2017 Business Plan Yf 'MT ` a 1��� :i.. i • -.4006,
„11,,,,..,..lerwi_ `: Afi ••,,,•. .,..,_.
•
y 1k' a - 5%r-v . j 3
., , ..10._
• ,,(�
• y}' ' _�• a � z, t.
' fr.' ..
Ai , _ •
Illit";'4414: '-.:11'..IN'':'
lit
i,16-. . . .
.4,.,...4 NII,-",.. _ - s‘.,,tw_.=1., ,.., ., c,...,-6,:,.._ .4:7, , ,, , ,,:itr: .
n _ ..r
4_- - _-_ +`! Via. L
111111111116- .
-= . Ir
_ 'Mi..- —
CITY O
Spokane
41011,0 Valley
,.
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
3IPage
Organizational Overview
City Manager
i
Executive Assistant Admin Assistant Police Chief City Attorney Finance
(City Council) (Contract) Deputy City Manager Director
Human Resources
City Clerk Manager Administrative Accounting ITSpecialist
- Assistant Manager — (3 FTE)
Sr.Administrative
Parks& Analyst
Recreation
Deputy City Clerk Director Deputy HOtY AccountantlBud et DatabaseHuman Resources
— Technician Attorney Analyst Adminstrator
Administrative (3.75 FTE)
Administrative Recreation - Analyst
Assistant — Coordinator
— Office Assit.VII Accounting
(2 FTE) Technician -
Public Information (2.0 FTE)
- Maintenance - Officer
Worker Facilities — CenterPlace
(2 FTE) Coordinator Community&Economic
_1 Development Director
(1 FTE)
Senior Center Administrative
CenterPlace
Specialist - Administrative Assistant
Assistant (1 FTE)
i
Public Works CenterPlace Office Economic Development
Director - Assistant I Development Coordinator Building
Planning Services (1FTE) Official
Comnission Manager (1 FTE)
11 FIT)
AdministrativeI
Eco-, Development
Assistant - Senior Plans p L
Developmen`c. Services
Senior Planner_ Engineer Examiner
(1 FTE) (2 FTE) Engineer (1 FTE) Coordin
(0.65 FTE) (1 F
Punic Works Senior Engineer- Engineer- Capital Assistant I Economic Plans— StExaminer
T -
Maiorenance raffic ornuvater Improvement Planner Engineer Deveopme)4 (1 FTE) Perrrit
Superintendent Program Manager (2.0 FTE) (1 FTE) I Specialist
Facil eat
r aintenance (2 FTE
Construction Engineer-Traffic As-Sarmwatnt r Senior Engineer- Administrative Office Assistant Building
Stormvuater ROW Inspector Inspector -
Inspector Project Manager — Assistant IEco > (3 FTE) —111,11
4 FTE (2 FTE) (1 FTE)
Developme'
P Assistant I
Planner (2 FTE)
Engineering Engineering (1 FTE) Planner
- Technician II- Engineer — Technician II (1 FTE)
Stornwater Construction -
Inspector Code
(1 FTE) Engineering Enforcement—
Engineering _ Engineer- Technician -1Officer
Technician I - Planninglaants (1 FTE) (1 FTE)
(2.0 FTE)
4IPage
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 pokane
revenues. Walley
5IPage
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 - 414- „-, '"
to be completed in the fall of �` s 8-
2017. Essentially, the City will mss "`
trade rent payments for
mortgage payments but will own - �
the building at the end of 30 ' - = ; . eR ,� -
years. In addition to the finance • ' '~� �g ' '
charges, the City will incur Y
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.
8IPage
Sales Tax Revenues Source
Table 1.1
$45,000,000 41,993,425
39,384,770
$40,000,000 372u8,871
35,196,075 35,883,904 40,508,717
$35,000,000 ,7//,598 Axon-n.
35,974,204 35,911,071
$30,000,000
$25,000,000
—4—General Fund Revenue
20,565,227
18,319,203 19,707,676 Sales Tax Revenue
$20,000,000 17,437,732 22,440,100
-r-Property Tax Revenue
16,050,284 20,581,821
$15,000,000 18,706,461
16,841,447
16,317067 10,741,306 10,799,123 11,129,377 11,414,107
9,836,088
$10,000,000 11,614,500
10,475,751 10,841,559 11,280,147
10,681,620
$5,000,000 -
$0 ,
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
IIIIIIIMIIIIIIIIII
p —
t N :
„ANw,
_
CenterPlace
9IPage
Financial Projection
Table 1.2 page 1
CITY OF SPOKANE VALLEY,WA I 1/24/2017 I
General Fund Budget Projection
2017
Adopted 2018 2019 2020 2021
Budget Projection Projection Projection Projection
I RECURRING ACTIVITY I
Revenues
Property Tax 1 11,614,500 11,739,500 11,864,500 11,989,500 12,114,500
Sales Tax 2 19,851,100 20,446,600 21,060,000 21,691,800 22,342,600
Sales Tax-Public Safety 3 919,000 946,600 975,000 1,004,300 1,034,400
Sales Tax-Criminal Justice 4 1,669,000 1,719,100 1,770,700 1,823,800 1,878,500
Gambling&Leasehold Excise Tax 5 341,500 351,700 362,300 373,200 384,400
Franchise Fees/Business Registration 6 1,200,000 1,236,000 1,273,100 1,311,300 1,350,600
State Shared Revenues 7 2,104,600 2,167,700 2,232,700 2,299,700 2,368,700
Fines and Forfeitures/Public Safety 8 1,361,000 1,401,800 1,443,900 1,487,200 1,531,800
Community Development 9 1,449,300 1,492,800 1,537,600 1,583,700 1,631,200
Recreation Program Revenues 10 640,900 660,100 679,900 700,300 721,300
Miscellaneous Department Revenue 11 94,000 96,800 99,700 102,700 105,800
Miscellaneous&Investment Interest 12 133,500 137,500 141,600 145,800 150,200
Transfer-in -#101 (street admin) 13 39,700 40,500 41,300 42,100 42,900
Transfer-in -#105(h/m tax-CP advertising) 14 30,000 30,000 30,000 30,000 30,000
Transfer-in -#402(storm admin) 15 13,400 13,700 14,000 14,300 14,600
Total Recurring Revenues 41,461,500 42,480,400 43,526,300 44,599,700 45,701,500
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
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
I NONRECURRING ACTIVITY I
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 0 0 0 0
City Hall lease payment(2017 final year)(A) 513,100 0 0 0 0
Police Department(CAD/RMS) 145,000 0 0 0 0
Community&Econ Dev(retail recruitment) 50,000 0 0 0 0
Parks&Rec(pool drain pipe&gutter line repairs) 12,000 0 0 0 0
Parks&Rec(replace Great Room audiovisual) 345,000 0 0 0 0
Parks&Rec(replace carpet at CenterPlace) 24,750 0 0 0 0
Transfers out-#314(Pines underpass design) 1,200,000 0 0 0 0
Total Nonrecurring Expenditures 2,389,850 0 0 0 0
Nonrecurring Revenues Over(Under)
Nonrecurring Expenditures (1,858,925) 40,425 40,425 0 0
EXCESS(DEFICIT)OF TOTAL REVENUES
OVER(UNDER)TOTAL EXPENDITURES (451,247) 1,276,175 1,096,075 867,550 670,600
ESTIMATED BEGINNING UNRESTRICTEDFUND BAL. 26,435,336 25,984,089 27,260,264 28,356,339 29,223,889
ESTIMATED ENDING UNRESTRICTED FUND BAL. 25,984,089 27,260,264 28,356,339 29,223,889 29,894,489
Ending fund balance as a%or recurring expenditures I 64.87% I 66.09% I 66.77% I 66.82% I 66.39% I
10IPage
Table 1.2 page 2
I Projection Assumptions
2018 2019 2020 2021
Projection Projection Projection Projection
Projection assumes:
1 An increase of 0.00% plus new construction of $125,000 per year through 2021
2 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
3 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
4 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
5 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
6 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
7 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
8 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
9 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
10 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
11 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
12 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
13 An increase of 2.00% in 2018, 2.00% in 2019, 2.00% in 2020,and 2.00% in 2021
14 An increase of 0.00% in 2018, 0.00% in 2019, 0.00% in 2020,and 0.00% in 2021
15 An increase of 2.00% in 2018, 2.00% in 2019, 2.00% in 2020,and 2.00% in 2021
16 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
17 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
18 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
19 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
20 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
21 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
22 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
23 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
24 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
25 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
26 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
27 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
28 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
29 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
30 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
31 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
32 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
33 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
34 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
35 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
36 An increase of 0.50% in 2018, 0.48% in 2019, 0.05% in 2020,and 0.01% in 2021
37 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
38 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
39 An increase of 0.00% in 2018, 0.00% in 2019, 0.00% in 2020,and 0.00% in 2021
40 An increase of 3.00% in 2018, 3.00% in 2019, 3.00% in 2020,and 3.00% in 2021
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.
