Loading...
HomeMy WebLinkAbout2/17/2016 - STAFF REPORTS - 2.O. FeA�Ms,, ;O 4� Z v m <rFORN`P^ CITY COUNCIL STAFF REPORT DATE: FEBRUARY 17, 2016 CONSENT CALENDAR SUBJECT: 2016 STRATEGIC PLANNING SESSION, MISSION STATEMENT, THREE YEAR GOALS, AND SIX MONTH OBJECTIVES FROM: David H. Ready, City Manager BY: Chief of Staff/City Clerk SUMMARY On February 2, 2016, the City Council and Management Staff participated in a Team Building/Strategic Planning Session, the City Council will receive and file the record from the session. RECOMMENDATION: Receive and file the Strategic Planning Record. STAFF ANALYSIS: At the February 2, 2016, Team Building/Strategic Planning Session the following is a synopsis of the session, and attached is a record of the session. The record is posted on the City's website. The City Council and Staff developed a mission statement as follows: 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. The City Council and Staff developed four, three-year goals as follows: • Attract, develop, retain and increase quality staff. • Improve citywide technology capabilities. • Enhance and invest in public infrastructure. • Improve internal and external communication. ITEM NO. City Council Staff Report February 17, 2016 -- Page 2 Strategic Planning The City Council and Staff developed the following six-month strategic objectives for the four goals. Staff Goal: Create a non-management City Employee Committee to provide feedback on employee activities and methods of employee recognition. Advise the City Manager regarding employee activities and recognition methods to improve the workplace environment and employee morale. Identify staffing shortfalls based on the City's goals and objectives, retirements, and positions difficult to fill and recommend a Staffing Plan to the City Manager. Prepare and recommend a Staff Development/Training Program and budget to the City Council. Technology Goal: Identify Department technology needs and requirements. Identify additional IT training needs and budget to train all staff, including Information Technology staff, in existing software programs. FUTURE GOAL (not a six-month goal) Develop and present to the City Council for action a Technology Master Plan. Infrastructure Goal: Departments to collect data and recommend priority infrastructure projects to the City Manager. Gather input from residents and businesses on needed citywide infrastructure projects. Recommend to the City Council for action priority city-wide (not funded by Measure J) infrastructure projects. Prioritize Measure J citywide infrastructure projects to include in the fiscal year 2016-17 budget process. 02 City Council Staff Report February 17, 2016— Page 3 Strategic Planning FISCAL IMPACT: No fiscal impact at this time relating specifically to receiving the record. AMES THOMPSON DAVID H. READY Chief of Staff/City Clerk City Manager 03 C I T Y O F P A L M S P R I N G S STRATEGIC PLANNING RETREAT 2 February 2016 • Hard Rock Hotel, Palm Springs Marilyn Snider, Facilitator—Snider and Associates(510)531-2904 Kara Tsuboi, Recorder—(925)376-9151 MISSION STATEMENT 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. THREE-YEAR GOALS 2014-2017 ' net in priority order ► Attract, develop, retain and increase quality staff ► Improve citywide technology capabilities ► Enhance and invest in public infrastructure ► Improve internal and external communication 04 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT February 3, 2016 Chief of Staff Distribute the retreat record to the invitees. Within 48 hours of All recipients Read the retreat record. receipt By February 5, 2016 Communication Director Put the City Mission, Goals and accomplishments on the website. By February 15, 2016 City Manager(lead) and all Review the"Current Internal Weaknesses/Challenges" list Department Heads for possible action items. By February 15, 2016 All Department Heads Share and discuss the Strategic Plan with staff. February 17, 2016 City Manager(lead) and Present the Strategic Plan to the public. City Council Monthly All Department Heads and Monitor progress on the goals and objectives and revise City Council objectives (add, amend and/or delete), as needed. Monthly Chief of Staff Prepare and distribute the updated Strategic Plan Monitoring Matrix TBD City Council, City Manager Strategic Planning Retreat to: and Department Heads - more thoroughly assess progress on the Goals and Strategic Objectives. - develop objectives for the next six months. 