HomeMy WebLinkAbout02/04/2014 08 2014 Draft Business PlanBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No.
For Meeting of: 2/4/2014
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII
ITEM TITLE:
SUBMITTED BY:
SUMMARY EXPLANATION:
See attached.
2014 Draft Business 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 business plan
City Manager
Upload Date
1/31/2014
Type
Cover IMleirttno
!Ipr itr DRAFT 1°1.11
afot of ycilzi.vvici
2014 "BiAsielAwess Plea IA.
.••••••.1.
- • .•
• •••• • - 1,1 ri;
• -r --; NVA] - , _ r• • 11144
"-••••• • 1.
• • Vq: 4.. • _ •
• • •
r. r •
- .• •
• . 14,11i
t
)11 -
www.yakimawa.gov
-susommr
2013 City of Yakima Officials
Back Row: Council Member Rick Ensey, Council Member Dave Ettl, Mayor Micah Cawley,
Council Member Bill Lover
Front Row: Council Member Kathy Coffey, Council Member Sara Bristol, Assistant Mayor
Maureen Adkison
2014 Council Member:
Tom Dittmar
City Manager
Tony O'Rourke
Mascot/Security
Murphy
?dee 4 eogtzetted
Introduction
City Organization
Strategic Priorities
BUSINESS PLAN:
Strategic Priority:
Strategic Priority:
Strategic Priority:
Strategic Priority:
Strategic Priority:
Page
1
2
3
Economic Development 4
Public Safety 8
Improve the Built Environment 10
Public Trust & Accountability 15
Partnership Development 17
Summary of Initiatives 19
loaroducua�
OFFIC1. OF THE CITY MANAGER
129 North Second Street
CITY HALL, Yakima, Washington 98901
Phone (509) 575-6040
Honorable Mayor and members of the Yakima City Council,
I am pleased to present u for your review and adoption the City's 2014 Business Plan. The 2014 Business Plan operationalizes the
implementation of the City Council's Strategic Plan that was adopted in November 2012. The Business Plan is the culmination of a
comprehensive process undertaken by the City Council and City staff to evaluate community needs and interests and identify the
key strategic priorities to move the community and City organization forward.
The Business Plan focuses on integrating the City's strategic priorities, key intended outcomes, and performance measures into
daily operations.
Business Plan: The Business Plan includes a brief description of the City's organizational structure and the City Council's Five
Strategic Priorities.
1. Economic Development
2. Public Safety
3. Improving the Built Environment
4. Public Trust & Accountability
5. Partnership Development
Each strategic priority section then identifies proposed initiatives to address each strategic priority and achieve the Key Intended
Outcomes between January 2014 and December 2014. The Business Plan concludes with a summary of all Business Plan
initiatives.
Progress Reports: Quarterly and annual progress reports on the implementation status of the Business Plan will be presented to
the City Council and community. Each fall, the City will present a "State of the City" report to the community, which will include the
Annual Progress Report of the Strategic and Business Plans.
Summary: The strategies reflected in the Five -Year Financial Plan, Business Plan and the Strategic Plan allow the City to honor its
commitment to the community to provide essential, outstanding, and cost-effective service to its residents and businesses. Once
again, I offer my thanks and appreciation to the community for the valuable input they provided. I also thank our employees who
embraced these initiatives and the City Council for providing the opportunity for the City to demonstrate its commitment to the
community. I look forward to a productive 12 months of implementation of the 2014 Business Plan and will provide quarterly
reports to keep the citizenry and City Council informed of our progress.
Sincerely,
City Manager
In July 2012, the City adopted several organizational changes including a reorganization of departments and services.
The current organizational structure includes the following services and departments:
• City Attorney's Office
• Public Safety Services: Police and Fire Departments, 9-1-1 Communications
• Finance Department: Financial Management, Budgeting, Purchasing, Utility Customer Services
• Information Technology/Radio and electronics
• Community Development: Planning, Codes, Neighborhood Development Services
• Engineering/Utilities: Water, Wastewater, Stormwater, Irrigation
• Public Works: Parks & Recreation, Cemetery, Streets, Signs, Refuse, Transit, Fleet
• Internal Services: City Manager's Office, Economic Development, Strategic Projects, Communications and
Public Affairs, Human Resources, City Clerk
• Yakima Air Terminal
Assistant to the City Mgr
CITY MANAGER
Municipal Court
Civil Service Commission
Chief Examiner
f
Community
Development
Director
J
Animal
Control
f
Finance
Director
J
Purchasing
Economic
Development
Manager
L J
r
Police
Chief
911/
dispatch
Fire Chief
Fire
Inspectors
L l
Public
Works
Director
� J
� 1
Utilities &
Engineering
Director
Jr
City
Attorney
ti J
City
Clerk
Airport
r �
Communications
& Public Affairs
� J
Human
Resources
J
Strategic
Project
Manager
� J
r
Technology
Services
L J
Radio/
Electronics
J
Setare#6
In July 2013, the City contracted National Research Center, Inc. and conducted its second annual citizen survey. On September
9, 2013, the City Council met and evaluated the information gathered from the survey. Council recognized and validated "The
Case for Change" had been made to move away from "government as usual" and toward a local government that is customer
focused, data driven, and results oriented. Toward this end, the City Council adopted five Strategic Priorities which are designed
to address serious economic conditions, meet community expectations, build on the community's strengths and interest in the
City, restore the community's trust, and move the City from recession to recovery.
• ECONOMIC DEVELOPMENT: Through collaboration and partnerships, the City will aggressively support
economic development efforts that will create quality, living wage jobs to ensure a diverse economic base, a
resilient and growing City tax base, and long-term economic vitality for the City of Yakima.
• PUBLIC SAFETY: The City is committed to providing a safe and secure environment for its residents, businesses,
and visitors through increased partnerships in crime prevention, fire and life safety, code inspections,
preparedness, and community policing.
• PUBLIC TRUST & ACCOUNTABILITY: To enhance civic engagement and maximize information outreach by
listening to, understanding, and fostering mutual respect with the community.
• PARTNERSHIP DEVELOPMENT: To build cooperative and reciprocal partnerships with local, regional, state and
federal agencies, non-profit and private entities in order to enhance the vitality and quality of life of Yakima
residents, businesses, and guests.
• IMPROVE THE BUILT ENVIRONMENT: To improve the City's "First Impression" and ensure investment in
community and tourist infrastructure.
Page 3
The overall goal of Economic Development as a strategic priority is to aggressively support economic development efforts that will
create quality, living wage jobs in order to ensure a diverse economic base, a resilient and growing City tax base, and long-term
economic vitality for the City of Yakima. To move the City economy from recession to recovery, the City will commit to fostering a
dynamic and diverse economy for Yakima.
