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HomeMy WebLinkAbout10/30/2018 02 Economic Development Plan and Complimentary Strategies Discussion Y�'1114'+ �0� BUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEM ENT Item No. 2. For Meeting of: October 30, 2018 ITEM TITLE: Economic Development Plan and Complimentary Strategies Discussion SUBMITTED BY: Ana Cortez,Assistant City Manager SUMMARY EXPLANATION: In February 2017, Council adopted the 2017-2020 Economic Development Strategic Plan that outlines strategies, partners and desired economic development outcomes. The Plan includes a three tier strategy and identifies partners to implement these activities. In March 2018, Council adopted its citywide Strategic Plan which includes the priorities of main streets, business development and Downtown Central Plaza. This study session provides Council with an opportunity to further explore/expand/clarify priorities related to main street (arterial) development and spotlight where priorities of the Economic Development Strategic Plan and the citywide Strategic Plan align. ITEM BUDGETED: STRATEGIC PRIORITY: APPROVED FOR SUBMITTAL: City Manager STAFF RECOMMENDATION: BOARD/COMMITTEE RECOMMENDATION: ATTACHMENTS: Description Upload Date Type D ED CED ppt 10/25/2018 Corer Memo D ED summary 10/24/2018 Corer Memo D SP 10/24/2018 Corer Memo 2 ❑ attached 10/24/2018 Corer Memo October 30, 2018 Study Session -STRATEGIC PLAN - ECONOMIC DEVELOPMENT PLAN -ARTERIAL DEVELOPMENT In the Council's 2018-2020 Strategic Plan, adopted August 6, 2018, Council identified 5 major areas of focus: 1. Economic Development 2. Public Safety 3. Neighborhood Building (improving the built environment) 4. Partnership Development 5. Public Trust and Accountability Specific to Economic Development the plan drilled down on : Main arterial development and business growth Downtown Central Plaza In the Council's 2017-2020 Economic Development Strategic Plan, adopted February 21, 2017, 12 areas of economic growth were outlined in the following three tiers: 1. Competitiveness 2. Traded Sector Growth 3. Community Pride Activities in each tier - Corn etitive n ess 1. Identify sites for new business locations or expansions Inventory, identify gaps, fix what we can, move them 2. Mill Site Development 225 acres we do not control Great investment East-West Corridor investment Transformational 3. Explore creating a Public Authority District Watching Kittitas Grandview and Sunnyside Must invest to make money Activities in each tier Co ( cont 'd 4. Incentives for new business development 5. Educational Alignment 6. Expanding air service /YKM activity 7. Convention Center expansion Activities in each tier Tra Growth 1. Incubator Removed from plan by Council in January 2018 2. Airport Business Growth 3. Recruiting cluster industries Bring industries from outside Activities in each tier — Community Pride Council Economic Development Committee purpose statement indicates : FOCUS ON MAIN STREET DEVELOPMENT AND DOWNTOWN PLAZA Summary overview Economic Council Economic Strategic Plan Development Development Strategic Plan Committee 1. Economic Development 1. Sites for business 1. Main arterial 2. Public Safety 2. Mill Site Redevelopment development 3. Public Authority District 2. Business growth 3. Neighborhood Building 4. Incentives 3. Downtown Central 4. Partnership Development Plaza 5. Educational Alignment 5. Public Trust and 6. Air Service Accountability 7. Convention Center Expansion 8. Airport business growth 9. Recruit cluster industries 10. Centro De La Raza 11. Image campaign Today 's study session - Provides Council with an opportunity to further explore/expand/clarify Council adopted plans with a specific focus on priorities related to arterial development 13 EXECUTIVE SUMMARY Yakima Economic Development Strategic Plan A plan to spur and sustain the growth of Yakima's Economy over the long-term YAKIMA,WA 2017 - 2020 14 I 15 We aim to spur and sustain the growth of Yakima's economy over the long-term by collectively working to grow quality jobs— those jobs that pay well, enabling resident workers to buy homes and afford a quality lifestyle. Strategic Initiatives to Spur & Grow Yakima's Economy The Yakima Economic Development Strategic Plan defines priority economic development initiatives in the City of Yakima through 2020. TRADED-SECTOR YAKIMA'S BUSINESS&QUALITY COMMUNITY COMPETITIVENESS EMPLOYMENT PRIDE GROWTH Sites for Business Incubator Centro de la Raza 4 , Mill Site Airport Business Image Campaign Redevelopment Growth Public Authority Recruit Cluster District Industries 0 N O Incentives N e-I-I O N Educational co Alignment 0_ U_ .UO a) Air Service tti a) Q Convention a Center Expansion a) 0 U E O O O U W co E (o } 40 16 A. Yakima's Competitiveness In order to successfully grow the economy over the long-term, important factors need to be improved to ready Yakima for business and convention opportunities. At present Yakima is falling behind competitive communities vying for similar economic development opportunities. SITES FOR BUSINESS Goal: A diverse portfolio of sites ready for business location that provide Yakima a competitive