2019 Business Plan 2019 Business Plan
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Spokane Valley, WA 99206
Valley R509.720.5000 www.spokanevalley.org
Table of Contents
Organizational Overview 2
Introduction 6
Departmental Business Plans 19
City Council 22
City Manager 24
Office of the City Attorney 32
Human Resources 38
Finance & Information Technology 43
General Government Budget Impact Summary 48
Parks & Recreation 49
Deputy City Manager — Community & Public Works 56
Engineering Division 59
Street Maintenance Division 65
Economic Development Division 67
Building & Planning Division 74
City Hall O&M Budget Impact Summary 80
Addendum A: Police Contract 81
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City td anager
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Parks&Recreation Director Finance Director City-Attorney Police Chief
(C ontrad)
L
Administrative
Assistant
Administratives
Assistant
Accounting Executive Assistant)
f,1
ainten an ce Worker/ 1.1 onager
Facilities
Deputy City
Attorney
Administrative
Accountant/Budget Assistant
Senior Center Analyst
Speial ist (3.75 FTE)
Attorney
(05 FTE)
Accounting
Recreation Technician
Coordinator R FIE)
IT Specialist City Clerk
C3 FTE)
Database Deputy City Clerk
Administrator
Senior I
Administrative
Analyst
Administrative
Analyst
C enterP lace
Coordinator
H urnan Resource
Manager
Human Resources]
Technician
CenterPlace Office CenrPlace
Assistant I Ofhce Assistant II
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Deputy City Manager
John Hohman
City Engineer Building Official
Engineer Manager Facilities Administrative
ainlenance Assistant
Street Administrative
Superintendent - Assistant
Administrative
Assis�nt _Engineer Tech Ili
CAD Administrator Development Service Assistant Building
Maintenance) Planncg l Grent, Coordinator — Official
Const.Inspect - Senor Engineer Engineer
(FTE) Senior Engineer? Engineer
Project Manager Technician II Engineer Senior Plans
(4 FIE)
Senior Traffic Traffic
— Examiter —
Tratfic Engineer
ROW Inspector Engineer - EngErgin'er
PTE) Permit Specialist Piens Examiner
Engineering Tech (2 FTE)
Engineer l Storm _ II!Storm
Assistant Engineer
(2 FTE) —
Code Enforcement Budding Inspector
Senior Engineer? Engineering Tech I Officer — (3 FTE)
Development -
Development Economic
Inspector Development Senior Planner
Manager
Office Assistant
Planner
(3 FTE)
ED Specialist Office Assistant
{2.FTE} (4 FTE)
Transportation
Planner I Planning I
I Commission I
I I
L �
Public Information
Officer
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Spokane Valley Citywide Business Plan Components
City
Foundation
City Council
L Financial
Projection
External Input
Internal Input
[DePartmental]
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Introduction
Each year, the City of Spokane Valley prepares a Business Plan to serve as a guide in the preparation of
the annual budget. The 2019 Business Plan links together community priorities, fiscal policies, Council
Goals, and the 2019 Budget. Each department within the City participates in the Business Plan process,
developing 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 maintenance of the strong
financial position enjoyed by 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.
To best understand the Citywide Business Plan, it is important to review the various components utilized
to develop this document, beginning with the City's Foundation.
City's Foundation
The foundation of Spokane Valley is based on the City's primary objective to be a city which is responsive,
focused on customer service,open to the public, progressive,efficient, lean and fair while providing a high
quality of life. Citizen involvement along with guidance from the City Council established the City's vision,
core beliefs and customer service standards. These foundations influence the development of the City
Council Goals for each year as well as the goals of the individual departments.
Spokane Valley's Vision Statement:
"A community where individuals and families can grow and play and businesses will flourish and prosper."
Core Beliefs
Supporting this vision are the core beliefs of Spokane Valley which were established with
Resolution 07-019:
"We believe Spokane Valley should be a visionary city encouraging its citizens and their government to
look to the future beyond the present generation and to bring such ideas to public discussion and to
enhance a sense of community identity.
We believe that elected body decision-making is the only lawful and effective way to conduct the public's
legislative business and that careful observance of a clear set of Governance Coordination Rules of
Procedure can best enhance public participation and decision-making.
We believe in the City Council as policy leaders of the City. One or more City Councilmembers are
encouraged to take the lead, where practical, in sponsoring Ordinances or Resolutions excepting quasi-
judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW
35A.13.020.
We believe in hearing the public view. We affirm that members of the public should be encouraged to
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speak and be heard through reasonable rules of procedure when the public business is being considered,
thus giving elected officials the broadest perspectives from which to make decisions.
We believe that the City of Spokane Valley's governance should be known as "user friendly," and that
governance practices and general operations should consider how citizens will be served in the most
responsive, effective and courteous manner.
We believe that the economic and commercial job base of the community should be preserved and
encouraged to grow as an alternative to increasing property taxes. We believe it's imperative to have an
expanded and diverse economic base.
We believe that Councilmembers set the tone for civic discussion and should set an example by:
(a) Setting high standards of decorum and civility.
(b) Encouraging open and productive conversation amongst themselves and with the community
about legislative matters.
(c) Demonstrating respect for divergent points of view expressed by citizens,fellow Council members,
and the staff.
(d) Honoring each other and the public by debating issues within City Hall and the community without
casting aspersions on members of Council,the staff, or the public.
(e) Accepting the principle of majority rule and working to advance the success of "corporate"
decisions.
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."
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Customer Service Standards
The commitment to provide excellent customer service for our citizens, businesses and visitors resulted
in the development of customer service standards. The City's 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,the method, or frequency of contact, our customers will be
treated with courtesy, respect and professionalism.
The Customer Service Standard is divided into three categories:
1. Respectful
- Demonstrating courtesy and professionalism
- Listening effectively
- Responding in a timely manner
- Exemplifying a no-surprise atmosphere
2. Knowledgeable
- Fostering a team-oriented approach
- Providing alternatives
- Anticipating questions
- Having and/or knowing your resources
- Being organized
3. Welcoming
- Acknowledging customers when they enter
- Steering customers in the right direction
- Promoting an enjoyable work environment
- Maintaining a clean and uncluttered work environment
- Treating people as individuals
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City Council Goals
New goals are set by the Council annually while progress toward previous years' goals will be measured.
Though goals are set by the Council,they represent the goals of the citizens and of the community.
2019 Council Goals
• Work with state and federal legislators towards advancing the concepts outlined in the Bridging
the Valley study including obtaining financial assistance for the Pines and Park Grade Separation
Projects.
• Continue to pursue a plan to sustain the City's Pavement Preservation Program, to include
sustained financing for the Street O&M Fund#101 and Pavement Preservation Fund#311.
• Pursue state and federal financial assistance to address transportation concerns along the entire
Barker Corridor.
• Continue with,and expand where possible economic development efforts including the retention
and expansion of existing businesses and recruitment of new businesses.
• Continue to foster relationships with federal, state, county and local legislators.
• Pursue financing for Browns Park, Balfour Park and Appleway Trail amenities, and continue the
acquisition of parkland.
• Update the Bike and Pedestrian Masterplan to include trail extensions from the Appleway Trail
connecting between the Appleway Trail, Balfour Park, Dishman Hills and the Centennial Trail to
create a continuous loop for users.
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Financial Projection
Looking forward, in order to meet the City's budget objectives, departmental goals and strategies have
been adjusted from the 2018 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.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 2019 expenditures in line with projected revenues.
The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the
challenges set before us. As an open collaborative government,we continue to encourage our citizens to
provide the necessary feedback we need as we endeavor to plan our City's future together.
Although the Business Plan is based on a 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
2022. It is important to note the Business Plan and Financial Projection are imperfect tools and this is
precisely why both documents are updated on an ongoing basis.
The Financial Projection reflects a generally positive trend with an increase in both revenues and
expenditures of about 3.0% per year through 2022. Therefore the 2019 Business Plan is being created
during a relatively robust economic cycle. Within this document, each department has defined its
functions and has identified the services each function provides. Based upon current revenue projections,
the ability to sustain services in 2019 at the 2018 levels continues to be feasible. With existing Operations
and Maintenance (O&M) held to a 1.93% increase,the City will not utilize reserves for O&M in 2019.
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Table 1.1, page 1
CITY OF SPOKANE VALLEY,WA 2/6/2019
General Fund Budget Projection
2019
Adopted 2020 2021 2022 2023
Budget Projection Projection Projection Projection
RECURRING ACTIVITY
Revenues
Property Tax 1 12,054,400 12,204,400 12,354,400 12,504,400 12,654,400
Sales Tax 2 22,917,000 23,604,500 24,312,600 25,042,000 25,793,300
Sales Tax-Public Safety 3 1,081,900 1,114,400 1,147,800 1,182,200 1,217,700
Sales Tax-Criminal Justice 4 1,944,000 2,002,300 2,062,400 2,124,300 2,188,000
Gambling Tax and Leasehold Excise Tax 5 387,000 398,600 410,600 422,900 435,600
Franchise Fees/Business Registration 6 1,224,000 1,260,700 1,298,500 1,337,500 1,377,600
State Shared Revenues 7 1,909,800 1,967,100 2,026,100 2,086,900 2,149,500
Fines and Forfeitures/Public Safety 8 1,078,500 1,089,300 1,100,200 1,111,200 1,122,300
Community and Public Works 9 1,882,300 1,938,800 1,997,000 2,056,900 2,118,600
Recreation Program Revenues 10 628,800 647,700 667,100 687,100 707,700
Miscellaneous Department Revenue 11 1,000 1,000 1,000 1,000 1,000
Miscellaneous&Investment Interest 12 358,200 365,400 372,700 380,200 387,800
Transfer-in -#105(h/m tax-CP advertising) 13 30,000 30,000 30,000 30,000 30,000
Total Recurring Revenues 45,496,900 46,624,200 47,780,400 48,966,600 50,183,500
end
Expitures
City Council 14 545,903 562,300 579,200 596,600 614,500
City Manager 15 948,835 977,300 1,006,600 1,036,800 1,067,900
Legal 16 610,549 628,900 647,800 667,200 687,200
Public Safety 17 25,927,304 26,705,100 27,506,300 28,331,500 29,181,400
Deputy City Manager 18 267,044 275,100 283,400 291,900 300,700
Finance/IT 19 1,402,497 1,444,600 1,487,900 1,532,500 1,578,500
Human Resources 20 297,421 306,300 315,500 325,000 334,800
City Hall Operations and Maintenance 1 21 290,543 299,300 308,300 317,500 327,000
Community&Public Works-Engineering 22 1,816,141 1,870,600 1,926,700 1,984,500 2,044,000
Community&Public Works-Economic Dev 23 1,018,772 1,049,300 1,080,800 1,113,200 1,146,600
Community&Public Works-Building&Planning 24 2,248,698 2,316,200 2,385,700 2,457,300 2,531,000
Parks&Rec-Administration 25 335,958 346,000 356,400 367,100 378,100
Parks&Rec-Maintenance 26 893,500 920,300 947,900 976,300 1,005,600
Parks&Rec-Recreation 27 253,622 261,200 269,000 277,100 285,400
Parks&Rec-Aquatics 28 491,153 505,900 521,100 536,700 552,800
Parks&Rec-Senior Center 29 101,215 399,350 401,250 401,450 401,500
Parks&Rec-CenterPlace 30 949,414 977,900 1,007,200 1,037,400 1,068,500
General Government 31 1,332,650 1,372,600 1,413,800 1,456,200 1,499,900
Transfers out-#204(2016 LTGO debt service) 32 401,250 401,450 401,500 401,400 401,150
Transfers out-#309(parks capital projects) 33 160,000 164,800 169,700 174,800 180,000
Transfers out-#311 (pavement preservation) 34 972,300 1,001,500 1,031,500 1,062,400 1,094,300
Transfers out-#501 (CenterPlace kitchen reserve 35 36,600 36,600 36,600 0 0
Transfers out-#502(insurance premium) 36 390,000 401,700 413,800 426,200 439,000
Total Recurring Expenditures 41,691,369 43,224,300 44,497,950 45,771,050 47,119,850
Recurring Revenues Over(Under) 1-1
Recurring Expenditures 3,805,531 3,399,900 3,282,450 3,195,550 3,063,650
NONRECURRING ACTIVITY
Revenues
Transfers in-#106(solid waste repayment) 40,422 0 0 0 0
Total Nonrecurring Revenues 40,422 0 0 0 0
Expenditures
General Government-IT capital replacements 107,000 0 0 0 0
Economic Development(retail recruitment) 25,000 0 0 0 0
Public Safety(carpet&workstation replacement) 50,000 0 0 0 0
Transfers out-#309(Browns Park restroom) 160,000 0 0 0 0
Transfers out-#309(Browns Park other) 1,000,000 0 0 0 0
Total Nonrecurring Expenditures 1,342,000 0 0 0 0
Nonrecurring Revenues Over(Under)
Nonrecurring Expenditures (1,301,578) 0 0 0 0
EXCESS(DEFICIT)OF TOTAL REVENUES 1 1
OVER(UNDER)TOTAL EXPENDITURES 2,503,953 3,399,900 3,282,450 3,195,550 3,063,650
ESTIMATED BEGINNING UNRESTRICTEDFUND BAL. 37,087,730 39,591,683 42,991,583 46,274,033 49,469,583
ESTIMATED ENDING UNRESTRICTED FUND BAL. 39,591,683 42,991,583 46,274,033 49,469,583 52,533,233
Ending fund balance as a%or recurring expenditures 94.96%I 99.46%I 103.99%I 108.08%I 111.49%
11 I Page
Table 1.1, page 2
Projection Assumptions
2020 2021 2022 2023
Projection Projection Projection Projection
Projection assumes:
1 An increase of 0.00% plus new construction of $150,000 per year through 2023
2 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2022
3 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2022
4 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2022
5 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2022
6 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2022
7 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
8 An increase of 1.00% in 2020, 1.00% in 2021, 1.00% in 2022, and 1.00% in 2023
9 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
10 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
11 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
12 An increase of 2.00% in 2020, 2.00% in 2021, 2.00% in 2022, and 2.00% in 2023
13 An increase of 0.00% in 2020, 0.00% in 2021, 0.00% in 2022, and 0.00% in 2023
14 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
15 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
16 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
17 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
18 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
19 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
20 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
21 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
22 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
23 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
24 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
25 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
26 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
27 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
28 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
29 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
30 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
31 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
32 An increase of 0.05% in 2020, 0.01% in 2021, -0.02% in 2022, and -0.06% in 2023
33 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
34 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
35 An increase of 0.00% in 2020, 0.00% in 2021, -100.00% in 2022, and 0.00% in 2023
36 An increase of 3.00% in 2020, 3.00% in 2021, 3.00% in 2022, and 3.00% in 2023
Table 1.1 Financial Forecast and Program Impact Summary
The General Fund forecast for the years 2020 through 2023 uses the adopted 2019 Budget as a beginning
point and currently assumes levels of service that are identical to those provided by the City in 2019.
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 2019 as of January
11, 2019, and is based upon preliminary and unaudited figures. As we progress through the process of
"closing the 2018 books" we anticipate this figure will change due to the fact we will continue to record
both 2018 revenues and expenses as we become aware of them.
12 1 Page
Table 1.2 Primary General Fund Revenue Sources
$50,000,000
45,537,322
44,751,345
$45,000,000
39,384,77 46,287,235
$40,000,000 35,883,904 37,208,871 42,983,044
$35,000,000 38,396,726
35,974,204
35,911,071
$30,000,000
25,622,894 --General Fund Revenue
$25,000,000 .
19,707,676 25,942,900 fSalesTax Revenue
$20,000,000 - 0 t, 23 837 199 —a—Property Tax Revenue
$15,000,000 I
18,706,461 20,581,821
10,741,30616,841,4 x,799,123 11,129,377 11,414,107 11,708,911
$10,000,000 �^ 12,054,400
10,681,620 10,841,559 11,280,147 11,613,056
$5,000,000 –
$0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
*2017 figures are preliminary and unaudited as of January 30,2018. 2018 figures reflect adopted budget estimates.
Fiscal Policies
Fiscal health is at the core of providing a good public service.
The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of the City
of Spokane Valley. These policies set a framework that the City will follow to responsibly manage
resources and if necessary, under what circumstances we will utilize reserves to sustain operations during
economic downturns.
Financial Management
The City proposes to:
1. Maintain basic service levels with minimal resources to achieve success.
2. Minimize personnel costs and overhead by continuing to contract for many services when it
makes financial sense to do so.
3. Continue the six-year Business Plan process.
4. Leverage City funds with grant opportunities.
5. Minimize City debt with a pay as you go philosophy.
• The State of Washington sets the maximum level of allowable debt for cities based on
assessed value of property.The City of Spokane Valley currently utilizes only 1.98%of its
total debt capacity, and more importantly, only 9.88% of non-voted bond capacity. This
reflects an exceptionally low debt burden.
6. Strive to prioritize spending in the annual budget process and minimize mid-year addition of
projects and appropriations.
Financial Objectives
1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring
expenditures.
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2. Maintain a minimum General Fund Ending Balance of at least 50%of recurring expenditures.This
is adequate to meet cash flow needs and is the equivalent of six months of General Fund
operations.