(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.
11 I Page
Business Plan Process
Core Beliefs,Vision Statement,Customer Service Standards
Mission Statement, City
Goals,Strategies, Foundation
Workload Indicators,
Performance Measures Budget Goals
Departmental City Council
Business Plan
Citywide Business
Plan
Citizen Action Request Entry System
(C.A.R.E.S.),Citizen Surveys, Focus
Strategic Groups,Customer Correspondence
Service External Input
Delivery Areas
Internal Input
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.
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
13IPage
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
asp, the Business Plan Data is compiled to demonstrate the amount
provide direction for the of work performed, services received, and/or
cu future. Workload
4-1
Indicators and co resources consumed. This type of information
Performance Measures i73 will be collected annually to identify trends that
06 help ensure desired 0.100 are occurring in our City that affect the
results are achieved government organization. Such information
ci and that citizens are p can be utilized to make staffing decisions,
receiving the value they i prioritize purchases to best meet the needs of
expect. 0 our customers, and forecast budgetary needs
for the future.
Performance Measures are determine whether services are delivered effectively and
cn efficiently. Although most basic City services provided are consistent across
cu
jurisdictions, the City of Spokane Valley has great discretion in deciding how to provide
N those services. Each task performed by a City employee has a desired effect attached
w 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
u and customers. For example, a survey of citizens will tell us if we are providing the
2 safe community they desire, and an assessment of the condition of our streets will tell
ca
E us if we are maintaining our streets to a sufficient degree. The counterpart of the
p 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
cu
a 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,
a adjustments in strategies and staffing most likely will be necessary to meet
iA the intended target. Several factors can determine whether or not the
co
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.
14 I 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.
Position 1 Position 4 Position 7 ' '
g -• Mayor Rod Higgins Ed Pace ,� M ike M unch
k
I,
Position 2 Position 5
Caleb Collier Pam Haley
Position 3 Position 6
Arne Woodard Sam Wood
15IPage
2017 Council Goals
Continue to work with state and
federal legislators toward
financial assistance for both the CA NAL'C d l AN
Barker Road Bridge Grade " ; r%wi�i��1�1
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.
40.
1 Y
UNIVERSITY PLAZA LOOKING WEST
16 I cage
Legislative — City Council 2017 Budget Impact Summary*
Increase/Reduction
The Executive City Council line item portion of the budget is able to operate
2017 Budget with a .56% increase over the 2016 adopted budget
+.56%
$2,858 Payroll taxes and benefits have been reduced by$7,857 to reflect the estimate
Compared to 2016 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
_3% To meet a 3% reduction from the proposed 2017 Budget, the following line
($15,300) 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.
-6% To meet a 6% reduction from the proposed 2017 Budget, the following line
($30,600) 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.
_goo To meet a 9% reduction from the proposed 2017 Budget, the following line
($45,900) 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.
17 I cage
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 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
2017 Budget economic development to the Community & Economic Development Department and
-15.93% reclassifying a $160,000 transfer to Park Capital Projects Fund #309 from nonrecurring
($578,134) to a recurring appropriation.
Compared to Theoretical Budget Reduction Exercise — Reductions Applied to Proposed
2016 2017 Budget
-3% To meet a 3% reduction from the proposed 2017 budget, the following line items have
($91,400) 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.
-6% In addition to the 3% reductions:
($182,950) - 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.
-9% In addition to the 3% and 6% reductions:
($274,480) - 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.
18 I cage
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 theCD
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.
>11
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 mimi
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
L
Deputy CityCD
Manager
Executive Assistant
(113I I I I I
I I I I I
City Attorney City Clerk Admin Assistant Human Resources Police Chief CitS
(City Coundl) Manager (Contract)
I I
Deputy City I Human Resources
Attorney Deputy City Clerk r Technician
Administrative I Office Assn. I
Assistant
I I
I I
I I
I I
Rule 9 Legal —
Office Assit.11
—— Interns(4)
19 I cage
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.
�►� `'' „
yL qtr+w
?4r I
\AY _ ,
!&_ e
4--r°
r
20 I cage
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.
21 I Page
City Manager Goals & Strategies
Goal 1: Facilitate the achievement of 2017-2022:
annually established Council Goals (all - Annually develop objectives and strategies
years). to accomplish Council Goals.
- Report goal attainment progress to the
community in the City Manager's Budget
Message.
Goal 2: Update the General Fund Budget 2017-2022
Projection. The Budget Projection - Update the General Fund Budget
estimates expected revenues and Projection on an ongoing basis.
expenses, incorporates the fiscal elements - Update departmental business plans.
of departmental business plans, identifies - Calculate the fiscal impacts identified in
fiscal constraints and proposes formulas for business plans.
Council consideration in composing a - Assess revenue and expenditure trends
budget-balancing approach that itemizes - Merge trend data with business plan cost
necessary service reductions or increased data.
revenues, or a combination thereof. - Determine the financial delta.
- Develop best case and worst case
scenarios.
- Formulate revenue and expenditure
options.
- Determine affordable service levels.
- Select budget-balancing options to
implement.
- Obtain Council authorization to proceed
with selected option(s).
Goal 3: Prepare Legislative Agenda for 2017
Council consideration. - 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.
Workload Indicators
Goal Workload 2011 2012 2013 2014 2015 2016
G 1 Weekly Meetings with Department Heads 52 51 53 52 52 52
to attain Council Goals
Goal Attainment Progress (Business Plan)
posted to website by February 25 annually V V V V V V
(after the winter Council Workshop)
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 V V V V V V
completed annually by June 30
22 I cage
Goal Workload 2011 2012 2013 2014 2015 2016
General Fund Budget Projection reviewed
and updated annually
Balanced budget presented to City Council
annually
Number of boxes archived 91 109 53 36 85 70
Number of public records requests 310 352 297 276 296 295
processed
Number of boxes destroyed - - - 40 42 49
Number of files/documents destroyed - - - 1,233 759 689
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
2011 2012 2013 2014 2015 2016 6 Yr. Avg.
Dollars spent City-wide
per capita (all accounts $54,347,028 $57,082,939 $58,574,535 $64,824,939 $68,803,959 $66,961,089 $61,765,748
89,755' ±90,110' -91,490 ÷92,050 -93,340 ÷94,160 ÷91,818
year-end figure) pending $606/capita $633/capita $640/capita $704/capita $737/capita $711/capita $672/capita
year-end adjustments 2
Percent of response
per public record 100% 100% 100% 98.9% 99.6% 99.7% 99.58%
requests completed in
5 days
Average number of
-- -- -- __ 59 1.02 .83
days to respond
Average number of
-- -- -- -- 5.65 5.77 5.13
days to completion
Percent of all
documents and forms 100% 100% 100% 100% 100% 100% 100%
indexed on City's
website by year end
Percent of prompt
indexing of Council 100% 100% 100% 100% 100% 100% 100%
documents within 5
working days
'This number is based on the 2010 census
2This includes revenues as well as grant funds
3Per the Washington State Office of Financial Management
23IPage
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.
Dollars Spent City-Wide Per Capita
2011-2016
$800
$700
$600
$500
$400
$300
$200
$100
$0
2011 2012 2013 2014 2015 2016
Year Over Year % Change in Total Per Capita
Spending 2011-2016
10% 9%
8%
6%
6% 5%
4% 3%
: 111
2011 2012 2013 2014 2015
-2%
-4% -3%
24 I Page
City Manager/ City Clerk 2017 Budget and Staffing Impact Summary*
Increase/Reduction
The Executive&Legislative line-item portion of the budget is able to operate with
2017 Budget a 1% increase over the 2016 adopted budget.
+1% - Legal notices increased by$2,900 to reflect the estimated cost in 2017.
