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2014, 02-18 Workshop Packet AGENDA SPOKANE VALLEY CITY COUNCIL SPECIAL MEETING WORKSHOP Tuesday,February 18,2014 8:30 a.m.—4:30 p.m. City Hall Council Chambers 11707 E. Sprague, Spokane Valley,Washington Please Silence Your Cell Phones During the Meeting WELCOME:Mayor Grafos Overview: Discussion Topics—Mike Jackson 1) Information Items- • Tab A-Council Goals/Work Plan;Tab B—Legislative Agenda;Final 2014 Business Plan 2) Economic Development—John Hohman • Update • Certified Sites Program 3) Law Enforcement Analysis—Morgan Koudelka; Mike Jackson 4) Criminal Justice Update—John Pietro;Morgan Koudelka; Cary Driskell 5) Legislative Update—Mike Jackson; Briahna Taylor • Discussion—Legislative Committee • Briahna Taylor call—11:30 a.m. LUNCH BREAK 12:00—12:30 (Note: Council&Staff move to a separate room for lunch.Reconvene in Council Chambers) 6)_—Capital Project Priorities—Mark Calhoun;Mike Jackson 7)—City Hall—John Hohman;Mike Jackson; Mark Calhoun • Background/Update on needs analysis • Goal Setting: What are the expectations for a new city hall? • Update on University City Options 8) Existing City Hall: Relocation of Permit Center—John Hohman; Mike Jackson;Mark Calhoun • Plan A • Plan B • Design • Cost 9) Spokane Valley C.A.R.E.S.Program Update—Michelle Rasmussen 10)Miscellaneous Items— • Spokane Regional Transportation Systems Management Center(SRTMC)—Mike Jackson • Animal Control—Morgan Koudelka • Future Street Maintenance Contracting—Eric Guth • Marijuana Licensing—Erik Lamb • Sullivan Bridge—Eric Guth • Other 11)Council Brainstorming—open discussion Adjourn Note: There will be no public comments at Council Study Sessions or Workshops. During meetings held by the City of Spokane Valley Council,the Council reserves the right to take"action"on any item listed or subsequently added to the agenda. The term"action"means to deliberate,discuss,review,consider,evaluate,or make a collective positive or negative decision. NOTICE: Individuals planning to attend the meeting who require special assistance to accommodate physical,hearing,or other impairments, please contact the City Clerk at(509)921-1000 as soon as possible so that arrangements may be made. Workshop Agenda 02-18-14 Page 1 of 1 0°°#*\/ftWki SCITY ekane alle 1 fit- • Annual Work Plan for 2014 2014 Budget Goals Including Tasks & Timeline and Department Objectives Executive &Legislative Support Operations &Administrative Services Community Development Public Works Parks &Recreation Public Safety/Police 2014 Budget Goals The 2014 budget reflects the distribution of resources consistent with the Council's determina- tion of core service priorities. The following goals represent just the very broad areas of con- , centration important to the well being of the community. • Continue to monitor the discharge permit process for the Spokane County wastewater treatment plant. • Implement solid waste alternatives for collection,transport and disposal in the best interest of the City of Spokane Valley. • Pursue a legislative capital budget request or other grant/funding for the Appleway Trail project, parkland acquisition,the Barker Road grade separation and purchase of a transfer station. • Continue and expand where possible, an economic development plan, including review and evaluation of Spokane Valley's development regulations and how they compare with other jurisdictions; and keeping options open for an alternative city hall. • Focus on sustainability of Street Preservation program beyond 2016. • Evaluate law enforcement needs based on calls for service, crime rates, business and population growth and other supporting data. 2013 Budget Goals Work Plan Community Development - Tasks and Timeline: Continue to monitor the discharge permit process for the Spo- kane County wastewater treatment plant. Continue monitoring Q1 2014 Q2 2014 Q3 2014 Q4 2014 Me discharge permit process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dee 1 4 0 Public Works - Tasks and Timeline: Implement solid waste alternatives for collection, transport and disposal in the best interest of the City of Spokane Valley. Irrrplerrrent solid waste alternatives Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 4> Executive/Legislative- Public Works--Parks--Tasks and Timeline: Pursue a legislative capital budget request or other grant/ funding for the Appleway Trail project, parkland acquisition, the Barker Road grade separation and purchase V Pursue a Legislative Capital Budget Request or Q1 2014 Q2 2014 Q3 2014 Q4 2014 other grant/funding Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dee 1 Community Development —Tasks and Timeline: Continue and expand where possible, an economic develop- ment plan, including review and evaluation of Spokane Valley's development regulations and how they compare with other ju- risdictions; and keeping options open for an alternative city hall. Continue Economic Development Plan: Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep k Oct Nov Dec 1 Public Works —Tasks and Timeline: Focus on sustainability of Street Preservation program beyond 2016. Sustainability of Street Preservation Program: Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 4 1 Operations/Administrative —Tasks and Timeline: Evaluate law enforcement needs based on calls for service, crime rates, business and population growth and other supporting data. Evaluate law enforcement needs: Q1 2014 Q2 2014 j Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 4 Department Objectives Operations & Administrative Services Q1 2014 Q2 2014 Q3 2014 Q4 2014 Deputy City Manager Division Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec I 1 Implement High Performance Organization Compo- • nents(pertains to above goal) F 2 Define and formalize contracting guidelines (continue) Implement Return on Investment Performance Meas- 3 ures for Law Enforcement(Council goal) Negotiate public safety contracts to incorporate per- 4 formance measures,enhance reporting,and customer 1 service standards. (continue) Ail Implement quarterly reporting to Council on public safety contracts(continue) Implement enhanced oversight standards for prosecu-6 • iiik tion services(continue) Facilitate improvements based on the 2011 Citizen • Survey • Identify projects 4 0 • Implement improvements • 0 Adopt and implement recommendations from DRAFT Strategic Communications Plan • Involve all departments in use of E-gov service re- COMPLETED 2013 quest system `Monitor City-wide performance measures in Business , Plan(continue) Coordinate with Ten Year Anniversary committee, COMPLETED 2013 sponsors and cross promotional partners to implement iiii city-wide Ten Year Anniversary plans. Expand Hot Topic newsletter from two to four issues a 10 year,with three issues as inserts and the year-end issue ♦ - 0 as a citywide mailer. Define and promote City identity by reviewing and 11 finalizing proposed"key messages"and incorporate them into public relations outreach efforts across City communications. 12 Increase City News,Traffic Alert, Snowlnfo Email 40 interest list subscribers by 20 percent ; Provide public information support of Council goal to 13 implement solid waste alternatives for collection, 4 0 transport and disposal • Develop an annual budget for communications out- COMPLETED 2013 reach in support of community issues/projects,par- ticularly for economic development and tourism pro- motion 2013 Work with HR to research and identify a Mobile Ap- COMPLETED plication to assist with Economic Development Department Objectives Operations & Administrative Services Q1 2014 Q2 2014 Q3 2014 Q4 2014 I HaMKilt Resources Division Jan Feb Mar Apr May Jun Jul Aug Sep 1 Oct Nov Dec 1 Maintain Wellness Program for the City4 ` 20.13. Enhance employee recognition program COMPLETED 2013 Consult with Departments to improve website content COMPLETED 2 Review City Employment Policies for needed updates 2013. Provide support for the City's ADA Self Evaluation COMPLETED and Plan Evaluate the City's Labor and Industries programs to 4 f reduce labor costs Implement City-wide safety related training as identi- fied in the Accident Prevention Program Development&deployment of mobile application. COMPLETED Continue to refine the City's Mobile App to market the City's attributes 4 0 Q1 2014 Q2 2014 Q3 2014 Q42014 Finance Division Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Close the 2013 books and prepare the related annual financial report with a CAFR opinion which will allow , the City to issue an annual report under our own cover. 2 Successfully undergo an annual audit conducted by the State Auditor's Office and receive a clean opinion. 3 implement additional State Auditor suggestions and • improve financial statement process and accuracy. 4 Complete the process of hiring a Help Desk Techni- cian and meet the stated intent of reducing contractor costs enough to cover the additional personnel cost. 2013 Work with the City Manager in negotiations to renew COMPLETED the City's lease of City Hall and Permit Center space. 2013 Evaluate the existing City purchasing system and con- sider implementing a revision to procurement includ- *see below ing the use of purchase requisitions and purchase or- ders. 2013 Develop a system to audit sales tax receipts and ensure that sales taxes collected by businesses located in Spo- COMPLETED kane Valley are actually credited to the City as op- posed to other municipalities. 5 Complete the 2015 Budget development process,2014 Budget amendment,property tax ordinance, fee reso- lution,outside agency funding process and lodging tax 1.0 award process. 6 Replace 30 leased computer workstations that will 4-0 reach the end of their life cycle. 7 Replace 3 servers and 1 storage area network(SAN) that will reach the end of their life cycle. + • 8 Begin the process of virtualizing servers including setting-up clusters at both City Hall and CenterPlace. This configuration will ultimately provide much • needed fail-over/redundancy in the event of a server failure as well as reduce the number of physical serv- ers. **Procurement Manual development has been led by the Legal Department and is nearing completion. Q1 2014 Q2 2014 Q3 2014 Q4 2014 Community DevelopmentJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Implement the Roadmap for Enhanced Permitting • a • Improve Communication with the Development Community b • Expand Express Permitting + • c • Implement Counter Review d • Review and Revise Development Code—compare 4 • with surrounding cities e • Implement Permit Tracking System f • Implement Performance Measures 4 • g • Continue Staff Coaching and Training • • 2 Economic Development 4 e 3..�t a • Meet with Regional Partners 0 b • Continue work on Development Code and other + Road Map items c • Update City webpage,provide information,bro- • chures 2013 • Process 2012 Comp Plan Amendment to revise COMPLETED Econ Deli. Chapter e • Explore options for a new City Hall $ • 3 Develop a Shoreline Master Program to appropriate regulatory protection for waters of statewide significance as 4 • k required by state statute. 4 Annual Comprehensive Plan Amendments • 5 Complete Porker Draw floodplain restudy 2013 • Perform floodplain mapping COMPLETED 2013 • Develop preliminary map products COMPLETED 6 Review Development codes for regulations concerning infill development. • 7 Update Engineering Standards 4 8 Update UGA boundaries through regional process • • 9 Implementation of Bike and Pedestrian Master Plan ♦ 0 10 Initiate State required major update of the Comprehen- ill sive Plan ; 11 Emergency Management • Q 1 2014 Q2 2014 i Q3 2014 Q4 2014 community Development Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 12 Prepare an annexation process and forms for the City of Spokane Valley 13 Develop GIS content,standards and workflows 14 Explore opportunities for regional partnering with Spokane County and the City of Spokane. 4 i 15 WeIlliead Protection Committee * • r Works- 1 2014 Q2 2014 Q3 2014 Q4 2014 Public I'Y orks- Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec • .Administration 1 Continue monitoring wastewater issues, including governance of wastewater facilities, and pursuit of the most efficient and economical methods to ensure the 4 • continuation of wastewater discharges licenses. Pursue the topic of Solid Waste to include identifying the issues and obtaining alternatives of joining the consortium , or handling it ourselves and the consequences of each alter- native. Develop 2015 annual PW budget to provide all necessary services and programs within the parameters set by the 4 • budget team and City Council. 4 Prepare Bid, Solicit Bids, and select a contractor for the Street and Stormwater Maintenance Contract 4 • l . 