HomeMy WebLinkAbout07/23/2019 03 City Manager Update to\'4\lyy tbxk ik 1
PPP
+� PPP
d g.
P A
P p
P 1
PPi
ittYlltYlt.\ta.
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.
For Meeting of: July 23, 2019
ITEM TITLE: City Manager update including City Manager and Assistant City
Manager vacancies
SUBMITTED BY: Cliff Moore, City Manager
SUMMARY EXPLANATION:
1 . Follow up from Council Meeting on July 16:
• A.Ad Hoc committee on City Manager and Assistant City Manager vacancies met on 7/18
— recommendations from that committee are on the agenda for tonight
• B.Ad Hoc committee on cruising scheduled to meet 7/26
• C. Report from staff on liability and insurance issues related to airport operation will be
presented at the 8/20 Council meeting
• D. Staff are following up on an update from Washington DC lobbyist on immigration issues
and will use the information from that update to inform a draft letter to our congressional
delegation on immigration reform and once the letter is approved by Council, staff will set
up meeting for the full Council with our federal delegation and/or their state representatives
2. City Manager and Assistant City Manager Vacancies
3. 2020 Budget Development Schedule/Levy Lid Lift Update
4. Potential lease agreement at airport
5.Ambulance RFP update
6. N. 1st Street project update
7. Beer Garden Initiative
8. Strategic Plan update
ITEM BUDGETED:
STRATEGIC PRIORITY:
APPROVED FOR
SUBMITTAL: City Manager
2
STAFF RECOMMENDATION:
BOARD/COMMITTEE RECOMMENDATION:
ATTACHMENTS:
Description Upload Date Type
D 3 Finance 7119,2019 ac Memo
D 4 airport 7119,2019 Cover Memo
0 5 Fire 711g2n19 cove Memo
D Asp 7/142019 Cover Memo
3
FINANCE
TO: Mayor and City Council
Cliff Moore, City Manager
FROM: Steve Groom, Finance
DATE: July 18, 2019
RE: Budget Timeline and Levy Lid Lift
Budget Timeline. As a general rule, council study sessions commence in early October after
staff has processed revenue forecasts, staffing projections and evaluated known issues. Council
will be briefed on service delivery and policy-level issues.
10/1/19 City Council - Revenues, city-wide payroll, capital projects
10/3/19 City Council — Service Focus— PD, FD, IT, Airport
10/8/19 City Council — Service Focus — Streets, Parks, Community Development
10/10/19 City Council — Service Focus—Water, Wastewater, Refuse, Transit
10/15/19 Public Hearing # 1 and Ordinances on Ad Valorem Tax Rate
11/5/19 Public Hearing #2 and Ordinances on Ad Valorem Tax Rate
11/19/19 Last budget changes with council input, freeze to prepare documents
11/19/19 1st Budget Public Hearing
12/3/19 2nd Budget Public hearing
12/3/19 Council Budget Ordinances adopting Budget and tax rate
Levy Lid Lift. On or about September 25, 2019, updated valuations will be provided by the
County assessor so staff will calculate the new capacity and have available for the October study
sessions. Staff will review new valuations, levy capacity, ballot proposal timeline to 2020 election.
If Council wishes to have a preliminary study session on levy lid lift potential prior to October,
please advise.
'
Property Tax Rate(Simplified)
Levy
Value (Revenue) Tax Rate/000
201@ Beginning values 6,00U,O0O,008 , l8,00�`00 L/Vx1,0UO= ~ _^ 3.00
- (z) W (a�
3Ql9Add:
Existing _ 544,000,000 [i33
w} ` vo
new Construction � /1,000u �._3.0x0 =_ 308000�
(5) (3) w�
-
Annexation 5,000,000 I/]OOx , 3.00 = _ _ 15,0K00 �
` (6) o|— om
Total 64g
6' OODOUU �4g�O0D L/Vx1'U0O= I78
' . 1
n1 uu `ua
ov
6000000000 this valuation is supplied by the County Assessor
| m 18/000000 This number b simply the prior year levy Capacity to$3.10 032
(3) o> (� (�)
U
31X] Th��cabu�ted,dividing by x1�X}O
pv
� 544/000000 this valuation is supplied by the County Assessor
m |
100,000\000 this valuation)s supplied by the County Assessor Capacity$ 3'116,9K00
l (6) 5'000000 this valuation is supplied by the County Assessor /»w
m (�) <� (s> w)
6'649000000 This is calculated,adding and and and
m>
180000
-^ 300,0X00 This is calculated, multiplying^.and`~ n
� (1») 15,000 This is calculated, multiplying(6)and(3) �
�
un � vo M �
��S�� Th�b�|oJ��,�di� and and and
� !zq I ( ) <n
U 7Q This�calculated,dividing(")by x1/}0O
(c» n�
0.32 The d��evencebetween$3.l0and �
»
( w � m d
� �116�R}D Thb�ododated, an
� ��' _ _ ��
5
To: Cliff Moore, City Manager
From: Robert K. Peterson, Airport Director
Date: July 16, 2019
Re: Original Restaurant Space in Main Terminal Building
The Yakima Air Terminal-McAllister Field's main terminal building encompasses approximately
38,000 square feet of space to support the transportation needs of the community. The building
comprises of three levels where the first level houses car rental agencies, Transportation Security
Administration, and Alaska Airlines. The second floor comprises of approximately 7,200 square
feet of space, of what used to support an airport restaurant and meeting space. The airport's
restaurant was successful up until the early 2000's, following that there were several ownership
transitions.
In 2009, the restaurant at the time ceased operations and all improvements reverted back to the
Yakima airport. Shortly after the restaurant closure, the Airport Board of Directors conducted a
Request for Proposals for any businesses who might be interested in operating a restaurant,
which was unsuccessful. Given lack of interest, the Board of Directors provided direction to staff
to surplus the majority of the equipment and supplies left in the restaurant. During this process,
there was a recommendation to abandon the option of reinstating the restaurant and airport staff
received an estimate of $92,000 to convert the space into an airport administration office.
Unfortunately, due to restrictive budget at the airport the Board of Directors elected to abandon
rehabilitating the space and it was left unoccupied.
1
6
Since this time, airport staff has hosted various tours of the facilities to discover if there's interest
in redeveloping this space for either a restaurant, brewery, or a winery. Although there was
interest in the space the estimated cost to rehabilitate the area exceeded each individual's
interest. However, rehabilitating the area into office space has illustrated a lower cost to update
• the old restaurant and opens the door for revenue opportunities at the airport. Recently, airport
staff received a notice of intent from a local business interested in remodeling the area into office
space in order to meet their gowning business. Within this proposal, the business would upfront
the costs to rehabilitate approximately 4,858 square feet of the original restaurant, where
approximately $125,000 dollars of tenant improvements would be amortized throughout the lease
agreements. During this timeframe, the business is also willing to provide revenue to the airport
in addition to the discounted tenant improvements to further illustrate their interest in the area.
This initial proposed was brought to the Economic Development Committee during their June 27th
meeting where the majority of the committee members recommended staff present a proposed
lease agreement for full council's consideration.
Prior to presenting the proposal to full council, staff is coordinating with Traho Architects to provide
an estimate to bring the space up to code and available to lease as a restaurant. This will confirm
staff's recommendation to transform the area into office versus restaurant space given the high
expense to remodel the area. Due to the extensive work needed to bring the space up to code
and customer expectations an estimate won't be available until the August 5th, 2019 City Council
meeting.
2
Yakima County 's EMS
Delivery System
Current Issues
Yakima County's Current EMS Delivery System
➢ The current EMS delivery system has existed in Yakima County for over 30
years, with no change.
➢ The EMS delivery system is based on Fire Departments providing first
response basic life support.
➢ The EMS delivery system incorporates two private ambulance companies in Trauma zone 1
(Map on Slide # 3 defines the Tramua Zone) they provide both patient transport ambulance
services and advanced life support medical services who charge the residence for their
services.
➢ Trauma zone 2and 3 are covered by Sunny Side Fire Department and Prosser Ambulance
(Map on Slide # 3).
