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Home My WebLink About09/09/2013 03 2014 Busines Plan Discussion - Mike LevinsonM� 7 y BUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No.,- For Meeting of: 9/9/2013 ITEM TITLE: 10 a.m. 2014 Business Plan Discussion -- Mike Levinson • Proposed business initiatives • Budget priorities SUBMITTED BY: SUMMARY EXPLANATION: Resolution: Ordinance: Other (Specify): Cover Memo Contract: Contract Term: Start Date: End Date: Item Budgeted: Amount: Funding Source /Fiscal Impact: Strategic Priority: Insurance Required? No Mail to: Phone: APPROVED FOR SUBMITTAL: City Manager RECOMMENDATION: ATTACHMENTS: Description ❑ bus plan ❑ 2013 bus plan ❑ 2013 strategic plan Upload Date Type 9/6/2013 Cover Memo 9/6/2013 Cover Memo 9/612013 Cover Memo Yakima City Council Strategic Priorities Adopted October 2012 #1 Public Safety #2 Built Environment #3 Economic Development #4 Public Trust & Accountability #5 Partnership Development 2014 Business Plan - Proposed Initiatives Strategic Priority: Public Safety ➢ Expand police downtown bike patrol to spring and fall seasons ➢ Increase fire department staffing to eliminate "brownouts" and enhance community fire /medical safety ➢ Implementation of robust training program for police and fire departments ➢ Implement indigent defense standards to comply with Supreme Court mandates ➢ Expand license plate reader system to reduce auto thefts ➢ Equip and deploy 74 assigned police vehicles to increase police presence and 24/7 response capability ➢ Hire a Gang Free Initiative Operations Manager to facilitate and grow the community partnerships to prevent, intervene, and suppress gang activity 2014 Business Plan - Proposed Initiatives Strategic Prioritv: Built Environment ➢ Resurface arterial /collector roads • Cash - $2 million per year = 10 -12 lane miles per year • $2 million debt service on $25 million bond for 2 -3 years = 125 lane miles • Combo cash /debt o $1 million = pay as you go = 5 -6 lanes miles per year o $1 million debt service= $13 million= 60 -65 lane miles per year ➢ Implement Phase 1 of North 1St Street improvement plan ➢ Complete Wastewater Collections Master Plan ➢ Implement proposed road right -of -way encroachment and street cut program ➢ Conduct industrial waste rate study ➢ Plan and implement capital repair /improvement plan for Capital Theatre 2014 Business Plan - Proposed Initiatives Strategic Prioritv. Built Environment (continued ➢ Implement planning and design of Phase 1 Stormwater Master Plan Infrastructure Improvements ➢ Update the Capital Facilities Plan, looking at capital needs over the next six yea rs ➢ Complete final design and alignment plans for Cascade Mill Parkway from Fair Avenue to the east -west corridor, as well as secure necessary right -of- way );;;- Identify pedestrian and bicycle connectivity needs and designing comprehensive connectivity plan ➢ Initiate Code Enforcement program focused on the more visible arterial corridors, with particular emphasis on signage and landscaping ➢ Update stormwater and wastewater rate study 2014 Business Plan - Proposed Initiatives Strategic Priority: Built Environment (continued) ➢ Work with property owners and ecology to clean up hazardous waste sites (Arco, Tiger Marts) ➢ Continue salmon recover /riparian resto ratio n/WWTP outfall project ➢ Implement new billboard regulations ➢ Build a biosolids dryer facility at the Regional Wastewater Treatment Plant ➢ Implementation of pilot recycling program ➢ Evaluate and report on structures and materials that are prone to graffiti and explore how alternate materials might be encouraged • Explore equipment options for removal of graffiti • Explore a paint match approach to graffiti abatement 2014 Business Plan - Proposed Initiatives Strategic Priority: Economic Development ➢ Implement Downtown Retail Study Action Plan ➢ Implement Downtown Master Plan - Phase 1 - plaza development and parking plan ➢ Implement Airport Marketing Plan and air service expansion to Seattle ➢ Build $11 million Airport taxiway Alpha and airfield improvements ➢ Conduct an economic analysis to identify specific land use options that will take advantage of the unique location of the Cascade Mill Site ➢ Begin permit process and funding approach with Department of Ecology for Cascade Mill Redevelopment Area landfill remediation ➢ Enhance and expand downtown special events 2014 Business Plan - Proposed Initiatives Strate is Priority: Public Trust & Accountabilit ➢ Implement Quality Customer Service Academy ➢ Conduct third annual Employee Survey ➢ Implement new financial recordkeeping system to achieve operational efficiencies, and better reporting and more transparency /accountability to the public ➢ Conduct third annual citizen survey ➢ Yakima Transit will focus on revising routes to create more efficient services serving commercial developments; while improving passenger information and ridership 2014 Business Plan - Proposed Initiatives Strategic Priority: Partnership Development ➢ Collaborate with Yakima County on passage of a state transportation revenue package that includes funding for 1 -82 improvement and local projects, such as, east -west corridor and Cascade Mill Parkway ➢ Build a public - private sector partnership to market the Airport and acquire additional air service ➢ Engage and educate the public in donating to social service organizations and faith -based programs in lieu of panhandlers ➢ Develop additional community partnerships to address community challenges ➢ Explore new community partnerships for Downtown improvements and activities ➢ Work with the Department of Ecology in the environmental restoration of the Cascade Mill Site IL City of Yakima Elected Officials Micah Cawley, Mayor Maureen Adkison, Assistant Mayor Sara Bristol, Councilmember Rick Ensey, Councilmember Kathy Coffey, Councilmember Dave Ettl, Councilmember Bill Lover, Councilmember City Manager Tony O'Rourke 129 North 2nd Street Yakima, WA 98901 Introduction City Organization Strategic Priorities BUSINESS PLAN: Strategic Priority: Strategic Priority: Strategic Priority: Strategic Priority: Strategic Priority: Summary of Initiatives Page 1 3 4 Economic Development ............... 5 Public Safety ............... 7 Improve the Built Environment ............... 9 Public Trust & Accountability ............... 13 Partnership Development ............... 17 .............. ............................... 19 �4 OFFICE OF THE CITY MANAGER 129 North Second Street CITY HALL, Yakima, Washington 98901 +., a Phone (509) 575 -6040 Honorable Mayor and Members of the Yakima City Council, I am pleased to present to you for your review and adoption the City's first Business Plan. The 2013 Business Plan operationalizes the implementation of the City Council's Strategic Plan that was adopted in November 2012. The Business Plan is the culmination of a comprehensive process undertaken by the City Council and City staff to evaluate community needs and interests and identify the key strategic priorities to move the community and City organization forward. The City Council's adoption of the Strategic Plan and Five -Year Financial Plan place the City in the best position to achieve significant and sustainable community and organizational results. Adoption of the Five -Year Financial Plan represents a prudent and balanced strategy by the City to ensure a long -term fiscal sustainability. Adoption of the Strategic Plan established the City's five key strategic priorities, which include: • Economic Development • Public Safety • Improving the Built Environment • Public Trust & Accountability • Partnership Development The Business Plan focuses on implementing the first year of the City's adopted Strategic Plan by integrating the City's strategic priorities, key intended outcomes, and performance measures into daily operations. Business Plan Structure The Business Plan includes a brief description of the City's organizational structure and the City Council's Five Strategic Priorities. Each strategic priority section then identifies proposed initiatives to address each strategic priority and achieve the Key Intended Outcomes between January 2013 and December 2013. The Business Plan concludes with a summary of all Business Plan initiatives. Progress Reports Quarterly and Annual Progress Reports on the implementation status of the Business Plan will be presented to the City Council and community. Each fall, the City will present a "State of the City" report to the community, which will include the Annual Progress Report of the Strategic and Business Plans. Business Plan Development Process As noted above, the Business Plan is the result of a comprehensive process as illustrated by the diagram below. Business Model ��te� Data Analysis \Ste n „�earn'ngy "Plan" Business Plan "Act" Budget Fund" Core Values = Culture The FY 2013 Budget will fund Business Plan initiatives that require funding and