HomeMy WebLinkAbout02/04/2014 07 2014 Draft Strategic PlanBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No.
For Meeting of: 2/4/2014
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ITEM TITLE:
SUBMITTED BY:
SUMMARY EXPLANATION:
See attached.
2014 Draft Strategic Plan
Tony O'Rourke, City Manager
Resolution: Ordinance:
Other (Specify):
Contract: Contract Term:
Start Date: End Date:
Item Budgeted: Amount:
Funding Source/Fiscal
Impact:
Strategic Priority:
Insurance Required? No
Mail to:
Phone:
APPROVED FOR
SUBMITTAL:
RECOMMENDATION:
ATTACHMENTS:
Description
❑ 2014 strategic plan
City Manager
Upload Date
1/31/2014
Type
Cover Memo
DRAFT
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www.yakimawa.gov
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Introduction
Strategic Planning Process
Strategic Priorities
Strategic Priority:
Strategic Priority:
Strategic Priority:
Strategic Priority:
Strategic Priority:
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Economic Development
Public Safety
Improve the Built Environment
Public Trust & Accountability
Partnership Development
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OFFICENA GER
129 dVorthu Second 9reel
CITY PAL. Yakima, WashingIon 98.91)1
Phone 009)57 5-6040
Dear Mayor and City Council Members:
I am pleased to present to the City Council for final adoption the City of Yakima Strategic Plan for 2014. The Strategic Plan is a collaboration of
the City Council, City staff, and the community to create a dynamic set of strategies and key intended outcomes to move the community and City
organization forward over the next several years.
The foundation of the Strategic Plan is built on the following strategic priorities:
*Economic Development
*Public Safety
*Improve the Built Environment
*Public Trust and Accountability
*Partnership Development
These Strategic Priorities are based on results from Yakima's Annual Citizen Survey. The Strategic Plan offers direction and focus on issues
that are critically important to improving Yakima. The Plan also sets priorities, establishes strategies, and most importantly includes performance
measures to monitor and measure progress. The Strategic Plan will require the City Council and staff consideration when developing policies,
delivering City services, preparing the City's budget, developing department business plans, and assessing the performance of the City Manager
and staff.
The following critical steps describe how we will move from words to action and ensure alignment of the City's Strategic Plan, departments and
staff work plans, policies, and budget.
*Each City department will create an annual Business Plan with specific action -oriented goals, work activities, and performance
measures to align with and make progress on the Strategic Priorities.
*City Council policy initiatives and discussions will focus on the Strategic Priorities.
*Senior management and employee performance evaluations will be linked with the Strategic Priorities.
*Strategic Priorities performance measures will be monitored and reported on to hold ourselves accountable for making measureable
progress in achieving the strategic commitments.
*Communicate quarterly to the City Council and annually to the public through a Strategic Plan Progress Report.
*Periodically review the Strategic Plan to ensure that it continues to focus City government resources on the issues most important to
the community.
Upon adoption, the Plan will be communicated to the citizens and City staff.
I would like to thank the community, City Council, and staff for having the foresight and dedication required to develop a shared purpose and
plan to achieve significant and sustainable success for the City of Yakima.
Sincerely,
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"Strategic vision provides direction to both the formulation and execution of strategy. It makes strategy proactive, rather
than reactive, about the future. Strategy is the crossover mechanism for moving from the work as forecasted to the work
of our vision." - Colonel Bruce B.G. Clarke
Business Model
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Understanding the needs of the City's customers is the foundation upon which this Strategic Plan has been developed. The City
surveyed the local community, gathered baseline data from which to develop meaningful performance standards, and conducted
study sessions with the City Council to establish strategic priorities and measureable outcomes.
COMMUNITY INPUT—"Listening" to the Customer
The City mailed a customized National Citizen Survey to 3,000 Yakima residents in June 2013. The survey provided information to
allow the City Council to establish priorities in direct response to the needs of the citizenry. Survey results are highlighted through-
out this document.
DATA ANALYSIS—"Learning" What the Facts Are
Information from various sources was utilized to provide background for the development of the Strategic Priorities and will be
utilized to plan and execute initiatives to drive the Strategic Priorities.
Eco#�mcc Dwe&/mott
Through collaboration and partnerships with other public, private, and non-profit entities, the City will aggressively support
economic development efforts that will create quality, living wage jobs to ensure a diverse economic base, a resilient and growing
City tax base, and long-term economic vitality for the City of Yakima. To move the local economy from recession to recovery, the
City will commit to the following initiatives to foster a dynamic and diverse economy for Yakima.
STRATEGIES
Determine the best location for a public plaza for community
events and activities.
. Attend and promote Yakima's Downtown at the International
Council of Shopping Centers annual conference in Las Vegas.