3. If necessary, utilize a portion of 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 2019 property tax assessment the same as 2018 with the exception of new
construction. As in the previous nine years, the City will forego the one-percent annual increase
to property tax allowable by RCW 84.52.050.We anticipate this will result in a levy of$11,804,400
plus estimated new construction of $250,000 for a total levy of $12,054,400. The allowable
potential increase will be banked for future use as provided by law.This effectively makes this the
tenth consecutive 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
By committing to these policies and the checks and balances they afford, the City will ensure financial
sustainability well into the future.
Challenges
Beyond the annual challenge of balancing the General Fund Budget, the City has a number of on-going
financial challenges.
1. Declining revenues in Street O&M Fund #101 that will impact our future ability to deliver
historic service levels
• This Fund depends upon a combination of gas and telephone tax receipts.
• Because the gas tax is a flat amount per gallon,and because each generation of newer vehicles
get better gas mileage, we find our gas tax revenues have recently hovered somewhere
between either flat or declining. Due to the 2015 State Legislature's increase in the gas tax,
we have seen a bit of an increase in this revenue source with a 2019 revenue projection of
$2,092,300 which represents an increase of $157,300 (or 8.1%) over 2015 revenues of
$1,935,000.
• 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 2019 revenues of just $1,700,000. We believe the decline is primarily due to the
elimination of land lines by individual households.
• At the June 12, 2018 Budget Workshop, Council discussed the fact that Street O&M Fund
recurring revenue were substantially exceeded by recurring expenditures but were interested
in continuing to deliver historic levels of service despite the fact that telephone utility tax
revenues have continued to decline.Council asked Staff to prepare a budget that resolves this
funding imbalance with a one-time transfer during 2019 of Capital Reserve Fund#312 money.
The necessary transfer is$907,544 and this is reflected in both Fund numbers 101 and 312.
• Determining "how"to fully finance Street O&M Fund#101 beyond 2019 will continue to be a
Council conversation.
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 O&M Fund money;
14 I Page
o Civic Facility Replacement Fund #123 (Fund #123) reserves that were dedicated
towards this purpose until their depletion in 2016.
o Real estate excise tax(REET) receipts;
o Grant revenues; and
o Beginning in 2018, the addition of a street wear fee that was negotiated by the City
as part of an updated solid waste collection contract that recognized the damage that
heavily laden garbage trucks do to our road system.
Following is a table that reflects pavement preservation related revenues over the 9 year period 2011-
2019:
Fund
001 101 106 123 301/302 310
Street Civic Fac. Civic Fac.
General Street O&M Wear Fee Replace. REET 1&2 Capital Grants Total
Actual
2011 584,681 0 0 0 0 500,000 0 1,084,681
2012 2,045,203 0 0 0 0 0 0 2,045,203
2013 855,857 282,000 0 616,284 300,000 0 35,945 2,090,086
2014 888,823 282,000 0 616,284 368,944 0 2,042,665 4,198,716
2015 920,000 206,618 0 616,284 502,098 0 835,224 3,080,224
2016 943,800 67,342 0 559,808 730,572 0 1,654,698 3,956,220
2017 953,200 67,342 0 0 1,320,958 0 89,208 2,430,708
Budget
2018 962,700 67,342 1,000,000 0 1,370,658 0 1,572,500 4,973,200
2019 972,300 0 1,500,000 0 1,468,600 0 1,820,000 5,760,900
9,126,564 972,644 2,500,000 2,408,660 6,061,830 500,000 8,050,240 29,619,938
• The City used the Civic Facility Replacement Fund #123 reserves over the 4-year period 2013
through 2016 in order to give the City time to determine how best to finance the pavement
preservation plan in 2017 and beyond.
• Heavy reliance on REET revenues began in 2017 following the depletion of Fund #123
reserves.
• Although we currently exist in a robust economy that includes near record REET collections,
we realize that as the economy wanes in the future,so will REET revenues. As a consequence,
overly relying on REET revenues may in the future limit the City's ability to provide the
necessary match needed for State and Federal grants that are applied to other street
construction and reconstruction projects.
• Over the past 10-12 years Spokane Valley has struggled to develop a pavement management
plan that clearly delineates the pavement condition index (PCI) that should be maintained
throughout our road system and define the amount of money we should dedicate annually to
achieve that plan. The first studies initially estimated the annual cost to be in excess of$10
million per year but as recently as 2016 the estimated cost was reduced to $6.8 million.
• Even though the City's investment in our pavement preservation program has fallen short of
$6.8 million per year we find that the PCI is not in a free fall and is in fact holding fairly steady
at 71.
• The City is currently reevaluating our pavement preservation plan with the intent of refining
the PCI across local access, collectors and arterials, and formulating a more realistic cost to
maintain these. Staff plan to come before Council in early 2019 to report the results.
• The desired outcome of the updated pavement preservation plan is to assist Council and Staff
in determining the ideal PCI for the different street classifications and the cost to maintain
each. Following that, Council and Staff will work collectively to determine how to finance the
plan.
15 I Page
3. Railroad Grade Separation and Quiet Zone Projects(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. The most recent estimates peg
the total cost of these projects at$88.8 million including:
• Barker and Trent Road Overpass (estimated cost of$19.0 million to $24.7 million);
• Pines and Trent Underpass (estimated cost of$29.0 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 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.
Barker/Trent Grade Separation Project
We reached the point of being fully funded for this project in early 2018 and the final design phase
is underway. Design will continue through 2019 and right-of-way acquisition should begin in
2019. Construction will begin no later than 2020. Revenue sources are comprised of the
following:
Barker Grade Separation Project Financing Sources
City of Spokane Valley
General Fund reserves $ 1,421,000
Real Estate Excise Tax (REET) 2,209,000
Total from Spokane Valley $ 3,630,000
Federal Earmark 721,000
2017 WA Legislature appropriation 1,500,000
National Highway Freight Program 6,000,000
TIGER 9 9,020,000
FMSIB(20%of total)
(assume$19.0 million) 3,800,000
$ 24,671,000
Pines/Trent Grade Separation Project
Progress to date includes:
• The City has set aside $3,185,000 towards what we currently anticipate will be a $29.0
million project. Sources include the following:
Pines Grade Separation Project Financing Sources
City of Spokane Valley
2016 General Fund Property acquisition $ 500,000
2017 General Fund dedication 1,200,000
2017 General Fund allocation of fund balance>50% 721,000
2018 General Fund allocation of fund balance>50% 764,000
Total from Spokane Valley $ 3,185,000
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• In late 2016 the City acquired property valued at approximately$500,000 that was applied to
the acquisition of property that will in-part satisfy the right-of-way needs for this project.
• On July 11, 2017 Council approved a Phase 1 contract with an engineering firm valued at
$124,000 with a scope of services that calls for evaluating two potential sites, each of which
includes a roundabout and signalized intersection alternative. The end result of the study will
be a final recommended option with a revised cost estimate. Council will make the final
choice of the alternative chosen. Following this,we will enter the second design phase where
the City will contract with an engineering firm to take the Council adopted alternative to a
100%design.
• Future property acquisitions will be necessary during the right-of-way phase of the project
but this cannot be determined until the final phase of the design is well underway.
• The City has applied for a variety of both state and federal grants including the TIGER,
FASTLANE and INFRA programs.
o Grant application currently outstanding include:
■ SRTC — application is for right-of-way in the amount of$3.8 million (90% of the
estimated total cost of$4.2 million).
■ BUILD—application is for the $23.2 million which is 80%of the estimated project
cost.
■ CRISI 1 — application is for design in the amount of $1.25 million (50% of the
estimated total cost of$2.5 million).
■ CRISI 2 - application is for design in the amount of $1.25 million (50% of the
estimated total cost of$2.5 million).
• We will continue to apply for grant programs as they become available. We are hopeful that
having a 100% design will make us more competitive as we will then have a "shovel ready"
project.
The Budget for 2019
Strong but Guarded
Recognizing that fiscal health is at the core of providing good public services, one of the most important
tests of fiscal management is the ability of a municipal enterprise to maintain basic services during an
economic downturn. The creation and ongoing maintenance of financial reserves since incorporation has
served the intended purpose of providing Spokane Valley the means to sustain critical public services
during turbulent economic conditions and this served the City well during the Great Recession that began
in 2008. The 2019 budget again reflects a prudent and guarded increase in continuation of service delivery
capabilities. These increases are carefully considered and well within the means of the City. Service
delivery cannot grow faster than the economic development of the City.
We are cognizant of the fact that we are now in the longest economic expansion in United States history
and at this point,with each passing day we are closer to the next economic downturn. Given this,we will
remain vigilant in our observance of local,state and national events and economic trends that may impact
our own community and work towards capitalizing on our strengths, minimizing our weaknesses, and
being ever watchful towards both threats and opportunities.
Balanced Budget
Means exactly what it says — operating expenses have been balanced with known or reasonably
predictable revenues with no increase in property tax or in sales tax rates for the City. The budget is
designed to maintain the healthy, positive fund balance at year-end providing for the City's cash flow
needs without costly borrowing. In pursuit of fiscal responsibility, special attention is given to limiting the
growth in new programs and financial commitments.This approach allows available resources to be put
toward sustaining services consistent with the City Council's priorities for 2019 and beyond.
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External Input
As representatives of the citizens of the City of Spokane Valley,the City Council strives to 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 the City of Spokane Valley, it is
necessary to receive feedback from customers and constituents.
Previously, the City has utilized citizen surveys to obtain feedback on various contract services including
solid waste and the cable franchising process. Community meetings are used to inform citizens of
upcoming planning and infrastructure changes. Citizen input was sought during the development of the
original Comprehensive Plan as well as the recent Comprehensive Plan Update, and will continue to be
sought on subsequent Comprehensive Plan updates. The City Council utilizes public comment during
Council meetings to assist the Councilmembers in the decision-making process.
City staff recognizes the importance of citizen concerns and the role citizens play in the health of our City.
The SVexpress 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, thereby allowing citizens to
play active roles in guiding the way services are delivered.
Internal Input
The City of Spokane Valley City staff is comprised of knowledgeable professionals. Staff analysis provide
Council with specialized knowledge that assists Council in making 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 could 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. Employees are often the information conduit from the citizens to the Council, relaying
resident concerns and/or changing trends.Staff often bring forward innovative ways of providing efficient
service delivery.
Strategic planning through several long-range plans allows staff to look at current trends in order to make
future forecasts and continually update plans as necessary. While much public input goes into these
documents, the forecasting and planning is done by skilled staffers who strive to create innovative ways
of achieving our future vision while meeting current needs, complying with the law, and operating within
financial constraints. These plans include the Comprehensive Plan, Six-Year Transportation Improvement
Program (TIP), Five-Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan, Streets
Master Plan (Pavement Management Program) and the Business Plan.
18 I Page
Departmental Business Plans
The Departmental Business Plans utilize Workload Indicators and Performance Measures to evaluate the
service the City provides in order to make the appropriate adjustments to the Business Plan and 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.
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. Another
SWOT analysis was conducted in 2013. 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.
Goals&Strategies
Goals and Strategies in the Business Plan provide direction for the future. Workload Indicators and
Performance Measures help ensure desired results are achieved and that citizens are receiving the value
they expect.
Workload Indicators
Data is compiled to demonstrate the amount of work performed, services received and/or resources
consumed.This type of information will be collected annually to identify trends that are occurring in our
City that affect the government organization. Such information can be utilized to make staffing decisions,
prioritize purchases to best meet the needs of our citizens and forecast future Budget needs.
Performance Measures
Performance Measures are used to determine whether services are delivered effectively and efficiently.
Although most basic City services provided are consistent across jurisdictions,the City has great discretion
in deciding how to provide those services. Each task performed by a City employee has an accompanying
desired effect. If we do not take steps to determine whether the desired effect is being accomplished,we
do not know if we are effectively meeting the needs of our citizens and customers.
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Page intentional left blank
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Departmental Business Plans
21 I Page
The City of Spokane Valley incorporated March 31, 2003, as a non-charter
Citygoverned
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
Council City Council, which hires a professional administrator to implement its
policies.
Mission 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
To be responsive, of the City versus each Council member representing a specified area within
the City. Councilmembers are generally elected to four-year terms, with
focused on customer elections held every two years. For continuity, position terms are staggered
service, open to the by two years so that all positions are not open for election at the same time.
public, progressive,
Pursuant to RCW 35A.13.030, biennially the members choose a chair of the
efficient, lean,fair Council who receives the title of Mayor. The Mayor presides over all
and committed to meetings and is recognized as the head of the City for ceremonial purposes.
providing a high
quality of life. 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.
1-1411,
Mayor Rod Higgins,
Position 1
SirBrandi Peetz, Arne Woodard, Ben Wick,
Position 2 Position 3 Position 4
4
la.,
Deputy Mayor Pam Haley, Sam Wood, Linda Thompson,
Position 5 Position 6 Position 7
22 I Page
City Council - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $545,903 which reflects an decrease of$4,184 or .76% under the
2018 Budget
■ Federal Lobbyist is reduced from $92,400 to $86,400 for a total reduction of $6,000 or
6.49%.
■ Cell Phones is reduced from $6,986 to$3,800 for a total reduction of$3,186 or 45.6%
■ Travel &Mileage is reduced from$28,000 to$21,000 for a total reduction of$7,000 or 25%.
-3 Reducing the ability for Councilmembers to attend conference and meeting.
■ Software Licenses and Maintenance are reduced from $500 to $0 for a total reduction of
$500 or 100%
08,886) • Printing & Binding is reduced from $500 to$400 for a total reduction of$100 or 20%.
■ Registrations are reduced from $10,500 to $8,400 for a total reduction of$2,100 or 20%.
Reducing the number of meetings and conferences that Councilmembers will be able to
attend to represent the City.
■ Publications is reduced from $250 to$0 for a total reduction of$250 or 100%.
■ Small Tools & Minor Equipment is reduced from $500 to $0 for a total reduction of$500 or
100%.
■ Federal Lobbyist is reduced from $92,400 to $79,800 for a total reduction of $12,600 or
16.34%.
-6% • Cell Phones is reduced from $6,986 to$3,800 for a total reduction of$3,186 or 45.6%
■ Travel &Mileage is reduced from$28,000 to$14,700 for a total reduction of$13,300 or 47.5%.
Resulting in Council members being able to only attend local meetings or conferences.
($33,886) • Software Licenses and Maintenance are reduced from$500 to$0 for a total reduction of$500
or 100%
■ Printing & Binding is reduced from $500 to$400 for a total reduction of$100 or 20%.
■ Registrations are reduced from $10,500 to $6,300 for a total reduction of $4,200 or 40%.
Further reducing the number of meeting and conferences that Councilmembers will be able to
attend to represent the City.
■ Supplies are reduced from $2,200 to$2,000 for a total reduction of$200 or 9.09%.
■ Publications is reduced from $250 to$0 for a total reduction of$250 or 100%.
■ Meeting Supplies are reduced from $2,000 to $1,800 for a total reduction of$200 or 10%.
■ Small Tools & Minor Equipment is reduced from $500 to $0 for a total reduction of$500 or
100%.
■ Federal Lobbyist is reduced from $92,400 to $72,200 for a total reduction of $20,200 or
_9%
21.86%.
■ Travel & Mileage is reduced from $28,000 to $9,800 for a total reduction of$18,200 or 65%.
Greatly reducing the number of local meetings Councilmembers are able to attend.
($49,186) • Software Licenses and Maintenance are reduced from$500 to$0 for a total reduction of$500
or 100%
■ Printing & Binding is reduced from $500 to$400 for a total reduction of$100 or 20%.
■ Registrations are reduced from $10,500 to $3,500 for a total reduction of$7,000 or 66.67%.
Greatly reducing the number of local meetings and conferences that Councilmembers will be
able to attend to represent the City.
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The City Manager Department is accountable to the City Council
City for the operation 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
Manager policies and the provision of a communication linkage among
citizens, the City Council, City departments and other government
agencies.
Mission
The City Manager Department includes the City Clerk, Contract
To provide the City Council Administration as well as oversight of the police services contract
for the City. Additionally, Human Resources and the Office of the
and employees with City Attorney are included in the City Manager's oversight. Both
professional leadership, departments work directly with all other departments and have
their own mission statements and goals.
sage advice and to work
together to implement best
practices to achieve
adopted goals and deliver City Manager
quality services to the
community.
Executive i I
Assistant i Police Contract
City
Clerk
Senior Administrative
Analysist
Deputy City
Clerk
Administrative
Analysist
Administrative
Assistant
City Council
24 I Page
City Manager
As the City's Chief Executive Officer, the City Manager has overall responsibility for policy development,
program planning, fiscal management, administration, and operation of all City functions, programs and
activities. The City Manager's administrative direction is provided by the City Council. The City Manager
assesses community and citizen needs to ensure 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. Police services are contracted through
the Spokane County Sheriff's Department with the Spokane Valley Police Chief reporting to the City
Ma nager.
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.
Goals & Strategies
1. Facilitate the achievement of the annually-established Council Goals.
- Annually develop objectives and strategies to accomplish Council Goals.
- Report goal attainment progress to the community in the City Manager's Accomplishments
Report.
2. Update the General Fund Budget Projection. The Budget Projection estimates expected revenues
and expenses, incorporates the fiscal elements of Departmental Business Plans, identifies fiscal
constraints and proposes formulas for Council consideration in composing a budget-balancing
approach that itemizes necessary service reductions or increased revenues, or a combination
thereof.
- Update the General Fund Budget Projection on an ongoing basis.
