HomeMy WebLinkAboutRES CC 2009 2821 2009 0603RESOLUTION NO. 2009 -2821
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MOORPARK, CALIFORNIA, ADOPTING THE PARK
MASTER PLAN OF SAID CITY AND SUPERSEDING THE
SEPTEMBER 1986 PARK MASTER PLAN
WHEREAS, a draft Park Master Plan has been prepared for the City of
Moorpark, hereby designated as Exhibit A, and is incorporated herein by reference; and
WHEREAS, the Park Master Plan is intended to serve as a statement of general
policy of City park guidelines and standards for location, size, and amenities; and
WHEREAS, the City Council previously adopted a Park Master Plan by record of
minutes action approval on September 15, 1986, which Plan would be superseded by
the adoption of this resolution; and
WHEREAS, the Parks and Recreation Commission considered the draft Park
Master Plan at its meeting on April 7, 2008, and recommended adoption; and
WHEREAS, at its meeting on May 6, 2009, the City Council considered the Park
Master Plan findings and recommendations.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MOORPARK,
DOES RESOLVE AS FOLLOWS:
SECTION 1. The City Council of the City of Moorpark hereby adopts the Park
Master Plan (Exhibit A, herein above referred to), as an officially adopted document,
serving as a general statement of park guidelines and policy.
SECTION 2. This resolution shall take effect immediately.
SECTION 3. The City Clerk shall certify to the adoption of the resolution and
shall cause a certified resolution to be filed in the book of original resolutions.
PASSED AND ADOPTED this 3rd day of June, 2009.
ATTEST:
Maureen Benson, Assistant City Clerk
Attachment: Exhibit A, Park Master Plan
an' a S. Parvin, Mayor
Resolution No. 2009 -2821
EXHIBIT A
Resolution No. 2009 -2821
Page 3
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 Blois, 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:
Moore lacofano Goltsman Inc.
801 North Harbor Blvd.
Fullerton, California 92832
(714) 871 -3638
www.miacom.com
Jim Pickel
Maxine Surks
Jerry Draggoo
Moorpark Parks and Recreation Master Plan
Resolution No. 2009 -2821
Page 4
TABLE OF CONTENTS PAGE #
TABLE OF CONTENTS
ACKNOWLEDGMENTS
EXECUTIVE SUMMARY
Introduction............................................................................. ............................... ES -1
Highlights of 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
Moorpark Parks and Recreation Master Plan Page -i
IMENOWL
Resolution No. 2009 -2821
Page 5
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
Resolution No. 2009 -2821
Page 6
Executive Summary
r�.
Resolution No. 2009 -2821
Page 7
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.
Moorpark Parks and Recreation Master Plan Page ES -1
Resolution No. 2009 -2821
Page 8
"...the Ci is primarily
a young, family-oriented
community with some
discretionary income;
increasing in population,
especially in family
residential; and has an
above average educated
population."
EXECUTIVE SUMMARY
Chapter 1 - 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. Alon g 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
on health and growth of the City of Moorpark. "
Chapter 2 - Existing Parks and Recreation
Facilities
Understanding the existing conditions in the community is an
essential step in the Master Plan process. Chapter 2 includes an
inventory of the City's recreation facilities, mentioning other
recreation facilities open to the public, as well as a discussion of
public schools and private recreation facilities used by sports
groups.
This chapter gives standards and defines the characteristics of
community parks, neighborhood parks, regional parks, natural
open space and special use areas. An analysis of City park and
recreation facilities is included along with photographs of each
site.
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 F
Resolution No. 2009 -2821
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EXECUTIVE SUMMARY
Chapter 3 - Demand and Needs Analysis
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.
Moorpark Parks and Recreation Master Plan Page ES -3
Resolution No. 2009 -2821
Page 10
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
Park Acreage
2007/08 2025
Population
36,919
46,000
Park Acres Current
152.5
Park Acres Required*
185
230
Deficit
(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
Page ES -4 Moorpark Parks and Recreation Master Plan
Resolution No. 2009 -2821
Page 11
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 Chapter 4, Poligy 10)
• 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 - Development and Operating
Guidelines and Policies
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.
Moorpark Parks and Recreation Master Plan Page ES -5
Resolution No. 2009 -2821
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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
Resolution No. 2009 -2821
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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.