DOWNTOWN MASTER PLAN & RETAIL PLAN
Lead Department: Economic Development
The Downtown Yakima Master Plan developed by Crandall Arambula
consulting firm has identified a roadmap for continuing the successful
transformation of Downtown Yakima to a vibrant retail, dining,
entertainment and cultural
• destination. The first step
in this transformative
process is the creation of a
public plaza for community
events and activities.
Conceptual plans for the
proposed public plaza
should include a
performance area, water
feature, seating, curbless
frontage, and parking. A
Downtown Master Plan Implementation Committee and Retail
Committee will be formed to help facilitate the downtown revitalization
process and products.
Thomas Consultants developed a retail element of the Downtown
Yakima Master Plan. Phase 1 of the downtown retail plan is to
proactively market Downtown Yakima to potential investors and site
selectors. Phase 1 will include the formation of a Downtown Yakima
Retail Task Force and attendance at the International Council of
Shopping Centers' annual conference in Las Vegas in order to meet
with prospective investors and developers.
ii =ME
ti
-4
_4
y
ti
r rA
1
SPECIAL EVENTS
Lead Department: Economic Development
The City will continue to produce Lunchtime Live and Downtown
Summer Nights concert series as well as invest in new and upcoming
events such as a Christmas Festival, Cultural Concert Series, Blues and
Brews Festival, Spring Barrel Arts Festival, and Fresh Hop Ale Festival.
In addition, the City will contribute $15,000 to the Fourth of July
Planning Committee for its festival at the Central Washington State
Fairgrounds while working with the committee to attract new donors and
sponsors.
EXPAND AIR SERVICE
Lead Department: Airport
In February 2013, the City of Yakima took sole ownership of the
Yakima Air Terminal. During this transition it was determined that
strategies for marketing the airport and expanding air service to
Seattle was needed. The City contracted with Airplanners LLC to
assist with evaluating the community's needs for air service and
to increase the local marketing efforts for the airport. This year a
public-private partnership will be formed 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.
AIRPORT IMPROVEMENTS
Lead Department: Airport
The Yakima Air Terminal is an integral part of the City's economic
and transportation infrastructure for Yakima. Through close
cooperation with the Federal Aviation Administration, the Airport
recently received two grants totaling $10 million to rehabilitate the
airport's primary Taxiway and associated Taxiway connectors.
This project will 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. This project is slated to begin in spring 2014
and should be completed before year's end.
Page 4
Seate9 Pueeq: Sco�tomcc Deue4ftme#tt
Lead Department: Strategic Projects
CASCADE MILL PROJECT
Project implementation of the Cascade Mill Site in 2014 will require development of final plans and
right of way acquisition for the Cascade Mill Parkway from Fair Avenue to the proposed East-West
corridor. This project includes a roundabout at Fair Avenue as well as two other roundabouts, which
will be coordinated with the East-West corridor. In addition, excavation and removal of the wood
waste on the landfill and plywood plant properties should begin in 2014. The Remedial Action Plan
and permitting process with the Department of Ecology for the landfill remediation will begin in 2014.
An urban economist will begin work in 2014 to evaluate the most feasible and appropriate site land
uses which compliment the Downtown Revitalization effort. Interchange modification review should
be completed in 2014.
The redevelopment of the Cascade Mill Site is one of the City of Yakima Priority Economic Development projects. A number of critical steps will
be implemented in 2014 that will move the redevelopment of this site closer to reality. This is a complex project with multiple partners, both public
and private. Implementation of the Local Infrastructure Financing Tool (LIFT) program provides the core of funding for essential components. This
summary provides an over -view of the essential tasks and projects. 2014 Critical Tasks are flagged with a .
1. 1-82 Interchange Modification Status — A public workshop was held on October 24, 2013 to
provide information and receive comments (see attached) related to the preferred design option.
Significant comments included concern about Fair Avenue access changes (near the Gateway
Center and south of Yakima Avenue) and Greenway trail impacts. A Technical Stakeholders
meeting was held in December to review findings, recommendations and preferred solutions.
This review is a portion of the National Environmental Policy Act (NEPA) process for the
Interchange.
2014 Estimated Task Cost: Included in existing Lochner Contract
Critical Task Timing: NEPA Review of Interchange should be complete in 2014
Alternative 28
2. Funding Package from State Legislature — A Senate revenue package includes both 1-82 Yakima - Union Gap Economic Development
Improvements and the East — West Corridor Overpass and Bridge project. 1-82 work begins in 2017
and totals $56 million. The East — West Corridor is pushed out until 2023 and totals $45
million. The Senate plan also includes reforms to the allocation of transportation revenue. There is
not an agreement with the House on the reforms or the project list. They must resolve the reforms
first so they know how much money is in play. They can then finalize a project list.
2014 Estimated Task Cost: No 2014 funds are included in this package
Critical Task Timing: Transportation Bill may not be approved until 2014
Page 5
3. Local Streets in the Cascade Mill Project Area — Several local street projects are planned and are in the preliminary design phase to
serve the redevelopment of the mill site.
A. Cascade Mill Parkway — The Cascade Mill Parkway (CMP) will be a City street connecting
Fair Avenue to the East-West Corridor. The CMP is planned as a 4 -lane divided boulevard
with landscaped median and limited driveways. Final design will be complete in 2014. The
CMP will be constructed in two phases and is estimated to cost a total of $10 Million.
2014 Estimated Task Cost: Included in existing Lochner contract
Critical Task Timing: Design complete 2nd Q 2014
B. Roundabout at Fair Avenue and CMP — The first street improvement project will be
construction of a new roundabout at Fair Avenue and Cascade Mill Parkway. This project will
improve mobility and safety at the intersection as well as provide access into the landfill area
for environmental clean-up actions.
2014 Estimated Task Cost: TIB grant application Project cost $2.6 Million, City share is
$1.6 Million
Critical Task Timing: Design complete 2nd Q 2014, SEPA in 2014, construct in 2015
C. Roundabout at CMP and East-West Corridor — A roundabout is planned at the intersection
of the East-West Corridor and the Cascade Mill Parkway. The Moxee spur railroad line will bisect the roundabout. Traffic control
options are under review to design the most efficient and safe intersection and railroad crossing. Columbia Basin Railroad
representatives will assist in design choices. This project requires NEPA review.
2014 Estimated Task Cost: design costs included in existing Lochner contract
Critical Task Timing: 70% design will be complete in 2014, NEPA review underway. Public comment sessions will be held in
2014.
D. H Street Improvement — The existing H Street alignment will be improved from North 1St Street to 7th Street, where it will
transition to the East-West Corridor. At this time, a 3 -lane City street is planned with street lighting, sidewalks and bike lanes. This
project will require NEPA review.
