HomeMy WebLinkAbout12/01/2008 00 2009 Budget Wrap-up City of yi
Washington
2009 ucrget Wrap-
YAKIMA
VALLEY
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Mount Adams, Washington
City of / ,
Washington
2009 BUDGET WRAP -UP
TABLE OF CONTENTS
TRANSMITTAL LETTER 1
POLICY ISSUE SUMMARY 15
POLICY ISSUE SUPPLEMENTAL INFORMATION
City Council
Cap and /or Eliminate all Outside Agency Funding 25
Outside Agency
Fourth of July Committee 26
Sunfair Association 27
Yakima Basin Storage Alliance (Black Rock Reservoir) 28
Citizens for Safe Yakima Valley Communities /
Blockwatch & Crime Free Rental Housing Support 29
Yakima Symphony Orchestra 42
Community and Economic Development
Codes / Increase 2009 Humane Society Contract 43
Public Works
Streets / 40th Ave Corridor Traffic Movement Impr. Study 45
Parks / Develop Upper Kiwanis Park 48
OTHER SUPPLEMENTAL INFORMATION
City Management
Purchasing / Budget Adjustments 61
Community and Economic Development
Codes / Mandatory Sprinklers 62
Codes / CPI — Building Permits 65
Fire
Fire Protection Staffing / 2008 Central Washington State Fair 66
Public Works
Streets / Northeast Yakima Traffic Study 67
Environmental / Remedial Action Grants 69
NEW POLICY ISSUES
Outside Agency
Yakima Air Terminal / Payment of Insurance Premiums 71
Yakima Air Terminal / Stormwater Payments 74
Yakima Air Terminal / 2009 Budget 79
Community and Economic Development
Tourist Promotion / Increase Sports Commission Allocation 80
Public Works
Parks / Feasibility Study of Pocket Park 83
Citywide
Various Departments / Elimination of 6 Vacant Positions 84
MEMORANDUM
DATE: November 26, 2008
To: The Honorable Mayor and Members of City Council
FROM: Dick Zais, City Manager
Rita DeBord, Finance Director
Cindy Epperson, Deputy Director of Accounting & Budgeting
SUBJECT: 2009 Budget Wrap -Up – Final Policy Decisions
The 2009 Budget Wrap -up meeting is scheduled for Monday, December 1, 2008 from 8:30
am to noon in Council Chambers. The purpose of this meeting is to obtain final Council
decisions regarding the 2009 City budget.
At this meeting Council will review and vote on all budgeted and non - budgeted policy
issues. Since the Preliminary Budget was presented, six new policy issues have been
presented in the section titled "New Policy Issues ". Three of them are related to requests
from the Airport:
1. Splitting the liability insurance costs between the City and County
2. Exempting the runway from the Stormwater fee
3. Approving the 2009 Budget
The fourth, submitted by Councilmember Coffey, is a request to increase support for the
Sports Commission.
Councilmember Cawley submitted two policy issues —one is requesting a study by staff to
create a "pocket park ", and the other is requesting the elimination of 6 positions.
Supplemental budget information requested by Council during the Budget Hearings has been
included and separated into "Policy Issue" and "Other" supplemental information sections.
Based on the Council's decisions at the Budget Wrap -Up meeting, staff will prepare the
final 2009 budget ordinance, for Council approval at the regular business meeting on
Tuesday, December 9, 2008.
On the following pages we have outlined changes and updates made to the 2009 budget
proposal since the Preliminary Budget was submitted to Council. Included for Council
Budget Wrap -Up 1
review, are charts that reflect the updated 2009 Budget Proposal by Fund and by City
Functional Group. We look forward to assisting you in any way that we can as you
deliberate and make your final decisions regarding the 2009 Budget for the City of Yakima.
CITYWIDE BUDGET UPDATE
The revised total City budget for 2009 is now $200.8 million which represents a net increase
of $1.1 million over than the 2009 Forecast of $199.7 million. The major increases include:
➢ New grant awards of $1.1 million — ($945,000 related to environmental clean -up at
the Airport)
➢ $350,000 for the purchase of land close to the current Police Station
➢ A correction in the HOME grant program budget of $143,000 (described in the
Preliminary Budget narrative in fund 124)
Many of the expenditure increases also have related revenues —Total Citywide revenues
increased by $420,000 as well.
Even though the total City budget experienced an increase from the Forecast, the General
Government (i.e. tax - supported) fund adjustments actually netted to a reduction of
($196,000).
GENERAL GOVERNMENT BUDGET UPDATE
As is customary following the presentation of the Preliminary Budget, we have again
reviewed and updated the General Government revenue and expenditure projections for
2008 and 2009. After all adjustments to date, the 2009 General Government budget is
$60,748,717 or 2.8% greater than the amended 2008 budget.
STATUS OF GENERAL FUND BUDGET
Revenue – Each budget cycle, major General Fund revenues and trends are reviewed
before finalizing the budget for the subsequent year. The national economic crisis that
was beginning to unfold in mid -2008 warranted a serious look at revenue trends. Up until
October 2008, Yakima had not experienced major downturns in revenue like many other
local governments. However, both the October and November sales tax receipts were
well below the corresponding month in 2007. Since the change resulting from Streamlined
Sales Tax (SST) was effective for the first time in the September collections, it is unknown
how much of the decrease is the result of a change in the tax sourcing (i.e. point of sale vs.
point of delivery) versus the economic downturn. (Any reductions in sales tax because
of SST will be mitigated, but the City will not know if we are eligible for mitigation until
December, 2008).
Other positive revenue growth was also noted, and is being used to partially offset the
decrease in sales tax estimates. Adjustments include the following:
2 Budget Wrap -Up
➢ Sales Tax softened in October, and November, therefore, 2008 estimates decreased
by ($216,000) for the General Sales Tax, and ($55,500) for both Criminal Justice Sales
Taxes. 2009 estimates decreased by ($456,170) for the General Sales Tax, and ($25,400)
for the Criminal Justice Sales Taxes. (Reductions in the Local Criminal Justice Sales
Taxes of ($73,500) were allocated to the 2009 Criminal Justice Capital Fund budget.)
➢ Property Tax was increased by $140,000 in the 2009 budget because new construction
was stronger than originally estimated.
➢ Phone Utility Taxes were reduced by ($16,000) in 2008, in light of recent trends (the
reduced year end estimate is still $150,000 greater than the 2008 budget)
➢ Outside Engineering Fees were increased by $150,000 in 2008 and $10,000 in
2009. Recent activity, including infrastructure work related to the new Wal -Mart
development, resulted in this adjustment.
➢ The merging of the City and County Purchasing function is continuing to be studied.
The County has agreed to reimburse the City $56,400 to mitigate additional costs
incurred by the Purchasing division as the merger plans are being developed.
➢ Various other revenues were adjusted, netting in an increase of $11,942 in 2008, and
$27,000 in 2009.
Total General Fund Revenues were reduced in total by ($125,558) for the 2008 year end
estimate, and by ($248,170) for the 2009 budget.
Expenditures— Primarily in response to the revenue reductions noted above, total
expenditures in General Fund were reduced since the Forecast was issued for both the 2008
year -end estimate by a net total of ($75,744), and the 2009 budget by ($172,866). The main
components of these changes include:
➢ Elimination of 2 vacant positions from the 2009 budget (1 Deputy Court Services
Manager, and 1 Police Service Specialist 1) for a total of ($115,035)
➢ A reduction in fuel estimates of ($50,347) since recent fuel prices have declined.
➢ Miscellaneous adjustments to payroll resulted in a net decrease of ($3,732) in the
2009 budget. This includes such things as the change in the maximum deduction for
Social Security Benefits; changes resulting from recent hiring decisions; an update of
the management PACA; and the tentative settlement of Yakima Police Patrolman's
Association (YPPA). The 2008 estimate was also reduced by ($75,744) due primarily
to savings from position vacancies and overtime.
➢ A reduction in jail expenses paid to Yakima County. There was originally a rate
increase built into the 2009 estimate, but the County recently notified us that there
will be no rate change, resulting in a savings of ($50,000).
Budget Wrap -Up 3
➢ A reduction in professional services in the Police budget of ($25,000), tied to a new
proposal that the Department agreed could be done with existing staff.
➢ Per Council request, a reduction in their travel budget of ($1,000).
➢ The costs associated with the Purchasing merger with the County increased the 2009
budget by $72,248, resulting in a net cost to the General Fund of $15,848. (See the
memo included in the "Other" section).
In total, 2008 revenue was decreased by a net of ($125,558), and 2008 expenditure estimates were
reduced by ($75,744). 2009 revenue was decreased by a net of ($248,170) while 2009 expenditures
experienced a net decrease of ($172,866).
Even though there were several adjustments made, the change to the General Fund cash reserve
balance at the end of 2009 is a net decrease of ($125,118).
2008 - 2009 GENERAL FUND CHANGES FROM THE 2009 FORECAST
2008 2009
REVENUES
General Sales Tax ($216,000) ($456,170)
Criminal Justice Sales Tax (55,500) (25,400)
Property Tax 0 140,000
Phone Utility Tax (16,000)
Outside Engineering Fees 150,000 10,000
City County Purchasing Merge Revenue 0 56,400
Other 11,942 27,000
TOTAL REVENUE ($125,558) ($248,170)
EXPENDITURES
Eliminate Two Positions $0 ($115,035)
Other Payroll Adjustments (75,744) (3,732)
Council Travel 0 (1,000)
County Jail Contract (no rate increase) 0 (50,000)
Professional Services 0 (25,000)
Interim County City Purchasing Merge Cost 0 72,248
Reduce Fuel Estimate 0 (50,347)
TOTAL EXPENDITURES ($75,744) ($172,866)
GENERAL FUND NET CHANGE ($49,814) ($75,304)
BEGINNING ENDING
General Fund Estimated Fund Balance - 2009 Forecast $5,933,646 $4,308,658
Estimated Net Fund Balance - 2009 $5,883,832 $4,183,540
4 Budget Wrap -Up
GENERAL GOVERNMENT RESOURCES - THREE YEAR COMPARISON
2009
% OF VS. 2008
2007 2008 PERCENT 2009 2009 INCREASE PERCENT
SOURCE ACTUAL ESTIMATE CHANGE BUDGET TOTAL (DECREASE) CHANGE
General Sales Tax $13,423,269 $13,722,000 2.23% $13,927,830 23.74% $205,830 1.50%
Crim. Justice Sales Tax* 2,378,160 2,564,500 7.84% 2,703,600 4.61% 139,100 5.42%
Property Tax 12,678,715 13,348,002 5.28% 13,840,000 23.59% 491,998 3.69%
Franchise & Util. Taxes 10,534,541 11,249,200 6.78% 11,662,716 19.88% 413,516 3.68%
Charges for Services 5,360,155 5,701,116 6.36% 5,830,705 9.94% 129,589 2.27%
State Shared Revenue 3,000,203 2,951,842 (1.61 %) 3,009,000 5.13% 57,158 1.94%
Fines and Forfeitures 1,420,275 1,550,250 9.15% 1,632,900 2.78% 82,650 5.33%
Other Taxes 1,666,492 1,483,100 (11.00 %) 1,482,200 2.53% (900) (0.06 %)
Other Revenue 1,393,657 1,268,178 (9.00 %) 1,242,170 2.12% (26,008) (2.05 %)
Transfers from other Funds 1,063,126 1,084,000 1.96% 1,139,000 1.94% 55,000 5.07%
Other Intergovernmental 1,056,731 1,162,324 9.99% 1,373,489 2.34% 211,165 18.17%
Licenses and Permits 982,084 872,000 (11.21 %) 814,000 1.39% (58,000) (6.65 %)
TOTAL REVENUE $54,957,408 $56,956,512 3.64% $58,657,610 100.00% $1,701,098 2.99%
Beginning Fund Balance 6,935,112 8,186,216 18.04% 7,464,406 (721,810) (8.82 %)
TOTAL RESOURCES $61,892,520 $65,142,728 5.25% $66,122,016 $979,288 1.50%
* Some Criminal Justice Sales Tax is allocated to Public Safety Communication and Law & Justice Capital Fund (Non - general Government
Funds) for operating and capital needs, respectively.
2008 YEAR -END ESTIMATE AND YEAR 2009 BUDGET
GENERAL GOVERNMENT RESOURCES
Sales Tax /Crim. Justice Sales Tax $16,631,430
Property Tax $13,840,000
Franchise & Util. Taxes $11,662,716
Charges for Services $5,830,705
State Shared Revenue $3,009,000
2009 vs. 2008 Est.
Fines and Forfeitures 1 = 1 $1,632,900 Increase in Total Resources
Amount $979,288
Other Taxes $1,482,200 Percent 1.50%
Other Revenue $1,242,170
Transfers from other Funds $1,139,000 • 2009 Budget
Other Intergovernmental
$1,373,489 0 2008 Y/E Estimate
Licenses and Permits B $814,000
Beginning Fund Balance (1) $7,464,406
$0 $4,000,000 $8,000,000 $12,000,000 $16,000,000 $20,000,000
Budget Wrap -Up 5
After these adjustments were incorporated, the General Fund Beginning Balance for 2009
was $5,883,830, or $49,816 less than the Preliminary Budget estimate. The 2009 Ending
Balance is estimated to be $4,183,537 or $125,121 less than the Preliminary Budget estimate.
This entire balance is reserved for unbudgeted policy issues; cash flow timing differences
(such as the Property tax receipts which aren't received until May); and other unanticipated
fiscal impacts. The ending balance represents approximately 8% of the total expenditure
budget, or slightly more than a one month operating reserve.
STATUS OF THE PARKS AND RECREATION AND STREET AND TRAFFIC OPERATION FUNDS
Parks and Recreation Fund estimates had minor payroll adjustments (netting to $1,485 in
2009), and a ($6,540) reduction in fuel while revenues are unchanged. Therefore, the Parks
ending balance is $304,832 which is reserved for cash flow and final budget adjustments.
This represents approximately 7.0% of total Parks and Recreation Fund expenditures, or
slightly less than a one month operating reserve.
Street and Traffic Operations Fund also had minor payroll adjustments of $1,171 and a
reduction in fuel of ($19,385). The Street 2009 ending balance is projected to be $884,932,
which would be used for cash flow, emergency repairs /services, Council policy decisions,
and to help build a reserve for matching street capital improvement project grants. At
14.7% of the Street expenditure budget, this represents slightly more than a one month
operating reserve. There are no unbudgeted policy issues relative to the Street and Traffic
Operating Fund.
GENERAL GOVERNMENT SUMMARY
The following table depicts a summary of all 2009 General Government budgets, including
a revenue and expenditure projection, the difference (or dependency on beginning cash
reserves), the estimated beginning and ending reserve balances, and the percentage of the
ending reserve in comparison to the operating budget.
2009 2009 ESTIMATED 2009 2009 END BALANCE
ESTIMATED 2009 ESTIMATED BALANCE VS BEGINNING ENDING VS 2009
FUND / DESCRIPTION REVENUES BUDGET BALANCE 2009 BUDGET BALANCE BALANCE BUDGET
000 General Fund $48,648,415 $50,348,708 ($1,700,293) 3.5% $5,883,830 $4,183,537 8.3%
131 Parks & Recreation 4,244,385 4,372,543 (128,158) 3.0% 432,990 304,832 7.0%
141 Street & Traffic Operations 5,764,810 6,027,466 (262,656) 4.6% 1,147,588 884,932 14.7%
GENERAL GOVERNMENT TOTALS $58,657,610 $60,748,717 ($2,091,107) 3.6% $7464,408 $5,373,301 8.8%
Total General Government dependency on beginning cash for 2009 is $2,091,107 or 3.6% of
the 2009 budgeted expenditures, and ending cash reserves are projected to be $5,373,301 or
8.8% of the 2009 budgeted expenditures (slightly more than one month operations). Both
of these results are within established guidelines. The dependency on cash reserves is now
$52,000 more than previously projected in the 2009 Forecast.
6 Budget Wrap -Up
OTHER BUDGET ADJUSTMENTS
Other budget adjustments include:
➢ Payroll — Miscellaneous payroll adjustments amounting to $21,788 were made
throughout all other operating funds (i.e., non - general government funds).
➢ New Grant Awards — The City was recently notified of grant awards totaling about
$1.1 million to be included in the 2009 budget as follows:
• The Washington State Department of Transportation (WSDOT) awarded a grant
of $130,000 to purchase van pool vehicles. This is included in the Transit Capital
Fund, and had no additional match requirement.
• Department of Ecology Grant awarded 2 grants totaling $944,581 to continue
clean -up at the Yakima Air Terminal, which is incorporated in the Environmental
Fund. Expenditures increased by $979,870, to accommodate the required match.
(See Supplemental Information)
➢ The Law and Justice Capital fund expenditures were increase by $350,000 for
the purchase of land in the vicinity of the current Police Station. This could be
accomplished by a reallocation of Cable TV tax from the Debt Service fund, thereby
reducing this reserve by $150,000; a transfer of $100,000 from the Contingency Fund,
and the use of $100,000 of Law and Justice Capital reserves.
The Law and Justice Capital fund was also affected by a reduction in the Criminal
Justice Sales Tax estimate of ($73,500), and notification that the Coverdell Grant
which was included in the 2009 budget was not awarded, thereby resulting in a
reduction in both revenue and expenditures of ($59,200).
➢ A correction in the HOME grant program budget of $143,193 (described in the
Preliminary Budget narrative in fund 124)
➢ Transit was also affected by the downturn in the economy and the resulting decrease
in Sales Tax ($85,000 in 2008, and $184,000 in 2009). The fare adjustment approved
by Council in November was not previously budgeted. This is estimated to add
$30,000 in farebox revenue.
➢ Fuel estimates were decreased citywide because of recent price reductions.
Equipment Rental experienced a reduction in fuel expenses of ($204,107). Other
non - general government funds experienced a reduction of ($112,070) in fuel costs.
Overall, the effect of the adjustments identified herein is a net increase of about $1.1
million in the final total Citywide expenditure budget compared to the original Forecast
Budget submitted. With these adjustments, the new total City budget is $200.8 million,
approximately $8.6 million or 4.5% more than the 2008 Amended Budget, due primarily to
the timing /scope of capital projects and related grant awards.
Budget Wrap -Up 7
2008 - 2009 OTHER FUND CHANGES FROM THE 2009 FORECAST
FUND 2008 2009
REVENUES
Criminal Justice Sales Tax Law & Justice $0 ($73,500)
Operating Transfer from Contingency Law & Justice 0 $100,000
Coverdell Grant Law & Justice 0 ($59,200)
Transit Sales Tax Transit Op & Cap (85,000) (184,000)
Transit Fare Transit 0 30,000
WSDOT Grant - Van Pool Transit Capital 0 130,000
Equipment Rental - Fuel Revenue Equipment Rental 0 (220,000)
Environmental Fund DOE /Interlocal Grant Environmental Fund 0 944,581
TOTAL REVENUE ($85,000) $667,881
EXPENDITURES
Home Program (Community Development) Housing $0 $143,193
Land Purchase (Law & Justice) Law & Justice 0 350,000
Operating Equipment (Law & Justice) Law & Justice 0 (59,200)
Capital Outlay - Van Pool Transit Capital 0 130,000
Equipment Rental - Fuel Resale Equipment Rental 0 (204,107)
Reduce Fuel Estimate Various Operating 0 (112,070)
Richardson Airway Dirt Removal Environmental Fund 0 539,000
Yakima Airport Tank Cleanup Environmental Fund 0 440,869
Other Payroll Adjustments Various 0 21,788
TOTAL EXPENDITURES $0 $1,249,473
OTHER FUNDS NET CHANGE ($85,000) ($581,592)
8 Budget Wrap -Up
Following is a summary of the current status of the 2009 Preliminary Budget prior to
Council action on policy issues. See the following pages for an expenditure detail by
individual fund.
