2020 Business Plan
City of Spokane Valley
2020
10210 E. Sprague Avenue
Spokane Valley, WA 99206
www.SpokaneValley.org
Table of Contents
Organizational Overview ........................................................................ 3
Introduction ......................................................................................... 5
Departmental Business Plans ............................................................... 15
City Council ........................................................................................ 18
City Manager ..................................................................................... 20
Office of the City Attorney ................................................................ 28
Human Resources .............................................................................. 34
Finance & Information Technology ................................................... 38
General Government Budget Impact Summary ........................... 43
Parks & Recreation ............................................................................ 44
Deputy City Manager Community & Public Works .......................... 51
Engineering Division .................................................................... 54
Street Maintenance Division ....................................................... 60
Economic Development Division ................................................. 62
Building & Planning Division ........................................................ 68
City Hall O&M Budget Impact Summary ..................... 74
Addendum A: Police Contract ........................................................... 75
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Spokane Valley Citywide Business Plan Components
City
Foundation
City Council
Financial
Projection
External Input
Internal Input
Departmental
Business Plan
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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 2020 Business Plan links together community priorities, fiscal policies, Council
Goals, and the 2020 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, b
City Foundation
The foundation of Spokane Valley is to be a city which is responsive,
focused on customer service, open to the public, progressive, efficient, lean and fair while providing a high
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.
Statement:
community where individuals and families can grow and play and businesses will flourish and
Core Beliefs
Supporting this vision are the core beliefs of Spokane Valley which were established through the
December 2007 adoption of Resolution 07-019 which in part reads:
-
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.
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-
- 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.
to have an expanded and diverse economic base.
- We believe that Councilmembers set the tone for civic discussion and should set an example by:
a) Setting high standards of decorum and civility.
b) Encouraging open and productive conversation amongst themselves and with the
community about legislative matters.
c) Demonstrating respect for divergent points of view expressed by citizens, fellow
Councilmembers, and the staff.
d) Honoring each other and the public by debating issues within City Hall and the community
without casting aspersions on members of Council, the staff, or the public.
W
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
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The commitment to provide excellent customer service for our citizens, b
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
Annually, through the development of the Business Plan and Budget, Council updates the goals they wish
to pursue. By their nature, the goals are typically not something that can be accomplished in a single year
and are instead focused on broader concepts and/or large capital projects. Council has adopted the
following goals for 2020:
1. Work with state and federal legislators towards advancing the concepts outlined in the
Bridging the Valley study including obtaining financial assistance for the Pines, Sullivan
and Park Grade Separation Projects.
2. Continue to pursue a plan to sustain the City's Pavement Preservation Program, to
include sustained financing in Street Fund #101 and Pavement Preservation Fund #311.
3. Pursue state and federal financial assistance to address transportation concerns along
the entire Barker Corridor.
4. Continue with, and expand where possible, economic development efforts including the
retention and expansion of existing businesses and recruitment of new businesses.
5. Continue to foster relationships with federal, state, county, and local legislators.
6. Pursue financing for Balfour Park and Appleway Trail amenities and continue the
acquisition of park land.
7. Pursue financing for connections between the Appleway Trail, Balfour Park, Dishman Hills
and the Centennial Trail creating where possible, a continuous loop for citizens.
8. Maximize law enforcement contract staffing levels by enhancing recruiting efforts,
minimizing out-of-service days, increasing retention, and taking steps to make the officer
positions and the Spokane Valley Police Department increasingly appealing as a career
path for those seeking to pursue a law enforcement career in Spokane Valley.
9. Pursue opportunities to increase community interactions, share information, and obtain
feedback on current and future projects and priorities.
10. Prioritize involvement in public safety, in particular discussions regarding the jail and the
criminal justice system, in order to maintain an understanding of options to keep our
costs under control.
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Financial Projection
Looking towards the future,
strategies have been adjusted from the 2019 Business Plan. This Business Plan is the tool we use to guide
and forecasted projections. The Business Plan includes performance measures to determine the level
amount of effectiveness and efficiency in which work is performed. Over time, this provides the City with
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 2020 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
ther.
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
a five-year horizon. 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 following financial projection is being created during a relatively robust economic cycle and as a
consequence reflects a generally positive trend with an increase in both revenues and expenditures of
roughly 3% in most categories for each year through 2024.
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Table 1.1, page 1
CITY OF SPOKANE VALLEY, WA2/10/2020
General Fund Budget Projection
2020
Adopted2021202220232024
BudgetProjectionProjectionProjectionProjection
RECURRING ACTIVITY
Revenues
Property Tax112,432,40012,582,40012,732,40012,882,40013,032,400
Sales Tax224,632,90025,125,60025,628,10026,140,70026,663,500
Sales Tax - Public Safety 31,162,6001,185,9001,209,6001,233,8001,258,500
Sales Tax - Criminal Justice42,052,3002,093,3002,135,2002,177,9002,221,500
Gambling Tax and Leasehold Excise Tax5384,000391,700399,500407,500415,700
Franchise Fees/Business Registration61,220,0001,256,6001,294,3001,333,1001,373,100
State Shared Revenues71,688,2001,738,8001,791,0001,844,7001,900,000
Fines and Forfeitures/Public Safety81,077,7001,088,5001,099,4001,110,4001,121,500
Community and Public Works92,129,8002,193,7002,259,5002,327,3002,397,100
Recreation Program Revenues10659,200679,000699,400720,400742,000
Miscellaneous Department Revenue1121,00021,20021,40021,60021,800
Miscellaneous & Investment Interest12791,700807,500823,700840,200857,000
Transfer-in - #105 (h/m tax-CP advertising)1330,00030,00030,00030,00030,000
Total Recurring Revenues48,281,80049,194,20050,123,50051,070,00052,034,100
Expenditures
City Council14622,187640,900660,100679,900700,300
City Manager15997,8821,027,8001,058,6001,090,4001,123,100
Legal16707,942729,200751,100773,600796,800
Public Safety1726,599,21427,397,20028,219,10029,065,70029,937,700
Deputy City Manager18277,187285,500294,100302,900312,000
Finance / IT191,478,5231,522,9001,568,6001,615,7001,664,200
Human Resources20313,316322,700332,400342,400352,700
City Hall Operations and Maintenance21296,270305,200314,400323,800333,500
Community & Public Works - Engineering221,971,7312,030,9002,091,8002,154,6002,219,200
Community & Public Works - Economic Dev231,119,8291,153,4001,188,0001,223,6001,260,300
Community & Public Works - Building & Planning242,420,4142,493,0002,567,8002,644,8002,724,100
Parks & Rec - Administration25352,227362,800373,700384,900396,400
Parks & Rec - Maintenance26917,500945,000973,4001,002,6001,032,700
Parks & Rec - Recreation 27325,921335,700345,800356,200366,900
Parks & Rec - Aquatics28501,853516,900532,400548,400564,900
Parks & Rec - Senior Center2943,447399,350401,250401,450401,500
Parks & Rec - CenterPlace30965,359994,3001,024,1001,054,8001,086,400
General Government311,321,1111,360,7001,401,5001,443,5001,486,800
Transfers out - #204 (2016 LTGO debt service)32401,450401,500401,400401,150398,950
Transfers out - #309 (parks capital projects)33160,000164,800169,700174,800180,000
Transfers out - #311 (pavement preservation)34982,0231,011,5001,041,8001,073,1001,105,300
Transfers out - #501 (CenterPlace kitchen reserve)3536,60036,600000
Transfers out - #502 (insurance premium)36410,000422,300435,000448,100461,500
Total Recurring Expenditures43,221,98644,860,15046,146,05047,506,40048,905,250
Recurring Revenues Over (Under)
Recurring Expenditures5,059,8144,334,0503,977,4503,563,6003,128,850
NONRECURRING ACTIVITY
Revenues
Grant proceeds70,0000000
Total Nonrecurring Revenues70,0000000
Expenditures
General Government - IT capital replacements190,0000000
Public Safety (carpet & workstation replacement)15,0000000
Building (equipment for new Code Enf. Officer)13,7000000
Parks & Rec (carpet at CenterPlace)9,5000000
Transfers out - #309 (CenterPlace west lawn)1,500,0000000
Transfers out - #501 (new Code Enf. vehicle)30,0000000
Total Nonrecurring Expenditures1,758,2000000
Nonrecurring Revenues Over (Under)
Nonrecurring Expenditures(1,688,200)0000
EXCESS (DEFICIT) OF TOTAL REVENUES
OVER (UNDER) TOTAL EXPENDITURES3,371,6144,334,0503,977,4503,563,6003,128,850
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ESTIMATED BEGINNING UNRESTRICTEDFUND BAL.38,205,56741,577,18145,911,23149,888,68153,452,281
ESTIMATED ENDING UNRESTRICTED FUND BAL.41,577,18145,911,23149,888,68153,452,28156,581,131
Ending fund balance as a % or recurring expenditures96.19%102.34%108.11%112.52%115.70%
Table 1.1, page 2
Projection Assumptions
2021202220232024
ProjectionProjectionProjectionProjection
Projection assumes:
1An increase of0.00%plus new construction of $150,000per year through 2024
2An increase of 2.00%in 2021,2.00%in 2021,2.00%in 2023, and2.00%in 2024
3An increase of 2.00%in 2021,2.00%in 2021,2.00%in 2023, and2.00%in 2024
4An increase of 2.00%in 2021,2.00%in 2022,2.00%in 2023, and2.00%in 2024
5An increase of 2.00%in 2021,2.00%in 2022,2.00%in 2023, and2.00%in 2024
6An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
7An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
8An increase of 1.00%in 2021,1.00%in 2022,1.00%in 2023, and1.00%in 2024
9An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
10An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
11An increase of 1.00%in 2021,1.00%in 2022,1.00%in 2023, and1.00%in 2024
12An increase of 2.00%in 2021,2.00%in 2022,2.00%in 2023, and2.00%in 2024
13An increase of 0.00%in 2021,0.00%in 2022,0.00%in 2023, and0.00%in 2024
14An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
15An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
16An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
17An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
18An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
19An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
20An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
21An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
22An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
23An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
24An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
25An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
26An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
27An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
28An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
29An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
30An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
31An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
32An increase of 0.01%in 2021,-0.02%in 2022,-0.06%in 2023, and-0.55%in 2024
33An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
34An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
35An increase of 0.00%in 2021,-100.00%in 2022,0.00%in 2023, and0.00%in 2024
36An increase of 3.00%in 2021,3.00%in 2022,3.00%in 2023, and3.00%in 2024
Table 1.1 Financial Forecast and Program Impact Summary
The General Fund forecast for the years 2021 through 2024 uses the adopted 2020 Budget as a beginning
point and currently assumes levels of service that are identical to those provided by the City in 2020.
