HomeMy WebLinkAbout04/02/2019 09 City Manager Response to Yakima Police Patrolman's Association LetterBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEM ENT
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Item No. 9.
For Meeting of: April 2, 2019
ITEM TITLE: City Manager response to the Yakima Police Patrolman's
Association letter
SUBMITTED BY: Cliff Moore, City Manager
SUMMARY EXPLANATION:
City Manager Moore will respond to YPPA's letter of March 19, 2019.
ITEM BUDGETED:
STRATEGIC PRIORITY:
STAFF RECOMMENDATION:
BOARD/COMMITTEE RECOMMENDATION:
APPROVED FOR
SUBMITTAL:
City Manager
OFFICE OF THE CITY MANAGER
129 North Second Street
City Hall, Yakima, Washington 98901
Phone (509) 575-6040
MEMORANDUM
To: Yakima City Council
From: Cliff Moore, Yakima City Manager
Date: April 2, 2019
Subject: Response to the March 19, 2019 YPPA letter to Council
At the March 19, 2019 Council business meeting, the Yakima Police Patrolman's Association (YPPA)
made a statement during the Public Comment portion of the meeting and later emailed Council a letter
which stated that the association had taken a vote of no confidence in me, the city manager. At the
conclusion of that meeting, you adjourned to an executive session which concluded some 45 minutes
later. When you reconvened, you directed me to respond to the union's assertions by April 2, 2019. This
memorandum is my response.
Distributed at the,,
Meeting 41?
First and foremost, I want you and the community to know that I have the highest regard for the women
and men of the Yakima Police Department (YPD). They put their lives on the line each and every day in
service to our city. I am grateful for their work; I think we all are. As a practical matter, the only impact
of the union letter will be the weight you wish to assign to it as a Council. As you know, I don't report to
the police union, 1 report to you. The union's mission is to represent its members; my responsibility is to
represent the entire city. Once you have reviewed this document, I will fully support any process you may
wish to employ to evaluate the YPPA assertions and my response.
In the union's letter, it was asserted that I have "fostered a culture of distrust, hostility and lack of
transparency." It also stated that "The City Manager does not allow his department heads, who are the
subject matter experts in their fields, to run their departments. Ile engages in constant micro oversight and
undermines their authority and position." While I certainly have a perspective regarding these assertions, I
felt that Council would be best served by hearing directly from the senior staff with whom I work with on
a daily basis. To that end, on Friday March 22, 2019, I emailed senior staff and shared the letter from the
YPPA and suggested that if they wanted to share their thoughts with Council on the issues presented, they
could do so by directing a memo to you through Cally Price. I added that I would not see their responses
ahead of time, unless they wished me to. I know several senior staff members have responded to Council
because they shared their responses with me. Ms. Price has created a PDF copy of all responses and
emailed them to Council, she also prepared hard copies of these responses for each of you.
Regarding the specific points raised in the union's letter, my responses are as follows:
1. Meeting with union members: Since my tenure as city manager began, I have accepted every
invitation from the union to speak with its members. In addition, I have invited myself to in-
service training days on several occasions, most recently on December 13 and 14, 2018, after the
2019 budget had been adopted by Council. On two consecutive days I spoke with union members
who were mustering for a training drill. I scheduled an hour each day for those conversations. For
each of those meetings, I was given 20 to 25 minutes and I answered all questions I was asked,
until the sergeant running the training exercise indicated that he needed to move the group along.
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Yakima
In addition, I regularly support YPD by attending "Coffee With a Cop" events, participating in
National Night Out activities, attending annual award ceremonies, and am at the swearing in of
most new YPD officers.
2. Termination of former YPD Chief, Mr. Rizzi: The union suggests that 1 should have consulted
with its members prior to making the decision to separate Mr. Rizzi from City employment.
Nowhere in the union's Collective Bargaining Agreement (CBA), nor in the City Charter, nor in
state law (RCW) is there any requirement for such consultation; nor has this ever been a practice
of the City of Yakima. The termination of a senior level official is a very sensitive matter and
must be handled with great care and discretion. On the day the decision was announced, my first
obligation was to notify all Council members and then speak with the union, which I did.
The union suggests that "performance issues cited as reasons the Chief was terminated were
created by the micro management of the department from City Hall." There were significant
issues with Mr. Rizzi's performance regarding the Police Services Division, specifically in areas
related to appropriate application of City policy, appropriate supervision, fair treatment of staff,
and allegations of discrimination that required me to step in to protect the City and to reduce
liability exposure. Mr. Rizzi was given adequate time to modify his approaches but failed to do
so. These issues were only part of a pattern of facts that led to the decision to separate Mr. Rizzi
from City employment. During the time I assumed supervisorial responsibility for the manager
of Police Services, I continued to meet bi-weekly with that individual and Mr. Rizzi together, so
that he (Mr. Rizzi) had an opportunity to be included in the decision making process. It was not
an ideal situation, but in consultation with City legal staff, external counsel, and human resources
staff regarding these and other performance issues, I had to take those steps in an effort to obviate
litigation. Supervision of the Police Services manager reverted to Interim Chief Jones shortly
after Mr. Rizzi's departure.
In this section of the YPPA letter, the union also discusses travel and training requests. City
Administrative Policy #1-1900 requires that the city manager provide final approval for all out-
of-state travel and all travel involving more than two overnight accommodations for all City
employees. With budgets as tight as they have been for the past several years, I have been very
careful about such travel requests.
In evaluating the travel and training budgets for all departments, including YPD, I had to take into
consideration many competing needs. Regarding the YPD travel and training budget, I did
recognize that while state law requires that police officers receive a minimum of 24 hours of
training annually, YPD officers have been receiving approximately 100 hours of training each
year. With 130 commissioned officers, the difference between 24 hours vs. 100 hours of training
equals 9,880 more hours of training than is required by state law. While I believe that all of the
training YPD officers receive is important and valuable, I also have a responsibility to ensure
fiscal sustainability for the City. Reductions to travel and training budgets for all departments
were included with the recommendations Council considered and adopted as part of the 2019
budget exercise. It is worth noting that those additional hours YPD officers have been in training
are equivalent to 4.75 FTEs. Given the fact that the City has not been able to fill all the current
vacancies at YPD, those 4.75 FTEs represent a significant impact to staffing capacity.
Like all City departments, to address significant shortfalls in our Workers' Compensation and
Medical Reserve funds, as well as a projected $786,000 deficit in General Fund revenues, YPD
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did take reductions in travel and training in the 2019 budget. No department liked reductions, but
all departments were at the table when budget recommendations that went to Council for
consideration were developed. I firmly believe that while difficult, the decisions Council made
regarding the 2019 budget were necessary and prudent. As they have always done, YPD
command staff continues to review and recommend travel for YPD staff, Reductions
notwithstanding, YPD training opportunities in 2019 will still meet or exceed state requirements
for officers.
3. Refusing to confront or address dishonesty within the management staff: The YPPA assertion that
I refuse to address or confront dishonesty within my management group is unfounded. The
YPPA letter states, "During the civil service hearings which followed an appeal of the testing
process, senior members of the services division, including management, testified to the
commission. Their testimony was later found to be false," That statement is not true. No senior
member of the division was determined to have made false statements during the investigation,
including while testifying before the Civil Service Commission.
The YPPA letter correctly notes that a complaint was brought forward on this matter. In response,
I assigned a City human resources staff member to investigate and I supported follow-up efforts
designed to improve the professional climate within the Police Services Division, YPPA also
correctly reports that "to date no corrective or disciplinary action has been taken". No corrective
or disciplinary action was taken because it was not warranted. The accusation that the Police
Services manager had made false statements during the hearing regarding her knowledge of,
access to, and/or sharing of a testing component with individuals vying for a position was
carefully investigated. It was determined through the Civil Service appeal hearing process that
she did not have access to or knowledge of the exercise that would be used for the promotional
test; and as a result, she could not have improperly shared information about that exercise. I do
not accept or condone dishonesty within my staff.
As noted, I have also addressed workplace climate issues within the Police Services Division that
were brought forward during this time. Shortly before retiring, a former YPD captain emailed me
with concerns he reported hearing from four Police Services staff members. I immediately
followed up with the captain to get additional information. I then assigned the City's human
resources training coordinator, who has extensive workplace mediation experience, to further
investigate these issues and to coordinate follow-up meetings with employees. Multiple sessions
were held to ensure every employee had an opportunity to express concerns. 1 personally
participated in many of those meetings. Each issue identified, along with the initial complainant,
was followed up on. Each of those meetings ended with employees talking about their ideas for
improving collaboration and coordination in the division.
While the concerns of the four employees who spoke with the captain were not widely shared,
they were each offered one-on-one mediated sessions with the division manager — all four
declined that opportunity. In an effort to be fully transparent, and as an attempt to unify the team,
the entire group was brought together to learn of the findings of the investigation, to receive
coaching, and to review with management expectations for performance and interpersonal
communication. Subsequently, additional meetings were offered and conducted with individual
members of the division, as well as group team meetings.
