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2016, 03-08 Regular MeetingAGENDA SPOKANE VALLEY CITY COUNCIL REGULAR MEETING FORMAL FORMAT MEETING Tuesday, March 8, 2016 6:00 p.m. Spokane Valley City Hall Council Chambers 11707 E Sprague Avenue Council Requests Please Silence Your Cell Phones During Council Meeting CALL TO ORDER INVOCATION: Pastor Manuel Denning, Fountain Ministries PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF AGENDA INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS COMMITTEE, BOARD, LIAISON SUMMARY REPORTS MAYOR'S REPORT PROCLAMATION PUBLIC COMMENTS: This is an opportunity for the public to speak on any subject except those on this agenda as action items. (Action items include public hearings, and those items under NEW BUSINESS. Public Comments will be taken on those items at the time those items are discussed.) When you come to the podium, please state your name and city residence for the record and limit remarks to three minutes. 1. CONSENT AGENDA: Consists of items considered routine which are approved as a group. Any member of Council may ask that an item be removed from the Consent Agenda to be considered separately. Proposed Motion: I move to approve the Consent Agenda. a. Approval of claim vouchers on March 8, 2016 Request for Council Action Form Totaling: $503,559.96 b. Approval of Payroll for Pay Period Ending February 29, 2016: $414,147.93 c. Approval of February 23, 2016 Council Meeting Minutes, Special Meeting NEW BUSINESS: 2. Motion Consideration: Bid Award, 32nd Ave. Preservation Project — Steve Worley [public comment] 3. Motion Consideration: FMSIB (Freight, Mobility Strategic Investment Board) Grant — Eric Guth, Steve Worley — [public comment] PUBLIC COMMENTS: This is an opportunity for the public to speak on any subject except those on this agenda as action items. (Action items include public hearings, and those items under NEW BUSINESS. Public Comments will be taken on those items at the time those items are discussed.) When you come to the podium, please state your name and city residence for the record and limit remarks to three minutes. Council Agenda 03-08-16 Formal Format Meeting Page 1 of 2 ADMINISTRATIVE REPORTS: 4. Spokane Regional Law & Justice Commission Update — Cary Driskell 5. Retail Improvement Study — John Hohman, and Community Attributes, Inc. 6. Tourism Enhancement Study — John Hohman, and Community Attributes, Inc. 7. Accomplishments Report — Mark Calhoun 8. Advance Agenda — Mayor Higgins INFORMATION ONLY CITY MANAGER COMMENTS ADJOURNMENT General Meetin,i Schedule (meeting schedule is always subject to change) Regular Council meetings are generally held every Tuesday beginning at 6:00 p.m. The Formal meeting formats are generally held the 2—d and 41 Tuesdays. Formal meeting have time allocated for general public comments as well as comments after each action item. The Study Session formats (the less formal meeting) are generally held the 1st 3"and 51 Tuesdays. Study Session formats DO NOT have time allocated for general public comments; but if action items are included, comments are permitted after those specific action items. NOTICE: Individuals planning to attend the meeting who require special assistance to accommodate physical, hearing, or other impairments, please contact the City Clerk at (509) 921-1000 as soon as possible so that arrangements may be made. Council Agenda 03-08-16 Formal Format Meeting Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Department Director Approval: El Check all that apply: consent ❑ old business ❑ new business ❑ public hearing AGENDA ITEM TITLE: Approval of the Following Vouchers: VOUCHER LIST 02/29/2016 03/01/2016 03/02/2016 VOUCHER NUMBERS 37779-37847;91909696 6529 37848-37853 GRAND TOTAL: TOTAL AMOUNT $498,012.96 $45.00 $5,502.00 $503,559.96 Explanation of Fund Numbers found #001 - General Fund 001.011.000.511. City Council 001.013.000.513. City Manager 001.013.015.515. Legal 001.016.000. Public Safety 001.018.013.513. Deputy City Manager 001.018.014.514. Finance 001.018.016.518. Human Resources 001.032.000. Public Works 001.058.050.558. CED - Administration 001.058.051.558. CED — Economic Development 001.058.055.558. CED — Development Services -Engineering 001.058.056.558. CED — Development Services -Planning 001.058.057.558 CED — Building 001.076.000.576. Parks & Rec—Administration 001.076.300.576. Parks & Rec-Maintenance 001.076.301.571. Parks & Rec-Recreation 001.076.302.576. Parks & Rec- Aquatics 001.076.304.575. Parks & Rec- Senior Center 001.076.305.571. Parks & Rec-CenterPlace 001.090.000.511. General Gov't- Council related 001.090.000.514. General Gov't -Finance related 001.090.000.517. General Gov't -Employee supply 001.090.000.518. General Gov't- Centralized Services 001.090.000.519. General Gov't -Other Services 001.090.000.540. General Gov't -Transportation 001.090.000.550. General Gov't -Natural & Economic 001.090.000.560. General Gov't -Social Services 001.090.000.594. General Gov't -Capital Outlay 001.090.000.595. General Gov't -Pavement Preservation on Voucher Lists Other Funds 101 — Street Fund 103 — Paths & Trails 105 — Hotel/Motel Tax 106 — Solid Waste 120 - CenterPlace Operating Reserve 121— Service Level Stabilization Reserve 122 — Winter Weather Reserve 123 — Civil Facilities Replacement 204 — Debt Service 301 — REET 1 Capital Projects 302 - REET 2 Capital Projects 303 — Street Capital Projects 309 — Parks Capital Grants 310 — Civic Bldg Capital Projects 311 — Pavement Preservation 312 — Capital Reserve 402 — Stormwater Management 403 — Aquifer Protection Area 501 — Equipment Rental & Replacement 502 — Risk Management RECOMMENDED ACTION OR MOTION: Move to approve attached list of claim vouchers. [Approved as part of the Consent Agenda, or may be removed and discussed separately.] STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: Voucher Lists vchlist 02/29/2016 10: 44: 09AM Voucher List Spokane Valley Page: 1 Bank code : apbank Voucher Date Vendor Invoice 37779 2/29/2016 000958 AAA SWEEPING LLC 37780 2/29/2016 000135 APA 37781 2/29/2016 004278 ARCHITECTS WEST INC 37782 2/29/2016 000030 AVISTA 37783 2/29/2016 004231 BELSBY ENGINEERING 37784 2/29/2016 000918 BLUE RIBBON LINEN SUPPLY INC 37785 2/29/2016 000322 CENTURYLINK 55220 096840-1613 8432 Feb 2016 Jan 2016 16113 9722474 9724525 9726593 S0124288 S0124315 S0129786 FEBRUARY 2016 37786 2/29/2016 004132 COBBLESTONE CATERING & EVENTS 476-1 37787 2/29/2016 004437 COMMUNITY ATTRIBUTES INC 37788 2/29/2016 000683 DAVID EVANS & ASSOCIATES 37789 2/29/2016 003255 DAY WIRELESS SYSTEMS 1611 370899 Fund/Dept 402.402.000.531 001.058.051.558 313.000.215.594 101.042.000.542 001.076.300.576 001.058.055.558 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.305.575 001.076.302.576 001.058.051.558 001.090.000.513 101.042.000.542 577419 101.042.000.543 Description/Account Amount STREET SWEEPING SERVICES Total : MEMBERSHIP 2016 M. BASINGER Total : 0215 -CITY HALL DESIGN & CN ADI Total : UTILITIES: PW MASTER AVISTA UTILITIES: PARKS MASTER AVISTA Total : PROFESSIONAL SERVICES Total : LINEN SUPPLY AND SERVICE AT C LINEN SUPPLY AND SERVICE AT C LINEN SERVICE AND SUPPLY AT C LINEN SERVICE AND SUPPLY AT C LINEN SERVICE AND SUPPLY AT C LINEN SUPPLY AND SERVICE AT C Total : 2016 PHONE SVCS: ACCT 509 Z14 - Total : CATERING FOR EVENTS AT CENTE Total : TOURISM ANALYSIS THROUGH 1/3 6,802.89 6,802.89 441.00 441.00 311,816.27 311,816.27 29,151.75 8,238.63 37,390.38 1,980.00 1,980.00 113.47 45.97 45.97 28.35 27.50 97.41 358.67 500.15 500.15 64.68 64.68 2,185.13 Total : 2,185.13 SPV TRAFFIC SERVICES 2016-17 Total : 8,396.29 8,396.29 TOWER RENTAL 208.13 Page: 1 vchlist 02/29/2016 10:44: 09AM Voucher List Spokane Valley Page: 2 Bank code : apbank Voucher Date Vendor Invoice 37789 2/29/2016 003255 003255 DAY WIRELESS SYSTEMS 37790 2/29/2016 002604 DELL FINANCIAL SERVICES LLC 37791 2/29/2016 003682 EPIC LAND SOLUTIONS INC 37792 2/29/2016 003338 EVCO SOUND & ELECTRONICS 37793 2/29/2016 004906 EWU FOUNDATION 37794 2/29/2016 002507 FASTENERS INC 37795 2/29/2016 000106 FEDEX 37796 2/29/2016 003261 FEHR & PEERS 37797 2/29/2016 001447 FREE PRESS PUBLISHING INC 37798 2/29/2016 002992 FREEDOM TRUCK CENTERS 37799 2/29/2016 004905 GORDON, JACK D & DIANE 37800 2/29/2016 000007 GRAINGER (Continued) 78367916 0116-0577 0116-0592 26095 BREAKFAST S4510007.001 5-318-68818 105679 45157 PC001330788:01 PERMIT REFUND 9005598546 9018844887 9018924655 9018924663 9020990256 Fund/Dept 001.090.000.548 303.303.142.595 303.000.201.595 001.090.000.518 001.011.000.511 101.043.000.542 303.303.155.595 001.058.051.558 001.058.056.558 101.000.000.542 001.058.058.345 101.042.000.542 101.042.000.542 001.076.305.575 001.076.305.575 001.076.305.575 Description/Account Amount Total : COMPUTER LEASE 001-8922117-0( Total : 0142 -RIGHT OF WAY SERVICES 0201-ACQUISITION/APPRAISAL SE Total : SERVICE AND LABOR AT CITY HAL Total : CTR FOR ENTREPRENEURSHIP BI Total : SUPPLIES: PW FED EX 2-12-16 Total : Total : MIRABEAU SUBAREA TRAFFIC ST( Total : LEGAL PUBLICATION SUPPLIES: PW REFUND PRE -LU -2016-006 Total : Total : Total : SUPPLIES: PW - CREDIT MEMO SUPPLIES: PW SUPPLIES: PW SUPPLIES: PW SUPPLIES: PW 208.13 1,049.27 1,049.27 822.50 592.50 1,415.00 740.25 740.25 50.00 50.00 27.19 27.19 12.02 12.02 9,700.44 9,700.44 344.00 344.00 60.87 60.87 250.00 250.00 -79.05 14.82 86.36 19.71 90.47 Page: 2 vchlist 02/29/2016 10: 44: 09AM Voucher List Spokane Valley Page: 3 Bank code : apbank Voucher Date Vendor Invoice 37800 2/29/2016 000007 GRAINGER 37801 2/29/2016 002568 GRANICUS INC 37802 2/29/2016 000002 H & H BUSINESS SYSTEMS INC. 37803 2/29/2016 001728 HP FINANCIAL SERVICES CO 37804 2/29/2016 001635 ISS FACILITY EVENT SERVICES 37805 2/29/2016 001987 JENKINS, ART 37806 2/29/2016 002466 KENWORTH SALES COMPANY 37807 2/29/2016 001944 LANCER LTD 37808 2/29/2016 000252 LOWE'S BUSINESS ACCOUNT 37809 2/29/2016 001684 MARKETING SOLUTIONS NW 37810 2/29/2016 002919 MURL'S DRIVELINE SERVICE 37811 2/29/2016 000662 NAT'L BARRICADE & SIGN CO (Continued) 9021129060 73788 103753 600483094 990143 997736 997737 EXPENSES SPOIN1715699 0457172 0457806 Feb 2016 CP M-1-25-16 1714 90253 Fund/Dept 001.076.305.575 001.011.000.511 001.058.050.558 001.090.000.548 001.076.305.575 001.076.305.575 001.076.305.575 402.402.000.531 101.000.000.542 001.058.057.558 001.090.000.519 001.016.000.521 001.076.305.575 101.000.000.542 303.303.167.595 Description/Account Amount SUPPLIES: PW - CREDIT MEMO Total : MAINTENANCE FOR MARCH 2016 Total : COPY MACHINE SUPPLIES SCHEDULE 572DD016 Total : Total : EVENT SERVICES AT CENTERPLA( EVENT SERVICES AT CENTERPLA( EVENT SERVICES AT CENTERPLAI Total : EXPENSE REIMBURSEMENT Total : SUPPLIES: PW BUSINESS CARDS ENVELOPES Total : Total : OPERATING SUPPLIES FOR PREC Total : MEDIAAND PURCHASES EXPENSE -86.36 45.95 777.16 777.16 73.81 73.81 745.84 745.84 42.14 36.88 15.80 94.82 441.84 441.84 73.55 73.55 54.07 267.68 321.75 52.64 52.64 2,304.00 Total : 2,304.00 DRIVELINE: SNOWPLOW 204 Total : SUPPLIES: PW 995.27 995.27 10,515.58 Page: 3 vchlist 02/29/2016 10:44:09AM Voucher List Spokane Valley Page: 4 Bank code : apbank Voucher Date Vendor Invoice 37811 2/28/2018 000662 NATL BARRICADE & SIGN CO 37812 37813 37814 2/29/2016 001035 NDM TECHNOLOGIES INC (Continued) 90321 90333 Fund/Dept Description/Account Amount 402.402.000.531 SUPPLIES: PW 101.042.000.542 SUPPLIES: PW Total: 24322 001.080.000.518 BARRACUDA MESSAGE ARCHIVEF Total : 2/29/2018 000239 NORTHWEST BUSINESS STAMP INC96352 2/29/2016 000652 OFFICE DEPOT INC. 823857636001 824758227001 37815 2/29/2016 000307 OFFICE OF THE STATE TREASURER JANUARY 2016 37816 2/29/2016 004820 OSI HARDWARE 37817 2/29/2018 000881 OXARC INC 37818 2%29/2016 803853 PARTSMASTER 37819 2/29/2018 081849 PLATEAU ARCHAEOLOGICAL 37820 2/29/2016 001860 PLATT ELECTRICAL SUPPLY 001.018.016.518 NAME BADGE Total: 001.090.000.518 OFFICE SUPPLIES: IT 001.018.014.514 OFFICE SUPPLIES: FINANCE Total : 001.016.000.586 STATE REMITTANCE 41012 001.090.000.518 IT EQUIPMENT 41113 001.090.000.518 IT EQUIPMENT 41141 001.090.000.518 IT EQUIPMENT 9253HSS 20989366 1604 1709678 1710357 1733387 1736112 1749106 101.042.000.542 101.000.000.542 303.303.123.585 001.016.000.521 001.070.305.575 001.010.000.521 001.018.000.521 001.078.305.575 SUPPLIES: PW SUPPLIES: PW Total: Tota : Total: Total: CULTURAL RESOURCE SURVEY Total : SUPPLIES FOR CENTERPLACE SUPPLIES FOR CENTERPLACE SUPPLIES FOR CENTERPLACE SUPPLIES FOR CENTERPLACE SUPPLIES FOR CENTERPLACE 73.16 48.92 10,637.66 2,364.23 2,364.23 16.85 16.85 82.59 102.50 185.09 48,373.63 48,373.63 538.20 219.20 143.12 900.52 97.87 97.87 103.73 103.73 5,565.00 5,565.00 52.65 473.64 81.38 123.31 16.31 Page: 4 vchlist 02/29/2016 10:44: 09AM Voucher List Spokane Valley Page: 5 Bank code : apbank Voucher Date Vendor Invoice 37820 2/29/2016 001860 001860 PLATT ELECTRICAL SUPPLY 37821 2/29/2016 000019 PURFECT LOGOS LLC 43000 37822 2/29/2016 000256 RAINBOW ELECTRIC INC 37823 2/29/2016 003407 RIGHT! SYSTEMS INC 37824 2/29/2016 003014 RON TURLEY ASSOC. 37825 2/29/2016 000031 ROYAL BUSINESS SYSTEMS 37826 2/29/2016 000709 SENSKE LAWN & TREE CARE INC. 37827 2/29/2016 004535 SHRED -IT USA LLC 37828 2/29/2016 002531 SIX ROBBLEES INC 37829 2/29/2016 000090 SPOKANE CO INFO SYSTEMS 37830 2/29/2016 000308 SPOKANE CO PROSECUTING ATTY 37831 2/29/2016 000658 SPOKANE CO SUPERIOR COURT (Continued) 380264 140186 45992 IN39154 7046576 9409246211 5-757500 5-757809 50313926 JANUARY 2016 3550.268 37832 2/29/2016 000324 SPOKANE CO WATER DIST #3 Feb 2016 Feb 2016 Fund/Dept 001.058.056.558 001.090.000.518 101.000.228.594 101.000.000.542 001.058.057.558 001.076.300.576 001.090.000.518 101.000.000.542 101.000.000.542 001.058.050.558 001.016.000.586 001.013.015.515 101.042.000.542 001.076.300.576 Description/Account Amount Total : SIGNS FOR PLANNING COMMISSI( Total : JOURNEYMAN ELECTRICAL SERVI Total : IT EQUIPMENT Total : ANNUAL MAINTENANCE AGREEME Total : FEBRUARY 2016 COPIER COSTS Total : WATER FALL REPAIR/MAINTENAN( Total : DOCUMENT DESTRUCTION SUPPLIES: PW SUPPLIES: PW Total : Total : GIS SERVICES FROM SPOKANE C+ Total : CRIME VICTIMS COMPENSATION F Total : FILE COMPLAINT WATER CHARGES: PW WATER CHARGES: PARKS Total : 747.29 32.61 32.61 829.45 829.45 758.62 758.62 978.30 978.30 1,326.39 1,326.39 2,705.86 2,705.86 156.30 156.30 51.15 97.22 148.37 10,191.75 10,191.75 657.11 657.11 240.00 240.00 54.35 39.36 Page: 5 vchlist 02/29/2016 10:44:09AM Voucher List Spokane Valley Page: 6 Bank code : apbank Voucher Date Vendor Invoice 37832 2/29/2016 000324 000324 SPOKANE CO WATER DIST #3 (Continued) 37833 2/29/2016 002540 SPOKANE HOUSE OF HOSE INC. 37834 2/29/2016 000093 SPOKESMAN -REVIEW, THE 37835 2/29/2016 000311 SPRINT 37836 2/29/2016 000065 STAPLES ADVANTAGE 505712 445278 959698810-099 3291614182 37837 2/29/2016 003532 STERICYCLE COMMUNICATION SOLUT 8010256155 37838 2/29/2016 004005 STONE CREEK LAND DESIGN & DEV 37839 2/29/2016 000419 SUMMIT LAW GROUP 37840 2/29/2016 001969 SUNSHINE DISPOSAL CIP 203 RETAINAGE 77747 987616 37841 2/29/2016 001206 SWANSON'S REFRIGERATION &, RESTA 128289 37842 2/29/2016 000335 TIRE-RAMA 37843 2/29/2016 003458 TRAFFIC SAFETY SUPPLY CO 37844 2/29/2016 003210 WEST CONSULTANTS INC. 8080041273 8080041516 8080041535 108141 Fund/Dept Description/Account Amount 101.000.000.542 SUPPLIES: PW 001.058.051.558 001.058.057.558 001.058.050.558 001.076.305.575 309.223.40.00 001.018.016.518 101.042.000.542 ADVERTISING ACCT 42365 Total : Total : Total : GPS PHONE FEBRUARY 2016 Total : OFFICE SUPPLIES: CD Total : ANSWERING SVC CENTERPLACE Total : BROWNS PARK VOLLEYBALL COU Total : Total : TRANSFER STATION Total : PROFESSIONAL SERVICES 001.076.305.575 WALK-IN FREEZER REPAIR AT CP Total : 001.058.057.558 001.058.055.558 001.058.057.558 101.042.000.542 007296 001.058.055.558 SERVICE 40208D SERVICE 53667D SERVICE: 58405D TRAFFIC SIGNAGE Total : Total : 93.71 28.97 28.97 713.52 713.52 70.50 70.50 52.25 52.25 54.44 54.44 10,599.11 10,599.11 171.50 171.50 394.94 394.94 42.39 42.39 41.58 294.47 52.12 388.17 630.02 630.02 PROFESSIONAL SERVICES 1,151.01 Page: 6 vchlist 02/29/2016 10:44: 09AM Voucher List Spokane Valley Page: 7 Bank code : apbank Voucher Date Vendor Invoice 37844 2/29/2016 003210 003210 WEST CONSULTANTS INC. (Continued) 37845 2/29/2016 002363 WESTERN STATES EQUIPMENT CO PC060831608 PC060831695 PC060831857 PC060831925 PC060832029 PC060832030 PC060832186 37846 2/29/2016 000980 WESTERN SYSTEMS INC 37847 2/29/2016 001792 WHITEHEAD, JOHN 91909696 2/1/2016 000682 EFTPS 70 Vouchers for bank code : apbank 70 Vouchers in this report 0000010508 0000029290 EXPENSES 941-X Fund/Dept 101.042.000.542 101.042.000.542 101.042.000.542 101.042.000.542 101.042.000.542 101.042.000.542 101.042.000.542 303.303.167.595 303.303.167.595 001.090.000.517 001.058.050.558 Description/Account Amount MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE MAINTENANCE Total : ON CATERPILLAR ON CATERPILLAR ON CATERPILLAR ON CATERPILLAR ON CATERPILLAR FOR CATERPILLAR FOR CATERPILLAR Total : CM RE INV 29290 0167 -ADDITIONAL PED HEAD HOU Total : EXPENSE REIMBURSEMENT Total : FEDERAL TAXES: PAYMENT 1,151.01 129.68 1,259.31 54.61 78.62 175.27 21.33 8.61 1,727.43 -396.16 4,455.30 4,059.14 1,016.24 1,016.24 83.73 Total : 83.73 Bank total : 498,012.96 Total vouchers : 498,012.96 Page: 7 vchlist 03/01/2016 2:07:51 PM Voucher List Spokane Valley Page: Bank code : pk-ref Voucher Date Vendor Invoice Fund/Dept Description/Account Amount 6529 3/1/2016 004911 HALE, SHANNA PARKS REFUND 001.237.10.99 FATHER DAUGHTER DANCE REFU 45.00 Total : 45.00 1 Vouchers for bank code : pk-ref 1 Vouchers in this report I, the undersigned, do certify under penalty of perjury, that the materials have been furnished, the services rendered, or the labor performed as described herein and that the claim is just, due and an unpaid obligation against the City of Spokane Valley, and that 1 am authorized to authenticate and certify said claim. Finance Director Date Council member reviewed: Mayor Date Council Member Date Bank total : 45.00 Total vouchers : 45.00 Page: vchlist 03/02/2016 3:36:56PM Voucher List Spokane Valley Page: Bank code : apbank Voucher Date Vendor Invoice Fund/Dept Description/Account Amount 37848 3/2/2016 001606 BANNER BANK 8573 Feb 2016 001.032.000.543 WA DEPT OF ENTERPRISE SERVIC 435.60 8573 Feb 2016 402.402.000.531 EVENTBRITE 43.19 8573 Feb 2016 402.402.000.531 EVENTBRITE 43.19 8573 Feb 2016 402.402.000.531 EVENTBRITE 43.19 8573 Feb 2016 402.402.000.531 EVENTBRITE 27.37 8573 Feb 2016 402.402.000.531 EVENTBRITE 27.37 8573 Feb 2016 001.018.014.514 GFOA 522.00 8573 Feb 2016 001.018.014.514 GFOA 522.00 8573 Feb 2016 101.043.000.542 LOWE'S 4.57 8573 Feb 2016 001.013.015.515 AMAZON 32.61 8573 Feb 2016 107.000.000.594 B&H PHOTO 79.90 Total : 1,780.99 37849 3/2/2016 001606 BANNER BANK 8557 Feb 2016 001.011.000.511 PURFECT LOGOS 48.92 8557 Feb 2016 001.011.000.511 EXPEDIA 247.80 8557 Feb 2016 001.011.000.511 AWC 150.00 8557 Feb 2016 001.011.000.511 ALASKA AIRLINES 158.10 8557 Feb 2016 001.011.000.511 GREATER SPOKANE INC 30.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE INC 20.00 8557 Feb 2016 001.011.000.511 ALASKA AIRLINES 25.00 8557 Feb 2016 001.011.000.511 RED LION HOTEL 381.45 8557 Feb 2016 001.011.000.511 RED LION HOTEL 254.30 8557 Feb 2016 001.011.000.511 SPOKANE RIVER FORUM 95.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE VALLEY CHAP 35.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE VALLEY CHAP 35.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE VALLEY CHAP 35.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE VALLEY CHAP 35.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE VALLEY CHAP 35.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE VALLEY CHAP 35.00 8557 Feb 2016 001.011.000.511 GREATER SPOKANE VALLEY CHAP 35.00 8557 Feb 2016 001.011.000.511 MICHAELS STORES 130.44 8557 Feb 2016 001.011.000.511 GONZAGA UNIVERSITY 38.04 Total : 1,824.05 37850 3/2/2016 001606 BANNER BANK 5214 Feb 2016 001.018.016.518 ALASKA AIRLINES 279.20 Page: _a vchlist 03/02/2016 3:36:56PM O Voucher List Page: ^~-2-' Spokane Valley Bank code: apbank Voucher Date Vendor Invoice Fund/Dept Description/Account Amount 37850 3/2/2016 001608 001806 BANNER BANK (Continued) Total: 279.20 37851 3/2/2016 001608 BANNER BANK 8599 Feb 2016 001.076.000.576 SHUTTERFLY 63.80 859OFeb 2018 001.076.305.575 HOBART 116.74 8599 Feb 2016 001.078.305.575 KC AUTO PAINT 16.94 8599 Feb 2016 001.076.305.575 GTS INTERIOR SUPPLY 89.33 8599 Feb 2016 001.076.305.575 ACE HARDWARE 40.81 8599 Feb 2016 001.076305.575 HOME DEPOT 42.99 8599 Feb 2016 001.076301.571 SHUTTERSTOCK 199.99 8599 Feb 2016 001.076.305.575 MY PROJECTOR LAMPS.COM 241.99 8599 Feb 2016 001.076.305.575 HILTON 122.93 8599 Feb 2016 001.080.000.518 BANNER BANK 20.00 Total : 955.32 37852 3/2/2018 001608 BANNER BANK 8565 Feb 2016 001.018.014.514 FRED PRYORS SEMINARS 199.00 Total : 199.00 37853 3/2/2016 001606 BANNER BANK 8581 Feb 2016 001.058.056.524 ORE|LLYAUTO 10.86 8581 Feb 2016 313.000215.594 MODERN ELECTRIC 150.00 8581 Feb 2016 001.058.051.558 GREATER SPOKANE INC 20.00 8581 Feb 2016 001.058855.558 ASFPM 140.00 8581 Feb 2016 001.058.050.558 SAFEVV/0' 43.60 8581 Feb 2016 001.058.050.558 AMAZON 98.98 Total : 463.44 6 Vouchers for bank code : apbank Bank total : 5,502.00 6 Vouchers in this report Total vouoharu: 5,50200 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Department Director Approval : Item: Check all that apply: ® consent ❑ old business ['new business ['public hearing ['information ❑admin. report ❑ pending legislation AGENDA ITEM TITLE: Payroll for Pay Period Ending February 29, 2016 GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN; BACKGROUND: Budget/Financial impacts: Employees Council Total Gross: $ 277,230.39 $ 6,225.00 $ 283,455.39 Benefits: $ 119,192.34 $ 11,500.20 $ 130,692.54 Total payroll $ 396,422.73 $ 17,725.20 $ 414,147.93 RECOMMENDED ACTION OR MOTION: Move to Approve above payroll. [Approved as part of the Consent Agenda, or may be removed and discussed separately.] STAFF CONTACT: Raba Nimri DRAFT MINUTES City of Spokane Valley City Council Special Meeting Tuesday, February 23, 2016 Attendance: Councilmembers: Rod Higgins, Mayor Arne Woodard, Deputy Mayor Dean Grafos, Councilmember Chuck Hafner, Councilmember Ed Pace, Councilmember Sam Wood, Councilmember Bill Gothmann, Councilmember Pro Tem Staff: Mark Calhoun, Deputy City Manager Cary Driskell, City Attorney Erik Lamb, Deputy City Attorney Mike Stone, Parks & Recreation Director John Hohman, Comm & Eco Dev. Director Morgan Koudelka, Sr Administrative Analyst Eric Guth, Public Works Director Rick VanLeuven, Police Chief John Whitehead, Human Resources Manager Patty Bischoff, Administrative Assistant Carolbelle Branch, Public Information Officer Jennifer Papich, Recreation Coordinator Carol Carter, Cust. Relations Coordinator Steve Worley, Cap. Improvement Program Mgr Roxanne Crofton, Receptionist Christine Thompson, Office Assistant Bill Miller, IT Specialist Deanna Horton, Administrative Assistant Dan Domrese, Accountant/Budget Analyst Cari Henshaw, Office Assistant Mary Swank, Office Assistant Christine Bainbridge, City Clerk Mayor Higgins called the meeting to order at 5:00 p.m. ROLL CALL: City Clerk Bainbridge called the roll; all Councilmembers were present. It was moved by Deputy Mayor Woodard, seconded and unanimously agreed to approve the amended agenda. EXECUTIVE SESSION: It was moved by Deputy Mayor Woodard, seconded and unanimously agreed to adjourn into executive session for approximately forty-five minutes to review the performance of a public employee, and that action will be taken upon return to open session. Council adjourned into executive session at 5:02 p.m. At approximately 5:43 p.m. Mayor Higgins declared Council out of executive session. It was moved by Deputy Mayor Woodard and seconded by Councilmember Pace, to (1) request that the City Manager resign in the best interests of the City; (2) that this request be considered a request for resignation pursuant to the Employment Agreement between Mr. Jackson and the City, section 10, subsection 3; (3) that Mr. Jackson receive all benefits he would be due under Section 11 of the Employment agreement, and (4) that he immediately be placed on suspended status with full pay and benefits until such time as the specific terms of his separation from the City can be finalized, but not to exceed 4:00 p.m. on March 30, 2016. Special Council Minutes: 02-23-2016 Page 1 of 9 DRAFT After Mayor Higgins explained the rules for conduct for the meeting and for public comment. Mayor Higgins invited Council comments. Deputy Mayor Woodard said that actually it would be Council questions. Councilmember Grafos said he didn't have any questions, but would like to make some comments and have public discussion first. Mayor Higgins agreed, and said let's start over: questions from Council. Hearing none, he invited public comment. 1. Tom Towey, Spokane Valley: said he is not here to change anybody's mind as they've all made up their minds by now; said he wanted to honor Mike for his service to our community; said he had the privilege of working with Mike for four years, and that it is no accident we have one of the best and qualified Department Managers and staff in all of Washington State; said it is no accident that we enjoy the envy of most of the 281 cities in Washington due to Mike working with past Councils to achieve the highest standards of doing city business. That it is no accident that through Mike's six-year business plan, past Councils have been able to make informed decisions on city policies and budgets; that it is no accident that this City enjoys financial stability that he brought about by past Council and the leadership of Mike Jackson; all during the recession, Mike's leadership and steadfast common sense approach to tough issues not only earned him the respect of those he worked with, but also of the respect of his colleagues throughout Washington. Said he has no worries about Mike's future, and wish him the very best, but said he does have a concern about the Spokane Valley losing one of the best city managers we could ever hope for. Said he realizes this action tonight is the result of this Council's quest for power and control, for if you cannot have power you cannot have power without control; power in the hands of politicians is disastrous, and it has no place on this City's dais. 2. Linda Thompson, Spokane Valley, and works for the Greater Spokane Substance Abuse Council also in the valley; said she is here to ask that Council changes their mind if they have already made their minds up, otherwise why is there an importance to have public comment; said she thinks it is important to have a public voice here and to speak up for the leadership we want to have; said Council as the community leaders have been elected by the people, that we trust in you to make good choices and decisions for our government and for our City; said Mike Jackson has been an incredible leader for our City; said she has worked with so many of the staff from Steve to Mike to Chris, everybody, and that is led by Mike Jackson setting the tone of professionalism; that as Council knows, she is in prevention because her three- year old son was killed by a seventeen -time drunk driver; the only way she can continue to do this work, which has been almost thirty years, is to surround herself with people of compassion and people who appreciate the human beings they work with and think of the best ways to keep everyone moving toward a positive goal; said she is looking at Mike Jackson knowing that she can call him, she can ask questions, and he was always very kind, very willing to find the answers; he referred her to Cary a couple times and they worked on things that had state and national impact; said she knows we are a leader in the legislative issues as far as looking at how we can combine the marijuana issues with medical and recreational; said we took on hard -charging items because we had leadership from the Council and from Mike Jackson to bring those resources to the forefront to be able to fight that; said it is extremely important to have the kind of people who are passionate and who put their own agendas to the side and really listen to the people and what the people want and what is good for the children and youth and adult communities around us; and said she just has to advocate that if you are listening to the people who are here, if you can see the faces of people who believe in Mike's leadership, believe in how our City has been exemplary in every part of the services; you can look at maps, you can see the websites, you can see everything and it is very transparent, and I think that is due to Mike's leadership, and I think that it is a sad thing for our City to not value the human beings who give their best to help us be a strong City. 3. Ben Wick, Spokane Valley and business owner in Spokane Valley: said he had the privilege and honor of being able to work with Mike in the last four years; said he wanted to tell a few stories and antidotes of his experience with Mike. Mr. Wick said he served on a number of freight rail committees at state level, and as a Council set a goal to get more involved at the state level especially in Bridging The Valley; and said that Mike Jackson took that to heart and when Mr. Wick got on the committee, if they ever had an Special Council Minutes: 02-23-2016 Page 2 of 9 DRAFT issue, Mike was there; he got the staff together; said they made trips to Olympia, and to D.C., and if there ever was a rumor or question he had while at those meetings, he was always able to get to Mike immediately; he was available to give information; he was that kind of a person, committed to the goals of Spokane Valley; said the Solid Waste Agreement was another major goal last year; and while the Council wanted to go in a different direction, we were involved in a study which didn't always go our way, but he made sure that Council could get the data wanted and needed to make the best decision; with his leadership we could do that; and after the decision was made to go off in our own direction, Mr. Jackson was able to execute a contract and make the transition so smooth most people didn't even know there is a different transfer station for the City of Spokane Valley; garbage continued to get picked up; we had hardly any complaints; we even had Waste Management going through the Sunshine Facility before we had a contract, to make sure it was going to work out; and those aren't actions from someone who is irresponsible. We gave him a budget challenge last year to have 6% operating expenses go to street preservation. Mr. Wick said he didn't think it was possible. Mr. Jackson was able to come up with a plan and maintain that plan through multiple years. Mr. Wick said Mr. Jackson is very open-minded and communicative; talk about issues together even if we didn't see eye -to -eye, Mike was able to provide input and his rationale, and then respect Council decision; and said he can't ask for any better than that. While in Olympia, he spoke with people from other cities and often times he had some staff tell him how they appreciated and said we have a good city manager here, we respect him and look to him for advice. Mr. Wick said he feels we need to reconsider; we have a great person and the team as well. 4. Eileen Allen Spokane Valley: said she doesn't understand the justification for the removal; that the City is running well; and we have heard people attest of how he works with different aspects of the City; said she understands that Mr. Jackson has recently received an excellent job review; therefore she fails to understand why we should make the expenditure of our precious financial resources to pay off Mr. Jackson's current outstanding contract and search for a new, untrained person to take over that roll. She said Council is bound to serve the people; and is not a tribunal free to re -shape the City government and spend our resources without strong arguments to back up those actions. She said that if there are issues with our City Manager, they should be heard publicly so that they could be confirmed and/or defended. If not, if it ain't broke, don't fix it. 5. Peggy Doering, Spokane Valley: said she came tonight not really understanding what was going on; said she doesn't feel she will leave with a clear explanation of what's happened; and said she is heartsick. Said she just posted on Facebook that Council is in a special session to fire the City Manager; and as a heartsick citizen; she said he is a very ethical and honorable public servant who served over 13 years; said she first met Mike when he was Director of Parks & Recreation, and he worked on the formation of taking all the park plans handed over including the design plans for CenterPlace, and working with the City and the County and others was able to make sense of things; said that he relocated his family here and became a member of our community and his kids are in school here; said you can see the family in all realms of community life. Said she is flustered; said when there were problems, he invited people to come in this room, he furnished lunch, and everyone talked about the problems and what we all could do better as a community; said he has always had an open door policy; that she has worked with many members of staff here and never felt shut out in any discussion; said she doesn't know how to change Council's mind. As City Manager, he balanced the budget and is respected in the community; she asked what is it we are missing, and help us understand what we are looking for as it must be something serious; said she can't believe it is a power play, it has to be something very serious like malfeasance with financial institutions, or corruption; and she asked Council to tell us what is going on and give us some honest answers. Said she has invested a lot of her life in this community to make it a healthy, wonderful place, and that she looks for partners who are ethical and honest to work with. 6. Jennie Willardson, 42 -year Spokane Valley resident; thanked Council for allowing her to speak and said, amazingly the public still has that right; said she is upset yesterday to discover that the City Council was intending to dismiss City Manager Mike Jackson; said she is upset that all of a sudden this was Special Council Minutes: 02-23-2016 Page 3 of 9 DRAFT sprung on us, it's not on the agenda; said she wasn't intending to come tonight except to see the approval of a new city hall; said this was a total surprise. Said she thought we were supposed to be getting transparence and this has been anything but transparent; said this is the first the public has been allowed to comment when apparently this is pretty much a done -deal. When Mike Jackson came to this City as parks manager at the beginning of the City; he has served this community well; he moved into this community and became a member of this community and said she often sees Mike and his wife in the City being part of this community; said he was a great parks director; he came on board, moved up to assistant City manager; said she had many disputes with the previous City manager, she hasn't had anything but praise for Mike Jackson; and said that the past years have been quiet as we've been attending to City business, and only City business with Mike Jackson. Said she is disturbed since there has been a new Council majority that we are having constantly going into things that aren't City business. She said that Mike Jackson has been the best City manager she has seen, and that her uncle was a City manager; and short of her uncle, the best City manager she has seen in any city is Mike Jackson. 