2017, 02-14 Special Meeting, Winter WorkshopAGENDA
SPOKANE VALLEY CITY COUNCIL
SPECIAL MEETING
WORKSHOP
Tuesday, February 14, 2017 8:30 a.m. — 2:00 p.m.
City Hall Council Chambers
11707 E. Sprague, Spokane Valley, Washington
Please Silence Your Cell Phones during the Meeting
WELCOME: Mayor Higgins
ROLL CALL:
Overview of Discussion Topics: Mark Calhoun
Information Items: 2017 Business Plan
1. Legislative Update (8:45-9:15) Briahna Murray and Chelsie Hager of Gordon Thomas Honeywell
Telephone conference call — State Legislative Updates
2. General Fund - Fund Balance (9:15-9:45) - Mark Calhoun
3. Potential/Pending Projects (9:45-10:00) — Chelsie Taylor/Mark Calhoun
15 minute break
4. Solid Waste Collection RFP and Contract (10:15-11:00) — Erik Lamb/Morgan Koudelka
5. Street O&M, Pavement Preservation & Street Construction (11:00-11:30) —Mark Calhoun/John Hohman
LUNCH BREAK 11:30 — 12:15
(Note: Council & Staff move to a separate room for lunch. Reconvene in Council Chambers)
6. Small Cell Deployment (12:15-12:45) — Cary Driskell
7. Police Statistics Reporting (12:45-1:15) — Chief Werner
Transition from UCR (Uniform Crime Reporting) to NIBRS (National Incident -Based Reporting System)
8. 2018 Budget Development Calendar (1:15-1:30) Chelsie Taylor/Mark Calhoun
9. Advance Agenda
ADJOURN
Workshop Agenda 02-14-17 Page 1 of 1
1.11,,110
Spokane
jUalley
2017 Business Plan
Contents
Organizational Overview 4
Executive Summary 5
Business Plan Process 12
Strategic Service Delivery Areas 13
Understanding the Departmental Business Plans 14
Departmental Business Plans
Legislative — City Council 15
General Government Budget Impact Summary 18
Executive & Legislative Support — City Manager, City Clerk 19
Executive & Legislative Support — Office of the City Attorney 26
Operations & Administrative Services 31
Finance & Information Technology 41
Community & Economic Development 46
Parks & Recreation 62
Public Works 69
Addendum A
Spokane Valley Police Department (Contract Services) 78
Addendum B
Foundation of the City of Spokane Valley 91
Customer Service Program 94
Council Goals 97
Summary Citywide Business Plan 98
31 Page
Organizational Overview
City Manager
Executive Assistant
Admin Assistant
(City Council)
City Clerk
Deputy Qty Clerk
Human Resources
Manager
Human Resources
Technician
Office Assit. I/II
(2 FTE)
Police Chief
(Contract)
Deputy City Manager
PublicWorks
Director
Administrative
Assistant
Parks &
Recreation
Director
Administrative
Assistant
Recreation
Coordinator
Maintenance
Worker Facilities
(2 FTE)
CenterPlace
Coordinator
Senior Center
Specialist
Public Works
Maintenan ce
Superintendent
Maintenance/
Construction
Inspector
(4 FTE)
Senior Engineer -
Traffic
Engineer -
Stornuvater
Engineer -Traffic
Assistant Engineer
- Stornmvrater
Engineering
Technician II—
StornmNater
CenterPlace
Administrative
Assistant
CenterPlace Office
Assistant I
Capital
Improvement
Program Manager
Senior Eng neer—
Project Manager
(2 FTE)
Engineer
Engineering
Technician I
(2.0 FTE)
Administrative
Assistant
Engineering
Technician II
Engineer—
Planninpants
{
City Attorney
Finance
Director
r. Administrative
Analyst
nistrative
- Analyst
Public Information
— 11 Officer
Planning
Commission
ngineer
(2 FTE)
Office Assistant
(1 FTE)
Construction
Inspector
(1 FTE)
ROW Inspector
FTE)
Administrative
Assistant
Deputy Qty
Attorney
Community & Economic
Development Director
(1 FTE)
Economic Development
Coordinator
(1 FTE)
Economic
Development
Engineer
(0.65 FTE) j
Economic
Developmen
Specialist
(1 FTE)
Economic
Development
Planner
(1 FTE)
Accounting
Manager
IT Specialist
(3 FTE)
Accountant/Budget Database
Analyst Adminstrator
(3.75 FTE)
Accounting
Technician
(2.0 FTE)
Administrative
Assistant
(1 FTE)
Building
Official
(1 FTE)
Senior Plans
Examiner
(1 FTE)
Plans Examiner
(1 FTE)
Building
Inspector
(3 FTE)
Planner
(1 FTE)
Engineering
Technician
(1 FTE)
4IPage
Development
Services
Coordinator
(1 FTE)
Permit
Facilitate
(2 FTE)
Officele
Assistant I
(2 FTE)
Code
Enforcement
Officer
(1 FTE)
Executive Summary
City Manager's Message
Each year, the City of Spokane Valley prepares a business plan to guide in the preparation of the
annual budget. The 2017 Business Plan links together community priorities, the Financial
Projection, Council goals, and the proposed 2017 Budget. Each department within the City of
Spokane Valley participates in the Business Plan process, developing new objectives guided by
Council goals, public input, staff input and strategic planning. Departments also refine existing
goals based on new information and the updated Financial Projection. Strategies accompany
each goal in order to illustrate and define how departments will accomplish these goals. City
Council reviews the Business Plan as part of the annual budget process.
The Business Plan is integrated with the Budget to create a plan of action to meet the
essential needs of our citizens. In large part, the Business Plan charts the course that leads to
the strong financial position of the City. Prioritized spending, lean staff and a commitment to basic
values has allowed the City to address the needs of the community and enhance infrastructure
while maintaining fiscal reserves.
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. 9), there has been a moderate increase from 2011-2016. The
Financial Projection, (Table 1.2, pg. 10-11), reflects this slightly positive trend with a modest
increase of about 3.0% per year through 2019. Therefore, the 2017 Business Plan has been
created during a time of a moderately strengthening economy. Within this document, each
department has defined its functions and has identified the services each function provides. With
projected economic constraints, the ability to sustain services in 2017 at the 2016 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 2017.
Looking forward, in order to meet the City's budget objectives, departmental goals and
strategies have been adjusted from the 2016 plan. This Business Plan is the tool we use to guide
the City forward to accomplish the Council's goals, while remaining squarely within the current
budget and forecasted projections. For example, in June 2014, the Council goal to implement
solid waste transfer, transport and disposal in the best interest of Spokane Valley was
accomplished by Council authorizing a private contract with Sunshine Recyclers, Inc. This
enabled the City to achieve one of its Core Values to contain or impede the rising cost of
governmental services by examining public/private partnerships. Further, to help us monitor the
success of each of the City's services such as solid waste, the Business Plan includes
performance measures to determine the amount of effectiveness and efficiency in which work is
performed. Over time, the City will have a good indicator of the progress the City is making to
provide high quality services in a cost-effective way, while remaining within budget and the
forecasted projections.
Based on the Financial Projection, department budgets have been
thoroughly reviewed to keep 2017 expenditures in line with projected
revenues.
Spokane
��Ualley
51 Page
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 six-year cycle, the Financial Forecast is limited to five
years. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic
indicators beyond 2021. It is important to note the Business Plan and Financial Projection are
imperfect tools and is precisely why both documents are updated on an ongoing basis.
Fiscal Policies
The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength
of Spokane Valley. These policies appropriately dictate if the economic conditions deteriorate,
future budget reductions may be triggered.
Financial Management
- Maintain basic service levels with minimal resources to achieve success.
- Minimize personnel costs/overhead by continuing to contract for many services.
- Continue the six-year Business Plan process.
- Leverage City funds with grant opportunities.*
- 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 2.35% of its
total debt capacity, and more importantly, only 11.74% of non -voted bond capacity. This
reflects an exceptionally low debt burden.
- 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 fall 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 10.
6IPage
Financial Objectives
1. Adopt a General Fund Budget with recurring revenues equal to, or greater than
recurring expenditures.
2. Maintain a minimum General Fund Ending Balance of at least 50% of recurring
expenditures, which is the equivalent of six months of general fund operations.
3. If necessary, utilize the Service Level Stabilization Reserve Fund ($5.5 million)
to maintain ending fund balance minimum.
4. Commitment to the strategy the Service Level Stabilization Reserve Fund will
not reduce below $3.3 million (60% of $5.5 million).
5. Maintain the 2017 property tax assessment the same as 2016 with the exception
of new construction. As in the previous seven years, the City will forego the 1%
annual increase to property tax allowable by RCW 84.52.050. We anticipate this
will result in a levy of $11,489,500 plus estimated new construction of $125,000
for a total levy of $11,614,500. The allowable potential increase will be banked
for future use as provided by law. This effectively makes the eighth year in a row
that we have not increased our City property tax assessment.
6. Grow our economy so the existing tax base can support basic programs.
Commitment to these policies and the checks and balances they
afford, the City will ensure financial sustainability well into the future.
Financial Challenges
1. Declining revenues in Street O&M Fund #101 that will impact our future ability to deliver
historic service levels.
This Fund depends upon a combination of gas and telephone tax receipts.
• Because the gas tax is a flat amount per gallon, and because each generation of newer
vehicles get better gas mileage, we find our gas tax revenues have recently hovered
somewhere between either flat or declining. Due to the State Legislature's increase in
the gas tax we are seeing a bit of an increase in 2016 and this is projected to continue
into 2017.
• The 6% telephone utility tax generated $3.1 million in the first year of implementation in
2009. Since that time, however, we have experienced a steady decline and at this point
are projecting 2017 revenues of just $2,200,000.
2. Balancing the cost of pavement preservation against other transportation and infrastructure
needs.
• Pavement preservation has historically been financed from a combination of sources
including:
o General Fund dollars,
o Street Fund money,
o real estate excise tax (REET) receipts,
o grants, and
o Civic Facility Replacement Fund #123 (Fund #123) reserves that were dedicated
towards this purpose.
7IPage
Because Fund #123 reserves will be fully depleted in 2016, beginning in 2017 the City will
be forced to dedicate more REET receipts towards pavement preservation if we wish to
maintain historic levels of funding.
• Street construction and reconstruction projects are typically financed through a
combination of state and federal grants plus a City match that normally comes from
REET receipts. The more we apply REET dollars towards pavement preservation
projects, the less able we are to leverage this revenue source towards street
construction and reconstruction projects. If one assumes we are able to obtain street
construction grants requiring a 20% City match, then every $1 of REET money we set
aside for this purpose leverages a $5 project.
3. Railroad Grade Separation and Quiet Zone Proiects (overpasses and underpasses)
Bridging the Valley is a proposal to separate vehicle traffic from train traffic in the 42 mile
corridor between Spokane and Athol, ID. The separation of railroad and roadway grades in this
corridor is intended to promote future economic growth, traffic movement, traffic safety, aquifer
protection in the event of an oil spill, and train whistle noise abatement. The underlying study
outlined the need for a grade separation at four locations in Spokane Valley including:
• Barker Road and Trent Avenue Overpass (estimated cost of $36.0 million),
• Pines Road and Trent Avenue Underpass (estimated cost of $19.8 million),
• Sullivan Road Overpass improvements (estimated cost of $16.1 million), and
• Park Road Overpass (estimated cost of $19.0 million).
Because grade separation projects are exceptionally expensive endeavors (totaling $90.9
million) and largely beyond our ability to finance through existing sources of internal revenue,
the City has pursued grant funding from both the federal and state government over the past
several years. We anticipate this is a discussion that will continue well into the future.
4. Grants and Declining Matching Funds
City staff actively pursue funding commitments from other sources to help pay the cost of
needed capital improvements related to pavement preservation; transportation including street
construction and reconstruction; bridges; stormwater facilities; parks that benefit the community;
and railroad grade separation projects. In 2017, a total of $23.28 million is budgeted to address
capital projects and of this amount we anticipate $8.04 million (or 34.5%) of these costs will be
offset with grant revenues. This figure is quite low in comparison to previous years and this is
largely due to the City Hall project which is being financed with a combination of cash we set
aside for this project and LTGO bond proceeds. If we exclude the $5.34 million budgeted for
the City Hall project in 2017, the remaining capital projects total $17.94 million, of which $8.04
million (or 44.8%) is offset by grant revenues. Following is a history of the percentage of capital
projects we have been able to cover with grant revenues:
• 2017 Budget = 44.8% • 2013 Budget = 83.0%
• 2016 Budget = 56.6% • 2012 Budget = 65.0%
• 2015 Budget = 66.2% • 2011 Budget = 48.0%
• 2014 Budget = 70.2%
Much of the deviation from year to year revolves around the amount of cash the City applies
towards projects but we are always on the lookout for grant revenues to offset our costs. The
City has historically maintained a fairly aggressive capital construction program and we will
strive to do so in the future.
81 Page
Sales Tax Revenues Source
Table 1.1
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000900
$10,000,000
$5,000,000
$0
2008
2009
2010
2011
201.
2013
2014
2015
2016
2017
—4—General Fund Revenue
♦Sales Tax Revenue
—r-- Property Tax Revenue
CenterPlace
9IPage
39,384,770
41,993,425
35,196,075
35,974,204
35,883,904
37208;871
35,911,071
20F 72F
40,508,717
36,
18,319,203
19,707,676
20,581,821
20,565,227
2,440,100
16,050,284
17,437,732
18,706,461
9,836,088
16,317,067
10,741,306
16,841,447
10,799,123
11,129,377
11,414,107
10, 475,751
10,681,620
10,841,559
11,280,147
11,614,500
2008
2009
2010
2011
201.
2013
2014
2015
2016
2017
—4—General Fund Revenue
♦Sales Tax Revenue
—r-- Property Tax Revenue
CenterPlace
9IPage
64.87% 1 66.09% 1 66.77% 1 66.82% 1 66.39% 1
Financial Projection
Table 1.2 page 1
CITY OF SPOKANE VALLEY, WA
General Fund Budget Projection
1 RECURRING ACTIVITY
Revenues
Property Tax
Sales Tax
Sales Tax - Public Safety
Sales Tax - Criminal Justice
Gambling & Leasehold Excise Tax
Franchise Fees/Business Registration
State Shared Revenues
Fines and Forfeitures / Public Safety
Community Development
Recreation Program Revenues
Miscellaneous Department Revenue
Miscellaneous & Investment Interest
Transfer -in - #101 (street admin)
Transfer -in - #105 (h/m tax -CP advertising)
Transfer -in - #402 (storm admin)
Total Recurring Revenues
Expenditures
City Council 16 542,872 559,200 576,000 593,300 611,100
City Manager 17 724,435 746,200 768,600 791,700 815,500
Legal 18 509,694 525,000 540,800 557,000 573,700
Public Safety 19 24,950,372 25,698,900 26,469,900 27,264,000 28,081,900
Deputy City Manager 20 750,277 772,800 796,000 819,900 844,500
Finance / IT 21 1,282,460 1,320,900 1,360,500 1,401,300 1,443,300
Human Resources 22 262,417 270,300 278,400 286,800 295,400
Public Works 23 981,932 1,011,400 1,041,700 1,073,000 1,105,200
City Hall Operations and Maintenance 24 303,918 313,000 322,400 332,100 342,100
Community Development -Administration 25 282,962 291,500 300,200 309,200 318,500
Community Development - Economic Development 26 683,632 704,100 725,200 747,000 769,400
Community Development - Development Services 27 1,418,984 1,461,600 1,505,400 1,550,600 1,597,100
Community Development - Building 28 1,390,834 1,432,600 1,475,600 1,519,900 1,565,500
Parks & Rec - Administration 29 288,964 297,600 306,500 315,700 325,200
Parks & Rec - Maintenance 30 861,350 887,200 913,800 941,200 969,400
Parks & Rec - Recreation 31 235,995 243,100 250,400 257,900 265,600
Parks & Rec - Aquatics 32 457,350 471,100 485,200 499,800 514,800
Parks & Rec - Senior Center 33 95,916 98,800 101,800 104,900 108,000
Parks & Rec - CenterPlace 34 891,458 918,200 945,700 974,100 1,003,300
General Government 35 1,240,850 1,278,100 1,316,400 1,355,900 1,396,600
Transfers out - #204 (2016 LTGO debt service)(A) 36 397,350 399,350 401,250 401,450 401,500
Transfers out - #309 (park capital projects) 37 160,000 164,800 169,700 174,800 180,000
Transfers out -#311 (pavement preservation) 38 953,200 981,800 1,011,300 1,041,600 1,072,800
Transfers out - #501 (CenterPlace kitchen reserve) 39 36,600 36,600 36,600 36,600 36,600
Transfers out - #502 (insurance premium) 40 350,000 360,500 371,300 382,400 393,900
1 1/24/2017
2017
Adopted
2018
2019
2020
2021
Budget
Projection
Projection
Projection
Projection
1 11,614,500 11, 739,500 11,864,500 11,989,500 12,114,500
2 19,851,100 20,446,600 21,060,000 21,691,800 22,342,600
3 919,000 946,600 975,000 1,004,300 1,034,400
4 1,669, 000 1,719,100 1,770,700 1,823, 800 1,878, 500
5 341,500 351,700 362,300 373,200 384,400
6 1,200,000 1,236,000 1,273,100 1,311,300 1,350,600
7 2,104,600 2,167,700 2,232,700 2,299,700 2,368,700
8 1,361,000 1,401,800 1,443,900 1,487,200 1,531,800
9 1,449, 300 1,492, 800 1,537, 600 1,583, 700 1,631, 200
10 640,900 660,100 679,900 700,300 721,300
11 94,000 96,800 99,700 102,700 105,800
12 133,500 137,500 141,600 145,800 150,200
13 39,700 40,500 41,300 42,100 42,900
14 30,000 30,000 30,000 30,000 30,000
15 13,400 13,700 14,000 14,300 14,600
41,461,500 42,480,400 43,526,300 44,599,700 45,701,500
Total Recurring Expenditures 40,053,822 41,244,650 42,470,650 43,732,150 45,030,900
Recurring Revenues Over (Under)
Recurring Expenditures 1,407,678 1,235,750 1,055,650 867,550 670,600
1 NONRECURRING ACTIVITY
Revenues
Transfers in - #106 (solid waste repayment) 40,425 40,425 40,425 0 0
Transfers in - #310 (lease in excess of bond pmt) 490,500 0 0 0 0
Total Nonrecurring Revenues 530,925 40,425 40,425 0 0
Expenditures
General Government IT capital replacements 100,000
City Hall lease payment (2017 final year) (A) 513,100
Police Department (CAD/RMS) 145,000
Community & Econ Dev (retail recruitment) 50,000
Parks & Rec (pool drain pipe & gutter line repairs) 12,000
Parks & Rec (replace Great Room audio/visual) 345,000
Parks & Rec (replace carpet at CenterPlace) 24,750
Transfers out - #314 (Pines underpass design) 1,200,000
Total Nonrecurring Expenditures
Nonrecurring Revenues Over (Under)
Nonrecurring Expenditures
EXCESS (DEFICIT) OF TOTAL REVENUES
OVER (UNDER) TOTAL EXPENDITURES
ESTIMATED BEGINNING UNRESTRICTEDFUND BAL.
ESTIMATED ENDING UNRESTRICTED FUND BAL.
Ending fund balance as a % or recurring expenditures
O 0 0 0
O 0 0 0
O 0 0 0
O 0 0 0
O 0 0 0
O 0 0 0
O 0 0 0
O n n n
2,389,850
O 0 0 0
(1,858,925) 40,425 40,425 0 0
(451,247) 1,276,175 1,096,075 867,550 670,600
26,435,336 25,984,089 27,260,264 28,356,339 29,223,889
25,984,089 27,260,264 28,356,339 29,223,889 29,894,489
101 Page
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
Table 1.2 page 2
Projection Assumptions
Prosection assumes:
1 An increase of
2 An increase of
3 An increase of
4 An increase of
5 An increase of
6 An increase of
7 An increase of
8 An increase of
9 An increase of
10 An increase of
11 An increase of
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23 An increase of
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34 An increase of
35 An increase of
36 An increase of
37 An increase of
38 An increase of
39 An increase of
40 An increase of
2018
Projection
0.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
2.00%
0.00%
2.00%
3.00%
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0.50%
3.00%
3.00%
0.00%
3.00%
plus new con
in 2018,
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2019
Projection
2020
Projection
struction of
$125,000
per year throu
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h 2021
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in 2020, and
in 2020, and
in 2020, and
in 2020, and
in 2020, and
in 2020, and
in 2020, and
in 2020, and
in 2020, and
in 2020, and
in 2020, and
Table 1.2 Financial Forecast and Program Impact Summary
The General Fund forecast for the years 2018 through 2021 uses the adopted 2017 Budget as a beginning point and
currently assumes levels of service that are identical to those provided by the City in 2017. Rather than a hard and
fast prediction of the City's future finances, this is a planning tool that allows us to determine how best to match
existing and proposed programs and levels of service with anticipated financial resources and make adjustments if
necessary.
It is noteworthy that the Estimated Beginning Unrestricted Fund Balance figure listed in 2017 is as of January 24, 2017,
and is based upon preliminary and unaudited figures. As we progress through the process of "closing the 2016 books"
we anticipate this figure will change due to the fact we will continue to record both 2016 revenues and expenses as we
become aware of them.
2021
Projection
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
2.00%
0.00%
2.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
3.00%
0.01%
3.00%
3.00%
0.00%
3.00%
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
in 2021
(A) A new City Hall building is expected to be constructed and operational by late 2017. The City issued bonds for the construction of the City Hall building
in June 2016 with the first bond payment at the end of that year. Once the City has moved into the new building, the lease payment will no longer be
required. For purposes of this analysis, we show the lease payment separate from the other General Government expenditures in order to highlight that
the lease payment will drop off in 2018 and the bond payments will continue for approximately the same amount as the prior annual lease payments.
111 Page
Business Plan Process
Mission Statement,
Goals, Strategies,
Workload Indicators,
Performance Measures
Departmental
Business Plan
Strategic
Service
Delivery Areas
City
Foundation
Citywide Business
Plan
Internal Input
Core Beliefs, Vision Statement, Customer Service Standards
City Council
External Input
Budget Goals
Citizen Action Request Entry System
(C.A.R.E.S.), Citizen Surveys, Focus
Groups, Customer Correspondence
Comprehensive Plan, 5 -Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan, 6 -Year
Transportation Improvement Plan, Street Master Plan, Pavement Management Program, Commute Trip Reduction
Survey, Employee SWOT Analysis
This proposed six-year Business Plan for 2017-2022 is based on the fulfillment of the City's
Vision Statement:
'A community where individuals and families can grow and play and businesses
will flourish and prosper."
In order to execute the Vision, the City Council, with public participation, established core beliefs,
values, and annual budget goals, all of which provide direction for the City's six-year Business
Plan. Addendum B includes a comprehensive discussion of the Foundation on which Spokane
Valley was built, which includes Core Beliefs, our Vision Statement, our Values, our commitment
to Customer Service, a summary of Internal and External Input Methodology, and the Council's
Goals for 2017.
The City Foundation, as established by City Council Goals and influenced by formal employee
input, City planning process analysis and other forms of Internal Input, along with citizen surveys,
and other External Input, is the foundation of the six-year Business Plan. Each of the Strategic
Service Delivery Areas is supported by a Departmental Business Plan. The initial Departmental
Business Plans were developed through participatory meetings open to all City employees. A
SWOT analysis identifying the Strengths, Weaknesses, Opportunities and Threats for each
department was conducted. Mission statements and goals were established by employees.
In 2013, another SWOT analysis was conducted. Each department participated in identifying
internal strengths and weaknesses and external opportunities and threats. This evaluation
provides key directional information which assists the departments in the budget planning
process.
121 Page
Strategic Service Delivery Areas
The City of Spokane Valley is classified by five strategic service -delivery areas of one or more
departments. The five strategic service areas have mission statements that guide the
departments within the strategic area.
Executive & Legislative Support Parks & Recreation
Operations & Administrative Services Public Works
Community & Economic Development
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 Citywide 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.
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 alternatives 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 2017, 88.4 regular status employees provide services to a city holding a
population of approximately 91,160*. Contracting many 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 department to determine if
any changes are needed to improve service. The Business Plan is the tool used to guide each
department 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 accumulated for the services provided. This data helps each strategic service
delivery area determine its effectiveness and efficiency in providing services to both internal and
external customers. As data is accumulated and added each year, a better picture of the quality
of each service is documented and appropriate changes are made based on performance
measures.
*As reported by the Office of Financial Management for Washington State on April 1, 2016
131 Page
Understanding the Departmental Business Plan
The 2017 Business Plan provides a detailed description of each department's services which
define the Strategic Service -Delivery. Along with a description of each service, goals and
strategies necessary to implement the plan to deliver services effectively and efficiently are also
provided. These goals encompass a six-year period and are intended to make departments
responsive to the community. How does each department know if they are providing services
effectively and efficiently? As with previous plans, the 2017 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.
Goals and Strategies in
the Business Plan
provide direction for the
future. Workload
Indicators and
Performance Measures
help ensure desired
results are achieved
and that citizens are
receiving the value they
expect.
Data is compiled to demonstrate the amount
of work performed, services received, and/or
resources consumed. This type of information
will be collected annually to identify trends that
are occurring in our City that affect the
government organization. Such information
can be utilized to make staffing decisions,
prioritize purchases to best meet the needs of
our customers, and forecast budgetary needs
for the future.
Performance Measures are 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
accomplished, we do not know if we are effectively meeting the needs of our citizens
and customers. For example, a survey of citizens will tell us if we are providing the
safe community they desire, and an assessment of the condition of our streets will tell
us if we are maintaining our streets to a sufficient degree. The counterpart of the
effectiveness measure is the efficiency measure. We must also determine whether the
cost to provide each service is a good value to our customers. These efficiency
measures will let us know whether we need to improve the workflow process or provide
better resources to accommodate the customer in a timelier manner.
The target is desired end result which, when met, confirms the effectiveness
and efficiency of the service provided. When the target is not met,
adjustments in strategies and staffing most likely will be necessary to meet
the intended target. Several factors can determine whether or not the
department can meet their desired target, two of which are: 1) funding sources
available to provide a quality service; and 2) number of employees needed to
provide the highest level of service.
141 Page
Legislative — City Council
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.
The City of Spokane Valley incorporated March 31, 2003, is a non -charter code city and operates
under a Council -Manager form of government. It is governed under the optional municipal code
of RCW Chapter 35A. Under this form of government, legislative authority is concentrated in the
elected City Council, which hires a professional administrator to implement its policies.
There are seven positions on the City Council, all of which are at -large positions. At -large means
all Councilmembers represent all of the citizens of Spokane Valley versus each Councilmember
representing a specified area within the City. Councilmembers are generally elected to four-year
terms, with elections held every two years. For continuity, position terms are staggered by two
years so that all positions are not open for election at the same time.
Pursuant to RCW 35A.13.030, biennially the members choose a chair of the Council who receives
the title of Mayor. The Mayor presides over all meetings and is recognized as the head of the City
for ceremonial purposes.
In addition to the position of Mayor, pursuant to RCW 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 of the Mayor.
I :oil I
�ayorPo F-ggrr:
Position 2
Caleb Collier
Position 3
Arne Woodard
Position 4
Ed Pace
Positron 5
Pam Haley
Position 6
Sam Wood
F ositi,Dr ?
hA _,nch
151 Page
2017 Council Goals
Continue to work with state and
federal legislators toward
financial assistance for both the
Barker Road Bridge Grade
Separation and Pines Road Grade
Separation (overpass/underpass).
Develop a strategic plan for financing and completion of all grade
separation projects.
Continue and expand, where possible, economic development efforts.
Complete the development of implementation strategies for the retail and
tourism studies that were completed in 2016.
Pursue a sustainability plan in
connection with the City's Street
Preservation program, to include
sustained funding in the City's Street
Fund #101 and Pavement
Preservation Fund #311 to address
concerns beyond the year 2021.
Evaluate and discuss increasing cost to public safety, including law
enforcement. Continue the ongoing process to develop long-term solutions
to controlling costs while better serving the community.
Pursue financing for Browns Park,
Balfour Park and Appleway Trail
amenities.
UNIVERSITY PLAZA LOOKING WEST
161 Page
Legislative — City Council 2017 Budget Impact Summary*
Increase/Reduction
2017 Budget
+.56%
$2,858
Compared to 2016
- 3%
($15,300)
- 6%
($30,600)
- 9%
($45,900)
The Executive City Council line item portion of the budget is able to operate
with a .56% increase over the 2016 adopted budget
Payroll taxes and benefits have been reduced by $7,857 to reflect the estimate
for 2017
Professional services—state lobbyist increased by $7,000 to reflect the
estimated cost in 2017
Broadcasting services has been reduced by $1,400 to reflect the estimated cost
in 2017
Theoretical Budget Reduction Exercise – Reductions Applied to Proposed
2017 Budget
To meet a 3% reduction from the proposed 2017 Budget, the following line
items have been reduced:
Federal lobbyist is reduced by $6,200 or 7%.
Travel/Mileage has been reduced by $7,000 or 25%. This reduction will
have an effect on the Councilmembers' ability to attend conferences
and meetings out of the area.
Registrations have been reduced by $2,100 or 20%. This reduction will
have an effect on Councilmembers' ability to attend conferences and
meetings out of the area.
To meet a 6% reduction from the proposed 2017 Budget, the following line
items have been reduced further or eliminated:
Federal lobbyist reduced by $16,600 or 18%.
Travel/mileage has been reduced by $10,500 or 38%. Only local
meetings can be attended.
Registrations have been reduced by $3,500 or 33%. Meeting
attendance will be limited to local meetings.
To meet a 9% reduction from the proposed 2017 Budget, the following line
items have been reduced:
- Federal lobbyist reduced by $31,900 or 35%.
Travel/Mileage has been reduced by $10,500 or 38%. Only local
meetings can be attended.
Registrations have been reduced by $3,500 or 33%. Meeting
attendance will be limited to local meetings.
*Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget.
171 Page
General Government 2017 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 or debt service payments; 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.