the integration of an improved organizational culture that rewards and recognizes performance will help to ensure the City Council's Strategic Priorities will be accomplished. Summary Despite the worst economic recession since the Great Depression, the City of Yakima is focusing on the future. The strategies reflected in the Strategic Plan, Five -Year Financial Plan, and the Business Plan allow the City to honor its commitment to the community to provide essential, outstanding, and cost - effective service to its residents and businesses. Once again, I offer my thanks and appreciation to the community for the valuable input they provided. I also thank our employees who embraced the Strategic Plan and the Business Plan initiatives, and the City Council for providing the opportunity for the City to demonstrate its commitment to the community. I look forward to a productive 12 months of implementation of the Business Plan and will provide quarterly reports to keep the citizenry and City Council informed of our progress. Sincerely, I &-OWW" City Manager r In July 2012, the City adopted several organizational changes including a reorganization of departments and services. The current organizational structure includes the following services and departments: • City Attorney's Office • Public Safety Services: Police and Fire Departments • Finance Department: Financial Management, Budgeting, Purchasing, Utility Customer Services • Information Technology /9 -1 -1 Communications • Community Development: Planning, Codes, Neighborhood Development Services • Engineering /Utilities: Water, Wastewater, Stormwater, Irrigation • Public Works: Parks & Recreation, Cemetery, Streets, Signs, Refuse, Transit, Fleet • Internal Services: City Manager's Office, Economic Development, Strategic Projects, Communications and Public Affairs, Human Resources, City Clerk I Assistant to the City Mgr I Community Development Finance Director J I I Director CITY MANAGER I Municipal Court I Police Chief Animal Control Purchasing Fire Chief Economic Development Manager Fire Inspectors LCCI Public Works 911/ Director dispatch Utilities & City Attorney Engineering Director Civil Service Commission I Chief Examiner I Airport Communications & Public Affairs Technology Services In July 2012, the City adopted several organizational changes including a reorganization of departments and services. The current organizational structure includes the following services and departments: • City Attorney's Office • Public Safety Services: Police and Fire Departments • Finance Department: Financial Management, Budgeting, Purchasing, Utility Customer Services • Information Technology /9 -1 -1 Communications • Community Development: Planning, Codes, Neighborhood Development Services • Engineering /Utilities: Water, Wastewater, Stormwater, Irrigation • Public Works: Parks & Recreation, Cemetery, Streets, Signs, Refuse, Transit, Fleet • Internal Services: City Manager's Office, Economic Development, Strategic Projects, Communications and Public Affairs, Human Resources, City Clerk I Assistant to the City Mgr I Community Development Finance Director J I I Director CITY MANAGER I Municipal Court I Police Chief Animal Control Purchasing Fire Chief Economic Development Manager Fire Inspectors LCCI Public Works 911/ Director dispatch Utilities & City Attorney Engineering Director Civil Service Commission I Chief Examiner I Airport Communications & Public Affairs Technology Services Radio/ Human Electronics Resources stw&9id pv�a�ew N In July 2012, the City contracted with the National Citizen Survey Center and conducted its first citizen survey. On August 28, 2012, the City Council met and evaluated the information gathered from the survey. Council recognized and validated "The Case for Change" had been made to move away from "government as usual" and toward a local government that is customer focused, data driven, and results oriented. Toward this end, the City Council on October 23, 2012, adopted five Strategic Priorities which are designed to address 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. • ECONOMIC DEVELOPMENT: Through collaboration and partnerships, 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. • PUBLIC SAFETY: The City is committed to providing a safe and secure environment for its residents, businesses, and visitors through increased partnerships in crime prevention, fire and life safety, code inspections, preparedness, and community policing. • PUBLIC TRUST & ACCOUNTABILITY: To enhance civic engagement and maximize information outreach by listening to, understanding, and fostering mutual respect with the community. • PARTNERSHIP DEVELOPMENT: To build cooperative and reciprocal partnerships with local, regional, state and federal agencies, non-profit and private entities in order to enhance the vitality and quality of life City of residents, businesses and guests. • IMPROVE THE BUILT ENVIRONMENT: To improve the City's "First Impression" and ensure investment in community and tourist infrastructure. The overall goal of Economic Development as a strategic priority is to aggressively support economic development efforts that will create quality, living wage jobs in order 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 fostering a dynamic and diverse economy for Yakima. DOWNTOWN REVITALIZATION Lead Department: Economic Development The Economic Development Department will work closely with the business community, the DYBID Advisory Board, the Yakima Police Department, citizens, and City Council to improve the downtown business environment, perceptions of safety in the district, and chart a path for future economic growth, investment and community gathering. The Economic Development Manager and Strategic Projects Manager will lead the Downtown Master Planning and Retail Planning process throughout the year and work to include the participation of the business community, citizens, and City Council in the plan's final recommendations and implementation phases. IMPROVE CITY OF YAKIMA SPECIAL EVENTS AND CREATE NEW EVENTS IN DOWNTOWN Lead Department: Economic Development The Economic Development Department will work with event organizers to improve the overall appearance and quality of special events in the City of Yakima. The Economic Development Department will work with the business community to create new events such as a concert series, movie series, and enhanced holiday activities to draw residents and visitors to downtown. The Economic Development Manager will implement a new set of special event guidelines to streamline the event production process and to make events more flexible to downtown's growth. CASCADE MILL PROJECT Lead Department: Strategic Projects The staff will work with Yakima County, the State of Washington and federal agencies to secure funding and approval for necessary transportation and infrastructure improvements to enhance access to the Mill Site. A critical step in the redevelopment of the Cascade Mill Site is the development and execution of a plan for the environmental restoration of the Mill Site along with consolidated ownership and infrastructure improvements to position the Cascade Mill District as a prime economic development site for private sector development. IMPROVE OVERALL AIRPORT BUSINESS OPPORTUNITIES Lead Department: Economic Development The City Manager and Economic Development Department will work closely with the Yakima City Council to improve business opportunities at the Yakima Air Terminal by pursuing full ownership and control of the airport facility, hiring a consultant to evaluate business opportunities, and work to attract new and improved commercial airline services. COLLABORATE WITH DOWNTOWN BUSINESSES TO FOSTER THE GROWTH AND ENHANCEMENT OF THE DOWNTOWN Lead Department: Community Development The Community Development Department will collaborate with downtown businesses to foster the growth and enhancement of the downtown as a destination through development of a Downtown Master Plan, enhanced public safety, customer - friendly parking, marketing, additional special events, an attractive physical environment, pedestrian- oriented design stan- dards, and review of regulations to encourage investment while ensuring health and safety. PERFORMANCE MEASURES Cascade Mill Site .T� ._ :_ Current 2013 Increase the citizen survey rating of those who rate the City's employment opportunities as excellent/good 15% 18% Lower unemployment rate 10% 9% Increase number of business licenses 6,176 6,300 Increase annual sales tax growth 5% 3.0% Increase annual lodging tax growth 3.2% 3.5% Increase the citizen survey rating of those who feel safe in the downtown after dark 23% 30% Increase number of new downtown businesses — 6 The City is committed to providing a safe and secure environment for its residents, businesses, and visitors. However, random acts of gang violence, property crimes, and auto