Loading...
2025, 07-22 Formal A Meeting Packet AGENDA SPOKANE VALLEY CITY COUNCIL REGULAR MEETING FORMAL A FORMAT Tuesday, July 22, 2025 6:00 p.m. Remotely via ZOOM Meeting and In Person at Spokane Valley City Hall, Council Chambers 10210 E. Sprague Ave. Spokane Valley, WA 99206 Council Requests Please Silence Your Cell Phones During Council Meeting NOTE: Members of the public may attend Spokane Valley Council meetings in-person at the address provided above, or via Zoom at the link below. Members of the public will be allowed to comment in-person or via Zoom as described below. Public comments will only be accepted for those items noted on the agenda as Citizens must register by 4 p.m. the day of the meeting to provide comment by Zoom. Please use the links below to register to provide verbal or written comment. Sign up to Provide Verbal Public Comment at the Meeting via Calling-In Submit Written Public Comment Prior to the Meeting Join the Zoom WEB Meeting ------------------------------------------------------------------------------------------------------------------------------- CALL TO ORDER INVOCATION: Steve Allen, Valley Real Life PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF AGENDA SPECIAL GUESTS/PRESENTATIONS: PROCLAMATIONS: Cycle Celebration GENERAL PUBLIC COMMENT OPPORTUNITY: This is an opportunity for the public to speak on any subject except agenda action items, as public comments will be taken on those items where indicated. Please keep comments to matters within the jurisdiction of the City Government. This is not an opportunity for questions or discussion. Diverse points of view are welcome but please keep remarks civil. Remarks will be limited to three minutes per person. If a person engages in disruptive behavior or makes individual personal public comment time before the three-minute mark. To comment via zoom: use the link above for oral or written comments as per those directions. To comment at the meeting in person: speakers may sign in to speak but it is not required. A sign-in sheet will be provided at the meeting. CONSENT AGENDA: 1. Consent Agenda: Consists of items considered routine which are approved as a group. Any member of Council may ask that an item be removed from the Consent Agenda to be considered separately. Proposed Motion: I move to approve the Consent Agenda. a. Approval of Claim Vouchers, July 22, 2025, Request for Council Action Form: $1,693,826.05. b. Approval of Payroll for Pay Period ending July 15, 2025: $707,576.20. Council Agenda July 22, 2025 Page 1 of 2 ACTION ITEMS: 2.Motion Consideration: Council Goals & Priorities for Lodging Tax Funds Sarah Farr, Chelsie Walls \[public comment opportunity\] NON-ACTION ITEMS: 3. Admin Report: SREC Update Erik Lamb, Chief Ellis, Lori Markham 4. Admin Report: Potential Grant Opportunity: Transportation Improvement Board (TIB) Adam Jackson 5. Admin Report: 5 Year Plan Update Gloria Mantz, Eric Robison INFORMATION ONLY (will not be reported or discussed): 6. Monthly Department Reports 7. Fire Department Monthly Report GENERAL PUBLIC COMMENT OPPORTUNITY: General public comment rules apply. ADVANCE AGENDA 8. Advance Agenda COUNCILMEMBER REPORTS CITY MANAGER COMMENTS EXECUTIVE SESSION: ADJOURNMENT Council Agenda July 22, 2025 Page 2 of 2 Proclamation City of Spokane Valley, Washington Spokane Valley Cycle