HomeMy WebLinkAbout02/19/2013 07 2013 Business Plan - City of Yakima f
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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON .---,
AGENDA STATEMENT
Item No. t
For Meeting of February 19, 2013
ITEM TITLE: City of Yakima Business Plan
SUBMITTED BY: Tony O'Rourke, City Manager
CONTACT
PERSON /TELEPHONE:
SUMMARY EXPLANATION:
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Insurance Required? No
Funding
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APPROVED FOR
SUBMITTAL: City Manager
STAFF RECOMMENDATION:
BOARD /COMMISSION RECOMMENDATION:
ATTACHMENTS:
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❑ Business Plan
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: .4.."1::,„ OFFICE OF THE CITY MANAGER
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' 1 : 4 "Ft 129 North Second Street
R . m 7 '. , „ i ,.., , . . . . ,R1 CITY HALL, Yakima, Washington 98901
RRW,R, Phone (509) .575-6040
Honorable Mayor and Members of the Yakima City Council,
I am pleased to present to you for your review and adoption the City's first Business Plan. The 2013 Business Plan
operationalizes the implementation of the City Council's Strategic Plan that was adopted in November 2012. The
Business Plan is the culmination of a comprehensive process undertaken by the City Council and City staff to evaluate
community needs and interests and identify the key strategic priorities to move the community and City organization
forward.
The City Council's adoption of the Strategic Plan and Five-Year Financial Plan place the City in the best position to
achieve significant and sustainable community and organizational results. Adoption of the Five-Year Financial Plan
represents a prudent and balanced strategy by the City to ensure a long-term fiscal sustainability. Adoption of the
Strategic Plan established the City's five key strategic priorities, which include:
* Economic Development
* Public Safety
* Improving the Built Environment
* Public Trust & Accountability
* Partnership Development
The Business Plan focuses on implementing the first year of the City's adopted Strategic Plan by integrating the City's
strategic priorities, key intended outcomes, and performance measures into daily operations.
Business Plan Structure
The Business Plan includes a brief description of the City's organizational structure and the City Council's Five Strategic
Priorities. Each strategic priority section then identifies proposed initiatives to address each strategic priority and
achieve the Key Intended Outcomes between January 2013 and December 2013. The Business Plan concludes with a
summary of all Business Plan initiatives.
Progress Reports
Quarterly and Annual Progress Reports on the implementation status of the Business Plan will be presented to the City
Council and community. Each fall, the City will present a "State of the City" report to the community, which will include
the Annual Progress Report of the Strategic and Business Plans.
Business Plan Development Process
As noted above, the Business Plan is the result of a comprehensive process as illustrated by the diagram below.
Business Model
g Data
P • A na 6.w s
��A� - , S tra teg+e Plan •r ��-� 'Learn?
Business Plan
"Inform" Budget
Core values = Culture
The FY 2013 Budget will fund Business Plan initiatives that require funding and the integration of an improved
organizational culture that rewards and recognizes performance will help to ensure the City Council's Strategic Priorities
will be accomplished.
Summary
Despite the worst economic recession since the Great Depression, the City of Yakima is focusing on the future. The
strategies reflected in the Strategic Plan, Five -Year Financial Plan, and the Business Plan allow the City to honor its
commitment to the community to provide essential, outstanding, and cost - effective service to its residents and businesses.
Once again, I offer my thanks and appreciation to the community for the valuable input they provided. I also thank our
employees who embraced the Strategic Plan and the Business Plan initiatives, and the City Council for providing the
opportunity for the City to demonstrate its commitment to the community. I look forward to a productive 12 months of
implementation of the Business Plan and will provide quarterly reports to keep the citizenry and City Council informed of
our progress.
Sincerely,
4 ‹: - . 1 Wt. 0
City Manager
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City of Yakima
2013 d4 peso
E lected Officials
Micah Cawley, Mayor
Maureen Adkison, Assistant Mayor
Sara Bristol, Councilmember
Rick Ensey, Councilmember
Kathy Coffey, Councilmember
Dave Ettl, Councilmember
Bill Lover, Councilmember
City Manager
Tony O'Rourke
129 North 2nd Street
Yakima, WA 98901
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Page
Introduction 1
City Organization 3
Strategic Priorities 4
BUSINESS PLAN:
Strategic Priority: Economic Development 5
Strategic Priority: Public Safety 7
Strategic Priority: Improve the Built Environment 9
Strategic Priority: Public Trust & Accountability 13
Strategic Priority: Partnership Development 17
Summary of Initiatives 19
9 wda c t th t
C i,; OFFICE OF THE CITY MANAGER
L. 1: 129 North Second Street
. 1 i CITY HALL, Yakima, Washington 98901
Phone (509) 575 -6040
Honorable Mayor and Members of the Yakima City Council,
I am pleased to present to you for your review and adoption the City's first Business Plan. The 2013 Business Plan
operationalizes the implementation of the City Council's Strategic Plan that was adopted in November 2012. The
Business Plan is the culmination of a comprehensive process undertaken by the City Council and City staff to evaluate
community needs and interests and identify the key strategic priorities to move the community and City organization
forward.
The City Council's adoption of the Strategic Plan and Five -Year Financial Plan place the City in the best position to
achieve significant and sustainable community and organizational results. Adoption of the Five -Year Financial Plan
represents a prudent and balanced strategy by the City to ensure a long -term fiscal sustainability. Adoption of the
Strategic Plan established the City's five key strategic priorities, which include:
* Economic Development
* Public Safety
* Improving the Built Environment
* Public Trust & Accountability
* Partnership Development
The Business Plan focuses on implementing the first year of the City's adopted Strategic Plan by integrating the City's
strategic priorities, key intended outcomes, and performance measures into daily operations.
Business Plan Structure
The Business Plan includes a brief description of the City's organizational structure and the City Council's Five Strategic
Priorities. Each strategic priority section then identifies proposed initiatives to address each strategic priority and
achieve the Key Intended Outcomes between January 2013 and December 2013. The Business Plan concludes with a
summary of all Business Plan initiatives.
Page 1
Progress Reports
Quarterly and Annual Progress Reports on the implementation status of the Business Plan will be presented to the City
Council and community. Each fall, the City will present a "State of the City" report to the community, which will include the
Annual Progress Report of the Strategic and Business Plans.
Business Plan Development Process
As noted above, the Business Plan is the result of a comprehensive process as illustrated by the diagram below.
Business Model
Dat
■oo R An
� �te &nin g -
Busrncss Pfan
"Inform" Budget
Loh:Fund"
Core Values = Culture
The FY 2013 Budget will fund Business Plan initiatives that require funding and the integration of an improved
organizational culture that rewards and recognizes performance will help to ensure the City Council's Strategic Priorities
will be accomplished.
Summary
Despite the worst economic recession since the Great Depression, the City of Yakima is focusing on the future. The
strategies reflected in the Strategic Plan, Five -Year Financial Plan, and the Business Plan allow the City to honor its
commitment to the community to provide essential, outstanding, and cost - effective service to its residents and businesses.
Once again, I offer my thanks and appreciation to the community for the valuable input they provided. I also thank our
employees who embraced the Strategic Plan and the Business Plan initiatives, and the City Council for providing the
opportunity for the City to demonstrate its commitment to the community. I look forward to a productive 12 months of
implementation of the Business Plan and will provide quarterly reports to keep the citizenry and City Council informed of
our progress.
