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HomeMy WebLinkAboutAGENDA REPORT 2023 0607 CCSA REG ITEM 09CCITY OF MOORPARK, CALIFORNIA City Council Meeting of June 7, 2023 ACTION APPROVED STAFF RECOMMENDATION. (VOICE VOTE: UNANIMOUS) BY A. Hurtado. C. Consider Proposed Strategies, Goals, and Objectives for Fiscal Years 2023/24 and 2024/25. Staff Recommendation: Approve the proposed Strategies, Goals, and Objectives for Fiscal Years 2023/24 and 2024/25. (Staff: PJ Gagajena, Assistant City Manager) Item: 9.C. MOORPARK CITY COUNCIL AGENDA REPORT TO: Honorable City Council FROM: PJ Gagajena, Assistant City Manager DATE: 06/07/2023 Regular Meeting SUBJECT: Consider Proposed Strategies, Goals, and Objectives for Fiscal Years 2023/24 and 2024/25 BACKGROUND AND DISCUSSION Strategic planning is an activity that is used to set priorities, focus and align resources to strengthen operations, and ensure employees and other stakeholders are working toward common goals. It is a disciplined, long-term effort that produces fundamental decisions and actions that shape and guide what an organization is, who it serves, what it does, and why it does it, with a focus on the future. Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful. Strategic planning begins by clarifying the mission of an organization. This consists of identifying the overarching statement articulating the primary goal of the organization. Moorpark’s Mission Statement is “Striving to preserve and improve the quality of life in Moorpark.” The next step through strategic planning is to identify the broad values that are important to the City. These values state the central “musts” and “must nots” of the City – the vital principles that are necessary in guiding leaders and employees in their day-to-day and long-range decision-making. Stakeholder input is vital to this process and understanding what services residents’ value. How strongly these services are valued is an integral component of strategic planning for cities. Over the course of many years, the City has placed an emphasis on strategic planning by assessing and evaluating the progress it is making and the direction it is taking every two years. These two-year assessments align with election cycles of the Mayor and City Council. Following the elections, which occur in even numbered years, the City Council and staff conduct a workshop to discuss, and where appropriate, refine the strategic direction for the City. On April 8, 2023, the City Council held a Special Meeting for the purpose of conducting a workshop to evaluate the strategies, goals, and objectives for the next two-year planning cycle. The City Council also received a presentation of resident feedback from the National Community Survey issued in November 2022. At the workshop, the City Council Item: 9.C. 154 Honorable City Council 06/07/2023 Regular Meeting Page 2 was tasked with creating goals for Fiscal Years 2023/24 and 2024/25 while implementing a holistic approach toward goal setting for achieving sustained progress toward the City of Moorpark’s Mission Statement. Consistent with City Council direction, after the meeting, staff developed a workplan to implement the Council-derived strategies and goals and assigned specific objectives and tasks that staff will undertake during the next two-year cycle (Attachment 1). As in prior years, it is noted that due to the availability of resources, other unanticipated priorities, and daily workloads, 100% completion rates on all the goals may not be possible. The City of Moorpark’s Strategies, Goals, and Objectives for Fiscal Years 2023/24 and 2024/25 are: 1. Strategy – Quality of Life • Goal: THE Moorpark Quality of Life • Description: The Moorpark Quality of Life is reflected in its welcoming small town feel with easy access to essential amenities and services. Moorpark is a safe, prosperous community that strives to offer all levels of housing choices. People enjoy the network of trails and open spaces that promote healthy living and outdoor recreation. Moorpark is a community that values the well-being and happiness of its residents and strives to maintain its unique charm, history, and livability for current and future residents. 2. Strategy – Economic Development • Goal: Strategic Economic Development • Description: Moorpark will develop a local economy that has unique business centers, attracts vested business leaders and visitors, and serves a wide spectrum of shopping, entertainment, and employment needs for its current and future residents, with a continued emphasis on High Street. 