7. Diana Wilhite Spokane Valley: said this City is near and dear to her heart as when you form a new city, it's kind of like having a baby and you take very much interest in what goes on; said she got to know Mike Jackson because we hired him for the Parks Department, and from there he became the Deputy City Manager, and when she left the Council, he became the City Manager; said he has done an excellent job from what she can tell; said what she has perceived is, that she heard that sometimes messages are delivered to the present Council that they are not happy with or don't like; and it is her perception that Council is killing the messenger because you don't like the message and you want to do it your way; said there are many things as a city that are required to be by law, and that sometimes she felt constrained about and would have liked to change the law in some manner; but you have to go to the state legislature to do that; said she feels Council has made a very bad judgment call; said she doesn't know what Council's concerns are or what they don't like what he's been telling you, but that he is an honest man and paints the picture and as Council has heard, he listens to you; and if he gives you his opinion and you want to go another way, yes, you are the Council and you can go the policy direction you want, but he tried to give you wise, sage advice about things; he is a knowledgeable man and he wants to see this city survive, and said she doesn't know if Council does. She said they have heard rumors about people who want to get rid of the contract with the Sheriff's Office because they don't like the Sheriff and they aren't looking at the good service that we get and the fine contract we have, they just want to do away with him and said she thinks they are politically motivated, and she said shame on you for this. Said Council talks about transparency but they are not being transparent at all, and she hopes that somebody steps up and says, shame on you, because she is. 8. Deanna Horman, Spokane Valley: in the interest of time, she said thank you to Mr. Jackson for his service, and amen to the past two speakers; and said she also was concerned that Council had started this meeting at 5 instead of 6:00 9. Marcia Sands: Spokane Valley, and former member of the Planning Commission: said this is a horrible travesty and is irresponsible; said she thinks that there is a majority of the City Council that had their minds made up prior to ever coming to discussion with rest of Council and are not listening to public input, and it is most of you who have your eyes down right now. Said she had differences with every City Council and hasn't always liked everything that everyone has done, but that she has always respected everyone who has been on the City Council because she thought they had the best interests of this City at heart. She said she no longer feels that with a lot of the people on the Council now and thinks that Council has some political motivations. She said that as all the social media rumors have it, it appears that Council decided on letting Mr. Jackson go before any discussion amongst the Council; said that is absolutely wrong and is a violation of the Washington State Open Public Meetings Act; said we will be watching everything you do and making sure you follow the rules and if you don't, under the Washington State Open Public Meetings Act, you can be held personally liable. She said that letting Mr. Jackson go is a sad thing because not only has he been a good public employee and done the best that he could for the Special Council Minutes: 02-23-2016 Page 4 of 9 DRAFT City, and it will also cost a lot of money to this City and said she wouldn't be surprised if Mr. Jackson sues us and that is going to cost everybody money and will mean that our roads can't get fixed as well as they have been fixed, and that other contracts that the City has and does can't be fulfilled. She said Council is creating a bad working environment for not only the employees, but also a bad working environment for the entire town and that the actions Council is taking are creating a bad and hostile environment for businesses to do business in town; said she has talked to people and they are all worried about it. 10. Chief Rick VanLeuven: said that he has had opportunity to know and work with Mr. Jackson since 2007; said many of the successes we have in the Police Department are in very close collaboration with Mr. Jackson; said they have been able to institute new programs of power shift and many other aspects of the success of the Spokane Valley Police Department; said when he would come to him with proposals, he would do his due diligence to make sure that he (Chief VanLeuven) had covered all the facts and information to make sure it was the appropriate thing to keep our citizens safe; said Mr. Jackson has continued to do that in a very positive format first and foremost for the safety of citizens of Spokane Valley, which he said is Mr. Jackson's number one concern; said Mr. Jackson has help facilitate probably the best relationship we have had with the City in the current contract; said he has found him to be very trustworthy and very ethical; and that part of the success we have as far as our public safety contracts is directly based on his leadership and collaboration with other community partners like the Sheriff and County Commissioners; and said that he is an astute leader for this City. 11. Gene Strunk, Broadway: said he showed up late and said the thing that he fmds so intriguing here is the automatic presumption that people who are elected by the people, recently, to maintain these positions, right out of the box, can't make a good decision. Said there is a whole group of people behind him that he has sat back there and can't take it; said he listened to them condemn the new people on this Council without knowing anything apparently about how this works. Said for those individuals sitting behind him, the City Council doesn't have the power to fire anyone on the staff with the exception of the City Manager. Recently we have had people in the public works department that have cost this community about $1 million so far and we don't even have a bridge yet across Sullivan; and who's the guy in charge of overseeing that? Mr. Jackson. That's one example. There are many many many examples. So the point is, having been, he heard one woman talking about how the businessmen are all upset, well, he said he also conferred with other business people, and said I'm telling you that businessmen are upset when we have people in the city government working on the staff that don't know what they're doing and Mr. Jackson refuses to deal with it; it's costing way more than what it's going to cost to get rid of him; and as far as all this wonderful gracious talk about what a wonderful guy he is, yeah, he probably is a wonderful guy in their mind; but said he sat here the night when he was getting his salary from Mr. Schimmels, and Mr. Schimmels had difficulty because he was an old man reading the paragraph sitting where the mayor is now, and the immediate family of Mr. Jackson was sitting there giggling about Mr. Schimmels `cause he couldn't read the paragraph; you can go back and check the record `cause the person here had to read it for him; so let's not talk about things we don't know about; he said he was one foot away when he observed that and said he was appalled; and said he doesn't want to hear about that; said everything that is going on here is second-hand and what he just shared is first hand and this man refuses to deal with the staff because it is political, and it's time to get rid of him. Sorry, it's costing us too much money. 12. Mike King, commercial realtor specializes in Spokane Valley; said this City Council has been running as a well-oiled machine, so has city government, and is one of the reasons it is the most fiscally responsible and financially healthy communities in the state of Washington; said he would like to not see Council making radical changes like they are proposing and hopes we don't join the City of Spokane in the crisis they're serving on in their police department; said we have had steady sound leadership, and it would be disappointing for the business community to see a change; he asked Council to stay fiscally responsible, to use your head and maintain a steady course not a radical course. Special Council Minutes: 02-23-2016 Page 5 of 9 DRAFT 13. Deanna Horton, said she works for the City of Spokane Valley and lives in the City of Spokane Valley, and said she believes this is her only opportunity to say to Mr. Jackson, thank you; thank you for her ten years; that she had the opportunity to work for him and didn't take it and went to work for a crazy woman instead; she thanked Mr. Jackson for his leadership, kindness, and for being here for us. 14. Carla Kayly, works for KPS Realty in Spokane Valley; said she had the pleasure of watching the community grow for about the last ten years; said she is excited to be a part of the City of Spokane Valley and excited to see it grow and prosper economically; as a business owner and person who employs employees, said she thinks it is very important for this Council to understand if they don't already, that the number one failure of employee/employer relationship is inadequate training, and the number two failure is poor direction from upper management, or unclear expectations. Said the understanding is that Council wants to make a radical change; said radical changes have the capability of destabilizing even the most well-oiled and structured machines, and they are not typically desired at the higher levels unless there is something egregious that has occurred in the business environment, such as willful or wanton refusal to follow appropriate and well directed upper management direction; and said she is really hoping that the Council has taken a hard look at the structure they have in place, made sure their communication is effective and made sure that their wishes and desires have been very clearly communicated because otherwise it will ultimately result in the failure, and the responsibility of the failure will be on the Council just like the failure on the part of our business; being a business owner when one of my employees fail, I fail, it's a personal failure at that level; said she is hoping that the City is not making the statement that they are having a failure and that they are instead looking at maybe making a correction, a mid -course correction that will help support and stabilize all the hard work that we've seen you do, and keep moving the City forward; she said this is not something that we like to have the rest of the world and our sister cities witness, this is something that should be handling and addressing maybe with better communication and more clear direction on the part of Council. 15. Joy Kati resident of Spokane County and employed in the City; said we have all heard all these amazing things from previous individuals about the financial stability that Mr. Jackson has helped us; no proposed taxes, no increases; the respect and the interaction from the federal delegation for the first time in the City's history; we've also heard about the street maintenance program and the solid waste program; we've heard that he has great common sense and is very respected; he's been great to work with, he's had positive goals, and I don't think we are making good choices; we tell our children to make good choices; make a better choice; this is supposed to be for the people and by the people; try and make a better choice; we are trying to persuade you, trying to share with you valuable information about how this man has done such an amazing job; please hear the people. 16. Rick Scott, lives in the Edgeclift neighborhood of Spokane Valley and member of SCOPE: extended thanks to Mike; said he has known him since Mike was the director of Parks and Recreation; said he has been a very supportive man for the Edgeclift neighborhood; he helped to get the Edgeclift park going as well as programs there; he supported the Department of Justice Weed and Seed grant which resulted in getting over $1 million in four years to help clean up that neighborhood; said that when he became City Manager, he was very supportive of the SCOPE volunteer program, and said he appreciates the man. 17. Sheriff Knezovich: said it is not often that he steps up and talks about an individual, but wanted to take this opportunity because Mike Jackson is one of the finest people he's ever had a chance to work with; he said that being in the realm he is in, very rarely do we run into straight -shooters, and said Mike has always been a straight -shooter with him, and that he always would know where his lines were, and said that he has represented Council very well; said that he and Mr. Jackson have not always agreed but they've always been able to find that common compromise; and said that Mike has done a great job for the City and that he really appreciates the time that he has had to work with him, that he is a great man, and he wishes him all the luck. Special Council Minutes: 02-23-2016 Page 6 of 9 DRAFT There were no further public comments. Mayor Higgins asked for Council comments. Councilmember Hafner: said you knew I would have something, so have some patience with me Mayor because it's an experience that we face very seldom when we look at a city manager whom we'd worked with and all of a sudden find out that he's being dismissed, and I think the rationale needs to be provided to the people of this community and the reasons for that. I simply want to go kind -of back in time. I was at one time the principal of Mead High School, and during this time we had some John Birchers libertarians come into our school district and they made sure that we failed some levies that were so important for our kids. Now as a high school principal, I spent one full year with kids that only had five straight academic classes. They didn't have any kind of sports and didn't have any kind of music, didn't have art, we didn't have any of those extracurricular activities that are so important for our young people to grow. They had the straight five academic classes. Now I contribute the fact to pretty much the far - right organization of the John Birchers, the libertarians, and they were the ones that caused and it was the kids that really got hurt in the long run; and moving forward to the year 2016, our City is beginning to see reflection relating to the same conditions that I saw during the Mead situation, but only the difference is, one is a school district and one is our City. We have four very conservative right-wing people on this Council now, far right, and sometimes extremists. That's how they are described; not by me but that's how the dictionary describes it. Councilmember Wood called for a point of order, was acknowledged by Mayor Higgins, and Councilmember Wood asked that the extinguished Councilmember please refrain from making derogatory comments about the other members. Councilmember Hafner said ok, and that he's already done that so that's taken care of; and the present agenda that reflects a political idealism; an idealism that does not represent the greatest percentage of our community through our own. I'm speaking tonight for the silent majority of our City; it's never heard very often, not even voting or what they want and what they do not want, but the silent majority sometimes needs to stand up and really be counted; we the citizens allowed special interests on this Council to dominate it; our interests should be for the common good for the citizens. They have the power, they have the four votes. They have the muscle, and by dismissing and requesting Mike Jackson to resign is one of those muscle activities. So why is it at this time that members of our Council want to fire, or ask our City Manager to resign? It is a conundrum to me. A puzzle. I don't even know, and now that's a good question for all us sitting here and watching this charade, when one considers what he has accomplished. He has been the face of the City of Spokane valley. He is responsible for providing basic services to over 900 residents; the service area is approximately 39 square miles; his staff maintains over 435 miles of streets service — streets; and of course there's going to be those conditions when sometimes it doesn't get taken care of it; he has provided a balanced approach to growth and development; he has by contract provided and assured a safe place to work and live; public safety; developed with staff a business friendly city; our road preservation is second to none. Just go in Spokane and ride on some of their roads and you'll find out where we are. Our City has money in the bank. Most every city in the state of Washington are envied because of what we have. We have money in the bank and we have reserves so we can take care of an emergency. He also negotiated an agreement between the City of Spokane Valley and the Washington State County and City Employees — our union; it was a very good accord for our City. The current solid waste program was developed under supervision of Mike Jackson and some Councilmembers; they did a very good job; funding for the replacement of Sullivan Bridge was accomplished; it took a lot of time but we got it accomplished; and also finding the need and monetary resources for our new city hall that we've wanted. And most of all, we have a pay as you go philosophy, we don't go in debt. I could go on and on and tell all of you that our City is being run in a very efficient manner. We have provided good basic services to our citizens at a very reasonable cost, and even adding some wants, at some time. So why do we want to change the skipper, the captain or professionally speaking, our City Manager when everything is going so well for us; and why, unless there's a hidden agenda item that we are not made unaware of that is the reason for doing this. A tsunami is just beginning. Our City will not be the envy of the other cities, but will be remembered as a city of no, a city that once was great, and just like the students of Mead High School, our residents will suffer the consequences. Mike Jackson has done an outstanding job for our City Special Council Minutes: 02-23-2016 Page 7 of 9 DRAFT and I for one will not accept his resignation. For your information, there were three of us that were unaware of what was going on until this evening, and so we contemplated and we went through a series of concerns and questions. Very open minded from all of us and we feel very good about that. But there are concerns that I am really concerned about, is that again, surprises from one Tuesday to the next Tuesday to the next Tuesday and not following the process. Again, I will not support this motion; I will not accept Mike's resignation because I think it was done in a manner where it was you either resign or else; and I don't appreciate that; and I work with too many administrators knowing fully well that that's the case in so many instances. That's all I have to say Mayor. Thank you. Councilmember Gothmann- We've first of all heard questions, was there malfeasance or anything like that and I want to assure the audience that there is absolutely none of that. This guy is as clean as the driven snow. Let's get that straight. He has an excellent staff. One of you spoke of cost, I don't know, just my estimate it will cost between $115,000 and $140,000 and that's probably the low end, when he leaves. But I wanted to let you know, somebody asked, was there corruption, was there malfeasance. Absolutely not. This guy is clean, he's honest, and that sort of thing I wanted to take my time. I looked up on the city website, he was appointed City Manager on January 5, 2010; he was sworn in as City Manager on September 21, 2010. I want to thank him for his work on public works, such as Appleway landscaping, Old Mission Access, University overpass study, Argonne Road, Mullan Street preservation, Sullivan/Euclid intersection, Indiana Extension project, Sullivan Road temporary repairs, Sullivan Bridge, Sprague Avenue reconstruction, Evergreen Road reconstruction, Appleway Trail, City Hall, decant facility, maintenance shop location, flashing beacons, LED lights, Gateway signage, snow removal plan, pavement management plan, Bridging the Valley, stormwater, wind and storm response, the plans that he made and also the suggestion that Council provide some relief to charitable organizations for windstorm; street maintenance, street sweeping, and a response to the Tesoro Plant trips. I want to thank him for his work in Community Development, for economic development, marijuana legislation, legal action against sex shops in our city who were operating illegally, noxious weeds, historic preservation, we're going to look over that this evening, gender segregated facilities, he advised us on that; restaurant roadmap, that was last time; permit tracking system. I also want to thank him for his work on Parks, Browns Park, and Browns Volleyball, and by the way, I got these all off the city website, just reading the agendas. Contracts. I came up with thirty different contracts and agreements. A public facilities, I'm not going to read them all, Radio Car club, SRTC Interlocal, Avista Electrical Franchise; I like this one, the Fat Beam Telecomm Franchise, I like that one; collective bargaining, Community Minded TV; Spokane County info systems, the jail and Geiger Maintenance; all these required agreements or contracts that he has negotiated; Animal Control, Senske Park Maintenance. I am so thrilled with what Senske does to our parks, and that started with him way back when he was in charge of parks. Airway Heights Plan Review; agreement with Spokane County Library District, Splashdown, Senske Park Maintenance, Fire Department Interlocal, City Hall lease, Public Safety contract, Intergovernmental Purchasing with Washington State. Washington State gets a bargain on some things and there's an interlocal agreement that allows us to get bargains. AWC Agreement, that has to do with health plans here for the City. I want to thank him for his work on law enforcement, the Alcohol Drug Enforcement, Dangerous Dog regulations, e -cigarettes, these are things that are all covered by Council. False Alarm legislation, immigration practices — the Sheriff made a presentation on that; accreditation. We have accreditation and our police department's accredited. Wow. That's great. Gang enforcement, property crimes. I want to thank him for the many plans that he's created for our city, a County Wide Hazard Mitigation, Shoreline Master Plan, Bike/Pedestrian Master Plan, Park and Recreation Plan, Comprehensive Plan, and a business plan. I also want to thank him for his financial goals, his budget, the budget goals, developing six yearly budgets in that time, property taxes. We have to pass property taxes every year. Admissions tax, he advised us on admissions tax; refinancing the LTGO bonds, those are the bonds that CenterPlace is being built to. I want to thank him for his training in the Open Public Meetings Act and for the Records Act. I want to thank him for all he's done for this city. With this kind of record, there is no way in God's green earth that I'm going to vote in favor of the motion. Special Council Minutes: 02-23-2016 Page 8 of 9 DRAFT Councilmember Grafos: I have a few comments and I would appreciate it if I didn't get gaveled down, because this is very relevant. Mayor Higgins said it depends on the rules Mr. Grafos. Mr. Grafos said in the last seven years, I have been honored to serve on this Council. It has been a Council with differences at times but it has always been a Council with the best interest of our city and our citizens in mind. However, tonight's meeting is now one of a quick series of moves that characterizes this governing body as one that is moving in a terrible direction. The firing of our City Manager, one of the most talented, competent, and professional people I know is a travesty and a dangerous move by our new majority. It is not because of any sham pretext given or taking a new direction, which we hear from different people. It is because he is a major obstacle to the plan for the eventual formation of a City of Spokane Valley Police Department. This will be a department answerable to a nonelected city manager of their choosing and an agenda -driven Council majority. This Council majority is now pursuing an extreme right-wing course, politicizing our city government and catering at some level to militia -leaning elements in our community. The Ed Pace proposal for our own oversight committee is also another step, one that will be rammed through next week with little or no discussion, perhaps one of those new resolutions by the foursome. This action is another step toward eliminating our sheriff's contract under the guise of sharp budget analysis and valley consensus. However, our current oversight committee already has a large number of Valley citizens serving. The elimination or weakening of our contract will expose our community to huge liabilities, will cost our City millions of dollars and will likely double city government. Furthermore, this action tonight, coupled with the formation of a new oversight committee, is a thinly disguised political action to rid our community of the influence of Sheriff Ozzie Knezovich, especially in his fight against dangerous and extreme elements, though very small, that are present in our community. We have just recently witnessed this extremism in Oregon and know of its presence in our own and neighboring states. Lastly, any change in community policing should only come about after months, possibly years of informed community meetings and a saturation of information for our citizens to move from our status as a lower cost, contract city. And it should only come by a vote of the people and not by some political backdoor sham orchestrated by this new Council majority. That's all I have to say on this. There were no further Council comments and Mayor Higgins asked Deputy Mayor Woodard to restate the motion. Deputy Mayor Woodard restated the motion to (1) request that the City Manager resign in the best interests of the City; (2) that this request be considered a request for resignation pursuant to the Employment Agreement between Mr. Jackson and the City, section 10, subsection 3; (3) that Mr. Jackson receive all benefits he would be due under Section 11 of the Employment agreement, and (4) that he immediately be placed in suspended status with full pay and benefits until such time as the specific terms of his separation from the City can be fmalized, but not to exceed 4:00 p.m. on March 30, 2016. Mayor Higgins asked if Council is ready for the question and he called for the vote. Vote by a show of hands found those in favor: Mayor Higgins, Deputy Mayor Woodard, Councilmember Pace, and Councilmember Wood. Opposed: Councilmember Grafos, Councilmember Hafner, and Councilmember Gothmann. Motion carried. Mayor Higgins announced that this special session is concluded at 6:39 p.m., after which it was moved by Deputy Mayor Woodard, seconded and unanimously agreed to adjourn. Mayor Higgins called for a ten-minute break before reconvening at ten minutes to the hour for the regularly scheduled 6:00 p.m. meeting. ATTEST: L.R. Higgins, Mayor Christine Bainbridge, City Clerk Special Council Minutes: 02-23-2016 Page 9 of 9 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Check all that apply: ❑ consent ❑ old business ❑ information ❑ admin. report Department Director Approval: ® new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Motion Consideration: Bid Award 32nd Avenue Preservation Project, Dishman-Mica Rd. to Pines Rd. #0229 GOVERNING LEGISLATION: SVMC 3.35.10 — Contract Authority PREVIOUS COUNCIL ACTION TAKEN: Council adopted the 2016-2021 Six Year Transportation Improvement Plan on June 23, 2015, Resolution #15-005; Informational Request for Council Action on January 26, 2016 and Admin. Report on February 2, 2016 for the Amended 2016 Transportation Improvement Plan, which included this project. Bid Advertisement information on February 23, 2016. BACKGROUND: The 32nd Avenue Preservation project will place a two-inch asphalt overlay on 32nd Avenue between Dishman-Mica Road and Pines Road. The project includes installation of ADA compliant curb ramps and Intelligent Transportation System (ITS) conduit the length of the project. This project is funded with City Street Preservation funds. Public Works staff designed the project. Bids were advertised on February 12th and 19th, followed by the bid opening that was on February 26th. Three bids were received and the low bidder was 13.3% under the engineer's estimate. A copy of the bid tabulation is attached OPTIONS: Award the contract to the lowest responsive and responsible bidder or take other appropriate action. RECOMMENDED ACTION OR MOTION: Move to award the 32nd Avenue Preservation Project contract to Inland Asphalt Company as the lowest responsive and responsible bidder, in the amount of $1,249,249.49, and authorize the Deputy City Manager to finalize and execute the construction contract. BUDGET/FINANCIAL IMPACTS: The total project budget is $1,570,000. Of the total, $435,000 will be paid out of Fund 301 for the ITS work and the remaining $1,135,000 will be funded from the Street Preservation Fund 311. There are sufficient funds in Funds 301 and 311 to cover the cost for this project. STAFF CONTACT: Robert Lochmiller, PE- Senior Engineer Steve M. Worley, PE — Capital Improvement Program Manager Eric Guth, PE — Public Works Director ATTACHMENTS: Bid Tabulation BID TABULATION 32nd Avenue Pavement Preservation Project CIP No. 0229 Spokane Val le) WSDOT# Item# Units Quantity Engineers Estimate Inland Asphalt Company Shamrock Paving T. LaRiviere quipment & Excavation Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Sched A - Street Preservation 0002 100 MOBILIZATION L.S. 1 $76,000.00 $76,000.00 $90,659.79 $90,659.79 $130,000.00 $130,000.00 $75,000.00 $75,000.00 0110 101 REMOVING CEMENT CONC. CURB L.F. 1,620 $15.00 $24,300.00 $7.35 $11,907.00 $6.25 $10,125.00 $11.00 $17,820.00 0100 102 REMOVING CEMENT CONC. SIDEWALK S.Y. 710 $25.00 $17,750.00 $16.00 $11,360.00 $14.00 $9,940.00 $11.00 $7,810.00 103 REMOVING MISCELLANEOUS ASPHALT PAVEMENT S.Y. 12 $25.00 $300.00 $3.15 $37.80 $40.00 $480.00 $100.00 $1,200.00 104 UNCLASSIFIED EXCAVATION INCL. HAUL C.Y. 14 $100.00 $1,400.00 $7.35 $102.90 $85.00 $1,190.00 $100.00 $1,400.00 105 SAWCUT PAVEMENT FOR PAVEMENT REPAIR L.F. 2,630 $3.00 $7,890.00 $1.20 $3,156.00 $1.25 $3,287.50 $0.56 $1,472.80 0332 106 PAVEMENT REPAIR EXCAVATION INCL. HAUL S.Y. 830 $25.00 $20,750.00 $25.10 $20,833.00 $26.00 $21,580.00 $11.00 $9,130.00 107 CRUSHED SURFACING TOP COURSE FOR PAVEMENT REPAIR, 8 IN. DEPTH S.Y. 830 $20.00 $16,600.00 $13.45 $11,163.50 $22.00 $18,260.00 $24.00 $19,920.00 5711 108 PLANING BITUMINOUS PAVEMENT S.Y. 10,600 $3.00 $31,800.00 $2.70 $28,620.00 $3.60 $38,160.00 $2.25 $23,850.00 109 PLANING BITUMINOUS PAVEMENT FOR PAVEMENT REPAIRS S.Y. 1,000 $8.00 $8,000.00 $7.15 $7,150.00 $8.60 $8,600.00 $4.00 $4,000.00 5767 110 HMA CL. 1/2 IN. PG 70-28 TON 3,950 $80.00 $316,000.00 $62.50 $246,875.00 $67.00 $264,650.00 $65.00 $256,750.00 111 HMA FOR PAVEMENT REPAIR CL. 1/2 IN. PG 70-28, 2 IN. DEPTH S.Y. 1,000 $30.00 $30,000.00 $12.75 $12,750.00 $18.40 $18,400.00 $13.00 $13,000.00 112 HMA FOR PAVEMENT REPAIR CL. 1/2 IN. PG 70-28, 6 IN. DEPTH S.Y. 830 $40.00 $33,200.00 $37.90 $31,457.00 $39.00 $32,370.00 $28.00 $23,240.00 5717 113 HMA FOR PRELEVELING CL. 1/2 IN. PG 70-28 TON 480 $85.00 $40,800.00 $68.00 $32,640.00 $88.00 $42,240.00 $80.00 $38,400.00 114 HMA FOR MISCELLANEOUS AREA CL 1/2 IN. PG 70-28 S.Y. 15 $100.00 $1,500.00 $124.00 $1,860.00 $75.00 $1,125.00 $200.00 $3,000.00 115 JOINT ADHESIVE L.F. 770 $2.00 $1,540.00 $5.00 $3,850.00 $2.50 $1,925.00 $5.00 $3,850.00 5830 116 JOB MIX COMPLIANCE PRICE ADJUSTMENT CALC 1 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 5835 117 COMPACTION PRICE ADJUSTMENT CALC 1 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 118 EROSION CONTROL L.S. 1 $500.00 $500.00 $525.00 $525.00 $3,000.00 $3,000.00 $5,500.00 $5,500.00 6471 119 INLET PROTECTION EACH 60 $100.00 $6,000.00 $99.00 $5,940.00 $70.00 $4,200.00 $110.00 $6,600.00 120 IRRIGATION SYSTEM REVISION EST. 1 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 6700 121 CEMENT CONC. TRAFFIC CURB AND GUTTER L.F. 1,200 $25.00 $30,000.00 $19.90 $23,880.00 $22.50 $27,000.00 $23.00 $27,600.00 6707 122 CEMENT CONC. PEDESTRIAN CURB L.F. 650 $20.00 $13,000.00 $16.75 $10,887.50 $15.50 $10,075.00 $18.00 $11,700.00 123 RAISED MEDIAN ISLAND S.Y. 80 $60.00 $4,800.00 $62.75 $5,020.00 $71.00 $5,680.00 $70.00 $5,600.00 6807 124 PLASTIC LINE L.F. 19,200 $2.00 $38,400.00 $1.51 $28,992.00 $1.60 $30,720.00 $2.00 $38,400.00 6828 125 PLASTIC WIDE LANE LINE L.F. 11,100 $3.00 $33,300.00 $4.17 $46,287.00 $4.35 $48,285.00 $7.00 $77,700.00 6859 126 PLASTIC STOP LINE L.F. 380 $6.00 $2,280.00 $13.35 $5,073.00 $14.00 $5,320.00 $15.00 $5,700.00 6857 127 PLASTIC CROSSWALK LINE S.F. 1,800 $8.00 $14,400.00 $10.45 $18,810.00 $11.00 $19,800.00 $9.00 $16,200.00 6867 128 PLASTIC BICYCLE LANE SYMBOL EACH 16 $300.00 $4,800.00 $181.00 $2,896.00 $190.00 $3,040.00 $250.00 $4,000.00 6833 129 PLASTIC TRAFFIC ARROW EACH 30 $150.00 $4,500.00 $113.70 $3,411.00 $120.00 $3,600.00 $230.00 $6,900.00 130 BULLNOSE MARKER EACH 2 $350.00 $700.00 $595.00 $1,190.00 $700.00 $1,400.00 $400.00 $800.00 131 DELINEATOR AND CORE HOLE EACH 2 $100.00 $200.00 $88.00 $176.00 $100.00 $200.00 $100.00 $200.00 132 RAISED PAVEMENT MARKER TYPE 2 EACH 16 $25.00 $400.00 $17.75 $284.00 $20.00 $320.00 $10.00 $160.00 6890 133 PERMANENT SIGNING L.S. 1 $2,000.00 $2,000.00 $1,025.00 $1,025.00 $1,100.00 $1,100.00 $2,000.00 $2,000.00 6971 134 PROJECT TEMPORARY TRAFFIC CONTROL L.S. 1 $50,000.00 $50,000.00 $33,310.00 $33,310.00 $85,000.00 $85,000.00 $35,000.00 $35,000.00 6980 135 FLAGGERS HR. 550 $50.00 $27,500.00 $50.20 $27,610.00 $48.00 $26,400.00 $46.00 $25,300.00 6993 136 PORTABLE CHANGEABLE MESSAGE SIGN HR. 4,000 $3.00 $12,000.00 $1.60 $6,400.00 $1.00 $4,000.00 $4.00 $16,000.00 6974 137 TRAFFIC CONTROL SUPERVISOR L.S. 1 $15,000.00 $15,000.00 $24,600.00 $24,600.00 $30,000.00 $30,000.00 $33,000.00 $33,000.00 138 CONSTRUCTION SURVEYING L.S. 1 $5,000.00 $5,000.00 $14,000.00 $14,000.00 $14,000.00 $14,000.00 $16,000.00 $16,000.00 7736 139 SPCC PLAN L.S. 1 $500.00 $500.00 $500.00 $500.00 $1,000.00 $1,000.00 $1,500.00 $1,500.00 7728 140 MINOR CHANGE CALC. 1 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 141 ADJUST EXISTING WATER VALVE EACH 31 $400.00 $12,400.00 $400.00 $12,400.00 $250.00 $7,750.00 $400.00 $12,400.00 142 ADJUST EXISTING GAS VALVE EACH 3 $400.00 $1,200.00 $400.00 $1,200.00 $275.00 $825.00 $400.00 $1,200.00 143 ADJUST EXISTING CATCH BASIN OR DRYWELL EACH 42 $600.00 $25,200.00 $400.00 $16,800.00 $500.00 $21,000.00 $600.00 $25,200.00 144 ADJUST EXISTING MANHOLE EACH 14 $600.00 $8,400.00 $400.00 $5,600.00 $475.00 $6,650.00 $600.00 $8,400.00 7055 145 CEMENT CONC. SIDEWALK S.Y. 180 $50.00 $9,000.00 $39.75 $7,155.00 $63.00 $11,340.00 $50.00 $9,000.00 7058 146 CEMENT CONC. CURB RAMP TYPE PARALLEL A EACH 31 $1,500.00 $46,500.00 $785.00 $24,335.00 $1,000.00 $31,000.00 $900.00 $27,900.00 7058 147 CEMENT CONC. CURB RAMP TYPE PARALLEL B EACH 4 $1,500.00 $6,000.00 $785.00 $3,140.00 $860.00 $3,440.00 $600.00 $2,400.00 7058 148 CEMENT CONC. CURB RAMP TYPE PERPENDICULAR A EACH 4 $1,500.00 $6,000.00 $785.00 $3,140.00 $1,000.00 $4,000.00 $800.00 $3,200.00 7045 149 MONUMENT CASE AND COVER EACH 3 $500.00 $1,500.00 $420.00 $1,260.00 $500.00 $1,500.00 $350.00 $1,050.00 Total Sched A - Street Preservation $2.00 $1,014,307.00 $1.20 $855,265.49 $1.25 $1,018,974.50 $1.25 $931,449.80 Sched B - ITS/Signal Improvements CHECKLIST ,� X. i. (1(7// bids were opened on �Y, \ « 1 ,j /,/ Ty 26, 2016. I hereby certify to O the best of my ability that this is a true and correct bid tabulation for the y �• � 32nd Avenue Preservation Project, CIP , ,,,- # 0229 i.� a; sco v _�;' `r�'t;. 10 Y 1' ��`1 �/26/// / }�fJ ]'1i, l� Addenda Acknowledged No.1 No. 2 Contractor's Administrative Information Bidder Qualification Statement Bid Deposit Declaration Bid Deposit Surety Form Surety Power of Attorney Representations and Certifications Yes .7 .7 .7 ✓ ✓ ✓ ✓ ✓ Yes .7 .7Februa .7 ✓ ✓ ✓ ✓ ✓ 0110 200 REMOVING CEMENT CONC. CURB L.F. 230 $15.00 $3,450.00 $7.35 $1,690.50 $6.25 $1,437.50 $12.00 $2,760.00 0100 201 REMOVING CEMENT CONC. SIDEWALK S.Y. 150 $25.00 $3,750.00 $15.70 $2,355.00 $14.00 $2,100.00 $15.00 $2,250.00 202 REMOVING MISCELLANEOUS ASPHALT PAVEMENT S.Y. 5 $25.00 $125.00 $4.00 $20.00 $40.00 $200.00 $100.00 $500.00 203 SAWCUT PAVEMENT FOR PAVEMENT REPAIR L.F. 700 $2.00 $1,400.00 $1.20 $840.00 $1.25 $875.00 $1.25 $875.00 0332 204 PAVEMENT REPAIR EXCAVATION INCL. HAUL S.Y. 530 $25.00 $13,250.00 $25.00 $13,250.00 $26.00 $13,780.00 $11.00 $5,830.00 205 CRUSHED SURFACING TOP COURSE FOR PAVEMENT REPAIR, 8 IN. DEPTH S.Y. 530 $20.00 $10,600.00 $14.20 $7,526.00 $22.00 $11,660.00 $24.00 $12,720.00 206 HMA FOR PAVEMENT REPAIR CL. 1/2 IN. PG 70-28, 6IN. DEPTH S.Y. 530 $40.00 $21,200.00 $39.00 $20,670.00 $39.00 $20,670.00 $30.00 $15,900.00 207 HMA FOR MISCELLANEOUS AREA CL 1/2 IN. PG 70-28 S.Y. 5 $100.00 $500.00 $131.00 $655.00 $75.00 $375.00 $500.00 $2,500.00 5830 208 JOB MIX COMPLIANCE PRICE ADJUSTMENT CALC 1 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 5835 209 COMPACTION PRICE ADJUSTMENT CALC 1 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 -$1.00 210 IRRIGATION SYSTEM REVISION EST. 1 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 6700 211 CEMENT CONCRETE TRAFFIC CURB AND GUTTER L.F. 230 $25.00 $5,750.00 $20.00 $4,600.00 $31.00 $7,130.00 $35.00 $8,050.00 6947 212 CONDUIT PIPE 3 IN. DIA. L.F. 5,900 $45.00 $265,500.00 $43.20 $254,880.00 $36.00 $212,400.00 $50.00 $295,000.00 213 PULL BOX EACH 13 $3,000.00 $39,000.00 $2,825.00 $36,725.00 $2,800.00 $36,400.00 $3,200.00 $41,600.00 214 TRAFFIC SIGNAL SYSTEM - UNIVERSITY RD. MODIFICATION L.S. 1 $25,000.00 $25,000.00 $19,812.00 $19,812.00 $19,500.00 $19,500.00 $21,000.00 $21,000.00 215 TRAFFIC SIGNAL SYSTEM - BOWDISH RD. MODIFICATION L.S. 1 $20,000.00 $20,000.00 $14,010.00 $14,010.00 $13,800.00 $13,800.00 $14,000.00 $14,000.00 216 TRAFFIC SIGNAL SYSTEM - PINES RD. MODIFICATION L.S. 1 $2,500.00 $2,500.00 $4,290.00 $4,290.00 $4,223.00 $4,223.00 $6,500.00 $6,500.00 217 CONSTRUCTION SURVEYING L.S. 1 $5,000.00 $5,000.00 $4,700.00 $4,700.00 $4,700.00 $4,700.00 $6,500.00 $6,500.00 7055 218 CEMENT CONC. SIDEWALK S.Y. 150 $50.00 $7,500.00 $39.75 $5,962.50 $46.35 $6,952.50 $55.00 $8,250.00 Total Sched B - ITS/Signal Improvements $426,523.00 $393,984.00 $358,201.00 $446,233.00 TOTAL (All schedules) $1,440,830.00 $1,249,249.49 $1,377,175.501 $1,377,682.80 ENGINEER'S REPORT CHECKLIST ,� X. i. (1(7// bids were opened on �Y, \ « 1 ,j /,/ Ty 26, 2016. I hereby certify to O the best of my ability that this is a true and correct bid tabulation for the y �• � 32nd Avenue Preservation Project, CIP , ,,,- # 0229 i.� a; sco v _�;' `r�'t;. 