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Home My WebLink About11 FIVE YEAR STRATEGIC PLAN - MIDPOINT UPDATE DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C � 11 AGENDA REPORT Agenda Item Reviewed: City Manager Finance Director MEETING DATE: AUGUST 17, 2021 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: MATTHEW S. WEST, CITY MANAGER SUBJECT: FIVE YEAR STRATEGIC PLAN — MIDPOINT UPDATE SUMMARY: The full plan covers the period 2018 through 2023 and serves as the City's policy direction for the achieving important results and allocating resources. 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 Strategic Plan document also features a Vision Statement and a Mission Statement to further define overarching policy positions. In the Midpoint — Update, the City Council has identified its top priorities for the remaining two years of the Strategic Plan. These priorities are to continue progress with Tustin Legacy, enhance Old Town, revitalize the Red Hill corridor, streamline the development process, support development of housing, advance the neighborhood parking permit program, and initiate the general plan update process. Additional overall goals continue to focus on economic vitality, neighborhoods, public safety, financial strength, community relationships and organizational excellence. RECOMMENDATION: That the City Council receive and file the Five Year Strategic Plan — Midpoint Update. 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: Consultants from Management Partners were engaged to once again facilitate the Midpoint — Update process given their role in facilitating the formation of the City's original FY 2018/19 through FY 2022/23 Strategic Plan document. 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. DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C FIVE YEAR STRATEGIC PLAN — MIDPOINT UPDATE August 17, 2021 Page 2 Recap of the Midpoint-Update process: One-on-one interviews with Councilmembers — Served as an orientation to the process and opportunity for individualized input regarding opportunities for the future, and other observations about the strategic plan. Meetings with staff executive team — Purpose was 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 was 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. 2nd Strategic Plan City Council workshop: Prioritize Goals— May 12: Objective was 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. Highlights of strategy implementation to date Implementation of the strategies identified in the full 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. 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) DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C FIVE YEAR STRATEGIC PLAN — MIDPOINT UPDATE August 17, 2021 Page 3 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 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 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C FIVE YEAR STRATEGIC PLAN — MIDPOINT UPDATE August 17, 2021 Page 4 City Council's Top Priorities City Council established seven top priorities for the final two years of the Strategic Plan. The priority focus for the next two years for each of these is described below: Tustin Legacy •• • • Reassess and enhance the City's approach and role in Strategy ••. - the advancement of development. • • Town - Specific • Reassess effectiveness and enhance the City's Implementation implementation efforts. -• Hill Corridor •- • Reassess effectiveness and enhance the City's Implementation implementation efforts. Support - - • • - of • Facilitate and encourage the types of housing Housingdevelopment desired in Tustin. Development Pr• - • Improve the development process experience for Streamlining customers while providing quality reviews. General • Update • Update the long-range vision for community goals anW-] public policy. Neighborhood _ • Resume the City's analysis and implementation efforts. •: Timelines for individual components within each priority will be brought forward to the City Council as elements are refined. Prioritization Schedule Priorities Start FY 2021-22 Start FY 2022-23 1.Tustin Legacy August 2021 2. Old Town December 2021 3. Red Hill Corridor December 2021 4.Support Development of Housing In Progress 5. Development Process Streamlining In Progress 6. General Plan Update October 2023 7. Neighborhood Parking Permit Program In Progress DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C FIVE YEAR STRATEGIC PLAN — MIDPOINT UPDATE August 17, 2021 Page 5 Implementation Action Plan In accordance with the Prioritization Schedule, staff will provide additional information to solicit City Council consensus regarding specific scopes of work and objectives for each of the Council's top priorities. Once those steps are completed, an Implementation Action Plan will be developed for each priority so that progress may be appropriately achieved and measured. Progress Reporting Staff will provide progress updates to the Council and community in several ways, as follow: • Identify how items that are presented to the City Council align with the Strategic Plan. o This is a