- Update Departmental Business Plans.
- Calculate the fiscal impacts identified in Business Plans.
- Assess revenue and expenditure trends.
- Merge trend data with Business Plan cost data.
- Determine the financial delta.
- Develop best-case and worst-case scenarios.
- Formulate revenue and expenditure options.
- Determine affordable service levels.
- Select budget-balancing options to implement.
- Obtain Council authorization to proceed with selected option(s).
25 I Page
3. Prepare Legislative Agenda for Council consideration.
- Present a draft Legislative Agenda to City Council to consider the matters the City Council
desires to promote on behalf of the City for the potential inclusion in the state's budget.
Workload Indicators 2013 2014 2015 2016 2017 2018
Weekly Meetings with department heads to V V V V V V
attain Council Goals
Goal Attainment Progress(Business Plan) V V V V V V
posted to website by February 25 annually
(after the winter Council Workshop)
Number of Council meetings 53 50 48 77 47 53
Draft of Departmental Business Plans V V V V V V
completed annually by June 30
General Fund Budget Projection reviewed and V V V V V V
updated annually
Balanced budget presented to City Council V V V V V V
annually
Ordinances passed 20 21 26 18 14 27
Resolutions passed 13 15 12 12 20 11
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 and supports all City
departments. As the custodian of all City records, the City Clerk's office oversees record archival and all
document imaging for state compliance.
Essential 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;
• Administers oath of office for City Council,City Manager, Deputy City Manager, Finance Director
and Police Chief;
• Monitors contracts and other documents for signature, recording and posting;
• Coordinates volunteer opportunities for City and regional boards, committees and
commissions;
• Responsible for set-up and clean-up of Council meetings;
• Attends all Council meetings and transcribes minutes;
26IPage
• 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.
Workload Indicators 2013 2014 2015 2016 2017 2018
Number of boxes of records added to storage 53 36 85 70 240 118
Number of new public records requests 297 276 296 295 288 483
received and processed or still in process
Number of boxes of records destroyed after - 40 42 49 71 68
meeting retention requirements
Number of boxes sent to State Archives in - - - - 65 0
Cheney for permanent storage
Number of files/documents destroyed after - 1,233 759 689 7,924 81
meeting retention requirements
Number of address files scanned and - 3,221 7,001 11,038 4,142
destroyed*
Number of new contracts processed 234 243 238 228 276 264
*This project was completed in 2017.
Performance Measures
Public Records Request
7
6
5
4
3
2
1 ■ � ■
0
2015 2016 2017 2018
■Average number of days to respond to public record request
■Average number of days to complete public record request
27 IPage
Contract Administration
Under the direction of the City Manager, Contract Administration works with contractors and agencies to
help ensure that the City government remains small and lean while delivering services efficiently and
effectively. This idea was incorporated early in the City of Spokane Valley's existence to maintain the
original concept of a Contract City that is not focused on growing government but instead utilizes the best
possible options to provide services to citizens and businesses,whether that is the private sector or other
government agencies.Contract Administration regularly evaluates service delivery,examining cost trends,
performance and value compared to other liked-size cities. Additionally, a primary focus is insuring that
local tax revenues generated from the City are invested in the community and are not used to subsidize
other jurisdictions.
Contract Administration also evaluates current service deliverables 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 while interacting with customers to answer questions
and provide information on contract services.
Public Safety
Contract Administration is responsible for negotiating and administering all public safety contracts,which
total $25.9 million or 62% of the 2019 General Fund recurring expenditures budget. All public safety
contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost
reconciliations, and performance measures. Periodically, Contract Administration will review the
contracts and re-negotiate the terms.The law enforcement contract was re-negotiated in 2017,solidifying
the identity of the Spokane Valley Police Department, providing for more control and enhanced
performance measures. In addition, a new cost methodology was developed that greatly simplifies cost
calculations and segregates direct costs, ensuring that the City is being charged accurately for the City's
specific costs. A dedicated property and drug crimes unit was also created to insure emphasis is placed
on the crimes that are affecting Spokane Valley to the greatest degree. For 2019,the City will utilize pool
positions to allow hiring and training to occur in advance of retirement vacancies, allowing fully trained
officers to migrate to open positions as they occur, maintaining service-delivery levels. Additionally, pre-
training will reduce hire-to-street times and the use of a training officer at the academies will reduce the
wash-out rate of officer candidates.
Public Safety Service Contracts Administered:
- Animal Control
- Detention Services
- District Court
- Emergency Management
- Law Enforcement
- Pretrial Services
- Prosecutor Services
- Public Defender
- SCOPE
- Traffic Safety School
False Alarm Program
Contract Administration has evaluated the False Alarm Program, the program designed to reduce the
number of false alarms and allow police more time to respond to actual calls for service and perform
proactive policing. False alarm recovery fees have been reduced and the registration requirement and
fee has been eliminated. The department has developed its own in-house database and program which
will provide improved customer service at a lower cost.This program was implemented in early 2018.
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Solid Waste
Contract Administration has been part of the negotiation and evaluation teams for solid waste disposal
and collection as well as the development of the City's Solid Waste Plan. As the result of negotiations and
competitive processes, substantial savings were achieved for disposal and collection. The new collection
contracts began on April 1, 2018 and included substantially-enhanced customer service standards. The
$1.5 million in annual saving achieved will be utilized to preserve streets in the City, avoiding expensive
rehabilitation projects and preserving streets in satisfactory condition without increasing garbage rates
for citizens and business owners. The department is currently working with the City's collection contractor
to evaluate options to address the changing recycling commodities market while providing rate and
service stability.
Geographic Information Systems(GIS) and Database Systems
Contract Administration administers, negotiates and presents for adoption the contracts for GIS and
database services that allow the creation of mapping databases.
Hearing Examiner
The Hearing Examiner conducts quasi-judicial hearings on land use matters. Contract Administration
monitors and evaluates the costs and quality of the service provided.
Cable Television Franchise
Cable television service that utilizes the City's right-of-way to run lines to connect to customers must
operate by authority of a City franchise. Contract Administration negotiates the terms of the franchise
agreement and administers the terms of the agreement such as customer service standards, use of the
right-of-way and payment of the franchise fees and Public, Education, and Government(PEG) Funds.
Precinct Building
The Precinct Building houses the Spokane Valley Police Department and a District Court courtroom and
ticket counter. The City purchased the Precinct Building from Spokane County in 2006. The Contract
Administration Program creates and manages the budget for maintaining the Precinct Building and
coordinates with the Parks Department and maintenance staff to insure that the building is maintained
and that it remains a secure facility. Additionally, the department calculates and bills the County for its
share of lease and maintenance of the building.
Performance
2017 Spokane Valley Per Capita Public Safety Costs Compared to Like-Sized Cities in Washington State.
Service SV Per Capita$ Per Capita Avg. $
Law Enforcement $ 187 $ 277
Jail $ 13 $ 38
Court $ 9 $ 19
Public Defender $ 6 $ 6
Prosecution $ 4 $ 9
Animal Control $ 3 $ 3
Emergency Mgmt. $ 1 $ 3
Total $ 222 $ 357
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Goals & Strategies
Formalize public accountability in City operations through incorporating the Business Plan into
decision-making and establishing a toolbox for evaluating the City's contract services. An open,
collaborative government is the third Core Value adopted by City Council.
- Incorporate the Business Plan in the City's decision-making process to enhance accountability
through implementation of performance results.
- Evaluate City's contract services.
- Implement contract audit program.
- Create custom feedback system.
City Manager - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $948,835 which reflects a decrease of$7,865 or .82 % under the
2018 Budget
• Wages, payroll taxes and benefits are reduced from $912,685 to $884,599 for a total
reduction of$28,086 or 3.08%. This represents a reduction of FTE from 7.00 to 6.75 which
would affect the ability to maintain the current level of services as well as an elimination of
overtime. Resulting in the inability for staff to be available outside of normal work hours as
_3% necessary.
• Supplies are reduced from $3,300 to$3,000 for a total reduction of$300 or 9.09%.
($29 486) • Small Tools& Minor Equipment is reduced from$1,000 to$500 for a total reduction of$500
or 50%.
• Travel & Mileage is reduced from $10,000 to $9,400 for a total reduction of $600 or 6%.
Limiting staff access to training opportunities.
hoo • Wages, payroll taxes and benefits are reduced from$912,685 to$866,407 for a total reduction
of$46,278 or 5.07%. This represents a reduction of FTE from 7.00 to 6.50 which would greatly
reduce the ability to maintain the current level of services as well as an elimination of overtime.
Resulting in the inability for staff to be available outside of normal work hours as necessary.
• Supplies are reduced from $3,300 to$3,000 for a total reduction of$300 or 9.09%.
-6% • Small Tools & Minor Equipment is reduced from $1,000 to $500 for a total reduction of$500
or 50%.
($58978) • Professional Services reduced from $20,000 to $18,600 for a total reduction of$1,400 or 7%.
Resulting in the reduction of access to professional services when required.
• Legal Notices are reduced from $17,000 to $8,500 for a total reduction of$8,500 or 50%.
• Travel & Mileage is reduced from $10,000 to$8,500 for a total reduction of$1,500 or 28.19%.
Limiting staff access to training opportunities.
• Registrations/Trainings are reduced from $3,000 to $2,500 for a total reduction of $500 or
16.67%
30IPage
• Wages, payroll taxes and benefits are reduced from$912,685 to$820,930 for a total reduction
of $91,755 or 10.05%. This represents a reduction of FTE from 7.00 to 6.00, eliminating one
_94-yo position greatly impacting the ability to provide currently levels of services. Overtime would
be eliminated, resulting in the inability for staff to be available outside of normal work hours
as necessary.
($91,755)
31 I Page
Office of the
The Office of the City Attorney represents the City's legal interests,
City Attorney including oversight of claims and litigation. The Office of the City
Attorney is responsible for providing legal advice and support to City
Council and City employees, as well as prosecute and defend all civil
Mission matters not assigned to outside counsel. This office works
extensively with all City departments.
To assist in implementing
Council policy by
providing clear legal
City Attorney
direction and meaningful
assistance to Council, and
to staff who implement
City programs. Maintain
a positive and creative Administrative
workplace. Assistant
Deputy City Attorney
Attorney (0.5 FTE)
Legal Interns
The Office of the City Attorney drafts ordinances and
resolutions; negotiates contracts, interlocal agreements,
franchises, leases, and agreements; and supports
departments in enforcing associated laws. The Office of the
City Attorney also provides specialized employee training
regarding existing laws. The City Attorney supervises and
directs the work of legal interns.
The Office of the City Attorney staff consists of two full-time
attorneys, one half-time attorney, one administrative assistant and
from one to three legal interns. The daily work largely consists of
providing timely advice on a full range of municipal issues to City
staff and the City Council.
32 I Page
Essential Services:
• Negotiate and draft and/or review all contracts;
• Negotiate and draft franchise agreements with utility providers;
• Meet and negotiate with Spokane County on service contracts;
• Meet and negotiate with other jurisdictions on a variety of matters, including interlocal agreements;
• Defend City in litigation and administrative hearings;
• Represent City in code enforcement litigation and collections;
• Advise on labor relations and employment law;
• 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 City Council meetings;
• Attend all Planning Commission meetings;
• Review and advise on all real property transfers (easements, deeds, etc.);
• Participate on the Governance Manual Committee; and
• Maintain office and document organization necessary to successfully complete all tasks.
Goals & Strategies
1. To have a fully-operational City Attorney's office.
- Review processes.
- Monitor workload and workload changes.
- Track response times.
- Identify deficient areas.
2. To assist other departments in analyzing and mapping existing processes to determine compliance
with the law and whether higher levels of customer service can be achieved.
- Maintain and update all form contracts used by all departments.
- Attend internal planning meetings to identify and resolve potential issues.
- Review and revise administrative policies and procedures as appropriate.
3. Provide legal support to other departments and to the City Council to develop and adopt
necessary development regulations to implement the Comprehensive Plan.
4. Negotiate and draft utility franchise agreements on an as-needed basis with utility providers.
- Finalize and begin negotiations to establish and update franchise agreements.
- Draft model language for franchise agreements.
5. Assist Economic Development to identify options for economic development.
- Assist with development of functional economic development tools.
33IPage
Workload Indicators 2013 2014 2015 2016 2017 2018
Work order requests processed 251 274 254 295 280 298
Legal memoranda 27 26 28 25 16 7
Public record requests processed* 19 11 22 46 24 33
Number of open litigation matters including 25 21 44 23 63 48
enforcement matters
Number of closed litigation matters including 16 15 27 17 37 44
enforcement matters
Training classes taught 5 10 6 9 9 9
Average number of days for completion of tasks 18 17 18 26 19 16
Ordinances and resolutions drafted 33 36 38 30 34 36
Contracts reviewed 206 209 214 255 342 351
*Does not include day-to-day file review in response to public record requests processed by City Clerk.
Performance Measures
Legal Cost Per Hour
$350
$300
$250
$200
$150
$100
$50
$o
2013 2014 2015 2016 2017 2018
Internal Counsel ■Outside Counsel
This graphic illustrates the cost effectiveness of retaining internal legal counsel as opposed to the use of
outside counsel. The cost for internal counsel is determined by the total legal budget for the calendar
year divided by the number of hours worked by the legal department.The outside counsel is the average
hourly billing rate of all outside counsel that are used by the City.
34l Page
Percentage of satisfaction
100%
90% -
80%
70% — - -
101
-
-
--
2013 2014 2015 2016 2017 2018
•Legal advice was timely Legal advice was clear and relevant
Clients were surveyed by the legal department for the percentage of satisfaction. First,the percentage of
internal clients reporting that legal advice was timely.Secondly,the percentage of interal clients reporting
that legal advice was clear and relevant.
400
350
300
250
200 lillili
150 -
100
2013 2014 2015 2016 2017 2018
•Work order requests processed Contracts reviewed
The Work Order Requests Processed graph reflects individual tasks the office is requested to do, or tasks
the office identifies as needing some analysis. 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.
35I ? age
Office of the City Attorney - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $610,808 which reflects an increase of$9,056 or 1.48% over the
2018 Budget
■ Wages, payroll taxes and benefits are reduced from $523,453 to $507,001 for a total
reduction of$16,452 or 3.14%. Resulting in the elimination of one of the two legal interns.
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.
■ Office Supplies are reduced from $1,701 to$1,361 for a total reduction of$340 or 19.99%
■ Spokane County GIS is reduced from $750 to $500 for a total reduction of$250 or 33.33%
-3 will reduce/eliminate obtaining maps on projects that may be needed for hearings, trials
analysis on community and economic development projects.
($18,353) ' Registrations is reduced from $2,630 to $2,209 for a total reduction of$421 or 16.01%. This
will reduce/eliminate training for administrative assistant on public record production
requirements.
■ Filing& Recording Fees are reduced from $10,000 to $9,110 for a total reduction of$890 or
8.9%.This will reduce the number of code enforcement or chronic nuisance lawsuits that can
be filed each year which would result in a backlog of cases to be processed.
■ Wages, payroll taxes and benefits are reduced from$523,453 to$490,497 for a total reduction
of$32,956 or 6.30%. Resulting in the elimination of two legal interns. 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 the interns would significantly slow the production
for the attorneys on issues as they would have to take on these tasks as well and would not be
able to process all of the code compliance cases sent to our office.
■ Office Supplies are reduced from $1,701 to$1,361 for a total reduction of$340 or 19.99%
■ Spokane County GIS is reduced from $750 to $500 for a total reduction of$250 or 33.33%will
reduce/eliminate obtaining maps on projects that may be needed for hearings, trials analysis
-6/ on community and economic development projects.
■ Legal is reduced from $45,212 to $44,662 for a total reduction of$550 or 1.22%. This would
($36,618) have an impact on the workload for the attorneys, reducing efficiency, total work product
completed, as well as timeliness of completed work.
■ Professional Services are reduced from $3,000 to $2,700 for a total reduction of$300 or 10%.
■ Registrations is reduced from $2,630 to $2,209 for a total reduction of$421 or 16.01%. This
will reduce/eliminate training for administrative assistant on public record production
requirements. This would reduce the service of code compliance complaints upon the
defendants resulting in a reduction in the number of cases that can be processed.
■ Filing& Recording Fees are reduced from $10,000 to$8,199 for a total reduction of$1,801 or
18.01%. This will reduce the number of code enforcement or chronic nuisance lawsuits that
can be filed each year which would result in a backlog of cases to be processed.
36IPage
■ Wages, payroll taxes and benefits are reduced from $523,453 to $490,497 for a total
reduction of$32,956 or 6.30%. Resulting in the elimination of two legal interns.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 the interns would significantly
slow the production for the attorneys on issues as they would have to take on these tasks as
well and would not be able to process all of the code compliance cases sent to our office.
■ Office Supplies are reduced from $1,701 to$1,361 for a total reduction of$340 or 19.99%
■ Spokane County GIS is reduced from $750 to $500 for a total reduction of$250 or 33.33%
will reduce/eliminate obtaining maps on projects that may be needed for hearings, trials
-9 analysis on community and economic development projects.
■ Legal is reduced from $45,212 to $29,062 for a total reduction of$16,150 or 35.72%.This
($49,119) would have an impact on the workload for the attorneys, reducing efficiency, total work
product completed, as well as timeliness of completed work.