Sincerely,
4:441.1§
City Manager
e ctv O veza04 4 4 , 04
In July 2012, the City adopted several organizational changes including a reorganization of departments and services.
The current organizational structure includes the following services and departments:
• City Attorney's Office
• Public Safety Services: Police and Fire Departments
• Finance Department: Financial Management, Budgeting, Purchasing, Utility Customer Services
• Information Technology /9 -1 -1 Communications
• Community Development: Planning, Codes, Neighborhood Development Services
• Engineering /Utilities: Water, Wastewater, Stormwater, Irrigation
• Public Works: Parks & Recreation, Cemetery, Streets, Signs, Refuse, Transit, Fleet
• Internal Services: City Manager's Office, Economic Development, Strategic Projects, Communications and
Public Affairs, Human Resources, City Clerk
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CITY MANAGER Civil Service Commission
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f Municipal Court Chief Examiner
Assistant to the City Mgr
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Community Police Chief r
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City j
Development f Finance Public Works 1 Airport Clerk p •
Director .- -,
Director 911/ Director - -.
r I -. I J dispatch J Communications
Animal e ' & Public Affairs
Control Purchasing J Technology
k. i e , Utilities & Services
l 1 Fire Chief Engineering J
Economic City Attorney
Development Director 1
Fire � , Radio/
Manager Human Electronics
J Inspectors Resources
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In July 2012, the City contracted with the National Citizen Survey Center and conducted its first citizen survey. On August 28,
2012, the City Council met and evaluated the information gathered from the survey. Council recognized and validated "The Case
for Change" had been made to move away from "government as usual" and toward a local government that is customer focused,
data driven, and results oriented. Toward this end, the City Council on October 23, 2012, adopted five Strategic Priorities which
are designed to address serious economic conditions, meet community expectations, build on the community's strengths and
interest in the City, restore the community's trust, and move the City from recession to recovery.
• ECONOMIC DEVELOPMENT: Through collaboration and partnerships, the City will aggressively support
economic development efforts that will create quality, living wage jobs to ensure a diverse economic base, a
resilient and growing City tax base, and long -term economic vitality for the City of Yakima.
• PUBLIC SAFETY: The City is committed to providing a safe and secure environment for its residents, businesses,
and visitors through increased partnerships in crime prevention, fire and life safety, code inspections,
preparedness, and community policing.
• PUBLIC TRUST & ACCOUNTABILITY: To enhance civic engagement and maximize information outreach by
listening to, understanding, and fostering mutual respect with the community.
• PARTNERSHIP DEVELOPMENT: To build cooperative and reciprocal partnerships with local, regional, state and
federal agencies, non - profit and private entities in order to enhance the vitality and quality of life City of residents,
businesses and guests.
• IMPROVE THE BUILT ENVIRONMENT: To improve the City's "First Impression" and ensure investment in
community and tourist infrastructure.
Page 4
Seae9c P Ecoo�u . � eceeeoftmeae
The overall goal of Economic Development as a strategic priority is to aggressively support economic development efforts that will
create quality, living wage jobs in order to ensure a diverse economic base, a resilient and growing City tax base, and long -term
economic vitality for the City of Yakima. To move the City economy from recession to recovery, the City will commit to fostering a
dynamic and diverse economy for Yakima.
DOWNTOWN REVITALIZATION IMPROVE OVERALL AIRPORT BUSINESS
Lead Department: Economic Development OPPORTUNITIES
The Economic Development Department will work closely with the Lead Department: Economic Development
business community, the DYBID Advisory Board, the Yakima Police The City Manager and Economic Development Department will
Department, citizens, and City Council to improve the downtown work closely with the Yakima City Council to improve business
business environment, perceptions of safety in the district, and chart a opportunities at the Yakima Air Terminal by pursuing full
path for future economic growth, investment and community gathering. ownership and control of the airport facility, hiring a consultant to
The Economic Development Manager and Strategic Projects Manager evaluate business opportunities, and work to attract new and
will lead the Downtown Master Planning and Retail Planning process improved commercial airline services.
throughout the year and work to include the participation of the business
community, citizens, and City Council in the plan's final
recommendations and implementation phases.
IMPROVE CITY OF YAKIMA SPECIAL EVENTS AND — �'
CREATE NEW EVENTS IN DOWNTOWN 4 - - ---
Lead Department: Economic Development • 1_.
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The Economic Development Department will work with event
organizers to improve the overall appearance and quality of special
events in the City of Yakima. The Economic Development Department
will work with the business community to create new events such as a COLLABORATE WITH DOWNTOWN BUSINESSES
concert series, movie series, and enhanced holiday activities to draw TO FOSTER THE GROWTH AND ENHANCEMENT
residents and visitors to downtown. The Economic Development OF THE DOWNTOWN
Manager will implement a new set of special event guidelines to
streamline the event production process and to make events more Lead Department: Community Development
flexible to downtown's growth. The Community Development Department will collaborate with
downtown businesses to foster the growth and enhancement of
CASCADE MILL PROJECT the downtown as a destination through development of a
Downtown Master Plan, enhanced public safety, customer -
Lead Department: Strategic Projects friendly parking, marketing, additional special events, an
The staff will work with Yakima County, the State of Washington and attractive physical environment, pedestrian oriented design
federal agencies to secure funding and approval for necessary standards, and review of regulations to encourage investment
transportation and infrastructure improvements to enhance access to while ensuring health and safety.
the Mill Site. A critical step in the redevelopment of the Cascade Mill
Site is the development and execution of a plan for the environmental
restoration of the Mill Site along with consolidated ownership and
infrastructure improvements to position the Cascade Mill District as a
prime economic development site for private sector development.
Page 5
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PERFORMANCE MEASURES Current 2013
Increase the citizen survey rating of those who rate the City's employment 15% 18%
opportunities as excellent/good
Lower unemployment rate 10% 9%
Increase number of business licenses 6,176 6,300
Increase annual sales tax growth 5% 3.0%
Increase annual lodging tax growth 3.2% 3.5%
Increase the citizen survey rating of those who feel safe in the downtown after dark 23% 30%
Increase number of new downtown businesses — 6
•
Page 6
St'aee9e Pe; PJ€c S 4e
The City is committed to providing a safe and secure environment for its residents, businesses, and visitors. However, random
acts of gang violence, property crimes, and auto thefts have created growing concerns about public safety in Yakima. The overall
goal of Public Safety as a strategic priority is to ensure healthy and vital neighborhoods free of crime by increased community
based partnerships in crime prevention, fire and life safety, code inspections, preparedness, and community policing.
DECREASE GANG ACTIVITY NORTH 1ST STREET EMPHASIS
Lead Department: Police Department Lead Department: Police Department
In 2013 we will be expanding our Gang Unit from four officers A North 1st Street Task Force will be created consisting of YPD,
and one sergeant to eight officers and two sergeants. We will Neighborhood Services, Fire, Streets, Refuse, Community
also be adding one additional officer to the Violent Crimes Task Development, and Economic Development as well as Federal,
Force. State, County, and private partners. The Task Force will identify,
isolate, and resolve issues pertaining to crime, aesthetics, and
public security along the North 1st Street corridor.
