPTER 4 Development and Operating Guidelines and Policies Policy 3: Prepare conceptual master plans for each existing, planned and future park. Item 3.1: Ensure that the placement of buildings, open air facilities, and landscape plantings are unified, functionally - related to, and compatible with adjacent uses. Item 3.2: Coordinate the locations and species of plants with architectural and site designs. Item 3.3: Confirm that the program and facilities of each park are compatible with its location and role as identified in the citywide Parks and Recreation Master Plan. Item 3.4: Consider the context of local history and culture when developing the park theme. Utilize available historic artifacts and other resources where possible. Item 3.5: Design and build all parks and recreation facilities to be fully accessible to all park users. Item 3.6: Develop a site plan that ensures optimum comfort and security for all park users. Item 3.7: Achieve a creative balance of functional and aesthetic criteria in the design of each park. Item 3.8: Ensure that the design is compatible with previous planning documents, including the City's General Plan and Parks and Recreation Master Plan, and meets budget requirements. Item 3.9: Continue the policy of having developers build City parks. a) The City should have direct control over park design and construction. b) The City can directly set the parameters for park design. Moorpark Parks and Recreation Master Plan Page 4-11 CHAPTER 4 Development and OQerating Guidelines and Policies Policy 4: Retain clearly defined criteria for determining appropriate park maturity level before acceptance of a park for public use. Item 4.1: Continue to require the developer or builder of each new turn key park to maintain the newly completed park for a one-year period. At the end of this mandated period, the City should meet with the developer's or builder's representative(s) to inspect the park and evaluate its condition. The City may then elect to either accept maintenance and operation of the new park, or issue a detailed letter to the developer or builder that identifies all items requiring replacement, adjustment or improvement. The developer or builder should have up to 60 days to address the City's concerns; then another inspection should be scheduled with City staff. PARK LOCATION POLICIES When choosing the locations or sites of future parks, the following park policies and guidelines should be considered: Policy 5: Develop general criteria and guidelines for locating community, neighborhood, and mini parks. Item 5.1: Use the following criteria and guidelines in locating and orienting new parks: a) Require proposed park locations to be reviewed by the appropriate appointed officials prior to City Council action on acquisition, dedication or acceptance of park land, open space and trails. b) Community parks should be located at the juncture of major and/or collector streets to provide for safe, efficient, and convenient vehicular access, and to allow for easy surveillance by law enforcement. c) Locate community park -type athletic field complexes adjacent to major arterials to allow for ease of traffic ingress and egress Page 4-12 Moorpark Parks and Recreation Master Plan,,' CHAPTER 4 Development and Operating Guidelines and Policies d) Use community/neighborhood parks as focal points for community development. Locate community parks to be highly visible and easily accessible. e) Consider community/neighborhood park locations adjacent to middle or elementary school sites when possible. Provide appropriate buffers between community/ neighborhood parks and adjacent residential development to help minimize noise and glare from lighted fields. g) Consider acting as an umbrella organization to pursue collaborations with non-profit and other public agencies that provide recreation, education and social services in order to take advantage of State and Federal "Safe Places for Kids" and other available public and private foundation grant programs that require a comprehensive community approach to addressing social issues. Pursue operating and administrating these programs within the areas of the community where they are most needed and look for inventive ways in those areas to provide space for delivering services, such as, store fronts, medical facilities, industrial buildings and school portables. h) Locate neighborhood parks and mini parks adjacent to collector streets for safe, efficient, and convenient access. Access (vehicular access) off arterial streets should be discouraged. i) Orient neighborhood and mini parks to encourage convenient and safe pedestrian access. Moorpark Parks and Recreation Master Plan Page 4-13 CHAPTER 4 Development and Operatinq Guidelines and Policies Policy 6: Establish criteria for selecting land for potential parks (not including future parks sited within recorded Specific Plans) Item 6.1: Require that any land identified for possible park land possess the following attributes: a) Land acquisition for park purposes must be of minimum size to serve the purpose it is intended to serve, i.e., if a neighborhood needs sports fields the park size should be large enough to accommodate the fields without sacrificing area for standard neighbor- hood park amenities. b) Parcels should preferably be vacant and undeveloped, although redevelopment or reconstruction oppor- tunities should be considered as well. c) Avoid land that requires extensive hazardous material clean up. However, land that has already been cleaned up may be highly desirable for recreation and park uses. d) Consider the topography, soils, soil stability, drainage, and location of land in subdivision available for dedication. e) Evaluate the size and shape of the subdivision and land available for dedication. Review the location of the site with regard to accessibility by neighborhood residents and contribution to neighborhood security. Item 6.2: Determine if any structures on the identified sites could be reused or retrofitted to meet City recreation needs. It is generally less expensive to reuse or retrofit existing buildings. All potential buildings should be evaluated for seismic and structural safety. Page 4-14 Moorpark Parks and Recreation Master Plan is M CHAPTER 4 Development and Operating Guidelines and Policies Policy 7: Provide parks and recreation facilities that complement one another and are evenly distributed throughout the City. Item 7.1: Locate new neighborhood and community parks when possible to complement the location of existing community and neighborhood parks. Community parks should be located centrally with neighborhood and mini parks distributed around the community park. Item 7.2: Recognize that various other factors influence the location of parks and recreation facilities. Service areas are just one of several factors that should be used in determining the location of new parks in the City. These factors include: a) Land use availability b) Landform and land usability c) Compatibility with surrounding land uses d) Location — Is the park easily accessible to residents of the surrounding neighborhood(s), either by walking, biking or public transportation? Policy 8: Identify community/subdivision design features that are ineligible for park credit. Item 8.1: Prohibit park credit for community or subdivision design features which do not provide recreational functions. Design features not eligible to receive park credit may include, but are not limited to, the following: a) Planning area edges b) Landscaped community or subdivision entries or medians c) Meandering streams, fountains or other water features d) Paseos, greenbelts, trails, walkways, setbacks and other similar features that are used for transportation and are not destinations in and of themselves Moorpark Parks and Recreation Master Plan Page 4-15 CHAPTER 4 Development and Operating Guidelines and Policies C) Streetscapes f) Slopes greater than 3:1 g) Easements h) Sites with an average gradient of more than 5% (rough grade) i) Sites with drainage structures (box channels, swales, etc.) designed for less than a 10 -year storm event or in flood way. FACILITY NEEDS RATIO POLICIES Policy 9: Annually review, during the City's budget process and update of the Parks and Recreation Capital Improvement Plan, the recreation facility needs presented in the Master Plan in order to insure the City is meeting the current and future recreational demands of Moorpark residents. Item 9.1: As part of the annual budget process, explore all available opportunities to meet or reduce the deficit of Recreation and Park facilities as shown in this Master Plan. Item 9.2: As new facilities come on line, update the inventory of recreation facilities presented in this Master Plan. EXISTING PARK SITE ENHANCEMENT POLICIES Policy 10: Evaluate existing parks on a regular basis and identify those sites that require enhancement, renovation and/or improvements. Item 10.1: Assign high priority to improvement, rehabilitation and renovation of existing parks, especially as they related to universal accessibility. Evaluate turf fields on a systematic basis and renovate or resurface accordingly. Page 4-16 Moorpark Parks and Recreation Master Plan I CHAPTER 4 Development and Operating Guidelines and Policies SPECIAL PURPOSE PARK PROGRAMMING POLICIES Policy 1 1: Establish criteria for special purpose facilities. Item 11.1: Try to insure special purpose park facilities provide a minimum base level of facility size to serve the purpose it is intended to serve, i.e., spray parks, pool, lake, skateboard parks, dog parks, etc. are large enough to accommodate their anticipated attendance, Policy 12: Actively seek land opportunities in the City to accommodate ball fields for organized youth leagues. Item 12.1: Support joint use of school facilities by the City's organized youth leagues. Item 12.2: Make accommodation of league fields within community park facilities a priority. Item 12.3: Support league field financing options, which include shared cost facilities (land and improvements), matching fund scenarios, and leased land. OTHER FACILITY IMPLEMENTATION POLICIES The following are guidelines the City should consider and develop into policies to move toward a better working relationship with the school district and community college. These guidelines are designed to help the City meet its facility and programming needs by coordination with schools for development of facilities and implementation of programs: Item 13.1: Coordinate with the School District to ensure that locations of existing and future portable classrooms on elementary, middle school and high school campuses minimize the impact on available field space. Item 13.2: Encourage the development of community park sites adjacent to elementary and middle school sites to maximize school athletic space for community sports groups through joint -use agreements with school districts. Item 13.3: Encourage development of neighborhood parks adjacent to elementary and middle schools to provide the Moorpark Parks and Recreation Master Plan Page 4-17 CHAPTER 4 Development and Operating Guidelines and Policies opportunity for shared use of playgrounds, fields, picnic facilities and sports courts through joint -use agreements. Item 13.4: Consider developing joint -use agreements with the school district and community college similar to the AVCP tennis court agreement, to improve and expand the City's ability to provide more recreation programs and facilities for the community. Item 13.5: Discuss issues that could develop an agreement to include reciprocal no -fee use policies and possible development of recreation facilities on school properties. The facilities could be used by schools during the day and City or community programs after school and evenings. These facilities could include sport courts, lighted ball fields, gymnasiums, theatres, and swimming pools. Item 13.6: Encourage City and school district staff to meet at least annually to discuss joint use issues. Meeting minutes should be typed up and distributed to all participants to allow for quick identification of any possible misunderstandings. The minutes should also identify issues and items requiring further follow up. PARK FINANCING POLICIES To develop recreation facilities that will generate revenues to off- set operating costs the City should try to adopt and implement the following policies: Policy 14: When developing recreation facilities, the design should include opportunities to generate revenue from admission, asset management, user fees and possibly parking in order to cover operating costs. Item 14.1: Recommend, when appropriate, fee schedules for programs and uses that cover costs including an appropriate percentage of fees to cover overhead. Policy 15: Prior to development, identify staffing requirements and operational and maintenance costs of Page 4-18 Moorpark Parks and Recreation Master Plan ? CHAPTER 4 Development and Operatinq Guidelines and Policies recreation facilities to adequately plan for future budget considerations. OPERATIONS AND MAINTENANCE POLICIES Policy 16; Identify operational and maintenance costs of each facility prior to improving existing or developing new facilities to adequately plan for future budget considerations. The plan should address implementing a user fee schedule and policies that identify an adequate overhead charge for program and users fees as well as cover direct program costs. The plan should also suggest policies concerning what program fees and overhead costs may be waived. Item 16.1 Evaluate opportunities and implement way to reduce water and electrical consumption and conserve natural resources and continue to reduce or eliminate the use of pesticides. toM Moorpark Parks and Recreation Master Plan Page 4-19 CHAPTER 4 Development and Operating Guidelines and Policies This page intentionally left blank Page 4-20 Moorpark Parks and Recreation Master Plan '_'� I p� '� �� tl a p"I e r 5 Implementation Recommendations 5.0 IMPLEMENTDAMN RECOMMENDAMNS 5.1 INTRODUCTION CHAPTER 5 Implementation Recommendations Chapter 5 presents a summary of recommended actions that have been develop from the Master Plan process. Suggestions include improvement of existing and development of new facilities; ensuring that recreation programs and services meet the community needs and demands; ways to continue to expand recreation facilities and services though joint -use and joint development opportunities; and revenue enhancement. This Chapter also supports opportunities of acquiring parkland through the development process already used by the City through the use of, development agreements and the Parkland Dedication (Quimby Ordinance including Park In -Lieu Fees). The recommendations and action items are presented to give City staff a plan from which to develop annual work programs for the next five years. Future Master Plan updates should be done in five-year increments and should be easily accomplished by: • Updating the existing facility inventory; • Reviewing the policies in Chapter 4 and updating as necessary; • Checking off accomplishments from the list of recommendations and action items below; and finally • Adding new recommendations and action items for the future. In several of the recommendations, the City's ability to achieve the outcome will depend upon the cooperation of others, changes in the community and priorities, as well as whether or not funding sources are available. For example, the location and the development of some future recreation facilities such as lighted ball diamonds or a community swimming facility may depend on the City's ability to negotiate an equitable joint -use agreements with the school district, community college or other 12 '00111Moorpark Parks and Recreation Master Plan Page 5-1 5.2 KEY FINDINGS CHAPTER 5 Implementation Recommendations entity. Other opportunities should include exploring possible public/private partnerships to develop needed facilities. The results of community input from the interviews and questionnaires clearly demonstrated the number one activity among families with children were organized sports: soccer, basketball, baseball, softball, and football; next came tennis and volleyball and activities such as skateboarding, walking, jogging, and running for exercise. Passive activities included picnicking, and children using play equipment. In terms of facilities, clearly the most asked for facility was an aquatics center or community swimming pool. This need is currently being filled in newer areas of the city by individual housing developments which include swimming pools as a recreational amenity though the Homeowners' Association (HOA). Another provider is a privately owned and operated health club which requires membership to attend. For the current time, this has filled the need in the community for a competition pool by entering into an arrangement with the MUSD to allow the high school swim teams access for practice. The lack of a public pool, therefore, is being felt the most by those who live in areas without HOA pools as well as those who cannot afford membership at private health club. Residents also expressed a need for dog parks, an amphitheater, fully developed sports fields with lighting, participant and spectator seating, and restrooms, a teen center, and skate park facilities. The City of Moorpark offers a variety of special interest recreation programs. Some activities are offered by other organizations in the community with support from the City while other groups provide activities on their own. The recommended actions for program and activity development are offered to enhance the provision and coordination of existing programs and development new programs for the community. Page 5-2 Moorpark Parks and Recreation Master Plan CHAPTER 5 Implementation Recommendations The following recommendations should be considered guidelines that need to be reviewed as part of the mid -year and budget processes. Staff should use this document as a tool to monitor the City's accomplishments, evaluate priorities and make changes as new issues arise. 