thefts have created growing concerns about public safety in Yakima. The overall goal of Public Safety as a strategic priority is to ensure healthy and vital neighborhoods free of crime by increased community based partnerships in crime prevention, fire and life safety, code inspections, preparedness, and community policing. DECREASE GANG ACTIVITY Lead Department: Police Department In 2013 we will be expanding our Gang Unit from four officers and one sergeant to eight officers and two sergeants. We will also be adding one additional officer to the Violent Crimes Task Force. REDUCTION OF BURGLARIES, AUTO THEFTS, AND ROBBERIES Lead Department: Police Department The City of Yakima remains committed to reducing the number of robberies, burglaries, and auto thefts within the City by 10 %. Our goal is to reduce robberies from 159 in 2012 to 143 in 2013; auto thefts from 1,268 to 1,141; and burglaries from 1,611 to 1,450. FIRE INSPECTION PROGRAM Lead Department: Fire Department Conducting annual fire safety inspections of all 4,000 commercial public occupancies is an integral component of ensuring the safety of the citizens of Yakima. Reestablishment of this program will not only make Yakima a safer City to live in and visit, but will also help prevent fire _ loss and suppression costs. PRE - FILING DIVERSION PROGRAM Lead Department: Legal The Prosecution Division will implement a pre - filing diversion program in 2013. This effort will be in conjunction with the action identified in the Charging Unit implementation. NORTH 1ST STREET EMPHASIS Lead Department: Police Department A North 1st Street Task Force will be created consisting of YPD, Neighborhood Services, Fire, Streets, Refuse, Community Development, and Economic Development as well as Federal, State, County, and private partners. The Task Force will identify, isolate, and resolve issues pertaining to crime, aesthetics, and public security along the North 1st Street corridor. IMPROVE COMMUNICATIONS CENTER CALL PROCESSING FUNCTIONS Lead Department: Communications Division The Communications Division will focus on employee training and entry processes to reduce emergency call entry processing time by 25% in six months and meet national standards in 18 months (90 seconds from receipt of call to dispatch 90% of the time). The Communications Division will also focus on completing its Comprehensive Five -Year Public Safety Communications Plan by third quarter 2013. And, the Communications Division will identify a new location for the 911 /dispatch center to enhance operations and improve performance. INSTITUTE A CHARGING UNIT Lead Department: Legal The Prosecution Division will institute a charging unit in 2013 to allow the division to exercise prosecutorial discretion before charges are filed. Controlling criminal case filings will directly impact indigent defense costs and may result in lower jail costs. DUI FORFEITURES Lead Department: Legal INCREASE LIGHTING COVERAGE Lead Department: Streets The Legal Department proposes expanding the existing drug forfeiture The Streets Division will be replacing older technology street action the department has been managing for the past several years to lights with high- efficiency, brighter technology to reduce the include proceedings of forfeiture related to DUI violations. potential for crime. REAL PROPERTY FORFEITURES Lead Department: Legal The Legal Department will be expanding the existing drug forfeiture actions it has been conducting for cash and personal property seized in association with drug arrests to include real property that has been used in the furtherance of this same criminal activity. The present program has been well managed and is functioning smoothly and with good success, so it is an appropriate time to initiate the process to include implicated real property when it appears there is a value that will benefit the City in doing so. PERFORMANCE MEASURES ESTABLISH AN EFFECTIVE GRAFFITI ABATEMENT PROGRAM Lead Department: Community Development The Community Development Department will establish an effective graffiti abatement program focused on notification, clean -up, investigation, and enforcement by responding quickly to graffiti complaints increasing the number of graffiti paint - overs, working with YPD to identify the taggers; and working with local agencies, schools, non - profits, etc. to expand graffiti paint -over programs. 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 17.5 Contain all fires to the area of origin 86% of the time after fire dept. arrival No data 86% The overall goal of Improve the Built Environment as a strategic priority is to improve the City's first impression and ensure invest- ment in community and tourist infrastructure. CONTINUE THE PHYSICAL REVITALIZATION OF THE CITY TO PROMOTE A STRONG FIRST IMPRESSION AND COMMUNITY ATTRACTIVENESS TO BUSINESSES Lead Department: Community Development The Community Development Department will be focusing on North 1st Street restoration including: sign code enforcement, landscaping, weed and debris abatement, and graffiti abatement. The Department will also be exploring the idea of a Community Renewal Area for North 1st Street and the abutting neighborhoods. ENHANCE THE APPEARANCE OF THE CITY Lead Department: Community Development The City will develop an on -going Repair & Care Service that utilizes the resources of neighborhood associations; apply graffiti abatement efforts; improve and maintain the safe and sanitary living conditions for qualified low to moderate homeowners through the Senior/ Disabled Emergency Home Repair Program; improve and maintain the appearance of the aging housing stock for qualified low to moderate homeowners through the Exterior Paint Program; develop a downtown master plan, design standards for the downtown, and a signage overlay district. EXPANSION OF THE CITY'S INDUSTRIAL WASTE SYSTEM Lead Department: Wastewater /Stormwater The design work for a new Upflow Anaerobic Sludge Blanket (UASB) reactor at the wastewater treatment plant (WWTP) to effectively treat high strength food processing industries has been completed and is scheduled to be in operation in July 2013. (Continued) The project will increase the WWTP's treatment capacity while deferring the need to build out for future growth. By lowering operational costs for the treatment of high strength loading, new industries may locate to Yakima due to the City's ability to treat high strength process wastewater thereby providing increased economic development within the City. Finally, there may be the potential of lowering operating costs for industrial users discharging to the UASB system. All of these initiatives will help stabilize future rates for all users, residential, commercial, and industrial. IMPROVE OPERATIONS OF DOWNTOWN YAKIMA BUSINESS IMPROVEMENT DISTRICT AND OVERALL BEAUTIFICATION THROUGHOUT THE DOWNTOWN DISTRICT Lead Department: Economic Development The Economic Development Department will work closely with the business community, the DYBID Advisory Board, and the Downtown Ambassador team to improve the overall appearance of the downtown district. We will improve the appearance of the downtown flower basket and planter program, work to update the appearance of downtown's landscaped environment and gateway signage on Yakima Avenue, and implement a $15,000 grant program to encourage the business community to add more flowers and planters outside storefronts. Additionally, we will continue to provide prompt graffiti removal service throughout the downtown district and report evidence and trends to the Yakima Police Department. CODE ENFORCEMENT SUPPORT Lead Department: Legal The Legal Department will handle code enforcement litigation internally, allowing a greater number of cases to be prosecuted at less cost to the City and thus increasing the effectiveness of the Code Enforcement Division. This will reduce the cost of outside legal counsel and allow more cases to be prosecuted by Code Enforcement, thereby increasing the effectiveness of nuisance property abatement. IMPROVE AND MAINTAIN THE SAFETY AND RELIABILITY OF OUR DRINKING WATER AND IRRIGATION SYSTEMS Lead Department: Water The Water Division will improve and maintain the overall condition of the drinking water treatment plant to ensure the plant meets or exceeds water quality parameters and maintains adequate reliability. They will also improve and maintain the overall condition of the river diversions, maintain adequate reliability and meet the needs of the environment. Staff will design and manage all small sized irrigation infrastructure projects. IMPROVE AND MAINTAIN THE RELIABILITY AND OVERALL CONDITION OF THE CITY'S WASTEWA- TER TREATMENT PLANT AND SANITARY SEWER COLLECTION SYSTEM Lead Department: Wastewater /Stormwater Efforts will be directed for more effective cleaning of the sanitary sewer collection system by implementation of a new cleaning schedule utilizing