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Table of Contents
Organizational Overview 3
Introduction 5
Departmental Business Plans 17
City Council 18
City Manager 20
Office of the City Attorney 28
Human Resources 34
Finance & Information Technology 38
General Government Budget Impact Summary 42
Parks & Recreation 43
Deputy City Manager — Community & Public Works 50
Engineering Division 53
Street Maintenance Division 59
Economic Development Division 61
Building & Planning Division 65
City Hall O&M Budget Impact Summary 71
Addendum A: Police Contract 72
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Spokane Valley Citywide Business Plan Components
City
Foundation
City Council
L Financial
Projection
External Input
Internal Input
Departmental
Business Plan
41Page
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 2021 Business Plan links together community priorities, fiscal policies, Council
Goals, and the 2021 Budget. Each department within the City participates in the Business Plan process,
developing objectives guided by Council Goals, public input, staff input and strategic planning.
Departments also refine existing goals based on new information and the updated Financial Projection.
Strategies accompany each goal in order to illustrate and define how departments will accomplish these
goals. City Council reviews the Business Plan as part of the annual budget process.
The Business Plan is integrated with the budget to create a plan of action to meet the essential needs of
our citizens. In large part,the Business Plan charts the course that leads to the maintenance of the strong
financial position enjoyed by the City. Prioritized spending, lean staff and a commitment to basic values
has allowed the City to address the needs of the community and enhance infrastructure while maintaining
fiscal reserves.
To best understand the Citywide Business Plan, it is important to review the various components utilized
to develop this document, beginning with the City's Foundation.
City's Foundation
The foundation of Spokane Valley is based on the City's primary objective to be a city which is responsive,
focused on customer service,open to the public, progressive, efficient, lean and fair while providing a high
quality of life. Citizen involvement along with guidance from the City Council established the City's vision,
core beliefs and customer service standards. These foundations influence the development of the City
Council Goals for each year as well as the goals of the individual departments.
Spokane Valley's Vision Statement:
"A community where individuals and families can grow and play and businesses will flourish and prosper."
Core Beliefs
Supporting this vision are the core beliefs of Spokane Valley which were established through the
December 2007 adoption of Resolution 07-019 which in part reads:
- We believe Spokane Valley should be a visionary city encouraging its citizens and their
government to look to the future beyond the present generation and to bring such ideas to public
discussion and to enhance a sense of community identity.
- We believe that elected body decision-making is the only lawful and effective way to conduct the
public's legislative business and that careful observance of a clear set of Governance Coordination
Rules of Procedure can best enhance public participation and decision-making.
- We believe in the City Council as policy leaders of the City. One or more City Councilmembers are
encouraged to take the lead, where practical, in sponsoring Ordinances or Resolutions excepting
quasi-judicial or other public hearings and the statutory duties of the City Manager as set forth in
RCW 35A.13.020.
- We believe in hearing the public view. We affirm that members of the public should be
5IPage
encouraged to speak and be heard through reasonable rules of procedure when the public
business is being considered, thus giving elected officials the broadest perspectives from which
to make decisions.
- We believe that the City of Spokane Valley's governance should be known as "user friendly," and
that governance practices and general operations should consider how citizens will be served in
the most responsive, effective and courteous manner.
- We believe that the economic and commercial job base of the community should be preserved
and encouraged to grow as an alternative to increasing property taxes.We believe it's imperative
to have an expanded and diverse economic base.
- We believe that Councilmembers set the tone for civic discussion and should set an example by:
a) Setting high standards of decorum and civility.
b) Encouraging open and productive conversation amongst themselves and with the
community about legislative matters.
c) Demonstrating respect for divergent points of view expressed by citizens, fellow
Councilmembers, and the staff.
d) Honoring each other and the public by debating issues within City Hall and the community
without casting aspersions on members of Council, the staff, or the public.
e) Accepting the principle of majority rule and working to advance the success of
"corporate" decisions.
- We solicit the City Manager's support in conducting the affairs of the City with due regard for:
a) Promoting mutual respect between the citizens, City staff and the City Council by creating
the organizational teamwork necessary for effective, responsive and open government.
b) Providing the City Council and public reasonable advance notice when issues are to be
brought forward for discussion.
c) Establishing and maintaining a formal citywide customer service program with emphasis
on timely response, a user-friendly atmosphere and an attitude of facilitation and
accommodation within the bounds of responsibility, integrity and financial capability of
the City, including organizational and job description documents while pursuing "best
practices" in customer service.
d) Seeking creative ways to contain or impede the rising cost of governmental services,
including examination of private sector alternatives in lieu of governmentally-provided
services.
e) Providing a database of future projects and dreams for the new City of Spokane Valley so
that good ideas from its citizens and leaders are not lost and the status of projects can be
readily determined."
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Customer Service Standards
The commitment to provide excellent customer service for our citizens, businesses and visitors resulted
in the development of customer service standards. The City's goal is to deliver service that is complete,
consistent and equitable to all our customers, and is based on the principles of integrity, respect and
responsiveness. Regardless of the reason for,the method, or frequency of contact, our customers will be
treated with courtesy, respect and professionalism.
Customer Service Standards are divided into three categories:
- Be Respectful
o Demonstrating courtesy and professionalism
o Listening effectively
o Responding in a timely manner
o Exemplifying a no-surprise atmosphere
- Be Knowledgeable
o Fostering a team-oriented approach
o Providing alternatives
o Anticipating questions
o Having and/or knowing your resources
o Being organized
- Be Welcoming
o Acknowledging customers when they enter
o Steering customers in the right direction
o Promoting an enjoyable work environment
o Maintaining a clean and uncluttered work environment
o 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 2021 (these goals currently reflect the 2020 goals and will be updated once the 2021
goals are adopted by Council):
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 users.
8. Maximize the law enforcement contract to address 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, in order to meet the City's budget objectives, departmental goals and
strategies have been adjusted from the 2020 Business Plan. This Business Plan is the tool we use to guide
the City forward to accomplish the Council's goals, while remaining squarely within the current budget
and forecasted projections. The Business Plan includes performance measures to determine the 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 2021 expenditures in line with projected
revenues.
The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the
challenges set before us. As an open collaborative government, we continue to encourage our citizens to
provide the necessary feedback we need as we endeavor to plan our City's future together.
Although the Business Plan is based on a six-year cycle, the Financial Forecast is limited to five years. The
reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond
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 General Fund financial projection is being created following a period of relatively robust
economic growth that in early 2020 was interrupted by a global pandemic and resulting recession. The
reader will note that this has impacted both our 2020 and 2021 Budgets where we project that recurring
expenditures will exceed recurring revenues. We believe we will be able to maintain status quo service
levels through this period as a result of adhering to the fiscal policies referenced in succeeding pages.
9IPage
Table 1.1, page 1
CITY OF SPOKANE VALLEY,WA 8/5/2021
General Fund Budget Projection
2021
Adopted 2022 2023 2024 2025
Budget Projection Projection Projection Projection
RECURRING ACTIVITY
Revenues
Property Tax 1 12,724,200 12,924,200 13,124,200 13,324,200 13,524,200
Sales Tax 2 22,220,000 27,720,000 28,551,600 29,408,100 30,290,300
Sales Tax-Public Safety 3 1,054,800 1,276,000 1,314,300 1,353,700 1,394,300
Sales Tax-Criminal Justice 4 1,862,400 2,244,000 2,311,300 2,380,600 2,452,000
Gambling Tax and Leasehold Excise Tax 5 384,000 365,000 376,000 387,300 398,900
Franchise Fees/Business Registration 6 1,215,000 1,251,500 1,289,000 1,327,700 1,367,500
State Shared Revenues 7 1,760,000 1,812,800 1,867,200 1,923,200 1,980,900
Fines and Forfeitures/Public Safety 8 1,010,200 529,200 534,500 539,800 545,200
Community and Public Works 9 1,908,719 2,636,200 2,715,300 2,796,800 2,880,700
Recreation Program Revenues 10 643,600 662,900 682,800 703,300 724,400
Miscellaneous Department Revenue 11 21,000 21,600 22,200 22,900 23,600
Miscellaneous& Investment Interest 12 592,500 288,500 289,900 292,800 295,700
Transfer-in -#105(h/m tax-CP advertising) 13 30,000 30,000 30,000 30,000 30,000
Total Recurring Revenues 45,426,419 51,761,900 53,108,300 54,490,400 55,907,700
Expenditures
City Council 14 631,566 650,500 670,000 690,100 710,800
City Manager 15 1,158,089 1,192,800 1,228,600 1,265,500 1,303,500
Legal 16 718,593 740,200 762,400 785,300 808,900
Public Safety 17 28,101,615 28,944,700 29,813,000 30,707,400 31,628,600
Deputy City Manager 18 284,844 293,400 302,200 311,300 320,600
Finance/IT 19 1,500,659 1,545,700 1,592,100 1,639,900 1,689,100
Human Resources 20 318,540 328,100 337,900 348,000 358,400
City Hall Operations and Maintenance 21 301,093 310,100 319,400 329,000 338,900
Community& Public Works-Engineering 22 2,098,642 2,161,600 2,226,400 2,293,200 2,362,000
Community& Public Works-Economic Dev 23 1,045,762 1,077,100 1,109,400 1,142,700 1,177,000
Community& Public Works-Building& Planning 24 2,487,066 2,561,700 2,638,600 2,717,800 2,799,300
Parks& Rec-Administration 25 356,467 367,200 378,200 389,500 401,200
Parks& Rec-Maintenance 26 940,003 968,200 997,200 1,027,100 1,057,900
Parks& Rec-Recreation 27 328,534 338,400 348,600 359,100 369,900
Parks& Rec-Aquatics 28 510,053 525,400 541,200 557,400 574,100
Parks& Rec-Senior Center 29 35,403 399,350 401,250 401,450 401,500
Parks& Rec-CenterPlace 30 972,214 1,001,400 1,031,400 1,062,300 1,094,200
General Government 31 1,297,380 1,336,300 1,376,400 1,417,700 1,460,200
Transfers out-#204(2016 LTGO debt service) 32 401,500 401,400 401,150 398,950 401,550
Transfers out-#309(parks capital projects) 33 160,000 160,000 160,000 160,000 160,000
Transfers out-#311 (pavement preservation) 34 991,843 1,001,800 1,011,800 1,021,900 1,032,100
Transfers out-#501 (CenterPlace kitchen reserve 35 36,600 0 0 0 0
Transfers out-#502(insurance premium) 36 425,000 437,800 450,900 464,400 478,300
Total Recurring Expenditures 45,101,466 46,743,150 48,098,100 49,490,000 50,928,050
Recurring Revenues Over(Under)
Recurring Expenditures 324,953 5,018,750 5,010,200 5,000,400 4,979,650
NONRECURRING ACTIVITY
Revenues
Grant Proceeds 25,000 0 0 0 0
Total Nonrecurring Revenues 25,000 0 0 0 0
Expenditures
General Government-IT capital replacements 212,800 0 0 0 0
Public Safety (replace handguns) 37,500 0 0 0 0
Public Safety (radar trailer) 11,400 0 0 0 0
Public Safety (Precinct access control gate) 20,000 0 0 0 0
Public Safety (Precinct fire panel replacement) 10,000 0 0 0 0
Economic Dev(Ecology SMP Update) 25,000 0 0 0 0
Transfers out-#101 (Street Fund operations) 1,859,600 0 0 0 0
Total Nonrecurring Expenditures 2,176,300 0 0 0 0
Nonrecurring Revenues Over(Under)
Nonrecurring Expenditures (2,151,300) 0 0 0 0
EXCESS (DEFICIT)OF TOTAL REVENUES
OVER(UNDER)TOTAL EXPENDITURES (1,826,347) 5,018,750 5,010,200 5,000,400 4,979,650
ESTIMATED BEGINNING UNRESTRICTEDFUND BAL. 42,516,032 40,689,685 45,708,435 50,718,635 55,719,035
ESTIMATED ENDING UNRESTRICTED FUND BAL. 40,689,685 45,708,435 50,718,635 55,719,035 60,698,685
Ending fund balance as a%or recurring expenditures 90.22% 97.79% 105.45% 112.59% 119.19%
10IPage
Table 1.1, page 2
Projection Assumptions
2022 2023 2024 2025
Projection Projection Projection Projection
Projection assumes:
1 An increase of 0.00% plus new construction of $200,000 per year through 2025
2 An increase of 24.75% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
3 An increase of 20.97% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
4 An increase of 20.49% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
5 An increase of -4.95% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
6 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
7 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
8 An increase of -47.61% in 2022, 1.00% in 2023, 1.00% in 2024, and 1.00% in 2025
9 An increase of 38.11% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
10 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
11 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
12 An increase of -51.31% in 2022, 0.50% in 2023, 1.00% in 2024, and 1.00% in 2025
13 An increase of 0.00% in 2022, 0.00% in 2023, 0.00% in 2024, and 0.00% in 2025
14 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
15 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
16 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
17 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
18 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
19 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
20 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
21 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
22 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
23 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
24 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
25 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
26 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
27 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
28 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
29 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
30 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
31 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
32 An increase of -0.02% in 2022, -0.06% in 2023, -0.55% in 2024, and 0.65% in 2025
33 An increase of 0.00% in 2022, 0.00% in 2023, 0.00% in 2024, and 0.00% in 2025
34 An increase of 1.00% in 2022, 1.00% in 2023, 1.00% in 2024, and 1.00% in 2025
35 An increase of -100.00% in 2022, 0.00% in 2023, 0.00% in 2024, and 0.00% in 2025
36 An increase of 3.00% in 2022, 3.00% in 2023, 3.00% in 2024, and 3.00% in 2025
Table 1.1 Financial Forecast and Program Impact Summary
The General Fund forecast for the years 2022 through 2025 uses the adopted 2021 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 2021 is as of
August 5, 2021, and is based upon preliminary and unaudited figures. As we progress through the process
of"closing the 2020 books"we anticipate this figure will change due to the fact we will continue to record
both 2020 revenues and expenses as we become aware of them.