■ Professional Services are reduced from $3,000 to $2,025 for a total reduction of$975 or
32.50%.
■ Registrations is reduced from $2,630 to $2,209 for a total reduction of$421 or 16.01%.This
will reduce/eliminate training for administrative assistant on public record production
requirements.This would reduce the service of code compliance complaints upon the
defendants resulting in a reduction in the number of cases that can be processed.
■ Filing& Recording Fees are reduced from $10,000 to$6,149 for a total reduction of$3,851
or 38.51%.This will reduce the number of code enforcement or chronic nuisance lawsuits
that can be filed each year which would result in a backlog of cases to be processed.
37 I Page
The Human Resources office is responsible for providing personnel
consultation and employee services to the management of the City
Human of Spokane Valley and its employees, supporting a workforce that is
motivated to deliver quality services to the community.
Resources
Human Resource
Mission Manager
To promote an
employment environment
that supports the mission
of the City and the
development of its
Human Resource
employees. Technician
Essential Services:
• Employee recruitment;
• Labor Relations;
• Risk Management;
• ADA Consultation;
• Employee training;
• Employee law compliance;
• Compensation administration;
• Policy development and administration;
• Employee Wellness Program;
• Performance management;
• Benefit administration;
• Employee on-boarding; and
• Website administration.
Human Resources conducted 93 interviews, filling 34 positions in
2018. 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
WellCity Award by developing a qualified Wellness Program which is
anticipated to reduce employee health care expense by more than
$32,000 per year.
The Human Resource office also 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
38 I Page
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.
Goals & Strategies
1. Respond to internal and external impacts on the City's Human Resources function in order to
recruit and retain a well-qualified workforce.
- Improve effectiveness of programs that support employee satisfaction and increase
retention.
- Negotiate employment agreements that support the mission of the City.
- Develop systems that support the recruitment of well qualified candidates.
- Evaluation of employee costs to identify opportunities to reduce those costs.
2. Development of employee recruitment techniques to continue to fill vacancies with highly
qualified employees reflecting the values of the City
- Analyze recruitment data to determine the most effective means to source potential
candidates.
- Review and adjust employee compensation ensure the City is competitive in the
employment market.
Workload Indicator 2013 2014 2015 2016 2017 2018
Number of City FTEs 85.25 87.25 87.25 87.40 89.25 89.25
Personnel action forms processed 100 157 166 122 139 150
Number of training classes facilitated or 5 8 6 4 8 6
coordinated
Employees hired* 9 8 12 6 10 16
Average number of applications received 31.95 29.7 24.08 33.4 25 29
per recruitment cycle
* Includes regular employees—permanent FT/PT employees; limited term; does not include temporary/seasonal
employees
39I Page
Performance Measures
Employee satisfaction with Human Resources From 2013 the percentage of
employees satisfied with the
102.00% Human Resources Department
100.00% has exceeded 93% and has
98.00%
96.00%
98%. The percentage of
I.
employees indicating they are
"Very Satisfied" has also
94.00%
200% measurement was 84%.
90.00% increased to its current level of
increased and in 2018 that
92.00%
measurement was 84%.
88.0088.00
2013 2014 2015 2016 2017 2018
Annual non-manager performance reviews
In 2018 32% of employee completed within 30 day of anniversary date
evaluations were completed in
90%
30 days or less with the
80%
average days for completion
70%
being 62.
60%
50%
40%
30%
20%
10%
0%
2013 2014 2015 2016 2017 2018
Percentage rate of employee turnover
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2013 2014 2015 2016 2017 2018
40IPage
Human Resources - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $297,421 which reflects an increase of$17,007 or 6.06%over the
2018 Budget
■ Supplies are reduced from $1,100 to$250 for a total reduction of$850 or 77.27%.
■ Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%.
■ Legal Services are reduced from $2,000 to $0 for a total reduction of $2,000 or 100%.
Eliminating the ability to consult council on employment decisions and/or actions.
■ Professional Services are reduced from $8,048 to $7,500 for a total reduction of $548 or
6.81%. Reducing the ability to perform pre-employment criminal history checks.
■ Advertising is reduced from $2,000 to $250 for a total reduction of $1,750 or 87.5%.
Reducing the ability to advertise employment opportunities.
-3/ • Postage is reduced from $75 to$0 for a total reduction of$75 or 100%.
■ Travel is reduced from $2,280 to $1,500 for a total reduction of$780 or 34.21%.
($8,986) • Copier Maintenance is reduced from $1,000 to$722 for a total reduction of$278 or 27.8%.
■ Memberships are reduced from $780 to $300 for a total reduction of $480 or 61.54%.
Resulting in the elimination of require drug testing of CDL holders and not allow employees
to operate vehicles such as snow plows.
■ Registrations is reduced from $595 to$0 for a total reduction of$595 or 100%.
■ Training is reduced from $1,000 to $0 for a total reduction of$1,000 or 100%.
■ Employee Wellness is reduced from $1,500 to $900 for a total reduction of$600 or 40%.
Resulting in the minimum required level to be eligible for the WeIlCity Award and the 2%
reduction in healthcare expenses.
■ Wages, payroll taxes and benefits are reduced from$265,058 to$255,929 for a total reduction
of$9,129 or 3.44%. Resulting in a reduction of.07 FTE.
■ Supplies are reduced from $1,100 to$500 for a total reduction of$600 or 54.55%.
■ Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%.
■ Legal Services are reduced from $2,000 to $0 for a total reduction of $2,000 or 100%.
Eliminating the ability to consult council on employment decisions and/or actions.
■ Professional Services are reduced from$8,048 to$7,500 for a total reduction of$548 or 6.81%.
Reducing the ability to perform pre-employment criminal history checks.
■ Advertising is reduced from $2,000 to$250 for a total reduction of$1,750 or 87.5%. Reducing
-6/ the ability to advertise employment opportunities.
■ Postage is reduced from $75 to$0 for a total reduction of$75 or 100%.
($17,365) • Travel is reduced from $2,280 to$1,500 for a total reduction of$780 or 34.21%.
■ Copier Maintenance is reduced from $1,000 to$722 for a total reduction of$278 or 27.8%.
■ Memberships are reduced from$780 to$300 for a total reduction of$480 or 61.54%. Resulting
in the elimination of require drug testing of CDL holders and not allow employees to operate
vehicles such as snow plows.
■ Registrations is reduced from $595 to$0 for a total reduction of$595 or 100%.
■ Training is reduced from $1,000 to $500 for a total reduction of$500 or 50%.
■ Employee Wellness is reduced from $1,500 to $900 for a total reduction of $600 or 40%.
Resulting in the minimum required level to be eligible for the WeIlCity Award and the 2%
reduction in healthcare expenses.
41 I Page
■ Wages, payroll taxes and benefits are reduced from $265,058 to $247,429 for a total
reduction of$17,629 or 6.65%. Resulting in a reduction of 0.16 FTE.
■ Supplies are reduced from $1,100 to$500 for a total reduction of$600 or 54.55%.
■ Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%.
■ Legal Services are reduced from $2,000 to $0 for a total reduction of $2,000 or 100%.
Eliminating the ability to consult council on employment decisions and/or actions.
■ Professional Services are reduced from $8,048 to $7,500 for a total reduction of $548 or
6.81%. Reducing the ability to perform pre-employment criminal history checks.
-9 • Advertising is reduced from$2,000 to$250 for a total reduction of$1,750 or 87.5%. Reducing
the ability to advertise employment opportunities.
($25,865) • Postage is reduced from $75 to$0 for a total reduction of$75 or 100%.
■ Travel is reduced from $2,280 to$1,500 for a total reduction of$780 or 34.21%.
■ Copier Maintenance is reduced from $1,000 to$722 for a total reduction of$278 or 27.8%.
■ Memberships are reduced from $780 to $300 for a total reduction of $480 or 61.54%.
Resulting in the elimination of require drug testing of CDL holders and not allow employees
to operate vehicles such as snow plows.
■ Registrations is reduced from $595 to$0 for a total reduction of$595 or 100%.
■ Training is reduced from $1,000 to $500 for a total reduction of$500 or 50%.
■ Employee Wellness is reduced from $1,500 to $900 for a total reduction of $600 or 40%.
Resulting in the minimum required level to be eligible for the WellCity Award and the 2%
reduction in healthcare expenses.
42 1 Page
The Finance and Information Technology (IT) Department
provides financial management services for all City departments.
Finance &
Responsibilities include accounting and financial reporting,
Information payroll, accounts payable, some purchasing, budgeting and
financial planning, treasury, investments and information
Technology technology. The department is also responsible for generating
and analyzing financial data related to the City's operations.
Mission Finance is responsible for the administration, coordination,
supervision and control of the City's financial activities engaged in
To assist the City Council, by the City.These functions are performed through a combination
City staff and citizens in of interrelated activities including financial management, general
the areas of financial accounting and information technology.
planning, budgeting,
financial reporting and
overall stewardship of the
City's resources.
Our information Finance Director
technology (IT) group
seeks to understand
technology and how it can
best serve internal and Accounting IT Specialist
external IT users. Manager (3 FTE)
Accountant Budget Database
Analyst Administrator
(3.75 FTE)
Accounting
Technician —
(2 FTE)
43I Page
Essential Services:
Financial management responsibilities include:
• Budget development and monitoring;
• Preparation of periodic budget amendments;
• Treasury control and management of the City's cash and investment portfolio;
• Debt financing and management; and
• Collaboration with Community and Public Works staff on financing options for capital projects.
General accounting responsibilities include:
• Internal and external financial reporting including preparation of the Annual Financial Report;
• Coordination with the Washington State Auditor's Office for the City's annual audit which on
average represents approximately 800 auditor hours each year;
• General ledger accounting;
• Cash receipting including preparation of daily deposits for City departments;
• Tracking and receipting telephone utility tax payments;
• Tracking and receipting quarterly gambling tax payments;
• Processing payroll and accounts payable for 93.75 full-time equivalent employees as well as
seasonal and temporary employees;
• Process approximately 4,000 accounts payable checks;
• Project accounting, including grant accounting and processing reimbursement requests;
• Advertise and call for applications for outside agency grants for both social service and economic
development agencies; and
• Advertise and call for applications for lodging tax grants.
Information technology responsibilities include:
• Design, maintain and support of City's data network;
• Research,order,deliver, repair and maintain all desktop,tablet, laptop and peripheral equipment;
• Maintenance of all primary computer applications including the financial management and
permitting systems; and
• Broadcasting of City Council meetings which entails the acquisition and ongoing maintenance and
support of the necessary related hardware and software, as well as working with the vendor
involved with actual recording of the meeting.
Goals & Strategies
1. Maintain a consistent level of service in payroll, accounts payable, budget development, periodic and
annual financial report preparation, and IT services.
- Work with Finance staff to cross-train position responsibilities and knowledge base where
possible. Also, provide adequate training opportunities to allow staff members to remain
current with changes in pronouncements by the Governmental Accounting Standards Board
(GASB), changes in the Eden financial management system, and changes in the electronic
technology that allows all City employees to be more efficient and effective.
2. Complete the 2018 Annual Financial Report by May 30, 2019, and receive a "clean audit opinion"from
the Washington State Auditor's Office.
- This can be accomplished through a combination of cross-training responsibilities between the
Accounting Manager and staff accountants as well as remaining current on GASB
pronouncements through relevant training opportunities.
44 I Page
3. Continue with the ongoing process of refining the replacement program for IT hardware resources
including server hardware, network hardware, printers and network-based appliances (firewalls, email
backup, network switches, intrusion prevention hardware, etc.), desktop computers, and the phone
system. This will continue to be the foundation for future budget developments and in large part
dictate operational workload through the course of the next year.
- Update the existing inventory of all related equipment currently deployed including when it
was acquired, it's expected useful life, anticipated replacement date, and replacement cost.
Workload Indicators 2013 2014 2015 2016 2017 2018
Number of computer workstations 134 140 140 140 155 155
Number of tablets supported 18 20 27 31 35 35
Number of physical servers supported - 17 22 10 15 10
Number of virtual servers supported - 8 15 25 28 29
Number of appliances supported - 55 45 50 50 50
Number of PC's installed or replaced 0 54 39 37 72 10
Network Hardware - - 75 76 87 95
Performance Measures
80
70
60
540
30
20
10
0 1 1 1 1 Iiii
2013 2014 2015 2016 2017 2018
•Help desk requests per month per IT FTE •Workstations per IT FTE
Help desk requests and workstations per IT FTE per month dropped in 2014 due to hiring an additional
IT staff person that year.
45 I Page
Finance & Information Technology - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $1,402,497 which reflects an increase of$62,523 or 4.67%over
the 2018 Budget
• Wages, payroll taxes and benefits are reduced from $1,367,927 to $1,329,734 for a total
reduction of$38,193 or 2.79%. This represents a reduction of 0.55 FTEs, which would slow
City payments to vendors and increase the time needed for financial analysis.
• Supplies are reduced from $6,450 to $4,000 for a total reduction of$2,450 or 37.98%. The
reduction would affect the department's ability to respond to needs for larger equipment
items such as scanners or chairs.
• Professional services are reduced from $2,500 to $1,500 for a total reduction of$1,000 or
-3% 40%. The reduction would hinder the City's ability to hire consultants for any continuing
disclosure requirements on our bond issues.
• Travel is reduced from $5,200 to $4,200 for a total reduction of $1,000 or 19.23%. This
($46,543) reduction would limit staff availability to access training opportunities.
• Memberships are reduced from $1,500 to $1,000 for a total reduction of $500 or 33.3%.
This reduction would reduce the number of staff with professional memberships which
provide access to valuable resources to keep current with accounting standards.
• Registrations are reduced from$11,800 to$8,500 for a total reduction of$3,300 or 27.97%.
This reduction would limit access to training classes that keep staff current with accounting
standards and new technology.
• Wages, payroll taxes and benefits are reduced from $1,367,927 to $1,289,970 for a total
reduction of$77,957 or 5.70%. This represents a reduction of 0.95 FTEs, which in addition to
above would potentially compromise segregation of duties required by the State Auditor's
Office and would slow the outside agency and lodging tax grant award processes.
• Supplies are reduced from $6,450 to $4,000 for a total reduction of $2,450 or 37.98%. The
reduction would affect the department's ability to respond to needs for larger equipment
items such as scanners or chairs.
_� • Professional services are reduced from$2,500 to$1,000 for a total reduction of$1,500 or 60%.
The reduction would hinder the City's ability to hire consultants for any continuing disclosure
requirements on our bond issues.
($88,307) ' Travel is reduced from $5,200 to $3,300 for a total reduction of $1,900 or 36.54%. This
reduction would limit staff availability to access training opportunities.
• Memberships are reduced from$1,500 to$500 for a total reduction of$1,000 or 66.67%.This
reduction would reduce the number of staff with professional memberships which provide
access to valuable resources to keep current with accounting standards.
• Registrations are reduced from $11,800 to $8,500 for a total reduction of$3,300 or 27.97%.
This reduction would limit access to training classes that keep staff current with accounting
standards and new technology.
46 I Page
• Wages, payroll taxes and benefits are reduced from $1,367,927 to $1,247,765 for a total
reduction of$120,162 or 8.78%.This represents a reduction of 1.45 FTEs,which in addition
to above would significantly compromise segregation of duties required by the State
Auditor's Office. Also, City payments to vendors would only be processed once every two
weeks, and the ability to accommodate the Outside Agency and Lodging Tax award
processes would be seriously compromised without assistance from other City
departments.
• Supplies are reduced from $6,450 to $4,000 for a total reduction of$2,450 or 37.98%. The
reduction would compromise the department's ability to maintain supply levels necessary
for efficient operations.
• Professional services are reduced from $2,500 to $1,000 for a total reduction of$1,500 or
_9%
60%. The reduction would severely limit the City's ability to hire consultants for any
continuing disclosure requirements on our bond issues.
($130,212) • Travel is reduced from $5,200 to $3,300 for a total reduction of $1,900 or 36.54%. This
reduction would prevent staff from attending training outside of the immediate area which
would limit the types of training that could be used to keep current on accounting standards
and new technology.
• Memberships are reduced from $1,500 to $500 for a total reduction of$1,000 or 66.67%.
This reduction would severely reduce the number of staff with professional memberships
which provide access to valuable resources to keep current with accounting standards.
• Registrations are reduced from$11,800 to$8,800 for a total reduction of$3,000 or 25.42%.
This reduction, along with reductions in travel and memberships, would compromise the
City's ability to continue to prepare error-free annual financial reports which could result in
findings from the State Auditor's Office.
47 I Page
General Government - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $4,559,800 which reflects an decrease of$3,630,889 or 44.33%
under the 2018 Budget
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; 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.
• Professional services — misc. studies are reduced from $245,000 to $226,300 for a total
reduction of $18,700 or 7.63%. This reduction would reduce the City's ability to address
_3 unforeseen issues that may arise throughout the year.
• Outside Agency funding is reduced from $182,000 to $102,000 for a total reduction of
$80,000 or 43.96%. This reduction would limit the City's ability to award funding to local
($98,700) social service and economic development agencies.
■ Professional services — misc. studies are reduced from $245,000 to $222,400 for a total
reduction of $22,600 or 9.22%. This reduction would reduce the City's ability to address
unforeseen issues that may arise throughout the year.
_� • Outside Agency funding is reduced from $182,000 to $57,000 for a total reduction of
$125,000 or 68.68%. This reduction would limit the City's ability to award funding to local
social service and economic development agencies to the point of perhaps only funding one
($197,600) or two awards.
