HomeMy WebLinkAbout2019 Goals for the City of Palm DesertSTAFF REPORT
CITY OF PALM DESERT
CITY MANAGER'S OFFICE
MEETING DATE: January24, 2019
PREPARED BY: Lauri Aylaian, City Manager
REQUEST: Approve the 2019 Goals for the City of Palm Desert
Recommendation
Approve the 2019 Goals for the City of Palm Desert, establishing goals for work to be
accomplished by City staff during the calendar year 2019 and allocating staff and financial
resources during that period.
Strategic Plan Obiective
The goals defined for the 2019 calendar year represent measurable progress towards
every Results Area in the 2013-2033 Envision Palm Desert Strategic Plan. The attached
exhibit entitled 2019 Goals for the Citv of Palm Desert identifies the specific Results Areas
and Priority Numbers associated with each 2018 goal.
Background Analvsis
In order to define the specific goals for the calendar year 201, the City Manager and
executive staff worked to identify City goals from the 2013-2033 Strategic Plan, IT Master
Plan, and Economic Development Strategic Plan, and from informal guidance and formal
directives received from the City Council since the Strategic Plan was adopted. Staff
focused on providing a work plan that is ambitious but achievable, provided that efforts
are not diluted by assignment of new priorities or additional projects over the course of
the year.
In a half -day study session held on January 11, 2019, the members of the City Council
performed a detailed review of the draft 2019 goals. They considered each proposed
task in the context of the overall program, and provided guidance to better reflect their
overall goals. The City Council's attention is drawn in particular to City Goals # 7, 9, 10,
and 11 and Community Development Department Goal #3, where this guidance is
reflected in the final version of the goals.
The resulting 2019 Goals for the Citv of Palm Desert is attached to this staff report and is
hereby submitted for approval by the City Council. Accomplishment of some of the goals
will require appropriation of additional funding or augmentation of staff resources; most
of these allocations will be contained in the budget proposal for Fiscal Year 2019/20,
which will be presented to the City Council over the next three months.
January 24, 2019 — Staff Report
2019 Goals for the City of Palm Desert
Page 2 of 2
Palm Desert has achieved great success over the years by delivering on creative long
range planning. Adoption of this plan, followed by careful execution of the tasks within it,
will continue the tradition of well -conceived, deliberate, and strategic progress that
delivers a premier quality of life for Palm Desert residents and visitors alike.
LEGAL REVIEW DEPT. REVIEW FINANCIAL CITY MANAGER
Approved as to Form or REVIEW
Content
N/A N/A N/A
Robert W. Hargreaves Rachelle D. Klassen Janet M. Moore Lauri Aylaian
City Attorney City Clerk Director of Finance City Manager
ATTACHMENTS:
1. City of Palm Desert 2019 Goals
2. Summary of Accomplishments on 2018 Goals
CITY OF PALM DESERT
2019 GOALS
1. Open the Palm Desert HUB to attract high tech entrepreneurial businesses and jobs.
2. Prepare a Broadband/Fiber Master Plan.
3. Present analysis of alternatives for visitor services delivery and begin work on City
Council's chosen option.
4. Produce a five-year financial forecast.
5. Develop and adopt economic development incentive programs for targeted
businesses.
6. Develop and implement a Business Retention and Expansion Program.
7. Launch development of 14 affordable, self-help homes on Merle Drive (dependent on
competitive funding award) and initiate RFP process for multi -family development
vacant site at San Pasqual and Santa Rosa Way.
8. Implement E-TRAKiT for online permitting, plan review, inspections, and building
records.
9. Develop and implement Build Palm Desert, a citywide program to build a high
performing, high morale organization that celebrates and embodies excellence.
10. Conduct an El Paseo demonstration project of parklets and bulb -outs (based on the
Gibbs Study), with consideration for including Lupine in the demonstration.
11. Develop for consideration a 90-day pilot program for shared mobility devices. Use
knowledge gained to evaluate/define a potential permanent program, if appropriate.
12. Continue community -wide civic engagement efforts and create an ad hoc advisory
committee to help guide the process.
13. Begin construction of Phase 1 of the San Pablo corridor improvements.
14. Complete design of President's Plaza and have project ready to bid.
15. Begin construction of CV -Link improvements in Palm Desert.
16. Construct mid -block crossings and enhance pedestrian walkways at El Paseo
intersections.