10 Y 1' ��`1 �/26/// / }�fJ ]'1i, l� Addenda Acknowledged No.1 No. 2 Contractor's Administrative Information Bidder Qualification Statement Bid Deposit Declaration Bid Deposit Surety Form Surety Power of Attorney Representations and Certifications Yes .7 .7 .7 ✓ ✓ ✓ ✓ ✓ Yes .7 .7Februa .7 ✓ ✓ ✓ ✓ ✓ No .7Competitive ✓ ✓ ✓ ✓ ✓ ✓ CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Department Director Approval: Check all that apply: ❑ consent ❑ old business ® new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Motion Consideration: 2016 Freight Mobility Strategic Investment Board (FMSIB) Call for Projects GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: Council Adopted the 2016-2021 Six Year Transportation Improvement Program (TIP) on June 23, 2015, Resolution #15-005. BACKGROUND: The Freight Mobility Strategic Investment Board (FMSIB) issued a Call for Projects on February 3, 2016 for the allocation of state transportation funding for projects that improve the movement of products and goods. Staff was not aware of this Call for Projects until February 24. This grant program will provide funding beginning in 2017 on through 2021, with total funding of $18-$23 million statewide over the 5 -year period. Grant applications are due March 14, 2016. Public Works staff has reviewed the grant criteria to evaluate which projects in the City's Transportation Improvement Program (TIP) might be a good candidate for this funding. The Argonne Rd & 1-90 I/C Bridge Widening project meets the grant criteria. With the completion of the University Overpass Study last year, much of the planning for this project has been completed. FMSIB grant funds are limited to the construction phase only but project costs and percentage participation will be determined based upon the total project cost and the freight benefit. This program requires a 35% minimum match. The planning -level estimated cost of the Argonne Rd &I-90 I/C Bridge Widening is $8 M. The grant request for this project will be dependent on the benefit to freight movement on this corridor. More analysis is needed to determine the actual grant request. Staff will continue to pursue additional grant funds to fully fund this project. This is the same approach as has been used on other projects like the Sullivan Road West Bridge Replacement project. OPTIONS: Apply for FMSIB grant funds for the Argonne Rd & 1-90 IC Bridge Widening project, pursue FMSIB funding for another project, or not apply for any FMSIB funding. RECOMMENDED ACTION OR MOTION: Move to authorize the Deputy City Manager to apply for FMSIB grant funds for the Argonne Rd &I-90 IC Bridge Widening project. BUDGET/FINANCIAL IMPACTS: Project costs are currently being developed in more detail. The maximum grant amount under this program is 65% of the total project cost. However, the amount of grant funds awarded is completely dependent on the benefit to freight traffic, and therefore is typically Tess than 65% of the total project costs. More analysis is needed to determine the actual grant request. Staff will continue to pursue additional grant funds to fully fund this project. This is the same approach as has been used on other projects like the Sullivan Road West Bridge Replacement project. STAFF CONTACT: Steve M. Worley, PE — Capital Improvement Program Manager Eric P. Guth, PE — Public Works Director ATTACHMENTS: Argonne Rd & I-90 I/C Bridge Widening Project Description Argonne Rd & I-90 IC Bridge Widening Spokane Ak1DEN BRIDGE TO 3 -LANES, ARGONNE N'BDOT EXIT NUMBER 287 / 1---7 44 2016 2017 2018 2019 2020 2021 Project Description: Argonne Road north and south of the interchange is three lanes, except over the interstate, where Argonne Road travels over a 2 - lane bridge. This creates a bottleneck and significantly adds delay and congestion in the peak travel hours. The City recently completed the University Overpass Report that recommends adding a third lane and a sidewalk to the bridge. According to the report, adding an additional lane would significantly reduce delay through the 2040 design year. This project will add another 12 foot travel lane, a 6 foot wide shoulder and a 10 foot sidewalk to the Argonne Road bridge over I- 90. Benefits of Project: The project relieves corridor congestion and significantly reduces travel time. By 2040, according to traffic modeling, if no lane were added, the time to drive from Trent to Mission would take about 7 minutes. The same drive by adding another lane to the bridge would be under 2 minutes. The project supports future plans for STA's "Fly -over" Stop at Argonne Interchange when they implement the High Performance Transit Network (HPTN). Widening the bridge and adding a new 10 foot sidewalk and widened shoulder provides improved pedestrian facilities per the City's Comprehensive Plan. Project Cost Estimate: Preliminary Engineering (PE) - $800,000 Construction (CN) - $7,200,000 Total estimated project cost = $8,000,000 L CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Check all that apply: ❑ consent ❑ old business ❑ information ® admin. report Department Director Approval: ❑ new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Administrative report — update on the Spokane Regional Law and Justice Council (SRLJC). GOVERNING LEGISLATION: RCW 72.09.300. PREVIOUS COUNCIL ACTION TAKEN: None. BACKGROUND: In December, 2014, the Spokane County Board of Commissioners appointed City Attorney Cary Driskell to act as the representative of all municipal entities in the County with the exception of Spokane, for the SRLJC. Mr. Driskell has attended all Board meetings except one, and has also participated on the Strategic Planning subcommittee. This presentation is to update the Council and invited guests from the other represented jurisdictions throughout Spokane County on the activities of the SRLJC in the recent past, as well as discuss some future activities. OPTIONS: NA, informational only. RECOMMENDED ACTION OR MOTION: NA, informational only. BUDGET/FINANCIAL IMPACTS: Unknown at this time. STAFF CONTACT: Cary Driskell, City Attorney; Jackie van Wormer, SRLJC Administrator. ATTACHMENTS: PowerPoint presentation materials. UPDATE ON THE SPOKANE REGIONAL LAW & JUSTICE COUNCIL Cary Driskell - City Attorney Dr. Jackie van Wormer - SRLJC Administrator March 8, 2016 City of Spokane Valley - Office of the City Attorney i Historical background RCW 72.09.300 requires that every county in the state shall establish a local law and justice council. Spokane County originally established one in 1991, but it went dormant at some point before the year 2000. In late 2013, a locally -formed Criminal Justice Council (jointly appointed by the BoCC and Spokane Mayor) adopted the Blueprint for Reform, which recommended a number of reforms, including re-establishment of the Spokane Regional County Law and Justice Council (SRLJC). City of Spokane Valley - Office of the City Attorney Historical background - continued On May 6, 2014, the BoCC passed Resolution 14-0392 re-establishing the SRLJC and identifying its initial members. The Board has limited authority to recommend changes to the respective jurisdictions, no independent authority to make expenditures. Spokane and Spokane County contracted with Washington State University Criminal Justice Professor Dr. Jackie van Wormer to act as the Interim SRLJC Administrator, whose contract ends April 3o, 2016. Ms. van Wormer recently agreed to work as the permanent Administrator and will continue forward in that role. City of Spokane Valley - Office of the City Attorney Spokane Valley's participation Spokane Valley initially requested that it have a permanently designated position on the SRLJC, but the BoCC denied that request. Police Chief Van Leuven was appointed as a representative of the various municipal police departments with the County. City Attorney Cary Driskell was appointed as the representative of the various CityLegislative Authorities in Spokane Countywith the exception of Spokane, which would have its own representatives. Mr. Driskell was recommended by the Cityto the other municipalities due to his professional experience and knowledge of the system. The other municipalities approved of the selection of Mr. Driskell. y p pp City of Spokane Valley - Office of the City Attorney Members of the SRLJC O'Quinn Shelly - Chair Justin Bingham- Vice -Chair Steve Bartel Judge Patti Walker Bonnie Bush Mayor David Condon Debra Conner Judge Sam Cozza/Judge Maryann Moreno Chief Rick Dobrow Cary Driskell Judge Jennifer Fassbender Tim Fitzgerald Al French Alex Jackson Sheriff Ozzie Knezovich Tom Krzyminski Inga Laurent Director John McGrath President Ben Stuckart Cheryl Tofsrud Larry Haskell Chief Rick VanLeuven Andre Wicks City of Spokane Valley - Office of the City Attorney Spokane County Commissioner Municipal Prosecutors representative Spokane County Risk Management Spokane County District Court Spokane Juvenile Court City of Spokane Mayor Department of Corrections Spokane County Superior Court City of Spokane Police Dept. City Legislative representative Municipal Courts representative Superior Court Clerk Spokane County Commissioner Providence Health & Services Spokane County Sheriff Spokane County Public Defender Community Member Spokane County Detention Services Spokane City Council Spokane County Pre-trial Services Spokane County Prosecutor Municipal Police representative Community Member 5 Subcommittees The SRLJC also currently has nine subcommittees comprised of the SRLJC Board, other criminal justice system members, and community members. Administrative Committee Evidence based practices Facilities Performance measures Racial equity Risk/needs/responsivity Strategic planning Technology Bail reform City of Spokane Valley - Office of the City Attorney 6 Mission statement The mission of the Spokane Regional Law and Justice Council is to create and sustain a cost-effective regional criminal justice system that builds a healthy and strong community by fostering the best possible outcomes for the community, including reducing recidivism and increasing system collaboration. City of Spokane Valley - Office of the City Attorney Adopted goals in By-laws A. Identify and recommend the funding of evidence -based alternatives to incarceration that increase public safety, reduce costs, reduce recidivism, and create better outcomes for victims and offenders; B. Increase collaboration and efficiency within the regional criminal justice system; C. Include community members, particularly those who are impacted by the system, in the reform efforts through meaningful participation on the SRLJC and its subcommittees; D. Modify the system to be offender -centered, rather than offense -centered; City of Spokane Valley - Office of the City Attorney Adopted goals in By-laws - continued E. Provide system -wide performance measures to ensure feedback on effective practices and those in need of improvement, so that all aspects of the system are meeting outcome goals; F. Evaluate and address racial disproportionality in the criminal justice system and have a commitment in all departments to achieve racial equity; G. Assess and recommend the nature and type of facilities and/or programs appropriate in the criminal justice system; H. Recommend technology updates and efficiencies to improve coordination, reduce physical safety risks, and streamline workflows between agencies and departments. City of Spokane Valley - Office of the City Attorney MacArthur Foundation Grant program In early 2015, very soon after the formation of the SRLJC, the John D. and Catherine T. MacArthur Foundation announced a grant program entitled the Safety and Justice Challenge. The initial grant opportunity was for $15o,000 each for 20 jurisdictions of varying size, with the money to be used to complete a very detailed application for up to $2 million per year for two years, with the potential for a third year. The Spokane region was selected as one of the 20 initial recipients out of nearly 200 jurisdictions. The SRLJC then worked extensively with representatives of the Vera Institute from New York until mid-December, 2015 to craft a grant proposal. City of Spokane Valley - Office of the City Attorney llluluR MacArthur Foundation Grant program For more information on the Safety and Justice Challenge, the website is 1a/ / k/Vk/VVVatir1It`i Vri11kliliti 1lCl11� The Safety and Justice Challenge identifies its mission as follows: The Safety and Justice Challenge is an initiative to reduce over -incarceration by changing the way America thinks about and uses jails. The initiative—an initial five-year, $75 million investment by the John D. and Catherine T. MacArthur Foundation—features a competition to help jurisdictions across the country create fairer, more effective local justice systems. City of Spokane Valley - Office of the City Attorney llluluR MacArthur Foundation Grant program The grant application we submitted seeks $3.2 million for two years. The contents of the grant application are not public at this time, but the proposal reflects the goals and mission of the SRLJC quite closely, including identification of plans for sustainability of the reforms once the grant funds are expended after the end of the Challenge. Doing all the foundational work for the grant application provided an excellent lens for the SRLJC subcommittees to better understand the nature of the work before them. The Safety and Justice Challenge will announce grant recipients in the three classification sizes on March 28. City of Spokane Valley - Office of the City Attorney Other proposals —RNR application Entitled Risk/Needs/Responsivity, this is rooted in the concept that having an "offense -based" criminal justice system for addressing crime and recidivism, rather than one that is "offender -based," fails to address some of the underlying causes of criminality. City of Spokane Valley - Office of the City Attorney RNR explained With an offense -based system, everybody is essentially treated the same way when they violate a particular law. In a system that is offender - based, it utilizes an RNR tool to: (i) identify how much risk the person poses to the community for purposes of pre-trial release; (2) identifies what that particular person's needs are relative to things such as drug treatment, mental health issues, family situations, etc; and (3) identifies how responsive this person may be to various options for incarceration, alternatives to incarceration, treatment (drug and/or mental health), etc., with the goal of trying to determine their risk to re -offend. City of Spokane Valley - Office of the City Attorney RNR - implementation SRLJC recently recommended to the BoCC that the County contract with WSU Criminal Justice Department to craft an RNR tool that is tailored to the Spokane region, taking into account our specific demographics (income, ethnic makeup, crime trends, etc.) as opposed to an off-the-shelf program that is written from nationwide demographics. The anticipated cost for custom -writing the RNR pre-trial tool for our region is anticipated to be approximately $7o,000, with an additional $600 for each license used (unclear currently on how many licenses needed) . Additionally, there would be occasional updating and revisions needed to the program. City of Spokane Valley - Office of the City Attorney Enhanced Pre-trial Services program Closely connected to the RNR discussion, strong evidence nationwide shows that significantly enhancing the quantity and quality of analysis of offenders immediately after arrest has a very positive and measurable impact on how well offenders do in the system, and significantly reduces their chances of re - offending. This includes use of the RNR tool to better understand each offender and what their needs are to successfully make healthy lifestyle changes. Currently, the region has limited pre-trial services. The MacArthur grant proposal identifies we would hire 10 additional pre-trial staff to perform these tasks. This would represent a significant increase in staff costs in the short term, however it is anticipated to reduce other system costs over time, as has happened in other places where this is implemented. City of Spokane Valley - Office of the City Attorney Racial equity toolkit An analysis of our criminal cases and jail use shows that racial minorities are disproportionately represented when compared to regional demographics. There are many potential causes of this, and further work will be done to identify likely causes so we can begin to remedy this problem. The intent of adopting this is to reduce racial disparity and impacts of the system on certain identified populations in the community, and to ensure new programs and reforms don't have unintended racial impacts. City of Spokane Valley - Office of the City Attorney Social workers in the public defender offices Approximately 9o% of individuals charged with crimes are low or very low income. As such, they rely on a broad range of social programs for themselves and their families. These can include assistance for housing, food, medicine, drug treatment, mental health treatment, education, and more. Getting arrested can jeopardize one's ability to participate in many of these assistance programs, resulting in serious impacts on that person and their families. Social workers embedded within the three public defender offices (two County, one City of Spokane) will be able to quickly identify such individuals needing help to maintain participation in such programs, instead of having eo le drop in and out of programs, which dramatically impacts their ability to succeed, for example in treatment. It is anticipated that three or four social workers would need to be hired. City of Spokane Valley - Office of the City Attorney Prosecutorial diversion The Spokane County Prosecutor is currently limited to a "pay for service" diversionary model for first time felons. Under the MacArthur project, we would expand diversion opportunities, not based on ability to pay, which should significantly increase the number of defendants receiving diversion. This practice should divert an additional 450 defendants over the next 3 years. Supervision will be provided by Pre-trial Services and restitution collected by the County Clerk. City of Spokane Valley - Office of the City Attorney Bail reform - background People charged with crimes are presumed innocent, and should have an opportunity to actively participate in the preparation of their defense, which is significantly more difficult when they are in jail. State criminal rules of procedure require that a person charged with a noncapital offense be ordered released on their promise to come back when scheduled unless: The court determines that their promise will not reasonably ensure their return; or There is a likely danger the accused will commit a violent crime or seek to intimidate witnesses. After a person is arrested, a judge considers various facts that pre-trial services has collected to determine those two factors in deciding if conditions should apply. Court is required to apply the least restrictive conditions of release to meet those two factors. These conditions can include placing under a family member's control, prohibiting access to alcohol or drugs, limiting contact with some people or places, payment of a monetary bond (bail). City of Spokane Valley - Office of the City Attorney ail reform —who is in ourjail? Who is currently in our jail? Jail Population by Legal Status, 2014 Civil Commitment 0% ICE Detainee 0% Unknown/Missing 9% Other 11% Warrant Hold 7% Probation Violation 7% Convicted -State Sentenced 3% Convicted -Locally Sentenced 13% Pretrial 50% City of Spokane Valley - Office of the City Attorney 21 Bail reform —focus of reforms A significant focus of the SRLJC is to change the way the jail is used so that we are jailing only people who need to be jailed. Putting a cash bond on most low-income people means they have no real opportunity to get out of jail. This seriously impacts: The cost of operating our criminal justice system; The ability of defendants to provide housing and food for their families; The ability of defendants to get treatment that would make them less likely to re -offend in the future. The ability of defendants to actively assist in their defense. City of Spokane Valley - Office of the City Attorney Jailhouse courtroom SRLJC recommended converting one area in the jail facility that is used mostly for storage into a secure courtroom. The anticipated hard costs are less than $400,000. • It would be used for certain hearings, like first appearance and arraignments. • Helps reduce inmate transport costs from the jail. • Helps improve safety by walking less inmates through the public corridors of the County Courthouse. Will allow quicker release from custody if judge determines appropriate; currently often have an extra day to process inmate and paperwork. City of Spokane Valley - Office of the City Attorney Technological changes —existing limitations There are currently several significant technology limitations within the system: There are many separate components within criminal justice: Superior Court District Court Municipal Court Jail Pre-trial services Probation Prosecutors (County and Spokane) Public Defenders (County and Spokane) State Department of Corrections Federal law enforcement City of Spokane Valley - Office of the City Attorney Technological limitations —cont. Most of the software systems are incompatible and do not transfer data well between one another. These programs were written as stand-alone software programs over the years either by private companies (retail purchase), or by the County Information Services Division (ISD). In the past, this has resulted in entering the same data multiple times in different offices, or results in the simple inability to transfer data between the various offices. More of an effort is now being made to coordinate acquisition of compatible systems. The problem will not be entirely eliminated, but should be reduced significantly over the next few years. City of Spokane Valley - Office of the City Attorney Technological limitations —cont. Additionally, it is very clear there is considerable confusion for people visiting the Courthouse complex for court as to where they are supposed to be. There are three different levels of court (Superior, District, and Municipal), two sets of prosecutor's offices, and three sets of public defenders. In addition to three different court jurisdictions, each one has specific courts that do specific, limited functions. Examples are traffic court, drug court, Veteran's court, domestic violence court, small claims court, etc. A fairly low-cost solution to this is setting up a series of informational electronic kiosks around the Courthouse campus where someone could type in their name, court, or judge's name to be able to quickly see where they need to be. City of Spokane Valley - Office of the City Attorney Technological limitations —cont. Another significant issue with many causes is the exceptionally high number of failure to appear violations we have. A common excuse given is that people simply forgot about the hearing. A solution some jurisdictions have implemented is to have an automated text go out to people to remind them of each hearing, for example two days before the hearing. This is still being discussed, but appears to be well supported as a low-cost way to keep people informed of court dates. City of Spokane Valley - Office of the City Attorney Portability project As previously discussed, defendants get confused as to which court they are supposed to be in, or which public defender they are supposed to see. This is particularly true when they have charges in multiple courts. Some states have a consolidated court system such that one judge could be assigned all cases a person has, whether felony or misdemeanor. Washington law does not allow that. However, we maybe able to get to a similar result for some defendants bycross-deputizing byhe respective prosecutor offices, and appointing a numbr of District and Municipal Court judges as pro -tem Superior court judges. p � g p l g This would not work for all cases, but it likely would for some. This concept is still under review, but could be another low-cost program. The benefits of this program would be efficiency for defendants and staff, and reduce FTAs, which wilfhelp reduce system congestion and reduce jail stays. City of Spokane Valley - Office of the City Attorney Questions? Staff would be happy to answer any questions you may have. City of Spokane Valley - Office of the City Attorney 29 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Check all that apply: ❑ consent ❑ old business ❑ information ® admin. report Department Director Approval: ❑ new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Retail Improvement Strategy GOVERNING LEGISLATION: None PREVIOUS COUNCIL ACTION TAKEN: None BACKGROUND: The City wants to understand the retail needs and assets in Spokane Valley to identify gaps and overall demand for retail sectors. For this reason, in 2015, the City retained Community Attributes Inc. (CAI) to develop a retail attraction/improvement strategy to attract businesses and facilitate growth in the City's retail footprint. Phase I of the retail improvement strategy was to conduct a retail profile, which included a trade area analysis and a retail trade capture assessment. The first phase provided key analysis of demographic indicators, current retail landscape, retail sales, and retail capture. The retail profile indicates that the City is a strong regional draw for shoppers, most retail is auto -oriented and clustered along major arterials, large format (big box) retailers and auto sales are a substantial portion of all retail sales, retail lease rates are lower than downtown Spokane, and non -chain full service restaurants have opportunities for growth. Phase II was to develop a retail improvement strategy based on the City's retail profile and stakeholder input. The strategy presents six overarching goals with associated strategies and actions for inclusion in the Comprehensive Plan and economic development work plan to improve Spokane Valley's retail environment. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: Discussion BUDGET/FINANCIAL IMPACTS: Unknown STAFF CONTACT: John Hohman, Community & Economic Development Director ATTACHMENTS: Presentation Draft Retail Improvement Strategy report SPOKANE VALLEY RETAIL IMPROVEMENT STRATEGY City Council Presentation Varch &, 2016 • cai community attributes Inc • CaIcommunity attributesinc Founded in 2005, Community Attributes Inc. (CAI) tells data -rich stories about communities that are important to decision makers. > Regional economics > Land use economics > Land use planning and urban design > Community and economic development > Surveys, market research and evaluation > Data analysis and business intelligence > Information design ''-stents 1. Background 2. Retail Trade Area 3. Retail Sales and Trade Capture 4. Strategic Themes 5. Stakeholder Engagement and Strategy 1. Background Project Purpose > Provide City staff and policy makers data on: • The City's retail trade area • Demographics and trends • Retail spending demand > Used as a tool to attract businesses and facilitate growth in the City's retail footprint > Identify retail recruitment strategic work program actions Project Approach The strategy is organized into the following major sections: PHASE l: Trade Area Analysis and Retail Trade Capture Assessment > Retail Profile Provides analysis of key demographic indicators, current retail landscape, retail sales and retail trade capture • Retail Trade Area • Retail Sales and Trade Capture PHASE ll: Retail Strategy and Action Plan > Stakeholder Engagement > Goals, Strategies and Actions Presents the six overarching goals with associated strategies and actions the City and its partners can take to improve Spoken Valley's retail environment 2. Retail Trade Area Defining a Retail Trade Area RETAIL TRADE AREAS > Put simply, a trade area is the geographic region that generates the majority of customers for a given commercial district retail location. > Retail trade areas are defined by the location of the city's major retail locations (see: Exhibit 1) and drive times from those sites. > The City has a Primary and Secondary trade from which it draws > It is important to note that trade areas vary greatly depending on their size, offerings and the patrons that they serve. Exhibit 1. Retail Trade Areas by Drive -Time, Greater Spokane Valley Region, 2015 SECONDARY TRADE AREA PRIMARY TRADE AA"' i5J 9 7 Drive Times • Dri. •• rime Destination 5 Minute Dive Time 10 Minute Drive Time 20 Minute Drive Time City Boundaries Incorporated City n Spokane Valley Retail uses _ Retail /ReclauranRR Relal-G;,•:_;,i S.:,i;a..::.Jr,e: ▪ Retal - All other • Relal - Aulo - Accommodation s..a.. sows.. ca.ry p.s community C. *fl4ryAIr . 2215 'iltHWW.< Retail in and around Spokane Valley Identify Key Retail Anchors • Fred Meyer • Costco • Walmart • Home Depot • Lowe's • Winco Foods • Rosauers • Target • Shopko • Office Depot • Safeway • Kohl's • Rite Aid • Walgreens • Auto Row • Spokane Valley Mall Exhibit 2. Retail Land Use Concentrations, Spokane Valley, 2015 E upriver 2r Ar Albertans Argonne Vllhre Shopping Cer'r/ a Yoke's okane Vatey MdE • a-- Walmart Supercenter/ Lowe's/Kohl's a E EJe IId A I Kmpt =i lir; Fred Meyer E 1 71 h Aye Spoka 1i— Hall Site University - Shopping Center/• Rosauers i2 3 0 D iargel/Shopko Office Depot/ Safeway n 2410 [ rE 32nd Albertsons Av. 0 11 5710 o 2 Nies • City Boundaries 1 Incorporated City Spokane Valley Retail Uses - Relail - Food/Restaurants ▪ Retail - General Merchandise ME Retail - All other ▪ Relail - Auto _ Accommodation • c..w. o.r.ca1 .2CalcOMMUll. cr....+h•rre.nne. x0t1 v*. ' ittrtbutiki. Exhibit 3. Retail Trade Areas by Walkable Buffers, Spokane Valley, 2015 • z E Upriver or E Frederick Ave '" Argonne Village Shopping Center/ Yoke's a--_' Spokane Valley Mall agiMission Av W almart Supercenter/ Lowe's/Kohl's 1 A WeltesY Ave a m�r E Euclid d Costco/Walmc?t/ Home Depot/Lowe's Fred Meyer te`n°Y E Sprague E "9 Winco Foods rs n r r Univers• ity x Shopping Center/ Rescuers t E 76thtAve —Fred Meyer 17tfi Av E 8th Av Spokane 0 ro E 29111 Ave r E 37th Ave 11 v- � J 7th a a 2 Miles Target/Shopko Office Depot/ Safeway rc `m • • E 32nd Albertfsons Ave E 24th Ave vr_ Buffer from Retail Centers 0 Buffer Location ▪ 1/2 Mile Buffer 1 Mile Buffer City Boundaries L Incorporated City n Spokane Valley Retail Uses - Retail - Food/Restaurants Retail - General Merchandise ▪ Retail - All other - Retail - Auto ▪ Accommodation r so.s-aadcomy,zam, community coerne vice er zoic. 1attrldutesinc R�#ail Busfr ;s Mix Exhibit 4. Retail Establishments Mix, Spokane Valley, 2015 _ Limited Service Restaurants Full Service Restaurants Drinking Places Spokane Valley Spokane Restaurants Limited Service Full Service Drinking Places Food Services & Drinking Places Misc. Store Retailers Motor Vehicle & Parts Dealers Performing Arts. Spectator Sports & Related Industries Food & Beverage Stores Clothing & Clothing Accessories Stores Building Material & Garden Equipment & Supplies Dealers Sporting Goods, Hobby, Book & Music Stores Furniture & Home Furnishings Stores Electronics & Appliance Stores Accommodation Health & Personal Care. Stores Source: Hoovers, 2015 > The largest segments of retail in terms of number of establishments in Spokane Valley are: - Food Services and Drinking Places (restaurants) - Miscellaneous Store Retailers - Motor Vehicle and Parts Dealers > Almost half of all restaurants in Spokane Valley are considered fast food restaurants whereas Spokane has a greater proportion of full service restaurants (over 300 establishments) Retail Real Estate indicatir Exhibit 5. Real Estate Market Indicators, Spokane Region, 2011-2015 12% Valley 10% S% 6% 4% 2% Spokane Metro Spokane CBD 0% Jul 2011 Jan 2012 Jul 2012 Jan 2013 Jul 2013 Jan 2014 11.112014 Jan 2015 Jul 2015 500,000 400,000 300,000 I200,000 100.000 4 o z Quoted Rates (100.000) Spokane Metro Valley Spokane CBD (200,000) Jul 2011 Jan 2012 Jul 2012 Jan 2013 Jul 2013 Jan 2014 Jul 2014 Jan 2015 Jul 2015 $16 $14 $12 $10 $8 56 $4 $2 Spokane CBD ........... Spokane Metro Valley $0 Jul 2011 Jan 2012 Jul 2012 Jan 2013 Jul 2013 Jan 2014 Jul 2014 Jan 2015 Jul 2015 Time > Retail vacancy rates in Spokane Valley have decreased from approximately 10% to just over 6% since 2011, more so than the Spokane CBD or the region > Net absorption has been positive in Spokane Valley over the last year with major leases occurring in 2012 and the beginning of 2015 > Retail lease rates have remained relatively flat in the region since 2013 with the Spokane CBD demanding higher lease rates on average than the region Source: CoStar, 2015 Exhibit 6. Population Density, Spokane Valley, 2013 0 96,750 people within 5 minutes of a major retail destination in Spokane Valley 263,875 people: Within 10 minutes of a major retail destination in Spokane Valley ap Prepared by Community Attributes, 2015 2 4 Miles City Boundaries Incoporated City Spokane Valley • Drive Time Destination 5 Minute Drive Time L j 10 Minute Drive Time Population Density People per 10 Acres II More than 50 -21-50 UM 11 - 20 5-10 Less than 5 Source: Acs ems • 1 community attri hutesAc Exhibit 7. Median Household Income, Spokane Valley, 2013 Spokane Exhibit 7 illustrates the relative distribution of income throughout Spokane Valley and it's environs, with relatively more households earning between $30,000 and $75,000 annually. Map Prepared by Community Attributes, 2015 City Boundaries Incoporated City Spokane Valley • Drive Time Destination 11-1 5 Minute Drive Time L J 10 Minute Drive Time Median Household income By Block Group More than $100K $75.1k - $100K $50.1K - $75k $30K - $50K Less than $30K • sasrce:acs zms community canmmy nmes. 2019. 1 attri butes �- Exhibit 8. Educational Attainment, Spokane Valley, 2013 Spokane E Spra Spokane City Hall Sit Exhibit 8 provides an overview of the geographic distribution of educational attainment in the region as it relates to Spokane Valley's trade areas. City Boundaries Incoporated City Spokane Valley • Drive Time Destination n5 Minute Drive Time L J 10 Minute Drive Time Educational Attainment Percent with College Degree More than 60% 40.1% - 60% 20% - 40% Less than 20% • Source ric52o15: community commurnry.am�outes, zots. 'attrihutes,�c Map Prepared by Community Attributes, 2 / Exhibit 9. Housing Burden, Spokane Valley, 2013 Home Owners Housing Burden 30% or More of Income Spent on Housing MIMore Less Source, ACS 2015; Community Attributes. 2015. 5City Hall Site — ! 1 Exhibit 9 illustrates the relative concentration of households that are considered burdened by the cost of housing. Map Prepared by Camrtapity Attributes, 2015 A Drive Time Destination n5 Minute Drive Time L j 10 Minute Drive Time City Boundaries Incoporated City Spokane Valley Source: ACS community community Attributes, zols. 'attrihutes,�c Exhibit 10. Population Change, Spokane Valley, 2010-2013 / \.J` , --5to-12 Source: ACS 2015; / ttt ` Community Attributes, 2015. ( � \ `L Lei 1 l': I I 1 I pk pj>11411 Plior I& 191P p.r*____.4- qs kgrowdomii soh 116,110/ D. ,.4.- __,,,a• 2L -N... - `.A.=. MIN E Sprau n■■ ^'` saiilia_I �MI�-Y '' Spokane �` Va ley �� City Hall Slte itplario.." 7 „Ffil/- - \4 r.y, , , fn fJ 1 Population Change 2010-2013 Change / Acres 5to15 ▪ 2.5 to 5 ▪ 0.5 to 2.5 -0.4 to 0.5 -2.4 to -0.5 . 4 Exhibit 10 illustrates the distribution of population growth from 2010 to 2013. Much of the regions most rapid population growth has occurred in the City of Spokane. J Liberty Lake NJ J a ( City Boundaries Incoporated City Q Spokane Valley • Drive Time Destination n5 Minute Drive Time L J 10 Minute Drive Time Source:AC52015; community commurnry Attributes, zol5. 