11 I Page
Table 1.2 Primary General Fund Revenue Sources
$60,000,000
49,401,37 48,738,219
$50,000,000 - 53,098,20
44,751,345
$40,000,000 17,7 nR,R71
39,384,77 46,699,819
42,983,044
35,911,071 38,396,726 General Fund Revenue
$30,000,000 - 28,450,869
25,622,894 f5ales Tax Revenue
22,440,651 28,400,000
27,382,592 property Tax Revenue
$20,000,000 17,437,732 19,707,676
20,581,821
18,706,461 11,129,377 11,414,107 11,708,911 12,085,297
10,799,123
$10,000,000 ♦ ,
10,841,559 11,280,147
11,613,056 12,165,125 LlTLA76U
$0 ,
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
*2020 figures are preliminary and unaudited as of August 5,2021. 2021 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, the circumstances under which we will utilize reserves to sustain operations during economic
downturns.
Financial Management
The City will strive to:
1. Maintain basic service levels with minimal resources to achieve success.
2. Minimize personnel costs and overhead by continuing to contract for services when it makes financial
sense to do so.
3. Continue the six-year Business Plan process.
4. Leverage City funds with grant opportunities.
5. Minimize City debt with a pay as you go philosophy.
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 1.53% of its total debt capacity, and more importantly, only 7.66% of non-
voted bond capacity.
6. Strive to prioritize spending in the annual budget process and minimize the mid-year addition of
projects and appropriations.
Financial Objectives
The City's financial objectives are:
1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring
expenditures.
12 1 Page
2. 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.
3. If necessary, utilize a portion of the Service Level Stabilization Reserve Fund #121 ($5.5 million) to
maintain ending fund balance minimum.
4. Commitment to the strategy that the Service Level Stabilization Reserve Fund#121 will not be reduced
below$3.3 million (60%of$5.5 million).
5. Maintain the 2021 property tax assessment the same as 2020 with the exception of new construction.
As in the previous 11-years, the City will forego the 1% annual increase to property tax allowable by
RCW 84.52.050. We anticipate this will result in a levy of $12,399,200 plus estimated new
construction of $150,000 for a total levy of $12,549,200. The allowable potential increase will be
banked for future use as provided by law. This represents the twelfth consecutive year that we have
not increased our City property tax assessment.
6. Grow our economy so the existing tax base can support basic programs.
Commitment — By committing to these policies the City will ensure financial sustainability well into the
future.
13I ? age
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 keep citizens informed on
a variety of projects including planning discussions, capital projects, and the annual budget development
process to name a few. The City Council also provides for two separate general public comment periods
during Formal Council meetings which are held on the second and fourth Tuesday of each month and
allows public comment on all action items.
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.
14 I Page
Departmental Business Plans
The Departmental Business Plans utilize Workload Indicators and Performance Measures to evaluate the
service the City provides in order to make the appropriate adjustments to the Business Plan and meet the
objective of providing our citizens with the highest level of service possible. This data will continue to be
updated as the information becomes available.
The initial Departmental Business Plans were developed through participatory meetings open to all City
employees. A SWOT analysis identifying the Strengths, Weaknesses, Opportunities and Threats for each
department was conducted. Mission statements and goals were established by employees. Each
department participated in identifying internal strengths and weaknesses and external opportunities and
threats.This evaluation provides key directional information which assists the departments in the Budget
planning process.
Goals& Strategies
Goals and Strategies in the Business Plan provide direction for the future. Workload Indicators and
Performance Measures help ensure desired results are achieved and that citizens are receiving the value
they expect.
Workload Indicators
Data is compiled to demonstrate the amount of work performed, services received and/or resources
consumed. This type of information will be collected annually to identify trends that are occurring in our
City that affect the government organization. Such information can be utilized to make staffing decisions,
prioritize purchases to best meet the needs of our citizens and forecast future Budget needs.
Performance Measures
Performance Measures are used to determine whether services are delivered effectively and efficiently.
Although most basic City services provided are consistent across jurisdictions,the City has great discretion
in deciding how to provide those services. Each task performed by a City employee has an accompanying
desired effect. If we do not take steps to determine whether the desired effect is being accomplished,we
do not know if we are effectively meeting the needs of our citizens and customers.
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Page intentional left blank
16IPage
Departmental Business Plans
17 I ? a g e
The City of Spokane Valley incorporated March 31, 2003, as a non-charter
City governed
city and operates under a Council-Manager form of government. It is
governed under the optional municipal code of RCW Chapter 35A. Under
this form of government, legislative authority is concentrated in the elected
Council City Council, which hires a professional administrator to implement its
policies.
Mission There are seven positions on the City Council, all of which are at-large
positions. At-large means all Councilmembers represent all of the citizens
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
quality of life. In addition to the position of Mayor, pursuant to RCW 35A.13.035, a Mayor
pro tempore or Deputy Mayor is chosen by the Council. This position runs
in concert with the position of Mayor and fulfills the duties of the Mayor
during any absence or disability of the Mayor.
•
Rod Higgins, Deputy Mayor Brandi Peetz,
Position 1 Position 2
NI104
•
Arne Woodard, Mayor Ben Wick, Pam Haley,
Position 3 Position 4 Position 5
r
y` <y
Tim Hattenburg, Linda Thompson,
Position 6 Position 7
18 I Page
City Council - Budget Impact Summary
Theoretical Budget Reduction Exercise: Hope for the best, prepare for the worst. The Business Plan also
helps the City prepare for cyclical downturns in the economy. To meet this objective, each department
prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget
proposals, but tools to test the ability to provide a base level of services by the City in anticipation of
potential future revenue shortfalls.
The adopted 2021 Budget is $631,566 which reflects an increase of$9,379 or 1.51% over the
2020 Budget.
▪ Federal Lobbyist would be reduced by$2,000 from$82,000 to$80,000. This may result in a slight
reduction in lobby services.
▪ Travel/Mileage related to Federal Lobby trips 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
-3 legislators and granting agencies from 3 Councilmembers twice per year to 2 Councilmembers
twice per year.
▪ Travel/Mileage for individual Councilmembers would be reduced by $8,000 from $32,000 to
($19 100) $24,000. This would reduce the number of meetings and conferences that Councilmembers
attend in order to represent the City.
▪ Registrations would be 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.
• State Lobbyist is reduced by a total of$5,000 from $66,000 to $61,000. This would result in a
reduction in lobby services.
• Federal Lobbyist is reduced by a total of$2,000 from $82,000 to $80,000. This may result in
a slight reduction in lobby services.
• Travel/Mileage — Federal Lobby would be reduced by a total of $12,000 from $18,000 to
$6,000. This would result in reducing Councilmember travel to Washington D.C. to lobby
r
% federal legislators and granting agencies from 3 Councilmembers twice per year to either 1
Councilmember twice per year or 2 Councilmembers once per year.
• Travel/Mileage for individual Councilmembers would be reduced by$15200 from $32000 to
700) $16,800. This would reduce the number of meetings and conferences that Councilmembers
attend in order to represent the City.
• Registrations would be reduced by a total of $3,500 from $10,500 to 7,000 resulting in a
11117
reduction in the number of meetings and conferences that Councilmembers attend in order
to represent the City.
• State Lobbyist would be reduced by a total of$6,000 from $66,000 to $6,000.This would result
IL A in a reduction in lobby services.
• Federal Lobbyist would be reduced by a total of$12,000 from $82,000 to $70,000. This would
result in a reduction in lobby services.
• Travel/Mileage—Federal Lobby would be reduced by a total of$12,000 from $18,000 to$6,000.
This would result in reducing Councilmember travel to Washington D.C. to lobby federal
9%
legislators and granting agencies from 3 Councilmembers twice per year to either 1
Councilmember twice per year or 2 Councilmembers once per year.
($58,000) • Travel/Mileage would be reduced by a total of $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.
• Registrations would be reduced by a total of $7,000 from $10,500 to $3,500 resulting in a
reduction in the number of meetings and conferences that Councilmembers attend in order to
represent the City.
19 I 'page
City The City Manager Department is accountable to the City Council
for the operation of the organization, effective support of elected
Manager officials in achieving their goals, fulfillment of the statutory
requirements of the City Manager, implementation of City Council
policies and the provision of a communication linkage among
Mission citizens, the City Council, City departments and other government
agencies.
To provide the City Council The City Manager Department includes the City Clerk, Contract
and employees with Administration as well as oversight of the police services contract
professional leadership, for the City. Additionally, Human Resources and the Office of the
City Attorney are included in the City Managers oversight. Both
sage advice and to work departments work directly with all other departments and have
together to implement best their own mission statements and goals.
practices to achieve
adopted goals and deliver
quality services to the
community. City Manager
Police Contract
Executive Assistant
City Clerk Deputy City
Manager
Finance Director
Deputy City Clerk
Administrative City Attorney
Assistant City Council
Senior Administrative
Analyst Parks&Rec Director
Administrative Homeless and
Analyst Housing Coordinator
20I ? age
City Manager
As the City's Chief Executive Officer, the City Manager has overall responsibility for policy development,
program planning, fiscal management, administration, and operation of all City functions, programs and
activities. The City Manager's administrative direction is provided by the City Council. The City Manager
assesses community and citizen needs to ensure objectives and priorities are focused to meet those needs
in an effective, cost-efficient manner; directs development and implementation of initiatives for service
quality improvement; provides daily leadership, and works with the City's management team to ensure a
high-performance, service-oriented work environment consistent with sound management principles. All
City employees report directly or indirectly to the City Manager. Police services are contracted through
the Spokane County Sheriff's Department with the Spokane Valley Police Chief reporting to the City
Ma nager.
Essential Services:
• Directs the implementation of the City Council's annual goals;
• Develops and directs the implementation of policies, procedures and work standards for the City;
• Prepares and recommends long-range plans for City services and programs;
• Monitors status of contracts;
• Develops and recommends adoption of the annual budget;
• Coordinates the preparation of reports or presentations to the City Council or outside agencies;
• Develops specific proposals for action on current and future City needs;
• Acts as the Emergency Management Coordinator for the City;
• Monitors staff performance on qualitative and quantitative measures;
• Participates with local, regional, state and national jurisdictions to represent Spokane Valley's
interests; and
• Maintains good working relationships with community constituents.
Goals & Strategies
1. Facilitate the achievement of the annually-established Council Goals.
- Annually develop objectives and strategies to accomplish Council Goals.
- Report goal attainment progress to the community in the City Manager's Accomplishments
Report.
2. Update the annual operating and capital budget projections. The budget projection estimates
estimated 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 Departmental Business Plans.
- Calculate the fiscal impacts identified in Business Plans.
- Update the operating and capital budget projections for both revenues and expenditures for
all funds.
- Calculate the delta between revenue and expenditure estimates.
- Formulate service delivery options and determine affordable service levels.
- Select budget-balancing options to implement.
- Obtain Council authorization to proceed with selected option(s).
21 I Page
3. Prepare State and Federal Legislative Agendas for Council consideration.
- Present draft Legislative Agendas to City Council to consider those matters Council desires
to promote on behalf of the City and pursue through meetings with elected and appointed
representatives of both the State and Federal Government.
Workload Indicators 2015 2016 2017 2018 2019 2020
Weekly Meetings with department heads to V V V V V V
attain Council Goals
Goal Attainment Progress(Business Plan) V V V V V V
posted to website by February 25 annually
(after the winter Council Workshop)
Number of Council meetings 48 77 47 53 53 50
Draft of Departmental Business Plans V V V V V V
completed annually by June 30
General Fund Budget Projection reviewed and V V V V V V
updated annually
Balanced budget presented to City Council V V V V V V
annually
Ordinances passed 26 18 14 27 21 29
Resolutions passed 12 12 20 11 19 16
City Clerk
The City Clerk's Office, which consists of the City Clerk and Deputy City Clerk, manages the City's official
records and public disclosure, supports the City Council, including agenda development and preparation
of the official minutes, provides legal notices to the public regarding City business and supports all City
departments. As the custodian of all City records, the City Clerk's office oversees record archival and all
document imaging for state compliance.
Essential Services:
• Prepares City Council Agendas and Packets;
• Certifies official City documents;
• Is custodian of City Seal;
• Supervises City's official file record maintenance;
• Administers insurance claims;
• Administers the City's Municipal Code;
• Is the Public Records Officer and handles public record requests;
• Ensures proper format for and processes resolutions and ordinances;
• Administers oath of office for City Council, City Manager, 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 I Page
• Attends all Council meetings and transcribes minutes;
• Presides at bid openings;
• Is responsible for publication of all legal notices;
• Serves as City's Election Official;
• Communicates with and provides 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 2015 2016 2017 2018 2019 2020
Number of boxes of records added to storage 85 70 240 118 79 97
Number of new public records requests 296 295 288 483 553 431
received and processed or still in process
Number of boxes of records destroyed after 42 49 71 68 67 108
meeting retention requirements
Number of boxes sent to State Archives in - - 65 0 0 0
Cheney for permanent storage
Number of files/documents destroyed after 759 689 7,924 81 1,132 468
meeting retention requirements
Number of address files scanned and 7,001 11,038 4,142 - -
destroyed*
Number of new contracts processed 238 228 276 264 262 325
*This project was completed in 2017.
