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HomeMy WebLinkAbout02 IMPLEMENTATION PLAN 2013-2018 TUSTIN TREES !La 0 HISTORY BUILDING OUR FUTURE HONORING OUR PAST City of Strategic 2013 to i Implementation Action January 2016 Management Partners Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners StrategicTustin to iImplementation • . 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 Indicators AL Staff Resources (List funding (How impact or result of "611 Lead (List staff available available and Start/Anticipated this strategy will be Strategy Key Implementation Tasks 7 Responsibility Others Involved and staff needed) needed) Completion Date measured) 1. Develop critical phases of Tustin Legacy. a. Complete the master plan for Tustin Legacy Park. Parks& Recreation FY 13/14 Final Council approval Completed &approved by City Council June 2015 b. Facilitate and complete land transactions for early • Market property,including City Manager FY 13/14 Conveyance of land to Ongoing: development opportunities. working with brokerage private property • Sales Listing community owners Agreement with • Enter into Exclusive CBRE(June 2014)for Negotiating Agreements FY 14/15 Cornerstone I (ENA)with Developers • Office Development: • Execute Disposition and Executed Lincoln Development Agreements Property Company (DDA)with Developers ENA(June 2015), • Convey property with Execute DDA(2nd commencement of Qtr.-2016),Convey construction occurring land(3rd Qtr.—2016) immediately • Neighborhood Retail Center:Executed Regency Centers DDA(Oct 2015), Convey Land(15Y Qtr. 2016),Commence Construction(2ndt Qtr.-2016) • Implemented Temporary Sign Program • Mixed Use: Executed OliverMcMillan ENA (Nov 2015),2 years to Master Plan 123 acres,including Hangar c. Complete the extension of Tustin Ranch Road. Public Works FY 13/14 Certificate of Completed Nov 2013 Completion d. Develop a financing strategy to complete other City Manager FY 12/13 Council adoption Completed with critical backbone infrastructure. quarterly updates 1 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Financial Resources Success Indicators Status Staff Resources (List funding (How impact or result of Lead (List staff available available and Start/Anticipated this strategy will be Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date measured) e. Establish a financing structure for an assessment Public Works FY 12/13 Agreed upon schedule Completed district. f. Coordinate development with other public agencies. • Identify agencies and projects City Manager South Orange FY 12/13 Agency agreements Ongoing requiring coordination County approved Completed TUSD Community Community agreement in 2015 Development College District, Completed SOCCCD County of agreement in 2015 Orange, OCFA, TUSD, others 2. Create a vision and business plan for Old Town through a • Conduct town hall meetings Community FY 13/14 Council approval of Specific Plan Amendment collaborative, inclusive process with stakeholders from • Establish commercial design Development business development (SPA)in progress.3 d the entire community. guidelines plan workshop 2016. Public • Establish vision City Manager Hearings 15Y/2nd quarter 2016 3. Establish planning and zoning overlays in Neighborhoods • Determine feasibility of using Community FY 14/15 Determination by Council Red Hill Specific Plan of Tustin Town Center to facilitate private development. overlays to spur private Development about whether to Pacific Center East development proceed City Manager 4. Develop a disposition and entitlement strategy for City- • Pursue hotel site as first Community FY 12/13 for Certificate of Occupancy Amend Pacific Center owned property in Pacific Center East. priority Development entitlements for hotel East Specific Plan in 2016 • Pursue remaining sites prior to marketing City Manager FY 13/14 and Development of property remaining sites. following years for development SPA on hold to either remove/defer Newport extension 5. Strengthen and facilitate business relationships for economic development purposes. a. Enhance the use of web-based commercial search City Manager FY 13/14 Updated website Completed,City's website engines to provide business attraction and assistance. with commercial property search,resource tools for business,and an interactive retail map. b. Establish a business development program that will City Manager FY 13/14 Business retention and • Attraction-CDBG Job create specific ways to attract businesses and attraction program Creation and Business encourage growth of existing businesses. approved by the Council Incentive Program • Retention-Lease property to Tustin Auto Center Merchants Association for vehicle storage 2 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Financial Resources Success Indicators Status Staff Resources (List funding (How impact or result of Lead (List staff available available and Start/Anticipated this strategy will be Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date measured) c. Collaborate with the Chamber of Commerce to • Continue to participate in City Manager Community FY 13/14 • City participation on •Completed,Economic strengthen the City's relationships with local the Business& Economic Development Chamber board (ex Development Manager businesses. Development Committee officio) serves in this capacity • Business Workshops FY 14/15 • Jointly Host Business •Ongoing: Hosted Workshops Computer Security, • City updates to Identity Theft,and Chamber members Boots to Business • Business Survey Workshops,five planned for 2016 •Ongoing: BEDC& biannual presentations by City Departments to the Chamber •In-progress: Partnered with Orange County One Stop and Chamber to survey all businesses •Community Development Director serves in this capacity 6. Assess and explore opportunities for expanded recreational activities. a. Develop a plan for creating recreational