5 Develop a Fleet Management Program • I Q1 2014 Q2 2014 Q3 2014 Q4 2014 Public Works- Stormwater Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2013 Complete Underground Injection Control(UIC)as- COMPLETED ' sessment and retrofit plan(by mid-February 2013) 1 Update six-year Stormwater Capital Improvement • i Plan(2015-2020) 2 Renew and manage contracts with private contractors for Stormwater maintenance services(landscape and 4 • storm drain cleaning) 3 2014 Small Works projects 4 • 4 Lead the EW Stormwater Efficiency Studies Project on behalf of Eastern Washington Communities and • Caunties 5 SE Yardley Project—Design&construct improve- ments south of Broadway,east of Fancher • • 1 6 Continue to implement the Ecology Phase II Stormwater permit * • 7 Finish development and document the City's stornnva- • • ter inspection program 2013 Develop&Bid contract for street sweeping services COMPLETED for 2015 Design and construct a vactor liquid decant facility • • Complete Stormwater assessment rolls—update 46 commercial impervious surfaces map for 1/5 off com- __ ' mercial parcels Appleway Landscaping IIIII S —. Public Works — QI 2014 Q2 2014 Q3 2014 Q4 2014 Capital Improvement Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DI 1 Update six-year Transportation Improvement Plan for arterial roadways Identify&recommend new projects + 0 Public hearing on draft plan ♦--so Seek Council approval of plan 4,--40 Submit STP,TIB&other grant requests as available 4 • Implement approved Capital Projects 4 t 0 2013 2013 Street Preservation Projects—Phase 1—Sullivan COMPLETED Rd.(Construction) 2013 2013 Street Preservation Projects—Phase 3— COPMLETED Carnahan&Indiana 2013 24th Ave. Sidewalk—Adams to Sullivan COMPLETED (Construction) 2013 Argonne Rd, Bike/Pedestrian Safety—Empire to Knox COMPLETED 2013 Argonne Rd. Corridor(Signal/Bike Upgrades)Safety COMPLETED Improvements—Indiana to Broadway 2013 Pines Rd Intelligent Transportation Systems(ITS) COMPLETED (Construction) 2013 Pines Mansfield(Sidewalk Construction) COMPLETED 2013 Sprague Ave.ADA Curb Ramp(Construction) COMPLETED 2013 Sprague/Sullivan Intelligent Transportation Systems COMPLETED (ITS)Phase II(Construction) 2013 Sullivan Rd.Bridge drain retrofit(Design&Construe- COMPLETED tion) 2013 Sullivan Bridge Over UP Tracks Resurfacing COMPLETED (Southbound) 2013 Wellesley/Adams Sidewalk Project COMPLETED 2013 Street Preservation Projects—Phase 2— • Argonne&Sprague construction * 1 2013 Street Preservation Project—Phase 3—Sprague/ Park to Vista + 2014 Street Preservation Project-8th Ave.recon- • struction--McKinnon to Fancher Street Preservation 4 2014 Street Preservation Project—Appleway Ave. resurfacing 2014 Street Preservation Project—Sprague Ave/Vista ` to Herald Adams Rd.resurfacing—Sprague to 4th 4 Public Works — Q1 2014 Q2 2014 Q3 2014 Q4 2014 Capital Improvement Cont. Jail Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Argonne Rd. Corridor Upgrade—(RW&Construe- ♦ 1 tion) 2014 Street Preservation Project—Euclid/Flora to • Barker resurfacing 2014 Street Preservation Project—Mullan/Dishman to 4 •. Broadway resurfacing Bates Rd.Improvements @ Ponderosa Dr. Broadway/Argonne/Mullan Concrete Intersection (Design&RW) Citywide Safety Improvements(BikefPed) • Citywide Traffic Sign project Intelligent Transportation Systems(ITS)Infill--- Broadway,Fancher,University + Mansfield Ave.reconstruction--(RW&Construction) • Mission Avenue reconstruction—Flora to Barker • (Design&RW) N. Sullivan Corridor Intelligent Transportation Sys- * 0 tems(ITS) Pines(SR27)&Grace Ave.Intersection Safety 4 (Design&Construction) Sidewalk Infill Project—Phase 2(Design&Construe- 4 - • tion) Sprague/Barker Intersection Improvement(Design) • Sullivan/Euclid Concrete Intersection(Design) 4 Sullivan Road W.Bridget Replacement(Design& Construction) 2015 Street Preservation—Sullivan Rd/Sprague to • 1► Mission(Design) Valley--Millwood Trail—Phase 1 (Design) 4 F Vista—BNSF Crossing Safety Improvements 4 Public Works — Street Fund Q1 2014 Q2 2014 Q3 2014 Q4 2014 Operations & Maintenance Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Update the 2014 Street Master Plan k A 2 Issue/Renew annual contracts for Street Maintenance # 4 activities • 3 Develop and implement a Bridge Maintenance * • Program 4 Bid and construct bridge maintenance projects on City ♦ • Bridges and overpasses Public Works �- Q1 2014 Q2 2014 1 Q3 2014 Q4 2014 Traffic Jan Feb Mar Apr May Jun 3 Jul Aug Sep Oct Nov Dec iOptimize traffic signals on selected corridors and mplement timing plans 2 Sullivan Rd Corridor Traffic Study—I90 to Wellesley 4 • Mg 3 Chair TTC—attend monthly meetings&SRTC Board 4 Milli _ 4 Review and assist with traffic on all capital projects dal iiiii University/1-90 overpass Study Parks & Recreation — Administration & Maintenance Division 2013 Update Park&Recreation Master Plan Q1 2014 Q2 2014 Q3 2014 Q4 2014 COMPLETED Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2013 Complete Joint Site Development Plan Q1 2014 Q2 2014 Q3 2014 Q4 2014 For Park/Library Site COMPLETED Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Complete Browns Park Master Plan Process Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Get consultant under contract Is 2 Conduct public input session&data gathering 3 Complete Master Plan update Explore development of a dog park Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Locate&establish suitable site Replace Edgecliff Picnic Shelter Q12014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar 'Apr May Jun Jul Aug Sep Oct Nov Dec 1 Produce plans&specifications 2 Bid out construction project Complete construction47-4 Discovery Playground Improvements Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Determine repairs&new elements 4 0 2 Complete plans,specification&bid process 3 Complete repairs&instalI equipment Develop and finalize Centennial Trail Q1 2014 Q2 2014 Q3 2014 Q4 2014 unaintenance agreement Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Create new draft agreement and work with other juris- • dictions to approve Parks & Recreation — Recreation/ Aquatics Division Make A Splash &Spa/cane Parks Foundation Q l 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 C continue to provide free swim passes to low income • children 2 Continue to work closely with Spokane Valley Part- 4 ners to ensure program Design in-house professional marketing materials Q1 2014 Q2 2014 Q3 2014 Q4 2014 for Recreation&Aquatic Divisions Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Training on new software 4 �* 2 Develop materials as necessary 4 e Solicit sponsorships for the summer outdoor movies Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Develop sponsorship program 2 Solicit movie sponsors _ — Continue to collect information or expand program Q1 2014 Q2 2014 Q3 2014 Q4 2014 ntarketing to social media sites Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Research social networking 4 2 Develop and determine program 3 Market and launch program if approved Maintain full summer swimming program Q1 2014 Q2 2014 Q3 2014 Q4 2014 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Work with 2014 Budget to ensure swimming program • remains intact Parks & Recreati©n — Senior Center Division Offer annual resource and referral frill' provide Q1 2014 Q2 2014 Q3 2014 Q4 2014 information to the senior population Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Develop materials for Fair 4-4 2 Conduct resource and referral Fair q__+ Continue to provide annual training options for Q1 2014 Q2 2014 ' Q3 2014 Q4 2014 front desk volunteers Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Develop front desk resource manual 2 Provide monthly volunteer training opportunities f Continue to offer day bus trips in conjunction with Q1 2014 Q2 2014 Q3 2014 Q4 2014 area senior centers Jan Feb Mar I Apr May Jun Jul Aug Sep Oct Nov Dec 1 Explore regional day bus trip options4-0 2 Work with area Senior Centers on trips • Advertise and offer activities and trips through other Q1 2014 Q2 2014 I Q3 2014 Q4 2014 senior centers JILL_ Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec I Continue to promote activities through various Senior Centers in Spokane are via newsletters, direct mail, etc. Continue to work with the Board of Directors Q1 2014 Q2 2014 Q3 2014 Q4 2014 regarding their training and educational responsibilities Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Discuss Board member responsibilities monthly to ensure understanding&compliance • 2 Provide training opportunities at each monthly board 4 meeting CenterPlace Division Increase awareness of CenterPlace as a full-service Q1 2014 Q2 2014 Q3 2014 Q4 2014 wedding& reception venue Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dee 1 'Advertise for consultants 2 Consultant research/development of draft update , 3 Complete marketing plan&update +.---o Develop a list of meeting planners to promote Q41 2014 Q2 2014 4 Q3 2014 Q4 2014 CenterPlace through target marketing Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Research and develop meeting planners list — Q1 2014 Q2 2014 Q3 2014 Q4 2014 Continue to increase regional& business events Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec. —101 1 Maintain a presence at trade&tourism shows 4 0 2 Implement concepts from updated marketing plan ♦ o 3 Continue to partner with local tourism outlets for in- . o creased exposure Develop new lower cost lunch/dinner menus with Q1 2014 Q2 2014 Q3 2014 Q4 2014 Red Rock Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 Research&develop new menus 2 Promote new menus to customers 4 0 Public Safety/ Police Build Upon Our Multi jurisdictional Q1 2014 Q2 2014 Q3 2014 Q4 2014 Working Partnerships Jan Feb Mar Apr May Jun Jut Aug Sep Oct Nov Dec 1 Continue to enhance departmental,regional and com- munity public safety efforts in cooperation with citi- zens and businesses,with assistance of Crime Check 2 Increase interest in community involvement in pro- grams such as SCOPE,Neighborhood Watch,Crime Prevention,Reserves,Explorers,etc. 3 Continue involvement in Inland Northwest Law En- forcement Leadership Group,sharing intelligence with 4 0 state, federal and other public safety agencies. Q1 2014 Q2 2014 Q3 2014 Q4 2014 Continue to Work Toward Disaster Preparedness Jan Feb Mar Apr May Jun Jut Aug Sep Oct Nov Dec 1 Continue progression of the implementation of our communications interoperability plan including train- • ing and equipment installation. 2 Continue involvement in public safety table top exercises with other agencies,including Spokane Val- 4 0 ley departments and Department of Emergency Man- agement. 2013 Complete multi-agency community full-scale exercise COMPLETED of active shooter training at Spokane Valley Mall. Q1 2014 Q2 2014 Q3 2014 Q4 2014 Staff Goals Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1 MOW I=1 1 Identify and implement specific training needs for 4 0 Spokane Valley Police Department. 2 Continue to provide effective leadership training to all supervisors to enhance our mission. 4 2013 Continue to develop the false alarm program with COMPLETED Public Safety Corporation/Cry Wolf in an effort to further reduce false alarms within the City of Spokane Valley. 3 Continue to implement crime prevention efforts to keep Spokane Valley a"safe city"to live and work. o 6 The Spokane County Sheriffs Office will be a positive influence in Spokane Valley by continuing to improve, promote,preserve and deliver quality services that result in a feeling of safety and security. The Spokane County Sherds Office will accomplish this mission by working in partnership with the Spo- kane Valley community to enhance ow.law er force- ment effectiveness, Public Safety/ Police Staff Goals, continued Q1 2014 Q2 2014 Q3 2014 Q4 2014 ' Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec. 4 Continue to participate on the Problem-Solving Task COMPLETED- , _,, Force addressing a wide variety of issues the depart- ONGOING ment faces. Maintain the principles of Intelligence Led Policing through the use of Spokane Crime Analysis Team to . 0 identify,crime trends and high collision areas to better utilize resources. Enhance the public's perception of law enforcement + 0 through community education on recognized police best practices regarding accredited police services. Be more proactive in tracking stolen property with crime prevention techniques and databases. 4 0 Continue to review accreditation files and focus on reaccreditation in 2015. 4 0 The Traffic Unit will place a proactive emphasis on drivers who are texting/talking on cell phones while + 0 driving. S'OF Sjokane Valley. 