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Vol. 8
contents Business Plan 2015
Executive Summary 3
Business Plan Process . 15
Strategic Service Delivery Areas . , . . 16
Understanding the Departmental Business Plan . . . . 18
Department Business Plans:
Legislative—City Council. . . 19
General Government Budget Impact Summary . 21
Executive/Legislative Support—City Manager/City Clerk . 23
Executive/Legislative Support—City Attorney . . . . . 32
Operations & Administrative Services 38
Finance and Information Technology Services . . . 52
Community and Economic Development. . . 58 .
Parks & Recreation . . . . . 76
Public Works . . 87
ADDENDUM A:
Spokane Valley Police Department (Contract Services) . s9
ADDENDUM B:
Foundation of the City of Spokane Valley. . . 125
City of Spokane Valley Values . . 126
Core Beliefs . . . . _ 127
Customer Service Program . . . 129
Customer Service Definition . . . . 130
Information Input . . . . . 131
Council Goals . . . . 133
Summary - Citywide Business Plan . . . 134
PAGE 2 2/12/2015
Vola 8 __ •
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xecutive Summary-City Manager's Message . M �_4 - 2015
Each year the City of Spokane Valley prepares a business plan to guide the preparation of the annual budget. The 2015 Business Plan
links together community priorities, the Financial Projection, Council goals, and the proposed 2015 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 on new information and the updated Financial
Projection. Strategies accompany each goal in order to illustrate and define how departments will accomplish these goals. City Council
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. In large part, the
Business Plan charts the course that leads to the strong financial position of the City. Prioritized spending, lean staff and a commitment to
basic values has allowed the City to address the needs of the community and enhance infrastructure while maintaining fiscal reserves.
The Business Plan also helps the city prepare for cyclical downturns in the economy. To meet this objective, each department prepares a
theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the base level of
services provided by the City and anticipate potential future revenue shortfalls. Since experiencing a significant decline in revenue
sources, such as sales tax, from 2007-2010, (Table 1.1, pg. 15), there has been a moderate increase from 2011-2014. The Financial Pro-
jection, (Table 1.2, pg. 16 & 17), reflects this slightly positive trend with a modest increase of about 3.0% per year through 2017. Projec-
tions for 2014 end-of-year sales tax totals anticipate revenues climbing back to 2007 levels, our highest year.
Therefore, the 2015 Business Plan has been created during a time of a moderately strengthening economy. 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 in 2015 at the 2014 levels is feasible. With existing Operations and Maintenance (O&M) held to a 1% increase,
the City does not anticipate utilizing reserves for O&M in 2015. In fact, the City is proposing a modest increases in service levels, such as
adding 2 police officers and budgeting for the maintenance of the Appleway Trail section between University and Pines, which began in
2014 and is to be completed in 2015.
Looking forward, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2014 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 forecasted projections. For example, in June, 2014, the Council goal to implement solid waste transfer, transport and
disposal in the best interest of Spokane Valley, was accomplished by Council authorizing a private contract with Sunshine Recyclers, Inc.
This enabled the City to achieve one of its Core Values to contain or impede the rising cost of governmental services by examining public/
private partnerships. Further, to help us monitor the success of each of the city's programs, such as solid waste, the business plan
includes performance measures to determine the amount of effectiveness and efficiency in which work is performed. Over time, the City
will have a good indicator of the progress the City is making to provide high quality services in a cost-effective way, while remaining within
budget and the forecasted projections.
(continued)
PAGE 3 2/12/2015
ity Manager's Message—continued.. .
Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2015 expenditures in line with
projected revenues.
The City views the changes in economy as an opportunity to reevaluate goals and strategies 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 (2015) year.
The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond 2019. It is important to
note the Business Plan and Projection are imperfect tools and 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 minimal resources to achieve success.
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 assessed value
of property. The City of Spokane Valley currently utilizes only 1.31% of its total allowable debt capacity,
and more importantly, oniy 6.54% 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)
PAGE 4 2/1212015
ity 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, which is the equivalent of
six months of general fund operations
2. If necessary, utilize the Service Level Stabilization Reserve Fund ($5.4 million) to maintain ending fund balance
minimum.
3. Commitment to the strategy that the Service Level Stabilization Reserve Fund will not reduce below $3.24 million
(60% of$5.4 million)
4. Maintain the property tax assessment the same as 2014 with the exception of new construction. As in the
previous four years, the City will forego the 1% annual increase allowable by RCW 84.52.050. We anticipate this
will result in a levy of $11 ,077,144 plus estimated new construction of $200,000 for a total levy of$11,277,144.
The 1% increase capacity will be banked for future use as provide by law.
5. Grow our economy so our existing tax base can support our basic programs.
Commitment — By committing to these policies, the City will ensure financial sustainability well into the future. Breaking this
commitment can take us in the opposite direction and begin to erode our fiscal strength.
Challenges - Beyond the General Fund, the City of Spokane Valley has 4 on-going financial challenges:
1. Funding Street Capital projects (Bridging the Valley, road and bridge construction)
2. Funding Parks Capital projects (Balfour Park, Appleway Trail, etc.)
3. Continued funding for local street maintenance. This fund depends on a combination of gas tax and telephone
utility tax
4. Balancing street preservation with other transportation needs
PAGE 5 2/12/2015
xecutive Summary-Program Descriptions
ENERAL GOVERNEMENT
General Government • This budget accounts for those activities not specific to the functions of any particular General Fund department or opera-
tion. 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, includ-
ing annual computer leases, annual repair and maintenance contracts for servers and copiers, monthly telephone and inter-
net charges, and computer and copier purchases. Also, charged to this area are payments to outside agencies for econom-
ic 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, including pavement preservation.
EGISLATIVE &
ECUTiVE I LEGISLATIVE
Oity 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.
_ l
Oity 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. Ali 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 (ROW 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 Regal 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.
pity 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.
AERATIONS&ADMINISTRATION
Deputy City Manager • Oversees the daily operations and administrative services for the City. This position interacts with citizens and staff to en-
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.
PAGE 6 2(1212015
xecutive Summary-Program Descriptions '1111111111111111
r PERATIONS&ADMINISTRATION, Continued.. _
3ublic 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 full
nalysis -time employees who work with the City Manager and City Attorney to administer the City's contracted public safety ser-
vices. 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 2015, this meant more than $25 million dollars, or 63% of the General Fund
budget, was administered, evaluated and accounted for by this program.
riuman 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- I,
gaged in by the City. These functions are performed through a combination of interrelated activities including financial
management, general accounting and information technology.
• Financial manaaement 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.
PAGE 7 2 1212015
xecutive Summary-Program Descriptions
OMMINITY & ECONOMIC
sEVELOPMENT
kdministralion * Director Oversees the daily operations of the Community Development Department, prepares the budget and yearly work
program. The Director supervises the Building Official, Development Services Manager, the Economic Development per-
sonnel and the Administrative Assistant. The Director monitors the Planning Commissiion assignments and provides train-
ing programs for the department and the Planning Commission.
• 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.
3uilding Division • Permit Center: These team members staff the front counter for technical assistance and plan intake, review building per-
mit plans, process applications and distribute to other internal divisions and outside agencies. Inspect development pro-
jects; 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: (1) Building Official; (1) Senior Plans Examiner; (1) Plans Examiner; (3) Building Inspectors; (1) Development Ser-
vices Coordinator; (2) Planners; (2) Permit Facilitators; (1) Engineering Technician & (1) Office Assistant/Cashier.
)evelopment Services • Development Services Division: Responsible for providing professional policy guidance to the City Manager, City Council
and Planning Commission on such issues as land use, access management, Shoreline Management Act, annexation,
growth targets, water quality, privately funded infrastructure issues and more. Staff is responsible for processing land use
and home business permits, reviewing environmentally sensitive areas,for the review and inspection of stormwater man-
agement in private development, reviewing access management and other improvements in private development applica-
tions, administering the State Environmental Protection Act.
• Staff: (1) Development Services Manager; (1) Senior Planner; (1) Code Enforcement Officer; (2) Development Engineers;
(1) Asst. Development Engineer; (2) Planners; (1) Right-of-Way inspector; (1) Construction Inspector& (1) Office
Assistant.
• Development Engineers: Review private development plans for compliance to the Storm Water Manual and Street
Standards, assist customers with engineering requirements, coordinate the Floodplain Management Program for the
City, inspects development construction,writes and updates corresponding regulations,works with the Traffic Engi-
neer on development traffic mitigation and works on special projects (i.e. Hanson Agreement).
xecutive Summary-Program Descriptions
Lim
OMMUNITY& ECONOMIC : {
DEVELOPMENT Continued...
7evefopment Services, cont. • 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 citizens and
development professionals with zoning questions, review and process applications, review business licenses and pro-
cess adult entertainment applications. Planners also process updates to the Comprehensive Plan on an annual ba-
sis, as required by RCW 36.70A, including both private and City initiated amendments. Coordinate and update capita!
facilities plan as part of annual comprehensive plan update process as required by RCW 36.70A. Staff prepares de-
velopment regulation text amendments. Manages city initiated planning projects, such as the Shoreline Management
Program Update and the Comprehensive Plan legislative update. Participates in regional planning processes, includ-
ing Urban Growth Area Update, coordinates, reviews and comments on land use proposals from adjacent jurisdic-
tions. Participates on the Planning Advisory Technical Committee, and attends the Steering Committee of Elected
Officials meetings. Collect, analyze and interpret data on local economic, population and land use trends, Coordi-
nates with Spokane Regional Transportation Council (SRTC) to ensure land use, population and job projections data
are properly represented in regional transportation models. Also participates on the Regional Site Selector commit-
tee.
• Code Enforcement: (1) One Code Enforcement Officer investigates all code compliance complaints, prepare paper
work, testify in hearings, and court if necessary, and prepare the documentation and staff reports and appeals.
• Right-of-Way Inspections: (1) 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 we supplement the
inspector with assistance from other inspectors within the department.
Economic Development • The Economic Development division is under the direct supervision of the Director. Oversight of these activities is also
coordinated closely with the City Manager. The functions of the Economic Development division are to pursue infrastruc-
ture improvements that foster economic development; find opportunities to improve and streamline permit processes and I
regulations; maintain an efficient permitting process; create strategies to attract and retain businesses; develop collabora-
tive relationships to promote business retention and expansion; develop and execute a comprehensive economic develop-
ment strategy; develop and execute a comprehensive marketing program; coordinate with regional and local economic de- I
velopment partners; use information technology to support economic development; promote Spokane Valley to businesses
and visitors; strengthens and expand event and civic opportunities for citizens, visitors, and businesses to engage with
Spokane Valley businesses and, foster an educated and job-ready local workforce.
• Staff consists of: (1) Economic Development Coordinator& (.5) Economic Development Engineer
PAGE 9 2/1212015
xecutive summary-Program Descriptions
'ARKS&RECREATION
'ark Administration • This division provides direction and leadership for the Department with its 180 acres of park land which includes 12 devel-
oped parks and three outdoor pools, I mile of the Appleway Trail and approximately 7 miles of the Centennial Trail. It also
manages and oversees private contracts for park maintenance, aquatics, CenterPlace janitorial services, CenterPlace food I
and beverage, Splash Down lease and the Police Precinct facility. Additional duties include: administering the City's spe-
cial use permits, developing policies and procedures, scheduling ail park facility reservations and managing various con-
struction projects.
!• 2 FTEs include the Director of Parks& Recreation and (1) Administrative Assistant
'ark Maintenance • This division is responsible for the maintenance of all of our developed parks and open park land including the Centennial
and Appleway Trails. This maintenance work is contracted with a private contractor whose contract is managed by the Ad-
ministration Division
recreation . This division develops, coordinates and facilitates the delivery of recreation programs, services and events throughout the
City, including over 21 different recreation programs year-round and partnerships with the YMCA, East Valley School
District, Liberty Lake, Spokane Valley Partners, City of Spokane and Spokane County a variety of programs
• 1 FTE- Recreation Coordinator
kquatics • This division includes three outdoor swimming pools: Valley Mission, Park Road &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 • This Division coordinates the use of the Spokane Valley Senior Center and assists in the planning, organizing, coordination i
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
• 1 FTE-Senior Center Specialist
-enterPlace ■ This division oversees the scheduling and room setups for CenterPlace Regional Event Center, 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 Spo-
kane Valley Senior Center. CenterPlace hosts hundreds of events each year and promotes regional tourism exposing
guests to the benefits of our community
• 5 FTEs include 1 Customer Relations/Facilities Coordinator; 2 Maintenance Workers; 1 Administrative Assistant; and 1
Office Worker 1
PAGE 10 2/12/2015
xecutive Summary-Program Descriptions
UBLIC WORKS
\d ministration & The Public Works Department oversees the City's transportation system, which includes construction and maintenance ofi
:,sapitall 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
Engineers-Project Managers, (.375) Engineer-Planning/Grants, (1) Assistant Engineer, (1) Engineering Tech 2, (2) Engi-
neering Tech 1, (.5) Maintenance/Construction Inspectors, (2) Administrative Assistants, & (3) Limited Term Construction,
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 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, (.375) Engineer-Planning/Grants, (1)Assistant Engineer-Traffic, and (2)
Maintenance/Construction Inspectors.
Storrnwater Fund o 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, (.25) Engineer-Planning/Grants, (1) Assistant Engineer, (1) Engineering Tech 1, and (1.5)
Maintenance/Construction Inspectors.
PAGE 11 2/12/2015
Executive Summary-Revenues
Table 1.1*
$45,000,000
r
$40,000,000 — --- __ __ 38,442,200
371 , 35,883,904 37,208,871
-4 35,196,075
$35,000,000 1---- - , ____,3,1,,m,765------------
36,777,598 35,974,204 35,911,071
33,942.29595
$30,000,000
25,000,000
$ � ---- ---- -- - - General Fund Revenue
18,531,508 19,707,676 . --SalesTaxRevenue
$20,000,000 _, 18,3-19203 1!,431,732 �--`#
- ---- _ 16,050,284 - ---,..--�-, .� Property Tax Revenue
19,672,640 - --- 19,917,200 4
$15,000,000 `J _ 18,706,461
9,836,088 16,317,06710,741,306 6''841,447 10,799,123 11,129,377
$10,000,000 8,042;872
9,522,358 10,475,751
10,681,620 10,841,559 11,227,100
$5,000,000
$0 I f --- I 1 I i
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
4' 2014 figures are preliminary and unaudited. 2015 figures reflect adopted budget estimates.
PAGE 12 2/1212015
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PAGE 13 2112,2015
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PAGE 14 2/12/20I5
: usiness Plan Process
This proposed six-year Business Plan for 2015-2020 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-
ness plan. The Appendix includes a comprehensive discussion
of the Foundation on which Spokane Valley was built, which Internal Input City Council External Input
includes Core Beliefs, our Vision Statement, our Values, our Budget Goals
Comprehensive Plan 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 2015. CenterPiace Marketing Citizen Survey
Plan Comment Cards
Strategic Service- _
The CityFoundation, as established byCityCouncil Goals and Parks Master Plan Focus Crows
Delivery Areas ,
influenced by formal employee input, city planning process, 6-Year Transportation _ Customer
Improvement Plan i;Correspondence
analysis and other forms of Internal Input, along with citizen Street Master Plan- Lunch w/the City
surveys, comment cards, focus groups and other External In- Pavement Manager
put, is the foundation of the six-year business plan. Each of the Management Program Departmental Business
Strategic Service Delivery Areas is supported by a Depart- Performance Aral sir_ Plans
Employee Focus •I F fission Statement
mental Business Plan. The initial Departmental Business Plans Commute Trip Reduction Goals Information is
were developed through participatory meetings open to all city Survey Strategies added as it
employees. A SWOT analysis identifying the strengths, weak- Resource Analysis *Workload indicators becomes
nesses, opportunities and threats for each department was ' Audits -- 'Performance Measures avarlable
conducted. Mission statements and goals were established bympl°'yeo SWOT Analysis:,
employees. _. _
In 2013, another SWOT analysis was conducted. Each depart-
ment participated in identifying internal strengths and weak- - ,Citywide Business Plan
nesses and external opportunities and threats. This evaluation .Encompasses All Items
provides key directional information which assists the depart- Above
ments in the Budget planning process. -
PAGE 15 2/12/2015
trategic 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
Legislative Support Administrative Community Public
Works
Services Development Recreation
Office of the Finance&
Information
T City Attorney I
Technology
PAGE 16 2112/2015
• ervice Delivery—New section
The City's Foundation, as noted in the chart on page 19, includes Core Beliefs created by Council upon incorporation (see pages 146-
147). Within these Core Beliefs, City Council, through Resolution 07-019 (Amending 03-027), established a general policy to help
guide legislative and executive decisions toward effective, responsive, and open government. Within this General Policy Resolution of
Core Beliefs*, Section 8, part (d) states the following:
We solicit the City Manager's support in conducting the affairs of the City with due regard for:
(d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alter-
natives in lieu of governmentally provided services.