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 2020 is as of
February 10, 2020 and is based upon preliminary and unaudited figures. As we progress through the
process of "closing the 2019 books" we anticipate this figure will change due to the fact we will continue
to record both 2019 revenues and expenses as we become aware of them.
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Table 1.2 Primary General Fund Revenue Sources
$60,000,000
48,351,800
$50,000,000
46,699,819
42,983,044
48,888,850
38,396,726
44,751,345
$40,000,000
35,911,071
39,384,770
35,883,904
37,208,871General Fund Revenue
27,382,592
$30,000,000
Sales Tax Revenue
23,837,199
20,581,82127,847,800
25,622,894
16,841,447Property Tax Revenue
18,706,461
$20,000,000
22,440,651
19,707,676
12,165,125
10,841,559
11,613,056
11,280,147
10,681,62017,437,732
$10,000,000
12,432,400
11,708,911
11,414,107
10,799,123
11,129,377
$0
2011201220132014201520162017201820192020
*2019 figures are preliminary and unaudited as of February 10, 2020. 2020 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 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 will strive to:
- Maintain basic service levels with minimal resources to achieve success.
- Minimize personnel costs and overhead by continuing to contract for services when it makes
financial sense to do so.
- Continue the six-year Business Plan process.
- Leverage City funds with grant opportunities.
- Minimize City debt with a pay as you go philosophy.
o The State of Washington sets the maximum level of allowable debt for cities based on assessed
value of property. The City of Spokane Valley carries an exceptionally low debt burden and
currently utilizes only 1.75% of its total debt capacity, and more importantly, only 8.77% of non-
voted bond capacity.
- Strive to prioritize spending in the annual budget process and minimize the mid-year addition of
projects and appropriations.
Financial Objectives
- Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring
expenditures.
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- Maintain a minimum General Fund Ending Fund Balance of at least 50% of the recurring expenditure
budget. This is adequate to meet cash flow needs and is the equivalent of six months of general
fund operations.
- If necessary, utilize a portion of the Service Level Stabilization Reserve Fund ($5.5 million) to
maintain ending fund balance minimum.
- Commit to the strategy that the Service Level Stabilization Reserve Fund will not be reduced below
$3.3 million (60% of $5.5 million).
- Maintain the 2020 property tax assessment the same as 2019 with the exception of new
construction. As in the previous ten years, the City will forego the one-percent annual increase to
property tax allowable under RCW 84.52.050. We anticipate this will result in a total levy of
$12,332,400 which includes the 2019 levy of $12,182,400 plus estimated new construction of
$150,000. The allowable potential increase will be banked for future use as provided by law. ŷźƭ
Ǟƚǒƌķ ƩĻƦƩĻƭĻƓƷƭ ƷŷĻ ĻƌĻǝĻƓƷŷ ĭƚƓƭĻĭǒƷźǝĻ ǤĻğƩ ƷŷğƷ ǞĻ ŷğǝĻ ƓƚƷ źƓĭƩĻğƭĻķ ƚǒƩ /źƷǤ ƦƩƚƦĻƩƷǤ Ʒğǣ
ğƭƭĻƭƭƒĻƓƷ.
- 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.
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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, the most recent Comprehensive Plan Update that was completed in the
latter part of 2016, 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 SV Express System 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 who provide Council
with specialized knowledge to assist them 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 reports that present complex information in a manner that makes it understandable and
approachable. In addition, performance measure results are 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.
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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 S trengths, W eaknesses, O pportunities and T hreats 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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Departmental Business Plans
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The City of Spokane Valley incorporated March 31, 2003, as a non-charter
code city and operates under a Council-Manager form of government. It is
City
governed under the optional municipal code of RCW Chapter 35A. Under
this form of government, legislative authority is concentrated in the elected
City Council, which hires a professional administrator to implement its
Council
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
of the City versus each Councilmember representing a specified area within
To be responsive,
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
In addition to the position of Mayor, pursuant to RCW 35A.13.035, a Mayor
quality of life.
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.
Rod Higgins,
Deputy Mayor Brandi Peetz,
Position 1
Position 2
Pam Haley,
Arne Woodard,
Mayor Ben Wick,
Position 5
Position 3
Position 4
Tim Hattenburg,
Linda Thompson,
Position 6
Position 7
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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.
Adopted 2020 Budget is $622,187 which reflects an decrease of $274 or .04% under the 2019
Budget
State Lobbyist would be reduced by $8,000 from $62,000 to $54,000. This would result in a
reduction in lobby services.
Travel & Mileage is reduced by $8,000 from $32,000 to $24,000. This would reduce the number
of meetings and conferences that Councilmembers attend in order to represent the City.
Printing & Binding is reduced by $500 from $500 to $0.
-3%
Registrations are reduced by $2,100 from $10,500 to $8,400. This would reduce the number of
meetings and conferences that Councilmembers attend in order to represent the City.
($18,600)
State Lobbyist is reduced by $12,000 from $62,000 to $50,000. This would result in a reduction
in lobby services.
Postage would be reduced by $200 from $1,000 to $800. This would result in less opportunity to
provide mailing to constituents.
Travel/Mileage Federal Lobby would be reduced by $6,000 from $18,000 to $12,000. This would
result in reducing Councilmember travel to Washington D.C. to lobby federal legislators and
-6%
granting agencies (from 3 Councilmembers twice per year to 2 Councilmembers twice per year).
Travel & mileage is reduced by $15,200 from $32,000 to $16,800. This would reduce the number
of meetings and conferences that Councilmembers attend in order to represent the City.
($37,400)
Printing & Binding is reduced by $500 from $500 to $0.
Registrations are reduced by $3,500 from $10,500 to $7,000. This would reduce the number of
meetings and conferences that councilmembers attend in order to represent the City.
State Lobbyist would be reduced by $12,000 from $62,000 to $50,000. This would result in a
reduction in lobby services.
Federal Lobbyist would be reduced by $3,500 from $82,000 to $78,500.
Postage would be reduced by $500 from $1,000 to $500. This would result in less opportunity
to provide mailing to constituents.
-9%
Travel/Mileage Federal Lobby would be reduced by $12,000 from $18,000 to $6,000. This
would result in reducing Councilmember travel to Washington D.C. to lobby federal legislators
and granting agencies (from 3 Councilmembers twice per year to 1 Councilmembers twice per
($56,000)
year).
Travel & mileage is reduced by $20,000 from $32,000 to $12,000. This would reduce the
number of meetings and conferences that Councilmembers attend in order to represent the
City.
Software Licenses and Maintenance would be reduced by $500 from $500 to $0.
Printing & Binding is reduced by $500 from $500 to $0.
19 | Page
City
The City Manager Department is accountable to the City Council
for the operation of the organization, effective support of elected
officials in achieving their goals, fulfillment of the statutory
Manager
requirements of the City Manager, implementation of City Council
policies and the provision of a communication linkage among
citizens, the City Council, City departments and other government
Mission
agencies.
To provide the City Council
The City Manager Department includes the City Clerk, Contract
Administration as well as oversight of the police services contract
and employees with
for the City. Additionally, Human Resources and the Office of the
professional leadership,
City Attorney are included in the
departments work directly with all other departments and have
sage advice and to work
their own mission statements and goals.
together to implement best
practices to achieve
adopted goals and deliver
quality services to the
community.