BUDGET OVERVIEWS - EXPENDITURE COMPARISONS*
2009 VS. 2008
`07 VS. `08
2008 2008 AMENDED
YEAR -END AMENDED 2009 BUDGET
FUND ESTIMATE BUDGET BUDGET % CHANGE
General $47470,025 $48,472,230 $50,348,708 3.9%
Parks 4,349,617 4,420,907 4,372,543 (1.1 %)
Street & Traffic 5,858,678 6,213,833 6,027,466 (3.0 %)
GENERAL GOVERNMENT TOTAL (I) $57678,320 $59,106,970 $60,748,717 2.8%
Community Development( $ 4,291,336 $4,679,359 2,317,063 (50.5 %)
Utilities /Other Operating 54,767,519 56,214,358 58,771,726 4.5%
Capital Improvement 27,722,473 49,122,820 56,982,987 16.0%
Contingency /Operating Reserves 3,106,807 3,346,595 3,161,525 (5.5 %)
Employee Benefit Reserves 12,358,414 12,942,068 12,965,193 0.2%
General Obligation Bonds 2,585,964 2,587,115 2,717,782 5.1%
LID Debt Service 187,000 187,000 207,000 10.7%
Water /Sewer Revenue Bonds 3,713,534 3,960,460 2,860,417 (27.8 %)
Trust and Agency Funds 25,000 27,000 25,000 (7.4 %)
TOTAL - CITYWIDE BUDGET (3) $166,436,367 $192,173,745 $200,757,410 4.5%
(1) General Government - The 2009 General Government expenditure budget is approximately $1.6 million or 2.8% above
the 2008 amended budget.
(2) The 2009 budget includes an estimate of the 2009 grant awards only. The 2008 amended budget includes the 2008
grant awards and awards carried forward from the previous years.
(3) Citywide Expenditures - The Citywide Expenditure budget is approximately $8.6 million or 4.5% above the 2008
amended budget.
Budget Wrap -Up 9
0 2009 BUDGET BY CITY FUNCTIONAL GROUPING
tz
0K 2007 2008 2008 2009 2009 2009 2009 2009
co
ti' ACTUAL AMENDED YEAR -END PRELIMINARY VS 2008 BEGINNING PROJECTED EST. ENDING
EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
A GENERAL GOVERNMENT
City Council $182,758 $204,961 $205,442 $213,540 4.2%
City Manager 450,429 488,608 488,174 521,307 6.7%
State Examiner 95,467 103,000 100,000 103,000 0.0%
Records 365,783 490,224 420,551 439,331 (10.4 %)
Financial Services 1,219,856 1,453,768 1,439,025 1,540,878 6.0%
Human Resources 410,129 465,627 455,619 489,040 5.0%
Legal 1,308,276 1,354,666 1,364,741 1,459,796 7.8%
Municipal Court 1,072,678 1,289,964 1,195,560 1,321,304 2.4%
Purchasing 234,303 271,231 263,617 329,881 21.6%
Hearing Examiner 60,155 71,000 51,000 51,000 (28.2 %)
Environmental Planning 691,506 737,706 731,261 899,031 21.9%
Code Administration 1,530,132 1,645,403 1,605,995 1,780,650 8.2%
Indigent Defense 360,797 385,000 375,000 385,000 0.0%
Police 19,489,297 21,325,811 20,855,956 22,434,616 5.2%
Fire 7941,374 8,443,241 8,411,972 8,909,315 5.5%
Police Pension 1,384,894 1,412,950 1,350,521 1,387,957 (1.8 %)
Probation Center 48,233 25,000 25,000 25,000 0.0%
Engineering 1,029,928 1,154,964 1,072,201 1,194,716 3.4%
City Hall Maintenance 395,937 418,299 405,187 422,178 0.9%
Information Systems 2,476,068 2,844,751 2,841,910 2,483,585 (12.7 %)
Utility Services 958,592 1,091,136 1,054,353 1,225,469 12.3%
Intergovernmental 284,423 288,685 286,660 348,039 20.6%
Sun Dome 150,000 150,000 150,000 150,000 0.0%
District Court 10,645 13,700 3,150 1,800 (86.9 %)
Transfers 2,082,216 2,342,535 2,317,130 2,232,275 (4.7 %)
TOTAL GENERAL FUND $44,233,876 $48,472,230 $47,470,025 $50,348,708 3.9% $5,883,830 $48,648,415 $4,183,537
Parks & Recreation $4,110,659 $4,420,907 $4,349,617 $4,372,543 (1.1 %) $432,990 $4,244,385 $304,832
Street & Traffic Operations 5,351,851 6,213,833 5,858,678 6,027,466 (3.0 %) 1,147,588 5,764,810 884,932
TOTAL GENERAL GOVERNMENT FUNDS $53,696,386 $59,106,970 $57678,320 $60,748,717 2.8% $7464,408 $58,657,610 $5,373,301
2009 BUDGET BY CITY FUNCTIONAL GROUPING
2007 2008 2008 2009 2009 2009 2009 2009
ACTUAL AMENDED YEAR -END PRELIMINARY VS 2008 BEGINNING PROJECTED EST. ENDING
EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
OTHER OPERATING /ENTERPRISE
Economic Development $268,300 $181,556 $178,056 $146,173 (19.5 %) $171,619 $90,000 $115,446
Community Development 2,136,382 4,679,359 4,291,336 2,317,063 (50.5 %) 782,545 2,180,241 645,723
Community Relations 529,918 547054 531,371 566,925 3.6% 795,701 604,420 833,196
Community Services 105,993 590,107 399,589 487,712 (17.4 %) 25,562 522,712 60,562
Growth Mgmt /Commute Trip Red Fund 38,106 49,745 49,745 0 (100.0 %) 93 0 93
Cemetery 315,560 257599 256,186 260,420 1.1% 68,929 247,750 56,259
Emergency Services 1,019,761 1,104,501 1,099,125 1,152,430 4.3% 170,495 1,059,476 77541
Public Safety Communications 2,449,375 2,691,381 2,682,640 3,028,165 12.5% 271,025 2,912,166 155,026
Parking & Business Improvement Area 82,826 118,343 115,421 204,592 72.9% 4 210,170 5,582
Trolley (Yakima Interurban Lines) 24,873 468,619 257,841 221,621 (52.7 %) 2,291 222,762 3,432
Front Street Business Improvement Area 1,200 3,000 3,000 3,000 0.0% 6,715 3,535 7250
Tourist Promotion 1,258,433 1,410,662 1,410,662 1,454,205 3.1% 168,646 1,420,300 134,741
Capitol Theatre 281,611 304,737 304,737 318,513 4.5% 148,795 314,567 144,849
Public Facilities District Revenue 644,628 1,114,424 1,068,424 1,194,000 7.1% 136,282 1,217,000 159,282
Tourist Promotion Area 381,834 393,000 393,289 405,088 3.1% 414 405,088 414
Storm Water Operating 0 1,120,506 870,948 1,801,039 60.7% 250,052 1,795,000 244,013
Transit 6, 386 ,583 7324,976 7323,528 7429,116 1.4% 594,474 7192,600 357958
Refuse 3,809,216 4,500,990 4,487,797 4,652,022 3.4% 154,135 4,615,650 117,763
Sewer Operating 15,908,713 16,649,719 16,622,666 16,874,193 1.3% 1,549,644 16,702,714 1,378,165
Water Operating 6,594,239 7304,687 6,997,875 7307187 0.0% 1,600,868 6,898,837 1,192,518
Irrigation Operating 2,625,516 2,668,515 2,666,204 2,784,200 4.3% 181,947 2,665,250 62,997
Equipment Rental 4,553,864 5,750,023 5,622,062 5,975,442 3.9% 4,245,283 5,749,355 4,019,196
co
Environmental Fund 50,098 454,750 273,800 1,306,220 187.2% 438,077 1,079,581 211,438
A Public Works Administration 1,131,552 1,205,464 1,152,553 1,199,463 (0.5 %) 173,056 1,220,130 193,723
1 T OTAL O THER O PERATINGIENTERPRISE $50,598,581 $60,893,717 $59,058,855 $61,088,789 0.3% $11,936,652 $59,329,304 $10,177,167
F-4
F-4
N 2009 BUDGET BY CITY FUNCTIONAL GROUPING
tz
aa
ti 2007 2008 2008 2009 2009 2009 2009 2009
ACTUAL AMENDED YEAR -END PRELIMINARY VS 2008 BEGINNING PROJECTED EST. ENDING
EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
CAPITAL I MPROVEMENT
Arterial Street $4,099,997 $9,420,282 $4,518,816 $7317146 (22.3 %) $1,044,171 $6,643,041 $370,066
Transportation Improvement 37,548 0 0 0 n/a 0 0 0
C.B.D. Capital Improvement 2,586,061 2,622,227 2,342,424 257,235 (90.2 %) 379,889 35,800 158,454
Capitol Theatre Construction 231,664 1,281,103 1,224,353 9,728,750 659.4% 175,983 9,873,000 320,233
Parks & Recreation Capital 656,361 1,555,838 620,900 1,275,000 (18.1 %) 195,423 1,240,000 160,423
Fire Capital 1,554,054 1,265,272 498,000 1,618,100 27.9% 1,300,292 340,153 22,345
Law & Justice Capital 953,479 863,300 620,881 1,433,814 66.1% 553,690 1,060,814 180,690
Public Works Trust Construction 772,861 1,902,702 1,660,236 1,235,570 (35.1 %) 1,307572 925,000 997,002
REET 2 Capital Construction 797,381 2,016,215 958,749 1,661,822 (17.6 %) 1,154,403 820,000 312,581
L.I.D. Construction Control 31,635 535,000 535,000 430,000 (19.6 %) (572,413) 1,002,413 0
Storm Water Capital 0 175,000 149,187 325,000 85.7% 50,813 350,000 75,813
Transit Capital Reserve 61,836 2,407652 2,272,652 1,050,750 (56.4 %) 1,034,199 576,500 559,949
Convention Center Capital Improvement 64,997 107,682 107,682 268,000 148.9% 301,178 216,200 249,378
Cum. Reserve for Capital Improvement 3,981,060 9,419,474 1,927,000 19,460,000 106.6% 173,350 19,465,100 178,450
Wastewater Facilities Capital Reserve 19,620 720,000 720,000 50,000 (93.1 %) 317,747 152,000 419,747
Sewer Construction 2,793,253 2,115,000 831,000 2,220,000 5.0% 2,003,216 1,391,350 1,174,566
Domestic Water Improvement 473,612 2,065,200 628,259 2,380,100 15.2% 2,733,561 1,708,000 2,061,461
Wastewater Facilities 6,044,548 7,187,473 6,445,000 3,285,000 (54.3 %) 3,177482 1,161,000 1,053,482
Irrigation System Improvement 2,384,436 3,463,400 1,662,334 2,986,700 (13.8 %) 3,754,937 906,000 1,674,237
TOTAL CAPITAL IMPROVEMENT $27,544,403 $49,122,820 $27,722,473 $56,982,987 16.0% $19,085,493 $47,866,371 $9,968,877
CONTINGENCY /OPERATING RESERVES
Contingency Fund $65,337 $300,000 $100,000 $300,000 0.0% $334,070 $50,000 $84,070
FRS /Capitol Theatre Reserve 71,927 571,927 571,927 71,927 (87.4 %) 23,143 538,750 489,966
Risk Management 2,278,437 2,474,668 2,434,880 2,789,598 12.7% 1,084,140 2,602,000 896,542
TOTAL CONTINGENCY /OPERATING RESERVES $2,415,701 $3,346,595 $3,106,807 $3,161,525 (5.5 %) $1,441,353 $3,190,750 $1,470,578
2009 BUDGET BY CITY FUNCTIONAL GROUPING
2007 2008 2008 2009 2009 2009 2009 2009
ACTUAL AMENDED YEAR -END PRELIMINARY VS 2008 BEGINNING PROJECTED EST. ENDING
EXPENDITURES BUDGET ESTIMATE BUDGET AMENDED FUND BALANCE REVENUE FUND BALANCE
EMPLOYEE BENEFIT RESERVES
Unemployment Compensation $109,920 $154,739 $151,139 $152,202 (1.6 %) $392,158 $108,550 $348,506
Employees Health Benefit 8,691,744 9,310,906 8,897,738 9,395,738 0.9% 3,567557 9,315,000 3,486,819
Workers' Compensation 1,242,336 1,719,838 1,690,592 1,694,397 (1.5 %) 882,267 1,561,300 749,170
Wellness /EAP Fund 121,651 126,382 125,950 119,476 (5.5 %) 130,789 120,000 131,313
Firemen's Relief & Pension 1,497,086 1,630,203 1,492,995 1,603,380 (1.6 %) 780,412 1,608,565 785,597
TOTAL EMPLOYEE BENEFIT RESERVES $11,662,737 $12,942,068 $12,358,414 $12,965,193 0.2% $5,753,183 $12,713,415 $5,501,405
TRUST AND AGENCY FUNDS
Cemetery Trust $26,828 $27000 $25,000 $25,000 (7.4 %) $563,181 $31,000 $569,181
DEBT SERVICE
L.I.D. Guaranty $0 $0 $0 $0 n/a $79,982 $300 $80,282
PFD Debt Service 459,729 459,075 459,075 460,413 0.3% 151,407 460,000 150,994
General Obligation Bonds 2,194,852 2,128,040 2,126,889 2,257369 6.1% 525,401 2,109,389 377,421
L.I.D. Debt Service 253,673 187,000 187,000 207,000 10.7% 74,477 213,000 80,477
Water- Irrigation /Sewer Bonds 2,977,059 3,960,460 3,713,534 2,860,417 (27.8 %) 2,357,977 2,864,442 2,362,002
TOTAL DEBT SERVICE $5,885,313 $6,734,575 $6,486,498 $5,785,199 (14.1 %) $3,189,244 $5,647,131 $3,051,176
TOTAL CITY BUDGET $151,829,949 $192,173,745 $166,436,367 $200,757,410 4.5% $49,433,514 $187,435,581 $36,111,685
co
I
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14 Budget Wrap -Up
POLICY ISSUE SUMMARY
2009 BUDGET PREPARATION
POLICY ISSUE SUMMARY (1)
OUTSIDE AGENCIES -- DETERMINED BY COUNCIL POLICY
COUNCIL POLICY ISSUE PROPOSED FUNDING
REQUEST /JUSTIFICATION SOURCE NON- PERSONNEL COMMENTS COUNCIL ACTION
Submitted by Council members Cawley Varies Net savings:
and Lover: Cap and /or Eliminate all up to $100,000
Outside Agency Funding
OUTSIDE AGENCY REQUESTS
DEPT. /DIV. POLICY ISSUE PROPOSED FUNDING
REQUEST /JUSTIFICATION SOURCE NON- PERSONNEL COMMENTS COUNCIL ACTION
Yakima Chamber of Commerce (2) General Fund $5,900 Budgeted
Hispanic Chamber of Commerce (2) General Fund $5,900 Budgeted
Fourth of July Committee* (2) General Fund /Fire $5,500 Budgeted
Sunfair Association* (2) General Fund $1,000 Budgeted
Yakima Basin Storage Alliance, Black Water Reserves (60 %) $18,000 Budgeted
Rock Reservoir* (2) General Fund (40 %) 12,000
$30,000
Yakima - Morelia Sister City Association (2) Economic $2,000 Budgeted
Development Fund Additional 3,000 Unbudgeted
Total Request $5,000
Committee for Downtown Yakima CBD Capital $50,000 Budgeted
Improvement Fund (321)
Allied Arts ArtsVan General Fund $5,333 Budgeted
Retired Senior Volunteer Program Parks & Recreation $3,000 Budgeted
(RSVP) Fund In -kind $2,000
Seasons Music Festival (New) Parks & Recreation Fund $8,000 Unbudgeted
or Hotel /Motel Tax
Citizens f /Safe Yakima Valley Communities: General Fund $20,000 Budgeted
Existing Community Programs
Blockwatch & Crime Free Rental General Fund $60,000 Budgeted
Housing Support (New)* Federal Byrne Grant
Yakima Symphony Orchestra (New)* Parks & Recreation $10,000 Unbudgeted
Fund or General Fund
Total $188,633 Budgeted
$21,000 Unbudgeted
* Updated for Budget Wrap -up - see Supplemental Information
(1) Policy proposal figures may be rounded.
(2) These Outside Agency Requests are included in the 2009 Preliminary Budget at the same levels as approved in the 2008 budget.
Budget Wrap -Up 15
INTERGOVERNMENTAL AGENCIES
DEPT. /DIV. POLICY ISSUE PROPOSED
REQUEST /JUSTIFICATION FUNDING SOURCE NON- PERSONNEL COMMENTS COUNCIL ACTION
Clean Air Authority Assessment General Fund 2008 Assessment $22,062 Budgeted
Increase -1.5% 332
2009 Total $22,394
Yakima County Emergency 2008 Assessment $57212 Budgeted
Management General Fund Increase- 3 %(est) 1,688
Assessment 2009 Estimate $58,900
Additional $1,037 Unbudgeted
2009 Total $59,937
Yakima Valley Conference of General Fund 2008Assessment $42,581 Budgeted
Governments (COG) Membership Decrease- (3.4 %) (1,456)
Assessment 2009 Total $41,125
Yakima County Development General Fund $20,000 Budgeted
Association (New Vision) Additional $10,000 Unbudgeted
Total Request $30,000
NEW POLICY ISSUE:
Yakima Air Terminal — Premium Risk Management Revenue Loss $33,000 Unbudgeted
Payments Fund
NEW POLICY ISSUE:
Yakima Air Terminal — Stormwater Stormwater Revenue Loss $29,316 Unbudgeted
Payment
NEW POLICY ISSUE:
Yakima Air Terminal — 2009 Budget
CITY MANAGEMENT
WASTEWATER / PRE - TREATMENT
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Enhance Security at the Wastewater $200,000 Budgeted
Wastewater Treatment Plant Facility Capital
Fund
16 Budget Wrap -Up
STORMWATER
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Reaffirm and Update Council Stormwater Fees Add 2 Budgeted
Authorized Stormwater Positions
Program (continuation of 2008 $94,000
Policy Issue for mandated
activities) Reallocate 0.6
DOE Grant positions from
• Personnel Staffing Levels Wastewater
for 2009: $30,000
As Revised 9.56 FTE
Per 2008 PI 8.96 FTE Full year
Adjustment .60 FTE implementation
Stormwater Fees of 4 positions
• Begin reimbursement budgeted for
of Wastewater Utility partial year in
for advanced funding of 2008
Stormwater program
WATER / IRRIGATION
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Water and Irrigation Division Water & 1. Add 1 Water Budgeted
Reorganization - Irrigation position
Operating Rates (OIT)
1. Add 1 "Operator in $58,700
Training" (OIT) Position Water Fund
2. Upgrade
2. Create Water Treatment Operator
Operator II and III Positions
positions $6,000
Transfer Treatment Plant 3. Upgrade
Chief Operators into new Office
positions as eligible Position
$3,000
3. Upgrade Department Irrigation Fund
Assistant III to Water/ Net $67,700
Irrigation Administration
Specialist
LEGAL
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Increase Part -Time Legal Risk Management Add .50 Budgeted
Assistant Position To Full- Fund Position $30,000
Time Legal Assistant Position
Budget Wrap -Up 17
MUNICIPAL COURT
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
None
FINANCE
FINANCIAL SERVICES / UTILITY SERVICES
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Continuation of 2008 Finance General Fund 2009: Implementation Budgeted
Department Reorganization Costs (2009 only):
Policy Issue - Consolidate Revenue — Finance ($5,900)
Utility Service Representative Increase in Utility Utility Finance $1,300
and Cashier positions Transfer for Services 13 Utility
Services: Services 9
Total Net Expenditure Increase Net Expense Total $11,000
(including one -time costs) 2009 $22,700 Increase $7100
2009: $18,100 2010 $26,000
Annually
Total Net Expenditure (ongoing):
Increase
2010: $14,200 Finance ($11,800)
Utility
Services 26
Net $14,200
INFORMATION SYSTEMS
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Implement a Records 2009 2009 Budgeted
Management System Implementation: Implementation:
for official City records
maintained by the City 50% General GF /IS $42,500
Clerk's office Fund - Info Risk
Systems Mgmt 42,500
50% Risk Mgmt Net $85,000
Annual Maintenance Support 2010: 2010 $10,000
100% General
Fund - Info
Systems
18 Budget Wrap -Up
COMMUNITY AND ECONOMIC DEVELOPMENT
PLANNING
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Upgrade Planning Specialist General Fund Net Budgeted
position increase $3,500
CODES
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Increase 2009 Service Contract General Fund 2008: $62,878
with Humane Society by 9.1%
or $5,722* 2009 Increase:
4.0% 2,516 Budgeted
5.1% 3,206 Unbudgeted
9.1% $68,600
* Updated for Budget Wrap -up - see Supplemental Information
ONDS (OFFICE OF NEIGHBORHOOD DEVELOPMENT)
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
ONDS Reorganization Federal Block Budgeted
Grant
1. Eliminate ONDS Manager (net savings) 1. Manager
position ($107,000)
2. Reallocate CED Deputy 2. Director
Director 20,000
3. Special Assignment for 3. Ops. Sup.
Operations Supervisor 8,000
4. Upgrade Account 4. Upgrade
Specialist to Financial 5,000
Services Technician Net ($74,000)
Budget Wrap -Up 19
TOURISM PROMOTION /YAKIMA CONVENTION CENTER
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Increase annual Management Tourist Promotion $19,350 Budgeted
Fee from $645,000 to $664,350 Operating Fund
to adequately support Center Hotel / Motel Tax
operations Event revenue
Equipment Replacement and Convention $217,000 Budgeted
System Upgrades Center Capital
Market Analysis and Visitor Tourist Promotion $30,000 Budgeted
Profile Operating Fund
Hotel / Motel Tax
NEW POLICY ISSUE:
Sports Commission Allocation Tourist Promotion $20,000 Unbudgeted
Operting Reserve
CAPITOL THEATRE
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Increase Annual Management Capitol Theatre $12,000 Budgeted
Fee from $197,000 to $209,000 Operating Fund
Hotel / Motel Tax
20 Budget Wrap -Up
ENGINEERING
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Consideration of a Continued Wastewater, Citywide: Budgeted
Organizational Development Stormwater,
for the Engineering Division Water, Irrigation Add City
and General Fund Engineer
Addition of full time Division $144,000
Manager - City Engineer Eliminate
Wastewater
Allocated to: Lab Tech
General Fund -30% $43,200 ($67,000)
Wastewater - 55% 79,200 Net $77000
Water - 8% 11,500
Stormwater - 5% 7200 General Fund:
Irrigation - 2% 2,900
Total $144,000 30% City Eng.