REDUCTION OF BURGLARIES, AUTO THEFTS,
AND ROBBERIES
IMPROVE COMMUNICATIONS CENTER
Lead Department: Police Department CALL PROCESSING FUNCTIONS
The City of Yakima remains committed to reducing the number of
robberies, burglaries, and auto thefts within the City by 10 %. Our Lead Department: Communications Division
goal is to reduce robberies from 159 in 2012 to 143 in 2013; auto The Communications Division will focus on employee training and
thefts from 1,268 to 1,141; and burglaries from 1,611 to 1,450. entry processes to reduce emergency call entry processing time
by 25% in six months and meet national standards in 18 months
(90 seconds from receipt of call to dispatch 90% of the time). The
FIRE INSPECTION PROGRAM Communications Division will also focus on completing its
Lead Department: Fire Department Comprehensive Five -Year Public Safety Communications Plan by
third quarter 2013. And, the Communications Division will identify
Conducting annual fire safety inspections of all a new location for the 911 /dispatch center to enhance operations
4,000 commercial public occupancies is an and improve performance.
integral component of ensuring the safety of the ,
citizens of Yakima. Reestablishment of this
program will not only make Yakima a safer City - INSTITUTE A CHARGING UNIT
to live in and visit, but will also help prevent fire
loss and suppression costs. Lead Department: Legal
The Prosecution Division will institute a charging unit in 2013 to
allow the division to exercise prosecutorial discretion before
PRE - FILING DIVERSION PROGRAM charges are filed. Controlling criminal case filings will directly
Lead Department: Legal impact indigent defense costs and may result in lower jail costs.
The Prosecution Division will implement a pre - filing diversion
program in 2013. This effort will be in conjunction with the action
identified in the Charging Unit implementation.
Page 7
..s premie Ala& sa - coe,
DUI FORFEITURES INCREASE LIGHTING COVERAGE
Lead Department: Legal Lead Department: Streets
The Legal Department proposes expanding the existing drug forfeiture The Streets Division will be replacing older technology street
action the department has been managing for the past several years to lights with high - efficiency, brighter technology to reduce the
include proceedings of forfeiture related to DUI violations. potential for crime.
REAL PROPERTY FORFEITURES ESTABLISH AN EFFECTIVE GRAFFITI
Lead Department: Legal ABATEMENT PROGRAM
The Legal Department will be expanding the existing drug forfeiture Lead Department: Community Development
actions it has been conducting for cash and personal property seized in The Community Development Department will establish an
association with drug arrests to include real property that has been effective graffiti abatement program focused on notification,
used in the furtherance of this same criminal activity. The present clean -up, investigation, and enforcement by responding quickly
program has been well managed and is functioning smoothly and with to graffiti complaints increasing the number of graffiti paint -
good success, so it is an appropriate time to initiate the process to overs, working with YPD to identify the taggers; and working
include implicated real property when it appears there is a value that with local agencies, schools, non - profits, etc. to expand graffiti
will benefit the City in doing so. paint -over programs.
PERFORMANCE MEASURES Current 2013
Citizen rating of safety in their neighborhood after dark (very safe /somewhat safe) 50% 55%
Citizen rating of safety in downtown after dark (very safe /somewhat safe) 23% 28%
Crime prevention citizen rating (excellent/good) 23% 28%
Violent crime rating (very safe /somewhat safe) 26% 30%
• Property crime rating (very safe /somewhat safe) 17% 20%
Fire response travel time under five minutes 90% 90%
Fire department rating (excellent/good) 84% 86%
Police department citizen rating (excellent/good) 54% 57%
Number of commercial structures inspected 0% 3,000+
Percent of robberies per 1,000 residents (UCR 1) / crimes cleared 1.81 133% 1.79 / 35%
Citizen rating of police contact (excellent/good) 50% 55%
Percent of burglaries per 1,000 residents (UCR) / crimes cleared 17.7 17.5
Contain all fires to the area of origin 86% of the time after fire dept. arrival No data 86%
Page 8
s :) Ectiee Eetziewpopteati
The overall goal of Improve the Built Environment as a strategic priority is to improve the City's first impression and ensure invest-
ment in community and tourist infrastructure.
CONTINUE THE PHYSICAL REVITALIZATION OF The project will increase the WWTP's treatment capacity while
deferring the need to build out for future growth. By lowering
THE CITY TO PROMOTE A STRONG FIRST operational costs for the treatment of high strength loading, new
IMPRESSION AND COMMUNITY ATTRACTIVENESS industries may locate to Yakima due to the City's ability to treat high
TO BUSINESSES strength process wastewater thereby providing increased economic
development within the City. Finally, there may be the potential of
Lead Department: Community Development lowering operating costs for industrial users discharging to the
The Community Development Department will be focusing on North UASB system. All of these initiatives will help stabilize future rates
1st Street restoration including: sign code enforcement, for all users, residential, commercial, and industrial.
landscaping, weed and debris abatement, and graffiti abatement.
The Department will also be exploring the idea of a Community
Renewal Area for North 1st Street and the abutting neighborhoods. IMPROVE OPERATIONS OF DOWNTOWN YAKIMA
BUSINESS IMPROVEMENT DISTRICT AND
OVERALL BEAUTIFICATION THROUGHOUT THE
DOWNTOWN DISTRICT
ENHANCE THE APPEARANCE OF THE CITY
Lead Department: Economic Development
Lead Department: Community Development
The Economic Development Department will work closely with the
The City will develop an on -going Repair & Care Service that utilizes business community, the DYBID Advisory Board, and the
the resources of neighborhood associations; apply graffiti abatement Downtown Ambassador team to improve the overall appearance of
efforts; improve and maintain the safe and sanitary living conditions the downtown district. We will improve the appearance of the
for qualified low to moderate homeowners through the Senior/ downtown flower basket and planter program, work to update the
Disabled Emergency Home Repair Program; improve and maintain appearance of downtown's landscaped environment and gateway
the appearance of the aging housing stock for qualified low to signage on Yakima Avenue, and implement a $15,000 grant
moderate homeowners through the Exterior Paint Program; develop program to encourage the business community to add more flowers
a downtown master plan, design standards for the downtown, and a and planters outside storefronts. Additionally, we will continue to
signage overlay district. provide prompt graffiti removal service throughout the downtown
district and report evidence and trends to the Yakima Police
Department.
EXPANSION OF THE CITY'S INDUSTRIAL WASTE CODE ENFORCEMENT SUPPORT
SYSTEM
Lead Department: WastewaterlStormwater Lead Department: Legal
The Legal Department will handle code enforcement litigation
The design work for a new Upflow Anaerobic Sludge Blanket internally, allowing a greater number of cases to be prosecuted at
(UASB) reactor at the wastewater treatment plant (WWTP) to
less cost to the City and thus increasing the effectiveness of the
effectively treat high strength food processing industries has been Code Enforcement Division. This will reduce the cost of outside
completed and is scheduled to be in operation in July 2013. legal counsel and allow more cases to be prosecuted by Code
(Continued) Enforcement, thereby increasing the effectiveness of nuisance
property abatement.
