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Home My WebLink About11 STRATEGIC PLAN UPDATE 20131TY O a }� AGENDA , •RT GsT1 MEETING DATE: TO: FROM: SUBJECT: ��1IJPL� SEPTEMBER 3,201.3 Agenda Item 11 Reviewed: City Manager Finance Director N/A JEFFREY C. PARKER, CITY MANAGER CHUCK ROBINSON, DEPUTY CITY MANAGER STRATEGIC PLAN UPDATE 2013 Per City Council direction, City staff, together with Management Partners, drafted the City's first ever five year strategic plan in an effort to provide vision and guidance for the City's future. The City Council adopted the strategic plan in February of 2013 and as part of its implementation, the plan must be reviewed on an annual basis. Attached are the goals and strategies accompanied by an update highlighted in yellow in the right column for the City Council's review. In addition, each City Council report will incorporate a section entitled "CORRELATION TO THE STRATEGIC PLAN" to further provide how each agenda item relates to the vision and direction of the City. RECOMMENDATION: Staff recommends that the City Council receive and file this report. FISCAL IMPACT: There is no fiscal impact relative to the review of the strategic plan. CORRELATION TO THE STRATEGIC PLAN: This update accounts for and communicates the strategic plan and its outcomes on a regular basis to the community. Attachment: Strategic Plan Update TUSTIN BUILDING OUR FUTURE HONORING OUR PAST October 2012 Management Partners y,.o implementation Action Plan Tustin Strategic Plan 2012 to 2017 - implementation Action Plan _ _ Management Partners StrategicTustin • 2017 — ImplementationAction Goal A: Economic and Neighborhood Development. Enable business opportunities and job development to enhance the vibrancy and quality of life in all neighborhoods and areas of the community. Financial Resources Success Indicator Status Staf ilesources (List funding (How impactor result of Lead (List staff available available and llmelfne this strategy will be Strategy Key Implementation Tasks Responsibility Other Involved and staff needed) needed) (Year to complete) measured) 1. Develop critical phases of Tustin Legacy. — a. Complete the master plan for Tustin Legacy Park. i Parks & Recreation Final Council approval On Schedule; 12/13 FY 13/14 elements complete City Manager FY 13/14 b. Facilitate and complete land transactions for early Conveyance of land to Ongoing development opportunities. private property _ owners c. Complete the extension of Tustin Ranch Road. Public Works FY 13/14 Certificate of Slated for December Completion 2013comple[ionY pity Manager FY 12/13 Council adoption .- In process at staff level d. Develop a financing strategy to complete other critical backbone Infrastructure. e. Establish a financing structure for an assessment Public Works FY 12/13 Agreed upon schedule In Rrocgss atstaff level district. Identify agencies and projects City Manager South Orange �FY 12/13 Agency agreements Ongoing f. Coordinate development with other public agencies. requiring coordination County approved Community Community Development College District, County of Orange, OCFA, _ . Conduct town hall meetings Community TUSD, others FY 13/14 Council approval of Business Overlay 13/14 2. Create a vision and business plan for Old Town through a collaborative, inclusive processwith stakeholders from . Establish commercial deign Development business development Kids gff meeting/ Key the entire community. guidelines City Manager plan suff • Establish vision • Determine feasibility of using Community -.- FY 24/15 Determination by Council Firsllrff &gverlay _ 3. Establish planning and zoning overlays in Neighborhoods of Tustin Town Center to facilitate private development. overlays to spur private Development about whether to development . Pursue hotel site as first City Manager Community proceed FY 12/13 for Certificate of Occupancy COD for August _ 4. Develop a disposition and entitlement strategy for Clty owned property in Pacific Center East. priority Development entitlements for hotel Remaining Sites- (11 • Pursue remaining sites Acres), Diamond Center - City Manager FY 13/14 and Development of property Tustin Jewelry Exchange following years condition of approval for development Newport Ext. S. Strengthen and facilitate business relationships for economic development purposes. 