2014 Estimated Task Cost: design costs included in existing Lochner contract
Critical Task Timing: 70% design will be complete in 2014, NEPA review underway. Public comment sessions will be held in
2014.
4. Environmental Remediation/Clean Up - Three major issues are present on the Cascade Mill Project site that requires a clean-up/
remediation strategy: Wood debris, the former municipal landfill and remediation related to the saw mill & plywood plant operations.
Permitting and environmental clean-up will be coordinated with Department of Ecology as well as funding options.
A. Wood Debris - A significant amount (over 200,000cy) of wood debris is located on top of the former municipal landfill. This
material must be removed prior to the handling of the municipal solid waste (MSW).
2014 Estimated Task Cost: Removal of wood debris may cost $900,000 or more, depending on strategy
Critical Task Timing: Removal of wood debris could begin in 4th Q 2014
B. Municipal Landfill — There is an estimated 450,000 cy of
municipal waste located over a 28 -acre site for which the
City of Yakima has clean-up responsibility. At this time, the
current recommendation is for full removal of the landfill
which will maximize future development options and mini-
mize continued liability for possible contamination caused by
the landfill. The City plans to purchase the area south of the
railroad including landfill and plywood plant sites in 2014 in
order to qualify for DOE grants. Removal of landfill may
exceed $16 million or more, depending on strategy. City
may consider requesting capital appropriation to cover clean
-up costs.
2014 Estimated Task Cost: City plans to purchase area in 2014 for approximately $800,000
Critical Task Timing: Removal of landfill could begin in 3rd Q 2015
C. Plywood Plant and Saw Mill Area Clean-up — The project area contained a working lumber mill and related operations since
1903. The City contracted Landau & Associates to investigate the nature and extent of contaminants with particular emphasis on
the plywood plant site. Issues of concern included petroleum products, heavy metals, groundwater contamination, and other
materials. This study is considered due diligence prior to the planned purchase of the plywood plant site.
2014 Estimated Task Cost: Landau Phase 3 study in 2014, $300,000
Critical Task Timing: Phase 3 study is targeted for 2014, but could be delayed if necessary to 2015
D. Environmental Permitting with Department of Ecology — Clean-up and remediation of the landfill property will be subject to
permit approval by the Department of Ecology (DOE). The City team is finalizing a Remedial Alternatives Report for the landfill
clean up that will include cost evaluation. Once the preferred option has been selected, the proposal will be submitted to DOE for
review. A Clean -Up Action Plan (CAP) will be developed with DOE and eligibility for funding under the MTCA program will be
reviewed. The CAP will become a portion of the Consent Decree from DOE.
2014 Estimated Task Cost: Permit costs and preparation of technical studies included in current contract with Cascadia Law
Critical Task Timing: This task must be accomplished in 2014 in order to meet clean up objectives for street construction
and development.
5. Economic Analysis for Appropriate Land Use — In 2014, an Urban Economist will be retained to assist the City of Yakima in the
identification of appropriate and feasible commercial and job creation land uses for the Cascade Mill site. This study will include a Market
Assessment and a focused Market Study to develop scenarios for the redevelopment of the site including land use type, square feet of
construction, job creation, and a proposed phasing plan, if appropriate. Land use scenarios will need to complement and not compete with
the Yakima Downtown effort.
2014 Estimated Task Cost: Study will be a subcontract of Lochner contract, $40,000
Critical Task Timing: This task is scheduled for 2014
PERFORMANCE MEASURES
2012
2013 2014
Actual Actual Goal
Increase the citizen survey rating of those who rate the City's employment opportunities
as excellent/good
15%
19%
22%
Lower unemployment rate
10%
8%
7%
Increase number of business licenses
6,159
6,872 YTD
7,022
Increase annual sales tax growth
5%
7%
5%
Increase annual lodging tax growth
3.2%
%
3%
Increase the citizen survey rating of those who feel safe in the downtown after dark
23%
23%
27%
1
Page 7
spareciie pteepriter Ade& sapeet
The City is committed to providing a safe and secure environment for its residents, businesses, and visitors. However, random
acts of gang violence, property crimes, and auto thefts have created growing concems about public safety in Yakima. The overall
goal of Public Safety as a strategic priority is to ensure healthy and vital neighborhoods free of crime by increasing community
based partnerships in crime prevention, fire and life safety, code inspections, preparedness, and community policing.
DOWNTOWN BIKE PATROLS
Lead Department: Police Department
In 2014, the Yakima Police Department will expand the
downtown summer bicycle patrol to run from March through
October. The patrol will be modified to include foot patrols
depending on the needs of the area and specific events.
TRAINING FOR POLICE & FIRE DEPTS
Lead Department: Police and Fire Departments
The Yakima Police Department and the Yakima Fire Department
will be putting newly promoted employees through a leadership
development program and additional training to ensure increased
fire and police personnel skills, safety, and career development.
ASSIGNED POLICE PATROL VEHICLES
Lead Department: Police Department
In 2014, the Yakima Police Department will equip and deploy 74
assigned police patrol vehicles to increase police presence and
24/7 response capability. This will increase the maximum
number of police patrol vehicles in Yakima from a current level of
16 to upto74.
LICENSE PLATE READER SYSTEM
Lead Department: Police Department
Yakima ranks 5th nationally in auto thefts per capita. The City is
committed to reducing auto thefts and plans to lower incidents of
theft and increase recoveries of stolen vehicles by purchasing
eight automated license plate reader systems. This new
technology will be used in the investigation and prosecution of a
variety of other crimes.
GANG FREE INITIATIVE MANAGER
Lead Department: Police
The City of Yakima will hire a Gang Free Initiative Operations
Manager to facilitate and grow community partnerships to
prevent, intervene, and suppress gang activity. Additionally, this
person will be responsible for ensuring the effective public and
private sector coordination and integration of resources directed
toward the prevention and intervention of gang related crime and
violence.
IMPLEMENTATION OF SECOND GANG UNIT
Lead Department: Police Department
The Yakima Police Department has, over the last few months,
restructured the Community Services Division to allow civilian
employees to absorb most of the duties formerly performed by
police officers. This change allows for a sergeant and two
additional police officers to be assigned to work gang crimes.
Starting in early January of 2014, the Yakima Police Department
will have two gang units in the field, which will allow for gang unit
presence almost every day of the year. Each gang unit will
consist of a sergeant and four officers.
Page 8
Je4 Sajet - east.
REDUCE BROWNOUTS IN THE FIRE DEPT
Lead Department: Fire Department
Currently the City experiences 129 days a year when inadequate fire
staff are available to operate all available fire equipment. These days
are classified as "Brownouts." The fire department will be increasing
its staffing levels and use overtime to eliminate "Brownouts" and
enhance community fire/medical safety. Overtime funds will also be
used to meet peak staffing demand periods in lieu of fulltime staff.