advantage because infrastructure is in place, any contamination is addressed and owners are willing to sell/lease. MILL SITE REDEVELOPMENT Goal Support the redevelopment of the former Cascade Lumber Company mill site to accommodate quality jobs and increase Yakima's tax base, as well as present a quality development at Yakima's highly-visible northern "front door." PUBLIC AUTHORITY DISTRICT Goal Explore the potential of a public authority district as a tool to support economic development and enhance Yakima's competitiveness to attract and retain businesses. INCENTIVES Responsibly offer and promote a diverse portfolio of competitive incentives that influence business investment in favor of a Yakima location. `y N EDUCATIONAL ALIGNMENT 0 N Goal — Educational resources aligned to meet the comprehensive current and future needs of employers in U Yakima. %o cu AIR SERVICEco cu Goal Sustain and increase commercial airline service at the Yakima Airport (YKM). ° a) CONVENTION CENTER EXPANSION 0 U E Goa! Expand the Yakima Convention Center to host targeted groups with world-class amenities. w E 2 co 17 B. Traded-sector Business & Quality Employment Growth To shape a sustainable economy, proactive efforts are necessary. Successful communities don't wait for businesses to show up, they organize a strong business case to meet their needs and reach out to them —be it an entrepreneur starting up a new business endeavor or a successful business that could grow successfully in Yakima. INCUBATOR Establish a high-quality, technical assistance incubator to boost effective business start-ups in Yakima. AIRPORT BUSINESS GROWTH Goal Locate a comprehensive supply chain of traded-sector aviation companies and suppliers to prioritized sites adjacent to the Yakima Airport. RECRUIT CLUSTER INDUSTRIES Goal Locate traded-sector businesses that compliment yet diversify Yakima's economic base. C. Community Pride Community pride initiatives complement economic development marketing and talent attraction/retention—people wanting to live and work in Yakima. RI CENTRO DE LA RAZA 0 N 1` Goal Establish a Latino cultural center (Centro de la Raza) to honor the diverse cultural assets of the Yakima community. as a U IMAGE CAMPAIGN cu . Goal (n c Enhance local pride in community and foster positive "buzz" about Yakima. a) E a 0 1) n a) U E O 0 U w cD E 2 co 18 Acknowledgements A wide array of committed and enthusiastic community leaders provided input and worked collaboratively to develop this Economic Development Strategic Plan for Yakima. YAKIMA CITY COUNCIL Dulce Gutierrez Avina Gutierrez Carmen Mendez District 1 District 2 District 3—Assistant Mayor Bill Lover Kathy Coffey Maureen Adkison District 4 District 5—Mayor District 6 Holly Cousens District 7 YAKIMA ECONOMIC DEVELOPMENT STRATEGIC PLAN STEERING COMMITTEE Kathy Coffey,District 5—Mayor Avina Gutierrez,District 2 Maureen Adkison,District 6 City of Yakima City of Yakima City of Yakima Holly Cousens,District 7 Cliff Moore,City Manager Sean Hawkins,Economic Dev.Manager City of Yakima City of Yakima City of Yakima Colleda Monick,Economic Dev.Assistant Cally Price,Assistant to City Manager Verlynn Best,CEO/President City of Yakima City of Yakima Greater Yakima Chamber of Commerce Luz Bazan Gutierrez,Secretary Maria Rodriguez,Executive Director Jonathan Smith,President/CEO Hispanic Chamber of Commerce of Yakima Rural Community Development Resources Yakima County Development Association John Cooper,President&CEO Yakima Valley Tourism PARTICIPANTS IN COMMUNITY ASSET SITE VISIT Jeff Gaskell,Operations Manager Meghann Quinn,President Carolyn Belles,Permit Project Coordinator Adventurer LP Bale Breaker Brewing Company City of Yakima Dave Brown,Water/Irrigation Division Mgr. Joseph Calhoun,Senior Planner Joan Davenport,AICP,Planning Manager City of Yakima City of Yakima City of Yakima O N Glenn Denman,Building Official Supervising Jeff Peters,Supervising Planner Mike Price,Wastewater Manager r` Code Inspector City of Yakima City of Yakima City of Yakima N Charlie Robin,CEO Thane Phelan,Vice President& Russ Roberts,CCIM t>3 The Capitol TheaterYakima Communications/Marketing Heritage Moultray d Greater Yakima Chamber 2 `a0 Joseph Morrier,President&CEO Bob Gerst,Vice President Human Resources Christina Cote,President JEM Development Real Estate Inc. John L.Haas,Inc. Perry Technical Institute Erin Fishburn,Director of Institutional Mike Wright,Plant Manager Linda Johnson,Certified Business Advisor Effectiveness&Advancement Quanex Building Products Small Business Development Center E Perry Technical Institute 0 Patrick Baldoz,Director Tommy Hanses,Operations Manager Jean Brown,Business Development Director South Central Workforce Council Washington Fruit&Produce Company Yakima County Development Association Joe Schmitt,Marketing&Dev.Director Duncan MacLeod,Executive Director Paulette Lopez,Dean of Workforce 0 Yakima County Development Association Yakima Makers Space Education Division O Yakima Valley Community College CO Craig Dwight,Director E Yakima Valley Technical Skills Center .6 >- 19 SEPTEMBER 12, 2018 1,�,1 ,-r40p .....1 `N 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, WASHINGTON