HomeMy WebLinkAbout10/23/2012 02 2013 Strategic Plan i . f o
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No.
For Meeting of: October 23, 2012 y
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ITEM TITLE: 2013 Strategic Plan
SUBMITTED BY: City Manager Tony O'Rourke
CONTACT Tony O'Rourke, 575 -6040
PERSON /TELEPHONE:
SUMMARY EXPLANATION:
Please see the attached City of Yakima Strategic Plan 2013
Resolution Ordinance Other
(specify)
Contract: Mail to:
Contract Term: Amount: Expiration Date:
Insurance Required? No
Funding Phone:
Source:
APPROVED FOR
SUBMITTAL: �. City Manager
STAFF RECOMMENDATION:
BOARD /COMMISSION RECOMMENDATION:
ATTACHMENTS:
Click to download
No Attachments Available
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Table of Contents
This Strategic Planning document contains the strategies, key initiatives, performance measures, and expected outcomes
the City will focus on over the next few years.
City Manager's Introduction 2
Strategic Planning Process 3 _ - - __
Strategic Priorities - - -
Economic Development
Public Safety 4, "
Public Trust 6 -- OM
Partnership Development , r "�
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Built Environment I 1 i - ''trti
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City of Yakima Strategic Plan 2013 Page 1
City Manager's Introduction
+ , OFFI OF THE CITY MANAGER
. ��ii 129 N orth Second Sireet
\' '�1 CITY HALL, Yakima, Washington 98901
g
..t r Phone (509) 575.6040
Dear Mayor and City Council Members:
I am pleased to present to the City Council the attached preliminary City of Yakima Strategic Plan for the City Council's review and modification.
The Strategic Plan is a collaboration of the City Council, City staff, and the community to create a dynamic set of strategies and key intended
outcomes to move the community and City organization forward over the next several years.
The foundation of the Strategic Plan is built on the following strategic priorities -
*Economic Development
*Public Safety
*Improve the Built Environment
*Public Trust and Accountability
*Partnership Development
These Strategic Priorities are the collaborative result of a Citizen Survey and City Council assessment of the strengths, weaknesses,
opportunities, and threats of the community and organization. The Strategic Plan offers direction and focus on issues that are critically important
to improving Yakima. The Plan sets priorities, establishes strategies, and most importantly includes performance measures to monitor and
measure Plan progress. The Strategic Plan will require the City Council and staff to consider the Plan when developing policies, delivering city
services, preparing the City's budget, developing department business plans, and assessing the performance of the City Manager and staff.
The following critical steps describe how we will move from words to action and ensure alignment of the City's Strategic Plan, departments and
staff work plans, policies, and budget.
*Each City department will create an annual Business Plan with specific action - oriented goals, work activities, and performance
measures to align with and make progress on the Strategic Priorities
*City Council policy initiatives and discussions will focus on the Strategic Priorities.
*Senior management and employee performance evaluations will be linked with the Strategic Priorities.
*Strategic Priorities performance measures will be monitored and reported on to hold ourselves accountable for making measureable
progress in achieving the strategic commitments.
*Communicate quarterly to the City Council and annually to the public through a Strategic Plan Progress Report
*Periodically review the Strategic Plan to ensure that it continues to focus City government resources on the issues most important to
the community.
Upon City Council review, comment, and modification, the Strategic Plan will be brought back to the City Council for formal adoption. Upon
adoption, the Plan will be communicated to the community and city staff. Quarterly progress reports will be provided to the City Council and an
annual progress report will be provided to the public.
I would like to thank the community, City Council, and staff for having the foresight and dedication required to develop a shared purpose and
plan to achieve significant and sustainable success for the City of Yakima.
Sincerely,
4.
Strategic Planning Process
"Strategic vision provides direction to both the formulation and execution of strategy. It makes strategy proactive, rather
than reactive, about the future. Strategy is the crossover mechanism for moving from the work as forecasted to the work
of our vision." - Colonel Bruce B. G. Clarke
Business Model Understanding the needs of the City's
customers is the foundation upon which this
G1 P�'�` a — A at l^s rs Strategic Plan has been developed. The City
Strategic Plan -- Yea rn i ng" J undertook a variety of processes to assess
community needs, interests, and expectations.