Putting this Core Belief into action, the City of Spokane Valley utilizes public-private partnerships to reduce expenses while preserving
services to its citizens. Specialized businesses often can provide services more efficiently and effectively than government. The City
of Spokane Valley operates very lean; for 2015, 93 employees provide services to a city holding a population of 92,050. Contracting
most of the city's services helps keep the personnel overhead costs at a minimum while still being able to provide quality services
through a competitive bidding process.
During each annual budget cycle, every service is reviewed by each program to determine if any changes are needed to improve ser-
vice. The Business Plan is the tool used to guide each program in planning the best way to provide services to the citizens in the most
cost-effective way. Through Workload Indictors and Performance Measures, explained in detail on the next page, data is accumulated
for the services provided. This data helps each strategic service delivery area determine its effectiveness and efficiency in providing
services to both internal and external customers. As data is accumulated and added each year, a better picture of the quality of each
service is documented and appropriate changes are made based on performance measures. See pages 147-148 for Core Beliefs
PAGE 17 2/1212015
nderstanding the Departmental Business Plan
-he 2015 Business Plan provides a detailed description of each department's programs which define the Strategic Service-Delivery
k,reas discussed on the previous pages. Along with a description of each program, goals and strategies necessary to implement the plan to
leliver services effectively and efficiently are also provided. These goals encompass a six-year period and are intended to make departments
esponsive to the community. How does each department know if they are providing services effectively and efficiently? As with previous
dans, the 2015 plan continues to provide Workload Indicators and Performance Measures. This data is the measure to evaluate the service
le City provides so we can make the appropriate adjustments to the plans in order meet the objective of providing our citizens with the highest
3vei 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
Measures help ensure desired results work performed, services received, andtor 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 cur city that affect the government organization. Such infor-
rnatiora 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 Measures are necessary to determine whether services are delivered ef-
fectively 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 those services. Each task performed by a city employee has a desired effect
attached to it. if we do not take steps to determine whether the dashed effect is being The Target is the desired end result which, when
accomplished, we do not know if we are effectively meeting the needs of our citizens met, confirms the effectiveness and efficiency of the
and customers. For example, a survey of citizens will tell us if we are providing the safe serviceconfirms
provided. When the target is not met, ad-
community they desire, and an assessment of the condition of our streets will tell us if justrnents in strategies and staffing most likely will
we are maintaining our streets to a sufficient degree. The counterpart of the effective be necessary to meet the intended target. Several
gess measure is the efficiency measure. We must also determine whether the cost to factors can determine whether or not the depart-
provide each service is a good value to our customers. These efficiency measures will
ment can meet their desired target, two of which
let us know whether we need to improve the workflow process or provide better re-
sources to accommodate the customer in a timelier manner. Examples of efficiency are; 1)funding sources available to provide a quali-
results are the cost per capita of delivering a service or the number of days to issue a ty service:and 2) number of employees needed to
permit. -
provide the highest Level of service.
PAGE 18 2/1212015
Vol. 8
egislative-City Council 2015
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 2015 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 Positron
code of ROW Chapter 35A. Under this form of government, leg- 2014-2017 1 _
islative authority is concentrated in the elected City Council, I - -- 4.
which hires a professional administrator to implement its poli- � _ _ ._ Position 2 ,., Mayor,
cies. _ "
Dean Grafos
_ 2012-2015
r --
There are seven positions on the City Council, and all council Deputy Mayor, —�
positions are at-large positions. At-large means all Coun- Arne Woodard ..-,.—°.y,`` Position
cilmembers represent all of the citizens of Spokane Valley ver- 2012-2015 % •_-.
sus each Councilmember representing a specified area within , Ed Pace
the city. Councilmembers are generally elected to four-year LT '4 - 1 Position 4 fa S *..,NI
.� 2014-2017
terms, with elections held every two years. For continuity, posi-
tion
terms are staggered by two years so that all positions are e ~°
not open for election at the same time. Chuck Hefner _ i► Posirion5 ►
2014-2017 r — , t'
Pursuant to ROW 35A.13.030, biennially the members choose
a chair of the council. This chair position holds the title of f raskion 6 Ben Wick
Mayor. The Mayor presides all meetings and is recognized as 2012"2015
the head of the city for ceremonial purposes. - ---- —-
Sill BatesL
2014-2017 , Pvsr•
In addition to the position of Mayor, pursuant to RCW ix
35A.13.035, a Mayor pro tempore or Deputy Mayor is chosen -=
-
by the council. This position runs in concert with the position of ti
Mayor and fulfills the duties of the Mayor during any absence or
disability.
PAGE 19 2/12/20_15
•
egislative-City Counct
2015 Council Goals
Pursue a legislative capital budget request for possible financial assistance for the Barker Road Bridge Grade
Separation (overpass/underpass); the Appleway Trail Project; and parkland acquisition.
Pursue the Bridging the Valley concept at state and federal levels, including long-term funding for grade sep-
aration and corridor consolidation.
Continue and expand, where possible, economic development efforts, including review and evaluation of
Spokane Valley's development regulations and how they compare with other jurisdictions; and including com-
pletion of the City Hall Plan.
Pursue a sustainability plan in connection with the City's Street Preservation program, to include sustained
funding in the City's Street Fund to address concerns beyond the year 2019.
Evaluate and discuss increasing costs to public safety, including law enforcement. Seek long-term solutions
to keeping costs in check while better serving the community.
Work toward completion of the Comprehensive Plan review.
PAGE 20 211212015
egi l t ve-City Council-2015 Budget Impact Summary*
ncreasefReduction
2415 Budget • The City Council line-item portion of the budget (not including salary and benefits) is not able to operate with a 1% increase
+24% over the 2014 adopted budget due to the added cost of a Federal Lobbyist @ $92,400. The theoretical budget reduction ex-
94,443 ercise is based on including the Federal Lobbyist then reducing the budget.
Theoretical Budget Reduction Exercise
3% • To meet a 3% reduction from the proposed 2015 budget, the following line items have been reduced:
($15,510) 0 Office Supplies 72%; Publications 100%; Meeting supplies 75%; Small Tools 100%; Advertising 100%; Postage 75%,
Subscriptions 100%, and Memberships 1%. These reductions do not provide the materials needed for daily function.
0 Travel/Mileage has been reduced by 23%. This reduction will have an effect on the Councilmembers' ability to attend
conferences and meetings out of the area.
0 Registrations have been reduced by 20% with an effect on Councilmembers' ability to attend conferences and meetings
out of the area.
6% • In addition to the 3% reductions noted above, to meet a 6% reduction the following line items have been reduced further or
eliminated:
($15,510 + Travel/Mileage has been reduced by another 50%. Only local meetings can be attended.
$15,525) 0 Software licenses have been eliminated.
0 Registrations have been reduced by another 50%. 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-
($31,035 + ther or eliminated:
$15,100) 0 Office Supplies another 50%; Meeting Supplies by another 70%; & Postage has been eliminated. These reductions do
not allow for daily function of the department.
o Travel/Mileage has been reduced by another 94%. Council will not be able to travel.
o Registrations have been reduced by another 92%. Council will not be able to attend meetings,
*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. PAGE 21 2/12/2015
enerel Government-2015 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 rec-
orded 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 Ieases, annual repair and maintenance contracts for serv-
ers and copiers, monthly telephone and internet charges, and computer and copier purchases. Also charged to this area are payments to outside agen-
cies 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.
2015 Budget The General Government portion of the budget reflects an overall increase of$53,277 or 1.69%. Included in this figure are;
• $2,956,200 in recurring (ongoing) expenditures which have increased by $777 or .03%, and
+1.69% • $245,000 of nonrecurring expenditures which have increased by $52,500 or 27.27%.
$53,277
Theoretical Budget Reduction Exercise
3% • Reduce the interfund transfer to Fund #309 for park capital projects by $96,000 to just $4,000.
($96,000) 0 This will further impact the City's ability to finance future park capital projects,
610 • Reduce the Employee Recognition line-item by the entire $3,000.
• Reduce the Contingency line-item by$50,000 from $150,000 to $100,000.
($192,000) 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 $39,000 from $200,000 to $161,000.
0 This will impact the City's promotional efforts.
• Reduce the interfund transfer to Fund #309 for park capital projects by the full $100,000 initially budgeted.
0 This will impact the City's ability to finance future park capital projects.
9% • Reduce the Employee Recognition line-item by the entire $3,000.
($288,000) • Reduce the Contingency line-item by $50,000 from $150,000 to $100,000.
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 $50,000 from $200,000 to $150,000.
0 This will impact the City's promotional efforts.
• Reduce Outside Agency funding by $85,000 to $65,000.
• Reduce the interfund transfer to Fund #309 for park capital projects by the full $100,000 initially budgeted.
0 This will 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.
PAGE 22 2/12/2015
Vol. 8
xecutive & Legislative Support-City Manager/City Clerk _ 2015
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 1
City
The Executive & Legislative Support Department Manager
is accountable to the City Council for the opera- i
tional results of the organization, effective sup-
port of elected officials in achieving their goals, Deputy Executive f
fulfillment of the statutory requirements of the HAssistant
I City Manager
CityManager, implementation of City Council
City Manager
policies, and provision of a communication link-
age among citizens, the City Council, City de-
I l� r
partments, and other government agencies. City City Adm. Assistant Human Police Chief
Executive Resources (Contract
Attorney Clerk CityCouncil Marta
Executive and Legislative Support includes the , ger Services)
City Clerk and Human Resources, as well as
oversight of the Police Services Contract for the Deputy Deputy Human
City. While the Office of the City Attorney is in- — — Resources
City Attorney City Clerk
cluded in the Executive and Legislative Support l Technician .
Department, it works directly with all other de-
partments and has its own Mission Statement #
and Goals following this section. Administrative Office
Assistant Assistant I
i
Rule 9
' Legal Interns — Office
(4) Assistant II
PAGE 23 2/12/2015
xecutive & 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.
PAGE 24 2/I2/2015
xecutive & 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 ail 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
PAGE 25 2/12/2015
xecutive & Legislative Support-Goals and Strategies
Goals Strategies
G-1 2015-2020
' 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 l
Budget Message
G-2 2015-2020
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 iterniz- • Assess revenue and expenditure trends
es necessary service reductions or increased revenues, or a combination l , 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) 2015
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
PAGE 26 2112/2015
xecutive & LegislativeSupport---Workload Indicators
Goat Workload , 2013 .21314 2015 2016 2017 Target
G-'1 Weekly Meetings wf Department Heads to attain Council Goals
Goal Attainment Progress(Business Plan)posted to website by Febru-
ary 25 annually(after the winter Council Workshop)
Number of established Council Goals 5 6 6
Number of Council meetings 53 50
G-2 Draft of Departmental Business Plans completed annually by June 30 rl
General Fund Budget Projection reviewed and updated annually
Balanced budget presented to City Council annually !
CC* Number of boxes archived 53 36 -
Number of public record requests processed 297 276 r
Number of boxes destroyed — 40
Number of files/documents destroyed — 1,233
Address files scanned and destroyed — 3,221
Number of contracts processed 234 243
Ordinances passed 20 2115
Resolutions passed 13 15
I ,
*CC = City Clerk workload indicators
PAGE 27 2112/2015
xecutive & Legislative Support-Workload Indicators
Goal Workload 2008 2009 2010 2011 2012 Target
0-1 Weekly Meetings wl Department Heads to attain Council Goals 53 I 52 52 52 51
Goal Attainment Prog-ess !Business Plan)posted to website by Febru- -,! ti' 'Ii
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 ? ,v' v _4
General Fund Budget Projection reviewed and updated annually 4 ,'
Balanced budget presented to City Council annually ,'
CC* Number of boxes archived 181 195 82 91 109 1
1
Number of public record requests processed I 347 324 333 310 I 352
Number of contracts processed 166 216 171 192 206
Prepare analysis of electronic filing annually ,i Ni ti, -4
Ordinances passed 28 41 26 22 1 29
Resolutions passed 24 18 20 12 14
*CC = City Clerk workload indicators
PAGE 28 2/12/2015
xecutive & Legislative support—Performance Measures
' The Citizen Survey was first performed in 2009, again in 2011; but, was eliminated in the 2013 and 2014 budgets due to limited funding.
Goal
_ .... 2614 2®f5 _ ' 20162017Target
t'erli�irrrtance �€�13 - ,
G-1 Percent of citizens satisfied with Council Goals and City's direction "
(citizen survey)
Average percent of citizens who attend Council meetings(citizen ^ P
survey)
Percent of citizens who rated the services provided by the City with a I
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 I
gave a positive rating (citizen survey)
Pertaining to the City welcoming citizen involvement, percent of citi- A A
zens who gave a positive rating (citizen survey)
s
3
G-2 Pertaining to the overall value of services received for City tax dollars "
i 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 $63,302,877
pending year-end adjustments 1 _91,490 +92,050
5639/capita $687.70/capita I
1
CC Percent of response per public record requests completed in 5 days 98.9% 99.6% .
Average number of days to respond — .59
Average number of days to completion — 5.65
Percent of all documents and forms indexed on City's website by
tY' year 100% 100°/0
end $
Percent of prompt indexing of Council documents within 5 working 100% 100%
days
1 Includes local revenue as well as grant funds and other external revenues. 2014 figure is preliminary and unaudited.
PAGE 29 2/12/2015
Executive & Legislative Support—Performance Measures
"The Citizen Survey was first performed in 2009, again in 2011; but, was eliminated in the 2013 and 2104 budgets 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 1 - 82% - 85% -
(citi`zen 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% - 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% -
:vho gave a positive rating(citizen survey') I
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) 358,936,857 $67,574,808 $49,530,368 $54,347,028 $57,082,939
pending year-end adjustments 2 ÷88,920 89,440 -90,210 Q 89,7551 _90,1103
a $663 icapita $756/capita 1 $549/capita 3606/capita $633/capita
CC 1 Percent of response per public record requests completed in 5 days 99% 100% 100% 100% 100% I 100% 1
e
Percent of all documents and forms indexed on City's website by year 100% 100% 100% 100% 100% 100%
tend
•
Percent of prompt indexing of Council documents within 5 working days 100% + 100% 100% 100% 100% U 100%
1
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
PAGE 30 2/12/2015
Executive & Legislative Support - 2015 Budget and Staffing Impact Summary*
City Manager & City Clerk
ncrease/Reduction
2015 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 2014 adopted budget. The following line-items have been adjusted to refect changes made from
$ 647.00 the 2014 budget:
0 Office and Meeting Supplies have been reduced to increase Small Tools replacement i.e. desktop printers.
0 Membership dues were increased by 25% due to rising costs; Miscellaneous Services were reduced by 43%,
Theoretical Budget Reduction Exercise
3% • To meet a 3% reduction from the proposed 2015 budget, the following line items have been reduced or eliminated:
($ 21,504) 0 Reduce a staff position from 1.00 to .75 FTE
0 Reduce overtime hours by 66%
6% • In addition to the 3% reduction noted above, to meet a 6% reduction from the proposed 2015 budget, the following line
($ 21,504 + items have been reduced or eliminated which limits daily function:
$ 20,629) 0 Reduce a staff position from .75 to .50 FTE
0 Reduce memberships by 20%
0 Eliminate miscellaneous services
9% In addition to the 3% & 6% reductions noted above, to meet a 9% reduction from the proposed 2015 budget, the fol-
($ 42,133 + lowing line items have been reduced or eliminated which removes the ability to perform daily functions:
$ 20,558) 0 Reduce a staff position from .50 to .25 FTE
0 Reduce registrations 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.
PAGE 31 2/12/2015
Vol. 8
Executive & Legislative Support—office of the City Attorney 2015
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
The Office of the City Attorney represents the City's legal interests cn'a"""e'
including oversight of claims and litigation. The City Attorney
drafts ordinances and resolutions; negotiates contracts, inter-local
agreements, franchises, leases, and agreements; and supports
departments in enforcing associated laws. The Office of the City
Attorney also provides specialized employee training regarding ex-
isting law. The City Attorney supervises and directs the work of :Ldrnintslrative4ssistant Deputy CrtyAttomey
Rule 9 Legal Interns.
Rule 9 inter 9
PAGE 32 2/12/2015
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 and Economic Development issues, including reviewing Planning staff reports
• Advise on numerous miscellaneous issues of general governance on a daily basis
• Draft, or review and revise, ordinances, resolutions and policies as appropriate
• 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, contracts and purchasing, and ordinance drafting
• Attend all Planning Commission meetings
• Review and advise on all real property transfers (easements, deeds, etc.)