3. Strategy – Governance • Goal: Excellent City Governance • Description: Moorpark is a hallmark of effective governance, as it prioritizes transparent, equitable, and responsible management of the City’s resources and services. With a diverse and sustainable workforce, the City ensures that its policies and practices reflect the needs and values of its residents. Through its dedication to excellent, friendly, and personal service, Moorpark has earned the trust and confidence of its residents, and continues to be a model for other cities to follow. From the aforementioned strategies and goals, objectives have been identified that more closely relate to the specific outcomes the City is striving to achieve. The outcome, or “workplan” are attached as Attachment 1. Objectives, like strategies, are areas that help connect the mission of the organization to the work of staff. Objectives are more nimble and adaptable than strategies. Objectives support strategies and provide the “how” in implementing a strategy. Holistic objectives are proposed to encompass each of the three strategic areas. Each of the objectives lead to specific tasks that are measurable in the 155 Honorable City Council 06/07/2023 Regular Meeting Page 3 City’s short-term action plan. As progress is made on the objectives, advancement toward a particular strategy is accomplished, and ultimately, the mission of the organization is achieved. Staff will provide an update to the City Council on the status of the objectives and tasks on a regular basis. Staff is seeking approval of the proposed Strategies, Goals, and Objectives and/or input on the specific objectives to be undertaken during the next two-year planning period. ENVIRONMENTAL DETERMINATION This action is exempt from the California Environmental Quality Act (CEQA) as it does not constitute a project, as defined by Section 15378 of the State CEQA Guidelines. Therefore, no environmental review is required. FISCAL IMPACT None. COUNCIL GOAL COMPLIANCE This action establishes the strategic directives for Fiscal Years 2023/24 and 2024/25. STAFF RECOMMENDATION Approve the proposed Strategies, Goals, and Objectives for Fiscal Years 2023/24 and 2024/25. Attachment: Proposed Strategies, Goals, and Objectives for Fiscal Years 2023/24 and 2024/25 156 *High Impact Project Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS Task 1: Evaluate and identify funding sources to implement model that best serves current and future needs CMO Staff Effort December 2023 Task 2: Present findings to City Council CMO Staff Effort February 2024 Task 1: Present to City Council mental health programs and services options, and receive direction CMO Staff Effort September 2023 Task 2: Implement programs and services CMO Resources Needed December 2023 Task 1: Adopt Zoning Code with Inclusionary Housing requirements CDD Operating Budget August 2023 Task 2: Adopt In-Lieu Fee CDD Operating Budget December 2023 Task 1: Train new Analyst CDD Operating Budget December 2023 Task 2: Explore potential partnerships CDD Staff Effort January 2025 Task 3: Present findings to City Council CDD Staff Effort June 2025 Task 1: Project initiation and existing conditions evaluation PRCS Operating Budget December 2023 Task 2: Community outreach and needs assessment PRCS Staff Effort May 2024 Task 3: Complete draft Master Plan PRCS Staff Effort September 2024 Task 4: City Council consideration of final Master Plan document PRCS Staff Effort December 2024 Task 1: Obtain City Council approval of project budget PRCS Resources Needed July 2023 Task 2: Complete 100% of construction drawings PRCS Resources Needed April 2024 Task 3: Obtain construction bids and award contract PRCS Resources Needed August 2024 1.1 Public Safety Model CITY COUNCIL GOALS FISCAL YEARS 2023/24 & 2024/25 STRATEGIC PRIORITY: QUALITY OF LIFE GOAL 1: THE Moorpark Quality of Life The Moorpark Quality of Life is reflected in its welcoming small town feel with easy access to essential amenities and services. Moorpark is a safe, prosperous community that strives to offer all levels of housing choices. People enjoy the network of trails and open spaces that promote healthy living and outdoor recreation. Moorpark is a community that values the well-being and happiness of its residents and strives to maintain its unique charm, history, and livability for current and future residents. 