HomeMy WebLinkAboutAGENDA REPORT 2023 0405 CCSA REG ITEM 09ACITY OF MOORPARK, CALIFORNIA
City Council Meeting
of April 5, 2023
ACTION APPROVED STAFF
RECOMMENDATION.
BY A. Hurtado.
A. Consider Presentation on the 2050 General Plan Economic Development, Open
Space, Parks, Recreation, Conservation, and Safety Elements, Environmental
Justice and Public Health Themes, and the Program Environmental Impact Report.
Staff Recommendation: Receive presentation and provide confirmation that Draft
General Plan Elements presented address the community’s future needs. (Staff:
Doug Spondello, Deputy Community Development Director)
Item: 9.A.
MOORPARK CITY COUNCIL
AGENDA REPORT
TO: Honorable City Council
FROM: Doug Spondello, AICP, Deputy Community Development Director
DATE: 04/05/2023 Regular Meeting
SUBJECT: Consider Presentation on the 2050 General Plan Economic
Development, Open Space, Parks, Recreation, Conservation, and
Safety Elements, Environmental Justice and Public Health Themes,
and the Program Environmental Impact Report
SUMMARY/BACKGROUND
On January 15, 2020, the City Council initiated a comprehensive update to the City’s
General Plan and an associated Program Environmental Impact Report (EIR). The
General Plan establishes a community vision of the City through the year 2050 and
identifies the specific goals, policies, and programs that are necessary to achieve the
vision. The motto for the General Plan update is “Made by Moorpark”, a statement that
emphasizes the importance of the community’s voice and active role in the planning
process. As a result, all aspects of the General Plan have included significant and
meaningful input from the community.
2050 General Plan Vision Statement
The General Plan is guided by a Vision Statement, which describes the community’s
intention for Moorpark in 2050. All recommendations, goals, policies, and programs in
the General Plan are designed to align with the values outlined by the Vision Statement.
On February 3, 2021, the City Council confirmed the following Vision Statement which
was developed through significant community outreach and input from the General Plan
Advisory Committee (GPAC) and Planning Commission.
Moorpark in 2050 is a virtually and physically connected community that provides a
sustainable, diverse, inclusive, equitable, and safe place to live, work, and play for all
generations. Moorpark supports and values local businesses, arts and education,
innovation, healthy living, and maintains its family-oriented small-town feel. We are
stewards of the environment and honor our agricultural and cultural heritage. We balance
these values to maintain a high quality of life for our residents.
Item: 9.A.
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The Economic Development Element
At the start of the General Plan update, Moorpark residents expressed a desire for an
Economic Development Element that would outline specific goals and policies to foster a
strong and diverse local economy. The resulting document (Attachment 1) sets out five
key objectives that aim to guide decision-making and ensure sustained economic growth
and vitality. These goals include creating a self-sustaining local economy, establishing a
long-term economic development program, supporting a thriving mix of retail, office, and
industrial businesses, building a financially resilient local government, and promoting a
vibrant Downtown.
These goals emerged from extensive community outreach during the General Plan
Update process. Residents highlighted the need for more amenities such as restaurants
and outdoor dining, entertainment venues (such as a children’s museum and movie
theaters), and diverse retail options. They also expressed a desire for more community
events and festivals, shared workspaces for entrepreneurs and remote workers, and
locally owned businesses.
The Economic Development Element is a crucial tool for boosting Moorpark's economic
competitiveness and fostering a sustainable, inclusive economy. To achieve these goals,
the Element proposes a long-term Economic Development Program that will support
continued growth and attract private investment. One way of accomplishing this is
through a strategic action plan that will clearly state the City’s vision for economic
development and establish strategies that will identify target sectors, partnerships,
marketing, and communications. The Economic Development Element includes specific
direction provided by the GPAC focused on education and workforce development, and
business friendliness.
The Open Space, Parks, and Recreation (OSPR) Element
During the General Plan update process, valuable input was received emphasizing the
crucial role of open spaces, parks, and recreational facilities in shaping the character and
enhancing the overall quality of life of Moorpark’s community. The OSPR Element
establishes a priority for providing ample open space, parks, and recreation.
