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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
2015 DRAFT Business Plan
Tony O'Rourke, City Manager
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Description
121 2015 DRAFT Business Plan
Item No. 11.
For Meeting of: April 7, 2015
City Manager
Upload Date Type
4/2/2015 Cover Memo
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Artist rendering of proposed downtown plaza
Artist rendering of proposed downtown plaza
YAKIMA CITY COUNCIL
Mayor Micah Cawley
Assistant Mayor/ District 4 Kathy Coffey
District 1 Maureen Adkison
District 2 Tom Dittmar
District 3 Rick Ensey
At Large Dave Ettl
At Large Bill Lover
Back Row: Rick Ensey, Tom Dittmar, Dave Ettl, Micah
Cawley, Bill Lover
Front Row: Kathy Coffey, Maureen Adkison
SENIOR STAFF
* City Manager—Tony O'Rourke
* Police Chief—Dominic Rizzi
* Fire Chief—Bob Stewart
* City Attorney Jeff Cutter
* Director of Community Development—Joan Davenport
* Director of Emergency Management/GFI—Perry Tarrant
* Director of Finance—Cindy Epperson
* Director of Public Works—Scott Schafer
* Director of Utilities & Engineering—Debbie Cook
TABLE OF CONTENTS
Page
Introduction 1
Strategic Priorities
Economic Development 3
Public Safety 5
Improve the Built Environment 7
Public Trust & Accountability 9
Partnership Development 10
Performance Measures 11
* Airport Manager—Rob Peterson
* Assistant to the City Manager—Cally Price
* City Clerk—Sonya Claar Tee
* Communications & Public Affairs—Randy Beehler
* Economic Development Manager—Sean Hawkins
* Information Systems Manager—Wayne Wantland
INTRODUCTION
OFFICE 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 for your review and adoption the City's 2015 Business Plan. The 2015 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 2015 Business Plan focuses on integrating the City's strategic priorities, key intended outcomes, and performance measures into
daily operations. The Business Plan includes a brief description of the City's organizational structure and the City Council's five
strategic priorities.
* Economic development
* Public Safety
* Improving the built environment
* Public trust and accountability
* Partnership development
Each strategic priority section identifies proposed initiatives to address each strategic priority and key intended outcomes in 2015.
Progress reports: Quarterly and annual progress repots on the implementation status of the Business Plan will be presented to the
City Council and community.
Summary: The strategies reflected in the Five Year Financial Plan, Business Plan, and 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 it provided. I also thank City 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 year and will keep you informed of our progress.
Sincerely,
CITY ORGANIZATION
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, City Clerk
• Human Resources
• Yakima Air Terminal
City Council
Municipal
Court
City Manager
Civil Service Commission
Asst. to the City Manager
r 1
Community
Development
Director
J
r
Finance
Director
Police
Chief
Utilities &
Engineering
Director
Airnort
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Economic
Development
Manager
City
Attorney
Fire
Chief
Technology
Services
Animal
Control
1
r
Purchasing
911/
Dispatch
Radio/
Electronics
2
Human
Resources
1
Chief Examiner
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Emergency
Mgmt/ GFI
Director
4 J
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Communications
& Public Affairs
7-
Public
Works
Director
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City
Clerk
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ECONOMIC DEVELOPMENT
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.
WINE, CRAFT BREW AND CIDER
MARKETING/BRANDING
The wine, beer, cider, and spirits industry is a huge draw for
travelers and numerous northwest cities have strengthened their local
economies by focusing on the promotion and branding of their local
beverage industries. The critical mass and quality of our product is
significant enough to draw travelers, but we lack a cohesive
marketing message, special event promotional package, and branding
to communicate our community offerings. Staff will work directly
with Yakima's private sector beverage industry to create a cohesive
marketing strategy.
ENHANCE/EXPAND DOWNTOWN
SPECIAL EVENTS
The City intends to expand the Viva La Musica Concert Series that
was introduced in 2014, expand the Blues and Local Brews Festival to
include national entertainers, create a new Country Americana Music
Event, host children's activity events and a harvest food event.
SUPPORT SUNDOME OPERATIONS
The Sundome is owned by Yakima County and is operated by the
Central Washington State Fair Association (CWSF) Board. The
Sundome is a tourism -related facility and therefore, it is eligible to be
a recipient of lodging taxes. The Lodging Tax Advisory Committee,
appointed by Council, recommended that $75,000 of Lodging Tax be
allocated to the Sundome in addition to $25,000 in General
Government funds. The funds will allow the CWSF Board to
generate more events and tourism dollars for the Yakima economy.
COMPREHENSIVE PLAN UPDATES
To remain in compliance with the State's Growth Management Act,
the Comprehensive Plan and Transportation Plan must be updated
and adopted by City Council by June of 2017. In 2015, the Planning
Division will contract professional services to assist in the completion
of these plans. In addition, the Bicycle Master Plan is under contract
in 2015 which will be incorporated into the Transportation Plan.