The City surveyed the local community,
gathered baseline data from which to develop
1, meaningful performance standards, conducted
°Inform" Budget workshops with the City Council to assess
. •Fun Ic "�
strengths, weaknesses, opportunities, and
threats, and conducted a comprehensive
Core Values = Culture strategic planning development review with the
City Council.
COMMUNITY INPUT — "Listening" to the Customer
The City mailed a customized National Citizen Survey to 3,000 Yakima residents in June 2012. The survey provided
information to allow the City Council to establish priorities in direct response to the needs of the citizenry. Survey results are
highlighted throughout this document.
DATA ANALYSIS — "Learning" What the Facts Are
Information from various sources was utilized to provide background for the development of the Strategic Priorities and
will be utilized to plan and execute initiatives to drive the Strategic Priorities.
DEVELOPING STRATEGIC PRIORITIES
On August 28, 2012, the City Council met and evaluated the information gathered and recognized and validated "The
Case for Change" had been made to move away from "government as usual" and toward a local govemment that is customer
focused, data driven, and results oriented. Toward this end, the City Council established the five Strategic Priorities identified in
this Strategic Plan, which are designed to address the serious economic conditions, meet community expectations, build on the
community's strengths and interest in the City, restore the community's trust, and move the City from recession to recovery.
City of Yakima Strategic Plan 2013 Page 3
Economic Development
Through collaboration and partnerships with other public, private, and non - profit entities, the City will aggressively support economic
development efforts that will create quality, living wage jobs to ensure a diverse economic base, a resilient and growing City tax base,
and long -term economic vitality for the City of Yakima. To move the City economy from recession to recovery, the City will commit to
the following initiatives to foster a dynamic and diverse economy for Yakima.
STRATEGIES
1. Build upon our existing signature businesses and industries by attracting complimentary business clusters in healthcare, business
and professional services, industrial machinery, food processing and distribution to expand and strengthen the local economy.
2. Continue the physical revitalization of the City to promote a strong first impression and community attractiveness to businesses.
3. Build on the community's history, heritage, natural resources, and livability to promote Yakima as a tourist and business
destination.
4. Collaborate with downtown businesses to foster the growth and enhancement of the downtown as a destination through
development of a Downtown Master Plan, enhanced public safety, customer - fnendly parking, marketing, additional special events,
an attractive physical environment, pedestrian- oriented design standards, and review of regulations to encourage investment while
ensuring health and safety.
5. Execute a plan for the environmental restoration of the Mill Site along with consolidated ownership and infrastructure
improvements to position the Mill district site as a prime economic development site for private sector development.
6. Develop a partnership with the Yakima Airport Board and Yakima County to optimize business development, capital
improvements, and additional commercial air service at the Yakima Airport.
7. Community arts, culture, and recreational opportunities are valued by both residents and prospective employers as a measure of
the community's quality of life. Accordingly, these sectors of the community must be enhanced.
8. Increase City involvement and partnerships with the Chamber, Hispanic Chambers, Visitors & Convention Bureau, Rural
Community Development Resources, Central Washington State Fair Board, Capitol Theatre, and New Vision to stimulate economic
development.
9. Solidify Yakima's reputation as the Gateway to Washington Wine Country with the development of boutique hotels, tours, and
wine tasting rooms.
10. Ensure a balanced regulatory environment that facilitates business retention and growth.
PERFORMANCE MEASURES Current 2013
Increase the citizen survey rating of those who rate the City's employment 15% 18%
opportunities as excellent/good
Lower unemployment rate 10% 9%
Increase number of business licenses 6,176 6,300
Increase annual sales tax growth 5% 1.5%
Increase annual lodging tax growth 3.2% 1.5%
Increase the citizen survey rating of those who feel safe in the downtown after dark 23% 30%
City of Yakima Strategic Plan 2013 Page 4
Public Safety
The City is committed to providing a safe and secure environment for its residents, businesses, and visitors. However, random acts of
gang violence, property crime, and auto theft have created growing concerns about public safety in Yakima. To ensure healthy and
vital neighborhoods free of crime, the City needs to increase its community based partnerships in crime prevention, fire and life safety,
code inspection, preparedness, and community policing. To that end, we are committed to the following initiatives.