Page 9
Imfritove rite &de Setzteregmee—optif
IMPROVE AND MAINTAIN THE SAFETY AND CREATE A STRONG FIRST IMPRESSION OF THE
RELIABILITY OF OUR DRINKING WATER AND CITY THROUGH ENTRY STATEMENTS AT KEY CITY
IRRIGATION SYSTEMS ENTRANCES OFF OF US HWY 12 AND 1 -82
Lead Department: Water Lead Department: Community Development
The Water Division will improve and maintain the overall condition of The Department will explore optional strategies for improving the built
the drinking water treatment plant to ensure the plant meets or environment along the Nob Hill Road corridor off of 1 -82 and provide
exceeds water quality parameters and maintains adequate recommendations to City Council.
reliability. They will also improve and maintain the overall condition
of the river diversions, maintain adequate reliability and meet the
needs of the environment. Staff will design and manage all small CREATE NEIGHBORHOOD SERVICE TEAMS
sized irrigation infrastructure projects. Lead Department: Community Development
The Community Development Department will create Neighborhood
IMPROVE AND MAINTAIN THE RELIABILITY AND Service Teams consisting of all City operational departments and
neighborhood associations to enhance neighborhood appearance
OVERALL CONDITION OF THE CITY'S and community pride.
WASTEWATER TREATMENT PLANT AND
SANITARY SEWER COLLECTION SYSTEM
ENFORCE SIGNAGE AND CODE STANDARDS
Lead Department: WastewaterlStormwater
Lead Department: Community Development
Efforts will be directed for more effective cleaning of the sanitary
sewer collection system by implementation of a new cleaning The Department will be enforcing signage and code standards to
schedule utilizing the GIS mapping layer and pipe segments, ensure the aesthetics, integrity, and safety of the City. Staff will be
including the focus on root control. "Condition Assessment" reviewing and streamlining existing City codes related to appearance
continues to effectively prioritize repair /replacement projects while and signage.
new efforts concentrate on the capabilities of asset management.
To improve the reliability of the sanitary collection system, work will
continue to identify and remove sources of inflow /infiltration. STREET INVESTMENT
Lead Department: Streets Division
IMPROVE AND MAINTAIN THE RELIABILITY AND The Streets Division and Engineering Department will be issuing
OVERALL CONDITION OF THE CITY'S contracts for $5 million to overlay and construct 28 lanes miles of
STORMWATER SYSTEM road in 2013. The projects will be built on time and within budget.
Proposed Projects:
Lead Department: WastewaterlStormwater
Tieton Drive 32nd Avenue to 40th Avenue
Efforts will be directed toward more effective cleaning of the Nob Hill Boulevard 1st Avenue to 10th Avenue
stormwater collection system, including the focus on root control. Summitview Avenue 48th Avenue to 56th Avenue
"Condition Assessment" continues to effectively prioritize repair/ 40th Avenue Tieton to Summitview
replacement projects while new efforts concentrate on the 64th Avenue Ahtanum to Washington
capabilities of asset management. Continuing to focus on capital 1st Street Mead to Nob Hill
improvement projects will effectively address localized flooding and 6th Street Yakima Avenue to "H" Street
hazardous conditions. Fair Avenue Mead to Nob Hill
16th Avenue Englewood to Madison
Walnut Street 1st Street to 3rd Street
Walnut Street 3rd Street to 6th Street
Washington Avenue 1st Street to 14th Street
Impraue fix Eat Suw#t�tee cam.
MANAGE THE DESIGN AND CONSTRUCTION OF ESTABLISH A COMMUNITY CLEAN -UP TEAM TO
WATER AND IRRIGATION INFRASTRUCTURE HOLD NEIGHBORHOOD CLEAN -UP EVENTS
Lead Department: Water
Lead Department: Refuse
The Water Division will manage the design and construction of
water and irrigation infrastructure, oversee the operation and The Refuse Division will establish community clean-up teams to
maintenance of the water and irrigation infrastructure, pursue hold events throughout Yakima. The goal is to hold two clean -up
outside funding opportunities and pursue inside and outside events in each of the four Council districts annually.
partnerships to leverage resources.
PILOT RECYCLING PROGRAM
SECURE FEDERAL AND /OR STATE FUNDS FOR Lead Department: Refuse - -.
MILL SITE
The Refuse Division will be
Lead Department: Finance conducting a small scale pilot
The Finance Department will work with the County, State, and project to test assumptions and
REDUCE
Federal agencies to secure funding and approval for necessary validate cost estimates of a
transportation and infrastructure improvements to enhance access recycling program. If the test
HEUSI
to the Mill Site. The department will support partnership initiatives program is cost effective, the project ee
of other departments by providing research and analysis of will be expanded to a full scale test R C CYCLE
projected fiscal impacts. model.
IMPROVE PARKS & TRAILS ENSURE ADEQUATE WATER RESOURCES TO
Lead Department: Parks & Recreation MEET FUTURE WATER DEMAND
Yakima has a path and trail infrastructure that could be expanded Lead Department: Utilities —Water Division
to provide more opportunities, which the 2012 Yakima Citizen The Water Division will participate in the Yakima River Basin
Survey identified as a need in 2012. A regional path and trail Integrated Water Resource Management workgroup to help ensure
Master Plan would be a significant first step in creating Yakima's adequate water supply. They will also work with the County,
next big recreation idea: "Trek Yakima." Yakima will partner with Bureau of Reclamation, US and Washington Fish & Wildlife,
the Greenway Foundation and the Cowiche Canyon Conservancy National Oceanographic and Atmospheric Administration, Yakama
to improve trail opportunities and create a safer trail environment Nation and US Corps of Engineers to develop strategies to develop
with improved lighting and surveillance cameras. funding mechanisms.
INVEST IN THE CITY'S APPEARANCE AND - y ` -. •
- '
INFRASTRUCTURE ., ' -:- - -: -r - . •
Lead Department: Community Development , i !
The Community Development Department will ensure that codes A « . -
intended to enhance the visual appearance of the City are
interpreted and enforced in a consistent manner and in a manner - ;- - • . -. .
that protects the broader public good over individual interests. r. `._ - `f. ,J ,e _x rr .,' r . • ,1.. , „.. ..� `. ,,
. ,
The Department will also ensure that any funds managed by the ;; . r i ,.� eY �,7 -
Community Development Department are used for physical = F" '4' r".'' - , - • ',- ' s
improvements and provide lasting value to neighborhoods.
Page 11
Impiegte de, &tier Eeta71410fftee- C04,
PERFORMANCE MEASURES Current 2013
Improve citizen rating of the City's overall appearance as excellent/good 29% 32%
Improve resident rating of the City's cleanliness as excellent/good 31% 35 °/0
Improve citizen rating of City's code enforcement as excellent/good 15% 20%
Create new downtown design standards No Yes
Improve citizen rating of City streets as excellent/good 21% 25%
Expand existing bike and hike paths —Phase 1 right -of -way acquisition 0 10 miles
Increase the lane miles of roads overlaid /reconstructed 0 28 miles
Reduce sewer inflow /infiltration 10% 8%
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The overall goal of Public Trust & Accountability as a Strategic Priority is to enhance civic engagement and maximize information
outreach by listening to, understanding, and fostering mutual respect with the community.
ENHANCE THE PUBLIC'S ACCESS TO CITY DEVELOP BALANCED FIVE -YEAR FINANCIAL PLAN
GOVERNMENT Lead Department: Finance
Lead Department: Information Systems The City Manager and Finance Director prepared a Five -Year
The Information Systems Division will continue to enhance the City's Financial Plan for City Council that included a reorganization of the
website, Yak Back Services, and improve telephone contact. City. The plan provided a conservative five -year forecast and sought
Information Systems will be transitioning the finance software, to ensure a financially sustainable future for the City while preserving
converting desktop workstations, and implementing an e- discovery the City's core services.
system within the next two years.