4. Searching for a new Chief: In its letter to Council, the YPPA suggests that I should have
consulted with the union on the hiring of a new chief, or that I should have appointed Captain
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Jones as the permanent chief. Again, neither the CBA nor the City Charter suggests that any such
consultation is or should be part of the process to select a new chief. On the day I asked Captain
Jones to serve as interim chief, he suggested I simply appoint him to the permanent chief role and
he would "do that for 2 or 3 years and then retire." I told Captain Jones that for all senior level
management positions I have filled during my tenure here in Yakima (budget and finance
director, fire chief, IT manager, assistant city manager), the City has held an open competitive
search, and that we would do so for police chief as well. I also encouraged Captain Jones to
apply. For two of those senior level positions, fire chief and IT manager, an internal candidate
was hired for the job. In the other two cases, an external candidate was selected.
In previous conversations with the police union members regarding the chief vacancy, I stated
that I would be open to an internal candidate. Research indicated that for many police
departments, a bachelor's degree is a minimum requirement for the chief position and it was
recommended that the City have a similar requirement. I choose not to require a bachelor's
degree because human resources records indicated that neither of the two top members of the
YPD command staff, presumably the most likely internal candidates, had a bachelor's degree.
Recently, I was informed by payroll that one captain has been receiving a stipend for a bachelor's
degree, although that information was not included in the initial personnel file review.
It was also suggested in the YPPA letter that 1 met with potential internal candidates and told
them that they would not be "seriously considered for the next Chief of Police" if they were to
apply. This is not true. I was always consistent in stating that while there would be an open
competitive search, internal candidates were welcome to apply. As noted above, in previous
searches for senior management positions during my tenure with the City, an internal candidate
was in fact hired as a result of an open, competitive search process, and as indicated, 1
purposefully kept minimum standards lower than would be expected for the police chief position
to enable internal candidates to be competitive. No internal candidate applied for the YPD police
chief position.
For the record, YPD members, including the interim Chief, met with the recruiter during the
initial stages of the recruitment process to provide input as to the needs of the department and
important qualities for a chief. YPD unions were also offered an opportunity to help shape the
questions for the interview panels; YPPA did not respond to this offer. Moreover, all unions
representing YPD staff, both commissioned and non-commissioned, were a part of the interview
process. Chief candidates were interviewed by four panels on March 21, 2019, including one
panel consisting of six YPD union members (including two YPPA members). In addition, on
Friday March 22, 2019, we arranged for all police chief candidates to have time to interact with
YPD staff who were interested in such a meeting. It is my understanding that this event was well
attended.
5. PTSD Treatment: The YPPA's claim that "Mr. Moore has repeatedly denied workers
compensation claims for such treatment" [serious and/or emergent PTSD related symptoms] is
absolutely untrue. PTSD is considered a "presumptive illness" in the State of Washington,
meaning that if a first responder presents with symptoms of PTSD, it is presumed to be job
related. Job-related health claims are evaluated through the Workers' Compensation program, a
state -mandated insurance program that provides benefits to employees who suffer job-related
injuries and illnesses. Workers' Compensation claims for the City of Yakima are managed by a
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Third Party Administrator and Washington State Department of Labor & Industries (L&I)
Workers' Compensation section.
As the city manager, I have no authority to review, approve, or deny Workers' Compensation
claims nor have I ever attempted to intercede for or against any City employee making such a
claim, To be clear, I am not consulted and offer no opinions, let alone decisions, regarding the
acceptance or denial of any individual Workers' Compensation claims. L&I is the governing
body that makes the determination as to whether a Workers' Compensation claim is approved or
denied. Consistent with state law and City policy, I have never seen, evaluated, or given direction
on any Workers' Compensation claim for injury or illness.
On this subject, YPPA may be alluding to an issue I learned about in early 2018 when the City's
human resources director informed me that there was a potential problem with some claims being
submitted through the City of Yakima's Employee Medical Benefits Plan. A police officer had
made the director aware that although issues being treated were likely job-related, the claims
were being submitted to the City health plan rather than to L&I as a Workers' Compensation
claim. The concern was that these claims might be related to the treatment of PTSD which, as
noted above, the State of Washington has designated a presumptive occupational illness for first
responders.
Occupational or job-related injuries and diseases fall undcr a standard exemption for coverage by
nearly all health plans and medical insurance companies. Claims covered under Workers'
Compensation are not eligible to be paid by the City's health plan.
The services in question were being provided by the Deer Hollow Recovery & Wellness Center,
located in Draper, Utah. An officer had reached out to City human resources staff to double check
some information which had been provided by a union representative and the clinic. The officer
stated he/she was told not to file a Workers' Compensation claim. The officer also slated he/she
was told they didn't need to complete any Family Medical Leave Act (FMLA) paperwork prior to
any absence frorn work; rather wait to complete the necessary documentation after arriving at the
clinic. The City human resources director informed the officer this was incorrect, and referred the
individual to the City human resources specialist who handles FMLA paperwork and Workers'
Compensation claims. This human resources employee is now properly assisting officers with
their claims, I have not been involved in any step of this process, and again, I never see such
claims, nor have I ever been asked to approve or deny a claim.
It is important to note that the clinic in Utah is not an authorized provider recognized by
Washington State Department of Labor & Industries to treat Workers' Compensation patients.
When this issue was identified, the clinic was encouraged to apply to the State of Washington to
become an authorized provider, but to date, my understanding is the clinic has not done so.
YPPA also asserts that, "Further he has directed police management to tell officers not to seek
treatment from such providers." This is untrue. I have never given police management that
directive, but I have consistently urged police management to encourage officers needing any
kind of treatment to work with City human resources staff to obtain the proper assistance. This
was to help ensure that officers received accurate information and assistance upfront, and to
hopefully avoid difficulties other officers experienced having claims reviewed after treatment,
Coincidently, in early 2018 I received a travel request for Mr. Rizzi and a YPD lieutenant to
travel to the Deer Hollow Recovery & Wellness Center in Utah. This trip was not presented as a
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training opportunity, but rather as an opportunity for command staff members to tour the recovery
facility. The trip was to be paid for by the clinic. As this clinic was providing this trip in an
effort to promote their facility and encourage referrals, I viewed it as a direct violation of City
Administrative Policy #1-1500 prohibiting solicitation and the receipt of gifts or things
considered to have monetary value. As a result, this travel request was declined.
6. Budget Issues: City budgets have been very stressed in recent years. Going back to at least the
2017 budget, Council has made a number of very difficult policy decisions with a view to
improving the long term fiscal sustainability of the City. Those decisions included revenue
enhancements (TBD; elimination of utility tax caps; increasing stormwater, refuse, and
wastewater rates after years of delay), and departmental reductions. For the 2019 budget, those
decisions included not funding four vacant police patrol positions, eliminating the police public
infbrmation officer position, and reducing travel and training budgets, not just for YPD but for all
departments. I understand the police union was unhappy with those budget reductions, but
reduction recommendations ultimately adopted by Council were not developed independently by
the assistant city manager and me, as alleged in the YPPA letter. Rather, around the table with all
department directors and other senior City staff, we discussed budget challenges and approaches
to restoring the City's fund balance to policy level requirements. YPD was represented during
these discussions.
All department directors were passionate advocates for their departments during the budget
process, but at the end of the conversation, there was consensus to bring forward the
recommendations Council considered during budget deliberation study sessions. Certainly there
was consternation expressed about budget reductions, and in fact, the YPPA president did provide
comment to Council about proposed reductions during a budget hearing.
To say that information about reductions was "misleading" or "quietly hidden", as alluded to in
the YPPA letter, is not true. All reductions, not just those proposed for YPD, were repeatedly
reviewed during budget study sessions and Council had many options under consideration as the
adoption process unfolded. As the budget process moved forward, the assistant city manager met
individually with six Council members to review budget recommendations and answer any
questions they had. One Council member declined the opportunity to discuss the budget
proposals. A majority of Council members commented on how well budget issues and
recommendations had been presented and the process also received numerous positive comments
from the public. It is worth noting that the four YPD patrol positions that were not funded in the
2019 budget had been vacant for several years, and for 2019, YPD is still budgeted for 144
commissioned officers, with 130 of those positions currently filled. In today's competitive law
enforcement recruiting climate, it will be challenging to recruit and fill all the current vacancies.
The YPPA letter states that "After the 2019 budget was adopted by the council, Mr. Moore has
further cut into police funding." This is not true. Since the 2019 budget was adopted, there have
been no further reductions to YPD's expenditure authority, I have required each City department
and major division to prepare and submit a travel and training plan for the entire year so that they,
and I, can better track these expenses. Among the 23 plans 1 received, the YPD travel and training
plan was among the last to be submitted. In order to hold senior managers accountable, when the
deadline for submitting plans had passed, I did delay authorizing some travel until the plans had
been submitted. For additional information on training, please refer to point 2 above.
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There is one YPD budget issue that does remain unresolved. In mid -2018, because the City
payroll office had been experiencing a number of irregularities in the time reports submitted by
YPD patrol officers, I authorized an internal audit of all 2017 patrol payroll. The preliminary
audit finding showed that in 2017, a number of YPD patrol officers had been overpaid or had
taken leave that had not been deducted from their leave balances. The total amount in question
was approximately $106,000, When presented with this information, the YPPA asserted that
additional documentation would resolve the issue. After an iterative process of several months,
including a time consuming review of all shift reports, and accounts provided after the fact,
regarding previously undocumented shift trades, the amount of overpayment or leave not
deducted for 52 officers now stands at approximately $98,000. Efforts continue to determine if
this number can be lowered further. In addition, the audit identified four cases in which officers
were underpaid a total of $1,921. When this review is completed, these officers will be
reimbursed.