2013-14 Amended Legislative Agenda The following is the City of Spokane Valley's 2013-2014 legislative agenda, adopted by Council at their December 18, 2012 Council meeting, and amended by Council Consensus at their December 10,2013 meeting: Appleway Trail Project Seek$2,000,000 in funding in the 2015-2017 Capital Budget for the development of Phase II of the former Milwaukie Railroad right-of-way as a unique, two-mile green space and trail in the heart of Spokane Valley's commercial district. The project is expected to increase use of the commercial corridor, benefitting the economy and creating new jobs.The project will provide a much needed route for non-motorized travel along Spokane Valley's principle east-west commercial arterial, connecting the Spokane Transit Authority Transit Center, business districts, schools, and medium-high density housing. Community members have been actively involved in development of a Conceptual Design for the project, which includes: a paved trail, plazas, play spaces and gathering places, public art, perennial gardens, space for community gardens, mountain bike trail, and lighting and safety crossings. The current cost estimate for the two-mile portion of Phase II of the Appleway Trail Project (University to Evergreen) is $2,692,320. Spokane Valley has received grant funding in the amount of $642,852 from Spokane Regional Transportation Council in their last Call for Projects. The design drawings are 90%complete. In 2008, the City constructed Phase I which included 1.2 miles of pathway from Corbin Road to the east City limits. If successful in this funding request, the City would construct Phase II as described above. Phase III would consist of two miles of trail from Evergreen Road to Corbin Road. The total funds required to complete Phase II and Phase III are estimated at $5,286,000. Protect the Local-State Slurred Revenues The City of Spokane Valley encourages the state to preserve local state-shared revenues, and restore funding to those accounts revised and reduced during the last legislative session. These funds include the Liquor Excise Tax Account, Liquor Board Profits, Streamlined Sales Tax Mitigation, Municipal Criminal Justice Assistance Account, and City-County Assistance Account. In 2013, the Legislature permanently reduced local Liquor Excise Tax distributions to cities. In Spokane Valley, this resulted in approximately a 75% reduction ($437,486 in 2011 to $108,900 in 2014). The Legislature also capped the local government share of Liquor Board Profits at a fixed rate. The City supports restoring shared Liquor Excise Tax revenues; restoring growth in local Liquor Board Profits so that cities can share in the increasing liquor revenues; and, protecting and maintaining funding to other state-share revenue accounts. The City also requests consideration for receiving shared revenues in any and all new state programs where the City would have operating, enforcement, or financial obligations associated with the activities of these new programs. Additional Lien Authority to Recoup Code Enforcement Costs The City of Spokane Valley seeks legislation to provide cities with additional tools to recoup costs for enforcing code compliance when a court order has been issued and a city performs the abatement itself or through a contractor. The legislation would provide cities with the same authority that counties currently have to impose a priority lien on the property, and would also authorize cities to collect such liens on the following year's property tax assessment. Long Range Legislative Agenda Item Transportation Project—Barker Road/BNSF Grade Separation The City of Spokane Valley supports identifying future funding opportunities for the Barker Road/BNSF Grade Separation project. As the state experiences an increase in rail traffic, this particular intersection will become increasingly congested and dangerous.This project will separate vehicle traffic from train traffic and remove the at-grade rail crossing. The total anticipated cost is $26 million. The City has secured $5.2 million from the Washington State Freight Mobility Strategic Investment Board and the project has been identified as regionally significant by the Inland Pacific Hub Study. Long-term, the City is seeking $2lmillion in future funding for the Barker Road/BNSF Grade Separation. Additional benefits include: Improve the Level of Service (LOS) of'F' at this intersection, allowing for new development in the industrial-zoned portion of the City; improve emergency access; and help to address concerns about coal trains, including impeded traffic flow, increased whistle noise, and train-vehicle conflict safety. The City supports the Association of Washington Cities'legislative agenda items that serve the best Interests of Spokane Valley. CITY OF SPOKANE VALLEY Request for Council Review Meeting Date: February 18, 2014 Department Director Approval Check all that apply: ❑consent ❑old business ❑ new business ❑public hearing ❑ information ® admin.report ❑ pending legislation AGENDA ITEM TITLE: Economic Development Discussion GOVERNING LEGISLATION: Various state statutes apply to some elements of economic development. PREVIOUS ACTION TAKEN: Council discussions on this subject have occurred on several occasions including, but not limited to, the following dates 2/09/10 Council Retreat; 06-14-11 Council Retreat; 07-05-11 Council meeting; 11/01/11 Council Meeting; 12/11/12 Economic Development Adhoc Committee presentation to the Council; 03/19/13 Council meeting; 07/30/13 Council Meeting. BACKGROUND: Staff will update City Council on our current economic development activities. This is an ongoing discussion to address economic development in the City of Spokane Valley. OPTIONS: RECOMMENDED MOTION: STAFF CONTACT: John Hohman, Community Development Director ATTACHMENTS: PowerPoint slides 1 of 1 Economic Development John Hohman Community Development Director Background • City's Economic Development generally based on Washington Department of Commerce Five Levels of Economic Development • Program began in earnest two years ago. Identified and met with all regional partners and resources • In 2012, City Council convened an Adhoc Economic Development Committee. Provided short and long term recommendations for the City Washington Department of Commerce Five Levels of Economic Development Organizational Creating and maintaining forum for exchanging ideas and addressing the needs of the community. Develop strategy, raise funds, work with partners in efficient manner. Product Investments of labor and capital to improve the community. Infrastructure, gateway, permit program, law enforcement, parks , etc. Market Activities to recruit individuals to enhance the economy, such as retired citizens and enlarging the market area in which they could receive products and services. Business Business Growth and Investment. The "core" of economic development. Business attraction, retention and expansion, tourism, and start up and emerging business. Workforce Policies that build the skills of the local workforce. Partnerships between business, education, and government so that all residents can be contributing members of the local economy Excerpt from Economic Development Strategies. State of Washington Department of Commerce Economic Development Ad-Hoc Committee SHORT-TERM GOALS/PROJECTS • Participate as a regional tourism partner • Promote the City of Spokane Valley as a business friendly community • Provide funding for economic development partners including: Greater Spokane Incorporated, Visit Spokane, Spokane Valley Regional Chamber of Commerce, Regional Sports Commission • Promote access to the Spokane River • Implement a Certified Sites Program *Economic Development Committee Final Report to City Council 12/11/12 Staff Coordinator In 2013, an Economic Development Coordinator position was designated to : — Facilitate work plan and staff efforts — Regularly meet with partners and resources — City presence at regional meetings — Initiate business recruitment — Coordinate marketing efforts Work Plan The Department works on various initiatives to promote growth and development — Streamlined permitting — Development Code Review — Industrial land analysis — Residential Development standards — Marketing — Regional Site Selector — Certified Sites Streamlined Permitting • 2011 Roadmap for Enhanced Permitting • On-line permitting • Received testimonials from : • Tacoma Screw • Ace Hardware • Walmart • CarMax • Local business owners and contractors Development Code Review Continue to review and update our municipal code to streamline permitting and enhance economic development — Schedule of Permitted and Accessory Uses — Administrative procedures for tenant improvements — Parking Requirements — Critical materials — Outdoor storage requirements — Various batch amendments to clarify issues in the industrial zones Industrial Land Inventory Understand the characteristics, deficiencies, and practicality of developing industrial properties in the City. • Inventory Identifies : — Vacant industrial land — Sewer availability — Infrastructure needs and opportunities Residential Development Standards Developing draft standards that address many of the challenging parcels within the City by: — Encouraging development in specific residential areas — Providing flexibility in the construction of public streets to promote neighborhood connectivity Marketing • Continue to work with other City departments to promote the attributes of Spokane Valley through direct advertising and regional efforts with our economic development partners such as GSI and Visit Spokane • Advertising campaign will focus less on permitting and more on general economic development principals such as highlighting the City's: — Affordable living — Abundant education offerings — Diversified industry base — Trained and available workforce — Excellent parks and recreational opportunities • Continue to promote the City's Mobile Application 11 Marketing • Continue to coordinate with our economic development partners — Participate in business recruitments — Market key City attributes — Ensure a consistent theme and message in our marketing materials — Look for opportunities to highlight the City within regional marketing and tourism efforts 12 Regional Site Selector Continue to support and improve the Regional Site Selector website — Robust interactive display of Geographic Information System data — Search for available commercial buildings and sites — Generate specific demographic and business analysis reports Collaborative effort of the Cities of Spokane Valley, Spokane, Liberty Lake, Cheney, Spokane County, GSI, and Avista Utilities 13 Next Steps • Evaluate the successful economic development programs of other jurisdictions • Develop relationships with the State Departments of Commerce and Revenue • Analyze retail sector to explore opportunities • Evaluate options for business recruitment • Evaluate options for Geographical Information Systems to improve efficiency and customer service while promoting economic development opportunities • Implement new initiatives as existing staff time allows Economic Development Update Certified Sites Program Certified Sites Program • Goal is to map out the most efficient process to develop vacant commercial and industrial properties • Sites undergo a rigorous evaluation process • Sites have detailed information such as: — Availability and location of utilities — Access requirements — Transportation impacts — Environmental concerns — Permit requirements — Potential developmental costs Certified Sites Program • Review of all City files relating to subject property • Encourage property owners to complete SEPA and traffic studies in advance of building permits • Marketing tool for sites that complete the process • City website will include an inventory of certified sites. Staff will investigate highlighting these on the Regional Site Selector • Processing Centennial Properties' initial application; in discussions with Hanson Industries and Pinecroft Business Park i karre akl SPOKANE VALLEY POLICE STAFFING ANALYSIS Purpose: To assess the current staffing level of the Spokane Valley Police Department and determine if the level is appropriate to meet the law enforcement needs of the community. Analysis Components: • Historical Spokane Valley Police Staffing Level Evaluation • Historical Call for Service Trend Evaluation • Evaluation of Population Growth in Spokane Valley • Calculation of Annual Growth in Costs for Law Enforcement Services • Evaluation of General Fund Costs over Time • Evaluation of Spokane Valley Revenues Over Time • Comparative Analysis of Similar Sized Cities • Evaluation of Current Commissioned Officer Positions, Units, and Strength of Units • Analysis of Current Cost Methodology for Ease of Understanding, Ease of Administration, Fairness and Accuracy • Call for Service Analysis by Time of Day, Season, Day of Week • Ride-alongs with patrol officers Morgan Koudelka, Senior Administrative Analyst, City of Spokane Valley Matt Lyons, Administrative Lieutenant, Spokane Valley Police Rick VanLeuven, Spokane Valley Police Chief 1 History Spokane Valley receives law enforcement services though Interlocal Agreement with the Spokane County Sheriff's Office. The original agreement identified a specific number of commissioned officers that were dedicated to serving Spokane Valley. An additional number of commissioned officers and civilian staff provided support functions and were shared with Spokane County. The number of dedicated officers was determined through reviewing municipal police force organizational structures around Washington State and by analyzing the calls for service and number of precincts (6)within the City. The current interlocal agreement still has dedicated Spokane Valley Officers for Patrol, Traffic, Property Crimes, Community Services, Domestic Violence, School Resource Services, and Command Staff, while Investigative Services, Intelligence Led Policing, Marine/Search and Rescue, and K-9 units are shared with Spokane County. The number of shared officers the City pays for is based upon usage factors. In 2013,the total number of direct service officers the City paid for was just over 101. In addition there are another 8 shared support officers that are rolled into the City's per-officer costs (we pay a portion of the 8), as well as another 9 officers the City does not pay for but receives service from because they are either regional in nature or have other funding sources. These numbers have remained fairly constant over time. Over the City's first ten years, we added a School Resource Officer