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HomeMy WebLinkAbout02/19/2019 14 Review and Approval of Updated 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 STATEM ENT Item No. 14. For Meeting of: February 19, 2019 ITEM TITLE: Review and approve updated Strategic Plan SUBMITTED BY: Cliff Moore, City Manager SUMMARY EXPLANATION: The City Council updated its strategic priorities at the January 12, 2019 special meeting. Attached for Council's consideration is the revised Strategic Plan based on Council's decisions. ITEM BUDGETED: STRATEGIC PRIORITY: APPROVED FOR ' SUBMITTAL: City Manager STAFF RECOMMENDATION: BOARD/COMMITTEE RECOMMENDATION: ATTACHMENTS: Description Upload Date Type 2019-20 1 teat gi Plea 2111/ 019 e Me o 2 ADOPTED SEPTEMBER 12, 2018 UPDATED FEBRUARY 2019 kis) 2019-2021 SI RAI EGIC PLAN FOR I HE CI 1 Y OF YAKIMA, WASHINGTON PRESENTED EY: THE YAKIMA CITY COUNCIL 3 2019-2021 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 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 1 WASHINGTON 4 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 a 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 » t5 company line,Yakima has grown from its agricultural roots into a llti $" j vibrant, diverse, metropolitan city. With a rich history and a x s 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). 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 2 WASHINGTON 5 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 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 3 WASHINGTON 6 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 • • .. *'. ~M� k'M-d' w :xp • .: ... ..:;;+xs • •w •...�'to i� • x xS'... . ...a : 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 4 WASHINGTON 7 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 21' 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. 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 5 WASHINGTON 8 3. 2019-2021 COUNCIL PRIORITIES PRIORITY FOR 2019-2021 Council Committee Assigned 1. Fiscal Sustainability All Committees 2. Main/Arterial Street Development Economic Development 3. Community Policing Public Safety 4. Safe Routes to Schools Public Safety 5. Youth Development Healthy Communities 6. Mill Site Development Partnership 7. Homelessness/Affordable Housing Healthy Communities 8. Airport Expansion Partnership 9. City Facilities(pools and community Capital Facilities Ad Hoc centers) 10. Downtown Destination Economic Development PRIORITY FOR 2018-2019 Council Committee Assigned 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 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 6 WASHINGTON 9 4. COUNCIL COMMITTEES A. ECONOMIC DEVELOPMENT B. HEALTHY COMMUNITIES C. PARTNERSHIP D. PUBLIC SAFETY 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 7 WASHINGTON 10 2019-2021 ECONOMIC DEVELOPMENT COMMITTEE Holly Cousens, Dulce Gutierrez, Jason White, Carmen Mendez (alt) PRIORITY: DOWNTOWN DESTINATION AND MAIN STREET DEVELOPMENT Between 2019-2021 to This Committee will GOAL accomplish this goal, the review, consider and This Committee seeks to: Committee will: evaluate policies using two perspectives: The City will foster a 1. Promote and 1. Benchmarking through dynamic and diverse recommend policies that a. Collecting data economy for Yakima stimulate and support b. Analyzing data through collaboration and business development and c. Planning partnerships with other growth along main arterial d. Implementation public, private, and roads nonprofit entities. The City 2. Monitor policies and 2. Equity Reports as will aggressively support activities created to Reference Tool economic development simulate growth along City efforts that advance local main streets 3. Input from Community development, quality, 3. Promote and market the Integration Committee living wage jobs to ensure a downtown core as a diverse economic base, a destination for economic resilient and growing City development 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 Public Works Parking Airport Wastewater Treatment Other 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 8 WASHINGTON 11 FOUNDATIONS OF ECONOMIC DEVELOPMENT 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 and infrastructure development of the Mill Site 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. Support ongoing activities with wine, craft brews,and cider producers. 10. Ensure a balanced regulatory environment that facilitates business retention and growth. 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 9 WASHINGTON 12 2019-2021 HEALTHY COMMUNITIES AND NEIGHBORHOOD BUILDING COMMITTEE Kathy Coffey, Kay Funk, Jason White, Brad Hill (alt) PRIORITY: YOUTH DEVELOPMENT+ HOMELESSNESS + AFFORDABLE HOUSING This Committee will GOAL Between 2019-2021 to review, consider and This Committee seeks to: accomplish this goal, the evaluate policies using Committee will: two perspectives: To promote a built 1. Recommend policies that 1_Benchmarking through environment that is safe promote youth well-being a. Collecting data and attractive now and in through comprehensive programs b. Analyzing data the future, and the City provided by partnerships between c. Planning will also promote healthy city, district, non-profits, d. Implementation growth and rewarding universities, civic and faith-based activities, organizations 22. Facilitate after school program Equity Reports as information to all families Reference Tool 3. Secure resources for quality after school programs so that they 3. Input from Community can serve more children Integration Committee 4. Monitor and support programming that provides assistance to homeless individuals; review, evaluate and recommend policies that enable increased development of affordable housing This Committee will discuss, analyze, consider, review data, input and ideas on the following topics: Homeless Resources / Code Issues / Code After School Programs Network Enforcement OTHER: SOZO, Aquatic Housing (Affordable, Traffic abatement Center, Blue Zones, Low-Income, Senior, Road and Sidewalk Repairs Equity Study, ONDS) East YMCA 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 10 WASHINGTON 13 FOUNDATIONS OF HEALTHY COMMUNITIES 1. Enhance the appearance of the City through: •Community-based clean-up programs •Design and signage standards •Comprehensive graffiti abatement program •Support upgrade and modernization of city facilities that serve youth, seniors and Families 2. Advocate for new and expanded youth programs,especially in the after school hours and school vacations. 