• Participate on the Governance Manual Committee
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 ten 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 and Economic Development on proposed private land development in order to proac-
tively identify and avoid potential legal difficulties; and represent the City in litigation.
PAGE 33 2/12/2015
xecutive & Legislative Support—Office of the City Attorney
oafs and Strategies
Goals Strategies
G-1 2015-2020
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
0-2 2015-2019
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 2015-2016
Provide legal and support to other departments and to the Council in further- • Assist in Council in identifying long-term land use priorities
ance of the Council goal to develop and adopt a Comprehensive Plan Update. • Assist in identifying legal options for framing policy decisions relating to
updating the Comprehensive Plan
• Advise Council on procedural issues regarding successful adoption of the.
Comprehensive Plan Update and implementing development regulations
G-4 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
0-5 2015-2020
Negotiate and draft utility franchise agreements on an as-needed basis with • Finalize and begin negotiations to establish and update franchise-agree-
utility providers. ments
• Draft model language for franchise agreements
0-6 2015-2020
Assist Community and Economic Development to identify options for economic • Flexible zoning techniques
development • Organize and update all rules regarding vesting and imposition of condi-
tions on development
PAGE 34 2/12/2015
Executive & Legislative Support—Office of the City Attorney
orkload Indicators and Performance Measures
Goal Workload 2013 2014 2015 2016 2017 Target
Dept. Work order requests processed 251 274 1
related
Legal memoranda 27 26
Public record requests processed (does not include day-to-day file re- 19 11 I
view In response to public record requests processed by City Clerk)
Litigation matters including enforcement matters.
Enforcement---Opened 25 21
Closed ____. .- t 6 15
Training classes taught 5 10
Average number of days for completion of tasks 18 v 17 l
Ordinances and resolutions drafted 33 36
Contracts reviewed 206 209
Mal 1 Performance 2013 2014 2015 2016 2017 Target 1
Dept. 'Legal service cost per hour compared to outside counsel 1 582 vs$250 $88 vs$265
related
Percent of internal clients reporting legal advice was timely 67% 100% 95%
Percentage of internal clients reporting that legal advice was clear and 77% a 100% l
relevant
PAGE 35 2/12/2015
Executive & Legislative Support—Office of the City Attorney
orkload Indicators and Performance Measures
Goal Workload 4'008 11102009 2010 2011 2012 Target
Dept. Work order requests processed 388 252 IIN
259 249
related
Legal memoranda 90 114 =MIN 50 I
Public record requests processed (does not include day-to-day f]le re- 29 29 IIIIII 6 9
view in response to public record requests processed by City Clerk)
Litigation matters including enforcement matters. 105 68 70 61 1 32
Enforcement—Opened 94 21 I 7 9 17
Closed 71 j 58 67 39 21
Training classes taught 8 IIIIII 3 ME 4
Average number of days for completion of tasks —
1
Ordinances and resolutions drafted 40 59 39 34
Contra is reviewed WM— 75 1 93 190
11.1=
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% i 82% 84% 80% 95%
Percentage of internal clients reporting that legal advice was clear and 95% 94% 74% 87% 77% i
relevant 1 j
PAGE 36 2112/2015
xecutive & Legislative Support—Office of the City Attorney
015 Budget and Staffing impact Summary*
Increase/Reduction The Office of the Attorney was able to keep the same level of service and meet the directive to produce an initial 2015 Budget
at the targeted 1% increase over the 2014 Budget as a result of carefully examining the expenditure history in all accounts and
2015 Budget reducing the budget requests in a variety of line items to more closely reflect previous spending.
+1%
$812.00
+ Theoretical Budget Reduction Exercise
3% • Office supplies-reduced by 5330 (25%)
($13,833) 0 Every effort will be made to reuse items that can be reused and go without wherever possible
• Outside legal counsel-reduced by$13,003 (25%)
0 This will increase workload for in-house attorneys, slowing response times and in some cases expertise. We would have to reprior-
itize issues
• Registration—reduced by S100 (5%)
0 This will reduce training for the administrative assistant
• Filingfrecording fees- reduced by$400 (13%)
0 Will need to prioritize documents to be recorded if possible
6% 1In addition to the 3% cuts mentioned above:
($27,688) • Eliminate one of two legal interns-reduced by 512,990 (50%)
0 The interns do research for the attorneys and work the code compliances cases. They also attend hearings upon receiving their
Rule 9 license. Elimination of an intern would slow the production for the attorneys on issues as they would have to take on these
tasks as well
• Outside legal counsel—reduced an additional $865 (1%)
0 These 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%
($41,543) In addition to the 3% and 6% cuts mentioned above:
• Eliminate both legal interns-reduced by additional S12,990 (50%)
0 The interns do research for the attorneys and work the code compliance cases.. They also attend hearing upon receiving their
Rule 9 license. Elimination of the interns would greatly slow the production for the attorneys on other issues and reprioritization of
issues would have to occur with code compliance cases handled only when time would allow
• Outside legal counsel—reduced an additional $865 (1%)
0 These would have a substantial impact on the workload for the two attorneys, significantly reducing efficiency, reducing total work
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. PAGE 37 2112/2015
Vol. 8
2015
• Aerations and Administrative Services i
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.
Deputy
City
Overview
Manager
The Operations & Administrative Services Depart-
ment includes contract administration and public I
information functions of the City. This section of Senior Public
the Business Plan reflects the operations over- Administrative
sight division of the department. Analyst Administrative ' Information
y Analyst Officer
Public
Information
Intern
PAGE 38 2/12/2015
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
▪ 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
PAGE 39 2/12/2015
•perations and Administrative services—Public Information Office
Program Description
Public Information -
The Public information Office provides professional communications services that result in the distribution of complete, accurate and timely infor-
mation on city programs, projects and activities using a variety of communication tools and channels to create public awareness, 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 emergencies (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 using a variety of channels.
• Support economic development by researching, proposing and developing informational and marketing materials, including brochures, newslet-
ters, mailings, advertising, graphic design, photography, and videography.
• Support Council goals through communications that facilitate citizen understanding and engagement.
• Utilize a variety of channels and resources for dissemination of city information including printed brochures, newsletters, media releases, feature
stories, social media, website postings, RSS feeds, video Public Service Announcements, media interviews/features, and email notification lists,
as well as telephone and personal contact.
• Primary contact and coordination for interaction with media.
• Primary contact for general information about the City of Spokane Valley programs, projects, issues, and services.
• Facilitate representative government through two-way communications between Council and stafflbusinesses/citizens/visitors.
• Coordinate citizen satisfaction survey to help guide Council and staff efforts and improve city services.
• Propose/plan/coordinate public meetings as needed for departments, and council, including community information meetings, special events
such as the State of the City address, and participation in a variety of community events.
PAGE 40 2/12/2015
O perations and Administrative Services—Public Information Office
- rogram Description, continued...
Key Results for 2014 include:
Media Release subscribers 511
i_i Contacts 144 MAIL
Releases 241 HotTopic newsletter subscribers 692
Earned stories 354 Traffic Alert subscribers 476
Total stories 756 , t -- 0 nfo subscr be s 538
'Equivalent ad value of earned stories 557,096.01 _ y"
NEWSLETTERS In eL:s/distribut;oit: Spokesman 2/11/819 it.: r
" i'i_, , Citizen contacts., . 219
insertsidistribution: \IN Herald 215,022 i Website updates" 352,
Mailed to all bsinesses`residences 46.267 t+y Half at the Mall/State of City' 1 '
Hand distributed 230/issue Valleytest parade and booth 1
'Appleway Trail construction launch 1
; ..A,.� ,:-.x � y"y; -:` L4,1-..,17---=*` , r-g _r a r i -4 - -, :Sullivan Bridge construction launch 1
g. c '�� . t t r y".t" _>�� ,, vd ..-� ua -,-c .' :� Solid Waste switch launch 1
=Based on cost to purchase ad space in equivalent column inches. Does not include radio coverage, or television broadcast not archived by station online.
Print/broadcast"impressions" per story: Spokesman Valley Voice-15,000 to 18,000. Valley News Herald-5.022. Broadcast media
"impressions" vary by source from 50,000 to 250,000. Does not include web, RSS, radio or media website/enews impressions.
PAGE 41 2/1212015
• perations and Administrative Services—Contract Administration & Analysis
rogram 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 $25 million and comprise of 63% 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, Solid Waste 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.
PAGE 42 2/12/2015
• perations and Administrative Services—Human Resources
• rag. ram Description
Human Resources -
The Human Resources Office is responsible for providing personnel consultation and employee services to City of Spokane Valley
management and its 93 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:
Employ 'r 'RecruitmeY r `` • 4-
• Corrlpliar ce w,'Eriiployment . Compensai i "t '; t frtfrift`tr - • Policy Developmeit and ' 1
Law tion Aclmiriistwliors
• EmployeelNellness • Health Care and other Bene- • Orientation
•
Performance Management fits Administration + Website Administration E.
Human Resources conducted 77 interviews, filling 39 positions in 2014. The office maintains a greater than 91% satisfaction rate
with the services provided to City employees and managers. The Office, along with the Wellness Committee, continues to achieve
the WellCity Award by developing a qualified Wellness Program which is anticipated to reduce employee health care expense by
more than $20,0001year.
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.
PAGE 43 2/12120I5
operations and Administrative services—Central Reception
rogram 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 2014, two full-time employees assisted with 1,899 new business li-
cense applications, 6,173 annual business license renewals, answered and directed 6,623 phone calls to staff, greeted 2,413
visitors, and reported 1126 Citizen Action Requests. Additional services include:
• Route Calls and Provide In- • Post` Mar and Certified--`' • Schedule Conference Rooms"TI
formation for City Services Out-gig'ig Mail and Vehicle Usage =
• Home Occupation Applica- • Public Record Requests • Traffic Related Re i.
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 i
Information r Plates Business Licensing
• Maintain Literature for City, • Database Maintenance fo '`.. Abandonedyehicles._v
Services Public Works
• Business Licensing & Wel-lOW
• Citizen Service Requests , ,
come letters.to_rne_ i2u§i-
nesses- —r
PAGE 44 211212015
perations and Administrative Services—Goals and Strategies
Goals Strategies
0-1 2015-2020
Respond to internal and external impacts on the City's human • Evaluate City's work environment to encourage retention of
resources function in order to recruit and retain a well-qualified existing staff
workforce. • Expand New Employee Orientation and ongoing training
• Develop processes that improve employee access to infor-
mation, and make the best use of technology in order to ad-
minister cost effectively
• Evaluation of employment costs to identify opportunities to
reduce those costs
G-2 2015-2020 _
Enhance community interest and involvement in City govern- • involve all departments in Council goals & enhancing com-
ment. munity interest & involvement in City government
• Expand communications with internal and external constitu-
encies through research, recommendation and implementa-
tion of new communications methods and technologies
• Conduct community interest/satisfaction survey.
G-3 2015-2020
Formalize public accountability in City operations through incor- • Incorporate the Business Plan in the City's decision-making
porating the Business Plan into decision making and establishing process to enhance accountability through implementation
'a toolbox for evaluating the City's contract services. An open, of performance results
collaborative government is the third Core Value adopted by City • Utilize community survey to objectively monitor customer`
Council. satisfaction
• Evaluate City's contract services
a Implement contract audit program
• Create custom feedback system
G-4 2015-2020 i
Audit of existing risk management practices and further develop- • Assess whether City property is properly insured
ment of the Risk Management Program for the City • Develop procedures for minimizing claims costs
• Provide recommendations to the City Manager for program
development
PAGE 45 2/12/2015
• peratons and Administrative Services—Workload Indicators
Goal Workload 2013 2014 2015 2016 2017 Target
G-1 Number of City employees 97 108
Personnel action forms processed 100 157
Number of training classes facilitated or coordinated 5 8
Interviews conducted 75 77
Employees hired (*regular employees--permanent FT/PT employees; 9 8
limited term;does not include temporaryiseesonal employees)
Average number of applications received per recruitment cycle I 31.95 29.7
G-2 Media releases issued 309 241 208
Earned media stories 434 354 200
Total Media stories 828 756 680
Public information contacts with the media` 146 144 200
- i
Community newsletters produced' - 2 3 4 s
Citizen contacts(phone&email) 332 219 275
Number of City-presented Special Events (City Hat at the Mall, State of 5 5 5
r the City,Valleyfest and other outreach events)
1 Police stories no longer included
2 Media now contacts many departments directly
3 Increased to 4 per year
PAS'46 2/1212015
Operations and Administrative Services—workload Indicators
Goal Workload 2911111111L'1 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
1 w.
Number of training classes facilitated or coordinated 9 11 12 6 4
Interviews conducted 154 66 73 101 75
employees hired (*regular employees—permanent FT/PT-employees, 15 9 6 16 6
limited term:does not include temporarylseasonal 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 5071 680
Public Information contacts with the media 273 201 193 219 1512 200
Community newsletters produced 3 regular 3 regular 3 regular 2 regular' ' 2 regular 2
11 special
1. Police stories no longer included
2. Media now contacts many departments directly
3. Reduced to 2 due to reduction in budget
PAGE 47 2/1212015
leperations and Administrative Services—Performance Measures
Goal Performance 2013 2014 2015 2016 2017 Target
G-1 Percentage rating for employee satisfaction with Human Resources 93% 92% 95%
Percentage rate of employee turnover 5.9% '; 5.9%
Human Resource full-time employees (FTE)per 100 employees 2 2
Percentage of annual non-manager performance reviews completed 83% 52%
within 30 days of anniversary date i
Average number of days to complete recruitment 40 64 ;
G-2& Customer satisfaction re:contact with City Hall as it pertains to a positive
G-3 i impression of employees (citizen survey):
Knowledge A A 92%
Responsiveness A A 94% 4
Courtesy A 93%
Overall impression A A � 90% 1
Customer use of website (citizen survey): 36% 1
1111111 A
Customer satisfaction with Public information services(citizen surrey): 97%
A A
I 1 Earned media stories per FTE in Public Information Office 200 I 180
Community Newsletter distribution per capita (residences/businesses for 51.6%' NO LONGER USED—SEE DISTRIBI.MON FIGURES BEL 1W 24%
2013 and after)
Newsletter distribution (target 4 issues/year)
Fall issue full-city mailer(total households and businesses/hand dist.) — 46,2671233
Summer issue — 16,841/725
Spring issue — 1 17,426/124 i
Read community newsletter(citizen survey) ill
24%
A A
'Watched Council meetings on cable or web-streaming (citizen survey) 30%
A A
"The Citizen Survey was first performed in 2009, again in 2011; Dui was eliminated in the 2013 and 2014 budgets due to limited fund-
ing.
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.
PAGE 48 2/1212015
• perations and Administrative Services—Performance Measures
Goat Performance 20* 2009 2010 2011 2012 Target
G-1 Percentage rating for employee satisfaction with Human Resources 97.6% 98% 97.8% 96.0% 65% 95%
Percentage rate of employee turnover 9% 6.2% 8.2% 4,74% 8.48%a
i
Human Resource full-time employees (FTE) per 100 employees 2 2 2 2 2 1
Percentage of annual non-manager performance reviews completed 53.42% 37% 439.7% 21.54% 35% j{
within 30 days of anniversary date
Average number of days to complete recruitment 130 55.8 50.54 75.95 I
'
G-2& Customer satisfaction re:contact with City Hall as it pertains to a positive r
G-3 impression of employees(citizen survey):
Knowledge — 88% — 94% — 92%
Responsiveness — 90% — 87% — 94%
Courtesy — • 89% — 88% — 93%
Overall impression — 86% — 86% — ,, 90%
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% I 71% — 24%
Watched Council meetings on cable or web-streaming (citizen survey) — — — 28% — 30%
PAGE 49 2112/2015
• perations and Administrative Services-2015 Budget & Staffing impact Summary*
eputy City Manager, Central Reception, Public Information, Contract Administration
ncrease/Reduction
• The Operations & Administrative Services department's line-item portion of the budget (not including salary and benefits) is
2015 Budget able to operate with a 1% increase over the 2014 adopted budget. The following line-items have been adjusted to reflect the
+1% changes from the 2014 budget:
S 635.00 0 Fuel & Small Tools were increased to accommodate increasing costs and replacement of desk equipment.
0 The Advertising dollars from the 2014 adopted budget have been dispersed among other line items to better suit depart-
ment expenditures for 2015. (State of the City, City Hall at the Mall, etc.)