City Manager
Executive
Police Contract
Assistant
City
Clerk
Senior Administrative
Analysist
Deputy City
Clerk
Administrative
Analysist
Administrative
Assistant
City Council
20 | Page
City Manager
program planning, fiscal management, administration, and operation of all City functions, programs and
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,
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
Manager.
Essential Services:
Directs the i
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;
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 ManagAccomplishments
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.
21 | Page
- Select budget-balancing options to implement.
- Obtain Council authorization to proceed with selected option(s).
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 sbudget.
Workload Indicators 2014 2015 2016 2017 2018 2019
Weekly Meetings with department heads to
attain Council Goals
Goal Attainment Progress (Business Plan)
posted to website by February 25 annually
(after the winter Council Workshop)
Number of Council meetings 50 48 77 47 53 53
Draft of Departmental Business Plans
completed annually by June 30
General Fund Budget Projection reviewed and
updated annually
Balanced budget presented to City Council
annually
Ordinances passed 21 26 18 14 27 21
Resolutions passed 15 12 12 20 11 19
City Clerk
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
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;
Administers insurance claims;
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, 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;
22 | Page
Attends all Council meetings and transcribes minutes;
Presides at bid openings;
Is responsible for publication of all legal notices;
Communicates with and provides information to citizens;
Processes requests for use of the City Logo;
Participates on the Governance Manual Committee; and
Serves as official Parliamentarian at Council meetings.
Workload Indicators 2014 2015 2016 2017 2018 2019
Number of boxes of records added to storage 36 85 70 240 118 79
Number of new public records requests 276 296 295 288 483 553
received and processed or still in process
Number of boxes of records destroyed after 40 42 49 71 68 67
meeting retention requirements
Number of boxes sent to State Archives in - - - 65 0 0
Cheney for permanent storage
Number of files/documents destroyed after 1,233 759 689 7,924 81 1,132
meeting retention requirements
Number of address files scanned and 3,221 7,001 11,038 4,142 - -
destroyed*
Number of new contracts processed 243 238 228 276 264 262
*This project was completed in 2017.
Performance Measures
Public Records Request
7
6
5
4
3
2
1
0
2016201720182019
Average number of days to respond to public record request
Average number of days to complete public record request
23 | Page
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
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 ensuring 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 be
specific costs. A dedicated property and drug crimes unit was also created to ensure emphasis is placed
on the crimes that are affecting Spokane Valley to the greatest degree. For 2019, the City utilized 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
24 | Page
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.
Solid Waste
Contract Administration has been part of the negotiation and evaluation teams for solid waste disposal
and cte 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 departme
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 ser-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 ensure 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.
ServiceSV 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
25 | Page
Goals & Strategies
Formalize public accountability in City operations through incorporating the Business Plan into
decision-
collaborative government is the third Core Value adopted by City Council.
- Incorporate the Business Plan in th-making process to enhance accountability
through implementation of performance results.
-
- 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.
Adopted Budget is $997,882 which reflects an increase of $33,355 or 3.46 % over the 2019
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
-
necessary.
-3%
-
Supplies are reduced from $3,300 to $3,000 for a total reduction of $300 or 9.09%.
-
Small Tools & Minor Equipment is reduced from $1,000 to $500 for a total reduction of $500
($29,486)
-
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.
-
-
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.
-6%
-
Supplies are reduced from $3,300 to $3,000 for a total reduction of $300 or 9.09%.
-
Small Tools & Minor Equipment is reduced from $1,000 to $500 for a total reduction of $500
-
($58,978)
or 50%.
-
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%
26 | Page
Wages, payroll taxes and benefits are reduced from $912,685 to $820,930 for a total reduction
-9%
of $91,755 or 10.05%. This represents a reduction of FTE from 7.00 to 6.00, eliminating one
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
($91,755)
-
as necessary.
27 | Page
Office of the
including oversight of claims and litigation. The Office of the City
Attorney is responsible for providing legal advice and support to City
City Attorney
Council and City employees, as well as prosecute and defend all civil
matters not assigned to outside counsel. This office works
Mission
extensively with all City departments.
To assist in implementing
Council policy by
City Attorney
providing clear legal
direction and meaningful
assistance to Council, and
to staff who implement
Administrative
City programs. Maintain
Assistant
a positive and creative
workplace.
Deputy City
Attorney
Attorney
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 three full-time
attorneys, 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.
28 | 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;
Maintain office and document organization necessary to successfully complete all tasks;
Represent the City on regional law and justice boards; and
Provide guidance to staff on solid waste issues.
Goals & Strategies
1. To have a fully-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.
29 | Page
Workload Indicators 2014 2015 2016 2017 2018 2019
Work order requests processed 274 254 295 280 298 246
Legal memoranda 26 28 25 16 7 16
Public record requests processed* 11 22 46 24 33 30
Number of open litigation matters including 21 44 23 63 48 56
enforcement matters
Number of closed litigation matters 15 27 17 37 44 37
including enforcement matters
Training classes taught 10 6 9 9 9 10
Average number of days for completion of 17 18 26 19 16 26
tasks
Ordinances and resolutions drafted 36 38 30 34 36 40
Contracts reviewed 209 214 255 342 351 313
*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
$0
201420152016201720182019
Internal CounselOutside 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.
30 | Page
Percentage of satisfaction
100%
99%
98%
97%
96%
95%
94%
93%
92%
201420152016201720182019
Legal advice was timelyLegal 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 internal clients
reporting that legal advice was clear and relevant.
400
350
300
250
200
150
100
50
0
201420152016201720182019
Work order requests processedContracts 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. This table does not include the code enforcement cases and litigation cases which the Office
of City Attorney has also worked on during the year.
31 | Page
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.
Adopted 2020 Budget is $707,942 which reflects an increase of $59,186 or 9.12% over the
2019 Budget due to approval of Code Enforcement Attorney going to full time from half time
Wages, payroll taxes and benefits are reduced from $547,035 to $528,499 for a total
reduction of $18,536 or 3.39%. 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
-3%
production for the attorneys on issues as they would have to take on these tasks as well.
Office Supplies are reduced from $1,751 to $1,561 for a total reduction of $190 or 11%.
($19,126) Filing & Recording Fees are reduced from $10,000 to $9,600 for a total reduction of $400 or
4%. 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 $547,035 to $509,962 for a total reduction
of $37,073 or 6.78%. 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
-6%
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 $1,751 to $1,561 for a total reduction of $190 or 11%.
($38,287)
Filing & Recording Fees are reduced from $10,000 to $8,976 for a total reduction of $1,024 or
10.25%. 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.
32 | Page
Wages, payroll taxes and benefits are reduced from $547,035 to $509,962 for a total
reduction of $37,073 or 6.78%. 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 $1,751 to $1,561 for a total reduction of $190 or 11%
Spokane County GIS is reduced from $1,000 to $750 for a total reduction of $250 or 25% will
-9%
reduce/eliminate obtaining maps on projects that may be needed for hearings, trials
analysis on community and economic development projects.
($57,440)
Legal is reduced from $45,875 to $30,056 for a total reduction of $15,819 or 34.5%. This
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 $2,160 for a total reduction of $840 or
28%.
Filing & Recording Fees are reduced from $10,000 to $6,732 for a total reduction of $3,268
or 32.68%. 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.
33 | Page
The Human Resources office is responsible for providing personnel
Human
consultation and employee services to the management of the City
of Spokane Valley and its employees, supporting a workforce that is
Resources
motivated to deliver quality services to the community.
Mission
Human Resource
Manager
To promote an
employment environment
that supports the mission
of the City and the
development of its
employees.
Human Resource
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 107 interviews, filling 26 positions in
2019. 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
$33,000 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
34 | Page
Americans with Disabilities Act
ommodation, 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.
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 2014 2015 2016 2017 2018 2019
Number of City FTEs 87.25 87.25 87.40 89.25 89.25 93.75
Personnel action forms processed 157 166 122 139 150 230
Number of training classes facilitated or 8 6 4 8 6 6
coordinated
Employees hired* 8 12 6 10 16 13
Average number of applications received 29.7 24.08 33.4 25 29 30
per recruitment cycle
* Includes regular employeespermanent FT/PT employees; limited term; does not include temporary/seasonal
employees
35 | Page
Performance Measures
Employee satisfaction with Human
From 2013 the percentage of
employees satisfied with the
Resources
Human Resources Department
102.00%
has exceeded 93% and has
100.00%
increased to its current level of
98.00%
100%. The percentage of
employees indicating they are
96.00%
94.00%
and in 2019 that measurement
92.00%
was 87%.
90.00%
88.00%
201420152016201720182019
Annual non-manager performance reviews
completed within 30 day of anniversary date
60%
In 2019 53% of employee
50%
evaluations were completed
in 30 days or less with the
40%
average days for completion
30%
being 58.
20%
10%
0%
201420152016201720182019
Percentage rate of employee turnover
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
201420152016201720182019
36 | Page
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 2020 Budget is $313,316 which reflects an increase of $7,473 or 2.44% over the
2019 Budget
Supplies are reduced from $750 to $550 for a total reduction of $200 or 27%.