Moorpark Parks and Recreation Master Plan Page ES -7
Resolution No. 2009 -2821
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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
Resolution No. 2009 -2821
Page 15
EXECUTIVE SUMMARY
Table 6.1 below summarizes capital and non - capital projects
recommended in the plan.
PROPOSED CAPITAL AND NON - CAPITAL PROJECTS — Table 6
Priority
Project
Revenue
Producing
Funding
.
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 New
4.
Art in Public Places*
No
1 n yr
$400,000
5.
Spray /Splash Parks (2) **
No
2 -5 yrs
$400,000
6.
Develop a 20 -Acre Community Park- C- It
Potential
2 -5 yrs
$10,000,000
7.
Develop a 10 -Acre Neighborhood Park- N -1t
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
TOTAL CAPITAL
PROJECTS (Rounded
up)
$25,000,000
11.
Aquatics Center Feasibility Study
No
Special
1 -2 yrs
Facilities Project
$50,000
12.
Aquatics Center
Yes
10 yrs
$14,050,000
*3 agencies
*Dividing the cost into thirds by partnering with two other
$5,000,000
agencies would result in a cost to the City of:
'
TOTAL TO THE CITY
FOR CAPITAL
PROJECTS
$30,000,000
* Taken from the City of Moorpark 2008 -09 Budget
* *Additions to existing facilities
t See Figure 4.1 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
Resolution No. 2009 -2821
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EXECUTIVE SUMMARY
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Page ES -10 Moorpark Parks and Recreation Master Plan
Resolution No. 2009-2821
Page 17
... 61-
0
Chapter 1 1 Introduction
U
:1
i
Resolution No. 2009 -2821
Page 18
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, MIG 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.
Moorpark Parks and Recreation Master Plan Page 1 -1
Resolution No. 2009 -2821
Page 19
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.
PilimoreLTC E IP u
V1 ft19P` Firs.
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
j
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ar
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-
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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
Resolution No. 2009 -2821
Page 20
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
2000 � 2005 2025
1950 1960 1970 1 1980 1990
Population 1,146 2,902 3,380 7,798 25,494 31 415 35,908 46,000
Percentage of Growth 153% 16.5% ` 130.7% 227% 23.2% 14.3% 28.1%
*Approximation based on new housing units at build -out and occupancy of 3.55 per household.
Moorpark Parks and Recreation Master Plan Page 1 -3
Resolution No. 2009 -2821
Page 21
CHAPTER 1 Introduction
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% - - -
20%
m 15% 4 Iid�
a
� ■City of Moorpark
u
10% ■ Ventura County
`m
a
5%
0%
000 000 090 090 090 090 090 090 090 F��O
��" rya' �^' , X0.9' �'1 - X00, " X09 of
yr o00 000 000 000 000 000 00 00 00.
05 ,gyp. �h, h• •<,, O• •,�. O O �`l,
Moorpark is considered an affluent community with over 50% of
the adult households having an annual income of over $75,000
per year.
Page 1 -4 Moorpark Parks and Recreation Master Plan M r
Population by Age
NA
50%
-
45%
-
1
40%
35%
�
p City of Moorpark
2 5%
25%
■ Ventura County
20%
15%
10%
5%
0%
Children 0 -19 Young Working Seniors 55+
years Adults 20 to Adults 20 -54
24 years years
Household Income 1999
25% - - -
20%
m 15% 4 Iid�
a
� ■City of Moorpark
u
10% ■ Ventura County
`m
a
5%
0%
000 000 090 090 090 090 090 090 090 F��O
��" rya' �^' , X0.9' �'1 - X00, " X09 of
yr o00 000 000 000 000 000 00 00 00.
05 ,gyp. �h, h• •<,, O• •,�. O O �`l,
Moorpark is considered an affluent community with over 50% of
the adult households having an annual income of over $75,000
per year.
Page 1 -4 Moorpark Parks and Recreation Master Plan M r
Resolution No. 2009 -2821
Page 22
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
MIG 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 PLAN
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
Resolution No. 2009 -2821
Page 23
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
Resolution No. 2009 -2821
Page 24
0
;ilities, Programs and Resources
Resolution No. 2009 -2821
Page 25
CHAPTER 2 Existing Parks, Facilities,
Programs & Resources
2.0 - EXISTING PARKS, FACILITIES,
PROGRAMS AND RESOURCES
2.1 - INTRODUCTION
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)
2.2 PARK LAND DEFINITIONS
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.
