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CITY COUNCIL STAFF REPORT
DATE: JANUARY 13, 2022 NEW BUSINESS
SUBJECT: REPORT ON CITY COUNCIL VISIONING SESSIONS
FROM: Justin Clifton, City Manager
SUMMARY:
This agenda item is to present draft strategic priorities and process improvements
resulting from recent City Council Visioning Sessions.
RECOMMENDATION:
Provide direction to Staff as appropriate.
BACKGROUND:
City Council recently held two Visioning Sessions on November 20 and 30, 2021. The
purpose of the Visioning Sessions was to 1) establish priorities for the next year and
beyond; and 2) identify targeted process improvements to make the work of the
organization more efficient and effective.
Priority setting is the primary means by which City Council identifies the most important
programs and projects that need to be accomplished, which ultimately sets the direction
of the City Manager and Staff. Absent clear priorities, organizations tend to respond in an
unorganized way to myriad issues competing for limited resources, sometimes to the
detriment of the highest priorities.
Process improvement was also a key component of the two Visioning Sessions. The
Visioning Sessions allowed City Council and key administrative staff to step back and
spend time evaluating which processes are working and which can be adjusted to
maximize impact. Local government is one of the most unique forms of decision-making,
in part because it is such a participatory system. Residents, stakeholders, Commissions,
Staff, external partners and City Council often all collaborate to make decisions and
advance programs and projects. For that reason, it is important to periodically evaluate
the systems whereby work is shared to ensure clarity and efficiency.
Ideally, priority setting and process improvements would be part of an annual cycle
whereby we are continually planning the work and then working the plan. The annual
cycle roughly contemplates the following: 1) Staff collects input from residents,
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Report on City Council Visioning Sessions
stakeholders, Commissions and City departments; 2) City Council considers input and
establishes priorities and targeted process improvements; 3) Staff create workplans and
prepare budget requests; 4) Staff and City Council execute workplans; and 5) Staff
reports progress and collects input for the next round of priority setting and process
improvement.
This year, Staff administered a Community Survey, solicited input from key stakeholders,
and each Commission and Department submitted input capturing their insights on key
priorities and processes that need improvement. City Council then held two Visioning
Sessions to establish priorities and target processes for improvement. The sessions
were held in closed session because Council priorities and process improvements
are key expectations set for the City Manager and will be used as tools to evaluate City
Manager performance. At that time, the City committed to bringing back this item as a
public agenda item, in order to obtain stakeholder input.
The meeting of January 13 will be the first opportunity for the City Manager to present the
results of the City Council Visioning Sessions for further public review, discussion, and
consideration by City Council. After the priorities and process improvements are
identified, next steps include creating and presenting workplans to accomplish each
priority, submitting budget requests as necessary and then scheduling and periodically
reviewing progress.
STAFF ANALYSIS:
Priority Setting
During the Visioning Sessions, Staff heard various themes and principles that guide the
priority setting process, including:
• Optimize Basic Services and Facilities: This theme suggests existing programs
such as police services, infrastructure maintenance and landscaping, recreation
offerings, etc. should be evaluated and enhanced where necessary. Similarly,
existing facilities should be evaluated, and deferred maintenance and targeted
enhancements should be prioritized.
• Focus on Issues that Most Impact Quality of Life: This theme indicates where
priorities are competing for attention and resources, priorities that have the
greatest impact to residents should be given preference.
• Narrow Priorities to Focus on Most Important Issues First: This theme
recognizes the “rule of subtraction” and suggests the most important work will not
get done without forgoing or deferring lesser important work.
• Priorities Should be Integrated, when Possible, to Maximize Impact: This
theme recognizes priorities do not exist in a vacuum and should be integrated
wherever possible. As an example, community infrastructure and environmental
stewardship should be advanced in a way that further supports quality of life.
• Social Equity and Sustainability Underpin all Priorities, Programs, and
Projects: This principle suggests Social Equity and Sustainability should be
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considered in advancing priorities and should be a “lens” through which we see all
of the work we do.
After considering the various sources of input, and establishing major themes and
principles, City Council organized priorities into four broad categories: 1) Quality of Life,
2) Environmental Stewardship, 3) Community Infrastructure, and 4) Good Governance.
A more detailed summary of the contents of each category is provided as Attachment A.
Please note, these priorities are not meant to be all inclusive or to exclude work that does
not fall directly in these categories. Rather, these priorities are meant to act more like a
compass, keeping the organization focused and moving in the same direction to the most
important outcomes. Similarly, many of these priorities, like improving homelessness and
reducing crime, are very large in scale. Establishing these priorities is not meant to convey
that problems in these areas will be solved within a particular time fame. These large-
scale priorities could remain important for many years, with the task-level strategies and
workplans changing over time.
