2008, 10-21 Study Session
ANiF.NnFp AGErDA
CIT1' OF SPOICAiNE VAI.LEI'
('lTN' COUNCIL W()RKStIEE7'
S"I'l;DYSESSIOti
7'nesday, Octnbcr 21, 2(IQ8 6:00 p.m.
CTTY HALL COUNC[L CNAMBERS
11707 East Spraguc Avenue, First Floor
( PleYSe Silence ti'uur Cr11 Phoncs During the Mceting)
t)ISC'Utitil()v LEAUER SUBJECI'IA(TlVM' GOAl.
ACTI()N TrFNf:
I[)u% e Meriicr Authurizc FiuJget for Law Fnforcement AssCSSment Nlotinn ('onsiclcratic►n
Ipubtic commentJ
la. %.latirr Nlunsc►n ht3yaral Appointmcnt: Lc►dging'Ca: Advisory Conficm h1ay'Or's
Comruictce (pubGc cumcnrntl Arpnintmrm
ItFC:UAR STI.'1)1' SF.SS!()\ I'fEMS:
:ril Kcntcn Citv( cntcr.t,ity 1{all UpJair DiS.uti%iowlnfnnt►ntian
~.5cuttltiuhtu Srra►;uc~Applewu% kr% tt:tlitationYL:n !)rlibcration
liook II, fkvclopment RegulatinnN
•1. Mnvur lfunson Ad%:incc l1griida I)i.SCUtitiiltllr~lni~,rmatiun
( (titlRCll CfiCCk IIl UIti~LIS51iJ11'I11I~~fill:ilil~fl
tI. L►u%c 111cr.:icr ('it` N1nn;ikcr (.'ommcnt; r)iccu,~inn 7nfnrnintican
Al1JOtiIL\
Nntr. l alm otltsm}se 1lulyd rbmc. Iberc will he oo puldir rummenb rt Conpell Study Scuinau NaMC.rr, ( nuntil alwayt testrso tbt
rIght la rnquesl Fnfornutinn trom Uto pablic sad rtsff as apprnpriale. Ihrrttrgtnoctings held b)- tfie Cit) uf Spokar►r Vnllcv Countil, the Council
restr%•ee dir rou tf- ta1t "i►chtm` oe ar.} nem lisird or suh,~Aurnth odded tn the agmlu 1'ttr trrtn "LwYinn" mcqns Lo dtfiberalt, R--in.,
:un,idcr. c•:71ICd:[. Uf R,SS.t AL/IIIC:ifY[ ~k,.;!itic ur ritut;vc ~lcr;stUn
}iAfttE Indlr;&nis pfmnmg 1n atgrK! tt* mnelmg wrio mqwrr qCCi4t ts,u:r.rn: tu a::n;n^utiant,- th•.v~:~l hc:u:t~ w 1.1:cr m:M1virr,cn;, H;u! wwtwet tlr Cir, f
C'ei1 ai 001•i a21 04yj na nain m ten.~iEJn fn tJiat crrnnicnrra n,a-, hr -•tiwic ~
~ruit, ?~.unr. \j cm14. 1 M.sufr. : I .ri;¢ Pigc ( q1 1
Council Agenda Item nla
CITX OF SPQKANE VA:LLEY
,
_ .E7equest for Council Action
Nlecting Date: 10-21-08 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business [D new business ❑ public hearing
❑ information ❑ admin. report ❑ pending legislation
Af.:ENDA ITEM TITI,,E: Mayoral Appointment: Lodging Tax Advisory Coinmittce
BACKGItUUNU: vtayor Munson is proposin~ to charige the council c~esignation on [he L.odbing "fas
Advisory CommiCtee; from Councilinember Gotliinann to Councilmember Wilhite, to serve in that
capacity for the remaindee of the current calendar year.
1i
ACTInN:
Recomtttendcd Motion: Alotion to cnrrfirm Ma}Joral uppaintmertt chtrnge of Courlcilntenther 0"il{lite [o
f Co:nrcihitember Gothmnnn, for ilie r-emaitider qj
tfte Lodging Trrx Achdsory Cf))I11i111fEG', irr place o
ccrlendtrr yeur 2008.
BUDGET/FINANCIAL IMPACTS:
STAFF CONTACT:
ATTAC H M E NTS
'
AGLNDA
CITY OF S!'UKA3VH. VAI,I.F:I'
CM' COUNCIL W'URtiSiiEF.T
STUDY SESSiON
Tucsday, October 21, 2008 6:00 p.m.
CTTY I[ALL COIiNCIL CNAbiBERS
11707 Easi Spraguc A% cnur. Fint Floor
(I'Irn.4e SiIcace 1'our ('ell Phones During the Mretittg)
n15C1.;Stil01 1,f;AI)FR S[113.fECT/A('T1V1'T1' GOAL
11CT1UN ITENI:
I.[ ia% c N1c,Cirr Authorizc Budgrt for I,uw ErCon.~cmcnt Asscssmznt Mcrtiun Cansidcrntion
(public commentl
REGULAR STUDI' SESSIUN ITEMS:
Ncil Krrgen City Centrr/Glty 1-In11 Urxiatc Di;cussicm111 nformgtion
i Saott Kuhta SpragUr./Appleway Kevitulization Ntan iklibemtian
[3ook 11, Developmcnt kcgulaticros
a. Mayur \1unson Adtiancc Agcnda t)i;cu~tii<~n~lnt~tirmnti~~n
I . Ma<<ir Munsun Council Chcck in UiscussiunAntormation
1~
6. Davc Metcicr City Mannecr ('ommrnts
,1U.1OURN
%nfr l n1asio utherniu oti1rJ abobc, than wUl he no puhllc commratc tf COOpCiI tifAll) ~1f1[Ipl. IIUNt%lT, (uunrd slna%► tesd"rts the
riQbt la Rquot tafarmYlian Erom t6s publk anJ staft as apprupriate. Iluring mcetinp heW t) die Cit) uf SpolaeC Vsllcy Ccxuidl, the Ciwncil
rz-~etvrs the riFFt 1ti takc "isctitxi" ou wi% ilLm li!ctctii or si,bscipurritl% nd.jed tn the aFenda 'fhr tr.m 'm-tii>n" meana tn dclit+erafe, diweusa, mvicw.
:on;ti!cr. c.¢luitc. nr m.xk: :icol;ccii:; ru•.~ho c,,r Rr.tltN: Jc:.:irm
~ N( IFICL lndirkkuli (ilmminF tu erirn,j Iht NP., u•.:r.4nce W asvlftmo6at: [t;; „rcnn_ ov-: - r-, nrr rrr_ cuaeci the Cet) ~
Clcr4 ot 0091W.1 • I r)IW m siqrt ae rymahlc ,,n tlsv smnCrnrn!s r. »n hr mX!f
rar- I ; t
CITY OF SPOKANE VALLEY
Request for Council Action
Meetfng Date: 10/21108 City Manager Sign-ofF
Item: Check all that a iy: ❑ consent ❑ old business Z new business ❑ public hearing
infarmatlon ❑ admin. report ❑ pending legislation
AGENDA ITEM TiTLE: Motion ConsideraUon: Authorize Budget tor Law Enforcement
Assesament
GOVERNING LEGISLATION: None
PREVIOUS COUNCIL ACTION TAKEN: On July 1, the cfty manager presented to the City
Councii a proposal from ICMA Consulting to perform a law enforcement assessment that woukf
inform and enabie cdy elected officials to establish a long range strategic plan for the delhrery of
palice services to the community. The proposal was intended to be responsive to Council
interest in 1) gaining assistance in renegotiation of the aged contract between the County and
City for law enforcement services, 2) satisfying due diligence responsibitities by calculating an
altematives enalysis that would identifyr the potential expense of fonning an lndependent police
department, 3) identNying baseline service levels as potential benchmaiics for establishing
performance measures, 4) enabling a worklaad based system ct deploying personnel to
greatest effect in the community, artd 5) ensuring that best practices in community policing are
known aRd in use.
On September 2, the City Cauncil discussed their perspectives on what it deemed appropriate
to be included in a scope ot services for a law enforcement assessment. A dssired outcome,
five task areas and 28 items of study interests were agreed upon and the city manager was
directed to present a proposal to the City Council that would accomplish their defined scope of
SBNIC@5.
BACKGROUND: ICMA Consulting submitted a study proposal in May and was subsequently
asked to revise their assessment proposal to refleci the Council prerogatives agreed to on
September 2. Leonard Materese, who would senre as the lead consuftant for the assessment
wil( be present to comment ar respond to any questions.
OPTIUNS: 1. Authorize the budget for undertaking the law enforcement assessment. 2. Give
the matter further thought. 3) Dectine furtfier adlon on the subject.
RECOMMENDED ACTION OR MOTION: Move to authorize a budget of $79,500 (or
$126,000) for the Assessment of Law Enforcement Services presented by ICMA Consulting and
authorize the city manager to finalite and execute a contrad for such senrices.
BUDGETIFINANCIAL IMPACTS: The cost of conducting a law enforcement assessment is
related to the defined scflpe of services. The proposal from ICMA Consutting, based on the
scope of services articulated therein, is prioed at $79,500, with an option for additional services
priced at $52,500. If both components are authorized at the outset, the gross casts would be
reduced to $126,040.
STAFF CONTACT: Dave Mercfer
ATTACHMENTS tCMA Consutting Proposal, City Manager's Pawerf'oint, Sheriffs PawerPoint
Disclosurz Statement RelAted to 7 Yotentia7 Contr.;ct vvzth the International C'ity-rC'ounty
Msnagement Associaeion (IGTMA) for an Assr.ssment of Local Law Enforcement Services
May 21, 2008
I3ackground on ICMA
Founded in 1914, ICMA (Internationnl City/County Managemenl Association) is the
premier local govemment leadership and manAgement organization. Ies mission is tu
create excellence in local govemancc by ndvocating and devetoping the professional
managament oF local govemment woridaide. In addition to supporting its nearly 9,000
membcrs, ICNiA provides publications, datn, inForinntion, technical assistance,
and training and professional development to thottsands of city, town, and county experts
and other inciividuals throughout the world.
ICMA is a 501(c) (3) nonprofit organization that offers a%Nidc range of services to its
members ancl the loc,nl government cornmunity. The organization is an intemationally
recognized publiSher of information resources ranging fmm textbooks and survey deta to
topical newsletters and e-publications. 1CMf1 provides technical assistance to local
gavetnments in emerging democracies, helping them to develop professional pracrices
and ethical, transparent governments. The organization performs a wide range of
mission-driven grant and contract-funded wark both in the U.S. enci intemationally,
wtuch is supported by Federal Govemment Agencies, Faunclations and CorPorations.
David Mercier's Affiliatian with ICMA
T11e city manager lias been a member of this professional association si.ncc 1976 and has
Participated in numeruus ICMA rrofcssional development exerciscs through conference
attendance, volunteer work, professional credentialing and Faid consultancy. Between
2045 and 2007, the cit}• managcr performed compensated consultant services for IC'MA
managing a technical exchange focused on economic development and academic
cooperalion between Dubrnvnil:, Croatia and Monterey, California. Fundi.ng for thc
Technical Twinning ProgrAm was derivcd &om a U.S. Agency for Intemational
Development contract w-ith the Urban Institute, subcontracteti with ICNIA. ICMA relies
on public sector practitioners atound the gIohe to fulfill its cantnctine zfforts fosterine
excellence in lacal govemment worldwide.
- -
~I~r°s~~~U~~
,j n
r
Sheriff Ozzie Knezovich
_ _ _ - - _
Points for Discussion
• ICMA Proposal
*Accomplishments of SherifFs Office
• Councilmember Gothmann's Assessment
• Proposed SVPD Performance Assessment
• Closing Thoughts
ICMA Proposal
• Patrol Force Planning
• Two modes of Utilization: Reaccive and Proactive
• Detectives: Primary reactive force
• Shoutd he used proactively-II.P
• Reactive-citizen initiated calls:
• Low priority calls: "Best prartice departmenrs Eind crcative
strategies such as a telephone crime reporting so as to free
up the patrol force for either rapid response to a high
priority eall or to continue v4th crime-directed activities"
• Crime Cherk's return
_ - - -
ICMA Proposal
•"Community support is a critical elemenc in developing a
proactive crime directed patro) force"
• SherifT's Office
• SCOPC/Neighborhood Watch F'rograms
• National}y recognized
•Edgecliff community a graduated weed and seed
community
• Valley Mall Store Front
• Further community oucreach
• PrQactive response to crime issues
• Broken Window Theory use by NYPD
_ _ -
ICMA Proposal
• Proactively-Police initiated in cooperation with citizenry
• Use of crime data to develop short and long term strategic
initiatives
• Sheriffs Office lntelligence Led Policing transition effort
• Steering committee formed 200`7
• Prism develaped and implementation in pragress 2ar7•ongaing
• Initial training of agency Spring wo8
• Funding solutions far Analyst aoa8-ongoing
• Grants- aearrhing for sustajnable grant funding
• i" phase of implementation januaty zoog
• petectives and patro) responsible for sotving crime trends in their
distrires
• Reestablish strong link het-wecn L.F and SCOPE:/communit}•
ICMA Proposal
• Suggested foundation appears based on the
Intelligence Led Policing model
• Not something a one time study can achieve
• Must be a paradigm shift in way Policing is canducied
• Council must be committed to this process
- i
_ - - - - - = - - - _
Ak..'k..VmplIs'hme11ts Gang Unit
Septeml~er 2oo6 f'or€nation of Regional ~~g Ur~it.