Increase/
Reduction
2017 Budget
-15.93%
($578,134)
Compared to
2016
- 3%
($91,400)
- 6%
($182,950)
- 9%
($274,480)
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 & Economic Development Department and
reclassifying a $160,000 transfer to Park Capital Projects Fund #309 from nonrecurring
to a recurring appropriation.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed
2017 Budget
To meet a 3% reduction from the proposed 2017 budget, the following line items have
been reduced:
Reduce the employee recognition line -item by $1,400.
Reduce professional services—miscellaneous studies by $50,000 to $150,000.
This will reduce the City's ability to address unforeseen issues that may arise through
the year.
Reduce the interfund transfer to Fund #309 for Park Capital Projects by $40,000 to
just $120,000. This will impact the City's ability to finance future Park Capital
Projects.
In addition to the 3% reductions:
Reduce professional services—miscellaneous studies by an additional $10,000 to
$140,000. This will further reduce the City's ability to address unforeseen issues that
may arise throughout the year.
Reduce the Outside Agency funding by $11,550 to $95,450.
Reduce the interfund transfer to Fund #309 for park capital projects by an additional
$70,000 to just $50,000. *This will further impact the City's ability to finance future
Park Capital Projects.
In addition to the 3% and 6% reductions:
- Reduce the employee recognition line -item by an additional $1,600; resulting in
elimination of the entire $3,000 initially budgeted.
Reduce the Professional Services – miscellaneous studies by an additional $20,000
to $120,000. This will further reduce the City's ability to address unforeseen issues
that may arise through the year.
Reduce Outside Agency funding by an additional $19,930 to a total of $75,520.
Reduce the interfund transfer to Fund #309 for Park Capital Projects by an additional
$50,000 resulting in elimination of the entire $160,000 initially budgeted.
*Budget Impact Summaries are drafted in coordination with original projections to develop the annual budget.
181 Page
Executive & Legislative Support
City Manager — City Clerk
Our Mission is to provide the City Council and employees with professional
leadership, and sage advice, and to work together to implement best practices to
achieve adopted goals and deliver quality services to the community.
The Executive & Legislative Support Department is accountable to the City Council for the
operational results of the organization, effective support of elected officials in achieving their
goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council
policies, and provision of a communication linkage among citizens, the City Council, City
departments, and other government agencies.
Executive and Legislative Support includes the City Clerk and Human Resources, as well as
oversight of the Police Services Contract for the City. While the Office of the City Attorney is
included in the Executive and Legislative Support Department, it works directly with all other
departments and has its own Mission Statement and Goals following this section.
City Manager
Deputy City
Manager
I �
City Attorney
Deputy City
Attorney
Administrative
Assistant
Rule 9 Legal
Interns (4)
Executive Assistant
City Clerk
Deputy City Clerk
1
Admin Assistant
(City Coundl)
Human Resources
Manager
Police Chief
(Contract)
Human Resources
Technician
Office Assit. I
Office Assit.II
191 Page
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 to meet those needs in an effective, cost-efficient manner; directs
development and implementation of initiatives for service quality improvement; provides daily
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; and
- 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.
201 Page
City Clerk
The City 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 City Clerk's Office oversees record archival and all document imaging for
state compliance. 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 the City Logo;
Participates on the Governance Manual Committee; and
- Serves as official Parliamentarian at Council meetings.
211 Page
City Manager Goals & Strategies
Goal 1: Facilitate the achievement of
annually established Council Goals (all
years).
Goal 2: Update the General Fund Budget
Projection. The Budget Projection
estimates expected revenues and
expenses, incorporates the fiscal elements
of departmental business plans, identifies
fiscal constraints and proposes formulas for
Council consideration in composing a
budget -balancing approach that itemizes
necessary service reductions or increased
revenues, or a combination thereof.
Goal 3: Prepare Legislative Agenda for
Council consideration.
Workload Indicators
2017-2022:
- Annually develop objectives and strategies
to accomplish Council Goals.
- Report goal attainment progress to the
community in the City Manager's Budget
Message.
2017-2022
- Update the General Fund Budget
Projection on an ongoing basis.
- Update departmental business plans.
- Calculate the fiscal impacts identified in
business plans.
- Assess revenue and expenditure trends
- Merge trend data with business plan cost
data.
- 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).
2017
- Present a draft Legislative Agenda to
Council to consider the matters the City
Council wishes to promote on behalf of the
City for the potential inclusion in the State's
Budget.
Goal
Workload
2011
2012
2013
2014
2015
2016
G 1
Weekly Meetings with Department Heads
to attain Council Goals
52
51
53
52
52
52
Goal Attainment Progress (Business Plan)
posted to website by February 25 annually
(after the winter Council Workshop)
V
V
V
V
V
V
Number of established Council Goals
6
6
5
6
6
6
Number of Council meetings
51
49
53
50
48
77
G 2
Draft of Departmental Business Plans
completed annually by June 30
V
V
V
V
V
V
221 Page
Goal
Workload
2011
2012
2013
2014
2015
2016
6 Yr. Avg.
General Fund Budget Projection reviewed
and updated annually
Dollars spent City-wide
per capita (all accounts
year-end figure) pending
year-end adjustments 2
$54,347,028
89,755'
$606/capita
$57,082,939
± 90,110'
$633/capita
$58,574,535
± 91,490
$640/capita
$64,824,939
± 92,050
$704/capita
$68,803,959
± 93,340
$737/capita
$66,961,089
± 94,160
$711/capita
Balanced budget presented to City Council
annually
Percent of response
per public record
requests completed in
5 days
100%
100%
100%
98.9%
99.6%
Number of boxes archived
91
109
53
36
85
70
__
Number of public records requests
processed
310
352
297
276
296
295
--
Number of boxes destroyed
-
-
-
40
42
49
100%
Number of files/documents destroyed
-
-
-
1,233
759
689
100%
Address files scanned and destroyed
-
-
-
3,221
7,001
11,038
Number of contracts processed
192
206
234
243
238
228
Ordinances passed
22
29
20
21
26
18
Resolutions passed
12
14
13
15
12
12
Performance Measures
Goal
Performance
2011
2012
2013
2014
2015
2016
6 Yr. Avg.
Dollars spent City-wide
per capita (all accounts
year-end figure) pending
year-end adjustments 2
$54,347,028
89,755'
$606/capita
$57,082,939
± 90,110'
$633/capita
$58,574,535
± 91,490
$640/capita
$64,824,939
± 92,050
$704/capita
$68,803,959
± 93,340
$737/capita
$66,961,089
± 94,160
$711/capita
$61,765,748
± 91,818
$672/capita
Percent of response
per public record
requests completed in
5 days
100%
100%
100%
98.9%
99.6%
99.7%
99.58%
Average number of
days to respond
--
--
--
__
59
1.02
.83
Average number of
days to completion
--
--
--
--
5.65
5.77
5.13
Percent of all
documents and forms
indexed on City's
website by year end
100%
100%
100%
100%
100%
100%
100%
Percent of prompt
indexing of Council
documents within 5
working days
100%
100%
100%
100%
100%
100%
100%
'This number is based on the 2010 census
2This includes revenues as well as grant funds
3Per the Washington State Office of Financial Management
231 Page
Performance Measures Summary
6 -Year Performance Measures Summary Goal 2:
The six-year average per capita expenditure is $672.00
Operating costs change minimally from year to year. The majority of cost increases are the
result of increased capital project spending which largely utilizes outside funding sources.
$800
$700
$600
$500
$400
$300
$200
$100
so
2011
Dollars Spent City -Wide Per Capita
2011-2016
2012
2013
2014
2015
2016
10%
8%
6%
4%
2%
0%
-2%
-4%
Year Over Year % Change in Total Per Capita
Spending 2011-2016
9%
5%
i
3%
2%
6%
i
2011 2012 2013 2014 2015
1
-3%
241 Page
City Manager/ City Clerk 2017 Budget and Staffing Impact Summary*
Increase/Reduction
2017 Budget
+1%
$7,132
Compared to 2016
- 3%
($21,710)
- 6%
($43,421)
- 9%
($65,681)
The Executive & Legislative line -item portion of the budget is able to operate with
a 1% increase over the 2016 adopted budget.
Legal notices increased by $2,900 to reflect the estimated cost in 2017.
Copier maintenance increased by $500 to reflect the estimated cost in
2017.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed
2017 Budget
To meet a 3% reduction from the proposed 2017 budget, the following line items
have been reduced or eliminated:
Reduce overtime hours by $800 (47%);
Reduce FTEs from 5.0 to 4.75;
Reduced travel/mileage by $1,650 (11 %)
To meet a 6% reduction from the proposed 2017 budget, the following line items
have been reduced or eliminated.
Reduce overtime by $1,700 (100%);
Reduce FTEs from 5.00 to 4.50;
Reduce travel/mileage by $3,200 (21%).
To meet a 9% reduction from the proposed 2017 budget, the following line items
have been reduced or eliminated:
Reduce overtime by $1,700 (100%);
Reduce FTEs from 5.00 to 4.25;
Reduce travel/mileage by $3,200 (21%);
Reduce professional services by $3,000 (14%).
* 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.
251 Page
Legal Interns
I �
Executive & Legislative Support
Office of the City Attorney
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.
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,
interlocal agreements, franchises, leases,
and agreements; and supports
departments in enforcing associated laws.
The Office of the City Attorney also
provides specialized employee training
regarding existing law. The City Attorney
supervises and directs the work of Legal
Interns.
City Attorney
Deputy City
Attorney
Administrative
Assistant
The Office of the City Attorney is responsible for providing legal advice and support 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 & 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 Council Meetings;
- Attend all Planning Commission Meetings;
- Review and advise on all real property transfers (easements, deeds, etc.);
and
Participate on the Governance Manual Committee.
261 Page
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 12 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 & Economic Development on proposed private land development in order to
proactively identify and avoid potential legal difficulties; and representing the City in litigation.
Goals & Strategies
Goal 1: To have a fully operational City
Attorney's Office that proactively assists in
office process development, advises all
departments on legal issues in a timely
manner, and manages all potential and
existing litigation.
Goal 2: To assist other departments in
analyzing and mapping existing processes
to determine compliance with the law and
whether higher levels of customer service can
be achieved.
Goal 3: Provide legal support to other
departments and to the Council in furtherance
of the Council goal to develop and adopt
necessary development regulations to
implement the Comprehensive Plan Update.
Goal 4: Negotiate and draft utility
franchise agreements on an as -needed
basis with utility providers.
2017-2022:
Review processes.
Monitor workload & workload changes.
Track response times.
Identify deficient areas.
2017-2022
- Maintain and update all form contracts
used by all departments.
- Attend internal planning meetings to
identify and resolve potential issues.
- Review and revise administrative policies
and procedures as appropriate.
2017
Present to Council a draft Legislative
Agenda to consider the matters the City
Council wishes to promote on behalf of the
City for the potential inclusion in the State's
Budget.
2017-2022
- Finalize and begin negotiations to
establish and update franchise
agreements.
- Draft model language for franchise
agreements.
Goal 5: Assist Community & Economic 2017-2022
Development to identify options for economic - Assist with development of functional
development. economic development tools.
271 Page
Workload Indicators
Performance Measures
Performance
2011
2012
2013
2014
2015
2016
6 Yr.
Dept.
related
Workload
2011
2012
2013
2014
2015
2016
Avg.
Dept.
related
Work order requests
processed
259
249
251
274
254
295
264
Legal memoranda
111
50
27
26
28
25
45
Public record requests
processed (does not include
day-to-day file review in
response to public record
requests processed by City
6
9
19
11
22
46
19
Clerk)
Litigation matters
including enforcement
matters
Enforcement — Opened
9
17
25
21
44
23
23
Closed
39
21
16
15
27
17
23
Training classes taught
3
4
5
10
6
9
6
Average number of days
for completion of tasks
24
22
18
17
18
26
21
Ordinances and
resolutions drafted
34
43
33
36
38
30
36
Contracts reviewed
125
190
206
209
214
255
200
Performance Measures
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 workload
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.
281 Page
Performance
2011
2012
2013
2014
2015
2016
Target
Dept.
related
Legal service cost per
hour compared to
outside counsel
$79 vs
$250
$79 vs
$250
$82 vs
$250
$88
vs
$265
$91
vs
$265
$73
vs
$270
-
Percentage of internal
clients reporting legal
advice was timely
84%
80%
67%
100%
95%
96%
95%
Percentage of internal
clients reporting that
legal advice was clear
and relevant
87%
77%
7%
100%
98%
96%
-
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 workload
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.
281 Page
I
125
2011
Performance Measures
190
2012
251
206
2013
274
209
2014
214
2015
Work Order Requests Processed ■ Contracts Reprieved
295
255
2016
Mirabeau Falls
291 Page
Office of City Attorney 2017 Budget and Staffing Impact Summary*
Increase/
Reduction
2017 Budget
+6.20%
$29,743
Compared to
2016
- 3%
($14,519)
- 6%
($29,063)
- 9%
($43,606)
The Office of the Attorney line -item budget reflects an increase of $29,743 or 6.20%. Not
including wages, payroll taxes and benefits, the budget reflects a reduction of $792 or
1.01'Y°. To the best of our ability, we make certain the budget requests for individual line
items closely approximate the average actual expenditures in the previous three years.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed 2017
Budget
To meet a 3% reduction from the proposed 2017 budget, the following line items have
been reduced or eliminated:
Office supplies – reduced by $359 (25%);
The past two years we have reused file folders but that supply has now run out to
we will have to order those this year where we have not in the past. Every effort will
be made to reuse items that can be reused and go without wherever possible.
Eliminate one of three legal interns—reduced by $12,990 (33%);
The interns do research for the attorneys and work the code compliance cases.
They also attend hearings upon receiving their Rule 9 license. Elimination of an
intern would slow the production for the attorneys on issues as they would have to
take on these tasks as well.
Outside legal counsel—reduced by $380 (1%);
- This is a minimal reduction and would not impact outside legal counsel.
Registrations—reduced by $290 (15%);
- This will reduce/eliminate training for the administrative assistant.
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:
Eliminate one of two legal interns – reduced by $12,990 (50%);
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 and would only be able to discuss the most egregious
code compliance cases.
Outside legal counsel—reduced an additional $1,554 (6%);
This would have a substantial impact on the workload for the two attorneys and
remaining intern, significantly reducing efficiency, total work product completed, as
well as timeliness of completed work.
In addition to the 3% and 6% cuts mentioned above:
Eliminate both legal interns – reduced by additional $12,990 (100%);
In addition to the impacts listed above, elimination of the interns would greatly slow
the production for the attorneys on other issues and reprioritization of issues would
have to occur. It would slow the work significantly and reduce projects for other
departments. There would be less time to identify system issues to benefit the City
and its citizens, and there would be no time to work code compliance cases.
Outside legal counsel—reduced an additional $1,913 (8%);
- This 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 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.
301 Page
Operations & Administrative Services
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.
Deputy City Manager
Administrative
Analyst
Sr. Administrative
Analyst
Public Information
— Officer
Public Information
Intern
Deputy City Manager
The Operations & Administrative
Services Department includes contract
administration and public information
functions of the City. This section of
the Business Plan reflects the
operations oversight division of the
department.
Oversee the Operations and Administrative Services Department for the City. The Deputy City
Manager works under the general 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 services. Duties also include advising the City Manager in the
determination of department needs, the preparation and presentation of services for approval by
the City Manager and City Council, and the coordination of the implementation of approved
services. 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 services 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 assure proper action;
Meets and corresponds with various citizens, professionals, businesses and other groups
to answer questions and secure their assistance in carrying out various services;
Coordinates the preparation of the annual budget for departments within assigned areas;
Reviews results of major studies and coordinates the preparation of reports and
recommendations;
Attends Council meetings and reports on activities for which he is responsible as
requested by the City Manager; confers with officials of city, county, state and federal
agencies regarding plans and priorities for existing and planned services; and
Demonstrates continuous effort to improve operations, decrease
turnaround times, streamline work processes, and work cooperatively and
jointly to provide quality seamless customer service.
311 Page
e Services
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 awareness, understanding,
interest, input and involvement in City government.
Essential services:
Help ensure government
transparency through development
and dissemination of timely,
accurate and complete information
on City programs, projects, activities
and issues;
Provide emergency information and
instructions for the safety and well-
being of citizens, City Council 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;
IGITAL
SUBSCRIBERS/FOLLOWERS
900
800
700
600
500
400
300
200
100
- Support economic development by researching, proposing and developing informational
and marketing materials, including brochures, 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 releases, 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;
- Serve as the primary contact and coordinator for interaction with media;
- Serve as 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, and visitors;
- Propose, plan, and coordinate public meetings as needed for departments and Council,
including community information meetings, special events such as the State of the City
Address, and participation in a variety of community events; and
- Coordinate required public education and outreach on the Spokane Valley Solid Waste
Management Plan and Hazardous Waste Management Plan, including activities funded
under the Washington State Department of Ecology Coordinated Prevention Grant 2015-
2017.
321 Page
Media
Total Stories 592
Earned media are stories that result from a media
release or media contact initiated by the Public
Information Office.
$50,813.09 equivalent ad value of earned stories,
based on cost to purchase ad space in equivalent
column inches, airtime, or internet impressions. Does
not include radio coverage, or television broadcast
not archived by station online.
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.
Outreach
Citizen contacts 195
Website updates 189
City Hall at the Mall — State of the City
New City Hall groundbreaking
Solid Waste CPG Fall Cleanup and HHW Roundup ad campaigns
Council participation in Celebration of Lights
Valleyfest parade and booth representation
Valleyfest Solid Waste CPG Composting demonstration
Solid Waste CPF application and public outreach implementation
Restaurant Regulatory Roadmap launch
Sullivan Bridge quarterly updates and artwork unveiling
Senior Resource Fair
Solid Waste survey
Launched Twitter updates
60000
50000
40000
30000
20000
10000
0
Hot Topic Distribution
0 0
47,183
100
47,726 47,862
100
47,850
100 100
Spring - Apr Summer - Fall - Sep Winter - Dec
Jun
Hot Topic is now mailed to every
residential and business
address in the City as well as
some overlap into the
unincorporated areas due to
mail routes.
331 Page
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 $25.1 million
or 59% of the 2016 General Fund recurring expenditure budget. Staff 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.
Contract Analysis nteracts with customers to answer questions and provide information on
services such as Animal Control, Solid Waste, and Cable Television.
Contract Analysis is also 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.
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:
- Employee Recruitment; Employee Wellness;
- Labor Relations; Performance Management;
- Training; Healthcare and other Benefit
- Compliance with Employment Laws; Administration;
- Compensation Administration; New Employee Orientation; and
- Policy Development and Website Administration.
Administration;
Human Resources conducted 92 interviews, filling 33 positions in 2016. The office maintains a
greater than 97% satisfaction rate with the services provided to City employees and managers.
The office, along with the Wellness Committee, continues to achieve the Well City Award by
developing a qualified Wellness Program which is anticipated to reduce employee health care
expense by more than $20,000 per year.
The Human Resource 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 Human Resource manager works with the
public to provide reasonable access to City services.
Human Resources 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.
341 Page
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 appropriate staff members.
During 2016, two full-time employees assisted with 2,184 new business registration applications,
8,060 annual business registration renewals, answered and directed 6,942 phone calls to staff,
greeted 3,171 visitors, and reported 1,649 Citizen Action Requests.
Additional services include:
- Route calls and provide
information for City
Services;
- Post regular and
Certified out -going mail;
- Schedule conference
rooms and vehicle
usage;
- Receive Home
Occupation Application;
- Receive Public Record
Requests;
- Traffic related requests;
- Street maintenance
requests;
- Non-domestic animal
issues;
- Maintain City directories
on website;
Goals & Strategies
Goal 1: Respond to internal and
external impacts on the City's human
resources function in order to recruit and
retain a well-qualified workforce.
- Snow plow/ Street
sweeping information;
- Order business
cards/name plates;
- Database maintenance
for Business
Registrations;
- Maintain literature for
City Services;
- Database maintenance
for Public Works;
- Abandoned Vehicles;
- Business registrations;
- Welcome letters to new
businesses;
- Citizen Action Requests;
and
- Internal mail distribution.
2017-2022:
Evaluate City's work environment to encourage
retention of existing staff.
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 costs
effectively.
Evaluation of employment costs to identify
opportunities to reduce those costs.
351 Page
Goal 2: Enhance community interest
and involvement in City government.
Goal 3: Formalize public
accountability in City operations
through incorporating the Business Plan
into decision making and establishing a
toolbox for evaluating the City's contract
services. An open, collaborative
government is the third Core Value
adopted by City Council.
Goal 4: Audit of existing risk
management practices and further
development of the Risk Management
Program for the City.
Goal 5: Refine the plan to finance the
design and construction of a new City
Hall building which will include a
combination of cash on hand and the
issuance of limited tax general obligation
bonds.
Goal 6: Coordinate the efforts of the
City Hall construction team.
2017-2022
Involve all departments in Council goals and
enhancing community interest and involvement
in City government.
Expand communications with internal and
external constituencies through research,
recommendation and implementation of new
communications methods and technologies.
Four full -city mailers of Hot Topics Community
Newsletter.
Continue implementation of 2015-2017 Solid
Waste CPG -funded outreach.
Work to expand public information services
using video capabilities.
2017
Incorporate the Business Plan in the City's
decision-making process to enhance
accountability through implementation of
performance results.
Evaluate City's contract services.
- Implement contract audit program.
- Create custom feedback system.
2017-2022
- Finalize and begin negotiations to establish and
update franchise agreements.
- Draft model language for franchise agreements.
2017-2022
- Teaming with the City Manager, Finance
Department and Legal department, work with
bond counsel, financial advisor and bond
underwriter to create an official statement and
other relevant documents leading to the
issuance of limited tax general obligation
bonds in early 2017.
2017
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.
361 Page
Workload Indicators
Goal
Workload
2011
2012
2013
2014
2015
2016
Target
G-1
Number of City employees
84
85
97
108
112
116
-
89.95%
Personnel action forms
processed
118
162
100
157
166
122
-
7.86%
Number of training classes
facilitated or coordinated
6
4
5
8
6
4
-
2
Employees hired (*regular
employees—permanent FT/PT
employees; limited term; does
not include temporary/seasonal
employees)
16
6
9
8
12
6
-
Average number of
applications received per
recruitment cycle
67
39.28
31.95
29.7
24.08
33.4
-
G-2
Media releases issued
219
206
309
241
247
222
208
Earned media stories
-
-
434
354
320
211
200
Total media stories
723
5071
828
756
575
592
680
Public Information contacts
with the media
219
1512
146
144
96
183
200
Community newsletters
produced
2
regular3
2
regular
2
3
4
4
4
Citizen contacts (phone &
email)
-
-
332
219
208
195
275
Number of Special Events
presentations/participation
(City Hall at the Mall, State of the
City, Valleyfest and other
outreach events)
-
-
5
5
3
9
5
'Police stories no longer included
2Media now contacts many departments directly
3Reduced to two due to reduction in budget
Performance Measures
Goal
Performance
2011
2012
2013
2014
2015
2016
6 Yr.
Avg.
Target
G-1
Percentage rating for
employee satisfaction
with Human Resources
96.6%
65%
93.5%
92.5%
94.7%
97.4%
89.95%
95%
Percentage rate of
employee turnover
4.74%
8.48%
5.9%
5.9%
6.09%
7.86%
6.55%
-
Human Resource full-
time employees (FTE)
per 100 employees
2
2
2
2
2
2
2
371 Page
Goal
Performance
2011
2012
2013
2014
2015
2016
6 Yr.
Avg.
Target
Percentage of annual
non -manager
performance reviews
completed within 30 days
of anniversary date
21.54%
35%
83%
52%
43.33%
41%
45.76%
-
Earned media stories
per FTE in Public
Information Office
154
180
200
272
2462
1623
204.5
180
Newsletter Distribution to households
& businesses (target 4 issues/year)
Winter Issue Mailed
-
-
-
-
47,268
47,850
-
-
Winter Issue Handout
-
-
-
-
332
100
-
-
Fall Issue Newspaper
Insert
-
-
-
46,267
15,767
47,862
-
-
Fall Issue Handout-
-
-
233
233
100
-
Summer Issue Mailed-
-
-
16,841
45,462
47,726
-
Summer Issue
Handout
-
-
-
725
1,538
100
-
-
Spring Issue
Newspaper Insert
17,426
13,349
47,183
-
Spring Handout-
-
-
124
323
100
-
-
12013 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.
2Earned stories was calculated based on 1 FTE instead of 1.3 FTE to include intern
3211 total earned divided by 1.3 FTE including intern 12 hr/wk
Performance Measures Summary
Human Resources
6 -Year Summary Goal 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 satisfaction; in 2013, the percentage increased to 93% and 92%
in 2014, and 95% in 2015.
- Timely completion of employee evaluations has also changed significantly; however, very
close to all evaluations are completed within 45 days.
- The number a days to complete a recruitment also increased in 2015 to 70 days. However,
in a review of the 6 -year average of 61 days, 2015 was close to the normal range. This
will be an important metric to watch in the future as the job market becomes more
competitive for employers.
381 Page
Public Information Office
6 -Year Summary Goal 2:
Media releases issued:
- Media releases issued peaked in 2013 at 309 due to promotions and partnerships for the
City's 10 -Year Anniversary.
- 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 purchase the media coverage received as a
direct result of PIO outreach, it would have cost more than $50,813, which does not include
the added value of all media blogs, social media, radio stories, or stories that are not
archived online for later retrieval and logging.
Deputy City Manager, Central Reception, Public Information, Contract
Administrator
2017 Budget and Staffing Impact Summary*
Increase/
Reduction
2017 Budget
+1.8%
$13,275
Compared to
2016
- 3%
($21,408)
- 6%
($45,058)
- 9%
($68,441)
The Operations and Administrative Services Department line -item budget reflects
an increase of $13,275 or 1.8%. To the best of our ability, we make certain the
budget requests for individual line -items closely approximate the average actual
expenditures in the previous three years; however some variations exist in the 2017
Budget as we work towards developing a consistent means of accounting for the
cost of the Hot Topic newsletter.
Reduce supplies by $500;
Reduce estimated amount paid to Spokane County for GIS by $500;
Increase advertising by $3,000;
Reduce travel/mileage by $1,500;
Reduce memberships by $1,100; and
Increase public information by $3,300 to accommodate the full cost of our
city-wide Hot Topic mailers.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed
2017 Budget
In order to meet the directive to reduce the budget by 3%:
- Reduce staff by .17 FTE; and
- Eliminate the public information office intern position.
In order to meet the directive to reduce the budget by 6%:
Reduce staff by .17 FTE;
Eliminate the public information office intern position;
Reduce Spokane County GIS by $400; and
Reduce Hot Topics newsletter to two city-wide mailings, cutting $22,000
(48%).
In order to meet the directive to reduce the budget by 9%:
Reduce staff by .5 FTE;
Eliminate the public information office intern position;
Reduce Spokane County GIS by $400; and
Reduce Hot Topics newsletter to two city-wide mailings, cutting $22,000
(48%).
* 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.
391 Page
Human Resources 2017 Budget and Staffing Impact Summary*
Increase/
Reduction
2017 Budget
+2.63%
$6,723
Compared to
2016
- 3%
($7,738)
- 6%
($15,574)
- 9%
($23,251)
The Human Resources department will continue to provide the services within the
2017 budget at a 2.63% increase over the 2016 budget.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed 2017
Budget
The 3% overall operating cost changes include:
- A reduction in legal services by 48% reducing access to counsel concerning
employment issues;
- A reduction in professional services reducing drug testing, physicals, and
criminal history of prospective employees;
- Elimination of paid advertising for employee recruitment;
- A reduction in travel by 36% impacting the ability to travel for important training;
- A reduction of 57% in employee training provided through the HR office;
- Reduction in Wellness budget by 18%;
- A reduction in memberships by 39%;
- A reduction in registrations by 66% limiting HR staff availability for training; and
- A reduction in office supplies by 36%.
In order to meet the directive to reduce the budget by 6% overall operating cost changes
include the above -noted $7,738, and:
Further reduction by 16% of legal services to provide advice concerning
employment issues;
Further reduction in office supplies by 29%;
Further reduction of professional services by 8% limiting pre-employment
physicals and criminal history checks;
Further reduction in employee wellness by 40%;
Elimination of Postage;
Reduction in training registrations that are critical for employment law updates;
Further reduction by 42% of travel by HR staff compromising the City's Compact
Agreement with WCIA, and awareness of employment law and trends; and
Elimination of copier maintenance.
The 9% overall operating cost objective includes the above -noted $15,574, and:
A further reduction of professional services limiting pre-employment physicals
and criminal history checks;
Reduction of memberships to one required by law concerning employee drug
testing; and
A further reduction in office supplies by 29%.
* 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.
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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. Our
information technology (IT) group seeks to understand technology and how it can
best serve internal and external IT users.
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 information technology.
The department is also responsible for generating
and analyzing financial data related to the City's
operations.
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:
- Budget development and monitoring;
- Preparation of periodic budget
amendments;
- Treasury control and management of
the City's cash and investment
portfolio;
General accounting responsibilities include:
- Internal and external financial reporting
including preparation of the Annual
Financial Report;
- Coordination with the Washington State
Auditor's Office for the City's annual
audit which on average represents
approximately 800 auditor hours each
year;
- General ledger accounting;
- Audit coordination;
- Cash receipting including preparation
of daily deposits for City departments;
- Tracking and receipting telephone
utility tax payments;
- Tracking and receipting quarterly
gambling tax payments;
Finance
Director
Accounting
Manager
Accountant/Budget
Analyst
(3.75 FTE)
Accounting
Technician
(2.0 FTE)
IT Specialist
(3.0 FTE)
Database
Adminstrator
- Debt financing and management; and
- Collaboration with Public Works staff
on financing options for Capital
Projects.
- Processing payroll and accounts
payable for 88.4 full-time equivalent
employees as well as seasonal and
temporary employees;
- Process approximately 3,500 accounts
payable checks;
- Grant accounting and reimbursements
- Project accounting and
reimbursements;
- Advertise and call for applications for
Outside Agency grants for both social
service and economic development
agencies; and
- Advertise and call for
applications for Lodging Tax
grants.
