HomeMy WebLinkAboutAGENDA REPORT 1995 1004 CC REG ITEM 11B�3�f•3b
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ITEM
Moorpark Police Department
AGENDA REPORT
TO: The Honorable Cit y Council
FROM: Marty Rouse, Lieutenant
Donald P. Reynolds Jr., Administrative Services] g ei�'
DATE: September 28, 1995
SUBJECT: Proposed Relocation Of The Resource Center
SUNIlVIARY
The following report will describe the necessity for a larger Police Resource Center, the cost to
create the Center, the cost of moving the services, and the differences in annual operational costs
between the current location and proposed locations. The background of the report will
summarize the original intent of the Council. Attachment "A" provides a detailed history and a
one year status of the function of the Center and the increased contribution made by volunteers.
BACKGROUND
On June 15, 1994, the Council considered various uses for the property at 18 High Street. In
stars report, the concept of providing a Police Resource Center was presented. Staff presented
ten advantages of having a Police Resource Center at 18 High Street, and these are presented in
Attachment "B."
Current Facility and Costs
The Resource Center has occupied 180 square feet of space at the Moorpark Redevelopment
Agency ( "MRA ") property located at 18 High Street since October 1, 1994, and the balance of
1,320 square feet is occupied by Charles Abbott and Associates providing City Building and
Safety and Engineering services. Charles Abbott and Associates invested $44,442.30 to improve
the building, of which $4,098.57 is related to the cost of providing permanent walls, a flag pole
and a sign for the Resource Center. The MRA paid an additional $5,979.99 for landscaping
costs. Charles Abbott and Associates is paying rent to the MRA via a rental credit arrangement
for one dollar per square foot, of all 1,500 square feet for 29.6 months. The credit arrangement
includes the donation of $180 per month for 180 sf at $1 per sf by Charles Abbott and Associates
of the space occupied by the Resource Center.
Direct expenses to the Police Center Trust Account for Resource Center furniture, operations and
other amenities total $6,061.54. The $4,098.57 cost to make improvements to accommodate the
Resource Center referred to above are considered to be general improvements to Redevelopment
Agency property, in much the same way as the landscaping costs.
The current operational expenses of the Center are estimated to be $2,194 during 1995/96, which
have been detailed in Attachment "C," page 1. Many of these costs are currently being paid as
part of the City's general overhead account and are therefore not detailed as support for the
Center in the Budget. The current cost of utilities, janitorial services, supplies, copying and
security monitoring services at the Center are being paid by Charles Abbott and Associates.
DISCUSSION
NecessitX, or the Proposed Relocation
When the office was vacant, it was difficult to determine if sufficient space was allowed for the
Resource Center operations. Originally, the office was intended to be staffed by a cadet for 20
hours per week who would do data entry when not occupied by Center customers. The City was
going to place chairs and a table in the lobby for waiting customers, but after installing the
modular furniture, the accessibility to the office for persons which are physically challenged would
not allow enough room for seating. In Lieutenant Rouse's six month status report to the Council
dated May 15, 1995, additional problems with the limited space were described.
Limited work space greatly hinders daily operations by both volunteers and officers. Initially, the
Center was staffed with two volunteers at a time. The 180 square feet of office space does not
provide sufficient room for visitors and deputies along with the scheduled staff. As a result, the
volunteer labor has been reduced to one per shift. It is preferable to have two volunteers on -duty
together, not only for training, but also for security purposes. Most of the volunteers are female
some are elderly, and one is physically challenged requiring wheelchair access.
After reducing volunteers to one per shift, visitors, (along with their children), are often asked to
wait outside facing Moorpark Avenue because the lobby is too small. This is an inconvenience
for visitors.
One objective when the Center opened was to provide a quiet and secure area for deputies to
complete reports. During normal business hours deputies have been hesitant to use the Center
mainly because of the lack of space and constant interruptions. Use of the conference room is
available to the officers, but only when not being used by Charles Abbott and Associates.
Because the conference room is also the employee lounge, the space is frequently occupied during
lunches and breaks. In addition to unpredictable use of the conference room, it is also most
difficult to have privacy for telephone interviews related to crime investigations since Resource
Center phones are only available to the officers in the work space provided.