PRESENTED BY:THE YAKIMA CITY COUNCIL ■ 20 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, WASHINGTON TABLE OF CONTENTS PAGE 1. COMMUNITY OVERVIEW 2 2. ORGANIZATION CHART 3 3. BACKGROUND 4 4. MISSION STATEMENT 5 5. COUNCIL PRIORITIES 6 6. COUNCIL COMMITTEES 7 7. ROLE OF CITY MANAGER'S OFFICE 15 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 1 WASHINGTON 21 Community Overview Yakima is located in the south central region of Washington State and covers about 28 square miles. Sunshine is the norm with 270 to 300 blue sky days per year. The area enjoys four separate and distinct seasons with the summers being hot and dry while the winters are cool with light snowfall. Yakima is the largest city in Yakima County,serves as the county seat, and,with a population of more than 94,000, is the 11th largest city in Washington State. Most of the people who founded Yakima were of European decent, although significant numbers of African-Americans and Asian-Americans homesteaded in the area as well. Recently, the Yakima Valley has experienced a large influx of Latino immigrants,which now account for approximately 45% of the population in Yakima County. Today, the Yakima community enjoys a rich mixture of people from many cultural and ethnic backgrounds. 74% of the population has at least a high school diploma and 18% has a Bachelor's degree or higher. The median annual household income was estimated to be $43,956 in 2016. The cost of living in Yakima is below the national average at 95% and the state does not require income tax. The average sales price of a home is $192,000 and the average commuting time to work is about 15 minutes. Beyond K through 12, the area boasts a private technical college, a community college, a university, an osteopathic medical school, and a number of vocational education programs. Yakima has been the cultural, business, educational, health w : services, and governmental focal point of the Central Washington region since it was founded more than 125 years ago. Originally built along the then-new Northern Pacific Railway company line, Yakima has grown from its agricultural roots into a vibrant, diverse, metropolitan city. With a rich history and a bright future, Yakima is the Heart of Central Washington. Yakima's economy has traditionally revolved around agriculture and a wide variety of crops are grown in the Yakima Valley. These include more than 30 varieties of fruit (apples, cherries, peaches, pears, nectarines,apricots and berries)and vegetables(such as asparagus and eggplant). Not many people know that the region produces about 75% of all the hops (a key ingredient in beer) grown in the United States. While Yakima still relies on agriculture to drive its economy, over 250 manufacturing firms call the area home and produce a variety of products including aircraft parts, wood products, plastic products, recreational vehicles, and communications technology. Healthcare plays a large role in the Valley as represented by five hospitals and over 400 first-class physicians covering 36 specialties. Clinics provide a full range of treatment with open heart surgery, neurosurgery, and cancer care among them. Tourism is the fastest growing segment of the Yakima economy. More than 70 wineries are located in the Valley and regularly draw visitors to sample and buy internationally renowned varietals. Multiple craft breweries and distilleries utilize home-grown products in their unique offerings. Outdoor recreation, including water and snow skiing, fishing, boating, hiking, horseback riding, and white water rafting, also makes Yakima a favorite destination for people from throughout the Northwest and around the world. Finally,Yakima is home to a minor league baseball team (the Yakima Pippins, a member of the West Coast League), NAPB championship basketball team (Yakima Sunkings), and hosts numerous regional sports tournaments (baseball, basketball, softball and soccer, for example). 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 2 WASHINGTON 22 4,1 ,1 CITY OF Yakima 2019 ORGANIZATIONAL CHART CITY OF YAKIMA CONSTITUENTS CITY COUNCIL CITY MANAGER Assistant City Manager Departments City Administration Community Development Human Resources Police Legal Fire Municipal Court Airport Finance Public Works 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 3 WASHINGTON 23 1. BACKGROUND This document updates the 2015 Strategic Plan. The foundation document identified five priorities, which are reaffirmed in this document: • Economic Development • Public Safety • Neighborhood Building (Improving the built environment) • Partnership Development • Public Trust and Accountability This document also builds on previously established critical steps to ensure alignment between staff actions and Council priorities: • Each City department will establish specific action-oriented goals, work activities, and performance measures to align with and make progress on the Strategic Priorities. • City Council policy initiatives and discussions will focus on the Strategic Priorities. • Senior management and employee performance evaluations will be linked with the Strategic Priorities. • Performance measures will be monitored and reported on to hold ourselves accountable for making measureable progress in achieving the strategic commitments. • Communicate quarterly and annually to the City Council and public through a Strategic Plan Progress Report. • Periodically review the Strategic Plan to ensure that it continues to focus City government resources on the issues most important to the community. • W., j rfakigt r .