5.3 PARK FACILITIES, MAINTENANCE AND STANDARDS RECOMMENDATION: 5.1 - Provide facilities that meet the recreation needs and address the community's desire to participate in recreational opportunities. Action Item 5.1.1: Continue to require the parkland dedication standard of 5 acres for every 1,000 residents for new subdivisions. Action Item 5.1.2: Continue to look for opportunities to develop additional lighted facilities including tennis, basketball, and volleyball courts, soccer, softball, baseball, and multipurpose sports fields for practices and games. Evaluate security lighting at all City parks and facilities and install in areas identified as needed. Action Item 5.1.3: Continue to upgrade existing facilities to include the use of more up-to-date technologies when installing improvements. Using new technologies such as solar lighting, computerized irrigation systems and other items should result in a cost savings to the City. Action Item 5.1.4: Explore the possibility of developing a teen center. Conducting a Youth Master Plan process could help to further establish the need and identify potential organizations to partner with for development. Be sure to involve teens in the process. Action Item 5.1.5: Consider using and looking for activity space in vacant or under-utilized commercial, industrial or institutional buildings to provide program or activity space on a temporary or short term basis. Action Item 5.1.6: Develop new facilities that are multipurpose and flexible to insure maximum use efficiency. Facilities toIn Moorpark Parks and Recreation Master Plan Page 5-3 CHAPTER 5 Implementation Recommendations should be wired for cable and the Internet. Include a limited catering kitchen and use of soundproof, movable wall partitions to divide large rooms for flexibility to expand activity opportunities. Action Item 5.1.7: Develop a functional or design development plan for new facilities with the input from park users and program staff to assure that facilities will meet the community's activity and program needs. Action Item 5.1.8: Identify operational and maintenance costs of each facility prior to development to adequately plan for future budget considerations. The plan should address staffing, operations and maintenance costs as well as fee schedules to cover overhead and direct program costs. The plan should also suggest policies concerning what program fees and overhead costs may be waived. Action Item 5.1.9: Explore commercial developments of recreation facilities that are highly specialized such as X - games, climbing walls, batting cages, commercial sports parks and the like that could also be a source of revenue. Action Item 5.1.10: Explore resources and possible locations to display permanent or portable art in parks or recreation facilities. Action Item 5.1.11: Complete the construction of the Veterans Memorial. Action Item 5.1.12: Consider existing or future locations to accommodate an off -leash dog areas or trails with dog waste stations. Action Item 5.1.13: Study the feasibility of designating additional land for equestrian trails and/or public or private equestrian center. Action Item 5.1.14: Proceed with construction of an in -ground skatepark. Action Item 5.1.15: Develop a Capital Improvement Plan for addressing facility deficits shown in Table 3.1 in Chapter 3 of this document. Set priorities for developing, Page 5-4 Moorparl< Parl<s and Recreation Master Plan CHAPTER 5 Implementation Recommendations constructing, or improving facilities as funds become available. RECOMMENDATION 5.2 - Provide facilities for organized and individual sports activities as well as active recreation pursuits. Action Item 5.2.1: Explore opportunities for developing additional comprehensive sports facilities that include lighting, fencing, seating and restroom facilities. Action Item 5.2.2 Complete the update to the Trails Master Plan to best identify future projects to include access for bicycling, hiking and running. Action Item 5.2.3: Upon completion of a Trails Master Plan, consider the feasibility of connecting Monte Vista Nature Park with nearby trail system. Action Item 5.2.4: Consider implementing recommendations in the Arroyo Simi Trail Feasibility Study. Action Item 5.2.5: Promote use of trails for wellness, recreation and transportation. Place fitness stations along trails to enhance interest and make trails multipurpose. Action Item 5.2.6 Pursue the community's desire for the development of an aquatics center with a feasibility study that would explore options for location, funding and possible joint efforts among various community organizations for the development of the facility. Action Item 5.2.7: Identify possible locations for splash/spray park facilities to help fill the gap in neighborhoods without access to swimming pools. RECOMMENDATION 5.3 - Provide parks and recreation facilities that are well maintained and aesthetically pleasing. Action Item 5.3.1: Continue to refine and develop a maintenance and management schedule that identifies preventative, remedial and deferred maintenance programs that include structures, land and equipment. Moorpark Parks and Recreation Master Plan Page 5-5 CHAPTER 5 Implementation Recommendations Action Item 5.3.2: Continue a regular program to audit park safety conditions. Consider automating existing weekly, monthly and annual safety checklists and procedures for playground equipment, restrooms, ball fields and other fixtures. Action Item 5.3.3: Continue to evaluate and update facilities for universal accessibility and safety. Action Item 5.3.4: Collaborate with other cities to share information regarding policies and procedures concerning park and facility maintenance. Action Item 5.3.5: Ensure that City staff and contractors are well trained to provide the best service to the community. Action Item 5.3.6: Research the development of a park ranger program to provide supervision of parks and facilities on weekends, evenings and during the summer. The program could provide security, help deter vandalism and possibly serve as a deterrent to possible anti -social behavior. RECOMMENDATION 5.4 - Follow the guidelines in Chapter 4 for furnishing park amenities in all new development of Community Parks. (See Table 4. 1 -Base Level Park Development Guidelines for Community Parks) RECOMMENDATION 5.5 - Follow the guidelines in Chapter 4 for furnishing park amenities in all new develop- ment of Neighborhood Parks. (See Table 4.2 --Base Level Park Development Guidelines for Neighborhood Parks) 5.4 RECREATION RROGWAS, ACTIVITIES AND SERVICES RECOMMENDATION 5.6 - Continue to provide a comprehensive citywide recreation program. Action Item 5.6.1: Continue to develop recreation programs and services that meet the expressed needs and requests of the community. Action Item 5.6.2: Develop intergenerational programs such as adopt -a -grandparent, tiny tot activities, homework Page 5-6 Moorpark Parks and Recreation Master Plan CHAPTER 5 Implementation Recommendations assistance and mentoring to utilize the talents of senior citizens in the community. Action Item 5.6.3: Continue evaluating programs currently being offered by the City and by other organizations in the community. Redesign or eliminate activities which no longer meet community needs/desires and utilize those resources to develop new and enhanced programs. Try to avoid duplication of programs already offered in the community. Action Item 5.6.4: Continue developing citywide family events that promote a sense of community. Obtain ideas and support for the types of activities to be offered from community groups and nonprofit organizations. Action Item 5.6.5: Continue to offer more programs targeted at active and younger senior citizens such as computer or fitness classes. Action Item 5.6.6: Expand life skills and health and wellness programs. Action Item 5.6.7: Pursue ways, such as, mobile recreation, use of school facilities, or joint programs with nonprofits to expand after school programming to areas that have limited or no drop-in programs. Action Item 5.6.8: Continue to develop after school activities as alternatives for those not needing after school day care. Programs could be for enrichment, homework assistance or tutoring, as well as recreation and fitness activities. Action Item 5.6.9: Utilize existing facilities, such as the Library, to expand teen programs and outreach. ^_ Moorpark Parks and Recreation Master Plan Page 5-7 CHAPTER 5 Implementation Recommendations RECOMMENDATION 5.7 — Build and maintain community partnerships. This includes collaboration with the School District, Community College, other City Departments and Services, such as Police, Library Services and Planning, local nonprofit organizations and service clubs, Ventura County and the local business community. Action Item 5.7.1: Work collaboratively with School District representatives and representatives from nonprofit and commercial organizations that provide programs and services to the community. This group should meet twice per year to discuss mutual interest and concerns, ways of coordinating services and avoiding duplication, ways to reach underserved areas of the City, possible program collaboration, and possible joint facility development. Action Item 5.7.2: Collaborate with other agencies, youth sports groups and local businesses to provide programs and services in a cost-effective manner. Action Item 5.7.3: Look for additional opportunities to develop joint powers agreements to build and share facilities with the School District, Community College or other local recreation service providers to share or jointly develop facilities deemed as beneficial to the community. Action Item 5.7.4: Conduct a Youth Master Plan study to establish a collaborative of local youth services providers. The study should identify community strengths, inventory what is being done, and identify areas where needs are not being met to more effectively utilize community resources and provide programs and services for preschool aged children through teens. Be sure to include youth in the process. RECOMMENDATION 5.8: Continue to develop and support volunteer programs in the community. Action Item 5.8.1: Meet with community groups to discuss what each organization has planned for the year, to share resources and avoid duplicating services. Look for Page 5-8 Moorpark Parks and Recreation Master Plan "'_`I'Z CHAP 1 ER 5 Implementation Recommendations opportunities to set up reciprocal agreements in an effort to effectively use community resources. Action Item 5.8.2: Continue to meet with local youth sports organizations at least once per year to discuss participation numbers as well as facility use projections and resource needs for the year. Action Item 5.8.3: Provide support for volunteer groups that conduct special activities open to the entire community. Action Item 5.8.4: Obtain the on-going support of community organizations and local businesses to assist in the planning, sponsoring and staging of large-scale community events. Action Item 5.8.5: Continue to conduct meaningful, highly visible, community volunteer recognition programs that allow the City Council the opportunity to express their appreciation for citizen volunteer efforts. Action Item 5.8.6: Continue to make use of volunteers from organizations that require community service projects from members. Volunteers could be recruited from Scouts working on high honors as well as from high school students needing community service hours to graduate or go to college. Action Item 5.8.7: Support all volunteers with leadership training, supervision and resources necessary to do their job successfully. Action Item 5.8.8: Utilize nonprofit agencies that promote volunteer services, to help recruit and train volunteers. RECOMMENDATION 5.9: Communicate the City's goals and solicit feedback regularly from the community. Action Item 5.9.1: Continue to develop the recreation activity brochure into a comprehensive tool to communicate what activities and services are available to the community Action Item 5.9.2: Continue to develop the City website as a useful tool to promote participation in recreation and inMoorpark Parks and Recreation Master Plan Page 5-9 CHAPTER 5 Implementation Recommendations community service programs that are offered throughout Moorpark. Action Item 5.9.3: In addition to public Council and Parks and Recreation Commission meetings, consider conducting town hall meetings or public workshops at community centers or neighborhood schools hosted by the appropriate City staff annually to discuss program needs and give residents the opportunity to voice their thoughts or concerns. Action Item 5.9.4: Create ways for the community to provide staff with input regarding program needs such as small informal neighborhood meetings or focus groups. Staff should use a variety of methods to reach out to the community since every neighborhood is unique. Action Item 5.9.5: Continue to evaluate programs, policies, and procedures annually. Solicit feedback using postcard evaluations or telephone interviews. Contact non - repeating participants to find out why they did not want to participate in the program any longer. Action Item 5.9.6: Continue to conduct citizen participation and preference surveys to determine program and facility needs. The surveys could be done annually or when issues are identified by the City Council or staff. Different approaches should be taken to do the surveys citywide or by region or neighborhood depending on what information is needed. a) Report the results to the City Council to help evaluate and monitor the success of current programs, and to promote the efforts of parks and recreation in general. Action Item 5.9.7: Consider conducting community workshops to evaluate and discuss the program needs of youth, senior citizens and other special populations at least once a year to stay current with the types of programs and services they want and need. Along with representatives from the affected age groupings, include staff participants Page 5-10 Moorpark Parks and Recreation Master Plan _�, CHAPTER 5 Implementation Recommendations of appropriate local nonprofit service agencies and the local schools. Action Item 5.9.8: Utilize electronic message signs, web pages, newsletters, brochures and email lists to keep residents informed of community activities and other important information. RECOMMENDATION 5.10: Provide the community with a well-trained, effective staff and ensure adequate staffing levels are maintained to provide the very best service for the community. Action Item 5.10.1: Assure that adequate staff is in place to provide service through the use of regular, part time and contract staff. Action Item 5.10.2: Work with the local university and colleges to establish an intern program to provide assistance with special projects or studies. Action Item 5.10.3: Consider using consultants or independent contractors to complete short term projects in a timely fashion. Action Item 5.10.4: Evaluate on a regular schedule the staffing levels and consider reorganization when appropriate. Action Item 5.10.5: Provide staff and public officialswith customer service training to deal effectively with difficult situations as well as efficiently handle the day-to-day business. a) Ensure that training addresses how to deal with cultural diversity, various age groups, language barriers and other issues that are unique to the community. b) Develop on-going practices to remind staff of City standards for dress and behavior. c) Develop programs and opportunities to recognize staff and volunteers for their excellent customer service. Moorpark Parks and Recreation Master Plan Page 5-11 CHAPTER 5 Implementation Recommendations 5.5 FINDING AND FINANCE °ECOMMENDATIONS RECOMMENDATION 5.7 7: Consider the possibility of establishing a community foundation to benefit all aspects for the community. This would provide an opportunity to receive tax deductible donations as well as establish a community partnership to apply for grant funding. Action Item 5.11.1: Explore the feasibility of a bond measure and capital funding campaign to encourage community support for new and exciting recreation facilities such as an aquatic center. Action Item 5.11.2: Work with local businesses, service clubs and commercial recreation facilities to expand funding for scholarship programs to assist those who cannot afford to pay to participate in recreational activities. Action Item 5.11.3: Continue to expand sponsorship opportunities for local businesses to assist with funding family activities and citywide special events. Action Item 5.11.4: Pursue all federal and state grant funding opportunities, including Community Development Block Grants and other sources to assist with development of new facilities or programs. RECOMMENDATION 5.72: Implement an Asset Management Program to generate revenue from use of assets to offset maintenance and operation costs. Action Item 5.12.1: These programs could produce positive net revenue to offset costs for operation and maintenance. The three components to developing an asset management plan include: • Revenue from facility rentals, fees, and charges • Leases or licenses for private concessions • Advertising/vending/sponsorship opportunities Page 5-12 Moorpark Parks and Recreation Master PlanI,;_ CHAPTER 5 Implementation Recommendations Several of these revenue categories are advertising programs, and the potential revenue is dependant upon the number of impressions that can be generated on the proposed site. In advertising terms, there are two types of impressions: repeat impressions and one-time impressions. Repeat impressions are those exposures to the same people over, and over and one-time impressions are those that people see passing by just once. Companies that are trying to establish a brand identity like to advertise at locations that provide repeat impressions, while established brands prefer one-time locations that provide for brand reinforcement. RECOMMENDATION 5.13: Study the feasibility of increasing funding for street lighting and landscaping, park assessment as well as for park development and improvements. Action Item 5.13.1: Conduct a citywide ballot measure mailed to all residents to seek an increase in assessments park maintenance and improvements as well as for street lighting and landscaping, which would decrease dependence on the general fund making those funds potentially available for parks and recreation. Action Item 5.13.2: Evaluate current Park In -Lieu fee schedule to ensure that fees collected cover the cost to provide improvements and park land to meet increased needs for parks and facilities. 5.6 MASTER PLAN REVIEW AND UPDATE The City, through the Parks, Recreation and Community Services Department can monitor the development of its park system by tracking park improvements and comparing the number of facilities built against current population gains. Capital expenditure budgets and funding efforts should be driven by this methodology. It will be important for the City to monitor demographic shifts over the life of this Master Plan to enable fine-tuning to take place as demographics change. 