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Home My WebLink About2013-01-24 Study Session - Updated Strategic Plan .. : CITY Of PHA OESERT �• :- .', 7 —510 FRED WARING DRIVE PALM DESERT, CALIFORNIA 92260-2578 TEL: 760 346-0611 �\ ,:4, D ;••'• info4cityofpalmdesert.org NOTICE OF STUDY SESSION OF THE PALM DESERT CITY COUNCIL NOTICE IS HEREBY GIVEN that the Palm Desert City Council will convene for a Study Session Thursday,January 24, 2013,at 2:00 p.m. in the Administrative Services Conference Room of the Palm Desert Civic Center, 73510 Fred Waring Drive, Palm Desert, California 92260. Said Study Session will be for the purpose of discussing development of an updated City Strategic Plan. ....lopopo, R A H LLE D. KLASSEN, CITY CLERK CITY OF PALM DESERT, CALIFORNIA JANUARY 18, 2013 NO ACTION WILL BE TAKEN AT THE STUDY SESSION. PURPOSE OF THE STUDY SESSION IS INFORMATION ONLY. •PAIMIEU 0X RECYCLED PAPER Community Visioning and Strategic Planning Palm Desert, California January 24,2013 What is the National Civic League? NCL is the United States'oldest good government organization:strengthening citizen democracy by transforming democratic institutions We provide technical assistance,training and diagnostic tools to communities nationwide. National Civic League Programs • All-America City Award • Visioning&Strategic Planning • Community Research&Services • National Civic Review • Model City Charter —Council-manager form of government NuonY Chic Iryue l 1 Old Assumptions about Community Change 1. Government owns the public agenda 2. Progress is based on zero sum politics;there are winners and losers;majority rules 3. Very few voices matter;power is held in blocks; only like thinkers sit at the table 4. Implications for change:decisions are easy because few people are at the table and they all think alike;things move along easily NM.]Crvic Lupo d Our Assumptions about Community Change 1. Public agenda is jointly held 2. Progress comes via consensus;differences are acknowledged;commonalities the focus 3. Many voices matter;different thinkers at the same table;power is shared 4. Implications for change:messy,more time consuming,and difficult;outcomes take longer to reach but are stronger in the long term National C.i,Leyue Strategic Planning Model Initiating Phase Stakeholder mple"1 Vision Roles/Tasks& Action Process Design Data Profile Evaluation Stakeholder Community Analysis and Scan Update Plan Selection KPAs Revisit Logistics Governance Action Planning 2 Phase I: Initiation Establishment of the Initiating Committee • Diverse representation of the community —Interests and perspectives —Demographics • A process focus • Workers • Spokespersons to the community • Awareness of community players,dynamics and activities • Media and communications N.tiwM Ci is l*.p• 7 Initiation Phase: focus on process,not content • Finalize Process and Project Calendar • Analyze Community Interests and Perspectives • Identify Stakeholders • Develop Recruitment Strategies • Address Project Logistics —Staffing —Mailings,Phone Calls —Meeting Site —Refreshments —Funding N.M Civic le.pue p Initiating Phase: Critical Tasks • Select Chairperson(s) • Project Name • Plan Kick-off • Form Committees —Coordinating —Outreach —Research National CM,lupus 9 3 Project Roles and Responsibilities Chair(s) • Formal opening and closing of sessions • Chair Coordinating Committee • Point person in community • Spokesperson • Liaison with NCL Coordinating Council • Process management(not content) • Liaison with stakeholders • Schedule,logistics • Communication with media and community • Create a two-way flow of information N+umW Chic lupus In City Roles&Responsibilities Administrative Staffing • Mailing,outreach coordination • Phone calls—stakeholders,committees • Records and clearinghouse of information • Clerical assist in outreach effort City Staff • Participate as stakeholders • Act as resources of information • Inspire the stakeholders to possibilities N*00&Chic Is+gw I I Other Roles & Responsibilities National Civic League • Neutral advice,coaching,guidance • Ensures participation—negates domination • Keeps process on-track,on-schedule • Process design and management Stakeholders • Attend stakeholder meetings to develop the plan • Diverse in representation • Commitment to process • Responsibility for content and conclusions N.Jow Chic 1,424 12 4 Phase II: Stakeholder Planning • Develop Vision for the Community —Building on previous efforts • Assess Current Realities and Trends —Community Scan on Strengths,Weaknesses, Opportunities,and Threats(SWOT) —Community Data Profile —Community Perception Data(optional) —Determine Civic Infrastructure(Civic Index) Nsemul CMG Isyw Il What is the Civic Index? — A measure of the • Community Vision formal and informal • Roles in Governance processes,networks, • Bridging Diversity and practices through • Reaching Consensus which communities • Sharing Information make decisions and • Crossing Jurisdictions solve problems. • Educating Citizens • Building Leadership • Learning from Experience N.o ry onal Cm<lue 13 Stakeholder Planning Tasks • Select Key Performance