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Information technology responsibilities include:
- Design, maintain and support of
City's data network;
- Research, order, deliver, repair and
maintenance of all desktop, iPad,
laptop, and peripheral equipment ;
- Maintenance of all primary computer
applications including the financial
management and permitting
systems; and
Goals & Strategies
Goal 1: Maintain a consistent level of 201
service in payroll, accounts payable,
budget development, periodic and annual
financial report preparation and
information technology services.
Goal 2: Complete the 2016 Annual
Financial Report by May 30, 2017, and
receive a "clean audit opinion" from the
Washington State Auditor's Office.
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 meeting.
7-2022
Work with Finance staff to cross -train position
responsibilities and knowledge base where
possible. Also, provide adequate training
opportunities to allow staff members to remain
current with changes in pronouncements by
the Governmental Accounting Standards
Board (GASB), changes in the Eden financial
management system, and changes in the
electronic technology that allows all City
employees to be more efficient and effective.
2017
- This can be accomplished through a
combination of cross -training responsibilities
between the Accounting Manager and Staff
Accountants as well as remaining current on
GASB pronouncements.
Goal 3: Continue with the ongoing 201
process of refining the replacement
program for IT hardware resources
including server hardware, network
hardware, printers, and network -based
appliances (firewalls, email backup,
network switches, intrusion prevention
hardware, etc.), desktop computers, and
the phone system. This will continue to be
the foundation for future budget
developments and in large part dictate
operational workload through the course
of the next year.
7-2022
- Update the existing inventory of all related
equipment currently deployed including when
it was acquired, it's expected useful life,
anticipated replacement date, and
replacement cost.
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Goal 4: Work with all City departments
for a seamless physical and technological
transfer of operations to the new City Hall
building.
Goal 5: Acquire and install equipment
necessary for the broadcast of City
Council meetings in the Council
Chambers of the new City Hall building.
Workload Indicators
2017
IT staff will have responsibility for working with
other City departments to facilitate the move to
the new City Hall building. The move will
include both physically moving equipment and
furnishings to the new building as well as
moving technology. This move will require
significant forethought in determining the order
in which departments will be transferred so as
to provide a seamless transition of operations
between the two buildings.
2017
IT staff will utilize Public, Educational, and
Government (PEG) funds received through
the Cable Code at Spokane Valley
Municipal Code Section 3.65 to acquire and
install broadcasting equipment and
technology in the new Council Chambers.
Goal
Workload
2012
Dept.
related
Number of accounts
payable checks
(Includes wires & payroll
benefit checks)
3,312
3,486
3,509
3,623
3,673
3,558
Total City
expenditures
$54,347,028
$57,082,393
$58,574,535
$64,823,939
$68,803,959'
$66,961,089
Number of computer
workstations
150
152
134
140
140
140
Number of iPads
-
6
18
20
27
31
Number of physical
servers supported
-
-
-
17
22
10
Number of virtual
servers supported
-
-
-
8
15
25
Number of
appliances supported
-
-
-
55
45
50
Number of PC's
installed or replaced
63
36
0
54
39
37
Network Hardware
-
--
-
75
76
12015 figure is as of 5/4/2016 and is preliminary and unaudited.
431 Page
Performance Measures
Goal
Performance
2011
2012
2013
2014
2015
2016
6 Yr.
Avg.
Dept.
related
Finance
Department
operating
expenditures/
total City
expenditures
1.90%
1.62%
1.76%
1.66%
1.52%
1.75%
1.69%
Dollar value of
accounts payable
checks
processed
$44,981,566
$48,167,392
$45,834,493
$47,730,365
$54,540,205
$58,020,108
$49,879,022
Dollar value of
wages paid
including OT and
seasonal help
$5,494,477
$5,814,867
$6,066,394
$6,399,115
$6,686,197
$7,073,818
$6,255,811
Help desk
requests per IT
FTE per month
48
55
35
31
29
26
37
Workstations per
number of IT
FTE's
75
76
67
47
47
47
60
Network
availability
percentage
99%
99%
99%
99%
99%
99%
99%
6 -Year Summary:
The dollar value of accounts payable checks processed varies over the six years due to
variances in Capital Projects from year-to-year.
Help desk requests per IT FTE per month dropped in 2014 due to hiring the Help Desk
Technician in that year. This will continue to drive the 6 -year average down.
441 Page
Finance & Information Technology
2017 Budget and Staffing Impact Summary
Increase/
Reduction
2017 Budget
+2.34%
$29,380
Compared to
2016
- 3%
($42,974)
- 6%
($81,798)
- 9%
($119,502)
The Finance Department line -item budget reflects an increase of $29,380 or 2.34%.
Not including wages, payroll taxes and benefits, the budget reflects a reduction of $500
or 1.64%. To the best of our ability, we make certain the budget requests for individual
line -items closely approximate the average actual expenditures in the previous three
years.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed 2017
Budget
In order to meet the directive to reduce the budget by 3%:
Reduce staff by .55 FTE;
Reduce supplies by $800; and
Reduce training and related travel costs by $1,100;
No immediate check requests will be processed which will have the
greatest impact on City construction projects;
City payments to vendors will be slower; and
Ability to analyze cost savings on some purchases will take more time.
In order to meet the directive to reduce the budget by 6%:
- Reduce staff by 0.75 FTEs;
■ 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; and
Ability to produce an error -free annual financial report receiving a "clean
audit opinion" from the State Auditor's Office may be compromised.
In order to meet the directive to reduce the budget by 9%:
Reduce staff by 1.20 FTEs;
o Segregation of duties required by the State Auditor's Office will be
difficult to maintain due to the overlap in accounting system
responsibilities necessitated by the staff reduction.
Reduce supplies by $800;
Reduce training and related travel costs by $1,600; and
o City payments to vendors will likely be processed once every two
weeks as opposed to the current practice of processing payments
weekly; and
o Ability to accommodate the outside agency granting process and
lodging tax granting process will be seriously compromised without
assistance from other City departments.
451 Page
Community & Economic Development
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.
The Community & Economic Development Department provides services related to
engineering, planning, design review, construction inspection, permitting, code enforcement,
and economic development to preserve and enhance the quality of life for the residents and
improve the growth, expansion, and retention of businesses.
Planning Commission
Community & Economic
Development Director
(1 FTE)
Administrative Assistant
(1 FTE)
Development Services
Manager
(1 FTE)
Senior Planner
(1 FTE)
Planner
(2.0 FTE)
Office Assistant I
(1 FTE)
Construction Inspector
(1 FTE)
Engineer
(2 FTE)
Assistant Engineer
(1 FTE)
ROW Inspedor
(1 FTE)
Economic Development
Coordinator
(1 FTE)
Economic Development
Engineer
(0.65 FTE)
Economic Development
Specialist
(1 FTE)
Economic Development
Planner
(1 FTE)
Building Official
(1 FTE)
Senior Plans Examiner
(1 FTE)
Plans Examiner
(1 FTE)
Building Inspector
(3 FTE)
Planner
(1 FTE)
Engineering Technidan
(1 FTE)
Development Services
Coordinator
(1 FTE)
Permit Facilitata
(2 FTE)
Office Assistant I
(2 FTE)
Code Enforcement Officer
(1 FTE)
461 Page
Administrative Division
The Administrative Division provides overall management and oversight of the Community &
Economic Development department, including the economic development efforts, permitting
operations, planning, development engineering and code enforcement. It provides staff support
through administration of the department budget, administrative support and department training.
• Budget and Business Plan; • Back up coordination for both front
• Staff maintenance records;
• Work program;
• Monthly reports, weekly calendars;
• Document management;
• Planning Commission support;
• Format correspondence, public
notices, staff reports;
reception and permit center phone
and counter coverage;
• Public record requests; and
• Departmental Website
maintenance.
The Administrative Division prepares the department budget, Business Plan, work program,
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 recommended
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 departmental website maintenance, coordinating backup phone and
counter coverage for the Central Reception area and Permit Center cashier.
The division is responsible for maintaining and preserving the department files, and preparing
record requests for the department.
Building Division
The Building Division is responsible for implementing
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
and enforcing the State Building Code as
• Outside agency coordination
(including Regional Health, Clean
Air, utilities, and water districts)
• 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
471 Page
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 aforementioned 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 building 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.
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 inspections following structure fires
and other types of damage resulting from natural disasters and accidents.
The purpose of the International Codes, as adopted by the State of Washington and the City of
Spokane Valley, is to promote the health, safety, and welfare of the occupants or users of the
building and structures and the general public by requiring minimum performance standard for
structural strength, exit systems, stability, sanitation, light, 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 issued 5,159 permits during
2016 and a total of 19,785 permits over the last five years for a broad range of development
projects including new homes, residential remodels, schools, multi -story office buildings,
medical centers, apartment complexes, industrial/manufacturing uses 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
performed 15,848 inspections in 2016 and 65,739 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
481 ,age
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; and
• Issuance of Certificate(s) of
Occupancy.
Code Enforcement
During 2016, Code Enforcement responded to 462 cases regarding junk vehicles, garbage,
unsafe structures, various zoning violations, traffic safety hazards and sign code violations while
maintaining a pro -active enforcement model as directed by administration. Their work with
neighborhoods helps to maintain both residential and commercial properties in a safe and clean
condition. They regularly coordinate with police and fire to mitigate life and fire safety hazards
as well as working with the Health Department and Department of Social and Health Services
on issues related to seniors and families in distress. In addition, Code 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 various types of planning projects. This provides the
organization greater flexibility in completing the division's work program by having planning staff
that understand the processes and procedures.
The planning team 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 ensure 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 and Eliminations;
• Special Projects;
• Rezones/Variances;
• State & Federal Reporting; and
• Planning Assistance at the Permit
Center.
491 Page
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 six 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 the April/May time frame of the following year.
Shoreline Management Act (SMA)
The SMA requires all jurisdictions that include "shorelines of the state" as defined by the SMA to
prepare a Shoreline Master Program (SMP). The SMP is required to include a number of
elements, goals, policies, and regulations related to shorelines of the state. The SMP is a long-
range vision for the City's shoreline areas. It includes goals and policies for the shoreline area
and regulations that implement the policy direction of the SMP. When Spokane Valley
incorporated, the Spokane County SMP (adopted in 1974) was adopted as an interim program.
RCW 90.58.080 requires the SMP to be periodically 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, to 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 the GMA which call for
regional planning and coordination on issues such as establishing urban growth area (UGA)
boundaries and developing county -wide planning policies. The PTAC is comprised of planning
department staff from various jurisdictions throughout the county and was formed by the SCEO
to advise on issues related to the requirements of the GMA.
Other Planning Responsibilities
Planning staff is the primary support for land use applications that include short subdivisions (up
to nine 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 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 are prepared on an annual basis to provide information about growth, housing, and
501 Page
employment. Planning Staff provides this information on behalf of the City. Staff also provides
information to the Census Bureau.
Development Engineering General Description
Development Engineering (DE) ensures that land actions and commercial building permits comply
with the adopted codes for private infrastructure development through plan review and
construction inspection. DE also provides floodplain management to enforce FEMA
requirements. DE periodically updates the City's development code pertaining to construction
activities to ensure adherence to federal and state requirements and the adopted Comprehensive
Plan.
•
•
•
•
•
Engineering plan review;
Code amendments;
Construction oversight;
Floodplain management;
Grading permits;
• Right-of-way permits;
• Right-of-way inspections;
• Watershed planning; and
• Wellhead Protection Committee.
Development Projects
DE facilitates the construction of public and private infrastructure completed by private
development projects for land actions and commercial building permits, and assists the
development community by answering questions, reviewing plans, providing construction and
inspection 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 meetings, 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 Americans 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 the Clean Water Act, Washington State Department of Ecology's (DOE)
Underground Injection Control program, Construction Stormwater permit, and the Eastern
Washington 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
511 ,age
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 homeowners, 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.
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 is involved in multiple such committees including
wellhead protection, watershed planning, the Aquifer Protection Council (APC), and the 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), easements, 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 long range plans,
zoning, economic studies and strategies that promote the City inside and outside of the region.
Oversight of these activities is also coordinated closely with the City Administration. The functions
of the Economic Development division are to:
- Develop and implement strategies to promote business growth, attraction, and retention;
- Encourage a diverse and stable business environment;
- Conduct special studies and reports related to economic development, retail recruitment,
tourism, and the economic impact of Capital Projects or initiatives;
- Review, monitor, and coordinate amendments to the Comprehensive Plan and
development regulations;
- 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; and
- Perform a full range of marketing activities including:
o Developing and implementing a strategic marketing plan;
o Creating and distributing marketing materials;
o Preparing and presenting information at meetings of various organizations and
groups;
o Managing the content of the City's economic development webpage;
o Using information technology to assist citizens and potential and existing business
owners; and
o Coordinating the City's Community Development Block Grant (CDBG) application
as well as other grants which could benefit the City's citizens.
521 Page
Comprehensive Plan Management
The Economic Development Division completed the update of the Comprehensive Plan and
supporting development regulations in 2016. Efforts in 2017 will focus on the review, monitoring,
and coordinating amendments to the Comprehensive Plan. Additionally, finding opportunities to
implement various economic development related strategies identified in the Comprehensive
Plan.
Economic Development Strategy
Economic Development will continue its efforts to develop and implement the Division's Economic
Development strategy. In 2017 expected projects include finalizing the development and
implementation of a new economic development division website and developing marketing
materials.
Economic Development Grants
Manage the City's Community Development Block Grant program and identify additional
economic development grant opportunities and pursue as appropriate. In 2017 efforts include the
management and implementation of a grant aimed to streamline environmental permitting in the
City's northeast industrial area and evaluating a new grant management software.
Local and Regional Collaboration
Participation and collaboration with local and regional economic development providers such as
Visit Spokane, Greater Spokane Incorporated (Associate Development Organization), Spokane
Valley Chamber of Commerce, and Spokane Regional Site Selector.
Business Retention, Recruitment, and Expansion
Continue efforts to retain, recruit, and expand businesses in the City. In 2017 efforts include the
development of manufacturing company roster for businesses located with the City, identifying
state and federal programs to support business recruitment, host a developer's forum, and
improve/ enhance the Certified Sites program.
Goals & Strategies
Goal 1: Update the
Comprehensive Plan
Goal 2 (Council Goal): Develop
an economic development
strategic plan
2017 and on going
Evaluate and update the implementation strategies.
Continue to represent the City at the regional Planning
Technical Advisory Committee (PTAC).
Evaluate and update the Capital Facilities element to
be consistent with the City's Capital Improvement Plan.
Continue to evaluate development regulations for
consistency with the Comprehensive Plan .
2017-2018
Continue to evaluate the implementation strategies in the
Comprehensive Plan including:
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.
531 Page
Goal 3: Maintain an efficient 2017-2022
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 consistency with the
Comprehensive Plan.
Goal 4: Retail Recruitment 2017-2022
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 them with
potential retail types and specific businesses.
Identify any zoning, permitting and/or fire and building
code issues that may need to be resolved.
Goal 5: Develop a Tourism 2017
Program - Analyze strategies to improve the tourism industry in
the City.
Identify and pursue tourism attraction strategies to
leverage lodging tax funds.
Goal 6: Pursue infrastructure 2017-2022
improvements which foster Develop a Planned Action Ordinance pursue strategic
economic development infrastructure 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 infrastructure in the
City's industrial areas.
Collaborate with water districts and dry -utility providers
to identify infrastructure needs to meet development
demands and available infrastructure that could be
marketed to attract businesses.
Conduct cost benefit analysis and feasibility studies to
prioritize projects.
541 Page
Goal 7 (Council Goal): 2017-2022
Business Recruitment, Continue to recruit new businesses.
Retention and Expansion Continue to meet with existing businesses to assist
with retention 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 programs
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 its partners that foster their business efforts.
Identify the industry clusters, growing and declining
industries.
Periodically conduct stakeholder focus group
discussions to determine the challenges and
opportunities facing the business community.
Identify retail zoned sites adjacent to the Appleway
Trail and coordinate with representative brokers to
market trail access.
Goal 8 (Council Goal): Develop 2017-2022
an economic development Implement marketing strategies for attraction and
marketing program 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 materials 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 as a
destination for active, outdoor recreation.
551 Page
Goal 9: Use Information
Technology (IT) to support the
department's mission
Goal 10 (Council Goal):
Collaborate with economic
development partners and
related service providers
Goal 11 (Council Goal):
Strengthen and expand civic
and event opportunities
Goal 12: Develop a robust
Geographical Information
System (GIS) with modern web
applications
- Review the City's existing marketing collateral to
ensure their consistency with the established theme
2017-2022
Continue to develop a records management system
that enhances transparency and creates efficiencies.
Implement SMARTGov Web Portal Upgrades.
Expand online permitting types.
Configure and 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:
o Permit Center staff (in person); and
o Owner/contractor (online).
Continue to work with businesses to add their business
information to Google Places.
2017-2022
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.
2017-2022
- Evaluate opportunities to support amateur and youth
sports organizations.
- Continue to partner and promote community events
such as Valleyfest, the Bike Swap, Crave Northwest
and the Cycle Celebration.
- Support efforts to create new events in Spokane
Valley that build a sense of identity and promote
Spokane Valley.
- Develop tools that connect citizens with community
assets.
2017-2019
- Coordinate with utilities and special purpose districts
to incorporate their available 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.
561 Page
- Create an inventory of vacant properties and their
features to assist in the site selection 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 development.
- Create an online tool to allow citizens to report citizen
service requests, such as potholes, 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.
Goal 13: Floodplain Revisions 2017
- Develop Forker Draw final map products and submit to
FEMA.
2017-2022
- 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.
Goal 14 (Council Goal): Foster 2017-2022
an education and job -ready - Develop relationships with local community colleges,
workforce Spokane Valley Tech, high schools, and workforce
development council to determine how to support their
efforts and ensure business owners utilize these
resources.
Goal 15: Emergency
Management
2017-2022
- 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, and hospitals.
Goal 16: Community 2017
Development Block Grant - Identify high-priority projects consistent with Spokane
(CDBG) County CDBG Consortium policies.
- Identify infrastructure limitations that impact
development.
- Evaluate CDBG Consortium agreement.
571 ,age
Goal 17: Records Retention 2017-2022
- Continue scanning historical residential address files
into Laserfiche.
- Continue scanning permit -related documents into
SMARTGov.
- Work on electronic plan submittal acceptance
guidelines.
Goal 18: Regional Special 2017-2022
Inspection and fabricator - Coordinate with regional building officials, local
process 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); and
■ Structural Engineers Association of
Washington.
Goal 19: Small Business
Assistance Program
2017-2020
- Continue to improve the new business welcome
program.
- Publicize local business success stories and events.
- Explore the feasibility of a facade improvement grant
or loan program for property owners that voluntarily
make physical improvements to their properties.
Goal 20: Continue participation 2017-2022
in Spokane Regional Code - Take a regional leadership role amongst peers.
Group Meetings - 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 consistency in interpretation and
implementation of State adopted building codes.
581 ,age
Workload Indicators
Goal
Workload
2011
2012
2013
2014
2015
2016
Dept.
related
Permit Center counter walk-
ins
4,545
4,812
4,428
4,511
4,572
5,094
Pre -Application Meetings —
Commercial
-
-
85
79
88
74
Pre -Application Meetings —
Land Use
-
-
25
30
32
41
Construction Applications
Received
-
-
2,798
4,704
4,536
5,708
Land Use Applications
Received
-
-
624
719
660
681
Construction Permits
Issued
3,454
4,010
3,431
3,961
3,993
5,159
Land Use Applications
Approved
-
-
33
659
561
595
Development Inspections
Performed
-
-
10,736
13,534
13,848
15,848
Code Enforcement cases
investigated
532
397
360
354
383
462
Number of Online Permits
issued
-
-
-
1,314
1,5822
2,449
Number of hearings
conducted by the Hearing
Examiner
-
-
33
7
6
8
Municipal Code text
amendments processed
-
-
5
12
2
-
Planning Commission
meetings participated in
15
23
23
20
21
22
Number of businesses
assisted
-
-
-
23
27
1
Meetings with regional
partners
-
-
-
51
54
55
Marketing media created
-
-
-
9
12
19
Service population
89,7551
90,550
91,490
92,050
93,340
94,160
'This number is based on the 2010 Census.
2An error was found in the number for this year. Permits which were not taken in online had been added in, this has
been corrected.
42% Applications
Received through
the Online Public Portal
Total Permits
Received in 2016
Total Permits
Received Online
This number to continue to grow as the
City expands the types of permits available
for submission over the internet. The
City's frequent customers are very satisfied
with this service.
591 Page
Performance Measures
*Per Greater Spokane Inc. yearly report
6000 -
5000 -
4000 -
3000 -
2000 -
1000 -
0
Construction Permits Issued
4010
3431
3961 3993
5159
2012 2013 2014 2015 2016
Construction permits issued by the department is on
a steady and upward trend. The upward trend is a
result of an improving economy that has been
assisted by streamlined policies implemented by the
City.
$300.0
$250.0
$200.0
$150.0
$100.0
$50.0
$-
* in
Permit Valuation
$173.9
$109.2 $111.9
$98.2
262.5
2012 2013 2014 2015 2016
85% of our permits are
processed in 3 days or Tess
The City continues to process permits in a very timely
manner: 85% of permits are issued in three days or
less. The City also began tracking permits applied for
online. 2014 was the first full year of the permit public
portal; now more than a third of our permits are
received in this manner.
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 three years.
601 Page
Dept.
related
Percent of construction permits
issued in less than three days
-
79%
85%
85%
-
Average number of days for
new residential building permit
review
5
5
5
5
5 work
days
Average number of days for
tenant improvement permit
review
10
10
10
10
10 work
days
Business retention/expansion
meetings held
-
-
27
20
15
Business recruitments —3
ongoing
1
5
Business recruitments —-
completed
-
2
2*
1
Economic Development-
workshops held
-
2
2
2
*Per Greater Spokane Inc. yearly report
6000 -
5000 -
4000 -
3000 -
2000 -
1000 -
0
Construction Permits Issued
4010
3431
3961 3993
5159
2012 2013 2014 2015 2016
Construction permits issued by the department is on
a steady and upward trend. The upward trend is a
result of an improving economy that has been
assisted by streamlined policies implemented by the
City.
$300.0
$250.0
$200.0
$150.0
$100.0
$50.0
$-
* in
Permit Valuation
$173.9
$109.2 $111.9
$98.2
262.5
2012 2013 2014 2015 2016
85% of our permits are
processed in 3 days or Tess
The City continues to process permits in a very timely
manner: 85% of permits are issued in three days or
less. The City also began tracking permits applied for
online. 2014 was the first full year of the permit public
portal; now more than a third of our permits are
received in this manner.
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 three years.
601 Page
Community & Economic Development
2017 Budget and Staffing Impact Summary*
Increase/
Reduction
2017 Budget
+1.72%
$62,845
Compared to
2016
- 3%
($108,974)
- 6%
($215,012)
- 9%
($339,089)
The Community & Economic Development budget reflects a 2.27% increase for 2017.
A planner will join the Economic Development team, an increase was taken for
improved GIS services software and licensing. Code Enforcement has been moved
under the direction of the Building Department in order to better coordinate our
services with all divisions.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed
2017 Budget
A 3% cut in the department would reduce 1.0 FTE. The department would stop being
able to provide planning duties/customer service in the Permit Center. Questions or
calls regarding land use would not be answered immediately. Calls would be returned
within 24 hours. This would limit the department's ability to be able to process permits,
land actions, and provide customer service to our citizens.
A 6% cut in the department would reduce 2.0 FTE. This reduction would increase the
workload for the remaining two planners, causing an increase in response time for
planning inquires and work projects. This would significantly limit the department's
ability to be able to process permits, land actions, and provide customer service to our
citizens.
A 9% cut in the department would reduce 3.0 FTE. This reduction would continue to
increase response time for planning inquires and work projects, reduce guidance in
the department, and reduce support for the Planning Commission. This would
drastically limit the department's ability to be able to process permits, land actions, and
provide customer service to our citizens.
* 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.
611 Page
0)
1
wpto
Parks & Recreation
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.
Parks & Recreation
Director
Park Operations &
Maintenance
(Contract Services)
Aquatics Operations &
Maintenance
(Contract Services)
Precinct Maintenance
(Contract Services)
Administrative
Assistant
CenterPlace Janitorial
Services
(Contract Services)
Senior Center
Specialist
Recreation
Coordinator
CenterPlace
Coordinator
CenterPlace
Administrative
Assistant
CenterPlace Office
Assistant I
Maintenance Worker
Facilities
(2.0 FTE)
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 Department is comprised of nine FTEs. Parks
Maintenance and Aquatics services are contracted with external businesses/agencies. The Parks
& Recreation Department also maintains a database of local recreation programs and services to
help match citizens with existing services.
Parks Administration / Parks Maintenance Vision
To provide and maintain quality parks that offer a diverse range of experiences 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 and 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
621 Page
Recreation Vision
To deliver diversified recreational and educational experiences for all ages; to foster vigorous
community partnerships; and to advocate health, wellness and physical activity.
- Provides summer day camp, winter break camp, summer park program and 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 and Spokane County; and
- Maintains database of local recreation programs and 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; and
- The city leases a portion of Valley Mission Park for Splash Down — a privately operated
water park.
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 Valley. 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
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 and marketing contract;
- Partners with Spokane Community College and Central Valley School District; and
- Rooms include a great room, commercial kitchen, fireside lounge, auditorium and
numerous meeting rooms.
and
Senior Center Vision
To empower adults 50+ for personal independence, healthy aging, social connection and life-long
learning experiences; to serve as a hub and focal point, to complement existing services and
provided programs, activities and opportunities for the aging population; and to operate as a multi-
purpose senior center to provide health, social, educational, referral and recreational services.
- Manages the Senior and Wellness Center at CenterPlace from 8am-4pm Monday
through Friday;
- Coordinates all activities and programming – over 50 different programs;
- Utilizes over 75 volunteers;
- Facilitates Meals on Wheels program; and
- Maintains an active membership of over 1000.
631 Page
Goals & Strategies
Goal 1: Implement recommendations
of the newly updated Parks and
Recreation Master Plan, including the
continued development of aquatic and
recreation programs that serve the
needs of our citizens.
Goal 2: Implement the updated
CenterPlace Regional Marketing and
Communications Plan.
Goal 3: Make facility improvements
to CenterPlace
Goal 4: Expand senior services to
serve changing needs and
expectations of the senior
population.
Goal 5: Work with Centennial Trail
Partners to implement new
maintenance agreement.
2017-2022:
- Make necessary pool repairs.
- Pursue park acquisitions and development.
- Explore adding additional recreation programs
to meet customer need.
- Add Splash pad to Edgecliff Park.
- Continue to contract for park maintenance and
aquatic operation services.
- Add Valley Mission Dog Park amenities.
Construct Appleway Trail Sullivan to Corbin.
2017-2022
- Increase seasonal staffing to accommodate a
higher level of service.
- Develop "CenterPlace's Partner Services" with
local event planners.
- Explore new marketing services to help
implement marketing plan.
- Work to add new signature events to the
Mirabeau campus.
- Expand Catering involvement in events.
2017-2022
- Make parking lot improvements for safety.
- Schedule preventative maintenance and facility
updates to maintain CenterPlace in good
condition.
- Explore adding infrastructure outside
CenterPlace to improve event venue.
- Update audio visual systems in the Great
Room.
- Continue to replace flooring and furniture
throughout building.
- Continue to repair roof leaks.
2017-2022
- Challenge to serve current age demographics
and to attract new participants.
- Add new, active programming.
- Increase involvement with neighboring
retirement communities.
- Educate the community at -large about the
purpose and potential of the Senior Center.
2017-2022
- Seek grant opportunities for capital repairs.
- Develop a six-year maintenance plan.
641 Page
Workload Indicators
Goal
Workload
2011
2012
2013
2014
2015
2016
Target
G-1
Developed acres
maintained
126
126
133.6
133.6
133.6
133.6
-
Trees planted
10
17
10
10
10
4
10 per year
Overall number of
park facility
reservations per year
308
407
399
428
425
431
+10 per year
Number of recreation
classes offered
100
100
129
158
189
189
+10 per year
Spokane Valley
Population2
90,110
90,550
91,490
92,040
93,340
94,919
-
Number of open swim
hours
available/season
1,326
1,326
1,221
1,251.5
1,465
1,465
Maintain
2008 hours
Number of swim
lesson/team
registrations
1,244
1,351
1,547
1,510
1,582
1,582
-
G 2
Number of area
businesses/hotels
contacted for use of
CenterPlace
21,649
21,650
14,651
7,300
5,617
5,617
Contact all in
region
Number of
reservations per year
816
950
815
844
919
923
+10% per
year
Number of operating
hours per year
4,633
4,633
4,633
4,633
4,633
4,633
-
Number of room use
hours booked per
year
5,379
6,119
6,120
4,040
6,503
7,767
-
G-4
Number of
participants in Senior
programs or
workshops per year
34,442
35,678
36,343
34,193
26,329
28,003
+10% per
year
Average age of
Senior participating in
programs
75.70
74.50
75.5
74.7
75.5
74.5
-
Number of Senior
programs offered per
year
50
50
50
50
39
39
60 per year
(ultimate)
G-5
Miles of Centennial
Trail
6.78
6.78
6.78
6.78
6.78
6.78
-
Number of grants
applied for (Applied
for by Trails Partners)
0
0
0
0
0
0
1 per year
Labor hours to
maintain Centennial
Trail
900
900
900
900
900
900
Maintain
2008 level
651 Page
Performance Measures
Goal
Perforrrtanee
2011
2012
2013
2014
2015
2016
6 Yr.
Avg.