for the East Valley School District and an administrative lieutenant to act as a Deputy Chief of Police to provide support to the Chief. We are currently negotiating a new cost methodology that would be much easier to understand, have greater consistency and predictability and allow Spokane Valley to segregate much of their cost. 2 Workload Analysis The number of patrol officers has remained constant since incorporation. A number of workload indicators were reviewed to determine if the workload per officer has increased and what the impact of the change has been. Population growth has been slowly but steadily increasing. Citizen-initiated calls for service have been increasing at a more rapid pace and have experienced a significant jump recently. Population Change: Total Change: +9.12% Annual Growth: .97% Spokane Valley Population 92,000 - 90,000 88,000 86,000 84,000 82,000 80,000 78,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Calls for Service(Citizen Initiated): Total Change: +13.29% Annual Growth: 1.39% Citizen Calls For Service 35,000 33,000 31,000 29,000 27,000 25,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 3 Impact from Workload Total Change: -22.26% Annual Change: -3.15% Officer Initiated Calls 32,000 30,000 28,000 26,000 24,000 22,000 20,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 Best practice for law enforcement identifies patrol officers spending one-third of their time on proactive policing, initiating service incidents, interacting with the public, and providing deterrent patrolling. Spokane Valley Police have always had a higher standard as nearly half of their calls were officer- initiated in the first couple of years of the City's existence. As Spokane Valley officers have faced a higher call load, their ability to be proactive has steadily decreased. Additionally, because of the increased call load,the number of lower priority calls without an officer response have increased. Total Change: +52.31% Annual Change: 5.26% Calls for Service with No Officer Response 12,000 11,000 10,000 9,000 8,000 7,000 6,000 5,000 4,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 4 Reported Crimes Reported crimes and crime rates are affected by many variables, including economic conditions, affluence of the community, demographic make-up, effectiveness of sentencing options, and coordination of the criminal justice system. The strength of local law enforcement also has an impact on the number of crimes committed, from deterring crime through proactive policing to investigating crimes, identifying offenders, and allowing the system to reduce repeat offenders. After an abnormally high crime reporting year in 2004, reported crimes settled down but have seen a steady increase over time. Spokane Valley Reported Crimes 2004-2012 25,000 20,000 - 15,000 10,000 • 5,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 --Total Crimes Reported 19,962 16,357 16,582 16,817 17,465 17,460 18,589 19,996 21,723 -0-Total Property Crimes 10,519 8,178 7,916 7,338 7,513 7,668 8,852 9,615 10,328 (Total Major Crimes 4,192 3,777 3,589 3,875 4,195 4,667 4,727 4,997 5,638 (Total Sex Crimes 1,475 1,108 1,067 996 1,108 1,271 1,387 1,294 1,370 Spokane Valley Crime Rate' (Crimes per 1,000 Population) 300 250 200 150 100 50 - - 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 -0-Property Crime Rate 126.07 96.82 91.41 83.49 84.88 86.19 98.62 106.70 114.06 ♦Major Crime Rate 50.24 44.72 41.44 44.09 47.39 52.46 52.67 55.45 62.26 Sex Crime Rate 17.68 13.12 12.32 11.33 12.52 14.29 15.45 14.36 15.13 --Total Crime Rate 239.25 193.65 191.48 191.33 197.32 L196.25 207.11 221.91 239.90 5 Patrol Officers The City of Spokane Valley is split into six patrol districts. There are four patrol platoons comprised of eleven officers each,two day platoons and two night platoons, each working twelve hour shifts. Each night shift platoon works when the other platoon is off and the same is true of day platoons. The officers in each platoon have staggered start times so that approximately half start an hour and a half later than the others. This insures that there is not a transition gap when the day shift is over and the night shift begins. While Spokane Valley had a sufficient number of patrol officers upon incorporation that number has not changed and has not kept pace with the growth of the City and the increasing number of calls for service. Number of Patrol Officers 51 50 49 48 ----a— Patrol Officers 47 rAir �U 46 Patrol Officers Adjusted for 45 � Population 44 .'- • • • • • • Patol Officers Adjusted for 43 Calls for Service 42 41 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Additionally, injuries and required administrative leave often find each shift struggling to achieve a minimum staffing level, increasing the amount of overtime that is incurred. Patrol Officers per Shift 7.8 7.6 7.4 7.2 7 6.8 6.6 6.4 6.2 2005 2006 2007 2008 2009 2010 2011 2012 —0—Patrol Officers per Shift 7.71 7.35 7.05 6.89 7.08 6.93 6.76 7.14 6 Financial Analysis Law Enforcement Cost Trend: Option 1—Actual costs per year Total Change:46.87% Annual Change: 4.27% Option 2—Costs Controlled for Inflation (CPI) Total Change: 17.7% Annual Change: 1.81% Option 3—Costs Controlled for Inflation (IPD-Govt) Total Change: 5.01% Annual Change: .54% SV Law Enforcement Costs $18,000,000 $17,000,000 Law Enforcement Contract Costs $16,000,000 $15,000,000 $14,000,000 —Contract Costs Controlled for $13,000,000 Inflation (CPI) $12,000,000 Contract Costs Controlled for $11,000,000 Inflation Implicit Price Deflator- $10,000,000 Govt. 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 The contract costs for Spokane Valley Law Enforcement have increased by an average 4.27%. When adjusted for inflation by using the Consumer Price Index the annual growth of these costs has been 1.81%. Another inflation index is the Implicit Price Deflator for government,which better reflects the costs that effect government entities. When adjusting the law enforcement costs utilizing this index the average change has been .54%, which also takes into account the two added commissioned officers. A factor to take into account when examining these costs is that the collective bargain agreement with the Deputy Sheriff's Association has been expired since 2010 and negotiations are entering arbitration later this year. 7 Spokane Valley Revenue Trend: Avg. Total Growth Growth 2003- Reven ue Type 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2003-2012 2012 Property Tax 8.82 8.98 9.51 8.04 9.52 9.84 10.48 10.74 10.68 10.80 22.41% 2.25% Sales Tax 10.53 13.56 16.87 16.55 17.44 16.16 14.34 14.10 14.86 15.43 46.55% 4.25% Criminal Justice Sales Tax 1.11 1.12 1.22 1.34 1.44 1.38 1.26 1.24 1.27 1.29 15.66% 1.62% Public Safety Sales Tax 0.00 0.00 0.60 0.74 0.80 0.78 0.72 0.72 0.72 0.72 20.48% 2.66% Gambling Tax 0.71 0.88 0.99 0.89 0.84 0.85 0.74 0.67 0.52 0.62 -11.90% -1.41% Franchise Fee/Bus.Licenses 0.62 0.68 0.75 0.85 0.94 1.01 1.05 1.27 1.13 1.21 94.83% 7.41% State Shared Revenues 0.94 1.10 1.15 1.14 1.27 1.46 1.70 2.04 1.90 2.09 123.14% 8.92% Service Revenue 1.28 1.80 2.51 1.96 2.18 2.09 1.65 1.47 1.39 1.56 22.46% 2.25% Fines and Forfeitures 0.74 1.26 1.23 1.32 1.35 1.75 1.79 1.83 1.58 1.27 72.13% 6.03% Recreation 0.16 0.15 0.34 0.58 0.50 0.60 0.63 0.63 0.53 0.65 296.07% 15.29% Miscellaneous 0.04 0.07 0.25 0.42 0.69 0.66 0.33 0.26 0.15 0.21 468.99% 1932% Total 24.94 29.60 35.43 33.82 36.95 36.57 34.68 34.96 34.75 35.85 43.75% 4.03% General Fund Rev.Growth 18.71% 19.69% -4.55% 9.27% -1.05% -5.16% 0.80% -0.60% 3.17% Property Tax Growth 1.80% 5.88% -15.41% 18.38% 3.29% 6.50% 2.53% -0.56% 1.10% Notes: ■ In 2006 Spokane Valley became annexed to the Library District and the City no longer received the$.50/$1,000 levy for library services, greatly reducing the City's total levy amount. ■ In 2007,the Spokane Co.Tax Assessor updated the tax rolls,which increases the assessed value throughout the County 18%. Because the City levied the maximum rate in 2007, this increased the City's levy amount by 18%. Because of the Library District Annexation,the following table estimates what the City's revenues would have looked like without the annexation in order to present a more accurate picture of revenue growth over time. Revenue Estimates witho Total Annual 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Growth Growth Property Tax 8.82 8.98 9.51 9.84 11.65 12.04 12.82 13.14 13.07 13.22 49.80% 4.49% Sales Tax 10.53 13.56 16.87 16.55 17.44 16.16 14.34 14.10 14.86 15.43 46.55% 4.25% Criminal Justice Sales Tax 1.11 1.12 1.22 1.34 1.44 1.38 1.26 1.24 1.27 1.29 15.66% 1.62% Public Safety Sales Tax 0.00 0.00 0.00 0.74 0.80 0.78 0.72 0.72 0.72 0.72 -2.24% -0.38% Gambling Tax 0.71 0.88 0.99 0.89 0.84 0.85 0.74 0.67 0.52 0.62 -11.90% -1.41% Franchise Fee/Business Licer 0.62 0.68 0.75 0.85 0.94 1.01 1.05 1.27 1.13 1.21 94.83% 7.41% State Shared Revenues 0.94 1.10 1.15 1.14 1.27 1.46 1.70 2.04 1.90 2.09 123.14% 8.92% Service Revenue 1.28 1.80 2.51 1.96 2.18 2.09 1.65 1.47 1.39 1.56 22.46% 2.25% Fines and Forfeitures 0.74 1.26 1.23 1.32 1.35 1.75 1.79 1.83 1.58 1.27 72.13% 6.03% Recreation 0.16 0.15 0.34 0.58 0.50 0.60 0.63 0.63 0.53 0.65 296.07% 15.29% Miscellaneous 0.04 0.07 0.25 0.42 0.69 0.66 0.33 0.26 0.15 0.21 468.99% 19.32% Total 24.94 29.60 34.83 35.62 39.09 38.77 37.02 37.36 37.14 38.26 53.44% 4.76% Annual Growth 15.76% 15.01% 2.21% 8.87% -0.82% -4.71% 0.90% -0.60% 2.95% 8 While the revenues have kept pace with law enforcement costs they do not allow the contract to keep pace with population growth and inflation. The City experienced healthy property tax revenues in the early years of existence, but since the economic downturn, these revenues have remained relatively static. While they have kept pace with the population growth of the City in the last few years they have not kept pace with inflation or the combined effect of population growth and inflation. Property Tax Revenue $11,600,000 — - $11,400,000 $11,200,000 $11,000,000 $10,800,000 �♦ $10,600,000 — I-— $10,400,000$10,200,000 2009 2010 2011 2012 —0—Property Tax Rev $10,475,751 $10,741,306 $10,681,620 $10,799,122 f Property Tax Rev Adj for Pop Growth $10,475,751 $10,568,299 $10,610,099 $10,661,908 f Property Tax Rev Adj for Inflation IPD $10,475,751 $10,728,397 $11,125,130 $11,346,196 —X— Property Tax Rev Adj for Growth and !nil $10,475,751 $10,820,946 $11,263,900 $11,542,724 The City's sales tax revenues are still significantly less than the 2007 high of$17.4 million,there is some hope in this area is well. While the annual growth from 2009-2012 was 2.44%, the regular sales tax collections for 2013 are projected to be an increase of 7.5%over 2012 receipts. Sales Tax Revenues $17,500,000 $16,500,000 $15,500,000 $14,500,000 Sales Tax Revenues $13,500,000 $12,500,000 2009 2010 2011 2012 2013 9 Recommendations Power Shift and Property Crime Enhancement: Corporals- The City of Spokane Valley currently has 6 corporals in the patrol division. These corporals assist the sergeants in a supervisory capacity and occasionally fill in for sergeants to provide supervisor coverage to the patrol platoons. The unincorporated County does not utilize patrol corporals, instead providing additional sergeants and maximizing the number of patrol deputies. We recommend also eliminating patrol corporals and utilizing these positions to help create a Power Shift, provide a sufficient number of patrol sergeant supervisors for all platoons, and enhance Property Crime Investigations. Existing 6 Patrol Corporals New New New 3 Patrol Sergeants 1 Patrol Deputy 2 Property Crime Detectives Power Shift- A Power Shift, that overlaps the existing day and night platoons, will be created by taking one deputy from each of the four existing platoons, adding one deputy from the existing corporals, and hiring two new deputies. Members of the Power Shift platoon will work every day from 3:00 p.m. until 1:00 a.m. during the highest concentration of calls for service. The greatest number of deputies per shift will be on weekends. Existing Existing Existing Existing Platoon Day 1 Platoon Day 2 Platoon Night 1 Platoon Night 2 / 1 Deputy 1 Deputy 1 Deputy 1 Deputy .. New Power Shift 7 Deputies 1 Deputy 2 Deputies Existing New Corporals New Hires 10 Power Shift Schedule: M T W TH F SA SU Assigned 3 3 4 4 4 7 3 Minimum 2 2 3 3 3 5 2 Impact of Power Shift: Current Patrol Staffing Versus Call Load Current Staffing Calls for Service 18 — 350 16 300 J14 - i• 250 1 10 " 200 c 8 - - 150 m 6 - 100 v' 2 2 50 0 - 0 . . . . . . . . . . . . . . . . . . . . . . . E E E E E E E E E E E E E E E E E E E E E E E E . co co co co co co co co co co co a a a a a a a a a a a a 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N rl N M4 CO N 00 Ql O i--i N r-i N M 4 CO N 00 Ql O i--i ,-i r, %--I r-I r-I r-I Power Shift Staffing Versus Call Load Power Shift Staffing Calls for Service 18 , 350 16 Am _. � 300 ; 14 w 12 r _ _ 250 O 10 \ .i f�� 200 • 8Irld. - 150 m 6_ 100 N 4 2 50 0 — — 0 . . . . . . . . . . . . . . . . . . . . . . . E E E E E E E E E E E E E E E E E E E E E E E E . . . . . . . . . . . . . . . . . . . . . co co co co co co co co co co co a a a a a a a a a a a a 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N rl N M4 Cr; CO IN 00 Ql O 4.