DEVELOP ANNUAL BUDGET IN BRIEF
Lead Department: Finance
An executive summary of the preliminary budget is prepared each
year, which includes both narratives and charts on a citywide basis as
well as more detailed information by fund. A new Budget -in -Brief
MANAGED COMPETITION document is intended to present the City budget using primarily charts
and graphs with short narratives to better communicate the City's
Lead Department: Purchasing annual budget in a non - technical way.
October 2, 2012 the City Council approved Resolution R- 2012 -122,
which adopted the Managed Competition structured process which IMPLEMENT A FINANCIAL TREND MONITORING
identifies the most economical and efficient ways to provide public
services. The process enables City services to compete against SYSTEM (FTMS)
private sector service providers and allows City employees to exercise Lead Department: Finance
their experience, creativity, and resourcefulness in managing their
respective operations, similar to a private enterprise. The Finance Department will develop a FTMS that will allow prompt
responsiveness to the City's financial trends as they occur in order to
ensure the City is headed in the right financial direction. The FTMS
ADOPT WRITTEN FINANCIAL MANAGEMENT will include economic and demographic indicators regarding the City's
POLICIES financial status. The system will use data that is readily available and
will provide results that are easily understood.
Lead Department: Finance
The City has several financial policies that need to be summarized in
one place, and several practices that have been communicated in
various ways but not formally adopted by the City Council. The
Finance Department is drafting a comprehensive set of written
financial management policies concerning revenues, debt, capital
improvements, funding depreciation reserves for equipment, vehicles,
and technology replacements.
Page 13
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IMPROVE FIRE DEPARTMENT RATING PUBLIC RECORDS REQUESTS
Lead Department: Fire Department Lead Department: Legal
The 2012 Yakima Citizen's Survey indicated a satisfaction rating of The Legal Department has initiated a program to provide more
84% for the Yakima Fire Department. This rating is the highest rating depth in legal assistants trained to respond to public records
given any department in the City, but leaves room for improvement. requests. This will take significant stress off the single legal
The department will strive to improve this rating every year. assistant currently responsible for most of the work required of the
department and will allow increased efficiency in meeting the
obligation to provide requested information in a timely manner.
MAINTAIN ADEQUATE RESOURCES TO MEET
OPERATIONAL AND CAPITAL IMPROVEMENT
NEEDS, WATER SUPPLY AND WATER QUALITY CENTRALIZED AND COORDINATED RISK
MANAGEMENT
Lead Department: Water
Lead Department: Legal
The Water Division will maintain established reserves, update the
emergency plan, and continue implementing water rate analysis The Legal Department will initiate a coordinated and cooperative
every five years. effort with other departments of the City to identify risk potentials
that threaten loss and expense to the City, and will seek methods to
mitigate them. A cohesive, cooperative, and comprehensive
IMPROVE CUSTOMER SATISFACTION BY response to risk potentials will bring value to the City by permitting a
STANDARDIZING CUSTOMER ACCOUNTS & strategic approach to risk management that is more focused on the
INTERNAL PROCESSES new risk environment.
Lead Department: Utilities Division
FOSTER CLIMATE OF EQUAL OPPORTUNITY AND
In 2013, the Utilities Division will be focusing on improved customer FAIRNESS IN ALL ASPECTS OF EMPLOYMENT
satisfaction that wit be measured through community and internal
surveys. and will continue improvement toward the standardization of Lead Department: Human Resources
customer accounts and internal processes.
The City will open a medical clinic to assist in cost containment for
the self- insured health plan. The Department will also be
conducting an employee survey, will continue to improve regarding
recruitment, testing and hiring; and will develop a quarterly
employee newsletter.
Page 14
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INCREASE CITIZEN INVOLVEMENT ADMINISTER RECORDS MANAGEMENT PROGRAM
Lead Department: Community Development FOR THE CITY
The Community Development Department will increase citizen Lead Department: Clerk's Office
involvement through the creation of volunteer opportunities such as, All public records shall be and remain the property of the State of
Code Enforcement Rangers, neighborhood clean -up days, Block Washington, which governs retention, maintenance, and ultimately
Watch, Crime Stoppers, and Partners in Parks. the disposition of records created by our agency. It is imperative to
protect, preserve, and allow public inspection and to provide records,
OPTIMIZE CITY SERVICES BY IDENTIFYING unless exempt by law.
LONG TERM COST SAVINGS
Lead Department: Parks & Recreation CONSOLIDATING RECORDS INTO EXISTING
LASERFICHE SOFTWARE
The Parks and Recreation Division will compare annual costs for
small park maintenance and upkeep with private sector vendors. Lead Department: Clerk's Office
The Clerk's Office will be consolidating records into the existing
Laserfiche software and phasing out File Maker Pro (FMP). The
DELIVER EXCELLENT CUSTOMER SERVICE Laserfiche records indexing software will increase record
Lead Department: Clerk's Office accessibility and eliminate an $810 annual maintenance fee for use
of FMP.
In October of 2012, the City Council adopted the first -ever Strategic
Plan that included an initiative to improve communication between
the City and its citizens. As a result, the City Clerk's Office is now RESPONSE TO PUBLIC DISCLOSURE REQUESTS
providing a 48 -hour email /phone response system to receive ideas, (PDRs)
suggestions, issues, and concerns from residents. The system has
a turnaround response time of two days. Lead Department: Clerk's Office
A primary focus of the Clerk's Office is to process public records
requests and to facilitate citizen access to public records in order to
assure the public interest is fully protected. Additionally, the Clerk's
Office has obtained the City of Lakewood's public records tracking
4.- �� system at no cost. This software was implemented in March of 2012
y , to centralize and better track our responses to PDRs. This software
¢� allows the office to generate limited reports, upload responsive
�4�' a documents, and track email correspondence.
'�► 0
Ca . ., ,-. OPTIMIZE CITY S ERVICES BY IDENTIFYING
LONG -TERM COST SAVINGS
4
Lead Department: Streets Division
The Streets Division will be comparing the annual cost of long line
striping with that of a private sector bidder to ensure the best value
to the citizens of Yakima.
Page 15
Se'aee u' Atiac, 7 & . .
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ENHANCE USAGE OF EXISTING AND EMERGING LAUNCH "YAKIMA NOW" VIDEO MAGAZINE
SOCIAL MEDIA AS CITY COMMUNICATIONS TOOL Lead Department: Communications & Public Affairs
Lead Department: Communications & Public Affairs By more efficiently and effectively utilizing available resources and
existing Community Relations staff, in 2013 the City will launch a
The City will expand the use of its Facebook page and Twitter feed by video magazine entitled, Yakima Now!, which will be made available
increasing the number of posts on each of those platforms. The City across various City communications platforms including the City's
will also establish a YouTube channel that will feature both Y PAC YouTube channel, Y -PAC, the official City of Yakima Facebook page,
coverage of City - related meetings as well as marketing videos.
the City's website, etc.
