HomeMy WebLinkAbout02/08/2016 02 2016 Strategic Priorities Discussion 10 I
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BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 2.
For Meeting of: February 8, 2016
ITEM TITLE: 2016 Strategic Priorities discussion
SUBMITTED BY: Jeff Cutter, Interim City Manager
SUMMARY EXPLANATION:
See attached.
ITEM BUDGETED:
STRATEGIC PRIORITY:
APPROVED FOR SUBMITTAL: Interim City Manager
STAFF RECOMMENDATION:
BOARD /COMMITTEE RECOMMENDATION:
ATTACHMENTS:
Description Upload Date Type
d re re i dscusslon agenda 2/4/20 16 Q::A) ?ir Memo
DI 2015 Sfratl.e c IPn: rthE ?S 20/2016 /; 016 Q::A) ?r Memo
DI 2015 Sfratl.e c IPlla n 20/2016 Q::A) ?r Memo
Yakima City Council
Council Strategic Workshop °°
DISCUSSION AGENDA - .
Monday, February 8, 2016
Call to Order
Introduction of Workshop by Mayor
Times are
approximate
9:10 Strengths and Opportunities for Yakima
• Activity: Tell Us Something: Make today worthwhile
• Discussion: Strengths of the City and Council
• Discussion: Opportunities
10:10 Characteristics of Effective Governing Boards — Crafting Effective Relationships
• Activity: Characteristics of Effective Boards
Participants identify observed characteristics which contributed to the success — or hindered
the success — on governing bodies and work groups they have been involved.
10:30 Working Together as a Governing Body
E Pluribus Unum — Uniting the Many into One
• Activity: Building a Governing Team
® Discussion: Roles and Effective Governance of Local Government
Participants examine the roles of a Council Member highlighting balance of authority,
leadership practices, shared decision - making, and role of the council versus staff
12:00 Lunch and Informal Conversations
12:45 Continued Discussion on Governance: Desired Ends
• Discussion: Ideal Structure for the 'Means' to Board 'Ends'
® Vision of City and Council — How Do We Want to be Known?
® Strategic Goals — next 18 months
2:30 Discussion: Trust and Respect in Difficult Times
Governing boards deal with difficult and complex decisions, and finding agreement is not always
easy. The conversation examines how to maintain trust and respect when members disagree
and how to use disagreement to increase effectiveness.
Concluding Discussion: Accomplishing Goals Together
Review of practical tools to help the Council, staff and the community effective work together to
meet goals and create public value for the people of Yakima.
3:45 Review of Day
® Next Steps and Assignments
® Impressions and feedback
4:00 Adjourn
urdA Mt (R UP
2015 Strategic Priorities
1. Public Safety
• Reduce property crime
• Public safety building expansion
• Legislation to prevent "ex -con dumping"
• Public safety news media liaison
• Public information campaign to:
1. Reinforce /accentuate positive accomplishments of the City
2. Better align city crime image with reality of actual crime
matrix
2. Built environment
• Clean up weeds and graffiti
• Properly maintain city property
• Clear consensus on sign code
• Boys and Girls Club
• Improvements to SE Community Center
• Parks and Recreation funding
3. Partnerships
• Find people who can provide city services better and let them do it
4. Economic development
• Hire assistant for Sean so he can focus on job growth
• Maximum effect
• Work with Chamber of Commerce to build community pride
• Business incubator
• Reduce barriers for businesses and developers — compare with
other cities
• Advertise we are "Business Friendly"
• Best practices
5. Public trust/accountability
• Strive for an open /accountable government
• City class on boards and commissions as a feeder program to civic
involvement
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YAKIMA CITY COUNCIL
Mayor Micah Cawley 7 1 Ij
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Assistant Mayor /District 4 Kathy Coffey -•- N, sir
District 1 Maureen Adkison Y 1 "
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District 2 Torn DitLIIlar «,
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District 3 Rick Ensey , -
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At Large Dave Ettl 3^ v —
At Large Bill Lover '
Back Row: Rick Ensey, Tom Dittmar, Dave Ettl, Micah
Cawley, Bill Lover
Front Row: Kathy Coffey, Maureen Adkison
S STAFF TABLE OF CONTENT
* City M
* Police Chief — Dominic Rizzi Introduction 1
* Fire Chief —Bob Stewart Strategic Planning Process 2
* City Attorney Jeff Cutter Strategic Priorities
* Director of Community Development Joan Davenport Economic Development 3
* Director of Emergency Management /GFI —Perry Tarrant Public Safety 4
Improve the Built Environment 5
* Director of Finance —Cindy Epperson
Public Trust & Accountability 6
1 * Director of Public Works —Scott Schafer
Partnership Development 7
* 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
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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,
1 1
STRATEGIC PLANNING PROCESS
"Strategic vision provides direction to both the formulation and execution of strategy. It makes strategy proactive, rather than reactive, about the
f uture. 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 Business Model
Strategic Plan has been developed. The City
undertook a variety of processes to assess � Analysi s community needs, interests, and expectations. �( I Stratee,�c Plan Lrninr "Plan"
The City surveyed the local community, gathered baseline data from which to develop I Business Plan I
meaningful performance standards, conducted Act" workshops with the City Council to assess I " I Budget
strengths, weaknesses, opportunities, and "Fund"
threats, and conducted a comprehensive
strategic planning development review with die
City Council. I 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, die 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 die five Strategic Priorities identified in this Stra-
tegic Plan, which are designed to address the serious economic conditions, meet community expectations, build on die communi-
ty's strengths and interest in die City, restore die community's trust, and move the City from recession to recovery.