➢ The private ambulance companies have various methods of connectivity
to 911 dispatch centers .
2
YakiTa County's Current EVS Delivery Sister
Yakima County's Current EMS Delivery System
➢ When a resident calls 911, for an emergency medical incident, their call goes into a public safety
answering point system (911 Call Center).
➢ The call is assigned to the emergency communications dispatcher who assigns the closest fire
department and ambulance.
➢ The 911 dispatcher will either notify the ambulance through computer aided dispatch (CAD) or via a phone call (In the lower
valley portion of the County the ambulance service are also notified by radio), who then responds to the emergency
incident.
➢ It is common practice for a nursing home or hospice facility to directly contact the private ambulance
service for non-emergent/emergent calls rather than contacting 911.
➢ When this occurs, the private ambulance companies dispatch their ambulance and not use the 911 system. This action
could effect the standards of coverage for emergent calls set by the County EMS System; meaning the nearest (in time and
distance) ambulance is not sent to the emergency, nor will the fire department be assigned to the emergency medical
incident unless requested which could be delayed.
4
Yakima County's Current EMS Delivery System
➢ Because of Yakima County's population growth, it has created
change in the demographic makeup of the population which has
resulted in both social and economics impacts that have a direct
impact on the current EMS system which is not meeting the
service demands of our residents .
➢ The Affordable Care Act (ACA) has had a great impact on the Yakima County
EMS delivery system .
➢ There have been great strides in EMS, which have driven
changes to include Community Paramedicine and Mobile Health
Care (Yakima County does not have these system in place
because of the current status/condition of EMS delivery system ) .
5
Yakima County's Current EMS Delivery System
➢ Two private ambulance companies currently succor the EMS
system in Trauma zone 1 by providing advanced life support
( paramedicine) and patient transport service to our county.
➢ The two private ambulance companies competed for 19,000
EMS calls during 2018 .
➢ Between the two ambulance companies there are
approximately 12 ambulances staffed and in service on a
daily bases to provide 911 emergency medical service and
interfacilty transports county-wide .
Yakima County's Current EMS Delivery System
> 19,000 EMS incidents occurred in Yakima County in 2018.
These incidents are population driven. Meaning the higher occurrences are
in the populated areas of the County.
> The highest occurrence are in the following Cities and Fire Districts.
✓Cities: 1. Yakima, 2.Selah, 3. Union Gap, 4.Toppenish
Fire Districts: Fire District #2 (Selah outside city limits), Fire District #4 (East
Valley), Fire District #5 (Lower Valley), Fire District #6 (Gleed), and Fire
District #12 (West Valley).
> Keeping in mind that EMS incident do occur in the smaller cities and fire
districts but not as frequently because of having a the smaller
population .
7
Yakima County's Current EMS Delivery System
> Because the private ambulance providers are for
profit companies, they position their services
where they can make the most profit .
❑ This equates to the citizens in the urban area of the
County being more likely to receive services from the
private ambulance companies while putting the
residents outside of the Yakima City limits in a
comprising position of not receiving the same level of
EMS service response time .
Yakima County's Current EMS Delivery System
➢ Private ambulance companies primarily get reimbursed if the patient is
transported to the hospital .
➢ The percentage of reimbursement that the ambulance services receive is
very low in Yakima County due to our high population that rely on
Medicaid and Medicare as their primary medical insurance and because of
the high homeless population that have no medical insurance coverage.
➢ Both private ambulance companies position their ambulance in areas of
Yakima County that they believe will generate revenue based on the call
volume.
➢ Currently the private ambulance service companies are stationing their
ambulances blocks apart from one another because they are competing
for the emergency medical calls that will generate revenue and profit.
9
Problems and Issues with the current EMS
Delivery System
❖At present, the EMS delivery system is not meeting the demands of the residents
throughout Yakima County.
❖The current emergency medical delivery system is based on every incident having
advance life support transport ambulances.
❖The emergency medical delivery system is not based on criteria based delivery
that sends the appropriate level of EMS provider to care for the patient.
❖Currently the Yakima County EMS delivery systems does not have established
response times for the ambulance to arrive and implement patient care.
❖All of these issues exist because the Yakima County EMS department has no
governance/enforcement powers over the private ambulance companies.
Problems and Issues with the current EMS
Delivery System
❖There is no set requirement for the number of ambulances to be
staffed throughout the county for 911 calls.
❖ State trauma Verification is a higher form of licensure that requires
twenty-four hour, seven days a week compliance with the standards
outlined in RCW chapter 70.168. The ambulance companies are only
required to have one ambulance to meet this RCW.
Problems and Issues with the current EMS
Delivery System
Residents are subject to extended ambulance response
periods .
❖ Ambulances are not available for 911 calls due to
demands of their interfacility transports or staffing
levels .
❖ Patients are often having times of delayed transports
and doing alternate means of transportation .
Problems and Issues with the current EMS
Delivery System
• Limited to no oversight of the private ambulance providers .
• Number and type of ambulances to be staffed .
• Type of equipment to be carried on ambulances .
• Interface with public safety answering point/center — 911
(SunComm, District 5, Sheriffs Dispatch ) .
• Interface and effective use of Fire and Police resources.
Problems and Issues with the current EMS
Delivery System
❖The companies are focused on profit.
❖ Local police and fire agencies are being impacted by the lack of 911 ambulance
service.
❖ Cost to residents for ambulance services .
❖ No set fee for service — cost varies by provider.
❖ 2018 Base fees in Yakima are $1374.00 and $1895.00.
❖ 2018 Mileage fees are $28.55 and $37.50
❖ 2018 Spokane has a base fee of $738.00 with a mileage fee of $22.32 as an example.
14
Unacceptable Situations
o ALS ambulance available due to non-emergency patient transfer*
No ALS ambulance available because ,BLS ambulance at BLS emergency..
o ALS ambulance available because ALS ambulance transporting a BLS
patient..
No AL.S available •
..
11. ALS ambulance not available due to routine service or mec anicat
realm ,;.
15
Design and Build a Better EMS Delivery System
Change required to improve EMS delivery system
111
Criteria-based system with articulated minimum standard of care that factors
standards, mandates, best practices.,
II Separate assignment criteria for BLS and ALS,,
■ Stakeholder oversight of single private ambulance provider;
• Single ambulance provider for jurisdictions that do not a fire-used
ambulance service,
• Establish standard fee structure for all services,
Aka
Design and Build a Better EMS Delivery System
❖ Changes that would improve the EMS deliver system in Yakima County?
❖ How do we get there?
• A single scope of work that outlines ambulance services.
• A no cost County wide request for proposal ( RFP)/request for
qualifications ( RFQ) for ambulance services.
➢ What is meant by a no cost RFP/RFQ: The County, the Cities or the Fire
Districts would not incur cost for the private ambulance services. The
private ambulance services would generate revenues through directly
billing the residents/patients insurance. If the resident/patient does not
have insurance then they will be bill a fixed rate that is established in the
RFP/RFQ.
=7
Washington Counties and Cities that have
currently a ambulance RFP/ RFQ
❖ King County
❖ Pierce County
❖ South King County
❖ Grant County
❖ City of Spokane
❖ Spokane County
❖ City of Vancouver
❖ Eastside Fire Authority
❖ City of Longview
Yakima County EMS Delivery System —
Recommended Changes
• The Fire Chiefs for the following Cities and Fire Districts are in favor of this EMS delivery concept.
➢ City of Selah
➢ City of Toppenish
➢ City of Union Gap (Director of Emergency Services)
➢ City of Yakima
➢ Fire District 2 (outside Selah city limits)
➢ Fire District 4 ( East Valley
➢ Fire District 5 (Lower Valley)
➢ Fire District 6 ( Gleed)
➢ Fire District 12 (West Valley)
• Recommendation: For the County Commissioners, City Councils and City Managers, and the Fire District Commissioners.
• Please implement the RFP, which would ensure a single ambulance service provider and would allow the Yakima County EMS Office to have
better oversight on EMS delivery system.