current practice and will continue. • Provide quarterly updates on the Council's top priorities for FY 2021-22 and FY 2022- 23. o The first quarterly report will be submitted in December 2021 • Prepare an annual update on the status of the entire Strategic Plan. • Provide separate reports on the Council's priority items as well as other Strategic Plan items that are scheduled for FY 2021-22 and FY 2022-23 as a way of providing more in-depth information. ATTACHMENT: 1. City of Tustin Strategic Plan FY 2018/ 19 through FY 2022/23 2. City of Tustin Five Year Strategic Plan — Midpoint Update DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Loi i 00 POW C *Ity of Strateg *ic FY 2018- 19 • FY 2022-23 Midpoint • • . July 021 TUSTIN k DRAFT July 29, 2021 HISTORY BUILDING OUR FUTURE HONORING OUR PAST DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Prepared for the City of Tustin by Management Partners Management Partners Strategic Plan Midpoint DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Message from the City Council ......................................................1 Strategic Plan Overview................................................................2 Midpoint Update Process..............................................................3 Vision, Mission and Values............................................................4 Multi-Year Goals...........................................................................5 Table oAccomplishments..........................................................................6 Key Changes Since 2018 ................................................................8 Priorities for FY 2021-22 and FY 2022-23........................................9 ontents Other Strategies Moving Forward................................................11 CGoal A. Economic and Neighborhood Development.....................12 Goal B. Public Safety and Protection of Assets .............................13 Goal C. Financial Strength............................................................14 Goal D. Strong Community and Regional Relationships................15 Goal E. Organizational Excellence and Customer Service.................15 Progress Updates........................................................................17 Conclusion..................................................................................18 At l F r- A t !CITY OF TUSTIN J • MidpointStrategic Plan pd ate August 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Message from - City Council Message from the City Council Dear Tustin Community Member: The City Council is pleased to present this midpoint update of the Tustin Strategic Plan.The full plan covers the period 2018 through 2023 and serves as the City's policy direction for the achieving important results and allocating resources. Tustin's mission is to provide effective, high-quality services that foster safety, quality of life, and economic vitality throughout our community. In this midpoint update, the City Council has identified its top priorities for the remaining two years of the Strategic Plan. These priorities are to continue our progress with Tustin Legacy, enhance Old Town, revitalize the Red Hill corridor,streamline the development process, support development of housing, advance the neighborhood parking permit program, and initiate the general plan update process. Our overall goals focus on economic vitality, neighborhoods, public safety, financial strength, community relationships and organizational excellence. We are excited about the future of our vibrant community and look forward to continuing our commitment to meeting the needs of our Tustin residents and businesses. City Council Mayor Letitia Mayor Pro Tern Council Member Council Member Councilmember Clark Austin Lumbard Barry Cooper Ryan Gallagher Rebecca Gomez Strategic Plan Midpoint DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 t: Strategic Plan Overview Page 2 Strategic Plan Overview 1 •a�l `S ,•'�'�T . .fir. ' '.�'i,L / `�r• -g. g -- ¢�. f•�•=—J '. �'. fir` 1 �- . �;+r PARK• • 7 _ The City of Tustin's Strategic Plan contains the elements shown in the graphic below. The plan contains the City's vision, mission and values; five multi-year goals; a set of strategies to achieve each of the five goals; • progress r-•• Vision, Mission and Values Strategic Plan Implementation Multi-Year Framework Action Plan Goals Strategies • Strategic Plan Midpoint Update August 2021 �Uss�� DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Midpoint Update Process I A Midpoint Update Process The process used to prepare this midpoint update of our five-year Strategic Plan is described below. Staff Report on Implementation Milestones .. City staff prepared a report which was placed on the City Council's I Owtl'11 �. March 16, 2021 agenda to highlight implementation milestones to date in the Strategic Plan and provide an overview of steps to update the plan. Executive Team Early City Council Input Management Partners conducted individual interviews with each Matthew West, City Manager M member of the City Council to gather feedback