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HomeMy WebLinkAbout11 STRATEGIC PLAN 2012-2017Agenda Item _ 1 Reviewed: AGENDA REPORT City Manager Finance Director I/A MEETING DATE: OCTOBER 16, 2012 TO: HONORABLE MAYOR AND MEMBERS OF CITY COUNCIL FROM: JEFFREY C. PARKER, CITY MANAGER SUBJECT: CITY OF TUSTIN STRATEGIC PLAN 2012 — 2017 SUMMARY The attached Strategic Plan for 2012 — 2017 reflects a seven month -long collaborative process that has culminated in a document that will guide and inform policy and program decisions for the next five years. The plan was developed with consideration for the community and organization's most important priorities, and includes an Implementation Action Plan. Staff is requesting Council approve the Strategic Plan so that staff may move forward with implementation, which will be integral to budget and planning processes over the next five years. RECOMMENDATION It is recommended that the City Council authorize and approve the Strategic Plan for the City of Tustin for 2012 — 2017. FISCAL IMPACT The recommended action carries no fiscal impact. Funding for projects and programs described in the Strategic Plan will become part of the annual and mid -year budget processes over the next five years. BACKGROUND The City is facing continuing challenges from the economic recession, the dissolution of the Redevelopment Agency, and rising costs to provide public services. We are working together to reduce expenditures and increase revenues in an effort to continue the basic services needed and expected by our community. We are at a point, however, where the way forward needs to be deliberate and strategic, with consideration for the community's most important priorities. City of Tustin Strategic Plan 2012 — 2017 October 16, 2012 Page 2 of 3 In recognition of the need to develop a plan for moving forward, the City began a strategic planning process in March 2012. Given that this is such an important undertaking, the City secured the services of Management Partners, Inc., experts in strategic planning, to help us with our plan. Over the course of the past seven months, Management Partners, Inc. conducted: • Interviews with the City Manager and members of the City Council; • Two focus groups with employees (management level and line level); • A focus group with Community Stakeholders; • An environmental scan; • Two workshops with the Executive Team; • One workshop with the City Council and Executive Team. The participation and input received from the interviews, focus groups and workshops were essential to developing a comprehensive framework for moving forward with the strategic planning process. The workshop with the City Council and Executive Team was highly productive, resulting in the formation of a clear organizational vision, mission, values, goals and strategies for the future. DISCUSSION The following are key components of Tustin's first Strategic Plan: Vision — Tustin will continue to be a vibrant, innovative hometown to live, work, and play. Mission — Tustin's mission is to provide effective, high-quality services that foster safety, quality of life, and economic vitality throughout the community. Values — Values provide a basis for how an organization and its members work to achieve the mission and vision. Tustin's values are: • Leadership • Integrity • Fiscal Stewardship • Consistent, High-Quality Service • Transparency • Respect Goals — As a result of interviews, focus groups, and executive management and City Council workshops, five goals were identified. Goals are multi-year in nature and the timeframe for achieving goals is typically three to five years. City of Tustin Strategic Plan 2012 — 2017 October 16, 2012 Page 3 of 3 • Goal A: Economic and Neighborhood Development • Goal B: Public Safety and Protection of Assets • Goal C: Financial Strength • Goal D: Strong Community and Regional Relationships • Goal E: Organizational Excellence and Customer Service The Strategic Plan also lists specific strategies, which are the means to achieve the goals. The strategies are also contained within the Implementation Action Plan, which includes key implementation tasks, lead responsibility, resources, timelines, and success indicators. The Implementation Action Plan provides a mechanism for ensuring accountability and progress towards achieving the goals and strategies in the Strategic Plan. Regular reporting on the timelines and success indicators will keep the City Council and community informed of the progress and provide an opportunity to consider adjustments to the plan as needed. The City Manager will report to the Council twice a year on the progress made toward achievement of the goals and strategies. In face of a very challenging future, we are please to present to the City Council Tustin's first Strategic Plan, which will guide and inform policy and program decisions for the next five years. The Strategic Plan will provide a framework for linking budget, capital improvement, and other city planning processes together, and ensure we meet and exceed the expectations of our community. JEFF AEY)C. PiARKER City'Manager ' Attachment No. 1: City