$43,200
Less:
30% CED
Deputy
Director ($38,900)
Net
Increase
$4,300
2009 Grind and Overlay - REET2 $550,000 Budgeted
16th Avenue from Nob Hill to
Washington Avenue
POLICE
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
None
FIRE
SUPPORT SERVICES
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Fire Station 94 Remodel Fire Capital Fund: $600,000 Budgeted
REET 1 Allocation
Budget Wrap -Up 21
PUBLIC SAFETY COMMUNICATIONS
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Transfer 2 Public Safety Lead Public Safety Transfer 2 Revenue Budgeted
Dispatchers from Dispatch Communications positions Increase $179,000
to 911 Fund ($179,000)
Add Public
(Supported by additional 911 Increase in Safety
funding from the County) County wide 911 Dispatcher
contract $60,000
Add 2 Dispatch positions: Add Public
Public Safety Dispatcher and Safety Lead
Public Safety Lead Dispatcher Dispatcher
$70,000
Net $130,000
Net Savings to
Dispatch $49,000
PUBLIC WORKS
STREETS
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
40th Avenue Corridor Traffic Street and Traffic $35,000 Budgeted
Movement Improvement Engineering
Study* Fund - Gas Tax
Northeast Yakima Traffic
Study - Information Item*
Eliminate Vacant Senior Street and Traffic Eliminate 1 Budgeted
Sign Specialist And Upgrade Engineering Fund Position and
Two (2) Part -Time (75 %) Sign Upgrade 2
Specialists To Full -Time Job Classes
Savings:
Net .50 FTE
($34,000)
* Updated for Budget Wrap -up - see Supplemental Information
TRANSIT
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Purchase One 35 foot heavy Transit Capital $400,000 Budgeted
duty, low floor replacement Fund / Local
bus Sales Tax
22 Budget Wrap -Up
REFUSE
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Upgrade Solid Waste Refuse Operating Net Increase $3,000 Budgeted
Maintenance Worker position to Fund
Solid Waste Code Compliance
Officer position
Upgrade Solid Waste Refuse Operating Net Increase $3,125 Budgeted
Maintenance Worker position Fund
to Solid Waste Crew Leader
position
PARKS AND RECREATION
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
Solicit requests for proposals Parks and
(RFP's) to lease Fisher Park Recreation Fund
starting in 2010 (no fiscal effect
in 2009)
Develop Upper Kiwanis Park Parks Capital Parks Budgeted
— Phase 1 Financing* Capital
1. State Grant $1,225,000
2. Municipal Debt - Revenue:
Line of Credit 1. Grant $500,000
or Interfund 2. Debt $500,000
Loan 3. REET1 $225,000
(repaid from Net $1,225,000
REET1)
3. 2008 and 2009
REET1 Capital
allocation
NEW POLICY ISSUE:
Feasibility Study of Pocket Park
* Updated for Budget Wrap -up - see Supplemental Information
CITYWIDE
VARIOUS DEPARTMENTS
DEPT. /DIV. POLICY ISSUE PROPOSED PERSONNEL
REQUEST /JUSTIFICATION FUNDING SOURCE SALARY / BENEFITS NON- PERSONNEL COMMENTS COUNCIL ACTION
NEW POLICY ISSUE:
Elimination of 6 Vacant $445,590 Unbudgeted
Positions
Budget Wrap -Up 23
24 Budget Wrap -Up
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: City Council
POLICY ISSUE TITLE: Cap and /or Eliminate all Outside Agency Funding
City Council Legislative Request Form
No. 08-
Date: Requested Reply Date:
Requested By Council Referred To Staff /Council Committee:
❑ Ad Hoc Arts Committee
Member(s): 4 Budget Committee
❑ I ave Edler ❑ Downtown Futures Committee
r ' Micah Cawley ❑ Economic Development Committee
❑ Kathy Coffey ❑ Hearing Examiner Review Committee
❑ Rick Ensey ❑ Intergovernmental Committee
❑ /Norm Johnson ❑ Labor Management Committee
Bill Lover ❑ Neighborhood Development
❑ Neil McClure ❑ Public Safety Committee
❑ Regional Public Safety Task Force
❑ Rules and Procedures Committee
❑ Strategic Priorities /Mission and Vision
❑ Transit/Transportation Committee
ES}.IIC,�) a1
Subject /Description op _e• �� 90sco czl
- er f "
1 -47� AS'U' o� Ci1ii FS D2'N
OcsrS'oz
(air vat-2 Crq 9�tS ac7PD r
Fiscal Impact (if any):
Estimated$elt: S* E en/C 100,60 -
Funding Source: aRC '+5tl F • • M`6 '
Please copy your response to Cally in the City Manager's Office
Committee Action Taken:
Completed By:
Staff:
Committee:
Date:
Budget Wrap -Up 25
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Fourth of July Committee - Budgeted
4
'OK rwir
(
tirtn4nv,�unea:
November 20, 2008
Ms. Rita M. DeBord
Finance Director
Department of Finance & Budget
City of Yakima
129 N. 2 Street
Yakima, WA 98901
Dear Ms. DeBord:
The Fourth of July Committee is grateful for the opportunity to be a part of the City of
Yakima's 2009 budget. The City's 2008 donation of $5.500 was crucial in bur efforts to
help raise the approximately $70,000 needed to stage Yakima's 4`'' of July celebration
and its biggest one -day event.
We are again asking the City to fund us at the same level as it did this year, $5,500. As in.
the past, these funds help offset the costs of (of course) fireworks, as well as insurance,
security and entertainment (to name only the major cost centers).
Attendance at the 4 ofJuly, One World, One Valley, One Nation event at State Fair
Park in 2008 remained at an estimated 20,000 Yakima and Yakima Valley residents.
Families from the entire Yakima Valley make plans each year to attend and the $23,000+
fireworks show — by far the region's largest — provides a great incentive for City of
Yakima residents not to put on illegal backyard shows of their own.
We again thank you for considering our request.
•
Sincerely,
Michael Shepard /
Chairman
Yakima 4' of July Committee
26 Budget Wrap -Up
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Sunfair Association — Budgeted
- yakima sun raliz festival, association
P.O. Box 471
Yakima, Washington 98907 -0471
(509) 452 -7108
i -mail: sunfairparade @aol.com
•
City of Yakima
129 No. 2nd Street
Yakima, Wa. 98901
The Sunfair Festival Association has been producing Yakima's premier
parade since 1996. The Sunfair Parade has been a part of Yakima for forty seven years.
The event is held in conjunction with the opening of the Central Washington
State Fair. This year we had over 130 entries, many from outside of Yakima..
Attendance along the parade route was probably in the area of 8- 10,000 people.
We feel that "our" parade is a definite asset for the city of Yakima.
Please consider our request for $1000 to help with our costs of producing the 2009
edition of the Sunfair Parade.
Respectfully:
Gene Dawson , President
Bob Brown, Secretary- Treasurer
Budget Wrap -Up 27
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Yakima Basin Storage Alliance (Black Rock Reservoir) — Budgeted
HISTORICAL CONTRIBUTIONS TO YAKIMA BASIN STORAGE ALLIANCE
2004 2005 2006 2007 2008 TOTAL
Water Operating $60,000 $36,000 $18,000 $18,000 $18,000 $150,000
Irrigation Operating 0 24,000 12,000 12,000 0 48,000
General Fund 0 0 0 0 12,000 12,000
TOTAL $60,000 $60,000 $30,000 $30,000 $30,000 $210,000
28 Budget Wrap -Up
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Citizens for Safe Yakima Valley Communities / Blockwatch &
Crime Free Rental Housing Support - Budgeted
G d Post Office Box 1490 • www.yakima.org
R ATE YAM M A 10 North Ninth Street, Yakima, WA 98907
TEL: 509/248.2021 • FAX: 509/248.0601
C H A M B E R❑ F C O M M E R C E E MAIL: chamber @yakima.org
November 26, 2008
TO: Honorable Yakima City Council Members
Mr. Dick Zais, Yakima city Manager
RE: Two Out -side Service Agreements submitted by the Greater Yakima
Chamber of Commerce on behalf of the Citizens for Safe Yakima
Valley Communities (CSC).
Dear Yakima City Council Members and Mr. Zais:
The Greater Yakima Chamber of Commerce respectfully submits the attached
proposals seeking the establishment of two separate out -side service
agreements between the City of Yakima and the Citizens for Safe Yakima Valley
Communities (CSC).
Proposal One - Continuance of the 2008 Service Agreement:
Proposal number one, originally submitted on October 3, 2008 in a letter to your
Finance Director, Rita DeBord, requests the continuance of the CSC out -side
service agreement in the amount of $20,000 for fiscal year 2009. This agreement,
if approved, would be leveraged by a matching Yakima County investment of
$20,000 and enable CSC to continue its high value programs directed at
reducing crime and the causes of crime within the City of Yakima.
These programs include, but are not limited to; Summer Jobs for Disadvantage
Youth, a program initiated by CSC, the execution of our multi media Meth.
Reduction campaign (also funded by the County and the state Attorney General's
office), CSC's Legislative Action effort, Faith and Families outreach programs
and the Youth Forums events. In addition to these programs, CSC has played a
key role in coordinating the efforts of many other organizations, both private and
public. Please note that we have revised the letter and added a section to the
initial proposal outlining how CSC would apply this funding to achieve it's
objectives in 2009.
Proposal Two - Requesting a New Service Agreement for CSC to Manage the
Yakima Police Department's Second Chance Program for Crime Free Rental
Housing and Block Watch Programs.
•
Budget Wrap -Up 29
This proposal seeks the partial use of the. Byrne Grant funding, awarded to
Yakima's Police Department, to expand neighborhood policing through
prevention, intervention and aggressive suppression of crime in high -crime
neighborhoods. CSC's role would be to administer two programs; (1) the Crime
Free Rental Housing program (CFRH) and (2) to expand the existing, but under
funded, Block Watch programs in these neighborhoods. This money does not
come out of the city's general fund. CSC was invited by YPD to submit this
proposal.
In the city's initial application for the Byrne Grant, the YPD suggested that in
addition to increasing personnel in the city's Community Services Division, they
would like to contract with CSC to serve as the sole provider to coordinate the
City's Block Watch and the Crime Free Rental Housing programs and manage
the Community Needs surveys. We believe CSC is uniquely qualified to perform
this work for Yakima's Police Department and do so at a cost savings to the city.
Should you have questions or desire further information, please do not hesitate
to call me anytime.
Thank you for your consideration of CSC's two proposals.
Mike Morrisette
President & CEO
Cc: Sam Granato, Chief of Police
Mike Leita, Yakima County Commissioner
30 Budget Wrap -Up
YAK MA \
Citizens for iCOMMUNIT I
Q'JYI TV
►., afe Yakima Valley 10 N. 9th Street
P.O. Box 1490
C ommunities Yakima, WA 98907
Phone: (509) 248 -2021
Building safer communities citizen by citizen Fax: (509) 248 -0601
October 3, 2008
Rita DeBord, Finance Director
City of Yakima Department of Finance & Budget
129 N. Second Street
Yakima, WA 98901
Subject: 2008 Report and 2009 Request for Funding
Citizens for Safe Yakima Valley Communities (CSC) is pleased to submit this report covering
our organization's performance pursuant to our 2008 service contract for $20,000 with the City of
Yakima. We are also requesting continued support in the amount of $20,000 from the City for
CSC programs and outreach for 2009.
During our first year of funding from the City of Yakima, 2008, we had extensive results for our
programs. We respectfully submit the attached schedules and PowerPoint presentation as
information in addition to what is reported in this letter.
REPORT
National Night Out - We supported an assembly of Neighborhood Block Watch program leaders
on a monthly basis aimed at reinforcing the Neighborhood Block Watch program and expansion
of the number of neighborhoods within the City with organized Block Watch Programs. We also
planned and held the annual National Night Out Kick -Off Party (NNOKOP) that promotes public
participation in Block Watch and public safety in general (see attached report).
One challenge CSC faced was the lack of direct access to the names of City Block Watch
participants. To work around this challenge, YPD personnel in charge of the Block Watch
Program were requested to invite current Block Watch program participants to the regular
meetings. Some block captains participated on an irregular basis, but CSC believes this restriction
may have reduced potential Block Watch program participant participation in the planning of
NNOKOP. In order to promote more participation at all levels, CSC recommends information
sharing_for_ the _benefit_of growing_the-number-of Block -Watch - groups - in-the - City.
—
Summer Jobs for Disadvantages Youth - CSC, in partnership with Yakima's South East
Community Center and citizen volunteers, worked with local businesses to create over 100 jobs
for 100 youth in the summer of 2008. We held a career fair and employment training day that
served over 200 youth. Many local businesses and educational institutions were available on -site
to answer questions from students and some employers recruited at the event. Every youth
participant enjoyed receiving help preparing their resume and job applications. They also
received group training on what to expect on their first job, at least one personalized interview
experience, and an opportunity for peer -to -peer review of the experience. These benefits are of
course in addition to their paid four week part -time work experience.
CSC is supported by grants from Yakima County, City of Yakima, Yakima Valley Community Foundation as well as
individuals and businesses in our community. We thank them for their dedicated service and support.
CSC's fiduciary agent is the Yakima Chamber Foundation which is a 501(c)(3) organization as defined by the ITS,
Federal Tax ID #91- 1692873.
Budget Wrap -Up 31
Campaign to Reduce the Use of Methamphetamine — Our team of professionals and volunteers
worked together to plan and develop an aggressive educational and media campaign directed at
reducing addition to Methamphetamine and the causes of addiction associated with the use of all
illegal drugs. The process was slowed by the lack of funding for our original plan. The plan has
since been modified with the support of the Team and the leadership of CSC. We feel we are on
target and should launch a product in the first quarter of 2009.
Regional Youth Forum — We organized and conducted three youth forums within the County of
Yakima; Yakima Juvenile Detention Center (YJDC), Eisenhower High School, and Toppenish
area. Our goals including engaging youth in self - initiated projects aimed at reducing juvenile
crimes, gang membership, and the causes of crimes in their respective communities. What we
learned from our local youth was amazing. We have included a document that was created with
direct input from youth detained at the YJDC.
Toppenish youth planned, organized, and held a community carnival at Lincoln Park in
Toppenish (see attached). This group of youth would like to continue planning events that
engage youth and adults in healthy activities. We look forward working with them in the future.
Benchmarking Results — CSC staff supported neighborhood policing (Emphasis Patrols) by
providing independent and separate labor and time to mail and collate public perception survey
responses. CSC worked through an established City Memorandum of Understanding, and used
an approved survey system maintained and operated, with Yakima Valley Community College.
Reports generated from the responses received represented a fair, valid, and diverse cross section
of Yakima. Survey results have been delivered to the appropriate YPD personnel.
CSC Operations and Staffing — CSC operations were effectively and efficiently maintained
through multiple funding streams of which the City is a major contributor.
We believe significant strides have been made in our community toward empowering citizens,
improving public safety and reducing crime in both the systemic and systematic realms. CSC is a
connecting organization that engages citizens in discussions about important public safety issues
and programs. We then act accordingly for the benefit of public safety. We will stay diligent in
our efforts.
REQUEST
Funding from the City of Yakima was instrumental in our success and will be in the future. We
look forward to our continued service to the citizens of Yakima Valley and look forward to the
support and participation of the City of Yakima.
In 2009 our goals include the continuance of the following programs and services and potentially
the start of others:
National Night Out Against Crime — This is a one -day, once a year event. CSC will support an
assembly of Neighborhood Block Watch Program leaders and interested community members in
a celebration of community service organizations. The event is designed to highlight community
services and their availability to and relationship with the public, as well as promote Block
Watch. The assembly includes the coordination of essential community services, the use of
volunteer labor, public announcements for the event, coordination of entertainment, providing a
meal to approximately 1,000 people for free, and other necessary services to hold the event.
32 Budget Wrap -Up
Summer Jobs for Kids program - Work with businesses, volunteers, academic entities, and the
South East Community Center in a collaborative team environment to create —100 part-time
summer jobs for youth and conduct an annual career fair to introduce youth employment
opportunities, work related training, assistance with resumes and job applications, interviews, and
more.
Campaign to Reduce the Use of Methamphetamine — Develop and launch and aggressive
educational media campaign directed at reducing addition to methamphetam.nie and the causes of
addiction associated with the use of all illegal drugs. This campaign will specifically target
Yakima Valley.
Faith & Families Team — This team is a coalition of faith based organizations. Strong
communication between team members helped organize and promote community faith based
events including prayer rallies, distribution of prayer cards with a prayer for gang members,
prayer walks, making connections with local schools, coordination of extreme winter weather
shelters including training of 100 volunteers, and the creation of HOPE (Helping Our People
Engage) which is a program designed to increase unity among pastors in our valley. Additional
interconnected faith based activities also sprung out of this groups communications and are
spearheaded by individual faith based organizations.
CSC Operations and Staffing — Support the cost of operations, staffing and logical expenses
associated with sustaining the CSC volunteer based organization. CSC connects many
organizations working toward the same goals of reducing risk factors and increasing protective
factors in our community in an effort to reduce crime and increase safety for everyone. These
activities are inductive to a cohesive community effort aimed at increasing safety and reducing
crime in Yakima Valley.
CSC submits a request for program and operational support in the modest amount of $20,000.
See budget below for expense detail.
FINANCIAL REQUEST AND OPERATING BUDGET
For One Year (January 1, 2009 to December 31, 2009)
2009
Staff Compensation, Payroll Expenses, etc. $17,100
Office Space, Administrative Support, Supplies,
Office Equipment, etc. 1,800
Event and Neighborhood Programs Logistics 600
Printing & Publications 500
Total $20,000
Budget Wrap -Up 33
Should you have any questions regarding this submission, please contact myself or the CSC
Chairman of the Board, Mike Leita at 574 -1500.
Since el , /7
' are . H.lden
`xecutive Director
Cc: Mike Leita, Chairman of the Board
Mike Morrisette, Secretary /Treasurer
Attachments: Printed CSC PowerPoint presentation
Board of Directors Listing
CSC Brochure
Other reports as noted in the letter
34 Budget Wrap -Up
November 24, 2008
TO: Yakima City Council
FR: Citizens for Safe Yakima Valley Communities (CSC)
RE: Proposal to use funds from the Federal Byrne Grant "Second Chance
Yakima" to underwrite an outside service agreement with CSC to
administer the City's Crime Free Rental Housing (CFRH) and Block Watch
Programs.
GENERAL CONCEPT:
The City of Yakima was recently awarded a $335,381.00 Congressionally
Mandated grant from the U.S. Department of Justice to be used by the Yakima
Police Department to significantly reduce crime in our most at -risk neighborhoods
through a three - phased program involving prevention, intervention and
aggressive suppression.
In applying for the grant YPD asked for funding to underwrite the costs of their
new Crime Free Rental Housing Program (CFRH) and to beef up the already
existing neighborhood Block Watch program which has been in decline over the
last few years. (In 2001 there were approximately 129 active Block Watch
programs in the City and today there are fewer than 35 to 40 Block Watch
groups, none of which are in our higher crime neighborhoods).