The OSPR Element is divided into three subsections. The first section provides
information about existing parks, recreation, trails, and opens spaces in the City to set
context for planning the future. This includes the types of facilities available and their
accessibility to nearby communities (see Figure OS-1 Park Access). Parks are classified
into a range based upon their size and programming that includes: mini-parks,
neighborhood parks, community parks, regional parks, linear parks, and school parks.
The second section defines goals and policies that guide the management of these
resources for the benefit of the community, including:
• Managing the local park system to meet current and future needs;
• Adapting recreational programming to meet the needs of different user groups;
• Improving the local trail system, particularly for multiple users and uses; and
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• Protecting open space for critical habitats and preserving the aesthetic value of the
City.
The third section identifies the implementation programs and activities necessary to carry
out the goals and policies of the OSPR Element. The OSPR Element reflects specific
GPAC input related to compatibility with adjoining uses and development of the Citywide
trail network.
Taken together, the OSPR Element provides a comprehensive plan to identify the future
needs of the City and support open space, recreation, and park facilities. This includes
efforts already underway, such as the Arroyo Simi Trail Master Plan and Parks and
Recreation Master Plan.
The Conservation Element
The Conservation Element describes Moorpark’s natural resources and the benefits that
these resources provide to the community. This includes vegetation communities,
aquatic features, critical habitat areas, wildlife corridors, mineral resources, and
paleontological/archaeological areas. The Element includes goals and policies for their
retention, enhancement, and improvement and reflects specific direction provided by the
GPAC regarding wildlife corridors, petroleum extraction, passive energy conservation,
and tree canopies.
The Conservation Element identifies goals and policies related to protecting sensitive
resources, air quality, water quality, mineral resources, energy resilience, waste
reduction, agriculture, and greenhouse gas emission reduction.
The Safety Element
The Safety Element identifies potential natural and human-caused hazards that could
affect the City, its properties and people. The Safety Element provides goals and policies
designed to reduce exposure to these risks, both proactively and reactively, aligned with
the 2022 Ventura County Multi-Hazard Mitigation Plan. Topics addressed include a
framework for coordinated emergency management, geologic and seismic hazards, flood
hazards, fire hazards, severe weather, human health hazards, hazardous materials, as
well as police and fire services. The Safety Element includes specific direction provided
by the GPAC related to emergency alerts, evacuation route planning, livestock and large
animal evacuation, natural vegetation management, and education about disaster
resources. The Safety Element is reviewed by the California Department of Forestry and
Fire Protection for consistency with state legislation. This review will occur in April 2023.
Public Health and Environmental Justice
In addition to the content presented in the main Elements of the General Plan, several
key themes were identified by the community as important, including public health and
environmental justice. While these themes cross between the different topic areas
addressed in each Element, they are worth highlighting given their relevance to the new
General Plan.
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Public health has long been a legislative priority for Moorpark. The City was one of the
first to ban smoking in public areas and residential communities and also regulates the
sale of alcohol, tobacco products, and vaping. The City Council also adopted Healthy
Eating and Active Living (HEAL) Resolution No. 2012-3132 in 2012 aimed at improving
access to walking, biking, and other forms of physical activity, expanding recreation
facilities, and providing healthy food choices at City youth-oriented facilities. In keeping
with these priorities, the General Plan update considers public health through a variety of
goals, policies, and implementation programs specific to each General Plan Element.
Senate Bill 1000 requires jurisdictions with identified disadvantaged communities1 to
prepare an Environmental Justice Element. The purpose of this legislation is to identify
and reduce the unique or compounded health risks in disadvantaged communities by
promoting public facilities, food access, safe and sanitary housing, physical activity, and
civic engagement while reducing pollution exposure and other environmental hazards.
While the City of Moorpark does not have an identified disadvantaged community,
feedback was received during public outreach that identified a desire to evaluate issues
related to environmental justice in the General Plan and identify recommendations to
mitigate these issues. As such, the General Plan update includes Appendix A – Policies
Addressing Environmental Justice Topics which has been prepared using state law as a
basis for evaluating and addressing potential concerns. Topics addressed include
improving air quality, promoting access to public facilities and civic engagement,
promoting access to healthy food options, promoting physical activity, reducing health
risks, and promoting improvements and programs that address the needs of
disadvantaged communities. These themes are also addressed by policies contained
within the adopted 2021-2029 Housing Element.