26
Yakima City Council Strategic Priorities
Monthly Council update
July 23, 2019
1. Fiscal Sustainability
Immediately following the January 12'h Saturday planning meeting, staff prepared
a 3-year Budget Plan to achieve the policy fund balance target by 2023. The 3-
Year Plan was communicated to council in a memo in the February 5'h regular
council meeting agenda, outlining how budgeting a savings of$675,000 per year
in 2020, 2021, and 2022 would achieve that target (attached for reference). By
monitoring revenues and managing expenditures to budget and course-
correcting to stay on track the current year (2019) is being managed to absorb
events such as the February snow event, the weak 1' Quarter Sales Tax
receipts, the delayed energy-saving LED installation project, and
overtime/vacancies in various departments. This activity is not unique to this
year; budget adoption is the single most critical success factor in setting the long-
term course of fiscal sustainability for the city and the second most critical factor
is managing to that budget through unexpected difficulties.
2. Main/Arterial Street Development
• Transportation Benefit District established in 2018 ($20 Car Tab Fee)
• N. 1st St Revitalization Project Phase 1 —construction started in March
2019 and will be completed by November 2019.
• River Road Improvement 34'h Ave to 40'h Ave — construction started in
April 2019 and will be completed by September 2019 to coincide with the
completion of the new YMCA Aquatic/Fitness Center.
• City-wide LED Lighting Upgrade Project- 2017
• Lighting upgraded to LED along main arterials (City owned metal poles)
approximately 2,400 lights.
3. Community Policing
Forthe remainder of June, 2019 there are safety patrol presentations
scheduled at Summitview Elementary School and Whitney Elementary
School. These events are when officers and community service employees
interact with school children who participate as school crossing guards during
the year. The students are recognized for their achievements in service to
their school.
Community Services are working with Yakima Footprinters to create public
service announcements which will be aired on local radio stations. These
radio announcements are designed to allow our department to market
ourselves in the community.
27
On Saturday, June 15, 2019, department members to include Lieutenant
Pollard will participate in C.A.S.T for Kids at Sarg Hubbard Pond. The event
is designed to provide children with disabilities to enjoy fishing with
community members. This is an excellent opportunity for our department
members to interact with the community. The officers who attend volunteer
for this opportunity.
Saturday, June 22 and Sunday, June 23, 2019, Yakima Police Officers and
Community Services personnel will attend the 17th Annual Hot Shots 3-on-3
Tournament. This will be a combination of enforcement and positive
community interactions. The department will have an opportunity to interact
with local community members as well as those who have chosen to visit
Yakima to be a part of the tournament. In addition, there will be a recruiting
booth at the event with the hopes of attracting applicants to the department.
On June 20, 2019, we will host a Block Watch meeting at Cornerstone
Apartments at 1210 S. 72nd Avenue. This exhibits our ongoing support of
community members taking an active role in making their own communities
safer.
On June 21, 2019, Community Services and Yakima Police Officers will
support the City of Moxee with their National Night Out event. The
coordinator of the event, Jan Hutchinson, asked for our department to assist
with this event. Jan Hutchinson has been a huge supporter of the Yakima
Police Department until she moved from the city. This is an opportunity to
interact with members outside of our city, share our knowledge and support a
local agency. All police agencies in the valley must work together to make the
entire county a safer place.
The Yakima Police Department will host a blood drive on July I. This blood
drive benefits our community by department and community members
donating blood which will be used for lifesaving measures when emergencies
arise.
Yakima Police Officers and Community Service personnel will attend the
Terrace Heights Baptist Church Hero Nights event on July 10, 2019. This
event allows community members to meet local community heroes. The
event advertises free family summer block parties. Again, this event falls just
outside the city limits of Yakima, but it supports the Yakima County Sheriffs
Office and allows for our officers to interact positively with those who live just
outside the city limits as well as city residents who attend the event.
On July 12, 2019, Yakima Police will continue with their reading events held
at the West Valley Library. This allows officers the opportunity to read
children's books to kids at the library. After the reading of the books, the
officers interact with the children as they work on arts and crafts projects.
On July 27, 2019, Community Services and Yakima Police Officers plan to
participate in the Health and Safety Fair sponsored by Congressman
28
Newhouse. This event allows department members to interact with
community members.
On August 6, 2019, staff will participate in the National Night Out against
Crime events. The officers will visit several block parties and community
events during this night. The officers are able to travel throughout the city and
attend multiple events during their shifts. Community members are able to
share their concerns and positive comments with officers during the social
encounters. In working with our community policing model, this will allow
"Beat Officers" to interact with the residents of their beats in a positive
manner.
In addition to the listed events, the department will continue to schedule and
host Roll Call Barbeques, Coffee with a Cop and Meet Your District Officer
events at least once a month. These events are often scheduled when
requests are submitted to the department.
As previously stated, the scheduling of events is fluid and periodically
changes based on unforeseen circumstances. The department hopes to
expand their use of social media in the coming months which will help
keep community members informed of upcoming events as well as
document events that already occurred. In addition, we hope to increase
the use of social media to disseminate information on emergency
situations and other ongoing situations within the City of Yakima.
4. Safe Route to Schools
• 2040 Transportation System Plan (2017)
• City of Yakima 2040 Comprehensive Plan (2017)
• City of Yakima Bicycle Master Plan (2018)
• Transit Development Plan (2018)
• Highway and Street System (2018)
• Pedestrian System (2018)
• Bike System (2018)
• Title 12, 15 and Subdivision Development Standards
• The requirement of developers providing sidewalks as part of all new and
improved development is ongoing.
• City's LED Street Lighting Upgrade Project(2017)
• Project to resume in June and is scheduled to be completed by Fall 2019
• Transportation Benefit District Projects (2018) - Sidewalk Improvements:
• Naches Ave. Sidewalk Project (Walnut to Pacific) —started in 2018 and
will continue through 2019 to remove problematic trees that are disrupting
sidewalks, replant acceptable trees, repair sidewalks, and add ADA
ramps.
• 4'h Street Sidewalk Project (Walnut to Pacific) —will start in 2019 to
remove problematic trees that are disrupting sidewalks, replant
acceptable trees, repair sidewalks, and add ADA ramps.
29
• Mead Ave Sidewalk Project (27'h Ave to 28'h Ave) —will start in 2019 to
remove problematic trees that are disrupting sidewalks, replant
acceptable trees, repair sidewalks, and add ADA ramps.
• YMC Chapter 8.96 - Complete Streets Policy 2019 Projects:
• Installation of sidewalk on the south side of Swan Avenue from
McGuiness Park to Campbell Lane (tie into sidewalk installed as part of
Garfield Safe Routes To Schools (SRTS) project.
• Installation of sidewalk on Race Street between 8'h Street and Naches
Avenue (tie into sidewalk installed as part of Adams/Washington SRTS
project).
• Installation of sidewalk on the south side of Prasch Avenue from 20'h
Avenue to 16'h Avenue (tie into sidewalk installed as part of the McClure
Elementary SRTS project).
• Installation of sidewalk on the south side of Viola from 10'h Avenue to 4'h
Avenue (adjacent to Hoover Elementary).
• Installation of sidewalk on the west side of Powerhouse Road from
Robertson Elementary to Englewood Avenue.
• Yakima Transit Sidewalk Policy Issue (2017 and 2018)
• 2017/2018 - Sidewalk installed along the east side of 40'h Ave. north of
Chestnut. This project complimented the crosswalk at the intersection of
40'h Ave and Chestnut installed in 2017.
• Sidewalk Condition Assessment(2017)
• The condition data is continuously utilized by staff to identify and prioritize
future sidewalk repair projects. The information is also used for grant
applications.
• Traffic-Calming Policy(2018)
• A new Traffic-Calming Policy was approved by City Council in 2018.
Currently 20 traffic-calming requests are the process of being evaluated.