3
ECONOMIC DEVELOPMENT
ASSISTANT
In 2015, the City will hire an economic development assistant who
will perform all administrative functions of the economic
development department, issue all special event permits, and lead
implementation and partnership efforts for the Downtown Association
of Yakima, assist in city -sponsored special events programs including
Downtown Summer Nights, Lunchtime Live, Yakima Blues and Local
Brews, Country Americana Festival, Windows Alive and development
of new events and activities.
AIRPORT MARKETING
In September of 2014, the City of Yakima was awarded a 5290,000
Small Community Air Service Development Grant from the Federal
Department of Transportation. This grant will be matched by
$290,000 of local funds to assist in the expansion of our local air
service opportunities to Seattle and new destinations.
UPDATE CONVENTION CENTER
EXPANSION FEASIBILITY STUDY
The Yakima Convention Center is an important asset for downtown,
the City of Yakima and Yakima County. Each year the Center attracts
and serves over 120,000 people resulting in $8 million in direct
economic impact. In 2007, GVA Kidder Mathews of Bellevue was
commissioned to conduct a feasibility study for an expansion of the
Center. While the report did support a smaller facility expansion,
due to the uncertainty of the economy it was decided not to pursue an
expansion for the near term. As the recession has subsided and the
market conditions have improved, the PFD Board decided it is time to
reassess the possibility of expanding the Center.
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ECONOMIC DEVELOPMENT -CONT
CASCADE MILL
SITE DEVELOPMENT
City of Yakima efforts in 2015 focus on future streets, the revision
of the 1-82 Interchange, infrastructure and landfill clean-up. The
Fair Avenue Roundabout will be constructed using County
Supporting Investment in Economic Development (SIED) funds
and the State Local Infrastructure Financing Tool (LIFT). The
project is estimated to cost $2.6 million The improvement
provides mobility and safety improvements to the existing road
network and constructs the access into the mill site that will allow
cleanup of the landfill. Approval of the 1-82 Interchange plan and
consideration of a phased implementation for freeway access will
be discussed by the City Council in 2015.
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BENCHMARKS
Proposed roundabout and interchange improvements around the mill site property
2012
2013
2014
2015
Actual Actual Actual Goal
Increase the citizen survey rating of those who rate the City's employment
opportunities as excellent/good
15%
19%
27%
30%
Lower unemployment rate
10.3%
9.4%
8.0%
7.0%
Increase annual sales tax growth
7.2%
6.7%
6.4%
4.6%
Increase annual lodging tax growth
4.3%
4.0%
7.2%
4.0%
Increase downtown sales tax growth
NA
10%
14%
10%
Improve Yakima as a place to visit
NA
36%
37%
40%
Improve Yakima as a place to work
38%
40%
44%
47%
Create a vibrant downtown
NA
21%
22%
25%
4
PUBLIC SAFETY
The City is committed to providing a safe and secure environment for its residents, businesses, and visitors. However, random acts of gang
violence, property crimes, and auto thefts have created growing concerns about public safety in Yakima. The overall goal of public safety as a
strategic priority is to ensure healthy and vital neighborhoods free of crime by increasing community based partnerships in crime prevention,
fire and life safety, code inspections, preparedness, and community policing.
EMERGENCY PREPAREDNESS
ASSISTANT
On August 5, 2014, the City Council voted to withdraw from the
County's emergency management program and develop its own
program to better meet the needs of the citizens. With the develop-
ment of Yakima's emergency management program a part time
professional is needed to certify and develop the skill sets of incident
response.
INCREASE INDIGENT
DEFENSE CONTRACT
The Washington State Supreme Court has imposed a new 400 caseload
limit for attorneys providing public defense services for misdemeanor
cases. Additional public defenders are necessary in order to comply
with these unfunded mandates. Additionally, the City has employed a
Pre -Filing Diversion program and a Prosecution Charging Unit which
have helped to reduce caseloads.
FOUR POLICE
CORPORAL POSITIONS
The Yakima Police Department has implemented a career development
and succession plan over the past year. The creation of a corporal
position adds a level of leadership between the Police Officer and Police
Sergeant ranks. This would reorganize the patrol division, potentially
reducing overtime by having a corporal assigned to each patrol squad.
The corporal would be available to assume supervisory duties in the
absences of the sergeant, rather than hiring another sergeant on overtime
to cover the shift.
SHOOTING RANGE AGREEMENT
WITH YAKIMA COUNTY
The Yakima Police Department proposes to work cooperatively with the
Yakima County Sheriff's Office (YCSO) to share range space. YCSO
has recently opened a new state of the art range facility in the east valley
area. Currently the Police Department contracts with a private provider
and the U.S. Army for range space and it can be challenging to find
available openings in their range scheduled to accommodate YPD
personnel.
