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Home My WebLink About06/03/2014 09 2013 Year End Strategic Projects ReportBUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No. 9. For Meeting of: June 03, 2014 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII ITEM TITLE: SUBMITTED BY: SUMMARY EXPLANATION: See attached. 2013 Year End Strategic Projects Report 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 ❑ prior 1 ❑ prior 2 City Manager Upload Date 5/29/2014 5/29/2014 Type Cover Memo Cover Memo CITY OF YAKIMA 2013 STRATEGIC PRIORITIES—Year end report • Support existing businesses and attract complementary businesses • Continue physical revitalization to promote community attractiveness • Build upon community history, heritage and natural resources to promote Yakima • Collaborate with downtown businesses through a Downtown Master Plan • Execute plan for Mill Site • Optimize business development, capital improvements and additional air service at Yakima Air Terminal • Enhance community arts, culture and recreation opportunities • Increase City involvement and partnerships with community boards and organizations • Solidify Yakima's reputation as the Gateway to Wine Country • Ensure balanced regulatory environment to facilitate business retention and growth 1st Quarter 1. Hired Economic Development Manager 2. Analyzed existing codes regulating signage, billboards, cell towers, and landscaping to improve the City's appearance. 3. Worked on downtown development standards to ensure the preservation of Yakima's downtown history and character 4 Revised development regulations to improve controls over downtown development. Hired consultants for Downtown Master Plan. Hired environmental firm and coordinated assessment efforts with owners 6. County conveyed interest in the Airport to the City. The City retained AirPlanners to enhance air service. Created new downtown events 2nd Quarter Held public workshops to review Downtown Master Plan; retail plan under development Mill site environmental assessment underway; feasibility report being updated Entered into contract to update zoning and subdivision codes to address major deficiencies, inconsistencies and errors. Initiated moratorium on billboards Worked with developers in the downtown area to ensure future buildings reflect the historic integrity of downtown 3rd Quarter Held third public workshop and Council Study Session Property acquisitions negotiations began Updated city code addressing retaining wall standards Conducted research on billboards and working with Planning Commission to develop a scope of work Worked on updating subdivision and code enforcement standards based on recommendations from consultant 4th Quarter 1. Developed standards for billboard maintenance and appearance 2. Developed marketing campaign for airport 3. Facility improvements were made at the airport 4. Finalized code updates for Council consideration (moratoriums, signs, subdivisions, etc) CITY OF YAKIMA 2013 STRATEGIC PRIORITIES—Year end report • • • • • • Promote and increase community based partnerships to reduce crime Ensure appropriate service levels for public safety services Explore the most cost effective jail expansion opportunities Proactively address gang violence through Gang Free Initiative strategies Reestablish fire code inspection program Develop a Citizens Academy and expand Police Explorer and Reserve Officer programs 1st Quarter Negotiated an expansion of the SRO program with the Yakima School District Added YPD officer to the Violent Crimes Task Force Executed automatic aid agreement with West Valley Crime analyst hired 857 locations painted over involving 1,409 volunteer hours Improved communication center call processing by 13% • Establish an effective graffiti abatement program • Improve neighborhood safety by installing more street lights • Improve communications center call process functions • Improve public safety communications systems • Improve or build 911/dispatch center to enhance operations • Strengthen cooperation with Sheriffs office • Enhance downtown safety through bike and foot patrols 2nd Quarter Coordinated efforts to support homeless agencies. Established panhandling rules and researching costs for giving meters Second officer assigned to the Violent Crimes Task Force . Contracts were executed with community partners to provide services through the GFI Youth and Family Development Center • First Citizens Police Academy graduation held . Four officers selected for bike patrol in down- town • 3,930 graffiti locations painted over year to date • Police Chief met with the Sheriff on a regular basis 3rd Quarter Modified tiered dispatch response criteria to ensure a proper level of care for citizens and optimization of emergency personnel and equipment 2. Passed ordinance regulating panhandling 3. New community services officers coordinated National Night Out and Trunk or Treat events 4. Held Crime Free Rental class in August 5. Selection process for public safety building Master Plan initiated Executed additional GFI contracts for Youth and Family Development Center 4th Quarter Community service officers developed Cloud - space phone application to provide crime and safety information to citizens . Two officers were added to the gang unit . Loofburrow Wetch Architects selected to assess facility needs at the Zais Law & Justice Center . Fire inspectors completed 1,253 inspections . Contracted with radio engineering consultant to review radio systems Advertised and began recruitment process for GFI Manager Reduced crime rate by 20% CITY OF YAKIMA 2013 STRATEGIC PRIORITIES—Year end report • Create and implement a comprehensive Public Communication Strategy and function to inform and encourage participation in civic affairs for the entire community. • Enhance public engagement in the City • Increase citizen involvement through the creation of volunteer opportunities • Create a 24-hour online and voicemail service to receive citizen concerns, ideas and suggestions with a 48-hour response ♦ Invest in the City's appearance and infrastructure ♦ Maintain a minimum 16% general fund operating reserve 1st Quarter 1. Revised the City's website 2. Implemented Yak -Back 3 Held the first community clean up event in March; seven more events to be held during the year 4 Adopted a balanced budget and eliminated $800,000 in transit costs 5 Established general fund reserve level of 17.6% 6 Grind and overlay design completed the end of March Marlin Luther King, Jr. project on time and under budget Plans underway for the 2013 Citizen Survey to be completed by late summer • Develop balanced five-year financial plan • Evaluate customer satisfaction with City services on a regular basis and implement appropriate improvements • Optimize City services by identifying long-term cost savings • Review operational practices and methodology. Develop updated processes and programs to be more efficient and cost effective while adding value. • Ensure the public that the City is a wise steward of the public resources through an improved business model • Adopt written financial management policies 2nd Quarter Launched "Be Part of the Solution" campaign is designed to encourage volunteerism Produced the second "Yakima Now" video 3. The Yak Back mobile app was launched; the City has responded to 212 Yak Back requests 4. Developed Financial Policies for the City 5. Recycle lagoons and automated meter reading projects on time and on budget 6 Issued an RFP for contracting out the mainte- nance of parks less than 1 acre 7. 2013 Yakima Citizen Survey was mailed out to 3,000 households in June. 3rd Quarter 1. Launched second phase of the "Be Part of the Solution" marketing campaign as well as the third "Yakima Now" video magazine 2. Received and responded to 384 Yak Back requests year to date 3. Developed succession plan for the police department and settled bargaining negotiations 4. 2013 budget on track -2014 preliminary to be presented to Council on October 22 5. Conducted second annual Citizen Survey 6. Completed $5 million grind and overlay project 4th Quarter Developed anti -panhandling campaign for radio and television 2. Received and promptly responded to 479 Yak Back requests 3. Balanced budget and saved $60,000 in bond issuance costs by privately placing a bond with one of the City's banking providers 4. Held public hearings on property tax levy, budget, and strategic initiatives 5. Martin Luther King, Jr. construction on schedule and under budget 6 Implemented the first minimum ridership standard and cancelled Route 8, saving the City $330,000 annually CITY OF YAKIMA 2013 STRATEGIC PRIORITIES—Year end report • Working with County, State, and Federal agencies to secure funding and approvals for Mill Site transportation and infrastructure development ♦ Create legislative strategy and partnership with other cities ♦ Partner with private, public and non-profit agencies to create and enhance Downtown Yakima events Create a Yakima Cleanup and Revitalization Effort (CARE) partnership to improve Yakima's appearance and vitality 1st Quarter 1. Lead creation of new community events in down- town 2. Codes Manager researched implementation details on other cities programs 3 Police Department turned over control of the YPAL building for use with GFI resources 4 Began design discussion regarding downtown plaza • Improve facilities in parks • Enhance volunteer opportunities for community groups • Increase the number of clean up days • Create inter -departmental neighborhood service teams to improve City response to neighborhood concerns • Partner with downtown merchants, organizations and media to create events that attract engagement, involvement and pride 2nd Quarter City lobbyist was successful in working with the legislature to extend some critical deadlines for LIFT funds, promoting funding for gang prevention and intervention efforts, securing ongoing use of hotel/motel tax revenue and beginning discussions regarding expanding criteria available to arbitrators in reaching decisions Held the City's first summer concert series in the park and downtown live concert event on 4th Street A pavilion, playground and shelters were constructed at Franklin. Many trees were planted to replace trees that were removed. 