Performance Measures
Public Records Request
8
7
6
5
4
3
2
■ ■ ■ ■
2017 2018 2019 2020
•Average number of days to respond to public record request
•Average number of days to complete public record request
23IPage
Contract Administration
Under the direction of the City Manager, Contract Administration works with contractors and agencies to
help ensure that the City government remains small and lean while delivering services efficiently and
effectively. This idea was incorporated early in the City of Spokane Valley's existence to maintain the
original concept of a Contract City that is not focused on growing government but instead utilizes the best
possible options to provide services to citizens and businesses,whether that is the private sector or other
government agencies.Contract Administration regularly evaluates service delivery,examining cost trends,
performance and value compared to other liked-size cities. Additionally, a primary focus is 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 $26.6 million or 62% of the 2020 General Fund recurring expenditures budget. All public safety
contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost
reconciliations, and performance measures. Periodically, Contract Administration will review the
contracts and re-negotiate the terms.The law enforcement contract was re-negotiated in 2017,solidifying
the identity of the Spokane Valley Police Department, providing for more control and enhanced
performance measures. In addition, a new cost methodology was developed that greatly simplifies cost
calculations and segregates direct costs, ensuring that the City is being charged accurately for the City's
specific costs. A dedicated property and drug crimes unit was also created to 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. In 2020, staff collaborated with a regional team to help create an
agreement that would allow the City to participate in a Mental Health Crisis Stabilization Center that will
allow law enforcement to divert individuals from the detention facility if they are suffering a crisis due to
instability caused by behavioral health and addiction. This facility will divert individuals from the criminal
justice system and treat the underlying causes for their behavior, with the goal of reducing recidivism,
reducing call loads for emergency responders, and providing positive, stable outcomes for the clients
served. Contract Administration will monitor this new agreement to ensure effective benefit for Spokane
Valley citizens.
Public Safety Service Contracts Administered:
- Animal Control
- Detention Services
- District Court
- Emergency Management
- Law Enforcement
- Mental Health Crisis Stabilization Center
- Pretrial Services
- Prosecutor Services
- Public Defender
- SCOPE
24 I Page
- Spokane Regional Emergency Communications
- Traffic Safety School
False Alarm Program
Contract Administration has evaluated the False Alarm Program, the program designed to reduce the
number of false alarms and allow police more time to respond to actual calls for service and perform
proactive policing. False alarm recovery fees have been reduced and the registration requirement and
fee has been eliminated. The department has developed its own in-house database and program which
will provide improved customer service at a lower cost. This program was implemented in early 2018.
Solid Waste
Contract Administration has been part of the negotiation and evaluation teams for solid waste disposal
and collection as well as the development of the City's Solid Waste Plan. As the result of negotiations and
competitive processes, substantial savings were achieved for disposal and collection. The new collection
contracts began on April 1, 2018 and included substantially-enhanced customer service standards. The
$1.5 million in annual saving achieved will be utilized to preserve streets in the City, avoiding expensive
rehabilitation projects and preserving streets in satisfactory condition without increasing garbage rates
for citizens and business owners. The department is currently working with the City's collection contractor
to evaluate options to address the changing recycling commodities market while providing rate and
service stability.
Cable Television Franchise
Cable television service that utilizes the City's right-of-way to run lines to connect to customers must
operate by authority of a City franchise. Contract Administration negotiates the terms of the franchise
agreement and administers the terms of the agreement such as use of the right-of-way and payment of
the franchise fees and Public, Education, and Government (PEG) Funds. In 2020, the Contract
Administration Department worked with the City Attorney's Office to greatly reduce regulation of cable
franchises, creating a cable television code that provides greater access to multiple cable television
operators to enhance competition and encourage better service at competitive rates. Reducing regulatory
burden puts cable operators on par with other businesses in the City and allows all subscription television
service providers to compete more effectively with each other.
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. Coordination with the City's facilities maintenance staff
and the Spokane Valley Police Department command staff facilitates a multi-year plan to prioritize
improvements for the precinct building.
Homelessness Oversight
The contract Administration Department began, in 2019, overseeing the City's efforts to reduce
homelessness. The following activities have been incorporated into Contract Administration.
• Work in conjunction with the City Attorney's Office to revise and implement the City's Camping
Ordinance.
25 I Page
■ Provide staff support to the Continuum of Care and the development of the 5-Year Plan to Prevent
and End homelessness.
■ Provide Staff Support for the Spokane County Housing and Community Development Advisory
Committee and the development of the 5-Year Consolidated Plan.
■ Collaborate with Spokane County and the City of Spokane to incorporate a transitional bridge
shelter and young adult shelter into the regional homelessness system.
■ Participate, review proposals, monitor, and evaluate performance of service providers receiving
Homeless Housing Assistance Act funding from recording fees, Consolidated Homeless Grant
funding, and Housing and Urban Development funding.
■ Create,implement and manage a Spokane Valley Homelessness Huddle Team consisting of Police,
Fire, Parks, City Attorney, Contract Administration and Homeless Outreach Services with the
purpose of exiting individuals from homelessness and maintaining public space for intended uses
by all citizens.
■ Identify and engage with homeless individuals located in Spokane Valley,creating and maintaining
a database of individuals and campsites allowing for effective and consistent outreach services.
Performance
2017 Spokane Valley Per Capita Public Safety Costs Compared to Like-Sized Cities in Washington State.
Service SV Per Capita $ Per Capita Avg. $
Law Enforcement $ 187 $ 277
Jail $ 13 $ 38
Court $ 9 $ 19
Public Defender $ 6 $ 6
Prosecution $ 4 $ 9
Animal Control $ 3 $ 3
Emergency Mgmt. $ 1 $ 3
Total $ 222 $ 357
Goals & Strategies
Formalize public accountability in City operations through incorporating the Business Plan into
decision-making and establishing a toolbox for evaluating the City's contract services. An open,
collaborative government is the third Core Value adopted by City Council.
- Incorporate the Business Plan in the City's decision-making process to enhance accountability
through implementation of performance results.
- Evaluate City's contract services.
- Implement contract audit program.
- Create custom feedback system.
261 gage
City Manager - Budget Impact Summary
Theoretical Budget Reduction Exercise: Hope for the best, prepare for the worst. The Business Plan also helps the
City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical
set of 3%,6%and 9% Budget reductions.These reductions are not Budget proposals, but tools to test the ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
The Adopted 2021 Budget is $1,158,089 which reflects an increase of$121,905 or 11.77 %
over the 2020 Budget. The increase is the result of adding a Housing and Homeless
Coordinator FTE and related costs.
■ Wages, payroll taxes and benefits are reduced from the adopted budget of $1,087,699 to
-4.2 1% $1,038,923 for a total reduction of$48,776 or 4.69%.This represents a reduction of.50 FTEs
from 7.50 to 7.00 which would affect the ability to maintain the current level of services.
($48,776)
■ Wages, payroll taxes and benefits are reduced from the initial budget request of$1,087,699 to
-6.00% $1,026,448 for a total reduction of $61,251 or 5.97%. This represents a reduction of .62 FTEs
from 7.50 to 6.88 which would greatly reduce the ability to maintain current levels of service.
($69,541) An additional $8,290 of appropriations would need to be eliminated in order to meet the 6%
reduction which would lead to a further erosion of services.
■ Wages, payroll taxes and benefits are reduced from the initial budget request of$1,087,699 to
-9.00 $997,340 for a total reduction of$90,359 or 9.10%.This represents a reduction of.90 FTEs from
7.50 to 6.60 which would have a significant impact on our ability provide historic levels of
service. An additional $11,090 of appropriations would need to be eliminated in order to meet
($104,249) the 9% reduction which would lead to a significant erosion in services.
27 I ? age
Office of the The Office of the City Attorney represents the City's legal interests,
including oversight of claims and litigation. The Office of the City
City Attorney Attorney is responsible for providing legal advice and support to City
Council and City employees, as well for prosecuting and defending
in 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.
28I ? age
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
and provision of regional services;
• 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 the Public Records Act, 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-operational City Attorney's office.
- Review processes.
- Monitor workload and workload changes.
- Track response times.
- Identify deficient areas.
2. To assist other departments in analyzing and mapping existing processes to determine compliance
with the law and whether higher levels of customer service can be achieved.
- Maintain and update all form contracts used by all departments.
- Attend internal planning meetings to identify and resolve potential issues.
- Review and revise administrative policies and procedures as appropriate.
3. Provide legal support to other departments and to the City Council to develop and adopt
necessary development regulations to implement the Comprehensive Plan.
4. Negotiate and draft utility franchise agreements on an as-needed basis with utility providers.
- Negotiate and finalize 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 I Page
Workload Indicators 2015 2016 2017 2018 2019 2020
Work order requests processed 254 295 280 298 246 240
Legal memoranda 28 25 16 7 16 17
Public record requests processed* 22 46 24 33 30 41
Number of open litigation matters including 44 23 63 48 56 47
enforcement matters
Number of closed litigation matters 27 17 37 44 37 33
including enforcement matters
Training classes taught 6 9 9 9 10 3
Average number of days for completion of 18 26 19 16 26 23
tasks
Ordinances and resolutions drafted 38 30 34 36 40 48
Contracts reviewed 214 255 342 351 313 373
*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 I
$0
2015 2016 2017 2018 2019 2020
•Internal Counsel •Outside Counsel
This graphic illustrates the cost effectiveness of retaining internal legal counsel as opposed to the exclusive
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.
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Percentage of satisfaction
100%
99%
98%
97%
96%
95%
94%
93%
92% I 2015 2016 2017 2018 2019 2020
•Legal advice was timely •Legal advice was clear and relevant
Clients were surveyed by the legal department for the percentage of satisfaction. First,the percentage of
internal clients reporting that legal advice was timely.Second,the percentage of internal clients reporting
that legal advice was clear and relevant.
400
350
300
250
200
150
100
50
0
2015 2016 2017 2018 2019 2020
•Work order requests processed •Contracts reviewed
The Work Order Requests Processed graph reflects individual tasks the office is requested to do, or tasks
the office identifies as needing some analysis. The Contracts Reviewed graph reflects the number of
contracts, contract amendments, and interlocal agreements executed by the office annually. The level of
work for each varies significantly depending on whether our office is negotiating the contract, advising
another department on contracting options or contracting law, or whether we are simply reviewing and
signing. This number has increased over the past several years as the contracting process has been
improved. 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 I 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 2021 Budget is $718,593 which reflects an increase of$10,651 or 1.5% over the 2020
Budget due to increase costs of research materials and supplies used by the Office of the City
Attorney.
e
■ Wages, payroll taxes and benefits are reduced from $627,353 to $608,460 for a total
reduction of$18,893 or 50%of intern wages and benefits. 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
3 of an intern would slow the production for the attorneys on issues as they would have to
take on these tasks as well.
■ Spokane County GIS are reduced from $1,000 to $750 for a total reduction of$250 or 25%.
($21,528) . Filing& Recording Fees are reduced from $10,000 to $9,600 for a total reduction of$400 or
4%. This will reduce two of code enforcements or chronic nuisance lawsuits that can be filed
each year which would result in a backlog of cases to be processed.
IlliLit
■ Publications would be deleted for a reduction $1,263 or 100%. This will make it difficult to keep
.„..4
up with changing court procedures and practices in the state of Washington.
■ Small Tools & Minor Equipment are reduced from $1,000 to $500 for a reduction of $500 or
50%. This will eliminate replacing small tools or equipment which might need to be replaced
or repaired.
■ Outside Legal Counsel will be reduced from $44,750 to$31,570 for a total reduction of$15,165
or 34%. This would have an impact on the workload for the attorneys, significantly reducing
efficiency, reducing total work product completed, as well as timeliness of completed work.
0 ■ Travel/Mileage reduced from $6,620 to$3,979 for a reduction of$2,641 or 40%as well as
-6% • Registrations will be reduced from $2,680 to $1,150 a reduction of $1,530 or 58%. With the
reduction in travel/mileage and registration the attorneys would only be able to attend one of
($43,082) the Washington State Association of Municipal Attorneys conferences per year which would
reduce their knowledge of changing laws, new topics municipalities are faced with as well as a
reduction in the continuing legal education credits needed to keep their bar licenses.
• Memberships would be reduced from $1,909 to $1,869 for a reduction of $40 or 2% which
would eliminate the environmental and land use law section from Washington State Bar
Association which provides update law information on this topic.
• Filing & Recording Fees are reduced from $10,000 to $7,200 for a total reduction of$2,800 or
'N Ii0p, 28%. 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.
32I ? age
• Office Supplies are reduced from $1,922 to$1,288 for a total reduction of$634 or 33%. This
will reduce the purchase of new office supplies and reuse of files, folders, dividers and
binders which can be reused out of closed case files.