Target
G-1
Developed park
acres per 1000
population
1.5
1.5
1.4
1.4
1.4
1.4
1.43
-
Recreation
program
recovery vs.
direct cost
92.44%
92%
99.9%
104%
104%
108%
100.06%
Maintain
2008
recovery
Parks &
Recreation
recurring budget
per capita
$27.68
$29.08
$29.14
$29.43
$29.69
$29.67
$29.12
-
G-2
Percentage of
facility capacity
per Great Room
reserved
20.2%
21.7%
27%
23.7%
27%
22%
23.6%
-
Percentage cost
recovery per
CenterPlace
(CenterPlace
revenues covered
% of the
expenses.
Expenditures do not
include building
replacement funds)
51 %
53%
45%
54%
52%
47%
50.33%
-
Percentage of
area businesses
utilizing
CenterPlacel
.0095%
.0215%
3%
5%
3.7%
5%
2.79%
Reach for
10%
Percentage of
facility capacity
per Lounge
reserved
19%
23%
10%
9%
22%
20%
17.17%
-
Percentage of
regional use of
facility
14%
18%
5%
9.1%
4.2%
4%
9.05%
0
30 /o
(ultimate)
Percentage of
Seniors over 60
in Spokane
Valley
per capita
(Census data is not
current)'
19.71%
19.71%
19.71%
19.71%
18.52
%
14%
18.56%
-
'Senior numbers will vary because different ages are used. Some use age 50, others age 60
661 Page
Goal
Performance
2011
2012
2013
2014
2015
2016
6 Yr.
Avg.
Target
What percentage
of City of Spokane
Valley Seniors
who
participate in
programs attend
Health & Wellness
Programs?2 (age
50 and up)
40%
40%
45%
56%
30%
33%
40.67%
-
G-5
Cost to maintain
per capita per trail
mile
$.05
$.05
$.05
$.05
$.05
$.05
$.05
-
Percentage of
successful grant
applications
(Applied for by Trails
Partners)
0
0
0
0
0
0
0
-
Miles of Trail per
1000 households
.076
.076
.076
.076
.076
.076
.076
-
2Question reworded for clarity and adjustments made to measures to reflect change in wording
6 -Year Performance Measures Summary Goal 1:
- The 6 -year average Parks & Recreation recurring budget per capita is $24.17. The City
has increased the budget to remain consistent with population growth.
o Population increase from 2011 to 2016 is 4.5% (90,110 to 94,179) per State of
Washington Office of Financial Management
o Per capita recurring budget increase from 2011-2016 is 7.10% ($27.68 to $29.67)
- The 6 -year average of percentage
of cost recovery for CenterPlace is
50.33%. While there was a
decrease over a few years, there
was an increase 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.
o In 2011, the cost recovery
was 51%; 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.
671 Page
Parks & Recreation - 2017 Budget and Staffing Impact Summary*
Increase/
Reduction
2017 Budget
+1.31%
$36,718
Compared to 2016
- 3%
($84,000)
- 6%
($167,250)
- 9%
($246, 050)
The Parks and Recreation Department budget, including wages, payroll taxes
and benefits, reflects an overall increase of $36,718 or 1.31% for 2017.
Theoretical Budget Reduction Exercise – Reductions Applied to Proposed
2017 Budget
To achieve a 3% reduction in the proposed 2017 budget the following
reductions are offered for consideration:
- $32,000 – Reduction in aquatics professional services. This will
eliminate two weeks of the summer pool season at all three outdoor
pools.
- $29,500 - Reduction in 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.
- $2,500 – Reduction in administration professional services. This will
reduce the professional services budget for 2017.
$20,000 – Reduction in the advertising budget for CenterPlace. This will
impact our ability to market CenterPlace regionally.
In addition to the 3% reductions, add the following for consideration:
- $64,000 - Reduction in aquatics professional services. This will
eliminate two more weeks of the summer pool season at all three
outdoor pools.
$15,000 - Additional reduction in CenterPlace advertising. This will
negatively impact our ability to market CenterPlace.
$4,250—Reduction in CenterPlace small tools & minor equipment.
In addition to the 3% and 6% reductions, add the following for consideration:
$64,000 - Reduction in aquatics professional services. This will
eliminate one more week of the summer pool season at all three
outdoor pools.
$5,000 – Additional reduction in CenterPlace advertising. This will
reduce the marketing budget by over 85% critically impacting our
ability to market CenterPlace.
$2,000 — Reduction in administration -travel. This will eliminate
attending the NRPA Conference.
$600—Reduction in administration conference registrations. This will
eliminate attending the NRPA Conference.
$3,900—Reduction in recreation temp -seasonal — wages. This will
eliminate our free summer park program at Edgecliff, Terrace View,
and Valley Mission parks. This will also eliminate the free breakfast
and lunch meals.
$300—Reduction in recreation office & operating supplies. This
coincides with the above reduction.
$3,000—Reduction in maintenance repair and maintenance supplies.
This will eliminate all repair and maintenance supplies.
* 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.
681 Page
Public Works
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.
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 provides
management and control of solid waste, coordination with other City departments on the planning,
design, and construction of City parks and civic facilities, along with participation in regional public
works issues such as wastewater, stormwater, and high-capacity transportation.
Administrative
Assistant
Public Works
Director
Public Works
Maintenance
Superintendent
Maintenance/
Construction
Inspector
(4.0 FTE)
Senior Engineer -
Traffic
Enginee - Traffic
Engineer -
Stormwater
Assistant Engineer
- Stormwater
Engineering
Technician II —
Stormwater
Capital Improvement
Program Manager
Senior Engineer —
Project Manager
(2.0 FTE)
Engineer
Engineering
Technician I
(2.0 FTE)
Administrative
Assistant
Engineering
Technician II
Engineer —
Planning/Grants
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; and
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.
Capital Improvement Program
691 Page
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 carefully prioritized long-range planning, acquisition, and
management of state and federal grant funding, coordination with stakeholder groups, and
proficient project management. Tasks include:
- Development of annual 6 -year Transportation 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); and
o Tther State and Federal Funding Sources;
- Implementation of Capital Projects:
o Manage Project Budgets;
o Project Design (Consultants and City staff);
o Survey;
o Right -of -Way Acquisition;
o Bidding;
o Construction;
o Inspection, Documentation, Contract Management;
o Warranty/Closeout; and
o Compliance with Grant Agency Requirements.
- Coordination with SRTC and other jurisdictions on regional transportation policies and
projects; and
- Collaboration of Capital Projects with Maintenance, Stormwater, Traffic, Parks, and
Community & Economic Development.
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; and
- Contract activities include asphalt patching, crack sealing, gravel shoulder repairs, curb
and sidewalk repairs, gravel road grading, stormwater repairs, etc.
Snow Removal
- Operates and maintains 9 City -owned snow plows;
- Maintains all priority 1, 2, and 3 streets with City snow plows; and
- 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; and
- City sidewalks along arterial streets are cleaned in the spring.
Roadway Landscaping Services
- Maintains all City owned right-of-ways; and
- Provides weed control on all major arterials including sidewalks.
701 Page
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; and
- Removes snow from sidewalks on bridges.
Storm Drain Cleaning Program
- Cleans drywells, catch basins, culverts, swale inlets, and bridge drains.
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 & 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, and 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; and
- 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 timing, 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.
Stormwater Utility
The Stormwater Utility (SVV) 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.
711 Page
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 and Outreach;
- Response to Citizen Action Requests; and
- City Parcel Certification and Fee Administration.
The Utility provides development and oversight to individual stormwater system projects and
improvements in conjunction with projects led by others including Utility and City Street projects.
The Utility manages a Capital Improvement Program (CIP) to assist in prioritization of projects to
improve stormwater collection, treatment, storage, and discharge.
The Utility oversees the requirements of the Clean Water Act for stormwater discharges including
implementation of the City's National 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 provides 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.
Goals & Strategies
(Council Goal)
Continue to work with state and
federal legislators for possible financial
assistance for the Barker Road Grade
Separation.
(Council Goal)
Develop a strategic plan for funding
and completion of all grade
separation projects.
2017-2022
- Provide project specific support to Council
and administration.
Continue to seek support from local
legislators and interest groups such as GSI
and Valley Chamber of Commerce.
2017-2022
Pursue grant opportunities at the state and
federal levels including long—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.
721 Page
(Council Goal)
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.
Goal 1: Maintain City streets at lower
costs to retain a higher overall
pavement condition.
Goal 2: Develop a maintenance
program for traffic signal components
to address aging infrastructure. Devise a
financial plan to address these needs
and incorporate into the budget.
Goal 3: Continue to engage in the
discussion surrounding Oil and Coal
Train impacts to the Valley, region,
and the State
Goal 4: Continue implementation of
the stormwater program.
2017-2022
- Work with City Management to find a
solution to this funding shortfall.
Continue to seek out grants and alternative
funding to assist with the funding for
pavement preservation projects.
2017-2022
Continue to update and implement the
Pavement Management Plan (PMP).
Improve the 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.
2017-2022
Perform a condition assessment of existing
traffic signal components and equipment.
Develop a maintenance program and budget
to replace aging equipment and
components.
2017-2022
Monitor federal and state proposed regulations
related to transport of oil and 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.
2017-2022
Develop plan for storm drain maintenance and
operations.
- 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 Elimination
System (NPDES) Phase II permit
requirements.
731 Page
Goal 5: Manage Solid Waste Program. 2017-2022
- 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.
Develop an RFP for consulting services to
assist with development of new collection
services contract.
Goal 6: Identify projects and funding 2017-2022
that will encourage economic - Implement ideas from Economic Development
development. Study.
Possible examples: Appleway Trail, Barker
Rodd BNSF grade separation, installing sewer
on Barker Road, City Center Infrastructure.
Workload Indicators
Goal
Workload
2011
2013
2014
2015
G-1
Centerline lane miles of
streets maintained
461
461
461
461
461
461
Number of citizen action
requests for street
maintenance
1,066
1,027
859
1,147
897
1,241
Street sweeping (in tons)
695.25
894
804
874
1,370
1,450
G-2
Traffic signals maintained
85
86
86
85
85
86
Traffic counts performed
135
202
140
137
146
165
School beacons
maintained
26
32
32
36
36
36
Traffic signals maintained'
21,0001
21,000
21,000
21,000
21,000
21,000
Rectangular Rapid
Flashing Beacons (RRFB)
maintained
-
-
-
2
8
8
Standalone radar speed
signs and intersection
control beacons
-
-
-
5
5
5
Traffic Cameras
maintained
-
-
-
10
12
12
G-3
Number of drywells
7,376
7,416
7,437
7,428
7,346
7,258
Number of drywells
cleaned
175
206
402
206
263
282
New drywells registered
14
10
3
4
0
0
G-4
Number of Vehicles
maintained
-
-
-
28
28
28
'Spokane County revised the database regarding traffic signs in 2011 to obtain a more accurate number of street signs.
741 Page
Performance Measures
Goal
Performance
2012
2013
2014
2015
2016
6 Yr. Avg.
Ton of cold patch for
potholes
36.10
77.36
68.34
72.14
32.15
30.31
49.03
Street maintenance
cost per capita
$58.00
$41.19
$51.29
$53.11
$48.11
$48.01
$49.09
Lane miles maintained
per 1,000 population
5.12
5.12
5.12
5.12
4.94
4.94
5.09
Street sweeping
expenditures per
capita
$4.92
$5.77
$5.35
$5.29
$5.25
$5.11
$5.24
Street condition based
on the Pavement
Condition Index (PCI)
-
-
75
-
71
-
73
Cost per ERU
(Equivalent Residential
Unit)
$21.00
$21.00
$21.00
$21.00
$21.00
$21.00
$21.00
Cubic yards of new
drywells constructed
560cy
400cy
120cy
160cy
0
0
206.7 cy
G-4
Maintenance Cost Per
Vehicle ( PW Non-
Snow vehicles)
-
-
-
$237.14
$548.73*
$309.56
$392.94
Maintenance Cost Per
Snow Plow
-
-
-
$8,744.40
$8,944.89
$4,121.47
$7,270.25
* Due to major repair on 2005 Dakota.
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.
Percentage of Network by Area
35
30
25
20
15
10
5
0
Current Pavement Condition Index (PCI) Distribution by
Area
• Current Network Average Condition = 71, Backlog =
10%
O `�Oo `,Oo �Oo S'Oo Soo 6Oo Oo Oo 0o0
O N -)O `�O �'O rO 60 'O �O 0 O
O
Pavement Condition Index (PCI)
751 Page
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.
1600
1400
1200
1000
800
600
400
200
0
Pavement Conditon comparison 2010 to 2015
-0s
5`/ X 19 Rove -: =: ' _ a • S-. So: .: j • Z'
• SY 1913 Rove Te -:. 9 -2= . • 75, Sae+.t j • 3}5
-0C
33
39
SF+ 2915 Rave Te --_ •':,'metal • 19%
23 I
29
17
10
1111111111
Ven• Ret-
?:leSCI
Pet- Mo -in. C"•• :x! `ic-y=3r-ad !ace
;SC le 431 ;z5::!•. .:75: :734c 331 :33 to 1991
Citizen Action Requests for Street
Maintenance
2011 2012 2013 2014 2015 2016
On average, the City receives
1,121 requests per year
related to Street Maintenance.
The requests include potholes,
roadway hazards, stormwater,
traffic, dead animals, and other
various requests.
Citizens may report problems
through our website or by
calling City Hall.
761 Page
Public Works 2017 Budget and Staffing Impact Summary*
Increase/
Reduction
2017 Budget
+1.56%
$15,062
Compared to
2016
- 3%
($29,448)
- 6%
($60,837)
- 9%
($90,353)
The Public Works budget reflects a 1.56% increase for 2017. This is in response to
Council's request to hold the City's General Fund budget to 1% from 2016. In order
to achieve the 1% goal, the City's new GIS program reflects the elimination of
SCIMAP, along with invoicing distribution with Community & Economic Development
and Stormwater. This change reflects a reduction of $7,505.
Theoretical Budget Reduction Exercise — Reductions Applied to Proposed 2017
Budget
To meet a 3% reduction:
Reduce staff by .3 FTE
• The reduction of staff will reduce services provided to citizens.
Reduce engineering and architectural line item by $5,000 leaving $3,000
• The reduction of engineering and 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.
Reduce travel and mileage by $5,000, leaving $2,000
• Travel and mileage reductions will not allow staff the proper training
and continuing education that is needed to stay current on Public
Works issues.
Reduce conference registrations by $6,250, leaving $2,200
City staff will be severely limited in attending continuing education and
conferences to keep their license requirements met, as well as the City up to
date on current practices. This would jeopardize retention of their licenses.
To meet a 6% reduction:
- Reduce staff by .6 FTE
• The reduction of staff will reduce service provided to citizens.
Reduce travel and mileage by $6,000, leaving $1,000
• Travel and mileage reductions will not allow staff proper training and
continuing education that is needed to stay current on Public Works
issues.
Reduce conference registrations by $7,450, leaving $1,000
City staff would not be able to complete their license requirement practices,
nor will they be able to attend continuing education and conferences to keep
the City up to date on current practices. This would jeopardize retention of
their licenses.
To meet a 9% reduction:
- Reduce staff by 1 FTE
• The reduction of staff will reduce services provided to citizens.
* 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.
771 Page
Addendun
Addendum A: Spokane Valley Police Department
Contract Services
Spokane Valley Police Department {Commissioned Officers)
Spokane
County Sheriff
Shared
Resources
S piit
County/Cit
Trainin g/P rofessional Standards
7FWE
Marine P at rol/S ea rch & Re scu e
1.75 Deputies
Int elligen ce Led Policin g
1 Detective
K-9
5 Deputies
Investigation s
Investigative Captain — 1 FIE
InvestigativeLt. — 2 FTE
Major Crimes- 7 FTE
Sex Crimes— 7 FTE
Joint Terrorism Task Force — 1 Det.
SateStreets (Drug & Gan g)-6FTE
Dedicated Resources
100% Spokane Valley
Police Chief
Precinct
Commander Lt.
Administrative
Sergeant
P recin d Front
Desk Deputy
(Daysh M. Patrol)
Spokane Valley
City Manager
Daysh ift
Commander
Traffic
1Sergeant
1 Detective
5 Deputies
Property and DrugCrirne Investigations
1 S ergeant
10 Detectives
1 Deputy
Dedicated but also supervised by Inv, L1.1
Patrol
4 Sergeants
19 Deputies
Nightshift
Commander
Patrol
5 Sergeants
27 Deputies
S chool
Resource
4 Deputies
Comm. Srvs.
Domestic
Violence
2 Deputies.
The Spokane Valley Police Department (SVPD) is included as an Addendum to the Business
Plan because their services are provided by contract with the Spokane County Sheriff's Office
(SCSO). The Spokane Valley Police Chief, Mark Werner, reports to the City Manager and to the
Spokane County Sheriff.
The SVPD information in the Business Plan is important to:
- Provide information as to the Police Department's structure and how that translates into
services to the City's citizens.
- Gain an understanding of the costs involved in providing these services.
In reviewing the Police Department Business Plan, it is important to note that the Interlocal
Agreement for Law Enforcement Services specifies the type and timing of budgetary changes
that the City can make to law enforcement. The City conducted a study in 2013-2014 to assess
the current staffing level of the Spokane Valley Police Department to determine if the staffing
level was appropriate to meet the law enforcement needs of the community. The goal when
embarking on this study was to ensure that every opportunity to maximize efficiency was
explored prior to considering adding personnel.
Spokane Valley City staff, in conjunction with Spokane Valley Police Command staff, identified
several opportunities to enhance the service delivered to the citizens. The result was a plan that
was adopted by Council in 2014. The plan was a combination of enhancements to existing
resources and included utilizing two new Patrol deputies in the most efficient way possible. In
order to assess the value and return on the City's investment, new performance measures were
added to the Business Plan. In time, this data will provide the information needed to determine
whether or not these changes are meeting the service needs of the community.
781 Page
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 support individual rights, while at all times providing for the security
of persons and property within the community. This division is the backbone of an organization
whose very existence is justified solely on the basis of community service.
In general, Patrol's function is to respond to calls for assistance, act as a deterrent to crime,
enforce state and local laws, and respond to emergencies 24 hours per day, seven days per
week. Specifically, this division provides the following services within the limits 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 suspects and perpetrators of criminal acts; this also includes
the collection of evidence, complete written reports, issue citations or warnings, and testify
in court, when applicable;
- 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 response times be as short as possible, as increased response
times only causes more risk to both the public as well as officer safety. Staffing 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. The trend continued throughout 2016. Calls
for service increased 7.45% in 2016 compared to 2015.
791 Page
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
2015.
Additionally, specialty units such as SWAT and EDU (Bomb Squad) are made up of deputies
assigned to Patrol as well as detectives assigned to the Investigative Unit. Many hours are
invested in the training of these individuals in specialty fields.
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 continues to
operate with just four 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 will be on weekends.
Power Shift Schedule
Current Staffing
Current vacancies within SVPD include one Traffic Unit sergeant, two patrol deputies, one traffic
deputy, three detectives, and one investigative deputy.
SCSO has recognized that the pool of qualified law enforcement applicants has become very
shallow and that competition with other agencies for quality applicants is fierce. To meet hiring
needs SCSO has implemented a number of changes in order to attract and identify quality
applicants. First, SCSO has entered into contract with Public Safety Testing (PST) for the initial
application process and the proctoring of the civil service examination. The primary advantage
of the relationship with PST is that applicants from other areas of the country are able to take
SCSO's exam without having to travel to Spokane. While the relationship is young it appears that
it will be fruitful. SCSO has recently hired individuals from outside the area that likely would not
otherwise have traveled to Spokane to apply.
Additionally, SCSO has created a recruitment team consisting of an SVPD lieutenant, sergeant,
and deputies. This team has established relationships with all of the regional colleges and
universities that have a criminal justice program including: SCC, EWU, WSU, and NIC. This effort
80 1
M
T
W
TH
F
SA
SU
Assigned
3
3
4
4
4
7
3
Minimum
2
2
3
3
3
5
2
Current Staffing
Current vacancies within SVPD include one Traffic Unit sergeant, two patrol deputies, one traffic
deputy, three detectives, and one investigative deputy.
SCSO has recognized that the pool of qualified law enforcement applicants has become very
shallow and that competition with other agencies for quality applicants is fierce. To meet hiring
needs SCSO has implemented a number of changes in order to attract and identify quality
applicants. First, SCSO has entered into contract with Public Safety Testing (PST) for the initial
application process and the proctoring of the civil service examination. The primary advantage
of the relationship with PST is that applicants from other areas of the country are able to take
SCSO's exam without having to travel to Spokane. While the relationship is young it appears that
it will be fruitful. SCSO has recently hired individuals from outside the area that likely would not
otherwise have traveled to Spokane to apply.
Additionally, SCSO has created a recruitment team consisting of an SVPD lieutenant, sergeant,
and deputies. This team has established relationships with all of the regional colleges and
universities that have a criminal justice program including: SCC, EWU, WSU, and NIC. This effort
80 1
is expanding in 2017 to western Montana and to universities with job placement programs like
Whitworth and Gonzaga. The recruitment team has also partnered with the Washington National
Guard to assist each other in finding applicants and has connected with the Joint Base Lewis-
McChord career placement program for soldiers and airmen leaving active duty.
Currently, plans are being explored to use school resource deputies to recruit more Law
Enforcement Explorers and then to restart the Law Enforcement Cadet Program that allows the
Sheriff's Office to retain a relationship with Explorers during the interim between when they turn
21 and leave the program and when they complete their education and apply.
The ultimate goal of these efforts is to fill all vacancies among commissioned ranks as rapidly as
possible without compromising on the quality of the applicants hired.
Crime Prevention
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);
- Provides information to citizens of community services and recommends options to
facilitate long-term problem resolution;
- Supports Neighborhood Watch;
- Resource to City department heads; and
- 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; and
- 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 Department. 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.
811 Page
Traffic Unit
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 analyze 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 educates, it builds trust, changes
perceptions, and provides an invaluable service to the community.
School Resource Deputies
School Resource Deputies (SRDs) 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. SRDs often attend district meetings at various schools
and buildings to provide expert advice on security and safety, give presentations 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.
821 Page
One of a school administrator's goals is handling situations at each school is to return to a normal
atmosphere as soon as possible to minimize the distraction to the educational environment.
Because the SRD is at the school, there is no waiting on a response from a 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 SRDs 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.
SRDs 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 SRDs 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 SRDs
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 SRDs to deter such incidents as the "Columbine
shooting" is a critical function for the safety of our children, citizens, and officers.
Impact of Staffing — Training Provided by Spokane County Sheriff's Department
The Spokane Sheriff's Regional Training Center is located at the former Mountainview Middle
School in Newman Lake.
*Total number of hotel rooms booked (i.e. students attends a three-day class, counts as three hotel rooms booked).
Numbers were figured conservatively, assuming that the student leaves Spokane area 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 2016.
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.
831 Page
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Total
Students
Trained
118
1074
2516
2521
3096
3220
3163
3365
3190
1119
1905
Total Hotel
Rooms
Booked*
84
1254
3252
2911
4084
3217
3065
2823
2872
961
N/A
*Total number of hotel rooms booked (i.e. students attends a three-day class, counts as three hotel rooms booked).
Numbers were figured conservatively, assuming that the student leaves Spokane area 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 2016.
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.
831 Page
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.
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 function 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 -involved fatal or near -fatal incidents.
- This unit is comprised of:
1 Captain
1 Lieutenant *Due to the large number of major crimes cases two property crimes detectives
1 Sergeant (one from SVIU and one from the unincorporated property crime unit were
temporarily transferred to the Major Crimes Unit.
8 Detectives*
1 Domestic Violence Detective (Dedicated Spokane Valley)
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, two detectives are primarily
responsible for registering sex offenders, and one detective and the deputy are primarily
responsible for address verification of those registered. The cost and services of the
sergeant and five 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 Spokane County and Spokane Valley; however, the
position is fully grant -funded.
- Partnerships in this unit are the Child Sexual Predator Task Force and the Internet Crimes
Against Children Task Force.
841 Page
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 ILP 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 crimes, in some cases, more, and often charge them with leading organized
crime, trafficking in stolen property, etc. The pawn database has also been an invaluable
tool to detectives as they track down items of stolen property being pawned and connect
the suspects to the crime. In addition, SVPD's use of Facebook has been a benefit as a
way of 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, Department of Corrects, Secret Service, U.S. Postal Inspection
Service, Social Security Administration, and U.S. Marshall Service working joint cases.
- Participate in two state grant -funded task forces: Washington Auto Theft Prevention
Authority (WATPA) and the Financial Fraud Identify Theft (FFIT) task forces.
SO/SVPD Personnel Funded:
1 Lieutenant (Shared, this Lt. also oversees other shared units)
1 Sergeant
10 Detectives
1 Deputy
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
Office 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 regard to middle and upper-level narcotics
investigations, gang -related criminal investigations, intelligence collection and
dissemination, 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)
851 Page
Spokane Criminal 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 identifying suspects and solving crimes.
Goals & Strategies
Goal 1: To provide a professional
and trustworthy police department.
Goal 2: To respond to citizen calls
for service as promptly as call
volume and staffing levels permit.
Goal 3: To control crime rates within
the City of Spokane Valley.
Goal 4: To investigate and work
traffic related issues and respond to
citizen traffic requests as call load and
staffing levels permit to minimize traffic
collisions within our City
2017-2022
- Maintain professionalism in Spokane Valley
Police Department's interaction with our citizens.
- Track data to determine the effectiveness in
meeting this goal.
2017-2022
- Collect and examine data to determine the
effectiveness of Spokane Valley Police
Department's response times.
2017-2022
- 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.
2017-2022
- Work to reduce traffic collisions by identifying
areas within our control through the use of
statistical analysis, enforcement, education, and
collaboration with City of Spokane Valley traffic
engineers.
- Track data to determine the progress in meeting
this goal.
861 Page
Workload Indicators
Goal
Workload Indicator
2011
2012
2013
2014
2015
2016
G 2
Total incidents per deputy
per shift
9.00
8.63
8.70
9.18
9.011
8.321
Total citizen initiated CFS
31,396
34,026
35,897
37,226
40,151
43,142
Total citizen initiated CFS
with deputy response
20,609
22,288
23,065
23,975
25,511
26,142
Total deputy initiated
incidents
23,794
22,716
20,815
22,333
22,624
18,786
Total deputy involved
incidents
44,403
45,004
43,880
46,308
48,186
44,928
Average patrol staffing per
shift
6.76
7.14
6.91
6.91
7.332
7.382
Total incidents requiring
written documentation
17,614
16,382
15,171
15,727
15,122
13,920
G-3
Total property crimes3
-
7,883
8,304
8,336
8,068
Total crimes against
persons4
_
1,170
1,140
1,374
1,318
Total incidents resulting in
custodial arrests
1,782
1,833
1,970
2,213
2,354
2,274
G-4
Total traffic
infractions/citations issued
13,359
12,462
10,950
11,279
11,310
Traffic infractions/citations
from citizen complaints
-
184
24
32
98
112
Total reported collisions
2,014
2,203
2,141
2,210
2,560
2,338
1Mathmatically adjusted to include power shift.
2 The trend line for deputy initiated incidents for the first 9 months of 2016 indicated that the year would end with a
total in excess of 20,000; however, the learning curve required by the transition to the New World CAD and
field reporting systems along with new NIBRS reporting requirements (beginning October 3, 2016) put a
large drain on the time patrol personnel had for self -initiated activity.
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.
871 Sage
Performance Measures
Goal
Performance Results
2011
2012
2013
2014
2015
2016
G-1
Citizen complaints per
1,000 deputy incidents
-
.244
.7061
.518
.415
.378
Outcome of complaint
investigations:
% Sustained
% Not Sustained
% Exonerated
% Unfounded
% Investigation Pending
% Changed to Inquiry
-
-
-
-
-
-
11.1%
11.1%
55.6%
0.0%
11.1%
11.1%
11.1%
0.0%
55.6%
33.3%
0.0%
0.0%
0.0%
0.0%
0.0%
79.2%
12.5%
8.3%
6.7%
6.7%
20.0%
3.3%
3.3%
60.0%
5.9%
0.0%
17.7%
0.0%
0.0%
70.6%
Use of force per 1,000
deputy incidents
-
1.755
3.2582
3.153
3.549
4.095
Outcome of use of force
incidents:
% Within Policy
% Not within Policy
-
-
100%
0.0%
100%
0.0%
99.32%
0.68%
99.42%
0.58%
98.91%
1.09%
G 2
Average response time to
priority 1 CFS3
-
-
3-6min
3-6min
N/A
4.65 min
Percentage of CFS with
deputy response
65.64%
65.50%
64.25%
64.40%
63.33%
60.60%
Percentage of incidents
that were deputy initiated
53.59%
50.48%
47.44%
48.23%
46.95%
41.81%
G-3
Percentage of solvable
property crimes cases
assigned
67.29%
66.21%
43.88%
68.46%
64.55%
69.06%
Percentage of assigned
cases solved
91.60%
87.92%
95.09%
79.69%
88.44%
80.53%
Percentage of assigned
cases solved by arrest
84.00%
81.88%
74.42%
74.24%
75.43%
73.60%
Total unassigned cases
243
245
495
211
190
168
Cases inactivated due to
lack of evidence or leads
42
58
65
34
65
50
G-4
Collisions per capita
0.022
0.024
0.023
0.024
0.027
0.025
Percentage of traffic
complaints worked
-
100%
100%
100%
100%
100%
'Changing methodology in obtaining complaint data has resulted in what appears to be a large increase in
complaints.
2Changing methodology in acquiring UOF data for 2013 has resulted in what appears to be a large increase in UOF.
3The current CAD system does not facilitate extracting an accurate number.
881 Page
Theoretical Budget Reduction Exercise — Submitted by Chief Mark Werner
In the event of actual reductions, City of Spokane Valley staff will work to identify cost-
saving measures with the least amount of impact to delivery of police services.
Spokane Valley Police Department/Spokane County Sheriff's 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 3%,
6% and 9% budget cuts for Fiscal Year 2017.
It is important when considering budget reductions (i.e. personnel reductions) to keep in mind that
the demand for law enforcement services by the citizens of Spokane Valley has greatly outpaced
Spokane Valley's population growth which has averaged a little over 1% per annum since
incorporation. In contrast, citizen -initiated calls for police service (CFS) have increased at a much
greater rate. Since 2008, CFS has increased nearly 43%.