3rd Quarter The Council Partnership Committee developed the 2014 state and federal legislative and administrative priorities Over 450 volunteers planted vegetation at the Wastewater Treatment Plant 3 Developed a "Street Pride" program intended to focus on a high profile streets where before and after concepts were developed 4. Year to date, ONDS had painted 26 homes and assisted 93 residences through the Senior/ Disabled Emergency Home Repair program Worked with OIC to remove 3.4 tons of trash from southeast Yakima neighborhoods 4th Quarter 1 Hosted state legislators to discuss the 2014 state legislative and administrative priorities 2. Served 100 residences with emergency home repair service, served 15 residents with non- emergency repairs, painted 26 homes, and provided 6 residents with wheelchair ramps 3. Franklin Park pavilion, playground, parking lot, and picnic shelter project was completed 4 The Single Track Alliance Association made improvements to the Rocky Top Mountain biking area . Yakima Disc Goff Club continued to make enhancements to the disc golf course at Randall Park CITY OF YAKIMA 2013 STRATEGIC PRIORITIES—Year end report ♦ Jump start investment in City streets with a $5 million bond ♦ Invest annually to improve City streets through dedicated funds • Enhance the appearance of the City through volunteer programs, improved code standards, graffiti abatement program and other programs • Create a strong first impression of the City through entry statements at key City entrances. Enforce sign and code standards to improve City appearance. ♦ Leverage partnership with Cowiche Canyon Conservancy, Greenway and other community organizations to create more bike and hiking paths 1st Quarter 28 lanes miles identified and in the design phase Committed $2 million general fund revenue for street repairs Removed graffiti at 857 locations -1,409 volunteer hours North 1st Street revitalization area project began Held Yakima Clean-up Day on March 9th. 4.8 tons of garbage and yard debris collected and taken to the landfill. Tested recycling program to determine feasibility. • Increase the number of trails and parks • Initiate pilot recycling program • Enforce City codes relative to waste disposal to improve the City's appearance and cleanliness • Maintain and support public infrastructure for drinking water, irrigation, sewer service and sewer capacity 2nd Quarter Awarded bid for grind and overlay and the pro- ject started June 17, 2013. Twenty-four lane miles are covered in the bid. 2. Submitted to citizens of Yakima a dedicated street funding ballot measure 3. Cleaned up 3,930 graffiti locations using 3,961 volunteer hours 4. Identified all locations that are in violation of City codes related to sandwich boards and illegal signs 5. Held two spring clean up days. 49.64 tons of debris removed, 1,521 tires, 620 pounds of paper, and 120 pounds of plastic removed 6. Created and installed 17 'Trek Yakima" signs 3rd Quarter 1. Hired landscape architect to develop final design for North 1st Street Improvement Plan, Phase 1 2. Installed 22 more "Trek Yakima" signs (34 total) 3. Held fall clean up. Cleaned up 36 illegal dumps, removed 60 shopping carts, removed 101 tires 4. Continued exploring recycling options with local agencies 5. Developed standards for digital signs and billboards 6. Updated the code pertaining to retaining walls 4th Quarter 1, ONDS continued using volunteers to clean up 137 locations, picking up and disposing over 24.32 tons of debris and 179 tires 2. Staff focused on abatement of temporary sign violations along major entry and commercial corridors 3. Two new code compliance officers were hired, which allowed a more concerted focus on major commercial condors and sign control 4. Started planning additional trails at Rocky Top area Issued contract to rehabilitate 90 lane miles of arterial roads Conducted two community clean ups as well as the leaf pick up program CITY OF YAKIMA 2013 STRATEGIC PRIORITIES -Year end report '\�\�; \,' \ �� ' , �� \ - �, �,:A � � \��\ � � \ \\ p \\ �� V \\\��* \\�7. ,\\\ \ � � �� w VA \'--`- \ -� \ \ \ \�\\ \\ N\\ \\ �� \�AV�\ \� �= \\�� r \\\\ 1. 2. 3. 4. 5. 6. 7, 8. 9. 10. Paoeic Trost S 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 1. 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Support existing businesses and attract complementary businesses Continue physical revitalization to promote communityattractiveness Build upon commune history,heritage, and P community g natural resources to promote Yakima Collaborate with downtown businesses through a Downtown Master Plan Execute plan for MITI Sfte Optimize business development, capital improvements and additional air service at p Yakima Air Terminal Enhance community arts, culture and recreation opportunities Increase City involvement and partnerships with community boards and organizations Solidify Yakima's reputation as the Gateway to Wine Country Ensure balanced regulatory environment to facilitate business retention and growth 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 1. Promote and increase partnerships in crime prevention Ensure appropriate service levels for public safetyservices Explore cost-effective jail expansion I opportunities Proactively address gang violence through Gang Free Initiative strategies Reestablish fire code inspection program Developa Citizens Academyand expand Police Explorer and Reserve Officerprograms P Enhance downtown safety by using bike and foot patrols Establish an effective graffiti abatementprogram Improve neighborhood safety by installing more street lights Improve communications and dispatch/911 center call process functions and systems Strengthen cooperation with Sheriffs office 1. 2, 3. 4. 5. 6. 8. 9. 10. Create and implement a comprehensive Public Communication strategy Enhance public engagement in the City Increase citizen involvement Create a 24-hour online and voicemail service Invest in the City's appearance and ty' PP infrastructure Ado twntten financial management policies P Develop balanced five-year financial plan Construct capital improvements on time and P P within budget g Implement a financial trend monitoring system comparing key financial and economic indicators Evaluate customer satisfaction with City on a regular basis and implement e9 p appropriatepopulation t 2. 3. 4. 5. 6. 7. Work with County, State and Federal governments to secure funding and approvals for Mill Site transportation and infrastructure development Create legislative strategy and partnership with other cities, state and federal officials to address city needs Partner with ovale,public and non-profit P P agencies to create and enhance Downtown Yakima events Create a Yakima Clean Up and Revitalization Effort to improve Yakima's appearance and vitality Partner with downtown merchants, organizations, and media to create events that attract engagement, involvement and pride Partner with Hispanic and Latino communities to P address needs and expectations of the growing P 9 9 Hispanic/Latino o ulailon Collaborate with Gang Free Initiative in eradicating gang violence 1. 2. 3. 4. 5. 6, 7. 8. Jump start investment in City streets with the issuance of a $5 million bond Enhance the appearance of the City through volunteer programs, improved code standards, graffiti abatement programs and other programs Create a strong first impression of the City g City entrances through entrystatements at keyCi Enforce sign and code standards to improve City appearance Leverage partnerships with Cowiche Canyon Conservancy, Greenway and other community organizations to create more biking and hiking paths Increase the number of trails and parks Develop recycling program Maintain and support public infrastructure for d nking water, irrigation, sewer services and sewer capacity \\--,1-...-'-''`- V \ VA� \\ �� \ ��\ \� \ ti -: ��\� �� \ \ \ \\, 1. 2. 3. 4. 5. Updated existing codes regulating signage, billboards, cell towers subdivisions, retaining walls, and landscaping to improve the City's appearance Hired Crandall Arambula and Thomas Consult- ants to conduct a public downtown master planning process City assumed Airport ownership, retained AirPlanners to enhance air service, and started terminal improvements Created new maps for downtown distribution Lunchtime Live and Downtown Summer Nights series' began in June and ran through August 1. 2, 3. 4. 5. 8. 7. Worked with homeless agencies to address homelessness and panhandling and adopted a dangerous Intersection ordinance Implemented a prosecution charging unit officers to the VCTF and bike patrol Added o Entered into an agreement with community partners to provide services through the GFI Youth and Family Development Center Cleaned up over 10,000 graffiti locations Fire Department implemented tiered EMS dispatching Completed 1,253 fire inspections 1- 2, 3. 4. 5. "Yakima Now" magazine was launched, in addition to Yak Back reporting system and "Be Part of the Solution" campaign Developed written Financial Management Policy that Council adopted April 16 2013 along with Five Year Financial Plan Conducted Yakima's second annual Citizen Survey Completed $5 million grind and overlay project of 28 lane miles Responded to 479 Yak Back requests within 48 hours 1, 2. 3. 4. 5. Interchange modifications initiated and the east- west corridor realigned Completed improvements at Franklin Park Held community clean up days in different areas of the city Developed the 2014 state and federal legislative and administrative priorities Assisted 100 residences with emergency home repairs, painted 26 homes, installed 6 wheel- chair ramps, and served 15 residents with non - emergency repairs� 1. 2. 3. 4. 5. 6. Completed grind and overlay of 28 lane miles and bid out 2014 grind and overlay plan of 90 lane miles Worked with business and property owners to address code violafions Installed all Trek Yakima signs Designed new lagoons at the wastewater treatment plant Automated Meter Reading implemented Hired two new code enforcement officers to address code violations proactively ECONOMIC DEVELOPMENT Department 2nd Quarter Progress Re 3rd Quarter Progress Report 4th Quarter Progress Report Support existing business clusters and attract complementary businesses to strengthen local economy Economic Development City Manager Economic Development Manager hired to lead activities Economic development manager met with numerous perspective businesses and developers to update them on the progress of the downtown planning process Outreach continued to the business and development community Outreach continued to the business and development community 2 Continue physical revitalization of City to promote community attractiveness City Manager Legal department, Codes, YPD, and other departments addressed problems in the N. 1st Street area during the initial approach to revitalization in that portion of the City. Aanalyzed existing codes regulating signage, billboards, cell towers and landscaping to improve the City's appearance. Updated version of downtown flower basket and planter programs launched. The legal department continued to work with Codes, YPD and other city departments to address problems in the North 1st Street and downtown areas. The legal department also worked with Community Development to revise City building codes to better regulate the existing and future development in these areas. The legal department continued to work on development code revisions with emphasis on new billboard standards 3 Build upon community history, heritage, natural resources, livability to promote Yakima City Manager Community Development Worked on new downtown development standards to ensure the preservation of Yakima's downtown history and character. Prepared PowerPoint presentation of Built Environment to identify community's character and areas of needed improvement. One of the outcomes was a moratorium on billboards, which staff worked to address. Worked with McDonald's to ensure that building reflects, to the degree possible, the historic integrity of the downtown. Staff completed a research phase on the billboard issue and began work with the Planning Commission to develop a scope of work. Staff made final recommendations to the City Council on proposed billboard regulations, and also followed up with the Built Environment Committee (BEC) on Council direction to develop standards for billboard maintenance and appearance. Staff demonstrated that we have current codes in place to address maintenance and the BEC determined that the matter should now be considered closed. 