1.2 Mental Health Plan Past Due Behind Schedule 1.3 Inclusionary Housing Policy 1.4 Housing Trust Fund Development 1.5 Parks and Recreation Master Plan Update 1.6 New Moorpark City Library 157 ATTACHMENT *High Impact Project Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS CITY COUNCIL GOALS FISCAL YEARS 2023/24 & 2024/25 Past Due Behind Schedule Task 1: Community outreach and needs assessment PRCS Operating Budget August 2023 Task 2: Engage consultant to assist with Environmental Review PRCS Staff Effort October 2023 Task 3: Completed Draft Master Plan and present Final Plan to City Council PRCS Staff Effort January 2024 Task 1: Engage consultant to design conceptual trail improvement plans and parking area on open space property east of Moorpark College PRCS Resources Needed May 2024 Task 2:Conduct public outreach on trail improvements PRCS Resources Needed February 2025 Task 3:Identify grant funding opportunities and partnerships to construct improvements PRCS Resources Needed May 2025 Task 1: Select artist for public art PRCS Operating Budget July 2023 Task 2: Completed construction drawings and issue RFP PRCS Operating Budget September 2023 Task 3: Complete construction of playground and installation of artwork PRCS Staff Effort July 2024 Task 1: Determine and evaluate peak and off-peak hours/season and implement modified schedules to maximize/maintain ridership PW Staff Effort December 2023 Task 2: Evaluate modified schedule and ridership to promote/maintain the movement of goods and services within City Limit PW Staff Effort March 2024 Task 1: Complete construction PW CIP Budget June 2024 Task 2: Ribbon cutting ceremony PW Staff Effort June 2024 Task 3: File Notice of Completion PW Staff Effort July 2024 1.8 Campus Canyon Open Space 1.9 Tierra Rejada Park Inclusive Playground and Public Art Installation 1.11 Princeton Avenue Improvement Project* 1.7 Arroyo Simi Trail Master Plan 1.10 Pilot MCT On Demand Evaluation 158 *High Impact Project Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS CITY COUNCIL GOALS FISCAL YEARS 2023/24 & 2024/25 Past Due Behind Schedule Task 1: Select a consultant to develop strategy CDD Operating Budget October 2023 Task 2: Present to City Council and adopt strategy CDD Staff Effort April 2024 Task 1: Conduct weekly business visits with Moorpark- based businesses CDD Staff Effort Ongoing Task 2: Conduct annual check-ins with largest employers and sales tax producers CDD Staff Effort September 2023 & September 2024 Task 3: Present an Annual Economic Development Update to City Council CDD Staff Effort November 2023 & November 2024 Task 1: Develop and circulate a Request for Proposals CDD Operating Budget October 2023 Task 2: Select consultant and conduct public outreach CDD Operating Budget January 2024 Task 3: Include a High Street encroachment permit and guidelines for outdoor displays, furnishings, and dining options CDD/PW Staff Effort February 2025 Task 4: Present Plan for approval CDD Staff Effort March 2025 Task 1: Confirm a date, time, and venue for event CDD/CMO Staff Effort March 2024 & March 2025 Task 2: Develop the event program CDD Operating Budget March 2024 & March 2025 Task 1: Develop draft policy recommendations PRCS Staff Effort December 2023 Task 2: Present to Arts Commission for consideration PRCS Staff Effort February 2024 Task 3: Present to City Council PRCS Staff Effort April 2024 Task 1: Hire Consultant(s) to prepare financial feasibility study, including expanded revenue options for City programs and private rentals to support construction of improvements PRCS Resources Needed June 2024 Task 2: Complete Feasibility Study and present to City Council PRCS Staff Effort February 2025 Task 1: Prepare plans, specifications and estimates for Council's consideration for approval and construction bidding PW CIP Budget March 2024 Task 2: Receive construction bids for construction contract award PW CIP Budget March 2024 2.6 Arroyo Vista Recreation Center Feasibility Study 2.1 Economic Development Strategy STRATEGIC PRIORITY: ECONOMIC DEVELOPMENT GOAL 2: Strategic Economic Development Moorpark will develop a local economy that has unique business centers, attracts vested business leaders and visitors, and serves a wide spectrum of shopping, entertainment, and employment needs for its current and future residents, with a continued emphasis on High Street. 