. Produce Lunchtime Live and Downtown Summer Nights concert
series in 2014 and will also create new events in order to attract
more people to the downtown.
. Form a public-private partnership to market and promote air
service and secure a fourth flight to Seattle and eventually expand
service to destinations like Portland, Spokane, and Salt Lake City.
. Replace aging asphalt, taxiway lights, taxiway signs and airfield
markings to ensure the airport will continually meet Federal
Aviation Regulations while also meeting future aviation demands.
. Develop final plans for the mill site. In addition, right-of-way
acquisition for the Cascade Mill Parkway from Fair Avenue to the
proposed East—West Corridor will be obtained.
. Environmental remediation/clean up of the mill site property will
happen in 2014. The City will also retain an urban economist to
assist the City in the identification of appropriate and feasible
commercial and job creation land uses for the mill site.
PERFORMANCE MEASURES
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2012
2013
2014 Goal
Increase the citizen survey rating of those who rate the City's
employment opportunities as excellentlgood
15%
18%
22%
Lower unemployment rate
10%
9%
7%
Increase number of business licenses
6,159
6,872
7,022
Increase annual sales tax growth
5%
7%
5%
Increase annual lodging tax growth
3.2%
1.5%
3%
Increase the citizen survey rating of those who feel safe in the down-
town after dark
23%
23%
27%
City of Yakima Strategic Plan 2014—page 3
Pedeic Sal(leo
The City is committed to providing a safe and secure environment for ifs residents, businesses, and visitors. However, random acts of gang
violence, property crime, and auto theft have created growing concerns about public safety in Yakima. To ensure healthy and vital
neighborhoods free of crime, the City needs to increase its community based partnerships in crime prevention, fire and life safety, code
inspection, preparedness, and community policing. To that end, we are committed to the following initiatives.
STRATEGIES
1. Expand the downtown summer bike patrol to run from March through October. An additional parking enforcement officer will
be hired specifically for the downtown.
2. Increase training opportunities for newly promoted employees and leadership development.
3. Deployment of 74 assigned police patrol vehicles.
4. Invest in eight license plate reader systems for the Yakima Police Department to aid in the recovery of stolen vehicles.
5. Hire a Gang Free Initiative manager to ensure effective public and private sector coordination and integration of resources
directed toward the prevention and intervention of gang related crime and violence.
6. In 2014, the Yakima Police Department will have two full gang units assigned to work gang crimes. The gang units will also
proactively seek out and arrest those individuals responsible for graffiti crimes.
7. Staffing levels at the Yakima Fire Department will be increased in order to reduce the number of "brownout" days.
8. Separate the Communications Center / Dispatch Center manager into two different positions.
9. Develop a design study for the new joint communications center that will be located at the County -owned, Restitution Center
in Union Gap.
10. Invest in a new fire brush truck in order to better assist local agencies with wildland fires.
PERFORMANCE MEASURES
2012
2013
2014 Goal
Citizen rating of safety in their neighborhood (very safe/somewhat
safe)
50%
74%
77%
Citizen rating of safety in downtown after dark (very safe/somewhat
safe)
23%
23%
27%
Crime prevention citizen rating (excellent/good)
23%
22%
25%
Fire response travel time under five minutes
90%
88%
90%
Fire department rating (excellent/good)
84%
83%
86%
Police department citizen rating (excellent/good)
54%
54%
57%
Number of commercial structures inspected
0
2,512
4,000
Percent of robberies per 1,000 residents (UCR 1) / crimes cleared
Auto theft rate per 1,000 residents / crimes cleared
1.71 29.8%
12.316.8%
1.491 32%
6.4 / 8.4%
1.3 / 33%
5.019.0%
Percent of burglaries per 1,000 residents (UCR) I crimes cleared
17.016.5%
12.1 / 5.6%
11.0 16.5%
Percent of homicides per 1,000 residents 1 crimes cleared
.07 / 71%
.05/75%
City of Yakima Strategic Plan 2014—page 4
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The City's overall appearance and infrastructure are critical components of the public's perception of the community's quality and
vitality. The current physical environment does not meet the public's expectation. The restoration of the built environment is a
necessity. There is a compelling need to resolve and unify the visual quality of the community as well as ensure the provision and
maintenance of essential infrastructure.
STRATEGIES
1. Hire a graffiti abatement coordinator to coordinate cleanup of graffiti sites soon after they are reported.
2. Implement a pilot recycling program of approximately 600 households.
3. Complete the Collection System Master Plan in order to identify system expansion necessary to accommodate future
economic growth.
4. Two additional code enforcement officers will be hired in order to allow the City to be more proactive in responding to code
violations.