• Safe Routes To Schools (Grant Program)
Recently completed Safe Routes to Schools Projects:
• Adams/Washington School Sidewalks —2018. Installed sidewalk,
ADA-compliant sidewalk ramps and crosswalks at various locations
around the schools; relocated the school flashers to cover a larger area.
The total project cost $380,000; Safe Routes to Schools grant was
$357,000.
• West Valley Middle School Vicinity Improvements —2016. Installed
sidewalk on the south side of Zier Road from 72'Avenue to 75'h Avenue,
and installed a traffic signal at the intersection of 72' Avenue and Mead
30
Avenue. The total project cost $604,393.20; Safe Routes to Schools
grant was $544,000.
Other completed projects that improved sidewalk/ramps in the vicinity of
Elementary Schools:
• Lincoln Avenue Corridor Safety—2016. Installed 5-foot wide sidewalk
and ADA-compliant sidewalk ramps on the north side of Lincoln Avenue
between 24'h Avenue and 32' Avenue. The total project cost
$482,076.10. The Highway Safety Improvement Project (HSIP) grant was
for$440,000.
• Citywide Safety Improvements — 2014. This project installed 50 ADA-
compliant sidewalk ramps on 16'h Avenue between Nob Hill Boulevard
and Lincoln Avenue. The total project cost $451,461.50; HSIP grant was
for$400,000.
Current Safe Routes to Schools Projects:
• Garfield Elementary- $200,000 ($180,000 SRTS Grant; $20,000 Gas Tax)
o Installation of sidewalk and ramps along east side of Campbell Lane from
Jerome to Willow
o Installation of curb, gutter, sidewalk and ramps and stormwater treatment
system on the west side of 6'h Ave from Jerome to Willow
o Improving roadway crossings and installing flashers
o Making Jerome Ave (East) and Fairbanks (West) become "one-way"
streets
Progress:
o All of the right-of-way required for this project was acquired in 2018
o Pacific Power has been notified about their need to relocate their poles on
Campbell Lane and we have been assured that this will be completed
prior to summer
o Nelson Construction was awarded the bid; City Council approved at the
January 15'h City Council meeting
Public meeting was held at Garfield Elementary on May 29'h
The construction start date is June 17, 2019; completed in August 2019.
• McClure Elementary- $300,000 ($270,000 SRTS Grant; $30,000 Gas Tax)
o Replacing and constructing sidewalk and ramps.
o Constructing sidewalk and ramps on Lila Avenue between Karr Avenue
and 24th Avenue.
o Improving roadway crossings and installing a rectangular rapid flashing
beacon at the crossing of 24th Avenue and Viola Avenue.
31
All of the right-of-way required for this project will be acquired in 2019. The
completion date is estimated to be August 2020.
The City also applied for two other Safe Routes to School grants this past spring. If
successful, notification should be received by June 2019. They are:
1. McKinley Elementary School —This proposed Safety Improvements project in
the vicinity of McKinley Elementary consists of the installation of a High intensity
Activated Cross Walk (HAWK) pedestrian crossing signal at the intersection of
Tieton Drive and 13'h Avenue; replacement of damaged sections of sidewalk on
MacLaren Street, 12'h Avenue and 13'h Avenue; installation of ADA ramps and
crosswalks at various intersections; and the installation of a bike rack at the
school.
2. Apple Valley Elementary School —This proposed 88'h Avenue Sidewalk
project in the vicinity of Apple Valley Elementary would include: installing curb,
gutter and sidewalk on the east side of 88'h Avenue between Tieton Drive and
Summitview Avenue; installing ADA ramps at various intersections; installing
raised crosswalks across 88'h Avenue north of Chestnut Avenue and north of
Barge Street; and installing a bike rack at the school.
Priority Projects (2020 Safe Route To Schools Application Process):
• Robertson Elementary — Englewood Ave. both to the east and west of
Powerhouse Rd. are heavily utilized by students. This is extremely
dangerous as there is no curb or gutter to separate the roadway from the
shoulder. The same occurs along Powerhouse Rd. south of Englewood Ave.
• Hoover Elementary— No sidewalks at Hoover Elementary. Observations
indicate that students are heading in all four directions; will need to determine
where the students live in order to determine the highest use locations for
sidewalk installation.
• Nob Hill Elementary— The School District is concerned with the lack of
sidewalk along 32'Ave near Nob Hill Elementary and the speed of traffic.
Staff has meet with YSD in September 2018 and again in June 2019 to define
the scope of work of SRTS projects and to continue to prioritize projects.
5. Youth Development
Community Centers:
• February 19, 2019 - Entered into an agreement with OIC for the operation
and maintenance of the Henry Beauchamp Community Center
• March 19, 2019 - Entered into an agreement with YPAL for the operation
and maintenance of the Washington Fruit Community Center
32
• June 4, 2019 - Entered into an agreement with YPAL for$75,000 CDBG
funding for youth programming and services at the Washington Fruit
Community Center
• June 4, 2019 - Entered into an agreement with OIC for $75,000 CDBG
funding for youth programming and services at the Henry Beauchamp
Community Center
Beyond the Bell Program (2018/2019)
• Costume Party • Winter Party • Valentines Party • Treasure Egg Hunt •
End of the Year Party!
• Conference Week 12-6 pm
November 5th -9th
March 25th-29th
• Community Literacy
Yakima Valley Library Books
Junior Volunteers Read Books to Participants
• Washington State University Health and Nutrition
Made and prepared fresh healthy snacks
Incorporated physical activity
• Program Enrichment
Recreation Activities
Teambuilding Games
Social Skills
Arts & Crafts
Homework Assistance
• Junior Volunteer Program
7 Jr Volunteers
Assists with arts & crafts
Homework and reading assistance
Mentoring & Leadership
• BELL BUCK$
Incentive program to earn Bell Buck$ and purchase items at our
store
• 118 Beyond the Bell Participants
• 16 Middle School Youth Volunteers
• 134 Youth Participants
Beyond the Bell Program— Kissel Park Summer Day Camp (2018)
• Kissel Park Summer Day Camp
June 18th —August 17'h
9:00 am to 4:00 pm
33
Youth 5— 11 years
• Program Enrichment
Recreation Activities
Teambuilding Games
Sports
Social Skills
Arts & Crafts
• Weekly trips to Franklin Pool
• Dental Delta
Youth Oral Health
• Community Literacy
Yakima Valley Library Books
Staff and Community Volunteers Read Books to Participants
• Junior Volunteer Program
10 Jr Volunteers
Assists with Arts & Crafts
Mentoring and Leadership
Gang Reduction & Intervention Task(GRIT) Force
• Passed a Charter and Bylaws for the GRIT Force which provides the
permanent structure and strategic governing body. The make-up of the
governing body includes representatives from law enforcement, health
care, government and a former gang-involved individual.
• The Village—the community of stakeholders, interested parties and
collaborators—has met every two months to hear presentations on
relevant topics and network across sectors to work towards filling gaps
and providing opportunities for Yakima's youth.
• A public education campaign was completed which included one hour
radio interviews on Radio KDNA over the course of three months on
relevant topics including gang indicators, ACEs, and youth
programming. Concurrent advertisements and short interviews were
done on Townsquare Media platforms.
• Ten students participated in the Yakima Youth Leadership Program pilot
project—in partnership with ESD 105 and the Yakima School District—at
Franklin and Lewis & Clark Middle Schools. These ten students had the
opportunity to work one-on-one with a coach who provided education on
a variety of topics including communication skills, drug and alcohol
awareness, gang awareness, and conflict resolution. The coach also
conducted attendance challenges which increased attendance and
decreased tardiness in the participants. As part of the pilot program, we
are collecting data from the participants, their families and school staff to
evaluate the effectiveness and impact of the short pilot program. An
independent researcher, with help from a Stanford University intern, is
consulting to evaluate and analyze the data collected.
34
• The City was awarded a Substance Abuse and Mental Health Services
Administration (SAMHSA) grant to work with youth and provide mental
health services, life and job skills training, health services, and recovery
support. This grant is being administered in partnership with ESD 105
and Comprehensive Health Care at the ESD 105 Open Doors facility.