• Transfers out to the Parks Capital Projects Fund#309 are reduced from$160,000 to$110,000
for a total reduction of$50,000 or 31.25%. This reduction would impact the City's ability to
finance future park capital projects.
• Professional services — misc. studies are reduced from $245,000 to $191,200 for a total
reduction of $53,800 or 21.96%. This reduction would further reduce the City's ability to
address unforeseen issues that may arise throughout the year.
_9 • Outside Agency funding is reduced from $182,000 to $25,000 for a total reduction of
$157,000 or 86.26%.This reduction would eliminate the City's ability to award funding to local
social service and economic development.
($296,300) • Transfers out to the Parks Capital Projects Fund#309 are reduced from $160,000 to $74,500
for a total reduction of $85,500 or 53.44%. This reduction would severely impact the City's
ability to finance future park capital projects.
48 I Page
With offices located in the CenterPlace Regional Event Center,
the Parks & Recreation Department consists of six divisions:
Parks Administration, Parks Maintenance, Recreation,
Parks & Aquatics, Senior Center and CenterPlace. The Department is
comprised of nine FTEs. Parks Maintenance and Aquatics
Recreation services are contracted with external businesses or agencies.
The Parks & Recreation Department also maintains a database
of local recreation programs and services to help match citizens
Mission with existing services.
To enrich the quality of life
for everyone who lives,
works in or visits Spokane
Valley through quality
Parks & Recreation
programs, parks and Director
events.
Administrative Recreation
Assistant Coordinator
Maintenance
Senior Center
Worker/Facilities Specialist
(2 FTE)
CenterPlace
Coordinator
CenterPlace CenterPlace Office
Administrative
Assistant Assistant I
49IPage
Parks Administration and 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.
Essential services:
• 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 CenterPlace; and
• Administers City Special Event permits.
Recreation Vision
To deliver a diversified recreational and educational experiences for all ages; while fostering vigorous
community partnerships;and advocating health, wellness and physical activity.
Essential services:
• Provides summer day camp, teen 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, Spokane Parks Foundation, 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 offer open swim opportunities,
swim lessons, swim team and facility rentals. In addition the City leases a portion of Valley Mission Park
to Splash Down, a privately-operated water park.
Goals & Strategies
1. Implement recommendations of the Parks and Recreation Master Plan, including the continued
development of aquatic and recreation programs that serve the needs of our citizens.
- Pursue park acquisitions and development.
- Explore adding additional recreation programs to meet customer need.
- Continue to contract for park maintenance and aquatic operation services.
- Construct Appleway Trail Amenities University to Pines.
2. Work with Centennial Trail Partners to implement new maintenance agreement.
- Seek grant opportunities for capital repairs.
- Implement a six-year maintenance plan.
50IPage
Workload Indicators 2013 2014 2015 2016 2017 2018
Developed acres maintained 133.6 133.6 133.6 133.6 133.6 133.6
Trees planted 10 10 10 4 25 25
Overall number of park facility reservations/year 399 428 425 431 511 536
Number of recreation classes offered 129 158 189 189 165 167
Number of open swim hours available/season 1,221 1,251.5 1,465 1,465 1,112 1,198
Number of swim lesson/team registrations 1,547 1,510 1,582 1,582 1,647 1,608
Miles of Centennial Trail maintained 6.78 6.78 6.78 6.78 6.78 6.78
Number of hours to maintain Centennial Trail 900 900 900 900 900 900
2013 2014 2015 2016 2017 2018
Developed park acres per 1,000 population 1.4 1.4 1.4 1.4 1.4 1.4
Recreation program recovery vs.direct cost' 99.9% 104% 104% 108% 103% 105%
Parks& Recreation recurring budget per $29.14 $29.43 $29.69 $29.67 $29.77 $31.23
capita
Cost to maintain Centennial Trail $0.05 $0.05 $0.05 $0.05 $0.05 $0.07
Trail mile/ per capita
Miles of trail per 1,000 households .076 .076 .076 .076 .076 .076
'Calcualated expenditures divided by revenue
The six-year average Parks & Recreation recurring budget per capita is $29.82. The City has
increased the budget to remain consistent with population growth.
o Population increase from 2013 to 2018 is 4.5%(91,490 to 95,810) per State of Washington
Office of Financial Management
o Per capita recurring budget increase from 2013-2018 is 7.10% ($29.14 to $31.23)
CenterPlace Regional Event Center
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.
Essential Services:
• Regional focal point for Northeastern 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 & 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
• Manage rooms including a great room, commercial kitchen, fireside lounge, auditorium and
numerous meeting rooms.
51 I Page
Goals & Strategies
1. Implement the updated CenterPlace Regional Marketing and Communications Plan.
- Increase seasonal staffing to accommodate a higher level of service.
- Develop "CenterPlace's Partner Services"with local event planners.
- Explore new marketing services to help implement marketing plan.
- Work to add new signature events to the Mirabeau campus.
- Expand catering involvement in events.
2. Make facility improvements to CenterPlace.
- Make parking lot improvements for safety.
- Schedule preventative maintenance and facility updates to maintain CenterPlace in good
condition.
- Add infrastructure on CenterPlace west lawn to improve event venue. Continue to seek
funding to complete construction of master plan.
- Continue to repair roof leaks.
- Continue to replace flooring and furniture throughout building.
Workload Indicators 2013 2014 2015 2016 2017 2018
Number of area businesses/hotels contacted for 14,651 7,300 5,617 5,617 4,167 4,155
use of CenterPlace'
Number of reservations per year 815 844 919 923 1,041 1,047
Number of operating hours per year 4,633 4,633 4,633 4,633 4,633 4,633
Number of room use hours booked per year 6,120 4,040 6,503 7,767 8,321 8,714
'Area businesses were contacted by CenterPlace from a list developed by our marketing consultant.
Performance Measures 2013 2014 2015 2016 2017 2018
Percentage of facility capacity per Great 27% 23.7% 27% 22% 30% 26.7%
Room reserved'
Percentage cost recover per CenterPlace2 45% 54% 52% 47% 56% 53%
Percentage area business utilizing 3% 5% 3.7% 5% 5% 5.5%
CenterPlace3
Percentage of facility capacity per Lounge 10% 9% 22% 20% 11% 18.7%
reserved'
Percentage of regional use of facility 5% 9.1% 4.2% 4% 7% 8.5%
'Number of total hours(5158)available in the Great Room divided by the actual hours used.
2 CenterPlace revenues covered percentage of the expenses. Expenditures do not include building replacement funds.The six-
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 subsided, events increased with a
dramatic growth in business and corporate events. (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.)
3 Number of area businesses divided by the number of businesses using CenterPlace. The business list was developed by our
marketing consultant. 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 in the past three years.
4This is the number of total hours(2809)available in the Lounge divided by actual hours used.
52 1 Page
Senior Center
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.
Essential Services:
• Manages the Senior and Wellness Center at CenterPlace from 8-4 Monday through Friday;
• Coordinates all activities and programming—over 50 different programs;
• Utilizes over 75 volunteers;
• Facilitates Meals on Wheels program; and
• Maintains an active membership of over 1,000.
Goals & Strategies
1. Expand senior services to serve changing needs and expectations of the senior population.
- Challenge to serve current age demographics and to attract new participants.
- Add new, active programming.
- Increase involvement with neighboring retirement communities.
- Educate the community at-large about the purpose and potential of the Senior Center.
Workload Indicators 2013 2014 2015 2016 2017 2018
Number of participants in senior programs 36,343 34,193 26,329 28,003 25,396 27,343
or workshops per year
Average age of senior participating in 75.5 74.7 75.5 74.5 74.5 76.2
programs
Number of senior programs offered per year 50 50 39 39 35 43
Performance Measures 2013 2014 2015 2016 2017 2018
Percentage of Spokane Valley seniors who 45% 56% 30% 33% 30% 35%
participate in health and wellness programs
53IPage
Parks & Recreation - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $3,024,862 which reflects an increase of$67,225 or 2.27 revised
% over the 2018 Budget
• Professional Services under Aquatics is reduced from $415,000 to $373,000 for a total
reduction of$42,000 or 10.12%. This will eliminate one week of the summer pools season
at all three outdoor pools.
_3/ • Professional Services under Administration is reduced from $35,000 to $20,000 for a total
reduction of$15,000 or 42.86%. This will eliminate the consultant work for the Mirabeau
Park waterfall and springs project.
($87,000) ■ Advertising under CenterPlace is reduced from $60,000 to $30,000 for a total reduction of
$30,000 or 50%.This will negatively impact our ability to market CenterPlace.
• Professional Services under Administration is reduced from$35,000 to$0 for a total reduction
of $35,000 or 100%. This will eliminate the consultant work for the Appleway Trail Themed
Master Plan as well as the consultant work for the Mirabeau Park waterfall and springs project.
• Temporary/Seasonal Wages under Recreation are reduced from$67,653 to$60,993 for a total
reduction of$6,720 or 9.93%.This will eliminate the free park program at three sites.
-6/ • Office and Operating Supplies are reduced from$1,600 to$1,000 for a total reduction of$600
or 37.5%. This will reduce our ability to purchase necessary operating supplies.
($167,820) • Professional Services under Aquatics is reduced from $415,000 to $331,000 for a total
reduction of$84,000 or 20.24%. This will eliminate two weeks of summer pools season at all
three outdoor pools.
• Advertising under CenterPlace is reduced from $60,000 to $20,000 for a total reduction of
$40,000 or 66.67%. This will negatively impact our ability to market CenterPlace.
• Small Tools & Minor Equipment under Maintenances is reduced from $1,500 to $0 for a total
reduction of 1,500 or 100%.
54 I Page
• Travel/Mileage under Recreation is reduced from $2,850 to $0 for a total reduction of$2,850
or 100%.This will eliminate critical training for our Recreation Coordinator.
• Registrations under Recreation is reduced from$1,350 to$0 for a total reduction of$1,350 or
100%.This will eliminate critical training for our Recreation Coordinator.
• Professional Services under Aquatics is reduced from $415,000 to $289,000 for a total
reduction of$126,000 or 30.36%. This will eliminate three weeks of the summer pool season
for all three outdoor pools.
• Registrations under CenterPlace is reduced from $1,500 to $0 for a total reduction of$1,500
-9 or 100%.This will eliminate critical training for our CenterPlace Coordinator.
• Travel/Mileage under CenterPlace is reduced from$2,350 to$0 for a total reduction of$2,350
($218,900 or 100%.This will eliminate critical training for our CenterPlace Coordinator.
• Advertising under CenterPlace is reduced from $60,000 to $10,000 for a total reduction of
$50,000 or 16.67%.This will virtually eliminate our ability to market CenterPlace.
• Registrations under Administration is reduced from$1,000 to$0 for a total reduction of$1,000
or 100%.This will eliminate critical certification training for our Director.
• Travel/Mileage under CenterPlace is reduced from$1,850 to$0 for a total reduction of$1,850
or 100%.This will eliminate critical certification training for our Director.
• Advertising under Senior Center is reduced from $500 to $0 for a total reduction of$500 or
100%.This will eliminate the opportunity to do any advertising.
• Equipment Repair& Maintenance under Senior Center is reduced from$1,500 to$0 for a total
reduction of$1,500 or 100%.This will eliminate the ability to make any necessary repairs due
to equipment failure.
• Parks Maintenance Contract under Maintenance is reduced from $816,500 to $786,500 for a
total reduction of $30,000 or 3.67%. This will eliminate the maintenance for the Pines to
Evergreen and Sullivan to Corbin sections of the Appleway Trail.
55 I Page
Deputy City
Manager The Deputy City Manager works under the general direction of the City
Manager and works with the City's management team to coordinate
Community & Public efforts toward the achievement of departmental objectives and the
Works objectives of the City government as a whole. The Deputy City Manager
participates in and makes suggestions to the City Manager in the
formulation of strategy and City policy involving organization,
procedures and services. Duties also include advising the City Manager
in the determination of department needs, the preparation and
presentation of services for approval by the City Manager and City
Council, and the coordination of the implementation of approved
services. The Deputy City Manager performs operations oversight for
Community & Public Works consisting of the Engineering Division,
Street Maintenance, Economic Development and Building Division.
Community& Public Works
Street Maintenance Engineering
Economic Building & Planning
Development
56IPage
Essential services:
• Works with the City Manager and division 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 divisions and functions in assigned area of
responsibility to assure proper action;
• Meets and corresponds with various citizens, professionals, businesses and other groups to answer
questions and secure their assistance in carrying out various services;
• Coordinates the preparation of the annual budget for departments within assigned areas;
• Reviews results of major studies and coordinates the preparation of reports and recommendations;
• Attends Council meetings and reports on activities for which he is responsible as requested by the
City Manager; confers with officials of city, county, state and federal agencies regarding plans and
priorities for existing and planned services; and
• Demonstrates continuous effort to improve operations, decrease turnaround times,
streamline work processes, and work cooperatively and jointly to provide quality
seamless customer service.
57 I Page
Deputy City Manager - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $267,044 which reflects a decrease of$183,847 or 40.77% under
the 2018 Budget. The reduction in the budget can largely be explained by transferring two
employees to the Building and Planning division of the Community and Public Works (CPW)
Department and $46,000 of costs related to newsletter and public information programs to
the Economic Development division of CPW.
• Software Licenses and Maintenance are reduced from $30,700 to $22,700 for a total
reduction of $8,000 or 26.06%. This would postpone projects which the City would
_30 implement to increase customer service.
($8,000)
• Wages, payroll taxes and benefits are reduced from$220,619 to$209,588 for a total reduction
of$11,031 or 5.0%. Resulting in the Deputy City Manager being reduced to 0.95 FTE impacting
day-to-day operations of the City.
G • Advertising is reduced from $4,200 to $2,200 for a total reduction of $2,000 or 47.62%
_V% reducing ability to advertise for different programs.
• Software Licenses and Maintenance are reduced from$30,700 to$28,700 for a total reduction
($15,031) of$2,000 or 6.51%.This would postpone projects which the City would implement to increase
customer service.
\161
• Wages, payroll taxes and benefits are reduced from$220,619 to$198,557 for a total reduction
of$22,062 or 10%. Resulting in the Deputy City Manager being reduced to 0.90 FTE impacting
day-to-day operations of the City.
_9� • Software Licenses and Maintenance are reduced from$30,700 to$28,700 for a total reduction
7 of$2,000 or 6.51%.This would postpone projects which the City would implement to increase
customer service.
($24,062)
58 I Page
Engineering The Engineering Division is one of the three divisions within the
Community and Public Works Department. The Division is comprised
Division of four groups, the Capital Improvement Program, Development
Engineering,Traffic Management and Operations, and Utilities.
City Engineer
Engineer M anager
Administrative
Assistant
Administrative
Assistant —
Planning / Grants
Senor Engineer
Engineer
Engineer Tech II /
CAD Administrator
Senior Traffic
Traffic Engineer
Engineer —
Senior Engineer/
Project Manager —
Engineering Tech (4 FTE)
Engineer / Storm
II / Storm
Engineer
Technician II
Senior Engineer /
Engineering Tech I
Development
Engineer
Development
Inspector
Engineer
Technician I
(2 FTE)
Assistant Engineer
(2 FTE) —
59IPage
Capital Improvement Program
The Capital Improvement Program Section(CIP) plans,designs and constructs new facilities and maintains,
preserves and reconstructs existing facilities owned by the City of Spokane Valley. These projects include
roads, bridges, trails and civic and community buildings. This requires careful prioritized long-range
planning, acquisition and management of state and federal grant funding, coordination with stakeholder
groups, and proficient project management.
Essential Services:
• Prioritize and coordinate submittal of grant requests for federal and state funding sources;
• Implement the Pavement Management Program;
• Coordinate with Economic Development Division to develop the annual Six Year Transportation
Improvement Program (TIP) and the update of the current year TIP;
• Manage Capital Projects in accordance with City, state, and federal requirements;
o Coordinate projects with various stakeholders, including the general public;
o Manage project budget and schedule;
o Coordinate with funding agencies and local program staff;
o Prepare environmental documents, engineering plans, specifications and engineer
estimates (Consultants and in-house staff);
o Manage required right-of-way acquisition;
o Coordinate with local utility companies;
o Administer the bid and award process;
o Provide construction administration, including inspection, documentation and contract
management;
o Ensure proper project closeout;
o Ensure compliance with grant agency requirements;
• Coordinate with Spokane Regional Transportation Council (SRTC) and other local, regional and
state jurisdictions on the metropolitan transportation plan, regional transportation policies and
projects; and
• Collaborate with Maintenance, Stormwater, Traffic, Parks, Development Engineering and
Economic Development for all projects.
Development Engineering
Development Engineering Section (DE)ensures that land actions and commercial building permits comply
with the adopted City codes for private infrastructure development through plan review and construction
inspection. Development Engineering periodically updates the City's development code pertaining to
construction activities, ensuring adherence to federal and state requirements, and the City's adopted
Comprehensive Plan. As the City does not have surveyors, 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.
Essential services:
• Provide engineering plan reviews in association with land use actions, property development,
and building permits;
• Identify, develop and institute City code amendments as regulatory guidelines change;
• Provide construction oversight for various development and capital projects;
• Review, issue and monitor grading permits;
• Review, issue and monitor right-of-way permits; and
• Provide right-of-way inspections for various development and capital projects.