The Program Environmental Impact Report
Pursuant to the California Environmental Quality Act (CEQA), a Draft Program
Environmental Impact Report 2 (PEIR) was prepared to analyze the potential impacts
associated with implementation of the 2050 General Plan within 20 categories. For the
purposes of this analysis, staff projected for a potential increase of 5,488 housing units
and 17,336 residents, 4,783,912 square feet of commercial/industrial space, and 7,334
jobs through 2050. These estimates are intended to provide a liberal estimate of what
may happen in the future for the purposes of a complete environmental analysis.
Realistically, what will transpire in Moorpark over the next 27 years will be largely driven
by the real estate market and other economic factors.
Based upon this estimate, the PEIR concluded that the implementation of the 2050
General Plan, even with mitigation, would result in significant and unavoidable impacts in
the categories of agricultural resources, air quality, biological resources, cultural
1 As identified by the California Office of Environmental Health Hazard Assessment (OEHHA) using
CalEnviroScreen (https://oehha.ca.gov/calenviroscreen/sb535)
2 The Draft PEIR is available under the “Plan and Policy Development” tab at:
https://moorparkgeneralplan.com/resources/
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resources, greenhouse gas emissions, hazards and hazardous materials, noise, and
wildfire. Mitigation measures were incorporated to reduce impacts related to geology and
soils to less than significant levels.
While the degree of these impacts is customary for a long-range plan, the PEIR includes
a full analysis of the technical studies leading to these conclusions and recommendations
that the City will pursue as best practices to minimize these impacts to the maximum
extent feasible.
The PEIR was circulated for public comments for 45 days, between December 22, 2022
and February 6, 2023. Nine comments were received, with six provided by public
agencies and three from individuals. The project team is currently reviewing the
comments and evaluating whether any revisions to the PEIR are required. A Final PEIR
will be presented prior to the public hearing for the General Plan and PEIR that provides
responses to each comment received and indicates how they have been addressed.
ENVIRONMENTAL DETERMINATION/CEQA COMPLIANCE
This report is exempt from environmental review pursuant to Section 15061(b)(3) of
CEQA.
FISCAL IMPACT
There is no fiscal impact associated with receipt of this report.
COUNCIL GOAL COMPLIANCE
This report is consistent with Goal 3.7 of the City Council Goals for 2021-2023 –
“Complete the Comprehensive General Plan Update, which will include elements
dedicated to Land Use and Economic Development.”
STAFF RECOMMENDATION
Receive presentation and provide confirmation that Draft General Plan Elements
presented address the community’s future needs.
Attachment 1: 2050 General Plan - Economic Development Element
Attachment 2: 2050 General Plan - Open Space, Parks, and Recreation Element
Attachment 3: 2050 General Plan - Conservation Element
Attachment 4: 2050 General Plan - Safety Element
The General Plan Program Environmental Impact Report (PEIR) is incorporated by
reference and available for review online at: https://moorparkgeneralplan.com/resources/
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Economic Development
5
ATTACHMENT 1
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MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-1
5.1 INTRODUCTION
Moorpark’s local economy is interwoven with
the quality of life in the city. One of the key
economic attractors is the high regard with
which the city is viewed regionally and the
loyalty with which residents support local
businesses. At the same time, one of the valued
aspects of the quality of life is the array of local
businesses that provide goods and services
desired by residents while fitting into the
natural environment and small-town setting
that define life in Moorpark.
As residential growth continues, the city seeks
to support economic growth that will benefit
the community, provide employment and
business opportunities for residents, reduce the
need to travel to other communities for goods,
services, and entertainment, and broaden the
tax base to support the maintenance and
improvement of public facilities and services.
The city’s investment of time and resources into
economic growth and development will be
managed through an economic development
strategic action plan, which will be regularly
updated to reflect changing conditions. This
economic development element establishes the
long-term goals and policies for economic
growth. This element also provides goals and
policies to guide future decisions on land use
and development and the investment of public
resources.
5.1.1 Regulatory Context
Economic development is an optional rather
than required element in general plans. It also
differs from many other elements in that the
state has few statutory provisions that shape
the requirements for an economic development
element.