the GIS mapping layer and pipe segments, including the focus on root control. "Condition Assessment' continues to effectively prioritize repair /replacement projects while new efforts concentrate on the capabilities of asset management. To improve the reliability of the sanitary collection system, work will continue to identify and remove sources of inflow /infiltration. IMPROVE AND MAINTAIN THE RELIABILITY AND OVERALL CONDITION OF THE CITY'S STORMWATER SYSTEM Lead Department: Wastewater /Stormwater Efforts will be directed toward more effective cleaning of the stormwater collection system, including the focus on root control. "Condition Assessment" continues to effectively prioritize repair/ replacement projects while new efforts concentrate on the capabilities of asset management. Continuing to focus on capital improvement projects will effectively address localized flooding and hazardous conditions. CREATE A STRONG FIRST IMPRESSION OF THE CITY THROUGH ENTRY STATEMENTS AT KEY CITY ENTRANCES OFF OF US HWY 12 AND 1 -82 Lead Department: Community Development The Department will explore optional strategies for improving the built environment along the Nob Hill Road corridor off of 1 -82 and provide recommendations to City Council. CREATE NEIGHBORHOOD SERVICE TEAMS Lead Department: Community Development The Community Development Department will 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 Lead Department: Community Development The Department will be enforcing signage and code standards to ensure the aesthetics, integrity, and safety of the City. Staff will be reviewing and streamlining existing City codes related to appearance and signage. STREET INVESTMENT Lead Department: Streets Division The Streets Division and Engineering Department will be issuing contracts for $5 million to overlay and construct 28 lanes miles of road in 2013. The projects will be built on time and within budget. Proposed Projects: Tieton Drive 32nd Avenue to 40th Avenue Nob Hill Boulevard 1st Avenue to 10th Avenue Summitview Avenue 48th Avenue to 56th Avenue 40th Avenue Tieton to Summitview 64th Avenue Ahtanum to Washington 1st Street Mead to Nob Hill 6th Street Yakima Avenue to "H" Street Fair Avenue Mead to Nob Hill 16th Avenue Englewood to Madison Walnut Street 1 st Street to 3rd Street Walnut Street 3rd Street to 6th Street Washington Avenue 1 st Street to 14th Street MANAGE THE DESIGN AND CONSTRUCTION OF WATER AND IRRIGATION INFRASTRUCTURE Lead Department: Water The Water Division will manage the design and construction of water and irrigation infrastructure, oversee the operation and maintenance of the water and irrigation infrastructure, pursue outside funding opportunities and pursue inside and outside partnerships to leverage resources. SECURE FEDERAL AND /OR STATE FUNDS FOR MILL SITE Lead Department: Finance The Finance Department will work with the County, State, and Federal agencies to secure funding and approval for necessary transportation and infrastructure improvements to enhance access to the Mill Site. The department will support partnership initiatives of other departments by providing research and analysis of projected fiscal impacts. IMPROVE PARKS & TRAILS Lead Department: Parks & Recreation Yakima has a path and trail infrastructure that could be expanded to provide more opportunities, which the 2012 Yakima Citizen Survey identified as a need in 2012. A regional path and trail Master Plan would be a significant first step in creating Yakima's next big recreation idea: "Trek Yakima." Yakima will partner with the Greenway Foundation and the Cowiche Canyon Conservancy to improve trail opportunities and create a safer trail environment with improved lighting and surveillance cameras. ESTABLISH A COMMUNITY CLEAN -UP TEAM TO HOLD NEIGHBORHOOD CLEAN -UP EVENTS Lead Department: Refuse The Refuse Division will establish community clean -up teams to hold events throughout Yakima. The goal is to hold two clean -up events in each of the four Council districts annually. PILOT RECYCLING PROGRAM Lead Department: Refuse The Refuse Division will be conducting a small scale pilot project to test assumptions and validate cost estimates of a recycling program. If the test program is cost effective, the project will be expanded to a full scale test model. ENSURE ADEQUATE WATER RESOURCES TO MEET FUTURE WATER DEMAND Lead Department: Utilities —Water Division The Water Division will participate in the Yakima River Basin Integrated Water Resource Management workgroup to help ensure adequate water supply. They will also work with the County, Bureau of Reclamation, US and Washington Fish & Wildlife, National Oceanographic and Atmospheric Administration, Yakama Nation and US Corps of Engineers to develop strategies to develop funding mechanisms. INVEST IN THE CITY'S APPEARANCE AND `T INFRASTRUCTURE NI, Lead Lead Department: Community Development The Community Development Department will ensure that codes intended to enhance the visual appearance of the City are interpreted and enforced in a consistent manner and in a manner that protects the broader public good over individual interests. The Department will also ensure that any funds managed by the v >r Community Development Department are used for physical improvements and provide lasting value to neighborhoods. 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 /reconstructed 0 28 miles Reduce sewer inflow /infiltration 10% 8% The overall goal of Public Trust & Accountability as a Strategic Priority is to enhance civic engagement and maximize information outreach by listening to, understanding, and fostering mutual respect with the community. ENHANCE THE PUBLIC'S ACCESS TO CITY GOVERNMENT Lead Department: Information Systems The Information Systems Division will continue to enhance the City's website, Yak Back Services, and improve telephone contact. Information Systems will be transitioning the finance software, converting desktop workstations, and implementing an e- discovery system within the next two years. MANAGED COMPETITION Lead Department: Purchasing October 2, 2012 the City Council approved Resolution R- 2012 -122, which adopted the Managed Competition structured process which identifies the most economical and efficient ways to provide public services. The process enables City services to compete against private sector service providers and allows City employees to exercise their experience, creativity, and resourcefulness in managing their respective operations, similar to a private enterprise. ADOPT WRITTEN FINANCIAL MANAGEMENT POLICIES Lead Department: Finance The City has several financial policies that need to be summarized in one place, and several practices that have been communicated in various ways but not formally adopted by the City Council. The Finance Department is drafting a comprehensive set of written financial management policies concerning revenues, debt, capital improvements, funding depreciation reserves for equipment, vehicles, and technology replacements. DEVELOP BALANCED FIVE -YEAR FINANCIAL PLAN Lead Department: Finance The City Manager and Finance Director prepared a Five -Year Financial Plan for City Council that included a reorganization of the City. The plan provided a conservative five -year forecast and sought to ensure a financially sustainable future for the City while preserving the City's core services. DEVELOP ANNUAL BUDGET IN BRIEF Lead Department: Finance An executive summary of the preliminary budget is prepared each year, which includes both narratives and charts on a citywide basis as well as more detailed information by fund. A new Budget -in -Brief document is intended to present the City budget using primarily charts and graphs with short narratives to better communicate the City's annual budget in a non - technical way. IMPLEMENT A FINANCIAL TREND MONITORING SYSTEM (FTMS) Lead Department: Finance The Finance Department will develop a FTMS that will allow prompt responsiveness to the City's financial trends as they occur in order to ensure the City is headed in the right financial direction. The FTMS will include economic and demographic indicators regarding the City's financial status. The system will use data that is readily available and will provide results that are easily understood. IMPROVE FIRE DEPARTMENT RATING Lead Department: Fire Department The 2012 Yakima Citizen's Survey indicated a satisfaction rating of 84% for the Yakima Fire Department. This rating is the highest rating given any department in the City, but leaves room for improvement. The department will strive to improve this rating every year. MAINTAIN ADEQUATE RESOURCES TO MEET OPERATIONAL AND CAPITAL IMPROVEMENT NEEDS, WATER SUPPLYAND WATER QUALITY Lead Department: Water The Water Division will maintain established reserves, update the emergency plan, and continue implementing water rate analysis every five years. IMPROVE CUSTOMER SATISFACTION