4 Collaborate with Downtown businesses through a Downtown Master Plan Economic Development City Manager Legal department and Community Development worked to revise development regulations/Comp Plan to improve controls over downtown development. Hired Crandall Arambula and Thomas Consultants to conduct a public downtown master planning process. The first public sessions were held in late May and the overall plan was to be completed by the end of 2013. First public workshop held May 9-10. Second public session held July 9-10 to review draft plan concepts. Retail Plan is under development. The legal department continued to support building code revisions to address downtown development standards. The downtown plan intended to be presented to Council in September. Third public workshop held September 9; Council study session held October 21. Over 200 citizens participated. Action Plan under development. 5 Execute plan for environmental restoration, ownership, infrastructure and land use of Mill Site City Manager Project Manager hired to coordinate activities. Environmental assessment firm hired and scheduled to complete work by early 2013. Coordinated assessment efforts with ownership interests as required step in property acquisition discussions. Environmental Assessment began as a pre- purchase due diligence process. Updated feasibility report for landfill property to reflect changes in I-82 ramps, interchange, and other streets. Landfill removal was under study with consultation by DOE. The legal department was actively involved in all aspects of the Mill Site acquisition and development process. Final draft of Environmental Assessment intended to be complete end of October. Property acquisition negotiations were underway. Coordination with DOE on landfill strategy for Feasibility Study began. Management plan for wood waste removal began. 6 Develop partnership with Airport Board and County to optimize business development, capital improvements and additional air service. City Manager City assumed Airport responsibility. County conveyed interest to the City. Legal prepared and negotiated with real estate advisor to assist City with property acquisitions. Worked out settlements of airport litigation matters, clearing path for growth and development. The City retained AirPlanners to enhance air service. Airplanners conducted a survey to gather information from residents and guests about how people utilize air service and what changes need to be made. The Airport Master Plan was presented to the City Council on July 9th. The airport received a $10 million federal grant for runway improvements and looked at other capital Improvement needs. The legal department prepared necessary agreements between the parties by which property negotiations proceeded, and met with consultants and owners to resolve litigation related property issues. Small Airport grants were submitted to US Department of Transportation to expand air service to Seattle market and/or create new air service destinations. The Airport kicked off numerous projects which will lead to the next steps in preserving current infrastructure as well as expand airport marketing programs in order to increase passenger ridership at the airport. The airport started the construction phase of the Terminal Apron Rehabilitation project in order to preserve the current concrete panels. The project entails concrete panel repairs, joint and crack repairs which will fill the voids to prevent contaminates or moisture from causing further damage to the ramp. The airport in conjunction with the City held the first "Air Alliance" meeting with stakeholders and local business owners to develop a robust marketing plan to promote ridership in/out of the airport. Initial research from Airplanners was presented at both the Air Alliance meeting as well as with Alaska Airlines to increase frequency of flights to Seattle. The Airport continued the terminal apron rehabilitation project until inclement weather forced the project to be discontinued. Construction crews made tremendous progress on Phase 2 and 2A. These critical repairs will fill the voids to prevent contaminates or moisture from causing further damage to the ramp. The airport continued to aggressively pursue marketing program in order to increase passenger ridership at the airport. A variety of meetings with key Alaska Airlines personnel allowed for the marketing project to develop into a "partnership" where Alaska Airlines assisted in the development of advertising. Launch date for the program was tentatively scheduled for March 2014. The airport continued the design phase of the Taxiway Alpha Rehabilitation Project given the recent grants awarded by the FFA. Design to include new Taxiway LED lights, LED airfield signs, and widening the Taxiway's width to accommodate larger aircraft. Enhance community arts, culture, and recreation opportunities Economic Development Manager hired to lead some activities. Parks Division was very active in recreation programs. Legal worked with outside recreational groups to cooperatively enhance trails and paths available to citizens and to preserve the recreational opportunities available to the community. Lead the creation of new community events in downtown The Yakima Parks & Recreation Division continued to enhance the community through arts, culture and recreation opportunities. The Summer Sunset Concert series at Franklin Park continued on Friday nights. Movies were offered during the summer at Gilbert Park on Sunday nights. Sponsors paid for all of the five movies offered during the summer. Athletic Volunteer efforts continued throughout the Yakima Park system. The STAY group worked and made improvement to the City-owned property west of Yakima and installed signs and posts in the mountain biking and hiking area near Rocky Top. The Yakima Disc Golf Association removed trash and brush at Randall Park again during the quarter and 7 City Manager including Downtown Summer Nights on tournaments have occurred during this hosted a disc golf tournament in August. Over Public Works Thursday nights in June, July and August, Lunchtime Live on Fridays in June, July and August, a Tuesday Night Farmer's Market beginning in mid July and Front Street Saturdays on the second Saturday of June, July, August and September. reporting period. The Yak Attack and Mid Summer soccer tournaments were held at Chesterly Park. The new Sunrise Rotary Pavilion at Franklin Park was completed and hosted several concerts and public events. 50 disc golfers participated in the tournament. Various groups and individuals worked through the park system on a regular basis assisting with cleaning and beautifying park properties. Increase City involvement and Council members were assigned as liaisons to Council members have attended regular Council members regularly attended partnerships with community boards many community groups. Sean Hawkins was committee meetings. committee meetings 8 and organizations City Council assigned to represent the City on the VCB, New Vision and Chamber Boards. Solidify Yakima's reputation as Gateway to Wine Country with complimentary businesses First partnership program with Wine Yakima Valley to produce Wine & Dine event during Spring Barrel Tasting was established. Wine & Completed a series of downtown promotion materials with the travelers in mind. The promotional materials included a downtown Distributed downtown promotional materials 9 City Manager Dine involves downtown restaurants creating special wine themed dinners to offer to travelers during the event. business guide, a downtown map, and a downtown historic guide. Ensure balanced regulatory Legal department got involved with Entered into contract with consultant to Legal Department continued to support Issues related to the moratoriums on signs and environment to facilitate business Community Development and Economic update zoning and subdivision codes to updates to the development codes and marijuana were finalized. Staff brought the retention and growth Development to address weaknesses in address major deficiencies, inconsistencies completed the regulatory Cell Tower model code chapters to the Planning downtown development standards and to assure appropriate development design and oversight. and errors. legislation. Worked on billboard regulations as well as prepared regulatory structure to reflect Council's intentions. Community Commission for consideration. Development staff completed code updates to 10 Community Development address retaining wall standards. Updated subdivision and code enforcement chapters were received from our consultant and will be scheduled for Planning Commission and Council review as work is completed on more time sensitive moratoriums on billboards and marijuana . PUBLIC SAFETY Strati 1st Quarter Progress Report 2nd Quarter Progress Report 3rd Quarter Progress Report 4th rens Report 1 Promote and increase community based partnerships in crime prevention Police City continued its support and involvement with the GFI coalition as well as its support of YPD efforts through more effective prosecution techniques. Refined the Justware paperless prosecution system and finalized the hiring process for a prosecutor to enable the charging unit intended to make case filing more effective and efficient. YPD negotiated an expansion of the SRO program with the Yakima School District and an SRO Sergeant was to be on duty with the district for 2013- 2014 school year. Panhandling enforcement measures were under review to address public concerns. Coordination of efforts to support homeless agencies were also underway. The Crime Free Rental Housing class was scheduled to begin in August. The Charging Unit and Pre -filing Diversion program were fully implemented on June 3, 2013. YPD partnered with local hotel and motel managers/owners to identify prostitution and human trafficking activity. Prosecution supported grass-roots movement to eliminate graffiti. The Central Washington Comprehensive Mental Health Jail Diversion Program was re -implemented in November. Ordinance was passed to address panhandling at high -collision intersections. New Community Services Officers coordinated National Night Out and Trunk or Treat Halloween Safety events. Crime Free Rental Housing class was held in August. Community Services officers finalized the CloudSpace phone app to provide crime and safety information to citizens 2 Ensure appropriate service levels for public safety services as the community population grows Police Fire Added YPD officer to Violent Crimes Task Force. Automatic aid agreement with West Valley Fire Department executed. Second officer added to the Violent Crimes Task Force. Downtown bike patrols reestablished. One officer added to the Gang Unit and a second full Gang Unit team was scheduled to be operating in January 2014. Labor agreement signed with Fire Union. In 2014, brownouts will end. Two officers added to the gang unit during the 4th quarter 3 Explore the most cost-effective jail expansion opportunities City Manager Police Council study session held on March 26. Identified 5 year inmate housing plan that will save approximately $3 million over that period. Process was started. Sue Ownby sent out RFP on expansion. RFP's were received and reviewed. A contract was signed with Loofburrow Wetch Architects and they began the facility needs survey. 