OA
Potential Relocation Sites
On June 28, 1995, Councilmember Hunter sent the letter copied in Attachment "D" to the Carlson
Company which manages the Town Center requesting to learn their interest in having the
Resource Center moved to their facility. Page three of Attachment "D" is a response from Area
Manager Shirlee Bradley, which expresses an interest in leasing a 1,200 square foot space to the
City for the Resource Center waiving the rental fee, but asking for $300 month to support
landscaping costs. Since this date, it is staffs understanding that Councilmember Hunter and Ms.
Bradley have also agreed to waive the landscaping fee in exchange for a 90 day lease agreement.
The agreement is not available at this time for review, but it is staffs understanding that the City
would receive 90 day notice to relocate, and that the Carlson Company would assist when
relocation is necessary. The vacant space has been available for four years, and had been modified
to meet the needs of a doctor. A new commercial tenant would need to have a similar office lay-
out, or expect to incur substantial tenant improvements.
Staff and Councilmember Hunter have met on several occasions to discuss the ability of the
vacant space to serve the needs of the Resource Center. The lobby area is larger than the entire
area currently available at 18 High Street. The counter door and window which served a
receptionist area are excellent for receiving customers. The offices used for medical examinations
would make ideal private work spaces and meeting rooms for officers, volunteers and equipment
storage.
At the September 6, 1995, Council meeting, staff was asked to explore other options for moving
the Center. Staff surveyed the existing vacant property owned by the Redevelopment Agency and
determined that of the two vacant buildings, an expense of between $110,000 and $175,000
would be required to bring the buildings up to current commercial and accessibility codes. Staff
then surveyed the two vacant offices on High Street, and one at 631 Moorpark Avenue. None of
the three locations could offer a rent free arrangement. The costs of these locations range from
$700 per month for 800 square feet to $2,000 per month for 2,000 square feet of space. One
landlord offered to lower the rent by $200 per month.
In lieu of spending funds to rehabilitate the house at 661 High Street to meet commercial
standards, a second option would be to place a modular building on vacant Redevelopment
Agency property located on High Street. This option was not explored in detail, but staff
estimates the cost of the modular unit with office furnishings, would be $100,000.
It is assumed -that similar relocation options would be available to Charles Abbott and Associates
if they were asked to explore this concept in order to keep the Resource Center at 18 High Street.
The original Poindexter location was too small for their current operations. The Town Center
was not open to a rent free agreement if extended to Charles Abbott and Associates rather than
the Resource Center.
3
The Town Center manager has informed one tenant that they are willing to offer the space to the
Police Resource Center because they can save money by not hiring security patrols. The manager
of the center has not been available to confirm their intentions regarding this matter.
Asking Charles Abbott to relocate would cost the City the balance of the rental credit due on their
improvements to 18 High Street. Paying $1,500 per month for approximately 29.6 months, 13
months having expired at the end of October, 1995, would leave a balance due from the City of
$24,722.30 of the original $44,422.30 obligation. Relocation cost from the City to Charles
Abbott and Associates to move from 18 High Street have not been discussed.
One can conclude therefore, based on these facts, that if the Resource Center is to stay in the
downtown area with minimal cost, it either has to stay where it is, split its location between the
proposed location and the new location, or move to the Town Center and take advantage of their
offer.
Proposed Costs of MoEin g to the Town Center
Attachment "C" describes for the Council's consideration, both the capital expenses (page 2) and
the proposed operational costs of moving the Resource Center (page 1). The costs required to
move have been estimated at $3,444, and the annual operational costs would increase from
$2,194 to as high as $5,112 per year.
Major expenses related to the establishment of the Resource Center on Moorpark Avenue have
been offered to the Moorpark Police as donations, including furniture and moving existing
equipment from High Street to Moorpark Avenue. Other significant required costs associated
with moving the Center include modifications to the current sign, installing a security system and
the cost of a Sergeant estimated at 10 hours to oversee the move. These costs estimated to be
$2,985 are "required" and do not include carpet, wallpaper, additional phone lines and window
treatment. Adding these "preferred costs" to the move would bring the total to an estimated
$5,296.
On page two of Attachment "C," staff has provided four scenarios beginning with the current
operational costs, and moving to a rough estimate of the operational costs associated with moving
to a location other than the Town Center. If considering a move, the operational costs for
relocating to the Town Center are less expensive than staying at 18 High Street and asking
Charles Abbott to relocate, (using the balance owed to Charles Abbott and Associates as "rent"),
splitting the operation between two locations, and the cost of moving to a different location.
