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2016 Business Plan
6 - I __ I + • - SPOKANE VALLEY CITY HALL r_ 7 - - . 1 IP Mr, S ______r CITY OF 2016 Business Plan pokane Conceptual Renderingof the new CityHall. \,, jjle ,t p Vol. 9 Contents I Business Plan 2016 Organizational Overview . . . . . 3 Executive Summary 4 Business Plan Process 16 Strategic Service Delivery Areas 17 Understanding the Departmental Business Plan 19 Department Business Plans: Legislative—City Council. . . . . . . . . . 20 General Government Budget Impact Summary . . . 22 Executive/Legislative Support—City Manager/City Clerk . . 24 Executive/Legislative Support—City Attorney . . . . . 34 Operations & Administrative Services . . . . . . 41 Finance and Information Technology Services . . . . 56 Community and Economic Development. . . . . . 62 Parks & Recreation . . . . . . . . . . . 82 Public Works . . . . . . . . . . . . 93 ADDENDUM A: Spokane Valley Police Department (Contract Services) . 107 ADDENDUM B: Foundation of the City of Spokane Valley. . . . . 128 City of Spokane Valley Values . . . . . . . 129 Core Beliefs . . . . . . . . . . . . 130 Customer Service Program . . . . . . . . 132 Customer Service Definition . . . . . . . . 133 Information Input . . . . . . . . . . . 134 Council Goals . . . . . . . . . . . . 136 Summary - Citywide Business Plan 137 PAGE 2 Vol. 9 Organizational Overview 2016 L_ w City Manager —0— Pt I Finance JEcri I My Attorney I 7r ecxr «s Deputy City Manager Cly Cat `- Adrnlrlstrabve Accan n l,gnitrogen I ITSpeaa t fl'.A�rrrinlsha]tie — Assts-arr. F..ana 4r I I i 0 FTE' Pa& "'dMart ialall feBnHG@G r Derarty City AMCcidarlarrffEnudget Dela:l.se Tell MatI Attorney Maya • Aaritrshamr A.�1Irlstiatwe l Art*rhlsha0vE 0.76 FTE) Assistant — Cor I Analyst I4Assn.HI11SceA sI Accotrrtnig Hap des& Ij2.0 FTE) I Tech-lc= Tedrisfan. I Ic IMcnrrrnJon (2.0 FTE) Officier Worker Fannies 0nnror (2.d FTE) uernerraoe Sonia Center spedaltsl L 5>*1r e AlTeilitlEgliE — t Ir �ssiaart ICenterPlaceCince Pu InisWorks Assistant I �_ Building Oficial Sensor alarelerDirector Services neat 1.1.d FT=i a n AAS Emrortic Engineer I I Mee(Assistant I Jt — Sella HPians Ceweluamea de.+etaprnent (2.0 FTE) Examiner doescom�cabr Grecianst =_nJneerlrg Seam Engineer- Engineer- Oen arErrglneer- Engineer Assistant Engineer' I Tedu-ician T� CIP '® Plans Examiner I PermitFaditta':nr (r FTE) I I I (2.0 FTE) 9. sl rt Engineer SEnMsx ErglreEr- T we Mee Vsslslant I [?1Y Irrspe r I Com-Minn ASs — -Slnrm+ater Frged Manager — lr�t kw:lir - Building Ins ensr I j2.0 FTE) I I IfPEetar S ;2.G FTE} .10 FTEj I Tediriolai ardor Planer I I Cole En?armerrl —I Techs a�ISI- "Assistant Engineer_ T II - (i.d FTE) I I CrTicer j1 FTE) Ivtarr�war Eng TeWiriaing Engineer TEdPlanner I I nrldan I - Plalrier (2.d FTE) IIS (2.0 FTE) (2111 F1E) PAGE 3 Vol. 9 Executive Summary-City Manager's Message 2016 Each year, the City of Spokane Valley prepares a business plan to guide in the preparation of the annual budget. The 2016 Business Plan links to- gether community priorities, the Financial Projection, Council goals, and the proposed 2016 Budget. Each department within the City of Spokane Valley participates in the business plan process, developing new objectives guided by Council goals, public input, staff input and strategic planning. Departments also refine existing goals based on new information and the updated Financial Projection. Strategies accompany each goal in order to illustrate and define how departments will accomplish these goals. City Council reviews the Business Plan as part of the annual budget process. Integration with the Budget: The Business Plan is integrated with the Budget to create a plan of action to meet the essential needs of our citizens. In large part, the Business Plan charts the course that leads to the strong financial position of the City. Prioritized spending, lean staff and a commitment to basic values has allowed the City to address the needs of the community and enhance infrastructure while maintaining fiscal reserves. Hope for the best— prepare for the worst: The Business Plan also helps the City prepare for cyclical downturns in the economy. To meet this objective, each department prepares a theoretical set of 3%, 6%, and 9% budget reductions. These reductions are not budget proposals, but tools to test the base level of services provided by the City and anticipate potential future revenue shortfalls. Since experiencing a significant decline in revenue sources, such as sales tax, from 2007-2010, (Table 1.1, pg. 13), there has been a moderate increase from 2011-2015. The Financial Projection, (Table 1.2, pg. 14 & 15), reflects this slightly pos- itive trend with a modest increase of about 3.0% per year through 2019. Therefore, the 2016 Business Plan has been created during a time of a moderately strengthening economy. Within this document, each department has defined its programs and has identified the services each program provides. With projected economic constraints, the ability to sustain programs in 2016 at the 2015 levels is feasible. With existing Operations and Maintenance (O&M) held to a 1% increase, with a few exceptions, the City does not anticipate utilizing reserves for O&M in 2016. Looking ahead: Looking forward, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2015 plan. This Busi- ness Plan is the tool we use to guide the City forward to accomplish the Council's goals, while remaining squarely within the current budget and fore- casted projections. For example, in June, 2014, the Council goal to implement solid waste transfer, transport and disposal in the best interest of Spo- kane Valley, was accomplished by Council authorizing a private contract with Sunshine Recyclers, Inc. This enabled the City to achieve one of its Core Values to contain or impede the rising cost of governmental services by examining public/private partnerships. Further, to help us monitor the success of each of the City's programs, such as solid waste, the business plan includes performance measures to determine the amount of effective- ness and efficiency in which work is performed. Over time, the City will have a good indicator of the progress the City is making to provide high quali- ty services in a cost-effective way, while remaining within budget and the forecasted projections. (cor)tirwed) PAGE 4 City Manager's Message Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2016 expenditures in line with projected revenues. The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the challenges set before us. As an open collaborative government, we continue to encourage our citizens to provide the necessary feedback we need as we endeavor to plan our City's future together. Although the Business Plan is based on a 6-year cycle, the Financial Forecast is limited to 5 years. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond 2020. It is important to note the Business Plan and Projec- tion are imperfect tools and is precisely why both documents are updated on an ongoing basis. Fiscal Policies: Financial Management: The City proposes to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs/overhead by continuing to contract for many services. 3. Continue the 6-year Business Plan process. 4. Leverage City funds with grant opportunities. *5. Minimize City debt with a "pay as you go" philosophy. • The State of Washington sets the maximum level of allowable debt for cities based on assessed value of property. The City of Spokane Valley currently utilizes only 1.20% of its total allowable debt capacity, and more importantly, only 6.02% of non-voted bond capacity. This is extremely low debt. 6. Strive to prioritize spending in the annual budget process and minimize mid-year addition of projects and appropriations. *The City has made a decision to use a combination of cash and debt to finance the new City Hall to be completed in the spring of 2017. Essentially, the City will trade rent payments for mortgage payments but will own the building at the end of 30 years. In addition to the finance charges, the City will incur approximately $271,700 in operation cost. This is detailed in Table 1.2 on page 14. (continued) PAGE 5 City Manager's Message Financial Objectives: The City's financial objectives through 2016 are: 1. Maintain a minimum General Fund ending balance of 50% of recurring expenditures, which is the equivalent of six months of general fund operations. 2. If necessary, utilize the Service Level Stabilization Reserve Fund ($5.5 million) to maintain ending fund balance minimum. 3. Commitment to the strategy that the Service Level Stabilization Reserve Fund will not reduce below $3.27 million (60% of$5.5 million). 4. Maintain the property tax assessment the same as 2015 with the exception of new construction. As in the previous four years, the City will forego the 1% annual increase allowable by RCW 84.52.050. We anticipate this will result in a levy of$11,279,200 plus estimated new construction of$200,000 for a total levy of$11,479,200. The 1% increase capacity will be banked for future use as provide by law. This effectively makes the 7th year in a row we have not increased our City property tax assessment. 5. Grow our economy so our existing tax base can support our basic programs. Commitment: By committing to these policies and the checks and balances they afford, the City will ensure financial sustainability well into the future. Challenges: Beyond the General Fund, the City of Spokane Valley has 4 main financial challenges for 2016: 1. Railroad Grade Separation & Quiet Zone Projects: (Barker & Trent Road Overpass; Pines Road Un- derpass; Park Road Overpass & Sullivan Road Overpass improvements). 2. Pavement Preservation: Street preservation needs must be met with other needs; the 2016 budget achieves this balance. 3. Grants & Declining Matching Funds: City staff actively pursues funding commitments from other sources to help pay the cost of needed capital improvements— roads, bridges, Stormwater and parks that benefit the community. 4. Local Street Maintenance Combination of Funding: This fund derives its revenues from an allocation of the State Motor Vehicle Fuel Tax distributed to cities and a 6% City utility tax on telephone usage. PAGE 6 Executive Summary-Program Descriptions GENERAL GOVERNEMENT General Government • This budget accounts for activities not specific to the functions of any particular General Fund department or operation. Ex- penditures recorded here are composed of election costs and voter registration fees paid to Spokane County; the cost of the City's annual audit paid to the State of Washington; City Hall rent; most information technology expenses including annual computer leases; annual repair and maintenance contracts for servers and copiers, monthly telephone and internet charges, and computer and copier purchases. Also charged to this area are payments to outside agencies for economic development and social service purposes; annual property and liability insurance premiums; and transfers to other funds representing General Fund investments or grant matches in a variety of capital projects including pavement preservation. LEGISLATIVE & EXECUTIVE City Council • The Council is the community's legislative and policymaking body. The Council focuses on the community's goals, major projects, and long-term considerations such as community growth, land use development, capital improvement, financing, and strategic planning. The Council hires a professional manager to implement the administrative responsibilities related to these goals and supervises the manager's performance. City Manager • Per the Spokane Valley Municipal Code (2.15.020), the City Manager, as the chief executive and administrative officer of the City, supervises, administers and coordinates the activities and functions of the City departments as established by the City's ordinances and the policies of the City Council. All City employees report directly or indirectly to the City Manager. The program ensures development and execution of the City's strategic plans and budget, and assists staff in support of the City's mission, operating plans and objectives. The program consists of three full-time employees, which includes an assis- tant to the Councilmembers. City Clerk • Per the Revised Code of Washington (RCW 35A.13.090), one of the appointed offices for the City includes a City Clerk. This program keeps a full and true record of every act and proceeding of the City Council and keeps such books, accounts and reports as may be required by the state auditor; processes all ordinances and resolutions; prepares all agendas and packets for Council meetings; publishes all legal notices and manages record archival and public disclosure requests; and supervises the City business registrations. The program has two full-time employees; with Central Reception assisting in the business registrations. City Attorney • Provides timely advice to the City Council and staff on a full range of municipal issues, including assisting the Council in achieving its annual legislative goals. This advice allows the Council to reasonably consider among available policy choices. Drafts or reviews all contracts, ordinances, and resolutions. Assists City departments in reviewing and amending relevant City Code provisions. Provides legal review on certain public records requests. The Office is staffed by the City Attorney, Deputy City Attorney, Legal Administrative Assistant, and two Legal Interns. The Office occasionally utilizes the services of private counsel to address areas of specialty, or due to unusual workload demand issues. OPERATIONS &ADMINISTRATION Deputy City Manager • Oversees the daily operations and administrative services of the City including the Parks and Recreation, Public Works, and Community and Economic Development Departments. Directly manages information technology and public information services. Represents the City on various local, regional and state projects. Works closely with the Finance Department on the development of a variety of financial analysis and directs the process leading to the issuance of general obligation bonds. This position interacts with citizens and staff to ensure quality customer service, as well as confers with the city, county, state and federal agencies regarding the City's existing and planned programs. PAGE 7 Executive Summary-Program Descriptions OPERATIONS &ADMINISTRATION Public Information • Supports government transparency and generates community interest and involvement through development and dissemi- nation of timely, accurate and complete information on City programs, projects, activities and issues using a variety of channels. Provides emergency information and instructions for the safety and well-being of citizens, Council &staff (i.e., Windstorm 2015, Valley View Fire 2007, Snow Emergency 2008-2009, and Declaration of Pandemic Influenza 2008). Serves at the primary contact for media and for general information about the City. This program has one full-time employ- ee and one part-time intern. Contract Administration and • A priority of the City is to use taxpayer funds in the most efficient and effective ways possible. This program employs two Analysis full-time employees who work with the City Manager and City Attorney to administer the City's contracted public safety services. It is an essential priority for the City to provide citizens with the highest quality of services at the best value, while accounting for the services provided. For 2016, this meant$24.7 million or nearly 63%of the General Fund recurring ex- penditure budget, was administered, evaluated and accounted for by this program. Human Resources • Provides the labor related services for the City to include recruitment, appointment, compensation, union bargaining, well- ness, employee appreciation, and employment law compliance. Manages the Risk Management and Americans with Dis- ability Act(ADA) programs within the City. These essential services help to minimize employment and claims costs to the City and help to provide reasonable access to the City's Services when special accommodations are requested by its citi- zens. Develops and maintains the City's Website and Mobile App. Through these functions, HR staff consults with vari- ous departments to relay information concerning City services to the public. Provides research and analysis of both hu- man resource and non-human resource related subjects for the City Manager's Office. This program consists of two full- time employees. Central Reception • Supervised by the Human Resources Department, Central Reception has two full-time employees who are the first-touch between the citizens and the City. Central Reception is the citizen's directory to all the City's departments and services. Customer service is the key priority for this program as it provides assistance to the citizens, clients, and staff in the daily operations of the City. Finance • Administers, coordinates, supervises and controls financial activities engaged in by the City. These functions are per- formed through a combination of interrelated activities including financial management, general accounting and infor- mation technology. • Financial management responsibilities include activities such as budget development and monitoring, treasury control and management of the City's cash and investment portfolio, debt financing and management, and working with pub- lic works staff on financing options for capital projects. • General accounting responsibilities include activities such as internal and external financial reporting, general ledger accounting, audit coordination, cash receipting, processing of payroll and accounts payable, grant accounting and reimbursements, as well as project accounting and reimbursements. • Information technology responsibilities include the design, maintenance and support of the City's data network. They order, deliver, repair and maintain all desktop, iPad laptop and peripheral equipment as well. Responsibilities also include the broadcast of City Council meetings which entails the acquisition and ongoing maintenance and support of the related hardware and software as well as working with the vendor involved with the actual recording of the meet- ings. PAGE 8 Executive Summary-Program Descriptions COMMUNITY & ECONOMIC DEVELOPMENT Administration • Director: Oversees the daily operations of the Community& Economic Development Department, prepares the budget and yearly work program. Supervises the Building Official, Development Services Manager, the Economic Development per- sonnel and the Administrative Assistant. Monitors the Planning Commission assignments and provides training programs for the department and the Planning Commission. • Administrative Assistance: One administrative assistant assists in preparation of the budget, administrative support to the Planning Commission, provides first review of floodplain development permits, finalizes all correspondence and staff re- ports, prepares mailings, maintains the department file system, responds to public record requests, processes the bills, orders and maintains office supplies for the department, prepares monthly and weekly calendars, maintains the depart- ment web pages, and provides back-up to the front desk reception and permit center. Building Division • Permit Center: These team members staff the front counter for technical assistance and plan intake, review building per- I mit plans, process applications and distribute to other internal divisions and outside agencies. They inspect development projects; participate in the regional building official group: Homebuilders Association; follow state legislation on building codes and provide input on how new regulations impact Spokane Valley; work with the Fire District on mutual projects and prepare local amendments to the State Building Codes. • Staff: (1) Building Official; (1) Senior Plans Examiner; (1) Plans Examiner; (3) Building Inspectors; (1) Development Ser- vices Coordinator; (2) Planners; (2) Permit Facilitators; (1) Engineering Technician; and (1) Office Assistant/Cashier. Development Services I • Development Services Division: Provides professional policy guidance to the City Manager, City Council and Planning Commission on such issues as land use, access management, Shoreline Management Act, annexation, growth targets, water quality, privately funded infrastructure issues and more. The staff is responsible for processing land use and home business permits, reviewing environmentally sensitive areas for the review and inspection of stormwater management in private development, reviewing access management and other improvements in private development applications and administering the State Environmental Protection Act. • Staff: (1) Development Services Manager; (1) Senior Planner; (1) Code Enforcement Officer; (2) Development Engineers; (1)Asst. Development Engineer; (2) Planners; (1) Right-of-Way Inspector; (1) Construction Inspector; and (1) Office Assistant. • Development Engineers: Review private development plans for compliance with the Storm Water Manual and Street Standards, assist customers with engineering requirements, coordinate the Floodplain Management Program for the City, inspect development construction, write and update corresponding regulations, work with the Traffic Engineer on development traffic mitigation and work on special projects (i.e. Hanson Agreement). PAGE 9 Executive Summary-Program Descriptions COMMUNITY& ECONOMIC DEVELOPMENT Development Services, cont. • Planners: Prepare staff reports and present land use cases to the Hearing Examiner for subdivisions, zone changes, vari- ances, conditional use permits and appeals. Planners assigned to the Permit Center counter assist citizens and develop- ment professionals with zoning questions, review and process applications, review business registrations and process adult entertainment applications. Process updates to the Comprehensive Plan on an annual basis, as required by RCW 36.70A, including both private and City initiated amendments. Coordinate and update capital facilities plan as part of the annual comprehensive plan update process as required by RCW 36.70A. Prepare development regulation text amend- ments. Manage City initiated planning projects, such as the Shoreline Management Program Update and the Comprehen- sive Plan legislative update. Participate in regional planning processes, including the Urban Growth Area Update, and coordinate, review and comment on land use proposals from adjacent jurisdictions. Participate on the Planning Advisory Technical Committee, and attend the Steering Committee of Elected Officials meetings. Collect, analyze and interpret data on local economic, population and land use trends. Coordinate with Spokane Regional Transportation Council (SRTC) to ensure land use, population and job projections data are properly represented in regional transportation models. Also par- ticipate on the Regional Site Selector committee. • Code Enforcement: (1) One Code Enforcement Officer investigates all code compliance complaints, prepares paper work, testifies in hearings, and court if necessary, and prepare the documentation and staff reports and appeals. • Right-of-Way Inspections: (1) One Right-of-Way Inspector reviews all private construction occurring in public right-of-way including pavement patches, curb cuts, etc., responds to complaints about work occurring in the right-of-way and inspects warranty work. During construction season, there is a peak of activity which requires we supplement the inspector with as- sistance from other inspectors within the department. Economic Development • The Economic Development division is under the direct supervision of the Director. Oversight of these activities is also co- ordinated closely with the City Manager. The functions of the Economic Development division are to pursue infrastructure improvements that foster economic development; find opportunities to improve and streamline permit processes and regu- lations; maintain an efficient permitting process; create strategies to attract and retain businesses; develop collaborative relationships to promote business retention and expansion; develop and execute a comprehensive economic development strategy; develop and execute a comprehensive marketing program; coordinate with regional and local economic develop- ment partners; use information technology to support economic development; promote Spokane Valley to businesses and visitors; strengthen and expand event and civic opportunities for citizens, visitors, and businesses to engage with Spokane Valley businesses and,foster an educated and job-ready local workforce. • Staff consists of: (1) Economic Development Coordinator& (.5) Economic Development Engineer PAGE 10 Executive Summary-Program Descriptions PARKS & RECREATION Parks Administration • This division provides direction and leadership for the Department with its 180 acres of park land which includes 12 devel- oped parks and three outdoor pools, one mile of the Appleway Trail and approximately seven miles of the Centennial Trail. It also manages and oversees private contracts for park maintenance, aquatics, CenterPlace janitorial services, Center- Place food and beverage services, the Splash Down lease and the Police Precinct facility. Additional duties include: admin- istering the City's special use permits, developing policies and procedures, scheduling all park facility reservations and managing various construction projects. • Staff: (1) Director and (1) Administrative Assistant Parks Maintenance • This division is responsible for the maintenance of all of our developed parks and open park land including the Centennial and Appleway Trails. This maintenance work is contracted with a private contractor whose contract is managed by the Ad- ministration Division. • Recreation • This division develops, coordinates and facilitates the delivery of recreation programs, services and events throughout the City, including over 21 different recreation programs year-round and partnerships with the YMCA, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane and a variety of other programs within Spokane County. • Staff: (1) Recreation Coordinator Aquatics • This division includes three outdoor swimming pools: Valley Mission, Park Road & Terrace View ,• It provides open swim opportunities, swim lessons, swim teams and facility rentals. The operation and maintenance of these pools is contracted out to a private contractor. Senior Center • This Division coordinates the use of the Spokane Valley Senior Center and assists in the planning, organizing, coordination and administration of leisure and human services programs for senior citizens, including cultural arts, physical activities, special interest classes and programs. There are over 950 members of the Spokane Valley Senior Citizens Association that are under the direction of the Spokane Valley Senior Citizens Association Board. • Staff: (1) Senior Center Specialist CenterPlace • This division oversees the scheduling and room setups for CenterPlace Regional Event Center, a gathering place for the community to enjoy public and private events while showcasing the City's state of the art venue. It is also home to the Spo- kane Valley Senior Center. CenterPlace hosts hundreds of events each year and promotes regional tourism exposing guests to the benefits of our community. • Staff: (1) CenterPlace Coordinator; (2) Maintenance Workers; (1)Administrative Assistant; and (1) Office Worker 1. PAGE 11 Executive Summary-Program Descriptions PUBLIC WORKS Administration & • The Public Works Department oversees the City's transportation system, which includes construction and maintenance of streets, Capital Improvements stormwater systems, operations and maintenance of traffic signs and signals and transportation planning. The Department provides coordination with other City departments on the planning, design and construction of City parks and civic facilities, along with participa- tion in regional public works issues such as solid waste, wastewater, and high-capacity transportation. The Department plans, designs and constructs new facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails, civic and community buildings. This requires long-range planning, acquisition and management of state and federal grant funding, coordination with stake- holder groups, and project management. The Public Works Director oversees all divisions. This division funds (1) Senior Engineer- Capital Improvement Program; (2) Senior Engineers-Project Managers; (.375) Engineer-Planning/Grants; (1)Assistant Engineer; (1) Engineering Tech 2; (2) Engineering Tech 1; (.5) Maintenance/Construction Inspectors; (2)Administrative Assistants; and (3) Limited Term Construction Inspector Street Maintenance Fund • Provides responsive and effective management and maintenance of City streets, snow and ice control, and debris removal, allowing for safe transportation throughout the community. Many different types of services are required to maintain the entire infrastructure. Pro- vides traffic engineering for safe and efficient multi-faceted transportation systems throughout the City. Oversees the operation of traffic signals and installation and maintenance of signing and striping. Provides transportation planning and design support to the capital im- provement program. This division funds (1) Street Maintenance Superintendent, (1) Senior Engineer-Traffic, (.375) Engineer-Planning/ Grants, (1)Assistant Engineer-Traffic, and (2) Maintenance/Construction Inspectors. • Stormwater Fund • The Stormwater Utility oversees stormwater in the City to effectively collect, treat, store, and discharge stormwater, managing the risks to public safety, health, and property from flooding, erosion, ponding, and degradation. Provides development and oversight to individ- ual stormwater system projects and improvements in conjunction with projects led by others including County Sewer and City Street projects. Develops a Six Year Capital Improvement Program (CIP) to assist in prioritization of projects to improve stormwater collec- tion, treatment, storage, and discharge. Oversees the requirements of the Clean Water Act for stormwater discharges including imple- mentation of the City's National Pollutant Discharge Elimination System (NPDES) permit, Underground Injection Control (UIC) rules, and monitoring regulations for discharges to Aquifer Protection Areas and Total Maximum Daily Load (TMDL) requirements for the Spokane River. Provides required annual reporting to the Washington State Department of Ecology. Oversees street sweeping, in- spects and prioritizes stormwater structure cleaning and maintenance and oversees landscape maintenance of swales and landscaped areas. Reviews and updates all commercial and residential parcels and provides certification to the County Assessor for the storm and surface water utility charge on all City parcels. This division funds (1) Engineer-Stormwater; (.25) Engineer-Planning/Grants; (1)Assis- tant Engineer; (1) Engineering Tech 1; and (1.5) Maintenance/Construction Inspectors. PAGE 12 Executive Summary—Revenues Table 1.1* $45,000,000 38,960,466 $40,000,000 RR,R96„776 — 36,777,598 35,911,071 } 35,974,204 $35,000,000 37,112,349 —0' 38,417,366 37,208,871 35,883,904 35,196,075 $30,000,000 $25,000,000 19,672,640 General Fund Revenue 19,707,676 Sales Tax Revenue $20,000,000 18 706 461 16,841,447 Property Tax Revenue 16,317,067 20,581,821 19,707,676 $15,000,000 - 18,319,203 17,437,732 10,475,75116,050,284 10,681,620 10,841,559 11,129,377 9,522,358i k A $10,000,000 —A '� 10,799,123 11,129,377 11,280,147 9,836,088 10,741,306 $5,000,000 $0 I i i i i 1 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 *2015 figures are preliminary and unaudited. 