12 M Moorpark Parks and Recreation Master Plan Page 5-13 CHAPTER 5 Implementation Recommendations Efforts to obtain funding from the recommended sources should be monitored on an annual basis to evaluate which sources appear most promising at any given time. The capital expenditure budget priorities can then be revised as funding sources appropriate to specific development programs become available. Programs should be monitored annually as well. This should include an analysis of registration and participation numbers, revenue, and actual cost recovery of participant and user fees. Programs that do not generate adequate revenue, appropriate overhead cost percentage, or cover direct program costs should be analyzed to see if the program is really needed and unless otherwise deemed necessary by the policy making body of the City discontinued to free up time and space for more valuable programs. In addition to annual updates and fine tuning, the City should review the entire Master Plan every five to seven years to make sure its goals and policies are still current. This will also allow staff to monitor the progress made towards accomplishing the action items. Changes or revisions to the Plan should be recommended based on changes in the recreation needs of the community. Input from the residents, local businesses, and other local service providers should be frequently solicited to provide confirmation that staff is keeping on track. This effort will also be useful in continuing collaborations and relationships that are beneficial to the community. Page 5-14 Moorpark Parks and Recrea ion Master Plan pt rl.Aff 6 Funding and Financial Analysis 0.0 - FUNDING AND FINANCIAL ANALYSIS 6.1 INTRODUCTION 6.2 KEY FINDINGS CHAPTER 6 Funding and Financial Analysis The purpose of Chapter 6 is to support the City's stated vision and goals as well as the recommended policies and objectives presented in this document by suggesting priorities and funding options for the City to implement over the short term. The Key Findings section of this Chapter summarizes the key findings of the previous chapters and addresses recommended action items. The Funding Options section gives an overview and analysis of various opportunities for funding, financing and developing revenue to implement the suggested acquisition and development proposals that are contained in the Capital and Nora -Capital Projects section. The costs assigned are based on 2008 dollars and are meant to provide only broad guidelines for determining budgeting for the next five to seven years. • The City's Quimby Ordinance which sets the land dedication standard at five acres for every 1,000 residents for new subdivisions, still leaves the City with a park facilities deficit. As Moorpark reaches build -out, that deficit will grow. In order to reach the goal for park space, the City will need to employ creativity in looking for ways to make use of land or buildings not currently thought of as recreation spaces. The City should plan for at least two new Neighborhood parks or one Community and one Neighborhood park within the next five years. • Moorpark is conscientious about upgrading existing facilities as seen in its annual Goals and Objectives document. The City should also include integrating new technologies and green -~� Moorparl< Parks and Recreation Master Plan Page 6-1 CHAPTER 6 Funding and Financial Analysis products when installing improvements, such as solar lighting, computerized irrigation systems, and recycled materials to name a few. Many materials could result in long range cost saving to the City. • Demographics show that Moorpark's teens make up around 20% of the total population of the City. It makes sense to explore the development of a teen center, either as a stand alone facility or as part of an expansion to an existing facility, such as the library, community center or recreation center at Arroyo Vista. As a first step toward exploring a teen center, conducting a Youth Master Plan, being sure to involve teens in the process, could help to identify needs and uncover potential organizations to partner with for development. The integration of art into public spaces has long been a goal of Moorpark. The City should consider creating a Cultural Arts Master Plan to explore resources and possible locations to display permanent or portable art in parks or recreation facilities. ® Consider existing or future locations to accommodate an off leash facility for dogs and their owners. • Explore opportunities for developing additional comprehensive sports facilities that include lighting, fencing, seating and restroom facilities. • There are many positive reasons for encouraging people to use pedestrian modes of travel. To identify future projects to include access for walking, bicycling, hiking and running, the City should immediately move forward to accomplish its goal of updating its Trails Master Plan and coordinating the findings with the updating of the Circulation Element of the General Plan. • Pursue the community's desire for the development of an aquatics center by updating the City's previous feasibility study that explored options for location, funding and joint efforts among various community organizations for the development of the facility. Page 6-2 Moorpark Parks and Recreation Master Plan 6.3 FUNDING OPTIONS CHAPTER 6 Funding and Financial Analysis ® Identify possible locations for splash/spray park facilities to help fill the gap in neighborhoods without access to swimming pools. • Consider feasibility and location for an outdoor performance venue. • Open communications with the School District, Community College or other local recreation service providers to pave the way to share or jointly develop facilities deemed as beneficial to the community. ® Continue current efforts to work with local businesses, service clubs and commercial recreation facilities to provide funding for a scholarship program to assist those who cannot afford to pay to participate in recreational activities. The project team considered several factors when analyzing the use of City facilities to raise revenue to offset operation and maintenance costs. The issues that affect the City's ability to market its facilities are as follows: • The economic makeup and status of the City • The types of facilities, their projected use and attendance • The community's perception and acceptance of commercialization • Income levels, race, ethnicity, and age demographics • The City's ordinances and regulations regarding signage, advertising, and use of public property for private commercial purposes • The demand in the market place for commercial exposure in Moorpark • The City's ability to manage asset management contracts • The political environment for balancing the need for revenue versus commercialization of public facilities • Aesthetics, logistics, and the cost versus revenue benefits of asset management programs Moorpark Parks and Recreation Master Plan Page 6-3 CHAPTER 6 Funding and Financial Analysis Generating revenue from the use of public facilities is a business venture and thus requires good business decisions and good business practices when implementing asset management programs. For example, a City cannot decide to implement an information/advertising kiosk program at its parks and facilities but then decide to hide the kiosk in an obscure location because it doesn't want to appear that it is commercializing its facilities. The methodology the project team used in preparing the financial analysis and developing the potential revenue programs included researching and analyzing potential sites for commercial use at City facilities that would provide the highest degree of exposure while aesthetically fitting into the design and development of the facility. FINANCING AND REVENUE ANALYSIS Traditional financing methods used by cities to develop Park and Recreation facilities include General Obligation Bonds, which require voter approval; and Park Bonds, usually in the form of a special tax assessment, also requiring voter approval. The following sections briefly describe various options available to cities to find funding for projects or ongoing operations and maintenance. USE OF BONDS TO FINANCE PARKS General Obligation Bonds make sense when a city has several different types of facilities it needs to develop and there is strong community support. For example, if a city wanted to build a community park and library it may bundle the two into one General Obligation Bond. Hopefully this would create a wider voter support to get the two-thirds approval required by General Obligation Bonds. General Obligation Bonds usually do not succeed for special interest facilities unless they have the weight of the community behind them. PAYING FOR BONDS The most common method for implementing Recreation and Park facility development by the use of bonds is to gain voter Page 6-4 Moorpark Parks and Recreation Master Plan ._ CHAPTER 6 Funding and Financial Analysis approval for an additional property tax assessment to pay for the debt of the Park Bonds. The bond issuing method is the same as General Obligation Bonds; they require two-thirds voter approval. However, along with the voter approval to issue the bonds, the voters need to approve an additional annual tax assessment to pay for the debt service on the bonds. This approach is successful if there is strong community support for park facilities and implementing the Master Plan. The key to a successful Park Bond and tax assessment approval campaign is to work with a community groups to build support for the tax assessment and to educate the voters that the additional tax assessment can only be used for development of the approved park facilities. Most cities have found that Park Bonds with a tax assessment are most successful when placed on a general election ballot rather than a special election ballot. It usually takes at least two years to develop a community support groups, educate the voters, and develop enough community support to get two-thirds approval. Consequently, cities most likely will only be able to do a Park Bond with a tax assessment once every 10 to 20 years. Before this financing approach should be undertaken, the City should allocate some resources to doing a statistically valid community survey on how the community perceives the adopted Parks and Recreation Master Plan, if they would be willing to pay additional taxes to implement it, and if so, how much additional taxes would be acceptable. The public's perception of value is the most important element of generating a two-thirds voter approval. For example, the community may be willing to pay an additional $30 a year on their property taxes to implement a number of facilities they believe they will use, but not $100 a year. A statistically valid random phone survey is the only way to find out what the community's acceptance might be. This is absolutely necessary if the City wishes to finance park facility development by going to the voters for approval of a Park Bond with a tax assessment. Moorpark Parks and Recreation Master Plan Page 6-5 CHAPTER 6 Funding and Financial Analysis There are other types of bonds: Revenue Bonds and Certificates of Participation, available for cities to finance Recreation and Park improvements. REVENUE BONDS Revenue Bonds are a popular way for cities to finance capital improvements, especially Recreation and Park facilities, when the facility being developed will generate the necessary revenue to pay the debt service on the bonds. This method is common for development of sports arenas, convention centers, and other facilities that generate revenue through admission, concessions, and rentals. Revenue Bonds require the city to provide collateral equal to one and half times the value of the bond issue. A city must provide collateral in the form of property, or properties it owns that have a market value of at least one and a half times the amount of revenue bond it wishes to issue. Revenue Bonds do not require voter approval but do require a four-fifths vote of the City Council. Revenue Bonds are usually combined with the establishment of an assessment district under AB1600 and Asset Management programs which are explained later in this section. If the City can design capital improvements with revenue generating components so that the debt service and the cost of maintenance and operations do not impact the City's general fund, Revenue Bonds are a good approach to funding facilities where there is strong Council support and political motivation to develop the facilities. CERTIFICATES OF PARTICIPATION Certificates of Participation (COPS) are similar to Revenue Bonds in that they do not require voter approval, just a four-fifths Council vote. And they require the City to provide collateral in the form of property equity one and a half times the market value of the proposed issue. The advantage of COPs is that they are issued in script of $5,000 or $10,000 which allows for smaller investors to invest, and they are tax exempt, so interest rates are lower. Again, the key to this type of financing is to design the proposed facilities with revenue generating components and/or Page 6-6 Moorpark Parks and Recreation Master Plan f l CHAPTER 6 Funding and Financial Analysis combine it with an AB1600 assessment district so that there is no impact on the City's existing general fund to issue the COPS. ASSESSMENT METHODS There are two main methods for establishing assessments to pay for Recreation and Park facility development; these are: Lighting and Landscape Assessment Districts, Mello -Roos Community Facilities District, and other state legislation allowing cities to create assessment districts for capital improvements. Each of these requires approval by the property owners who are within the district and are subject to paying the assessment. • State law AB1600 allows cities to impose an assessment on properties within an improvement area when the city can show a nexus that the improvements being made are a benefit to the properties being assessed. Under this method of assessment the city sends a direct mail ballot to the property owners. If fewer than 50% of the property owners vote "No", it could implement the assessment. Cities typically use enabling legislation for assessment districts for facility improvements that impact or benefit the whole city or a specific area, such as for street lighting, storm drain improvements, sidewalks, etc. Some cities have had some success using this legislation to fund large community or regional park developments where there is broad community support for the improvements. Newer cities have had the most success in setting up assessment districts, because they can be established when only a few property owners are within the proposed assessment district. Established cities where there are thousands of property owners within the proposed assessment district have had trouble getting 50% approval. This legislation requires the city to do an engineering study to determine the proportionate benefit each property within the proposed district receives. AB1600 has several benefits over other assessment legislation in that it is an impact fee. Unlike the benefit assessment districts, the city does not have to do an engineering study to proportion the Moorpark Parks and Recreation Master Plan Page 6-7 CHAPTER 6 Funding and Financial Analvsis cost according to benefit. The city simply has to make a finding that there is a need for recreation and park facilities based on the impact of the proposed development, and the proposed development is not contributing to mitigate the impact. This is accomplished by preparing a nexus study showing the relationship between the defined impact and the facility or facilities the proposed developments impact. For example, if the city wanted to use AB 1600 to impose an impact fee on new commercial and industrial development, it would need to do nexus studies to determine if existing commercial and industrial properties have an impact on its recreation and park facilities. If the City finds that employees in commercial and industrial businesses use the City's recreation and park facilities, employers use the park system and/or recreation programs as recruiting tools, and as a result commercial and industrial property increases in value due to a well developed and maintained park system, the City could use the authority under AB1600 to impose a park fee on new commercial and industrial development. LEASE PURCHASE FINANCING A newer concept in financing Recreation and Park improvements being used successfully by cities is a form of lease/purchase financing. Under the lease/purchase financing method, the city would contract with a financial institution that would put together an investment group. The city would then lease the proposed site and facility improvements to the investment group who would provide the funding for the development of the site and facility. The investment group then leases the site and facility back to the city at a lease rate equal to the cost of the financing the investment group provides to the city for the development of the site and facility. The lease serves as the collateral for the financing, not other real property, as is the case in issuing revenue bonds or COPS. If the city defaults on the lease payments, the investment group would own the lease and could operate the facility or contract the operation of the facility to a third party. The city owns the site throughout the lease purchase period, and at the end of the lease period, the city owns the improvements Page 6-8 Moorpark Parks and Recreation Master Plan CHAPTER 6 Fundinq and Financial Analvsis free and clear. This form of financing currently has very attractive interest rates, is tax exempt for investors, and does not impact the city's bond indebtedness or credit rating. This type of financing is best used for facility development whereby the facility generates revenue. Municipal parking structures are one type of facility that cities have been very successful in using this financing method. It can be used for non - revenue -producing facilities whereby the lease payments are paid from the city's general fund; however, with competing needs it may be politically difficult to dedicate general funds for lease payments. The term of the lease is set by the city and can be any length. Another attractive feature of this form of financing is the low cost of issuance compared to Bond issues. The City could also use non -tax-exempt lease purchase financing to acquire commercial or industrial property. As a lessee, the City could lease to a commercial recreation developer/ operator for the development and operation of major commercial recreation facilities, such as batting cages, sports complexes, dance studios, fitness/health centers, community theatres, skateboard parks and BMX courses. GRANT PROGRAMS The City should apply for and make use of both state and federal grant programs. Per capita grant programs such as Proposition 12, Proposition 40, and Roberti-Z'berg can provide the City with funding for both improvement of existing facilities and acquisition and development of new facilities. Most of these grant programs are based on a per capita distribution and some require matching funds by the City. Federal grant programs such as Community Development Block Grants (CDBG) and Urban Recreation and Park Programs can provide funding for specialized facilities that meet the criteria for these particular grant programs. These programs can be used in coordination with non-profit group fund raising, such as, youth sports groups, to obtain funding for sports fields and other facilities. ia;i:` Moorpark Parks and Recreation Master Plan Page 6-9 CHAPTER 6 Funding and Financial Anal The City should also consider combining several different grant programs for the development of a single project. For example, the City could apply for several different beautification grants, trails grants, storm drain improvement grants, urban park development grants, open space grants, and per capita grants to accomplish the funding necessary for one single project. Helping non-profit organizations write and apply for private foundation grants that the City, as a public agency is not eligible to apply for, is another way to secure funding for facilities. PUBLIC-PRIVATE PARTNERSHIPS Communities can sometimes meet thew: recreational needs by encouraging the development of private recreation facilities. This can be in the form of partnerships with pre-school and day-care centers, churches, nonprofit organizations, schools, or commercial recreation companies. For example, if the City has a need for recreational swim opportunities, it may be able to lease public property to a water park