Process Improvements
In terms of identifying processes for improvement, it’s helpful to think of the roles and
responsibilities within the decision-making process. There are very few, if any, systems
of decision-making that are as inclusive, participatory and iterative as the ones we use in
local government. Even small policy decisions likely include some level of participation
from residents, stakeholders, external government and non-governmental partners,
Boards and/or Commissions, Committees and/or Subcommittees, numerous City
Departments and City Council. This highlights the importance of having very clear roles
and responsibilities and good systems to facilitate maximizing the value added by each
role player. When roles and responsibilities aren’t carefully considered and
communicated, tension often emerges as role players seek expanded roles and greater
influence over outcomes.
Residents
As it reads in front of the City Hall Chamber, “The People Are the City.” Since all the work
of the organization is done by and for residents, residents must be part of the process.
Challenges: Engaged residents tend to remain engaged, disengaged residents tend to
remain disengaged. This means few residents may have a disproportionate voice and
influence in decision-making. Also, sometimes residents become involved late in the
process, but want to influence decisions that were made earlier.
Opportunities: There are opportunities to create new systems to communicate and
engage with residents. Creating more generalizable input from surveys and polls can
complement the anecdotal feedback that the City receives from more direct forms of
participation. Similarly, outreach efforts can be tailored to reach residents who don’t
traditionally engage. Community communication can be improved, and resident
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engagement opportunities can be expanded. The use of working groups can be a very
effective way to engage residents in a way that is both accessible and meaningful.
Stakeholders
Stakeholders play a vital role as they are often representative in nature; meaning input
from ONE-PS can potentially reflect the voices of residential neighborhoods, the Chamber
of Commerce can reflect the voices of businesses, etc. Many stakeholders are organized
into well managed groups, have regular meetings and readily engage the City.
Challenges: Similar to the dynamic with residents, there are instances where significant
numbers of stakeholders exist representing certain interests but other instances where
there might be few or none. This risks creating inequity in the way certain interests are
represented.
Opportunities: Efforts can be made to ensure input from stakeholder groups is
complemented with more generalizable input from residents. Similarly, if particular
interests are underrepresented among stakeholders, new groups can be created and/or
engagement expanded. Working groups are also a great way to balance competing
interests and create opportunities for sharing information and compromise.
External Partners
Sometimes engagement with external partners is required, as is the case when other
agencies with jurisdiction are involved. Federal, Tribal, State and other local governments
often must be engaged to advance certain programs and projects. In other instances,
engaging with external partners is not required but may have significant advantages.
Challenges: While we always engage external partners as required, we don’t always
engage as a means to add value and gain efficiency.
Opportunities: While there are some organizations, such as the CA League of Cities and
the Coachella Valley Association of Governments that bring certain external partners to
the table, there are myriad of other opportunities to engage where no formal convening
group exists. Fostering relationships through periodic and regular meetings with key
external partners helps to build and maintain relationships and functions as a means to
generate new ideas on how to collaborate. This is especially true when there are shared
interests.
Boards and Commissions
Boards and Commissions play a valuable role in that they tend to blend roles of residents,
stakeholders and staff. Commissions are a component of resident engagement since
Commissions are generally comprised of residents. The fact that Commissions are
organized by topic area (Planning, Arts, Sustainability, etc.) gives them a quality similar
to stakeholder groups. And being narrowly focused on niche issues provides a level of
specialization.
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Challenges: Boards and Commissions sometimes lack strategic direction and priorities
established by City Council. This sometimes leads to Commissions doing and creating
work without clear guidance. Similarly, Boards and Commissions sometimes lack a
means to effectively share insight and ideas with City Council. This leads to some
confusion about roles and responsibilities, which makes the work of Boards and
Commissions fluid, variable and sometimes expanded beyond enabling ordinances. The
structure and function of Boards and Commissions varies, making it difficult to guide Staff
in how to better facilitate Board and Commission work. Lastly, a lack of communication
between Staff, Boards and Commissions and City Council has created tension and
frustration.
Opportunities: Boards and Commissions could be evaluated and processes streamlined.
Roles and responsibilities can be clarified and documented and processes created to
reinforce regular communication between Staff and City Council. Boards and
Commissions could be integrated in the priority setting process to further ensure
alignment between the work of Boards and Commissions and City Council.
Committees and Subcommittees
The use of committees is a valuable way to divide labor. Committees are often established
by City Council but can also be a component of Boards and Commissions and stakeholder
groups. Committees enable more detailed work that often can’t be performed by the larger
body.
Challenges: Work of committees can sometimes expand beyond the intent or desire of
the larger body. Committee work also often requires additional staff support, public
meetings, legal review and other work that may be duplicative of the work done to facilitate
the decision of the larger body. The committees sometimes lack clear direction, which
leads to committees improvising. In addition, the use of committees, which by definition
gather information and make recommendations to the entire Council, can lead to a feeling
that a particular subject has already been decided on when it is brought to the Council,
when in fact, the rest of the Council may have additional thoughts or input into the
particular matter.
