City of Irvine, California

Posted: October 17th, 2013

City of Irvine, California














City of Irvine, California

TO: Professor Ferreier

FROM: Amir Hama
DATE: March 12, 2012
SUBJECT: City of Irvine Research Paper




From archeological evidence, the prehistoric man had occupied Irvine area about 12000 years ago. This is evidenced by the scattered remains of prehistoric campsites and shelters discovered at different parts of the region. However, 2000 years ago the Gabrielino Indians settled into the area and established numerous villages. They were hunters and gatherers, and they lived off the easily available waterfowl and land animals. The peace and tranquility of the Gabrielino was drastically disturbed by Gaspar de Portola, a Spanish explorer, in 1796. The Spanish colonized the inhabitants and grabbed their land, later they divided and distributed it to Spaniards as private land grants. In 1831, Mexico gained independence and acquired control over the land holdings, which they redistributed to the Mexican citizens as grants. From this land redistribution, three Mexican grants merged and formed the Irvine ranch. These were Rancho Santiago de Santa Ana, Rancho Lomas de Santiago and Rancho San Joaquin. By 1970, the land was owned by James Irvine after he had bought the land rights of the other partners. The growth of Irvine town can be attributed to the death of Irvine Jr. in 1947 and his son’s succession to the company helm. He sold sections of the farm to private individuals for development (City of Irvine Website).


Data from the 2010 United States Census report states that City of Irvine had a population of 212,375. The population density is estimated to be 1,230 people per square kilometer. The racial profile consist of 50.5% Whites, 9% Hispanic, 1.8% African American, 0.2% Native American, 39.2% Asian, 0.2% Pacific Islander, and 2.8% from other races. From the report, the pollution is spread in the following manner: 21.5% are under the age of 18, 14.2% between 18 and 24 years, and 32% from 25 to 44, 24.5% from 45 to 64, and 8.7% above the age of 65 years constituting 18,461 people. In 1990, the city of Irvine was relatively new with a youthful population with only 12.7% of the population being in the over 55 category. Projections show that by 2020, 28% of the population will be over the age of 55. As of recent, the population of residents over the age of 55 is approximately 21,000, however, in the next 25 years the projected number is 60,000 (US Census Bureau).


The city is reputed for its dynamic commercial environment. It is home to a number of technology based industrial clusters dealing in computer software and hardware  companies, automotive design firms, bio-medical companies, medical device manufactures. In addition, recent market survey polls chose Irvine city as one of the global top cities for startups. It also scooped the award for one of the fastest growing job markets globally this is backed by a strong and rapid growing manufacturing and services industrial sector. Its success in the business arena can be attributed to the following: easy access to a highly educated and skilled work force, adequate housing opportunities, beautiful climate, and other essential amenities. The City’s top earners include but not limited to University of California, Irvine Unified School District, Allergen, Broadcom Corp., St. John knits, Glidewell Laboratories, and Parker Hannifan (US Census Bureau)


From a recent study conducted by the City of Irvine, named Senior Services Strategic Plan, showed physical amenities of the older generation had been neglected or were nonexistent. The old lack essential services, for instance a fitness and recreation center that suits their personal needs and requirement. In addition to this, the city lacks any reputable recreation center that can accommodate this ‘forgotten generation’ On further analysis, the report exposed the ineptness in the current fitness and health centers in offering the required training exercise and nutrition advice to them. The existing ones lacked proper personnel, facilities and space to cater for this generation. For the purposes of this report, any the term ‘old’ will refer to any resident above the age of 55. It is from this background of information that I identified the need for a recreation, health and fitness center mainly targeting for the aging population.




