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Home My WebLink AboutCC, RDA, HA Strategic Plan 01-24-2008 CITY OF PALM DESERT CITY COUNCIL, REDEVELOPMENT AGENCY, AND HOUSING AUTHORITY � S T R A T EGIC PLANNING RETREAT i � January 15 and 16, 2008 * JW Marriott, Palm Desert \ Marilyn Snider, Facilitator—Snider and Associates (510) 531-2904 Sarah Scott Davis, Graphic Recorder—(510) 558-7384 MISSION STATEMENT The City of Palm Desert provides exemplary and sustainable services, arnenities and programs for the benefit of the community. VISION STATEMENT By 2013, the City of Palm Desert will be recognized as a world-class destination for tourism, and a leader in energy efficiency and recreation for the community. CORE VALUES (not in priority order) The City of Palm Desert values . . . Accountability and Fiscal Responsibility Exemplary Customer Service Teamwork Honesty and Integrity Creativity and Innovation BY HOUSG AUTH Leadership ON � ��~�U Accessibility VERIFiED BY: �� )� 7~ Original on file with City Clerk's Office �ITY C�UNCIL�CTION: APFROVED DENIED bL BY RDA �CEIVED OTHER ,„, ON -- I —�4-�� MEETIN DATE " F AYES: r � e ". �r ° VERIFIED BY_1�� II 3��J NOE3• ,,,, � ABSENT: �., Origina! on file with City Clerk'� Office ABSTAIN: „� VERIFIED BY: „r �riginal on Fi3e wi h City Clerk' s Offi<-:: THREE-YEAR STRATEGIC GOALS 2008-2011 * not in priority order > Complete an indoor recreation center with a pool. ► Plan,finance and commence construction of Phase 2 of the Westfield Center including high-end stores. > Design and begin construction of a hotel at Desert Willow. > Maintain financial stability. ► Be recognized as a leader in energy efficiency. S.W.O.T. ANALYSIS Strengths—Weaknesses-Opportunities-Threats WHAT ARE THE STREI�IGTHS OF THE CITY OF PALM DESERT? Brainstormed Perceptions: • City Council basically happy • Financially stable • Excellent customer service • Safety • Strategic location • Calculated growth • Great parks • Excellent infrastructure • Best storm drain system • Innovative ideas • Consistency • Transportation options including golf carts • Affordable housing program • F.nvironmentally conscious • Desert Willow • Business attraction and retention program • Involving the community in committees and programs • Responsiveness to resident's concerns • Public safety academy • Mutual support between staff and Council • Public says staff and Council do a good job • People are proud to live in the City • Excellent place to work • Committed community volunteers • Dog parks • Success of the energy program • Hillside protection ordinance • Best recycling program in Riverside County 2 • Our employees are service conscious • Good management • Continuity of leadership • Art in public places • F.xcellent retail offerings • El Paseo • Community amenities • City is well maintained • No potholes • Well planned community • Risk taking • Excellent landscaping • Redevelopment agency is one of the Uest in the State • We're an all around City • Great sign ordinance • Great interdepartmental cooperation, including contracts • Best/excellent police department • Public likes the free amUulance service • Helped finance the McCallum • Our employee leadership program • Concerts and movies in the park • Community vegetable garden (two of them) • Aitracting higher education • Visitors center • Marketing Program that has created a positive image for the City • Support we give the school districts for school safety • Save energy program "Set to Save" WHAT ARE THE CITY'S INTERNAL WEAKNESSES/CHALLENGES? Brainstormed Perceptions: • Lack of interdepartmental communication • Personality conflicts • Staffing lurnover and public safety • Aging Highway 111 frontage • No control over charitable contributions • Inequitable relationship of staff to projects • Lack of entertainment opportunities for young adults • Out-of-date zoning ordinance • No public pool • Lack of adequate indoor fiiness center • Uysfunctional relationship between planning and Council • Diminishing bike routes • Difficulty filing professional positions • Differing visions regarding density and growth • Egos • Lack of ownership by employees who don't live in the City • i.ack of comprehensive parking policy and program • Problem with the Parks Program • Poor relationship to CVPRD 3 • No hotel at Desert Willow • Revenue streams too concentrated • We try to solve everything with money • Split Council votes • Lack of another