• Spokane County GIS is reduced from $1,000 to $500 for a total reduction of$500 or 50%.
This will reduce/eliminate obtaining maps on projects that may be needed for hearings,
_9% trials analysis on community and economic development projects.
• Outside legal counsel is reduced from $46,735 to $12,665 for a total reduction of$34,070 or
73%. This would have an impact on the workload for the attorneys, reducing efficiency, total
($64,639) work product completed, as well as timeliness of completed work.
• Professional Services are reduced from $3,000 to $2,000 for a total reduction of$1,000 or
25%. This would reduce the service of code compliance complaints upon the defendants
resulting in a reduction in the number of cases that can be processed.
• Filing& Recording Fees are reduced from $10,000 to $6,432 for a total reduction of$3,568
or 35.68%. 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.
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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
To promote an Manager
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;
• Workplace Safety;
• Employee law compliance;
• Title VI Administration
• 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
2020. 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
34I ? age
minimize, monitor and control the probability and/or impact of such risks. Further,the Human Resources
Manager functions as the Americans with Disabilities Act (ADA) coordinator guiding the City's efforts to
promote access to its citizens. As the City's designated contact for persons requesting accommodation,
the Human Resource Manager works with the public to provide reasonable access to City services.
Human Resources prepares the City for the many changes in the external business environment, including
increased governmental mandates and legislation, recruitment needs as the pool of skilled workers
decreases, the increasing cost of labor and changing workforce demographics.
Goals & Strategies
1. Respond to internal and external impacts on the City's Human Resources function in order to
recruit and retain a well-qualified workforce.
- Improve effectiveness of programs that support employee satisfaction and increase
retention.
- Negotiate employment agreements that support the mission of the City.
- Develop systems that support the recruitment of well qualified candidates.
- Evaluation of employee costs to identify opportunities to reduce those costs.
2. Development of employee recruitment techniques to continue to fill vacancies with highly
qualified employees reflecting the values of the City.
- Analyze recruitment data to determine the most effective means to source potential
candidates.
- Review and adjust employee compensation ensure the City is competitive in the
employment market.
Workload Indicator 2015 2016 2017 2018 2019 2020
Number of City FTEs 87.25 87.40 89.25 89.25 93.75 95.25
Personnel action forms processed 166 122 139 150 230 126
Number of training classes facilitated or 6 4 8 6 6 3
coordinated
Employees hired* 12 6 10 16 13 12
Average number of applications received 24.08 33.4 25 29 30 20
per recruitment cycle
* Includes regular employees—permanent FT/PT employees; limited term; does not include temporary/seasonal
employees
35 I Page
Performance Measures
Employee satisfaction with Human Resources
101.00% From 2013 the percentage
100.00% of employees satisfied
99.00% with the Human Resources
98.00% Department has exceeded
97.00% 93% and has increased to
96.00% its current level of 100%.
95.00% The percentage of
94.00% employees indicating they
93.00% are "Very Satisfied"was
92.00% 78% in 2020.
2015 2016 2017 2018 2019 2020
Annual non-manager performance reviews
completed within 30 day of anniversary date
60.00%
In 2020 47%of 50.00%
employee
evaluations were 40.00%
completed in 30 30.00%
days or less with the 20.00%
average days for 10.00%
completion being 58.
0.00%
2015 2016 2017 2018 2019 2020
Percentage rate of employee turnover
12.00%
10.00%
8.00%
6.00%
4.00%
2.00% ■
0.00%
2015 2016 2017 2018 2019 2020
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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 2021 Budget is$318,540 which reflects an increase of$5,224 or 1.67% over the
2020 Budget
• Legal Services are reduced from $2,000 to $1,000 for a total reduction of $1,000 or 50%
reducing the ability to consult council on employment decisions and/or actions.
• Professional Services are reduced by$500, or 7%, limiting the amount of pre-employment
background screening.
• Advertising is reduced from$1,500 to$500 for a total reduction of$1,000 or 67%. Reducing
the ability to advertise employment opportunities.
-3% • Travel is reduced from $1,000 to $500 for a total reduction of $500 or 50% limiting the
ability to remain current with applicable State and Federal employment legislation.
($9'435) • Memberships are reduced from$625 to$350 for a total reduction of$275 or 44% resulting
in the professional organization's support.
• Registrations is reduced from $350 to$250 for a total reduction of$595 or 26%.
• Training is eliminated reducing the ability to provide updated information to employees.
• Employee Educational Reimbursement is reduced from $10,000 to $5,000 for a total
reduction of$5,000 or 50%.
• Wages, payroll taxes and benefits are reduced from$293,505 to$285,340 for a total reduction
of$8,165 or 3%. Resulting in the eliminations of performance based wage increases for HR
Staff.
_6% • Professional Services are reduced by an additional $1,500, for a total reduction of$2,000 or
29%, limiting the amount of pre-employment background screening.
($19,100)
• Wages, payroll taxes and benefits are reduced further from$293,505 to$268,482 for a total
reduction of$25,023 or 9%, resulting in a reduction of 0.2 FTE. This reduction would result
9%
in the elimination of some employee wellness and recruitment activities.
($35,958)
37 I Page
Finance & The Finance and Information Technology (IT) Department
provides financial management services for all City departments.
Information
Responsibilities include accounting and financial reporting,
Technology payroll, accounts payable, some purchasing, budgeting and
financial planning, treasury, investments and information
technology. The department is also responsible for generating
Mission and analyzing financial data related to the City's operations.
To assist the City Council, Finance is responsible for the administration, coordination,
City staff and citizens in supervision and control of the City's financial activities engaged in
by the City.These functions are performed through a combination
the areas of financial
of interrelated activities including financial management, general
planning, budgeting, accounting and information technology.
financial reporting and
overall stewardship of the
City's resources.
Our information
Finance
technology (IT) group Director
seeks to understand
technology and how it can Accountant Budget Database
best serve internal and Analyst Administrator
(2.75FTE)
external IT users.
Accounting IT Manager
Manager
Accountant Budget Accounting
Analyst Technician IT Specialist
(1 FTE) (2 FTE) (2 FTE)
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Essential Services:
Financial management responsibilities include:
• Budget development and monitoring;
• Preparation of periodic budget amendments;
• Treasury control and management of the City's cash and investment portfolio;
• Debt financing and management; and
• Collaboration with Community and Public Works staff on financing options for capital projects.
General accounting responsibilities include:
• Internal and external financial reporting including preparation of the Annual Financial Report;
• Coordination with the Washington State Auditor's Office for the City's annual audit which on
average represents approximately 800 auditor hours each year;
• General ledger accounting;
• Cash receipting including preparation of daily deposits for City departments;
• Tracking and receipting telephone utility tax payments;
• Tracking and receipting quarterly gambling tax payments;
• Processing payroll and accounts payable for 95.25 full-time equivalent employees as well as
seasonal and temporary employees;
• Process approximately 4,000 accounts payable checks;
• Project accounting, including grant accounting and processing reimbursement requests;
• Advertise and call for applications for outside agency grants for both social service and economic
development agencies; and
• Advertise and call for applications for lodging tax grants.
Information technology responsibilities include:
• Design, maintain and support of City's data network;
• Research,order,deliver, repair and maintain all desktop,tablet, laptop and peripheral equipment;
• Maintenance of all primary computer applications including the financial management and
permitting systems; and
• Broadcasting of City Council meetings which entails the acquisition and ongoing maintenance and
support of the necessary related hardware and software, as well as working with the vendor
involved with actual recording of the meeting.
Goals & Strategies
1. Maintain a consistent level of service in payroll, accounts payable, budget development, periodic and
annual financial report preparation, and IT services.
- Work with Finance staff to cross-train position responsibilities and knowledge base where
possible. Also, provide adequate training opportunities to allow staff members to remain
current with changes in pronouncements by the Governmental Accounting Standards Board
(GASB), changes in the Eden financial management system, and changes in the electronic
technology that allows all City employees to be more efficient and effective.
2. Complete the 2020 Annual Financial Report by May 30, 2021, and receive a "clean audit opinion"from
the Washington State Auditor's Office.
- This can be accomplished through a combination of cross-training responsibilities between the
Accounting Manager and staff accountants as well as remaining current on GASB
pronouncements through relevant training opportunities.
39IPage
3. Continue with the ongoing process of refining the replacement program for IT hardware resources
including server hardware, network hardware, printers and network-based appliances (firewalls, email
backup, network switches, intrusion prevention hardware, etc.), desktop computers, and the phone
system. This will continue to be the foundation for future budget developments and in large part
dictate operational workload through the course of the next year.
- Update the existing inventory of all related equipment currently deployed including when it
was acquired, it's expected useful life, anticipated replacement date, and replacement cost.
Workload Indicators 2015 2016 2017 2018 2019 2020
Number of computer workstations 140 140 155 155 168 198
Number of tablets supported 27 31 35 35 22 29
Number of physical servers supported 22 10 15 10 8 9
Number of virtual servers supported 15 25 28 29 23 34
Number of appliances supported 45 50 50 50 49 49
N-umber of PC's installed or replaced 39 37 72 10 38 57
N-etwork Hardware 75 76 87 95 94 94
Performance Measures
70 Help desk requests and
workstations per IT FTE per
60 month dropped in 2014 due to
50 hiring an additional IT staff
person that year.
40
30
20 II II II II k
10
0
2015 2016 2017 2018 2019 2020
•Help desk requests per month per IT FTE •Workstations per IT FTE
40IPage
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 2021 Budget is$1,500,659 which reflects an increase of$22,136 or 1.50%over the
2020 Budget
■ Wages, payroll taxes and benefits are reduced from $1,476,684 to $1,429,929 for a total
reduction of$46,755 or 3.17%. This represents a reduction of 0.4 FTEs, which would slow
City payments to vendors and increase the time needed for financial analysis.
-3%
($46,755)
■ Wages, payroll taxes and benefits are reduced from $1,476,684 to $1,382,436 for a total
reduction of$94,248 or 6.38%. This represents a reduction of 0.9 FTEs, which in addition to
-6% above would potentially compromise segregation of duties required by the State Auditor's
Office and would slow the outside agency and lodging tax grant award processes.
($94,248)
■ Wages, payroll taxes and benefits are reduced from $1,476,684 to $1,339,540 for a total
reduction of$137,144 or 9.29%.This represents a reduction of 1.25 FTEs,which in addition
to above would significantly compromise segregation of duties required by the State
_9% Auditor's Office. Also, City payments to vendors would only be processed once every two
weeks, and the ability to accommodate the Outside Agency and Lodging Tax award
processes would be seriously compromised without assistance from other City
($137,144) departments.
41 I Page
General Government - Budget Impact Summary
Theoretical Budget Reduction Exercise: Hope for the best, prepare for the worst.The Business Plan also helps the
City prepare for cyclical downturns in the economy.To meet this objective,each department prepares a theoretical
set of 3%,6%and 9% Budget reductions.These reductions are not Budget proposals,but tools to test the ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
Adopted 2021 Budget is$3,525,123 which reflects an decrease of$2,051,054 or 36.78% under
the 2020 Budget
This budget accounts for those activities that are not specific to the functions of any particular General
Fund department or operation. Expenditures recorded here are composed of election costs and voter
registration fees paid to Spokane County;the cost of the City's annual audit paid to the State of
Washington; or debt service payments; most information technology expenses including annual
computer leases, annual repair and maintenance contracts for servers and copiers, monthly telephone
and internet charges, and computer and copier purchases. Also charged to this area are payments to
outside agencies for economic development and social service purposes; annual property and liability
insurance premiums; and transfers to other funds representing General Fund investments or grant
matches in a variety of capital projects including pavement preservation.
• Professional services — misc. studies are reduced from $218,000 to $198,800 for a total
reduction of $19,200 or 8.81%. This reduction would reduce the City's ability to address
_3 unforeseen issues that may arise throughout the year.
• Outside Agency funding is reduced from $182,000 to $102,000 for a total reduction of
$80,000 or 43.96%. This reduction would limit the City's ability to award funding to local
($99,200) social service and economic development agencies.
• Professional services — misc. studies are reduced from $218,000 to $194,700 for a total
reduction of $23,300 or 10.69%. This reduction would reduce the City's ability to address
unforeseen issues that may arise throughout the year.
_� • Outside Agency funding is reduced from $182,000 to $57,000 for a total reduction of
$125,000 or 68.68%. This reduction would limit the City's ability to award funding to local
social service and economic development agencies to the point of perhaps only funding one
($198,300) or two awards.
• Transfers out to the Parks Capital Projects Fund#309 are reduced from$160,000 to$110,000
for a total reduction of$50,000 or 31.25%. This reduction would impact the City's ability to
finance future park capital projects.
• Professional services — misc. studies are reduced from $218,000 to $163,000 for a total
reduction of $55,000 or 25.23%. This reduction would further reduce the City's ability to
address unforeseen issues that may arise throughout the year.
_9%
• Outside Agency funding is reduced from $182,000 to $25,000 for a total reduction of
$157,000 or 86.26%.This reduction would eliminate the City's ability to award funding to local
social service and economic development.
($297,500) . Transfers out to the Parks Capital Projects Fund#309 are reduced from $160,000 to$74,500
for a total reduction of $85,500 or 53.44%. This reduction would severely impact the City's
ability to finance future park capital projects.