There are possibilities available that can be used to reduce the operational costs. Staff has
received an offer to provide free security monitoring, which is unconfirmed but could reduce the
three "moving" scenarios by $420. Another possible reduction to operational costs may be
provided by offsetting them with donations received at the Resource Center. There is currently a
balance in this fund of $2,800 from finger printing service donations. Other new services may be
In
added at a new location and further reduce the cost of operating the Center.
If the Council considers the creation of a new Resource Center together with keeping the existing
location at High Street, some of the operational costs would be duplicated, and all of the moving
costs described on page one of Attachment "C" would apply. If computers were not required at
both sites, the computer maintenance costs of $444 per year would be the same. If needed at
both sites, it would cause additional capital as well as operations expenses. One can assume that
the $1,000 phone use budget would be split, therefore with no additional costs. In order to keep
both the proposed new location and the existing location open, the moving costs would remain at
a "required" cost of $2,311. The operational costs however, would increase by approximately
$1,250 to operate both sites which is the $2,194 operations estimate minus $500 for phones and
$444 for computers. This estimate does not include any additional computers or printers which
may be needed with certain uses and assumes that only $500 would be spent on phone use at each
site.
Dual Locations Option
Another option may be for the officers to use the High Street facility after the City offices are
closed. This would place police vehicles on High Street in the evenings, but remove them from
the Town Center during the evenings. For the officers to use the High Street location, several
printers would be required for them to print reports, adding to the $1,250 estimate described
above.
Conclusions
If the Council agrees that a move is needed, then relocating to the Town Center is the most cost
effective option. This analysis has clearly shown that asking Charles Abbott to move, splitting
the Resource Center to two locations, or relocating the Center to a different site on High Street
are the most expensive of the available choices.
RECOMMENDATION
That the City Council direct staff as deemed appropriate.
Attachments: A) One Year Status of the Resource Center
B) Original Intent- Excerpt from the 1994 Staff Report
C) Cost Analysis
D) Communications with Town Center landlord
5
ATTACHMENT A
One Year Overview of the Function of the Moorpark Police Resource Center
When the Council initially considered including a Police Resource Center in conjunction with the
relocation of its Building and Safety and Engineering Offices, several members of the public
supported this action. With support from the High Street merchants and near -by residents, the
Center was included in the rehabilitation of the structure at 18 High Street. The primary function
was at that time to make a police presence known on High Street and promote community based
police efforts.
The Moorpark Police Department Resource Center opened October 1, 1994. The Police
Department's focus of the operation was, and still is, to provide community services utilizing
selected volunteers.
Initially, staffing was going to be the responsibility of police cadets, but due to hiring and turnover
problems, the potential of utilizing volunteers was explored. Members of the community who
wished to support both their police department and the Moorpark community responded to
solicitations for assistance and the current volunteer support system was created. One volunteer
was recently retained substituting for the 20 hours of cadet time planned for the Center, and
serves as the team leader.
After six months of operation, the Resource Center employed 2,550 hours of volunteer staffing,
growing to 4,440 hours after 11 months. On average, ten walk -in customers and nine phone
customers are served each day. Resource Center services range from fingerprinting, minor report
writing, information sharing, restraining order information, engraving of property and referrals.
The majority of requests are for fingerprinting followed by incident or complaint reports and
inquiries as to parking and traffic citations. It is anticipated that the number of requests will
increase, especially taking into account the increased publicity generated as the volunteers become
even more active in the community. Resource Center volunteers have assisted in a variety of
activities outside of the Resource Center as well, including; the East County Police Services open
house, citizenship fingerprinting events, assisting Senior Deputy Tumbleson with crime prevention
presentations and other community functions.
The function of the Resource Center is not limited to law enforcement related concerns but to
also provide advice and direction to anyone in need. Resource Center volunteers periodically
contact senior citizens who themselves or other family members have requested a regular contact
by the Police Department. Volunteers attend special events to distribute crime prevention
literature and provide fingerprinting services. Other services range from labeling mailers,
publicizing crime prevention events such as Neighborhood Watch, providing bicycle safety
information at local schools, making follow -up contacts to victims of crimes and providing
translation services for citizens. Additional services being explored are attending HOA meetings
to generate interest in Neighborhood Watch, providing necessary documentation for restraining
orders, notary services and passport services. Most importantly, the Resource Center is a form of
outreach for the police department to the residents and visitors to our city.
