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HomeMy WebLinkAbout02/17/2015 05B 2014 4th Quarter Strategic Plan Monitoring ReportITEM TITLE: SUBMITTED BY: SUMMARY EXPLANATION: See attached. BUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No. 5.B. For Meeting of: February 17, 2015 2014 4th Quarter Strategic Plan Monitoring Report. Tony O'Rourke, City Manager Resolution: Ordinance: Other (Specify): Contract: Contract Term: Start Date: End Date: Item Budgeted: Amount: Funding Source/Fiscal Impact: Strategic Priority: Insurance Required? No Mail to: Phone: APPROVED FOR SUBMITTAL: RECOMMENDATION: ATTACHMENTS: Description City Manager Upload Date 0 2014 Year end monitoring report 2/1111/20115 0 plan 2/1111/20115 0 plan 2 2/1111/20115 Type Cover Memo Cover Memo Cover Memo ECONOMIC DEVELOPMENT Strategy Department 1st Quarter Progress Report 2nd Quarter Progress Report 3rd Quarter Progress Report 4th Quarter Progress Report 1 Collaborate with Downtown businesses through a Downtown Master Plan Economic Development City staff worked closely with a number of downtown businesses on a variety of projects including designs for a potential downtown plaza, new events, tenant recruitment and beautification issues City staff worked closely with downtown businesses on a variety of projects including designs for a potential downtown plaza, new events, tenant recruitment, beautification, and parking. The staff worked with various downtown businesses on an application to the Washington State Main Street program to become a certified Main Street program. The City Council submitted a letter of support in the final application for the Downtown Association of Yakima's certification. The application was due in mid December. 2 Determine the best location for a public plaza for community events and activities Economic Development City staff worked with an Implementation Team, Gustafson, Guthrie, Nichol and Carl Walker Inc. on designs for a potential public plaza and updates to our overall downtown parking system. City staff continued working with the Implementation Team, Gustafson, Guthrie, Nichol and Carl Walker Inc. on designs for a potential public plaza and updates to our overall downtown parking system. The south location and option Y -A was chosen by the Yakima City Council as the best design for this project. The 2015 City budget included funds to create, design and construct the project. B Attend and promote Yakima at the International Council of Shopping Centers annual conference in Las Vegas Economic Development Planned booth design and community promotional brochures for the RECON 2014 conference. A four -person team (Sean Hawkins, Verlynn Best, Liz McGree and Tom Dittmar) attended the RECON 2014 show in Las Vegas from May 17-21. Follow up requested materials were mailed to a variety of contacts made at the 2014 event. A team of Council members and staff will attend the International Council of Shopping Centers conference in May of 2015. 4 Produce Lunchtime Live and Downtown Summer Nights concert series in 2014; invest in new events Economic Development Planned, booked and developed promotional materials for the Downtown Summer Nights concert series, Lunchtime Live and the Blues and Brews event. Worked closely with Townsquare Media, Radio Yakima, the North Front Street Association and the Seasons to successfully put these events together. Downtown Summer Nights began its new season on Thursday, June 12 and ran through Aug 21. A few of the shows topped the 1,000 attendance mark and event revenue was up 67% over the first four shows. A new event on Front Street, the Yakima Blues and Local Blues Bash, drew 1,485 people for its inaugural year. Downtown Summer Nights finished strong with crowds ranging from 700-1000 each night all summer long - even in the rain. Lunchtime Live was down and will need to be reformatted for 2015. The City's partnership with the Fresh Hop Ale Festival helped bring 6,000 - 7,000 people to the 2014 event. The City Council approved a 2015 budget that allows our newly produced events to continue along with new events for 2015. Form a public-private partnership to market and promote air service and secure a fourth flight to Seattle Airport/ Airport staff, in conjunction with Economic Development Manager and Idea Marketing, developed a variety of tools to enhance the marketing project for the Yakima Air Terminal. These tools included the development of a new website, www.flyykm.com, to help promote air service in the Yakima Valley, Free Wifi in the terminal to provide passengers both the convenience of high speed Internet and Launched new flyykm.com website as well as initiated radio, television, and newspaper advertisements throughout the Valley. Initially, airport enplanements have increased to bring current load factors up 4 percentage points compared to previous year's figures. Continued advertising air service at the Yakima Air Terminal through a variety of media to include radio, television, and newspapers throughout the Valley. Airport enplanements continue to average approximately 4-5% higher than 2013 enplanements. The City of Yakima applied for a Small Community Air Service Development Grant with the U.S. Department of Transportation in order to receive grant The City of Yakima received notification from the U.S. Department of Transportation of a Small Community Air Service Development Grant in the amount of $290,000. These funds will be utilized to build a robust marketing program to facilitate local advertisements within the Yakima Valley. The airport ended the year with a total of 57,454 enplaned passengers, which boasted Alaska Airlines load 5 Economic exposure to flyykm website, radio, newspaper funds to assist with continued marketing to factors to approximately 76%, a 5% increase Development and television advertising to inform residences of air service options out of the Yakima Air Terminal. increase frequency of flights to Seattle as well as an alternate destination. The requested amount in the grant application was $290,000. The grant announcements should be announced in October 2014. from 2013. A meeting with Alaska Airlines is scheduled for early February 2015 to further discussions on adding a fourth flight to Seattle to accommodate the additional passenger growth. Replace aging asphalt, taxiway lights, taxiway signs and airfield markings to Airport staff, in conjunction with Huibregste, Louman Associates, Inc., developed the Airport Staff held three airport tenant presentations to involve all parties who might Airport staff, in conjunction with Huibregste, Louman Associates, Inc., continued to develop Airport staff, in conjunction with Huibregste, Louman Associates, Inc., continued to develop ensure the airport will continually Construction Safety Phasing Plan, Preliminary be impacted by the project. Through these Construction Safety Phasing Plan, Preliminary Construction Safety Phasing Plan, Preliminary meet Federal Aviation Regulations Engineering Plans, Preliminary Design Report, Pre -Design Conference Checklist, and meetings we were able to collect valuable information and incorporate them into the Engineering Plans, Preliminary Design Report, Pre -Design Conference Checklist, and Engineering Plans, Preliminary Design Report, Pre -Design Conference Checklist, and Construction Management Report. Through construction plans. Proposed runway closure Construction Management Report. Plans were Construction Management Report. Plans were close coordination with the Federal Aviation schedule was distributed to various Federal developed and submitted upon reaching 95% revised in accordance with Federal Aviation Administration, we were able to construct Aviation Administration departments for their completion for the Federal Aviation Administration's feedback of which 100% plans these plans to 60% completion while holding review and feedback. Airport staff, in Administration's review. In addition to the will be submitted for approval in first quarter various meetings with specific FAA conjunction with Huibregste, Louman above plans, airport staff, HLA, and the FAA 2015. Upon submission, the airport should departments to ensure all applicable parties Associates, Inc., continued to develop worked closely to amend the airport's Sign and receive FAA approval which will allow the City 6 Airport were involved. Construction Safety Phasing Plan, Preliminary Engineering Plans, Preliminary Design Report, Pre -Design Conference Checklist, and Marking Plan to ensure the airport's airfield signs and markings in the proposed project meet current FAA standards as outlined in the to open bids the first quarter 2015. Initial plans for start of construction in spring 2015. Construction Management Report. Plans were developed and submitted upon reaching90% completion for the Federal Aviation Administration's review. Advisory Circulars. Airport staff and the FAA developed the required contracts/agreements with the various FAA divisions involved with the project to ensure each division's services were reimbursed under the construction grant. 