Legal Services are reduced from $2,000 to $500 for a total reduction of $1,500 or 75%.
Eliminating the ability to consult council on employment decisions and/or actions.
Advertising is reduced from $3,000 to $300 for a total reduction of $2,700 or 90%. Reducing
the ability to advertise employment opportunities.
-3%
Travel is eliminated limiting the ability to remain current with applicable State and Federal
employment legislation.
Memberships are reduced from $800 to $550 for a total reduction of $250 or 31% resulting
($9,105)
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 $920 for a total reduction of $580 or 40%
resulting in the minimum required level to be eligible for the WellCity Award and the 2%
reduction in healthcare expenses.
Wages, payroll taxes and benefits are reduced from $281,331 to $272,498 for a total reduction
of $8,833 or 3%. Resulting in a reduction of .1 FTE. This reduction would eliminate some
employee wellness activities.
Copier Maintenance is reduced from $1,000 to $450 for a total reduction of $550 or 48%.
-6%
($18,488)
Wages, payroll taxes and benefits are reduced further from $272,498 to $263,858 for a
reduction of $8,640 or 3%, resulting in a reduction of 0.2 FTE. This reduction would result in
the elimination of some employee wellness and recruitment activities.
Wellness supplies are eliminated for a reduction of $500 or 100%.
-9%
($28,628)
37 | Page
The Finance and Information Technology (IT) Department
provides financial management services for all City departments.
Finance &
Responsibilities include accounting and financial reporting,
payroll, accounts payable, some purchasing, budgeting and
Information
financial planning, treasury, investments and information
Technology
technology. The department is also responsible for generating
Mission
Finance is responsible for the administration, coordination,
supervision and control of financial activities engaged in
To assist the City Council,
by the City. These functions are performed through a combination
of interrelated activities including financial management, general
City staff and citizens in
accounting and information technology.
the areas of financial
planning, budgeting,
financial reporting and
overall stewardship of the
resources.
Finance Director
Our information
technology (IT) group
seeks to understand
technology and how it can
Accounting
Accounting
best serve internal and
Technician
Manager
(2 FTE)
external IT users.
Accountant Budget Database
AnalystAdministrator
(3.75 FTE)
IT Manager
IT Specialist
(2 FTE)
Essential Services:
38 | Page
Financial management responsibilities include:
Budget development and monitoring;
Preparation of periodic budget amendments;
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;
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:
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 2019 Annual Financial Report by May 30, 2020
- 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.
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
39 | Page
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, ite, anticipated replacement date, and replacement cost.
Workload Indicators 2014 2015 2016 2017 2018 2019
Number of computer workstations 140 140 140 155 155 168
Number of tablets supported 20 27 31 35 35 22
Number of physical servers supported 17 22 10 15 10 8
Number of virtual servers supported 8 15 25 28 29 23
Number of appliances supported 55 45 50 50 50 49
54 39 37 72 10 38
Network Hardware - 75 76 87 95 94
Performance Measures
60
Help desk requests and
50
workstations per IT FTE per
month dropped in 2014 due to
40
hiring an additional IT staff
30
person that year.
20
10
0
201420152016201720182019
Help desk requests per month per IT FTEWorkstations per IT FTE
40 | 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.
Adopted 2020 Budget is $1,478,523 which reflects an increase of $50,823 or 3.56% over the
2019 Budget
Wages, payroll taxes and benefits are reduced from $1,443,953 to $1,408,617 for a total
reduction of $35,336 or 2.54%. This represents a reduction of 0.3 FTEs, which would slow
City payments to vendors and increase the time needed for financial analysis.
Supplies are reduced from $6,450 to $3,500 for a total reduction of $2,950 or 45.74%. The
reduction would affect the department's ability to respond to needs for larger equipment
items such as scanners or chairs.
-3%
Professional services are reduced from $2,500 to $1,500 for a total reduction of $1,000 or
40%. The reduction would hinder the City's ability to hire consultants for any continuing
disclosure requirements on our bond issues.
($44,586)
Travel is reduced from $5,200 to $4,200 for a total reduction of $1,000 or 19.23%. This
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 $8,000 for a total reduction of $3,800 or 32.20%.
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 $1,443,953 to $1,359,166 for a total
reduction of $84,787 or 5.87%. This represents a reduction of 0.85 FTEs, which in addition to
above would potentially compromise
Office and would slow the outside agency and lodging tax grant award processes.
Supplies are reduced from $6,450 to $3,500 for a total reduction of $2,950 or 45.74%. The
reduction would affect the department's ability to respond to needs for larger equipment
items such as scanners or chairs.
-6%
Professional services are reduced from $2,500 to $1,000 for a total reduction of $1,000 or 40%.
The reduction would hinder the City's ability to hire consultants for any continuing disclosure
requirements on our bond issues.
($84,787)
Travel is reduced from $5,200 to $4,200 for a total reduction of $1,000 or 19.23%. This
reduction would limit staff availability to access training opportunities.
Registrations are reduced from $11,800 to $8,000 for a total reduction of $3,800 or 32.20%.
This reduction would limit access to training classes that keep staff current with accounting
standards and new technology.
41 | Page
Wages, payroll taxes and benefits are reduced from $1,443,953 to $1,303,593 for a total
reduction of $140,360 or 9.72%. This represents a reduction of 0.75 FTEs, which in addition
to above would significantly compromise segregation of duties required by the State
weeks, and the ability to accommodate the Outside Agency and Lodging Tax award
-9%
processes would be seriously compromised without assistance from other City
departments.
($140,360)
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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.
Adopted 2020 Budget is $3,501,184 which reflects an decrease of $8,507,216 or 70.84% under
the 2019 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
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 $218,000 to $198,400 for a total
reduction of $19,600 or 8.99%. This reduction would
unforeseen issues that may arise throughout the year.
-3%
Outside Agency funding is reduced from $182,000 to $102,000 for a total reduction of
g to local
social service and economic development agencies.
($99,600)
Professional services misc. studies are reduced from $218,000 to $193,600 for a total
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%. Th
-6%
social service and economic development agencies to the point of perhaps only funding one
or two awards.
($199,400)
Transfers out to the Parks Capital Projects Fund #309 are reduced from $160,000 to $110,000
finance future park capital projects.
Professional services misc. studies are reduced from $218,000 to $161,500 for a total
address unforeseen issues that may arise throughout the year.
Outside Agency funding is reduced from $182,000 to $25,000 for a total reduction of
-9%
social service and economic development.
($299,000)
Transfers out to the Parks Capital Projects Fund #309 are reduced from $160,000 to $74,500
for a total red
ability to finance future park capital projects.
43 | Page
With offices located in the CenterPlace Regional Event Center,
the Parks & Recreation Department consists of six divisions:
Parks &
Parks Administration, Parks Maintenance, Recreation,
Aquatics, Senior Center and CenterPlace. The Department is
Recreation
comprised of nine FTEs. Parks Maintenance and Aquatics
services are contracted with external businesses or agencies.
The Parks & Recreation Department also maintains a database
Mission
of local recreation programs and services to help match citizens
with existing services.
To enrich the quality of life
for everyone who lives,
works in or visits Spokane
Valley through quality
Parks & Recreation
Director
programs, parks and
events.
Administrative Recreation
AssistantCoordinator
Maintenance
Senior Center
Worker/Facilities
Specialist
(2 FTE)
CenterPlace
Coordinator
CenterPlace Office CenterPlace Office
Assistant 2Assistant 1
44 | Page
Parks Administration and Maintenance
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
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.
- Complete implementation of Browns Park Master Plan amenities.
45 | Page
2. Work with Centennial Trail Partners to implement new maintenance agreement.
- Seek grant opportunities for capital repairs.
- Implement a six-year maintenance plan.
Workload Indicators 2014 2015 2016 2017 2018 2019
Developed acres maintained 133.6 133.6 133.6 133.6 133.6 184.26
Trees planted 10 10 4 25 25 15
Overall number of park facility reservations/year 428 425 431 511 536 570
Number of recreation classes offered 158 189 189 165 167 177
Number of open swim hours available/season 1,251.5 1,465 1,465 1,112 1,198 1,180
Number of swim lesson/team registrations 1,510 1,582 1,582 1,647 1,608 1,588
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
Performance Measures 2014 2015 2016 2017 2018 2019
Developed park acres per 1,000 population 1.4 1.4 1.4 1.4 1.4 1.9
Recreation program recovery vs. direct cost¹ 104% 104% 108% 103% 105% 117%
Parks & Recreation recurring budget per $29.43 $29.69 $29.67 $29.77 $31.23 $31.41
capita
Cost to maintain Centennial Trail $0.05 $0.05 $0.05 $0.05 $0.07 $0.07
Trail mile/ per capita
Miles of trail per 1,000 households .076 .076 .076 .076 .076 .070
¹Calcualated expenditures divided by revenue
The six-year average Parks & Recreation recurring budget per capita is $30.02. The City has
increased the budget to remain consistent with population growth.
o Population increase from 2014 to 2019 is 9.5% (92,050 to 96,270) per State of Washington
Office of Financial Management
o Per capita recurring budget increase from 2014-2019 is 9.30% ($29.43 to $31.41)
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;
46 | Page
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.