Money collected from fingerprinting has been deposited in the police resource center trust
account. These funds are designated to assist volunteers towards the purchase of their uniform
shirts and for other Police Department and Resource Center purchases. A portion of these funds
is designated for a yearly recognition event for those volunteers who have remained active in the
operation during the year. The City of Thousand Oaks will be opening their first Resource Center
this month which may reduce the fingerprinting revenue in the near future. The account has a
current balance of approximately $2,800.
2
Attachment B
ORIGINAL COUNCIL INTENT
EXCERPT FROM THE 6/1/94 Council Re ort
area). At the same rate ($1.15 per square oo CAA would be
paying $1,725 a month, less $138 for the area utilized by the
Sheriff's Department for a total of $1,587.
Staff's opinion is that the existing rent that CAA is paying at the
Poindexter facility, that being $1.15 per square foot, would be a
reasonable rent for the 18 High Street facility.
Further, staff suggests that if the Agency is to consider the
proposal by CAA, that during the contract negotiation process, that
additional bids be solicited by CAA in an attempt to lower the
costs for the improvements that are listed above, thus providing a
savings to the Agency.
As stated above, Councilmember Patrick Hunter suggested that this
facility be occupied jointly by CAA and the Sheriff's Department as
a storefront police office. The main office for the contractual
Sheriff's Service would remain at the East Valley Sheriff's
Station.
The primary reasons for his proposal are: 1) it is a generally
accepted concept in law enforcement that maintaining a high police
visibility is the greatest deterrent to crime and violence and; 2)
there is no reason to believe that this will not be true for the
immediate area and the entire community of Moorpark, if 18 High
Street were to be utilized for a storefront police facility. The
potential advantages of the Sheriff's Department being located at
this site are as follows:
1. The facility will afford a higher level of citizen
✓ involvement in furtherance of the community based
policing concept, especially for the High Street and
surrounding areas (for both commercial and residential
areas).
2. It has been found that the perception of safety is as
important as the level of crime itself and this facility
A1_1 will add to this perception. When people feel an area is
safe they will be more likely to frequent the area, use
the public facilities and shop there.
Li 3. Provide a local Sheriff's Department office in our
community for report writing and for the preparation of
follow -up reports. Presently there is no permanent
Sheriff's Department Office or facility in Moorpark.
Sheriff Officers must now use the fire station facility
5 E__7___
for report writing or are required to travel to the East
Valley Station on Madera Road to fill out and file their
paper work and reports. This can save valuable and
costly travel time and increase visibility and active
Policing time in our community.
4• The High Street office can be manned by a cadet and/or
civilians and can be open for approximately 20 hours a
week. The staffing of this facility can compliment code
enforcement, neighborhood preservation programs
other City activities. , and
5. The use of a cadet and a civilian can free up time for
sworn officers to perform traditional law enforcement
duties (responding to 911
investigations, respondin to calls, conducting
enforcement of laws), g emergencies and the
6• The High Street office, among other activities- can be
used for bicycle licensing and dissemination of bicycle
laws information, child finger
Photographing, communit printing and
Y programs, general educational
programs, outreach programs, neighborhood watch programs,
seat belt and child restraint and safety seat awareness
programs, and a convenient office for the dissemination
of information for both the business community and the
residents of Moorpark, and a convenient Place for the
Public to obtain police reports. It should be noted that
the City has a $3,000 State Grant for a hispanic outreach
programs. This and similar programs could be ideally
conducted from the office in this location.
7• This office will make available the opportunity
person -to- person contact between the pblic and heriffhs
Department personnel which is important for enhancing
Public/Police relations. This could be further enhanced
by the use of a spanish speaking cadet or civilian during
operational hours to continue the outreach efforts to the
Spanish Speaking community initiated by the $3,000 State
Grant.