+ .2007: Gang Unit awarded Northwest Gang [nvestigators
Assoriakion Gang Urtik of the YeaC award.
Accamplishments Evac* Plan
• Evacuation Plan for Courity
o lmglernented September 2007
a T+es-Led i+v4ay 2oa8
• Used July zoo8
*Sherifps Uffic~ has h+:el, n:cJ4m.w1-t!4l to Raiaktl oUr reSpt,l,se t{, ti~e
Valk-}e Vi~.'-w Fare a sitit,de1 Eiax iltie Staee
Accomplishments --Training
• Training
• Sheriffs Office provides regional in-service training
• Sheriffs Office provides regional, national and
international training
• is, Eight months
• i8oof out of town students
• :300+ motel beds rented
• Deputies provided better and more training than ever
before
• Sheriffs Office training effort considered one of thc
best in the state
- ! _
Accomplishments Training
• Monthly leadership training
• FBI LEED Training
• Statewide Leadership Development
Project
• FBI Academy
• Chief VanLeuven Spring zoog
9 ICMA Suggested Standards
Accomplishments
Paradigm Shift
• I LP Based
• City Administration first saw this philosophy
in SherifFs Office Wo8 budget presentation
- Not just next LE fad
• Cannot be solely data driven
• Data without PROPER ANALYSIS means little
• Must have trained analysc
Accomplishments
Performance Standards
• Fall 2007 SherifFs Office began developing
expectations and perf'ormance standards for
personnel
• Challenging since very few agencies have done so as
mentioned in Council's Srptember znd meeting
• Performance in ICMA model appears to be very
quantitative in nature
• Research suggests performance models must be
both quantitative and qualitative based
- - - -
Accomplishments
Performance Standards
• Main Goal of performance standards should be
to reduce crime and improve customer
satisfaction
• The true measurement of successful policing is
the absence of crime
• Citizen support is key to any crime reduction
effort
- - - - -
l~-=
TRENDS FOR POLICING
~ King County's multiple contracts and new dynamics in
Pierce County
• National contracting modeIs
• Former City Manager Stan MrNutt's assessment that
contracting is in the besc interest of the City of Spokane
Valley (9/2 counril mecting)
• Higher cost
• Federal Way and iakewood are examples of this
I-900 Audits
• Do apply to Counties
• Sheriffs Office OT audit 2007-2oo8
Councilmember Gothmann's Assessment
• Out of top ao cicies:
• Spokane Valley has the most cost effective law
enforcement model per capita
• Ofrcers/iooo population: Ranked znd in State
• Crime Reduction: Ranked z"d in state
• Since 2oo6 5po{4ine Valley went from 71h safest city in state to qtn
• Little wei htg~ ven to this study by Council or City
Manager~taff
- - - - - -
Proposed SVPD
Performance Assessment
• What led to SherifE's Office Concerns
• Reason given by Council members
• ICMA Proposal
• Prior Language heavily weighted toward formadon of Spokane
Vallcy's awn Police Force. Cunent proposal has attempted to
addressed this concern.
• Concerns over effects on Regional Law Enfarcemenc
• National trend toward regional law enfarcement
• Economy oFscalc
Proposed SVPD
Performance Assessment
~ Perception: SheriErs Office against review
Not the case
• Concern has always been over the polidcally based
motives behind the study
• Cost of review
Proposed SVPD
Performance Assessment
• Support for review
• Yes:
• 1f the true nacure for this re~,riew is to improve law
enforcement in the Valley, and ta strengthen the
relationship between the City and Sheriffs Office
• If the City and Sheriffs Office work together with the
reviewing entity
• lf the Sheriffs Office will be given a true opportunity to
implement any suggested changes
6 W-pp-
CThoughts
• The decisions we will make in the next year
will determine the course of this region for
decades.
• What will our children or grandchildren say
about our ability/inability to face the hard
issues and about the decisions we made for
their future?
QUESTIONS?
Proactive Evaluation
of Law Enforcement Services
for the Citizens of Spokane
Valley
,
Assessment: Why do it?
Competing Philosophies
• If It Isn't brokan; don't Rx tt
• Pnwnt bnakago and Improvs psrfortnanoe.
2
1
Continuous Assessment and
Improvement
• guslness Perspectlvs: Rosaarch and development
• Academlc Perspsct3ve: Observe, anatyza, expetimant and apply
• Health Psrapectlve: Proventstive care, earty detectlon and IHe sryle
• Publlc Safety Perspectlve: Survelliance, crlme preventton, detecUon
and trslning
"The City ot Spokane Valley Crlme Preverttion progtam Ea a proactive
effort to educate tl» public and provlde materisl snd tralning that wlll
reduce opportuntUes far crime In our ctty."
3
" I
I
"In this business, by the time you I
realize you're in trouble, it's too
late to save yourself." - Bill Gates
4
There is no citv in America that has
reduced crime as much as we have
in the last three years,... This is not
the product of accident. This is the
product of desiQn. Rudy Giuliani
5
Practicing What We Preach
• 4;enterPlacs (CSIP): May, 2047
• Development Process Reorganlzation (CSlP): May, 2007
• Capltal Improvements Program OrganEzatianal Model (C31P):
October, 2a07
• Stree! Master Planning Updste; Summer, 2008
• Sprague/Applaway Rovitatizatlon Ptan: Fall, 2008
• Stats Publtc Records Periornnance Audlt: June 2008
8
3
Why Now?
• Five years have elapsed slnca tncorporation and both the
County and the City acknowledge the need to reviae the cument
contract for servicea.
• Elected officlafs are calling for the Institutlon vt perfomunce
measures and a system for reporting results to the communtty.
• Pubiic safety has been the top prlority of the City Councll slnce
Incorporatlon and theretare pollce services consume the vast
majority of tax dollera collected.
• A detsrmination of sustainable fundtng and sorvices leveis must
be made so that a long tertn strategic plan for !aw enforcement
services can be developed. ~
7
~
Why ICMA?
Intemat/onai Clty/County Management Assoclation (lCMA)
• ICMA wss founded in 1914.
• Part oi ICMA's mlealan ia to sasiat local govemmenta In achiaving
oxcellence throuph objecUve Intormatlon and assfatance.
• ICMA provfdes an InformaNon clearinghouse, technlcal asslatance,
and training and proteasional development to more than 8,100 chlef
appolnted administratora, naslstant admin(atratore, and other
indivlduala throughout the world.
• The organlzation'e resources and servicee reach tt►ousands of
locaJitlea and government personnel wfth an Interes/ fn ePfsctlve
leaderehip and managomQnt at the local govomment level.
8
4
ICMA Consu/ting Services
• Acb as an oblectivr and ttwbd eroker d aYpeNse to ofiw trnowUw kiMS,
lessons iwmiid, and leadinp prwttcos to commuftes taclnp shnllar
cha!lenpes.
• Anaa of upoetw Include publlc safety wrlca, whkh oncompasms:
• pryantzatipial drvvlopment. Irsdoshlp and othiu, Erainlnp
• AssMSrrwtns d wils for swvict woNcias4, stsffinp requtnmenb analytts
• pq nlnp stanCards and hlrMp guldeilnse for pdid, cornmunlry orisrtbd
pol~np, and cirykountyhpbnal mwgrs
• TTN ICMA Public Saftty 8ervias biam ot experfenced cornuftsnts suppoR •
number of publlc saWy smlus proJac.ls for f urfsQtttlons naHonwlde.
0
1C. MA
ceadas u at CoR W &ntf, comnwnn;s
Proposal
Assassment oi Law Entorcemartt 5enrkes
tor
The City ot 8pakane VaUey, Waahingtan
October 21, 2008
1o
5
Assessment: Purpose and Scope
• The primary objective of this assessment is to
present to the City an unbiased review of the
positive and negative ramifications of
renewing its contract with the Sheriffs
Department.
• Additionally, the city wishes to have in place
processes and procedures to measure service
performance.
DESIRED OUTCOME
Gather and review operating data as a ~
precursor to further decision making.
,2
6
Tasks as defined by Councii
• Pertorm an anatysia ot cHme trends, {denUfy strortgtha
and weaknsssee, opportunities or threats
• Identtfy strateglc obJecttves for 8pokane Valley law
enforcemeM
• Perform a tactlcal analysls oi crime statistics, trends
and recommended beat depFoymertt of resources In
respanso.
• IdentNy current baseiine perfortnance (benchmaricing)
so servlce leveis cam ba determinad and performance
measures can be establiahsd.
• Othera? Revlew of the nolltive end neaative
ramh'icstions af renewft our oontracl wiM the Sh
DBpeftmeRt
n
Areas of inquiry or Council
interest (random order)
• Calls for service based deployment.
(workloadl
• Command and control authority.
• Risk management.
• Liability.
• Performance measures.
• Staffing levels-right sizing.
„
7
Areas of inquiry or Council
interest (random order)
• Work schedules.
0 Facilities needs and capacity.
• Fleet needs and capacity.
• Communications equipment service.
• Sustainable funding.
• Financial impacts-budgetary
considerations- contract escalation. ~
Areas of inquiry or Council
interest (random order) ~
• Grant opportunities.
• Cost efficiencies.
• Specialty squads. ~
• SCOPE or similar volunteer program. ,
• Property crimes-allocation of
resources.
• Dispatch services and priorities.
,s
s
Areas of inquiry or Council
interest (random order)
• Multiple vehicle response to scenes.
8 Release of extra on-scene units.
• Community oriented policing.
• Internal affairs.
• Handiing citizens complaints.
• Ethics.
Areas of inquiry or Council
interest (random order)
• Hiring Practices.
• Regionai senrices (specialties).
• Standards/certifications (WSPA,
CCLEA etc.).
• Training.
• Review police services contracts
between King and Pierce Counties
and the cities they contract with.
9
A Nine-Stage Project
• Stage One (Completed) - Preliminary
On-Site Assessment.
The on-site assessment in May allowed
ICMA to better understand the city's
operations, tour the city, visit police station
and to meet with the sheriff and command
staff before preparing a scope of services.
Stages 2 - 9
• Stape Two: Woridoad and deployment Analyats
• Stage Throe: Po11ce Une Operations Azaesament
• Stage Four. Pollce Staif Opentlons Aaaesament
• Stage Five: Flnencial Analysis
• Stage Slx: LegallREak Management Analyala
• StaOs Seven: Community Policlnpl Intemai Affalrs! Nlctlms Servlcas
• 8tags Eight: RecruitrnenUSelecUon
• Stage Nine: EthicslTrslning
x
10
Project Data Analysis
• Document current police paVol performance and
workload levels.
• Establish a range ofpe rtormance goais and
objectives for the Potice Departrnent
• Identify oPportunities to improve on performance
with existlng resources.
• Estimate the manpower requlrements and
associated costs that would be needed to achieve
city and police management specifled performance
objecdves.
Project Data Analysis
~ Provide uidance on routine standard
reports t~at should be used to track
performance.
• Evaluate the city's crime rate and conduct a
crime analysis to identify "hot spots" and
evaluate current policing strategies to deal
with them.
• Review organizational structure and staffing
and propose appropriate changes.
zz
11
Seeking Opportunities for Improvement
• Examine whether or not patrol resources are
efficienUy deployed over 247 time period and graph
deployment levels agafnst workloads by time of day,
day of week, and by paVol areas.
• Develop a series of trend charts, maps and data
tables that describe police response tims in detail
and wlll provide the variables needed for developing
a plan based on Operations Research methods.