STRATEGIES
1. Promote and increase community based partnerships in crime prevention through:
• Neighborhood Block Watch
• Crime Stoppers
• Neighborhood Associations
'Schools
• Businesses
•Citizens for Safe Communities
• Service Clubs
2. Ensure appropriate service levels for public safety services as the community population grows.
3. Explore the most cost - effective jail expansion opportunities.
4. Proactively address gang violence through Gang Free Initiative strategies.
5. Reestablish fire code inspection program of all 4,000 commercial structures in the City.
6. Develop a Citizens Police Academy
7. Enhance downtown safety by operating visible and routine police bike and foot patrols.
8. Establish an effective graffiti abatement program focused on notification, clean -up, investigation, and enforcement.
9. Improve neighborhood safety by installing more street lights along arterial streets and poorly lighted areas.
PERFORMANCE MEASURES Current 2013
Citizen rating of safety in their neighborhood after dark (very safe/somewhat safe) 50% 55%
Citizen rating of safety in downtown after dark (very safe /somewhat safe) 23% 28%
Crime prevention citizen rating (excellent/good) 23% 28%
Violent crime rating (very safe /somewhat safe) 26% 30%
Property crime rating (very safe /somewhat safe) 17% 20%
Fire response travel time under five minutes 90% 90%
Fire department rating (excellent/good) 84% 86%
Police department citizen rating (excellent/good) 54% 57%
Number of commercial structures inspected 0% 3,000+
Percent of robberies per 1,000 residents (UCR 1) / crimes cleared 1.81 / 33% 1.79 / 35%
Citizen rating of police contact (excellent/good) 50% 55%
Percent of burglaries per 1,000 residents (UCR) / crimes cleared 17.7 / 7% 17.5 / 9%
Contain all fires to the area of origin 86% of the time after fire dept. arrival No data 86%
Public Trust & Accountabilit
y
kx, Based on the 2012 Yakima Citizen Survey, the residents and businesses of
'F,� Yakima want a City govemment that delivers higher value and quality in City
` ' � !4 • ` `� { ' , services. They have also made it clear they want to be more informed and
. \engaged in solving this community's problems and setting its future course.
ti „ i .� •
4 %1/4, Listening to and responding to the concerns of citizens fosters mutual trust and
. They also want accountability and accessibility from our City leaders
• ' as they make decisions that will affect the lives of current and future generations in
• � � � Yakima.
(*)
'ti;. A � To achieve greater public trust and accountability, the City is committed to
increased citizen information, involvement, and delivering exceptional and
meaningful results. To achieve this we pledge to doing the following.
STRATEGIES
1. Create and implement a comprehensive Public Communication Strategy and function to inform
Residents of and encourage participation in civic affairs for the entire community.
the City of 'Monthly electronic newsletter
Yakima gave •Annual State of the City report
the highest 'Budget-in -Brief report
evaluations •Enhanced web site
to City 'Social media outreach
government 2. Enhance public engagement in the City by:
when asked •Supporting more community events
to rate •Celebrating the community's rich history and heritage
•Conducting community surveys /focus groups
services
'Leveraging media partnerships
provided by
3. Increase citizen involvement through the creation of volunteer opportunities, such as:
Local, State,
•Code Enforcement Rangers
and Federal
•Neighborhood clean -up days
Government
•Block Watch
'Crime Stoppers
•Partners in Parks
City of Yakima Strategic Plan 2013 Page 6
Public Trust & Accountability (con
STRATEGIES (con't)
4. Create a 24 -hour online and voicemail service to receive citizen concerns, ideas, and suggestions. The City will respond to all
inquiries within 48- hours.
5. Ensure the public the City is a wise steward of the public's resources by "living within our means" and restructuring the
organization's business model for long -term fiscal sustainability and improved customer satisfaction.
6. Invest in the City's appearance and infrastructure.
7. Maintain a minimum 15% general fund operating reserve for valid financial emergencies and one -time capital expenses.
8. Optimize City services by identifying long -term cost savings and cost containment opportunities, including:
•Managed competition
•Consolidation
•Joint partnerships
•Operational efficiencies
•Level of service adjustments
9. Adopt written financial management policies concerning revenues, debt, capital improvements and fund depreciation to reduce
debt burden for vehicle and technology replacements.
