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2014 Business Plan
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T - - - tie ►' �,-� ` ' .. - - 2014 Business Plan 2/12/2014 2 2/12/2014 Vol. 7 Contents Business Plan 2014 Executive Summary . 5 Business Plan Process . . 19 Strategic Service Delivery Areas . 21 Understanding the Departmental Business Plan . . 23 Department Business Plans: Legislative—City Council. . . . . . . . 25 General Government Budget Impact Summary . . 28 Executive/Legislative Support—City Manager/City Clerk . 29 Executive/Legislative Support—City Attorney . . . . 39 Operations & Administrative Services . . . . . 47 Finance and Information Technology Services . . . 61 Community Development . . . . . . . . 69 Parks & Recreation . . . . . . . . . . 85 Public Works . . . . . . . . . . . 97 I ADDENDUM A: Economic Development 109 ADDENDUM B: Spokane Valley Police Department (Contract Services) . 115 ADDENDUM C: Foundation of the City of Spokane Valley. . . . . 134 City of Spokane Valley Values . . . . . . . 135 Core Beliefs . . . . . . . . . . . . 136 Customer Service Program . . . . . . . . 138 Customer Service Definition . . . . . . . . 139 Information Input . 140 Council Goals . . . . . . . . 142 Summary - Citywide Business Plan . . . . . . . 143 3 2/12/2014 4 2/12/2014 Vol. 7 Executive Summary - City Manager's Message 2014 Each year the City of Spokane Valley prepares a business plan to guide the preparation of the annual budget. The 2014 Business Plan links together community priorities, the Financial Projection, Council goals, and the proposed 2014 Budget. Each department within the City of Spokane Valley participates in the business plan process, developing new objectives guided by Council goals, public input, staff input and strategic planning. Departments also refine existing goals based upon new information and the updated Financial Projection. Strategies accompany each goal in order to illustrate and define how departments will accomplish these goals. City Coun- cil reviews the Business Plan as part of the annual budget process. The Business Plan is integrated with the Budget to create a plan of action to meet the essential needs of our citizens while maintaining a strong financial foundation for our City. In large part, the Business Plan has charted the course leading to the strong financial posi- tion of the City. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These re- ductions are not budget proposals but are intended to test the base level of services provided by the City and anticipate potential future revenue shortfalls. After experiencing a significant decline in revenue sources such as sales tax from 2007 through 2010 (table 1.1, pg. 15) there has been a moderate increase from 2011 through 2013. The Financial Projection (table 1.2, pg. 16 & 17) reflects this slightly positive trend with a modest increase of about 3.0% per year through 2017. Notwithstanding the positive, albeit small increase in revenues, this 2014 Business Plan has been created during a time of economic uncertainty. Within this document, each department has defined its programs and has identified the services each program provides. With projected economic constraints, the ability to sustain programs for 2014 at the 2013 levels is feasible. Theoretically, in order to account for inflation while maintaining existing service levels, the City would have to draw from reserves in 2014. However, with exist- ing Operations and Maintenance (O&M) held to a 1% increase the City does not anticipate utilizing reserves for O&M in 2014. Since 2008, the business plan has included performance measures to determine the amount of effectiveness and efficiency in which work is performed through each of the City's programs. As we continue to monitor these key measures over time, we will have a good indicator of the progress the City is making to provide high quality services in a cost-effective way. Looking forward, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2013 plan. This Business Plan is the tool we use to guide the City forward to accomplish the Council's goals while remaining squarely within the current budget and the forecasted projections. (continued) 5 2/12/2014 City Manager's Message, continued Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2014 expenditures in line with project- ed revenues. In spite of the financial uncertainty, the City views the changes in economy as an opportunity to reevaluate our goals and strategies in order to meet the challenges set before us. As an open collaborative government, we continue to encourage our citizens to provide the necessary feedback we need as we endeavor to plan our City's future together. Although the Business Plan is based on a 6 year cycle, the Financial Forecast is limited to 5 years including the current (2014) year. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond 2017. It is important to note that the Business Plan and Projection are imperfect tools and that is precisely why both documents are updated on an ongoing basis. FISCAL POLICIES Financial Management - The City proposes to: 1. Maintain basic service levels with reduced resources 2. Minimize personnel costs/overhead by continuing to contract for many services 3. Continue the 6-year Business Plan process 4. Leverage City funds with grant opportunities 5. Minimize City debt with a pay as you go philosophy • The State of Washington sets the maximum level of allowable debt for cities based on as- sessed value of property. The City of Spokane Valley currently utilizes only 1.48% of its total allowable debt capacity, and more importantly, only 7.41% of non-voted bond capacity. This is extremely low debt. 6. Strive to prioritize spending in the annual budget process and minimize mid-year addition of projects and appropriations. (continued) 6 2/12/2014 City Manager's Message, continued Financial Objectives* - The City's financial objectives through 2015 are: 1. Maintain a minimum General Fund Ending Balance of 50% of recurring expenditures. 2. If necessary, utilize the Service Level Stabilization Reserve Fund ($5.4 million) to maintain ending fund balance minimum. 3. Service Level Stabilization Reserve Fund will not reduce below $3.24 million (60% of$5.4 million). 4. Property tax assessment will not reflect the 1.0% increase in revenue allowed by State law. *This may change depending on projects such as Sullivan Bridge, amount of transfers from ending fund balance for street preservation, etc. Commitment — By committing to these objectives, the City will ensure General Fund financial sustainability through 2015 and into the future. The City can achieve this by: Challenges - Beyond the General Fund, the City of Spokane Valley has three primary financial concerns: 1. Funding the Street Preservation Plan to maintain City streets 2. Funding Street Capital projects 3. Funding Parks Capital projects 7 2/12/2014 8 2/12/2014 11 Executive Summary - Program Descriptions GENERAL GOVERNEMENT General Government • This budget accounts for those activities that are not specific to the functions of any particular General Fund department or operation. Expenditures recorded here are composed of election costs and voter registration fees paid to Spokane County; the cost of the City's annual audit paid to the State of Washington; City Hall rent; most information technology expenses including annual computer leases, annual repair and maintenance contracts for servers and copiers, monthly telephone and internet charges, and computer and copier purchases. Also charged to this area are payments to outside agencies for eco- nomic development and social service purposes; annual property and liability insurance premiums; and transfers to other funds representing General Fund investments or grant matches in a variety of capital projects. LEGISLATIVE& EXECUTIVE/LEGISLATIVE City Council • The Council is the community's legislative and policymaking body. The Council focuses on the community's goals, major projects, and such long-term considerations as community growth, land use development, capital improvement and financ- ing, and strategic planning. The Council hires a professional manager to implement the administrative responsibilities relat- ed to these goals and supervises the manager's performance. City Manager • Per the Spokane Valley Municipal Code (2.15.020), the City Manager, as the chief executive and administrative officer of the City, supervises, administers and coordinates the activities and functions of the City departments as established by the City's ordinances and the policies of the City Council. All City employees report directly or indirectly to the City Manager. The program ensures development and execution of the City's strategic plans and budget, and assists staff in support of the City's mission, operating plans and objectives. The program consists of three full-time employees,which includes an assistant to the Councilmembers. City Clerk • Per the Revised Code of Washington (RCW 35A.13.090), one of the appointed offices for the City includes a city clerk. This program keeps a full and true record of every act and proceeding of the City Council and keeps such books, accounts and makes such reports as may be required by the state auditor; processes all ordinances and resolutions; prepares all agen- das and packets for Council meetings; publishes all legal notices and manages record archival and public disclosure re- quests; and handles, or supervises the handling of, City license registrations. The program has two full-time employees; with Central Reception assisting in the license registrations. City Attorney • Provides timely advice to the City Council and staff on a full range of municipal issues, including assisting the Council in achieving its annual legislative goals. This advice allows the Council to reasonably consider among available policy choic- es. Draft or review all contracts, ordinances and resolutions. Assists City departments in reviewing and amending relevant City Code provisions. Provide legal review on certain public records requests. The Office is staffed by the City Attorney, Deputy City Attorney, Legal Administrative Assistant, and two Legal Interns. The Office occasionally utilizes the services of private counsel to address areas of specialty, or due to unusual workload demand issues. OPERATIONS &ADMINISTRATION Deputy City Manager • Oversees the daily operations and administrative services for the City. This position interacts with citizens and staff to en- (vacant position) sure quality customer service, as well as confers with the city, county, state and federal agencies regarding the City's exist- ing and planned programs. 9 2/12/2014 Executive Summary - Program Descriptions OPERATIONS &ADMINISTRATION, continued Public Information • Supports government transparency and generates community interest and involvement through development and dissemi- nation of timely, accurate and complete information on city programs, projects, activities and issues using a variety of channels. Provides emergency information and instructions for the safety and well-being of citizens, Council & staff(i.e., Valley View Fire, Snow Emergencies, and Declaration of Pandemic Influenza). Primary contact for media and for general information about the City. Program has one full-time employee and one part-time intern. Contract Administration and • A priority of the City is to use taxpayer funds the most efficiently and effectively as possible. This program employs two Analysis full-time employees who work with the City Manager and City Attorney to administer the City's 16 contracted services. It is an essential priority for the City to provide citizens with the highest quality of services at the best value, while accounting for the services provided. For 2011, this meant more than $20 million dollars, or 55% of the General Fund budget,was administered, evaluated and accounted for by this program. Human Resources • HR provides the labor related services for the City to include recruitment, appointment, compensation, union bargaining, wellness, employee appreciation, and employment law compliance. The Human Resources Office also manages the Risk Management and Americans with Disability Act (ADA) programs within the City. These essential services help to minimize employment and claims costs to the City and help to provide reasonable access to the City's Services when special ac- commodations are requested by its citizens. The HR Division is responsible for the development and maintenance of the City's Website and Mobile App. Through these functions HR staff consults with various departments to relay information concerning City services to the public. HR also provides research and analysis of both human resource and non-human resource related subjects for the City Manager's Office. This program consists of two full-time employees. Central Reception • Supervised by the Human Resources Department, Central Reception has two full-time employees who are the first-touch between the citizens and the City. Central Reception is the citizen's directory to all of the City's departments and services. Customer service is the key priority for this program as it provides assistance to the citizens, clients, and staff in the daily operations of the City. Finance • Finance is charged with the responsibility of administration, coordination, supervision and control of financial activities en- gaged in by the City. These functions are performed through a combination of interrelated activities including financial management, general accounting and information technology. • Financial management responsibilities include activities such as budget development and monitoring,treasury control and management of the City's cash and investment portfolio, debt financing and management, and work- ing with public works staff on financing options for capital projects. • General accounting responsibilities include activities such as internal and external financial reporting, general ledger accounting, audit coordination, cash receipting, processing of payroll and accounts payable, grant ac- counting and reimbursements, as well as project accounting and reimbursements. • Information technology responsibilities include the design, maintenance and support of the City's data network. They also order, deliver, repair and maintain all desktop, iPad laptop and peripheral equipment. Responsibilities also include the broadcast of City Council meetings which entails the acquisition and ongoing maintenance and support of the related hardware and software as well as working with the vendor involved with the actual record- ing of the meetings. 10 2/12/2014 Executive Summary - Program Descriptions COMMUNITY DEVELOPMENT Administration • Director-Oversees the daily operations of the Community Development Department, prepares the budget and yearly work program. The Director supervises the three division managers: Building Official, Planning Manager, and Development Engineering Manager, and the Administrative Assistant. The Director monitors the Planning Commission assignments and provides training programs for the department and the Planning Commission. I • Administrative Assistance-One administrative assistant assists in preparation of the budget, administrative support to the Planning Commission, provides first review of floodplain development permits, finalizes all correspondence and staff re- ports, prepares mailings, maintains the department file system, responds to public record requests, processes the bills, orders and maintains office supplies for the department, prepares monthly and weekly calendars, maintains the CD web pages, and provides back-up to the front desk reception and permit center, phone and counter. Development Engineering • The Development Engineering division is under the direction of the Development Engineering Manager. Development Engineering reviews private development plans for compliance to the Storm Water Manual and Street Standards, assists customers with engineering requirements, coordinates the Floodplain Management Program for the City, inspects devel- opment construction, writes and updates corresponding regulations,works with the Traffic Engineer on development traffic mitigation and works on special projects (i.e. Hanson Agreement). To facilitate better customer service one Engineering Technician will be moved from DE to the Permit Center. • Staff is 1 Development Engineering Manager, 1.5 engineers, 1 Assistant Engineer, 1.5 engineering technicians, and 1 construction inspector, 1 Right-of-Way Inspector, 1 Office Assistant. • Right-of-Way Inspections-One Right-of-Way Inspector reviews all private construction occurring in public right-of-way including pavement patches, curb cuts, etc., responds to complaints about work occurring in the right-of-way and inspects warranty work. During construction season, there is a peak of activity which requires that we supplement the inspector with help from other inspectors in the department. Planning • Planning-Planners prepare staff reports and present land use cases to the Hearing Examiner for subdivisions, zone changes, variances, conditional use permits and appeals. Planners assigned to the Permit Center counter assist citi- zens and development professionals with zoning questions, review and process applications, review business licenses and process adult entertainment applications. Planners also process updates to the Comprehensive Plan on an annual basis, as required by RCW 36.70A, including both private and City initiated amendments. Coordinate and update capital facilities plan as part of annual comprehensive plan update process as required by RCW 36.70A. Staff prepares develop- ment regulation text amendments. Manages city initiated planning projects, such as the Shoreline Management Program Update. Participates in regional planning processes, including Urban Growth Area Update, coordinates, reviews and com- ments on land use proposals from adjacent jurisdictions. Participates on the Planning Advisory Technical Committee, and attends the Steering Committee of Elected Officials meetings. (continued) 11 2/12/2014 Executive Summary - Program Descriptions COMMUNITY DEVELOPMENT, continued Planning Collect, analyze and interpret data on local economic, population and land use trends. Coordinates with Spokane Region- (continued) al Transportation Council (SRTC)to ensure land use, population and job projections data are properly represented in re- gional transportation models. Also participates on the Regional Site Selector committee. • Code Enforcement-Two Code Enforcement Officers investigate all code compliance complaints, prepare paper work, tes- tify in hearings, and court if necessary, and prepare the documentation and staff reports and appeals. I • Planning staff includes 1 Planning Manager, 2 Senior Planners, 2 Planners, 2 Code Enforcement Officers and 1 Office As- sistant. Building Division 1• Permit Center-These team members staff the front counter for technical assistance and plan intake, review all building 1 permit plans, process applications and distribute to other internal divisions and outside agencies. Inspect all development projects; participate in regional building official group, Homebuilders Association, follow state legislation on building codes and provide input on how new regulations impact Spokane Valley, work with Fire District on mutual projects, prepare local amendments to the State Building Codes. • Staff includes 1 Building Official, 1.50 Building Plans Examiners, 3 Building Inspectors and 1 Development Services Coor- dinator, 2 Planners, 2 Permit Facilitators, 1.0 Engineering Technician and 1 Office Assistant/Cashier. 12 2/12/2014 Executive Summary - Program Descriptions PARKS & RECREATION Park Administration • 2 FTEs include the Director of Parks & Recreation and 1 Administrative Assistant • This Division provides direction and leadership for the Department with its 172 total developed acres which include 12 de- I veloped parks and three outdoor pools and approximately 7 miles of the Centennial Trail. It also manages and oversees private contracts for park maintenance, aquatics, CenterPlace janitorial services, CenterPlace Food and Beverage, Splash Down lease and the Police Precinct facility. Additional duties include: administering the City's special use permits, devel- oping policies and procedures, scheduling all park facility reservations and managing various construction projects. 4 Park Maintenance • This division is responsible for the maintenance of all of our developed parks and open park land including the Centennial Trail. This maintenance work is contracted out to a private contractor whose contract is managed by the Administration Division Recreation • 1 FTE- Recreation Coordinator • This Division develops, coordinates and facilitates the delivery of recreation programs, services and events throughout the City. This includes: over 21 different recreation programs year round and partnering with the YMCA, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane and Spokane County on a variety of programs Aquatics • This Division includes three outdoor swimming pools-Valley Mission, Park Road and Terrace View • It provides open swim opportunities, swim lessons, swim teams and facility rentals. The operation and maintenance of these pools is contracted out to a private contractor Senior Center • 1 FTE-Senior Center Specialist • This Division coordinates the use of the Spokane Valley Senior Center and assists in the planning, organizing, coordination and administration of leisure and human services programs for senior citizens, including cultural arts, physical activities, special interest classes and programs. There are over 950 members of the Senior Center Association that are under the direction of the Spokane Valley Senior Center Association Board CenterPlace • 5 FTEs include 1 Customer Relations/Facilities Coordinator; 2 Maintenance Workers; 1 Administrative Assistant; and 1 Office Worker 1 • This Division oversees the scheduling and room setups for CenterPlace Regional Event Center which is a gathering place for the community to enjoy public and private events while showcasing the City's state of the art venue. It is also home to the Spokane Valley Senior Center. CenterPlace hosts hundreds of events each year and promotes regional tourism ex- posing guests to the benefits of our community 13 2/12/2014 Executive Summary - Program Descriptions PUBLIC WORKS Administration & • The Public Works Department oversees the City's transportation system, which includes construction and maintenance of Capital Improvements streets, stormwater systems, operations and maintenance of traffic signs and signals and transportation planning. The De- partment provides coordination with other City departments on the planning, design and construction of City parks and civic facilities, along with participation in regional public works issues such as solid waste, wastewater, and high-capacity trans- portation. The Department plans, designs and constructs new facilities owned by the City of Spokane Valley. These pro- jects include roads, bridges, trails, civic and community buildings. This requires long-range planning, acquisition and man- agement of state and federal grant funding, coordination with stakeholder groups, and project management. The Public Works Director oversees all divisions. This division funds 1 Senior Engineer-Capital Improvement Program, 2 Senior Engi- neers-Project Managers, 1 Assistant Engineer, 1 Engineering Tech 2, 2 Engineering Tech 1, .5 Maintenance/Construction Inspectors, 2 Administrative Assistants, and 2 Limited Term Construction Inspector Street Maintenance Fund • Provides responsive and effective management and maintenance of City streets, snow and ice control, and debris removal, allowing for safe transportation throughout the community. Many different types of services are required to maintain the entire infrastructure. Provides traffic engineering for safe and efficient multi-faceted transportation systems throughout the City. Oversees the operation of traffic signals and the installation and maintenance of signing and striping. Responsible for transportation planning and design support to the capital improvement program. This division funds 1 Street Mainte- nance Superintendent, 1 Senior Engineer-Traffic, 1 Assistant Engineer-Traffic, and 2 Maintenance/Construction Inspec- tors. Stormwater Fund • The Stormwater Utility oversees storm water in the City to effectively collect,treat, store, and discharge stormwater, man- aging the risks to public safety, health, and property from flooding, erosion, ponding, and degradation. The Utility provides development and oversight to individual stormwater system projects and improvements in conjunction with projects led by others including County Sewer and City Street projects. The Utility develops a Six Year Capital Improvement Program (CIP)to assist in prioritization of projects to improve stormwater collection,treatment, storage, and discharge. The Utility oversees the requirements of the Clean Water Act for stormwater discharges including implementation of the City's Nation- al Pollutant Discharge Elimination System (NPDES) permit, Underground Injection Control (UIC) rules, and monitoring reg- ulations for discharges to Aquifer Protection Areas and Total Maximum Daily Load (TMDL) requirements for the Spokane River. The Utility provides required annual reporting to the Washington State Department of Ecology. The Utility oversees street sweeping, inspects and prioritizes stormwater structure cleaning and maintenance and oversees landscape mainte- nance of swales and landscaped areas. The Utility reviews and updates all commercial and residential parcels and pro- vides certification to the County Assessor for the storm and surface water utility charge on all City parcels. This division funds 1 Engineer-Stormwater; 1 Assistant Engineer, 1 Engineering Tech 1, and 1.5 Maintenance/Construction Inspectors. 14 2/12/2014 Executive Summary Table 1.1* 540,coo,Ooo 37,112,349 3 , 93,4 8 �,yy�����,,,�yy-,,��}y } y�� ��yy yy 35,195,075 35,883,904 3,5j823,50,D 535, 0,000 3 , ,4 •1 36,777,595 35,974,2€]4 35,911,071 $30,0130,100 33,947,795 29,643,527 525,oth),€00 - - - - —0—Gene FM Fund Revenue 520,000,000 - 12•6-3175-138-- 16_11%203 17,437.73 le§Tax Revenue 14,681,175 1.9,6 77,640 16,050,784' 18,465,000-11-5a - - _ 18,706,461 - -Property Tax Revenue $15,0(]0,0010 16,868,853 16,317,067 i 4i;44 9,836,0188 10,741,306 10,799,123 $10,G00,000 - 8,9801,837., 8,042,8,72_ _ '� 7M� 11,04 t40hD ,SiY ,33 1€1,475,7'51 10,681,670 10,841,559 9,522,358 $5,000,0130 - SG - 2004 2005 20176 20D7 200 2009 2010 2011 2012 2013 7014 *2013 Figures are final but unaudited. 2014 Figures reflect the adopted budget estimates. 