amenities • Establish joint use Parks&Recreation FY 13/14 Community Services Boys&Girls Club and services for Southwest Tustin. agreement for school sites, FY 15/16 Commission approval agreement ready for Boys&Girls club,etc. Council approval; Working reservation with Currie Thorman for after school/summer program b. Assess needs and plan for future senior services to • Engage stakeholders Parks&Recreation FY 14/15 Adoption of senior In progress at staff level meet changing demographics and trends. • Conduct needs assessment FY 15/16 services plan • Development plan to address needs c. Create a financial strategy to develop open space in • Identify funding sources Parks&Recreation FY 15/16 Council approval of Staff currently reviewing Southwest Tustin. • Prepare plan Public Works financial strategy opportunities for Open Community Space Areas in Southwest Development Tustin including possibly closure of McFadden freeway on/off ramp to create a neighborhood park. 3 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Financial Resources Success Indicators Status Staff Resources (List funding (How impact or result of Lead (List staff available available and Start/Anticipated this strategy will be Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date measured) 7. Create linkages between parts of the community through • Review the existing plan Public Works Ongoing Project capitalization •Ongoing at staff level, a variety of means,such as bike lanes and greenbelts. • Determine implementation Community within the adopted majority of schedule Development FY 14/15 annual Capital infrastructure needs are Improvement Program located at Legacy Project. Long term FY 14/15—FY 16- project. 17 Allocation of financial •Completed resources rehabilitation of the Newport Avenue Class 1 Completion of a specific bikeway,Holt Avenue number of bike lanes or to Main Street, utilizing greenbelts grant funding from OCTA&State CA Transportation Commission. • Completed: Class 1 bikeway along Barranca Parkway,TRR to Red Hill;Class II along Armstrong Ave and Warner Avenue within Tustin Legacy. • Applied for Measure M2 grant funding roadway widening along Red Hill, Barranca to Edinger, center median and Class I bikeway along Legacy •Finalizing contract bid documents for the first segment of Legacy Linear Park,Barranca to Armstrong All Elements of the • Regional Foothill General Plan need to be Bikeways Corridor updated except the Study to be finalized Housing Element(unless December 2015. it is affected by the other General Plan Amendment amendments). These is needed—Legislation elements include: Land was passed January Use,Circulation, Public 2011—Complete streets Safety, Noise, should be addressed in Conservation/Open the GP with a major Space/Recreation,& amendment. Growth. 4 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Goal B: Public Safety and Protection of Assets. Ensure Tustin is an attractive, safe and well maintained community in which people feel pride. Financial Resources Success Indicators Status Staff Resources (List funding (How impact or result of Lead (List staff available available and Start/Anticipated this strategy will be Strategy Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date 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 NITF continues to be projects Public Works Improved coordination active with several Parks& between departments quality of life projects Recreation 2. Enhance Tustin's 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 programs(2 groups Emergency Drill-Done preparedness and response capability within the • Arrange for instruction added each year) 75 Trained community. • Seek funding donations Conducted 4 classes and 75 members have been sworn in as Disaster Services Workers b. Offer additional employee training in the practice of • Develop a training schedule Police All Departments FY 12/13 Annual evacuation drill Held full table top for emergency preparedness and conduct evacuation • Implement the schedule conducted management drills. • Conduct drills • Conduct regular reviews of FY 13/14 Training implemented the emergency supplies c. Create an emergency operations center. • Conduct a needs assessment Police Public Works • Identify potential locations Needs Assessment Approval of Design Primary EOC included as • Develop a plan and Conceptual Development/Constructs part of a new corporate • Secure funding Design completed on Documents and Bid yard for the City. Solicitation Preparation of Design Development and Construction Documents underway Interim EOC/Briefing Room construction completed Dec 2015. 3. Create a plan to protect the City's public assets. City Yard and EDC a. Establish a sinking fund to maintain infrastructure City Manager Finance FY 13/14 Approval of fund with Completed throughout Tustin. allocated resources 5 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Financial Resources Success Indicators Status Staff Resources (List funding (How impact or result of Lead (List staff available available and Start/Anticipated this strategy will be Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date measured) b. Continue capital improvement planning to ensure Public Works Ongoing Adopted annual CIP Conducted annually in continuous maintenance and improvement of flood Community concert with the budget control, park,public,traffic control and Development will process transportation facilities. provide a presentation Sidewalk needs at the Strategic Plan assessment. Obtain Workshop direction from the City Council regarding sidewalks provision in the Industrial districts and other areas where sidewalks are not provided. c. Improve turf and landscape condition for all Public Works FY 13/14 Consistent appearance of Continue to evaluate community parks. parks sites state mandated water program 6 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Goal C: Financial