4 Proactively address gang violence through Gang Free Initiative strategies. Police The Legal Department continued its direct involvement with and support to the GFI initiatives. Crime analyst was hired and will focus on intelligence gathering. Contracts were executed with community partners to provide services through the GFI Youth and Family Development Center The Legal Department continued its direct involvement with and support to the GFI initiatives. Additional contracts were executed to further support the GFI Youth and Family Development Center. Services were provided by Yakima Police Athletic League and People for People for the GFI Youth and Family Development Center. Advertised and opened recruitment for the GFI Director 5 Reestablish fire code inspection program for all 4,000 commercial structures Fire Personnel hiring was in process. SOP update was in process. May start date anticipated. One inspector now performing full duties with results above expectations. A second inspector expected to be hired in August. Second inspector hired in August, annual inspections are ahead of schedule Two inspectors completed 1,253 inspections. Plans made for Inspector Doan to test for his Fire Code Inspector II Certification through the International Code Council the 1st quarter of 2014. 6 Develop a Citizens Police Academy and expand Police Explorer and Reserve Officer programs Police First program was scheduled in April with full class of 30. First class "graduated" May 28 Graduates of Citizen's Police Academy volunteered their time assisting with National Night Out and Trunk or Treat events. Explorers continued their training at the Winter Explorer Academy. Graduates of the Citizen's Police Academy were invited to assist with upcoming academies. Enhance downtown safety by operating visible and routine police bike and foot patrols police Bike patrol schedules were finalized and the bike patrols were set to begin in mid June. The bike patrol began on June 17th in downtown and the response from the business and residential community has been excellent Bike patrols were conducted throughout the summer. Plans were underway to expand the program from March through October 2014. Budget was finalized to include 4 day/week foot and bicycle patrol from April through October 2014. 8 Establish an effective graffiti abatement program focused on notification, clean-up, investigation and enforcement Community Development 857 locations were painted over, involving 1,409 volunteer hours 3930 locations were painted over, involving 3961 volunteer hours ONDS continued to solicit and work with volunteers, to date utilizing 9,972 total volunteer hours towards graffiti, clean up projects, alley clean ups, Senior/Disabled Exterior paint programs, etc (see Refuse Dept. for actual clean up statistics) ONDS continued to promote Yak Back notification system to report and locate graffiti and worked with YPD to investigate as well as enhance enforcement through education of the public about reporting techniques and options. Improve neighborhood safety by installing more street lights along arterial streets and poorly lighted areas Public Works Agreement with Dept. of Enterprise Services to go to Council in April. The agreement is required to utilize DES's energy service contractors list and project management services. State/Local Agreement approved by Council. Selected 3 consultants for final interviews. Selected interview board and scheduled interviews. Next step was to select consultant and begin system audit. Selection process was delayed. 10 Improve communications center call processing functions Info Systems 13% improvement over same time last year. Continuing training and evaluating processes to improve Continued training and evaluation process. The Fire Department implemented tiered EMS response protocol. The goal is to reduce non- emergency EMS responses by 20-30%. New statistics expected in August/September. In August, the EMS tiered response criteria was modified to ensure a proper level of care was being provided to the citizens. The impact of those changes were being evaluated both on call processing time and non -emergency responses. New statistics from the result of those changes were being created and analyzed. With the change of management the emphasis on the program was delayed, but call statistics indicated that the gains that were made were holding and calls were being processed in a timely manner. 11 Improve public safety communications systems Info Systems Scheduled a demonstration in mid April to have the public safety departments view newest radio equipment and systems Continuedwork with vendors to determine the scope of the proposed system to ensure that current communication issues are addressed. Received all the information needed to prepare a report on options in September. Completed and presented the finding to the Police Chief in October. Preliminary report received and provided to Police Chief. Determined that bringing in an outside Radio Engineering consultant to evaluate the systems would be beneficial. Scheduled for 1st quarter 2014 12 Improve or build 911/dispatch center to enhance operations and improve performance Info Systems Received approval from 911 boards to commit funds to their 1/2 of the project. Scheduled with Public Safety Committee on 4/26. Design and configuration meetings scheduled to begin in July. Estimated completion and move in 2015. Continued design meetings. Budgetary cost estimate expected during 4th Qtr 2013. Budgetary cost estimates were received. The architectural contractor along with City and County representatives continued to work on refining the design with a goal of having construction documents ready by April 2014. 13 Strengthen cooperation and partnership with Yakima County Sheriff's Office Lines of communication with the Sheriff's City Manager office, including monthly meetings with Sheriff Police Irwin, were opened. Monthly meetings with Sheriff Irwin initiated Monthly meetings continued The partnership with the Sheriffs office continued. PUBLIC TRUST & ACCOUNTABILITY 1st Quarter Progress Report 2nd Quarter Proeress Re ort 3rd Quarter Progress Report 4th Quarter Progress Report Create and implement a comprehensive Public Communication Strategy and function to inform and encourage participation in civic affairs for the entire community Community Relations Several elements of a communications strategy were developed and implemented. A reorganization of the Community Relations Division staff gave the City significantly greater communications resources. A revised City website was launched in late March. A video segment, Yakima Now, started in April. Additional elements of the City's communications strategy were developed and implemented. A marketing campaign entitled, "Be Part of the Solution", designed to encourage volunteerism, was launched in the 2nd quarter. The 2nd Yakima Now video magazine was also produced. Additional revisions were also made to the City website. The second phase of the "Be Part of the Solution" marketing campaign was launched during the 3rd quarter and proved to be a successful method of reaching the community with messages intended to promote volunteerism and greater community participation. The 3rd Yakima Now video magazine was also produced. Work also began on an anti -panhandling marketing campaign. The "Be Part of the Solution" marketing campaign featured anti -panhandling messages during the 4th quarter. Spots ran on Radio Yakima stations and on Charter Cable channels. Work also started on a new City employment recruiting campaign, to include radio spots and bus wraps as elements of the promotional effort. Consideration of discontinuing City Media Briefings to begin after the first of the year. 2 Enhance public engagement in the City City Manager Community Relations Using its social media platforms, the City broadened its interaction with community members. Implemented the Yak -Back and continue enhancing City's website. In the 2nd quarter of 2013, the City's social media platforms continued to experience growth, with more community members utilizing them to receive City information. The Yak Back mobile app was also launched and, along with its companion website portal and voicemail feature, proved successful in providing community members with multiple ways to engage and connect with the City. During the 3rd quarter, the goals established for 2013 concerning growth in the usage of the City's social media platforms were met and exceeded. Usage of both the City's Facebook page and Twitter feed grew by more than 10% compared to 2012. Usage of the Yak Back mobile app, which was launched during the 2nd quarter of 2013, also exceeded projections. After exceeding goals during the 3rd quarter that had been established for the year regarding growth in the usage of the City's social media platforms, focus shifted to refining messages conveyed using the platforms. Evolving philosophies toward improving the effectiveness of social media were integrated into the City's approach. New goals were to be established for 2014. Increase citizen involvement through the creation of volunteer opportunities Community Development The City's first community clean up event of the year took place in early March. During the remainder of the year, 7 more community clean ups occured. A "Be Part of the Solution" marketing campaign designed to encourage volunteerism and participation in government to be launched in mid April. ONDS continued to solicit groups and individual volunteers and worked with local churches and service organizations as well as the Juvenile Justice system, drug court, DUI court, gang court, Work Source and People for people. Staff worked with Luz Gutierrez to develop a "Street Pride" program intended to focus on a selected high profile residential street for which "before/after" concepts will be developed to inspire and, with volunteer support, help residents improve landscaping, sidewalks, fences, and other improvements along that street. Development of the "Street Pride" program was put on hold pending completion of the outstanding moratoria issues. Once the concept is more fully developed, a plan will be presented to Council for input and direction. 