Two firefighters will be reinstated and one training lieutenant will be
added to the staff.
ADDITIONAL PARKING ENFORCEMENT OFFICER
Lead Department: Police Department
The Yakima Police Department will add a fulltime position dedicated
to downtown parking enforcement, focusing on parking space
turnover. With continued enforcement of downtown parking
regulations, parking spaces will continue to turn over and be available
for shoppers, and parking space abuses will be greatly reduced.
NEW FIRE BRUSH TRUCK
Lead Department: Fire Department
The Yakima Fire Department will purchase a new brush truck to
replace the existing 23 -year-old truck. This piece of equipment is
necessary in order to ensure the department has reliable and capable
wildland fire suppression capabilities.
COMMUNICATIONS/DISPATCH REORGANIZATION
Lead Department: Communications/Dispatch Department
Due to increased management demands and the planned relocation of
the 911 / dispatch center, the manager position will be split back into
two separate positions; one for Communications/Dispatch Center and
the other for Information Technology.
INDIGENT DEFENSE
Lead Department: Legal Department
The Washington Supreme Court has imposed a new 400 caseload limit
for attorneys providing public defense services for misdemeanor cases.
To reduce the cost impacts of this unfunded mandate, the City has
employed a Pre -Filing Diversion program and a Prosecution Charging
Unit. These two initiatives will reduce the current misdemeanor case-
load of 5,100 annually by almost one-third and reduce the number of
prosecutors needed from nine to four. Subsequently, to meet the
demands of the additional four defense attorneys, prosecution staffing
levels will need to be increased by one attorney.
COMMUNICATIONS CENTER DESIGN
Lead Department: Communications
The Communications Division will complete a design for the pre -
design study for the new joint communications center located in the
County -owned, Restitution Center in Union Gap. The purpose of this
phase is to identify needs, create a design, and determine costs for the
project. Over the last few years, the duties and responsibilities of the
911 / dispatch center have increased with additional outside contracts
and more space is needed to accommodate the staff and equipment.
Planned completion of the center is for late 2015.
CONCENTRATION OF ANTI -GRAFFITI EFFORTS
Lead Department: Police Department
A continuing problem in the downtown area is the frequent and
unwanted appearance of graffiti. Graffiti is an eyesore and detracts
from a positive image of downtown. The police department will utilize
its two gang units to proactively seek out and arrest those responsible
for graffiti crimes in the downtown area as well as elsewhere in the city.
Page 9
Ade& Salley - coat
PERFORMANCE MEASURES
2012
Actual
2013
Actual
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
1.7 / 29.8%
1.49 / 32%
1.3 / 33%
Auto theft rate per 1,000 residents / crimes cleared
12.3 / 6.8%
6.4 / 8.4%
5.0 / 9.0%
Percent of burglaries per 1,000 residents (UCR) / crimes cleared
17.0 / 6.5%
12.1 / 5.6%
11.0 / 6.5%
Homicides per 1,000 residents / crimes cleared
.07 / 71 %
.05 / 75%
Siate9c %rcjrnooe Ilse &c€t Etweweitmeat
The overall goal of Improve the Built Environment as a strategic priority is to improve the City's first impression and ensure
investment in community and tourist infrastructure.
GRAFFITI ABATEMENT COORDINATOR
Lead Department: Community DevelopmentlCodes Division
A second seasonal person will be hired to work five months of
the year to coordinate cleanup graffiti sites soon after they are
reported in order to diminish the visual blight graffiti creates in
the community.
PILOT RECYCLING PROGRAM
Lead Department: Refuse
The Refuse Division will implement a 6 to 9
month Pilot Curbside Recycling Program
consisting of approximately 600 households
utilizing existing staff and equipment and a
feasible source separation collection method. The City will coordinate
with Yakima County Solid Waste for funding public education, and
outreach. If the pilot recycling program proves to be successful after
analyzing costs, the City will look to expand to a citywide recycling
program.
Page 10
�%vioae de Feat Epudizoomeat coo' t
IMPLEMENT PHASE ONE OF N. 1st STREET PLAN
Lead Department: Strategic Projects
In 2013, the City Council authorized a landscape architect to
prepare a final design for the landscape and pedestrian environment
of the North First Street Revitalization Project, Phase 1 element
(1-82 to "N" Street). Phase 1 will include selecting a preferred
alternative from a limited list of options. In 2014, a civil engineering
firm will be selected to prepare construction documents for the
project design, which will include the design for undergrounding of
power and other utilities. Construction drawings and plans should
be completed in the summer of 2014. Project construction is
expected in early 2015 and will be funded by a Surface
Transportation Program grant of $2,718,000.
In 2014, the City will continue seeking funding for additional phased
construction of the North First Street Revitalization Project (from "N"
Street to Lincoln Avenue). Finally, police, fire, and code
enforcement will continue to ensure life safety and public safety
issues are addressed and mitigated along the North First Street
Corridor.
COMPLETE WASTEWATER COLLECTIONS
MASTER PLAN
Lead Department: Utilities & Engineering - Wastewater
The Wastewater Division will complete the Collection System Mas-
ter Plan to identify system expansion necessary to accommodate
future economic growth. Collection system pipelines condition
ratings will identify and prioritize maintenance and capital projects
for repair and replacement of sewer collection lines. The Collection
System Master Plan will improve service provided to the community
by ensuring lines are repaired prior to failure and that capacity
improvements are budgeted and constructed to allow for continued
growth and economic development. A sustainable collection system
requires planned preventative maintenance and a program for
planned expansion.
EXPAND CODE ENFORCEMENT
Lead Department: Community Development/Code Division
Two additional code enforcement officers will be hired in order to
allow the City to be more proactive in responding to code violations,
in particular sign violations, in order to make the City more
attractive.
RIGHT OF WAY ENCROACHMENT AND
STREET CUT PROGRAM
Lead Department: Utilities & Engineering
When commercial or government entities perform maintenance or
construction activities in the public right-of-way, they interfere with
the public's ability to use the portion of the right-of-way, create
potentially dangerous obstacles to the traveling public, and often
damage public infrastructure. The Engineering Division will
implement a comprehensive right-of-way encroachment and street
cut program which will enable the City to control the duration and
extent that an entity encroaches in the right-of-way and ensure that
safety precautions are taken to protect the public and the workers.
The permitting fee structure will also be revised so that the cost of
the permit is commensurate with the size and duration of the en-
croachment. Additionally, entities that cut the City's pavement will
not only have to repair the damage, but they will have to pay a
restoration fee that will be used for future road resurfacing and
replacement. The goal is to reduce the amount of time that the
traveling public is inconvenienced by commercial activities in the
right-of-way, dramatically improve work zone safety, and protect the
City's infrastructure and investment in street resurfacing.
