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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.A.
For Meeting of: June 14, 2024
ITEM TITLE: Council Strategic Priorities for 2024-2025
Detailed agenda and materials included in the packet.
SUBMITTED BY: Dave Zabel!, Interim City Manager
SUMMARY EXPLANATION:
Attached is a detailed agenda outlining the proposed framework for the Council Strategic Plan retreat
scheduled for June 14 and June 15. Also included are Staff and Council interview reports to inform the
Council and to serve as foundational materials for the development of the City Council's Strategic
Priorities for 2024-2025.
ITEM BUDGETED: Yes
STRATEGIC PRIORITY:
RECOMMENDATION:
ATTACHMENTS:
Yakima Council Retreat- Final Agenda
Yakima Council Interview Report
Yakima Staff Interview Report
2
City of Yakima
yLr--) Strategic Plan Retreat
June 14th and 15th
Yakima Convention Center
Purpose of the Retreat: why are we here.
Please dress comfortably!
Day One: Friday June 14
4:00 pm — 7:00 pm
Snacks. heverages and dinner will be available
3:45 Arrive
4:00 Welcome and Purpose
4:05 A few words from Dave Zabel!
4:10 Agenda for the Retreat
4:15 Introductions/Ice Breaker
4:30 Ground Rules and Setting the Stage
4:35 Strategic Planning Overview
Why are we here? Where are we going?
4:40 Local Gov 101, role of Council, role of Staff, role of community
5:00 Where is Yakima today? Who are we and how did we get here?
5:30 "7"71'
5:45 Continue Current State Discussion
6:00 Staff/Council Engagement Review
6:30 Future Vision of Yakima
6:45 Summary of the Day
6:55 Review Plan and Agenda for Tomorrow
7:00 DONE FOR TODAr
Strategic Plan Retreat Agenda Page 1 of 2 Sageland Strategic, LLC
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Day Two: Saturday, June 15th
8:00 am — 3:00 pm
blecKiast ano ueverages available
7:45 Arrival
8:00 Welcome and Purpose
8:05 Quick Review of Process and Purpose, Ground Rules
8:10 Overview of Agreements and Decisions from Day One
Primer: Priorities, Goals, Objectives
8:30 Review of Common Priorities
Confirmation/Agreements?
Additions or Changes?
Concurrence.
9:30
9:45 Strategic Goals/Outcomes for Priority 1
10:15 Strategic Goals/Outcomes for Priority 2
10:45
11:15 Strategic Goals/Outcomes for Priority 3
11:45 Strategic Goals/Outcomes for Priority 4
12:15 Strategic Goals/Outcomes for Priority 5 (if necessary)
1:00 'ireak for launch
1:15 Ranking of Priorities
1:45 Full review of the retreat and What's Next
2:00 Congratulations!
Strategic Plan Retreat Agenda Page 2 of 2 Sageland Strategic, LLC
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City Council Strategic Priorities and Goals
The City of Yakima City Council and Leadership Team have embarked on a strategic
planning process to evaluate identify its current strategic priorities and goals to establish
a roadmap for the future. Initial feedback is an essential component of the process to
establish a foundation for prioritization through the identification of the current state of
the city, outline key issues, and identify common priorities.
This report focuses on the personal interview results of the City Council. These interviews
provided great insight into both the current and future state of the community and city
operations identifying both areas of improvement and methods by which success can
continue collectively.
Personal Interview Overview
For every strategic plan, it is helpful to get feedback from elected officials prior to the
retreat. That broad range of thoughts and feedback can inform areas of the retreat
such as the Key Areas of Focus, Goals, Outcomes, and priorities for the future.
This is a summary of the personal interviews that were conducted with the Mayor and
members of the City Council. The interviews were conducted by phone and through
Zoom online video chat. There were a standard set of questions:
• What motivated you to become a Yakima City Council member?
• What do you think is working well for the Yakima Community?
• What are the opportunities you see for improvement for the Yakima Community?
• What are your top 3 priorities for the community currently and for the next 5
years?
• What is working well in City as an organization?
• What is not working well in the organization?
• What are your top 3 priorities for City of Yakima in the next 5 years?
• What opportunities or trends should the City focus on in the next 5 years?
• Are there things that other communities in WA or nationally doing that Yakima
should consider?
• What do you tell visitors and family about Yakima when you describe the
community?
• Looking ahead 10 years, what does a wildly successful Yakima look like?
• What would you want to preserve about Yakima currently no matter what?
• What else would be good for us to know as we enter the strategic planning
process?
Because the interviews are by nature conversations, each answer led to more in-depth
conversations and questions. When information was offered, follow up questions to
gain more detail, suggestions and thoughts were asked.
6
This report focuses ONLY on the results from those interviews, which does mean that
this is a very small segment of the overall information. However, it is also the most
detailed and informative, since the interviews took place in person, on the phone and
via email allowing for more in-depth conversations and follow up questions.