8, The High Street office will make available a convenient
and local facility for interviewing witnesses and victims
in private (according to CAA a
can be utilized for confidential oOfficeospace for facility
Purpose) , This will also eliminate the need to leave the
community (both the public and Sheriffs Officers) for
2
these purposes which
Policing time and visibility add
Y in the to the important
9• Provide a convenient community,
awareness office
Programs, for the public
and public
10* The use of
front this facility for a
office would Sheriff's De
safety Qbjectives, further the Cit partment store
y s stated pudic
If approved this
operated will first
stye Of Moorpark Y the Ventura County facility
services. will be Y Sheriff's Department its kind
taking the lead , and the
Staff suggests in local policing
use as that, the details
Proposed is of the use of the f
Deputy City Mana approved, be finalized and acuity, if the
with CAA ger which will include overseen
and Sheriff the Agency, the co the basis of by the
the facilitiS Department combined use of the facility the contract
and CAA, and the pproval of the la ou
a by the
layout of
�E_COMMFNDATION
Staff recommends:
1• The Moor
With Park Redevelopment Agency a
them fronti
negotiated by s ng costs
2, with the prove rental
taff, rental ith CAA
terms to be
facility Council approve location
te
report•Y in conjunction with CAA as storefront police
described in this
3• The City Council defer
Of funding sources staffing option
Of funding budget for rent and and determination
9 furnishings to be
Part of
SG8038R1— O5121/9d
7
CITY OF MOORPARK OPERATIONS & MAINTENANCE COSTS POLICE RESOURCE CENTER
Line Item
Description
CURRENT
STAY w/o
MOVE
MOVE
CAA
Town Center
elsewhere
—
RENT
0
18,000
( *1j
0
17,196
620
COMPUTER. SUPPORT
444
444
444
444
626
PRINTING
100
100
100
100
629
SPECIAL SUPPLIES AND
SERVICES
150
370
370
370
Finger Printing Materials
150
150
150
_
_T _
150
Special Small Needs
0
100
100
_
100
Janitorial Supplies
0
120
120
120
638
UNIFORMS
500
500
500
500
641
PROFESSIONAL SERVICES
0
588
768
768
Security Monitoring
0
240
420
Carpet Cleaning
0
150
150
_420
150
Bottled Water
0
198
1981
198
652
UTILITIES
0
280
1,440
_
_
1,440
653
TELEPHONE
1,000
1,000
1,360
1,360
I
657
SMALL TOOLS
Vacuum
_
0
130
130
130
658
MAINTENANCE AND REPAIRS
0
0
0
*2
0
AC Unit
_
2,194
21,412
5,112
22,308
( *1 )
The City will owe Charles A
bbott approximately
$24,922 of
44,4
2 should th
y be asked to rr
ove
which could be considered
as rent because
the City is curre
itly in
a rental cre
Jit relationship ir
exchange
for improvements
made
in 1994
(*2 )
The AC Unit at the Town C
anter will be the
ity's responsibi
ity to
repair, but r
o costs are anticipated
for the first
year.
Note:
Some of the current cDsts
shown above
are being aid
from
the City's gi
neral distribution
acccount,.
J
09/28/95
RESOURCE CENTER COSTS
The costs identified below distinguish improvements that are required
from those which would make the facility complete ( "Preferred ")
PROPOSED MOVE TO TOWN CENTER
COST ITEM
COSTS REQUIRED COSTS PREFERRED
REQUIRED PLUS PREFER
TO MOVE
TO MOVE
COSTS TO MOVE
PERSONNEL
1 SET -UP AND ORIENTATION (SGT @ 20 HRS)
459
459
2 MOVING EQUIPMENT
DONATED
DONATED
CAPITAL IMPROVEMENTS
1 PHONES MOVE PHONE LINES
90
90
ADD MODEM LINE
158
158
SECURITY MONITORING LINE
158
,
158 �J
TWO NEW PHONES
215
215
ADD TWO NEW JACKS
146
146
2 SECURITY INSTALLATION
350
350
3 WINDOW TREATMENT
0
200
200
4 CARPET
0
1,250
1,250
5 WALL -PAPER
0
500
500
6 SIGNS
1,470
1,470
7 MINI BLINDS
300
300
- - - - - -8 FURNITURE
DONATED
DONATED
2,985
2,311
5,296
ATTACHMENT "D"
MOORPARK
799 Moorpark Avenue Moorpark, California 93021
THE OFFICE OF.COUNCILMEMBER PATRICK HUNTER
June 28, 1995
Shirlee Bradley, Area Manager
The Carlson Company
4165 East Thousand Oaks Boulevard
Suite 280
Westlake Village, CA 91362
Dear Ms. Bradley:
S- S Y ! )
(805) 529 -6864
On October 1, 1994, the City of Moorpark and the Moorpark Police
Department dedicated the Moorpark Police Department Resource
Center. This facility, located at 18 High Street, was created to
expand upon the concept of "community oriented policing" by
establishing a permanent law enforcement presence in our
community.