� t / 3 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 4 WASHI NGTON 24 2. MISSION STATEMENT On March 17, 2018, the Yakima City Council adopted the following mission statement to declare the manner in which municipal government shall provide services: TO PROVIDE OUTSTANDING SERVICES THAT MEET THE COMMUNITY'S NEEDS. TO GOVERN RESPONSIBLY BY EFFECTIVELY MANAGING AND PROTECTING PUBLIC RESOURCES. TO BUILD TRUST IN GOVERNMENT THROUGH OPENNESS, DIVERSE LEADERSHIP, AND COMMUNICATION. TO ENSURE THE SAFETY OF OUR RESIDENTS THROUGH RESPONSIBLE 215T CENTURY POLICING. TO SUPPORTTHE YOUTH OF OUR COMMUNITY SO THAT THEY CAN REACH THEIR FULL POTENTIAL.TO STRATEGICALLY FOCUS ON ENHANCING YAKIMA'S QUALITY OF LIFE. 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 5 WASHINGTON 25 3. 2018-2020 COUNCIL PRIORITIES PRIORITY FOR 2018-2020 Committee Working On It? 1. Main street business development Economic Development 2. Community policing Public Safety 3. Safe routes to all elementary schools Public Safety 4. Youth development Healthy Communities 5. Mill site Development Partnership 6. YMCA Aquatic Center Partnership 7. MLK Pool Healthy Communities 8. Downtown Central Plaza Economic Development 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 6 WASHINGTON 26 4. COUNCIL COMMITTEES 2018-2020 ECONOMIC DEVELOPMENT COMMITTEE Holly Cousens, Dulce Gutierrez,Jason White, Carmen Mendez (alt) PRIORITY: MAIN STREET DEVELOPMENT+DOWNTOWN PLAZA This Committee will review, GOAL Between 2018-2020 to accomplish consider and evaluate policies This Committee seeks to: this goal,the Committee will: _ _ _ _ _ _ _ ___ _ _ _ _ _ _ _____ _ ___ using_ two_ perspectives: ___ The City will foster a dynamic and 1. Promote and recommend 1.Bench marking through diverse economy for Yakima policies that stimulate and support a.Collecting data b.Analyzing data through collaboration and business development and growth c. Planning d.Implementation partnerships with other public, along main arterial roads 2.Equity Reports as Reference Tool- private,and non profit entities. The 2. Monitor policies and activities 3. Input from Community City will aggressively support created to simulate growth along Integration Committee economic development efforts that City main streets advance local development,quality, 3. Resolve the future of the Plaza 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 This Committee will discuss,analyze, consider, review data, input and ideas on the following topics: Code Social well-being Low-income Housing Homeless Equity Plaza Parking Airport Public Works Wastewater Treatment Other 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 7 WASHINGTON 27 STRATEGIES AS OUTLINED IN THE 2015 FOUNDATION PLAN 1. Build upon existing signature businesses and industries by attracting complimentary business clusters in healthcare, business and professional services, industrial machinery, food processing and distribution to expand and strengthen the local economy. 2. Continue the physical revitalization of the City to promote a strong first impression and community attractiveness to businesses. 3. Build on the community's history, heritage, natural resources, and livability to promote Yakima as a tourist and business destination. 4. Collaborate with downtown businesses to foster the growth and enhancement of the downtown as a destination through development of a Downtown Master Plan, enhanced public safety, customer-friendly parking, marketing,additional special events,an attractive physical environment, pedestrian-oriented design standards,and review of regulations to encourage investment while ensuring health and safety. 5. Execute a plan for the environmental restoration of the Mill Site along with consolidated ownership and infrastructure improvements to position the Mill Site as a prime economic development site for private sector development. 6. Optimize business development, capital improvements, and additional commercial air service at the Yakima Airport. 7. Community arts,culture,and recreational opportunities are valued by both residents and prospective employers as a measure of the community's quality of life. Accordingly, these sectors of the community must be enhanced. 8. Increase City involvement and partnerships with the Chamber, Visitors & Convention Bureau, Rural Community Development Resources, Central Washington State Fair Board, Yakima Sports Commission, Capitol Theatre, New Vision and other private entities to stimulate economic development. 9. Create a cohesive marketing strategy for wine, craft brews,and cider producers. 10. Ensure a balanced regulatory environment that facilitates business retention and growth. 