4 Create a 24-hour online and voice -mail service to receive citizen concerns, ideas, and suggestions, with 48 hour response. Community Relations/ City Clerk The Yak Back online and voicemail feature was launched in late 2012 to provide community members with a direct link to the City to report graffiti, road problems, and other issues needing immediate attention. In 2012, the City received and promptly responded to 40 Yak Back requests. The Yak Back service became an important outreach and engagement tool for the City. In 2012, the City received and promptly responded to 40 Yak Back requests. By the 3rd quarter of 2013, the City had received and promptly responded to 384 requests. The Yak Back service has become an important outreach and engagement tool for the City. In 2013, the City received and promptly responded to 479 requests. The Yak Back service has become an important outreach and engagement tool for the City. Ensure the public that the City is a wise steward of public resources through an improved business model City Manager Finance Adopted a balanced budget. Eliminated $800,000 in transit costs. Five year financial plan, business plan and strategic plan all in place. Financial Management policies scheduled to be presented to Council on 4/16/13. Financial Management Policy & Stewardship of Public Funds accepted by Council April 16, 2013. Developed the 2014 budget, focused on Council's strategic priorities to be discussed in a study session on October 21. 6 Invest in the City's appearance and infrastructure Public Works Legal Department was directly involved with Community Development and Economic Development to provide legal support for numerous initiatives being developed to provide strategic development oversight and regulation supporting a planned development theme. $5 million was invested in the resurfacing and rehabilitation of 24 lane miles of road. Paving was completed. Final utility adjustments and pavement markings were being completed. Maintain a minimum 16% general fund operating reserve for valid financial emergencies and one-time capital expenses City Manager Finance General fund operating reserve goal met at end of 2012, general fund reserve 17.6% Operation budgets were on target and performing as expected Operation budgets were on target and performing as expected 8 Optimize City services by identifying long-term cost savings and cost containment opportunities City Manager Finance Legal Legal department established new prosecution procedures to provide direct criminal filing oversight and discretion, thereby regulating the types and numbers of criminal cases being filed with the court. Anticipated over $350,000 in savings. Assisted in the jail expansion options, reviewed street light project grant funding, studied options for the street funding, established miCare Clinic to reduce medical costs, and updated on-line payment services. Continued to review positions when vacated - several positions frozen. Settled AFSCME General, Yakima Police Patrolman's Association, and Transit with zero base wage increases; lump sum payment instead. Established Police Vehicle Take Home program in exchange for zero wage increases for YPPA in 2014 and 2015. Worked with insurance board to establish an incentivized wellness plan going into 2014. The legal department prosecution charging unit and prefiling diversion program fully implemented on June 3, 2013. Continued to review vacant positions. Developed succession plan for the Police Department. Negotiated a reduced level of command staff for the Fire Department. Settled bargaining negotiations with lump sums that aren't subject to most of the "roll- up" benefits, and don't increase the base wage. Road striping RFP placed on hold because of agreement with AFSCME not to contract out existing public services. Continued to review vacant positions. Set health care rates at lower levels than prior years. Presented balanced budget within available resources to Council. Saved approximately $60,000 in issuance costs by privately placing a bond with one of the City's banking providers which waived fees and gave a lower rate than would have been realized in the public markets. 9 Adopt written financial management policies concerning revenues, debt, capital improvements and fund depreciation to reduce debt burden for vehicle and technology replacements City Manager Finance Written financial management policies scheduled for City Council review and adoption in April. Financial Management Policy & Stewardship of Public Funds accepted by Council April 16, 2013. Continued monitoring funds Continued monitoring funds 10 Develop balanced five-year financial plan forecasts Finance First year done - update targeted for 6/18 Update was in process Developed 2014 Preliminary Budget--followed the financial added strategic initiatives and eliminated 2.4 positions to balance. Update was in process (presented to Council 1/21/14) 11 Prioritize programs and services based on the City's Strategic Plan priorities City Manager Reflected in FY 2013 budget Developed FY 2014 budget Preliminary 2014 budget built around Strategic Priorities Public hearings on the property tax levy and 2014 budget were held November 19, 2013. Budget including strategic initiatives adopted Dec. 3, 2013. 12 Operate within budgeted expenses 100% of the time Finance Two funds slightly exceeded budget 2013 on target Required appropriations; brought to Council in November 2013 13 Construct capital improvements on time and within budget Engineering & Utilities Grind and overlay design completed by end of March as promised. MLK was on time and under budget at this time. MLK construction was underway and under budget. Other projects were proceeding per schedule and budget. Recycle lagoons and automated meter reading projects were on time and on budget. UASB bioreactor project at the WWTP remained on time and within budget. Completing the IW extension within "1" Street towards Seneca Foods in process. MLK construction was underway and under budget. Recycle lagoons and automated meter reading projects were on time and on budget. UASB bioreactor project scheduled to be completed in the 4th quarter. Completed Tieton Drive sanitary sewer line replacement and IW Line to Seneca under budget and on time. Riparian Project remains on schedule and within budget. MLK construction was underway and under budget. Recycle lagoons and automated meter reading projects were on time and on budget. UASB bioreactor project was not completed in the 4th quarter. Although the equipment was put into operation in 4th quarter, numerous operational issues were indentified Punchlistand change order issues also remained. Riparian Project Phase I completed on budget and on time. Phase II was on-going. 14 Implement a Financial Trend Monitoring System comparing key financial and economic indicators Finance In process - shortened version included in 2012 year end report. First quarter report to have more extensive indicators. 1st quarter FTMS presented to Council on May 21, 2013 2nd quarter FTMS presented to Council on August 20, 2013 3rd quarter FTMS presented to Council December 10, 2013 15 Optimize City services by identifying long-term cost savings Public Works Inventory of road striping to be included in the RFP when complete. Development of a scope of work with appropriate performance criteria about 75% complete. The inventory of the small parks complete. Purchasing working on creating a competitive bid similar to that of the Airport. Expanded scope of work to include lane markings and crosswalks on arterials. Expected to have proposals from contractors with comparison to in-house costs. A meeting was held with the Purchasing Division and the necessary components of an RFP for contracting out of the maintenance of parks less than 1 acre was discussed. Various examples of similar RFP's were reviewed. Proposal was 95% complete, needed final review. Anticipate advertisement of proposal in the 1st quarter of 2014. The Parks and Recreation staff was in the process of updating the Maintenance Management Plan (MMP). The MMP identifies the taks to be completed at each park property that is maintained by the City and identifies a cost for maintaining the property. The MMP also identifies the parks amenities and acreage. The cost to maintain each park property is broken down by labor costs, utilities, administration costs and supplies. The 2014 update to the Parks Maintenance Management Plan (MMP) was almost complete. New park properties and areas of responsibility to be added throughout the year. Road striping RFP placed on hold because of agreement with AFSCME not to contract out existing public services. 