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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.
For Meeting of: October 27, 2015
ITEM TITLE: 2015 Strategic plan review and proposed 2016 neighborhood
partnership initiative
SUBMITTED BY: Tony O'Rourke, City Manager
SUMMARY EXPLANATION:
See attached.
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:
City Manager
ATTACHMENTS:
Description Upload Date
D 2015 Strateglic Par 10/21/.2015
D INIelighborticxxi Partnership linlitliatlive IDE:AFT 10/.1412015
Type
C;b\per Memo
C;b\per Memo
CITY OF YAKIMA
Artist rendering of proposed downtown plaza
E Yakima Avenue
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Chestnut Street siesi
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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
* 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
TABLE OF CONTENTS
Page
Introduction 1
Strategic Planning Process 2
Strategic Priorities
Economic Development 3
Public Safety, 4
Improve the Built Environment 5
Public Trust & Accountability, 6
Partnership Development 7
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 Strategic Plan. The 2015 Strategic Plan is a collaboration of
the City Council, City staff, and the community to create a dynamic set of strategies and key intended outcomes to move the
community and City organization forward over the next several years. The foundation of the Strategic Plan is built on the following
strategic priorities.
* Economic development
* Public Safety
* Improving the built environment
* Public trust and accountability
* Partnership development
These Strategic Priorities are the collaborative result of a Citizen Survey and City Council assessment of the strengths, weaknesses,
opportunities, and threats of the community and organization. The Strategic Plan offers direction and focus on issues that are
critically important to improving Yakima. The Plan sets priorities, establishes strategies, and most importantly, includes performance
measures to monitor and measure progress. The Strategic Plan will require the City Council and staff to consider the Plan when
developing policies, delivering city services, preparing the City's budget, developing department plans, and assessing the
performance of the City Manager and staff.
The following critical steps describe how we will move from words to action and ensure alignment of the City's Strategic Plan,
departments and staff work plans, policies, and budget.
*Each City department will establish specific action -oriented goals, work activities, and performance measures to align with
and make progress on the Strategic Priorities.
*City Council policy initiatives and discussions will focus on the Strategic Priorities.
*Senior management and employee performance evaluations will be linked with the Strategic Priorities.
*Performance measures will be monitored and reported on to hold ourselves accountable for making measureable progress
in achieving the strategic commitments.
*Communicate quarterly and annually to the City Council and public through a Strategic Plan Progress Report.
*Periodically review the Strategic Plan to ensure that it continues to focus City government resources on the issues most
important to the community.
I would like to thank the community, City Council, and staff for having the foresight and dedication required to develop a shared
purpose and plan to achieve significant and sustainable success for the City of Yakima.
Sincerely,
STRATEGIC PLANNING PROCESS
"Strategic vision provides direction to both the formulation and execution of strategy. It makes strategy proactive, rather than reactive, about the
future. Strategy is the crossover mechanism for moving from the work as forecasted to the work of our vision." - Colonel Bruce B.G. Clarke
Understanding the needs of the City's
customers is the foundation upon which this
Strategic Plan has been developed. The City
undertook a variety of processes to assess
community needs, interests, and expectations.
The City surveyed the local community,
gathered baseline data from which to develop
meaningful performance standards, conducted
workshops with the City Council to assess
strengths, weaknesses, opportunities, and
threats, and conducted a comprehensive
strategic planning development review with the
City Council.
Business Model
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"Inform"
Strategic Plan
"Plan"
Business Plan
"Act"
Budget
"Fund"
Core Values = Culture
COMMUNITY INPUT—"Listening" to the Customer
The City mailed a customized National Citizen Survey to 3,000 Yakima residents in June 2012. The survey provided infor-
mation to allow the City Council to establish priorities in direct response to the needs of the citizenry. Survey results are high-
lighted throughout this document.
DATA ANALYSIS—"Learning" What the Facts Are
Information from various sources was utilized to provide background for the development of the Strategic Priorities and will be
utilized to plan and execute initiatives to drive the Strategic Priorities.