In the City's initial application for the Byrne Grant, the YPD suggested that in
addition to increasing personnel in the Community Services Division, they would
consider a contract with CSC to serve as a sole provider to coordinate the City's
Block Watch and Crime Free Rental Housing programs and to be the
administrator for the community needs survey.
With this proposal, CSC is requesting that the City Council approve your Police
Department's plan to contract out the administration and coordination of the
Crime Free Rental Housing and Neighborhood Block Watch programs to CSC
under the terms of the Scope of Services contained herein.
Budget Wrap -Up 35
WHY WE THINK THIS IS A GOOD IDEA:
Outsourcing this work, funded through the Byrne Grant, not the General Fund,
offers a number of benefits for the City, YPD and CSC.
1. CSC and YPD Goals are the same:
Crime Free Rental Housing and the Neighborhood Block Watch programs
are in perfect alignment with CSC's current program of work and fall within
CSC's goals and objectives. For the past two years, CSC has organized
and underwritten a National Night out picnic at Franklin Park in an effort to
recruit new neighborhoods to adopt Block Watch programs.
Compromising this effort was a lack of YPD personnel to manage existing
and future neighborhood programs. CSC staff has experience working
with the successful County Block Watch program and desires to help YPD
expand the City's program through this opportunity to combine CSC
efforts with those of the YPD.
2. Contracting the work out can save the City money:
The City can leverage the dollars it received from the Byrne Grant by
utilizing the services of CSC staff and Board volunteers. It is estimated
that CSC can provide a staff person, working out of the Chamber's CSC
office and the YPAL office respectively, for approximately 60% the cost of
a full -time commissioned police officer. CSC can utilize meeting and office
space at the Chamber of Commerce. This includes front desk services,
office equipment to include a dedicated computer and Internet services,
office supplies and meeting space.
3. It could free -up Police Officers needed for other duties:
Utilizing CSC staffing to administer these two programs would free -up
officers currently assigned as administrators so they can be employed to
execute the neighborhood emphasis patrols and other programs
contained in the Second Chance program proposals. These positions
require the use of commissioned officers.
4. An outside service agreement with the City to perform the duties
described in the Scope of Services would not only help underwrite the
CFRH and Block Watch programs but would also help sustain the
operations of CSC and their other public safety programs for the next two
years.
36 Budget Wrap -Up
SCOPE OF SERVICES:
Citizens for Safe Yakima Communities (CSC) will coordinate Yakima Police
Department's community outreach efforts to include; Safe Neighborhoods, the
Neighborhood Block Watch program, the Crime Free Rental Housing (CFRH)
program and to administer the community needs surveys.
CSC agrees to perform the following Scope of Services:
1. Hire a Project Coordinator who will serve as a conduit between service
providers, residents, education, faith, and law enforcement to oversee the
Yakima Police Department's Second Chance initiative, which includes, but
not limited to;
a) Coordinate and maintain communication' with landlords and the
police department regarding police incidents on their properties.
b) schedule instructors and coordinate CFRH landlord classes.
c) work with landlords to educate them on how to meet all the
requirements for CFRH.
d) coordinate the operation of the CFRH throughout the City, with an
emphasis on rental properties within the project target areas.
e) assure prospective neighborhoods meet all the criteria for forming a
neighborhood watch, block watch, or program(s) focused on the
needs of the neighborhood.
f) will ensure groups have met each of their required obligations
and /or have all the resources necessary to accomplish them in a
timely manner.
g) will ensure Crime -Web alerts are current for each block watch
group.
h) will maintain regular contact with block captains with an emphasis
on project target neighborhoods.
I) will provide the Yakima Police Department with the required data to
maintain accurate and up -to -date records regarding block watch
and - crime- free - rental- housing. — - --
j) coordinate Gang Resistance Education And Training (GREAT)
parental education services to residents
2. The Project Coordinator will serve as the Yakima Police Department's
liaison between law enforcement, prevention, intervention, and
neighborhood revitalization activities, services, and programs in the
targeted neighborhoods.
Budget Wrap -Up 37
3. The Project Coordinator will be responsible to assist law enforcement in
identifying, coordinating, and reporting on the results of focused emphasis
patrol sweeps which will target those areas of the selected high crime
neighborhoods whose residents are subjected to repeated gang activity,
violence, narcotics trafficking, and other criminal activity.
4. It shall be the responsibility of the Project Coordinator to conduct pre and
post surveys of the targeted neighborhoods. The Project Coordinator will
work with other neighborhood groups, organizations, education, faith
community and other in the targeted neighborhoods.
5. The Project Coordinator will work with residents to increase public
willingness to report criminal activity by 20% in both neighborhoods.
6. The Project Coordinator will be responsible to improve the public
perception of safety within the target areas by 20% by the end of the
project. The Project Coordinator will ensure the Community Needs
Survey asks ten questions regarding how residents feel about their safety
in their neighborhood. Responses will be assigned a numerical value and
can be compared pre and post emphasis sweep and even year to year.
7. The Project Coordinator will be responsible to work with the Yakima Police
Department to improve the public perception in regard to community
relationship with Police Department. The Project Coordinator will ensure
the Community Needs Survey asks four questions about what residents
think about Yakima Police officers. The responses will be assigned
numerical values to plot any change pre and post emphasis sweep and /or
year to year.
8. The Project Coordinator will work with Yakima Police Department GREAT
Officers and Student Resource Officers to ensure every student in the
fourth and seventh grades are asked whether they trust that Yakima
Police are there to help them.
CSC proposes to employ a full time Program Coordinator with the responsibility
of administering and coordinating the services necessary to successfully achieve
- the program objectives of both the Crime Free Rental Housing and
Neighborhood Block Watch programs. CSC staff and Board members are
familiar with both programs and their combined resources would be applied to
ensure the outcomes proposed in the Byrne Grant.
38 Budget Wrap -Up
WHY A PARTNERSHIP BETWEEN YPD, CSC AND NEIGHBORHOODS
WOULD WORK WELL:
The primary purpose of securing outside funding to support the City's Second
Chance Program was to bolster the number of Police Officers and Code
Enforcement Officers who could focus on special emphasis patrol operations in
our high crime neighborhoods. We know that these programs work well when
residents become involved in the planning and coordination of the program, and
take ownership of their own neighborhoods. We believe having CSC involved as
administrator and coordinator will enhance citizen involvement for a number of
reasons.
1. Community Needs Survey:
Administrating Community Needs Surveys and benchmarking results is
crucial to success. Increased police presence cannot be the sole focus of
a planned response. Over the past three years the City has concluded that
when we forego, ignore or simply go through the motions responding to
surveys, we will not reduce crime to the same degree as when we
faithfully heed the survey results and sincerely attempt to respond to the
issues raised. In doing this, the most significant lesson learned from past
emphasis patrols is the need for building relationships with the community
as well as with the police. Our experience, and the past Community Needs
Surveys indicate, that the people within our high crime neighborhoods do
not feel connected to or included in their neighborhoods, nor do they feel
comfortable going to the police. Having a third, impartial and objective
oversight and coordinating role, CSC can improve neighbor to neighbor
acceptance and citizen participation in these programs. CSC's Community
Needs Survey would come from our organization, not the police, and have
ten questions about how residents feel about the safety of their
neighborhoods. Our survey would also have questions about how
residents feel about Yakima Police Officers. A base -line survey will be
conducted before neighborhood policing takes place and afterward to
measure success.
2. Block Watch Programs:
We know, due to cultural differences, the typical block watch program that
might work in the more affluent neighborhoods does not necessarily work
in high -crime neighborhoods. Residents in our poorer and more ethnically
diverse neighborhoods are often reluctant to report on their neighbors for
fear of retribution. Also, previous neighborhood Needs Surveys showed
people in lower income neighborhoods, while concerned about crime,
were equally concerned about issues like abandoned cars, weeds in the
alley, street lights, and other conditions they felt contributed to their high -
crime rates. With CSC coordinating efforts, the new emphasis on this
program could be neighborhood programs organized to assist residents to
engage in self -help clean -up efforts to instill pride and ownership among
neighbors.
Budget Wrap -Up 39
3. Crime Free Rental Housing:
CSC's role is to coordinate and maintain communication between
landlords and the police department regarding policing incidents on their
properties. However, CSC's unique contribution will come with their ability
and resources to conduct training opportunities for landlords to enhance
their abilities to deal with problem rentals.
GOALS, OBJECTIVES AND PEROFRMANCE MEASURES:
For the Block Watch Program:
CSC's management and coordination efforts will be limited to two high -crime
neighborhoods - as identified by the YPD. CSC's Goals are:
(a) We will Increase public willingness to report criminal activity by 20% in
both neighborhoods by the end of the second year. (Based on calls to
911)
(b) We will at least double the number of block -watch groups in both
neighborhoods using self -help, CSC organized clean -up projects by the
end of the second year.
(c) We will improve the public perception of safety within the target areas by a
least 20% by the end of the project using the benchmark Community Need
surveys as a measurement tool.
(d) We will improve the public perception with regard to community
relationship with Yakima Police by the end of the project using the
benchmark Community Need surveys as a measurement tool.
For the Crime Free Rental Housing Program:
We will serve as a record keeper and communicator between the YPD and area
landlords to track the number of incidents occurring at their properties and by
assisting landlords with information and the means to remedy problems when
they occur.
40 Budget Wrap -Up
FINANCIAL REQUEST AND OPERATING BUDGET
For Two Years (January 1, 2009 to December 31, 2010) Year One Year Two
Staff Compensation, Payroll Expenses, etc. $35,000 $35,000
Office Space, Administrative Support, Supplies,
Office Equipment, etc. 6,000 6,000
Event and Neighborhood Programs Logistics 12,000 12,000
Printing & Publications 3,000 3,000
Training Resources, Speaker's Fees, etc. 3.000 3,000
Total $59.000 $59.000
SUMMARY:
We believe this is one of those examples where a partnership between a public
entity (Yakima Polices Department) and a private, citizens group (Citizens for
Safe Yakima Valley Communities) will dramatically increase the productivity of
these neighborhood outreach programs. On the one hand, it will free -up
commissioned police personnel to do what they do best, intervention and
suppression of crime in Yakima. On the other hand, it will provide CSC with
opportunities to expand their programs aimed at preventing crime and the causes
of crime in Yakima. And at the end of the day, this partnership will have
leveraged public dollars, without impacting on the city's general operating
budget, and empowered not only the YPD and CSC, but the very people we seek
to serve.
Questions and further information can be obtained by contacting Mike Morrisette
(509) 248 -2021 Mike(a�Yakima.org, or Carol Holden, also at (509) 248 -2021 or
Carol(a Yakima.org.
Budget Wrap -Up 41
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Yakima Symphony Orchestra — Unbudgeted
t_: a
S m b on tJ 32 No. 3rd St., #333 • Yakima, WA 98901
Ovc estra 509 - 248 -1414 • FAX 509 -457 -0980
BOARD OF DIRECTORS
Executive Committee:
Doug Peters November 19, 2008
President
•
Jim Meyer
Vice President MS. Kathy Coffey .
Gwen Chaplin
Secretary •
Clmrles Hanses Yakima City Councilwoman
Treasurer
James Flint
Gail Weaver 129 N 2 " Street
Members at Large
John Rossmeissl Yakima, WA 98901
Past President
Directors, Dear Councilwoman Coffey:
Maureen Adkison
Sandra Dahl
Daniel DeSiga I would like to take just a moment of your time to clarify my answer to your question last
Fred Erickson evening regarding the expansion of.the educational programs of the Yakima Symphony
Bunker Frank g g g p p g
NatalieMarrinkus Orchestra. Yes, we like every other organization would love to expand the good works we do
Tap Menard
Corinne Murphy -Hines however, the issue at the moment is maintenance. As I stated in my original letter although we
Ann Orminski have many projects for the youth of our community, unless we have a fully functional orchestra
'th Riemcke
en Singel, M.D. we will not be able to maintain those programs.
Mary Wright
Yakima Youth As stated last evening, the YSO is a unique part of our community, contributing to our economic
Symphony Orchestra development and professional recruitment as well as educating and entertaining. As we see our
Libby Kopczynski Moore assets decline in our current economy, we now turn to the city to which we contribute and ask
Yakima Symphony for your help in maintaining the programs that have been applauded near and far. We wish to
Chorus
Sandy Baxter continue to bring young Hispanic music students from Morelia to Yakima to visit our schools and
our students. We wish to continue our collaboration with Seattle Opera Young Artists and the
Opera Goes to School program. We want to continue to take music into all of our schools and
invite students to the Capitol Theatre for a concert designed just for them. All of these costs are
rising and we need your help.
Therefore it is not a question of expanding our programs but of maintaining the ones we have
and not running the risk of losing one single opportunity we can offer to our youth that we come
to the City of Yak' elp. .
Thank you fo your time.
Sincerely, O e l f f J/ / 6/(i V
cc: Councilmen Edler, Cawley, Ensey, Johnson, McClure and Lover
42 Budget Wrap -Up
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Community & Economic DIVISION: Codes
Development
POLICY ISSUE TITLE: Increase 2009 Humane Society Contract
INTEROFFICE MEMO
November 26, 2008
TO: Honorable Mayor & City Council
FROM: Joe Caruso, Acting Code Administration Manager
SUBJECT: Animal Control Revenues
Enclosed is a breakdown of the 2006 - 2007 -2008 Animal Control License revenues:
2006 Revenues $ 48,931 Licenses sold — 2701
2007 Revenues $ 35,403 Licenses sold —1618
2008 Revenues $12,590 Licenses sold —1748
(Jan. -Oct. 31st)
The comparisons are between a year with the old fees (2006), the transitional year of 2007 (the
fees changed in December), and 2008 year -to -date with the new fees that were implemented in
December 2007. As you can see, there has been a large drop in revenue since implementing the fee
schedule in 2007, a difference of $36,341 from 2006 to 2008.
Budget Wrap -Up 43
DOG LICENSE INFORMATION
2006
YEAR # OF LICENSES REVENUE
Altered Dogs @ $15.00 per tag 322 $4,830
Altered Dogs (3 year tag) @ $33.00 per tag 321 10,593
Altered Renewals @ $12.00 per tag 1314 15,768
Unaltered Dogs @ $30.00 per tag 170 5,100
Unaltered Dogs (3 year tag) @ $70.00 per tag 3 210
Unaltered Renewal @ $25.00 194 4,850
Senior Citizen @ $25.00 lifetime 301 7525
Disabled Citizen (Free Tag) 65 0
Replacement Tag @ $5.00 11 55
Total Licenses sold: 2701 $48,931
2007*
YEAR # OF LICENSES REVENUE
Altered Dogs 146
Altered Dogs (3 year tag) 154
Altered Renewals 909
Unaltered Dogs 58
Unaltered Dogs (3 year tag) 6
Unaltered Renewal 145
Senior Citizen - lifetime 168
Disabled Citizen (Free Tag) 27
Replacement Tag 5
Total Licenses sold: 1618 $35,403
2008 **
YEAR # OF LICENSES REVENUE
Altered Dogs @ $5.00 per tag 1285 $6,425
Unaltered Dogs @ $30.00 per tag (New) 62 1,860
Unaltered Dogs @ $30.00 per tag (Renewal) 96 2,400
Senior Citizen Altered Dogs @ $5.00 (lifetime) 214 1,070
Senior Citizen Unaltered Dogs @ $30.00 (Lifetime) 26 780
Disabled Citizen (Free Tag) 54 0
Replacement Tags @ $5.00 11 55
Total 1748 $12,590
* Prices varied as new rates were implemented in December
* *2008 License info (Actual as of October 31)
44 Budget Wrap -Up
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Public Works DIVISION: Streets
POLICY ISSUE TITLE: 40th Ave Corridor Traffic Movement Improvement Study - Budgeted
Huibregtse, Lowman Associates, Inc.
CIVIL ENGINEERING • LAND SURVEYING • PLANNING Jeffrey T.Louman, PE
Theodore W. Pooler, PE
Dennis J. Whitcher, PE
Eric T. Herzog, PL5
• • Michael T. Battle, PE
Terry D.Alapeteri, PE
• Daniel L. Hesse, PE
Gene W. Soules, PE
Heidi C. Herzog, PE
City of Yakima Dept. of Public Works
2301 Fruitvale Blvd. •
Yakima, WA 98902
•
Attn: Chris Waarvick •
Director of Public Works
Re: North 40th Avenue Improvements Study
Englewood Avenue to River Road
Dear Chris:
•
At your request, we have prepared a draft Scope of Work for the completion of a study for the
improvement of North 40th Avenue between Englewood Avenue and River Road. Several previous
studies and reports have done a thorough job of identifying existing traffic impacts and future
improvement requirements through this corridor. As existing property development adjacent to the
arterial has limited the widening options along 40th. Avenue, it would seem that further traffic analysis is
unnecessary.
The attached Scope of Work takes a direct improvement design approach and has broken the .
engineering services effort into three phases. This is to. allow the.City to control the schedule and
expenditure of funds. We estimate the following costs and completion !times for each phase. •
Phase 1 - Preliminary investigation and Design Alternate Analysis
This phase of work will require 60 calendar days to complete at an estimated cost of
approximately $12,500.
•
Phase 2 - Preferred Alternate Conceptual Design
This phase of work will require 60 calendar days to complete at an estimated cost of
approximately $11,000.
Phase 3 - Additional Services
This phase of work will be completed on an as- requested basis. The estimated cost of all of the
work items in this phase is approximately $7,000..
We are available to meet with you to discuss the attached Scope of Work at your convenience. Should
you have any questions or require additional information, please contact our office.
•
•
Very truly yours,
effrey T. Loum , PE,
JTL /rm •
Enclosure
•
Budget Wrap -Up 45
CITY OF YAKIMA
North 40 Avenue Improvements Study
Englewood Avenue to River Road
Scope of Work
Phase 1 — Preliminary Investigation and Design Alternate Analysis
1. Review existing transportation studies, traffic analysis reports and long -range
improvement plans of the 40 Avenue corridor. Summarize the important safety and
capacity issues and improvement recommendations identified in these documents.
[Chris, it does not seem necessary to me to further analyze this segment of 40 Avenue.
The City's Transportation Plan 2025 is very thorough in describing what the current
status is and what the future traffic impacts will be. As we discussed in our office,
improvements to 40 Avenue can only go so far due to existing adjacent development.]
2. Interview City staff in the Department of Public Works Traffic Engineering, Street
Maintenance, and Utilities Divisions, and the City Engineering and Planning Departments
for their input on 40 Avenue issues and future improvements.
3. Contact key "stakeholders" such as the Yakima Valley Canal Co. and existing property
owners potentially impacted by proposed widening improvements.
4. Summarize the information obtained from City staff interviews and stakeholder contacts.
Meet with City Public Works staff to review the summary. Define any new issues to be
addressed that were not previously identified in existing studies and reports.
5. Prepare aerial photograph exhibits of preliminary design alternates for corridor
improvements. The base improvements are to include a five -lane street section with four
travel. lanes, a center two -way left turn lane, two 5 -foot wide bicycle lanes, and 7 -foot
sidewalks on both sides. Examples of alternates to be considered are:
Intersection improvements at the Englewood Avenue intersection including the
possibility of northbound -to- eastbound and southbound -to- westbound right -turn
only lanes and larger. corner radii,
_ Moving bicycle lanes out of the asphalt roadway and combining them with the
pedestrian sidewalks, or designating an alternate bicycle route off of 40th
Avenue. It is unsafe to locate bicycle lanes along the outside lanes of a heavily
traveled five -lane arterial, particularly one with a significant grade such as 40th
Avenue,
Eliminating left turns into and from Powerhouse Road (at Fetcher Road) to
improve both the safety and capacity of 40 Avenue, and
Improving the River Road intersection by lengthening the northbound -to-
westbound left -turn lane and adding right -turn only lanes southbound -to-
westbound and eastbound -to- southbound.
6. Discuss preliminary design alternates with City Public Works staff and City Council, if
. requested. Determine preferred alternate for further examination.
46 Budget Wrap -Up
Phase 2 Preferred Alternate Conceptual Design
7. Perform topographic survey of 40 Avenue corridor from Richey Road to 300 feet north
of River Road. Prepare preliminary topographic plan and profile sheets of existing
alignment. Identify existing right -of -way and all easements within the corridor. [Chris, I
think it would be a good idea for this corridor study to actually. survey the existing
topography and prepare preliminary plans showing existing right -of -way. This information
can be used at a later date when engineering design would be done for the construction
project. With this information, the actual right -of -way needs and grade .issues along the
churches could be fleshed out. 4f aerial photo exhibit accuracy is okay, then you could
forego the topog and preliminary plans, but I would urge you to consider the long -term
value of having an accurate look at the corridor improvement. impacts.]