16 Review operational practices and methodology. Develop updated processes and programs to be more efficient and cost effective while adding value to Refuse services. Refuse A 360 Review of Refuse practices and operations lead to a number of areas where updating of business practices will make service more efficient and cost effective. Initial changes include instituting a fee for additional services requested and for delinquent account services. In addition, development and utilization of a Damage Release Form in several Refuse program areas will provide additional risk management coverage for the City. Discussions with Utility Services and Legal held and suggested ordinance changes and the Damage Release Form are being finalized for the City Manager to review. A total of 14 areas were identified as needing attention. Draft scope of work for solid waste rate study. Began work on Vander Houwen Annexation. Began work on Occidental Annexation Notification to residents in the VanderHouwen Annexation area of change in service. City refuse service extended to 10 residences beginning 2/6/13. Continued work on the Occidental Annexation. Service to begin 4/8/14 for approximately 600 homes. Work entails reviewing current routes and drafting changes to maximize collection efficiencies. The contract to conduct a SW Rate Study was submitted and approved. Chris Bell and Associates was hired. Began to compile data for study. Continue to work with Legal and Utility Services to address ready to serve, off - season, and "snow bird" issues. Evaluate customer satisfaction with Plans underway for the 2013 Citizen Survey to The 2013 Yakima Citizen Survey was The 2013 Yakima City Survey was conducted City services on a regular basis and implement appropriate improvements City Manager be completed by late summer. developed and authorized by the City Council in the 2nd quarter of 2013. The survey began in June of 2013 and results were expected to be received by August 1. The survey results during the 3rd quarter. Results for both the 2013 mail -in and online surveys were largely consistent with those from 2012, with the exception of improved rating for the overall 17 Community Relations will be key in developing the 2014 City budget, as well as the 2014 Business Plan and refinements to the City's Strategic Plan. direction the City is taking and a few other key areas. Overall, the results indicated that while the City is making progress, more work lies ahead. Optimizing Transit services through improvement standards Implemented the first minimum ridership per hour, per route standard of 15 riders. As a 18 implementation Transit result, Route 8 was cancelled with the ridership of only 13 riders per hour. PARTNERSHIP DEVELOPMENT Department r grog 2nd Qua r Prc s Report 3rd Quarter Progress Report 4th Quarter Progress Report 1 Work with County, State and Federal level to secure funding and approvals for Mill Site transportation and infrastructure development City Manager Project Manager hired to help coordinate. Legal Division and County very involved in team approach. City lobbyist represented City needs to the legislature to extend some critical deadlines for the LIFT funds. Interchange modification process was underway after nearly 3 years of work. East-West corridor was realigned in cooperation with Yakima County. Legal department worked with City staff, Ecology and other sources to identify possible funding sources for environmental aspects of the Mill Site redevelopment. LIFT legislation changed to extend deadlines, as advocated by City. Interchange modification process underway with County, WSDOT and FHWA partners. TIB grant submitted to fund Fair Avenue Roundabout. Contact with Columbia Basin Railroad initiated. Greenway access and interests were under discussion. Possible need to relocate Wine Visitor Center discussed. Strategies were further refined during the 4th quarter to align with state and federal legislative and administrative priorities that had been established by the City Council. Efforts to be focused in 2014 on approaching both state and federal agencies to discuss options for securing infrastructure financing. Additional partnerships to be explored and pursued. 2 Create legislative strategy and partnership with other cities, State & Federal delegations to address City needs City Manager Jim Justin was hired as City lobbyist and was very effective in promoting City interests. Trips to Olympia and Washington DC were conducted. During the 2013 session of the Washington State Legislature, the City made progress on key priorities including promoting funding for gang prevention and intervention efforts, securing the ongoing use of hotel/motel tax revenue to enhance tourism, and began discussions regarding expanding criteria available to arbitrators in reaching decisions. The City's Olympia lobbyist, Jim Justin, was scheduled to make a full report to the Council about this legislative cycle on July 2. During the 3rd quarter, the Council Partnerships Committee began development of federal and state legislative and administrative priorities for 2014. The City was asked by the Yakima County Commission to jointly support a proposed state transportation revenue package. The Council Partnerships Committee agreed to include support of a transportation revenue package in its draft 2014 state priorities. The full Council was set to consider the proposed 2014 state and federal priorities in the early part of the 4th quarter. Early in the 4th quarter, the City hosted a dinner for state legislators from the 13th, 14th, and 15th districts to discuss the 2014 state legislative and administrative priorities which were established by the City Council. Legislative dinners used to be hosted annually by the City, but one had not taken place in many years. The discussion was frank and produced a solid understanding between the legislators and the City Council members who attended regarding what issues the City intended to focus its lobbying efforts on in 2014. Partner with private, public and non- profit agencies to create and enhance downtown Yakima events Economic Development Economic Development Manager was lead contact for downtown events. Legal department supported objectives of Economic Development with legal contracting and ordinance revision/drafting to bring entertainment and development opportunities to the downtown and the City. Lead the creation of new community events in downtown including Downtown Summer Nights on Thursday nights in June, July and August, Lunchtime Live on Fridays in June, July and August, a Tuesday Night Farmer's Market beginning in mid July and Front Street Saturdays on the second Saturday of June, July, August and September. The legal department continued to support the objectives of Economic Development with legal contracting and drafting and revising ordinances to bring entertainment and development opportunities to the downtown and City. The lunchtime live series began June 7 and ran until August 30. The downtown summer nights series also began and ran from June 13 to August 29. These great Yakima summer concert series offer free, family- friendly entertainment. 4 Create a Yakima Clean-up and Revitalization Effort (CARE) community partnership to improve Yakima's appearance and vitality Community Development Staff gathered information from other communities on options for implementing a Code Ranger program. The Codes Manager/Fire Marshal was currently in contact with other jurisdictions to get final implementation details on their programs Information on a code rangers program was to be presented to the Built Environment Committee. ONDS had painted 4 homes of the 17 homes on the Senior/Disabled Exterior Paint Program list using a total 248 volunteer hours. ONDS completed the construction of three more homes and sold one new home to a qualified low income first time homebuyer. 41 residences were served through the Senior/Disabled Emergency Home Repair Program. Clean up was done on 126 locations. 12.4 tons of trash picked up with 273 tires dumped with the help of 532 volunteer hours. ONDS painted 26 homes, assisted 93 residents through the senior/disabled emergency home repair program. Assisted OIC with 3.4 tons of trash cleaned up around south east Yakima (see Refuse dept for other clean up statistics) ONDS served 100 residences with emergency home repair service, served 15 residents with non-emergency repair issues, painted 26 homes, and provided 6 residents with wheelchair ramps. A Code Ranger program consisting of citizens volunteering to assist Code Compliance was still under development. The program will provide training to the citizens to assist Code Enforcement Division to improve the quality of life in neighborhoods across the City. 5 Partner with downtown merchants, organizations and media to create events that attract engagement, involvement and pride Economic Development Economic Development Manager was lead contact for downtown events. Legal department support to Economic Development in assessment collection activities in support of goals of downtown improvement district; preparation of legal contracts and ordinances to support new entertainment and development opportunities in downtown. Lead creation of new community events in downtown including Downtown Summer Nights on Thursday nights in June, July and August, Lunchtime Live on Fridays in June, July and August, a Tuesday Night Farmer's Market beginning in mid July and Front Street Saturdays on the second Saturday of June, July, August and September. The legal department prosecuted collection actions to recover unpaid assessments and supports efforts to secure special events with legal drafting and advice. Planning continued for a number of new activities for the Christmas season including a Light Up the Plaza event on Friday, December 6, free horse drawn carriage rides in downtown and free pictures with Santa. Began work with partnering agencies on events for 2014. 6 Partner with Hispanic and Latino communities to address needs and expectations of the growing Hispanic/Latino population in community Economic Development $50,000 CDBG loan - Cinco de Mayo celebration Supported Cinco de Mayo event. Developed downtown plan that includes mercado 7 Partner with County to support Yakima River Basin Plan Utilities & Engineering Water Division led this project. Legal department review and support for efforts to enhance water development opportunities for City; assist with actions taken to provide statewide legislation determining appropriate cost allocations for water infrastructure in the City. Review and support for efforts to enhance water development opportunities for City; assist with actions taken to provide statewide legislation determining appropriate cost allocations for water infrastructure in the City. Promote actions for Gap to Gap at the WWTP and promote actions to complete the City's Aquifer Storage and Recovery Project. All efforts ongoing as planned Collaborate with Gang Free Initiative in eradicating gang violence 8 City Manager YPD The Police Department worked with GFI on the enforcement aspect. On May 1u additional officers were added to the Gang unit for Enforcement. The Police Department turned over control of the YPAL building for use with GFI resources. GFI Youth and Family Development Center was formally up and running. One new Community Services Officer to start 7/8/13 with a second CSO to follow. Advertised and opened recruitment for the GFI Director Improve facilities in City parks Construction underway at Franklin Park. All planning and building plan reviews were completed and the groundbreaking ceremony was held on March 5, 2013. The pavilion, playground and two small shelters were constructed at Franklin Park. Park Maintenance laid sod and repaired and replaced all Irrigation lines that were affected by the construction. The Grand Opening Celebration for the three Rotary projects was held on June 12, 2013. Many trees were The light poles for the Franklin Park parking lot were installed and the landscaping bends in the parking lot to be planted in the spring of 2014. The newly constructed Sunrise Rotary Pavilion at Franklin Park hosted seven free concerts during the quarter as