• The City participated in the drafting of, and submitted a letter in support
of, OIC's application for an OJJDP mentorship grant for youth, including
middle school youth, who have been in the juvenile justice system and
are low-risk offenders. The grant award has not yet been announced.
• The City submitted an OJJDP grant for Youth Gang Suppression
Implementation programs. If awarded, this grant would pay a portion of
the costs to continue and expand the Yakima Youth Leadership Program
for three years, and expand it to all four Yakima School District middle
schools. The grant award has not yet been announced. Both OJJDP
grants are anticipated to be awarded in August of 2019.
6. Mill Site Development
• Secure street right-of-way (ROW) within the former Boise Cascade Mill
Redevelopment property in 2019.
7123119 UPDATE: following Uniform Relocation Act requirements as
necessary.
• Finalize approval by Department of Ecology for the Interim Action Work Plan
(IAWP) which specifies MSW removal, remediation and clean-up activities of
landfill material under the road corridor.
7/23/19 UPDATE: Anal draft submitted to DOE on Jul 10, 2019. Our DOE
project staff left the agency and now the city is working with Section
Manager.
• Get clean up estimate for IAWP which includes tipping fees, hauling and handling
of MSW.
• Finalize street design plans design cross sections, engineering cost estimates
and surveys.
7/23/19 UPDATE: Finalize street design plans for Bravo Company
Boulevard and H Street which is responsive to public comments from the
April 2019 public meeting. Adjustments made to the lane layout and
bicycle facilities.
• Consider a "value engineering" process for Bravo Co Boulevard if cost estimate
exceeds budget. Consider phasing of project.
7123119 UPDATE: City street responsibilities will be constructed in three
phases.
• Prepare bid documents.
35
7/23/19 UPDATE: Prepare bid documents for potential 2nd Quarter 2020
project process.
• Work with Finance to be ready to bond Bravo Co Boulevard in early 2020. An
estimated $17 Million in LIFT available.
• Support and coordinate with Yakima County in NEPA review of East-West
Corridor review. Target for Final NEPA document by January 2020.
7/23/19 UPDATE: Public meeting scheduled for September 2019.
• After ROW is secured, apply for crossing permit from BNSF/Central Washington
Railroad (crossing permit may take one year).
• Work with Department of Ecology and legislative delegation to get Capital budget
contribution to the landfill clean up.
7/23/19 UPDATE: This is a critical path item. Work with property owners
to ensure coordination in project development after street construction.
7. Homelessness/Affordable Housing
• Review"Resolution of Intent" process for City of Yakima to take advantage of
funding from newly passed State legislation "1406" which may generate an
estimated annual revenue of$143,000.
• Review criteria for funding from newly passed "1923" which provides local
funding for planning, community engagement and potentially other tasks related
to affordable housing.
7/23/19 UPDATE: Yakima Planning Commissions is looking at some
options.
• Work with community partners including non-profit builders (such as Yakima
Housing Authority, Catholic Charities, Farmworker Housing, Habitat for
Humanity), private organizations (such as the Central Washington Homebuilders,
Landlord Association, Northwest Justice Project) and other community groups to
build strong alliances and a community approach to solving our housing
shortage.
• Explore regulatory options that could encourage residential infill throughout all
neighborhoods in the City of Yakima. The Yakima Planning Commission is
currently developing recommendations.
7/23/19 UPDATE: SEPA threshold increases, additional zones and lower
level review.
• Explore financial incentives that would assist in the development of below market
rate housing to meet the growing needs of low to moderate income families and
residents.
36
• Assist the Housing Authority to obtain more rent vouchers for area families.
• Review options to increase the inventory of land available for multi-family
housing.
7123119 UPDATE: Additional zones, lower levels of review, SEPA in fill
exemption in CBD, GC, and R3 zones adjacent to arterials.
• Explore flexibility in Building Code requirements that would encourage mixed use
developments in existing structures.
• Review Opportunity Zones for funding of affordable housing projects.
• Evaluate CDBG and HOME funds to ensure the City of Yakima is maximizing
funds for preservation of housing and new construction.
• Evaluate the International Property Maintenance Code to determine if code
enforcement can improve housing conditions in the community without displacing
low income families who have no other housing options.
• Explore Community Trusts or Community Land Banking to develop an alternative
mechanism for funding affordable housing or land acquisition.
• Participate in Homeless Network and Homeless Coalition to support agencies
and community efforts to address homeless ness.
• Work with Yakima County in the development of a facility to address homeless
housing and case management at the City owned property on East Nob Hill Blvd
near the Wastewater plant.
• Support Camp Hope in providing a location for low barrier emergency shelter and
work toward a more permanent solution.
8. Airport Expansion
The Yakima Air Terminal-McAllister Field provides vital transportation services within
Yakima County. In 2012, Washington State Department of Transportation Aviation
Division conducted an economic impact study which estimates that the airport
contributes approximately $112 million annually within the region. Given the impacts
within the community, the Economic Development Committee identified the airport as a
priority in order to continue expansion efforts to meet transportation demands.
Since October 2018, the airport has been successful in attracting and expanding both
aviation and non-aviation businesses. In May, Cub Crafters announced the intent to
sublease with the option to purchase a large hangar to expand their aircraft
manufacturing facilities. This facility has opened the door for additional expansion on
the south side of the airport along 21'Ave and Airport Lane. Additionally, this facility will
allow Cub Crafters to hire additional staff for aircraft manufacturing, which will provide
jobs within the valley.
37
In April, McCormick Air Center in conjunction with airport staff, were successful in
attracting the Washington State Department of Natural Resources aviation department
to the Yakima Airport. Currently, DNR leases facilities to house two Bell UH-1 H
helicopters and associated air and ground crews to support the growing demands of
wildfires within the Yakima Valley. Given the critical support McCormick Air Center
provides the air crews, they are exploring the potential of adding a third aircraft to be
housed at the Yakima Airport.
As aviation activities continue to expand at the airport, the demand for aircraft storage
has exceeded current inventory levels. In order to meet these demands, McCormick Air
Center has been working with airport staff on identifying additional facilities which will
occupy approximately 61,467 square feet to accommodate another 12 aircraft. This
area has the potential of expanding by another 36,777 square feet in order to add
another 7 aircraft when future demand warrants. Planned construction of this additional
facility is to begin by August and be available in spring of 2020.
In October 2018, due to FedEx's growing demand for package delivery within the
Yakima Valley, they have worked with airport staff and the Federal Aviation
Administration to expand their vehicle parking to provide 30 additional parking stalls for
delivery trucks. This parking expansion added approximately 29,083 square feet of
property leased from the airport. In addition, the increased demand has warranted a
larger cargo aircraft in order to transport the increased freight from the Yakima Valley.
This not only secures additional jobs but also provides the community the opportunity to
ship larger items from the airport.
Since October, airport staff has met with military personnel in order to secure another
large military exercise at the Yakima Airport similar to the event in 2017. This exercise is
scheduled to operate during September, where military units throughout the world will
convene in Yakima to test their ability to respond to large future disasters including the
projected Cascadia Subduction event. Approximately 150 troops will be stationed at the
airport where many of them will depend on the community's resources (i.e. Hotels,
restaurants, rental cars, airport facilities etc.) to support their mission.
As the airport continues to diversify businesses located on airport property, airport staff
met with two businesses who have signed agreements to construct an espresso shop
and restaurant. The first business is Castle Coffee, where a lease has been signed in
order to construct an espresso shop at the northwest corner of 24'h and Washington
Avenues adjacent to the terminal building. This will provide the community the option to
purchase coffees and pastry's as well as offer a critical service to our passenger who
arrive and depart the airport terminal building. Construction is slated to begin in July
2019 and be open for service beginning early 2020.
The other business is Staci's Catering, which has executed a lease agreement to
operate out of the airport's original terminal building located along 16'h Avenue and
Valley Mall Boulevard. This business will provide Cub Crafters, McAllister Museum, and
pilots with a dining option on-airport. This location is a favorite among the community
38
as it provides the opportunity for diners to witness aircraft landing and taking off. The
facilities are currently being remodeled with an anticipated opening date in July 2019.