Goals & Strategies
1. Implement the updated CenterPlace Regional Marketing and Communications Plan.
- Increase seasonal staffing to accommodate a higher level of service.
-
- 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.
- Complete Phase 2 construction of West Lawn project.
- Replace roof.
- Continue to replace flooring and furniture throughout building.
Workload Indicators 2014 2015 2016 2017 2018 2019
Number of area businesses/hotels contacted for 7,300 5,617 5,617 4,167 4,155 3,015
use of CenterPlace¹
Number of reservations per year 844 919 923 1,041 1,047 1,106
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 4,040 6,503 7,767 8,321 8,714 8,365
¹Area businesses were contacted by CenterPlace from a list developed by our marketing consultant.
Performance Measures 2014 2015 2016 2017 2018 2019
Percentage of facility capacity per Great Room 23.7% 27% 22% 30% 26.7% 30%
reserved¹
Percentage cost recover per CenterPlace² 50% 54% 49% 49% 51% 57%
Percentage area business utilizing 5% 3.7% 5% 5% 5.5% 7%
CenterPlace³
Percentage of facility capacity per Lounge 9% 22% 20% 11% 18.7% 9.4%
reserved
Percentage of regional use of facility 9.1% 4.2% 4% 7% 8.5% 9%
¹ 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 51.66%.
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.
This is the number of total hours (2809) available in the Lounge divided by actual hours used.
47 | 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 2014 2015 2016 2017 2018 2019
Number of participants in senior programs or 34,193 26,329 28,003 25,396 27,343 27,000
workshops per year
Average age of senior participating in 74.7 75.5 74.5 74.5 76.2 76.0
programs
Number of senior programs offered per year 50 39 39 35 43 50
Performance Measures 2014 2015 2016 2017 2018 2019
Percentage of Spokane Valley seniors who 56% 30% 33% 30% 35% 42%
participate in health and wellness programs
48 | Page
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.
Adopted 2020 Budget is $3,106,561 which reflects an increase of $67,731 or 2.23 revised %
over the 2019 Budget
Professional Services under Aquatics is reduced from $430,000 to $387,000 for a reduction
of $43,000 or 10%. This will eliminate one week of the summer pools season at all three
outdoor pools.
Misc. Services under Aquatics is reduced from $2,800 to 0 for a reduction of $2,800 or 100%.
This will eliminate this line item.
Office and Operating Supplies under Aquatics is reduced from $500 to 0 for a reduction of
$500 or 100%. This will eliminate this line item.
Small Tools and Minor Equipment under Aquatics is reduced from $1,500 to 0 for a
reduction of $1,500 or 100%. This will eliminate this line item.
Advertising under Aquatics is reduced from $500 to 0 for a reduction of $500 or 100%. This
will eliminate this line item.
Small Tools and Minor Equipment under Administration is reduced from $1,000 to 0 for a
reduction of $1,000 or 100%. This will eliminate this line item.
Travel and Mileage under Administration is reduced from $2,850 to 0 for a total reduction
of $2,850 or 100%. This will eliminate any travel or training.
Subscriptions under Administration is reduced from $200 to 0 for a reduction of $200 or
100%. This will eliminate this line item.
Conference Registrations under Administration is reduced from $1,000 to 0 for a reduction
-3%
of $1,000 or 100%. This will eliminate any travel or training.
Travel and Mileage under CenterPlace is reduced from $2,000 to 0 for a reduction of $2,000
($96,400)
or 100%. This will eliminate any travel or training.
Advertising under CenterPlace is reduced from $60,000 to $30,000 for a reduction of
$30,000 or 50%. This will negatively impact our ability to market CenterPlace.
Conference Registrations under CenterPlace is reduced from $1,500 to 0 for a reduction of
$1,500 or 100%. This will eliminate any travel or training.
Repair and Maintenance Supplies under Maintenance is reduced from $2,000 to 0 for a
reduction of $2,000 or 100%. This will eliminate this line item.
Small Tools and Minor Equipment under Maintenance is reduced from $1,500 to 0 for a
reduction of $1,500 or 100%. This will eliminate this line item.
Travel and Mileage under Recreation is reduced from $2,850 to 0 for a reduction of $2,850
or 100%. This will eliminate any travel or training.
Conference Registrations under Recreation is reduced from $1,500 to 0 for a reduction of
$1,500 or 100%. This will eliminate any travel or training.
Travel and Mileage under the Senior Center is reduced from $1,000 to 0 for a reduction of
$1,000 or 100%. This will eliminate any travel or training.
Conference Registrations under the Senior Center is reduced from $850 to 0 for a reduction
of $800 or 100%. This will eliminate any travel or training.
49 | Page
Professional Services under Administration is reduced from $35,000 to $10,000 for a reduction
of $25,000 or 71%. This will eliminate the consultant work for the Valley Mission Horse Arena
Master Plan.
Clothing and Uniforms under Administration is reduced from $500 to $250 for a reduction of
$250 or 50%. This will eliminate Spokane Valley staff clothing.
Small Tools and Minor Equipment under Recreation is reduced from $200 to 0 for a reduction
of $200 or 100%. This will eliminate this line item.
Professional Services under Aquatics is reduced from $430,000 to $344,000 for a reduction of
-6%
$86,000 or 20%. This will eliminate two weeks of summer pools season at all three outdoor
pools.
($183,500)
Small Tools and Minor Equipment under the Senior Center is reduced from $1,100 to 0 for a
reduction of $1,100 or 100%. This will eliminate this line item.
Advertising under the Senior Center is reduced from $500 to 0 for a reduction of $500 or 100%.
This will eliminate our ability to promote the Senior Center.
Equipment Repair and Maintenance under the Senior Center is reduced from $1,500 to 0 for a
reduction of $1,500 or 100%. This will eliminate this line item.
Small Tools and Minor Equipment under CenterPlace is reduced from $20,850 to $5,300 for a
reduction of $15,550 or 75%. This will significantly reduce our ability to maintain CenterPlace.
Professional Services under Aquatics is reduced from $430,000 to $301,000 for a reduction of
$129,000 or 30%. This will eliminate three weeks of the summer pool season for all three
outdoor pools.
Advertising under CenterPlace is reduced from $30,000 to $20,000 for a total reduction of
-9%
$40,000 or 33.3%. This will virtually eliminate our ability to market CenterPlace.
Parks Maintenance Contract under Maintenance is reduced from $830,000 to $785,000 for a
reduction of $45,000 or 5.50%. This will shorten the park maintenance season by three weeks.
($281,750)
Maintenance of Parks and facilities would be pushed back from April 15 to May 1 and from
October 15 to October 1.
Clothing and Uniforms under Administration is reduced from $250 to 0 for a reduction of $250
or 100%. This would eliminate this line item.
50 | Page
The Deputy City Manager works under the general direction of the City
efforts toward the achievement of departmental objectives and the
objectives of the City government as a whole. The Deputy City Manager
Deputy City
participates in and makes suggestions to the City Manager in the
Manager
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
Community & Public
presentation of services for approval by the City Manager and City
Works
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 MaintenanceEngineering
Economic
Building & Planning
Development
51 | Page
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.
52 | 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.
Adopted 2020 Budget is $277,187 which reflects an increase of $6,143 or 2.27% over the 2019
Budget
Wages, payroll taxes and benefits are reduced from $234,012 to $226,991 for a total
reduction of $7,021 or 3.0%. Resulting in the Deputy City Manager being reduced to 0.97
FTE impacting day-to-day operations of the City.
Small tools and minor equipment is reduced from $250 to $200 for a total reduction of $50
-3%
or 20%. This would limit the ability to improve the efficiency of administrative duties.
Advertising is reduced from $2,000 to $1,000 for a total reduction of $1,000 or 50% reducing
ability to advertise for different programs.
($8,821)
Travel and mileage is reduced from $1,300 to $1,000 for a total reduction of $300 or 23.1%
impacting the attendance of daily offsite meetings, conferences and trainings.
Memberships was reduced from $1,250 to $1,000 for a total reduction of $250 or 20%
reducing the number of partnerships and relationships built with organizations within the
community.
Registrations was reduced from $1,200 to $1,000 for a total reduction of $200 or 16.7%
impacting the attendance to community meetings, events and trainings.
Wages, payroll taxes and benefits are reduced from $234,012 to $219,971 for a total reduction
of $14,041 or 6.0%. Resulting in the Deputy City Manager being reduced to 0.97 FTE impacting
day-to-day operations of the City.
Small tools and minor equipment is reduced from $250 to $200 for a total reduction of $50 or
-6%
20%. This would limit the ability to improve the efficiency of administrative duties.
Advertising is reduced from $2,000 to $0 for a total reduction of $2,000 or 100% eliminating
the ability to advertise for different programs.
($16,841)
Travel and mileage is reduced from $1,300 to $1,000 for a total reduction of $300 or 23.1%
impacting the attendance of daily offsite meetings, conferences and trainings.