DEVELOPING STRATEGIC PRIORITIES
On August 28, 2012, the City Council met and evaluated the information gathered and recognized and validated "The Case for
Change" had been made to move away from "government as usual" and toward a local government that is customer focused,
data driven, and results oriented. Toward this end, the City Council established the five Strategic Priorities identified in this Stra-
tegic Plan, which are designed to address the serious economic conditions, meet community expectations, build on the communi-
ty's strengths and interest in the City, restore the community's trust, and move the City from recession to recovery.
2
ECONOMIC DEVELOPMENT
Through collaboration and partnerships with other public, private, and non-profit entities, the City will aggressively support
economic development efforts that will create quality, living wage jobs to ensure a diverse economic base, a resilient and
growing City tax base, and long-term economic vitality for the City of Yakima. To move the City economy from recession to
recovery, the City will commit to the following initiatives to foster a dynamic and diverse economy for Yakima.
STRATEGIES
1. Build upon our existing signature businesses and industries by attracting complimentary business clusters in healthcare, business
and professional services, industrial machinery, food processing and distribution to expand and strengthen the local economy.
2. Continue the physical revitalization of the City to promote a strong first impression and community attractiveness to businesses.
3. Build on the community's history, heritage, natural resources, and livability to promote Yakima as a tourist and business
destination.
4. Collaborate with downtown businesses to foster the growth and enhancement of the downtown as a destination through
development of a Downtown Master Plan, enhanced public safety, customer -friendly parking, marketing, additional special events,
an attractive physical environment, pedestrian -oriented design standards, and review of regulations to encourage investment while
ensuring health and safety.
5. Execute a plan for the environmental restoration of the Mill Site along with consolidated ownership and infrastructure
improvements to position the Mill Site as a prime economic development site for private sector development.
6. Optimize business development, capital improvements, and additional commercial air service at the Yakima Airport.
7. Community arts, culture, and recreational opportunities are valued by both residents and prospective employers as a measure of
the community's quality of life. Accordingly, these sectors of the community must be enhanced.
8. Increase City involvement and partnerships with the Chamber, Visitors & Convention Bureau, Rural Community Development
Resources, Central Washington State Fair Board, Yakima Sports Commission, Capitol Theatre, New Vision and other private entities
to stimulate economic development.
9. Create a cohesive marketing strategy for wine, craft brews, and cider producers.
10. Ensure a balanced regulatory environment that facilitates business retention and growth.
BENCHMARKS
2012
Actual
2013
Actual
2014
Actual
2015
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%
3
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 crime, and auto theft have created growing concerns about public safety in Yakima. To ensure
healthy and vital neighborhoods free of crime, the City needs to increase its community based partnerships in crime prevention,
fire and life safety, code inspection, preparedness, and community policing. To that end, we are committed to the following
initiatives.
STRATEGIES
1. Promote and increase community based partnerships in crime prevention through:
•Neighborhood Block Watch
•Crime Stoppers
•Neighborhood Associations
• Schools
•Businesses
•Citizens for Safe Communities
•Service Clubs
2. Ensure appropriate service levels for public safety services as the community population grows.
3. Proactively address gang violence through Gang Free Initiative strategies.
4. Conduct fire code inspections of all 4,000 commercial structures in the City.
5. Enhance downtown safety by operating visible and routine police bike and foot patrols.
6. Establish an effective graffiti abatement program focused on notification, clean-up, investigation, and enforcement.
7. Improve neighborhood safety by installing more streetlights along arterial streets and poorly lighted areas.
8. Strengthen cooperation and partnership with Yakima County Sheriffs Office and add officers to the federal/state Violent Crime
Task Force.