-i N r-i N M 4 CO N 00 Ql O i--i ,-i r, %--I r-I r-I r-I 11 Enhanced and Dedicated Property Crime and Drug Investigations: The number of Spokane Valley property crimes has increased from a low in 2007 of 7,338 to a high of 10,328 in 2012 for a total increase of 41%during that time. The police department has made numerous high profile arrests of property theft rings recently but can only solve cases that they have the manpower to work. In the most recent year there were nearly 500 cases that were unassigned due to lack of personnel. Shifting two patrol corporals to property crime detectives will provide needed personnel while combining property crime and drug investigators and putting them under the control of Spokane Valley command staff will create a dedicated, enhanced investigative unit that will tackle the property and drug crimes that are inextricably linked. Having all property crime and drug crime investigators as dedicated Spokane Valley officers will insure that we have the appropriate number of personnel that are focused on solving current Spokane Valley crimes and preventing future crimes while continuing to work regionally with other agencies. These officers will be under the supervision of the Spokane Valley command staff and under a single command structure instead of a split structure. As property and drug crimes are often comingled, a combined effort to solve and prevent these crimes is more effective and efficient. Current Property Crimes and Drug Structure Dedicated Property Crimes (City Control) Shared Investigative Task Force (County Control) 1 Sergeant (City pays about 50%) 6 Detectives 1 Sergeant 6 Detectives Proposed Property Crime and Drug Structure Corporals Shared ITF 2 Detectives 3 Detectives Dedicated Property and Drug Crimes (City Control) 1 Sergeant 11 Detectives 12 Cost and Funding Options Current Methodology Cost Impact: Cost Per Commissioned Officer= $150,000 X 2 ■ Adjusted for 2014=$154, 866 X 2 =S309.732 (Includes Support Staff, M&O, Overhead, Equipment) Potential Additional Cost Impacts Impact from Position Changes— Minimal Impact to Commissioned Officer Rate: ■ 2 Corporals to 2 Detectives= No Change ■ 3 Corporals to 3 Sergeants= $28,396 ■ 1 Corporal to 1 Deputy= ($25,389) Impact from Usage on Radio and Dispatch costs (More officer initiated calls) =$35,000 Academy Costs=$6,090 Subtotal Additional Cost Impacts =S44.097 Total First Year Costs=$353,829 Recurring Costs=$347,000 Additional Recommended One-time Expenses Precinct Building Improvements=$50,000 (Cubicles, Work Station Improvement) Opticom Traffic Signal Controllers=$19,384 Subtotal One-time Expenses= S69.384 Total Staffing Costs+One-Time Expenses= $416,384 * Additional Patrol Officers could result in a greater number of cases entering the criminal justice system resulting in increased Spokane Valley usage and increased costs for other Public Safety Contracts. 13 Goals and Measures • Percentage of Calls for Service Responded to by Officers • Average Response Time by Priority Type of Call (Based upon ability of CAD system) • 1/3 or greater of all incidents will be Deputy initiated—(ICMA Best Practice—Proactive Policing) • Percentage of property crime cases worked • Citizen satisfaction • Maximize Officers per Shift—Schedule based upon seasonal and time of day call load, lieutenants approve less than 7 patrol officers per shift. 14 Conclusion The goal when embarking on this study was to ensure that every opportunity to maximize efficiency was explored prior to considering adding personnel. The Spokane Valley Police Command Staff identified several opportunities to enhance the service delivered to the citizens. The result is a plan that is a combination of enhancements to existing services while utilizing two new patrol officers in the most efficient way possible. • Eliminate Six(6) Patrol Corporals. • Use Patrol Corporals to create 1 Power Shift Deputy, 3 Patrol Sergeants, 2 Property Crime Detectives. • Create a Patrol Power Shift that overlaps the Day and Night Shifts to match the highest staffing levels with the highest call loads. • Add 2 property crimes detectives (by shifting corporals) and combine all property crime and drug crime detectives into one dedicated Spokane Valley unit with one sergeant supervisor. • Add traffic signal controllers to new patrol SUVs to increase response times and enhance safety for officers and citizens. • Invest in safe and functional work spaces in the precinct building. • Maximize staffing levels per shift 15 Criminal Justice Commission Report Winter Workshop (February 18th 2014): Purpose:the County and the City of Spokane appointed a three member Criminal Justice Commission in November of 2012 ':..with the goal of exploring current operations and efficiencies, identifying duplication of services, and developing a blueprint for successful reform that better meets the needs of those processed through our criminal justice system." Their final report was released last month. This report makes recommendations effecting Spokane County Criminal Justice Departments with which we contract for service. This discussion is an opportunity to look at two specific recommendations and their potential impact to our costs and service delivery as well as to look at our planned next steps. 1. Introduction a. Why it's important to us b. How the report came about c. What the Commission was tasked with d. Basic format of the report 2. Recommendation 5.5.3 pg.36-37 (Court) a. 5.5.3 "Defendants with pending criminal cases in more than one Spokane County based Court should have all pending matters handled by a single court and prosecuting attorney's office" b. Statutory responsibilities for felonies and misdemeanors c. The problem the recommendation addresses d. What the recommendation says e. The impact to us 3. Recommendation 5.6.2 pg.41-42 (Prosecution) a. "Spokane County should develop a driving while license suspended diversion and relicensing program" b. Background i. What is a diversion program ii. What is a DWLS3 charge c. The problem the recommendation addresses d. What the recommendation says e. The impact to us 4. Next Steps a. The County and the City's next steps b. Role and Responsibilities of the Governing body c. Our goals • The prosecution and defense should discuss motions and potential motions with the aim of coming to a stipulation between themselves and not take up judicial time and resources on uncontested matters. • Judges should consider making rulings on motions in chambers without oral argument when possible and appropriate. • Pretrial motions that require a hearing should be heard at a single pretrial/omnibus hearing. • Deadlines for pretrial motions should be set and enforced. • Meaningless hearings should be abolished. Recommendation 5.5 (3): Offenders with pending criminal cases in more than one Spokane County-based court should have all pending matters handled by a single court and prosecuting attorney's office It became evident during our study of the regional criminal justice system that there exists a significant amount of unnecessary duplication of efforts within the court system,particularly between the Spokane Municipal Court and the District Court. While deliberating how to address this issue, the Commission considered whether the District Court and Municipal Court should be consolidated to reduce duplication and increase efficiency. After receiving input from many individuals and agencies, the RCJC does not recommend court consolidation. Primarily, this is due to the unanimous and passionate concern expressed by municipal departments about the lack of effective leadership within the District Court. Given the complexity of court consolidations under mutual agreement, the Commission recognizes it would more prudent to take individual steps to decrease duplication of services provided by the two courts rather than consolidate, Rather than wholesale consolidation of courts and agencies, the Commission urges that these issues should be addressed through coordinated collaboration between the relevant offices and departments. An example of this involves the concurrent prosecution of individuals across several jurisdictions within Spokane County. At any given time a significant number of individual offenders have multiple cases in a combination of Municipal, District, and Superior courts. Under the current case-centered system, each of these offenders requires the attention of multiple prosecutors, defense counsel, and coutt resources. To eliminate such unnecessary duplication of efforts when possible, all of the pending cases involving an individual offender should be "consolidated." That is, they should be handled in a single court that is jurisdictionally permitted to adjudicate each matter. This would modify the current system from being case-centered into one that is offender-centered. For example, Offender X is being prosecuted for DUI in Spokane Municipal Court and disorderly conduct in District Court. By transferring the DUI matter to District Court,it can be adjudicated with the disorderly conduct matter contemporaneously. Not only will this free up municipal attorney and judicial resources,but by having both cases handled together the offender only has one court process focus on and is less like likely to fail to appear. The same logic follows for an offender facing the two misdemeanors and a felony for residential - 36- burglary. Under these circumstances, all three matters could be adjudicated in Superior Court with similar efficiencies realized. Reallocation of resources to cover added expense faced by the County can be covered by inter local agreement Adopting an offender--centered adjudication system allows for the efficient disposition of multiple matters using a single judge, prosecutor and defense attorney while having no negative impact on individual rights or the prosecution's or judiciary's role in the system. Recommendation 5.5 (4): The court,prosecution, and defense should collaborate to eliminate mandatory court appearances of defendants for all hearings except for trials and sentencing hearings The court should routinely permit defendants to waive their right to be present at hearings other than trial. A problem facing courts across the nation is the frequency with which defendants fail to appear (FTA) at court hearings. FTAs waste the time of attorneys and the court. They frequently result in a warrant, arrest, and time spent in jail pending completion of the case, causing great disruption to the defendant's life. The commission recommends that courts freely allow the defense to waive the defendant's (in and out-of-custody) appearance at hearings upon his or her attorney's avowal that he/she has been in contact with defendant and obtained a knowing waiver of the right to appear. Recommendation 5.5 (5): Trial courts should minimize the issuance of warrants, arrest, and incarceration for non-payment of Legal Financial Obligations (LFOs), and should make use of alternative sanctions to substitute for payment of LFOs as deemed appropriate Under Washington State law, defendants convicted of a felony are assessed a number of Legal Financial Obligations (LFOs)3 totaling at least $500.00 as part of their sentence. According to a 2008 report commissioned by the Washington State Minority and Justice Commission, a majority of individuals convicted of a felony in 2004 had not made any payments to their LFOs. Moreover, less than 20 percent of the defendants had paid half of the LFOs that they owed. Even upon completion of the terms of incarceration and community custody imposed at sentencing, the sentencing court maintains jurisdiction of the defendant until the LFOs are paid in full. In response to failure to pay LFOs, trial courts frequently issue bench warrants for the arrest of non-paying defendants. Moreover, a significant number of these defendants are given a term of incarceration for non-payment of LFOs (Beckett et. al„2008). While it is apparent that incarceration has a negative impact on the ability of a person to earn money and pay debts, it is not only incarceration that has a dramatic impact on a defendant's ability to repay LFOs.The mere issuance of a warrant for non-payment of LFOs has dire consequences for an individual and his or her family. Persons with a warrant 3 RCW 9.94A.030(28)provides"Legal_financial obligation means a sum of money that is ordered by a superior court of the state of Washington for legal financial obligations which may include restitution to the victim,statutorily imposed crime victims'compensation fees as assessed pursuant to RCW 7.68.035,court costs,county or inter-local drug funds,court- appointed attorneys'fees,and costs of defense,fines,and any other financial obligation that is assessed to the offender as a result of a felony conviction." - 37- 5.6 Prosecution Recommendation 5.6 (1): City and County Prosecuting Attorney's Offices should provide disclosure to defense counsel immediately upon receipt from law enforcement agencies via centrally-based secure computer system and appropriate software Criminal prosecution cannot begin to be resolved until the defense is given initial disclosure. Without police reports, a defense attorney cannot adequately consider the charges nor consider what options are in the offender's best interest, Delayed production of initial disclosure to defense attorneys is a central reason for unnecessary delays in adjudicating a case. To facilitate speedy disclosure, the SRCJC recommends that the county and city prosecutors and indigent defense offices jointly obtain a software system that is designed for criminal prosecutions (see Recommendation 5.2(2)). Currently the City of Spokane uses Justware for this purpose. There are a number of similar programs on the market that may be better suited for the combined needs of the city and county. Relevant stakeholders should examine the options available that will fill their needs and take steps to purchase and implement the system.