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City of Tustin
Strategic Planning Process
Analysis of Strengths, Limitations, Opportunities and Threats (SLOT)
August 7, 2012
An effective strategic plan is informed by knowledge of current trends and demographic data
that affect and shape the community. In addition, an effective plan reflects common or shared
perspectives and opinions about the organization and community. Management Partners
obtained input through interviews with each Councilmember and the City Manager, focus
groups of employees and community members. In the interviews and focus groups, we asked
participants' opinions about the Strengths, Limitations, Opportunities and Threats (SLOTs) of
Tustin. The City's executive management also provided input during a strategic planning
workshop held on June 11, 2012.
The common SLOT themes identified through these activities are presented below and are
intended to inform the City Council's discussion about the vision, mission, values and goals for
the City of Tustin.
The following review summarizes the strengths, limitations, opportunities and threats (SLOT)
identified through interviews associated with the SBCAG organizational assessment, a focus
group of county and city managers held on May 23, 2011, and input from SBCAG staff provided
during a strategic planning workshop on June 23, 2011.
STRENGTHS -- Community
• Great parks, special events and recreational opportunities
• Tustin pride; strong community feeling, many community events
• Residents care about the City; are involved in community non - profit organizations
• Dedicated community based organizations
• Diverse business community
• Old Towne/Downtown
• Safe community, neighborhoods
• Visually appealing; clean
• Good zoning/land use mix
• Location and freeway access
• Growth potential
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STRENGTHS - City Organization
• Fiscally sound
• Hard working, dedicated staff who are knowledgeable and responsive
• Long -term employees /low turnover
• Strong police department with effective outreach programs
o NITF - Neighborhood Improvement Task Force (and community policing)
o TAG - Tustin Against Graffiti
o TEAM - Tustin Effective Apartment Mangers
• Good website
• Staff cares about the community, provides good customer service
• Reputation for being well- managed
• Interdepartmental support (events draw department heads and staff)
• Employee recognition; Council appreciates and thanks staff
LIMITATIONS
• Reduced revenues, loss of RDA and associated funding; fees and taxes may be too low
• Poor relationship with the Tustin Unified School District (TUSD)
• City Hall is not very welcoming or customer friendly
• Community outreach; public education needs to be improved
• Not enough cooperation and civility between Council members
• Entitlement process (e.g., not proactive or sensitive to needs of business, more
partnership with community needed)
• Lack of "brand" - people don't know where Tustin is
• Weak business development, attraction and retention efforts
o Focus of time and resources on The District resulted in ignoring other businesses
o Lack of hotels, other businesses to generate revenues
o Old Towne is not as vibrant as it could be
• Not enough linkage within the community (e.g., lack of connectedness between
neighborhoods and between different business districts
• Lack of public transportation
• Lack of inclusion of non - English speakers in this strategic planning process
• Little to no staff development or succession planning
• IT systems are not integrated across departments
• Facilities are inadequate; staff has limited space
OPPORTUNITIES
• Development of Tustin Legacy, hangar re -use
• Business development, such as Old Towne
• Look to outsourcing or eliminating services to reduce costs
• Increase beautification efforts of neighborhoods, entryways, parks, streets, etc.
• Continue to market Tustin as a destination for business through branding, economic
development
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• Develop and expand partnerships, such as joint use of facilities with the TUSD for
recreational activities
• Create destination/brand awareness based on the City's location and strengths
• Annual Report Card showing progress and accomplishments
• Enhance opportunities for public input in less formal ways
• Performance measurement and management
• Improve connectivity through intra -city shuttles and pedestrian bridges
• Generate new or increased revenues (transient occupancy tax, user fees)
THREATS
• Loss of redevelopment and financial impacts
• Economy and implications for financial sustainability, community needs (i.e.,
homelessness)
• Poor relationship with the TUSD
• The State of California (imposing mandates, taking more dollars away)
• Public image of the City, including how the public views the Council working together
• Increasing crime, gangs, graffiti from surrounding communities
• Impacts of Santa Ana land use, traffic decisions on Tustin
• Lack of emergency response system
• Noise abatement (air traffic)
• Lack of organizational development
• Low employee morale
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