Theoretical Budget Reduction Exercise
3% • To meet a 3% reduction from the proposed 2015 budget, the following line items have been reduced or eliminated:
($ 21,131) 0 Reduce staff position from 1.00 to .75 FTE
o Reduce part-time intern position by 25%
0 Reduce Public Information Office by 9%
6% • In addition to the 3% reductions noted above, to meet a 6% reduction from the proposed 2015 budget, the following line
($21,131 + items have been further reduced or eliminated:
$ 19,759) 0 Reduce staff position from .75 to .50 FTE
0 Reduce part-time intern position by 50%
9% In addition to the 3% & 6% reductions noted above, to meet a 9% reduction from the proposed 2015 budget, the following line
($ 40,890, + items have been further reduced or eliminated:
$ 20,740) o Reduce staff position from .50 to .25 FTE
o Eliminate part-time intern position
*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.
PAGE 50 2/1212015
operations and Administrative Services-2o15 Budget & Staffing Impact Summary*
uman Resources
ncrease/Reduction The Human Resources department is able to provide the services within the 2015 budget at 1% increase over the 2014 Budget,
--� �-- The following adjustments would be necessary to remain within a 1% increase (not including salaries & benefits):
2015 Budget
+1% • Reduce Advertising to fill job vacancies by 72% impacting recruitment efforts.
$230 • Reduce Employee Training by 67%
• Reduce Copier Maintenance by 35%
• Increase Legal to accommodate collective bargaining for the 2016-2018 Labor Contract.
Theoretical Budget Reduction Exercise
3% The 3% overall operating cost changes include:
($7,400)
• Reduction in legal services by 50% reducing access to counsel during bargaining.
• Reduction of advertising for employee recruitment by 46%.
• 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.
• Reduction in professional memberships decreasing information concerning changes in employment practices.
60! The 6% overall operating cost changes include the above-noted $7,400, and:
• Further reduction of legal services by 71% impacting collective bargaining counsel.
($7`400+ • Further reduction in employee training provided through the HR Office by 86%.
$7'238) • Reduction of pre-employment physicals and criminal history checks.
• Reduction in office supplies by 29%
• Elimination of copier maintenance.
• Elimination of training registrations for HR staff.
• Elimination of travel by HR Staff.
9% The 9% overall operating cost objective includes the above-noted $14,638, and:
($14 638+ • Elimination of Legal Counsel for all personnel issues.
$ 7,Q70) • Further reduction in professional services eliminating pre-employment physicals and some criminal history checks.
• Elimination of staff training.
• Elimination of the WellCity Award increasing healthcare premiums by 2%.
• Elimination of office supplies.
*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, PAGE 51 2/12/2015
I--
VOL 8
• perations and Administrative Services- 2015-
inance
Y
& Information Technala T
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 the City's Resources.
Overview
Finance
The Finance and IT Department provides financial Director
management services for all City departments. Pro-
grams include accounting and financial reporting, pay-
roll, accounts payable, some purchasing, budgeting I
and financial planning, treasury, investments and infor- R Accountant/
Database Accounting
mation technology. The department is also responsible Administrator Specialist 1 Budget Analyst Manager 1
for generating and analyzing financial data related to (2) (3.75)
the City's operations.
Help Desk Accounting
Technician Technician
(t-) (2)
PAGE 52 211212015
perations and Administrative Services—Finance & Information Technology
rograrn 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:
O budget development and monitoring
o preparation of periodic budget amendments,
o 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
N. 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
o 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 and accounts payable for 87.25 full-time equivalent employees as well as seasonal and temporary employees
o process approximately 3,500 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
o researching, ordering, delivery, repair and maintenance of all desktop, iPad, laptop, and peripheral equipment
0 maintenance of all primary computer applications including the financial management and permitting systems
O broadcasting of City Council meetings which entails the acquisition and ongoing maintenance and support of the necessary related
hardware and software as well as working with the vendor involved with actual recording of the meetings
PAGE 53 2/13/2015
• perations and Administrative Services—Finance & Information Technology
oals and Strategies
oats Strategies
-1 2015-2020
lose the 2014 Books by May 30, 2015. • Work with Finance staff to cross-train position responsibilities and knowledge
base where possible.
a 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 system, and chang-
es in the electronic technology that allows all City employees to be more effi-
cient and effective.
-2 - - 2015 - -
omplete the 2014 Annual Financial Report by May 30, 2015, and receive a "clean • This can be accomplished through a combination of cross-training responsibili-
ldit opinion"from the Washington State Auditors Office, ties between the Accounting Manager and Staff Accountants as well as remain-
ing current on GASB pronouncements.
-3 2015-2017
ontinue with the process of virtualizing servers VMware. • The core of the existing server infrastructure consists of 15 Windows based
servers, 3 domain controllers, 1 Linux based server for the phone system, 1
Linux server for backup, and 2 SANs(22 pieces). This configuration has served
the City well but provides no"fail-over"/redundancy in the event of a server fail-
ure, Through virtualization we can partition a single server to appear as multiple
servers hosting multiple operating systems. The physical servers are then con-
figured in a manner that allows them to run parallel to one another and provide
fail-over/redundancy in the event a server failing. Ultimately we believe our
network configuration will consist of"clusters" located at City Hall and Center-
Place, each of which will be composed of 3 physical servers, 1 domain control-
ler, 1 Vsphere server(which manages virtual machines)and 1 SAN -for a total
of 12 pieces plus 2 additional servers for phone and VLS. The long-term benefit
to the City is currently anticipated to be replacing just 14 pieces of hardware as
opposed to the 22 we currently use, and more importantly having fail-over pro-
tection in the event of hardware failure.
-4 2015
:ontinue with the development of a replacement program for IT hardware resources • Establish a base level inventory of all related equipment currently deployed in-
icluding server hardware, network hardware, printers and network based applianc- cluding when it was acquired, its expected useful life, anticipated replacement
s (firewalls, e-mail backup, network switches, intrusion prevention hardware, etc.), i date and replacement cost.
esk top computers and the phone system. This will eventually become the founda-
on for future budget developments.
PAGE 54 2/13/2015
O peratioris and Administrative Services—Finance & Information Technology
orkload Indicators and Performance Measures
Goal Workload 2013 2014 2015 2016 2017 Target
Dept. #of accounts payable checks (Includes wires&payroll benefit checks) 3,509 3.623
related
Total City expenditures $58,446,721 $63,302,877
Number of phone lines 39 -
iNumber of computer workstations 134 140
Number if i-Pads 18 20
Number of servers &appliances supported 40 — I
Number of physical servers supported — 17
Number of virtual servers supported — 8
Number of appliances supported — 55
Number of PC's installed or replaced 0 54
Goal Performance 2013* 20-ir Magill L L0� '1 ->k".''I,,° ''!f:1 -�
Dept. Finance Department operating expenditures 1 Total City expenditures 0.0177 1.74%
related
Dollar value of accounts payable checks processed 545,834,493 $47,730,365
1
IIIDollar value of wages paid including OT and seasonal help $6,065,394 $6,399,115
Help desk requests per IT FTE per month 35 31
111. IT FTEs per number of workstations 67 47
11111 Network availability% 99% 99% 1
1 20I4 figure is as of 1/26/2015 and is preliminary and unaudited.
PAGE 55 2/12/2015
Aerations and Administrative Services—Finance & Information Technology
orktoad Indicators and Performance Measures
Goal Workload 2008 2009 2010 2011 2012 Target
Dept. #of accounts payable checks (Includes wires& payroll benefit checks) 2833 3073 2910 3312 3486
related
Total City expenditures 1 $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
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 53 36
Goal Performance .• {40�C18 2009 2010 2011 2012 Target
Dept. Finance Department operating expenditures/Total City expenditures .0111 .0120 .0175 .0190 .0162
related 1
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 I 75 76
Network availability % 99 ro 99%
��' 99% 99% 99%
PAGE 56 2/12/2015
Aerations and Administrative Services---2o15 Budget & Staffing impact Summary*
Finance & Information Technology
ncrease/Reduction
The Finance Department line-item budget (not including wages, payroll taxes and benefits) reflects a decrease of$704 or 2.38%.
2015 Budget In order to achieve this reductions have been made to cause the budget to more closely approximate average actual expenditures
2,38% in the previous three-years.
($704)
Theoretical Budget Reduction Exercise
In order to meet the directive to reduce the budget by 3%:
3°%Q • Reduce staff by .60 FTE
($36,537) • Reduce OT by $400
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.
0 Ability to analyze cost savings on some purchases will take more time.
6% In addition to the 3% reduction:
($36,537 * • Reduce Finance Department employee count by 1.11 FTE
($36,594) ' • Reduce OT by $700
• Reduce training by $300
0 Ability to accommodate the outside agency granting process and lodging tax granting process will be slowed.
o 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.
9% in addition to the 6% reduction:
($73,131 + • Reduce Finance Department employee count by 1.45 FTE.
($36,591) • Reduce OT by a total of$700,
• Reduce training by $100.
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 com-
promised 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.
*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. PAGE 57 2/12/2015
I
,,,,:
Vol. 8
ommunity Economic Development -- - • • . . I 2015
1
The Mission of the Community and Economic Development Department is to foster vibrant growth in the City by providing
streamlined services and support to: encourage private investment for a safe welt-designed physical environment, maintain
regional competitiveness, assist business development and recruitment, and promote a strong, diverse, and competitive lo-
cal economy.
- _ C�rars+x .._ I'
Overview
1FL Il
it
The Community and Economic Develop-
ment Department provides engineering,
deli n review, construction In— lttrr+3rtlytrI tFTE 5sstarl _
planning, 9
spection, permitting, code enforcement
and economic development to preserve - '
and enhance the quality of life for the Deve'op,rreatSeF.cos 130mr9+ :zl I
%oar age'
residents and improve the growth, ex- 1 1 FTE
f
1
pension, and retention of businesses, 1Etorrartic
t- -. - r i''iYi 7pRtrftc'a 1
Senior Planner Ervrneer Sr Plans Examines-Examines- Oerd �n�x1t Sergi; f"XJr.'G�2 raw
1 1:FIE
l———— 1 FTE 2F-TE 1FIE - �.aotdrnaio
1 FTE
e E coni.
Ptarnrrj Planner I s.stanl Enq;rotr ' abeeleprrler:¢
I Corrtrols5lon l 2 FTE 1`-FE ?tans Examiner. Er.¢i<ti
i_ — :FTE YT. Pe('Gl Fact star 053 FTE
2 FTE
Code Enfarcnnic,r.t ROW lrrspecIof - Ecnr::.mc
1 FTE 1 FTE E3ufldlra[I'Inspector — I C7ifr Fi ssar.slaDevelop-nem
1 2 FIE Specialist
1FI
Moe A istarr:t Consiruston
1,t — Inspoetor Par+rer
1 FTE 2 FIE 7
Eryineer.r.9
Tech:Warr -
1, I FTE
PAGE 58 2/1212015
Community & Economic Development—Administrative Division
Program Description
Administrative Division --
The Administrative Division provides overall management and oversight of the Community and Economic Development Depart-
ment 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.
PAGE 59 2/1212015
community Economic Development—Building Division
Program Description
Building Division -
The Building Division is responsible for implementing and enforcing the State Building Code as required by state law.
• Commercial construction plan review
• Residential construction plan review
• Accessibility (handicap) plan review
• Commercial and Residential construction inspection
• Permit intake, processing, and issuance
• Permit coordination
• Fire District coordination
• Outside agency coordination (including Regional Health, Clean Air, Utilities, and water district)
• Monitor building code legislation
• Public assistance with Code compliance
• issuance and maintenance of Certificates of Occupancy (required for every building/tenant space in multi-tenant structures)
Building Official
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 for input about the impacts of the legislation to our community. The Building
Official is charged with the task of interpreting code requirements for proper implementation given regional characteristics such as snow load, seismic
zone, and soii classification.
Permit Center Coordination
Permit applications associated with pre-construction land development, fire protection systems, plumbing/HVAC installations, work within the City
right-of-way, as well as traditional Building Permits are all processed, routed, tracked, issued, and maintained by Permit Center staff. Staff members
also assist the public with general inquiries and ensure that they are directed to the appropriate review staff member or agency when seeking infor-
mation.
Development Review
The primary function of the Development Review team is the review of commercial and multi-family construction plans for compliance with the afore-
mentioned Codes. The review team consists of the plans examiners, planners, permit facilitators, and the development services coordinator to pro-
mote a high level of communication and coordination of the various review components of the building permit process. The review team is often a first
contact for building owners and property managers seeking information as to the feasibility of re-use/conversion of existing buildings and tenant spac-
es. Team members are also the primary contact for design professionals (engineers, architects, and draftspersons) and contractors seeking code-
related assistance with the proper use and interpretation of the international, state, and municipal codes.
PAGE 60 2/1212015
ommunity & Economic Development—Building Division
rogram Description
Development inspection
Inspection staff members perform multiple inspections of each and every construction and development project in the City and perform construction
plan review duties for residential construction projects. They work as a team to ensure that requested inspections are completed on the same working
day of the request in the most efficient manner possible through route planning and coordination. Inspection staff members also investigate citizen
complaints of non-permitted or deficient construction practices and perform inspections following structure fires and other types of damage resulting
from natural disasters and accidents.
The purpose of the International Codes, as adopted by the State of Washington and the City of Spokane Valley, is to promote the health, safety, and
welfare of the occupants or users of the building and structures and the general public by requiring minimum performance standard for structural
strength, exit systems, stability, sanitation, light, and ventilation, energy conservation, and fire safety through the:
• International Building Code
• International Residential Code
• International Mechanical Code
• International Fuel Gas Code
• Uniform Plumbing Code
• International Fire Code
• International Existing Building Code
• ICC A117.1 Accessible & Usable Buildings and Facilities standard
• Washington State Energy Code
implementation of these regulations through plan review and inspection of construction projects assures that citizens can correctly assume that the
buildings and structures in which they spend more than eighty percent of their time are safe. The Permit Center has issued 17,433 permits over the
last five years for a broad range of projects including new homes, residential remodels, multi-story office buildings, medical centers, apartment com-
plexes, and nationally-recognized retail developments. Each issued permit requires multiple inspections during the course of construction, typically
between two and fifteen site visits per project. Development Inspectors have performed over 49,348 inspections over the East five years as they assist
builders, developers, and tradespeople through the completion of their projects. This vast range and volume of projects represents countless hours of
support to permit applicants and developers and heavily contributes to the economic development of the community in ways that are not necessarily
reflected in permit revenues. The Building Division services provided for a typical development project include:
• Site selection/feasibility research assistance (both for new development and the re-use of existing buildings)
• Pre-application review of rough developmenticonstruction proposals
• Support during permit review process
• Support during construction inspection process
• Coordination of final inspections associated with City and outside agency reviews
•
PAGE 61 2/12/2015
Issuance of Certificate(s) of Occupancy
ommunity & Economic Development—Development Services Division
rogram Description
Development Services Division
Pia minq General Description
Planning staff is cross-trained and work on different kinds of planning projects. This provides the organization greater flexibility in completing 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 Management Act
(ROW 36.70A) and the Shoreline Management Act (ROW 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 processing revisions to the City's municipal code, reviewing land use applications
to ensure compliance with adopted development regulations, compliance with the State Environmental Policy Act (SEPA)(RCW 43.210) and the
state subdivision law (ROW 58.17).
• Regional planning efforts
• Shoreline management
• Environmental review
• Code Amendments
• Subdivisions/short subdivisions/binding site plans
• Comprehensive Plan
• Special Projects
• RezonesNariances
• State & Federal Reporting
• Planning assistance at the Permit Center
Growth Manauernent Act(GMA)
The State mandates the Growth Management Act (RCW 36.70A) (GMA) and the Shoreline Management Act (SMA- RCW 90.58). Under 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 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 property owners the ability to propose amendments to the Plan. The City has adopted an annu-
al update process that begins in November and is typically concluded in April/May timeframe of the following year.
PAGE 62 2/12/2015
ommunity► & Economic Development—Development Services Division
rograrn Description continued...
Comprehensive Plan Updates
The Development Services Division will continue working on the Comprehensive Plan update as required by the Growth Management Act (RCW
36.70A.130). Work effort will include updating the City's Public Participation Program, preparing a work program and documenting issues that
should be addressed during the update process.
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 incorpo-
rated 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 shore-
line areas; includes goals and policies for the shoreline area and regulations that implement the policy direction of the SMP.
Code Amendments
Amendments to the City's development codes are often necessary to correct errors and omissions, stay current with new laws or to ensure con-
sistency between the City's adopted plans and implementing regulations. This process includes research/preparation of the staff report; study ses-
sion and public hearing before the Planning Commission; and review and adoption by the City Council.
Reglorial 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.
