HomeMy WebLinkAbout10 FIVE YEAR STRATEGIC PLAN-MIDPOINT PROCESS UPDATEDocuSign Envelope ID: B5F28CBC-77EA-4CB1-94AE-2163COCCB898
Agenda Item 10
AGENDA REPORT Reviewed: os
City Manager
Finance Director N A
MEETING DATE: MARCH 16, 2021
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: MATTHEW S. WEST, CITY MANAGER
SUBJECT: FIVE YEAR STRATEGIC PLAN — MIDPOINT PROCESS OVERVIEW
SUMMARY:
A recap of the process to create the City's Strategic Plan for FY 2018/19 through FY 2022/23,
a high-level summary of strategy implementation milestones achieved to date and an
overview of the next steps to update the policy document intended to serve as a foundation
for further discussion in upcoming public workshops.
RECOMMENDATION:
It is recommended that the City Council receive and file the midpoint process overview.
FINANCIAL IMPACT:
The recommended action carries no fiscal impact. Funding for projects and programs
described in the strategic plan are considered as part of the annual and mid -year budget
process.
BACKGROUND AND DISCUSSION:
Recap of process to create the City's Strategic Plan for FY 2018/19 - 2022/23
Consultants from Management Partners were engaged to facilitate the process.
Management Partners is a local government consulting firm that has helped cities, counties
and special districts improve their operations for more than 25 years by identifying best
practices that reveal ways to improve operations across a wide range of services.
The process used to develop the five-year strategic plan included the following:
Interviews with City Council — Management Partners began the strategic planning
process by conducting individual interviews with each member of the City Council.
Gap Analysis Questionnaire — The City's executive team was invited to respond to
a gap analysis questionnaire.
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FIVE YEAR STRATEGIC PLAN — MIDPOINT STATUS UPDATE
March 16, 2021
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Commissioner Survey — Management Partners prepared an electronic survey to
obtain input from the City's commissioners on the City's key accomplishments,
strengths, limitations, threats, opportunities, and multi-year goals.
Community and Economic Trends — City staff and Management Partners
collaborated in identifying community and economic trend information.
Executive Staff Meeting — The City of Tustin senior management team participated
in a full-day workshop to discuss the future of the City organization.
City Council Strategic Planning Workshop — The City Council conducted a full-day
workshop with the public and the full management team.
The process resulted in the following five goals with strategies for achieving each goal further
defined in the attached strategic plan document:
Goal A. Economic and Neighborhood Development (18 strategies)
Goal B. Public Safety and Protection of Assets (6 strategies)
Goal C. Financial Strength (7 strategies)
Goal D. Strong Community and Regional Relationships (4 strategies)
Goal E. Organizational Excellence and Customer Service (5 strategies)
The City's Strategic Plan document also features a Vision Statement and a Mission
Statement to further define overarching policy positions.
Highlights of strategy implementation to date
Implementation of the strategies identified in the Strategic Plan are on schedule with the
exception of those initiatives that had been scheduled to occur during 2020 but were
impacted by prohibitions on public gatherings as a result of the global COVID-19 pandemic.
Examples of impacted strategies includes holding/promoting community and regional events
(such as a Brewfest or nighttime Farmers Market) to attract visitors to Tustin as well as public
workshops for policy discussions (such as permit parking).
Also of note, given the multi-year nature of the document, some initiatives such as the
planning/design for potential construction of improvements in Old Town, the City's General
Plan update and disposition planning for Pacific Center East which are not yet underway,
were scheduled to, and are still expected to begin this year.