operator for a commercial water park to meet the community needs. In today's political and economic climate many cities are partnering with school districts or non -profits for joint development and sharing of such facilities as sports fields, gymnasiums, swimming pools, skate parks, stadiums, theaters, and outdoor community event space. COMMUNI TY FOUNDATIONS A key element of funding Recreation and Park facilities is community support. Whether the funding method is bonds, assessment districts, asset management, or joint partnerships, it will be necessary to build community support in order to implement facility development. The best way to build community support for facility development is by establishing a nonprofit community foundation made up of concerned volunteers to support the City's implementation of its Parks and Recreation Plaster Plan. In addition, a Parks and Recreation Community Foundation can also provide the following: Page 6-10 Moorpark Parks and Recreation Master Plan CHAPTER 6 Funding and Financial Analysis ® An organization that can accept donations that are tax deductible to the contributor ® An organization that can apply for grants that are not eligible for government application e An organization that can put on fundraising campaigns and recruit a large volunteer base to implement the campaigns o An organization that can partner with other nonprofits, such as churches, service clubs and organizations and private companies to jointly develop recreation facilities The key to developing a successful Community Parks and Recreation Foundation is in the development of by-laws establishing the foundation, recruitment of board members and training of volunteers. The by-laws should be developed so that they are very specific about the role and duties of the foundation. Board members should represent all segments of the community and not be controlled by any one special interest group. ENTERPRISE FUNDS Enterprise Funds are not ways to finance capital improvements for parks and recreation facilities, however, they are a way of operating park and recreation facilities that allow municipalities to generate income from them and keep that income to either improve or expand the recreation facility. An enterprise fund establishes a separate accounting and financial reporting mechanism for municipal facilities or services for which a fee is charged for admission or use. Under enterprise account- ing, the revenues and expenditures of the service are segregated into a separate fund with its own financial statements, rather than commingled with the revenues and expenses of all other govern- mental activities. Financial transactions are reported using standards similar to private sector accounting. Revenues are recognized when earned and expenses are recognized when incurred, under a full accrual basis of accounting. An enterprise fund provides management and taxpayers with information to: Moorpark Parks and Recreation Master Plan Page 6-11 CHAPTER 6 Funding and Financial Analysis 0 Measure performance o Analyze the impact of financial decisions ® Determine the cost of providing a service Identify any subsidy from the general fund in providing a service Enterprise accounting allows a community to demonstrate to the public the portion of total costs of a service that is recovered through user charges and asset management and the portion that is subsidized by taxpayers. A community may choose to recover total service costs through user charges, but it is not required. Enterprise funds frequently are used to account for services whose costs are only partially funded by fees and charges. For example, a municipality with a community aquatic center that generates revenue through fees, charges, and concessions could operate as an Enterprise Fund, which would allow the city to determine what percentage of the total operating budget is covered by income from the facility. If the facility is popular and is able to generate enough revenue to build a capital replacement fund or expand services to the public, using an enterprise fund to account for these revenues allows a municipality to dedicate any surplus revenue to the facility rather than closing it into the general fund. Retained earnings may be appropriated only for expenditures to the enterprise fund that generated the revenue. For example, revenue generated from the aquatic's complex cannot be used to fund a new skate park. Under California Department of Finance guidelines, enterprise funds may be established by municipalities "for a utility, health care facility, recreational facility or transportation facility." A community may not establish enterprise funds for normal government operations or services such as building rentals, maintenance services, or cemeteries. Establishing an Enterprise Fund does not create a separate or autonomous entity from the municipal government operation. The municipal department operating the enterprise service continues to fulfill financial and managerial reporting require- ments like every other department. Page 6-12 Moorpark Parks and Recreation Master Plan -i `. CHAPTER 6 Funding and Fi ancial Analvsis ASSET /\/IANAGEMEN T Besides raising revenue through bonds, assessment districts and impact fees, several cities in California are developing and implementing Asset Management Plans to generate income to pay for facility development and maintenance. Asset Management is defined as using the City's facilities and other assets for business purposes in order to generate revenue without raising taxes. The recommendations for this method of raising revenue are explained in Chapter 6. ASSET MANAGEMENT STRATEGIES Through the community input process and surveys, the consensus was that the community understood the need for revenue development and would be generally accepting of some commercialization in order to ensure quality programming and maintenance of City facilities. However, there was concern for aesthetics and too much commercialization of public facilities. The three components to developing an asset management plan include: • Revenue from facility rentals, fees, and charges • Leases or licenses for private concessions • Advertising/vending/sponsorship opportunities After reviewing all of the City's Parks and Recreation sites the project team has developed the following list of advertising/ vending/ sponsorship opportunities for the City's consideration: • Parking lot and walkway banner programs • Public telephone kiosk • Shade shelter advertising • Information and advertising kiosk • Soda/water/juice vending • Telecommunication tower leases • Naming rights and/or facility sponsorship Ual-,'i, Moorpark Parks and Recreation Master Plan Page 6-13 CHAPTER 6 Funding and Financial Analysis Several of these revenue categories are advertising programs, and the potential revenue is dependant upon the number of impressions that can be generated on the proposed site. In advertising terms, there are two types of impressions: repeat impressions and one-time impressions. Repeat impressions are those exposures to the same people over, and over and one-time impressions are those that people see passing by just once. Companies that are trying to establish a brand identity like to advertise at locations that provide repeat impressions, while established brands prefer one-time locations that provide for brand reinforcement. The Moorpark Parks and Recreation facilities have the potential to offer both types of advertising locations. The value of these locations is determined by the number of visits and the amount of participation at each site. The extent of advertising programs the City wishes to use to offset maintenance and operational costs will have to be a policy decision made by elected officials. The key is to design the facilities with these programs in mind so that they fit in and look a part of the environment instead of looking like after thoughts that stand out and are unsightly additions. They need to be attractive structures, located for maximum exposure and have control as to content, so as not to create public controversy or opposition. The extent of commercial advertising should not be offensive to visitors or participants or it will defeat the purpose and turn people away from using the facilities. The revenue generated from the Asset Management categories listed above could provide the following ranges of revenue to offset the costs to maintain and operate the City's Recreation and Park facilities. Banner sponsor programs are implemented through media companies who sell the advertising and take care of installing and replacing the banners and should provide the City with a range of $10 to $15 per month per banner location. If the City could Page 6-14 Moorpark Parl<s and Recreation Master Plan ` 1" CHAPTER 6 Funding and Financial Analysis designate a minimum of 200 sites for banners, they could generate a range of income of $2,000 to $3000 per month from this program. Public telephone advertising kiosks are implemented through private companies, and license agreements and could produce as much as $300 per month at each location. 1 Information kiosks are installed and maintained by private companies who allow the City to post City information on one panel while using the remaining panels for advertising purposes. Each kiosk could provide the City with a minimum of $200 per month in income and thus produce an estimated total of $4,000.00 per month if 20 kiosks are implemented at strategic locations. Food and rental concessions for various types of snacks, bicycles and skates usually require a 1200 square foot pad and should lease for a minimum of $500 per month. Thus three locations would produce an estimated $1,500 per month in revenue. Telecommunication tower leases produce an average of $2000- $4000 per month, depending on the location and size of the facility. Everyone has seen towers that can be made to simulate trees, however, new design technology has allowed them to be placed invisibly into buildings, light standards, flag poles and bell or clock towers. The City could generate $20,000 per month in revenue if it designated 10 park or building sites for tower leases. A commercial batting cage site should lease for a minimum of $1500 per month. Naming rights agreements are unique for each facility and the amount of income they can produce is dependant on many factors, primarily on the amount of exposure the naming rights partner will receive. A typical naming rights deal for a skate park is $10,000 to $30,000 per year, while a new Community Center naming rights deal could ___ Moorpark Parks and Recreation Master Plan Page 6-15 CHAPTER 6 Funding and Financial Analysis produce $25,000 to $50,000 per year if the benefit package can be developed to add value to the agreement. 6.4 RECOMMENDED CAPITAL AND NON -CAPITAL PROJECTS The residents and the City of Moorpark have expressed the need for many new facilities and improvements to existing. Table 6.1 below summarizes capital and non -capital projects recommended in the plan. In order to fund these projects, the City must take an entrepre- neurial approach, especially in considering the creation of an aquatics center. PROPOSED CAPITAL AND NON -CAPITAL PROJECTS — Table 6.1 Priority ProjectRevenue Funding Fund Producing Timeline Needed 1. Park Improvements* No 1 yr $9,000,000 2. Develop a Youth Master Plan No 2 yrs $40,000 3. Update the Trails Master Plan No 2 yrs $50,000 TOTAL $9,090,000 NW770evel.. 4. Art in Public Places* No 15' yr $400,000 5. Spray/Splash Parks (2)** No 2-5 yrs $400,000 6. Develop a 20 -Acre Community Park- C -1t Potential 2-5 yrs $10,000,000 7. Develop a 10 -Acre Neighborhood Park- N-1 t Potential 2-5 yrs $4,000,000 8. Skatepark Potential 2 yrs $800,000 9. Dog Park No 2-5 yrs $15,000 10. Outdoor performance venue I Yes 2-10 yrs $25,000 TOTAL $15,640,000 • ' " '•• (Rounded • 000 OOOs=M 1 1 1. Aquatics Center Feasibility Study No Special 1-2 yrs • - FacilitiesProle J. $50,000 12. Aquatics Center Yes 10 yrs $14,050,000*3 agencies *Dividing the cost into thirds by partnering with two other $5,0001000 agencies would result in a cost to the City of: ------- TOTAL.TC) THE CITY FOR CAPITAL PROJECTS $30,000,000 * Taken from the City of Moorpark 2008-09 Budget **Additions to existing facilities t See Figure 4..7 for locations of proposed parks Page 6-16 Moorpark Parks and Recreation Master Plan M CHAPTER 6 Funding and Financial Analysis 6.5 IMPLEMENTATION STRATEGIES Because the City's current funding sources could not support the capital impact of an aquatics center alone, other benefiting partners would need to be sought to share the costs of design, construction, operations and maintenance. Possible such partners might be the MUSD, Moorpark College and private swimming clubs. The type of aquatic center that is proposed for $14,000,000 would include the following amenities: • 10 -lane, 25 m x 25 yd competition lap pool * 8,300 s.f. recreational pool with zero depth entry, 4 lap swim lanes, 125 ft. two -flume waterslides and wet -play structure with multiple splash features 1,500 s.f. therapy pool o Locker room with workout facilities and equipment • Open air enclosure for year-round use The purpose of an aquatic center of this nature would be to make it a regional attraction as well as providing needed recreational and health opportunities for the City's residents and those of the surrounding area. To afford the all the capital projects listed above and projected annual operations and maintenance of approximately $300,000, the City would need to employ many of the asset management strategies defined above. As an example: Building two cell phone booster sites and four cell phone repeater sites into new construction around the City and within park locations could result in annual revenue of $200,000. The community expressed an acceptance of incorporating advertising into public venues. Placing banners, selling naming rights or placing informational kiosks at key locations could yield additional revenue. Lq Moorpark Parks and Recreation Master Plan Page 6-17 CHAPTER 6 Funding and Financial Analysis For projects that would benefit the entire community, such as a performance venue and aquatic center, voters might support a bond issue with an annual assessment for development of such facilities. Before pursuing a park bond the City should conduct a citywide survey on how likely voters would be to approve a bond issue for the chosen facilities and how much they might be willing to pay annually in additional property taxes to have such facilities in the community. In the case of the Aquatics Center, if the City can partner with other agencies so that taxpayers only are asked to cover a third of the cost, it may be more politically palatable and financially feasible to pass a bond issue with an additional tax assessment. Building in revenue producing components to the design and operation of the facility can insure the public that the City won't be back at a later time to ask for more taxes to maintain the facility after its built. Building community support is the most important factor in obtaining approval of a park bond. The City should plan on spending at least two years doing an Aquatics Center Feasibility Study and organizing community support groups and potential development partners before it pursues any of the funding/ financing methods suggested in this chapter for development of an Aquatics Center. In conclusion, there is no one way to finance and fund park and recreation facility development. By using multiple methods, as explained in this chapter, the City may be able to develop and provide the community with the recreation facilities the community deems most important to them. Page 6-18 Moorpark Parks and Recreation Master Plan Appendices f Appendices Appendix A - Glossary GLOSSARY GLOSSARY Asset Management Plan — A strategy to utilize public assets for private use to raise revenue for public purposes. Benefit Assessment District — A district created to fund public improvements such as parks and recreation facilities and purchase and maintain open space. Homeowners within the district are assessed a fee to finance the needed public improvements. The owners must be beneficiaries of the parks, recreation facilities, and/or open space and the size of individual assessment levies must be strictly proportional to the amount of per -parcel "special benefit" which the property receives. Assessments must not exceed the project's total cost. Capital Improvement Plan (CIP) — A planning instrument for mapping out short- and long-term capital acquisition and development costs. Certificates of Participation (COP) — Investor- owned shares of a lease payment revenue stream from a lease obligation signed by a local government entity on a new or renovated public facility. The title to the facility is eventually transferred to the government entity at the end of the lease period at nominal cost. Community Development Block Grant (CDGB) - Funds allocated from the U.S. Department of Housing and Urban Development (HUD) that provide for upgrading of parks in compliance with the Americans with Disability Act (ADA) requirements, as well as for other limited program funding. Community Park - A park with a usable size of 20-40 net acres that provides community -wide recreation facilities, offering a variety of recreation opportunities and serving several neighborhoods within a one- to two-mile radius. - . Moorpark Parks and Recreation Master Plan A-1 GLOSSARY Demand Analysis- An estimation of the number of facilities required to accommodate the demand level based on the participation rates at those facilities. Development Impact Fees (DIF) - Contributions from developers in the form of in -lieu fees for major facilities (e.g., community centers, senior centers, gymnasiums, etc.) or improvements to the parkland requires by the Quimby Act in order to meet the needs of residents in new development Under California law, unused and uncommitted fees must be refunded if not obligated in five years. Facility Needs Ratio- The measure of the population level in a given area which creates the demand for one recreation facility. General Obligation Bonds — Bonds that are issued by cities and counties for the acquisition and improvement of real property, including open space. Issuance of bonds is premised on a two-thirds voter approval. General Obligation bonds are secured primarily by ad valorem property taxes at whatever rate is required to service the debt. Cities and counties may increase property taxes beyond the normal Proposition 13 limit to pay the principal and interest on the bonds. Since investors often perceive property taxes as being less risky than the security for other types of indebtedness, General Obligation bonds may be issued at relatively lower interest rates. Joint Use Agreement — An agreement that provides for shared use, operation and maintenance of properties owned by all parties entering into the agreement. For example, joint - use agreements often exist between cities and school districts. Mello -Roos Community Facilities Act (Government Code section 53311 et seq.) — The Act authorizes local governments to establish community facilities districts Page A-2 Moorpark Parks and Recreation Master Plan GLOSSARY (CFDs) within which they may levy special taxes and issue bonds to finance open space