These expansion efforts have not only met the aviation industry's demands it also has
provided the community with essential services. Additionally, these activities will provide
a positive impact on the valley's local economy by producing jobs as well as increase
spending within the Valley.
9. City Facilities (pools and community centers)
• Staff conducted a Community Facilities Tour on January 29, 2019.
(Franklin Pool, Lions Pool, WFCC and HBCC).
• Have met several times with the Ad Hoc Committee; getting direction as to what
is required within the Statement For Qualifications (RFQ) in developing a Master
Plan for each facility.
• March 13, 2019 Parks Commission Meeting — presentation on Martin Luther King
Jr. Park Community Swimming Pool Feasibility Study by Councilman-Hunsaker.
Discussed what elements were important in designing the pool.
• Ad Hoc Committee meeting held on March 13, 2019 to discuss with Councilman-
Hunsaker what elements were important in designing the MLK Jr. outdoor pool.
• Developed RFQs for Franklin Pool, Lions Pool, WFCC and HBCC.
• Held Aquatic Master Plan interviews on May 14, 2019; selecting the local firm
KDF Architecture to develop Master Plans for both Franklin Pool and Lions Pool.
• RFQ's for the two community centers were sent out on May 28, 2019.
• Public Meeting held on June 12, 2019 at both the HBCC and City Hall (Parks
Commission meeting) to discuss and obtain input on the design schematics of
the proposed MLK Jr. outdoor pool. Presented by Councilman-Hunsaker.
• Ad Hoc Committee meeting held on June 13, 2019 to discuss and obtain input on
the design schematics of the proposed MLK Jr. outdoor pool. Presented by
Councilman-Hunsaker.
10. Downtown Destination
"Move to adopt as the downtown definition; to identify and update the essential
concepts, land use, transportation and implementation framework elements for the core
commercial area for the Central Business District along Yakima Ave and surrounding
vicinity." Councilmember White
39
The Downtown Master Plan divides the study area into distinctive 'centers' that support
and strengthen existing assets— historic buildings, development patterns, and existing
attractors. Tactics:
1. City Center
• Private investment is focused around a multi-purpose public plaza that
will provide a location for year-round civic gatherings
• Focus of retail opportunities are concentrated along Chestnut, Front and
Second serving as the center of street-oriented retail activity not only for
the study area but all of the City of Yakima
• Existing uses such as the Yakima Mall, government services and theatres
are integrated and strengthened or re-purposed
2. Boulevard
• Yakima Avenue is enhanced to prioritize the pedestrian from Front to
Naches; special consideration and emphasis is given to intersection
crosswalks to ensure that areas north and south of Yakima are
seamlessly integrated
• Additional greenery is added to 'humanize' the street; a median and
curbside landscaping are featured
3. District Center
• Hubs of retail activity are established outside the City Center at key
intersections where pedestrian — and street-oriented development
patterns exist
• Centers are envisioned to include specialty uses, 'incubator' or similar
uses that support but do not compete with the City Center
4. Parkway
• Parkways have a greater emphasis on 'mobility'- movement through the
district rather than an emphasis on creating a destination
• Along these street segments, the median is omitted to accommodate a
continuous left turn lane for essential mid-block access to existing auto-
oriented uses; Curbside landscaping is enhanced
o "Downtown Evaluation" memorandum dated February 28, 2019 submitted for the
Economic Development Committee meeting. Identifying both short and long-
term goals and objectives primarily looking at the streets, sidewalks and
landscaping of the Downtown core area, in order to determine a plan of action to
bring it back to City standards.
Short term:
• Traffic Signals— upgrade aging signals
• Evaluate Irrigation system, valve by valve to detect leaks- many undetected
leaks under sidewalks
• Identify and repair broken sections of sidewalk
• City Arborist to evaluate problem trees/sidewalks
• Evaluate Street conditions (PCI Study) — 2020 Budget
• Evaluate aging sanitary sewer system
40
• Evaluate stormwater system
• Upgrade Public Parking lot on 3' Ave across from YPD- update lighting,
signage, asphalt and fence.
• Evaluate pedestrian lighting
• Audit of signage- update/eliminate signage clutter in downtown area
• Special color coded signs signifying Downtown area (visitors)
• Evaluate for ADA compliance
• Evaluate medians with landscaping- plan/install low water use gardens
• Evaluate efficiency of watering system for hanging baskets
• Code Enforcement — litter, weeds
Long term:
• Traffic Signals— System Program to Sync up
• Redesign/Update Irrigation system
• Complete Grind/ Overlay of Yakima Ave
• Installation of additional pedestrian lighting
• Eliminate stamped concrete- possibly replace with pavers for easier
maintenance
• Replace water lines, services, & fire hydrants- mains are fairly old and/or
undersized
• Upgrade sanitary sewer
• Upgrade/Upsize stormwater system
• Install Mid-block pedestrian crossings with islands
• Eliminate electrical boxes on trees/replace with sidewalk lighting
• Implement low water use gardens throughout Downtown area
• Plant proper type of trees along sidewalks
o Conducted a meeting with the Downtown Association of Yakima (DAY) on March
8'h to get their perspective and input.
• Tree lighting
Removal of any existing lights, repair/diagnose electrical issue with
outlets, reinstall lights. Estimated completion October 2019.
• Rock/landscape projects
Introduce/remove plants, repair/establish irrigation, weed barrier, overlay
w/1.5' chip rock
1. Millennium Plaza parking lot—within 2' St, Chestnut, 3' St borders
2. Planter on So 2' St— approx. mid-block between Chestnut and
Yakima Ave., West side of 2' St.
3. Parking lot planters— SE corner 1st St and SSPW
4. Various small planter areas — SW and NE corners 2' St/SSPW. NE
corner Yakima Ave/Naches. SE corner 3' SUMLK, SE corner 4'h St
/MLK.
5. POSSIBLE - Planters cornering Yakima County courthouse
41
Estimated completion November 2019.
o Infrastructure Evaluation
Utilities (Water/Irrigation/Wastewater/Stormwater) evaluating each
of the aging infrastructures to determine replacement and upsizing
requirements to meet future needs. Also determining cost
estimates.
o In the process of hiring a City Engineer
Distributed at the".
_=`o' Y':;.1: "^,,,, OFFICE OF THE CITY COUNCIL Meeting 7- 3 I Kathy,3 Coffey,Mayor
`-'• i'' 129 North Second Street Dulce Gutierrez, Assistant Mayor
TL ,. 's
Holly Cousens
s' •` s City Hall, Yakima, Washington 98901 y
%�C)`:� ' Phone(509) 575-6050•Fax(509) 576-6335 Ka Funk
I,,'I1•/.•••••.....•••'',,:.=I 2
Brad Hill
°'h;okPUg.1l4V `4_ Carmen Mendez
""�----- MEMORANDUM Jason White
(AS REVISED BY COUNCIL CONSENSUS ON 7-23-19)
To: Yakima City Council
From: Mayor Coffey, Deputy Mayor Gutierrez, Council Member Hill —Ad Hoc
Committee reviewing the City Manager and Assistant City Manager vacancies
Date: July 23, 2019
Subject: Ad Hoc Committee recommendations
Council Colleagues,
The Ad Hoc Committee empaneled by the full Council on July 16 to discuss the city manager
and assistant city manager vacancies met on July 18. This memorandum represents the
recommendations from that meeting that the Committee wishes to share with the full council for
consideration.
First, we recommend that Sara Watkins be named as acting city manager starting on August 21.
Ms. Watkins would serve until the City is able to contract with an individual to serve as interim
city manager. It is estimated that the process to contract with an interim and have that individual
available to start working for the City would take up to two months to complete. Note that Ms.
Watkins will be on vacation starting September 12, so we will need to act with purpose to
identify an interim city manager by that date.
For an interim city manager, we recommend that the City contract with an individual from the
ICMA Manager's In Transition database. We propose that the interim serve through at least the
end of February 2020, with a possible extension. ICMA requires a position description for the
interim role; a draft of that document is attached.