REDESIGN COMMUNITY RELATIONS DIVISION CONDUCT ANNUAL CITIZEN SURVEY
Lead Department: Communications & Public Affairs Lead Department: Communications & Public Affairs
A reorganization of the division's staff began in December 2012 and Results of the 2012 Yakima Citizen Survey, which was a customized
will be completed by spring 2013. At the core of the redesign is better version of the National Citizen Survey and was conducted by National
utilizing the experience and expertise of existing staff in order to Research Center, Inc., provided the City unvarnished and honest
elevate the productivity of the division. As a result of the feedback from the more than 800 Yakima residents who filled out the
reorganization, existing City communication platforms will be survey. The City Council is committed to conducting annual citizen
improved and a variety of new initiatives will be launched. The surveys so that it can continue to listen to the community and learn
redesign will also allow the City to devote additional resources toward how best to refine the City's priorities and operations. Benchmarks
building formal liaison relationships with local, state and federal established by the 2012 survey will be compared to the results of the
officials, local non-profit entities, existing and emerging constituency 2013 survey to evaluate progress in addressing areas targeted for
groups, the business community, etc.
improvement.
PERFORMANCE MEASURES Current 2013
Improve citizen excellent/good rating on direction City is taking 28% 32%
Improve citizen excellent/good rating on the value of services for taxes paid 27% 31%
Improve citizen excellent/good rating of services provided by the City 45% 50%
Conduct annual citizen survey Yes Yes
Improve citizen rating of City welcoming citizen involvement 30% 35%
Maintain general fund operating reserve balance as percentage of general fund expenses 16% 17%
Percentage of citizens who volunteer to some group or activity 54% 57%
Improve citizen opportunities to participate in community matters 45% 50%
Provide annual State of the City report No Yes
Increase percentage of citizens who visit the City's website 36% 40%
Improve citizens rating of City public information services 48% 52%
setare9ic P P t#te'wJt ft netiteee:
The overall goal of Partnership Development as a strategic priority is to build cooperative and reciprocal partnerships with local,
regional, state, and federal agencies, public and private entities and non - profit organizations to enhance the vitality and quality of
life of City residents, businesses, and visitors.
ESTABLISH YAKIMA CLEANUP AND IMPROVE FACILITIES IN CITY PARKS
REVITALIZATION (CARE) PROGRAM Lead Department: Parks & Recreation
Lead Department: Community Development The Parks and Recreation Division has a long and successful history
The Department will create Neighborhood Service Teams to of creating and sustaining partnerships to construct and improve
strengthen, or encourage development of, neighborhood facilities in the City's parks. In 2013 it will replace, restore, and
associations with defined representatives that will serve as improve parks facilities and playground areas at Franklin Park.
spokespersons and advocates for neighborhoods. This will be
accomplished by outreach efforts to geographically or socially
defined neighborhoods, and by defining basic programs for INITIATE PROACTIVE LEGISLATIVE OUTREACH AND
associations that will be recognized by the City for notification ADVOCACY
purposes, and for purposes of receiving comments that are known
to represent neighborhood input rather than individual sentiments. Lead Department: Communications & Public Affairs
Oversight of the City's state and federal legislative outreach and
advocacy activities became the responsibility of the Communications
INCREASE NUMBER OF PARKS CLEAN -UP and Public Affairs office as part of the 2012 reorganization.
EVENTS
Lead Department: Parks & Recreation LAUNCH "BE PART OF THE SOLUTION" MARKETING
The Parks and Recreation Division has established an ongoing, CAMPAIGN
successful relationship with community groups to execute clean -up
Lead Department: Community Relations
days within the City's parks. In 2013, the division will expand the
clean -up effort that it coordinates for City park properties. In an effort to boost citizen participation in volunteerism, reporting
crime and graffiti, community clean ups, civic activities, etc., the City
will launch a marketing campaign in spring 2013 entitled, Be Part of
the Solution. The campaign will utilize traditional and emerging
media to encourage community members to become actively
involved in improving the safety, security, and appearance of Yakima.
PERFORMANCE MEASURES Current 2013
Establish Yakima Cleanup and Revitalization (CARE) program No Yes
Create legislative /administrative strategy for state and federal issues No Yes
Create downtown event partnerships 0 5
Create Neighborhood Service Teams 0 3
Create park improvement partnerships No Yes
Secure federal and /or state funds for Mill Site No Yes
Page 17
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Economic Development
Initiative Department Performance Measurement
Downtown Revitalization Economic 4% sales tax growth over 2012 in the Downtown Yakima Business Improvement
Development District in 2013.
Downtown Revitalization Economic Increase the number of citizens who feel safe in downtown after dark from 23% to
Development 30% in 2013 Citizen's Survey.
Downtown Revitalization Economic Increase overall quality of economic development from 23% to 26% in 2013
Development Citizen's Survey.
Downtown Revitalization Economic Increase overall quality of new development in Yakima from 38% to 41% in 2013
Development Citizen's Survey.
Downtown Revitalization Economic Increase the public perception of the amount of public parking in downtown from
Development 37% excellent/good rating to 40% in 2013 Citizen's Survey.
Improve the City of Yakima Special Economic Create five new events in the downtown district.
Events & Create New Events in Development
Downtown
Improve the City of Yakima Special Economic Improve two promotional activities in downtown district
Events & Create New Events in Development
Downtown
Improve overall airport business Economic Create private funding partnerships to provide revenue guarantee pool for air
opportunities Development service expansion.
Improve overall airport business Economic Add at least one additional new flight to the Yakima Air Terminal.
opportunities Development
Ensure adequate water resources to Water Ensure the seven elements of the Yakima River Basin Integrated Water Resource
meet future water demands Management Plan are being implemented.
Ensure adequate water resources to Water Create partnerships to leverage resources to finance future improvements in
meet future water demands un -served or underserved areas.
Collaborate with the downtown Community Land use planning— increase citizen's excellent to good rating from 28% to 32% in
businesses to foster the growth and Development 2013.
enhancement of the downtown
Cascade Mill Project Strategic Projects Maximize annual $1 million financial capacity within the "pay -go" period of the LIFT
prior to bond construction projects in 2016.
Collaborate with downtown Community Quality of new development – increase citizen's excellent to good response from
businesses to foster the growth and Development 38% to 40% in 2013.
enhancement of the downtown
Expansion of the City's industrial Wastewater Increase the number of new industries looking to locate to Yakima.
waste system
Improve Operations of Downtown Economic Implement a new four season vertical banner program for the street posts on
Yakima Business Improvement Development Yakima Avenue.
District and overall beatification
throughout the downtown district
/.. & s
Public Safety
Initiative Department Performance Measurement
Improve Communications Communications Focus communications center employee training on call entry processes to reduce
Center call processing emergency call entry processing time by 25% in six months and meet national
functions standards in 18 months.
Improve public safety Communications Complete a comprehensive five -year, public safety communications plan by third
communication system quarter 2013.
Relocate the 911 /dispatch Communications Identify location and feasibility of relocating 911 Communications Center by end of first
center to enhance quarter 2013. Prepare detailed cost proposal and identify funding sources.
operations and improve
performance
Implement Fire Inspection Fire Department Inspect 80% or more of the commercial /public occupancies in the City of Yakima.
Program
Improve Fire Response Fire Department Achieve fire response travel time of less than five minutes 90% of the time. This
Times measure is an indicator of fire station placement in comparison to calls for emergency
fire responses.
Contain fire to place of Fire Department Contain all fires to the area of origin 86% of the time after the fire department arrives;
origin containing fires after arrival.
