1	2004 City of El Centro Strategic Planning Project Rosanna Bayon Moore Ruben A. Duran Bill Gay
2	Purpose Solicit Input from Community as to the objectives that the City Council should consider during the development of the City’s budget for fiscal year 2005-2006 and in future budgets.
3	Project Concept Approved by City Council September 2004 Establish Task Force Hold Two Community Workshops Conduct Exit Surveys Develop Goal Statements
4	The Process First Workshop – Saturday, Oct. 16^th Conrad Harrison Youth Center Council and Volunteers Facilitated Workshop Facilitator, Translator & Note Takers Six Topics: Safe Neighborhoods, Recreation, Health & Wellness, Economic Development and Beautification, Transportation & Mobility, Life Long Learning and City Beautification 48 Participants 273 Individual Statements, Issues & Recommendations Obtained
5	"Second Workshop – Tuesday" Second Workshop – Tuesday, October 26^th El Centro Community Center Task Force Chair & Volunteers Facilitator, Translator & Note Taker Prioritized Ranking of Six Sections from First Workshop Prioritized 5 issues from each section 59 Participants English as a Second Language Class Participated Balloting scored; ranked high to low
6	Taskforce Chairs from City Boards and Commissions, Chamber President, Senior Citizen Club Rep. and Southwest High School Associated Student Body President. Met 11/4 and 11/15 Reviewed prioritized outcomes Shaped proposed strategic goals.
7	SDSU Evaluation Process 3 Students: Probability & Statistics Class Provided Logical Reasoning & Mathematical Analysis of City’s Strategic Planning Process Exit Surveys of Workshops: Demographic, workshop site, general impression Street Surveys Results shared at 12/15 Council Meeting
8	Staff Recommended Actions and Goals Review Task Force Goals Review Surveys Adopt Goals
9	Proposed Goals Transportation & Mobility: Develop a transportation plan that reduces congestion, improves traffic flows within the City and surrounding region. The transportation plan will include programs for senior and special needs transportation.
10	"Transportation Infrastructure" Transportation Infrastructure: Strengthen the City’s program of maintenance for the transportation infrastructure. The program will identify the policy, finances, capacity, standards and schedule for the maintenance.
11	"3" 3. Implement an expanded program to address community center facility and service needs for our residents. These services will address a variety of issues for senior, adult, youth and special needs populations through partnerships with public, private and not for profit sectors of the community.
12	"4" 4. Safe Neighborhoods: Enhance Police and Fire Services that improve the safety in the City and is maintained as El Centro grows.
13	"5" 5. Recreation and Lifelong Learning: Implement a comprehensive cultural, recreational and lifelong learning programs for seniors, adults, youth and special needs populations through partnerships with public, private and not for profit sectors of the community.
14	"6" 6. Health and Wellness: Provide leadership through the El Centro Regional Medical Center to the medical community that insures the expansion of the availability and quality of health services in the Imperial Valley.
15	"7" 7. City Beautification: Develop an attractive visual identity for the City of El Centro that includes entryway themes and agency identity. The overriding theme will include the importance of the quality of life in our City.
16	"8" 8. Arts & Culture: Develop a plan that fosters local arts and culture and promotes regional and national cultural opportunities through partnerships with public, private and not for profit sectors of the community.
17	"9" 9. Economic Development: Provide leadership for the region toward creating a sustainable economic base by encouraging the growth of large and small enterprises.
18	Next Steps
19	Objectives During the Budget Workshops, objectives that support the goals should be prioritized into near-term and long-term groups Near-term: 1 to 2 years Long-term: 3-5+ years Some activities for long-term objectives may have near-term activities such has design, engineering, financing, etc.
20	Objectives Staff review of objectives include: Policy Feasibility Financing Timing Ongoing Costs Capacity Compatibility with other projects by the City and other organizations
21	Development of the Annual Budget Consider ongoing operational costs and programs Confirm current services Evaluate financial constraints Establish objectives (projects and programs) for the Five Year Operations Plan Evaluate organizational capacity to implement the operations plan Develop Five Year Finance Plan Develop implementation plan Adopt the 1^st year of the Finance Plan as the Annual Budget Implement the Plan Evaluate the implementation process and adjust as necessary
22	Working Together For A Brighter Future