Information from the census report indicates that by 2030 approximately over 30% of the population (60,000) is going to be aged 55 years and over (City of Irvine Website). This age bracket consists of retirees and business owners who have disposable income. The average incomes of each house hold in Irvine city is $84,950 warranting one to make the assumption that the society is wealthy hence the citizens in this age bracket can afford this services when offered . However, given their high-income levels and social status, their tastes and preferences are also expensive demanding that whoever is willing to tap on the opportunity should provide top-notch services (Sukiennik, 2007). Majority of the citizens in this age bracket have retirees hence they have enough time and resources to engage in other co-activities. To capitalize on this opportunity there are several business alternatives available. The most feasible ones are:


The first alternative is to establish a private member recreational and health center targeting this market segment. The members will be required to pay annual membership fees plus subsidized monthly charges. The recreation and fitness center will be located in the same location and will have specialized trainers and equipment to cater for them. The center will organize games, activities and international trips to create lasting bonds within the members. The establishment also will consist of an eighteen-hole golf course with manicured lawns and other out door games. For those not interested in sports, other activities and social events will be provided. For instance, book clubs, hunting clubs and other related fraternities. The fitness center will constitute of a gym, sauna, and massage parlor. In addition, mini-health center will be available to offer nutritional advice and to respond immediately to any medical emergences within the area vicinity.


The second alternative is to establish a one stop recreation and health center catering for different population segments. Each population segment i.e. the youth, young adults, old adults and the ageing population will have separate areas to interact. For this case, both members and nonmembers will be allowed to enjoy the services offered. However, non-members will be charged extra but still limited access to the services or facilities available. This is intended to encourage most non-members to subscribe for membership. It will offer the same amenities and infrastructure as alternative one, only that its marketing will target the whole family rather than the aging segment. This option offers the advantage that it serves a larger market segment hence it cushions itself from the market uncertainties that may arise when depending on one type of clientele. In addition, this option gives limited interactions of these different population segments making it more attractive for the older generation because they will not feel secluded (Stanhope, 2008).




Given the advantages that alternative two has I recommend it as the option of choice. It offers numerous advantages that include but not limited to; it targets a wider market hence it cushions itself from the uncertainties of market vagrancies associated with single segment clienteles. The volume of customers is expected to higher hence more profits. Lastly, given the nature of the business, memberships per family have higher returns in terms of volume compared to individual membership.


Project director with the aid of the management board will be responsible of project monitoring to ensure timeliness in the implementation of the planned activities. Progress Indicator forms will be employed to record and report on the implementation progress. A performance monitoring

Framework, work plans and daily reports will be used for the same purpose. Initially, feedback from the customers will be used to guide the overall improvement strategy. Narrative reports shall be compiled and submitted to the financier and other stakeholders towards the end of the project. Regular meetings will be held from time to time to monitor and review the implementation of the scheduled activities for the purposes of resolving issues and making any necessary adjustments. Budget control, financial accounting and reporting shall be conducted by the centers secretariat under the supervision of the management board. (Stanhope, 2008)


The key indicator of the projects success will be to register a minimum of about two hundred customers in the first three months. The recreation and the fitness center will be constructed in phases to a tune of about one million dollars. The first phase will involve the construction of the buildings to cater for the intended market. However, only the older segment facilities and center will be operational in during the first phase. After about three months of operation, the other segments will be operational zed. Lastly, the recreation center and other amenities that will be found to be necessary will be implemented in the last phase.


The evaluation will begin with the establishment of baseline data at the beginning of the project using random sample of members of the community to assess their satisfaction with the current amenities for the old. Data for the baseline evaluation will focus on the expected outcomes of the project. After the center is completed and operational, another survey will be carried out to establish if the anticipated goals were achieved based on the baseline study carried out.










City of Irvine Website, (March. 2012). History of the City. Retrieved from

City of Irvine Website, (March. 2012). Demographics Information. Retrieved from

Irvine (city) QuickFacts from the US Census Bureau (March. 2012). U.S. Census Bureau: State and County QuickFacts. Retrieved from

Sukiennik, D., Bendat, W., & Raufman, L. (2007). The career fitness program: Exercising your options. Upper Saddle River, N.J: Pearson/Prentice Hall.

Stanhope, M., & Lancaster, J. (2008). Public health nursing: Population-centered health care in the community. St. Louis, Mo: Mosby Elsevier.






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