Moorpark Parks and Recreation Master Plan Page 2 -1
Resolution No. 2009 -2821
Page 26
CHAPTER 2 Existinc1Parks, 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
1 _ _ _ _ _ m _ _ _ _ 0 ®_ o _ _ _ _ EXISTING PARKS,
SCHOOLS AND
_ F, x s °1 COMMUNITY FACILITIES
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Figure 2.1
7
Chaparral Middle School
8 Mesa Verde Middle School March 2009
9] Moorpark High School
O' 1,000 20001 4,000 ffq High School at Moorpark College
SCALE: 1" = 2000' reoole uLOruw earswn. PlC
11 Moorpark College
Resolution No. 2009 -2821
Page 28
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 PARK & 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
identifying 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 Shoving Senice Areas
Moorpark Parks and Recreation Master Plan Page 2 -3
Resolution No. 2009 -2821
Page 29
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 matrix showing amenities
in each of the parks in the City.
MOORPARK INVENTORY OF CITY PARK RECREATION FACILITIES — Table 2.1
Mammoth Highlands is planned for development in 2008 -2009
Page 2 -4 Moorpark Parks and Recreation Master Plan
MulPurpose Field
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:
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Mammoth Highlands is planned for development in 2008 -2009
Page 2 -4 Moorpark Parks and Recreation Master Plan
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EXISTING PARKS
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NEIGHBORHOOD
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NEIGHBORHOOD ARE INDICATED BY 112-MILE
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COMMUNITY PARKS ARE INDICATED BY 2.5 -MILE RADIUS
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Resolution No. 2009 -2821
Page 31
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
Resolution No. 2009 -2821
Page 32
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
Resolution No. 2009 -2821
Page 33
CHAPTER 2 Existing Parks, Facilities,
Programs & Resources
Campus Canyon Park
Size: 6 Acres
Address: 6970 Campus Canyon Dr.
Classification:
Status:
Existing Facilities:
Conditions:
Planned Improvements:
Neighborhood Park
Developed
Softball, soccer, basketball, tot lot,
picnic shelter, restroom
Fairly well - maintained
Moorpark Parks and Recreation Master Plan Page 2 -7
Resolution No. 2009 -2821
Page 34
CHAPTER 2 Existing Parks, Facilities,
Programs & Resources
College View Park
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
Resolution No. 2009 -2821
Page 35
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
Moorpark Parks and Recreation Master Plan Page 2 -9
Resolution No. 2009 -2821
Page 36
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
Resolution No. 2009 -2821
Page 37
CHAPTER 2 Existing Parks, Facilities,
Proarams & 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
Moorpark Parks and Recreation Master Plan Page 2-11
Resolution No. 2009 -2821
Page 38
CHAPTER 2 Existing Parks, Facilities,
Programs & Resources
Magnolia Park
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 Im
Resolution No. 2009 -2821
Page 39
CHAPTER 2 Existing Parks, Facilities,
Programs & Resources
Mammoth Highlands Park
Size:
7 Acres
Address:
Classification:
Status:
Existing Facilities:
Conditions:
Planned Improvements:
Neighborhood Park
Approved for development
Planned for 2008 -09
Soon to be built
New restroom, new ADA playground
surfacing, new play equipment, lighted
basketball court and lighted tennis
court, multipurpose field, 30 parking
spaces
Moorpark Parks and Recreation Master Plan Page 2 -13
Resolution No. 2009 -2821
Page 40
CHAPTER 2 Existing 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
Resolution No. 2009 -2821
Page 41
CHAPTER 2 Existing Parks, Facilities,
Programs & Resources
Monte Vista Nature Park
Size
Address
Classification
Status
Existing Facilities
Conditions
Planned Improvements
5 Acres
4201 Spring Rd.
Nature Trails
Largely natural
1 1 parking spaces, trails
Minimally landscaped
No improvements planned at this
time
Moorpark Parks and Recreation Master Plan Page 2 -15
Resolution No. 2009 -2821
Page 42
CHAPTER 2 Existinq 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 0 30
Resolution No. 2009 -2821
Page 43
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
Moorpark Parks and Recreation Master Plan Page 2 -17
Resolution No. 2009 -2821
Page 44
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 EFIR
Resolution No. 2009 -2821
Page 45
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
Moorpark Parks and Recreation Master Plan Page 2 -19
Resolution No. 2009 -2821
Page 46
CHAPTER 2 Existing Parks, Faciliti
Programs & Resources
Villa Campesina Park
Size:
Address:
Classification:
Status:
Existing Facilities:
Conditions:
Planned Improvements:
1.5 Acres
4704 Leta Yancy Road
Mini Park
Developed
9 parking spaces, tot lot, basketball
half -court
Fair
No improvements planned at this
time
Page 2 -20 Moorpark Parks and Recreation Master Plant
Resolution No. 2009 -2821
Page 47
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
Moorpark Parks and Recreation Master Plan Page 2 -21
Resolution No. 2009 -2821
Page 48
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 Parry 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`h 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
Ah� �
Resolution No. 2009 -2821
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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.