about their priorities for the remaining two years of the plan, FY 2021-22 and FY 2022-23. Nicole Bernard,Assistant City Manager Strategic Planning Workshops Justina Two City Council strategic planning workshops were held as part of Community •Development this process.The first was on April 14, 2021 and the second was held on May 12, 2021. During these workshops, the Council received Chris Koster, - public input and discussed and finalized priorities for FY 2021-22 and Development FY 2022-23. Jason - Progress Updates Finance/City Treasurer Quarterly progress updates will be provided on the Council's top priorities and on an annual basis a progress report on the full Strategic Derick Yasucla, Director of Human Plan will be prepared. Resources Chad Clanton, Director of Parks and Recreation , 4 Stuart Greenberg, Police Chief Douglas Stack, ..E., Director of .g G Public Works/CityEngineer {�, d �F • "t c' Strategic Plan Midpoint • • . 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Vision, • and Values Vision, Mission and Values Our desired future. • Tustin will continue to be a vibrant, innovative hometown to live, work and play. The purpose of the City of Tustin. • Tustin's mission is to provide effective, high-quality services that foster safety, quality of life and economic vitality throughout our community. Our values provide the basis for how we work to achieve our vision and mission. 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. Strategic Plan Midpoint pd. DocuSign Envelope ID:54513713130-8633-4184-A13713-OHC41 DB844C Goals Multi-Year Goals Five goals to be achieved over a period of years were established in 2018. They are listed below along with a description. Goal A: Economic and Neighborhood Development • Enable business opportunities and job development and enhance the vibrancy and quality of life in all neighborhoods and areas of the community. Goal B: Public Safety and Protection of Assets • Ensure Tustin is an attractive, safe, and well-maintained community in which people feel pride. Goal C: Financial Strength 0 Sustain long-term financial strength with adequate reserves and enhanced capacity to provide a sustainable level of City services. Goal D: Strong Community and Regional Relationships • Foster strong relationships within the community and provide leadership within the region. Goal E: Organizational Excellence and Customer Service • Be a high-performance organization, with effective customer service provided by a professional workforce. —NI moo— L h Strategic Plan • L • Midpoint • • . 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Accomplishments Accomplishme • - Accomplishments Implementation of the strategies identified in the Strategic Plan is on schedule, with the exception of initiatives requiring public gatherings that could not occur as a result of the COVID-19 pandemic. Examples of those items are conducting community and regional events (such as a Brewfest or nighttime Farmers Market) to attract visitors to Tustin, and convening in-person public workshops for policy discussions (such as permit parking). 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 IIS ■ 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 `} f C ■ Cyber security assessment and plan completed ■ Simon Ranch Reservoir project underway +� ■ Cedar Grove and Frontier Park renovations completed ■ Peppertree Park renovation almost complete r MidpointStrategic Plan • • . 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Accomplishments 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 PSI 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 Goal D. Strong Community and Regional Relationships ■ Strengthened relationships and r coordination with Service Corps of u Retired Executives (SCORE), Orange County/Inland Empire Small Business Development Center(OCIE-SBDC),Tustin Effective Apartment Managers (TEAM), #`r iFamilies 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 City 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 Downtown ► ' Commercial Core Specific Plan (DCCSP) and Red Hill Avenue _ - ' Specific Plan (RHASP)to r 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 Strategic Plan Midpoint •d. DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 t: Key Changes Since 2018 Page 8 Key Changes Since 2018 Since the Strategic Plan was adopted in 2018, - - occurred which impactpolicies • programs. Key factors are shown below. Direction of City Composition of COVID-19 Council Executive Team Pandemic Regional Housing Changes in Ability Needs Allocation to Address New Housing Requirements Homelessness Units Added Changes in Economic Market Demand Notice Surplus Lands Act Regarding District Requirements Conditions Elections a `777`%� 'r • • Strategic Plan Midpoint Update August 2021 �Uss�� DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Priorities f• 1 and FY 2022-23 Priorities for FY 2021-22 and FY 2022-23 1 21 •,, City Council established seven top priorities for the final two years of the Strategic Plan. The priority focus for the next two years for each of these is described below. Tustin Legacy - Disposition • Reassess and enhance the City's approach and role in� Strategy ••. - the advancement of development. • • Town - Specific • Reassess effectiveness and enhance the City's Implementation implementation efforts. • Hill Corridor •- • Reassess effectiveness and enhance the City's Implementation implementation efforts. -I- Support - - •• - of • Facilitate and encourage the types of housing Housingdevelopment desired in Tustin. Development P • - • Improve the development process experience fo� Streamlining customers while providing quality reviews. General •lan Update • Update the long-range vision for community goals and public policy. Neighborhood Permit Parking • Resume the City's analysis and implementation effort • .. s. Prioritization Schedule • StartFY2022-23 1.Tustin Legacy August 2021 2. Old Town December 2021 3. Red Hill Corridor December 2021 4.Support Development of Housing In Progress 5. Development Process Streamlining In Progress 6. General Plan Update October 2023 7. Neighborhood Parking Permit Program In Progress MidpointStrategic Plan • • . 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Priorities f• 1 • FY 2022-23 Timelines for individual components within each priority will be brought forward as elements are refined. Strategic Plan Midpoint Update2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Other Strategies • • • Other Strategies Moving Forward 4 -41 1 8, • In addition to the seven top Council priorities, 23 other strategies in the Strategic Plan will be implemented in the remaining two yea rs. • These strategies are shown in the following five pages, with the strategies listed by goal. Some of the strategies are ongoing, some will begin in FY 2021- 22 and other will begin in FY 2022— 23. s in Strategic Plan •Qac r r� ,,� r — , Midpoint •d. DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Goal A. Economic and Neighborhood Development Page 12 Goal A. Economic and Neighborhood Development Enable business opportunities andjob development and enhance the vibrancy and quality of life in all neighborhoods and a As part of the midpoint update, the five-year strategies were refined to reflect accomplishments to date and to ensure that priority attention can be placed on the Council's top items. Listed below are the strategies associated with Goal A that are ongoing and are planned for FY 2021-22 and FY 2022-23. Ongoing • Explore and create innovative opportunities in economic development with emerging businesses. FY 2021/22 • Examine the development of community and regional events (such as a Brewfest or nighttime Farmers Market) to attract visitors to Tustin. • Assess and explore opportunities for expanded recreational activities. • Address homelessness through partnerships (e.g., continue to partner with Rescue Mission, support increased mental health services, etc.). FY 1 • Advance Pacific Center East Specific Plan f I x A Strategic Plan Midpoint Update August 2021 i 1 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Goal B. Public Safety and Protection of Assets Page 13 Goal B. Public Safety and Protection of Assets Ensure Tustin is an attractive, safe, and well-maintained community in which people feel pride. As part of the midpoint update, the five-year strategies were refined to reflect accomplishments to date and to ensure that priority attention can be placed on the Council's top items. Listed below are the strategies associated with Goal B that are ongoing and are planned for FY 2021-22 and FY 2022-23. Ongoing • Implementation of the City's Neighborhood Improvement Task Force • Enhance Tustin's readiness to respond to major disasters. • Capital Improvement planning to ensure proper maintenance and repairs 202112k L FY • Expand the CERT program • Implement plans to reduce waste within the community. FY 2022 23 • Enhance education and outreach to community members to encourage good environmental stewardship by them (e.g., community fairs, forums, social media, interactive technology, other venues). Lar 4 • r r — a Strategic Plan ,. { i r Midpoint • • . 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Goal C. Financial Strength Goal C. Financial Strength provideSustain long-term financial strength with adequate reserves and enhanced capacity to of City services. As part of the midpoint update, the five-year strategies were refined to reflect accomplishments to date and to ensure that priority attention can be placed on the Council's top items. Listed below are the strategies associated with Goal C that are ongoing and are planned for FY 2021-22 and FY 2022-23. Ongoing • Guard and enhance the City's reserves • Make progress in addressing unfunded CalPERS liability costs FY 2021/22 • Evaluate and acquire new utility billing software to support efficient customer service and billing operations. FY 2022/23 • Explore the feasibility of establishing a fraud "hot line" (online, phone). l Strategic Plan Midpoint 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Goal D. Strong Community and Regional Relationships Page 15 Goal D. Strong Community and Regional Relationships strongFoster relationships within the community . , , . , leadership within the - As part of the midpoint update, the five-year strategies were refined to reflect accomplishments to date and to ensure that priority attention can be placed on the Council's top items. Listed below are the strategies associated with Goal D that are ongoing and are planned for FY 2021-22 and FY 2022-23. r- Ongoing • Develop a strategy for working with Sacramento and Washington, D.C. to advocate Tustin's interest. • Use new interactive technologies and a variety of methods of proactively engaging the community including conducting meetings in various locations, forums and other methods. FY 2021/22 • Develop a marketing and branding program aimed at attracting new business and enhancing the Tustin identity for residents and businesses. FY 2022/23 • Develop and implement creative ways to communicate with all stakeholders in our increasingly diverse community. } Strategic Plan • Midpoint • • 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Goal D. Strong Community and Regional Relationships Page 16 Goal E. Organizational Excellence and Customer Service organization,Be a high performance professional As part of the midpoint update, the five-year strategies were refined to reflect accomplishments to date and to ensure that priority attention can be placed on the Council's top items. Listed below are the strategies associated with Goal E that are ongoing and are planned for FY 2021-22 and FY 2022-23. Ongoing • Promote and enhance a strong culture of ethics. FY 1 L _011 r • Expand the internal leadership academy. • Measure the effectiveness of our organization-wide customer service and use the information to improve. FY 2022 2 • Review and improve processes for recruiting, hiring and promotions to encourage a strong pool of talented individuals for positions with the City of Tustin. --4 tlt�gerving Litizeniot�n"�" the Strategic Plan Midpoint •d. 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Progress U••. - Progress Updates 1 s \ SII h' �PAIPo�n � n• ' Staff will provide progress updates to the Council and community in several ways, as follow: Identify how items that are presented to the City Council align with the Strategic Plan. This is a current practice and will continue. Provide quarterly updates on the Council's top priorities for FY 2021-22 and FY 2022-23. Prepare an annual update on the status of the entire Strategic Plan. Provide separate reports on the Council's priority items as well as other Strategic Plan items that are scheduled for FY 2021-22 and FY 2022-23 as a way of providing more in-depth information. Timelines for individual components within each priority will be brought forward as elements are refined. Throughout the year, City staff will seek feedback about implementation from Council, so there is an ongoing dialogue and clear direction provided about the priorities, goals, and strategies identified in the strategic plan. f I 4 7FUSTIN CIVIC 3 0 o c K N r R N N r A MidpointStrategic Plan • • . 2021 DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Conclusion Conclusion � �• � � •� �)ip511N AAS Our Strategic Plan is designed to guide the work and future of the City of Tustin. The plan articulates the vision and mission of the City and establishes a set of goals, objectives, and actions to guide the work of the City over the next several years. The Strategic Plan and this midpoint update reflects the guidance of the City Council and input from our professional staff. The City is committed to continuing collaboration with the community, city staff, and elected officials in achieving the goals in this Strategic Plan. Thank you to everyone who contributed to this important initiative. Photos provided by the City of Tustin. Strategic Plan Midpoint DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Cl* ty of T qr 90r� Strategic Plan FY 2018 19 through FY 2022 23 i I• 7 tC _ w - F TUSTIN Includes 1 Ri FS r z ,�y Vision 1 r Mission Values Goals F _ H15TnRY Strategies BUILDING OUR FUTURE HONORING OUR PAST DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C 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 Prepared for the City of Tustin by Management Partners ManagemEnt Partners TUSTIN City of Tustin Strategic Plan August 2018 AUIWWR WWRF .NORING OUR PA DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 1 Strategic Plan Overview 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. Multi-Year Goals Strategies toAchieveGoals 1Wa ' \ i Progress Reporting 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 TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 2 Process Overview C ,tie Planning began with the City Council. 4 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. TUSTIN City of Tustin Strategic Plan July 2018 eunolac auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 3 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 Community and economic City staff and Management Partners collaborated in identifying trend data: community and economic trend information which will likely e Housing projections influence the City in the short and long term. It included state, e Demographic industries regional and local trends; data about City staff and resident e Local workforceCity composition demographics; and City financial information. 