• Determine the extent of best practices employed to
efficlently dispatch patrol unibs.
2s
Seeking Opportunities for Improvement • Document the extent that the police patrol ~
management is applylng principles of performance
based management and continuous improvement to
efficiently utilize police resources.
• Explore with the patrol division, detectfve division
and apecial operations sVategies for improving
crime prevention and crime solution activities.
• Determine how much response tlme and proactive
patrol might be improved with better alignment of
resources and worlcioads.
x<
12
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Project Timeline
Similar projects of this magnitude that
ICMA has managed were completed from
between 120 to 240 days. As a result, ICMA
proposes the following schedule:
ICMA will provide a preliminary report
by March 1, 2009, and a final report by
April 1, 2009.
~
13
Reporting
The ProJect Lesder wlll report project status to the IdantiHed City contacts
at speclfic Identtfled Intarvata and communlcaUon wlll be maintsined and
coordlnated throu9h tfie Team Leader with thasa cortbcts snd other
IdanUfled rsle+rant personnel on s regular baals.
21,
Proposed Fees
Basic Proposal
• ICMA agrees to conduct the project as
described above for the sum of $69,000, plus
travel costs associated with the project with
a not-to-exceed Iimit of $10,500.
• ICMA agrees to work cooperatively wlth the
client in order to reduce such costs to the
greatest extent possible while still meeting
the expectations of the City.
~
14
Proposed Fee
Additional Work
• Due diligence analysis of costs and
issues regarding options for creating
an independent City Police Department:
the sum of $45,000, plus travel costs
associated with the project with a not-
to-exceed limit of $7,500.
29
City ot Spokane Vaitey 2008
Cenaral Fund Expondltures
$32,T06,05H
,
90
15
city ot spokane valiey
2008 Rolice Departrnent
Revenue Sou►cQs
$16,676,000
- . -
I
City of Spokane Valley
Law Enforcement
Asaessment
Compared to Police Department Budget
o ce u 8e
S20,000,000 516 676 000
$16,000,000
$10,000,000
55,00
0,040
P-77
$0 2008
- Cost o! Lew Enlarcement Assessment ls less than 1% oi Budget
32
16
City of Spokane Valley
Law Enforcement Assessment Compared
to 2003 - 2008 Police Departrnent Budget
Polke Budpst
$80,000,000
$60,000,000 ~
'
$40,000,000
A:se:smen~
$20,000,000 Call
$o -
2008
33
Other Strategic Investments
Utllizing External Consultants
• Street Master Plans $618,600
• SpragueJAppleway Revltalizatlon Plan $584,722
• City Center $204,500
• Law Enforcement Asaesament $79,600
34
17
Summary of Expected
Recommendations
• Advice on matching servlces to best practices
• Identification of data-driven policing options
• Named opportunities to fmprove policing in the
cornmunity (atriving for continuous improvement)
• Suggested contract revisions
• Recommended performance measures and strategic
options
at
Closing Thought
Answers to important public policy questions
cannot be given or evaluated if we don't first
ask the questions and do the research.
3e
18
Questions?
3;
19
_
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w~ ~~■■~r~w~~~■~■~••■•~~s•~~6.
1rt ;~1■■~A/Rir~■~~RN/~~~t~■~~
- ICMA •-°r~►rFr- 7 rFF- r*r r f3llrrc'f'!" V P. ~p-
Leaders at the Core of Better Communities
Proposal
Assessment oF law Enforcement Services
rof
The Cffy of Spokane Valtey, Woshington
October 21, 2008
Submitled by:
ICMA Consulting Services
Intemationai City/County Monagement Assada'lon
777 North Capitol5treel. NE - Suite 500
Woshington. DC 20002
Qaamett@icmo.c,ra
202.962.3585
~~s•~s~~~■■~s~~e~
~-~~■■•r•~■~~■■~■■~
~~~r~~~•~s~~o~►~■~
ICMA
Leaders at !he Core of Better Communities
October 21, 2008
Mr. David Mercier
City Manager,
City of Spokane Vailey
11707 E. Sprague Avenue, Suite 106
Spokvne Voliey, WA 99206
Dear Mr. Mercier.
The Public Safety Services team of ICMA Consutting Services is pleased to submit
ihis proposai for an ossessment of {aw entorcement services fo the Cfty of Spokane
vatley, Washington.
As you know. ICMA has prov{ded direct services to locai govemments nat-lonwide
for decades, which have helped to improve the quality of life for miilions of residents in
the Unfted States ond abroad. This proposal is specifically deslgned to provide your city
with o thorough and unbiased soiution to the quesflons facing your community regarcring
the deiivery of police services. Because this issue will hove a dramatEc impoct on the City
of Spokane volley for many years, and becouse ihe City musi have complete
confidence in ihe outcome of our repori, we have assembled whai must be considered
a premier ieam of svbject maiter experts with ndtionolly recognked expertise in a wid8
range of law enforcemeni re{afed areas.
ICMA is focused on fulty addressing all of fhe Issues that should be studied In
advance of the decision moking process so fhat you and your elected offlcials will have
a complete, in-depth review nof onty of the current levels of poitce services but whaf the
aptions ore for the fufure.
nur entfre project management staff has decades of expedence supporfing
clien,s in the local governmenf, zlote and privote sectors cu well. Because of the
expertise that each of these persons bring. you can expect the hlghest quatity solutlon of
a cost equal fo opproximotely thot of one full time police officer wlih benefits for one
year or less.
kom vn enterprise-wEde penpective, we gvarantee an honest-bfoker soiution for
your jurisdiction's challenge. I, along with my colleagues af ICMA, greatly appreciate
this opportunity and wouid be pleased to address any comments you may have. You
may contoct me at 202.962.3585 or via emaii at agamett(4- icma.org.
Sincerely,
A.T. Gornett
Senior Mtinager, Morketing ond Operations, ICMA Consulting Services
~
ICMA Bockaround
Infernailonal Clty/Counfy Mona"rrrent AsaocfoNon (ICM/U
The interncitional City/County ManagemeM AssodoTion (1CMA) is the premier local
governmenl leadershfp and mflnagemeni organizcrtion. Since 1914, ICMA's mission has
been to create excelence in lacal governance by developing ond tostering professional
local govefnment managemeni woridwide. Toward this end. ICMA provides an
Informotion cleflringhouse, technical ossistance. and tralning and profeuional
devetopment to mare thvn 9,100 chiet appoEnted adminEsfrators, ossistant odministrators,
ond ather Indlvlduafs throughout the world. The orgflnizailon's resources ond servlces
reoch ihousands oi Iacoi, stote, and federal govemment personnel, academics, pdvate
sector professlonals. citizens, and other individuals with an interest in eNective
management at the local govemment level.
ICMA's members tepresent the adminisfrotive cenier ot proiessional municipol, county,
ond regEonal services that offect nu1Bons oi urban and rural citizens an a daily basis anci
are responsfble for fhe leadenhip thot en.wres sirotegic economic growlh and
manogement oi pubiic services and infrastructure plonnfng, lnveslment, and
develapment. Every day, local govemment manogers determine poNcy. programming,
tunding, and strategiC dec(slons that impacf the abitity of local resources to ded wlth
situatfor+s of all types. Including the mano8ement and operotions ot putalic sofety and
legal departments. Local govemment managers serve as the "hub of the wheel,"
coardfnating efforis and implementing strategie5 for maxlmum efieciiveness ond
efficlency.
ICMA Consuffln9 Senices
Tne ICMA Consultrng Services team heEps communitles satve critical problems by
provlding manogemenf consulting 5upporf to Iocal govemments. One of ICMA
ConsuRirrg Servlces' experiise is pubiic satety services. which encompcasses the taliowing
areos ond beyond: organfzational development, leodership and ethics, troining,
asseuments ot calls for service woeiciood, staiflng requirements flnafysis, designing
sfondards and hlring guideline; for police and fire chisf recrvitment, poiice/fire
consolldation, communlty orEented po(Icing, and city/county/regionai mergers.
1'he ICMA Public Satety Services feam fs led by Leonard Matorese, director of public
safety aervices, ICMA Consultfng Servlces. Leonard, along with a team of highty
experienced. hand selecfed consultant5 support a number of publ~c safety servizes
proJecis fw Jwisdictions nalionwide.
QvalNications
Among ICMA's rtzany activities, li assists local govemmenis ihrvugh a variety ot pragrarns
ihat (ocus on specific local government concerns 1ncEuding pubUc safefy and tire and
poGce proteciion. ICMA's (ocus is on ihe management perspectfve in organaing Qnd
operating these areas. For this purpose, ICMA Consudfing Servfces acts as an objective
and trv5ted txoker topping into the knowledge oi the assaciation's membership base
and combWng experfiise from other approprtate experfs to oHer innovative ideas, lessons
learned, ond leading pracfices to communities focing simlar chapenges. The program
provkiez practkd advice and resources thal local government monagers and staff
need lo impsove servicez and servlce defivery in ihek communities.
3
Pro{ect Understanding Based Uaon SMe Visi1
Based upon o site v;srf conducted by leonord Matorese ICMA Consulting Servlces offers
ihe foilowing synopsis of SpokanP vatley's curranf needs.
The city wishes to determine the etlectiveness of a relQt(onship between ihe County
SheriN's Department of Spokane Valley. The city wishes to have in plcxe processes ond
procedures to measure servEce performance. This wAI involve provlsion of quontitafNe
methods fo determine the appropriate stoffing levels within the city's fiscal constraints
and the cfty's policies regarding levets of publlc safety service.
The City of Spokane vafley currenfy controcts tor poRce services wfth the SpokQne
County Sheriff's Department. The primary objective of fhis project is to present to fhe City
wiih on unbiased revfew of the positive ond negative ramificationz of renewing its
contracl with ihe SherfH's Department. The city aiso has an fnierest to introduce routine
performance measurement and to establish current leveis of pertormance and work{oad
in police and 1o identify opportunities tor improved pertoRnance.
Baseti upon the intormation generated by this project the city elected officiaEs wll be
positioned 1o estaoOsh a long range strotegic plan for the delivery of police services to
the community.
Prolect's Scope of Services
The City of Spokane Vaitey cuRentiy contracis tor pollce serv(ces with fhe Spokane
County Sheriff's Depcartment. The Qrimarv obieciive of this proieci b to 12re5ent to the Citv
with an unbiased review of the Qositive and neaatfve romfflcatfons o} renewina its
contract w'sth the Shefiff's Deoartment.
The pro)ect will consisl of nine STAGES wllh a fotal lifetime ot 120 days. The proposed
tlmeframe is from Juiy 1+' - November 111. Some of the stages Yn'll occur simultaneousN.
ICMA wiil assemble a team comprised of ICMA prote5sional slotf as we11 as subject
matter experts. Each stage of the project wi11 be led by o SME, asstsied by other
members of the team.
Tt_ ie Gityjln: iden1i£ed 4 sa-eci(ic tasks wh(ch should be undertQkerL desCnbod below.
These tas4cs are or, integrol part of the r)roposed orgiect and we identifir hfien these tasks
are addressed wlthln the slQges o( the oroleci.
Perform an artolvsls of crrme frends ldentifv strenaths and wso ne5ses, ooportuniiies or
rhre,qt4, This Ls an intearal oarf of 1he Workfoad and Deolovment Anahrsis described in
StQQe Two.
«pnfiN strafegic obieci+vQs ler sookane Volley Jaw eMorcement Stoae Three line
Qperations_ ass ment ancS Stogg Two Wark load and Deafovment Analvsis Includes these
aAL
Parfnrm n toctlcal onotysls of crtme statistics. trends ond recommended bes} deplovmen►
of resowces In respOnse Again this is a integ,ral ogrt of Sfages Two and Three,
tden ' curr+ent baselfne DertQrmance (benchmorkinQ) so service levets can be
determined and aerfcxmance meosures con be estoblished Thase oerformance
measurements ore develooed as part of Staoe Two.
The ICMA approach to deparlmental analysis is dofa driven and designed to provide
elected officials with fact based iniormalion by which ihey can make wen informed
policy decisions. WhDe we can provide detaled onoiys(s of exist(ng performance
4
slandards. fdentifying the appropriate perfarmance levels of the polfce service tor any
particular comrnunlty is a pollcy motter, directly relflted to stoffing, organizationol desfgn,
enforcemenl p►iorities, etc.
Th8 City has Identifled twenty-efghf areas of inquiry as shown below. The proposal
addresses each oS ihese orcos, and we Identify ihe spec+fic stage in whieh the specific
aroo wfll be addressed.