2016 figures reflect adopted budget estimates. 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CJ, a a a a a t2 CL 0_CL In 0 m Ti2 a3 3•a I 123 m 0 m c . _..m'C 00 8' 2 0 W o W W a W co co co co co co co co co co co CO W W W W W W W N O N W W W W W W W W W W W a T3 y th W Ria- 5 000p004000000000.00O00b0O0 oo O000 Doo O O a b C] E.8 • p o _ H m a a a a a a 0 a 9 Q o a im o a m a 0 0 0 0 0 a a© o o g a a o a a o Q a o m o y o N � m a° a°aea° a°aeaeaea,aeaeaeaea' a` a°a' a' aea'a' a�aea'a' 2222a aea' a' a°a'a' 222 g 0 0 3 a m smy a 5 5-5 5 5-a 5 5.5- a 5 5- a 5 5. 5 5- 5'3 5 5 5- a 5 5 5 5.5 5 5'5- m 4m0N N N N N N N N N NN N N N N N N N N N N N N N N N N N F') N N fJ N N N N N N Aro p00p0NNNNpN88228pNNNNNN000000oao0000000000aoo ppNNpNNNNNNN00OOoaooOa0000� 3 ,- - 0 30 m co PAGE 15 Business Plan Process This proposed six-year Business Plan for 2016-2021 is based on the fulfillment of the City's Vision Statement: "A community of opportunity where individuals and families can grow and play and businesses will flourish and prosper.° City Foundation In order to execute the Vision, the City Council, with public par- Core Beliefs, Vision Statement, Values, Customer Service Standards ticipation, established core beliefs, values, and annual budget goals, all of which provide direction for the City's six-year busi- 1 ness plan. The Appendix includes a comprehensive discussion of the Foundation on which Spokane Valley was built, which Internal Input Cioal External Input includes Core Beliefs, our Vision Statement, our Values, our • Buddy geett GGoals • Comprehensive Plan • Citizen Ser- commitment to Customer Service, a summary of Internal and • 5-Year Financial vice Request External Input Methodology, and the Council's Goals for 2016. Forecast System • CenterPlace Marketing Strategic Service • Citizen Survey The City Foundation, as established by City Council Goals and Plan Delivery Areas • Comment influenced by formal employee input, City planning process • Parks Master Plan Cards analysis and other forms of Internal Input, along with citizen • 5-Year Transportation Focus Groups surveys, comment cards, focus groups and other Improvement Plan • Customerre Y 9 p External/n- • Street Master Plan- Correspond- pUt, is the foundation of the six-year business plan. Each of the Pavement Manage- Departmental Business ence Strategic Service Delivery Areas is supported by a Depart- ment Program Plans • Lunch with the mental Business Plan. The initial Departmental Business Plans • Performance Analysis Mission Statement City Manager Goals were developed through participatory meetings open to all City • Employee Focus Strategies employees. A SWOT analysis identifying the strengths, weak- Groups Workload Indicators • Commute Trip Reduc- nesses, opportunities and threats for each department was Performance Measures tion Survey *Information is conducted. Mission statements and goals were established by • Resource Analysis added as it employees. Audits becomes • Employee SWOT available In 2013, another SWOT analysis was conducted. Each depart- Analysis ment participated in identifying internal strengths and weak- Citywide Business Plan nesses and external opportunities and threats. This evaluation Encompasses All Items provides key directional information which assists the depart- Above ments in the Budget planning process. PAGE 16 Strategic Service Delivery Areas The City of Spokane Valley is classified by five strategic service-delivery areas of one or more departments, as seen below. The five strategic service areas have mission statements that guide the departments within the strategic area. Additionally, in two of the strategic service areas, divisions were further defined. First, the Office of the City Attorney is a division within the Executive & Legislative Support Department which provides City-wide legal services such as litigation, legislation, contracts, and code enforcement. The second is the Finance & Information Technology Division within the Operations and Administrative Services Department. Strategic Service-Delivery Areas and Respective Departments Executive& Operations& Parks Public Legislative Support Administrative Community& Works Services Economic Dev. Recreation Office of the Finance& City Attorney — Information Technology PAGE 17 Service Delivery The City's Foundation includes Core Beliefs created by Council upon incorporation. Within these Core Beliefs, City Council, through Resolution 07-019 (Amending 03-027), established a general policy to help guide legislative and executive decisions toward effective, responsive, and open government. Within this General Policy Resolution of Core Beliefs, Section 8, part (d) states the following: We solicit the City Manager's support in conducting the affairs of the City with due regard for: (d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alter- natives in lieu of governmentally provided services. Putting this Core Belief into action, the City of Spokane Valley utilizes public-private partnerships to reduce expenses while preserving services to its citizens. Specialized businesses often can provide services more efficiently and effectively than government. The City of Spokane Valley operates very lean; for 2016, 87.4 regular status employees provide services to a city holding a population of approxi- mately 93,340. Contracting most of the City's services helps keep the personnel overhead costs at a minimum while still being able to provide quality services through a competitive bidding process. During each annual budget cycle, every service is reviewed by each program to determine if any changes are needed to improve ser- vice. The Business Plan is the tool used to guide each program in planning the best way to provide services to the citizens in the most cost-effective way. Through Workload Indicators and Performance Measures, explained in detail on the next page, data is accumulat- ed for the services provided. This data helps each strategic service delivery area determine its effectiveness and efficiency in provid- ing services to both internal and external customers. As data is accumulated and added each year, a better picture of the quality of each service is documented and appropriate changes are made based on performance measures. PAGE 18 Understanding the Departmental Business Plan The 2016 Business Plan provides a detailed description of each department's programs which define the Strategic Service-Delivery Areas discussed on the previous pages. Along with a description of each program, goals and strategies necessary to implement the plan to de- liver services effectively and efficiently are also provided. These goals encompass a six-year period and are intended to make departments re- sponsive to the community. How does each department know if they are providing services effectively and efficiently? As with previous plans, the 2016 plan continues to provide Workload Indicators and Performance Measures. This data is the measure to evaluate the service the City provides so we can make the appropriate adjustments to the plans in order meet the objective of providing our citizens with the highest level of service possible. This data will continue to be updated as the information becomes available. Further definition follows: Goals and Strategies in the Business Plan provide direction for the future; Workload Indicators and Performance Workload Indicators are data compiled to demonstrate the amount of Measures help ensure desired results work performed, services received, and/or resources consumed. This are achieved and that citizens are re- type of information will be collected annually to identify trends that are ceiving the value they expect. occurring in our city that affect the government organization. Such infor- mation can be utilized to make staffing decisions, prioritize purchases to best meet the needs of our customers, and forecast budgetary needs for the future. Examples of workload statistics are the number of road miles cleaned and the number of permits issued. Performance Measures are necessary to determine whether services are delivered effectively and efficiently. Although most basic City services provided are consistent across jurisdictions, the City of Spokane Valley has great discretion in deciding how to provide those services. Each task performed by a City employee has a desired effect attached to it. If we do not take steps to determine whether the desired effect is being The Target is the desired end result which,when accomplished, we do not know if we are effectively meeting the needs of our citizens met, confirms the effectiveness and efficiency of the and customers. For example, a survey of citizens will tell us if we are providing the safe service provided. When the target is not met, ad community they desire, and an assessment of the condition of our streets will tell us if justments in strategies and staffing most likely will we are maintaining our streets to a sufficient degree. The counterpart of the effective be necessary to meet the intended target. Several ness measure is the efficiency measure. We must also determine whether the cost to factors can determine whether or not the depart provide each service is a good value to our customers. These efficiency measures will ment can meet their desired target, two of which let us know whether we need to improve the workflow process or provide better re are: 1)funding sources available to provide a quali sources to accommodate the customer in a timelier manner. Examples of efficiency ty service; and 2) number of employees needed to results are the cost per capita of delivering a service or the number of days to issue a provide the highest level of service. permit. PAGE 19 Vol. 9 Legislative—city Council 2016 Our Mission is to be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair, and committed to providing a high quality of life. Overview: 2016 Councilmembers The City of Spokane Valley incorporated March 31, 2003, is a non-charter code city and operates under a Council-Manager plan of government. It is governed under the optional municipal Rod Higgins ie Positron I code of RCW Chapter 35A. Under this form of government, leg- 2014-2017 ero islative authority is concentrated in the elected City Council, which hires a professional administrator to implement its poli- PosiIon 2 Dean Grafos cies. — 2016-2019 AThere are seven positions on the City Council, all of which are Deputy Mayor, Position 3 at-large positions. At-large means all Councilmembers repre- Arne Woodard y — sent all of the citizens of Spokane Valley versus each Coun- 2016-2019 cilmember representing a specified area within the city. Coun- Position a Ed Pace cilmembers are generally elected to four-year terms, with elec- Z 2014-2017 tions held every two years. For continuity, position terms are staggered by two years so that all positions are not open for .�T> ' — i►' election at the same time. Chuck Hafner Position 5 2014-2017 — 3ts Pursuant to RCW 35A.13.030, biennially the members choose „ a chair of the council who receives the title of Mayor. The Mayor ' °osrtion 6 Sam Wood presides over all meetings and is recognized as the head of the — 2016-2019 ... city for ceremonial purposes. Bill Bates In addition to the position of Mayor, pursuant to RCW 2014-2017 Position 7 35A.13.035, a Mayor pro tempore or Deputy Mayor is chosen by the council. This position runs in concert with the position of Mayor and fulfills the duties of the Mayor during any absence or disability. PAGE 20 Legislative—City Council 2016 Council Goals Continue to work with state and federal legislators for possible financial assistance for the Barker Road Bridge Grade Separation (overpass/underpass). Develop a strategic plan for funding and completion of all grade separation projects. Continue and expand, where possible, economic development efforts, including construction of the new City Hall. Complete retail and tourism studies, develop and implement strategies. ! Pursue a sustainability plan in connection with the City's Street Preservation program, to include sustained funding in the City's Street Fund #311 to address concerns beyond the year 2020. Evaluate and discuss increasing costs to public safety, including law enforcement. Seek long-term solutions to keeping costs in check while better serving the community. Work toward completion of the Comprehensive Plan review. PAGE 21 Legislative-City Council-2016 Budget Impact Summary Increase/Reduction • The Executive City Council line-item portion of the budget (not including wages, payroll taxes and benefits) is able to operate 2016 Budget with a 3.85% decrease over the 2015 adopted budget. The following line-items have been adjusted to reflect changes made -3.85% from the 2015 budget: x$11,500 0 Decrease Broadcasting from $42,000 to $30,000 0 Increase advertising from $500 to $1,000 based on spending trends in previous years Theoretical Budget Reduction Exercise • To meet a 3% reduction from the proposed 2016 budget, the following line items have been reduced: -3% 0 Office Supplies 75%; Publications 100%; Meeting Supplies 52%; Small Tools 100%; Subscriptions 100% & Postage ($ 15,808) 50%. These reductions do not provide the materials needed for adequate function. 0 Travel/Mileage has been reduced by 31%. This reduction will have an effect on the Councilmembers' ability to attend conferences and meetings out of the area. 0 Registrations have been reduced by 25% also having an effect on Councilmembers' ability to attend conferences and meetings out of the area. • In addition to the 3% reductions noted above, to meet a 6% reduction the following line items have been reduced further or 6°! eliminated: ($ 15,808+ 0 Meeting supplies have been reduced by another 28% $15,442) 0 Travel/Mileage has been reduced by another 52%. Only local meetings can be attended. 0 Software licenses have been eliminated. 0 Registrations have been reduced by another 52%. Meeting attendance will be limited to local meetings. • In addition, to the 3% & 6% reductions noted above, to meet a 9% reduction, the following line items have been reduced -9% further or eliminated: ($31,250+ 0 Meeting supplies 50% & Printing & Binding 50%. These reductions do not allow for daily function of the department. $15,675) 0 Memberships reduced by 3.7% 0 Travel/Mileage has been reduced by another 95%. Council will not be able to travel. 0 Registrations have been reduced by another 92%. Council will not be able to attend meetings. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 22 General Government-2016 Budget Impact Summary • This budget accounts for those activities that are not specific to the functions of any particular General Fund department or operation. Expenditures recorded here are composed of election costs and voter registration fees paid to Spokane County; the cost of the City's annual audit paid to the State of Washington; City Hall rent; most information technology expenses including annual computer leases, annual repair and maintenance con- tracts for servers and copiers, monthly telephone and internet charges, and computer and copier purchases. Also charged to this area are payments to outside agencies for economic development and social service purposes; annual property and liability insurance premiums; and transfers to other funds representing General Fund investments or grant matches in a variety of capital projects including pavement preservation. 2016 Budget • The recurring General Government portion of the budget reflects an overall reduction of$20,500 or .62% which is primarily the result of moving a $200,000 appropriation for economic development to the Community and Economic Development De- -.03% partment and reclassifying a $160,000 transfer to Park Capital Projects Fund #309 from nonrecurring to a recurring $1,200 appropriation. Theoretical Budget Reduction Exercise • To meet a 3% reduction from the proposed 2016 budget, the following line items have been reduced: -3®/0 0 Reduce Professional Services — Miscellaneous Studies by $50,000 to $100,000. ($99,150) * This will reduce the City's ability to address unforeseen issues that may arise through the year. 0 Reduce the interfund transfer to Fund #309 for park capital projects by $49,150 to just $110,850. * This will further impact the City's ability to finance future park capital projects. • In addition to the 3% reductions: _6%® 0 Reduce the Employee Recognition line-item by the entire $3,000. ($198,300) 0 Reduce the Outside Agency funding by $11,158 to $95,842. 0 Reduce the interfund transfer to Fund #309 for park capital projects by an additional $84,992 for a total reduction from the original $160,000 of$134,142 to just $25,858. * This will impact the City's ability to finance future park capital projects. • In addition to the 3% and 6% reductions: -9%® 0 Reduce the Professional Services — Miscellaneous Studies by an additional $25,000 to $75,000. ($297,450) * This will further reduce the City's ability to address unforeseen issues that may arise through the year. 0 Reduce Outside Agency funding by an additional $48,292 to a total of$47,550. 0 Reduce the inerfund transfer to Fund #309 for park capital projects by an additional $25,858 resulting in a reduction of the entire $160,000 initially budgeted. * This will further impact the City's ability to finance future park capital projects. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. PAGE 23 These summaries may or may not be implemented in the approved,final budget. Vol. 9 Executive & Legislative Support-City Manager/City Clerk 2016 Our Mission is to provide the City Council and employees with leadership, useful advice, and implementation of best practices to achieve adopted goals and deliver quality services to the community. Overview: The Executive & Legislative Support Department is accountable to the City Council for the opera- tional results of the organization, effective sup- city Manager port of elected officials in achieving their goals, fulfillment of the statutory requirements of the Deputy y -- Executive Manager, implementation of CityCouncil ManagerAssistant policies, and provision of a communication link- age among citizens, the City Council, City de- 1 I - I Administrative Police Chief partments, and other government agencies. City Attorney City Clerk Assistant Human Resources (Contract Manager City Council Services) Executive and Legislative Support includes the City Clerk and Human Resources, as well as Deputy City Human Resources oversight of the Police Services Contract for the Attorney Deputy City Clerk Technician City. While the Office of the City Attorney is in- cluded in the Executive and Legislative Support Administrative Office Assistant I Department, it works directly with all other de- Assistant partments and has its own Mission Statement and Goals following this section. Rule 9 Legal Office Assistant II Interns(4) PAGE 24 Executive & Legislative Support-city Manager Program Description City Manager: As the City's Chief Executive Officer, the City Manager has overall responsibility for policy development, program planning, fiscal management, administration, and operation of all City functions, programs and activities. The City Manager's administrative direction is provided by the City Council. The City Manager assesses community and citizen needs and ensures objectives and priorities are focused on meeting those needs in an effective, cost-efficient manner; directs development and implementation of initiatives for ser- vice quality improvement; provides day-to-day leadership and works with the City's management team to ensure a high-performance, service-oriented work environment consistent with sound management principles. All City employees report directly or indirectly to the City Manager. The City Manager performs the following essential services: • Directs the implementation of the City Council's annual goals • Develops and directs the implementation of policies, procedures, and work standards for the City • Prepares and recommends long-range plans for City services and programs • Monitors status of contracts • Develops and recommends adoption of the annual budget • Coordinates the preparation of reports or presentations to the City Council or outside agencies • Develops specific proposals for action on current and future City needs • Acts as the Emergency Management Coordinator for the City • Monitors staff performance on qualitative and quantitative measures • Participates with local, regional, state and national jurisdictions to represent Spokane Valley's interests • Maintains good working relationships with community constituents Police Services: Police services are contracted through the Spokane County Sheriff's Department. The City of Spokane Valley Police Chief reports to the City Manager. PAGE 25 Executive & Legislative Support—City Clerk Program Description City Clerk: The Clerk's Office, which consists of the City Clerk and Deputy City Clerk, manages the City's official records and public disclosure, supports the City Council, including agenda development and preparation of the official minutes, provides legal notices to the public regarding city business; supports all City departments and provides initial customer contact at City Hall. As the custodian of all City records, the Clerk's Office oversees record archival and all document imaging for state compliance. In 2015, 85 boxes were archived into storage; there are now a total of 114,645 documents scanned into Laserfiche. The City Clerk's office provides the following services: • Prepares City Council Agendas and Packets • Certifies official City documents • Is Custodian of City Seal • Supervises City's official file record maintenance • Administers insurance claims • Administers the City's Municipal Code • Is the Public Records officer and handles public record requests • Ensures proper format for and processes resolutions and ordinances • Is responsible for business registrations • Administers oath of office for City Council, City Manager, Deputy City Manager, Finance Director & Police Chief • Monitors contracts and other documents for signature, recording and posting • Coordinates Volunteer Opportunities for City boards, committees and commissions • Responsible for set-up and clean-up of Council meetings • Attends all Council meetings and transcribes minutes • Presides at bid openings • Is responsible for publication of all legal notices • Serves as City's Election Official • Communicates with and provides citizens information • Administers Consultant, Small Works and Vendor rosters • Processes requests for use of City Logo • Serves as official Parliamentarian at Council meetings PAGE 26 Executive & Legislative Support-Goals and Strategies Goals Strategies G-1 2016-2021 Facilitate the achievement of annually established Council Goals (all years). • Annually develop objectives and strategies to accomplish Council Goals • Report goal attainment progress to the community in the City Manager's Budget Message G-2 2016-2021 Update the General Fund Budget Projection. The Budget Projection estimates • Update the General Fund Budget Projection on an ongoing basis expected revenues and expenses, incorporates the fiscal elements of depart- • Update departmental business plans mental business plans, identifies fiscal constraints and proposes formulas for • Calculate the fiscal impacts identified in business plans Council consideration in composing a budget-balancing approach that itemiz- • Assess revenue and expenditure trends es necessary service reductions or increased revenues, or a combination • Merge trend data with business plan cost data thereof. • Determine the financial delta • Develop best case and worst case scenarios • Formulate revenue and expenditure options • Determine affordable service levels • Select budget-balancing options to implement • Obtain Council authorization to proceed with selected option(s) G-3 (Council Goal) 2016 Prepare Legislative Agenda for Council consideration. • Present to Council a draft Legislative Agenda to consider what matters the City Council wishes to promote on behalf of the city for the potential inclusion in the Governor's Budget PAGE 27 Executive & Legislative Support-Workload Indicators Goal Workload 2013 2014 2015 2016 2017 G-1 Weekly Meetings with Department Heads to attain Council Goals 53 52 52 IGoal Attainment Progress(Business Plan) posted to website by Febru- \I \I \I ary 25 annually(after the winter Council Workshop) Number of established Council Goals 5 6 6 II Number of Council meetings 53 50 48 G-2 Draft of Departmental Business Plans completed annually by June 30 \i \i \I General Fund Budget Projection reviewed and updated annually Balanced budget presented to City Council annually I CC* Number of boxes archived 53 36 85 Number of public record requests processed 297 276 296 Number of boxes destroyed — 40 42 Number of files/documents destroyed — 1,233 759 Address files scanned and destroyed — 3,221 7,001 Number of contracts processed 234 243 238 Ordinances passed 20 21 26 Resolutions passed 13 15 12 *CC = City Clerk workload indicators PAGE 28 Executive & Legislative Support-Workload Indicators Goal Workload 2008 2009 2010 2011 2012 G-1 Weekly Meetings w/Department Heads to attain Council Goals 53 52 52 52 51 Goal Attainment Progress(Business Plan) posted to website by Febru- ary 25 annually(after the winter Council Workshop) Number of established Council Goals 6 7 6 6 6 Number of Council meetings 55 59 52 51 49 G-2 Draft of Departmental Business Plans completed annually by June 30 General Fund Budget Projection reviewed and updated annually Balanced budget presented to City Council annually CC* Number of boxes archived 181 195 82 91 109 Number of public record requests processed 347 324 333 310 352 Number of contracts processed 166 216 171 192 206 Prepare analysis of electronic filing annually \I IOrdinances passed 28 41 26 22 29 Resolutions passed 24 18 20 12 14 *CC = City Clerk workload indicators PAGE 29 Executive & Legislative Support—Performance Measures Goal Performance 2013 2014 6 Yr. Avg. 2015 2016 Target G-1 Percent of citizens satisfied with Council Goals and City's direction A A 83.5% A (citizen survey) Average percent of citizens who attend Council meetings(citizen ^ ^ 18% A survey) Percent of citizens who rated the services provided by the City with a A A 92.5% A positive rating(citizen survey) Pertaining to living in Spokane Valley, percent of citizens who gave a A A 98% A positive rating(citizen survey) IPertaining to the City listening to its citizen's, percent of citizens who A A 75% A gave a positive rating(citizen survey) Pertaining to the City welcoming citizen involvement, percent of citi- 32% ^ zens who gave a positive rating(citizen survey) G-2 Pertaining to the overall value of services received for City tax dollars A A 83% A paid, percent of citizens who gave a positive rating(citizen survey) Dollars spent City-wide per capita(all accounts year-end figure) $58,446,721 $63,302,877 $350,234,741 ^ pending year-end adjustments 1 _91,490 _92,050 +543,055 $639/capita $687/capita $645/capita CC Percent of response per public record requests completed in 5 days I 98.9% 99.6% 99.75% 98.98% Average number of days to respond — .59 .59 1.07 Average number of days to completion I — 5.65 5.65 4.60 Percent of all documents and forms indexed on City's website by year 100% 100% 100% 100% end Percent of prompt indexing of Council documents within 5 working 100% 100% 100% 100% days 1 Includes local revenue as well as grant funds and other external revenues. PAGE 30 Executive & Legislative Support-Performance Measures Goal Performance 2008 2009" 2010 2011" 2012 Target G-1 Percent of citizens satisfied with Council Goals and City's direction — 82% — 85% — (citizen survey) Average percent of citizens who attend Council meetings(citizen survey) — 21% — 15% — Percent of citizens who rated the services provided by the City with a — 91% — 94% — positive rating(citizen survey) Pertaining to living in Spokane Valley, percent of citizens who gave a — 98% — 98% — positive rating(citizen survey) Pertaining to the City listening to its citizen's, percent of citizens who — 75% — Question not — gave a positive rating(citizen survey) in survey Pertaining to the City welcoming citizen involvement, percent of citizens — 85% — 79% — who gave a positive rating(citizen survey) ' G-2IPertaining to the overall value of services received for City tax dollars — 83% — 83% — paid, percent of citizens who gave a positive rating(citizen survey) Dollars spent City-wide per capita(all accounts year-end figure) $58,936,857 $67,574,808 $49,530,368 $54,347,028 $57,082,939 pending year-end adjustments 2 _88,920 _89,440 _90,210 _89,7551 _90,1103 $663/capita $756/capita $549/capita $606/capita $633/capita CC Percent of response per public record requests completed in 5 days 99% 100% 100% 100% 100% 100% Percent of all documents and forms indexed on City's website by year 100% 100% 100% 100% 100% 100% end Percent of prompt indexing of Council documents within 5 working days 100% 100% 100% 100% 100% 100% 1 This number is based on the 2010 Census. 