7 Develop final plans for the mill site and right of way acquisition for the Cascade Mill Parkway Strategic Projects Right-of-way acquisition for Cascade Mill Parkway began. Negotiations were underway with three property owners for right-of-way purchase. Application was made for funding of the Fair Avenue Roundabout with the TIB agency in August. One ROW property was purchased, two other properties were in the negotiation process. City will go to bid in 2015 on the Fair Avenue Roundabout project using LIFT funds. No TIB grant funds were available for this project. Final alignment options for street network were under review. Fair Avenue Roundabout will be constructed in 2015 with SIED Funds. $ Environmental remediation/ cleanup of the mill site property Strategic Projects The City entered the Voluntary Cleanup Program with Department of Ecology as a partnership process to gain approval of the landfill cleanup and access funds. Department of Ecology proposed $20 million in the State Capital Budget for landfill cleanup. The City finalized the Remedial Investigation (RI) and the Feasibility Study is being drafted by Landau Associates Additional monitoring wells and test pits were underway at the direction of DOE on the landfill property. Landau was hired to conduct the testing and draft the feasibility study for cleanup. Coordination with DOE on the VCP was ongoing. Data collection and analysis was underway for the landfill parcel. Landau conducted work on the City's behalf. 9 Retain an urban economist to assist the City in the identification of appropriate and feasible commercial and job creation land uses for the mill site Strategic Projects Staff from Jones, Lang, LaSalle were under contract to conduct a Market Analysis for the Cascade Mill. First site visit and interviews were in May 2014. A follow-up visit is planned for August 2014. The final report is targeted for 4`h quarter 2014. Final draft report presented to City Council on October 21, 2014. Additional tasks may be requested from JLL when the City purchases the landfill. PUBLIC SAFETY Strategy Dept. 1st Quarter Progress Report 2nd Quarter Progress Report 3rd Quarter Progress Report 4th Quarter Progress Report 1 Expand the downtown bike patrol to run from March through October police No bicycle patrol during winter months. Bicycle patrol started June 9, 2014. Bicycle patrol continued daily through the summer months. Patrols continued into September for First Friday and other special downtown events. No bike patrol during the winter months. 2 Increase training opportunities for newly promoted employees and leadership development Police Fire Eight officers attended the FBI-LEEDA supervisory training leadership course. Two new sergeants attended first level supervisory and the FBI-LEEDA executive leadership course. An outside instructor was contracted to teach incident management techniques to the Fire Department. Inside and outside instructors were utilized for leadership training. Five additional officers were identified to attend the FBI-LEEDA course. Lt. Pollard attended the Senior Management in Policing Institute course. Chief initiated monthly mentoring meetings with junior lieutenants. A group of senior City staff members was coordinated to support and mentor newly- promoted employees. In addition, 9 officers attended the City's leadership development course In March 2014, an outside instructor was contracted to teach a 16 -hour integrated tactical accountability class to all line officers and acting officers. This is an interactive, scenario -based program to teach ICS, personnel accountability and tactical decision making. In April 2014, a 16 -hour advanced level of this curriculum was taught to all lieutenants, captains, and shift commanders. Six line level leaders are enrolled in the CYU leadership series, and another five enrolled for the next series. An additional five members took fire service leadership 1, 11 and 111 classes. Chief Rizzi attended the Senior Management in Policing institute. Staff continued to identify and send officers to the FBI-LEEDA course. Mentoring meetings with Chief Rizzi and the junior lieutenants continued. Leadership development training was ongoing. Officers continued to be considered for the FBI - LEEDA training. Several commissioned and non - commissioned employees attended the leadership training with Bill Chiatt. Fire - Throughout 2014 and continuing into Q4, members who hold rank and those at the firefighter level have been approved for advanced instruction for both local and outside opportunities. Examples of the coursework include Strategy/Tactics, Leadership, Technician -Level specialties. 3 Deployment of 74 assigned police patrol vehicles Police All officers eligible for an assigned vehicle received their vehicles. Vehicle outfitting and assignment was completed approximately three months ahead of schedule. Assigned police vehicle program continued with two additional officers receiving their assigned vehicles after passing probation. All vehicles have been assigned. This item is complete. 4 Invest in 8 license plate reader systems for the Yakima Police Department to aid in the recovery of stolen vehicles police Sgt. Henne continued to research ALPR systems. Sole source request for ALPR system was submitted and approved by Purchasing. The sole source request will be placed on the agenda in August for Council approval. ALPR was approved by the City Council and the order was placed. Sgt. Henne found officers interested in having the unit installed on their vehicles. Installation is scheduled for December 2014. ALPR's were installed and training was conducted in December. 5 Hire a Gang Free Initiative manager to ensure effective public and private sector coordination and integration of resources police A candidate for the GFI director position visited Yakima and was interviewed Perry Tarrant accepted the position of Emergency Preparedness and GFI Manager and started July 1. Perry met with Councilman Lover, GFI Consultant Steve MagaIlan, and other City staff involved with the Council Public Safety Committee to begin his orientation with the City of Yakima and GFI. Perry oversaw the City of Yakima GFI functions. Additionally, he coordinated the City's emergency preparedness plan and withdrawal from the Yakima County Department of Emergency Management. Complete. 6 Implement second gang unit to work gang crimes Police A second full gang unit was implemented in January 2014 when the 2nd sergeant was assigned. The two gang units continued to operate 7 days/week. Partnerships with federal agencies were established for the gang unit to file gang charges federally to increase sentences for gang crimes. Gang units continued to operate 7 days/week and participate in joint operations with federal agencies to address gang crimes. Gang units continued to operate 7 days/week and participate in joint operations with federal agencies to address gang crimes. 7 Increase staffing level at Yakima Fire Department to eliminate "brown out" days Fire Overtime funding has been used liberally to maintain a policy-driven minimum daily staffing of 20 personnel to include six, 3-person companies, 1 dedicated ARFF and one shift commander Daily staffing levels were maintained at 20 per shift. This model has proven valuable in many aspects, yet personnel vacancies, injuries and fire incidents have overburdened the department's overtime funding. This was offset with position vacancy savings. Through the first 3 quarters of 2014, YFD admin authorized overtime hiring commensurate to maintaining 6 staffed and deployable engine, truck or rescue companies. This investment provided appropriate emergency response capability and prevented any apparatus deployment "Brownout" configurations. Throughout 2014, apparatus staffing and deployment has been maintained so as to not enter into a "Brownout", or staffing shortage configuration. In doing so, overtime costs have far-exceeded historic expenditures. 8 Separate the Communications Center / Dispatch Center manager position into two different positions Info Systems Nearly complete. Finalized some of the more minor tasks. Will be completely separated no later than May 1, 2014. This process is completed. No further reporting necessary N/A N/A 9 Develop a design study for the new joint communications center that will be located at the County-owned Restitution Center Police Design study is complete. Worked on finalizing construction documents in preparation of going to bid. Should be ready for bid in May 2014. Four bids ranging from $4.2-4.6 mil were received for communication center and were reviewed by the county project manager. Bid award scheduled for August 2014. Contract was awarded to T.W. Clark. Construction on the communications center was ahead of schedule. Estimated occupancy date is February 20, 2015. Construction work continued at the new communications center. Occupancy is still expected in early 2015. 