$7,132 - Copier maintenance increased by $500 to reflect the estimated cost in
Compared to 2016 2017.
Theoretical Budget Reduction Exercise— Reductions Applied to Proposed
2017 Budget
-3% To meet a 3% reduction from the proposed 2017 budget,the following line items
($21,710) 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%).
-6% To meet a 6% reduction from the proposed 2017 budget,the following line items
($43,421) 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%).
-9% To meet a 9% reduction from the proposed 2017 budget,the following line items
($65,681) 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.
25 1 cage
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.
CDThe Office of the City Attorney represents
„ the City's legal interests, including
oversight of claims and litigation. The City City Attorney
Attorney drafts ordinances and
resolutions; negotiates contracts,
interlocal agreements, franchises, leases,
*NO and agreements; and supports Deputy City Administrative
�■ departments in enforcing associated laws. Attorney Assistant
The Office of the City Attorney also
provides specialized employee training
regarding existing law. The City Attorney
supervises and directs the work of Legal I
l Z I Legal Interns I
Interns. I
■- I
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;
4I - 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;
CD - 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
•inn tasks;
41 - 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.
26 I cage
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 2017-2022:
Attorney's Office that proactively assists in - Review processes.
office process development, advises all - Monitor workload &workload changes.
departments on legal issues in a timely - Track response times.
manner, and manages all potential and - Identify deficient areas.
existing litigation.
Goal 2: To assist other departments in 2017-2022
analyzing and mapping existing processes - Maintain and update all form contracts
to determine compliance with the law and used by all departments.
whether higher levels of customer service can - Attend internal planning meetings to
be achieved. identify and resolve potential issues.
- Review and revise administrative policies
and procedures as appropriate.
Goal 3: Provide legal support to other 2017
departments and to the Council in furtherance - Present to Council a draft Legislative
of the Council goal to develop and adopt Agenda to consider the matters the City
necessary development regulations to Council wishes to promote on behalf of the
implement the Comprehensive Plan Update. City for the potential inclusion in the State's
Budget.
Goal 4: Negotiate and draft utility 2017-2022
franchise agreements on an as-needed - Finalize and begin negotiations to
basis with utility providers. 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.
27 I ? age
Workload Indicators
6 Yr.
Workload 2011 2012 2013 2014 2015 2016 Avg.
Dept. Work order requests 259 249 251 274 254 295 264
related processed
Legal memoranda 111 50 27 26 28 25 45
Public record requests
processed (does not include
day-to-day file review in 6 9 19 11 22 46 19
response to public record
requests processed by City
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 24 22 18 17 18 26 21
for completion of tasks
Ordinances and 34 43 33 36 38 30 36
resolutions drafted
Contracts reviewed 125 190 206 209 214 255 200
Performance Measures
Goal Performance 2011 2012 2013 2014 2015 2016 Target
Legal service cost per $88 $91 $73
Dept. hour compared to $79 vs $79 vs $82 vs vs vs vs -
related outside counsel $250 $250 $250 $265 $265 $270
Percentage of internal
clients reporting legal 84% 80% 67% 100% 95% 96% 95%
advice was timely
Percentage of internal
clients reporting that 87% 77% 7% 100% 98% 96% -
legal advice was clear
and relevant
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.
28 I cage
Performance Measures
259— - 274 - - -- -
295
249 251
—
206 209
190
— 125 — •
1
2011 2012 2013 2014 2015 2016
Work Order Requests Processed II Contracts Reviewed
...„..1r. ul �sy
..r #TIO 1.4.4-. f V . . ��
w*. ~1, ' ,. ii T4 +"' it ' x}
I optilLe"- '' - '
tar f f. _Q• ^S., ' - `-
1
IV
5"*""*O'' 44. .. ' ' ' ' •
Ito.
tr3 �w�' .,I- trpt
l M � 1
oit
'7' }Fe f. 11;44-*
d
`a'.. .� 1'
0 ,.
hFt. .z.:.t _
� - ti
., • la,,.'•l''' i'; • _
4
, ...
,, ,
,.,.. „,41,,-i,, ,"'2:1- „"I ilr 0, ye, ,:‘,11
' ' 1, �7
Mirabeau Falls
291 cage
Office of City Attorney 2017 Budget and Staffing Impact Summary*
Increase/
Reduction 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
2017 Budget 1.01%. To the best of our ability, we make certain the budget requests for individual line
+6.20% items closely approximate the average actual expenditures in the previous three years.
$29,743
Compared to Theoretical Budget Reduction Exercise –Reductions Applied to Proposed 2017
2016 Budget
-3% To meet a 3% reduction from the proposed 2017 budget, the following line items have
($14,519) 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.
-6% In addition to the 3% cuts mentioned above:
($29,063) 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.
-9% In addition to the 3% and 6% cuts mentioned above:
($43,606) 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.
30 I ? age
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 ManagerCD
The Operations &Administrative
Services Department includes contractCi)
administration and public information
functions of the City. This section of
the Business Plan reflects the CD
Administrative Sr.Administrative Public Information operations oversight division of the
Analyst Analyst — Officer
department. •
AmiPublic Information
—- Intern
Deputy City Manager
7
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 ma
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.
08
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 0
area of responsibility to assure proper action; ■
- Meets and corresponds with various citizens, professionals, businesses and other groups Ai
to answer questions and secure their assistance in carrying out various services;
- Coordinates the preparation of the annual budget for departments within assigned areas; L
- 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.
31 I Page
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 D I G I TA L
transparency through development SUBSCRIBERS/FOLLOWERS
and dissemination of timely,
accurate and complete information 900 r 890
on City programs, projects, activities Boo 732 890
and issues; 700 702
- Provide emergency information and 600
500
instructions for the safety and well- 400
being of citizens, City Council and 300
City staff in the event of 200
emergencies (i.e., Windstorm 2015, 100 I
106
Valley View Fire, Snow ' I
Emergencies, and Declaration of Quo °
Pandemic Influenza); ��� • ° �� �`�
- Provide winter snow plowing o
notifications and information on road �� ��° o\�
construction impacts to police, fire, «,�
emergency responders, public .<�
transit, school transportation offices • \
and the community using a variety of
channels;
- Support economic development by researching, proposing and developing informational
and marketing materials, including brochures, 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.
32 I ? age
Earned media are stories that result from a media
Media release or media contact initiated by the Public
Information Office.
Total Stories 592
$50,813.09 equivalent ad value of earned stories,
Contacts based on cost to purchase ad space in equivalent
183 column inches, airtime, or internet impressions. Does
Releases not include radio coverage, or television broadcast
222 Earned
Stone not archived by station online.
211
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
Hot Topic Distribution
60000 -
47,183 47,726 47,862 47,850
50000
40000
30000
20000 -
Hot Topic is now mailed to every
10000 residential and business
0 0 100 100 100 100 address in the City as well as
0 some overlap into the
Spring-Apr Summer- Fall-Sep Winter-Dec unincorporated areas due to
Jun mail routes.
33 I cage
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.
34 I 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 - Snow plow/ Street
information for City sweeping information;
Services; - Order business
- Post regular and cards/name plates;
Certified out-going mail; - Database maintenance
- Schedule conference for Business
rooms and vehicle Registrations;
usage; - Maintain literature for
- Receive Home City Services;
Occupation Application; - Database maintenance
- Receive Public Record for Public Works;
Requests; - Abandoned Vehicles;
- Traffic related requests; - Business registrations;
- Street maintenance - Welcome letters to new
requests; businesses;
- Non-domestic animal - Citizen Action Requests;
issues; and
- Maintain City directories - Internal mail distribution.
on website;
Goals & Strategies
Goal 1: Respond to internal and 2017-2022:
external impacts on the City's human - Evaluate City's work environment to encourage
resources function in order to recruit and retention of existing staff.
retain a well-qualified workforce. - Expand New Employee Orientation and
ongoing training.