One role that cities used to play in economic
development was the assembly of adjacent
small parcels to be redeveloped. When the state
essentially eliminated the Redevelopment Law,
cities lost sources of funding to revitalize areas,
build affordable housing, and invest in
infrastructure to attract development. Cities can
still purchase small properties from willing
sellers, but they are limited by the State Surplus
Land Act (Government Code, Title 5, Division 2,
Part 1, Chapter 5, Article 8. Surplus Land) in how
they can sell land. In addition, cities can offer
incentives for economic development, but in
most cases, such assistance will trigger
prevailing wage requirements.
As described in the following sections, for much
of the work of economic development the city
will coordinate with regional partners who are
funded through the state and federal
governments. In addition, even though this
element is optional, as adopted it carries the
same weight of law as the required elements of
the plan.
5.2 THE LOCAL ECONOMY
TODAY
5.2.1 Types of Businesses
Goods-producing sectors of the economy
(primarily construction and manufacturing for
Moorpark) account for about 25% of the jobs in
the city, similar to the share of these jobs across
the county. The base-services sectors (primarily
utilities and wholesale trade in Moorpark, but
more so transportation and warehousing across
the county) account for a similar share of jobs in
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MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-2
the city as in neighboring jurisdictions.
However, other cities have had more growth in
these sectors, primarily from the regional
strength of warehousing. Knowledge-based
sectors of the economy (especially finance and
insurance and information, but less so for
professional services and management of
companies in Moorpark) are a larger share of
local economy than in neighboring jurisdictions.
Not only do these types of businesses account
for a larger share of employment locally, but
they also accounted for a much larger share of
job growth since 2010, mostly driven by growth
in finance and insurance.
Education provides more jobs per resident in
Moorpark than in neighboring cities and the
county as a whole. Growth in the education
sector will be closely tied to demographics—the
number of school age children and enrollment
at Moorpark College. In contrast, employment
in the health care sector provides only 24 jobs
per 1,000 residents locally, compared to 48 in
Ventura County and 61 in the state. This
suggests that there is potential for medical
services to be a key part of local economic
growth.
The other local-serving sectors (especially retail
and accommodations and food services in
Moorpark, but also arts, entertainment and
recreation, and personal services) account for
fewer jobs per 1,000 residents in the city than in
any of the neighboring jurisdictions and in the
county as a whole. This indicates that there
could be opportunities to expand the number
of local-serving businesses in Moorpark.
5.2.2 Taxable Retail Sales
In 2020, taxable sales at retail stores, restaurants
and drinking places (but exclude spending on
groceries which are not subject to sales tax in
California) in Moorpark were $27,520 per
household, 30.7% below taxable sales
countywide, $39,710 per household, and lower
than the sales per household in neighboring
jurisdictions. This difference once again
indicates that Moorpark is underserved by
local-serving sectors.
5.2.3 Commuting
Of Moorpark’s employed residents, 88.5%
commute to another city for work, with only
11.5% living and working the city. While this
might seem to be a high-level of out-
commuting, it is not an uncommon percentage
in suburban communities.
Nevertheless, the data indicates that on a
typical day, 12,460 residents leave Moorpark for
work and another 8,540 workers commute into
the city from other communities to work. There
are approximately 1.15 jobs in the city per
household, which is about the same as the jobs
per household countywide. This suggests that
while the city has a vibrant local economy, there
is a mismatch between the occupations of
residents and the types of jobs in the city. This
suggests that the city should promote
economic growth that provides jobs suited to
the skills and education of workers and
promote housing opportunities that are suited
to the needs and incomes of those working at
jobs in Moorpark.
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MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-3
5.3 STRUCTURAL CHANGES
The General Plan Update was prepared and
adopted during a time in which several
structural economic changes appear to be
underway, mostly in response to the COVID-19
pandemic. Only time will tell if these changes
are indeed structural and permanent.
5.3.1 Shift Away from In-Person
Shopping
The shift from retail spending at bricks-and-
mortar stores to online retail is nothing new. It
has been going on since the early days of the
internet. However, during the pandemic, the
shift accelerated as shown in Figure ED-1.
Indeed, online retail spending is about five
years ahead of its long-term trend.