10 Invest in a new fire brush truck in order to better assist local agencies Fire A department-specific needs assessment and equipment research was conducted. A contract was executed to build the apparatus using an interlocal agreement. Cab and chassis are completed and the balance of the build is being accomplished. Completion and delivery of this apparatus is anticipated to take place during February 2015. 11 Add a fulltime parking enforcement officer dedicated to the downtown area Police This position was advertised and open for recruitment Candidates were in the background investigation phase of the hiring process. We continued to have a contracted employee provide parking enforcement services to the downtown area. Luis Torrico was hired September 1, 2014 to fill the second parking enforcement officer position. Oversight of Parking Enforcement was transferred to Utility Services in December. Reduce the current misdemeanor Pre-Filing Diversion Program and the Charging Pre-Filing Diversion Program and the Charging The programs have reduced the number of The preliminary Municipal Court caseload caseload with pre-filing diversion Unit were implemented in 2013. The programs Unit were implemented in 2013. The programs case filings as anticipated by 40 percent; from numbers indicate that the charging unit has program and charging unit to comply have reduced the number of case filings as have reduced the number of case filings as 5,300 cases in 2012 to an expected 3,200 cases reduced the caseload as anticipated; 2014 with state mandates anticipated. anticipated by 40 percent; from 5,300 cases in 2012 to an expected 3,200 cases in 2014. in 2014. caseload numbers will be in the 3,114 range with 156 individuals participating in the Pre- 12 Legal Filing Diversion Program. This represents a reduction of 41% from 2012 caseload numbers, prior to the implementation of the Charging Unit. PUBLIC TRUST & ACCOUNTABILITY Strategy Department 1st Quarter Progress Report 2nd Quarter Progress Report 3rd Quarter Progress Report 4th Quarter Progress Report Implement quality customer service academy for all existing and new employees City Manager/ Employees were trained on how to teach, instruct, and lead coworkers through a City- sponsored customer service academy The first customer service training courses were offered. Over 400 employees went through Customer Service 101 and the Nordstrom Model of Customer Service. A second series of customer service training will begin third quarter of 2014. Implemented Customer Service 201 & Conflict Mgmt series; hired fulltime training coordinator; launched monthly mid-level leadership class; 36 Public Works employees received training on the City's harassment policy. 597 employees went through Customer Service 101; 557 employees went through Customer Service 201. We completed 2 lunch & learns; 128 CDL holders went through drug and alcohol training for CDL holders; organized traffic control supervisors course for 77 employees; 183 YPD employees received training on the City's harassment policy; 56 YFD employees received training on the City's 1 Human evaluation process; implemented Incident Resources Command System online training targeting Public Works, YPD, Yakima Airport, Finance. We now can verify 310 employees have completed ICS 100; 217 employees completed ICS 200; 268 employees completed ICS 700 and 151 employees completed ICS 800. Conduct Yakima's third annual citizen Preparations began for the third annual Yakima Preparations continued for the third annual 2014 Yakima Citizen Survey questionnaires 2014 Yakima Citizen Survey results showed survey in late spring/early summer Citizen Survey. Yakima Citizen Survey, which will be conducted were mailed out to 3000 randomly selected that the City continued to make progress in City Manager during the 3rd quarter of 2014. households during the first week of several areas identified in previous surveys as 2 Community Relations September. Surveys had to be returned by October 9. Results from the survey are expected to be available in late October. priorities. Notably, the "excellent/good" rating for the "overall direction Yakima is taking" jumped from 31% in 2013 to 38% in 2014. 3 Implement new financial systems software program (Cayenta) Finance/ Information Systems Went live with the Cayenta system on 1/6/2014. Worked through post -go -live issues. Will continue through most of the year because of the complexity of the system. Since ITS did not have time to honor its commitment to provide Cognos reports for City users, Finance stepped up to assist users Citywide with the Cayenta report writer so they can track their financial status and prepare for budget. Learning curve was still present, but it is flattening out as Cayenta makes requested enhancements and staff get more experience. Finance and ITS continued working on refining Cayenta for the users. Much effort this quarter was spent preparing the budget for 2015. Finance assigned a temp employee to PW to assist in the creation of needed reports. The Cognos software was updated and we started producing reports. After the November conference and the training that will occur there, these will gain momentum. Budget is being kept up in Cayenta so that the accountants can print and share reports with divisions directly. Cayenta budget add-on is flexible and easy to use. We developed budget reports for Cindy that can be updated with new data on the fly and without the time and system resources of the old system. Still have lots of work to help divisions with job cost reporting. Goal for 4th quarter. Process to create new year and roll data from 2014 to 2015 was underway. Reporting is still an issue as ITS does not have time to develop reports. We attended the Cayenta conference and learned about a new reporting tool that can be maintained outside of IT so that we can complete our CAFR and develop reports for Finance and other divisions within the Finance Department. 4 Examine bus routes to create more efficient services Public Works Route 8 was cut in accordance with Transit's 15 passenger per hour route standard. Changed depart time from 5:10 p.m. to 5:15 p.m. to improve passenger accessibility. Adjusted route times for better passenger efficiency. Union Gap was added to Bus Book to improve continuity between the two bus systems. Evaluated routes while looking at our quarterly half hour counts. The Run Cutting Program has not been a significant part of this process as of yet. We are currently using IT to install the electronic ADA announcements and once this process is complete, we will turn our attention and utilize IT's experience to install the Run Cutting Program and get this up and running in an effort to become more efficient. We continued to evaluate and monitor route changes. We sent forth the Strategic Initiatives for the Transit Operations Specialist position and this was approved by Civil Service. This position will operate the Run Cutting software and various other computer programs to ensure our routes are as efficient and effective as possible. Continued to utilize IT Services to assist us with electronic ADA announcements and other computer/tech needs. We continued to evaluate and monitor route changes. We also discussed and evaluated possible route changes during our monthly Transit meetings. We are in the process of filling the Transit Operations Specialist position who will operate our Run Cutting software and various other computer programs to ensure our routes are as efficient as possible. We also worked with IT to install computer tablets on buses in order to get an exact count of our customers at every stop, thereby providing valuable information concerning future changes. 5 Conduct Yakima's third annual employee survey City Manager/ Human Resources City manager met with departments to review the results from the 2013 employee survey and answer any questions staff members had. City manager met with departments to review the results from the 2013 employee survey and answer any questions staff members had. Continued to work on department action plans to bring up survey scores for 2014. 3rd Annual Employee Survey launched on December 8th, 2014. 