- Develop processes that improve employee
access to information, and make the best use
of technology in order to administer costs
effectively.
- Evaluation of employment costs to identify
opportunities to reduce those costs.
35 I cage
Goal 2: Enhance community interest 2017-2022
and involvement in City government. - 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.
Goal 3: Formalize public 2017
accountability in City operations - Incorporate the Business Plan in the City's
through incorporating the Business Plan decision-making process to enhance
into decision making and establishing a accountability through implementation of
toolbox for evaluating the City's contract performance results.
services. An open, collaborative - Evaluate City's contract services.
government is the third Core Value - Implement contract audit program.
adopted by City Council.
- Create custom feedback system.
Goal 4: Audit of existing risk 2017-2022
management practices and further - Finalize and begin negotiations to establish and
development of the Risk Management update franchise agreements.
Program for the City. - Draft model language for franchise agreements.
Goal 5: Refine the plan to finance the 2017-2022
design and construction of a new City - Teaming with the City Manager, Finance
Hall building which will include a Department and Legal department, work with
combination of cash on hand and the bond counsel, financial advisor and bond
issuance of limited tax general obligation underwriter to create an official statement and
bonds. other relevant documents leading to the
issuance of limited tax general obligation
bonds in early 2017.
Goal 6: Coordinate the efforts of the 2017
City Hall construction team. - Work with the City Hall Construction Team
towards the design, construction and
equipping of a City Hall structure that will
meet the long-term needs of the City.
36 I cage
Workload Indicators
Goal Workload 2011 2012 2013 2014 2015 2016 Target
G-1 Number of City employees 84 85 97 108 112 116 -
Personnel action forms 118 162 100 157 166 122 -
processed
Number of training classes 6 4 5 8 6 4 -
facilitated or coordinated
Employees hired (*regular
employees—permanent FT/PT
employees; limited term; does 16 6 9 8 12 6 -
not include temporary/seasonal
employees)
Average number of
applications received per 67 39.28 31.95 29.7 24.08 33.4 -
recruitment cycle
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 219 1512 146 144 96 183 200
with the media
Community newsletters 2 2 2 3 4 4 4
produced regular3 regular
Citizen contacts (phone& - - 332 219 208 195 275
email)
Number of Special Events
presentations/participation
(City Hall at the Mall, State of the - - 5 5 3 9 5
City, Valleyfest and other
outreach events)
1Police 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. Target
Avg.
Percentage rating for
employee satisfaction
G-1 with Human Resources 96.6% 65% 93.5% 92.5% 94.7% 97.4% 89.95% 95%
Percentage rate of 4.74% 8.48% 5.9% 5.9% 6.09% 7.86% 6.55% -
employee turnover
Human Resource full-
time employees (FTE) 2 2 2 2 2 2 2
per 100 employees
371 Page
Goal Performance 2011 2012 2013 2014 2015 2016 6 Yr. Target
Avg.
Percentage of annual
non-manager
performance reviews 21.54% 35% 83% 52% 43.33% 41% 45.76% -
completed within 30 days
of anniversary date
Earned media stories
per FTE in Public 154 180 200 272 2462 1622 204.5 180
Information Office
Winter Issue Mailed - - - - 47,268 47,850 - -
o
_ca)
°n n Winter Issue Handout - - - - 332 100 - -
� (1)
_C cn Fall Issue Newspaper 46,267 15,767 47,862 -
° Insert
p rD Fall Issue Handout 233 233 100 -
c: Summer Issue Mailed
16,841 45,462 47,726 -
U) Summer Issue
2 Handout 725 1,538 100 -
Spring Issue
w 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.
38 I cage
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 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
2017 Budget budget requests for individual line-items closely approximate the average actual
+1 8% expenditures in the previous three years; however some variations exist in the 2017
$13,275 Budget as we work towards developing a consistent means of accounting for the
Compared to cost of the Hot Topic newsletter.
2016 - 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
-3% In order to meet the directive to reduce the budget by 3%:
($21,408) - Reduce staff by .17 FTE; and
- Eliminate the public information office intern position.
-6% In order to meet the directive to reduce the budget by 6%:
($45,058) - 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%).
-9% In order to meet the directive to reduce the budget by 9%:
($68,441) - 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.
39IPage
Human Resources 2017 Budget and Staffing Impact Summary*
Increase/
Reduction The Human Resources department will continue to provide the services within the
2017 budget at a 2.63% increase over the 2016 budget.
2017 Budget
+2.63% Theoretical Budget Reduction Exercise —Reductions Applied to Proposed 2017
$6,723 Budget
Compared to
2016
-3% The 3% overall operating cost changes include:
($7,738) - 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%.
-6% In order to meet the directive to reduce the budget by 6%overall operating cost changes
($15,574) 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.
-9% The 9% overall operating cost objective includes the above-noted $15,574, and:
($23,251) - 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.
40 I cage
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 011)
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 financial0
Finance
management services for all City departments. Director
Programs include accounting and financial
reporting, payroll, accounts payable, some
purchasing, budgeting and financial planning,
treasury, investments and information technology. Accounting IT Specialist
The department is also responsible for generating Manager (3.0 FTE)
CD
and analyzing financial data related to the City's
operations.
Accountant/Budget Database
Finance is charged with the responsibility of Analyst Adminstrator •
administration, coordination, supervision and (3.75 FTE)
control of financial activities engaged in by the 0
City. These functions are performed through a ■
combination of interrelated activities including Accounting lima
financial management, general accounting and Technician
information technology. (2.0 FTE)
CC
Financial management responsibilities include: E
- Budget development and monitoring;
- Preparation of periodic budget - Debt financing and management; and Sim
amendments; - Collaboration with Public Works staff 0
- Treasury control and management of on financing options for Capital 1611
the City's cash and investment Projects.
portfolio;
General accounting responsibilities include:
- Internal and external financial reporting - Processing payroll and accounts
including preparation of the Annual payable for 88.4 full-time equivalent
Financial Report; employees as well as seasonal and
- Coordination with the Washington State temporary employees; CD
Auditor's Office for the City's annual - Process approximately 3,500 accounts
audit which on average represents payable checks;
approximately 800 auditor hours each - Grant accounting and reimbursements
year; - Project accounting and
- General ledger accounting; reimbursements;
- Audit coordination; - Advertise and call for applications for
- Cash receipting including preparation Outside Agency grants for both social
of daily deposits for City departments; service and economic development
- Tracking and receipting telephone agencies; and 1
utility tax payments; - Advertise and call for
- Tracking and receipting quarterly applications for Lodging Tax
gambling tax payments; grants.
41 I Page
Information technology responsibilities include:
- Design, maintain and support of - Broadcasting of City Council
City's data network; meetings which entails the
- Research, order, deliver, repair and acquisition and ongoing
maintenance of all desktop, iPad, maintenance and support of
laptop, and peripheral equipment ; the necessary related
- Maintenance of all primary computer hardware and software as
applications including the financial well as working with the
management and permitting vendor involved with actual
systems; and recording of the meeting.
Goals & Strategies
Goal 1: Maintain a consistent level of 2017-2022
service in payroll, accounts payable, - Work with Finance staff to cross-train position
budget development, periodic and annual responsibilities and knowledge base where
financial report preparation and possible. Also, provide adequate training
information technology services. 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.
Goal 2: Complete the 2016 Annual 2017
Financial Report by May 30, 2017, and - This can be accomplished through a
receive a "clean audit opinion" from the combination of cross-training responsibilities
Washington State Auditor's Office. between the Accounting Manager and Staff
Accountants as well as remaining current on
GASB pronouncements.
Goal 3: Continue with the ongoing 2017-2022
process of refining the replacement - Update the existing inventory of all related
program for IT hardware resources equipment currently deployed including when
including server hardware, network it was acquired, it's expected useful life,
hardware, printers, and network-based anticipated replacement date, and
appliances (firewalls, email backup, replacement cost.
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.
42 I cage
Goal 4: Work with all City departments 2017
for a seamless physical and technological - IT staff will have responsibility for working with
transfer of operations to the new City Hall other City departments to facilitate the move to
building. 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.