3. Engage in critical dialogue relating to the delivery of services to the homeless and recommend policies, programs, and possible collaborated efforts to the full Council. 4. Evaluate policies that would help support the development of new housing stock,especially affordable housing. 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 11 WASHINGTON 14 2©19-2©21 PARTNERSHIP COMMITTEE Kathy Coffey, Brad Hill, Carmen Mendez, Holly Cousens (alt) PRIORITY: MILL DEVELOPMENT + YMCA AQUATIC CENTER DEVELOPMENT This Committee will GOAL Between 2019-2021 to review, consider and This Committee seeks to: accomplish this goal, the evaluate policies Committee will: using two _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _persp_ec_tives: _ The City of Yakima will build 1. Recommend policies 1. Benchmarking cooperative and reciprocal needed to further large through partnerships with local, collaborative projects that a. Collecting data regional, state, federal, enhance economic vitality, b. Analyzing data international, non-profit, and public safety, and c. Planning private entities, to enhance community/ neighborhood d. Implementation the vitality and quality of life health and well-being of city residents, businesses 2. Set policies that lead to 2. Equity Reports as and guests to leverage the successful development Reference Tool resources with other of the Mill site organizations. 3. Lead a community-wide 3. Input from approach to upgrade and Community enhance facilities at the Integration Yakima Airport Committee 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 Code Roads, sidewalks, and streets Treatment Homelessness Airport Partnerships Policies and Rules of Procedure 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 12 WASHINGTON 15 FOUNDATIONS OF PARTNERSHIP 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 Washington Cities. 3. 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. 4. Partner with the Hispanic and Latino communities to address the needs and expectations of the growing Hispanic/Latino population in the community. 5. Enhance volunteer opportunities for community groups. 6. 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 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 13 WASHINGTON 16 2019-2021 PUBLIC SAFETY COMMITTEE Holly Cousens, Dulce Gutierrez , Kay Funk, Brad Hill (alt) PRIORITY: COMMUNITY POLICING + SAFE ROUTES TO ELEMENTARY SCHOOLS This Committee will GOAL Mission Statement for review, consider and This Committee seeks to: 2019-2021 evaluate policies using _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _tw_o_persp_ectiv_es_:_ _ The City is committed to The Public Safety Committee 1. Benchmarking providing a safe and secure recognizes that City staff through environment for its resident, have specialized expertise in a. Collecting data businesses and visitors to solving critical safety b. Analyzing data ensure healthy and vital problems. This Committee c. Planning neighborhoods free of crime. will propose to Council d. Implementation We are committed to policies which will support increasing community based collaboration with local 2. Equity Reports as partnerships and crime school districts to develop Reference Tool prevention, fire and medical long-range plans to improve safety, code enforcement, pedestrian and vehicle 3. Input from emergency preparedness, safety near local elementary Community Integration 21st century policing and schools; and utilization of Committee community integration. the six pillars of 21' century policing This Committee will discuss, analyze, consider, review data, input and ideas on the following topics: Safe Routes to School Fire Auxiliary Homelessness (Council priority) City Codes Emergency Community Policing Emergency Medical Services Management (Co) (Council priority) Brown-outs Police Auxiliary Domestic Violence Traffic / Roads Anti-gang efforts 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 14 WASHINGTON 17 FOUNDATIONS OF PUBLIC SAFETY 1. Promote and increase community based partnerships in crime prevention through: •Neighborhood Block Watch •Crime Stoppers •Neighborhood Associations •Schools •Businesses •Service Clubs 2. Ensure appropriate service levels for public safety services as the community population grows. 3. Enhance downtown safety by operating visible and routine police bike and foot patrols. 4. Establish an effective graffiti abatement program focused on notification, clean-up, investigation,and enforcement. 5. Improve neighborhood safety by installing more street lights along arterial streets and poorly lighted areas. 6. Strengthen cooperation and partnership with Yakima County Sheriff's Office and add officers to the federal/state Violent Crime Task Force. 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 15 WASHINGTON 18 5. 2019-2021 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 major 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 2019-2021 STRATEGIC PLAN FOR THE CITY OF YAKIMA, 16 WASHINGTON