BY STANDARDIZING CUSTOMER ACCOUNTS & INTERNAL PROCESSES Lead Department: Utilities Division In 2013, the Utilities Division will be focusing on improved customer satisfaction that will be measured through community and internal surveys. and will continue improvement toward the standardization of customer accounts and internal processes. PUBLIC RECORDS REQUESTS Lead Department: Legal The Legal Department has initiated a program to provide more depth in legal assistants trained to respond to public records requests. This will take significant stress off the single legal assistant currently responsible for most of the work required of the department and will allow increased efficiency in meeting the obligation to provide requested information in a timely manner. CENTRALIZED AND COORDINATED RISK MANAGEMENT Lead Department: Legal The Legal Department will initiate a coordinated and cooperative effort with other departments of the City to identify risk potentials that threaten loss and expense to the City, and will seek methods to mitigate them. A cohesive, cooperative, and comprehensive response to risk potentials will bring value to the City by permitting a strategic approach to risk management that is more focused on the new risk environment. FOSTER CLIMATE OF EQUAL OPPORTUNITY AND FAIRNESS IN ALL ASPECTS OF EMPLOYMENT Lead Department: Human Resources The City will open a medical clinic to assist in cost containment for the self- insured health plan. The Department will also be conducting an employee survey, will continue to improve regarding recruitment, testing and hiring; and will develop a quarterly employee newsletter. INCREASE CITIZEN INVOLVEMENT ADMINISTER RECORDS MANAGEMENT PROGRAM Lead Department: Community Development The Community Development Department will increase citizen involvement through the creation of volunteer opportunities such as, Code Enforcement Rangers, neighborhood clean -up days, Block Watch, Crime Stoppers, and Partners in Parks. OPTIMIZE CITY SERVICES BY IDENTIFYING LONG TERM COST SAVINGS Lead Department: Parks & Recreation The Parks and Recreation Division will compare annual costs for small park maintenance and upkeep with private sector vendors. DELIVER EXCELLENT CUSTOMER SERVICE Lead Department: Clerk's Office In October of 2012, the City Council adopted the first -ever Strategic Plan that included an initiative to improve communication between the City and its citizens. As a result, the City Clerk's Office is now providing a 48 -hour email /phone response system to receive ideas, suggestions, issues, and concerns from residents. The system has a turnaround response time of two days. FOR THE CITY Lead Department: Clerk's Office All public records shall be and remain the property of the State of Washington, which governs retention, maintenance, and ultimately the disposition of records created by our agency. It is imperative to protect, preserve, and allow public inspection and to provide records, unless exempt by law. CONSOLIDATING RECORDS INTO EXISTING LASERFICHE SOFTWARE Lead Department: Clerk's Office The Clerk's Office will be consolidating records into the existing Laserfiche software and phasing out File Maker Pro (FMP). The Laserfiche records indexing software will increase record accessibility and eliminate an $810 annual maintenance fee for use of FMP. RESPONSE TO PUBLIC DISCLOSURE REQUESTS (PDRs) Lead Department: Clerk's Office A primary focus of the Clerk's Office is to process public records requests and to facilitate citizen access to public records in order to assure the public interest is fully protected. Additionally, the Clerk's Office has obtained the City of Lakewood's public records tracking system at no cost. This software was implemented in March of 2012 to centralize and better track our responses to PDRs. This software allows the office to generate limited reports, upload responsive documents, and track email correspondence. OPTIMIZE CITY SERVICES BY IDENTIFYING LONG -TERM COST SAVINGS Lead Department: Streets Division The Streets Division will be comparing the annual cost of long line striping with that of a private sector bidder to ensure the best value to the citizens of Yakima. ENHANCE USAGE OF EXISTING AND EMERGING SOCIAL MEDIA AS CITY COMMUNICATIONS TOOL Lead Department: Communications & Public Affairs The City will expand the use of its Facebook page and Twitter feed by increasing the number of posts on each of those platforms. The City will also establish a YouTube channel that will feature both Y -PAC coverage of City- related meetings as well as marketing videos. REDESIGN COMMUNITY RELATIONS DIVISION Lead Department: Communications & Public Affairs A reorganization of the division's staff began in December 2012 and will be completed by spring 2013. At the core of the redesign is better utilizing the experience and expertise of existing staff in order to elevate the productivity of the division. As a result of the reorganization, existing City communication platforms will be improved and a variety of new initiatives will be launched. The redesign will also allow the City to devote additional resources toward building formal liaison relationships with local, state and federal officials, local non - profit entities, existing and emerging constituency groups, the business community, etc. PERFORMANCE MEASURES LAUNCH "YAKIMA NOW' VIDEO MAGAZINE Lead Department: Communications & Public Affairs By more efficiently and effectively utilizing available resources and existing Community Relations staff, in 2013 the City will launch a video magazine entitled, Yakima Now!, which will be made available across various City communications platforms including the City's YouTube channel, Y -PAC, the official City of Yakima Facebook page, the City's website, etc. CONDUCT ANNUAL CITIZEN SURVEY Lead Department: Communications & Public Affairs Results of the 2012 Yakima Citizen Survey, which was a customized version of the National Citizen Survey and was conducted by National Research Center, Inc., provided the City unvarnished and honest feedback from the more than 800 Yakima residents who filled out the survey. The City Council is committed to conducting annual citizen surveys so that it can continue to listen to the community and learn how best to refine the City's priorities and operations. Benchmarks established by the 2012 survey will be compared to the results of the 2013 survey to evaluate progress in addressing areas targeted for improvement. 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% The overall goal of Partnership Development as a strategic priority is to build cooperative and reciprocal partnerships with local, regional, state, and federal agencies, public and private entities and non - profit organizations to enhance the vitality and quality of life of City residents, businesses, and visitors. ESTABLISH YAKIMA CLEANUP AND REVITALIZATION (CARE) PROGRAM Lead Department: Community Development The Department will create Neighborhood Service Teams to strengthen, or encourage development of, neighborhood associations with defined representatives that will serve as spokespersons and advocates for neighborhoods. This will be accomplished by outreach efforts to geographically or socially defined neighborhoods, and by defining basic programs for associations that will be recognized by the City for notification purposes, and for purposes of receiving comments that are known to represent neighborhood input rather than individual sentiments. INCREASE NUMBER OF PARKS CLEAN -UP EVENTS Lead Department: Parks & Recreation The Parks and Recreation Division has established an ongoing, successful relationship with community groups to execute clean -up days within the City's parks. In 2013, the division will expand the clean -up effort that it coordinates for City park properties. PERFORMANCE MEASURES IMPROVE FACILITIES IN CITY PARKS Lead Department: Parks & Recreation The Parks and Recreation Division has a long and successful history of creating and sustaining partnerships to construct and improve facilities in the City's parks. In 2013 it will replace, restore, and improve parks facilities and playground areas at Franklin Park. INITIATE PROACTIVE LEGISLATIVE OUTREACH AND ADVOCACY Lead Department: Communications & Public Affairs Oversight of the City's state and federal legislative outreach and advocacy activities became the responsibility of the Communications and Public Affairs office as part of the 2012 reorganization. LAUNCH "BE PART OF THE SOLUTION" MARKETING CAMPAIGN Lead Department: Community Relations In an effort to boost citizen participation in volunteerism, reporting crime and graffiti, community clean ups, civic activities, etc., the City will launch a marketing campaign in spring 2013 entitled, Be Part of the Solution. The campaign will utilize traditional and emerging media to encourage community members to become actively involved in improving the safety, security, and appearance of Yakima. 