10. Develop balanced five -year financial plan forecasts.
11. Prioritize programs and services based on the City Strategic Plan priorities.
12. Operate within budgeted expenses 100% of the time.
13. Construct capital improvements on time and within budget.
14. Implement a Financial Trend Monitoring System comparing key financial and economic indicators as an "early warning system"
regarding the financial and economic health of the City.
15. Evaluate customer satisfaction with City services on a regular basis and implement appropriate service improvements.
PERFORMANCE MEASURES Current 2013
Improve citizen excellent/good rating on direction City is taking 28% 32%
Improve citizen excellent/good rating on the value of services for taxes paid 27% 31%
Improve citizen excellent/good rating of services provided by the City 45% 50%
Conduct annual citizen survey Yes Yes
Improve citizen rating of City welcoming citizen involvement 30% 35%
Maintain general fund operating reserve balance as percentage of general fund expenses 16% 17%
Percentage of citizens who volunteer to some group or activity 54% 57%
Improve citizen opportunities to participate in community matters 45% 50%
Provide annual State of the City report No Yes
Increase percentage of citizens who visit the City's website 36% 40%
Improve citizens rating of City public information services 48% 52%
Partnership Development
The City of Yakima will build cooperative and reciprocal partnerships with local, regional, state, federal, non - profit, and private entities
to enhance the vitality and quality of life of City residents, businesses and guests to leverage resources with other organizations to
accomplish what the City otherwise couldn't.
• Work with Yakima County, State of Washington, and Federal Il
Government to secure funding and approval for necessary -- `
transportation and infrastructure improvements to enhance access to :: +
the Mill Site. ! t
_ '"i
• Create a legislative and administrative strategy and partnership with ;; } ;.
the Association of Washington Cities, State and Federal legislative ; - -
delegations and administrative agency staff to address City needs and — -°
opportunities. LDS volunteers during a community cleanup
• Partner with private, public, and non - profit organizations in creating more downtown Yakima events and activities that enhance
community and downtown engagement, inclusion, and pride.
• Create a Yakima Cleanup and Revitalization Effort (CARE) community partnership with faith -based organizations, service clubs,
and neighborhood associations to improve Yakima's appearance and vitality.
• Partner with the Downtown Merchants, Capitol Theatre, Visitors & Convention Bureau, Central Washington State Fair Board, and
media in creating more community events and activities that foster more community and downtown engagement, involvement, and
pride.
• Partner with the Hispanic and Latino communities to address the needs and expectations of the growing Hispanic /Latino
population in the community.
• Partner with Yakima County and support funding of the Yakima River Basin Plan.
• Collaborate with the Gang Free Initiative in eradicating gang violence.
• Create neighborhood service teams to provide residents and businesses the opportunity to partner with City operations and
departments including police, fire, public works, community development, parks and recreation, and code enforcement in
addressing neighborhood concerns and opportunities for improvement.
• Enhance volunteer opportunities for community groups.
• Ensure the City Council is represented and /or meets regularly with the governing board of the following Yakima organizations:
•Yakima County •Central WA Hispanic Chamber of Commerce
•Yakima School District •YCDA —New Vision
• Greater Yakima Chamber of Commerce •Pacific Northwest University of Health Sciences
• Capitol Theatre •Heritage University
•Central Washington State Fair Board •Yakima Regional Hospital
•Memorial Hospital •Service Clubs
•Yakima Valley Community College •Hispanic Chamber of Commerce of Yakima County
City of Yakima Strategic Plan 2013 Page 8
Partnershi p Development (COn't)
"Our success has really been based on partnerships from the very beginning" - Bill Gates
PERFORMANCE MEASURES Current 2013
Establish Yakima Cleanup and Revitalization (CARE) program No Yes
Create legislative /administrative strategy for state and federal issues No Yes
Create downtown event partnerships 0 5
Create Neighborhood Service Teams 0 3
Create park improvement partnerships No Yes
Secure federal and /or state funds for Mill Site No Yes
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Dignitaries cut the ribbon during opening ceremonies
for new ball fields at Kiwanis Park
City of Yakima Strategic Plan 2013 Page 9
Improve the Built Environment
The City's overall appearance and infrastructure are critical components of the public's perception of the community's quality and
vitality. The current physical environment does not meet the public's expectation. The restoration of the built environment is a
necessity. There is a compelling need to resolve and unify the visual quality of the community, as well as, ensure the provision and
maintenance of essential infrastructure.