6 Establish development teams to ensure coordinated project review Community Development We continued fine tuning the DST process and determined how the Legal Department will be involved in addressing the limitations and legal requirements for right-of-way acquisition and infrastructure installation as it relates to site specific development proposals. A project permit coordinator was hired to help expedite permits. Improvements in the review process continue with emphasis on reducing staff delays. The project permit coordinator was hired in September 2014. Internal review of development projects is a priority for Codes and Planning in 2015. Continued to work with other divisions to provide excellent customer service. 7 Perform a Business Process Analysis of the Utility Services Division Finance Negotiated with FCS Group to compile the second phase of BPA with a written document outlying division policies and procedures and started preliminary work on researching utility billing programs. Entered into a contract with FCS Group on September 16 to perform 2nd phase of BPA, assessing current policies and procedures and work flow to produce a "needs" document to be used to assess new billing software. FCS Group analyzed data and should have a draft mid February. Began process of evaluating Cayenta Utility billing Software in expectation of conversion to Cayenta CIS in 2nd Qtr. 2016. PARTNERSHIP DEVELOPMENT Strategy Department 1st Quarter Progress Report 2nd Quarter Progress Report 3rd Quarter Progress Report 4th Quarter Progress Report Update YPAL facility at Miller Park - secure funding from Washington Fruit In March 2014, Washington Fruit & Produce announced its commitment to contribute $250,000 to the renovation of the YPAL facility. The facility will be renamed "Washington Fruit Community Center". Work was ongoing and is expected to be completed later this year. Work on the YPAL facility is continuing. Some minor upgrades have been completed, but significant structural and aesthetic improvements are still in the design stage. Engineering specifications are written for the renovation project and will be ready for bid by early September. Construction is expected to The upgrade of the facility, now known as the Washington Fruit Community Center, continued to make steady progress. Potential new uses of the facility may necessitate the revamping of renovation plans. A new sign for the facility will be installed in either late October or sometime in November. We The renovation of the Washington Fruit Community Center made some progress in the 4th quarter of 2014. Interest from other parties regarding potential use of the facility necessitated a revisiting of the renovation plans. Phase 1 of the renovation plan is expected to kick into high gear in 2015. 1 City Manager start late September received the project drawings on 10/10/14. The print shop is putting the packets together and three contractors off the small works roster have been invited to a site review on 10/22/14. Construction is expected to start mid November. Partner with the Southeast Community The Southeast Community Center (SECC) The three large and potentially dangerous Water was discovered under the Southeast A request was made by Scott Schafer, Director Center in upgrading existing facility Advisory Committee met for its quarterly meeting on January 28. During each trees along the south side of the property were removed. The Southeast Yakima Community Yakima Community Center on September 17, 2014. There was a small leak in a water line. of Public Works, to the staff at the Southeast Yakima Community Center (SEYCC) to create a committee meeting, issues with the building are discussed. Adrianne Garner distributed Center Advisory Committee met on April 22, 2014 and discussed plans for building The leak was repaired. The food bank building was demolished in August and construction on list of capital needs along with a ranking of their priority. In 2015, $100,000 has been copies of the quote to repair the restrooms and improvements. Fifteen new T — 8 light fixtures the new Yakima Rotary Food Bank building earmarked for capital improvements at the the exterior doors. Magnetic locks have been and light bulbs were given to the Center by the began. The playground needs to be replaced in SEYCC. The capital needs list has been received installed on three double exterior doors at the City of Yakima and were installed in the the future. Parts for the old playground are and the two most important items are the 2 Public Works center. New handicapped parking signs were installed in the north and south parking lots. Reading Room. HVAC filters were replaced. becoming very difficult to acquire. restroom renovation and the HVAC unit replacement. The Southeast Yakima Community Center Advisory Committee met on October 28, 2014 and the capital needs of the facility were discussed with the committee. During 2015, bids for the restroom renovation are to be received and the replacement of the HVAC unit will be done. 3 Partner with Yakima Food Bank to construct new facility Public Works Monthly meetings have been held. Agreements for rebuilding the food bank were finalized and will go to Council. An asbestos and lead inspection was scheduled for May. Bid packets for the demolition scheduled for mid August. Three hazardous trees along the south side of the property are scheduled for removal in May. Construction is scheduled to begin in August and completion of the project has been projected for late November. Operation of the food bank during the construction will be inside the SECC. Monthly meetings with the Food Bank Committee continued throughout this quarter. The three large and potentially dangerous trees along the south side of the property were removed. An asbestos inspection of the building was completed by Fulcrum Environmental. The demolition of the current building will go out for bid in mid July. Demolition of the building is set for August 27, 2014. Final drawings for the new facility are being finalized. The food bank operating agreement and the construction agreement for the new facility has been approved by City Council. Fundraising for the construction of the facility is complete. Meetings were held during this quarter with the Yakima Rotary Food Bank Committee on July 1, August 14, and September 25. Demolition of the old food bank building was started on August 28, 2014. Construction began on the new building on September 3, 2014. A ground breaking ceremony was held on September 8, 2014. Progress on the building continued. The new facility is scheduled to be completed in late November. The Southeast Yakima Community Center continued to allow the Yakima Rotary Food Bank to utilize their gymnasium on Fridays to distribute food. Construction of the new Yakima Food Bank occurred during this reporting period. The facility was completed and a Grand Opening and Ribbon Cutting Ceremony was held on November 19, 2014. Members of City Council, City administration, Rotarians, and local dignitaries were in attendance. The Yakima Rotary Food Bank is now operational in the new facility and this strategic initiative is to be considered complete. 4 Partner with the Capitol Theatre to locate funding sources for the needed repairs Utilities & Engineering Discussions ongoing. No change. No change. 5 Attract new businesses and visitors by partnering with Yakima County Development Association and Yakima Valley Tourism Economic Development/ City Manager Regular attendance by City staff at all YCDA and Yakima Valley Tourism meetings and special occasions. Attended new Yakima and Kittitas County Economic Development organizational meeting sponsored by YCDA. City staff attended YCDA board meetings. YCDA director attends monthly Cascade Mill status meetings and other special projects. YCDA has been a significant partner and is obtaining SIED funds for various City-related projects. Regular attendance by City staff at all YCDA and Yakima Valley Tourism meetings and special occasions. Work with YCDA staff to pursue SIED funding for development of South 21st Avenue Extension and Airport Lane improvements for development of new hangars and business expansion. 