of Tustin Strategic Plan 2012 — 2017, October 2012 TuSTIN H I STC7 RY BUILDING OUR FUTURE HONORING OUR PAST October 2012 Management Partners r Strategic Plan 2012 to 2017 Table of Contents Management Partners Table of Contents Background.................................................................................................................. ..............................1 Strategic Planning Process Overview .............................................................. ..............................1 Cityof Tustin Strategic Plan ..................................................................................... ..............................4 OurVision .......................................................................................................... ............................... 4 OurMission ......................................................................................................... ..............................4 OurValues ........................................................................................................... ..............................4 Leadership..................................................................................................... ..............................5 Integrity........................................................................................................ ..............................5 FiscalStewardship ........................................................................................ ..............................5 Consistent, High - Quality Service ................................................................. ..............................6 Transparency............................................................................................... ............................... 6 Respect......................................................................................................... ..............................6 Goalsand Strategies ........................................................................................... ..............................7 Goal A: Economic and Neighborhood Development .................................... ..............................7 Goal B: Public Safety and Protection of Assets ........................................... ............................... 8 GoalC: Financial Strength ......................................................................... ............................... 9 Goal D: Strong Community and Regional Relationships .......................... .............................10 Goal E: Organizational Excellence and Customer Service ......................... .............................10 Reviewing and Reporting Progress on Tustin's Strategic Plan ........................ .............................12 Attachment A — Implementation Action Plan ...................................................... .............................13 Attachment B — Analysis of Strengths, Limitations, Opportunities and Weaknesses (SLOT) 20 Attachment C — Tustin Environmental Scan ......................................................... .............................23 Attachment D — Glossary of Terms ...................................................................... ............................... 24 i Strategic Plan 2012 to 2017 Background Management Partners In March 2012 the City Council and City Manager initiated a strategic planning process to create a multi -year plan for the future. The City of Tustin has a strong tradition of leadership, sound planning, prudent financial practices and an attractive, well- maintained community. Building on this tradition, City leaders decided to establish a plan that will guide decisions over the next several years. This strategic plan provides a framework for linking identified priorities to the budget process, capital improvement program, important policy considerations, economic development initiatives, and the organization's desire for continuous improvement. Council members provided policy direction about priorities and the City's executive team provided professional input about the contents of the plan. Management Partners designed and facilitated the process and prepared the Strategic Plan, including an implementation action plan. The implementation action plan is provided as Attachment A. Strategic Planning Process Overview The strategic planning process began with an analysis of strengths, limitations, opportunities and threats (SLOT) identified through a series of interviews and focus groups with staff and community representatives. Management Partners' team interviewed the Mayor, City Council members and the City Manager to confirm the strategic planning process and hear initial ideas. Over 30 staff representatives were randomly selected to confidentially inform the process in two focus groups. They were asked to identify the strengths, limitations, opportunities and threats of Tustin and to brainstorm words and phrases to articulate the mission of the City and their vision for the future of the community. Staff members were also asked to identify values that are important for an organization to be effective. The staff focus groups were comprised of representatives from multiple levels of the organization, including line staff and supervisors, and all departments. 