We also discussed the vacant assistant city manager position. We recognized in that discussion
that staff capacity has been impacted by having this position vacant and we recommend moving
forward with the process currently in place to have city manager Moore identify and hire an
assistant city manager prior to his departure. Mr. Moore has completed preliminary Skype
interviews with a number of candidates and has identified four finalists. Human Resources has
already mapped out a preliminary interview schedule that could be implemented quickly. See
attached.
Mr. Moore has been advising assistant city manager candidates regarding the uncertainties we
are facing, including his own impending departure, the fact that we will have at least three new
Council members in January. Given the aforementioned uncertainties, we should all be aware
that accepting this position at this point in time could well be seen as a risk. As a result, the
Committee believes that we should pre-authorize a six month severance, with a three year
expiration clause, as part of an employment agreement for this position.
Another alternative for the assistant city manager vacancy would be to name a current city staff
member as an interim assistant city manager to serve. Because time is of the essence on these
matters, pending Council discussion, the Committee is prepared to move that we suspend normal
practice at Agenda Preview meetings in order to vote on Council direction for these processes. Yakima
''li!,
2015
1994
Distributed at the /`
r-
411111119116.o t Y.-1'''".,, OFFICE OF THE CITY COUNCIL Meeting �13.�t� f�3 Kathy Coffey,Mayor
i'''. 129 North Second Street Dulce Gutierrez, Assistant Mayor
�'. 1 Holly Cousens
• City Hall, Yakima, Washington 98901 Kay Funk
.}`� , h, �:,�s Phone(509) 575-6050•Fax(509) 576-6335
Brad Hill
Carmen Mendez
MEMORANDUM Jason White
To: Yakima City Council
From: Mayor Coffey, Deputy Mayor Gutierrez, Council Member Hill —Ad Hoc
Committee reviewing the City Manager and Assistant City Manager vacancies
Date: July 23, 2019
Subject: Ad Hoc Committee recommendations
Council Colleagues,
The Ad Hoc Committee empaneled by the full Council on July 16 to discuss the city manager
and assistant city manager vacancies met on July 18. This memorandum represents the
recommendations from that meeting that the Committee wishes to share with the full council for
consideration.
First, we recommend that Sara Watkins be named as acting city manager starting on August 21.
Ms. Watkins would serve until the City is able to contract with an individual to serve as interim
city manager. It is estimated that the process to contract with an interim and have that individual
available to start working for the City would take up to two months to complete. Note that Ms.
Watkins will be on vacation starting September 12, so we will need to act with purpose to
identify an interim city manager by that date.
For an interim city manager, we recommend that the City contract with an individual from the
ICMA Manager's In Transition database. We propose that the interim serve through at least the
end of February 2020, with a possible extension. ICMA requires a position description for the
interim role; a draft of that document is attached.
As you know, there are efforts underway to change our community from a Council-Manager to a
strong mayor form of government. It is possible this current Council will be asked to move this
initiative to a vote of the people in early 2020 at a special election. For the February 11, 2020
special election, a Council resolution is due December 13, 2019. For the April 28, 2020 special
election, the Council resolution would be due February 28, 2020. We believe it would be
imprudent to start the process to identify a permanent city manager at this point in time if it is
possible that the strong mayor initiative would be sent to a vote of the people in early 2020.
Depending on the direction of the strong mayor process, council could then determine the most
appropriate course of action. If the strong mayor initiative fails, then our committee recommends
contracting with an executive recruitment firm to assist in the search for a new city manager.
We also discussed the vacant assistant city manager position. We recognized in that discussion
that staff capacity has been impacted by having this position vacant and we recommend moving
forward with the process currently in place to have city manager Moore identify and hire an
assistant city manager prior to his departure. Mr. Moore has completed preliminary Skype
interviews with a number of candidates and has identified four finalists. Human Resources has Yakima
1IIr
2015
1994
already mapped out a preliminary interview schedule that could be implemented quickly. See
attached.
Mr. Moore has been advising assistant city manager candidates regarding the uncertainties we
are facing, including his own impending departure, the fact that we will have at least three new
Council members in January and the possibility that the Strong Mayor initiative could move
forward. Given the aforementioned uncertainties, we should all be aware that accepting this
position at this point in time could well be seen as a risk. As a result, the Committee believes that
we should pre-authorize a six month severance, with a three year expiration clause, as part of an
employment agreement for this position.
Another alternative for the assistant city manager vacancy would be to name a current city staff
member as an interim assistant city manager to serve until issues related to the strong mayor
initiative are resolved one way or another.
Because time is of the essence on these matters, pending Council discussion, the Committee is
prepared to move that we suspend normal practice at Agenda Preview meetings in order to vote
on Council direction for these processes.
i -
ao- ►
i%�`. N. ' , ►►I S
lial
7..,`I. �i .,
ciir
Interim City Manager
..,,--, , ,,, ,,....„....,.,. ,. ..,,,,,,„,,,::„ ,,
The City of Yakima seeks an Interim City Manager who is a
leader; someone who is intelligent, outgoing, fair, organized, v'. , -,.
and progressive; someone with common sense and a can do City of Yakima
attitude; someone who is visionary, yet practical; and
someone willing to provide administrative leadership during a Departments &Staff
period of transition.
The City of Yakima
The ideal candidate will possess a Master's Degree in Public employs 779 permanent
employees in addition to
Administration, Business, Law, Political Science or related field approximately 200
and at least five (5) years of experience in City Management temporary employees.
with a strong background in Finance and Budget, Economic
Development, Public Works and/or Public Safety. The
successful Interim City Manager candidate will have Operating Departments
outstanding interpersonal and communication skills while • City Administration
being open and approachable. She/he will work in the best • Public Works
interest of the City of Yakima in accordance with the City • Finance&Budget
Charter and policies determined by the City Council. The
•
position is responsible for the administration of City Human Resources
government, including but not limited to, the supervision and • Community
direction of Department Directors, and other staff. Development
• Yakima Air Terminal
At the City of Yakima, customer service is not be just a catch • Legal
phrase but rather, along with integrity, a core principle. The • Municipal Court
best candidate will be respectful of council, staff, and the
public; encourage an environment where creativity flourishes; • Police
and ensure results and accountability. Other important • Fire
characteristics are experience managing in lean times and the y s ,.a t{
ability to anticipate and resolve issues before they escalate. " z„ -. -, _ .-:_: '`
i
City Government
Yakima is a Charter Civil Service City governed ,.
'Ma✓� i ya`+ f E �i E.SJ'su
by a seven-member Council operating within .` t
the traditional Council — Manager form of s :� 1 .
government. Council members serve I. ,, -7 •
staggered four-year terms and are elected by ,,` `� , ;
specific districts. The Mayor is selected by the4. ;; ..,, :, i '. , ..
Council from among its members. "��4� 1....... 4-!:,-;
`
As a full service city, the 2019 GeneralF a'."
l i�,{Fti j I„.
4 .�`., f
Government budget is $78.4 million and its x �
total budget is just over $254 million. Based on _,� ' T ., T-0;_ , �� 4 F� ,--„,the 2017 CAFR, approximate) 19/0of ', "� "� ` �'
employees are in General Government, 25% in "
r?
Police, 18% in Fire, 27% Public Works and 11% ` `✓' �,
in other activities.
Geography, Demographics & Climate
"-_ ?�9• •.tt,, 014
� Yakima is located in the south central region of Washington State and
ss � .T,� ? w ,,. covers about 28 square miles. Sunshine is the norm with 270 to 300
a , -.� blue sky da s per year. The area enjoys four separate and distinct
$4A 1* ' ,... w seasons with the summers being hot and dry while the winters are
�� , 41 cool with light snowfall.
a
� , � 1 , ., * � " Yakima is the largest city in Yakima County, serves as the county seat,
. z z .< ,,;;,, ,,.,,,. and, with a population of more than 94,000, is the 11th largest city in
Washington State. Most of the people who founded Yakima were of
► �+ !*NI' tip ' ' European decent, although significant numbers of African-Americans
Tx r � and Asian Americans homesteaded in the area well. Relatively
"` recently, the Yakima Valley has experienced a large influx of Latino
��w4 " '+ •',�� t' immigrants, which now account for approximately 49% of the
�' °/y}� „r f„ i " ` population in Yakima County. Today, the Yakima community enjoys a
tr,‘ �, � rich mixture of people from many cultural and ethnic backgrounds.