A bteokdown oi what wfll occur in each stage tollows:
Ar.a a lnguby s e AdeKSSed
1. Cai1s tor Senrice bnsed de lo ment. 2
2. Command ond Contral Authori 3
3. Risk rnana ement 6
4. llabili 6
5. Periormonce measures 2
6. Staffin leveis - ri ht sized 2
7. work schedulss 3
8. Facfllties needs 4
9. Heets needs 4
10. Communlcatiorts ui ment A
11. Sustainable fundin S
12. Finonciai impacts - budgetary S
considerations - contract escalation
13. Gront o ortuniHes 5
14. Cost eftlciencies 5
15. S ecial s uads 4
16. SCOPE or other volunteer o rams 7
17. Property uimes - allocation ot 7
resources
18. D1s atch services and dorities 4
19. Muiti le vehicle res onse to scenes 3
20. Release of extra unit on scene 3
21. Communit orienterJ licin 7
22. Internoi Atiairs 7
23. Handiin citaen com loints 7
24. Ethics 9
25. Hirin act(ces 8
26. Re ional services 4
27. Standords / Certificativns 4
28. Trainln 9
5
Stage One (Completed) - rrNlminary On•SMe Assaumtnl. The on-slte assessment
ailowed ICMA to better understand the ciry's operations. tour the city, visit police statfon
and to meet with Ihe sheriff and commond stoti.
Stage Leader. Leonard Matarese
Stoye 'irvo - Workbad and Deployment Mal»is - ICMA wili provide Spokone Volley wiih
a cvrrent, highly detoiled wurkload and deployment analysis. Utfliz(ng operations
reseflrch mathematical apFxoaches this stage inciudes analyzing the clty's cads for
servlce demand as well os oKcer initiated octnrities: offlcer deployment, periormance
measures, staffing levels (right sizJng), and work schedules. A full respanse fime anatysis
wlil be provlded as wep. Th15 reporl wgl be provided with detailed charts and graphs as
woii as in depth written dnalysCs.
Stoge Leader. Kenneth Chelst, Ph.D.
Stoge Three - Polke Llne Operations AssessmeM - Review in detal) the daily field
operations o( the ogency, communications and recard keeping, compadng if procflces. This slpge includes a review of comrnand and cor.rr-!
speciaity squods, criminal investigations, crime.
S1age Leoder: Jomes Gabbard
Stage Four- Polfce Staft Operctlon: Assessmer -
operotions util¢ed by the Sherifi'S OIIICB fO pIC'V1U.~. S~f C: iV iile c~ty. i~ ir iuaJ,y
communications, equipmenl and facqit+es, uniforms, weapons, rodios, etc. It will fden, -
ihe equipment and facNitles which would need to be acqulred by the city should an
Independent department be estabt'rshed. Speclol attention wili be given to ideMiflcat
of state of ihe arf technologfes currently avo8able 1o police leaders. AdcfitionalN. ICti'
will explare regfonal possibpities with fhe City o1 Spokane ond Sherifi's office and othFr
munidpal entities that are in close enoUgh proximlty where it makes sense to pc:,,~_~ I ~
phase will also include a commc-,,
accreditafion.
Stage leader. Winiam Berger, Es ;
Staye five - Flnanclal Analysls - cuRent department review(ng futore cost, associatea with contract. Get6rmir,t-_
operatfonal impacis. This stage Includes reviewing the city's sustalnable fundir,
tinancial impacts and budgetory considerotfons
Sfags leader. PatricEo Ketttes. Vi
Consulting Services, Springsted Ir Stage Slx - leflol/Rlsk Managemen; C::;n;Ps11S o,, ~•~n~~;.ic1, :,I.uii=1~ :
ond future controct arronoQments. Revlew wili include oolice cQntracts bgtween Kinc
County ond Pierce Caunhr and the Washington cities with whlch thev resQ=tivelv
conlroct tQr law entorcement serv(ces witn focgs to be identifvlna prn-•r't!r,,r~ %vh:-h r,
be of value to itlconpS,xote info the SDOkane VaIley contract. Thls s!a
•
nianagement and detemilning currer,
Stage Leader: George Aylesworfh, Esc
StageSeven - Communlty PoNeMp/Intei nu; A,;ja, ei-:g~ cs
systems to provide citlzen acceu to comptoint system. Intemol atfairs processes,
communlty policing efforts and crime victim services.
51age Leader. Christfne Cole
S#age 6gM - RecrullmoM/Selecfion - CuRent Sheriif's Otfices practlces will be reviewed
ond compared to best practices with particular attention to identifiCation of recrulting /
selecfton octlvitles designed to atiroct and retain hlgh service orlented officers, utilmng
systems developed by ihe Deparfment of Justice, Cornmunlty Oriented Police Offlce,
Hiring in the Spkit of Service Project (HSS). Additlonally, ihis stage wfll focus on
promotional proceues consistont with the Low EniorCemenl Leadership lnitiafive (LELI)
projecf of the Department of Jusifce, 8ureau o' Justice Assisiance.
Stage leader. Leonard Matarese
Sta9e NMe - Chics/TroiNng - Current practices w(II be viewed vvith an emphasis on the
level of commitmenf made to strengihening elh3cs component of in-servke iralning
ocfivfties. Aciditional focus witl be placed on tadical and operationai trafning ond
deveioping probiem solving capobiNtfes wlthln potroi torce. Outiine wiU be devetoped
descrtbing 'best proctices" frofning approoch to be adopted wifh eztab►ishmenf of new
agency.
SSage Leader. Frank Strqub. Ph.D.
OaportunHles for Imaovement
To examine whether or not patroi resources are efificiently deployed over 24-7 time
period, we wiN graph deploymenf leveis against woricioads by time of day, day of week.
and by palrol areas. We w1q onolyze and graph police response time by caEl priodty levei
and shift to identify slgniftcant pattemslditferences In potice response. fiese response
time orfatyses wiil atso separate out and analyze the componenh of palice response -
call queue time, travel time, and time on scene. Consequently, a series of trend chorts,
maps and data iab(es wwitll describe pollce response fime In detoti and vv(II provide ihe
varlabtes nesded for developing a plon bosed on Operafions Research melhads.
we wlll observe and meet wiTh dlspatch operations fo determine the extent of bes1
practkes employed to efficientty dispatch patroJ units. We wili d'acvu ond document the
extent that the pofice patrol managemenl is applying princtp(es of pertormance based
managemenf and continuaus improvemenf to efficlenffy uti!¢e police resources. We will
explare with the pairol divisbn, detective division ond special operafiions strategies for
improving cdme preventlan and cdine solutlon activities. We will then employ Operatfons
Research models of poifce patroi to defermine how much response time and proactive
patrol might be improved with better al(gnment of resaurces and workloads.
7
Patrol Force - Anatvsts of Datc and Pafrol Force P{annina
sockQrovnd - Polke Pahol -
Police depflrtments utiiizs thelr patrol forces in iwo modes: reactively to respond to calls
for service and pfoactively to oddress crime problems as well angoing nuisance Issues.
(See Figure 1.) Detectives provide another element of a primorily reactive face, seeking
to soive cr(mes that have atready been committed.
Poltcles 3
Proceduras
Proeess Managemtnt
CoM)nuous Improveme Cftizen Ezpeciation
- - - - - - - - • - - ' C'tizen Comp?ain~s
Cit.zen 5a:.•s'2cUOn
RMROmm T1fi1Q RmJlLCUOQ
Feedback Loop
Data Driven
7s
rpftd Crfms Reduatlon
C+tizen Fear
, - - - - - - - • - - - - Community DeterioraUOn
LovonQe Resourcea
~ Flexlble and Croative RBSOUr+Ce
' ~a' ~e~- Aliocadon
F-police Patrol: Reactive and Proactlve
P,eaciivety - citizen initiQed calls
z) Nigh priority calis - cltizens expect extremely ropid resporue
D Moderate Priorfty coAs - Best procTice deparfments manage citizens'
expectatlon by letting ihem know a rearstlc response time and then meeting
ar surpassing thelr expectat(on. li there is on unexpected further detay, the
cit¢en is coniocied with up-to-date intormation
zi Low priority calls - Besi practice departments find ueatlve strategles such as
a lelephone crime reporiing so as to free up the pairol force tor either rapid
response to a high priority call or to continue with alme-drected activities
j On-Scene handiing: The manner In which o police officer hancilas himseli or
herseff on-scene plays a criticol role in developing or discouraging ciYRen
zupporf tor the police deportment
Rapid response to the highest priortty cal4s can sometimes meon the difference betwesn
lile ond death but is un(fkefy io broadly influence the crime rate. MeetinA or exceeding
citizen expectations reduces ihe number ot citizen complaints and increoses communfry
support for the poUce department. Community support is a uitical element in
developing o proactive crime dUected poirol force. Wlih occurote and timey dato, a
popce department can reduce response time by adopiing a phllosophy of data driven
continuous improvement thot usually entai{s ifrst Mding the multiple root causes of sEow
respanse and then chonging operating pol3cies thai contribufe lo the problem. They can
olso reduce response time by making dato drlven strotegic decislons Ihat better match
patrol lorce levets with police patrot work{oads.
8
Proactivetv - Police inlliated in cQOOerotion with citizenry
• PoAce departments use detaned crlme data to develop boih shart-term
torgeted activities and long lasting strotegic (nliiatlve;
• PoAce deporimenh can use specfalfy auigned untts in conJunction wifh the in-
between ca11 tlme of the patrol (orce
o Performance meawres and accountabiNfy of management fs a critical
element of this strotegy
o Activfffes need to be irocked so as to determine their eftectiveness and to
continually evolve so as to respond to changfng crlme pattems
Project Dda Anaysis
1. Document current police patrol performonce and worklood levets
2. Establish ca ronge of pertarmance goals and obJecthres for the Pot(ce Department
3. Identify opportunities to improve on performance wlth exlsting resources
4. Estimate fhe manpower requirements and associated costs that would be
needed to ochieve city and police manogament specified performance
objectives
5. Provide guidance on routine standard reporfs that shouid be used to track
per(orrnonce
6. Evoluafe the city's cdme rate and conduct a crime analysis to identify "hof spols"
and evaivate cuRent policing strotegies to deal w4th them.
7. RevIew organizationaf struciure ond staffing and propose appropriale chtinges.
CurrtM Pertortncnce
We wlll analyze in-depth four weeks of summer dato and four weeks of winier data anci
assess vodatEons by time of day, day of week, zoason and distrfct. The onalysis wi l 1ncPude
all of the foUowirg:
a) Poirol deployment level5
b) Averoge response tirne to ditferent caU prlorilies
cj Proparllon of calls in each category for wtilch response times arc
unacceptabty long. For exflmple, we wtll determine the proporiion of high
priariry calis f hat experfence response times of longer than 10 minutes
dy Document time periods during the week in whkh response times seem
excessive
e) Average and median tfine spent on calts with different priorities
t) Proportion of calls wtth unusuoily long time spent on-scene
g) Proportion of calls requmng more than one patrol unit
h) Resovrces otlocated to proactive patral
i) RQSOUrces consumed on non-value added acirvities
9
Prolect Sfaiflna and Oraonlzation
leam
leo0or
loorard
Mokr»so.
M.P.A.
pCAAI1-ChA.
S?HR. U+tfiA-
CP
ICAAA
arecror a
Fubit
sdey
~n
Sr. 5c.
Msatgar, Research
Mnrkating MalytL
end Public
Opcrasivns, Safety
iCN1A Ptugnms.
Cartsulting 1C.AU
Secvkes Comuldng
5avicrs
A.T. Dov
Garnrl~ Cheiat,
M.S.A. Ph.D.
~ seni« 5enfor serdo► senbr senio► o~ecior a
PPub4c Put~fc Rblk Pvbfc PubAc Quv+hfalMe
s~esoter~ r..,u~ 5cbrr rC~, Sota'v ~u SaEery IC~ Sdety ~ Servkes.
Conwttant co^titaM Cauvftarrt CoMultcnt Conuffiors► Corsiltianl Contu!lcnf SpringtFed
i►dninp 6 a°t° Paice Une Opemrf'roro Poncs l&pol PoGca Stoff CtfEmn b krc.