Goal 5: Acquire and install equipment 2017
necessary for the broadcast of City - IT staff will utilize Public, Educational, and
Council meetings in the Council Government (PEG) funds received through
Chambers of the new City Hall building. the Cable Code at Spokane Valley
Municipal Code Section 3.65 to acquire and
install broadcasting equipment and
technology in the new Council Chambers.
Workload Indicators
Goal Workloaa 2012
Number of accounts
Dept. payable checks 3,312 3,486 3,509 3,623 3,673 3,558
related (Includes wires &payroll
benefit checks)
Total City $54,347,028 $57,082,393 $58,574,535 $64,823,939 $68,803,959' $66,961,089
expenditures
Number of computer 150 152 134 140 140 140
workstations
Number of iPads - 6 18 20 27 31
Number of physical 17 22 10
servers supported
Number of virtual 8 15 25
servers supported
Number of - - - 55 45 50
appliances supported
Number of PC's 63 36 0 54 39 37
installed or replaced
Network Hardware - - - - 75 76
12015 figure is as of 5/4/2016 and is preliminary and unaudited.
43IPage
Performance Measures
Goal Performance 2011 2012 2013 2014 2015 2016 6 Yr.
Avq.
Finance
Department
Dept. operating 1.90% 1.62% 1.76% 1.66% 1.52% 1.75% 1.69%
related expenditures/
total City
expenditures
Dollar value of
accounts payable $44,981,566 $48,167,392 $45,834,493 $47,730,365 $54,540,205 $58,020,108 $49,879,022
checks
processed
Dollar value of
wages paid $5,494,477 $5,814,867 $6,066,394 $6,399,115 $6,686,197 $7,073,818 $6,255,811
including OT and
seasonal help
Help desk
requests per IT 48 55 35 31 29 26 37
FTE per month
Workstations per
number of IT 75 76 67 47 47 47 60
FTE's
Network
availability 99% 99% 99% 99% 99% 99% 99%
percentage
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.
44 I Page
Finance & Information Technology
2017 Budget and Staffing Impact Summary
Increase/
Reduction 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
2017 Budget or 1.64%. To the best of our ability, we make certain the budget requests for individual
+2 34% line-items closely approximate the average actual expenditures in the previous three
$29,380 years.
Compared to Theoretical Budget Reduction Exercise —Reductions Applied to Proposed 2017
2016 Budget
-3% In order to meet the directive to reduce the budget by 3%:
($42 974) - 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.
-6% In order to meet the directive to reduce the budget by 6%:
($81 798) - 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.
-9% In order to meet the directive to reduce the budget by 9%:
($119,502) - 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.
45 I ? age
Community & Economic Development
CThe Mission of the Community & Economic Development department is to foster
CDvibrant growth in the City by providing streamlined services and support to
2 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.
a
O The Community & Economic Development Department provides services related to
�., engineering, planning, design review, construction inspection, permitting, code enforcement,
Cid and economic development to preserve and enhance the quality of life for the residents and
improve the growth, expansion, and retention of businesses.
w
113 Community Economic
Development Director
(1 FTE)
till Administrative Assistant
• (1 FTE)
E I I I
O Planning Commission Development Services Economic Development
Manager Coordinator Building Official
(1 FTE) (1 FTE) (1 FTE)
Ci
O I
I
Economic Development P.
Senior Planner Engineer Development Services
(1 FTE) (2 FTE) Engineer Senior Plans Examiner Coordinator
(0.65 FTE)
(1 FTE) (1 FTE)
!MU
CO Planner Assistant Engineer Economic Devel —
(2.0 FTE) (1 FTE) Specialist Plans Examiner Permit Facilitate
(1 FTE) 1 FTE) (2 FTE)
Office Assistant I ROW Inspedor Economic Developm Office Assistant I
(1 FTE) (1 FTE) Planner Building Inspector _ (2 FTE) -
(3 FTE)
C
Construction Inspector — Planner _ Code Enforcement Officer
E (1 FTE) (1 FTE) (1 FTE) -
E Engineering Technidan
(1 FTE)
0
C)
46 I cage
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; reception and permit center phone
• Work program; and counter coverage;
• Monthly reports, weekly calendars; • Public record requests; and
• Document management; • Departmental Website
• Planning Commission support; maintenance.
• Format correspondence, public
notices, staff reports;
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 and enforcing the State Building Code as
required by state law.
• Commercial construction plan • Outside agency coordination
review (including Regional Health, Clean
• Residential construction plan review Air, utilities, and water districts)
• Accessibility (handicap) plan review • Monitor building code legislation
• Commercial and residential • Public assistance with code
construction inspection compliance
• Permit intake, processing, and • Issuance and maintenance of
issuance Certificates of Occupancy (required
• Permit coordination for every building/tenant space in
• Fire District coordination 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
47 I cage
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 Fire Code
• International Residential Code • International Existing Building Code
• International Mechanical Code • ICC A117.1 Accessible & Usable
• International Fuel Gas Code Buildings and Facilities standard
• Uniform Plumbing Code • 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
48 I cage
are not necessarily reflected in permit revenues. The Building Division services provided for a
typical development project include:
• Site selection/feasibility research; • Support during
assistance (both for new development construction inspection
and the re-use of existing buildings) process;
• Pre-application review of rough • Coordination of final
development/construction proposals; inspections associated
• Support during permit with City and outside
review process; 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 • Plat Alterations, Boundary Line
and Annual Updates; Adjustments and Eliminations;
• Regional Planning Efforts; • Special Projects;
• Shoreline Management; • Rezones/Variances;
• Environmental Review: SEPA and • State & Federal Reporting; and
Critical Areas Review; • Planning Assistance at the Permit
• Code Amendments; Center.
• Subdivisions/Short
Subdivisions/Binding Site Plans;
49 I cage
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
50 I cage
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; • Right-of-way permits;
• Code amendments; • Right-of-way inspections;
• Construction oversight; • Watershed planning; and
• Floodplain management; • Wellhead Protection Committee.
• Grading permits;
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 Page
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.
52 I cage
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 2017 and on going
Comprehensive Plan - 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 .
Goal 2 (Council Goal): Develop 2017-2018
an economic development Continue to evaluate the implementation strategies in the
strategic plan 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.
53 I cage
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.
54 I 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.
55 I cage
- Review the City's existing marketing collateral to
ensure their consistency with the established theme
Goal 9: Use Information 2017-2022
Technology (IT) to support the - Continue to develop a records management system
department's mission 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.
Goal 10 (Council Goal): 2017-2022
Collaborate with economic - Participate in Visit Spokane, GSI, Spokane Valley
development partners and Chamber of Commerce, and other partners meetings
related service providers 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.
Goal 11 (Council Goal): 2017-2022
Strengthen and expand civic - Evaluate opportunities to support amateur and youth
and event opportunities 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.
Goal 12: Develop a robust 2017-2019
Geographical Information - Coordinate with utilities and special purpose districts
System (GIS)with modern web to incorporate their available infrastructure information
applications 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.
56 I cage
- 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 2017-2022
Management - Continue coordination on Regional Hazard Mitigation
Plan.
- Update City website and provide information about
emergency shelters and status of necessary facilities
during emergencies such as gas stations, banks,
pharmacies, 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.
57 I ? 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 2017-2020
Assistance Program - 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.
58 I cage
Workload Indicators
Goal Workload 2011 2012 2013 2014 2015 2016
Dept. Permit Center counter walk- 4,545 4,812 4,428 4,511 4,572 5,094
related ins
Pre-Application Meetings— - - 85 79 88 74
Commercial
Pre-Application Meetings— - - 25 30 32 41
Land Use
Construction Applications - - 2,798 4,704 4,536 5,708
Received
Land Use Applications
- - 624 719 660 681
Received
Construction Permits 3,454 4,010 3,431 3,961 3,993 5,159
Issued
Land Use Applications
- - 33 659 561 595
Approved
Development Inspections - - 10,736 13,534 13,848 15,848
Performed
Code Enforcement cases 532 397 360 354 383 462
investigated
Number of Online Permits
- - - 1,314 1,5822 2,449
issued
Number of hearings
conducted by the Hearing - - 33 7 6 8
Examiner
Municipal Code text
- - 5 12 2 -
amendments processed
Planning Commission 15 23 23 20 21 22
meetings participated in
Number of businesses
- - - 23 27 1
assisted
Meetings with regional - - - 51 54 55
partners
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 This number to continue to grow as the
Received through City expands the types of permits available
the Online Public Portal for submission over the internet. The
City's frequent customers are very satisfied
Total Permits with this service.
