Moreno Valley City Council
March 7, 2023

DISCUSSION

KB Home Coastal, Inc. is the developer and owner of Tract Map 32408, which is located at the northwest corner of Bay Avenue and Moreno Beach Drive. The developer is required to construct a water quality basin to mitigate certain environmental impacts.

KB Home Coastal, Inc. will install Best Management Practices (BMPs) to mitigate the development’s impact on wate r quality. These BMPs are included in the water quality basin in which the City will maintain the landscaping and irrigation. The developer will retain ownership of the water quality basin. Upon the first conveyance of a home to an individual property owner, Auburn Homeowners Association will assume the obligations stipulated in the maintenance agreement. A maintenance agreement is required since the water quality basin is privately owned.

The water quality basin not only provides mitigation for water q uality impacts, but also acts as an extension of the City’s storm drain system. Under the requirements of the 2010 National Pollutant Discharge Elimination System (NPDES) MS -4 Permit, it is essential that the City monitors and ensures continued maintenanc e of the water quality basin that will accept storm water and non -storm water discharges from the development.

Authorizing the City to maintain the landscaping within the water quality basin will assist the City in the following ways:

• Assure continued mai ntenance of the required landscaping within the water quality basin, and
• Comply with State and Federal regulations for monitoring storm water and non - storm water discharges to the City storm drains.

The maintenance agreement is necessary to guarantee long -term funding for public maintenance of the landscaping and to ensure continued access to the water quality basin. Some of the key components of the agreement include:

• Provides a thirty (30) year term with provisions for extension(s). • Identifies specific areas to be maintained by the City. • Identifies schedules for maintenance.
• Establishes minimum insurance requirements to be carried by the Homeowners Association.
• Provides a Judicial Reference provision, which resolves any disputes regarding the Agreement through an agreed upon or judicially appointed referee. This simplifies the litigation process but waives a right to a jury trial.

ALTERNATIVES

1. Approve and authorize the recommended actions as presented in this staff report. This alternative ensures th e water quality basins will be maintained by a A.14
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public agency and ensures the City remains in compliance with NPDES requirements.

2. Do not approve and do not authorize the recommended actions as presented in this staff report. This alternative leaves mainte nance of the water quality basins with KB Home Coastal, or Auburn Homeowners Association. Additionally, this alternative may cause the City to be in non -compliance with NPDES requirements.

FISCAL IMPACT

There is no fiscal impact associated with Alternat ive One. The developer has balloted for the NPDES Regulatory Rate. Property owners will be assessed NPDES fees, which fund the cost of maintenance of the water quality basin.

NOTIFICATION

Publication of agenda.

PREPARATION OF STAFF REPORT

Prepared By: Department Head Approval:

Hoang Nguyen, P.E. Melissa Walker, P.E.

Associate Engineer II Public Works Director/City Engineer

Concurred By:

Clement Jimenez, P.E.

Principal Engineer

CITY COUNCIL GOALS
Public Facilities and Capital Projects . Ensure that needed public facilities, roadway improvements, and other infrastructure improvements are constructed and maintained.

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library

4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

Objective 4.2: Develop and maintain a comprehensive Infrastructure Plan to invest in and deliver City infrastructure.

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ATTACHMENTS
To view large attachments, please click your “bookmarks” on the left hand side of this document for the necessary attachment.

1. Maintenance agreement - PEN19-0168 (TR 32408)

2. Vicinity Map - PEN19-0168 (TR 32408)

APPROVALS

Budget Officer Approval ✓ Approved . 2/26/23 6:38 PM City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 2/27/23 9:15 AM A.14
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Attachment: Maintenance agreement - PEN19-0168 (TR 32408) (6128 : PEN19-0168 (TRACT 32408) – APPROVAL OF MAINTENANCE A.14.a
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Attachment: Maintenance agreement - PEN19-0168 (TR 32408) (6128 : PEN19-0168 (TRACT 32408) – APPROVAL OF MAINTENANCE

CITY OF MORENO VALLEY

PUBLIC WORKS DEPARTMENT - LAND DEVELOPMENT
PEN19-0168 (TR 32408)
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Attachment: Vicinity Map - PEN19-0168 (TR 32408) (6128 : PEN19-0168 (TRACT 32408) – APPROVAL OF MAINTENANCE AGREEMENT)

Report to City Council

ID#6129 Page 1
TO: Mayor and City Council

FROM: Melissa Walker, Public Works Director/City Engineer

AGENDA DATE: March 7, 2023

TITLE: LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

PROPOSED RESOLUTION FOR THE FULL VACATION

FOR THAT PORTION OF GATO DEL SOL AVENUE AT
VIRGINIA STREET. APPLICANT: SAN DIEGO GAS
& ELECTRIC

RECOMMENDED ACTION
Recommendations:

1. Conduct the Public Hearing and accept public testimony for the Full Vacation of Gato Del Sol Avenue at Virginia Street.

2. Adopt Resolution No. 2023 -XX. A Resolu tion of the City Council of the City of Moreno Valley, California, Ordering the Full Vacation for that Portion of Gato Del Sol Avenue at Virginia Street.

3. Direct the City Clerk to certify said resolution and transmit a copy of the resolution to the County Recorder’s office for recording.

SUMMARY

This report recommends adoption of the proposed resolution for the full vacation for that portion of Gato Del Sol Avenue at Virginia Street. The applicant’s properties are located at the intersection of Gato Del Sol Avenue and Virginia Street.

DISCUSSION

Land Development Division staff reviewed the property owner’s request for the full vacation of existing right -of-way on Gato Del Sol Avenue at Virginia Street (Attachment 1). The right -of-way is specifically lo cated along Assessor’s Parcel Numbers 423 -250- 013, 423 -260-006, 423 -270-004, 423 -270-007, 423 -270-009 and 423 -280-001. The F.1
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vacation for eighty-eight (88) feet of right -of-way along Gato Del Sol Avenue at Virginia Street is in accordance with the Streets & Highway Code, Division 9, Part 3, Chapters 2 and 3. The street segment of the existing right-of-way along the San Diego Gas & Electric’s property, to be vacated, is not used by the public or maintained by the City.

Pursuant to the provisions of Division 9, Part 3, Chapters 2 of the Streets and Highways Code of the State of California, a finding from the Planning Commission is required prior to formal review and action by the City Council on the requested street vacation. The Planning Commission reviewed the proposed full vacation of this portion of Gato Del Sol Avenue at its December 8, 2022 meeting and found that vacating this portion of Gato Del Sol Avenue was in conformance with the General Plan and Zoning Regulations. In addition, the City Council app roved the Notice of Intent to Vacate (Resolution 2023 -03) on February 7, 2023.

The City Council’s approval to vacate this portion of Gato Del Sol Avenue would abandon all of the City’s rights for public use except as requested by the Eastern Municipal Water District (EMWD), for existing facilities. An easement shall be reserved for EMWD to maintain, operate, replace, remove, or renew their facilities. No existing surrounding parcels will be landlocked. Vacation of the right -of-way along Gato Del Sol Avenue, as described and shown in the exhibits attached to the proposed resolution (Attachment 2), is in accordance with the Streets & Highway Code.

ALTERNATIVES

1. Approve and adopt the recommended actions as presented in this staff report.

Staff recommends this alternative as this would allow the street vacation process to move forward.

2. Do not approve and do not adopt the recommended actions as presented in this staff report. Staff does not recommend this alternative as this would not allow the street vacation process to move forward.

FISCAL IMPACT

No fiscal impact is anticipated.

NOTIFICATION

Publication of Agenda. Written notice has been given to the utility companies, in addition to property owners within 600 feet of the project boundaries. Of tho se who responded, all have stated that they have no facilities within the easement and have no objection to said vacation, with the exception of Eastern Municipal Water District. They have requested a public easement for existing facilities and an easemen t will be reserved for that utility agency. A notice was published in the newspaper on February 21 and 28, 2023. In addition, two public display notices were posted on the project site and notifications mailed to property owners within 600 feet of project site.

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On December 8, 2022, City Planning Commission adopted Resolution No. 2022 -58 approving the application. On February 7, 2023, City Council adopted Resolution No. 2023-03 Notice of Intent of Gato Del Sol Avenue vacation.

PREPARATION OF STAFF REPORT

Prepared By: Department Head Approval:

Hoang Nguyen, P.E. Melissa Walker, P.E.

Associate Engineer II Public Works Director/City Engineer

Concurred By:

Clement Jimenez, P.E.

Principal Engineer

CITY COUNCIL GOALS
Public Facilities and Capital Projects . Ensure that needed public facilities, roadway improvements, and other infrastructure improvements are constructed and maintained.

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library

4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

Objective 4.2: Develop and maintain a comprehensive Infrastructure Plan to invest in and deliver City infrastructure.

ATTACHMENTS
To view large attachments, please click your “bookmarks” on the left hand side of this document for the necessary attachment.

1. Vicinity Map - LGL21-0017

2. Proposed Resolution 2023-XX - LGL21-0017 Vacation

APPROVALS

Budget Officer Approval ✓ Approved . 2/26/23 6:43 PM City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 2/27/23 9:10 AM F.1
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CITY OF MORENO VALLEY

PUBLIC WORKS DEPARTMENT - LAND DEVELOPMENT

LGL21-0017
Gato Del Sol Ave
Full Vacation

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Attachment: Vicinity Map - LGL21-0017 (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE PROPOSED RESOLUTION)

1 Resolution No. 2023-XX
Date Adopted: March 7, 2023

RESOLUTION NO. 2023-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF MORENO VALLEY, CALIFORNIA, ORDERING THE

FULL VACATION FOR THAT PORTION OF GATO DEL

SOL AVENUE AT VIRGINIA STREET

WHEREAS, the City Council on the 7th day of February, 202 3, adopted Resolution of Intention No. 202 3-03 declaring its intent to among other things order the vacation of a portion of Gato Del Sol Avenue at Virginia Street along assessor parcel numbers 423-250-013, 423-260-006, 423-270-004, 423-270-007, 423-270-009 and 423-281-001, as shown on Parcel Map 17905 filed in Book 114, Pages 70 thru 83 of Maps in the Office of the County Recorder of Riverside County, California , as hereinafter described, and set March 7, 2023 at 6:00 P.M., as the ti me for all persons interested in the proposed vacation; and

WHEREAS, the City Council of the City of Moreno Valley, California, acquired right-of-way for public use purposes, along this portion of Gato Del Sol Avenue as shown in said parcel map; and

WHEREAS, this portion of Gato Del Sol Av enue right-of-way to be vacated is unnecessary for pre sent and prospective public use and is not needed as a non - motorized transportation facility; and

WHEREAS, this public hearing was duly noticed and held as required by law; and
WHEREAS, the public right-of-way to be vacated was duly posted as provided by law;

and
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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

2 Resolution No. 2023-XX
Date Adopted: March 7, 2023

WHEREAS, the proposed vacation is consistent with the City of Moreno Valley Municipal Code an d General Plan and complies with the requirement s for street vacations as cited in the California Streets and Highways Code.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MORENO
VALLEY, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

Section 1

That pursuant to the provisions of Division 9, Part 3, Chapter 3 of the Streets and Highways Code of the State of California, designated the “Pub lic Streets, Highways and Service Easements Vacation Law,” the following described portion of right-of-way is fully vacated and abandoned:

That said portion o f Gato Del Sol Avenue as described in the legal description and illustrated on the plat, attached hereto and made a part hereof, marked as Exhibits “A” and “B”, respectively.

Excepting and reserving, from the vacation a ny easement and fee right -of-way for existing public utilities and public service facilities, t ogether with the rig ht to maintain, operate, replace, remove or renew such facilities, pursuant to Section 8340 of the Streets and Highway Code, as requested by the Eastern Municipal Water District (EMWD).

Section 2
That pursuant to the provisions of Se ctions 831 of Title 3 and 1112 of Title 4, Part 2, Division 2 of the California Civil Code of the State of California, title to the above-described portion of land revert to the owners of the underlying fee thereof, free from use as an easement for public road purposes.

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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

3 Resolution No. 2023-XX
Date Adopted: March 7, 2023

Section 3

That the Ci ty Clerk of the City of Moreno Valley, California, shall cause a certified copy of this Resolution to be recorded in the office of the Recorder for the County of Riverside, California.

APPROVED AND ADOPTED this 7th day of March, 2023.

___________________________
Mayor of the City of Moreno Valley
ATTEST:

____________________________
City Clerk

APPROVED AS TO FORM:

____________________________
` City Attorney
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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

4 Resolution No. 2023-XX
Date Adopted: March 7, 2023

RESOLUTION JURAT

STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.

CITY OF MORENO VALLEY )
I, Jane Halstead, City Clerk of the City of Moreno Valley, California, do hereby certify that Resolut ion No. 2023-XX was duly and regularly adopted by the City Council of the City of Moreno Valley at a regular meeting thereof held on the 7th day of March, 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
(Council Members, Mayor Pro Tem and Mayor)

___________________________________

CITY CLERK

(SEAL)
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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

5 Resolution No. 2023-XX
Date Adopted: March 7, 2023

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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

6 Resolution No. 2023-XX
Date Adopted: March 7, 2023

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7 Resolution No. 2023-XX
Date Adopted: March 7, 2023

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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

8 Resolution No. 2023-XX
Date Adopted: March 7, 2023

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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

9 Resolution No. 2023-XX
Date Adopted: March 7, 2023

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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

10 Resolution No. 2023-XX
Date Adopted: March 7, 2023

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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

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Date Adopted: March 7, 2023

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Attachment: Proposed Resolution 2023-XX - LGL21-0017 Vacation (6129 : LGL21-0017 – PUBLIC HEARING FOR ADOPTION OF THE

Report to City Council

ID#6147 Page 1
TO: Mayor and City Council

FROM: Jane Halstead, CMC, City Clerk

AGENDA DATE: March 7, 2023

TITLE: STUDENT OF THE MONTH PROGRAM SPONSORSHIP

RECOMMENDED ACTION
That the City Council approve a $1,000.00 sponsorship of the program conducted by Moreno Valley/Val Verde Student of the Month.

SUMMARY/DISCUSSION

Mayor Cabrera has requested this proposed $1,000 sponsorship of the Student of the Month program be presented to the City Council for its consideration. The City is not currently sponsoring the Student of the Month program.

The Student of the Month program is organized and conducted by Moreno Valley/Val Verde Student of the Month. The purpose of this monthly event(s) is to bring the community together to honor and praise local high school seniors for demonstrating character, integrity, love of learning, involvement in school activities, athletics, and community service. The event(s) also recognize students who have overcome challenging life circumstances without compromising their education. The “ heartbeat” of Student of the Month is the student who makes a difference in their home, school and community with sincerity and passion, and who are college or trade school bound.

A number of senior students are recognized as “Student of the Month” during the school year at monthly breakfasts. At the event, students and their families are honored and recognized by their principal and nominating teacher while sponsors enjoy listening to the heartfelt stories told by the students and their parents. Represent atives from the Chamber of Commerce, City Council, State Legislature, and County often address the students and present the students with a certificate of recognition. All sponsors are also recognized at the breakfasts.

Policy 2.13 City Sponsorship outlin es the criteria that must be met by any person or H.1
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entity requesting City sponsorship, which includes submitting a Sponsorship application to the City Manager, who may defer the request to the City Council. In light of the fact that time is of the essence w ith this request, the application process has been waived, but it is expected that a representative of the Student of the Month event will be present at the City Council meeting to provide relevant background about the event.

The maximum sponsorship for any qualified organization and event shall not exceed $2,500 per fiscal year. Mayor Cabrera is requesting $1,000 for the sponsorship, which will designate the City of Moreno Valley as a “Masters Sponsor” of the Student of the Month event.

The tiered sponsorship structure for the Student of the Month is as follows:

SUMMA CUM LAUDE

SPONSOR
$5,000
DOCTORATE SPONSOR $2,500
MASTERS SPONSOR $1,000
BACHELORS SPONSOR $750
ASSOCIATES SPONSOR $500

ALTERNATIVES

1. Approve as recommended. Staff recommends this alternative.

2. Do not approve as recommended but provide an alternative direction to staff.

Staff does not recommend this alternative.

FISCAL IMPACT

This sponsorship is not currently budgeted, but there will be enough budget savings in the elections budget to move budget to cover this sponsorship request.

NOTIFICATION

Publication of the Agenda.

PREPARATION OF STAFF REPORT

Prepared By: Department Head Approval:

Name Jane Halstead Name Jane Halstead
Title Manager of the Office of Mayor and City Council/City Clerk Title Manager of the Office of Mayor and City Council/City Clerk

CITY COUNCIL GOALS
Advocacy. Develop cooperative intergovernmental relationships and be a forceful advocate of City policies, objectives, and goals to appropr iate external governments, agencies and corporations.

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Positive Environment. Create a positive environment for the development of Moreno Valley's future.

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library

4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

ATTACHMENTS
To view large attachments, please click your “bookmarks” on the left hand side of this document for the necessary attachment.

1. CITY SPONSORSHIP

APPROVALS

Budget Officer Approval ✓ Approved . 2/28/23 5:29 PM City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 2/28/23 5:31 PM H.1
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City of Moreno Valley General Management
Policy 2.13

CITY SPONSORSHIP

Approved by: City Council
9/24/02
Revised: 11/25/08
PURPOSE: City sponsorship is provided for the purpose of aiding eligible organizations in providing worthwhile community events by paying a portion of the costs and receiving positive publicity for the City. The purpose of this policy is to set forth crit eria to be met by the applicant prior to consideration of the request for sponsorship, as well as policies and procedures to be followed by the City in acting on the request for sponsorship.

POLICY:

I. Sponsorship

The City of Moreno Valley receives numerous requests to sponsor or co-sponsor events, activities, individuals or groups. The City has limited resources available for these sponsorship opportunities. For that reason, it is the City’s policy to only sponsor or co-sponsor cultural or recreational events provided to the community by non- profit organizations existing pursuant to Internal Revenue Code Section 501(c)(3) or (4) that are located within the City. Sponsorship is a discretionary act of the City that confers no legal rights in the sponsorship proceeds or assistance prior to actual delivery by the City. No organization shall receive any City sponsorship proceeds or assistance unless and until it meets all of the criteria and satisfies all of the conditions contained within this policy and said sponsorship requester has submitted a completed application packet to the satisfaction of the City Manager. Upon approval of the Sponsorship Application packet, the sponsorship request will be forwarded to the City Council for review and consideration.

II. Organization Eligibility

Criteria for organization eligibility for City sponsorship is as follows:

A. Applicant must be organized and existing pursuant to Internal Revenue Code Section 501(c)(3) or (4).

B. Applicant must have as its primary purpose charity, youth development, cultural enrichment, or civic improvement.

C. Applicant must be located within the City and providing services or benefits to the community.

D. Applicant must complete and comply with the application process.

E. Applicant must demonstrate a need for City sponsorship.

F. Past events by the applicant must have complied with City requirements and have been free of significant problems.

G. Applicant must have a valid City Business License.

III. Event Eligibility

Criteria for event eligibility are as follows:

A. Fundraising shall not be the primary purpose of the event.

B. Cultural or recreational events only.

C. Past similar events by the applicant must have complied with City requirements and have been free of H.1.a
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Attachment: CITY SPONSORSHIP (6147 : STUDENT OF THE MONTH PROGRAM SPONSORSHIP) City of Moreno Valley General Management
Policy 2.13

CITY SPONSORSHIP

Approved by: City Council
9/24/02
Revised: 11/25/08
significant problems.

D. Open to the general public without qualification and must be widely publicized.

E. Located within the City including the City sphere of influence March Air Reserve Base, March Joint Powers Authority property, and Box Springs Park.

IV. Sponsorship Limitations

Sponsorship proceeds or assistance shall not result in any money being actually given to or paid in behalf of the event organizer. Sponsored events will only receive a “line of credit” with the City that will allow the group to receive credits of City costs up to the designated amount of the sponsorship for the event. Eligible City costs that can be offset by the sponsorship proceeds or assistance up to the maximum amount of the sponsorship are limited to the following:

A. Mobile stage rental. (A monetary deposit by the applicant will be required.)

B. Facility rental. (A monetary deposit by the applicant will be required.)

C. Light or electric pole use in City parks.

D. City Permits.

E. Public Safety Services.

F. City Staff.

V. Sponsorship Amounts

The amount of sponsorship proceeds or assistance shall be determined as follows:

A. Depending on availability of resources, the City will budget $5,000 per fiscal year to be used for sponsorship opportunities.