The purpose of the Moorpark Police Department Resource Center is
to not only bring residents and business owners closer to their
Police department but also to free deputies from certain tasks in
favor of enhanced visibility in the community and the ability to
Perform a more traditional law enforcement function. The success
of the Resource Center is a direct result of the two dozen
dedicated and caring volunteers who give of their time,
expertise, and most importantly, their enthusiasm for the benefit
of their community.
After-specialized training provided by the Ventura County
Sheriff's Department, these volunteers now have the ability to
perform services such as fingerprinting; the coordination of
neighborhood watch, business watch, and crime prevention
programs; and the referral of residents to other city, county; or
state agencies. In addition, deputies utilize the Resource
Center twenty -four hours a day for assistance in investigations,
interviews, and report writing assignments; duties that
heretofore may have necessitated the removal of the deputy from
the community for an extended length of time.
-aul W. Lawrason Jr.
Mayor Bernardo M. Perez Patrick Hunter
Mayor Pro Tern Patrick Montgomery
Councilmember Councilmember
John E. Wozniak
C,mtnr.ilmamhn
Shirlee Bradley, Area Manager
The Carlson Company
Page 2
June 28, 1995
In less than one full year, the Moorpark Police Department
Resource Center has become so successful that it has outgrown its
current facility. I have begun to explore options for continuin
the objectives of the Resource Center while attempting 'to g
accommodate its future growth and obvious need for expansion.
While the center exists solely as a result of its unpaid
volunteers, donated office space is essential for its continued
operation.
Several vacant offices in the Towne Center are large enough to
accommodate the anticipated growth of the Resource Center and its
wonderful programs and services while satisfying our objective of
making our Resource Center more visible and accessible to
everyone.
I look forward to discussing the
Possibility atlity of relocating our
facility to the Towne Center with your earliest
convenience. you at
If you feel, as I do, that an expanded Moorpark
Police Department Resource Center would be a wonderful addition
to your center and the entire community, please contact me at
your earliest convenience.
I look forward to speaking with you soon.
cc: Marty Rouse, Lieutenant
Moorpark Police Department
c: \docs \wPwin \hunter \carlson.co
MEMORANDUM
TO: The Honorable City Council
FROM: Donald P. Reynolds Jr., Administrative Services Manager
DATE: October 3, 1995
SUBJECT: 'Proposed Relocation of the Resource Center ", Council Item I IB, Meeting of
October 4, 1995, Minor Amendments
After reviewing the final copy of Item 11 B on upcoming Council Agenda, a few minor
corrections are needed to clarify staffs report.
► Page 4 of the report, second paragraph, a typographical error was made in the
representation of total debt owed by the City to Charles Abbott and Associates for
improvements made to 18 High Street. The report states $24,722.30, and the correct
amount is $24,922.30.
► Page 4 of the report, in the first paragraph under the heading "Proposed Costs of Moving
to the Town Center ", the report states.that the costs estimated to move are $3,444, and
the correct amount is $2,985.
► Page 5, first complete paragraph, line 8, states that the "moving costs would remain at a
"required" cost of $2,311, and the correct amount is $2,985
► Attachment "C" page 2, "Cost Required to Move ", in the narrative describing "Personnel-
Set-Up and Orientation," states the Sergeant at 20 hours, and the correct amount is 10
hours. The dollar amount correctly represents a 10 hour cost.
I apologize for the errors, and hope that these clarifications make the report complete. Please feel
free to contact me if you have any questions or concerns at extension 249.
Thank you.
CC: Steven Kueny, City Manager
Richard Hare, Deputy City Manager
Lt. Marty Rouse, Moorpark Police Department
THE CARLSON COMPANY
,iuiy 1" 1995
Councilmember Patrick Hunter
CITY OF MOORPARK
799 Moorpark Avenue
Moorpark, CA 93021
rt.ec,v � 53 J/ . 30
" RECEIVED :=
JUL i 7 "
City of Moorpark.
Re: Moorpark Police Department Resource Department /Moorpark Town Center
Dear Councilmember Hunter;
We have received your letter concerning your need for an office space for
the Resource Center and wish to thank you for considering the Town Center.
I have visited your current Resource Center and agree that it provides an
exceilent service to the community. In addition, its presence at the Town Center
would prove beneficial in many respects.