9. Construct new 9-1-1 Communications Center at the County's Resource Center in Union Gap.
10. Expedite the fingerprinting process for concealed pistol licenses with new Live Scan system.
BENCHMARKS
2012
2013
2014
2015
Actual Actual Actual 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%
90%
Number of commercial structures inspected
2,512
2,24-8
3,4-00
Part 1 crimes per 1,000 residents
69
55
53
52
4
IMPROVE THE BUILT ENVIRONMENT
The City's overall appearance and infrastructure are critical components of the public's perception of the community's quality
and vitality. The current physical environment does not meet the public's expectation. The restoration of the built environment
is a necessity. There is a compelling need to resolve and unify the visual quality of the community, as well as, ensure the
provision and maintenance of essential infrastructure.
STRATEGIES
1. Enhance the appearance of the City through:
•Community-based clean-up programs
•Volunteer code enforcement rangers
•New downtown design and signage standards
•Comprehensive graffiti abatement program
•Business facade and streetscape improvements
Preferred Corridor Option
Elevation
Plan
Median Enlargement
North First Street Corridor
2. Create a strong first impression of the City through entry statements at key City entrances off
of LIS Hwy. 12 and I-82.
3. Create Neighborhood Service Teams consisting of all City operational departments
and neighborhood associations to enhance neighborhood appearance and community pride.
4. Enforce signage and code standards to ensure the aesthetics, integrity, and safety of the City.
Review and streamline existing City codes related to appearance and signage.
5. Maintain and support public infrastructure facilities for drinking water, irrigation, sewer
service, and sewer capacity.
BENCHMARKS
2012
Actual
Bowhall Maple
Acer rubmm'Bowhall'
Height: 50'-70'
Width'.
Street Tree
2013
Actual
Lincoln Underpass Bins of Light
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%
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%
4-7%
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%
5
PUBLIC TRUST & ACCOUNTABILITY
Based on the 2012 Yakima Citizen Survey, the residents and businesses of Yakima want a City government that delivers higher
value and quality in City services. They have also made it clear they want to be more informed and engaged in solving this
community's problems and setting its future course. Listening to and responding to the concerns of citizens fosters mutual trust
and cooperation. They also want accountability and accessibility from our City leaders as they make decisions that will affect the
lives of current and future generations in Yakima. To achieve greater public trust and accountability, the City is committed to
increased citizen information, involvement, and delivering exceptional and meaningful results. To achieve this we pledge to
doing the following.
STRATEGIES
1. Create and implement a comprehensive Public Communication Strategy and function to inform and
encourage participation in civic affairs for the entire community.
2 Enhance public engagement in the City by:
•Supporting more community events
•Celebrating the community's rich history and heritage
•Conducting community surveys/focus groups
•Leveraging media partnerships
•Promoting volunteer opportunities (e.g. Block Watch, etc.)
3. Increase citizen involvement through the creation of volunteer opportunities.
Downtown Summer Nights concert
BENCHMARKS
Downtown Summer Nights concert
2012
2013
National Night Out
2014
2015
Improve citizen excellent/good rating on direction City is taking
28%
31%
38%
4-2%
Improve citizen excellent/good rating on the value of services for taxes paid
27%
26%
32%
35%
Improve citizen excellent/good rating of services provided by the City
4-5%
4-7%
4-6%
4-9%
Conduct annual citizen survey and employee survey
Yes
Yes
Yes
Yes
Improve citizen rating of City welcoming city involvement
29%
32%
33%
37%
Maintain general fund operating reserve balance as percentage of general fund
expenses
16%
17. 6%
14-. 3%
14-. 9%
Improve citizen opportunities to participate in community matters
4-5%
41 %
4-7%
4-9%
Improve citizens rating of City public information services
4-8%
4-7%
4-6%
4-9%
6
PARTNERSHIP DEVELOPMENT
The City of Yakima will build cooperative and reciprocal partnerships with local, regional, state, federal, non-profit, and private
entities to enhance the vitality and quality of life of City residents, businesses and guests to leverage resources with other
organizations to accomplish what the City otherwise couldn't.
STRATEGIES
1. Work with Yakima County, State of Washington, and Federal Government to secure funding and approval for necessary
transportation and infrastructure improvements to enhance access to the Mill Site.