} Recommendation 5.6 (2): Spokane County should develop a driving while license suspended diversion and relicensing program The SRCJC recommends that Spokane County develop a diversion and relicensing program for (DWLS3) offenders. Under Washington law, a person who drives on a suspended driver's license when that person is eligible to have the license reinstated commits the crime of Driving While License Suspended in the Third Degree; which is a misdemeanor and carries a penalty of up to 90 days in jail and a $1,000 fine. The most common reason for a suspended license is the failure to pay a traffic ticket, DWLS3 is the most charged crime in Washington State, making up one-third of misdemeanor cases statewide (Boruchowitz, 2010). Across the state, nearly 200,000 driver's licenses are suspended annually (Mitchell and Kunsch, 2005). In response to the staggering number of DWLS3 cases, cities and counties across the state have established relicensing diversion programs. Under these programs, in lieu of criminal prosecution, offenders are required to agree to a payment schedule to pay all fines, either with money or through community service or work crew. Once all fines are paid and other holds removed, the license is reinstated. Relicensing programs have proven to be highly successful. In its first year, the King County relicensing program reduced criminal DWLS3 filings by 84 percent, saved approximately $300,000 in prosecution and public defense costs, cut 1,330 jail days and returned $2 for every dollar spent (Boruchowitz, 2010). Additionally, such programs increase collections on outstanding fines and get legal,licensed drivers back on the road. 4 It is in the region's best interest that the city and county use the same system. Not only does this decrease the overall cost,it allows for easy exchange of materials when cases migrate between courts. - 41 - The Spokane City Prosecuting Attorney's Office operates a relicensing diversion program for DWLS3 committed in the city. Under the City program (and a program operated through the Center for Justice), low-income people are given the opportunity to get their licenses back so that they can legally drive while paying down their fines. While the District Court postpones the hearings on many DWLS3 cases so that defendants can perform conditions and receive benefits,this procedure is time consuming and unwieldy. We recommend the creation of a true diversion program. Recommendation 5.6 (3): Spokane County should commission an independent evaluation of the Spokane County Superior Court Early Case Resolution program The Spokane County Superior Court Early Case Resolution program has been operational since 2008. The ECR program is a form of differentiated case management (DCM). Differentiated case management is a technique used by hundreds of courts across the nation to tailor the case management process to the requirements of specific types of cases. The process can be viewed as putting police referrals through a "triage" procedure in which the prosecutor reviews the facts and nature of all cases in order to classify them for further action. Under most DCM programs, cases are placed in different tracks based on their anticipated complexity. Cases that are viewed as relatively simple are identified and placed into an expedited process. As these cases represent a majority of a court's workload, handling them as efficiently as practical can reduce overall case processing delay, and free up resources for more complex matters. The introduction to the Montgomery County, Maryland, Criminal Differentiated Case Management (2010) does an excellent job of describing a process similar to the Spokane ECR program: "Differentiated Case Management (DCM) emerged as a best practice for courts in the early 1990s concurrent with the development of time standards for the resolution of cases by organizations such as the American Bar Association (e.g. ABA Standards). DCM provides a structured and active approach to caseload management to drive the early and appropriate resolution of the 90 percent or more cases that can be resolved without a trial while preserving adjudication time,court and public resources for those cases that require trial. DCM is characterized by the early differentiation of cases entering the justice system in terns of the nature and extent of judicial/justice system resources they will require. Each case is assigned to the appropriate case track established within the court system that allows for the performance of pretrial tasks and allocates the appropriate level of judicial and other system resources, minimizing processing delays. Established mechanisms avoid multiple court appearances and assure the timely provision of resources for the expeditious processing and resolution of cases on each track." -42 - SCIT1okane Discussion - Valley Legislative Committee There has been limited discussion about the possibility of forming an additional council committee which would be the Legislative Committee. This committee would dedicate additional time to legislative issues and report to council during routine "Committee Reports." We will phone conference with our legislative analyst Briahna Taylor to discuss our legislative agenda and the current legislative session. Estimated Grant Financed City Financed • Total Potential 1 Fund 001 Fund 310 Fund 312 Project Secured Anticipated General Civic Buildings Capital Bond Cost Grants Grants Fund Capital Projects Reserve Financed Total Unfunded Tient 1-573-507000 15,350,000 13,030,000 0 0 0 2320,000 0 15,350,000 0 00 per acre) 3,866,000 3,866,000 0 0 0 0 0 0 0 3,866,000 3,8E .y to Evergreen 2,100,000 4,400,000 642,852 0 0 0 0 0 642,852 1,457,148 3,7E :n to Corbin 2,593,680 2,593,680 0 0 0 0 0 0 0 2,593,680 2,5C Dora to Park) 268,000 268 000 0 0 0 0 268,000 0 268,000 0 ig(Park to University) 2,400,000 to 3,500,000 0 0 0 0 0 0 0 2,400,000 to 3,5C 60,000 647000 0 0 0 0 60,-000 0 60,000 0 •-aFy 42,150 42,150 0 0 0 0 42,150 0 42,150 0 14,400,000 14,400,000 0 0 0 0 0 0 0 14,400,000 14,4C tion* 26,000,000 26,000,000 5,200,000 15,600,000 0 0 0 0 20,800,000 5,200,000 5,2C rty east of Flora Rd. 10,500,000 10,500,000 0 2,500,000 0 0 0 0 2,500,000 8,000,000 8,0C Pq 0 0 0 ?'z ?-7 900,000 to 1,100,000 0 0 0 0 0 0 0 900,000 1,1C 78,479,830 to 82,079,830 18,872,852 18,100,000 a 0 0 2,690,150 0 39,663,002 38,816,828 to 42,41 9t 2,480,205 Projects Fund 1,111,000 5,136,057 3. Of this amount$2,690,150 has been r4) 8,727,262 a Bond Payment :ity Hall to an LTGO bond issue for the es the$416,000 annual lease payment a bond payment with bonds issued for ist of 2%) y before April 1, 2016 which is the first dt its'current/ease. 6,275,000 Fund Expenditures 211,000 ;res©$20,000 each) ximately$15,000 per mile) 1(2 miles) 30,000 miles) 30,000 e 9,500 300,000 officer including overhead 2 officers) ationc ? 580,500 f,,..,,„ Spokane Public Works Department Capital Improvement Program Salle 11707 E Sprague Ave Suite 106 • Spokane Valley WA 99206 509.921.1000 ♦ Fax: 509.688-0261 • cityhall@spokanevalley.org Memorandum Date: February 18,2014 To: Mike Jackson, City Manager, Mayor and City Council From: Eric P. Guth, Public Works Director Re: Appleway Trail Update The Appleway Trail concept started back in early 2012.WSDOT issued a Call for Projects for their Pedestrian and Bicycle Grant Program. This program was to fund projects that improved safety and reduced collisions between cars and bicycles/pedestrians.Public Works Staff thought a trail within the Old Milwaukee Railroad right-of-way would make a great project for this grant as it would provide an alternative to Sprague Avenue and reduce vehicle/bike/pedestrian accidents. The grant applications were due June 30,2012. By June 12,2012 an Interlocal Agreement was signed by the County and the City and a grant application for the trail was submitted to WSDOT. Unfortunately,the Appleway Trail was not selected for funding. Public Works staff were aware there were other pathway and trail grant opportunities coming available in the near future. It was requested and approved by Council to use city funds to develop a conceptual plan and design for Phase 2 of the Appleway Trail Project;from University Road to Evergreen Road. The idea was to have the design mostly completed by the time the next Call for Projects was announced. SvR Design Group was hired,two public meetings were held, a Conceptual Design Plan was created, and the 90%design of a trail was completed. During that time several other grant applications were submitted,both for the Phase 2 project and the Phase 3 project. During this effort the focus has been to pursue transportation-related grants,which covered the elements of the trail that focused on alternative modes of transportation. Below is a table showing the evolution of estimates for the Appleway Trail-University to Evergreen project.. 2013 Quick Pedestrian & Response Appleway Trail- Bike Program Safety Conceptual CMAQ&TA 60% 90% University to Evergreen Application* Grant** Design Applications Design Design 10/25/2012 1/4/2013 4/29/2013 4/30/2013 6/24/2013 9/9/2013 Trail and Crossings $ 2,111,000 $ 1,957,600 $ 1,859,000 $ 1,859,000 $ 1,813,000 $ 1,502,000 Gabion Walls and Landscaping $ 1,179,000 Trail Lighting $ 475,000 $ 475,000 Interpretive Signage/Benches/Bike Racks $ 49,000 $ 42,000 _ Birdhouses $ 1,000 University Plaza $ 232,000 Add Restroom $ 260,000 Add Public Art $ 26,000 Add Water Feature $ 65,000 Evergreen Plaza $ 84,000 Natural Play Area $ 80,000 Exercise Stations $ 54,000 Mountain Bike Trials Course $ 54,000 Construction Management/Inspection $ 166,320 Totals $ 2,111,000 r$1,957,600 r$ 4,310,000 r$ 2,542,320 r$ 1,813,000 r$ 1,502,000 *The esti mate for this grant application included Design,Construction,Construction Mgmnt/Inspecti on and Contingency **The estimate for this grant application included Construction,Construction Mgmnt/Inspection and Contingency a Note: Although the Appleway Trail consists of three additional phases(Phase 2—University to Evergreen,Phase 3— Evergreen to Corbin and Phase 4—University to Park/Library Site),the estimates above focused only on the Phase 2 project, University to Evergreen CITY OF SPOKANE VALLEY Request for Council Review Meeting Date: February 18, 2014 Department Director Approval Check all that apply: ❑consent ❑ old business ❑ new business ❑public hearing ❑ information ® admin.report ❑ pending legislation AGENDA ITEM TITLE: City Hall Alternatives GOVERNING LEGISLATION: None BACKGROUND: Developing options for a permanent City Hall building has been a Budget Goal for the last two years. In early 2013, the City retained the services of MMEC Architects to update the 2008 City Hall Program and to develop possible site options. On July 16, 2013, the City Council reviewed various alternatives and locations for constructing or redeveloping an existing building for a future City Hall. Staff will provide an update on the status of the project and discuss expectations, location, and funding. An update on the latest University City option will also be discussed. OPTIONS: STAFF CONTACT: Mike Jackson, City Manager; Mark Calhoun, Finance Director; John Hohman, Community Development Director ATTACHMENTS: PowerPoint slides 1 of 1 Spokane jValleyx City Hall Alternatives Mike Jackson, City Manager Mark Calhoun, Finance Director John Hohman, Community Development Director Stia51 ` jValleyx City Hall Alternatives • The City has leased space in the current Redwood Plaza location since incorporation • Developing a range of options for a permanent City Hall has been a budget goal for the past two years • Studies were completed in 2008 and 2013 to assist in the identification of: — Space needs — Potential locations — Ranges of costs Spokan�� jValleyx 2013 City Hall Study • Discussed with Council on July 16th, 2013 • Current Lease space is 29,000 sf • 2008 Study — estimated City Hall space needs at 54,000 sf plus a 10,500 sf basement • 2013 Study Scope ■ Review existing work space ■ Update 2008 space estimates ■ Review potential sites and layouts ■ Develop ranges of costs Spokan�� jValleyx 2013 City Hall Study 2013 Study found: • Future City Hall would need to be 45 ,000 sf to accommodate existing and projected operations. • Capital Project Priority List projects cost at $ 14.4 million including soft costs and land acquisition SCITYpoiiane Vallex City Hall Space Needs by Department y CITY COUNCIL 9% ADMINISTRATION ACCESSORY USES 8% 31% HUMAN RESOURCES 2% FINANCE 8% CEN. RECEP. 4% CITY ATTY 3 PUBLIC WORKS 13% COMM. DEVELOP 22% Spokan�� jValleyx 2013 City Hall Study Land Acquisition • A minimum of 2 to 2.5 acres needed for City Hall, based on a two-story construction • The consultant and staff reviewed all available developed and undeveloped properties within the City • Established a list of 21 possible locations • List was reduced to 5 representative locations '\\....