Celebration Day WHEREAS, Valleyfest Spokane Valley Cycle Celebration on Sunday, July 27, 2025; and WHEREAS, since its founding in 2013, the Spokane Valley Cycle Celebration has become a beloved tradition that encourages healthy living, outdoor recreation, and community connection through the joy of bicycling; and WHEREAS, t and abilities, including the 10-mile Family Friendly Ride along the scenic Centennial Trail, the 25-mile Adventure Ride through the tranquil Saltese Flats, and the challenging 50-mile Hills Around the Valley ride featuring panoramic views and rolling countryside; and WHEREAS, the Cycle Celebration promotes public health, fosters environmental stewardship, and supports Spokane Valley as a bicycle-friendly community; and WHEREAS, the event is made possible through the support of local volunteers, public safety officials, and businesses who contribute to a safe, welcoming, and fun experience for all participants; and WHEREAS, The City of Spokane Valley is proud to host this gathering that highlights active lifestyles. NOW, THEREFORE, I, Tim Hattenburg, Deputy Mayor of the City of Spokane Valley, on behalf of the Spokane Valley City Council and the citizens of the City of Spokane Valley, do hereby proclaim Sunday, July 27, 2025 as: Spokane Valley Cycle Celebration Day and I encourage citizens to enjoy this fun-filled event that helps strengthen our sense of community, contributes to the health of participants, and showcases our City. nd Dated this 22 day of July, 2025. _________ Tim Hattenburg, Deputy Mayor CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: July 22, 2025 Department Director Approval: Check all that apply: consent old business new business public hearing AGENDA ITEM TITLE: Approval of the Following Vouchers: CHECK DATES CHECK NUMBERS AMOUNT 7/1/202568506-68538$ 60, 385.84 7/3/202568539-68561$ 90,019.15 7/7/202511409-11439 (Park refunds)$ 3,668.00 7/8/202568562-68585$ 306,147.62 7/9/202568586-68615$ 332,673.14 7/10/202568616-68638$ 293,850.88 7/14/202568639-68679$ 607,081.42 TOTAL:$ 1,693,826.05 Explanation of Funds Fund Description FundDescription 001 General Fund 309 Parks Capital Projects Fund 101 Street Fund 310 Buildings Capital Project Fund 103 Trails & Paths Fund 311 Pavement Preservation Fund 104 Tourism Facilities Tax Fund 312 Capital Reserve Fund 105 Hotel/Motel Fund 314 Railroad Grade Separation Fund 106 Solid Waste Fund 315 Transportation Impact Fee Fund 107 PEG Fund 316 Economic Dev Capital Proj Fund 108 Affordable-Supportive Housing 402 Stormwater Management Fund 109 Tourism Promotion Area Fund 403 Aquifer Protection Area Fund 110 Homeless Housing Program 501 Equip Rental/Replacement Fund Fund 120 CenterPlace Op Reserve Fund 502 Risk Management Fund 121 Stabilization Res Fund 631 Check Clearing Fund 122 Winter Weather Reserve Fund 632 Passthrough Fees & Taxes Fund 204 LTGO Bonds Fund 901 Government Asset Fund 301 REET 1 Capital Projects Fund 999 Pooled Cash Fund 302 REET 2 Capital Projects Fund 303 Street Capital Projects Fund CC511600 Council Legislative Activities CC511700 Council Lobbying Activities CC515450 Council Ext Legal Claims & Lit Explanation of Cost Centers and Org Codes 12000 Communications PI557200 PIO Community Svcs PI573999 PIO-Cult/Comm Events-OthCCE Cost Org Code Description 13000 City Manager Center CM513100 CityMan Executive Office 11000Legislative CM513199 CtyMgr Executive Office NR Branch CM594139CtyMgr Capital-ExecutiveNR 30300 Precinct Maint. 