Strength. Sustain long-term financial strength with adequate reserves and enhanced capacity to provide a sustainable level of City services. Financial Resources Staff Resources (List funding Success Indicators Statu Lead (List staff available available and Start/Anticipated (How impact or result of this Strategy Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date strategy will be measured) 1. Evaluate all City services and identify ways to improve cost neutrality. a. Conduct a comprehensive fee analysis and • Complete fee study Finance FY 12/13 Improved cost recovery In process at staff level on a determine appropriate levels of cost recovery. • Modify fees to achieve continual basis desired cost recovery levels Policy? Full cost recovery? b. Identify opportunities for both outsourcing(to other • Initiate analysis of vacant City Manager All Departments FY 12/13—FY Enhanced productivity Early retirement; agencies,through service sharing or the private positions 14/15 (return on investment) contracting out Building sector)and in-sourcing(with Tustin providing the • Conduct cost-benefit Improved efficiency department engineering, services to other agencies). analysis of selected services Accounting I.T.items,and Network maintenance. Evaluating providing payroll services to other cities& special districts;shared services outside City limits 2. Explore opportunities for new or increased revenues. a. Explore revenue programs that can provide • Evaluate BID feasibility Finance City Manager FY 13/14 Report to Council • Nov. 2014-City's economic development and business related • Evaluate other revenue Transient Occupancy Tax benefits, such as business improvement districts programs increased from 6%to (BIDs). • Lease City Assets, buildings 10%via public and vacant land initiative/public vote Ongoing • Leasing 15171 Del Amo (100%occupancy) • Tustin Legacy License Agreements(3) • Market and Lease Tustin Hangar • Potential use of billboard/electronic b. Evaluate the City's business license program to • Retain consultant to Finance City Manager FY 13/14 Report to Council Completed. Revised to ensure fairness and equity for all businesses. evaluate cost-recovery ensure business license potential through data program is more equitable sharing with State Board of Equalization • Evaluate program effectiveness 3. Develop and communicate a comprehensive set of • Obtain examples from other Finance City Manager FY 12/13 Report to Council Taking proposed items to financial policies and their purpose to strengthen best practice cities and (Purchasing) the Audit committee for financial practices(e.g.,reserve,debt, purchasing,and guidelines from GFOA FY 13/14(other review and input other policies). • Update purchasing policies policies) • Update other financial policies 7 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Financial Resources Staff Resources (List funding Success Indicators Lead (List staff available available and Start/Anticipated (How impact or result of this Strategy Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date strategy will be measured) Jill 4. Evaluate contracting and billing processes and institute Finance FY 13/14 Reduced costs Cost recovery of City improvements that will reduce the City's costs and Community damage assets,&cost of increase efficiency. Development city services EnerGov software will be in place. Training is underway 5. Guard our reserves and create new reserves for specific • Establish specific reserves and City Manager All Departments FY 12/13 Council adoption of reserve Completed purposes that will enhance the financial strength of the policies for use policy City. Establish specific reserves and policies for use-20% Sinking Fund Proceeds for held resale 8 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Goal D: Strong Community and Regional Relationships. Foster strong relationships within the community and provide leadership within the region. Financial Resources Staff Resources (List funding Success Indicators Status Lead (List staff available available and Start/Anticipated (How impactor result of this Strategy Key Implementation Tasks Responsibility Others Involved and staff needed) needed) Completion Date strategy will be measured) 1. Stay active in the region by providing leadership for and • Attend and participation in City Council City Manager FY 12/13 Receive fair share allocation On various Boards maintaining a strong presence in regional planning and regional planning meetings All Departments All years of revenues throughout the County transportation issues through engagement with the and events Orange County Transportation Authority and other • Staff participation on Appointments to regional regional entities. technical advisory boards and committees committees 2. Continue to work collaboratively with agencies within • Identify opportunities for City Council City Manager FY 12/13 Policy direction from the Ongoing/completed Legacy and outside Tustin on issues of mutual interest and collaboration All Departments All years Council school agreement with concern (e.g.,Tustin Unified School District). TUSD in 2015 3. Obtain feedback from and strengthen our partnerships • Develop a community City Manager All Departments FY 13/14 Adoption of • Old Town workshops with the community. communication plan and City Council communications plan . New website has implement effective means increased info to the of sharing information with Meaningful information public. Completed the public, receiving feedback about community 2015/ongoing and establishing connections perception • Citizens Academy (including both electronic forming 2016 and non-electronic means) . Citizen survey to be • Conduct an assessment to completed in 2016 identify ways the community • New Legacy website would like to learn about City 2015 services and stay informed • New Police Dept. about City government website