PAGE 63 2/12/2015
ommunity c Economic Development—Development Services Division
rogram Description continued.. .
Other Mannino Resyonsibiiities
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 departments and agencies; coordi-
nates 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 answering phone
calls. 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 employment. Planning
Staff provides this information on behalf of the City. Staff also provides information to the Census Bureau on an as needed basis.
Code '•E i ilei cement
Over the last three years, Code Enforcement has responded to just under 2,000 citizen initiated reports regarding junk vehicles, garbage, unsafe struc-
tures, various zoning violations and traffic safety hazards while conducting pro-active enforcement of sign code violations as directed by administra-
tion. Their work with neighborhoods helps to maintain both residential and commercial properties in a safe and clean condition. They regularly coordi-
nate 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 Enforcement acts as a community resource directing citizens to other
agencies for help as appropriate.
PAGE 64 2/12/2015
ommunity► & Economic Development—Development Services Division
Program Description continued...
Development Engineering
General Description
Development Engineering (DE) ensures that land actions and commercial building permits comply with the adopted codes for private infrastruc-
ture development through plan review and construction inspection. DE also provides floodplain management to enforce FEMA 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
• Floodplain management
• Grading Permits
• Right-of-way Permits
• Right-of-Way Inspections
• Watershed Planning
• Wellhead Protection Committee
Development Projects
DE facilitates the construction of public and private infrastructure completed by private development projects for land actions and commercial
building permits, and assists the development community by answering questions, reviewing plans, providing construction and inspection over-
sight, 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 Stormwater Manual, floodplain regu-
lations, and other applicable state or federal requirements.
Once the construction starts DE has oversight of the public and private 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, answers
questions, and reviews inspection and certification documentation to ensure projects are constructed per the approved plans and City's code. In
addition to development projects, DE provides inspection for all right-of-way and approach permits.
Code Amendments
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.
PAGE 65 2/1212015
•
Community & Economic Development—Development Services Division
Program Description continued.,,
Local Regulations
DE coordinated the development of the Street Standards that were adopted in 2009. The Street Standards establish minimum requirements for
land actions and commercial projects, provide engineering design criteria, and incorporate local, state and federal requirements such as the Re-
gional 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).
The SRSM incorporates state and federal requirements, such as Clean Water Act, Washington 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.
Floodplain Administration
The Development Services Manager is the City's Floodplain Administrator. The City is required by the Federal Emergency Management Agen-
cy (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 pro-
vides flood loss reduction building standards for new and existing development.
DE assists home owners, developers, and citizens in determining base flood elevations (BFE) from FEMA maps to be used on applications for
elevation certificates, Letters of Map Amendments (LOMA), and Letters of Map Revisions (LOMR). In areas that have not been studied by FEMA
and have an approximate "A"flood zone designation DE will use floodplain modeling software with accepted basin flow data to determine an ap-
propriate BEE for the parcel in question.
Lucal and Regional Cornmit1ee
Participation in local and regional committees is necessary to stay informed and provide input on important regional issues and topics. DE staff
are involved in multiple such committees including well head protection, water shed planning, aquifer protection council (APC), and Idaho Wash-
ington aquifer collaborative (IWAC).
Coniract Services
The City does not have surveyors on staff. A 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. Development Services administers oversees this
surveying contract.
PAGE 66 2/12/2015
ommunity & Economic Development—Development Services Division
rogram Description continued. ..
Economic Development Division
The Economic Development division is under the direct supervision of the Community and Economic Development Director. Oversight of these
activities is also coordinated closely with the City Manager. The functions of the Economic Development division are to:
• Develop and execute a comprehensive economic development strategy;
• Develop and execute a retail recruitment strategy;
• Develop a historic preservation program;
• Develop collaborative relationships to promote business retention and expansion;
• Coordinate with regional and local economic development partners;
• Coordinate the City's Community Development Block Grant (CDBG) program;
• Create strategies to attract and retain businesses;
• Pursue infrastructure improvements that foster economic development;
• Find opportunities to improve and streamline permit processes and regulations;
• Maintain an efficient permitting process;
• Develop and execute a comprehensive marketing program;
• Use information technology to support economic development;
• Promote Spokane Valley to businesses and visitors;
• Foster an educated and job-ready local workforce.
PAGE 67 21l212015
ommun ty Economic Development—Goals and Strategies
Goals Strategies
G-1 2015-2020 —
Pursue infrastructure improvements that foster economic development • Coordinate with Spokane Valley Public Works to improve transportation
infrastructure to enhance development opportunities.
• Collaborate with Spokane County Utilities Division to facilitate the develop-
ment of sewer infrastructure in City's industrial areas.
• Continue to research financing options for the development of sewer infra-
structure in the City's industrial areas.
• Collaborate with water districts and dry utility providers to identify infra-
structure needs to meet development demands and available infrastruc-
ture that could be marketed to attract businesses.
G-2 J 2015-2020
Maintain an efficient permitting process • Review development regulations to streamline permitting and encourage
development.
• Foster relationships with outside agencies to streamline permitting and
encourage development.
• Develop a restaurant regulatory website.
I 0-3 2015-2017
Update of the Comprehensive Plan • Develop public participation program, update current public participation
guidelines.
• Notify utility districts, school districts and other outside agencies regarding
the need for updated levels of service and other required information.
• Incorporate any new state mandated information.
• Process through Planning Commission and City Council.
-
G-4 �2015
Annual updates of the Comprehensive Plan • Process all appropriate publically initiated Comprehensive Plan change
requests
• Update the Capital Facilities Plan, incorporate the 6-year Transportation
Improvement Plan and make any other required annual changes.
• Process all proposed changes through the Planning Commission and City
Council
PAGE 68 2/12/2015
ommunity Economic Development—Goals and Strategies
oars Strategies
3-5 2015
Develop a Historic Preservation Program • Meet with local entities to explore partnering opportunities with their local historic preservation pro-
gram_
I • Process a Historic Preservation ordinance through the Planning Commission and City Council,
• Implement Historic Preservation Program.
• Apply to become a Certified Local Government.
3-6—(Council Goal) 2015-2020
Develop a economic development strategic plan • Prepare an economic development strategic plan.
• Implement the economic development strategic plan.
• Apply for available grants to support economic development.
• Use the strategic plan to leverage grants for economic development.
G-7--(Council Goal) 2015-2020
Business Recruitment • Develop a business retail recruitment plan.
• Participate in business and trade shows.
• Continue to implement the Certified Sites Program.
• Collaborate with the regional partners to support business recruitment.
• Research available State and Federal tax credits. Promote availability of all tax credit programs
on the City's website and in the permit center.
• Research state and federal business assistance programs to support business recruitment.
Make this information available in the City's website and permit center.
• Attend meetings with the Spokane Regional Site Selector partners to continue to provide infor-
mation relating to available properties in the City
G-8—(Council Goal) 2015-2020
Business Retention and Expansion • Host forums with regional real estate brokers, management associations, developers and property
owners to identify issues, gather data, and introduce the City's economic development program.
• Initiate contact with existing businesses to identify issues, gather data, and offer services from City
and partners that foster their business efforts.
G-9--(Council Goal) 2015-2020
Develop a marketing plan • Prepare a business recruitment brochure.
• Work with Visit Spokane to develop a tour guide identifying recreational, cultural, and historic as-
sets with a particular focus on making the City a destination for active outdoor recreational.
• Review the City's existing marketing collateral to ensure their consistency with the established
theme.
PAGE 69 2/12/2015
ommunity Economic Development—Goals and Strategies
Goals Strategies
G-10 2015-2020
Use Information Technology(IT) to support the department's mission • Coordinate with utilities and special purpose districts to incorporate their
available infrastructure information into a GiS centralized database housed at
the City.
• Develop a robust Geographical Information System (GIS) with modern web
applications to retain, grow, and attract business.
• Continue to develop a records management system that enhances transpar-
ency and creates efficiencies.
• Implement SMARTGov Web Portal Upgrades
• Expand of online permitting types
• Configure & launch online inspection scheduling
• Implementation of Contact Us module
• Implement SMARTGov Inspection Module Enhancements
• Update inspection listing types
• Integrate inspection workflow
• Expand inspection scheduling options by:
• Permit Center Staff(in person)
• Owner/Contractor(online)
• Continue to work with businesses to add their business information to Google
Places.
• Continue to create apps to improve transparency to support economic devel-
opment.
G-11—(Council Goal) 2015-2020
Collaborate with economic development partners and related service providers . Participate in Visit Spokane, GSI, and other partners meetings and events.
• Coordinate with Visit Spokane and GSI to ensure their marketing is con-
sistent with the City's branding message,
G-12—(Council Goal) 2015-2020
Strengthen and expand civic and event opportunities • Evaluate opportunities to support amateur and youth sports organizations,
• Continue to partner and promote community events such as Valleyfest, the
Bike Swap and the Cycle Celebration
PAGE 70 2/12/2015
ommunity & Economic Development—Goals and Strategies
Goals Strategies
G-13 2015
Floodplain Revisions • Conduct public outreach for Forker Draw
• Develop Forker Draw final map products
• Develop Glenrose Creek Hydrology data
• Develop Glenrose Creek Hydraulic data
• Initiate coordination with City of Spokane and Spokane County
• Develop Glenrose Creek floodplain mapping
• Develop Glenrose Creek preliminary map products.
G-4—(Council Goal) 2015-2020
Foster an education and job ready workforce • Meet with local community colleges and technical schools, high schools and
workforce development council to determine how to support their efforts.
0-15 2015
Emergency Management • Coordinate with Spokane County on Regional Hazard Mitigation Plan
G-16 2015
Community Development Block Grants (CDBG) • Identify high priority projects consistent with Spokane County CDBG Consor-
tium policies.
• Identify infrastructure limitations that impact development.
G-17 2015
ADA Transition Plan • Complete ADA transition plan.
PAGE 7] 2/12/2015
ommunity Economic Development—Workload Indicators
Goal Workload 2013 - 2014 2015 2016 2017 Target
Dept. Permit Center counter walk-ins 4,428 4,51 1
related
Pre-Application Meetings-Commercial 35 79
Per-Application Meetings-Land Use 25 30
Construction Applications Received 2,798 4,704
Land Use Applications Received 624 719
Construction Permits Issued 2,668 3,961
Land Use Applications Approved 33 659
Development Inspections Performed 10,736 13,534
Code Enforcement complaints investigated 360 354
Number of On-Line permits Issued - 1,314
Number of hearings conducted by the Hearing Examiner 33 7
Municipal Code text amendments processed 5 12
Planning Commission meetings participated in 23 20
Businesses contacted for recruitment - 21
Businesses contacted for retention and expansion - 2
Business and trade shows attended - 1
_ 1
Meetings with regional partners - 51
Marketing media created - 9
Number of businesses contacted to add their business information into - 364
Google Places
Service Population 91,490 92.050
Beginning in 2013,new or reworded Workload Indicators were included to better define the workload of the department.
PAGE 72 2/12/2015
ommunity & Economic Development—Performance Measures
Goal Performance _ 2013 2014 2415 2016 2017 Target
Dept, Percent of construction permits Issued in less than 3 days - 79%
related
Average number cf days for new Residential building permit review 5 5 5 work days
Average number of days for tenant improvement permit review 10 10 1 10 work days
Average number of days for new Commercial permit review 10 10 10 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
Beginning in 2014, new Performance Measures (above) were included to better identify the performance of the department, Historical
data is provided below for 2013. (2008-2012 are on the next page)
Goal Performance 2013 above - -
Dept. Number of permits issued/processed/reviewed 889
related per FTE (Plan Exam-2;Build. Insp-3; Permit Spec-3) i ;
t 7-7
Residential building permit issuance (April&July) 100% ' 5 work days
Average tenant improvement permit issuance (May&August) 100% i 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 recar1 ng Land use,planning and zoning
PAGE 73 2/12/2015
ommunity & Economic Development—
orkload Indicators & Performance Measures
Goal Workload INIMINSINOMPIIIMPORIMINIIIII,2003 2009 2010 2011 2012 Target
Dept. Permit Center counter walk-ins - 31431 39714 39211 4545 4812
related
Permit Center phone calls` 4472 4945 4890 4919 5021
Construction permits issued 3535 2993 3340 3454 4010
Building inspections performed- 4480 1 5241 5610 5701 4039
Residential
Building inspections performed- 2177 2504 2324 2287 1571
Commercial
Code compliance complaints 1931 840 617 532 397
I investigated
Right-of-Way inspections performed 5183 7379 6708 7777 3858
Service population 88,920 89,440 90,210 89,7553 90.550
, Number of Planning Commission meetings 24 13 14 15 23
1 Number of code amendments 7 7 12 6 8
Goal Performance � ='' 1 T,` " f - 01 - :2012_.- Target
Dept, Number of permits issued/processed/reviewed 392.78 332.55 417.50 I 431.75 668.304
related per FTE(Pian Exam-2; Build. Insp-3; Permit Spec-3)
, Residential building permit issuance(April&July) — 65% 68% 60% 91% 5 work days
i
Average tenant improvement permit issuance (May&August) — 100% 77% 100% 97% 25 work days 1
I
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% -- —— 95%
satisfaction with services regarding Land use,planning and zoning
1. 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.
2. No longer tracking this workload after 2012.
3.This number is based on the 2010 Census.
4.2012 Changed to Plan Exam—1; Build. Insp-3;Permit Spec-2=6 total FTE's
PAGE 74 2112/2015
ommunity & Economic Development- 2015 Budget & Staffing Impact Summary*
dministrative, Planning, Development Engineering, Building & Economic Development
ncreaselReduction
This Department has been tasked to create a new division, Economic Development. This has been accomplished using just less
2015 Budget than the allowable 1% increase from each of the three existing divisions with reductions in some line items from those divisions.
+0.89% This will limit the amount of professional certifications and trainings within these divisions which will reduce our ability to provide
$3,900 technical assistance to our customers. The only increase is the standard payroll adjustments.
Theoretical Budget Reduction Exercise
3% A 3% cut in the department would reduce 1.5 FTE. This reduction would limit the department's ability to be able to process per-
($101,198) mits, land actions, and provide customer service to our citizens.
6% A 6% cut in the department would reduce 2.5 FTE. This would significantly limit the department's ability to be able to process per-
($202,395) mits, land actions, and provide customer service to our citizens.
g% A 9% cut in the department would reduce 3.5 FTE. This would drastically limit the department's ability to be able to process per-
($303,593) mits, land actions, and provide customer service to our citizens.
*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
PAGE 75 2/1212015
VOL E
Parks and Recreation
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 Pt;rks 8 Recreation
Events Center, the Parks and Recreation Depart- airector
ment consists of six divisions: Parks Administra-
tion; Parks Maintenance; Recreation; Aquatics; --
Senior Center; and CenterPlace. The Department pRrts Opt!rations — rldrr'nl5trative
is comprised of nine FTEs. Parks Maintenance ;Contra
nancE
Coc+ntr�ct stirs; �_ Assistant
and Aquatics services are contracted with external _
businesses/agencies. The Parks & Recreation De- Aquevs CenterPlace
Orperations Servs 5
partment also maintains a database of local recrea- 11X ittenano —— Ja;Ctorrltottai iat Svcs
tion programs and services to help match citizens ctit s`
with existing services. Prezi;
rt
Maintenance
kConhrsct Sv^s)
-Senior Censer RecreationCmterPlacc himtentnre
Customer
y5ec�arlst Coordinator F`etati�risi Y�ar-Iser
f3dMies Cocnnatcc Fechities t2 0 r t sT
CenterFraceCenterFiace
Ann=nistretive ,— n O`.czA sistentr
Assi"sunt
PAGE 76 2/12/2015
• arks and Recreation—Parks Administration/Maintenance, Recreation & Aquatics
rogram 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 Appleway and Centennial Trails
• 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, winter break camp, 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
PAGE 77 2/1212015
Parks and Recreation—CenterPlace and Senior Center
rograrn Description
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 850 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 50 different programs
• utilizes over 75 volunteers
• facilitates Meals on Wheels program
• maintains a membership of over 1000
PAGE 78 2112/2015
arks and Recreation—Goals and Strategies •
Goats
SU'
st
G-1 2015-2020
Implement recommendations of the newly updated Parks and Recreation Mas- • 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_ I • Explore adding additional recreation programs to meet customer need
• Replace Edgecliff Park picnic shelter
• Continue to contract for park maintenance & aquatic operation services
• Add sand volleyball courts to Browns Park
• Construct pocket dog park
G-2 - - 2015-2020
Implement the updated CenterPlace Regional Marketing and Communications • Increase seasonal staffing to accommodate a higher level of service
Plan • Develop"CenterPlace's Partner Services"with local event planners
• Contract marketing services to help implement marketing plan
• Work with Visit Spokane to reach out to meeting planners
• Expand Catering involvement in events
G-3 2015-2020
Make facility improvements to CenterPlace. • Make parking lot improvements for safety
• Schedule preventative maintenance and facility updates to maintain ,
CenterPlace in good condition
• Update Lounge kitchen to expand uses
• Explore updating sound systems in the Great Room & Lounge
• Replace carpeting in Lounge
• Repair roof
0-4 2015-2020
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 2015-2020
Work with Centennial Trail Partners to implement new maintenance agree- • Seek grant opportunities for capital repairs
ment. • Develop a five-year capital plan
PAGE 79 2/12!2015
marks and Recreation—workload indicators
Goal Workload 2013 2014 2015 2016 2017 Target
0-1 Developed acres maintained 133.6 133.6 -
Trees Planted 10 v 10 10 new per
year
Overall number of park facility 399 428 +10 per year
reservations per year
Number of recreation classes offered 129 158 +10 per year
Spokane Valley population2 91,490 92,040
Number of open swim hours available(season 1,221 1,251.5 Maintain
2008 hours
Number of swim lesson/team registrations 1,547 1,510
G-2 Number of area businesses/hotels contacted for use of CenterPlace 14,651 7,300 Contact all in
region
Number of reservations per year 815 844 +10% per
year
Number of operating hours per year 4,633 4,533
Number of room use hours booked per year 6,120 4,040
0-4 Number of participants in Senior programs 36,343 34,193 +10% per
or workshops per year year
Average age of Seniors participating 75.5 74.7
in programs
Number of Senior programs offered per year 50 50 60 per year
(ultimate)
0-5 Miles of Centennial Trail 6.78 6.78
Number of grants applied for 0 0 1 per year
(Applied for by Trails Partners)
Labor hours to maintain Centennial Trail 900 900 Maintain
2008 level
'revised tracking of reservations due to new software.