42 I Page
With offices located in the CenterPlace Regional Event Center,
Parks & the Parks & Recreation Department consists of six divisions:
Parks Administration, Parks Maintenance, Recreation,
Recreation Aquatics, Senior Center and CenterPlace. The Department is
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 & Facilities
programs, parks and Director
events.
Administrative
Assistant Recreation
(2 FTE) Coordinator
Maintenance
Senior Center
Worker/Facilities —
(3 FTE) Liaison
CenterPlace
Coordinator
CenterPlace Office CenterPlace Office
Assistant 2 Assistant 1
43IPage
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.
44 I Page
- Complete implementation of Browns Park Master Plan amenities.
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 2020
Developed acres maintained 133.6 133.6 133.6 133.6 133.6 184.26 184.26
Trees planted 10 10 4 25 25 15 37
Overall number of park facility 428 425 431 511 536 570 0*
reservations/year
Number of recreation classes offered 158 189 189 165 167 177 65
Number of open swim hours 1,251.5 1,465 1,465 1,112 1,198 1,180 0
available/season
Number of swim lesson/team 1,510 1,582 1,582 1,647 1,608 1,588 0
registrations
Miles of Centennial Trail maintained 6.78 6.78 6.78 6.78 6.78 6.78 6.78
Number of hours to maintain Centennial 900 900 900 900 900 900 900
Trail
*Number of cancelled reservations:113 for a total estimated loss of revenue of$15,208
Performance Measures 2014 2015 2016 2017 2018 2019 2020
Developed park acres per 1,000 1.4 1.4 1.4 1.4 1.4 1.9 1.9
population
Recreation program recovery vs. 104% 104% 108% 103% 105% 117% 73%
direct cost' _
Parks& Recreation recurring budget $29.43 $29.69 $29.67 $29.77 $31.23 $31.41 $31.86
per capita
Cost to maintain Centennial Trail $0.05 $0.05 $0.05 $0.05 $0.07 $0.07 $0.07
Trail mile/ per capita
Miles of trail per 1,000 households .076 .076 .076 .076 .076 .070 .070
'Calcualated 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.
45IPage
Essential Services:
• Regional focal point for Northeastern Washington, Northern Idaho and Western Montana;
• 54,000 square foot facility located in Mirabeau Point Park;
• Open seven days a week, this is the home of the Parks & Recreation Department and the Valley
Senior Center;
• Reserves and rents to over 900 educational, corporate and social events annually;
• Provides set up and take downs for all activities;
• Manages long-term leases of space;
• Manages food services and marketing contract;
• Partners with Spokane Community College and Central Valley School District; and
• Manage rooms including a great room, commercial kitchen, fireside lounge, auditorium and
numerous meeting rooms.
Goals & Strategies
1. Implement the updated CenterPlace Regional Marketing and Communications Plan.
- Increase seasonal staffing to accommodate a higher level of service.
- Develop "CenterPlace's Partner Services" with local event planners.
- Explore new marketing services to help implement marketing plan.
- Work to add new signature events to the Mirabeau campus.
- Expand catering involvement in events.
2. Make facility improvements to CenterPlace.
- Make parking lot improvements for safety.
- Schedule preventative maintenance and facility updates to maintain CenterPlace in good
condition.
- Complete Phase 2 construction of West Lawn project.
- Replace roof.
- Continue to replace flooring and furniture throughout building.
Workload Indicators 2015 2016 2017 2018 2019 2020
Number of area businesses/hotels contacted for 5,617 5,617 4,167 4,155 3,015 187
use of CenterPlace'
Number of reservations per year 919 923 1,041 1,047 1,106 224*
Number of operating hours per year 4,633 4,633 4,633 4,633 4,633 4,633
Number of room use hours booked per year 6,503 7,767 8,321 8,714 8,365 1,294
'Area businesses were contacted by CenterPlace from a list developed by our marketing consultant.
*Number of events cancelled in 2020:507,resulting in an estimated revenue loss from cancellations of$225,917
46IPage
Performance Measures 2015 2016 2017 2018 2019 2020
Percentage of facility capacity per Great Room 27% 22% 30% 26.7% 30% 6%
reserved'
Percentage cost recover per CenterPlacee 54% 49% 49% 51% 57% 20%
Percentage area business utilizing 3.7% 5% 5% 5.5% 7% 0.6%
CenterPlace3
Percentage of facility capacity per Lounge 22% 20% 11% 18.7% 9.4% 2%
reserved'
Percentage of regional use of facility 4.2% 4% 7% 8.5% 9% 3%
'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.
4This is the number of total hours(2809)available in the Lounge divided by actual hours used.
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 2015 2016 2017 2018 2019 2020
Number of participants in senior 26,329 28,003 25,396 27,343 27,000 5,594
programs or workshops per year
Average age of senior participating in 75.5 74.5 74.5 76.2 76.0 77.0
programs
Number of senior programs offered 39 39 35 43 50 35
per year
Performance Measures 2015 2016 2017 2018 2019 2020
Percentage of Spokane Valley seniors who 30% 33% 30% 35% 42% 25%
participate in health and wellness programs
47 I 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 2021 Budget is$3,142,674 which reflects an increase of$36,367 or 1.17 revised %
over the 2020 Budget
■ 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.
■ Clothing&Uniforms under Administration is reduced from$500 to 0 for a reduction of$500
or 100%. This will eliminate this line item.
■ Parks Maintenance under Maintenance is reduced from $847,503 to $814,904 for a total
reduction of$32,600 or 100%. This will reduce park maintenance activities by two weeks.
■ Professional Services under Aquatics is reduced from $440,000 to$396,000 for a reduction
of $44,000 or 10%. This will eliminate one week of the summer pools season at all three
outdoor pools.
■ Advertising under CenterPlace is reduced from $60,000 to $40,000 for a reduction of
$20,000 or 33%.This will negatively impact our ability to market CenterPlace.
_3,/ ■ 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
($98,100) 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.
■ Professional Services under Administration is reduced from $30,000 to $25,000 for a
reduction of$5,000 or 17%. This will reduce consultant work for a variety of projects.
■ Park Maintenance under Maintenance is reduced from$814,903 to$798,603 for a reduction
of$16,300 or 2%. This will reduce park maintenance activities by one week.
-6% ■ Professional Services under Aquatics is reduced from $396,000 to $352,000 for a reduction
of$44,000 or 20%.This will eliminate one week of summer pools season at all three outdoor
pools.
($210,350) • Small Tools and Minor Equipment under Aquatics is reduced from $1,500 to $1,000 for a
reduction of$500 or 33%. This will reduce our ability to maintain our pools.
■ Advertising under Aquatics is reduced from $500 to $250 for a reduction of $250 or 50%.
This will affect our ability to promote our aquatics program.
48 I Page
• Telephone Service under Aquatics is reduced from $5,500 to $5,000 for a reduction of$500
or 9%. This will affect our ability to operate our computer system.
• Miscellaneous Services under Aquatics is reduced from $3,200 to 0 for a reduction of$3,200
or 100%. This will eliminate our ability to maintain our aquatic service.
_� • Small Tools and Minor Equipment under CenterPlace is reduced from $20,850 to$18,850 for
a reduction of$2,000 or 10%. This will reduce our ability to maintain CenterPlace.
• Repair& Maintenance Supplies under CenterPlace is reduced from $15,500 to $10,500 for a
($210,350) reduction of$5,000 or 33%. This will reduce our ability to maintain CenterPlace.
• Janitorial Supplies under CenterPlace is reduced from $10,000 to $7,500 for a reduction of
Cont'd $2,500 or 25%. This will impact our ability to stock our restrooms.
• Advertising under CenterPlace is reduced from$40,000 to$20,000 for a reduction of$20,000
or 50%. This will drastically reduce our ability to promote CenterPlace.
• Equipment Repair and Maintenance under CenterPlace is reduced from $17,000 to $10,000
for a reduction of$7,000 or 42%. This will eliminate this line item
• Travel/Mileage under Administration is reduced from$2,100 to 0 for a reduction of$2,100
or 100%. This will eliminate the travel budget.
• Conference Registrations under Administration is reduced from$1,450 to 0 for a reduction
of$1,450 or 100%. This will eliminate travel and training.
• Miscellaneous Services under Maintenance is reduced from $2,500 to 0 for a reduction of
$2,500 or 100%. This will eliminate portable restrooms.
-9% • Travel/Mileage under Recreation is reduced from $2,050 to 0 for a reduction of$2,050 or
100%. This will eliminate the travel budget.
($293,650) • Conference Registrations under Recreation is reduced from $1,500 to 0 for a reduction of
$1,500 or 100%. This will eliminate travel and training.
• Professional Services under Aquatics is reduced from$352,000 to $308,000 for a reduction
of $44,000 or 12%. This will eliminate one week of the summer pool season for all three
outdoor pools.
• Advertising under CenterPlace is reduced from$20,000 to 0 for a total reduction of$20,000
or 100%. This will eliminate our ability to market CenterPlace.
• Travel/Mileage under CenterPlace is reduced from $2,150 to 0 for a reduction of$2,150 or
100%. This will eliminate the travel budget.
• Conference Registrations under CenterPlace is reduced from $1,850 to 0 for a reduction of
$1,850 or 100%. This will eliminate travel and training.
49IPage
The Deputy City Manager works under the general direction of the City
Manager and works with the City's management team to coordinate
efforts toward the achievement of departmental objectives and the
Deputy City objectives of the City government as a whole. The Deputy City Manager
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
Community & Public in the determination of department needs, the preparation and
Works presentation of services for approval by the City Manager and City
Council, and the coordination of the implementation of approved
services. The Deputy City Manager performs operations oversight for
Community & Public Works consisting of the Engineering Division,
Street Maintenance, Economic Development and Building Division.
Community& Public Works
Street Maintenance Engineering
Economic
Development Building & Planning
50 I 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.
51 I Page
Deputy City Manager - Budget Impact Summary
Theoretical Budget Reduction Exercise: Hope for the best, prepare for the worst. The Business Plan also helps the
City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical
set of 3%,6%and 9% Budget reductions.These reductions are not Budget proposals, but tools to test the ability to
provide a base level of services by the City in anticipation of potential future revenue shortfalls.
Approved 2021 Budget is $284,844 which reflects an increase of$7,657 or 2.76% over the
2020 Budget
• Wages, payroll taxes and benefits are reduced from $243,944 to $235,894 for a total
reduction of$8,050 or 3.0%. Resulting in the Deputy City Manager being reduced to 0.97
FTE impacting day-to-day operations of the City.
-30 • Advertising is reduced from $1,500 to $1,000 for a total reduction of$500 or 33% reducing
ability to advertise for different programs.
($8,550)
t� • Wages, payroll taxes and benefits are reduced from $243944 to $227,600 for a total reduction
of$16,344 or 6.0%. Resulting in the Deputy City Manager being reduced to 0.93 FTE impacting
-6% day-to-day operations of the City.
6 ■ Advertising is reduced from $1,500 to $1,000 for a total reduction of$500 or 33% eliminating
the ability to advertise for different programs.
($17,044)
,,,, N,116.0•121
• Wages, payroll taxes and benefits are reduced from $243,944 to$219,061 for a total reduction
_9 of $24,883 or 9%. Resulting in the Deputy City Manager being reduced to 0.9 FTE impacting
7 day-to-day operations of the City.
• Advertising is reduced from $1,500 to $1,000 for a total reduction of$500 or 33% eliminating
($25,583) the ability to advertise for different programs.
52 I Page
The Engineering Division is one of the three divisions within the
Community and Public Works Department. The Division is comprised of
four groups, the Capital Improvement Program, Development
Engineering, Traffic Management and Operations, and Utilities.
Engineering
Division
City Engineer
Administrative
— Assistant
Engineering
Traffic Engineering Manager
Manager
I I Administrative
Senior Engineer/ Assistant Engineering Tech II/
Traffic Engineer/Traffic CAD Administrator
Senior Engineer/ Engineer
Assistant Engineer Project Manager Technidan II
(4 FTE)
Engineer Engineering Tech
(1 FTE) (2 FTE)
Assistant Engineer
(1FTE)
Senior Engineer/ Planning/Grants
Water Res Engineer
Engineer/Storm I Engineering
Tech II/Storm
Senior Engineer/ Engineering Tech I
Development
Development
Inspector
53I 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 Engineering Planners 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 their local program staff;
o Prepare environmental documents, engineering plans, specifications and project
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 various City departments including Streets Maintenance, Stormwater Utility,
Traffic Management &Operations, Parks, Development Engineering and Economic Development
for all projects.
Development Engineering
Development Engineering Section (DE)ensures that land actions and commercial building permits comply
with the adopted City codes for private infrastructure development through plan review and construction
inspection. Development Engineering periodically updates the City's development code and design
standards pertaining to construction activities, ensuring adherence to federal and state requirements, as
well as the City's adopted Comprehensive Plan. As the City does not have surveyors, a surveying
consultant reviews all 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;
• Identify, develop and institute City design standard changes as regulatory standards change;
• Provide construction oversight for various development and capital projects;
• Review, issue and monitor grading permits;
54 I Page
• Review, issue and monitor right-of-way permits; and
• Provide right-of-way inspections for various development and capital projects.