Memberships was reduced from $1,250 to $1,000 for a total reduction of $250 or 20% reducing
the number of partnerships and relationships built with organizations within the community.
Registrations was reduced from $1,200 to $1,000 for a total reduction of $200 or 16.7%
impacting the attendance to community meetings, events and trainings.
Wages, payroll taxes and benefits are reduced from $234,012 to $211,780 for a total reduction
of $22,232 or 9.5%. Resulting in the Deputy City Manager being reduced to 0.97 FTE impacting
day-to-day operations of the City.
Small tools and minor equipment is reduced from $250 to $200 for a total reduction of $50 or
-9%
20%. This would limit the ability to improve the efficiency of administrative duties.
Advertising is reduced from $2,000 to $0 for a total reduction of $2,000 or 100% eliminating
the ability to advertise for different programs.
($22,232)
Travel and mileage is reduced from $1,300 to $1,000 for a total reduction of $300 or 23.1%
impacting the attendance of daily offsite meetings, conferences and trainings.
Memberships was reduced from $1,250 to $1,000 for a total reduction of $250 or 20% reducing
the number of partnerships and relationships built with organizations within the community.
Registrations was reduced from $1,200 to $1,000 for a total reduction of $200 or 16.7%
impacting the attendance to community meetings, events and trainings.
53 | Page
The Engineering Division is one of the three divisions within the
Community and Public Works Department. The Division is comprised
Engineering
of four groups, the Capital Improvement Program, Development
Division
Engineering, Traffic Management and Operations, and Utilities.
City Engineer
Engineer Manager
Administrative
Assistant
Administrative
Assistant
Planning / Grants
Senior Engineer
Engineer
Engineer Tech II /
CAD Administrator
Senior Traffic
Traffic Engineer
Engineer
Senior Engineer /
Project Manager
( 4 FTE )
Engineering Tech
Engineer / Storm
II / Storm
Engineer
Technician II
Senior Engineer /
Engineering Tech I
Development
Engineer
(2FTE)
Development
Inspector
Engineer
Technician I
( 2 FTE )
Assistant Engineer
54 | Page
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
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.
55 | 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 signal installation, maintenance and operation;
Oversee, monitor and develop mitigation measures for traffic congestion citywide;
Prepare traffic control, signal, signing and channelization plans and specifications in cooperation
with capital projects;
Scope and review traffic studies for private development
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 grant applications for various projects that impact the
;
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;
ve 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
Operations Center.
Utilities
The Utilities Section oversees
other utility issues on behalf of City
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;
56 | Page
Provide Geographic Information System (GIS) mapping related to stormwater facilities, both
public and private, throughout the City;
Maintain the Citntal 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 Stormwater Public Education and Outreach efforts;
Represent the City in regional solid waste and recycling efforts;
Program;
Represent the City on several regional aquifer projection committees.
The Utilities Section oversees the requirements of the Clean Water Act for stormwater discharges
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 Project.
- 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. Continue to work with local, state, and federal legislators to obtain financial assistance for the
Sullivan Road / Trent Avenue Interchange Project.
- 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.
3. Develop a strategic plan for funding and completion of all grade separation projects.
- Pursue grant opportunities at the state and federal levels including longterm funding
for grade separation and corridor consolidation.
- Include pertinent six-year TIP.
- Coordinate with City management and the Economic Development Division to develop
funding alternatives to construct all grade separation projects.
4. Pursue a sustainability plan treet preservation program to include
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.
5. Maintain City streets at lower costs to retain a higher overall pavement condition.
57 | Page
- Finalize the development and implementation of a City-wide Pavement Management
Program (PMP).
- Continue to monitor, update and implement the Transportation Improvement Program.
6. Develop a maintenance program for traffic signal components to address aging infrastructure.
Develop a financial plan to address these needs and incorporate into the 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.
7. 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.
- -Year Stormwater Capital Program.
8. 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.
9. 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.
10. Begin the development of a sustainable Asset Management Program.
- Work with all City departments to identify comprehensive asset management needs.
- Identify and evaluate various asset management system programs for applicability to
.
Workload Indicators 2014 2015 2016 2017 2018 2019
Traffic signals maintained 85 85 86 86 87 87
Traffic counts performed 137 146 165 146 128 136
Traffic signs maintained 21,000 21,000 21,000 21,000 21.000 21,000
Total number of stormwater structures 14,033 14,761 14,792 14,795 14,879 15,263
Total stormwater-related citizen action 45 58 98 204 161 164
requests
Total number of stormwater projects 26 25 8 92 8 76
completed
Total stormwater structures inspected 980 2,100 1,550 2,158 3,319 2,130
Total stormwater structures cleaned 1,179 2,199 1,009 1,499 2300 2,062
Total engineer grading permits issued 50 60 67 68 86 91
Total CIP projects awarded 13 9 9 8 11 11
Total centerline miles resurfaced 10.87 6.69 6.15 8.57 6.7 8.95
58 | Page
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 2020 Budget is $1,971,731 which reflects an increase of $130,114 or 7.1% over
the 2019 Amended Budget, the majority of the increase due to the costs of adding new staff
in 2019.
Wages, payroll taxes and benefits are reduced from $1,726,845 to $1,662,109 for a total
reduction of $64,736 or 3.8% of the total proposed budget. This reduction would eliminate
a 0.5 FTE Engineer and a 0.2 FTE Assistant Engineer in the Engineering Division. This effort
-3%
requires the elimination of two full positions as it is split with the capital fund.
($64,736)
-3.8% Actual
Wages, payroll taxes and benefits are reduced from $1,726,845 to 1,606,069 for a total
reduction of $120,776 or 7.0% of the total proposed budget. This reduction would eliminate
a 0.5 FTE Engineer, a 0.2 FTE Assistant Engineer, and a 0.5 Engineering Technician 1. This effort
-6%
requires the elimination of three full positions as they split with the capital fund.
($120,776)
-7.0% Actual
Wages, payroll taxes and benefits are reduced from $1,726,845 to $1,553,454 for a total
reduction of $173,391 or 10.0% of the total proposed budget. This reduction would
eliminate a 0.5 FTE Senior Engineer, a 0.5 FTE Assistant Engineer, and a 0.5 FTE Engineering
-9%
Technician 1. This effort requires the elimination of three full positions as they are split with
($173,391)
the capital fund.
-10.0% Actual
59 | Page
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
of City staff. Street and stormwater maintenance and repair account for
Street
$1.36 million dollars annually to provide asphalt patching, crack sealing,
Maintenance
gravel shoulder repairs, curb and sidewalk repairs, gravel road grading and
stormwater repairs.
Division
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.
60 | Page
Workload Indicators 2014 2015 2016 2017 2018 2019
Centerline lane miles of streets 461 461 461 461 461 461
maintained
Total street (Snow) related citizen action 123 153 146 660 146 404
requests
Total street (non-Snow) related citizen 361 504 598 1,154 678 754
action requests
Annual snowfall accumulation (inches) 35.0 39.0 30.9 63.5 39.7 56.9
Number of vehicles maintained 28 28 28 32 38 38
Total right-of-way permits issued 712 724 768 996 1,090 979
Total right-of-way inspection performed 7,322 9,459 10,901 13,980 13,657 12,658
Performance Measures 2014 2015 2016 2017 2018 2019
Street maintenance cost per capita $53.11 $48.11 $48.01 $48.79 47.04 55.94
Lane miles maintained per 1,000 population 5.12 4.94 4.94 4.94 4.71 4.62
Street sweeping (in cubic yards removed) 874 1,370 1,450 1,310 930 1,360
Tons of cold patch for potholes
120
100
80
60
40
20
0
201420152016201720182019
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.
61 | Page
The Economic Development Division strengthens and builds
community identity by administering 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; the dissemination of
Development
public information. Oversight of these activities is also coordinated
Division
closely with the City Administration. The sections below provide
additional information for the Economic Development Division
programs.
Mission
To strengthen community,
create a successful
Economic
Development
business climate and build
Manager
economic vitality.
Administrative
Assistant
ED Specialist
Senior
Planner
Public Information
Officer
Marketing/Graphic
Design Intern
Develop Long Range Plans
Manage 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 meetings;
tegic actions and identify
implementation measures;
planning efforts;
Conduct special studies and reports related to economic
development priorities and projects.
62 | Page
Business Retention, Expansion, and Recruitment
Encourage a diverse and stable business environment;
Establish and maintain communication with various entities to promote and facilitate the
Use technology to inform and engage 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
Maintain and implement the strategic marketing plan;
Support economic development by researching and developing informational and marketing
materials.
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
Partner 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
Lead, prepare and deliver selected grant applications that pertain specifically to economic
development priorities;
Coordinate with grant management partners and agencies; and
Coordinate with local, regional, state and federal stakeholders to identify opportunities for
potential funding partnerships or concurrent project coordination.
Coordination with Regional Partners
Coordinate with regional and local economic development agencies to ensure their efforts reflect
.