Received in 2016
Total Permits
Received Online
59IPage
Performance Measures
Goal Performance 2013 2014 2015 2016 Target
Dept. Percent of construction permits _ 79% 85% 85% -
related issued in less than three days
Average number of days for 5 work
new residential building permit 5 5 5 5 days
review
Average number of days for 10 work
tenant improvement permit 10 10 10 10 days
review
Business retention/expansion - - 27 20 15
meetings held
Business recruitments — 3 1 5
ongoing
Business recruitments — 2 2* 1
completed
Economic Development 2 2 2
workshops held
*Per Greater Spokane Inc.yearly report
Construction Permits Issued
6000 - 5159
5000 -
4010 3961 3993
4000 - 3431
3000 - 85% of our permits are
2000 - processed in 3 days or less
1000 -
0
2012 2013 2014 2015 2016
The City continues to process permits in a very timely
Construction permits issued by the department is on manner: 85% of permits are issued in three days or
a steady and upward trend. The upward trend is a less. The City also began tracking permits applied for
result of an improving economy that has been online. 2014 was the first full year of the permit public
assisted by streamlined policies implemented by the portal; now more than a third of our permits are
City. received in this manner.
Permit Valuation
$300.0 *In 262.5
Permit Valuation gages the level of private
$250.0 - investment in the City. After hitting a low in 2011,
$200.0 - $173.9 investment in the community is on a strong upward
trend. Many large medical, retail, multi-family
$150.0 - $109.2 $111.9 $98 2 housing and manufacturing projects have been
constructed over the past three years.
$100.0 -
$50.0 -
$-
2012 2013 2014 2015 2016
60IPage
Community & Economic Development
2017 Budget and Staffing Impact Summary*
Increase/
Reduction 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
2017 Budget improved GIS services software and licensing. Code Enforcement has been moved
+1 72% under the direction of the Building Department in order to better coordinate our
$62,845 services with all divisions.
Compared to Theoretical Budget Reduction Exercise— Reductions Applied to Proposed
2016 2017 Budget
_3% A 3% cut in the department would reduce 1.0 FTE. The department would stop being
($108,974) 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.
-6% A 6% cut in the department would reduce 2.0 FTE. This reduction would increase the
($215,012) 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.
_goo A 9% cut in the department would reduce 3.0 FTE. This reduction would continue to
($339,089) 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.
61 I Page
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& Administrative
Maintenance Assistant
(Contract Services)
O Aquatics Operations&
Maintenance CenterPlace Janitorial
Services
— (Contract Services) (Contract Services)
•I
Precinct Maintenance
(Contract Services)
Senior Center Recreation Maintenance Worker
CD Specialist Coordinator CenterPlace Facilities
Coordinator (2.0 FTE)
CenterPlace
— Administrative
Assistant
CenterPlace Office
Assistant I
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
riN & 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
62 I cage
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 and
the Valley Senior Center;
- Reserves and rents to over 900 educational, corporate and social events annually;
- Provides set up and take downs for all activities;
- Manages long-term leases of space;
- Manages food services 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.
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.
63 I cage
Goals & Strategies
Goal 1: Implement recommendations 2017-2022:
of the newly updated Parks and - Make necessary pool repairs.
Recreation Master Plan, including the - Pursue park acquisitions and development.
continued development of aquatic and - Explore adding additional recreation programs
recreation programs that serve the to meet customer need.
needs of our citizens. - 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.
Goal 2: Implement the updated 2017-2022
CenterPlace Regional Marketing and - Increase seasonal staffing to accommodate a
Communications Plan. 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.
Goal 3: Make facility improvements 2017-2022
to CenterPlace - 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.
Goal 4: Expand senior services to 2017-2022
serve changing needs and - Challenge to serve current age demographics
expectations of the senior and to attract new participants.
population. - Add new, active programming.
- Increase involvement with neighboring
retirement communities.
- Educate the community at-large about the
purpose and potential of the Senior Center.
Goal 5: Work with Centennial Trail 2017-2022
Partners to implement new - Seek grant opportunities for capital repairs.
maintenance agreement. - Develop a six-year maintenance plan.
64 I Page
Workload Indicators
Goal Workload 2011 2012 2013 2014 2015 2016 Target
G-1 Developed acres 126 126 133.6 133.6 133.6 133.6 -
maintained
Trees planted 10 17 10 10 10 4 10 per year
Overall number of
park facility 308 407 399 428 425 431 +10 per year
reservations per year
Number of recreation 100 100 129 158 189 189 +10 per year
classes offered
Spokane Valley 90,110 90,550 91,490 92,040 93,340 94,919 -
Population2
Number of open swim
hours 1,326 1,326 1,221 1,251.5 1,465 1,465 Maintain
available/season 2008 hours
Number of swim
lesson/team 1,244 1,351 1,547 1,510 1,582 1,582 -
registrations
Number of area
G 2 businesses/hotels 21,649 21,650 14,651 7,300 5,617 5,617 Contact all in
contacted for use of region
CenterPlace
Number of 816 950 815 844 919 923 +10% per
reservations per year year
Number of operating 4,633 4,633 4,633 4,633 4,633 4,633 -
hours per year
Number of room use
hours booked per 5,379 6,119 6,120 4,040 6,503 7,767
year
Number of
G-4 participants in Senior 34,442 35,678 36,343 34,193 26,329 28,003 +10% per
programs or year
workshops per year
Average age of
Senior participating in 75.70 74.50 75.5 74.7 75.5 74.5 -
programs
Number of Senior
programs offered per 50 50 50 50 39 39 60 per year
year (ultimate)
G-5 Miles of Centennial 6.78 6.78 6.78 6.78 6.78 6.78 -
Trail
Number of grants
applied for(Applied 0 0 0 0 0 0 1 per year
for by Trails Partners)
Labor hours to
maintain Centennial 900 900 900 900 900 900 Maintain
Trail 2008 level
65 1 cage
Performance Measures
Goal Performance 2011 2012 2013 2014 2015 2016 6 Yr. Target
Avg.
Developed park
G-1 acres per 1000 1.5 1.5 1.4 1.4 1.4 1.4 1.43 -
population
Recreation
program Maintain
recovery vs.
92.44% 92% 99.9% 104% 104% 108% 100.06% 2008
direct cost recovery
Parks &
Recreation
$27.68 $29.08 $29.14 $29.43 $29.69 $29.67 $29.12 -
recurring budget
per capita
Percentage of
G-2 facilityGreat Room capacity
per 20. 2% 21.7% 27% 23.7% 27% 22% 23.6% -
reserved
Percentage cost
recovery per
CenterPlace
(CenterPlace
revenues covered 51% 53% 45% 54% 52% 47% 50.33% -
%of the
expenses.
Expenditures do not
include building
replacement funds)
Percentage of
area businesses Reach for
.0095% .0215% 3% 5% 3.7% 5% 2.79%
utilizing 10%
CenterPlacel
Percentage of
facility capacity 19% 23% 10% 9% 22% 20% 17.17%
per Lounge
reserved
Percentage of o
regional use of 14% 18% 5% 9.1% 4.2% 4% 9.05% 30/o
facility (ultimate)
Percentage of
Seniors over 60
in Spokane 18.52
Valley 19.71% 19.71% 19.71% 19.71% % 14% 18.56%
per capita
(Census data is not
current)'
'Senior numbers will vary because different ages are used. Some use age 50, others age 60
66I cage
Goal Performance 2011 2012 2013 2014 2015 2016 6 Yr. Target
Avg.
What percentage
of City of Spokane
Valley Seniors
who
participate in 40% 40% 45% 56% 30% 33% 40.67%
programs attend
Health &Wellness
Programs?2 (age
50 and up)
Cost to maintain
G-5 per capita per trail $.05 $.05 $.05 $.05 $.05 $.05 $.05
mile
Percentage of
successful grant
applications 0 0 0 0 0 0 0
(Applied for by Trails
Partners)
Miles of Trail per .076 .076 .076 .076 .076 .076 .076
1000 households
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 I e v : ,
have increased with a dramatic ; 1 t.4 • E #_`17.i --
growth in business and corporate .-_ 7'" ` 4_
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.