14000Financial PM521500 PrecMx Facilities Services PM521599 PrecMx FacilitiesNR FN514200Finance Financial Services 30301Precinct 14500Finance Maint/LE Programs PS521500 PubSaf Police Facilities FP558700 FinPgm-Economic Development 30500 Balfour Maint. FP558709FinPgm-Economic Development BM518300 BalfFac Maintenance NR BM573900 BalFac-Cult/Comm Events- FP565100 FinPgm-Welfare OthCCE FP565109 FinPgm-Welfare NR BM594180 BalfFac Capital-Gen Gov FP565300FinPgm-Services for Disabled BM594590 BalFac Capital-Prop Dev FP565400 FinPgm-Homless Services 30600 Police Campus Maint. FP565409FinPgm-Homless Services NR PC521500Police Campus Maintenance FP565500 FinPgm-Domestic Violence 30900 Other City Facilities FP567000 FinPgm-Children Services OF518200Oth Fac Prop Mgmt FP567009 FinPgm-Children Services NR OF518300 OthFac Maintenance FP569000 FinPgms-Aging & Disability Svc OF594180 OthFac Capital-Gen Gov FP569009 FinPgms-Aging & Dis Svc NR 40000 Public Works Admin. 15000City Attorney PW518900CPW Oth Central Services CA515310 CityAtty Internal Advice PW594440PubWks Capital-Street Ops CA515350CityAtty Internal Litigation 41000Engineering CA515410 CityAtty External Advice EG543100Eng Street OH Management CA515450 CityAtty External Litigation EG558500Eng BldgPermits & Plan Reviews CA594110 CityAtty Capital-Legal Svcs 43000 Building 16000Public Safety BD521300 Bldg Crime Prevention PS512520 PubSaf Contracted Court BD524600 Bldg Code Enforcement PS515350 PubSaf Int Legal Litigation BD558500 Bldg Permits & Plan Review PS515910 PubSaf Indigent Defense 44000 Planning PS521200 PubSaf Police Operations PL558600Planning CP/ED Planning PS521299 PubSaf Police OperationsNR 45000 Housing & Homeless Svc. PS523600 PubSaf Prisoner Housing HS565400 Housing SS-Homeless Svcs PS525600 PubSaf Disaster Prep Svcs Exp HS565499 Housing SS-Homeless SvcsNR PS554300 PubSaf Animal Control HH565400 HHAA-Soc Srv-Homeless PS586000 PubSaf Court Remittances Exp Services PS594210 PubSaf Capital-Law 46000 Economic Development Enforcement ED558700 EcoDev CP/ED Economic Dev PS594219 PubSaf Capital-Law EnforceNR ED558799 EcoDev CP/ED Economic DevNR 17000Information ED594570 EconDev Capital-Comm Svcs Tech 76000 Parks & Rec Admin. IT518800 IT IT Services PR575599P&Radm Cult/Rec Fac 18000Deputy City Mgr MP/CCtrNR DM513100 DCM Executive Office PR576800P&Radm Park Fac-Gen Parks 19000Human PR576899P&Radm Park Fac-Gen ParksNR Resources 76100 Parks & Rec Recreation HR515410 HumRes External Legal Advice RC571000 Rec Educ/Rec Activities HR518100 HumRes Personnel Services RC589300 Rec Custodial Remittances 20000Administrative 76200 Parks & Rec Aquatics AD518900 City Administrative Svc-Gen AQ576200 Aqua Park Fac-Pools AD594189 Administrative Svcs-Capital AQ576299 Aqua Park Fac-PoolsNR 30000Facilities Admin. Cost Org Code Description FA515419 Fac External Legal AdviceNR Center Cost Org Code Description AQ589300 Aqua Custodial Remittances Center 76300 Parks Maintenance FA518200 Fac Prop Management PX576800 ParksMnt Park Fac-Gen Parks FA518300 Fac Bldg Maintenance PX576900 ParksMnt Park Fac-Other FA518399 Fac Bldg MaintenanceNR PX594760 ParksMnt Capital-Park Fac FA594180 FacAdm Capital-Gen Svcs PX594769 PksMnt Cap-Prk Facilities NR 30100City Hall Maint. 