'attrihutes,�c 3. Retail Sales and Trade Capture Key Retail Trade Area Considerations > Population of your community: Generally the larger your community's population, the bigger your trade area is. > Proximity of other competing business districts: Typically there is a cutoff point where customers are drawn to the competing center instead of your community. > Mix of businesses in your community: A critical mass of businesses pulls customers from a farther distance than a more limited mix of businesses. > Destination attractions: A significant destination business or community attraction can expand your trade area—drawing customers from a long distance. > Traffic patterns: Each region has distinct traffic patterns strongly impacted by its network of streets and highways, as well as major landforms such as rivers, lakes, and mountains. Retail Sales Exhibit 11. Taxable Retail Sales, Spokane Valley and Spokane, 2014 Retail Type MOTOR VEHICLES AND PARTS GENERAL MERCHANDISE CLOTHING AND CLOTHING ACCESSORIES SPORTING GOODS, HOBBY, BOOK, AND MUSIC BUILDING MATERIAL AND GARDEN EQUIPMENT GASOLINE STATIONS MISC. RETAILERS, NON -STORE RETAILERS ELECTRONICS AND APPLIANCE FOOD SERVICES AND DRINKING PLACES FURNITURE AND HOME FURNISHINGS ACCOMMODATION FOOD AND BEVERAGE STORES PERFORMING ARTS, SPECTATOR SPORTS HEALTH AND PERSONAL CARE $58 $2378 $52 $2843 $3126 $45.6 $8 $17 Spokane Valley $90.94 39 $105.08 $89.63 0 $153 21 $302.86 Taxable Retail Sales (millions $) $40674 Retail Type Spokane ■ $3725 $163 00 $11723 $142.67 $219 72 $26629 375.92 $403 41 $7834 $12145 $138.80 $86 $432 87 Taxable Retail Sales (millions 8) > Motor Vehicles and Parts represents the largest retail spending category in Spokane Valley > General Merchandise stores are also a major spending category within the City > Combined, these two categories represent two thirds of a l l retail sales in the City Retail Sale Per Capita Comparison Exhibit 12. Taxable Retail Sales Per Capita, Spokane Valley and Region, 2014 2014 Retail Sales Per Capita Retail Type MOTOR VEHICLES AND PARTS GENERAL MERCHANDISE CLOTHING AND CLOTHING ACCESSORIES SPORTING GOODS, HOBBY, BOOK, AND MUSIC BUILDING MATERIAL AND GARDEN EQUIPMENT GASOLINE STATIONS MISCELLANEOUS RETAILERS, NON -STORE RETAILERS ELECTRONICS AND APPLIANCE FOODSERVICES AND DRINKING PLACES FURNITURE AND HOME FURNISHINGS ACCOMMODATION FOOD AND BEVERAGE STORES S940 $804 S1,083 $248 5926 sty MS294 MAI23 Miti471 PERFORMING ARTS, SPECTATOR SPORTS $78 HEALTH AND PERSONAL CARE 72 Spok Spok $3,130 ne Valley ne S4,204 $0 $500 $1,000 51,500 52,000 $2,500 53,000 53,500 $4,000 $4,500 Taxable Retail Sales Per Capita > Spokane Valley has higher per capita sales in almost all retail categories > Food services (restaurants) and Food Stores (groceries) sales are similar to regional and statewide sales > General Merchandise stores (Target for example) are approximately double the regional and statewide average Trade Capture Exhibit 13. Retail Trade Capture, Spokane Valley, 2014 Spokane Valley Primary Trade Area MOTOR VEHiCLES AND PARTS GENERAL MERCHANDISE 187% CLOTHING AND CLOTHING ACCESSORIES 171% SPORTING GOODS, HOBBY, BOOK, AND MUSIC 153% BUILDING MATERIAL AND GARDEN EQUIPMENT 133% GASOLINE STATIONS 133% MISCELLANEOUS RETAILERS, NON -STORE RETAILERS 120°k ELECTRONICS AND APPLIANCE 113% FOOD SERVICES AND DRINKING PLACES 107% FURNITURE AND HOME FURNISHINGS 104% ACCOMMODATION 631/4 FOOD AND BEVERAGE STORES 91% PERFORMING ARTS, SPECTATOR SPORTS 77% HEALTH AND PERSONAL CARE 67% 199% Spokane Valley Secondary Trade Area 73% 69% 63% 56% 49% 49% 44% 39% 34%q 33 28% 25% Trade Capture Trade Capture > Spokane Valley captures more than 100% of the spending power of it's primary trade area (defined as a 5 minute drive time) for all but four retail categories > Serves as verification of the City's ability to draw regional spending power TRADE CAPTURE EXPLAINED. Trade capture can be interpreted in the following manner: if a neighborhood retail corridor had a trade capture rate of exactly 100%, then sales in that neighborhood would be equivalent to all trade area residents conducting all of their retail spending within their neighborhood retail corridor. In reality, the trade capture rates for Spokane Valley represent the percentage of Primary Trade Area retail spending power captured by Spokane Valley retail businesses. Themes from the Retail Profile > Regional draw. Spokane Valley is a strong regional draw for shoppers, indicated by high retail sales per capita and trade capture rates; in particular, Spokane Valley Mall is a regional retail destination > Auto -oriented. Few neighborhood serving retail clusters, with most retail located along major thoroughfares and auto -oriented Big box dominates. Large format retailers are a substantial portion of retail sales in the city > Opportunities for full service restaurants. Almost half of the city's restaurants are fast food/limited service establishments > Population concentrations. Neighborhoods within the city have higher population densities; higher income households are generally located outside of the city to the north and south > Underperforming properties. Retail lease rates are low compared with downtown Spokane 4. Stakeholder Engagement and Strategy Stakeholder Engagement Efforts included: > A comprehensive tour of the City and its retail and cultural offerings > With the help of the City, organization of a representative group of stakeholders with experience in local real estate, retail sales, development and regional economic development > Facilitation of a stakeholder workshop hosted by City of Spokane Valley > Worksheets/surveys > Additional feedback through City -led interviews and a workshop activity WORKSHEET pokane Valley Retail Analysis 1• State of Retail in Spokane Valley cal Rate the roll owing statements, With I meaning strongly disagree and 5 1 2 3 g S Spokane Valley has enough retail right n 1 2 3 q 5 meaning strongly agree Spokane Valley offers hi ow 2 3 q $ Spokane Vakev high Quality retail 2 3 q S . offers a pleasant shopping experience 1 1 Spokane Vakey reside ave There is an 2 3 q S Spokane Val opportunity for nneighborhood servi to basic goods and services convenient 2. Which of the �pedestnan oriented r following Would retail in Rank the renewing most benefit ► g by importance Y retail In S Allow are L meaning most i pone Valley? /pr incentive important and s least i increased housing densities mpo�ml Rezone repiFneavy .� � in and around retail hubs to in mixed-use Improve and/or intensify g alb�ng 0��', retail and pokane Valley tpu rnul igns y [� l fp a snchpr—like a conference/event �. marketing and branding campaigns riIn r prove �/e�nt oentefor a sports fadlity_to increase c�tq�r Invest in capitalrn rney Hence Spokane ern Valley to beautify Commercial c ❑ corridors and improve the shopping Recruit key retailers as anchor tenants nts in new and • 3• Questio /pr existing oPping centers ns about neighborhood retail What is the market Spokane Valley ie. for sp lll-scale, pedestrian -oven g- ken ted and/or aids, the Petry District or similar)? erghborhood_serving retail in What neighborhoods What neighbPedestrian-oriented rhos or intersections in Spokane and/or neighborhoodervng retail otter good opportunity tor small. scale, 24 Retail Improvement Strategy February, 2016 Retail Improvement Strategy The strategic planning framework relies on Goals, Strategies and Action Steps to organize the content and speed implementation. > A goal provides a high-level objective > A strategy is an approach to achieving a goal > An action step is a critical task in pursuing a strategy Retail Improvement Goals POLICY INFRASTRUCTURE IMAGE S IDENTITY 16. Craft policy to support good retail in the right places Plan and build infrastructure to support retail development Strengthen Spokane Valley's image as retail destination Retail Improvement Goals ASSETS CENTERS CATALYSTS es Leverage regional and local assets to drive local commerce Support and expand existing retail centers Support catalytic, transformative, or innovative retail projects STRATEGY 1.3 1.3.1 Encourage "Loca Production" Uses In specific areas, allow and encourage specific uses that are not otherwise permitted, like breweries, metallurgical studios, tanreries, art galleries, etc. Areas may include the west Spokane Vailey industrial area, the Montgomery Road industrial area, and the Spokane Business and Industrial Park. 1.3.2 Facilitate Short - Term Leases Work with landowners and brokers to facilitate short-term leases for pop-up retail uses in underutilized retail and industrial spaces. WHAT ART LOCAL EI?ODUC IONii USS? WHY WOULD WE WANT TI1EM? In recent years, cities around the country have begun to rec- ognize the value of Iocal manufacturing, a sector that typically offers high wages and is accessible to workers with relatively little education. while most large-scale factories have relocat- ed to other countries to take advantage of lower costs, the local manufacturing movement seeks to create unique artisan and craft products that evoke pride of place. Examples of local producers include breweries, chocolatiers. tile makers, apparel and custom electronics manufacturers. Their facilities tend to be multi-purpose, featuring a retail storefront or taproom in the front and a larger space with manufacturing equipment located in the back. Encouraging local production uses supports an entrepreneurial culture that can help cities develop a brand identity in addition to creating employment and diversifying retail offerings. Spokane Valley's 12 String Brewing Company is an example of a local production use. and certain parts of the city, including western Spokane valley (below) could benefit from more of these types of uses. Priority Action Steps HIGH PRIORITY ACTION Western S.V. C 0 ori Mirabeau & S.V. Mall North/Coyote Rock Sprague Corridor Neighborhood Centers We prioritized action steps and provided and geographically based implementation plan the City to consider Where to start? 1.1.3 Rezone Commercial Corridors x Coordinate with long-range planning efforts, such as the Comprehensive Plan update, to conduct due diligence and initiate rezone 1.2.1 Add an Overlay or New Zone x x Coordinate with long-range planning efforts, such as the Comprehensive Plan update, identify procedures for adding a retail zone or overlay 1.3.1 Encourage "Local Production" Uses x Coordinate with the Planning Division to evaluate and amend applicable codes to allow retail in industrial zones, as conditional uses and home occupations 2.2.2 Fund Needed Maintenance x x x x x x x Use the current Capital Improvements Plan to categorize needed improvements by retail area; seek funding for prioritized areas 2.2.4 Improve Key Gateways x Coordinate with Public Works to ensure that the CIP treats key gateways appropriately; use branding guidelines to prioritize improvements 2.3.1 Leverage the Appleway Trail x Identify retail zoned sites adjacent to trail and coordinate with representative brokers to market trail access; influence planning for future trail segments 3.2.3 Promote Retail Segments x Using the retail profile in this study, select target segments and work internally to craft marketing materials; coordinate with regional brokers Priority Action Steps HIGH PRIORITY ACTION Western S.V. 0 Mirabeau &S.V. Mall North/Coyote Rock Sprague Corridor Neighborhood Centers Where to start? 3.3.2 Participate in Regional Efforts x Engage with Greater Spokane Inc. and other relevant entities to communicate results from a local branding effort 3.4.4 Publicize Retailers and Events x Initiate a forum for local retailers to brainstorm event priorities; simultaneously coordinate with appropriate departments to amplify social media presence 4.1.1 Explore Investment in Tourism Anchors x Negotiate a scope of work with an appropriate consultant to evaluate a list of tourism investments for potential ROI to the city 4.2.3 Implement a "Night Out" x Reach out individually to key business owners to pitch the "night out" concept; use coordinated marketing and "word of mouth" to recruit participants 4.2.4 Support Food -Related Events x Reach out individually to key restaurateurs to pitch the "taste of Spokane Valley" concept; use coordinated marketing and "word of mouth" to recruit participants 5.1.4 Offer Financial Incentives x x x x x Discuss suggested mechanisms with relevant departments and political authorities to evaluate initial feasibility 5.2.2 Match Businesses with Available Space x x x x x Coordinate with brokers to assemble a list of vacancies and work internally to determine where and how to publicize this information; update regularly Priority Action Steps HIGH PRIORITY ACTION sel cti 0) (13 1,9 Western S.V. Mirabeau & S.V. Mall North/Coyote Rock Sprague Corridor Neighborhood Centers Where to start? 5.2.5 Intensify Recruitment Efforts x See pages 75 - 77 5.2.8 Consider Land Use Alternatives x Use vacancy data to identify underperforming retail centers; areas with sustained, higher than average vacancy rates are candidates for rezoning 5.3.2 Create a Business Improvement District x Reach out to local businesses to establish interest and start an initiation petition; see: "Parking and Business Improvement Areas" at http://mrsc.org/ 6.1.5 Locate the Next "Kendall Yards" x x Facilitate integration of economic development priorities into the Mirabeau Point plan, or other subarea plans of similar scale 6.1.6 Support the Development of Mirabeau Point x See above, 6.1.5 6.1.7 Encourage Retail near the Fairgrounds x Identify business and land owners in close proximity to the Fairgrounds and discuss specific impediments to retail development to formulate next steps 6.1.8 Execute the Vision for the City Hall Area x Identify complementary retail activities and development opportunities to market to local brokers and potential developers 6.2.1 Conduct a Market Analysis and Business Plan x x Reach out to local or regional operators of existing farmer's markets and contract with an operator or consultant to begin business planning Recruitment Targets We identified recruitment targets based on our analysis and stakeholder engagement Retail Type Trade Capture Suitability for Local/Regional Recruitment Rationale Motor Vehicles and Parts 199% 73% High General Merchandise 187% 69% Low 171% 63% Low Clothing and Clothing Accessories Sporting Goods, Hobby, Book and Music 153% 56% Medium Building Material and Garden 133% 49% Low Equipment Gasoline Stations 133% 49% Low Miscellaneous Retailers/ Non -Store 120% 44% Low Electronics and Appliance 113% 42% Low 107% 39% High 104% 38% Medium Accommodation 93% 34% Medium Food and Beverage Stores 91% 33% High Food Services and Drinking Places Furniture and Home Furnishings Performing Arts, Spectator Sports Health and Personal Care 77% '..... 28% High 67% 25% Low Opportunity to build upon success of existing auto row Existing presence and abundance of big box retailers Presence of regional mall and associated department stores Key Retail Targets Auto Dealers Opportunity to attract unique small Local Production Retailers and scale retailers and entrepreneurs Presence of major big box retailers Existing presence of freeway oriented gas stations Largely made up of on-line retailers Existing strong presence and growth in on-line sales Lack of locally owned and full service restaurants Shops Local and Regional Restaurants Opportunity for local production and Local Production Retailers and makers spaces Continued demand associated with mall and local employment growth Lack of local or specialty food presence Existing facilities within City offer opportunity for additional events Although retail trade capture is low number of drug stores is high Shops Niche GroceryStore/Food Store Special Events > Auto brands not currently present in the City of Spokane Valley or brands lacking a regional presence '> Existing auto dealers looking to expand or improve facilities > Auto services (repair shops, accessories)that complement auto !dealers > Local businesses small scale production and manufacturing companies with retail component > Breweries, distilleries, wineries and commercial kitchens > Local furniture producers and carpentry facilities > Makers studios and collaborative work spaces > Smaller limited service chains with either focal or regional presence (Examples: MOD Pizza, Ezells' Famous Chicken) > Locally owned full service restaurants with potential for expansion or relocation > Destination restaurants with interest in collocating near regional malls or major recreation destinations (Examples: Anthony's, The Ram) > Existing local organic or cooperative grocery store in the City of (Spokane or with a regional presence in eastern Washington or I northern Idaho > Leverage existing facil ities for live music and festivals not currently present in the region (fairgrounds and baseball stadium) 1> Regional and national sporting evens (Plante's Ferry, Spokane !River) '.. Next Steps Develop a list of desirable retail businesses with a local, regional or statewide presence Establish a relationship(s) with local and regional brokerage firms and commercial developers Identify local property and building owners with available land and spaces in key locations within the City Prioritize available spaces and match with potential retail types and specific businesses Where needed, explore hiring a retail recruiter with a focus on filling identified gaps in retail offerings and services Identify any zoning, permitting and/or fire and building code issues that may need to be resolved City of Spokane Valley R IMPROVEMENT STRATEGY February, 2016 DRAFT ACKNOWLEDGMENTS City of Spokane Valley Mike Basinger Chaz Bates John Hohman Gloria Mantz Workshop Participants Bob Boyle, Hansen Industries Justin Folkins, CANTU John Guarisco, MDI Marketing Carl Guenzel, Kiemle and Hagood Jim Koon, NAI Black John Miller, Divcon Katherine Morgan, Spokane Valley Chamber of Commerce Sam Morse, CANTU Wendy Smith, Greater Spokane Incorporated Skip Sherwood, Cornerstone Property Advisors Doug Yost, Centennial Properties PROJECT TEAM Community Attributes Inc. Chris Mefford, President and CEO Mark Goodman, Project Manager Yolanda Ho, Planning Analyst Elliot Weiss, Planning Analyst CITY OF SPOKANE VALLEY RETAIL IMPROVEMENT STRATEGY SpOkane Valley 11707 E. Sprague, Suite 106 Spokane Valley, WA 99206 ,attributes 1411 Fourth Ave., Suite 1401 Seattle, WA 98101 communityattributes.com DRAFT CONTENTS INTRODUCTION 9 > BACKGROUND AND PURPOSE > TECHNICAL APPROACH AND METHODOLOGY RETAIL PROFILE 13 > SPOKANE VALLEY'S RETAIL TRADE AREA > TRADE AREA PROFILE > RETAIL TRADE CAPTURE > STRATEGIC THEMES FROM THE RETAIL PROFILE > STAKEHOLDER ENGAGEMENT: VETTING INITIAL FINDINGS > STRATEGIC THEMES FROM THE STAKEHOLDER WORKSHOP GOALS, STRATEGIES, ACTIONS 41 > GOALS AND STRATEGIES AT A GLANCE > GOAL ONE: POLICY > GOAL TWO: INFRASTRUCTURE > GOAL THREE: IMAGE AND IDENTITY > GOAL FOUR: ASSETS > GOAL FIVE: CENTERS > GOAL SIX: CATALYSTS IMPLEMENTATION 71 DRAFT 07: INTRODUCTION DRAFT 8 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley INTRODUCTION BACKGROUND AND PURPOSE The City of Spokane Valley is a relatively new city in terms of incorpo- ration and together with the City of Spokane is home to the majority of Spokane County's population and employment. With more than 93,000 residents and a role as a major housing and employment center in the greater Spokane area, the City appears well positioned to expand upon and diversify its current retail offerings. City staff and policymakers seek an analysis that will not only inform their understanding of the City's retail trade area, retail demand and de- mographics, but also a tool that can be leveraged to attract businesses and facilitate growth in the City's retail footprint. Above: Spokane Valley Mall Source: www.visitspokane.com DRAFT 9 TECHNICAL APPROACH AND METHODOLOGY Our approach provides a retail demand analysis and improvement strategy cen- tered on the following factors: > Anecdotal evidence that residents are often traveling to other destina- tions for their retail needs, particularly in food and beverage > Uncertainty surrounding the amount of retail space Spokane Valley res- idents can support > A demonstrated desire to add retail as part of the City's civic hub but also a general preference to expand and improve retail throughout the City Our approach is divided into two phases. The first phase consists of assembling a baseline of information and analysis to inform an economic understanding of Spokane Valley's assets, opportunities and challenges in the near and long term related to retail. The second phase is a collaborative process of refining a strategic vision to support a series of action steps the City can commit to pursuing. This result is an actionable plan that can be leveraged by city staff as a tool for recruitment, with benchmarks and performance metrics that will help policymakers monitor progress towards the City's goals. The technical analysis draws from data compiled specifically for this analysis, including: > Spokane County Assessor Data > Washington Department of Revenue taxable retail sales data > Hoovers Business Data > CoStar Real Estate Data > American Community Survey and US Census data > Local Employment Household Dynamics (LEHD) data DRAFT PHASE I: Trade Area Analysis and Retail Trade Capture Assessment Analysis of the City's retail trade area base to assess: > Retail offerings within the City and emerging retail destina- tions > Estimate the City's primary and secondary retail trade areas based on established retail zones, travel time, population and other influencing factors > Overview of household demographics, employment and other factors that influence retailers' decision-making process > Analysis of trade capture rates and assessment of gaps in retail offerings and competitiveness within the region PHASE II: Retail Strategy and Action Plan Develop an action -oriented retail strategy: > Gather input from local retail stakeholders who are knowl- edgeable in local real estate and retail commerce dynamics > Leverage analysis from Phase I and insights from local retail stakeholders to develop a retail strategy 10 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley 02; RETAIL PROFILE 1^rl EXHIBIT 1. MAP OF RETAIL LAND USE CONCENTRATIONS, SPOKANE VALLEY AND VICINITY, 2015 a 1 Frederick 1—, Ave Li pq Glr 8 6 IIF} :rIspr1s r. p Spoicarie Valley Mail ■ E LJcrid A FAlrflon Av Kmort L. PiXt 4.17 CosFcoiW aln1 F{ - Home Depot/Lowe's Qrpndrery Av- r • A z ------Mg.----1Winco Foods E Sprague �' - ■- ,. - s ■ T.�2 . s h 1 � �. F. i !mss it .€ 1 L t k-€. r1 a Pi � r 111,... ■ i; a - 0 r��_ I •F r. . F ! I r i 'T i. ".i ii iii 6 -- — — • i I- iargetUShopko — .i University Office Depot/Shopping Center/ v Safeway 'M z •■ Fred Meyer 1,0,10 Fred Meyer 117th ve E 8t1 Ave City Hall Site • Rosavers Spokahe .1 ra 3. j E 371h Ave 111 -0111 Qii v'E571h 0 4 E t Arer. ✓ 8 0 8 E 291h 2Ue t 1 5i t L 32nd Arbertsons Ave por 0 Ara City Boundaries f lcarporateci City Spokane Valley Retail Uses ® Retail - Food/Restaurants II Retail - General Merchandise 11111 Retail - All other IN Retail - Auto MI Accommodation Sd¢KR CWk Conry,; 115' cem�.yAm�ds �n�i • community altnLutes. RETAIL PROFILE There is a significant amount of retail space in Spokane Valley, with retail uses clustered along Sprague and Appleway, as well as many of the City's north -south corridors like Argonne and Sullivan and the area near the Spo- kane Valley Mall. To better understand how these retail areas function, this study evaluates the City's retail trade area. SPOKANE VALLEY'S RETAIL TRADE AREA The concept of a retail trade area has been used by analysts and practitioners in retail site evaluation and other market studies for a very long time. Re- tail trade area analysis focuses on locating and describing the target market. This knowledge is critical for both marketing and merchandising purposes, as well as for choosing new retail locations. In site evaluation, trade area analysis is combined with many operational requirements of the retail chain ( Jones, Simmons 1993). Put simply, a trade area is the geographic region that generates the majority of customers for a given commercial district retail location. It can also be thought of as the geographic area from which customers are most likely to come. DRAFT Exhibit 1 illustrates where retail is located within Spokane Valley and high- lights locations where larger clusters of retail currently exist. The City has retail spread out along its major travel corridors with larger clusters anchored by several large big box stores. In addition, the Spokane Valley Mall is a major retail presence in the City. The following is a partial list of key retail anchors within the City. > Fred Meyer > Costco > Walmart > Home Depot > Lowe's > Winco Foods > Rosauers > Target > Shopko > Office Depot > Safeway > Kohl's > Rite Aid > Walgreens > Auto Row > Spokane Valley Mall 13 DRAFT For the purposes of evaluating retail in Spokane Valley, retail trade areas are defined by the location of the City's major retail loca- tions (see: Exhibit 1) and drive times from those sites. The 5 -min- ute drive time can be considered the City's primary trade area and the 10 -minute drive time can be considered the City's secondary trade area. Drive times from the City's major retail concentrations are illustrated in Exhibit 2. It is important to note that trade areas vary greatly depending on their size, offerings and the patrons they serve. The City's primary trade area (see 5 -minute drive time) generally encompasses the City's boundaries and extends westward into the City of Spokane and its downtown area. The secondary trade area (see 10 -minute drive time) encompasses a much larger travel shed and includes overlaps with several retail destinations in the City of Spokane and Liberty Lake. 14 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley p l EXHIBIT 2. RETAIL TRADE AREAS BY DRIVE TIME, GREATER SPOKANE VALLEY, 2015 SECONDARY TRADE AREA PRIMARY TRADE AR Se)okore 2 ►Aim r . J Li berty Cake Drive Times ► Drive Tirne Destination 5 Minute Drive Time 10 Minute Drive Time 20 Minute Drive Time City Boundaries incorporated City Spokane Valley Retail Uses Retail - Food/Restaurants MI Retail - General Merchandise 11.11 Retail - All other MI Retail - Auto El Accommodation rota 5makoar6aunb= '=5• cal cai imr tity co�,.pIIt msnueI..2I aICrt�Ut@S,+c DRAFT To better understand the existing retail clusters within the City, half mile and one mile buffers from key retail nodes are shown to illustrate relative physical gaps in retail offerings within the City (see Exhibit 3). The buffers also illustrate the geography of retail in terms of overall walkability and access. The large majority of retail in the City is auto oriented with limited amounts of retail accessible by foot from the City's larger residential neighborhoods. Exhibit 4 illustrates the relative mix of retail in the City in terms of retail establishments. Existing retail centers are also shown and largely defined by the presence of major retail anchors. 16 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley EXHIBIT 3. RETAIL TRADE AREAS WITH WALKABLE BUFFERS, SPOKANE VALLEY, 2015 1 Frederick Are Lipirver Of E rid A Shopping ::::enteri voke's los Spokan,e. Valley Mail LI- Cosfcofw alrnati Horne Depot/Lowe's • pkotithrely Ave WinCC: FOCC,IS t•IIII i I 11 university Shopping Center/ Rosouers Fred Meyer 1 17th Cy Hull Siie M." TorgettS:1,-.);,ku Office Deper SG' feway E 1 Are In• v 33 Ed J 24 Spoka he vil E 291h j I 371h 1 Ave 57C 0 2-2 1 41t 1 Are 32nsi Abell -Mr -VS Ave Buffer from Retail Centers A Butter Location IIII 1 /2 Mile Buffer 1 Mile Buffer City Boundaries fncorporated City Spokane Valley Retail Uses IM Retail - Food/Restourohl$ MI Retail - General Merchandise 11.11 Retail - All other MI Retail - Auto MI Accommodation Se.. fix ClArk Comet ;015: emnrrave, caaitruitesi. community TRADE AREA PROFILE The following section provides details on the City's trade area and people and jobs that lie within it. As previously mentioned, the City's primary and secondary trade areas are largely defined by travel times from key retail destinations. Below are key considerations when examining a retail trade area. > Population of your community: Generally the larger your commu- nity's population, the bigger your trade area is. > Proximity of other competing business districts: Typically there is a cutoff point where customers are drawn to the competing center instead of your community. > Mix of businesses in your community: A critical mass of businesses pulls customers from a farther distance than a more limited mix of businesses. > Destination attractions: A significant destination business (such as a large discount department store) or community attraction can expand your trade area—drawing customers from a long distance. It's important to note one cannot match a single business's trade area to the whole community. Rarely do other businesses match the pull of a prominent destination business. > Traffic patterns: Each region has distinct traffic patterns strongly impacted by its network of streets and highways, as well as major landforms such as rivers, lakes, and mountains. Trade Area Indicators On the following pages are key demographic indicators depicted geograph- ically to illustrate various patterns within the City's trade areas. > Population Density > Median Household Income DRAFT > Educational Attainment > Housing Burden > Population Change The indicators chosen represent attributes important for both stra- tegic planning and retail site selection. For example, the population density and related concentration of households is a key attribute for many retailers when choosing a location. In addition, understanding where higher incomes are concentrated allows one to better under- stand the purchasing power on the trade area and where opportuni- ties for new types of retail may exist. Exhibit 4 illustrates the population density within Spokane Valley and the relative proximity of population centers to Spokane Valley retail. Population density is a key factor for many retailers looking for access to larger populations and more rooftops. 96,750 people live within 5 minutes of a major retail destination in the City (the City's primary trade area). Additionally, 263,875 people live within 10 minutes of a major retail destination in Spokane Valley (the City's secondary trade area). For City policymakers it is also important to consider how retail is concentrated in relation to where its residents live. How do people access retail now and how can they access it in the future? Currently, retail in Spokane Valley is largely accessed by vehicle. Exhibit 4 fur- ther emphasizes that majority of the City's population does not live immediately adjacent to or near the City's retail offerings. 18 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley EXHIBIT 4. RETAIL TRADE AREAS WITH WALKABLE ) BUFFERS, SPOKANE VALLEY, 2015 1 } Map fropa red by Community Attributes, 2015 Clay Boundaries fneoporoted City Spokane Valley A Drive Tirne Deslinaliorf F-15 Minute Drive Time L J t0 Minute Drive Time Population Density People per 10 Acres MO More than 50 _ 21 -50 T1 - 20 5 10 Less than 5 &Kota AGS it= ecnimLutity Comeruntly.eutibulat. 211t5 Ihebea 3ttrt ite c DRAFT Exhibit 5 illustrates the distribution of population growth from 2010 to 2013. Much of the region's most rapid population growth has occurred in the City of Spokane. Spokane Valley also experi- enced growth in certain neighborhoods, especially in the southeast portion of the City (south of the proposed City Hall site). As popu- lation and household density is an important factor for prospective retailers, it's important to understand where growth is occurring within the City and where such growth can be leveraged to support existing and new retail. It is also important to consider the impact of land use policy on housing densities and where growth is en- couraged through said policies. 20 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley 1 EXHIBIT 5. HOUSING BURDEN, SPOKANE VALLEY, 2015 Population Change 2010-2013 Change / Acres -Sto15 2.51o5 0.5 !o 2.5 -0.4 to 0.5 -2.4to-0.5 to -2.5 -5tt -12 Source: RCS 2k71 S. Camnumte luiu1, 2015 Map frepared byCornrounity Attributes. 2015 City Boundaries Incoporalecf City Spokane Valley Drive Time Destination 5 Minute Drive lime T 10 Minute Drive lime Soma: ACS 21J1S ring COnimLutity Commis* 15..rtr.+iNaflautesic DRAFT Exhibit 6 illustrates the relative distribution of income through- out Spokane Valley and the region. Within a 5 -minute drive of the City's primary retail destinations, there exists a broad range of household incomes. Based on the geographic distribution of the data there is a relatively high concentration of households earn- ing between $30,000 and $75,000 annually. Within the secondary trade area there are pockets of higher incomes, especially on the outskirts of the City's boundary. Overall the distribution of incomes throughout the primary trade area is similar to the distribution found across the incorporated areas of the county. In comparison to the City of Spokane for example, Spokane Valley has a higher me- dian household income ($47,897 to $42,092), larger household sizes (2.43 to 2.32) and a lower concentration of multifamily housing units (26.7% to 30%). 22 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley EXHIBIT 6. MEDIAN HOUSEHOLD INCOME, SPOKANE VALLEY, 2015 Snr.r1, 11.e ==- Clty Boundaries fricoporoted City Spokane Valley A Drive Time Der5firlation C=3 5 Minute Drive Time L j 10 Minute Drive Time Median Household Income By B[ock Group More than $1OO $75.1k - $100K 11.11 $5�1K- $75k POI< $501( Less than $30K • &Kota AGS COMML.Mity Comeruntly.eutibulat 21n5 Ihebea attautespc DRAFT Exhibit 7 illustrates the relative concentration of households that are considered burdened by the cost of housing. Burdened is gen- erally defined as those households spending 30% or more of their income on housing. This attribute relates directly to household incomes and the amount of disposable income residents have for non-essential items. While the City of Spokane has several areas with high concentrations of burdened households, there exists a substantial number of such households in the City of Spokane Val- ley. This has implications on retail spending and how and where people access both essential and non-essential goods. For example, are lower income or cost burdened households able to cheaply and efficiently access retailers in the City? 24 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley EXHIBIT 7. HOUSING BURDEN, SPOKANE VALLEY, 2015 IJ / _.).‘ Horne Owners Housing Burden 30% or More of Income Spent on Housing More Households Less Households $uui: ACS 2015; Gimnunitp Ate, 2015. PlaP Prtred by ertirtirrilillitYAttribirteS,2i}15 3 Miles 27 A Drive Time Destination 5 Minute Drive Time Li 10 Minute Drive Time City Boundaries kicoporated City Spokane Volley &wee:ACS 2015 e eonimLutity ComminityAtituia avis. 11661111 aflebutesic EXHIBIT 8. MIX OF RETAIL ESTABLISHMENTS, SPOKANE VALLEY, 2015 Limited Service Restaurants Full Service Restaurants Spokane Unite. UM* FuM Senka i14di- 4 Food Services & Drinking Places Motor Vehicle & Ports Dealers Foriornilni Arts, Spoctatwr Walt * R!la rd irtdustr[es Food & Beverage Stores Clothing & Clothing Accessories Stores BullAing Mate —1111 & Gelyden Equipment & Supplies Dealers Sparring Goods. Hobby. Book & Music Stores lit I±eU'c ui non* dui€Is§illfieS' Store Electronics & Appliance Steres AMcornmodation Gem& MercholtdIss Steres essoiins Stations 26 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley DRAFT Exhibit 8 illustrates the relative mix of retail in the City in terms of retail establishments and types. The largest segments of retail in terms of number of establishments in Spokane Valley are: > Food Services and Drinking Places (restaurants) — 19% > Miscellaneous Store Retailers (a mix of medi- um and small businesses) — 13% > Motor Vehicle and Parts Dealers — 12% It is important to note that while the previously men- tioned retail categories are the city's largest when measured by number of retail establishments, such es- tablishments are smaller on average in terms of square footage than other retail typologies such as general merchandise stores, which consists of large big box stores like Target and Fred Meyer. Therefore, other re- tail categories may exert disproportionate influence on the local retail market. Restaurants in Spokane Valley Almost half of all restaurants in Spokane Valley are considered fast food restaurants or limited service restaurants (approximately 90 establishments), whereas Spokane has a greater proportion of full service restau- rants (more than 300 establishments). Restaurants in general have been highlighted as a key component of the retail environment in Spokane Valley. Encouraging and facilitating establishment of new locally -owned restaurants should be one goal of the City. Real Estate Conditions Examining real estate conditions in the City and region also offers insights into the state of retail in Spokane Valley. Exhibit 9 illustrates vacancy rates, net absorption and lease rates in Spokane Valley compared to downtown Spokane and the larger metropolitan area (defined as the County). > Retail vacancy rates in Spokane Valley have decreased from approximately 10% to just over 6% since 2011, more so than the Spokane Central Business District or the region > Net absorption has been positive in Spokane Valley over the last year with major leases occurring in 2012 and the beginning of 2015 > Retail lease rates have remained relatively flat in the region since 2013 with the Spokane CBD demanding higher lease rates on average than the region Yaci icy Rate DRAFT EXHIBIT 9. RETAIL MARKET INDICATORS, SPOKANE REGION, 2011 TO 2015 t916 4w Spokane Metro alb Jul 2011 Jan 2412 Jul 2012 Jou 2013 Jul 201.1 Ian 2014 X 2014 in 201b Jul 2015 004,400 -019,000 a" 94444 400,444 100.000 2 4160.000) 1240,0801 Valley 14 12 Jan 2012 102412 lin 201a la 200 Jen 2011 Jul 200 Jon 201a Jul 2015 Spokane CBD Spokarne Metro Valley S4 Jul Wit ion 2012 k+9412 Jun 901.9 JW 9413 2011 All 201,1 Jfi9411 Jul 241S Mee 27 DRAFT RETAIL TRADE CAPTURE An analysis of retail sales within the City was conducted to gain a more com- plete understanding of how retail is performing in the City of Spokane Valley. Below is a summary of the steps taken to assess Spokane Valley retail and where retail sales and trade capture analysis fit within the overall analysis. 