HNp GOlottion L Operniioru Reseavth Issues lnves viCflm's
Arsoysis Relott►ans
ffOllk Dovld lorrfss Xltwwth Geow Wd= C/vltnha PoMda
S1rolUb, MortU7, Gobbord Chelst, AfowwfR Her~rt. Cole KofMei
Ph.D. PIt.A. B.ol Ph.Q. JD. M.A.. l.D. M.A.. ACPA Af.B./l
10
f'. Project Dlrector, ICMA Director of Publlc Sofety Programs
leonard Matarese, M.P.A., Director of Public Safety Programs,
ICMA Consulting ServJces
Role
Mr. Matarese will serve as the team leader and on-site coordinafior For the project. He
will cornmunicate with administrative stafi and coordinate all on-site team efforts. He
will also contribute to development of a communify policing/problem solving
strategy which will contribute to the ultima4e scheduling configuration
recomrnended. He is the individual to contact concerning questions aboufi this
proposal.
Background
Mr. Mafiarese is a specialist in public sector adminisfiration with particulpr expertise in
public safety issues. Ne has 39 years experience as a law enforcemsnt officer, police
chief, public safety director, city manager and major city Human Resources
Commi3sioner. He was one of original advisory board members and trainer for the first
NU/ICMA Community Oriented Policing Project. He has conducted numerous studies
of emergency services agencies with particular attention to matching sfaffing issues
with calls for service worktoad, and is intimately familiar wiih the constraints on
manpower deploymenfi resulting from a 10 hour workday. Recognized as an
innovator by his law enfarcement colleagues he served as the Chairman of fhe SE
Quadrant, Florida, Blue Lighting Strike Force, a 71 agency, U.S. Customs Service anti-
terrorist ond norcoSics task force and as president of 4he Miami-Dade Counfy Police
Chief's Association.
_ He is currently a Sfeering Committee lvtiember of the Departrnent of Justice, Law
Enforcement Leadership Initiative and a member of the Advisory Committee for She
DepartmenS of Justice, COPS -"Linking Law Enfarcement Intemal Afioirs Practices
and Community Trust Building" project. He holds the Crecientialed Monager
designation frorn the ICMA, the Certified Professional designation from ihe
International Public Management Assaciation - Human Resources and the Senior
Professional in Humon Resources designation from the Society for Human Resource
Management.
ICMA SfaK Assigned to ProJect
A.T. "Akla" Garnett, M.B.A., Senior Operntlons & Marketing Manager - ICMA
Consulting Servlces
Role
Akia Garnett will serve as the primary point of contact and will manage the entire
project schedule from confiract execution to complefiion of final proJect deliverable.
As account manager and liafson to the City, ICMA project management staff and
consultants, she will work closely wifh entire project team to ensure fhat all project
milestones have been met and to maintain qualifiy assurance.
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Dov Chelst, Ph.D., Senior Research Analyst - ICMA Public Safety Programs -
ICMA Consulting Services
Role
Dr. Chelsi will serve as researcher responsible for supervision of data collection and '
analysis. He wifl work closely Wayne State University's Dr. Kenneth Cheist throughout
the data collection and anaYysis stage of this project and will coordinate fhe
assembly of the preliminary report.
ICMA Senior Public Safety Consultant - Public Safefy Operotlons Research
Kenneth R. Chelst, Ph.D., Chair of the Department of Industrial and
Manufacturing Engineering of Wayne State University
Role
Dr. Chelst will serve as chief resec,rcher, responsible for supervision of all data
collection and analysis.
Background
Dr. Chelst is an expert in the applicafiion of advanced matnemafiical models for all
emergency resources planning, especially police. He lead a ciemonstraSion projeci
far ihe City of Detroit Police Department which cut response times by 40% using
continuovs improvement and data driven decision making. Over fhe post Swo
decades he has studieci several dozen emergency services operations using data
driven techniques to determine the most efficient organizational structures to provide
public safety services.
He holds o Ph.D, degree in operations research from M.I.T. where his dissertation topic
was Mathematical Models of Police Patral Deployment. His reseorch infierests include .
opera4ions research models applied to emergency services, structured decision .
rnaking. He is a nationally recognized experi on the merger of police and fire services
into a public safety ciepar4ment and on the relpfiive performance of one versus two
officer pafirol unils.
ICMA Senior Public Safety Consultant - Data Collection and Analysis
Davld Martin, Ph.D., Senior Researcher in the Center for Urban Studles,
Wayne State University
Role
Dr. fviartin will perform compufer programming to support data collection, statistical
analyses, geographical informafion systems (GIS) analyses and presentation of
alternative allocation plpns.
Background
Dr. Martin specializes in public policy analysis and prograrn evaluation. He has
worked with several police departmenfs to develop crime mapping and sfiafistical
analysis tools. In these projects hs has developed automafied crime anolysis tools
and real-time, dashboard-style performance indicafor sysiems for police executive
and command sfaff. Dr. Mariin teaches staPisPics at Wayne Stafie University. He is olso
the progrom evaluator for four Deparfment of Justice Weed and Seed sites.
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1CMA SenTor Public Safety Consvltant - Pollce Training and Ethics Issves
`--!Frank Straub, Ph.D., Commissioner of Pubiic safefy, White Ploins, New York,
(former NYPD Deputy Commissioner for Training).
Role
Dr. Straub wil) act as a subject mafter experf regarding the anatysis of current training
practices, with parficular attention to the issues of ethics training both in pre-
employment and in-service.
Background
Fronk Straub is an expert in police ethics and training and an accomplished law
enforcement executive. Dr. Straub has over 20 years of experience in law
enforcement af the federal, sfiate and lacal levels. He is currently the Commissioner
for the Department of Public Safety in White Plains, New York.
Prior to his current position, Dr. Sfiraub served as the Deputy Commissioner oi Training
for the New York Cifiy Police Department and was responsible for all pofice and
civilian fraining. Immediately following the 9/11 terrorist attacks. While working in the
U.S. Department of Justice's Office of the Inspector General, Dr. Straub designed and
led the implementation of SACS, an agency-wide psrformance management and
accountabilifiy system.
ICMA Sen7or Pubftc Safety Consultonf - Pollce Lfne Operoiions
James Gabbard, City Menager of Vero Beach, Florida, Former Chfef of Police,
~ Vero Beach and former Captain of Detectives, West Palm Beoch, Florida
Role
Mr. Gabbard will coordinate fhe detailed review of daify line op°rations of the
agency comparing ii to besi practices including patrol, investigations, and
speciafized unifis such as motor and marine patrol as well as crime scene fiorensics.
This stage includes a review of command and control of patrol fiorces.
Background
James M. Gabbard is fihe City Manager of Vero Beach, Florida, appointed in 2005.
Prlor to his appointment as Cifiy Manager he cornpleted 37 years of law enforcement
service in a series of increasingly responsible posiiions. Mr. Gabbard formerly served
as the Police Chief of the Vero Beach Police Deparfrnent. During his tenure as chief
he served as infierim city manager on several occasions. Prior 9o his service with Vero
Beach he veas a member of the West Palm Seach Police Department, serving in all
divisions of the Depariment and in many assignments inciuding Defiective Lieutenant
of Homicide. Upon his promotion fio Captain he was placed in command of
organized crime and organized drug crime investigations. He retired from West Palm
Beach in 1986 to accept the chief's position in Vero Beach.
Mr. Gabbard has received numerous professional recognitions and was elected
President of the Florida Police Chiefs Association, one of the largest organizations of
senior police managers in the United States. He was cited for bravery by Governor
Jeb Bush before a joint session of the Florida Legislature for his actions during several
~ hurricanes which stuck Vero Beach.
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ICMA Senior Publlc Sofety Consulfant - Po11ce Legal lssves
George Aylesworth, J.D., Retired Police Major and Chief of Legal Bureau,
Miomi-Dade Police Department, Miami, Florida
i
Role
Mr. Aylesworth wiil be responsible for examination of existing confiractual
arrangements with the Spokane Sheriff's Office including compliance with internal
conirols, regulations and laws. He will supervise the review of citizen's complaints and
internal affairs procedures as well as risk management and liability issues. AddiSionaliy
he will parficipate in the review of news media procedures and coordination with the
prosecuting attorney.
Background
George Aylesworth is a refired Miami-Dade Police Department (MDPD) Major w'ho,
for more than 25 years, was in charge of the Miami-Dade Police Legal Bureau. Mr.
Aylesworfh began his career with MDPD as a uniformed Police Officer in 1975, shortly
after graduating from the University of Miami School of Law. He worked in that
capacity until 1978, when he was assigned to the Police Legal Sureau. Promoted fio
comrnand the Legal Bureau in 1980, he remained in that position until retiring.
During his fenure with the Police Legal Bureau, Mr. Aylesworth had the opporfunity fo
work on many challenging issues, such as those invoiving imposition oi special
prohibitions and use of mutual aid agreements during a stafe oi emergency, police
use of force, and intemal discipline. Also, as a result of his affiliation with intema'lional,
sSate and local law enforcemeni associafions, he had the opportunity fo work with
and assisfi many police chiefs, sheriffs and ather law eniorcement agency heads.
Additionally, Mr. Aylesworfh worked extensively on the sfiate legislative prograrru of
these associaiions.
ICMA Senlor Publlc Sofety Consultant - Police Staff Operotions
W(Iliam Berger, M.A., J.D., Chief of Pollce, Palm Bay, Florida. Former President
of the International Association of Chieh of Police (IACP).
Role
Chief Berger will conduct a ihorough assessment of all staff functions of the
cfepartmenf, including communications, equipment and facilities, records, uniforms,
weapons, vehicles, vessels, specialized equipmenf. He will pay parficular afitenfiion to
the sfiaie of the art fechnologies ovailable and will develop the needs of a new
police agency.
Background
Bill 8erger is a nationally recognized experfi in police management wifih particular
expertise in law enforcement technologies. He is currentty Chief of the Palm Bay,
Florida Pofice Department serving a populalion of over 100,000 over i D0 square miles.
There he is implementing numerous new technologies in cooperation with public and
privoSe secfior organizations including programs invofving DNA collection, enhanced
rapid police response to in progress crimes and use of UAV (unmanned aircraft
vehicles); currently testing and working wlth FAA to fly for police surveillance
unmanned aircraft; first in nation.
Previously he served as Chief of Police of Norfh Miami Beach, Florida for 15 years
where he rautinely gained national recognition for his implernentation of new
technologies, including speech recognition for in car police computers. Prior to his
appointmeni as Chief of Police he served with the City of Miarni Police Deparfmsnt, ,
working as Executive Commander of the Training Unit and Police Academy, .
Execuiive Commander of Communications and Commander of the Homicide and Sexual Bafitery Unifi.
14
ICMA Senlor Public Safety Consultant - Citizen and Victim Relatlons
Christine Cole, M.A., M.P.A., Executive Director, Program tn Criminal Justice
Policy and Management, Harvard University, John F. Kennedy School of
Government
Role
Ms. Cole will conduct an analysis of existing systerns that provide citizen access to law
enforcements services and which provide opportunities for communicating
complaints about police services. Additionally she will access comrnunity policing
eff orts and crime victim services.
Background
Ms. Cole is Executive Director of the Program in Criminal Justice Poficy and Management ot Harvard Universify where she convenes and moderates public and
private discussions among scholars and pracfiioners on law enforcement issues. She
has previously served as the Chief of Staff for the Executive Office of Public Safety for
the Cornmonwealfih of Massachusetfis where she ciesigned and led policy and
operational reforms in a wide range of public safety issues.
She was the Community Liaison anci Policy Advisor to the Superintendent of Police vf
the Lowell Police department w'here she linked the community policing efforts of the
300 member agency and implemented a community policing effori that saw a 100%
increase in communify groups in six years. She also supervised the city's "weed and
Seed" project as well as obtaining grants in excess oi $10 million. Prior to this
assignment she was the Victim Witness Aclvocate for the Middlesex District Attorney in
Cambridge where she implemented the Viciim's Rights Law in Massachusetts's
- largest district attorneys office.
ICMA Strategic Partner - Springsted Incorporoted
Patricla Kettles, Vice President, Director of Quantitative Services, Consulting
Services, Springsted Incorporated
Role
Ms. Kettles, along with additional Springsted Incorporated associates, will conduct an
anaiysis of the ewsting finoncial systems, including the city's sustainable funding, and
the final budgetary impacts that both extending the current confracf with the
Sheriff's Office and stariing a new police department would have on the city's
overall budget.