CONDUCT INDUSTRIAL WASTE RATE STUDY
Lead Department: Utilities & Engineering—Wastewater
The Wastewater Division completed the installation of the Upflow
Anaerobic Sludge Blanket (UASB) Reactor in 2013 and has
installed over 10,000 linear feet of pipeline to connect existing food
processors to the Industrial Wastewater System. This project has
increased the treatment capacity at the plant. The rate study will
initiate rates for the City's recently built industrial wastewater
treatment process. The food and drink processing industry is a
diversifying sector of the economy as large scale production is
being augmented with smaller scale beer, wine, and spirits
production. A transparent evaluation of industrial wastewater rates
is necessary for potential new food and drink production in Yakima.
The industrial rate study will be combined with the update of the
Stormwater and Wastewater Rate Study.
Page 11
de Sae Sewetoftmee
Coat.
PHASE 1 STORMWATER MASTER PLAN
IMPROVEMENTS
Lead Department: Utilities & Engineering—Stormwater
The City stormwater program has completed a Stormwater
Collections System Master Plan that identified $672 million in capital
improvement needs over the next 20 years for improving this sector
of the built environment. Improved stormwater conveyance and
retention is necessary to maintain NPDES permit compliance and to
mitigate flood hazards.
The Stormwater Capital Budget has $600,000 available in 2014 to
start implementing the master plan. Integrating stormwater projects
into other City initiatives creates the possibility of significant cost
savings. For example, incorporating "low impact development"
features into downtown planning, North 1st Street, or the Mill Site
redevelopment could add value to these projects with improved
drainage that incorporates improving the appearance and function of
our built environment.
EAST -WEST CORRIDOR DESIGN & ALIGNMENT
Lead Department: Strategic Projects
Project implementation of the Cascade Mill Site in 2014 will require
development of final plans and right-of-way acquisition for the
Cascade Mill Parkway from Fair Avenue to the proposed East-West
Corridor. This project includes a roundabout at Fair Avenue, as well
as two other roundabouts, which will be coordinated with the East-
West Corridor.
CONNECTIVITY PLAN FOR
PEDESTRIANS & BICYCLES
Lead Department: Utilities & Engineering
Both the 2012 and 2013 citizens surveys highlighted connectivity, or
the ability to get around the City by foot or bicycle, as an area of
concern. In response to this concern, the Engineering Division will
begin the process of creating a comprehensive connectivity network
by identifying existing sidewalks and bicycle lanes and starting the
design of the connectivity master plan. This plan will work in
conjunction with the Parks & Recreation initiative to improve path
and trail infrastructure.
UPDATE STORMWATER &
WASTEWATER RATE STUDIES
Lead Department: Utilities & Engineering—Wastewater
The City of Yakima is required to complete a utility rate study that will
determine the billing rates required to provide utility services. The
existing Wastewater & Stormwater Rate Ordinances expire at the
end of 2014. On top of being mandated, the rate study allows the
City to ensure public trust and accountability with its rate structures.
The study will document sound financial practices the City uses to
maintain the built environment and encourage economic
development. The City will seek the services of a third party financial
consultant to complete the analysis of the utilities and recommend a
rate structure for the next three years.
CLEAN UP HAZARDOUS WASTE SITES
Lead Department: Legal
The City of Yakima, primarily through the Legal Department, is
working with owners of certain properties and the Department of
Ecology to achieve cleanup of the properties and placement of
cleaned properties back onto the market as available sites for
businesses. This process involves negotiations with current owners
of the properties and a cooperative effort with Ecology, to explore
acquisition of the affected properties and possible grant funds to
finance site cleanup.
WASTEWATER TREATMENT OUTFALL PROJECT
Lead Department: Utilities & Engineering—Wastewater
The Wastewater Division is moving the City of Yakima Wastewater
outfall in order to restore critical floodplain environment for salmon
recovery and Yakima Basin Integrated Plan implementation. This
multi -benefit project will improve water quality, reduce flood hazards,
enhance salmon and steelhead runs, increase recreational
opportunities, and foster growth by allowing upstream land to come
off of flood insurance maps. The project will improve the City's
appearance and built environment, improve trails, involve community
groups and individual citizens, and create partnerships.
Page 12
9 die Vet& So#tmete e.
BILLBOARD REGULATIONS
Lead Department: Community Development/Code Division
The City's billboard and digital sign regulations will be amended to
ensure that billboards and digital signs are regulated in a manner
that will mitigate visual impacts on the community and safety
impacts on drivers.
BUILD BIOSOLIDS DRYER FACILITY
Lead Department: Utilities & Engineering—Wastewater
The Wastewater Division will install a biosolids (sludge) dryer to
produce a Class A, exceptional quality biosolids product that can
be sold "out of the gate" as a soil amendment. The soil amend-
ment is suitable for City parks, golf courses, local agriculture, the
Yakima Area Arboretum, and private use. The dryer will improve
the built environment by increasing Wastewater Treatment Facility
reliability, utilizing bio -gas produced by the new industrial
wastewater treatment system, and reducing hauling and permitting
expenses associated with Class B biosolids. The project defers
major capital expenses, reduces operating expenses, and reduces
the Wastewater Treatment Facility's carbon emissions.
ROAD IMPROVEMENTS
TRAFFIC ENGINEER
Lead Department: Utilities & Engineering
The Traffic Engineer position will be reinstituted in order to manage
the ROW encroachment/street cut program, review development
applications, respond to citizen requests, evaluate traffic signal
timing patterns and analyze traffic data collections. Other work that
needs to be done includes development of prioritized traffic safety
and operations capital improvements lists, update traffic policies
and standards, and a detailed annual review and analysis of high
accident locations.
CITY HALL IMPROVEMENTS
Lead Department: Community Development
The existing City Hall is very outdated and has not had many
upgrades over the years. The first floor needs to be updated in
appearance, lighting, and ADA accessibility.
Lead Department: EngineeringlFinance
The City's 802 lane miles of roads have an average Paving Condition Index (PCI) score of 54. Based on a 100 -point scale, the City's current
road conditions are poor. Compounding this situation is the fact that 3% of Yakima's roads are currently classified as failed, while 23% or (185
lane miles) are projected to attain a failed classification by 2020 if not rehabilitated soon. In August 2013, 72% of voters supported a City
Charter Amendment requiring the City to invest at least $2 million annually on the restoration or reconstruction of Yakima streets.