76400 Senior Center CH518300 CHall Bldg Maintenance SC575500 SenCtr Cult/Rec Fac MP/CCtr CH518399 CHall Bldg Maintenance NR 76500 CenterPlace Activities CH573900 Chall-Cult/Comm Events- CP571200CenterPlace Activities-Ed/Rec OthCCE 90000 General Government 30200CenterPlace Maint. GG513100 GenGov City Manager Activities CX575500CX MP/Comm Center MX GG514200 GenGov Financial Services CX594750CPMnt Capital-Rec Facilities GG514299 GenGov Financial ServicesNR GG565199 GenGov SS Outside Agency Grant GG514400 GenGov Election Services GG5651OA GenGov SS Outside Agency GG514900 GenGov Voter Registration Grant GG517900GenGov Other Emp Benefits GG565499 Gen Gov SS-Homeless GG518100 GenGov Personnel Services ServicesNR GG518300GenGov Facilities Maintenance GG566000 GenGov Chem Dependancy Svcs GG518639 GenGov General GrantsNR GG567099 Gen Gov SS-Children ServicesNR GG518800 GenGov IT Services GG589300 GenGov Custodial Remittances GG518850 GenGov Gen IT Services GG591180 Gen Gov Debt Repmt-Gen Gov GG518900 GenGov Oth Central Services GG592180 Gen Gov DebtSvcCost-GG GG519000 GenGov Risk Management GG594180GenGov Capital-GenGov GG553700GenGov Pollution Control GG594189 GenGov Capital-GenGovNR GG558700 GenGov Cp/ED Economc Dev GG594440GenGOv Capital-Street Ops GG558799GenGov CP/ED Economic Dev GG594519 Capital-Affordable Housing NR NR GG597000 Gen Gov Transfer Out GG5587OA GenGov ED Outside Agency GG597099 Gen Gov Transfer OutNR Grant GG559300 Gen Gov Property Development 531008Repair & Maintenance Supplies 531009Janitorial Supplies Explanation of Object Codes 531010Vehicle Supplies 508001VEH LIC FRAUD 531012Holiday Decorations 508002TRAUMA CARE 532001Vehicle Fuel 508003CNTY CRIME VICTIMS 535001Small Tools & Minor Equipment 508004AUTO THFT PREV 535004JAG Grant Supplies 508005TRUM BRAIN INJ 535008Security Hardware 508006LAB-BLD/BREATH 535009Network Hardware 508007WSP HIWAY ACCT 535011Desktop Hardware 508008ACCESSCOMMACCT 535012Desktop Software 508009MULTITRANSACCT 535013Emp Health & Wellness Supplies 508010HWY SAFETY ACT 535014Non Capital Server Hardware 508011DEATH INV ACCT 535018Non Capital Security Software 508012ST GEN FUND 40 535019Non Capital Network Software 508013ST GEN FUND 50 535020Non Capital Server Software 508014ST GEN FUND 54 536006Capital Construction Materials 508015DNA ACCOUNT 539007TCD-Accident Damage Materials 508016JIS ACCOUNT 540001Merchant Charges (Bank Fees) 508017SCH ZONE SAFETY 540002 Penalties & Interest 508020DV PREV STATE 541000 Tourism Promotion 508021DIST DRIV PREV 541001 Accounting And Auditing 508022MC SAFE ACCT 541002 Engineering & Architectural 508023WSBCC SURCHARGE 541003 GIS Services 508024Sales Tax 541004 Contract Attorney Services 508025SVFD Fire Fees 541005 Professional Services-General 508027VUL RDWY USER 541006 Land Survey Services 508028DOL TECH SUPP 541007 Geo Technical Services 508029LAW LIBRARY 541008 Materials Testing Services 508030JUDICIAL STABILIZATION TRUST 541009 Contracted ED Services 531000Miscellaneous Supplies 541010 Consulting Services 531001Office Supplies/Equipment 541011 Contracted Street Maintenance 531004Operating Supplies 541012 Contracted Snow/Ice Removal 531006Safety Supplies 541013 Broadcasting Services 541014Contract Signal Maintenance543012Pos 2 -Travel Expenses 541015 WSDOT Snow/Ice Removal 543013 Pos 3 -Travel Expenses 