2. Create a legislative and administrative strategy and partnership with the Association of Washington Cities, State and Federal
legislative delegations and administrative agency staff to address City needs and opportunities.
3. Partner with private, public, and non-profit organizations in creating more downtown Yakima events and activities that enhance
community and downtown engagement, inclusion, and pride.
4. Create a Yakima Cleanup and Revitalization Effort (CARE) community partnership with faith -based organizations, service clubs,
and neighborhood associations to improve Yakima's appearance and vitality.
5. Partner with the Downtown Merchants, Capitol Theatre, Visitors & Convention Bureau, Central Washington State Fair Board,
and media in creating more community events and activities that foster more community and downtown engagement, involvement,
and pride.
6. Partner with the Hispanic and Latino communities to address the needs and expectations of the growing Hispanic/Latino
population in the community.
7. Collaborate with the Gang Free Initiative in eradicating gang violence.
8. Create neighborhood service teams to provide residents and businesses the opportunity to partner with City operations and
departments including police, fire, public works, community development, parks and recreation, and code enforcement in
addressing neighborhood concerns and opportunities for improvement.
9. Enhance volunteer opportunities for community groups.
10. Ensure the City Council is represented and/or meets regularly with the governing board of the following Yakima organizations:
•Yakima County
•Yakima School District
•Greater Yakima Chamber of Commerce
•Capitol Theatre
•Central Washington State Fair Board
•Memorial Hospital
•Yakima Valley Community College
BENCHMARKS
•Hispanic Chamber of Commerce
•YCDA—New Vision
•Pacific Northwest University of Health Sciences
•Heritage University
•Yakima Regional Hospital
•Service Clubs
•Sister City program
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
Yes
7
CITY OF
YAKIMA
129 North 2nd Street
Yakima, WA 98901
Tel: 509-575-6000
web: yakimawa.gov
2012-2014 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%
Yak Back at
MAKE YOUR VOW( COUNT
8
Strategic Initiative
Strategic Goals and Objectives
City of Yakima
STRATEGIC INITIATIVE: Neighborhood Partnership
Vision: Strengthen the partnership and collaboration between neighborhoods and
the City to support and promote safe, vibrant, inclusive and diverse
neighborhoods.
Mission: Yakima's Neighborhood Partnership is a comprehensive neighborhood
program led by the Neighborhood Engagement Manager, Neighborhood
Service Teams and the community to preserve and strengthen Yakima
neighborhoods. The Initiative addresses the unique needs and diverse
issues in a wide variety of neighborhoods throughout the City. Through
the Initiative, residents assist in identifying the prioritizing neighborhood
concerns while working with a variety of city departments to address these
issues. As part of the Initiative, residents and businesses are provided
with education, training, and access to existing resources to address
neighborhood issues. Neighborhood Service Teams are formed to create
solutions to concerns identified by the neighborhood, as well as,
neighborhoods creating self-directed volunteer teams to address
neighborhood needs. Our objective is to provide meaningful and positive
change in neighborhoods and for residents to become better organized
and engaged with their neighbors, neighborhood and their City.
Initiatives:
• Neighborhood Engagement Manager
The Neighborhood Engagement Manager is a member of the senior
management team and reports directly to the City Manager. This is a newly
created, at -will position that will be responsible for the overall direction and
management of neighborhood engagement by developing, leading, and
championing a comprehensive strategic community engagement plan that will
advance the City's goal of open government, inclusiveness, and transparency.
This position advises on a wide -range of communications, community related,
and intergovernmental issues including developing and implementing overall
policies, engagement strategies, and short and long range plans and goals to
strengthen neighborhood and the City.
• Lead and coordinate the efforts of City government to involve
neighborhoods in the work of the City.
• Provide guidance and leadership to City management and elected
officials on how to involve neighborhoods.
• Build collaboration and coordinate neighborhood involvement across
City departments.
• Build the capacity of neighborhood and community organizations.
1
• Develop the necessary infrastructure and organization to support
neighborhood and community organizations in different parts of the
City.