It is believed that misunderstanding and inadvertent, not intentional, misuse of the TAMS time-
keeping system resulted in instances of payment of wages for work that was not actually
performed as well as underpayment for work that was performed without proper payment.
In a meeting on March 19, 2019 with the YPPA Executive Board, City human resources and legal
department staff, the city attorney did note that the City is statutorily required to reconcile this
matter (which in most cases can be resolved by properly reducing the balance of leave hours an
officer carries). After hearing from the city attorney, the union still suggested that "the City walk
away" from cases where the overpayment was for a single day or less and not expect a
reconciliation. Again, according to state law, the City must reconcile this situation.
The City of Yakima has made important strides to regaining a responsible financial position. Progress
notwithstanding, there will still be difficult decisions ahead and until the City's fund balance has been
restored to the required policy level, further budget reductions are possible. As city manager, financial
recovery is one of my primary responsibilities. I have taken, and will likely take further unpopular steps
to meet the City Council's mandate to reach a policy level fund balance by 2022. Hopefully, efforts to
preserve the status quo will not be allowed to derail this critical effort,
In reviewing responses to the City staff survey from 2015, individuals from YPD cited "favoritism" as the
number one problem in the department. In a survey conducted by the City's search consultant for the
chief position just a few weeks ago, "favoritism" was again noted as a significant issue. YPD does many
things very well, but there are still opportunities for improvement, When making his statement to Council
on March 19, 2019, the YPPA president noted that the union executive board had been discussing its
issues for some time. Council should know that the union never asked to speak with me to see if there
were solutions to its concerns. I still believe that there is a positive pathway forward, if the union
executive board is willing to engage in a frank discussion. And if the YPPA has documentation that
differs from the facts that I have presented here, I am more than willing to review that material.
I am happy to follow up with Council on these matters however you choose. I will make this memo
available to the union and, as the YPPA did with its letter, I will share this response with the public.
Doeumeni VITA response 4119
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March 29, 2019
Yakima City Council
City Hall
129 N.2nd St.
Yakima, WA 98901
City of Yakima, Transit Division
2301 Fruitvale Blvd.
Main Office Phone: 575-6175
RE: Cliff Moore Letter of Support
Dear Council Members:
I write this letter in response to allegations made by the Yakima Police Patrolman's Association
against our City Manager, Cliff Moore.
In my role as the Manager of Yakima Transit, I cannot speak to, nor do I have firsthand
knowledge pertaining to Mr. Moore's interactions with YPPA. However, I can certainly attest to
my professional interactions with Mr. Moore in my role and I feel that it is my responsibility to
do so as the YPPA allegations made against Mr. Moore also indicated that he has negatively
impacted other Departments, Divisions and Managers within the City of Yakima.
It has been my experience while working with Mr. Moore, that he has consistently provided
fair, responsible, and professional leadership. Mr. Moore has represented Yakima Transit's
interests in a positive and constructive manner while supporting our Division through difficult
circumstances. I have not experienced micro -oversight or anything of this nature from Mr.
Moore, however, he has provided needed support and direction when Yakima Transit has
sought his involvement and this is very much appreciated.
In conclusion, I truly appreciate Mr. Moore's efforts, his leadership style, and his willingness to
aid Yakima Transit's efforts to serve our community. It is my opinion that the City of Yakima is
fortunate to have a person of his caliber as our City Manager. Therefore, I do not agree with the
stand taken by YPPA, and I certainly do not agree with the overarching accusations made
against Mr. Moore pertaining to his negative impact upon other Departments, Divisions and
Mangers within the City of Yakima.
Sincerely,
Alvie Maxey
Yakima Transit Manager
City of ~.� ./ �--
�� �. Department
Police ����������u�
Interim Chief of Police, Gary Jones
2008.3'd Street
Yakima, Washington 98901
Telephone (509) 575-6200 Fax (509) 575-6007
Memorandum
March 29, 2019
To: Honorable Mayor Coffey and Yakima City Couneit Members
From:
Subject:
Jeannett Mora
Police Services Manager
Letter of Response to YPPA Letter and Support of City Manager, Cliff Moore
| rinresponse tm Yakima Association's�PPA)s�nememsmthe
am�non�ae,n, the
March 19th Council meeting and specifically items 2 &] in their ietter regarding the City Manager.
| have been employed by the Yakima Police Department (YPD) in a non commissioned capacity in the
Pollce Services Division since 2007. In March of 2015 1 was asked to serve as the acting division manager
for Police Services division and in January of 2016, after a competitive process, | was promoted to the
Police Services Division Manager. My position, as well as every position within my division, is not
represented by YPPA. The YPPA Board should have no influence on my staff, have no knowledge of my
personal performance, of any complaints that I have made, of any directions I have received. My division
serves the YPD employees, which should be a collaborative working environment; an environment in
which we all strive to be transparent and fair, treating each other with the dignity and respect that our
individual positlons deserve. 1 offerthat background information, purely as context as 1 address specific
statements made by the YPPA President and 98% of their members.
In regards to item 2 oftheir letter would like to offerthe following:
In the latter part of 2017, | made a formal complaint under City Policy 1'3300, which is the Anti -
Harassment policy, against Chief Rizzi. In my complaint, | provided documentation spanning the better
part of 2 years, detailing instances in which 1 alleged disparate treatment. 1 outlined multiple occasions in
which the Chief questioned my ability to understand English (| was born in the US), continually had a
Captain direct me, and in one instance this same Captain gave me my annual evaluation, even though my
position is at the same organizational level as a captain, allowed other members of his command staff to
make policy level decisions within my division, arranged union meetings with the union that represeflts
my staff, without my knowledge or input, appointed a captain to oversee my division during my absences,
even though I had appointed an internal division Lead to act in my absence, had meetings with my staff
members without my knowledge or input, continually directed me not to reach out to the City's Human
Resources department, or any other department for that matter, informing me that YPD made their own
decisions on matters of policy and contract interpretation, continually disregarded or simply provided no
response or direction to memo's submitted which needed his direction. 1 was also subject to a written
reprirnand for leave taken under the Family Medical Leave Act(FMLA) and 1 was directed to not leave the
Police department building without notifying him or his assistant d,rectly. In response to my complaint,
Mr. Moore removed Chief Rizzi as my director and had me report directly to himself during the
investigative process. The goal from the beginning was always that my position would be returned to the
Chief, however, that could not and would not occur until the issues were resolved. I want to be clear, the
only reason | did not seek legal intervention into my situation, is because of the proactive response |
received by Mr. Moore and the City's Human Resources department. In light of the statements made by
YPPA's Executive Board, insinuating my issues were trivial, and calling my integrity and honesty back into
question, 1 am not 50 sure 1 made the right decision.
1 will be blunt — this time of niy employment with the City at the Yakima Police Department, was horrific
for me, every day. Mr. Moore attempted in every way possible, to engage the Chief in changing his
methods regarding my position and my authority within my division. The YPPA's assertion that the Chief
and 1 had simple disagreements over seemingly inconsequential items, in which 1 would "call over to City
Hall" and get my way is absurd. The YPPA's assertion that Mr. Moore did not attempt to resolve the
conflict, just shows they have no idea of what was involved in my complaint and of the steps Mr. Moore
took to hold both the Chief and I accountable to building a respectful working relationship. The fact that
the YPPA Executive Board and 98% of their members, have any knowledge of this event and have any
opinion on this situation, without one of them ever speaking to me, indicates they have received
information from only one party ofthis unfortunate sltuation.
In regards to Item 3 oftheir letter, 1 would like to offer the foliowing:
My division has gone through some turbulent times, and some of those instances have been in a public
forum. I have been with the Police Services division for 12 years and the majority of that time was spent
as a front line employee. 1 have witnessed some of our employees routinely taking issue with whatever
format of management was in place; there were some people who were disappointed that | was
appointed Acting manager, those same people were disappointed when, after a competitive process, i
was selected as the best candidate to lead this division. The issues that the YPPA Executive Board, and
98% of their members, speak to in Item 3, again points to the YPPA having a biased opinion about the
facts they have been given. At no point in time, has any member of YPPA spoken to me or my supervisory
staff about this issue, yet they go before the council and contend that I am dishonest, they indicate that I
and my supervisory staff was "proven" to be liars — I would ask by what measure? Under what authority
does the YPPA have to offer a conclusion in a matter governed by an independent commission, regarding
employees they do not represent.
| can tell you the complaints referenced in their letter, were investigated; the information was
disseminated to my staff in two '/2day sessions. The messages delivered were not well received by
everyone, however everyone was given an opportunity to ask questions, clarify information and
participate in moving our division forward. There was also the ability to have mediated one-on-one
meetings with the original complainants and those meetings were declined by each of them. Change is
hard process to go through, and my division has undergone quite a few challenges in regards to the
changes that have occurred, some of them were self-imnpuoed' but none of our issues should have ever
made it to the purvey of the YPPA. More importantly, none of them should have ever been listed as a
cause for the YPPA Executive Board and 98% of their members to vote in favor of "no confidence" in the
City Manager.