15 2/12/2014 cv cv CITY OF SPOKANE VALLEY,WA 2(11.12014 cv General Fund Budget Projection 2014 Adopted 2015 2016 2017 2018 Budget Prcjecticn Projection Projection Projection ]REC�JfR1NG ACTIVITY Revenues Property Tax 1 11,049 400 11,174.400 11 299,400 11 424,40D 11,549,4(10 Sates Tax 2 16,390 000 16,881,7W 17.388,200 17.900,800 18,447;100 Sales Tax-Public Safety 2 1.330 000 1.369.900 1.411.000 1.453,300 1496.900 Sales Tax..Criminal Justice 2 745.000 767,400 790.400 814,100 838.500 Gambling Tax .3 619.400 638.0571 657,100 676,800 6971100 Franchise Fees1Business Re rstrat100 4 1,215 000 1,249,400 1 286000 1.325,500 1,3135,300 State Shared Revenues 5 1,886 500 1,943.100 2.001,400 2.061,400 2,123.200 Fines and Forfeitures 1 Public Safety 6 1,470 800 1 514,900 1.560,300 1,607 100 1,655.300 Coin rnunrtyDevelopment /' 1,255,40CI 1,21)3.1(30 1.331.9110 1,371,9017 1,413,100 Rrarspabnn Program Revenues 8 9799.840 5E17.200 615,100 133,600 P552,600 Miscellaneous Department Revenue o 89.500 88.104 90.100 93,400 913,200 Miscellaneous 8 Investment Interest 10 115.000 119,100 122,700 126,400 130.200 Transfer-in #101(street artllOM 11 39 700 40,900 42,1130 43,400 44,100 Ti1nst r-'h -41105(h*Mi tax-CP adverrrtfarrlg) 1: ,1D.000 30,000 30.000 31,1)000 30,000 Transfer-in -0402(sfortre adrrr+n) 13 13 400 13.700 14.000 14.400 14 800 l alai Recurring Revenues 3e,823.500 37,770,511)10 38.841,2110 30 585,500 413,554,400 Exr:e nc1Ourv% City Council 14 414,95101 427.4500 440,1010 453,40x1 467,000 City Manager 15 060,843 660.790 701.100 772,100 743,800 Legal 16 448.9."x2 41522,400 476.300 490,600 505,300 Public Safu1y 17 23,384 643 24,666,203 24,808,800 26,3 3,100 26,319,7010 Deputy City Manager 18 653,215 672.800 693,000 713.800 736.200 Finance f IT 1q 1,18D 659 1,216,100 1.252,600 1.290,200 1,328.900 Human Resources 20 237.883 245.000 267,400 260,DO0 267,800 Public Works 21 882 994 009,2(X) 635.500 130,600 903,5011 Cammunrly Development•Administr.hon 22 2140 8753 299.6 00 308,600 317,wan 327,400 Community Development• Engineering 23 807 114 831.300 856,200 881.900 €08.400 Comte utiny Developtnenl• Planning' 24 U26,000 968,800 985,500 1.015,19u 1,048,d0u Community Development• Building 25 1,267,656 1,305,700 1,344,900 1 385,200 1,426,8410 Parke 6 Rev• Administration 26 274 743 283,000 201,900 302,20U 309,200 Pars 3 Roc•Maintenance 27 796,200 820,100 844700 870,000 898,100 Parks 8 Rec• Recreation 29 229.152 236.000 243,100 250.400 257.900 Perks 6 Flea Aquatics 29 490,400 006,103 520,300 636.90u 552,000 Perles&Rev-Senior Center 30 69 682 92,003 96,400 98,300 101 2011 Parks a Roc-Center-Place 31 828.842 863,740 879,300 905,700 1+37,900 Pavement Preeervatlan 32 888 823 888.800 888,800 888,600 888 800 Bern era(Govern rnt 33 1,141,800 1,793.800 1,847,600 1 94x3,000 1,9130,100 1 rans lets out-6502 ensu,rsnce premium) 34 328,000 334,800 344,800 355,100 366,80(5 Tatar Recurring Expenditures 36,823.010 37.901.100 _39.011.600 40.156,300 41,353.400 Recurring Revenues Over(Under) Retuning Expenditrues 490 (180.2+001 /370,4001 6160,800) i 179,000) !NONRECURRING ACTIVITY Revenues N/A 0 0 0 4 0 Total Nanrecun#ng Revenues -0 0 0 0 0 Expenditures Transfers out 0309 192.500 0 0 0 0 Law Enforcement Contingency 350 000 0 0 0 0 Public Works leel,eoced frcens©si 8 800 0 0 0 17 Parks& Recreation f CP&tarrsi 11.350 0 C0 4 0 Public Safety?precinct improvements) 24'100 0 0 D 4 Total Nonrecurring Expenditures 580.6550 4 0 0 0 Nanreavrr%ng Revenues Over(Under) Nonrecurring Expenditures x5813,650) 0 O. 0 0 EXCESS{DEFICIT)OF TOTAL REVENUES OVER(UNDER)TOTAL EXPENDITURES (588,180) (1802001 (370,4001 156 ,800) (779,000) ESTIMATED BEGINNING UNRESTRICTEOFUND BAL. 24,114.245 23,528.015 23.347.885 22 977.485 22,407,085 ESTIMATED ENDING UNRESTRICTED FUND BAL. 223.528.085 23,347,885 22.077,485 22,401,085 21,628.086 Ending fund balance as a%or recurring expenditures [ 6390%f 61 10%[ 58.913%% 55.817%f 52.33% 0 N N Ae&ni ops 1 Projection assumes a I 0 017* 41#747,n crease plus neo„cornice 3125,000 per dear through 33113. 2 Projection assume-5 an increase cA 3 C..10%in 2014` 3.00%pn 2015. 3.00% in 2016.and 3.00% in 2017 2 Projection assumes an increasers 303` .n 3314 3 n 2015. 3 00% in 1016,and 33_00% In 2017 2 Projection assumes an increase M =0'16 in 3014. 3 00%/in 3015, 33 03 In 20 I8,and 3.00% in 2017 3 Projection assumes an increase of :c1'I�arn 3114. 3 00%/In 31115. 3 00%,in 2016,and 3 00% in 2017 4 Projection assumes an increase of 3 010%to 2114_ r 3 004 rn 2015, 3.00% In 2016,and 3 00% in 2017 5 Projection assumes an increase of 300%in 2014 3.00%to 2015. 3 00%In 2016.and 3 0+091, in 2017 6 Projection assumes acv lroorease cf 3 009 in 1014 3 0104iiiin 2015, 3 0056 in 2014,and 3.00% in 2017 7 Projection assume an increase ct 3.00%11n 2714. 3 OTP14/In 2015 I 3 00% In 2016,and 3 00% in 2017 8 Prosection a assumes an increaser e4 3. +4 in 7314 33r1Q1t. n 2015. 3.x1435 in 2016.and� _3.00% In 2017 9 Projection assumes an increase tri 3 •o In 3714. ]O01L/In 2015, 3.53% In 2016.an 1..05;3 In 2017 10 Projection assumes an Increase of 304%in 2]14 3 CiDetan 2015. 3 03%In 2016.and 309% In 2017 11 Projection assumes an increase rA 3.004Win 2714 3171'1%on 2015, 33 in 2016.and 300% In 2017 12 Projection assumes an Increase of 0 001%in 2014 Mn 2015 G 1% in 2016.and u 03 In 2017 13 Projection assumes an increase M 2.177%in 2014 ,2 rn 2015. 3 04'14 In 2016.and, 300% In 2017 14 Projection assumes an imoraase cif 3. in 2014 3+ lin 2015 ' 3 013% In 2016. and 3.00% In 2017 15 Projection awsumnes an increase of 3.00%in 2014 3 0014 n 2015. 3.40%in 2016.and 300% In 2017 16 Projection assumes en increase of 3 00%in 2014 ,i in 2015. 3 aoic in 2016.and 3 00'x4 In 2017 17 Projection assumes an increase rA 3 00%,in 2014 �n 2015, 300%In 2018.anc 3 00% In 2017 18 Prcladion Ilse►umas en increase r.1 3 00%'in 2014 3 0Q%/In 2015. 300% In 2016,and 3 00% In 2017 19 PeCtiletiOn assumes an increase of 3.00%In 2014 3 00%/in 2015. 300% In 2016. and 300% In 2017 20 Prcdectkin assumes an increase of 300%in 2114, 30.. .. /Y1n 2015 3.00% In 2016.and 3.00% In 2017 21 Pi4ectdnn assumes an increase o4 3 009►in 2014 ,.3 00%rn 2015, _300"% In 2016.and _ 3 00% In 2017 22 Protection assumes an Increase of 3.00%in 21314 3 OD%in 2015 3 00% in 2016.and 3 00% in 2017 23 Projection assumes ars increase c.f 3 009 in 2014 300%in 2015 3[14'96 In 2016,and 3 00% In 2017 24 Projection assumes an Increase[A 3.00113 in M143 00'rl'n 2015 300% In 2018,and 3 00% In 2017 25 Projection assumes aro increase cA 300%in 2014 �n 2015, 3.00% in 2016.and 3 00% In 2017 76 Projection assumes an increase e4 3.04%in 25114 300%on 2015, 3.00% In 2016.once 3 00% in 2017 27 Projection assumes an tncrea+sa of :3 03%in 2114 3 009E n 2015. 300% In 2016 and 3.00% In 2017 28 Projection assumes an Increase of 3 In 2014. n 2015 3.00 In 2016,ane 3,0091+ In 2017 29 Projection assumes an increase cd :03]%in 3014 3 Q)%an 2015 3 in 2016.and 3 00'x4 In 2017 30 Projection assumes an increase of 3 003%in 2014 3 00%In 2015. 3. In 2016.ane 3.00% In 2017 31 Projection assumes an increase c4 3.00%an 2014 3000Mi Conn 2015 -5. in 2016.and 3.04% In 2017 32 Projection assumes an increase cA d.(frlWn 2014 n 2D13, 000% In 2018.and 0 00%k,In 2017 33 Projection assumes an increase of 3 00%in 2014 300%mn 2015. 3 00%in 2016.and 3 009E In 2017 34 Projection assumes an increase of - 3.00%in 2014 300%in 2015. 3.00%in 2016,and 3 0016.In 2017 Table 1.2 Financial Forecast end Proare111Impact 3tsranars This General Fund forecast for tete years 2015 through 2018 uses the adapted 2014 Budget as a beginning paint and currently assumes levels of service that ars identical to triose provided by tree City In 2014_ Rattner than a hard and fast prediction or the City's future tnances,this is a planning tool that alias us to determine how best to match existing and proposed programs and levels of serv+x-eitis anticipated 1lnancai resources and make adjustments if necessary. 18 2/12/2014 Business Plan Process This proposed six-year Business Plan for 2014-2019 is based on the fulfillment of the City's Vision Statement: "A community of opportunity where individuals and families can grow and play and businesses will flourish and prosper.° City Foundation In order to execute the Vision, the City Council, with public par- Core Beliefs, Vision Statement, Values, Customer Service Standards ticipation, established core beliefs, values, and annual budget goals, all of which provide direction for the City's six-year busi- 1 ness plan. The Appendix includes a comprehensive discussion 1 1 Internal Input City Council I External Input of the Foundation on which Spokane Valley was built, which -* Budget Goa 1— includes Core Beliefs, our Vision Statement, our Values, our Comprehensive Plan I_ Citizen Service commitment to Customer Service, a summary of Internal and 6-Year Financial Forecast Request System External Input Methodology, and the Council's Goals for 2013. CenterPlace Marketing Citizen Survey Plan I Strategic Service- Comment Cards The City Foundation, as established by City Council Goals and Parks Master Plan Delivery Areas I Focus Groups 6-Year Transportation Customer influenced by formal employee input, city planning process, Improvement Plan Correspondence analysis and other forms of Internal Input, along with citizen Street Master Plan- I Lunch w/the City surveys, comment cards, focus groups and other External In- Pavement put, is the foundation of the six-year business plan. Each of the Management Program Departmental Business SARStrategic Service Delivery Areas is supported by a Depart- Performaancente Analysis MissionnPlansStatement mental Business Plan. The initial Departmental Business Plans Employee Focus Groups Goals *Information is were developed through participatory meetings open to all City Commute Trip Reduction Strategies added as it employees. A SWOT analysis identifying the strengths, weak- Survey *Workload Indicators becomes nesses, opportunities and threats for each department was Resource Analysis *Performance Results available conducted. Mission statements and goals were established by Audits employees. Employee SWOT Analysis I In 2013, another SWOT analysis was conducted in preparation I 1 1 T for the 2014 Business Plan. Each department participated in Citywide Business Plan identifying internal strengths and weaknesses and external op- Encompasses All Items portunities and threats. This evaluation provides key direction- Above al information which assists the departments in the planning process for the 2014 Budget. 19 2/12/2014 20 2/12/2014 Strategic Service Delivery Areas The City of Spokane Valley is classified by five strategic service-delivery areas of one or more departments, as seen below. The five strategic service areas have mission statements that guide the departments within the strategic area. Additionally, in two of the strategic service areas, divisions were further defined. First, the Office of the City Attorney is a division within the Executive & Legislative Support Department which provides City-wide legal services such as litigation, legislation, contracts, and code enforcement. The second is the Finance & Information Technology Division within the Operations and Administrative Services Department. Strategic Service-Delivery Areas and Respective Departments Executive& Operations& Parks Public Legislative Support Administrative Community & Works Services Development Recreation Office of the Finance& — City Attorney — Information Technology 21 2/12/2014 22 2/12/2014 Understanding the Departmental Business Plan The 2014 Business Plan provides a detailed description of each department's programs which define the Strategic Service-Delivery Areas discussed on the previous page. Along with a description of each program, goals and strategies necessary to implement the plan to de- liver services effectively and efficiently are also provided. These goals encompass a six-year period and are intended to make departments responsive to the community. How does each department know if they are providing services effectively and efficiently? As with previous plans, the 2014 plan continues to provide Workload Indicators and Performance Results. This data is the measure to evaluate the service the City provides so we can make the appropriate adjustments to the plans in order meet the objective of providing our citizens with the highest level of service possible. This data will continue to be updated as the information becomes available. Further definition follows: Goals and Strategies in the Business Plan provide direction for the future; Workload Indicators and Performance Workload Indicators are data compiled to demonstrate the amount of Results help ensure desired results work performed, services received, and/or resources consumed. This are achieved and that citizens are re- type of information will be collected annually to identify trends that are ceiving the value they expect. occurring in our city that affect the government organization. Such infor- mation can be utilized to make staffing decisions, prioritize purchases to best meet the needs of our customers, and forecast budgetary needs for the future. Examples of workload statistics are the number of road miles cleaned and the number of permits issued. Performance Results are necessary to determine whether services are delivered effec- tively and efficiently. Although most basic city services provided are consistent across _ jurisdictions, the City of Spokane Valley has great discretion in deciding how to provide The Target is the desired end result which, when those services. Each task performed by a city employee has a desired effect attached met, confirms the effectiveness and efficiency of the to it. If we do not take steps to determine whether the desired effect is being accom- service provided. When the target is not met, ad- plished, we do not know if we are effectively meeting the needs of our citizens and cus- justments in strategies and staffing most likely will tomers. For example, a survey of citizens will tell us if we are providing the safe com- be necessary to meet the intended target. Several munity they desire, and an assessment of the condition of our streets will tell us if we factors can determine whether or not the depart- are maintaining our streets to a sufficient degree. The counterpart of the effectiveness ment can meet their desired target, two of which measure is the efficiency measure. We must also determine whether the cost to pro- are: 1) funding sources available to provide a quali- vide each service is a good value to our customers. These efficiency measures will let ty service; and 2) number of employees needed to us know whether we need to improve the workflow process or provide better resources provide the highest level of service. to accommodate the customer in a timelier manner. Examples of efficiency results are the cost per capita of delivering a service or the number of days to issue a permit. 23 2/12/2014 24 2/12/2014 I Vol. 7 Legislative — City Council 2014 Our Mission is to be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair, and committed to providing a high quality of life. Overview 2014 Councilmembers The City of Spokane Valley incorporated March 31, 2003, is a non-charter code city and operates under a Council-Manager plan of government. It is governed under the optional municipal Rod Higgins A+' ate., , code of RCW Chapter 35A. Under this form of government, leg- 2014-2017 islative authority is concentrated in the elected City Council, _ which hires a professional administrator to implement its poli- p ,a„� s Mayor, cies. — I C , Dean Grafos 2012-2015 There are seven positions on the City Council, and all council Deputy Mayor, g 3 positions are at-large positions. At-large means all Coun- Arne Woodard — cilmembers represent all of the citizens of Spokane Valley ver- 2012-2015 z , sus each Councilmember representing a specified area within I ill Ed Pace P ' 4the city. Councilmembers are generallyelected to four-year �;�'� 2014-2017 terms, with elections held every two years. For continuity, posi- tion terms are staggered by two years so that all positions are not open for election at the same time. Chuck Hafner Pin 5 2014-2017 Pursuant to RCW 35A.13.030, biennially the members choose b../ - a chair of the council. This chair position holds the title of position 6 Ben Wick Mayor. The Mayor presides all meetings and is recognized as - 2012-2015 the head of the city for ceremonial purposes. Bill Bates `- In addition to the position of Mayor, pursuant to RCW 2014-2017 `as+t 35A.13.035, a Mayor pro tempore or Deputy Mayor is chosen by the council. This position runs in concert with the position of Mayor and fulfills the duties of the Mayor during any absence or disability. 25 2/12/2014 Legislative — City Council 2014 Council Goals 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 ac- quisition, the Barker Road grade separation and purchase of a transfer station. I 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 op- tions 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. 26 2/12/2014 Legislative — 2014 Budget Impact Summary* City Council Increase/Reduction 2014 Budget • The City Council line-item portion of the budget (not including salary and benefits) is able to operate with a 1% increase over +1% the 2013 adopted budget. The following line-items have been adjusted to reflect the 1% increases from the 2013 budget: $1,949 o Memberships: AWC increased their dues for 2013 by $300. Because we do not receive an invoice for dues until after the budget is created, an increase of$600 has been added to the 2014 budget to adjust for the increase of$300 in 2013 and a potential increase in 2014. o Travel/Mileage has increased by 5% to help off-set increases in airfare, gas and lodging. Theoretical Budget Reduction Exercise 3% • To meet a 3% reduction from the proposed 2014 budget, the following line items have been reduced: ($12,417) o Office Supplies have been reduced by 25%; Meeting supplies by 25%. Both reductions are attainable. o Advertising has been reduced by 45%. o Travel/Mileage has been reduced by 29%. This reduction will have an effect on the Councilmembers' ability to attend conferences and meetings. Airfare will most likely be the area affected. o Registrations have been reduced by 27% with an effect on Councilmembers' ability to attend conferences and meetings. • In addition the 3% reductions noted above, to meet a 6% reduction, the following line items have been reduced further or 6% eliminated: ($12,417+ o Office Supplies have been reduced by 25%; Publications by 20%. Reduction in office supplies would affect daily func- $12,425) tion. o Advertising has been eliminated; Postage has been reduced by 42% removing "Welcome Letters" to new businesses; Copier Maintenance has been reduced by 33% limiting the use of the machine. o Travel/Mileage has been reduced by another 33%. Only local meetings can be attended. o Registrations have been reduced by another 28%. Meeting attendance will be limited to local meetings. 9% • In addition to the 3% & 6% reductions noted above, to meet a 9% reduction, the following line items have been reduced fur- ($24,842+ ther or eliminated: $12,400) o Meeting Supplies by another 25%; Postage has been eliminated; o Travel/Mileage has been reduced by another 60%. This reduction limits the amount of miles the Councilmembers will be able to travel. o Subscriptions have been eliminated. o Registrations have been reduced by another 50%. Meeting attendance will be extremely limited. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 27 2/12/2014 111 General Government— 2014 Budget Impact Summary This budget accounts for those activities that are not specific to the functions of any particular General Fund department or operation. Expenditures recorded here are composed of election costs and voter registration fees paid to Spokane County; the cost of the City's annual audit paid to the State of Washington; City Hall rent; most information technology expenses including annual computer leases, annual repair and maintenance contracts for servers and copiers, monthly telephone and internet charges, and computer and copier purchases. Also charged to this area are payments to out- side agencies for economic development and social service purposes; annual property and liability insurance premiums; and transfers to other funds representing General Fund investments or grant matches in a variety of capital projects. 2014 Budget Theoretical Budget Reduction Exercise 3% • Reduce the Contingency line-item by $50,000 from $150,000 to $100,000. ($92,700) 0 This will reduce the City's ability to address unforeseen issues that may arise through the year. • Reduce the City Economic Development line-item by $42,700 from $200,000 to $157,300. 0 This will impact the City's promotional efforts. 6% • Reduce the Contingency line-item by a total of$100,000 from $150,000 to $50,000. ($185,500) 0 This will further reduce the City's ability to address unforeseen issues that may arise through the year. • Reduce the City Economic Development line-item by a total of$84,000 from $200,000 to $116,000. 0 This will further impact the City's promotional efforts. • Reduce the Interfund Transfer to Fund #309 for park capital projects by $1,500 from $100,000 to $98,500. 0 This will impact the City's ability to finance future park capital projects. 9% • Reduce the Contingency line-item by a total of$102,600 from $150,000 to $47,400. ($278,300) 0 This will further erode the City's ability to address unforeseen issues that may arise through the year. • Reduce the City Economic Development line-item by a total of$125,000 from $200,000 to $75,000. 0 This will further impact the City's promotional efforts. • Reduce the Interfund Transfer to Fund #309 for park capital projects by a total of$50,700 from $100,000 to $49,300. 0 This will further impact the City's ability to finance future park capital projects. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 28 2/12/2014 Vol. 7 Executive & Legislative Support— City Manager/City Clerk 2014 Our Mission is to provide the City Council and employees with leadership, useful advice, and implementation of best practices to achieve adopted goals and deliver quality services to the community Overview Cita, Manager The Executive & Legislative Support Department is accountable to the City Council for the operational results of the organiza- Administrativeoe c — Assistant-City tion, effective support of elected officials in achieving their Manager �rsaracer goals, fulfillment of the statutory requirements of the City Man- ager, implementation of City Council policies, and provision of a communication linkage among citizens, the City Council, City t Administratrue Pahce Chef departments, and other government agencies. , ssstars>.- Cir{Attorney City Clerk.: (Contract Execw $ ti °City Cauncil Services) Executive and Legislative Support includes the City Clerk as - ' well as oversight of the Police Services Contract for the City. While the Office of the City Attorney is included in the Executive _ Deputy City C� III Iy cny CIUrk and Legislative Support Department, it works directly with all ' tk°'ney other departments and has its own Mission Statement and Goals following this section. n r'i trative Assistant Rul-e Legal intern (4) 29 2/12/2014 Executive & Legislative Support— City Manager Program Description City Manager- As the City's chief executive officer, the City Manager has overall responsibility for policy development, program planning, fiscal man- agement, administration, and operation of all City functions, programs and activities. The City Manager's administrative direction is provided by the City Council. The City Manager assesses community and citizen needs and ensures objectives and priorities are fo- cused on meeting those needs in an effective, cost-efficient manner; directs development and implementation of initiatives for service quality improvement; provides day-to-day leadership and works with the City's management team to ensure a high-performance, ser- vice-oriented work environment consistent with sound management principles. All City employees report directly or indirectly to the City Manager. The City Manager performs the following essential services: • Directs the implementation of the City Council's annual goals • Develops and directs the implementation of policies, procedures, and work standards for the City • Prepares and recommends long-range plans for City services and programs • Monitors status of contracts • Develops and recommends adoption of the annual budget • Coordinates the preparation of reports or presentations to the City Council or outside agencies • Develops specific proposals for action on current and future City needs • Acts as the Emergency Management Coordinator for the City • Monitors staff performance on qualitative and quantitative measures • Participates with local, regional, state and national jurisdictions to represent Spokane Valley's interests • Maintains good working relationships with community constituents Police Services - Police services are contracted through the Spokane County Sheriff's Department. The City of Spokane Valley Police Chief reports to the City Manager. 30 2/12/2014 111 Executive & Legislative Support— City Clerk Program Description City Clerk- The Clerk's Office, which consists of the City Clerk and Deputy City Clerk, manages the city's official records and public disclosure, supports the City Council, including agenda development and preparation of the official minutes, provides legal notices to the public regarding city business; supports all City departments and provides initial customer contact at City Hall. As the custodian of all City records, the Clerk's Office oversees record archival and all document imaging for state compliance. Two full-time employees have archived an additional 53 boxes of documents in 2013. There are now 29,681 documents scanned into Laserfiche. The City Clerk's office provides the following services: • Prepares City Council Agendas and Packets • Certifies official City Documents • Is Custodian of City Seal • Supervises City's official file record maintenance • Administers insurance claims • Administers the City's Municipal Code • Is the Public Records officer and handles public record requests • Ensures proper format for and processes resolutions and ordinances • Is responsible for business registrations • Administers oath of office for City Council • Monitors contracts and other documents for signature, recording and posting • Coordinates Volunteer Opportunities for City boards, committees and commissions • Responsible for set-up and clean-up of Council meetings • Attends all Council meetings and transcribes minutes • Presides at bid openings • Is responsible for publication of all legal notices • Serves as City's Election Official • Communicates with and provides citizens information • Administers Consultant, Small Works and Vendor rosters • Processes requests for use of City Logo • Serves as official Parliamentarian at Council meetings 31 2/12/2014 Executive & Legislative Support— Goals and Strategies Goals Strategie- G-1 2014-2019 Facilitate the achievement of annually established Council Goals (all years). • Annually develop objectives and strategies to accomplish Council Goals • Report goal attainment progress to the community in the City Manager's Budget Message G-2 2014-2019 Update the General Fund Budget Projection. The Budget Projection estimates • Update the General Fund Budget Projection on an ongoing basis expected revenues and expenses, incorporates the fiscal elements of depart- • Update departmental business plans mental business plans, identifies fiscal constraints and proposes formulas for • Calculate the fiscal impacts identified in business plans Council consideration in composing a budget-balancing approach that itemiz- • Assess revenue and expenditure trends es necessary service reductions or increased revenues, or a combination • Merge trend data with business plan cost data thereof. • Determine the financial delta • Develop best case and worst case scenarios • Formulate revenue and expenditure options • Determine affordable service levels • Select budget-balancing options to implement • Obtain Council authorization to proceed with selected option(s) G-3 (Council Goal) 2014 Prepare Legislative Agenda for Council consideration. • Present to Council a draft Legislative Agenda to consider what matters the City Council wishes to promote on behalf of the City for the potential inclusion in the Governor's Budget 32 2/12/2014 Executive & Legislative Support— Workload Indicators Goal Workload a 2013 2014 2015 2016 2017 Target G-1 Weekly Meetings w/Department Heads to attain Council Goals 53 Goal Attainment Progress(Business Plan)posted to website by Febru- \ ary 25 annually(after the winter Council Workshop) I Number of established Council Goals 5 Number of Council meetings 53 G-2 Draft of Departmental Business Plans completed annually by June 30 , General Fund Budget Projection reviewed and updated annually Balanced budget presented to City Council annually \ CC* Number of boxes archived 53 Number of public record requests processed 297 Number of contracts processed 234 Prepare analysis of electronic filing annually \I Ordinances passed 20 Resolutions passed 13 *CC = City Clerk workload indicators 33 2/12/2014 Executive & Legislative Support— Workload Indicators Goal Workload a 2008 2009 2010 2011 2012 Target G-1 Weekly Meetings w/Department Heads to attain Council Goals 53 52 52 52 51 Goal Attainment Progress(Business Plan)posted to website by Febru- 1 ary 25 annually(after the winter Council Workshop) Number of established Council Goals 6 7 6 6 6 Number of Council meetings 55 59 52 51 49 G-2 Draft of Departmental Business Plans completed annually by June 30 , \ General Fund Budget Projection reviewed and updated annually \ Balanced budget presented to City Council annually \ CC* Number of boxes archived 181 195 82 91 109 Number of public record requests processed 347 324 333 310 352 Number of contracts processed 166 216 171 192 206 Prepare analysis of electronic filing annually \/ \I Ordinances passed 28 41 26 22 29 Resolutions passed 24 18 20 12 14 *CC = City Clerk workload indicators 34 2/12/2014 Executive & Legislative Support— Performance Results "The Citizen Survey was first performed in 2009, again in 2011; but, was eliminated in the 2013 budget due to limited funding. Goal Performance 2013 2014 2015 2016 2017 Target G-1 Percent of citizens satisfied with Council Goals and City's direction ^ 1. 