Public Information
Use a variety of channels and resources to ensure government transparency through development
and dissemination of information;
Serve as the primary contact and coordinator for interaction with media and general public;
Provide information and instructions for the safety and well-being of citizens, City Council and City
staff in the event of emergencies;
Support City Council goals through communications that facilitate citizen understanding and
engagement; and
Facilitate representative government through two-way communications between City Council and
staff, businesses, citizens and visitors.
63 | Page
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 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 support their success.
- Enhance relationships with area schools, colleges, and workforce development councils.
- Support existing businesses and recruit new businesses.
- Identify supporting industries for recruitment to support existing businesses.
- Participate in business and trade shows.
- Collaborate with regional partners to support business recruitment.
- Engage with real estate brokers, management associations, developers and property
owners.
- Provide business development training opportunities.
- Identify the opportunity for adjacent and nearby businesses to benefit from improved
access and visibility to the Appleway Trail.
5. Implement marketing strategies to attract and retain businesses and increase tourism.
-
- Increase awareness of City businesses, events, and recreational opportunities.
-
- Promote the City as a business-friendly location.
- Maintain website and implement digital media strategies.
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.
- Collaborate with Visit Spokane to promote Spokane Valley as a regional tourism
destination.
- Collaborate with the
recruitment and retention.
64 | Page
7. Strengthen and expand civic and event opportunities.
- Implement strategies to support tourism related activities.
- Partner with and promote community events.
8. Assist
- Identify grants that support economic development priorities.
- Identify grants to support parks and recreation improvements.
9. Create and support relationships with community members to develop more informed and
involved residents.
- Coordinate with city 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 audiences, including social media.
- Create and publish a magazine highlighting the wide range of city services, programs and
events.
- Evaluate and utilize methods to share public information using video capabilities.
- Increase awareness and interest in Spokane Valley as a unique and intriguing place to live,
work, and play.
- Apply for appropriate marketing and communication-related award opportunities.
Workload Indicators 2014 2015 2016 2017 2018 2019
Businesses assisted 23 27 20 18 22 70
Meetings with regional partners 51 54 55 195 170 204
Marketing media created 9 12 19 41 71 121
Economic Development grants submitted - - 2 13 8 2
Economic Development grant dollars $42.2 $33.3 $113.7 $98.5 $5.2 $.12
requested ($ Millions)
Media releases issued 241 247 222 107 85 57
Earned media stories 354 320 211 138 154 117
Total media stories 756 575 592 353 390 411
Public Information contacts with the 144 96 183 99 97 283
media
Community newsletters produced 3 4 4 3 4 4
Special events presentations/participation 5 3 9 3 5 20
Facebook followers - - - - - 3069
Twitter followers - - - 376 566 879
Tweets sent - - - 192 387 467
LinkedIn followers - - - - - 1,003
Instagram followers - - - - - 183
Instagram posts - - - - - 10
65 | Page
Performance Measures 2014 2015 2016 2017 2018 2019
Business retention/expansion meetings held - 27 20 21 20 23
Business recruitment ongoing - 3 1 1 4 7
Business recruitment completed - 2 2 1 1 3
1
Business welcome letters sent 1,899 1,572 1,824 1,765 2,115 10,127
Economic Development workshops held - 2 2 2 3 4
Economic Development Grants awarded 8 10 6 4¹ 5 2
Economic Development grant dollars $5.6 $7.3 $4.5 $1.5¹ $1.2 $.12
awarded ($ Million)
Percentage increase of residents .6% 1.4% .9% .8% 1% .95%
Hotel occupancy rates - - - 63% 63.8% 69.8%
2
Percent change in sales tax collected 5.78% 4.43% 8.67% 5.54% 7.76% 7.05%
1
The data in this field for 2019 is based on appreciation letters sent to all new and renewed businesses. The data
from 2014-2018 indicates the letters sent to new businesses only.
2
The data in this field is based on November collections to coincide with the development of the Business Plan.
66 | 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 2020 Budget is $1,119,829 which reflects an increase of $89,092 or 8.64% over
the 2019 Budget.
Intern wages, are reduced from $13,689 to $0 for a total reduction of $13,689 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 $1,137 to $0 for a total reduction of $1,137
or 100%.
-3%
City Economic Development is reduced from $200,000 to $181,200 for a total reduction of
$18,800 or 9.4%. Reduction of the implementation of our strategic marketing plan; eliminating
($33,626)
c; campaigns
tha; targeted digital advertising
; and development of general
marketing materials (i.e. exhibit materials).
Intern wages, are reduced from $13,689 to $0 for a total reduction of $13,689 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 $1,137 to $0 for a total reduction of $1,137
or 100%.
-6%
City Economic Development is reduced from $200,000 to $147,600 for a total reduction of
$52,400 or 26.2%. Reduction of the implementation of our strategic marketing plan; eliminating
($67,226)
c; campaigns
tha; targeted digital advertising
; and development of general
marketing materials (i.e. exhibit materials).
Intern wages, are reduced from $13,689 to $0 for a total reduction of $13,689 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 $1,137 to $0 for a total reduction of $1,137
or 100%.
-9%
City Economic Development is reduced from $200,000 to $114,000 for a total reduction of
$86,000 or 43%. Reduction of the implementation of our strategic marketing plan; eliminating
($100,826)
c; campaigns
that promote the City; targeted digital advertising
; and development of general
marketing materials (i.e. exhibit materials).
67 | 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 the
Building &
City of Spokane Valley, is to promote the health, safety and welfare of the
occupants or users of the building and structures and the general public
Planning
by requiring minimum performance standard for structural strength, exit
Division
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
68 | 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 4932 permits during 2019 for a broad range of
development projects including new homes, residential remodels, schools, multi-story office buildings,
medical centers, apartment complexes, industrial/manufacturing uses and nationally-recognized retail
developments. Each issued permit requires multiple inspections during the course of construction,
typically between two and fifteen site visits per project. Development Inspectors performed 16,578
inspections in 2019 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:
- th Growth Management Act (RCW 36.70A);
- ;
- 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
69 | Page
- Investigation of structure damage resulting from fire, flood, vehicular impact, etc.;
- 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 2019, Code Enforcement investigated to 648 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 and the Maintenance Shop. The new City
Hall facility, Precinct Building and Maintenance Shop 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
70 | Page
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
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;
71 | Page
- 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.
- 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 2014 2015 2016 2017 2018 2019
Number of phone calls answered and directed 6,623 7,100 6,942 7,292 7590 11726
Number of visitors greeted 2,413 3,023 3,171 3,093 8505* 11355
Pre-application meetings commercial 79 88 74 89 99 112
Pre-application meetings land use 30 32 41 63 76 67
Construction applications received 4,704 4,536 5,708 5,060 5487 5334
Land use applications received 719 660 681 792 757 1330
Construction permits issued 3,961 3,993 5,159 4,473 5136 4932
Planning applications approved 659 561 595 652 582 415
Development inspections performed 13,534 13,848 15,848 16,419 17,386 16578
Code Enforcement cases investigated 354 383 462 522 701 648
Number of online permits received 1,314 1,582 2,449 2,582 2772 2651
Number of hearings conducted by the Hearing 7 6 8 11 13 6
Examiner
Municipal Code text amendments processed 12 2 -¹ 5 4 4
Planning Commission meetings participated in 20 21 22 12 19 19
¹ 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 2019
Percent of construction permits issued 79% 85% 85% 85% 85% 85%
in less than three days
Average number of days for new 5 5 5 5 5 5
residential building permit review
Average number of days for tenant 10 10 10 10 10 10
improvement 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.
Adopted 2020 Budget is $2,315,701 which reflects an increase of $34,227 or 1.50% over the
2019 Budget
Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,868,665 for a total
reduction of $79,681 or 3.44%. Resulting in the reduction of one FTE Office Assistant II. This
would increase the time necessary to respond to a public records request, reduce our ability
-3%
to provide customer service, and reduce our ability to provide staff coverage during an
emergency.
($79,681)
Wages, payroll taxes and benefits are reduced from $1,948,346 to $1,809,536 for a total
reduction of $138,810 or 5.99%. Resulting in the elimination of two FTE, one Office Assistant
II and one Office Assistant I. This would further reduce our customer service, ability to respond
-6%
to public records requests, and would result in the need for other staff to provide coverage
during an emergency.
($138,810)
Wages, payroll taxes and benefits are reduced from $ 1,948,346 to $1,728,608 for a total
reduction of $219,738 or 9.49%. Resulting in a reduction of three FTE one Office Assistant II
and two Office Assistant I. This would significantly impact our ability to provide customer
-9%
service at the front reception desk and would eliminate our ability to provide timely response
to public records requests. Increased workload for technical staff to compensate for reduced
($219,738)
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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.
Adopted 2020 Budget is $296,270 which reflects an increase of $4376 or 1.50% over the 2019
Budget
Wages, payroll taxes and benefits are reduced from $94,270 to $84,908 for a total reduction
of $9,362 or 3.16%. Resulting in the reduction of 0.10 FTE. This would reduce our ability to
maintain City Hall as we would expect to.