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 0 Economic Development Initiative Department Performance Measurement Downtown Revitalization Economic 4% sales tax growth over 2012 in the Downtown Yakima Business Improvement Development District in 2013. Downtown Revitalization Economic Increase the number of citizens who feel safe in downtown after dark from 23% to Development 30% in 2013 Citizen's Survey. Downtown Revitalization Economic Increase overall quality of economic development from 23% to 26% in 2013 Development Citizen's Survey. Downtown Revitalization Economic Increase overall quality of new development in Yakima from 38% to 41 % in 2013 Development Citizen's Survey. Downtown Revitalization Economic Increase the public perception of the amount of public parking in downtown from Development 37% excellent/good rating to 40% in 2013 Citizen's Survey. Improve the City of Yakima Special Economic Create five new events in the downtown district. Events & Create New Events in Development Downtown Improve the City of Yakima Special Economic Improve two promotional activities in downtown district Events & Create New Events in Development Downtown Improve overall airport business Economic Create private funding partnerships to provide revenue guarantee pool for air opportunities Development service expansion. Improve overall airport business Economic Add at least one additional new flight to the Yakima Air Terminal. opportunities Development Ensure adequate water resources to Water Ensure the seven elements of the Yakima River Basin Integrated Water Resource meet future water demands Management Plan are being implemented. Ensure adequate water resources to Water Create partnerships to leverage resources to finance future improvements in meet future water demands un- served or underserved areas. Collaborate with the downtown Community Land use planning— increase citizen's excellent to good rating from 28% to 32% in businesses to foster the growth and Development 2013. enhancement of the downtown Cascade Mill Project Strategic Projects Maximize annual $1 million financial capacity within the "pay -go" period of the LIFT prior to bond construction projects in 2016. Collaborate with downtown Community Quality of new development – increase citizen's excellent to good response from businesses to foster the growth and Development 38% to 40% in 2013. enhancement of the downtown Expansion of the City's industrial Wastewater Increase the number of new industries looking to locate to Yakima. waste system Improve Operations of Downtown Economic Implement a new four season vertical banner program for the street posts on Yakima Business Improvement Development Yakima Avenue. District and overall beatification throughout the downtown district Public Safety Initiative Department Performance Measurement Improve Communications Communications Focus communications center employee training on call entry processes to reduce Center call processing emergency call entry processing time by 25% in six months and meet national stan- functions dards in 18 months. Improve public safety Communications Complete a comprehensive five -year, public safety communications plan by third communication system quarter 2013. Relocate the 911 /dispatch Communications Identify location and feasibility of relocating 911 Communications Center by end of first center to enhance quarter 2013. Prepare detailed cost proposal and identify funding sources. operations and improve performance Implement Fire Inspection Fire Department Inspect 80% or more of the commercial /public occupancies in the City of Yakima. Program Improve Fire Response Fire Department Achieve fire response travel time of less than five minutes 90% of the time. This Times measure is an indicator of fire station placement in comparison to calls for emergency fire responses. Contain fire to place of ori- Fire Department Contain all fires to the area of origin 86% of the time after the fire department arrives; gin containing fires after arrival. North 1st Street Police Department Reduce the level of calls for service by 100% at each location that has been deter- mined to be using a disproportionate amount of police and city services. Downtown Safety Police Department Increase officer visibility during the summer months, two officers will be assigned to bicycle patrol in the downtown area seven days a week. Downtown Safety Police Department During the remainder of the year and during special events, two officers will be assigned to uniformed foot beat in the downtown area. This assignment will be based on manpower and budgetary constraints. Downtown Safety Police Department We will work with the downtown organizations, businesses and City services to develop alternative ways to increase the public's perception of safety within the downtown area. Decrease gang activity Police Department Increase gang enforcement and intelligence gathering. Decrease gang activity Police Department Increase our ability to share actionable intelligence with other law enforcement partners. Decrease gang activity Police Department Arrest violent offenders in a timely manner. Decrease gang activity Police Department Increase our ability to interact with citizens, schools, and a wide variety of public and private organizations to better address the gang problems. Reduction of burglaries and Police Department A renewed media campaign to remind citizens of proper crime prevention techniques. robberies Reduction of burglaries and Police Department Increase cooperation between the Yakima Police Department and other law robberies enforcement agencies to address this as a regional problem. Public Safetv - cont. Reduction of burglaries and Police Department Increase cooperation between the Yakima Police Department and community robberies organizations to increase awareness and to gather information about the problem. Reduction of burglaries and Police Department Increase block watch programs throughout the City with an emphasis on areas with an robberies increase in burglaries and robberies. Reduction of burglaries and Police Department We will continue and enhance the existing partnership between the Yakima Police robberies Department, Crime Stoppers, and Safe Yakima Valley. Reduction of burglaries and Police Department We will continue to have an officer assigned as our liaison with Crime Stoppers. robberies Reduction of burglaries and Police Department In 2013, we will be hosting two Citizen Police Academies, one of these courses will be robberies taught in Spanish. These Academies will help build public trust while adding dozens of Ambassadors for the Police Department. Maintain infrastructure to Water Install water and fire suppression in un- served or underserved areas of the City. meet fire flow and water quality requirements DUI Forfeitures Legal The anticipated outcome of a successful DUI forfeiture action is to remove the instru- ment (the vehicle) used by intoxicated motorists to put the public at risk. The success of the forfeiture effort in automobile recoveries, as well as evidence of a beneficial effect on the incidence of DUI cases in the City will provide an identifiable indicator of whether the program warrants continuation after the trail phase is completed. Institute a charging unit Legal By implementing a charging unit, the current caseload will be reduced 36% (from 5,224 to 3,838 cases). Pre - filing Diversion Program Legal By diverting cases at the pre - filing stage, instead of after filing, will eliminate the need for indigent defense services for those cases, thereby reducing the overall indigent defense costs. Diverting prosecution of first -time offenders allows the prosecutors to focus their resources on effective responses to repeat offenders and serious offenses. Enhance neighborhood Streets Replace 4,000 street light units with high efficiency, brighter units. safety through improved traffic lighting Real property forfeitures Legal The success and continued viability of the real property forfeiture program will be monitored and reported as cases are conducted and will be reflected in the proceeds recovered. Establish an effective graffiti Community Improve the overall reputation or image of Yakima — increase citizen's excellent or abatement program Development good response from 19% to 22% in 2013. Establish an effective graffiti Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent or abatement program Development good response from 15% to 20% in 2013. Establish an effective graffiti Community Overall appearance of Yakima — increase citizen's excellent or good response from abatement program Development 29% to 32% in 2013. Improve the Built Environment Initiative Department Performance Measurement Improve and maintain the Wastewater Reduce the amount of 1/1 into the sanitary sewer system from 10% to 8 %. reliability