2 Includes local revenue as well as grant funds and other external revenues. 3 Per the Washington State Office of Financial Management PAGE 31 Executive & Legislative Support- Performance Measures Summary Dollars Spent City-Wide Per Capita 2008-2014 $800 r $ Per $600 Capita $400 ill Year Over Year % Increase in Total I III Per Capita Spending 2009-2014 $200 $0 2014 17 67% 2008 2009 2010 2011 2012 2013 2014 2013 ] 0.95% 2012 —I 4.46% 2011 10.38% 0% Per Capita 27.38% I 2010 2009 114.03% J -30.00% -20.00% -10.00% 0.00% 10.00% 20.00% 6 Year Performance Measures Summary G-2: • The 6-year average per capita expenditure is $645.03. • The highest expenditure per capita is seen in 2009 at $756. This year also has the highest revenue over the past 6 years with $67,574,808. This is directly related to the Barker Bridge reconstruction projected completed this year. • Even though there was a 27.38% decrease in 2010, every subsequent year has seen a steady climb, up close to the levels seen in 2009. • The variance in results is due to capital project spending. For instance, the decline in 2010 is a direct result of the Barker Bridge reconstruction (mentioned above) at $5.7 million and Street Capital Projects at $6.3 million. PAGE 32 Executive & Legislative Support - 2016 Budget and Staffing Impact Summary City Manager & City Clerk Increase/Reduction • The Executive & Legislative line-item portion of the budget (not including wages, payroll taxes and benefits) is able to 2016 Budget operate with a 1% increase over the 2015 adopted budget. The following line-items have been adjusted to reflect 1% changes made from the 2015 budget: $650 0 Reduced postage by$600 0 Increased travel by $1,250 due to increased travel costs and additional legislative trips. (Although budgeted, the City has not used a federal lobbyist to date in 2015). Theoretical Budget Reduction Exercise -3% • To meet a 3% reduction from the proposed 2016 budget, the following line items have been reduced or eliminated: ($21,535) 0 Reduce overtime hours by 100% 0 Reduce a staff position from 1.00 to .75 FTE 0 Reduced office supplies by 55% • In addition to the 3% reduction noted above, to meet a 6% reduction from the proposed 2016 budget, the following line -6% items have been reduced or eliminated. ($21,535+ 0 Reduce a staff position from .75 to .50 FTE $21,540) 0 Reduce memberships by 50% 0 Reduce registrations by 45% 0 Eliminate miscellaneous services -9% • In addition to the 3% & 6% reductions noted above, to meet a 9% reduction from the proposed 2016 budget, the ($43,075 + following line items have been reduced or eliminated which limits the ability to perform daily functions: $21,670) 0 Reduce a staff position from .50 to .25 FTE 0 Reduce travel & mileage by .20% *Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 33 Vol. 9 Executive & Legislative Support—Office of the City Attorney 2016 Our Mission is to implement Council policy by providing clear direction and meaningful assistance to employees administering city government and citizens who use city government. Ensure that all City actions are consistent, timely and helpful. Maintain a positive and creative workplace. Overview: City Attorney The Office of the City Attorney represents the City's legal interests, including oversight of claims and litigation. The City Attorney drafts ordinances and resolutions; negotiates contracts, inter-local agree- ments, franchises, leases, and agreements; and supports depart- ments in enforcing associated laws. The Office of the City Attorney also provides specialized employee training regarding existing law. Administrative Deputy City The City Attorney supervises and directs the work of Rule 9 Legal Interns. Assistant I Attorney Rule 9 Interns PAGE 34 Executive & Legislative Support—Office of the City Attorney Program Description Office of the City Attorney: Overview of operations of Office of the City Attorney: The Office of the City Attorney is responsible for providing legal advice and sup- port to the City Council and City employees, as well as to prosecute and defend all civil matters not assigned to outside counsel. This office works extensively with all City departments. The Office of the City Attorney provides the following services: • Negotiate and draft and/or review all contracts • Negotiate and draft franchise agreements with utility providers • Meet and negotiate with Spokane County on service contracts • Meet and negotiate with other jurisdictions on a variety of matters, including interlocal agreements • Defend City in litigation and administrative hearings • Represent City in code compliance litigation and collections • Maintain office and document organization necessary to successfully complete all tasks • Advise on labor relations and employment law • Advise on Community and Economic Development issues • Advise on numerous miscellaneous issues of general governance on a daily basis • Draft, or review and revise, ordinances, resolutions, and policies as appropriate • Draft legal memoranda on a full range of municipal issues • Review and compile responses to public record requests when necessary • Provide training to staff on legal issues with broad application, such as public records, the Open Public Meeting Act, public disclosure rules, ethics, administrative and land-use regulations, contracts and purchasing, and ordinance drafting • Attend all Planning Commission meetings • Review and advise on all real property transfers (easements, deeds, etc.) • Participate on the Governance Manual Committee The Office of the City Attorney has been staffed with two attorneys, one administrative assistant, and from one to three legal interns for the past 11 years. The daily work largely consists of providing timely advice on a full range of municipal issues to City staff and the City Council. The most common examples involve reviewing public record request responses to determine compliance with disclosure and privacy laws; drafting and reviewing contracts for all departments; advising or drafting legal memoranda on a wide range of municipal issues; reviewing and advising Community and Economic Development on proposed private land development in order to proactively identify and avoid potential legal difficulties; and representing the City in litigation. PAGE 35 Executive & Legislative Support—Office of the City Attorney Goals and Strategies Goals Strategies G-1 2016-2021 To have a fully operational City Attorney's Office that proactively assists in pro- • Review programs gram development, advises all departments on legal issues in a timely manner, • Monitor workload &workload changes and manages all potential and existing litigation. • Track response times • Identify deficient areas G-2 2016-2021 To assist other departments in analyzing and mapping existing processes to • Maintain and update all form contracts used by all departments determine compliance with the law and whether higher levels of customer ser- • Attend internal planning meetings to identify and resolve potential issues vice can be achieved. • Review and revise administrative policies and procedures as appropriate G-3 2016-2017 Provide legal support to other departments and to the Council in furtherance of • Assist Council in identifying long-term land use priorities the Council goal to develop and adopt a Comprehensive Plan Update and • Assist in identifying legal options for framing policy decisions relating to refine necessary development regulations to implement the Comprehensive updating the Comprehensive Plan Plan Update. • Advise Council on procedural issues regarding successful adoption of the Comprehensive Plan Update and implementing development regulations • Assist in drafting/revising development regulations to implement Comprehensive Plan Update G-4 2016-2021 Negotiate and draft utility franchise agreements on an as-needed basis with • Finalize and begin negotiations to establish and update franchise utility providers. agreements • Draft model language for franchise agreements G-5 2016-2021 Assist Community and Economic Development to identify options for economic • Flexible zoning techniques development • Organize and update all rules regarding vesting and imposition of condi- tions on development • Assist with development of functional economic development tools PAGE 36 Executive & Legislative Support—Office of the City Attorney Workload Indicators and Performance Measures Goal Workload 2013 2014 6 Yr. Avg. 2015 2016 Target Dept. Work order requests processed 251 274 261 254 related Legal memoranda 27 26 69 28 Public record requests processed(does not include day-to-day file re- 19 11 15 22 view in response to public record requests processed by City Clerk) Litigation matters including enforcement matters. Enforcement—Opened 25 21 17 44 Closed 16 15 36 37 Training classes taught 5 10 6 6 Average number of days for completion of tasks 18 17 19 18 Ordinances and resolutions drafted 33 36 41 38 Contracts reviewed 206 209 150 214 Goal Performance 2013 2014 2015 2016 2017 Target Dept. Legal service cost per hour compared to outside counsel $82 vs$250 $88 vs$265 $91 vs$265 Frelated d Percent of internal clients reporting legal advice was timely67% 100% i 95% 95% Percentage of internal clients reporting that legal advice was clear and 77% 100% 98% relevant PAGE 37 Executive & Legislative Support—Office of the City Attorney Workload Indicators and Performance Measures Goal Workload 2008 2009 2010 2011 2012 Target Dept. Work order requests processed 388 252 283 259 249 related Legal memoranda 90 114 83 111 50 Public record requests processed(does not include day-to-day file re- 29 29 15 6 9 view in response to public record requests processed by City Clerk) Litigation matters including enforcement matters. 105 68 70 61 32 Enforcement—Opened 94 21 7 9 17 Closed 71 58 67 39 21 Training classes taught 8 11 3 3 4 Average number of days for completion of tasks — — 12 24 22 Ordinances and resolutions drafted 40 59 39 34 43 Contracts reviewed 166 75 93 125 190 L Goal Performance 2008 2009 2010 2011 2012 Target Dept. Legal service cost per hour compared to outside counsel $73 vs$250 $74 vs $250 $65 vs$250 $79 vs$250 $79 vs$250 related Percent of internal clients reporting legal advice was timely 91% 63% 82% 84% 80% 95% Percentage of internal clients reporting that legal advice was clear and 95% 94% 74% 87% 77% relevant i PAGE 38 Executive & Legislative Support—Office of the City Attorney Performance Measures Summary Performance Measures onto 111.11111111 u 111116_V zoo 2012 251 190 249 1'1 2c c. 93 .83 0 50 100 150 200 250 300 •Contrails Reviewed Work Order Requests Processed 6 Year Summary: • The Work Order Requests Processed graph reflects individual tasks the office is requested to do, or tasks the office identifies as needing some analysis. These work load indicators have remained fairly level over the past six years. Each task varies widely in terms of how much time it takes. • The Contracts Reviewed graph reflects the number of contracts, contract amendments, and interlocal agreements executed by the office annually.The level of work for each varies significantly, depending on whether our office is negotiating the contract, advising another department on contracting options or contracting law, or whether we are simply reviewing and signing.This number has increased over the past several years as the contracting process has been improved. PAGE 39 Executive & Legislative Support—Office of the City Attorney 2016 Budget and Staffing Impact Summary* Increase/Reduction • The Office of the Attorney was able to keep the same level of service and meet the directive to produce an initial 2016 Budg- et at the targeted 1% increase over the 2015 Budget (not including wages, payroll taxes and benefits) as a result of carefully 2016 Budget examining the expenditure history in all accounts and reducing the budget requests in a variety of line items to more closely +1% $823.00 reflect previous spending. Theoretical Budget Reduction Exercise -3%® • To meet a 3% reduction from the proposed 2016 budget, the following line items have been reduced or eliminated: ($14,376) 0 Office supplies-reduced by$330 (25%) * Every effort will be made to reuse items that can be reused and go without wherever possible. 0 Outside legal counsel-reduced by$12,926 (26%) * This will increase workload for in-house attorneys, slowing response times and in some cases, expertise. We would have to reprioritize issues. 0 Registrations—reduced by$290 (15%) * This will reduce/eliminate training for the administrative assistant 0 Filing/recording fees - reduced by$500 (14%) * Will need to prioritize documents to be recorded if possible ® • In addition to the 3%cuts mentioned above: -6%® 0 Eliminate one of two legal interns-reduced by$12,990 (50%) ($28,774) * The interns do research for the attorneys and work the code compliances cases. They also attend hearings upon receiving their Rule 9 license. Elimination of an intern would slow the production for the attorneys on issues as they would have to take on these tasks as well. 0 Outside legal counsel—reduced an additional $1,409 (1%) * These would have a substantial impact on the workload for the two attorneys and remaining intern, significantly reducing effi- ciency, total work product completed, as well as timeliness of completed work. • In addition to the 3% and 6%cuts mentioned above: -9% 0 Eliminate both legal interns-reduced by additional $12,990 (50%) ($43,172) * The interns do research for the attorneys and work the code compliance cases.. They also attend hearing upon receiving their Rule 9 license. Elimination of the interns would greatly slow the production for the attorneys on other issues and reprioritiza- tion of issues would have to occur with code compliance cases handled only when time would allow 0 Outside legal counsel—reduced an additional $1,408 (1%). * These would have a substantial impact on the workload for the two attorneys, significantly reducing efficiency, reducing total work product completed, as well as timeliness of completed work. *Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 40 Vol. 9 Operations and Administrative Services 2016 Our Mission is to support the organization and provide exceptional customer service by assessing and addressing the needs of customers and employees, emphasizing public accountability, fostering community involvement, and managing the delivery of services to the people. Overview: The Operations & Administrative Services Depart- Deputy City ment includes contract administration and public Manager information functions of the City. This section of the Business Plan reflects the operations oversight division of the department. I Administrative Senior Public Analysist Administrative Information Analyst Officer t Public i — Information Intern PAGE 41 Operations and Administrative Services—Deputy City Manager Program Description Deputy City Manager: Oversee the Operations and Administrative Services Department for the City. The Deputy City Manager works under the gen- eral direction of the City Manager and works with the City's management team to coordinate their efforts toward the achievement of departmental objectives and the objectives of the city government as a whole. The Deputy City Manager participates in and makes suggestions to the City Manager in the formulation of strategy and City policy involving organization, procedures, and ser- vices. Duties also include advising the City Manager in the determination of program needs, the preparation and presentation of programs for approval by the City Manager and City Council, and the coordination of the implementation of approved programs. The Deputy City Manager performs operations oversight for the Community & Economic Development, Public Works, and Parks and Recreation departments. The Deputy City Manager performs the following essential services: • Works with the City Manager and department heads in planning, organizing, coordinating and implementing programs affecting assigned areas of responsibility • Coordinates with other managers of City services on matters affecting their areas of responsibility • Briefs the City Manager on issues of concern in the departments and functions in assigned area of responsibility to as- sure proper action • Meets and corresponds with various citizens, professional, business and other groups to answer questions and secure their help in carrying out various programs • Coordinates the preparation of annual budget for departments within assigned area • Reviews results of major studies and coordinates the preparation of reports and recommendations • Attends Council meetings and makes reports concerning activities for which responsible as requested by the City Manag- er; confers with officials of city, county, state and federal agencies regarding plans and priorities for existing and planned programs • Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively and jointly to provide quality seamless customer service PAGE 42 Operations and Administrative Services—Public Information Office Program Description Public Information: The Public Information Office provides professional communications services that result in the distribution of complete, accurate and timely information on City programs, projects and activities using a variety of communication tools and channels to create public aware- ness, understanding, interest, input and involvement in city government. Essential services: • Help ensure government transparency through development and dissemination of timely, accurate and complete information on City programs, projects, activities and issues • Provide emergency information and instructions for the safety and well-being of citizens, City Council and City staff in the event of emergencies (i.e., Windstorm 2015, Valley View Fire, Snow Emergencies, and Declaration of Pandemic Influenza) • Provide winter snow plowing notifications and information on road construction impacts to police, fire, emergency responders, public transit, school transportation offices and the community using a variety of channels • Support economic development by researching, proposing and developing informational and marketing materials, including bro- chures, newsletters, mailings, advertising, graphic design, photography, and videography • Support Council goals through communications that facilitate citizen understanding and engagement • Utilize a variety of channels and resources for dissemination of City information including printed brochures, newsletters, media re- leases, feature stories, social media, website postings, RSS feeds, video Public Service Announcements, media interviews/features, presentations, and email notification lists, as well as telephone and personal contact • Serves at the primary contact and coordination for interaction with media • Serves at the primary contact for general information about the City of Spokane Valley programs, projects, issues, and services • Facilitate representative government through two-way communications between Council and staff/businesses/citizens/visitors • Propose/plan/coordinate public meetings as needed for departments, and Council, including community information meetings, spe- cial events such as the State of the City address, and participation in a variety of community events • Coordinates required public education and outreach on the Spokane Valley Solid Waste Management Plan and Hazardous Waste Management Plan, including activities funded under the WA State Department of Ecology Coordinated Prevention Grant PAGE 43 Operations and Administrative Services—Public Information Office Program Description Key Results for 2015 include: MEDIA Contacts 96 II Releases 247 7.S2 Earned stories 320 015, Total stories 575 *Equivalent ad value of earned stories $85,425.18 NEWSLETTER Inserts/distribution: Spokesma - $14,000 &$16,400 OTHER Citizen contacts: 208 Mailed to all businesses/residence - $45,462 &$47,168 Website updates: 194 Hand distribute 2- 538 & 332 City Hall at the Mall/State of City 1 Valleyfest parade & booth 1 Appleway Trail Unveil the Trail 1 Solid Waste CPG application & public 1 outreach implementation Windstorm emergency response/ 1 recovery outreach *Based on cost to purchase ad space in equivalent column inches. Does not include radio coverage, or television broadcast not archived by station online. "Earned" media are stories that result from a media release or media contact initiated by the Public Information Office. Print/broadcast"impressions" per story: Spokesman Review-163,800 to 307,516. Valley News Herald-5,022. Broadcast media "impressions"vary by source from 50,000 to 250,000. Does not include web, RSS, radio or media website/enews impressions. "Impressions" are the numbers of readers that are estimated to have seen each story they've reported. Media outlets provide these figures, which are typically reported as a range of numbers that take into account circulation, multiple readers, and those who see or hear a story but don't read or engage with it. PAGE 44 Operations and Administrative Services—Contract Administration & Analysis Program Descriptions Contract Administration: The Contract Administration Program is responsible for negotiating and administering all public safety contracts, including law enforcement, jail, and the district court, which totals $24.2 million or 63% of the 2015 General Fund recurring expenditure budget. Ensures contract services are delivered to citizens and businesses at a high level for a good value and that all locally generated revenue goes toward serving City of Spokane Valley customers. Interacts with customers to answer questions and provide information on services such as Animal Control, Solid Waste and Cable Television. Analysis: Evaluates current service delivery based upon current and anticipated demand while employing the best business practices and sound fiscal policy to ensure that staffing levels match demand and all efficiencies are incorporated. PAGE 45 Operations and Administrative Services—Human Resources Program Description Human Resources: The Human Resources office is responsible for providing personnel consultation and employee services to the management of the City of Spokane Valley and its employees, supporting a workforce that is motivated to deliver quality services to the community. This is accomplished through the following responsibilities: • Compliance w/Employment • Compensation • Policy Development and Law Administration Administration • Employee Wellness • Health Care and other • Orientation • Performance Mana•ement Benefits Administration • Website Administration Human Resources conducted 122 interviews, filling 37 positions in 2015. The office maintains a greater than 94% satisfaction rate with the services provided to City employees and managers. The office, along with the Wellness Committee, continues to achieve the WellCity Award by developing a qualified Wellness Program which is anticipated to reduce employee health care expense by more than $20,000 per year. The HR office provides Risk Management services to the City in the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of such risks. Further, the Human Resources manager functions as the Americans with Disabilities Act (ADA) coordinator guiding the City's efforts to promote access to its citizens. As the City's designated contact for persons requesting accommodation, the HR manager works with the public to provide reasonable access to City services. HR prepares the City for the many changes in the external business environment, including increased governmental mandates and legislation, recruitment needs as the pool of skilled workers decreases, the increasing cost of labor, and changing workforce demographics. PAGE 46 Operations and Administrative Services—Central Reception Program Description Central Reception: Central Reception consists of two full-time employees who serve as the primary point of contact for the City while providing the highest level of customer service for citizens, clients and staff. Central Reception greets and assists all visitors, provides information, assists in business registration applications, makes community referrals, answers incoming telephone calls, takes messages, and directs calls to staff members. During 2015, two full-time employees assisted with 1,572 new business registration applications, 6,847 annual business registration renewals, answered and directed 7,100 phone calls to staff, greeted 3,023 visitors, and reported 1,383 Citizen Action Requests. Additional services include: IMMEMIIMMIII= 1 • Receive Home Occupation • Receive Public Record • Traffic Related Requests Applications Requests • Street Maintenance RequestsNon-Domestic Animal Issues • Maintain City Directories on website • Snow Plow/Street Sweeping • Order Business Cards/Name • Database Maintenance for Information Plates Business Registrations • Maintain Literature for City Services • Database Maintenance for • Abandoned Vehicles Public Works lir Business Registrations & • Citizen Action Requests Internal Mail Distribution letters to new businesses PAGE 47 Operations and Administrative •Services—Goals and Strategies Goals Strategies G-1 2016-2021 Respond to internal and external impacts on the City's human resources function • Evaluate City's work environment to encourage retention of existing staff in order to recruit and retain a well-qualified workforce. • Expand New Employee Orientation and ongoing training • Develop processes that improve employee access to information, and make the best use of technology in order to administer cost effectively • Evaluation of employment costs to identify opportunities to reduce those costs G-2 2016-2021 Enhance community interest and involvement in City government. • Involve all departments in Council goals & enhancing community interest& involve- ment in City government • Expand communications with internal and external constituencies through re- search, recommendation and implementation of new communications methods and technologies • 4 full-city mailers of I-jot Topics Community Newsletter • Continue implementation of 2015-2017 Solid Waste CPG-funded outreach • Work to expand public information services using video capabilities G-3 2016-2021 Formalize public accountability in City operations through incorporating the Busi- • Incorporate the Business Plan in the City's decision-making process to enhance ness Plan into decision making and establishing a toolbox for evaluating the accountability through implementation of performance results City's contract services. An open, collaborative government is the third Core Val- • Evaluate City's contract services ue adopted by City Council. • Implement contract audit program • Create custom feedback system G-4 2016-2021 Audit of existing risk management practices and further development of the Risk • Assess whether City property is properly insured Management Program for the City • Develop procedures for minimizing claims costs • Provide recommendations to the City Manager for program development G-5 2016-2017 Refine the plan to finance the design and construction of a new City Hall building • Teaming with the City Manager, Finance Department and Legal department, work which will include a combination of cash on hand and the issuance of limited tax with bond counsel, financial advisor and bond underwriter to create an official general obligation bonds. statement and other relevant documents leading to the issuance of limited tax gen- eral obligation bonds in early 2016. G-6 2015-2017 Coordinate the efforts of the City Hall construction team. • Work with the City Hall Construction Team towards the design, construction and equipping of a City Hall structure that will meet the long-term needs of the City. PAGE 48 Operations and Administrative Services Workload Indicators Goal Workload 2013 2014 2015 2016 Target G-1Number of City employees 97 108 112 'Personnel action forms processed 100 157 166 Number of training classes facilitated or coordinated 5 8 6 Interviews conducted 75 77 122 Employees hired(*regular employees—permanent FT/PT employees; 9 8 12 limited term;does not include temporary/seasonal employees) Average number of applications received per recruitment cycle 31.95 29.7 24.08 G-2 1Media releases issued 309 241 247 208 Earned media stories 434 354 320 200 Total Media stories 828 756 575 680 Public Information contacts with the media 146 144 96 200 Community newsletters produced 2 3 4 4 ICitizen contacts(phone&email) 332 219 208 275 Number of City-presented Special Events(City Hall at the Mall, State of 5 5 3 5 the City, Valleyfest and other outreach events) PAGE 49 Operations and Administrative Services—Workload Indicators Goal Workload 2008 2009 2010 2011 2012 Target G-1 Number of City employees 89 88 79 84 85 Personnel action forms processed 148 168 260 118 162 Number of training classes facilitated or coordinated 9 11 12 6 4 Interviews conducted 154 66 73 101 75 Employees hired(*regular employees—permanent FT/PT employees; 15 9 6 16 6 limited term;does not include temporary/seasonal employees) Average number of applications received per recruitment cycle 94.8 77.8 41.5 67 39.28 G-2 Media releases issued 203 201 167 219 206 185 Total Media stories 673 556 855 723 5071 680 Public Information contacts with the media 273 201 193 219 1512 200 I Community newsletters produced 3 regular 3 regular 3 regular 2 regular3 2 regular 2 11 special 1. Police stories no longer included 2. Media now contacts many departments directly 3. Reduced to 2 due to reduction in budget PAGE 50 Operations and Administrative Services—Performance Measures Goal Performance 2013 2014 6 Yr. Avg. 2015 11 2016 Target 'G-1 Percentage rating for employee satisfaction with Human Resources 93% 92% 90.4% 94.7 95% Percentage rate of employee turnover 5.9% 5.9% 6.57% 6.09% Human Resource full-time employees(FTE) per 100 employees 2 2 2 2 Percentage of annual non-manager performance reviews completed 83% 52% 44.71% 43.33 within 30 days of anniversary date Average number of days to complete recruitment 40 64 58.89 70.08 G-2& l Customer satisfaction re:contact with City Hall as it pertains to a positive G-3 impression of employees(citizen survey): Knowledge A A A A 92% Responsiveness 94% l Courtesy A A A A 93% Overall impression A A A A 90% Customer use of website(citizen survey): 