CITY OF YAKIMA
COMMUNITY COURT
The City of Yakima is exploring the benefits and costs of implementing a
Community Court that focuses on reducing and appropriately
addressing quality of life offenses in a particular neighborhood. The
approach will involve a collaborative partnership with local human
service providers to resolve a defendant's personal challenges that
contribute to crime.
ADD OFFICERS TO NEW FEDERAL
& STATE VIOLENT CRIME
TASK FORCE
The Yakima Police Department is working to leverage its resources and
increase effectiveness by entering into task force agreements with
various federal and state law enforcement agencies. This task force
allows the department to leverage the resources of the federal and state
agencies and federal prosecution of violent offenders. The Yakima
Police Department will be adding two positions to this Federal/State
Violent Crime Task Force.
ADD PART TIME HUMAN
RESOURCES ASSISTANT
Public Safety requires the dedicated assistance of Human Resources to
oversee the advertising, recruiting, facilitating, and monitoring of the
hiring processes of both commissioned and non-commissioned
personnel. This person will recruit, train, and maintain eligibility lists
for police officers, corrections officers, support personnel, and
communications personnel.
POLICE PUBLIC
INFORMATION OFFICER
In 2014 the City of Yakima hired a civilian Police Public Information
Officer on a temporary basis. This position assumed all public relations
responsibilities freeing up time for the
command staff. The addition of this
position has proven very successful in
garnering support of the public and the
media through positive, effective
information dissemination. The Yakima
Police Department will carry this
position into 2015 with a civilian
providing all public and media relations for the department.
FIRE ENGINE & LADDER TRUCK
As part of its Council -approved apparatus replacement strategy, the
Yakima Fire Department will purchase a new fire truck and ladder
truck in 2015. When the new fire engine is ready for service a 2003
model would be placed into reserve service and a 1991 model will be
scheduled for surplus. The ladder truck will replace a 1995 model that
will be scheduled for surplus. These two pieces of equipment will not
constitute a net increase of apparatus.
PUBLIC SAFETY -CONT
LIVE SCAN
FINGERPRINTING SYSTEM
Washington State Patrol has advised all agencies responsible for
processing concealed pistol permits (CPL's) that consideration is being
given to making it mandatory for fingerprints to be submitted
electronically rather than on ink cards. The Services Division current
processes more than 2,000 fingerprint cards on an annual basis for
various reasons. The City needs to purchase the required equipment in
order to submit fingerprints electronically and pay on-going maintenance
and service fees. In spring 2015, the City will apply for grant funding
that would provide a 10% match in cash or in-kind services.
RADIO REPLACEMENT PROGRAM
The Yakima Police Department will implement a radio replacement
plan in 2015 to phase out the older radios. The Department does not
have a current plan in place and several of the radios are outdated and
officers have difficulty communicating with each other and dispatch at
times.
REHAB/BREATHING AIR
RESOURCES UNIT
The most recent update of the Washington Administrative Code
BENCHMARKS
(WAC) includes significant changes
and requirements in emergency
scene firefighting rehabilitation. With
the current rehab and air units each
being deployed and operated by a
small cadre of reserves, incident
commanders are forced to choose
between units. In 2015, the Yakima
Fire Department proposes purchasing
new breathing resource units in
accordance with new laws.
COMMUNICATIONS CENTER
RELOCATION
The Public Safety Communications Division's mission is to provide
9-1-1 call answering for the citizens of Yakima County and to provide
public safety dispatching for the City of Yakima and 14 other public
safety agencies. The current space is too small for the equipment and
staff. The City and County have entered into an agreement to move
the communications center from the Richard A. Zais Law & Justice
Center to the County's Resource Center in Union Gap and will split
the costs for equipping and staffing the new facility.
2012
Actual
2013
Actual
Yakima's first Coffee with a Cop
event was a huge success!
2014
Actual
2015
Goal
Citizen rating of safety in their neighborhood (very safe /somewhat safe)
77%
74%
76%
78%
Citizen rating of overall feeling of safety (very safe / somewhat safe)
NA
23%
29%
31%
Crime prevention citizen rating (excellent / good)
23%
22%
28%
30%
Fire response travel time under five minutes
90%
88%
87.1%
90%
Number of commercial structures inspected
2,512
2,248
3,400
Part 1 crimes per 1,000 residents
69.8%
55.1%
53.8%
52.0%
6
IMPROVE THE BUILT ENVIRONMENT
The overall goal of improving the built environment as a strategic priority is to improve the City's first impression and ensure investment in
community and tourist infrastructure.
RELOCATE VISITOR
INFORMATION CENTER
The Yakima Valley Visitor information Center is located on Fair
Avenue next to the Gateway Center. In 2015, the building will be
relocated to Yakima Avenue
and North 9th Street. This
move is in advance of changes
to the street network that will
occur as a result of interchange
improvements, as well as the
goal of improving site
utilization. Moving the Visitors Center to the downtown area
J
will
bring it closer to restaurants, hotels, the Convention Center,
Chamber of Commerce, and other entertainment venues.