•
8. Develop preliminary "conceptual design" plans of the preferred alternate in order to
determine impacts of widening improvements on adjacent properties. Identify right -of-
way acquisition requirements and .prepare preliminary right -of -way plans. [Identifying
right -of -way need's as soon as possible will hopefully prevent approval of some future
• property improvements that would prohibit the acquisition of the right -of -way required for
widening 40 Avenue.]
9. Prepare a preliminary project cost estimate based on the preferred alternate "conceptual
design ". Meet with City Public Works staff, and City Council if requested, to discuss .
conceptual design, project impacts, and estimated costs. .
Phase 3 - Additional Services
•
10. Prepare right -of- way.legal descriptions and exhibit maps for City use.
11.. Assist City staff with initial property owner contacts to discuss future 40 Avenue
improvements and potential right -of -way acquisition.
12. Assist City staff with any neighborhood 'and /or general public meetings regarding future
improvements of the 40 Avenue corridor.
•
•
•
•
•
Budget Wrap -Up 47
2009 BUDGET WRAP -UP
POLICY ISSUE SUPPLEMENTAL INFORMATION
DEPARTMENT: Public Works DIVISION: Streets
POLICY ISSUE TITLE: Develop Upper Kiwanis Park - Phase 1 Financing — Budgeted
COUNCIL TRANSMITTAL
November 18, 2008
To: Honorable Mayor and Members of the City Council
City Manager Dick Zais
From: Chris Waarvick, Director of Public Works
Ken Wilkinson, Parks and Recreation Manager
Subject: Upper Kiwanis Redevelopment Project
We are happy to report the accomplishment of two major steps in the Upper Kiwanis Redevelopment
Project: completion of construction and official opening of the skate park and the official addition of five
parcels of land (1.88 acres) to the park's northwest corner. Parks and Recreation will work with the City
Engineering Department throughout the winter months to develop a final plan for construction of the
project's remaining elements beginning next spring.
Three financial spreadsheets have been attached to provide you with an overview of expenditures so far.
• Attachment A details actual expenditures for the current Kiwanis Park Redevelopment Project
including the property acquisition and the skate park through November 18.
• Attachment B lists the current project elements, their estimated costs and the sources of revenue
to pay for them including a $500,000 line of credit policy issue proposed for the 2009 budget.
• Attachment C summarizes expenditures the current project elements, including those required by
the State's Recreation and Conservation Office grant, over a three -year period, 2008 through
2010.
The project is expected to conclude by summer 2010.
Also included is Attachment D which summarizes expenditures for Kiwanis Park improvements from
2000 through 2010 as well as a copy the RCO grant application summary (Attachment E), the award letter
and agreement (Attachment F) and the 2006 City Council resolution authorizing the application submittal
(Attachment G).
48 Budget Wrap -Up
McDonald's
McDonal_d'S 110 South 4th Avenue
L, Yakima, Washington 98902
509/248 -2176
November 25, 2008
Dear Mayor Edler and City Council Members,
I am submitting this letter on behalf of the Yakima Rotary Club to urge you to support
the Major Policy Issue before you to fund the Upper Kiwanis Park Phase 1 development.
The service clubs, Rotary, Lions and Kiwanis, are committed to supporting the
community in many ways. This is a project that we believe is important to further the
positive recreation interests of the east side of our city. This project includes one ball
field, rest room, volleyball court, basketball court, children's playground and parking, as
defined in the successful RCO grant application.
The local service clubs have already provided $560,000.00 for property acquisition and
are planning to donate more dollars. In addition to the dollars donated for this park
development, we have also committed to volunteer our time, labor and contacts to further
this project in any way feasible. We hope that you will join us is supporting this worthy
endeavor. If you should have any questions or would need additional information, please
do not hesitate to contact me at 952 -2054 or email me at gluring a,aol.com. Thank you
for considering this request.
Warm regards,
Greg Luring
President Yakima Rotary Club
Cc.
Dick Zais, City Manager
Chris Waarvick, Director of Public Works
Ken Wilkinson, Parks and Recreation Manager
Budget Wrap -Up 49
Attachment A
Upper Kiwanis Redevelopment Project Expenditures to Date
Total Spent to Total Spent by
Date City
Property Acquisition
5 parcels of land (funded by service clubs) $560,000.00
Appraisal reviews $1,200.00
Recording fees $486.40
Harardous material inspection $8,217.49
Abatement $12,280.70
Demolition
Demoliton permits $522.60
Acquisition Subtotal $582,707.19 $22,707.19
Redevelopment to date
Currently working with Engineeering
to develop plan for one ballfield, new
restroom, sport courts (basketball and
volleyball), parking, handicap access
and Title 12 improvements to Maple.
Development Subtotal $0.00 $0.00
Skate Park
Grindline Construction $315,645.92
Grindline (Retainage) - $14,586.23
Grindline Subtotal $301,059.69
City Engineering Services $13,789.67
City Engineering Subtotal $13,789.67
Miscellaneous
Yakima Herald- Republic $300.72
WesTurf Sof $2,455.11
Yakima Herald- Republic $300.72
Miscellaneous Subtotal $3,056.55
IPR #31088 /Kiwanis Tr - $40,000.00
Siubtotal - $40,000.00
Skate Park Subtotal $277,905.91 $277,905.91
KIWANIS REDEVELOPMENT SUBTOTAL TO DATE $860,613.10 $300,613.10
11/19/08
50 Budget Wrap -Up
DEVELOPMENT COST ESTIMATES Attachment B
Upper Kiwanis Redevelopment
Estimated Cost Comment Revenue Source
SKATE PARK PROJECT
Skate Park $325,100 under construction $225,000 /City Bond
$25,000 /Tony Hawk Grant
•
$35,600 /Kiwanis Donation
14,500 /Block Grant Money
$25,000 /CBDG
SKATE PARK TOTAL COST $325,100/ Total
UPPER KIWANIS REDEVELOPMENT PROJECT
One Ballfield (225) $400,000 HLA preliminary estimate
(4/08) = $1,016,803
Restroom $110,000 Pre -Fab Concrete Unit
Parking $71,000 HLA preliminary estimate
(4/08) for 24 spaces
ADA Pathway $67,000
Grant ($500,000) plus $100,000
Maple Street Title 12 HLA preliminary estimate from Parks Capital Budget plus
Improvements $192,000 (4/08) Line of Credit ($500,000 to be
repaid with five years of REET 1
Site Prep $88,000
Parks capital allocations)
Signage $700
Utilities Relocation $12,000
A &E $110,000
Permits $5,000
Taxes $55,000
Contingency $60,000
Playground $50,000 Legend's Grant /Rotary
(Mendenhall)
Volleyball Court $5,000 In -house
Basketball Court $10,000 In house
TOTAL PROJECT COST $1,170,700 Excludes skate park, play equipment, sports courts
TOTAL CITY CONTRIBUTION $600,000 $100 (REET 1) Parks Capital plus $500 line of credit (REET 1)
TOTAL RCO GRANT $500,000 Matched by service club land donation
GRAND TOTAL $1,560,800 Includes all features * **
** Except hazardous material inspection, hazardous material removal and
demolition
1/19/08
Budget Wrap -Up 51
ti 3 -YEAR SPENDING PLAN
ta
Upper Kiwanis Redevelopment
ao
Project RCO Reimbursement Period: November 22,2007 to September 30, 2010 I 1
A
Estimated
Grant Elements Provided by
Others or City
"C2 Cost 'ear of Expenditure Forces
(Grant, Parks
2008 2009 2010
Skate Park $325,100 $325,100
One Ball Field $400,000 $400,000
Restroom $110,000 $110,000
Volleyball Court $5,000 $5,000
Basketball Court $10,000 $10,000
Playground $50,000 $50,000
Parking $71,000 $71,000
ADA Pathway $67,000 $67,000
Title 12 /Maple Street $192,000 $192,000
Site Prep $88,000 $88,000
Signage $700 $700
Utility Relocation $12,000 $12,000
A/E $110,000 $60,000 $50,000
Permits $5,000 $5,000
Sales Tax $55,000 $40,000 $15,000 In
Contingency $60,000 $35,000 $25,000 c
rt
n
TOTAL $1,560,800 $325,100 $821,000 I $349,700 $65,000
11/19/08
Kiwanis Park: Summary of Expenditures 2000 -2010
Actual Expenditures Amended Estimated Expenditures TOTAL
Budget
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Property Acquisition
Gateway Project $120,459 $789,182 $197,997 $31,222 $1,138,860
Upper Kiwanis $559,833 ** $559,833
"" Property purchased by service
clubs and donated to the city
Gateway Complex $101,262 $74,553 $2,002,580 $943,605 - $96,108 $3,290 $3,029,182
4th Ballfield $673,459 $23,685 $697,144
Skate Park $1,252 $1,043 $545 $325,100 $327,940
Upper Kiwanis Improvements $2,160 $50,000 $821,000 $350,000 $1,223,160
0
co
rt
_ d
TOTAL $120,459 $890,444 $272,550 $2,002,580 $974,827 - $94,856 $677,792 $26,390 $934,833 $821,000 $350,000 $6,976,119 I
A
11/19/08
cn
Attachment E
e coms«for Washington Wildlife and Recreation Program
UU ED Local Parks Category
�--� HECNEfliION Post- Evaluation Project Summary
_E: Upper Kiwanis Park Redevelopment/Phase 1 NUMBER: 06-1687C (Combined)
STATUS: Board Funded
SPONSOR: City of Yakima EVALUATION SCORE: 50.0556
BOARD RANKING:
COSTS: SPONSOR MATCH:
WWRP - Local Parks $500,000 39% Bonds - Council
Local $792,500 61% Cash Donations
Donated Labor
Force Acct - Equipment
Force Acct - Labor
Total $1,292,500 100% Force Acct - Materials
DESCRIPTION:
Yakima will use this grant to add nearly 2 acres to the Upper Kiwanis Park and equip the park with modern
recreational amenities such as an 8,800 - square -foot skate park, a youth baseball field, a volleyball court, basketball
court, play equipment, a new restroom, and parking. Members of the Yakima Lions, Kiwanis, and Rotary clubs
have joined forces to spearhead the improvements and have provided $500,000. This is in addition to the $700,000
they contributed to the initial development. Yakima will contribute $792,500 in council bonds, equipment, labor,
materials, and donations of cash and labor.
LOCATION INFORMATION:
Central Yakima
COUNTY: Yakima
SCOPE (ELEMENTS):
Administrative costs Outdoor Courts at Athletic Areas Signing
Allowable land costs Parking Site Preparation
Architectural & Engineering Permits Trails
Athletic Fields Playground Utilities
Cultural Resources Restrooms
Incidentals Sales Tax
ANTICIPATED ACREAGE:
Acres To Acres To Acres To
ACREAGE TYPE Be Acquired Be Dev /Restored Be Renovated
Uplands _ 1.88 1.88 8.60
FISCAL YEAR: 2008 DATE PRINTED: November 16, 2007
I PAPSUM1.RPT Upper Kiwanis Park Redevelopment/Phase 1
54 Budget Wrap -Up
F sTerE Attachment F/1
Natural Resources Building k� 4 (360) 902-3000
1111 Washington St SE ° II r,�. TTY (360 902 -1996
Olympia WA 98501 z'i3 +° Fax: (360 902 -3026
.... Box 40917 � yy a °
im is WA 98504 -0917 iae� E-mail: i Web site: www.rco.wa.gov
P STATE OF WASHINGTON rco.wa.gov
RECREATION AND CONSERVATION OFFICE
November 16, 2007
s )
Denise Nichols
Yakima Parks & Recreatioh °6-1/1/i
2301 Fruitvale Blvd
Yakima, WA 98902
RE: Upper Kiwanis Park Redevelopment/Phase 1, RCO #06 -1687C
Dear Ms. Nichols:
Congratulations on your successful application for the Upper Kiwanis Park Redevelopment/Phase 1 project.
Your project is administered by the Recreation and Conservation Funding Board (RCFB). Enclosed are two
original sets of project agreement materials. Each set contains the Project Agreement, Milestone Report,
Eligible Reimbursement Activities Report, and an Invoice Voucher. Also enclosed are policy manuals for
reference as you implement your project and seek reimbursement. After reviewing your Project Agreement
materials, please have the appropriate person sign each Project Agreement and return one signed original,
Once the. Project Agreement is signed and returned, the Upper Kiwanis Park Redevelopment/Phase 1
j < project can commence.
Prompt implementation and completion of your project is extremely important and will ensure the continuing
success and credibility of the Washington Wildlife and Recreation Program by demonstrating effective
results to citizens and policy makers.
We encourage you to offer appropriate media opportunities to help build public awareness of the project's
purposes and benefits. Acknowledging the assistance provided by this grant program helps increase the .
public's understanding of the value the funding provides to communities. Please notify your RCFB project
manager of any event celebrating your project's beginning or completion.
As always, staff is available to answer questions that may arise during project implementation. If you need
assistance, please contact Adam Cole at (360) 902 -3084 or AdamC @rco,wa.gov.
Thank you again for helping make this valuable investment in Washington State's recreation, conservation,
and natural resources.
•
Sincerely,
Rachael Langen • r
Deputy Director
Enclosures
Recreation and. Conservation Funding Board • Salmon Recovery Funding Board • Washington Biodiversity Council
Q w AGRECVR.lWashington Invasive Species Council • Forum on Monitoring Salmon Recovery and Watershed Health ' t�
Budget Wrap -Up 55
Attachment F/2
WWRP Project Agreement
Outdoor Recreation Account
ijectSponsor: City of Yakima Project, Number: 06-1687C
Project Title: Upper Kiwanis Park Redevelopment/Phase 1 Approval Date: 6/7/2007
A. PARTIES OF THE AGREEMENT •
This Project Grant Agreement,(Agreement). is entered into between. the Recreation and Conservation Funding Board
(RCFB), P.O. Box 40917, Olympia, Washington 98504- 0917•and City of Yakima, 129 N Second St, Yakima, WA
98901(Sponsor) and shall be binding upon the agents and all persons acting by or through the parties.
•
B. PURPOSE OFAGREEMENT ..
This.Agreement sets out the terms and conditions by which a grant is made from the Outdoor Recreation Account of
the. State of:Washington's.General Fund. The grant is administered by the RCFB to the Sponsor for the project
named. above.
C. DESCRIPTION OF PROJECT
The subject Project is described on the attached Project Summary. "
D. TERM OF AGREEMENT
The Project Sponsor's on -going obligation for the above project is,perpetual unless otherwise identified in this,
Agreement.
•
E. PERIOD OF PERFORMANCE
The Project reimbursement period shall begin on November 22, 2007 and end on September 30, 201 •0. No
expenditure made'before'or after this period eligible for reimbursement unless incorporated by written amendment
into this Agreement.
F. PROJECT FUNDING
The total grant award provided by the: RCFB for this project shall not exceed $500,000.00. The RCFB shall not pay •
any amount beyond that approved for funding of the project. The Sponsor -shall be responsible for all total. project
costs that exceed this amount. The 'contribution by the Sponsor toward work on this project at a minimum shall be as
indicated below:
Percentage Dollar Amount-
RCFB - WWRP - Local .. 38.68% $600,000.00..
• Project Sponsor 61.32% $792,500.00
Total Project Cost 100.00% $1,292,500:00
G. RIGHTS AND OBLIGATIONS
All rights and obligations of the parties to this Agreement are subject to this Agreement and its attachments, including
• the Sponsor's Application, Project Summary, Eligible Reimbursement Activities Report, Project Milestones, and the
General Provisions, all of which are attached hereto and incorporated herein.
Except as provided herein, no alteration of any of the terms or conditions of this Agreement will be effective unless
provided in writing, All such alterations, except those concerning the period of performance, must be signed by both
parties. Period of performance extensions need only be signed by RCO's Director.
The Sponsor has read, fully understands and agrees to be bound by all terms and conditions as set forth in these
documents.
H. .COMPLIANCE WITH APPLICABLE STATUTES, RULES, AND RCO POLICIES
This Agreement is governed by, and the Sponsor shall comply with, all applicable state and federal laws and
regulations, including Chapter 79A.15 RCW, Chapter 286 WAC and published agency policies, which are
incorporated herein by this reference as if fully set forth.
WWRP Project Agreement • Outdoor Recreation Account
Chapter 79A.15 RCW, Chapter 286 WAC Page 1 of 2
PROJAGR.RPT
56 Budget Wrap -Up
I. ADDITIONAL PROVISIONS OR MODIFICATIONS OF THE GENERAL PROVISIONS
1. On July 1, 2007, the name•of the Interagency Committee for Outdoor Recreation changed to the
Recreation and Conservation Funding Board and the office name changed to the Recreation and
Conservation Office. The General Provisions of the Project Agreement do not reflect this change. To
allow immediate implementation of this project, the existing provisions are hereby incorporated into the
agreement. All references to the Board refer to the Recreation and Conservation Funding Board.
References to the Office refer the Recreation and Conservation Office.
2. Before reimbursement of any property or development related expenses, the sponsor must comply with
Governor's Executive Order 05 -05 regarding Archeological and Cultural Resources for the scope of
work approved in this Project Agreement. The Recreation'and Conservation Office will issue a notice
to proceed when appropriate documentation has been received. •
In the event.that archaeological or historic materials are discovered during project activities, work in the
imrriediate vicinity must stop; the area must be secured, and the Sponsor must notify the concerned
tribe's cultural staff and cultural committee, the Recreation. and Conservation Office, and. Department of
Archaeology and Historic Preservation.
•
J. FEDERAL FUND INFORMATION
(none)
•
K. PROJECT GRANT AGREEMENT REPRESENTATIVE
All written communications sent to the Sponsor under this Agreement will be addressed and delivered to:
Project Contact RCFB
Name:. Denise Nichols Recreation and Conservation Office
Title: Natural Resources Building
Address: 2301 Fruitvale Blvd PO`Box 40917
Yakima, WA 98902 Olympia, Washington 985040917 •
• www. rco.wa. gov /rcfb/ •
These addresses shall be effective until receipt.by one party from the-other of a written notice of any change.
L, ENTIRE AGREEMENT
This agreement, along with all attachments, constitutes the entire agreement of the parties. No other understandings,
oral or otherwise, regarding this Agreement shall exist or any of the
M. EFFECTIVE DATE
This agreement, for project #06 1687C, shall be effective upon signing by all parties.
STATE OF WASHINGTON
RECREATION AND CONSERVATION OFFICE
BY: Ci� � (( ,1 DATE: 1 G (>/
Rachael Langen, Dec � y- Director: , - - -
PROJECT SPONSOR
BY: DATE:
TITLE:
•
Pre - approved as to form:
BY: /S/
Assistant Attorney General
•
WWRP ProiectAgreemept Outdoor Recreation Account
Chapter 79A.15 RCW, Chapter 286 WAC Page 2 of 2
PROJAGR.RPT
Budget Wrap -Up 57
Attachment G
RESOLUTION NO. R- 2006 -1o6
(Project #06- 1687C: Upper Kiwanis Park Redevelopment/Phase 1)
•
A RESOLUTION authorizing application for funding assistance for a Washington Wildlife
and Recreation Program'(WWRP) project to the Interagency Committee
• for Outdoor Recreation (IAC) as provided in Chapter 79A.15 RCW, for
restoration and acquisition, of outdoor recreation lands.
WHEREAS, the City of Yakima has approved a Parks and Recreation Comprehensive Plan that
includes this project area; and
WHEREAS, under the provisions of WWRP, state funding assistance is requested to aid in
financing the cost of land acquisition and facility restoration; and
WHEREAS, the City of Yakima considers it in the best•public interest to complete the land
acquisition and facility restoration project described in the application; now therefore,
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF YAKIMA:
1. The City Manager be authorized to make formal application to IAC for funding assistance;
2. Any fund assistance received be used for implementation of the project referenced above;
3. The City of Yakima hereby certifies that its share of project is committed and will be derived
from donations from the combined donations from the Yakima Kiwanis, Lions and Rotary
Clubs supplemented by donated . labor and force account labor, materials and equipment;
4. We acknowledge that we are responsible for supporting all non -cash commitments to the
sponsor share should they not materialize;
5. We acknowledge that any property acquired or facility restored with IAC financial aid must
be placed in use as an outdoor recreation facility and be retained in such use in perpetuity
unless otherwise provided and agreed to by the City of Yakima and IAC. (Generally, IAC
approves removing facilities from the perpetuity requirement when the facilities have
' reached their designed life expectancy, or because of extraordinary vandalism, acts of
nature, fire, etc.);
6. This resolution becomes part of a formal application to IAC; and
7. We provided appropriate opportunity for public comment of this application.
ADOPTED BY THE CITY COUNCIL this 11 day of July, 2006.