City of Palm Desert
2019 Goals
Page 2
2019 CITY MANAGER GOALS
City Manager Goals are interdepartmental goals that will:
• Improve internal operations
• Make the City more customer friendly
In Prepare City Hali for the next decade
1. Coordinate a comprehensive fee study.
2. Upgrade One Solution version from v15 to v18.
3. Continue to optimize TRAKiT permitting software.
4. Continue to optimize TRAKiT reporting.
5. Implement and train staff for electronic plan review. (Bluebeam software)
6. Optimize committee 1 commission scoping and tasking.
7. Implement electronic bidding.
8. Develop a comprehensive affordable housing policy.
9. Update the rent control ordinance.
10. Standardize the issuance of administrative contracts.
11. Contract with outside agency for two resource officers to work with homeless
individuals and families.
City of Palm Desert
2019 Goals
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2019 DEPARTMENTAL GOALS
Departmental Goals are goals intended to:
• Increase operational effectiveness
• Boost efficiency
■ Enhance municipal services
• Continue the City's commitment to excellence
ADMINISTRATIVE SERVICES:
1. Complete the Matrix Study, and provide analysis and recommendations to the City
Council on strategies for addressing the Sheriff's contract for police services.
2. Review and recommend strategies for addressing the Riverside County/CalFire
contract for fire/EMS services, including Fire Marshal operations.
3. Develop an RFP and award contract for a comprehensive Electronic Content
Management System.
4. Design and implement a new, electronic, employee performance evaluation system.
BUILDING & SAFETY:
1. Deepen staff training in residential and commercial plan checking to maximize
utilization of staff resources.
2. Complete microfiche conversion project.
3. Develop program of cross training for counter staff.
CITY CLERK
1. Continue working through adopted Retention Schedule in the City Clerk Records
Center, performing comprehensive arch ivinglpurging process to facilitate best
practices and adequate workspace for active records.
2. Respond to increased volume of PRA requests in a timely manner.
City of Palm Desert
2019 Goals
Page 4
COMMUNITY DEVELOPMENT
1. Continue to collaborate with Public Works through the construction of the San Pablo
project, with the goal of creating a high quality pedestrian oriented district as
envisioned in the General Plan.
2. Continue to be stewards of the General Plan, paying specific attention to Chapter 12
(Work Plan).
3. In concert with owners of the Westfield Mall and with the Economic Development
Department, identify potential opportunities for enhancement and redevelopment of
the Westfield Mall.
ECONOMIC DEVELOPMENT
1. Facilitate the disposition of Desert Willow parcels, with priority to Parcel B and E.
2. Execute attraction strategy for "Top 20" retail/restaurants identified in the Buxton
study.
3. Initiate the disposition of the SARDA 170-acre site (with Public Works).
4. Research upgrades for and alternatives to the Courtesy Cart Program.
5. Create a new Tourism ad campaign to replace the current campaign, which is now in
its third year.
6. Implement the initial phase of the long-term marketing action plan based on the EDSP
update, including establishing the marketing platform and producing collateral pieces
to support new Economic Development programs.
7. Reinstitute regular meetings of the University Planning and Development Committee.
FINANCE:
1. Review University Park Bonds for refinancing options.
HOUSING:
1. Finish all ADA self -evaluations.
2. Work with the Sands developer for affordable compliance.
City of Palm Desert
2019 Goals
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3. Conduct a tour of the Housing Authority properties once a full Commission is
appointed.
PUBLIC WORKS:
1. Complete design of Alessandro Alley and have project ready to bid.
2. Finish design on Parkview building improvements and have project ready to bid.
3. Upgrade the City Council Chambers; including seating, carpet, audio/visual upgrades,
and sound attenuation.
4. Continue turf conversion to sustainable landscaping, partnering with CVWD, including
30,000 sf project on Haystack.