B. The maximum sponsorship for any qualified organization and event shall not exceed $2,500 per fiscal year.

C. The maximum amount of sponsorship shall be directly proportional to the total attendance of the public at the sponsored event as follows:

1. 250 - 500 in attendance = $500 per event.

2. 501 - 750 in attendance = $750 per event.

3. 751 - 1,000 in attendance = $1,000 per event.

4. Over 1,001 in attendance = $2,500 per event.

In no case shall the sponsorship amount exceed fifty percent (50%) of the funds raised for the event.

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Attachment: CITY SPONSORSHIP (6147 : STUDENT OF THE MONTH PROGRAM SPONSORSHIP) City of Moreno Valley General Management
Policy 2.13

CITY SPONSORSHIP

Approved by: City Council
9/24/02
Revised: 11/25/08
D. Sponsorship amounts or assistance shall not be utilized to cover the cost of insurance.

VI. Application Process

A. Submit a completed City application (Attachment A) for sponsorship at least 90 calendar days prior to the event date. Failure to comply with this requirement shall be automatic ground s for denying sponsorship. The application shall include a detailed description or listing of the estimated funds, in- kind donations and/or other assistance the organization will receive to support the organization and/or event.

B. A completed application means completion of the City application for sponsorship, attachment of all required additional documentation, payment of all fees, if applicable, and submission of whatever other information and/or documentation that may be requested by the City to make an informed decision.

C. Incomplete applications shall not be eligible for City sponsorship.

D. Applicants shall receive a copy of this policy at the time an application is made to the City.

VII. Approval

A. A determination shall be made by the City Manager or his/her designee, within 30 calendar days after submission of an application for sponsorship as to its completeness.

B. The City Manager shall refer the request for sponsorship to the City Council for determination.

Determinations on requests for sponsorship shall be made within 30 calendar days after submission of a completed application.

C. All decisions of the City Council regarding sponsorship shall be final.

VIII. Other Requirements

A. Applicant must agree in writing to defend and indemnify the City, the Moreno Valley Community Services District, the Community Redevelopment Agency of the City of Moreno Valley and their officers, employees and agents from and against any and all liability and claims of liability arising out of or otherwise arising from the event.

B. Applicant shall submit to the City at least 10 calendar days prior to the event an event implementation plan, if requested by the City. The event implementatio n plan shall address in detail all issues requested by the City.

C. Applicant shall agree to list the City of Moreno Valley as an official sponsor of the event in all promotion of the event. Failure to do so shall result in termination of the sponsorship and repayment to the City the monetary value of all sponsorship proceeds or assistance delivered to the applicant or for the event.

D. Applicant shall coordinate and work directly with the City Manager or his/her designee for use of the City name and City logo.

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Attachment: CITY SPONSORSHIP (6147 : STUDENT OF THE MONTH PROGRAM SPONSORSHIP) City of Moreno Valley General Management
Policy 2.13

CITY SPONSORSHIP

Approved by: City Council
9/24/02
Revised: 11/25/08
E. Applicant must have adequate public liability and other necessary insurance for the event as required by and in accordance with City insurance requirements or as otherwise determined necessary by the City Risk Manager.

F. All insurance must be issued by a company authorized and licensed to do business within the State of California and has a Best’s Insurance Rating of A-, VII, or better to be acceptable to the City.

G. City, the Moreno Valley Community Services District, the Moreno Valley Community Redevelopment Agency, and their officers, employees, and agents must be named as additional insured on all policies of insurance.

H. Applicant must provide City with insurance certificates and valid additional insured endorsements or other appropriate insurance binder 15 calendar days prior to the date of the sponsored event.

I. Applicant shall provide the City with a detailed accounting of all expenses and funds, in -kind donations, and/or other assistance collected for the organization and/or event within 90 days following the event. Failure to provide the required information would deem the organization and/or event ineligible for City sponsorship in the future.

IX. Sponsorship Not Subject To This Policy

This policy shall not apply to events or organizations that are specifically budgeted for in the City’s Annual Budget.

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Attachment: CITY SPONSORSHIP (6147 : STUDENT OF THE MONTH PROGRAM SPONSORSHIP)

Report to City Council

ID#6136 Page 1
TO: Mayor and City Council

FROM: Melissa Walker, Public Works Director/City Engineer

AGENDA DATE: March 7, 2023

TITLE: COMMERCIAL VEHICLE PARKING

RECOMMENDED ACTION
Recommendation:

1. Receive and File, provide any direction to staff regarding study of additional locations.

SUMMARY

Mayor Cabrera requested that staff prepare a summary of the existing commercial vehicle parking program.

DISCUSSION

“Commercial vehicle” means a vehicle of a type required to be registered under California Vehicle Code used or maintained for the transportation of persons for hire, compensation or profit or designed, used or maintained primarily for the transportation of property having a manufacturer’s gross vehicle weight rating of ten thousand (10,000) pounds or more.

Municipal Code 12.38 (Parking Restriction on Commercial and Other Vehicles) provides the guidance and regulation that establishes where commercial vehicles can park in the City legally. (Please see Attachment – Commercial Vehicle Truck Parking Map) This ordinance has ten (10) subsections that defines where commercial vehicle parking is allowed. The ordinance reads as follows, “that it is unlawful to park a commercial vehicle in any of the following locations:”

1. On any highway, street, road, alley or private property within any residential district.

2. On any vacant lot or unimproved non-residential property.

3. On any non-residential property within one hundred (100) feet of any human dwelling.

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4. Within one hundred fifty (150) feet of any driveway opening.

5. Within any commercially zoned property for any purpose other than doing business at the site.

6. Within fifteen (15) feet of the property line, a public sidewalk, or of a public or private roadway edge on any non-residential property.

7. On any alley within the city.

8. On any highway, street or road which is adjacent to a public facility.

9. Any unattached semi-trailer on a public highway, street, road or alley within the city.

10. On any highway, street, road or alley for the purpose of servicing or repairing such vehicle.

Currently, the City has a total of seven (7) designated locations as commercial vehicle parking zones with five (5) of these locations only allowing parking between the hours of 6pm to 6am due to its close proximity to local bus inesses. The time restriction is in place for the benefit of the local businesses as they could be impacted when customers compete against the commercial vehicles for available on -street parking, therefore, significantly reducing the number of parking available for the businesses’ patrons during normal business hours. The remaining two locations have no time restrictions or other prohibitions and are located in the industrial area of the City away from small and local businesses reducing any impacts.

As businesses continue to grow in the City , the need to provide additional commercial vehicle parking must be considered to keep up with potential commercial vehicle parking demand. Currently, the existing commercial vehicle parking areas that have been approv ed are located on the westside of the City on collector streets between Elsworth Street and Frederick Street south of Alessandro Boulevard. (See Attachment for further details.) As stated above, only two of the seven locations are considered fulltime parking and do not have any restrictions. No other areas in the City have been designated for commercial vehicle parking.

If the City were to create additional areas suitable for commercial vehicle parking, then it must establish that it does not violate a ny section of Municipal Code 12.38 - Parking Restrictions on Commercial and Other Vehicles. In addition to the municipal code, any proposed area must comply with current City standards, Caltrans standards, and engineering criteria. Once an area has met all of the aforementioned criteria, the Commercial Vehicle Parking Map can be amended to include this new area available for commercial vehicle parking. Furthermore, consideration is needed for access to truck routes as established by Municipal Code Section 12.36.

It should be noted that in 2002, there were fourteen (14) available commercial vehicle parking locations throughout the City available for truck drivers to park. However, through the years, due to violations of the municipal code and engineering sta ndards, safety constraints, and complaints the City received from citizens and commercial entities, seven (7) of the locations were removed as available commercial vehicle parking.

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Locations that have been removed include Cardinal Avenue, Revere Place, Co ncord Way, Heacock Street between Iris Avenue and Revere Place, and a portion of Heacock Street (Northbound) south of John F. Kennedy Drive.

If City Council direction is to review any potential new locations, then City staff will prepare a Request for Pr oposals to obtain a consultant to prepare a study reviewing all the previously presented criteria for commercial vehicle parking. It is estimated that the process to hire a consultant and complete the study will take nine months and could be up to $100,000 in cost.

FISCAL IMPACT

No fiscal impact at this time.

NOTIFICATION

The item has been posted as part of the normal agenda posting process.

PREPARATION OF STAFF REPORT

Prepared by: Department Head Approval:

Edward I. Init Melissa Walker
Assistant Engineer Public Works Director/City Engineer

Concurred by:

Wei Sun
City Traffic Engineer

CITY COUNCIL GOALS
Public Safety. Provide a safe and secure environment for people and property in the community, control the number and severi ty of fire and hazardous material incidents, and provide protection for citizens who live, work and visit the City of Moreno Valley.

Positive Environment. Create a positive environment for the development of Moreno Valley's future.

Community Image, Neigh borhood Pride and Cleanliness . Promote a sense of community pride and foster an excellent image about our City by developing and executing programs which will result in quality development, enhanced neighborhood preservation efforts, including home rehabilitation and neighborhood restoration.

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library
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4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

ATTACHMENTS
To view large attachments, please cl ick your “bookmarks” on the left hand side of this document for the necessary attachment.

1. CommercialVehicleParking

APPROVALS

Budget Officer Approval ✓ Approved . 2/26/23 6:49 PM City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 2/27/23 9:10 AM H.2
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INDIAN STDAY ST

FIR AVE

IRIS AVE

ALESSANDRO BLV

COTTONWOOD AVE

GRAHAM ST

EUCALYPTUS AVE

PERRIS BLVD

IRONWOOD AVE

HEMLOCK AVE

FREDERICK ST

OLEANDER AVE

KRAMERIA AVE

DELPHINIUM AVE

LASSELLE
ST

SUNNYMEAD BLVD

DRACAEA AVE

JOHN F KENNEDY DR

NANDINA AVE

ELSWORTH ST

BOX SPRINGS RD

FILAREE AVE

PIGEON PASS RD
DAY ST

PERRIS BLVD

GENTIAN AVE

LASSELLE ST

CACTUS AVE

PERRIS BLVDBAY AVE

HEACOCK ST

KITCHING ST

BRODIAEA AVE

VETERANS WY

EAST & WEST SIDES
6pm-6am

BUSINESS CENTER DR

BOTH SIDES
6pm-6am CORPORATE ST

EAST & WEST SIDES
6pm-6am

GOLDENCREST DR

NORTH & SOUTH SIDES
6pm-6am

RESOURCE WY

NORTH & SOUTH SIDES
6pm-6am

GLOBE ST

NORTH & SOUTH SIDES

HEACOCK ST

EAST & WEST SIDES
J
Commercial Vehicle Parking
Designated Truck Parking Locations UPDATED 2021
City of Moreno Valley
City of Moreno Valley
Code Compliance Division
14177 Frederick Street
Moreno Valley, CA 92552
Ph: 951.413.3340
Fax: 951.413.3345
www.moreno-valley.ca.us
Moreno Valley
Mall
Commercial Vehicle Parking Restrictions
Within the City of Moreno Valley
Moreno Valley Municipal Code Section 12.38.020B
states that it is unlawful to park a commercial
vehicle in any of the following locations:*
* Including but not limited to

1. On any highway, street, road, alley or private property within any residential district.

2. On any vacant lot or unimproved non-residential property.

3. On any non-residential property within one hundred (100) feet of any human dwelling.

4. Within one hundred fifty (150) feet of any driveway opening.

5. Within any commercially zoned property for any purpose other than doing business at the site.

6. Within fifteen (15) feet of the property line, a public sidewalk, or a public or private roadway edge on any non-residential property.

7. On any alley within the city.

8. On any highway, street or road which is adjacent to a public facility.

9. Any unattached semi-trailer on a public highway, street, road or alley within the city.

10. On any highway, street, road or alley for the purpose of servicing or repairing such vehicle.

Moreno Valley Municipal Code Section 12.38.040A prohibits parking of any vehicle upon any highway, street, road or alley for a consecutive period of longer than seventy-two (72) hours
Remember to park between the signs and to
check for time restrictions (6 p.m. to 6 a.m.)
!"#$
215
·|}þ60
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Attachment: CommercialVehicleParking (6136 : COMMERCIAL VEHICLE PARKING)

Report to City Council

ID#6154 Page 1
TO: Mayor and City Council

FROM: Brian Mohan, Assistant City Manager

AGENDA DATE: March 7, 2023

TITLE: MOMENTUM MOVAL - CURRENT STRATEGIC PLAN FOR

THE CITY OF MORENO VALLEY

RECOMMENDED ACTION
Recommendations:

1. Review the currently adopted Momentum MoVal Strategic Plan for the City of Moreno Valley (attached), and

2. Direct and authorize the City Manager & Assistant City Manager/CFO/Treasurer to continue using the six (6) Strategic Plan Priorities in the Momentum MoVal Strategic Plan for the City of Moreno Valley as the priorities to manage the City, including, but not limited to, Budget, CIP, Programs, Services, etc.

SUMMARY

This item is before Council at the request of the Mayor. This report discusses the current Council adopted Strategic Plan for the City , which is more commonly known as Momentum MoVal , and recommends approval of the continued use of the six (6) Strategic Plan Priorities (below) in the Strategic Plan as the priorities that govern the management of the City, including, but not limited to, Budget, CIP, Programs, Services, etc.

DISCUSSION

On August 16, 2016, Council approved the attached Strategic Plan, which is more commonly known as Momentum MoVal . This Strategic Plan align ed the City’s resources and creative energy toward meeting objectives identified by community stakeholders and approved by City Council . A cornerstone to the Strategic Plan process was the active participation by residents and community stakeholders.

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Momentum MoVal is built around six (6) Strategic Plan Priorities, which are:

Economic Development

Meet the current and emerging needs of Moreno Valley by expanding the local economy through:
• new business opportunities;
• job creation;
• strategic partnerships; and
• workforce development.

Provide proactive business attraction, small business development, and business support services that grow the City’s economic base to enhance the quality of life for Moreno Valley residents.

Public Safety

Provide effective public safety services to enhance the Quality of Life for Moreno Valley families and to attract businesses to our community. Public safety priorities focus on:
• reducing crime through traditional & innovative policing methods; • preparing our community for emergencies;
• protecting life and property; and
• exploring cost effective solutions.

Library

Deliver library services that empower our residents through open access to knowledge, employing both traditional and contemporary methods at a level that is appropriate for a diverse community of over 200,000 citizens.

Infrastructure

Manage and maximize Moreno Valley’s public infrastructure to ensure an excellent quality of life, develop and implement innovative, cost -effective infrastructure maintenance programs, public facilities management strategies, and capital improvement programming and project delivery.

Beautification, Community Engagement, & Quality of Life

Promote an active and engaged community where we work together to beautify our shared environment, care for each other, and enjoy access to cult ural and recreational amenities that support a high quality of life for all of our residents as envisioned and articulated throughout the City’s adopted General Plan.

Youth Programs

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and learning opportunities. Build systems that continually and effectively assess the conditions affecting families in Moreno Valley, and develop context appropriate strategies responsive to those needs that build on community strengths.

These six (6) Strategic Plan Priorities have been used as the basis of City management decisions, inclusive of the Council approved biennial Budget, Capital Improvement Plan, and General Plan. Staff recommends these six (6) Strategic Plan P riorities continue to be used and no changes to the Strategic Plan occur at this time.

ALTERNATIVES

1. Approve recommendation number two (2). Staff recommends this alternative.

2. Do not approve recommendation number two (2). Staff does not recommend this alternative as i t would cost the City $75K to $100K in preparing a new strategic plan, which would take six (6) months to one (1) year.

FISCAL IMPACT

There is no fiscal impact associated with the approval of the recommendation as stated in recommendation number two (2).

If Council directs staff to conduct a new strategic plan the plan would cost $75K - $100K for a consultant, each department will spend hundreds of hours that aren’t budgeted and take more than a year to complete.

If Council directs staff to revise the cu rrent strategic plan the plan would cost $50K - $60K for a consultant, each department will spend hundreds of hours that aren’t budgeted and take more than six (6) months to complete.

NOTIFICATION

Publication of the Agenda.

PREPARATION OF STAFF REPORT

Prepared By: Department Head Approval:

Name Brian Mohan Name Brian Mohan
Title Assistant City Manager/CFO/Treasurer Title Assistant City Manager/CFO/Treasurer

CITY COUNCIL GOALS
Advocacy. Develop cooperative intergovernmental relationships and b e a forceful advocate of City policies, objectives, and goals to appropriate external governments, agencies and corporations.

Revenue Diversification and Preservation. Develop a variety of City revenue sources and policies to create a stable revenue base and fiscal policies to support essential City services, regardless of economic climate.

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Public Safety. Provide a safe and secure environment for people and property in the community, control the number and severity of fire and hazardous material incidents , and provide protection for citizens who live, work and visit the City of Moreno Valley.

Public Facilities and Capital Projects . Ensure that needed public facilities, roadway improvements, and other infrastructure improvements are constructed and maintained.

Positive Environment. Create a positive environment for the development of Moreno Valley's future.

Community Image, Neighborhood Pride and Cleanliness . Promote a sense of community pride and foster an excellent image about our City by developing and executing programs which will result in quality development, enhanced neighborhood preservation efforts, including home rehabilitation and neighborhood restoration.

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library

4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

ATTACHMENTS
To view large attachments, please click your “bookmarks” on the left hand side of this document for the necessary attachment.

1. Momentum MoVal 08.2016

2. Momentum MoVal Presentation 03.07.23

APPROVALS

Budget Officer Approval ✓ Approved . 2/28/23 3:40 PM City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 2/28/23 3:44 PM H.3
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strategic plan | 2016
Adopted on August 16, 2016
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Attachment: Momentum MoVal 08.2016 (6154 : MOMENTUM MOVAL - CURRENT STRATEGIC PLAN FOR)

S T R A T E G I C P L A N N I N G - I N T R O D U C T I O N Momentum MoVal outlines the City Council’s strategic vision for Moreno Valley’s evolution as a premier community where residents and businesses will continue to thrive. This Strategic Plan will align the City’s resources and creative energy toward meeting objectives identified by community stakeholders and approved by its elected leaders. As a dynamic and forward leaning endeavor, Momentum MoVal identifies the City’s top priorities for the next five years while allowing the Council to adjust priorities as needed to address emerging issues. It’s a living document with a laser focus on achieving the aspirations of our diverse community.

A cornerstone to the Strategic Plan process has been active participation by residents and community stakeholders. Their valuable input has been incorporated throughout this document and is showcased in Appendix A.

Momentum MoVal is built around six top priorities toward which our collective efforts will be focused. The Plan features detailed objectives and specific initiatives to achieve the Council’s priorities. These components will serve as the primary Work Plan for efforts by all City employees to fulfill the direction given by the Council. Customer Care standards (Appendix B), which have been incorporated into all aspects of daily service delivery to residents and businesses, will continue to guide staff’s approach and manner in fulfilling the Council’s strategic vision.

This Plan is visionary, while remaining mindful that our community expects its City government to function at peak efficiency. In developing priorities, objectives and initiatives, the City’s financial capabilities have been fully considered. Priorities outlined herein can be aligned and achieved within existing staff levels and resources, unless otherwise noted. Staff’s recommendations for annual operating and capital improvements budgets will reflect the City Council’s policy direction as outlined in this strategic document.

Momentum MoVal is an ambitious plan, as the City Council has a bold vision for Moreno Valley’s future. Success in achieving these objectives won’t be easy, and it shouldn’t be. There is much to be done and community expectations are high. Because strategic vision and accountability go hand in hand, progress in accomplishing the initiatives will be reported regularly and publicly.