6 Collaborate with Yakima County on state transportation package Community Relations City and County staff and elected officials are partners in the I-82/East-West Corridor project, Trans -Action Coalition, and other projects. We share information for our lobbyist to promote for the Yakima Valley. The realistic possibility of a significant state transportation package being approved during the 2015 state legislative session is not great. Regardless, the City and Yakima County continued to advocate for additional transportation funding. Additional partnerships are being developed. The Yakima City Council included in its 2015 State Legislative & Administrative Priorities, as it had the previous year, passage of a statewide transportation package. Efforts will be made by the Council and its Olympia lobbyist to urge support from the Yakima area's legislative delegation. IMPROVE the BUILT ENVIRONMENT Strategy Department 1st Quarter Progress Report 2nd Quarter Progress Report 3rd Quarter Progress Report 4th Quarter Progress Report Hire a graffiti abatement coordinator ONDS continued to promote the Yak Back Graffiti abatement program is working well. In the third quarter, ONDS continued to Year-end totals for graffiti are as follows: to coordinate cleanup of graffiti sites notification system to report and locate graffiti Program coordinator very effective in daily address graffiti complaints as reported through 7,482.5 hours by volunteers, 701.5 gallons of and worked with YPD to investigate as well as responses as well as working with volunteer Yak Back as a priority and then secondarily paint were used, and 19,996 locations were enhance enforcement through education of efforts. The Yak Back approach has been a addressed graffiti throughout the painted. ONDS continued to address graffiti the public about reporting techniques and successful vehicle in communicating the citizen neighborhoods as crews went from location to complaints as a priority through Yak Back. We options. requests to the program coordinator. location as graffiti was spotted by the graffiti also continued to paint over graffiti on public 1 Community Development coordinator. So far in 2014, volunteers have worked 7,257.5 hours, used 575.5 gallons of paint, and painted over a total of 17,343 locations. We continued to paint over graffiti on public property as well as private property when permission was given by the property owner. property as well as private property when permission was given by the property owner. Implement a pilot recycling program of Developed project management plan for the The Every Other Week (EOW) Pilot Curbside Project was The solid waste program continued the every other This was the final quarter and wrap up of the City approximately 600 households proposed pilot recycling program. Designed "Welcome to Recycling � outreach and kicked off on May 6. Household numbers were revised to reflect the following: There were four (4) household four week (EOW) Pilot Curbside project with the last collection date occurringonA April 29th. The Solid P of Yakima Pilot Curbside Assessment Project. The project successfullycompleted the tasks outlined in P educational packet and pre -recycling survey. recyclables and (4) yard waste collections conducted this quarter at 537 of the possible 622 homes fora Waste Division retained and worked with its the Washington State Department of Ecology Grant Mailed 571 packets to residents in the participation rate of 86%. The average setout rate for consultant, Green Solutions, Inc. During this ahead of schedule and met its overall project goal Hamilton Park/Sun Crest Annexation. Secured the recycling route was 381 homes fora 70% setout rate. quarter activities included: every other week to conduct a pilot curbside recycling project to a processor for the collected recyclable The average setout for the yard waste collection was 322 for a 60% setout rate. Each collection averaged 3 tons for collection of recyclables and yard waste; cart inspections and tagging; waste composition gather baseline data to develop recommendations for best management practices for the diversion of materials. Applied to the Washington State recyclables and 9.25 tons for yard waste. A total of 11.76 analysis; distribution and assessment of the post solid waste from the landfill. Major activities this Dept. of Ecology for Coordinated Prevention recyclables and 37 tons of yard waste was diverted from pilot survey; preparing for and convening a quarter included: analysis of data collected from Grant Funding to support the data collection being buried at the landfill. Staff conducted curbside customer focus group and drafting the preliminary the recycling project, post survey and focus group; and analysis phase of the pilot. Work with inspections for approximately 20% of the recycling final report to be presented at the Council study development of a preliminary report on the utility services to develop a billing procedure containers for each collection. Point of contact educational tags were placed on each cart to inform the session on October 28. During the pilot, the findings; realigning of findings to correlate with a for residents in the pilot area. Began planning resident on how they were doing with the program.A following tonnage was collected: 147.4 tons of solid waste rate analysis; development of 2 Refuse community outreach events at Kissel Park. Recycling Star was given if a cart was clean and free of garbage, 25.3 tons of recyclables and 58.5 tons of recommendations for future solid waste Developed card dissemination/roll out plan for contamination; an OOPS tag was given listing helpful hints yard waste. The pilot areas consisted of 622 management strategies and; presentation of final the 571 households. Prepared materials for on how to lower the contamination level in the carts. A households with 537 participating in the program. Pilot Curbside Recycling Report and proposed rate the upcoming April 8 City Council study session $37,500 Coordinated Prevention Grant from the State Department of Ecology was secured to hire a consultant The average setout rate for garbage was 89.6%, 74.5% for recyclables and 57.5% for yard waste for increase at City Council study session on October 28th. The results of the pilot program were on the pilot. Integrate preliminary rate study funding as part of their study session. to work with solid waste staff to assist with the evaluation of the project and update the rate analysis to reflect recycling cost and align results of the pilot program with current and or /or projected rates. The consultant will work with solid waste staff to discuss the results of the pilot and prepare a presentation on the findings and recommendations to City Council late fall. a total diversion rate of 36%. The participant opinion of the pilot program gathered through the post survey and focus group revealed; 79.2% rated the pilot program as excellent/good; 75.2 considered the program convenient; 64.9% approved the collection frequency; 73.8% relized a reduction in waste volume with 34.2% reducing their waste in half and 31.7% moving from a 96 to a 32 gallon cart. 70.3% would consider signing up for a City offered recycling service. generally favorable. Over 90% of the households participated in the pilot. Every other week collection for recyclables was workable; there was a 75% setout rate for recycling and a 57% setout for yardwaste; 79% of the participants rated the program as excellent/good; 75.2% considered the program convenient; 73.8% realized a reduction in waste volume and 70.3% would consider signing up for a City offered recycling service. Contract with consultant Green Solutions completed. Complete the Collection System Final draft of collection system plans 34 RFQs sent out to MRSC list, 4 consultant AHBL was selected by interview board. City AHBL under contract. Starting review of Master Plan in order to identify system completed. RFQ prepared for stormwater SOQs returned and consultant interviews manager approval to proceed was granted. Master Plan, setting program priorities and expansion needs Utilities/ retention collection system alternatives and completed. Contract documents and scope definition are scope of Randall Park, North 1st Street and mill 3 Engineering design. Focus on N. 1st Street, Mill Site, and priority one identified projects. being drafted by Dana Kallevig and AHBL. site designs. 4 Hire two additional code enforcement officers to allow the City to be more proactive in responding to code violations Community Development Two new code compliance officers have been hired, which will allow a more concerted focus on major commercial corridors and sign control. Staff is now focusing on abatement of temporary sign violations along major entry and commercial corridors, and is also developing an enforcement activity log that will be updated and available weekly. Additional Code Enforcement officers have provided targeted emphasis on illegal or unpermitted commercial signs. Response to complaint driven code enforcement issues has also improved with additional staffing. To date, eleven major streets were reviewed with 717 business sites visited, and over 1,549 signs removed The Code Compliance Division is currently transitioning to a proactive, efficient and effective team to clean up the City. Code compliance work unit assisted in alley cleanup and enforcement of illegal dumping. The work unit has completed team building and productivity training. 