Law enforcement services are required 24 hours a day, 365 days a year and are manpower
intensive. Few opportunities exist to realize significant law enforcement cost savings that do not
involve a reduction in personnel. Therefore, budget reduction directly translates into a reduction
in personnel. The reduction in personnel then equates to a reduction in law enforcement services
to the citizens of Spokane Valley.
Impact of 3% Budget Cut:
A 3% cut equates to the loss of four deputies. This reduction would leave SVPD assigned staffing
at a level lower than at any point in City history. These deputies could be removed from any one
of a number of functional units, each with its own negative outcome. Numerous competing factors
were considered when determining where to cut personnel.
- To meet a 3% budget reduction, three deputy positions would be removed from Power
Shift and one investigative position would be removed from the Spokane Valley
Investigative Unit. The primary impacts of these reductions are significant:
o Removing three positions from Power Shift eliminates Power Shift coverage
Sunday through Tuesday and reduces Power Shift coverage on Saturday. Power
Shift has been shown to reduce response times by over 65% during the period of
peak call load (3:00 p.m. to 7:30 a.m.).
o Reducing Power Shift will result in an increase in day shift overtime.
o Reducing Power Shift will have a negative impact on morale primarily because
dayshift deputies will be forced to work a significant amount of unpredictable "late
call" overtime and because additional workload will be shifted to the remaining
deputies.
A fourth deputy position will be removed from the Spokane Valley Investigative Unit.
- This position represents nearly 10% of the total property crime and drug crime
investigative capacity of SVPD's dedicated investigative unit.
- Elimination of this position will negatively impact morale. The investigative deputy position
is one of very few positions available to deputies to move laterally within the department.
Impact of 6% Budget Cut:
Absorbing a 6% budget reduction would require the elimination of eight commissioned positions.
This would be accomplished by eliminating the investigative deputy position and completely
eliminating Power Shift. This would result in the elimination of six patrol deputy positions and the
891 Page
Power Shift sergeant position. The remaining Power Shift deputy position would be assigned to
a platoon to equalize platoon staffing at 10 deputies per platoon. In addition to the negative
impacts listed above, this reduction would deliver another blow to morale by forcing a demotion
of a sergeant and eliminating a promotional position.
Impact of 9% Budget Cut:
A 9% budget reduction eliminates 11 positions leaving SVPD with a commissioned strength of
only 93 personnel resulting in an officer per thousand rate of one. To meet a 9% reduction would
require the elimination of the following positions:
• 6 Power Shift deputies
• 1 Power Shift sergeant
• 1 Investigative deputy
• 2 Traffic Unit deputies
• 1 SVIU detective
It is difficult to overstate the magnitude of the detrimental impact to law enforcement services in
the City of Spokane Valley that these reductions would cause; however, the following list
summarizes what would be expected.
- Reactive Policing — Personnel reductions increase the individual workload placed on
SVPD personnel. SVPD patrol deputies currently have a very high call per officer ratio.
The high demand for police services leaves little time for proactive police work and
reducing commissioned personnel exacerbates this problem. Policing within Spokane
Valley would be predominantly reactive, documenting crime rather than taking a proactive
approach to reduce it.
- Officer/Citizen Safety — A consequence of an impractical call per officer ratio is a
reduction in officer and citizen safety. A number of factors contribute to this. First,
excessive response times to violent in -progress calls for service or to urgent back-up
requirements increases the potential for tragic results. Second, a high call per officer ratio
pressures deputies to respond to calls for service alone which again increases the
potential for a tragic outcome. Finally, the excessive call per officer ratio creates an
environment where deputies are forced to rush from call to call which increases the
likelihood of vehicle collisions.
A 40% reduction in traffic unit deputies will decrease overall traffic enforcement in
Spokane Valley by an estimated 17% resulting in increased collision rates (and decreased
revenue).
- Quality of Service — A further consequence of an impractical call per officer ratio is a
reduction in the quality of service. Deputies simply will not be given sufficient time to
resolve problems or to completely investigate and document criminal activity. In addition,
investigative capacity will be reduced by nearly 30% decreasing investigative follow-up on
reported crimes and reducing the ability to identify and address chronic offenders.
- Recruitment and Retention — Spokane County Sheriff's Office is currently struggling
with recruitment and retention of quality personnel. Spokane Police Department offers
significantly better pay and benefits. A quality working environment is one of the few
advantages that keep many deputies from making the switch to SPD. Personnel
reductions would eliminate this advantage and encourage the lateral transfer of additional
personnel to SPD and would give SPD additional advantage in recruiting the best entry
level candidates.
*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.
901 Page
Addendum B: Foundation of the City of Spokane
Valley
The City of Spokane Valley evolved from a mixture of neighborhoods that incorporated as a city
on March 31, 2003. The new City government 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.
"A 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.
Community Identity and Pride: Spokane Valley promotes an environment that supports the
home and family, and job and education opportunities.
Highlight areas:
- A friendly, wholesome, safe place to live and raise a family;
- An economically healthy and diverse business community; and
- Preservation of neighborhoods.
Focus on the Future: Spokane Valley is a visionary city encouraging its citizens and their
government to look to the future beyond the present generation, and to bring such ideas to public
discussion, enhancing a sense of community identity.
Highlight areas:
A balanced approach to growth and development;
Stewardship of land and resources, such as parks, recreation, and natural areas; and
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.
911 Page
Highlight areas:
- Citizen participation in the decision-making process;
- Strategic use of public/private and other partnerships; and
- 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.
Core Beliefs
Section 1.
Section 2.
Section 3.
Section 4.
Section 5.
Section 6.
Section 7.
We believe Spokane Valley should be a visionary city encouraging its citizens and
their government to look to the future beyond the present generation and to bring
such ideas to public discussion and to enhance a sense of community identity.
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.
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.
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.
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.
We believe that the economic and commercial job base of the community should
be preserved and encouraged to grow as an alternative to increasing property
taxes. We believe it's imperative to have an expanded and diverse economic
base.
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.
921 Page
(e) Accepting the principle of majority rule and working to advance the success
of "corporate" decisions.
Section 8. We solicit the City Manager's support in conducting the affairs of the City with due
regard for:
(a) Promoting mutual respect between the citizens, City staff and the City
Council by creating the organizational teamwork necessary for effective,
responsive and open government.
(b) Providing the City Council and public reasonable advance notice when
issues are to be brought forward for discussion.
(c) Establishing and maintaining a formal citywide customer service program
with emphasis on timely response, a user-friendly atmosphere, and an
attitude of facilitation and accommodation within the bounds of
responsibility, integrity, and financial capability of the City, including
organizational and job description documents while pursuing "best
practices" in customer service.
(d) Seeking creative ways to contain or impede the rising cost of governmental
services, including examination of private sector alternatives in lieu of
governmentally -provided services.
(e) Providing a database 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.
931 Page
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, respect, and responsiveness. Regardless of the reason
for, or the method or frequency of contact, our customers will be treated with courtesy, respect,
and professionalism.
Assessment &
Improvement
1 Identify Our
LCustomers
Customer LI
ServiceDefine
Customer
Program Service
Communicate
Our Goals &
Standards
111111
Customer Service Key Statement — The City of Spokane Valley Strives to provide service in
respectful, knowledgeable and welcoming manner.
Respectful
Demonstrating courtesy
and professionalism
Listening effectively
Responding in a timely
manner
Exemplifying a no -
surprise atmosphere
Knowledgeable
- Fostering a team -oriented
approach
Providing alternatives
Anticipating questions
Having/knowing your
resources
Being organized
Welcoming
- Acknowledging customers
when they enter
- Steering customers in the
right direction
- Promoting an enjoyable work
environment
- Maintaining a clean and
uncluttered 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.
941 Page
Internal Input
Information will come from inside the organization, from staff and management, as well as from
outside the organization from citizens, business owners and others who frequent our community
(workers, tourists, etc.).
Internal Input
Council utilizes information from employees in a number of ways
Employee Feedback
Employees are often the information conduit from the customers to the Council, relaying
demands or changing trends and they can often bring forward innovative ways of providing
efficient service -delivery. Information from employees can be received in a variety of ways
including department satisfaction surveys.
Staff Analysis
The City of Spokane Valley government is comprised of knowledgeable professionals. Staff is
charged with providing the specialized knowledge that allows the Council to make informed
decisions. From demand analysis, which determines when the workload is heaviest and how to
best accommodate it, to staff reports that consider alternative methods of service delivery or other
cost-saving measures, employees are invaluable in providing complex information. An audit
program can be utilized to ensure efficiency of service delivery for both in-house services and
contracted services. In addition, performance measure results will be analyzed, summarizing
multi-year performances linked to targets, and making comparisons to other entities.
Strategic Planning
Several long-range plans that look at current trends to make future forecasts are continually
updated. While much public input goes into these documents, the forecasting and planning is
done by skilled staffers who must create innovative ways of achieving our future vision while
meeting current needs, complying with the law, and operating within financial constraints.
- Comprehensive Plan;
- 6 -Year Transportation Improvement Plan;
- 5 -Year Financial Forecast;
- Business Plan;
- CenterPlace Marketing Plan;
- Parks Master Plan; and
- Street Master Plan — Pavement Management Program.
951 Page
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.
The Citizen Action Request Entry System (C.A.R.E.S) allows citizens to share their concerns and
report issues affecting the City. Staff are then able to respond in a timely manner and have a
conversation with the citizen to work to resolve the reported concern.
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 particular
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.
Examples of how the public may participate include:
- Customer Survey;
- Citizen Survey;
- Customer Service Request System;
- Public Forums;
- Advisory Committees; and
- Customer Correspondence
961 Page
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 2017
The 2017 budget reflects the distribution of resources consistent with the Council's determination
of core service 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 toward financial assistance for both
the Barker Road Bridge Grade Separation and Pines Road Grade Separation
(overpass/underpass).
Develop a strategic plan for financing and completion of all grade separation
projects.
Continue and expand, where possible, economic development efforts. Complete the
development of implementation strategies for the retail and tourism studies that were
completed in 2016.
Pursue a sustainability plan in connection with the City's Street Preservation
Program, to include sustained funding in the City's Street Fund #101 and Pavement
Preservation Fund #311 to address concerns beyond the year 2021.
Evaluate and discuss increasing cost to public safety, including law enforcement.
Continue the ongoing process to develop long-term solutions to controlling costs while
better serving the community.
Pursue financing for Brown Park, Balfour Park and Appleway Trail amenities.
971 Page
Summary Citywide Business Plan
The Departmental Business Plans for 2017-2022 have been completed and compiled in the
citywide Business Plan. The citywide Business Plan pulls all the functions of the City together
into one common purpose - to achieve service delivery goals. The citywide Business Plan allows
decision makers to understand the interrelationship between and impacts of all departments and
programs.
Planning is the strength of government and is vital to ensure future community needs are met.
Planning is continuous within the City organization in areas such as transportation improvement,
finance, parks and recreation, and the on-going Comprehensive Plan. These plans flow into
strategic goals of departmental plans.
Now plans are in place and steps have been taken to implement them. Performance results have
been included to assess the City's performance in achieving strategic goals. Progress toward
achieving strategic goals is assessed through electronic data gathering or through report cards
collected via citizen surveys. Some Performance Measurement results included in the 2017
Business Plan are based on information collected in 2008 which provide benchmarks for 2017-
2022. Other measurements not currently displayed will continue to be collected to establish the
basis for benchmarking in subsequent years' plans.
Performance Measures
Customer Satisfaction Survey
Monitor
Comprehensive Plan
Business Plan
6 -Year Transportation Plan
5 -Year Financial Forecast
Parks Master Plan
CenterPlace Regional Marketing Plan
Quarterly Reports
Customer Feedback
981 Page
ne
jkaValley
2017 Legislative Agenda
The following is the City of Spokane Valley's 2017 legislative agenda adopted by Council at their
September 6, 2016 Council meeting; and subsequently amended (item #3) December 20, 2016:
Support Legislation Clarifying Valley Water Providers' Water Rights
The City of Spokane Valley residents and businesses receive water through multiple regional water
providers. To ensure adequate water supply for the growing Valley community, current law needs to be
changed to clarify these water providers' water rights are for municipal water supply purposes and are not
subject to relinquishment. The water providers are using water rights currently designated for agricultural
irrigation and dairy purposes, rather than for municipal water supply. The Department of Ecology has
indicated that agricultural irrigation and dairy water rights held or acquired by a municipal water supplier
cannot be considered municipal water supply water rights without filing for a change of use permit. A
change of use permit process is slow, costly, and may diminish the overall water right. The City supports
legislation that clarifies that the water rights held by water providers serving the Spokane Valley region can
be changed to municipal water supply purposes without going through the change of use permitting process.
Transportation Funding Request — Barker Road /BNSF Grade Separation Project
The City of Spokane Valley respectfully requests that the state invest in Phase 1 of Bridging the Valley by
allocating funds to the Barker Road/BNSF Grade Separation project. The Barker Road/BNSF Grade
Separation Project replaces an at -grade crossing with an overpass of BNSF's railroad tracks and Trent
Avenue (SR 290). The project will eliminate two at -grade crossings, eliminating train/vehicle crash risks.
The project will improve train travel through the Spokane region, which is a bottleneck of the Great
Northern Corridor. The total project cost is $36 million The City has already secured $9.8 million The
City is seeking $26.2 million in future funding for the Barker Road/BNSF Grade Separation.
Funding Appleway Trail Park Amenities
The City of Spokane Valley requests $540,100 in the 2017-2019 Capital Budget for park amenities for the
first mile of the Appleway Trail. These amenities include a restroom, topsoil, limited turf and dryland
seeding, trees, drinking fountain and benches. The City previously funded, designed and constructed the
paved portion of the first mile with over $1 million without these amenities. The state has allocated funding
for the remaining 3.25 miles (including amenities), scheduled over the next two years. This funding will
bring amenities to the entire 4.25 -mile trail, realizing the full conceptual plan and orienting future economic
development.
Protect the Local State -Shared Revenues
The City of Spokane Valley requests that the Legislature preserve and restore local state -shared revenues.
These funds include the Liquor Excise Tax Account ($303,724 in 2015), Liquor Board Profits ($806,570
in 2015), Streamlined Sales Tax Mitigation ($572,577 in 2015), Municipal Criminal Justice Assistance
Account ($273,160 in 2015), City -County Assistance Account, and Marijuana Revenues ($37,912 in
2015). Specifically, the City supports legislation that removes the 2011 cap on Liquor Profit revenues to
restore the 50/50 revenue sharing relationship between the state and local governments.
Protect Businesses by Reforming State Regulatory Burden
The City of Spokane Valley strongly supports small and large businesses in our City and across the state,
because they are the lifeblood of our economy. Unfortunately, these businesses are forced to compete in a
state regulatory environment that is increasingly burdensome, making it difficult to compete with
businesses in neighboring states. Of most urgent concern is the regressive state business & occupation tax,
with the current Labor & Industries program close behind, and both need significant reform before they do
irreparable damage to commerce in Washington. Spokane Valley supports rebalancing the statewide
regulatory framework to encourage and support business development and retention.
The City supports the Association of Washington Cities' legislative agenda items
that serve the best interests of Spokane Valley.
CITY OF SPOKANE VALLEY
City Council Workshop
Meeting Date: February 14, 2017 Department Director Approval:
X
Check all that apply: ['consent ❑ old business ['new business ❑public hearing
['information QX admin. report ['pending legislation ['executive session
AGENDA ITEM TITLE: Ending Fund Balance — General Fund.
GOVERNING LEGISLATION: None.
PREVIOUS COUNCIL ACTION TAKEN: Each year when Council approves the budget
ordinance, included in that action is adoption of the entire budget document including the City
Manager's Budget Message which includes the City's Fiscal Policies. Included in the Fiscal
Policies are a number of Financial Objectives including a statement that we will maintain a
minimum General Fund fund balance of at least 50% of recurring expenditures.
BACKGROUND:
We begin each General Fund budget development cycle with two goals:
1. Recurring revenues must equal or exceed recurring expenditures.
2. The ending General Fund fund balance must be at least 50% of recurring expenditures.
Although the goal of requiring revenues to exceed expenditures is relatively self-explanatory,
the rationale behind the goal of maintaining a fund balance of at least 50% of recurring
expenditures necessitates a more thoughtful discussion.
OPTIONS: This is simply a discussion topic.
RECOMMENDED ACTION OR MOTION: No action is required at this time.
BUDGET/FINANCIAL IMPACTS: None at this time.
STAFF CONTACT: Mark Calhoun
ATTACHMENTS:
• December 2, 2016 Memo to Council titled "General Fund — Fund Balance Discussion".
Spokane
jUalley
11707 E Sprague Ave Suite 106 ❑ Spokane Valley WA 99206
509.921.1000 ❑ Fax: 509.921.1008 ❑ cityhall@spokanevalley.org
Memorandum
To: Mayor and Councilmembers
From: Mark Calhourl;'City Manager
Date: December 2, 2016
Re: General Fund — Fund Balance Discussion
Through the course of our annual budget development conversations we have discussed the
General Fund fund balance (reserves) in general terms and note that we carry a minimum of 50%
which reflects a 6 -month operating reserve. The concept of the 6 -month operating reserve is a
quick and easy explanation but in reality the computation we use to arrive at a 50% reserve balance
is considerably more thoughtful — not complex — just more involved.
As we've progressed through conversations on how we might finance street operations and
maintenance, pavement preservation and street construction projects we at times hear that our
General Fund reserves are too high and that we should pare them back to a lower amount,
Consequently I'd like to provide you with a description of both how we arrived at our 50% reserve
balance as well as what we do when the balance exceeds 50%.
FUND BALANCE DEFINED
Fund balance is an accounting concept that measures the difference between total assets (what the
fund owns including cash and receivables) and total liabilities (what the fund owes to other parties
including accounts payable and deferred revenues). A primary objective of a fund balance policy is
to maintain adequate resources to cope with cash flow needs and contingencies, now and into the
future.
PROJECTED GENERAL FUND — FUND BALANCE
In the 2017 General Fund budget we anticipate the ending fund balance will be $22,852,588, which
represents 57.05% of recurring expenditures.
Fund balance % = Ending fund balance
Recurring expenditures
57.05% = $ 22,852,588
$ 40,053,822
ITEMS TO CONSIDER IN SETTING A MINIMUM FUND BALANCE
It has been the City's policy to maintain an ending General Fund fund balance that is a minimum of
50% of recurring expenditures. We arrive at this figure by considering the following:
1. Cash In -flow — cash reserves that are required as a result of the timing of revenue receipts.
2. Cash Out -flow — cash reserves that are required to meet ongoing operations and capital
construction needs.
HABudgets1Fund Balance12016 12 02 memo - re - General Fund minimum fund balance.docx Page 1
1) Minimum General Fund Reserves Required to Meet "Cash In -flow" Needs:
It is necessary to maintain a minimum fund balance to meet cash flow needs and to do so one must
have a sense of the timing of cash receipts and disbursements. In General Fund operations, most
revenues (cash receipts) and expenditures (cash disbursements) typically take place in a relatively
predictable manner with approximately one -twelfth occurring each month. Two important
exceptions to this rule are the timing of receipts related to A) property tax collections and B)
remittances from the State of Washington.
A) Property Taxes
• Property taxes are collected by the County in two installments each year with deadlines
that fall on April 30th and October 31st. The County then remits to the City its share of
property taxes with about 80% of collections arriving in May and November and the
remaining 20% of collections arriving in June and December.
• The 2017 City property tax levy is $11,614,500. Because we receive this in two
installments in essentially May and November, we run a "cash in -flow deficit" equal to
one-half of the levy amount in those months or $5,807,250.
Cash deficit =12017 Property Tax Revenue
21
$5,807,250 1= $ 11,614,500
2
B) Remittances from the State of Washington
• There is a time lag between when the State of Washington collects various taxes and
when they remit them to the City (i.e. sales taxes, motor vehicle fuel taxes, criminal
justice disbursements, liquor profits and excise tax, hotel/motel taxes, etc.).
• The City accrues these revenues with a one-month time lag which means the State
remittance is recorded as revenue one-month earlier than when it is actually received.
Total General Fund State shared revenues in 2017 are estimated at $24,544,392.
Assuming these are received one -twelfth each month, our "cash in -flow deficit" is
approximately $2,045,392.
State Remittances
Sales tax
Sales tax - Public Safety
Sales tax - Criminal Justice
State shared revenues
Total receipts
'Months per year
Average monthly receipt
1
$ 19,852,100
$ 919,000
$ 1,669,000
$ 2,104,600
$ 24,544,700
12
$ 2,045,392
H:IBudgetslFund Balance12016 12 02 memo - re - General Fund minimum fund balance.docx Page 2
Together, these two revenue sources necessitate that the City maintain a minimum General Fund
fund balance of $7,852,642 or 19.61 % of recurring General Fund expenditures in order to simply
meet cash flow needs. This is computed as follows:
Cash deficit caused by revenue remittance delay
1.A) Semi-annual property tax remittance
1.B) Approximate monthly remittance from the State of WA
$ 5,807,250
$ 2,045,392
Minimum needed to meet cash flow $ 7,852,642
Minimum cash flow reserve = Cash deficit caused by revenue remittance delay
2017 Recurring General Fund expenditures
19.61% = $ 7,852,642
$ 40, 053, 822
2) Minimum General Fund Reserves Required to Meet "Cash Out -flow" Needs
It is necessary to maintain a minimum fund balance to meet cash out -flow needs and to do so one
must have a sense of the timing of disbursements. In General Fund operations we take into
consideration two types of cash disbursements including A) operating expenses and B) capital
project disbursements that are grant financed.
A) Operating Reserve
It is prudent to hold cash reserves that are some reflection of a predetermined number of
"months of operating expenses on hand." Assuming recurring expenses are incurred evenly
throughout the year, or in other words, that 1/12 of the 2017 recurring operating budget of
$40,053,822 is disbursed each month, then:
A fund balance equivalent to 1 -month of operations is:
$40,053,822 X! 1 12 = $ 3,337,819 = 8.33%
A fund balance equivalent to 2 -months of operations is:
$40,053,822 I x 1 2 [ / 12 = $ 6,675,637 = 16.67%
A fund balance equivalent to 3 -months of operations is:
$40,053,822 tx 3 E / '; 12t= $ 10, 013,456 = 25.00%
We recommend the City maintain a three-month operating reserve or $10,013,456 in 2017.
B) Capital Projects Reserve
Each year the City has a number of capital construction projects that are in -part grant financed.
With these projects, the granting agencies require that the work be complete and the contractor
paid by the City prior to their reimbursement of our out-of-pocket disbursement. This means we
must carry a sufficient cash reserve balance to meet the demand for payment by the contractor.
The number and cost of capital projects varies from year to year but if we use 2016 for example,
our Street Capital Fund #303 includes nearly $12 million of projects. Assuming expenditures
H:1Budgets1Fund Balance12016 12 02 memo - re - General Fund minimum fund balance.docx Page 3
are incurred evenly over a 6 -month construction season, this means we must hold a $2 million
capital construction reserve (= $12 million / 6 months). This $2 million represents a General
Fund reserve of 4.99%, computed as follows:
Capital Project Reserve = $ 2,000,000 = 4.99%
Recurring Expenditures $ 40.053,822
COMBINED MINIMUM FUND BALANCE NEEDED TO MEET CASH FLOW REQUIREMENT
Combining the fund balance required to meet 2017 General Fund cash in -flow and cash out -flow
needs yields a total of $19,866,098 or 49.60% of recurring expenditures. This computation is based
upon a summary of each element noted in this analysis.
Cash
Reserve
Required
Recurring
Expenditures
Reserve
Cash In -flow
1.A) Semi-annual property tax remittance = $ 5,807,250 / $ 40,053,822 i= 14.50%
1.8) Remittances from the State of Washington = $ 2,045,392 / $40,053,822 ' 5.11°A
mash Out -flow
2.A) Operating
2.B) Capital projects
_ $ 10,013,456 / $ 40,053,822 = 25.00%
_ $ 2,000,000 / $ 40,053,822 = 4.99%
$ 19,866,098 / $ 40,053,822 = 49.60%
WHAT HAPPENS WHEN THE FUND BALANCE EXCEEDS 50%?
The City has a long history of adopting and adhering to General Fund budgets and in fact, by
actively managing our operations we typically under -expend the budget Council has adopted. The
result of this is that we add to our General Fund reserves. By the same token, we've been fortunate
enough to have existed within a fairly robust economy these past few years and consequently our
actual revenues have exceeded our budget estimates which also adds to our General Fund
reserves. Annually, typically in the spring and after the books have been closed, the City Manager
and Finance Director compute the actual fund balance reserve — which is done by dividing the
actual fund balance (reserves) by the recurring expenditure budget. That portion which exceeds
50% is then transferred into Capital Reserve Fund #312. Since 2013 we have transferred nearly
$14 million into Fund #312 and this money has been used to finance a variety of Council approved
projects.
Listed below is a complete history of annual transfers from the General Fund to Capital Reserve
Fund #312 and the projects these transfers have financed:
H:IBudgets1Fund Balance12016 12 02 memo - re - General Fund minimum fund balance.docx
Page 4
Capital Reserve Fund #312
Sources
General Fund: 2013 7,826,207
General Fund - 2014 transfer of 2012 fund bal>50% 2,443,507
General Fund - 2015 transfer of 2013 fund bal>50% 1,783,512
General Fund - 2016 transfer of 2014 fund bal>50% 1,828,723
Developer contribution (Library District) - 2013 3,180
Developer contribution (Library District) - 2014 4,675 i
Uses
Sullivan Rd. West Bridge Replacement
Appleway Trail University to Pines
Appleway Trail - Pines to Evergreen
Appleway Trail - Evergreen to Sullivan
Appleway Trail - Sullivan to Corbin
Appleway Trail - Balfour to University
Businccs route cignagc
City Hall ($58,324 to #310 + $5,162,764 to #313)
Barker Road / BNSF Grade Separation
Pines Road Underpass
Reconstruct Euclid after sewer installation
Camahan & 8th - ROW acquisition
Difference
13, 889, 804
2,320,000
A�w
288,148
222,075
347,000
101,250
261,993
21,139
67,601
5,199, 664
700,000
500,000
1,800,000
415,000
13,685,970
203,834
committed
completed
committed
committed
committed
committed
completed
completed
completed
committed
committed
committed
committed
committed
SUMMARY
The General Fund reserve balance that an individual municipality should carry is unique to the cash
flow needs of that entity. The reserve balance the City of Spokane Valley carries is in my opinion
appropriate because it is constructed upon a well thought out process that is based upon our own
distinctive revenue and expenditure structure.
Attached to this memo are two different articles that discuss General Fund reserves:
• The first is from the October 2016 Ask MRSC (Municipal Research and Services Center)
newsletter.
• The second is from an article entitled "Why We Put Money Aside" that was in the June 2013
Governing publication.
One final thought on this topic is that our General Fund fund balance has served us well in our bond
rating presentations with Moody's Investor's Service and is likely in -part responsible for the "Aa3"
rating they have assigned to the City of Spokane Valley. I have attached a copy of Moody's May
10, 2016 Credit Opinion that was issued as a part of our 2016 LTGO Bond issue (proceeds used for
our City Hall construction project).
If you should have any questions or comments please feel free to contact me at any time.
HABudgetslFund Balancel2016 12 02 memo - m - General Fund minimum fund balance.docx Page 5
Mark Calhoun
From:
Sent:
To:
Subject:
MRSC <listadmin@mrsc.ccsend.com> on behalf of MRSC <listadmin@mrsc.org>
Friday, October 21, 2016 9:08 AM
Mark Calhoun
Ask MRSC: October 2016
Having trouble viewing this email? Click here
OCTOBER 2016
Ask MRSC is a monthly e -newsletter featuring responses to selected inquiries received by the consultant staff
of MRSC. Submit your own question via our simple online form.
IN THIS ISSUE
Are local governments required to maintain specific reserve fund balance levels? Should
a local government continue adding to its operating reserve if it has already met the
requirement of the policy?
Do newspaperpublishers or distributors have any legal rights to place newspaper pay
boxes in the public right-of-way? Can the city have them moved or at least placed on
private property?
Do advisory committees need to take minutes of their meetings?
How often are cities required to adopt or approve their capital facilities plan?
What are the public hearing requirements associated with raising,a utility rate?
Are local governments required to maintain specific reserve fund balance
levels? Should a local government continue adding to its operating reserve if it
has already met the requirement of the policy?
This is always a good topic of conversation and the answer is almost always "it depends."
Financial policies are considered a best practice by the GFOA and at the top of the list of
recommended financial management policies by the SAO.
There is no statutory requirement for fund balance levels, nor is there any specific reference
within the SAO BARS manual that states that a municipality (whether it's a county, city, or
special purpose district) has to have a specific level of operating reserves (also known as
1
"beginning" or "ending" fund balance). The 15% figure was a previous recommendation
made by the GFOA for the general fund. This percentage has since been updated with the
2015 release of the GFOA best practice paper on Appropriate Level of Unrestricted Fund
Balance in the General Fund. The recommendations made by the GFOA now speaks of
several factors that would lead an entity to adopt a policy that addresses these factors in a
way that is specific to them. An excerpt from the best practice paper states:
In establishing a policy governing the level of unrestricted fund balance in the general
fund, a government should consider a variety of factors, including:
1. The predictability of its revenues and the volatility of its expenditures (Le.,
higher levels of unrestricted fund balance may be needed if significant revenue
sources are subject to unpredictable fluctuations or if operating expenditures
are highly volatile);
2. Its perceived exposure to significant one-time outlays (e.g., disasters,
immediate capital needs, state budget cuts);
3. The potential drain upon general fund resources from other funds, as well as,
the availability of resources in other funds;
4. The potential impact on the entity's bond ratings and the corresponding
increased cost of borrowed funds;
5. Commitments and assignments (Le., governments may wish to maintain higher
levels of unrestricted fund balance to compensate for any portion of unrestricted
fund balance already committed or assigned by the government for a specific
purpose). Governments may deem it appropriate to exclude from consideration
resources that have been committed or assigned to some other purpose and
focus on unassigned fund balance, rather than on unrestricted fund balance.