All the conversations were completely confidential, so the information in this report has
been compiled into the most common themes, and often the language was adapted to
have context and make more sense in the written form. These are NOT
recommendations, nor are they suggestions. This is information that will lead to a
revised set of priorities and strategic plan and was offered in that context. It is
important to note that some of this information will be strenuously defended by some
of the interviewees, and some of this information will be strenuously denied by some of
the interviewees. Because the report focuses on THEMES, not individual comments, it
needs to be understood that many opinions were expressed, and only the most
commonly recurring themes are noted below.
Key Themes
Community Involvement and Public Safety
The Yakima community has a long-standing tradition of support from non-profits,
service clubs, and community partners, but in recent years has seen an increase in
resident involvement. Effective police department (PD) programs have contributed to a
decrease in the violent crime rate, particularly addressing high levels of domestic
violence. However, there is still a significant issue with homelessness and drug abuse
that impacts both the homeless population and public perception of the community.
Increasing public safety through crime reduction and addressing homelessness remains
a top priority for the council.
Economic Development and Infrastructure
Economic development, including but not limited to airport expansion, attraction and
retention of business, and the Mill Site development, is a critical focus. Improving the
terminal and infrastructure at the airport can leverage Yakima's standing as a hub for
business and industry as well as improve tourism opportunities. Educational institutions
exist in the community and provide opportunities to build a local workforce and attract
new business. Additionally, there is a need for affordable housing, including low-income
and middle-income buyers.
Improving and ensuring sound road and utility maintenance was also expressed as a
concern. The council aims to find funding for infrastructure projects, balanced with a
fiscally conservative community and a desire to reduce tax burden. Costs for
infrastructure operations and development are not being met to a standard to match
7
growth and expectations of the community. Council recognizes the importance of
infrastructure both for every day life for the community and as a means for industrial
and commercial attraction ensuring economic growth by retaining and attracting
businesses to prevent loss to neighboring cities.
Organizational Challenges and Budgeting
The city organization faces challenges with staffing and budgeting. There has been a
significant loss of key personnel, impacting service levels and leading to concerns about
the ability to address community complaints. Budget constraints have led to discussions
on priority-based budgeting and strategic, long-term financial planning. Hiring
experienced staff, improving grant writing, and learning from other cities' successful
practices are seen as necessary steps to maintain fiscal health and improve service
delivery.
Cultural and Community Identity
Yakima's cultural richness and community spirit are vital assets that council members
want to preserve and celebrate. The community's diversity, with its strong agricultural
heritage and multi-cultural population, is seen as a strength that should be embraced
more fully. Enhancing the downtown area to make it more business-friendly and
walkable, and promoting the arts, are strategies to foster a sense of pride and attract
visitors. The council envisions a future where Yakima's charm and cultural identity are
maintained while supporting economic and social growth.
However, many remarked that Yakima's community is on the cusp of transition from a
small city to a larger city. Throughout the past, the community has exuded a negative
perception about itself, an inferiority-complex that impacts the overall perception of the
community both within and outside the city.
Long-Term Vision and Quality of Life
Looking ahead, council members envision a Yakima with a thriving downtown, robust
public transportation, and well-maintained roads, utilities, parks and public spaces.
Addressing the healthcare needs by expanding medical facilities, reducing
homelessness, and improving public safety are critical for the community's success. The
goal is to create a city where people feel safe, engaged, and proud, with ample
opportunities for recreation and a high quality of life. Strategic planning will focus on
inclusive growth, ensuring all community members are considered in the decision-
making process.
Summary
The interview process for the Yakima City Council showed that there is great pride in
the community and each member has a desire to make Yakima better. There is
8
optimism for improvement and abundance of opportunities for prioritization and
improvement.
The 5 themes outlined above prevailed throughout the interviews and discussion with
stakeholder, but do not capture additional talking points that may not be relevant to the
strategic planning effort. It should be noted that interviews are one of many forms of
feedback and opinion gathering and that interviews offer far more in-depth
opportunities to communicate and discuss issues. The information herein was offered
confidentially to help the City of Yakima improve in a strategic manner in the coming
years.
For questions or comments, please contact Zach Ratkai at Sageland Strategic, LLC:
zach@sagelandstrategic.com or (303) 594-9569.
9
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Strategic Priorities and Goals
The City of Yakima City Council and Leadership Team have embarked on a strategic
planning process to evaluate identify its current strategic priorities and goals to establish
a roadmap for the future. Initial feedback is an essential component of the process to
establish a foundation for prioritization through the identification of the current state of
the city, outline key issues, and identify common priorities.
This report focuses on the personal interview results of the City Leadership Team. These
interviews provided great insight into both the current and future state of the community
and city operations identifying both areas of improvement and methods by which success
can continue collectively.
Personal Inte ieOventiew
For every strategic plan, it is helpful to get feedback from elected officials prior to the
retreat. That broad range of thoughts and feedback can inform areas of the retreat
such as the Key Areas of Focus, Goals, Outcomes, and priorities for the future.
This is a summary of the personal interviews that were conducted with the city
leadership team. The interviews were conducted by phone and through Zoom online
video chat. There were a standard set of questions:
• What is working well for the Yakima Community right now?
• What is the community not leveraging currently that it should be?
• What perceptions about the community do you feel are adversely impacting the
Community?
• What is working well with the City Staff team?
• What opportunities for improvement do you see internally?