completed • Measure the community's early 2016 opinion about City government and service delivery 4. Be accountable for and communicate the strategic plan • Provide an update twice a City Manager All Departments FY 12/13 Strategic plan used to guide Completed 2013 with and its outcomes on a regular basis to the community. year to the Council City Council decisions annual review • Integrate the strategic plan into the budget Community Development • Integrate the strategic plan prepares quarterly elements into staff reports Summary of Projects to the Council 9 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Goal E: Organizational Excellence and Customer Service. Be a high performance organization, with effective customer service provided by a professional workforce. Financial Resources Staff Resources (List funding Success Indicators Status Lead Others (List staff available available and Start/Anticipated (How impact or result of this Strategy Key Implementation Tasks Responsibility Involved and staff needed) needed) Completion Date strategy will be measured 1. Establish and measure the effectiveness of an organization-wide customer service program. a. Establish and follow consistent customer service • Identify specific City Manager All Departments FY 13/14 High customer satisfaction In process at staff level standards. expectations and protocols ratings • Improve the phone system for customer service b. Improve and expand methods for responding to • Identify technology City Manager All Departments FY 13/14 Positive customer feedback In process at staff level customer complaints and questions. applications • Identify other means of efficiently responding to customers c. Provide accurate,easy to understand information • Evaluate customer and user City Manager All Departments FY 13/14 Positive customer feedback In process at staff level on the City's website and through social media that friendliness of city's will help customers and be useful to the community. website • Expand use of social media d. Obtain feedback on a regular basis about customers' • Develop service-specific City Manager All Departments FY 13/14 Valid information on In process at staff level experience with the City. survey instruments customer perceptions • Seek suggestions for improvement 2. Create a succession plan for all parts of the organization Human Resources City Manager FY 12/13 Creation of a plan Ongoing that enables the City to cultivate and grow leadership. All Departments Police Chief first through program; Deputy Director of Parks& Recreation, Finance Director position.All departments have started a plan.This is a multi-year plan a. Provide consistent training. • Conduct training needs Human Resources All Departments FY 13/14 Effective, efficient staff work Ongoing assessment to determine the types of training that should be provided to staff • Continue compliance- related training as required 10 Implementation Action Plan Tustin Strategic Plan 2013 to 2018—Implementation Action Plan Management Partners Financial Resources Staff Resources (List funding Success Indicators Lead Others (List staff available available and Start/Anticipated (How impact or result of this "Woqlp Strategy 'Key Implementation Tasks Responsibility Involved and staff needed) needed) Completion Date strategy will be measured b. Create an internal leadership academy. • Identify elements needed Human Resources City Manager FY 13/14 Positive feedback from • CSUF Leadership • Create program All Departments participants and supervisors Development Program Expanded pool of employees • Leadership Tomorrow ready for leadership (Newport/Costa positions Mesa/Irvine/Tustin) • ACC-OC Academy • League of CA Cities Academy c. Provide assignments designed to develop skills and Human Resources All Departments FY 13/14 Expanded pool of employees Interim Finance Director experience. ready for leadership positions d. Provide staff mentoring in the values and skills • Establish committee to Human Resources All Departments FY 13/14 Expanded pool of employees Ongoing needed for promotion. evaluate options and ready for leadership develop recommendations positions 3. Review and revise the existing performance evaluation • Establish committee to Human Resources All Departments FY 13/14 Adoption of a system that Currently at staff level system with a performance-based system. evaluate options and creates more develop recommendations accountability encourages staff excellence 4. Establish meaningful ways to recognize and reinforce • Establish committee to Human Resources All Departments FY 13/14 Adoption of a recognition Department service awards desired employee behaviors. evaluate options and program presented yearly; develop recommendations Employees feel valued Established City-wide Employee Appreciation Events 5. Create and implement a City-wide information • Conduct needs assessment Finance All Departments FY 13/14 Adoption of IT Strategic Plan New phone system technology plan to prioritize technology investments and • Establish priorities implemented, increased ensure that technology serves the purpose of customer • Create a plan with phased accounting software, service,staff efficiency,financial accountability and implementation EnerGov software will be in excellent service delivery. place, new technology for the Council Chamber and Clifton C. Miller Community Center 6. Promote and enhance a strong culture of ethics • Provide required AB 1234 Human Resources City Manager FY 13/14 Continued compliance with Complete ethics training to elected City Council AB 1234 requirements and appointed officials All Departments • Provide training on how to Alignment of policies, cultivate an organizational procedures and decision culture of ethics making processes with ethical principles Enhanced ability to identify and respond to the ethical implications of decisions at all organizational levels 11