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 26members _ organization. The group worked on the major components of the management _ participated strategic plan, including a set of values and specific strategies to in a strategicworkshop recommend to the Council for consideration in the strategic plan. on July 10, 2018 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. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 4 Vision L yjk& ' = _ The vision statement is an aspiration with a focus on the future. It is a statement of where the organization is going. .* 7 Tustin will continue to be a vibrant, innovative hometown to live, work, and play. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[oune,iwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 5 Mission -77=r--1-A 201 4 A mission is a "• � �" �s ;�� statement of the o �i purpose f the �a organization. It fundamentally 1 defines what the y 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. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 6 Values ' + Values provide the basis for I° how the organization and �w its members will work to achieve the mission, vision and goals. 1 i o Leadership o Integrity o Fiscal Stewardship o High-Quality Services o Transparency o Respect TUSTIN City of Tustin Strategic Plan July 2018 6UILOINC URPoIiUR[ I[ouneliwc p..Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 7 We model these values through our actions. ' e Leadership a :•J 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. • r � S PV p R tom.. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 8 Multi-Year Goals -lo ti P — 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 TUSTIN City of Tustin Strategic Plan July 2018 6UILOINC URPoIiUR[ I[owneliwc 0..Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 9 Goal A. Economic and Neighborhood Development Enable business opportunities and job r � � q � development, and r-� enhance the vibrancy and quality of life in all neighborhoods and r areas of the community. T Five Year Strategies 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 TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 10 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. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 11 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. c. 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. FI' J TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 12 Goal B. Public Safety and Protection of Assets •1 Ensure Tustin is an attractive, safe and 1, alk, well maintained community in which people feel �o�pw pride. M Five Year Strategies 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. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 13 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. c. 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. 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). TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 14 Goal C. Financial Strength Sustain long-term financial strength with adequate reserves and T enhanced capacity to provide a sustainable level of City services. - ■ i 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. 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. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 15 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" (online, phone). TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 16 Goal D. Strong Community and Regional Relationships Foster strong relationships within the community and provide leadership USfARKi -cI'VIC T-sk within the region. 300 GE NT s KK.kAIL ava, Five Year Strategies 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. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 17 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 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. r WNW r� TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 18 Goal E. Organizational Excellence and Customer Service Be a high performance A . organization, with effective !!+ �� .• -: .ti . customer service provided by a professional workforce. e - r Five Year Strategies 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 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. TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 19 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. 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). TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 20 c. Improve online customer service transaction opportunities (e.g.,bill paying,business license application process, and other transactions that will help our customers). - • +• Ems- '- NINE-nit r r, tom- TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR EnliuR[ 1[ouneiwc pu[Pan DocuSign Envelope ID:545B7BBO-8633-4184-AB7B-OF6C41 DB844C Page 21 Conclusion zV: y 4'' 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 TUSTIN City of Tustin Strategic Plan July 2018 eunoias auR wru� 1[ouneiwc pu[Pan