• Jump start investment in City roads with a $5 million bond issue in fiscal year 2013.
• Invest annually to improve City roads subject to a special election to consider a car tab fee to generate dedicated funds for City
road improvements.
• Enhance the appearance of the City through:
• Community -based clean -up programs
• Volunteer code enforcement rangers
• New downtown design and signage standards
•Comprehensive graffiti abatement program
•Business facade and streetscape improvements
• Create a strong first impression of the City through entry statements at key City
entrances off of US Hwy.12 and 1 -82.
Murphy in Cowiche Canyon
• Create Neighborhood Service Teams consisting of all City operational departments.
and neighborhood associations to enhance neighborhood appearance and community pride.
• Enforce signage and code standards to ensure the aesthetics, integrity, and safety of the City. Review and streamline existing
City codes related to appearance and signage.
• Leverage a partnership with the Cowiche Canyon Conservancy, Yakima Greenway, and other community organizations to create
more bike and hiking paths.
• Maintain and support public infrastructure facilities for drinking water, irrigation, sewer service, and sewer capacity.
PERFORMANCE MEASURES Current 2013
Improve citizen rating of the City's overall appearance as excellent/good 29% 32%
Improve resident rating of the City's cleanliness as excellent/good 31% 35%
Improve citizen rating of City's code enforcement as excellent/good 15% 20%
Create new downtown design standards No Yes
Improve citizen rating of City streets as excellent/good 21 % 25%
Expand existing bike and hike paths —Phase 1 right -of -way acquisition 0 10 miles
Increase the lane miles of roads overlaid 0 28 miles
City of Yakima Strategic Plan 2013 Page 10
2013:
Changing Course
From Challenges to Solutions
From Vision to Strategic Priorities
To achieve greater public trust and accountability, the City will commit to.
Create a comprehensive Public Communication Strategy
> Monthly electronic newsletter
> Annual State of the City report
> Budget -in -Brief report
> Enhanced website
> Social media outreach
fr Enhance public engagement in the City by
> Supporting more community events
> Celebrating the community's rich history and heritage
> Conducting community surveys /focus groups
> Leveraging media partnerships
Increase citizen involvement through the creation of volunteer opportunities
> Code Enforcement Rangers
L > Neighborhood clean -up days
> Block Watch
> Crime Stoppers
> Partners in Parks
Public Trust & Accountability - Con't
• Create a 24 -hour online and voicemail service to receive citizen concerns
• Ensure the public the City is a wise steward of the public's resources by
`living within our means'
Invest in the City's appearance and infrastructure
• Maintain a minimum 16% general fund operating reserve
• Optimize City services through
> Managed competition
> Consolidation
> Joint partnerships
> operational efficiencies
Level of service adjustments
Public Trust & Accountability - Con't
Adopt written financial management policies
Develop balanced five -year financial plan forecasts
• Prioritize programs
• Operate within budgeted expenses 100% of the time
• Construct capital improvements on time and within budget
Implement a Financial Trend Monitoring System
Evaluate customer satisfaction with City services on a regular basis
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The City will commit to.
Work with Yakima County, State of Washington, and Federal Government to
secure funding
Create a legislative and administrative strategy
Partner with private, public, and non - profit organizations in creating more
downtown events
Create a Yakima Cleanup and Revitalization Effort (CARE)
Partner with the Hispanic and Latino communities to address their needs
and expectations
Partner with Yakima County and support funding of the Yakima River Basin
Plan
The City will commit to.