• Organize citywide training programs for community leaders and staff.
• Organize citywide meeting of community organizations to exchange
ideas and build trust across the City.
• Attend community and networking events outside of normal business
hours, including evenings and weekends, to optimize partnership
opportunities.
• Develop, lead, and manage a strategic plan to accomplish broader
community awareness and engagement.
• Solicit support from local non-profit agencies like United Way,
Farmworkers Clinic, Yakima Community Foundation, as well as state
and federal partners (legislators, AmeriCorp_etc.)
• The salary for this position is $80,000 - $97,365 (pay code 1275 of the
City's Master Pay Ordinance) equivalent to the Economic Development
Manager.
• Neighborhood Partnership Program
The Neighborhood Partnership Program is a neighborhood -based program
designed to encourage new, creative neighborhood efforts. The Neighborhood
Partnership Program provides matching grants to neighborhood organizations for
small, innovative neighborhood -based projects.
The purpose of the program is to strengthen and provide resources to
neighborhood -based groups wanting to improve their neighborhoods.
Additionally, it is developed to simulate partnerships between the City and
neighborhood residents and business associations for new, creative
neighborhood efforts such as, safety programs, education initiatives, cleanup
projects, and vacant lot improvements.
Neighborhood groups and organizations will compete for grants and must match
funds awarded by the City with contributions of volunteer time, cash, other
partner funding, or in-kind donations of goods and services.
Grants ranging up to $10,000 will be awarded annually. The match requirement
is $1 for $1 and must be secured before beginning the project. If a neighborhood
is economically distressed by being 40% below the 2010 census federal poverty
line, or 40% below the median City household income, then a sliding scale match
will be acceptable.
Applicants will compete on:
• The quality of the proposed project.
• Neighborhood participation in the project.
• Ability to build upon existing strengths and assets.
2
• Neighborhood's matching contribution.
A detailed description of the program and grant process is attached.
• Neighborhood Cleanup and Revitalizations Efforts (CARE)
This program assists neighborhoods in completing community enhancement
projects that improve the neighborhood. Requests for assistance for the
following volunteer -based projects to transform neighborhood blocks could
include:
• Volunteer -based reporting of graffiti in neighborhoods for removal.
• Cleanup and debris removal for alleys, vacant lots, easements, etc. and
landscaping cleanup for residents in need.
• Exterior home painting for residents that are physically and/or financially
unable to complete the work on their own.
• Painting of common neighborhood areas, which can include wall painting
and community parks.
• Removal of abandoned buildings.
Safe Neighborhood Initiative
• Establish, maintain, and promote increased community outreach and
partnerships in crime prevention and safety through neighborhood block
watches, crime stoppers, neighborhood associations, schools, businesses,
faith -based organization, and service clubs.
• Plan, direct, manage, and oversee an effective graffiti abatement program
focused on notification, cleanup and enforcement.
Improve neighborhood safety by partnering with police and residents to
enhance street lighting in high crime and poorly lit areas.
Initiate the development and operation of a City of Yakima Youth
Commission to solicit youth input and participation in enhancing the quality
of life for Yakima's youth.
• Support the police department student internship program to foster law
enforcement career development.
• Assist in the development and implementation of a community court to
reduce quality of life offenses in the downtown and North 1st Street areas in
collaboration with the municipal court, city attorney's office, police
department, indigent defense counsel, and human service providers to
reduce habitual criminal activity.
• Establish and maintain linkages among public and private partnerships to
ensure effective utilization of resources directed toward the prevention,
intervention, and suppression of gang related crime and violence,
intervening with high-risk and gang -involved youth and their families
enabling the eventual departure from the gang lifestyle, and prevention of
future gang proliferation through coordinated youth development strategies.
3
Neighborhood Grant Program
Grant Guidelines
What is the Neighborhood Grant Program?