Momentum MoVal will take Moreno Valley to new heights…Where Dreams Soar. city of moreno valley | STRA TEGIC PLAN
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Attachment: Momentum MoVal 08.2016 (6154 : MOMENTUM MOVAL - CURRENT STRATEGIC PLAN FOR)

Consultant’s Comments
Momentum MoVal represents the results of active engagement by Moreno Valley residents and the City Council in charting the community’s course into the future. This process was unique in the extensive degree to which resident input was sought by the Council and provided by community stakeholders. The community’s buy-in to the Momentum MoVal program will ensure that it continues to reflect changing local needs.

The Council hosted 2 community meetings to receive input from residents. An online survey garnered over 350 responses as stakeholders embraced the opportunity to share their community priorities. The Council’s day-long Planning Session, held as a public meeting, was a critical juncture in this process. In this discussion, the Council reached consensus on several key principles to guide development of the Strategic Plan as well as its implementation in the years ahead. These principles included:
• Maintain a unified front. Successful Councils work together, moving in the same strategic direction. Providing clear, unified direction will lead to results at the staff level. Celebrate success in terms of “We” rather than “I”.
• Focus on Policy. As effective policy makers, the Council will focus on issues from the policy level (referred to as a “30,000 ft. level” for illustrative purposes). Doing so requires staff to communicate effectively with the Council, to earn the Council’s collective confidence that staff is fulfilling Council’s goals and policy direction. • Keep communication open, don’t be secretive. Sharing information equally with the Council Members is vital to keeping them all informed as policy makers. • Maintain a respectful environment. Display courtesy toward one another and toward staff. Respect one another’s roles and use of time.
• Focus on Customer Care. Council Members view constituent issues from a Citywide perspective. District Boundaries should not be barriers to assisting constituents; in working with residents, Council Members will keep the District Council Member informed. • Maintain Perspective. Don’t allow a few people to influence perspectives of, and behavior toward, one another. Take a broader perspective.
• Equip new Council Members for success. A comprehensive orientation to acquaint newly elected Council Members on the principles stated above will be very helpful to them in understanding organizational norms and their roles as policy makers.

Momentum MoVal marks a pivotal point in the City’s development as a premiere community in Inland Southern California. It has been a distinct pleasure to work with the City Council and residents in identifying the objectives outlined in this visionary document.

Wayne McAfee Ph.D.

Nels Klyver Ph.D.
city of moreno valley | STRA TEGIC PLAN
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city of moreno valley | STRA TEGIC PLAN

ECONOMIC DEVELOPMENT

BEAUTIFICA TION,

COMMUNITY ENGAGEMENT,

AND QUALITY OF LIFE

INFRASTRUCTURE

PUBLIC SAFETY

YOUTH PROGRAMS

LIBRARY
Meet the current and emerging needs of Moreno
Valley by expanding the local economy through:
• new business opportunities;
• job creation;
• strategic partnerships; and
• workforce development.

Provide proactive business attraction, small
business development, and business support
services that grow the City’s economic base to
enhance the quality of life for Moreno Valley
residents.

Promote an active and engaged community
where we work together to beautify our shared
environment, care for each other, and enjoy
access to cultural and recreational amenities
that support a high quality of life for all of
our residents as envisioned and articulated
throughout the City’s adopted General Plan.

Manage and maximize Moreno Valley’s public
infrastructure to ensure an excellent quality
of life, develop and implement innovative, cost
effective infrastructure maintenance programs,
public facilities management strategies, and
capital improvement programming and project
delivery.

Provide effective public safety services to
enhance the Quality of Life for Moreno Valley
families and to attract businesses to our
community. Public safety priorities focus on:
• reducing crime through traditional &
innovative policing methods,
• preparing our community for
emergencies;
• protecting life and property; and
• exploring cost effective solutions.

Improve the lives and futures of our City’s
youth by expanding healthy lifestyle choices
and learning opportunities. Build systems that
continually and effectively assess the conditions
affecting families in Moreno Valley, and develop
context appropriate strategies responsive to
those needs that build on community strengths.

Deliver library services that empower our
residents through open access to knowledge,
employing both traditional and contemporary
methods at a level that is appropriate for a
diverse community of over 200,000 citizens.

STRA TEGIC PLAN PRIORITIES
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V I S I O N
To transform our young city into a mature community that offers its residents and businesses an unsurpassed quality of life featuring abundant recreation, desirable private and public services, varied residential living choices, and well-paying employment opportunities.

M I S S I O N
Maintain a safe and secure environment for the people who live, work, and play in the city.

Promote democracy, inviting citizen involvement while encouraging community self- determination and local control.

Enhance and sustain the economic prosperity of the community and the financial well-being of the city government.

Bring together our community and its resources to address local needs and issues and enhance the quality of life.

Build quality public and private facilities, emphasizing recreational and cultural activities for all ages and interests.

Foster harmony among diverse community groups by providing opportunities for improvement, respecting cultural differences, and treating people equally and fairly.

Respect and conserve our environmental resources for the health and enjoyment of our citizens and future generations.

Advocate for and effectively represent the city’s interests with other governmental and private institutions, and establish cooperative partnerships to improve the quality of life in the region.

Exemplify good government by operating a city business that is open and ethical, customer- friendly, cost-conscious, innovative, technologically advanced, and forward-thinking.

Cultivate a challenging and rewarding work environment— as a “model employer”—that supports our employees and their families, develops people, promotes teamwork, and celebrates humanity.

G O A L S

1. Advocacy

2. Revenue Diversification and Preservation

3. Public Safety

4. Public Facilities and Capital Projects

5. Positive Environment

6. Community Image, Neighborhood Pride and Cleanliness
city of moreno valley | STRA TEGIC PLAN
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Attachment: Momentum MoVal 08.2016 (6154 : MOMENTUM MOVAL - CURRENT STRATEGIC PLAN FOR)

1. E C O N O M I C D E V E L O P M E N T
Meet the current and emerging needs of Moreno Valley by expanding the local economy through:
• new business opportunities; • job creation;
• strategic partnerships; and • workforce development.

Provide proactive business attraction, small business development, and business support services that grow the City’s economic base to enhance the quality of life for Moreno Valley residents.

Objective 1.1: Proactively attract high-quality businesses.

Initiative 1.1.1: Update the Council-adopted Economic Development Action Plan to focus business attraction efforts on key growth industries conducive to the Moreno Valley market such as logistics, green and clean technology, defense, aerospace, e-commerce, healthcare, medical device manufacturing, auto manufacturing (and related fields), robotics, and global trade. (1 year)
Initiative 1.1.2: In the next City budget cycle, allocate additional dollars to expand marketing efforts by increasing advertising placements and sponsorships. (6 months) Initiative 1.1.3: Affirm competitive development impact fees. (1 year) Initiative 1.1.4: Advance the Development Services Team as a “Center of Excellence” in serving all customers by use of technology services and tools and streamlining development processes via Accela’s ACP project tracking software. Guarantee specific time frames for plan reviews, expedite permitting issuance processes, improve inspection functionality (6 months), and facilitate online applications and services. (9 months) Initiative 1.1.5: Rebuild the Community Development Department’s website presence by making pertinent and useful information easily accessible for review and to provide additional assistance throughout all aspects of the development review process. (9 months) Initiative 1.1.6: Expand Economic Development digital and online marketing tools including the expansion of proactive marketing with monthly emails, the placement of ten (10) print and digital ads, and development of a dedicated Economic Development website to promote Moreno Valley as the best place to do business. (1 year) Initiative 1.1.7: Actively participate in and sponsor commercial, medical, office, and industrial brokerage and development-related organizational events and conferences to promote and market Moreno Valley. (2 years)
economic development | STRA TEGIC PLAN
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Initiative 1.1.8: Promote investment in beautification improvements (landscaping, public art, etc.) along strategic business development corridors. (5 years) Initiative 1.1.9: Conduct 12 business visits per year with major employers and key businesses in Moreno Valley to build relationships; determine business needs, developing new support industries; promote incentive programs such as Hire MoVal; and to identify industry and employer specific educational and training. (1 year)
Initiative 1.1.10: Pursue award opportunities to showcase the City’s innovative Economic Development initiatives. (1 year)
Initiative 1.1.11: Complete the re-brand of the Economic Development Department attraction efforts and launch a dedicated Economic Development website. (6 months) Partners: Economic Development, City Manager’s Office, Media Section, Community Development (Planning, Building & Safety), Public Works, Finance, Fire Prevention, Moreno Valley Utility, Riverside County Workforce Development, Searle Creative Marketing, Riverside University Health System, Kaiser Permanente, Moreno Valley Chamber of Commerce, Moreno Valley Black Chamber of Commerce, Moreno Valley Hispanic Chamber of Commerce, Inland Empire Economic Partnership, Inland Empire Small Business Development Center (IESBDC), SCORE, Small Business Administration (SBA), AmPac Tri-State, and other business support partners, development and brokerage community, trade organizations
Resources: Economic consultant(s) for the Economic Development Action Plan, outside marketing agency, marketing budget, one (1) additional, full-time Economic Development staff member for business attraction
Obstacles: Potential downturn in economy, delayed implementation of ACP project tracking software, identifying adequate funding, available staffing resources Objective 1.2: Market all the opportunities for quality industrial development in Moreno Valley by promoting all high-profile industrial and business projects that set the City apart from others.

Initiative 1.2.1: Showcase excellent industrial projects on all appropriate marketing collateral, online, and via email outreach. Work with each unique developer to educate the brokerage community on the status and availability of future projects. (years 1-5) Partners: Economic Development, Community Development (Planning), City Manager’s Office, Media Section, developers
economic development | STRA TEGIC PLAN
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Resources: Economic consultant(s) for the Economic Development Action Plan, outside marketing agency, marketing budget, WLC Development Agreement provisions Obstacles: Potential downturn in economy, identifying adequate funding, available staffing resources
Objective 1.3: Promote local hiring through the expansion of local, quality, high paying jobs, and workforce development efforts.

Initiative 1.3.1: Set a target of 1,000 new jobs through business attraction and expansion per year. (years 1-5)
Initiative 1.3.2: Set a target of having an unemployment rate that is lower than the Riverside County unemployment rate. (5 years)
Initiative 1.3.3: Attract a supply chain/logistics and/or medical related trade school. Explore the potential use of City facilities for this purpose. (3 years) Initiative 1.3.4: Continue to partner with the Riverside County Workforce Development Center to promote job readiness and basic skills training of the local workforce through the hosting of at least six (6) job preparedness and readiness workshops per year at the Moreno Valley Employment Resources Center (ERC) and/or other City facilities. Continue to expand upon existing recruitment service offerings. (1 year)
Initiative 1.3.5: Explore strategic partnerships with business organizations and nonprofits to identify industry specific workforce development training curriculum needs. (2 years) Initiative 1.3.6: Encourage local partnerships to promote entrepreneurism, basic skills training, and financial literacy initiatives among Moreno Valley adults. (2 years) Initiative 1.3.7: Promote the development of health care careers by establishing a “hot careers in health care” board at the ERC, giving first priority to health care job providers for recruitments, and hosting two (2) workshops focused on jobs in health care with local partners at the ERC. (1 year)
Initiative 1.3.8: Develop a strategy to utilize World Logistics Center Development Agreement funds dedicated to workforce training in the logistics industry. A total of $6,993,000 is anticipated for the City’s use to provide and enhance educational and workforce development training in the supply chain and logistics industries. Funds will be received on an annual basis, and in conjunction with construction on the WLC site. Annual payments of $100,000 will be provided during the first six years under the Development Agreement, with the amount increasing to $125,000 from the 7th year through the end of the Agreement. A contribution of economic development | STRA TEGIC PLAN
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$1 million will be provided upon issuance of the first building permit for a logistics building on the WLC property, and additional payments of 11¢ per square foot upon issuance of building permits for each succeeding building. (1 year)
Initiative 1.3.9: Incorporate Moreno Valley Utility (MVU) as part of the Business Visitation Program and enroll five (5) new companies into Hire MoVal. (1 year) Initiative 1.3.10: Develop a Hire MoVal recognition program. Companies that adopt the “Hire MoVal First” criteria will be recognized at a City Council Special Presentation meeting to receive a City Proclamation. (1 year)
Initiative 1.3.11: Evaluate hiring City staff members to conduct job readiness/job training programs under direct supervision by the Economic Development Department.

Partners: Economic Development, Community Services and Library for provision of job readiness workshops, City Manager’s Office, Media Section, Community Development (Planning), Finance, Riverside County Workforce Development, Moreno Valley College, Riverside Community College District, University of California Riverside, prospective trade/professional/non-profit training institutions, Moreno Valley Chamber of Commerce, Moreno Valley Black Chamber of Commerce, Moreno Valley Hispanic Chamber of Commerce
Resources: Two (2) additional full-time Economic Development staff members to implement job creation/ workforce development initiatives Obstacles: Potential downturn in economy, limited market demand, identifying adequate funding, available staffing resources
Objective 1.4: Promote the development of the Medical Corridor along Nason Street to meet health care demands for residents of Moreno Valley and the region, bring quality jobs, and create business opportunities for ancillary support businesses in the health care industry.

Initiative 1.4.1: Strengthen partnerships with existing medical providers such as Riverside University Health System and Kaiser Permanente to support and encourage expansion efforts. (6 months)
Initiative 1.4.2: Create focused medical/office and elderly care facility marketing collateral to highlight Moreno Valley’s unique assets and development opportunities. (6 months) Initiative 1.4.3: Identify strategic partners to encourage the development of job readiness in high demand health care industries. (6 months)
Initiative 1.4.4: Determine the highest/best use of the City’s parcel at Nason Street and Alessandro Boulevard and the exploration of an urban village concept including opportunity economic development | STRA TEGIC PLAN
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to integrate enhanced transit connections between this area and the new Perris Valley Line Metrolink Station west of I-215. C omplete land use analysis component of the Nason Street Corridor Study. (1 year)
Partners: Economic Development, City Manager’s Office, Media Section, Community Development (Planning, Building & Safety), Public Works, Fire Prevention, Riverside County Workforce Development, Moreno Valley College, University of California Riverside (School of Medicine), Riverside University Health System, Kaiser Permanente, Land Use consultant
Resources: A Land-Use consultant
Obstacles: Limited market demand, potential downturn in economy, identifying funding source, available staffing resources
Objective 1.5: Showcase Moreno Valley’s unique assets.

Initiative 1.5.1: Promote and market Moreno Valley’s advantages: second largest City in Riverside County with a growing population, strategic location, easy access to transportation corridors, proximity to ports and markets in Los Angeles, Orange, and San Diego counties, home of March Inland Port – Airport, availability of developable land, committed City leadership and staff, business friendly philosophy, Foreign Trade Zone designation, competitive incentives such as the award winning Hire MoVal program, and the Economic Development Rate Incentive discount from the Moreno Valley Utility. (3 years)
Initiative 1.5.2: Evaluate the current General Plan Community Development Element Land Use Map to identify three potential distinct “town centers” for the City. (1 year) Partners: Economic Development, City Manager’s Office, Media Section, Community Development (Planning, Building & Safety), Public Works, Moreno Valley Utility, Riverside County EDA, Inland Empire Economic Partnership, March Inland Port Airport - March Joint Power’s Authority
Resources: Funding for land use, architecture/ landscape architecture, engineering consultants to implement a City Gateway and Streetscapes plan would be required for

1.5.2 above
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Objective 1.6: Establish Moreno Valley as the worldwide model in logistics development.

Initiative 1.6.1: Expand the State of the City to add an Economic Development Summit component that includes a keynote speaker to discuss annual economic trends and their impact on the City, and offer breakout sessions that would allow participants to provide feedback on issues relevant to business and the local economy. (1 year)
Initiative 1.6.2: Develop a Logistic and Industrial Developer Business Council comprised of logistic and industrial developers to meet and discuss issues impacting development. (1 year) Initiative 1.6.3: Establish a webpage discussing the priorities and activities of the Logistic and Industrial Developer Business Council with a section that allows businesses to submit feedback and suggestions. (2 years)
Initiative 1.6.4: Pursue speaking and demonstration opportunities at the national and international levels to elevate Moreno Valley’s reputation for smart logistics development. (1 year)
Partners: City Manager’s Office, Media Section, City Clerk’s Office, Economic Development, Community Development (Planning), Community Service, Moreno Valley logistics-related companies, industrial developers
Resources: Additional funding for the State of the City event Obstacles: Identifying funding source, potential downturn in economy, available staffing resources
Objective 1.7: Promote small business development and entrepreneurship.

Initiative 1.7.1: Continue to provide high quality business support programs such as five (5) Business Roundtables per year, twenty (20) Business Spotlight commercials, Hire MoVal, monthly Shop MoVal print and digital ads, and fifty (50) small business site visits per year.

Initiative 1.7.2: Leverage resources and city facilities to provide quality educational and small business support programs such as workshops, technical and financial assistance, networking, mentoring, and one-on-one counseling through the Inland Empire Small Business Development Center (IESBDC), SCORE, Small Business Administration (SBA), AmPac Tri-State, and other business support partners. (1 year)
Initiative 1.7.3: Research the feasibility and funding of a one-stop incubator that would include the ERC and a new BRC (Business Resources Center) to encourage the evolution of home- based and small businesses and the expansion of start-ups. (5 years) economic development | STRA TEGIC PLAN
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Partners: Economic Development, City Manager’s Office, Media Section, Community Development, Parks & Community Services, Finance, Moreno Valley Utility, Riverside County Workforce Development, Moreno Valley College, Moreno Valley Chamber of Commerce, Moreno Valley Black Chamber of Commerce, Moreno Valley Hispanic Chamber of Commerce, Inland Empire Small Business Development Center (IESBDC), SCORE, Small Business Administration (SBA), AmPac Tri-State Resources: One (1) full-time Economic Development staff member for business support services/small business development
Obstacles: Identifying funding source, available staffing resources Objective 1.8: Evaluate staff resources and dedicate City funding to invest in aggressive Economic Development activities that will result in increased revenues to the City, additional employment opportunities, and enhanced quality of life for our residents.

Initiative 1.8.1: Evaluate hiring one (1) full time staff member, or equivalent outsourced support, to business attraction such as proactive print and digital marketing, branding, website management, content and email marketing, trade show and industry events planning and attendance, lease mining, site selection assistance, demographics and market analysis, brochure development, database collection, real estate industry liaison, and new business relationship building efforts. (6 months)
Initiative 1.8.2: Evaluate hiring two (2) full time staff members, or equivalent outsourced support, for workforce development, including oversight of the Hire MoVal program, operations at the Moreno Valley Employment Resource Center, job readiness workshops, partnership and relationship building, and new job training initiatives. (6 months for first hire, 18 months for second hire)
Initiative 1.8.3: Evaluate hiring one (1) full time staff member, or equivalent outsourced support, for Business Support Services and Small Business Development, such as Business Visitations, Business Roundtable, Business Spotlight, Chamber of Commerce relations, grants and loan programs, energy efficiency programs outreach, small business visits, business training programs with the Small Business Development Center, SCORE, AmPac Tri-State, and the Small Business Administration, event sponsorships within Moreno Valley, Shop MoVal, Start- up MoVal, and the Business Ombudsman activities. (18 months) Partners: Economic Development, City Manager’s Office, Administrative Services Resources: Up to four (4) additional full-time Economic Development staff positions Obstacles: Potential downturn in economy, identifying funding sources economic development | STRA TEGIC PLAN
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Objective 1.9: Ensure the City’s General Plan articulates the vision for how Moreno Valley wants to evolve over time, and provides an orderly and predictable process through which this vision is developed and implemented, including new attention to economic development, sustainability, public health, and innovation.

Initiative 1.9.1: Prepare a General Plan Annual Report per Government Code Section 65400 for presentation to the City Council before April 1, 2017, that explains how current land use decisions relate to adopted goals, policies and implementation measures, and as appropriate, identify necessary course adjustments consistent with the Strategic Plan. (1 year) Initiative 1.9.2: Form a working group of key City staff to research and evaluate the current General Plan as a prerequisite to initiating a comprehensive update of the General Plan.