2Population based on Association of Washington Cities data.
PAGE 80 2/12/2015
arks and Recreation-Workload Indicators continued. ..
Gaal Workload 2008 2009 2010AL2,011
�. 20 tTarget
0-1 Developed acres maintained 126 126 126 126 126
Trees Planted 5 11 25 10 17 10 new per
year
Overall number of park facility 222 258 252 308 407 +10 per year
reservations per year
Number of recreation classes offered 77 75 90 100 100 +10 per year
a Spokane Valley population= 88,920 89,440 90,210 90,110 90,550
all
Number of open swim hours available!season 980 1,200 1,326 1,326 1,325 Maintain -.
2008 hours
Number of swim lesson/team registrations 1,220 1,430 1365 1,244 1,351
Number of area businesseslhoteis contacted for use of CenterPlace 24,400 24,400 24,400 21,649 21,650 Contact all in
region i
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 Nornbe-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 60 per year
(ultimate)
G-5 Miles of Centennial Trail 6.78 6.78 6.78 6.78 6.78 NM
Number of grants applied for 0 0 0 0 0 I 1 per year
(Applied for by Trails Partners)
Labor hours to maintain Centennial Trail 900 900 900 900 930 Maintain
2008 level
revised tracking of reservations due to new software.
2Population based on Association of Washington Cities data.
PAGE 81 V12/2015
arks and Recreation—Performance Measures
Goal Performance 2013 2014 2015 2016 2017 Target
G-1 Developed park acres per 1000 population 1.4
Recreation program recovery vs direct cost 99.9% 104% Maintain
2008 recov-
er,/ !!
Parks& Recreation budget per capita 29.02 24.28
Percentage of citizens who participated in a recreation
program or activity(citizen survey) A
Percentage of citizens who have visited a City of
Spokane Valley park (citizen survey) A
Percentage of citizens rating recreation programs or
classes with a positive rating (citizen survey) _
Percentage of citizens rating recreation centers or
facilitieswith a positive rating (citizen survey) A
Percentage of citizens rating quality of parks with a positive rating
(citizen survey)
A
--
G-2 Percentage of facility capacity per Great Room reserved 27% 23.7%
Percentage cast recovery per CenterPlace 45% 54%
(CenterPlace revenues covered_%a of the expenses. Expenditures do
riot include building replacement funds)
Percentage of area businesses utilizing CenterPlace' 3% 5% Reach for
25%
Percentage of facility capacity per Lounge reserved 10% 9%
Percentage of regional use of facility 5% 9.1% 30%
(ultimate)
L 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 and 2014 budget due to limited funding.
PAGE 82 2/12/2015
arks and Recreation—Performance Measures continued...
Goal Performance 2008 2009 2010 2011 2012 Target 1
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 $29.74 631,44 $32.43 $31.22 $32.59
e
Percentage of citizens who participated in a recreation — 45% — 46% —
program or activity(citizen survey)
Percentage of citizens who have visited a City of — 34% — 82% —
Spokane Valley park(citizen survey)
Percentage of citizens rating recreation programs or — 95% — 92% —
classes with a positive rating(citizen survey) L'
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% — 1p
(citizen survey) I
G-2 Percentage of facility capacity per Great Room reserved 26% IMIN 19% 20.2% .} 21.7% 1
Percentage cost recovery per CenterPlace 68% 63% 61% 51% 53%
(CenterPlace revenues covered % of the expenses. Expenditures do
net include building replacement funds)
Percentage of area businesses utilizing CenterPlace' .0067% .0079% .0075% .0095% .0215 Reach for
25%
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)
'Registered businesses with the City of Spokane Valley
PAGE 83 2)12/2015
arks and Recreation—Performance Measures continued. . .
Goal Performance 2013 2014 2015 2016 2017 Target
-4" Level of satisfaction (a positive rating)for quality of Senior services
(citizen survey) .,
Percentage of Seniors over 60 in Spokane Valley 18,71% 19.71%
per capita (Census data is not current)'
What percentage of City of Spokane Valley Seniors who 45% 56%
participate in programs attend Health&Wellness Programs?2
(age 50 and up) l
G-5 Cost 10 maintain per capita per trail mile � $.05' $.05 l
Percentage of successful grant applications 0 0
(Applied for by Trails Partners)
Miles of Trail per 1000 households M76 .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
PAGE 84 2/12/2015
' arks and Recreation—Performance Measures continued. . .
Goal performance 09 ..
2008 20 , M010 2011. 2012 Target
G-44 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% ,
per capita (Census data is not current)' l
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 i Cost to maintain per capita per trail mile $.04 $.04 $.04 S.05 $.05
i
Percentage 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 1
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
PAGE 85 2/12/2015
arks and Recreation-2015 Budget and Staffing Impact Summary*
arks Administration/Maintenance, Recreation and Aquatics, Senior Center & CenterPlace
1crease/Reduction
The Parks and Recreation Department budget not including salary and benefits) reflects an overall increase of$20,303 or 1.11%
2015 Budget for 2015. Included in this figure is a $20,000 Centennial Trail Maintenance Fund Contribution under the Maintenance Division
+1% which is new for 2015.
$20,303
Theoretical Budget Reduction Exercise
3%�° To achieve a 3% reduction in the proposed 2015 budget the following reductions are offered for consideration:
($67,650) . $35,000- Reduction in Aquatics Maintenance Equipment and Maintenance Services. This will eliminate the painting of
the pool tank at Valley Mission Park.
• $15,000—Reduction in Maintenance Parks Maintenance Contract. This will eliminate the maintenance of the city gate-
way, the new Balfour Park addition and the existing unimproved section of the Appleway Trail.
• $10,000--Reduction in CenterPlace Advertising. This will negatively impact our ability to market and promote the ben-
efits of CenterPlace to the public.
• $7,500—Reduction in Recreation Professional Services. This will eliminate the two free summer in the park movies for
2015. These movies were attended by over 1,300 people last year.
• $150—Reduction in Administration Clothing & Uniforms. This will eliminate the clothing budget for 2015.
6% In addition to the 3% reductions, add the following for consideration:
($67,650 + • $130,000—Reduction in Aquatics Professional Services. This will close Park Road Pool for the season. The pool will not
$130,000) operate in 2015.
9% In addition to the 3% & 6% reductions, add the following for consideration:
($197,650 + • $46,373—Eliminate one FTE at CenterPiace. This will reduce our level of customer service and efficiency in which we
$46,373) currently operate. It will also add additional responsibilities to existing personnel.
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.
PAGE 86 2/12/2015
Vol.
• ublic Works 1 29i5
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
Puhiic Works
Director
The Public Works Department oversees the
-
City's transportation system, which includes
Administrative
construction and maintenance of streets, Assistant
bridges, stormwater systems, operations
and maintenance of traffic signs and signals; ,
Public Wcriss
and transportation planning. The Depart- Maintenance � 9+n�r
Superintendent P
Senior-Engineer --- Engineer j
ment provides management and control of
Trefflcutormwater
Solid Waste, coordination with other City de- Mantel-lanceSenior Engineer PiannrnglGno+?ts
partments on the planning, design and con- Construction PrceciitF4ATenagerjeer
inspector f4 FTE Assistant Engineer, t Assistant Engineer
struction of City parks and civic facilities, Traffic Storrn:veter -
along with participation in regional public Assistnt Engineering
works issues such as wastewater, storm- Engineering '
neer T.ec�hnician 4
— Technician
water and high-capacity transportation. Sinrrrr+vater
Engineering Adrmsitsistr Live
Tectinican J ,stylet
(2.0 FTE)
PAGE 87 2/1212015
i ublic 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. De-
velops, oversees and implements the expenditures of all Public Works budgets. In November 2014, The City took over the manage-
ment and control of Solid Waste and entered into a 10-year contract with Sunshine Recyclers to provide transfer, transport and dispos-
al services
Direct responsibilities of Public Works Department Include:
• Pavement Management Plan
• Capital Improvement Program
• Solid Waste management and comprehensive planning
• Street Maintenance Operations
• Traffic Management and Operations
• Snow Operations
• Stormwater Utility
• Fleet Maintenance Program (In conjunction with the Finance department)
• Contract management and future renewals
• Coordination with other regional public organizations such as the Spokane Regional Transportation Council, Spokane County
Traffic Safety Commission and the Spokane Regional Traffic Management Center.
PAGE SS 2/1212015
blit Works- Administration and Capital Improvement
rogram Descriptions
Capital Improvement Program -
Plan, design and construct new facilities and maintain, preserve, and reconstruct existing 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 pro-
ject 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 (FMS1B)
o Community Development Block Grants (CDBG)
o And other State and Federal Funding Sources
• Implementation of Capital Projects
o Manage 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 Grant Agency Requirements
• Coordinate with SRTC and other jurisdictions on regional transportation policies and projects
• Coordinate and collaborate Capital Projects with Maintenance, Stormwater, Traffic, Parks, and Community Development
PAGE 89 2/1212015
Public Warks—street Fund -
Program Description
Street Maintenance Operations -
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 grading, storm-
water 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 dry land grass
• Remove snow from sidewalks on bridges
Storm Drain Cleaning Program
• Clean drywells, catch basins, culverts, swale inlets and bridge drains
PAGE 90 2/12/2015
• ublic Works—Street Fund
- rogram Description continued. ..
Traffic Management and Operations-
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 capi-
tal 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 data Citywide.
• Develops clear view triangle standards and coordinates with code enforcement to correct safety problems.
• Oversees and monitors traffic level of service for all 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, development permitting, City Hall planning and comprehen-
sive pian updates.
▪ Coordinates with SRTC on regional traffic modeling.
• Organizes the collection of annual traffic counts on arterial streets.
• Coordinates with SRTMC for regional transportation management.
• Plans, applies for funding, installs and maintains Intelligent Transportation Systems (ITS) equipment.
• Coordinates with Capital Programs on Capital projects
The traffic division contracts with Spokane County and WSDOT for maintenance of our 85 traffic signals, 36 flashing school
beacons, 2 Rectangular Rapid Flashing Beacons (RRFB), 10 traffic cameras, 21,000+ traffic signs, and all roadway striping. Collectively the
City staff and contract employees evaluate and respond to over 400 traffic-related citizen requests per year. While some of the citizen re-
quests 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.
PAGE 91 2/12/2015
• u bl rC Works—stormwater Utility
- rogram Description
Stormwater Utility -
The Stormwater Utility (SW) oversees stormwater 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, inspection and Investigation
• Geographic 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 (C1P) 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 provides street sweeping, inspects and prioritizes stormwater structure cleaning and maintenance and provides landscape
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.
PAGE 92 2/12/2015
UbliC Works—Goals and Strategies
Goats Strategies
(Council Goal) 2015-2020
Pursue a legislative capital budget request for the Barker Road Bridge Grade Sep- o Provide project specific support to Council and administration
a ration, the Appleway Trail and parkland acquisition.
(Council Goal) 2015-2020
Pursue the Bridging the Valley Concept o Pursue grant opportunities at the state and federal levels including long -
term funding for grade separation and corridor consolidation
• Include BTV projects in the City's six year TIP
G-1 2015-2020
Maintain City streets at lower costs to retain a higher overall pavement condition o Continue to update and implement the Pavement Management Plan
o 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 2015-2020
Continue optimization of the City's traffic signal system Q 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 2015-2020
Continue implementation of the Stormwater program O Develop plan for storm drain maintenance & operations
o Manage & update street sweeping plan as needed
o Refine and Update the 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
G-4 2015-2020
Implement and manage a Fleet Maintenance Program in conjunction with the Fl- o Evaluate fleet size, age of fleet, and replacement schedule for all vehicles
nance Department i Use existing fleet maintenance software to full potential
• Produce policies and procedures related to regular vehicle maintenance
G-5 2015-2020
Identify projects and funding that will encourage economic development • Implement ideas from Economic Development Study
• Possible examples: Appleway Trail, Barker Rd BNSF grade separation, In-
stalling sewer on Barker Rd, City Center Infrastructure.
PAGE 93 2/12/2015
'Public Works—Workload Indicators
Goal Workload 2013 2014 2015 2016 2017 Target
G-1 Centerline lane miles of street maintained 461 461
Number of citizen action requests for street maintenance 859 1147
Street sweeping (in tons) 804 874
-0-2 Traffic signals maintained B6 85 F
gg
Traffc counts performed 140 137
School beacons maintained 32 36
6
Traffic signs maintai-sed' 21,000 21,000
Rectangular Rapid Flashing Beacons(RRFB) Maintained - 2
Stand alone radar speed signs and intersection control beacons - 5
L
Traffic Cameras Maintained - 10
G-3 Number of drywells 7,437 7,428
p
Number of drywells cleaned 402 206 •
x
New dry,vells registered 3 4
0-4 Number of Vehicles Maintained - 28 [
1
1 Spokane County revised the database regarding traffic signs in 2011 to obtain a more accurate number of street signs
PAGE 94 2/12/20 3 5
Public Works—Workload Indicators continued.. .
Goal Workload 200:'' ,= 2009 2010A 2011 2012 Target
- - - -7' R 2,,4..- -- .F
I 'Centerline lane miles of street maintained 438 460 460 461 461
Ell
. 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
11
Traffic signals maintained 84 86 86 85 85
�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 dnywells 7,300 1 7.330 7343 7376 7,416
Number of drywells cleaned 267 245 167 175 206
New drywells registered 30 33 10 14 10
G-4 Dollars of Capital Improvements (actual dollars spent) 517,475,243 $21482,584 57,008,066 $5,882,924 59,086,820
Number of construction projects managed 18 28 30 _±__32 44
Full-time employees for Capital Improvement Projects(CIP) 9 9 9 9 i 8 '
1 Spokane County revised the database regarding traffic signs in 2011 to obtain a more accurate number of street signs
PAGE 95 2/I2/2015
• ublic Works—Performance Measures
Goal Performance 2013 2014 2015 2016 2017 Target
G-1 Percent of citizens who rated snow A
removal as positive{citizen survey) A (. 4
Ton of cold patch for potholes 68.34 72.14
9
IMO
Percent of citizens who rated street repairs -
as positive(citizen survey) A
l mom
Percent of citizens who rated clean streets l -
as positive(citizen survey) "
•- .. _ $51.29 53.11
-. .- ��♦
population .5.12 5.12
Street sweeping expenditures per capita 55.35 $5.29
Street condition based on the Overall Condition Index 68 -
G-3 Percent of citizens who rated quality of storm -
drainage as positive(citizen sun/0y) A
Cost per ERU (Equivalent Residential Unit) $21.00 $21.00 1
Cubic yards of new dells constructed 120 160
34 Maintenance Cost Per Vehicle - $237.14
Maintenance Cost Per Snow Plow _ - $8,744.40 3
AThe Citizen Survey was first performed in 2009, again in 2011; but was eliminated in the 2013 and 2014 budgets due to limited funding.