Background
Ms. Kettles is the Director of Quaniitative Services for the Management Consulting
Services group of Springsted Incorporated. TYiroughout her career she has led
projects ihdt involve managing and supervising anatytical support staff for siructuring
debt, to reviewing financial opiions, to writing recommendations that explain the
plan ofi finance, and reviewing official statements and legal documents related to
financing. Additionally, M.s. Kettles has led various projecSs that involve presenting
tecnnical analy5es in complefing studies in areas such as fiscal impact analysis, utilifiy
rate analysis, revenue diversification/cost recovery, financial feosibility, flnancing
options, capital improvement programming and debt management. She has
supporfed clients in several states. Some of fhem include Wisconsin, Virginia, lowa,
Kansas, Minnesota, Missouri, North Carolina, and Norfh Dakota.
:
4
De'lailed resumes of all pariicipants are available upon request.
15
Project Timeline
Similar projects of this magnitude that ICfvSA has managed were cornpleted from
between120 to 240 days. As a resul9, we ptopose the following schedule: We will provide a preliminary report by March l, 2009, and a final report by April 1, 2009.
The proposed dates to submit the preliminary police report and the final reporfs are
contingent upon our receipt of the necessary data eight weeks prior. If some other
arrangement is deemed more appropriate by the client, ICMA will work cooperatively for
an agreement on the proposed delivery timeline.
Reporting
The Project Leader will report project status to the identiflec! City contacts at specific
identiiied infiervafs using an acceptable and agreed upon reporfing template. Beyond
this however, communication will be main9ained and coordinated through the Team
Leader with these contacis and other identified relevanf personnel on a regular basis.
Proposed Fees
The quofiation of fees and compensation shall remain flrm for a period of 90 days from
this proposal subrnission. Two payments shall be invoiced fio client: one at the beginning
of the project period; the second affer submission of the final reporf, as approved by the
City. If some other aRangement is deemed more appropriote by the client, ICMA will
work cooperatively for an agreement on the payment terms.
ICMA agrees to conduct the project as cSescribed above for the sum of $69,000,
exclusive of travel costs associated wifih the project. Each installmenfi shall be for .
$34,500.00 anci made out to the InOernational City/County Management Association upon invoicing as according to the aforementioned payment schedule. ICMA agrees to
work cooperalively with the cfient in order to reduce such costs to the greatest extent
possible while still meeting the expectations of the Cifiy.
Proposed Travel Fees
The above project fees do not include travel ex,penses which will be invoiced separately
to the City. We anticipate that this project will require approximately 18 days of on site
assessment work. ICMA agrees to reduce travel cosfs as much as possible, consistent 'Aith
the high qualiSy of work the Association provides. ICMA travel guidelines are consistent
wifh federal government firavel regulations. ICMA agrees that travel cosfis will not exceed
$10,500.
Contract Administrator
The individual who can make final decisions regarding the contract and has the
authority to contract for ICMA is:
• Uma Ramesh
Chief Financial Officer
IntemaSional Ci1y/County Managemenf Association (ICMA) ,
777 Norfh Capito! Street, Suite 500
Washington, DC 20002 ;
i
Primary Point of Contact
The primary poinfi of contact regarding this contract and that has the authority to speak • ~
with a11 involved parties for ICMA is:
. 16
Akia Garnett
Senior Manager, Marketing and Operations
ICMA Consuifing ServiCes
Intemational Ciiy/County Management Association (ICMA)
777 Norfh Capitol Street, Su'rte 500
Washington, DC 20002
Addffional Protessional Services
We understand that the City may wish to pur5ue additional research concerning the
creaSion of an independent police department at the city's option. ICPvtA is prepared to
provide such services, building upon the work performed in the original study described
above. Such a project waulci include a comparison of the positive and negative effects
of such a decision, including financial and operational impacts. ICMA is prepared to
conduct such an additional analysis for the sum of $45,000 wiih trovel expenses not to
exceed $7,500 under similar terms and condiiions as ciescribed above.
Summary = Conclusion
Parf of ICMA's mission is to assisl local govemments in achleving excellence through
information and assistance. Following this mission, ICMA Consulting Services acts as a
trusted advisor, assisting local govemments in an obJecfiive manner. In parficular, ICMA's
experience in dealing with public safety issues combined with its background in
performance measurement, achievement of efficiencies, and genuine community
engagement, makes ICMA a unique and beneficial pariner in dealing with issues such as
those being presented in this proposal. We look forward to working with you fur}her.
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17
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: October 21, 2008 City Manager Sign-off:
Item: Check all that apply: ❑ consent ❑ old business ❑ nevr business ❑ public hearing
❑ information E admin. report ❑ pending legislation
AGENDA ITEM TITLE: City HaIl/City Center Update
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN: Council approved a contract with Benardo '
. WillslGGLO for City Hall Site Planning services on July 8, 2008.
BACKGROUND: Attached is a presentation examining site options for City Hall at the
proposed New City Center location. Some of the options would result in a new layout of the
streets in City Center. Based on the possibility of revising the City Center street layout, I have
also attached is a proposal from Bemardo 1NiIIs/GGLO for development of a new City Center
Street concept design. OPTIONS: Provide direction to staff on the preferred City Hall site location and direction on
proceeding with new City Center street concept design.
RECOMMENDED ACTION OR MOTION: '
BUDGET/FINANCIAL-IMPACTS:
STAFF CONTACT: Neil Kersten
ATTACHMENTS: Presentation, Cost estimate for City Center street layout concept design.
, %
•B E -R 'N,~► R A U I'J I L L• S
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` . . A'RCHiTEC.TS PC
Oetobee 19,'2008
Mc. Neil Kersten, AIA
City of Spokane Vallqy
11707 E•. Sprague,,5uiee '1Ob.
Spokane: Valley;; WA '020G
Re: Ciiy HalVCity Ce0ec CnnceOtQ_4 Site,Plan
Dear Neil:
As follaw,up-to our-recenE.telephone.canversation., we are plesased- fo offer the•follaw.ing addendum
'to: our curcent.agreement-and eXpanti'the'seope of work as outtined:
A. 6ackeround 'and Descnption of Additional 'Services: The current scope of wark for sjte planning
sfudies and,analy,sis:focuses on'th'e,CityHall site anci relies on the previous plans,i.ncluded :in the
Fceedmart, Torig Et ,Bdtcomley report for the o'v_erell -City. Center concepts. As work,on the.City
MaU site has progrCSSed, ;it is appa~rent 'thht proper integration With the City •Center requires~
bnnging both th.e Ciry' HaWsite, planriing and the City Center concept planning -along coneurrently
to establisfi p~eii~ninary _ ~el~Aracter -and tayout of the City Centcr~ skreet syst~m, oPen sPac~-
compo,~ieri.ts; `averall _parking Strateay: (i:e. -common parkin~ lots, vs, setf tbntairied on each
pa(cel),infegratioq with `the -Cfty Hall site, parcel 6eganizatian Witii' respect to the.connectivity
wLthin tfi,~ Cify Center project as,.well as between Sprague Avenue and Appleway as well as rhe
City Hall site.
C_ J -
B. Fee:Peooosal far'A~Iclirion'al''Servjces: 7he!genetal`tasks for. the City :Center rvo'rk will 6'e'identical.
-tio'thqse,outtined for the C~iry Wallsite analysis;;hawever, the srope of'work~ia.►ll be expanded and
:line it~m costs will be incr,eased by'cl'te folfowing amounts:
► .Preliminary Site plznning $3A,a00.00
i Project:Admtnisci%tian 24500.00
o Preliminary Civil Engineering .2,500.00
► Cost Estimates 2,000A0
► Gmahic Exhibits 3 OOO.QO
Total -Aclditional:Not-to-Exceed 'Aniount for Expanded Scope of Work $40,000.00
If%acc60.keii, ttie abpve;sum wilt tnaease:fhe noE-to-exceeci,amount of $7,5;000.00 as outtiq'ed'ari our
06101/2008, fee`propasal le.tter-to::$115,000.00. All ofher terms a"n'd conditions retnain unchanged.. If
is aecepka6le to you, please~indicate so 6eloW'6n'd Cetum a copy to our office so we. can cantinue
rvork•. If you hav,e any`quOstidP"s, ;ptease tet me'know:
Sincerety,
Gary'Bernardo, AIA
:Rrincipal
.,4'ccep,.ted:
Si;ned- Date.
~
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15
CITY OF SPOKANE VALLEY
Request for Council Action
MeeUng Date: October 21, 2008 Ctty Manager Sign-0!f:
It@T: Check ail that appiy: p Consent ❑ Old busfness 0 New bueirtess ❑ PuWic Hearing
❑ Iniorrt►atlon ❑ Adrnin. Report ❑ Pending Legistatfor►
AGENOA ITEM TITLE: Sprague and Appleway Corridors Subarea Ptan Deliberations - 8ook
II; Development Regulations
GOVERNING LEGISLATION: The Subarea Plan must be consistent with the City's
Comprehensive Plan and the Washington State Growth Management Act (GMA), RCW 36.70A.
PREVIOUS COUNCIL ACTION TAKEN: None
BACKGROUND: Council continued deliberations on Baok II: Development Regulations on
September 30, 2008, focusing the discussion on Section 2.0 Orientation. Cauncil direded staff
to revise Section 2.0.1 Applicability as follows:
. Preserve regulations for additions, exterior improvements and new constructian an
properties within the City Center Zone District.
. Appfy full extent of regulations to propeRies outside of the City Center Zone District
only to new construction.
. Define "new construction".
Staff has revised Section 2.0 Orientation as directed and is attached for Council's consideration.
Also attached are twa memorandums: 1) Response to Councll's request for informatian on
insurance for non-coriforming sVuctures, cast impacis of design standerds and costs for the
video simutation praduced for the Light Rail project; and 2) Cansideration to initiate de(iberations
on transpoRation Wrculation and design aptlons.
OPTIONS: N/A
RECOMMENDED ACTION OR MOTION:
Subarea Pian de(iberations will continue as directed by Council.
BUDGETlFINANCIAL IMPACTS: N!A
STAFF CONTACT; Scott Kuhta, Senior Pfanner
Attachment: 1 Revised Section 2.0 OrientaHon
2 Memo: Irtformation requested by Council
3. Memo: Transportation Circulation and Design - Deliberations Schedule
Staff Recammended Changes - Council Deliberations
SpragueJApplaway Revitalization Plan
~ Ser~c-P1i-er ~:AOctober 21 . 2008
2.0. ORIENTATIUN
Book II coruafns thc Dcvclapmcnt Rrgulatioas ttsat govera all future privatc dtvrlopmeat aciioas in the Spokane
Vallcy - Sprague mnd Appkwray Corridars Subuea Plan Area (Plan Area). Thesc staadsrdg ehirlin-e-w-ill be
wod to evaluaie prnata devela;smeut prajects ar improvemant plans prvposed for propatirs within the Plan Area.
Guidelines are cansiderrd recommendntions fQr eew devetQpmenL The Dcvolopment Regulations are presenced in
the following sevan sartions: 2.0 Orientation, 2.1. District Zoucs Regulaiiom 21 Site Dcvelopmeat Reguletions,
2.3. Street sad Open Spact Reguletions, 2.4 Parlcing Rcgulacions, 2.5 Architectural Regulations, and 2.6 Signaee
Regulations.
ia: - N- _ -a t'=it--tiie spe'-~afrt--Vaj;e} 4'r~~f~'ra~:-t=.-~;
&i3f.'t . . this r . =•~,.-T-
1,1 Cttv Center Dlstrlet Zone. Theso ~l 'ons shall anoly to:
a New copstruction.
b. Additions mtcr han 20°ib oflhe bufldim floot arra.
c. F,xuriot Improrements "fncclif3s"1_ ogW2more {bu2QY. oj~hc_xss_c>SC:i ~r aenraised ~aluc uf
th build•utg and land. Such exttrior regmlatians shnll rnnforni to thc a:chitcttnral rqiuLxticns
coNained in Sertion 2.5.
21 All 01hor D1sLri_ct ZoaeL Thest reattflgens dall aaolv to-
L I+lew c4nsUuctim
L ESteriQ1 (mgrovemenis !"facelifts"! costfing morr than 1W* ot the asscssed ar appraised value of
the building and land. Such exterior imM%rments shall conform to ths archittetural rsguLat[Qns
conmincd jn Sc ion 2.5.
31 Ncw Coastrocti . New cgf}9=ion is deruxd as an rntirely A{~'W SVLICl1iDt Of ttlt fOCatl9VilCttOtl,
ici11- re.habi!l4flaan or eXpansiun of e building cos ' mom thAn SOSo of the essessed or apmised value
Qf the exbtiU druchtrr.