67 I Page
Parks & Recreation - 2017 Budget and Staffing Impact Summary*
Increase/
Reduction The Parks and Recreation Department budget, including wages, payroll taxes
2017 Budget and benefits, reflects an overall increase of$36,718 or 1.31% for 2017.
+1.31%
$36,718 Theoretical Budget Reduction Exercise–Reductions Applied to Proposed
Compared to 2016 2017 Budget
-3% To achieve a 3% reduction in the proposed 2017 budget the following
($84,000) 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.
-6% In addition to the 3% reductions, add the following for consideration:
($167,250) - $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.
-9% In addition to the 3% and 6% reductions, add the following for consideration:
($246,050) - $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.
68 I cage
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.
Public Works
Director
Administrative
Assistant
0I
Public Works Senior Engineer- Engineer-Traffic Engineer- Assistant Engineer Engineering Capital Improvement
Maintenance Traffic Stormwater -Stormwater Technician II— Program Manager
Superintendent Stormwater
Maintenance/ Senior Engineer— Administrative
Construction Project Manager Assistant
Inspector (2.0 FTE)
FTE)
FTE)
Engineer Engineering
Technician II
EngineeringEngineer—
TechniciaaIn Planning/Grants
(2.0 FTE)
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
69 I cage
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.
70 I 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.
71 I 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) 2017-2022
Continue to work with state and - Provide project specific support to Council
federal legislators for possible financial and administration.
assistance for the Barker Road Grade - Continue to seek support from local
Separation. legislators and interest groups such as GSI
and Valley Chamber of Commerce.
(Council Goal) 2017-2022
Develop a strategic plan for funding - Pursue grant opportunities at the state and
and completion of all grade federal levels including long—term funding for
separation projects. 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.
72l Page
(Council Goal) 2017-2022
Pursue a sustainability plan in - Work with City Management to find a
connection with the City's Street solution to this funding shortfall.
Preservation program to include - Continue to seek out grants and alternative
sustained funding in the City's Street funding to assist with the funding for
Fund #311 to address concerns beyond pavement preservation projects.
the year 2020.
Goal 1: Maintain City streets at lower 2017-2022
costs to retain a higher overall - Continue to update and implement the
pavement condition. 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.
Goal 2: Develop a maintenance 2017-2022
program for traffic signal components - Perform a condition assessment of existing
to address aging infrastructure. Devise a traffic signal components and equipment.
financial plan to address these needs - Develop a maintenance program and budget
and incorporate into the budget. to replace aging equipment and
components.
Goal 3: Continue to engage in the 2017-2022
discussion surrounding Oil and Coal - Monitor federal and state proposed regulations
Train impacts to the Valley, region, related to transport of oil and coal.
and the State - 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.
Goal 4: Continue implementation of 2017-2022
the stormwater program. - 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.
73 I 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 2012 2013
G-1 Centerline lane miles of 461 461 461 461 461 461
streets maintained
Number of citizen action
requests for street 1,066 1,027 859 1,147 897 1,241
maintenance
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 26 32 32 36 36 36
maintained
Traffic signals maintained' 21,0001 21,000 21,000 21,000 21,000 21,000
Rectangular Rapid
Flashing Beacons (RRFB) - - - 2 8 8
maintained
Standalone radar speed
signs and intersection - - - 5 5 5
control beacons
Traffic Cameras _ -
_ 10 12 12
maintained
G-3 Number of drywells 7,376 7,416 7,437 7,428 7,346 7,258
Number of drywells 175 206 402 206 263 282
cleaned
New drywells registered 14 10 3 4 0 0
G-4 Number of Vehicles -
- 28 28 28
-
maintained
'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 2011 2012 2013 2014 2015 2016 6 Yr. Avg.
Ton of cold patch for 36.10 77.36 68.34 72.14 32.15 30.31 49.03
potholes
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 $4.92 $5.77 $5.35 $5.29 $5.25 $5.11 $5.24
capita
Street condition based
on the Pavement - - 75 - 71 - 73
Condition Index (PCI)
Cost per ERU
(Equivalent Residential $21.00 $21.00 $21.00 $21.00 $21.00 $21.00 $21.00
Unit)
Cubic yards of new 560cy 400cy 120cy 160cy 0 0 206.7 cy
drywells constructed
Maintenance Cost Per
G-4 Vehicle ( PW Non- - - - $237.14 $548.73* $309.56 $392.94
Snow vehicles)
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 Current Pavement Condition Index (PCI) Distribution by
the PCI of the streets Area
will continue to 35
•Current Network Average Condition=71,Backlog=
decrease at the 10%
current funding level a 30
of about $4 million Y
per year. 3 25
f.
a)
Based on the z 20
46 01°
Management � 15 I
I
Analysis performed in c
2015, $7.0 million a 10 -
would need to be I I I
budgeted annually to 5 - 111111
keep the roads at a
PCI of 71. 0
The analysis will be °1010,�o o�o0_ovo o r0o6o600'0�0_opo`090 10
updated in 2017; the 0
updates occur every Pavement Condition Index(PCI)
2 years as funding
allows.
75 I Page
90
Based on the Pavement Pavement Canditan Comparison 2010to2o15
Management Analysis -05
performed in 2015, $7.0 i51/2919 Pavt,s':= :: •59, klcg21g
million would need to be 49 .y,2C15 20%.=-1-c-:::-2:z- --_ •75. �tg'
budgeted annually to •3SI X15 Q.ti ,e,1=t-_::r -__ •71,la:r. 1•:196
keep the roads at a PCI 55
of 71.
59
The analysis will be
updated in 2017; the 35 -
updates occur every 2
years as funding allows. 39
13
19
5
lit rr•P - r Rc.r Marginal fair Ota! Vtry{9ct•'1 Eacc lkcit
htt501 1513Tc-05I 1-031o33I 133 Toe! 163 1c7151 173T.og3I 1331c1991
On average, the City receives
Citizen Action Requests for Street 1,121 requests per year
Maintenance related to Street Maintenance.
The requests include potholes,
1600 roadway hazards, stormwater,
1400 traffic, dead animals, and other
1200 various requests.
1000
800
600 zens mreport problems
400
200 through our website or by
callingCitiCity Hall.ay
0
2011 2012 2013 2014 2015 2016
76 I Page
Public Works 2017 Budget and Staffing Impact Summary*
Increase/
Reduction 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
2017 Budget to achieve the 1% goal, the City's new GIS program reflects the elimination of
+1.56% SCIMAP, along with invoicing distribution with Community & Economic Development
$15,062 and Stormwater. This change reflects a reduction of$7,505.
Compared to Theoretical Budget Reduction Exercise—Reductions Applied to Proposed 2017
2016 Budget
_3% To meet a 3% reduction:
($29,448) - 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.
-6% To meet a 6% reduction:
($60,837) - 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.
_goo To meet a 9% reduction:
($90,353) - 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.
77l Page
Addendum A: Spokane Valley Police Department
iii-i, Contract Services
C Spokane Valley Police Department{Commissioned Officers)
ESpokane Dedicated Resources Spokane Valley
County Sheriff 100%Spokane Valley City Manager
mt
CO Shared
Resources Police Chief
Split
WCounty/ca Precinct
Commander Lt.
Trainin g!P rotessional Standards
7FWE
•
Marine Patrol)'Search&Rescue Administrative Dayshift Nightshift
1.75 Deputies Sergeant Commander Commander
imi
CIntelligence Led Pohang
Om iDetective Precinct Front Traffic Patrol Patrol
Desk Deputy 1Sergeant
4-Sergeants 5 Sergeants
IC-9 (Daysh l t Patrol) 1 Detective 19 Deputies 27 Deputies
>I S Deputies 5 Deputies
(M Investigations
Investigative Captain—1 FTE Property and Drug Crirne Investigations
I nv est igat iv a Lt.—2 FTE 1 s ergea nt Comm.S ry s.