5. Complete construction of improvements to Freedom Park pickleball courts.
6. Complete design of Phase 2 of San Pablo Improvements Project.
ONGOING GOALS
1. Envision Palm Desert Strategic Plan
2. Economic Development Strategic Plan
3. Information Technology Master Plan
4. 2018 Utility Undergrounding Implementation Plan
5. City of Palm Desert General Plan
6. City of Palm Desert Capital Improvement Plan
2018 Goals Status Report
January 2019
2018 Goal
Lead Dept. Status
Comments
Develop a homelessness outreach program
Community In progress
Operations agreement with
employing behavioral specialists and/or
Development/Ci
county is currently being
peer counselors who work directly with City
ty Manager
negotiated in the City
staff and the Riverside County Sheriff's
Manager's Office.
Department. Seek grant funding to assist
with the creation of this program.
Complete design, bid, and award process of
Public Works In progress
90% design complete. Will
infrastructure for San Pablo Avenue.
put out to bid in February.
Identify best location on Highway 111
Public Works In progress
Working with Planning on
frontage to commence design of General
identifying the appropriate
Plan concepts.
location(s).
Complete ADA Survey of all City facilities
Risk Mgt. In progress
DAC is currently conducting
and public rights of way, and adopt
survey. Housing completed
transition plan.
and Public Works is in
progress. Next steps is to
do a public messaging
campaign (working with
PIO).
Develop a Neighborhood Disaster
Risk Mgt. On hold
Waiting for new Emergency
Preparedness Program.
Services Coordinator (ESC),
who will be starting in late
January 2019.
Develop a plan for renovating the
Risk Mgt. Ongoing
Many enhancements
Emergency Operations Center to improve
completed to EOC, but
efficiency and operational support.
future relocation
Consider potential collaboration with Cove
improvements on hold for
Communities.
new ESC, who will be
starting in late January
2019.
Become a Healthy Eating Active Living
Community Complete
(HEAL) city
Development
Advance the design of CV Link within Palm
Public Works In progress
60% design complete for
Desert city limits and prepare for
main section of CV Link.
construction.
Additional spurs under
review for feasibility.
Study bike lanes and hiking trails, and
Public Works In progress
Negotiations with CVWD
identify opportunities to increase both.
nearing completion for
acquisition of right of way
for Hovley/Fred Waring
trail.
Tourism & In progress
First draft of options and
Study Visitor Center operations and identify
Marketing
recommendation is
optimal location for delivery of services.
complete. City Council
(Remodel City Hall, move to Henderson
Study Session scheduled
Building, Portola Center, library, or kiosks.)
for January 24, 2019.
2018 Goals Status Report
2018 Goal
Lead Dept. Status
Comments
Create a long-term Marketing action plan
Tourism & In progress
30% complete. Marketing
based on EDSP update.
Marketing
staff will coordinate with
Economic Development to
launch Fall 2019.
Revisit policy issues regarding appropriate
Community Pre -launch
pedestrian lighting, i.e. sidewalks, Baja
Development
Park, etc.
Implement a business retention program.
Economic Pre -launch
Currently under
Development
development. To be
launched Fall 2019.
Develop a comprehensive storm water
Public Works In progress
Public Works Land
quality management program to provide
Development Manual,
developers with predictable time and cost
which includes WQMP,
impact information.
being drafted.
Develop incentive programs for
Economic In progress
Incentive program under
underperforming areas of the city:
Development
development and the
a) San Pablo and General Plan
identification of retail
Nodes
targets completed (part of
b) Top 5 retail targets
Buxton contract). Study
c) Hotels
Session scheduled for
d) Vacant, blighted, commercial
March 2019 to discuss
properties
incentive program.
Prioritize and implement strategies for the
Community In progress
Gibbs plan approved in Fall
future viability of high -end retail
Development
2018. Short-term solutions
development on El Paseo and implement
being implemented by
priority recommendations identified in the
Public Works.
Gibbs Planning Group El Paseo Study.
Complete the RFP process and award
Housing Partially
RFP process did not
contract for the affordable housing self-
complete
produce responsive results.
help lots along Merle Avenue.
Currently out to RFP for 2nd
time.
Investigate the feasibility of establishing an
Economic In progress
Investigation of iHUB
innovation hub in Palm Desert, partnering
Development
feasibility complete.
with CVEP and CSUSB-Palm Desert or COD,
Partnership with CVEP and
with the goal of utilizing CSUSB/COD'S
CSUSB established. Office
existing high speed broadband system to
space identified and lease
attract high tech entrepreneur businesses
negotiations are under
and jobs.
way. Design of iHub space
underway to establish T.I.
costs.