The purpose of the Neighborhood Grant Program is to encourage City residents to
collaboratively identify and actively participate in making improvements to their
neighborhoods. Community involvement and building relationships are key components
of the program and are encouraged by suggesting that the project budget include a
match amount equal to, or greater than, the grant request; coordination with and
support of your neighborhood association; and documentation of neighbor support.
Demonstrating responsible stewardship of our community assets while balancing our
community's social and environmental values are additional components of any project
proposal submitted.
Who is eligible to apply?
Proposals will only be accepted from groups of people living, working, or owning
property within the neighborhood boundary in which the project is located. A
neighborhood group may be an existing group whose members is from a commonly
recognized geographic area (e.g. neighborhood association, business association, or
school site PTA) or a group formed to work together on a specific project. PTA
organizations may be funded through a contract with the parent school.
An applicant group must certify in its application that it is a not-for-profit group. Any
statement found to be false prior to, during, or after commencement of a contract
created pursuant to this program will be grounds for immediate cancellation of the
contract and returned to the City of Yakima of all monies granted.
Previous award recipients and current projects receiving grant funding are not eligible
for additional program funding until outstanding projects are complete. All outstanding
projects must be completed at the time of the final application deadline to be
considered.
What types of project may be considered?
Grants are for smaller projects up to $10,000. Project types include, but are not limited
to:
• Neighborhood improvement: physical improvements to public areas such
as landscaping and beautification, community gardens, neighborhood
entrance signs, small playgrounds, street light installation, and
neighborhood cleanups. Improvements to personal property are not
eligible.
• Organizational development: projects that increase effectiveness and
improve operations of existing neighborhood organizations or business
associations. Projects may include leadership or board training and
4
development, membership recruitment campaigns and outreach tools such
as newsletters, meeting signs, brochures, and directories.
• Crime and public safety: projects to reduce crime and increase feelings of
safety in the neighborhood. Projects may include Neighborhood Watch
signs, citizens' patrols, National Night Out activities, crime prevention and
fire safety programs, lighting improvements.
• Recreational, educational, and cultural initiatives: includes after school and
tutorial programs for kids, adults, and senior citizens, using music or art
enrichment and some outdoor or recreational activities.
• Neighborhood school outreach: this project category encourages
partnerships between neighborhoods and the schools within them. Sample
projects are reading buddy or lunch buddy programs and teacher
appreciation events.
• Ineligible purchases: include salaries and administrative expenses. Annual
plants are also ineligible; perennial plants are recommended. Applicants
should plan to pay for these items and count those costs as part of their
match. Neighborhood festivals and organized trips are limited to one per
neighborhood, at a maximum grant award of $3,000.
Are there limitations or special requirements to know about?
Applications that fail to meet all established deadlines will not be accepted.
All applications are required to go through a "pre -review" prior to submitting a final
application.
Grants to groups must be endorsed by your neighborhood association. The following
parameters have been - established to clarify the involvement of neighborhood
organizations/associations in the neighborhood grant application process:
• Grant applications will not be considered unless they have the endorsement
of the organization or neighborhood association. It is up to individual
neighborhood organizations or associations to decide if the endorsement
happens by a Board action.. or is considered at a general membership
meeting.
• The endorsement must be documented by an officer of the association.
• The endorsement is a "go/no go" decision. The organization or association
will not rank multiple applications or recommend one application over
another in their neighborhoods.
• While it is not the role of the organization or association to dictate the
particulars of a grant proposal, applicants may request additional assistance
from the association in writing the grant, educating residents about the
proposal, documenting and gathering pledges of support, serving as fiscal
agent, etc.
• It is the applicants' responsibility to keep the organization or association
apprised of any significant changes to the proposal as it moves through the
review process. A re -endorsement may be requested if a proposal has
changed significantly as a result of the pre -review feedback.
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• In areas without an active neighborhood organization or association,
applicants must work with the Neighborhood Engagement Manager to hold
a public meeting to gauge resident support for their proposal.
Projects may involve private property but must provide a clear public benefit. Private
property eligible for a grant includes common areas or cul-de-sac center owned by a
homeowners' association. It does NOT include property owned by an individual.
