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HomeMy WebLinkAboutAGENDA REPORT 2025 0618 CC REG ITEM 09BCITY OF MOORPARK, CALIFORNIA City Council Meeting of June 18, 2025 ACTION APPROVED STAFF RECOMMENDATION. (VOICE VOTE: UNANIMOUS) BY A. Hurtado. B. Consider Proposed Strategies, Goals, and Objectives for Fiscal Years 2025/26 and 2026/27. Staff Recommendation: Approve the proposed Strategies, Goals, and Objectives for Fiscal Years 2025/26 and 2026/27. (Staff: PJ Gagajena, Assistant City Manager) Item: 9.B. MOORPARK CITY COUNCIL AGENDA REPORT TO: Honorable City Council FROM: PJ Gagajena, Assistant City Manager DATE: 06/18/2025 Regular Meeting SUBJECT: Consider Proposed Strategies, Goals, and Objectives for Fiscal Years 2025/26 and 2026/27 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 February 8 and April 9, 2025, the City Council held Special Meetings for the purpose of conducting workshops 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 2024. At the Item: 9.B. 63 Honorable City Council 06/18/2025 Regular Meeting Page 2 workshop, the City Council was tasked with creating goals for Fiscal Years 2025/26 and 2026/27 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 meetings, 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 2025/26 and 2026/27 are: 1. Strategy – Quality of Life • Goal: Moorpark Quality of Life • Description: Moorpark is a community that values well-being and happiness and is connected to its agricultural heritage, while striving to maintain its unique livability and charm for current and future residents. 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 where families thrive and enjoy trails, open spaces, and a variety of recreation opportunities that promote healthy living. 2. Strategy – Economic Development • Goal: Strategic Economic Development • Description: Moorpark will attract and support business leaders dedicated to developing a local economy that has unique business centers and is a desirable destination for a wide spectrum of shopping, entertainment, tourism 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 an innovative, diverse, and sustainable workforce, the city ensures that its policies and practices reflect the needs and values of its residents and businesses. 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 city. 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” is attached. 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 64 Honorable City Council 06/18/2025 Regular Meeting Page 3 areas. Each of the objectives lead to specific tasks that are measurable in the 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 2025/26 and 2026/27. STAFF RECOMMENDATION Approve the proposed Strategies, Goals, and Objectives for Fiscal Years 2025/26 and 2026/27. Attachment: Proposed Strategies, Goals, and Objectives for Fiscal Years 2025/26 and 2026/27 65 1 of 4 Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS Task 1: Evaluate staffing needs to identify appropriate standards of coverage and identify any gaps in potential i PD Staf Effort August 2025 Task 2: Evaluate technology resource available to public safety personnel through the VCSO PD Staf Effort August 2025 Task 3: Discuss potential enhancements or augmentations available to VCSO as applicable per the contract PD Staf Effort August 2025 Task 4: Engage VCSO on potential additional resources offered by the City and discuss how those may be integrated to augment VCSO contract PD Staf Effort August 2025 Task 5: Develop comprehensive report detailing staffing, equipment, technology and other service enhancements PD Staf Effort September 2025 Task 1: Bid Project PRCS Staff Effort June 2025 Task 2: Consider award of contract and start construction PRCS Staff Effort July 2025 Task 1: Schedule for discussion at a City Council meeting or workshop CMO/CDD/P RCS Staf Effort September 2025 Task 2: Receive direction from the City Council on future use of civic center site CMO/CDD/P RCS Staf Effort September 2025 Task 3: Prepare strategy and/or plan for future use of site CMO/CDD/P RCS Staf Effort November 2025 Task 1: Hold discussions with organizations to identify shared goals and potential partnerships to provide community needs and services CMO/CDD/P RCS Staf Effort September 2025 Task 2: Present to City Council possible partnerships and services, and City Council to provide direction to staff CMO/CDD/P RCS Staf Effort December 2025 Task 3: Develop scope of work for project or service and draft partnership agreement CMO/CDD/P RCS Staf Effort February 2026 Task 4: Present to City Council for adoption CMO/CDD/P RCS Staf Effort April 2026 Task 1: Revise plans and specifications PRCS Staff Effort October 2025 Task 2: Bid Project PRCS Staff Effort January 2026 Task 3: Award contract and start construction PRCS Staff Effort March 2026 Task 4: Complete construction PRCS Staff Effort December 2026 Task 1: Finalize Master Plan PRCS Staff Effort August 2025 Task 2: Present to Parks and