30.5% A 36% A A Customer satisfaction with Public Information services(citizen survey): 91.5% A 97% A A IEarned media stories per FTE in Public Information Office 200 272 167 320— 180 Community Newsletter distribution per capita(residences/businesses for 51.6%1 24% NO LONGER USED—SEE DISTRIBUTION FIGURES BELOW 2013 and after) Newsletter distribution to households& businesses (target 4 issues/yr.): Form of Winter issue: (mailed& handouts) – – measurement 47,268&332 Fall issue: (newspaper inserts& handouts) – 46,267&233 changed in 15,767&233 Summer issue: (mailed& handouts) – 16,841 &725 2014 45,462& 1,538 Spring issue: (newspaper inserts& handouts) – 17,426& 124 13,349&323 Read community newsletter(citizen survey) 47% A 24% Watched Council meetings on cable or web-streaming(citizen survey) 1 28% A 1 30% A A 1 2013 figure is based on the U.S.P.S. newsletter mailed to 46,577 addresses and emailed to 597 addresses and divided by City population of 91,490 per AWC survey. PAGE 51 Operations and Administrative Services—Performance Measures Goal Performance 2008 2009 2010 2011 2012 Target G-1 Percentage rating for employee satisfaction with Human Resources 97.6% 98% 97.8% 96.6% 65% 95% Percentage rate of employee turnover 9% 6.2% 8.2% 4.74% 8.48% Human Resource full-time employees(FTE) per 100 employees 2 2 2 2 2 I Percentage of annual non-manager performance reviews completed 53.42% 37% 39.7% 21.54% 35% within 30 days of anniversary date Average number of days to complete recruitment 130 55.8 50.54 67 75.95 G-2& Customer satisfaction re:contact with City Hall as it pertains to a positive G-3 impression of employees(citizen survey): Knowledge — 88% — 94% — 92% Responsiveness — 90% — 87% — 94% Courtesy — 89% — 88% — 93% Overall impression — 86% — 86% — 90% ICustomer use of website(citizen survey): — 26% — 35% — 36% Customer satisfaction with Public Information services(citizen survey): — 92% — 91% — 97% Earned media stories per FTE in Public Information Office 162 96 166 115 154 180 Community Newsletter distribution per capita .0031% 22.76% 22.6% 22.6% 21.6% 24% Read community newsletter(citizen survey) — 23% — 71% — 24% [Watched Council meetings on cable or web-streaming(citizen survey) — — — 28% — 30% PAGE 52 Operations and Administrative Services—Performance Measures Summary Human Resources: 6 Year Summary G-1: • Percentage rating for employee satisfaction with Human Resources o In 2012, the percentage of employees satisfied with the Human Resources Department was 65%. This measurement was taken in the first quarter of 2013, when the City made two dramatic changes to its personnel systems; the elimination of certain health plans, moving employees to plans having less benefits and the movement of the City's compensation system to performance based. Since then, we had two successive measurement periods showing a return to former levels of satis- faction; in 2013, the percentage increased to 93% and 92% in 2014. o Timely completion of employee evaluations has also changed significantly; however, very close to all evaluations are com- pleted within 45 days. o The number a days to complete a recruitment also increased in 2014 to 64 days. However, a review of the 6-year average of 59 days, 2014 was close to the normal range. This will be an important metric to watch in the future as the job market be- comes more competitive for employers. Public Information Office: 6 Year Summary G-2: • Media releases issued o Media releases issued peaked in 2013 at 309 due to promotions and partnerships for the City's 10-Year Anniversary. o Earned media stories have only been tracked since 2013 to help demonstrate the effect of pushing information out to the media. Equivalent cash value of earned media is also now reported quarterly. If the City had to pur- chase the media coverage received as direct result of PIO outreach, it would have cost more than $57,000, which does not include the added value of media blogs and radio stories. PAGE 53 Operations and Administrative Services-2016 Budget & Staffing Impact Summary Deputy City Manager, Central Reception, Public Information, Contract Administration Increase/Reduction • The Operations and Administrative Services Department line-item budget (not including wages, payroll taxes and benefits) 2016 Budget reflects a reduction of$10,324 or 16.18%. To the best of our ability, we make certain the budget requests for individual line- -16.18% items closely approximate the average actual expenditures in the previous three-years, however some variations exist in the $10,324 2016 Budget as we work towards developing a consistent means of accounting for the cost of the Hot Topic newsletter. Theoretical Budget Reduction Exercise • In order to meet the directive to reduce the budget by 3%: -3% 0 Reduce staff by .25 FTE. ($21,408) 0 Reduce the public information office intern position by .25%. 0 Reduce professional services by $1,036. 0 Reduce copier maintenance by $500. • In order to meet the directive to reduce the budget by 6%: -6% 0 Reduce staff by .50 FTE. ($21,408 + 0 Eliminate the public information office intern position. $21,438) 0 Reduce professional services by $2,500. 0 Reduce copier maintenance by $500. 0 Reduce printing by $100. • In order to meet the directive to reduce the budget by 9%: -9% 0 Reduce staff by .74 FTE. ($42,846+ 0 Eliminate the public information office intern position. $21,836) 0 Reduce professional services by $2,500. 0 Reduce copier maintenance by $500. 0 Reduce printing by $100. *Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 54 Operations and Administrative Services-2016 Budget & Staffing Impact Summary* Human Resources Increase/Reduction 2016 Budget • The Human Resources department is able to provide the services within the 2016 budget at 1% increase over the 2015 +1% Budget (not including wages, payroll taxes and benefits). Reducing legal services by 45% is necessary to remain within a $230 1% increase: Theoretical Budget Reduction Exercise • The 3% overall operating cost changes include: -3% ($7,296) 0 Reduction in legal services by 35% reducing access to counsel concerning employment issues. 0 Reduction of advertising for employee recruitment by 42%. 0 Reduce use of postage by 33%. 0 Reduction in Training and Travel expense impacting employee development and awareness of industry practices. 0 No City-wide training event. Individual training as necessary. 0 Reduction in Wellness budget by 32%. 0 Reduction in professional memberships, decreasing information concerning changes in employment practices. -6% • The 6% overall operating cost changes include the above-noted $7,4296, and: 0 Reduction of legal services by 68% providing very limited advice on employment issues. $7,620) 0 Further reduction in employee training provided through the HR Office by 77%. 0 Reduction of pre-employment physicals and criminal history checks. 0 Reduction in office supplies by 43% 0 Elimination of Employee Recruitment Advertising. 0 Elimination of Postage. 0 Reduction in training registrations for HR staff by 55% . 0 Reduction in travel by HR Staff by 67%. -9% • The 9% overall operating cost objective includes the above-noted $14,916, and: 0 Elimination of legal counsel for all personnel issues. ($14,916+ 0 Further reduction in professional services eliminating pre-employment physicals and some criminal history checks. $ 7,680) 0 Elimination of staff training. 0 Elimination of the WellCity Award, increasing healthcare premiums by 2%. 0 Elimination of office supplies. *Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. PAGE 55 These summaries may or may not be implemented in the approved,final budget. Vol. 9 Operations and Administrative Services— 2016 Finance & Information Technology The Mission of the Finance and Information Technology Department is to assist the City Council, City Staff and Citizens in the areas of financial planning, budgeting, financial reporting and overall stewardship of the City's Resources. Overview: The Finance and IT Department provides financial management services for all City departments. Programs include accounting and financial reporting, payroll, accounts payable, some purchasing, budgeting and financial planning, treasury, investments and infor- mation technology. The department is also responsible for generating and analyzing financial data related to the City's operations. finance Director 1 l I 1 I Accountant] Database Help Desk Accounting Accounting Administrator IT Specialist (2) Technician (1) Budget Analyst Manager Technician (2) (3.75) PAGE 56 Operations and Administrative Services—Finance & Information Technology Program Descriptions Finance & Information Technology: The Mission of the Finance and Information Technology Department is to assist the City Council, City staff and citizens in the areas of financial planning, budget- ing, financial reporting and overall stewardship of City resources. Our information technology (IT) group seeks to understand technology and how it can best serve internal and external IT users. Finance is charged with the responsibility of administration, coordination, supervision and control of financial activities engaged in by the City. These functions are performed through a combination of interrelated activities including financial management, general accounting and information technology. • Financial management responsibilities include: 0 Budget development and monitoring 0 Preparation of periodic budget amendments 0 Treasury control and management of the City's cash and investment portfolio 0 Debt financing and management 0 Collaboration with Public Works staff on financing options for capital projects • General accounting responsibilities include: 0 Internal and external financial reporting including preparation of the Annual Financial Report 0 Coordination with the Washington State Auditor's Office for the City's annual audit which on average represents approximately 800 auditor hours each year 0 General ledger accounting 0 Audit coordination 0 Cash receipting including preparation of daily deposits for City departments 0 Tracking and receipting telephone utility tax payments 0 Tracking and receipting quarterly gambling tax payments 0 Processing of payroll and accounts payable for 87.4 full-time equivalent employees as well as seasonal and temporary employees 0 Process approximately 3,500 accounts payable checks 0 Grant accounting and reimbursements 0 Project accounting and reimbursements 0 Advertise and call for applications for Outside Agency grants for both social service and economic development agencies 0 Advertise and call for applications for Lodging Tax grants • Information technology responsibilities include: 0 Design, maintenance and support of the City's data network 0 Research, order, deliver, repair and maintenance of all desktop, iPad, laptop, and peripheral equipment 0 maintenance of all primary computer applications including the financial management and permitting systems 0 broadcasting of City Council meetings which entails the acquisition and ongoing maintenance and support of the necessary related hardware and software as well as working with the vendor involved with actual recording of the meetings PAGE 57 Operations and Administrative Services—Finance & Information Technology Goals and Strategies Goals Strategies G-1 2016-2021 Maintain a consistent level of service in payroll, accounts payable, • Work with Finance staff to cross-train position responsibilities and knowledge base where possi- budget development, periodic and annual financial report prepara- ble.Also, provide adequate training opportunities to allow staff members to remain current with tion and information technology services. changes in pronouncements by the Governmental Accounting Standards Board (GASB), chang- es in the Eden financial management system, and changes in the electronic technology that al- lows all City employees to be more efficient and effective. G-2 12016 Complete the 2015 Annual Financial Report by May 30, 2016, and • This can be accomplished through a combination of cross-training responsibilities between the receive a "clean audit opinion"from the Washington State Auditor's Accounting Manager and Staff Accountants as well as remaining current on GASB pronounce- Office. ments. G-3 2016 Refine the plan to finance the design and construction of a new City • Teaming with the City Manager, Deputy City Manager and Legal department, work with bond Hall building which will include a combination of cash on hand and counsel,financial advisor and bond underwriter to create an official statement and other relevant the issuance of limited tax general obligation bonds. documents leading to the issuance of limited tax general obligation bonds by early 2016. G-4 2016-2021 Continue with the process of virtualizing servers using VMware. • The core of the City's existing server infrastructure has historically consisted of 15 Windows based servers, 3 domain controllers, 1 Linux based server for the phone system, 1 Linux server for backup, and 2 SANs (22 pieces). This configuration has served the City well but provided no "fail-over"/redundancy in the event of a server failure. Through virtualization we can partition a single server to appear as multiple servers hosting multiple operating systems. The physical servers are then configured in a manner that allows them to run parallel to one another and pro- vide fail-over/redundancy in the event of a server failing. Ultimately, we believe our network configuration will consist of"clusters" located at City Hall and CenterPlace, each of which will be composed of 3 physical servers, 1 domain controller, 1 Vsphere server(which manages virtual machines) and 1 SAN -for a total of 12 pieces plus 2 additional servers for phone and VLS. The long-term benefit to the City is currently anticipated to be replacing just 14 pieces of hardware as opposed to the 22 we currently use, and more importantly having fail-over protection in the event of hardware failure. Planning for this project began in 2014 and the actual conversion started in 2015 with an anticipated conclusion in 2016. G-5 12016-2021 Continue with the ongoing process of refining the replacement pro- • Update the existing inventory of all related equipment currently deployed including when it was gram for IT hardware resources including server hardware, network acquired, its expected useful life, anticipated replacement date and replacement cost. hardware, printers and network based appliances (firewalls, e-mail backup, network switches, intrusion prevention hardware, etc.), desk top computers and the phone system. This will continue to be the foundation for future budget developments and in large part I dictate operational workload through the course of the next year. PAGE 58 Operations and Administrative Services—Finance & Information Technology Workload Indicators and Performance Measures Goal Workload 2013 2014 2015 2016 2017 Dept. #of accounts payable checks(Includes wires& payroll benefit checks) 3,509 3.623 3,673 related Total City expenditures $58,574,535 $66,015,503 $69,977,095' Number of phone lines 39 - - Number of computer workstations 134 140 140 Number of i-Pads 18 20 27 Number of servers&appliances supported 40 — — Number of physical servers supported — 17 22 Number of virtual servers supported — 8 15 i i Number of appliances supported — 55 45 INumber of PC's installed or replaced 0 54 39 Goal Performance 2013 2014 6-Year 2015 2016 Avg. Dept. Finance Department operating expenditures/Total City expenditures 1.76% 1.66% 1.65% ' 1.52% related Dollar value of accounts payable checks processed $45,834,493 $47,730,365 $47,880,596 $54,540,205 Dollar value of wages paid including OT and seasonal help $6,066,394 $6,399,115 $5,835,225 $6,686,197 Help desk requests per IT FTE per month 35 31 54 29 Workstations per number of IT FTE's 67 47 68.59 47 a Network availability% 99% 99% 99% 99% I 12015 figure is as of 2/2/2016 and is preliminary and unaudited. PAGE 59 Operations and Administrative Services—Finance & Information Technology Workload Indicators and Performance Measures Goal Workload 2008 2009 2010 2011 2012 Target Dept. #of accounts payable checks (Includes wires& payroll benefit checks) 2833 3073 2910 3312 3486 related Total City expenditures $58,936,857 $67,574,808 $49,530,368 $54,347,028 $57,082,393 Number of phone lines 28 35 36 39 41 Number of computer workstations 140 145 148 150 152 INumber of i-Pads 0 0 0 0 6 Number of servers&appliances supported 33 37 39 40 40 INumber of PC's installed or replaced 1 20 40 4 63 36 Goal Performance 2008 2009 2010 2011 2012 Target Dept. Finance Department operating expenditures/Total City expenditures 1.1% 1.2% 1.75% 1.9% 1.62% related Dollar value of accounts payable checks processed $48,558,039 $59,319,241 $41,250,522 $44,981,566 $48,167,392 Dollar value of wages paid including OT and seasonal help $4,849,357 $5,407,369 $5,829,128 $5,494,477 $5,814,867 Help desk requests per IT FTE per month 55 75 80 48 55 IT FTEs per number of workstations 70 72.5 74 75 76 Network availability% 99% 99% 99% 99% 99% I 6 Year Summary : • The dollar value of accounts payable checks processed varies over the 6-years due to variances in Capital Projects from year-to-year. PAGE 60 Operations and Administrative Services-2016 Budget & Staffing Impact Summary Finance & Information Technology Increase/Reduction 2016 Budget . The Finance Department line-item budget (not including wages, payroll taxes and benefits) reflects a reduction of$96 $96 or .31%. To the best of our ability, we make certain the budget requests for individual line-items closely approximate the aver- ( ) age actual expenditures in the previous three-years. Theoretical Budget Reduction Exercise _3% • In order to meet the directive to reduce the budget by 3%: ($37,638) 0 Reduce staff by .55 FTE 0 Reduce OT by $500 0 Reduce training and related travel costs by $2,200 * No immediate check requests will be processed which will have the greatest impact on City construction projects. * City payments to vendors will be slower * Ability to analyze cost savings on some purchases will take more time • In order to meet the directive to reduce the budget by 6%: -6% 0 Reduce staff by 1.09 FTEs ($37,638 + 0 Reduce OT by $500 ($37,612) 0 Reduce training and related travel costs by $2,200 * Ability to accommodate the outside agency granting process and lodging tax granting process will be slowed. * Segregation of duties required by the State Auditor's Office may be compromised * Ability to produce an error free annual financial report receiving a "clean audit opinion" from the State Auditor's Office may be compromised -9% • In order to meet the directive to reduce the budget by 9%: ($75,250+ 0 Reduce staff by 1.46 FTEs ($37,611) 0 Reduce OT by $500 0 Reduce training and related travel costs by $2,700 * City payments to vendors will likely be processed once every two weeks as opposed to the current practice of processing payments weekly * Ability to accommodate the outside agency granting process and lodging tax granting process will be seriously compromised without assistance from other City departments * Segregation of duties required by the State Auditor's Office will be difficult to maintain due to the overlap in account- ing system responsibilities necessitated by the staff reduction *Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. PAGE 61 These summaries may or may not be implemented in the approved,final budget. Vol. 9 Community & Economic Development 2016 The Mission of the Community & Economic Development Department is to foster vibrant growth in the City by providing streamlined services and support to encourage private investment for a safe well-designed physical environment, maintain regional competitiveness, assist business development and recruitment, and promote a strong, diverse, and competitive local economy. Overview: - Community and Economic The Community and Economic Development Director 1 FTE Development Department pro- vides engineering, planning, design review, construction Administrative Assistant inspection, permitting, code 1 FTE enforcement and economic development to preserve and r , enhance the quality of life for Development Services the residents and improve the Manager Building Official 1 FTE 1 FTE growth, expansion, and reten- - Economic tion of businesses. , I Development Senior Planner Engineer Sr Plans Examiner _ Development Services Coordinator 1 FTE 2 FTE 1 FTE Coordinator — 1 FTE I 1 FTE —•—•— —.—•—. Economic I Planning I Planner Assistant Engineer Development i Commission i 2 FTE 1 FTE Plans Examiner Engineer I I 1 FTE Permit Facilitator 0.617 FTE 2 FTE Office Assistant 1 FTE JI ROW Inspector Building Inspector Economic 1 FTE 3 FTE Office Assistant Development 2 FTE Specialist Construction Inspect° 1 FTE 1 FTE Planner _ _ Code Enforcement 2 FTE 1 FTE Engineering Technician — 1 FTE PAGE 62 Community & Economic Development —Administrative Division Administrative Division: The Administrative Division provides overall management and oversight of the Community and Economic Development Depart- ment, including the economic development efforts, permitting operations, planning, development engineering, and code enforce- ment. Provides staff support through administration of the department budget, administrative support and department training. • Budget • Staff maintenance • Work program • Monthly reports, weekly calendars • Document Management • Planning Commission support • Format correspondence, public notices, staff reports • Back up coordination for both front reception and permit center phone and counter coverage • Public record requests • Website maintenance The administrative division prepares the department budget, monitors expenditures and authorizes payments. A department work program is developed every year based on the goals of the Council, state mandates, forums, and staff recom- mended improvements. The work program progress is monitored and revised as goals change or new priorities are acknowledged. Staff development is maintained through performance evaluations, measurement and creation of personal and department goals, department-wide training, recognition and team building. Administrative support is provided to the Planning Commission; preparation of monthly reports and weekly calendars; formatting correspondence, staff reports, public notices, and documents for 29.65 FTE; providing website maintenance, coordinating backup phone and counter coverage for the front reception area and permit center cashier. The division is responsible for maintaining and preserving the department files, and preparing record requests for the department. PAGE 63 Community & Economic Development— Building Division Program Description Building Division: The Building Division is responsible for implementing and enforcing the State Building Code as required by state law. • Commercial construction plan review • Residential construction plan review • Accessibility (handicap) plan review • Commercial and Residential construction inspection • Permit intake, processing, and issuance • Permit coordination • Fire District coordination • Outside agency coordination (including Regional Health, Clean Air, Utilities, and water district) • Monitor building code legislation • Public assistance with Code compliance • Issuance and maintenance of Certificates of Occupancy (required for every building/tenant space in multi-tenant structures) • Economic and business development coordination Building Official: The Building Official oversees the operations of all Building Division programs and supervises the Permit Center staff. The Building Official monitors bills before the state legislature and provides technical testimony and /or input about the impacts of the legislation to our community. The Building Official is charged with the task of interpreting code requirements for proper implementation given regional characteristics such as snow load, seismic zone, and soil classification. Permit Center Coordination: Permit applications associated with pre-construction land development, fire protection systems, plumbing/HVAC installations, work within the City right-of- way, as well as traditional Building Permits are all processed, routed, tracked, issued, and maintained by Permit Center staff. Staff members also assist the public with general inquiries and ensure that they are directed to the appropriate review staff member or agency when seeking information. Development Review: The primary function of the Development Review team is the review of commercial and multi-family construction plans for compliance with the aforemen- tioned Codes. The review team consists of the plans examiners, planners, permit facilitators, and the development services coordinator to promote a high level of communication and coordination of the various review components of the building permit process. The review team is often a first contact for build- ing owners and property managers seeking information as to the feasibility of re-use/conversion of existing buildings and tenant spaces. Team members are also the primary contact for design professionals (engineers, architects, and draftspersons) and contractors seeking code-related assistance with the proper use and interpretation of the international, state, and municipal codes. PAGE 64 Community & Economic Development— Building Division Program Description Development Inspection: Inspection staff members perform multiple inspections of each and every construction and development project in the City. They work as a team to ensure that requested inspections are completed on the same working day of the request in the most efficient manner possible through route planning and coordination. Inspection staff members also investigate citizen complaints of non-permitted or deficient construction practices and perform in- spections following structure fires and other types of damage resulting from natural disasters and accidents. The purpose of the International Codes, as adopted by the State of Washington and the City of Spokane Valley, is to promote the health, safety, and welfare of the occupants or users of the building and structures and the general public by requiring minimum performance standard for structural strength, exit systems, stability, sanitation, light, and ventilation, energy conservation, and fire safety through the: • International Building Code • International Residential Code • International Mechanical Code • International Fuel Gas Code • Uniform Plumbing Code • International Fire Code • International Existing Building Code • ICC A117.1 Accessible & Usable Buildings and Facilities standard • Washington State Energy Code Implementation of these regulations through plan review and inspection of construction projects assures that citizens can correctly assume that the buildings and structures in which they spend more than eighty percent of their time are safe. The Permit Center has issued 18,849 permits over the last five years for a broad range of projects including new homes, residential remodels, multi-story office buildings, medical centers, apartment com- plexes, and nationally-recognized retail developments. Each issued permit requires multiple inspections during the course of construction, typically between two and fifteen site visits per project. Development Inspectors have performed over 51,318 inspections over the last five years as they assist builders, developers, and tradespeople through the completion of their projects. This vast range and volume of projects represents countless hours of support to permit applicants and developers and heavily contributes to the economic development of the community in ways that are not necessarily reflected in permit revenues. The Building Division services provided for a typical development project include: • Site selection/feasibility research assistance (both for new development and the re-use of existing buildings) • Pre-application review of rough development/construction proposals • Support during permit review process • Support during construction inspection process • Coordination of final inspections associated with City and outside agency reviews • Issuance of Certificate(s) of Occupancy PAGE 65 Community & Economic Development— Building Division/Development Services Program Description Code Enforcement: Over the last three years, Code Enforcement has responded to 1,074 citizen initiated reports regarding junk vehicles, garbage, unsafe structures, various zoning violations and traffic safety hazards while conducting pro-active enforcement of sign code violations as directed by administration. Their work with neighborhoods helps to maintain both residential and commercial properties in a safe and clean condition. They regularly coordinate with police and fire to mitigate life and fire safety hazards as well as working with the Health Department and Department of Social and Health Services on issues related to sen- iors and families in distress. In addition, Code Enforcement acts as a community resource directing citizens to other agencies for help as appropriate. Development Services Division: Planning General Description: Planning staff is cross-trained and work on different kinds of planning projects. This provides the organization greater flexibility in completing the Divi- sion's work program by having planning staff that understand the processes and procedures. The planning function is responsible for ensuring the City's plans are consistent with applicable state laws, primarily the Growth Management Act (RCW 36.70A) and the Shoreline Management Act (RCW 90.58) and reflect the community's vision; processing appropriate changes to the Comprehensive Plan and development regulations consistent with adopted plans and participating in regional planning efforts. The Planning Program's current primary responsibilities include processing revisions to the City's municipal code, reviewing land use applications to en- sure compliance with adopted development regulations, ensuring compliance with the State Environmental Policy Act (SEPA)(RCW 43.21C) and the state subdivision law (RCW 58.17). The activities generally fall into the following categories: • Comprehensive Plan: Legislative and Annual Updates • Regional Planning Efforts • Shoreline Management • Environmental Review: SEPA and Critical Areas Review • Code Amendments • Subdivisions/Short Subdivisions/Binding Site Plans • Plat Alterations, Boundary