° r'
�� h�`,6t ,�h,��,�. 4 i�i 72% of the population has at least a high school degree and 15% has
` � ., , j2i 1 �41 a Bachelor's degree or higher. The median annual household was
estimated to be$47,500in 2017.
, 'a, The cost of living in Yakima is below the national average at 95%. The
a _ average sales price of a home is $270,000 and the average
= 4% . �V , commuting time to work is about 15 minutes. Beyond K through 12,
` ��4 '' *' the area boasts a private technical college, a community college, a
� �_ university, an osteopathic medical school, and a number of
t
`I' '...Y# vocational education programs.
k id
1.
a v.i.iYi ;(,� _ w tt r .,is
V.
x,, ,t,,7' :'rr".ar r -,- ;,'`bS "s y 0' � �r .,4 t, ,y i yy n. rt-;: r r
i"4 11
# P Zee',1 ^$ '4,V a':;- z".. ..+� ',y't c& ' ^ ,'4�...a '� .�r.' .4"
.t.-/-•',174,tv-4:0-t40:kap,..',..„.1•7t x '..'..:.-''''''-,1;t11 ;*.ot 4.:A , kill, .itt,5-, %.,; t,4,/-4..-.-;..,,-----,7,v!ir4','. •,..-f#,,0., ,.,4...i
pl,
Ad S
,,. ..!--- ti. ' - , .4',„ft.4401-„- 47z'''',:••i ..,,K..trS.%:' II, , b..4„_ i '..t..--A*W—. ,eM4.--:')'-r S'' 1 . ',0
4.
rit 1
; ':ze7, ! .e. 4":+ e i v ..'"ems+,,d�#.'; ,r,.
),
f\ /
.t./-k
, ,+'Al- ,Xt-:.:^a!, "s�. s -.;_ ,d„` r _ "` t e'rb`.'3= r .`" `i 'OJT;:i. r
Yakima has been the cultural, business, educational, health services, and governmental focal
point of the Central Washington region since it was founded more than 125 years ago.
Originally built along the then-new Northern Pacific Railway company line, Yakima has grown
from its agricultural roots into a vibrant, diverse, metropolitan city. With a rich history and a
bright future, Yakima is the Heart of Central Washington.
Yakima's economy has traditionally revolved around agriculture and a wide variety of crops are
grown in the Yakima Valley. These include more than 30 varieties of fruit (apples, cherries,
peaches, pears, nectarines, apricots and berries) and vegetables (such as asparagus and
eggplant). Not many people know that the region produces about 75% of all of the hops (a key
ingredient in beer) grown in the United States.
While Yakima still relies on agriculture to drive its economy, over 250 manufacturing firms call
the area home and produce a variety of products including aircraft parts, wood products,
plastic products, recreational vehicles, and communications technology. Healthcare plays a
large role in the Valley as represented by five hospitals and over 400 first-class physicians
covering 36 specialties. Clinics provide a full range of treatment with open heart surgery,
neurosurgery, and cancer care among them.
Tourism is the fastest growing segment of the Yakima economy. More than 70 wineries are
located in the Valley and regularly draw visitors to sample and buy internationally renowned
varietals. Multiple craft breweries and distilleries utilized home-grown products in their unique
offerings. Outdoor recreation, including water and snow skiing, fishing, boating, hiking,
horseback riding, and white water rafting, also makes Yakima a favorite destination for people
from throughout the Northwest and around the world. Finally, Yakima is home to a minor
league baseball team (the Yakima Pippins, a member of the West Coast League) and hosts
numerous regional sports tournaments (baseball, basketball, softball and soccer, for example).
How to apply
City of Yakima Complete application packet must include:
129 N 2"d Street ➢ Cover letter and Resume
Yakima, WA 98901 > Name and complete contact information for 5 references;
to include at least one current or previous supervisor
�' .`,., > Professional licenses or certifications
,r, , Submit application packet by email to Connie.Mendoza@yakimawa.gov
" , 'ltoo(
" 0- Learn more about Yakima
http://www.visityakima.com/
Questions:
Connie Mendoza http://www.ycda.com/why-yakima/
Director of Human
Resources https://downtownyakima.com/
509-249-6868
http://safeyakimavalley.com/
4
Assistant City Manager Interview Schedule
c.°C Thursday
August ?, 2019
cTime Peer Panel Community Panel City Staff Panel City Manager
8:00 — 9:00 Applicant Info Applicant Info Applicant Info
Review Review Review
rtFr x$ 2 Applicant Info 4 .
1
9:00 — 10:00 ..V Review
10:15 - 11:15 2 3n 4 4 1
11:30 - 12:30 4 1 2
„reAM Lunch �F w :
$', ?s � � ,v;w`d k.ss hF}d 4 'y n„R e,. 9 < '�{ SS._ 4 4y?,�,. .:�..g.ra, i i S. 5 ,., x" `' +. mV 4. ;'c'M'Ss
1:45 — 2:45 4 1.
3:00 - 3:30 3:30 —4:00 `
3:00 —4:00 Debrief Debrief 3 . `
4:00 — 5:00 4:00 —4:30
Debrief
5:00 — 6:00 Council Meet & Greet
@ CYU
6:00 — 7:00 Public Meet & Greet
@CYU
Distributed at the.
Meeting 7 i I f 3
RFP for reorganization of Emergency Medical Services
Kay Funk
July 23, 2019
The economic model of the US healthcare system is a mess, and Yakima County is more
severely affected because we have a dispersed population, and a high percentage of patients
with Medicare, Medicaid, or NO payer coverage for services. All of these patient services have
to be subsidized.
I am very concerned about the possible closure of Yakima Astria Hospital, or even closure of all
three Astria hospitals. The financial problems which affect Astria our hospitals, also affect the
delivery of EMS services.
Last year, I spent quite a few hours on committees discussing EMS services. I was removed
from those committees in the spring, so I don't know who is representing the City, and my
understanding of their current progress is limited. I don't think that they have any physician
input.
Specific Concerns
I think that the problems of the current EMS delivery system identified in this document, and
they are severe. But let's remember that bad problems can always be made worse, and forward
progress will require a really excruciatingly detailed RFP, and contract expectations. I am not
seeing the necessary detail here; what is the timeline?
I also see, with concern, the yard signs posted around town promoting equitable wages for
paramedics and EMS workers. To me that indicates that those workers believe that the private
ambulance companies are not providing a wage commensurate with their training and
certification level. If that doesn't get better, it's likely to get worse and result in a "brain drain"
situation.
Please Consider these Recommendations
Please provide a budget estimate for this project.
I appreciate the subject matter expertise of Brad Connaugher and Chief Ried. I would be
concerned about what physician expertise is being consulted. I believe that each emergency
room has contracted emergency EMS supervision function, and that needs to be included in
deliberation.
I was intrigued by the remarks of the Ellensburg Fire Chief who is applying for the Yakima fire
Chief position. He talked about ALS services available from the Ellensburg Fire Department,
and that might be an interesting direction for Yakima to explore.
Alternately, if our current ambulance companies don't submit an RFP, or don't abide by their
contract, it may be necessary for public money to take over.
I think that we need GIS mapping of response times ("drive times") county wide. This needs to
be overlaid with population density, multiple fire departments, and EMS calls.
I also agree that some of the 911 protocols could be modified to make a more efficient use of
responder skills ("Separate assignment criteria for BLS and ALS").
We may put the community in jeopardy by establishing a monopoly for a single ambulance
provider. Monopolistic providers are less responsive to consumer complaints, and can be
unstable and/or poorly supervised.