Recreation Commission PRCS Staff Effort September 2025 Task 3: Present to City Council for Adoption PRCS Staff Effort January 2026 Task 1: Finalize Master Plan PRCS Staff Effort August 2025 Task 2: Present to Parks and Recreation Commission PRCS Staff Effort October 2025 Task 3: Present to City Council for Adoption PRCS Staff Effort December 2025 Task 1: Determine project scope and prepare budget PRCS Staff Effort July 2026 Task 2: Hire consultant to prepare plans and specifications PRCS Staff Effort/Budget Appropriation September 2026 CITY COUNCIL GOALS FISCAL YEARS 2025/26 & 2026/27 GOAL 1: Moorpark Quality of Life Moorpark is a community that values well-being and happiness and is connected to its agricultural heritage, while striving to maintain its unique livability and charm for current and future residents. 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 where families thrive and enjoy trails, open spaces, and a variety of recreation opportunities that promote healthy living. 1.3 Review Civic Center Masterplan 1.8 Open Campus Canyon Open Space to Public 1.7 Adopt Arroyo Simi Trail Master Plan 1.4 Forge Relationships and Partnerships with Organizations for Community Services 1.5 Construct Tierra Rejada Inclusive Playground 1.6 Adopt Parks and Recreation Master Plan Past Due Behind Schedule 1.2 Construct New Moorpark Library 1.1. Evaluate Pubilc Safety Services ATTACHMENT 66 2 of 4 Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS CITY COUNCIL GOALS FISCAL YEARS 2025/26 & 2026/27 Past Due Behind Schedule 2.1 Develop and implement plan to attract high-end hotel with conference space Task 1: Evaluate and facilitate Hotel Development Opportunities. (EDSP Strategy 4.7.) CDD Staff Effort Ongoing Task 1: Implement a targeted marketing campaign to attract automotive, motorcycle, aerospace, and drone technology manufacturers. (EDSP Strategy 2.3.) CDD Staff Effort August 2025 Task 2: Collaborate with the Chamber of Commerce to create networking and business opportunities for advanced manufacturing firms. (EDSP Strategy 2.6.) CDD Staff Effort September 2025 Task 3: Organize annual broker & property owner roundtable discussions focusing on larger spaces and development opportunities. (EDSP Strategy 1.3.) CDD Operating Budget October 2025 & October 2026 Task 4: Create a “Made in Moorpark” promotional video series showcasing Moorpark’s Manufacturing industries. (EDSP Strategy 2.5.) CDD Operating Budget July 2026 Task 5: Attend key industry conferences and trade shows (ex: International Manufacturing Technology Show or Aerospace & Defense Supplier Summit). (EDSP Strategy 2.4.) CDD Operating Budget May 2027 Task 1: Create and maintain an Opportunity Sites Inventory List to showcase available commercial spaces for new dining, shopping, and entertainment options, as well as identify potential sites for future development. (EDSP Strategy 1.5.) CDD Staff Effort August 2025 & August 2026 Task 2: Implement a targeted business attraction program to recruit businesses that address community needs. (EDSP Strategy 1.1) CDD Operating Budget January 2026 Task 3: Participate in the International Council of Shopping Centers (ICSC) conference to recruit businesses that align with community desires. (EDSP Strategy 1.2.) CDD Operating Budget May 2026 Task 1: Complete majority of improvements by Country Days event PW Staff Effort October 2025 Task 2: Complete project PW Staff Effort January 2026 Task 1: Define Scope of Work for remaining improvements on High Street and prepare budget. PW Staff Effort September 2025 Task 2: Prepare plans, specifications and estimates PW Budget Appropriation November 2025 Task 3: Conduct community meeting(s) PW Staff Effort January 2026 Task 4: Receive construction bids for construction contract award PW Budget Appropriation May 2026 Task 5: Begin construction PW Staff Effort June 2026 Task 1: Conduct downtown parking management plan CMO/CDD Staff Effort August 2025 Task 2: Identify if there are additional spaces for public parking CMO/CDD Staff Effort September 2025 Task 1: Identify participation of licensed establishments CDD Staff Effort August 2025 Task 2: Research and draft ordinance CDD Staff Effort September 2025 Task 3: Adopt ordinance to establish zone CDD Staff Effort October 2025 Task 4: Implement and promote entertainment zone CDD Staff Effort November 2025 GOAL 2: Strategic Economic Development 2.4 Complete High Street Improvements in Front of High Street Depot Moorpark will attract and support business leaders dedicated to developing a local economy that has unique business centers and is a desirable destination for a wide spectrum of shopping, entertainment, tourism and employment needs for its current and future residents, with a continued emphasis on High Street. 