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2018 Goals Status Report
2018 Goal
Lead Dept. Status
Comments
Identify disposition strategy for Desert
Economic Partially
Parcel E sold to City. ENA
Willow parcels and prepare request for
Development complete
under development with
proposals for disposition of properties.
developer to investigate
the disposition and
development of the site.
Parcel B under PSA for sale
to surf resort developer.
Project entitlement
application under review.
Shared Parking Strategies: Identify
Community Ongoing
alternative strategies for accommodating
Development
parking.
Conduct a fee study to determine an
Community Pre -launch
appropriate in -lieu parking fee.
Development
Establish an Art & Aesthetic Enhancement
Community Partially
Mural projects will be
Granting Program for the Downtown
Development complete
complete in four locations
Zoning District (i.e. mural assistance or
11/18. Development of
other urban style art projects).
grant program to
commence with new staff
at that time.
Analyze and make recommendations for
Police Dept. In progress
Negotiations with Sheriff's
containing costs and sharing services in
Department ongoing. MOU
Police Services, including traffic
with Cove Cities and La
enforcement.
Quinta underway to hire
Matrix Consulting to
perform a patrol workload
and regional policing
analysis.
Improve public relations by increasing
Police Dept. Ongoing
Police Department
community events. Explore new public
provided a "fluid"
outreach efforts for residents, businesses,
community events
and schools.
calendar.
Analyze effectiveness of current
Police Dept. Ongoing
Police Department
community outreach programs. Improve
provided a "fluid"
community interaction and communication
community events
at the grass roots level by utilizing the
calendar.
"Nixle" system.
Develop an Implementation Plan for utility
Public Works Completed
undergrounding.
Explore a program to offer incentives to net
Community Pre -launch
Researching programs
zero or highly water efficient development
Development
offered by other Valley
and retrofit projects.
cities.
Implement E-TRAKiT for online permitting,
Building & Deferred
Software no longer
plan review, inspections, and building
Safety/Comm.
supported by vendor. New
records.
Dev.
software under
consideration.
Page 3
2018 Goals Status Report
2018 Goal
Lead Dept. Status
Comments
Research and select an electronic system to
Public Works In progress
Researching available
keep track of all work orders that the Yard
electronic ticket/service
crews perform.
request products.
Have inspectors utilize TRAKiT for all
Public Works Completed
inspections and daily logs.
Enable TRAKiT portal for encroachment
Public Works In progress
Modeling electronic
permit process, specifically for the utility
submittal program
companies such as SCE, SCG, and CVWD.
currently used in Public
Works for developer's
electronic submittals.
Finalize reporting for data conversion
Building & In progress
Temporary staff currently
Safety
correcting corrupt data,
completion date unknown.
Complete first phase of the microfiche -to-
Building & In progress
Expect to complete by
digital conversion
Safety
February
Transition record scanning from consultant
Building & Ongoing
Part of daily operations.
based to in-house, not including plans or
Safety
large volume projects.
Implement Open Gov software to allow
Finance Completed
Implemented with 2018/19
transparency and financial information.
budget process.
Explore field electronic documentation
Fire Dept. In progress
Implementation on hold
(TRAKiT) for the Office of the Fire Marshal
until further coordination
utilizing tablets for inspections.
with Fire Marshal in 2019.
Update the City website to include updates
Fire Dept. Completed
with Fire Department staff, updated links
for the Office of the Fire Marshal, and
updated forms for customers.
Implement TRAKiT online portal for
IT In progress,
Online portal operational
Business License and select
with some
for grading permits.
Building/PW/Planning permitting, including
areas
Estimated limited permit
payment of fees and submittal of additional
complete.
inquiry and applications to
types of plans in digital format.
be available by mid-2019.
Retain a consultant, form an internal
IT In progress
Meetings being held with
project team for the development of a
staff of various
project plan implementing a new citywide
departments to develop
document management system to replace
scope. New IT
Questys.
Administrator hired to take
lead on project — RFP by
mid-2019.
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2018 Goals Status Report
2018 Goal
Lead Dept.
Status Comments
Community
Completed and New IT Specialist has been
Continue implementation of the TRAKiT
Development
ongoing hired and we continually
software system in Code and Business
attempt to find ways to
Licensing with a focus on streamlining the
streamline processes.
business process.