well as some other community events. Attendance at the Franklin Park pavilion, playground, parking lot, and picnic shelters project was complete except for the landscape beds in the parking lot which will be completed in the spring of 2014. A citizen committee for the Randall Park Improvements was formed and proposed improvements were identified. Funding 9 Parks planted to replace the trees that were removed. This strategic management task is now essentially complete. Summer Sunset Concert Series was estimated at an average of 700 people per concert. The new Southwest Rotary shade structures and sources will be researched. Proposed improvements are planned to begin in the spring of 2015. Downtown Rotary playground were very popular since they were installed. Create inter-departmental The Community Development Department Staff secured the help of an intern, who Staff needed to reevaluate ways to implement neighborhood service teams to was in the process of establishing some Code helped to develop an outreach program to this initiative. The intern secured to improve City response to Ranger and various other volunteer strengthen existing neighborhood develop/strengthen neighborhood neighborhood concerns opportunities for citizens who want to be associations, and create new associations. associations resigned due to location and 10 Community Development more involved. ONDS continued to solicit and work with local church and service organizations as well as travel issues (student at CWU) Juvenile Justice and individual volunteers to enhance programs. Increase the number of clean up days Group clean ups were scheduled for the Additional clean up days occurred. The Four Volunteer efforts continued throughout the Regular volunteer clean up efforts continued Spring. There were several groups interested Square Church completed a clean up at Yakima Park system. The STAY group worked in all parks. Small volunteer groups and in doing a park clean up. The City's ONDS crew Kiwanis Park. Parks Maintenance staff worked and made improvements to the City-owned individuals spent time in the parks assisting helped clean around Kiwanis Pond in March. with volunteers from The CCC to remove and spray weed at the Lamas property. The Yakima Disc Golf Club completed a debris and trash clean up at Randall Park along Wide property west of Yakima and installed signs and posts in the mountain biking and hiking area near Rocky Top. The Yakima DISC Golf Association removed trash and brush at with clean up and problem identification throughout the fall and winter months. 11 Parks Hollow Creek. They also help remove invasive weeds in the nature area. Randall Park again during the quarter and hosted a disc golf tournament in August. Over 50 disc golfers participated in the tournament. Various groups and individuals work through the park system on a regular basis assisting with cleaning and beautifying park properties. Enhance volunteer opportunities for community groups 12 Community Development The Community Development Department was in the process of establishing some Code Ranger and various other volunteer opportunities for citizens who want to be more involved. The pavilion, playground and two small shelters were constructed at Franklin Park. Park Maintenance laid sod and repaired and replaced all Irrigation lines that were affected by the construction. The Grand Opening Celebration for the three Rotary projects was held on June 12, 2013. Many trees were planted to replace the trees that were removed. This strategic management task is now essentially complete. During the fall, 450 volunteers assisted with the planting of native riparian and flood plain vegetation at the WWTP. The volunteers included 350 school -aged children. The Single Track Alliance Association (STAY) made improvements to the Rocky Top mountain biking area. The Yakima Disc Golf Club continued to make enhancement to the disc golf course at Randall Park. ONDS continued to enhance volunteer opportunities through partnerships with local service clubs, People for People, Work Source and other local organizations. Ensure the City Council is represented 13 or attends with the governing boards of Yakima Organizations City Manager City Council members attended various community organizations Council members attended meetings on a regular basis. Council members attended meetings on a regular basis. IMPROVE the BUILT ENVIRONMENT 15 er Pr 2nd Quarter Progress Report 3rd Quarter Progress Report 4th Quarter Pr res port Jump start investment in City streets with a $5 million bond issue in 2013 28 lane miles identified and were in the design phase. Bids were scheduled for advertisement in late April. Financing plan scheduled for City City Manager Council adoption in April. Legal department Engineering & provided legal support for ballot measure to Utilities assure $2 million annually dedicated from General Fund source to support street repair projects. The grind and overlay was awarded to Columbia Asphalt, construction started 6/17/13. The contract included approximately 24 lane miles. The bids were low so the City attempted to add additional miles by change order. Completed grind and overlay project of 24 lane miles Invest annually to improve City streets 2 through dedicated funds, such as car tab fee election City Manager $2 million Council General Fund commitment through Charter Amendment Citizens of Yakima to vote on this issue on the August 6 primary election ballot. Citizens supported the charter amendment dedicating $2 million annually to road improvements 3 Enhance the appearance of the City through volunteer programs, improved code standards, graffiti abatement program and other programs Community Development Graffiti clean up accomplishments included 857 locations using 1,409 volunteer hours. Enforcement activities along North 1st Street have included hotel inspections and an inventory of all non-compliant signs. Staff notified owners of all temporary signs in the North 1st Street right-of-way that do not have right-of-way permits. Graffiti Clean-up Accomplishments included: 3,930 locations using 3,961 volunteer hours. Staff is processing new code language that address the physical appearance of retaining walls, in response to citizen complaints. Staff developed code language to address moratoriums on both cell towers and billboards. Finally, work continued on North 1st Street clean-up program, including enforcement of Fire & Life Safety inspections which include the 2009 IBC, IFC and electrical inspections by Labor & Industries with a property cleanup by code compliance officers. All inspections and abatement was intended to protect the public with a safe environment. Staff continued to ensure consistent application and interpretation of existing codes. Newly adopted codes included the retaining wall standards recently approved by Council. Staff worked on standards for digital signs and billboards, which were scheduled to be completed under the moratorium's six month time frame ONDS continued to use volunteers to clean up 137 locations, picking up and disposing over 24.32 tons of debris and 179 tires as well as support the City Refuse division in their Community Clean up campaigns with staff and volunteers. ONDS also continued to assist qualified low and moderate income Senior and Disabled homeowners with emergency repairs to their homes, including exterior paint and new roofs, both of which enhance the exterior and therefore beautify the surrounding neighborhood and community. Create a strong first impression of the City through entry statements at key City entrances off of US Hwy 12 and I- 82 City Manager North First Street Revitalization Area project was underway with Code Enforcement, Street improvement and other tasks Code Compliance Officers identified all illegal temporary sandwich board signs along N. 1st Street. Illegal wall signs were identified by code compliance officers working with business owners for compliance. Also, all abandoned pole signs were identified and Landscape architect hired to develop final design for North First Street Improvement Plan, Phase 1. Plans to be available early 2014. Staff provided recommendations to the City Council on the billboard issues and also developed codes regulating digital signs. The Council chose to rescind its direction on the digital sign issue and rejected the proposed billboard ordinance. Staff focused on 4 Community Development property owners were notified to have these structures removed. Street improvement projects to include underground of some power and other utility lines. Design options were under evaluation. abatement of temporary sign violations along major entry and commercial corridors. Staff developed an enforcement activity log that will be updated and available weekly. Create inter-departmental neighborhood service teams to The Development Services Team (DST), comprised of representatives from multiple Staff secured the help of an intern, who will helped to develop an outreach program to Staff needed to reevaluate ways to implement this initiative. The intern secured to help No updates at this time improve City response to departments and divisions, was restructured strengthen existing neighborhood develop/strengthen neighborhood neighborhood concerns to ensure full participation and formal associations, and create new associations. associations resigned due to location and S Community Development feedback on all projects requiring interdepartmental coordination. This restructuring is intended to facilitate a more full role of the DST in addressing neighborhood issues as well. travel issues (student at CWU) Enforce sign and code standards to improve City appearance. Update Staff notified owners of all temporary signs in the North 1st Street right-of-way that they do Staff researched billboard issue in response to adoption of billboard moratorium. Staff continued to ensure consistent application and interpretation of existing Two new code compliance officers were hired, which allow a more concerted focus on major Codes as necessary. not have right-of-way permits Amendments were expected to be completed approx. Oct. 1, 2013. codes. Newly adopted codes included the retaining wall standards recently approved by Council. Staff also worked on standards for digital signs and billboards, which were expected to be completed within the commercial corridors and sign control. Staff focused on abatement of temporary sign violations along major entry and commercial corridors, and also developed an enforcement activity log that will be updated and available 6 Community Development moratorium's six month time frame. Finally, staff developed a strategy for ongoing enforcement sweeps of high profile commercial corridors to address illegal signs and other violations. Two additional code compliance officers were budgeted for next year to help implement this strategy. weekly. Leverage partnership with Cowiche Canyon Conservancy, Greenway and other community organizations to create more bike and hiking paths Legal department analysis of requirements concerning sign codes; as mentioned above, legal department provided legal support and documentation to establish relationship with outside partners for the preservation and expansion of recreational opportunities for the City's citizens The built environment continued to improve. The Canal pathway was extended through McGuiness Park along Willow Street and connected with the William 0. Douglas Trail. The partnership with the Cowiche Canyon Conservancy [CCC] continued. A cooperative effort to mow and spray the weeds at the Llamas property, which is owned by the City of Yakima, was completed. Park maintenance Twenty-two more Trek Yakima signs were purchased and a total of 34 have been installed. One more series of signs were ordered and were to be installed this fall. The Canal Pathway extension project through McGuiness Park and along Willow Street was completed and grass was being planted along the walkway and seems to be growing nicely. This project cost $285,000 and was paid for by Two trail planning meetings were held with the Single Track Alliance of Yakima (STAY) and the Cowiche Canyon Conservancy regarding the planning of additional trails at Rocky Top area. Trails are scheduled to be established in spring of 2014. 