I would also like to say that my experience reporting directly to the City Manager was one of the times In
which | grew the most. Under Chief Rizzi, 1 felt continually undermined, overlooked, devalued, and
constantly unsure of who | should report to, what items | should report and how those reports should
occur. I was left out of meetings, I was treated disrespectfully and my opinions were not valued or given
proper consideration. Once | began reporting to Cliff, | began to have a voice, | began to receive respect
from someone in an authority role. Cliff respected not only my position, but also my knowledge and
experience, just as he would any other tenured employee. | began to see the level of authority my
postion, and the value my division, brings to our entire department. It was not easy to attempt to work
through the issues between the Chief and myself, but knowing that Cliff supported me in my position,
gave me the confidence to continue to try. During one of the most traumatizing times in my career, Cliff
Moore continually made me feel safe, in what I can only describe as what I perceived to be a very unsafe
work environment.
In closing, 1 would also like to say, that 1 have the utmost respect for the work our front line officers
perform on a daily basis. One of rny main objectives for my division, is to ensure my staff is viewed as a
respected partner to the police department personnel and it saddens me that the YPPA's statements
indicate their membership doesn't have the same objective. | constantly encourage my staff, to ensure
accurate and equitable timekeeping and bill paying for our entire department, compliance with best
standards in our Property & Evidence unit, my records and front counter staif constantly strive to work
cohesively with Patrol, Detectives, and the command staff. My division is always juggling what is the best
practices for the department which still allows us to provide the utmost customer service to the
community members. The Police Services Division performs a large amount of work without sacrificing
quality, integrity or our understanding of what public service entails. Every one of my staff members, as
well as myself, are also dedicated public servants and stand united, hoping for our department to be
cohesive, collaborative where everyone is treated with dignity and respect, regardless of the position they
hold.
Respectfully Submitted,
Jeannett Mora
March 28, 2019
Dear Yakima City Council
I'm sending this letter in reference to the disturbing "Vote of No Confidence" that was submitted by the
Yakima Police Patrolman's Association.
I shall only speak on issues two arid three, since I have first-hand experience with them.
Section 2
City Manager Cliff Moore directed the Police Services Manager to report to city hall staff directly, due to
the actions of former Chief Rizzi. The personnel complaint against former Chief Rizzi was not alleged.
On many occasions, several employees, including myself, were a witness to his cruelty and
unprofessional actions.
There are too many instances to count where Chief Rizzi would undermine the Services Manager, talk
down to her, yell at her, not include her in processes that affected her division, and where he was
untruthful. These have been founded and are not alleged. This treatment was not limited to her, myself
nor my co -supervisor were immune to this type of treatment.
Due to the issues stated aboveand some 1 might not be aware of, City Manager Cliff Moore stepped in
to "fix" what was wrong. He had meetings where both the former chief and the Services Manager were
asked to work together, with him as a mediator. Taking someone directiy out ofthe path oftreatment
that was destructive, putting them under himself, and mediating meetings does not sound like the
actions of someone (Mr. Moore) that was trying to be harmful to the department's operations. Our
operations ran a lot smoother while under the umbrella of City Manager Cliff Moore, than they ever did
under former Chief Rizzi. Decisions and positive progress was being made. City Manager Ciiff Moore
was thoughtful, caring, fair, firm, and attentive. Former Chief Rizzi spent the majority of his meetings
and conversations on his phone. He would then claim he was never informed. Memo's were ignored,
paperwork was "lost" or put aside for long periods oftime.
For those of us who have experienced City Manager Cliff Moore's caring, compassion, ethicsand
professionalism, it isn't possible to even hint his agenda was to create conflict or dysfunction. Mr.
Moore's agenda is to have highly functioning departments who serve the City of Yakima with the utmost
respect, care, and integrity.
City Manager Cliff Moore held an empioyee accountable, and this 15 what some members of the Yakima
Police Department are unhappy about.
Section 3
The leadership in the Services Division have had our morals, values, and integrity attacked again and
again with serious accusations and downright lies. Each and every time this has occurred, we have been
exonerated. And yet, here we are again, and this time from the YPPA.
I have never provided "false testimony" in my life. After the investigations and testimony the Civil
Service Commission, found there was no merit to any of these accusations. To be accused of lowering
my morals and values in order for me to get ahead is ridiculous and slanderous. 1 do not cheat. My
name and my word mean the world to rne.
Is this really the culture the City of Yakima wants to have? We have earned our positions through
studying, testing, hardwork, and dedication. Myself and my co -supervisor have been made to feel as if
we are insignificant since the day we applied for the supervisor positions. Our manager has been treated
even worse.
In light of all of this, positive changes are happening in the Services Division, which is long overdue, and
some employees do not like the fact they are now being held accountable for behavior that was
overlooked for far too long. The complaints are coming about because these positive changes affect the
"we've always done it this way" and "we've always gotten away with it" mentality and attitude.
These positive changes are attributed to City Manager Cliff Moore's leadership, inclusiveness, and his
unwillingness to have people in positions that are poisoning our city.
Thank you Mr. Moore for not continuing to do what has always been done and for having the courage to
make the changes that need to be made and for stepping up to the plate to ensure we are all doing
what is right, just, and fair.
I fully support the direction that City Manager Cliff Moore is taking our city!
—_—,�
' ~-
Sincere
Si
CHARTER CIVIL SERVICE COMMISSION
POLICE &FIRE CIVIL SERVICE COMMISSION
129 North Second Street
Yakima, Washington 98901
Phone (509) 575-6090 Fax (509) 576-6358
DATE: 03/27/10/2019
TO: Honorable Mayor Coffey and Yakima City Council Members
FROM: Debbie Korevaar, Civil Service Chief Examiner
SUBJECT: Response to YPPA Letter and Support of City Manager, Cliff Moore
The purpose of this memorandum is to address the letter from the Yakima Police Patrolman's
Association. There are two points I would like to specifically address.
First is the allegation listed as item #3.
This item specifically addresses a Charter Civil Service Appeal Hearing conducted in January
and February 2018, and it refers to testimony given by the "senior members of the services
division, including management". The letter states that "Their testimony was later found to
be false." This is an untrue statement.
At no time, has the testimony of the Police Services Manager or the Police Services
Supervisors been proven to be false! Furthermore, their testimony was in direct alignment
with what was told to the appellants initially by Civil Service, Human Resources and Public
Safety Testing, a third party testing service hired to create and administer the Police Service
Supervisor Assessment Center. During testimony the Police Services Manager clearly stated
the exercises she had assisted with and insistently denied several times having any input or
knowledge of the role-play exercise. This testimony was consistent with the facts. I know
this because in my capacity as Chief Examiner, I was responsible for the examination, and
was thoroughly aware of the extremely limited involvement of the Police Services Manager.
At no time was she included in the process of creating or reviewing the role-play exercise,
which was the exercise that was appealed. This exercise was created by Public Safety Testing,
located in Lynnwood, WA, and she had no knowledge of the content of the exercise. John
Gray from Public Safety Testing provided both written statements and oral testimony to affirm
this fact, as did several other individuals, including myself.
To be clear, the only item which was proven to be false during or after the appeal hearing was
part of the allegation from the complainants which asserted the Police Services Manager had
met with three individuals testing for the position, in her office on
November 15, 2017. It was proven with investigation and verified by payroll records, that
one of the individuals accused of meeting with the Manager was not even at work that day.
Records clearly demonstrated this individual had taken sick leave, which she attested to in her
written statement and oral testimony. There was no evidence ever presented to the contrary,
and it was ruled upon by the Commission after reviewing the detailed documentation
submitted, that this allegation was unfounded.
(If you would like to view the meeting to verify the allegations, testimony and/or the ruling
of the Charter Civil Service Commission, the hearing is available via Y -PAC's archived
videos. The meeting on February 8, 2018 contains the testimony and rulings.)
The second reason for my memorandum is to address the allegations made by YPPA regarding
the leadership and management ability of Cliff Moore.
1 have been the Chief Examiner for the City of Yakima for over 8 years under the direction of
Civil Service Commissions. Civil Service is covered by our City Charter, and the RCW's
governing public safety employees. It is anchored in the principles of fairness, equity and
objectivity. These are principles not only important to my position, but standards I have
personally held as core values my entire life.
In the course of performing the duties of my position, I have regularly met with Cliff to
ascertain opinions, provide information and/or address strategic goals and objectives
regarding such things as civil service recruitments and management job descriptions.
Additionally, since I also function in an "acting" capacity during times of absence for the HR
Director, I have also been informed of many management and leadership goals and directives
provided to Directors and Managers.
It is from my perspective as Chief Examiner that I would like to emphatically state that during
Cliff's tenure with the City of Yakima, I have witnessed an increase in transparency, equity
and objectivity. In my experience, Cliff has always shown the level of due diligence you
would expect from a City Administrator, but sadly often do not find. His thoroughness,
intelligence and commitment to collaboration is impressive, but what is most admirable is his
dedication to do the absolute best to serve you as Council members and the City of Yakima.