~-~fi`~'43~tiiN'F4i-Stafii3:::tY~i~~e~~•.{.i:-;il:_.1L;}~j!.~:~::4-?--9-r+.-_~--.-:~.?`-s'':. ,•f'-! -k.ir.::.,-.._=.~,{}:y•1-~
~N~F"'fT2Lti-=~h'!"C•S'-L2~• ' . . !~"'~lL3~t)T:7 33Af~~~'i~""';t)~C'lr C:!ht•'•t
. 2 i l~t'thr
}t}--(,-'E ' fefinin#
t~►'~~~ra~;tr,c~.(~ ' _ '
. _ . t :
sw W"C"um3-re,st Neamt"
1•ti~~ti;1:~~• r•:{i~•:Yr '•~ii.?{c"'t~it-fiTt-~tiLi=~}=ir~f~llt~~ii~3tl~f~'ri~-5~c . ^'7 ~.i,
E4) ExlstiaQ Buildines and Comnlctrd AopHcalfoas. Nothing contained in this sertian shall require any
cbangc to an ezistiag buflding ac structurc for which a building ptrmit tzas bean previously fssucd or
~ npplKd for !n the Cotnmuniiy Development Depanmrnt- nnd the applicaiion is deemed complete priar to
the effscdvs date of thls Subarea Plan.
~ c3) Ownersbfa/TrnRnt Changes. Ghanges in property ownesshlp or tenants of exfntmg uses shall llkcwise
require no change in aay existing building or structure.
.`'~f:-.=~.fsr
.e
repa~3;-h 5hall , , , LilwE~f►R@L~f4~c:-F:t~ii?-fta.~-1v~L~t-[~fr'~'riflc~fZv:~~tf'~rcc~:
'--FM-4ethettr:~'~=.~~#,~--~St+?~:~fr::-u.::._ -
Pagelof8
~:WmmPnrc and srtti~,oclrarnsta~Le~l SattlnQSlTemooren► Inbemet FdesXOLK493ff Recoomded Changa - 2 0
C-..^.. .lr~+~3C' ti .~rc e~ J ~ P~. ~ *a,I 'T ' ~i3:~rb'. t.-r^ •'T s.-c. ~r ' -
~ -r~ci.c,~rc~~.s~S~~R~~~ Tr•,•_T'lrY
r?r+~'r+t ~.~^.a'1~!}•..~'z;'~r'~.~'at~i=la '&±..'r•.•t'^ f'. .T'~7.•".^~*_~&-*-*-L=L4ttc'=
•r
Stuff Recommendtd Changcs - Council Deliberations
SpraguelAppleway Rrvitalization Plan
. Septefiiber_00qtobcr2l 2048
t~¢J Limitatlons on Reguired Imnro••ements. Wher+e improvements snd additions erc madc to existing
buildings, reqnirements for rcnovatian or ealargemeais appty an}y to aet new floor arra.-Im;-v,~iienl-, f=F!d
I1 ulafiQnS t0 be appl1ed
w net new floor area are not specified in this Subarea Plan, then the Cammunity Development
Director/Desigaee shall detercniae which regulstians shall appty.
7) Noa-sonforrnjne n3M,s6all bt reeutated bv Suokaae Ya1ler• Mankloal Ca}e l5VMC1 Title 19.20.064,
!$1 DeveloQment rcguladans established in this Plan an sptcified as eiihcr Standards or Guldeltna.
Stmedards address thox asgcets of development that are essential to echievt the goals of the Subana Plan.
They incfude sgocificatians for site dgvelopment and building design, sucb ns pecmitred laod ums, building
heighi and setbackz. Conformanee wlth staadards ts maadatory. Sueb provisions are indicated by use of
the words "shall", "must", or "islis not permitted."
Gw/dellnes provide guidanct for new development in terms of stathetics eod otber cunsiderations such as
ciistrict character or design details. They're iatendrd to dirrct building and sitr design in a way that results
in the continuity of the valued etsaracter of the City af Spoknne Valley. Wliercas canCormance with the
~ Standards is mancfatory, canfurmance with the GuideJfnes is Provisions
that fall utto this catcgory are indicated by the usc af words "ahfluld," "may" or "nrc racouagcd to." In
variaus eases, the Guidelines provide e choice of treatmeats that wIU achieva the dtsired eftect.
~iFci-? E'H~t~fR~`..Ei i'+-ifi~-~:i!.~::a.~i?`tf:t"-~~ {},t..:.:~rf--i f'•iril--iil-i~'r~--o~ '"r~~'h{-F-°F'Y: t'~'Cm)FF~e! i-=
t~~Tt2c-aL{•~_t:-i•q::_1.r.: a_~.~_~___'~.'y'"c'r'.}u.lit`:'?-?ftPilta-.~:i::~;::
I
Pprpo~e
These adminisirative procedures have two mnjor ptaposes:
i) To ensure that develapmert in the Plan AreB confoTms to the Plnn's rogulatians.
ii) To ensurc that the City's revkw is as expedited as possibic .vhilc rcmaining lrgal nnd proper.
2)_ Coaformfty wit6 the plan
Eacti a}splicaiian will be reviewed by the Citv for conformin «ith the Subarea Plan. Conformin has two
cumpvncnts:
i) Slmrdurds. Complijnce with the Standards in the Plnn is mandntary and the City muy not approve a
projcct that fsils to comply with the Standanis.
I II) GYidlI1J1lS. z.~ciii 7 eE~hi:-`;^--- i--.+,-~:-- - :i.~ r;:,,~.-.,: : . ..t:...;.;:r . •i;_
('onfgr4nancr tti the uuidetine5 is Cecommendcd,
3) ProJeo Rc%irw
Applicatians for devetopmem appruvals shell he fikd with the Community De,.clapment
DirectvrlDesignet. Applications must mcet all itcros idcnafied in the Plan as "Standards". Applications will
be deEmed 'mcamplcte if they do not conform ta the Plan Stendards aad will bc rrtumed to the applicant for
. .
reYlSlon. Ap;-4ie.Oien,.% • . - : '-:~tf?t =l!: ~it, i-:f! :--s:'--; ~~_t'r{~' ;'-i:.S:?'+':`•1~44:;i,:
thr-g~•at~-o~ Y`~-~~sn'•c':~--Appl~cations ihat the Community Dcvelopmcni DircciarMeSig11C2
hsts determined to be compictr shall be processed cansistent with SVMC 7'itles 17 and 24_-Confotmce to the gLtidtlines is trwmmtnded.
Page 2 of 8
G1Dcxumen[5 and Sett}ngslcacostall.o~t SettinaslTemoorary InLemet F1e510LK415taff Reccomended Chanaes - 2 0
11-
ORIENTAT7QN 10-21-0$.docP;';Eew:ttftA1tm-~ -
~ti-•~.t:_`?:_f~-~cr-_.~= ~ .c _ .,-r . , ,
Swff Recommended Changes - Council Deliberaiions
SpraguclAppleway Rcvitaliz8tion Plsn
( ~,tml'~f- ~~?QC{ObCf ~ 1. 2008
TtIC DCYtIOpQ1CIIL R[$qIIItIOnS ID Sh1S dOCilII1eA[ STC BppLIQd l0 dfOSC RfOpCiUCS Wlthln the $pOICBIIt VBHey - SP[8$Ut
sad Applewey Carridors Subazra Plan Area as findicatcd an the Plaa Atea map (sao Fig.i.l in the Iatroductifln.).
1) n~ft*lw~t R'ismai3l0 la14 w
21. Distrtet Zones Regvlations estnblish a seria of Distriq Zenes as the basic organiring principle for all
develvprnent rrgulatim and set forth stsndards and guidelines thai wr specific fat each District Zonr.
2.2. Sltp Derelopmsra Regulatlas govem permittad and canditiooally permiued use categories, minimum
nnd maximatn building tteight, bnilding placemenddisposition, end cach devclopment's frontage
conditincia.
2.3. Slreat mrd Open Space Regalations set forth minimum requireacats for the protiision, dcsign, and
canfiguradnn of new strrcts and publicly ercessIble spaca as wtll as rogulacicros governing
landscaping of front, side, and rear yards and ather on-site improvemenv to ensun ehat new
devrlopment creates aitractive and tlvable City Ccr►tcr nnd Corridar rnvirvnments wiih amcnitics for
Pedestrians•
2.4. Park1ng Regulattau set fotttt parldng type, pro-vTSion, and design tequirttncats to cnswe ttsat the
parking provlded for aew dcvelopmsni contnbutea to each district'a eavisioaod eava+onment.
2.5. Archltectura! Ragr:Jattaa regulaie buIldiag tnassia.& composidoo, and design. They m pravided w
ensure ttw new developmeat wi11 reirLfme the asential scak and ehatacitr of each districc within the
Plan Area.
2.6. Signuge REgulatron.c govern signago rypes and thcir location, mtmbzr and conHguratian.
2) To nwkw the reguhtfous for aew drvelopment:
Sce F'ig. 2.0 3. "liow to l!se the Dcvclopmeat Rtgulai3oas" in nddition to the text below for instructions en
how to locate and nw-iew the Developmcat Regulatione that apply to aspecific propeRy.
a) Identih the property's DisMct Zoae - L.ocate the pmpaty in question oo the District "Lone-s Map
(Fig.2.1 J. Note which Disuict Zane(s) the property, Is in.
b) Rcview Dlstrlet-Specilc regnlstioas - Rsfer w the approprIate Disuict Zones Rrguletians srctlon in
order to revizw District-Sperific rcgulations for that Disvict Zoae(s). These rcgulatians arc ptovided
on the District Zafles Regulstiaas pages in Sectimis 2.1.1 - 2.1.6. The Disirict Zoaes Map &
Regulatioas are uitended as a ewnmary aad do not aacompass all mandatory standards preseated
ttrcoughout the Developmrnt Regulatiaas. Reference each npplirable section oa the pages that follow
for definitioai and cpecifications of each rrgulated element
c) Rrview regulatloos common to all properties in the Plaa Area - Rtgulations cotnmoa to all
prvprrtics in the Pian Area can be faund in all srrtions of the Development Regu]ations
d) Regutation camptlanee - Prvjccts musi comply w-ith all standnrds in order to achieve approval in the
developmental revicw prc►cess. Prnjocts are encauraged to adherc to the recommendations presented as
guidelines within esch secuan. i-
(".J~'~
Page 3 of 8
CADocumersts and SettnaslcacostalLocal SetbnQs\Temoorarv Intentet HQS\Ot,E4t4taff Ftec.comen Uhanaes - 2 0
ORIENTATION a ~ H-BMAAP~Gw u.'
S#6kane 00110 ~
,,;o0Va11ey 11707 E Sprague Ave Suite 106 • Spokane Valley WA 99106
509.921.1000 ♦ Fax: 504.921.1008 ♦ cityhaltespokanevnlley.org
Memorandum
To: City Council; Dave Mercier, City Manager, Mike Jackson, Deputy City Manager
From: Scott Kuhta, Senior Planner
CC: Kathy McClung, Community Development Direcior
Date: October 21, 2008
Re: Sprague and Appleway Corridors Subarea Plan Deliberations Information
City Council has requested staff to research a number of lssues raised during public
testimony and during deliberations. This memo provides information for Council to consider
as deliberations continue.
Insurance on Non-Contonning Structures
Staff contacted two inciividuals in the insurance fndustry, a local agent with State Farm and
an executive with AIG in Atlanta, Georgfa, both responding with comparable answers to the
question of insurance settlements on non-conforming stnadures.
Non-conforming structures are insurable with no evidence that rat$s are higher than rates
for conforming structures. If a non-conforming structure is completely destroyed, the
insurance company will cover the cost of reconstruction. If the owner decides not to re-build
then the insurance company will pay a cash setttement based on the aciual cash value of
the building, The adual cash value Is the replacement cost less deprec3ation; depreaation
is determined by the age and oonditian of the building.
Business owners who decide to rebuild may incur costs greater than the value of the
settlement with the insurance company. The insurance representatives both suggested that
individuala with non-conforming structures consider purchasing adtiitional insurenoe to cover
unanticipated costs of reconstrucUon or the incxeased cost of regulatione.
Since 2002, botfi Spokane Valley and Spokane County adopted new zoning regulatians that
rendered many structures and a few businesses as non-coriforming. Staff is not aware oi
any instances where property or business owrters had difficulty securing fnsurence on thefr
structure andlor business.
Impact of Proposed Regulatlons
This ls a difficult question to answer due to the many variables impacting the cost of
devefopment. Staff contacted two urban design pfofessionals and a designer woricing for a
local construction company to get their oplnion on the potential impacts of the proposed
regulations.
_
" Bob Bengford is a consulting planner and urban designer with Makers Architecture. Mr.