Areas(KPAs) —Mini-vision for each KPA —Objectives(previous comprehensive plan?) • Rationale;Action Steps;Benchmarks • Implementers;Resource Needs;Timeline • Implementation Entity Formed • Who will be responsible?Project priorities? • Producing&Publicizing the Plan • Writing Team Formed • Presentation to the Community National Cris Lespus 11 5 • Phase III: Implementation • Implementation Entity Convened —Revisit Plan —Further Thinking/Integration If Necessary —Monitor Implementation —Fine-tuning and Adjustments Where Necessary —Create Mechanism to Update Plan • Annual Review of Plan&Implementation —Convene stakeholders;community forum Nasagal CM League 16 Implementation Committee • Work with staff in prioritizing projects • Continue to work with staff on an ongoing basis with implementation and troubleshooting • Work with staff to report progress to the community Nati,. C,.t league 11 Keys to Success in Community-Based Processes • Create an open and credible process with broad- based participation—early on and throughout. • Create a diverse coalition to implement recommendations. • Participants must spend their energy on possibility rather than impossibility. • Produce specific recommendations,some of which can be implemented almost Immediately. • Recognize that listening and patience are critical factors of success. National Cnic Leaps IS 6 Keys to Success (A) • During times of frustration,cynicism and hopelessness,sustain your momentum by working through obstacles,and see the process through to the end. • When possible,reach consensus on all desired outcomes. • Resilience and taking the necessary time must be key factors of participation."Go slow to go fast." NCJoul C2949 1s92ue 19 Keys to Success (B) • Get below the surface on difficult issues.Focus on root causes and concerns.Find your common values. • Be willing to accept tough self-evaluation. • Stakeholders must make tangible commitments of resources to the initiative. • The process outcome cannot be predetermined. Nctl,.J Cnic I.upuc to Potential Pitfalls in Community Visioning Projects Struggling Leadership Practices • The"usual suspects"are 1n charge of the project from start to finish. • The project leadership,rather than the group,makes the final decisions on action planning content. • Project leadership and staff do not follow through with responsibilities. • A few people change decisions that are agreed upon by the whole group. NctionY Cnic fugue 11 7 Potential Pitfalls (B) Lack of Inclusiveness of the Broader Community • The stakeholder process and its meetings are closed rather than open,to the broader community. • The project is exclusive rather than inclusive of diverse community interests. • Project ownership is limited to a small power group. • Feedback loops from the stakeholder group to other parts of the community are not established. NauonalCM Ixaaw 22 Potential Pitfalls (C) Poor Communication • Participants avoid conflict at all costs. • Communication lacks honesty and truth. • Groups make decisions by voting rather than taking the time to build consensus. • The participants focus their energies on how things"can't work"rather than what needs to be in place to make sure they can. NenznalCnn Ia ]J Potential Pitfalls (D) Poor Processes • Common goals are not identified. • Participants depend too much on hard data to make decisions rather than including community perceptions and other underlying factors that influence the information. • The developed strategies are unrealistic. • Interim successes are overlooked. Nth,,I Cnic luyue 24 8 • Potential Pitfalls (E) Lack of a Sustainability Plan • Implementation structures and their role are not clearly established. • Practices return to"business as usual"during implementation • Community doesn't update and revisit plan on a regular basis. National CiNc ILyu. 25 Community Context & Preferences 1. What do you want from this process? 2. How will this relate to previous efforts? 3. What kinds of community engagement are you comfortable with? 4. How will this effort relate to other upcoming community efforts? 5. What online interaction do you prefer? Nadon51 Chic L•::•. 26 Possible Timetable: Initiation • February:Initiating Committee Session A —(on-site) • February:Initiating Committee Session B —(conference call) • March:Initiating Committee Session C —(on-site) • March:Initiating Committee Session D —(conference call) • Feb-April:Preparing for the Kick-off N.m ul Chic Lel.= 21 9 Possible Timetable: Planning 1:Kick-off Town Hall(April) 2:Community Vision(April) 3:Scan;Current Trends&Realities(May) 4:Select Key Performance Areas(May) 5:Develop Key Performance Areas(June) 6:Plan Key Performance Areas(June) 7:Evaluate Key Performance Areas(July) 8:Action Plans&Strategies(August) 9:Final Report:Town Hall Meeting(September) �uoiul CMG 3Y N Possible Timetable: Implementation • September —on-site meeting • October —on-site meeting • November —on-site meeting • December —on-site meeting N.t,J Ow UM. 39 National Civic League • Team Members —Gloria Rubio-Cortes —Bev Perry —Bill Schechter • Contact Details —303-571-4343 —www.ncl.org Nation)Civic 1.91999 SO 10