He is an outstanding representative of a public servant, and I implore you to disavow the no
confidence vote and letter by the Yakima Police Patrolman's Association. It is not based in
fact.
To finish, I am inserting the text of an email I sent to the City Council Representative for my
district, Holly Cousens. I sent this email as a resident of the City of Yakima last fall, to
express my personal feelings regarding Cliff Moore as Yakima's City Manager. I believed
the statements then, and I stand by them even more now. The City of Yakima will experience
a great loss, if/when Cliff Moore is no longer our City Manager.
Thank you for your consideration in this matter,
Debbie Korevaar
Chief Examiner, City of Yakima
To: gov"
Cc:
Sent: 6, 2018 1:39:53PM
Subject: CliffMoore's Performance
Dear Council Member HollyOJusens,
I am a member of your district, and it is in this capacity that I wish to reach out to you. As
my representative, | feel it is important for you to know | am a registered voter and a City
mfYakima employee.
It is my understanding the City Council may be soon reviewing the performance of our
current City Manager, CIiff Moore. As a City Council Member, you are definitely exposed
to one side of his performance. However, 1 recognize you are not privy to what it is like to
work for him, and to see him interact with staff regularly on formal and informal basis. |
also believe Cliff is not one to "toot his own horn" or specifically seek out the praise of
others. It for this reason 1 am compelled to reach out to you to give you my personal
perspective of his performance.
Cliff Moore has been an outstanding role model and leader for the City of Yakima staff. He
is objective and collaborative in his approach to issues, weighing out all of the opinions and
information presented. He is always responsive, available and welcoming. Cliff balances
out a multitude of high priority and long term issues on a daily basis and is consistent and
thorough. I have witnessed him treat all levels of staff with the same respect and courtesy
regardless of their status. This is reflective of his character and makes him a pleasure to
work with.
I will not delve into the differences between the ethics of this City Manager and the last,
but I will state that during Cliff's tenure, I have come to greatly respect him and the
honesty and integrity he has demonstrated. We as staif have Iearned we can trust CIiff to
be consistent and true to his word, while always working to maintain transparency and
openness in his decisions. Cliff had many significant and almost overwhelming challenges
when he stepped into the role of City Manager for Yakima, some which were obvious to
the Council and public (such as our financial situation and a new Council) and some were
not. I believe he has worked diligently to address numerous issues across all departments,
on many levels, to basically "right the ship" once again.
As you know, Cliff has recently experienced his own personal tragedy, for which I cannot
comprehend the pain he has experienced. However, since his return, 1 have yet to see him
be anything but enthusiastic and humble when showing his gratitude for others and the
compassion they have shared. 1 have not seen or heard of him even one time acting
inappropriately or out of anger at any individual, even when others might have.
I understand individuals often have their own agendas and they may want Cliff to respond
to their priorities or needs accordingly. However, from my perspective, 1 believe he has
done an excellent job at trying to meet the expectations of others, while putting the
interests of the City above his own. His enthusiasm for public service and dedication to the
City of Yakima is admirable and inspiring.
It is important for you to know, | have strictly a professional relationship with Cliff, and
have never socialized with him in any manner. He does not have any knowledge of my
reaching out to you, and | believe he would likely be uncomfortable with my doing so,
because of his humility and cledication. This 15 why 1 feel it important to do so. His
unwavering service is of great value to the City ofYakima.
Thank you for your service to the City of Yakima as well. 1 know it can be a daunting and
arduous job, and it is difficult sometimes to filter through the facts and opinions. |
appreciate your consideration in this matter, and I trust that when you review Cliff Moore's
performance you take into account the innumerable mitigating and challenging factors he
has faced, and you seek additional input from those who work most closely with him on a
Respectfully,
Debbie Korevaar
To: Members of City Council
From: Maria Mayhue, Senior Buyer
cc: Cliff Moore, City Manager
Date: March 26, 2019
Re: Response to YPPA Letter of No Confidence
I am writing this memo in support of Cliff Moore, City Manager. When Cliff was hired, he
immediately went to work, mending intergovernmental relationships. He literally reached out
and saved Purchasing's City/County merger. I have observed improvement in the public's view
of the City administration. Relationships with the business community have definitely
improved. In my work, I deal with the vendor community, and there have always been kind
words for Cliff. Cliffs respect for others really shows and is reciprocated.
When Cliff came to the City of Yakima, employee morale was the poorest I can remember in
the 20 years I had been here. He came to leadership trainings, CYU trainings, and other
meetings, with transparency and genuine concem for our well-being. He was willing and able
to answer all of the questions presented to him. I have seen morale improve significantly. Cliff
has always been approachable, has an open-door policy, and promotes communication with
employees. Whenever Cliff has a question about something we have presented for approval
he calls us directly, which I appreciate. I have never felt that we were being micro -managed,
quite the opposite. I felt that I was supported and trusted to do my job, even at the supervisor
level.
While I appreciate the Yakima Police Department and their hard work protecting our
community, I do not appreciate how they presented their grievances. I felt that our City
Manager was blindsided and disrespected. He didn't deserve that and they do not speak for all
of us, although they presented it that way. For these reasons, I am writing this memo in the
hopes that you will take it under consideration. Thank you.
Sincerely,
Maria Mayhue, Senior Buyer
Maria S. Mayhue #575-6094
moriarnavilueft*Inim? nov
March 27, 2019
MEMORANDUM
TO: Honorable Mayor & City Council
FROM: Joe Caruso, Code Administration Manager
SUBJECT: Letter mfSupport
1 am writing this Ietter in support of Mr. Cliff Moore as City Manager due to the Ietter of "vote of
n000n8dence"by1heYPPA.|haxenoknovx|edgeofthedatai|sthatvvereexpressedinthe|et er
but have worked with Mr. Moore since July 2016.
We have experienced some real complex city situations involving code administration, which he
never micro -managed and added support to the final outcomes in the city's best interest. | have
been allowed to utilize my training, experiences and expertise in working through these
situations and he totaily supported me in the Emphasis Task Forces that 1 have conducted with
multiple city departments.
The 2019 Budget process was a team concept that involved all the city departments with options
and decisions on possible cuts that were to have the least impact on the community services but
keeping in mind that a budget has to be balanced.
Once again | support Mr. Moore as a strong leader caring for the city work staff and sincerely
Price, CaIly
From: Randy Beehler <beeh|en@|ivecom>
Sent: Tuesday, March 26201g12:21 PM
To: Cousens,Holly; Gutierrez, Dulce; I-{iII, Brad; Funk, Kay;White, Jason; CoffeyKathy;
Mendez, Carmen
Cu: Price, Cally
Subject: City Manager Cliff Moore
Council members,
Throughout his tenure as Yakima city manager, I have found Cliff Moore to be an inclusive, collaborative, an
insightful administrator.
In my professional opinion, he values and demonstrates his appreciation of the abilities and opinions of his
peers and colleagues through his interactions with them.
He has a unique ability to be aware of, acknowledgeand carefully consider the peof a wide variety
of constituencies in developing, communicating, and recommending policy to the City Council and
implementing it through his staff when policy is adopted by the Council.
CliffClifffvloore has my full vote of confidence as Yakima city manager.
Randy Beehler
1
sun
911 COMMUNICATIONS
2403 South 18th Street
Union Gap, Washington 98903
DATE: March 25, 2019
SUBJECT: Letter of Support: City Manager Cliff Moore
TO: City of Yakima: Mayor and City Council
Mayor and City Council,
I'm writing this letter in support of Mr. Moore and in objection of the actions and information the Yakima Police
Patrolman's Association (YPPA) presented to the Mayor and City Council. I believe, the statements presented by the
YPPA are not in line with the professionalism, 'interaction, and leadership that I have witnessed with the City Manager. In
fact, of the numerous senior level civilian and military organizations that I have served with or worked for, the actions of
the YPPA are not in line with the professionalism that any group of employees should have taken. In fact, the statements
made should be viewed as self-serving and not representing the best interest of the City nor limited resources. Unless,
there had been an avoidance of leadership which has affected their workplace environment or has created an environment
in which they cannot perform their duties then there may be reason to stand in front of the city council and provide
remarks.
In contrast it has been my experience that their statements and remarks are the opposite that 1 have personally had
with Mr. Moore. In fact, since arriving five years ago under Mr. Moore's leadership was the first time I was asked to
participate with senior staff in the budget process and numerous tirnes Mr. Moore has reached out for my Division's
opinion, but always including the Fire Chief in all correspondence. Mr. Moore, has always been responsive to the issues
brought to him and has worked through various solutions.
However, the actions taken by the Union in my opinion, only shows that the city has allowed the Union(s) to
perceive they have a greater role in leadership and influencing the necessary hard decisions required in leading and
managing a large organization. Their role as a Union is only to look out for the welfare of their members and provide the
service they have agreed to provide. Although, as a leader as Mr. Moore has reached out and ask for input from the
Unions and the staff as a good leader should do, That being said, once the information is received decisions concerning
the mission, vision and leadership of the City should be the final decision of the Mayor, City Council, and City Manager.