Line Adjustments, • Special Projects • Rezones/Variances • State & Federal Reporting • Planning assistance at the Permit Center PAGE 66 Community & Economic Development—Development Services Division Program Description Growth Management Act (GMA): The State mandates the Growth Management Act (RCW 36.70A) (GMA) and the Shoreline Management Act (SMA - RCW 90.58). Under GMA, the City is required to prepare a comprehensive plan that reflects the community's 20-year vision. The Plan has a number of required elements including a Capital Facilities Element that contains a list of capital projects that the City intends to undertake during the ensuing 6 year time frame. Several funding sources require projects to be included in the City's Capital Facilities Element for them to be eligible for funding and utilize the City's real estate excise tax (REET). To accomplish the maintenance of the Plan, state law provides for an annual update process. This allows the City to make necessary updates and also provides property owners the ability to propose amendments to the Plan. The City has adopted an annual update process that begins in November and is typically concluded in April/May timeframe of the following year. Comprehensive Plan Updates: The Development Services Division will continue working on the Comprehensive Plan update as required by the Growth Management Act (RCW 36.70A.130). Work completed includes updating the City's Public Participation Program, preparing a work program and documenting issues that should be addressed during the update process. Work to be completed includes the update of Comprehensive Plan chapters, development of implementation strategies, as well as the update of the development regulations to ensure consistency with the Plan. Shoreline Management Act (SMA): The SMA requires all jurisdictions that include "shorelines of the state" as defined by SMA to prepare a Shoreline Master Program (SMP). The SMP is re- quired to include a number of elements, goals, policies and regulations related to any shoreline of the state. When Spokane Valley incorporated the exist- ing Spokane County SMP (adopted in 1974) was adopted as an interim program. The SMP is a long range vision for the City's shoreline areas; includes goals and policies for the shoreline area and regulations that implement the policy direction of the SMP. RCW 90.58.080 requires the SMP to be periodi- cally updated. The SMP was updated in 2015 and the plan, complete with public access and restoration guidelines, is being implemented. Code Amendments: Amendments to the City's development codes are often necessary to correct errors and omissions, stay current with new laws and trending issues or to ensure consistency between the City's adopted plans and implementing regulations. This process includes research/preparation of the staff report; study session and public hearing before the Planning Commission; and review and adoption by the City Council. Regional Planning Efforts: City staff supports regional planning efforts by participating on the Planning Technical Advisory Committee (PTAC) and providing staff support to the Steering Committee of Elected Officials (SCEO). The SCEO was formed in response to the requirements of GMA which call for regional planning and co- ordination on issues such as establishing urban growth area (UGA) boundaries and developing county-wide planning policies. The PTAC is comprised of planning department staff from various jurisdictions throughout the county and was formed by the SCEO to advise on issues related to the requirements of the GMA. PAGE 67 Community & Economic Development— Development Services Division Program Description Other Planning Responsibilities: Planning staff is the primary support for land use applications that include short subdivisions (up to 9 lots), long subdivisions (10 or more lots), binding site plans, rezones, conditional use permits, temporary use permits and variances. Planning staff routes applications to various reviewing departments and agencies; coordinates comments received and processes the application to its conclusion. Long subdivisions, rezones, conditional use permits, variances and occasionally alterations include a public hearing before the City's hearing examiner. Planning staff assist home owners and developers in facilitating a stream type change in coordination with other state agencies when conditions have changed to allow for development. Planning staff also reviews all Washington State business registration applications to ensure proposed uses are consistent with City zoning. Staff is also responsible for processing home occupation licenses. Planning staff assists in providing coverage in the Permit Center from 8 a.m. to 5 p.m. responding to walk-in customers as well as answering phone calls. This coverage is in concert with building and development engineering staff. The State of Washington requires certain reports prepared on an annual basis to provide information about growth, housing and employment. Planning Staff provides this information on behalf of the City. Staff also provides information to the Census Bureau on an as needed basis. Development Engineering General Description: Development Engineering (DE) ensures that land actions and commercial building permits comply with the adopted codes for private infrastructure de- velopment through plan review and construction inspection. DE also provides floodplain management to enforce FEMA requirements. DE periodically updates the City's development code pertaining to construction activities to ensure adherence to federal and state requirements and the adopted com- prehensive plan. • Engineering plan review • Code amendments • Construction oversight • Floodplain management • Grading Permits • Right-of-way Permits • Right-of-Way Inspections • Watershed Planning • Wellhead Protection Committee PAGE 68 Community & Economic Development— Development Services Division Program Description Development Projects: DE facilitates the construction of public and private infrastructure completed by private development projects for land actions and commercial building per- mits, and assists the development community by answering questions, reviewing plans, providing construction and inspection oversight, reviewing required easement and right-of-way dedications, and reviewing preliminary and final plats. These requirements are based on the scope of the project, the impact of the project to City infrastructure, the Street Standards, Spokane Regional Stormwater Manual, floodplain regulations, and other applicable state or federal requirements. Once the construction starts, DE has oversight of the public and private improvements. The City follows the inspection procedures put in place by Spokane County in which the projects are inspected by private inspectors. The development inspector coordinates with private inspectors, answers questions, and reviews inspection and certification documentation to ensure projects are constructed per the approved plans and City's code. In addition to development projects, DE provides inspection for all right-of-way and approach permits. Code Amendments: DE makes periodic updates to the City's development code related to engineering. DE goes through the public adoption process by holding public meet- ings, presenting changes to Planning Commission and City Council, and preparing ordinances. Local Regulations: DE coordinated the development of the Street Standards that were adopted in 2009. The Street Standards establish minimum requirements for land actions and commercial projects, provide engineering design criteria, and incorporate local, state and federal requirements such as the Regional Pavement Cut Policy and the American with Disabilities Act. In 2008, the City of Spokane Valley, Spokane County, and the City of Spokane adopted the Spokane Regional Stormwater Manual (SRSM). The SRSM incorporates state and federal requirements, such as Clean Water Act, Washington Department of Ecology's (DOE) Underground Injection Control pro- gram, Construction Stormwater permit, and the Eastern WA Municipal Stormwater National Pollution Elimination System (NPDES) Phase II permit. Floodplain Administration: The Development Services Manager is the City's Floodplain Administrator. The City is required by the Federal Emergency Management Agency (FEMA) to administer the National Floodplain Insurance Program (NFIP) to correct and prevent flood damage. These include requirements for zoning, subdivision or building, and special-purpose floodplain ordinances. DE enforces the City's local floodplain management ordinance which provides flood loss reduction building standards for new and existing development. DE assists home owners, developers, and citizens in determining base flood elevations (BFE) from FEMA maps to be used on applications for elevation certificates, Letters of Map Amendments (LOMA), and Letters of Map Revisions (LOMR). In areas that have not been studied by FEMA and have an approximate "A" flood zone designation, DE will use floodplain modeling software with accepted basin flow data to determine an appropriate BFE for the parcel in question. PAGE 69 Community & Economic Development— Development Services/Economic Development Divisions Program Description Local and Regional Committees: Participation in local and regional committees is necessary to stay informed and provide input on important regional issues and topics. DE staff are in- volved in multiple such committees including well head protection, water shed planning, Aquifer Protection Council (APC), and Idaho Washington Aquifer Collaborative (IWAC). Contract Services: The City does not have surveyors on staff. A surveying consultant reviews the surveying information provided in plats, binding site plans (BSPs), ease- ments and right-of-way dedications to ensure accuracy and compliance with state law. Development Services administers this surveying contract. Economic Development Division: The Economic Development division assists the City in the development of economic strategies which help to promote the City inside and outside of the region. Oversight of these activities is also coordinated closely with the City Manager. The functions of the Economic Development division are to: • Develop and implement strategies to promote business growth, attraction and retention to secure a strong City revenue base • Encourage a diverse and stable business environment • Conduct special studies and prepare comprehensive reports related to economic development, retail recruitment, tourism, and the economic impact of capital projects or initiatives • Assist with the Comprehensive Plan update • Coordinate with business owners and developers to provide possible site locations, market research and related information to assist business development, facilitate project processing and permitting, assist with the interpretation of codes, negotiate and resolve sensitive and controversial issues • Establish and maintain communication and cooperative relationships with business leaders, developers, private and public agencies, educational institutions, real estate community, and the general public to promote and facilitate the implementation and execution of the City's economic and development strategies • Coordinate with regional and local economic development agencies to ensure their efforts reflect the City's priorities and goals • Perform a full range of marketing activities including: • Developing and implementing a strategic marketing plan • Creating and distributing marketing materials • Preparing and presenting information at meetings of various organizations and groups • Managing the content of the City's economic development webpage • Use information technology to assist citizens and potential and existing business owners PAGE 70 Community & Economic Development—Goals and Strategies Goals Strategies G-1 2016-2017 Update the Comprehensive Plan • Implement public participation program, update current public participation guidelines as needed • Incorporate new state mandated information • Analysis of land quantity and economic trends • Develop alternatives to update Comprehensive Plan and conduct EIS review • Conduct audit of development regulations • Develop short and long term implementation strategies to use as benchmark • Develop draft Comprehensive Plan • Draft development regulations to support updated Comprehensive Plan • Process through Planning Commission and City Council G-2—(Council Goal) 2016-2017 Develop an economic development strategic plan Formalize City economic development efforts by developing a written strategic plan incorporating the following elements: • Economic development strategic goals • An existing conditions report focused on identifying the scope of existing economic development services • Short, mid, and long term enhancements to existing services • Strategic actions based upon recommended service enhancements • Implementation options for the identified initiatives including budget and staffing requirements • Implementation timelines • Relevant performance measures G-3 2016-2021 Maintain an efficient permitting process • Continue to implement enhancements to the permitting process • Foster relationships with outside agencies to streamline permitting and encourage development • Develop a multi-use construction plan program • Implement a permit satisfaction survey • Examine code provisions for administrative exceptions and tiny homes G-4 2016-2021 Retail Recruitment • Develop and implement the retail recruitment strategy • Mobilize resources to institute recruitment campaigns • Develop a list of desirable retail businesses with a local, regional, or statewide presence • Establish connections 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 of Spokane Valley • Prioritize available spaces and match with potential retail types and specific businesses • Identify any zoning, permitting and/or fire and building code issues that may need to be resolved PAGE 71 Community & Economic Development—Goals and Strategies Goals Strategies G-5 2016 Develop a Tourism Program • Develop and analyze strategies to improve the tourism industry in the City • Identify and pursue tourism attraction strategies to leverage lodging tax G-6 12016-2021 Pursue infrastructure improvements which foster economic • Investigate and pursue strategic infrastructure development development • Coordinate with Spokane Valley Public Works to improve transportation infrastructure to enhance development opportunities • Collaborate with Spokane County Utilities Division to facilitate the development of sewer infrastruc- ture in City's industrial areas • Collaborate with water districts and dry utility providers to identify infrastructure needs to meet devel- opment demands and available infrastructure that could be marketed to attract businesses • Conduct cost benefit analysis and feasibility studies to prioritize projects • Collaborate with property owners on a traffic study of the Mirabeau area to expedite development G-7—(Council Goal) 2016-2021 Business Recruitment, Retention and Expansion • Continue to recruit new businesses • Continue to meet with existing businesses to assist with retentions and expansion efforts • Participate in business and trade shows • Continue to implement the Certified Sites Program • Collaborate with the regional partners to support business recruitment • Continue to research available State and Federal tax credits; promote availability of all tax credit pro- grams on the City's website and in the permit center • Research state and federal business assistance programs to support business recruitment and make this information available on the City's website and in the Permit Center • Attend meetings with the Spokane Regional Site Selector partners to continue to provide information relating to available properties in the City • Develop tools and compile information of resources available for business owners • Map out the permitting processes and requirements for different industries to facilitate the permitting process like the restaurant regulatory reform project • Host forums with regional real estate brokers, management associations, developers and property owners to identify issues, gather data, and introduce the City's economic development program • Establish relationships with existing businesses to identify issues, gather data, and offer services from City and partners that foster their business efforts • Identify the industry clusters, growing and declining industries • Periodically conduct stakeholder focus group discussion to determine the challenges and opportuni- ties facing the business community • Identify retail zoned sites adjacent to the Appleway trail and coordinate with representative brokers to market trail access PAGE 72 Community & Economic Development—Goals and Strategies Goals Strategies G-8—(Council Goal) 2016-2020 Develop an economic development marketing program • Develop and implement marketing strategies for attraction and retention of businesses and citizens while also improving tourism • Develop a strong image for the City that supports economic development efforts and differentiates the City from other communities • Develop marketing material for business and tourism attraction, trade shows, and data sheets for target industries • Work with Visit Spokane to develop a tour guide identifying recreational, cultural, and historic assets with a particular focus on marketing the City a destination for active, outdoor recreation • Review the City's existing marketing collateral to ensure their consistency with the established theme G-9 12016-2021 Use Information Technology (IT) to support the department's mission • Continue to develop a records management system that enhances transparency and creates efficiencies • Implement SMARTGov Web Portal Upgrades • Expand online permitting types • Configure & launch online inspection scheduling • Implementation of Contact Us module • Implement SMARTGov Inspection Module Enhancements • Update inspection listing types • Integrate inspection workflow • Expand inspection scheduling options by: • Permit Center Staff(in person) • Owner/Contractor(online) • Continue to work with businesses to add their business information to Google Places. G-10—(Council Goal) 2016-2021 Collaborate with economic development partners and related service providers • Participate in Visit Spokane, GSI, Spokane Valley Chamber of Commerce and other partners meetings and events. • Coordinate with Visit Spokane and GSI to ensure their marketing is consistent with the City's branding message. • Continue to partner with GSI, the region's Associate Development Organization (ADO),for business recruitment and retention PAGE 73 Community & Economic Development—Goals and Strategies Goals Strategies G-11—(Council Goal) 2016-2021 Strengthen and expand civic and event opportunities • Evaluate opportunities to support amateur and youth sports organizations • Continue to partner and promote community events such as Valleyfest, the Bike Swap and the Cycle Celebration • Support efforts to create new events in Spokane Valley that build a sense of identi- ty and promote Spokane Valley • Develop tools that connect citizens with community assets G-12 '2016-2019 Develop a robust Geographical Information System (GIS) with modern web applica- • Coordinate with utilities and special purpose districts to incorporate their available tions. infrastructure information into a GIS centralized database housed at the City • Create an interactive online map to replace the County's SCIMAP for public and city staff use • Create ESRI story maps of things to do and places to go and showcase success stories and new businesses • Create an inventory of vacant properties and their features to assist in the site se- lection process in coordination with brokers and the Fire Department • Develop a site selection tool to enable a quick evaluation of City facilities, utilities, socio-economic, demographics and other relevant information for business devel- opment • Create an online tool to allow citizens to report citizen service request, such as pot- holes, downed trees, graffiti, etc. • Develop a tool that provides information to citizens in an emergency situation • Develop an interface to allow field personnel to provide information to the City's centralized database enabling real time updates • Develop an asset management program G-13 2016 Floodplain Revisions • Develop Forker Draw final map products and submit to FEMA 2016-2021 • Develop Glenrose Creek Hydrology data • Develop Glenrose Creek Hydraulic data • Initiate coordination with City of Spokane and Spokane County • Develop Glenrose Creek floodplain mapping • Develop Glenrose Creek preliminary map products PAGE 74 Community & Economic Development—Goals and Strategies Goals Strategies G-14—(Council Goal) 2016-2021 Foster an education and job ready workforce • Develop relationships with local community colleges, Spokane Valley Tech, high schools and workforce development council to determine how to support their ef- forts and ensure business owners utilize these resources G-15 '2016-2021 Emergency Management • Continue coordination on Regional Hazard Mitigation Plan • Update City website and provide information about emergency shelters and status of necessary facilities during emergencies such as gas stations, banks, pharmacies, hospita Is G-16 2016 Community Development Block Grants (CDBG) • Identify high priority projects consistent with Spokane County CDBG Consortium policies ,• Identify infrastructure limitations that impact development G-17 2016-2021 Records Retention • Continue scanning historical residential address files into Laserfiche • Continue scanning permit related documents into SMARTGov • Work on Electronic plan submittal acceptance guidelines G-18 2016-2021 Regional Special Inspection and fabricator process • Coordinate with Regional Building Officials, Local Special Inspection Agencies and Local Fabricators • Coordinated regional consistency in implementation of the International Building Code, Chapter 17, Special Inspection and Fabrication. • Incorporate consistency required for Special Inspection and Fabrication reporting and product certificates of compliance submittals to all participating jurisdictions • Develop and provide training programs/presentations for outreach to local: • Special Inspection Agencies • Steel/Concrete Fabricators • Association of General Contractors (AGC) • Association Society of Civil Engineers (ASCE) • American Institute of Architects (AIA) • Structural Engineers Association of Washington PAGE 75 Community & Economic Development—Goals and Strategies Goals Strategies G-19 2016-2020 Small Business Assistance Program • Continue to improve the new business welcome program • Publicize local business success stories and events • Explore the feasibility of a façade improvement grant or loan program for property owners that voluntarily make physical improvements to their properties • Work with partners and local business owners to develop a "Taste of Spokane Val- ley"week G-20 2016-2021 Continue participation in Spokane Regional Code Group Meetings • Take a regional leadership role amongst peers • Discuss International Residential Codes • Follow current trend by researching other Washington State adopted codes • Continue to advocate for a Regional All Code Group to incorporate regional con- sistency in interpretation and implementation of State adopted building codes G-21 2016 and on going Annual updates of the Comprehensive Plan • Process privately initiated Comprehensive Plan change requests PAGE 76 Community & Economic Development Workload Indicators Goal Workload 2013 2014 2015 2016 2017 Dept. Permit Center counter walk-ins 4,428 4,511 4,572 related Pre-Application Meetings-Commercial 85 79 88 Pre-Application Meetings-Land Use 25 30 32 Construction Applications Received 2,798 4,704 4,536 Land Use Applications Received 624 719 660 Construction permits Issued 2,668 3,961 3,993 Land Use Applications Approved 33 659 561 Development Inspections Performed 10,736 13,534 13,848 Code Enforcement complaints investigated 360 354 383 Number of On-Line permits Issued - 1,314 2,828 Number of hearings conducted by the Hearing Examiner 33 7 6 Municipal Code text amendments processed 5 12 2 Planning Commission meetings participated in 23 20 21 Number of businesses assisted - 23 27 Meetings with regional partners - 51 54 Marketing media created - 9 12 IService Population 91,490 92.050 93,340 Beginning in 2013,new or reworded Workload Indicators were included to better define the workload of the department. PAGE 77 Community & Economic Development—Performance Measures Goal Performance 2013 2014 2015 2016 2017 Target Dept. Percent of construction permits issued in less than 3 days - 79% 85% related Average number of days for new Residential building permit review 5 5 5 5 work days Average number of days for tenant improvement permit review 10 10 10 10 work days Average number of days for new Commercial permit review 10 10 10 10 work days Percent of Citizens who gave the City a positive rating as it pertains to 99% - - 95% satisfaction with services regarding Land use, planning and zoning Business Retention/Expansion meetings held - - 27 15 Business Recruitments—Ongoing - - 3 5 e Business Recruitments—Completed - - 2 1 Economic Development Workshops held - - 2 2 Beginning in 2014, new Performance Measures (above) were included to better identify the performance of the department. Historical data is provided below for 2013 (2008-2012 are on the next page). Goal Performance 2013 5 Yr. Avg. Dept. Number of permits issued/processed/reviewed 889 I 547.82 related per FTE(Plan Exam-2; Build. Insp-3; Permit Spec-2) - Residential building permit issuance(April &July) 100% 76.8% 5 work days ■ Average tenant improvement permit issuance (May&August) 100% 94.8% 25 work days Average response time for first review 100% 99.8% 25 work days Percent of Citizens who gave the City a positive rating as it pertains to 99% 70.4% 95% satisfaction with services regarding Land use, planning and zoning *The summary of performance measures represents a 5 year period since new measures were included in 2014 as noted above. PAGE 78 Community & Economic Development— Workload Indicators & Performance Measures Goal Workload 1 2008 2009 2010 2011 2012 Target Dept. Permit Center counter walk-ins 31431 39711 39211 4545 4812 related Permit Center phone calls2 4472 4945 4890 4919 5021 'Construction permits issued 3535 2993 3340 3454 4010 Building inspections performed 4480 5241 5610 5701 4039 Residential Building inspections, performed 2177 2504 2324 2287 1571 Commercial Code compliance complaints 931 840 617 532 397 investigated Right-of-Way inspections performed 5183 7379 6708 7777 3858 Service population 88,920 89,440 90,210 89,7553 90.550 Number of Planning Commission meetings 24 13 14 15 23 Number of code amendments 7 7 12 I 6 8 Goal Performance 2008 2009 2010 2011 2012 Target Dept. Number of permits issued/processed/reviewed 392.78 332.55 417.50 431.75 668.304 related per FTE(Plan Exam-2; Build. Insp-3; Permit Spec-3) Residential building permit issuance(April &July) — 65% 68% 60% 91% 5 work days Average tenant improvement permit issuance (May&August) — 100% 77% 100% 97% 25 work days Average response time for first review — 99% 100% 100% 100% 25 work days Percent of Citizens who gave the City a positive rating as it pertains to — 83% — 75% — 95% satisfaction with services regarding Land use, planning and zoning 1. An error was found in the Permit Center walk-in numbers,a set of numbers had been duplicated. These numbers have now been corrected to reflect an accurate count. 2. No longer tracking this workload after 2012. 3. This number is based on the 2010 Census. 4. 2012 Changed to Plan Exam—1;Build. Insp-3;Permit Spec-2=6 total FTE's PAGE 79 Community & Economic Development— Performance Measures Summary construction Permits �ermitValuatio 42 4010 3993 $200. *in millions 73'9 3951 4000 - !Allied 3800 - $150.0 $109.2 $111.9 $98.2 3600 - 3454 34311111-11:1111 i $100.0 $65.4 3400 — zill3200 - $50.0 3000 ,' , 0 1 ,. $ 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 • Construction permits issued by the Department is on a steady and upward trend.2013 had the lowest number of permits issued. The upward trend is a result of an improving ' economy that has been assisted by streamlined policies implemented by the City. • Permit Valuation gages the level of private investment in the City.After hitting a low in 2011, investment in the community is on a strong upward trend. Many large medical, retail, multi-family housing, and manufacturing projects have been constructed over the past 3 years. 27.93% Permits 4 I 11Received through ' the Online Public Portal 85% of our permits are processed in 3 days or less WI Total Permits Received in 2015 Total Permits Received Online • The charts above show the City continues to process permits in a very timely manner:85%of permits are issued in 3 days or less.The City also began tracking permits pro- cessed on-line.2014 was the first full year of the permit public portal; now more than a third of our permits are received in this manner.The City expects this number to con- tinue to grow in the coming years and is looking to expand the types of permits available over the internet.The City's frequent customers are very satisfied with this service. PAGE 80 Community & Economic Development-2016 Budget & Staffing Impact Summary Administrative, Planning, Development Engineering, Building & Economic Development Increase/Reduction 2016 Budget • The community and economic development budget reflects a 1.02% increase (not including wages, payroll taxes & benefits or +1.02% vehicle replacement)for 2016. This includes increases related to training and registrations for Economic Development. When $4,400 including a $7,600 increase in the vehicle replacement program, the increase in the non-payroll portion of the budget is 2.72% or$12,000. Theoretical Budget Reduction Exercise 3% • A 3% cut in the department would reduce 1.5 FTE. This reduction would limit the department's ability to be able to process per- ($116,483) mits, land actions, and provide customer service to our citizens. 