-3%
($9,362)
Wages, payroll taxes and benefits are reduced from $94,270 to $75,546 for a total reduction
of $18,724 or 6.32%. Resulting in the reduction of 0.20 FTE. This would further reduce our
ability to be able to maintain City Hall in its like new condition.
-6%
($18,724)
Wages, payroll taxes and benefits are reduced from $94,270 to $66,184 for a total reduction
of $28,086 or 9.48%. Resulting in a reduction of by 0.30 FTE. This would significantly reduce
our ability to be able to maintain City Hall in its like new condition and could impact the
-9%
contracts needed to assist in the maintenance of our new building and grounds.
($28,086)
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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 ValleyCity Manager
Shared Resources
Police Chief
Split County/City
Undersheriff
Precinct
Commander Insp.
Training/Professional
Standards/Public Information
7FTE
14 Pool Positions (Training)
Administrative Dayshift Nightshift
SergeantCommander
Commander
Marine Patrol/Search & Rescue
2Deputies
Traffic
Precinct Front
PatrolPatrol
Regional Intelligence Group
1 Sergeant
Desk Deputy
4 Sergeants5 Sergeants
(RIG 9)
1 Detective
(Dayshift Patrol)
19 Deputies27 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-9
Resource
Violence
Sex Crimes 7 FTE
1 Deputy
3 Deputies
4 Deputies
1Deputy
Joint Terrorism Task Force 1 Det.
(Dedicated but also
1 Det/Corp
Safe Streets (Drug & Gang) 5 FTE
supervised by Inv. Lt.)
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 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:
- structure and how that translates into services
- 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.
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Spokane Valley Police Department Staffing
Administrative Staffing Level:
Chief-1
Precinct Commander-1
Administrative Sergeant-1
Patrol Staffing Level:
Lieutenants-2
Sergeants-9
Deputies-47*
Canine-3 Spokane Valley
Marine Deputies-2-Shared
*Of the 47 deputies, 1 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.
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 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 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 having
increased 20.8% since 2015.
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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
their ability to be proactive has steadily decreased. Additionally, because of the increased call load, the
number of lower priority calls without an officer response has increased.
The City of Spokane Valley is split into six Patrol districts. There are 4 Patrol platoons comprised of 10
deputies each, 2 day platoons and 2 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 8 deputies working 12-hour shifts; minimum staffing provides at least 3 deputies
each day 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 SVIU detectives, two Traffic Unit
deputies, and one SVIU 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 new strategies 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
t having to travel to Spokane.
Background investigations of potential candidates are time consuming and were previously a primary
bottleneck in the processing of applicants. To address this issue part time background investigators were
hired and the contract with PST was expanded to included background investigation services.
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.
These efforts produced a record number of 34 commissioned personnel hired in 2019 resulting in the first
significant gain in commissioned personnel in several years, despite the loss of 24 commissioned deputies
for the year.
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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;
- 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.
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Traffic Staffing Level
Sergeant - 1
Corporal/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
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
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.
n 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
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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.
locations within the district, and a police presence with the contract-based school and alternative school
in the district.
SRDs provide input to the safety and security policies and practices that are discussed and developed at
monthly security meetings within the school districts. This helps keep school policies on safety and
security in line with law enforcement and helps aid with emergency response to situations affecting the
schools.
The SRDs are working with the schools to develop a school discipline policy and a set of standards for the
students to assist them with handling issues ranging from drug and gang intervention, criminal activity at
school and welfare checks at home. These efforts by the SRDs provide the tools for this unique group of
students to become successful adults and not fall prey to criminal activities. The proactive efforts of our
afety of our
children, citizens and officers.
Training Unit
Impact of Staffing
egional Training Center is located at the former Mountainview Middle School in
Newman Lake.
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Total
Students 2516 2521 3096 3220 3163 3365 3190 1119 1905 2458 2035 2254
Trained
Total Hotel
Rooms 3252 2911 4084 3217 3065 2823 2872 961 N/A 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 121 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
enforcement agencies (Spokane PD, Liberty Lake PD and Airway Heights PD), training was provided to
1,046 out-of-county students.
Often times, if there are enough attendees paying for attendance at a scheduled training class, members
80 | Page
results in a win-win situation for the citizens and law enforcement of Spokane County and surrounding
areas.
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 p
of about 8 per year to an average of nearly 23 per year. For every viable candidate identified, many dozens
must be processed. The increased demands placed on the Training Unit has necessitated recent changes
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
lieutenant. This position became necessary due to the increased demands placed on the unit.
Training Unit Sergeant
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 were funded in the 201
budget. The pool positions are 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.
81 | Page
The In
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)
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
n
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
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
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,
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.
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- 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
ice and the City of Spokane
Valley.
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 - 3
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 statis
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.
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Goals & Strategies
1. To provide a professional and trustworthy police department.
-
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
3. To control crime rates within the City of Spokane Valley.
- Promptly recognize anomalous increases in crime.
-
- 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.
- 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.
84 | Page
Workload Indicators 2014 2015 2016 2017 2018 2019
Total incidents per deputy per ----- ----- ----- 16.66 16.51 16.03
1
shift
Total deputy-initiated incidents 22,333 22,624 18,786 18,931 20,734 19,122
Total deputy-involved incidents 46,308 48,186 44,928² 46, 033 49,716 49,516
3
Total patrol hours worked ----- ----- ----- 62,575.6 68,906.9 70,844.3
Total incidents requiring written 15,727 15,122 13,920 11,933 12,988 12,373
documentation
4
Total property crimes 8,336 8,068 -- 7,838 7,154 7,584
5
Total crimes against persons 1,374 1,318 -- 1,343 1,266 1,147
Total incidents resulting in 2,213 2,354 2,274 2,104 2,439 2,721
6
custodial arrest
7
Total traffic stops ----- ----- ----- 11,612 12,133 11,008
Traffic infractions/citations from 32 98 112 -- 176 138
citizen complaints
Total reported collisions 2,210 2,560 2,338 2,168 1,898 1,884
involved incidents by the number of patrol shifts worked. This did not account for the fact that many CFS required
multiple deputy response. Beginning in 2017 an accurate number of incidents per deputy per shift is available.
²The 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.
³The addition of Power Shift made the old metric obsolete. Patrol staffing levels will now be represented as total
patrol hours worked by personnel assigned exclusively to patrol (excluding supervisors, traffic unit, SRDs, etc.).
4
Includes: burglary, forgery, theft, vehicle theft, vehicle prowling, malicious mischief.
5
Includes: homicide, assault, kidnap, robbery, rape, child abuse, stalking.
6
This figure includes the number of incidents resolved by custodial arrest; it does not include the total number of
charges.
7
For 2019, 30.4% of all traffic stops result in some form of enforcement action.
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Calls for Service
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 most 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.
This graph represents the total number of citizen initiated CFS to which at least one deputy responded.
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Performance Measures 2014 2015 2016 2017 2018 2019
1
Percentage of use of force not 0.68% 0.58% 1.09% 0.0% 0.5% 0.0%
within policy
Average response time to priority 3-6min N/A 4.65 -- <4.62 <5.13
2
1 CFS min min min
Percentage of CFS with deputy 64.40% 63.33% 60.60% 61.30% 63.36% 62.65%
response
Percentage of incidents that were 48.23% 46.95% 41.81% 41.12% 41.70% 38.62%
deputy-initiated
33
Percentage of assigned cases 79.69% 88.44% 80.53% 62.66% 45.86% 43.81%
solved
Total unassigned cases 211 190 168 577 528 489
Cases inactivated due to lack of 34 65 50 104 310 288
evidence or leads
Collisions per capita 0.024 0.027 0.025 0.023 0.020 0.019
Percentage of traffic complaints 100% 100% 100% -- 100% 56%
worked
1
One UOF incident is still pending review.
2
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.
3
The large reduction in the percentage of solved cases is primarily due to a change
(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
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Citizen Complaints
Changing methodology in 2013 resulted in what appears to be a large increase in complaints.
For 2019 there were 24 citizen complaints against SVPD deputies
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Property Crimes
For 2019, SVIU detectives reviewed 7,716 property crime/drug incidents: 1,749 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; 4,314 were
deemed to have insufficient evidence or leads to merit follow up; 489 merited some form of further follow
up, but were not assigned due to insufficient resources; and the remaining 1,164 were assigned to a
detective.
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Use of Force
This graphic illustrates the number of times that some form of force was used per 1,000 deputy involved incidents.
For 2019, all use of force incidents were reviewed by subject matter experts and 99.5% were determined to be within
law and policy. One fatal UOF incident is still pending review. 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.
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Theoretical Budget Reduction Exercise Submitted by Chief Mark Werner
In the event of actual reductions, City of Spokane Valley staff will work to identify cost-saving measures
with the least amount of impact to delivery of police services.
Impact of Potential Budget Decrease
or the Spokane Valley Police Department is Public Safety.
At the request of the City of Spokane Valley, SVPD has again been asked to evaluate the impact of 3%, 6%
and 9% budget cuts for Fiscal Year 2019.
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
trast,
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
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
- 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.
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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
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
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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