acquisition, maintenance and other programs. Approval of the special tax and related bond issue requires approval by two-thirds of the district electorate. When there are fewer than 12 registered voters within a CFD, approval must be by two- thirds of the district's landowners. CFD boundaries need not be contiguous. Needs Analysis — A comparison of the current facility needs and the existing public and private facilities to determine whether the existing facility inventory is adequate in terms of demand conditions. Neighborhood Park — A park with a usable size of 7-10 net acres and a service area of/z mile that provides for the daily recreation needs or residents within the immediate vicinity. Park Acquisition and Development (PAD) Fees — The primary source of capital improvement funding exacted under the Quimby Act; they also provide for development of improvements on dedicated parkland. Quimby Act (California Government Code Section 66477) — A provision of the Subdivision Map Act that enables a city, by ordinance, to require the dedication of land or payment of fees, or a combination of the two, for park or recreation purposes as a condition to map approval. The dedication or payment shall not exceed a proportionate amount necessary to provide three (3) acres of park area per one thousand (1,000) subdivision residents. Redevelopment Agency Funding — Funds necessary to acquire property and make improvements in an area of blighting conditions are obtained by accepting financial assistance from public or private source, borrowing money, and issuing bonds. Tax allocation bonds secured by tax increment revenues, which is the increase in annual property taxes attributable to redevelopment Moorpark Parks and Recreation Master Plan A-3 MA improvements, are commonly used to finance development of parks and recreation facilities. Revenue Bonds — Bonds that are secured by a pledge of revenues from a particular tax or non -tax source such as assessments or fees; usually carry a higher interest rate that general obligation bonds. Special Community Facility — A recreation facility that provides special community -level recreation function such as a gymnasium, community center, senior center or dog park. Special Purpose Amenities - One or more facilities with a particular use that is not identified in the Needs or Demand Analysis. These amenities may service a community or the entire city. The size of special use amenity shall be no less than three acres and may include facilities and features such as gardens, golf courses, commercial skate park venues and other amenities with a special purpose or use. Page A-4 Moorpark Parks and Recreation Master Plan Appendices I Appendix B — Sports Organization Questionnaire a N J z Q Lu N w Z z N c �d ,o Q •N o_ c O a z O Za OA F O w .z cd a U o V � O! - ad o ii Q w C d O V 'O J d L v W c 3 `o a°1 v c O v �m N c c d O J Z i ❑ o c ❑ co a c N 6 U — a 3 ° J 0 a o o d w � J O of v r u O v �� 1 } v o m w E C — u Q O V u°i - v G Q c m � w E ❑ � � o v E O p i vui � a c w ` 1 G d c E o O N p cc',' i N t d 0 T d O m ON o v 5 c m v ° °O5 N O N t LD p > O -0 a d f c p Koo 0E ° o •C v G Q O J 0 o c 0 v N v E v $r_ O T 0 o c 0�-3 �vv° a L c o u 0 a ,o °mTa v --v ° S O O G a c 0 L O v O N w 0•� N M I-� W U m � � +❑ m m E v ;i rn0 - 0= an d L O O I H O O O O O f 14 O> = ❑ 0 ; �S O 3:.- S cd J d L } `o a°1 0 N c °o ° O J Z E L ❑ co � c N 6 U — � d z a o o ° o H v 0 v r u � � } v o m w E C — u Q O `o v G Q c m � ° w � o v E 0 O — � a c w ` O g d c E o O N L N t d 0 T d O m cd d L } O a°1 i' O O_ O 0 Z ° O ❑ co r v v U — o a z a L � d ° � E � H v 0 3 ° } Q O E � O C m v v c w w O a 4 N E 0 g d c E o E Z ❑ o i E o 2 vc O m c o Z ° 0 t > p > O -0 °m o „0❑ Yy Koo 0E ° o Z 00 v ° c 0 0 n N N d O T 0 o 0�-3 L 0 O N N M I-� W U L 2 d L O a°1 i' O O 0 Z ° ❑ co r v v U — o a '5 ° a L � d ° � E � H v 0 3 ° } O E � O C m v v c w O a 4 N E 0 a d c E o E Z ❑ o i E o 2 vc O m c o ° ° mcl0 t > p > O -0 °m o „0❑ Yy Koo 0E ° o Z 00 v ° c 0 0 n N N d O T 0 o 0�-3 L 0 L 2 N t a O. R IK O N _ T C a w 3 a Ss IS, s> o y a c; v m N L L O o) a -a C > X a O C 0 ::E N o w— C —LD 3 `c ° ° %' O d a0 c ° .a a U ° a ni w _ a �° N o y y a a 0)a1 -a Y Q o m� a°� o c E N o Cy .2 m o a C o a E— - L ° oar o• o'G a y. ' s o C C � N C C p -° `p C 7 °o. ° ° a O -a C T 'd - ° v ° C y. O o c ° c m L X O)'6 a o �— a) — y `p N a Y 0 CL C C .� a y m,� a a. c C N fl ° T o p 0 y y aai o o s— v ° E L' CL oN} N O U C N a C 0 o V a o Oa•TT ° -° ) °C° c O a U, 0 a) aO) V) a>°N C -aa) j 2- NO'-_ 0 a).Tv Y O — O C L i UO a 0 0 >dC O T a E O orn•- .s 2 22 O E -o c o U a) -o o a ao ) y s cU a>° °�a OT3FaH a°°o a a -o -rno 0 0_a) O 6>'3 —a) . z -2 a_C Q0 Y O O C [oV o Q�' .oO ,o c a C ° N 3 d` o o O_ •� .Y0C s Q `o ' N ca .x 0 o YU !n c a a, o Q$ w E r-~ Od ° •� C 0 °2 p C 1) 0 a) E O— a) a O_ _aO L -C U C a a0 T. 55 C ° U po a -1 a�a)> LrN NU Na) y mC ja V a OQD QC Q o` v a uU a° cU a TE n R IK r �� T �� .. ' ___ l 1_)/ City of Moorpark Do you live in the City of Moorpark? ❑ Yes ❑ No Organized anized What organized sports groups does your family belong to? ❑ Soccer ❑ Football ❑ Basketball ❑ Softball Sports ❑ Baseball ❑ Little League ❑ Swimming/Diving ❑ Other? Programs Do you participate in programs sponsored by the City of Moorpark? ❑ Yes ❑ No If Yes, which ones: What programs not provided by the City of Moorpark would you like to participate in? Parks How often do you visit City parks? Frequency: -x/month or x/year Which parks do you visit most often? ❑ Arroyo Vista ❑ Campus Canyon ❑ Campus ❑ College View ❑ Community Center ❑ Country Trail ❑ Glenwood ❑ Miller ❑ Monte Vista ❑ Mountain Meadows ❑ Peach Hill ❑ Poindexter ❑ Tierra Rejada ❑ Villa Campesina ❑ Virginia Colony Over Recreation Needs List three of your family's favorite recreational activities 1. Z. 3. Open Space/ How often do you use the City trails? Tralls x/month or x/year Do you know where City trails are located? Maintenance How well are parkfacilities maintained? ❑ Very Well ❑ Good ❑ Fair ❑ Yes ❑ No PRO M.. OVerall What, if any, amenities are missing from the City parks? Satisfaction Are you satisfied with the overall recreation/program services and facilities provided by the City of Moorpark? Thank You for participating in our survey Appendices Appendix D — PowerPoint Presentation to Parks & Recreation Commission X52""+" -" - � t �"4". £�yt✓};�+ • i . t.. ¢ ^r 1 k • i.s.yj� Yf.^f,,t 3r CJd Y;•'� b. Master Plan Objectives ■ Identify existing and future needs for recreation facilities. ■ Identify existing and future needs for services and programs. ■ Address issues related to the acquisition of park property. • Establish appropriate maintenance standards and programs for existing and recommended facilities. • Establish a financial strategy including an Asset Management Plan and Funding/Financing Alternatives Study that could provide solutions for turning the identified policies and action items into reality. ®rganization Chart Key Issues - Moorpark ® Reaching Maximum Growth ® Future Park Sites o Limited Staff .r Moo ark �.:.- a RWSIMi \'fl p Key Issue - Keys to a Successful Plan Public involvement ® Practical/Useable ® Specific to Moorpark Parks and Recreation needs ® Involvement of City staff ® Keeping the client informed .... Approach - Planning Process • Community Analysis • Park Inventory & Analysis • Park Operations • Review Howdo we got l� • Recreation Survey • Recommendations & • Needs Assessment Policies • Goals & Objectives Implementation Strategy • Action Plan 3 Existing Conditions is Parks and Facilities Review N Deferred Maintenance El Regulatory Review ij Programs and Services Review M .......x.2......0 Mm2OMMZWW0 M M .m M M M =22 1.022002 = WMm MMM�Kmz -�==Xvmmm IMIZINOMMMMMU MM On OW Cm COM U �Mmmm" MOW.. SCE MMMMMM" �KWWMMMM �MMMMMMWM0 mmmm mmm mm�=0m NKW, ---- =--- == = W0 WOOM M M Regulatory Review ■ Ordinance, Regulation, Policy Review ■ Best Management Practices ■ Sustainability ■ Dedication/In Lieu Ordinance Review ■ Summary Report Approach - Operations/Maintenance Maintenance and performance standards ■ Budget goals ■ Maintenance approaches ■ Future maintenance requirements J Community Outreach — Why is it Important? ■ Identify needs and issues ■ Build community support Create participation ■ Provide information ■ Educate July 3rd Event CRY OF MOORPARN WI*MFY PARKS AND RECARA71014 NAiOS l Sports Organization Survey 7-1ffffl Stakeholder Outreach ■ City Council ® Commissioners • Stakeholder Groups ® Focus Groups • Identify issues, needs, opportunities ------- --- ©_21 11 Assessing Meed ■ How much is enough? Methodologies to translate resident priorities ■ Quantifying need ® Identifying policy decisions Assessing Meed 8 --' - ,.i oNNunm recrrt cs /19 1 r� .` ou rp EF ..� T�•_h'— l (� �_� -�� -� GtY al Moofeaek Pah.f Ertl PftfuL'c� .-." ai 8 Development of the Moorpark Parks and Recreation Master Plan - Phase I: Inventory, Programs, Demand and Needs Analysis Researching and preparing an inventory of facilities ■ Analyze existing recreation facilities ■ Inventory Park/Recreation program needs ■ Conduct intercept event, questionnaires, and interviews with staff and committee members. ■ Complete a Funding/Financial Analysis. i, Analyze the perceived demand and the actual need for park and recreation . ` facilities and programs. Needs Assessment Phase 2 - Planning 0 Draw conclusions based upon the inventory, data collection and analysis. Complete a Demand Analysis. Produce a comprehensive set of Park/Recreation Facility and Program Standards tailored for the City. Prepare an Action Plan for Programs and Recreational use for the City. Prepare a funding plan that will describe acquisition and development costs and revenue sources. Prepare an Asset Management plan. E Overall Financing Plan Financing Operations New revenue sources Partnerships Changes to operations Volunteerism Financing Capital Improvements Internal sources (General Fund, etc.) External sources (grants, donations) Tax supported sources (L&L districts, G.O. Bond) Short Term Capital Facilities Plan Step 1 Identify all project costs recommended in the Plan Prioritize projects Identify potential funding sources 10 Short Tera Capital Facilities Plan Step 2 ® Develop overall short-term financing strategy listing all realistic revenue sources (could be 2 options) • Develop short-term revenue plan • Develop short-term expenditures that balances with revenue plan Phase 3 - Implementation Plan Suggest policies and goals to help the City develop and improve adequate recreation facilities. ® Recommend facility standards. ® Provide development standards for parks. Identify and discuss vacant land and acquisition opportunities. Suggest Capital Improvement Program and Asset Management ez Plan, and Funding/Financing o'; Alternatives Study. Phase 4 — Prepare Final Plan Based on draft document input, MIG shall develop and prepare a final Parks and Recreation Master Plan for review by the City staff incorporating all of the data and information gathered and reviewed in Phase 1. • MIG shall present the final Master Plan during a public meeting with the City Council. • After final staff review, MIG shall prepare the required number of copies of the final Parks and Recreation Master Plan and Asset Management Plan. MIG Delivers... • Seasoned staff • Success in project implementation ® Quantifiable park and facility needs • Collaborative process • Implementable, user friendly plan 12 Summary • A Parks and Recreation Master Plan is a working document that needs to be consistently updated. • The Asset Management Program will guide the City by providing a funding strategy and recommended revenue programs to help pay for cost of implementation. ® The Parks and Recreation Master Plan must be a collaborative effort with community leaders and stakeholders to provide consensus on the direction the City is taking to meet its Parks and Recreation needs. MIG brings together an expert team to accomplish these objectives. 13 Stakeholder Interview Appendices I Appendix E 4,- Questions and Responses -M L MOORE IACOFANO GOLTSMAN. INC. Interview Questions for Moorpark Park & Recreation Master Plan Update Interviews will be conducted by the City's Consultant for the update of the Park & Recreation Master Plan and the information used to develop recommendations for future park facilities and recreation/community service programs and policies. While the interview information will be used to gain a knowledge of the communities needs and attitudes towards park and recreation issues, all individual interviews will be kept confidential and will not be included in the document. 1. What do you think are the major issues facing Moorpark with regards to providing City services for Parks and Recreation? (Example: Funding, Available Land, City Demographics, Geographic Location, Politics, Special Interests, Future Development, etc.) 2. In your opinion what are the most pressing demands or priorities for park facilities? 3. In your opinion what are the most pressing demands for recreation/community service programs? (Example: Seniors, Youth Sports, Day Care, After School Programs, City Special Events, Aquatic Center/Programs, etc.) 4. Do you think the City should / could meet at least some of the community demand for park and recreation facilities and programs by partnering with schools and non-profit organizations in the community? 5. In your opinion do you think the community would accept some commercialization of public facilities in the form of sponsorships, advertising programs, park concessions and leases to commercial recreation operators in order to fund development and maintenance of a comprehensive park and recreation system? 801 North Harbor BoulevardoFullerton, California 92832x714.871.3638owww.migcom.com MOORE IACOFANO GOITSMAN, INC. 6. In your opinion what do you think should be the park dedication standard required for new residential development? [Example: 3 acres per 1000 population, 5 acres per 1000 population (current standard), land only, land and park development, etc.] This standard may be developed under the Quimby Act, a provision of the Subdivision Map Act, that enables a City by ordinance to require the dedication of land or payment of fees, or a combination of the two, for park or recreation purposes as a condition to map approval. 7. Should there be a different fee structure for residents vs. non-residents? Do you see a need for more active or passive recreation areas? Or both? What would you consider a good balance of active and passive recreation areas in the community? 9. Is there a need for more open -space in Moorpark? Are there any specific areas that should be considered? 10. Does Moorpark need to consider development of new trails or trail connections throughout the city? 801 North Harbor BoulevardoFullerton, California 92832o714.871.3638owww.migcom.com STAKEHOLDER INTERVIEWS The following remarks represent candid feedback from key stakeholders in the City of Moorpark in response to questions posed to them during one on one interviews over a period of several weeks. SUMMARY OF ANSWERS 1. What do you think are the major issues facing Moorpark with regards to providing City services for Parks and Recreation? (Example: Funding, Available Land, City Demographics, Geographic Location, Politics, Special Interests, Future Development, etc.) Recreation Dept. to use; almost up to date technology to help people. • Rec brochure online • Registration online • Easy and user friendly • Available land • Demographics • Youth sports maybe declining • Changing age groups • AYSO is consolidated into one facility • Easy accessibility is provided • Little League is still wanting Moorpark not as competitive ■ Funding from general fund. Using developers to get things built. Residents pay for less than 1/3 of maintenance. 2/3 comes from general fund. ■ Funding: Maintenance of parks. ■ Active sports should not dominate the use of parks. Sports groups should travel to other facilities for practice. ® Available land is an issue. Maybe the city could find land. ■ Arroyo Simi — greenway (trail) has some city owned land that should remain natural. ■ Opportunity to do something in M.P. to recognize that area. ■ Arroyo Vista along the Southern Pacific R.R. An agreement exists. May set precedent. ■ Historical evidence along Arroyo (`de Anza' trail) spur of de Anza trail federal funding ■ Tierra Rejada Valley might be place for flat fields ■ Mobile home park next to open space may be a Cal Trans easement ■ Land West of Oakpark is in public ownership; opportunity for buying land ■ Toll Brothers agreement to buy land piggyback with SMMC funds ■ Prop. 84 funds — preservation, watershed conservation. ■ No lights in Tierra Rejada Valley ■ Finance is one but not insurmountable. ■ Expanding population that will need new parks ■ Satisfying any new needs ■ Maintain the parks we have. ■ Funding — no vacant land ■ Land is a limitation. Can't find ideal spot for canine park. ■ Arroyo is built out; Poindexter is a possibility ■ More parks available to specific groups i.e. baseball, field hockey, soccer ■ Always need more fields; soccer. ■ Field hockey is big in Ventura County ■ People on national team for Olympics ■ Baseball growing ■ Seniors ■ Keeping in step with new rec. innovations i.e. water park, dog park. ■ Staying progressive with other municipalities ■ Public hygiene, safety, user friendly (adequate parking, ADA access) ■ Environmentally wise ■ Basketball Courts — Indoor gym with lights ■ Boys & Girls Club is rundown — no improvement ■ Moorpark Basketball ■ Parking is an issue - overflows ■ Availability of lighted fields (X2) ■ Skate parks ■ Park availability fields; baseball ■ One more softball field ■ Limited field available ■ Parking ■ Funding ■ Joint use ■ New development — Walnut Cyn Rd. adjoins school site. 7 acres of District's land. 2. In your opinion what are the most pressing demands or priorities for park facilities? ■ Not skate park — maybe declining, not as pressing concern ■ Roller hockey declining ■ Pool is needed but where ■ Hurdle is on going funding for maintenance ■ Expansion to gym at Arroya Vista; another court and indoor volleyball and basketball. ■ May need meeting rooms ■ Youth sports. Soccer program done in one park ■ Parks are adaptable because of programmable space left. ■ Older family neighborhoods are in need of facilities. T6 street area ■ Expansion of rec. center ■ School sites should be open for public use. But because play areas are in back they are wary to leave it open. Everything closes at dusk. ■ Schools should be open for practice. District philosophy to avoid sharing ■ 1-2 lots to be converted ■ Spray/splash park ■ Each park should have/offer something unique/standout. ■ Lighted basketball courts. Can expand those facilities ■ Ensuring we meet all the needs of the community. ■ Teen center; Boys & Girls Club is stretched 2 ■ Skate park at Poindexter — needs to be centrally located ■ Should use untraditional park land like industrial area, so it doesn't take up open park area ■ Aquatic Center (pros and cons) ■ Skate park (One in Poindexter) ■ Concern for liability ■ Use by sports groups ■ Simi has dog park ■ Water or aquatic facility sorely missing from Moorpark. ■ Some people live far from pool ■ No splash park or lap pool ■ Mavericks pool is maxed out; it is members only and the high school has an arrangement for memberships ■ Neighborhood (mini) parks need to be assessed for use by local users. Special needs for each neighborhood ■ Shortage of facilities for youth ■ Peach Hill (lights vs. no lights) ■ Lighting safety in parks ■ Maintaining adequate recreation ■ Lighting — graffiti abatement ■ Safety of park patrons ■ Aesthetics — urban forest, maintaining fields and turf. ■ More play fields for youth sports. ■ Not over use turf. ■ Facilities for organized sports ■ Go to other communities for space ■ Teen facility/center ■ Library — need more ■ Publicize city facilities and programs ■ Storage for equipment ■ Inequity for sports groups vs. school ■ Safety is primary concern. Players on the field. ■ Restrooms — adding and updating/maintaining 3. In your opinion what are the most pressing demands for recreation/community service programs? (Example: Seniors, Youth Sports, Day Care, After School Programs, City Special Events, Aquatic Center/Programs, etc.) ■ Teen programs change frequently and would be cautious ■ Would support whatever is endorsed by staff ■ Evening tiny tot program. Population is a commuting one. ■ Good programs. ■ Boys & Girls Club has lower income programs ■ Continue to keep up with other communities, finding new trends. Want to do what community needs. ■ 7 on 7 adult soccer. ■ Health issues. Wellness programs, teen programs; Don't want to duplicate Boys and Girls programs ■ After school money for schools. Would like to partner with school. ■ Library is a hangout for teens. ■ Positive after school activities for middle school 6 -8th grade. 