• Thinking about how the City operates, what are the things you think are holding
the City back?
• For how long have you been working for City of Yakima?
• Over the last 5 years, what changes have you seen at the City? Have these been
positive or negative?
• If you were serving on Council, what would be your Top 3 priorities for the
community? For the organization?
• Looking forward 10 years, what does a "wildly successful"Yakima look like?
• How do you describe the Yakima to colleagues, family members, or friends?
• What are the Top 3 (or more) priorities you would like to see come out of the
strategic planning process?
• Anything I should know that hasn't been covered above?
11
Because the interviews are by nature conversations, each answer led to more in-depth
conversations and questions. When information was offered, follow up questions to
gain more detail, suggestions and thoughts were asked.
This report focuses ONLY on the results from those interviews, which does mean that
this is a very small segment of the overall information. However, it is also the most
detailed and informative, since the interviews took place in person, on the phone and
via email allowing for more in-depth conversations and follow up questions.
All the conversations were completely confidential, so the information in this report has
been compiled into the most common themes, and often the language was adapted to
have context and make more sense in the written form. These are NOT
recommendations, nor are they suggestions. This is information that will lead to a
revised set of priorities and strategic plan and was offered in that context. It is
important to note that some of this information will be strenuously defended by some
of the interviewees, and some of this information will be strenuously denied by some of
the interviewees. Because the report focuses on THEMES, not individual comments, it
needs to be understood that many opinions were expressed, and only the most
commonly recurring themes are noted below.
Key Themes
Negative Perceptions and Self-Esteem
Negative perceptions about Yakima, including views on crime, government failures, and
a general inferiority complex, adversely impact the community. These perceptions
foster a negative brand and low self-esteem among residents, which stifles optimism
and hampers efforts to attract new businesses and residents. Despite these issues,
there is a recognition that the actual crime rate is improving and the city's amenities make it
a potentially attractive place to live and visit.
However, the people of the Yakima community were highlighted as a major strength.
The community is known for its friendliness and willingness to help one another. This
sense of camaraderie is reflected in various community projects, which was supported
by local donations. However, there is a need to better leverage this community spirit,
particularly in areas that are less glamorous but equally important, like garbage
cleanup. The community's ability to rally around public causes showcases a potential for
greater civic engagement and collaboration.
Internal Opportunities for Improvement
12
Internally, the city faces several opportunities for improvement. These include
leveraging the latest technology, improving internal customer service, streamlining
recruitment and hiring processes, and enhancing financial communication and stability.
City staff are described as dedicated and committed, with a strong core team despite
recent retirements and departures. Frequent changes in leadership, particularly the City
Manager position, have led to inconsistencies and difficulties in maintaining long-term
strategy. Improving internal communication, staff morale, and retention through
competitive compensation and consistent leadership are crucial for operational
efficiency.
Economic Challenges and Opportunities
Yakima faces significant economic challenges, particularly in terms of business
development and retention. Businesses are relocating to neighboring areas like Union
Gap, and are leaving or have left downtown Yakima. The loss of the Economic
Development staffing has had negative repercussions on business retention and
recruitment, public works, crime, and perceptions safety. There is a pressing need for
an economic strategy to revitalize the local economy, attract new businesses, and
create higher-paying jobs, while maintaining a stable cost of living.
Perceptions and Reality of Public Safety
The perception of Yakima as a crime-ridden city adversely impacts its reputation.
Despite a declining crime rate, negative media coverage and generational stigma
perpetuate the idea that Yakima is unsafe. This perception is exacerbated by social
media and the focus on crime by local officials. In reality, much of the crime is gang-
related and not widespread. Recent efforts to reduce the violent crime rate have paid
off, but at the expense of enforcement of homelessness and drug-related crime. Efforts
to improve the city's image must include positive messaging and community
engagement to change these outdated perceptions and highlight the city's safety and
livability.
Strategic Planning and Governance
There is a need for a more strategic approach to governance, moving away from
reactive to proactive and strategic thinking. A sustainable financial model for the
general fund is essential, along with clear, long-term goals for economic development
and infrastructure. This includes building a vibrant downtown, improving public safety
and infrastructure, and fostering economic opportunities to prevent brain drain and
attract investment. Council training and a focus on distinguishing between governance
and management roles are necessary to build trust and effectiveness. The strategic
13
planning process should aim to define specific, actionable goals and improve the overall
governance framework to ensure consistent and effective leadership.
Summary
The interview process for the Yakima staff showed that there is great pride in their jobs
and each member has a desire to make Yakima better. There is optimism for
improvement and abundance of opportunities for prioritization and improvement.
The 5 themes outlined above prevailed throughout the interviews and discussion with
stakeholder, but do not capture additional talking points that may not be relevant to the
strategic planning effort. It should be noted that interviews are one of many forms of
feedback and opinion gathering and that interviews offer far more in-depth
opportunities to communicate and discuss issues. The information herein was offered
confidentially to help the City of Yakima improve in a strategic manner in the coming
years.
For questions or comments, please contact Zach Ratkai at Sageland Strategic, LLC:
zach@sagelandstrategic.com or (303) 594-9569.
14