Depending upon the answer to the above questions, a local government may find that 15% is
not adequate to meet their needs. Or to the contrary, a local government may determine that
15% of the operating budget would be more than sufficient.
You additionally asked whether a local government should continue to add to its operating
reserve if it has already met the requirement of the policy. This question can only be
answered by the policy adopted. You may want to consider expanding your current policy to
define such things as "use and replenishment." You will note that the GFOA best practice
paper has a section that speaks to this issue.
Budget is a great time to review financial policies currently in place and to fine tune those
policies to meet current fiscal needs.
Here is a link to our Financial/Budget Policies topic page, where you will find some excellent
samples of what other jurisdictions are doing in this area of fiscal management. Additionally,
here is a link to the SAO - FIT (Financial Intelligence Tool) that will assist in evaluating the
financial condition of the county and provide you with fiscal data for your analysis of
appropriate fund balance.
Submit a Question : Subscribe : Search/Browse All Inquiries
wog 1I,
„rte
Do newspaper publishers or distributors have any legal rights to place
newsracks or newspaper pay boxes in the public right-of-way? Can the city have
them moved or at least placed on private property?
2
Problem Solver
PUBLIC MONEY
By Justin Marlowe
Why We Put Money Aside
States and localities have very different perspectives on the point of rainy day funds.
allace Sayre, an early and
\\ iinfluential scholar of pub -
A / lic management, once said
J public and business admin-
istration are "alike only in all unimportant
respects." His insight applies equally to
states and localities and their rainy day
funds. Both put money aside for unfore-
seen emergencies or hard times. But states
use these funds to solve problems. Many
local governments use them—or don't—in
ways that reveal problems.
Among the states, rainy day funds have
been the best (and in some cases the only)
tool available to blunt the Great Reces-
sion's fiscal destruction. During the good
years prior to the downturn, most states
built up 5 to 10 percent of annual expendi-
tures in their funds. During the recession
and the ever -so -slow recovery, they spent
almost all of that money to fill budget gaps
created when revenues fell short and ser-
vice demands spiked.
Most local governments do not have
formal rainy day funds in the same
way most states do. A typical state
rainy day fund is governed by a law
that sets a target fund balance and
dictates when to use and replenish
that balance. According to recent
research, only 11 of the 30 largest
U.S. cities have an actual rainy day
fund. Instead, most localities use
budget surpluses or unreserved fund
balances as a rainy day fund, but one
without the constraints of a formal fund
policy These informal practices are not
necessarily bad, but they're not as trans-
parent as most state policies.
Unlike states' funds, local reserve lev-
els are large and varied. Where state rainy
day fund balances have hovered around
5 to 8 percent of annual spending, local
governments tend to keep much more
in the bank. In my own analysis of more
than 6,000 local government financial
78 GOVERNING 1 June 2013
reports from the past five years, I found
the average local unreserved general fund
balance to be around 34 percent of annual
general fund expenditures. Even more
striking is how much these Local balances
vary. It's not uncommon to see a group of
local governments with 0 percent fund
balances and a nearly identical group of
juris id coons with fund balances at 70 to
80 percent of annual spending.
Here's the most important difference:
Unlike the states, local governments did
not spend down their reserves during the
Great Recession. In fiscal 2007 the aver-
age local unreserved general fund balance
was 37 percent of annual general fund
expenditures. In 2009, as the recession
began to take hold, it fell to 29 percent.
But by 2011, as the recovery struggled to
34%
Average
amount of
unreserved
general
funds that
localities
keep in
the bank
each year.
these governments did spend down most
or all of their reserve funds. But the vast
majority, including several with large
reserve funds, reduced spending instead.
Why were local governments reticent
to spend reserve funds during one of the
stormiest eras in history? On the record,
many local finance officials say they would
prefer to use those funds to take on an
idiosyncratic problem, such as a flood or
Why were local
governments reticent
to spend reserve
funds during one of
the stormiest eras
in history?"
start, it was back up to 31 percent. In the
meantime, operating margins—or the per-
cent by which revenues exceed expendi-
tures—fell from an average of 6 percent in
2007 to an average of less than 1.5 percent
in 2011. To be clear, about one in four of
the loss of a major local employer. Off
the record, they will tell you it has a
lot to do with citizens' lack of under-
standing of what local government
services really cost. Some say, "If
we spend it, we won't get it back."
In other words, the pressure to keep
taxes low is so great that they would
never be able to replenish the reserves
with new incremental revenues. Oth-
ers say, "I can't spend it because my
council wants our reserve funds higher
than the (neighboring) city of X." Trans-
lation: High reserve funds are a signal of
strength and prosperity precisely because
you don't really need them. Until we can
address these much larger issues of per-
ceptions, local rainy day funds will be a
symptom rather than a solution. G
Email jmarlowe@washington.edu
U.S , PUBLIC FINANCE
MOODY'S
INVESTORS SERVICE
CREDIT OPINION
10 May 2016
New Issue
Rate this Research
m
Contacts
Travis George
Analyst
travis.george@moodys.com
William Oh
AVP -Analyst
william.oh@moodys.com
415-274-1715
415-274-1739
Spokane Valley (City of), WA
New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's
LTGO Bonds
Summary Rating Rationale
Moody's Investors Service has assigned a Aa3 rating to the City of Spokane Valley, WA's $7.8
million Limited Tax General Obligation Bonds, 2016. Concurrently, Moody's has affirmed the
city's parity limited tax general obligation (LTGO) debt outstanding in the amount of $6.4
million.
The Aa3 rating reflects the city's sizeable and growing tax base, modest resident wealth,
extraordinarily healthy financial position and conservative financial management, and very
low debt and pension burdens.
Credit Strengths
» Conservative management with very healthy financial position
Low level of outstanding debt with modest plans for additional debt
Relatively low pension burden largely due to contracting out of most services
Credit Challenges
» Below average resident wealth levels as measured by median family income and full
value per capita
» Moderate taxpayer concentration
Rating Outlook
Outlooks are not typically assigned to local government issuers with this amount of debt
outstanding.
Factors that Could Lead to an Upgrade
» Significant growth and diversification of tax base and local economy
» Substantial increase in resident wealth
Factors that Could Lead to a Downgrade
Drastic deterioration of financial position with large decline in available reserves or
increase in outstanding debt
» Downturn in local economy resulting in contraction of the tax base
MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE
Key Indicators
Spokane Valley (City of) WA
2010
2011 2012 2013 2014
Economy/Tax Base
Total Full Value ($000)
$ 7,169,493 S 7,140,948 $ 7,087,523 $ 6,921,826 $ 7,168,991
Full Value Per Capita
$ 79,476 $ 79,247 $ 78,272 $ 75,657 S 77,881
Median Family Income (% of US Median)
N/A N/A 91.5% 91.S% 91.5%
Finances
Operating Revenue ($000) $ 40,017 $ 39,987 $ 40,660 $ 41,703 $ 43,108
Fund Balance as a % of Revenues
82.6% 84.5% 84.6% 69.7% 69.5%
Cash Balance as a % of Revenues
89.1% 97.0% 94.4% 75.6% 89.9%
Debt/Pensions
Net Direct Debt ($000)
$ 8,155 $ 7,930 $ 7,690 $ 7,435 $ 6,675
Net Direct Debt / Operating Revenues (x)
0.2x 0.2x 02x 0.2x 0.2x
Net Direct Debt / Full Value (%)
0.1% 0.1% 0.1% 0.1% 0.1%
Moody's - adjusted Net Pension Liability (3 -yr average) to Revenues (x)
Moody's - adjusted Net Pension Liability (3 yr average) to Full Value (%)
N/A N/A 02x 0.2x 0.3x
N/A N/A 0.1% 0.1% 02%
Recent Developments
Recent developments are incorporated into the paragraphs below.
Detailed Rating Consideration
Economy and Tax Base: Growing Spokane area tax base with relatively low resident wealth
Spokane Valley was incorporated with voter approval in 2003. The city is located in eastern Washington just ten miles east of Spokane
and ten miles west of the Idaho border. Residents benefit from diverse regional employment opportunities in defense, healthcare,
manufacturing, and high-tech sectors. The region also features Fairchild Air Force Base and several universities. Wealth measures are
modest with median family income at 91.5% of U.S. levels and full value per capita at $83,011. The unemployment rate in Spokane
County was 7.4% as of February 2016, which was above both state and nationwide levels.
The city's tax base was resilient during the national downturn with just 3.5% of combined declines between 2011 and 2013. Since 2014,
the city's tax base has increased by an average of 3.8% annually, including 4.8% growth in 2016. Taxpayer concentration is moderate
with the ten largest payers comprising 9.4% of assessed value as of 2016. The largest, Kaiser Aluminum, comprises nearly 4% by itself.
Financial Operations and Reserves: Extraordinarily healthy financial position driven by conservative fiscal management
Thanks to very strong and conservative policies, the city's financial position is remarkably healthy. The city's reserve policy requires it to
have a fund balance in excess of 50% of recurring expenditures. The city ended fiscal 2014 with General Fund reserves of $30.3 million,
or 79% of annual revenues. Based on unaudited results for 2015, the city's General Fund ended the year with reserves again near 80%
of annual revenues after a roughly $1 million operating surplus. The city also has a policy that recurring revenues always be in excess of
recurring expenditures, which we expect to lead to the continuation of balanced operations going forward.
The city's operating funds, which include the General Fund, Street Fund, and Debt Service Fund, had a combined fund balance equal
to roughly 69.5% of operating fund revenues. In addition to its operating funds, the city also had roughly $8.6 million in its Capital
Reserve Fund available for capital projects.
The city's General Fund is funded primarily by sales tax revenues that make up roughly 46%, and property tax revenues that make
up 29% of total revenues. Sales tax receipts have increased steadily in recent years with combined growth of nearly 30% since 2010.
Property tax revenues have grown more modestly over this period given the city's conservative decision to forego the allowed 1%
This publication does not announce a credit rating action. For any credit ratings referenced in this publication, please see the ratings tab on the issuer/entity page on
www.moodys.com for the most updated credit rating action information and rating history.
2 10 May 2016 Spokane Valley (City of), WA: New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds
U.S. PUBLIC FINANCE'
increase in tax levies. Instead, the city has accumulated nearly $500,000 of banked levy capacity, which gives it increased flexibility
going forward.
The city contracts out for provision of some services to city residents. These contracts include those for public safety and solid waste,
and officials believe they have helped keep the city's costs down overall.
LIQUIDITY
The city's liquidity position is very strong. As of 2014, the city had $37 million in available General Fund cash and investments
compared to $37.4 million in expenditures in that year. These cash reserves are equivalent to more than 99% of annual expenditures.
Debt and Pensions: Low level of outstanding debt and minimal pension burden
Given the city's strong liquidity position, it has chosen to cash fund much of its capital program, and therefore has not issued much
debt. With the new bonds, the city will have $14.2 million in outstanding long-term debt. This is equal to a low 0.18% of full value
and 0.3 times annual operating revenues. The city has only minimal future plans for additional debt, and we expect its debt metrics to
remain relatively low.
DEBT STRUCTURE
The city's debt is all fixed rate and with level annual debt service.
DEBT -RELATED DERIVATIVES
The city has no debt -related derivatives.
PENSIONS AND OPEB
Largely due to the city's choice to contract out for public safety, its pension burden is quite manageable. The city participates in the
Washington Public Employees Retirement System. The three year average adjusted net pension liability is just 0.16% of full value and
0.3 times operating revenues.
Management and Governance
Washington cities have an institutional framework score of "Aa," or strong. Although cities depend on economically sensitive tax
revenues (sales, business and occupation), post -recession collections have been strong, making revenues moderately predictable. Cities
have a moderate ability to increase property taxes by 1% annually, subject to state statutory limits. Expenditures primarily consist of
public safety costs, which are highly predictable. Expenditure -reduction ability is moderate due to modest fixed costs and an active
union presence. Cities also have the ability to make mid -year budgetary reductions not related to public safety.
The city's conservative financial policies are currently a credit strength. Notably, the city has experienced some political turmoil
recently that led to the dismissal of its city manager and the resignation of two council members. As the city's political situation
settles, we will monitor the city's commitment to its current financial policies.
Legal Security
The bonds are secured by the city's full faith and credit and pledge to levy property taxes within constitutional limits to pay debt
service.
Use of Proceeds
Proceeds of the 2016 bonds will be used to finance a portion of the construction of a new city hall facility.
Obligor Profile
The city is located in eastern Washington outside the city of Spokane and roughly 10 miles from the Idaho border.
Methodology
The principal methodology used in this rating was US Local Government General Obligation Debt published in January 2014. Please see
the Ratings Methodologies page on www.moodys.com for a copy of this methodology.
3 10 May 2016 Spokane Valley (City of), WA: New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds
MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE
Ratings
Exhibit 2
Spokane Valley (City of) WA
Issue
Rating
Limited Tax General Obligation Bonds, 2016 Aa3
Rating Type Underlying LT
Sale Amount $7,775,000
Expected Sale Date 05/17/2016
Rating Description General Obligation
Limited Tax
Source: Moody's Investors Service
4 10 May 2016 Spokane Valley (City of), WA: New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds
MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE
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REPORT NUMBER 1024542
5 10 May 2016 Spokane Valley (City of), WA: New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds
MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE
Contacts
Travis George
Analyst
travis.george@moodys.com
MOODY'S
INVESTORS SERVICE
415-274-1715
William Oh
AVP -Analyst
william.oh@moodys.com
415-274-1739
CLIENT SERVICES
Americas
Asia Pacific
Japan
EMEA
1-212-553-1653
852-3551-3077
81-3-5408-4100
44-20-7772-5454
6 10 May 2016 Spokane Valley (City of), WA: New Issue: Moody's Assigns Aa3 to Spokane Valley, WA's LTGO Bonds
1 2/14/2017 1
CITY OF SPOKANE VALLEY, WA
Pending / Potential Projects Worksheet
Estimated
Total
Project
Cost
P:\1. General Governance\Budget\2018 Budget\Finance Dept\potential and pending projects
Grant Financed
City Financed
Secured
Grants
Potential /
Anticipated
Grants
General
Fund
Fund 101
Street
Fund
Fund 103
Paths &
Trails
Fund 123
Civic Facilities
Replacement
Fund 310
Civic Buildings
Capital Projects
Fund 312
Capital
Reserve
Fund 301/302
REET
Bond
Financed
Other
Total
Unfunded
Capital Projects
Completed or In -progress:
- Pavement Pres Program Fund #311 (through 2016) N/A 3,772,489 0 5,882,507 837,960 0 2740.S7668 0 0 1,901,614 0 15,085 14,818,315 N/A
Phaco 1 Apploway Landscaping (Dora to Park) 261,093 0 0 0 0 0 0 0 261,993 0 0 0 261,993 0
8u..,inc.,.. Route Signagc 21,130 0 0 0 0 0 0 0 21,139 0 0 0 21,139 0
- Joint Site Docign Balfour Park/Library 57,601 0 0 0 0 0 0 0 57,601 0 0 0 57,601 0
- Sullivan Road West Bridge replacement 15,842,040 13,022,645 0 0 0 0 0 0 2,085,810 365,803 0 367,782 15,842,040 0
- Appl way Trail Univ rcity to Pinor (Completed) 1,614,675 0 0 0 0 59,279 0 0 4937300 0 0 1,614,679 0
- Appleway Trail - Sullivan to Corbin (CN to begin 2017) 2,130,000 1,783,000 0 0 0 0 0 0 347,000 0 0 0 2,130,000 0
- Appleway Trail - Pines to Evergreen (CN to begin 2017) 2,134,107 1,845,959 0 0 0 0 0 0 288,148 0 0 0 2,134,107 0
- Appleway Trail - Balfour to University (CN to begin 2019) 750,000 648,750 0 0 0 0 0 0 101,250 0 0 0 750,000 0
- Appleway Trail - Evergreen to Sullivan (CN to begin 2020) 1,645,000 1,422,925 0 0 0 0 0 0 222,075 0 0 0 1,645,000 0
- City Hall 14,148,281 0 0 0 0 0 0 1,099,044 5,199,664 0 7,849,573 0 14,148,281 0
- Camahan & 8th - ROW acquisition 415,000 0 0 0 0 0 0 0 415,000 0 0 0 415,000 0
- Remove & reconstruct Euclid Ave (Flora to Barker)
after County installation of sewer 1,800,000 0 0 0 0 0 0 0 1,800,000 0 0 0 1,800,000 0
Future Construction:
- Balfour Park development
-_Phase 2 & 3 - Appleway Landscaping (Park to University)
Bridging the Valley
-Barker Road / BNSF Grade Separation*
-Pines Road Underpass*
-Pinecroft land acquisition ($500,000)
- Park land acquisition
- Railroad Quiet Zones study
Total of Capital Projects
* included in 6 -year TIP
3,866,000 0 0 0 0 0 0 0 0 0 0 0 0 3,866,000
3,000,000 0 0 0 0 0 0 0 0 0 0 0 0 3,000,000
36,000,000 7,920,000 25,171,000 0 0 0 0 0 700,000 2,209,000 0 0 36,000,000 0
19,765,000 0 18,065,000 1,200,000 0 0 0 0 500,000 0 0 0 19,765,000 0
1,000,000
85,000
0
0
0
0
0
0
0
0
0
0
0
0
0 0 0 0 0 0 1,000,000
0 0 0 0 0 0 85,000
104,535,840 30,415,768 43,236,000
Capital Reserve Fund #312
Sources
General Fund - 2013
General Fund - 2014 transfer of 2012 fund bal>50%
General Fund - 2015 transfer of 2013 fund bal>50%
General Fund - 2016 transfer of 2014 fund bal>50%
Developer contribution (Library District) - 2013
Developer contribution (Library District) - 2014
Uses
Sullivan Rd. West Bridge Replacement
Appleway Trail Univorcity to Pinoc
Appleway Trail - Pines to Evergreen
Appleway Trail - Evergreen to Sullivan
Appleway Trail - Sullivan to Corbin
Appleway Trail - Balfour to University
Appl way Landrraping
Mucin cc rout cignag
Joint Site Decign Balfour Park/Library
City Hall ($58,324 to #310 + $5,162,764 to #313)
Barker Road / BNSF Grade Separation
Pines Road Underpass
Reconstruct Euclid after sewer installation
Carnahan & 8th - ROW acquisition
7,082,507 837,960 59,279 2,408,660 1,099,044 13,451,780 4,579,717 7,849,573 382,867 111,403,155 7,951,000
7,826,207
2,443,507
1,783,512
1,828,723
3,180
4,675
13,889,804
2,085,810 committed
completed
288,148 committed
222,075 committed
347,000 committed
101,250 committed
261,093 completed
21,130 completed
57,601 completed
5,199,664 committed
700,000 committed
500,000 committ
1,800,000
415,000
13,451,780
Difference 438,024
2017 02 14 for Council Workshop
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: February 14, 2017
Check all that apply: ['consent ❑ old business
['information ® admin. report
Department Director Approval:
['new business ['public hearing
['pending legislation ['executive session
AGENDA ITEM TITLE: Solid Waste Collection Services RFP Development Update
PREVIOUS COUNCIL ACTION TAKEN: Administrative Report March 29, 2016, May 31, 2016,
August 30, 2016, September 13, 2016, and October 4, 2016. On October 4, 2016, City Council
gave consensus for staff to release the RFP with changes as directed.
BACKGROUND: On November 17, 2014, the City entered into contracts for solid waste
collection services with Waste Management of Washington, Inc. (WMW) and Sunshine
Disposal, Inc. (SDI) to cancel their G -Certificates, extinguish any remaining rights to
"measurable damages," and to allow the City to fully assume control of solid waste collection.
These contracts maintain the prior services provided by WMW and SDI under their G -
Certificates and terminate on March 31, 2018.
With the termination date just over a year away, the City is in the process of procuring long-term
solid waste collection services through a competitive process. This process will allow the City to
seek competitive rates and possibly additional services from the selected provider or providers,
while still maintaining conformity with the City's adopted Solid Waste Management Plan.
To begin the process, staff issued a request for proposals and ultimately selected Epicenter
Services, LLC, from the two submittals to assist the City with procurement of solid waste
collection services. Staff has been working on the many parts of the solid waste collection
Request for Proposals (RFP) with Epicenter Services since its selection in early 2016. Staff
provided an administrative report on March 29, 2016, outlining the expected RFP process and
on May 31, 2016 discussed with Council proposed public survey questions. Staff gave an
update and provided a summary report of the public survey results at the August 30, 2016
Council study session. The primary response from the survey was a desire to maintain services
as they are and to seek lower rates. A copy of the survey results are attached.
In addition to the public survey, the City released an industry review draft of the RFP and
proposed contract to five established haulers: Sunshine Disposal, Waste Management,
Recology, Waste Connections, and Republic. The City received extensive comments from
Sunshine, Waste Management, and Recology.
On September 13, 2016, Staff provided Council with a summary of the RFP and the services
sought by the City through the solid waste collection RFP process. The discussion included an
overview of the base contract services and the contract alternatives, the industry review
comments, and an overview of the RFP process. One key within the base contract is that rates
will be fixed with an automatic annual adjustment equal to 90 percent of CPI, beginning on
January 1, 2019.
On October 4, 2016, Staff discussed the final draft RFP and contract with City Council. Council
gave consensus for the RFP to be released with four primary changes: (1) remove the
requirement that the City assume ownership of the carts at the end of the contract; (2) remove
the requirement that the contractor provide special service to individuals with disabilities at no
Page 1 of 4
additional cost (customers may request carry -out service for an additional carry -out fee); (3)
remove requirement for contractor to pick-up Christmas trees as part of yard waste service at no
extra cost; and (4) remove requirement for live -tracking technology in collection vehicles.
Additionally, Council requested a modification so that missed pick-ups would not be required to
be picked up the day of the missed pick-up unless the contractor was notified by 3 p.m., and
that missed pick-ups on Fridays would be picked upon the following Monday (not Saturday).
Additionally, Council requested that the RFP provide for multiple contracting scenarios for
Council consideration. The released RFP included the following contracting scenarios: (1)
awarding an exclusive contract to one hauler to provide all residential and commercial services,
(2a) awarding an exclusive contract to one hauler to provide single-family residential services
and a second exclusive contract to a second hauler to provide commercial/multifamily/drop-box
services (essentially splitting the contracts by line of business), (2b) awarding an exclusive
contract for single family residential and one or more non-exclusive contracts for all other
services (essentially allowing multi -family, commercial, and drop -box multiple hauler options),
and (3) maintaining the status quo and allowing an exclusive contract for single family, multi-
family and commercial (all route based services), with one or more non-exclusive contracts for
drop box services. The scenarios are described on the summary sheet attached.
The RFP was released October 6, 2016, and due to extensive questions (including some very
close to the due date) from proponents, the date was extended from its original close date of
January 9, 2017 to February 6, 2017. The City received four responses to the RFP and has
begun processing the responses. Staff is providing this report to outline the process that has
occurred to date and the next steps. A timeline outlining the relevant events to date and next
steps is included as an attachment to the RCA.
Next Steps
The City's next steps are:
(1) a Council meeting to
(a) review the range of initial rates submitted for the contracting scenarios, service
alternatives, and potential contract exceptions proposed by contractors,
(b) present a staff recommendation for a contract scenario, alternatives, and contract
exceptions, and
(c) City Council selection of contracting scenario, service alternatives, and potential
contract exceptions proposed by proponents to be used to finalize the contracting approach and
service package for the best and final round of rate submissions;
(2) conduct the best and final round of submissions;
(3) a Council meeting to
(a) provide the staff scoring and recommendation of the finalist proposer(s), and
(b) City Council review and selection of contractor(s);
(4) finalization of contract with selected contractor(s); and
(5) final authorization of contract execution.
Each of the steps is described in detail below. Steps 1(c) through 3 reflect staff's initial finding
that multiple responsive proposals have been received by the City and that a continuation of the
two -round competitive process including the best and final round is warranted.
1. Rate Response Review; Decision on Contracting Scenario and Service Package for Best and
Final Round. At an upcoming meeting, City Council will be provided with an administrative
report on the range of rates submitted for each of the contract scenarios, service alternatives,
and proposed contract exceptions. Staff will also provide observations regarding the proposals
Page 2 of 4
and a recommendation to City Council of the contracting scenario, service alternatives (if any),
and contract exceptions (if any) for City Council consideration. Staff will evaluate potential
recommendations in the context of providing the best service at the lowest cost to City
ratepayers. City Council will review the staff recommendations and determine whether they
concur or prefer a different contracting scenario, service alternative(s) and/or acceptance of any
proposed contract exceptions. Staff will then use Council direction to prepare a revised draft
contract (or contracts) incorporating all changes to be used for the best and final round. The
revised draft contracts will allow the proponents to refine their rates based on a firm and known
contracting and service package and will likely yield better rates than provided during the "ala
carte" approach used during the initial round of proposals. The best and final round will allow the
selected options to be considered equally by all proponents.
2. Conduct Best and Final Round of Submissions. During the best and final round, all
proponents will have approximately two weeks to submit a "best and final" rate proposal based
on the selected contract scenario, alternatives (if any), and contract exceptions (if any). The
best and final submission will solely include rates and those rates will then be used to calculate
each proponent's rate score as discussed below.
3. Selection of Contractor(s). Staff will conduct a four -step evaluation of all proposals.
Step 1 determines if the proposal is responsive and complete.
Step 2 determines if the contractor possesses the minimum general qualifications.
Step 3 evaluates the rates provided and assigns up to 75 points.
Step 4 evaluates the contractor's customer service and operations approach,
demonstrated ability, and references, and assigns up to 25 points.
Step 3 and step 4 will occur concurrently. Staff will present to Council the results of the
evaluations, including total scores, and make a recommendation to Council. City Council will
select a contractor or contractors to provide the solid waste collection service. City Council will
authorize staff to finalize contract(s) with selected contractor(s).
4. Finalize Contract(s). Staff will finalize contract(s) with the selected contractor(s). Note that
no additional negotiation will occur, as the contractor(s) have already submitted proposals
based upon the final contract(s).
5. Authorization to Execute Contract. City Council will review final contract(s) and authorize the
City Manager to execute the contract(s) with the selected contractor(s). The City Manager and
the selected contractor(s) will then execute the contract(s).
Transition. City staff will work with the contracted contractor(s) to transition from the existing
providers to ensure that there is a seamless changeover when the new contractor(s) begin
collections on April 1, 2018.
OPTIONS: Discussion.
RECOMMENDED ACTION OR MOTION: Discussion.
BUDGET/FINANCIAL IMPACTS: Unknown with regard to Solid Waste Collection Services,
however, the City will likely incur little direct cost other than staff time to manage the contract as
the selected solid waste provider will be paid by customers; City has contracted with Epicenter
Services, LLC, to assist with the competitive procurement process. The contract provides for
the City to pay Epicenter for services up to $47,500. Costs for the consultant will be paid from
the City's solid waste administrative fee.
Page 3 of 4
STAFF CONTACT: Morgan Koudelka, Senior Administrative Analyst
Henry Allen, Engineer - Development
Erik Lamb, Deputy City Attorney
ATTACHMENTS:
• Solid Waste Survey Report
• Solid Waste Collection Contract Summary of Contract Scenarios, Base Services, and
Alternatives
• Timeline of Next Steps
Page 4 of 4
SOLID WASTE
COLLECTION SURVEY
RESULTS REPORT
Spokane�
.000Valleyg
Prepared by
Carolbelle Branch
Angelik Sorenson
Erik Lamb
Eric Guth
Mark Calhoun
Morgan Koudelka
Solid Waste Collection Survey Results Report
Background
On November 17, 2014, the City entered into contracts for solid waste collection services with
Waste Management of Washington, Inc. (WMW) and Sunshine Disposal, Inc. (SDI) to cancel
their G -Certificates, granted by the State, extinguish any remaining rights to "measurable
damages," and to allow the City to fully assume control of solid waste collection. These
contracts maintain the prior services provided by WMW and SDI under their G -Certificates and
terminate on March 31, 2018.
With the termination date less than two years away, the City has begun the process to procure
long-term solid waste collection services through a competitive process. This process will allow
the City to seek lower rates and additional services from the selected provider or providers, while
still maintaining conformity with the City's adopted Solid Waste Management Plan.
To begin the process, staff issued a request for proposals for a solid waste consultant. The City
ultimately selected Epicenter Services, LLC, from the two submittals to assist the City with
procurement of solid waste collection services. Staff has been working on the many parts of the
solid waste collection Request for Proposals (RFP) with Epicenter Services since its selection in
early 2016.
Since the new solid waste contract will be the first opportunity for the City to seek those services
important to our community, it is important that public input be an integral part of the
development of the solid waste collection RFP. While the primary service (collection of
garbage) will remain much the same, it is important for the public to provide their views on
potential changes and additional services they would like to see. Examples of potential changes
or additional services include adding a bulk garbage pick-up, changing the frequency of yard
waste or recycling pick-up, or other event pick-up options. In order to give all citizens and
business owners an opportunity to comment on the solid waste collection RFP process, a survey
was constructed and mailed to all mailing addresses in the City through the Hot Topics
newsletter mailed out on June 17. The survey was also made available on the City's website
from June 16 through July 8. Council input, and comments from the industry review of the draft
RFP and contract will be incorporated into the final RFP.
PROCESS SCHEDULE
Event
Solid Waste Surveys Accepted
Draft RFP issued for industry review/comment period
Industry comments due
Issue and Publish Notice of Proposal Documents
Deadline for Proponent Questions
Proposals Due
Proposal Eval., Interviews, B&F Round
Selection, Finalization of Contract
Time Frame
June 16—July 8, 2016
July 8, 2016
4:00 PM, August 8, 2016
September, 2016
October, 2016
Mid -December, 2016
December/January, 2016
January/February, 2017
Solid Waste Collection Survey Results Report
Recommendation to City Council
City Executes Contract
Contractor Delivers Transition/Implementation Plan
Container Delivery or Relabeling
Start of Collection Services
Summary
February/March, 2017
March, 2017
June, 2017
March, 2018
April 1, 2018
A total of 669 people completed the survey, with 297 completing the survey by mail while
another 372 people completed the survey online. The survey instrument (included as Attachment
B), asked what type of respondent (resident, employee, or business owner) the person is and who
the person's service provider is (Waste Management, Sunshine, or both). The first section
included three questions on service and rate considerations, the second section included three
questions on frequency of specific services, the third sections included three questions on goals
for the new collection contract, and the fourth section included three questions on satisfaction
with current service. There was also an area at the end of the survey for respondents to write in
comments. Comments specific to each question or section have been included in the report and a
list of all comments received has been included as Attachment A.