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FIVE YEAR STRATEGIC PLAN — MIDPOINT STATUS UPDATE
March 16, 2021
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Some of the key strategy implementation milestones achieved since Year 1 (FY 2018-2019)
are listed below:
Goal A. Economic and Neighborhood Development
• Flight phase 1 construction completed
• Levity sales almost complete
• Apartment Block Offering request for proposals issued
• Brookfield grading underway
• Veterans Sports Park construction completed
• Red Hill Specific Plan completed
• Peter's Canyon Channel completed
• Prop 68 grant application completed (and resubmitted) for playground
improvements to facilitate a joint use agreement for public recreational use
of Heideman Elementary School)
Goal B. Public Safety and Protection of Assets
• New City Emergency Operations Center/Public Works Yard construction
completed
• Cyber security assessment and plan completed
• Simon Ranch Reservoir project underway
• Cedar Grove and Frontier Park renovations completed
• Peppertree Park renovation almost complete
Goal C. Financial Strength
• New reserves for Pension and Other Post -Employment Benefits (OPEB)
costs and established an $6.6 million in additional payments made to
CalPERS over the last two fiscal years (2018-19 and 2019-20) in addition
to required contributions as part of plan to pay off all pension debt by 2032
• Conducted a cost of service analysis of the City's water system which
resulted in changes in water rates to reflect the cost of delivering water to
our customers and to ensure the City can continue to invest in a secure
water future
• Banking services assessment completed
• User Fee Study near completion
• Enterprise Resource Planning (ERP) system assessment for utility billing
underway
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FIVE YEAR STRATEGIC PLAN — MIDPOINT STATUS UPDATE
March 16, 2021
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Goal D. Strong Community and Regional Relationships
• Strengthened relationships and coordination with SCORE, SBDC, TEAM,
Families Together, Families Solution Collaborative, Tustin Community
Foundation, Chamber of Commerce to identify community needs and
facilitate available resources and solutions
• Circulated a legislative advocacy request for proposals and finalizing a draft
legislative platform for Council consideration
• Twitter followers increased to over 10,000
• Website updated
• Communications audit and rebranding underway
Goal E. Organizational Excellence and Customer Service
• Development applications were created for DCCSP and RHSP to
streamline review process
• Five-year Information Technology Plan created to prioritize technology
investments and ensure that technology serves the purpose of customer
service, staff efficiency, financial accountability and excellent service
delivery.
• Creation of mobile app underway
• Fraud hotline assessment underway
• Business assistance/development review streamline program development
underway
Next Steps
Management Partners has been asked to facilitate the upcoming midpoint update process
as outlined below:
One-on-one interviews with Councilmembers — March 18-19: Serves as an
orientation to this process and opportunity for individualized input regarding
opportunities for the future, and other observations about the strategic plan.
Meeting with staff executive team — March 24: Purpose is to discuss observations
about the current strategic plan and context for considerations for the midpoint
update.
1 st Strategic Plan City Council workshop: identify goals — April 14: Objective is to
create an opportunity for community input and to facilitate a dialogue and build
consensus among Councilmembers regarding potential revisions to goals and/or
strategies.
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2nd Strategic Plan City Council workshop: prioritize goals — May 12: Objective is
to create an opportunity for community input and to facilitate a dialogue and build
consensus among Councilmembers regarding prioritization, implementation and
progress reports for goals and/or strategies based on preliminary feasibility
information prepared in response to direction provided in April 14 workshop.
Budget community workshop — May 24: Objective is to create an opportunity for
community input and to provide an overview of the City's financial position, budget
process and variables to be considered as part of the upcoming budget process.
Budget adoption (regular Council meeting) — June 15: Adoption of the City's budget
is required prior to June 30, 2021.
Final/updated strategic plan (regular Council meeting) — July 6 (tentative): The
final/updated Strategic Plan document will be presented following adoption of the
budget in order to reconcile any changes needed to align goals/strategies with
decisions/direction made by the City Council during the budget process.
ATTACHMENT:
1. City of Tustin Strategic Plan FY 2018/ 19 through FY 2022/23
City of Tustin
TUSTIN
HISTORY
BUILDING OUR FUTURE
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6U
W
Includes
Vision
Mission
Values
Goals
Strategies
Table of Contents
Tableof Contents.................................................................................................................................................................1
StrategicPlan Overview.....................................................................................................................................................1
ProcessOverview.................................................................................................................................................................2
Vision.....................................................................................................................................................................................4
Mission...................................................................................................................................................................................