2.5 Mural Creation and Installation Policy 2.4 Annual State of the City Event 2.3 Downtown Specific Plan* 2.2 Business Engagement and Outreach 2.7 High Street Streetscape Improvement Project 159 *High Impact Project Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS CITY COUNCIL GOALS FISCAL YEARS 2023/24 & 2024/25 Past Due Behind Schedule Task 1: Award contract for website update CMO Operating Budget September 2024 Task 2: Complete wireframe layout design and select color and font schemes CMO Staff Effort October 2024 Task 3: Complete staff reviews of website content CMO Staff Effort December 2024 Task 4: Launch new website design CMO Staff Effort January 2025 Task 1: Deploy full online payment functionality CMO Operating Budget July 2023 Task 2: Complete pre-upgrade configuration work CMO Staff Effort September 2023 Task 3: Deploy Energov v2023 CMO Staff Effort October 2023 Task 4: Expand online application for all over-the- counter planning permits CMO Staff Effort October 2023 3.3 City Council Engagement in Legislative Affairs Task 1: Schedule City Council member meetings with legislators in Sacramento CMO Operating Budget July 2024 Task 1: Select a vendor and implement on-boarding software CMO/FIN Operating Budget September 2023 Task 2: Explore & analyze 9/80 and Alternative Work Schedule citywide CMO Staff Effort September 2023 Task 3: Create a recruitment video to attract more and quality job applicants CMO/FIN Operating Budget December 2023 Task 4: Complete Total Compensation Analysis CMO/FIN Resources Needed December 2024 Task 1: Evaluate feasible revenue enhancements and present to City Council CMO/FIN Resources Needed December 2023 Task 2: Develop 10-year financial forecast CMO/FIN Resources Needed August 2024 Task 3: Develop and implement a two-year budget CMO/FIN Staff Effort January 2025 Task 1: Start study with consultant FIN Operating Budget September 2023 Task 2: Complete study FIN Operating Budget March 2024 Task 1: Present preferred consultant to City Council CDD Operating Budget September 2023 Task 2: Onboard consultant CDD Staff Effort December 2023 GOAL 3: Excellent City Governance 3.5 Financial Sustainability* 3.1 City Website Update 3.2 Energov Deployment* STRATEGIC PRIORITY: GOVERNANCE 3.7 Building and Safety Contract* 3.6 Cost Allocation Plan 3.4 Employee Attraction and Retention Moorpark is a hallmark of effective governance, as it prioritizes transparent, equitable, and responsible management of the City’s resources and services. With a diverse and sustainable workforce, the City ensures that its policies and practices reflect the needs and values of its residents. Through its dedication to excellent, friendly, and personal service, Moorpark has earned the trust and confidence of its residents, and continues to be a model for other cities to follow. 160 *High Impact Project Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS CITY COUNCIL GOALS FISCAL YEARS 2023/24 & 2024/25 Past Due Behind Schedule Task 1: Have City Council declare all surplus properties on all former Moorpark Redevelopment Agency and applicable City-owned properties to convey them for future development PRCS Staff Effort December 2023 Task 2: Work with real estate consultant to comply with SLA and work with HCD PRCS Operating Budget August 2024 Task 3: Market properties for sale PRCS Operating Budget August 2025 Task 1: Conduct bidding and award contract for construction on tenant improvements PRCS Operating Budget July 2023 Task 2: Construct tenant improvements PRCS Operating Budget March 2024 Task 3: Provide training to staff on use of the City's existing Records Retention Schedule and review/scan/dispose of files in preparation for move CMO Staff Effort March 2024 Task 4: Complete move to new City Hall PRCS Staff Effort May 2024 Task 1: Task Teen Council and the teen population with evaluating opportunities to improve the Teen Council Program PRCS Staff Effort December 2023 Task 2: Prepare findings and present to Parks and Recreation Commission PRCS Staff Effort February 2024 Task 3: Present analysis and make recommendation to City Council PRCS Staff Effort April 2024 Task 1: Issue RFP and hire consultant PRCS Operating Budget November 2023 Task 2: Prepare draft plan and review with partner cities PRCS Staff Effort October 2024 Task 3: Present Plan to City Council PRCS Staff Effort December 2024 Task 1: Complete the Pavement Management Program (PMP) PW Staff Effort July 2023 Task 2: Present to City Council final report with findings and recommendations PW Staff Effort July 2023 Task 3: implement a 3 to 5-year pavement rehabilitation program based on the PMP PW Staff Effort December 2023 3.8 Surplus Land Act Process 3.12 Citywide Pavement Management Program 3.9 New City Hall Tenant Improvements and Move* 3.10 Moorpark Teen Engagement Study and Teen Council Evaluation 3.11 Emergency Preparedness Outreach and Evacuation Plan 161