CITY HALL IMPROVEMENTS
Yakima City Hall was constructed in 1949 and has had few upgrades
made to the building over the past six decades. In 2015, several
customer -focused interior improvements will be made to update the
appearance and functionality of the building. Additionally, repairs to
the elevators and emergency generator are necessary.
NORTH 1ST STREET
REVITALIZATION
North 1st Street is a key gateway into the City. The area has been
blighted over the years. In order to make a better impression for
visitors, residents, and business owners, the City of Yakima proposes a
revitalization plan. The fast phase of the project, from 1-82 to N
Street is funded with federal grants, however, these funds have been
delayed. The second phase of the project, from N Street to Martin
Luther King, Jr. Boulevard will be funded with City funds. Engineer-
ing plans and specifications will be developed for Phase 2 in 2015,
with construction to commence in 2016. The project includes
relocation of overhead utilities, installing new sidewalks, landscaping
and street medians.
Preferred Corridor Option
Elevation
Plan
Median Enlargement
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21ST AVENUE AND AIRPORT LANE
EXTENSION
The Yakima Air Terminal is an integral part of the City's transportation
system and economic development infrastructure. The airport
continues to see growth in a variety of areas. The Airport Master Plan
recommended that the South Air Park be a focal point for further
corporate and general aviation expansion. In order to meet the
demands for additional development and hangars, 21st Avenue and
Airport Lane need to be extended to provide direct vehicle access to the
airfield. This project is scheduled to begin in spring/summer of 2015.
PURCHASE 3 NEW BUSES
Yakima Transit is in the process of updating its fixed -route bus fleet of
26 buses. Five of the 26 buses are 15 years or older and according to
FTA estimated useful life, need to be replaced when the vehicle reaches
12 years of age. Yakima Transit will replace all five buses in the next
two years (three in 2015 and two in 2016) as part of its fleet and facility
maintenance program.
YAKIMA RAILROAD GRADE
SEPARATION PROJECT
Construction
of the Yakima Railroad Grade Separation project
aesthetics, the "Bins of Light"
will be installed in 2015. The
location of the "Bins of Light"
will be on Lincoln Avenue just
east of Front Street. In
addition, an elevated sidewalk
will be installed on the south
side of Lincoln between 1st
Street and 1st Avenue. These
are the final components of the
railroad underpass project.
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7
Yakima's $20 million street investment
was recognized by the residents. In 2014,
citizens rated Yakima's street repairs at
46% excellent or good compared to 19%
in 2013.
IMPROVE THE BUILT ENVIRONMENT -CONT
RANDALL PARK IMPROVEMENTS
Randall Park is over 40 years old and is in need of renovation. In
2010 the two wooden bridges that led to the nature area of the park
were removed due to poor condition. A Recreation and
Conservation Office grant and private monies will help fund new
parking lots, new restroom facility, new asphalt walkways, new
entrance signs, new duck pond observation deck, new playground
equipment and a new picnic shelter in 2015.
The dog park at Randall Park was opened in 2014.
The official opening and ribbon cutting is scheduled on
April 18 at 11:00 a.m.
Yakima's engineering staff will manage project estimates
to ensure accuracy, improve estimates and keep current
with needed infrastructure investments.
BENCHMARKS
SOUTHEAST COMMUNITY CENTER
IMPROVEMENTS
The Southeast Community Center is a City -owned facility in need of
upgrades. While the City pays a fee for management and operations of
the facility, it has contributed minimally toward facility improvements.
The existing restrooms are 40 years old, in disrepair, and are beginning
to fail. This item was originally planned for 2014, however, OIC was
not able to proceed with the project at that time so the restroom
renovation was delayed until 2015.
CLEANUP OF THE FORMER
TIGER OIL SITES
In 2014, the City of Yakima purchased four derelict and abandoned gas
station/convenience stores formally owned by Tiger Oil. With a
partnership from Department of Ecology, the City of Yakima
endeavors to conduct environmental cleanup, then sell the properties
in order to facilitate redevelopment. Two of the four sites are targeted
for cleanup and resale in 2015.
Tiger Mari at 24th and Noll 1 lilt being demolished
2012
Actual
2013
Actual
2014
Actual
2015
Goal
Improve the citizen rating of the City's overall appearance as excellent/good
29%
28%
30%
35%
Improve resident rating of the City's cleanliness as excellent/good
31%
29%
31%
y
35%
Improve citizen rating of City's code enforcement as excellent/good
15%
15%
16%
25%
Improve citizen rating of City streets as excellent/good
21%
19%
47%
50%
Improve overall built environment
NA
36%
39%
42%
Improve overall quality of new development in Yakima
39%
33%
38%
45%
Increase number of residents not under housing cost stress
54%
60%
64%
67%
Increase those purchased goods and services in Yakima
NA
92%
93%
95%
Increase supply of affordable quality housing
33%
36%
33%
35%
8
PUBLIC TRUST & ACCOUNTABILITY
The overall goal of Public Trust and 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.