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;
• Identify and schedule the collection of annual traffic data for the City's principal roadway network;
• Prepare traffic control, signal, signing and channelization plans and specifications in cooperation
with capital projects;
Scope and review traffic studies for private development that utilizes the services of the City's
street network;
• Identify projects that mitigate transportation impacts, or correct deficiencies, caused by the
increased traffic volumes associated with new development;
• Identify capital improvement projects that improve the transportation system throughout the
City;
• Develop Transportation Management Plans and Studies that identify school zone safety,
pedestrian, and bike facilities;
• Assist the DE and CIP Sections in preparing grant applications for various projects that impact the
City's transportation network;
• Monitor motorized and non-motorized crashes to address safety concerns on the citywide street
network;
• Review Traffic Control Plans for compliance with the Manual on Uniform Traffic Control Devices
Handbook(MUTCD);
• Provide review of Traffic Control Plans and permits for oversize loads, special events, and
transportation network access control;
• Assist other departments with updating the City's Comprehensive Plan;
• Partner with the Washington State Department of Transportation(WSDOT),the Spokane Regional
Transportation Council (SRTC), Spokane County and neighboring jurisdictions to coordinate
regional transportation needs;
• Coordinate with Spokane Regional Transportation Management Center (SRTMC) on
transportation management within the City and region; and
• Implement, monitor and maintain the City's Intelligent Transportation Systems (ITS) and Traffic
Operations Center.
Utilities
The Utilities Section oversees the City's Surface and Stormwater Utility, manages the City's contracts for
solid waste collection and disposal, oversees the City's floodplain management services, and coordinates
other utility issues on behalf of the City. The City's Surface and Stormwater Utility manages the City's
efforts to collect,treat, store and discharge stormwater, while managing the risks to public safety, health
and property from flooding and erosion.
55 I Page
Essential Services:
• Provide inventory, inspection and investigations for all City stormwater facilities;
• Provide Geographic Information System (GIS) mapping related to stormwater facilities, both
public and private, throughout the City;
• Maintain the City's compliance with all environmental and utility laws, codes and regulations;
• Provide floodplain management services on behalf of the City;
• Provide floodplain management services to other agencies and private entities;
• Assist in the planning, design, and construction of capital improvements throughout the City,
focusing on project utility requirements;
• Manage City street sweeping planning and operations;
• Manage the operations and maintenance of all City storm drainage structures;
• Represent the City in Stormwater Public Education and Outreach efforts;
• Represent the City in regional solid waste and recycling efforts;
• Provide management, implementation and oversight of the City's Solid Waste Management
Program;
• Manage the City's solid waste and recycling collection services contracts;
• Represent the City on regional solid waste and recycling committees; and,
• Represent the City on regional aquifer protection committees.
The Utilities Section oversees the requirements of the Clean Water Act for stormwater discharges
including implementation of the City's National Pollutant Discharge Elimination System (NPSES) permit,
Underground Injection Control(UIC) rules,and monitoring regulations for discharges in Aquifer Protection
Areas and Total Maximum Daily Load (TMDL) 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 long—term funding
for grade separation and corridor consolidation.
- Include pertinent Bridging the Valley projects in the City's six-year TIP.
- Coordinate with City management and the Economic Development Division to develop
funding alternatives to construct all grade separation projects.
4. Pursue a sustainability plan in connection with the City's street preservation program to include
sustained funding in the City's Street Fund#311 primarily addressing concerns beyond the year
2021.
- Work with City management to find a solution to this funding shortfall.
56 I Page
- 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.
- 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
and develop a financial plan to address these needs and incorporate into the City's budget.
- Perform a condition assessment of existing traffic signal components and equipment.
- Develop a maintenance program and budget to replace aging signal equipment and
components.
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 stormwater outfalls.
- Reduce the backlog of small utility projects and maintenance repairs.
- Continue to update the annual Stormwater Program Plan.
- Provide an update to the City's annual Six-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. Continue Glenrose Creek floodplain mapping.
- Finalize Glenrose Creek hydrology and hydraulic data.
- Continue coordination with City of Spokane and Spokane County.
- 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
the City's needs.
Workload Indicators 2015 2016 2017 2018 2019 2020
Traffic signals maintained 85 86 86 87 87 87
Traffic counts performed 146 165 146 128 136 137
Traffic signs maintained 21,000 21,000 21,000 21.000 21,000 21,000
Total number of stormwater structures 14,761 14,792 14,795 14,879 15,263 15,716
Total stormwater-related citizen action 58 98 204 161 164 87
requests
Total number of stormwater projects 25 8 92 8 76 14
completed
Total stormwater structures inspected 2,100 1,550 2,158 3,319 2,130 2,126
Total stormwater structures cleaned 2,199 1,009 1,499 2300 2,062 2,239
Total engineer grading permits issued 60 67 68 86 91 84
Total CIP projects awarded 9 9 8 11 11 8
Total centerline miles resurfaced 6.69 6.15 8.57 6.7 8.95 4.08
57 I 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 2021 Budget is $2,165,242 which reflects an increase of$193,511 or 9.8%over
the 2020 Budget. The main factor associated with the increase is moving personnel from the
Econmic Development Division to the Engineering Division.
■ Wages, payroll taxes and benefits are reduced from $1,921,908 to $1,855,308 for a total
reduction of$66,600 or 3.1%of the total proposed budget. This reduction would eliminate
_3 a 0.5 FTE Engineer in the Engineering Division. This effort requires the elimination of one
full position as it is split with the capital fund.
($66,600)
-3.1%Actual
• Wages, payroll taxes and benefits are reduced from $1,921,908 to $1,732,592 for a total
reduction of$189,316 or 8.7% of the total proposed budget. This reduction would eliminate
0 a 0.5 FTE Engineer and a 1.0 FTE Assistant Engineer. This effort requires the elimination of two
-6% full positions as the Engineer position is split with the capital fund.
($189,316)
-8.7%Actual
• Wages, payroll taxes and benefits are reduced from $1,921,908 to $1,678,155 for a total
reduction of$243,753 or 11.3%of the total proposed budget. This reduction would
_9% eliminate a 0.5 FTE Engineer, a 1.0 FTE Assistant Engineer, and a 0.5 FTE Engineering
7 Technician 1. This effort requires the elimination of three full positions as they are split with
($243,753) the capital fund.
-11.3%Actual
58 I 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
Street of City staff. Street and stormwater maintenance and repair account for$1.5
million dollars annually to provide asphalt patching, crack sealing, gravel
Maintenance shoulder repairs, curb and sidewalk repairs, gravel road grading and
Division stormwater repairs.
Street Superintendent
Maintenance/
ROW Inspector
Const. Inspect
(7 FTE)
The roadway landscaping services contract maintains all City-owned right-of-
ways and provides weed control on all major arterials including sidewalks.
The street sweeping contract provides routine monthly maintenance along
with a dedicated spring and fall sweep, performed in conjunction with the
stormwater management program. The contract for storm drain cleaning is
responsible for cleaning drywells,catch basins,culverts,swale inlets and bridge
drains.
The Geiger Work Crew is contracted to provide low cost litter and trash control
on arterial streets, weed control and trash clean up as requested, mowing and
maintaining all City dry land grass and snow removal from sidewalks on City-
owned bridges.
The City of Spokane Valley operates ten City-owned snow plows which are
responsible for the clearing of the Priority 1 and 2 roads along with selected
hillsides. The City contracts road graders in the event of a full City residential
plow.
59 I Page
Workload Indicators 2015 2016 2017 2018 2019 2020
Centerline lane miles of streets 461 461 461 461 461 461
maintained
Total street(Snow) related citizen action 153 146 660 146 404 198
requests
Total street(non-Snow) related citizen 504 598 1,154 678 754 630
action requests
Annual snowfall accumulation (inches) 39.0 30.9 63.5 39.7 56.9 64.7
Number of vehicles maintained 28 28 32 38 38 39
Total right-of-way permits issued 724 768 996 1,090 979 967
Total right-of-way inspection performed 9,459 10,901 13,980 13,657 12,658 13,363
Performance Measures 2015 2016 2017 2018 2019 2020
Street maintenance cost per capita $48.11 $48.01 $48.79 47.04 55.94 50.56
Lane miles maintained per 1,000 population 4.94 4.94 4.94 4.71 4.62 4.62
Street sweeping(in cubic yards removed) 1,370 1,450 1,310 930 1,360 1,180
Tons of cold patch for potholes
120
100
80
60
40
20
0
2015 201 2018 2019 2020
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.
60IPage
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
Development studies; coordination with regional partners; the dissemination of
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
Mission programs.
To strengthen community,
create a successful Economic
business climate and build Development
Manager
economic vitality.
Administrative
Assistant
ED Specialist
Senior Planner
Public Information
Office r
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;
• Evaluate the Comprehensive Plan's strategic actions and identify
implementation measures;
• Respond to citizen inquiries relating to the City's long range
planning efforts;
• Conduct special studies and reports related to economic
development priorities and projects.
61 I Page
Business Retention, Expansion, and Recruitment
• Promote and sustain a diverse and stable business environment;
• Establish and maintain communication with various entities to promote and facilitate the
implementation of the City's economic and development strategies;
• 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 to promote business retention, expansion
and recruitment;tourism; and the city's identity and brand;
• Develop and manage web-based economic development content; digital and broadcast media
advertising campaigns; and informational and promotional materials that support key marketing
strategies;
• Prepare and present information at meetings of various organizations and groups; 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 grant applications to implement 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
the City's priorities and goals.
Public Information
• Use a variety of channels, resources and technologies to ensure government transparency through
the development and dissemination of information to create a more knowledgeable citizenry;
• Serve as the primary point of contact and coordinator for interactions with members of the media
and the general public;
• In the event of an emergency, gather and provide information and instructions for the safety and
well-being of citizens, City Council and City staff;
• 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.
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.
62 I Page
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 available spaces in key locations and match them with potential retail types.
- Identify any zoning, permitting and/or fire and building code issues.
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.
- Promote the City's brand to foster community pride.
- Increase awareness of City businesses, events, and recreational opportunities.
- Publicize the City's key industry sectors.
- Promote the City as a business-friendly location.
- Promote the City as an attractive place to live, work and play.
- Maintain economic development 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 region's Associate Development Organization (ADO), for business
recruitment and retention.
7. Strengthen and expand civic and event opportunities.
- Implement strategies to support tourism related activities.
- Partner with and promote community events.
8. Assist in expanding the City's grant program.
- 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.
- Continue efforts to implement new communication methods, including social media.
63I ? age
- Create and publish a magazine highlighting the wide range of city services, programs and
events.
- Ensure the city website offers timely, engaging and useful content.
- 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 2015 2016 2017 2018 2019 2020
Businesses assisted 27 20 18 22 70 4
Meetings with regional partners 54 55 195 170 204 50
Marketing media created 12 19 41 71 121 17
Economic Development grants submitted - 2 13 8 2 0
Economic Development grant dollars $33.3 $113.7 $98.5 $5.2 $.12 0
requested ($ Millions)
Media releases issued 247 222 107 85 57 28
Earned media stories 320 211 138 154 117 -
Total media stories 575 592 353 390 411 -
Public Information contacts with the media 96 183 99 97 283 292
Community newsletters produced 4 4 3 4 4 -
Special events presentations/participation 3 9 3 5 20 2
Facebook followers - - - - 3069 3517
Twitter followers - - 376 566 879 881
Tweets sent - - 192 387 467 166
LinkedIn followers - - - - 1,003 1089
Instagram followers - - - - 183 284
Instagram posts - - - - 10 8
Performance Measures 2015 2016 2017 2018 2019 2020
Business retention/expansion meetings 27 20 21 20 23 1
held
Business recruitment—ongoing 3 1 1 4 7 1
Business recruitment—completed 2 2 1 1 3 0
Business welcome letters sent' 1,572 1,824 1,765 2,115 10,127
Economic Development workshops held 2 2 2 3 4 0
Economic Development Grants awarded 10 6 4' 5 2 0
Economic Development grant dollars $7.3 $4.5 $1.51 $1.2 $.12 0
_awarded ($ Million)
Percentage increase of residents 1.4% .9% .8% 1% .95% -
Hotel occupancy rates - - 63% 63.8% 69.8%
Percent change in sales tax collected2 4.43% 8.67% 5.54% 7.76% 7.05% -
1The 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.
2The data in this field is based on November collections to coincide with the development of the Business Plan.
64 I Page
The Building & Planning Division is responsible for implementing and
enforcing the State Building Code as required by state law.The purpose of
Building & the International Codes, as adopted by the State of Washington and the
City of Spokane Valley, is to promote the health, safety and welfare of the
Planning occupants or users of the building and structures and the general public
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
Building Official
Administrative
Assistant
_ Assistant Building
Official
Development
Service Coordinator
Plans Examiner
Development
Engineering Tech
Building Inspector
(3 FTE)
Permit Facilitator
(2 FTE)
Senior Planner
Office Assistant
(3 FTE)
Planner
(3 FTE)
Code Enforcement
Officer
(2 FTE)
65 I Page
Implementation of these regulations through plan review and inspection of construction projects assures
that citizens can correctly assume that the buildings and structures in which they spend more than 80
percent of their time are safe. The Permit Center issued 5081 permits during 2020 for a broad range of
development projects including new homes, residential remodels, commercial remodels (commonly
referred to as "tenant improvements"), 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 16,290 inspections in 2020 as they assist
builders, developers and trades people through the completion of their projects. This vast range and
volume of projects represents countless hours of support to permit applicants and developers and heavily
contributes to the economic development of the community in ways that are not necessarily reflected in
permit revenues.