and overall condition of the City's wastewater treatment plan and sanitary sewer collection system Expansion of the City's Wastewater Increase the number of industries currently discharging to the City's industrial waste industrial waste system line from 1 to 3 Improve and maintain the Water Recycle Lagoon Project completed by spring 2014 and within $3,500,000 budget. safety and reliability of our drinking water and irrigation systems Increase the number of Parks & Recreation Invest $50,000 in improved wayfinding and signage for currently available biking and trails and parks hiking pathways; create working framework with Cowiche Conservancy and Greenway Foundation groups for "Trek Yakima;" begin hiking and biking Master Plan. Establish Community Refuse Establish clean -up events in each of the Council districts with drop off areas for debris Clean -Up Tams removal. Pilot recycling program Refuse Test assumptions and validate costs of a recycling program. Street investment Streets The Streets Division will issue contract for $5 million worth of pavement and restoration projects. Improve Operations of Economic Increase the number of new businesses participating in storefront beautification Downtown Yakima Development program to 50; Soil and nutrient replacement in all 214 downtown flower planters; Pro - Business Improvement cure new vendors for growing downtown's 300 hanging flower baskets to have them in District and overall full bloom in early May. beatification throughout the downtown district Code enforcement support Legal Provide in -house legal support to code enforcement for prosecution of matters requiring judicial action. Continue the physical Community Improve the overall reputation or image of Yakima — increase citizen's excellent or revitalization of the City to Development good response from 19% to 22% in 2013. promote a strong first impression and community attractiveness to Improve the Built Environment — (cont.) Initiative Department Performance Measurement Continue the physical revitalization of Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's ex- the City to promote a strong first Development cellent to good response from 15% to 20% in 2013. impression and community attractiveness to businesses Continue the physical revitalization of Community Overall appearance of Yakima — increase citizen's excellent or good response the City to promote a strong first Development from 29% to 32% in 2013. impression and community attractiveness to businesses Continue the physical revitalization of Community In July 2013, present the City Council with a Community Renewal Area plan. the City to promote a strong first Development impression and community attractiveness to businesses Enhance the appearance of the City Community Improve the overall reputation or image of Yakima — increase citizen's excellent Development or good response from 19% to 22% in 2013. Enhance the appearance of the City Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's ex- Development cellent or good response from 15% to 20% in 2013. Enhance the appearance of the City Community Overall appearance of Yakima — increase citizen's excellent or good response Development from 29% to 32% in 2013. Create a strong first impression of the Community City through entry statements at key Development City entrances off of US Hwy 12 and I -82 Maintain infrastructure to meet fire Water Maintain and update, as needed, the emergency plan. flow and water quality requirements Maintain adequate resources to meet Water Complete Water System Plan in 2016. operational, capital improvement needs, water supply and water quality Enforce signage and code standards Community Improve the overall reputation or image of Yakima — increase citizen's excellent to ensure the aesthetics, integrity, Development or good response from 19% to 22% in 2013. and safety of the City. Review and streamline existing City codes related to appearance and signage. Improve the Built Environment — (cont.) Initiative Department Performance Measurement Create Neighborhood Community Service Teams consisting of Development Ff all City operational departments and neighborhood associations to enhance neighborhood appearance and community pride Enforce signage and code Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent to standards to ensure the Development good response from 15% to 20% in 2013. aesthetics, integrity, and safety of the City. Review and streamline existing City codes related to appearance and signage. Enforce signage and code Community Overall appearance of Yakima — increase citizen's excellent or good response from standards to ensure the Development 29% to 32% in 2013. aesthetics, integrity, and safety of the City. Review and streamline existing City codes related to appearance and signage. Enforce signage and code Community Land use planning— increase citizen's excellent or good response from 28% to 32% in standards to ensure the Development 2013. aesthetics, integrity, and safety of the City. Review and streamline existing City codes related to appearance and signage. Enforce signage and code Community Quality of new development— increase citizen's excellent to good response from 38% standards to ensure the Development to 40% in 2013. aesthetics, integrity, and safety of the City. Review and streamline existing City codes related to appearance and signage. Public Trust & Accountability Initiative Department Performance Measurement Enhance the public's Information Systems Continue to enhance the City's website, Yak Back services and improved telephone access to City Government contact. Show improved survey results on usage of city website and rating of public information services. Enhance the City's financial Information Systems Complete the transition to the Cayenta financial system and have real time, accurate systems financials available to departments by end of second quarter, 2013. Convert desktop work Information Systems Identify workstation candidates for converting to thin clients and then develop plan for stations to thin clients acquisition and installation of server based applications and thin clients. This will reduce citywide computer workstation costs by 5% in the first year. Implement an e- discovery Information Systems Conduct discovery phase to identify the scope and requirements of e- discovery and system within two years have e- discovery implementation plan and costs available for inclusion in 2014 budget. Managed Competition Purchasing Successfully award two (2) managed competition RFP's. Develop balanced five -year Finance The Finance Department will align the budget with the City's reorganization and financial plan Strategic Plan and priorities as presented in the Five -Year Financial Plan. Develop annual Budget in Finance Build an annual Budget -in -Brief to be presented in the 2014 Executive Summary. Brief Implement a financial trend Finance A financial trend monitoring system will be produced quarterly and provided to the City monitoring system Council and community. This system will provide the Council with the ability to respond to changes in financial and economic conditions and to make any performance corrections to improve financial performance and maintain fiscal sustainability. Adopt written financial Finance The policies will be presented for City Council consideration by the end of the first management policies quarter 2013. The City will measure its performance by successful compliance with requirements, fiscal, state and federal regulations, accepted practices and standards, and maintaining strong internal controls to ensure the City continues to receive un- qualified opinions from the State Auditor's. Ensure all debt covenants and compliance requirements are met and maintaining the City's bond rating (A +). Improve communication Communications & with the public Public Affairs Maintain adequate Water Maintain a minimum reserve fund of $750,000 in the Operating Fund and $800,000 in resources to meet the Improvement Fund. operational, capital improvement needs, water supply and water quality Conduct Annual Citizen Communications & Increase number of benchmark "characteristics" ratings that are above or similar to Survey Public Affairs national comparisons by 5. Public Trust & Accountability - cont. Initiative Department Performance Measurement Increase citizen Community Improve the overall reputation or image of Yakima — increase citizen's excellent or involvement through the Development good response from 19% to 22% in 2013. creation of volunteer opportunities Increase citizen Community Overall appearance of Yakima — increase citizen's excellent or good response from involvement through the Development 29% to 32% in 2013. creation of volunteer opportunities Increase citizen Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent or involvement through the Development good response from 15% to 20% in 2013. creation