1(citizen survey) Average percent of citizens who attend Council meetings(citizen survey) Percent of citizens who rated the services provided by the City with a positive rating (citizen survey) Pertaining to living in Spokane Valley, percent of citizens who gave a positive rating (citizen survey) Pertaining to the City listening to its citizen's, percent of citizens who gave a positive rating (citizen survey) Pertaining to the City welcoming citizen involvement, percent of citizens ^ who gave a positive rating (citizen survey) G-2 IPertaining to the overall value of services received for City tax dollars paid, percent of citizens who gave a positive rating (citizen survey) Dollars spent City-wide per capita (all accounts year-end figure) $58,446,721 pending year-end adjustments 1 =91,490 $639/capita CC Percent of response per public record requests completed in 5 days 98.9% Percent of all documents and forms indexed on City's website by year 100% end Percent of prompt indexing of Council documents within 5 working days 100% 1 Includes local revenue as well as grant funds and other external revenues. 2013 figure is preliminary and unaudited. 35 2/12/2014 Executive & Legislative Support— Performance Results "The Citizen Survey was first performed in 2009, again in 2011; but, was eliminated in the 2013 budget due to limited funding. Goal Performance 2008 2009" 2010 2011" 2012 Target G-1 Percent of citizens satisfied with Council Goals and City's direction — 82% — 85% — i(citizen survey) Average percent of citizens who attend Council meetings(citizen survey) — 21% — 15% — Percent of citizens who rated the services provided by the City with a — 91% — 1 94% — positive rating (citizen survey) Pertaining to living in Spokane Valley, percent of citizens who gave a — 98% — 98% — positive rating (citizen survey) Pertaining to the City listening to its citizen's, percent of citizens who — 75% — Question not — gave a positive rating (citizen survey) in survey Pertaining to the City welcoming citizen involvement, percent of citizens — 85% — 79% — who gave a positive rating (citizen survey) G-2 Pertaining to the overall value of services received for City tax dollars — 83% — 83% — paid, percent of citizens who gave a positive rating (citizen survey) Dollars spent City-wide per capita (all accounts year-end figure) $58,936,857 $67,574,808 $49,530,368 $54,347,028 $57,082,939 pending year-end adjustments 2 =88,920 =89,440 =90,210 =89,7551 =90,1103 $663/capita $756/capita $549/capita $606/capita $633/capita CC 1 Percent of response per public record requests completed in 5 days 99% 100% 100% 100% 100% 100% Percent of all documents and forms indexed on City's website by year 100% 100% 100% 100% 100% 100% end Percent of prompt indexing of Council documents within 5 working days 100% 100% 100% 100% 100% 100% w 1 This number is based on the 2010 Census. 2 Includes local revenue as well as grant funds and other external revenues. 3 Per the Washington State Office of Financial Management 36 2/12/2014 Executive & Legislative Support - 2014 Budget and Staffing Impact Summary* City Manager & City Clerk Increase/Reduction 2014 Budget • The Executive & Legislative line-item portion of the budget (not including salary and benefits) is able to operate with a +1% 1% increase over the 2013 adopted budget. The following line-items have been adjusted to reflect changes made from $639.00 the 2013 budget: o Previously, our Code Publishing services— maintenance of our Municipal Codes when there are Ordinance chang- es—was provided as a printed version. This service is now electronic and the cost for this service is budgeted un- der Professional Services. This is an unknown cost as it is based on ordinance changes, but $3,500 is budgeted. o Subscriptions have been reduced by 35%. o Filing & Recording fees have been reduced by 50% due to previous history. Theoretical Budget Reduction Exercise 3% • To meet a 3% reduction from the proposed 2014 budget, the following line items have been reduced or eliminated: ($ 19,800) o Overtime hours have been eliminated. o Professional Services has been reduced by 90%. Based on previous history, this reduction may impact the hiring of bond counsel, eliminates the ability to purchase title searches when necessary, and the search for vacated management-level positions would be performed in-house. 6% ($ 19,800+ • In addition to the 3% reduction noted above, to meet a 6% reduction from the proposed 2014 budget, the following line $ 19,820) items have been reduced or eliminated: o Professional services has been reduced another 55% o Postage has been reduced by 55%; o Travel-Mileage/Registrations/Memberships have been eliminated. 9% ($39,620 + • In addition to the 3% & 6% reductions noted above, to meet a 9% reduction from the proposed 2014 budget, the fol- $ 19,820) lowing line items have been reduced or eliminated: o Salaries have been reduced by 4.5% o Office Supplies have been reduce by 66%; Publications and Small Tools have been eliminated. o Postage has been reduced another 45%; Subscriptions, Memberships & Miscellaneous line items have been eliminated. o Printing & Binding has been reduced by 50%. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 37 2/12/2014 38 2/12/2014 Vol. 7 Executive & Legislative Support— Office of the City Attorney 20141 Our Mission is to implement Council policy by providing clear direction and meaningful assistance to employees administering city government and citizens who use city government. Ensure that all City actions are consistent, timely and helpful. Maintain a positive and creative workplace. Overview Ali'S'AIt rn, The Office of the City Attorney represents City's legal interests including oversight of claims and litigation. The division manages the City's legal service agreements such as courts, prosecutors, and probation. The City Attorney drafts ordinances and resolu- tions, negotiates contracts, leases, and agreements and sup- ports departments in enforcing associated laws. The Office of the City Attorney also provides specialized employee training regard- ing existing law. The City Attorney supervises and directs the minr9trotiveAa ]zYrrit Depot_,um. -1tome. work of Rule 9 Legal Interns. Rule~ +nlerrr: 39 2/12/2014 Executive & Legislative Support— Office of the City Attorney Program Description Office of the City Attorney - Overview of operations of Office of the City Attorney - The Office of the City Attorney is responsible for providing legal advice and sup- port to the City Council and City employees, as well as to prosecute and defend all civil matters not assigned to outside counsel. This office works extensively with all City departments. The Office of the City Attorney provides the following services: • Negotiate and draft and/or review all contracts • Negotiate and draft franchise agreements with utility providers • Meet and negotiate with Spokane County on service contracts • Meet and negotiate with other jurisdictions on a variety of matters, including interlocal agreements • Defend City in litigation and administrative hearings • Represent City in code compliance litigation and collections • Maintain office and document organization necessary to successfully complete all tasks • Advise on labor relations and employment law • Advise on Community Development issues, including reviewing Planning staff reports • Advise on numerous miscellaneous issues on general governance on a daily basis • Draft, or review and revise, ordinances, resolutions and policies • Draft legal memoranda on a full range of municipal issues • Review and compile responses to public record requests when necessary • Provide training to staff on legal issues with broad application, such as public records, the Open Public Meeting Act, public disclosure rules, ethics, administrative and land-use regulations, and contracts and purchasing • Attend all Planning Commission meetings • Review and advise on all real property transfers (easements, deeds, etc.) The Office of the City Attorney has been staffed with two attorneys, one administrative assistant, and from one to three legal interns for the past nine years. Our daily work largely consists of providing timely advice on a full range of municipal issues to City staff and the City Council. The most common examples involve reviewing public record request responses to determine compliance with disclosure and privacy laws; drafting and reviewing contracts for all departments; advising or drafting legal memoranda on a wide range of munici- pal issues; reviewing and advising Community Development on proposed developments in order to proactively identify and avoid po- tential legal difficulties; and represent the City in litigation. 40 2/12/2014 Executive & Legislative Support— Office of the City Attorney Goals and Strategies Goals Strategies G-1 2014-2019 To have a fully operational City Attorney's Office that proactively assists in pro- • Review programs gram development, advises all departments on legal issues in a timely matter, • Monitor workload &workload changes and manages all potential and existing litigation. • Track response times • Identify deficient areas G-2 1014-2018 'N To assist other departments in analyzing and mapping existing processes to • Maintain and update all form contracts used by all departments determine compliance with the law and whether higher levels of customer ser- • Attend internal planning meetings to identify and resolve potential issues vice can be achieved. • Review and revise administrative policies and procedures as appropriate G-3 2014-2016 In support of Council Goal to identify long term solid waste options: Analyze • Identify long term Council priorities governance of solid waste facilities, and legal options for efficient and economi- • Assist in identifying options, providers and costs for disposal and collec- cal methods of solid waste disposal. Analyze provisions of solid waste collec- tion tion, and legal options for efficient and economical methods of solid waste col- • Review/revise Interlocal Agreements lection. Review and potentially negotiate terms of a solid waste interlocal • Options analysis agreement with Spokane County, City of Spokane, and other regional jurisdic- tions. G-4 2014 Draft and complete Contract and Purchasing Guidelines. Provide staff training • Research alternatives in contract and purchasing procedures. • Draft and finalize summary of contract and purchasing procedures • Advise client • Assist in finalizing purchasing guidelines, necessary code changes, and policy revisions/additions. 41 2/12/2014 Executive & Legislative Support— Office of the City Attorney Goals and Strategies, continued Goals Strategies G-5 2014-2015 Identify a way to retain e-mails that complies with applicable state laws, and • Provide training/presentations provides for a more manageable system for staff • Update through WSAMA • Present to other jurisdictions G-6 2014-2015 Negotiate and draft utility franchise agreements on an as-needed basis with util- • Finalize and begin negotiations to establish and update franchise agree- ity providers. ments • Draft model language for franchise agreements G-7 2014-2015 Assist Community Development to identify options for economic development • Flexible zoning techniques • Organize and update all rules regarding vesting and imposition of condi- tions on development 42 2/12/2014 Executive & Legislative Support— Office of the City Attorney Workload Indicators and Performance Results Goal Workload 2013 2014 2015 2016 2017 Target Dept. Work order requests processed 251 related Legal memoranda 27 Public record requests processed (does not include day-to-day file re- 19 view in response to public record requests processed by City Clerk) Litigation matters including enforcement matters. Enforcement—Opened 25 Closed 16 Training classes taught 5 Average number of days for completion of tasks 18 Ordinances and resolutions drafted 33 Contracts reviewed 206 Goal Performance 2013 2014 2015 2016 2017 Target Dept. Legal service cost per hour compared to outside counsel $82 vs$250 related Percent of internal clients reporting legal advice was timely 67% 95% Percentage of internal clients reporting that legal advice was clear and 77% relevant 43 2/12/2014 Executive & Legislative Support— Office of the City Attorney Workload Indicators and Performance Results Goal Workload 2008 2009 2010 2011 2012 Target Dept. Work order requests processed 388 252 283 259 249 related Legal memoranda 90 114 83 111 50 Public record requests processed (does not include day-to-day file re- 29 29 15 6 9 I view in response to public record requests processed by City Clerk) Litigation matters including enforcement matters. 105 68 70 61 32 Enforcement—Opened 94 21 7 9 17 Closed 71 58 67 39 21 Training classes taught ` 8 11 3 3 4 Average number of days for completion of tasks — — 12 24 22 Ordinances and resolutions drafted 40 59 39 34 43 Contracts reviewed 166 75 93 125 190 Goal Performance 2008 2009 2010 2011 2012 Target Dept. Legal service cost per hour compared to outside counsel $73 vs$250 $74 vs $250 $65 vs$250 $79 vs$250 $79 vs$250 related Percent of internal clients reporting legal advice was timely 91% 63% 82% 84% 80% 95% Percentage of internal clients reporting that legal advice was clear and 95% 94% 74% 87% 77% relevant 44 2/12/2014 Executive & Legislative Support - 2014 Budget and Staffing Impact Summary* Legal Department Increase/Reduction The Office of the Attorney was able to keep the same level of service and meet the directive to produce an initial 2014 Budget at the targeted 1% increase over the 2013 Budget as a result of carefully examining the expenditure history in all accounts and 2014 Budget reducing the budget requests in a variety of line items to more closely reflect previous spending. +1% $760.00 Theoretical Budget Reduction Exercise 3% • Office supplies-reduced by$300 (25%) ($13,360) 0 Every effort will be made to reuse items that can be reused and go without wherever possible • Outside legal counsel -reduced by$11,910 (23%) 0 This will increase workload for in-house attorneys, slowing response times • Professional services-reduced by$550 (26%) 0 This is likely a more accurate calculation of need • Postage—reduced by$100 (20%) 0 This is more likely a more accurate calculation of need • Filing/recording fees-reduced by$400 (13%) 0 Will need to prioritize documents to be recorded if possible • Registration—reduced by$100 (5%) 0 This will reduce training for the administrative assistant 6% In addition to the 3% cuts mentioned above: ($13,360 + ($12,974) • Eliminate one of two legal interns-reduced by$12,990 (50%) 0 This would have a substantial impact on the workload for the two attorneys and remaining intern, significantly reducing efficiency, total work product completed, as well as timeliness of completed work 9°/0 In addition to the 3% and 6% cuts mentioned above: • Eliminate both legal interns-reduced by$25,980 (100%) ($26,350 + 0 This would have a substantial impact on the workload for the two attorneys, significantly reducing efficiency, reducing total work $12,990) product completed, as well as timeliness of completed work *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 45 2/12/2014 46 2/12/2014 I Vol. 7 Operations and Administrative Services 20141 Our Mission is to support the organization and provide exceptional customer service by assessing and addressing the needs of customers and employees, emphasizing public accountability, fostering community involvement, and managing the delivery of services to the citizenry. Dell-0 Relarrage. I Overview l I I ir The Operations & Administrative Services Depart- &Amor Public , Human Adrntnts#rahve ment includes the human resources, central re- Ad, ;,.,s„ztr, In°fbrse,al,on RatouNittN Ana lyst ception, public information, contract administra- Ariel y51 rrVi,er Mei-lager tion, and finance functions of the City. This section of the Business Plan reflects the operations over- - sight division of the department. VI wan F mnrIo1 IekchmalIIn Office Ass[5tant 1 Off+cs Assistant Id 47 2/12/2014 Operations and Administrative Services— Deputy City Manager Program Description Deputy City Manager— Oversees the Operations and Administrative Services Department for the City. The Deputy City Manager works under the gen- eral direction of the City Manager and works with the City's management team to coordinate their efforts toward the achievement of their departmental objectives and the objectives of the City government as a whole. The Deputy City Manager participates in and makes suggestions to the City Manager in the formulation of strategy and city policy involving organization, procedures, and services. Duties also include advising the City Manager in the determination of program needs, the preparation and presentation of programs for approval by the City Manager and City Council, and the coordination of the implementation of approved pro- grams. The Deputy City Manager performs operations oversight for the Community Development, Public Works, and Parks and Recreation departments. The Deputy City Manager performs the following essential services: • Works with the City Manager and department heads in planning, organizing, coordinating and implementing programs affecting assigned areas of responsibility • Coordinates with other managers of City services on matters affecting their areas of responsibility • Briefs the City Manager on issues of concern in the departments and functions in assigned area of responsibility to as- sure proper action • Meets and corresponds with various citizens, professional, business and other groups to answer questions and secure their help in carrying out various programs • Coordinates the preparation of annual budget for departments within assigned area • Reviews results of major studies and coordinates the preparation of reports and recommendations • Confers with employees and employee group leaders on Human Resource issues • Attends Council meetings and makes reports concerning activities for which responsible as requested by the City Manag- er; Confers with officials of city, county, state and federal agencies regarding plans and priorities for existing and planned programs • Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively and jointly to provide quality seamless customer service 48 2/12/2014 Operations and Administrative Services— Public Information Program Description Public Information - The Public Information Office provides professional communications services that result in the distribution of complete, accurate and timely information on City programs, projects and activities using a variety of communication tools and channels to create public aware- ness, understanding, interest, input and involvement in City government. Essential services: • Help ensure government transparency through development and dissemination of timely, accurate and complete information on city programs, projects, activities and issues. • Provide emergency information and instructions for the safety and well-being of citizens, City Council, City staff in the event of emer- gencies (i.e., Valley View Fire, Snow Emergencies, and Declaration of Pandemic Influenza) • Provide winter snow plowing notifications and information on road construction impacts to police, fire, emergency responders, public transit, school transportation offices and the community through emailed updates as well as through media releases and website postings. • Identify and develop informational materials on road construction projects and impacts for affected businesses and residents and distribute via direct mail, email, website postings, RSS feeds, and through the media. • Primary contact and coordination for interaction with media. • Primary contact for general information about the City of Spokane Valley • Provide a conduit for two-way communications between Council, staff, businesses and citizens to facilitate representative govern- ment. • Coordinate bi-annual citizen satisfaction survey to help guide Council and staff efforts and improve city services. • Utilize a variety of channels and resources for dissemination of city information including printed brochures, newsletters, media re- leases, feature stories, website postings, RSS feeds, and email notification lists, as well as telephone and personal contact. • Coordinate public works projects community information meetings, special events such as the State of the City address, and partici- pation in a variety of community events Key Results for 2013 include: • Media contacts — 146 • Emailed Media Release subscribers — 401 • Newsletter distribution: Insert-12,336 • Media releases — 265 Email — 597/issue; Issue mailed — 46,577 I • Earned media stories — 300 • Emailed HotTopic subscribers-597 • Spokesman Review Valley Voice 1• Total Media stories — 601 • Emailed Traffic Alert subscribers-467 distribution - 15,000-18,000 per story* • Newsletters produced — 2 • Citizen contacts (Carolbelle Branch) — 332 t• Valley News Herald distribution — 5,500 • Website updates — 30 per story* *print circulation only—not entire readership, which is greater. Also does not include online readers 49 2/12/2014 Operations and Administrative Services— Contract Administration and Analysis Program Descriptions Contract Administration The Contract Administration Program is responsible for negotiating and administering all public safety contracts, including law en- forcement, jail, and the district court, which total more than $23 million and comprise of 64% of the general fund budget. Ensures contract services are delivered to citizens and businesses at a high level for a good value and that all locally generated revenue goes toward serving City of Spokane Valley customers. Interacts with customers to answer questions and provide information on services such as Animal Control and Cable Television. Analysis - Evaluates current service delivery based upon current and anticipated demand while employing the best business practices and sound fiscal policy to ensure that staffing levels match demand and all efficiencies are incorporated. 50 2/12/2014 Operations and Administrative Services— Human Resources Program Description Human Resources - The Human Resources Office is responsible for providing personnel consultation and employee services to City of Spokane Valley management and its 89 regular (including Council) and 30 seasonal employees, supporting a workforce that is motivated to deliver quality services to the community. This is accomplished through the following responsibilities: • Employee Recruitment • Labor Relations • Training • Compliance w/Employment • Compensation Administra- • Policy Development and Law tion Administration • Employee Wellness • Health Care and other Bene- • Orientation • Performance Management fits Administration • Website Administration Human Resources conducted 75 interviews, filling 19 positions in 2013. The office maintains a greater than 95% satisfaction rate with the services provided to City employees and managers. Human Resources also worked with the Database Administrator to develop an online employment application system that will improve the applicant's experience and response time while improving efficiency for HR Staff. The Office, along with the newly-formed Wellness Committee, continues to achieve the WellCity Award by developing a qualified Well- ness Program which is anticipated to reduce employee health care expense by more than $8,000/year. The HR office provides Risk Management services to the City in the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortu- nate events. Further, the Human Resources Manager functions as the Americans with Disabilities Act (ADA) coordinator guiding the City's efforts to promote access to its citizens. As the City's designated contact for persons requesting accommodation, the HR Manager works with the public to provide reasonable access to City's services. HR prepares the City for the many changes in the external business environment including increased governmental mandates and legislation, recruitment needs as the pool of skilled workers decreases, the increasing cost of labor, and changing workforce de- mographics. 