1 Implementation Action Plan Tustin Strategic Plan 2012 to 2017 — im lementation Action Plan a. Enhance the use of web -based commercial search engines to provide business attraction and assistance. j b. Establish a business development program that will j 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 expanded recreational activities. a. Develop a plan for creating recreational amenities • Lead Key Implementation Tasks Responsibdlty agreement for school sites, City Manager (Listfunding City Manager • Continue to participate in City Manager the Business & Economic (Year to complete) measured) Development Committee • a. Develop a plan for creating recreational amenities • Establish joint use Parks & Recreation and services for Southwest Tustin. agreement for school sites, success Indicators Status ` (Listfunding Boys & Girls club, etc. available and b. Assess needs and plan for future senior services to needed/ (Year to complete) measured) • Engage stakeholders Parks & Recreation meet changing demographics and trends. • Conduct needs assessment City partidpatlon on • Development plan to Chamber board (ex _ _ _ _ _ needs officio) _ i c. Create a finamaaI strategy to develop open space in • _address Identify funding sources Parks & Recreation Southwest Tustin. • Prepare plan Commission approval 7. Create linkages between parts of the community through Review the existing plan Publlc Works a variety of means, such as bike lanes and greenbelts. . Determine implementation freeway. Working I schedule through details of i Staff Resources (list staffavoilable Others Involved and staff needed) Community Development 2 FY 13/14 Management Partners Financial j Resources success Indicators Status ` (Listfunding (How impact or result of available and Timeline this strategy will be needed/ (Year to complete) measured) FY 13/14 Updated website Completed, City's website has commercial property Ilj search FY 13/14 Business retention and In proce,s at stat! level attraction program Schedule approved by the Council I Allocation of financial FY 13/14 City partidpatlon on Completed, Deputy City resources Chamber board (ex Manager serves in this 1FY13114 officio) capacty Community5ervices Boys and Girls Club - Commission approval Liability item regarding potential expansion of freeway. Working through details of agreement; Joint use done with schools. FY 14/15 Adoption of senior L progress at staff level. services plan FY 1R/IS — FY 16- ' Completion of a specific 17 number of bike lanes or greenbelts Staff currently reviewing opportunities for open I Space Areas in Southwest I Tustin ongoing at staff level, majority ofinfrastructure . needs are located at Legacy Project. Longterm project. FY15f16 Council approval of financial strategy Ilj FY 13/14 F Draft Implementation Schedule FY 14/IS I Allocation of financial resources FY 1R/IS — FY 16- ' Completion of a specific 17 number of bike lanes or greenbelts Staff currently reviewing opportunities for open I Space Areas in Southwest I Tustin ongoing at staff level, majority ofinfrastructure . needs are located at Legacy Project. Longterm project. Implementation Action Plan Tustin Strategic Plan 2012 to 2017 -'mpl ementation Action Plan Management Partners Goal B: Public Safety and Protection of Assets. Ensure Tustin is an attractive, safe and well mainta:ned community in which people feel pride. 3 Financial Resources Success Indicators Status Staff Resources (List funding (How impact or result of Lead (List staff available available and Timeline this strategy will be Strategy Key Implementation Tasks Responsibility Others Involved and staff needed) needed) (Year to complete) measured) 1. Continue to implement the City's Neighborhood • Establish mission, objectives, Police Community FY 12/13 Approval of work plan Ongoing Improvement Task Force work plan for longterm Development projects Public Works Improved coordination Parks & between department, Recreation 7. Enhance Tu;tin', readiness to respond to major disasters. a. Create a Community Emergency Response Team • Design CERT program Police OCFA FY 13/14 Implementation of CERT Cert- Done (CERT) program to enhance our emergency • Recruit volunteers TUSD pros rams (2 groups Emergency Drill- Done preparedness and response capability within the • Arrange for instruction added each year) 75 Trained community. I• Seek funding donations to. Offer additional employee tramine in the practice o1 • Develop a training schedule Police All Depts. FY 12/13 Annual evacuation drill Held full table top for emergency preparedness and conduct evacuation • Implement the schedule conducted 03anagement drills. • Conduct drills k • Conduct regular reviews of FY 13/14 Training implemented the emergency supplies c. Create an emergency operations center. • Conduct a needs assessment 1 Police Public Works _ FY 14/13 Plans completed and To be ncluded a, part of • Identify potential locations funding secured a new corporate yard for • Develop a plan the City _ Secure funding A. Create a plan -to -protect the City's public assets. C ty Yard and EDC a. Establish a sinking fund to maintain infrastructure City Manager Finance FY 13/14 _ -- Approval