1 Strategic Plan 2012 to 2017 Background Management Partners A focus group of approximately 20 community stakeholders also was held. It included representatives from the business community, local schools, community non - profit organizations, and City commissions. As with the staff focus groups, participants were asked for their perspectives about the strengths, limitations, opportunities and threats of Tustin. A summary of the SLOT analysis is provided as Attachment B. Management Partners' project team members provided guidance to staff who prepared an environmental scan of current and future factors influencing the City. Attachment C contains the environmental scan. The combination of broad -based qualitative input and quantitative trend data laid the foundation for two highly interactive workshops. The first workshop was held with executive staff on June 11, during which a draft vision, mission, values and goals and strategies were developed. These elements were reviewed, revised and confirmed by the City Council during the second workshop, which was held on August 7. Following the strategic planning workshops, Management Partners facilitated a final workshop with Tustin's executive management to create an Implementation Action Plan. It should be recognized that the work required to implement the strategic plan must be integrated into the other work of the City's departments and divisions. Consequently, the Implementation Action Plan sets forth the key tasks necessary to accomplish each strategy, assigns lead responsibility, identifies other staff and financial resources that will be required, establishes a timeline for major milestons, and identifies success indicators to help Tustin measure performance and ensure accountability. Figure 1 below shows the core elements of the strategic plan. 2 Strategic Plan 2012 to 2017 Background Management Partners Figure 1. Tustin Strategic Plan Components A glossary of terms is provided in Attachment D. The City of Tustin's Strategic Plan sets a clear vision for the organization and establishes goals and strategies to move in that desired future direction. In addition, it articulates the organizations values and the behaviors that support them. Execution of the Implementation Action Plan will enable Tustin to achieve its mission and accomplish its strategic goals for the benefit of the organization and the community it serves. Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners Our Vision The City of Tustin is committed to achieving a shared vision for the organization and its community. The vision, mission and values below are the result of a thoughtful and inclusive process designed to set the City on a course that meets the challenges of today and tomorrow. Tustin will continue to be a vibrant, innovative hometown to live, work, and play. The City's vision sets the focus for the future. It is a statement of where the organization is going. Our Mission Tustin's mission is to provide effective, high - quality services that foster safety, quality of life, and economic vitality throughout our community. The City's mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. Our Values Values provide the basis for how an organization and its members will work to achieve the mission and vision. Tustin's values are: • Leadership • Integrity • Fiscal Stewardship • Consistent, High - Quality Service • Transparency • Respect 4 Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners Each of these organizational values has associated behaviors that can be demonstrated throughout the organization. The associated behaviors that have been identified by executive staff and the City Council are listed below. Leadership • Creates and sustains an atmosphere that fosters a culture of openness, honesty, service and trust • Contributes to creating and communicating a clear vision and direction • Exercises courage in recommending the right course of action • Inspires results and effective teamwork • Sets the example; mentors others to be successful • Models integrity, respect, empathy, professionalism and ethics • Decisive, able to make course corrections when appropriate and necessary • Values diversity Integrity • Adheres to individual and organizational professional standards in the conduct of the organizations business • Fulfills commitments and keeps promises made • Demonstrates fairness • Does the right thing even when no one is looking Fiscal Stewardship • Exercises fiscal discipline to live within means and ensure future financial sustainability • Is transparent in disclosing financial transactions and their implications • Utilizes multi -year forecasts to quantify future financial impacts of decisions • Makes fact -based financial decisions using cost/benefit and other analyses • Follows best practice policies for budget and financial management • Practices sound stewardship of the public's assets 5 Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners Consistent, High - Quality Service • Provides dependable, responsive service to internal and external customers • Engages in open, honest communication; listens to other perspectives with an open mind and a sincere desire to understand • Cultivates a welcoming, friendly atmosphere • Takes personal responsibility for assisting customers and solving problems • Produces and communicates consistently high - quality, technically competent work of value to the organization • Maximizes opportunities to increase productivity and achieve high - quality results • Utilizes all resources efficiently and effectively • Treats customers with respect and fairness • Seeks customer feedback to facilitate continuous improvement Transparency • Operates in such a way that others can easily see one's actions • Champions public transparency laws to enhance accountability and build trust in government • Follows open meeting laws in conducting the public's business • Facilitates public participation in open meetings • Provides free and easy access to information regarding matters of public interest Respect • Listens to other perspectives with an open mind and a sincere desire to understand • Is observant, considerate and respectful of others' time and schedules • Models courtesy and civility at all times • Provides equal consideration to internal and external customers M Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners Goals and Strategies As a result of interviews, focus groups, and City Council and executive management workshops, five goals were identified. Each has several strategies. • Goals are multi -year in nature. The timeframe for achieving goals is typically three to five years, although some may take longer to accomplish. • Strategies are the means to achieve the goals. The timeframe for implementing strategies can span several years as specific programs and projects are undertaken. Goal A: Economic and Neighborhood Development Enable business opportunities and job development and to enhance the vibrancy and quality of life in all neighborhoods and areas of the community. Strategies to Achieve Goal A 1. Develop critical phases of Tustin Legacy. a. Complete the master plan for Tustin Legacy Park. b. Facilitate and complete land transactions for early development opportunities c. Complete the extension of Tustin Ranch Road. d. Develop a financing strategy to complete other critical backbone infrastructure. e. Establish a financing structure for an assessment district. f. Coordinate development with other public agencies. 2. Create a vision and business plan for Old Town through a collaborative, inclusive process with stakeholders from the entire community. 3. Establish planning and zoning overlays in Neighborhoods of Tustin Town Center to facilitate private development. 4. Develop a disposition and entitlement strategy for City -owned property in Pacific Center East. 5. Strengthen and facilitate business relationships for economic development purposes. 7 Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners a. Enhance the use of web -based commercial search engines to provide business attraction and assistance. b. Establish a business development program that will create specific ways to attract businesses and encourage growth of existing businesses. c. Collaborate with the Chamber of Commerce to strengthen the City's relationships with local businesses. 6. Assess and explore opportunities for expanding recreational activities. a. Develop a plan for creating recreational amenities and services for Southwest Tustin. b. Assess needs and plan for future senior services to meet changing demographics and trends. c. Create a financial strategy to develop open space in Southwest Tustin. 7. Create linkages between parts of the community through a variety of means, such as bike lanes and greenbelts. Goal B: Public Safety and Protection of Assets Ensure Tustin is an attractive, safe and well maintained community in which people feel pride. Strategies to Achieve Goal B 1. Continue to implement the City's Neighborhood Improvement Task Force. 2. Enhance Tustin's readiness to respond to major disasters. a. Create a Community Emergency Response Team (CERT) program to enhance our emergency preparedness and response capability within the community. b. Offer additional employee training in the practice of emergency preparedness. c. Create a new emergency operations center. 3. Create a plan to protect the City's public assets. a. Establish a sinking fund to maintain infrastructure throughout Tustin. b. Continue capital improvement planning to ensure continuous maintenance and improvement of flood 8 Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners control, park, public, traffic control and transportation facilities. c. Improve turf and landscape conditions for all community parks. Goal C: Financial Strength Sustain long -term financial strength with adequate reserves and enhanced capacity to provide a sustainable level of City services. Strategies to Achieve Goal C 1. Evaluate all City services and identify ways to improve cost neutrality. a. Conduct a comprehensive fee analysis and determine appropriate levels of cost recovery. b. Identify opportunities for both outsourcing (to other agencies, through service sharing, or the private sector) and in- sourcing (with Tustin providing services to other agencies). 