51 2/12/2014 Operations and Administrative Services— Central Reception Program Description Central Reception - Central Reception consists of two full-time employees who serve as the primary point of contact for the City while providing the highest level of customer service for citizens, clients and staff. Central Reception greets and assists all visitors, provides information, assists in business license applications, makes community referrals, answers incoming telephone calls, takes messages, and directs calls to staff members. During 2013, two full-time employees assisted with 2,069 new business li- cense applications, 5,754 annual business license renewals, answered and directed 6,846 phone calls to staff, greeted 2,507 visitors, and reported 996 Citizen Action Requests. Additional services include: • Route Calls and Provide In- • Post Regular and Certified • Schedule Conference Rooms formation for City Services Out-going Mail and Vehicle Usage H. Home Occupation Applica- • Public Record Requests • Traffic Related Requests tions • Street Maintenance Re- • Non-Domestic Animal Issues • Maintain City Directories on quests website • Snow Plow/Street Sweeping • Order Business Cards/Name • Database Maintenance for Information Plates Business Licensin• • Maintain Literature for City • Database Maintenance for • Abandoned Vehicles Services Public Works • Business Licensing & Wel- • Citizen Service Requests • Mail Distribution come letters to new busi- W nesses 52 2/12/2014 Operations and Administrative Services— Goals and Strategies Goals Strategies G-1 2014-2019 Respond to internal and external impacts on the City's human resources func- • Evaluate City's work environment to encourage retention of existing staff tion in order to recruit and retain a well-qualified workforce. • Expand New Employee Orientation and ongoing training • Develop processes that improve employee access to information, and make the best use of technology in order to administer cost effectively • Evaluation of employment costs to identify opportunities to reduce those costs G-2 2014-2019 Enhance community interest and involvement in City government. • Involve all departments in Council goals & enhancing community interest & involvement in City government • Develop reports on Spokane Valley demographics and economics based on 2010 decennial census. G-3 2014-2019 Formalize public accountability in City operations through incorporating the • Incorporate the Business Plan in the City's decision-making process to Business Plan into decision making and establishing a toolbox for evaluating enhance accountability through implementation of performance results the City's contract services. An open, collaborative government is the third • Implement a periodic community survey to objectively monitor customer Core Value adopted by City Council. satisfaction • Evaluate City's contract services • Implement an managedcontract competitionauditprprocess G-4 2014-2019 Audit of existing risk management practices and further development of the • Assess whether City property is properly insured Risk Management Program for the City • Develop procedures for minimizing claims costs • Provide recommendations to the City Manager for program development 53 2/12/2014 Operations and Administrative Services— Workload Indicators Goal Workload 2013 2014 2015 2016 2017 Target G-1 Number of City employees 97 Personnel action forms processed 100 Number of training classes facilitated or coordinated 5 Interviews conducted 75 Employees hired (*regular employees—permanent FT/PT employees; 9 limited term; does not include temporary/seasonal employees) Average number of applications received per recruitment cycle 31.95 G-2 Media releases issued 265 185 Total Media stories 265 680 Public Information contacts with the media 332 200 Community newsletters produced 2 2 *Police stories no longer included ** Media now contacts many departments directly ***Reduced to 2 due to reduction in budget 54 2/12/2014 Operations and Administrative Services— Workload Indicators Goal Workload 2008 2009 2010 2011 2012 Target G-1 Number of City employees 89 88 79 84 85 Personnel action forms processed 148 168 260 118 162 Number of training classes facilitated or coordinated 9 11 12 6 4 Interviews conducted 154 66 73 101 75 IEmployees hired (*regular employees—permanent FT/PT employees; 15 9 6 16 6 limited term; does not include temporary/seasonal employees) Average number of applications received per recruitment cycle 94.8 77.8 41.5 67 39.28 G-2 Media releases issued 203 201 167 219 206 185 Total Media stories 673 556 855 723 507* 680 Public Information contacts with the media 273 201 193 219 151** 200 Community newsletters produced 3 regular 3 regular 3 regular 2 regular*** 2 regular 2 11 special *Police stories no longer included ** Media now contacts many departments directly ***Reduced to 2 due to reduction in budget 55 2/12/2014 Operations and Administrative Services— Performance Results Goal Performance 2013 2014 2015 2016 2017 Target G-1 Percentage rating for employee satisfaction with Human Resources 93% 95% Percentage rate of employee turnover 5.9% Human Resource full-time employees(FTE)per 100 employees 2 Percentage of annual non-manager performance reviews completed 83% within 30 days of anniversary date Average number of days to complete recruitment 40 G-2& Customer satisfaction re:contact with City Hall as it pertains to a positive G-3 impression of employees(citizen survey): Knowledge 92% Responsiveness 94% Courtesy 93% Overall impression 90% Customer use of website(citizen survey): 36% Customer satisfaction with Public Information services(citizen survey): 97% Earned media stories per FTE in Public Information Office 200 180 Community Newsletter distribution per capita 51.6%124% Read community newsletter(citizen survey) 24% IWatched Council meetings on cable or web-streaming (citizen survey) 30% "The Citizen Survey was first performed in 2009, again in 2011; but, was eliminated in the 2013 budget due to limited funding. 1 2013 figure is based on the U.S.P.S. newsletter mailed to 46,577 addresses and emailed to 597 addresses and divided by City population of 91,490 per AWC survey. 56 2/12/2014 Operations and Administrative Services— Performance Results Goal Performance 2008 2009 2010 2011 2012 Target G-1 Percentage rating for employee satisfaction with Human Resources 97.6% 98% 97.8% 96.6% 65% 95% Percentage rate of employee turnover 9% 6.2% 8.2% 4.74% 8.48% Human Resource full-time employees(FTE)per 100 employees 2 2 2 2 2 Percentage of annual non-manager performance reviews completed 53.42% 37% 39.7% 21.54% 35% within 30 days of anniversary date Average number of days to complete recruitment 130 55.8 50.54 67 75.95 G-2& Customer satisfaction re:contact with City Hall as it pertains to a positive G-3 impression of employees(citizen survey): N N Knowledge — 88% — 94% — 92% Responsiveness — 90% — 87% — 94% Courtesy — 89% — 88% — 93% Overall impression — 86% — 86% — 90% I Customer use of website(citizen survey): — 26% — 35% — 36% Customer satisfaction with Public Information services(citizen survey): — 92% — 91% — 97% Earned media stories per FTE in Public Information Office 162 96 166 115 154 180 Community Newsletter distribution per capita .0031% 22.76% 22.6% 22.6% 21.6% 24% Read community newsletter(citizen survey) — 23% — 71% — 24% Watched Council meetings on cable or web-streaming (citizen survey) — — — 28% — 30% 57 2/12/2014 Operations and Administrative Services - 2014 Budget and Staffing Impact Summary* — Deputy City Manager, Central Reception, Public Information, Contract Administration Increase/Reduction • The Operations & Administrative Services department's line-item portion of the budget (not including salary and benefits) is 2014 Budget able to operate with a 1% increase over the 2013 adopted budget. The following line-items have been adjusted to reflect the+1% changes from the 2013 budget: $354.00 o Publications have been reduced by 50%. No previous expense has been recorded against this line-item. o Meeting supplies have been reduced by 43% to better reflect expense history; Fuel has been increased by 50% to better reflect expense history. o Cell phones have increased by 35% to include the wireless card for the PIO to have access from home during winter months to release snow reports through the night. Theoretical Budget Reduction Exercise 3% • To meet a 3% reduction from the proposed 2014 budget, the following line items have been reduced or eliminated: ($ 19,150) o The Public Information Officer's Intern position has been reduced by 33%. o Web Site Support Services & Licenses; including Spokane Valley Citizen Action Request online Entry System / C.A.R.E.S in E-gov has been eliminated. • This is the only program within the Operations & Administration budget that can be eliminated while allowing for oth- er daily functions to continue. 6% • In addition to the 3% reductions noted above, to meet a 6% reduction from the proposed 2014 budget, the following line ($ 19,150 + items have been reduced or eliminated: $ 18,708) o Salaries have been reduced by 3% o The Public Information Officer's Intern position has been eliminated. o Travel/Mileage has been eliminated. 9% ($38,858+ $ 18,510) • In addition to the 3% & 6% reductions noted above, to meet a 9% reduction from the proposed 2014 budget, the following line items have been reduced or eliminated: o Salaries have been reduced by another 6%. o Registrations/Training have been eliminated. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 58 2/12/2014 Operations and Administrative Services - 2014 Budget and Staffing Impact Summary* — Human Resources Increase/Reduction The Human Resources department is able to provide the services within the 2014 budget at 1% increase over the 2013 Budget. The following adjustments would be necessary to remain within the 1% increase (not including salaries & benefits): 2014 Budget +1% • Reduce Advertising to fill job vacancies by 59% impacting recruitment efforts. $4,964 • Reduce Copier Maintenance by 9% • Increase memberships by 38% to add employee safety resources through the Evergreen Safety Council. • Increase employee training by 79% to provide needed safety related training. Theoretical Budget Reduction Exercise 3% The 3% overall operating cost changes include: ($7,095) • Reduction in legal services by 50%, reducing access to counsel on employee-related issues. • Reduction in recruitment advertising by 90% where only one to two recruitment efforts use print media. • Eliminate use of postage. • Reduction in Training and Travel expense impacting employee development and awareness of industry practices. • No City-wide training event. Individual training as necessary • Reduction in Wellness budget to minimum required by AWC. 6°! The 6% overall operating cost changes include the above-noted and: $7,095 + • Elimination of Print media for recruitment purposes. ($7,095 • Elimination of legal services for employment issues. • Elimination of pre-employment physicals. • Elimination of travel by HR Staff. • Elimination of planned membership in the Evergreen Safety Council impacting access to resources used in improving employee safety. • Further reduction of employee training provided through the HR Office. 9% The 9% overall operating cost objective includes the above-noted $14,198, and: ($14,198+ • Reduction of Human Resources Technician position to part-time $ 7,152) • Elimination of staff training. • Elimination of all memberships including Drug and Alcohol testing through AWC *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 59 2/12/2014 60 2/12/2014 Finance & Vol. 7 Operations and Administrative Services — Information Technology 20141 The Mission of the Finance and Information Technology Department is to assist the City Council, City Staff and Citizens in the areas of financial planning, budgeting, financial reporting and overall stewardship of City Resources. The Information Technology Group (IT) seeks to understand technology and how it can best serve internal and external IT users. Overview The Finance and Information Technology Division pro- vides financial management and technology services for all City departments. Programs include accounting ric, e:Director and reporting, payroll, accounts payable, budgeting, financial planning, treasury and information technology. This Division exists within the Operations and Adminis- trative Services Department. r:rl ,.a n-Speri Lilt VicLowilantAkioger , cmunttng ,+4countraig J:.LiI (2.0 AnalysPManager Technician 12.01 1e7ll ^ 7 Cc i mc]an * *See Goal 3—Strategies, page 63, for information on funding this requested position. 61 2/12/2014 Operations and Administrative Services— Finance & Information Technology Program Descriptions Finance & Information Technology - Finance is charged with the responsibility of administration, coordination, supervision and control of financial activities engaged in by the City. These functions are performed through a combination of interrelated activities including financial management, general accounting and information technology. • Financial management responsibilities include: 0 budget development and monitoring, 0 preparation of periodic budget amendments, 0 treasury control and management of the City's cash and investment portfolio, 0 debt financing and management, 0 working with public works staff on financing options for capital projects • General accounting responsibilities include: 0 internal and external financial reporting including preparation of the Annual Financial Report, 0 coordinating with the Washington State Auditor's Office for the City's annual audit which on average represents approximately 800 au- ditor hours each year, 0 general ledger accounting, 0 audit coordination, 0 cash receipting including preparation of daily deposits for City departments, 0 tracking and receipting telephone utility tax payments, 0 tracking and receipting quarterly gambling tax payments, 0 processing of payroll for 85.25 full-time equivalent employees as well as seasonal and temporary employees, 0 process approximately 3,000 accounts payable checks, 0 grant accounting and reimbursements, 0 project accounting and reimbursements, 0 advertise and call for applications for Outside Agency grants for both social service and economic development agencies, 0 advertise and call for applications for Lodging Tax grants • Information technology responsibilities include: 0 the design, maintenance and support of the City's data network, 0 researching, ordering, delivering, repairing and maintenance of all desktop, laptop, iPad and peripheral equipment, 0 maintenance of all primary computer applications including the financial management and permitting systems, 0 broadcasting of City Council meetings which entails the ongoing maintenance and support of the necessary hardware and software as well as working with the vendor involved with actual recording of the meetings 62 2/12/2014 Operations and Administrative Services— Finance & Information Technology Goals and Strategies Goals Strategies G-1 2014-2019 Maintain a consistent level of service in payroll, accounts payable, budget de- • Work with Finance staff to cross-train position responsibilities and velopment, periodic and annual financial report preparation and information knowledge base where possible. technology services. I. Provide adequate training opportunities to allow staff members to remain current with changes in pronouncements by the Governmental Accounting Standards Board (GASB), changes in the Eden financial management sys- tem, and changes in the electronic technology that allows all City employees to be more efficient and effective. G-2 2014 Complete the 2013 Annual Financial Report by May 30, 2014, and receive a • This can be accomplished through a combination of cross-training responsi- "clean audit opinion"from the Washington State Auditors Office. bilities between the Accounting Manager and Staff Accountants as well as remaining current on GASB pronouncements. G-3 2014 Improve information technology service and response times with no added cost • The City typically expends roughly$100,000 per year for vendors to provide to City. Add a Help Desk Technician position. relatively routine maintenance work on our computer network. Cost for the Ivendor ranges between $130 and $150 per hour which averages out to ap- proximately 700 hours of service per year. Our existing information technol- I ogy (IT) staff is composed of two individuals who are technically capable of performing much of the work currently done by the outside vendors but are unable to do so because of time constraints resulting from being such a thin- ly staffed program. We believe we can hire a full-time Help Desk Technician in 2014 whose wages, benefits and payroll taxes would be approximately $65,000 per year to begin but would be a 2,080 hour per year presence who could handle the more routine IT functions during the course of the day thus I allowing the IT Techs to do much of the technical work currently done by the vendor. The $65,000 cost of the additional employee would be offset with a corresponding reduction of$70,000 in the General Government portion of I the budget that is currently expended for the outside vendor as well as a $4,800 reduction in the Finance Department's professional services budget. We anticipate hiring this position would result in a General Fund savings of I $9,800 in 2014. Assuming a 4% increase per year in the cost of the em- ployee and 0% vendor cost increases (which is unlikely)we would save I money in the years 2014 through 2017 with an approximate break even in 2018 and beyond. 63 2/12/2014 Operations and Administrative Services— Finance & Information Technology Workload Indicators & Performance Results Goal Workload 2013 2014 2015 2016 2017 Target Dept. #of accounts payable checks (Includes wires&payroll benefit checks) 3,509 related Total City expenditures $58,446,7211 Number of phone lines 39 Number of computer workstations 134 I Number if i-Pads 18 Number of servers&appliances supported 40 Number of PC's installed or replaced 0 Goal Performanc- 2013* 2014 2015 2016 2017 Target Dept. Finance Department operating expenditures/Total City expenditures 0.0177 related Dollar value of accounts payable checks processed $45,834,493 IDollar value of wages paid including OT and seasonal help $6,066,394 I Help desk requests per IT FTE per month 35 IT FTEs per number of workstations 67 Network availability% 99% 1 2013 figure is preliminary and unaudited. 64 2/12/2014 Operations and Administrative Services— Finance & Information Technology Workload Indicators & Performance Results Goal Workload 200: 2009 2010 2011 2012 Target Dept. #of accounts payable checks (Includes wires&payroll benefit checks) 2833 3073 2910 3312 3486 related Total City expenditures $58,936,857 $67,574,808 $49,530,368 $54,347,028 $57,082,393 Number of phone lines 28 35 36 39 41 Number of computer workstations 140 145 148 150 152 N Number of i-Pads 0 0 0 0 6 Number of servers&appliances supported 33 37 39 40 40 Number of PC's installed or replaced 20 40 4 63 36 Goal Performanc- 2008 2009 2010 2011 2012 Target Dept. Finance Department operating expenditures/Total City expenditures .0111 .0120 .0175 .0190 .0162 related Dollar value of accounts payable checks processed $48,558,039 $59,319,241 $41,250,522 $44.981,566 $48,167,392 Dollar value of wages paid including OT and seasonal help $4,849,357 $5,407,369 $5,829,128 $5,494,477 $5,814,867 Help desk requests per IT FTE per month 55 75 80 48 55 IT FTEs per number of workstations 70 72.5 74 75 76 Network availability% 99% 99% 99% 99% 99% 65 2/12/2014 Operations and Administrative Services - 2014 Budget and Staffing Impact Summary* Finance & Information Technology Impact Summary Increase/Reduction Non-payroll Increase - $341.00 2014 Budget . Although the 1% increase allowed for non-payroll items computes to $341, we only increased this portion of the 2014 +1% Budget by $300 for a total increase of 0.88%. Our focus in the non-payroll area was to shift line-item budget authority $341.00 around to either more accurately reflect where we've historically expended money or where we expect we will expend money in 2014. Notable changes from the 2013 budget include: 0 Increased the Supply category from a total of$3,500 in 2013 to $7,000 in 2014. The $7,000 total is more reflective of the amount actually expended in 2011 and 2012 and the amount we anticipate we'll expend in 2013. 0 Reduced Professional Services by $3,000 which in large part allowed us to expand the supply portion of the budget. Theoretical Budget Reduction Exercise 3% In order to meet the directive to reduce the budget by 3%: ($33,613) • Reduce a staff position from 1.00 to .50 FTE. • Reduce some other non-payroll related oine-items by a total of$1,154. 0 No immediate check requests will be processed which will have the greatest impact on City construction projects. 0 City payments to vendors will be slower. In addition to the 3% reduction: 6% • Reduce the Finance Department employee count by an additional .36 FTE for a total reduction of.86 FTE. ($33,613 + • Increase non-payroll line-items by a total of$1,286. ($33,615) 0 We will not respond to voluntary surveys and questionnaires from: • AWC • National League of Cities • Federal Department of Commerce 0 Ability to accommodate the outside agency granting process and lodging tax granting process will be slowed. 0 Segregation of duties required by State Auditor's Office may be compromised. 0 Ability to produce an error free annual financial report receiving a "clean audit opinion" from the State Auditor's Office may be compromised. (Continued) *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 66 2/12/2014 Operations and Administrative Services - 2014 Budget and Staffing Impact Summary* Finance & Information Technology Impact Summary Increase/Reduction (Continued) In addition to the 6% reduction: 9% • Reduce the Finance Department employee count by an additional .14 FTE for a total reduction of 1.00 FTE. ($67,228+ • Increase non-payroll related items by a total of$7,334. ($34,614) 0 City payments to vendors will likely be processed once every two weeks as opposed to the current practice of pro- cessing payments weekly. 0 Ability to accommodate the outside agency granting process and lodging tax granting process will be seriously compromised without assistance from other City departments. 0 Segregation of duties required by the State Auditor's Office will be difficult to maintain due to the overlap in account- ing system responsibilities necessitated by the staff reduction. 0 Ability to produce an error free annual financial report receiving a "clean audit opinion" will be very difficult. 0 Ability to take on special projects such as an advance refunding on bonds will not be possible due to the significant amount of staff time required for such complicated and involved processes. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 67 2/12/2014 68 2/12/2014 I 7 Community Development Vol. 20141 The Mission of the Community Development Department is to provide planning, permitting and code enforcement services in a responsive and efficient manner to ensure the safety, health and welfare of our citizens, and to encourage orderly devel- opment and economic sustainability. Okada Overview 1 FTE The Community Development Depart- ment maintains the City's Comprehen- "°"d mama sive Plan, administers the Development t FTE Standards in the Municipal Code and 1 adopted Building Codes, and assists cit- Drivitipmert 17170bal I izens and business owners with devel- PlirdraiglAirdwir Enpreern9 Manager I FTE opment code-related issues. 1 FTE 1 sAmore I _ Mot Ac%Y.Fn;i senior Firm Enemy Moo Sr Plans Eearrww Dwekapment Serme�s I F TE -' 2 F E ti .. . I FTE I FTE caardmrlor .- ` 1FTE Ammon&vim, Entroorri T Piens Wenner Code nfornrrr,en, — 2Planrw 1 FTE .--..FTE Q FTE 050 FTE Permw Facilitator 2 FTE 2 FTE ' Ccestnicur RON Muper7cr Bubbr+c Irspecre Inspiaccir ""I FTEt ATE 3 FTE " Plainer 2 FTE Enamel-rig Tatman - Castrrer:OI I v FTE ,FTI: `. 69 2/12/2014 Community Development— Administrative Division Program Description Administrative Division - The Administrative Division provides overall management and oversight of the Community Development Department including the permitting operations, planning, development engineering, and code enforcement and provides staff support through administration of the department budget, provides administrative support and department training. • Budget • Staff maintenance • Work program • Monthly reports, weekly calendars • Document Management • Planning Commission support • Format correspondence, public notices, staff reports • Back up coordination for both front reception and permit center phone and counter coverage • Public record requests • Website maintenance The administrative division prepares the department budget, monitors expenditures and authorizes payments. A department work program is developed every year based on the goals of the council, state mandates, developer forums, and staff recommended improvements. The work program progress is monitored and revised as goals change or new priorities are acknowl- edged. Staff development is maintained through performance evaluations, measurement and creation of personal and department goals, department-wide training, recognition and team building. Administrative support is provided to the Planning Commission; preparation of monthly reports and weekly calendars; formatting correspondence, staff reports, public notices, and documents for 29.5 FTE; providing website maintenance, coordinating backup phone and counter coverage for the front reception area and permit center cashier. The division is responsible for maintaining and preserving the department files, and preparing record requests for the department. 70 2/12/2014 Community Development— Building Division Program Description Building Division - The Building Division is responsible for implementing the State building code as required by state law. • Construction plan review • Construction inspection • Permit intake & issuance • Permit Coordination • Commercial permit plan review • Fire District Coordination • Monitor building code legislation Building Code The purpose of the building code is to promote the health, safety and welfare of the occupants or users of the buildings and structures and the general public by requiring minimum performance standards for structural strength, exit systems, stability, sanitation, light and ventilation, energy conservation and fire safety. Implementation of these regulations through plan review and inspection of construction projects assures that citizens can correctly assume that buildings and structures in which they spend more than eighty percent of their time are safe. The Building Division's Permit Center has issued just over 17,000 permits over the last five years for a broad range of projects from home additions for do-it-yourselfers to multi-story office buildings for professional developers. This volume of projects represents countless hours of support to applicants and ultimately has contributed to the economic development of the community in ways that are not necessarily reflected in permit revenues. Inspectors in the building division have performed over 63,000 inspections in the same time frame as they assist builders through the completion of their projects. Planning staff attends commercial pre-application meetings and reviews all commercial building and residential permits to ensure compliance with applicable development regulations including off-street parking, landscaping, height, setbacks, etc. Planning staff also review sign permit applications to verify compliance with the City's sign code. The Building Official oversees the operations of all Building Division Programs and supervises the Permit Center staff. The Building Official monitors bills before the state legislature and provides technical testimony and/or input about the impacts of the legislation to our community. Development Service Coordinator-Supervises the Permit Facilitators, Planners and Permit Center Cashier, including determining project assign- ments, provide a resource for ensuring progress is maintained on projects, and provide trouble shooting of internal and external process issues. This individual is also responsible for managing the City's permit issuance and tracking software. This is an in-house responsibility since the implementa- tion of the Paladin SMARTGov software to replace the County permitting software which was discontinued. 71 2/12/2014 Community Development— Planning Program Division Description Planning Division Planning staff is cross-trained and work on different kinds of planning projects. This provides the organization greater flexibility in com- pleting the Division's work program by having planning staff that understand the processes and procedures. The planning function is responsible for ensuring the City's plans are consistent with applicable state laws, primarily the Growth Man- agement Act (RCW 36.70A) and the Shoreline Management Act (RCW 90.58) and reflect the community's vision; process appropriate changes to regulations consistent with adopted plans and participate in regional planning efforts. The Planning Program's current primary responsibilities include reviewing land use applications to ensure compliance with adopted development regulations, compliance with the State Environmental Policy Act (SEPA)(RCW 43.21C) and the state subdivision law (RCW 58.17). • Regional planning efforts • Shoreline management • Environmental review • Code Amendments • Subdivisions/short subdivisions/binding site plans • Comprehensive Plan • Special Projects • Rezones/Variances • State & Federal Reporting • Planning Counter • Business licenses • Entertainer licenses Growth Management Act (GMA) The State mandates the Growth Management Act (RCW 36.70A) (GMA) and the Shoreline Management Act (SMA - RCW 90.58). Un- der GMA, the City is required to prepare a comprehensive plan that reflects the community's 20-year vision. The Plan has a number of required elements including a Capital Facilities Element that contains a list of capital projects that the City (cont.) 72 2/12/2014 Community Development— Planning Program Division Description, continued continued... intends to undertake during the ensuing 6 year time frame. Several funding sources require projects to be included in the City's Capital Facilities Element for them to be eligible for funding and utilize the City's real estate excise tax (REET). To accomplish the maintenance of the Plan, state law provides for an annual update process. This allows the City to make necessary updates and also provides prop- erty owners the ability to propose amendments to the Plan. The City has adopted an annual update process that begins in November and is typically concluded in April/May timeframe of the following year. Shoreline Management Act (SMA) The SMA requires all jurisdictions that include "shorelines of the state" as defined by SMA to prepare a Shoreline Master Program (SMP). The SMP is required to include a number of elements, goals, policies and regulations related to any shoreline of the state. When Spokane Valley incorporated the existing Spokane County SMP (adopted in 1974) was adopted as an interim program. The SMP is a long range vision for the City's shoreline areas; includes goals and policies for the shoreline area and regulations that imple- ment the policy direction of the SMP. The adoption of SMP is currently undergoing and extensive update. Code Amendments Amendments to the City's development codes are often necessary to correct errors and omissions, stay current with new laws or to en- sure consistency between the City's adopted plans and implementing regulations. This process includes research/preparation of the staff report; study session and public hearing before the planning commission; and review and adoption by the City Council. Regional Planning Efforts City staff supports regional planning efforts by participating on the Planning Technical Advisory Committee (PTAC) and providing staff support to the Steering Committee of Elected Officials (SCEO). The SCEO was formed in response to the requirements of GMA which call for regional planning and coordination on issues such as establishing urban growth area (UGA) boundaries and developing county- wide planning policies. The PTAC is comprised of planning department staff from various jurisdictions throughout the county and was formed by the SCEO to advise on issues related to the requirements of the GMA. Planning staff supports other regional planning efforts including regional transportation planning through the Spokane Regional Trans- portation Council (SRTC). As the regional transportation planning organization, SRTC encourages coordination and collaboration be- tween planning and transportation departments throughout the region including the Washington State Department of Transportation. Spokane Valley planning staff works with SRTC staff on a wide range of issues from certifying the city's Transportation Element of the comprehensive plan to assistance with providing land use information for use in the regional transportation model. 