1. Definition of the Spokane Valley Primary Trade Area 2. Assessment of the population characteristics in the City's trade areas to determine potential consumer demand for products and services 3. Assessment of total taxable retail sales and taxable retail sales per capita within the City compared to region 4. Identification of retail trade capture rates within the City by retail category The trade capture analysis includes a detailed study of retail spending within the City. The analysis uses taxable retail sales data collected by the Wash- ington State Department of Revenue. The data is collected and organized by NAICS categories (industry classifications) and location, allowing analysis and comparison of distinct retail types and geographic areas. The data allow for comparisons between different retail categories as well as overall assessment of trade capture within the Primary Trade Area (Exhibit 10). > Motor Vehicles and Parts represents the largest retail spending category in Spokane Valley > General Merchandise stores are also a major spending category within the City, representing major big box retailers like Target and Fred Meyer Combined, these two categories represent two-thirds of all retail sales in the City. 28 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley EXHIBIT 10. TAXABLE RETAIL SALES, SPOKANE VALLEY AND SPOKANE, 2014 Retail Type MOTOR VEHICLES AND PARTS GENERAL MERCHANDISE CLOTHING AND CLOTHING ACCESSORIES SPORTING GOODS, HOBBY, BOOK, AND MUSIC BUILDING MATERIAL AND GARDEN EQUIPMENT GASOLINE STATIONS MISC. RETAILERS, NON -STORE RETAILERS ELECTRONICS AND APPLIANCE FOOD SERVICES AND DRINKING PLACES FURNITURE AND HOME FURNISHINGS ACCOMMODATION FOOD AND BEVERAGE STORES PERFORMING ARTS, SPECTATOR SPORTS HEALTH AND PERSONAL CARE City of Spokane Valley $302.86 $406 74 DRAFT City of Spokane Retail Type $375 92 $90.94 $163.00 $5839 $117.23 $105.08 $219 12 $37 25 $2378 $89 63 $52.20 $2$43 $31.26 - $45.61 $17 $153 21 $'142.67 $ 78 34 $121.4.5 $138 90 $21 _ $86 $266.29 $403.41 $432 87 Taxable Retail Salsas (millions $j Taxable Retail Sales (mlllionax $) 29 Population estimates for Spokane Valley and the region are utilized to establish per capita retail spending (Exhibit 11). Spokane Valley has higher per capita sales in almost all retail categories > Food Services (restaurants) and Food Stores (groceries) sales are similar to re- gional and statewide sales > General Merchandise stores (Target for example) sales are approximately double the regional and statewide average EXHIBIT 11. TAXABLE RETAIL SALES PER CAPITA, SPOKANE VALLEY AND REGION, 2014 2014 Retail Sales Per Capita ReWWI Type M53.ar Van ids an d Parts General Merchandise c1dhing and Clothing A,ccessones Sporting Gooch. Ho- y. Book. end Mimic Building Material and Garden Fquiprrenr GatIOli ie Slationa P.liscelianecus Retailers, Nnrretore Retailers Electronics and Appliance Food Services end drinking Paces Furniture and Morns Furnishings Accorn riodnen Food and Beverage Stores Perini ting Art. Spector Spero% Ward h and Fer .o ial rti MENEM seta Slue I S246 `6w MOP M.Vi1 1 sus u $i o 0,00U 0,Sm SlAuu w• Spokane Valley ■ Spokane T $a,WU gs,sua Si,ouo Taxable Retail Seim Per Caphe DRAFT The figures on the following page represent the trade capture rate of each major retail category. Spokane Valley captures more than 100% of the spending power of its primary trade area (defined as a 5 -minute drive time) for all but four retail categories verifying the premise that shoppers come to Spokane Valley from through- out the region to shop. For example, Clothing and Clothing Accessories businesses in Spokane Valley are capturing 117% of the estimated spending power of the residents that live within the City's primary trade area. This indicates that there are retailers that draw spending from the City's secondary trade area (see Exhibit 2 for map of trade areas). This emphasizes the impact of a major retail center like the Spokane Valley Mall. 30 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley EXHIBIT 12. RETAIL TRADE CAPTURE, SPOKANE VALLEY, 2014 MOTOR VEHICLES AND PARTS GENERAL MERCHANDISE CLOTHING AND CLOTHING ACCESSORIES SPORTING GOODS, HOBBY, BOOK, AND MUSIC BUILDING MATERIAL AND GARDEN EQUIPMENT GASOLINE STATIONS MISCELLANEOUS RETAILERS, NON -STORE RETAILERS ELECTRONICS AND APPLIANCE FOOD SERVICES AND DRINKING PLACES FURNITURE AND HOME FURNISHINGS ACCOMMODATION FOOD AND BEVERAGE STORES PERFORMING ARTS, SPECTATOR SPORTS HEALTH AND PERSONAL CARE Spoke Valley Primary Trade Area 77% 133' 13a 120% 113% 107% 1049E 67% True Capture The expected trade capture rate depends on the type of retail that exists in the City and the area from which it draws customers. In the case of Spokane Valley, the primary trade area represents a geographic area from which customers are likely to come and is large in terms of population and geographic extent. Because there is a relatively high concentration of desti- nation and big box retailers in the City, one would expect that trade capture rates within the primary trade area would be high. The secondary trade area represents a larger geography and therefore more people. It represents an area where people will travel from but the overall percentage of spending power captured is less. It also overlaps directly with other competing retail centers. 53% 171% 187 199% 96 DRAFT Spokane Valley Secondary Trade Area 73% 69% 6396 56"x€ 4g% 4g% Trade Capture Trade capture can be interpreted in the following manner: If a neighborhood retail cor- ridor had a trade capture rate of exactly 100%, then sales in that neighborhood would be equivalent to all trade area residents conducting all of their retail spending within their neighborhood retail corridor. In reality, the trade capture rates for Spokane Valley represent the percentage of Primary Trade Area retail spending power (local resident spending power) captured by Spokane Valley retail businesses. It represents the percent- age of local residents' retail spending power captured by local bushinesses. 31 STRATEGIC THEMES FROM THE RETAIL PROFILE The Trade Area Analysis and Retail Trade Capture Assessment articulated a number of key themes that emerged from the data and analysis to inform the development of goals and strategies for retail in Spokane Valley. > Regional Draw for Retail. Spokane Valley draws shoppers from throughout the region, indicated by its high retail sales per capita and trade capture rates. This means many of its retailers are reliant on drawing traffic from throughout the region. > Auto Oriented and Concentrated along East West Corridors. Retail is clustered along the City's major thoroughfares and is generally auto oriented and relatively spread out. There are few neighborhood serving retail locations throughout the City and most of the City's retail clusters are anchored by a large -format (i.e. big box) retailer. > Large Format Retailers. General merchandise stores, represented by such brands as Kohl's and Target, represent a significant portion of the retail sales in the City. > Impact of the Spokane Valley Mall. The Spokane Valley Mall serves as a major retail draw and anchor for the city, luring customers from a larger region and impacting the development patterns found in the surrounding area. > Opportunity for full service restaurants to serve the City's existing population. Approximately half of all restaurants in the City are fast food/limited service establishments; the City of Spokane has signifi- cantly more (and a greater proportion of) full-service restaurants than Spokane Valley. DRAFT > Income and Housing. Higher -income households tend to cluster outside the City's boundaries to the north and the south, though neighborhoods within the City boundaries are more populous and host higher population densities. Gener- ally, the City is largely single family with little retail dispersed within the City's residential areas. > Market Indicators. Although retail vacancy rates have declined significantly over the last five years, there still exists a num- ber of underutilized and underperforming properties in the City. On average, retail lease rates are similar to those found regionally but well below rates found in downtown Spokane. 32 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley STAKEHOLDER ENGAGEMENT: VETTING INITIAL FINDINGS To better inform the retail strategy and leverage local expertise, CAI worked closely with City staff and stakeholders to solicit feedback and insights on re- tail in Spokane Valley. The information, ideas and contributions solicited from participants was used to inform the overall retail strategy and identify specific actions the City can take to enhance its retail environment. CAI facilitated engagement in the following ways: > A comprehensive tour of the City and its retail and cultural offerings > With the help of the City, organization of a representative group of stakeholders with experience in local real estate, retail sales, develop- ment and regional economic development > Facilitation of a stakeholder workshop hosted by City of Spokane Valley > Additional feedback through City -led interviews and a workshop ac- tivity DRAFT WORKSHEET Spokane. Y4 .R'wi J 1 d c e__•Y[.4�My{g tit4nr Mfic Spy irh'mWl;rM 2 2 $ 4 S rM Y.gr { np+lta+. 6 SFa'ar* ti'w►a drip a usmsan umnrt• 2 I 1 4 c t�y,y r 't ror .er�ervti a to [.ac 6 ahy svnn.as Win. raury ""ter "•=,�,w 0 s*ao�. a�excr MVP, ane n,tIrh,,,x a . Opo.r. Ya o, . "lark am i es Pas,int14 ❑ a ,,,rW m &tau t �, co'r+*.eca anv w.* w Cl'ill 1wIly rita4er..14 33 The following is a summary of the retail strategy workshop that took place on July 15, 2015. The intent of the workshop was to incorporate the ideas and expertise of local stakeholders. The workshop provided an opportunity to not only learn more about the retail environment in Spokane Valley but also to align the strategy with the challenges and opportunities cited by stakeholder participants. Alongside City staff, the following people par- ticipated in the workshop representing a mix of real estate professionals, property owners and regional economic development specialists. Work- shop participants include the following: > Jim Koon — NAI Black > Justin Folkins — Cantu Commercial Properties > John Miller — Divcon > John Guarisco — MDI Marketing > Katherine Morgan — Spokane Valley Chamber > Sam Morse — Cantu Commercial Properties > Wendy Smith — Greater Spokane Incorporated > City of Spokane Valley staff DRAFT CAI facilitated an informal discussion centered on establishing ar- eas of focus for the retail strategy and potential retail strategies to consider. Several retail "subdistricts" that exist within the City were utilized to frame the conversation. The workshop format provided the opportunity to: > Establish a common understanding of current retail condi- tions and goals for retail in Spokane Valley > Utilize the knowledge and experience of participants to for- mulate strategies on retail > Answer the question: What do you want us to know about retail in Spokane Valley and the greater Spokane Area? 34 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley STRATEGIC THEMES FROM THE STAKEHOLDER WORKSHOP Existing Conditions Stakeholder workshop participants offered their insights on the local real estate market and other factors as they relate to retail in Spokane Valley. These shorthand notes from the workshop help formulate findings and implications for strategy development. Real Estate Market > There could be a mix of office, retail and multifamily. Argonne and Pines are both corridors to consider. Questions: Is there an opportunity for multifamily in office corridors of the City? Would a change to mixed use be appropriate or beneficial? > The north -south corridors of the City are good locations for retail due to commute patterns. > Land pricing is a challenge in the City of Spokane Valley. Many landowners are willing to wait until the market can support high- er sales prices and thus are not motivated to sell/lease in current conditions. > New developments need to achieve $22 to $24 per square foot lease rates in order for new development to be realistic. Commuting Patterns > Many people work north of the freeway (I-90) and live to the south, resulting in north -south commuting patterns through the City (few people have a home -bound commute on Fancher or Trent). This is reflected in some street corridors where retail has concentrated to serve commuters. DRAFT Challenges and Opportunities The following stakeholders' thoughts and questions identify existing and potential challenges and opportunities for retail in the City. Challenges > Key challenges for retail are the decentralized nature of the City and the lack of concentrated attractions in any one area. The City needs an anchor attraction for the area around City Hall. Question: How can you draw people to the center of the City? > It is hard for mom and pop shops/retailers to compete with national chains and online retailers that are present in Spokane Valley . The Perry District in Spokane is an example of local retailers succeeding in today's evolving retail market. > High levels of traffic volume and rooftops (households) are neces- sary for successful retail. Throughout the City, higher concentra- tions of rooftops (households) are needed to drive business for more small scale retailers. Opportunities > There is an opportunity for a regional sports facility in the City that could drive retail spending. Opportunity exists to locate it close to shopping in the City. There is also an opportunity for an indoor recreation facility in the City. Look at the impact of basketball tour- naments in Spokane and Spokane Valley. > There is an opportunity for a recreational activity hub in the City. Potential exists for recreational equipment rental services as well as complementary retail and restaurants. Connect to river and trails system in the City and beyond. > There is existing demand for higher density multifamily develop- ment . 35 Approach to Land Use and Zoning Workshop participants focused a portion of their discussion on land use policy and its relationship to retail development. > To promote retail development in areas with supportive housing densities, there should be a focus on infrastructure improvements in such areas, especially those lacking public infrastructure that would support retail development . > Align permitted housing and commercial densities with market demand. > Develop long term strategies addressing retail and housing densi- ties and their relationship. Retail Subareas and Trends The stakeholder group discussed the Argonne retail subdistrict and its role within the City. This conversation led to a broader discussion of retail in the city and in other retail subdistricts identified through the study. This section is broken into several categories for clarity. Argonne Junction > There are high levels of traffic from commuters traveling from the north of the freeway. > The area hosts a number of major employers. > The central hub of the neighborhood consists of food/restaurant retail. > Argonne is a good fit for neighborhood -serving retail. Question: Is there room for additional grocery retail in this location? > There are roles for retail growth and a continued office presence in the neighborhood. DRAFT Western Spokane Valley > Not walkable and low demand after business hours. > There is low retail draw to this subarea. > This area is destination driven (major destination retailers). > In some cases, lease rates have to be lowered to keep and/or attract tenants. Industrial Retail > Businesses that include a mix of retail and industrial activi- ties, such as a brewery, can have a difficult time finding spac- es that fulfill their large floor area requirements and allow for such a mix of uses. Questions: How do we fit them into our code/land use regulations? Where can they grow? > In many cases such businesses are priced out of Spokane. Spo- kane Valley has a relative pricing advantage with somewhat lower land values and required lease rates. 36 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley Draws to the City On several occasions participants discussed the need to draw more peo- ple to the city. Thoughts from this discussion are summarized below. > Downtown Spokane has cultural draws to complement retail, something Spokane Valley lacks. There is a lack of a center of town where you can conduct multiple activities. There are vari- ous opinions on where this can/should be such as near City Hall or the Mall. > How does tourism fit into the City's plan and ambitions for retail? What role can an athletic facility play in drawing people to the City? A major facility or event would draw lots of regional/state visitors to Spokane Valley. The City should focus on drawing peo- ple that may otherwise spend their money and time in the City of Spokane. > Look to Kendall Yards as a transformative project to draw people to the City Retail Strategy Outcomes and Focus The following represents areas or topics that the group recommended the strategy focus on and/or include. > City has had a great start with branding & identity and needs to continue to establish a clear identity. Market the city's outdoor recreation opportunities > What's the city's brand going to be? Emphasize "Hometown America" > Focus on utilizing on-line/social media resources > Retailers associations and special events DRAFT > Explore public and private partnerships/investment opportunities that will increase opportunities for new and better types of retail. Land use policy as well as infrastructure improvements are import- ant factors in creating a better retail environment > Plan for the continued and growing role of on-line shopping > Focus on the following customer segments: young people, students, families, visitors, current residents 37 DRAFT 38 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley 0 GOALS, STRATEGIES & ACTIONS GOALS, STRATEGIES AND ACTIONS The strategic planning framework relies on Goals, Strategies and Action Steps to organize the content and speed implementation. > A goal provides a high-level objective > A strategy is an approach to achieving a goal > An action step is a critical task in pursuing a strategy Because this plan draws on content from other plans, and because it may require action from several different city departments, icons are used to track items that have been prioritized for early action. Such actions were selected because they represent critical first steps, quick wins or will have a profound impact on retail in the city. HIGH PRIORITY ACTION DR„ FT There are six goals in this Retail Improvement Plan, and though they sometimes overlap or are mutually reinforcing, they each contain unique strategies united by a common theme. Every goal is an essential compo- nent of Spokane Valley's comprehensive retail strategy. Some of the strategies have longer implementation timelines or refer to continuing action by the city, while others are more discrete or time -de- limited. Further study may be needed to refine the city's prioritization of these strategies, and even when strategies are completed, there will likely be next steps that become apparent and that guide future expenditures of time and money. For these reasons, this plan is not exhaustive, but rather presents the City's decision makers with a robust list of opportunities to improve local retail options; when new opportunities surface that are not included in the plan, they should be evaluated for their fit with the City's vision and the spirit of these goal statements. 41 GOALS AND STRATEGIES AT A GLANCE POLICY CRAFT POLICY TO SUPPORT GOOD RETAIL IN THE RIGHT PLACES This goal is about crafting the City's ad- opted policy to support quality retail in appropriate locations. Key policy docu- ments may include the Comprehensive Plan, the land use code and the building code. Because these policy documents specify where retail uses may be located, as well as allowable development inten- sities, they need to be carefully reviewed to ensure that they encourage landown- ers to build projects that clearly serve the city's residents. Key strategies within this goal include increasing allowable multi- family densities and permitting denser single family development to increase the "rooftops" that support local retail- ers. This goal also contains strategies that aim to encourage smaller -scale retail and "local production" uses in appropriate places. INFRASTRUCTURE PLAN AND BUILD INFRASTRUCTURE TO SUPPORT RETAIL DEVELOPMENT This goal pertains to infrastructure devel- opment that improves the accessibility and aesthetic quality of retail centers. Good infrastructure investments also provide the setting for private invest- ment and send signals to retailers both locally and regionally that Spokane Valley is open for business. Strategies include improving landscaping standards, prior- itizing capital projects with input from re- tailers, investing in the appearance of key gateways and planning for multimodal access to retail centers. 42 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley IMAGE & IDENTITY 0 STRENGTHEN SPOKANE VALLEY'S IMAGE AND IDENTITY ASA RETAIL DESTINATION This goal aims to improve the city's identity both locally and regionally and to ensure that any branding efforts are tailored to reinforce this image. Percep- tions of Spokane Valley will drive loca- tional decisions for prospective retailers and will shape consumer opinions about the City's retail offerings. Key strategies in this section include updating wayfind- ing and signage and using natural assets and existing brand perceptions to an- chor targeted marketing campaigns for retail districts and retail segments. This goal also includes strategies relating to the city's permitting process, as a "busi- ness friendly" disposition is an import- ant component of a city's identity. ASSETS LEVERAGE REGIONAL AND LOCAL ASSETS TO DRIVE LOCAL COMMERCE This goal intends to increase retail traf- fic by drawing on existing assets in the greater Spokane region and in Spokane Valley, specifically. From malls to trail networks to special events, local com- merce and retail spending are driven by local and regional assets that the City should strive to better leverage. Strat- egies ask the city to expand its event offerings locally, increase participation in events regionally, connect businesses with event sponsorship opportunities and leverage natural amenities and key facilities like the Spokane River and Cen- terplace. CENTERS SUPPORT AND EXPAND EXISTING RETAIL CENTERS This goal is about supporting existing re- tail centers and focusing efforts on core retail areas. The city has a number of distinct retail centers and corridors and some suffer from increasing vacancies, poor upkeep and other market challeng- es. As such, strategies include increasing support for entrepreneurship, offering financial incentives to business owners, matching tenants with available spaces, networking with real estate profession- als and intensifying retail recruitment efforts. CATALYSTS SUPPORT CATALYTIC, TRANSFORMATIVE OR INNOVATIVE RETAIL PROJECTS IN SPOKANE VALLEY Though goals one through five may all support the development of catalytic projects to some extent, goal six is fo- cused on identifying and implementing ambitious visions for key retail and mixed-use sites in the city. Strategies include a review of development guide- lines for larger development projects, as well as specific actions pertaining to sites like Mirabeau Point and City Hall area. 43 DRAFT 44 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley HOW TO NAVIGATE THIS SECTION Strategy This line presents the numbered and named strategy, organized by goal. Action Steps Actions are identified by number and name, with a description provided for each. wr1 STRATEGY 1.1 N• 1.1,1 Change ultifaroily Limits C's ,er - Lhe rt.ittential dem:1y lirri[ irx mulliearnily€r*,idenlssl00tI rvixed use cernr-trc & ' audit ather tAvant policy documents to er iurc campadb6tywith mixr,d-•u,e r orrs[ruc[ir n 1.1.2 Encnura,ge Cottages and Al) s Encourage h ighcq d e rrse y si nge ram raj hou r; n g .,pc! o;. c s. such as cottage " "and iktached icCxsary dwelling units,vAlere the} rirc surnprtrble molt the _ rmidentlal developmencm 1.13 Rezone Commercial Corridors it@xone trim nor [I,.'yanta ozgridors 9f Pirx#and Are0Pr& rrr irinrd dentuticrn allowalr� afrECe. ret A aryl resyde al 3e^41}t1 .11e 10- -.we :rsra.ed etr-�ax,•I,. rhta: -:•yrrie_ eye ar r-rar5 2 v,r.: i:'.45 :•‘' •, JSI9t'-}rrh.:.tr: IP_ :Rr 5`:='r� t!{&,}! '.. �. •.!. i �! r -t ■ 0.3 r9'G J[rj ° t, gad :tare 0.tr F-.;0= r.s:t, r0i•lb,,rtei.11 .. • raze. :'l:.':ez"-•-....xsart ..:rl';]t:r. 9G kStt -tu :St'_`e rcr-"'r a • c•at[s:itd rrce i Ar;k *ems , -:-a�. 3r=� Sr -a. -aIle anw�r 5± ".,.a = r:41 -L.• 46 CRAFT RETAIL IMPROVEMENT STRATEGY n. i.r {, if.y rSfrOl<alle Valteyr High Priority An icon is used to indi- cate whether the action is deemed "high-priority". Context Data, case studies and other information is inter- spersed throughout the plan to provide key con- text for the strategies and action steps. 45 DR„ INCREASE RESIDENTIAL DENSITIES TO PROVIDE ADDITIONAL "ROOFTOPS" FOR RETAILERS 1.1.1 Change Multifamily Limits Consider increasing the residential density limit in multifamily residential and mixed use commercial zones and audit other relevant policy documents to ensure compatibility with mixed-use multifamily construction. 1.1.2 Encourage Cottages and ADUs Encourage higher density single family housing typologies, such as cottage housing and detached accessory dwelling units, where they are compatible with the existing residential development pattern. 1.1.3 Rezone Commercial Corridors 3 Rezone the north/south corridors of Pines and Argonne to a mixed use designation allowing office, retail and residential. FT WHAT IS COTTAGE HOUSING? WHAT ARE ACCESSORY DWELLING UNITS? Cottage housing is an innovative single family housing product that consists of small, detached homes (often less than 1,500 square feet) clustered around a common open space, with garages and parking located peripherally. These "cottages" are an emerging trend across the Pacific Northwest and the nation because they offer a more affordable home ownership option for smaller families, young professionals, singles, and empty nesters. The smaller structures and central open spaces create a neighborly feel, and cot- tage housing developments are typically design to fit the character of existing single family neighborhoods. Accessory dwelling units (ADUs) are additional dwelling units that may be attached to or detached from a single family home. These units generally contain their own kitchen, bathroom and sleeping area, but are secondary to the main home in scale, location and appearance. ADUs are a minimally -invasive means of increasing density in single family neighborhoods. 46 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley Housing Densities Retail is an indirect function of housing, since retailers rely on captur- ing the everyday spending of people that live nearest to their store. Communities seeking to attract a greater number and diversity of retailers need residents to drive demand. Therefore, the most effec- tive way to increase the retail presence in Spokane Valley may be to increase the city's population. Multifamily housing units, like those at River House (pictured), have the added benefits of concentrat- ing population near shared amenities, like the Centennial Trail and the Spokane Valley Mall. Data from the profile (see the population density map, below) indicate an opportunity to achieve more urban densities in portions of Spokane Valley. DR„ STRATEGY 1.2 TAILOR ZONING TO PROMOTE SMALL-SCALE RETAIL USES IN NEIGHBORHOOD COMMERCIAL AREAS 1.2.1 Add an Overlay or New Zone Assess the feasibility of adding a neighborhood commercial overlay zone to critical intersections, particularly in residential areas south of Sprague. The city should evaluate several intersections, including 16th/Dishman Mica, 16th/Pines, 16th/Hwy. 27, 16th/Sullivan, 32nd/Pines, 32nd/Hwy. 27, Dishman Mica/Bowdish and the area south of Coyote Rock. Criteria may include: > Availability/developability of land > Neighborhood support > Supportive zoning/land use > Adequacy of infrastructure 1.2.2 Create Overlay Requirements Create overlay development regulations and design guidelines that require or encourage minimal setbacks, smaller building footprints, significant facade transparency, and other key characteristics of neighborhood retail. 48 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley FT STRATEGY 1.3 -REWORK-RELEVANT DEVELOPMENT REGULATIONS TO O:r.C 1.3.1 Encourage "Local Production" Uses In specific areas, allow and encourage specific uses that are not otherwise permitted, like breweries, metallurgical studios, tanneries, art galleries, etc. Areas may include the west Spokane Valley industrial area, the Montgomery Road industrial area, and the Spokane Business and Industrial Park. 1.3.2 Facilitate Short - Term Leases Work with landowners and brokers to facilitate short-term leases for pop-up retail uses in underutilized retail and industrial spaces. CALYR N" SES 1 WHAT ARE LOCAL PRODUCTION USES? WHY WOULD WE WANT THEM? In recent years, cities around the country have begun to rec- ognize the value of local manufacturing, a sector that typically offers high wages and is accessible to workers with relatively little education. While most large-scale factories have relocat- ed to other countries to take advantage of lower costs, the local manufacturing movement seeks to create unique artisan and craft products that evoke pride of place. Examples of local producers include breweries, chocolatiers, tile makers, apparel and custom electronics manufacturers. Their facilities tend to be multi-purpose, featuring a retail storefront or taproom in the front and a larger space with manufacturing equipment located in the back. Encouraging local production uses supports an entrepreneurial culture that can help cities develop a brand identity in addition to creating employment and diversifying retail offerings. Spokane Valley's 12 String Brewing Company is an example of a local production use, and certain parts of the city, including western Spokane Valley (below) could benefit from more of these types of uses. 49 Infrastructure STRATEGY 2.1 nn��•��n F:1I111201111 111111.1 0]:161111V 1LM I1 II:i11/.1M19101® MIAl ®erase w 2.1.1 Encourage Attractive Landscaping Evaluate landscaping and screening standards for sufficiency in new developments and encourage sustainable and attractive landscaping treatments like xeriscaping. 2.2.2 Fund Needed Maintenance Identify and catalogue needed capital improvements to existing retail centers (e.g. consistent sidewalks, healthy street trees) and match property managers with relevant funding mechanisms. 2.2.3 Prioritize Capital Improvements Commission a study or consult with retailers, retail brokers and commercial property managers to evaluate the return on investment to the City and the impact on retailers of proposed capital improvement projects; use the analysis to prioritize projects from the capital facilities plan that have significant returns for the City. 2.2.4 Improve Key Gateways Invest in the aesthetic appearance of key gateways into and through Spokane Valley, and ensure that these gateways communicate Spokane Valley's vision and key investments and attractions (for an example, see the regional wayfinding plan completed by the Downtown Spokane Partnership and Spokane County). WHAT IS XERISCAPING? WHY WOULD I USE IT? Spokane Valley's arid climate lends itself to xeriscaping, a landscaping strategy that uses drought -tolerant plants to reduce or eliminate the need for irrigation. Xeriscapes are not necessarily comprised of native plants; rather, the emphasis is on plants that are best suited to thrive in local en- vironment conditions. This helps to conserve water, lower maintenance costs and reduce water pollution caused by fertilizers, particularly when lawn areas are minimized. Ultimately, xeriscaping can add value to retail properties in Spokane Valley because it creates an attractive shopping en- vironment while minimizing maintenance costs. 50 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley STRATEGY 2.2 _ENSURE ADEQUATE MOTORIZED AND NON -MOTORIZED CONNECTIONS TO SPOKANE VALLEY RETAIL CENTERS 2.3.1 Leverage the Appleway Trail Harness the potential of the Appleway Trail to spur retail development on nearby parcels that fit the city's criteria for retail development; specific actions may include: expansion of the Appleway Trail, improved connections to retail properties and added trail signage to indicate nearby shopping destinations, the creation of public spaces that link retail centers with the trail, improved marketing materials for retail centers that are adjacent to the trail corridor and promotion of vacant retail sites adjacent to the trail. 2.3.2 Assess Transit Access Assess the accessibility of key retail centers by public transit, and use this assessment to inform future investments and route planning; ensure that major retail centers benefit from multimodal connections within 1 /4 mile. 2.3.3 Coordinate Multimodal Planning Efforts Work with the Spokane Transit Authority to ensure that multimodal planning efforts treat retail centers as critical nodes in motorized and non -motorized networks and plan and fund bicycle facilities accordingly. As new retail centers emerge, periodically review the Bike and Pedestrian Master Plan to reprioritize projects that serve these centers. 51 Infrastructure Multimodal Connections The success of the Centennial and Appleway Trails illus- trates the appeal of a robust network of non -motorized trails in the community. Similarly, pedestrian amenities, like wider sidewalks with landscaping, plazas and small parks improve the quality of life for residents and create attractive, vibrant places. For developers and retailers, these features offer a more utilitarian purpose: facilitating commerce. Recent economic research has led to the discovery of a "walkability premium" in commercial real estate. Commer- cial properties located in places with high walkability have demonstrably higher appreciation trends, as compared to those in car -dependent locations. This is, in part, driven by a shift in demographic trends and consumer preferences as people move back into urban centers, seeking great- er work -life balance. Increasing multimodal connectivity between commercial centers can boost consumer activity and make these centers more appealing for development. STRATEGY 3.1 X 1111Ml� AIIIMULIMIII►1 IKIIMll INNOIMlMM19211M1M11 el:10L11 3.1.1 Create a Brand Leverage key assets in a professional branding effort (engaging a branding consultant if necessary); include the city's access to outdoor recreation, excellent sports facilities, natural amenities, family -friendly atmosphere and other perceived strengths. 3.1.2 Update Wayfinding and Signage Update wayfinding and signage standards to reflect marketing and branding efforts, and implement a cohesive wayfinding program that links disparate retail centers. STRATEGY 3.2 CREATE A STRATEGIC MARKETING PLAN FOR RETAIL CENTERS WITHIN THE CITY 3.2.1 Identify Marketing Gaps Speak with retailers, property managers and commercial brokers to identify gaps in existing marketing efforts. 3.2.2 Brand Retail Centers Work with retailers, neighborhood groups and residents to cultivate specific identities for major and minor retail centers, and use these identities to anchor branding and marketing efforts. 3.2.3 Promote Retail Segments Promote individual retail segments (e.g. food services, hospitality) through targeted regional marketing campaigns and unique marketing materials. Left: Spokane Valley residents gather to explore the Appleway Trail shortly after a ribbon -cutting ceremony 53 Image and Identity DR„ ID STRATEGY 3.3 Image and Identity FT PARTICIPATE IN REGIONAL BRANDING AND MARKETING EFFORTS THAT SUBSTANTIALLY ADVANCE THE CITY'S RETAIL GOALS 3.3.1 Evaluate Current ROI Evaluate the return -on -investment of participation in regional tourism promotion activities. 3.3.2 Participate in Regional Efforts Participate in regional marketing efforts to ensure that these efforts reflect Spokane Valley's priorities, assets and local branding and marketing efforts. 54 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley STRATEGY 3.4 STRENGTHEN PERCEPTIONS OF THE RETAIL COMMUNITY AND PROMOTE A CULTURE OF CUSTOMER SERVICE 3.4.1 Expand the New Business Welcome Program Build on the new business/retailer welcome program in partnership with local business organizations, and expand welcoming activities to potentially include additional temporary signage, press releases, how-to guides and technical assistance and branded marketing materials. 3.4.2 Disseminate Business Resources Create branded online and print materials to market business resources, potentially including a small business resource directory, a "how to do business in Spokane Valley" guide and a handbook on licensing and permitting. 3.4.3 Employ Permitting Best Practices Ensure that current permitting processes for commercial developments are streamlined and convey a business friendly approach to encouraging good development. 3.4.4 Publicize Retailers and Events Consider new tools, including social media and an expanded online presence, to tell the city's story and highlight unique retailers and retailing events. 3.4.5 Communicate Retail Successes Communicate successes frequently to regional media outlets, including new developments in key commercial corridors. HOW AND WHY SHOULD CITIES USE SOCIAL MEDIA? Social media has created a method by which cities can communicate in a more interactive manner with their residents, particularly those who may not receive information from more traditional news sources. Rather than rely on local news outlets to convey information from the city, city staff can reach their tar- get audience more directly and ensure that the message is delivered as intend- ed. An additional benefit of social media is that, other than staff time, there is no cost associated with creating a post on Facebook, Twitter or Instagram. In addition to buy -in from city leaders, centralized control over content publica- tion is important. Coordinating internally helps staff understand the purpose of social media, creating more effective messaging and consistency between different departments. Cities must also work to proactively build their audi- ences by regularly cross -promoting their various social media accounts and promoting their presence through traditional media outlets. These represent a few key strategies for harnessing the power of social media. Cities that post regularly and share their accomplishments can begin to bridge the divide between the government and its people, encouraging more open communication, and ideally, a community that is more civically engaged. 55 -o ma_e an• I•entit� STRATEGY 4.1 DEVELOP A LARGE ANCHOR TO ATTRACT VISITORS AND INCREASE CUSTOMER TRAFFIC FOR RETAILERS 4.1.1 Explore Investment in Tourism Anchors Identify potential projects that could spur tourism and drive traffic, and study these projects to evaluate their ROI and prioritize city investments. 4.1.2 Find Funding for Implementation Allocate funds to implement projects, in accordance with the results from 4.1.1. 56 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley STRATEGY 4.2 WORK WITH LOCAL AND REGIONAL ORGANIZATIONS TO EXPAND EXISTING EVENTS AND DEVELOP NEW ATTRACTIONS 4.2.1 Create an Event Management Playbook Design and develop an event management "playbook" that outlines city codes and requirements, available and appropriate venues and associated costs, and volunteer organizations and other partners, including the city, available to help with hosting events. 4.2.2 Promote Athletic Events Promote and expand existing regional athletic events held in or around Spokane Valley, including Spokane Indians games and regularly occurring events at Plante's Ferry, and work with event organizers to engage local retailers in sponsorship opportunities for these events. 4.2.3 Implement a "Night Out" Consider implementation of a "night out" program throughout the city or in specific neighborhoods where retailers periodically extend their hours and invite customers to socialize in their stores. 