PAGE 96 2/12/2015
in ublic Works—Performance Measures continued. ..
1 Goal Performance 2008 2009 2010 2011 2012 Target
... _ _ i _.
G-' Punt of citizens who rated snow – 73% – 80% 1 –
removal as positive(citizen survey)
Tan of cold patch for potholes 27 17.55 8.10 36.10 77.36
Percent of citizens who rated street repairs – 73% – 68% –
es positive(citizen survey)
Percent of citizens who rated clean streets – 88% – 87% –
as positive (citizen survey)
V
Street maintenance cost per capita $44.83 $49.67 $42.88 $58.00 1 $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 – –
I
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
r
Cubic yards of new drywells constructed 1,200 cy 1,320 cy 400cy 560cy 400cy
G-r 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
—
PAGE 97 2/1212015
ublic Works - 2015 Budget and Staffing Impact Summary*
dministration & Capital improvement, Street Maintenance and Stormwater
ncrease/Reduction
The non-payroll & non vehicle replacement increase from the 2014 budget is .39%. We excluded the $3,900 budget line item
2015 Budget from the vehicle replacement program since this was an addition to the overall budget for new vehicles purchased in 2014.
+.39% increase The only increase to the supplies and services equaled $326. This includes increased costs to software license and mainte-
$326 nance fees and previously unbudgeted items that were not in the 2014 budget.
Theoretical Budget Reduction Exercise
3° To meet a 3% reduction:
($27,863) • Reduce the Wages, Payroll Taxes and Benefits by $20,000.
o The reduction of Wages will reduce staffing levels and services provided to Citizens.
• Reduce Engineering & Architectural line item by $8,000 leaving SO.
0 The reduction of Engineering & Architectural funding will impact staffs 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
6% able to complete some normal, annual tasks as well as other miscellaneous projects.
($55,963) In addition to the 3% reduction:
• Reduce Wages, Payroll Taxes and Benefits by an additional $20,000 to a total of$40,000
o The reduction of Wages will reduce staffing levels and services provided to Citizens.
• Reduce Travel and Mileage by $3,500
0 Travel and mileage reductions will not allow staff the proper training and continuing education that we need to
stay current on Public Works issues.
• Reduce Conference Registrations by $4,100
9% 0 City Staff will not be able to attend continuing education and conferences to keep the City up to date on current
practices.
($84,063) In addition to the 6% reduction:
• Reduce Wages, Payroll Taxes and Benefits by an additional $20,000 to a total of$60,000
0 The reduction of Wages will reduce staffing levels and services provided to Citizens.
• Reduce all travel and mileage to $1,000
• Eliminate Conference Registrations to $0.
• Reduce Small Tools and Minor Equipment by $2,500.
*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.
PAGE 98 2/12/2015
r
Vol. 8
DDENDUM A: Spokane Valley Police Department 2015
contract Services ----
Shed rs OMMce.201 5
Combs stoned Writer W orksheet
Tots€ComrWsatoned FTE: 227.0e
Tote'Included in Commissioned Officer Charge; 210.6?
Orcludes those edacsieed along wet'eclinilgMaWs costs and those?imitate C ourtty responatlty.
CategOry'1 Category 2 Category 3 Category 4
- Dedicated FTEs Shared Services Allocated with County Responsibility/
Investigative/ Adminislrattve Costs Other Cost Recovery Method
regia:'Unhrcor oiabed®nota eagle sop)/Wax,_ Community Services/'K-9
Witnacrp 'laEey Medlcdtl-k t}set Pari Total 1 Maier Crirneg CPA!
Adrnin 03131531r • Deputies ;
1-1115 erRllertlf 1._�_ _ 1 r -- —• I LI2ulsneri
Lieutenant ii--- 1 1 _ 2 Sargoari CPr7Umaa1$5t8Er floreue?etro1
9er96artt r 1 i - I DeteCI S1 6 Unuerah€ria 1 ineedly 0225
Sex Crimes PIO STF I
Paired _ ----- SErgearl 1 ! Depidiy 1 etet5t,,S4C-2r2 1.50
GipltlYl IE 1 "---�-----1 ._.�.__.... I ne1ecrii* 4 n•: I Dept:10S 075
LNIlterml2E f� 2 2 I - 4 Dopury tretraluygloesowynie
tug sent 8 4 ! 17 ,t.toelissorll 1 Se,*0[feriaer Regla:.trelierl
rlepullr# 1 52.5 474Si w 2 106 In'resti9atl•>e Teals Fort e{1TFt Serge0cd DeleEttv$tColn 0.':6
1dJl K C-andld s 3 t� iiiii 1-1Cvtern2.R{ 1 Detective 1
-
TrarllciCVEO CIO 8.JTTF €3e,tiles 2 Sex 01T Res,3r rU_S519
Sergeant t I ___ i I releeiives _ Px1ee;ve.W:srp
i?otecl€verCoip. __ �1 1 _ �__ I 2
Deprri;e,: L�. _3_ °5. , „_�r �_ 1 Eh-Lig Task Farce tSts Federal Seizures.
Detectives 2 50 r tttecitee4C:olp C.57
ComrnunityServices —. LL �_. Deputies ;_.7
_—
Deputy L__ 1 1 --- __—».
08n9 Enforcement Adrrllntttat Alto catsdl
Property a Dru9 CrimesYR�_ Serpent • Sharif? 1
Sal-gem! 1. 1 _ 1 OeteclNerC.cty
Detet^tivel rp, 3 117 . a r-=I
,9,7eputy 1 _ ---:'
T 1 Total Investigative 22.51 eta!Cowl 31rler .0.13
porrresuc%dolence Property 8 Crtr55 Crimes
_ Sergeenl •
Delo el I've)Ccrp. 1 1 , .. 2. 1 DelecliveiCerp
SRO - _ _ ;intelligence Led Policing
Depulles 5 4 9 ,Ostec:h.,e 1
Marenersearch Rescue
Total Dedicated.FTEs 52.5 91 4.5 2 17 5 ❑epJlles 75 Total Admin stretl'S a
Ded ated FT€s excluding SROs 77.5 32 4.5 _ 2 155 K-9
oe piitlo s
Total Investig etivelSupp ort Sery 35.67
1 DT Achill t_keutanant posSlen added 111115
vP in ppeclor portion promoted to Understrerttl l„115
Copy of 21,18 Commissioned°MeerWarkshoel t-01.15
PAGE 99 2.12:2015
Vol. 8
pokane Valley Police Department 2015
ontract Services 1
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. The city conducted a study in 2013-
2014 to assess the current staffing level of the Spokane Valley Police Department to determine if the staffing level was appropriate to
meet the law enforcement needs of the community. The goal when embarking on this study was to ensure that every opportunity to
maximize efficiency was explored prior to considering adding personnel. Spokane Valley City Staff in conjunction with Spokane Valley
Police Command Staff identified several opportunities to enhance the service delivered to the citizens. The result was a plan that was
adopted by Council in 2014, The plan is a combination of enhancements to existing resources and includes utilizing two new patrol of-
ficers in the most efficient way possible. In order to assess the value and return on the city's investment, new performance measures
were added to the plan. In time, this data will provide the information needed to determine whether or not these changes are meeting
the service needs of the community.
Summary of Plan Implementation
• Add two (2) Patrol Deputy Positions to the Law Enforcement Contract
• Reassign six (6) Patrol Corporals
• Create Power Shift
• Enhance Property Crimes Unit
• Create dedicated Spokane Valley Property Crimes & Drug Crimes Investigation Units
• Upgrade workstations at Spokane Valley Precinct
• Add Opticom traffic signal controllers to new vehicles
• Maximize staffing levels per shift
2/12/2015
pokane Valley Police Department- Administrative and Patrol Divisions
Spokane Valley Police Department Staffing
;dministrative Staffing Level:
Chief-1 Precinct Commander-1 Administrative Sergeant-1
Patrol Staffing Level: *Changes per Council Approved Plan (see structure changes to be implemented on pages 130-134)
Lieutenants-2 Sergeants-8 Corporals-0* Deputies-47* Canine-3 Spokane Valley of 5—Shared Marine Deputies-2—Shared
Of the 47 deputies, one of those positions is used to staff the front desk Monday through Friday from 8 a.m. to 5 p.m.
Patrol Division
Our patrol division operates under a broad philosophy that embraces a whole-hearted determination to protect and support indi-
vidual 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 respond to
emergencies 24 hours per day seven days per week. Specifically, this division provides the following services within the limits of available re-
sources:
• 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 (1LP) methods, working in concert with Investigations and Crime Analysis, to implement an operation-
al strategy to reduce crime through the combined use of analysis and criminal intelligence, focusing on active and recidivist offend-
ers. The goal with !LP 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 suspects
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;
PAGE 101 2/12/2015
_
po ane Valley Police Department—Patrol Division, continued
• Build relationships between patrol, SCOPE members, and neighborhood citizens in an effort to provide a safe living environment
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.
mpact of Staffing:
'atrol deputies are the primary responders with respect to calls for service, and are the backbone of the agency. It is imperative that re-
ponse times be as short as possible, as increased response times only cause more risk to both the public as well as officer safety. Staff-
ig levels have a severe impact on response times and the ability to answer lower priority calls. The number of patrol officers has re-
-iained constant since incorporation. In the study, a number of workload indicators were reviewed to determine if the workload per officer has
'creased and what the impact of the change has been. Population growth has been slowly but steadily increasing. Citizen-initiated calls for
ervice have been increasing at a more rapid pace and have experienced a significant jump recently.
fest practice for law enforcement identifies patrol officers spending one-third of their time on proactive policing, initiating service incidents,
iteracting with the public, and providing deterrent patrolling. Spokane Valley Police have always had a higher standard as nearly half of their
ails were officer-initiated in the first couple of years of the City's existence. As Spokane Valley officers have faced a higher call load, their
ability to be proactive has steadily decreased. Additionally, because of the increased call load, the number of lower priority calls without an
)fficer response have increased.
-he City of Spokane Valley is split into six patrol districts. There are four patrol platoons comprised of eleven officers each, two day platoons
Ind two night platoons, each working twelve hour shifts. Each night shift platoon works when the other platoon is off and the same is true of
lay platoons. The officers in each platoon have staggered start times so that approximately half start an hour and a half later than the others.
-his insures that there is not a transition gap when the day shift is over and the night shift begins.
\dditionally, specialty units such as SWAT and EDU (Bomb Squad) are made up of officers assigned to patrol as well as detectives assigned
o the Investigative Unit. Many hours are invested in the training of these individuals in specialty fields.
PAGE 102 2/1212015
Spokane Valley Police Department—Patrol Division, continued
While Spokane Valley had a sufficient number of patrol officers upon incorporation that number has not changed and has not kept pace with
the growth of the City and the increasing number of calls for service. On March 18, 2014, Spokane Valley City Council voted unanimously to
fund the addition of 2 new deputies and reorganize to add an additional deputy to the Patrol Unit to address the increase in population and
calls for service.
Due to Sheriff's Office attrition (24 deputies in 2014) and the length of time required to identify and train qualified law enforcement personnel
(approximately 1 year) the implementation of Power Shift has been delayed. As of 01/21/15, there are six vacant positions and 17 trainees in
various stages of training. The anticipated availability dates of these personnel necessitate a phased implementation of Power Shift in 2015.
The sergeant and four of the seven positions will be staffed on March 1, 2015. Full implementation of all eight Power Shift personnel is ex-
pected by September 1, 2015.
The transfer of patrol corporal positions to SViU (Spokane Valley Investigative Unit) has increased the number of investigators from six to
nine. Unfortunately, the ongoing staffing shortage has prevented full implementation of the plan. It is anticipated that full staffing of 11 in
SVIU will occur late in 2015.
PAGE 103 2/12/2015
pokane Valley Police Department-Community Services
=unction:
-he Spokane Valley Crime Prevention program is a proactive effort to educate the public and provide material and training that will reduce op-
)ortunities 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
)ther Education Programs:
• Child-Stranger Danger and Safety f 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
• DU! aggressive driving
• SARA problem solving
mpact of Staffing:
This is one of the most important pro-active, crime-fighting assets provided to the community by the Spokane Valley Police Department. The
)erformance 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.
PAGE 104 2/12/2015
• pokane Valley Police Department-Traffic Division
Function
• 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 Staffini 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 investigator 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 re-
straint violations. 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 began in 2012. The primary goal was 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 pro-
gram not only educates, it builds trust, changes perceptions and provides an invaluable service to the community.
PAGE 105 2/12/2015
•.
pokane Valley Police Department—School Resource Deputies
School Resource Deputies (SRD'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.
SRD'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 SRD is at the school, there is no waiting on a
response from an officer, and the issue can be dealt with immediately.
SRD Staffing Level: 4 Deputies
Impact of Staffing:
Early intervention benefits younger students who engage in activity that doesn't amount to criminal activity. The SRD'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.
SRD'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 SRD'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 SRD'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 SRD's to deter such incidents as the "Columbine shooting" is a critical function for the safety of
our children, citizens, and officers.
PAGE 106 2/12/2015
pokane Valley Police Department—Training
Impact of Staffing -- TRAINING PROVIDED BY SPOKANE COUNTY SHERIFF'S DEPARTMEN-1
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 2013 2014
Total Students Trained 118 1074 2516 2521 3096 3220 3163 3365 3190
Total Hotel Rooms BcokecJ 84 1254 3252 2911 4084 3217 3065 2823 2872
*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 109 classes
held at the Training Center in 2014. 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.
PAGE 107 2/12/2015
• pokane Valley Police Department-Investigative Division
The investigative Division serving the City of Spokane Valley consists of the dedicated Spokane Valley Investigative Unit that has
traditionally been responsible for investigating Spokane Valley property crimes. Organizational changes approved by Spokane Valley
City Council last year have added additional investigative personnel and the responsibility for investigating Spokane Valley drug
crimes.
The Investigative Division also includes other units that are shared with the Spokane County Sheriffs Office. The primary func-
tion of the Investigative Division is to provide investigative services and support that cannot be wholly accomplished by the Patrol
Division.
The Investigative Division is comprised of the following Units:
Major Crimes Unit - SHARED
• Responsible for investigating crimes against persons to include homicides, robberies, felony assaults, and officer- in-
volved fatal or near-fatal incidents.
This unit is comprised of:
1 Captain
1 Lieutenant
1 Sergeant
6 Detectives
1 Domestic Violence Detective (Dedicated Spokane Valley)
PAGE 108 2/12/2015
pokane Valley Police Department-Investigative Division continued. ..
Sexual Assault/Sex Offender Registration Unit - SI-HARED
. 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
1 Deputy
• Three detectives are primarily responsible for investigations, 2 detectives are primarily responsible for registering of sex
offenders, and 1 detective and the deputy are primarily responsible for address verification of those registered. The cost and
services of the sergeant and 5 detectives are shared between the City of Spokane Valley and the Spokane County Sheriffs
Office. The sex offender address verification duties of the sixth detective are also shared between Spokane County and Spo-
kane Valley; however, the position is fully grant funded.
• Partnerships supported in this unit are the Child Sexual Predator Task Force and the Internet Crimes Against Children
Task Force.
PAGE 109 2/12/2015
pokane Valley Police Department-investigative Division continued. ..
Spokane Valley Investigative Unit (SVIU) - DEDICATED
• Responsible for property and drug investigations. SVIU in collaboration with the Patrol Division and the Crime Analysis Team
has been operating effectively under the Intelligence Led Policing (ILP) philosophy. As the name implies, the ILP concept involves
focusing investigative and enforcement efforts on targets that are identified through statistical analysis and intelligence gathering so
that subsequent enforcement efforts are more fruitful with regard to a reduction in crime. This allows us to use our investigative re-
sources more effectively and efficiently.
• From 2010 forward, SVIU has successfully implemented the Intelligence Led Policing principles recognizing a substantial 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, traffick-
ing 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 communicating with the community to identify the owners of recovered stolen property. As of the fall of 2014, SVIU also enjoys
the assistance of two SCOPE volunteers who have assumed many tasks that save our detectives countless hours, enabling them
to work more cases and solve more crimes.
• Partnered with ATFE, Dept. Of Corrections, Secret Service, U.S. Postal Inspection Service, Social Security Administration, and
U.S. Marshal Service working joint cases. Participate in two State grant funded task forces: Washington Auto Theft Prevention Au-
thority (WATPA) and the Financial Fraud Identity Theft (FFIT) task forces.
SO/SVPD Personnel Funded:
1 Lieutenant (Shared, this Lt. also oversees other shared units.)
1 Sergeant
10 Detectives
1 Deputy
PAGE 110 2/12/2015
p• pokane Valley Police Department-Investigative Division continued...