Staff proposes building on the 2013 road improvements and taking advantage of excellent road rehabilitation pricing with an aggressive 2014
road rehabilitation plan based on issuing a 10 -year term bond of $16 million dollars to grind and overlay 92 lane miles of arterial streets and
residential streets. This aggressive plan will prevent having to reconstruct these critical streets at a much higher cost and will extend their useful
life by 10 to 15 years.
(map of projects on page 15)
Page 13
tie Eat Scotme#te—cocst,
. nva+ r'
I.
MkIli W Mg ii iss
OE
x vow_
En muffs; ...I,�i■ t �\i
act \k\k tkt
1 EN2j lr 5,111111 1
--
*Ai
I $ �� �1�� t +rt t`4� tl�•`k� S� �i� ��
i riiww��� w�rr t • 't\it�t�4�7 I\ �■
irilaii.■iall ii ..- cn�li« =�1= j� "�` 1<.\t t � t ak<► Y,
!#riI 1111$ 10 w "All-
III t i mt,
x.t`-
*SIA BION Hui 3. 1� r i ,;�q,�l.
�� 1;.-
tail luilil�i MIIl I iII 1IIIAi Elul; �� hid Ill II111111ii,1iiH111°iM in ii ,
gam ! it imp iiisiu II iiim ' : iii_ ��
rim
ini-PmEnan im
fIE�,1Il �!! I. lir momIII
in 6
1 In,. 3,ECC'eC1
PERFORMANCE MEASURES
MEM 2013 REGURFACFN3
_D14 -21O15 RESURFAC'N't3
2012
Actual
Streets Resurfacing
2013
Actual
2014
Goal
Improve citizen rating of the City's overall appearance as excellent/good
29%
28%
30%
Improve resident rating of the City's cleanliness as excellent/good
31%
29%
32%
Improve citizen rating of City's code enforcement as excellent/good
15%
15%
20%
Create new downtown design standards
No
No
Yes
Improve citizen rating of City streets as excellent/good
21%
19%
24%
Increase the lane miles of roads overlaid /reconstructed
0
28
92
Reduce sewer inflow/infiltration
10%
6%
NA
Page 14
saw p ; A?wet
&,ivecoevetraitery
The overall goal of Public Trust & Accountability as a Strategic Priority is to enhance civic engagement and maximize information
outreach by listening to, understanding, and fostering mutual respect with the community.
IMPLEMENT QUALITY CUSTOMER IMPLEMENT NEW FINANCIAL
SERVICE ACADEMY RECORD KEEPING SYSTEM
Lead Department: Human Resources
As the direct results of the two citizen
surveys that have been conducted since
2012, the City has recognized an
opportunity to improve its customer service
approach by developing a Customer
Service Academy. Through this academy
City employees will increase their abilities
to provide a higher level of service to the
community. All new employees will attend the academy shortly after
hire to immediately establish the level of excellence expected by the
City. Graduation from this academy will prove that excellence in
customer service is not only a necessity and a challenge, but a journey
towards a successful future.
CONDUCT ANNUAL CITIZEN SURVEY
Lead Department: City Manager
The Yakima Citizen Survey, a customized version of the National
Citizen Survey conducted by National Research Center, Inc., has
been conducted in both 2012 and 2013 and has helped guide the City
Council in the development and implementation of its five Strategic
Priorities. Results of the 2013 survey, when compared to bench-
marks established by the 2012 survey, indicated that while the City
had made several constructive changes from year to year and that it
was moving in a generally positive direction, there remain areas that
still require improvement. The City Council has committed to
conducting annual citizen surveys for the foreseeable future so it can
continue to listen to the community and learn how best to refine the
City's priorities and operations on an ongoing basis in order to better
meet the needs of the community.
Lead Department: Information Systems
The City will finalize the implementation of a new financial system
during the first quarter of 2014, which will greatly enhance the City's
ability to analyze costs and project needs. Additionally, better and
more comprehensive reports will be available for both the public and
City departments to view the City's overall financial status.
YAKIMA TRANSIT ROUTE REVISIONS
Lead Department: Public Works—Transit Division
Yakima Transit will continue to examine bus routes to create more
efficient service while also improving passenger information and
ridership by purchasing and implementing a "Dispatch & Run -Cutting"
software system to analyze the efficiency of each route. Staff will
continue to identify various alternatives and choose the most cost-
effective set of runs. Ad monitors will be purchased and installed on
the buses to improve Yakima Transit's communication to the public
and to promote ridership. Staff will continue to analyze efficiency,
operating costs, ridership, and service demand.
CONDUCT ANNUAL EMPLOYEE SURVEY
Lead Department: Human Resources
The City of Yakima will conduct its third annual employee survey in
2014. This assessment tool helps leadership leverage strengths and
address weaknesses in order to develop strategies for organizational
improvements.
Page 15
Ade& 7'ae & ffceouata&fluy - cont.
DEVELOPMENT SERVICES TEAM
Lead Department: Community Development/Planning
The City will improve customer service by providing a consistent and well defined process that ensures that project review is coordinated among
all City departments and divisions, that comments are provided in a concise and timely manner, and that decisions are always consistent with the
Municipal Code.
EXPLORE COST EFFECTIVE EFFICIENCIES
Lead Department: Finance
Based on historical customer concern, the City will perform a Business Process Analysis (BPA) of the Utility Services Division. This BPA will
review current business practices and provide recommendations to make practices efficient and cost effective. The BPA will include a Change
Management Analysis examining staffing, policies, productivity, and performance levels.
PERFORMANCE MEASURES
2012
Actual
2013
Actual
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%
26%
30%
Improve citizen excellent/good rating of services provided by the City
45%
48%
50%
Conduct annual citizen survey
Yes
Yes
Yes
Improve citizen rating of City welcoming citizen involvement
30%
32%
35%
Maintain general fund operating reserve balance as percentage of general fund
expenses
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%
45%
Improve citizens rating of City public information services
48%
47%
50%
Improve citizen excellent/good rating on water services
64%
64%
67%
Reduce water quality complaints
28
22
Reduce billing errors due to improper meter reads
200
50
Reduce distribution system water loss
12%
10%
Page 16
Szt&ek Pthtep P4'it#te444ft vet/etc/meat
The overall goal of Partnership Development as a strategic priority is to build cooperative and reciprocal partnerships with local,
regional, state, and federal agencies, public and private entities, and non-profit organizations to enhance the vitality and quality of
life of Yakima residents, businesses, and visitors.
YPAL FACILITY
Lead Department: Police Development
The YPAL facility at Miller Park will be updated in order to
accommodate the Youth and Family Development Center—Part of
the Gang Free Initiative. Some of the possible improvements in
2014 include new windows, interior and exterior paint, classroom
renovations, restroom upgrades, and new flooring.