5 Conduct an industrial waste rate study Utilities/ Engineering FCS hired to complete rate study. FCS analyzed data, draft expected in July 2014. FCS completed final draft. FCS will present funding to City Council at September 30 study session. Complete 6 Begin the process of creating a comprehensive connectivity network by identifying existing sidewalks and bicycle lanes for a connectivity master plan Engineering Existing sidewalks identified. Consultant on board to write an ADA compliance plan. Worked with community bicycle group to update and revise bicycle plan. Work is ongoing on ADA plan, bicycle consultant selected. ADA consultant under contract. Bicycle study is ongoing. 7 Amend the City's billboard and digital signs regulations Community Development Staff made final recommendations to the City Council on proposed billboard regulations and followed up with the Built Environment Committee (BEC) at Council direction to develop standards for billboard maintenance and appearance. Staff demonstrated that we have current codes in place to address maintenance and the BEC determined that the matter should now be considered closed. No further review or staff work is presently underway related to billboard and digital sign regulation changes. Code Enforcement staff has a targeted effort to enforce current sign codes to correct billboard sign violations as quickly as possible. No changes to billboard or digital signs. Other minor sign code amendments underway at the direction of City Council. Sign code amendments for temporary signs and other problematic sections of the sign code have been developed by staff and the City of Yakima Planning Commission at the direction of the City Council. The draft amendments are scheduled for open record public hearings before the Planning Commission in the month of January and before the Yakima City Council in the month of February. 8 Reinstate the traffic engineer position to manage the right-of-way/street cut program Utilities/ Engineering Not necessary due to lessened scope of final street cut ordinance. Closed. 9 Rehabilitate streets by issuing a 10- year bond of $16 million to grind and overlay 92 lanes miles Utilities/ Engineering Careful preparation combined with good audits, high level of fiscal responsibility and written financial policies resulted in a higher debt rating from Standard & Poor's. Bond proceeds are invested in LGIP and being carefully tracked with expenditures to assure compliance with federal requirements. Approximately 50% complete. On track to complete on time Timely payments are being made to contractor in amounts exceeding $3 million per check. This is important for contractor so they can meet their cash flow needs. Funds are being kept in low interest bearing account that can be accessed within 2 days. Complete except for change order of 32nd to 40th on Lincoln. This will be completed first thing in the spring. 10 Install a biosolids dryer at the wastewater treatment plant Utilities/ Engineering Bids were above budget available for project completion. Project scope will be revisited third quarter of 2014 Wastewater staff evaluated alternatives for class A biosolids CDM Smith prepared final report for wrap up. Biosolids dryer will not be constructed at this time. Final report complete. Closed. 11 Implement phase 1 of the North 1st Street plan Strategic Projects Engineering consultant on board to develop plans and specifications. Community workshop held June 26, 2014 to receive comments from stakeholders. Preferred cross section is currently being developed and reviewed. Council is considering a street bond to complete the entire corridor. The federal funds for Phase 1 have been delayed. Design plans at 60%. Final cross section is part of design plan. HDl continued to work with City and utility companies to determine feasibility and extent of undergrounding power lines. Design plans at 90%. Construction and bidding will be deferred until federal grant funds become available. 12 Work with property owners to cleanup hazardous sites (mill site, Tiger Marts) Legal/ City Manager Worked with Washington State Department of Ecology to amend consent decree and amended cleanup action plan. Work with DOE to publish public notice of cleanup and amended consent decree; installed monitoring wells on four sites. Hire environmental engineer to assess best cleanup options for Tiger Oil 24th & Nob Hill site; review monitoring well reports; submit grant applications to DOE. Landau is working under City direction on the landfill as site assessment continued under DOE scrutiny to develop background data from which an appropriate cleanup plan can be generated. Quarterly water sampling of south properties initiated as well as soil sampling protocol requested by DOE. Monitoring wells installed and water sampling will continue for approximately six months into 2015. DOE requires a minimum number of months to collect a useable data base to determine extent of gasoline plume. As results are generated, our environmental engineers and DOE will be able to refine appropriate cleanup options for each site. Upgrade existing City Hall building Upgrades to City Hall began during the 1st City Hall improvements were ongoing. New Carpeting is scheduled to be completed Carpeting was completed in the Y-PAC control quarter and are expected to be completed ceiling tiles were installed and the painting was 10/25/14. Utility counters, cabinets, new room in on 11/1/14. HR/Economic during the 2nd quarter. Improvements include new paint and carpeting throughout most of finished. Carpeting, utility counters, cabinets, new doors and signage to be completed by mid- doors, MLK awning, and signage to be completed by mid-December 2014. Flower Development new office constructed along with Y-PAC office carpet completed 1/3/15. City Manager/ the public areas on the first floor along with ADA enhancements. October, if not sooner beds and medians around City Hall will be cleaned out, new plants and rocks were added. Back flow valves for fire system and drinking water will be installed by 1/31/15. Utility counters, cabinets and new glass should be completed mid-February, new doors, MLK awning mid-March, majority of signage was completed in December 2014, reader board work will be completed by 1/31/15. Exterior 13 Community Development painting will take place in April. Flower beds and medians around City Hall on both 2"d and 3rd Street were cleaned (brush and dirt removed) and fiber cloth installed along with rock 11/15/14, plants have been purchased and will be installed March or April as weather permits. Basement hallways were painted by our Info Systems staff. CITY OF YAKIMA 2014 STRATEGIC PRIORITIES—Year end report Strategic JHitiativc: economic Deveeops.lcht Strategies • Collaborate with downtown businesses through a Downtown Master Plan. • Determine the best location for a public plaza for community events and activities. • Attend and promote Yakima at the International Council of Shopping Centers annual conference in Las Vegas. • Produce Lunchtime Live and Downtown Summer Nights concert series and invest in new events. • Form a public-private partnership to market and promote air service and secure a fourth flight to Seattle. • Replace aging asphalt, taxiway lights, taxiway signs and airfield markings to ensure the airport will continually meet Federal Aviation Administration regulations. • Pursue cleanup of the mill site property. • Retain an urban economist to assist the City in the identification of appropriate and feasible commercial and job creation land uses for the mill site property. 1st Quarter 1. Worked with Carl Walker and Gustafson, Guthrie, Nichol on designs for a potential public plaza and downtown parking plan. 2 Planned, booked, and developed promotional materials for the Downtown Summer Nights and Lunchtime Live concert series. 3. Developed a new website, www.flyykm.com, to market the airport, established free Wi-Fi capability in the terminal for passengers, and created new radio, newspaper, and television ads to inform people of air service options out of Yakima. 4. Developed the Construction Safety Phasing Plan, Preliminary Engineering Plans, Preliminary Design Report, Pre -design Conference Checklist and Construction Management Report for the airport improvement project. Maasaram a Gatconas-2014 2nd Quarter 1. Four City representatives attended the International Council of Shopping Centers annual conference in Las Vegas. Several follow up meetings will be scheduled with business owners, managers, agents and representatives. 2. Downtown Summer Nights kicked off June 12. Some shows exceeded 1,000 people. Event revenue increased 67% over the first four shows. 3. FLYYKM website was launched in conjunction with print and television marketing. Enplanements were up 4% over 2013. 4. Executed contract with Jones, Lange, LaSalle for a market analysis for the Cascade Mill property. 