/s/ DAVID EDLER
David Edler, Mayor
•
Attest:
is/ KAREN, S. ROBERTS
Karen S. Roberts, City Clerk ... .......
Certified to be a true and corr t opy >;(. 1@(I '"
original filed in my office, rfN �(�,` -Or `
CITY CLE •g PAZ
./� � 4 I /% - - 7
B
9 SHI N
58 Budget Wrap -Up
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. II
For Meeting of: July 11, 2006
ITEM TITLE: Resolution Authorizing Grant Application to the Interagency Committee for
Outdoor Recreation (IAC) for Upper Kiwanis Park Redevelopment
SUBMITTED BY: Chris Waarvick, Director of Public Works
Denise Nichols, Parks and Recreation Manager
CONTACT PERSON/TELEPHONE: Denise Nichols, 575 -6020
SUMMARY EXPLANATION:
Attached is a resolution authorizing the City of Yakima to apply for an IAC grant for
redevelopment of Upper Kiwanis Park/Phase 1. The Yakima Kiwanis, Lions, and the Rotary
Clubs will be providing combined donations for the local match for this grant.
Resolution X Ordinance Other (Specify)
Contract Mail to (name and address):
Phone:
Funding Source: Parks and Recreation Capi -I
APPROVED FOR SUBMITTAL: City Manager
STAFF RECOMMENDATION: Staff respectfully requests City Council to adopt the
Resolution authorizing application for funding assistance for a Washington Wildlife and
Recreation Program (WWRP) project to the Interagency Committee for Outdoor Recreation (IAC)
as provided in Chapter 79A.15 RCW, for restoration and acquisition of outdoor recreation lands.
BOARD /COMMISSION RECOMMENDATION:
COUNCIL ACTION:
Budget Wrap -Up 59
Ff. Wit► Washington Wildlife and Recreation Program
•Il Local Parks Category
Application Project Summary
Upper Kiwanis Park Redevelopment/Phase 1 NUMBER: 06 - 1887C (Combined)
STATUS: Application Submitted
APPLICANT: Yakima Parks & Recreation CONTACT: Denise Nichols
(509) 576 -8020
COSTS SPONSOR MATCH:
IAC $500,000 39 % Bonds • Council $225,000
Local $792,500 61 % Cash Donations $510,000
Total $1,292,500 100 % Donated Labor $25,000
Force Acct - Equipment $10,000
Force Acct - Labor $15,000
Force Acct - Materials $7,500
DESCRIPTION:
The Upper Kwanis Park Redevelopment Project/Phase 1 is step two in a long -range community plan to expand and
develop Yakima's "1-82 Corridor* as a recreation hub. This particular project focuses an the needs and desires of the
neighborhood residents. In addition to adding nearly two acres to the property known as Upper Kiwanis, it equips the
park with modem, attractive recreational amenities including an 8,800 square -foot skate park, a youth baseball field,
a volleyball court, basketball court, play equipment, a new restroom and parking.
The goal is to provide an attractive, inviting neighborhood park for the citizens of this densely populated and
economically depressed portion of Yakima. Possibly the most unusual feature of this project, however, is the extent
of community support for the proposal and the accompanying long -range plan for the Kiwanis area. Members of the
Yakima Lions, Kiwanls and Rotary Clubs have joined forces to spearhead and advocate for the improvements this
project brings and to provide $500,000 towards the costs. This Is in addition to the $700,000 they contributed to the
initial Kiwanis development which, completed in 2004, added 10.2 acres an upscale softball complex and paved
parking to the park. Speaking on behalf of its citizens, the Yakima City Council has also authorized $225,000 in bond
funding for this proposal.
LOCATION INFORMATION:
Central Yakima
COUNTY: Yakima
SCOPE (ELEMENTS):
Allowable land costs Parking Signing
Architectural & Engineering Permits Site Preparation
Athletic Fields Playground Trails
Incidentals Restrooms Utilities
Outdoor Courts & Athletic Areas Sales Tax
PERMITS ANTICIPATED: _
Building Permit Other Required Permits SEPA
LAND CHARACTERISTICS:
ANTICIPATED Existing Acres To Acres To Acres To
ACREAGE TYPE Acres Acq Dev /Restore Renov Total
Uplands 8.80 1.88 1.88 8,60 10.48
LAND COMMENTS:
A steep bank divides the properly into two relatively flat sections. The upper portion, along Fair Avenue, is
approximately four acres. The lower portion to the east is slightly larger. The bank occupies the remaining space.
_AST UPDATED: June 29, 2006 1 DATE PRINTED: July 3, 2006
6() Budget Wrap -Up
2009 BUDGET WRAP -UP
OTHER SUPPLEMENTAL INFORMATION
DEPARTMENT: City Management DIVISION: Purchasing
POLICY ISSUE TITLE: Budget Adjustments
INTERDEPARTMENTAL MEMORANDUM
To: Yakima City Council - For Budget Wrap -up Packet
From: Dave Zabell, Assistant City Manager
Sue Ownby, Purchasing Manager
Date: November 24, 2008
Re: City /County Purchasing Merge - 2009 Budget Amendment
In preparation for and to facilitate the potential merger of the City and County Purchasing
functions, the 2009 budget has been amended to reflect the following:
➢ General Fund Revenue has been increased $56,400 (annual total)
• The County has agreed to pay the City a monthly sum of $4,700 for the purpose of
covering costs related to the strategic planning and implementation phase of the merge.
➢ General Fund Expenditures has been increased $72,248
• In addition to the revenue above being expended to hire one temporary staff and
provide special assignment pay for existing staff, the additional $13,000 will be used to
hire a third party consultant to assist with the strategic planning phase of the merge. It
should be noted that the total cost to hire the third party consultant is $32,000 however,
the county has agreed to pay 60% of the costs. $13,000 is the city's portion.
A copy of the Joint Administrative Purchasing Assessment that the National Institute of
Governmental Purchasing completed in August 2008 was provided to council as an informational
item on November 4, 2008 and recommends the merge. A Memo of Understanding outlining the
vision of the merge and facilitates the next step towards strategic planning will be presented to
Council for its approval on December 9, 2008.
Budget Wrap -Up 61
2009 BUDGET WRAP -UP
OTHER SUPPLEMENTAL INFORMATION
DEPARTMENT: Community & Economic DIVISION: Tourist Promotion
Development
TITLE: Mandatory Sprinklers
INTEROFFICE MEMO
November 13, 2008
TO: Honorable Mayor & Council Members
FROM: Joe Caruso, Acting Codes Manager
SUBJECT: RB64 -07/08 Mandatory Sprinklers
Councilmember Ensey was inquiring about the new sprinkler law that was passed by the International
Code Council on September 21, 2001. At the request of City Manager Dick Zais, he requested that I give
you a brief synopsis of the code change that will affect the 2009 version of the International Codes.
I have supplied two short articles which state the information on that vote that will be enforced in
the International Residential Code. The following changes are as follows:
• Fire sprinklers are required in all new one - and two family residences beginning January 1, 2011
• Fire sprinklers are required in all new townhomes
Also, there was some question that all commercial structures were required to have sprinklers
installed also. This was not part of the sprinkler vote at this session. The commercial structures are not
affected by this action. The current enforcement applies to commercial properties as it is stated before
the vote. There are factors that apply to sprinklers such as type of use, occupancy and square footage.
Although this was passed at the International Code Council level, the next step is for the state to
adopt it. In the past, before the states adopt the changes, there are interest groups that challenge the
decision on an appeal. I have also supplied the communication where the National Association of
Homebuilders is appealing the sprinkler vote.
Hopefully this information clears up any questions that council members have .If there are any
other questions, please feel free to contact me at any time.
62 Budget Wrap -Up
ICC News Release
For Immediate Release
Oct. 8, 2008
Contact:
Gretchen Hesbacher
1- 888 -ICC -SAFE (422- 7233), ext. 4224
CODE HEARINGS FEATURE MAJOR ISSUES, DRAMATIC MOMENTS
International Code Council members debated and voted on code change proposals shaping the
future of building safety and fire prevention during the organization's recent Final Action Hearings.
The hundreds of approved code changes will be included in the 2009 version of the International
Codes, used to guide construction in all 50 states and Washington, D.C.
"We are exploring improvements in the areas of structural and fire safety alongside sustainable and
energy efficient building, all of which will have enormous impact on virtually every aspect of safety
in the built environment," said Code Council President Adolf Zubia, Fire Chief for Las Cruces, N.M.
Among the major changes approved:
• Fire sprinklers are required in all new one- and two - family residences beginning Jan. 1, 2011.
• Fire sprinklers are required in all new townhomes.
• Carbon monoxide detectors are required in homes with attached garages or fuel -fired
equipment such as gas furnaces, gas stoves and gas water heaters.
• A new standard, ANSI /APSP -7 -06, brings the I -Codes in line with the Virginia Graeme
Baker Federal Pool and Spa Safety Act of 2007. It addresses suction entrapment avoidance in
swimming pools, wading pools, spas, hot tubs and catch basins.
• For skyscrapers, buildings greater than 420 feet in height, an additional stairwell is required to
assist firefighter access to upper floors. The additional stairwell is not required if the building
includes special elevators that can be used to evacuate occupants during an emergency.
• Members did not approve the comprehensive energy package in EC -14 purporting a 30%
increase in energy efficiency. However several energy efficiency - related changes were
approved, including:
• A requirement to install programmable thermostats in new homes and buildings with
forced air furnaces.
• High- efficiency light bulbs required in at least 50% of permanent lighting fixtures in new
homes.
• Maximum fenestration u- factors are lowered in warmer climates to reduce the amount
of heat loss or gain through windows and doors to lower energy costs during cooling
periods.
• An increase in insulation R- values for walls, floors and basements in cold climates to
achieve heating and cooling savings.
The International Code Council, a membership association dedicated to building safety and fire
prevention, develops the codes used to construct residential and commercial buildings, including
homes and schools. Most U.S. cities, counties and states choose the International Codes, building
safety codes developed by the International Code Council.
Budget Wrap -Up 63
NATIONAL ASSOCIATION OF HOMEBUILDERS APPEALS SPRINKLER VOTE
Firehouse.Com News
The effort to have fire sprinklers required in the International Residential Code for new single -
family home construction now has a new hurdle to clear.
Although IRC Proposal RB64 -07/08 passed on Sept. 21, the National Association of Homebuilders
filed an appeal on Oct. 30 with the International Code Council.
In the appeal, the NAHB contends that the ICC failed to provide a balance of interest in voting as it
did not "prevent a single interest group, specifically the fire service, from unfairly dominating the
voting at the final action hearings."
The IRC Fire Sprinkler Coalition -- which lobbies for the installation of fire sprinklers in residential
homes -- helped drum up support among the fire service prior to the hearings.
The resolution garnered 72 percent in favor versus 26 percent against out of a voting pool of close to
two thousand people during the conference in Minneapolis.
According to the notice of appeal from the ICC, the appeal is currently slated to be conducted in
Chicago with conference call capabilities. All involved parties will be informed of the date, time and
location of the appeal hearing at least 20 days prior to the scheduled hearing.
64 Budget Wrap -Up
2009 BUDGET WRAP -UP
OTHER SUPPLEMENTAL INFORMATION
DEPARTMENT: Community & Economic DIVISION: Codes
Development
TITLE: CPI — Building Permits
MEMORANDUM
To: Yakima City Council Members
From: Joe Caruso, Acting Code Administration Manager
Date: November 26, 2008
Re: Use of CPI Index in determining Building and Plan Review Fees
During the budget review meeting of November 25, 2008, Councilman Lover asked a question
about how the CPI Index is used in determining the Building and Plan Review Fee schedule for the
upcoming year.
To comply with Ordinance 2005 -06, the bottom of each fee schedule includes the statement
"Beginning January 1, 2006, and on January 1 of each subsequent year, the fees in this table shall
be adjusted automatically to account for any increase in the Consumer Price Index (CPI) for the
Seattle area (Seattle CPI -W) ". There are several different CPI indices, but the one chosen for this
purpose, and that has been consistently applied since 2006, was CPI -W, or Consumer Price Index
for Wage Earners in the Seattle- Tacoma - Bremerton area measured by the Bureau of Labor Statistics
in June prior to the new year. In July of each year, when the Codes department is required to
produce preliminary budget estimates for the following budget cycle, staff obtains the June CPI -W
percentage for the Seattle- Tacoma - Bremerton area from the Bureau of Labor Statistics website
and uses that number to calculate the new fee schedule for the upcoming year. The June index
has historically been used because it is the most recent data available prior to the submission of
budget estimates and it is also tied to the City's labor contracts. When the same month and CPI
measurement method is used consistently from year to year, it produces an "apples to apples"
increase that includes the full twelve -month period. Any change in the selection of the month
used or the CPI measurement type will result in an inflation adjustment that is either more or less
than twelve months, or is not equivalent in its calculation methodology, and the result will be a
distortion of the fee adjustment for that year.
Applying the CPI index for June 2008, as described above, resulted in an increase of 6.2% in
Building and Plan Review fees for 2009. A sign indicating the change of fees for 2009 has been
posted on the Permit Center counter in order to give the construction industry advance notice.
Budget Wrap -Up 65
2009 BUDGET WRAP -UP
OTHER SUPPLEMENTAL INFORMATION
DEPARTMENT: Fire
POLICY ISSUE TITLE: Fire Protection Staffing for the 2008 Central Washington State Fair
,1 ,4r
r4+
' ��/'E Dos.
MEMORANDUM
TO: Honorable Mayor & Council Members
FROM: Charlie Hines, Fire Chief
DATE: November 18, 2008
SUBJECT: Fire Protection staffing for the 2008 Central Washington State Fair
This memo is in response to your request for information related to Yakima Fire Department's
staffing during the 2008 Central Washington State Fair.
During the 10 -day (116 hours) operation of this year's fair - September 26, 2008 through October
5, 2008, the Yakima Fire Department staffed one 3- person engine company that was dedicated
expressly for all -risk emergency services to the fairgrounds, its patrons and workers.
In any venue where crowds are present and particularly those which include such a density of
mechanical machinery (carnival rides), cooking facilities and heavy power usage, the risk of bodily
harm, mechanical malfunction and fire increases dramatically. Staffing an engine company and
crew within the confines of the fairgrounds makes good sense in that it will shave minutes from a
typical response time into the fairgrounds in the event of an incident. These minutes saved in the
initial stages of any emergency incident are crucial to the positive overall outcome of that incident.
The following table is based upon a 3- person engine company staffed with one lieutenant and two
firefighters and serves to illustrate Yakima Fire Department's personnel resource commitment to
this year's Central Washington State Fair:
RANK REGULAR HOURS OVERTIME HOURS RATE TOTAL
Lieutenant 116 $27.91 $3,328
Firefighter 206 $25.25 5,202
Firefighter 26 $37.90 985
TOTAL STAFFING COSTS $9,515
Please do not hesitate to contact me if you desire further information.
66 Budget Wrap -Up
2009 BUDGET WRAP -UP
OTHER SUPPLEMENTAL INFORMATION
DEPARTMENT: Public Works DIVISION: Streets
POLICY ISSUE TITLE: Northeast Yakima Traffic Study
BACKGROUND
During the November 4, 2008 City Council Study Session on the 2009 Public Works Department
Budget, Council member Kathy Coffey suggested the City may wish to consider preparation of a
Traffic Study to analyze the impacts of future traffic in the vicinity of the Yakima Resources Project,
as well as traffic circulation in the Central Business District and on the major streets in the Northeast
Area of Yakima. Discussion among the Council requested the study extend to the Freeway
Interchanges and coordinate with Yakima County, Washington State and Federal Transportation
projects in the vicinity. Staff was asked to report back to the City Council.
SUMMARY OF STAFF RECOMMENDATION
Due to several major traffic and development studies scheduled in 2009, the Public Works
Department Director and the Traffic Engineer recommend the proposed Northeast Yakima Traffic
Study be tabled at this time. Traffic issues related to this proposed study area could be referred to
the Yakima City Council Transportation Committee for monitoring, scoping and the potential to be
submitted as a 2010 Budget Policy Issue.
TRAFFIC STUDIES PENDING IN 2009
Several major development projects will be preparing traffic studies in 2009 which will provide
baseline information related to the area of interest.
1. Yakima Resources Redevelopment Area Traffic Impact Analysis. In July of 2008 the
property owner prepared Phase One Traffic Analysis that described potential site generated
traffic impacts. The Phase Two Traffic Analysis will be prepared by the Washington State
Department of Transportation (WSDOT) and will focus primarily on traffic impacts to I -82
interchanges and the major city streets in the vicinity of the Yakima Resources site. This
study will be used by Federal Highway Administration to evaluate the potential for a new
interchange to I -82 as well as to provide specific traffic recommendations to city streets
and the existing freeway interchanges in the vicinity. The cost of the study by WSDOT
is expected to be approximately $100,000 shared between City, County, WSDOT and the
developer. Preparation time by WSDOT will be about 6 months.
2. Yakima County Terrace Heights Corridor Study. Yakima County has contracted with
Berger -Abams Inc. to study the alignment and preliminary engineering design for a
connector road and bridge over the Yakima River that will connect Terrace Heights in the
vicinity of North 33rd Street to the Yakima Resources site at the existing railroad bridge
location. The potential for a new freeway interchange at the railroad bridge will be included
in the study. The new street and bridge are important to provide congestion relief and
improved circulation to the Terrace Heights area. The Connector road is planned to be
Budget Wrap -Up 67
extended in the future to Fruitvale Boulevard in the vicinity of the 5th Avenue Roundabout.
The connector road is identified in the Yakima Urban Area Transportation Plan 2025 and
a priority project by the Trans - Action Committee. The cost of the engineering study is
$100,000 funded by Yakima County. A draft is expected in 2009.
3. Request to Close a Portion of South 3rd Street. The Capital Theater has stated their intent
to request consideration of the vacation of South 3rd Street between Chestnut Avenue and
Yakima Avenue. Traffic Engineering has recommended an appropriate mitigation to the
negative impacts of such a street closure would be the conversion of Chestnut Avenue to a
two -way street between Front Street and 6th Street. Traffic impacts will be evaluated with
the Environmental Review of the street closure, as well as mitigation cost of the potential to
convert the street to two -way operation. Cost and timing of this study is not known at this
time, but expected in 2009.
4. Yakima Downtown Futures Initiative Phase 4. The continuation of downtown pedestrian
safety and access improvements in the vicinity of the Yakima Convention Center extending
to the Yakima Resources site has been requested for funding by the State Legislature in
2009. Cost of the project is estimated at $6.4 Million. If funding is awarded, the design of the
improvements will be developed.
YAKIMA URBAN AREA TRANSPORTATION PLAN 2025 DESCRIBES NEED TO STUDY DOWNTOWN PARKING,
CIRCULATION AND MULTIMODAL ACCESS
The need to study traffic circulation in the Yakima downtown area is recognized in the "Yakima
Urban Area Transportation Plan, 2025 ". The Transportation Plan includes the following description
of a traffic study.
"The City may also want to initiate a study to comprehensively review the parking, access and
circulation needs in the Central Business District. This study should be multimodal in nature
and provide for adequate parking while reducing barriers to economic development and
historical preservation. The circulation study should review angle parking and one -way streets.
The parking study should also identify the balance between competing needs for adequate
parking and other transportation and community goals. The study area should extend east to
include the Convention Center vicinity as well as the downtown core area." (Yakima Urban
Area Transportation Plan, 2025 - Chapter 5 Arterial and Collector Street System, page 23).
FUTURE ACTIONS
1. Staff will defer implementation of a Northeast Yakima Traffic Study at this time.
2. Staff will prepare summary material on the topics described in this memorandum and
present information as it becomes available to the City Council Transportation Committee.
3. Staff will participate in the studies described in this memorandum in the form of technical
support, coordination, sharing of data and environmental review analysis.
4. Staff will continue to monitor need for additional study, consider 2010 Budget Policy Issue.
68 Budget Wrap -Up
2009 BUDGET WRAP -UP
OTHER SUPPLEMENTAL INFORMATION
DEPARTMENT: Public Works DIVISION: Environmental
TITLE: Remedial Action Grants
The City has just recently been notified that we are to receive two Remedial Action Grants from the
Department of Ecology. Both grants deal with environmental cleanup action around the airport.
