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04/02/2019 09 City Manager Response to Yakima Police Patrolman's Association LetterBUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEM ENT 1 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. 1 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 2 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 3 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 4 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 5 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. 6 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 7 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 ek--7C,462X , r X 694, ei‘tki /qv. 1' I jiAso.nSo,-‘ topr fact Clef"- r - p k diPtt.q.0 e--( r Rt%FuC-e- "Ce.ksk- ve.,49 .7/ -re,fr.1 firt r -s /Kt cl-tc. 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 Rrlanct2: pin o kvItklittct N t Lc_ 'C'Cch CCUV.31.LA.1* •10 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 .04411111ft. -J R17,403 4 ;C 40 I /0 ct'CP A 1 TITLE DEPT/DIV 7.3 Sufi -444 kit.hr En,": wet(' 406417r) 34VArtti SV4itt A)s,,,C) tiVILTP iiiStV, NT -1c .%) 1%16 / C ekit-Ec(?) I 1104 1;14', dfi infrproga leek_ /4/1/4,/,riff;P 7 ) ww-i•P 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 to_d, ir7 J./ Fie C-, (4) t) S rec je.L.) C- tAJi .C, 1,4,4 54-e-Lti* `+73 hiSe5 Getee_l'tvw5-e2c*--X cvAcipai4ler .91.4 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-