73 2/12/2014 111 Community Development— Planning Program Division Description, continued Spokane Transit Authority (STA) is the regional provider of mass transit. Planning staff coordinated the city's Transportation Element with service provided by STA. Planning staff participate in an ongoing STA planning process as a member of the Interagency Technical Group (ITG) looking at developing a High Performance Transit Network (HPTN) for the Spokane region. Planning staff is the primary support for land use applications that include short subdivisions (up to 9 lots), long subdivisions (10 or more lots), binding site plans, rezones, temporary use permits and variances. Planning staff routes applications to various reviewing depart- ments and agencies; coordinates comments received and processes the application to its conclusion. In the case of long subdivisions, rezones and variances this includes a public hearing before the City's hearing examiner. Planning staff also reviews all Washington State business license applications to ensure proposed uses are consistent with City zoning. Staff also is responsible for processing home occupation licenses, and entertainer licenses. Planning staff assists in providing coverage in the Permit Center from 8 a.m. to 5 p.m. responding to walk-in customers as well as answer- ing phone calls to the planning counter. This coverage is in concert with building and development engineering staff. The State of Washington requires certain reports prepared on an annual basis to provide information about growth, housing and employ- ment. Planning Staff provides this information on behalf of the City. Staff also provides information to the Census Bureau on an as needed basis. Code Enforcement Over the last three years, Code Enforcement has responded to just under 2,000 citizen initiated reports regarding junk vehicles, garbage, unsafe structures, various zoning violations and traffic safety hazards while conducting pro-active enforcement of sign code violations as directed by administration. Their work with neighborhoods helps to maintain both residential and commercial properties in a safe and clean condition. They regularly coordinate with police and fire to mitigate life and fire safety hazards as well as working with the Health Department and Department of Social and Health Services on issues related to seniors and families in distress. In addition, Code En- forcement acts as a community resource directing citizens to other agencies for help as appropriate. 74 2/12/2014 Community Development— Development Engineering Division Program Description Development Engineering Division - Development Engineering (DE) ensures that land actions and commercial building permits comply with the adopted codes for private infrastructure development through plan review and construction inspection. DE also provides floodplain management to enforce FE- MA requirements. DE periodically updates the City's development code pertaining to construction activities to ensure adherence to federal and state requirements and the adopted comprehensive plan. • Engineering plan review • Code amendments • Construction oversight • Permit counter • Contract management • Floodplain management • Right-of-way Permits • Right-of-Way Inspections DE implements the City's infrastructure construction related development codes for land actions and commercial building permits, and provides assistance to the development community by answering questions, reviewing plans, providing construction and inspection oversight, reviewing required easement and right-of-way dedications, and reviewing preliminary and final plats. These requirements are based on the scope of the project, the impact of the project to City infrastructure, the Street Standards, Spokane Regional Storm- water Manual, floodplain regulations, and other applicable state or federal requirements. When the application is deemed technically complete and the applicant obtains a permit, the engineers review the civil plans, erosion and sediment control plans, and drainage report for conformance with the City's development code and the preliminary comments. Projects with private streets are required to submit an Operation and Maintenance plan to ensure property owners know how to main- tain their private streets and drainage facilities. Once the construction starts DE has oversight of the improvements. DE adopted the inspection procedures put in place by Spokane County in which the project is inspected by private inspectors. The development inspector coordinates with private inspectors, an- swers questions, and reviews inspection documentation to ensure projects are constructed per the City's code. DE makes periodic updates to the City's development code related to engineering. DE goes through the public adoption process by holding public meetings, presenting changes to Planning Commission and City Council, and preparing ordinances. Through work done by DE, the City adopted the City Street Standards in 2009. The Street Standards establish minimum (continued) 75 2/12/2014 Community Development— Development Engineering Division Program Description, continued (continued) requirements for land actions and commercial projects, establish engineering design criteria, and incorporate local, state and federal requirements such as the Regional Pavement Cut Policy and the American with Disabilities Act. In 2008, the City of Spokane Valley, Spokane County, and the City of Spokane adopted the Spokane Regional Stormwater Manual (SRSM). DE played a key role through the adoption process and meeting requirements and obtaining approval from the Washing- ton Department of Ecology (DOE) and the Environmental Protection Agency. The SRSM provides flow and water quality criteria for new development and capital projects to protect private property, City infrastructure, waters of the state, and the Spokane Valley- Rathdrum Prairie sole source aquifer. The SRSM incorporates state and federal requirements, such as Clean Water Act, Washing- ton Department of Ecology's (DOE) Underground Injection Control program, Construction Stormwater permit, and the Eastern WA Municipal Stormwater National Pollution Elimination System (NPDES) Phase II permit. The Development Engineering Manager is the City's Floodplain Administrator. The City is required by the Federal Emergency Man- agement Agency (FEMA) to administer the Flood Plain Management Program to correct and prevent flood damage. These include requirements for zoning, subdivision or building, and special-purpose floodplain ordinances. DE enforces the City's local floodplain management ordinance which provides flood loss reduction building standards for new and existing development. The DE staff also participate on a regional committee on watershed planning, wellhead protection and the site selector committee. DE administers a contract for surveying oversight. The City does not have surveyors on staff. The surveying consultant reviews the surveying information provided in plats, binding site plans (BSPs), easements and right-of-way dedications to ensure accuracy and compliance with state law. 76 2/12/2014 Community Development— Goals and Strategies Goals Strategies I G-1 2014 Review Spokane Valley Municipal Code • Review development regulations and proposed changes to address vagueness and/or inconsistencies with regard to developing infill lots. Is- sues may include paving and access requirements to new lots within exist- ing neighborhoods, lot and building design to ensure new development is compatible with existing neighborhoods. Process changes through Plan- ning Commission and City Council. • Review SVMC , highlight inconsistencies, correct errors and ommissions, update to current state laws, process text amendments G-2 2014 Update Street Standards • Coordinate needed updates with the Design Community and the Public Works Department • Make changes to AutoCAD drawings • Post the draft revised standard plans and solicit comments from the De- sign Community • Follow the appropriate process to adopt the revised standard plans G-3 2014 Annual update of Comprehensive Plan • In addition to any publicly initiated Comprehensive Plan change requests, update the Capital Facilities Plan, incorporate the 6-year Transportation Improvement Plan and make any other required annual required changes • Process through Planning Commission and City Council • State required update due by 2017 State mandate requires a thorough update of the Comprehensive Plan every 7 years. RCW 36.70A0130 • Notify utility districts, school districts and other outside agencies re- garding the need for updated levels of service and other required in- formation • Incorporate any new state mandated information • Process through Planning Commission and City Council J 77 2/12/2014 Community Development— Goals and Strategies, continued Goals Strategies G-4 (Council Goal) 2014 Economic Development • Complete Certified Sites Program • Update City webpage, provide information, brochures • Coordinate regular meetings with Regional Economic Development Partners • City Hall Program - Space Needs assessment - Location analysis - Cost analysis 4 - G-5 2014 SMARTGov Web Portal • Develop and deploy permit statistics reports I G-6 2014 SMARTGov Reports • Develop Hydrology data/COMPLETED in 2012 • Develop Hydraulic data/COMPLETED in 2012 • Perform floodplain mapping • Develop preliminary map products -I G-7 (Council Goal) 2014 Complete Shoreline Master Plan • Shoreline Inventory-Completed in 2010 • Complete Shoreline Master Program Update • Develop program to appropriate regulatory protection for waters of statewide significance • Conduct public outreach • Conduct public hearing at Planning Commission in draft document • Council adoption of Plan I G-8 2014 Floodplain Revisions • Develop Forker Draw Hydrology data/COMPLETED in 2012 • Develop Forker Draw Hydraulic data/COMPLETED in 2012 • Perform Forker Draw floodplain mapping • Develop Forker Draw preliminary map products • Develop Glenrose Creek Hydrogy data • Develop Glenrose Creek Hydraulic data • Perform Glenrose Creek floodplain mapping • Develop Glenrose Creek preliminary map products 78 2/12/2014 Community Development— Goals and Strategies, continued Goals Strategies G-9 2014 Emergency Management • Coordinate with Spokane County on Regional Hazard Mitigation Plan G- 10 2014 CDBG—Identify high priority sidewalk projects • Identify high priority sidewalk projects consistent with Spokane County CDBG Consortium policies G-11 2014 Work with Regional Partners on Low Impact Development standards • Work with Regional Partners to develop Low Impact Development Stand- ards G-12 2014 Developer Forums • Continue outreach to the development community by holding Developer Forums on different topics through the year G-13 2014 ADA Transition Plan • Complete ADA Transition Plan 79 2/12/2014 Community Development— Workload Indicators Goal Workload 2013 2014 2015 2016 2017 Target Dept. Permit Center counter walk-ins 4,428 related Permit Center phone calls(No longer tracked) — Construction permits issued 3,538 Building inspections performed- 1,340 Residential Building inspections performed- 5,358 Commercial ■ Code compliance complaints 718 investigated Right-of-Way inspections performed 4,039 - Service population 91,490 Number of Planning Commission meetings conducted 23 Number of code amendments 5 Goal Performance 2013 2014 2015 2016 2017 Target Dept. Number of permits issued/processed/reviewed 889 related per FTE(Plan Exam-2; Permit Spec-2) Residential building permit issuance(April&July) 100% 5 work days Average tenant improvement permit issuance (May&August) 100% 25 work days Average response time for first review 100% 25 work days Percent of Citizens who gave the City a positive rating as it pertains to 99% 95% satisfaction with services regarding Land use, planning and zoning 80 2/12/2014 Community Development— Workload Indicators Goal Workload 2008 2009 2010 2011 2012 Target Dept. Permit Center counter walk-ins 3143* 3971* 3921* 4545 4812 related Permit Center phone calls 4472 4945 4890 4919 5021 Construction permits issued 3535 2993 3340 3454 4010 Building inspections performed- 4480 5241 5610 5701 4039 Residential l Building inspections performed- 2177 2504 2324 2287 1571 Commercial Code compliance complaints 931 840 617 532 397 investigated Right-of-Way inspections performed 5183 7379 6708 7777 3858 Service population 88,920 89,440 90,210 89,755** 90.550 Number of Planning Commission meetings 24 13 14 15 23 Number of code amendments 7 7 12 6 8 Goal Performance 2008 2009 2010 2011 2012 Target Dept. Number of permits issued/processed/reviewed 392.78 332.55 417.50 431.75 668.30*** related per FTE(Plan Exam-2; Build. Insp-3; Permit Spec-3) Residential building permit issuance(April&July) — 65% 68% 60% 91% 5 work days Average tenant improvement permit issuance (May&August) — 100% 77% 100% 97% 25 work days Average response time for first review — 99% 100% 100% 100% 25 work days Percent of Citizens who gave the City a positive rating as it pertains to — 83% — 75% — 95% satisfaction with services regarding Land use, planning and zoning • *An error was found in the Permit Center walk-in numbers, a set of numbers had been duplicated. These numbers have now been corrected to reflect an accurate count. • **This number is based on the 2010 Census. • ***2012 Changed to Plan Exam—1;Build. Insp-3;Permit Spec-2=6 total FTE's 81 2/12/2014 Community Development - 2014 Budget and Staffing Impact Summary* Administrative, Planning, Development Engineering, Building Increase/Reduction Non-payroll increase of$55,700 Department is unable to maintain the 1% goal for 2014. A review of GIS services from Spokane County showed that we reduced 2014 Budget the 2013 budget for this item too far from the 2012 levels. This requires an increase in the budget for the department in all four +1% divisions. There is also a required increase for SMARTGov permitting software maintenance charges due to a change from host- $31,699 ing the software internally to utilizing Paladin's web-based system. This improves functionality of the system and will provide the basis for the upcoming public portal that will allow outside access to our permitting software. Theoretical Budget Reduction Exercise 3% 3% reductions were taken from each division to meet the objective. These reductions will limit customer service as described be- ($103,394) low: Administration: • Reduces the ability to respond to department and customer needs by limiting staff training, needed equipment, software, and publications. Development Engineering: • Reduces one engineering technician to half time, which will limit our response time to the public for engineering related questions. • Limit professional certifications and training which will reduce our ability to provide technical assistance to our customers. Planning: • Reduce one planner to half-time. This reduces our ability to process land actions in a timely manner, and inhibits our ca- pacity for processing code amendments that improve our competiveness with neighboring jurisdictions. • Reduces our ability to staff the planning counter in the permit center. • Limit professional certifications and training which will reduce our ability to provide technical assistance to our customers. • Eliminate the Code Enforcement Abatement Fund. Staff will need council approval to amend budget prior to moving for- ward with any potential abatements. Building: (Continued) • Reduces one engineering technician to half-time which will limit our response time to the public for engineering related questions. • Limit professional certifications and training which will reduce our ability to provide technical assistance to our customers. • Eliminate the public portal on the SMARTGov system. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 82 2/12/2014 Community Development - 2014 Budget and Staffing Impact Summary* Administrative, Planning, Development Engineering, Building Increase/Reduction (Continued) A 6% reduction maintains all of the 3% reductions in addition to the following: 6% • Includes additional operation and maintenance general cuts at 6% ($103,394 + • Reduce one planner position and reduce a senior planner to half time $106,281) • This would eliminate processing of Home Occupation permits (this will lead to a greater need for code enforcement.) Re- duces our ability to process land actions in a timely manner, and inhibits our capacity for processing code amendments that improve our competiveness with neighboring jurisdictions • Reduces our ability to staff the planning counter in the permit center • Significant reductions in customer service • Significant reduction of oversight of remaining planning staff 9% A 9% reduction maintains all of the 3% and 6% reductions and includes the following: ($209,675 + $ 86,009) • Includes additional operation and maintenance general cuts at 9% • Eliminates the senior planner position and reduces the planning manager position to three-quarter time. • Eliminates staff's ability to process code amendments • Eliminates our ability to staff the planning counter in the permit center • Eliminates our ability to provide planners for pre-application meetings • Increases code enforcement complaints and results in increased processing times • Eliminates timely responses for planning related inquiries • Increases permit processing, and land use action turn-around times • Eliminates ability to process annual Comprehensive Plan amendments *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 83 2/12/2014 84 2/12/2014 Vol. 7 Parks and Recreation 20141 Our Mission is to acquire, develop, operate and maintain a diverse park and recreation system that enhances our community. Overview With offices located in the CenterPlace Regional Piarhs&R ecreabor Events Center, the Parks and Recreation Depart- Diem( ment consists of six divisions: Parks Administra- tion; Parks Maintenance; Recreation; Aquatics; r Senior Center; and CenterPlace. The Department Park Opereigrrs asfrnntrtnerrve Maarterrance Aslant is comprised of nine FTEs. Parks Maintenance 'Contract Svesd and Aquatics services are contracted with external - qu businesses/agencies. The Parks & Recreation De- ""`s r.ere.rplmcr UperiOlcr5 A ilritp►ft S�lr�r.L's partment also maintains a database of local recrea- Maintenance —_#_ — lantcn est tion programs and services to help match citizens ►r " with existing services. Rummel 'Conned Svcs) =en rr Center r F1tYrrAr.ran Ce"ilerPlace Maintenance Spec"aUst c�oort1r"eate, Custnrne Retetransl worker Fariktie.Cocr+rratcr Fa wines tF 0 FTE) arr7r,.' :-eic,e —— Office As5ast$nt AsSasf ant 85 2/12/2014 Parks and Recreation— Parks Administration / Parks Maintenance, Recreation and Aquatics Program Descriptions Parks Administration / Parks Maintenance - The Administration Division provides direction and leadership for the Parks and Recreation Department which includes: • implements the goals and objectives of the City Council • develops policies and procedures • facilitates the upkeep & use of parks and public areas including the Centennial Trail • manages the private park maintenance, aquatic operation and janitorial contracts • works to acquire and develop new park facilities • provides facility maintenance at the Police Precinct • administers City Special Event permits Recreation - The Recreation Division develops, coordinates and facilitates the delivery of recreation programs, services and events throughout the City which includes: • summer day camp, Kindercamp, summer park program & outdoor movies • designs and publishes the Recreation Program brochure twice a year • coordinates and offers over 21 different recreation programs year round • partnerships with YMCA, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane & Spo- kane County • maintains database of local recreation programs & services to help match citizens with existing services Aquatics The City of Spokane Valley owns three outdoor swimming pools which provide: • open swim opportunities • swim lessons, swim team, and facility rentals • the City leases a portion of Valley Mission Park for Splash Down — a privately operated water park 86 2/12/2014 Parks and Recreation— CenterPlace and Senior Center Program Descriptions CenterPlace Regional Event Center - This facility is a regional focal point for NE Washington, Northern Idaho and Western Montana. Located in Mirabeau Point Park, CenterPlace is a 54,000 square foot facility, open seven days a week, that is home to the Valley Senior Center and the Parks and Recreation Department. Additionally, it has a great room, commercial kitchen, fireside lounge, numerous meeting rooms, multi-purpose rooms, and a high tech lecture hall/auditorium. Activities at CenterPlace include: • reserves and rents to over 950 educational, corporate and social events annually • provides set up and take downs for all activities • manages long-term leases of space • manages food services & marketing contract • partnerships with Spokane Community College and Central Valley School District Senior Center - The Senior Center promotes fellowship, health, recreation, social and educational opportunities for persons fifty years and older. The Valley Senior Center occupies the east wing at CenterPlace from 8-4 Monday through Friday. The Spokane Valley Senior Citizens Association in coordination with City staff: • manages the Senior & Wellness Center • coordinates all activities and programming - over 35 different programs • utilizes over 75 volunteers • facilitates Meals on Wheels program • maintains a membership of over 1000 87 2/12/2014 Parks and Recreation— Goals and Strategies Goals Strategie G-1 2014-2019 Implement recommendations of the newly updated Parks and Recreation Mas- • Develop & implement six-year capital improvement program ter Plan, including the continued development of aquatic and recreation pro- • Pursue park acquisitions and development grams that serve the needs of our citizens. • Explore adding additional recreation programs to meet customer need • Continue to contract for park maintenance & aquatic operation services • Partner with local jurisdictions for joint use agreements G-2 2014-2019 Implement the updated CenterPlace Regional Marketing and Communications • Increase seasonal staffing to accommodate a higher level of service for Plan events • Develop "CenterPlace's Partner Services"with local event planners • Contract marketing services to help implement marketing plan • Expand website to include more links & interactive pricing guide • Expand Red Rock involvement in events as our"in-house" caterer G-3 2014-2019 Make facility improvements to CenterPlace. • Expand meeting spaces as necessary • Schedule preventative maintenance and facility updates to maintain CenterPlace in new condition • Explore opportunities to provide additional services • Explore updating sound systems in the Great Room & Lounge • Consider adding outdoor storage facility G-4 2014-2019 Expand senior services to serve changing needs and expectations of the sen- • Challenge to serve current age demographics and to attract new partici- ior population pants • Add new, active programming • Increase involvement with neighboring retirement communities • Educate the community at-large about the purpose and potential of the Senior Center G-5 2014-2019 Work with Centennial Trail Partners to develop 20 Year Plan. • Seek grant opportunities for capital repairs • Develop a long range maintenance plan 88 2/12/2014 Parks and Recreation— Workload Indicators Go. Workload 2013 2014 2015 2016 2017 Target G-1 Acres maintained 133.6 Trees Planted 10 10 new per year Overall number of park facility 399 +10 per year reservations per year Number of recreation classes offered 129 +10 per year Spokane Valley population2 91,490 Number of open swim hours available/season 1,221 Maintain 2008 hours Number of swim lesson/team registrations 1,547 G-2 w Number of area businesses/hotels contacted for use of CenterPlace 14,651 Contact all in region Number of reservations per year 815 +10%per year Number of operating hours per year 4,633 Number of room use hours booked per year 6,120 G-4 Number of participants in Senior programs 36,343 +10%per or workshops per year year Average age of Seniors participating 75.5 in programs Number of Senior programs offered per year 50 60 per year (ultimate) G-5 Miles of Centennial Trail 6.78 Number of grants applied for 0 1 per year (Applied for by Trails Partners) Labor hours to maintain Centennial Trail 900 Maintain 2008 level i 'revised tracking of reservations due to new software. 2Population based on Association of Washington Cities data. 89 2/12/2014 Parks and Recreation- Workload Indicators Go. Workload 2008 2009 2010 2011 2012 Target G-1 Acres maintained 126 126 126 1 126 126 Trees Planted 5 11 25 10 17 10 new per year Overall number of park facility 222 258 252 308 4071 +10 per year reservations per year Number of recreation classes offered 77 75 90 100 100 +10 per year Spokane Valley population2 88,920 89,440 90,210 90,110 90,550 Number of open swim hours available/season 980 1,200 1,326 1,326 1,326 Maintain v 2008 hours Number of swim lesson/team registrations 1,220 1,430 1365 1,244 1,351 G-2 I Number of area businesses/hotels contacted for use of CenterPlace 24,400 24,400 24,400 21,649 21,650 Contact all in region Number of reservations per year 721 815 823 816 950 +10%per year Number of operating hours per year 4,633 4,633 4,633 4,633 4,633 Number of room use hours booked per year 4,780 5,514 5,441 5,379 6,119 G-4 Number of participants in Senior programs 36,840 38,001 34,624 34,442 35,678 +10%per or workshops per year year Average age of Seniors participating 74.85 75.70 74.90 75.70 74.50 in programs Number of Senior programs offered per year 50 50 50 50 50 1 60 per year (ultimate) G-5 Miles of Centennial Trail 6.78 6.78 6.78 6.78 6.78 wNumber of grants applied for 0 0 0 0 0 1 per year (Applied for by Trails Partners) Labor hours to maintain Centennial Trail 900 900 900 900 900 Maintain 2008 level 'revised tracking of reservations due to new software. 