Moorpark Parks and Recreation Master Plan Page 2 -23
Resolution No. 2009 -2821
Page 50
CHAPTER 2 Existinq 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 12ei
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, Scbools, 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 MUSD schools for field use and practice.
Page 2 -24 Moorpark Parks and Recreation Master Plan
Resolution No. 2009 -2821
Page 51
CHAPTER 2 Existing Parks, Facilities,
Programs & Resources
MUSD Schools In Moorpark -Table 2.2
..
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 Relada Rd
The High School at Moorpark College
1 1 -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.
Moorpark Parks and Recreation Master Plan Page 2 -25
Resolution No. 2009 -2821
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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
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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 PRCS, 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 He 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
• Preschool and child development activities
• 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
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Demand and Needs Analysis
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HAPTER 3 Demand and Needs Analvsis
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
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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
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CHAPTER 3 Demand and Needs Analvsis
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%
Y JF ro 070
Children 0 -19
■ Young Adults 20 -24
❑ Working Adults 25 -54
F] 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
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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
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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.
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HAPTER 3 Demand and Needs Analvsis
• 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
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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
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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 Appendix 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.
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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 FACILITY 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.
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CHAPTER 3 Demand 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
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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
• 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.
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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
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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
Facility Type*
Outdoor Amphitheater /Stage
Currently
Available
0
•. -0 000
Population
1 /50,000 =_1
Surplus
-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
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
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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 streetscapes 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
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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*
Sport
Jr Football
8
Players
150
1
1
AYSO Soccer
156
1342
8
13
Little League
50
550
4
4
Club Soccer
11
163
1
1
Adult Softball
1 56
1 120
4
4
Girls Softball
1 20
252
2
2
*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
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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
Resolution No. 2009 -2821
Page 72
Chapter 4 1 Development and Operating Guidelines and Policies
i
.S'.
J�
Resolution No. 2009 -2821
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CHAPTER 4 Development and Operating
Guidelines and Policies
4.0 - DEVELOPMENT AND OPERATING
GUIDELINES AND POLICIES
4.1 INTRODUCTION
4.2 SCOPE AND PURPOSE
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.
Moorpark Parks and Recreation Master Plan Page 4 -1
Resolution No. 2009 -2821
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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
Resolution No. 2009 -2821
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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.
Moorpark Parks and Recreation Master Plan Page 4 -3
Resolution No. 2009 -2821
Page 76
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 thanl0 net acres in size,
unless there are substantial reasons for accepting less.
Service Area: V2 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
and Policies
Guidelines
Base Level
Park Type Min. to Max.
Park Development Guidelines
Minimum Base
for Community
Support Facilities
Parks - Table 4 -1
Optional Facilities
Size
Community 10 -40 acres
Recreation
Tot Lot /Playground 1
Public Restrooms
Lighted Baseball Fields (practice and
Informal /Open Space 1
Trash Receptacles
game) a
Open Picnic Tables 12
Maintenance Bldg.
Lighted Softball Fields (practice and
Picnic Shelters 2 4
Concession Building
game) s
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)'
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.
2 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 thanl0 net acres in size,
unless there are substantial reasons for accepting less.
Service Area: V2 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
Resolution No. 2009 -2821
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CHAPTER 4 Development and Operating
Guidelines and Policies
base level of development, as identified in Table 4 -2 Base
Level Park Development Guidelines forNeigbborbood 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
Resolution No. 2009 -2821
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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
Support
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
Softbal12
Paved /walkways 1
Baseba112
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
Resolution No. 2009 -2821
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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
protects.
• 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
Resolution No. 2009 -2821
Page 80
HAPTER 4 Development and Ooeratin
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
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Resolution No. 2009 -2821
Page 82
4.5 PARK ACQUISITION
CHAPTER 4 Development and Operating
Guidelines and Policies
• 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.