The owner of the Town Center would like to offer
You
space 19 or 23, which I have highlighted on the attached siteep an. Each either
these units are approximately 1,200 square feet and I would be pleased to show
You their layout at your convenience.
We realize that your desire is to secure a donated space. The owner is
willing to waive all rental charges and asks that
You
Your share of the common area maintenance and operational expenses. reimburse Thisewould
equate to approximately $300.00 per month.
If you see an alternative space on the site plan that would better suit
Your needs, we can discuss this as well. I look forward to speaking with you at
Your convenience.
Sincerely,
THE CARLSON COMPANY
Shirlee J. Br 1 CPM
Area Manager
cc: Joseph Dobronyi
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(510) 769 -4444 FAX (510) 769 -4450 (818) 222 -2044 FAX (818) 591 -882 Thousand Oaks, CA 91360
❑ 8t8 N. Mountain Ave„ Suite 116 (805) 495 -4410 FAX (805) 495 -9570
upland, CA 91786 ❑ 39261 Fremont Hub
(909) 949 -2216 FAX (909) 982 -4174 Fremont, CA 94538 u 3 Corporate Plaza, Suite 104 4165 E. Thousand Oaks Bou
(510) 792 -1720 FAX (510) 792 -2785 Newport Beach, CA 92660 Westlake Village, CA 91362 Sine 280
(714) 729 -9260 FAX (714) 729 -9266
(805) 496-2991 FAX (805)497.339?
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Suite Tenant Suite Tenant Suite Tenant Suite Tenant
1 Grinder Restaurant 85 Dry Cleaners 207 Vacant 1,402 91 235 Moorpark Dance Academy
3 Chinese Restaurant 101 Hughes 209 Oakvfew Medical 239 Vacant 2,498 s.f.
5 Bank of A. Levy 125 Taco Bel 211 Optometrist 245 Vacant 1,320 s.f.
11 Coin -Op Laundry 135 Sue's Hallmark & Stationary 215 Post Office 249 Hair Salon
19 Vacant 1,200 a.f. 137 Jeweler 217 Dentistry 251 Vacant 1,220 s.f.
23 Vacant 1,200 81 139 Pet Store 221 Fantastic Sam's 253 Vacant. Leasing Office 885 s.f.
27 Town Vet 145 Dollar World (990 Store) 223 Flamingoes Frozen Yogurt 255 Vacant 885 s.f.
35 Town Medical 155 Thrifty 225 Vacant 885 91 259 Vacant 1,770 91
45 Plaza Video 185 Clotheatime 227 Moorpark Travel 263 Vacant 1,220 91
55 Care Dental 173 State Farm 229 Fastframe 289 Vacant 1,320 s.f.
205 Vacant 3,882 s.f. 231 Vacant 885 s.f. 275 Round Table Pizza
MOORPARK TOWN CENTER
MOORPARKi CALIFORNIA THt CARLSON COMPANY
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^ EVSTM SITE PUN LOS ANGELES AVE.
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Suite Tenant Suite Tenant Suite Tenant Suite Tenant
1 Grinder Restaurant 85 Dry Cleaners 207 Vacant 1,402 91 235 Moorpark Dance Academy
3 Chinese Restaurant 101 Hughes 209 Oakvfew Medical 239 Vacant 2,498 s.f.
5 Bank of A. Levy 125 Taco Bel 211 Optometrist 245 Vacant 1,320 s.f.
11 Coin -Op Laundry 135 Sue's Hallmark & Stationary 215 Post Office 249 Hair Salon
19 Vacant 1,200 a.f. 137 Jeweler 217 Dentistry 251 Vacant 1,220 s.f.
23 Vacant 1,200 81 139 Pet Store 221 Fantastic Sam's 253 Vacant. Leasing Office 885 s.f.
27 Town Vet 145 Dollar World (990 Store) 223 Flamingoes Frozen Yogurt 255 Vacant 885 s.f.
35 Town Medical 155 Thrifty 225 Vacant 885 91 259 Vacant 1,770 91
45 Plaza Video 185 Clotheatime 227 Moorpark Travel 263 Vacant 1,220 91
55 Care Dental 173 State Farm 229 Fastframe 289 Vacant 1,320 s.f.
205 Vacant 3,882 s.f. 231 Vacant 885 s.f. 275 Round Table Pizza
MOORPARK TOWN CENTER
MOORPARKi CALIFORNIA THt CARLSON COMPANY