2Population based on Association of Washington Cities data. 90 2/12/2014 Parks and Recreation— Performance Results Goal Performance 2013 2014 201 2016 2017 Target G-1 Developed park acres per 1000 population 1.4 Recreation program recovery vs direct cost 99.9% Maintain 2008 recov- ery Parks& Recreation budget per capita 29.02 l l Percentage of citizens who participated in a recreation program or activity(citizen survey) N Percentage of citizens who have visited a City of Spokane Valley park(citizen survey) Percentage of citizens rating recreation programs or classes with a positive rating (citizen survey) Percentage of citizens rating recreation centers or facilities with a positive rating (citizen survey) Percentage of citizens rating quality of parks with a positive rating (citizen survey) G-2 Percentage of facility capacity per Great Room reserved 27% t Percentage cost recovery per CenterPlace 45% (CenterPlace revenues covered %of the expenses. Expenditures do not include building replacement funds) w Percentage of area businesses utilizing CenterPlace' 3% Reach for 25% l' - Percentage of facility capacity per Lounge reserved 10% Percentage of regional use of facility 5% 30% (ultimate) 1 Registered businesses with the City of Spokane Valley "The Citizen Survey was first performed in 2009, again in 2011; but, was eliminated in the 2013 budget due to limited funding. 91 2/12/2014 Parks and Recreation— Performance Results Goal Performance 2008 2009 2010 2011 2012 Target G-1 Developed park acres per 1000 population 1.4 1.4 1.4 1.5 1.5 Recreation program recovery vs direct cost 167% 105% 110% 92.44% 92% Maintain 2008 recov- ery Parks& Recreation budget per capita $29.74 $31.44 $32.43 $31.22 I $32.59 Percentage of citizens who participated in a recreation — 45% — 46% — program or activity(citizen survey) Percentage of citizens who have visited a City of — 84% 82% Spokane Valley park(citizen survey) Percentage of citizens rating recreation programs or — 95% — 92% — classes with a positive rating (citizen survey) Percentage of citizens rating recreation centers or — 93% — 93% — facilities with a positive rating (citizen survey) Percentage of citizens rating quality of parks with a positive rating — 98% — 98% — (citizen survey) G-2 Percentage of facility capacity per Great Room reserved 26% 21% 19% 20.2% 21.7% Percentage cost recovery per CenterPlace 68% 63% 61% 51% 53% (CenterPlace revenues covered %of the expenses. Expenditures do not include building replacement funds) w Percentage of area businesses utilizing CenterPlace' .0067% .0079% .0075% .0095% .0215 Reach for 25% l' ____ Percentage of facility capacity per Lounge reserved 15.7% 11% 23% 19% 23% Percentage of regional use of facility 18% 24% 16% 14% 18% 30% (ultimate) 1 Registered businesses with the City of Spokane Valley 92 2/12/2014 Parks and Recreation— Performance Results, continued Goal Performance 2013 2014 2015 2016 2017 Target G-4* Level of satisfaction (a positive rating)for quality of Senior services (citizen survey) Percentage of Seniors over 60 in Spokane Valley 19.71% per capita (Census data is not current)' rWhat percentage of City of Spokane Valley Seniors who 45% participate in programs attend Health &Wellness Programs?2 (age 50 and up) G-5 Cost to maintain per capita per trail mile $.05 Percentage of successful grant applications 0 (Applied for by Trails Partners) Miles of Trail per 1000 households .076 'Senior numbers will vary because different ages are used. Some use age 50, others age 60 2Question reworded for clarity and adjustments made to measures to reflect change in wording 93 2/12/2014 Parks and Recreation— Performance Results, continued Goal Performance 2008 2009 2010 2011 2012 Target G-4* Level of satisfaction (a positive rating)for quality of Senior services — 91% — 92% — (citizen survey) Percentage of Seniors over 60 in Spokane Valley 14.5% 15.76% 17.01% 19.71% 19.71% per capita (Census data is not current)' What percentage of City of Spokane Valley Seniors who 14% 24% 34% 40% 40% participate in programs attend Health &Wellness Programs?2 (age 50 and up) G-5 Cost to maintain per capita per trail mile $.04 $.04 $.04 $.05 $.05 wPercentage of successful grant applications 0 0 0 0 0 (Applied for by Trails Partners) Miles of Trail per 1000 households .076 .076 .076 .076 .076 'Senior numbers will vary because different ages are used. Some use age 50, others age 60 2Question reworded for clarity and adjustments made to measures to reflect change in wording 94 2/12/2014 Parks and Recreation - 2014 Budget and Staffing Impact Summary* Parks Administration / Parks Maintenance, Recreation and Aquatics, Senior Center & CenterPlace Increase/Reduction The Parks and Recreation Department was able to meet the directive to produce an initial 2014 Budget at less than the targeted 2014 Budget 1% increase over the 2013 Adopted Budget as a result of carefully examining the expenditure history in all accounts and reduc- +1% ing the budget request in a variety of line items throughout the various divisions to more closely reflect previous spending with $18,035 the major reduction coming from CenterPlace Advertising as a result of changes to the Lodging Tax process. Theoretical Budget Reduction Exercise 3% To achieve a 3% reduction in the proposed 2014 budget the following reductions are offered for consideration: • • $12,500- Reduction in Administration Professional Services. This will eliminate the Consultant work for the Sand ($80,376) Volleyball complex at Browns Park and all consultant funding for 2014. • • $7,500- Reduction in Recreation Professional Services. This will eliminate the two summer in the park movies for 2014. These movies were attended by over 1,200 people last year. • • $38,900- Reduction in Aquatics Professional Services. This will reduce the current summer swim season by one week at all three pools. The season will be reduced to nine weeks. • • $5,000- Reduction in Maintenance Park Maintenance Services. This will eliminate year round maintenance of the West Entry Gateway site. • • $5,000—Reduction in Maintenance Park Maintenance Services. This will eliminate year round maintenance of the Appleway Trail property. • • $2,000—Reduction in Senior Center Small Tools and Minor Equipment. This will eliminate the replacement of card and classroom tables. • • $3,100- Reduction in CenterPlace Small Tools and Minor Equipment. This will eliminate the purchase of a thermal Imager that would be valuable for a variety of projects including locating roof leaks, electrical inspections, heat loss inspections and insulation leaks in refrigeration equipment. (Continued) *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 95 2/12/2014 Parks and Recreation - 2014 Budget and Staffing Impact Summary* Parks Administration / Parks Maintenance, Recreation and Aquatics, Senior Center & CenterPlace Increase/Reduction (Continued) 6% In addition to the 3% reductions, add the following for consideration: • $38,900—Reduction in Aquatics Professionals Services. This will reduce the already reduced summer swim season from ($80,376+ nine weeks to eight weeks. $80,376) • $55,000—Eliminate one FTE at CenterPlace. This will reduce our level of customer service and efficiency in which we cur- rently operate. It will also add additional responsibilities to existing personnel. 9% In addition to the 3% & 6% reductions, add the following for consideration: • $77,550- Reduction in Aquatics Professional Services. This will close Park Road Pool for the season. No pool will not ($160,752+ operate in 2014. $80,376) 6-Year Budget and Staffing Impact Summary We have reached the point that our programs and services have been reduced to the point that it is having a negative impact on our citizens. As long as the revenue continues to shrink so will our programs and services. At the same time, we are adding addi- tional park facilities to our inventory. Therefore, we will need to continue to reduce the length of services we currently provide or, in some cases, eliminate them. However, reduction or elimination creates increased costs to bring a park back online or to re- institute a program or service that was lost. The public has a basic expectation of having safe and well-maintained facilities and services available when they want to use them. We have the ability to increase revenues for certain programs and services but that is not the complete solution. Additional sources of income need to be explored and developed. If Parks and Recreation is important to our citizens then that needs to be reflected in our budgetary process. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 96 2/12/2014 Public Works Vol. 720141 The Mission of the Public Works Department for the City of Spokane Valley is to provide overall planning, construction, operations and maintenance of the city's public works infrastructure and facilities. Overview FLOC Wtxla5 The Public Works Department oversees the Doeat« City's transportation system, which includes construction and maintenance of streets, stormwater systems, operations and rroslanl yer As�+si enl maintenance of traffic signs and signals and transportation planning. The Depart- - 'a ment alsoprovides coordination with other "h '"`� SOW iniliMo M��rs«,Ar,�. CID City departments on the planning, design sorpomnogni :onla tnu+nn«• bathe. StcrmwrNlnr and construction of City parks and civic fa- �n�r9.,r�, , 1,,, ,,, , MA+ekrrkrleq At:�neprl -- IM-IMtIMAI cilities, along with participation in regional Cnnurtictlan 4'ra{rr,![ivlti works issues such as solid waste, i" °'' ` rr AAslskrri En�ll+rrrl Assisi RAter =ngenrer publicTraffic :�orm,unrer wastewater, and high-capacity transporta- - - ,�,, �, Er;it..+i "rrrir I.ii,n I tion. f nglnernrlg rgurechnics Art Englneenrig A:01;1.0-.1 ve Teclmiaan I LSsigart 2-8 FTE! *See page 107 for infor- mation on funding for the re- quested position. 97 2/12/2014 Public Works— Administration and Capital Improvement Program Descriptions Administration - Provides direction, support, and coordination to Public Works staff facilitating the delivery of services throughout the community. Develops, oversees and implements the expenditures of all Public Works budgets. Responsible for coordination with providers of solid waste, wastewater and other regional public organizations such as Spokane Regional Transportation Council. Capital Improvement Program - Plan, design and construct new facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails, civic and community buildings. This requires careful prioritized long-range planning, acquisition and management of state and federal grant funding, coordination with stakeholder groups, and proficient project management. Tasks include: • Development of annual 6-year Transportation Plan (TIP) • Prioritization, development and submittal of grant requests for: o Washington State - Transportation Improvement Board (TIB) o Spokane Regional Transportation Council (SRTC) o Washington State - Highway Bridge Program (BP) o Washington State - Freight Mobility Strategic Investment Board (FMSIB) o Community Development Block Grants (CDBG) o And other State and Federal Funding Sources • Implementation of Capital Projects o Oversees Project Budgets o Project Design (Consultants and in-house staff) o Survey o Right of Way Acquisition o Bidding o Construction o Inspection, Documentation, Contract Management o Warranty/Closeout o Compliance with Granting Agencies • Coordinate with SRTC and other jurisdictions on regional transportation policies and projects • Coordinate and collaborate Capital Projects with Maintenance, Stormwater, Traffic and Parks 98 2/12/2014 Public Works— Street Fund Program Description Maintenance Division - This program provides responsive maintenance and repairs for 460 center line mines of City streets. Most services provided by the street fund are contracted services. City staff will provide direction and oversight of all contracted operations. Contracted Services - Street and Stormwater Maintenance and Repair • Expend about $1.3 million dollars annually • Contract activities include asphalt patching, crack sealing, gravel shoulder repairs, curb and sidewalk repairs, gravel road grad- ing, stormwater repairs, etc. Snow Removal • Operates and maintains 9 city owned snow plows • Maintains all priority 1, 2, and 3 streets with City snow plows • Priority 4 streets are plowed with contracted road graders Street Sweeping • Sweeping programs provide routine monthly maintenance as well as a Spring and Fall sweep • City sidewalks along arterial streets are cleaned in the spring Roadway Landscaping Services • Maintains all City owned right-of-ways • Weed control on all major arterials including sidewalks Geiger Work Crew • Litter and trash control on arterial streets • Weed control and trash cleanup as requested • Mows and maintains all City dryland grass 99 2/12/2014 Public Works— Street Fund Program Description, continued Traffic Division - Provides traffic engineering for safe and efficient multi-faceted transportation systems throughout the City. Oversees the operation of traffic signals and the installation and maintenance of signing and striping. Responsible for transportation planning and design support to the capital improvement program. • Optimizes and coordinates traffic signals. • Prepares traffic control, signal, signing, and striping plans and specifications in cooperation with the capital improvement program. • Reviews traffic studies for all development projects within and outside of city limits. • Applies for funding, installs and maintains school zone flashing beacons. • Assists in the preparation of grant applications for capital project funding. • Analyzes collision reports forwarded from Spokane Valley Precinct. • Develops clear view triangle standards and coordinates with code enforcement to correct safety problems. • Oversees and monitors traffic level of service for all signalized and stop controlled arterial intersections • Reviews traffic control plans for oversize loads, special events, and some right-of-way permits. • Works with Community Development on bicycle and pedestrian planning. • Coordinates with SRTC on regional traffic modeling. • Organizes the collection of annual traffic counts on arterial streets. The traffic division contracts with Spokane County and WSDOT for maintenance of our 86 traffic signals, 20 flashing school beacons, 3 traffic cameras, 14,000+ traffic signs, and all roadway striping. Collectively the City staff and contract employees eval- uate and respond to over 400 traffic-related citizen requests per year. While some of the citizen requests are maintenance related and get forwarded directly to our contractors, the Traffic Division directly handles concerns regarding traffic signal timing, stop or yield signs, changes to speed limits, school zone modifications, crosswalks, illumination, and many others. Is a member of the Spokane Regional Transportation Management Center (SRTMC) which is a multi-jurisdictional control facility developed to enhance and support advanced transportation management capabilities throughout the Spokane Area. 100 2/12/2014 Public Works— Stormwater Utility Program Description Stormwater Utility - The Stormwater Utility (SW) oversees storm water in the City to effectively collect, treat, store, and discharge stormwater, managing the risks to public safety, health, and property from flooding, erosion, ponding, and degradation. This is accomplished through the following responsibilities: • SW System Inventory and Investigation • Graphic Information System (GIS) Mapping • Compliance with Environmental Law • SW Capital Improvement Program Development and Management • Street Sweeping Operations • Drainage Structure Cleaning Operations • Engineering Design • SW Maintenance Projects • Swale and Landscape Area Maintenance • SW Public Education & Outreach • Response to Citizen Action Requests • City Parcel Certification and Fee Administration The Utility provides development and oversight to individual stormwater system projects and improvements in conjunction with pro- jects led by others including Utility and City Street projects. The Utility manages a Capital Improvement Program (CIP) to assist in pri- oritization of projects to improve stormwater collection, treatment, storage, and discharge. The Utility oversees the requirements of the Clean Water Act for stormwater discharges including implementation of the City's Nation- al Pollutant Discharge Elimination System (NPDES) permit, Underground Injection Control (UIC) rules, and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load (TMDL) requirements for the Spokane River. The Utility pro- vides required annual reporting to the Washington State Department of Ecology. The Utility provideds street sweeping, inspects and prioritizes stormwater structure cleaning and maintenance and provides land- scape maintenance of swales and landscaped areas. The Utility reviews and updates all commercial and residential parcels and provides certification to the County Assessor for the storm and surface water utility charge on all City parcels. 101 2/12/2014 Public Works— Goals and Strategies Goals Strategies I (Council Goal) 2014-2019 Continue monitoring wastewater issues • Including governance of wastewater facilities, and pursuit of the most effi- cient and economical methods to ensure the continuation of wastewater dis- charges licenses. (Council Goal) 2014-2019 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 alterna- tive. G-1 2014-2019 Maintain City streets at lower costs to retain a higher overall pavement condition • Continue to update and implement the Pavement Management Plan • Improve PMP by identifying alternative and less costly treatment methods • Provide routine maintenance such as pothole repairs quickly and effectively • Continue to monitor, update, and implement the Transportation Improvement Plan G-2 2014-2019 Continue optimization of the City's traffic signal system • Update and revise signal timing plans for the city's major intersections • Coordinate the design of the funded ITS projects • Continue providing traffic related services on new development proposals G-3 2014-2019 Continue implementation of the Stormwater program • Develop plan for storm drain maintenance & operations • Manage & update street sweeping plan as needed • Develop a six-year capital program for stormwater facilities • Continue to assist in meeting the City's National Pollution Discharge Elimi- nation System (NPDES) Phase II permit requirements • Construct a street waste decant facility on WSDOT property G-4 2014-2019 Implement and manage a Fleet Maintenance Program in conjunction with the Fi- • Evaluate fleet size, age of fleet, and replacement schedule for all vehicles nance Department • Use existing fleet maintenance software to full potential • Produce policies and procedures related to regular vehicle maintenance G-5 2014-2019 Identify projects and funding that will encourage economic development • Implement ideas from Economic Development Study • Possible examples: Appleway Trail, Barker Rd BNSF grade separation, Sewering Barker Rd, City Center Infrastructure. 102 2/12/2014 Public Works— Workload Indicators Goal Workload 2013 2014 2015 2016 2017 Target G-1 Centerline lane miles of street maintained 461 Number of citizen action requests for street maintenance 859 Street sweeping (in tons) 804 G-2 Traffic signals maintained 86 Traffic counts performed 140 School beacons maintained 32 i Traffic signs maintained' 21,000 G-3 I Number of drywells 7,437 Number of drywells cleaned 402 New drywells registered 3 G-42 Number of Vehicles Maintained - 1 Spokane County revised the database regarding traffic signs in 2011 to obtain a more accurate number of street signs 2 Goal #4 has changed in the 2014 Business Plan 103 2/12/2014 Public Works— Workload Indicators Goal Workload 2008 2009 2010 2011 2012 Target G-1 Centerline lane miles of street maintained 438 460 460 461 461 Number of citizen action requests for street maintenance 1875 1078 1166 1066 1027 Street sweeping (in tons) 545.4 472.92 796.5 695.25 894 G-2 Traffic signals maintained 84 86 86 85 86 Traffic counts performed 159 158 133 135 202 School beacons maintained 16 20 20 26 32 Traffic signs maintained 14,000 14,000 14,000 21,0001 21,000 G-3 Number of drywells 7,300 7,330 7343 7376 7,416 Number of drywells cleaned 267 245 167 175 206 New drywells registered 30 33 10 14 10 G-42 Dollars of Capital Improvements(actual dollars spent) $17,475,243 $21,482,584 $7,008,066 $5,882,924 $9,086,820 Number of construction projects managed 18 28 30 32 44 IW Full-time employees for Capital Improvement Projects(CIP) 9 9 9 9 8 'Spokane County revised the database regarding traffic signs in 2011 to obtain a more accurate number of street signs 2 Goal #4 has changed in the 2014 Business Plan 104 2/12/2014 Public Works— Performance Results Goal Performance 2013 2014 2015 2016 2017 Target G-1 Percent of citizens who rated snow removal as positive(citizen survey) Ton of cold patch for potholes 68.34 I Percent of citizens who rated street repairs as positive(citizen survey) Percent of citizens who rated clean streets as positive(citizen survey) Street maintenance cost per capita ,. $51.29 Lane miles maintained per 1000 population 5.12 IStreet sweeping expenditures per capita $5.35 Street condition based on the Overall Condition Index 68 G-3 Percent of citizens who rated quality of storm drainage as positive(citizen survey) Cost per ERU (Equivalent Residential Unit) $21.00 Cubic yards of new drywells constructed 120 G-41 Maintenance Cost Per Vehicle - Maintenance Cost Per Snow Plow - 1 Goal #4 has changed in the 2014 Business Plan "The Citizen Survey was first performed in 2009, again in 2011; but, was eliminated in the 2013 budget due to limited 105 2/12/2014 Public Works— Performance Results Goal Performance 2008 2009 2010 2011 2012 Target G-1 Percent of citizens who rated snow — 73% — 80% — removal as positive(citizen survey) Ton of cold patch for potholes 27 17.55 8.10 36.10 77.36 I Percent of citizens who rated street repairs — 73% — 68% — as positive(citizen survey) Percent of citizens who rated clean streets — 88% — 87% — as positive(citizen survey) Street maintenance cost per capita $44.83 $49.67 $42.88 $58.00 $41.19 Lane miles maintained per 1000 population 4.926 5.14 5.10 5.12 5.12 Street sweeping expenditures per capita $5.24 $3.83 4.86 4.92 5.77 Street condition based on the Overall Condition Index 70 70 70 — — G-3 Percent of citizens who rated quality of storm — 92% — 91% — drainage as positive(citizen survey) Cost per ERU (Equivalent Residential Unit) $21.00 $21.00 $21.00 $21.00 21.00 Cubic yards of new drywells constructed 1,200 cy 1,320 cy 400cy 560cy 400cy G-41 Dollars of Capital Improvement Projects $1,941,694 $2,386,954 $778,674 $653,658 $1,135,852 managed per FTE Percent of grant funds vs. City funds 73%grant 72%grant 64%grant 76%grant 71%grant 27%City 28%City 36%City 24%City 29%City 1 Goal #4 has changed in the 2014 Business Plan 106 2/12/2014 111 Public Works - 2014 Budget and Staffing Impact Summary Administration and Capital Improvement, Street Maintenance, and Stormwater Staffing Request The 2014 proposed budget requests one new full-time employee position to be added to the department. The position listed below can be partially offset by reducing the Engineering and Architectural services that we are currently paying to outside consultants. Planning/Grants Engineer-This position would take the place of our consultant Century West Engineering. We have con- tracted with Century West for the past seven years. This contract costs $80,000 annually to have a consultant work two days per week. Hiring this position full time would cost about $100,000 per year. The increase in cost of about $20,000 will give the City 3 extra days per week to pursue, track, plan and monitor grant funding for various City projects and to assist with other departmental duties as they come up. We are proposing this position would be paid 37.5% GF, 37.5 Street Fund, and 25% Stormwater. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 107 2/12/2014 Public Works - 2014 Budget and Staffing Impact Summary Administration and Capital Improvement, Street Maintenance, and Stormwater Increase/Reduction 2014 Budget The Public Works General Fund was able to stay within the 1% increase from 2013 by reducing the supplies and services line +1% items. Some of the major reductions in the services were related to Spokane County. The number of Skymap and GIS user $8,785 licenses were evaluated and reduced to save money. We also reduced the supplies to more accurately reflect actual costs. Theoretical Budget Reduction Exercise 3% To meet a 3% reduction: ($81,525) • Reduce the capital outlays to $0. We would not be able to purchase new vehicles or computer software. 0 The reduction of capital outlays would continue to require City employees to use personal vehicles. This is a safety concern since City vehicles are outfitted with the proper lights and equipment. • Reduce Engineering &Architectural line item by $26,000, leaving $22,000. 0 The reduction of Engineering &Architectural funding will impact staff's ability to hire consultants to assist in the development of state/federal grant applications, development of the Six Year TIP, and to support other miscel- laneous projects that come up throughout the year. This will result in a reduced level of service by not being able to complete some normal, annual tasks as well as other miscellaneous projects. 6% ($81,525 + In addition to the 3% reduction: ($26,300) • Reduce Engineering &Architectural line to $0. 0 The reduction of Engineering &Architectural to $0 would provide no outside consultants for projects. This would increase the strain on the current staff level that currently relies on consultants to get projects completed. • Reduce Travel and Mileage by $1300 • Reduce Small Tools and Minor Equipment to $0 9% In addition to the 6% reduction: ($107,825 + • Reduce all travel and training to $0. ($ 26,600) • Reduce Memberships and Professional Licenses to $0. • Reduce Small Tools and Minor Equipment to $0 • Reduce Office Supplies to $1000 0 The reduction of office supplies would not allow proper documentation of Capital Project, Maintenance activi- ties, and all other Public Works activities. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 108 2/12/2014 7 ADDENDUM A: Economic Development Vol. 20141 Mission to be defined Overview — ' The Economic Development Program was initiated in Council rrcil 2011. The program currently focuses on providing a fa- vorable climate for business and development, through reasonable city zoning and development rejuvenation, provide excellent customer service through permitting and building programs and ensure adequate infrastruc- hout the city. Community ture throughout Y Development Economic Fxistin Development Agencies Director \11111114 City M i.ger 109 2/12/2014 Economic Development— program description IM !IIMIF Economic Development City Manager-Handles Economic Development oversight and direction, in coordination with the City Council • Community Development Director-Ensures the execution of projects, coordinates with outside agencies, develops and define strategies, meets with prospective businesses • Community Development Staff-Handles the day to day coordination of project tasks, oversees the Certified Sites Pro- gram, attends outside agency meetings, develops feedback for the Director and City Manager 110 2/12/2014 Economic Development— Goals and Strategies Goals Strategies G-1 2014-2017 Identify steps to assist in Economic Development Improve development process • Continue to look for process improvements at permit center • Review and update development regulations as necessary Partner Association • Dedicate staff resources to actively work with partner agencies that provide ED for Spokane Valley • Create web links to partners • Send a welcome letter to all new businesses when they register Resources • Expand our inventory of resources and make them available to the public • Staff to move forward to develop information and brochures and initiate more of a direct economic development presence for the City G-2 2014-2017 Support legislation that promotes Economic Development • Continue to participate in efforts to modernize the statewide Environmental Protection Act ISEPA) requirements G-3 2014 Certified Site Program • Complete program application • Develop process and project website • Complete program G-4 2014 Marketing • Define new marketing strategies • Develop new advertisements for the City • Run campaigns 111 2/12/2014 Economic Development— Workload Indicators Goal Workload 2013 2014 2015 2016 2017 Target G-1 112 2/12/2014 Economic Development— Performance Results Goal Performance 2013 2014 2015 2016 2017 Target G-1 113 2/12/2014 114 2/12/2014 I Vol. 7 ADDENDUM B: Spokane Valley Police Department 20141 Contract Services Sherer4 Orrice•2014 E8tLltate CdnInit:SiOrnNd Officer Worksheet Total Commissioned FTE: 223.00 Total Inch.sted In Corllnaissloned Officer Charge: 205.22 Erck'dos ftwaso aklcnta'ti aksrlg ualh admire.'rr cats and mato that are Calmly raspotrsr y Category 1 Category 2 Category 3 Category 4 ' Dedicated FTEs Shared Services Allocated with County Resporlsihilityi lnvesrtigativel Administrative Costs Other Cost Recovery Method Wore 'uenco p career here w a,es awe.0 crow Community ServiceslK-9 Unirxorp Valley Medical Lk Deer PakTrr1.1 Major Crimes r Citric Adman i Captain 1 ;ieutenant CeuetrinweclOr 1 1 Lieutenant I Dec.Jiec 3 Lieutenant I 1 Seri saint 1 Command Sluff Sergeant 1 1 Deo Cir ec 11,10.1•Sr4,11in 1 Marine Patrol I DepJry Patrol Sex Cranes nes PIO ,Captain 1 1 Ser ged n t 1 .w rle xr`t - Lieutenant 2 2 4 Date ctiqes 4.84 Sergeant 8 6 14 1.0C. TraMing;OPS Detee`.1tirerS orr:- 6 6 L i e u:€rean t 2 DTP Deputies 55.6 44 4 2 108 Investigaaive freak Farce Sac gannt C DolactivaWCorp r 60 Lir:Hinman! Co Datortvos 1 Depulias 076 TramdCVE0 Sergeant 1 wepute. _ Sergeant 1 4 Deter Nes ri Sex Offender Real str tion :1 vravw/Com 7 1 3 Detective/Corp 016 F]eo.colies 4 S 9 CIUrDECkITTPtMelh%IDTF% Detectives 3.6.1, Sex Ott.Rea.Vert-SA03 Property Comes Deiwtes 0.25 Detective corp I X. sergeant 1 1 Dctecte,&Corp. 6 6 Gang Enforcement 1SU Federal seizures Serga+sftt I.02 Laeulareani 0 7E. COra rnuniay$er l tes 011t4errv¢4Carp ZOO f:alOdivaJCarp a 6 7 (Deputy S I 4 Total ins eslig rfve 30.17 Domestic violence DeteetrvWLrrp 1 I Ir*s1le11i0nnrr Led Policing Admin 134p411y i 1 Uepx16es i ikt coif SRO Mariner Sears!"RtSclle Deputies 3 4 i Depute, ) ,. K-9 Tc441 Dedicated Ffls 80.5 81 4.5 _ 2 169 Clreptn5as Tal al AcitOmiltiallwa R To:4l Colaelyr011sr •4.OF Det€cated FTEs arrdecfinctSROs 77.5 77 4.5 _ 2 151 Midi Invealc„It1llyerSur.sar Sere 37.92 115 2/12/2014 i Vol. 7 Spokane Valley Police Department 20141 Contract Services Introduction The Spokane Valley Police Department (SVPD) is included as an Addendum to the plan because their services are provided by con- tract with the Spokane County Sheriff's Office. The Spokane Valley Police Chief, Rick Van Leuven, reports to the City Manager and to the Spokane County Sheriff. The SVPD information in the Business Plan is important to: • Provide information as to the police department's structure and how that translates into services to the city's citizens. • Gain an understanding of the costs involved in providing these services. In reviewing the police department Business Plan, it is important to note that the Interlocal Agreement for Law Enforcement Services specifies the type and timing of budgetary changes that the city can make to law enforcement. Spokane Valley Police Department Administration Administrative Staffing Level: Chief-1 Precinct Commander-1 Administrative Sergeant-1 This addendum includes changes that have not yet been adopted by Council. 116 2/12/2014 Spokane Valley Police Department— Patrol Division The Spokane Valley Police Department consistently invests available resources toward community-wide safety and security, eco- nomic viability and the positive reputation of our city. We do so by providing a highly-trained, dedicated team of professionals, working in partnership with our community, through utilizing their unique talents and skills in conjunction with new technology and research-based criminal justice training. Patrol Division Our patrol division operates under a broad philosophy that embraces a whole-hearted determination to protect and support individual rights, while at all times providing for the security of persons and property within the community. This division is the backbone of an organization whose very existence is justified solely on the basis of community service. In general, patrol's function is to respond to calls for assistance, act as a deterrent to crime, enforce state and local laws and re- spond to emergencies 24 hours per day seven days per week. Specifically, this division provides the following services within the lim- its of available resources: • Monitor, report, and investigate suspicious persons and situations, safety hazards, and unusual or illegal activity in the patrol area, to include vigilant observations of suspicious activity that may be tied to domestic or international terrorism; • Use Intelligence-Led Policing (ILP) methods, working in concert with Investigations and Crime Analysis, to implement an operational strategy to reduce crime through the combined use of analysis and criminal intelligence, focusing on active and recidivist offenders. The goal with an ILP is to identify crime patterns, groups, and linked crimes to anticipate the crime in an effort to reduce criminal opportunities through directed patrolling; • Maintain order, respond to emergencies, and conduct criminal investigations in an effort to identify, pursue, and arrest sus- pects and perpetrators of criminal acts; this also includes the collection of evidence, complete written reports, issue citations or warnings, and testify in court, when applicable; • Build relationships between patrol, SCOPE members, and neighborhood citizens in an effort to provide a safe living envi- ronment for the community and increase citizen awareness and involvement in community-oriented services; and, • Inspect public establishments to ensure compliance with state law and jurisdictional ordinances. 117 2/12/2014 Spokane Valley Police Department— Patrol Division, continued Patrol Staffing Levels 2013 Lieutenants-2 Sergeants-6 Corporals-6 Deputies-44 Canine-2 Marine Deputies-2 Of the 44 deputies, one of those positions is used to staff the front desk Monday through Friday from 8 a.m to 5 p.m. The two depu- ties assigned to the Marine Unit are a shared resource. Impact of Staffing: Patrol deputies are the primary responders with respect to calls for service, and are the backbone of the agency. It is imperative that response times be as short as possible, as increased response times only cause more risk to both the public as well as officer safety. Staffing levels have a severe impact on response times and the ability to answer lower priority calls. There are often delays in re- sponse with current staffing levels that cause concern amongst citizens. Specialty units such as SWAT and EDU (Bomb Squad) are made up of officers assigned to patrol as well as detectives assigned to the Investigative Unit. Many hours are invested in the training of these individuals in specialty fields. Any reduction in personnel from either patrol or investigations would impact the sustainability of these special response units. Insufficient patrol staffing could have a negative effect on our local economy. Experience has shown that when law enforcement is not adequately able to respond to citizens' calls for service, the citizens are frustrated and dissatisfied, crime rates increase, and citizens do not feel safe within the community. Ultimately, this could impact a city's ability to attract and hold businesses. Staffing levels must also be maintained to a sufficient level to adequately respond to crimes in progress or to more than one critical incident at the same time, thus avoiding the possible loss of human life, and/or jeopardizing officer and public safety. 118 2/12/2014 Spokane Valley Police Department— Traffic Division The function of the Traffic Division is to: • Promote safe and efficient movement of vehicles and pedestrians through Education, Enforcement, and Engineering • Monitor traffic flow to ensure public safety and enforce motor vehicle and criminal law through the issuance of citations and/or warnings to those persons not adhering to the law; • Investigate motor vehicle crash scenes as well as provide expertise to other investigators, including but not limited to major crimes scenes for Total Station services; • Direct traffic flow, reroute traffic, and evaluate in case of emergencies; • Assist local agencies in emergency situations by providing traffic control; and, • Reduce serious injuries and fatalities by using increased traffic enforcement; statistics show that increased citations in high-travel areas throughout the city reduce serious collisions/fatalities. Traffic Staffing Level: 1 Sergeant 1 Corporal 5 Deputies. Impact of Staffing: A tremendous amount of specialized training is invested in the officers assigned to the Traffic Division. With that training, they are able to effectively investigate a variety of collisions to include fatal, pedestrian, and motorcycle, often taking days and weeks to work up the collision and complete a thorough investigation. The loss of a trained collision investigator would not easily be replaced by any other officer or investi- gator who would have none of the specialized training held by a traffic officer. Washington State Traffic Commission grants pay for extra traffic enforcement in the Spokane Valley for Seat Belts, DUI, and Child restraint viola- tions. Although grant funds pay for these emphasis patrols, a portion of the revenue generated comes back to the City of Spokane Valley. Most importantly, without deputies on the streets writing tickets for collision violations and putting emphasis on safety, our fatalities may increase. Traffic school for drivers cited in the Spokane Valley will begin in 2012. The primary goal is to reduce collisions through education and is an example of how law enforcement can work with the public toward a safer community. Education and interaction with the citizens is one of the best ways for this to happen. What seems to be commonly noted from people who have gone through Spokane County's Traffic School is they don't mind spending their time and money when they get more out of the experience than paying a fine. This type of program not only educates, it builds trust, changes perceptions and provides an invaluable service to the community. 119 2/12/2014 Spokane Valley Police Department— Crime Prevention The Spokane Valley Crime Prevention program is a proactive effort to educate the public and provide material and training that will reduce opportunities for crime in our city. One deputy is assigned to the Spokane Valley Police Department and provides: • Security surveys on request for commercial, residential and multi-family housing sites; • Training to the public on a wide variety of topics including: personal safety, internet safety, drug awareness, fraud and identity theft, terrorism awareness, workplace violence prevention, and crime prevention through environmental design (CPTED); • Information to citizens of community services and recommends options to facilitate long-term problem resolution; • Supports Neighborhood Watch; and, • Resource to City Department Heads Other Education Programs: • Child-Stranger Danger and Safety/ McGruff Program • Residential and Commercial Security • Robbery Prevention and Procedures • Crime Free Multi-housing • Nuisance/Safe Streets • Firearms Safety • Disaster Preparedness/Emergency Response • Rural Crime Prevention • Bicycle Safety/Safety on the Centennial Trail • DUI aggressive driving • SARA problem solving Impact of Staffing: This is one of the most important pro-active, crime-fighting assets provided to the community by the Spokane Valley Police Depart- ment. The performance of these functions requires a level of expertise that could not easily be replaced. Other positions within the Spokane Valley Police Department do not have the time to adequately address these issues. 120 2/12/2014 Spokane Valley Police Department— School Resource Deputies School Resource Officers (SRO's) are an invaluable resource to Spokane Valley school districts by providing a uniformed presence within the schools, responding to crimes and other non-criminal related situations within the district, and providing assistance to include, but not limited to, criminal arrests, notice of infractions, informational reports, assisting with trespass order service, student education and awareness, and answering all other crime or non-crime related questions asked by district employees. SRO's often attend district meetings at various schools and buildings to provide expert advice on security and safety, give presen- tations to staff and students covering various subjects related to law enforcement, and act as a liaison and a source of information for the patrol division or any other law enforcement agency and the schools. One of the school administrator's goals in handling situations at each school is to return to a normal atmosphere as soon as possi- ble to minimize the distraction to the educational environment. Because the SRO is at the school, there is no waiting on a response from an officer, and the issue can be dealt with immediately. SRO Staffing Level: 4 Deputies Impact of Staffing: Early intervention benefits younger students who engage in activity that doesn't amount to criminal activity. The SRO's are often called to speak with students at the middle and elementary schools for this purpose, which is key to preventing potential criminal activity. This creates a "feeling of security" in the school that comes from having a marked patrol car at the various locations within the district, and a police presence with the contract based school and alternative school in the district. SRO's provide input to the safety and security policies and practices that are discussed and developed at monthly security meetings within the school districts. This helps keep school policies on safety and security in line with law enforcement and helps aid with emergency response to situations affecting the schools. The SRO's are working with the schools to develop a school discipline policy and a set of standards for the students to assist them with handling issues ranging from drug and gang intervention, criminal activity at school, and welfare checks at home. These efforts by the SRO's provide the tools for this unique group of students to become successful adults and not fall prey to criminal activities. The proactive efforts of our SRO's to deter such incidents as the "Columbine shooting" is a critical function for the safety of our children, citizens, and officers. 121 2/12/2014 111 Spokane Valley Police Department— Training Impact of Staffing — TRAINING PROVIDED BY SPOKANE COUNTY SHERIFF'S DEPARTMENT The economic impact of bringing training to the Regional Training Center has brought in outside dollars that are spent supporting the local Spokane Valley business community. It is estimated by members of the Spokane Regional Convention and Visitors Bureau that in one year, the regional training program contributed $1.5 million dollars to the local economy. 2006 2007 2008 2009 2010 2011 2012 Total Students Trained 118 1074 2516 2521 3096 3220 3163 Total Hotel Rooms Booked* 84 1254 3252 2911 4084 3217 3065 *Total number of hotel rooms booked(i.e. students attends a three day class, counts as three hotel rooms booked).Numbers were figured conservatively, assum- ing that the student leaves Spokane the day of the last class. However, some students may elect to stay another night and travel back the next day. The Regional Training Center has spent the last few years establishing itself as a law enforcement training establishment, building itself up to the level where students travel from around the world to attend classes here. There were a total of 99 classes held at the Training Center in 2012. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. The Training Center has hosted students last year as well as previous years from the countries of Canada, Australia, Israel, Micronesia, Guam, Japan, and most recently China. Often times, if there are enough attendees paying for attendance at a scheduled training class, our officers are provided the oppor- tunity to attend at no cost. Investment in the Training Unit results in a win-win situation for the citizens and law enforcement of Spokane County and surrounding areas. In addition, the Sheriff's Office has realized significant savings by providing training locally for its officers instead of sending them out of town. It is extremely likely that our officers would not have been afforded the opportunity to attend the same amount of training, due to the cost of travel, lodging, and food, if the training was not provided locally. 122 2/12/2014 IIISpokane Valley Police Department— Investigative Division The Investigative Division serving the City of Spokane Valley consists of a Crimes against Property Unit dedicated to the City of Spokane Valley and several other units which are shared with the Spokane County Sheriff's Office. Their primary function is to provide investigative services and support that cannot be wholly accomplished by the Patrol Division because of Patrol's role as our primary emergency responders. The Investigative Unit is comprised of the following Units: Major Crimes Unit - SHARED • Responsible for crimes against persons investigations to include homicides and officer- involved fatal or near fatal incidents. • This unit is comprised of 1 Captain, 1 Lieutenant, 1 Sergeant, 6 Detectives, and 1 Domestic Violence Deputy. These positions are shared between the City of Spokane Valley and the Spokane County Sheriff's Office. Sexual Assault/Sex Offender Registration Unit - SHARED • Responsible for investigating assaults that are sexual in nature, crimes against young children and the registration of sex offenders as well as insuring the sex offender's compliance with registration requirements. • This unit is comprised of 1 Sergeant, 6 Detectives and 1 Deputy; 3 Detectives are primarily responsible for investiga- tions, 2 Detectives are primarily responsible for registering of sex offenders, and 1 Detective and the Deputy are primarily responsible for the verification of the residence location of those registered. The Sergeant and 5 Detectives are shared be- tween the City of Spokane Valley and the Spokane County Sheriff's Office. • Partnerships supported in this unit are the Child Sexual Predator Task Force and the Internet Crimes Against Children Task Force. 123 2/12/2014 Spokane Valley Police Department— Investigative Division, continued Property Crimes Unit - DEDICATED • Responsible for crimes against property investigations. Using Intelligence-Led Policing (ILP) concepts, which focus on working groups of people committing a majority of the crime and use intelligence gathered from multiple sources, the Property Crimes Unit works to identify the suspects for investigation and successful prosecution. Goals are fo- cused on arriving at investigative priorities based on law enforcements' collective knowledge of who, where and what our problems are in addition to information received relative to individual incidents. This allows us to use our limited resources to more effectively and effi- ciently deploy personnel. • From 2010 forward, the Property Crimes Unit has successfully implemented the Intelligence Led Policing principles recognizing a sub- stantial increase in solvability over the years. Detectives have forwarded numerous cases to the Prosecutor's Office where they have been able to connect a suspect to as many as 100 incidents, in some cases more, and often charge them with leading organized crime, trafficking in stolen property, etc. The pawn database has also been an invaluable tool to detectives as they track down items of stolen property being pawned and connect the suspects to the crime. In addition, SVPD's use of Facebook has been a benefit as a way of com- municating with the community to identify the owners of recovered stolen property. • This unit is comprised of 1 Sergeant and 6 Detectives fully funded by the City of Spokane Valley. Investigative Task Force (ITF) - SHARED SO/VPD Personnel Funded: • 1 Lieutenant (*supervisory for ITF/SVGET/ISU/SRDTF) • 1 Sergeant • 5 Detectives • Primary focus on property crimes with emphasis on targeting Identity Theft, Trafficking in Stolen Property, Leading Organized Crime cases. Undercover support to other units, such as surveillance, purchase of stolen property, tracking down fugitives. • Partnered with Secret Service, U.S. Postal Inspection Service, Social Security Administration, and U.S. Marshal Service working joint cas- es. Participate in two State grant funded task forces: Washington Auto Theft Prevention Authority (WATPA) and the Financial Fraud Identi- ty Theft (FFIT) task forces. • One detective is assigned to the Criminal Intelligence Unit which is a joint effort with the Spokane Police Department and pri- marily responsible for matters relating to Domestic Terrorism, funded by the Spokane County Sheriff's Office; and 1 Detective is as- signed to the Joint Terrorism Task Force, a collection of Federal, State and Local Officers primarily responsible for matters relating to Domestic and International Terrorism, with funding shared between Spokane County Sheriff's Office and the City of Spokane Valley. 124 2/12/2014 Spokane Valley Police Department— Investigative Division, continued Spokane Violent Crime/Gang Enforcement Team (SVGET)/Investigative Support Unit(ISU) - SHARED SO/VPD Personnel Funded: • 1 Sergeant • 5 Detectives (2 detectives assigned to Gangs; 3 assigned to ISU as primary narcotics investigators) Primary focus on gangs and drug crimes. Most gangs are financially supported by distributing illegal narcotics. Partner with FBI, SPD, WSP, DOC, and ATF working joint investigations. Those sworn in as Federal Task Force Officers are provided a vehicle, cell phone, fuel and overtime funded by the FBI. Spokane Regional Drug Task Force - SHARED SO/VPD Personnel Funded: • 2 Detectives (75% funded by grant and seizure funds) • 1 Deputy (75% funded by grant and seizure funds) • 1 Support Staff (100% funded by grant and seizure funds) Primary focus is on mid to upper-level Drug Trafficking Organizations (DTOs). Attempt to work narcotic investigations up to the highest source to disrupt narcotics flowing into Spokane County. Cases with ties to other states or foreign countries are adopted federally and worked with a Federal Agency; usually the DEA. Partnered with WSP, SPD, DEA, ATF, and National Guard Counterdrug. Funded completely with grant and seizure funds other than the 25% of officers salaries. Spokane Crime Analysts Team - SHARED • Responsible for providing research and analytical support to all of our investigative functions and are a critical component to ILP efforts. • Operates our Regional Intelligence Group where information sharing occurs with other law enforcement agencies and with the Washington State Fusion Center. • Produces most of the statistical data for the Sheriff's Office and the Spokane Valley Police Department. 125 2/12/2014 Spokane Valley Police Department— Investigative Division, continued Spokane Crime Analysts Team, cont. • This unit is comprised of 1 Supervisor/Analyst, 2 Civilian Analysts, and 1 Commissioned Analyst. • Partnerships supported by this unit intimately are the Financial Fraud/Identity Theft Task Force and the Washington Auto Theft Pre- vention Authority. • The impact of insufficient staffing on this team deprives patrol and investigative units dependent on that intelligence in identifying sus- pects and solving crimes. Impact of Staffing:.. While the Investigative Division continues to look for opportunities to improve efficiencies, they are, for all practical purposes, operating at capacity. 126 2/12/2014 Public Safety— Goals and Strategies Goals Strategies 1111 G-1 2014-2019 To provide a professional and trustworthy police department • Maintain professionalism in Spokane Valley Police Department's interac- tions with our citizens • Track data to determine the effectiveness in meeting this goal G-2 2014-2019 To respond to citizen calls for service as promptly as call volume and staffing • Collect and examine data to determine the effectiveness of Spokane Valley levels permit Police Department's response times G-3 2014-2019 To control crime rates within the City of Spokane Valley • Promptly recognize anomalous increases in crime • Identify and eliminate causes within Spokane Valley Police Department's control • Track data to determine the effectiveness in meeting this goal G-4 2014-2019 To investigate and work traffic related issues and respond to citizen traffic re- • Work to reduce traffic collisions by identifying areas within our control quests as call load and staffing levels permit to minimize traffic collisions within through the use of statistical analysis, enforcement, education, and collabo- our City ration with City of Spokane Valley traffic engineers • Track data to determine the effectives in meeting this goal 127 2/12/2014 Public Safety— Workload Indicators Goal Workload 20131 2014 2015 2016 2017 Target G-1 Average number of incidents per officer 2 1,319 G-2 Number of citizen initiated calls for service 35,897 Number of officer-initiated incidents 20,815 Number of patrol officers 43 i Incidents requiring written documentation 15,171 G-3 ' INumber of property crimes 3 8,3044 Number of crimes against persons 5 1,140 Number of arrests 6 Not Avail. Number of cases inactivated due to lack of evidence or leads 65 — – G-4 Total number of traffic enforcement infractions and citations 12.354 Number of traffic enforcement infractions and citations from citi- 24 zen complaints l 1 All 2013 data is tentative. Some minor variation may exist when compared to the final data that will be reported in the 2013 Performance Measures Report 2 Since most incidents require multiple deputy response, this number is significantly underreported. 3 Includes: burglary, forgery, theft, vehicle theft, vehicle prowling, malicious mischief. 4 This was originally reported in 2012 as 9,483. Error corrections have resulted in the new figure for 2012 (see next page) 5 Includes: homicide, assault, kidnap, robbery, rape, child abuse, stalking. 6 This figure includes the number of incidents including arrests and/or citations; it does not include the total number of charges. 128 2/12/2014 Public Safety— Workload Indicators Goal Workload 2008 2009 2010 2011 2012 Target G-1 Average number of incidents per officer 1 1,394 1,427 1,354 1,283 1,320 G-2 Number of citizen initiated calls for service 30,238 30,142 31,841 31,408 34,026 Number of officer-initiated incidents 29,693 31,199 26.377 23,782 22,716 Number of patrol officers 43 43 43 43 43 1. Incidents requiring written documentation 17,614 16,382 I G-3 Number of property crimes 2 - — — — 7,883 Number of crimes against persons 3 - - - - 1,168 -L- Number of arrests 4 - - - - 3,206 Number of cases inactivated due to lack of evidence or leads — — — 42 58 G-4 Total number of traffic enforcement infractions and citations — — — 14,680 13,768 Number of traffic enforcement infractions and citations from citi- — — — — 184 zen complaints 1 Since most incidents require multiple deputy response, this number is significantly underreported. 2 Includes: burglary, forgery, theft, vehicle theft, vehicle prowling, malicious mischief. 3 Includes: homicide, assault, kidnap, robbery, rape, child abuse, stalking. 4 This figure includes the number of incidents including arrests and/or citations; it does not include the total number of charges. 