7 City Manager Parks Division employees mowed and sprayed the weeds and CCC volunteers assisted with the clean up efforts. Plans were made to replant the area with native species. Two installments of the a grant through the Yakima Valley Conference of Governments. Hiking and biking trail signs were purchased for the city owned property near Rocky Top west of Yakima near Trek Yakima signs were installed around the area directing people to the various trails, pathways and trailheads. Plans for additional signs were made. Summitview. The signs and posts were installed by the volunteers from the Single Track Alliance of Yakima (STAY) mountain biking group. Issue contract for $5 million worth of The project list is complete. Engineering Contract was awarded and construction began. Streets continued to support and assist Contract to rehabilitate 90 lanes of arterial pavement and restoration projects division developed bid specifications to be Completion scheduled for October. engineering's grind and overlay project as streets was bid and was awaiting award by 8 Streets advertised in early April. needed Council. Project was expected to be complete by November 2015. This effort is lead by engineering. Establish community clean-up teams Refuse and ONDS staff along with volunteers Spring Clean Ups were held April 13th and Began planning for fall clean up. Confirmed SW Division conducted 2 community clean ups participated in the 1st clean up on March 9. May 4th. In addition to City staff, hundreds of dates and times, design, print and distribute during the past quarter; District 3 on October 4.8 tons of garbage and yard debris were volunteers assisted cleaning alleys, assisting flyers for first fall clean up; began planning for 12 and District 4 on November 2. Served 268 collected and taken to the Yakima County homeowners, removing weeds, and cleaning fall leaf pick up; ordered and received residents. Collected 8 tons of garbage, 433 landfill. 35 tires were included in the turn -in. several parks. 49.64 tons of debris was removed, plus 2.14 tons yard debris, 1,521 tires, 620 Ibs of paper, 120 lbs of plastics, and shipment of 40,000 bio bags for leaf collection; design flyer for program to be distributed in the utility billings tires - approximately 4.76 tons, recycled 1.32 tons of metal. Conducted the Fall Leaf Pick Up Program. Distributed 45,000 bags; served 69 vouchers were issued for residents with 2,215 residents. 9 Refuse large loads to dump without charge at the landfill. Total landfill charge for all four Clean Ups was $1,792.71. Goodwill was onsite and accepted reusable materials. Fall Clean Ups were scheduled and were to include metal recycling. The first Fall Clean Up was scheduled for Sept 7th. 10 Increase the number of trails and parks Parks The Trek Yakima logo was created and locations for additional signage were identified. Initial signs at key locations were being created. The City entered into a joint agreement with Cowiche Canyon Conservancy on March 5, 2013 for the promotion and development of recreational trails. A draft of the Trek Yakima Master Trails Plan was in the works and was to be presented to the parks and Recreation Commission in May. 17 signs were installed. One more series of signs was planned. The Canal pathway was extended from McGuiness Park to 5th Ave. & Willow, which connects the trail to the William 0. Douglas Trail. A walkway was constructed from the new Franklin Park parking lotto the Sunrise Rotary Pavilion. An agreement with the Single Track Alliance of Yakima (STAY) was completed for the construction of trails on the city owned property near Rocky Top. Locations for wayfinding signs for the mountain biking trails were completed. Sign posts were to be purchased by STAY and trail signs were being designed for the trails. Twenty-two more Trek Yakima signs were purchased and a total of 34 were installed. One more series of signs was ordered and was to be installed in the fall. The Canal Pathway extension project through McGuiness Park and along Willow Street was completed and the grass was planted along the walkway and seemed to be growing nicely. This project cost $285,000 and was paid for by a grant through the Yakima Valley Conference of Governments. Hiking and biking trail signs were purchased for the City owned property near Rocky Top west of Yakima near Summitview. The signs and posts were installed by the volunteers from the Single Signs were placed along 5th and 6th Avenues idetifying the William 0. Douglas trail throughout the City starting at Davis High School and ending at the Yakima Greenway at North 6th Avenue. The Single Track Alliance of Yakima (STAY) installed trail signs at Rocky Top mountain biking area. Additional signs are to be placed in the spring. New trails were in the planning process for this area and will become a reality in 2014. All of the TREK Yakima signs were installed except the signs adjacent to Highway 12 and Highway 24, which requires WSDOT approval. Track Alliance of Yakima (STAY) mountain biking group Pilot Recycling Program Four test runs were conducted to determine Additional details were added to the Pilot Blue Continued exploring recycling options; met Continued to work on Pilot Curbside Project. initial feasibility of the blue bag program. 1.5, 2, and 3 mil bags were tested at full Bag Recycling Program. Another approach to recycling was also researched and developed with local stakeholders to gather information; exploring options for pilot curbside recycling Met with Legal to discuss WUTC/G-Certificate and possible impacts on curbside recycling compaction and 1.5 and 2 mil bags were tested at half compaction. A report was submitted to the City Manager and to Yakima County. Costs of a three month pilot program would be approximately $35,500 based on to a very initial stage. This program offers recycling on an every other week basis with garbage collection one week and recycling the next week. This system is being utilized in a number of other Washington communities routes program. Met with Yakima County to explore possible funding opportunities for the pilot project. Met with Solid Waste Managers from the City of Walla Walla and City of Richland to discuss curbside recycling in their 11 Refuse costs for drop box rental and hauling charges, an excavator to pull the bags from the garbage, a three month supply of 3 mil bags and the educational brochures. Pilot program scheduled to start June 2013. successfully. It utilizes a separate blue recycling cart for each household. A meeting was scheduled with the City, Ecology and County to discuss options. communities. Met with Ecology to discuss possible funding from the CPG cycle for the pilot. Began to gather demographic data for identifying neighborhood to conduct pilot curbside program. Conducted route and tonnage assessments for possible pilot neighborhood. 12 Enforce City codes relative to waste disposal to improve the City appearance and cleanliness Refuse Refuse code enforcement activities were responsible for cleaning up 96 illegal dumps, removing 340 dumped tires, and collecting and returning over 100 shopping carts. A total of 15.8 tons of dumped material was taken to the landfill. Several people responsible for illegal dumps were identified and fined. Refuse Code Enforcement worked with ONDS, Police, Codes and other departments to identify and correct Refuse issues throughout the City. Refuse code enforcement activities were responsible for cleaning up the following this quarter: 36 illegal dumps (7.01 tons), 60 shopping cart removals, and 101 tires removed. Enforcement continued to work with ONDS, Police, Codes and other departments to identify and correct refuse issues throughout the City Refuse code enforcement assessed and cleaned: 17 illegal dumps - 3.34 tons; 4 tire clean ups - 2.92 tons and addressed 14 ordinance violations. 13 Maintain and support public infrastructure for drinking water, irrigation, sewer service and sewer capacity Engineering & Utilities Legal department supported with legal advice, oversight and document preparation to address violations against City infrastructure and in support of more current and appropriate agreements between City and entities receiving wastewater service from the City through new three party agreement Water completed design of recycle lagoons at the WTP and began the installation of the Automated Meter Reading System. Wastewater gathered data of sewer collection system to be incorporated into ICOM3 system. Replaced deteriorated sewer pipe within Tieton Drive. Continued work on draft wastewater collection system master plan, wastewater facility plan, and the 3rd draft of the Stormwater Collection Master Plan. Working with Noel Canning regarding the IW extention to their facility. Continued to work on the new 3-party agreement. The Legal Department provided continuous contract review and support for all phases of construction and is actively involved in the three-party agreement development. Water- lagoon and AMI projects were on- going, as planned. Wastewater - sewer collection system information incorporated into ICOM3 system - complete. Continued work on draft wastewater collection system master plan and wastewater facility plan, these plans will be completed in 2014. Stormwater Collection Master Plan - complete. Worked with Noel Canning regarding the IW extension to their facility - successful. Project to be completed in 2014. Continued to work on the new 3-party agreement.