2. Explore opportunities for new or increased revenues. a. Explore revenue programs that can provide economic development and business related benefits, such as business improvement districts (BIDs). b. Evaluate the City's business license program to ensure fairness and equity for all businesses. 3. Develop and communicate a comprehensive set of financial policies and their purpose to strengthen financial practices (e.g., reserve, debt, purchasing, and other policies). 4. Evaluate contracting and billing processes and institute improvements that will reduce the City's costs and increase efficiency. 5. Guard our reserves and create new reserves for specific purposes that will enhance the financial strength of the City. M Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners Goal D: Strong Community and Regional Relationships Foster strong relationships within the community and to provide leadership within the region. Strategies to Achieve Goal D 1. Stay active in the region by providing leadership for and maintaining a strong presence in regional planning and transportation issues through engagement with the Orange County Transportation Authority and other regional entities. 2. Continue to work collaboratively with agencies within and outside Tustin on issues of mutual interest and concern (e.g., Tustin Unified School District). 3. Obtain feedback from and strengthen our partnerships with the community. 4. Be accountable for and communicate the strategic plan and its outcomes on a regular basis to the community. Goal E: Organizational Excellence and Customer Service Be a high performance organization, with effective customer service provided by a professional workforce. Strategies to Achieve Goal E 1. Establish and measure the effectiveness of an organization -wide customer service program. a. Establish and follow consistent customer service standards. b. Improve and expand methods for responding to customer complaints and questions. c. Provide accurate, easy to understand information on the City's website and through social media that will help customers and be useful to the community. d. Obtain feedback on a regular basis about customers' experience with the City. 2. Create a succession plan for all parts of the organization that enables the City to cultivate and grow leadership. 10 Strategic Plan 2012 to 2017 City of Tustin Strategic Plan Management Partners a. Provide consistent training. b. Create an internal leadership academy. c. Provide assignments designed to develop skills and experience. d. Provide staff mentoring in the values and skills needed for promotion. 3. Review and revise the existing performance evaluation system with a performance -based system. 4. Establish meaningful ways to recognize and reinforce desired employee behaviors. 5. Create and implement a City -wide information technology plan to prioritize technology investments and ensure that technology serves the purposes of customer service, staff efficiency, financial accountability, and excellent service delivery. 6. Promote and enhance a strong culture of ethics. 11 Strategic Plan 2012 to 2017 Reviewing and Reporting Progress on Tustin s Strategic Plan Management Partners The Implementation Action Plan (presented as Attachment A) provides a mechanism for ensuring accountability and progress toward achieving the goals and strategies in the Tustin Strategic Plan. Regular reporting on the timelines and success indicators identified in the Implementation Action Plan will keep the City Council and community informed of progress and provide an opportunity to consider adjustments or course corrections as needed. Once the Strategic Plan has been adopted by the City Council in October, the following annual review and reporting cycle is planned. January or February: City Council reviews progress in achieving goals and priorities, makes adjustments to goals, strategies, tasks, milestones, and success indicators as necessary. 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E E O O a+ a+ O w o '^ °- E o 'io v v -O o E n v L o E n v D- vi - V m �' n V: U w o w o o Y Q W m +�+ Ul O C c 'E - > 0 E o v c E m r v > 0 c m V c c o � E -° . ° 3 m o E `v m : o > o 0 o m w � � o�- {/1 L O O E E O a >T ` W v m V v wx a E m m E - o m -vo 3 E c °-' r v v o -p ° L1 a o °_ w w °' _ ° 3 n a v - a V O v V v 2 n v m N f/1 ) ® - - \E { ( ��® � B \\ $\ f\ »}§ 2f {/ 'o ®�k f© {( \\ {\( /( \[) {\ )/E ) ) « «2 ( § ( \ o {r\*\ \ \g0'E [�\)\ |\ '- : 2: §7,!_ « ]o uL]l ))() \\ f\ §§ ® \ / §{ \ ) f °[: lo _( {01 _ E0 �/ \�\�0 Strategic Plan 2012 to 2017 Attachment B - Analysis of Strengths, Limitations, Opportunities and Weaknesses (SLOT) Management Partners 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 Council member and the City Manager, focus groups of employees and community members. During the interviews and focus groups we asked participants' opinions about the Tustin's strengths, limitations, opportunities and threats (SLOTs). The City's executive managers 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. 