As far as including them or other Unions in discussion and the vison of the city, I believe Mr. Moore has included all
employees in various forums and methods. I believe Mr. Moore in good faith has met and discussed issues with all the
various Unions and non-union employees and taken everyone's comments into account.
Sincerely,
Bradley D. Coughenour
Manager, SunComm
MPA, CSM (R)
Providing Emergency Communication Services to Yakima County
Business Phone: 509.248.9911 Business Fax: 509.576.6555
HUMAN RESOURCES DEPARTMENT
129 North Second Street
Yakima, Washington 98901
Phone (509) 575-6090 Fax (509) 576-6358
Memorandum
March 25, 2019
To: Honorable Mayor & Council Members
From: Connie Mendoza
Director of Human Resources
Re: Response to YPPA Letter
On March 19, 2019, the Yakima Police Patrolman's Association presented a letter to the Council
asserting that City Manager Cliff Moore has:
"fostered a culture of distrust, hostility and lack of transparency." It also states, "The City
Manager does not allow his department heads, who are the subject matter experts in
their fields, to run their departments. He engages in constant micro oversight and
undermines their authority and position."
I am saddened by the YPPA's allegations and as a Director for the City of Yakima, feel it is
important to go on the record and state that I believe them to be unfounded and simply not true.
Cliff has never micro -managed me or my Department. He has never attempted to undermine my
authority or position, nor have I witnessed that type of behavior toward any management team
member. He does however hold us accountable which others in the past have not always done.
Cliff is very collaborative, honest and transparent. Cliff's management style is very inclusive
and he makes staff members at every level of our organization feel valued. He has my utmost
respect, trust and support.
Administration
Fire Suppression
Fire Investigation
Fire Training
Fire Prevention
Public Education
401 North Front Street, Yakima, WA 98901 (509) 575-6060
Fax (509) 576-6356
www.yakimafire.com
MEMORANDUM
To: Honorable Mayor and City Council Members
Fm: Aaron Markham, Fire Chief
Date: March 25, 2019
Re: Letter of Support for City Manager Cliff Moore
Honorable Mayor and Clty Council Members,
The following is my response for additiona information regarding the Ietterthat was presented to the
Yakima City Council at the March 19, 2019 regular business meeting. Having just surpassed my one year
anniversary with the City of Yakima, I have not experienced what was alleged in the letter during my
employment which began on March 12, 2018 to the present. Since being promoted to Fire Chief on June
1st, 2018 my working relationship with Mr. Moore has always been very open and honest. I feel we have
been working very well together and we keep each other up to date on the emerging issues relevant to
the city and the flre department. As a newly promoted department director, it is expected, in my
opinion to be given a little more direction as I learn the processes and procedures applicable to the city.
I would also expect that I would need to earn the confidence of the city manager as I fulfill my duties as
the fire chief. It takes time to get to know each other's management and communication style. I have no
factual information that supports the claims submitted and have confidence in the decisions made by
our City Manager Cliff Moore.
Respectfully submitted
Aa
"The
Fire Chief
°The Yakima Fire Department is dedicated 10 providing
quality public safety services to our community."
TO:
COMMUNITY DEVELOPMENT DEPARTMENT
129 North Second Street, 2nd Floor, Yakima, Washington 98901
Phone (509) 575-6113 • Fax (509) 576-6576
wwwyakimawa.gov
MEMORANDUM
Honorable Mayor Coffey and Yakima City Council Members
FROM: Joan Davenport, Director of Community Developmen
DATE: March 25, 2019
SUBJECT: Support of City Manager Moore
The purpose of this memorandum is to provide Yakima City Council with the knowledge that Mr. Cliff
Moore has been an effective, thoughtful and informed leader for the Community Development
Department.
I have found Mr. Cliff Moore to be an informed and compassionate leader. He has demonstrated great
integrity and complete honesty in addressing the public, and with staff in City matters. Mr. Moore has
championed transparency, especially with respect to Council business items.
Since 2016, when he arrived in Yakima, Mr. Cliff Moore has provided a collaborative atmosphere
among Senior Staff.
1. By talking and listening to staff and community members, Mr. Moore has demonstrated strong
knowledge in many of the complex issues we experience in Yakima including homelessness,
environmental challenges, neighborhood code enforcement issues, and redevelopment
challenges. He has shown the ability to absorb information quickly, ask excellent and pertinent
questions and help guide the City's response.
2. The 2019 Budget process was just one example of this team approach. Senior staff spent many
hours evaluating budget options in order to develop the recommendations for City Council
review.
3. Mr. Moore was instrumental in the preparation of a Racial Equity Study which was a City
Council priority. This study was a direct response to the ACLU concerns about the need for the
City of Yakima to become more racially sensitive and integrated. Mr. Moore has fostered
significant healing in this regard for this community.
4. Mr. Moore has been a cautious and conservative steward of the City financial resources. AlI
spending, and especially those services from General Fund sources like my Community
Development Department, have been closely examined. However, as Director, my authority has
been respected. I have never felt the City Manager micro -managed my Department which
includes the service units of the (a) Planning Division, (b) Code Enforcement and Animal
Control, and (c) Office of Neighborhood Development Services.
5. The 2019 City of Yakima Budget was a complicated and challenging process. On October 11,
2019, at a City Council Budget study session, one of my employees, Mr. Archie Matthews
Page 1 of 2
Code 4thoinis(redion (509) 575.6126 Manning (509)575-6183 Office of Neighborhood & Deselopotent Services (509) 575-6101
(Manager of the Office of Neighborhood Development Services) addressed the City Council.
From the audience perspective, the testimony of Mr. Matthews was a passionate dialogue about
the angst and frustration related to personnel cuts. However, please remember that these
staffing issues as proposed in the draft budget were a direct response and attempt to balance
cuts in the Public Safety/Fire/Police area with those in other General Government service units.
I cannot address the internal issues that were detailed in the March 19, 2019 letter from the Yakima
Police Patrolman's Association that led to the "no confidence" position. However, I wish to reiterate my
support for Mr. Moore as the City Manager of Yakima. He has provided strong leadership to Senior
Staff, in my opinion. He has repeatedly reached out to all City employees with compassion and care.
He has been a professional and responsible leader.
Page 2 of 2
DATE: March 25, 2019
TO: Mayor and City Council
FROM: Steve Groom, Finance Director
RE: Confidence in City Manager
Questioning City leadership is a serious problem, one that has to be addressed. My perspective
from Finance is that dissatisfaction, such as city departments quarreling over scarce resources,
can be harmful. Budget -balancing and course -correcting problems are solved by working
together, not against each other, and I suggest the same is true for operational issues. Disunity
can be a fundamental problem that can fester into a chronic weakness or even a strategic threat;
unity can be a strength and an opportunity.
City staff is not really the right level to fix this problem - not every employee gets a vote on every
decision. You don't need my vote, however it seems irresponsible to not offer additional
perspectives to City Council. I have full confidence that Cliff Moore can lead and manage.
The intent of this input is to offer Finance -perspective answers to recent questions raised if
Council wishes to consider action. City Council already sets policy direction and has the City
Manager to execute; there is already a clear flow of authority and communication. I sense that
council does care, is listening, and I trust that Council will use discernment as to when to intervene
and when not to.
Does City Manager allow department heads to run their departments? Speaking for Finance,
yes. City Manager asks Finance to keep him briefed, informed, alerted to exceptions, and to field
special situations, but otherwise to handle all things financial. Finance often seeks direction from
City Manager. Finance has no express authority over other departments that overspend an
adopted budget, or to judge whether any particular travel/training meets departmental objectives
or fits city-wide priorities. Finance can't require another department to cooperate or collaborate,
but has city-wide fiscal oversight so City Manager provides needed direction and executive
authority.
Does City manager review/approve/deny travel requests? Finance pays invoices that are
approved, coded, and documented from within a department's budget, which are approved by
City Manager if needed per current Administrative Policy. City Manager is uniquely positioned to
ensure that departments not only spend within budget but accomplish the highest priorities of the
city. Not only is that his prerogative, it also serves the city in ways any one department might not
be aware of.
FINANCE
Can we trust someone considering employment elsewhere? At the executive level in
municipal, professionalism is the norm and Cliff Moore exemplifies this. Most city executives and
professionals give 100% right up to the end and beyond. I support my own staff furthering their
own careers. They may go on to serve another city but we also benefit when we hire those with
municipal experience. In my opinion, Cliff Moore is well-positioned to make hiring decisions. He
has a wealth of knowledge and experience gained from many facets of the city as well as the
strengths and weaknesses of the executive team he marshals. An in -coming newcomer might
need time to acclimate and orient.
Was the 2019 Budget process executed appropriately? I arrived October 1 and witnessed
the City Council being asked policy questions and then the City Manager empowered to execute
following difficult policy decisions. I saw the City Manager leading senior staff to work together,
sacrificing and collaborating through much difficulty. Many departments came away disappointed
with the outcome, but not the process.
Does Yakima have Structural Revenue problems? Does PD have fewer officers than it
ought to have? Can City Manager present a revised plan different than staff recommends?