PROCUREMENT SOFTWARE
AND SERVICES
Purchasing is in the process of implementing an internet Vendor Self
Service portal and bid management software that will automate and
streamline complicated manual processes for bid creation, response,
and award. This will help purchasing spend less time on tactical
activities and aid with their heavy workload, as identified in the 2013
Employee Survey. Information Systems is currently assisting
purchasing to ensure all data coming in will be safer for our computer
systems. Purchase of this software will be less than $25,000 per year
with 46% of it being paid for by Yakima County.
UTILITY BILLING REMODEL
As part of the ongoing effort to provide superior customer service, the
Utility Services Division will be redesigned to add a handicap
accessible window and also will be consulting with a space planner to
better organize and utilize the office space available thus giving staff
the tools necessary to better service our customers.
BENCHMARKS
UTILITY BILLING BUSINESS
PROCESS ANALYSIS/SOFTWARE
REPLACEMENT
The second phase of the Business Process Analysis for the Utility
Services Division is being conducted by FCS Group and the report is
expected to be completed in March of 2015. This process was under-
taken to look at the current operational policies and procedures of the
division and the ensuing report will outline those practices which need
to be adjusted or modified based on industry standards. The report will
also produce a very detailed "needs" document outlining the system
requirements for a new Utility Account Management software system.
PARKING ENFORCEMENT
CITATION MANAGEMENT
SOFTWARE
The Parking Enforcement Division will also be upgrading to a new
citation management software that will allow for much greater
efficiency in processing citations and aid in educating the citizens of
Yakima about parking related issues.
2012
2013
2014
2015
Actual Actual Actual Goal
Improve citizen excellent/good rating on direction City is taking
28%
Improve citizen excellent/good rating on the value of services for taxes paid
27%
Improve citizen excellent/good rating of services provided by the City
45%
Conduct annual citizen survey and employee survey
Yes
Improve citizen rating of City welcoming city involvement
29%
Maintain general fund operating reserve balance as percentage of general fund
expenses
16%
Improve citizen opportunities to participate in community matters
45%
Improve citizens rating of City public information services
48%
31%
38%
42%
26%
32%
35%
47%
46%
49%
Yes
Yes
Yes
32%
33%
37%
17.6%
14.3%
14.9%
41%
47%
49%
47%
46%
49%
9
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PARTNERSHIP DEVELOPMENT
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.
INCREASE CAPITOL THEATRE
MANAGEMENT FEE
The Capitol Theatre is owned by the City of Yakima. For the past 34
years, the facility has been managed by the Capitol Theatre Committee
(CTC), a separate non-profit corporation administered by a
professional staff under the stewardship of a community based
volunteer board of directors. This partnership has built and sustained a
foundation of quality -of -life and economic vitality, drawing nearly
100,000 visitation's annually to the downtown core. The management
fee increase would allow the Theatre to expand its marketing efforts to
draw new events to the theatre thereby increasing revenue and visitors
to the area.
INCREASE YAKIMA CONVENTION
CENTER MANAGEMENT FEE
The Yakima Convention Center is owned by the City of Yakima;
however, it is managed by Yakima Valley Tourism through a manage-
ment agreement. The management fee covers the payroll costs for the
Convention Center staff, operations, maintenance, utilities, and a
small management fee for Yakima Valley Tourism.
BENCHMARKS
INCREASE SPORTS COMMISSION
MANAGEMENT FEE
Yakima hosts most of the national, regional, and state amateur or
professional athletic competitions in Yakima County. As a result,
sporting events play a vital role for the city's economy. In 2013 there
were 4-4-7 sporting events held in the region, resulting in nearly $35
million in direct visitor spending.
GROW PARTNERSHIPS
Since partnerships make Yakima a better place, staff will strive to take
the lead to continue developing relationships with community
members, nonprofits, private sector and other organizations.
Partnerships with the City creates opportunities and increases
efficiencies that positively impact the community.
2012
Actual
2013
Actual
2014
Actual
2015
Goal
Establish Yakima Cleanup and Revitalization (CARE) program
No
No
No
Yes
Create legislative/administrative strategy for state and federal issues
No
Yes
Yes
Yes
Create downtown event sponsorships
No
Yes
Yes
Yes
Secure federal and/or state funding for the Mill Site
No
Yes
Yes
r
Yes
10
ECONOMIC DEVELOPMENT
Strategic initiative: Create a cohesive marketing strategy for wine, craft brews, and cider
producers
Department: Economic Development
Performance measure: Successful implementation of a local craft beverage group. Develop a strategic
plan for the group, establish a bank account, collect memberships, create a
logo, set up social media page(s), develop incentive program for consumers/
customers for purchasing craft beverages, host a media familiarization tour,
and put on a special event featuring craft beverages.