6% • A 6% cut in the department would reduce 2.5 FTE. This would significantly limit the department's ability to be able to process ($206,959) permits, land actions, and provide customer service to our citizens. • A 9% cut in the department would reduce 3.5 FTE. This would drastically limit the department's ability to be able to process 9% permits, land actions, and provide customer service to our citizens. ($311,827) *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These sum- maries may or may not be implemented in the approved, final budget. PAGE 81 Vol. 9 Parks and Recreation 2016 The Mission of the Parks and Recreation Department is to enrich the quality of life for everyone who lives, works in or visits Spokane Valley through quality programs, parks and events. Overview: Parks&Recreation Director With offices located in the CenterPlace Regional Event Center, the Parks and Recreation Department consists of six divisions: Parks Administration; Parks Maintenance; Recreation; Aquatics; Senior Center; and CenterPlace. The Park Operations& Administrative Department is comprised of nine FTEs. Parks Maintenance Maintenance •— Assistant and Aquatics services are contracted with external busi- (Contract Services) nesses/agencies. The Parks & Recreation Department also maintains a database of local recreation programs and ser- vices to help match citizens with existing services. Aquatics Operations CenterPlace & Maintenance •-.. Janitorial Services (Contract Services) (Contract Services) Precinct Maintenance — (Contract Services) Senior Center Recreation CenterPlace Maintenance Worker Specialist Coordinator Coordinator Facilities(2) i t CenterPlace Administrative CenterPlace Assistant Office Assistant I PAGE 82 Parks and Recreation—Parks Administration/Maintenance, Recreation & Aquatics Program Descriptions Parks Administration / Parks Maintenance Vision: To provide and maintain quality parks that offer a diverse range of experi- ences in a safe and beautiful environment; to provide enjoyable, restorative and memorable places to spend time; and to provide physical amenities that support and enhance active living and social interaction opportunities. • Implements the goals and objectives of the City Council • Develops policies and procedures • Facilitates the upkeep & use of parks and public areas including the Appleway and Centennial Trails • Manages the private park maintenance, aquatic operation and janitorial contracts • Works to acquire and develop new park facilities • Provides facility maintenance at the Police Precinct • Administers City Special Event permits Recreation Vision: To deliver diversified recreational and educational experiences for all ages; to foster vigorous community part- nerships; and to advocate health, wellness and physical activity. • Summer day camp, winter break camp, summer park program & outdoor movies • Designs and publishes the Recreation Program brochure twice a year • Coordinates and offers over 21 different recreation programs year round • Partners with YMCA, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane & Spo- kane County • Maintains database of local recreation programs & services to help match citizens with existing services Aquatics: The City of Spokane Valley owns three outdoor swimming pools which provide: • Open swim opportunities • Swim lessons, swim team, and facility rentals • The city leases a portion of Valley Mission Park for Splash Down — a privately operated water park PAGE 83 Parks and Recreation—CenterPlace and Senior Center Program Description CenterPlace Regional Event Center Vision: To promote corporate and private events which will help stimulate our local economy; to produce customized, high quality events; and to provide an experience that showcases the values of Spokane Val- ley. Facility Maintenance is to maintain this facility through sustainability, energy efficiency and maintaining building integrity. • Regional focal point for NE Washington, Northern Idaho and Western Montana • 54,000 square foot facility located in Mirabeau Point Park • Open seven days a week, this is the home of the Parks and Recreation Department and the Valley Senior Center • Reserves and rents to over 900 educational, corporate and social events annually • Provides set up and take downs for all activities • Manages long-term leases of space • Manages food services & marketing contract • Partners with Spokane Community College and Central Valley School District • Rooms include a great room, commercial kitchen, fireside lounge, auditorium and numerous meeting rooms Senior Center Vision: To empower adults 50+ for personal independence, healthy aging, social connection and life-long learn- ing experiences; to serve as a hub and focal point, to complement existing services and provided programs, activities and op- portunities for the aging population; and to operate as a multi-purpose senior center to provide health, social, educational, refer- ral and recreational services. • Manages the Senior & Wellness Center at CenterPlace from 8-4 Monday through Friday • Coordinates all activities and programming - over 50 different programs • Utilizes over 75 volunteers • Facilitates Meals on Wheels program • Maintains an active membership of over 1000 PAGE 84 Parks and Recreation—Goals and Strategies Goals Strategies G-1 2016-2021 Implement recommendations of the newly updated Parks and Recreation • Implement six-year capital improvement program Master Plan, including the continued development of aquatic and recreation • Pursue park acquisitions and development programs that serve the needs of our citizens. • Explore adding additional recreation programs to meet customer need • Add Splashpad to Browns Park • Continue to contract for park maintenance& aquatic operation services • Add sand volleyball courts to Browns Park ,• Construct Phase 2 of Valley Mission Pocket Dog Park G-2 2016-2021 Implement the updated CenterPlace Regional Marketing and Communications • Increase seasonal staffing to accommodate a higher level of service Plan. • Develop "CenterPlace's Partner Services"with local event planners • Contract marketing services to help implement marketing plan • Work with Visit Spokane to reach out to meeting planners • Expand Catering involvement in events G-3 2016-2021 Make facility improvements to CenterPlace. • Make parking lot improvements for safety • Schedule preventative maintenance and facility updates to maintain CenterPlace in good condition • Add wedding gazebo on west lawn • Explore updating sound systems in the Great Room & Lounge • Continue to replace flooring and furniture throughout building • Continue to repair roof leaks IG-4 12016-2021 Expand senior services to serve changing needs and expectations of the • Challenge to serve current age demographics and to attract new partici- senior population. pants • Add new, active programming • Increase involvement with neighboring retirement communities • Educate the community at-large about the purpose and potential of the Senior Center G-5 �2016-2021 Work with Centennial Trail Partners to implement new maintenance • Seek grant opportunities for capital repairs agreement. • Develop a six-year maintenance plan PAGE 85 Parks and Recreation—Workload Indicators Goal Workload 2013 2014 2015 2016 2017 Target G-1 r Developed acres maintained 133.6 133.6 133.6 Trees Planted 10 10 10 10 new per year Overall number of park facility 399 428 425 I +10 per year reservations per year Number of recreation classes offered 129 158 189l +10 per year Spokane Valley population2 91,490 92,040 93,340 1 Number of open swim hours available/season 1,221 1,251.5 1,465 Maintain 2008 hours Number lesson/team registrations 1,547 1,510 1,582 -1 G-2 Number of area businesses/hotels contacted for use of CenterPlace 14,651 7,300 5,617 Contact all in + region Number of reservations per year 815 844 919 +10% per year Number of operating hours per year 4,633 4,633 4,633 y Number of room use hours booked per year 6,120 4,040 6,503 G-4 Number of participants in Senior programs 36,343 34,193 26,329 +10% per or workshops per year year Average age of Seniors participating 75.5 74.7 75.5 in programs Number of Senior programs offered per year 50 50 39 60 per year (ultimate) G-5 Miles of Centennial Trail 6.78 6.78 6.78 Number of grants applied for 0 0 0 1 per year (Applied for by Trails Partners) Labor hours to maintain Centennial Trail 900 900 900 Maintain 2008 level 'revised tracking of reservations due to new software. 2Population based on Association of Washington Cities data. PAGE 86 Parks and Recreation Workload Indicators Goal Workload 2008 2009 2010 2011 2012 Target G-1 Developed acres maintained 126 126 126 126 126 Trees Planted 5 11 25 10 17 10 new per year Overall number of park facility 222 258 252 308 4071 +10 per year reservations per year Number of recreation classes offered 77 75 90 100 100 +10 per year Spokane Valley population2 88,920 89,440 90,210 90,110 90,550 Number of open swim hours available/season 980 1,200 1,326 1,326 1,326 Maintain 2008 hours Number of swim lesson/team registrations 1,220 1,430 1365 1,244 1,351 G-2 Number of area businesses/hotels contacted for use of CenterPlace 24,400 24,400 24,400 21,649 21,650 Contact all in region Number of reservations per year 721 815 823 816 950 +10% per year Number of operating hours per year 4,633 4,633 4,633 4,633 , 4,633 - Number of room use hours booked per year 4,780 5,514 5,441 5,379 6,119 G-4 Number of participants in Senior programs 36,840 38,001 34,624 34,442 35,678 +10% per or workshops per year year Average age of Seniors participating 74.85 75.70 74.90 75.70 74.50 in programs Number of Senior programs offered per year 50 50 50 50 50 60 per year (ultimate) &- . G-5 Miles of Centennial Trail 6.78 6.78 6.78 6.78 6.78 Number of grants applied for 0 0 0 0 0 11 per year (Applied for by Trails Partners) Labor hours to maintain Centennial Trail 900 900 900 900 900 I Maintain 2008 level 'revised tracking of reservations due to new software. 2Population based on Association of Washington Cities data. PAGE 87 Parks and Recreation—Performance Measures Goal Performance 2013 2014 6 Yr. Avg. 2015 2016 Target G-1 Developed park acres per 1000 population 1.4 1.4 1.44 1.4 Recreation program recovery vs direct cost 99.9% 104% 100.56% 104% Maintain 2008 recov- ery Parks& Recreation recurring budget per capita 29.14 29.43 29.25 26.6 I Percentage of citizens who participated in a recreation program or activity(citizen survey) A A A A Percentage of citizens who have visited a City of Spokane Valley park(citizen survey) A A A A Percentage of citizens rating recreation programs or classes with a positive rating(citizen survey) A A A A Percentage of citizens rating recreation centers or facilities with a positive rating(citizen survey) A A A A Percentage of citizens rating quality of parks with a positive rating (citizen survey) A A A A G-2 'Percentage of facility capacity per Great Room reserved 27% 23.7% 22.10% 27% Percentage cost recovery per CenterPlace 45% 54% 54.5% 52% (CenterPlace revenues covered %of the expenses. Expenditures do not include building replacement funds) Percentage of area businesses utilizing CenterPlace' 3% 5% 1.35% 3.7% Reach for 25% Percentage of facility capacity per Lounge reserved 10% 9% 15.84% 22% Percentage of regional use of facility 5% 9.1% 5% 4.2% 30% (ultimate) 1 Registered businesses with the City of Spokane Valley PAGE 88 Parks and Recreation—Performance Measures Goal Performance 2008 2009 2010 2011 2012 Target G-1 Developed park acres per 1000 population 1.4 1.4 1.4 1.5 1.5 Recreation program recovery vs direct cost 167% 105% 110% 92.44% 92% Maintain 2008 recovery Parks& Recreation recurring budget per capita $29.74 $31.44 $28.71 $27.68 $29.08 Percentage of citizens who participated in a recreation — 45% — 46% — program or activity(citizen survey) Percentage of citizens who have visited a City of — 84% — 82% — Spokane Valley park(citizen survey) Percentage of citizens rating recreation programs or — 95% — 92% — classes with a positive rating(citizen survey) Percentage of citizens rating recreation centers or — 93% — 93% — facilities with a positive rating(citizen survey) 'Percentage of citizens rating quality of parks with a positive rating — 98% — 98% — (citizen survey) G-2 Percentage of facility capacity per Great Room reserved 26% 21% 19% 20.2% 21.7% Percentage cost recovery per CenterPlace= 68% 63% 61% 51% 53% (CenterPlace revenues covered %of the expenses. Expenditures do not include building replacement funds) —[-- Percentage of area businesses utilizing CenterPlace' .0067% .0079% .0075% .0095% .0215% Reach for 25% Percentage of facility capacity per Lounge reserved11 i 15.7% 11% 23% 19% 23% Percentage of regional use of facility 18% 24% 16% 14% 18% 30% (ultimate) ' Registered businesses with the City of Spokane Valley PAGE 89 Parks and Recreation—Performance Measures Goal Performance 2013 2014 6 Yr. Avg. 2015 2016 Target G4* Level of satisfaction(a positive rating)for quality of Senior services (citizen survey) A A A A Percentage of Seniors over 60 in Spokane Valley 19.71% 19.71% 18.61% 18.52% per capita (Census data is not current)' What percentage of City of Spokane Valley Seniors who 45% 56% 39.84% 30% participate in programs attend Health&Wellness Programs?2 (age 50 and up) G-5 Cost to maintain per capita per trail mile $.05 $.05 $.05 $.05 I- Percentage of successful grant applications 0 0 0 0 (Applied for by Trails Partners) Miles of Trail per 1000 households .076 .076 .076 .076 'Senior numbers will vary because different ages are used. Some use age 50, others age 60 2Question reworded for clarity and adjustments made to measures to reflect change in wording PAGE 90 Parks and Recreation—Performance Measures Goal Performance 2008 2009 2010 2011 2012 Target G4" Level of satisfaction(a positive rating)for quality of Senior services — 91% — 92% — (citizen survey) Percentage of Seniors over 60 in Spokane Valley 14.5% 15.76% 17.01% 19.71% 19.71% per capita (Census data is not current)' What percentage of City of Spokane Valley Seniors who 14% 24% 34% 40% 40% participate in programs attend Health&Wellness Programs?2 (age 50 and up) G-5 Cost to maintain per capita per trail mile $.04 $.04 $.04 $.05 $.05 Percentage of successful grant applications 0 0 0 0 0 (Applied for by Trails Partners) Miles of Trail per 1000 households .076 .076 .076 .076 .076 'Senior numbers will vary because different ages are used. Some use age 50, others age 60 2Question reworded for clarity and adjustments made to measures to reflect change in wording 6 Year Performance Measures Summary G-1: • The 6 year average Parks & Recreation recurring budget per capita is $29.25. The City has increased the budget to remain consistent with population growth. 0 Population increase from 2010 to 2014 is 2.56% (=92,050/89,755) per State of Washington Office of Financial Management 0 Per capita recurring budget increase from 2010-2014 is 2.51% (=$29.43/$25.87) • The 6 year average of percentage of cost recovery per CenterPlace is 54.5%. While there was a decrease over a few years, there was an in- crease in 2014 due to added events and growth in catering revenues. As the recession has subsided, events have increased with a dramatic growth in business and corporate events. 0 In 2010, the cost recovery was 61%; this decreased to a low of 45% in 2013 and was up again in 2014 at 54%. The downward trend that occurred for a few years coincided with the recession we experienced. • Noteworthy to mention is the percentage of businesses registered with the City of Spokane Valley who utilize CenterPlace have remained steady and then have started to increase the past 3 years. PAGE 91 Parks and Recreation-2016 Budget and Staffing Impact Summary Parks Administration/Maintenance, Recreation and Aquatics, Senior Center & CenterPlace Increase/Reduction 2016 Budget • The Parks and Recreation Department budget, not including wages, payroll taxes and benefits, reflects an overall decrease -2.86 of$53,439 or-2.86% for 2016. $53,439 Theoretical Budget Reduction Exercise • To achieve a 3% reduction in the proposed 2016 budget the following reductions are offered for consideration: -3%® 0 $34,000-Reduction in Aquatics Professional Services. This will eliminate one week of the summer pool season at all three ($84,450) outdoor pools. 0 $23,000—Reduction in Maintenance Parks Maintenance Contract. This will eliminate the maintenance of the city gateway, the new Balfour Park addition and the newly developed section of the Appleway Trail. 0 $5,000-Reduction in CenterPlace Small Tools and Minor Equipment. This will eliminate our ability to replace 10 classroom tables. 0 $7,500—Reduction in Recreation Professional Services. This will eliminate the third free summer in the park movies for 2016. These movies were attended by over 1,300 people last year. 0 $5,000—Reduction in Administration Professional Services. This will eliminate the Professional Services budget for 2016. 0 $9,950-Reduction in misc. supplies & other expenditures -6% • In addition to the 3% reductions, add the following for consideration: ($84,450 + 0 $34,000—Reduction in Aquatics Professional Services. This will eliminate one week of the summer pool season at all three out- $75,525) door pools. 0 $22,000—Reduction in Maintenance Parks Maintenance Contract. This will reduce the summer park season by one week for access to water, restrooms, etc. 0 $2,450—Reduction in Recreation Travel/Mileage and Conference Registrations. This will eliminate travel to the NRPA Supervi- sors School Year 2. 0 $2,600—Reduction in Senior Center Small Tools & Minor Equipment and Equipment Repair and Maintenance. This will elimi- nate all funding in these line items which includes replacing card and classroom tables. 0 $10,000-Reduction in CenterPlace Advertising. This will negatively impact our ability to market CenterPlace. 0 $4,475-Reduction in misc. supplies & other expenditures • In addition to the 3% & 6% reductions, add the following for consideration: -9% 0 $34,000—Reduction in Aquatics Professional Services. This will eliminate one week of the summer pool season at all three out- ($159,975+ door pools. $72,900) 0 $22,000—Reduction in Maintenance Parks Maintenance Contract. This will reduce the summer park season by one week for access to water, restrooms, etc. 0 $16,900-Reduction in CenterPlace Advertising. This will reduce the marketing budget by 50%critically impacting our ability to market CenterPlace. *Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 92 Vol. 9 Public Works 2016 The Mission of the Public Works Department for the City of Spokane Valley is to provide overall planning, construction, operations and maintenance of the city's public works infrastructure and facilities. Public Works Director Administrative Assistant I 1 1 1 1 1 Public Works Senior Engineer Engineer Assistant Engineer Engineering Senior Engineer Maintenance Engineer Traffic Technician II Stormwater Stormwater Traffic Superintendent Stormwater OP Maintenance Construction Senior Engineer Inspector(4) Project Manager(2) Planning Grants Engineer Overview: Engineer CI The Public Works Department oversees the City's transportation system, which includes construction and maintenance of streets, bridges, stormwater systems, operations and maintenance of traffic signs and signals, and transportation planning. The Department Engineering Technician II provides management and control of Solid Waste, coordination with other City depart- ments on the planning, design and construction of City parks and civic facilities, along with participation in regional public works issues such as wastewater, stormwater and Engineering Technician I high-capacity transportation. (2} Administrative Assistant PAGE 93 Public Works— Administration and Capital Improvement Program Descriptions Administration: Provides direction, support, and coordination to Public Works staff facilitating the delivery of services throughout the community. Develops, oversees and implements the expenditures of all Public Works budgets. In November 2014, The City took over the management and control of Solid Waste and entered into a 10-year contract with Sunshine Recyclers to provide transfer, transport and disposal services Direct responsibilities of Public Works Department Include: • Pavement Management Plan • Capital Improvement Program • Solid Waste Management and Comprehensive Planning • Street Maintenance Operations • Traffic Management and Operations • Snow Operations • Stormwater Utility • Fleet Maintenance Program (In conjunction with the Finance department) • Contract management and future renewals • Coordination with other regional public organizations such as the Spokane Regional Transportation Council, Spokane County Traffic Safety Commission and the Spokane Regional Traffic Management Center PAGE 94 Public Works— Administration and Capital Improvement Program Descriptions Capital Improvement Program: Plan, design and construct new facilities and maintain, preserve, and reconstruct existing facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails, civic and community buildings. This requires careful prioritized long-range planning, acquisition and management of state and federal grant funding, coordination with stakeholder groups, and proficient pro- ject management. Tasks include: • Development of annual 6-year Transportation Improvement Plan (TIP) • Prioritization, development and submittal of grant requests for: o Washington State - Transportation Improvement Board (TIB) o Spokane Regional Transportation Council (SRTC) o Washington State - Highway Bridge Program (BP) o Washington State - Freight Mobility Strategic Investment Board (FMSIB) o Community Development Block Grants (CDBG) o And other State and Federal Funding Sources • Implementation of Capital Projects o Manage Project Budgets o Project Design (Consultants and in-house staff) o Survey o Right-of-Way Acquisition o Bidding o Construction o Inspection, Documentation, Contract Management o Warranty/Closeout o Compliance with Grant Agency Requirements • Coordination with SRTC and other jurisdictions on regional transportation policies and projects • Collaboration of Capital Projects with Maintenance, Stormwater, Traffic, Parks, and Community & Economic Development PAGE 95 Public Works—Street Fund Program Description Street Maintenance Operations: This program provides responsive maintenance and repairs for 460 center line miles of City streets. Most services provided by the street fund are contracted services. City staff will provide direction and oversight of all contracted operations. Contracted Services: Street and Stormwater Maintenance and Repair • Expend about $1.3 million dollars annually • Contract activities include asphalt patching, crack sealing, gravel shoulder repairs, curb and sidewalk repairs, gravel road grading, storm- water repairs, etc. Snow Removal • Operates and maintains 9 City-owned snow plows • Maintains all priority 1, 2, and 3 streets with City snow plows • Priority 4 streets are plowed with contracted road graders Street Sweeping • Sweeping programs provide routine monthly maintenance as well as a Spring and Fall sweep • City sidewalks along arterial streets are cleaned in the spring Roadway Landscaping Services • Maintains all City owned right-of-ways • Provides weed control on all major arterials including sidewalks Geiger Work Crew • Provides litter and trash control on arterial streets • Provides weed control and trash cleanup as requested • Mows and maintains all City dry land grass • Removes snow from sidewalks on bridges Storm Drain Cleaning Program • Cleans drywells, catch basins, culverts, swale inlets and bridge drains PAGE 96 Public Works—Street Fund Program Description Traffic Management and Operations: Provides traffic engineering for safe and efficient multi-faceted transportation systems throughout the City. Oversees the operation of traffic signals and the installation and maintenance of signing and striping. Responsible for transportation planning and design support to the Capital Improvement Program and to Community and Economic Development. • Optimizes and coordinates traffic signals • Prepares traffic control, signal, signing, and striping plans and specifications in cooperation with the Capital Improvement Program • Reviews traffic studies for all development projects within and outside of City limits • Applies for funding, installs and maintains school zone flashing beacons • Assists in the preparation of grant applications for capital project funding • Analyzes collision data Citywide • Develops clear view triangle standards and coordinates with code enforcement to correct safety problems • Oversees and monitors traffic level of service for all arterial intersections • Reviews traffic control plans for oversize loads, special events, and some right-of-way permits • Works with Community & Economic Development on bicycle and pedestrian planning, development permitting, City Hall Planning Comprehensive Plan update • Coordinates with SRTC on regional traffic modeling • Organizes the collection of annual traffic counts on arterial streets • Coordinates with SRTMC for regional transportation management • Plans, applies for funding, installs and maintains Intelligent Transportation Systems (ITS) equipment • Coordinates with Capital Programs on Capital projects • Maintains the City Traffic Operation Center The traffic division contracts with Spokane County and WSDOT for maintenance of our 85 traffic signals, 36 flashing school beacons, 8 Rectangular Rapid Flashing Beacons (RRFB), 12 traffic cameras, 21,000+ traffic signs, and all roadway striping. Collectively the City staff and contract employees evaluate and respond to over 400 traffic-related citizen requests per year. While some of the citizen requests are maintenance related and get forwarded directly to our contractors, the Traffic Division directly handles concerns regarding traffic signal tim- ing, stop or yield signs, changes to speed limits, school zone modifications, crosswalks, illumination, and many others. Participates as a member of the Spokane Regional Transportation Management Center (SRTMC), which is a multi-jurisdictional control facility developed to enhance and support advanced transportation management capabilities throughout the Spokane Area. PAGE 97 Public Works—stormwater Utility Program Description Stormwater Utility: The Stormwater Utility (SW) oversees stormwater in the City to effectively collect, treat, store, and discharge stormwater, managing the risks to public safety, health, and property from flooding, erosion, ponding, and degradation. This is accomplished through the following responsibilities: • SW System Inventory, Inspection and Investigation • Geographic Information System (GIS) Mapping • Compliance with Environmental Law • SW Capital Improvement Program Development and Management • Street Sweeping Operations • Drainage Structure Cleaning Operations • Engineering Design • SW Maintenance Projects • Swale and Landscape Area Maintenance • SW Public Education & Outreach • Response to Citizen Action Requests • City Parcel Certification and Fee Administration The Utility provides development and oversight to individual stormwater system projects and improvements in conjunction with pro- jects led by others including Utility and City Street projects. The Utility manages a Capital Improvement Program (CIP) to assist in pri- oritization of projects to improve stormwater collection, treatment, storage, and discharge. The Utility oversees the requirements of the Clean Water Act for stormwater discharges including implementation of the City's Nation- al Pollutant Discharge Elimination System (NPDES) permit, Underground Injection Control (UIC) rules, and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load (TMDL) requirements for the Spokane River. The Utility pro- vides required annual reporting to the Washington State Department of Ecology. The Utility provides street sweeping, inspects and prioritizes stormwater structure cleaning and maintenance and provides landscape maintenance of swales and landscaped areas. The Utility reviews and updates all commercial and residential parcels and provides certification to the County Assessor for the storm and surface water utility charge on all City parcels. PAGE 98 Public Works—Goals and Strategies Goals Strategies (Council Goal) 2016-2021 Continue to work with state and federal legislators for possible financial assistance • Provide project specific support to Council and administration for the Barker Road Grade Separation. • Continue to seek support from local legislators and interest groups such as GSI, and Valley Chamber of Commerce (Council Goal) 2016-2021 Develop a strategic plan for funding and completion of all grade separation • Pursue grant opportunities at the state and federal levels including long - projects. term funding for grade separation and corridor consolidation • Include Bridging the Valley projects in the City's 6-year TIP • Work with City Management to develop funding alternatives to construct all grade separation projects (Council Goal) 2016-2021 Pursue a sustainability plan in connection with the City's Street Preservation • Work with City Management to find a solution to this funding shortfall. program to include sustained funding in the City's Street Fund #311 to address • Continue to seek out grants and alternative funding to assist with the funding concerns beyond the year 2020. I for pavement preservation projects G-1 2016-2021 Maintain City streets at lower costs to retain a higher overall pavement condition. • Continue to update and implement the Pavement Management Plan • Improve PMP by identifying alternative and less costly treatment methods • Provide routine maintenance such as pothole repairs quickly and effectively • Continue to monitor, update, and implement the Transportation Improvement Plan G-2 2016-2021 Develop a maintenance program for traffic signal components to address aging • Perform a condition assessment of existing traffic signal components and infrastructure. Devise a financial plan to address these needs and incorporate into equipment the budget. • Develop a maintenance program and budget to replace aging equipment I and components PAGE 99 Public Works—Goals and Strategies Goals Strategies G-3 2016-2021 Continue to engage in the discussion surrounding Oil and Coal Train impacts to the • Monitor federal and state proposed regulations related to transport of oil and Valley, region and the State coal • Continue to seek support for overpass improvements for at grade crossings • Support