of fund with y Completed throughout Tustin. Public Works �— ongoing allocated resources Updated Capital Conducted annually m b. Continue capital improvement planning to ensure continuous maintenance and Improvement of flood Improvement Plans concert with th budgel control, park, public, traffic control and prate transportation facilities. C. Improve turf and landscape condition for all Public Works FY 13/14j Consistent appearance of O.ggojng f community parks. f parks sites J 3 Implementation Action Plan 'Tustin StratE&ic Plan 2012 to 2017-1m lementation Action Plan Goal C. Financial Strength. Sustain long-term financial strength with adequate reserves and enhanced cepacity to provide a sustainable level of City services. Lead Key Implementation Tasks Responsibility 1. Evaluate all City services and identify ways to improve V 2, Explore opportunities for new or increased revenues._ cost neutrality. a. Explore revenue programs that can provide . Evaluate BID feasibility Finance a. Conduct a comprehensive fee analysis and • Complete fee study Finance determine appropriate levels of cost recovery. • Modify fees to achieve �b. Evaluate the City's business license program to desired cost recovery levels ensure fairness and equity for all businesses. b. Identify opportunities for both outsourcing (to other • Initiate analysis of vacant City Manager agencies, through service sharing or the private positions sector) and in -sourcing (with Tustin providing the • Conduct cost -benefit services to other agencies). analysis of selected services 3. Develop and communicate a comprehen.ive set of financial policies and their purpose to strengthen financial practices (e.g., reserve, debt, purchasing, and other pol,cies). 4. Evaluate contracting and billing processes and institute improvements that will reduce the City's costs and increase efficiency. potential through data sharing with State Board of Equalization • Evaluate program effectiveness • Obtain examples from other Finance best practice cities and guidelines from GFOA • Update purchasing policies. • Update other financial police Finance Financial Resources Staff Resources (List funding (List staff available available and Others Involved and staff needed) needed) All Departments L ;ty Manager L ity Manager Tfineffne Success Indicators (Year to (How impact or result of this :omplete) strategy will be measured) FY 12/13 ' Improved cost recovery FY 12/13—FYI Enhancedproductmity 14/15 yI (return on investment) I Improved efficiency FY 13/14 Report to Council FY 13/14 Report to Council City Manager FY 12/13 Report to Council (Purchasing) FY 13/14 (other ` policies) [Y ;, /14 Reduced costs I { 4 Manayment Partners status In process at staff level on a continual basi$ Early retirement- contracting out Building department engineering, Accounting I.T. items, and Network maintenance. Evaluating providing payroll services to other cities & special districts Reviewing a proposed increase in the City's Transient Occupancy Tax which would be conducted via initiative/public vote In Process at staff level Taking proposed items to the Audit committee for review and input I i i Cost recovery of City damage assets, & cost of city services V 2, Explore opportunities for new or increased revenues._ a. Explore revenue programs that can provide . Evaluate BID feasibility Finance economic development and business related Evaluate other revenue benefits, such as business improvement districts programs (BIDs). �b. Evaluate the City's business license program to i • Retain consultant to Finance ensure fairness and equity for all businesses. evaluate cost -recovery 3. Develop and communicate a comprehen.ive set of financial policies and their purpose to strengthen financial practices (e.g., reserve, debt, purchasing, and other pol,cies). 4. Evaluate contracting and billing processes and institute improvements that will reduce the City's costs and increase efficiency. potential through data sharing with State Board of Equalization • Evaluate program effectiveness • Obtain examples from other Finance best practice cities and guidelines from GFOA • Update purchasing policies. • Update other financial police Finance Financial Resources Staff Resources (List funding (List staff available available and Others Involved and staff needed) needed) All Departments L ;ty Manager L ity Manager Tfineffne Success Indicators (Year to (How impact or result of this :omplete) strategy will be measured) FY 12/13 ' Improved cost recovery FY 12/13—FYI Enhancedproductmity 14/15 yI (return on investment) I Improved efficiency FY 13/14 Report to Council FY 13/14 Report to Council City Manager FY 12/13 Report to Council (Purchasing) FY 13/14 (other ` policies) [Y ;, /14 Reduced costs I { 4 Manayment Partners status In process at staff level on a continual basi$ Early retirement- contracting out Building department engineering, Accounting I.T. items, and Network maintenance. Evaluating providing payroll services to other cities & special districts Reviewing a proposed increase in the City's Transient Occupancy Tax which would be conducted via initiative/public vote In Process at staff level Taking proposed items to the Audit committee for review and input I i i Cost recovery of City damage assets, & cost of city services Implementation Action Plan Tustin Strategic Plan 2012 to 2017 - Implementation Action Plan Management Partners --- - - Financial - -- Resources Staff Resources (List funding Timeline Success Indicators Status Lead (List staff available available and (Year to (How impact or result of this Strategy Key Implementation Tasks Responsibility Others Involved and staff needed) needed) complete) strategy will be measured) 5. Guard our reserves and create new reserves for specific . Establish specific reserves and City Manager All FY 12113 Council adoption of reserve Completed purposes that will enhance the financial strength of the policies for use Departme policy -Establish specific reserves City. Mr. and policies for use- 20% -Sinking Fund Proceeds for held resale Implementation Action Plan Tustin Si Plan 2012 to 20] 7- Implementation Action P' in Goal D: Strong Community and Regional Relationships. Foster strong relationships within the community and provide leadership within the region Management Partners Success Indicators Status (How impact or result of this strategy will be measured) Receive fair share allocation On various Boards of revenues throughout the County Appointments to regional boards and committees Policy direction from the Ongoing Council Adoption of Ti communications plan Meaningful information about community perception Strategic plan used to guide Completed for 2013 decisions Financial Resources Staff Resources (List funding Timelin Lead (List staff available available and (year t Strategy Key Implementation rosks Responsibility others Invotved and staff needed) needed) complet 1. Stay active in the region by providing leadership for and • Attend and participation in City Council City Manager FY 12/13 maintaining a strong presence mregional planning and regional planning meetings All Departments All years transportation issues through engagement with the and events Orange County Transportation Authority and other s Staff participation on regional entiti technical advisory committees 2. Continue to work collaboratively with agencies within . Identify opportunities for City Council City Manager FY 12/13 and outside Tustin on issues of mutual interest and collaboration All Departments All years concern (e.g., Tustin Unified School District). 3. Obtain feedback from and strengthen our partnerships • Develop a community City Manager All FY 13/14 with the community. communication plan and City Council Departments implement effective means of sharing information with the public, receiving'eedback and establishing connections (including both electronic and non -electronic means) . Conduct an assessment to identify ways the community would like to learn about City services and stay informed about City government • Measure the community s opinion about City government and service delivery F4. Be accountable for and communicate the strategic plan • Provide an update twice a City Manager All FY 12/13 and its outeomeson a regular basis to the community. year to the Council CityCouncil Departments Integratethe strategic plan into the budget integrate the strategic plan elements into staff reports to the Council Management Partners Success Indicators Status (How impact or result of this strategy will be measured) Receive fair share allocation On various Boards of revenues throughout the County Appointments to regional boards and committees Policy direction from the Ongoing Council Adoption of Ti communications plan Meaningful information about community perception Strategic plan used to guide Completed for 2013 decisions Implementation Action Plan T tin Strate is Plan 2072 to 2077—Im Cementation Action Plan Management Partners Goal E: Organizational Excellence and Customer Service. Be a high performance organization, with effective customer service provided by a pro -essional workforce. Financial Resources Staff Resources (W t funding Timeline success Indicators status Lead Others (List staff available available and (Year to (How impact or result of this Strategy Key implementation Tasks Responsibility Involved and staff needed} needed) complete) strategy will be measured 1. Establish and measure the effectiveness of an f organization -wide customer