North 1st Street Police Department Reduce the level of calls for service by 100% at each location that has been deter-
mined to be using a disproportionate amount of police and city services.
Downtown Safety Police Department Increase officer visibility during the summer months, two officers will be assigned to
bicycle patrol in the downtown area seven days a week.
Downtown Safety Police Department During the remainder of the year and during special events, two officers will be
assigned to uniformed foot beat in the downtown area. This assignment will be based
on manpower and budgetary constraints.
Downtown Safety Police Department We will work with the downtown organizations, businesses and City services to
develop alternative ways to increase the public's perception of safety within the
downtown area.
Decrease gang activity Police Department Increase gang enforcement and intelligence gathering.
Decrease gang activity Police Department Increase our ability to share actionable intelligence with other law enforcement
partners.
Decrease gang activity Police Department Arrest violent offenders in a timely manner.
Decrease gang activity Police Department Increase our ability to interact with citizens, schools, and a wide variety of public and
private organizations to better address the gang problems.
Reduction of burglaries and Police Department A renewed media campaign to remind citizens of proper crime prevention techniques.
robberies
Reduction of burglaries and Police Department Increase cooperation between the Yakima Police Department and other law
robberies enforcement agencies to address this as a regional problem.
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laireardie &P s
Public Safety - cont.
Reduction of burglaries and Police Department Increase cooperation between the Yakima Police Department and community
robberies organizations to increase awareness and to gather information about the problem.
Reduction of burglaries and Police Department Increase block watch programs throughout the City with an emphasis on areas with an
robberies increase in burglaries and robberies.
Reduction of burglaries and Police Department We will continue and enhance the existing partnership between the Yakima Police
robberies Department, Crime Stoppers, and Safe Yakima Valley.
Reduction of burglaries and Police Department We will continue to have an officer assigned as our liaison with Crime Stoppers.
robberies
Reduction of burglaries and Police Department In 2013, we will be hosting two Citizen Police Academies, one of these courses will be
robberies taught in Spanish. These Academies will help build public trust while adding dozens of
Ambassadors for the Police Department.
•
Maintain infrastructure to Water Install water and fire suppression in un- served or underserved areas of the City.
meet fire flow and water
quality requirements
DUI Forfeitures Legal The anticipated outcome of a successful DUI forfeiture action is to remove the instru-
ment (the vehicle) used by intoxicated motorists to put the public at risk. The success
of the forfeiture effort in automobile recoveries, as well as evidence of a beneficial
effect on the incidence of DUI cases in the City will provide an identifiable indicator of
whether the program warrants continuation after the trail phase is completed.
Institute a charging unit Legal By implementing a charging unit, the current caseload will be reduced 36% (from
5,224 to 3,838 cases).
Pre -filing Diversion Program Legal By diverting cases at the pre -filing stage, instead of after filing, will eliminate the need
for indigent defense services for those cases, thereby reducing the overall indigent
defense costs. Diverting prosecution of first -time offenders allows the prosecutors to
focus their resources on effective responses to repeat offenders and serious offenses.
Enhance neighborhood Streets Replace 4,000 street light units with high efficiency, brighter units.
safety through improved
traffic lighting
Real property forfeitures Legal The success and continued viability of the real property forfeiture program will be
monitored and reported as cases are conducted and will be reflected in the proceeds
recovered.
Establish an effective graffiti Community Improve the overall reputation or image of Yakima —increase citizen's excellent or
abatement program Development good response from 19% to 22% in 2013.
Establish an effective graffiti Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent or
abatement program Development good response from 15% to 20% in 2013.
Establish an effective graffiti Community Overall appearance of Yakima — increase citizen's excellent or good response from
abatement program Development 29% to 32% in 2013.
Page 21
Tetereatioe p s
Improve the Built Environment
Initiative Department _ Performance Measurement
Improve and maintain the Wastewater Reduce the amount of Ill into the sanitary sewer system from 10% to 8 %.
reliability and overall
condition of the City's
wastewater treatment plan
and sanitary sewer
collection system
Expansion of the City's Wastewater Increase the number of industries currently discharging to the City's industrial waste
industrial waste system line from 1 to 3
Improve and maintain the Water Recycle Lagoon Project completed by spring 2014 and within $3,500,000 budget.
safety and reliability of our
drinking water and irrigation
systems
Increase the number of Parks & Recreation Invest $50,000 in improved wayfinding and signage for currently available biking and
trails and parks hiking pathways; create working framework with Cowiche Conservancy and
Greenway Foundation groups for "Trek Yakima;" begin hiking and biking Master Plan.
Establish Community Refuse Establish clean -up events in each of the Council districts with drop off areas for debris
Clean -Up Tams removal.
Pilot recycling program Refuse Test assumptions and validate costs of a recycling program.
Street investment Streets The Streets Division will issue contract for $5 million worth of pavement and
restoration projects.
Improve Operations of Economic Increase the number of new businesses participating in storefront beautification
Downtown Yakima Development program to 50; Soil and nutrient replacement in all 214 downtown flower planters; Pro -
Business Improvement cure new vendors for growing downtown's 300 hanging flower baskets to have them in
District and overall full bloom in early May.
beatification throughout the
downtown district
Code enforcement support Legal Provide in -house legal support to code enforcement for prosecution of matters
requiring judicial action.
Continue the physical Community Improve the overall reputation or image of Yakima — increase citizen's excellent or
revitalization of the City to Development good response from 19% to 22% in 2013.
promote a strong first
impression and community
attractiveness to
Page 22
Teriaaticie & P s
Improve the Built Environment — (cont.)
Initiative Department Performance Measurement
Continue the physical revitalization of Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's ex-
the City to promote a strong first Development cellent to good response from 15% to 20% in 2013.
impression and community
attractiveness to businesses
Continue the physical revitalization of Community Overall appearance of Yakima — increase citizen's excellent or good response
the City to promote a strong first Development from 29% to 32% in 2013.
impression and community
attractiveness to businesses
Continue the physical revitalization of Community In July 2013, present the City Council with a Community Renewal Area plan.
the City to promote a strong first Development
impression and community
attractiveness to businesses
Enhance the appearance of the City Community Improve the overall reputation or image of Yakima—increase citizen's excellent
Development or good response from 19% to 22% in 2013.
Enhance the appearance of the City Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's ex-
Development cellent or good response from 15% to 20% in 2013.
Enhance the appearance of the City Community Overall appearance of Yakima — increase citizen's excellent or good response
Development from 29% to 32% in 2013.
Create a strong first impression of the Community
City through entry statements at key Development
City entrances off of US Hwy 12 and I
-82
Maintain infrastructure to meet fire Water Maintain and update, as needed, the emergency plan .
flow and water quality requirements
Maintain adequate resources to meet Water Complete Water System Plan in 2016.
operational, capital improvement
needs, water supply and water quality
Enforce signage and code standards Community Improve the overall reputation or image of Yakima — increase citizen's excellent
to ensure the aesthetics, integrity, Development or good response from 19% to 22% in 2013.
and safety of the City. Review and
streamline existing City codes related
to appearance and signage.
Page 23
/aeriative &p s
Improve the Built Environment — (cont.)
Initiative Department Performance Measurement
Create Neighborhood Community
Service Teams consisting of Development
all City operational
departments and
neighborhood associations
to enhance neighborhood
appearance and community
pride
Enforce signage and code Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent to
standards to ensure the Development good response from 15% to 20% in 2013.
aesthetics, integrity, and
safety of the City. Review
and streamline existing City
codes related to
appearance and signage.