5
Values.....................................................................................................................................................................................6
Multi -Year Goals..................................................................................................................................................................8
Goal A. Economic and Neighborhood Development...................................................................................................9
Goal B. Public Safety and Protection of Assets...........................................................................................................12
GoalC. Financial Strength...............................................................................................................................................14
Goal D. Strong Community and Regional Relationships.........................................................................................16
Goal E. Organizational Excellence and Customer Service........................................................................................18
Conclusion...........................................................................................................................................................................
21
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Prepared for the City of Tustin by Management Partners
City of Tustin Strategic Plan
Management
Partners
August 2018
Strategic Plan Overview
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Page 1
The City of Tustin's strategic plan contains the elements shown in the graphic
below. The final element of progress reporting is an essential task carried out
on a regular basis to ensure connection of the plan with execution. Council
agenda reports prepared by City staff contain a reference to the relevant
strategic plan goal, and periodic progress reports are provided to inform the
Council and public of how well the plan is being implemented.
Vision
City Council
■ Mayor Al Murray
■ Mayor Pro Tem Rebecca "Beckie" Gomez
■ Council Member Dr. Allan Bernstein
■ Council Member Charles E. "Chuck" Puckett
■ Council Member Letitia Clark
Executive Team
■ Jeffrey Parker, City Manager
■ Matthew West, Assistant City Manager
■ Elizabeth Binsack, Director of Community Development
■ John Buchanan, Director of Economic Development, and Finance
■ Derick Yasuda, Director of Human Resources
■ David Wilson, Director of Parks and Recreation
■ Charles Celano, Police Chief
■ Douglas Stack, P.E., Director of Public Works/City Engineer
City of Tustin Strategic Plan
July 2018
Process Overview
The City of Tustin has developed a strategic plan to guide the work
and future of our organization. The process used to develop this
five-year strategic plan is described below.
Interviews with City Council
Management Partners began the strategic planning process by
conducting individual interviews with each member of the City
Council. These interviews were helpful in hearing insights from
Council members about the City organization, opportunities for the
future, and other observations about the strategic plan.
Gap Analysis Questionnaire
The City's executive team was invited to respond to a gap analysis
questionnaire. The purpose was to solicit their input about the
City's strengths, limitations, opportunities, threats, department
projects and initiatives, in order to help identify potential strategies
for the future.
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City of Tustin Strategic Plan
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Page 2
=I
Planning began with the
City Council.
July 2018
Commissioner Survey
Management Partners prepared an electronic survey to obtain input
from the City's commissioners on the City's key accomplishments,
strengths, limitations, threats, opportunities, and multi-year goals. It
also asked commissioners to suggest projects and initiatives that
should be included in this strategic plan.
Community and Economic Trends
City staff and Management Partners collaborated in identifying
community and economic trend information which will likely
influence the City in the short and long term. It included state,
regional and local trends; data about City staff and resident
demographics; and City financial information.
Strategic Planning Workshop
On July 10, 2018, the City of Tustin senior management team
participated in a full-day workshop to discuss the future of the City
organization. The group worked on the major components of the
strategic plan, including a set of values and specific strategies to
recommend to the Council for consideration in the strategic plan.
Implementation
Following adoption of the strategic plan, an implementation action
plan was created. Management Partners facilitated a session with
the City's senior management team to develop an action plan
containing timelines and lead department assignments.
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City of Tustin Strategic Plan
Page 3
July 2018
Vision
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City of Tustin Strategic Plan
Page 4
The vision statement is an
aspiration with a focus on
the future. It is a statement
of where the organization is
going.
Tustin will continue to
be a vibrant, innovative
hometown to live, work,
and play.
July 2018
Mission
Im I
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A mission is a
statement of the
purpose of the
organization.
It fundamentally
defines what the
organization stands
for and what it will
do.
Tustin's mission is to
provide effective, high-
quality services that foster
safety, quality of life, and
economic vitality
throughout our
community.