The resounding themes indicated by the survey respondents are that customers are happy with
the service they currently have and low rates are a priority. Most of the respondents are single
family home residents with Waste Management as their current solid waste collection provider.
In the Service and Rate Considerations section, there is considerable interest in special pickups
but more people feel it is not as important as keeping rates low. Many customers would be
willing to separate recycling if it resulted in lower rates but many others like the ease of single
stream recycling and would likely recycle more if they did not have to sort their recycling.
Customers did not contact customer service often enough to make extended live customer
service hours a priority.
In the Frequency section, most customers responded that they prefer to keep quarterly billing
although almost as many expressed a preference for monthly billing. Regarding recycling
pickup, most customers prefer to maintain every other week pickup while there were a
substantial number of customers who wanted different options available, whether it was more
frequent or less frequent pickups, smaller bins, or more items accepted. Winter yard/food waste
pickup generated the most varied responses and likely the most frustration and dissatisfaction
expressed with current service and options. Customers would like more options for winter yard
and food waste pickup, from weekly to no pickups, with the current monthly pickups also
popular. A desire to have the winter rates match the service was also expressed as was no cart
rental fees for no winter use and the ability to easily suspend service in the winter without extra
fees.
The answers received in the Goals for the New Collection Contract section made it clear that low
rates are much more important to customers than enhanced services. While there is some interest
in a variety of added service features that large majority of customers are satisfied with a simple
collection service and have a priority of keeping rates low.
Solid Waste Collection Survey Results Report
In the section Satisfaction with Current Customer Service, the answers received indicated that
customers are very satisfied with their current service, with local pickup service garnering the
highest satisfaction marks while call center service showed the greatest opportunity for
improvement.
The conclusion of the responses received from the survey is that the citizens and business owners
of Spokane Valley prefer to maintain good service and keep rates low. If the rates from the
proposal are competitive then there may be an opportunity to consider other options such as
special pickup days and varying frequencies of pickup for yard waste and recycling.
The large number of responses and comments received from solid waste customers indicates that
solid waste collection is an important service for citizens and business owners and these
responses provide an invaluable resource and coupled with the industry comments will help the
City craft a RFP document and negotiate a solid waste contract that will best match the needs of
the Spokane Valley community.
Solid Waste Collection Survey Results Report
Survey Respondent's Profile
The profile of the survey respondents is primarily single-family home occupants with a few
multi -family residents and business owner and employees mixed in.
r
Survey Respondents Profile
700
600
500
400
300
200
100
625
2 22 3 17
0 r'
Multi -Family Resident Multi- Resident Single- Business Unspecified
Owner/Mgr/Emp Family Family Owner/Mgr/Emp
Solid Waste Provider
Waste Management provides the majority of subscription -based solid waste collection in the City
and this is reflected in the provider indicated by the survey respondents with over 90% of those
responding to the question indicating they are Waste Management customers. For this reason,
the answers to the customer service questions were not segregated between the providers.
600
500
400
300
200
100
0
Solid Waste Collection Provider
516
38
15
100
Waste Management Sunshine Both Not Specified or None
J.
Solid Waste Collection Survey Results Report
Service and Rate Considerations
The first three questions asked respondents to rate the importance of service and rate
considerations on a scale of one to five, with one being not important and five being very
important.
Special Item Pick-up Days
One of the questions asked was how important respondents felt it was to have some selected days
that allow customers to put out large, bulky items at no additional cost. This service could assist
customers with spring cleanup and with getting rid of non -working appliances and unusable
furniture when it may be difficult for the customers to transport these items to the transfer
station. These pickups would also assist property owners clean-up after windstorms that leave a
lot of yard debris.
A consistent theme throughout the survey is that many respondents are perfectly happy with
service as it currently exists and do not feel the need to change it. While this theme is reflected
in the special pickup answers, with the most popular answer being "Not Important", more than
half of the respondents that answered the question selected 3-5 on the upper end of the
importance scale, indicating that such a feature in the future solid waste collection contract
would be beneficial to a significant number of customers. This service also was deemed
important enough that it was one of the top 5 comments received in the comment section of the
survey.
250
200
150
100
50
0
209
1 -Not
Important
Special Item Pickup
100
2
139
3
72
4
114
5 - Very
Important
35
No Answer
e
Special Item Pickup Comments #
Favor special item pick-up (Bulky items, appliances, limbs) twice a year. Large yard 24
debris monthly.
Pay as needed for special pickups. 1
Solid Waste Collection Survey Results Report
Lower Rates for Sorted Recycling
Anticipating that low rates will be very important to solid waste customers, the survey asks if
customers would be willing to sort recycling if that provided less expensive rates. The most
popular answer is that this option is not important. However, close behind for the top answer is
that this option is very important and more than half of the respondents that answered this
question selecting 3-5 on the importance scale. Eight respondents commented that they liked
single -stream recycling. An important consideration is that while low rates are important to the
City solid waste customers, single -stream recycling likely encourages more people to recycle and
encourages those that do recycle to recycle more, achieving goals set forth in the State Solid
Waste Act and in the City's Solid Waste Plan.
250
200
150
100
50
0
218
32.6%
Lower Rates for Sorted Recycling
1 - Not
Important
60
2
102
3
87
4
172
5 - Very
Important
30 —
4.5%
No Answer
Lower Rates for Sorted Recycling Comments
Like single stream recycling. 8
Solid Waste Collection Survey Results Report
Live Customer Service after Regular Business Hours
A common concern for solid waste customers in cities across Washington is that a problem such
as a missed pickup occurs and a resident does not discover it until returning home after work.
When the resident calls to report the problem the customer service center is closed and the
customer has to wait until the following day to report the problem and then may have to wait an
additional day to have the problem resolved. A question was asked of respondents regarding the
availability of live customer service after regular business hours and how important that feature
is. More than half of the respondents indicated that this feature is not important while less than
8% of the respondents indicated that this feature is very important. The results of this question
tie into other responses and comments from the survey that indicate that people are mostly
satisfied with the current service they are receiving and that there is not often a need to contact
customer service.
400
350
300
250
200
150
100
50
Live Customer Service After Reg. Bus. Hours
371
1 - Not
Important
97
2
91
3
37
5.5%
4
48
7.2%
5 - Very
Important
25
No Answer
ori
Live Customer Service After Regular Business Hours Comments
24/7 customer service or better hours. 2
Solid Waste Collection Survey Results Report
Frequency
The next three questions asked customers what the preferred frequency is regarding billing,
recycling pickup, and winter yard/food waste pickup. Respondents were asked to choose their
preference from multiple frequency options.
Billing Frequency
Currently, customers are billed quarterly for service and are billed in advance. While the
majority of respondents indicated they preferred to maintain quarterly billing, more than 45% of
those that responded to the question indicated they preferred monthly billing.
Some of the comments received provided insight into respondents' preference for monthly
billing, with some indicating that limited or fixed budgets make it difficult to pay for three
months at a time.
rr-
11 400
350
300
250
200
150
100
50
0
299
Monthly
Billing Frequency
353
52.8%
Quarterly
17
No Answer or Other
e
Billing Frequency Comments
Monthly billing 10
Do not like to pre -pay for service. 1
Every 6 -month billing 1
Solid Waste Collection Survey Results Report
Recycling Pickup Frequency
Currently solid waste customers in the City receive recycling pickup every other week. The
majority of survey respondents indicated they prefer to maintain the existing recycling pickup
schedule although there were several comments requesting more frequent pickups. Other
comments received indicated that some would like to see more items accepted in recycling and
some would like to see recycling bins available at apartment complexes where none are currently
available. The most frequent comments centered on disliking being charged for recycling and
bins, and the bins being too big for the amount of recycling people have. Frequent comments
had to do with small households and retirees with small amounts of garbage and recycling
having the same charge and same size bins as larger families.
450
400
350
300
250
200
150
100
50
0
181
27.1%
Weekly
Recycling Pickup Frequency
411
61.4%
Every Other Week
65
Monthly
12
No Answer or Other
Recycling Pickup Comments
Would like low rates for recycling/no charge for recycling or smaller container at lower 36
rate. Bin too big. Fewer pickups.
More frequent recycling (Weekly) 17
Increase recycling as much as possible (More items accepted). 8
Mandatory recycling bins at apartments. 6
Recycling containers for customers at restaurants and less waste from fast food. 2
Like large recycling bins 1
Required recycling. 1
Solid Waste Collection Survey Results Report
Winter Yard/Food Waste Pickup
Yard and Food Waste is currently picked up weekly except in the winter months of December,
January, and February when it is picked up Monthly. Solid waste customers were asked how
often they would prefer to have yard/food waste pickups in the winter.
While the most popular answer was to not have any pickups at all and nearly as popular was to
retain monthly winter pickup, the true answer may be more complex.
A third of the respondents prefer more frequent winter pickups, a significant number. It also
appears from the comments that many customers are discouraged by having to pay the same rate
in the winter months, having to pay for the cart rental in the winter months, the high monthly rate
for yard/food waste pickup, the difficulty in placing a vacation stop, and being charged for a cart
pickup in order to get out of being charged for a service they don't use in the winter. Others also
would prefer the flexibility of being charged only when they put the cart out.
250
200
150
100
Winter Yard/Food Waste Pickup Frequency
127
50 HM
19.
0
96
14.3%
203
30.3%
Weekly Every Other Week Monthly
232
34.7%
None
11
No Answer or
Other
Yard/Food Waste Pickup Comments
Yard waste is too expensive. 10
Do not like yard waste charged at same rate in winter with fewer pickups. 8
Like yard waste service. 3
More frequent yard waste pick-up in winter. 3
No charge to pick up seasonal container. 2
Separate food waste container, yard waste containers too stinky. 2
Would like pet waste to be disposed of in yard waste. 1
Yard Waste containers at mobile home parks. 1
Food waste pickup. 1
Solid Waste Collection Survey Results Report
Once a month yard waste pickup for lower rates. 1
Free Christmas Tree pickup 1
Like frequent yard waste pickup in summer 1
Smaller yard waste containers. 1
Food waste container is too small. 1
Solid Waste Collection Survey Results Report
Goals for New Collection Contract
The next two questions of the survey asked respondents to identify how important enhanced
services and low rates are and then choose which is more important. The intent of these two
questions is to help guide the City on areas of focus when constructing the contract for service.
Enhanced Services
The results of the survey made it very clear that customers are happy with the current service
provided and prefer that it not be changed. There were a small number of comments on a variety
of topics.
350
300
250
200
I 150
100
50
0
Enhanced Services
293
1 - Not
Important
95
2
115
3
73
10.9%
4
59
34
8.8%
5 - Very
Important
No Answer
Enhanced Services Comments
Do not want to pay for extra services that won't be used 2
Like ability to put out extra bags. 1
Like additional options to be available as needed 1
Want a good solution for food boxes (pizza boxes). 1
Rebate or rental for composting bins. 1
Don't like non-paying people getting free pickup. 1
Yard waste and recycling not offered in Greenacres 1
Compost available to the public 1
Guidance on disposal of "other items" 1
Periodic hazardous waste pickups. 1
Morning pickup 1
Solid Waste Collection Survey Results Report
Low Rates
Respondents indicated that low rates are very important with more than 57% answering number
5 — Very Important. Many respondents also took the time to write in comments echoing the
same sentiment while other rate related comments asked for senior discounts, carts with no rental
charge, lower or no fee for extra garbage, or the ability to only be charged when can is put out.
450
400
350
300
250
200
150
100
50
0
1 - Not
Important
2
Low Rates
100
3
382
4
5 - Very
Important
No Answer
Rate Comments
Lower rates 30
Senior discounts. 8
Supply standard garbage containers at no cost to customers. Do not like paying for yard 6
waste can over winter
Do not think it is fair to charge extra if garbage is higher than sides of can or for extra 6
bag when less than full some weeks. Fee for extra garbage is too high.
Should be charged only when can is put out. 4
Solid Waste Collection Survey Results Report
Enhanced Services or Low Rates More Important
Respondents overwhelmingly indicated that low rates are more important than enhanced services
with more than 70% choosing low rates as more important.
600
500
400
300
200
100
Enhanced Srvs or Low Rates More Important
124
Enhanced Services
487
58
Low Rates No Answer or Other
1
Solid Waste Collection Survey Results Report
Satisfaction with Current Customer Service
Three questions were asked of respondents regarding satisfaction levels with current customer
service in the areas of garbage/recycling pickup, call center service, and billing and notifications.
Customers are overall very satisfied with their current service. Garbage and recycling pickup
received the highest levels of satisfaction with more than 80% of those that answered the
question indicating that they were satisfied or very satisfied with their service by answering 4 or
5 on the scale of 1-5. Two-thirds of those that answered the question about call center customer
service answered 4 or 5 in satisfaction with a large number of survey respondents not answering
this question as they likely have not had interaction with the call center. The call center is not
local and the comments received indicate frustration at inaccurate information, being unfamiliar
with local information, and not being as responsive as local staff. 77% of those that answered
the question regarding satisfaction level with billing and notifications answered 4 and 5
indicating a high degree of satisfaction with this service. While 31 respondents commented on a
variety of poor service received, nearly three times as many respondents commented on the good
service they are receiving. Many of the concerns about poor service centered on problems with
customer -owned cans, missed pickups especially for yard waste, and problems with call -center
customer service. Other popular comments have to do with receiving better notification of what
is and is not accepted, having local customer service, and having a better way to have vacation
stops to accommodate the large number of retirees and customers that spend their winters
elsewhere.
Current Service Garbage/Recycling Pickup
f
450
400
350
300
250
200
150
100
Current Service - Garbage/Recycling Pickup
18
85
145
388
0
1 Not satisfied 2 3 4 5- Very
Satisfied
No Answer
Solid Waste Collection Survey Results Report
Customer Service Customer Service/Call Center
250
200
150
100
50
0
Current Service - Customer Sry/Call Center
33
4.9%
1 - Not satisfied 2
86
12.9%
Current Service Billing and Notifications
350
300
250
200
150
100
50
0
105
15.7%
198
29.6%
211
31.5%
3 4 5- Very No Answer
Satisfied
Current Service - Billing and Notifications
1 - Not satisfied 2
158
3 4
330
11111111111111111111111111111111111111111
11111111111111111111111111111111111111111
9.3%
5- Very
Satisfied
39
5.8%
No Answer
Solid Waste Collection Survey Results Report
Customer Service Comments
Happy with current service. (Good service, courteous drivers) 91
Poor customer service (Missed pickups esp yard waste, leave lids open and cans 32
knocked over, difficult phone tree, poor website, rude, garbage left in street, break cans,
drive too fast, inconsistent pickups times, took customer's can, no can srv,
lids left on ground, cans not emptied completely, billing errors, requested info not sent,
wrong info provided, confusing invoices).
Better notification of what is accepted and what is not. (Periodic notification and new 7
stickers sent out)
Local customer service with real person 6
Calendar or info stating pickup days 4
Vacation stops not convenient. (No extra charges, suspend service and billing). 4
Solid Waste Collection Survey Results Report
Attachment A
Survey Comments
Happy with current service. (Good service, courteous drivers) 91
Would like low rates for recycling/no charge for recycling or smaller container at lower 36
rate. Bin too big. Fewer pickups.
Poor customer service (Missed pickups esp yard waste, leave lids open and cans 32
knocked over, difficult phone tree, poor website, rude, garbage left in street, break cans,
drive too fast, inconsistent pickups times, took customer's can, no can srv,
lids left on ground, cans not emptied completely, billing errors, requested info not sent,
wrong info provided, confusing invoices).
Lower rates 30
Favor special item pick-up (Bulky items, appliances, limbs) twice a year. Large yard 24
debris monthly.
More frequent recycling (Weekly) 17
Prefer waste go to Waste To Energy Plant 14
More options for less garbage: smaller cans, every other week pickup, lower rates. 13
Fewer restrictions on what is accepted in garbage (Take light bulbs, oil, batteries, paint, 12
medical etc.). Hoz waste call-in, large items
Monthly billing 10
Yard waste is too expensive. 10
Increase recycling as much as possible (More items accepted). 8
Likes single stream recycling. 8
Does not like yard waste charged at same rate in winter with fewer pickups. 8
Senior discounts. 8
Better notification of what is accepted and what is not. (Periodic notification and new 7
stickers sent out)
Supply standard garbage containers at no cost to customers. Do not like paying for yard 6
waste can over winter
Do not think it is fair to charge extra if garbage is higher than sides of can or for extra 6
bag when less than full some weeks. Fee for extra garbage is too high.
Local customer service with real person 6
Mandatory recycling bins at apartments. 6
No mandatory collection, want self -haul option. 5
Do not like Friday pickup, carts are left out if going out of town. 4
Vacation stops not convenient. (No extra charges, suspend service and billing). 4
Charged only when can is put out. 4
Calendar or info stating pickup days 4
More frequent yard waste pick-up in winter. 3
Like yard waste service. 3
Do not want to pay for extra services that won't be used 2
24/7/ customer service or better hours. 2
No charge to pick up seasonal container. 2
Separate food waste container, yard waste containers too stinky. 2
Solid Waste Collection Survey Results Report
Recycling containers for customers at restaurants and less waste from fast food. 2
Do not like to pre -pay for service. 1
Like ability to put out extra bags. 1
Like frequent yard waste pickup in summer. 1
Like additional options to be available as needed 1
Would like pet waste to be disposed of in yard waste. 1
Want a good solution for food boxes (pizza boxes). 1
Rebate or rental for composting bins. 1
Food waste pickup. 1
Once a month yard waste pickup for lower rates. 1
Free Christmas Tree pickup 1
Don't like non-paying people getting free pickup. 1
Pay as needed for special pickups. 1
Like large recycling bins 1
Required recycling. 1
Yard waste and recycling not offered in Greenacres 1
Every 6 -month billing 1
Smaller yard waste containers. 1
Yard Waste containers at mobile home parks. 1
Compost available to the public 1
Food waste container is too small. 1
Guidance on disposal of "other items" 1
Periodic hazardous waste pickups. 1
Morning pickup 1
Solid Waste Collection Survey Results Report
1
1
1
1
1
1
ere
rad
end
the
;cress
own.
1
Attachment B
SOLID WASTE SURVEY 2016
As the City of Spokane Valley prepares to solicit proposals for the new contract for collection of garbage, yard and food waste, and recyclables, your
input is important to help ensure we secure. the right services at the best rates for our residents and businesses.
Please take a moment to answer the short survey below, and submit it no later than Friday, 3uty 8, 2016 to City Hall at the following address: (It
should take only about 3 -- 5 minutes to complete the survey.)
City of Spokane Valley
Solid Waste Survey
11707 E. Sprague Avenue, Suite 106
Spokane. Valley, WA 99206
If you prefer to take the survey online, go to www.spokanevallev.ora/SolidWaste.
ABOUT YOU
Are you responding es a (please check one): ,
" IA • Resident of a single family house or duplex
O Resident of a multi -family apartment/dwelling
❑ Owner/manager/employee of a multi -family apartment/dwelling
O Business owner/manager/einployee
Who is your current garbage collection provider? (please circle one)
• Sunshine Disposal, Inc. Waste Management, Inc.
SERVICE AND RATE CONSIDERATIONS
On a scale of 1 to 5, with 1 being Not Important and 5 being Very Important, how Important are the following to you (please circle one for each
question or check N/A Don't Know)?
-
Not
Important
--
Monthly
Quarterly
Very
Important
N/A
Don't Know
1) Special item pickup days (appliances, sofas,
limbs, other sfrnu/arltems) at no additional cost:
1
2
3
4
5
C7
2) Lower rates if you sort your recycling
(as opposed to unsorted recycling):
1
2
3
4
5
Cd
3) Uve customer service access after regular
business hours:
1
2
3
4
5
❑
FREQUENCY •
How often do you prefer the following services to be provided (please circle one for each question)?
4) Billing:
--
Monthly
Quarterly
5) Recycling pickup:
Weekly
Every other week
Monthly
--
--
6) Winter (Dec -Feb) yard and food waste pickup:
Weekly
Every other week
. Monthly
---
None
Continued on back...
Solid Waste Collection Survey Results Report
GOALS FOR NEW COLLECTION CONTRACT
Ona scale of 1 to 5, with 1 being Not Important and 5 being Very Important, how Important are the following to you (please circle one for each
question or check N/A Don't Know)?
SATISFACTION WITH CURRENT CUSTOMER SERVICE:
. On e scale of 1 to 5, with 1 being Not Satisfied and 5 being Very Satisfied, how satisfied are you with your current garbage/yard and food waste/
€ecycling service provider(s) for the following (please circle one for each question or check N/A Dont Know)?
Not
. Important
Very
Important
N/A
Don't Know
7) Enhanced services (bulk items pickup, more
Frequentpickup of recycling winter pickup of
yard/food waste):
1
2
3
4
5
0
8) Low rates:
1
2
3
4
5
£
9) Which is most important to you (please circle one)? Enhanced Services . Low rates
SATISFACTION WITH CURRENT CUSTOMER SERVICE:
. On e scale of 1 to 5, with 1 being Not Satisfied and 5 being Very Satisfied, how satisfied are you with your current garbage/yard and food waste/
€ecycling service provider(s) for the following (please circle one for each question or check N/A Dont Know)?
COMMENTS:
Please use the space below for any comments you would like to share regarding g
rates, customer service, or other:
age/yard and food waste/recycling pickup services,
Thank you very much for your input, We appreciate the opportunity to improve your City of Spokane Valley garbage, yard and food waste/
recycling pickup services.
More information on the City of Spokane Valley Solid Waste Management Plan is available at www.sookanevallev.orl/SolidWaste or
by calling 509-9214000.
Not
Satisfied
Very
Satisfied
N/A
Don't Know
10) Garbage/recycling pickup:
1
' 2
3
4
5
E
11) Customer service/call center
1
2
3
4
5
£
12) Billing and notifications:
1
2
3
4
5
£
COMMENTS:
Please use the space below for any comments you would like to share regarding g
rates, customer service, or other:
age/yard and food waste/recycling pickup services,
Thank you very much for your input, We appreciate the opportunity to improve your City of Spokane Valley garbage, yard and food waste/
recycling pickup services.
More information on the City of Spokane Valley Solid Waste Management Plan is available at www.sookanevallev.orl/SolidWaste or
by calling 509-9214000.
Solid Waste Collection Survey Results Report
Attachment C - Detailed Survey Tabulations
Online
Mailed Surveys Surveys Total All Surveys
About You
Multi -Family Owner/Mgr/Emp
Resident Multi -Family
Resident Single -Family
Business Owner/Mgr/Emp
Unspecified
Total
Provider
Waste Management
Sunshine
Both
Not Specified or None
Total
Special Item Pickup Days
1 - Not Important
2
3
4
5 - Very Important
No Answer
Total
Lower Rates if You Sort Recycling
1 - Not Important
2
3
4
5 - Very Important
No Answer
Total
Live Customer Service After Reg. Bus Hours.
1 - Not Important
2
3
4
5 - Very Important
No Answer
Total
1 0.3%
14 4.7%
264 88.9%
1 0.3%
17 5.7%
297 100.0%
194 65.3%
3 1.0%
0 0.0%
100 33.7%
297 100.0%
84 28.3%
38 12.8%
58 19.5%
29 9.8%
58 19.5%
30 10.1%
297 100.0%
78 26.3%
34 11.4%
41 13.8%
34 11.4%
84 28.3%
26 8.8%
297 100.0%
154 51.9%
47 15.8%
44 14.8%
12 4.0%
22 7.4%
18 6.1%
297 100.0%
1 0.3%
8 2.2%
361 97.0%
2 0.5%
0 0.0%
372 100.0%
322 86.6%
35 9.4%
15 4.0%
0 0.0%
372 100.0%
125 33.6%
62 16.7%
81 21.8%
43 11.6%
56 15.1%
5 1.3%
372 100.0%
140 37.6%
26 7.0%
61 16.4%
53 14.2%
88 23.7%
4 1.1%
372 100.0%
217 58.3%
50 13.4%
47 12.6%
25 6.7%
26 7.0%
7 1.9%
372 100.0%
2 0.3%
22 3.3%
625 93.4%
3 0.4%
17 2.5%
669 100.0%
516 77.1%
38 5.7%
15 2.2%
100 14.9%
669 100.0%
209 31.2%
100 14.9%
139 20.8%
72 10.8%
114 17.0%
35 5.2%
669 100.0%
218 32.6%
60 9.0%
102 15.2%
87 13.0%
172 25.7%
30 4.5%
669 100.0%
371 55.5%
97 14.5%
91 13.6%
37 5.5%
48 7.2%
25 3.7%
669 100.0%
Solid Waste Collection Survey Results Report
Billing # % # % #
Monthly 102 34.3% 197 53.0% 299 44.7%
Quarterly 178 59.9% 175 47.0% 353 52.8%
No Answer or Other 17 5.7% 0 0.0% 17 2.5%
Total 297 100.0% 372 100.0% 669 100.0%
Recycling Pickup # % # % #
Weekly 41 13.8% 140 37.6% 181 27.1%
Every Other Week 206 69.4% 205 55.1% 411 61.4%
Monthly 38 12.8% 27 7.3% 65 9.7%
No Answer or Other 12 4.0% 0 0.0% 12 1.8%
Total 297 100.0% 372 100.0% 669 100.0%
Winter Yard/Food Waste Pickup # % # % #
Weekly 52 17.5% 75 20.2% 127 19.0%
Every Other Week 39 13.1% 57 15.3% 96 14.3%
Monthly 84 28.3% 119 32.0% 203 30.3%
None 111 37.4% 121 32.5% 232 34.7%
No Answer or Other 11 3.7% 0 0.0% 11 1.6%
Total 297 100.0% 372 100.0% 669 100.0%
Enhanced Services # % # % #
1 - Not Important 126 42.4% 167 44.9% 293 43.8%
2 43 14.5% 52 14.0% 95 14.2%
3 55 18.5% 60 16.1% 115 17.2%
4 25 8.4% 48 12.9% 73 10.9%
5 - Very Important 21 7.1% 38 10.2% 59 8.8%
No Answer 27 9.1% 7 1.9% 34 5.1%
Total 297 100.0% 372 100.0% 669 100.0%
Low Rates
Total
# % # % #
1 - Not Important 13 4.4% 18 4.8% 31 4.6%
2 11 3.7% 8 2.2% 19 2.8%
3 47 15.8% 53 14.2% 100 14.9%
4 47 15.8% 76 20.4% 123 18.4%
5 - Very Important 167 56.2% 215 57.8% 382 57.1%
No Answer 12 4.0% 2 0.5% 14 2.1%
297 100.0% 372 100.0% 669 100.0%
Solid Waste Collection Survey Results Report
Enhanced Services or Low Rates More
Important # % # % #
Enhanced Services 32 10.8% 92 24.7% 124 18.5%
Low Rates 207 69.7% 280 75.3% 487 72.8%
No Answer or Other 58 19.5% 0 0.0% 58 8.7%
Total 297 100.0% 372 100.0% 669 100.0%
Current Service - Garbage/Recycling Pickup # % # % #
1 - Not satisfied 4 1.3% 17 4.6% 21 3.1%
2 7 2.4% 11 3.0% 18 2.7%
3 28 9.4% 57 15.3% 85 12.7%
4 36 12.1% 109 29.3% 145 21.7%
5- Very Satisfied 214 72.1% 174 46.8% 388 58.0%
No Answer 8 2.7% 4 1.1% 12 1.8%
Total 297 100.0% 372 100.0% 669 100.0%
Current Service - Customer Service/Call Center # % # % #
1 - Not satisfied 12 4.0% 24 6.5% 36 5.4%
2 8 2.7% 25 6.7% 33 4.9%
3 35 11.8% 51 13.7% 86 12.9%
4 39 13.1% 66 17.7% 105 15.7%
5- Very Satisfied 120 40.4% 78 21.0% 198 29.6%
No Answer 83 27.9% 128 34.4% 211 31.5%
Total 297 100.0% 372 100.0% 669 100.0%
Current Service - Billing and Notifications # % # % #
1 - Not satisfied 8 2.7% 20 5.4% 28 4.2%
2 3 1.0% 18 4.8% 21 3.1%
3 30 10.1% 63 16.9% 93 13.9%
4 55 18.5% 103 27.7% 158 23.6%
5- Very Satisfied 179 60.3% 151 40.6% 330 49.3%
No Answer 22 7A% 17 4.6% 39 5.8%
Total 297 100.0% 372 100.0% 669 100.0%
Solid Waste Collection Contract Procurement Summary: Scenarios, Base Services, and Alternatives
The following highlights the major services and provisions to be maintained or enhanced in the new
contract as shown in Tables 1 and 2.
Contracting Award Scenarios
One Exclusive Contract (Base Contract): This scenario reflects the base contract included with the
RFP. One single contract would be awarded as a result of the RFP process. The advantage of this
approach is having a large contract with economies of scale to attract competition and reduced staff
time to administer one contract. The disadvantage is that smaller competitors that might be able to
provide lower cost service on certain lines of business (e.g. commercial or drop -box service) would
be unable to compete on one single contract.
Separate A: Exclusive Single -Family and B: Non -Exclusive Commercial/Multifamily/Drop-box
Contracts (Council -directed Alternative). The single-family contract would be exclusive. All
remaining services (commercial cart and container, multifamily cart and container, and drop -box)
would be performed under non-exclusive contracts with two or more providers. The advantage of
this approach is that commercial and multifamily customers would possibly be able to choose from
at least two service providers. The disadvantage is that rates might be higher due to lower route
density for regular commercial/multifamily service and routes would be duplicated with additional
impacts to traffic.