Documentation must be provided that confirms property owner support of the proposal
and their agreement and methodology to permanently maintain public access to the
site.
How are projects selected?
Proposed project will be scored and ranked on how they meet the following criteria:
• Tangible Neighborhood Benefits (40 points)
o The project produces an observable, physical improvement to
the neighborhood or a measurable change in the sense of local
community or identity.
o The project provides a continuing benefit into the future.
o The project reflects a special or unique need of the neighborhood
in which it is proposed or as identified in existing neighborhood -
based plans or neighborhood surveys.
• Neighborhood and Community Involvement (35 points)
o The project involves and fosters collaboration between neighbors
and other neighborhood groups, community organizations and
government agencies.
o The project demonstrates broad neighborhood support through
implementing as many of the following:
■ Write an article about the project for your neighborhood
association newsletter, website or for distribution on a
listserv.
■ Discuss your project at a neighborhood association
meeting and other community forums.
For site specific projects, circulate a petition that
includes adjacent residents (renters, owners and
businesses) and/or post a notice of the proposal onsite
with information on how to provide feedback and get
involved.
■ Obtains letters of support from neighborhood and/or
community organizations.
o The project contributes to the goal of more evenly distributing grant
awards throughout the community.
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• Project Readiness (15 points)
o The application is complete and consistent with grant guidelines.
o The project is clearly defined and feasible.
o For physical improvements, including landscaping, ongoing and
long-term maintenance is adequately addressed.
o The project budget is based on documented and verifiable costs
and specifications.
o The project will be managed by capable operational and fiscal
managers.
o The proposed project is compatible with plans, policies and
practices of local jurisdictions.
o For projects not confined to City property, permission has been
secured for use of the site from the property owner(s).
o The matching portion of the grant, including the availability of
volunteers and donated materials, is well documented and
credible.
• Sustainability Values (10 points)
o Project will have a positive effect on the local economy and
minimizes costs to the community, now and over the long term.
o Project supports responsible stewardship of public resources.
o Project contributes to social equity by meeting basic
needs, benefiting vulnerable populations, promoting community
safety and cultural awareness, or building community
relationships and neighborhood cohesion.
• Bonus Points (up to 5 additional points)
o For every 10% that the match exceeds the grant request, one
bonus point will be added.
No more than a quarter (25%) of the grant funds available in a cycle will be used to
fund neighborhood -based events or celebrations.
What is pre -review?
All applications are required to go through a "pre -review" prior to submitting a final
application. Pre -review deadline is . Applicants that fail to meet
the pre -review deadline will not have their projects considered for funding. Feedback
will be provided by regarding your project's consistency with existing
policies, plans, standards and work practices. The response to any staff comments
must be included in your final application as an attachment. Applicants must address
deficiencies identified by staff in their final applications. Inability to adequately
address staff concerns may result in a project not being recommended for funding.
It is strongly recommended that applicants discuss their projects with appropriate
City staff before submitting for pre -review to gain an understanding of staff
expectations and Division requirements.
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What are the key steps in developing a successful project?
Develop a competitive project concept. Focus on an idea that builds community and
is consistent with the grant criteria. Model projects bring neighbors together, require
collaboration and address a clear need. Review the grant guidelines to see if your
project is a good fit.
Discuss your project concept early with appropriate City staff.
It is also prudent to contact the appropriate City department that will be involved in the
review and/or permitting of your project prior to submitting any materials.
Coordinate with your neighborhood association. A neighborhood association
endorsement for your project is required. Some associations meet infrequently and it
may take some time to arrange to present your proposal. Applicants are strongly
encouraged to initiate contact early in the application process.
Obtain additional neighborhood support. It is expected that applicants pursue a
variety of means to educate residents about their project. Your application must show
you have a broad base of support for the project.
Get approval for the site. If your project involves property that your organizer or
applicant group does not own you will need to get written approval from the owner.
For private property, the owner(s) of the parcel must approve the project. For
projects on school groundsdocumentation is required from the school principal.