Develop recommendations for a scope of work, inclusive of completing the General Plan Economic Development Element (Chapter 3) envisioned with the last comprehensive General Plan Update completed in 2006, and prepare recommendations on budget and schedule. (1 year)
Initiative 1.9.3: Include consideration of incremental set-aside of funding in annual budget development in anticipation of future General Plan update. (1 year) Initiative 1.9.4: Conduct a comprehensive update of the City General Plan and supporting environmental document, including all mandatory Elements (except Housing), an Economic Development Element, and other desired optional Elements authorized by the City Council. (3 years)
Partners: City Manager’s Office, Media Section, Community Development (Planning, Building & Safety), Public Works, Finance (Housing), Economic Development, Community Service, Police and Fire
Resources: General plan consultant/firm
Obstacles: Identify funding source, available staffing resources economic development | STRA TEGIC PLAN
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2. P U B L I C S A F E T Y
Provide effective public safety services to enhance the Quality of Life for Moreno Valley families and to attract businesses to our community. Public safety priorities focus on:
• reducing crime through traditional & innovative policing methods, • preparing our community for emergencies;
• protecting life and property; and
• exploring cost effective solutions.

Objective 2.1.: Reduce crime, the fear of crime, and the perception of crime in the community.

Initiative 2.1.1: Form a working group, with existing staff, to research, evaluate and test progressive law enforcement programs for use in the City. (6 months) Initiative 2.1.2: Conduct at least one community survey each year using social media to correctly determine, address, and reduce fear of crime. (1 year)
Initiative 2.1.3: Enhance the use of social media sites to better provide a forum for reporting quality of life issues to include tips, complaints, and crime updates. (6 months) Initiative 2.1.4: Expand the citywide camera system to include more parks, public gathering areas and sport complexes. (2 years)
Initiative 2.1.5: Add large signage to city entry points alerting the public to the existence of the camera system. (1 year)
Initiative 2.1.6: Provide Crime Prevention Through Environmental Design (CPTED) plan review training to key city staff engaged in plan reviews for new development projects. (1 year) Partners: Police Department, Community Development, Parks & Community Services Department, Technology Services, Local Business Owners/Groups, Neighborhood Associations, Faith-Based Organizations, Riverside County Department of Public Social Services (DPSS), Neighborhood Watch Program, Homeowners Associations, Center for Problem-Oriented Policing, social networking and media outlets Resources: Grants and city approved funding sources
Obstacles: Identifying key leadership personnel to establish a crime prevention committee and the management of employees to develop and maintain social media sites
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Objective 2.2: Engage the community in joint problem solving and crime prevention activities.

Initiative 2.2.1: Target 10% increased public participation at community outreach and education events, such as Coffee with a Cop, Zone Meetings, and Cops and Clergy. (1 year) Initiative 2.2.2: Provide information regarding Neighborhood Watch programs to all Homeowners Associations in the City. (1 year)
Initiative 2.2.3: Host a CPTED community workshop, and post CPTED information on the city website for public information. (1 year)
Partners: Police Department, Local Businesses, Neighborhood Associations, Faith- Based Organizations, Neighborhood Watch Program, Center for Problem-Oriented Policing, social networking and media outlets
Resources: Byrne Criminal Justice Innovation grant
Obstacles: Identifying key leaders from various community groups to develop and maintain a crime prevention committee, difficulty locating additional crime prevention grants and funding sources
Objective 2.3: Promote the concept of community policing with residents and Department members.

Initiative 2.3.1: Increase public trust by building our community oriented policing programs like the Officer Friendly Program and Crime-Free Multi-housing. (1 year) Initiative 2.3.2: Work with new and existing affordable housing providers to help them solve problems and promote a Crime-Free Multi-housing Program. (6 months) Initiative 2.3.3: Enhance volunteer programs by actively recruiting and sending five new city residents to the Citizen’s Police Academy each year. (1 year) Initiative 2.3.4: Raise public trust by increasing law enforcement’s presence at community events. (6 months)
Partners: Police Department, Housing and Urban Development, Community Development, Finance (Housing), local business owners/groups, Neighborhood Associations, Faith-Based Organizations, Parks & Community Services Department, Neighborhood Watch Program, Crime Stoppers, Center for Problem-Oriented Policing, social networking and media outlets
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Resources: Byrne Criminal Justice Innovation grant, develop a career development program for High School/College Students for future entry in law enforcement Obstacles: Identifying key leaders from various community groups to develop and maintain a crime prevention committee
Objective 2.4: Work with government and non-government agencies to reduce homelessness in the City.

Initiative 2.4.1: Develop and maintain relationships with Housing and Urban Development, Veterans Affairs, Riverside County Department of Public Social Services (DPSS) and other non-governmental organizations to house our homeless. (1 year) Partners: Police Department, Community Development, Housing and Urban Development, local business owners/groups, Riverside Community College Students, Neighborhood Associations, Faith-Based Organizations, DPSS, Department of Public Works, Parks and Recreation, Center for Problem-Oriented Policing, non-governmental organizations (i.e. Path of Life Ministries, University Women Homeless Center, Jubilee House Sober Living, D & R Turning Point), Family Assistance Program, Place, and the Riverside County 211 Program
Resources: City approved funding sources and grants
Obstacles: Identifying key leaders from various community groups to develop and execute a comprehensive homeless protocol, difficulty identifying funding sources, available staffing resources
Objective 2.5: Develop partnerships with local businesses and warehouse operators to reduce traffic related issues.

Initiative 2.5.1: Develop and implement a Commercial Vehicle Enforcement Team. (1 year) Initiative 2.5.2: Work with local businesses to develop commercial traffic plans, routes and parking solutions. (1 year)
Partners: Caltrans, California Highway Patrol, Police Department Traffic Unit, local business owners/groups, neighborhood associations, Public Works, Community Development (including existing vendor support)
Resources: City approved funds and applicable grants, professional consultants Obstacles: Identifying key leaders from various community and business groups to develop a committee/think tank to develop and implement traffic related solutions, available staffing resources, adequate funding
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Objective 2.6: Enhance operational excellence and efficiency in delivery of Police services.

Initiative 2.6.1: Begin the important process of building the police department’s sworn staffing levels. Success and timing will reflect availability of resources and status of law enforcement costs. The Riverside Sheriff’s Department often refers to a ratio of 1 officer to each 1,000 residents as an important target for sworn staffing levels. (1 year) Initiative 2.6.2: Rebuild special teams by adding sworn officers. These teams proactively target violent criminals, street gangs, street-level narcotics sales, and quality of life issues. (2 years) Partners: Police Department, City Manager’s Office, Financial & Management Services Resources: Allocate funds and identify grants for the increase in police personnel Obstacles: Allocating ongoing funds to sustain an increase in police personnel in light of rising costs
Objective 2.7: Fully integrate Fire Prevention activities into the City’s Development Services processes to provide swift, seamless service.

Initiative 2.7.1: Team with Technology Services and all other development services department to adopt the Accela Civic Platform (ACP). (2016)
Partners: Fire Department, Technology Services, Economic Development, Community Development (Planning, Building and Safety), Land Development, TruePoint Solutions Resources: ACP project team
Obstacles: Potential delays for incorporating annual business inspection programs due to additional enhancements required within ACP, available staffing resources Objective 2.8: Enhance communication and coordination with City departments to provide accountability in emergency preparedness activities and minimize redundancy of efforts citywide.

Initiative 2.8.1: Assess and assist other City department efforts to identify, prioritize, and mitigate facility and infrastructure hazards that would advance emergency preparedness. (1 year)
Initiative 2.8.2: Conduct a full-scale Emergency Operations Center Exercise. (2016) Initiative 2.8.3: Conduct no less than 1 full-scale Emergency Operations Center Exercise in each calendar year. (2016)
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Partners: City Manager’s Office, Community Development Department, Office of Emergency Management, Fire Department, Police Department, Public Works, Parks and Community Services, Moreno Valley Utility, Media Section, Riverside County Emergency Management Department (EMD), Riverside County Fire, Riverside University Health System, Moreno Valley Kaiser, American Red Cross
Resources: Office of Emergency Management, Fire Department, Riverside County EMD staff, Alert MoVal
Obstacles: Priority projects may impact development and facilitation of meetings and exercises
Objective 2.9: Building upon momentum established with the El Niño Preparedness initiative, maintain and expand partnerships with community organizations throughout the City.

Initiative 2.9.1: Develop and establish formal agreements or memorandums of understanding (MOU’s) with private/non-profit organizations to enhance the City’s preparedness and response efforts. (1 Year)
Partners: Office of Emergency Management, City Manager’s Office, Fire Department, Police Department, faith-based organizations, community-based organizations, non- profit organizations, Economic Development, Public Works, and key community disaster response agencies
Resources: Existing City staff from City departments, Moreno Valley (MVUSD) and Val Verde (VVUSD) Unified School Districts, various meetings and committees (i.e.

Operational Area Planning Committee, NorthWest Comm, Volunteer Organizations Active in Disaster, etc.)
Obstacles: Potential for varying levels of participation among community organizations.

Some partners may not have adequate resources to engage in an MOU or assist the City in an emergency or disaster
Objective 2.10: Ensure that the City’s emergency management program (including mitigation, preparedness, response and recovery) addresses needs of persons with disabilities and people with access and functional needs.

Initiative 2.10.1: Revise the City’s Emergency Operations Plans to ensure each City department includes consideration of accommodations, services, and strategies for serving the City’s population of persons with disabilities and people with access and functional needs and is compliant with state and federal regulations. (1 Year)
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Initiative 2.10.2: Enhance the current system for identifying and locating persons with disabilities and people with access and functional needs during an emergency, document suitable shelter infrastructure, and ensure specialized equipment and other support is available during emergencies. (3 years)
Initiative 2.10.3: Enhance the level of emergency preparedness to meet the needs of People with Access and Functional Needs (PAFN) during major emergencies or disasters by: (2 years) • strengthening existing and initiating 5 new relationships with civic stakeholders including schools, care and medical organizations who know of and provide services to PAFN; • increasing resident registration of PAFN during an emergency with the City’s alert and notification system, Alert MoVal, by 10% per year;
• identifying and building relationships with 5 vendors who provide specialized equipment and resources specifically designed to assist PAFN and that can be made available during disasters;
• coordinating and conducting an annual emergency preparedness seminar tailored to PAFN; and
• offering a PAFN Community Emergency Response Training class to members of the community and surrounding jurisdictions.

Partners: Office of Emergency Management, Riverside County Department of Public Social Services (DPSS), Moreno Valley (MVUSD) and Val Verde (VVUSD) Unified School Districts, Fire Department, Police Department, Parks and Community Services, Media Section, Technology Services, community-based organizations, faith-based organizations, non-profit organizations, and local medical providers Resources: Office of Emergency Management staff, Alert MoVal (emergency alert and early warning notification system), various meetings and committees, civic stakeholders Obstacles: Engagement in preparing People with Access and Functional Needs (PAFN) is voluntary and based on interest and time. Another obstacle is identifying how many PAFN reside in Moreno Valley and where to focus our outreach, measuring progress/ success towards targeted goals with unknown variables is difficult Objective 2.11: Protect people and property against animal related injury and nuisance through enforcement of local and state animal welfare laws and ordinances.

Initiative 2.11.1: Provide effective training and public education programs regarding the importance of responsible pet ownership, rabies awareness, mandatory spay/neuter and micro-chip ordinances, leash law, control of the feral cat population and re-homing options in an effort to reduce the intake of animals by 3% annually over the next three years. (1 year) Initiative 2.11.2: Respond to citizen calls for service the day they are received or within 24 hours for low priority calls received near or after the end of a work shift. (6 months) public safety | STRA TEGIC PLAN
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Initiative 2.11.3: Conduct weekly proactive patrols in close proximity to schools, parks and areas identified as having the greatest number of stray animals reported in an effort to reduce dog bites by 5%. (6 months)
Partners: Local school district, civic groups, Animal Services, Police Department, Park Rangers
Resources: Current staffing levels in Animal Services allow the division to meet a minimal level of services
Obstacles: Challenges in establishing public/private partnerships Objective 2.12: Evaluate results of Feasibility Study regarding the concept of forming a multi- agency Joint Powers Authority for provision of police services.

Initiative 2.12.1: Present results of Feasibility Study to the Public Safety Sub-Committee. (6 months)
Initiative 2.12.2: Present Public Safety Sub-Committee findings to the City Council via Study Session. (2017)
Partners: Finance, City Manager’s Office, local cities contracted with Matrix Consulting to complete the initial feasibility analysis
Resources: The initial funding for the contract has been approved by the City Council and Matrix Consulting is currently engaged on the project Obstacles: Timing and responses from other cities and the County Sheriff to allow for the completion of the study
Objective 2.13: Update the City’s Local Hazard Mitigation Plan to identify risks and vulnerabilities associated with disasters, including developing long-term strategies for protecting the health, safety and welfare of people and reduce harm to existing and future property from hazard events.

Initiative 2.13.1: Establish a planning committee to identify and assess potential hazards in the community. (6 months)
Initiative 2.13.2: Establish mitigation strategies for the recognized hazards including goals, objectives and associated costs. (6 months)
Initiative 2.13.3: Provide community outreach to encourage stakeholder and public participation in the monitoring and evaluation of the plan. (1 year)
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Partners: Fire Department, Community Development, Economic Development, Public Works, City Manager’s Office, Parks and Community Services, Moreno Valley Utility, Financial & Management Services, Riverside County Emergency Management Department
Resources: Southern California Edison, Eastern Municipal Water District, Moreno Valley Unified School District, Val Verde Unified School District, Moreno Valley Community College, Riverside University Health System, Kaiser Permanente Moreno Valley and community members
Obstacles: Planning processes can be extended depending on the workload of various departments and priority projects
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3. LIBRARY
Deliver library services that empower our residents through open access to knowledge, employing both traditional and contemporary methods at a level that is appropriate for a diverse community of over 200,000 citizens.

Objective 3.1: Open a satellite branch library by December, 2017.

Initiative 3.1.1: Identify funding sources, including but not limited to, Development Impact Fees , grant opportunities, etc. (9 months)
Initiative 3.1.2: Identify appropriate location for a satellite branch library by conducting public outreach sessions and/or a community needs assessment to determine areas in greatest need and with greatest interest of neighborhood library services. Consider public transportation access to potential new locations. (1 year)
Initiative 3.1.3: Seek out public and private partnerships to expand Library services including joint use space with schools and private businesses. Investigate store-front or mall locations, as well as self-serve library options. (1 year)
Initiative 3.1.4: To reduce overall costs associated with opening a satellite branch, automate services to decrease additional staffing needs including self-check-out for books, DVD & CD kiosks and laptop kiosk. (9 months) To minimize the need for additional overall staffing to operate a satellite branch, maximize automation at Main Library and explore completely self- serve library options for other locations. (At satellite opening, by December 2017) Initiative 3.1.5: Consider sale of surplus City properties for one-time revenue generation to be used to fund Library equipment and materials. (1 year)
Partners: Administrative Services, Finance, City Manager’s Office, Community Development
Resources: Approved expenditures for facilities as well as approved ongoing operating expenses for satellite location, professional consultants Obstacles: Funding for additional ongoing operating expenses, available staffing resources
Objective 3.2: Expand the library’s technology program to enhance job readiness in our community.

Initiative 3.2.1: Develop a robust training program to include basic computer classes and basic MS Office software training. (4 months)
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Initiative 3.2.2: Investigate the feasibility of a Lend-and-Learn program enabling patrons to receive training on the use of new technology as well as the ability to check out devices from the library. (9 months)
Partners: Library, Amazon (tablet/e-reader donation), training partners Resources: Approved funding for additional computer training courses and tablet/ e-reader lend and learn program if unable to secure volunteer trainers and donated technology
Obstacles: Lack of volunteers and/or donations
Objective 3.3: Partner with outside organizations to expand the range of workshops and programs provided to the community.

Initiative 3.3.1: Expand reading and language (ESL, Spanish) classes. (years 1-5) Initiative 3.3.2: Promote job readiness by providing workshops on resume writing, job interviewing, career readiness and life skills four times per year. (6 months) Initiative 3.3.3: Conduct public information workshops on topics such as tax filing assistance, social security, signing up for Covered California. (6 months) Initiative 3.3.4: Conduct health and wellness workshops to address areas of interest to various age groups six times per year. (1 year)
Initiative 3.3.5: Organize workshops and presentations on arts, entertainment and recreation subjects including gardening, painting, writing, history, music and other popular subjects on a monthly basis. (1 year)
Initiative 3.3.6: Introduce a Community Lending Library program by providing 6 library boxes to neighborhoods (as demonstration projects) and defining standards for private construction/ installation of library boxes. (1 year)
Partners: Administrative Services (Library), Economic Development, Community Services, Community Development, individuals or organizations to sponsor “Little Libraries,” volunteer/training/workshop partners, Moreno Valley Unified School District, Val Verde Unified School District
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4. INFRASTRUCTURE
Manage and maximize Moreno Valley’s public infrastructure to ensure an excellent quality of life, develop and implement innovative, cost effective infrastructure maintenance programs, public facilities management strategies, and capital improvement programming and project delivery
Objective 4.1: Develop a Moreno Valley Utility Strategic Plan to prepare for the 2020 expiration of the ENCO Utility Systems agreement.

Initiative 4.1.1: Contract with a consultant to assist the City in identifying and analyzing options regarding the organizational structure of the utility. (1 year) Initiative 4.1.2: Prepare a comprehensive Strategic Plan that includes the following tasks. (2 years)
1) Update the Distribution System Plan to identify and prioritize infrastructure needed to meet customer demand for electricity; analyze the impacts of the proliferation of customer-owned solar systems on the distribution system. 2) Update the Integrated Resource Plan to identify future power supply needs for the utility and recommend the optimal mix of resources (such as purchase vs. utility-owned generation, renewable energy, etc.).
3) Update the utility rates model and review/explore the existing policy of maintaining parity with SCE rates.
4) Analyze financial reserve recommendations to fund a portion of the infrastructure identified in the Distribution System Plan, provide funding for the replacement of equipment and/or infrastructure in the event of an emergency, and provide operating and rate stabilization reserves.

Partners: Public Works, Finance, City Council and industry experts to evaluate items and complete a plan
Resources: Staffing and financial resources will be provided through the Utility Obstacles: Completing comprehensive public education and feedback to assure a comprehensive plan can be developed to provide for the long term viability of the Utility Objective 4.2: Develop and maintain a comprehensive Infrastructure Plan to invest in and deliver City infrastructure.

Initiative 4.2.1: Present initial infrastructure needs assessment information to the City Council at a study session. (6 months)
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Initiative 4.2.2: In partnership with the Riverside County Flood Control District, review and update Flood Control Master Plans and associated Area Drainage Fees such that plans reflect current stormwater needs. (1 year)
Initiative 4.2.3: Review and update development construction practices with developers to explore the installation of full street improvements along project frontages. (1 year) Initiative 4.2.4: Develop/update a complete GIS-based inventory of all transportation and stormwater related assets. (2 years)
Initiative 4.2.5: Prepare an updated and fully comprehensive infrastructure needs assessment. (3 years)
Partners: Flood Control District, Building Industry Association (BIA), National Association of Industrial and Office Parks (NAIOP), Technology Services Resources: Public Works, Community Development, Technology Services, Flood Control District staff, development community
Obstacles: Potential increases in development fees, potential construction cost increases to development projects
Objective 4.3: Address deferred maintenance of City infrastructure assets.

Initiative 4.3.1: Prepare a Deferred Maintenance Plan that assesses safety, adequacy, and liability implications, estimates repair costs and recommends priorities to be programmed in future budgets. (2 years)
Initiative 4.3.2: Aggressively pursue funding strategies and identify sources to fund the Deferred Maintenance Plan activities. (2 years)
Initiative 4.3.3: Use a five-year Deferred Maintenance Plan to strategically finance identified needs such as the annual pavement crack treatment, slurry seal program, and associated ADA improvements at curb ramps and sidewalks. (2 years)
Partners: Public Works, Western Riverside Council Of Governments (WRCOG), Riverside County Transportation Commission (RCTC), City’s Traffic Safety Commission, Professional Organizations
Resources: WRCOG staff, RCTC staff, Professional consultants Obstacles: Adequate funding to implement maintenance activities infrastructure | STRA TEGIC PLAN
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Objective 4.4: Control Street Lighting costs.