Essential Services:
• Commercial construction plan review;
• Residential construction plan review;
• Accessibility(handicap) plan review;
• Commercial and residential construction inspection;
• Permit intake, processing and issuance;
• Permit coordination;
• Business license coordination with business owners and WA Dept. of Revenue;
• Fire District coordination, including SVFD permit processing
• Outside agency coordination (including Regional Health, Clean Air, utilities and water districts);
• Monitor building code legislation;
• Public assistance with code compliance;
• Issuance and maintenance of Certificates of Occupancy (required for every building/tenant
space in multi-tenant structures); and
• Economic and business development coordination.
Building& Planning
Building and Planning staff are cross-trained and work on various types of development projects
including commercial developments, commercial re-developments, single-and multi-family residential
developments, adaptive re-use of existing buildings and sites. This provides the City of Spokane Valley
Community& Public Works Department with greater flexibility in completing the work program by
having staff who understand the processes and procedures related to a variety of development
categories.
The Building & Planning team is responsible for activities such as:
- Ensuring that the City's plans are consistent with Growth Management Act (RCW 36.70A);
- Ensuring that the City's plans are consistent with the Shoreline Management Act (RCW 90.58);
- Processing Comprehensive Plan amendments and annual updates;
- Ensuring compliance with the State Environmental Policy Act(SEPA RCW 43.21 C);
- Spokane Valley Municipal Code text amendments;
- Processing subdivisions/short subdivisions/binding site plan proposals;
- Preparing for and conducting public hearings;
- Conducting commercial and land-use related pre-application reviews;
- Building Permit processing including intake, routing, review, issuance, inspection and closure;
66IPage
- Coordination of Building Permit review process with outside agencies such as Spokane Valley
Fire Department and utility purveyors;
- Wireless communication facility permitting coordination—multi-departmental
- Investigation of structure damage resulting from fire, flood,vehicular impact, etc.;
- 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
responsible for interpreting code requirements to ensure 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 2020, Code Enforcement investigated to 658 cases regarding nuisances such as junk vehicles,
accumulation of garbage, unsafe structures,construction and development work without permits,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. During 2020,
three abatements were executed. 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 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. In 2021, oversight of the facilities
maintenance activities shall be shifted to the Parks & Recreation Department. Building & Planning
division staff will continue to provide support during and following the shift to ensure continuity of
service.
67 I Page
Permit Center Administration
Following the move of City operations to the City Hall facility in 2017, the central reception and Permit
Center cashiering functions were combined and the central routing was combined with records
management. This minor reorganization allows for the Office Assistant staff members assigned to the
central reception and cashiering duties to provide back-up for one another with minimal need for
additional coverage during breaks/absences. Similarly, the Office Assistant staff members primarily
responsible for central routing and records management were directed to work as a team and provide
cross-coverage of duties to allow for efficient permit document routing and public records request
processing coordination with City Clerk staff. The Office Assistant group is responsible for normal
reception activities such as greeting customers, both in person and via telephone, assisting them to their
destination within City Hall, cashiering, routing of permit-related documents to review team members
and outside agencies, file/records management, data entry, and stocking supplies. Office Assistant staff
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.
- Examine code provisions for consistency with the Comprehensive Plan.
- Continue to refine e-submittal process for all permit types.
- Continue to refine small cell system installation/infrastructure permit process to maintain
consistency with evolving regulations at local, state and federal level.
- Regular/periodic building valuation updates
- Enhance reporting capabilities/ Adhoc reporting through SMARTGov permit tracking
system capabilities
- Continue to expand customer interaction opportunities using OAlert and SMARTGov
online permit 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.
- Continue to refine electronic plan submittal acceptance guidelines.
- Implement a procedure for scanning commercial address files.
- Begin scanning commercial address process.
- Maintain newly expanded paperless permit submittal process.
- Continue to focus on electronic file creation and maintenance to reduce paper records
where appropriate.
3. Regional Special Inspection and fabricator process.
- Continue to expand coordination with regional building officials, State agencies
responsible for licensing and accreditation programs, 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.
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4. Develop and provide training programs/presentations for outreach to local:
- Special inspection agencies;
- Steel and concrete fabricators;
- Association of General Contractors (AGC);
- Association Society of Civil Engineers (ASCE);
- American Institute of Architects (AIA);
- Structural Engineers Association of Washington;
- Implement cross-training program for administrative staff.
5. Continue participation in Spokane Regional Code Group Meetings.
- Coordinate with State Building Code Council to better plan future code updates and
implementation.
- Discuss International Residential Codes.
- Follow current trend by researching other Washington State adopted codes.
- 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.
Workload Indicators 2015 2016 2017 2018 2019 2020
Number of phone calls answered and directed 7,100 6,942 7,292 7590 11726 11630
Number of visitors greeted 3,023 3,171 3,093 8505* 11355 2112
Pre-application meetings—commercial 88 74 89 99 112 53
Pre-application meetings—land use 32 41 63 76 67 71
Construction applications received 4,536 5,708 5,060 5487 5334 5502
Land use applications received 660 681 792 757 1330 1230
Construction permits issued 3,993 5,159 4,473 5136 4932 5081
Planning applications approved 561 595 652 582 415 109
Development inspections performed 13,848 15,848 16,419 17,386 16578 16290
Code Enforcement cases investigated 383 462 522 701 648 658
Number of online permits received 1,582 2,449 2,582 2772 2651 945
Number of hearings conducted by the Hearing 6 8 11 13 6 11
Examiner
Municipal Code text amendments processed 2 ' 5 4 4 6
Planning Commission meetings participated in 21 22 12 19 19 172
1Comprehensive Plan Update year, regulations updated.
z COVID-19 related restrictions resulted in cancellation of 4 Planning Commission meetings during 2020.
*Changes to sign in at front counter, plus adding Permit Center and front reception visitors together creates larger
number in total.
Performance Measures 2018 2019 2020
Percent of construction permits issued 85% 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 2021 Budget is$2,315,701 which reflects an increase of$34,227 or 1.50%over the
2020 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
_3% would increase the time necessary to respond to a public records request, reduce our ability
to provide customer service, and reduce our ability to provide staff coverage during an
($79,681) emergency.
• 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
C 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
9 and two Office Assistant I. This would significantly impact our ability to provide customer
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 2021 Budget is$296,270 which reflects an increase of$4376 or 1.50% over the 2020
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
_3%
maintain City Hall as we would expect to.
($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
-6% ability to be able to maintain City Hall in its like new condition.
($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
_9% our ability to be able to maintain City Hall in its like new condition and could impact the
contracts needed to assist in the maintenance of our new building and grounds.
($28,086)
71 I Page
Addendum A:
Spokane Valley Police Department
Contract Services
The Spokane Valley Police Department (SVPD) is included as an Addendum to the Business Plan because
their services are provided by contract with the Spokane County Sheriff's Office (SCSO). Spokane Valley
Police Chief Dave Ellis reports to the City Manager and to the Spokane County Sheriff.
The SVPD information in the Business Plan is important to:
- Provide information as to the Police Department's structure and how that translates into services
to the City's citizens.
- Gain an understanding of the costs involved in providing these services.
In reviewing the Police Department Business Plan, it is important to note that the Interlocal Agreement
for Law Enforcement Services specifies the type and timing of budgetary changes that the City can make
to law enforcement.
Spokane Valley Police Department (Commissioned Officers)
Spokane Dedicated Resources Spokane Valley
County Sheriff 100%Spokane Valley City Manager
Shared Resources Police Chief
Split County/City Undersheriff
Precinct Commander
Training/Professional (Inspector)
Standards/PIO
7 FTE
14 Pool Positions(Training)
Administrative Dayshift Nightshift
Sergeant Lieutenant Lieutenant
Marine Patrol/Search&Rescue
2 Deputies
Precinct Front Traffic Patrol Patrol
Regional Intelligence Group 1 Sergeant
(RIG 9) Desk Deputy g 4 Sergeants 5 Sergeants
(Dayshift Patrol) 2 Det/Corp 19 Deputies 27 Deputies
1 Detective 4 Deputies
1 Sgt.and 8 Dep.On Power Shift
Investigations
Investigative Undersheriff—1 FTE Property and Drug Crime
Investigations Comm.Srvs.&
Investigative Lt.—2 FTE School
1 Sergeant Domestic
Major Crimes-7 FTE K-9 Resource
Sex Crimes—7 FTE 10 Detectives 3 Deputies Officers Violence
Joint Terrorism Task Force—1 Det. 1 Deputy 4 Deputies 1 Deputy
Safe Streets(Drug&Gang)—6 FTE 1 Det/Corp
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Spokane Valley Police Department Staffing
Administrative Staffing Level:
Chief-1
Precinct Commander/Assistant Chief-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.
In general, Patrol's function is to respond to calls for assistance, act as a deterrent to crime, enforce state
and local laws, and respond to emergencies 24 hours per day, seven days per week. Specifically, this
division provides the following services within the limits of available resources:
- Monitor, report and investigate suspicious persons and situations, safety hazards, and unusual or
illegal activity in the patrol area,to include vigilant observations of suspicious activity that may be
tied to domestic or international terrorism;
- Use Intelligence-Led Policing (ILP) methods, working in concert with Investigations and the
Regional Intelligence Group(RIG9),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
the first couple of years of the city's existence. As Spokane Valley Deputies have faced a higher call load,
their ability to be proactive has steadily decreased. Additionally, because of the increased call load, the
number of lower priority calls without an officer response has increased.
The City of Spokane Valley is split into six Patrol districts. There are 4 Patrol platoons comprised of 2
sergeants and 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. Full
implementation of Power Shift was attained March 1, 2018. It is staffed with 1 sergeant and 8 deputies
working 12-hour shifts; minimum staffing provides at least 3 deputies each day of the week.
Further, specialty units such as SWAT, Hostage Negotiations Team, Air Support Unit, 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 five Patrol deputies, one Traffic Unit deputy, two SVIU detectives,
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. SCSO has continued contracting
with Public Safety Testing (PST) for the initial application process and the proctoring of the civil service
examination. The primary advantage of the relationship with PST is that applicants from other areas of
the country are able to take SCSO's exam without having to travel to Spokane.
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.
The SCSO has also invested in recruitment efforts through on-line advertising with videos and
advertisements. In addition, billboards have been placed in strategic locations to attract lateral applicants
from around the county.The lateral hiring bonus was increased to$15,000 to qualified lateral applicants.
74 I Page
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 on 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.
75 I Page
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 Unit. 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 commonly noted from people who have gone through Traffic School is they don't mind
spending their time and money when they get more out of the experience than paying a fine.This type of
program not only educates, it builds trust, changes perceptions and provides an invaluable service to the
community.
School Resource Deputies
School Resource Deputies(SRDs)are an invaluable resource to Spokane Valley school districts by providing
a uniformed presence within the schools, responding to crimes as well as non-criminal related situations
within the district, and providing assistance to include, but not limited to, criminal arrests, notice of
infractions, informational reports,assisting with trespass order service,student education and awareness,
and answering all other crime or non-crime related questions asked by district employees. SRDs often
attend district meetings at various schools and buildings to provide expert advice on security and safety,
give presentations to staff and students covering various subjects related to law enforcement, and act as
a liaison and a source of information for the Patrol Division or any other law enforcement agency and the
schools.
One of a school administrator's goals in handling situations at each school is to return to a normal
atmosphere as soon as possible to minimize the distraction to the educational environment. Because the
SRD is at the school, there is no waiting on a response from a deputy, and the issue can be dealt with
immediately.
SRD Staffing Level
Deputies -4
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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.
This creates a"feeling of security" in the school that comes from having a marked patrol car at the various
locations within the district, and a police presence with the contract-based school and alternative school
in the district.
SRDs provide input to the safety and security policies and practices that are discussed and developed at
monthly security meetings within the school districts. This helps keep school policies on safety and
security in line with law enforcement and helps aid with emergency response to situations affecting the
schools.
The SRDs are working with the schools to develop a school discipline policy and a set of standards for the
students to assist them with handling issues ranging from drug and gang intervention, criminal activity at
school and welfare checks at home. These efforts by the SRDs provide the tools for this unique group of
students to become successful adults and not fall prey to criminal activities. The proactive efforts of our
SRDs to deter such incidents as the "Columbine shooting" is a critical function for the safety of our
children, citizens and officers.
Training Unit
Impact of Staffing —Training Provided by Spokane County Sheriff's Office
The Spokane Sheriff's Regional 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 2020
Total
Students 2516 2521 3096 3220 3163 3365 3190 1119 1905 2458 2035 2254 589**
Trained
Total
Hotel 3252 2911 4084 3217 3065 2823 2872 961 N/A N/A N/A N/A N/A
Rooms
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.
**Due to the Covid Pandemic,50 out of 82 classes were cancelled in 2020.
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 32 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.
Often times, if there are enough attendees paying for attendance at a scheduled training class, members
of the Sheriff's Office are provided the opportunity to attend at no cost. Investment in the Training Unit
77
results in a win-win situation for the citizens and law enforcement of Spokane County and surrounding
areas.
In addition,the Sheriff's Office has realized significant savings by providing training locally for its officers
instead of sending them out of town. It is extremely likely that our officers would not have been afforded
the opportunity to attend the same amount of training due to the cost of travel, lodging and food, if the
training was not provided locally.