4.2.4 Support Food -Related Events Consider implementation of a "taste of Spokane Valley" or "restaurant week" event to highlight area restaurants. 4.2.5 Encourage Food Trucks Permit food trucks in Spokane Valley and encourage them to locate near event venues to provide "pop-up" retailing. Food -related events could highlight local restaurants like Ambrosia Bistro and Wine Bar, which features innovative cuisine and handcrafted cocktails 57 DRAFT Retailers that provide an experience along with something to purchase will be rewarded. Urban Land Magazine "Retail Futures" (2010) 58 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley DRAFT STRATEGY 4.3a aid _IMPROVE CAPTURE O 4.3.1 Increase Regional Participation Promote Spokane Valley retailers and hoteliers at regional events, such as Spokane HoopFest, Bloomsday and the Ironman Triathlon. 4.3.2 Advertise Natural Amenities Pursue differentiation strategies based on connections to the Spokane River and other unique quality -of -life assets. 4.3.3 Fill Existing Facilities Actively seek conferences, conventions and other events for spaces like CenterPlace, and expand the city's role in marketing key facilities. Whitewater kayaking is a popular activity on the Spokane River, particularly in the rapids through Riverside State Park 59 1• Regional Events Spokane County is home to a variety of major annual events, such as Spokane Hoopfest (pictured), a street basketball tournament held in June that involves around 7,000 teams and 250,000 players and fans. Other notable events in Spokane are Bloomsday, a weekend of festivities capped off by a 12 kilometer run, and the 4th of July cele- bration on the Riverfront Park. Valleyfest is Spokane Valleys largest annual celebration of all things Spokane Valley, including myriad events, musical entertainment, performances, and craft and food vendors. Spokane Valley also hosts the Spokane County Interstate Fair, Bighorn Outdoor Adventure Show, Spokane Boat Show and the Farm Chicks Antique Show. To the east, the Coeur d'Alene Ironman triathlon also bring thousands of visitors to the region annually. Spo- kane Valley's retailers --particularly hoteliers and restaurants --would benefit greatly from increasing involvement in these events. STRATEGY 5.1 AID LOCAL AND REGIONAL ENTREPRENEURS IN STARTING AND GROWING BUSINESSES IN SPOKANE VALLEY 5.1.1 Identify Business Incentives Continue to identify and catalogue sources for federal, state and local business incentives and evaluate the city's dissemination of these resources. 5.1.2 Promote Crowdfunding and Microfinance Connect small businesses with crowdfunding and crowdsourcing platforms and other forms of microfinance to aid start-up activities. 5.1.3 Convene a Technical Assistance Panel Work with post -secondary institutions and economic development organizations to convene a volunteer -based technical assistance panel that could offer periodic workshops on topics of interest to business owners. 5.1.4 Offer Financial Incentives Explore the feasibility of facade improvement grants, tax credit/abatement programs or revolving loans for property owners that voluntarily make physical improvements to their properties. 61 Retail Centers STRATEGY 5.2 Retail Centers FILL RETAIL VACANCIES AND SUPPORT ANCHORS FOR KEY RETAIL CENTERS 5.2.1 Address Market Challenges Work with local brokers and property owners to address the challenges that face small businesses and land owners as they pertain to low land prices, low lease rates, competition from national retailers and other factors that make small-scale retail development challenging. 5.2.2 Match Businesses with Available Space Using GIS, maintain a list of available commercial properties and assist small businesses in finding space that meets their needs; make this information available online. 5.2.3 Maintain Industry Relationships Develop and maintain relationships with property managers and commercial brokers who market Spokane Valley's commercial properties. 5.2.4 Engage the Brokerage Community Invite locally -based real estate brokers to write periodic "state of the market" articles that highlight available properties in Spokane Valley. 5.2.5 Intensify Recruitment Efforts Develop and vet a list of retail recruitment targets (e.g. high- quality grocer, locally -owned restaurants), and mobilize resources to institute intensive recruitment campaigns. See page 76 for recruiting targets. 62 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley Helping to match businesses with vacant commercial spaces, such as those advertised here along N Mullan Rd, will improve vibrancy along commercial corridors STRATEGY 5.2 FILL RETAIL VACANCIES AND SUPPORT ANCHORS FOR KEY RETAIL CENTERS 5.2.6 Highlight Lower Costs Market Spokane Valley's relative assets, such as low land prices, in recruitment efforts. 5.2.7 Develop a Site Selection Dashboard Develop an online "dashboard tool" that will serve as a communication platform with potential retailers and investors about key locational criteria for various retail types, as well as market data for retail and related uses. 5.2.8 Consider Land Use Alternatives `= Evaluate alternative land uses, such as office, flex or mixed -uses, for chronically under -performing retail locations, and encourage new retail to locate in existing, high-performance centers. 5.2.9 Hire a Retail Recruiter Where needed, explore hiring a retail recruiter with a focus on filling identified gaps in retail offerings and services. 63 Retail Centers DRAFT "Today, partnerships are used not only in transportation projects but also for water and wastewater systems, delivery of social services, building schools, and a wide range of other applications. By far the fastest- growing arena for the use of PPPs is urban economic development." Urban Land Institute "Ten Principles for Successful Public -Private Partnerships" (2005) View at: http.//uli.org/wp-content/uploads/2005/01/TP Partnerships.pdf 64 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley DRA, STRATEGY 5.3 EXPAND THE ROLE OF THE LOCAL BUSINESS COMMUNITY 5.3.1 Establish a Retailers Association Establish or support a local retailers association for the City and/or within distinct neighborhood clusters. 5.3.2 Create a Business Improvement District Support the creation of a Business Improvement District (BID) or similar special assessment district to improve the function and aesthetics of existing retail centers. 5.3.3 Conduct Small Business Forums Periodically conduct small business forums or distribute surveys to connect with stakeholders and determine the challenges and opportunities facing Spokane Valley's business community. 5.3.4 Explore Public -Private Partnerships Explore the potential for public/private partnerships that will support or include new high quality retail. FT 65 Retail Centers DR, 4-, STRATEGY 6.1 UPPORT CATALYTIC MIXED-USE AND RETAIL PROJECT 4-, 6.1.1 Encourage Good Design Coordinate with the Comp Plan to ensure that adopted policy facilitates the development of high-quality commercial space, particularly in large developments. Consider design details that include architectural quality, orientation to the street, landscaping and facade transparency. 6.1.2 Evaluate Parking Standards Assess the potential for reduced parking requirements in large, retail -anchored catalytic projects and small-scale neighborhood retail projects that incorporate multimodal connections or shared parking arrangements. 6.1.3 Review the Planned Development Process Evaluate the planned development process (or similar master planning frameworks) to ensure that it effectively accommodates the evolution of retail development over time and the changing needs of large, mixed-use and "traditional neighborhood design" projects. 6.1.4 Encourage Innovation Encourage innovative retail concepts in the redevelopment of existing retail centers. See Old Town Square in Wilsonville, Oregon as an example of innovation in suburban shopping centers. 6.1.5 Locate the Next "Kendall Yards" Identify a location and support the development of a mixed-use development, similar to Kendall Yards, that integrates retail with housing and other uses. 66 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley FT Catalytic Projects Communities that seek to move away from a primarily auto -oriented development pattern towards a more pedestrian -friendly environment often need a catalytic project that can demonstrate the feasibility of a walkable retail model. In Spokane, Kendall Yards is a large mixed use development that features open spaces, retail and a range of housing types. At a smaller scale, revitalization of the South Perry District through streetscape improve- ments funded through Spokane's Centers & Corridors Program improved pedestrian safety and made the area more pedestrian friendly with benches, trash cans and sidewalk paving. Partly due to this public investment, the neighborhood has successfully added a number of new shops and restaurants that were attracted by the walkability and proximity to other businesses. Recently, a developer has proposed a mixed use development in a vacant lot in the South Perry District, which would be the district's first housing development. A successful retail strategy for Spokane Valley will sup- port the development of catalytic projects that help the city achieve its vision for quality regional and local retail centers. DR, 4-, STRATEGY 6.1 UPPORT CATALYTIC MIXED-USE AND RETAIL PROJECT 4-, 6.1.6 Support the Development of Mirabeau Point Encourage the Mirabeau Point site to develop high quality retail and supportive uses, including restaurants, hospitality and recreational services (e.g. equipment rentals). 6.1.7 Encourage Retail near the Fairgrounds Support innovative and compatible retail concepts (e.g. "make in back, sell in front") in western Spokane Valley, especially in locations that capitalize on existing traffic at the Fairgrounds and the baseball stadium. 6.1.8 Execute the Vision for City Hall Area Participate in a subarea planning process for the City Hall area and encourage a progressive vision for development around City Hall, supporting investments that advance that vision. 6.1.9 Support Plante's Ferry Evaluate the opportunity to provide supporting retail and services near Plante's Ferry, and communicate the city's desire for the development of uses that support park users. 6.1.10 Encourage Retail Near Coyote Rock Work with developers and land owners to identify key sites near Coyote Rock for neighborhood -serving retail, and communicate the city's vision for these sites. 68 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley FT STRATEGY 6.2 6.2.1 Conduct a Market Analysis and Business Plan ® Conduct a market analysis to ensure sufficient demand and scale initial efforts for the farmer's market, and use this market analysis to inform a detailed business plan. 6.2.2 Recruit an Operator Recruit an organization to operate or aid in the operation of the farmer's market and evaluate the potential to network or affiliate with other successful markets in the area. 6.2.3 Identify Synergistic Sites Identify locations for the farmer's market that contribute to the vitality of existing retail centers. 6.2.4 Plan for Expansion Plan for opportunities to scale the farmer's market up to a local or regional food hub that incorporates more intensive production activities. Rusty's Produce, in operation since 1984, offers residents of Spokane Valley a variety of fresh fruits and vegetables from at its location on E Sprague Ave 69 DRAFT 70 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley 04; IMPLEMENTATION PRIORITIZED ACTIONS The table on pages 72-74 presents a list of the "high priority" actions from this plan. Each action is mapped to retail centers throughout the city, so that implementers of the plan can target their actions within the community. The table also provides a starting point for immediate action by isolating the first step in pursuing each prioritized action. Western S.V. Mirabeau & S.V. Mall North/Coyote Rock Sprague Corridor Neighborhood Centers Where to start? DRAFT 1.1.3 Rezone Commercial Corridors X Coordinate with long-range planning efforts, such as the Comprehensive Plan update, to conduct due diligence and initiate rezone 1.2.1 Add an Overlay or New Zone X Coordinate with long-range planning efforts, such as the Comprehensive Plan update, identify procedures for adding a retail zone or overlay 1.3.1 Encourage "Local Production" Uses Coordinate with the Planning Division to evaluate and amend applicable codes to allow retail in industrial zones, as conditional uses and home occupations 2.2.2 Fund Needed Maintenance X X X X X X X Use the current Capital Improvements Plan to categorize needed improvements by retail area; seek funding for prioritized areas 2.2.4 Improve Key Gateways X Coordinate with Public Works to ensure that the CIP treats key gateways appropriately; use branding guidelines to prioritize improvements 2.3.1 Leverage the Appleway Trail Identify retail zoned sites adjacent to trail and coordinate with representative brokers to market trail access; influence planning for future trail segments 3.2.3 Promote Retail Segments X Using the retail profile in this study, select target segments and work internally to craft marketing materials; coordinate with regional brokers 72 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley N 70 U 0 >i = UJ N 2 G oro ET Mirabeau & S.V. Mall North/Coyote Rock Sprague Corridor Neighborhood Centers DRAFT Where to start? 3.3.2 Participate in Regional Efforts X Engage with Greater Spokane Inc. and other relevant entities to communicate results from a local branding effort 3.4.4 Publicize Retailers and Events X Initiate a forum for local retailers to brainstorm event priorities; simultaneously coordinate with appropriate departments to amplify social media presence 4.1.1 Explore Investment in Tourism Anchors X Negotiate a scope of work with an appropriate consultant to evaluate a list of tourism investments for potential ROI to the city 4.2.3 Implement a "Night Out" Reach out individually to key business owners to pitch the "night out" concept; use coordinated marketing and "word of mouth" to recruit participants 4.2.4 Support Food -Related Events Reach out individually to key restaurateurs to pitch the "taste of Spokane Valley" concept; use coordinated marketing and "word of mouth" to recruit participants 5.1.4 Offer Financial Incentives X X X X X Discuss suggested mechanisms with relevant departments and political authorities to evaluate initial feasibility 5.2.2 Match Businesses with Available Space X X X X X Coordinate with brokers to assemble a list of vacancies and work internally to determine where and how to publicize this information; update regularly 73 v 70 0 ro -. ro Western S.V. 'u c c 0 E° Q Mirabeau & S.V. Mall North/Coyote Rock Sprague Corridor Neighborhood Centers Where to start? DRAFT 5.2.5 Intensify Recruitment Efforts X See pages 75 - 77 5.2.8 Consider Land Use Alternatives X Use vacancy data to identify underperforming retail centers; areas with sustained, higher than average vacancy rates are candidates for rezoning 5.3.2 Create a Business Improvement District X Reach out to local businesses to establish interest and start an initiation petition; see: "Parking and Business Improvement Areas" at http://mrsc.org/ 6.1.5 Locate the Next "Kendall Yards" Facilitate integration of economic development priorities into the Mirabeau Point plan, or other subarea plans of similar scale 6.1.6 Support the Development of Mirabeau Point X See above, 6.1.5 6.1.7 Encourage Retail near the Fairgrounds Identify business and land owners in close proximity to the Fairgrounds and discuss specific impediments to retail development to formulate next steps 6.1.8 Execute the Vision for the City Hall Area Identify complementary retail activities and development opportunities to market to local brokers and potential developers 6.2.1 Conduct a Market Analysis and Business Plan X X Reach out to local or regional operators of existing farmer's markets and contract with an operator or consultant to begin business planning 74 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley DRAFT RETAIL RECRUITMENT TARGETS The following table draws on data from the retail profile and findings from workshops, interviews and other research to prioritize recruiting targets for Spokane Valley. Retail Type Trade Capture Suitability for Local/Regional Recruitment Rationale Key Retail Targets Motor Vehicles and Parts General Merchandise Clothing and Clothing Accessories Sporting Goods, Hobby, Book and Music Building Material and Garden Equipment Gasoline Stations Miscellaneous Retailers/ Non -Store Electronics and Appliance Food Services and Drinking Places Furniture and Home Furnishings Accommodation Food and Beverage Stores Performing Arts, Spectator Sports Health and Personal Care 199% 73% 187% 69% 171% 63% 153% 56% 133% 49% 133% 49% 120% 44% 113% 42% 107% 39% 104% 38% 93% 34% 91% 33% 77% 28% 67% 25% High Low Low Medium Low Low Low Low High Medium Medium High High Low Opportunity to build upon success of existing auto row Existing presence and abundance of big box retailers Presence of regional mall and associated department stores Auto Dealers Opportunity to attract unique small E Local Production Retailers and scale retailers and entrepreneurs Shops Presence of major big box retailers Existing presence of freeway oriented gas stations [Largely made up of on-line retailers Existing strong presence and growth in on-line sales Lack of locally owned and full service Local and Regional Restaurants restaurants Opportunity for local production and Local Production Retailers and makers spaces Continued demand associated with mall and local employment growth Lack of local or specialty food presence Existing facilities within City offer opportunity for additional events Although retail trade capture is low number of drug stores is high Shops Niche Grocery Store/Food Store Special Events > Auto brands not currently present in the City of Spokane Valley or brands lackinga regional presence > Existing auto dealers looking to expand or improve facilities > Auto services (repair shops, accessories) that complement auto dealers > Local businesses small scale production and manufacturing companies with retail component > Breweries, distilleries, wineries and commercial kitchens > Local furniture producers and carpentry facilities > Makers studios and collaborative work spaces > Smaller limited service chains with either local or regional presence (Examples: MOD Pizza, Ezells' Famous Chicken) > Locally owned full service restaurants with potential for expansion or relocation > Destination restaurants with interest in collocating near regional malls or major recreation destinations (Examples: Anthony's, The Ram) > Existing local organic or cooperative grocery store in the City of Spokane or with a regional presence in eastern Washington or northern ldaho > Leverage existing facilities for live music and festivals not currently present in the region (fairgrounds and baseball stadium) > Regional and national sporting events (Plante's Ferry, Spokane River) 75 DRAFT RETAIL RECRUITMENT CHECKLIST The following actions add granularity to the actions detailed in this plan. They provide a framework for evaluating and pursing retail recruitment activities. These actions are intended to complement the information provided in the retail recruitment targets table on page 75. Develop a list of desirable retail businesses with a local, regional or statewide presence > Focus on locally owned and operated businesses > Develop "packages" of restaurants and retailers: businesses that would like to lo- cate near each other > Create a list of at least a dozen such businesses that you'd like to see expand in the City Establish a relationship(s) with local and regional brokerage firms and commercial developers > The City will need to work with and/or hire local real estate professionals that will support the City's goals and retail recruitment priorities > The broker should serve as a facilitator for recruitment and be involved in actual lease transactions where appropriate > Alternatively, meet with local, regional and statewide developers that have built or repositioned high quality retail developments 76 RETAIL IMPROVEMENT STRATEGY for the City of Spokane Valley Identify local property and building owners with available land and spaces in key locations within the City > The City needs to help businesses find good spaces, therefore the City should develop and maintain an inventory of land and existing commercial space that could house the next great retail shop or restaurant > The inventory should focus on areas identified in the plan and locations that sup- port the City's overall economic development goals Prioritize available spaces and match with potential retail types and specific businesses > Using the list of desired retail businesses, contact businesses owners and provide marketing materials about the City of Spokane Valley > Provide them a copy of the retail recruitment strategy so they better understand the City's intent > Setup meetings with potential retailers and learn about their growth plans, space needs and perceptions of Spokane Valley > Identify locations that may be attractive to them and work to facilitate further con- versations with the City's broker and/or brokers representing said properties > Where needed, explore hiring a retail recruiter with a focus on filling identified gaps in retail offerings and services. Identify any zoning, permitting and/or fire and building code issues that may need to be resolved > Serve as a resource for businesses that may need assistance with permitting and resolving potential fire or building code issues > Let them know that the economic development office at the City is a resource for them and will work with the City's other staff to facilitate their projects DRAFT PROGRESS MEASURES > Meet with at least a dozen retailers and restaurateurs in the next year > Meet with at least a dozen property owners and/or developers in the next year > Develop a list of at least a dozen suit- able spaces/properties suitable for fu- ture retail recruitment > Regularly update all of these efforts as none of the efforts are static 77 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Check all that apply: ❑ consent ❑ old business ❑ information ® admin. report Department Director Approval: ❑ new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Tourism Enhancement Study GOVERNING LEGISLATION: None PREVIOUS COUNCIL ACTION TAKEN: None BACKGROUND: In 2015, the City embarked on a study to improve retail activities within our jurisdiction by contracting with Community Attributes Inc. (CAI) to assess this sector of our economy. This study indicated that the tourism related spending is underperforming compared to other retail sectors. In response, the City moved forward with a follow up effort to improve tourism and lodging activity by developing strategies to increase overnight stays and tourism related spending. The City contracted with Community Attributes Inc. (CAI) to assess existing tourism conditions and develop a list of tourism attraction strategies the City could pursue by leveraging lodging tax funds. The study is being conducted in two phases, the first will develop the strategies and the second will study the potential feasibility and return on investment of identified Phase 1 strategies. The discussion tonight will highlight the work to date on the first phase of the project. The second phase of the study will be conducted using 2016 lodging tax funds. To develop a list of potential strategies, CAI has analyzed regional and local tourism spending, reviewed case studies from other cities, and involved a stakeholders group that consists of local business owners, economic development partners, hoteliers and citizens. The stakeholder's engagement process included a survey, interviews, and two workshops. The first workshop was held on December 10, 2015 and the second workshop is scheduled for March 9, 2016. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: Discussion BUDGET/FINANCIAL IMPACTS: Unknown STAFF CONTACT: John Hohman, Community & Economic Development Director ATTACHMENTS: Presentation Draft tourism enhancement strategies SPOKANE VALLEY TOURISM AND LODGING NALYSIS CITY COU CIL PRESENTATION Varch 9, 2016 • CaIcommunity attributesinc Founded in 2005, Community Attributes Inc. (CAI) tells data -rich stories about communities that are important to decision makers. > Regional economics > Land use economics > Land use planning and urban design > Community and economic development > Surveys, market research and evaluation > Data analysis and business intelligence > Information design Contents I. Background II. Tourism and Lodging Overview III. Stakeholder Engagement IV. Strategy Framework I. Background Project Approach and Purpose > Approached by the City to conduct the tourism analysis in conjunction with the retail analysis > Will be leveraged to inform future investments as well as the forthcoming comprehensive plan update > The tourism and retail strategies combine to form the backbone of an economic development strategy for the City > We are conducting the Tourism Analysis and Strategy in two major phases Phase 1 • Analyze • Develop strategies • Identify projects for further study Phase 11 • Study the potential feasibility and ROI of potential investment identified in Phase I What We're Doing in Phase We are focused in part on answering the following questions: > What are key drivers of tourism in the City of Spokane Valley? What is missing from current tourism offerings? > What is the City's role in fostering tourism in Spokane Valley? > What can the City do to improve tourism and what impact could they have on attracting visitors to the City 11. Tourism and Lodging Overview Washington State Tourism ImDacts > Travel spending in Washington in 2011 was $16.4 billion, generating $4.5 billion in earnings, 150,900 employees, $324 million in local taxes and $639 million in state taxes > Trips by Washington residents represented approximately one-third of all visitor spending, but are approximately two-thirds of all trips > Visitor spending breakdown: • 24% on food services • 18% on local transportation and gas • 15% on accommodations • 12% on retail sales • the remainder split between arts, entertainment and recreation; air transportation; and food stores > The average length of stay for overnight visitors to Washington in 2011 was 3.1 nights, and the average travel party was approximately 2.3 people Sources: Washington State Travel Impacts & Visitor Volume, 2001-2011P, Washington State Tourism Alliance, 2012. Lodging Tax Primer Also known as the hotel/motel, the lodging tax is an important component of funding for tourism related infrastructure and activities. > The lodging tax is a sales tax levied by cities and counties on lodging purchases of less than 30 consecutive days > It includes purchases at hotels, motels, rooming houses, private campgrounds and RV Parks > Lodging tax collections must be used for activities directly related to tourism: • Tourism marketing • Promotion of events designed to attract tourism > Operations and expenses of publicly -owned tourism facilities • Convention and Trade Center: 1.3% (Recently adopted -July 2015) • Special Hotel/Votel: 2% Lodging Tax Collections Exhibit 1. Annual Lodging Tax Collections (2014 $), 2006-2014 Tax Collections (Thousands) $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $3 so $1,411 $1,592 $1,650 Liberty Lake Spokane Valley New lodging tax adopted $1,731 $2,742 2006 2007 2008 2009 2010 2011 Year 2012 Sources: Washington State Department of Revenue, 2015; Community Attributes, 2015. YTD (Jan -Oct) $2,997 $2,707 $54 $51 > Since 2006, lodging tax collection in Spokane Valley have increased by almost $72,000, and as of 2013 have exceeded pre - recession levels. > Between 2006 and 2014 the compound annual growth rate (CAGR) has been 1.8% annually. $2 > Since 2009 the CAGR has 2013 2014 2015 been 3.6% each year. Spokane Valley Lodging Tax Collections Exhibit 2. Monthly Lodging Tax Collections (2014 $), Spokane Valley, 2006-2014 Tax Collections $80,000 $70.000 $60,000 $50.000 $40,000 $30,000 $20,000 $10.000 $o 111 0 m 111 0 m 0 47, O sT ¢ 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Sources: City of Spokane Valley Monthly Budget Report, October, 2015; Community Attributes, 201 5. > Since 2006 lodging tax collections in Spokane Valley have peaked between July and September. There is also a smaller peak in April each year. This reinforces the relative seasonality of lodging demand in the region. Tourism Employment Exhibit 4. Tourism Related and Other Employment, 2014 Employment 250,000 200,000 150,000 100.000 50,000 All Other Employment Tourism -Related Employment 21,980 15.120 Spokane Valley 40111 23% 161,820 ,,\\ 1 &:\`\: Spokane Jurisdiction 26% 205,680 43.920 Spokane County > Employment in sectors related to tourism or visitation represent a larger share of overall employment in Spokane Valley than in Spokane or Spokane County > 31% in Spokane Valley compared to 23% in Spokane and 26% in Spokane County respectively > Tourism (out of town visitation) only accounts for a portion of employment in these sectors Sources: Washington Employment Security Department, 201 5; Community Attributes, 201 5. Tourism Employment Exhibit 5. Tourism -Related Employment Location Quotients, 2014 > Location quotients demonstrate the relative employment concentration in a jurisdiction by industry compared to the employment concentration within that sector in the state as a whole. > Values over 1 indicate a higher concentration than found regionally, while values below indicate a lower concentration Sources: Washington Employment Security Department, 2015; Community Attributes, 2015. Industry Building Material and Garden Equipment 11 13 Electronics and Appliance Sporting Goods, Hobby, Book and Music Motor Vehicle and Parts General Merchandise 0.9 12 12 L2 Health and Personal Care 0.9 L1 12 Gasoline Stations0.9 11 Furniture and Home Furnishings Q.9t2 L1 0.3 Clothing and Clothing Accessories 07 0.7 Ground Passenger Transportation 0.3 Travel Arrangement Services 07 07 00 Air Transportation m 05 0.5 Amusements and Recreation Performing Arts and Spectator Sports Museums and Parks Food Services and Drinking Places Accommodation 11 10 1A 15 21 1.5 1.6 14 L6 t9 23 2.7 31 Retail Transportation 09 0.6 0.6 0.1 t0 0.9 0.0 010.3 12 0.9 1.0 0.6 11 12 Accommodation and Entertainment Spokane Valley Spokane 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 Location Quotient Taxable Retail Sales Exhibit 6. Per Capita Taxable Retail Sales, Spokane Valley, Spokane and Spokane County, 2010-2014 Taxable Retail Sales (Thousands) $25.0 $20.0 S18.9$18.9 $15.0 $10.0 $5.0 $0.0 $15.4 $19.6 $19.9 19.1 15.5 Spokane Valley Spokane Spokane County $20.9 19.7 16.0 $21.4 20.6 2010 2011 2012 2013 2014 Year Sources: Washington Department of Revenue, 201 5; Community Attributes, 2015. $16.7 Spokane Valley CAGR 2010-2014: 3.1 % Spokane CAGR 2010-2014: 2.3% Spokane County CAGR 2010-2014: 2.0% Spokane Vaiicy Tourism and Lodging /-\I INTtrsiivi UPDATE March 8, 201_ 11 Lodging Performance > Hotels and motels in Spokane Valley experience the same general seasonal trends as Spokane County with occupancy rates and average daily room rates > In lower occupancy periods Spokane Valley hotels charge lower rates than hotels regionally Sources: Smith Travel Data, 201 5; Community Attributes, 2015. Exhibit 7. Occupancy Rate, April 2010 -September 2015 Occupancy Rate 90% 80% 70% 60% 50% 40% 30% 20% a 0 Q Q O si (1, U Month/Year O Spokane Valley Spokane County Q O O Exhibit 8. Average Daily Rate, April 2010 -September 2015 Avg. Daily Rate $110.0 $100.0 $90.0 $80.0 $70.0 Spokane Valley Spokane County $60.0 a a cv C Cr) (0 ▪ Lo Q U Q 0 ▪ Q 0 ▪ Q 0 ▪ Q 0 ▪ Q < 0 Q O < O Q O < O Q Month/Year Recent Trends Exhibit 9. Occupancy Rates by Month, September 2014 -September 2015 Occupancy Rate 90% 8096 7096 6096 5096 4096 3096 2096 10% 0% Spokane Valley Spokane County 'yamy4' 'y4' 4:-) 42 ' '(0 � ,Yh Month/Year > Spokane Valley's occupancy rate is more seasonal than Spokane County: comparatively higher in the late summer and lower in the winter than Spokane County as a whole. Sources: Smith Travel Data, 201 5; Community Attributes, 2015. 