SOUTHEAST COMMUNITY CENTER
Lead Department: Community Development
The Southeast Community Center is another City -owned facility in
need of upgrades. The existing restrooms are 40 years old, in
disrepair, and are beginning to fail. Staff proposes that the City
provide the supplies and materials needed for the remodel along
with major plumbing and electrical contractor costs, while the
Opportunities Industrialization Center, the facility's contracted
operator, has agreed to contribute the construction labor portion of
the updated services.
VISITORS & CONVENTION BUREAU
Lead Department: Economic Development
The Visitors Information Center stimulates positive economic growth
by serving more than 14,490 people each year. Surveys of visitors
show that 20% of those served at the VIC extended their stays. The
City will increase its contribution to the Visitors Center by $20,000
bringing the annual funding level to $60,000. The additional funds
are needed to assist with personnel, maintenance, utilities, and
other operating expenses. In addition, the City will seek a new
location for the Visitors Information Center in light of the proposed
1-82 modification and Fair Avenue access changes.
COLLABORATE WITH YAKIMA COUNTY ON STATE
TRANSPORTATION PACKAGE
Lead Department: Community Relations
A key initiative adopted by the City Council as part of its 2014 State
Legislative and Administrative Priorities is to actively pursue passage
of a transportation revenue package that will be considered by the
Washington State Legislature during the 2014 session. The Council
has committed to supporting such a package, in conjunction with the
Yakima County Commission, as long it contains funding for critical
local projects including the expansion of Interstate 82 between the
Highway 12 and Yakima Avenue exits (which incorporates access
improvements to the Mill Site Development property), the Cascade
Parkway, and the East-West Corridor. Additionally, the Council has
committed to actively pursuing reforms proposed by members of the
legislature that would revise existing methodologies for the
generation and allocation of state transportation revenues.
CAPITOL THEATRE IMPROVEMENTS AND REPAIRS
Lead Department: Utilities & Engineering
The Capitol Theatre is in dire need of
significant maintenance, repairs, and
upgrades. The Engineering Division will
work with the Capitol Theatre to locate
funding sources for the necessary work.
As funding becomes available, the
Engineering Division will plan and
implement the work.
NEW VISION
Lead Department: Economic Development
The City will invest $33,000 to foster the continued success of the
New Vision public-private partnership in order to assist local
businesses to thrive, attract new businesses, and develop the local
workforce.
Page 17
pa3t«mu(o Detie&/zmest - cont.
PERFORMANCE MEASURES
2012
Actual
2013
Actual
2014
Goal
Establish Yakima Cleanup and Revitalization (CARE) program
No
No
Yes
Create legislative/administrative strategy for state and federal issues
No
Yes
Yes
Create downtown event partnerships
No
Yes
Yes
Create Neighborhood Service Teams
No
No
Yes
Create park improvement partnerships
No
Yes
Yes
Secure federal and/or state funds for Mill Site
No
Yes
Yes
Water feature at Miller Park
Yakima Trolley celebrated its centennial
anniversary in 2013 with Murphy on board!!!
Yakima Clean-up
Page 18
sammaitv
lacaa4ted, cone Seuic!ce4,
aKd Pemaee 1/(ea4ae4
Taiteatiae & Parfruscaace'illeaQwiec—Sucxssiavuy
Economic Development
Initiative Department
Performance Measure
Begin implementation of
Downtown Plan
Economic
Development/
Strategic Projects
Initiate Plaza development and design study; implement short term parking strategies,
prepare Comprehensive Plan Sub -Area Amendment and SEPA strategy
Appoint Downtown
Implementation and Retail
Task Force Committees
City Manager's Office
Implementation Committee will have 30 citizens and use Council Built Environment
Committee; Retail Task Force will have 9 citizens and use Economic Development
Committee
Implement Retail Marketing
Outreach effort for
Downtown
Economic
Development
Participate in priority retail conferences in 2014 and create promotional materials for
marketing downtown Yakima
Cascade Mill funding
strategy
Strategic Projects
Maximize annual $1 million financial contributions for projects within the "pay -go"
period of the LIFT project prior to construction bonding in 2017
Cascade Mill Parkway
construction
Strategic Projects
Secure funding and develop final bid documents to construct the Fair Avenue
Roundabout and Phase 1 of Cascade Mill Parkway in 2014
Cascade Mill project
Strategic Projects
Purchase landfill parcel and other properties south of the railroad to begin clean-up
process and funding opportunities
Cascade Mill project
Strategic Projects
Hire urban economist to review and recommend appropriate land uses for Cascade
Mill Project which would complement Downtown project and take advantage of unique
mill site location
Ensure adequate water
resources to meet future
water demand
Utilities & Engineering-
Water Division
Work with the development community to ensure privately built public infrastructure is
built to meet present and future demands
1
Page 20
%maiue & Parpouscactce'%12eadaned—Scuouscwuy
Public Safety
Initiative
Department
Performance Measure
Improve Communications
Center call processing
Information Systems
Continued training to streamline call processing functions with emphasis on
questioning techniques that will speed the process and obtain the needed information
for emergency responders
Improve public safety
communication systems
Information Systems
Continue working on a comprehensive five-year, public safety communications plan by
identifying needed resources, both financial and personnel
Relocate the 911/dispatch
center to enhance
operations and improve
performance
Information Systems
Having identified the County owned Restitution Center as the most viable site, prepare
detailed design and construction documents
Eliminate Brownouts
Fire Department
The fire department will be taking steps to increase manpower coverage in 2014 to
almost completely eliminate brownout situations thereby increasing safety, reducing
fire loss, and reducing response times.
Implement Training
Lieutenant
Fire Department
The Training Lieutenant position will be instituted in 2014 after years of absence from
the fire department. This will increase efficiency, safety, and help reduce fire loss.
Realignment of duties
Fire Department
The Deputy Fire Marshal position was realigned to focus almost exclusively on Public
Education. By educating the public, we can reduce the number of fire calls as well as
reduce damage by fire and injury or death from other preventable situations.
Add multiple family
residences to annual fire
safety inspection program
Fire Department
Inspect at least 30% of multi -family complexes in 2014, including current business and
public place inspections
Increase officer training and
succession training
Fire Department
Police Department
The police and fire departments will institute full career path guidelines with specific
training and educational benchmarks for each officer position.
Reduce number of days
apparatus are staffed by
non -certified officer
Fire Department
Increase the number of commissioned Lieutenants by three by February 28, 2014.
Maintain infrastructure to
meet fire flow and water
quality requirements
Utilities & Engineering-
Water Division
Work with the development community to ensure privately built public infrastructure is
built to City of Yakima and Department of Health standards and is adequate to meet
present and future demands.