service program. a. Establish and follow --- consistent customer service Ident fy specific City Manager All Departments FY 23/14 High customer satisfaction In process at staff level standards. expectations and protocols ratings • Improve the phone system for cu ,tomer ^Prvice b. Improve and expand methods for respondini, to customer complaints and questions. • Identify technology applications City Manner All Departments FY 13/14 Positive customer feedback Ir-poocess at i ffleve • Identify other means of efficiently responding to c. Provide accurate, easy to understand information on the City's website and through social media that customers • Evaluate customer and user friendliness of city's City Manager All Departments i rFY3/14 Positive customer feedback in, prci ¢i Y at staff li4il will help customers and be useful to the community. website 1 • Expand use of social media d. Obtain feedback on a regular basis about customers' experience with the Qty. • Develop service -speck City Manager All Departments FY 13/14 Valid Information on y Iri-pro6i atA ff leer E� survey instruments Icustomer perceptions • Seek suggestions for I _ — improvement I I 2. Create a succession plan for all parts of the organization that Human Resources City Manager FY W13 Creation of a plan Completed, Ponce ChieFffl t enables the City to cultivate and grow leadership. - - All Departm2nts through program a. Provide consistent training. • Conduct training needs ! Human Resources All Departments FY 13/14 Effective, efficientstaff work gDggjpg assessment to determine the types of training that should be provided to staff • Continue compliance- _ related training as required b. Create an internal leadership academy. _ • Identify elements needed Human Resources City Manager FY 13/14 Positive feedback from TBO • Create program All Departs participants and supervisors Expanded pool of employees ready for leadership positions c. Provide assignments designed to develop skills and Human Resources All De artments p + FY 13)_4 Expanded pool of employees 'Ongoing experience. ready for leadership (positions 7 Implementation Action Plan Tustin Strategic Plan 2012 to 2017 – Implementation Action Plan Lead Wategy Key Implementation Tasks d. Provide staff mentoring in the values and skills • Establish committee to needed for promotion. evaluate options and others (List staff available develop rFcommendaticm 3. Review and revise the existing performance evaluation • Establi.h committee to system with a performance-based system. evaluate options and ready for leadership develop recommendations 4. Establish meaningful ways to recognize and reinforce • Establ ,h comm ttee to desired employee behaviors. evaluate options and _ develop recommendation:. 5. Create and implement a City-wide information . Conduct needs assessment technology plan to prioritize technology investments and • Establ sh priorities ensure that technology serves the purpose of customor • Create a plan w th phased service, staff efficiency, financial accountability and implementation excellent service delivery. FY 13/14 6. Promote and enhance a strong culture of ethics • Provide required AB 1'..34 ethics training to elected and create employee of the and appointed officials Employees feel valued • Provide training on how to EY 11/14 cultivate an organizational In process at staff level, —] culture of ethics Human Resources Departments Hum,n Re iourc, . All Departments Human Rc �ourc, . All Departme Finance All Departme nt; Human Resources City Mana ar City council All Oepartme nts Management Partners Timeline Financial status Resources Staff Resources (List funding others (List staff available available and Involved and staff needed) needed Departments Hum,n Re iourc, . All Departments Human Rc �ourc, . All Departme Finance All Departme nt; Human Resources City Mana ar City council All Oepartme nts Management Partners Timeline Success Indicators status (Year to (How impact or result of this complete) strategy will be measured ME FY 13/14 Expanded pool of employees On goirg ready for leadership positions FY 13/14 Adoption of a system that Curfently at staff level creates more accountability encourages staff excellence FY 13/14 Adoption of a recognition Enhance service towards program and create employee of the 1 Employees feel valued year program EY 11/14 Adoption of IT Strategic In process at staff level, —] Plan cabling network phone assessment of current Infrastructure needs and staffing needs FY 13114 continued compliance with Complete I AB 1234 requirements Alignment of policies, procedures and decision making processes with ethical principles Enhanced ability to identify and respond to the ethical implications of decisions at all organizational levels