5. Right of way acquisitions and negotiations were in process in the second quarter 3rd Quarter 1 A construction safety phasing plan and engineering plans for the Yakima Airport improvements were finalized. 2. City Council selected plaza design. 3. Followed up with RECON contacts. 4. Downtown Summer Nights finished strong with 700-1000 participants at each event. Cascade Mill Site 4th Quarter 1. The Airport was notified it received a $290,000 Small Community Air Service Grant from the federal govemment. 2. Year end enplanements increased 5%. 3. Partnered with the Fresh Hop Ale Festival helping to bring 6000-7000 people to Downtown Yakima. 4. Submitted letter of support for the Downtown Association of Yakima's Main Street Program application. 5. Year end Alaska Airlines load factor increased from 71% to 76%. 6. Received final Cascade Mill Site economic analysis report. CITY OF YAKIMA 2014 STRATEGIC PRIORITIES—Year end report Strategic JNitiative: Psis eic Safety Strategies • Expand the downtown bike patrol to run from March through October. • Increase training opportunities for newly promoted employees and leadership development. • Deploy 74 assigned police patrol vehicles. • Invest in 8 license plate reader systems for the Yakima Valley. • Hire a Gang Free Initiative manager to ensure effective public and private sector coordination and integration of resources. • Implement second gang unit to work gang crimes. 1st Quarter 1 Eight officers attended the FBI-LEEDA supervisory training leadership course. 2. All officers eligible for an assigned vehicle received their vehicles. 3. Second full gang unit was implemented in January 2014. 4. Finalized job classifications for the Dispatch Center Manager and Communications Center Manager positions. 5. Completed a space analysis of the law and justice building. Results will be available in the second quarter. 6. Prosecutors were able to reduce caseloads through the pre -filing diversion and charging unit. • Increase staffing level at Yakima Fire Department to eliminate "brown out" days. • Separate the communications/dispatch center manager position into two different positions. • Develop a design study for the new joint communications center that will be located at the County -owned Restitution Center. • Invest in a new fire brush truck in other to better assist local agencies. • Add a full time parking enforcement officer dedicated to the downtown area. • Reduce the current misdemeanor caseload with pre -filing diversion program and charging unit to comply with state mandates. Measr+ra ee Gwtcofes-2014 2nd Quarter 1. The bike patrols were deployed in June. 2. Five additional officers were identified for the FBI -LEEDA course. In addition, 9 officers are attending the City's leadership development course. 3. Staff researched license plate reader systems for 8 police vehicles. 4. Perry Tarrant was hired as the GFI and Emergency Management Director. He started July 1, 2014. 5. Contracted for an employee to provide parking enforcement services to the downtown area. 6. Through the second quarter, caseload numbers were reduced by 40 percent. 3rd Quarter 1. Yakima Police Department officers went through a 16 -hour integrated tactical accountability class. 2. The police chief attended the Senior Management in Policing Institute. 3. The automated license plate readers were ordered. 4. An agreement between the City and County was finalized and awarded for construction of the new communications center. 5. Hired second parking enforcement officer. 4th Quarter 1. Reduced 2014 caseloads by 41% - 3,114 cases in 2014 compared to 5,300 in 2012 due to new charging unit and diversion programs. 2. Automated license plate readers were installed and officers were trained how to use them. 3. Transferred parking enforcement responsibilities to Utility Services. 4. Entered into a $1.2 million contract to provide fire services to Union Gap. 5. Year end Part 1 crimes fell compared with 2013. CITY OF YAKIMA 2014 STRATEGIC PRIORITIES—Year end report Strategic JHitiative: Padeic Trust 8 AccvahtaNdity Strategies • Implement quality customer service academy for all existing and new employees. • Conduct Yakima's third annual citizen survey in late spring / early summer. • Implement new financial software system (Cayenta). 1st Quarter hoto from City of Yakdtha UriwerA tratnin9 P 1. Employees were trained on how to teach, instruct, and lead coworkers through a City - sponsored customer service academy. 2. Started preparations for the third annual customer survey. 3. Went live with the Cayenta system; still working through some issues. 4. Route 8 was cut in accordance with Transits 15 passenger per hour route standard. Changed departure times from 5:10 p.m. to 5:15 p.m. at the Transit Center to accommodate the business people who need transit service after work. • Conduct Yakima's third annual employee survey. • Establish development teams to ensure coordinated project review. • Perform a Business Process Analysis of the Utility Services Division. Photo from City of Yakima University training Ateastiraoee Outcomes -2414 2nd Quarter 1 Developed custom questions for citizen survey. The survey will be mailed in the third quarter with results to us in October. 2. Offered first series of customer service training. Over 400 employees went through Customer Service 101 and the Nordstrom Model of Customer Service. 3. Cayenta system was fully implemented. 4. Evaluated transit routes and considered modifications. 5. City manager met with several departments and reviewed the results of the employee survey. 6. Hired a project permit coordinator to help expedite permits. 7 Negotiated with FCS Group to complete the second phase of BPA with a written document. 3rd Quarter Photo tri C. +ty of Yakinia Univers ily training 1. The City implemented Customer Service 101 and conflict management courses for staff. 2. The new financial system, Cayenta, was installed and staff was able to run reports out of the new system. 3. The City hired a project permit coordinator to facilitate and expedite the DST process. 4th Quarter 1. The 2014 Citizen Survey results were received, resulting in key improvements over 2013. 2. The City conducted customer service training programs for all City employees. 3. Staff members attended the 2014 Cayenta conference in order to expand knowledge of the new system. 4. The 2014 Employee Survey was conducted with an 89% participation rate. Results are expected in February. 5. Produced a balanced and prudent 2015 budget that includes no tax or fee increases. CITY OF YAKIMA 2014 STRATEGIC PRIORITIES—Year end report Strategic Jhitiative: PartNars4ip Deveeopsest Strategies • Update YPAL facility at Miller Park—secure funding from Washington Fruit. • Partner with the Southeast Community Center in upgrading existing facility. • Partner with Yakima Food Bank and Rotary to construct a new facility at the Southeast Community Center. • Partner with the Capitol Theatre to locate funding sources for needed repairs. • Attract new businesses and visitors by partnering with Yakima County Development Association and Yakima Valley Tourism. • Collaborate with Yakima County on state transportation package. 1st Quarter Washington Fruit & Produce committed to contribute $250,000 to the renovation of the YPAL facility. The facility will be renamed Washington Fruit Community Center. 2. The Southeast Community Center was remodeled and updated. 3. Agreements for rebuilding the food bank were finalized and will be going to Council for approval. Masa ra bG a Outcomes -2014 2nd Quarter 1 Work on the YPAL facility continued in the second quarter. 2. The three large, dangerous trees along the south side of the Southeast Community Center property were removed. 3. RFPs for the demolition of the old food bank will go out the third quarter of 2014. 4. City and County staff partnered on the I-82/East- West Corridor project, Trans -Action Coalition, and other projects. 5. Shared project information with the City's Olympia lobbyist to promote for the Yakima Valley. 3rd Quarter A new food bank was built and opened at the Southeast Community Center. 2. Washington Fruit Community Center improvements continued in the third quarter. 4th Quarter 1 The City reviewed a list of capital needs at the Southeast Community Center. The required improvements will be made in 2015. 2. Renovations at the Washington Fruit Community Center started in 2014 and will wrap up in 2015. 3. Entered into a new partnership to assist the Central Washington State Fair Association with Sundome operational costs. 