• Collaborate with public and private partners to eradicate gang violence
• Create neighborhood service teams
Enhance volunteer opportunities for community groups
Ensure the City Council is represented and /or meets regularly with the
governing board of the following Yakima organizations
*Yakima County *Central WA Hispanic Chamber of Commerce
*Yakima School District *YCDA— New Vision
*Capitol Theatre *Greater Yakima Chamber of Commerce
*Memorial Hospital *Yakima Valley Community College
*Heritage University *Pacific Northwest University of Health Sciences
*Yakima Regional Hospital *Central WA State Fair Board
*Service Clubs *Hispanic Chamber of Commerce of Yakima County
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In order to improve the built environment, the City will commit to.
• Jump start investment in City roads with a $5 million bond issue in 2013
• Invest annually to improve City roads subject to a special election to
consider a car tab fee
Enhance the appearance of the City through
> Community -based cleanup programs
> Volunteer Code Enforcement Rangers
> New downtown design and signage standards
> Comprehensive graffiti abatement program
> Business facade and streetscape improvements
Create a strong first impression of the City through entry statements at key
City entrances off of US Hwy 12 and 1 -82
Improve the Built Environment— Con't
Create Neighborhood Service Teams
Enforce signage and code standards to ensure the aesthetics, integrity, and
safety of the City
Leverage a partnership with the Cowiche Canyon Conservancy, Yakima
Greenway, and other community organizations to create more biking and
hiking paths
Maintain and support public infrastructure facilities for drinking water,
irrigation, sewer service, and sewer capacity
7 Implementing the Strategic Plan:
❖ The City organization will be focused on the strategic
priorities
❖ Budget is aligned to advance Strategic Priorities
❖ Department Business Plans will be created with specific,
action oriented goals and performance measures to make
progress on the Strategic Plan
• City Council will review quarterly Strategic Plan updates
• Annual Strategic Plan progress report to the public
i t Strategic Priorities
1 Economic Development Through partnerships. the City will aggressively support
economic development efforts that will create quality living wage jobs to
H ensure a diverse economic base. a resilient and growing City tax base. and
long -term economic vitality for the City of Yakima
2 Public Safety The City is committed to providing a safe and secure environment.
ensunng healthy and vital neighborhoods free of cnme. increasing
community based partnerships in cnme prevention. fire and life safety
code inspection. preparedness. and community policing
3 Public Trust and Accountability Community residents and businesses want a City
government that is responsible. accountable. and welcoming
4 Partnership Development The City will build partnerships with local. regional. state.
j federal. non - profit. and pnvate entities to enhance the vitality and quality of life
5 Improve the Built Environment The current physical environment does not meet the
public's expectation. therefore. the City will improve its overall appearance and
infrastructure components
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To move the City from recession to recovery, the City will commit to.
• Build upon our existing signature businesses by attracting complimentary
business clusters
Continue revitalization efforts to promote a strong first impression and
community attractiveness
• Build on our history, heritage, and natural resources to promote Yakima as a
tourist and business destination
• Collaborate and enhance the downtown through development of a
Downtown Master Plan, enhanced public safety, free parking, special
events and an attractive physical environment
• Execute a plan for environmental restoration of the Mill Site along with
consolidated ownership and infrastructure improvements
Economic Development- Con't
partnerships Y Ain
optimize • Develop business development the , capital improvements Board and , and Yakima additional Cou ty to
commercial air service at the Yakima Airport
• Increase City involvement and partnerships with the Chamber, Hispanic
Chambers, Visitors & Convention Bureau, Rural Community Development
Resources, Central Washington State Fair Board, Capitol Theatre and New
Vision
Solidify Yakima as the Gateway to Washington Wine Country
Ensure a balanced regulatory environment that facilitates business retention
and growth
_.
Strategic Priority: —
PUBLIC
SAFETY
To ensure healthy and vital neighborhoods, the City will commit to.
Promote and increase community based partnerships in crime prevention
through
> Neighborhood Block Watch
> Crime Stoppers
> Neighborhood Associations
> Schools
Businesses
Citizens for Safe Communities
Service Clubs
Ensure appropriate service levels for public safety services
Explore the most cost - effective jail expansion opportunities
Proactively address gang violence through Gang Free Initiative strategies
Public Safety Con't
Reestablish a fire code inspection program
Develop a Citizens Police Academy
Enhance downtown safety with visible and routine police bike and foot
patrols
Establish an effective graffiti abatement program
Install more street lights
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