1 1 Lodging Data > Hotel and motel occupancy rates are at their highest on Saturdays and their lowest on Sundays. > Spokane Valley reflects similar trends to Spokane County, with the notable difference that, Spokane Valley's metrics are smoother over the course of the week than Spokane County. Exhibit 10. Occupancy Rate by Day of the Week, October 2014 -September 2015 Occupancy Rate 80% 70% 60% 54% 53% 50% 41% 45°3 40% 30% 20% 10% 0% 61% 59946 74 68% 68% 64% 64% fit% 64% Sunday Monday Tuesday Wednesday Thursday Friday Saturday Day of the Week Exhibit 11. Average Daily Rate by Day of > Average $6-10 discount in Spokane the Week, October 2014 -September 2015 Valley versus Spokane County overall > Spokane Valley occupancy rates only outcompete countywide rate on Mondays and Tuesdays Sources: Smith Travel Data, 2015; Community Attributes, 2015. Avg. Rate $120 $100 $80 $60 $40 $20 so $S5 $92 $86 $92 $88 $95 $89 $97 $98 $97 $90 II $107 $99 $108 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Day of the Week Spokane Valley Spokane County Recent Trends Exhibit 12. Difference in Daily Average Occupancy by Month between Spokane Valley and Spokane County, October 2014 -September 2015 Month/Year Sun Mon Tue Wed Thu Fri Sat Oct -14 -6% -2% -2% -4% -6% Nov -14 -7% -4% -3% -4% -4% Dec -14 -3% -1% 0% -3% -3% -6% -6% Jan -15 -5% -1% 1% -1% -5% -5% -8% Feb -15 -8% -2% -2% -4% -8% Mar- 15 -5% 0% 1% 0% -5% -7% -8% Apr -15 -5% -1% -1% -3% -5% May -15 -8% -4% -1% -2% -5% -9% -8% Jun -15 1% 6% agh, 7% 4% 1% 1% Jul - 15 5% 'o 11% 1'o , 0% 5% 5% Aug -15 6% 11% 0 9% 8% 6% 2% 2% Sep -15 -7% -2% 1% -1% -2% -3% -5% -11% -11% -11% -12% -12% -11% =-13% 71.3 Sources: Smith Travel Data, 2015; Community Attributes, 2015. > Spokane Valley's occupation rates are significantly higher during the week in the summer months and lower during the weekend than Spokane County. > Red values indicate where Spokane Valley occupancy lags behind regional rates. > Blue values indicate where Spokane Valley occupancy is ahead of regional rates. Tourism Inventory > To fully appreciate the tourism environment in Spokane Valley we've analyzed the geographic distribution of tourism assets > Assets include: • Hotels/motels • Parks and trails • Tourist attractions and facilities • Retail destinations City of Spokane Valley Tourism Concept Map City of Spokane Valley Tourism Concept Map rr'Riitr Proo CenmrFacen/ SPOKANE Valley mrssloe ,rk Swgone .. // Fe and Expo C= - aearosrt OH Had rl .0.nm swr�na w ri y Museum II ke, pan LIBERTY LAKE cal .r ;ry Salted Canseite Legend Accommodation ▪ Hotel/ Motel El RV Park/ Campground Facilities Museum ® Town Hall eke Ns Yuri Sports Complex / Stadium ▪ Fangrouuds/ Festivals ® Meeting Faoday SpealMRy RaareAtlan Ei Gell Course ▪ Equestrian 0 Food and Drink ® Limited se rvlce Restaurant MiFull Senice Restaurant © Colfeeshnp 0 Brewery Winery InlrastIuotnm Parks and 0pen Space — Spokane River Condor PotaMIM Development Wz,. Development OpportunMy Mead / Mixed -..lee) 05 1 Initial Strategic Themes The following represent initial strategic themes related to the analysis and data compiled on tourism and lodging in Spokane Valley. Overview of Tourism > To analyze tourism in Spokane Valley, a broader definition of tourism is required: "Visitors" are defined as any non-resident that comes into the community for tourism and tourism -related activities, including but not limited to shopping, recreation, business, events, and travel. > Visitors to major retail draws (i.e., Spokane Valley Mall), business travelers, and short-term visitors on longer trips via the highway need to be considered in the strategy Economic Role > There was a significant rebound in local activity since 2009 > Employment in sectors related to tourism or visitation represent a larger share of overall employment in Spokane Valley than in Spokane or Spokane County > Spokane Valley retail trade taxable retail sales compose 85% of tourism -related taxable retail sales, compared to 75% in Spokane, and forms a greater proportion of employment > It is important to recognize the role of the Spokane Valley Mall as a draw for visitors and a local economic / tourism engine Initial Strategic Themes Lodging > Lodging market in Spokane Valley is doing well > Spokane Valley is positioned to take advantage of its proximity to Spokane, 1-90, and regional tourism draws to bring in visitors > Accommodations are oriented to business travelers; a strategy must consider the needs of business visits and supporting role that could be played by local resources > Lodging options close to 1-90 will require strategies to link visitors with restaurant/retail opportunities and tourism resources: how can visitors to these hotels/motels see what Spokane Valley has to offer? Tourism Assets and Inventory > There are major recreation corridors available with the Centennial Trail / Spokane River and the Appleway Trail > Opportunities are available to link green spaces, community facilities, retail opportunities to provide destinations with a greater sense of place and draw > Regional and local facilities such as the County fairgrounds and Mirabeau Point Park / CenterPlace must collaborate with private facilities to provide visitors with coordinated experiences > There is an opportunity to implement a central visitor center which could complement the City's existing assets and events III. Stakeholder Engagement Engagement Efforts In addition to developing a detailed analysis of the tourism market and the City's tourism assets, we've conducted a series of outreach efforts with project stakeholders > Stakeholders - Worked with city staff to develop a representative group of stakeholders > Interviews - Conducted in depth interviews with project stakeholders > Survey - Developed a survey to supplement interviews and verify opportunities and challenges related to tourism > Stakeholder workshop I - Conducted a workshop with stakeholders to develop strategies and identify potential investments/projects > Stakeholder workshop //- Conducting a follow up workshop with stakeholders to review goals, strategies and potential projects for further study Why do peop/e come to Spokane Valley? QJ VoIIeqbaII Nei1hborhoodsRIVQT TraffieSportsFairgrounds Safety Ev�tgAvistaGolf 1' YMCA �'f d Parkin Ro d 'Pc a 'g Tray se Wine Wrestling e••e¢e Biking Shopping&9 o Entertainment t HikinlsE*BusinessloneI restling _ Aycess M Entertainment Hiking Recreation Interview Theme - Key Tourism Challenges > No distinct community identity or city brand > Absence of central activity core, sprawling nature of the city > Few high-quality restaurants, limited sit-down dining options > Competition with downtown Spokane hotels and attractions > Lack of investment by economic development organizations > A few minor local attractions, but need a major attraction to serve as a regional draw Key Tourism Opportunities Potential for multipurpose sports facility Market local and regional recreation opportunities (e.g. Centennial Trail, fishing, hiking) Enhance recreation assets (e.g. improve river access, trails) Create a defined center, encourage concentrations of businesses that create activity like restaurants and retail Promote Spokane Valley as gateway to Mt. Spokane and other ski resorts Shoppers from outside region and Canada Interview Theme Characterization of Lodging Offerings and Market > Supply of hotels is sufficient (perhaps overbuilt), with a range of offerings > Affordable, provides a different vibe from pricier options in Downtown Spokane > Excellent accessibility for 1-90 travelers > Largely chain hotels but lacking presence of larger/higher end presence > Growth has been stagnant, whereas downtown Spokane has experienced new development > While lodging market generally seems stable, there are concerns it is struggling Suggestions for City -led Efforts > Support development of new events to attract visitors > Improve wayfinding to orient visitors and direct them to local attractions > Public investments should benefit both residents and attract tourism, building upon existing tourism drivers (e.g. expansion of Plante's Ferry) 1 1 1 1 1 Survey Excerpts What are the top three reasons for visitors to stay in Spokane Valley accommodations? Responses 8 7 6 5 4 3 2 1 0 7 Highway access/ car travellers 6 5 Price Location / ease of access 4 2 Sports/ Shopping/ sporting retail events 2 2 Passing Ease of through parking Reasons for staying in Spokane Valley > Some local draws are seen as important (sports, retail) > Other responses: • "not as crowded" • 'feeling of small town" • "mostly recognizable branded properties" When is your peak period of business? (select all that apply) Responses 10 9 8 7 6 5 4 3 2 1 0 4 4 4 4 7 9 8 6 5 5 3 1 4 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Month > Peak values: June / July > Difference with lodging data, where peak occupancy is in August > One response indicated no seasonality (commercial real estate) Survey Excerpts How long do visitors typically stay in Spokane Valley? (select all that apply) Responses 9 8 7 6 5 4 3 2 1 0 7 8 8 2 1 Day trips only Overnight stays Weekend stays 3-5 day stays Stays of a week or more Typical Visitor Stay > Typically short-term stays, overnight/weekends > Very few responses suggested longer term stays > Associated with accessibility to 1-90; proximity to Spokane, Coeur d'Alene How is the local lodging market in Spokane Valley performing, in terms of meeting the needs of the City and its visitors? Responses 7 6 5 4 3 2 1 0 0 0 1: Very Poor 6 4 2: Poor 3: Average 4: Good Local Lodging Market Performance 3 5: Excellent > Concern about competition from the new hotel in downtown Spokane, hotels in Post Falls, area casinos > "We have had to keep our prices compressed to compete in this market below normal pricing for this type of product." > "It meets the needs. If you stay in the valley, you HAVE to have a car because there is [nowhere] you can walk and enjoy a few days, like downtown. We have no central location for many places to visit where you don't have to spend 10-20 minutes driving." Stakeholder Worksh > Invited hoteliers, retailers, real estate professionals and local business organizations > Conducted a group based activity and identified projects based on the following: 1. One infrastructure focused idea 2. One programmatic idea 3. One facility/business (private, public or both) IV. Strategies Framework Strategies and Framework > Developing a tourism and lodging strategy for the City > Designed to complement the City's retail strategy > Strategies and actions are organized into an overarching framework (to the right) > Specific investments and/or projects are also organized under this framework Goal 1 Goal 2 Goal 3 Goal 4 SUSTAIN Spokane Valley's existing high- value/high-volume tourism segments (e.g_ business travelers) CREATE new, standalone attractions that will assert Spokane Valley's position as a superior tourism destination (e_g riverfrorit park, arts walk) INVEST in Tong -term improvements that will make Spokane Valley a more attractive destination and competitive market (e.g. new trail connections) Strategies and Framework Focused on identifying projects that fall in either of the following categories Tier 1 DRAFT Projects: Direct drivers of tourism and spending in the City • People visiting from outside the region for a specific facility or event • Hotel stays • Spending at local restaurants and stores Tier 11 DRAFT Projects: Indirect drivers of tourism • Focused on long term improvements that will attract people from within and outside the region • Includes projects related to civic attractions and facilities that improve the quality of life and sense of place for both residents and visitors Strategies and Framework Working closely with staff and project stakeholders to refine the strategy and projects identified for further study DRAFT Strategy Matrix STRATEGY MATRIX - DRAFT STRATEGY WORKSHEET FEBRUARY 24 2016 Prole et Key Ter 1— Direct Tourism Driver Tier 11= lndirectTourism Driver GOAL STRAT. ACTION Sustain Spokane Valley's existing high-value/high-volume tourism segments 1.1 Target n¢rket efforts of existing assets to core visitor demographics 1 1 1 Pendng results of a professonal ban4'n9 ef.t,Ostobote branded market ng mate;ys at iota' outfitters sK resorts w 112 Develop and tl'stdbote a Honey to local ho I' neies and other nutlet arVaG'ons 'oentlfy tlemograltl,'c and economic charcoof Spokane UGley visitors 13 Work h ha I' target hotels actalstl Pecals toward core 39230093004d g bos'ness travelers sport ng event part'c Pants 1.1.4 Pr tl g bl 9nage (Hoch as annterstate b'llboartl) b P Polar 940 n lase Ides and through VaHlc on 390 entpfy Spok -15 Expl e Partnersh)1s w ih b'llboartl owners 0 fill nosed b'llboartls w ih too;am relatetl contentevents that Pto.the bo ane 909Vall0 expl'c sly as an event Ioca1 on 1-1-5 Cont.. to maintain Spokane Valley as a clean ...re Gty that Is InOtln artls are leased 11> Workwlth the PobllcWoils Department visitors epartment 0Identify fond and fixhlgh-prlorlty transponaion challenges for visitors e4ehng Spokane 113 Soh.pobllGty by submitting leads to local and reg.. papers and m 3gnes that feaore Washington state and Padfic Northstt travel tlestlnatbns 1.2 Expand outreach to business travelers and maintain high capture in this segment 121 Coltoate a "business hientll0 Image based on eff.ency and amenities 122 Prepare advertisements .lured for business travelersand Ostribwe materials to the Spokane .pon,Sea-Tac t'rpon and otherboslness travel hobs 1.3 Support local hoteliers and the hospitalitysegment and drive overnight stays 131 Improv¢ ceptrre of business travel segment 1.4 Pursue targeted promotion of weekend and off-season hotel availability, when rates and occupancy are low in Spokane Valley 14.1 Develop,. wote.shop and stay' specysan and winter—themed ativert semenm that00039 Spokane Velleysntloorlreta I amenities 1 a2 Improve elstebehon of promo.. mate;Gs at AAL Spokane 69 North and other area ski resorts that generate winter traffic 1 a 3 Encourage local hoteliers to t9lor weekend ativenlsemeMs 0 compete on., promoting an affordable alternative to downtown Spokane 1.5 Improve Spokane Valleys legibility and accessibility to existing visitors 1-51 Engage a smelleding consultant or develop surveys 0 Itlentlfy slprtfyls In current signage ens, wayfintling 152 Pentling results of 151 manofactore and Instyl new wayfintling signage throoghoot the Gty and a key toohst attracllons 1-5-3 Connect businesses to the App..Troll and Centennial Tr. through signage PROJECTS FOR FURTHER STUDY Tier l See 1 1 through 1 a _ Develop and Implement a comprehensive marketing an? Pro motional program through multiple metlia channels Tier 11 See 1-5- Design and Implement a comprehensive ...Ng system throoghoot the Clty In confonctlon with Clty bran.. and placemakog TIMING COST WHO? This d tacon section 411b Prlletl tort 4011930490493,,a3003400 stens narkthrough tlititna1Rt2Gons. 31 Strategies and Framework Tier I DRAFT Project Examples • Expand upon, support and fund a slate of new special events within the City to complement Valley Fest, such as wine and food events • Redevelop and/or expand facilities on county owned fairground property • Develop a year round sports complex and/or aquatic center oriented towards youth and family sports and events that is either year round or seasonal in nature • Develop a major events and concert facility/grounds that can host a diverse set of users • Develop a multifaceted arts and entertainment venue in partnership with local arts organizations, galleries and theatre production companies Strategies and Framework Tier II DRAFT Project Examples • Work with Spokane County to design and fund an expansion and improvement of Plante's Ferry • Develop a major new waterfront park along the Spokane River, to include increased river access • Support and implement a mixed use entertainment and commercial district around Avista Stadium • Facilitate and develop a year round farmers market/market hall within the City • Develop an arts walk along the river or near the City's civic facilities with permanent and temporary exhibits • Identify locations, possible developers and public funding/incentives needed for catalytic development Case rtudies We're looking to other cities and regions for examples of public investment in tourism and drawing visitors Action 1.1.5 Explore partnerships with billboard owners to fill unused billboards with tourism -related content until the boards are leased The City of Spokane Valley has the advantage of several miles of prime Interstate 90 frontage, and on every stretch of highway there are billboards that periodically go unused. Innovative cities are fostering partnerships with the owners of those billboards that allow the city to post public service announcements, public art, and targeted advertisements on vacant billboards until those vacancies are filled. The Billboard Creative is a Los Angeles -based non-profit that specializes in pairing works of art with underutilized billboards. Strategies 1.1 through 1.4 Develop and implement a comprehensive marketing and promotional program through multiple media channels Marketing materials that share a consistent brand enjoy magnified impact. The Boise Valley Economic Partnership (BVEP) has produced flyers, brochures and a website that are united by the same themes and general aesthetic. These materials are distributed widely to promote various economic sectors, events and other economic development priorities for the Boise area. BOISE VALLEY RECREATION & TECHNOLOGY 36 Strategy 2.2 Improve access to the Spokane River for recreation activities The City of Hood River, in collaboration with the Port of Hood River, developed vacant land along the Columbia River for unique recreation use. The beach, pictured below, is complemented by a designated kite -surfing launch and event facilities. The popularity of these recreation hotspots created demand for brand new businesses, with offices, restaurants and a brewery having opened nearby since. Actions 3.1 - 3.3 Develop a Stadium District near Avista Stadium The concept of a stadium district has increased in popularity recently, as cities attempt to increase commercial activity before and after sporting events, when large numbers of visitors are already in the area. The City of Reno, in partnership with the Reno Aces, a minor league baseball team, has encouraged the redevelopment of some industrial building and vacant lots in the new Freight House District near the Aces' park. The mixed-use destination is already popular with stadium -goers. Zi :_11 I•:• i19 •_ -9:' 10Z• ■ The following serves as a framework for organizing goals, strategies, actions and potential projects within the overall tourism strategy. The strategic planning framework relies on Goals, Strategies and Action Steps to organize the content and speed implementation. >A goal provides a high-level objective >A strategy is an approach to achieving a goal >An action step is a critical task in pursuing a strategy GOAL FRAMEWORK Goal 1 Goal 2 Goal 3 Goal 4 Spokane Valley Tourism and Lodging Analysis and Strategy >Projects are identified that will work to achieve each goal and organized into tiers. Tier I = Direct Tourism Driver Tier II = Indirect Tourism Driver SUSTAIN Spokane Valley's existing high- value/high-volume tourism segments (e.g. business travelers) CREATE new, standalone attractions that will assert Spokane Valley's position as a superior tourism destination (e.g_ river -Front park, arts walk) INVEST in long-term improvements that will make Spokane Valley a more attractive destination and competitive market (e.g. new trail connections} DRAFT Tourism Strategy Matrix STRATEGY MATRIX - DRAFT STRATEGY WORKSHEET FEBRUARY 24, 2016 Project Key Tier I = Direct Tourism Driver Tier 11 = Indirect Tourism Driver GOAL STRAT. ACTION Sustain Spokane Valley's existing high-value/high-volume tourism segments 1.1 Target market efforts of existing assets to core visitor demographics 1.1.1 Pending results of a professional branding effort, distribute branded marketing materials at local outfitters, ski resorts, wineries and other tourist attractions 1.1.2 Develop and distribute a survey to local hoteliers to identify demographic and economic characteristics of Spokane Valley visitors 1.1.3 Work with hoteliers to target hotel specials toward core demographics --including business travelers, sporting event participants, families and through -traffic on 1-90 1.1.4 Provide Targe, visible signage (such as an interstate billboard) for popular existing events that identify Spokane Valley explicitly as an event location r✓ 1.1.5 Explore partnerships with billboard owners to fill unused billboards with tourism -related content until the boards are leased 1.1.6 Continue to maintain Spokane Valley as a clean and safe city that is inviting to visitors 1.1.7 Work with the Public Works Department to identify, fund and fix high-priority transportation challenges for visitors entering Spokane Valley 1.1.8 Solicit publicity by submitting leads to local and regional papers and magazines that feature Washington state and Pacific Northwest travel destinations 1.2 Expand outreach to business travelers and maintain high capture in this segment 1.2.1 Cultivate a "business friendly' image based on efficiency and amenities 1.2.2 Prepare advertisements tailored for business travelers, and distribute materials to the Spokane Airport, Sea -Tac airport and other business travel hubs 1.3 Support local hoteliers and the hospitality segment and drive overnight stays 1.3.1 Improve capture of business travel segment 1.4 Pursue targeted promotion of weekend and off-season hotel availability, when rates and occupancy are low in Spokane Valley 1.4.1 Developing winter "shop and stay' specials and winter -themed advertisements that include Spokane Valley's indoor/retail amenities 1.4.2 Improve distribution of promotional materials at Mt. Spokane, 49 North and other area ski resorts that generate winter traffic 1.4.3 Encourage local hoteliers to tailor weekend advertisements to compete on price, promoting an affordable alternative to downtown Spokane 1.5 Improve Spokane Valley's legibility and accessibility to existing visitors 1.5.1 Engage a wayfinding consultant or develop surveys to identify shortfalls in current signage and wayfinding 1.5.2 Pending results of 1.5.1, manufacture and install new wayfinding signage throughout the city and at key tourist attractions TIMING COST WHO? This implementation section will be filled out collaboratively with City staff as we work through additional iterations. UNDERWAY 1.5.3 Connect businesses to the Appleway Trail and Centennial Trail through signage PROJECTS FOR FURTHER STUDY Tier I See 1.1 through 1.4 - Develop and implement a comprehensive marketing and promotional program through multiple media channels Tier II See 1.5 - Design and implement a comprehensive wayfinding system throughout the City in conjunction with City branding and placemaking Spokane Valley Tourism and Lodging Analysis and Strategy z DRAFT Tourism Strategy Matrix Page 1 GOAL STRAT. ACTION TIMING COST WHO? 2 Grow Spokane Valley's presence in regional events and promote local destinations 2.1 Increase the City's role in hosting and facilitating local sporting events, and create a family -friendly niche for Spokane Valley within the region 2.1.1 Improve and expand facilities at the Plante's Ferry sports complex 2.1.2 To the extent possible, work with the Hub and other local sports facilities to maintain and improve offerings 2.1.3 Work with existing sporting events (e.g. Hoopfest, NCAA basketball tournament) to identify expansion opportunities 2.1.4 Promote youth sports and host regular events, help facilities prepare competitive bids for hosting responsibilities 2.2 Improve access to the Spokane River for recreation activities 2.2.1 Identify new access points and improve wayfinding and access signage 2.2.2 Plan for the creation of new north -south trail connections to and from key commercial centers, thriving neighborhoods, existing parks and the Spokane River 2.2.3 Encourage owners, designers and builders of new riverfront development to provide quality public space with shared access to the river as part of the development plan 2.3 Expand and promote existing recreation destinations in Spokane Valley 2.3.1 Advertise proximity to mountain bike trails, ski resorts, other regional recreation destinations and develop profiles of Dishman Hills, Camp Sekani, etc. for distribution 2.3.2 Encourage development of package deals (hotel and fishing, skiing, kayaking, etc.) and connect service providers so that they may negotiate bundled packages 2.3.3 Proactively guide content development by regional tourism organizations (e.g. Visit Spokane) to highlight the city's recreation assets 2.3.4 Consider development of a comprehensive, branded recreation resource that inventories and promotes local recreation attractions, as well as hotels and restaurants 2.3.5 Work with the Evergreen Mountain Bike Alliance (East) to identify opportunities for trail expansion; express an interest in linking local attractions with bike trails 2.3.6 Assess the environmental and financial feasibility of repurposing former quarries as unique parks and recreation areas NEW' 2.3.7 Approach local hoteliers to discuss the market for small-scale, low-cost lodging options (e.g. "adventure hostels") to cater to the recreation -based market segment NrN' 2.3.8 Recruit a popular Washington state -based athlete to participate in an Instagram "takeover (or similar social media strategy) to highlight local recreation assets 2.4 Promote Spokane Valley's winery cluster +r✓, 2.4.1 Assemble a panel of local winery owners and operators to design a "taste of event or to offer periodic, shared winery tours in Spokane Valley 2.4.2 Create branded promotional materials for the wine cluster and distribute regionally 2.5 Improve the Fair and Expo Center to provide new programs and increase visits 2.5.1 Assess the potential for an Fair and Expo Center expansion and work with Spokane County to identify opportunities to expand programming 2.6 Host new events and festivals, and continue to promote existing offerings 2.7 Conduct a feasibility assessment of a visitor center or "launchpad" Tier II See 2.1.1 - Work with Spokane County to design and fund an expansion and improvement of Plante's Ferry Tier I See 2.2.2 - Design and develop trail connections north and south connecting to river, recreation amenities and neighborhood clusters Tier I See 2.2.3 - Identify potential locations for riverfront development opportunities with commercial components Tier I See 2.4.1 - Expand upon, support and fund a slate of new special events within the City to complement Valley Fest, such as wine and food events Tier I See 2.5.1 - Redevelop and/or expand facilities on county owned fairground property See 2.7 - Develop and operate a visitor center "launch pad" at a strategic location within the City and explore the potential for colocating with retail and recreational uses (pop visitor center concept as well) Tier II Spokane Valley Tourism and Lodging Analysis and Strategy DRAFT Tourism Strategy Matrix Page 2 GOAL STRAT. ACTION TIMING COST WHO? 3 Create new, standalone attractions that will assert Spokane Valley's position as a superior tourist destination 3.1 Explore feasibility for a multipurpose year-round or seasonal sports complex 3.1.1 Identify facility location options, and explore funding options, for a multipurpose sports complex 3.1.2 Analyze competitive market for concerts and large event spaces that could provide opportunities to complex primary business related to sports 3.1.3 Identify opportunities for this complex to combine indoor and outdoor and yearround facilities, such as an aquatic center 3.2 Become a leading destination on the Spokane River 3.2.1 Use targeted outreach to existing businesses and entrepreneurs to recruit river recreation businesses (outfitters, operators) 3.2.2 Create a riverfront park or consistent greenbelt and assess the potential for an art walk to showcase local artists 3.2.3 Participate in conversations with the developers of Mirabeau Point to locate commercial activities, especially retail and tourism -related services (e.gboat/tube rental, outfitters) within the development 3.2.4 Assess the feasibility of constructing a designated whitewater course on a section of the Spokane River 3.2.5 Use public-private partnerships in the development of State-owned land (Flora Rd) to encourage tenants that draw visitors to the region 3.3 Develop a Stadium District near Avista Stadium 3.3.1 Compile case studies of similar development projects near minor league ballparks throughout the United States NEWS 3.3.2 Conduct outreach to local landowners to assess interest in the Stadium District concept NEW 3.3.3 Pending interest from landowners, identify opportunities for public-private implementation partnerships and identify needed land use or policy changes 3.4 Expand the presence of a local farmer's market in Spokane Valley 3.4.1 Work with local and regional organizations that already manage farmers markets to identify opportunities for farmers market operation in Spokane Valley 3.5 Facilitate and support the City and region's arts economy 3.5.1 Work with local art's organizations to explore the feasibility of a local arts and entertainment venue oriented towards local and regional artists 3.5.2 Provide a local venue for permanent and temporary art exhibits Tier I See 3.1.1 Develop a sports complex and/or aquatic center oriented towards youth and family sports and events that is either year round or seasonal in nature Tier I See 3.1.2 Develop a major events and concert facility/grounds that can host a diverse set of users Tier II See 3.2.2. Develop a major new waterfront park along the Spokane River, to include increased river access See 3.2.3 and 3.2.5 Work with local land owners and developers through a public private partnership to develop a mixed use commercial facility and public open space on privately owned land Tier II Tier II See 3.2.4 Support the development of a whitewater course and venue in the Spokane River Tier II See 3.3 Support and implement a mixed use entertainment and commercial district around Avista Stadium Tier II See 3.4.1 - Facilitate and develop a year round farmers market/market hall within the City Tier I See 3.5.1 - Develop a multifaceted arts and entertainment venue in partnership with local arts organizations, galleries and theatre production companies Tier II See 3.5.2 - Develop an arts walk along the river or near the City's civic facilities with permanent and temporary exhibits Spokane Valley Tourism and Lodging Analysis and Strategy DRAFT Tourism Strategy Matrix Page 3 GOAL STRAT. ACTION TIMING COST WHO? 4 Invest in long-term improvements that will make Spokane Valley a more attractive destination and competitive market 4.1 Use feedback loops to constantly identify needed improvements 4.1.1 Create a structure to harness feedback from visitors, provide a process for internal review, agile strategy, continued improvement to create repeat visitors 4.2 Develop and communicate Spokane Valley's brand 4.2.1 Engage a branding/tourism consultant to conduct a branding charrette and development new marketing materials for the city 4.2.2 Develop and distribute a branded marketing brochure for local businesses 4.3 Incentivize development of catalytic development projects where a mix of uses creates attractive overnight destinations 4.3.1 Encourage the establishment of a concentrated business district around the new City Hall building 4.3.2 Work with the owners of the Mirabeau Point site to develop a vision and plan that will lure new overnight visitors 4.4 Engage in long-term planning processes that increase Spokane Valley's "curb appeal" and sense of place Tier II See 4.3 - Identify locations, possible developers and public funding/incentives needed for catalytic development Tier II See 4.3 - Identify properties near the city's proposed City Hall and civic center suitable for mixed use development and explore public private partnership opportunities Spokane Valley Tourism and Lodging Analysis and Strategy DRAFT Tourism Strategy Matrix Page 4 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 8, 2016 Check all that apply: ❑ consent ❑ old business ❑ information ® admin. report Department Director Approval: ❑ ❑ new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: 2015 Accomplishments Report GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: Staff will present the 2015 Accomplishments Report. The report includes accomplishments in support of Council's 2015 Budget Goals as well as general accomplishments of each City Department. OPTIONS: RECOMMENDED ACTION OR MOTION: BUDGET/FINANCIAL IMPACTS: STAFF CONTACT: Mark Calhoun, Deputy City Manager; and Department Directors ATTACHMENTS: PowerPoint Presentation 2015 Accomplishments City of Spokane Valley 2015 Council Goals: ► Pursue a legislative capital budget request for the Appleway Trail Project; parkland acquisition; and Bridging the Valley. Evaluate and discuss potential increases to the law enforcement contract. Work toward completion of the Comprehensive Plan review. Continue and expand where possible, an economic development plan for Spokane Valley, including completion 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 2018. Spokane 2 I0 Valley 2015 Council Goal: Legislative Capital Requests 3 Appleway Trail Trail between University & Pines Road completed City awarded $1.8 million for future construction Spokane Valley 2015 Council Goal: Legislative Capital Requests Continued ► Bridging the Valley Barker Road Overpass: Project included in draft version of the State Transportation package but was unsuccessful in being part of final package. $21 millionTIGERVII Grant application submitted 4 •-'e\ Spokane �� Valley 2015 Council Goal: Law Enforcement Funding for the new CAD/RMS system Support of a Crime Analyst Position Staffing analysis completed resulting in the addition of 2 patrol officers Power Shift created for staffing to meet peak call load times 5 Spokane I0 Valley 2015 Council Goal: Comprehensive Plan ► Worked toward completion of the Comprehensive Plan ► Visionary Meetings Held Vt5ION Wd SpokaneValley Cornprehensive Plan GET INVOLVED! Coyne legal about the City's efforts to corrp[etethe first IVI cl-dauc of th Spokane Valley Comprehensive plan Puh110Vlr:nnIng Rspars-Pack Mor:Hne March 4, 2015 CID YOU KNO .. A VW Df 125 i1 e'��'rnt�ers �f etre r,r ,.rridL'Lt 1JJL � U&41L hisiuroilu rrrteing3 troll cn)arruury 2 ti & 29rfi MArt 4, 2015. from E. to BOO PM CErslerPlacr Regldna ftiehl Cxrr1er 2416 N. Efisuxwury Pia4t Sf+ok.1..f VsItuy, "WA 99.16 vino, 6 Lv: iF.i s:Ix,ili:s nl: I:rµf7mv1.slw.rnwpq»rp+CF Ttpits include -I fog Currilurh Ctlorove/ Traraponatrcrr Fcarornn c Dewirtt t il( LITS' OF Spokane �� Valley 2015 Council Goal: Economic Development Efforts ► Continued further efforts in promotion of the City: Contract development for tourism promotion ► Strategic Economic Development Plan ► Recruitment of an Economic Development Specialist 1 O 7 Spokane �� Valley 2015 Council Goal: Street Preservation ► The Street Preservation program is sustainable through 2020 Grant funds received equating to approximately $2.6M for 2017-2019 8 Spokane Valley Wind Storm 2015 Staff attended I I news briefings with Greater Spokane Department of Emergency Management; Staff met with SpokaneValley Fire Department Chief to coordinate emergency messaging and discuss emergency accommodations Red Cross opened Valley Assembly of God shelter and accommodated 40 overnight occupants the first night Windstorm page added to website with multiple daily updates Windstorm recovery ad placed in Spokesman Review City coordinated volunteers to distribute emergency safety and resources information to homes in SpokaneValley still without power 0.00\..... WINDSTORM 2015 RECOVERY INFORMATION AND RESOURCES rllntandStrong Spokane �va��eye City M Spokane Valley • spokanevalley org • 91R-921-141:10 REPORT DOWNED TREES IN PUBLIC ROADWAYS IN SPOKANE VALLEY Call 509-921-1000 OR go la spokanevalleycog and select "Windstorm Recovery" ink on the home page. WINDSTORM RECOVERY INFORMATION AND RESOURCES and to VOLUNTEER CALL 2-1-1 for toll-free 1.860-904-9960= OR go to www volunteerspokane.org and select the "W ndstorm 2015" link. or call 509-525-5083. WARM UPfCHARGE MOBILE DEVICES Spokane Valley Library 12004 E Mon Avenue Mon -Thu lOoo-9pm, Fri -Sat IOam-Bpm, Sun 1pm-S0m (closed Thanksgiving Day) SPOKANE VALLEY UNIVERSITY ROAD TRANSFER STATION Taking all sizes of downed Irees/boanches at usual rales. 2405 N. University Road. 506924-5078 Open daily from 7:30am to S-OOpm (closed Thanksgiving Day) POWER OUTAGE INFORMATIONIUPDATESIREPORTING • Avista Utilitiescrow.avistadtlities. corn PHONE- 1-80P120-9127 • Inland Power —v,w.;..nlandpower.com PHONE: 1 -00o -14f-.161 Vera Water S. Pow er—www.verawaterandpower.can PHONE: 509-924-3800 Modern Electric Water Company—www.mewco.com PHONE: 509-929-4540 BUILDING DAMAGE INSPECTIONIPERMITS Penal Center -11707 E. Sprague, Suite 106 5067265240 4 -clay-Friday600am-5-00pm. except holidays. The spnknrc°Ja te.y ,,,rot cer'er will assist the community In applying for In Format1. I..PrlASthat mar berewlred as pad e-propertwn oer%Insurance Clams Tnece �fi,rrrrtion.,L�nM permRs�vili nrr, he. rs.,,,eda fee, and subsequent mspecli ons wit -be per(onred by the Guiding hspecbers In5iiaacons errcryenr, rep"a l.s r. notal3ow For advanceapplication forte regaled buddn. perm-communly members may appy for the needed permi6 within the nerl b,siness day alter repot, are made_ 9 Spokane �� Valley Wind Storm 2015 Continued: Permit Center made informational permits for insurance purposes available at no charge. ► SpokaneValley University Road Transfer Station had extra staffing to accommodate increased need for handling debris on 1 1/19 ► Related C.A.R.E.S. Requests 104 Roadway Hazards 57 Signs Down ► Io •-/\ Spokane �� Valley Wind Storm 2015 Continued: ► Outside Agency Relationships SNAP $10,000 Meals on Wheels $2,500 Spokane Valley Partners $1,500 ► II Administrative Ofi, ;e ` Spokane �� Valley 2015 Accomplishments by Department: Legislative & Executive City Council City Manager Operations & Administration Deputy City Manager r Human Resources ► Finance ► Public Safety Police Chief Parks & Recreation r Parks Administration & Maintenance ► CenterPlace Regional Event Center r Aquatics r Recreation ► Senior Center ► 12 Community & Economic Development Permitting r Development Services & Engineering ► Planning r Code Enforcement Economic Development Public Works Street Maintenance Traffic Division ► Stormwater Utility ► Capital Improvement Projects •-/\ Spokane �� Valley I3 Legislative Sv Executive City Council City Manager Support Staff Legislative 85 Executive/ Legislative Services: City Council 2015 14 Spokane �� Valley Regional Representation: Committees City Council Served On in 2015 Emergency Communications Board 9 I 1 ► Greater Spokane Incorporated Greater SpokaneValley Chamber of Commerce Growth Management Steering Committee of Elected Officials Lodging Tax Advisory Committee Mayor's Association of Northeast Washington Spokane County Housing & Community Development Advisory Committee I5 Spokane Regional Clean Air Agency Spokane Regional Health District Board Spokane Regional Transportation Council Spokane Solid Waste Advisory Committee Spokane Transit Authority Tourism Promotion Area Tax Advisory Committee Visit Spokane (Board of Directors) Wastewater Policy Advisory Board *Wane /\ Spokane �� Valley Executive/ Legislative: Support Provided to Council ► Regular Council Meetings: 21 Study Sessions: 22 Special Meetings: 5 ► Total Meetings: 48 Resolutions Approved: 12 Ordinances Approved: 26 I6 Spokane Valley Executive/ Legislative: City Clerk's Office ► Public Records Requests 276 Total Requests (5 per week) .59 average days to respond 5.65 average days to completion • MUNICIPAL ARCHIVES& RECORDS I7 Records Management 36 new boxes to storage 40 boxes destroyed 1,233 additional files & documents destroyed (records not previously stored) Spokane Valley Executive/ Legislative: City Clerk's Continued Over the past few years, through the guidance of the State Archives, the Clerk's office has focused on the project to scan and destroy the Permit Center address files. This long-term project is the result of coordinated efforts between the Clerk's Office,Administration, and Community Development. This project began in earnest in 2014, in which 3,864 files were scanned, representing 26,985 total pages. 7,001 address files were scanned, representing 51,663 total pages for the year 2015. *Wane Spokane i8 �Valley I9 Operations Sv Administration Deputy City Manager Human Resources Finance Office of the City Attorney Deputy City Manager: Contract Administration Evaluated False Alarm Program and executed a one-year extension with reductions in cost recovery fees. Evaluated, presented, and executed a Commute Trip Reduction Program Interlocal Agreement. Updated and executed a 5-year contract with Community Minded Television to serve as the public television provider. Prepared, presented, and executed the Interlocal Agreement for Data Processing Services provided by Spokane County Negotiated , presented, and executed the contract with Spokane County for the Guaranteed Ride Home program. 20 Spokane �� Valley Deputy City Manager: Contract Administration Continued Facilitated partnership Between Spokane County Library District and Community Minded Television to utilize Public, Educational, and Governmental cable television funds to use for community outreach. Completed review of the 2014 Law Enforcement Agreement settle and adjust reconciliation resulting in $557, 160 of corrections and a total refund of $752,894. Finalized ComputerAided Dispatch Letter of Authorization for Law Enforcement Agreement, allowing City to participate in new CAD regional system at a savings of $350,000 from original estimate. Executed Police Emphasis Grants to leverage State funds to provide additional patrols focused on DUI, Seatbelt, and Distracted Driving, $25,000. 21 Spokane �� Valley Deputy City Manager: Contract Administration Continued Successfully Applied for Public Defender grant, receiving $18,400. Negotiated amendment of Prosecution Services Agreement, resulting in 2.5% annual reduction in costs. Developed alternative Public Defender cost methodology for investigative services, saving money and providing greater consistency over County's proposed methodology. Successfully applied for Justice Assistance Grant, $19,737. _ - � NMI Completed new mailing machine contract. Reviewed/Reconciled 2010-2013 Prosecution Services reconciliations resulting in $109,243 reduction in amount owed. 22 Siokane Valley Deputy City Manager: Contract Administration Continued Completed 2014 Public Safety contracts final cost projections and liability calculation. Reviewed and approved new District Court Workload Analysis. Updated and presented a new Commute Trip Reduction Plan to Council. Prepared Law Enforcement cost breakdown Evaluated charges for Traffic Signal and Sign Maintenance Agreement. Reviewed 2014 reconciliations for Jail and District Court. 