% ..___ SuT OF1 ' t x Identified 21 Potential Sites TRENT -. - - • 4 _ .. sem_ . _ - z OZ SENT ri- .'., a - I 11 JO . ,, ......................4:, MISSION MISSION , , , . , ' - ;, _.- • 6ROADWAY - QftOADWC,.Y _.,... cc z z o z SPRAGUE - M -' SPRAGUE'. . _. r ail ..„,--\\.,„,,, si okane p d000Valley.,, Representative5 Sites :. , _ ._, .... m, • 1-90 .ION 1 MISSION ; • BROADWAY . • aIT17. SFRPtVE` a . . . . , ,, 1 . , .. . .. ... ,. „ _, _. 1 . .,.4 N.,. .. . :: .:_. ._ ., . ..„...... t.r,t.,,,,_ ......„ 'c'f '_ ..'.."- :• . . • T a Q • ' '4 • y `. 'V i ;4.1' XG. r SjOk " ' Site 1 — Dartmouth Valleyx Remodel or New Build SPRAGUE I— — i T 1 T — — — TTIi T L I I H 7.4 CRESACI E$ Building J ---. J e.., S t 1 e t APPLEWAY Site 1: University City (Crescent Remodel or New Building) g SCITYokane p Valley. Site 2 - Mirabeau Adjacent CenterPlace . ., ,, ...... .., ;,.. . ...i-s-,.„..4 i:,..,. ,_\_,,,,,,..,.._....,..„ ,. t f*1. / Ya �, \ 7� �Y 3.8 \ 4 f', .,�, ' ,, „ ' ACRES \` ''.1., ,tea , ii- 4j/ m 47/ / IIi - x/ , ': _ f. • I t I 1 iiii e / ` MANSFIELD a z, / \ t _ I iscdpite5ti e►�t /' ~_ Site 2: Adjacent CenterPlace ...- \\., .__.. soo kane Valley p x Site 3 — North Mirabeau / 'a -,,..,...,,„ / 's .. , .,:::„.„, / / , .'' ---.. r ..... ,,,,,, / -,,,, .., / - . ---N. - ,i__ _ .. . \ , , . I, , 4 n 'N / e' ACRES fl__ r T 1 I 1 \ • \ e t \\\9 Le -TeavabolsoolP0111M1011101.10 Site 3: North Mirabeau Stiokane re s sSpraguexSite 4 — Pro & ylle g r-11 I I I I , rI_ I r I L 1 I ii i r -TJ r T I I 1 1 L J - - _ J L Site 4: Progress & Sprague S��Ypokane Valley Site 5 - Sprague — Existing Building MAI rT-,T-r-r-- T - -I 1 I I L - I d L 1 I J I I 4I it Site 5: Existing Site Stibliane� jValleyx City Hall Alternatives Expectations • Housing for staff and operations? • Community identity? • Spur growth and redevelopment? • Community gathering point? • Convenient access for citizens and customers? • Future cost savings? *Wane� jValleyx City Hall Alternatives Location • Need to discuss preferred area — Sprague corridor — Mirabeau — Other areas *Wane� jValleyx City Hall Alternatives Financial • Options — Pay as you go — Bonding — Other • Need to create specific fund account *Wane y� City Hall Alternatives Update on University City Options *Wane� jValleyx City Hall Alternatives Status • November 2013 , staff met with the finance committee. Staff was requested to visit with representatives of the University City property • In December 2013 , staff met with the U City realtor • Staff recently received a new concept commissioned by the U City property owner . \\...., > t11ey ��Y •Latest Universit Cit Conce t xY Y p , , , , . ,, ,.... ..�._ , _ : „___ ,....-. I _ . 5 Y R A a u e A v e F a 9 - i > f:�,iyr,� i .. 1 AtNIGIi i i.. E t* eaarrAnze,worry lim N 1:_2- u'naw3 *� Cf - q L Ly R u "era ru IC; I I I * II I .� Q I 7IIitI • b ,, fI zN _ '"� % LifiCIW., / r 6, I J r EXf9TfNg i i Lk, K Tb REM✓3fN ! .-AE'Mo E7{lSTM6 . —...7_.... • 19 CITY OF SPOKANE VALLEY Request for Council Review Meeting Date: February 18, 2014 Department Director Approval Check all that apply: ❑consent ❑ old business ❑ new business ❑public hearing ❑ information ® admin.report ❑ pending legislation AGENDA ITEM TITLE: Permit Center relocation GOVERNING LEGISLATION: None BACKGROUND: The 2011 Roadmap for Enhanced Permitting has been discussed at the 09- 06-11 Council meeting, the 11-01-11 Council meeting, and the 02-07-12 Council Retreat. One of the Roadmap goals is to consolidate the Community Development Department to improve efficiency and supervision of staff. Various concepts were prepared in 2012, but a lack of available space on the first floor of the main building impacted our ability to move forward. However,Wells Fargo recently vacated the area west of the Council Chambers. This provided an opportunity to reevaluate options for moving the Permit Center. Staff will provide an update on options for the Wells Fargo space and for a relocated Permit Center. OPTIONS: STAFF CONTACT: Mark Calhoun, Finance Director; John Hohman, Community Development Director ATTACHMENTS: Handout 1 of 1 Relocation of Permit Center Mike Jackson, City Manager Mark Calhoun, Finance Director John Hohman, Community Development Director Background • Step 8 of the 2011 Roadmap for Enhanced Permitting • Consolidate Community Development in one location • Improve customer service, efficiency, and staff supervision • Finance Department to remain on 1st floor Option A • Option A - - Remodel space in suite 102 — Expand Council Chambers — Council Conference Room — Remodel of Finance area for Permit Center • Estimated demolition/construction cost of $35,000 Option A j 111 -INI - r-c- H1 n-,at r..lf.Yrn• (N.,_ rirli !j 1��— r 1 I I • -II� J�l!— IM1M• i Mi it I L iIIrIi-i 171 I j d "' A' °`-' a.-.3. °' "' is ° In 171---nmin ri r1r1r1LTI1 w ` © I I =iF== D 1r Cly QQ©Dim "_ ." ! j 1 �I r=(r f 1lillvl 1"i I- r 1 =l I-i ��6' I A$'=f!• , C }--pry+ �{r ----'(•� y no JIII Ypn aw.aY anao.Y.� 1 1 uJl 11A1® L�!1 sll I L1 1�1 1 � Chum-YI f:crcvYlm � - Tc lkwioY pan�laYY � 1 .Y,�a.c-ullYtwYY �. S� �11 1 1-11-171711J InI , .- ] _ �J ,,f nes - I C—— - +Ifi-� CmunaY[]Ysmosr� 3 nroenr LL � , Wail 1,1.c C' '', OnpIe.- la -tel Mee MIS — - - - - � — �� 1 R 1 _ 0 i .a. - to -------- - 4 Option B • Option B - - Reduced remodel to suite 102 — Council Conference Room — Remodel of Finance area for Permit Center • Estimated demolition/construction cost of $ 13,000 Option B ._, 1 ......_ __,Fp„), ____.1, __. „.........„,„ . ___,11 _ 'II , I ii ,I_Ii_1�1L�CiU_:I_:I_I.1i 1 I i i -- {1 ! _ -- 1_11--II1C11_IL-1 I -I Pi Ir-1t_11=1 L —1--u u i 1-11-fL1C-_I-11-1 1-1 r•___11=-IrJC1-1 S• j i" 1=11=1171=1—i CI CIC Finn Ir 1 ri COMMI—IEl CI1=1CII=1M0 R r S.E 1 In 9��d' I __. a 1`II "'�' .0 CI EICiCiC101 C�CCI C7 I�Ci n�.rE•�Ill.un nun -- 11 II �I 1fInE I CIS C1CJCl `-"x �_ . r w.nlrt. - - Y- .- e,.uneu c►w.ar. -si 1Y-Cr I,,... E.*,,..n.hi,- } ka CIS 7 1: Mi= � �--L 11--3- 1i'-C' r 11`-4` fi'-1H' ' � 11---11- _ _�11' " Y' 'L T I N' r' G f 6 Permit Center Relocate • Move Permit Center to the former location in the back of the building • Remove two walls for better layout of staff work stations Permit relocation 1.= ---- �I � r w., W.06141 �1.�, ,, *Okla, r 1 I I 1 l .. civ onn. �I 10 ill 1 A. IM j a- 1 _ — _ _ Jr n 1 ill El i I X 11 ° - n f 1 - _ A ...,.....,,,„,,_,\L4 -L L _ 11[ ': , i ,_ ----- ., mJI 1 4_,_,1 .._ f ___-1 _ I I - Mr '„../—\, ' 7 i....,. _ II ...,,,,, 11 it if l ..11 L e (:9�` I ^ . 1 -, - = = .,. ‘''M . 17 0 M M II Pial I -7 ,J-L-,1 Li ill. 1 7— - - ) pi T „,- il I' e —c-ii . ...,.." - -fi - I, ED pi —[- 777 .. i 1 I 1 f v1 P _ _. , -..-.. 1 ,---L1 ,.,.. .,_ .......,I 1_11_1 ..) — _ , I I — , _ N......... -- I -..) IM:9 MI r LIL1 ( .- . _1 -. u - • _F [ 11 __., (37, , _ 1....,,,, _ 1. ,,, _ 7— 'Etr I —` o I 1_ in— 11 w M — i 1- P ill [ ., 1 clo• [ • •• • IM • 1,,,...._ .... __L [ 1 _= 1 1 I 1 i I 7--- L. [ ._1=i_.=_.. _L_J=___ 9 CITY OF SPOKANE VALLEY, WA 2/12/2014 Existing City Hall: Relocation of Permit Center Estimated Cost Plan A _ Pln B One-Time Expenses Reconfiguration 35,000 13,000 Carpet (1) 25,000 25,000 (2) 60,000 38,000 Lease Cost Increase April 1, 2013- March 31, 2014 (2) 10,147 10,147 April 1, 2014- March 31, 2015 10,350 10,350 April 1, 2015- March 31, 2016 10,557 10,557 April 1, 2016- March 31, 2017 10,768 10,768 (1) Cost of carpet was included in 2013 Budget but was not expended. (2) A!1 costs would have to be amended into the 2014 Budget -Plan A total would be approximately$60,000 +$10,147= $70,147 -Plan B total would be approximately$38,000 +$10,147= $48,147 reonfig carpet lease CITY OF SPOKANE VALLEY,WA 2/12/2014 Lease of City Hall Space from Northwest Christian Schools Cost of Current Lease-vs-Dropping Suite B-3(Permit Center)and Adding Wells Fargo Space 4 Year Lease Renewal-Current Terms s - April 1, 2013-March 31, 2017 - 2%increase per year in each of the 3 subsequent years. - City will have the option to terminate the lease at the end of the 36th month (March 31,2016)by providing at least 6-months prior written notice(by September 30, 2015)to NW Christian Schools. In the event the City exercises this option we will pay$34,680 to NW Christian Schools upon termination (this is equivalent to one lease payment computed at the third year rate). Year 1 Square Proposed Lease Rate Cost per Square Foot April 1,2013 through March 31,2014 _ Footage Monthly 11 Annual Monthly 11 Annual Premises Leased-Currently Suites101, 103, 104, 105, 106, 304 22,646 $ 29,169.25 $ 350,031.00 $ 1.2881 $ 15.4566 Suite B-3 3,290 3,456.50 41,478.00 1.0506 12.6073 Suite B-4(warehouse) 2,300 707.58 8,490.96 0.3076 3.6917 28,236 $ 33,333.33 $ 399,999.96 $ 1.1805 $ 14.1663 Premises Leased-Potential Suites101, 103, 104, 105, 106, 304 22,646 $ 29,169.25 $ 350,031.00 $ 1,2881 $ 15.4566 Wells Fargo space-estimated 3,340 4,302.10 51,625.17 1.2881 15.4566 Suite B-4(warehouse) 2,300 707.58 8,490.96 0.3076 3.6917 28,286 $ 34,178.93 $ 410,147.13 $ 1.2083 $ 14.5000 Difference between B-3 and Wells Fargo 50 $ 845.60 $ 10,147.171 Year 2 Square Proposed Lease Rate Cost per S uare Foot April 1,2014 through March 31,2015 Footage Monthly I I Annual Monthly I Annual Premises Leased-Currently Suites101, 103, 104, 105, 106,304 22,646 $ 29,752.64 $ 357,031.68 $ 1.3138 $ 15.7658 Suite B-3 3,290 3,525.63 42,307.56 1.0716 12.8594 Suite B-4(warehouse) 2,300 721.73 8,660.76 0.3138 3.7655 28,236 $ 34,000.00 $ 408,000.00 $ 1.2041 $ 14.4496 Premises Leased-Potential Suites101, 103, 104, 105, 106,304 22,646 $ 29,752.64 $ 357,031.68 $ 1.3138 $ 15.7658 Wells Fargo space-estimated 3,340 4,388.14 52,657.68 1.3138 15.7658 Suite B-4(warehouse) 2,300 721.73 8,660.76 0.3138 3.7655 28,286 $ 34,862.51 $ 418,350.12 $ 1.2325 $ 14.7900 Difference between B-3 and Wells Fargo 1 50 $ 862.51 $ 10,350.12 Year 3 Square Proposed Lease Rate Cost per S uare Foot April 1,2015 through March 31, 2016 Footage Monthly 11 Annual Monthly 1 Annual Premises Leased-Currently Suites101, 103, 104, 105, 106, 304 22,646 $ 30,347.70 $ 364,172.40 $ 1.3401 $ 16,0811 Suite B-3 3,290 3,596.14 43,153,68 1.0931 13.1166 Suite B-4(warehouse) 2,300 736.16 8,833.92 0.3201 3.8408 28,236 $ 34,680.00 $ 416,160.00 $ 1.2282 $ 14.7386 Premises Leased-Potential Suites101, 103, 104, 105, 106, 304 22,646 $ 30,347.70 $ 364,172.40 $ 1.3401 $ 16.0811 Wells Fargo space-estimated 3,340 4,475.90 53,710.85 1.3401 16.0811 Suite B-4(warehouse) 2,300 736.16 8,833.92 0.3201 3.8408 28,286 $ 35,559.76 $ 426,717.17 $ 1.2572 $ 15.0858 Difference between B-3 and Wells Fargo 50 $ 879.76 $ 10,557.17 Page 1of2 1 CITY OF SPOKANE VALLEY,WA 2/12/2014 Lease of City Hall Space from Northwest Christian Schools Cost of Current Lease-vs-Dropping Suite B-3(Permit Center)and Adding Wells Fargo Space Year 4 Square Proposed Lease Rate Cost per S uare Foot April 1,2016 through March 31,2017 Footage Monthly 11 Annual Monthly I Annual Premises Leased-Currently Suites101, 103, 104, 105, 106,304 22,646 $ 30,954.66 $ 371,455.92 $ 1.3669 $ 16.4027 Suite B-3 3,290 3,668.06 44,016.72 1.1149 13.3789 Suite B-4(warehouse) 2,300 750.88 9,010.56 0.3265 3.9176 28,236 $ 35,373.60 $ 424,483.20 $ 1,2528 $ 15.0334 Premises Leased-Potential Suites101, 103, 104, 105, 106, 304 22,646 $ 30,954,66 $ 371,455.92 $ 1.3669 $ 16.4027 Wells Fargo space-estimated 3,340 4,565,42 54,785.07 1.3669 16.4027 Suite B-4(warehouse) 2,300 750.88 9,010.56 0.3265 3.9176 28,286 $ 36,270.96 $ 435,251.55 $ 1.2823 $ 15.3875 Difference between B-3 and Wets Fargo 50 $ 897.36 $ 10,768.35 Revised Cost with Additiona Permit Cntr Out-of-Pocket Lease Cost Summary for the 7-year Period April 1,2010 through March 31,2017: Move for City** Lease cost from 4/1/2010 to 3/31/2011 $ 446,410 Lease cost from 411/2011 to 3131/2012 $ 459,802 --- Lease cost from 4/1/2012 to 3/31/2013 $ 473,596 Lease cost from 411/2013 to 3/3112014 $ 400,000 $ 410,147 $ -10,147 Lease cost from 4/1/2014 to 3/31/2015 $ 408,000 $ 418,350 $ -10,350 Lease cost from 4/1/2015 to 3/31/2016 $ 416,160 $ 426,717 $ -10,557 Lease cost from 4/1/2016 to 3/31/2017 $ 424,483 $ 435,252 $ -10,769 **Note If the City were to expand into the Wells Fargo space we will also have to consider the cost of a number of items including partition wall additions and removals, acquisition of some workstations and perhaps carpet. Page 2 of 2 History: • Initially, outside of Code Enforcement,the City did not have a formal process hi place for handling customer service requests. When a citizen made a request, the appropriate department was notified but no record of response was noted in any specific place for historical reference. • Worked with IT to determine best online system to assist in our customer service efforts. • E-gov was chosen as the most efficient and cost effective software program to manage the customer service requests from our citizens. • First active online/phone entry requests began September 2, 2010. What the Program Provides: Spokane Valley C.A.R.E.S. (Citizen Action Request online Entry System) allows visitors to request information, submit requests for service, or submit comments for review. It also allows staff to enter and track email, phone and walk-in requests, as well as suggestions from citizens during the "Public Comment"portion of council meetings. 