City of Tustin Strategic Plan
July 2018
Values
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o Leadership
o Integrity
Page 6
Values provide the basis for
how the organization and
its members will work to
achieve the mission, vision
and goals.
o Fiscal Stewardship
oHigh-Quality Services
o Transparency
o Respect
City of Tustin Strategic Plan
July 2018
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We model these values through our actions.
Leadership
We have a vision and core belief in why we do what we do,
encouraging our people to develop their skills so they can make
decisions in the face of adversity.
Integrity
We strive to do what's right and whatever we commit to do, we do.
Fiscal Stewardship
We promote long-term fiscal stability through our decisions and
balance the needs of today with the needs of the future.
High -Quality Services
We demonstrate consistent, honest, timely and respectful services
to internal and external customers.
Transparency
We are straight -forward, open and accountable for our actions.
Respect
We show consideration for all points of view and we model civility
and courtesy at all times.
City of Tustin Strategic Plan
July 2018
Page 8
Multi -Year Goals
'14
Five Goals
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
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Goal A. Economic and Neighborhood
Development
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Five Year Strategies
Enable business
opportunities and job
development, and
enhance the vibrancy
and quality of life in all
neighborhoods and
areas of the community.
The implementation action plan shows the year each of these will be
initiated or carried out.
1. Develop critical phases of Tustin Legacy.
a. Complete the master plan for Tustin Legacy Linear
Park.
b. Facilitate and complete land transactions for
opportunities, including marketing the property.
c. Develop a financing strategy to complete critical
backbone infrastructure.
d. Coordinate development with other public agencies.
e. Implement development of planned phases at Tustin
Legacy.
2. Continue creating a vision and business plan for Old Town
through a collaborative, inclusive process with stakeholders
City of Tustin Strategic Plan
July 2018
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from the entire community.
3. Establish planning and zoning overlays in Red Hill Specific
Plan (RHSP) 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.
a. Enhance the business development program to create
specific ways to attract businesses and encourage
growth of existing businesses.
b. Continue to 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. Assess opportunities for joint use of school sites (e.g.,
Robert Heideman Elementary School and A.G. Currie
Middle School for services in Southwest Tustin
b. Develop a strategy to develop open space in Southwest
Tustin.
7. Utilize new and existing lighted sports fields for youth and
adult tournaments as a potential revenue source.
8. Create linkages between parts of the community through a
variety of means, such as bike lanes and greenbelts.
9. Create and implement a plan to address parking problems
in neighborhoods.
10. Enhance mobility around the community, engaging
partnerships with the Orange County Transportation
Authority (OCTA) and the region.
City of Tustin Strategic Plan
July 2018
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11. Initiate a comprehensive General Plan Amendment.
12. Update the Historic Resource Inventory.
13. Develop a branding strategy to promote development in
Tustin.
14. Develop a strategic plan for Tustin's development which
focuses on:
a. In -fill development in the Downtown Commercial
Core and Red Hill Specific Plan areas.
b. Diversification of economic sectors focusing on adding
corporate office development.
Development of more hotel properties.
d. Emphasize walkability in the Downtown Commercial
Core.
15. Create affordable and workforce housing options.
16. Address homelessness (e.g., continue to partner with Rescue
Mission, support increased mental health services, etc.).
17. Examine the development of community and regional
events (such as a Brewfest or nighttime Farmers Market) to
attract visitors to Tustin.
18. Explore and create innovative opportunities in economic
development with emerging businesses.
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City of Tustin Strategic Plan
July 2018
Goal B. Public Safety and Protection of
Assets
1
PP Five Year Strategies
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Ensure Tustin is an
attractive, safe and
well maintained
community in
which people feel
pride.
The implementation action plan shows the year each of these will be
initiated or carried out.
1. Ensure effective implementation of the City's
Neighborhood Improvement Task Force.
2. Enhance Tustin's readiness to respond to major disasters.
a. Expand the Community Emergency Response Team
(CERT) program to enhance our emergency
preparedness and response capability within the
community.
b. Provide employee training in the practice of
emergency preparedness and conduct evacuation
drills.
c. Construct the emergency operations center.