Criminal Intelligence Unit (CIU) and Joint Terrorism Task Force (JTIF) ., SHARED
« One detective is assigned to the Criminal Intelligence Unit, which is a joint effort with the Spokane Police Department and primar-
ily responsible for matters relating to Domestic Terrorism. One detective is also assigned to the JTTF, which is a collection of
Federal, State and Local officers primarily responsible for matters relating to Domestic and International Terrorism. The funding
for these detectives is shared between Spokane County Sheriffs Office and the City of Spokane Valley.
SOISVPD Personnel Funded:
2 Detectives
Spokane Regional Safe Streets Task F=orce - SHARED
• Formerly the Spokane Violent Crime/Gang Enforcement Team (SVGET) and Spokane Regional Drug Task Force (DTF)
• At the beginning of 2015, these two units formally merged into one unit. The new unit will continue their now-joint missions in re-
gards to middle and upper-level narcotics investigations, gang-related criminal investigations, intelligence collection and dissemi-
nation, investigative support and prevention/intervention efforts.
• Partner with FBI, SPD. WSP, DOC, and ATE working joint investigations. Those sworn in as Federal Task Force Officers are
provided a vehicle, cell phone, fuel and overtime funded by the FBI.
SOISVPD Personnel Funded:
1 Sergeant
4 Detectives (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)
PAGE 111 2/12/2015
Spokane Valley Police Department-Investigative Division continued. . .
Spokane Crime Analysts Team - ``r 1ARp)
• 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.
SO/SVPD Personnel Funded:
1 Detective (Shan 'i1 f[_P t)elt=t.-[isz
In addition, this unit includes a Civilian Supervisor/Analyst and 2 Civilian Analysts.
• Partnerships supported by this unit intimately are the Financial Fraud/Identity Theft Task Force and the Washington Auto Theft
Prevention Authority.
• The impact of insufficient staffing on this team deprives Patrol and investigative units dependent on that intelligence in identifying
suspects and solving crimes.
PAGE 112 2!1212015
pokane Valley Police Department-Power Shift
Power Shift and Property Crime Enhancement:
Corporals - The City of Spokane Valley currently has 6 corporals in the Patrol Division. These corporals assist the sergeants in a super-
visory capacity and occasionally fill in for sergeants to provide supervisor coverage to the Patrol platoons. The unincorporated county
does not utilize Patrol corporals, instead providing additional sergeants and maximizing the number of Patrol deputies. We recommend
also eliminating Patrol corporals and utilizing these positions to help create a Patrol Power Shift, which will provide a sufficient number of
patrol sergeant supervisors for all platoons, and enhance investigative Unit.
B3(istin -
6 Patrol Corporals
New New New I
3 Patrol Sergeants 1 Patrol Deputy 2 Property Crime
Detectives
PAGE 113 2/12/2015
I. pokane Valley Police Department-Power Shift continued. . .
Power Shift :
A Power Shift, that overlaps the existing day and night platoons, will be created by taking one deputy from each of the four existing
platoons, adding one deputy from the existing corporals, and hiring two new deputies. Members of the Power Shift platoon will work
each day from 3:00 p.m. until 1:00 a.m. during the highest concentration of calls for service. The greatest number of deputies per shift
will be on weekends.
Existing Existing Existing Existing
Platoon Day 1 Platoon Day 2 Platoon Night 1 Platoon Night 2
t, N _--.-'--
1 Deputy I Deputy 1 Deputy 1 Deputy
New
Power Shift
7 Deputies
if
1 Deputy 2 Deputies
New
Existing
Corporals New Hires
1:0
Power Shift Schedule:
r - M T W { TH F SA SU
Assigned 3 3 4 4 4 ;ir
Minimum 2 2 1 3 3 3 5 2
PAGE 114 2112/2015
ib pokane Valley Police Department-Power Shift continued. ..
Current Patrol Staffing Versus
Call Load
i
---* Current Staffing —Mk • Calls for Service
-- — --- -- ---1 I
_
i---_-_----- - . - 1 1
'1115.7 .L.,-r
8 E E _g
ni td ni r6 rid nidci eL il 0
8 8 8 8
(si 41LO 60 6si 4i: ui dd
I
- -
i Power Shift Staffing Versus
Call Load
1 1
i
Power Shift Staffing Calls for Service 1
1 i , _....,__ ________ppor
_____ ____
r
- ___, . -r---.-- 1-- , , -r.-[
rei m rz rt3 . s:i ci. si ci d
H-18888 ,-1 0 c c
{.4 , i: cE 66 pp. ° q
N d- LO co
_ —
PAGE 115 2/12/2015
pokane Valley Police Department-Power Shift continued, . .
Enhanced and Dedicated Property and Drug investigative Unit:
The number of Spokane Valley property crimes has increased from a low in 2007 of 7,338 to a high of 10,328 in 2012 for a total increase of 41%
during that time. The police department has made numerous high profile arrests of property theft rings recently but can only solve cases that they
have the manpower to work. In the most recent year there were nearly 500 cases that were unassigned due to lack of personnel. Shifting two
Patrol corporals to property crime detectives will provide needed personnel while combining property crime and drug investigators. Putting them
under the control of Spokane Valley Command Staff will create a dedicated, enhanced Investigative Unit that will tackle the property and drug
crimes, which are inextricably linked. Having all property crime and drug crime investigators as dedicated Spokane Valley officers will insure that
we have the appropriate number of personnel who are focused on solving current Spokane Valley crimes and preventing future crimes while con-
tinuing to work regionally with other agencies. These officers will be under the direct supervision of the Spokane Valley Investigative sergeant,
overseen by Spokane Valley Command Staff. As property and drug crimes are often comingled, a combined effort to solve and prevent these
crimes is more effective and efficient.
Current Property Crimes and Drug Structure
Dedicated Property Crimes(_City Control) Shared Investigative Task Force(County Control)
1 Sergeant (City pays about 50%)
6 Detectives 1 Sergeant
6 Detectives
Proposed Property Crime and Drug Structure
Corporals Shared ITF
2 Detectives 3 Detectives
Dedicated Property and Drug Crimes(City Control)
1 Sergeant
11 Detectives
PAGE 116 2112/2015
• pokane Valley Police Department-Casts to Implement Plan
Current Methodology Cost lrnpact:
Cost Per Commissioned Officer = $150,000 X 2
• Adjusted for 2014= $154, 866 X 2 = $309,732 (Includes Support Staff, M&O, Overhead, Equipment)
Potential Additional Cost Impacts
Impact from Position Changes - Minimal Impact to Commissioned Officer Rate:
• 2 Corporals to 2 Detectives = No Change
• 3 Corporals to 3 Sergeants = $28,396
• 1 Corporal to 1 Deputy = ($25,389)
Impact from Usage on Radio and Dispatch costs (More officer initiated calls) = $35,000
Academy Costs = $6,090 Additional Recommended One-time Expenses
Precinct Building Improvements = $50,000
Subtotal Additional Cost Impacts = $44,097 f (Cubicles, Work Station Improvement)
t �
Total First Year Costs = $353,829 Opticom Traffic Signal Controllers = $19,384
I #
Recurring Costs = $347,739 t Subtotal One-time Expenses- $69,384 1
f 1
i 1
1 l
1
Total Staffing Costs + One-Time Expenses = $423,213
* Additional Patrol Officers could result in a greater number of cases entering the criminal justice system resulting in increased Spo-
kane Valley usage and increased costs for other Public Safety Contracts
PAGE 117 2/12/2015
ft. pokane Valley Police Department-Goals and Strategies
Goals Strategies
0-1
2015-2020
To provide a professional and trustworthy police department • Maintain professionalism in Spokane Valley Police Department's interac-1
tions with our citizens
• Track data to determine the effectiveness in meeting this goal
G-2 2015-2020
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
0-3 - 2015-2020
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 - 2015-2020
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 progress in meeting this goal
PAGE 118 2/1212015
4 pokane Valley Police Department-workload Indicators
Goal Workload Indicators 2008 2009 2010 2011 2012 1 2013 2014
G-2 Total incidents per deputy per shift 10.27 9.78 9.43 9.00 8,63 8.70 9.18
Total citizen initiated Calls For Service (CFS) 30238 29168 31576 31396 34026 35897 37226
Total citizen initiated CFS with deputy response 21924 20044 21054 20609 22288 23065 23975
Total deputy initiated incidents 29693 30465 26612 23794 22716 20815 22333
Total deputy involved incidents 51617 50509 47666 ' 44403 45004 43880 46308
Average patrol staffing per shift 6.89 7.08 6.93 6.76 7.14 6.91 6.91
Total incidents requiring written documentation - - - 17614 16382 15171 15727
G-3 Total property crimes ' - - - - 7883 8304 8336
Total crimes against persons 2 - - - - 1170 1140 1374
Total incidents resulting in custodial arrest 3 - - - 1782 1833 1970 2213
G-4 Total traffic infractions/citations issued - - - 13359 12462 10950 11279
Traffic infractions/citations from citizen complaints - - - - 184 24 32
Total reported collisions 2440 2104 2183 2014 2203 2141 2210
' Includes: burglary, forgery, theft, vehicle theft, vehicle prowling, malicious mischief.
2 Includes: homicide, assault, kidnap, robbery, rape, child abuse, stalking.
3 This figure includes the number of incidents resolved by custodial arrest; it does not include the total number of charges.
PAGE 119 2/12/2015
Spokane Valley Police Department-workload indicators continued. . .
Goal Workload Indicator r7 2008 2009 2010. 2011 2012: 1 2013:, 1 2014
G-1 Citizen complaints per 1,000 deputy incidents - I - - .244 .706" .518
Outcome of complaint investigations:
% Sustained - - - - 11.1% 11.1% 0.0%
- % Not Sustained - - - - 11.1% 0.0% 0.0%
% Exonerated - - I - - 55.6% 55.6% 0.0%
% Unfounded - - - - 0.0% 33.3% 79.2%
% Investigation Pending - - - - 11.1% 0.0% 12.5%
% Complaint forms not returned - - - - 11.1% 0.0% 8.3%
Use of force per 1,000 deputy incidents - - - - 1.755 3.258 b 3.153
Outcome of use of force incidents:
% Justified - - - - 100% 100% 99.32%
% Excessive - - - - 0.0% 0.0% 0.68%
0-2 Average response time to priority 1 Calls for Service (CFS) b - - - - - 3-6 min 3-6 min
(All priority levels)
Percentage of CFS with deputy response 72.50% 68.72% 66.68% 65.64% 85.50% 64.25% 64.40%
Percentage of incidents that were deputy initiated 57.53% 60.32% 55.83% - 53.59% , 50.48% 47.44% 48.23%
Percentage of citizens who rate L.E. positively r - 66% A64% AA ^
G-3 Percentage of solvable property crimes cases assigned - - 67.29% 66.21% 43.88% 68.46%
Percentage of assigned cases solved - - - 91.60% 87.92% -__95.09% 79.69%
Percentage of assigned cases solved by arrest - - - 84.00% 81.88% 74.42% 74.24%
Total unassigned cases - - - 243 245 495 211
Cases inactivated due to lack of evidence or leads - - - 42 58 65 34
G-4 Collisions per capita - - - 0.022 0.024 0.023 0.024
Percentage of traffic complaints worked - - - - 100% 100% 100%
4 Changing methodology in obtaining complaint data has resulted in what appears to be a large increase in complaints.
5 Changing methodology in acquiring UOF data for 2013 has resulted in what appears to be a large increase in UOF.
6 The current CAD system does not facilitate extracting an accurate number.
"The Citizen Survey was first petforrned in 2009, again in 2011; but, was eliminated in the 2013 and 2014 budgets due to limited funding.
PAGE 120 2/12/2015
pokane Valley Police Department-Performance Measures
Goal Performance 2008 2009 2010 2011 2012 Target"(
0-1 Rate of citizen complaints per the number of officer incidents — — — 0.217 0.194
Outcome of complaint investigations: — 1 — — —
% Sustained 11.1
% Not Sustained 11.1
% Exonerated 55.6
% Unfounded 0
% Investigation Pending 11.1
%Forms Not Returned 11.1
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 a — — -- — -
- r i
G-3 Property Cnmes—Assigned &Worked 429 500 —
Clearance Rate (disposition—e.g.: settled w/arrest, inactivated, — _
cleared for referral to prosecutors office)
% solved 88% 91.6% 87.90%
% inactivated for lack of leads 12% 8.5%
% solved by arrest 75.5% 84%
0-4 Collisions per capita — — — 0.022 0.024
V
Percentage of traffic complaints worked 2 — - --- - 100
L
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.
PAGE 121 2f12/2015
ft, pokane Valley Police Department-2o15 Budget and Staffing Impact Summary
Theoretical Budget Reduction Exercise—Submitted by Chief Rick VanLeuven
Spokane Valley Police DepartmentlSpokane County Sheriffs Office
Impact of Potential Budget Decrease
"The ultimate priority for the Spokane Valley Police Department is Public Safety"
4t 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. 2015. Prior to assessing
:he 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.
4ssessing 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 foss. 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.
PAGE 122 2/12/2015
6 pokane Valley Police Department-2015 Budget and Staffing Impact Summary
oritinued...
mpact 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.
PAGE 123 2)1212015
Spokane Valley Police Department-2015 Budget and Staffing Impact Summary
continued...
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
"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.
PAGE 124 2/1212013
Vol. 8
A DDE DU # B: Foundation of the City of Spokane Valley2015
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.
.A community of opportunity where individuals and families can grow and play and businesses will
flourish and pros er "
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.
PAGE 125 2/12/2015
ity of Spokane Valley Values
Community Identity and Pride. Spokane Valley promotes an environment that supports the home and family, and job and education op-
portu nities.
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.
PAGE 126 211212015
ore 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?. 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.
Secti0n 3. We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take
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.
Sections. 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
manner.
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.
Section7. 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"' decisions.
PAGE 127 2/12/2015
ore Beliefs continued . . .
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 teamwork
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..
PAGE 128 2112/2015
ustomer Service Program
The City of Spokane Valley established a level of commitment to customler service that will help the City achieve all future goals.
Dur goal is to deliver service that is complete, consistent, and equitable to all our customers, and is based on the principles of integrity, re-
ipect, 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
PAGE 129 2/1212015
ustemer Service Definition
Customer Service ;coy Stated got it
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 enjoyabte 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.
PAGE 130 2/12/2015
nformation input
nformation 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.).
in' nal 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 corn- 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
mends 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
tient 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, look- • Business Plan
ing at multi-year and performance and compar- • CenterPlace Marketing Plan
ing to targets as well as making comparisons to • Parks Master Plan
other entities. I • Street Master Plan—Pavement Manage-
ment Program
• Demand Analysis
• Staff Reports
• Audits (future)
• Performance Analysis
PAGE 131 2/12/2015
Information Input continued . . .
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
PAGE 132 2/1212015
ouncil 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 goats 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 2015
The 2015 budget reflects the distribution of resources consistent with the council's determination of core services priorities.
The following goals represent just the very broad areas of concentration important to the well being of the community.
• Pursue a legislative capital budget request for possible financial assistance for the Barker Road Bridge Grade
Separation (overpass/underpass); the Appleway Trail Project; and parkland acquisition.
• Pursue the Bridging the Valley concept at state and federal levels, including long-term funding for grade separa-
tion and corridor consolidation.
▪ Continue and expand, where possible, economic development efforts, including review and evaluation of Spokane
Valley's development regulations and how they compare with other jurisdictions; and including completion of the
City Hall Plan.
▪ Pursue a sustainability plan in connection with the City's Street Preservation program, to include sustained fund-
ing in the City's Street Fund to address concerns beyond the year 2019.
. Evaluate and discuss increasing costs to public safety, including law enforcement. Seek long-term solutions to
keeping costs in check while better serving the community.
• Work toward completion of the Comprehensive Plan review.
PAGE 133 2/12/2015
urmary Citywide Business Plan
The Departmental Business Plans for 2015-2020 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. -V4.:-11,i'7 a; ; Comprehensive Plan
`-- Business Plan
Planning is the strength of government and is vital to ensure J 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 Master Plan
Comprehensive Plan. These plans flow into strategic goals of CernerPiacetegionai Marketing pig
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 f Quarterly Reports Performance Measures
assess the City's performance in achieving strategic goals. Conversations with the Community Customer Satisfaction Survey
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 2015 Business Plan are based on information
collected in 2008 which provide benchmarks for 2015-2020. f'
Other measurements not currently displayed will continue to
be collected to establish the basis for benchmarking in subse- MONITOR MEASURE
quent 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.
PAGE 134 2/12/2015