Initiative 4.4.1: Determine whether or not to move forward with acquisition of Southern California Edison-owned street lights. (Prior to October 27, 2016) Initiative 4.4.2: If acquisition of SCE street lights is pursued, fully analyze and determine ownership as City-owned or MVU-owned, establish policies and plans on converting from High Pressure Sodium Vapor (HPSV) to Light Emitting Diode (LED), and street light spacing. (2 Years) Partners: Public Works, Finance, Southern California Edison (SCE), Moreno Valley Utility (MVU), ENCO Utility Services, City staff and Bond Financing Team Resources: City staff and consultants (e.g. legal, lighting) Obstacles: California Public Utility Commission (CPUC) approval, ability to obtain favorable financing
Objective 4.5: Explore green/renewable innovations and technologies for new developments such as the World Logistics Center.

Initiative 4.5.1: Develop renewable pavements such as porous asphalt and concrete for streets and sidewalks for drainage self-sufficiency. (3 years)
Initiative 4.5.2: Develop renewable landscape designs for drought tolerance and irrigation self-sufficiency. (4 years)
Partners: Public Works, Community Development, Building Industry Association (BIA), National Association of Industrial and Office Parks (NAIOP), Professional Organizations, development community, Riverside County Flood Control, Eastern Municipal Water District (EMWD)
Resources: Professional consultants, City staff, and all entities listed above under partners
Obstacles: Available staffing resources, change to existing State laws or mandates, potential increase in development costs, long-term maintenance costs could increase Objective 4.6: Advance the development of a well-connected and balanced citywide transportation network that serves all modes.

Initiative 4.6.1: Complete the Juan Bautista De Anza Regional Trail. (3 years) infrastructure | STRA TEGIC PLAN
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Initiative 4.6.2: Secure funding to construct Indian Street across Lateral A channel crossing. (4 years)
Initiative 4.6.3: Secure funding and construct Heacock Street connection to Harley Knox Boulevard. (5 years)
Initiative 4.6.4: Secure funding and construct Graham Street Bridge over SR-60. (6 years) Partners: Public Works, Community Development, Department of Water Resources (DWR), Riverside County Transportation Commission (RCTC), Western Riverside Council Of Governments (WRCOG), MVUSD, VVUSD, Caltrans, Lake Perris, City of Perris Resources: Active Transportation Program (ATP), Caltrans Recreational Trails, and Congestion Mitigation and Air Quality (CMAQ) grants, WRCOG, RCTC, professional consultants
Obstacles: Lack of funding source, additional right-of-way, surrounding community acceptance
Objective 4.7: Demonstrate innovative and industry leading transportation systems.

Initiative 4.7.1: Seek a demonstration project for a Protected Intersection / Protected Bicycle Lanes (Cycle tracks) Corridor. (2 years)
Initiative 4.7.2: Develop roundabout corridors similar to Theodore proposed by WLC, to replace stops signs and/or traffic signals. (4 years)
Partners: Public Works, Community Development, Riverside County Transportation Commission (RCTC), Western Riverside Council Of Governments (WRCOG), Caltrans, Active Transportation consultants
Resources: Active Transportation Program (ATP) / CMAQ Grants, WRCOG, RCTC Obstacles: Available staffing resources, adequate funding, additional right-of-way, surrounding community acceptance
Objective 4.8: Promote transit as an essential mode of transportation.

Initiative 4.8.1: Collaborate with Riverside Transit Agency (RTA) to explore Transit Signal Priority Corridors. (2 years)
Initiative 4.8.2: Collaborate with RTA to explore Bus Rapid Transit Routes. (4 years) infrastructure | STRA TEGIC PLAN
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Initiative 4.8.3: Collaborate with Riverside Transit Agency to consider a partnership with the City to build an Intermodal Transit Center at Alessandro/Nason. (3 years) Initiative 4.8.4: Encourage Riverside Transit Agency to establish routes between Metrolink Station and major employers in the City. (3 years)
Partners: Public Works, Community Development, Riverside County Transportation Commission (RCTC), Western Riverside Council Of Governments (WRCOG), Riverside Transit Agency (RTA)
Resources: RTA, WRCOG, RCTC
Obstacles: Adequate funding, additional right-of-way
Objective 4.9: Expand upon existing Intelligent T ransportation Systems.

Initiative 4.9.1: Approach research and development companies to develop Moreno Valley as a test-bed for connected vehicle technologies. (1 year)
Initiative 4.9.2: In partnership with local and regional agencies, host a Regional Transportation Summit. (1 year)
Partners: Public Works, Riverside County Transportation Commission (RCTC), Western Riverside Council Of Governments (WRCOG), Caltrans, Fisker/Karma and other local manufacturers, Intelligent Transportation System (ITS) Consultants Resources: WRCOG, RCTC, US Department of Transportation Obstacles: Adequate funding, buy-in from local manufacturers, available staffing Objective 4.10: Enhance Moreno Valley’s way-finding throughout the City for residents and visitors.

Initiative 4.10.1: Expand the installation of updated welcome and directional signs at all gateways into the City and other key destinations. (1 year) Initiative 4.10.2: Identify opportunities and develop strategies to use technology, social media, communication applications, etc. to assist and enhance resident and visitor way-finding needs throughout the City. (2 years)
Initiative 4.10.3: Install solar powered lighting to all updated welcome and directional signs to enable night visibility. (2 years)
Partners: Public Works, Community Development, local businesses and HOAs Resources: City budgets, City staff
Obstacles: Available staffing resources, funding source, maintenance, vandalism infrastructure | STRA TEGIC PLANinfrastructure | STRA TEGIC PLAN H.3.a
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5. BEAUTIFICA TION, COMMUNITY ENGAGEMENT, AND QUALITY OF LIFE Promote an active and engaged community where we work together to beautify our shared environment, care for each other, and enjoy access to cultural and recreational amenities that support a high quality of life for all of our residents as envisioned and articulated throughout the City’s adopted General Plan.

Objective 5.1: Establish partnerships and volunteer programs with residents, business groups and service clubs to beautify our community.

Initiative 5.1.1: Fully implement the Volunteer Community Clean Up Program in which Code Compliance staff identifies distressed properties and partners with volunteers to provide labor to address compliance issues. Refocus outreach efforts from students to service clubs, commencing with Moreno Valley Noon Rotary. (6 months)
Initiative 5.1.2: Establish an annual Day of Volunteerism. (6 months) Initiative 5.1.3: Identify funding and fully implement the Keep Moreno Valley Beautiful Adopt-a- Street Program. (1 year)
Initiative 5.1.4: Enhance branding program for Keep Moreno Valley Beautiful by partnering with other government agencies. (2 years)
Initiative 5.1.5: Expand existing weekend weed and litter abatement program performed by community service workers to include a weekday program. (2 years) Initiative 5.1.6: Explore the development of a volunteer patrol to combat illegal dumping. (2 years)
Partners: Public Works, Community Development, Fire Department - Office of Emergency Management & Volunteer Services, School Districts, Service organizations/clubs, Keep Moreno Valley Beautiful Board, Keep America Beautiful National Organization, Chambers of Commerce, community service organizations, neighborhood groups/ HOAs, business community, Riverside Transit Agency (RTA), school/college districts, contractors, Riverside County Sheriff’s Department (community service workers) Resources: City staff, consultant services, and contractors Obstacles: Available staffing resources, financial resources, levels of volunteer participation and/or community service worker availability, advertising limitations of partner agencies (Riverside Transit Agency)
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Objective 5.2: Promote the installation and maintenance o f cost effective, low maintenance landscape, hardscape and other improvements which create a clean, inviting community.

Initiative 5.2.1: Assertively reach out and seek partnerships with property owners in existing landscape maintenance districts to stabilize funding to maintain or enhance residential tract landscaped areas (reverse landscaping). Conduct at least 3 mail ballot initiatives per year. (1 year)
Initiative 5.2.2: Develop comprehensive City Gateway and Streetscape plans establishing a framework guiding future landscape, tree planting, lighting, walls/fences, monuments, banners and identification signage within public right-of-way and freeway corridors. (3 years) Initiative 5.2.3: Consider an ordinance requiring that vacant parce ls near businesses and homes be enclosed by fences with privacy slats. (1 year) Initiative 5.2.4: Develop a program to assist neighborhoods in installing landscaping in reverse frontages and annexation into special district to finance cost of improvements and ongoing maintenance. (1 year)
Initiative 5.2.5: Use the City’s media tools to educate the community on the benefits of well- maintained landscaping on property values, the positive impact on economic development, xeriscaping, and water conservation techniques. (1 year) Initiative 5.2.6: Modify the Municipal Code to clarify property owner responsibility for parkway landscape maintenance, within City right of way, immediately fronting private property. (2 years)
Initiative 5.2.7: Implement a program to install decorative hardscape in reverse frontages. (5 years)
Initiative 5.2.8: Implement a fence program in applicable areas within the special districts. (3 years)
Partners: Community Development (Planning, Code Enforcement), Media Section, property owners, residents and businesses, Special Districts, Maintenance and Operations, City Attorney’s Office, Capital Projects, Land Development, Transportation Engineering, Moreno Valley Utility, utility companies
Resources: Funding/budgets, City staff, consultant services, and contractors Obstacles: Available staffing resources, adequate funding, property owner participation, support from property owners/registered voters (if balloting necessary), public support for property owner tree maintenance responsibility/liability, non-removal of trees for nuisance issues (e.g. leaf litter), utility companies
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Objective 5.3: Achieve T ree City USA Community recognition through the Arbor Day Foundation.

Initiative 5.3.1: Adopt a Tree Care Ordinance. (1 year) Initiative 5.3.2: Establish a Tree Board or Department. (1 year) Initiative 5.3.3: Establish a Community Forestry Program with an annual budget of at least $2 per capita. (1 year)
Initiative 5.3.4: Conduct an Arbor Day observance and proclamation. (1 year) Partners: City staff, Arbor Day Foundation, property owners, utility companies Resources: Public Works, Community Development
Obstacles: Public support for property owner tree maintenance responsibility/liability, potential for public concerns over related nuisance issues (e.g. leaf litter) Objective 5.4: Actively and aggressively address homelessness in Moreno Valley.

Initiative 5.4.1: Compile updated, accurate resource information into one document/brochure and share with public safety, code enforcement, and nonprofit staff members. (6 months) Initiative 5.4.2: Provide/expand training to public safety and code enforcement staff on effective strategies for interaction with homeless individuals. (6 months) Initiative 5.4.3: Increase local nonprofit agency participation in the City-hosted quarterly roundtable meetings to assist the coordination of services throughout the City and region.

Increase nonprofit agency participation by 10% each year. (1 year) Initiative 5.4.4: Seek new or supplemental funding sources to provide ongoing programs (to include job training and emphasis upon homeless veterans) throughout the City and the region.

Continually research best practices in addressing the issue. (years 1-5) Initiative 5.4.5: Continue to monitor legislation for any changes that may impact the funding for services or the rights of homeless individuals. (years 1-5) Partners: Finance, City Manager’s Office, Housing and Urban Development, Veterans Affairs, Riverside County Department of Public Social Services (DPSS), Riverside County Continuum of Care and local non-profit agencies, Community Development, Media Section
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Resources: Financial, personnel, and technical resources may be provided from various partners, professional consultants
Obstacles: Addressing homelessness is a national and regional issue, which will require continual participation at all levels from all of the partners, available staffing resources, adequate funding, lack of training opportunities
Objective 5.5: Promote a healthy community and lifestyle.

Initiative 5.5.1: Develop a “Healthy Moreno Valley” Campaign. Seek funding from local business partners, school districts, and service clubs, as well as pursue grant opportunities, for this purpose. (1 year)
Initiative 5.5.2: Consider incorporation of a Health Element in the General Plan. (3 years) Initiative 5.5.3: Explore a partnership with the County to enhance the use of Box Springs area as a major hiking, walking, and mountain biking recreational destination. (3 years) Initiative 5.5.4: Explore and promote the San Jacinto wildlife area adjacent to the World Logistics Center as a major hiking and mountain biking destination. (5 years) Initiative 5.5.5: Engage the community and cities in the region by hosting and/or participating in Mayor’s Cup sports competitions. (1 year)
Partners: Public Works, Community Services, Economic Development, Community Development, Media Section, County of Riverside, Western Riverside Council Of Governments (WRCOG), local health organizations, Inland Empire Biking Alliance, sporting goods stores, Office on Aging, Community Action Partnership, local churches, private health clubs and gyms, Moreno Valley Unified School District, Val Verde Unified School District, Recreational Trails Board, Inland Empire Health Plan, Riverside University Health System, Family Service Association
Resources: Funding for plan development and support for professional consultants Obstacles: Adequate funding, available staffing resources, community support Objective 5.6: Enhance community outreach, partnership opportunities, and stakeholder ownership of the City’s parks and recreation services, programs and events.

Initiative 5.6.1: Implement a new and improved Parks and Community Services Department website providing interactive and user friendly applications for residents to reserve amenities and register for programs. (1 year)
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Initiative 5.6.2: Reinvent and market the City’s Adopt-A-Park and Adopt-A-Trail programs to obtain at least two business, non-profit and/or service clubs to actively participate in these programs. (1 year)
Initiative 5.6.3: Enhance community awareness of the many ways that “Parks Make Life Better” by promoting a related poster and/or photography contest. (1 year) Initiative 5.6.4: Collaborate with two service clubs and/or non-profits and a local radio station for in-kind and/or financial sponsorships of the City’s first Christmas Tree Lighting Ceremony. (1 year)
Initiative 5.6.5: Establish a collaborative, strategic partnership with a different community organization or stakeholder for each community “signature” special event. (1 year) Partners: Community Services, City Council Office, local radio stations, service clubs, churches, private corporations
Resources: Media Section, new recreation management software, social media, Moreno Valley Chamber of Commerce, Hispanic Chamber of Commerce, Moreno Valley Black Chamber of Commerce
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6. YOUTH PROGRAMS
Improve the lives and futures of our City’s youth by expanding healthy lifestyle choices and learning opportunities. Build systems that continually and effectively assess the conditions affecting families in Moreno Valley, and develop context appropriate strategies responsive to those needs that build on community strengths.

Objective 6.1: Provide employment training and support for Moreno Valley youth between the ages of 16 – 21 years.

Initiative 6.1.1: Implement the Summer at City Hall program with the Val Verde Unified School District and analyze the effectiveness of the program with the intent to grow this initiative in future years. (6 months)
Initiative 6.1.2: Collaborate with the Youth Opportunity Center to strengthen interview and job skills for employment opportunities in utilizing the Expanded Subsidized Employment program. (6 months)
Initiative 6.1.3: Offer courses through contractors and in-house City staff such as computer training, technology skills, and resumé assistance for youth ages 16-21 years. (6 months) Initiative 6.1.4: Partner with the Youth Opportunity Center to promote courses targeting at- risk, homeless, dropouts and foster children. (1 year)
Initiative 6.1.5: Implement a Parks and Community Services Department youth volunteer program to add at least 15 youth volunteers. (1 year)
Partners: Economic Development, Community Services, Library for provision of job readiness workshops, Youth Opportunity Center, Riverside County, Inland Coalition Resources: Contract instructors, Moreno Valley College, Moreno Valley Unified School District, Val Verde Unified School District, University of California Riverside, social media, funding from school districts
Obstacles: Adequate funding, training, available work space Objective 6.2: Improve health, wellness and fitness for Moreno Valley youth through recreation and sports programs.

Initiative 6.2.1: Identify new trends and best practices of health and fitness recreation and athletic programs youth between the ages of 7-12 years. (1 year) youth programs | STRA TEGIC PLAN
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Initiative 6.2.2: Establish a collaborative partnership with local non-profit, school district and/ or service club(s) in implementing a health and wellness program for Moreno Valley, including a youth-focused element. (1 year)
Initiative 6.2.3: Implement a collaborative partnership with University of California, Riverside’s Food Program at City camps and Time for Tots programs. (6 months) Initiative 6.2.4: Promote nutrition education to improve students’ health and reduce childhood obesity through family information sharing and after-school recreation health/wellness programs. (6 months)
Initiative 6.2.5: Develop a public/private partnership between the City and Boys & Girls Club to identify a facility for the Moreno Valley Boys and Girls Club. (1 year) Initiative 6.2.6: Identify and develop a pilot program between the City and Boys & Girls Club to provide youth recreation and/or sports programming. (1 year) Initiative 6.2.7: Actively engage community groups regarding opportunities to participate in and sponsor programs to serve Moreno Valley’s youth. (3 years) Partners: Community Services, Boys and Girls Club, Moreno Valley Unified School District, Val Verde Unified School District, hospitals, nutrition shops, Community Development Department
Resources: California Parks and Recreation Society, health and fitness clubs, Media Section, social media, fitness magazines, Peach Jar, National Recreation and Parks Association, University of California, Riverside
Obstacles: (None)
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Answer Options Response Percent Response Count

9. Attract more technology jobs and jobs that require high education levels; market MV College; add a 4 year college; livability & sustainability – increase per capita income

27. Increase Public Safety to build a safer city

3. Create a distinct plaza, downtown area for arts & music

8. Attract more businesses to provide quality job creation; develop Edgemont area to create jobs; increase marketing efforts to businesses; advertise our successes

31. Beautify residential sections of the city; remove trash from around the city; plant more trees

1. Increase size of the library and/or add satellite library locations; grant more authority to the Library Commission; consider more private-public partnerships related to library services

36. Attract more sit-down restaurants

11. Strengthen the Hire MoVal program to keep residents working locally

4. Attract a major sports complex/center that will have regional significance

17. Unite behind World Logistics Center to make it successful; market success of World Logistics Center

5. Place a Library in a building at the mall; host an under 21 club in evenings; have weekend hours; offer free Wi-Fi; significantly increase the size of the Library or open multiple branches; modernize the Library facility; recognize that the Library serves a Community Services program facility

15. Make it easier to start businesses; be more business friendly; give assistance completing city forms

38. Create more recreation activities for the youth; increase promotion of sports organizations

22. Lower business taxes and utility fees

44. Traffic signal coordination

29. MV Ranch Golf Course rehabilitation plan; do not allow development but keep it as a golf course

21. Attract grocery stores in areas where they are needed

14. Market our successes attracting larger businesses; Moreno Valley as the place to be

13. Attract more locally owned, small businesses

40. Infrastructure improvements to handle flooding, earthquakes, streets

26. Decrease delinquency

20. Need first-time home buyer incentive program to raise everyone’s home values

12. A Technology Trade School is needed; regulate Trade schools

7. Develop an Arts friendly environment; create an Arts district with businesses

18. Develop a program to match residents to jobs; make it easier for new businesses to find local workers; train local workers on basic job etiquette

32. Create a distinct plaza and gathering place

39. Improve public transportation routes & frequencies; expand & connect transportation corridors outside MV; transit to be friendly to the disabled City of Moreno Valley Council Priorities Survey

1. Please check up to 6 items that are most important to you. 151
123
120
94 92
84 75
72 71
67 66
53 53
50 50
48 47
46 44
41 39
38 37
36 32
32 32

42.3%

34.5%

33.6%

26.3%

25.8%

23.5%

21.0%

20.2%

19.9%

18.8%

18.5%

14.8%

14.8%

14.0%

14.0%

13.4%

13.2%

12.9%

12.3%

11.5%

10.9%

10.6%

10.4%

10.1%

9.0%

9.0%

9.0%

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24. Convert MV Ranch Golf Course into an “Agrihood” (farm area producing organic, local grown products)

10. Create one strong Chamber of Commerce

42. Add multi-purpose lanes thru Reche Canyon; add bicycle lanes throughout city; Healthy Community Strategy

34. Restore a positive identity and perceptions; emphasize unique items, views, landmarks, etc.

6. Emphasize the unique views and landscapes in MV

2. Add landmarks to demark where the city starts

30. More active code enforcement, south MV is center of distribution

33. Hold additional forums and Town Halls to improve communications between the city and citizens

35. Add parks and playgrounds on the north side of town near Palm Middle School

37. Improve city ordinances concerning barking dogs so that the complaining neighbor is not pitted against the dog owner but the city has the power to proscribe training for the dog

41. Improve water quality in Edgemont

25. Limit vehicles w/ more than 2 axles near schools

16. Stable revenues to fund services and offer our children jobs; wealth creation

43. Design streets to keep traffic local; safe travel; round-abouts; not to facilitate highways

23. Attract modern office buildings for small business owners that live in the city

28. Define architectural standards for new construction; home developments require vinyl fences

19. Need business incubator to help start local businesses

45. Install barriers at Theodore south of Alessandro and near the east end of Cactus to stop illegal dumping

46. Attract development of a skyscraper (15 stories) or an iconic bridge

47. Add sidewalks at Heacock Street & Gregory
answered question
skipped question 0
2,052
8 8
9 9
10 11
15 15
16 18
18 19
20 20
21 25
27 29
30 31
0 357

2.2%

2.2%

2.5%

2.5%

2.8%

3.1%

4.2%

4.2%

4.5%

5.0%

5.0%

5.3%

5.6%

5.6%

5.9%

7.0%

7.6%

8.1%

8.4%

8.7%
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In Moreno Valley, we provide exceptional customer care by…

Providing same day response Resolving an issue or completing a request is seldom accomplished in just a day, but striving to acknowledge the request the day it is received provides “same day response” and exemplary service.