• 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.
• 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
Moorpark Parks and Recreation Master Plan Page 4 -9
Resolution No. 2009 -2821
Page 83
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 park 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
Resolution No. 2009 -2821
Page 84
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
Resolution No. 2009 -2821
Page 85
CHAPTER 4 Development and Operating
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
Resolution No. 2009 -2821
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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.
f) 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.
1. 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
Resolution No. 2009 -2821
Page 87
CHAPTER 4 Development and Operating
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.
f) 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
Resolution No. 2009 -2821
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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
Resolution No. 2009 -2821
Page 89
CHAPTER 4 Development and Operating
Guidelines and Policies
e) Streetscapes
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 70: 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.
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Guidelines and Policies
SPECIAL PURPOSE PARK PROGRAMMING POLICIES
Policy 17: 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
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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
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CHAPTER 4 Development and Operating
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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 ways to reduce
water and electrical consumption and conserve natural
resources and continue to reduce or eliminate the use of
pesticides.
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5.0 IMPLEMENTATION
RECOMMENDATIONS
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
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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.
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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 arse.
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
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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,
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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.
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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 PROGRAMS,
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
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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.
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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
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HAPTER 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
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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
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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.
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CHAPTER 5 Implementation Recommendations
5.5 FUNDING AND FINANCE
RECOMMENDATIONS
RECOMMENDATION 5.11: 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 include the League of California Cities
to assist with development of new facilities or programs.
RECOMMENDATION 5.12: 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
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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 5.73: 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.
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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.
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a
I I ME
Chapter 6 1 Funding and Financial Analysis
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6.0 - 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 Non - 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
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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.
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• 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
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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
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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.
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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
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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
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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
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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.
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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 their 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.
COMMUNITY 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 Master Plan. In addition, a Parks and Recreation
Community Foundation can also provide the following:
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• 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
• An organization that can put on fundraising campaigns and
recruit a large volunteer base to implement the campaigns
• 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:
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• Measure performance
• 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.
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ASSET MANAGEMENT
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
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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
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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.
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
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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 6.9
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
Pro*ect
I
Revenue
• ..
Funding
Funds
- -. -.
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
New Developments
4.
Art in Public Places*
No
1 n yr
$400,000
5.
Spray /Splash Parks (2) **
No
2 -5 yrs
$400,000
6.
Develop a 20 -Acre Community Park- C -1 It
Potential
2 -5 yrs
$10,000,000
7.
Develop a 10 -Acre Neighborhood Park- N -1t
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
TOTAL
••• (Rounded
S25,000,000
1.
Aquatics Center Feasibility Study
No
Facilities Special
1 -2 yrs
Pro*lect
$50,000
12.
Aquatics Center
Yes
10 yrs
$14,050,000
*3 agencies
*Dividing the cost into thirds by partnering with two other
$5,000,000
agencies would result in a cost to the City of:
TOTAL TO THE CITY
FOR CAPITAL
PROJECTS
$30,000,000
* Taken from the City of Moorpark 2008 -09 Budget
* *Additions to existing facilities
t See Figure 4.1 for locations of proposed parks
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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
• 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.
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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.
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11
Appendices I Appendix A - Glossary
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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.
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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
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Resolution No. 2009 -2821
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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 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
I', Moorpark Parks and Recreation Master Plan A -3
Resolution No. 2009 -2821
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SSARY
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.
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Resolution No. 2009 -2821
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Appendices I Appendix B — Sports Organization Questionnaire
City of Moorpark - Parks and Recreation Master Plan
Sports Organization Questionnaire
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MOORPARK RECREATION AND PARKS NEEDS ANALYSIS
Instructions For Completing Sports Organization Survey
The survey is divided into two parts.
Part 1 asks for general information regarding the overall organization or league. Only one response for Part 1 is
requested from each organization.
or level within the
Please return all completed questionnaires to:
If you have any questions or need help filling out this form, please call
Date:
Name of Leo ue or Sports Organization:
Contact Person: t Phone # E -mail
Address:
Which Months of Year is MAIN Season Played: I
Pre- Season I
Re ular Season
Current # of Teams (Indicate Year of Season)
Total Current # of Players
Approximate % of players
living in Moorpark:
LEAGUE DIVISIONS
# PLAYERS
AGE RANGE OF PLAYERS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Does this league play games as traveling teams
outside Moorpark?
a. If Yes, Where do they play?