2.7 Designate High Street as an Entertainment Zone 2.6 Evaluate Downtown Parking Options 2.5 Complete High Street Improvements in Other Areas 2.2 Develop and implement plan to attract manufacturers that generate employment and sales tax 2.3 Develop and implement plan to attract high sales tax generating businesses 67 3 of 4 Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS CITY COUNCIL GOALS FISCAL YEARS 2025/26 & 2026/27 Past Due Behind Schedule Task 1: Creation and appointments to Marketing Ad Hoc CMO Staff Effort July 2025 Task 2: Issue RFP for Wayfinding Signage and award contract CMO Staff Effort July 2025 Task 3: Define scope of work and priority list; consider hiring a consultant to prepare plans CDD Staff Effort and/or Budget Appropriation August 2025 Task 4: Prepare and implement program CDD Budget Appropriation September 2025 Task 1: Develop Policy PRCS Staff Effort September 2025 Task 2: Present to Arts Commission PRCS Staff Effort November 2025 Task 3: Present to City Council for adoption PRCS Staff Effort January 2026 Task 1: Select a consultant following close of RFP CDD Budget Appropriation July 2025 Task 2: Obtain approval of budget, offset by $250,000 SCAG grant reimbursment and award contract CDD Budget Appropriation July 2025 Task 3: Conduct initial public outreach and stakeholder interviews CDD Staff Effort September 2025 Task 4: Prepare Draft Plan and circulate CDD Staff Effort January 2026 Task 5: Revise to address public coments CDD Staff Effort March 2026 Task 6: Planning Commission and Council Hearings CDD Staff Effort June 2026 Task 1: Issue RFP PRCS Staff Effort March 2026 Task 2: Hire Consultant PRCS Staff Effort/Budget Appropriation June 2026 Task 1: Hire Consultant PRCS Staff Effort/Budget Appropriation July 2025 Task 2: Prepare report and budget; present to City Council PRCS Staff Effort October 2025 2.11 Complete Arroyo Vista Recreation Center Feasibility Study 2.9 Adopt Mural Creation Policy 2.12 Complete High Street Arts Center Conditions Assessment 2.8 Develop Citywide Branding and Marketing Program (This to define Moorpark as a unique desitination, including but not limited to the following: citywide signage plan, gateway arch(es) and banners on High Street, Moorpark freeway sign(s), artwork on utility cabinets, electronic signs to promote events, and public artwork opportunities) 2.10 Update Downtown Specific Plan 68 4 of 4 Completed or On Schedule OBJECTIVE ACTION/TASK DEPT RESOURCES NEEDED OR BUDGET SOURCE DUE DATE STATUS COMMENTS CITY COUNCIL GOALS FISCAL YEARS 2025/26 & 2026/27 Past Due Behind Schedule Task 1: Identify all financial sustainability options and prepare report and presentation to the City Council CMO/FIN Staff Effort August 2025 Task 2: Schedule Financial Plan Workshop with City Council to present and discuss options, and receive direction from City Council on what options to take CMO/FIN Staff Effort August 2025 Task 3: Hire consultant to prepare financial plan options, if needed CMO/FIN Staff Effort October 2025 Task 1: Hire consultant and complete initial study of Proposition 218 Assessment and Citywide Special Parcel Tax options PRCS Staff Effort/Budget Appropriation July 2025 Task 2: Present study to City Council and determine appropriate measure PRCS Staff Effort December 2025 Task 3: Survey residents to determine feasibility of measure PRCS January 2026 Task 1: Review existing Legislative Platform and recommend changes as needed CMO Staff Effort January 2026 Task 2: Present to AFPS Committee for review CMO Staff Effort February 2026 Task 3: Present to City Council for adoption CMO Staff Effort March 2026 Task 1: Reduce offsite records at Access Storage and bring boxes to City Records Building (former Administrative Building) CMO Staff Effort September 2025 Task 2: Complete targeted scanning project CMO Staff Effort June 2026 Task 3: Establish guidelines for records digitization CMO Staff Effort March 2027 Task 1: Have City Council declare six remaining properties as surplus PRCS Staff Effort September 2025 Task 2: Work with real estate consultant to comply with SLA and work with HCD PRCS Staff Effort December 2025 Task 3: Market properties for sale PRCS Staff Effort February 2026 Task 1: Prepare plans, specifications and estimates PW Staff Effort November 2025 Task 2: Bid project PW Budget Appropriation January 2026 Task 3: Award contract and start pavement rehabiltiation PW Staff Effort March 2026 Moorpark is a hallmark of effective governance, as it prioritizes transparent, equitable, and responsible management of the city’s resources and services. With an innovative, diverse, and sustainable workforce, the city ensures that its policies and practices reflect the needs and values of its residents and businesses. 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 city. GOAL 3: Excellent City Governance 3.1 Identify Options for Long-Term Financial Sustainability 3.3 Update the City's Legislative Platform 3.4 Implement Records Management Plan 3.5 Dispose of Remaining City Properties Under Surplus Land Act Process 3.6 Implement Pavement Management Plan 3.2 Parks and Recreation Maintenance Improvement District Revenue Enhancement Measures 69