Page 21
laitiative & Penionewaurce neaduaee Sumocancy
Improve the Built Environment
Initiative Department
Performance Measure
Conduct Industrial Waste
Rate Study
Utilities & Engineering
—Wastewater
Complete study and recommend 5 -year rate structure
Complete Wastewater
Collections Plan
Utilities & Engineering
—Wastewater
Complete plan and publish on website. Train planners to use the information to assist
developers in project requirements.
Phase 1 Stormwater Master
Pian
Utilities & Engineering
— Wastewater
Design and construct $600,000 of improvements based on Master Plan priorities
Update Stormwater and
Wastewater Rate Studies
Utilities & Engineering
— Wastewater
Complete Stormwater and Wastewater Rate Studies
Connectivity Plan for
Bicycles & Pedestrians
Utilities & Engineering
Complete existing conditions survey; choose consultant to develop plan and priorities
Wastewater Treatment
Outfall Project
Utilities & Engineering
— Wastewater
Complete project within schedule and budget
Biosolids Dryer Facility
Utilities & Engineering
Complete design, begin construction, maintain approved schedule and budget
Traffic Engineer
Utilities & Engineering
Hire new traffic engineer
Curbside Recycling
Program
Public Works—Refuse
The City of Yakima Refuse Department will implement a pilot curbside recycling
program in 2014
Improve and maintain the
safety and reliability of our
drinking water and irrigation
systems
Utilities & Engineering-
Water Division
Improve and maintain the overall condition of the drinking water and irrigation
distribution systems, maintain reliability for adequate delivery of water to meet use and
fire flow demands.
Page 22
Page 23
TKitiaaoe & PerionHaawe `77teetdunec—Sumuscaray
Improve the Built Environment — (cont.)
Initiative Department
Performance Measure
Corridor Code Enforcement
Emphasis identifying and
abating illegal signs,
banners, etc.
Code Enforcement
Code enforcement (weeds, abandoned buildings, etc.) - increase citizen's excellent/
good response from 15% to 20% in 2014
Code enforcement and
Yakima Police Department
will conduct an emphasis
along North 1st Street in
order to address building,
fire and electrical
deficiencies in businesses
and on the property
Code Enforcement /
Police
Code enforcement (weeds, abandoned buildings, etc.) - increase citizen's excellent/
good response from 15% to 20% in 2014
Amend ordinance regulating
billboards and digital signs
Community
Development
Develop required regulations of billboards and digital signs prior to expiration of
moratorium
North 1st Street
Improvement project
Strategic Projects/
Utilities & Engineering
Engage City Council to select the preferred design, as developed by landscape
architect; hire civil engineering firm to develop plans and specifications; bid project in
2014 for Phase 1 of project; seek additional funds for future phases
Cascade Mill Site Environ-
mental Clean Up
Strategic Projects
Implement strategy to remove wood waste from landfill site in 2014
Cascade Mill entry art
Economic
Development/
Strategic Projects
Consider using Arts Commission to sponsor a design competition for Fair Avenue
Roundabout centerpiece art using salvage material from Yakima Resources structures
I-82/Yakima Avenue
Interchange modification
Strategic Projects
Support Yakima County, WSDOT, and FHWA regarding the Interchange Justification
Report (IJR) process and NEPA review
I-82/Yakima Avenue
Interchange modification
impacts
Strategic Projects
Work with the Greenway and Visitors Center to review options regarding possible
impacts of IJR to existing facilities
Grind and overlay 92 lane
miles
Utilities & Engineering
The City of Yakima will grind and overlay 92 lanes miles in 2014—on time and within
budget
Capitol Theatre
Improvements and
Repairs
Utilities & Engineering
Complete approximately $100,000 in safety and ADA compliance repairs and
upgrades
Right of Way—Street Cut
Program
Utilities & Engineering
Implement program and ensure 100% permit and traffic control compliance
Taitiative & PapnHsafue 7lleaacUred—Sumuatamuy
Public Trust & Accountability
Performance Measure
men
Improve efficiency of
Development Services
Team for plan review
Community
Development/
Planning
Provide complete and concise responses to customers within one week of
Development Services Team meetings
Develop zoning regulations
of marijuana sales,
production, and processing
in accordance with the
provisions of 1-502
Community
Development/
Code Enforcement/
Planning
Develop regulations of recreational marijuana prior to expiration of moratorium
Update zoning code and
subdivision code to bring
them in lie with state law
and current case law
Community
Development/
Planning
Complete subdivision and enforcement chapter of zoning code prior to year end.
Begin zoning chapter prior to year end.
Managed Competition
Purchasing
Successfully award two (2) managed competition RFP's
Financial Trend Monitoring
Report
Finance
A financial trend monitoring report will be produced quarterly and provided to the City
Council and community
Financial Management
Finance
Ensure all debt covenants and compliance requirements are met and maintain the
City's bond rating (A+)
Enhance the public's
access to City Govemment
Information Systems
Continue to enhance the City's website, Yak Back services, and improved telephone
contact. Show improved survey results on usage of City website and rating of public
information services.
Enhance the City's financial
systems
Information Systems
Complete the transition to the Cayenta financial system and have real time, accurate
financials available to departments by January 2014
Convert desktop work
stations to thin clients
Information Systems
Identify workstation candidates for converting to thin clients and then develop plan for
acquisition and installation of server based applications and thin clients. Reduction in
Citywide computer workstation costs by 5% in the first year.
Implement an e -discovery
system within two hours
Information Systems
Conduct discovery phase to identify the scope and requirements of e -discovery and
have e -discovery implementation plan and costs available for inclusion in 2015 budget
Maintain adequate re-
sources to meet operation-
al, capital improvement
needs, water supply and
water quality
Utilities & Engineering-
Water Division
Continue completing water rate analysis at least every 5 years, maintain adequate rate
structure to meet operational needs and implement capital improvements identified in
the approved Water System Plan and Master Irrigation Plan.
Implement new transit
software program
Transit
The Transit Division will implement a "Dispatch & Run Cutting Software" to increase
efficiency of routes
Place "Ad Monitors"
Transit
Increase the number of "Ad Monitors" placed on buses to 25 in order to improve
communication and promote ridership in 2014
%Kitlatiue & Perpirthuuue n;aQuneQ—.Summa,
Partnership Development
Initiative
Department
Performance Measure
Manage, design, and
oversee the operation and
maintenance of the Water
and Irrigation infrastructure,
pursue outside funding
opportunities and pursue
inside and outside
partnerships to leverage
resources
Utilities & Engineering -
Water Division
Work with other agencies to repair, improve, or move river diversions to maintain
domestic and irrigation supply. The Water Division will also coordinate more closely
with other City divisions to make the most efficient use of our resources and expertise.
Page 25