City of Tustin Strategic Plan
July 2018
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3. Provide enhanced emergency response planning for
schools and event venues.
4. Assess needs and implement a cybersecurity plan to ensure
layers of protection for the security of system and network
services, including working with other agencies.
5. Create and implement a plan to protect the City's public
assets.
a. Continue capital improvement planning to ensure
continuous maintenance and improvement of flood
control, park, public, traffic control and transportation
facilities.
b. Improve turf and landscape condition for all
community parks.
Update the Water Master Plan.
d. Research opportunities to create improved access
between Old Town and Tustin Legacy.
e. Complete asset improvements to meet the needs of a
growing population, public safety needs, and
anticipated changes in technology (e.g., street
widening, facility improvements, park upgrades,
CAD/RMA for police, 4G and 5G technology - small
cell towers).
f. Conduct a needs assessment for an expanded Civic
Center/Police Station and identify funding.
g. Establish a sinking fund to pay for maintaining aging
infrastructure.
6. Demonstrate good environmental stewardship.
City of Tustin Strategic Plan
a. Implement plans for bikeways and walking paths as a
way to encourage reduced use of cars.
b. Implement plans to reduce waste within the
community.
c. Provide education and outreach to community
members to encourage good environmental
stewardship by them (e.g., community fairs, forums,
social media, interactive technology, other venues).
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Goal C. Financial Strength
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Sustain long-term
financial strength with
adequate reserves and
enhanced capacity to
provide a sustainable
level of City services.
Five Year Strategies
The implementation action plan shows the year each of these will be
initiated or carried out.
1. Guard and enhance the City's reserves.
a. Create new reserves for specific purposes that will
enhance the financial strength of the City.
2. Make progress in addressing unfunded Ca1PERS liability
costs.
3. Evaluate City services and identify ways to improve cost
neutrality.
City of Tustin Strategic Plan
a. Conduct a comprehensive fee analysis and determine
appropriate levels of cost recovery.
b. Identify opportunities for outsourcing services to other
agencies, through service sharing or the private sector;
as well as insourcing opportunities with Tustin
providing services to other agencies.
c. Conduct an assessment for banking services to
determine the best value for the services the City
needs.
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d. Evaluate contracting and billing processes and institute
improvements that will reduce costs and increase
efficiency.
4. Explore opportunities for new or increased revenues and
diversify revenue sources beyond sales and property taxes.
a. Anticipate changes in revenue and adjust forecasts,
and leverage opportunities for financial diversification
of our revenue base.
b. Identify potential revenue programs that can enhance
economic development and provide business-related
benefits, such as business improvement districts
(BIDs), community facilities districts (CFDs) and
landscape and lighting districts (LLDs).
c. Conduct an evaluation of current tax and fee levels
(e.g., transient occupancy tax, various fees).
5. Provide adequate financial resources for a well-maintained
and reliable water system.
a. Determine what water rates need to be in order to meet
community objectives of a reliable water system.
b. Identify long term maintenance and capital needs for
the water system.
c. Develop a community outreach program to
communicate with the public about the water system,
capital and operational needs, and water rates.
6. Evaluate and acquire new utility billing software to support
efficient customer service and billing operations.
7. Explore the feasibility of establishing a fraud "hot line"
City of Tustin Strategic Plan
(online, phone).
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Goal D. Strong Community and Regional
Relationships
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Five Year Strategies
Foster strong
relationships
within the
community and
provide leadership
within the region.
The implementation action plan shows the year each of these will be
initiated or carried out.
1. Strengthen community engagement with all sectors.
a. Develop and implement creative ways to communicate
with all residents in our increasingly diverse community.
b. Increase community awareness on upcoming large
projects and of the services offered by the City.
c. Communicate to the public the progress and outcomes
resulting from the City's strategic plan.
d. Obtain feedback from and strengthen our partnerships
with the community.
e. Use new interactive technologies and a variety of
methods of proactively engaging the community
including meetings conducting in various locations,
forums and other methods.