Strategic initiative: Complete environmental characterization of the Cascade Mill landfill
Department: Community Development—Planning
Performance measure: Prepare remedial investigation report and feasibility study to Department of
Ecology
Strategic initiative: Secure street right of way for Cascade Mill Parkway and complete the
Interchange Justification Report process
Department: Community Development—Planning
Performance measure: Acquire landfill property or street right of way only. Process environmental
review under National and State Environmental Policy Acts (NEPA and
SEPA), prepare engineering plans.
Strategic initiative: Enhance/Expand Downtown Special Events
Department: Economic Development
Performance measure: Successful enhancement and expansion of existing programs. Increase
attendance at existing events, create a new event featuring craft beverages of
Yakima combined with Americana music, host children's activity event(s), and
a harvest food event.
Strategic initiative: Support Sundome Operations
Department: Economic Development
Performance measure: Support, promote, and assist the Yakima County Sundome with their current
events and any additional events that the Sundome hosts in 2015 through
advertising on social media outlets, attending board meetings, and providing
consultation.
Strategic initiative: Increase Airport Marketing Efforts
Department: Airport
Performance measure: Successful implementation of marketing program to increase load factors, and
working directly with Alaska Airlines in adding a fourth flight option.
Strategic initiative: Update Convention Center Expansion Feasibility Study
Department: Economic Development
Performance measure: Review the 2007 Convention Center Expansion Feasibility Study and determine
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ECONOMIC DEVELOPMENT
Strategic initiative: Comprehensive Plan Updates
Department: Community Development—Planning
Performance measure: Successful development of contract services in conjunction with the Planning
Division, to begin work on developing a Comprehensive Plan and
Transportation Plan in accordance with the State's Growth Management Act.
Successful incorporation of the Bicycle Master Plan into the existing
Transportation plan.
Strategic initiative: Cascade Mill Site Development
Department: Community Development—Planning
Performance measure: Successful approval of the 1-82 Interchange plan and consideration of a phased
implementation for freeway access by the City Council. The successful
construction of the Fair Avenue Roundabout.
Strategic initiative: Federal Task Force Officers
Department: Police Department
Performance measure: Increase number of cases charged in Federal court. Increased sentences
through Federal court, resulting in a reduction of career criminals in the City
and an overall long term reduction in violent crime. A lease was secured for a
location to house the task force. Meetings continue with our federal partners t
o establish a firm implementation date.
Strategic initiative: Hire Part Time Human Resources Assistant
Department: Human Resources Department
Performance measure: In order to assist in recruiting public safety employees, the Human Resources
Department will add a part time person who will recruit, train, and maintain
eligibility lists for police officers, corrections officers, support personnel and
communications personnel.
Strategic initiative: Relocate the Communications Center
Department: Police Department—Public Safety
Performance measure: Move the 9-1-1 call center and dispatching facility to Union Gap. This project
will be completed on time and within budget.
Strategic initiative:
Department:
Performance measure:
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Department:
Performance measure:
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Department:
Performance measure:
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Department:
Performance measure:
Increase officer training and succession training
Police Department
The police department will institute full career path guidelines with specific
training and educational benchmarks for employees promoted during the
succession planning.
Increase public outreach
Police Department
Utilize Public Information officer to facilitate five (5) Coffee with a Cop
events throughout 2015. Research, develop, and implement additional
outreach opportunities.
Support public safety task force activities with Fire Marshal and
Building Official for safety services
Community Development—Codes Division
Provide staff to attend sensitive events and investigations.
Purchase new Fire Engine and Ladder Truck
Fire Department
Assemble committee to work with the dealer and manufacturer to develop the
required specifications.
Improve recruiting efficiency
Police Department
Utilize the part time human resource assistant to streamline recruiting
efficiency, reducing vacancies to four (4) by December 2015.
Implement Live Scan Fingerprint System
Police Department
Use of the Live Scan system will reduce staff hours dedicated tofingerprinting
by a minimum of 605 hours. Additional time savings will be realized due to
not having to manually create multiple cards and not having to reprint
rejected cards. This time savings will allow employees to focus on other work
duties. Electronic transmission of prints will save approximately $1,600 in
postage. Wait times for concealed pistol licenses will be reduced from 30 days
to 3-5 days due to electronic submission.
Shooting Range with Yakima County
Police Department
The Police Department continues to explore options to improve firearms
training by securing a convenient and accessible shooting range.
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Strategic initiative: Southeast Community Center Improvements
Department: Public Works -Parks Division
Performance measure: Contribute $100,000 to major capital improvements needed to the Southeast
Community Center as identified by the SECC/OIC staff by priority of
importance within limited funds.
Strategic initiative: Randall Park Improvements
Department: Public Works -Parks Division
Performance measure: Develop partnerships with service clubs and donors to complete project
components; use volunteers and City staff to increase project efficiencies and
decrease overall cost of Randall Park improvements.