Knowing first impressions matter Our professionalism is judged based on appearance, attitude, manners, knowledge, and abilities. It is a package; we risk making a bad impression if we fail on even one count.

Ensuring a positive experience A negative attitude affects service quality and mor ale. We resolve to stay positive because we know our approach dramatically affects our customers’ and coworkers’ experience.

Asking and listening We never assume to know what our customers need. Good questions evoke good answers, but only if we listen. Resolving to not interrupt, we exercise patience and we pay attention.

Connecting We make eye contact, smile, and acknowledge every customer. When speaking to a customer, we address them by name using formal address (e.g, Mr. or Ms.), and let them decide if we’re on a first name basis.

Respecting our customers ’ concerns To some, government can seem like a complex bureaucracy. We put a human face on the customer’s dealings with our City. We work to put our customers at ease and to earn their trust.

Treating customers like they have a choice Customers of government agencies often do not choose to do business with us, they have to. We meet this challenge by providing exceptional service.

Remembering who we work for It may not always be possible to say “yes” but our customers and co-workers must know that we have done our best to help them accomplish their goal.

Knowing our business To provide accurate information, we must know our jobs and have a thorough understanding of agency processes. Providing accurate information is critical ; to do so, w e work with staff , consult supervisors, conduct research, and keep up-to-date with industry best practices.

Understanding the difference between fast and efficient service We use knowledge, skills, and resources to respect our customers’ time, but we never rush – it is impolite and it dramatically impacts the relationship and the outcome.

Questioning the status quo We do not do things the same old way just because that is “how we’ve always done it.” We were hired to use our experience and skills to improve public service – and we take the process improvement challenge to heart.

Keeping our word We manage expectations by setting reasonable goals. Giving careful thought to timelines, we always remember that our word is our bond as we promote honesty, responsibility, and accountability.

Treating customers like people, not footballs Customers notice how many interactions are required to get the answers they need. If we need to hand off a customer, it should be to the right person, and that person should be provided with the pertinent facts to ensure a seamless transition.

Seeing the big picture Identifying improvement opportunities throughout the organization requires a field of vision that expands beyond one’sworkstation. “That’s not my job” is not part of our vocabulary. We engage, participate, and contribute.

Encouraging feedback Comments, suggestions, and criticism help us measure our success and promote improvement.

We demonstrate commitment to our customers by asking how we can do better.

Saying “Thank you” Technical knowledge simply isn’t enough; our careers and livelihood depend on our success in providing exceptional customer care. At every opportunity, we show sincere care, compassion, gratitude and appreciation.

We go above and beyond to provide “service that soars.”

A P P E N D I X B
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Southern California Association of Governments (SCAG)
Profile of the City of Moreno Valley

A P P E N D I X C
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Southern California Association of Governments
Profile of
the City of Moreno Valley
Southern California Association of Governments’ (SCAG) Regional Council includes 69 districts which represent 191 cities in the SCAG region.

SCAG Regional Council District 69 includes Moreno Valley and Perris Represented by: Hon. Jeffrey Giba

LOCAL PROFILES REPORT 2015

This profile report was prepared by the Southern California Association of Governments and shared with the City of Moreno Valley. SCAG provides local governments with a variety of benefits and services including, for example, data and information, GIS training, planning and technical assistance, and sustainability planning grants.

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Source: 2012 SCAG city boundary data, which is provided by the county Local Agency Formation Commissions.

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Table of Contents
I. INTRODUCTION ................................................................................................ 1 II. POPULATION ................................................................................................... 4 III. HOUSEHOLDS ................................................................................................. 9 IV. HOUSING ...................................................................................................... 12 V. TRANSPORTATION ......................................................................................... 18 VI. EMPLOYMENT ................................................................................................ 19 VII. RETAIL SALES .............................................................................................. 27 VIII. EDUCATION................................................................................................ 28 IX. SCAG REGIONAL HIGHLIGHTS ...................................................................... 31 X. DATA SOURCES ............................................................................................... 32 XI. METHODOLOGY ............................................................................................. 33 XII. ACKNOWLEDGMENTS ................................................................................... 38 H.3.a
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1 I. Introduction
The purpose of this report is to provide current information and data for the City of Moreno Valley for planning and outreach efforts. Information on population, housing, transportation, employment, retail sales, and education can be utilized by the city to make informed planning decisions. The profile provides a portrait of the city and its changes since 2000, using average figures for Riverside County as a comparative baseline. In addition, the most current data available for the region is also included in the Statistical Summary (page 3). This profile demonstrates the current trends occurring in the City of Moreno Valley.

The Southern California Association of Governments (SCAG) is the largest Metropolitan Planning Organization (MPO) in the nation. The SCAG region includes six counties (Imperial, Los Angeles, Orange, Riverside, San Bernardino, and Ventura) and 191 cities.

As the designated MPO, SCAG is mandated by federal law to research and develop a Regional Transportation Plan (RTP), which incorporates a Sustainable Communities Strategy (SCS) per California state law. SCAG is currently undertaking a variety of planning and policy initiatives to foster a more sustainable Southern California.

In 2008, SCAG initiated the Local Profiles Project as a part of a larger initiative to provide a variety of services to its member cities and counties. Through extensive input from member jurisdictions, the inaugural Local Profiles Reports were released at the General Assembly in May 2009. The Profiles have been updated every two years.

Local Profiles provide basic information about each member jurisdiction including, but not limited to, the following:
 How much growth in population has taken place since 2000?  Has the local jurisdiction been growing faster or slower than the county or regional average?
 Have there been more or fewer school-age children?
 Have homeownership rates been increasing or decreasing?  How and where do residents travel to work?
 How has the local economy been changing in terms of employment share by sectors?
 Have the local retail sales revenues recovered to pre-recession levels?

Answers to questions such as these provide a snapshot of the dynamic changes affecting each local jurisdiction.

Factors Affecting Local Changes Reflected in the 2015 Report Overall, member jurisdictions since 2000 were impacted by a variety of factors at the national, regional, and local levels. For example, the vast majority of member jurisdictions included in the 2015 Local Profiles reflect the national demographic trends toward an older and a more diverse population. Evidence of the slow process towards economic recovery is also apparent through gradual increases in employment, retail sales, building permits, and home prices. Work destinations and commute times correlate with regional development patterns and the geographical location of local jurisdictions, particularly in relation to the regional transportation system.

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2 Uses of the Local Profiles
Following release at the SCAG General Assembly, the Local Profiles are posted on the SCAG website and are used for a variety of purposes including, but not limited to, the following:
 Data and communication resources for elected officials, businesses, and residents
 Community planning and outreach
 Economic development
 Visioning initiatives
 Grant application support
 Performance monitoring

The primary user groups of the Profiles include member jurisdictions and state and federal legislative delegates of Southern California. This profile report is a SCAG member benefit and the use of the data contained within this report is voluntary.

Report Organization

This profile report has three sections. The first section presents a Statistical Summary for the City of Moreno Valley. The second section provides detailed information organized by subject areas and includes brief highlights on the impacts of the recent economic recession and recovery at the regional level. The third section, Methodology, describes technical considerations related to data definitions, measurement, and data sources.

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3 2014 STATISTICAL SUMMARY
Category Moreno
Valley
Riverside
County
Moreno Valley relative to
Riverside County*
SCAG
Region
2014 Total Population 199,258 2,279,967 [8.7%] 18,645,437 2014 Median Age (Years) 29.9 34.2 -4.3 35.5
2014 Hispanic 58.7% 47.4% 11.3% 46.8%
2014 Non-Hispanic White 16.2% 37.3% -21.1% 31.8%
2014 Non-Hispanic Asian 6.0% 6.3% -.3% 12.4%
2014 Non-Hispanic Black 15.9% 5.9% 10.0% 6.3%
2014 Non-Hispanic American
Indian
.3% .5% -.2% .3%
2014 All Other Non-Hispanic 2.9% 2.6% .3% 2.5%
2014 Number of Households 51,864 700,413 [7.4%] 6,029,326 2014 Average Household Size 3.8 3.2 0.6 3.1
2014 Median Household
Income ($)
51,217 52,648 -1,431 56,737
2014 Number of Housing Units 55,852 817,008 [6.8%] 6,524,730 2014 Homeownership Rate 64.5% 54.5% 10% 54.5%
2014 Median Existing Home
Sales Price ($)
235,000 290,000 -55,000 426,000
2013 - 2014 Median Home
Sales Price Change

19.9% 12% 7.9% 10.1%
2014 Drive Alone to Work 82.0% 81.9% .1% 78.2%
2014 Mean Travel Time to
Work (minutes)

37.4 34.5 2.9 31.7
2013 Number of Jobs 33,375 654,436 [5.1%] 7,660,489
2012 - 2013 Total Jobs Change 2,025 37,749 [5.4%] 231,953 2013 Average Salary per Job
($)
33,075 37,827 -4,752 48,213
2014 K-12 Public School
Student Enrollment
42,279 425,442 9.9% 3,058,957
Sources: U.S. Census Bureau American Community Survey, 2014; Nielsen Co.; California Department of Finance E-5, May 2014; MDA Data Quick; California Department of Education; and SCAG * Numbers with [ ] represent Moreno Valley’s share of Riverside County. The other numbers represent the difference between Moreno Valley and Riverside County.

Mapped jurisdictional boundaries are as of July 1, 2012 and are for visual purposes only. Report data, however, are updated according to their respective sources.

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4 II. Population
Population Growth
Population: 2000 - 2014

Source: California Department of Finance, E-5, 2014
 Between 2000
and 2014, the
total population
of the City of
Moreno Valley
increased by
56,879 to
199,258 in 2014.
 During this 14-
year period, the
city’s population
growth rate of

39.9 percent was
lower than the
Riverside County
rate of 47.5
percent.
 8.7% of the total
population of
Riverside County
is in the City of
Moreno Valley.

0 50,000
100,000
150,000
200,000
250,000
2000 2002 2004 2006 2008 2010 2012 2014
Population
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5 Population by Age

Population Share by Age: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014

 Between 2000
and 2014, the
age group 55-64
experienced the
largest increase
in share,
growing from 5.6
to 9.7 percent.
 The age group
that experienced
the greatest
decline, by
share, was age
group 5-20,
decreasing from

33.1 to 27.5
percent.

Population by Age: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014

 The age group
21-34 added the
most population,
with an increase
of 18,776 people
between 2000
and 2014.

0%
5%
10%
15%
20%
25%
30%
35%
0-4 5-20 21-34 35-54 55-64 65+
Share of City Population
2000 2010 2014
0 10,000
20,000
30,000
40,000
50,000
60,000
Population
2000 2010 2014
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6 Population by Race/Ethnicity

Hispanic or Latino of Any Race: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014  Between 2000
and 2014, the
share of
Hispanic
population in
the city
increased from

38.4 percent to

58.7 percent.

Non-Hispanic White: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014  Between 2000
and 2014, the
share of Non-
Hispanic White
population in
the city
decreased from

32.2 percent to

16.2 percent.

 Please refer to
the
Methodology
section for
definitions of
the racial/ethnic
categories.

38.4%

54.4%

58.7%
0%
10%
20%
30%
40%
50%
60%
70%
2000 2010 2014
Share of City Population

32.2%

18.9%

16.2%
0%
5%
10%
15%
20%
25%
30%
35%
2000 2010 2014
Share of City Population
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7 Non-Hispanic Asian: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014  Between 2000
and 2014, the
share of Non-
Hispanic Asian
population in
the city
increased from

5.8 percent to

6.0 percent.

Non-Hispanic Black: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014  Between 2000
and 2014, the
share of Non-
Hispanic Black
population in
the city
decreased from

19.3 percent to

15.9 percent.

5.8% 5.9% 6.0%
0%
1%
2%
3%
4%
5%
6%
7%
2000 2010 2014
Share of City Population

19.3%

17.2%

15.9%
0%
5%
10%
15%
20%
25%
2000 2010 2014
Share of City Population
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8 Non-Hispanic American Indian: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014  Between 2000
and 2014, the
share of Non-
Hispanic
American
Indian
population in
the city
decreased from

0.4 percent to

0.3 percent.

All Other Non-Hispanic: 2000, 2010, and 2014

Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014  Between 2000
and 2014, the
share of All
Other Non-
Hispanic
population
group in the
city decreased
from 3.9
percent to 2.9
percent.

0.40%

0.30% 0.30%

0.0%

0.1%

0.2%

0.3%

0.4%

0.5%
2000 2010 2014
Share of City Population

3.9%

3.3%

2.9%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%
2000 2010 2014
Share of City Population
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9 III. Households
Number of Households (Occupied Housing Units)

Number of Households: 2000 - 2014

Sources: 2000 and 2010 U.S. Decennial Census; California Department of Finance, E-5, 2014
 Between 2000
and 2014, the
total number of
households in
the City of
Moreno Valley
increased by
12,640 units, or

32.2 percent.
 During this 14-
year period, the
city’s household
growth rate of

32.2 percent
was lower than
the county
growth rate of

38.4 percent.
 7.4 percent of
Riverside
County’s total
number of
households are
in the City of
Moreno Valley.
 In 2014, the
city’s average
household size
was 3.8, higher
than the county
average of 3.2.

Average Household Size: 2000 - 2014

Source: California Department of Finance, E-5, 2014

0 10,000
20,000
30,000
40,000
50,000
60,000
2000 2002 2004 2006 2008 2010 2012 2014
Number of Households

0.0 0.5

1.0 1.5

2.0 2.5

3.0 3.5

4.0 4.5
2000 2002 2004 2006 2008 2010 2012 2014
Average Household Size
Moreno Valley Riverside County
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10 Households by Size
Percent of Households by Household Size: 2014

Source: Nielsen Co., 2014
 In 2014, 49.7
percent of all
city households
had 3 people or
fewer.
 About 12
percent of the
households were
single-person
households.
 Approximately
32 percent of all
households in
the city had 5
people or more.

Households by Income
Percent of Households by Household Income: 2014

Source: Nielsen Co., 2014
 In 2014, about
50 percent of
households
earned less than
$50,000
annually.
 Approximately
18 percent of
households
earned
$100,000 or
more.

12%
20%
18% 18%
14%
9% 9%
0%
5%
10%
15%
20%
25%
1 2 3 4 5 6 7 or More
Share of Households
Number of Persons
12%
11% 11%
16%
20%
14% 13%
4%
1% 0%
0%
5%
10%
15%
20%
25%
Share of Households
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11 Household Income
Median Household Income: 2000, 2010, & 2014

Source: Nielsen Co., 2014

 From 2000 to 2014,
median household
income increased
by $3,476.

 Note: Dollars are
not adjusted for
annual inflation.

Renters and Homeowners
Percentage of Renters and Homeowners: 2000, 2010, & 2014

2000

2010

2014
Sources: 2000 and 2010 U.S. Decennial Census; Nielsen Co., 2014

Between 2000 and 2014, homeownership rates decreased and the share of renters increased.

$47,741
$56,507
$51,217
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
2000 2010 2014
Median Household Income
Rent

28.9%
Own

71.1%
Rent

35.3%
Own

64.7%
Rent

35.5%
Own

64.5%
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12 IV. Housing
Total Housing Production

Total Permits Issued for all Residential Units: 2000 - 2014

Source: Construction Industry Research Board, 2000 - 2014

 Between 2000
and 2014,
permits were
issued for
14,019
residential units.

Permits Issued for all Residential Units per 1,000
Residents: 2000 - 2014

Source: Construction Industry Research Board, 2000 - 2014  In 2000, the City
of Moreno Valley
had 2.3 permits
per 1,000
residents
compared to the
overall county
figure of 13.8
permits per
1,000 residents.
 For the city in
2014, the
number of
permits per
1,000 residents
decreased to 0.1
permits. For the
county overall, it
decreased to 1.8
permits per
1,000 residents.
323
602
1,222
2,459
3,614
2,081 2,111
806
200 114 161
23 82 202
19 0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2000 2002 2004 2006 2008 2010 2012 2014
Number of Permits
0 5
10 15
20 25
30 2000 2002 2004 2006 2008 2010 2012 2014
Permits per 1,000 Population
Moreno Valley Riverside County
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13 Single-Family Housing Production

Permits Issued for Single-Family Units: 2000 - 2014

Source: Construction Industry Research Board, 2000 - 2014

 Between 2000
and 2014,
permits were
issued for 9,074
single family
homes.
 1.9 percent of
these were
issued in the last
3 years.

Single-Family Permits Issued per 1,000 Residents: 2000 - 2014

Source: Construction Industry Research Board, 2000 - 2014  In 2000, the City
of Moreno Valley
issued 2.3
permits per
1,000 residents
compared to the
overall county
figure of 8.8
permits per
1,000 residents.
 For the city in
2014, the
number of
permits issued
per 1,000
residents
decreased to 0.1
permits. For the
county overall, it
decreased to 1.5
permits per
1,000 residents.

323
602
1,152
2,011
2,109
1,152
849
356
116 114 91 23 24
133
19 0
500
1,000
1,500
2,000
2,500
2000 2002 2004 2006 2008 2010 2012 2014
Number of Permits
0 2
4 6
8 10
12 14
16 18
2000 2002 2004 2006 2008 2010 2012 2014
Permits per 1,000 Residents
Moreno Valley Riverside County
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14 Multi-Family Housing Production
Permits Issued for Multi-Family Units: 2000 - 2014

Source: Construction Industry Research Board, 2000-2014  Between 2000
and 2014, there
were permits
issued for 4,945
multi-family
residential
units.

Multi-Family Permits Issued per 1,000 Residents: 2000 - 2014

Source: Construction Industry Research Board, 2000-2014

 For the city in
2014, the
number of
permits per
1,000 residents
remained at 0
permits. For the
county overall,
it decreased to

0.4 permits per
1,000 residents.

0 0
70 448
1,505
929
1,262
450
84 0
70 0
58 69
0 0
200
400
600
800
1,000
1,200
1,400
1,600
2000 2002 2004 2006 2008 2010 2012 2014
Number of Permits
0 2
4 6
8 10
12 2000 2002 2004 2006 2008 2010 2012 2014
Permits per 1,000 Population
Moreno Valley Riverside County
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15 Home Sales Prices

Median Home Sales Price for Existing Homes: 2000 -
2014 (in $ thousands)

Source: MDA Data Quick, 2014

Annual Median Home Sales Price Change for Existing
Homes: 2000 - 2014

Source: MDA Data Quick, 2014

 Between 2000 and
2014, the median
home sales price
increased 104 percent
from $115,000 to
$235,000.
 Median home sales
price increased by

51.6 percent between
2010 and 2014.
 In 2014, the median
home sales price in
the city was
$235,000, $55,000
lower than that in the
county overall.
 Note: Median home
sales price reflects
resale of existing
homes and provides
guidance on the
market values of
homes sold.
 Between 2000 and
2014, the largest
single year increase
was 41.2 percent.