However, the accelerated shift to online retail
has been accompanied by retailers expanding
the ways consumers can buy their goods,
including shipping from a central warehouse,
curbside pick-up at a local store, and same-day
home delivery from a local store. Most retail
chains are highly focused on this expansion,
often referred to as omni-channel, rather than
on opening new stores.
This change in retailing will likely challenge the
city’s efforts to attract new retail stores.
However, it also opens the door to a wider
embrace of experience-oriented retailing, which
can effectively compete for consumers
spending when they do desire to shop.
5.3.2 Work-from-Home
Working from home was given a huge
experiment at the beginning of the pandemic
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Figure ED-1 Online Retail Spending as a Share of Total Retail Spending; US; 1994 Q4 to
2022 Q2
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MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-4
when states across the nation restricted who
could go into work to essential workers only.
Since then, great strides have been made to
improve the technology that supports office
work from home. Furthermore, businesses
generally found that productivity did not suffer.
And finally, many people doing office work
found that they preferred working from home.
Currently, businesses have announced plans for
returning to the office, only to scrap those
plans. Based on key card swipes, building
occupancy in high-rise office buildings in
downtowns hovers at or below 50%. Office
vacancy rates are up. And it is not clear if or
when there will be a wholesale return to the
office.
This can be expected to dampen the market for
new office development for the next ten years,
until vacant space is absorbed by the market.
However, this does not necessarily apply to
medical offices. Even though the use of
telemedicine picked up, the medical office
market has not been as severely impacted as
the general office market has been.
5.3.3 Decreased Labor Supply
It appears that a part of the labor force who
stopped working during the pandemic, decided
to simply retire. Although, the quick rise in
inflation has motivated some of those to return
once again to the labor force.
At the same time, the pandemic and the
possibility of contracting a potentially deadly
virus just from going to work has encouraged
another slice of the labor force to seek other
types of work.
These changes result in very low unemployment
and rising wages, which partly fuels inflation.
Unlike the inflation of the 1970s, however,
technology is evolving to provide ways to
automate some work functions. This means that
future businesses may need fewer employees.
This is what has happened in manufacturing
since the end of the 1970s, fewer and fewer
employees produce more and more goods, with
the most labor-intensive production moving
overseas.
Relative to the local economy, the changes in
labor force participation may mean that the
economy continues to grow but the growth will
not be evident in rising numbers of jobs.
Nevertheless, economic growth without a
corresponding growth in jobs may still require
new industrial development and, once office
vacancies are absorbed, new office
development.
5.3.4 Industrial Development
Throughout Southern California, industrial
vacancy rates are at historical lows, and have
been for many years. Growth in warehousing
and distribution centers are driving demand for
industrial land, and Southern California does
not have sufficient land planned and zoned for
industrial uses to accommodate the projected
growth.
The land use plan does not envision substantial
warehousing development in Moorpark.
However, warehousing development is
pressuring manufacturers and other industrial
businesses, who are being priced out of the
market. Thus, the city should expect to see
healthy demand for existing industrial
properties for other industrial uses.
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MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-5
5.4 PLANNING FOR ECONOMIC
DEVELOPMENT
5.4.1 Land Use
The General Plan recognizes the need to
maintain the viability and function of the
existing office and industrial areas in the city.
These areas will accommodate much of the
economic activity and growth in the city.
The General Plan acknowledges that in the near
term, auto-centric retail centers will continue to
be important for retail goods and services, while
over a longer time frame, there will likely be a
transformation to predominantly experience-
oriented districts and mixed-use centers.
Managing this transformation from a land use
perspective will require continued assessment
of evolving economic and market conditions
and flexibility in the city’s approach, guided by
the vision, goals, and policies of the General
Plan.
The General Plan sees the revitalization of
downtown as fundamental to the city’s
economic growth and prosperity. Revitalization
will be a long-term multi-year endeavor. While
the projects and programs may evolve over
time, the General Plan provides the long-term
vision for the future of downtown.
5.4.2 The City’s Role
As discussed previously, the General Plan
envisions the details of economic development
activities to be covered by an economic
development strategic action plan, which will be
updated regularly. Nevertheless, there are
aspects of the city’s role in economic
development that can be expected to continue
across iterations of the action plan.