129 2/12/2014 Public Safety— Performance Results Goal Performance 20131 2014 2015 2016 2017 Target G-1 Rate of citizen complaints per the number of officer incidents .5472 Outcome of complaint investigations: % Sustained11.1 % Not Sustained I 0 % Exonerated 55.6 % Unfounded I 33.3 % Investigation Pending 0 %Forms Not Returned N/A Use of force incidents per 1,000 officer incidents 2.5223 Outcome of use of force investigations % Justified 100% % Excessive 0% G-2 Average response times for priority 1 calls for service 4 3-6 Minutes G-3 Clearance Rate (disposition—eg: settled w/arrest, inactivated, cleared for referral to prosecutors office) 95.09% 4 _ G-4 Collisions per capita 0.023 Percentage of traffic complaints worked 5 100 1 All 2013 data is tentative. Some minor variation may exist when compared to the final data that will be reported in the 2013 Performance Measures Report. 2 Changing methodology in obtaining complaint data has resulted in what appears to be a large increase in complaints. Applying the old methodology to the 2013 data results in a 2013 complaint rate of.053 complaints/1,000 incidents. 3 Changing methodology in acquiring UOF data for 2013 has resulted in what appears to be a large increase in UOF. Applying the old methodology to the 2013 data results in a 2013 UOF rate of 1.78/1,000 incidents. The new methodology includes weapon (any type) display and SWAT usage in the UOF totals. 4 The current CAD system does not facilitate extracting an accurate number. The 3-5 minute range was determined by spot check evaluation. (See Performance and Workload Report 2012, page 20-21). 5 This number includes only those traffic complaints worked by the Traffic Unit. Patrol deputies frequently work traffic requests; however,their efforts are not recorded here. 130 2/12/2014 Public Safety— Performance Results Goal Performance 2008 2009 2010 2011 2012 Target G-1 Rate of citizen complaints per the number of officer incidents — — — 0.217 0.194 Outcome of complaint investigations: — — — — % Sustained 11.1 % Not Sustained 11.1 % Exonerated 55.6 % Unfounded 0 % Investigation Pending 11.1 %Forms Not Returned 11.1 i a Use of force incidents per 1,000 officer incidents — — — 1.286 1.392 Outcome of use of force investigations — — — — % Justified 100 % Excessive 0 G-2 Average response times for priority 1 calls for service 1 — — — — — G-3 Property Crimes—Assigned &Worked 429 500 — Clearance Rate (disposition—eg: settled w/arrest, inactivated, — — cleared for referral to prosecutors office) % solved 88% 91.6% 87.90% % inactivated for lack of leads 12% N 8.5% % solved by arrest 75.5% 84% G-4 Collisions per capita — — — 0.022 0.024 Percentage of traffic complaints worked 2 - l - - - 100 1 The current CAD system does not facilitate extracting an accurate number. The 3-5 minute range was determined by spot check evaluation. (See Performance and Workload Report 2012, page 20-21). 2 This number includes only those traffic complaints worked by the Traffic Unit. Patrol deputies frequently work traffic requests; however,their efforts are not recorded here. 131 2/12/2014 Public Safety - 2014 Budget and Staffing Impact Summary* Theoretical Budget Reduction Exercise—Submitted by Chief Rick VanLeuven Spokane Valley Police Department/Spokane County Sheriffs Office Impact of Potential Budget Decrease "The ultimate priority for the Spokane Valley Police Department is Public Safety" At the request of the Spokane Valley, SVPD has again been asked to evaluate the impact of a 3%, 6% & 9% budget cuts for F.Y. 2014. Prior to assessing the impact of these cuts, it is appropriate to review the status of the current budget and the level of service provided in exchange for those funds. Spokane Valley deputies responded to 34,026 citizen initiated calls for service in 2012. This represents an 8.4% increase from the 31,396 calls in 2011. Despite the increased call load, the Spokane Valley Police Department strives to maintain the same level of service to the community. Assessing the impact of a 3% budget reduction intuitively leads one to assume that it would result in a 3% reduction in police services. This, however, is not the reality. Effective law enforcement is synergistic in nature. In other words, the loss of any part reduces the overall effectiveness of the whole by an amount greater than the loss. A 3% cut equates to the loss of approximately four to five full time employees. These employees could be removed from any one of a number of functional units, each with its own negative outcome. The following is a summary of the expected impact of the loss of the contributions of these employees based, on the proposed budget reductions. Impact of 3% Budget Cut: • Minimum staffing levels would be much more difficult to meet. As a result, overtime expenditures can be expected to rise. • Overall staffing levels would be consistently lower, resulting in: • Longer response times • Reduction in services provided • Police service becomes more reactive rather than proactive resulting in increased crime • Insufficient personnel to safely and effectively handle more than one major incident at a time, which increases the possibility of serious injuries or fatalities • Decreased citizen satisfaction with police services • Officers are reduced to documenting crime rather than solving crime and arresting the perpetrators • Call load per officer per year would be expected to increase • Reduction of community oriented policing *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 132 2/12/2014 Public Safety - 2014 Budget and Staffing Impact Summary* Impact of 3%Cut, continued... • The loss of a single traffic officer results in • Significant reduction (8.25%) in traffic enforcement and subsequent revenue • Increase in the number of collisions, with a decrease in the ability to investigate them • Increased insurance premiums in the region • Loss of specific traffic investigation expertise that is expensive to replace • Decreased DUI emphasis resulting in additional DUI-related collisions • There currently are insufficient traffic personnel to handle the volume of traffic complaints; any reduction would exacerbate this problem. • We will lose valuable intelligence that will inhibit the success of the ILP program and other proactive projects; • Specialty units such as SWAT and EDU (Bomb Squad) are made up of officers assigned to patrol as well as detectives assigned to the In- vestigative Unit. Many hours are invested in the training of these individuals in specialty fields. Any reduction in personnel would impact the sustainability of specialty units; • Currently, about 33% of the property crimes cases with potential solvability are not investigated due to a lack of investigators. This problem be- comes significantly worse with the reduction of just one detective; • Should the Crime Prevention officer position be eliminated, the majority, if not all, of the crime prevention programs would be lost, reducing the overall safety of our community and resulting in increased crime • Any reduction of School Resource Deputies (SRD's) would: • Further increase the call load for patrol • Decrease the level of safety in Spokane Valley schools • Increase the crime in Spokane Valley schools • Reduce valuable intelligence that is currently gathered by the SRD's • The SRD's proactive efforts to deter such incidents as the "Columbine shooting" is a critical function that, if reduced, would jeopardize the safety of our children, citizens, and officers • In working with the contract school, the last-ditch efforts made by the SRD to provide tools for this unique group of students to become successful adults and not fall prey to criminal activities would be lost *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 133 2/12/2014 111 Public Safety - 2014 Budget and Staffing Impact Summary* Impact of 6% Budget Cut: • A 6% cut would result in the loss of 8 to 10 personnel • It would no longer be possible to consistently meet current minimum staffing levels. Overtime will dramatically increase to make up for the loss of person- nel. Officer and public safety will be critically reduced • A reduction of 4 patrol deputies would result in a 10% call load increase for the remaining patrol personnel • The elimination of entire units such as Traffic, Crime Prevention, or SRD's will be necessary to maintain basic police functions • Expectation levels would be diminished to such an extent that certain investigations and types of calls for service will not be pursued • Would not have sufficient personnel to respond to low-priority crimes • Response times would increase significantly Impact of 9% Budget Cut: • A reduction of roughly 15% of the personnel would create a catastrophic impairment in the ability of SVPD to provide basic law enforcement ser- vices. The resulting increase in crime will jeopardize public and officer safety and decrease the quality of life for all Spokane Valley residents • Under these conditions it becomes extremely difficult to attract quality applicants to the police department. This results in a reduction in the qual- ity and professionalism of the personnel and creates a police department with a mercenary attitude lacking dedication to the community. In addi- tion, high turnover rates will result as officers leave to work for other departments • Anticipate significant officer-safety complaints from the Deputy Sheriff's Association and other labor unions • This would inhibit the ability to work WA Traffic Safety Commission Emphasis Grants that will result in more serious and fatal collisions • The economic impact on our city will suffer due to the overall impact of reduced services Continued next page *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 134 2/12/2014 Public Safety - 2014 Budget and Staffing Impact Summary* SUMMARY The Spokane Valley Police Department will continue to strive to efficiently provide exceptional law enforcement services to the people of the City of Spo- kane Valley with the resources provided by Spokane Valley; however, any reduction in the law enforcement funding will make an already tenuous situation much worse. Gradual demographic changes in Spokane Valley have made our mission increasingly difficult to fulfill. Since incorporation, Spokane Valley population has increased 10.4% and since 2005 citizen-initiated calls for service have increased 19.1%. Patrol division staffing has not been increased (since incorporation in 2003) to address this increase in workload. As a result, Spokane Valley Police Department has steadily given up proactive policing capability in order to address the increase in citizen-initiated service calls. To address this issue, SVPD has developed a plan to apply additional personnel to the periods of peak call load. Additional personnel are needed to implement this plan. In addition, as SVPD plans for the future, we have identified a pending problem that has the potential to drastically impact law enforcement services in the near future. Due to numerous factors including minimal turnover in recent years and the difficulty in finding younger qualified applicants, the average age of department personnel has increased. Currently (as of 6-1-13), over 18.5% of all commissioned Sheriff's Office personnel are eligible for retirement. In the next five years another 20% will meet this threshold. Since it takes approximately one year to identify and train a quality candidate into a functioning deputy, a sudden loss of personnel due to retirements has the potential to create a critical shortage of deputies. A plan has been identified to prevent this from occurring and its implementation is critical to assure an uninterrupted level of service. Public safety must be moved to the top of our community's dedicated funding. Failure to adequately fund law enforcement services will produce un- acceptably low levels of public support and put officer and public safety at risk. *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved, final budget. 135 2/12/2014 Vol. 7 ADDENDUM C: Foundation of the City of Spokane Valley 20141 The City of Spokane Valley evolved from a mixture of neighborhoods that incorporated as a city on March 31, 2003. The new City gov- ernment was charged with providing services to 82,000 people. City leaders knew that a clear direction with a consistent message was needed to be successful in this endeavor. This new government had a different mentality than the other governments in the area and Spokane Valley leaders understood how important it was to solidify that different way of thinking from the very beginning. This City was to be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair, and committed to providing a high quality of life. Vision Statement The first step was to establish a vision statement. That sets the City in motion on a course of success. Our Council believes that all people in Spokane Valley should have an opportunity to succeed, both in work and in personal lives. A well-balanced community ensures that a strong economy will exist to allow residents to enjoy life. The following vision statement was adopted to signify this belief. 4 community of opportunity where individuals and families can grow and play and businesses will flourish and prosper. " Next, the City founders and leaders felt it was important to provide direction to the new City government organization and ensure that this community is unique. Developing the following values for the City accomplished these goals. 136 2/12/2014 City of Spokane Valley Values Community Identity and Pride. Spokane Valley promotes an environment that supports the home and family, and job and education op- portunities. Highlight areas: • A friendly, wholesome, safe place to live and raise a family • An economically healthy and diverse business community • Preservation of neighborhoods Focus on the Future. Spokane Valley is a visionary city encouraging its citizens and their government to look to the future beyond the present generation, and to bring such ideas to public discussion, enhancing a sense of community identity. Highlight areas: • A balanced approach to growth and development • Stewardship of land and resources, such as parks, recreation and natural areas • Preservation and growth of the economic and commercial job base of the community Open, Collaborative Government. Spokane Valley values a "user-friendly" government, in which governance practices and general op- erations consider how citizens will be served in the most responsive, effective and courteous manner. Highlight areas: • Citizen participation in the decision-making process • Strategic use of public/private and other partnerships • A "can-do" attitude on the part of City employees, and fair and consistent interpretation and implementation of regulations With these values, the City's foundation begins to take shape. The City now knows how it will operate. This will be a government that encourages participation, promotes a collaborative approach to problem-solving, inspires creativity, cultivating respect, and providing the highest level of services without over-burdening its citizens or businesses. 137 2/12/2014 Core Beliefs Section 1. We believe that Spokane Valley should be a visionary city encouraging its citizens and their government to look to the future beyond the present generation and to bring such ideas to public discussion and to enhance a sense of community identity. Section 2. We believe that elected body decision-making is the only lawful and effective way to conduct the public's legislative busi- ness and that careful observance of a clear set of Governance Coordination Rules of Procedure can best enhance pub- lic participation and decision making. tion 3. We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take ce the lead, where practical, in sponsoring Ordinances or Resolutions excepting quasi-judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW 35A.13.020. Section 4. We believe in hearing the public view. We affirm that members of the public should be encouraged to speak and be heard through reasonable rules of procedure when the public business is being considered, thus giving elected officials the broadest perspectives from which to make decisions. `. Section 5. We believe that the City of Spokane Valley's governance should be known as "user friendly," and that governance prac- tices and general operations should consider how citizens will be served in the most responsive, effective and courteous V manner. J Section 6. We believe that the economic and commercial job base of the community should be preserved and encouraged to grow as an alternative to increasing property taxes. We believe it imperative to have an expanded and diverse economic base. Section 7. We believe that Councilmembers set the tone for civic discussion and should set an example by: (a) Setting high standards of decorum and civility. (b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters. (c) Demonstrating respect for divergent points of view expressed by citizens, fellow Councilmembers and the staff. (d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council, the staff, or the public. (e) Accepting the principle of majority rule and working to advance the success of "corporate" _110 decisions. 138 2/12/2014 Core Beliefs Section 8. We solicit the City Manager's support in conducting the affairs of the City with due regard for: (a) Promoting mutual respect between the Citizens, City staff and the City Council by creating the organizational team- work necessary for effective, responsive and open government. (b) Providing the City Council and public reasonable advance notice when issues are to be brought forward for discussion. (c) Establishing and maintaining a formal city-wide customer service program with emphasis on timely response, a user- friendly atmosphere, and an attitude of facilitation and accommodation within the bounds of responsibility, integrity, and financial capability of the city, including organizational and job description documents while pursuing "best practices" in customer service. (d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally provided services. (e) Providing a data base of future projects and dreams for the new City of Spokane Valley so that good ideas from its citi- zens and leaders are not lost and the status of projects can be readily determined.. 139 2/12/2014 Customer Service Program The City of Spokane Valley established a level of commitment to customer service that will help the City achieve all future goals. Our goal is to deliver service that is complete, consistent, and equitable to all our customers, and is based on the principles of integrity, re- spect, and responsiveness. Regardless of the reason for, or the method or frequency of contact, our customers will be treated with courtesy, 1. Identify Our Customers Customer 4 Assessment Service 2. Define & Customer Improvement Program Service 3. Communicate Our Goals Standards 140 2/12/2014 Customer Service Definition Customer Service Key Statement The City of Spokane Valley strives to provide service in a respectful, knowledgeable, and welcoming manner. Respectful Knowledgeable Welcoming • Demonstrating courtesy and pro- • Fostering a team-oriented ap- • Acknowledging customers when fessionalism proach they enter • Listening effectively • Providing alternatives • Steering customers in the right direction • Responding in a timely manner • Anticipating questions • Promoting an enjoyable work en- • Exemplifying a no-surprised at- • Having/knowing your resources vironment mosphere • Being organized • Maintaining a clean and unclut- tered work environment • Treating people as individuals The foundation is now set. The City staff, management, and Council now have a clear understanding of what is expected of them and they have a solid support structure to give them confidence in the performance of their duties. 141 2/12/2014 Information Input Information will come from inside the organization, from staff and management, as well as from outside the organization from citizens, business -owners and others who frequent our community (workers, tourists, etc.). Internal Input Council utilizes information from employees in a number of ways. Employee Feedback Staff Analysis Strategic Planning Employees are often the information conduit The City of Spokane Valley government is com- Several long-range plans that look at current from the customers to the Council, relaying de- prised of knowledgeable professionals. Staff is trends to make future forecasts are continually mands or changing trends and they can often charged with providing the specialized updated. While much public input goes into bring forward innovative way of providing effi- knowledge that allows the Council to make in- these documents, the forecasting and planning cient service-delivery. Information from employ- formed decisions. From demand analysis, which is done by skilled staffers who must create inno- ees can be received in a variety of ways. Fol- determines when the workload is heaviest and vative ways of achieving our future vision while lowing is a list of employee feedback tools, how to best accommodate it, to staff reports that meeting current needs, complying with the law, some that are currently utilized and some that consider alternative methods of service delivery and operating within financial constraints. may be used in the future. or other cost-saving measures, employees are invaluable in providing complex information. An • Comprehensive Plan • Employee Survey audit program can be utilized to ensure efficien- • 6-Year Transportation Improvement • Internal Customer Survey cy of service delivery for both in-house services Plan • Commute Trip Reduction Survey and contracted services. In addition, perfor- • 6-Year Financial Forecast mance measure results will be analyzed, looking • Business Plan at multi-year and performance and comparing to • CenterPlace Marketing Plan targets as well as making comparisons to other • Parks Master Plan entities. • Street Master Plan—Pavement Manage- ment Program • Demand Analysis • Staff Reports • Audits (future) • Performance Analysis 142 2/12/2014 Information Input External Input As representatives of the citizens of Spokane Valley, the City Council must form policy that fairly represents all segments of our community, including residents, businesses, and those visiting our City. To maintain balance in serving the different needs that exist in Spokane Valley, it is necessary to receive feedback from customers and constituents. The City has already utilized citizen surveys to gain feedback while developing the Comprehensive Plan and for the needs assessment of the cable franchising process. In the future, citizen surveys can be utilized in an ongoing basis as part of strategic planning and performance measurement that are integral components of the Business Plan. Customer surveys can also play an important role in obtaining feedback by polling individuals and businesses that have had a recent interaction with the City. Comment cards and correspondence through phone calls and e-mails provide easy ways for customers to relay their experiences to Council and management. These unfiltered accounts of interaction with City staff allow those in charge of keeping the City on course to react immedi- ately if necessary or to further cultivate and reward improvement if a process is working well. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory committees. In the future, focus groups may be utilized to allow for more focused feedback on a particu- lar subject so Council and staff can get a better feel for how a particular subject is received in the community and allow customers to play active roles in guiding the way services are delivered. • Customer Survey • Citizen Survey • Customer Service Request System • Comment Cards • Conversations with the Community • Lunch with the City Manager • Public Forums • Advisory Committees • Focus Groups • Customer Correspondence 143 2/12/2014 111 Council Goals Once the information has been gathered it can be included in the policy-making process. The City Council first looks at where we need to go based on the feedback from the community. Then they must determine the best way to get there based on input from employees and customers. The most challenging phase for the Council is to then allocate available resources in a way that ensures that all components are well-maintained and stay in good-working order so goals are reached as quickly and efficiently as possible while still adhering to the high-standards set by the over-arching principles of the City. New goals will be set by Council annually while progress toward previous years' goals will be measured. Though goals are set by Coun- cil they represent the goals of the citizens of the community. Major Goal Statements for 2013 (see page 26 for 2014 Major Goal Statements) The 2013 budget reflects the distribution of resources consistent with the Council's determination of core services priorities. The follow- ing goals represent just the very broad areas of concentration important to the well being of the community. • Continue monitoring wastewater issues, including governance of wastewater facilities, and pursuit of the most effi- cient and economical methods to ensure the continuation of wastewater discharge licenses. • Pursue the topic of Solid Waste, to include identifying the issues and obtaining alternatives of joining the consorti- um or handling it ourselves and the consequences of each alternative. • Develop a Shoreline Master Program to appropriate regulatory protection for waters of statewide significance as required by state statute. • Pursue a legislative capital budget request for possible financial assistance in the restoration of the Sullivan Bridge; purchase of a Transfer Station; and the assistance with creating the Appleway Trail Project. • Create an Economic Development Plan including review and evaluation of Spokane Valley's development regula- tions and how they compare with other jurisdictions; and keeping options open for an alternative city hall. 144 2/12/2014 Summary: Citywide Business Plan The Departmental Business Plans for 2014-2019 have been completed and compiled in the Citywide Business Plan. The Citywide Business Plan pulls all the functions of the City to- gether into one common purpose - to achieve service delivery • PLAN goals. The Citywide Business Plan allows decision makers to understand the interrelationship between and impacts of all departments and programs. Comprehensive Plan Business Plan Planning is the strength of government and is vital to ensure Budget Process future community needs are met. Planning is continuous with- 6-Year Transportation Plan in the City organization in areas such as transportation im- 6-Financial Forecast provement, finance, parks and recreation, and the ongoing Parks lional Marketing Regional Marketing Plan Comprehensive Plan. These plans flow into strategic goals of Focus Groups departmental plans. Now that plans are in place and steps have been taken to im- plement them, Performance Results have been included to Quarterly Reports Performance Measures Conversations with the Community Customer Satisfaction Survey assess the City's performance in achieving strategic goals. Customer Comments Progress toward achieving strategic goals is assessed through electronic data gathering or through report cards collected via citizen surveys. Some Performance Measurement results in- cluded in the 2014 business plan are based on information collected in 2008, 2009, 2010, 2011, 2012 and 2013 which provide benchmarks for 2014-2019. Other measurements not currently displayed will continue to be collected to establish MEASURE the basis for benchmarking in subsequent years' plans. Therefore, the business plan is not a once-a-year process; ra- ther it is one that is continually monitored and refined. Depart- ments meet on a regular basis to assess measurements and maintain focus on their goals. Employees let the City Manager know how things are going at the customer interaction level while citizens let the Council and Mayor know how they per- ceive the strategies are working. 145 2/12/2014