23 Siokane Valley Deputy City Manager: Public Information Provided public information support for Council goals Appleway Trail Unveil the Trail event & legislative information sheet updates 24 Continued Sullivan Bridge Replacement information and outreach 4 quarterly project newsletters 3 project media releases & updates Weekly construction season traffic alerts & FLASHES Coordination with Public Works for construction camera with link to view images from project web page *Wane �� Valley Deputy City Manager: Public Information Continued Provided public information support for Solid Waste program Spring & Fall Cleanup advertising Public outreach for CPG funding Informational Recycling brochures Spokane County Master Gardener Foundation composting demonstration booth and "Symphony of the Soil" film at Val l eyfest Provided public information support during/afterWindstorm 2015 25 EY RESULTS 2015 Media releases Total media stories Earned media stories Value of earned media Citizen contacts 575 $85,425.18 208 plusValleyfest Spokane �� Valley Human Resources: ► Successfully passed 2 WCIA Audits in Personnel and PublicWorks liability Nr.��Sa� Successor Collective Bargaining Agreement with represented employees of the City. Reviewed and Implemented policies impacted by collective bargaining CityWebsite redesign optimized for mobile devices and increased customization Department implementation of the new Globally Harmonized System for identifying hazardous materials 26 Spokane I0 Valley Human Resources Continued: ► Association of Washington CitiesWellCityAward, reducing City health care premiums by 2% ► Facilitated annual Employee Appreciation Event we%city 27 Spokane Valley Human Resources: Front Desk Reception Answered and directed 7,100 calls Processed over 6,400 annual business registrations ► Greeted over 3,000 visitors ► Tracked data for department projects (false alarm registration, trucking, etc.) ► Assisted with the review, selection and installation of the City's postage machine Logged over 3,100 Citizen Action Requests ► Developed a Front Reception Emergency Preparedness notebook for use in responding to critical incidents ► 28 Spokane �� Valley Finance: ► Completed the 2014 annual financial report and the related audit process conducted by the State Auditor's Office. Result was a "clean" opinion with few audit recommendations and no findings. Worked with the City Manager's Office and all other departments to complete the 2016 Budget development process. 29 Spokane Valley 2016 Annual Budget hold linn.kr if, tip= Of, ,hpatane 1,11r, Spokane �� Valley Finance Continued: Acquired one Ford Escape for the Community and Economic Development Department, as approved in the 2015 Budget ► Worked with the City Manager's Office and Public Works personnel to update the Pavement Preservation Fund #311 financial analysis which currently reflects funding at a level of at least $2,301,500 per year through 2020 30 Spokane �� Valley Finance: Information Technology ► Online contract management system ► City's Web Site redesign I• 8th Technology Refresh 29 desktop computers 10 laptops Evaluated tablet options for laptop replacement ► Switch replacement at City Hall & CenterPlace ► City traffic network connected to City Hall 3I Spokane Valley Finance: Information Technology Continued Uninterrupted Power Supply systems replaced at City Hall and CenterPlace Wireless microphone system installed in Council Chambers Facilitated the remodel and physical moves of the Finance Department and Permit Center Copier replacement in Finance and Public Works Over 1,600 support calls responded to in 2015 There were zero non -weather related system -wide outages during normal business hours in 2015 32 Spokane �� Valley Office of the City Attorney Assisted in work on the Comprehensive Plan update, including analysis of mineral extraction issues; drafted and presented moratorium on mining activities during pendency of Comprehensive Plan update. Drafted and assisted City staff and City Council with consideration of permanent marijuana regulations, including harmonizing recreational and medical marijuana due to legislative changes; drafted moratorium on any new licensed marijuana uses. Finalized draft changes for approval by Council regarding SVMC chapters for purchasing goods and services. Finalized draft changes to implement policies for new purchasing provisions. 33 (In'OF Spokane �� Valley Office of the City Attorney Continued Extensive work on seeking amendment to state law for recovery of code compliance funds expended by municipalities by changing lien priority status. Resolved various litigation issues, including Gibson v. Spokane Valley (roundabout) and Spokane 1/alley v. Spokane County (attorney fees from Gibson case); Ecology v. Hokim and Spokane 1/alley (cement dust contamination at Myrtle Point); CPM Development Corporation (first three Growth Management appeals regarding mining moratorium); New Cingular Wireless (alleged phone utility tax overpayment); Spokane galley v. Hollywood Erotic (appellate court win in adult entertainment nuisance violation case). Oversaw the negotiation, review, and/or drafting of over 2 I 0 contracts or amendments relating to the full range of municipal services. Spokane 34 Valley 35 Public Safety Police Chief Public Safety: Accreditation 36 Spokane Valley Police Department continues to operate as the first and largest contract law enforcement agency in the State of Washington to be accredited through the Washington Association of Sheriffs and Police Chiefs (WASPC). Spokane Valley Police Department is a highly effective agency following best practice policies with strict accountability. Obtained reaccreditation in November 2015; working towards 2019 reaccreditation. •-/\ Spokane �� Valley 5' Public Safety: Intelligence -Led Policing What is working: Intelligence analysis used to develop effective policing strategies Designated ILP Detective to enhance information exchange between Patrol deputies and SVIU detectives Identifying and addressing crime trends more rapidly Roll call bulletin boards for each district continually updated with intelligence info. Community Results: Arrests of the most prolific criminals Recovery of stolen property Reduction of burglaries and vehicle prowls in targeted areas 910 N Pierce, 4522 E 2nd Ave., and vehicle theft along Mission Ave. Siokane 37 Valley 38 Public Safety: Powershift Positive impact on overall Patrol staffing levels Reduced calls holding during shift change Increased customer service Community safety Reduction of overtime SpWkane Valley Public Safety: Lethality Assessment Program Maryland Model (LAP) GOAL:To prevent domestic violence homicides, serious injury, and re -assault by encouraging more victims to utilize the support and shelter services of domestic violence programs. Integrates an evidence -based screening tool with an accompanying protocol. Research shows reduction of domestic violence related homicides, serious assaults and repeat victimization with this program. New understanding of the collaborative roles that exist between law enforcement and DV Advocates in the greater Spokane County Region. Success is being observed from recently prosecuted cases. 39 Spokane �� Valley Public Safety: Traffic Unit The unit maintained high productivity in its traffic enforcement in 2015. Target Zero teams, supported by grant funds, resulted in numerous DUI arrests during emphasis patrols. DUI Deputy Todd Miller has 205 DUI arrests, wrote 71 blood draw search warrants; approx. 23 DUI's for marijuana/8 DUI's for other drugs. (In total, there were 42 MJ -related DUI's in SpokaneValley in 2015.) 40 •-/\ Spokane �� Valley Public Safety: Marijuana Spokane Valley Marijuana DUIs 2012-2014 • Marijuana -Related • Marijuana -Only ■Youth Marijuana 40 12 2012 Legalization SOURCE: Spokane Valley Polite Department and NWHIDTA 201 6 2014 Commercialization • Marijuana -related DUIs have been increasing since the department's data collection. In 2012, there were a total of eight marijuana -related DUIs as compared to forty in 2014 — a 400% increase. • Marijuana -only DUIs have also been on the rise since 20 1 2.These are DUIs where marijuana was confirmed to be the only active drug in the drivers system. From 2012 to 2014, there was a 460% increase. • Youth -marijuana DUIs have been growing exponentially. In 2012, Spokane Valley only had one youth test confirmed for S"T'oka e` P Valley y active THC. In 2014, the number was eighteen — a 1700% increase in three years. In 2014, youth made up 64% of all confirmed marijuana DUI cases in SpokaneValley. vorr Public Safety: Spokane Regional Air Support Unit (SRASU) crEgo • SRASUwas established in 2005 when the U.S.Army donated to the Sheriff's Office a Bell OH- 58 helicopter, designated "Air - I". Since then, SRASU has provided valuable search and rescue, fugitive searching, fire suppression, surveillance, homeland security critical infrastructure checks, natural disaster damage assessment, and patrol services to the Inland Northwest.AIR- 2, another Army donated Bell OH-58, was brought into service in 2015 and is used as a back- up aircraft and for training missions. • SRASU Responded to a large fight with 70+ persons 10101 E Main that resulted in a stabbing. • Called out to search for a felony DV assault suspect in SpokaneValley. AIR-I caused the suspect to emerge and hide in a nearby structure where he was apprehended by a K9. The search was likely to be cancelled without assistance of AIR-I. • Started joint hoist training with the military, allowing our crews to be able to better assist with rescues requiring the victim to be hoisted out. • For the last four years, Capt. Ellis has served as the Western Region Deputy Director for the Airborne Law Enforcement Association. In July, he was appointed to the Director position; his region covers II western states, and all of Asia. Spokane Valley 42 Public Safety: Spokane Regional Air Support Unit (SRASU) Continued SRASU acquired four new SAR Ops Air Rescue (SOAR) helmets for better safety and communications at landing zones. These valuable items of equipment were secured through the 2015 Homeland Security Grant Program (HSGP) funds. Additionally through this grant, a second dolly trailer ($13,000) has been received that includes improved features which have increased safety and mitigated wear and tear to the aircraft. Safety aircraft tracking & communication equipment was also awarded through the same grant. This tracking equipment includes SpiderTracks real-time aircraft tracking system, via the iridium satellite network, and functions as emergency event notification . Second, an Emergency Locator Transmitter (ELT) was obtained, which will be installed in AIR -2, increasing safety and meeting accreditation standards. In an effort to improve the video systems of both aircraft, SRASU was also able to obtain two FLIR camera systems from surplus at Joint Base Lewis -McCord in May. In addition to the value of these upgraded camera systems to mission performance, the value saved for our unit in obtaining these cameras via surplus is approximately $375,000. As one of only six PSAAC accredited air units in the nation, the SRASU has increased safety and standards, allowing us to begin preparation for anticipated re -accreditation in 2017. pokane 43 Valley Public Safety: Traffic School In 2015, over 1,200 drivers participated in the program in Spokane Valley. Continues to provide the option of attending an educational class instead of paying a fine Completely voluntary program Positive evaluations 44 Spokane �� Valley 45 Public Safety: State 85 Federal Agencies SVPD continues to participate with State and Federal agencies utilizing strategic planning processes to focus on regional crime problems. Department of Corrections (DOC) Bureau of Alcohol,Tobacco and Firearms (ATF) Both DOC and ATF agents have work stations at the SpokaneValley Precinct to collaborate with our agency investigators. Establish intelligence exchange among agencies regarding criminal activity on active offenders. Department of Corrections WASHINGTON STATE •-/\ Spokane �� Valley Public Safety: Vehicles 46 SpokaneValley Police Department/SCSO purchased three used vehicles from Pasco Police Department at a cost of approx. $1 1,000/vehicle. (Current cost of a new vehicle fully outfitted is estimated at $54,000. The Fleet Department eliminated the use of studded tires after this winter season, utilizing all season tires only. Eliminates need to change out tires 2x/year; cost savings of $22,638. (ITY (N Spokane �� Valley Public Safety: Social Media Keeps Spokane Valley citizens informed of current news and operational successes; Provides photos of recovered stolen property; many victims have located their items thru the photos and were able to get their property returned; Chief's crime prevention and safety tips are posted. Employment opportunities and information linked to the Sheriff's Office webpage. (ITi (N pokane 47 Valley 48 Public Safety: Hiring Collaborating with Public Safety Testing for new hire testing and recruiting process. Gain more professional candidates from a larger pool of applicants, throughout the Pacific Northwest. Developed a recruiting team who is meeting with all the local universities and colleges as well as the military to recruit professional law enforcement candidates. Spokane Valley 49 Public Safety: Valley Precinct Continuing the process of getting the new security camera system installed Painting of the exterior of the building was completed Drug Take Box mounted in the lobby County ISD and City of SpokaneValley changing from microwave to fiber optics to improve connectivity between downtown and the precinct. SPOKANE VALLEY POUCE SPOKANE COUNTY 4 DIST 1CT CCUBr /\ Spokane �� Valley 50 Parks Sv Recreation Parks Administration & Maintenance CenterPlace Regional Event Center Aquatics Recreation Senior Center Parks 85 Recreation: Parks Administration 85 Maintenance Browns ParkVolleyball Courts Phase I and II completed, including partnering with an Eagle Scout and Hoopfest for a basketball court. 52 Partnered with the Evergreen Region Volleyball Association for a Lodging Tax Grant for the volleyball courts. Skokane �� Valley Parks 85 Recreation: Parks Administration 85 Maintenance 53 Completed the Discovery Playground Shade Structure Project. "Dance of Sun and Moon" bronze sculpture donated and placed. Spokane Valley Parks 85 Recreation: Parks Administration 85 Maintenance Replaced Edgecliff Park shelter. 54 Old Mission Trailhead Project was completed. Valley Mission Dog Park Phase I was completed. pokane Valley Parks 85 Recreation: Parks Administration 85 Maintenance Park facility reservations were over 400. Developed a 6 -yr maintenance plan for the Centennial Trail with the Coordinating Council. 55 Assumed maintenance responsibility for the Appleway Trail. •-/\ Spokane �� Valley Parks 85 Recreation: Parks Administration 85 Maintenance Windstorm 2015 56 (In'OF Spokane �� Valley Parks 85 Recreation: CenterPlace Regional Event Center Hosted first annual INPRO "Wedding Tour and Show." CenterPlace had over 125,000 total guests (excluding visitors), with 5,287 being regional visitors. CenterPlace business partnerships increased. There were 919 events held at CenterPlace. 57 •-/I\ Spokane �� Valley Parks 85 Recreation: CenterPlace Regional Event Center CenterPlace Roof Repair Phase I was completed. Completed the Flooring Replacement Project for the Fireside Lounge. 58 •-/\ Spokane �� Valley Parks 85 Recreation: CenterPlace Regional Event Center Held a celebration in honor of CenterPlace's 10 -year anniversary. REGIONAL EVENT CENTER 10 TH ANNIVERSARY 5006 - 6016 59 Participated with Visit Spokane on two trips to meet with meeting planners promoting CenterPlace and SpokaneValley. Spokane �� Valley Parks 85 Recreation: CenterPlace Regional Event Center 60 Hosted Valleyfest at Mirabeau Point Park and CenterPlace. *Wane �� Valley Parks 85 Recreation: Aquatics Over 30,612 open swim, 112 swim team, and 1,470 swim lesson participants. Valley Mission Park Pool Tank was painted. Held 4th annual "Paws in the Pool" dog swim event. 6I ,T, •-/\Spokane �� Valley Parks 85 Recreation: Recreation 62 Offered Free Summer Park Program and served 2,055 eager children. Provided one free Summer Outdoor Movie in the Park, serving over 500 viewers. Received sponsorships for this also. Second movie in August was cancelled due to poor air quality. Served 562 happy campers during I0 -week Summer Day Camp program. •-/\ Spokane �� Valley Parks 85 Recreation: Recreation Held 7th annual Valley Mission Haunted Pool. Hosted 8th annual Breakfast With Santa. Held our 3rd annual Winter Break Cool Camp. 63 ' C1T5' OF Spokane �� Valley Parks 85 Recreation: Senior Center 64 Provided various seminars and services for health and well being. Community Colleges of Spokane ACT 2 classes are held here. Hosted the 4th annual Senior Empowerment Resource Fair. Sponsored a Fall Arts & Crafts Fair. Spokane �� Valley Parks 85 Recreation: Senior Center Meals on Wheels was successfully relocated to the Fireside Lounge kitchen within the Senior Center. Completed a new Memorandum of Understanding between the City and the SpokaneValley Senior Citizens Association. Continued to provide a wide variety of programs, events, activities, classes, and general information for services and/or assistance. 65 S ioka e P Valley /� I- Community 8r, Economic Development 66 Permitting Development Services & Engineering Planning Code Enforcement Economic Development Community 85 Economic Development: Administration Managed City Hall Design Process Initiated the Comprehensive Plan Legislative Update Oversaw the development of the Retail Improvement Strategies Initiated and obtained funding for the Tourism Study Led the recruitment efforts for a new major manufacturing company Initiated and obtained partners to conduct the Mirabeau Traffic Study Facilitated the development of expanded GIS capabilities at a reduced cost Consolidated the Department by relocating the Permit Center Reorganized Department by assigning Code Enforcement to the Building Division to enhance this service Spokane 67 .0...0* Valley Community 85 Economic Development: Permitting 120 Pre -Application meetings 27 Land Use pre -apps 93 Commercial pre -apps 3,993 Total Permits issued 561 Land Actions approved 13,848 Development Inspections performed 383 Code Enforcement cases investigated 68 Spokane Valley Community 85 Economic Development: Construction Permits Issued 4100 4000 3900 3800 3700 3600 3500 3400 3300 3200 3100 69 3454 2011 4010 3431 2012 2013 3961 3993 2014 2015 Spokane Valley Community 85 Economic Development: Permit Valuation (in Millions) $173.9 $180.0 $160.0 $140.0 $120.0 $100.0 $80.0 $60.0 $40.0 $20.0 $- 70 2011 $109.2 $111.9 $98.2 1 2012 2013 2014 2015 *Wane 4,,,...0 Valley Community 85 Economic Development: Revenue $1,800,000 , $1,600,000 $ I ,400,000 $ $ I ,200,000 $ I ,000,000 $800,000 $600,000 $400,000 $200,000 $- 1,083,255 2011 7I $1,665,046 $1552558 $1,520,504 $1,581,462 2012 2013 2014 2015 *Wane 4,,,...0 Valley Community 85 Economic Development: Permitting Successfully incorporated zoning review into building code review to streamline residential and commercial projects Instituted an over-the-counter residential review process Code Enforcement moved to the Permit Center to enhance the service Created development checklists for residential permits Developed informational bulletins to improve customer service Development Engineering Technician role expanded to include addressing and ROW contractor outreach 72 Spokane �� Valley Community 85 Economic Development: Permitting Collaborated on a regional special inspection process which allows builders and design professionals to use a single form and process throughout Spokane County Coordinated with regional jurisdictions on marijuana related permitting Met with developers to discuss new development ideas and identified code - compliant paths for new projects Built positive relationships with real estate professionals to assist in marketing their available properties and help their clients locate buildings and sites that suit their needs Coordinated with SVFD to streamline address assignments and annual business inspection follow-ups, when safety deficiencies are noted by Fire Inspector „.„" (ITi (N pokane 73 I* Valley Community 85 Economic Development: Code Enforcement 74 $ ®6II II O 09:00 (In'OF Spokane �� Valley Community 85 Economic Development: Code Enforcement 75 In Spokane �� Valley Community 85 Economic Development: Economic Development Economic Development Studies Developed a retail improvement strategy Tourism attraction strategy (in process) Managed marketing contract Marketing materials to promote the City's family and business friendly attitude Testimonials from developers and brokers Photo portfolio of local industries, restaurant, and recreational assets to use in marketing media and website 76 Spokane �� Valley Community 85 Economic Development: Economic Development Business Assistance Provided assistance for over 27 existing and new businesses such as: SkyOneAerospace, Comcast Call Center (Interim location),Vil<ing Homes, Centennial Properties ► Provided preliminary site layouts and relevant information to assist recruitment efforts 77 Connected potential industries with land owners in the City Site selection process Spokane �� Valley Community 85 Economic Development: Economic Development Researched economic development tools and incentives Updated economic development website including development of the Restaurant online tool Pursued infrastructure funding opportunities such as Community Development Block Grant (CBDG) and State Rail Grant Researched GIS system updates to create web applications and interactive maps for citizens and business owners 78 Spokane �� Valley Community 85 Economic Development: Economic Development Coordination with Partners Visit Spokane —Attended monthly board meetings and Destination Marketing Committee meetings, assisted in development of Spokane Valley tourism brochure, participated in the regional way -finding plan, ensured their website and marketing materials promote the City effectively Greater Spokane Inc. (GSI) — Participated in Economic Development Advisory Group, port district study, several recruitment efforts, and industry site visits Regional Site Selector —Attended consortium meetings, coordinated web interface ensuring City's representation, added City GIS Layers, and coordinated on development of marketing plan Chamber of Commerce — Participated in committees, meeting and events, Big 5 Initiative, and coordinate efforts to assist business owners effectively 79 Spokane �� Valley Community 85 Economic Development: Development Services Initiated the Legislative update to the Comprehensive Plan and completed: CommunityVision Report Review of 26 Citizen Initiated Amendment Requests (CAR) Existing Conditions Report —Housing and Economic Trends Existing Conditions Report -Transportation System Audit of Goals and Policies Residential Land Capacity Needs PTAC Population Recommendation to SCEO 80 Spokane �� Valley Community 85 Economic Development: Development Services Completed Shoreline Master Program Resubmitted modified Forker Floodplain study to FEMA Completed 2 Comprehensive Plan amendments Completed 2 Municipal Code Amendments Beekeeping Update code sections to be consistent with SMP 81 Spokane Valley 82 Public Works Administration Maintenance Division Traffic Division Stormwater Utility Capital Improvement Program Division Public Works Department: Solid Waste Program Ecology awarded Coordinated Prevention Grant (CPG) approx. $107,000 First full year of program operations Transfer Station: Garbage Yard Waste Recyclables (Tons) (Tons) (Tons) Commercial Haulers 55,182 246 Self Haul 9,803 2,845 Total 64,985 3,091 182.49 83 ` Spokane �� Valley Public Works Department: Pavement Preservation Plan Scanned I /2 of City's Arterials and 1/3 of Residential streets. Updated Plan to reflect new collected data. 84 •-/I\ Spokane �� Valley Public Works Department: Snow Removal Received and reviewed 170 Citizen Requests ► Used 1 19,175 gallons of liquid deicer ► Used 497 tons of granular deicer ► 40 snow days with at least a trace of snowfall 38 inches of snow fall 85 (In'OF Spokane �� Valley Public Works Department: Street Maintenance Contract Pavement Preservation — 24,300 Square Yards of Asphalt Sidewalk repair — 100 Square Yards Crack sealing — 66 Lane Miles ► Curb and Gutter repair — 240 LF ► Shoulder repair — 50 Miles Maintained • Sto rmwate r projects - $164k 86 Spokane �� Valley Public Works Department: Street Maintenance Division Geiger Work Crew 150 Days / 9600 man hours worked Cleared snow and ice from City maintained bridges ► Mowed I04 acres of dry land grass ► Geiger Work Crew picked up 196,620 pounds of garbage ► Cleared garbage and mowed the Appleway Right -of -Way ► Mowed Noxious Weeds in cooperation with the Spokane County Weed Board along our Right -of -Ways. Assisted in windstorm cleanup Assisted in Sands Bridge Polymer Overlay 87 (1TY (N /\ Spokane �� Valley Public Works: Traffic Division City-wide Safety Improvements- HSIP Grant Installed RRFB (Rectangular Rapid Flashing Beacons) at: - 32nd and Collins - Valleyway and Argonne - Valleyway and Mullan - Indiana and SpokaneValley Mall Entrance ► 88 •-/\ Spokane �� Valley Public Works: Traffic Division Citizen Request Examples Responded to 168 C.A.R.E.S. Requests Examples: Citizen concern: Speeding on Blake. The speed limit signs were new. Added white reflective sheeting to sign post to increase visibility, especially at night. Note reflectivity. Citizen concern: Night visibility at the intersection of Mission and the Evergreen Connector.The intersection is of two arterials and a new street light was added. Coordinated with various Home Owner Associations (HOAs). - 89 •-/\ Spokane �� Valley Public Works: Traffic Division Signal Improvements - Installed FYA at Sprague and Progress to accommodate new SB left turn lane. - Rebuilt the traffic signal at Knox and Argonne. - Implemented the City's Traffic Operation Center (TOC). 90 •-/\ Spokane �� Valley Public Works: Traffic Division Planning - Coordinated with Washington State Department of Transportation (WSDOT) on the NCS and Henry Rd Interchange Justification Reports (IJR). - Worked on the Transportation elements of the City's Comprehensive Plan Update. - Completed the Traffic ImpactAnalysis (TIA) Report for the new City Hall. - Reviewed TIAs for two new large developments within the City. 9I Transport:bon System ristirEy Cord iti+ans LITS' OF Spokane �� Valley SRTMC Public Works: Traffic Division Inter -Agency Coordination 92 City of Millwood City of Liberty Lake City of Spokane Spokane County SRTC S�okpne ona(7ranrorfaknCouncr( - SRTC - SRTMC - STA - WSDOT v Vr1Ti te */� mnrrt of Transported port Spoh n col.Tr ssiHowity t LITS' OF Spokane �� Valley 2 CI 7 5 TRAFFIC /MPRiOVEMENTS FeSd i,^a cd 1000000000.1a. -- Rebuilt Signal Argonne/Knox I rRRFB - Argonne/Val leyway `I RRFB - Mullan/Valleyway r-- New Detection Argonne NB RT Lane Revised Pedestrian Crossing Appleway/University 2015 Traffic Improvements Safety Project 111. Signal Upgrade Operations Project Signal Timing Work =,p: 441, Eley City Hall - Traffic Operation Center T'eni vood RRFB - Indiana/Spokane Valley Mall 1 Install LED Lighting Mission/Evergreen Overpass RRFB - Appleway TraillBowdish • FYA- Sprague/Progress RRFB - 32nd/Collins, Esri, HERE, DeLorme, Mapmylndia, ® OpenStreetMap contributors, and the GIS user communi y Public Works Department: s� y i Stormwater Utility Completed upgrades to Broadway, Havana to Fancher with Ecology grant Constructed new porous asphalt and pervious concrete shoulders Opened Decant Facility with WSDOT Received award notices of $4.1 M in funding for future year program, design and construction projects 94 (In'OF Spokane �� Valley Public Works Department: Stormwater Utility 2015 Grant Funding Summary Received $640 Thousand in grant reimbursements Broadway, Havana to Fancher SD Improvements ($389k) Eastern Washington Effectiveness Studies Project ($200k - Permit Implementation support ($50k) ► Awarded $4.1 Million in new grant funding Sprague LID, Drywell Retrofits with Pavement Preservation Projects, and Decant Canopy Projects (25% local match) Design funding forAppleway, Farr to University and stormwater improvements along Dishman-Mica from Bowdish to Schafer Roads (0% local match) Spokane Valley DEPARTMENT OF ECOLOGY State of WachingtQn no local match) Public Works Department: Stormwater Utility 2015 System Improvements Broadway Storm Drain Improvements Retrofits with Preservation Projects: Sprague, Maxwell, Houk, Sinto, Sullivan, Argonne, Mansfield, Montgomery ► Repair and Replace structures at 26 locations New Decant allowed for improved operations at a substantially lower cost, cleaning more structures that contain larger amounts of water •-/\ Spokane �� Valley Public Works Department: Stormwater Utility Broadway Project Decommissioned 4 drywells ► Retrofitted 24 drywells ► Installed 30 catchbasins w/spc 10 Installed 3 new bio -infiltration swales Installed 3 cartridge media filtration systems Public Works Department: Stormwater Utility Retrofits with Pavement Preservation Increased treatment: Installation of 35 catchbasins with SPC Decommissioned 2 Drywells Repaired structures and drain fields Public Works Department: Stormwater Utility 2015 Operations: Responded to: over 57 flooding calls Swept up over 1,560 cubic yards of street debris Cleaned over 2,200 structures including: 236 Drywells, 1,045 Catchbasins,and 918 Sidewalk/Curb inlets Maintained 11+ acres of irrigated turf Public Works Department: Stormwater Utility 2015 Inspections Responded to 14 illicit discharge complaints/spills Performed over 2,100 structural condition assessments MPG 81arm wailer iwr+dkril Rrspom+ Not awr... ,Harr INR�++irra«r • ormltrprcis Drinslik .2 13 l 67R TER iminwnrv'EmEAty.s. CRY OF SPQiKANE VALLEY U, & Pragre-s dtti. E 01 Qishrnar Mica 2015 Stormwater Improvements rarrrr,r�oaor CIP,9rrualo w�3r1 s Prop -et [43 iocodicrrs} Malnterearrcr: DMilon ProIec1-$19 Lacaliierrs} Ston nwwaler Improverner►t, on VW CIF Project (5 Lacarbormr) Date: 2+&289 Rotcilvrd & 14th Lh L.1i9. O. fl ,Elim 0J}Lt H.141 ,. to r-1.1...1111. • 113 re. LI. LC,. eR Public Works: Capital Improvement Program (CIP Division) Areas of work completed in 2015 includes: Grant applications ► Transportation Planning Street Preservation Program Capital Projects — design and construction ► 102 Spokane �� Valley Public Works: Capital Improvement Program CIP -Transportation Planning ► Participated in SRTC's Technical Transportation Committee (TTC) Amended the 2015 Transportation Improvement Program (TIP) Developed the 2016-2021 Six Year TIP Worked with SRTC on State Transportation Improvement Program (STIP) —federal fund obligations Coordinated with neighboring jurisdictions on transportation projects 103 Spokane �� Valley Public Works: CIP - Grant Applications Applied for the following grants in 2015 ► 5 — CMAQ &Transportation Alternatives Program (TAP) ► 5 -Transportation Improvement Board (TIB) ► 1 — Recreation Conservation (RCO), Parks Dept ► 1 — Legislative Direct Appropriations 14Total Grant Applications ► 1 - Spokane County CDBG $7,366,576 grant dollars received ► 1 -Transportation Investment Generating Economic Recovery (TIGER) Spokane �� Valley Public Works: Capital Improvement Program CIP - Street Preservation Program ► Continued work on Implementing Street Preservation Program Utilized Grant funds and City funds to maximize preservation program Spent $2,400,408 — Fund 311 Spokane �� Valley Public Works: Capital Improvement Program CIP -Capital Projects Managed: 15 Construction Projects 15 Design Projects $11,960,839 spent on Street & Bridge Construction 106 Spokane Valley Public Works: Capital Improvement Program Completed Projects: Street Preservation Projects Contractor Houk-Sinto-Maxwell Avenues Montgomery Avenue MuIlan Road Sullivan Road — Sprague to Mission Sullivan Rd —Trent to Wellesley & Wellesley west of Sullivan 107 T. LaRiviere Equipment Inland Asphalt Company Inland Asphalt Company Inland Asphalt Company Poe Asphalt under WSDOT contract $386,726 $395,537 $510,499 $981,870 $715,661 •-/\ Spokane �� Valley Public Works: Capital Improvement Program Argonne Rd Corridor Upgrades Mansfield Avenue Connection Cameron -Reilly Inland Asphalt Company $ I.8m $ I.5m ► 108 •-/\ Spokane �� Valley Public Works: Capital Improvement Program ApplewayTrail — University to Pines Stone Creek Sprague/Long Sidewalk Improvements Bacon Concrete $ I.6m $337,937 109 Spokane �� Valley Public Works: Capital Improvement Program On-going Construction: Estimated Cost Sullivan Rd West Bridge Replacement Citywide Safety Improvements 110 Maxi. Kuney Cameron -Reilly $15.8m $503,424 •-/\ Spokane �� Valley Public Works: Capital Improvement Program Design projects: m:dfffrr' • Mission Ave — Flora to Barker Sprague/Barker Intersection Improvements Sullivan/Euclid Concrete Intersection ITS Infill — Phase 1 Staff Staff Staff Transpo Group $917,700 $51,619 $2,092,527 $327,562 •-/\ Spokane �� Valley Questions or Comments? 112 To: From: Re: DRAFT ADVANCE AGENDA as of March 3, 2016; 10:00 a.m. Please note this is a work in progress; items are tentative Council & Staff City Clerk, by direction of City Manager Draft Schedule for Upcoming Council Meetings March 15, 2016, Special Meeting, Workshop, 8:30 a.m.- 4:30 p.m. (no evening mtg) Council Chambers March 22, 2016, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: 2016 LTGO Bond Ordinance (City Hall) — Mark Calhoun, Erik Lamb 3. Admin Report: SCRAPS Update (postponed from 2/23/16) — Mark Calhoun 4. Admin Report: Sidewalk/Snow Removal (postponed from 2/23/16) — Cary Driskell 5. Admin Report: Solid Waste Collection — Eric Guth, Morgan Koudelka, Erik Lamb 6. Admin Report: Uncovered/unsecured loads — Erik Lamb 7. Admin Report: Drug Enforcement Update — Rick VanLeuven 8. Admin Report: Advance Agenda — Mayor Higgins 9. Info Only: (a) Dept Reports; (b) WSDOT Call for Projects (Bicycles, [due Mon, Mar 14] (5 minutes) (15 minutes) (20 minutes) (20 minutes) (25 minutes) (15 minutes) (20 minutes) (5 minutes) and Safe Rts to School) [*estimated meeting: 125 minutes] March 29, 2015, Study Session Format, 6:00 p.m. 1. Fire /Police Depts Rescue Task Force — Captain Chris Cornelius & Sgt. Whapales 2. WSDOT Call for Projects (Bicycles, and Safe Rts to School) — Eric Guth 3. Comp Plan Water Rights/Districts Discussion — Adam Jackson, Henry Allen 4. Comp Plan Goals and Policies Discussion — Lori Barlow 5. City Hall Update — John Hohman 6. Advance Agenda — Mayor Higgins [due Mon, Mar 21] (30 minutes) (15 minutes) (20 minutes) (60 minutes) (15 minutes) (5 minutes) [*estimated meeting: 145 minutes] April 5, 2016, Study Session Format, 6:00 p.m. 1. Comp Plan Tiny Homes Discussion — Micki Harnois 2. Annual Comp Plan Amendment (CPA -2016-0001) — Karen Kendall 3. Code Text Amendment-Adminis Exceptions — Lori Barlow, Christina Janssen 4. Port District Update — John Hohman 5. Advance Agenda — Mayor Higgins [due Mon, Mar 28] (15 minutes) (20 minutes) (20 minutes) (15 minutes) (5 minutes) [*estimated meeting: 75 minutes] April 12, 2016, Formal Meeting Format, 6:00 p.m. 1. PUBLIC HEARING: WSDOT Call for Projects — Eric Guth 2. Consent Agenda (claims, payroll, minutes) 3. Motion Consideration: Approval of WSDOT Call for Projects — Eric Guth 4. Admin Report: Advance Agenda — Mayor Higgins [due Mon, Apr 4] (10 minutes) (5 minutes) (10 minutes) (5 minutes) [*estimated meeting: 30 minutes] April 19, 2016, Study Session Format, 6:00 p.m. 1. First Reading 2016 LTGO Bond Ordinance (City Hall) — Mark Calhoun 2. Advance Agenda — Mayor Higgins Friday, April 22, 2016; 9:30 noon; Spokane Regional Council of Governments meeting Spokane County Fair & Expo Center, Conference Facility, 404 NHavana Street [due Mon, Apr 11] (20 minutes) (5 minutes) Draft Advance Agenda 3/3/2016 1:56:31 PM Page 1 of 2 April 26, 2016, Formal Meeting Format, 6:00 p.m. [due Mon, Apr 18] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. First Reading Ordinance, Annual Comp Plan Amendment (CPA -2016-0001) — Karen Kendall (20 minutes) 3. Admin Report: Advance Agenda — Mayor Higgins (5 minutes) 4. Info Only: Department Reports [*estimated meeting: 30 minutes] May 3, 2016, Study Session Format, 6:00 p.m. [due Mon, Apr 25] 1. Advance Agenda — Mayor Higgins (5 minutes) Mav 10, 2016, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Second Reading Ordinance, Annual Comp Plan Amendment (CPA -2016-0001) 3. Second Reading 2016 LTGO Bond Ordinance (City Hall) — Mark Calhoun 4. Admin Report: Advance Agenda — Mayor Higgins Mav 17, 2016, Study Session Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins Mav 24, 2016, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Higgins 3. Info Only: Department Reports May 31, 2016, Study Session Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins June 7, 2016, Study Session Format, 6:00 p.m. 1. Advance Agenda — Mayor Higgins June 14, 2016, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Higgins *time for public or Council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: Avista Electrical Franchise AWC Conference (June 21-24) Domestic Violence Advocacy (Police) Economic Development Marketing Plan Emergency Preparedness Greenhouse Gas Emissions Policy Intelligence -led policing Ord 15-023 Marijuana Ext/Renew (expires 6/9/16) Ord 16-003 Mining Ext (expires 8/21/16) Pavement Preservation Public Safety Ad Hoc Committees SVMC 2.45 Review/Discussion SRTMC Agreement (June/July 2016) TIP 2017-2022 (May/June) [due Mon, May 2] (5 minutes) — Karen Kendall(10 mins) (10 minutes) (5 minutes) [due Mon, May 9] (5 minutes) [due Mon, May 16] (5 minutes) (5 minutes) [due Mon, May 23 (5 minutes) [due May 27] (5 minutes) [due Mon, June 6] (5 minutes) (5 minutes) Draft Advance Agenda 3/3/2016 1:56:31 PM Page 2 of 2