Strategic initiative: Replace fixed route transit buses that are beyond useful life as estimated
by FTA
Department: Public Works -Transit Division
Performance measure: Yakima Transit has ordered three new 40' Gillig buses scheduled to arrive in
early 2016.
Strategic initiative: Water system improvements
Department: Utilities/Engineering-Water Division
Performance measure: Develop partnership with Yakima County Flood Control Zone District,
Yakama Nation, Washington Department of Fish & Wildlife, North Yakima
Conservation District, US Bureau of Reclamation, Bonneville Power
Administration, National Marine Fisheries Service, and US Fish and Wildlife
Service for funding and permitting to ensure Naches River water will still be
available to the Water Treatment Plant, improvefish habitat, and reduce
flood risk.
Strategic initiative: Replace and improve the water mains on North 1st Street
Department: Utilities/Engineering-Water Division
Performance measure: Improve waterflow and delivery along North 1st Street
Strategic initiative: Modification to the Nelson Dam
Department: Utilities/Engineering-Water Division
Performance measure: Form partnerships with Yakima County Flood Control Zone District, Yakama
Nation, Washington Department of Fish and Wildlife, North Yakima
Conservation District, US Bureau of Reclamation, Bonneville Power
Administration, National Marine Fisheries Service and US Fish and Wildlife
Service for funding and permitting to consolidate diversions, improvefish
migration, and reduce flood risks.
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Strategic initiative: North 1st Street Revitalization
Department: Utilities/Engineering
Performance measure: Complete Phase 1 design and begin Phase II in 2015.
Strategic initiative: Continue to emphasize the North 1st Street corridor as an economic
development priority
Department: Community Development
Performance measure: Prepare engineering plans and bid specifications for the southern portion of
the corridor with groundbreaking in 2016. Continue code emphasis on health
and safety issues.
Strategic initiative: Conduct environmental clean-up of the four city -owned Tiger Oil sites
Department: Community Development
Performance measure: Work with Department of Ecology to secure clean-up funds and permits for
remediation. Sell two of the four sites in 2015 and two in 2016 in clean
condition, ready for new development.
Strategic initiative: Conduct proactive Code Enforcement to improve the appearance of the
community and be responsible to citizen concerns
Department: Community Development—Code Division
Performance measure: Increase the number of citizen contacts and strive to gain compliance without
sending cases to the Community Review Board.
Strategic initiative: Improve the customer service experience at the permit center and
reduce time of permit processing, where appropriate
Department: Community Development—Code Division
Performance measure: Continue minor remodeling of permit county area to provide a more open space
for the public. Work with various city division staff members to reduce
unnecessary delay of processing development applications and reduce "idle"
time in permit services.
Strategic initiative: Support Historic Preservation efforts, especially in the Downtown
Yakima area, as requested by owners of historic structures and the Main
Street Program
Department: Community Development—Planning Division
Performance measure: Work with Main Street coordinator and committee; write a Historic
Preservation element of the Comprehensive Plan.
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Yakima Railroad Grade Separation Project Aesthetics and Lincoln
Avenue Elevated Sidewalk
Utilities/Engineering
Complete the installation of the "Bins of Light" and elevate the sidewalk on
the south side of Lincoln between 1st Street and 1st Avenue under budget.
Initiative the Yakima Comprehensive Plan Update, the Yakima
Transportation Plan Update and the Bike Plan, in compliance with the
Washington State Growth Management Act
Community Development—Planning
Collect necessary inventory data, hire and support professional service
consultants, conduct public engagement process for each of the three plans.
Work with stakeholders.
Continue graffiti removal program within the City using volunteers
Community Development— Neighborhood Development
Remove approximately 3,500 tags each quarter.
Speedway/Race Street improvements
Utilities/Engineering—Wastewater Division
The project will include construction of a new lift station east of the
intersection of Beech and 15th Street. A pair of force mains will replace the
existing, underperforming speedway interceptor that is incapable of accepting
the additional flows associated with projected growth in north and west
Yakima. A design consultant will be chosen and design completed by the end
of 2015.
Toscana Development (Castlevale/Fechter)
Utilities/Engineering—Wastewater Division
The objective of this project is to decommission the Carriage Hill lift station
and provide gravity flow sewer to the Toscana Development. The lift station
is an old facility that is close to serving its useful life and the existing force
main will need to be rehabilitated in the near future. By replacing the
existing force main with a gravity sewer and decommissioning the Carriage
Hill lift station, this project would save long term maintenance costs and add
sewer service to customers in the Toscana Development. Wastewater and
engineering personnel are continuing to work with the developer on this
project and anticipate having design completed during 2015.
Congdon Sewer Main
Utilities/Engineering—Wastewater Division
The purpose of this project is to provide a large sewer trunk line to and
through the Congdon property up to 64th Avenue. This project is awaiting
developer plans.