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 8 WASHINGTON 28 2018-2020 HEALTHY COMMUNITIES AND NEIGHBORHOOD BUILDING COMMITTEE Kathy Coffey, Kay Funk,Jason White, Brad Hill (alt) PRIORITY YOUTH DEVELOPMENT+MLK POOL This Committee will review, GOAL Between 2018-2020 to accomplish this This Committee seeks to: goal,the Committee will: consider and evaluate policies using two perspectives: _ _ To promote a built environment that is 1. Recommend policies that promote 1. Benchmarking through .. safe and attractive now and in the youth well being through a.Collecting data b.Analyzing data future,and the City will also promote comprehensive programs provided by c.Planning d. Implementation healthy growth and rewarding partnerships between city,district,non- 2. Equity Reports as Reference Tool activities. profits, universities,civic and faith- -3. Input from Community based organizations 2. Facilitate after school program Integration Committee information to all families 3.Secure resources for quality after school programs so that they can serve more children 4.Investigate feasibility of neighborhood focused capital improvements such as the Martin Luther King,Jr.Pool,lights,streets, sidewalks,which provide all residents with healthy environment This Committee will discuss, analyze, consider, review data, input and ideas on the following topics: Homeless Resources/Network Code Issues/Code Enforcement After School Programs Housing(Affordable, Low-Income, Traffic Abatement Safe Routes to Schools Senior, ONDS) Road and Sidewalk Repairs OTHER:SOZO,Aquatic Center,Blue Zones, Equity Study, East YMCA 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 9 WASHINGTON 29 STRATEGIES AS OUTLINED IN THE 2015 FOUNDATION PLAN 1. Enhance the appearance of the City through: •Community-based clean-up programs •Volunteer code enforcement rangers •New downtown design and signage standards •Comprehensive graffiti abatement program •Business facade and streetscape improvements 2. Create a strong first impression of the City through entry statements at key City entrances off of US Hwy. 12 and 1-82. 3. Create Neighborhood Service Teams consisting of all City operational departments and neighborhood associations to enhance neighborhood appearance and community pride. 4. Enforce signage and code standards to ensure the aesthetics, integrity,and safety of the City. Review and streamline existing City codes related to appearance and signage. 5. Maintain and support public infrastructure facilities for drinking water, irrigation, sewer service, and sewer capacity. 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 10 WASHINGTON 30 2018-2020 PARTNERSHIP COMMITTEE Kathy Coffey, Brad Hill, Carmen Mendez, Holly Cousens (alt) PRIORITY: MILL DEVELOPMENT+YMCA AQUATIC CENTER DEVELOPMENT This Committee will review, GOAL Between 2018-2020 to accomplish consider and evaluate policies This Committee seeks to: this goal,the Committee will: using two perspectives: The City of Yakima will build 1. Recommend policies needed to 1.Bench marking through cooperative and reciprocal further large collaborative projects a.Collecting data b.Analyzing data partnerships with local, regional, that enhance economic vitality, c. Planning d. Implementation state,federal, international, non- public safety,and community/ 2. Equity Reports as Reference Tool- profit, and private entities,to neighborhood health and well-being 3. Input from Community enhance the vitality and quality of 2. Set policies that lead to the Integration Committee life of city residents, businesses and successful development of the Mill guests to leverage resources with site other organizations. 3. Monitor development of the YMCA Aquatics Center 4. Draft, review and recommend Rules of Procedures for City Council This Committee will discuss,analyze, consider, review data, input and ideas on the following topics: YMCA Aquatic Center Mill site partnerships Port District Schools Equity Wastewater Treatment Code Roads, sidewalks and streets Policies and rules of procedures Homelessness 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 11 WASHINGTON 31 STRATEGIES AS OUTLINED IN THE 2015 FOUNDATION PLAN 1. Work with Yakima County,State of Washington,and Federal Government to secure funding and approval for necessary transportation and infrastructure improvements to enhance access to the Mill Site. 2. Create a legislative and administrative strategy and partnership with the Association of 3. Washington Cities, State and Federal legislative delegations and administrative agency staff to address City needs and opportunities. 4. Partner with private, public,and non-profit organizations in creating more downtown Yakima events and activities that enhance community and downtown engagement, inclusion, and pride. 5. Create a Yakima Cleanup and Revitalization Effort(CARE) community partnership with faith-based organizations,service clubs, and neighborhood associations to improve Yakima's appearance and vitality. 6. Partner with the Downtown Merchants, Capitol Theatre, Visitors &Convention Bureau, Central Washington State Fair Board, and media in creating more community events and activities that foster more community and downtown engagement, involvement, and pride. 