4. Initiated Yakima Craft Beverage marketing and branding plan. CITY OF YAKIMA 2014 STRATEGIC PRIORITIES—Year end report Strategic JNitiative: Juiprove Me $aiet 6,1'41,0, 0010d Strategies • Hire a graffiti abatement coordinator to coordinate cleanup of graffiti sites • Implement a pilot recycling program of approximately 600 house- holds • Complete the collection system master plan in order to identify sys- tem expansion needs • Hire two additional code enforcement officers to allow the City to be more proactive in responding to code violations • Conduct an industrial waste rate study • Amend the City's billboard and digital sign regulations 1st Quarter 1. ONDS continued to promote the Yak Back notification system to report and locate graffiti and worked with YPD to investigate as well as enhance enforcement through education of the public. 2 Developed project management plan for the proposed pilot recycling program. 3 Two new code compliance officers were hired. Focused on abatement of temporary sign violations along major entry and commercial corridors. 5. FCS hired to complete the industrial waste rate study. 6. Staff made final recommendations to the City Council on proposed billboard regulations and followed up with the Built Environment Committee on Council direction to develop standards for billboard maintenance and appearance. • Reinstate the traffic engineer position to manage the right of way/ street cut program • Rehabilitate streets by issuing a 10 -year bond of $16 million to grind and overlay 92 lane miles • Install a biosolids dryer at the wastewater treatment plant • Implement Phase 1 of the North 1st Street plan • Work with property owners to cleanup hazardous sites (mill site, Tiger Marts) • Upgrade existing City Hall building Measaratiee GatcvtNes-2014 2nd Quarter 1. Graffiti abatement program is working well. 2. The Curbside Recycling Project was kicked off on May 6. There were four household recyclables and four yard waste collections conducted this quarter for 537 of the possible 622 homes, for a participation rate of 86%. 3. Through the second quarter, code compliance officers visited 717 businesses, and 1,549 temporary signs were removed. 4. Worked with consultant and community bicycle group to update the revised bicycle plans. 5. Worked with Washington State Department of Ecology to publish public notice of cleanup and amended consent decree for Tiger Mart properties. 6. City Hall improvements continued in the second quarter. 3rd Quarter 1. The curbside recycling program collected 147.4 tons of garbage, 25.3 tons of recyclables, and 58.5 tons of yard waste through the third quarter of 2014. 2. A consultant was selected for the Bicycle Master Plan. 3. FCS completed the industrial waste rate study. 4 The City hired an environmental engineer to assist in the clean up of the Tiger Oil sites. 5 ONDS volunteers removed graffiti at 17,343 locations through the third quarter. 4th Quarter 1. Completed on time and on budget 92 lane miles of grind and overlay. 2 A stormwater monitoring well was installed at the Tiger Oil locations. 3 The City contracted with AHBL to create a stormwater master plan for North 1st Street, Randall Park, and mill site. 4. Completed City Hall improvements. Strategic Js+itiatives 2014 Strategies 2014 MaasaratMe Outcomes CITY OF YAKIMA 2014 STRATEGIC PRIORITIES -Year end overview ecomorr1ic Devedoporierit Paoeic Safety 1. Collaborate with downtown businesses through a Downtown Master Plan. 2. Determine location for a public plaza for community events and activities. 3. Attend the International Council of Shopping Centers annual conference. 4. Produce Lunchtime Live and Downtown Summer Nights concert series and invest in new events. 5. Form a public-private partnership to market and promote air service and make necessary improvements. 6. Cleanup the mill site and Tiger Mart properties. 7. Retain an urban economist to review the best use of the mill site. 1 Worked with Carl Walker and Gustafson, Guthrie, Nichol on designs for a potential public plaza and downtown parking plan. 2. Planned, booked, and developed promotional materials for Downtown Summer Nights, Lunchtime Live, and new cultural concert series, Viva la Musica, at Miller Park. 3. Developed new website and marketing materials for Yakima Airport and construction documents for the airport improvement project. Increased Airport load factor 5% and received $290,000 grant award. 4. Marketed Yakima at the International Council of Shopping Centers annual conference in Las Vegas. 5. Executed contract with Jones, Lange, LaSalle for a market analysis for the Cascade mill site property. 6. Worked with ecology to remediate the Tiger Mart hazardous sites. 1. Operate bike patrol from March through October and add a fulltime parking enforcement officer for downtown. 2. Increase training opportunities. 3. Deploy 74 assigned police vehicles (APV). 4. Invest in 8 license plate reader systems. 5. Hire a Gang Free Initiative Manager and Emergency Management Director. 6. Implement second gang unit. 7. Increase staffing levels at Yakima Fire Department to eliminate brownout days. 8. Develop a new joint communications center and hire a new manager. 9. Invest in a new fire brush truck. 10.Implement pre -filing and diversion programs to reduce caseload filings. 1. Deployed bike patrols during the summer and had a fulltime parking enforcement officer for downtown. Business owners and citizens were extremely happy and felt a sense of security. 2. Reduced caseload filings by 41 percent. 3. Perry Tarrant was hired as the GFI/Emergency Management Director. Brad Coughenourwas hired as the Communications Center Manager. 4. Conducted needs facility study for police depart- ment. Built a new communications center. 5. Purchased 8 license plate reader systems that will be installed in January. 6. Through the APV program the City was able to respond and/or solve some crimes almost immediately. 7. 156 individuals participated in prefiling/diversion programs. PaOeic Mot 8 Accoar+tal iieity 1. Implement quality customer service academy for existing and new employees. 2. Conduct Yakima's third annual citizen survey in late spring / early summer 3. Conduct Yakima's third annual employee survey. 4. Establish development teams to ensure coordinat- ed project review. 5. Perform a business process analysis of the Utility Services Division. 6. Implement new financial software system (Cayenta). 1. Employees were trained on how to teach, instruct, and lead coworkers through a City -sponsored training program. 2. Completed third annual citizen survey. 3. Implemented Cayenta software program. 4. Evaluated transit routes and schedules and adjusted them to make them more efficient. 5. Hired a Project Permit Coordinator to help expedite the permitting process. 6. Offered customer service 201 and conflict management as well as various other training programs to City employees. 7. Produced a balanced and prudent 2015 budget without any tax or fee increases. 8. Conducted third annual employee survey. Partaersliip Deveeoprrier+t 1. Update YPAL facility and rename it Washington Fruit Community Center. 2. Partner with the Southeast Community Center (SECC) in upgrading the facility. 3. Partner with Yakima Food Bank and Rotary to construct a new food bank at the SECC. 4. Partner with the Capitol Theatre to locate funding sources for the needed repairs. 5. Attract new businesses and visitors by partnering with Yakima County Development Association and Yakima Valley Tourism. 6. Collaborate with Yakima County on state transportation package. 1. Washington Fruit contributed to the renovation of the YPAL facility. 2. The Southeast Community Center food bank was demolished and rebuilt. 3. Entered into new partnership to assist the State Fair with Sundome operational costs. 4. Initiated Yakima Craft Beverage marketing and branding plan. 5. Collaborated with Yakima County on state transportation package, which failed to pass the State Legislature. Jrri prove tae $aiet er+viroarriemt 1. Hire a graffiti abatement coordinator to coordinate cleanup of graffiti sites. 2. Implement a pilot recycling program. 3. Complete the collection system master plan in order to identify needs. 4. Hire two additional code enforcement officers to allow the City to be more proactive in responding to code violations. 5. Conduct an industrial waste rate study. 6. Amend the City's billboard and digital sign regula- tions. 7. Grind and overlay 92 lane miles; install new side- walk ADA ramps. 8. Install a biosolids dryer at the wastewater treatment plant. 9. Implement phase 1 of the North 1st Street plan. 1. Conducted pilot recycling program of 600 households. 2. Hired two new code compliance officers. 3. Council approved new sign and billboard regulations. 4. Worked with consultant and bicycle group to review bike plans. 5. Made interior improvements at the Yakima Airport. 6. Removed graffiti from 19,996 locations. 7. Installed new carpet in City Hall, updated the signage, and painted the walls. 8. Completed 92 lane miles of grind and overlay.