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 Town/Downtown • Safe community, neighborhoods • Visually appealing; clean • Good zoning /land use mix • Location and freeway access • Growth potential 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 • NITF - Neighborhood Improvement Task Force (and community policing) • TAG - Tustin Against Graffiti • TEAM - Tustin Effective Apartment Managers • 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 20 Strategic Plan 2012 to 2017 Attachment B - Analysis of Strengths, Limitations, Opportunities and Weaknesses (SLOT) Management Partners LIMITATIONS • Reduced revenues, loss of redevelopment agency 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 • Focus of time and resources on The District resulted in ignoring other businesses • Lack of hotels, other businesses to generate revenues • Old Town 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 Town • 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 • Develop and expand partnerships, such as joint use of facilities with the TUSD for recreational activities • Create destinationibrand 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) 21 Strategic Plan 2012 to 2017 Attachment B - Analysis of Strengths, Limitations, Opportunities and Weaknesses (SLOT) Management Partners 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 22 Strategic Plan 2012 to 2017 Attachment C - Tustin Environmental Scan Management Partners 23 ■Provides critical data and a foundation for the creation of goals and strategies ■Identifies factors that are affecting Tustin today and which will influence the organization in the next 5 to 10 years 1 ■Tustin's population has steadily grown since 1960 ■The population grew rapidly between 1980 and 2000, but has experienced slower growth since ■The population is expected to grow 7.6% over the next 10 years ■The majority of population is under age 55 ■Seniors (age 55 and over) make up 17.4% of the population, a number that is expected to increase over time 2 it ?tilfR Population by Age J ►', 25,000 20,000 L 23.3% 15,000 14.1°% 10,000 8.9% 7.5% 5,000 1,0% 0 0-9 10 - 19 20-34 35-54 55 .64 65-84 85+ April Decennial Census of Population, U.S. Census Bureau TUSTIN "S ■Over the last 10 years Tustin's population has grown significantly more diverse ■The Latino population increased from 20.7% to 39.7 ■The Asian population increased from 9.9% to 20.1% ■The Caucasian population now comprises just over one -third of the total population 3 iU$TIN Population ' Race Ethnicity 40,006 35,000 30,006 25,000 20 000 15,000 10,000 5,000 1990 TO"I , % 2000 Total % 2010 Told % I• Hispanic orLatlno 16,508 26.7% 17,995 27.0% 29,989 39.7% allon+lispsnicWhite 32,136 _ 53.4% 36,540 55.2% 26,268 34.81A _ r N on. Hispanic AsianlPacific Islandcr 5,012 9.9% 7.930 11.9% 1%18U 20.1% ■N on-Hispanic ATrican American 2,759 _ 5 -4% 3,575 5.4% 1,588 2 -1% ■Non - Hispanic All Other � 274 0.5% 375 0.6% 2,515 33% _ April Decennial Census of Population, U.S. Census Bureau ■Tustin has over 26,000 dwelling units with an occupancy rate of 95.2% ■The number of dwelling units is projected to increase by 5% by 2020 ■This increase is significantly less than the City experienced from 1990 to 2000 ■The majority of the housing units have three or fewer occupants ■Tustin's household income is just below the County median M Housing Units Number of Dwellings by Decade 30.000 25M0 20.000 15,000 10MO 8,725 5,000 812 fl 1960 1970 1980 1990 2000 2010 April Decennial Census of Population, U.S. Census Bureau & Center for Demographic Research, CSUF 2719f^ KNIT] 5 TUSTIN I j-r, Tustin Median Household Income: • Surrounding Areas 2010 Jurisdiction Median Percent Median Percent Household Above/Below Family Above/Below Income County Income County Median Median Tustin $73,170 -1.6% $79,760 -4.7% Buena Park $63,295 -14.9% $66,959 -20.0% Irvine $90,939 22.3% $107,442 28.3% Orange $76,742 3.2% $85,260 1.8% Santa Ana $54,877 -26.2% $53,495 -36.1% Orange County $74,344 $83,735 State of $57,708 -28.8% $65,481 -27.9% California U.S. Dept. cf Commerce & U.S. Census Bureau, 20062010 &2011 Orange County Progress Report lJ l:tillh Households , Income 5,000 4,500 17.8% 18.7 °k 4,000 14.2% ' 3,500 3,000 2,500 - 9.7% 8.3% 10A% 8.3% 2,000 - 1,500 1,000 500 0 Income per Year U.S. Census Bureau, 2010 American Community Survey TUSTIN I j-r, Tustin Median Household Income: • Surrounding Areas 2010 Jurisdiction Median Percent Median Percent Household Above/Below Family Above/Below Income County Income County Median Median Tustin $73,170 -1.6% $79,760 -4.7% Buena Park $63,295 -14.9% $66,959 -20.0% Irvine $90,939 22.3% $107,442 28.3% Orange $76,742 3.2% $85,260 1.8% Santa Ana $54,877 -26.2% $53,495 -36.1% Orange County $74,344 $83,735 State of $57,708 -28.8% $65,481 -27.9% California U.S. Dept. cf Commerce & U.S. Census Bureau, 20062010 &2011 Orange County Progress Report lJ ■Top three industries in the City of Tustin ■Educational, Health and Social Services ■Manufacturing ■ Reta i ■Current labor force is 41,700, with an