7. Partner with the Hispanic and Latino communities to address the needs and expectations of the growing Hispanic/Latino population in the community. 8. Collaborate with the Gang Free Initiative in eradicating gang violence. 9. Create neighborhood service teams to provide residents and businesses the opportunity to partner with City operations and departments including police,fire, public works, community development, parks and recreation,and code enforcement in addressing neighborhood concerns and opportunities for improvement. 10. Enhance volunteer opportunities for community groups. 11. Ensure the City Council is represented and/or meets regularly with the governing board of the following Yakima organizations: •Yakima County •Hispanic Chamber of Commerce •Yakima School District •YCDA—New Vision •Yakima Chamber of Commerce •Pacific Northwest University of Health Sciences •Capitol Theatre •Heritage University •Central Washington State Fair Board •Yakima Regional Hospital •Memorial Hospital •Service Clubs •Yakima Valley Community College •Sister City program 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 12 WASHINGTON 32 2018-2020 PUBLIC SAFETY COMMITTEE Holly Cousens, Dulce Gutierrez, Kay Funk, Brad Hill (alt) PRIORITY: COMMUNITY POLICING+SAFE ROUTES TO ELEMENTARY SCHOOLS GOALThis Committee will review, Mission Statement for 2018-2020 consider and evaluate policies This Committee seeks to: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ___ _ _ _ _ us_ingt_wopersp_ectives: _ _ The City is committed to providing a The Public Safety Committee 1.Bench marking through safe and secure environment for its recognizes that city staff have a.Collecting data b.Analyzing data resident,businesses and visitors to specialized expertise in solving c. Planning d. Implementation ensure healthy and vital critical safety problems. This 2.Equity Reports as Reference Tool- neighborhoods free of crime. We Committee will propose to Council 3. Input from Community are committed to increasing policies which will support staff Integration Committee community based partnerships and initiative, effectiveness and crime prevention,fire and medical engagement. safety, code enforcement, emergency preparedness,21st century policing and community integration. This Committee will discuss,analyze, consider, review data, input and ideas on the following topics: Safe Routes to School(CC priority) Fire Auxiliary Homelessness Community Policing(CC priority) City Codes Emergency Management(Co) Domestic Violence Emergency Medical Services Anti-gang efforts Brown-outs Police Auxiliary Traffic/Roads 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 13 WASHINGTON 33 STRATEGIES AS OUTLINED IN THE 2015 FOUNDATION PLAN 1. Promote and increase community based partnerships in crime prevention through: •Neighborhood Block Watch •Crime Stoppers •Neighborhood Associations •Schools •Businesses •Citizens for Safe Communities •Service Clubs 2. Ensure appropriate service levels for public safety services as the community population grows. 3. Proactively address gang violence through Gang Free Initiative strategies. 4. Conduct fire code inspections of all 4,000 commercial structures in the City. 5. Enhance downtown safety by operating visible and routine police bike and foot patrols. 6. Establish an effective graffiti abatement program focused on notification, clean-up, investigation,and enforcement. 7. Improve neighborhood safety by installing more street lights along arterial streets and poorly lighted areas. 8. Strengthen cooperation and partnership with Yakima County Sheriff's Office and add officers to the federal/state Violent Crime Task Force. 9. Construct new 9-1-1 Communications Center at the County's Resource Center in Union Gap. 10. Expedite the fingerprinting process for concealed pistol licenses with new Live Scan system. 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 14 WASHINGTON 34 5. 2018-2020 ROLE OF THE CITY MANAGER'S OFFICE The City Manager's Office is responsible for the daily administration of the City's systems and programs. While the Council's focus is on large policy decisions, including adopting strategic priorities and a budget to support those priorities, the City Manager's Office focus is largely internal and administrative; ensuring that Council priorities are addressed. The City Manager's Office is committed to... IMPLEMENTING STRATEGIES THAT ARE COUNCIL LED FOCUSING ON ESSENTIAL SERVICES IN AN INCLUSIVE, TRANSPARENT, COMMUNITY DRIVEN MANNER; AND DOING SO IN A WAY THAT IMPROVES THE FINANCIAL WELL BEING OF THE CITY'S GENERAL FUND. To support this objective and the Council's established mission,the City Manager's Office has the following vision: • Implement Council priorities by following Council direction, ensuring trust, accountability and integration • Provide outstanding, inclusive,equitable Customer Service • Regain financial stability and when goals are met, prioritize public infrastructure improvements, personnel and technology/innovation investments • Implement activities and services centered around needs of vulnerable populations including housing, public safety and clean city approaches • Maintain personnel levels to 2018 baseline and adopt proactive succession planning strategies • Create and implement a comprehensive Public Communication Strategy and function to inform and encourage participation in civic affairs for the entire community. • Enhance public engagement in the City by: o •Supporting more community events o •Celebrating the community's rich history and heritage o •Conducting community surveys/focus groups o •Leveraging media partnerships o •Promoting volunteer opportunities(e.g. Block Watch, etc.) • Increase community involvement through the creation of volunteer opportunities. 