2. Enhance collaborative efforts with agencies within and
outside Tustin on issues of mutual interest and concern.
a. Strengthen collaborations with the school district.
City of Tustin Strategic Plan
July 2018
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b. Develop joint use agreements with the school district.
c. Host regional sports tournaments.
d. Identify opportunities to collaborate with private
entities, non-profit organizations and other public
agencies to advance issues or services of mutual interest.
3. Ensure strong advocacy and regional leadership.
a. Stay active in the region by providing leadership for and
maintaining a strong presence in regional planning and
transportation issues.
b. Develop a strategy for working with Sacramento and
Washington, D.C. to advocate Tustin's interest.
c. Leverage Tustin's involvement in the Association of
California Cities Orange County (ACCOC) and League
of California Cities.
4. Elevate the city's profile through pro -active marketing and
City of Tustin Strategic Plan
branding.
a. Develop a marketing and branding program aimed at
attracting new business and enhancing the Tustin
identity for residents and businesses.
b. Leverage all forms of media outlets to elevate the city's
profile (e.g., social media, e -print, and emerging media
as it comes online).
c. Conduct resident and business surveys to learn about
the "Tustin brand" and opinions about the city.
July 2018
Goal E. Organizational Excellence and
Customer Service
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Be a high performance
organization, with effective
customer service provided by
a professional workforce.
Five Year Strategies
i
The implementation action plan shows the year each of these will be
initiated or carried out.
1. Promote and enhance a strong culture of ethics.
2. Provide excellent customer service.
a. Measure the effectiveness of our organization -wide
customer service program and use the information to
improve.
b. Follow consistent customer service standards and
City of Tustin Strategic Plan
improve and expand methods for responding to
customer questions and complaints.
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 and use the information to
improve services.
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3. Conduct a review of the development approval process to
identify streamlining opportunities, and implement a plan of
improvement.
4. Support talent management with effective employee
development, succession planning to cultivate and grow
leadership, excellent performance, and attracting and
retaining outstanding employees.
a. Provide consistent training, professional development,
cross training and assignments that will support staffs'
efforts to expand their experience and develop their
skills.
b. Expand the internal leadership academy.
c. Provide mentoring to staff in the values and skills
needed for promotion in the City of Tustin.
d. Review and revise the performance evaluation system.
e. Establish meaningful ways to recognize outstanding
employee performance.
f. Review and improve processes for recruiting, hiring and
promotions to encourage a strong pool of talented
individuals to seek jobs and higher level positions with
the City of Tustin.
g. Conduct a market study of competitive salary and
benefits to support recruitment and retain talented staff.
5. Implement a Citywide information technology plan to
prioritize technology investments and ensure that technology
serves the purpose of customer service, staff efficiency,
financial accountability and excellent service delivery.
City of Tustin Strategic Plan
a. Develop a five-year IT Plan, to include future technology
opportunities that will aid in serving the public and
increase efficiency and effectiveness of City services.
b. Improve and/or update technology in support of efficient
and effective services (e.g., email/SMS to community,
GIS, CAD/RMS for police, website, enterprise resource
planning system, legacy software, affordable housing
data base and other elements).
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c. Improve online customer service transaction
opportunities (e.g., bill paying, business license
application process, and other transactions that will help
our customers).
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Conclusion
This strategic plan is designed to guide the work and future of the City
of Tustin. The plan articulates the organizational vision and mission of
the City of Tustin and establishes a set of values, goals and strategies as
a guide for decision making.
An accompanying implementation action plan sets forth timelines and
assignments for implementing the strategic plan.
The strategic plan reflects the guidance and input of the City Council,
City management and commissioners.
"Teamwork is the ability to work together toward a common vision. The ability to
direct individual accomplishments toward organizational objectives. It is the fuel that
allows common people to attain uncommon results."
-Andrew Carnegie, American Industrialist, 1835-1919
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City of Tustin Strategic Plan
July 2018