Neither of these grants were included in the previously presented 2009 budget.
The first is for remediation of the Richardson's Airway, Inc., Washdown Site. The project cost is
estimated at $539,341 with 90% reimbursement of eligible expenses. The estimated local share of
$71,259 will be shared between the City and County.
The second grant is for the development of project plans to remediate four areas where
Underground Storage Tanks (USTs) were removed several years ago. The project cost is estimated
at $464,077 with 90% reimbursement of eligible expenses. The estimated local share of $46,408 will
be shared between the City and County.
Budget Wrap -Up 69
2009 BUDGET WRAP -UP
MAJOR POLICY ISSUE
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Yakima Air Terminal / Payment of Premiums - Unbudgeted
1. Proposal - The Yakima Air Terminal Board is requesting the Yakima County Commissioners
and the Yakima City Council reinstate the Memorandum of Understanding and Intent that
was originally put in place in May of 1995 whereas the City and County, being owners of the
facility, had agreed to split between themselves the cost of Property and Boiler & Machinery
insurance coverage. See attached Yakima Air Terminal memo. This was intended to assist
the airport in difficult financial times. This year, the airport has suffered financial setbacks
due to the loss of Delta Airlines, Columbia Basin Travel (formerly Global Travel), DHL Air
Freight Company, and the pending loss of Eagle Sign Company. Combine these losses with
the overall downturn in the economy, the increase in energy costs and increased fuel prices,
and it has put a significant strain on the airport operating budget.
2. a. Fiscal Impact - Approximately $33,000 (the renewal premium for 2009 is expected to
remain the same as the 2008 rate, but has not been finalized yet - see attached Wells
Fargo memo).
b. Proposed Funding Source — General Fund.
c. Public Impact — None
d. Personnel Impact — None.
e. Required Changes in City Regulations or Policies — Reinstate Resolution R -95 -65
Memorandum of Understanding and Intent.
f. Legal Constraints, if applicable — None.
g. Viable Alternatives — None.
3. Conclusion and /or Staff Recommendation — The County Commissioners declined to
approve this request.
Budget Wrap -Up 71
YAKIMA AIR TERMINAL
McALLISTER FIELD
23LU West WaSi iu:yLuni Ave • Yakima, Washov,un 969013 • [509] 575 -6149 • [509] 575.6185 Fax
October 16, 2008
Mike Leita, County Commissioner
County Courthouse
128 N. Second Street
Yakima, WA 98901
Dave Edler, Mayor
Yakima City Council
129 N. Second Street
Yakima, WA 98901
Dear Commissioner Leita and Mayor Edler:
The Yakima Air Terminal Board is respectfully requesting that the Yakima County
Commissioners and Yakima City Council reinstate the Memorandum of Understanding and Intent
that was originally put in place in May of 1995 whereas the City and County, being owners of the
facility, had agreed to split between themselves the cost of Property and Boiler & Machinery
insurance coverage. This was to assist the airport in difficult financial times.
This agreement was referred to as Resolution R -95 -65 by the city of Yakima, and was dated by
the Board of Yakima County Commissioners on the 2nd of May, 1995. The Board can provide
copies of this document upon request if needed.
This year, the airport has suffered financial setbacks due to the loss of Delta Airlines, Columbia
Basin Travel (formerly Global Travel), DHL Air Freight Company, and the pending loss of Eagle
Sign Company. Combine these losses with the overall downturn in the economy, the increase in
energy costs and increased fuel prices, and it has put a significant strain on the airport operating
budget.
With the assistance of the City and County on this issue, we feel we will be able to present a
balanced budget to the City and County by the first of November. We will be able to maintain
our current level of service and safety while actively seeking new tenants to fill these vacancies.
Please let us know at your earliest convenience if this arrangement would be acceptable.
Sincerely,
(original signed by)
Bill Wheeler, Chair
Yakima Air Terminal Board
72 Budget Wrap -Up
WELLS
FARGO
Memorandum
Date 10 -29 -2008
To Rita Debord & Craig Warner
From Joel Pearson
Subject Airport Property Coverage
Several years ago the airport property coverage was added to the City of Yakima's policy to save
money. It is my understanding the cost for that insurance was initially split between the City and
County, but for the last few years, has been paid by the airport.
A request has been made by the Airport Board for the City and County to again pay the property
insurance. The annual premium is $33,000 based on approximately $31,000,000 of value. Coverage
is written on a special form basis including earthquake and flood. The deductible is $100,000 per
incident.
The $33,000 premium would be a fixed cost, but there are other potential costs. If the airport did
have a claim, the $100,000 deductible would be an additional cost. That deductible applies to each
loss. So if the airport cannot afford the premium, they certainly would not be able to afford a
$100,000 deductible and City and County would have to share that cost as well. Also, a claim
would also affect the experience rating and could result in higher costs for the City following the
loss.
So there are factors to consider beyond the premium amount before making the decision.
Budget Wrap -Up 73
2009 BUDGET WRAP -UP
MAJOR POLICY ISSUE
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Yakima Air Terminal / Stormwater Payment — Unbudgeted
1. Proposal — The Yakima Air Terminal Board is requesting that all public use areas (runways,
taxiways, roads and ramps) be exempt from paying Stormwater fees, as are public roads
and streets, since they are publicly owned by the City and County. See detailed request on
attached letter from the Air Terminal Board.
2. a. Fiscal Impact — The total assessment for 2009 is $29,316. The request would be to
exempt a portion of the total, to be determined
b. Proposed Funding Source — Stormwater Operating Fund 441.
c. Public Impact — None
d. Personnel Impact — None.
e. Required Changes in City Regulations or Policies — Sections of the Yakima Municipal
Code would require to be re- written.
f. Legal Constraints, if applicable — Legal Counsel for the City has advised that the City
does not appear to have the authority under RCW 35.67.025 and 35.92.021 to grant this
requested exemption. See attached memo from K &L Gates.
g. Viable Alternatives — Leave the assessment of Airport Stormwater Fees as is.
3. Conclusion and /or Staff Recommendation — Legal Counsel for the City has advised
that the City does not appear to have the authority to grant this requested exemption.
Therefore, leave the assessment of Airport Stormwater Fees as is. The Airport, as well as all
commercial, industrial and institutional parcels, is receiving a twenty percent discount on
its stormwater fees for 2008 and 2009. They can continue, in the years ahead, to receive this
twenty percent credit by meeting the requirements of YMC 7.80.120(A)(1) which states they
must have a properly constructed and maintained stormwater facility that meets or exceeds
the regulation and design requirements of the 2004 Department of Ecology Stormwater
Management Manual for Eastern Washington or an equivalent design manual adopted by
the City. City Stormwater Staff would be happy to work with Airport staff in determining
whether they meet the criteria to continue receiving the twenty percent credit past 2009.
74 Budget Wrap -Up
irok YAICIMA ,AIR TERMINAL
_c.AL.LLSTE - -.FIELD
24a) West Washington Ave. • Yakima, Washington 96903 • (509) 57� -� • (5D9i 575 -5185 Fax
October 23, 2008
Dave Edler, Mayor and the
Yakima City Council
129 N. Second Street
Yakima, WA 98901
Dear Mayor Edler and City Council Members:
As you are aware, there has been a lot of discussion on how to equitably assess airport property
and users for the new stormwater fee. We have came up with a possible solution, but it will
require concurrence and action of the City Council if they so desire.
Assessing storm water fees through the use of parcel numbers is inaccurate. Since the airport has
been added to many times over the years, there are many different parcel numbers covering the
grounds, some being assessed and some not. There lies the main problem. .
If Council agrees, we would propose the following: -
1. All public use areas (runways, taxiways, roads and ramps) would be exempt as are public
roans and streets (since they are publicly owned by the City and County).
2. We will have each tenant who has a separate parcel number check and see if they have
previously been billed separately for the assessment. If so, we will reduce their square
footage out of the total in paragraph 3.
3. Airport staff has calculated the total square footage of impervious surface for every
leased parcel on the airport. From that, we can give the City exact square footages to
calculate the ERU's. From this, an accurate assessed value can be made.
4. The Airport will collect the fees from our tenants and remit them to the proper authority.
If the City Council is willing to follow this method of resolution, I feel everyone would benefit.
We would need action from the Council to `officially' exempt the public areas on the airport, and
when the ordinance is changed, we can begin the process of working with City staff on the leased
parcels ERU's to calculate an accurate assessment.
We have already been assessed the first half of the 2008 fees and feel that, just because of the
inherent fault of trying to use parcel numbers, we may have been overcharged. If we find this to
be true, we can make the difference up on the next billing.
Please let me know your feelings on this matter.
Sincerely,
Bill \ eeler, hair
Yakima Air Terminal Board
cc.
Airport Board
-
Yakima County Commissioners
Budget Wrap -Up 75
K &L GATES MEMORANDUM
TO: Doug Mayo, City Engineer
FROM: Denise Lietz and Liz Thomas
DATE: November 26, 2008
RE: Stormwater Fees at Public Facilities — Airport
Introduction
We understand that the City of Yakima (the "City ") currently exempts streets and roads within
the City from stormwater fees, based on their classification as "public transportation" facilities.
Recently, the Yakima Air Terminal — McAllister Field (the "Airport") requested that the City
extend this exemption to their taxiways and runways. You have asked us to analyze whether the
City may comply with this request. Based on our understanding of the facts, and our review of
the statutory and City ordinance provisions related to stormwater services and associated fees,
we believe that the City lacks authority to extend this classification to the Airport. State law
generally requires that public property be subject to the same rates and charges as private
property.
Background
The City operates its stormwater utility in accordance with chapter 7.80 of the Yakima
Municipal Code ( "YMC "). This chapter provides for the funding of stormwater services based
on fees charged to property owners within the City. YMC 7.80.040. These fees, in turn, are
based on the amount of impervious surface located on an individual property. YMC 7.80.100.
For non - residential properties like the Airport, the City bases its stormwater fees on the actual
area covered by impervious surfaces. YMC 7.80.100(6). The City provides credits for
stormwater fees for parcel owners who install certain stormwater management facilities or
rainwater harvesting systems. YMC 7.80.120. The City also waives fees for city streets and
rights -of -way, as well as for State highway rights -of -way. YMC 7.80.120(C)(1) & (2). We
understand that these last two waiver provisions form the basis for public transportation
exemption from the City's stormwater fees.
The Airport is owned by the City and Yakima County and is thus a public facility. Moreover, its
taxiways and runways provide transportation services (the Airport has not requested that the
exemption apply to buildings or the parking areas that serve private businesses located at the
Airport). Based on these facts, the Airport has requested that the City reclassify its taxiways and
runways as public transportation facilities, which would have the result of exempting those
facilities from the City's stormwater fee calculation for the Airport.
76 Budget Wrap -Up
K &L GATES
Memorandum
November 26, 2008
Page 2
Discussion
The City's authority to provide stormwater services and charge fees for those services is based in
chapters 35.67 and 35.92 RCW. For example, RCW 35.67.020(1) provides:
Every city and town may construct, condemn and purchase, acquire, add to,
maintain, conduct, and operate systems of sewerage and systems and plants for
refuse collection and disposal together with additions, extensions, and betterments
thereto, within and without its limits. Every city and town has full jurisdiction and
authority to manage, regulate, and control them and, except as provided in
subsection (3) of this section, to fix, alter, regulate, and control the rates and
charges for their use.
RCW 35.67.020(2) sets out the factors that cities may consider in designing stormwater rates and
provides that "the rates charged under this section must be uniform for the same class of
customers or service and facilities furnished." The corresponding provisions in chapter 35.92
RCW are very similar to those quoted here. Washington courts have upheld stormwater fees
that, like the City's, are based on the amount of impervious surface present on a parcel. See, e.g.,
Storedahl Properties, LLC v. Clark County, Wn. App. , 178 P.3d 377 (2008); Tukwila
School Dist. v. City of Tukwila, 140 Wn. App. 735, 167 P.3d 1167 (2007).
The statutes also prohibit the outright exemption of public properties from stormwater fees:
Except as otherwise provided in RCW 90.03.525, any public entity and public
property, including the state of Washington and state property, shall be subject to
rates and charges for storm water control facilities to the same extent private
persons and private property are subject to such rates and charges that are
imposed by cities and towns pursuant to RCW 35.67.020.
RCW 35.67.025; see also RCW 35.92.021. RCW 35.67.025 and 35.92.021 do, however, allow
cities to consider "in -kind services" in setting rates for public properties. RCW 90.03.525
addresses the imposition of stormwater fees on state highway right -of -way and provides that
such fees must not "exceed the rate charged for comparable city street or county road right -of-
way within the same jurisdiction." RCW 90.03.525(1).
In YMC 7.80.120(C)(1), the City bases its exemption for city streets and rights -of -way on the
fact that those facilities provide in -kind services to the City's stormwater system by acting "as
stormwater conveyance facilities during large floods." In addition, the "city streets fund also
contributes to the proper operation, maintenance, repair, improvement, and construction of the
1 Subsection (3) is the provision requiring cities to provide stormwater fee credits for the
installation of permissive rainwater harvesting systems. RCW 35.67.020(3).
Budget Wrap -Up 77
K &L GATES
Memorandum
November 26, 2008
Page 3
street drainage system." Id. Based on RCW 90.03.525's prohibition on fees exceeding the
stormwater fees on local streets and rights -of -way, the City extends this exemption to State
highway rights -of -way. YMC 7.80.120(2).
However, it is our understanding that the reasoning forming the basis of the public transportation
exemption does not apply to the Airport's taxiways and runways. They do not provide in -kind
services to the City's stormwater system by forming part of the stormwater conveyance system,
nor are we aware of any other in -kind services provided by these facilities to the City's
stormwater system. As a result, RCW 35.67.025 and 35.92.021 require the City to impose
stormwater fees on the Airport to the same extent those fees are imposed on private landowners.
This result is also consistent with the line of Washington cases beginning with Covell v. City of
Seattle, 127 Wn.2d 874, 905 P.2d 324 (1995). These cases are often used to challenge municipal
fees, including stormwater fees. Under Covell, a court will examine three factors:
"(1) whether the primary purpose is to raise revenue (tax) or to regulate
(regulatory fee); (2) whether the money collected must be allocated only to the
authorized regulatory purpose; and (3) whether there is a direct relationship
between the fee charged and the service received by those who pay the fee or
between the fee charged and the burden produced by the fee payer."
Storedahl Properties, 178 P.3d at 382. Stormwater fees based on the amount of impervious
surface present on a property have been upheld under the Covell analysis. See id. at 386,
Tukwila School Dist., 140 Wn. App. 735. Here, applying a stormwater exemption to the Airport
might subject the City to an argument that its stormwater fee no longer meets the third prong of
the Covell test, called the "direct relationship" test. By exempting the Airport, the City would
need to charge other property owners more to make up for the reduction in fees from the Airport.
Conclusion
Based on our review of the statutory and City ordinance provisions related to stormwater
services, as well as related case law and our understanding of the facts, it appears that the City
lacks authority under RCW 35.67.025 and 35.92.021 to exempt the Airport's taxiways and
runways from stormwater fees. Moreover, such an exemption might not meet the test under the
Covell analysis.
Cc: Dave Zabell
K: \2025739 \00084\20441 ET \20441 M23XU
78 Budget Wrap -Up
2009 BUDGET WRAP -UP
MAJOR POLICY ISSUE
DEPARTMENT: Outside Agency
POLICY ISSUE TITLE: Yakima Air Terminal / 2009 Budget
1. Proposal - To approve the Airport budget as submitted and /or amended in relation to the
two new policy issues 1) Payment of Premiums (currently included in the Airports budget
as submitted), and 2) Stormwater Payment (not addressed in the current Airport budget, as
submitted).
2. a. Fiscal Impact — None.
b. Proposed Funding Source — None.
c. Public Impact — None.
d. Personnel Impact — None.
e. Required Changes in City Regulations or Policies — None.
f. Legal Constraints, if applicable — None.
g. Viable Alternatives — None.
3. Conclusion and /or Staff Recommendation - This is a Council policy decision. The motion
to approve the 2009 budget needs to incorporate the Council decisions made on payment of
insurance premiums and Stormwater fees.
Budget Wrap -Up 79
2009 BUDGET WRAP -UP
MAJOR POLICY ISSUE
DEPARTMENT: Community & Economic DIVISION: Tourist Promotion
Development
POLICY ISSUE TITLE: Increase Sport Commission Allocation — Unbudgeted
Submitted by Councilmember Kathy Coffey
1. Proposal — In 2001 the Yakima Valley Visitors and Convention Bureau organized a Sports
Commission. Its mission is to enhance and stimulate positive economic growth through sporting
events by promoting and developing the Yakima Valley as a sports venue, with primary emphasis
on overnight stays for those who play sports, watch sports or visit a sports attraction. The
main role is to generate economic impact activity through marketing, servicing and recruiting
of sporting events. The Sports Commission has been a catalyst in attracting, promoting and
maintaining sporting events, thus creating economic growth for the region (see attached).
This policy issue requests an increase of $20,000 to the Sports Commission to augment the
following programs and activities:
➢ Marketing /Services — Promote Yakima through the Sports Commission and its services.
Enhance efforts that maintain existing sporting events and secure new events.
➢ Staffing — Maintain the Sport's Commission's current level of staffing (1 -FTE Sales Manager
and one PT sales coordinator) to meet the rising cost of compensation and benefits.
2. a. Fiscal Impact — $20,000 increase, for a total 2009 allocation of $66,500:
Budgeted $46,500
Unbudgeted 20,000 Increase
$66,500
Funding for the Sports Commission has been relatively static over the last five years, with
support of $45,000 for the years 2003 through 2007, and only a slight increase to $46,500 in 2008.
b. Proposed Funding Source — Convention Center Operating Account, Fund #170; Hotel/
Motel Tax.
c. Public Impact — None.
d. Personnel Impact — None.
e. Required Changes in City Regulations or Policies — None.
f. Legal Constraints, if applicable — None.
g. Viable Alternatives — None.
3. Conclusion and /or Staff Recommendation — Staff recommends approval of this policy issue
as presented by City Council.
80 Budget Wrap -Up
1 N .-- AVq
S
YAKIMA VALLEY SPORTS COMMISSION
The Yakima Valley Sports Commission works to maintain and expand existing sporting events that
generate hotel room nights and economic impact for the Yakima Valley while, at the same time,
looking for new events to bring to the community. Since the Sports Commission was formed in 2001,
approximately $80 million of economic impact has been generated through sporting events held in the
Yakima Valley while approximately $104.1 million in future sporting events have been booked.
Sporting Future Sporting
Events Held Events Booked
# Impact # Impact
2001 94 $11.8M 61 $11.7M
2002 91 $9.9M 63 $7.3M
2003 74 $6.1M 79 $8.5M
2004 91 $7.0M 125 $17.6M
2005 104 $7.5M 97 $10.9M
2006 86 $9.3M 86 $14.5M
2007 163 $16.1M 173 $19.8M
2008* 184 $16.3M 150 $13.8M
*Through October
SERVICES OF THE YAKIMA VALLEY SPORTS COMMISSION
The Yakima Valley Sports Commission is a division of the Yakima Valley Visitors and Convention
Bureau.
MISSION STATEMENT
To advance the mission of the Yakima Valley Visitors and Convention Bureau by stimulating
economic growth through sporting events that generate economic impact for the Yakima Valley.
Emphasis is placed on promoting the Yakima Valley as a premiere sports destination to event
planners, participants and spectators while providing exception customer service.
➢ Act as a liaison between sports event organizers and the local hospitality industry to
generate the booking of hotel room nights for outside participants and associated attendees
who travel to the Yakima Valley to take part in athletic events.
Budget Wrap -Up 81
• Research room night availability to make certain there is no double booking of the city or
valley.
• Produce event leads to local hotels with information on events, dates, anticipated room
nights, requested rates, etc.
➢ Assist local sports venue managers in preparing bids and presentations to attract state,
regional or national events to the Yakima Valley.
• Host site tours of event organizers and board members involved in decision making for
sports events.
• Help prepare bid proposals that include information on facilities, the hospitality
industry, local attractions and welcome letters from appropriate public officials.
➢ Establish relationships with state, regional and local sports event organizers to maintain and
expand current sporting events held in our community.
➢ Servicing sporting events held in the Yakima Valley.
• Provide assistance in creating press releases for events.
• Organizer reader board welcomes and informational postings.