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 15 WASHINGTON 35 Community Economic Development: Key Concepts Community economic development more about quantity,while development (CED)is a crucial process for any corn- is more about quality.As a community munity,regardless of size or location.With leader,do you want your community globalization continuing to impact corn- to grow or do you want it to develop? munities and the digital age in full swing, Answering this question is critical before understanding what affects CED is critical. attempting to implement a CED process in Community economic development,when your community. implemented correctly,has the potential to Let's begin with a basic question: help communities not only remain compet- What is a community?The definition of itive but,more importantly,adapt to a very community is usually taken for granted complex and dynamic situation. but not truly understood.As an example, This publication,the first in a corn- ask several of your colleagues how they munity economic development series, would define community,and you will provides key concepts and definitions see that their definitions vary widely. So related to the CED process.These describe what is a community?A community is a what this process includes,what affects it, geographically defined place where people and how it can be unleashed in communi- interact(Robinson&Green,2010).But a ties.In practice,community and economic community is not only the physical space development go hand-in-hand and dis- where people interact;it also provides tinguishing them is somewhat difficult;in important activities and functions that serve theory,however, it is easier and appropri- its residents.These community functions ate to do so. range from economic (provides goods and services) to socialization(the process Key Concepts & Definitions through which the community transmits its The concepts covered here are not knowledge,values,and behavior patterns intended to be comprehensive,but they to its residents)to social control(the pro- should provide a broad understanding of cess through which a group influences the the CED process. Before we discuss these behavior of its members to conform to its concepts,it is important to understand a norms)to social participation(provides a key difference between growth and develop- venue through which residents can partici- ment.Many people equate these two terms, pate in their communities)to mutual sup- which can have negative consequences for port(provides help and support in times of the CED process. Growth is a quantitative need) (Warren, 1987). increase,while development is a change These functions are not carried out in a aimed at a particular goal(Robinson& vacuum;they rely on institutions—defined Green,2010).In other words,growth is as rules,including informal norms,and or- ganizations that coordinate human behav- VZ MISSISSIPPI STATE UNIVERSITY EXTENSION 36 for(Anglin,2011).Institutions in a community vary a process that influences growth and restructuring of an and include family,economic,education,political/ economy to enhance the economic well-being of a community government,faith-based/religious,and associations. (International Economic Development Council) For example,some communities may have stronger political institutions and weaker education-related Regardless of the definition used,economic de- institutions.This institutional diversity affects hori- velopment is often associated with two objectives: (1) zontal and vertical linkages in the community. Hori- creation of jobs and wealth and(2)improvement of zontal links refer to connections between local institu- quality of life(International Economic Development tions(such as a local nonprofit with the local school), Council).The first objective typically leads to the sec- while vertical links refer to connections between local ond,but,generally,the focus is on the business aspects institutions and external(state,regional,or federal) of communities.So the difference between community resources(such as the local economic development and economic development boils down to one ap- organization with a statewide or regional economic proach(community development)focusing on broad- development agency).The catch here is that focusing er community issues including but broader than jobs and only on vertical links can compromise community businesses,while the other approach(economic devel- autonomy—relying almost solely on external orga- opment)focuses mostly on jobs and