900 at each middle school. ■ Band Jams — high school ■ Teen Council is primarily non -Hispanic ■ Catholic Charities provides free passes to lower income teens. ■ Aquatic facilities and programs. For multi -use including seniors. ■ Aquatic Center. ■ Senior programs need to grow with population growth. ■ Walking paths. ■ Doesn't know any need other than senior. ■ Seniors are taken care of now; programming sufficient ■ Programs doing pretty well ■ After school for low income residents free ■ Camp Moorpark. Reduced cost for summer camp (3 months) for working parents ■ Ensuring that the city responds to the age demographics of the community. ■ Youth sports aligned with community needs ■ What do seniors need? ■ Maintaining healthy minds/ active minds ■ Wellness programs ■ Keeping well rounded perspective on all sports activities ■ Teen Center (14-18) ■ Hispanic target ■ After school ■ Flag football ■ Child care ■ Special ed center ■ Aquatic resources for downtown. 4. Do you think the City should / could meet at least some of the community demand for park and recreation facilities and programs by partnering with schools and non-profit organizations in the community? ■ Yes. Must be done strategically and wisely; should and could. ■ Remembered a time when schools where open for use by public ■ City doesn't need schools except for Floury's handball court. ■ Park has a football field ■ Yes. We have tried to work with schools. Would like to work with Boys & Girls Club. Would like to see similar successful partnership; combining resources. ■ Yes, but it's a constant problem. We should be able to utilize. We need to work out differences. ■ Share liability and responsibility. ■ Schools should not be walled off. ■ Could partner with schools for swimming and diving ■ Definitely — school system has money especially aquatics ■ Council doesn't want to shoulder entire maintenance cost. ■ Baseball and soccer programs use school facilities. 11 ■ Girls softball uses school facilities. ■ There is a place for partnering with schools, handicapped members/agencies, i.e.,Braille Institute ■ Using the library as a tool to reach out to schools ■ Doesn't see tax dollars being used in school improvement and sharing of facilities ■ Need coordination between city and school district ■ Need better communication between organizations ■ Believes in community partnership. Tennis, gym (Chaparral), Moorpark HS uses fields 5. In your opinion do you think the community would accept some commercialization of public facilities in the form of sponsorships, advertising programs, park concessions and leases to commercial recreation operators in order to fund development and maintenance of a comprehensive park and recreation system? ■ Balance with inconvenience. Question the relationship with some sponsors ■ Community would allow. Not objectionable. ■ Sure. Our parks don't lend themselves to our commercialization ■ Support should be limited and selective ■ No `Big League Dreams' ■ Pool sponsored by advertisers. ■ The city would accept if it brought value to the program. ■ As long as it's not mega commercial. No giant billboards. In good taste. Would want negotiations for partnership within bounds. ■ Yes. If it would be fully open. Conservative community. ■ Wouldn't mind partnering with businesses ■ Kiosks are ok to an extent ■ Yes. No opposition to sponsorship. Kids raise money for water polo at Mavericks. ■ If it doesn't interfere with programs ■ Kiosks are okay or billboards ■ Community identifies w/ services rather than products ■ Soft drink companies; have been past sponsors. ■ Sponsors shouldn't have a major role in determining programs. ■ Work in concert with city to move programs forward ■ Educating patrons ■ City can foster and promote beneficial health and safety through sponsorships ■ Senior Citizens Fair — advertising sponsors and concessions — annual event ■ Mixed response; unfair to youth sports ■ Concessions' advertising is okay. ■ Commercial operators — concern is would it limit use to those who could afford it. 6. In your opinion what do you think should be the park dedication standard required for new residential development? [Example: 3 acres per 1000 population, 5 acres per 1000 population (current standard), land only, land and park development, etc.] This standard may be developed under the Quimby Act, a provision of the Subdivision Map Act, that enables a City by ordinance to require the dedication of land or payment of fees, or a combination of the two, for park or recreation purposes as a condition to map approval. 5 ■ Good as it gets. ■ Moorpark charges Quimby fees on apartments through development agreements. ■ Like it as is. (x2) ■ Would lean toward 5 acres. ■ Happy with maximum (5p/1000) ■ Developments have had very few demands put on them; schools are another subject. ■ Have been given adequate park space; smaller parks are more realistic. ■ Maintain or increase the ratio ■ Ambivalent 7. Should there be a different fee structure for residents vs. non-residents? ■ Yes. Same for classes. ■ Should be different fee structure. ■ Would not want residents to be displaced by non-residents. Convenience comes first it to residents. ■ Yes but not at the expense of participation. ■ Yes. Non-residents should pay more. ■ Definitely — skate parks — drawing outsiders creates problems. ■ Yes. There is a different fee structure. The fees were recently updated; Non - Residents -3 months, Residents -6 months lead on reservations. ■ Certain programs ask higher fee ■ Rec, classes should be even fee schedule so we don't lose participation. ■ Clubs are populated by participants outside of Moorpark. How can we regulate fees for them? ■ Residents deserve lower fee ■ Yes. Residents make a difference in the community and should be given preference ■ Residents deserve a discount; people who stay in town bring revenue to the city ■ Ambivalent 8. Do you see a need for more active or passive recreation areas? Or both? What would you consider a good balance of active and passive recreation areas in the community? ■ Active parks provide more possibilities ■ Parks should change/ adapt with needs; convertible. ■ Skate park, water features, ■ Balance of active and passive ■ Lighted basketball courts, aquatic facility ■ Roller hockey may be going away ■ Population is younger. They are the most in need right now. We must adjust to population as it changes ■ Both. Some areas like vernal pools are in gated community. ■ Natural areas latched up should be given limited public access through educational programs that include tours of restricted areas. ■ Special interest themed tours ■ Not able to answer. Seems to be a good balance now. 0 ■ Need for bath — 60 active /40 passive ■ Young community = heavily active. 80 Active / 20 Passive ■ Active parks have taken priority; need dog parks and tennis courts ■ Passive areas are decreasing. Open areas are scarce. We need to protect the open spaces that are here. Park development should include open space, lakes, ponds, trout derby, restful zones. ■ Over abundance of passive parks ■ Some passive parks have limited use ■ Balance of both. City has open space. 9. Is there a need for more open -space in Moorpark? Are there any specific areas that should be considered? ■ Need is there. How to get there. Not a lot of land areas. Perimeter land. People moved to Moorpark for open space. ■ Adequate open space but put not publicly controlled ■ Open space controlled by HOAs. ■ Slopes 250 acres of open space which provide view sheds. ■ Trail staging protected ■ Should be more open space. Areas that have greatest view shed even if borrowed from surrounding areas outside. ■ There can never be too much open space ■ Land that was last was mostly Alamos Canyon to Moorpark College. ■ Anything less than 20 acres ■ With caution if any farmland is being converted we might acquire land. ■ No there is enough now. ■ Open space is good. ■ City has a lot of open space. Should be preserved open spaces. ■ New L.A. could have some open space ■ Need packet parts to keep it green ■ Magnolia Park is one such ■ People walk track at school. ■ Tierra Rejada Park walking ■ Active is needed — Happy Camp provides that need ■ Natural open space areas should be part of new developments that are currently being built ■ Current developments need to take future generations into consideration ■ North East side of city has potential for open space ■ Historical park/museum (farm relates to agricultural past) 10. Does Moorpark need to consider development of new trails or trail connections throughout the city? ■ Finish bike trail connecting city where possible. No need for new trail systems. Except for bike lanes. Arroyo Simi. They wouldn't be that extensively used. ■ City is updating circulation element. ■ Should be able to walk along the Arroyo ■ Maintenance is costly for trails 7 ■ Prime area is Hitch west of city limits to LA Ave. ■ Yes. Working on it now but could be more work done. Just beginning. ■ Trails yes. Along Arroyo, not built up to but something in between. Remain rural but provide amenities. ■ Flood control is going to develop river ■ Doesn't see the need. ■ We should develop trails along Arroyo for biking, hiking or horses. ■ Would be nice but trails are expensive to maintain ■ Trails should have par courses ■ Monte Vista needs development; Poindexter park has track, Highlands could have trail. Bike trails would be nice. ■ As long as it benefits the greatest number of people and recoup financially ■ Moorpark is a good city to bike in. People on bikes should be able to travel throughout city. Expansion of 2.5 mile trails —hiking/walking ■ Not too much info about trails ■ Improvement of route over Arroyo for children who travel. ■ More bike trails — along Arroyo between Arroyo West to Home Acres school. Kids must go to 118 and back up. ■ Connection from happy Camp to Moorpark College — trail hiking (multi -use) Additional Comments: ■ Dog parks are iffy. Too many children could be hurt by dogs if they aren't under control. Creates safety issues ■ Dedicated land — could be bought especially for that purpose. ■ Share cost and interest of a dog park with Simi. ■ Aquatic Center — smaller scale to begin with, then on larger scale ■ Paths for seniors with circuit training ■ Cap Improvement Plan needs to include fiinding. ■ SP.1 Large detention basin ■ Art in public places ■ We need a second access into Arroyo Vista ■ More trees. ■ Partnering with Ventura County, better connectivity with city for trails, bikes, hikers and equestrian. ■ Open/green space; next to Pardee Dev. Parks and Recreation Commission 11/14/21 Special Meeting Page 1 Item: 6.C. PARKS AND RECREATION COMMISSION AGENDA REPORT TO: The Parks and Recreation Commission FROM: Jeremy Laurentowski, Parks and Recreation Director PREPARED BY: Stephanie Anderson, Recreation Services Manager DATE: November 14, 2021 Special Parks and Commission Meeting SUBJECT: Consider Recreation Programs Cost Recovery Summary Fiscal Year 2020-2021 BACKGROUND In 2012, the City Council approved the Recreation Programs and Services Cost Recovery Policy (Policy.) The Policy was revised in 2016 to include certain Active Adult Center programs and was renamed "Recreation and Active Adult Programs and Services Cost Recovery Policy". This report includes only those programs operated by the Recreation Division. The Policy defines costs, revenue sources, program categories, and recovery levels. Costs reported include direct costs (costs charged to the programs' line-item budget and part-time staff costs) and indirect costs (full-time staff costs and Recreation Division overhead costs such as facility use and general department supplies). Each program offered by the Recreation Division is assigned a program category based on factors including type, purpose, and program structure. Program categories are placed into a recovery level. There are five recovery levels, ranging from level 1 (high subsidy) to level 5 (minimal subsidy). The Policy establishes both the minimum cost recovery and target cost recovery requirements for each program category. Both the minimum and target amounts are noted in the cost recovery summaries in this report. Programs that are unable to meet the minimum cost recovery will be reviewed for consideration of appropriate action, including restructuring or eliminating the program. The City Manager is authorized to exclude individual programs from the requirements of the Policy. The Policy requires annual reporting to the Parks and Recreation Commission and Moorpark City Council, including whether programs met their cost recovery goals. Parks and Recreation Commission 11/14/21 Special Meeting Page 2 DISCUSSION This report serves as a financial summary of Recreation Division programs for the fiscal year 2020/21. The seasons included are summer 2020 (June through August), fall 2020 (September through November), winter 2021 (December through February), and spring 2021 (March through May). Included in this report are brief narratives for each program; financial summaries for each program, including comparison figures from the prior two fiscal years; a summary listing of programs based on their status of meeting cost recovery goals; and staff recommended action plans for those programs not meeting their minimum recovery goals. All figures in this report are rounded to the nearest dollar. The full-time staff costs for the 2020/21 fiscal year programs are calculated based on time accounting recorded by full-time recreation division staff. Fiscal year 2020/21 presented many challenges for the Recreation Division due to the ongoing COVID-19 pandemic. In addition to the outright cancelling of several programs due to state and local public health orders related to the pandemic, other programs were adversely affected due to substantial regulations for operating programs during the pandemic. As noted last year, this year's report reflects the difficulties of operating recreation programs during a pandemic. It should be noted that events that were held were all able to meet the minimum cost recovery requirement due to the generous support of the City's annual event sponsors. COST RECOVERY GOAL SUMMARY Programs meeting Programs meeting Programs not Programs Cancelled target cost recovery minimum cost meeting minimum Due to Public goal recovery goal cost recovery goal Emergencies Moorpark Little Porch & Patio Party Camp Moorpark 3rd of July Fireworks Learners Academy (MLLA) Movies in the Park Adult Softball League Concerts in the Park Summer Camp Out (Spring) Haunted High Street Adult Cornhole League Spooky Avenue Breakfast with Santa Pickleball Tournament Home for the Holiday Holiday Movie Marathon Parade Moorpark Has Talent Breakfast with Bunny Winter Classes* Moorpark Earth Festival Easter Egg Hunt Spring Teen Cupcake Teen Events** Challenge Recreation Classes Skate Nights (all) Youth Basketball (Spring) Adult Basketball League Running Club Youth Basketball League (Summer,Fall,and Winter) Adult Softball League (Summer and Fall) *Except workshops in early December/late February and fitness classes **Except Spring Teen Cupcake Challenge Parks and Recreation Commission 11/14/21 Special Meeting Page 3 RECREATION PROGRAM NARRATIVES AND FINANCIAL SUMMARIES 3RD OF JULY FIREWORKS EXTRAVAGANZA The 3rd of July Fireworks Extravaganza was cancelled in 2020 due to the Covid-19 pandemic. Fireworks Extravaganza Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) Cancelled 11,000 12,000 Revenue ;57,787 $61,710 Direct Costs $55,612 $60,948 Indirect Costs F/T Staff $22,354 $23,610 Overhead Costs $2,567 $2,290 Total Costs $80,533 $86848 Gross Profit/ (Loss) $2,175 $762 Net Profit I (Loss) ($22,746) ($25,138) Cost Recovery Summary (Category: Community Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 25% 100% Percent Division Indirect Costs Recovered: N/A 0% 25% Minimum Recovery Met: N/A (EVENT CANCELLED) PORCH & PATIO PARTY Due to the cancellation of the Fireworks Extravaganza, the Recreation Division promoted a Porch and Patio Party, encouraging Moorpark residents to celebrate the holiday by decorating their porch or patio for a chance to win a prize. A best 4th of July recipe contest was also held, with residents emailing in their favorite recipe with photo. A vintage plane fly-over that covered all of Moorpark was the highlight of the event. _Porch & Patio Party FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) unknown N/A N/A Revenue $1,000 Direct Costs $3,428 indirect Costs Fir Staff $10,625 Overhead Costs $525 Total Costs ;14,578 Gross Profit/ (Loss) ($2,428) Net Profit I(Loss) ($13,578) Parks and Recreation Commission 11/14/21 Special Meeting Page 4 Cost Recovery Summary (Category: Community Event) Recovered Minimum Target Percent Direct Costs Recovered: 29% 25% 100% Percent Division Indirect Costs Recovered: 0% 0% 25% Minimum Recovery Met: Yes MOVIES IN THE PARK The summer 2020 series featured three films, all shown at Arroyo Vista Community Park. Due to the Covid-19 pandemic, these events were redesigned to a drive-in format. The first movie scheduled in June was moved to September in order to allow staff enough time to implement the changes in format. The final movie schedule was Sonic the Hedgehog on July 18, Jumanji, the Next Level on August 15, and Frozen II on September 19. As space was limited to only 100 vehicles, preregistration was required, with a $10 fee per vehicle. Ail nights sold out. Other income included donations from annual event sponsors. Both direct costs and full-time staff costs increased significantly this year due to the extra work involved with holding the events in a drive-in format. Movies in the Park Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) 1200 950 625 Revenue $6,555 $5,188 $2,570 Direct Costs $6,418 $4,782 $4,541 Indirect Costs • FIT Staff $12,090 $7,204 $7,399 Overhead Costs $1,159 $1,058 $593 _Total Costs $19,667 $13,044 $12,533 Gross Profit/ (Loss) $137 $406 ($1,971) Net Profit/(Loss)_ ($13,112) 950 625 Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: 100% 50% 100% Percent Division Indirect Costs Recovered: 1% 0% 50% Minimum Recovery Met: Yes SUMMER CAMP OUT The Summer Camp Out was launched in the summer of 2018. This event allows community members to "camp" overnight at Arroyo Vista Community Park. The 2020 event was held from 6:00 p.m. on Friday, August 7 through 9:00 a.m. on Saturday, August 8. The event featured a BBQ dinner, s'mores, arts and crafts, games, campfire stories, and a pancake breakfast. The registration fee was $10 advance and $12 late registration. Participants brought their own tent and camping gear. Due to the Covid-19 pandemic, this pre-registered event was held in compliance with industry guidance for camping and related industries. Covid-19 protocols included plated (rather than buffet style) meals, increased disinfecting of equipment, physically distanced story time, specific time slots for s'mores, and closure of the playground. Parks and Recreation Commission 11/14/21 Special Meeting Page 5 Attendance was significantly below normal due to the pandemic, but staff received positive feedback and gratitude for offering the event from those that attended. Summer Camp Out Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Enrollment 56 137 117 Reventn $702 $1,566 $1,558 Direct Costs $1,391 $1,551 $1,452 indirect Costs FIT Staff $1,845 $3,080 $8,592 Overhead Costs $535 $294 $280 Total Costs $3,771 $4,925 $10,324 Gross Profit/ (Loss) ($689) $15 $106 Net Profit I(Loss) ($3,069) ($3,359) ($8,761 Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: 50% 50% 100% Percent Division Indirect Costs Recovered: 0% 0% 50% Minimum Recovery Met: Yes CONCERTS IN THE PARK These free events were scheduled for June 28, July 26, and August 23, 2020. Due to Covid-19 restrictions, the concerts could not be held in their normal format. The first concert was redesigned into a drive-in format, however, there was little registration, and the first event was cancelled. The second date was also cancelled due to lack of interest. Staff preemptively cancelled the third date, since the first two did not have enough interest. Two of the bands were rescheduled for the 2021 concert series. Concert in the Park Financial Summary FY 2020/21 FY2019/20 FY2018/19 Attendance (approx.) Cancelled 2,000 Not offered Reventel $0 $5 Direct Costs $1,980 $8,771 Indirect Costs F/T Staff $9,268 $14,188 Overhead Costs $920 $654 -RAW Costs $12,168 $23,613 Gross Profit/ (Loss) ($1980) ($3,571) Net Profit I(Loss) ($12,168) ($18,413) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 50% 100% Percent Division Indirect Costs Recovered: N/A 0% 50% Minimum Recovery Met: N/A (EVENT CANCELLED) Parks and Recreation Commission 11/14/21 Special Meeting Page 6 rgrinTITIMIWITA■ Haunted High Street was cancelled due to the Covid-19 pandemic. The event was also cancelled in 2019 due to the Easy Fire and dangerously high winds. Haunted High Street Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) 0 (cancelled) 0 (cancelled) 4,500 Revenue $800 $6,750 Direct Costs $1,280 $6,530 Indirect Costs F/T Staff $10,317 $15,694 Overhead Costs $1,070 $2,043 Total Costs $12,667 $24,267 Gross Profit / (Loss) ($480) $220 Net Profit/(Loss) ($11,867) ($17,517) Cost Recovery Summary (Category: Community Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 25% 100% Percent Division Indirect Costs Recovered: N/A 0% 25% Minimum Recovery Met: N/A (EVENT CANCELLED) SPOOKY AVENUE HALLOWEEN DRIVE THROUGH Due to the cancellation of Haunted High Street in 2020, the Recreation Division planned and implemented a drive-through trick-or-treating experience at Arroyo Vista Community Park, "Spooky Avenue". Twenty-nine "trunks" participated, including local businesses, organizations, and City staff. City staff also decorated the Lot D median with Halloween scenes. The event was hugely successful, serving over 2,000 people. Spooky Avenue Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) 2000 N/A N/A Revenue $3,000 Direct Costs $5,065 Indirect Costs F/T Staff $12,564 Overhead Costs $1,231 Total Costs $18,860 Gross Profit/ (Loss) ($2,065) Net Profit/(Loss) ($15,860) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: 59% 50% 100% Percent Division Indirect Costs Recovered: 0% 0% 50% Minimum Recovery Met: Yes Parks and Recreation Commission 11/14/21 Special Meeting Page 7 BREAKFAST WITH SANTA Breakfast with Santa was scheduled for December 12 and 13, 2020. The event would have filled to capacity; however, due to surging Covid-19 cases and subsequently issued public health restrictions, the event was cancelled, and refunds were issued. Breakfast with Santa Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Enrollments cancelled 299 311 Revenue $0 $2,900 $3,600 Direct Costs $161 $3,112 $3,368 Indirect Costs F/T Staff $3,005 $6,074 $4,091 Overhead Costs $409 $604 $582 Total Costs $3,575 $9,790 $8,042 Gross Profit// (Loss) ($161) ($212) $232 Profit/(Loss) ($3,575) ($6,890) (4,441) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 50% 100% Percent Division Indirect Costs Recovered: N/A 0% 50% Minimum Recovery Met: N/A (EVENT CANCELLED) HOME FOR THE HOLIDAYS PARADE This event was held on December 19 and 20, 2020, to provide the Moorpark community with a holiday celebration after the annual Breakfast with Santa and Holiday Movie Marathon events were cancelled due to the Covid-19 pandemic. As with the Bunny Parade in the spring of 2020, Recreation staff worked closely with the Public Works Department and Moorpark Police Department to implement the parade. The parade consisted of two police vehicles, two public works vehicles, and two recreation vehicles which were decorated and transporting Santa Claus, an Elf, and the Grinch. The parade covered virtually all streets in Moorpark over the two-day event. The event was promoted primarily through social media and a Santa Tracker, using the Glympse app. The event was well received by the community and received coverage on local news programs and newspapers. Event costs were covered by annual event sponsorships. Home for the Holidays Parade FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) 7,000 N/A N/A Revenue $1,550 Direct Costs $3,066 Indirect Costs F/T Staff $5,514 Overhead Costs $787 Total Costs $9,367 Gross Profit/ (Loss) ($1,516) Net Profit I(Loss) ($7,817) Parks and Recreation Commission 11/14/21 Special Meeting Page 8 Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: 51% 50% 100% Percent Division Indirect Costs Recovered: 0% 0% 50% Minimum Recovery Met: Yes HOLIDAY MOVIE MARATHON This event was not scheduled due to the Covid-19 pandemic based on restrictions on indoor movie theaters. Holiday Movie Marathon Financial Summary FY 2020/21 FY2019/20 FY2018/19 Attendance cancelled 198 199 Revenue $271 $262 Direct Costs $102 $170 Indirect Costs FIT Staff $2,371 $1,645 Overhead Costs $268 $310 Total Costs $2,741 $2,125 Gross Profit/ (Loss) $169 $92 Net Pr !(Loss) ($2,470) ($1,M) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 50% 100% Percent Division Indirect Costs Recovered: N/A 0% 50% Minimum Recovery Met: N/A (EVENT CANCELLED) MOORPARK HAS TALENT The traditional Moorpark Has Talent show was not scheduled due to the Covid-19 pandemic. Instead, a Virtual Talent Show was planned. Video submissions were solicited, and a virtual show was scheduled for April 10. However, due to a lack of talent submissions, the virtual event was cancelled. Moorpark Has Talent Financial Summary FY 2020/21 FY2019/20 FY2018/19 Attendance Cancelled 0 (cancelled) 254 Rev $0 $160 $3,627 Direct Costs $0 $295 $1,876 indeed F/T Staff $4,762 $5,536 $5,987 Overhead Costs $325 $762 $719 T $5,087 $6,593 $8,582 Gross Profit/ (Loss) $0 ($135) $1,751 Net Profit t(Loss) ($5, 0(came 254 Parks and Recreation Commission 11/14/21 Special Meeting Page 9 Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 50% 100% Percent Division Indirect Costs Recovered: N/A 0% 50% Minimum Recovery Met: N/A (EVENT CANCELLED) EASTER EGG HUNT In anticipation of continued Covid-19 public health restrictions, this event was not scheduled for 2021. Easter Egg Hunt Financial Summary FY 2020/21 FY2019/20 FY2018/19 Attendance (approx.) cancelled 0 (cancelled) 1,600 Revenue $0 $5,584 Direct Costs $305 $5,219 IndirectCosts F/T Staff $2,220 $8,301 Overhead Costs $970 $1,090 Total Costs $3,495 $14,609 Gross Profit/ (Loss) ($305) $365 Net Profit!(Loss) ($3,495) ($9,025) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 50% 100% Percent Division Indirect Costs Recovered: N/A 0% 50% Minimum Recovery Met: N/A (EVENT CANCELLED) BREAKFAST WITH BUNNY In lieu of the Easter Egg Hunt, the Recreation Division planned and implemented a Breakfast with Bunny event in compliance with Covid-19 protocols for outdoor dining. The event was held on March 27 and April 3 at the Peppertree Pavilion, with three seatings available on each date (7:45 a.m., 9:00 a.m., and 10:15 a.m.) Aside from the 7:45 a.m. seating on March 27, all seatings filled to capacity. The event featured a pancake breakfast, a spring craft packet, a photo opportunity with the Easter bunny, and an individualized egg hunt (children were given a brightly colored egg carton to fill with pre-filled Easter eggs). The event ran smoothly with positive feedback from attendees. Parks and Recreation Commission 11/14/21 Special Meeting Page 10 Breakfast with Bunny Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) 385 Not offered Not offered Revenue $4,056 Direct Costs $3,509 Ind-wed Costs F/T Staff $7,405 Overhead Costs $1,060 Total Costs $11,974 Gross Profit/ (Loss) $547 Net Profit/(Loss) ($7,918) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: 100% 50% 100% Percent Division Indirect Costs Recovered: 6% 0% 50% Minimum Recovery Met: Yes MOORPARK EARTH FESTIVAL & COMMUNITY YARD SALE The 2021 Moorpark Earth Festival was held on Saturday, May 1 from 9:00 a.m. to 1:00 p.m. at parking lot B of the Arroyo Vista Community Park. The event featured eco- friendly vendors, gardening resources, free trees, a monarch butterfly conservation display, and the Community Yard Sale with 27 yard sale entries. Overall, the event ran smoothly. The 2020 event was scheduled for Saturday, April 25, but was cancelled due to the Covid-19 pandemic. Moorpark Earth Festival Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) 800 0 400 Rev $535 $0 Direct Costs $500 $0 $796 Indirect Costs F/T Staff $5,805 $2,763 $11,498 Overhead Costs $1,027 $607 $539 Total Costs $7,332 $3,370 $12,832 Gross Profit/ (Loss) $35 0 $189 Net Profit/(Loss) ($6,797) ($3,370) ($11,848) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: 100% 50% 100% Percent Division Indirect Costs Recovered: 1% 0% 50% Minimum Recovery Met: Yes Parks and Recreation Commission 11/14/21 Special Meeting Page 11 SKATE NIGHTS Skate Nights were cancelled due to the Covid-19 pandemic. Some staff costs were incurred due to the planning time spent in the event Skate Nights could be held. Skate Night Financial Summary FY 2020/21 FY 2019/20 FY 2018/19 Attendance (approx.) cancelled 245 500 Rev $0 $525 $767 Direct Costs $0 $1,031 $1129 Indirect Costs F/T Staff $455 $4,811 $7396 Overhead Costs $229 $630 $428 Total Costs $6,471 $8952 Gross Profit/ (Loss) $0 ($506) ($362) Net Profit!(Loss) ( ) ($5,947) ($8,186) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: N/A 50% 100% Percent Division Indirect Costs Recovered: N/A 0% 50% Minimum Recovery Met: N/A (EVENT CANCELLED) TEEN EVENTS All Teen events were cancelled due to the Covid-19 pandemic, with the exception of the Spring 2021 Cupcake Challenge. The spring Cupcake Challenge was held on Friday, April 30 from 6:30-9:00 p.m. at the Arroyo Vista Recreation Center. A Teen Book club was also launched by the Moorpark Teen Council; however, the club was cancelled due to a lack of interest. General Teen Event Financial Summaries FY 2020/21 FY 2019/20 FY 2018/19 Participation (Total) 12 22 51 erue $60 $220 $430 Direct Costs $104 $282 $442 Indi Costs FIT Staff $1,896 $1,615 $7,171 Overhead Costs $256 $512 $1302 Tc4a1 Costs $2,256 $2,409 $8,914 Gross Profit/ (Loss) ($44) ($62) ($12) MA Profit 1(Loss) ($2,196) ($2,189) ($8,485) Cost Recovery Summary (Category: Special Event) Recovered Minimum Target Percent Direct Costs Recovered: 57% 50% 100% Percent Division Indirect Costs Recovered: 0% 0% 50% Minimum Recovery Met: Yes Parks and Recreation Commission 11/14/21 Special Meeting Page 12 CAMP MOORPARK Prior to Covid-19, Camp Moorpark enrollment and revenue had been increasing. In 2018/19, the program did not meet the minimum cost recovery requirement due solely to low attendance in Adventure Camp. Program enrollment improved in 2019/20, and despite the entire spring 2021 season being cancelled due to the Covid-19 pandemic, the Camp Moorpark program reached its target recovery goal last year. However, significant Covid-19 restrictions and protocols have set Camp Moorpark back on its trend toward reaching and exceeding its cost recovery goals. This year, summer camp started as scheduled on June 15. Due to the Covid-19 pandemic, extensive Covid-19 protocols were implemented, which reduced revenue but increased operational costs. Each camp group was limited to 10 children. Camp rooms were partitioned to provide each group with its own space. Due to facility limitations, total camp enrollment was limited to 60 per day (as opposed to a maximum of 120 per day). Check in and check out was moved outdoors and parents were not allowed to enter the classroom. Temperature checks were performed on all campers at check in. Camp activities were modified to promote physical distancing and outdoor activities were increased. The refund/credit policy was revised to allow for sick day credits, to encourage parents to keep ill children at home. Despite the challenges of operating under the Covid-19 protocols, staff did an excellent job, and the program was successful, with most days filling to capacity or near capacity. Over the course of the summer, no Covid-19 cases were identified in camp. Adventure Camp's start date was delayed until July 7, in hopes that enough field trip sites would be open by that time to offer the program. However, with increasing cases in July, most field trip sites were reclosed or remained closed, and the summer 2020 program was ultimately cancelled. Field trips for Camp Moorpark were also cancelled. For the school year camp program, in order to provide parents with partial-day care for their children while school was virtual or limited hours, the Recreation Division launched a new camp program in the fall: B.A.S.E. (Before and After School Enrichment) Camp. The program started immediately after summer camp concluded. Initially, two time sessions were offered to compliment the school day cohorts. A third afternoon session was added after the second week due to demand. Camp Covid-19 protocols continued to be in place. Regular Fall Camp Moorpark sessions were also offered during MUSD school holidays. The B.A.S.E. Camp program continued to operate through the end of May 2021. The third afternoon session was that had been added due to demand was discontinued in winter, as demand decreased with the start of partial-day in-person school in October. Regular Fall, Winter, and Spring Camp Moorpark sessions were also offered during MUSD school holidays. Enrollment numbers for these camps were lower than normal. Although the program was not able to meet its cost recovery minimum overall, the Fall and Spring sessions did meet the goal. Additionally, considering Covid-19 pandemic, camp services served a much more vital role to the community, as parents were in desperate need of childcare and children were in need of social, physical, and emotional activity. Categorized as a Vital Service, Camp Moorpark exceeded its cost recovery target. Parks and Recreation Commission 11/14/21 Special Meeting Page 13 Camp Moorpark Adventu Financial Summer re Camp Fall Winter Spring Total FY FY FY 2020 Summer 2020 2020/21 2021 2020/21 2019/20 2018/19 Summary 2020 Total Enrollments 2583 0 480 264 337 3664 4119 4,031 Income $103,489 $0 $33,8 $15,802 $20,083 $173,262 $190,467 $169,892 Direct Costs $92,574 $0 $23,694 $11,418 $12,645 $140,331 $125,106 $137,650 lndkect Costs F/T Staff $37,437 $0 $13,790 $10,545 $8,297 $70,069 $54,827 $60,769 Overhead Costs $13,238 $0 $5,318 $3,748 $4,146 $26,450 $16,324 $15,841 Total Costs $143,249 $0 $42,802 $25,711 $25,088 $236,850 $196,257 $214,263 Gross Profit/(Loss) $10,915 $0 $10,194 $4,384 $7,438 $32,931 $65,361 $32,242 • Net Prat I(Loss) ($39,760) $0 ($8,914) 49,909) ($5, ($63,50 ($5,790) ($44,369) Cost Recovery Summary (Category: Day Camps) Recovered Minimum Target Percent Direct Costs Recovered: 100% 100% 100% Percent Division Indirect Costs Recovered: 34% 50% 75% Minimum Recovery Met: No Cost Recovery Summary (Category: Vital Services) Recovered Minimum Target Percent Direct Costs Recovered: 100% 25% 100% Percent Division Indirect Costs Recovered: 34% 0% 25% Minimum Recovery Met: Yes CAMP MOORPARK PROGRAM SUMMARY: Summer 2020 - Spring 2021 Annual registration fee: $35/$25 (2nd child) DAIILY PROGRAM DATES HOURS FEES Summer Camp Moorpark Monday-Friday 6/15- 8/21 (49 days) 7:30 a.m. -6:00 p.m. $43 -$60 Adventure Camp Cancelled Fall Camp Moorpark 9/28, 11/11, 11/23-25 (5 Days) 8:00 a.m. -6:00 p.m. $43-$60 Winter Camp Moorpark 12/21-24, 12/28-31, 1/4, 1/18, 2/12, 2/15 8:00 a.m. -6:00 p.m. $43 -$60 (12 Days) Spring Camp Moorpark 3/29-4/2, 4.5, 5/28 (7 Days) 8:00 a.m. -6:00 p.m. $43-$60 B.A.S.E. Camp 8/24/20-5/28/21 7:00-11:00 a.m. & $75-$90/ 11:00 a.m.