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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 2013 2014 2015
Actual Actual Actual Goal
Increase the citizen survey rating of those who rate the City's employment 15% 19% 27% 30%
opportunities as excellent /good
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%
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LI 13 LIC SA IF
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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 street lights 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 2,248 3,400
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 Preferred Corridor Option
..
? ; fi • 1. Enhance the appearance of the City through: -;\ "' fir'' " Ag
•Community -based clean-up programs + „„d.�.„. , --a
Elevation
•Volunteer code enforcement rangers ,,,,„'="\ gm
•New downtown design and signage standards ti i — B....N. %
— .:1 nxH ru I,L 00,001' Hedphl 50
WkM. 12' -15'
•Comprehensive graffiti abatement program Plan Street Tree
Median Enlargement
North First Street Corridor
'Business facade and streetscape improvements
2. Create a strong first impression of the City through entry statements at key City entrances off
of US 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. j
Lincoln Underpass —Bins of Light
BENCHMARKS 2012 2013 2014 2015
Actual Actual Actual 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% 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%
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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 fimction 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.
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Downtown Summer Nights concert �i _ -- �" - - . -
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Downtown Summer Nights concert
National Night Out
BENCHMARKS 2012 2013 2014 2015
Improve citizen excellent /good rating on direction City is taking 28% 31% 38% 42%
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 45% 47% 46% 49%
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 16% 17.6% 14.3% 14.9%
expenses
Improve citizen opportunities to participate in community matters 45% 41% 47% 49%
Improve citizens rating of City public information services 48% 47% 46% 49%
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ID' A III "' : III I H ID' 1 V 1:., 0 ID' .. ,
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The City of Yakima will build cooperative and reciprocal partnerships with local, regional, state, federal, non - profit, and private
entities to enhance the vitality and quality of life of City residents, businesses and guests to leverage resources with other
organizations to accomplish what the City otherwise couldn't.
STRATEGIES
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 •Hispanic Chamber of Commerce
•Yakima School District •YCDA —New Vision
•Greater Yakima Chamber of Commerce •Pacific Northwest University of Health Sciences
•Capitol Theatre •Heritage University
•Central Washington State Fair Board •Yakima Regional Hospital
•Memorial Hospital •Service Clubs
•Yakima Valley Community College •Sister City program
BENCHMARKS 2012 2013 2014 2015
Actual Actual Actual 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
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2412-2414 CITIZEN SURVEY RESULTS
IN AK I 11, Community quality overall (excellent /good) 2012 2013 2014
Overall image 19% 21°/o 21
Yakima as a place to live 49% 50 52%
129 North 2nd Street Overall appearance 29% 28% 30%
Yakima, WA 98901
Public Safety 2012 2013 2014
Overall feeling of safety N/A 23% 29%
Tel: 509 - 575 -6000 Feel safe in neighborhood during the day 77% 74% 76%
Feel safe in downtown during the day 62% 60% 60%
web: yakimawa.gov
Been the victim of a crime 26% 29% 25%
Crime prevention 22 22 28
Built environment 2012 2013 2014
Overall built environment N/A 36 39
Overall natural environment 49 56 54
New development 39 33 38
" " . m m Land use, planning, zoning 28% 27% 28%
�
A N , V� ,\ Economic Development 2012 2013 2014
i0 0. Overall economic health N/A 24% 26%
i i',11N 1 1 1 1 1 :1 POO 100 00'11111111111111 Ajjjjo III ., 10, 0' Vibrant downtown N/A 21% 22%
Shopping opportunities 39% 37% 32%
A -.1% .-"40014 „ 011 00 01 0010 01111 1111111111111111111111 , , :, Ease of public parking N/A 40% 43%
� 0 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°/o 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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