destination resort • Lack of budget for reserves • Lack of Council participation • Inefficient Emergency Preparedness I'rogram • Poor name recognition • Restricted ingress into the City from I-]0 • Slow training curve with new employees regarding quality public service • T'oo conservative and limited to underwrite projects such as economic development; use of TOT and sales tax • Not enough fire stations WHAT ARE THE EXTERNAL FACTORS/TRENDS THAT WILI.,/MIGHT HAVE A POSITIVE IMPACT ON THE CITY OF PALM DESERT IN THE NEXT THREE YEARS? Brainstormed Perceptions: • County is building a new police facility • Completion of health services and school nursing at Palm Desert campus of Cal State • New technology in energy conservation. • Expansion of the Gardens Shopping Center on El Paseo • Cold weather in the North • Development of Starwood timeshares at Desert Willow • Slow housing market(more people can move in) • Strong commercial market • Sister CiHes program • Quality of education • Nordstrom coming to Westfield • Completion of Public Safety Academy • Build-out of the North Sphere • Takeover of f�wy 74 and 111 • Redevelopment of the Church Hill • Strong Canadian dollar • Eisenhower Medical Center • Retiring of personnel for police contract • Strong affordable housing market • Aging baby boomers • Growth of Coachella Valley • AB811--energy WHAT ARE THE EXTERNAL FACTORS/TRENDS THAT WILL,/MIGHT HAVE A NEGATIVE IMPACT ON THE CITY OF PALM DESERT IN THE NEXT THREE YEARS? Brainstormed Perceptions: • Earthquake • State budget deficit • Collapse of housing market • Competition from neighboring cities • Extreme hot weather 4 • Blackouts in the summer • Potential recession • Crime • Need for more help from charitable organizations • High construction costs • Natural disasters • Uut-of-control environmental process • Jail and prison overcrowding • Slowing retail sales • Retrenchment of capital markets • Terrorism • Lack of regional carriers into Palm Springs airport • High fuel costs • Inflation • Unfounded rumors • Potential for water shortage • Federal tax policy • Competition for Federal infrastructure dollars • Decrease in hotel occupancy • Drop of the water table • Unemployment • State legislation WHAT ARE THE THREE-YEAR GOALS OF THE CITY OF PALM DESERT? Brainstormed goals: • Complete an indoor recreation center with a pool. • Market the City of Palm Desert internationally. • Plan,finance and commence construction of Phase 2 of the Westfield Center inctuding high-end stores. • Reduce crime. • Increase number of visitors to Palm Desert by 50%. • Create a Parks and Recreation program. • Increase the number of City employees able to live in Palm Desert. • Improve and create new bike trails. • Design and build a fire station. • Create and implement an emergency preparedness program. • Meet and exceed energy conservation goals. • Complete hotel and a third golf course at Desert Willow. • Improve traffic flow. • Create the 2,600 required affordable housing units. • Complete construction of the I'ortola I-10 interchange. • Improve parking facilities throughout the business district. • Determine and resolve the City's density and height issues. • Reduce the number of traffic collisions. • Maintain financial stability. • Be recognized as a leader in energy conservation. 5 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT By January 17,2008 Assistant to the City Distribute the retreat record to those unable to attend or Manager who had to leave early. Within 48 hours of receipt All recipients Read the retreat record. January 23,2008 Executive Management Share the Strategic Plan with the Staff. Team,and Community Development Director January 24,2008 City Council Present the adopted Strategic Plan at a City Council Meeting(receive and file process). January 22,2008 Executive Management Review the"Internal Weaknesses/Challenges" list for Team possible action items. (City Manager—lead) Monthly City Council and Monitor progress on the goals and objectives and revise City Manager objectives(add,amend and/or delete),as needed. Monthly Assistant to the City Uistribute the updated Strategic Plan Update to the City Manager Council and Executive Management Team (who distribute it to their staf�. June 19,2008 City Council and Strategic Planning Retreat for a more thorough review 9:00--4:OOpm Executive Management of progress on the plan. 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