of volunteer opportunities Invest in the City's Community Improve the overall reputation or image of Yakima — increase citizen's excellent or appearance and Development good response from 19% to 22% in 2013. infrastructure Invest in the City's Community Code enforcement (weeds, abandoned buildings, etc) - increase citizen's excellent or appearance and Development good response from 15% to 20% in 2013. infrastructure Invest in the City's Community Overall appearance of Yakima — increase citizen's excellent or good response from appearance and Development 29% to 32% in 2013. infrastructure Invest in the City's Community Land use planning— increase citizen's excellent to good response from 28% to 32% in appearance and Development 2013. infrastructure Invest in the City's Community Quality of new development— increase citizen's excellent to good response from 38% appearance and Development to 40% in 2013. infrastructure Public Records Requests Legal Initiate a cross - training program to provide needed depth in trained legal assistance providing document collection, review and response to requests for City documents that require legal review and oversight. Centralized and coordinated Legal Coordinate a cooperative approach with the City Manager and the City Departments to risk management spearhead a focused effort to identify, measure and evaluate current and future risks and identify remedies to mitigate them. Optimize city services by Parks & Recreation Issue RFP for Small Park Maintenance and evaluate with current cost to provide. identifying long term cost Issue contract if cost analysis warrants. savings Deliver excellent customer Clerk's Office Increase customers surveyed who rate City public information services as good/ service excellent from 48% to 51 %. Optimize City Services by Streets Issue RFP for long line striping and evaluate with current cost. Issue contract if cost identifying long term cost analysis warrants. savings Public Trust & Accountability - cont. Initiative Department Performance Measurement Enhance usage of existing and emerging social media Communications & Public Affairs Increase users of City social media sites by 10 %. Increase customers surveyed who rate City public information services as good or excellent by 4 %. Launch "Yakima Now!" Communications & Produce at least six episodes of Yakima Now! In 21013. Increase customers surveyed Establish Yakima Cleanup Public Affairs who rate City public information services as good or excellent by 4 %. Redesign Community Communications & Complete redesign of the Community Relations Division to create the Communications Relations Page Public Affairs and Public Affairs — Community Relations Office by May 2013. Increase customers Establish Yakima Cleanup Community surveyed who rate City public information as good or excellent by 4 %. Partnership Development Initiative Department Performance Measurement Secure federal and /or state Finance The finance department will assist in updating the Mill Site project/cash flow plan. funds for Mill Site Establish Yakima Cleanup Community Improve the overall reputation or image of Yakima — increase citizen's excellent or and Revitalization (CARE) Development good response from 19% to 22% in 2013. program Establish Yakima Cleanup Community Code enforcement (weeds, abandoned buildings, etc)— increase citizen's excellent or and Revitalization (CARE) Development good response from 15% to 20% in 2013. program Establish Yakima Cleanup Community Overall appearance of Yakima — increase citizen's excellent to good response from and Revitalization (CARE) Development 29% to 32% in 2013. program Increase the number of Parks & Recreation Continue and expand the clean -up effort that Parks coordinates for City park clean -up days properties. Improve facilities in the Parks & Recreation Replace, restore, and improve parks facilities and playground area at Franklin Park. City's Parks Initiate proactive legislation Communications & Improve City access to key state and federal lawmakers and agency staff. Increase outreach and advocacy Public Affairs participation by the City in determining policy established in Olympia and Washington, DC that affects cities. Successfully advocate for City Council- established state and federal legislative and administrative priorities. Launch "Be Part of the Communications & Increase customers surveyed who rate overall quality of life in Yakima as good or ex- Solution" Marketing Public Affairs cellent by 5 %. campaign SPZ4 0 ;DCaa 9013 IL This Strategic Planning document contains the strategies, key initiatives, performance measures, and expected outcomes the City will focus on over the next few years. I L, 7-Z City Manager's Introduction Strategic Planning Process Strategic Priorities Economic Development .............. Public Safety Public Trust K 7 OFFICE OF THE CITY MANAGER 129 North Second Street CITYHAU, Yakima, Washington 98901 Phone (509) 575.6040 Dear Mayor and City Council Members: I am pleased to present to the City Council for final adoption the City of Yakima Strategic Plan based on City Council changes recommended on October 23, 2012. 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 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, "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 er data customers is the foundation upon which this C�<�t �rput Ana /ysis Strategic Plan has been developed. The City °`Ste Strategic Plan HLearn�nb'° undertook a variety of processes to assess "Plan" community needs, interests, and expectations. Business Plan The City surveyed the local community, "Act" gathered baseline data from which to develop meaningful performance standards, conducted Inform" Budget "Fund" workshops with the City Council to assess 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 government 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. 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 - friendly parking, marketing, additional special events, an attractive physical environment, pedestrian- oriented design standards, and review of regulations to encourage investment while ensuring health and safety. 5. Execute a plan for the environmental restoration 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 opportunities as excellent/good 15% 18% 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% 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 neighbor- hoods free of crime, the City needs to increase its community based partnerships in crime prevention, fire and life safety, code inspection, pre- paredness, 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 and expand Police Explorer and Reserve Officer programs. 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. 10. Strengthen cooperation and partnership with Yakima County Sheriff's Office. 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% bit %L.%*" Residents of the City of Yakima gave the highest evaluations to City government when asked to rate services provided by Local, State, and Federal Government a STRATEGIES Based on the 2012 Yakima Citizen Survey, the residents and businesses of Yakima want a City government that delivers higher value and quality in City 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. Listening to and responding to the concerns of citizens fosters mutual trust and cooperation. 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. 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. 1. Create and implement a comprehensive Public Communication Strategy and function to inform and encourage participation in civic affairs for the entire community. -Monthly electronic newsletter -Annual State of the City report -Budget-in-Brief report -Enhanced web site -Social media outreach 2. 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 *Promoting volunteer opportunities (e.g. Block Watch, etc.) 3. Increase citizen involvement through the creation of volunteer opportunities, such as: -Code Enforcement Rangers -Neighborhood clean -up days -Block Watch -Crime Stoppers -Partners in Parks *High School service projects 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 16% 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% 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. a 1— yM &. • Work with Yakima County, State of Washington, and Federal Government to secure funding and approval for necessary transportation and infrastructure improvements to enhance access to the Mill Site. • 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 *Hispanic Chamber of Commerce (Yakima County and Central WA) •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 *Sister City program "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 Dignitaries cut the ribbon during opening ceremonies for new ball fields at Kiwanis Park 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: *Comm unity -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