Training Unit responsibilities also include pre-hire coordination and processing of Sheriff's Office
applicants. Since 2014, Sheriff's Office attrition of commissioned personnel has grown from an average
of about 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 necessitated changes to the unit's
allotted staffing.
• Hiring Sergeant—This sergeant's primary functions is to oversee and manage the hiring process
of all new county applicants for the Sheriff's Office.
• Training Unit Sergeant—This sergeant oversees internal Sheriff's Office training, authors training
bulletins, coordinates regional law enforcement training.
• FTO Sergeant —This sergeant's primary function will be to oversee and manage the FTO (field
training officer) Program (i.e.., training and mentoring FTO's, scheduling trainees, managing
budget, maintaining and reviewing all documentation, etc.). While managing the FTO program,
the sergeant will be overseeing the Pre and Post academy. If the WSCJTC provides equivalency for
the SCSO academy, this sergeant will be managing the SCSO Academy(e.g.,content development
and management, supervision of instructors, management academy schedule, etc). In addition,
this sergeant will be cross trained to assist with firearms training and Crim. Law and Crim. Pro.
• 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.
• Pool Positions —Ten pool positions were funded in the 2020 Sheriff's Office 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.
The Investigative Division also includes other units that are shared with the Spokane County Sheriff's
Office. The primary function of the Investigative Division is to provide investigative services and support
that cannot be wholly accomplished by the Patrol Division. The Investigative Division is comprised of the
following Units:
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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:
Undersheriff—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
the registration of sex offenders as well as insuring the sex offender's compliance with registration
requirements.
- This unit is comprised of:
Sergeant- 1
Detectives - 6
- Five detectives are primarily responsible for investigations, one detective is primarily responsible
for registering sex offenders, and the responsibility for address verification of those registered is
shared between members in the unit by working overtime. The cost and services of the sergeant
and six detectives are shared between the City of Spokane Valley and the Spokane County Sheriff's
Office.
- Partnerships in this unit are the Child Sexual Predator Task Force and the Internet Crimes Against
Children Task Force.
Spokane Valley Investigative Unit(SVIU) - Dedicated
- Responsible for property and drug investigations. SVIU, in collaboration with the Patrol Division
and RIG9, has been operating effectively under the Intelligence Led Policing (ILP) philosophy. As
the name implies, the ILP concept involves focusing investigative and enforcement efforts on
targets that are identified through statistical analysis and intelligence gathering so that
subsequent enforcement efforts are more fruitful with regard to a reduction in crime.This allows
us to use our investigative resources more effectively and efficiently.
- From 2010 forward, SVIU successfully implemented the ILP principles recognizing a substantial
increase in solvability over the years. Detectives have forwarded numerous cases to the
Prosecutor's Office where they have been able to connect a suspect to as many as 100 crimes, in
some cases, more, and often charge them with leading organized crime, trafficking in stolen
property, etc. The pawn database has also been an invaluable tool to detectives as they track
down items of stolen property being pawned and connect the suspects to the crime. In addition,
SVPD's use of Facebook has been a benefit as a way of communicating with the community to
identify the owners of recovered stolen property. SVIU also enjoys the assistance of two SCOPE
volunteers who have assumed many tasks that save our detectives countless hours, enabling
them to work more cases and solve more crimes.
- Partnered with ATF, Department of Corrections, Secret Service, U.S. Postal Inspection Service,
Social Security Administration, and U.S. Marshall Service working joint cases.
- Participate in a state grant-funded task force and the Financial Fraud Identify Theft (FFIT) task
forces.
SVPD Personnel Funded:
Sergeant- 1
Detectives - 10
Deputy- 1
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Joint Terrorism Task Force (JTTF)—Shared
- One detective is assigned to the JTTF, which is a collection of federal, state and local officers
primarily responsible for matters relating to Domestic and International Terrorism. The funding
for this detective is shared between Spokane County Sheriff's Office and the City of Spokane
Valley.
SO/SVPD Personnel Funded:
Detective- 1
Spokane Regional Safe Streets Task Force -Shared
- In existence since 2006, they focus on middle and upper-level narcotics investigations, gang-
related criminal investigations, intelligence collection and dissemination, investigative support
and prevention/intervention efforts.
- Partners with FBI,SPD,and DOC 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 Analysis Team (RIG9) -Shared
- Responsible for providing research and analytical support to all our investigative functions and
are a critical component to ILP efforts.
- Operates our Regional Intelligence Group where information sharing occurs with other law
enforcement agencies and with the Washington State Fusion Center.
- Produces most of the statistical data for the Sheriff's Office and the Spokane Valley Police
Department.
SO/SVPD Personnel Funded:
Lieutenant—1 (Also supervises JTTF and Spokane County Investigative Unit)
Detective (Shared ILP Detective) - 1
4 Civilian Analysts
- Partnerships intimately supported by this unit include the Financial Fraud/Identity Theft Task
Force.
- 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.
- Maintain professionalism in Spokane Valley Police Department's interaction with our
citizens.
- Track data to determine the effectiveness in meeting this goal.
2. To respond to citizen calls for service as promptly as call volume and staffing levels permit.
- Collect and examine data to determine the effectiveness of Spokane Valley Police
Department's response times.
3. To control crime rates within the City of Spokane Valley.
- Promptly recognize anomalous increases in crime.
- Identify and eliminate causes within Spokane Valley Police Department's control.
- Track data to determine the effectiveness in meeting this goal.
4. To investigate and work traffic-related issues and respond to citizen traffic requests as call load
and staffing levels permit, to minimize traffic collisions within our City.
- 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.
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Workload Indicators 2014 2015 2016 2017 2018 2019 2020
Total incidents per deputy 16.66 16.51 16.03 N/A
per shift'
Total deputy-initiated 22,333 22,624 18,786 18,931 20,734 19,122 15,156
incidents
Total deputy-involved 46,308 48,186 44,9282 46, 033 49,716 49,516 44,723
incidents
Total patrol hours worked3 62,575.6 68,906.9 70,844.3 72,285
Total incidents requiring 15,727 15,122 13,920 11,933 12,988 12,373 20,080
written documentation
Total property crimes" 8,336 8,068 -- 7,838 7,154 7,584 6,534
Total crimes against 1,374 1,318 -- 1,343 1,266 1,147 1,165
personss
Total incidents resulting in 2,213 2,354 2,274 2,104 2,439 2,721 2,365
custodial arrest6
Total traffic stops 11,612 12,133 11,008 7,878
Traffic infractions/citations 32 98 112 -- 176 138 N/A
from citizen complaints
Total reported collisions 2,210 2,560 2,338 2,168 1,898 1,884 2358
'Prior to the adoption of the New World CAD system(Oct.'16)this metric was computed by dividing the total deputy 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.).
'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.
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Calls for Service
ir SVPD Total Citizen Initiated Calls for Service
48511
43142
44210 45500
40151
34026 -
35897 37226
2013 2014 2015 2016 2017 2018 2019 2020
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.
SVPD Citizen Initiated CFS with Deputy
Response
I 30393 29567
28982
25511
26142 27102
23065 23975
2013 2014 2015 2016 2017 2018 2019 2020
This graph represents the total number of citizen initiated CFS to which at least one deputy responded.
83IPage
Performance Measures 2014 2015 2016 2017 2018 2019 2020
Percentage of use of force not 0.68% 0.58% 1.09% 0.0% 0.5% 0.0% 0.00
within policy
Average response time to 3-6min N/A 4.65 -- <4.62 <5.13 <5.18
priority 1 CFS1 min min min Min
Percentage of CFS with deputy 64.40% 63.33% 60.60% 61.30% 63.36% 62.65% 64%
response
Percentage of incidents that 48.23% 46.95% 41.81% 41.12% 41.70% 38.62% 36%
were deputy-initiated
Total unassigned cases 211 190 168 577 528 489 436
Collisions per capita 0.024 0.027 0.025 0.023 0.020 0.019 0.016
Percentage of traffic 100% 100% 100% -- 100% 56% 100%
complaints worked
'The current CAD system does not facilitate extracting an accurate number for all priority 1 CFS. Spot check of about
50%of all priority 1 CFS indicates that response time is less than the time listed.
Citizen Complaints
SVPD Citizen Complaints Per 1,000 Deputy Interactions
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2013 2014 2015 2016 2017 2018 2019 2020
For 2020, there were 24 citizen complaints against SVPD deputies.
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SVPD Outcome of Citizen Complaint Investigations
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1 11 1 ■■ I 1111 ill I ii1 1 I-
0
2013 2014 2015 2016 2017 2018 2019 2020
■Sustained ■Not Sustained ■Exonerated ■Unfounded ■Pending ■Changed to Inquiry
Property Crimes
Percentage of Potentially Solvable Spokane Valley Property
Crimes Cases Assigned
80
70
60
50
40
30
20
10
0
2013 2014 2015 2016 2017 2018 2019 2020
For 2020, SVIU detectives reviewed 8,557 property crime/drug incidents: 1,565 were incidents handled
by Patrol and subsequently reviewed by SVIU detectives for quality control purposes, to determine if
follow up was necessary, and/or to determine if the incident is related to other crimes; 3,785 were
deemed to have insufficient evidence or leads to merit follow up;449 merited some form of further follow
up, but were not assigned due to insufficient resources; and the remaining 2,095 were assigned to a
detective.
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SVIU 2020 Property Crimes Cases Investigated
1,400 1,314
1,200
1,000
800
663
600
467
400 351
200
21 49
0
Cleared by Arrest Inactivated Due to Still Under Referred to Other Victim Refused to Determined to be
Lack of Leads Investigation Agency Cooperate Unfounded
Use of Force
Spokane Valley PD 2017 2018 2019 2020
Total Use-of-Force Incidents 158 216 181 138
Total Calls for Service* (CFS) 62,776 66,210 67,352 61,443
*Dispatched and Self(deputy)
Initiated
r
Use-of-Force Incidents per 1000 2.51 3.26 2.68 2.24
CFS
This graphic illustrates the number of times that some form of force was used per 1,000 deputy involved incidents.
For 2020,all use of force incidents were reviewed by subject matter experts and 100%were determined to be within
law and policy.
86 I Page
Outcome of SVPD Use of Force Review (%Within Policy)
100.20%
100.00% 100.00% 100.00% 100.00%
100.00%
99.80%
99.60% 99.50%
99.42%
99.40% 99.32%
99.20%
I I
99.00% 98.91%
98.80%
98.60%
98.40%
98.20%
2013 2014 2015 2016 2017. 2018 2019 2020
87l Page
Theoretical Budget Reduction Exercise — Submitted by Chief Dave Ellis
In the event of actual reductions, City of Spokane Valley staff will work to identify cost-saving measures
with the least amount of impact to delivery of police services.
Spokane Valley Police Department/Spokane County Sheriff's Office
Impact of Potential Budget Decrease
"The ultimate priority for the Spokane Valley Police Department is Public Safety."
At the request of the City of Spokane Valley, SVPD has again been asked to evaluate the impact of 3%, 6%
and 9% budget cuts for Fiscal Year 2021.
It is important when considering budget reductions (i.e. personnel reductions) to keep in mind that the
demand for law enforcement services by the citizens of Spokane Valley has greatly outpaced Spokane
Valley's population growth which has averaged a little over 1%per annum since incorporation. In contrast,
citizen-initiated calls for police service (CFS) have increased at a much greater rate. Since 2008, CFS has
increased nearly 46.2%.
Law enforcement services are required 24 hours a day, 365 days a year and are manpower intensive. Few
opportunities exist to realize significant law enforcement cost savings that do not involve a reduction in
personnel.Therefore, budget reduction directly translates into a reduction in personnel.The reduction in
personnel then equates to a reduction in law enforcement services to the citizens of Spokane Valley.
Impact of 3% Budget Cut:
A 3%cut equates to the loss of four deputies.This reduction would leave SVPD assigned staffing at a level
lower than at any point in City history. These deputies could be removed from any one of a number of
functional units, each with its own negative outcome. Numerous competing factors were considered
when determining where to cut personnel.
- To meet a 3% budget reduction, three deputy positions would be removed from Power Shift and
one investigative position would be removed from the Spokane Valley Investigative Unit. The
primary impacts of these reductions are significant:
o Removing three positions from Power Shift eliminates Power Shift coverage Sunday
through Tuesday and reduces Power Shift coverage on Saturday. Power Shift has been
shown to reduce response times by over 65% during the period of peak call load (3:00
p.m. to 7:30 a.m.).
o Reducing Power Shift will result in an increase in day shift overtime.
o Reducing Power Shift will have a negative impact on morale primarily because dayshift
deputies will be forced to work a significant amount of unpredictable "late call" overtime
and because additional workload will be shifted to the remaining deputies.
- A fourth deputy position will be removed from the Spokane Valley Investigative Unit.
- This position represents nearly 10% of the total property crime and drug crime investigative
capacity of SVPD's dedicated investigative unit.
- Elimination of this position will negatively impact morale.The investigative deputy position is one
of very few positions available to deputies to move laterally within the department.
88 I 'page
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 — Spokane County Sheriff's Office is currently struggling with
recruitment and retention of quality personnel. A quality working environment is a powerful
recruiting and retention tool. Personnel reductions would eliminate this tool and make it more
difficult to compete for the scarce number of quality officers and officer candidates.
89 I 'page