The city will collaborate with a wide variety of
economic development organizations and
service providers to leverage their expertise and
federal, state, and non-profit funding. Through
these partnerships, the city will seek connect
existing businesses, firms interested in locating
in Moorpark, and local entrepreneurs with
training and assistance. The city will prioritize
economic development investments that create
jobs and business opportunities for local
residents. At the same time, the city will
encourage the development of housing that is
suited and affordable to those working in
Moorpark. Finally, the city will capitalize on a
variety of economic assets, including Moorpark
College, a well-educated labor force, freeway
access, Metrolink and transit services, and a
revitalized downtown to achieve economic
development goals.
5.4.3 Fiscal Realities
Land use and development are the primary
drivers of the revenue that flows into city hall to
fund public facilities and services. The fiscal
analysis of the land use plan found that the
types of development and the densities and
intensities allowed under the General Plan
should generate an increase in net revenue for
the city.
Beyond this long-term fiscal impact, the General
Plan recognizes the need to invest in
infrastructure and capital improvements and to
invest in maintaining and improving public
facilities and services to support economic
development. The city would continue to
employ funding and financing mechanisms
where appropriate to ensure that new
development is fiscally beneficial.
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MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-6
5.5 GOALS AND POLICIES
The economic development goals and policies
below are intended to guide decision-making
and ensure the continued growth and vitality of
the local economy.
GOAL ED 1
ROBUST LOCAL ECONOMY: A SELF-
SUSTAINING, INNOVATIVE, AND RESILIENT
LOCAL ECONOMY THAT PROVIDES GOODS
AND SERVICES DESIRED BY LOCAL RESIDENTS,
ATTRACTS REGIONAL CONSUMER SPENDING,
AND CONTRIBUTES TO MOORPARK’S PREMIER
QUALITY OF LIFE.
ED 1.1
Business retention and expansion: Retain existing businesses and support their profitability and expansion, by collaborating with the Chamber of Commerce and regional economic development service providers to improve access by local businesses to business management training, financing, and marketing assistance.
ED 1.2
Business start-ups: Grow the number of independent businesses to diversify the local economy and to provide goods and services desired by local residents, by collaborating with the Chamber of Commerce and regional economic development service providers to provide entrepreneurial training and assistance.
ED 1.3
Business attraction: Attract businesses that diversify the local tax base and that create employment opportunities suited to the skills and education of residents, by collaborating with economic development service providers to market Moorpark and to market commercial and industrial sites and facilities to potential new businesses.
ED 1.4
Local workforce: Increase the number of residents working in the city, by prioritizing economic development activities that create employment opportunities suited to the skills and education of current and future residents.
ED 1.5
Workforce housing: Support an adequate and reliable workforce for local businesses, by promoting the development of housing opportunities suited to the range of incomes in accordance with the Land Use Element and the Housing Element.
ED 1.6
Economic value of residential uses: Support residential development to capitalize on the synergistic relations between residential growth and economic growth.
ED 1.7
Tourism, visitors, and events: Promote the quality of life and attract visitor spending by supporting agricultural uses, farmers markets, event venues, and tourism attractions and by collaborating with local business and civic organizations to promote special events.
ED 1.8
Education and workforce development: Promote life-long learning and support local businesses and workforce development, by collaborating with Moorpark College to expand access to the College’s programs and services by residents and businesses, collaborating with local education service providers to create pathways and pipelines and to improve access of residents of all ages to educational opportunities and enrichment, and helping to forge and sustain partnerships with businesses and education.
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MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-7
ED 1.9
Metrolink and transit: Collaborate with transit service providers to improve awareness of and access to transit services for current and future
residents and workers.
GOAL ED 2
ECONOMIC DEVELOPMENT PROGRAM: A
LONG-TERM PROGRAM THAT SUSTAINS
LONG-TERM ECONOMIC GROWTH AND
ATTRACTS PRIVATE INVESTMENT.
ED 2.1
Strategic action plan: Adopt and periodically update an economic development strategic plan that states the city’s vision for economic development, identifies objectives for the time frame of the strategy, establishes strategies and action plans, and that may also identify target sectors, partnerships, and marketing and
communications. Invest in the city’s economic
development program to maintain and enhance
the attractiveness of Moorpark for private
investment, to increase local job opportunities
for residents, and to facilitate growth in the
local economy that contributes to and enhances
Moorpark’s premier quality of life.