60I Page
Traffic Management and Operations
The Traffic Engineering Section (TE) provides traffic engineering services for safe and efficient multi-
faceted transportation systems throughout the City. Traffic Engineering oversees the operation of traffic
signals,the installation and maintenance of roadway signs, and roadway channelization (striping). Traffic
Engineering is also responsible for transportation planning and design in support of the CIP, of private
development projects, and regional transportation efforts.
Essential Services:
• Optimize and coordinate traffic signals installation, maintenance and operation;
• Oversee, monitor and develop mitigation measures for traffic congestion citywide;
• Identify and schedule the collection of annual traffic data for the City's arterial roadway network;
• Prepare traffic control, signal, signing and channelization plans and specifications in cooperation
with capital projects;
• Scope and review traffic studies for private development, utilizing the services of the City's street
network;
• Identify projects that mitigate transportation impacts or correct deficiencies caused by the
increased traffic volumes associated with new development;
• Identify capital improvement projects that improve the transportation system throughout the
City;
• Develop Transportation Management Plans and Studies that identify school zone safety,
pedestrian, and bike facilities
• Assist the DE and CIP Sections in preparing of grant applications for various projects that impact
the City's transportation network;
• Monitor motorized and non-motorized crashes to address safety concerns on the citywide street
network;
• Review Traffic Control Plans for compliance with the Manual on Uniform Traffic Control Devices
Handbook(MUTCD);
• Provide review of Traffic Control Plans and permits for oversize loads, special events, and access
control;
• Assist other departments with updating the City's Comprehensive Plan;
• Partner with the Washington State Department of Transportation(WSDOT),the Spokane Regional
Transportation Council (SRTC), Spokane County and neighboring jurisdictions to coordinate
regional transportation needs;
• Coordinate with Spokane Regional Transportation Management Center (SRTMC) on
transportation management within the City and region; and
• Implement, monitor and maintain the City's Intelligent Transportation Systems (ITS) and Traffic
Operations Center.
Utilities
The Utilities Section oversees the City's Surface and Stormwater Utility, manages the City's contracts for
solid waste collection and disposal, oversees the City's floodplain management services, and coordinates
other utility issues on behalf of the City. The City's Surface and Stormwater Utility manages the City's
efforts to collect,treat, store and discharge stormwater, while managing the risks to public safety, health
and property from flooding and erosion.
Essential Services:
• Provide inventory, inspection and investigations for all City stormwater facilities;
61 I Page
• Provide Geographic Information System (GIS) mapping related to stormwater facilities, both
public and private, throughout the City;
• Maintain the City's compliance with all environmental and utility laws, codes and regulations;
• Provide floodplain management services on behalf of the City;
• Provide floodplain management services to other agencies and private entities;
• Assist in the planning, design, and construction of capital improvements throughout the City,
focusing on project utility requirements;
• Manage City street sweeping planning and operations;
• Manage the operations and maintenance of all City storm drainage structures;
• Represent the City in regional solid waste and recycling efforts;
• Represent the City in Stormwater Public Education and Outreach efforts; and
• Represent the City on several regional aquifer projection committees.
The Utilities Section oversees the requirements of the Clean Water Act for stormwater discharges
including implementation of the City's National Pollutant Discharge Elimination System (NPSES) permit,
Underground Injection Control(UIC) rules,and monitoring regulations for discharges in Aquifer Protection
Areas and Total Maximum Daily Load requirements for the Spokane River. The Utilities section provides
required annual reporting to Washington State Department of Ecology.
The Utilities Section is also responsible for administering the National Flood Insurance Program (NFIP)
within the City as required by the Federal Emergency Management Agency (FEMA). As part of these
efforts, staff enforces local floodplain ordinances, assists homeowners and developers, and works with
FEMA on determining local flood elevations.
Goals & Strategies
1. Continue to work with state and federal legislators to obtain financial assistance for the Pines
Road Grade Separation.
- Provide project specific support to Council and administration.
- Continue to seek support from local legislators and interest groups such as GSI and
Greater Spokane Valley Chamber of Commerce.
2. Develop a strategic plan for funding and completion of all grade separation projects.
- Pursue grant opportunities at the state and federal levels including long—term funding
for grade separation and corridor consolidation.
- Include pertinent Bridging the Valley projects in the City's six-year TIP.
- Coordinate with City management and the Economic Development Division to develop
funding alternatives to construct all grade separation projects.
3. Pursue a sustainability plan in connection with the City's street preservation program to include
sustained funding in the City's Street Fund#311 primarily addressing concerns beyond the year
2021.
- Work with City management to find a solution to this funding shortfall.
- Continue to seek grants and alternative funding sources to assist with pavement
preservation projects.
4. Maintain City streets at lower costs to retain a higher overall pavement condition.
- Finalize the development and implementation of a City-wide Pavement Management
Plan (PMP).
- Continue to monitor, update and implement the Transportation Improvement Program.
5. Develop a maintenance program for traffic signal components to address aging infrastructure.
Develop a financial plan to address these needs and incorporate into the City's budget.
- Perform a condition assessment of existing traffic signal components and equipment.
- Develop a maintenance program and budget to replace aging signal equipment and
components.
62 I Page
6. Manage the storm and surface water utility program plan in accordance with state and federal
regulations.
- Continue to integrate technology to provide better inspection data and monitoring of
contractor performance (i.e. GIS field collection and GPS field tracking).
- Continue to design and build projects that eliminate outfalls.
- Reduce the backlog of small utility projects and maintenance repairs.
- Continue to update the annual Stormwater Program Plan.
- Coordinate with the Economic Development Division on the annual Six-Year Stormwater
Capital Program update.
7. Manage Solid Waste Program.
- Continue to implement the Solid Waste Public Outreach and Education Program.
- Manage the Department of Ecology Coordinated Prevention Grant Program.
- Manage the solid waste contracts that provide for transfer,transport and waste disposal
services.
8. Delineate the Glenrose Creek floodplain to streamline development.
- Develop Glenrose Creek hydrology and hydraulic data.
- Continue coordination with City of Spokane and Spokane County.
- Develop Glenrose Creek floodplain mapping.
- Develop Glenrose Creek preliminary map products.
9. Emergency Management
- Work with Spokane Greater Spokane Emergency Management to evaluate, determine
and develop emergency planning efforts that need to be implemented by the City.
- Update City website and provide information about emergency shelters and status of
necessary facilities during emergencies such as gas stations, banks, pharmacies and
hospitals.
Workload Indicators 2013 2014 2015 2016 2017 2018
Traffic signals maintained 86 85 85 86 86 87
Traffic counts performed 140 137 146 165 146 128
Traffic signs maintained 21,000 21,000 21,000 21,000 21,000 21,000
Total number of stormwater structures 14,107 14,033 14,761 14,792 14,795 14,879
Total stormwater-related citizen action 46 45 58 98 204 161
requests
Total number of stormwater projects 32 26 25 8 92 8
completed
Total stormwater structures inspected 5,223 980 2,100 1,550 2,158 3,319
Total stormwater structures cleaned 683 1,179 2,199 1,009 1,499 2,300
Total engineer grading permits issued 41 50 60 67 68 86
Total CIP projects awarded 11 13 9 9 8 11
Total centerline miles resurfaced 7.03 10.87 6.69 6.15 8.57 6.7
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Engineering - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $1,816,141 which reflects an increase of$186,848 or 11.47% over
the 2018 Budget
• Wages, payroll taxes and benefits are reduced from $1,602,572 to $1,544,733 for a total
reduction of $57,839 or 3.6%. This reduction would eliminate a 0.5 FTE Engineering
Technician II in the Engineering Division. This effort requires the elimination of one full
_3%
position as it is split with the capital fund.
($57,839)
• Wages, payroll taxes and benefits are reduced from $1,602,572 to $1,497,367 for a total
reduction of$105,205 or 6.6%.This reduction would eliminate 0.5 FTE Engineering Technician
I and 0.5 FTE Engineering Technician II.This effort requires the elimination of two full positions
-6% as they split with the capital fund.
($105,205)
• Wages, payroll taxes and benefits are reduced from $1,602,572 to 1,445,934 for a total
reduction of$156,638 or 9.8%.This reduction would eliminate 1 FTE Engineering Technician I
_9% and 0.5 FTE Engineering Technician II.This effort requires the elimination of three full
7 positions as they are split with the capital fund.
($156,638)
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The Street Maintenance Division provides responsive maintenance and
repairs for approximately 461 center line miles of City streets. Most services
provided by the Street Fund 101 are contracted services, under the oversight
Street of City staff. Street and stormwater maintenance and repair account for
$1.36 million dollars annually to provide asphalt patching, crack sealing,
Maintenance gravel shoulder repairs, curb and sidewalk repairs, gravel road grading and
Division stormwater repairs.
Street Superintendent
Maintenance/
ROW Inspector
Const. Inspect
(7 FTE)
The roadway landscaping services contract maintains all City-owned right-of-
ways and provides weed control on all major arterials including sidewalks.
The street sweeping contract provides routine monthly maintenance along
with a dedicated spring and fall sweep, performed in conjunction with the
stormwater management program. The contract for storm drain cleaning is
responsible for cleaning drywells,catch basins,culverts,swale inlets and bridge
drains.
The Geiger Work Crew is contracted to provide low cost litter and trash control
on arterial streets, weed control and trash clean up as requested, mowing and
maintaining all City dry land grass and snow removal from sidewalks on City-
owned bridges.
The City of Spokane Valley operates ten City-owned snow plows which are
responsible for the clearing of the Priority 1 and 2 roads along with selected
hillsides. The City contracts road graders in the event of a full City residential
plow.
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Workload Indicators 2013 2014 2015 2016 2017 2018
Centerline lane miles of streets maintained 461 461 461 461 461 461
Total street(Snow) related citizen action 64 123 153 146 660 146
requests
Total street(non-Snow) related citizen action 361 361 504 598 1,154 678
requests
Annual snowfall accumulation (inches) 26.3 35.0 39.0 30.9 63.5 39.7
Number of vehicles maintained - 28 28 28 32 38
Total right-of-way permits issued 652 712 724 768 996 1,090
Total right-of-way inspection performed 5,513 7,322 9,459 10,901 13,980 13,657
Performance Measures 2013 2014 2015 2016 2017 2018
Street maintenance cost per capita $51.29 $53.11 $48.11 $48.01 $48.79 47.04
Lane miles maintained per 1,000 population 5.12 5.12 4.94 4.94 4.94 4.71
Street sweeping(in cubic yards removed) 804 874 1,370 1,450 1,310 930
Tons of cold patch for potholes
120
100
80
60
40
20
0
2013 2014 2015 2016 2017 2018
Two impacting factors are:
1. Winter Event the freeze-thaw process increased the amount used.
2. Road maintenance throughout the year lowers the amount used.
66 I Page
The Economic Development Division administers City long range
plans; business retention, expansion, and recruitment; tourism and
Economic economic development marketing; grant writing; strategic initiatives
and studies; coordination with regional partners; and the
Development dissemination of public information. Oversight of these activities is
also coordinated closely with the City Administration. The sections
Division below provide additional information for the Economic Development
Division programs.
Mission
To strengthen community, Economic
create a successful evelopment
MI -ager
business climate and build
economic vitality.
..r"Tice Assistant
ED Specialist
(2 FTE)
I Transportation
Planner
«Iic Information
Officer
67 I Page
Develop Long Range Plans
• Review, monitor and coordinate amendments to the Comprehensive Plan;
• Review, evaluate and recommend amendments to development regulations to streamline the
development process;
• Review, evaluate, and facilitate annexation requests;
• Represent the City at regional land use and transportation planning meetings;
• Evaluate the Comprehensive Plan's strategic actions and identify implementation measures;
• Develop annual six-year TIP and facilitate necessary amendments;
• Ensure transportation projects in the six-year TIP address mobility, accessibility, economic
development, and livability;
• Respond to citizen inquiries relating to the City's long range planning efforts;
• Assist with complex transportation planning projects, including modal studies involving
automobiles, freight, bicycle, pedestrian and/or public transportation;
• Coordinate transportation and capital facilities planning between City departments;
• Assist in the evaluation of transportation and traffic impacts of development proposals, permits,
rezones, plats and other land use changes; and
• Coordinate long range plans for multimodal transportation.
Business Retention, Expansion, and Recruitment
• Encourage a diverse and stable business environment;
• Establish and maintain communication with business leaders, developers and builders, real estate
professionals, private and public agencies, educational institutions and the general public to
promote and facilitate the implementation of the City's economic and development strategies;
• Develop information technology to assist citizens and business owners;
• Develop and implement strategies to promote business growth, attraction, and retention;
• Coordinate with business owners and developers to provide possible site locations, market
research, and related information to assist business development; and
• Facilitate project processing and assist with the interpretation of codes.
Tourism and Economic Development Marketing
• Continue to implement the strategic marketing plan;
• Support economic development by researching and developing informational and marketing
materials, including brochures, newsletters, advertising, graphic design, photography and
videogra phy.
• Prepare and present information at meetings of various organizations and groups;
• Develop and manage web-based Economic Development content that successfully supports key
marketing strategies; and
• Work with individuals and organizations to foster and cultivate activities and events in the City
that engage community members and attract visitors.
Grant Writing and Development
• Assist in the preparation and delivery of grant applications including, but not limited to, street
capital projects and overall network improvements, parks development and property acquisition
and economic development initiatives;
• Lead preparation and delivery of selected grant applications that pertain specifically to Economic
Development priorities;
• Coordinate with grant management partners and agencies like Spokane Regional Transportation
Council, Washington State Department of Transportation, Washington State Transportation
Improvement Board,Washington State Recreation and Conservation Office, and Spokane County
Housing and Community Development(CDBG); and
68 I Page
• Coordinate with local, regional, state and federal stakeholders to identify opportunities for
potential funding partnerships or concurrent project coordination.
Development and Implementation of Strategic Initiatives
• Conduct special studies and reports related to economic development, retail recruitment,
tourism, and the economic impact of capital projects or initiatives.
• Negotiate and resolve sensitive and controversial issues.
Coordination with Regional Partners
• Coordinate with regional and local economic development agencies to ensure their efforts reflect
the City's priorities and goals; and
• Coordinate with SRTC, STA and other jurisdictions on regional transportation policies and
projects to identify overlapping goals and potential partnerships.
Public Information
• Utilize a variety of channels and resources to ensure government transparency through
development and dissemination of timely, accurate and complete information on City programs,
meetings, projects, activities and issues;
• Serve as the primary contact and coordinator for interaction with media;
• Provide information and instructions for the safety and well-being of citizens, City Council and
City staff in the event of emergencies;
• Support Council goals through communications that facilitate citizen understanding and
engagement;
• Proactively engage citizens to influence long-range plans, designs, and project delivery, including
transportation projects;
• Serve as contact point for general information about the City programs, projects, issues and
services; and
• Facilitate representative government through two-way communications between Council and
staff, businesses, citizens and visitors.
Goals & Strategies
1. Continue to evaluate and implement strategies in the Comprehensive Plan.
- Identify strategic actions for implementation subject to budget and staffing requirements.
- Develop an implementation plan for select strategic actions, including timelines and
relevant performance measures.
2. Implement the retail recruitment strategy.
- Mobilize resources to institute recruitment campaigns.
- Review and update the list of desirable retail businesses.
- Strengthen connections with brokerage firms and commercial developers.
- Identify property and building owners with available land and spaces in key locations
within the City.
- Identify 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.
3. Pursue infrastructure improvements to foster economic development.
- Coordinate with City Engineering to improve transportation infrastructure to enhance
development opportunities.
- Collaborate with Spokane County Environmental Services to facilitate the development
of sewer infrastructure in the City's industrial areas.
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- Collaborate with water districts and dry-utility providers to identify infrastructure needs
to meet development demands and to coordinate capital improvements.
- Integrate capital facilities plans to ensure efficient improvements.
- Identify key infrastructure improvements and strategies for implementation.
4. Business Development Program
- Continue to improve the new business welcome program.
- Publicize local business success stories and events.
- Continue to connect businesses with resources to assist them in business development.
- Enhance relationships with local community colleges, Spokane Valley Tech, high schools
and workforce development councils to determine how to support their efforts and
connect business owners with these resources.
- Recruit new businesses.
- Meet with existing businesses to assist with retention and expansion efforts.
- Identify supporting industries for recruitment to support existing businesses.
- Participate in business and trade shows.
- Collaborate with regional partners to support business recruitment.
- Promote availability of state and federal tax credit programs.
- Attend meetings with the Spokane Regional Site Selector partners
- Continue to provide information to the Regional Site Sector tool.
- Host forums with regional real estate brokers, management associations, developers and
property owners to identify issues and gather data.
- Host forums and provide information for business development training opportunities.
- Evaluate retention, recruitment, and expansion opportunities based on industry clusters.
- Identify sites adjacent to the Appleway Trail and continue to coordinate with
representative brokers to market trail access.
5. Implement marketing strategies to attract and retain businesses and increase tourism.
- Continue to promote the City's brand and foster a sense of community pride among
residents.
- Promote and increase awareness of City's lodging, retail shops and restaurants, as well as
recreational opportunities and special events, to residents and visitors within the region.
- Promote the City's aerospace, logistics and distribution, manufacturing, and professional
services industry sectors.