Collaborate with City Council, Department
City Council
Ongoing Community survey
Heads, and Committee/Commission
completed. Near, mid, and
liaisons to develop plan for fostering
long-range goals drafted.
greater community engagement in City
government with resident participation on
standing committees and commissions or
ad hoc target -purpose committees.
Complete the reserve policy
Finance
Completed Reserve policy adopted by
recommendations for Council
City Council 9/18.
consideration.
Aquatic Center:
Community
Completed & a) Complete
a) Solicit competitive proposals from
Development
ongoing b) Long-term (5-year)
qualified operators for ongoing
preservation and
operations services.
operations plan in
b) The facility for necessary
progress.
maintenance with the focus on
efficient operations and long-term
asset preservation.
Commence disposition of 170-acre parcel.
Public Works
Pre -launch Informal conversations
with developers ongoing.
Commence the process for a
Finance
Completed Council authorized fee
comprehensive fee study. Complete in
study 9/18. Study to be
2019. Identify possible ways to incentivize
completed in 2019.
or reward net zero projects or outstanding
development through reduction or
elimination of fees.
Monitor and present report on first six
Community
Completed
months of short-term rental operations
Development
under new regulations
Prepare a five-year forecast for inclusion in
Finance
In progress Will be presented to the
the budget for the 2019/20 budget.
City Council at the budget
study session in April/May
2019
Present updated purchasing ordinance to
Finance
Completed
the City Council for consideration.
Develop a workplace safety training
Risk Mgt.
On hold On hold for new
program for each department, including
Emergency Services
development of emergency kits for
Coordinator, who is
employees in each department.
scheduled to start in late
January 2019.
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2018 Goals Status Report
2018 Goal
Lead Dept. Status
Comments
Implement the 2017 classification and
Human Class & Comp
Classification &
compensation and organizational study
Resources Study
Compensation study
recommendations.
Completed
implemented. Organization
structural
recommendations under
consideration.
Revise and improve employment webpages
Human Completed
Continuing to make
and social media, including photography,
Resources
improvements with each
video and updated language. Implement
cycle.
on-line application system.
Improve staff development and training
Human Ongoing —
Onboarding process and
program, with workshops addressing
Resources some areas
staff development
technical and interpersonal skills with a
complete
programs overhauled.
focus on skills -based training for specific
Working with staff and
departments.
vendors on new/improved
technical training.
Develop and implement consistent
Administrative Ongoing
Improvements continue to
branding for administrative functions of the
Services
be made, consistency
City (internal and external), City -produced
improved, in consultation
documents and forms including multimedia
with PIO/Marketing
presentations, PowerPoint templates, form
department.
designs, and certificates.
Complete space -planning project,
Administrative Multi -phase,
Technology and furnishings
consistent with the new org structure.
Services some
in conference rooms
Renew and refresh the Council Chamber
complete,
updated. Space planning
and conference rooms to reflect a more
some in
project deferred to 2019, in
current Palm Desert feel with artwork,
progress
consultation with
signage and displays, leaving the Council
Development Services.
Chamber mural untouched.
Council Chamber overhaul
scheduled for Summer
2019.
Develop a developer -friendly Land
Public Works In progress
Development Manual with the
incorporation of the new TRAKiT system.
Identify attraction strategy for "Top 5"
Economic In progress
Study to identify top retail
retail business categories identified in 2017
Development
business categories and
gap analysis.
potential retailers
complete. (Buxton
contract)
Complete disposition of parcel at
Economic In progress
Entitlement process
Washington and Avenue of the States
Development
underway and at ARC
(Casey's).
review stage. Escrow to
close after approval of
entitlements. 15t quarter
2019.
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2018 Goals Status Report
2018 Goal
Lead Dept.
Status
Comments
Implement Planning Commission review of
Community
Ongoing
First review occurred in
the Capital Improvements Program to
Development
2018.
ensure the planned infrastructure
investments are consistent with the
General Plan.
Complete the disposal of former RDA
Public Works
Ongoing
128-acre parcel in escrow;
properties. (Desert Willow pads are under
Miles Bates home
a separate goal.)
publically auctioned.
Fully implement cannabis regulatory
Community
Completed/
system, including permitting, licensing, and
Development
ongoing
appeals.
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