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01/12/2019 02 Review Strategic Plan to\'4\lyy tbxk ik 1 PPP d g. P A P p P 1 PPi • ittYlltYlt.\ta. BUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No. 2. For Meeting of: January 12, 2019 ITEM TITLE: Review Strategic Plan SUBMITTED BY: Cliff Moore, City Manager SUMMARY EXPLANATION: Review of 2018 —2020 Strategic Plan a. List of priorities per the 2018-2020 Plan Priorities Council Committee 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 b. Progress to date c. Review and revise as necessary d. Policy discussion/direction ITEM BUDGETED: STRATEGIC PRIORITY: ft' if APPROVED FOR SUBMITTAL: itirCity Manager STAFF RECOMMENDATION: 2 BOARD/COMMITTEE RECOMMENDATION: ATTACHMENTS: Description Upload Date Type D 2018-2020 Strakagic Plan 12121121018 CcAcr Memo 3 SEPTEMBER 12, 2018 44400) M1 '., 2018-2020 SI RAI EGIC PLAN FOR I HE CH Y OF YAKIMA, WASHINGTON PRESENTED EY: THE YAKIMA CITY COUNCIL 4 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 5 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 , 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 k company line,Yakima has grown from its agricultural roots into a j • f• vibrant, diverse, metropolitan city. With a rich history and a ibright 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 6 qq s 1 gj 5 f{ 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 7 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. - r47' $*'M-d' w pa .: ... ..:;;+xshxvw'"::...:.: X e:. . .. ......,..:.xNM 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 4 WASH I NGTON 8 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 SUPPORT THE 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 9 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 10 4. COUNCIL COMMITTEES 2018-2020 ECONOMIC DEVELOPMENT COMMITTEE Holly Cousens, Duke Gutierrez,Jason White, Carmen Mendez(ail) 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.Benchmarkingthrough 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 ReferenceTool- 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 11 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 12 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 consider and evaluate policies This Committee seeks to: goal,the Committee will: _ _usin_gt_w_o p_er_sp_ec_tiv_es:_ _ To promote a built environment that is 1. Recommend policies that promote 1.Benchmarkingthrough 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- - Input from Community based organizations Integration Committee 2. Facilitate after school program 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:SOLO,Aquatic Center, Blue Zones,Equity Study,EastYMCA 9.1.2018 2018-2020 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 9 WASHINGTON 13 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 14 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.Benchmarking 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 15 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 16 2018-2020 PUBLIC SAFETY COMMITTEE Holly Cousens, DulceGutierrez, Kay Funk, Brad Hill (alt) PRIORITY: COMMUNITY POLICING+SAFE ROUTES TO ELEMENTARY SCHOOLS This Committee will review, GOAL This Committee seeks to: Mission Statement for 2018.2020 consider and evaluate policies using two perspectives: The City is committed to providing a The Public Safety Committee 1.Benchmarkingthrough 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 ReferenceTool- 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 17 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 18 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