More money will fix all the problems that every city has and every city has insufficient money;
every city manager has to manage the disappointment of well-intentioned staff that truly care to
serve the citizens the best they can. The 2020 budget process could be even more difficult. In
order to achieve the 3 -year fund balance target, current estimate requires saving $675,000 in
each of the next three years. This will be a difficult process, even for experienced and
knowledgeable participants that have intimate knowledge of the city's history, struggles, strengths
and weaknesses. Cobbling together a combination of revenue -building and expense -managing
requires familiarity with the operations and finances of nearly 70 separate funds, many programs
and priorities, and marshaling all the creativity available city-wide. No one department can solve
the city-wide puzzle of budget -balancing and prioritizing service delivery. No one department can
see all the options, all the problems, nor all the opportunities. Every department in every city in
America probably has fewer resources than it ought to have.
I come to work every day knowing I can't improve streets, reduce crime, treat water, or plan a
better city, but knowing that I am a part of a team that can. By working well together we can make
Yakima a better place. When homeowners and businesses thrive, the property tax and sales tax
will grow. If employees desire Palm Springs pay, benefits and quality of living, then working to
make this City more Palm Springs -like every day is the path; it is naive to ask for more pay or
benefits first, before we work harder or before we earn the tools we can't now afford. Leadership
is important because every public servant works more for mission than for money. I came to work
for the City of Yakima in the belief that Cliff Moore has the leadership that coordinates a city full
of talented, creative, hardworking people. I continue to have that same confidence.
3/25/2019 p. 2 of 2 City Manager Confidence 03-25-2019
DEPARTMENT OF PUBLIC WORKS
2301 Fruitvale Blvd., Yakima, Washington 98902
Phone (509) 575-6005
March 25, 2019
Yakima City Council
City Hall
129 N. 2"d St.
Yakima, WA 98901
RE: Letter of Support
Dear City Council Members:
I write this letter in response to the Yakima Police Patrolman's Association vote of no
confidence in our City Manager, Cliff Moore.
Public Works has never experienced Mr. Moore fostering a culture of distrust, hostility or
lack of transparency as noted by YPD. Mr. Moore goes to great lengths to ensure
transparency on every issue. I have personally benefited from an environment cultivated
by Mr. Moore that is both caring and supportive; focused on teamwork.
The City Manager allows me to run Public Works. Any perceived ''micro oversight" is in
fact, gathering of information by Mr. Moore due to the requests of City Council and for
educational and clarification to properly respond back to City Council and the public. At
no time, has Mr. Moore ever undermined my authority as the City's Public Works
Director.
Beginning this year with the 2019 Budget, Mr. Moore had directed each Department
Head to closely evaluate and monitor their Travel & Training budget. City Council had
reduced the funding levels for this item within the General Fund as a means to build the
reserves and meet their Strategic Priority of 16.7 percent by 2022. Mr. Moore has
extended this same fiscal responsibility to the Travel & Training budgets of the
Enterprise Funds; establishing fairness and equality for all City Divisions. However,
YPD had indicated to the City Council during the 2019 Budget Sessions that "too much"
was being spent on YPD training.
During the preparation of the 2019 Budget, it was required that each Department Head
within the General Fund provide proposed reductions in their respective departments.
The cost savings from YPD (Public Safety) from the elimination of four vacant YPD
positions was actually obligated to fund other Public Safety items within the City. A
partial amount was transferred to Public Works to address specific Public Safety issues:
1. An additional $65,000 for traffic signals (Streets & Traffic Division)
2. An additional $130,000 for Traffic -Calming measures (Streets & Engineering
Divisions)
Administration 575-6005 • Eagfncering 575-6111 • Equipment Rental 575-6005 • Parks & Recreation 575-6020 • Refusc 575-6005
Street 575-6005 • Traffic .575-6005 • Transit 573-6005 • Wastewater/Storiuwaer 575-6077 • ViiitQr/lrripition 575-6154
Yakima
111'
2015
1994
3. New Supervising Traffic Engineer position to address traffic -calming requests
and Safe Routes To Schools (Engineering Division)
Prior to Mr. Moore being our City Manager, these areas of Public Safety within Public
Works were ransacked with several positions eliminated with each budget reduction over
the past few years; compromising Public Works' ability to effectively address any Public
Safety concerns.
Mr. Moore has been and continues to be a very fair and responsible City Manager that
inherited the unpleasant and difficult duty of guiding this organization through a budget
crisis; created mainly by the previous City Manager who focused and heavily funded
YPD at the expense of the other City Departments.
I do NOT agree with the no confidence stance that the Yakima Police Patrolman's
Association has taken. I fully support Mr. Moore as our City Manager. He continues to
successfully lead the City of Yakima.
Sincerely,
Scott Schafer
Public Works Director
2406 W. Washington Ave, Suite B Yakima, Washington 98903 (509) 575-6149 (509) 575-6185 FAX
To: Honorable Mayor and City Council Members
From: Robert K. Peterson, Airport Director, Yakima Air Terminal -McAllister Field 7Z/V
Cc: Cliff Moore, City Manager
Date: Sunday, March 24th, 2019
Re: City Manager - Vote of Confidence
Honorable Mayor and City Council Members,
On March 19th, 2019 during City Council's scheduled meeting there were a variety of concerns
raised towards City Manager Cliff Moore. The public and employees voiced their concern
behind Mr. Moore's capability to effectively lead the City encompassing his failure to be
transparent among City departments. Additionally, there were concerns where Mr. Moore does
not allow his department heads, who are specialized in their field, lead their respective
departments as well as foster a culture of distrust among the City's organization. Furthermore,
it's been advised Mr. Moore has not provided adequate opportunities for training and travel to
required conferences to support the City's staff evolving curriculum. Although these comments
were publicly announced during the council meeting, the department at the Yakima Air
Terminal -McAllister Field has experienced the opposite behavior from Mr. Moore.
Since Mr. Moore's arrival in 2016, he has continued to provide transparency within City
departments. This has been specifically highlighted during weekly department head meetings
to ensure each department within the City are briefed on the City's efforts to meet the
community's needs. This transparency is further amplified during bi-weekly one-on-one
department head meetings with Mr. Moore. During these routine meetings, department
directors are encouraged to present their challenges and solutions, strategic goals, capital
improvement projects, budget, and upcoming events. During these one-on-one meetings, Mr.
Moore relies on his department directors to provide logical and strategic solutions to ensure the
community members in the Yakima Valley are provided adequate services. Mr. Moore has
provided the Yakima Air Terminal -McAllister Field with the trust, independence, financial support
within the city's naomunzem, and authority to provide airline posmenQero, tenanta, and aviation
users a safe, secure, and pleasurable environment.
One primary example of this is through the airport's FLYYKM marketing program where both the
Economic Development Manager and Airport Director were provided the tools to increase
passenger ridership. Since obtaining a Department of Transportation Small Community Air
Service Development Grant both departments were provided the autonomy to work closely with
Alaska Airlines to expand the airport's air service. Since implementation of the marketing
program the airport's been successful in increasing passenger ridership by 31% and further
securing an additional flight to Seattle during peak travel seasons. Another example of the
department director having autonomy to improve their respective departments is through the
implementation of the airport's Capital Improvement Program. Since 2016, the airport has been
successful in implementing over $13 million dollars of infrastructure, feoi|ibmo, and equipment
improvements all while Mr. Moore provided a positive environment enabling his staff to achieve
such accomplishments.
Furthermore, the public voiced concerns behind Mr. Moore fostering an environment of distrust
and lack of honesty within the organization. This environment has not been present at the
airport where Mr. Moore has provided an policy with the utmost professionalism and
courtesy. Through his collaboration between his department directors and staif, Mr. Moore has
gained trust and honesty among the organization while addressing the City's evolving
challenges. Mr. Moore continues to empower his department directors through positive
reinforcement with the hard work and continued dedication.
Moreover, Mr. Moore has worked with airport staff on timely responses to our required Federal
training curriculum and meetings to support the aviation industry. These examples are required
training to meet Federal Aviation Administration safety standards as it relates to the airport's
operations certificate. Without this required training the airport would not be able to host
commercial airline service which is a large economic driver in the community. Additional
examples are the promotion of legislative priorities within Washington State in Olympia and
attending the annual aviation awareness day hosted by Washington State Aviation Alliance.
The department also had the opportunity to attend the annual Northwest Aviation Tradeshow to
2
market aircraft fly -ins, upcoming events, military exercises, Washington Passport Program, and
attract aviation industry clusters as a part of the Economic Development Strategic Plan.
Finally, I would encourage Council members to reach out to other department directors and
receive their perspective of their working relationship with Mr. Moore. Although each
department is different and encompass a wide range of services I believe Council will discover
Mr. Moore's priority is with both the employees and community members of Yakima. Since Mr.
Moore's arrival, it's been obvious he has dedicated his time and efforts to improve the
organization and community environment. Finding another City Manager this dedicated,
collaborative, transparent, empowering, and positive towards Council members, City staff, and
our community will be challenging.
3
March 25, 2019
Mr. Cliff Moore
City Manager
129 N. 2nd Street
Yakima, WA 98901
Dear Cliff:
Water / Irrigation Division
Working Together Toward Excellence in Service and Quality
2301 Fruitvale Blvd.
Yakima, WA 98902
The recent events at the March 1 gtF Council Meeting were most unfortunate. 1 want to share
with you th|do NOT share that point of view. | have always found you bohostraight fonwmrd.
willing to listen and to be concerned about me and my division.