Major Crimes-7 FTE 10 Detectives School Domestic
Resource
sex Crimes—7 FTE 1 Deputy ViolenceJoint Terrorism Task Force—1 Det. {Dedicated but also supervised by Inv.U. ¢Deputies 2 Deputies
Sate Streets(Drug&Gan g]—6 FTE
C 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
CO (SCSO). The Spokane Valley Police Chief, Mark Werner, reports to the City Manager and to the
Spokane County Sheriff.
0
CI The SVPD information in the Business Plan is important to:
CO - 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
E 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
1.13 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
C
C 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
liCt 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.
78 I 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.
79 I 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
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 I cage
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.
81 I 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.
82 I ? age
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.
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Total
Students 118 1074 2516 2521 3096 3220 3163 3365 3190 1119 1905
Trained
Total Hotel
Rooms 84 1254 3252 2911 4084 3217 3065 2823 2872 961 N/A
Booked*
*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 cage
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.
84 I 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)
85 I cage
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 2017-2022
and trustworthy police department. - Maintain professionalism in Spokane Valley
Police Department's interaction with our citizens.
- Track data to determine the effectiveness in
meeting this goal.
Goal 2: To respond to citizen calls 2017-2022
for service as promptly as call - Collect and examine data to determine the
volume and staffing levels permit. effectiveness of Spokane Valley Police
Department's response times.
Goal 3: To control crime rates within 2017-2022
the City of Spokane Valley. - Promptly recognize anomalous increases in
crime.
- Identify and eliminate causes within Spokane
Valley Police Department's control.
- Track data to determine the effectiveness in
meeting this goal.
Goal 4: To investigate and work
traffic related issues and respond to 2017-2022
citizen traffic requests as call load and - Work to reduce traffic collisions by identifying
staffing levels permit to minimize traffic areas within our control through the use of
collisions within our City statistical analysis, enforcement, education, and
collaboration with City of Spokane Valley traffic
engineers.
- Track data to determine the progress in meeting
this goal.
86 I cage
Workload Indicators
Goal Workload Indicator 2011 2012 2013 2014 2015 2016
G 2 Total incidents per deputy 9.00 8.63 8.70 9.18 9.011 8.321
per shift
Total citizen initiated CFS 31,396 34,026 35,897 37,226 40,151 43,142
Total citizen initiated CFS 20,609 22,288 23,065 23,975 25,511 26,142
with deputy response
Total deputy initiated 23,794 22,716 20,815 22,333 22,624 18,786
incidents
Total deputy involved 44,403 45,004 43,880 46,308 48,186 44,928
incidents
Average patrol staffing per 6.76 7.14 6.91 6.91 7.332 7.382
shift
Total incidents requiring 17,614 16,382 15,171 15,727 15,122 13,920
written documentation
G-3 Total property crimes3 - 7,883 8,304 8,336 8,068
Total crimes against _ 1,170 1,140 1,374 1,318
persons4
Total incidents resulting in 1,782 1,833 1,970 2,213 2,354 2,274
custodial arrests
G-4 Total traffic 13,359 12,462 10,950 11,279 11,310
infractions/citations issued
Traffic infractions/citations 184 24 32 98 112
from citizen complaints
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.
87 I ? age
Performance Measures
Goal Performance Results 2011 2012 2013 2014 2015 2016
G-1 Citizen complaints per _ .244 .7061 .518 .415 .378
1,000 deputy incidents
Outcome of complaint
investigations:
% Sustained - 11.1% 11.1% 0.0% 6.7% 5.9%
% Not Sustained - 11.1% 0.0% 0.0% 6.7% 0.0%
% Exonerated - 55.6% 55.6% 0.0% 20.0% 17.7%
% Unfounded - 0.0% 33.3% 79.2% 3.3% 0.0%
% Investigation Pending - 11.1% 0.0% 12.5% 3.3% 0.0%
% Changed to Inquiry - 11.1% 0.0% 8.3% 60.0% 70.6%
Use of force per 1,000 _ 1.755 3.2582 3.153 3.549 4.095
deputy incidents
Outcome of use of force
incidents:
% Within Policy - 100% 100% 99.32% 99.42% 98.91%
% Not within Policy - 0.0% 0.0% 0.68% 0.58% 1.09%
G 2 Average response time to _ _ 3-6min 3-6min N/A 4.65 min
priority 1 CFS3
Percentage of CFS with 65.64% 65.50% 64.25% 64.40% 63.33% 60.60%
deputy response
Percentage of incidents 53.59% 50.48% 47.44% 48.23% 46.95% 41.81%
that were deputy initiated
Percentage of solvable
G-3 property crimes cases 67.29% 66.21% 43.88% 68.46% 64.55% 69.06%
assigned
Percentage of assigned 91.60% 87.92% 95.09% 79.69% 88.44% 80.53%
cases solved
Percentage of assigned 84.00% 81.88% 74.42% 74.24% 75.43% 73.60%
cases solved by arrest
Total unassigned cases 243 245 495 211 190 168
Cases inactivated due to 42 58 65 34 65 50
lack of evidence or leads
G-4 Collisions per capita 0.022 0.024 0.023 0.024 0.027 0.025
Percentage of traffic _ 100% 100% 100% 100% 100%
complaints worked
'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.
88 I ? age
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
89 I cage
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.
90 I ? age
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 )11
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 o
success.
Our Council believes that all people in Spokane Valley should have an opportunity to succeed, ran
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." U
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. #.r
Community Identity and Pride: Spokane Valley promotes an environment that supports the
home and family, and job and education opportunities.
C
Highlight areas:
- A friendly, wholesome, safe place to live and raise a family;
- An economically healthy and diverse business community; and mimo
- Preservation of neighborhoods.
V
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.
91 I 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. 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.
Section 2. We believe that elected body decision-making is the only lawful and effective way
to conduct the public's legislative business and that careful observance of a clear
set of Governance Coordination Rules of Procedure can best enhance public
participation and decision making.
Section 3. We believe in the City Council as policy leaders of the City. One or more City
Councilmembers are encouraged to take the lead, where practical, in sponsoring
Ordinances or Resolutions excepting quasi-judicial or other public hearings and
the statutory duties of the City Manager as set forth in RCW 35A.13.020.
Section 4. We believe in hearing the public view. We affirm that members of the public should
be encouraged to speak and be heard through reasonable rules of procedure when
the public business is being considered, thus giving elected officials the broadest
perspectives from which to make decisions.
Section 5. We believe that the City of Spokane Valley's governance should be known as"user
friendly," and that governance practices and general operations should consider
how citizens will be served in the most responsive, effective and courteous
manner.
Section 6. We believe that the economic and commercial job base of the community should
be preserved and encouraged to grow as an alternative to increasing property
taxes. We believe it's imperative to have an expanded and diverse economic
base.
Section 7. We believe that Councilmembers set the tone for civic discussion and should set
an example by:
(a) Setting high standards of decorum and civility.
(b) Encouraging open and productive conversation amongst themselves and
with the community about legislative matters.
(c) Demonstrating respect for divergent points of view expressed by citizens,
fellow Councilmembers, and the staff.
(d) Honoring each other and the public by debating issues within City Hall and
the community without casting aspersions on members of Council, the
staff, or the public.
92 I ? age
(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.
93IPage
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.
Identify Our
Customers
Customer
Assessment& Service Define
Improvement Customer
Program Service
;a
I Communicate
Our Goals &
Standards
Customer Service Key Statement —The City of Spokane Valley Strives to provide service in
respectful, knowledgeable and welcoming manner.
Respectful Knowledgeable Welcoming
- Demonstrating courtesy - Fostering a team-oriented -Acknowledging customers
and professionalism approach when they enter
- Listening effectively - Providing alternatives -Steering customers in the
- Responding in a timely - Anticipating questions right direction
manner - Having/knowing your -Promoting an enjoyable work
- Exemplifying a no- resources environment
surprise atmosphere - Being organized -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.
94 I 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.
95 I cage
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
96 I cage
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.
97 I 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.
Comprehensive Plan
Business Plan
6-Year Transportation Plan
5-Year Financial Forecast
Parks Master Plan
Plan CenterPlace Regional Marketing Plan
Performance Measures
Customer Satisfaction Survey Measure
Q
-Monitor Customeruarterly Reports Feedback
98 I ? age