- Foster positive perceptions of the City as a business-friendly location among existing
businesses and prospects.
- Review and update marketing materials to reflect current needs and programs.
6. Collaborate with economic development partners and related service providers.
- Participate in Visit Spokane, GSI, Spokane Valley Chamber of Commerce, and other
partner meetings and events.
- Continue to utilize Visit Spokane to build the City's brand within the tourism and leisure
industry, and promote Spokane Valley as a regional destination.
- Continue to partner with Greater Spokane, Inc., the region's Associate Development
Organization (ADO), for business recruitment and retention.
7. Strengthen and expand civic and event opportunities.
- Continue to implement strategies to support tourism related activities.
- Continue to partner and promote community events such as Valleyfest, Crave,
Oktoberfest and the Cycle Celebration.
- Support efforts to create new or expand events in the City.
8. Assist in expanding the City's grant program.
- Continue to identify grants that support transportation network improvements that
support economic development priorities and benefits.
- Identify grants to support parks and recreation improvements.
70 I Page
9. Create and support relationships with the community that result in interested, involved and
informed residents.
- Coordinate with and involve all departments to develop and implement communications
outreach that builds community interest, support and engagement in City government.
- Continue existing efforts and implement new communication methods and technologies
to expand communications with internal and external constituencies, including social
media.
- Continue to enhance the community newsletters.
- Work to expand public information services using video capabilities.
- Improve local standing within ranking programs such as,Travelocity.
- Continue to collaborate with our partners such as Visit Spokane and Greater Spokane
Valley Chamber of Commerce to market community events.
- Increase awareness that Spokane Valley is a great place to live, and work and visit.
- Enter the City for appropriate marketing and community awards.
10. Ensure that the transportation system and investments in transportation infrastructure are
designed to improve quality of life and support economic development priorities.
- Engage residents and businesses in development of long-range transportation plans,
project designs, and project delivery methods to ensure responsiveness to community
needs and goals.
- Continue to coordinate with Engineering to provide truck routes to minimize the effects
on residential neighborhoods.
- Collaborate with Engineering to ensure that areas experiencing new development are
well served by motorized and non-motorized transportation options.
- Provide a supportive transportation network for expansion of general aviation and freight
uses at Felts Field.
- Coordinate with Spokane Transit Authority (STA) to provide bus shelters at strategic
locations and other street improvements that support high-quality public transit.
- Develop a citywide trail system that improves access and linkages between existing trails,
neighborhoods and community amenities.
- Evaluate multimodal planning efforts, particularly focusing on the quality of pedestrian,
bicycle and transit facilities.
71 I Page
Workload Indicators 2013 2014 2015 2016 2017 2018
Businesses assisted - 23 27 20 18 22
Meetings with regional partners - 51 54 55 195 170
Marketing media created - 9 12 19 41 71
Economic Development grants submitted - - - 2 13 8
Economic Development grant dollars $15.5 $42.2 $33.3 $113.7 $98.5 $5.2
requested ($ Millions)
Media releases issued 309' 241 247 222 107 85
Earned media stories 434 354 320 211 138 154
Total media stories 828 756 575 592 353 390
Public Information contacts with the media 146 144 96 183 99 97
Community newsletters produced 2 3 4 4 3 4
Special events presentations/participation 5 5 3 9 3 5
Twitter followers - - - - 376 566
Tweets sent - - - - 192 387
'Media releases issued peaked in 2013 at 309 due to promotion and partnership for the City's 10-Year Anniversary.
Performance Measures 2014 2015 2016 2017 2018
Business retention/expansion meetings held - - 27 20 21 20
Business recruitment—ongoing - - 3 1 1 4
Business recruitment—completed - - 2 2 1 1
New business welcome letters sent 1,622 1,899 1,572 1,824 1,765 2,115
E-conomic Development workshops held - - 2 2 2 3
Economic Development grants awarded 3 8 10 6 41 5
E-conomic Development grant dollars $1.9 $5.6 $7.3 $4.5 $1.51 $1.2
awarded ($ Million)
Percentage increase of residents 1% .6% 1.4% .9% .8% 1%
In- crease hotel occupancy rates - - - - 63% 63.8%
P-ercent change in sales tax collected 7.62% 5.78% 4.43% 8.67% 5.54% 7.76%
1The data in this field is based on November collections to coincide with the development of the Business Plan.
72 I Page
Economic Development - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $1,018,772 which reflects an increase of$47,902 or 4.93% over
the 2018 Budget.
• Intern wages are reduced from $12,171 to $0 for a total reduction of$12,171 or 100%. The
elimination of the intern position will result in the loss of assistance in media releases,
miscellaneous projects, special event planning, brochure development and website updates.
• Intern payroll taxes and benefits are reduced from$1,014 to$0 for a total reduction of$1,014
_3i/ or 100%.
• City Economic Development is reduced from $200,000 to $181,700 for a total reduction of
$18,300 or 9.15%. Reduction of the implementation of our strategic marketing plan;
($31,485) eliminating campaigns to strengthen the City's brand and identity at local and regional levels;
campaigns that promote the City's recreational and community assets; targeted digital
advertising campaigns promoting the City's economic development assets; and development
of general marketing materials (i.e. exhibit materials).
• Intern wages are reduced from $12,171 to $0 for a total reduction of $12,171 or 100%. The
elimination of the intern position will result in the loss of assistance in media releases,
miscellaneous projects, special event planning, brochure development and website updates.
• Intern payroll taxes and benefits are reduced from $1,014 to $0 for a total reduction of$1,014
-6% or 100%.
• City Economic Development is reduced from $200,000 to $150,300 for a total reduction of
($62 885) $49,700 or 24.85%. Reduction of the implementation of our strategic marketing plan;
' eliminating campaigns to strengthen the City's brand and identity at local and regional levels;
campaigns that promote the City's recreational and community assets; targeted digital
advertising campaigns promoting the City's economic development assets; and development of
general marketing materials (i.e. exhibit materials).
• Intern wages, payroll taxes and benefits are reduced from $12,171 to $0 for a total reduction
of$12,171 or 100%. The elimination of the intern position will result in the loss of assistance
in media releases, miscellaneous projects, special event planning, brochure development and
website updates.
_9% • Intern payroll taxes and benefits are reduced from$1,014 to$0 for a total reduction of$1,014
7 or 100%.
• City Economic Development is reduced from $200,000 to $118,900 for a total reduction of
($94,285) $81,100 or 40.55%. Reduction of the implementation of our strategic marketing plan;
eliminating campaigns to strengthen the City's brand and identity at local and regional levels;
campaigns that promote the City's recreational and community assets; targeted digital
advertising campaigns promoting the City's economic development assets; and development
of general marketing materials (i.e. exhibit materials).
73 I Page
The Building & Planning Division is responsible for implementing and
enforcing the State Building Code as required by state law.The purpose
of the International Codes, as adopted by the State of Washington and
Building &
the City of Spokane Valley, is to promote the health, safety and welfare
Planning of the occupants or users of the building and structures and the general
public by requiring minimum performance standard for structural
Division strength, exit systems, stability, sanitation, light, ventilation, energy
conservation and fire safety through the:
• International Building Code
• International Residential Code
• International Mechanical Code
• International Fuel Gas Code
• Uniform Plumbing Code
• International Fire Code
• International Existing Building Code
• ICC A117.1 Accessible& Usable Buildings and Facilities Standard
• Washington State Energy Code
Building Official
1
Facilities Administrative
Maintenance Assistant
Dev Services Assistant Building
Coordinator - Official
_ Plans Examiner
Engineering Tech
Senior Planner
_ Building Inspector
(3 FTE)
Permit Facilitator _ Planner
(2 FTE) (3 FTE)
Code Enforcement - Office Assistant
Officer (4 FTE)
I Planning
Commission I
74 I Page
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 80
percent of their time are safe. The Permit Center issued 5,136 permits during 2018 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 15 site visits per project. Development Inspectors performed 17,386
inspections in 2018 as they assist builders, developers and trades people through the completion of their
projects. This vast range and volume of projects represents countless hours of support to permit
applicants and developers and heavily contributes to the economic development of the community in
ways that are not necessarily reflected in permit revenues.
Essential Services:
• Commercial construction plan review;
• Residential construction plan review;
• Accessibility(handicap) plan review;
• Commercial and residential construction inspection;
• Permit intake, processing and issuance;
• Permit coordination;
• Business license coordination with business owners and WA Dept. of Revenue;
• Fire District coordination, including SVFD permit processing
• Outside agency coordination (including Regional Health, Clean Air, utilities and water districts);
• Monitor building code legislation;
• Public assistance with code compliance;
• Issuance and maintenance of Certificates of Occupancy (required for every building/tenant
space in multi-tenant structures); and
• Economic and business development coordination.
Building& Planning
Building and Planning staff are cross-trained and work on various types of development projects
including commercial developments, commercial re-developments, single-and multi-family residential
developments, adaptive re-use of existing buildings and sites.This provides the City of Spokane Valley
Community& Public Works Department with greater flexibility in completing the work program by
having staff who understand the processes and procedures related to a variety of development
categories.
The Building & Planning team is responsible for activities such as:
- Ensuring that the City's plans are consistent with Growth Management Act (RCW 36.70A);
- Ensuring that the City's plans are consistent with the Shoreline Management Act (RCW 90.58);
- Processing Comprehensive Plan amendments and annual updates;
- Ensuring compliance with the State Environmental Policy Act(SEPA RCW 43.21 C);
- Spokane Valley Municipal Code text amendments;
- Processing subdivisions/short subdivisions/binding site plan proposals;
- Preparing for and conducting public hearings;
- Conducting commercial and land-use related pre-application reviews;
- Building Permit processing including intake, routing, review, issuance, inspection and closure;
- Coordination of Building Permit review process with outside agencies such as Spokane Valley
Fire Department and utility purveyors;
- Wireless communication facility permitting coordination—multi-departmental
- Investigation of structure damage resulting from fire, flood,vehicular impact, etc.;
75 I Page
- Business license coordination;
- Providing information to US Census Bureau; and
- Customer assistance via phone, email and at the Permit Center front counter.
Building Official
The Building Official oversees the operations of all Building and Planning Division programs and supervises
all division staff. The Building Official monitors bills before the state Legislature and provides technical
testimony and/or input about the impacts of the legislation to our community. The Building Official is
charged with the task of interpreting code requirements for proper implementation given regional
characteristics such as snow load, seismic zone and soil classification and City regulations such as zoning
and development regulations. The Building Official provides leadership and guidance to the Assistant
Building Official and the Development Services Coordinator.
Code Enforcement
During 2018, Code Enforcement responded to 701 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.
Permit Center Coordination
Permit applications associated with pre-construction land development, fire protection systems,
plumbing/HVAC installations, work within the City rights-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.
Facilities Maintenance
The facilities maintenance staff person addresses the maintenance and repair needs of both the City Hall
building and site as well as the Spokane Valley Police Precinct. The new City Hall facility and Precinct
Building required a facilities maintenance position which was incorporated into the building staffing plan
and filled with a qualified candidate who, under the direction of the Building Official, is responsible for
normal facility maintenance activities such as programming/troubleshooting of automated equipment
like HVAC, lighting controls, and building security. Facilities maintenance also includes coordination and
monitoring of contract services such as janitorial, snow/ice removal, and landscape maintenance.
Permit Center Administration
Following the move of City operations to the new City Hall facility in late 2017, the central reception and
Permit Center cashiering functions were combined and the central routing was combined with records
management. This minor reorganization allows for the Office Assistant staff members assigned to the
central reception and cashiering duties to provide back-up for one another with minimal need for
additional coverage during breaks/absences. Similarly, the Office Assistant staff members primarily
responsible for central routing and records management were directed to work as a team and provide
cross-coverage of duties to allow for efficient permit document routing and public records request
processing coordination with City Clerk staff. The Office Assistant group is responsible for normal
reception activities such as greeting customers, both in person and via telephone, assisting them to their
destination within City Hall, cashiering, routing of permit-related documents to review team members
and outside agencies, file/records management, data entry, and stocking supplies. Office Assistant staff
76IPage
also coordinate responses to general inquiries through the QAlert system by routing inquires to the
appropriate staff such as Code Enforcement, City Clerk, and Public Works.
Goals & Strategies
1. Maintain an efficient permitting process.
- Continue to implement enhancements to the permitting process.
- Foster relationships with outside agencies to streamline permitting and encourage
development.
- Refine a multi-use construction plan program.
- Examine code provisions for consistency with the Comprehensive Plan.
- Implement an e-submittal process for residential permits
- Implement an e plan review system/procedure
- Addressing for new and existing sites/buildings
- Addressing standards research and implementation; coordination with emergency
responders
- Small cell system installation/infrastructure
- Regular/periodic building valuation updates
- Enhance reporting capabilities/ Adhoc reporting through SMARTGov permit tracking
system capabilities
- Expand customer interaction opportunities using QAlert and SMARTGov portal
- Develop informational documents to better interact with the public and efficiently
address reoccurring/common questions/concerns — coordinated effort with other City
divisions.
2. Comply with City and State Records Management policies.
- Scan permit-related documents into SMARTGov.
- Create electronic plan submittal acceptance guidelines.
- Create a procedure for scanning commercial address files.
- Begin scanning commercial address process.
- Expand paperless permit submittal.
- Continue clean-up of working files to remove unnecessary items in project files.
3. Regional Special Inspection and fabricator process.
- Expand coordination with regional building officials, local special inspection agencies and
local fabricators.
- Coordinate 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.
4. Develop and provide training programs/presentations for outreach to local:
- Special inspection agencies;
- Steel and concrete fabricators;
- Association of General Contractors (AGC);
- Association Society of Civil Engineers (ASCE);
- American Institute of Architects (AIA);
- Structural Engineers Association of Washington;
- Implement cross-training program for administrative staff.
5. Continue participation in Spokane Regional Code Group Meetings.
- Coordinate with State Building Code Council to better plan future code updates and
implementation.
- Discuss International Residential Codes.
- Follow current trend by researching other Washington State adopted codes.
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- Continue to advocate for a regional all code group to incorporate regional consistency in
interpretation and implementation of State adopted building codes.
- Participate in regional code officials group.
6. City Hall Facilities Maintenance
- Monitor all contracts for appropriate charges and changes.
- Create a work order system for City-owned facilities.
Workload Indicators 2013 2014 2015 2016 2017 2018
Number of phone calls answered and directed 6,846 6,623 7,100 6,942 7,292 7,590
Number of visitors greeted 2,507 2,413 3,023 3,171 3,093 8,505*
Pre-application meetings-commercial 85 79 88 74 89 99
Pre-application meetings-land use 25 30 32 41 63 76
Construction applications received 2,798 4,704 4,536 5,708 5,060 5,487
Land use applications received 624 719 660 681 792 757
Construction permits issued 3,431 3,961 3,993 5,159 4,473 5,136
Planning applications approved 33 659 561 595 652 582
Development inspections performed 10,736 13,534 13,848 15,848 16,419 17,386
Code Enforcement cases investigated 360 354 383 462 522 701
Number of online permits received - 1,314 1,582 2,449 2,582 2,772
Number of hearings conducted by the Hearing 33 7 6 8 11 13
Examiner
Municipal Code text amendments processed 5 12 2 ' 5 4
Planning Commission meetings participated in 23 20 21 22 12 19
'Comprehensive Plan Update year, regulations updated.
*Changes to sign in at front counter, plus adding Permit Center and front reception visitors together creates larger
number in total.
Performance Measures 2014 2015 2016 2017 2018
Percent of construction permits issued in less - 79% 85% 85% 85% 85%
than three days
Average number of days for new residential 5 5 5 5 5 5
building permit review
Average number of days for tenant improvement 10 10 10 10 10 10
permit review
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Building & Planning - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $2,248,698 which reflects an increase of$38,911 or 1.76%over
the 2018 Budget
• Wages, payroll taxes and benefits are reduced from $1,893,743 to $1,822,126 for a total
iliiiiihA
reduction of $68,617 or 3.18%. Resulting in the reduction of one FTE Office Assistant I. This
_�% would increase the time to respond to a public records request, reduce our ability to provide
customer service, reduce our ability to cover in an emergency.
$71,617)
1114/11 • Wages, payroll taxes and benefits are reduced from $1,893,743 to $1,764,715 for a total
reduction of$126,028 or 5.74%. Resulting in the elimination of two FTE Office Assistant I. This 6_ 0 would reduce again our customer service, ability to respond to public records requests,
increasing the likelihood other staff would be needed in the case of an emergency.
$129,028)
LA • Wages, payroll taxes and benefits are reduced from $1,893,743 to $1,688,053 for a total
reduction of$202,690 or 9.15%. Resulting in a reduction of three FTE one Office Assistant II
9% and two Office Assistant I. This would further impact our ability to provide customer service
_
at the front reception desk, responding to public records requests and require other staff to
cover for staffing needs and emergencies.
($205,690)
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City Hall Operations & Maintenance - Budget Impact Summary
Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The adopted 2019 Budget is $290,543 which reflects an decrease of$15,728 or 5.14% under
the 2018 Budget
• Wages, payroll taxes and benefits are reduced from $89,488 to $80,089 for a total reduction
of$9,399 or 3.23%. Resulting in the reduction of 0.10 FTE. This would reduce our ability to
_3% maintain City Hall as we would expect to.