$115
$135
$160
$196
$276
$355
$385 $370
$190
$140 $155 $152 $158
$196
$235
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
2000 2002 2004 2006 2008 2010 2012 2014
In thousands ($)

17.4%18.5%

22.2%

41.2%

28.6%

8.5%
-3.9%
-48.6%
-26.3%

10.7%
-1.9%

3.9%

24.1%

19.9%
-60%
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
00-01 02-03 04-05 06-07 08-09 10-11 12-13
Sales Price Change
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16 Housing Units by Housing Type: 2014

Housing Type Number of
Units
Percent of
Total Units
Single Family Detached 45,039 80.6 %
Single Family Attached 1,127 2 %
Multi-family: 2 to 4 units 1,505 2.7 %
Multi-family: 5 units plus 6,817 12.2 %
Mobile Home 1,364 2.4 %
Total 55,852 100 %

Source: California Department of Finance, E-5, 2014

 The most common
housing type is Single
Family Detached.
 Approximately 82.7
percent were single
family homes and 14.9
percent were multi-
family homes.

Age of Housing Stock

Source: Nielsen Co., 2014

 About 9 percent
of the housing
stock was built
before 1970.
 Approximately 91
percent of the
housing stock
was built after
1970.

0.5% 0.6%

3.6% 4.1%

10.6%

40.9%

13.6% 12.1% 14.0%
0%
10%
20%
30%
40%
50%
Share of Homes
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17 Foreclosures

 There were a total
of 168 foreclosures
in 2014.

 Between 2007 and
2014, there were a
total of 13,562
foreclosures.

Source: MDA Data Quick, 2014

329 145 43 34 172
1,557
4,325
2,704
1,969
1,571
908
360
168
0 500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
2002 2004 2006 2008 2010 2012 2014
Number of Foreclosures
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18 V. Transportation
Journey to Work for Residents

Transportation Mode Choice: 2000, 2010, & 2014

Sources: 2000 U.S. Decennial Census; 2010 U.S. Census American Community Survey; and Nielsen Co., 2014
 Between 2000
and 2014, the
greatest change
occurred in the
percentage of
individuals who
traveled to work
by carpool; this
share decreased
by 7.3
percentage
points.
 ‘Other’ refers to
bicycle,
pedestrian, and
home-based
employment.

Average Travel Time (minutes): 2000, 2010, & 2014

Sources: 2000 U.S. Decennial Census; 2010 U.S. Census American Community Survey; and Nielsen Co., 2014
 Between 2000
and 2014, the
average travel
time to work
remained the
same.

77%
20%
2% 2%
79%
17%
2% 2%
82%
12%
2% 4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Drive Alone Carpool Public Transit Other
Percent of City Residents
2000 2010 2014
37 38 37
0 5
10 15
20 25
30 35
40 2000 2010 2014
Travel Time (minutes)
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19 VI. Employment
Top 10 Places Where Residents Commute to Work
Local Jurisdiction Number of
Commuters
Percent of Total
Commuters

1. Riverside 10,106 19.4 %

2. Moreno Valley 6,518 12.5 %

3. San Bernardino 2,979 5.8 %

4. Los Angeles 2,669 5.1 %

5. Ontario 1,492 2.8 %

6. Corona 1,386 2.6 %

7. Perris 1,339 2.5 %
8, San Diego 1,070 2.1 %

9. Anaheim 1,059 2.0 %

10. Irvine 968 1.8 %
All Other Destinations 22,588 43.4 %

Source: U.S. Census Bureau, 2014, LODES Data; Longitudinal-Employer Household Dynamics Program, 2011

 This table identifies the top 10 locations where residents from the City of Moreno Valley commute to work.

 12.5% work in the city where they live, while 87.5% commute to other places.

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22 Total Jobs: 2007 - 2013

Sources: California Employment Development Department, 2007 - 2013; InfoGroup; and SCAG
 Total jobs
include wage
and salary jobs
and jobs held
by business
owners and
self-employed
persons. The
total job count
does not include
unpaid
volunteers or
family workers,
and private
household
workers.
 In 2013, total
jobs in the City
of Moreno
Valley
numbered
33,375, an
increase of 2.7
percent from
2007.

Jobs in Manufacturing: 2007 - 2013

Sources: California Employment Development Department, 2007 - 2013; InfoGroup; and SCAG
 Manufacturing
jobs include
those employed
in various
sectors
including food;
apparel; metal;
petroleum and
coal;
machinery;
computer and
electronic
products; and
transportation
equipment.
 Between 2007
and 2013, the
number of
manufacturing
jobs in the city
decreased by

49.9 percent.

32,500 31,695
29,971 29,734 30,539 31,350
33,375
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2007 2008 2009 2010 2011 2012 2013
Number of Jobs
1,576
1,403
1,130 1,100 1,130
797 788
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
2007 2008 2009 2010 2011 2012 2013
Number of Jobs
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23 Jobs in Construction: 2007 - 2013

Sources: California Employment Development Department, 2007 - 2013; InfoGroup; and SCAG
 Construction
jobs include
those engaged
in both
residential and
non-residential
construction.
 Between 2007
and 2013,
construction
jobs in the city
decreased by

28.1 percent.

Jobs in Retail Trade: 2007 - 2013

Sources: California Employment Development Department, 2007 - 2013; InfoGroup; and SCAG
 Retail trade
jobs include
those at various
retailers
including motor
vehicle and
parts dealers,
furniture,
electronics and
appliances,
building
materials, food
and beverage,
clothing,
sporting goods,
books, and
office supplies.
 Between 2007
and 2013, the
number of retail
trade jobs in
the city
decreased by

8.5 percent.
1,867
1,482
1,097
960 932
1,114
1,341
0 200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2007 2008 2009 2010 2011 2012 2013
Number of Jobs
6,021 5,809
5,392 5,373 5,437 5,446 5,506
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
2007 2008 2009 2010 2011 2012 2013
Number of Jobs
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24 Jobs in Professional and Management: 2007 - 2013

Sources: California Employment Development Department, 2007 - 2013; InfoGroup; and SCAG
 Jobs in the
professional and
management
sector include
those employed
in professional
and technical
services,
management of
companies, and
administration
and support.
 Between 2007
and 2013, the
number of
professional and
management
jobs in the city
decreased by

2.6 percent.

2,174
2,003
1,859
1,737 1,818
1,988
2,117
0 500
1,000
1,500
2,000
2,500
2007 2008 2009 2010 2011 2012 2013
Number of Jobs
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25 Jobs by Sector: 2007

Sources: California Employment Development Department, 2007; InfoGroup; and SCAG.
 From 2007 to
2013, the share
of
Transportation
jobs increased
from 2.6
percent to 11.4
percent.
 See
Methodology
Section for
industry sector
definitions.

Jobs by Sector: 2013

Sources: California Employment Development Department, 2014; InfoGroup; and SCAG.
 In 2013, the
Education
sector was the
largest job
sector,
accounting for

40.3 percent of
total jobs in the
city.
 Other large
sectors included
Retail (17.5
percent),
Leisure (12.3
percent), and
Transportation
(11.4 percent).

Agriculture

0.3%
Construction

5.7%
Manufacturing

4.8%
Wholesale

1.6%
Retail

18.5%
Transportation

2.6%Information

0.6%
Finance

3.8%
Professional

6.7%
Education

36.1%
Leisure

10.8%
Other

3.5%
Public

4.9%
Agriculture

0.1%
Construction

1.1% Manufacturing

1.8%
Wholesale

2.2%
Retail

17.5%
Transportation

11.4%
Information

0.3%
Finance

3.2%Professional

5.9%
Education

40.3%
Leisure

12.3%
Other

1.9%
Public

2.1%
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26 Average Salaries

Average Annual Salary: 2003, 2009, 2011, & 2013

Source: California Employment Development Department, 2003, 2009, 2011, 2013  Average salaries
for jobs located
in the city
increased from
$28,112 in
2003 to
$33,075 in
2013, a 17.7
percent change.
 Note: Dollars
are not adjusted
for annual
inflation.

Average Annual Salary by Sector: 2013 ($ thousands)

Source: California Employment Development Department, 2013

 In 2013, the
employment
sector providing
the highest
salary per job in
the city was
Information
($64,997).
 The Leisure-
Hospitality
sector provided
the lowest
annual salary
per job
($15,212).

$28,112
$39,657 $38,950
$33,075
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
2003 2009 2011 2013
Average Annual Salary
$33
$29
$36
$36
$48
$65
$50
$35
$40
$15
$53
$25
$28
$0 $10 $20 $30 $40 $50 $60 $70
All
Agriculture
Construction
Manufacturing
Wholesale
Information
Finance-Insurance-Real Estate
Professional-Management
Education-Health
Leisure-Hospitality
Public Administration
Other Services
Non-Classified
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27 VII. Retail Sales

Real Retail Sales: 2001 - 2013 (in 2013 $ millions)

Source: California Board of Equalization, 2001-2013
 Real (inflation
adjusted) retail
sales in the
City of Moreno
Valley
increased by

34.1 percent
between 2000
and 2005.
 Real retail sales
decreased by

11.8 percent
between 2005
and 2013.

Real Retail Sales per Person: 2001 - 2013 (in 2013 $
thousands)

Source: California Board of Equalization, 2001-2013
 Between 2001
and 2013,
retail sales per
person for the
city decreased
from $7,229 to
$6,142.
$1,082 $1,118
$1,215
$1,337 $1,380
$1,453
$1,351
$1,186
$1,065
$1,117$1,159$1,210 $1,217
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
2001 2003 2005 2007 2009 2011 2013
Sales in 2013 $ millions
$0
$2
$4
$6
$8
$10
$12
$14
$16
2001 2003 2005 2007 2009 2011 2013
Sales in 2013 $ thousands
Moreno Valley Riverside County
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28 VIII. Education

K-12 Public School Student Enrollment: 2000 - 2014

Source: California Department of Education, 2000 - 2014

 Between 2000
and 2014, total
K-12 public
school
enrollment for
schools within
the City of
Moreno Valley
increased by
4,502 students,
or about 11.9
percent.

K-6 Public School Student Enrollment: 2000 - 2014

Source: California Department of Education, 2000 - 2014

 Between 2000
and 2014, total
public
elementary
school
enrollment
increased by
1,904 students
or 9.5 percent.

37,777 39,406
41,651
44,970 45,323 44,917
42,894 42,279
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
2000 2002 2004 2006 2008 2010 2012 2014
Number of Students
20,054 20,844
21,706
23,366 23,499 23,107
21,932 21,958
0 5,000
10,000
15,000
20,000
25,000
2000 2002 2004 2006 2008 2010 2012 2014
Number of Students
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29 Grades 7-9 Public School Student Enrollment: 2000 - 2014

Source: California Department of Education, 2000 - 2014

 Between 2000
and 2014, total
public school
enrollment for
grades 7-9
increased by
731 students or

7.8 percent.

Grades 10-12 Public School Student Enrollment: 2000 -
2014

Source: California Department of Education, 2000 - 2014

 Between 2000
and 2014, total
public school
enrollment for
grades 10-12
increased by
1,867 students,
about 22.3
percent.

9,339
10,075
11,204 10,985 10,769 10,738
10,252 10,070
0 2,000
4,000
6,000
8,000
10,000
12,000
2000 2002 2004 2006 2008 2010 2012 2014
Number of Students
8,384 8,487 8,741
10,619
11,055 11,072 10,710
10,251
0 2,000
4,000
6,000
8,000
10,000
12,000
2000 2002 2004 2006 2008 2010 2012 2014
Number of Students
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30 Percent of City Population 25 Years & Over Completing High School or Higher

Sources: 2000 and 2010 Census; Nielsen Co., 2014

 In 2014, 75
percent of the
population 25 years
and over completed
high school or
higher, which is
higher than the
2000 level.

Percent of City Population 25 Years & Over Completing a Bachelor’s Degree or Higher

 In 2014, 14.8
percent of the
population 25 years
and over completed
a Bachelor’s degree
or higher, which is
higher than the
2000 level.

Sources: 2000 and 2010 Census; Nielsen Co., 2014

74.5% 75.5% 75.0%
0%
20%
40%
60%
80%
100%
2000 2010 2014
Percent of Population

14.0%

14.9% 14.8%
0%
2%
4%
6%
8%
10%
12%
14%
16%
2000 2010 2014
Percent of Population
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31 IX. SCAG Regional Highlights
Regional Median Sales Price for Existing Homes: 2000 - 2014

Source: MDA Data Quick, 2014

 After reaching its
peak in 2007, the
median sales price
for existing homes
in the SCAG region
dropped by almost
half by 2011 from
its 2007 level and
rebounded from
2012 to 2014.
 Median home sales
price was calculated
based on total
existing home sales
in the SCAG region.

Regional Real Retail Sales: 2001 - 2013

Source: California Board of Equalization, 2001-2013

 Retail sales tend to
follow closely with
trends in personal
income,
employment rates,
and consumer
confidence.
 Between 2001 and
2005, real (inflation
adjusted) retail
sales increased
steadily by 19
percent but then
dropped between
2005 and 2009 by
$52 billion, or 25
percent.
 In 2013, total real
retail sales were
three percent higher
than the 2001 level.
$218,000
$240,000
$279,000
$330,000
$410,000
$491,000
$531,000
$552,000
$387,000
$276,000
$291,000
$280,000
$298,000
$372,000
$426,000
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2000 2002 2004 2006 2008 2010 2012 2014
Median Sales Price
183,584 186,712
196,784
210,683
217,810 216,878
208,809
185,386
162,638 167,289 171,722
183,871 188,302
$0
$25,000
$50,000
$75,000
$100,000
$125,000
$150,000
$175,000
$200,000
$225,000
$250,000
2001 2003 2005 2007 2009 2011 2013
In 2013 $ millions
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32 X. Data Sources

California Department of Education
California Department of Finance, Demographic Research Unit California Employment Development Department, Labor Market Information Division California State Board of Equalization
Construction Industry Research Board
InfoGroup
MDA Data Quick
Nielsen Company
U.S. Census Bureau
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33 XI. Methodology

SCAG’s Local Profiles utilizes the most up-to-date information from a number of publically available sources, including the U.S. Census Bureau, California Department of Finance, and the California Department of Education. In the event that public information is not available or is not the most recent, SCAG contracts with a number of private entities to obtain regional data. The following sections describe how each data source was compiled to produce the information displayed in this report.

Statistical Summary Table
In the Statistical Summary Table (page 3), the values in the field “Jurisdiction Relative to County/Region” represent the difference between the jurisdiction’s value and the county/region value, except for the following categories which represent the jurisdiction’s value as a share of the county (or in the case of an entire county as a share of the region):

Population, Number of Households, Number of Housing Units, Number of Jobs, Total Jobs Change, and K-12 Student Enrollment.

Median Age, Homeownership Rate, and Median Household Income are based on Nielsen Company data. Number of Housing Units is based on the 2010 Census and estimates from the California Department of Finance. Data for all other categories are referenced throughout the report.

Population Section
Where referenced, data from 2000 to 2014 was taken from the California Department of Finance’s (DOF) E-5 estimates, which were published in May 2014. This dataset was benchmarked to population figures from the 2000 and 2010 U.S. Decennial Censuses.

Data relating to population by age group and by race/ethnicity was derived from the 2000 and 2010 U.S. Decennial Censuses, and Nielsen Co. The 2000 figure was based on U.S.

Decennial Census figures for April 1, 2000 and the 2010 figure was based on U.S.

Decennial Census figures for April 1, 2010.

Below are definitions for race and ethnicity, taken from the U.S. Census Bureau.

The Hispanic or Latino origin category is:
 A person of Cuban, Mexican, Puerto Rican, South or Central American, or other Spanish culture or origin, regardless of race.

The race categories are:
 American Indian or Alaska Native – A person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment.
 Asian – A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam.  Black or African American – A person having origins in any of the black racial groups of Africa, including those who consider themselves to be "Haitian." H.3.a
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34  White – A person having origins in any of the original peoples of Europe, North Africa, or the Middle East.
 Some other race – This category includes Native Hawaiian or Other Pacific Islander (a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands) and all other responses not included in the "American Indian or Alaska Native," "Asian," "Black or African American," and "White" race categories described above.

Charts for population based on age were tabulated using 2000 and 2010 U.S. Decennial Census data and Nielsen Company data for 2014. Charts for race/ethnicity were tabulated using 2000 and 2010 U.S. Decennial Census data and Nielsen Company data for 2014.

Households Section
The 2000 figure was based on U.S. Decennial Census figures for April 1, 2000 and the 2010 figure was based on U.S. Decennial Census figures for April 1, 2010. Information for 2014 was supplied by the Nielsen Company. Average household size was developed using information from the California Department of Finance (DOF). Households by Size was calculated based on Nielsen Company data. Households refer to the number of occupied housing units.

Housing Section
Housing units are the total number of both vacant and occupied units. Housing units by housing type information was developed using data from the California Department of Finance (DOF). Age of housing stock information is from the Nielsen Company.

The number of residential units with permits issued was obtained using Construction Industry Research Board data, which are collected by counties and are self-reported by individual jurisdictions. It represents both new single family and new multifamily housing units that were permitted to be built, along with building permits that were issued for improvements to existing residential structures (e.g., re-roofs, remodels). Please note that SCAG opted to report the annual number of permits issued by each jurisdiction which may be different than the number of housing units completed or constructed annually. This was done using a single data source which provides consistent data for all jurisdictions.

The Construction Industry Research Board defines “multi-family housing” to include duplexes, apartments, and condominiums in structures of more than one living unit.

The median home sales price, compiled from MDA Data Quick, was calculated based on total resales of existing homes in the jurisdiction, including single family units and condominiums. The median price does not reflect the entire universe of housing in the jurisdiction, only those that were sold within the calendar year.

Transportation Section
The journey to work data for the year 2000 was obtained by using the 2000 U.S. Decennial Census Summary File 3. Data for 2010 is based on the 2010 U.S. Census American Community Survey. Information for 2014 was provided by the Nielsen Company.

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35 Employment Section
Data sources for estimating jurisdiction employment and wage information include the 2010 U.S. Census Bureau Local Employment Dynamics Survey, and information from the California Employment Development Department, InfoGroup, and SCAG for years 2007- 2013. In many instances, employment totals from individual businesses were geocoded and aggregated to the jurisdictional level.

Employment information by industry type is defined by the North American Industry Classification System (NAICS). Although the NAICS provides a great level of detail on industry definitions for all types of businesses in North America, for the purposes of this report, this list of industries has been summarized into the following major areas:
agriculture, construction, manufacturing, wholesale, retail, information, finance/insurance/real estate, professional/management, education/health, leisure/hospitality, public administration, other services, and non-classified industries.