05 S.W.O.T. ANALYSIS Strengths—Weaknesses-Opportunities-Threats STRENGTHS AND ACCOMPLISHMENTS OF THE CITY OF PALM SPRINGS Brainstormed List of Perceptions • Sponsored Palm Springs International Film week • Renovated the Accelerator Campus • We had a clean audit • Developed the "Palm Springs at Your Service"app • About 50 public works projects completed or in progress with funding from Measure J Very high levels of customer service Saving of the Tahquitz Plaza • Receiving a grant for completing the Sustainability Master Plan • Opened the downtown parking lot • Upgraded our website • Opeterra will be completed within weeks (it is an energy efficiency project) • Remaking of the beautiful Tahquitz median • Increased reserves by$1.6 million in the past year; $15 million currently in the City's reserve • Festival of Lights Parade • The Buzz Trolley • Demolition of the Old Downtown Mall • Street improvements • Revitalization of North/Uptown Palm Springs • Get to bring your dog to work Reopening of Welwood Library • Repaving of the airport runway • Balanced budget • Purchased hundreds of acres on the Chino Cone for open space • Helped finance the new architecture museum • Completed September 11th Memorial Got JetBlue service • City has branded itself as cool, modern and ultra hip • Sponsored Modernism Week Able to get community participation in identifying traffic hot spots • 15-day commercial plan review at 90% success rate • Community perception is that we are far more open and transparent • 60 straight months of hotel tax increases—about 15% per year Established a homelessness task force • Code enforcement case resolution is over 50% for less than 30 days and 70% for less than 60 days • Over 1200 participants in our Mayor's Race; 50% children • Started doing online permits (i.e., garage sales) Initiated our first solar project • Gotten many grant awards (over a half million dollars) Achieved our 40th organized neighborhood Began renovation of Fire Station #4 • Incentivized development of four hotels in the last year • Upgraded the library's Internet to 1G • Next day building inspections over 90% success rate • Nationally recognized through our`Let's Move" programs • Completed airport Master Plan • Uptown crosswalks 06 • Demolition of two blighted public structures • Completed improvement to facility's AC (previously a swamp cooler) • Repaved City Hall parking lot • New weight room at JOJ • New fire chief • New police chief • Achieved a"No Kill" animal shelter one of the few in the country • Consistent and timely response to public records requests • Over 270,000 people visited the public library • Cerritos ball field improvement • Special events • Bike paths • Turf removal water conservation • Passage of Measure J • We exceeded water requirements (goal was 36%, we hit 43%) • Ensuring tax and fee ordinances compliance through revenue audits CURRENT INTERNAL WEAKNESSES/CHALLENGES OF THE CITY OF PALM SPRINGS Brainstormed List of Perceptions • Mentally and physically drained employees • Subpar IT system • Property crime increase • Lack of computers and technology • No major library improvements • Lack of access to old and archival information and data • Not maintaining infrastructure • Lack of perceived transparency • Outdated fleet • Street repairs are backlogged • Buildings are cold • No soccer parks • Lack of staff times two • Lack good ways to communicate with the public • Lack of communication • Overhanging FBI raid • Poor morale • Outdated fire stations • Lack of direction • Insufficient space at City Hall • Public perception: too much focus on profit and business, not people • Public distrust of staff due to last year's issues with mayor • Lack of facility maintenance • Capitol project funding inadequate • Reactive not proactive • Too many Council subcommittees • Closed Fridays • Secret agendas • Shortage of police officers • Closed Fire Station#5 • Inability to prioritize • Inconsistent direction • Geared toward results not procedures/regulation • Lack of staff training and encouragement 07 • Lack single development training • Lack of diversity of staff and commissions • Staff doesn't feel empowered, they feel micromanaged due to lack of confidence in staff • Lack of facilities tracking system • Lack of administrative staff to administer Measure J projects • Lack interdepartmental communication • Too much crisis management • Low general fund reserves • Preoccupied with satisfying every person and special interest • Lack room for advancement • Too much interdepartmental competition for funds • Department heads learn information after the public • Permit processing takes too much time • We don't know how to say no EXTERNAL FACTORS/TRENDS THAT WILUMIGHT HAVE A POSITIVE IMPACT ON THE CITY OF PALM SPRINGS IN THE NEXT THREE YEARS Brainstormed List of Perceptions • Great press internationally • Replacement of the blighted mall (Fashion Plaza) • Domestic travel enhanced by international terrorism • Modernism Week continues to grow • County jail expansion • Additional hotels in process • New and hip businesses and restaurants locating in Palm Springs • Increasing development of single family residential • Conversion of blighted golf courses to housing • Growth of the Innovation Hub • Increase of population, especially younger people • Development of California State University • Growth of health care facilities • Tribal downtown development • Potential for new College of the Desert campus • Increase in sales tax • Continued growth of International Film Festival • C-V Link • Great weather • Educated community • New architecture and design center • Measure J continues • Lower gas prices • Continued airline expansion • Increasing number of monuments • Fewer underwater mortgages —properties are stabilizing • Many stalled developments are now being restarted • Increased volunteerism • Support from County Supervisor(e.g. on homelessness issues) • Successful Library Foundation • Growing farmers market 08 EXTERNAL FACTORS/TRENDS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF PALM SPRINGS IN THE NEXT THREE YEARS Brainstormed List of Perceptions • Continued drought • Fast-moving technology • The next recession • Too many cars • Salton Sea issues • State legislature • Competition from other cities • Questionable water resources • Lack of economic diversification; businesses other than hospitality are coming to Palm Springs • Diminishing building space • Social media • Ballot initiatives • Lack of diverse population • Rumor mongering • Homelessness and their impact on the environment • Dependence of Time Warner • Perception that the city is business unfriendly Lack of coordination with the Palm Springs School Board • Lack of high paying jobs • Media • Crime • Prop. 47(felony drug crimes changed to misdemeanors) • AB 109 (state early release of prisoners) • Climate change • Growing domestic terrorism • Rising oil prices • Poor air quality • Lack of affordable housing • Lack of access to healthy food • Income inequality • Earthquake • Loss of habitat for flora and fauna • Fires • Diminishing open space • Public perception based on bad information • Growth of companies like Airbnb and other online short term vacation rentals • Deteriorating private buildings • Lack of control and jurisdiction within the city limits • Deteriorating state and county infrastructure • Public perception that we deal with social services • Unsafe drivers, bicyclists and pedestrians • Federal tax law limiting local control • Flooding • Canadian dollar/economy that impacts our Canadian tourists • Zika virus 09 IDENTIFY THREE-YEAR GOALS Brainstormed list of possible goals from which the Three-Year Goals were developed • Bring a college or university to the city • Increase online services to residents • Develop a soccer park • Update and expand fire stations • Improve organizational communications • Strengthen internal staff structure • Boost employee morale • Achieve affordable housing for all • Increase recreational opportunities and facilities • Achieve fiscal sustainability • Create a downtown park • Improve public perception of the city • Rebuild public trust • Make Palm Springs a model city of sustainability • Renovate or replace the main library • Improve customer service • Improve city-wide technological capabilities • Enhance public safety, especially property crimes • Increase training for all city staff • Attract, maintain and hire quality staff • Enhance and invest in public infrastructure • Upgrade and maintain accessible, safe and usable city facilities • Increase organizational effectiveness and efficiency • Update the General Plan Increase our financial reserves Increase and improve communication Reduce unfunded pension liabilities • Update the fleet • Renew Measure J • Diversify the mix of businesses • Achieve inclusive, diverse and openness of our government 10 STRATEGIC PLAN ELEMENTS Marilyn Snider,Strategic Planning Facilitator • Snider and Associates(510)531-2904 "SWOT" ANALYSIS Assess the organization's: - Internal Strengths - Internal Weaknesses - External