My experiences with you have been nothing but positive. More than once you have asked me
my opinion on matters like the 2017 flood event, the Yakima Integrated Plan and on several
occasions about the direction we should take as a community on both drinking water and
irrigation water. 1 believe you were generaily interested in my opinion and were depending on
my knowledge and expertise. It is most satisfying to know that you are a valued member of the
team.
There were a couple of occasions where you disagreed with my desire. You took the time to
make sure I understood why you disagreed and why the city needed to go in a different
direction. This included making sure 1 felt good about the decision. As a team member, 1 could
not ask for better treatment. Being respected makes me proud that 1 am part of the City of
Yakima and very pleased you are the City Manager.
Thank you for the excellent leadership you provide not only to me, my division and Public
Works, but for the City and the citizens of Yakima.
With Respect
David Brown
Copy: ¥akima City Council
Scott Schafer
Water/Irrigation Division
[�m/d EBn�v� /oierimAsuis�m� Puh|icVVod � Din��or
d�v/dUmmn��yakimam�,Qov
MetTioranclurri
To: City Council
From: Sue Ownby, Purchasing Manager
Date: March 22, 2019
Re: Support for CIiff Moore
Sitting in the Council Meeting March 19, it was hard to watch the attack on Cliffthat YPPA set in
motion.
Having worked on numerous projects with and for Cliff, and correspondingxvithh|rmhundreds
of times since he's worked here, and also having worked at the City for the past 31 years,
(mostly as a non-union employee), I have definitely formed my own opinion about Cliff.
In ALL of my interactions with CIiff, he has proved himself to be an extremely honest, fair, kind
and trustworthy City Manager. Never a rnicro-manager, he trusts me to do my job with little
oversight, and I have an excellent rapport with him.
1 attended several Senior Staif meetings in absence of a Finance Director, and my first take-
mxvaymashmvxprmfmssimnal[1Ufnanhisrneetings. He kept on task and kept everything
professional and above board — a quality I admire that was lacking with the immediate past City
Manager.
In the past 18 months, I was tasked with drafting new city policies and updating and rewriting
1-725 — Employee Recognition, Business Meetings and Breakroom Supplies
• 1-1900 — Travel and Reimbursement
▪ 2-200 — Delegation of Approval Authority
• 3-400— Procurement Card Policy
• 4-500 — City/County Procurement Manual
• Yakima Transit Procurement Manual for FTA Funded Procurements
Every time 1 had a question, or needed to know "which option" Cliff wanted to go with, he took
the high road EVERY time. He is very concerned about transparency and treating everyone
fairly.
It 15 well documented that the City needed better controls. Todav, if you Google "Yakima
Hooters" the embarrassing fiasco about YPD Officers over tipping waitresses to pay for their
beer is still only the hit!
Prior to Cliff working here, Yakima County had already served the City with a notice to cancel
the Purchasing Services contract, because interlocal relations between the City and County had
previously deteriorated so much in other areas (e.g. the City pulling out of the EMS contract
with the County), the County did not want to have this shared relationship anymore. "We"
were collateral damage, per se. CIiff met with Chairman of the Commissioners twice and was
able to quickly rectify the damaged relationship. We will celebrate our 10th year as a successful
merged function this year.
CIiff has earned my utmost respect and 1 support and trust him 100%.
2
Clear Tee, Sonya
From: Clear Tee, Sonya
Sent: Friday, March 22, 2019. 4:46 PM
To: Coffey, Kathy; Gutierrez, Dulce; Mendez, Carmen; Hill, Brad; Cousens, Holly; White, Jason;
Funk, Kay
Subject: YPPA's concerns
Council members,
Yesterday I attended the monthly division manager meeting, and I feel compelled to share with you
how upset my fellow managers and I are about YPPA's comments to Council on Tuesday.
First and foremost, I 'completely disagree with YPPA that Mr. Moore has "fostered a culture of distrust,
hostility and lack of transparency." This is simply not true. As a division manager and senior staff
member, I can tell you first hand that Cliff Moore does not "micro manage" me or my department nor
has he ever undermined my authority and position. Nor have I seen Mr. Moore display that type of
management with any department in the City. In fact, I see Mr. Moore holding managers
accountable.
Cliff Moore has always trusted my knowledge/expertise and provided me the freedom to run my
division. He also values my opinion on City matters knowing my history and tenure with the City. I
have found Mr. Moore to be honest, forthright, transparent, collaborative and most importantly,
compassionate. Please consider this a vote OF confidence in Mr. Moore.
Thank you for your time.
Sonya Clear Tee, CMC City Cierk
City of Yakima 1 www.yakirriawa..clov P: 509.575,6271
NO TICE OF PUBLIC OiSCLOStiRE a -mail account ts public domain Any coJ,espendence from or tc this e-mail account may be a public recottl
Accordingly this e-mail, ,r, whole, or In part, may be subject to disclosure pursuant RCW 42 56, tegarcitess of any claim of confident/a/fly or ,n
asserted by au external pady
1
MEMORANDUM
TO: Honorable Mayor Coffey and Members of the City Council
FROM: Jeff Cutter, City Attorney
DATE: March 22, 2019
SUBJ: YPPA Vote of No Confidence re Cliff Moore, City Manager
This Memorandum provides a response to the recent YPPA letter to the City Council that
I feel an urgent responsibility to share. As the City Attorney and Head of the Legal
Department, I am specifically responding to statements that were included within the
March 19, 2019 YPPA letter of no confidence submitted to the City Council by the police
union against City Manager Cliff Moore. In the letter the allegation was made that "[t]he
City Manager does not allow his department heads, who are the subject matter experts in
their fields, to run their departments. He engages in constant micro oversight and
undermines their authority and position."
From my perspective and my personal experience working closely with Mr. Moore since
he arrived in Yakima I can say with no uncertainty or hesitation whatsoever that this
statement is patently false. Mr. Moore has been an outstanding manager and leader
whom I have come to appreciate and value for his support, collaborative decision-
making, cooperation and reliance on my Department and the attorneys in it. There has not
been a time during my working relationship with Mr. Moore that 1 felt anything other
than complete inclusion as a team member and a valued member of a talented community
of senior staff members. He has led a focused effort that we have all embraced to address
numerous issues challenging the City. I have observed Mr. Moore's ability to lead, to
reach consensus among the Department Heads and to motivate high levels of work
performance from each of us. He has cast the vision set by the City Council and
encouraged us to accomplish it. Mr. Moore has clearly stated his expectations of the
senior staff members and has allowed us to perform within our roles as Department
Heads, without "micro oversight" of any kind.
I have found Mr. Moore to be the embodiment of the mission set by the City Council for
this City, and my opinion is that no one has worked harder to foster a culture of trust,
purposed direction and attainable goals. I find the statements represented in the YPPA
letter to be harsh, inaccurate and very unfortunate.
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE NAME
TITLE DEPT/DIV
'
ee
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r X
694, ei‘tki /qv.
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We, the employees of the City ofYakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
We, the employees of the City of Yalcima, petition the City Council to take no action ter support of the vote of "no confidence from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE NAME
14
We, the employees of the City of Yakima, petition the City Council to take no action 16 support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
NAME TITLE
,kvoice,s
1:frt-
DEPT/DIV
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We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of -no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good f, to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
•
.3 1,,
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE
NAME
1 414 h.64,
1-1-(-11
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TITLE
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We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
-so
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
We, the employees of the City of Yakima, petition the City Council to take no action k support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not . - e with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yalcima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE
NAME
TITLE
11444.7i7lai,te+44:4:_
.1 .4
DEPT/DIV
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
/( 0 r1. ‘1 if<
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
RE / NAME TITLE DEPT/DIV
W
WA' it el-.
51, --ft
tiCar-c"L c.,
We, the employees of the City of Yakima, petition the City Council to take no action in support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
coll: • •rative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
TITLE DEPT/DIV
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE NAME
s1,,„
TITLE
41)reord- 1)Je?
pzi,f o M6. -1z
DEPT/DIV
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Y; a Police Patrolman's Association.
Furthermore, we, the undersigned, do not ; e with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently: - in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE
NAME
TITLE
DEPT/DIV
pcir Vitssr ttioSic.
Al /5;#1 Cr../ eit 4/za 7esve fer---
ritf
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5-1.e.i.dovi-cd- 4173
Tames 4D41 wer.„,.-
;Pat/ ""if -W Cewft./.44 I,A4S+e
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE
NAME
A/1'6 -(c- /3-e_
TITLE
DEPT/DIV
Aotfrid,
4),
We, the employees of the City of Yakima, petition the City Council to take no action to support of the vote of "no confidence" from
the Yakima Police Patrolman's Association.
Furthermore, we, the undersigned, do not agree with the allegations made against Mr. Moore. We have found Cliff Moore to be a fair,
collaborative and dedicated public servant who has consistently acted in good faith to serve City of Yakima and its employees.
This petition represents our support of Cliff Moore, as City Manager for the City of Yakima.
SIGNATURE
NAME
1-41-te4.
TITLE
DEPT/DIV
AP
/0
4/ 7 /
1
services Specriasit tk4SVS-