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Strategic initiative: Primary Digester Project
Department: Utilities/Engineering—Wastewater Division
Performance measure: The purpose of this project would be to explore whether the construction of a
new primary digester to meet additional capacity requirements for 2025, and
to ensure Class B detention requirements if existing 70 ft. diameter primary
digester needs to be taken out of service, or if there is another technology that
would be a better fit for the City of Yakima and the future Class A biosolids
production. A design consultant will be chosen and design will begin by the
end of 2015.
Strategic initiative: Collection System Upgrades
Department: Utilities/Engineering—Wastewater Division
Performance measure: This is an ongoing project for 2015, to continue to improve the wastewater
collection infrastructure i.e. new manholes, pipe replacement, and pipe
assessment). All improvements will be in accordance with the Wastewater
Collection System Master Plan which was finalized in 2013.
Strategic initiative: Plant Security Upgrades
Department: Utilities/Engineering—Wastewater Division
Performance measure: The security upgrades at the wastewater facility have been an ongoing project.
Staff will continue to improve lighting, gate access, fencing, and add
surveillance equipment throughout the Wastewater Treatment Plant, as well
as the Wastewater Collections site as needed. These security upgrades will be
completed by the end of 2015.
Strategic initiative: Wastewater System Evaluation
Department: Utilities/Engineering—Wastewater Division
Performance measure: This project is to evaluate the wastewater collection system and determine are
as that may need improved capacity as well as to reduce infiltration and inflow
into the collection system. This is an ongoing process for the wastewater
division.
Strategic initiative: 21st Avenue and Airport Lane Extension
Department: Airport
Performance measure: Complete SIED Grant offer paperwork, engineering design, begin construction
and maintain approved schedule and budget.
Strategic initiative: Cleanup and Sell Tiger Mart Locations
Department: Community Development
Performance measure: The City of Yakima is engaged in the environmental cleanup of the former
Tiger Mart locations. After cleanup, these properties will be sold and
reintroduced into the private sector for development. Current efforts target
the cleanup and sale of all four properties in 2015 or early 2016.
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Use volunteers to assist the community in various activities such
as yard chores and snow removal for the elderly, as well as graffiti
removal and other services
Community Development—Neighborhood Development
Track hours and number of volunteers. Guide volunteers to place in
appropriate programs for help.
Strive to keep low income elderly in their homes as long as
possible
Community Development—Neighborhood Development
Improve approximately 20 homes each quarter using Federal Block
Grant funds.
Remodel the Utility Billing offices in City Hall
Finance—Utility Services
In order to make the utility services office more customer friendly, a
handicap accessible window will be installed and the offices will be
reconfigured.
Parking Enforcement & Citation Management Software
Finance—Utility Services
Purchase new parking citation management software program.
Strategic initiative:
Department:
Performance measure:
Strategic initiative:
Department:
Performance measure:
Increase Yakima Convention Center Management Fee, Sports
Commission Fee, and Capitol Theatre Management Fee
Finance
Increased sales tax revenue, new events, and more tourists
Continue developing new partnerships
Economic Development
Develop new partnerships with private, public, and non-profit entities
that positivity impact the community.
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CITY OF
YAKIMA
129 North 2nd Street
Yakima, WA 98901
Tel: 509-575-6000
web: yakimawa.gov
Yak Back i t
MAN[ YOUR VOICE COUNT
L2012-2014 CITIZEN SURVEY RESULTS
Community quality overall (excellent/good) 2012 2013 2014
Overall image 19% 21% 21%
Yakima as a place to live 49% 50% 52%
Overall appearance 29% 28% 30%
Public Safety 2012 2013 2014
Overall feeling of safety N/A 23% 29%
Feel safe in neighborhood during the day 77% 74% 76%
Feel safe in downtown during the day 62% 60% 60%
Been the victim of a crime 26% 29% 25%
Crime prevention 22% 22% 28%
Built environment
Overall built environment
Overall natural environment
New development
Land use, planning, zoning
Economic Development
Overall economic health
Vibrant downtown
Shopping opportunities
Ease of public parking
2012 2013 2014
N/A 36% 39%
49% 56% 54%
39% 33% 38%
28% 27% 28%
2012 2013 2014
N/A 24% 26%
N/A 21% 22%
39% 37% 32%
N/A 40% 43%
Governance 2012 2013 2014
Overall direction that Yakima is taking 28% 31% 38%
Quality of City services 45% 47% 46%
Value of services for taxes paid 27% 26% 32%
Customer service N/A 49% 43%
Individual services (excellent/good) 2012 2013 2014
Fire 84% 83% 82%
Garbage collection 79% 81% 81%
Ambulance/EMS 83% 79% 79%
Sewer service 71% 63% 68%
Bus service 62% 59% 61%
Drinking water 64% 61% 58%
Police 54% 54% 53%
Public information 48% 47% 46%
Street repair 22% 19% 46%
Storm drainage 46% 37% 41%
Recreation centers 43% 37% 41%
Animal control 28% 26% 31%
Code enforcement 15% 15% 16%
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