❑Yes ❑No
b. What % of games are outside Moorpark?
Does your s rts organization/league participate in tournaments? ❑Yes ❑No
If s number per year: We conduct Conducted by Others
Where do you play the tournaments you conduct?
Do you conduct any of these tournaments to raise funds? ❑Yes
❑No
If Yes, # per Year:
M I G
City of Moorpark — Parks and Recreation Master Plan
Sports Organization Questionnaire
How would you rate the maintenance of the sports facilities your organization uses in Moorpark?
❑Excelleni ❑Good ❑Fair ❑Poor
If Fair or Poor, why?
How would rate the fees you pay for use of the fields?
❑Very High ❑Somewhat High ❑About Right ❑Somewhat Low ❑Very Low
Describe the current situation for your organization regarding scheduling and coordination of field use. Indicate
who is responsible for scheduling and if procedures are satisfactory.
What other comments do you have concerning field usage?
What is the total PROJECTED # of players in Total PROJECTED # of teams in organization /league
organization /league next season Istate year)?
What % of increase ( +) / decrease ( -) do you expect in league enrollment in the next 5 years?
2006 2007 _2008 _2009 2010
What type of facility or facilities (size /amenities) does your organization currently have the greatest need for?
What amenities do you require (i.e. lights, seating /bleachers, team benches, storage, concessions, restrooms,
backstops surface materials fencing parking, etc.)?
What type of facilities do you expect the organization to have the greatest need for in the future?
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City of Moorpark - Parks and Recreation Master Plan
Sports Organization Questionnaire
INDIVIDUAL DIVISION INFORMATION SHEETS (Part 2)
IMPORTANT: PLEASE COMPLETE ONE INDIVIDUAL DIVISION INFORMATION SHEET (Part 2) FOR EACH DIVISION IN
YOUR SPORTS ORGANIZATION. IF YOUR ORGANIZATION ONLY HAS ONE DIVISION, COMPLETE THE DIVISION
INFORMATION SHEET FOR THE ENTIRE ORGANIZATION.
Name of Or onization:
1 Date
Division:
Total # of Teams in Division Total # Players
Average # of Players per Team
I Total Number of Games Played per Year
GAMES Length of Time Per Game Slot
Where are games CURRENTLY played? (Please indicate # of fields used at each location and IF those fields have
What days and times are games played?
On Weekdays: List each field used b da of week and # Games r Day/Evening, per field.
Monday I Tuesday Wednesday Thursday Friday
On Weekends: List each field used and # Games Played per Day, per Field.
Saturday Sunda
PRACTICES Len th of Time Per Practice Slot
# of Practices/Week Pre - Season # of Practices/Week (Regular Season
Where are Practices Held? (Please indicate # of fields used at each location and IF those fields have lights)
What Days and Hours are Practices Held?
City of Moorpark - Parks and Recreation Master Plan
Sports Organization Questionnaire
Date
Contact Name
Organization
Address
City
Dear
As part of the preparation of a Comprehensive Parks and Recreation Master Plan for
the City of Moorpark, you are being asked to complete the attached Sports
Organization Survey. This will provide input to the Parks and Recreation Needs
Analysis. Please complete this survey in detail; it is important to accurately show your
organization's current field usage.
The Recreation and Parks Needs Analysis is used as a basis for preparing a long
term Master Plan to include programs for upgrading, expanding and possible
renovation of existing parks and recreational facilities (including ball fields) within the
City. The Master Plan will also establish guidelines and standards for the orderly
development of future parks and recreation facilities in Moorpark. It will be a policy
document to provide guidance to the City in developing and implementing
comprehensive recreation programs that meet the needs of all residents within the
City of Moorpark as well as provide parks and recreation facilities that are
aesthetically pleasing and functional, and result in a safe and healthy environment
for everyone.
Please fill out Part 1 regarding the overall organization of your league. You will
need to fill out the Part 2 questionnaire for each and every division you offer within
your organization. If you have seven age divisions, you'll turn in seven Part 2
questionnaires. All completed questionnaires should be either mailed or faxed to
me. Your prompt response is greatly appreciated.
Sincerely,
Mary Lindley
Director, Parks, Recreation and Community Services
Thank you for your help and cooperation.
MR-48 MRIJIM
Resolution No. 2009 -2821
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. W 01-
radices I Appendix C — Community Questionnaire
H-Ad
City of
Moorpark
Do you live in the City of Moorpark? ❑ Yes ❑ No
Organized 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?