businesses.Both nizations to move the community forward.A more are processes taking place in a community or region. balanced approach uses horizontal links to identify These concepts are summarized in Table 1. community priorities and issues and then vertical links to secure external resources and expertise. CED and Sustainability In summary,linkages are the capacity of communi- Make no mistake: community and economic de- ties to carry out functions that depend on the nature velopment are intertwined. It is important to distin- and strength of institutions (Robinson&Green,2010). guish them theoretically,but,in reality,they depend The question now becomes:What is community devel- on one another to make a community sustainable. In opment?Though multiple definitions exist,this is a other words,CED allows residents to mobilize and build good community development definition: assets to improve their quality of life in a sustainable way. If too much effort is placed on either at the expense of a group of people in a locality initiating a social action pro- the other,the community will struggle and will not be cess—i.e., planned intervention—to change their economic, sustainable.In this particular context,sustainability social, cultural, and/or environmental situation (Christenson & refers to engaging in practices that result in availabil- Robinson, 1989) ity of resources,services,and quality of life for future If you have a hard time remembering such a long generations. definition,remember these key words:people,locality, CED is a complex process. Multiple moving parts planned,change,and situation. Community develop- and players are involved,and it may take years to bear ment is all about people planning to change a specific situa fruit.However,with committed leaders and a clear tion in their communities. vision of where the community wants and needs to be, CED can move communities forward in a comprehen- To effectively identify solutions and deploy resources and programs,multiple players,including sive way. Community challenges and opportunities but not limited to local residents,private foundations, emerge together;it is up to the community to decide if it will focus on the challenges or on the opportunities. government officials, and community development CED is a process that allows a community to focus on corporations,need to be involved in the process. both but,more importantly,to adapt to challenges and Community Development opportunities. The next community economic development pub- versus Economic Development lication will talk about general community develop- Now that we have discussed key concepts and ment approaches. defined community development,we need to under- stand what economic development is.This is a good definition of economic development: 37 Table 1. CED key concepts and definitions. Key concept Definition Growth Quantitative increase in size Development Quality change aimed at a particular goal Community Geographically defined place where people interact Functions Responsibilities and activities inherent in a community Institutions Rules, including informal norms, and organizations that coordinate human behavior Linkages Capacity of communities to carry out functions depending on strength of institutions; these can be vertical and horizontal Community development People in a defined location planning to change a situation Economic development Process that influences growth to enhance well-being Community economic Process that allows residents to mobilize and build assets to improve their quality of life in a development(CED) sustainable way References Anglin,R.V. (2011).Promoting Sustainable Local and Community Economic Development. CRC Press. Christenson,J.A., &Robinson,J.W.(1989). Commu- nity Development in Perspective.Ames:Iowa State University Press. International Economic Development Council. (n.d.). Economic Development Reference Guide. Interna- tional Economic Development Council.Retrieved from http://www.iedconline.org/clientuploads/ Downloads/IEDC_ED_Reference_Guide.pdf Robinson,J.W.,&Green,G.P. (2010).Introduction to Community Development: Theory,Practice,and Service-Learning. SAGE Publications. Warren,R. (1987). The Community in America (3rd ed.). UPA. 38 Publication 2901(POD-08-15) By Roberto Gallardo,PhD,Associate Extension Professor,Extension Center for Technology Outreach. Copyright 2015 by Mississippi State University.All rights reserved.This publication may be copied and distrib- uted without alteration for nonprofit educational purposes provided that credit is given to the Mississippi State f.ri°41 University Extension Service. Produced by Agricultural Communications. MISSISS IPPI STATE We are an equal opportunity employer,and all qualified applicants will receive consideration For em- U N I Y E R S I T Y.- ployment without regard to race,color,religion,sex,national origin,disability status,protected veteran EXTENSION status,or any other characteristic protected by law. Extension Service of Mississippi State University,cooperating with U.S.Department of Agriculture. Published in furtherance of Acts of Congress,May 8 and June 30,1914.GARY B.JACKSON,Director