5. Industrial waste rate study will be conducted.
6 Begin the process of creating a comprehensive connectivity network by identifying existing sidewalks and bicycle lanes and
start designing the connectivity master plan.
7. Amend the City's billboard and digital sign regulations to ensure that billboards and digital signs are regulated.
8. Reinstate the traffic engineer position to manage the right-of-way / street cut program.
9. Rehabilitate streets by issuing a 10 -year bond of $16 million to grind and overlay 92 lane miles of arterial streets and
residential streets.
10. Install a biosolids (sludge) dryer to produce a Class A, exceptional quality biosolids product that can be sold as a soil
amendment.
PERFORMANCE MEASURES
Improve citizen rating of the City's overall appearance as excellent/
Improve resident rating of the City's cleanliness as excellent/good
Improve citizen rating of City's code enforcement as excellent/good
Create new downtown design standards
Improve citizen rating of City streets as excellent/good
Increase the lane miles of roads overlaid /reconstructed
Reduce sewer inflowlinfiltration
2012 2013
29%
31%
15%
No
21%
28%
29%
15%
No
19%
2014 Goal
30%
32%
20%
Yes
24%
0
10%
City of Yakima Strategic Plan 2014—page 5
28
6%
92
NA
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Based on the 2013 Yakima Citizen Survey, the residents and businesses of Yakima want a City government that delivers higher
value and quality in City services. They have also made it clear they want to be more informed and engaged in solving this
community's problems and setting its future course. Listening to and responding to the concerns of citizens fosters mutual trust
and cooperation. They also want accountability and accessibility from our City leaders as they make decisions that will affect the
lives of current and future generations in Yakima.
To achieve greater public trust and accountability, the City is committed to increased citizen information, involvement, and
delivering exceptional and meaningful results. To achieve this we pledge to doing the following.
STRATEGIES
1. Implement quality customer service academy for all existing and new employees.
2. Conduct Yakima's third annual citizen survey in late spring / early summer.
3. Implement new financial system software program.
4. Examine bus routes to create more efficient services.
5. Conduct Yakima's third annual employee survey in winter 2014.
6. Establish development service teams that ensure project review is coordinated among all City departments and divisions.
7. Perform a Business Process Analysis of the Utility Services Division.
PERFORMANCE MEASURES
2012
2013
2014 Goal
Improve citizen excellent/good rating on direction City is taking
28%
31%
35%
Improve citizen excellent/good rating on the value of services for taxes
paid
27%
45%
26%
48%
30%
50%
Improve citizen excellent/good rating of services provided by the City
Conduct annual citizen survey
Yes
Yes
Yes
35%
Improve citizen rating of City welcoming citizen involvement
30%
32%
Maintain general fund operating reserve balance as percentage of general
16%
17.6%
16.7%
Percentage of citizens who volunteer to some group or activity
54%
46%
50%
Improve citizen opportunities to participate in community matters
45%
41%
47%
45%
50%
Improve citizens rating of City public information services
48%
Improve citizen excellent/good rating on water services
64%
64%
67%
Reduce water quality complaints
N/A
28
22
Reduce billing errors due to improper meter reads
NIA
200
50
Reduce distribution system water loss
NIA
12%
10%
City of Yakima Strategic Plan 2014—page 6
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The City of Yakima will build cooperative and reciprocal partnerships with local, regional, state, federal, non-profit, and private
entities to enhance the vitality and quality of life of City residents, businesses, and guests to leverage resources with other
organizations to accomplish what the City otherwise couldn't.
STRATEGIES
. Update YPAL facility at Miller Park.
. Partner with the Southeast Community Center in
upgrading the existing facility.
. Join Yakima County in supporting a transportation
revenue package.
. Partner with the Capitol Theatre to locate funding sources
for the necessary work that needs to be done.
Attract new businesses and visitors by partnering with
Yakima County Development Association and Yakima
Valley Tourism.
PERFORMANCE MEASURES
"The City of Yakima is a critical partner for economic
development in Central Washington. By working to
revitalize its downtown, expand airport operations,
promote tourism, and support local business develop-
ment, Yakima is implementing initiatives that lead to
jobs and a stronger economy"— Dave McFadden,
President, Yakima County Development Association
Establish Yakima Cleanup and Revitalization (CARE) program
Create legislativeladministrative strategy for state and federal
Create downtown event partnerships
Create Neighborhood Service Teams
Create park improvement partnerships
Secure federal and/or state funds for Mill Site
2012
No
No
No
No
No
City of Yakima Strategic Plan 2014—page 7
2013
No
Yes
Yes
No
Yes
Yes
2014 Goal
Yes
Yes
Yes
Yes
Yes
Yes