➢ Take an advocacy role in the development or expansion of local sports venues.
➢ Act as a clearing house of information for local events.
• Post event information on our website.
• Include information on the Calendar of Events on the Yakima Visitors & Convention
Bureau's web site.
• Place event flyers or information at the Visitor Information Center.
82 Budget Wrap -Up
2009 BUDGET WRAP -UP
MAJOR POLICY ISSUE
DEPARTMENT: Public Works DIVISION: Parks
POLICY ISSUE TITLE: Feasibility Study of Pocket Park
Submitted by Councilmember Micah Cawley
1. Proposal - Conduct a study on the feasibility of developing a vacant city -owned lot as a
pocket park within the West Valley Area of South 90th Ave.
2. a. Fiscal Impact - Propose that the study be accomplished by in -house staff.
b. Proposed Funding Source - None.
c. Public Impact - Additional recreation activities for citizens.
d. Personnel Impact - Staff time to perform the analysis.
e. Required Changes in City Regulations or Policies — None.
f. Legal Constraints, if applicable — None.
g. Viable Alternatives - Not consider developing the park.
3. Conclusion and /or Staff Recommendation - The property is in the ownership of the City
as the result of a formal subdivision. At present the property is undeveloped and not
maintained. Development of a pocket park on this property could benefit the neighborhood
and result in a higher level of maintenance of City property. The feasibility study will assist
the City in determining potential costs and other challenges associated with development
from which the City Council can make an informed decision.
Budget Wrap -Up 83
2009 BUDGET WRAP -UP
MAJOR POLICY ISSUE
DEPARTMENT: Citywide DIVISION: Various
POLICY ISSUE TITLE: Elimination of 6 Vacant Positions
Submitted by Councilmember Micah Cawley
1. Proposal - Eliminate 6 vacant positions that include Code and Planning Mgr, Streets and
Traffic Mgr, Code Compliance Officer, Permit Tech, Sr. Traffic Sign Specialist, Traffic Tech II.
The Departments have been working effectively under the current supervision. It appears
that the current level of staffing is capable of the duties and responsibilities tasked to each
division and therefore the positions are no longer needed.
2. a. Fiscal Impact - Cost savings of approximately $445,590 in annual salary and benefits.
b. Proposed Funding Source - None.
c. Public Impact - Savings can be used to mitigate declining revenues.
d. Personnel Impact - Eliminate 6 vacant positions in the City of Yakima.
e. Required Changes in City Regulations or Policies — None.
f. Legal Constraints, if applicable — None.
g. Viable Alternatives — Fill the positions.
3. Conclusion and /or Staff Recommendation - Not filling the positions will result in salary
and benefits savings. If the positions are eliminated, it appears that there will be significant
operational impacts.
84 Budget Wrap -Up
0 4�
''� OFFICE OF THE CITY MANAGER
• • '.4, 129 North Second Street
`. : City Hall, Yakima, Washington 98901
,' c . Phone (509) 575 -6040
+ ••......• ea t
N OApORASEO 1 -
MEMORANDUM
November 26, 2008
To: Honorable Mayor and City Council Members
From: Dick Zais, City Manager
Subject: Proposed 2009 Policy Issue from Councilman Cawley
Earlier today, Councilman Cawley submitted a 2009 Policy Issue that proposes the elimination
of six positions from the 2009 budget. These positions include: (1) Code and Planning Manager,
(2) Streets and Traffic Manager, (3) Code Compliance Officer, (4) Permit Technician, (5) Sr. Traffic
Sign Specialist, and (6) the Traffic Tech II. I would like to provide some additional background
information to accompany Councilman Cawley's proposal for your consideration.
The budget process utilized by the City is a very detailed, thorough, and time intensive process;
and one that senior management takes very seriously. Included in this process, is a detailed
review of the operational needs, issues and challenges of each division by the City manager and
senior management. This review includes an assessment of the need for, and services provided by,
every vacant position before any decision is made with regard to including these positions in the
following year's budget. With this in mind, I am very concerned about the timing and rationale of
Councilman Cawley's request to eliminate these six vacant positions for two primary reasons.
First, each of these positions has recently undergone, as part of the annual budget process,
significant scrutiny as to its value to the organization relative to the essential services that the
position supports or provides to our citizens; and the benefits were deemed to out weigh the
associated costs. If this had not been the case, these positions would have been eliminated from the
proposed 2009 budget before it was submitted to Council; (for example, there is a policy issue in the
2009 proposed budget to eliminate the Sr. Traffic Sign Specialist and modify how this work will be
performed in the future.) Additionally, the timing of this request does not allow me adequate time
to prepare a complete summary of the issues included in my decision to retain these positions in the
2009 budget, prior to Council's budget wrap -up meeting next week. These issues include the major
consequences, impacts and risks associated with the elimination of each position.
Staff appreciates Councilman Cawley's comments that current staff is capable of handling the
duties and responsibilities tasked to each division. However, the existing staff levels can not
sustain the workload in the long -term. Additionally, the reduced level of supervision and oversight
of work performed, services provided, and attention to employee and other issues significantly
increases the City's exposure to risk and related liabilities.
Budget Wrap -Up 85
Secondly, the Council Budget Committee (CBC) has made significant progress this past year in
regards to designing and developing the basis they will utilize to review and evaluate the services
provided to our citizens when performing their review of the general government budgets in 2009.
During the CBC's last few meetings, they have worked towards the goal of assigning priorities,
or rankings, to the Council's six Strategic Priorities for the specific purpose of utilizing these
rankings as the basis for funding decisions in the future. Decisions made at this time regarding the
elimination of positions would be made outside of this process, and therefore, would be premature.
Further, a list of vacant positions was presented to, and discussed with, the Council Budget
Committee in August of this year. Staff provided to the Committee a list of the position vacancies
that existed at that time along with an explanatory memo dated August 19, 2008 from Chris
Waarvick, Director Public Works regarding three Street and Traffic Operation positions, and
a memo with same date from Bill Cook and Michael Morales, Director and Deputy Director
respectively, of Community and Economic Development, regarding the Code Administration and
Planning Manager position. (These memos along with a list of positions that are vacant at this time
have been enclosed for your information.) Note: the Council Budget Committee took no position at
that time.
City staff has worked very hard over the past several months to develop and submit a balanced
budget to City Council for your consideration. The 2009 budget is lean and austere, and has
been restrained within the conservative budget guidelines utilized by the City to ensure that
essential services are provided to our citizens and critical reserves are available for future needs.
These objectives have been met in the 2009 proposed budget and concurrent staffing level for all
departments that was submitted to you on October 31, 2008 and in the updated projections and
adjustments presented in the Budget Wrap -up document, for Council action on December 1, 2008.
Therefore, I respectfully recommend that Council adopt the proposed budget as submitted with
respect to these six positions.
Attachments:
➢ List of currently vacant positions
➢ August 19, 2008 memo from Chris Waarvick
➢ August 19, 2008 memo from Bill Cook and Michael Morales
86 Budget Wrap -Up
GENERAL GOVERNMENT MANAGEMENT & CIVIL SERVICE BUDGETED VACANT POSITIONS
Update November 19, 2008
FUNDING SOURCE DEPARTMENT TITLE VACANT POSITION WHEN VACANT STATUS 2008 BUDGET
General Legal City Attorney 07/01/08 In Process $146,500
General Legal /Risk Legal Assistant II 09/30/08 Budgeted Policy Issue to go $7500 GF
Mgmt from 1/2 to full -time funded
by Risk Management
General Municipal Court Deputy Court Services 10/01/05 To Be Eliminated -2009 $67,700
Manager
General Municipal Court Municipal Court Clerk 06/21/07 Offer made to start 12/1/08 $48,100
General Municipal Court Municipal Court Clerk 06/01/08 Offer made to start 1/1/09 $48,100
General Code Admin. Code & Planning Manager 02/23/08 Proposed to be changed to $112,000
Planning Manager
General Code Admin. Code Compliance Officer 11/17/08 Hold to review $65,000
General Code Admin. Permit Technician 10/1/2008 Hold to review $50,000
General Police Police Officer 04/08/08 In 2008, 3 oral boards to date- $72,700
register certified - backgrounds
pending
General Police Police Officer 09/12/08 In 2008, 3 oral boards to date- $72,700
register certified - backgrounds
pending
General Police Police Officer 10/31/08 In 2008, 3 oral boards to date- $72,700
register certified - backgrounds
pending
General Police Police Services Specialist I 12/15/07 To be eliminated in 2009 $44,500
General Fire Firefighter 10/31/08 In Process $70,400
General Engineering Project Engineer To Be 07/01/07 Opened for Recruitment $79,100
Filled as Design Engineer 4 times -no candidates
Reorganization proposal did
not change this position
General Engineering City Engineer 03/25/06 Budgeted Policy Issue to $144,000
(Vacant) Reinstate Position
09/01/07 General Fund $43,200
(Elim.)
General Traffic Sr. Traffic Sign Specialist 08/01/07 Budgeted Policy Issue to $58,590
Engineering eliminate in 2009 - upgrade 2
3/4 -time Sign Specialists to
full -time
General Traffic Traffic Technician II 06/14/08 Downgraded to Traffic Signal $12,500
Engineering Aide in 2009 savings
General Streets Street & Traffic Operations 02/01/08 In Process $110,000
Manager
Budget Wrap -Up 87
MEMORANDUM
August 19, 2008
TO: Chairman Cawley, Members of the Council Budget Committee, and City Manager
FROM: Chris Waarvick, Director of Public Works
RE: CBC Entertains Elimination of Three (3) Current Street and Traffic Operations
Division Vacancies
At the August 7, 2008 Council Budget Committee, the City's current position vacancy listing was
provided for the Committee's review. Staff has been asked to respond to the consequences of
eliminating three current vacant positions within the Street and Traffic Operations Division: (1) the
Street and Traffic Operations Manager, (2) the Senior Sign Specialist, and (3) the Traffic Technician
II. All three vacancies are due to individuals leaving these positions for other career opportunities
both within the organization and without. The vacancies have all existed for several months.
STREET AND TRAFFIC OPERATIONS MANAGER
The Manager position was vacated in February of 2008 and recruitment delayed to ascertain if
there was interest in combining street maintenance functions with Yakima County. Yakima County
deferred from entering into a consolidation direction but is interested in collaborative maintenance
efforts. Therefore, Human Resources has been given the assignment of recruiting for this
"management" position. However, other events and possible personnel reassignments has delayed
recruitment. The Street Division employees 44 FTE's, has a budget of some $6.0 million, maintains
nearly 300 lane miles of arterial and neighborhood streets, 100 signalized intersections, over 18,000
signs, hundreds of miles of striping, nearly 5,000 street lights, provides analysis for development
traffic impacts, and coordinates planning and development of signalized intersections.
The division receives funding from state gas tax, City property tax and REET 2 proceeds. It also
makes significant contributions to City general insurance coverage, bond repayments, and general
City support services. The division receives many thousands of calls per year from citizens with
questions, concerns and technical inquiries. At one time, the Refuse and Streets Divisions were
one division. In 1990, it was determined that the workload was too great for one manager to
fulfill the organizational needs of both work efforts. City Council divided the work groups into
two divisions. Both these works groups are significantly more complex with much larger budgets
today. Of the 44 employees in the division, only 5 positions are union exempt and only one is
Civil Service exempt. Four (4) of these positions are "working supervisors "; this is defined as
actually participating in a daily and significant way the actual physical accomplishment of the
work group's missions. The remaining supervisor has a large enough workgroup to where that
kind of participation is impractical because of supervisory work load. Bargaining unit relations
are currently calm and productive; but it took an extreme amount of management investment in
time and resources to arrive at this point. Maintaining this status requires managerial investment
currently not possible with the vacancy. The size of the Street Budget requires careful attention.
While many other General Fund budgets consist mainly of personnel costs, the Street Budget
is only 50% personnel. The division procures a lot of materials. Monitoring the key repair and
maintenance activities of this division is a large consumer of time. This position also participates in
the City's overall risk management containment efforts. Large potential liabilities exist in the City's
physical inventory of street assets and within the labor structure of the workforce.
88 Budget Wrap -Up
A key priority for Public Works Administration is providing adequate management capacity to:
(1) achieve the City Council's Mission and Vision; (2) accountability for delivering the services
defined by a long history of Council deliberations and mandates within budget and compliant to
legal requirements; and (3) provide leadership only management is legitimately charged with in an
organized labor and Civil Service environment.
The Division Managers operate with a great deal of autonomy on a normal basis. An important
"role" of the Director is to assist the Manager accomplish their various missions without micro -
managing the minutiae. The Director also has an important role in addressing accountability in
the organization; are tasks being completed, do we need to implement adaptive management
to address an unforeseen challenge, has the very need for the task remained constant. Verifying
and problem - solving are additional key responsibilities of the Director. Communicating progress
on tasks and distributing directives from the City Manager's Office ranks highly in terms of the
Director's time. The time that the Public Works Director is required to be in meetings and attending
to other matters does not allow for transition of these duties into the Director's portfolio with any
opportunity for attention. Finally, as mentioned earlier, consolidating this function within another
existing Division Manager's work duties is not a workable option. The workload and skill sets are
simply not compatible. In the end analysis, while elimination of this position saves nearly $118,000,
I cannot recommend elimination of the Street and Traffic Operations Manager position because it
risks a far larger dollar amount in services provided and leadership required.
SENIOR SIGN SPECIALIST
The Senior Sign Specialist position acts a crew leader for the field work of maintaining over 18,000
signs, the yearly striping of over 1,000 lane miles, school and pedestrian crosswalks and other traffic
control measures and features. Many of the duties are mandated by state statute or reasonable
practice to limit liability. The total compliment of eight (8) FTE's was arrived at through a City
Council reviewed analysis of needs in conjunction with the westward annexation of the City over
the last 8 years. The additional staff were only brought on board when revenues were available
after the needs of other critical General fund services were met. Reductions in manpower will
decrease the service level and response ability. However, if reduction of this position is found
absolutely necessary, I recommend the following approach: elimination of the position and
transitioning a portion of the savings to allow for the two 3/ time Sign Specialist positions to go to
full time. This would allow for sign maintenance and production activities in the winter to prepare
for the remaining of the year and create a net savings of $34,000 annually.
TRAFFIC TECHNICIAN II
The Traffic Technician II is one of two positions which support a portion of the field operations of
the Supervising Traffic Engineer. This work includes traffic counts, turning movement counts and
analysis, accident data input and management, and pavement condition indexing. These work
tasks generate information important to developers, planning, liability defense and maintenance
scheduling. One of these positions was offered as a possible reduction, if necessary, to reduce
expenses in the Street budget. That decision has not been necessary to this point, yet. Our
position has not changed, however, in that if reductions are absolutely necessary, this positions
could be considered; understanding the resulting reduction in service and unavailability of
important information that would follow. The net savings from eliminating this position would be
approximately $63,000 annually.
Budget Wrap -Up 89
= ;fi DEPARTMENT OF COMMUNITY AND ECONOMIC DEVELOPMENT
" `'� 129 North Second Street.
r rr ,.w Yakima, Washington 98901
‘LA : -) Phone: (509) 575 -6113 Fax (509) 576 -6792
" " " " "T " ' William R. Cook, Director
MEMORANDUM
August 19, 2008
TO: Micah Cawley, Chair
Council Budget Committee
Kathy Coffey
Neil McClure
Dick Zais, City Manager
FR: William Cook, Director
Michael Morales, Deputy Director
Department of Community & Economic Development
RE: Code Administration & Planning Manager Vacancy Report
This memorandum is a response to Council Budget Committee request to review the vacant
management position in the Department of Community & Economic Development.
Prior to 2001, the Planning and Code Administration management functions within the
department were performed by two separate managers. The Code Administration and Planning
Manager managed 26 FTE's, and was responsible for the management, planning, oversight, and
budget for building plan review,_ inspection and permitting, code enforcement, animal control,
and land use planning. Due to the potential conflicts of vesting authority for both building and
land use in one person, management saw aneed to separate these functions, and this realignment
of management duties was under consideration prior to the resignation previous incumbent in the
position. Another management resignation in the Office of Neighborhood Development Services
delayed implementation of this plan. That management position has also been left vacant.
The decision to pursue these changes was driven by the department's focus on working toward
accomplishing the City Council Strategic Priorities:
Maintain and Improve Public Health - and Safety — Permitting and - inspections- help- ensure -safe-
buildings and developments that do not create hazardous traffic or environmental impacts.
Promote Economic Development and Diversification & Provide Responsive Customer
Service and Effective Communications -- Customer service is the hallmark of our
organization, and managing a high performance operation is critical to timely review and
permitting processes that serve the economic interest of the community.
90 Budget Wrap -Up
Build and Utilize Strategic Partnerships Planning management and building permitting are
common denominators among our strategic partnerships with Yakima County and neighboring
jurisdictions.
Preserve and Enhance Yakima's Quality of Life — Well planned, quality development is a
signature piece of a community's image and quality of life. As development becomes more
sophisticated and complex, the importance of a high level, technical manager is necessary to lead
our staff through the issues.
Efficiently Manage Public Resources and Ensure Fiscal Stability — Community Development
is a revenue generator within the city organization. Maintaining strong planning and building
divisions are important to maintaining and improving the city's fiscal stability. The CED
approach to realizing organizational efficiencies through management reorganization is an
ongoing effort that has shown positive results in Engineering and Neighborhood Development.
Options Considered
Regionalization
As you may recall, management's first approach to dealing with the vacancy involved
discussions with Yakima County about the possibility of consolidation of one or both of the
management functions (planning and code enforcement). Ultimately, Yakima County signaled
to us that they were not currently in a position to pursue this opportunity, and it is staff's
recommendation that consolidation of planning and/or building code functions be preceded by
agreement on "like" development standards throughout the Yakima Urban Growth Area, and
discussions with and input from the Yakima development community (our customers).
Realignment of Duties
Code Administration Management
When the Planning and Codes Manager position was vacated in February, the management
functions of the Code Administration Division were divided between two positions: Supervising
Code Inspector and Building Inspector. Each position is receiving a 7% special assignment pay
adjustment:
Management determined earlier this year, that the Code Administration Manager position would
not be filled, in lieu of other department priorities. As part of the 2009 budget, the supervisory
and management - responsibilities - of - the - two positions position backfilled at a lower cost. Under this plan, the Building Inspector position class
specification be upgraded to Senior Building Inspector to reflect the added responsibility and
alleviate special assignment pay, which is intended to be temporary.
Planning Manager
After the attempt to pursue consolidation with the county, management had decided to fill the
Planning Manager position as a priority for the department. This position is the key member of
management, and is expected to provide high level technical support and analysis to staff, city
administration, Regional Planning Commission, Hearings Examiner, City Council, and, most
•
Budget Wrap -Up 91
importantly, the development community. Interpretation and implementation of council
priorities and policy goals as they relate to land use and planning are also significant
responsibilities. As with all other positions in planning, this is a working management position,
meaning that the planning manager also processes complex and sensitive projects.
The plan for 2008 is to fill the Planning Manager position and maintain the supervising planner.
Given the overall realignment of duties in the department, including Code Administration, this
can be accomplished without additional cost to the general fund.
Total 2009 Salaries and Benefits Structure Under Proposed Realignment
Vacant Codes and Planning Manager Savings $129,176
Planning Manager ($117,001)
Code Administration Management Approach
Supervising Code Inspector ($6240) special assignment pay
Building Inspector ($4159) special assignment pay
Total ($127,400)
Salary Savings = $1,776
Reason for Prolonged Vacancy
In addition to the time taken to pursue consolidation efforts with the county, the Supervising
Planner also required an extended medical leave of absence, and has only returned in the past
two weeks. The Supervising Traffic Engineer, formerly a planning division employee, has been
on loan to the division on a part time basis during the aforementioned absence.
The Supervising Planner is considered a strong candidate for the Planning Manager position, but
given the uncertainty of the planned medical leave, we wanted to ensure that this employee was
given a fair opportunity to succeed in the application process, and in fulfilling the duties of the
position. This process was to begin in September 2008, with the appointment for October 1.
The Department of Community continually strives to meet the priority goals and financial
objectives of the city council with an approach that seeks - to - maximize - efficiencies; improve
development services, leverage external resources, and remain revenue neutral to the general
fund, whenever possible.
A good example of how this approach works, and can continue to evolve over time, is the
engineering reorganization, which began in 2007. We believe that the realignment of
management and supervisory functions within the Code Administration division provides the
opportunity to strengthen our planning services division, and provide the type of professional
management and oversight that is expected from this technical services division.
92 Budget Wrap -Up