Bengford develops design guidelines and codes for communities throughout the northwest
and has been asked many times about the cost of good design. Mr. Bengford figures that
design standards similar to what we are proposing can add anywhere from 0 to 5% to the
cost of construction, but the variables are great and it is very difficult to determine an
absolute number.
The reason Mr. Bengford suggested 0% is because the market is demanding good design
anyway. Poorly designed developments do not attract quality tenants and corresponding
higher rents. Also, good design and better site planning often provide benefits to the
building owner that can offset the increased cost of materials, landscaping and other design
features.
Mark Hinshaw, Director of Urban Design for LMN Architects, is a nationally recognized .
urban design expert and has worked with many communities around the state and region
creating design standards.
Mr. Hinshaw responded by saying that, yes, there could be a small increase in cost, but not
necessarily, as more thoughtful design can result in cost saving in other areas. He said that
all codes and laws have potential cost impacts and it is a designer's job to review
regulations and to be smart and creative in order to stay within the budget of the client.
They must balance multiple cades against the clients program, site and budget and make it
all worlc. He also suggested that the fees charged by designers vary, with good designers
charging more for their services. But again, good design can actually save money in the
long term and is a benef'rt to the community.
Joe Stoy is the Design Manager for Baker Construction, a local construction and
development company. Mr. Stoy agreed that additional design and architectural feature can
add between 0 and 5% to the cost of construction. He said that the regulations are sirnilar
to the codes in the City of Spokane and Liberty Lake in terms of setbacks, building
articulation and parking lot location. Mr. Stoy said that bringing buildings closer to the street
will sometimes require an additional rear entrance, adding to the cost and influencing the
design of the building.
Council may also ask the reverse question...what is the impact of bad design? Cost for City Center Video Simulatian
Portland, Oregon company NC3D (Newlands and Company) produced the video simulations
for the Spokane Light Rail project, sub-contracting through David Evans and Associates.
Staff contacted Donald Newlands, Principal of NC3D, to inquire about the cost for video
simulations. Mr. Newlands said that 30 seconds of animation costs around $10,000,
depending on complexity. The cost can be reduced if there are existing models or data that
can be used, which is the case for the City Center. The company can do 3D modeling,
photo-simulation, 3D animation and virtual reality (interactive 3D). Mr. Newlands said that
the cost for the University TOD simulation was around $20,000.
`
SO OJ[lll~ "
.
Valley
11707 E Sprague Ave Suite 106 ♦ Spokane Valley VIA 99206
509.921.1000 ♦ Fax: 509.921.1008 ♦ cityhall@spokanevalley.org
Memorandum
To: City, Council; Dave Mercier, City Manager; Mike Jackson, Deputy City Manager
From: Scott Kuhta, Senior Planner
CC: Kathy McClung, Community Development Director
Date: October 21, 2008 •
Re: SARP Deliberations - Transportation Circulation and Design
Following public hearings on the Sprague and Appleway Corridors Subarea Plan, staff
recommended that Council deliberate in the order of Book I, II and III, thereby making a
decision on transportation circulation and design at the tail end of the process. Council may
consider deliberating on transportation issues eartier in the process, mainly due to the
impact of this decision on the development regulations. The design and function of the roads (one-way vs. two-way) directly impact a number of
regulations contained in Book II. For example, access management regulations in the .
Street and Open Space section will need revision if Council decides to keep a portion of
Sprague and Appleway one-way. Regulations on frontage improvements and pre-located
streets would also be impacted if a portion of the system remains- one-way. Another
consideration is that the majority of public comments received during Planning Commission
and City Council hearings were directed towards the recommended transportation system.
Council has received a number of technical documents, cost estimates and significant public
testimony on the transportation element of this Subarea Plan. Please let staff know if there
is anything else that is needed to support Council°s transportation deliberations. Also, the
Glatting Jackson consulting contract includes one more trip for Troy Russ to assist with
deliberations. If Council desires Mr. Russ' assistance we need to know as soon as possible
in order to coordinate a trip to Spokane Valley.
Finally, whenever Council decides to deliberate on transportation circulation and design,
staff recommends that the envisioned land uses along the c4rridor be considered as
decisions on the design and function of the roads are made. .
llRAF'I"
AUVANCE AGFNnA
~ . For Planning Discussion Purposes Only
as of Qctober 15, 2008; 2:45 p.m.
Flease note this is a work in progress; items are tentative
To: cowicti & s«rr From: Cin, Manager
Re: Draft Schedule for Upcoming Counci] Meetings .
Octoher 28, 2008, Regular Meetinp_ 6:00 p.m. [due datc iVlonday, Oct 201
L Consent Agcnda: Claims, Payroll, Minutes r5 minutes]
2. Sccond Reading Peoposed Ordinance 08-023 Adopting 2009 Budgct - K.en Thompson [10 minutes)
3. Arnposed Resolution 08-021 Amending Pee Resolution - Kcn Thompson [15 minutes]
4. Admin Repnrt: "I"MUL Report by Bruce Rawls (cut:firmed) - Nleil Kersten [20 minuces]
5. Admin Report: STA Bus SErviee - Steve Blaska; .pir of Opcrations (pending cofrfrrmalion) [10 rninutes]
6. Universal Playgrqund Site Recommenciation - Mike Stone [20 minurtes]
7. Deliberation: SpraguelAppleway l2evitAlization Plan BQOk Il, Dev. Regulations- Scott Kuhta C60 minutesJ
8. Info Only: Dept Reports
EXrCUTIVE SESSION: L.and Acquisition [*esdmated meeting: 1.40 minutes]
General Election A'ov 9
\7ovemher 4. 2008, Study Session 6:00 p.m. [due date Monday, Qct 271
1. Airport Overlay Proqo„sed Amcndments - Karen Kendall (20 minutes)
2. t3udget Amenclments 2008 - Ken 'I"hompson (10 minutes)
3 Splashdown Contract - Mike Stone (15 minutes)
C~ 4. Street Design Standards-Neil Kersten /John IIohman (45 minutes)
5. Iaeliberatinn: SpragueJAppleway Revitaliz,acion Plan 13ook 111, Ciry Acti4ns - Scott K.uhta (60 minutes)
6. Info Only: YMCA Aquatics ConlTact - Mike Stone TUTAL N1INUTE5: 150 minutes
1VIC MeetingXvv 11-15, Urlando. Flnrida
November 11, 2008, NO IMEETING: Vctcr9n's Dav
November 18, 2008, SncciaUl2egular Meetina 6:00 n.m. [due date 1Vlonday, Nov 101
1. k'iTBLIC HEARING: Amending 2008 E3uclget-Ken Thompson [10 minutes]
2. Consent Agenda: Claims, Payroll, vlinutes CS minutesJ
3. First Fteading Proposed Ordinanee A.mending Airport Overlay - Karen F:_enciall [10 ininutes]
4. First Reading Proposed Ordinance Amending 2008 F3udaet- Ken Thompson C10 minutes:l
5. First Reading Proposed Ordinance for Code Amenclments- Christina Janssen [20 minutes]
6. First f'teading Code Compliance Relatecl (ardinance .Amendment (graffiti) - Cary T)riskell [10 minutes]
7. First Reading UDC Code Compliance Rclated Ordinance - Cary Driskell [10 minutes]
8. Admin Report: Piptiline F'ranchise-Cary Driskell (10 minuCesJ
9. Admin. Report: °CBU Update-Cary larishEll [15_minutes]
l0. Admin Report: Hotel/MoCel Grant: Committee Recommendations - Ken Thompson [20 minutes]
11. Deliberation: Sprague/Appleway Revitali:cation Pla.n Final I?eliberations - Scott Kuhta [60 minutes]
12. Information Only: City Hall Design Services - Neil Kersten [#estimated meeting: 180 minutes]
Novembcr 25, 200$, NO MFFTJNG: ThHnksgiving Week ~
Draft Advance Agenda ] 0/16/2008 9:3 ]:1 U AM Page 1 of 2
]7ecemher 2, 2008. Studv Session 6:00 p.m. Iiiue date A'Ionday, Nov 241
1. I=irst Reading Proposeci Ordinance to Amend Comp Plan (SARP Book l)- Mike Connelly [15 ni inutes]
2. i'iist Reading proposed Orclinance to Amend UIaC/Adopt Subarea Plan & Map (13ook fI)- Scoti 1Cuhta 1:30 min] 3. Street MascerPlan UpdateJJUB -Neil Kersten (30 minutes) '
4. City Hall [aesign Services - Neil Kersten (30 minut:es)
5. Info Only: Uept Reports 1'OTA.L MINUTES: 105 minutcs
necernber 9, 2008, ltemular Meeting 6:00 a.m. [due date Monday, Dec 1.1
1. PUI'3LIC HEARiNG: Emergency Ordinance 03-021 - Mike Connelly [5 rninutes]
2. Consent: Claims, Minutes, Payroll [5 minutes]
3. Vlayoral Appointments: Planriing Commission (2 positions) - Mayor Munson [10 minutesJ
4. vlayoral Appoint:mcnts: Councilmembers to Various Committees [15 rninutes]
5. Secorid Reading Proposecl Ordinance Amending Airport Overlay - Karen Kendall r20 minutesJ
6. Second Keading Proposed Ordinance lo Amend Comp )'lan (SARP Book 1) - Mike Connelly [15 minutesj
7. Second Reading Yroposed Qrdinance to Arnend UDClAdapt Subarea Plan & vlap (Book II) - S Kuhtfl (30 I111I1]
8. Seeond Re.3ding Pr4posed Ordinancc Amending 2008 IIudget- Ken Thompson [10 rninutes]
9. Second Reading Proposecl Ordinance for Cocle Amendments - Christ.ina Janssen C20 rninutes]
10. Second Reacling Code Complianee Related Ordinance Amendment (graffiti) - Cary Driskell [10 minutes]
11. Second Reading Proposed Ordinance UDC Cocle Compliance Related - Cary Driskell [ IO tT1111Utes]
12. Proposed Resolutiqn Adopting Subarea Plan Book lil: City Actions - Mike Connelly [20 minutes]
13. Motion Consideration: Hotel/vlotel Grant Allocations - Ken 'rhompson [20 minutes]
[*estimated meeting: 190 minutes]
December 16, 20U8. Studr• Session 6:00 p.m. [duc date 1Vl.onclaV, Dcc 81
1. Action Item: l'rnpased Resolution Amending Resol. 03-040, Banking Authority - Ken '1'hompson (15 mins)
Regular Study Session ltems:
2. Fintince Housekecping Items- Ken Thornpspn (15 minutcs) • ,
Decernber 23, 2008: No iMeetinl! - Cliristai:as week
Uecember 30, 2Q0$, Studv Session 6:00 n.m. [clue date Frid9y liec 191
l. Info Only: L)epc Report.s
OTHER PE\rDING ANn/012 UPCOMINC ISSUI:S/MFET]INGS:
Acccsspry Dwelling Units (Ord 08-006 modifi PAnhandling Ordinance
BroadwaylFaneher/Concrece lntersection (2009) Senske Contract
Centerl'Iiice Fee Siructure Solid Waste System (Nlay, 2009)
City Center Report to Council Spokane CO Prosecutor MOU
City Hall Sales Purchase Agreement Strategic Financial Plari - Dave Mercier
Community Survey, 2008 Street Stanclards Schedule
Comp Plan Qrkrly Update( Jan, Aprl, July, Oct ) Surplus ltems - Ken Thornpson (Jan 2009)
Comp Plan UpdateJUGfVJF'A Transportation Benefit Taist (200I ) a. Establish ord.;
Concurrency (b) set public hearing; (c) draft re,solution; (d) ballot
Ettsf Gatewa}' kMonument Structure # languaoe
Eniergency Orcl 08-021 expires April 14, 2009 Transportation Impaccs
Governance Manual [JDC Gode tlmendments Title 20 batch
Impact Fee Request Central Valley School District Use Agrecment (Cary I7riskell)
Indiana/Argonne lnterseetion Follow-up VVinter Retreat: Tenlcrlive tolOcs.• Lrtpac.t Fee Study
[T Specialist Classifcation Resplution Joint Meeting w/City of Spokane Council Awaiting action by others;
Legislative Action Conf, Oly, Feb 18, 19, 2009 # * Does not incJude time for public comments.] /
Northeast HousinD Solutions City Nlembers}iip #i
Overweighdover size vehiclc ordinance (2009)
17raft Advance Agenda ] 0/16/2008 9:31:10 AM Page 2 of 2