Determine resource needs. What will it cost to complete your project? Be thorough
and make sure to include typical costs, such as equipment and supplies, services,
volunteers, etc. as well as applicable permitfees and insurance costs.
Research permit requirements. Applicants are responsible for investigating permit
requirements and associated fees. Related costs and time frames should be
reflected in the project budget and schedule.
Insurance. Depending on the nature of the project, you may be required to obtain
liability insurance. If your project will involve the use of a contractor, the City of
Yakima will require proof of liability insurance from the contractor. The cost of
insurance must be reflected in your project budget.
Develop a budget and project schedule. Project budgets should be as
comprehensive and accurate as possible.
• Get cost estimates for budget items from more than one reliable source.
Purchases over $2500 require three (3) documented quotations.
• Construction projects must include a 15% cash contingency fund.
• Documentation of professional qualifications must be provided to justify
professional rates.
• Projects involving City parks may be required to include a maintenance
endowment in their budgets.
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• Include permit and insurance costs, if applicable.
Project schedules should be realistic, reflect the schedule constraints of potential
service providers or contractors, and designed to be completed by
Determine and document any match. Identify all possible match resources
(cash, donated resources, professional services or volunteer time) and make sure to
follow the match requirements.
Call with questions or guidance.
What are the match requirements?
The match requirement is $1 to $1 unless the neighborhood is economically distressed
by being 40% below 2010 census federal poverty line or 40% below the median City
household income then a sliding scale match will be accepted. Requested grant funds
may be matched by cash donations, donated materials and supplies, professional
services or volunteer labor. Documentation of the .___t_,_ is one _.___ _f i.__,i__ti._g
broad support for the project.
The following are match requirements:
• The match may not include resources from other City departments.
• Volunteer labor or professional services contributed before the grant is
awarded cannot be counted toward the match.
• All volunteer labor is valued at $15.00 per hour based on the national value
for volunteer time.
• Donated materials or supplies are valued at their retail price. Loaned
equipment may also be included as part of the match and valued at the
standard local rental fee.
Cash donations may be secured with a written pledge signed by the
donor, rather than collecting up front. If you have money in the bank to be
used for the project, include a bank statement or a letter from the fiscal
sponsor to document the funds. All cash donations must be received prior
to contract execution and the expenditure of City funds.
• Professional services are valued at the reasonable and customary retail
value of the product or service provided. Donors of professional services
must provide the value of their contributions with documentation of
professional qualifications.
Undocumented portions of the match will not be included in the total project match.
Financial obligations and procedures.
Grant Agreements: Successful applicants will enter into an agreement with the City
of Yakima that sets forth the terms and conditions of the grant. Grant recipients
will not be reimbursed for expenses incurred before an agreement is in place.
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Grant requests must not exceed $10,000. Individual purchases in excess of $2500
require a written request to a minimum of three vendors that includes specifications
of the item or service to be purchased and date of request, and quotations from three
vendors. This documentation must be included as an attachment in the final
application. Construction or installation projects are administered in the following way.
• For projects on non -City property, after the Applicant has secured all
necessary approvals and/or permits, the City will pay directly all invoices
and handle all procurement activities. For projects which will require
maintenance once completed, adequate assurances of perpetual
maintenance shall be included in the proposal and the contract (e.g. a
homeowners' association will maintain the project).
• For projects on City -owned property, after the Applicant has secured all
necessary approvals and/or permits, the City will manage the project,
including the handling of procurement, and any cash match must be given
to the City for disbursement. For projects which will require maintenance
once completed, adequate assurance of perpetual maintenance shall be
included in the proposal and the contract
To avoid perceived conflicts of interests, applicants are discouraged from being both
project lead/representative and primary paid consultants on projects.
How do I apply?
Application materials are
following locations:
available online wwweyakimawaegov or at the
Final applications are due by 5:00 p.m. . Grant awards will
be announced as early as but no later than
Completed materials should be submitted to:
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