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If the citizen provides an email, they will receive a notification which provides this tracking number so the submitter can check back on the website at any time to view the current status of the request. Data: Since inception,the City has responded to 3,647 requests from our citizens: 2013 = 999 2012 = 1,129 2011 = 967 2010 = 552 Types of online request categories: Citizen Comments • Citizen Action Request Entry System-C.A.R.E.S. (General) Requests for Information • Public Records Request Public Works • Gravel Shouldering • Illicit Discharge • Landscaping Right of Ways • Report a Pothole • Roadway Hazards • Storni Drainage/Erosion • Street Sweeping • Traffic Snow Removal • Deicing -Primary, Secondary, and Hillside Roadways(Priority 1,2,3). • Deicing -Valley Floor Residential Roadways(Priority 4) O Snow Plowing -Primary, Secondary, and Hillside Roadways(Priority 1,2,3) Q Snow Plowing -Valley Floor Residential Roadways(Priority 4) Samples: See attached. 1) Phone call received by the front desk and entered into the system. 2) Citizen visited City Hall 3) Public Records request. Permits requested were uploaded and attached as a pdf for historical reference. Work Order Form Deicing - Prima , Seconda , and Hillside Roadwa .s Priorit 1,2,3 Tracking Number: 6947130839 Date Time Received: 12/31/2013 8:39AM Created By: Chris Thompson (Admin Employee) Contact Information Rusty Issue Location Farr between 6th and 8th Spokane Valley/WA/99206 Ree uest:Details Description of your request Please deice the hill Re.uest Activit 12/31/2013 10:38 AM --Shane Arlt-RESOLVED Internal Note: Placed Iceslicer at 10:35. 12/31/2013 10:22 AM --Deven Nickerson- INPROGRESS -----Internal Note: I notified Shane. 12/31/2013 10:13 AM--Chris Thompson -SUBMITTED Internal Note: This item has been re-assigned to Deven Nickerson. 12/31/2013 8:39 AM -- Chris Thompson-SUBMITTED Internal Note:This request was submitted by Chris Thompson. 12/31/2013 8:39AM -- Chris Thompson (Admin Employee)-SUBMITTED Date Authorized Signature Work Order Form Citizen Action Re•uest Entr S stem-C.A.R.ES. General Tracking Number:5627571135 Date Time Received: 11/08/2012 11:35AM Created B : Michelle Rasmussen Admin Em ee Contact Information Rod Issue Location Spokane Valley/WA/99206 Re.uest Details Nature of the request... Entered by Michelle: Rod came to the office with concerns about SCOPE and the SVPD. Set appt. for he and Mike Jackson. Re uest Activit 11/09/2012 10:32 AM -- Michelle Rasmussen- RESOLVED Internal Note: Mike Jackson met with Rod Mike contacted the SVPD and set up the connection for the detective to contact Rod 'to discuss his concerns. I called Rod , left a message, asking if his concerns were addresed. Rods called me back and confirmed his concerns had been addressed and thanked both Mike and me for listening and helping him to reach the correct people to discuss this. 11/08/2012 11:35 AM --Michelle Rasmussen-INPROGRESS Internal Note: This item has been re-assigned to Michelle Rasmussen. 11/08/2012 11:35 AM --Michelle Rasmussen-SUBMITTED Internal Note: This request was submitted by Michelle Rasmussen. 11/08/2012 11:35AM--Michelle Rasmussen (Admin Employee)-SUBMITTED Date Authorized Signature a Work Order Form Public Records Re.uest Tracking Number:5343511402 Date Time Received: 8/28/2012 2:02PM Created By: Christopher (t:dzen) Contact Information Christopher Issue Location • Spokane Valley/WA/99206 Re•uest Details - • . Nature of the complaint/suggestion... Hello, I am performing an environmental site assessment on the property listed below. I would like copies of any permits you have on file. I plan to visit the property next Tuesday. Thank you. Property: E Sprague Avenue, Spokane WA I look forward to hearing from you, Chris Re•uest Activit - 8/29/2012 3:27 PM-- -RESOLVED 8/29/2012 3:27 PM-- Christopher -Thank you 8/29/2012 1:48 PM-- Carrie Koudelka- RESOLVED Note to Citizen: Good Morning, Chris Attached are the permits for . E Sprague Avenue as requested. Please let me know if I can assist you further. Sincerely, Carrie Koudelka 8/29/2012 1:47 PM-- Carrie Koudelka- RESOLVED Note to Citizen: Good Morning, Chris- Attached are the permits for E Sprague as requested. Please let me know if I can assist you further. Internal Note: 8/28 requested records from CD. <br 1>This item has been re-assigned to Carrie Koudelka, 8/28/2012 2:02PM--Christopher (Citizen)-SUBMITTED Date Authorized Signature CITY OF SPOKANE VALLEY Request for Council Review Meeting Date: February 18, 2014 Department Director Approval Check all that apply: ❑consent ❑ old business ❑ new business ❑public hearing ❑ information ® admin.report ❑ pending legislation AGENDA ITEM TITLE: Miscellaneous Items BACKGROUND: If time permits, some or all of these items could be discussed. Please note that not every item listed on the agenda will have backup materials. OPTIONS: STAFF CONTACT: ATTACHMENTS: 1 of 1 SOkiIe p Valley 11707 E Sprague Ave Suite 106 • Spokane Valley WA 99206 509.921.1000 ♦ Fax: 509.921.1008 ♦ cityhall@spokanevalley.org Memorandum To: Mike Jackson City Manager, Mayor and City Council From: Eric P. Guth, Public Works Director Date: 2/18/2014 Re: Street and Stormwater Maintenance and Repair Contract— Public Bid Progress Report Background: The street and stormwater maintenance and repair contract is the main tool that the City uses for maintenance activities on city streets. This includes asphalt repair, crack sealing, shoulder repair, gravel road grading, stormwater projects and other miscellaneous activities. We expect to spend $900,000 of this contract each year on maintenance activities related to the pavement preservation plan. This contract was originally bid in 2007 with seven optional one year renewals. The final year of the current contract is 2014. This contract is based on direct costs plus an overhead and profit rate. This contract helps the City complete a large number of small projects throughout the year. The 2014 contract amount is $1,566,663 which includes $140,000 for snow removal. The 2015 and beyond contract will not include snow removal and will have four optional one year renewal terms. Status of Project: City staff met with the legal department and outside consultants for guidance and to gather information on the best way to bid this contract. Staff has taken this guidance and information and incorporated it into a draft Request For Bids. We will circulate to our internal review team as well as the consultants to review and comment. Staff will finish creating the bid documents and have the first internal review by March 1st. The goal is to have this project out to bid in May. Timeline: March 1-Internal March 15-Review April 15-Second Review of Bid of Bid documents Review by Staff documents by consultants and Consultants • • • • • • Incorporate Review all May-Publish the comments into Bid comments and Invitation to Bid Backage incorporate into Bid Documents Public Works Department SprooNsivii, okaneCapital Improvement Program 11707 E Sprague Ave Suite 106 • Spokane Valley WA 99206 v ✓v 509.921.1000 ♦ Fax: 509.688-0261 • cityhall@spokanevalley.org Memorandum Date: February 11, 2014 To: Mike Jackson, City Manager, Mayor and City Council From: Eric P. Guth, Public Works Director Re: Sullivan Road West Bridge Replacement Update The purpose of this memorandum is to provide Council with a brief summary of the status of the Sullivan Road West Bridge Replacement project. The project construction has been separated into two phases. The first phase,which is already in progress,mitigates anticipated adverse impacts to Sullivan Park in advance of the second and much larger construction phase that will replace the existing two-lane southbound Sullivan Road bridge over the Spokane River with a new four-lane bridge. PHASE 1 —SULLIVAN PARK IMPROVEMENTS The Phase 1 project provides additional park amenities such as a new picnic shelter and grass open space area to replace similar existing park facilities that will be disturbed or disrupted during the nearly two-year estimated duration of the bridge demolition and construction work. The Phase 1 project was bid in August 2013 and awarded to AM Landshaper, Inc. in a contract valued at approximately $165,000. The Phase 1 construction work is nearly complete with the buried irrigation system, topsoil and sod, and concrete pad for the new picnic shelter already in place. Remaining work includes erection of the prefabricated picnic shelter and sod restoration of the contractor's access area. The contractor will complete the remaining work in early March when weather conditions improve. PHASE 2 —SULLIVAN ROAD WEST BRIDGE REPLACEMENT Design Design of the Phase 2 project is nearly complete. City and Washington State Department of Transportation (WSDOT) staff have reviewed the nearly 130 drawings and 230 specifications pages prepared by our design consultant, CH2M HILL. The consultant is currently addressing our review comments and preparing the final bid-ready contract document package. Permitting All of the environmental permits for the project have been approved and issued. Page 1 of 6 Right-of-Way We have acquired all of the additional right-of-way needed for the new wider bridge and approach roadways. This included portions of two parcels from Washington State Parks and Recreation Commission and a portion of one privately-owned parcel. Temporary construction and access permits have also been obtained from several adjacent property owners to accommodate the bridge construction activities, as well as a temporary Centennial Trail detour route,which will be used only for relatively short periods during the project. The City has negotiated the terms of an easement with Washington State Department of Natural Resources (DNR) for the Sullivan Road corridor over the Spokane River. That easement document is in its final stages of DNR approval and is expected to be ready for signatures by the City and State within the next few days. This is the final piece of right-of-way work needing to be completed for the WSDOT right-of-way certification process and is the cause of the current delay of advertising for bids. WSDOT needs to certify that the City has written authority to work within the boundaries of all of the properties that will be impacted by the project. Right-of- way certification needs to occur before construction funds can be obligated by WSDOT and the Federal Highway Administration (FHWA). Construction We anticipate advertising for bids in late March 2014 and having a contractor selected and ready to begin construction in early May 2014. Construction is anticipated to be completed in the spring of 2016. (Although earlier schedule projections indicated completion in late 2015, anticipated winter weather conditions near the end of the construction period will most likely delay final completion of some work items to spring 2016.) The work will include temporarily modifying the existing northbound bridge to accommodate two southbound lanes and one northbound lane during construction. This preliminary work will be completed so traffic can be rerouted to the northbound bridge before the southbound bridge is closed for demolition and reconstruction. The new 4-lane southbound bridge will replace the existing 2-lane bridge. A 10-foot wide illuminated multi-use pathway will also span the river along the west edge of the bridge. The project also includes improved access from Sullivan Park to the Spokane River near the north abutment. Public Outreach We are working with the City's Public Information Officer(PIO) to develop a public outreach and information plan to keep the public informed of project progress and specific activities that will impact the public, such as periodic shifting of traffic lanes. Although northbound and southbound lanes will remain open at all times, six major traffic reconfigurations are anticipated during the project. In addition to the typical weekly traffic updates issued by the PIO, outreach activities being considered include an Open House informational meeting prior to construction, quarterly mailers, public groundbreaking and reopening celebrations, a table or booth periodically at the Valley Mall, and an internet-linked camera at the construction site. Final details and cost estimates for the public outreach plan have not yet been determined. Page 2 of 6 Budget The current project budget is: Estimated Project Expenses PE $1,694,500 ROW $289,258 Phase 1 CN $165,053 Phase 2 CN (w/out contingencies) $13,684,522 Total (rounded) $15,833,333 Project Funding Federal BR Grant $8,000,000 State FMSIB Grant @ 10% (CN) $1,583,333 State TIB (CN) $3,500,000 Utilities $430,000 City Funds $2,320,000 Total(rounded) $15,833,333 Page 3 of 6 • r ��v # 4 } 41 _. Jb - - u Existing Looking South _ Simulated Looking South Page 4 of 6 - -- - - -. Y L.� -`~ ,— a -g f,,�•I r t' „, R P 0-- ! , j J 11 l •may : 1.. 1 _ , 4, . _ •tea A► 7.*•° 1 I Existing Looking Southeast _ — '1• 71...-7.---.1.-.^...----,..-- --.-1-.7-1,27---.---A-- r-- t p ' ' _+--- ,-1---'- ,' -7 eat: Simulated Looking Southeast Page 5 of 6 mometveNil 4A Y _0 I •.M*(1:17 P d{ ;'... 7111111:-... x _�, !R 1. fir`., 'ca =as 44ill „....tiZ„ - „:„.;„ - I - it, . . dtp -k.r.,..„ 61. 1 ' .,... 1 rtlIllaidillP I1 sie j F Existing Looking North a .�. ..__ .t Ar �. ..' . �, g. f,.a s1° — ,a. _ -my 411 �'�� 4, 1�_� /y. - tea. -. - cP i ,61-"t>.'"1141, ---°"`" ,c,....>.c._'""r . C Simulated Looking North Page 6 of 6