A brief description of each major industry area is provided below:
 Agriculture – This industry includes crop production, animal production and aquaculture, forestry and logging, fishing hunting and trapping, and support activities for agriculture and forestry.
 Construction – Industries under this umbrella involve the construction of buildings, heavy and civil engineering construction, and specialty trade contractors.  Manufacturing – This group includes the processing of raw material into products for trade, such as food manufacturing, apparel manufacturing, wood product manufacturing, petroleum and coal products manufacturing, chemical manufacturing, plastics and rubber products manufacturing, nonmetallic mineral product manufacturing and primary metal manufacturing.
 Wholesale – Wholesale industries do business in the trade of raw materials and durable goods.
 Retail – Retail industries engage in the sale of durable goods directly to consumers.  Information – Businesses in this industry specialize in the distribution of content through a means of sources, including newspaper, periodicals, books, software, motion pictures, sound recording, radio and television broadcasting, cable or subscription programming, telecommunications, data processing/hosting, and other information mediums.
 Finance/Insurance/Real Estate – This sector includes businesses associated with banking, consumer lending, credit intermediation, securities brokerage, commodities exchanges, health/life/medical/title/property/casualty insurance agencies and brokerages, and real estate rental/leasing/sales.
 Professional Management – This industry involves businesses that specialize in professional/scientific/technical services, management of companies and enterprises, and administrative and support services. Types of establishments that would fall under this category range from law offices, accounting services, architectural/engineering firms, specialized design services, computer systems design and related services, management consulting firms, scientific research and H.3.a
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36 development services, advertising firms, office administrative services, facilities support services, among many others.
 Education/Health – Organizations include elementary and secondary schools, junior colleges, universities, professional schools, technical and trade schools, medical offices, dental offices, outpatient care centers, medical and diagnostic laboratories, hospitals, nursing and residential care facilities, social assistance services, emergency relief services, vocational rehabilitation services, and child day care services.
 Leisure/Hospitality – These industries include organizations in the performing arts, spectator sports, museums, amusement/recreation industries, traveler accommodations, and food and drink services.
 Public Administration – This classification includes public sector organizations, including legislative bodies, public finance institutions, executive and legislative offices, courts, police protection, parole offices, fire protection, correctional institutions, administration of governmental programs, space research and technology, and national security.
 Other Services – Groups in this group include, for example, automotive repair and maintenance, personal and household goods repair and maintenance, personal laundry services, dry-cleaning and laundry services, religious services, social advocacy organizations, professional organizations, and private households  Non-Classified – Non-classified organizations involve work activites that are not included in the North American Industry Classification System.

Retail Sales Section
Retail sales data is obtained from the California Board of Equalization, which does not publish individual point-of-sale data. All data is adjusted for inflation.

Education Section

Student enrollment data is based on public school campuses that are located within each jurisdiction’s respective boundary. Enrollment numbers by grade within a given jurisdiction are tabulated based upon data obtained from the California Department of Education.

Enrollment year is based on the end date of the school year; for example, enrollment data for the year 2000 refers to the 1999-2000 school year. City boundaries used in the dataset for all years is based on data provided by the Local Agency Formation Commission for each county in the region.

Regional Highlights
Information for this section was developed through data from MDA Data Quick and the California Board of Equalization.

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37 Data Sources Section
In choosing the data sources used for this report, the following factors were considered:
• Availability for all jurisdictions in the SCAG region, • The most recognized source on the subject,
• Data sources within the public domain, and
• Data available on an annual basis.

The same data sources are used for all Local Profiles (except where noted) to maintain overall reporting consistency. The jurisdictions are not constrained from using other data sources for their planning activities.

The preparation of this report has been financed in part through grants from the Federal Highway Administration and Federal Transit Administration, U.S. Department of Transportation, under the Metropolitan Planning Program, Section 104(f) of Title 23, U.S. Code. The contents of this report do not necessarily reflect the official views or policy of the U.S. Department of Transportation.

Additional assistance was provided by the California Department of Transportation.

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38 XII. Acknowledgments
SCAG Management
Hasan Ikhrata, Executive Director
Sharon Neely, Chief Deputy Executive Director
Debbie Dillon, Deputy Executive Director, Administration Joann Africa, Chief Counsel/Director, Legal Services
Huasha Liu, Director, Land Use & Environmental Planning Rich Macias, Director, Transportation Planning
Darin Chidsey, Director, Strategy, Policy & Public Affairs Basil Panas, Chief Financial Officer
Catherine Kirschbaum, Chief Information Officer
Project Managers
Ping Chang, Program Manager, Land Use & Environmental Planning Michael Gainor, Senior Regional Planner
Project Core Team
Kimberly Clark, Senior Regional Planner
Prabhu Rajendran, Senior Application Developer
Jung Seo, Senior Regional Planner
Alex Yu, Manager, Application Development
Reproduction
Pat Camacho, Office Services Specialist
Assistance from the following SCAG staff members is also recognized:

Matthew Abad, SCAG Intern
Precy Agtarap, SCAG Intern
Anita Au, Assistant Regional Planner
Ludlow Brown, Graphics Designer
Diana Chamberlain, Graphics Designer
John Cho, Associate Regional Planner
Christine Delostrinos, SCAG Intern
Stacy Farfan, SCAG Intern
Carolyn Hart, Lead Graphics Designer
Gurpreet Kaur, Programmer Analyst
Cheol-Ho Lee, Senior Regional Planner
JiSu Lee, SCAG Intern
Weining Liang, SCAG Intern
Jeff Liu, Manager, Media & Public Affairs
Jonathan Nadler, Manager (former), Compliance & Performance Monitoring Frank Wen, Manager, Research & Analysis
Ying Zhou, Program Manager II

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Regional Council Roster
May 2015

Southern California Association of Governments
39 Build 2.0.0.33
President 1. Hon. Carl Morehouse San Buenaventura District 47 1st Vice-President 2. Hon. Cheryl Viegas-Walker El Centro District 1 2nd Vice-President 3. Hon. Michele Martinez Santa Ana District 16 Imm. Past President 4. Hon. Greg Pettis Cathedral City District 2

5. Hon. Jack Terrazas Imperial County

6. Hon. Mark Ridley-Thomas Los Angeles County

7. Hon. Michael Antonovich Los Angeles County

8. Hon. Jim Katapodis OCTA

9. Hon. Michelle Steel Orange County

10. Hon. Curt Hagman San Bernardino County

11. Hon. Linda Parks Ventura County

12. Hon. Chuck Washington Riverside County

13. Hon. Jan Harnik Palm Desert RCTC

14. Hon. Alan Wapner Ontario SANBAG

15. Hon. Keith Millhouse Moorpark VCTC

16. Hon. Jim Hyatt Calimesa District 3

17. Hon. Clint Lorimore Eastvale District 4

18. Hon. Randon Lane Murrieta District 5

19. Hon. Frank Navarro Colton District 6

20. Hon. Larry McCallon Highland District 7

21. Hon. Deborah Robertson Rialto District 8

22. Hon. Paul Eaton Montclair District 9

23. Hon. Ray Marquez Chino Hills District 10

24. Hon. Bill Jahn Big Bear Lake District 11

25. Hon. Mike Munzing Aliso Viejo District 12

26. Hon. Barbara Kogerman Laguna Hills District 13

27. Hon. Steven Choi Irvine District 14

28. Hon. Steve Nagel Fountain Valley District 15

29. Hon. John Nielsen Tustin District 17

30. Hon. Steve Hwangbo La Palma District 18

31. Hon. Kris Murray Anaheim District 19

32. Hon. Tri Ta Westminster District 20

33. Hon. Art Brown Buena Park District 21

34. Hon. Marty Simonoff Brea District 22

35. Hon. Victor Manalo Artesia District 23

36. Hon. Gene Daniels Paramount District 24

37. Hon. Sean Ashton Downey District 25

38. Hon. José Luis Solache Lynwood District 26

39. Hon. Ali Saleh Bell District 27

40. Hon. Dan Medina Gardena District 28
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41. Hon. Rex Richardson Long Beach District 29

42. Hon. Lena Gonzalez Long Beach District 30

43. Hon. Andrew Sarega La Mirada District 31

44. Hon. Margaret Clark Rosemead District 32

45. Hon. Gene Murabito Glendora District 33

46. Hon. Barbara Messina Alhambra District 34

47. Hon. Margaret E. Finlay Duarte District 35

48. Hon. Jonathan Curtis La Cañada/Flintridge District 36

49. Hon. Carol Herrera Diamond Bar District 37

50. Hon. Sam Pedroza Claremont District 38

51. Hon. James Gazeley Lomita District 39

52. Hon. Judy Mitchell Rolling Hills Estates District 40

53. Hon. Pam O’Connor Santa Monica District 41

54. Hon. Jess Talamantes Burbank District 42

55. Hon. Steven Hofbauer Palmdale District 43

56. Hon. John Sibert Malibu District 44

57. Hon. Carmen Ramirez Oxnard District 45

58. Hon. Glen Becerra Simi Valley District 46

59. Hon. Gilbert Cedillo Los Angeles District 48

60. Hon. Paul Krekorian Los Angeles District 49

61. Hon. Bob Blumenfield Los Angeles District 50

62. Hon. Tom LaBonge Los Angeles District 51

63. Hon. Paul Koretz Los Angeles District 52

64. Hon. Nury Martinez Los Angeles District 53

65. Hon. Felipe Fuentes Los Angeles District 54

66. Hon. Bernard C. Parks Los Angeles District 55

67. Hon. Curren D. Price, Jr. Los Angeles District 56

68. Hon. Herb J. Wesson, Jr. Los Angeles District 57

69. Hon. Mike Bonin Los Angeles District 58

70. Hon. Mitchell Englander Los Angeles District 59

71. Hon. Mitch O’Farrell Los Angeles District 60

72. Hon. José Huizar Los Angeles District 61

73. Hon. Joe Buscaino Los Angeles District 62

74. Hon. Karen Spiegel Corona District 63

75. Hon. Barbara Delgleize Huntington Beach District 64

76. Hon. Ryan McEachron Victorville District 65

77. Hon. Michael Wilson Indio District 66

78. Hon. Dante Acosta Santa Clarita District 67

79. Hon. Rusty Bailey Riverside District 68

80. Hon. Jeffrey Giba Moreno Valley District 69
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Southern California Association of Governments
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81. Hon. Ross Chun Aliso Viejo TCA

82. Hon. Andrew Masiel, Sr. Pechanga Band of Luiseño Indians Tribal Government Representative

83. Mr. Randall Lewis Lewis Group of Companies (Ex-Officio)

84. Hon. Eric Garcetti Los Angeles (At-Large)

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1. 2.

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5. 6. Notes:

7. 8.

9. 10.

11. 12.

13. 14.

15. 16.

17. 18.

19. 20.

21. 22.

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Momentum MoVal
Strategic Priorities
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Developing Momentum MoVal 3
In 2015/2016, Council embarked on creating a new Strategic Plan, which included:
• Many community meetings to receive input from residents; • An online survey as stakeholders embraced the opportunity to share their priorities for the community;
• Council’s Planning Session, which resulted in consensus of the participating Council Members on several key principles to guide development of the Strategic Plan as well as its implementation in the years ahead; and
• In developing priorities, objectives and initiatives, the City’s financial capabilities have been fully considered. Priorities outlined herein can be achieved within existing staff levels and resources, unless otherwise noted. Staff ’s recommendations for annual operating and capital improvements budgets will reflect the City Council’s policy direction as outlined in the plan as adopted by the Council.

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Developing Momentum MoVal 4
Economic Development
Meet the current and emerging needs of Moreno Valley by expanding the local economy through:
• new business opportunities;
• job creation;
• strategic partnerships;
• and workforce development;
Provide proactive business attraction, small business development, and business support services that grow the City’s economic base to enhance the quality of life for Moreno Valley residents.

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Developing Momentum MoVal 5
Economic Development
• Objective 1.1: Proactively attract high-quality businesses. • Objective 1.2: Market the opportunities for quality industrial development in Moreno Valley by promoting the largest industrial business project in California’s history, the World Logistics Center (WLC).
• Objective 1.3: Promote local hiring through the expansion of local, quality, high paying jobs, and workforce development efforts.

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Economic Development
• Objective 1.4: Promote the development of the Medical Corridor along Nason Street to meet health care demands for residents of Moreno Valley and the region, bring quality jobs, and create business opportunities for ancillary support businesses in the health care industry.
• Objective 1.5: Showcase Moreno Valley’sunique assets. • Objective 1.6: Establish Moreno Valley as the worldwide model in logistics development.

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Developing Momentum MoVal 7
Economic Development
• Objective 1.7: Promote small business development and entrepreneurship.
• Objective 1.8: Evaluate staff resources and dedicate City funding to invest in aggressive Economic Development activities that will result in increased revenues to the City, additional employment opportunities, and enhanced quality of life for our residents.

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Economic Development
• Objective 1.9: Ensure the City’s General Plan articulates the vision for how Moreno Valley wants to evolve over time, and provides an orderly and predictable process through which this vision is developed and implemented, including new attention to economic development, sustainability,public health, and innovation.

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Developing Momentum MoVal 9
Public Safety
Provide effective public safety services to enhance the Quality of Life for Moreno Valley families and to attract businesses to our community. Public safety priorities focus on:
• reducing crime through traditional & innovative policing methods; • preparing our community for emergencies;
• protecting life and property; and
• exploring cost effective solutions.

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Developing Momentum MoVal 10
Public Safety
• Objective 2.1.: Reduce crime, the fear of crime, and the perception of crime in the community.
• Objective 2.2: Engage the community in joint problem solving and crime prevention activities.
• Objective 2.3: Promote the concept of community policing with residents and Department members.
• Objective 2.4: Work with government and non-government agencies to reduce homelessness in the City.

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Developing Momentum MoVal 11
Public Safety
• Objective 2.5: Develop partnerships with local businesses and warehouse operators to reduce traffic related issues.
• Objective 2.6: Enhance operational excellence and efficiency in delivery of Police services.
• Objective 2.7: Fully integrate Fire Prevention activities into the City’s Development Services processes to provide swift, seamless service.

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Developing Momentum MoVal 12
Public Safety
• Objective 2.8: Enhance communication and coordination with City departments to provide accountability in emergency preparedness activities and minimize redundancy of efforts citywide. • Objective 2.9: Building upon momentum established with the El Niño Preparedness initiative, maintain and expand partnerships with community organizations throughout the City.

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Developing Momentum MoVal 13
Public Safety
• Objective 2.10: Ensure that the City’s emergency management program (including mitigation, preparedness, response and recovery) addresses needs of persons with disabilities and people with access and functional needs.
• Objective 2.11: Protect people and property against animal related injury and nuisance through enforcement of local and state animal welfare laws and ordinances.
• Objective 2.12: Evaluate results of Feasibility Study regarding the concept of forming a multi-agency Joint Powers Authority for provision of police services.

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Developing Momentum MoVal 14
Public Safety
• Objective 2.13: Update the City’s Local Hazard Mitigation Plan to identify risks and vulnerabilities associated with disasters, including developing long-term strategies for protecting the health, safety and welfare of people and reduce harm to existing and future property from hazard events.

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Developing Momentum MoVal 15
Library
Deliver library services that empower our residents through open access to knowledge, employing both traditional and contemporary methods at a level that is appropriate for a diverse community of over 200,000 citizens.

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Library
• Objective 3.1: Open a satellite branch library by December,2017. • Objective 3.2: Expand the library’s technology program to enhance job readiness in our community.
• Objective 3.3: Partner with outside organizations to expand the range of workshops and programs provided to the community.

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Developing Momentum MoVal 17
Infrastructure
Manage and maximize Moreno Valley’s public infrastructure to ensure an excellent quality of life, develop and implement innovative, cost- effective infrastructure maintenance programs, public facilities management strategies, and capital improvement programming and project delivery.

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Infrastructure
• Objective 4.1: Develop a Moreno Valley Utility Strategic Plan to prepare for the 2020 expiration of the ENCO Utility Systems agreement.
• Objective 4.2: Develop and maintain a comprehensive
Infrastructure Plan to invest in and deliver City infrastructure. • Objective 4.3: Address deferred maintenance of City infrastructure assets.
• Objective 4.4: Control Street Lighting costs.

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Developing Momentum MoVal 19
Infrastructure
• Objective 4.5: Explore green/renewable innovations and technologies for new developments such as the World Logistics Center.
• Objective 4.6: Advance the development of a well-connected and balanced citywide transportation network that serves all modes. • Objective 4.7: Demonstrate innovative and industry leading transportation systems.
• Objective 4.8: Promote transit as an essential mode of transportation.

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Infrastructure
• Objective 4.9: Expand upon existing Intelligent Transportation Systems.
• Objective 4.10: Enhance Moreno Valley’s way-finding directional signage throughout the City for residents and visitors.

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Developing Momentum MoVal 21
Beautification, Community
Engagement & Quality of Life
Promote an active and engaged community where we work together to beautify our shared environment, care for each other, and enjoy access to cultural and recreational amenities that support a high quality of life for all of our residents as envisioned and articulated throughout the City’s adopted General Plan.

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Beautification, Community
Engagement & Quality of Life
• Objective 5.1: Establish partnerships and volunteer programs with residents, business groups and service clubs to beautify our community.
• Objective 5.2: Promote the installation and maintenance of landscape, hardscape and other improvements which create a clean, inviting community.
• Objective 5.3: Achieve Tree City USA Community recognition through the Arbor Day Foundation.

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Beautification, Community
Engagement & Quality of Life
• Objective 5.4: Actively and aggressively address homelessness in Moreno Valley.
• Objective 5.5: Promote a healthy community and lifestyle. • Objective 5.6: Enhance community outreach, partnership opportunities, and stakeholder ownership of the City’s parks and recreation services, programs and events.

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Developing Momentum MoVal 24
Youth Programs
Improve the lives and futures of our City’s youth by expanding healthy lifestyle choices and learning opportunities. Build systems that continually and effectively assess the conditions affecting families in Moreno Valley,and develop context appropriate strategies responsive to those needs that build on community strengths.

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Youth Programs
• Objective 6.1: Provide employment training and support for Moreno Valley youth between the ages of 16 – 21 years.
• Objective 6.2: Improve health, wellness and fitness for Moreno Valley youth through recreation and sports programs.

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Management Focuses on Momentum MoVal
Strategic Priorities
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Maintain a balanced General Fund budget
Meet Momentum MoVal Priorities
Build upon successes in previous fiscal year amended budget –Examine fiscal strengths
–Reflect prior year actuals
–Remove one-time costs
–Identify savings where possible
Revenues
–Regional economic projections
–Impacts of Economic Development
–Property and Sales taxes
Expenditures
–Contractual costs
–Cost of service for Police and Fire
–Capital projects
–Continue to examine new costs savings and potential efficiencies Budget Development Building Blocks 27
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Community Engagement to ensure Momentum MoVal stays current 28 www.moval.org/jointheconversation
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Report to City Council

ID#6153 Page 1
TO: Mayor and City Council
Mayor and City Council Acting in its Capacity as
President and Members of the Board of Directors of the
Moreno Valley Community Services District (CSD)

FROM: Jeremy Bubnick, Parks & Community Services Director

AGENDA DATE: March 7, 2023

TITLE: APPROVE CONSTRUCTION OF A BASKETBALL COURT

AT PATRIOT PARK

RECOMMENDED ACTION
Recommendation:

1. Approve construction of a basketball court at Patriot Park.

SUMMARY

This report recommends approval of a basketball court at Patriot Park.

DISCUSSION

At the February 7, 2023, City Council meeting, the City Council directed staff to explore constructing a basketball court at Patriot Park. Staff has researched and there is space for a 42’ x 50’ court at the site , and the preliminary estima te for installation is between $100,000 to $120,000. If authorized, staff will move forward with a Request for Proposals (RFP) to bid the contracted work and bring back the results to City Council for contract award at a later date.

ALTERNATIVES

1. Approve the recommended action as presented in this staff report.

2. Do not approve the recommended action as presented and provide direction to staff.

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FISCAL IMPACT

The funding will come from Parks Development Impact Fees (DIF).

NOTIFICATION

Posting of the agenda.

PREPARATION OF STAFF REPORT

Prepared By: Department Head Approval:

Jeremy Bubnick Jeremy Bubnick
Parks & Community Services Director Parks & Community Services Director

CITY COUNCIL GOALS
Public Facilities and Capital Projects . Ensure that needed public facilities, roadway improvements, and other infrastructure improvements are constructed and maintained.

Positive Environment. Create a positive environment for the development of Moreno Valley's future.

Community Image, Neighborhood Pr ide and Cleanliness . Promote a sense of community pride and foster an excellent image about our City by developing and executing programs which will result in quality development, enhanced neighborhood preservation efforts, including home rehabilitation and neighborhood restoration.

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library

4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

Objective 5.5: Promote a healthy community and lifestyle.

Objective 6.2: Improve health, wellness and fitness for Moreno Valley youth through recreation and sports programs.

ATTACHMENTS
To view large attachments, please click your “bookmarks” on the left hand side of this document for the necessary attachment.

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None

APPROVALS

Budget Officer Approval ✓ Approved . 2/28/23 5:30 PM City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 2/28/23 5:32 PM H.4
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