P� kss_; 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
Resolution No. 2009 -2821
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Recreation
Needs
List three of your family's favorite recreational activities
1.
2.
3.
Open Space/ How often do you use the City trails?
Trails x /month or x /year
Do you know where City trails are located?
Iintenance How well are park facilities maintained?
❑ Very Well ❑ Good ❑ Fair
❑ Yes ❑ No
❑ Poor
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
Resolution No. 2009 -2821
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Appendices I Appendix D — PowerPoint Presentation to Parks &
Recreation Commission
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Resolution No. 2009 -2821
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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.
Resolution No. 2009 -2821
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Key Issues - Moorpark
■ Reaching Maximum Growth
■ Future Park Sites
■ Limited Staff L
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Resolution No. 2009 -2821
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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
"Whe", Where do Howdo
are we want We get
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• Community Analysis Recreation Survey Recommendations &
• Park Inventory & Analysis Needs Assessment Policies
• Park Operations Goals &Objectives
• Implementation Strategy
• Review Action Plan
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Resolution No. 2009 -2821
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Regulatory Review
■ Ordinance, Regulation, Policy
Review
• Best Management Practices
• Sustainability
• Dedication /In Lieu
Ordinance Review
■ Summary Report
QQ&e&,
Approach - Operations /Maintenance
Maintenance and
performance standards
■ Budget goals
■ Maintenance
approaches
■ Future maintenance
requirements
Resolution No. 2009 -2821
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Community Outreach — Why is it
Imbortant?
• Identify needs and issues
• Build community support
• Create participation
• Provide information
• Educate
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Resolution No. 2009-2821
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Sports Organization Survey
Stakeholder Outreach
■ City Council
■ Commissioners
■ Stakeholder Groups
■ Focus Groups
■ Identify issues, needs,
opportunities
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Resolution No. 2009-2821
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Assessing Need
• How much is enough?
• Methodologies to translate
resident priorities
■ Quantifying need
■ Identifying policy
decisions
At
Assessing Need
U3 AM
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Resolution No. 2009 -2821
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Development of the Moorpark Parks an(
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.
• Analyze the perceived demand and the
actual need for park and recreation
facilities and programs.
1 Needs Assessment
Phase 2 - Planning
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.
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Resolution No. 2009 -2821
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Overall Financing Plan
• Financing Operations
• New revenue sources _I S I
• 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
•
•
0
Identify all project costs recommended in
the Plan
Prioritize projects
Identify potential funding sources
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Resolution No. 2009 -2821
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Short Term 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
Plan, and Funding /Financing
Alternatives Study.
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Resolution No. 2009 -2821
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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
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Resolution No. 2009 -2821
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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.
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Resolution No. 2009 -2821
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Appendices I Appendix E — Stakeholder Interview
Questions and Responses
Resolution No. 2009 -2821
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MOORE IACOFANO GOIT$MAN. 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 Boulevard* Fullerton, California 92832 .714.871.3638•www.migcom.com
Resolution No. 2009 -2821
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MOORE IACOFANO GOIT$MAN. 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?
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?
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 Boulevard* Fullerton, California 92832 e714.871.3638•www.migcom.com
Resolution No. 2009 -2821
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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.
Resolution No. 2009 -2821
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■ 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. `2 "d' 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
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Resolution No. 2009 -2821
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• 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
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Resolution No. 2009 -2821
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■ 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 -8`h 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.
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■ 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.
Resolution No. 2009 -2821
Page 162
■ 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.
Resolution No. 2009 -2821
Page 163
• 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
Resolution No. 2009 -2821
Page 164
■ 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 funding.
■ 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.
Resolution No. 2009 -2821
Page 165
STATE OF CALIFORNIA )
COUNTY OF VENTURA ) ss.
CITY OF MOORPARK )
I, Maureen Benson, Assistant City Clerk of the City of Moorpark, California, do
hereby certify under penalty of perjury that the foregoing Resolution No. 2009 -2821 was
adopted by the City Council of the City of Moorpark at a regular meeting held on the 3rd
day of June, 2009, and that the same was adopted by the following vote:
AYES: Councilmembers Mikos, Millhouse, Pollock, Van Dam, and
Mayor Parvin
NOES: None
ABSENT: None
ABSTAIN: None
WITNESS my hand and the official seal of said City this 29th day of September, 2009.
Maureen Benson, Assistant City Clerk
(seal)