unemployment rate of 7.4 %, which is slightly below the County average California Employment Development Department TU$TIN Unemployment � Comparison Jurisdiction Labor Force Employment Tustin 42,100 39,000 3,100 7.4% Buena Park 42,600 38,600 4,000 9.4% Irvine 84,000 79,300 4,700 5.6% Orange 73,400 68,400 5,100 6.9% Santa Ana 161,600 142,400 19,200 11.9% Orange County 1,612,100 1,491,600 120,500 7.5% State of 18,494,400 16,500,500 1,993,900 10.8% California California Employment Development Department II \�..I Ime %_%JI ll tll IUed to II I%_I ease thl oUgh 199 V, al ld then started a 20 -year downward trend ■The downward trend was based on an aging population, the three - strikes law, and community and problem oriented policing ■The per capita crime rate is now one -third of what it was at its peak in the 1980's and 1990's ■Budget cuts at the State level and A13109, Prisoner Realignment, may impact future crime rates I usTlr. Part I Crimes 4,500 a,ln 4,009 3,500 sr23 3,000 2,500 ■ worem Crime Total 4 ■ Property Crime Total 2,000 ■ Total Part 1 climes L5 1,500 1,000 fi29 i 500 259 1.980 1990 2000 x010 W ■During the recent recession, the sharp drop in sales tax significantly affected the General Fund ■Sales Tax revenue has returned to pre - recession levels, but is expected to grow only modestly over the next few years ■Property tax revenue is slightly lower than pre - recession levels, and is projected to stay at these levels for the next few years iusrin� Sales Tax Projections s:5 s Sea •- Sts — $24) 5s W-os i1 -12 17 -13 1311 lhli 15-16 1b17 • Assumptions: FY 2013 -14 through FY 2016 -17 assumes 2% growth per fiscal year. Ni s� s6 Ss $4 $3 $2 $1 so -- — ` "' .— 14.15 iS16 Ibi7 Assumptions: FY 2012 -13 through FY 2014 -15 assumes no growth while FY 2015 -16 through FY 2016 -17 assumes 1% growth per fiscal year. ■ General Fund revenue has steadily declined for five years, and is not expected to reach its FY 07 -08 levels for several years ■Even with past budget reductions, General Fund expenditures continue to outpace revenue ■The elimination of Redevelopment further impacted the General Fund structural deficit 10 ElGeneral Fund Revenues & Expenditures N $54 $53 $52 $51 $50 $49 Revenues —41--Expenditures $48 $47 $46 $45 $44 06 -07 07 -08 08 -09 09 -10 10-11 11 -12 12 -13 13 -14 14-15 15 -16 16 -17 • Revenue Assumptions: FY 2013 -14 through FY 2016 -17 adjusted for sales tax, property tax, and transient occupancy tax (increase due to completion of two (2) new hotels in fall of 2013 at the current rates) projections based on the respective assumptions. • Expenditure Assumptions: FY 2012 -13 expenditure reduced by $1.6 million as an estimated savings for PARS. FY 2013 -14 through FY 2016 -17 adjusted for PERS rate increase (used PERS rate estimates when available, otherwise used an average of previous increases), employee contributions to PERS, merit increases, operating increases (3% annually), and fully funding internal service funds. ■Centrally located in Orange County ■Two miles from John Wayne Airport ■Two major regional freeways transect City ■Shopping opportunities at the Market Place and The District ■Character of Old Town Tustin ■New opportunities at Tustin Legacy 11 "Blue Ribbon" school district ■Ample, high - quality open space, parks, and recreation programs ■Strong and diversified neighborhoods ■Solid investment in roads and other infrastructure over the years ■Continuous improvement in facilities to meet the changing needs of the community 12 Strategic Plan 2012 to 2017 Attachment D - Glossary of Terms Management Partners A vision sets the focus for the future. It is a statement of where the organization is going. A mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do. The values of an organization drive the goals created and the process of implementation. Values provide the basis for how the organization and its members will work to achieve the mission and vision. Examples include professional excellence, innovation, responsiveness, and integrity. Goals set the framework that guides the direction and focus of the organization, budget decisions and allocation of other resources, such as staff time. They are "up on the balcony' wide views of opportunities for change and improvement and state the desired future. Goals or strategic priorities provide the "why" (larger meaning and context) of the specific actions the agency takes. They help the executive team decide which of the many worthy projects should be done and when, within available resources. Goals must be meaningful and attainable. Strategies are the means to achieve the goals. They describe an approach or method and begin to answer the question: How will we go about accomplishing the goal? They may include broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later in the process each objective must be assigned to an individual, with resources identified, and incorporated into a work plan. An implementation action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Action plans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well- suited to periodic check -in about progress, changes or challenges. 24