Opportunities - External Threats MISSION/PURPOSE STATEMENT States WHY the organization exists and WHOM it serves VISION STATEMENT A vivid, descriptive image of the future—what the organization will BECOME CORE VALUES What the organization values, recognizes and rewards—strongly held beliefs that are freely chosen, publicly affirmed, and acted upon with consistency and repetition THREE YEAR GOALS WHAT the organization needs to accomplish (consistent with the Mission and moving the organization towards its Vision)— usually limited to 4 or 5 key areas KEY PERFORMANCE MEASURES What success will look like upon achievement of the goal SIX MONTH STRATEGIC OBJECTIVES HOW the Goals will be addressed: By when, who is accountable to do what for each of the Goals FOLLOW-UP PROCESS Regular, timely monitoring of progress on the goals and objectives; includes setting new objectives every six months ©1995 Snider and Associates 11 CITY OF PALM SPRINGS SIX-MONTH STRATEGIC OBJECTIVES February 2, 2016 through July 15, 2016 THREE-YEAR GOAL: ATTRACT, DEVELOP, RETAIN AND INCREASE QUALITY STAFF WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. By March 1, HR Director with input Create a Non-Management City Employee Committee to give feedback on employee 2016 from the Department activities and methods of employee recognition. Directors 2. By April 1,2016 Non-Management Advise the City Manager regarding employee activities and recognition methods to Employee Advisory improve the workplace environment and employee morale. ' Committee,working with the HR Director 3. By April 15,2016 HR Director and Chief Identify staffing shortfalls based on the City's goals and objectives,retirements and of Staff positions difficult to fill and recommend a Staffing Plan to the City Manager for approval. 4. By April 15,2016 City Manager with Prepare and recommend a Staff Development and Training Program and budget to input from the the City Council. Department Heads F-� IV A THREE-YEAR GOAL: IMPROVE CITY-WIDE TECHNOLOGY CAPABILITIES WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. By April 1,2016 Department Heads Identify their department's technology needs and wants and present to the City's IT Manager. 2. By April 1,2016 IT Manager Submit to the City Manager training needs and training budget to train all staff,including IT staff,in existing software programs. 3. By July 15,2016 IT Manager,working with a Assess current hardware and software needs and present a hardware consultant and software purchase plan to the City Council for action. 4. FUTURE OBJECTIVE IT Manager,working with a Develop and present to the City Council for action a Technology consultant Master Plan. F+ W B THREE-YEAR GOAL: ENHANCE AND INVEST IN PUBLIC INFRASTRUCTURE WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. By March 15,2016 Department Heads Collect data and recommend priority infrastructure projects to the City Manager. 2. April 1,2016 City Manager with input from the Gather input from residents and businesses on needed citywide Department Heads infrastructure projects. 3. At the April 13,2016 City Manager Recommend to the City Council for action priority city-wide(not funded City Council Meeting by Measure J)infrastructure projects. 4. By the April 13,2016 City Council,working with the Prioritize Measure J citywide infrastructure projects to include in the City Council Meeting Measure J Commission 201612017 budget process. k� P C THREE-YEAR GOAL: IMPROVE INTERNAL AND EXTERNAL COMMUNICATION WHEN WHO WHAT STATUS COMMENTS DONE ON REVISED TARGET 1. By March 1,2016 and City Manager Hold a Department Head meeting to include current issues and projects twice a month with appropriate information disseminated to Department Head staff. thereafter 2. By March 1,2016 City Manager Conduct a State of the City Hall biannual all staff meeting at which all executives will report department accomplishments. 3 By March 15,2016 Communications Director Create and present to the City Manager a communication process regarding how to address unplanned significant City related events. 4. By May 1,2016 Communications Director, Create and present to the City Manager for approval a program to working with the City Attorney expand the Cdy's presence on social media,including a social media and Chief of Staff policy. 5. By July 1,2016 and Communications Director and Develop,produce and disseminate a city newsletter to inform residents quartedy thereafter Economic Development Director of policy updates and significant events. r `n D