and ask for support from local and regional agencies to encourage funding agencies to help with implementation of improvements 2016-2021 G-4 • Develop plan for storm drain maintenance& operations Continue implementation of the Stormwater program • Update and implement stormwater program plan • Refine and Update the six-year capital program for stormwater facilities • Continue to assist in meeting the City's National Pollution Discharge Elimi- nation System (NPDES) Phase II permit requirements G-5 2016-2021 Manage Solid Waste Program • Continue to implement public outreach and education program • Manage the Department of Ecology Coordinated Prevention Grant Program • Manage the contract for transfer, transport and disposal services i• Develop an RFP for consulting services to assist with development of new collection services contract G-6 2016-2021 Identify projects and funding that will encourage economic development • Implement ideas from Economic Development Study. • Possible examples: Appleway Trail, Barker Rd BNSF grade separation, In- stalling sewer on Barker Rd, City Center Infrastructure. PAGE 100 Public Works Workload Indicators Goal Workload 2013 2014 2015 2016 2017 G-1 Centerline lane miles of streets maintained 461 461 461 Number of citizen action requests for street maintenance 859 1147 897 Street sweeping(in tons) 804 874 1,370 G-2 Traffic signals maintained 86 85 85 Traffic counts performed 140 137 146 1 School beacons maintained 32 36 36 Traffic signs maintained' 21,000 21,000 21,000 i Rectangular Rapid Flashing Beacons(RRFB) maintained - 2 8 Stand alone radar speed signs and intersection control beacons - 5 5 t Traffic Cameras maintained - 10 12 G-3 Number of drywells 7,437 7,428 7,346 I Number of drywells cleaned 402 206 263 I New drywells registered 3 4 0 G-4 Number of Vehicles maintained - 28 28 I 1 Spokane County revised the database regarding traffic signs in 2011 to obtain a more accurate number of street signs PAGE 101 Public Works Workload Indicators Goal workload 2008 2009 2010 2011 2012 Target G-1 Centerline lane miles of street maintained 438 460 460 461 461 Number of citizen action requests for street maintenance 1875 1078 1166 1066 1027 Street sweeping(in tons) 545.4 472.92 796.5 695.25 894 G-2 I Traffic signals maintained 84 86 86 85 86 h Traffic counts performed 159 158 133 135 202 School beacons maintained 16 20 20 26 32 Traffic signs maintained 14,000 14,000 14,000 21,0001 21,000 G-3 Number of drywells 7,300 7,330 7343 7376 7,416 Number of drywells cleaned 267 245 167 175 206 New drywells registered 30 33 10 14 10 G-4 I Dollars of Capital Improvements(actual dollars spent) $17,475,243 $21,482,584 $7,008,066 $5,882,924 $9,086,820 Number of construction projects managed 18 28 30 32 44 Full-time employees for Capital Improvement Projects(CIP) 9 9 9 9 8 1 Spokane County revised the database regarding traffic signs in 2011 to obtain a more accurate number of street signs PAGE 102 Public Works—Performance Measures Goal Performance 2013 2014 6 Yr. Avg. 2015 2016 Target G-1 Percent of citizens who rated snow 76.5% ^ removal as positive(citizen survey) ^ ^ Ton of cold patch for potholes 68.34 72.14 46.60 32.15 Percent of citizens who rated street repairs - 70.5% A as positive(citizen survey) ^ Percent of citizens who rated clean streets - 87.5% ^ as positive(citizen survey) ^ Street maintenance cost per capita $51.29 $53.11 $49.36 $48.11 Lane miles maintained per 1000 population 5.12 5.12 5.12 4.94 Street sweeping expenditures per capita $5.35 $5.29 $5.01 $5.25 Street condition based on the Pavement Condition Index(PCI) 75 - 77.5 71 G-3 Percent of citizens who rated quality of storm - 91.5% A drainage as positive(citizen survey) A Cost per ERU (Equivalent Residential Unit) $21.00 $21.00 $21.00 $21.00 ICubic yards of new drywells constructed 120 cy 160 cy 493.34 0 G-4 N Maintenance Cost Per Vehicle(PW Non-Snow vehicles) - $237.14 $237.14 $548.73* Maintenance Cost Per Snow Plow - $8,744.40 $8,744.40 $8,944.89 * Due to major repair on 2005 Dakota. PAGE 103 Public Works—Performance Measures Goal Performance 2008 2009 2010 2011 2012 Target G-1 Percent of citizens who rated snow — 73% — 80% — removal as positive(citizen survey) Ton of cold patch for potholes 27 17.55 8.10 36.10 77.36 Percent of citizens who rated street repairs — 73% — 68% — as positive(citizen survey) Percent of citizens who rated clean streets — 88% — 87% — as positive(citizen survey) Street maintenance cost per capita $44.83 $49.67 $42.88 $58.00 $41.19 d _ Lane miles maintained per 1000 population 4.926 5.14 5.10 5.12 5.12 Street sweeping expenditures per capita $5.24 $3.83 4.86 4.92 5.77 Street condition based on the Pavement Condition Index(PCI) - - 80 — — G-3 Percent of citizens who rated quality of storm — 92% — 91% — drainage as positive(citizen survey) Cost per ERU (Equivalent Residential Unit) $21.00 $21.00 $21.00 $21.00 21.00 Cubic yards of new drywells constructed 1,200 cy 1,320 cy 400cy 560cy 400cy G-4 Dollars of Capital Improvement Projects $1,941,694 $2,386,954 $778,674 $653,658 $1,135,852 L managed per FTE Percent of grant funds vs. City funds 73%grant 72%grant 64%grant 76%grant 71%grant 27%City 28%City 36%City 24%City 29%City PAGE 104 Public Works—Performance Measures Summary 50 Current Pavement Condition Index(PCI)Distribution by Area Pavement Conditon Comparison 2010 to 2015 45 35 •SV 2010 Pavement Condition Index=80,Backlog=2% •Current Network Average Condition=71,Backlog=10% 40 ■SV 2013 Pavement Condition Index=75,Backlog=6% . 30 ■SV 2015 Pavement Condition Index=71,Backlog=10% _0 35 25 `o 30 • 20 0 25 • 15 m a 20 - $ 10 v • 1 , 1 III 1s - 10 diArla O 100 200 X00 X00 S00 600 '00 X00 900 5 O �D `,O ,O `r0 60 'O �O `90 eO O 0 Pavement Condition Index(PCI) Very Poor Poor Marginal Fair Good Very Good ExceIIent (0 to 30) (30 to 45) (45 to 55) (55 to 65) (65 to 75) (75 to 85) (85 to 100) • At the current funding level, it is projected the PCI of the streets will continue to decrease at the current funding level of about$4 million per year. • Based on the Pavement Management Analysis performed in 2015, $7.0 million would need to be budgeted annually to keep the roads at a pCI of 71. • The analysis will be updated in 2017; the updates occur every 2 years as funding allows. Citizen Action Requests for Street Maintenance 2000 • On average, the City receives 1,371 requests per year related to Street Maintenance. The requests include potholes, roadway hazards, stormwater, traffic, dead 1500 animals and other various requests. • Citizens may report problems through our website or 1000 by calling City Hall. I 500 0 2008 2009 2010 2011 2012 2013 2014 2015 PAGE 105 Public Works - 2016 Budget and Staffing Impact Summary Administration & Capital Improvement, Street Maintenance and Stormwater Increase/Reduction • The public works budget reflects a 1.02% increase (not including wages, payroll taxes and benefits or vehicle replacement) for 2016. 2016 Budget This includes increases related to the purchase of aerial photos which are used by Public Works and Community& Economic Develop- +1.02% Increase ment for various tasks and solid waste training. The aerial photos are purchased every 2 years, and have previously not been budgeted. $855 When including a $2,100 increase in the vehicle replacement program, the increase in the non-payroll portion of the budget is 3.38% or $2,955. Theoretical Budget Reduction Exercise -3% • To meet a 3% reduction: ($29,000) 0 Reduce staff by .3 FTE * The reduction of staff will reduce services provided to citizens 0 Reduce Engineering &Architectural line item by $8,000 leaving $0 * The reduction of Engineering &Architectural funding will impact staff's ability to hire consultants to assist in the development of state/federal grant applications and to support other miscellaneous projects that come up throughout the year. This will result in a reduced level of service by not being able to complete some normal, annual tasks as well as other miscellaneous projects. -6% • In addition to the 3% reduction: ($58,350) 0 Reduce staff by .6 FTE * The reduction of staff will reduce service provided to citizens. 0 Reduce Travel and Mileage by $4,000 * Travel and mileage reductions will not allow staff the proper training and continuing education that is needed to stay current on Public Works issues. 0 Reduce Conference Registrations by $4,350 * City Staff will not be able to attend continuing education and conferences to keep the City up to date on current practices. -9% • In addition to the 6% reduction: ($87,200) 0 Reduce staff by 1 FTE * The reduction of staff will reduce services provided to citizens 0 Reduce all travel and mileage to $1,000 0 Eliminate Conference Registrations to $0 *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 106 Vol. 9 ADDENDUM A: Spokane Valley Police Department 2016 Contract Services — Spokane Valley Police Department (Commissioned Officers) Spokane Dedicated Resources Spokane Valley County Sheriff 100% Spokane Valle City Manager Shared Police Chief Resources Split County/Cit Precinct Commander Lt. Training/Professional Standards 7 FTE Marine Patrol/Search & Rescue Administrative Dayshift Nightshift 1.75 Deputies Sergeant Commander Commander Intelligence Led Policing 1 Detective Precinct Front Traffic Patrol Patrol Desk Deputy 1 Sergeant 4 Sergeants 5 Sergeants K-9 (Dayshift Patrol) 1 Detective 19 Deputies 27 Deputies 5 Deputies 5 Deputies Investigations Investigative Captain—1 FTE Property and Drug Crime Investigations Investigative Lt.—2 FTE 1 Sergeant Comm. Srvs. Major Crimes-7 FTE 10 Detectives School Domestic Sex Crimes—7 FTE 1 Deputy Resource Violence 4 Deputies Joint Terrorism Task Force—1 Det. (Dedicated but also supervised by Inv. Lt.) 2 Deputies Safe Streets (Drug&Gang)—6 FTE PAGE 107 Spokane Valley Police Department Vol. 9 Contract Services 2016 Introduction: The Spokane Valley Police Department (SVPD) is included as an Addendum to the plan because their services are provided by contract with the Spokane County Sheriff's Office. The Spokane Valley Police Chief, Rick Van Leuven, reports to the City Manager and to the Spokane County Sheriff. The SVPD information in the Business Plan is important to: • Provide information as to the police department's structure and how that translates into services to the city's citi- zens. • Gain an understanding of the costs involved in providing these services. In reviewing the police department Business Plan, it is important to note that the Interlocal Agreement for Law Enforcement Services specifies the type and timing of budgetary changes that the city can make to law enforcement. The city conducted a study in 2013-2014 to assess the current staffing level of the Spokane Valley Police Department to determine if the staffing level was appropriate to meet the law enforcement needs of the community. The goal when embarking on this study was to ensure that every opportunity to maximize efficiency was explored prior to considering adding personnel. Spokane Valley City staff in conjunction with Spokane Valley Police Command staff identified several opportunities to enhance the service delivered to the citizens. The result was a plan that was adopted by Council in 2014. The plan was a combination of enhancements to existing resources and included utilizing two new Patrol deputies in the most efficient way possible. In or- der to assess the value and return on the city's investment, new performance measures were added to the plan. In time, this data will provide the information needed to determine whether or not these changes are meeting the service needs of the com- munity. PAGE 108 Spokane Valley Police Department Administrative and Patrol Divisions Spokane Valley Police Department Staffing Administrative Staffing Level: Chief-1 Precinct Commander-1 Administrative Sergeant-1 Patrol Staffing Level: Lieutenants-2 Sergeants-8 Deputies-47* Canine-3 Spokane Valley of 5—Shared Marine Deputies-2—Shared *Of the 47 deputies, one of those positions is used to staff the front desk Monday through Friday from 8 a.m. to 5 p.m. Patrol Division: Our Patrol Division operates under a broad philosophy that embraces a whole-hearted determination to protect and sup- port individual rights, while at all times providing for the security of persons and property within the community. This division is the backbone of an organization whose very existence is justified solely on the basis of community service. In general, Patrol's function is to respond to calls for assistance, act as a deterrent to crime, enforce state and local laws and re- spond to emergencies 24 hours per day seven days per week. Specifically, this division provides the following services within the lim- its of available resources: • Monitor, report, and investigate suspicious persons and situations, safety hazards, and unusual or illegal activity in the patrol area, to include vigilant observations of suspicious activity that may be tied to domestic or international terrorism; • Use Intelligence-Led Policing (ILP) methods, working in concert with Investigations and the RIG 9 Intelligence Group, to implement an operational strategy to reduce crime through the combined use of analysis and criminal intelligence, focusing on active and recidivist offenders. The goal with ILP is to identify crime patterns, groups, and linked crimes to anticipate the crime in an effort to reduce criminal opportunities through directed patrolling; • Maintain order, respond to emergencies, and conduct criminal investigations in an effort to identify, pursue, and arrest sus- pects and perpetrators of criminal acts; this also includes the collection of evidence, complete written reports, issue citations or warnings, and testify in court, when applicable; PAGE 109 Spokane Valley Police Department Patrol Divisions, 007ir7/JycJ • Build relationships between Patrol, SCOPE members, and neighborhood citizens in an effort to provide a safe living environment for the community and increase citizen awareness and involvement in community-oriented services; and, • Inspect public establishments to ensure compliance with state law and jurisdictional ordinances. Impact of Staffing: Patrol deputies are the primary responders with respect to calls for service, and are the backbone of the agency. It is imperative that re- sponse times be as short as possible, as increased response times only cause more risk to both the public as well as officer safety. Staff- ing levels can have a severe impact on response times and the ability to answer lower priority calls. Population growth has been slowly but steadily increasing. Citizen-initiated calls for service have been increasing at a more rapid pace and have experienced a significant jump recently. For the first time in SVPD history, CAD Incidents topped 6,000 in July 2015. Best practice for law enforcement identifies Patrol deputies spending one-third of their time on proactive policing, initiating service incidents, interacting with the public, and providing deterrent patrolling. Spokane Valley Police have always had a higher standard as nearly half of their calls were officer-initiated in the first couple of years of the City's existence. As Spokane Valley deputies have faced a higher call load, their ability to be proactive has steadily decreased. Additionally, because of the increased call load, the number of lower priority calls without an officer response has increased. The City of Spokane Valley is split into six Patrol districts. There are four Patrol platoons comprised of 10 deputies each, two day platoons and two night platoons, each working 12-hour shifts. Each night shift platoon works when the other platoon is off and the same is true of day platoons. The deputies in each platoon have staggered start times so that approximately half start an hour and a half later than the others. This insures that there is not a transition gap when the day shift is over and the night shift begins. In addition, Power Shift covers the period of peak call load and the transition from day to night shift. Power Shift was partially implemented in March '15. Additionally, specialty units such as SWAT and EDU (Bomb Squad) are made up of deputies assigned to Patrol as well as detectives as- signed to the Investigative Unit. Many hours are invested in the training of these individuals in specialty fields. PAGE 110 Spokane Valley Police Department Power Shift Power Shift: In 2015, the Power Shift was created, which overlaps the existing day and night platoons. There are seven Power Shift positions; however, due to manpower shortages, the platoon currently has five deputies assigned. Members of the Power Shift platoon work each day from 3:00 p.m. until 1:00 a.m. during the highest concentration of calls for service. When fully staffed, the greatest number of deputies per shift are on weekends. Power Shift Schedule: M T W TH F SA SU Assigned 3 3 4 4 4 7 3 Minimum 2 2 3 3 3 5 2 PAGE 111 Spokane Valley Police Department Patrol Division, cr(imeci Current Staffing: As with most law enforcement agencies across the country, the Spokane County Sheriff's Office is struggling with retention and recruitment of commissioned personnel. For the period 2003-2013, SCSO averaged eight commissioned losses annually. Losses for 2014 and 2015 were 21 and 24 respectively. These unprecedented losses are primarily due to three factors. First, the demographic age distribution of the Sheriff's Office has resulted in an increased number of retirements. This trend will continue for the next several years. Second, SCSO is not competitive compared to many other regional law enforcement agencies with regard to pay and benefits. This has resulted in the loss of personnel to other agencies and increased difficulty in attracting qualified candidates. Lastly, the attrition rate of newly hired personnel is currently at 25%. Unfortunately, many of these are deputies successfully complete the training (nearly one year) only to discover that a career in law enforcement is not for them. As of February 1, 2016, the anticipated 2016 retirements of commissioned personnel within the Sheriff's Office stands at 9 and the number of trainees (at various stages of training) is 13. With trainee attrition and other unexpected losses of commissioned personnel, it appears that 2016 will be a "break even" year with regard to commissioned personnel. Therefore, it is expected that SVPD staffing levels will remain at, or near status quo, as SVPD carries a portion of the SCSO vacancies. Current vacancies within SVPD include 1 Traffic Unit sergeant, 1 traffic deputy, 2 detectives, and 1 investigative deputy. This does not include two Patrol deputy positions filled with injured personnel. PAGE 112 Spokane Valley Police Department Community Services Function: The Spokane Valley Crime Prevention program is a proactive effort to educate the public and provide material and training that will reduce opportunities for crime in our city. One deputy is assigned to the Spokane Valley Police Department and provides: • Security surveys on request for commercial, residential and multi-family housing sites; • Training to the public on a wide variety of topics including: personal safety, internet safety, drug awareness, fraud and identity theft, terrorism awareness, workplace violence prevention, and crime prevention through environmental design (CPTED); • Information to citizens of community services and recommends options to facilitate long-term problem resolution; • Supports Neighborhood Watch; and, • Resource to City Department Heads • This is provided at no cost to the community. Other Education Programs: • Child-Stranger Danger and Safety • Residential and Commercial Security • Robbery Prevention and Procedures • Crime Free Multi-housing • Nuisance/Safe Streets • Firearms Safety • Disaster Preparedness/Emergency Response • Rural Crime Prevention • Bicycle Safety/Safety on the Centennial Trail • DUI aggressive driving • Active Shooter Survival Training • Personal Safety Training Impact of Staffing: This is one of the most important pro-active, crime-fighting assets provided to the community by the Spokane Valley Police Depart- ment. The performance of these functions requires a level of expertise that could not easily be replaced. Other positions within the Spokane Valley Police Department do not have the time to adequately address these issues. PAGE 113 Spokane Valley Police Department Traffic Division Function: • Promote safe and efficient movement of vehicles and pedestrians through Education, Enforcement, and Engineering • Monitor traffic flow to ensure public safety and enforce motor vehicle and criminal law through the issuance of citations and/or warnings to those persons not adhering to the law; • Investigate motor vehicle crash scenes as well as provide expertise to other investigators, including but not limited to major crimes scenes for Total Station services; • Direct traffic flow, reroute traffic, and evaluate in case of emergencies; • Assist local agencies in emergency situations by providing traffic control; and, • Reduce serious injuries and fatalities by using increased traffic enforcement; statistics show that increased citations in high- travel areas throughout the city reduce serious collisions/fatalities. Traffic Staffing Level: 1 Sergeant 1 Corporal/Detective 5 Deputies. Impact of Staffing: A tremendous amount of specialized training is invested in the officers assigned to the Traffic Division. With that training, they are able to effectively investigate a variety of collisions to include fatal, pedestrian, and motorcycle, often taking days and weeks to ana- lyze the collision and complete a thorough investigation. The loss of a trained collision detective would not easily be replaced by any other deputy or investigator who would have none of the specialized training held by a traffic detective. Washington State Traffic Commission grants pay for extra traffic enforcement in the Spokane Valley for DUI and Pedestrian Safety. Although grant funds pay for these emphasis patrols, a portion of the revenue generated comes back to the City of Spokane Valley. Most importantly, without deputies on the streets writing tickets for collision violations and putting emphasis on safety, our fatalities may increase. Traffic School for drivers cited in the Spokane Valley began in 2012. The primary goal was to reduce collisions through education and is an example of how law enforcement can work with the public toward a safer community. Education and interaction with the citizens is one of the best ways for this to happen. What seems to be commonly noted from people who have gone through Traffic School is they don't mind spending their time and money when they get more out of the experience than paying a fine. This type of program not only edu- cates, it builds trust, changes perceptions and provides an invaluable service to the community. PAGE 114 Spokane Valley Police Department School Resource Deputies School Resource Deputies (SRD's) are an invaluable resource to Spokane Valley school districts by providing a uniformed presence within the schools, responding to crimes and other non-criminal related situations within the district, and providing assistance to include, but not limited to, criminal arrests, notice of infractions, informational reports, assisting with trespass order service, student education and awareness, and answering all other crime or non-crime related questions asked by district employees. SRD's often attend district meetings at various schools and buildings to provide expert advice on security and safety, give presen- tations to staff and students covering various subjects related to law enforcement, and act as a liaison and a source of information for the Patrol Division or any other law enforcement agency and the schools. One of the school administrator's goals in handling situations at each school is to return to a normal atmosphere as soon as possi- ble to minimize the distraction to the educational environment. Because the SRD is at the school, there is no waiting on a response from an deputy, and the issue can be dealt with immediately. SRD Staffing Level: 4 Deputies Impact of Staffing: Early intervention benefits younger students who engage in activity that doesn't amount to criminal activity. The SRD's are often called to speak with students at the middle and elementary schools for this purpose, which is key to preventing potential criminal activity. This creates a "feeling of security" in the school that comes from having a marked patrol car at the various locations within the district, and a police presence with the contract based school and alternative school in the district. SRD's provide input to the safety and security policies and practices that are discussed and developed at monthly security meetings within the school districts. This helps keep school policies on safety and security in line with law enforcement and helps aid with emergency response to situations affecting the schools. The SRD's are working with the schools to develop a school discipline policy and a set of standards for the students to assist them with handling issues ranging from drug and gang intervention, criminal activity at school, and welfare checks at home. These efforts by the SRD's provide the tools for this unique group of students to become successful adults and not fall prey to criminal activities. The proactive efforts of our SRD's to deter such incidents as the "Columbine shooting" is a critical function for the safety of our children, citizens, and officers. PAGE 115 Spokane Valley Police Department Training Impact of Staffing — TRAINING PROVIDED BY SPOKANE COUNTY SHERIFF'S DEPARTMENT The Spokane Sheriff's Regional Training Center moved from it's Spokane Valley location at U-City to the former Mountainview Middle School in Newman Lake. Revenue previously realized by local City of Spokane Valley visitors to the Training Center was lost with this relo- cation. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Total Students Trained 118 1074 2516 2521 3096 3220 3163 3365 3190 1119 Total Hotel Rooms Booked* 84 1254 3252 2911 4084 3217 3065 2823 2872 961 *Total number of hotel rooms booked (i.e. students attends a three day class, counts as three hotel rooms booked).Numbers were figured conservatively, assum- ing that the student leaves Spokane the day of the last class. However, some students may elect to stay another night and travel back the next day. The Regional Training Center has spent the last few years establishing itself as a law enforcement training establishment, building itself up to the level where students travel from around the world to attend classes here. There were a total of 94 classes held at the Training Center in 2015. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. The Training Center has hosted students last year as well as previous years from the countries of Canada, Australia, Israel, Micronesia, Guam, Japan, and most recently China. Often times, if there are enough attendees paying for attendance at a scheduled training class, members of the Sheriff's Office are provided the opportunity to attend at no cost. Investment in the Training Unit results in a win-win situation for the citizens and law enforcement of Spokane County and surrounding areas. In addition, the Sheriff's Office has realized significant savings by providing training locally for its officers instead of sending them out of town. It is extremely likely that our officers would not have been afforded the opportunity to attend the same amount of training, due to the cost of travel, lodging, and food, if the training was not provided locally. PAGE 116 Spokane Valley Police Department Investigative Division The Investigative Division serving the City of Spokane Valley consists of the dedicated Spokane Valley Investigative Unit that has traditionally been responsible for investigating Spokane Valley property crimes. Organizational changes approved by Spokane Valley City Council in 2014 added additional investigative personnel and the responsibility for investigating Spokane Valley drug crimes. The Investigative Division also includes other units that are shared with the Spokane County Sheriff's Office. The primary func- tion of the Investigative Division is to provide investigative services and support that cannot be wholly accomplished by the Patrol Division. The Investigative Division is comprised of the following Units: Major Crimes Unit - SHARED • Responsible for investigating crimes against persons to include homicides, robberies, felony assaults, and officer- in- volved fatal or near-fatal incidents. • This unit is comprised of 1 Captain 1 Lieutenant 1 Sergeant 6 Detectives 1 Domestic Violence Detective (Dedicated Spokane Valley) PAGE 117 Spokane Valley Police Department Investigative Division, 00r617//ec/ Sexual Assault/Sex Offender Registration Unit - SHARED • Responsible for investigating assaults that are sexual in nature, crimes against young children and the registration of sex offenders as well as insuring the sex offender's compliance with registration requirements. • This unit is comprised of: 1 Sergeant 6 Detectives 1 Deputy • Three detectives are primarily responsible for investigations, 2 detectives are primarily responsible for registering of sex offenders, and 1 detective and the deputy are primarily responsible for address verification of those registered. The cost and services of the sergeant and 5 detectives are shared between the City of Spokane Valley and the Spokane County Sheriff's Office. The sex offender address verification duties of the sixth detective are also shared between Spo- kane County and Spokane Valley; however, the position is fully grant-funded. • Partnerships supported in this unit are the Child Sexual Predator Task Force and the Internet Crimes Against Children Task Force. PAGE 118 Spokane Valley Police Department Investigative Division, 00rth7/Jec/ Spokane Valley Investigative Unit(SVIU) - DEDICATED • Responsible for property and drug investigations. SVIU, in collaboration with the Patrol Division and the RIG 9 Intelligence Group, has been operating effectively under the Intelligence Led Policing (ILP) philosophy. As the name implies, the ILP concept involves focusing investigative and enforcement efforts on targets that are identified through statistical analysis and intelligence gathering so that subsequent enforcement efforts are more fruitful with regard to a reduction in crime. This allows us to use our investigative resources more effectively and efficiently. • From 2010 forward, SVIU successfully implemented the Intelligence Led Policing principles recognizing a substantial increase in solvability over the years. Detectives have forwarded numerous cases to the Prosecutor's Office where they have been able to connect a suspect to as many as 100 incidents, in some cases more, and often charge them with leading organized crime, traf- ficking in stolen property, etc. The pawn database has also been an invaluable tool to detectives as they track down items of sto- len property being pawned and connect the suspects to the crime. In addition, SVPD's use of Facebook has been a benefit as a way of communicating with the community to identify the owners of recovered stolen property. SVIU also enjoys the assistance of two SCOPE volunteers who have assumed many tasks that save our detectives countless hours, enabling them to work more cases and solve more crimes. • Partnered with ATF, Dept. Of Corrections, Secret Service, U.S. Postal Inspection Service, Social Security Administration, and U.S. Marshal Service working joint cases. Participate in two State grant funded task forces: Washington Auto Theft Prevention Authori- ty (WATPA) and the Financial Fraud Identity Theft (FFIT) task forces. SO/SVPD Personnel Funded: 1 Lieutenant (Shared, this Lt. also oversees other shared units.) 