Opportunities: City Council could consider reducing use of committees in order to
minimize duplication of work and to reduce overall staff burden. When committees are
used, they should be delegated by the whole body and include very well-defined
parameters that add value, but don’t duplicate efforts. Working groups can be considered
as an alternative to committees as they have the potential to retain what is valuable about
committees while also adding opportunities for greater resident engagement.
City Council
City Council is unique to all other role players because it is the only body directly elected
by residents. City Council serves at the pleasure of residents, and Staff, Boards and
Commissions serve at the pleasure of City Council.
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Challenges: City Council has the luxury and the burden of listening to all role players and
setting direction and expectations for Staff, Boards and Commissions and any City
Council Committees. City Council is designed to act as a body, but individual Council
Members also have roles to play as district representatives and as advocates for certain
policy agendas. City Council is primarily concerned with policy-related “end’ goals, while
Staff is primarily concerned with the “means” by which those ends are accomplished. City
Council, as a part-time legislative body, has very limited time to complete its work and
has endless demands placed on it from all other role players.
Opportunities: City Council could: 1) consider carefully when and to what extent work
should be advanced by individual Council Members vs. City Council as a body; 2) set
clear expectations for Staff, Boards and Commissions and itself, and clarify roles to
reduce confusion and duplication of efforts; 3) consider adding at least one study session
per month; and, 4) target efficiency improvements for Council meetings to maximize time
spent on the most important issues.
Staff is seeking direction on the priorities and process improvements outlined in this staff
report. Pending review and amendment from City Council, next steps include the creation
and presentation of workplans, submission of budget requests and follow up on any
process improvement work as directed by City Council.
FISCAL IMPACT:
None.
REVIEWED BY:
City Manager: Justin Clifton
ATTACHMENTS:
A. Summary of Priority Categories.
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ATTACHMENT A
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City of Palm Springs, CA 2021/22 Strategic Plan The following Strategic Plan is designed to guide high priority work for the next 1‐3 years. While these priorities are comprehensive, they are not exhaustive. Priorities are captured at a high conceptual level. More detailed work plans will be created to help turn high level priorities into operational level plans. Mission: Palm Springs is an inclusive, world class city dedicated to providing excellent and responsive public services to enhance the quality of life for current and future generations Major Themes/ Principles: Optimize basic services and facilities Focus on issues that most impact quality of life Narrow priorities to focus on most important issues first Priorities should be integrated when possible to maximize impact Social equity and sustainability unpin all priorities, programs, and projects Item 5C - 8
Quality of Life Environmental Stewardship Community Infrastructure Good Governance Improve Homelessness ‐ Build a navigation center ‐ Coordinate service providers ‐ Improve security/ maintenance ‐ Expand homeless response team Accelerate Climate Action Plan ‐ Budget for two additional FTE ‐ Complete GHG analysis ‐ Target high value projects/ initiatives Improve City Facilities ‐ Expand budget for maintenance ‐ Focus on parks and community facilities ‐ Prioritize deferred maintenance Enhance Service Levels ‐ Evaluate/ adjust staffing levels ‐ Create training programs ‐ Implement employee engagement opportunities ‐ Update HR policies Reduce Crime ‐ Evaluate staffing/ service levels ‐ Implement neighborhood policing model ‐ Focus on violent crime ‐ Educate residents on preventing property crime Consider New Policies ‐ Implement 1383 ‐ Desert Community Energy ‐ Commercial renewable energy standards ‐ Community composting ‐ Clarify land conservation goals 5 Year Capital Improvements Plan ‐ Expand walking/ biking infrastructure ‐ Identify high priority facilities ‐ Focus on parks and community assets ‐ Accelerate street paving Improve Communications ‐ Expand communication staff ‐ Improve Spanish language communications ‐ Create strategic focus Expand Housing Affordability ‐ Create housing plan ‐ Expand housing policies ‐ Pursue new affordable housing developments ‐ Expand staffing ‐ Build housing programs Develop Internal Policies/Practices ‐ Integrate Sustainability with other departments/ initiatives ‐ Create green purchasing policies Community Design ‐ Complete General Plan update ‐ Update zoning code ‐ Update design standards Remove Barriers to Participation ‐ Adjust Council salary ‐ Add vehicle allowance ‐ Address childcare needs ‐ Create recognition program Advance Economic Development ‐ Lobby for west valley College of the Desert Campus ‐ Monitor broadband opportunities Improve Financial Management ‐ Clarify budget process ‐ Create asset management program Neighborhood Issues ‐ Review noise ordinance ‐ Create reparations program Item 5C - 9