-3:00 p.m. week Prosymn heldat AVRC. AVERAGE DAILY ATTENDANCE COMPARISON Report Year Summer Adventure Camp Fall Camp Winter Camp Spring Camp 2020/2021 52.71 0.0 17.2/30.3* 13.2/ 14.6* 22/ 15.25* 2019/2020 71.3 18.8 27.4 22.5 0 2018/2019 64.1 12.7 21.3 19.6 28.1 2017/2018 91.5 19.2 19.2 23.7 29.5 *Average weekly attendance for BASE Camp Parks and Recreation Commission 11/14/21 Special Meeting Page 14 Staff Recommended Action for this Program to Meet Cost Recovery: It is anticipated that with the end of the Covid-19 pandemic, the Camp program will resume its upward trend and meet its cost recovery minimum requirement. No changes are recommended at this time. RECREATION CLASSES A variety of recreation classes are offered throughout the year, including sports, dance, baking, technology, art, and music. Most classes are held at the Arroyo Vista Recreation Center and Community Park. This year, and increased number of classes were taught directly by City staff rather than contract instructors. This has resulted in fewer cancellations, better customer service, and increased net revenue to the City. After being completely cancelled in the spring of 2021, classes resumed in summer, primarily after July 1, but had lower-than-normal enrollment. Additionally, several contract classes were cancelled, because the contract instructors were either uncomfortable teaching or unable to rehire laid-off employees. For classes that did resume, Covid-19 protocols were implemented, including limiting class size, conducting temperature checks, maintaining physical distancing as feasible, implementing face covering requirements for adults and children in grades 3 and up, and increasing cleaning and disinfecting of facilities and equipment. Classes continued (with Covid-19 protocols in place) in the fall. Class enrollments increased significantly, as parents sought in-person activities for their children. In winter, classes continued (with Covid-19 protocols still in place). Class enrollments in December were very high, continuing the trend of increased class enrollment. However, in early December, the state issued a regional stay-at-home order, which resulted in all indoor and non-sports related classes being cancelled from the 2nd week of December through January. Despite these cancellations, Winter 2021 enrollments were the highest since 2008, and were higher than 17 out of 22 previous seasons. The increased enrollment trend continued in Spring 2021, with record enrollment numbers. It should be noted that figures are substantially different this year and last year compared to prior years because the Away We Grow preschool program ended in May of 2019. As this program was operated through an independent contractor (Away We Grow, LLC (AWG), it was considered a contract class and expenses and revenue related to the program were included in Recreation Classes. Upon the retirement of AWG's owner, the City purchased AWG's equipment and curriculum, and starting in September 2019, began operating the preschool directly. This program was named Moorpark Little Learners Academy and is included as its own section of this report. Parks and Recreation Commission 11/14/21 Special Meeting Page 15 Recreation Classes Summer Fall Winter Spring Total FY FY FY Financial Summary 2020 2020 2020/21 2021 2020/21 2019/20 2018/19 Classes Offered 102 99 104 127 432 328 403 Classes Run 43 80 57 110 290 171 248 Classes Canceled 59 19 47 17 142 157 155 Cancelation Rate 58% 19% 45% 13% 33% 48% 38% Enrollments 365 606 449 813 2233 1045 1986 Revenue $37,864 $32,042 $22,185 $43,736 $135,827 $70,818 $228,321 Direct Costs $21,953 $21,560 $15,465 $25,918 $84,896 $46,420 $166,510 Indirect Costs 0 F/T Staff $11,692 $11,692 $11,692 $11,692 $46,768 $39,894 $40,900 Overhead Costs $5,644 $3,828 $3,826 $3,983 $17,281 $7,867 $20,923 Total Costs $39,289 $37,080 $30,983 $41,593 $148,945 $94,182 $228,333 Gross Profit/ (Loss) $15,911 $10,482 $6,720 $17,818 $50,931 $24,398 $61,811 Net Profit/(Lees) ($1,425) ($5,038) ($8,798) $2,143 ($13,118) ($23,364) ($12) Cost Recovery Summary (Category: Recreation Classes) Recovered Minimum Target Percent Direct Costs Recovered: 100% 100% 100% Percent Division Indirect Costs Recovered: 79% 75% 100% Minimum Recovery Met: Yes MOORPARK LITTLE LEARNERS ACADEMY PRESCHOOL Moorpark Little Learner's Academy (MLLA) is a traditional preschool program. The program features part-time classes for toddlers on Monday and Wednesday or Tuesday and Thursday, a 3-year-old class on Tuesday and Thursday, and a 4-year-old class on Monday, Wednesday, and Friday. The school operates September through May. The 2020/21 school year started in September, with Covid-19 protocols in place (very similar to those of Camp Moorpark). The program was not filled to capacity, as several withdrawals took place due either to parents' concerns about the pandemic, parents working from home, or families moving out of the area. Holiday parties and special events for the program have been significantly altered to comply with public health orders while still offering as much normalcy to the students as possible. Preschool continued in the winter and spring seasons, with Covid-19 protocols in place. Over the course of the school year, the program was at over 90% capacity. For two weeks in January, at the height of the winter COVID surge, class was cancelled for two weeks due to one student and one employee testing positive for Covid, and several potential exposures (family members of students testing positive). This resulted in a decrease in revenue, as credits/refunds were issued for Covid-19 related cancellations. The program was able to meet its cost recovery goal. Parks and Recreation Commission 11/14/21 Special Meeting Page 16 MLLA Financial Total FY 2020/21 FY2019/20 FY2018/19 summary Annual Enrollments 61 76 Previously included Average Monthly in Recreation Attendance 60 66 Classes Rev $166,757 $141,796 Direct Costs $92,728 $87,893 IndirectCosts Fir Staff $38,047 $34,677 Overhead Costs $11,774 $6,476 Total Costs $142,549 $129,046 Gross Profit / $74,029 $53,903 (Loss) Net Profit/(Loss) $24,208 $12,750 Cost Recovery Summary (Category: Recreation Classes) Recovered Minimum Target Percent Direct Costs Recovered: 100% 100% 100% Percent Division Indirect Costs Recovered: 100% 75% 100% Minimum Recovery Met: Yes DULT SOFTBALL LEAGUES Due to the Covid-19 pandemic, all but the spring 2021 seasons of adult softball were cancelled. The spring season was small, with only 6 men's teams participating. Games were played on Thursdays at the Arroyo Vista Community Park. This program did not meet its minimum cost recovery requirement, due both to the low enrollment in spring and the complete cancellation of the other two seasons. Summer Fall Spring Total FY FY 2019/20 FY 2018/19 Adult Softball 2020 2020 2021 2020/21 Teams 0 0 4 12 45 Players 0 0 195 730 Revenue $0 $0 $1,225 $1225 $5,025 $18,975 Direct Costs $0 $0 $976 $976 $2,730 $11,991 iiXtteCt Costs 0 FIT Staff $571 $571 $4,564 $5,706 $17,131 $13,680 Overhead Costs $74 $83 $486 $643 $2,553 $7,322 Total $6,026 $7,325 $22,414 $32,993 Gross Profit/ (Loss) $0 $0 $249 $249 $2,295 $6,984 Net Profit I(Loss) ($645) ($654) 44,M) ($6,100) ($17,389) ($14,018) Parks and Recreation Commission 11/14/21 Special Meeting Page 17 Cost Recovery Summary (Category: Adult Sports Programs) Recovered Minimum Target Percent Direct Costs Recovered: 100% 100% 100% Percent Division Indirect Costs Recovered: 4% 75% 100% Minimum Recovery Met: No Staff Recommended Action for this Program to Meet Cost Recovery: The softball league has not been able to meet its minimum cost recovery requirement for the past eight years due to a decline in team enrollment that began in the 2013/14 fiscal year. As noted last year, this program will not meet the minimum cost recovery requirement without either: 1) Significantly increasing enrollment fees (which would subsequently decrease participation further) or significantly increasing enrollment; 2) Eliminating one full-time staff position and filling it with a part-time position to account for the decline in adult sports programs; or 3) Implementing new adult sports (or other) programs to reduce the overhead cost burden on adult softball. Two years ago, staff recommended option 3; however, additional successful sports programs were added. A futsal league and a pickleball tournament were planned for the spring 2020; however, the Covid-19 pandemic cancelled all sports programs for the season. It was anticipated that adult softball would not fare well this year, due to continued cancellations from the Covid-19 pandemic. The adult basketball league was cancelled for all four seasons, and the only new sports programs were a small cornhole league (which was postponed twice before running due to Covid-19) and a pickleball tournament (which was postponed three times due to Covid-19 before being run). Considering this situation, staff recommends continuing with option 3 once programming is able to return to normal. DULT BASKETBALL LEAGUES The adult basketball league was cancelled for all four seasons of this reporting period due to the Covid-19 pandemic. Some costs were incurred as staff efforts were spent on league planning in the event the leagues would be able to run. Summer Fall Winter Spring Total FY FY FY Adult Basketball 2020 2020 2020/21 2021 2020/21 2019/20 2018/19 Teams 0 0 0 0 0 28 52 Players 0 0 0 0 0 293 517 Revenue $0 $0 $0 $0 $0 $9,190 $18,975 Direct Costs $0 $0 $0 $60 $0 $3,388 $7,691 Indirect Costs F/T Staff $1,104 $1,104 $1,104 $1,104 $4,416 $19,977 $16,220 Overhead Costs $45 $54 $51 $40 $190 $4,299 $6,906 Total Costs $1,149 $1,158 $1,155 $1,204 $4,666 $27,664 $30,817 Gross Profit/ (Loss) $0 $0 $0 ($60) ($60) $5,802 $11,284 Net Pr !(Loss) ($1,149) ($1,158) ($1,155) ($1,204) ($4,666) ($18,474) ($11,842) Parks and Recreation Commission 11/14/21 Special Meeting Page 18 Cost Recovery Summary (Category: Adult Sports Programs) Recovered Minimum Target Percent Direct Costs Recovered: N/A 100% 100% Percent Division Indirect Costs Recovered: N/A 75% 100% Minimum Recovery Met: N/A (PROGRAM CANCELLED) Staff Recommended Action for this Program to Meet Cost Recovery: The basketball league has not operated since spring 2020 due to the Covid-19 pandemic. Staff recommends taking the same approach with basketball as recommended for softball. CORNHOLE LEAGUE The Cornhole League was planned to begin in the Fall of 2020; however, due to the Covid-19 pandemic, it was not until Spring 2021 that the league was able to run. The league started on March 6 and ran for six weeks. Games were played from 3:00-5:00 p.m. at the Arroyo Vista Community Park. A total of 10 teams enrolled in the league and staff received positive feedback from the players. As this was a new league, the start-up costs (primarily staff time for planning the new league) were high, and the program did not meet the minimum cost recovery requirement. Cornhole League Financial Summary FY 2020/21 FY2019/20 FY2018/19 Teams 10 Not offered Not offered Revenue $610 Direct Costs $1,048 Indirect Costs F/T Staff $4,129 Overhead Costs $231 Total Costs $5,408 Gross Profit/ (Loss) ($438) Net Profit f(Loss) ($4,798) Cost Recovery Summary (Category: Adult Sports Programs) Recovered Minimum Target Percent Direct Costs Recovered: 58% 100% 100% Percent Division Indirect Costs Recovered: 0% 75% 100% Minimum Recovery Met: No Staff Recommended Action for this Program to Meet Cost Recovery: This program was intended to be one of the many supplemental adult sports programs to improve the overall cost recovery for adult sports. As this strategy has not been able to be fully implemented due to the Covid-19 pandemic, staff recommends continuing the same approach of increasing adult sports programming to defray full-time and overhead costs. Additionally, this is a first-time program, and staff costs are typically the highest Parks and Recreation Commission 11/14/21 Special Meeting Page 19 for first time programs and decrease as programs become more routine and less new planning is needed. PICKLEBALL TOURNAMENT Pickleball has become very popular over the past few years. The City installed four pickleball courts at Tierra Rejada Park in 2017 and more recently installed dual use courts at Miller Park. As the demand for pickleball increases, the Recreation Division planned and implemented a pickleball tournament. Initially, the tournament was planned for the Spring of 2020, but was postponed repeatedly due to Covid-19 restrictions. The tournament was finally (and successfully) held on May 22 and 23 of 2021. The tournament included men's doubles, women's doubles, and mixed doubles with 3.0, 3.5, and 4.0+ brackets. Due to the number of teams that registered, the tournament was held at the AVCP tennis courts (pickleball courts were lined using temporary tape). Volunteer support was crucial in implementing the tournament, with substantial support from the City's current and former pickleball instructors and Michael Shields of Lucky Fools Pub. Pickleball Tournament Financial Summary FY 2020/21 FY2019/20 FY2018/19 Teams 85 Not offered Not offered Revenue $7,918 Direct Costs $3,928 Indirect Costs F/T Staff $6,702 Overhead Costs $442 Total Costs $11,072 Gross Profit/ (Loss) $3,990 Phirt Profit!(Loss) ($3,154) Cost Recovery Summary (Category: Adult Sports Programs) Recovered Minimum Target Percent Direct Costs Recovered: 100% 100% 100% Percent Division Indirect Costs Recovered: 56% 75% 100% Minimum Recovery Met: No Staff Recommended Action for this Program to Meet Cost Recovery: The costs for this tournament were higher than they should have been due to the rescheduling of the tournament several times because of the Covid-19 pandemic. Additionally, this is a first-time program, and full-time staff costs are typically the highest for first time programs and decrease as programs become more routine and less new planning is needed. It is anticipated that in future years the tournament should meet its minimum cost recovery requirement. Parks and Recreation Commission 11/14/21 Special Meeting Page 20 OUTH BASKETBALL LEAGUE The youth basketball league is a co-ed recreational league for youth ages 5 to 13. Games are played on Saturdays at the Arroyo Vista Recreation Center gym, and practices are held for one hour each week. League fees range from $79.00 to $109.00 depending on season and age division. Fees include a team jersey, photos, and a trophy or medal. Several local pizza restaurants host the pizza parties, donating the pizza for the players. Divisions offered included Mites for ages 5-6, Rookie for ages 7-8, Junior for ages 9-10, and Teen for ages 11-13. The program has been successful, and enrollment was on track to continue increasing until the Covid-19 pandemic forced the cancellation of the spring 2020 through Winter 2021 seasons. Some costs were incurred during the cancelled seasons, as staff still prepared and planned for the league in the event it was able to run. The season that was able to run, Spring 2021, was successful and able to meet the minimum cost recovery requirement. Summer Fall Winter Spring Total FY FY FY Youth Basketball 2020 2020 2020/21 2021 2020/21 2019/20 2018/19 Enrollments 0 0 0 139 139 594 673 Rwento $0 $0 $0 $13,243 $13,243 $50,578 $60,327 Direct Costs $0 $0 $0 $8,463 $8,463 $29,399 $39,204 Indiect Costs 0 0 F/T Staff $2,752 $1,376 $688 $8,943 $13,759 $34,004 $29,464 Overhead Costs $181 $219 $204 $430 $1,034 $17,541 $14,716 Total Costs $2,933 $1,595 $892 $17,836 $23,256 $80,944 03,384 Gross Profit/ (Loss) $0 $0 $0 $4,780 $4,780 $21,179 $21,123 Nat Profit/ ) ($2,933) ($1,595) ($892) ($4,593) ($10,013) ,366) 023,0; Cost Recovery Summary (Category: Youth Sports Programs) SPRING SEASON ONLY Recovered Minimum Target Percent Direct Costs Recovered: 100% 100% 100% Percent Division Indirect Costs Recovered: 51% 50% 75% Minimum Recovery Met: Yes MOORPARK YOUTH RUNNING CLUB The Moorpark Youth Running Club was offered during the summer 2020, fall 2020, and winter 2021 seasons. The program took place at the Arroyo Vista Community Park Recreational Trail and was coached by a volunteer. The program's purpose is to promote health and fitness in children. Each season the club met twice per week for a six to ten week period with the goal of running a distance equivalent to a marathon or half-marathon. As children met distance goals, they received rewards, including gift certificates donated by local businesses. The registration fee was $15 and included a t- shirt. Parks and Recreation Commission 11/14/21 Special Meeting Page 21 Youth Running Club Financial Summary FY 2020/21 FY2019/20 FY2018/19 Participation 123 128 176 Revenue $1,695 $1,590 $810 Direct Costs $1,722 $1,105 $907 Indirect Costs FIT Staff $3,667 $2,152 $6117 Overhead Costs $128 $314 $181 Total Costs $5,517 $3,571 $7205 Gross Profit/ (Loss) ($27) $485 ($97) Net Profit l(Loss) ($3,822) ($1,981) ($6,395) Cost Recovery summary (Category: Special Interest Group): Recovered Minimum Target Percent Direct Costs Recovered: 98% 50% 100% Percent Division Indirect Costs Recovered: 0% 0% 50% Minimum Recovery Met: Yes STAFF RECOMMENDATION Provide feedback on the cost recovery report and direct staff to present the report to the City Council. ITEM: 7.A. MINUTES OF THE REGULAR PARKS AND RECREATION COMMISSION Moorpark, California October 4, 2021 A Regular Meeting of the Parks and Recreation Commission of the City of Moorpark was held on October 4, 2021 at the Moorpark Community Center located at 799 Moorpark Avenue, Moorpark, California. 1. CALL TO ORDER: Mr. Gunning called the meeting to order at 6:32 p.m. 2. PLEDGE OF ALLEGIANCE: Vice Chair Flame led the Pledge of Allegiance. 3. ROLL CALL: Present: Commissioners Estrella, Ho, Morgan, Vice Chair Flame and Chair Gunning. Staff Present: Jeremy Laurentowski, Parks and Recreation Director and Kimberly Sexton, Administrative Assistant II. 4. PUBLIC COMMENTS: Ben Fishman, Moorpark resident and President of Belmont and Mountain Meadows Homeowners Association, spoke in opposition of a dog park at Country Trail Park and requested enforcement of the leash requirements at Country Trail Park. Donna Masek, Moorpark resident, spoke and suggested staff improve the natural area at Country Trail Park and the maintenance of the Buffer Zone. Christina Brumbaugh, Moorpark resident, spoke and voiced concern about dog parks and requested staff consider fencing any future dog parks to protect children from off leash dogs. Kristi Soerensen, creator of the Facebook group Moorpark Dog Lovers, spoke in favor of a dog park in or near Arroyo Vista Park and urged the city to keep a second dog park a priority. Ms. Soerensen requested an update from Staff regarding the land lease from Southern California Edison. Rachana Vengarai, Moorpark resident, spoke in opposition of a dog park at Country Trail Park. Minutes of the Regular Park and Recreation Commission Moorpark, California Page 2 October 4, 2021 5. REORDERING OF, AND ADDITIONS TO, THE AGENDA: None. 6. ANNOUNCEMENTS, FUTURE AGENDA ITEMS, AND REPORTS ON MEETINGS/CONFERENCES ATTENDED BY COUNCILMEMBERS AND MAYOR: Commissioner Flame commented that the Country Days event as successful and well attended. Commissioner Morgan thanked the public speakers for their input. Chair Gunning thanked the Chamber of Commerce, the City of Moorpark, and volunteers for making Country Days a success. Chair Gunning requested a future agenda item to discuss a splash pad. Chair Gunning announced upcoming events including the Fall Pickleball Tournament on October 16 and 17 at Tierra Rejada Park, Super Spooky Skate Night on October 23 from 5:00 — 8:00 p.m. at Arroyo Vista Park and Trunk or Treat at Haunted High Street on October 31 from 4:00-7:00 p.m. 7. PRESENTATION/ACTION/DISCUSSION: A. Consider Report on the Inclusive Playground. Staff Recommendation: Receive and file report. Mr. Laurentowski gave the report. There were no speakers. MOTION: Commissioner Ho moved, and Commissioner Morgan seconded a motion to receive and file the report. The motion carried by unanimous voice vote. B. Consider Dates for Fall Park Tour. Staff Recommendation: Select a date and time and five or six parks to tour during the Fall 2021 Special Commission meeting and Park Tour. Ms. Laurentowski gave the report. There were no speakers. MOTION: Commissioner Flame moved, and Commissioner Estrella seconded a motion to schedule the 2021 fall park tour for Sunday, November 14, 2021, at Minutes of the Regular Park and Recreation Commission Moorpark, California Page 3 October 4, 2021 10:00 A.M. and to include Country Trail Park, Arroyo Vista Recreation Center and Park, Glenwood Park, Campus Canyon Park and College View Park. The motion carried by unanimous voice vote. 8. CONSENT CALENDAR: A. Approval of Minutes of the Regular Parks and Recreation Commission Meeting of March 1, 2021. Staff Recommendation: Approve as presented. MOTION: Commissioner Morgan moved, and Commissioner Ho seconded a motion to approve the consent calendar. The motion carried by unanimous voice vote. 9. ADJOURNMENT: Chair Gunning adjourned the meeting at 7:30 p.m. APPROVED: Dylan Gunning, Chair ATTEST: Kimberly Sexton, Administrative Assistant II