1 Sergeant 10 Detectives 1 Deputy PAGE 119 Spokane Valley Police Department Investigative Division, wiltimed Joint Terrorism Task Force (JTTF) - SHARED • One detective is assigned to the JTTF, which is a collection of Federal, State and Local officers primarily responsible for matters relating to Domestic and International Terrorism. The funding for this detective is shared between Spokane County Sheriff's Of- fice and the City of Spokane Valley. SO/SVPD Personnel Funded: 1 Detective Spokane Regional Safe Streets Task Force - SHARED • Formerly the Spokane Violent Crime/Gang Enforcement Team (SVGET) and Spokane Regional Drug Task Force (SRDTF) • At the beginning of 2015, these two units formally merged into one unit. The new unit will continue their now-joint missions in re- gards to middle and upper-level narcotics investigations, gang-related criminal investigations, intelligence collection and dissemi- nation, investigative support and prevention/intervention efforts. • Partners with FBI, SPD, WSP, DOC, and ATF working joint investigations. Those sworn in as Federal Task Force Officers are provided a vehicle, cell phone, fuel and overtime funded by the FBI. SO/SVPD Personnel Funded: 1 Sergeant 4 Detectives 1 Deputy 1 Support Staff (100% funded by grant and seizure funds) PAGE 120 Spokane Valley Police Department Investigative Division, continued' Spokane Crime Analysts Team (RIG 9 Intelligence Group) - SHARED • Responsible for providing research and analytical support to all of our investigative functions and are a critical component to ILP efforts. • Operates our Regional Intelligence Group where information sharing occurs with other law enforcement agencies and with the Washington State Fusion Center. • Produces most of the statistical data for the Sheriff's Office and the Spokane Valley Police Department. SO/SVPD Personnel Funded: 1 Detective (Shared ILP Detective) In addition, this unit includes Capt. Ellis as supervisor/Analyst and 2 Civilian Analysts. • Partnerships supported by this unit intimately are the Financial Fraud/Identity Theft Task Force and the Washington Auto Theft Prevention Authority. • The impact of insufficient staffing on this team deprives Patrol and Investigative Units dependent on that intelligence in identify- ing suspects and solving crimes. PAGE 121 Public Safety— Goals and Strategies Goals Strategies G-1 2015-2021 To provide a professional and trustworthy police department • Maintain professionalism in Spokane Valley Police Department's interac- tions with our citizens • Track data to determine the effectiveness in meeting this goal G-2 �2015-2021 To respond to citizen calls for service as promptly as call volume and staffing • Collect and examine data to determine the effectiveness of Spokane Valley levels permit Police Department's response times G-3 2015-2021 To control crime rates within the City of Spokane Valley • Promptly recognize anomalous increases in crime • Identify and eliminate causes within Spokane Valley Police Department's control • Track data to determine the effectiveness in meeting this goal G-4 12015-2021 To investigate and work traffic related issues and respond to citizen traffic re- • Work to reduce traffic collisions by identifying areas within our control quests as call load and staffing levels permit to minimize traffic collisions within through the use of statistical analysis, enforcement, education, and collabo- our City ration with City of Spokane Valley traffic engineers • Track data to determine the progress in meeting this goal PAGE 122 Public Safety— Workload Indicators Goal Workload Indicator 2008 2009 2010 2011 2012 2013 2014 2015 G-2 Total incidents per deputy per shift 10.27 9.78 9.43 9.00 8.63 8.70 9.18 9.01 Total citizen initiated CFS 30238 29168 31576 31396 34026 35897 37226 40151 Total citizen initiated CFS with deputy response 21924 20044 21054 20609 22288 23065 23975 25511 Total deputy initiated incidents 29693 30465 26612 23794 22716 20815 22333 22624 Total deputy involved incidents 51617 50509 47666 44403 45004 43880 46308 48186 Average patrol staffing per shift 6.89 7.08 6.93 6.76 7.14 6.91 6.91 7.33 2 Total incidents requiring written documentation - - - 17614 16382 15171 15727 15122 G-3 Total property crimes s - - - - 7883 8304 8336 8068 Total crimes against persons 4 - - - - 1170 1140 1374 1318 Total incidents resulting in custodial arrest 5 - - - 1782 1833 1970 2213 2354 G-4 Total traffic infractions/citations issued - - - 13359 12462 10950 11279 11310 Traffic infractions/citations from citizen complaints - - - - 184 24 32 98 Total reported collisions 2440 2104 2183 2014 2203 2141 2210 2560 1 Mathematically adjusted to include power shift. 2 Mathematically adjusted to include power shift. 3 Includes:burglary,forgery,theft,vehicle theft,vehicle prowling,malicious mischief. 4 Includes: homicide,assault,kidnap,robbery,rape,child abuse, stalking. 5 This figure includes the number of incidents resolved by custodial arrest;it does not include the total number of charges. PAGE 123 Public Safety- Performance Results Goal Performance Results 2008 2009 2010 2011 2012 2013 2014 2015 G-1 Citizen complaints per 1,000 deputy incidents - - - .244 .706 ' .518 .415 Outcome of complaint investigations: % Sustained - - - - 11.1% 11.1% 0.0% 6.7% % Not Sustained - - - - 11.1% 0.0% 0.0% 6.7% % Exonerated - - - - 55.6% 55.6% 0.0% 20.0% % Unfounded - - - - 0.0% 33.3% 79.2% 3.3% % Investigation Pending - - - - 11.1% 0.0% 12.5% 3.3% % Complaint forms not returned - - - - 11.1% 0.0% 8.3% 60.0% Use of force per 1,000 deputy incidents - - - - 1.755 1 3.258 ' 3.153 j 3.549 1 Outcome of use of force incidents: %Justified - - - - 100% 100% 99.32% 99.42% % Excessive - - - - 0.0% 0.0% 0.68% 0.58% G-2 Average response time to priority 1 CFS 8 - - - - - 3-6 min 3-6 min N/A Percentage of CFS with deputy response 72.50% 68.72% 66.68% 65.64% 65.50% 64.25% 64.40% 63.33% Percentage of incidents that were deputy initiated ' 57.53% 60.32% 55.83% 53.59% 50.48% 47.44% 48.23% 46.95% Percentage of citizens who rate L.E. positively - - - - - - - - G-3 Percentage of solvable property crimes cases as- 1- - - 67.29% 66.21% 43.88% 68.46% 164.55% signed Percentage of assigned cases solved - - - 91.60% 87.92% 95.09% 79.69% 88.44% Percentage of assigned cases solved by arrest - - - 84.00% 81.88% 74.42% 74.24% 75.43% Total unassigned cases - - - 243 245 495 211 190 Cases inactivated due to lack of evidence or leads - - - 42 58 65 34 65 G-4 Collisions per capita - - 0.022 0.024 0.023 0.024 0.027 Percentage of traffic complaints worked 100% 100% 100% 100% 6 Changing methodology in obtaining complaint data has resulted in what appears to be a large increase in complaints. Changing methodology in acquiring UOF data for 2013 has resulted in what appears to be a large increase in UOF. 8 The current CAD system does not facilitate extracting an accurate number. PAGE 124 Public Safety 2016 Budget and Staffing Impact Summary* Theoretical Budget Reduction Exercise—Submitted by Chief Rick VanLeuven Spokane Valley Police Department/Spokane County Sheriffs Office Impact of Potential Budget Decrease "The ultimate priority for the Spokane Valley Police Department is Public Safety" At the request of the Spokane Valley, SVPD has again been asked to evaluate the impact of a 3%, 6% & 9% budget cuts for F.Y. 2016. Prior to assessing the impact of these cuts, it is appropriate to review the status of the current budget and the level of service provided in exchange for those funds. Assessing the impact of a 3% budget reduction intuitively leads one to assume that it would result in a 3% reduction in police services. This, however, is not the reality. Effective law enforcement is synergistic in nature. In other words, the loss of any part reduces the overall effectiveness of the whole by an amount greater than the loss. A 3% cut equates to the loss of approximately four to five full time employees. These employees could be removed from any one of a number of functional units, each with its own negative outcome. The following is a summary of the expected impact of the loss of the contributions of these employees based, on the proposed budget reductions. Impact of 3% Budget Cut: • Minimum staffing levels would be much more difficult to meet. As a result, overtime expenditures can be expected to rise. • Overall staffing levels would be consistently lower, resulting in: • Elimination of Power Shift; move deputies to day/night shifts to meet minimum staffing • Longer response times • Reduction in services provided • Police service becomes more reactive rather than proactive resulting in increased crime • Insufficient personnel to safely and effectively handle more than one major incident at a time, which increases the possibility of serious injuries or fatalities • Decreased citizen satisfaction with police services • Officers are reduced to documenting crime rather than solving crime and arresting the perpetrators • Call load per officer per year would be expected to increase • Reduction of community oriented policing *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 125 Public Safety 2016 Budget and Staffing Impact Summary* Impact of 3%Cut, continued... • The loss of a single traffic deputy results in • Significant reduction (8.25%) in traffic enforcement and subsequent revenue • Increase in the number of collisions, with a decrease in the ability to investigate them • Increased insurance premiums in the region • Loss of specific traffic investigation expertise that is expensive to replace • Decreased DUI emphasis resulting in additional DUI-related collisions • There currently are insufficient traffic personnel to handle the volume of traffic complaints; any reduction would exacerbate this problem. • We will lose valuable intelligence that will inhibit the success of the ILP program and other proactive projects; • Specialty units such as SWAT and EDU (Bomb Squad) are made up of officers assigned to patrol as well as detectives assigned to the In- vestigative Unit. Many hours are invested in the training of these individuals in specialty fields. Any reduction in personnel would impact the sustainability of specialty units; • Currently, about 35% of the property crimes cases with potential solvability are not investigated due to a lack of investigators. This problem be- comes significantly worse with the reduction of just one detective; • Should the Crime Prevention officer position be eliminated, the majority, if not all, of the crime prevention programs would be lost, reducing the overall safety of our community and resulting in increased crime • Any reduction of School Resource Deputies (SRD's) would: • Further increase the call load for patrol • Decrease the level of safety in Spokane Valley schools • Increase the crime in Spokane Valley schools • Reduce valuable intelligence that is currently gathered by the SRD's • The SRD's proactive efforts to deter such incidents as the "Columbine shooting" is a critical function that, if reduced, would jeopardize the safety of our children, citizens, and officers • In working with the contract school, the last-ditch efforts made by the SRD to provide tools for this unique group of students to become successful adults and not fall prey to criminal activities would be lost *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 126 Public Safety 2016 Budget and Staffing Impact Summary* Impact of 6% Budget Cut: • A 6% cut would result in the loss of 8 to 10 personnel • It would no longer be possible to consistently meet current minimum staffing levels. Overtime will dramatically increase to make up for the loss of person- nel. Officer and public safety will be critically reduced • A reduction of 4 Patrol deputies would result in a 10% call load increase for the remaining Patrol personnel • The elimination of entire units such as Traffic, Crime Prevention, or SRD's will be necessary to maintain basic police functions • Expectation levels would be diminished to such an extent that certain investigations and types of calls for service will not be pursued • Would not have sufficient personnel to respond to low-priority crimes • Response times would increase significantly Impact of 9% Budget Cut: • A reduction of roughly 15% of the personnel would create a catastrophic impairment in the ability of SVPD to provide basic law enforcement ser- vices. The resulting increase in crime will jeopardize public and officer safety and decrease the quality of life for all Spokane Valley residents • Under these conditions it becomes extremely difficult to attract quality applicants to the police department. This results in a reduction in the qual- ity and professionalism of the personnel and creates a police department with a mercenary attitude lacking dedication to the community. In addi- tion, high turnover rates will result as officers leave to work for other departments • Anticipate significant officer-safety complaints from the Deputy Sheriff's Association and other labor unions • This would inhibit the ability to work WA Traffic Safety Commission Emphasis Grants that will result in more serious and fatal collisions • The economic impact on our city will suffer due to the overall impact of reduced services *Department Budget Staffing and Impact Summaries are drafted in coordination with original projections to develop the annual budget. These summaries may or may not be implemented in the approved,final budget. PAGE 127 Vol. 9 ADDENDUM B: Foundation of the City of Spokane Valley 2016 The City of Spokane Valley evolved from a mixture of neighborhoods that incorporated as a city on March 31, 2003. The new City gov- ernment was charged with providing services to 82,000 people. City leaders knew that a clear direction with a consistent message was needed to be successful in this endeavor. This new government had a different mentality than the other governments in the area and Spokane Valley leaders understood how important it was to solidify that different way of thinking from the very beginning. This City was to be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair, and committed to providing a high quality of life. Vision Statement: The first step was to establish a vision statement- that sets the City in motion on a course of success. Our Council believes that all people in Spokane Valley should have an opportunity to succeed, both in work and in personal lives. A well-balanced community ensures a strong economy will exist to allow residents to enjoy life. The following vision statement was adopted to signify this belief. KA community of opportunity where individuals and families can grow and play and businesses will flourish and prosper. Next, the City founders and leaders felt it was important to provide direction to the new City government organization and ensure this community is unique. Developing the following values for the City accomplished these goals. PAGE 128 City of Spokane Valley Values Community Identity and Pride: Spokane Valley promotes an environment that supports the home and family, and job and education opportunities. ylghllght areas: • A friendly, wholesome, safe place to live and raise a family • An economically healthy and diverse business community • Preservation of neighborhoods Focus on the Future: Spokane Valley is a visionary city encouraging its citizens and their government to look to the future beyond the present generation, and to bring such ideas to public discussion, enhancing a sense of community identity. ylghllght areas: • A balanced approach to growth and development • Stewardship of land and resources, such as parks, recreation and natural areas • Preservation and growth of the economic and commercial job base of the community Open, Collaborative Government: Spokane Valley values a "user-friendly" government, in which governance practices and general operations consider how citizens will be served in the most responsive, effective and courteous manner. yighlight areas: • Citizen participation in the decision-making process • Strategic use of public/private and other partnerships • A "can-do" attitude on the part of City employees, and fair and consistent interpretation and implementation of regulations With these values, the City's foundation begins to take shape. The City now knows how it will operate. This will be a government that encourages participation, promotes a collaborative approach to problem-solving, inspires creativity, cultivates respect, and provides the highest level of services without over-burdening its citizens or businesses. PAGE 129 Core Beliefs Section 1. We believe Spokane Valley should be a visionary city encouraging its citizens and their government to look to the fu- ture beyond the present generation and to bring such ideas to public discussion and to enhance a sense of community identity. Section 2. We believe that elected body decision-making is the only lawful and effective way to conduct the public's legislative business and that careful observance of a clear set of Governance Coordination Rules of Procedure can best enhance public participation and decision making. Section 3. We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take the lead, where practical, in sponsoring Ordinances or Resolutions excepting quasi-judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW 35A.13.020. Section 4. We believe in hearing the public view. We affirm that members of the public should be encouraged to speak and be heard through reasonable rules of procedure when the public business is being considered, thus giving elected officials the broadest perspectives from which to make decisions. Section 5. We believe that the City of Spokane Valley's governance should be known as "user friendly," and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. r _ Section 7. We believe that Councilmembers set the tone for civic discussion and should set an example by: (a) Setting high standards of decorum and civility. (b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters. (c) Demonstrating respect for divergent points of view expressed by citizens, fellow Councilmembers and the staff. (d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council, the staff, or the public. (e) Accepting the principle of majority rule and working to advance the success of"corporate" decisions. PAGE 130 Core Beliefs Section 8. We solicit the City Manager's support in conducting the affairs of the City with due regard for: (a) Promoting mutual respect between the Citizens, City staff and the City Council by creating the organizational team- work necessary for effective, responsive and open government. (b) Providing the City Council and public reasonable advance notice when issues are to be brought forward for discus- sion. (c) Establishing and maintaining a formal city-wide customer service program with emphasis on timely response, a user- friendly atmosphere, and an attitude of facilitation and accommodation within the bounds of responsibility, integrity, and financial capability of the city, including organizational and job description documents while pursuing "best prac- tices" in customer service. (d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally provided services. (e) Providing a data base of future projects and dreams for the new City of Spokane Valley so that good ideas from its citizens and leaders are not lost and the status of projects can be readily determined. PAGE 131 Customer Service Program The City of Spokane Valley established a level of commitment to customer service that will help the City achieve all future goals. Our goal is to deliver service that is complete, consistent, and equitable to all our customers, and is based on the principles of integrity, re- spect, and responsiveness. Regardless of the reason for, or the method or frequency of contact, our customers will be treated with courte- sy, respect, and professionalism. 1. Identify Our Customers Assessment �;��,1 , � _ �� .4'� Define 4. Sere 2. Customer Improvement "f Service 3. Communicate Our Goals & Standards PAGE 132 Customer Service Definition Customer Service Key Statement: The Qiyof %lore Valley strives ,maid serWee in a respectful, knowledgeabie, and welconyV malyw Respectful Knowledgeable Welcoming • Demonstrating courtesy and • Fostering a team-oriented • Acknowledging customers when professionalism approach they enter • Listening effectively • Providing alternatives • Steering customers in the right direction • Responding in a timely manner • Anticipating questions • Promoting an enjoyable work • Exemplifying a no-surprise • Having/knowing your resources environment atmosphere • Being organized • Maintaining a clean and unclut- tered work environment • Treating people as individuals The foundation is now set. The City staff, management, and Council now have a clear understanding of what is expected of them and they have a solid support structure to give them confidence in the performance of their duties. PAGE 133 Information Input Information will come from inside the organization, from staff and management, as well as from outside the organization from citizens, busi- ness-owners and others who frequent our community (workers, tourists, etc.). Internal Input Council utilizes information from employees in a number of ways. — Employee Feedback 7 I Staff Analysis Strategic Planning Employees are often the information conduit The City of Spokane Valley government is com- Several long-range plans that look at current from the customers to the Council, relaying de- prised of knowledgeable professionals. Staff is trends to make future forecasts are continually mands or changing trends and they can often charged with providing the specialized updated. While much public input goes into bring forward innovative ways of providing effi- knowledge that allows the Council to make in- these documents, the forecasting and planning cient service-delivery. Information from em- formed decisions. From demand analysis, is done by skilled staffers who must create in- ployees can be received in a variety of ways. which determines when the workload is heavi- novative ways of achieving our future vision Following is a list of employee feedback tools, est and how to best accommodate it, to staff while meeting current needs, complying with some that are currently utilized and some that reports that consider alternative methods of the law, and operating within financial con- may be used in the future. service delivery or other cost-saving measures, straints. employees are invaluable in providing complex • Employee Survey information. An audit program can be utilized to • Comprehensive Plan • Internal Customer Survey ensure efficiency of service delivery for both in- • 6-Year Transportation Improvement • Commute Trip Reduction Survey house services and contracted services. In ad- Plan dition, performance measure results will be an- • 6-Year Financial Forecast alyzed, summarizing multi-year performances • Business Plan linked to targets and making comparisons to • CenterPlace Marketing Plan other entities. • Parks Master Plan • Street Master Plan—Pavement Man- • Demand Analysis agement Program • Staff Reports • Audits (future) • Performance Analysis J L _L PAGE 134 Information Input External Input As representatives of the citizens of Spokane Valley, the City Council must form policy that fairly represents all segments of our community, including residents, businesses, and those visiting our City. To maintain balance in serving the different needs that exist in Spokane Valley, it is necessary to receive feedback from customers and constituents. The City has already utilized citizen surveys to gain feedback while developing the Comprehensive Plan and for the needs assessment of the cable franchising process. In the future, citizen surveys can be utilized in an ongoing basis as part of strategic planning and performance measurement that are integral components of the Business Plan. Customer surveys can also play an important role in obtaining feedback by polling individuals and businesses that have had a recent interaction with the City. Comment cards and correspondence through phone calls and e-mails provide easy ways for customers to relay their experiences to Council and management. These unfiltered accounts of interaction with City staff allow those in charge of keeping the City on course to react immedi- ately if necessary or to further cultivate and reward improvement if a process is working well. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory committees. In the future, focus groups may be utilized to allow for more focused feedback on a particu- lar subject so Council and staff can get a better feel for how a particular subject is received in the community-allowing customers to play active roles in guiding the way services are delivered. • Customer Survey • Citizen Survey • Customer Service Request System • Comment Cards • Conversations with the Community • Lunch with the City Manager • Public Forums • Advisory Committees • Focus Groups • Customer Correspondence PAGE 135 Council Goals Once the information has been gathered it can be included in the policy-making process. The City Council first looks at where we need to go based on the feedback from the community. Then they must determine the best way to get there based on input from employees and customers. The most challenging phase for the Council is to then allocate available resources in a way that ensures all components are well-maintained and stay in good-working order so goals are reached as quickly and efficiently as possible while still adhering to the high- standards set by the over-arching principles of the City. New goals will be set by Council annually while progress toward previous years' goals will be measured. Though goals are set by Council they represent the goals of the citizens of the community. Major Goal Statements for 2016: The 2016 budget reflects the distribution of resources consistent with the Council's determination of core services priorities. The following goals represent just the very broad areas of concentration important to the well being of the community. • Continue to work with state and federal legislators for possible financial assistance for the Barker Road Bridge Grade Separation (overpass/ underpass). • Develop a strategic plan for funding and completion of all grade separation projects. • Continue and expand, where possible, economic development efforts, including construction of the new City Hall. Complete retail and tourism studies, develop and implement strategies. • Pursue a sustainability plan in connection with the City's Street Preservation program, to include sustained fund- ing in the City's Street Fund #311 to address concerns beyond the year 2020. • Evaluate and discuss increasing costs to public safety, including law enforcement. Seek long-term solutions to keeping costs in check while better serving the community. • Work toward completion of the Comprehensive Plan review. PAGE 136 Summary: Citywide Business Plan The Departmental Business Plans for 2016-2021 have been completed and compiled in the Citywide Business Plan. The Citywide Business Plan pulls all the functions of the City to- gether into one common purpose - to achieve service deliv- PLAN ery goals. The Citywide Business Plan allows decision mak- ers to understand the interrelationship between and impacts of all departments and programs. Comprehensive Plan Business Plan Planning is the strength of government and is vital to ensure Budget Process future community needs are met. Planning is continuous 6-Year Transportation Plan within the City organization in areas such as transportation 5-Financial Forecast improvement, finance, parks and recreation, and the ongo- Parks Master Plan CenterPlace Regional Marketing Plan ing Comprehensive Plan. These plans flow into strategic Focus Groups goals of departmental plans. Now plans are in place and steps have been taken to imple- ment them, Performance Results have been included to as- Quarterly Reports Performance Measures Conversations with the Community Customer Satisfaction Survey sess the City's performance in achieving strategic goals. Customer Comments Progress toward achieving strategic goals is assessed through electronic data gathering or through report cards collected via citizen surveys. Some Performance Measure- ment results included in the 2016 Business Plan are based on information collected in 2008 which provide benchmarks for 2016-2021. Other measurements not currently displayed will continue to be collected to establish the basis for bench- MONITOR marking in subsequent years' plans. Therefore, the business plan is not a once-a-year process; rather it is one that is continually monitored and refined. De- partments meet on a regular basis to assess measurements and maintain focus on their goals. Employees let the City Manager know how things are going at the customer interac- tion level, while citizens let the Council and Mayor know how they perceive the strategies are working. PAGE 137