ED 2.2
Economic development thinking: Integrate economic development thinking throughout city government and ensure that Moorpark epitomizes being business friendly by providing economic development training for key city staff, discussing economic and fiscal implications in staff reports for land use cases, and regularly communicating the city’s economic development efforts and successes.
ED 2.3
Economic development partners: Leverage
investments by the federal and state
government and by private and non-profit
entities, by collaborating with economic
development partners, including but not limited to the Economic Development Collaborative, the Ventura County Economic Development Corporation Small Business Development Center, Ventura County Workforce Development Board, and other public agencies, Moorpark Chamber of Commerce, Moorpark
College, and Moorpark Unified School District,
and other stakeholders, including but not
limited to existing businesses, real estate
brokers and developers, and other community
organizations.
ED 2.4
Marketing and communications: Maintain
regular public communications of the city’s economic development efforts and successes, maintain regular communications with existing businesses and economic development stakeholders, and, consistent with the adopted economic development strategic action plan, invest in communications to market Moorpark as a location for new businesses and private investment.
GOAL ED 3
COMMERCIAL AND INDUSTRIAL USES:
THRIVING RETAIL, OFFICE, AND INDUSTRIAL
BUSINESSES THAT FOSTER LOCAL ECONOMIC
PROSPERITY.
ED 3.1
Office and industrial preservation: Maintain and enhance the functionality of areas currently used for and planned for office and industrial businesses in order to promote economic resilience and growth.
ED 3.2
Experience-oriented commercial areas: Encourage a mix of uses that creates experience-oriented commercial places that can be effective in competing against online retail and that can attract visitor spending.
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Public Hearing Draft | December 2022
MOORPARK GENERAL PLAN | CHAPTER 3 : ECONOMIC DEVELOPMENT | 5-8
GOAL ED 4
FINANCIALLY RESILIENT LOCAL
GOVERNANCE: FISCALLY SUSTAINABLE LAND
USE AND DEVELOPMENT PATTERNS AND
WELL-MANAGED MUNICIPAL FINANCES,
RESULTING IN A FISCALLY RESILIENT LOCAL
GOVERNMENT THAT INVESTS IN PUBLIC
AMENITIES AND SERVICES.
ED 4.1
Purpose of financially resilient local governance: Maintain the city’s fiscal health and financial resiliency to ensure the city can invest in maintaining and enhancing public facilities and services that continue to attract private investment and support economic growth and prosperity.
ED 4.2
Funding and financing mechanisms: Improve the attractiveness of Moorpark for private investment, by encouraging the use of funding and financing mechanisms when such use contributes to the city’s fiscal health and when such use improves the financial feasibility of new development.
ED 4.3
Infrastructure and capital improvements: Invest in infrastructure and capital improvements that facilitate redevelopment, infill development, and new development that is consistent with the Land Use Plan, as funding is available.
GOAL ED 5
DOWNTOWN: A THRIVING DOWNTOWN
THAT IS CHERISHED BY RESIDENTS AND THAT
HELPS DEFINE THE POPULAR IMAGE OF
MOORPARK.
ED 5.1
Downtown revitalization plan: Collaborate with downtown businesses and the Chamber of Commerce to create and implement a Downtown Revitalization Plan, either as an augment to the Downtown Specific Plan or as a stand-alone plan, that provides actionable planning for infrastructure, provides guidance for the High Street Arts Center and special events, explores types of complementary businesses, and establishes a public relations and marketing communications strategy.
ED 5.2
Downtown infrastructure: Ensure that sufficient infrastructure is provided to support
the types of uses planned for the Downtown
area, including an actionable plan for such
upgrades.
ED 5.3
Events and activities: Maintain and implement an annual calendar of events and activities to attract resident and visitors to the Downtown.
ED 5.4
Business mix: Identify needed or desired complementary businesses and a strategy to attract these businesses; update this strategy periodically.
ED 5.5
Marketing: Establish a public relations and marketing communications strategy to publicize downtown and attract visitors; update this strategy periodically.
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