Enforce signage and code Community Overall appearance of Yakima — increase citizen's excellent or good response from
standards to ensure the Development 29% to 32% in 2013.
aesthetics, integrity, and
safety of the City. Review
and streamline existing City
codes related to
appearance and signage.
Enforce signage and code Community Land use planning— increase citizen's excellent or good response from 28% to 32% in
standards to ensure the Development 2013.
aesthetics, integrity, and
safety of the City. Review
and streamline existing City
codes related to
appearance and signage.
Enforce signage and code Community Quality of new development— increase citizen's excellent to good response from 38%
standards to ensure the Development to 40% in 2013.
aesthetics, integrity, and
safety of the City. Review
and streamline existing City
codes related to
appearance and signage.
Page 24
letitiative &, s
Public Trust & Accountability
Initiative Department Performance Measurement
Enhance the public's Information Systems Continue to enhance the City's website, Yak Back services and improved telephone
access to City Government contact. Show improved survey results on usage of city website and rating of public
information services.
Enhance the City's financial Information Systems Complete the transition to the Cayenta financial system and have real time, accurate
systems financials available to departments by end of second quarter, 2013.
Convert desktop work Information Systems Identify workstation candidates for converting to thin clients and then develop plan for
stations to thin clients acquisition and installation of server based applications and thin clients. This will
reduce citywide computer workstation costs by 5% in the first year.
Implement an e- discovery Information Systems Conduct discovery phase to identify the scope and requirements of e- discovery and
system within two years ' have e- discovery implementation plan and costs available for inclusion in 2014 budget.
Managed Competition Purchasing Successfully award two (2) managed competition RFP's.
Develop balanced five -year Finance The Finance Department will align the budget with the City's reorganization and
financial plan Strategic Plan and priorities as presented in the Five -Year Financial Plan.
Develop annual Budget in Finance Build an annual Budget -in -Brief to be presented in the 2014 Executive Summary.
Brief
Implement a financial trend Finance A financial trend monitoring system will be produced quarterly and provided to the City
monitoring system Council and community. This system will provide the Council with the ability to
respond to changes in financial and economic conditions and to make any
performance corrections to improve financial performance and maintain fiscal
sustainability.
Adopt written financial Finance The policies will be presented for City Council consideration by the end of the first
management policies quarter 2013. The City will measure its performance by successful compliance with
requirements, fiscal, state and federal regulations, accepted practices and standards,
and maintaining strong internal controls to ensure the City continues to receive un-
qualified opinions from the State Auditor's. Ensure all debt covenants and compliance
requirements are met and maintaining the City's bond rating (A +).
Improve communication Communications &
with the public Public Affairs
Maintain adequate Water Maintain a minimum reserve fund of $750,000 in the Operating Fund and $800,000 in
resources to meet the Improvement Fund.
operational, capital
improvement needs, water
supply and water quality
Conduct Annual Citizen Communications & Increase number of benchmark "characteristics" ratings that are above or similar to
Survey Public Affairs national comparisons by 5.
Page 25
/oat:ate:fie & s
Public Trust & Accountability - cont.
Initiative Department Performance Measurement
Increase citizen Community Improve the overall reputation or image of Yakima — increase citizen's excellent or
involvement through the Development good response from 19% to 22% in 2013.
creation of volunteer
opportunities
Increase citizen Community Overall appearance of Yakima — increase citizen's excellent or good response from
involvement through the Development 29% to 32% in 2013.
creation of volunteer
opportunities
Increase citizen Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent or
involvement through the Development good response from 15% to 20% in 2013.
creation of volunteer
opportunities
Invest in the City's Community Improve the overall reputation or image of Yakima — increase citizen's excellent or
appearance and Development good response from 19% to 22% in 2013.
infrastructure
Invest in the City's Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent or
appearance and Development good response from 15% to 20% in 2013.
infrastructure
Invest in the City's Community Overall appearance of Yakima — increase citizen's excellent or good response from
appearance and Development 29% to 32% in 2013.
infrastructure
Invest in the City's Community Land use planning— increase citizen's excellent to good response from 28% to 32% in
appearance and Development 2013.
infrastructure
Invest in the City's Community Quality of new development—increase citizen's excellent to good response from 38%
appearance and Development to 40% in 2013.
infrastructure
Public Records Requests Legal Initiate a cross - training program to provide needed depth in trained legal assistance
providing document collection, review and response to requests for City documents
that require legal review and oversight.
Centralized and coordinated Legal Coordinate a cooperative approach with the City Manager and the City Departments to
risk management spearhead a focused effort to identify, measure and evaluate current and future risks
and identify remedies to mitigate them.
Optimize city services by Parks & Recreation Issue RFP for Small Park Maintenance and evaluate with current cost to provide.
identifying long term cost Issue contract if cost analysis warrants.
savings
y
Deliver excellent customer Clerk's Office Increase customers surveyed who rate City public information services as good/
service excellent from 48% to 51%.
Optimize City Services by Streets Issue RFP for long line striping and evaluate with current cost. Issue contract if cost
identifying long term cost analysis warrants.
savings
/eteriative perpozmaoze s
Public Trust & Accountability - cont.
Initiative Department Performance Measurement
Enhance usage of existing Communications & Increase users of City social media sites by 10 %. Increase customers surveyed who
and emerging social media Public Affairs rate City public information services as good or excellent by 4 %.
Launch "Yakima Now!" Communications & Produce at least six episodes of Yakima Now! In 21013. Increase customers surveyed
Public Affairs who rate City public information services as good or excellent by 4 %.
Redesign Community Communications & Complete redesign of the Community Relations Division to create the Communications
Relations Page Public Affairs and Public Affairs — Community Relations Office by May 2013. Increase customers
surveyed who rate City public information as good or excellent by 4 %.
Partnership Development
Initiative Department Performance Measurement
Secure federal and/or state Finance The finance department will assist in updating the Mill Site project/cash flow plan.
funds for Mill Site
Establish Yakima Cleanup Community Improve the overall reputation or image of Yakima — increase citizen's excellent or
and Revitalization (CARE) Development good response from 19% to 22% in 2013.
program
Establish Yakima Cleanup Community Code enforcement (weeds, abandoned buildings, etc) —increase citizen's excellent or
and Revitalization (CARE) Development good response from 15% to 20% in 2013.
program
Establish Yakima Cleanup Community Overall appearance of Yakima — increase citizen's excellent to good response from
and Revitalization (CARE) Development 29% to 32% in 2013.
program
Increase the number of Parks & Recreation Continue and expand the clean -up effort that Parks coordinates for City park
clean -up days properties.
Improve facilities in the Parks & Recreation Replace, restore, and improve parks facilities and playground area at Franklin Park.
City's Parks
Initiate proactive legislation Communications & Improve City access to key state and federal lawmakers and agency staff. Increase
outreach and advocacy Public Affairs participation by the City in determining policy established in Olympia and Washington,
DC that affects cities. Successfully advocate for City Council- established state and
federal legislative and administrative priorities.
Launch "Be Part of the Communications & Increase customers surveyed who rate overall quality of life in Yakima as good or ex-
Solution" Marketing Public Affairs cellent by 5 %.
campaign
Page 27