($9,399)
• Wages, payroll taxes and benefits are reduced from $89,488 to $71,190 for a total reduction
of $18,298 or 6.30%. Resulting in the reduction of 0.20 FTE. This would further reduce our
-6% ability to be able to maintain City Hall in its like new condition.
($18,298)
• Wages, payroll taxes and benefits are reduced from $89,488 to $66,741 for a total reduction
of$22,747. Resulting in a reduction of by 0.25 FTE. This would further reduce our ability to be
_9% able to maintain City Hall in its like new condition.
7 • Professional Services are reduced from $20,000 to $18,000 for a total reduction of $2,000.
Resulting in possible impact the contracts needed to assist in the maintenance of our new
($24,747) building. These reductions would result in a 8.52%total reduction.
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Addendum A:
Spokane Valley Police Department
Contract Services
Spokane Valley Police Department (Commissioned Officers)
Spokane Dedicated Resources Spokane Valley
County Sheriff 100% Spokane Valley City Manager
Shared Resources Police Chief
Split County/City
Undersheriff Precinct
Commander Insp.
Training/Professional
Standards/Public Information
7 FTE
14 Pool Positions(Training) Administrative Dayshift Nightshift
Sergeant Commander Commander
Marine Patrol/Search&Rescue
2 Deputies
Precinct Front Traffic Patrol Patrol
Regional Intelligence Group 1 Sergeant
(RIG 9) Desk Deputy4 Sergeants 5 Sergeants
1 Detective
(Dayshift Patrol) 19 Deputies 27 Deputies
1 Detective 5 Deputies
1 Sgt.and 8 Dep.On Power Shift
Investigations Property and Drug Crime
Investigative Inspector—1 FTE Investigations
Comm.Srvs.
Investigative Lt.—2 FTE 1 Sergeant School Domestic
Major Crimes-7 FTE 10 Detectives K-g Resource Violence
Sex Crimes—7 FTE 1 Deputy 3 Deputies
Joint Terrorism Task Force—1 Det. (Dedicated but also 4 Deputies 1 Deputy
Safe Streets(Drug&Gang)—5 FTE supervised by Inv.Lt.) 1 Det/Corp
The Spokane Valley Police Department (SVPD) is included as an Addendum to the Business Plan because
their services are provided by contract with the Spokane County Sheriff's Office (SCSO). Spokane Valley
Police Chief Mark Werner reports to the City Manager and to the Spokane County Sheriff.
The SVPD information in the Business Plan is important to:
- Provide information as to the Police Department's structure and how that translates into services
to the City's citizens.
- Gain an understanding of the costs involved in providing these services.
In reviewing the Police Department Business Plan, it is important to note that the Interlocal Agreement
for Law Enforcement Services specifies the type and timing of budgetary changes that the City can make
to law enforcement.
Spokane Valley Police Department Staffing
Administrative Staffing Level:
Chief-1
Precinct Commander-1
Administrative Sergeant-1
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Patrol Staffing Level:
Lieutenants-2
Sergeants-9
Deputies-47*
Canine-3 Spokane Valley
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, written reports, issuance of citations or warnings and testifying 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. Calls for service have increased 13.9%since 2015.
Best practice for law enforcement identifies Patrol deputies spending one-third of their time on proactive
policing, initiating service incidents, interacting with the public, and providing deterrent patrolling.
Spokane Valley Police have always had a high 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.
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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 no 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. Full implementation of Power Shift was finally attained
March 1,2018. It is staffed with eight deputies working 12 hour shifts. Minimum staffing provides at least
three deputies all seven days of the week.
Further, 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.
Current Staffing
Current vacancies within SVPD include one Traffic Unit sergeant,three detectives, one traffic deputy,four
patrol deputies, 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. Currently,
plans are moving forward to expand PST's involvement to include initial background investigation on
potential candidates. Background investigations are time consuming and have been a consistent
bottleneck in the prompt processing of applicants.
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, MSU and NIC.This effort continues to expand.
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.
The aforementioned efforts resulted in a record number of 32 commissioned personnel hired in 2018.
Unfortunately, eight resigned during training or were unable to complete the training process. The loss
of these eight trainees plus 18 more commissioned losses (primarily due to retirements) resulted in total
loss of commissioned personnel for the year of 26 deputies. Another record for SCSO. On the plus side
there was a net gain for the year of six deputies.
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, at no cost to the community:
- Security surveys on request for commercial, residential and multi-family housing sites;
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- Training to the public on a wide variety of topics including: personal safety, internet safety, drug
awareness, fraud and identity theft, terrorism awareness, workplace violence prevention and
Crime Prevention Through Environmental Design (CPTED);
- Information to citizens of community services and recommends options to facilitate long-term
problem resolution;
- Support Neighborhood Watch; and
- Resource to City department heads.
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.
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 mapping major crime scenes with the Faro laser scanner;
- 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
Sergeant- 1
Corpora I/Detective - 1
Deputies -5
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
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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 City of 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 an
emphasis on safety, our fatalities may increase.
Traffic School for drivers cited in the City of 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 as well as 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.
One of a school administrator's goals in 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
Deputies -4
Impact of Staffing
Early intervention benefits younger students who engage in activity that does not 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
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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.
Training Unit
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.
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Total
Students 1074 2516 2521 3096 3220 3163 3365 3190 1119 1905 2458 2035
Trained
Total Hotel
Rooms 1254 3252 2911 4084 3217 3065 2823 2872 961 N/A N/A N/A
Booked*
*Total number of hotel rooms booked (i.e. students attend 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 decade 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 was a total of 139 courses offered, most of which were three to five days in length.
Students attending were not only from local law enforcement, but also included students from all over
the United States as well as foreign countries. In addition to 271 Sheriff's Office students and 1,141
students from local law enforcement agencies (Spokane PD, Liberty Lake PD and Airway Heights PD),
training was provided to 712 out-of-country students.
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.
Training unit responsibilities also include pre-hire coordination and processing of Sheriff's Office
applicants. Since 2014, Sheriff's Office attrition of commissioned personnel has grown from an average
of about eight per year to an average of nearly 23 per year. For every viable candidate identified, many
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dozens must be processed. The increased demands placed on the Training Unit has necessitated recent
changes to the unit's allotted staffing.
• Training Unit Lieutenant—The Training Unit Lieutenant is responsible for overall supervision of
all unit operations and acts as the liaison with command staff and is the conduit through which
priorities are communicated to the training unit. This is a new position created by consolidating
the RIG 9 lieutenant's duties with those of the Downtown Precinct property/drug unit (ITF)
lieutenant. This position became necessary due to the increased demands placed on the unit.
• Training Unit Sergeant—This sergeant oversees internal Sheriff's Office training, authors training
bulletins, coordinates regional law enforcement training. This sergeant also coordinates pre-hire
candidate processing.
• TAC Sergeant —This sergeant acts as the tactical sergeant for the CJTC Basic Law Enforcement
Academy. He oversees the progress of all SCSO academy attendees and acts as their liaison with
the department while in training. He is responsible for coordinating any remedial training
required of SCSO attendees.
• Firearm Instructor/Armorer — This deputy position is held by a state certified master firearms
instructor/armorer. He is responsible for overseeing all internal firearms training, curriculum
development, and weapon maintenance. Additionally, he provides firearms instruction for the
CJTC Basic Law Enforcement Academy.
• Background Investigator — This position is held by a deputy responsible for background
investigations of potential officer candidates. He is the primary liaison with Spokane County Civil
Service. He also schedules oral boards, integrity interviews, medical exams, psychological exams,
and physical ability tests.
• Background Investigator (temp) —This position is currently filled by a detective (from a shared
investigative unit) temporarily on loan to training to assist in reducing the backlog of background
investigations. Efforts are currently underway to shift some of the leg work required for
background investigations to a private contractor.
• Pool Positions— For the first time, 14 pool positions will be budgeted in the 2019 Sheriff's Office
Budget. The pool positions will be used to hire officer candidates in advance of upcoming
retirements to allow them to complete training prior to a vacancy occurring so that the candidate
may be plugged into an open slot as soon as it occurs. Spokane Valley will pay for approximately
half of the pool positions.
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 the City of 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:
Inspector—1 (Supervises all Investigative Division units)
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Lieutenant—1 (Supervises Major Crimes, Sex Crimes, and Forensics)
Sergeant- 1
Detectives -6
Domestic Violence Detective (Dedicated Spokane Valley) - 1
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:
Sergeant- 1
Detectives -6
- Five detectives are primarily responsible for investigations, one detective is primarily responsible
for registering sex offenders, and the responsibility for address verification of those registered is
shared between members in the unit by working overtime.The cost and services of the sergeant
and six detectives are shared between the City of Spokane Valley and the Spokane County Sheriff's
Office.
- Partnerships in this unit are the Child Sexual Predator Task Force and the Internet Crimes Against
Children Task Force.
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 Corrections, 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.
SVPD Personnel Funded:
Sergeant- 1
Detectives - 10
Deputy- 1
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.
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SO/SVPD Personnel Funded:
Detective- 1
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 continued
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:
Sergeant- 1
Detectives -4
Deputy- 1
Support Staff(100%funded by grant and seizure funds) - 1
Spokane Criminal Analysts Team(RIG 9 Intelligence Group) -Shared
- Responsible for providing research and analytical support to all 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:
Lieutenant—1 (Also supervises JTTF and Investigative Task Force)
Detective (Shared ILP Detective) - 1
2 Civilian Analysts
- Partnerships intimately supported by this unit 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
1. To provide a professional 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.
2. To respond to citizen calls for service as promptly as call volume and staffing levels permit.
- Collect and examine data to determine the effectiveness of Spokane Valley Police
Department's response times.
3. To control crime rates within the City of Spokane Valley.
- Promptly recognize anomalous increases in crime.
- Identify and eliminate causes within Spokane Valley Police Department's control.
- Track data to determine the effectiveness in meeting this goal.
4. To investigate and work traffic-related issues and respond to citizen traffic requests as call load
and staffing levels permit, to minimize traffic collisions within our City.
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- Work to reduce traffic collisions by identifying areas within our control through the use
of statistical analysis, enforcement, education and collaboration with City of Spokane
Valley traffic engineers.
- Track data to determine the progress in meeting this goal.
Workload Indicators 2013 2014 2015 2016 2017 2018
Total incidents per deputy per 8.70 9.18 9.011 8.321 8.821 8.66'
shift
Total deputy-initiated incidents 20,815 22,333 22,624 18,786 18,931 20,734
Total deputy-involved incidents 43,880 46,308 48,186 44,9282 46, 033 49,716
Average patrol staffing per shift 6.91 6.91 7.331 7.381 7.151 7.87'
Total incidents requiring written 15,171 15,727 15,122 13,920 11,933 12,988
documentation
Total property crimes3 8,304 8,336 8,068 -- 7,838 7,154
Total crimes against persons4 1,140 1,374 1,318 -- 1,343 1,266
Total incidents resulting in 1,970 2,213 2,354 2,274 2,104 2,439
custodial arrests
Total traffic infractions/citations 10,950 11,279 11,310 -- -- --6
issued
Traffic infractions/citations from 24 32 98 112 -- 176
citizen complaints
Total reported collisions 2,141 2,210 2,560 2,338 2,168 1,898
1Mathmatically adjusted to include power shift.
2 The trend line for deputy-initiated incidents for the first nine 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.
6 SCSO utilizes the Washington State Patrol's SECTOR(Statewide Electronic Collision&Ticket Online Records)system.
This system has numerous time saving benefits;however,adoption of this system has prevented obtaining ticket data
that is comparable to past data. Moving forward,SVPD in cooperation with COSV staff has adopted new metrics to
track the quantity and quality of traffic enforcement that will debut in the 2019 report.
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Calls for Service
SVPD Total Citizen Initiated Calls For Service
50,000
45,000 43,142
44,210 45,741
40,151
40,000 35,897 37,226
34,026
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2012 2013 2014 2015 2016 2017 2018
This metric includes only citizen initiated calls for police service. Deputy initiated incidents and
fire/medics calls are not counted, nor are Crime Check report calls and cancelled calls. About 37%of
these calls for service do not receive deputy response. For the majority of these calls police response
was not appropriate; however, there are many where response would have been appropriate, but due
to high call volume and call prioritization no one was available for dispatch.
SVPD Citizen Initiated CFS with Deputy Response
30,000 28,982
28,000 27,102
2
25,511
6,000 26,142
23,975
24,000 23,065
22,288
II !
, 2012 2013 2014 2015 2016 2017 2018
This graph represents the total number of citizen initiated CFS to which at least one deputy responded.
91 I Page
Performance Measures 2013 2014 2015 2016 2017 2018
Percentage of use of force not 0.0% 0.68% 0.58% 1.09% 0.0% 0.5%
within policy
Average response time to priority 3-6min 3-6min N/A 4.65 min -- <4.62 min
1 CFS'
Percentage of CFS with deputy 64.25% 64.40% 63.33% 60.60% 61.30% 63.36%
response
Percentage of incidents that were 47.44% 48.23% 46.95% 41.81% 41.12% 41.70%
deputy-initiated
Percentage of assigned cases 95.09% 79.69% 88.44% 80.53% 62.66% 45.86%2
solved
Total unassigned cases 495 211 190 168 577 528
Cases inactivated due to lack of 65 34 65 50 104 310
evidence or leads
Collisions per capita 0.023 0.024 0.027 0.025 0.023 0.020
Percentage of traffic complaints 100% 100% 100% 100% -- 100%
worked
'The current CAD system does not facilitate extracting an accurate number for all priority 1 CFS. Spot check of about
50%of all priority 1 CFS indicates that response time is less than the time listed.
2 The large reduction in the percentage of solved cases is primarily due to a change in SVIU's handling of incidents
(mostly retail theft) where there is video evidence. Previously, most of these cases were not assigned due to poor
video quality. Now,volunteers view all videos and forward those with potential identifying detail to a detective who
posts still images from the videos to regional law enforcement crime information systems and occasionally to the
media. This requires minimal effort on the part of SVIU detectives, but results in solving over 25%of these crimes.
Since these are incidents that were previously unworked, overall service to the community has been improved at
the expense of SVIU's solvability rate.
Citizen Complaints
SVPD Citizen Complaints Per 1,000 Incidents
0.8
0.706
0.7
0.6
0.518
0.5
0.415
0.4 0.378
0.3 0.244 0.260 0.241
0.2
0.1
0
2012 2013 2014 2015 2016 2017 2018
Changing methodology in 2013 resulted in what appears to be a large increase in complaints.
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SVPD Outcome of Citizen Complaint Investigations
100.00%
90.00%
80.00%
70.00%
60.00%
50.00% 0 oN
40.00%
30.00%
20.00% 0 0 0 0 0 cn0 0 0 0 0
CO 00 OOo 0 0 0 0 0 to o to
10.00% 0' 1000 000 �f ^.^ :: °?0 00 gig �00
O --� a-10 00 000 CD 11
mm u30 00 O Og 2 00
0.00%
2012 2013 2014 2015 2016 2017 2018
In Sustained •Not Sustained •Exonerated ■Unfounded •Pending Changed to Inquiry
For 2018 there were only 12 citizen complaints against SVPD deputies.
These complaints included 14 allegations. The allegations were disposed as shown. Please note that
there can be multiple allegations per citizen complaint.
Property Crimes
Percentage of Potentially Solvable Spokane Valley
Property Crimes Cases Assigned
80.00%
68.46% 69.06%
70.00% 66.21% 64.55% 61.74% 63.15%
60.00%
50.00% 43.88%
40.00%
30.00%
20.00%
10.00%
0.00%
2012 2013 2014 2015 2016 2017 2018
For 2018 SVIU detectives reviewed 5,801 property crime/drug incidents. 1,019 were incidents handled
by patrol and subsequently reviewed by SVIU detectives for quality control purposes, to determine if
follow up was necessary, and/or to determine if the incident is related to other crimes. 3,354 were
deemed to have insufficient evidence or leads to merit follow up. 528 merited some form of further
follow up, but were not assigned due to insufficient resources. The remaining 900 were assigned to a
detective.
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Use of Force
SVPD Use of Force Per 1,000 Incidents
5
4.38
4.5 4.095
4 3.549
3.5 3.258 3.153 3.15
3
2.5
2 1.755
1.5
1
0.5
0
2012 2013 2014 2015 2016 2017 2018
This graphic illustrates the number of times that some form of force was used per 1,000 deputy involved incidents.
For 2018,all use of force incidents were reviewed by subject matter experts and 99.5%were determined to be within
law and policy. Note that the large increase in use of force seen in 2013 was the result of a change in methodology.
For example, prior to 2013 the mere display of a weapon (firearm, TASER, baton, etc.) was not counted as a use of
force.
Outcome of SVPD Use of Force Review
% Within Policy
100% 100% 100% 100%
100%
100%
100% 99.42% 99.5%
99% 99.32%
99%
99% 98,91%
9936
99%
98%
98%
2012 2013 2014 2015 2016 2017 2018
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Theoretical Budget Reduction Exercise: 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 ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
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."
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 46.2%.
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 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
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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 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 the City of 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.
A 40% reduction in traffic unit deputies will decrease overall traffic enforcement in the City of
Spokane Valley by an estimated 17% resulting in increased collision rates.
- 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. A quality working environment is a powerful
recruiting and retention tool. Personnel reductions would eliminate this tool and make it more
difficult to compete for the scarce number of quality officers and officer candidates.
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