Pricing for an exclusive commercial/multifamily/drop-box contract was also requested to allow us to
more accurately assess the benefits of exclusive versus non-exclusive contracting in case Council
prefers to split exclusive contracts by those lines of business. In that event, Council would be able to
specify that scenario in the best and final round of the procurement.
Separate A: Single-family/Commercial/Multifamily and B: Drop -box Contracts. (Status Quo
Alternative) The single-family and commercial/multifamily cart and container contract would be
exclusive and only the drop -box contracts would be non-exclusive. The advantage of this approach
is that one contract would be awarded for all route -based services, which could provide route
density and economies of scale, which should reduce rates, while drop -box service (which does not
depend on sequential routing) would be open to two or more competitors. The disadvantage of this
approach is that the City will need to administer two or more contracts and it is possible that rates
might be higher than if one contractor has the entire drop -box business and has a larger customer
base. This scenario is the current status quo situation where Waste Management provides services
to all line of business and Sunshine Disposal provides drop -box collection in competition with Waste
Management.
Evaluating these scenarios will require proponents to separately identify the impact of the scenarios on
each line of business. By evaluating the RFP results, the City will be able to determine the rate impacts
of the various contract award scenarios and alternatives and recommend a final package to the Council
for a best and final round of rates.
1
2
Table 1: Key BASIC Services and Provisions
Service/Provision
X
Ten year contract, w/ option for two 2 -yr extensions
X
Weekly garbage service (Monthly service also available) (subscription based)
X
Weekly yard/food waste service March -November (subscription based)
X
Monthly winter yard/food waste service (December -February) (subscription based)
X
Every other week recycling service (included with garbage subscription)
X
Embedded recycling (Included in garbage rate) for single family and multi -family garbage
subscription
X
Same day pickup of garbage, recycling, and yard waste
X
All garbage taken to University Transfer Station
X
No cart rental fees; customer can use own can
X
Multiple available sizes of recycling and yard waste carts
X
Same sizes of residential and commercial carts/drop boxes/dumpsters available as are currently
offered
X
Same day or next day recovery of missed pick-ups depending on time of call (before 3 pm);
Monday pick-up for missed Friday pick-up
X
Trash/recycling drop-off locations after 2 weeks of no service
X
Labor disruption performance fees
X
Any leakage or spillage from vehicles immediately cleaned up by contractor
X
Site planning and building design review
X
On-call bulky item collection (for extra fee)
X
Optional performance review
X
Option to test pilot programs
X
Special event services (for fee)
X
Customer service and reporting requirements
X
Improved assistance with multi -family education and outreach
X
Drop -box container provided within three days of request
X
Rates are fixed with automatic annual adjustment equal to 90% of CPI
2
Table 2: Contract ALTERNATIVES
Service/Provision
1
Universal Carts (Customers required to use contractor carts)
2
Annual Event Household Clean up (Garbage, Furniture, Appliances) (no extra charge)
3
Annual Household Cleanup (Garbage, Furniture, Appliances) (On -Call Scenario) (no extra charge)
4
Yard/Food Waste Collection Every Other Week in Winter
5
Yard/Food Waste Collection — No Winter Collection
6
Yard/Food Waste Collection Weekly Year -Round
7
Embedded Weekly Year -Round Yard/Food Waste Collection (Included in Garbage Rates)
8
Embedded Split Schedule Yard/Food Waste Collection (Included in garbage rates)
9
Special Annual Yard Debris Clean -Up (no extra charge)
10
Weekly Recycling Collection
11
Premium Commercial Service (locks, unlocking, no gate fees, no roll-out fees)
2
Solid Waste Collection Anticipated
Proposal Selection Process
Feb. 14, Feb. 28, Mar. 3, Mar. 17, Apr. 4, Apr. 18,
2017 2017 2017 2017 2017 2017
Council Workshop Council Meeting Best And Final Round Best and Final Council Meeting Council Meeting
Review of Proposal Summary Opens Rate Proposals Final Total Scores Final Contract
Selection Process 1. Range of Rates for Due Presented to presented to
each contract Council with Staff Council.
scenario Recommendation
2. Proposed contract
exceptions Council selects
3. Range of rates for Provider(s)
service alternatives
Staff Recommendation
Council Direction
- If no Best and Final Round, final decision date would be moved up approximately two weeks.
CITY OF SPOKANE VALLEY
City Council Workshop
Meeting Date: February 14, 2017 Department Director Approval:
X
Check all that apply: ['consent ❑ old business ['new business ❑public hearing
['information QX admin. report ['pending legislation ['executive session
AGENDA ITEM TITLE: Street O&M, Pavement Preservation and Street Construction.
GOVERNING LEGISLATION: None.
BACKGROUND & PREVIOUS COUNCIL ACTION TAKEN:
The question of "how" to finance street O&M, street construction and pavement preservation
has been a topic of discussion for Councils since shortly after the City's incorporation.
• In 2004 Council proposed a utility tax ordinance that did not advance to a second reading.
• In 2008 Council approved a 6% telephone utility tax ordinance that went into effect in 2009.
o Tax is applied to both land lines and the voice portion of cell phones.
o 2009 collections were $3.05 million.
o 2017 collections are estimated to be $2.2 million.
o We anticipate collections will continue declining at least into the near future based on
current trends.
• This has been a budgetary development discussion each year from 2011 through 2015.
• This discussion continued in 2016:
o March 15, 2016 - Winter Workshop.
o May 11, 2016 - Mayor Higgins State of the City.
o June 14, 2016 - 2017 Budget Workshop.
o Referenced in other 2017 Budget development discussions.
o A number of Finance Committee meetings.
o Fall 2016 — Mayor's Corner in the Hot Topic Newsletter.
o November 1, 2016 — Council meeting — Admin Report on utility tax increase.
o November 8, 2016 — Public Hearing on utility tax increase.
o December 6, 2016 — Special Meeting at Spokane Valley Tech School
In the 2017 Budget document, the City Manager's Budget Message summarized the issue the
City is facing. Following is an excerpt from that dialogue:
Beyond the annual challenge of balancing the General Fund budget, the City of Spokane
Valley has a number of on-going financial challenges.
1. Declining revenues in Street O&M Fund #101 that will impact our future ability to deliver
historic service levels
This Fund depends upon a combination of gas and telephone tax receipts.
• Because the gas tax is a flat amount per gallon, and because each generation of
newer vehicles gets better gas mileage, we find our gas tax revenues have recently
hovered somewhere between either flat or declining. Due to the State Legislature's
increase in the gas tax we are seeing a bit of an increase in 2016 and this is
projected to continue into 2017.
• The 6% telephone utility tax generated $3.1 million in the first year of implementation
in 2009. Since that time however we have experienced a steady decline and at this
point are projecting 2017 revenues of just $2,200,000.
Page 1 of 3
2. Balancing the cost of pavement preservation against other transportation and
infrastructure needs
• Pavement preservation has historically been financed from a combination of sources
including:
o General Fund dollars,
o Street Fund money,
o real estate excise tax (REET) receipts,
o grants, and
o Civic Facility Replacement Fund #123 (Fund #123) reserves that were dedicated
towards this purpose.
Because Fund #123 reserves will be fully depleted in 2016, beginning in 2017 the City
will be forced to dedicate more REET receipts towards pavement preservation if we wish
to maintain historic levels of funding.
• Street construction and reconstruction projects are typically financed through a
combination of state and federal grants plus a City match that normally comes from
REET receipts. The more we apply REET dollars towards pavement preservation
projects, the less able we are to leverage this revenue source towards street
construction and reconstruction projects. If one assumes we are able to obtain street
construction grants requiring a 20% City match, then every $1 of REET money we
set aside for this purpose leverages a $5 project.
In 2016 Council collectively chose to forgo action to address the issue of financing street
operations and maintenance, pavement preservation and street construction projects. This was
a result of both public response to the prospect of a utility tax increase as well as the collective
feeling of Council and the public that they would not support any form of revenue increase
without fully understanding the underlying need.
Based upon this, we are proposing to follow a process whereby over the next year Staff will
present to Council and the community a sequence of administrative reports that attempt to fully
analyze the underlying financing, maintenance, preservation and construction issues faced by
the City. Incorporated into this process will be community meetings that will take place outside
of City Hall at various locations within the community. Following is a general list of topics we
plan to address with these administrative reports:
• Street Operations & Maintenance Fund #101 — Discuss revenue sources and services the
City provides.
• Street Construction Fund #303 — Discuss revenue sources with a brief description of project
types.
• Pavement Preservation Fund #311 — Discuss revenue sources and services the City
provides.
• Real Estate Excise Tax:
o What is it?
o What is the tax rate?
o How much does the tax generate?
o How are the tax proceeds expended?
• Street Condition Report:
o Who conducts the study?
o How is the study done?
o What does the pavement condition index (PCI) mean?
o How is the cost to maintain a particular PCI calculated?
Page 2 of 3
• Pavement Condition Index (PCI) — What does Council wish to achieve on:
o Residential streets?
o Collectors?
o Arterials?
• What is the estimated cost to achieve the PCI goal?
o Residential streets?
o Collectors?
o Arterials?
• How much money does the City currently have available to apply towards Street O&M,
Street Construction and Pavement Preservation? What is the shortfall?
• Potential sources of revenue to meet shortfall:
o Transportation benefit district — car tabs or sales tax increase.
o Utility taxes
o Etc.
• Council preference on funding source and strategy.
• Community meetings — Staff and Council articulate:
o Brief history and background.
o PCI — what does it mean with neighborhood examples.
o Estimated cost to maintain streets at different levels of PCI.
o Revenue needed to meet PCI goals.
o Potential revenue sources.
o Community members input on desired PCI and potential revenue sources.
• Council discussion of community meeting comments, PCI goals versus costs, and potential
revenue sources
• Council decision point — whether to proceed and if so at what PCI and with what financing
source(s).
OPTIONS: This is simply a discussion topic.
RECOMMENDED ACTION OR MOTION: No Council action is required at this time but Staff is
seeking Council direction on whether we should proceed.
BUDGET/FINANCIAL IMPACTS: Indeterminate at this time.
STAFF CONTACT: Mark Calhoun and John Hohman
ATTACHMENTS: None
Page 3 of 3
SMALL CELL DEPLOYMENT
Cary Driskell
City Attorney, City of Spokane Valley
Erik Lamb
Deputy City Attorney, City of Spokane Valley
February 14, 2017
City of Spokane Valley - Office of the City Attorney i
Existing wireless monopole facilities
Current wireless facilities are large monopoles (also called macrocells), which
are up to 150 feet tall.
These act as central reception areas for wireless signals from hand held devices
like phones and iPads.
The farther away you get from the monopole, the less reliable the signal is.
Similarly,the monopole receivers have a limit on how much data theycan accept
p p
at one time.
This current technology is referred to as 3G or 4G, short for third or fourth
generation technology.
City of Spokane Valley - Office of the City Attorney
New technology —small cell deployment — 5G
The challenge for wireless providers has been how to deliver better service
to those who want it.
People are using significantly more wireless bandwidth over the past five
years than they were before that time, not only from a mobile standpoint,
but also within their homes and businesses as much more content
becomes available on the internet.
In addition to normal data, users are accessing much more streaming
games and streaming video (movies, TV, and Youtube), which require
significant bandwidth.
City of Spokane Valley - Office of the City Attorney
The "why" behind
small cell.
✓ Deploy Macro Cells
✓ Add Capacity to
Existing Sites
✓ Deploy Small
Cells
verizan'
25
20
15
Exabytes
per Month 10
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6.8 EB
5 4.2 EB 111
2.5 EB
Eli
10.7 EB
16.1 EB
24.3 EB
2014 2015 2016 2017 2018 2019
Global Mobile Data Traffic Projected Growth
Source. Cisco VNI Mobile. 2015
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dsLtutrn of its meddled s notpenrrtEd to gout nes ticazed perms a thnd pa1eseacepthy ortEn acceerent
What the demand looks like on AT&T's network:
Data usage on
AT&T's network
has increased
more than
150,000%
since 2007
Wireless Usage MB
2007 2015
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4 party and;'ar AT&T off Hated rrmpanies. The information contained' herein isnot an offer, commitment, representation on -warranty try AT&T and is
subject to change.
nab
Definition of small cell facility - RCW 80.36.375
(d) "Small cell facility" means a personal wireless
services facility that meets both of the following
qualifications:
0) Each antenna is located inside
an antenna enclosure of no more
than three cubic feet in volume or,
in the case of an antenna that has
exposed elements, the antenna
and all of its exposed e ements
could fit within an imaginary
enclosure of no more than three
cubic feet
(ii) Primary equipment enclosures are
no larger than seventeen cubic feet in
volume. The following associated
equipment may be located outside the
primary equipment enclosure and if so
located, are not included in the
calculation of equipment volume:
Electric meter, concealment,
telecomm demarcation box, ground-
based enclosures, battery back-up
power systems, grounding equipment,
power transfer switch, and cut-off
switch.
Moving the signal from small cell to macro cell
Macro cell currently collects wireless signals from individual devices.
Small cell deployment would add many smaller sites that would collect
the wireless signals, and then retransmit those signals to the macro cells
(monopoles), which then sends the signals on in various ways, including
wirelessly or through fiber.
The small cell facilities currently anticipate utilizing either a fiber
connection to the closest macro cell, or utilizing a microwave signal,
which has limitations because it requires uninterrupted line of sight to the
monopole.
City of Spokane Valley - Office of the City Attorney
Macro vs Small CeII
CeII-edge =Mid -cell
Near CeII
Mid -cell CeII-edge
verizon1
Microcells
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..:•flos matmats nai;rmtact1oany tomatcnrad moons or Mad Mats exreptry voirral amt
Different technology, different process
80 ft
30 ft
Gft
14
Small Cell
Macro Cell
This slide depict a.aphica. represen[aUon or srnallcel:ssob macrocelts The ac[Ualequ,pment. sire and Cesegn may vary.
Small cells can
densify our
network to
meet customer
demand
Small Cell Deployment:
Simulation for Seattle (equipment in base)
verizonv
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C.5 tret,JocA of the eratarg ootperomod to my u r mow persons Of 11105 parim m000tty %onto agrearrowit
Small CeII Deployment:
Simulation for Bellevue (with cabinet)
verizonv
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6n1€tihltixl of tis male ss nat7emne6 to a unaunompins az 1hrod 7a6es exam by wRla1 agree nt 13
Clearwire Microcell Application
• Clearwire deployment is similar to what is required for a `small cell' on a power pole
• Typically, 'small cell' antennas would be smaller and battery back-up may be optional
Clearwire
Antennas
C.2012 &T inceilerual P!operr allrg,tsreserelai&r and Meal&r log care trademark, ofnr&ilntelleaualvroperm
Location of macro and small cell sites
Until recently, most private wireless utility facilities were located outside of the public
rights-of-way.
Recent change in federal law allows private companies to place some of these facilities
in the public rights-of-way, without charge, and local jurisdictions have to allow them.
There are limits, for example to height and location. Any facility over 6o feet we could
charge reasonable lease rate to rent. From a location standpoint, there has to be room
in the chosen right-of-way, and we likely can limit location from a zoning standpoint.
We have to treat competing companies in a similar fashion for competitive equity
purposes.
City of Spokane Valley - Office of the City Attorney
Spokane Valley locations
We do not currently have regulations addressing this, although we are
working on them.
The type of regulations you adopt should reflect your policy approach to
where the Council falls on balancing aesthetic concerns with having
greater connectivity/bandwidth available for businesses and residents.
The Council may want to consider a ranking of preferred locations from a
zoning standpoint. For example, monopoles are strongly encouraged to
be primarily sited in industrially -zoned areas. Ranking below that could
be regional commercial, and then corridor mixed use. The least favored
location for monopoles would be residential because they would be clearly
visible for some distance.
City of Spokane Valley - Office of the City Attorney
Possible policy consideration points
Do we charge a reasonable amount for monopoles in our right-of-way over
75 feet (where they can be reasonably accommodated without interfering
with vehicular or pedestrian traffic), or not charge at all?
Do we adopt a permitting approach that allows wireless providers the
ability to include multiple sites within one master permit, assuming the
facilities are nearly identical?
Do we adopt zoning limitations which require siting in zones according to
a rank order, as discussed several slides back?
City of Spokane Valley - Office of the City Attorney
Other considerations
The wireless industry is currently lobbying at the state and federal level to
remove some of the discretion local jurisdictions currently have in several areas,
including:
How much can be charged for lease of public property for siting large monopoles;
How long a local jurisdiction can take to consider and process an application for
siting new facilities;
Determining how local land -use regulations may impact wireless infrastructure
deployment;
Prohibit any application, permit, or fee for routine maintenance, replacement of
facilities with similar facilities, or to place briefcase -sized facilities; and
Requiring local jurisdictions to allow siting on publicly -owned property to the same
extent as is allowed for other commercial uses.
City of Spokane Valley - Office of the City Attorney
Future actions
Staff is currently drafting a proposed franchise that would give general
authority to operate in the rights-of-way, and the level of oversight by the
City will depend on the direction from Council.
Staff is also drafting development regulations to direct what can be
installed, and the requirements for doing so.
These will be coming forward in the near future.
City of Spokane Valley - Office of the City Attorney
CITY OF SPOKANE VALLEY
City Council Workshop
Meeting Date: February 14, 2017 Department Director Approval:
X
Check all that apply: ['consent ❑ old business ['new business ❑public hearing
['information QX admin. report ['pending legislation ['executive session
AGENDA ITEM TITLE: Police Statistics and Uniformed Crime Reporting (UCR)
BACKGROUND: UCR is a collective effort on the part of city, county, state, tribal and federal law
enforcement agencies to present a nationwide view of crime.
• UCR Program Purposes Produces a nationwide view of crime based upon statistics.
• Provides a common language for the different criminal statutes.
• Allows for the publication of Crime in the United States and other trend releases.
Submission Methods:
• NIBRS-National Incident -Based Reporting System
• SRS -Summary Reporting System
NIBRS Data Collected: Crime incidents and arrests using prescribed data elements
• 24 offense categories
• 52 offenses
• 58 data elements
• No Hierarchy rule
SRS Data Collected: Crime incidents and arrests are reported using hierarchical order
• 10 Part I offenses
• 20 Part II offenses (Arrest Only)
With the implementation of the Tyler Technologies New World CAD/RMS system, in October
2016, law enforcement agencies throughout Spokane County began utilizing the NIBRS reporting
requirements for collecting and reporting crime incidents.
Why the change? In 2008 Washington Association of Sheriff's & Police Chiefs (WASPC)
Executive Board made the decision to convert from SRS to NIBRS and set a goal date for
conversion as January 1, 2012. In February 2016, the FBI announced that all states must convert
to NIBRS by January 1, 2021; the FBI will no longer accept SRS data after 2021.
The reporting rules and amount of data collected between the previous SRS methodology and the
NIBRS requirements are drastically different. Here's an example to better explain these
differences: consider a residential burglary where the perpetrator breaks into a home and steals
several items. In addition, the criminal maliciously causes extensive damage to the home and
property inside and then leaves in the home owner's vehicle. In this example, following the SRS
hierarchical nature of reporting, we would only report the most serious offense (the burglary) while
the malicious mischief and the vehicle theft would not be counted. Under the NIBRS system, all
of the included offenses within this single incident would be reported in addition to details
regarding the offender, victim, and property that SRS did not record.
As we move forward with producing/reporting crime statistics using NIBRS rules, it will be less
meaningful to compare the data captured under the SRS methodology with the NIBRS compliant
data. We can expect to see increases in certain crime types as a result of the change in the
methodology used to capture the data. The new system will eventually provide increased accuracy
and consistency in capturing local crime data. This will make it possible to view accurate local
crime trends and to compare crime statistics across jurisdictions using this system.
OPTIONS: This is simply a discussion topic.
RECOMMENDED ACTION OR MOTION: No action is required at this time.
BUDGET/FINANCIAL IMPACTS: None at this time.
STAFF CONTACT: Mark Werner
ATTACHMENTS: n/a
H:\Budget\2018\2018 calendar
CITY OF SPOKANE VALLEY, WA
2018 BUDGET CALENDAR
When
1/10/2017
What
June 13
Council Workshop
- 2018 Budget workshop with Council.
August 22 Formal Council Meeting
- Admin Report: 2018 Budget - Estimated revenues and expenditures
September 12 Formal Council Meeting
- Public Hearing #1 on 2018 revenues including **
- City Council Motion Consideration - set 2018 Budget hearing for October 10
September 19
Council Study Session
- Economic Development Agency presentations (5 min max each?)
- Social Service Agency presentations (5 min max each)
September 26 Formal Council Meeting
- City Manager presentation of 2018 Preliminary Budget.
4***
October 3
Council Study Session
- Admin Report - 2017 Budget Amendment
October 10 Formal Council Meeting
- Public Hearing #2 on 2018 Budget.
October 24 Formal Council Meeting
- Public Hearing on 2017 Budget Amendment
- First reading of the 2017 Budget Amendment Ordinance.
- First reading of the 2018 Budget Ordinance.
- Council motion to award Outside Agency grants
kk
November 7 Council Study Session
- Admin Report - 2018 Fee Resolution
November 14
Formal Council Meeting
- Public Hearing #3 on final 2018 Budget
- Admin Report - LTAC recommendations to Council
- Second reading of the 2017 Budget Amendment Ordinance.
- Second reading of the 2018 Budget Ordinance.
December 12
Formal Council Meeting
- City Council Motion Consideration: Award Lodging Tax for 2018
- 2018 Fee Resolution adoption if changes are needed.
*'" City Clerk will post appropriate notice in newspaper.
2017
2016
2015
Budget
Budget
Budget
timeline
timeline
timeline
June 14
August 9
September 13
September 13
September 21
September 21
September 21
September 27
October 4
October 11
October 11
October 25
October 25
October 25
October 25
October 25
November 1
November 8
November 8
November 8
December 13
December 13
June 16
August 11
August 25
August 25
September 1
September 1
September 1
September 8
September 22
September 22
September 22
October 13
October 13
October 13
October 13
September 22
December 1
June 17
September 2
September 9
September 9
September 2
September 2
September 23
October 6
October 13
October 13
October 13
October 28
October 28
October 28
October 28
September 23
November 4
November 11 November 18
October 27 November 18
November 11 November 18
December 8 December 16
December 29 November 18
To:
From:
Re:
DRAFT
ADVANCE AGENDA
as of February 9, 2017; 8:30 a.m.
Please note this is a work in progress; items are tentative
Council & Staff
City Clerk, by direction of City Manager
Draft Schedule for Upcoming Council Meetings
February 21, 2017, Study Session Format, 6:00 p.m. [due Tue, Feb 141
ACTION ITEMS:
1. Motion Consideration: Contract Approval Food Event: Crave! NW — Mike Basinger (10 minutes)
NON -ACTION ITEMS:
2. Bowdish and 12th Avenue Project — Gloria Mantz
3. Bidding History — John Hohman
4. Sidewalk Snow Removal Update — Cary Driskell
5. Training- Public Records, Open Public Mtgs, Parliamentary Procedure
6. Advance Agenda — Mayor Higgins
(10 minutes)
(25 minutes)
(25 minutes)
— C.Driskell, C. Bainbridge (25 min)
(5 minutes)
[*estimated meeting: 100 minutes]
February 28, 2017, Formal Meeting Format, 6:00 p.m. [due Tue, Feb 21]
1. Consent Agenda (claims, payroll, minutes) (5 minutes)
2. PUBLIC HEARING: Amended 2017 Transportation Improvement Program — John Hohman (20 minutes)
3. Resolution 17-004 Amending 2017 Transportation Improvement Program — John Hohman (15 minutes)
4. Admin Report: Advance Agenda — Mayor Higgins (5 minutes)
5. Info Only: Department Reports [*estimated meeting: 45 minutes]
March 7, 2017, Study Session Format, 6:00 p.m.
1. Accomplishments Report for 2016 — Mark Calhoun
2. City Hall Update — Doug Powell, Jenny Nickerson
3. Advance Agenda — Mayor Higgins
[due Tue, Feb 28]
(— 120 minutes)
(5 minutes)
(5 minutes)
[*estimated meeting: 130 minutes]
March 14, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Bowdish and 12th Avenue Project Bid Award — Gloria Mantz
3. Mayoral Appointment: Hotel/Motel Commission — Mayor Higgins
4. Admin Report: City Hall Supplemental Design Efforts — John Hohman
5. Admin Report: Advance Agenda — Mayor Higgins
March 21, 2017, Study Session Format, 6:00 p.m.
1. Euclid, Flora to Barker Project — Gloria Mantz
2. Advance Agenda — Mayor Higgins
[due Tue, March 7]
(5 minutes)
(10 minutes)
(10 minutes)
(20 minutes)
(5 minutes)
[*estimated meeting: 30 minutes]
March 28, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Euclid and Sullivan Bid Award — Erica Amsden
3. Admin Report: Advance Agenda — Mayor Higgins
4. Info Only: Department Reports
April 4, 2017, Study Session Format, 6:00 p.m.
1. Indiana Preservation Project — Gloria Mantz
2. 9th Avenue Sidewalk Project — Gloria Mantz
3. City Hall Update — Doug Powell, Jenny Nickerson
4. Advance Agenda — Mayor Higgins
Draft Advance Agenda 2/9/2017 8:51:38 AM
[due Tue, March 14]
(10 minutes)
(5 minutes)
[due Tue, March 211
(5 minutes)
(15 minutes)
(5 minutes)
[*estimated meeting: minutes]
[due Tue, March 28]
(10 minutes)
(10 minutes)
(5 minutes)
(5 minutes)
[*estimated meeting: 30 minutes]
Page 1 of 3
April 11, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Euclid, Flora to Barker Bid Award — Gloria Mantz
3. Admin Report: Advance Agenda — Mayor Higgins
April 18, 2017, Study Session Format, 6:00 p.m.
1. Mission Street Preservation Project — Gloria Mantz
2. Advance Agenda — Mayor Higgins
[due Tue, April 4]
(5 minutes)
(10 minutes)
(5 minutes)
[*estimated meeting: minutes]
[due Tue, April 11]
(10 minutes)
(5 minutes)
[*estimated meeting: minutes]
April 25, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Indiana Preservation Bid Award — Gloria Mantz
3. Motion Consideration: 9th Ave Sidewalk Project Bid Award — Gloria Mantz
4. Admin Report: Advance Agenda — Mayor Higgins
5. Info Only: Department Reports
May 2, 2017, Study Session Format, 6:00 p.m.
1. Pines/Grace Project —Gloria Mantz
2. Saltese Preservation Project — Gloria Mantz
3. City Hall Update — Doug Powell, Jenny Nickerson
4. Advance Agenda — Mayor Higgins
[*estimated
[due Tue, April 18]
(5 minutes)
(10 minutes)
(10 minutes)
(5 minutes)
meeting: minutes]
[due Tue, April 25]
(10 minutes)
(10 minutes)
(5 minutes)
(5 minutes)
minutes]
[*estimated meeting:
Mav 9, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Mission St. Preservation Bid Award — Gloria Mantz
3. Advance Agenda — Mayor Higgins
Mav 16, 2017, Study Session Format, 6:00 p.m.
1. Advance Agenda — Mayor Higgins
Idue Tue, Mav 21
(5 minutes)
(10 minutes)
(5 minutes)
[*estimated meeting: minutes]
Mav 23, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Motion Consideration: Award of Pines/Grace Project Bid — Gloria Mantz
3. Motion Consideration: Saltese Preservation Project — Gloria Mantz
4. Admin Report: Advance Agenda — Mayor Higgins
5. Info Only: Department Reports
Mav 30, 2017, Study Session Format, 6:00 p.m.
1. Advance Agenda — Mayor Higgins
June 6, 2017, Study Session Format, 6:00 p.m.
ACTION ITEMS:
1. Consent Agenda (claims, payroll minutes)
NON -ACTION ITEMS:
2. City Hall Update — Doug Powell, Jenny Nickerson
3. Advance Agenda — Mayor Higgins
Draft Advance Agenda 2/9/2017 8:51:38 AM
[*estimated
Idue Tue, Mav 91
(5 minutes)
[due Tue, Mav 16]
(5 minutes)
(10 minutes)
(10 minutes)
(5 minutes)
meeting: minutes]
[due Tue, Mav 231
(5 minutes)
[due Tue, May 30]
(5 minutes)
(5 minutes)
[*estimated meeting: minutes]
Page 2 of 3
June 13, 2017, Evening 6:00 Formal Meeting Cancelled
June 13, 2017, Special Mtg, Budget Workshop, 8:30 a.m. Council Chambers [due Mon, June 6]
June 20, 2017, Study Session Format, 6:00 p.m.
1. Advance Agenda — Mayor Higgins
June 27, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Admin Report: Advance Agenda — Mayor Higgins
3. Info Only: Department Reports
July 4, 2017: no meeting Holiday
July 11, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Advance Agenda — Mayor Higgins
July 18, 2017, Study Session Format, 6:00 p.m.
1. Advance Agenda — Mayor Higgins
July 25, 2017, Formal Meeting Format, 6:00 p.m.
1. Consent Agenda (claims, payroll, minutes)
2. Admin Report: Advance Agenda — Mayor Higgins
3. Info Only: Department Reports
*time for public or Council comments not included
OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS:
8th & McDonald follow-up
CDBG (Public Hearing, Fall, 2017)
Fee Resolution
SCRAPS Update
Second Amendment Sanctuary City
Shipping Containers in Residential Zones
Sullivan Bridge
Term Limits
TIP (6 -year 2018-2023; public Hearing, May)
Transportation & Infrastructure
Undergrounding
Utility Facilities in ROW
Washington State: E/W
Draft Advance Agenda 2/9/2017 8:51:38 AM
[due Tue, June 131
(5 minutes)
[due Tue, June 201
(5 minutes)
(5 minutes)
[due Mon, July 31
(5 minutes)
(5 minutes)
[*estimated meeting: minutes]
[due Tue, July 111
(5 minutes)
[due Tue, July 181
(5 minutes)
(5 minutes)
[*estimated meeting: minutes]
Page 3 of 3