541017Advertising543014Pos 4 -Travel Expenses 541018 Legal Notices 543015 Pos 5 -Travel Expenses 541019Transient Relocation/Transport543016Pos 6 -Travel Expenses 541020 Decant Facility Usage 543017 Pos 7 -Travel Expenses 541021Janitorial Services544003Taxes and Assessments 541023 Valley Youth Voice 545003 Equipment Rental 541024811 Service545005Computer Leases 541025 Encampment Cleanup 545007 Interfund Vehicle Lease 541026Vehicle Towing/Relocation545050Operating Facilities Rent 541027 Homeless Outreach Services546001 Auto & Property Insurance 541028Federal Lobbyist Services546002Payments to Claimants 541029 State Lobbyist Services546051 Public Defender 541030COVID JAG LE Services546052Law Enforcement (Sheriff) 541031 Contracted Park Maint 546053 Law Enforcement Equipment 541032Contracted IT Support546054Spokane County Contracts 541033 Liquor Excise Tax546055 Spokane County Contracts - EMS 541034 Liquor Profits 546056 Law Enforcement Equipment 541040 Watershed Studies 546057 Election Costs 541041 Uncollectible Accounts Expense 546058 Spokane County Air Poll Auth 541047 Contracted SW Maintenance 546059 Street Maintenance-County 541054 Hearing Examiner Services 546060 District Court Contract 541060 Outside Agency Grants 546061 Prosecutor 541061 Visit Spokane 546062 LEC Labor Contract Settlement 541062 Sports Commission 546063 Jail:Contract Confinement 541063 Spokane County Fair & Expo 546064 Law Enforcement Vehicles 541064 Valleyfest546065 WSDOT Maintenance Contract 541065 Spokane Valley Heritage Museum 546066 Pretrial Services 541066 HUB 546067 Emergency Management 541067Evergreen Region Volleyball546068Voter Registration 541068 Spokane Octoberfest546069 Animal Control 541069Crave NW546070Unemployment Claims 541070 Valleyfest Cycle Celebration 546071 Ecology Permit 541071 Farmers Market - JAKT546072 Utility Permits 541072 Northwest Winterfest 546923 2023 Settle & Adjust 541073 JAKT- Brews Beats and Eats 546924 2024 Settle & Adjust 541077 Spokane Valley Summer Theatre 546925 2025 Settle & Adjust 542001 Postage 547001 Gas/Electric Service 542002 Telephone Service 547002 Water Service 542003 Cell Phone Service 547003 Sewer Service 542004 Web Site Service 547004 Waste Disposal 542008 Internet Service 547005 Telvision Service 542010 Network Infrastructure Access 547006 Utility Relocation 542011 Network Inf Access-SCRAPS 548001 Repair & Maintenance Services 543001 Employee Travel Expenses 548002 Copier Service 543010 Emp Travel Reimb -Fed Lobby 548003 Vehicle Service -Rep & Maint 543011 Pos 1 -Travel Expenses548007 Building/Grounds Rep & Maint 548031Desktop SW Subscript/Maint561005Utilities Insallation/Removal 548032 Hosted Software as a Service 562000 Bldgs & Strctr Construction 548033Server HW Subscript/Maint562001Building Purchases 548034 Server SW Subscript/Maint562002 Building Improvements 548035Network HW Subscript/Maint562003Precinct Imp w/ JAG Funds 548036 Network SW Subscript/Maint 562005 Park Buildings 548037Security HW Subscript/Maint563000Construction 548038 Security SW Subscript/Maint563003 Capital Traffic Control Equip 549000City Wide Records Management563005Capital Stormwater Impr 549001 Subscription Services 563006 Park Structures 549002Memberships563007Utility Relocations -CIP 549003 Printing Services 563008 Construction - BNSF Expenses 549004Registrations & Training563009Construction -UPRR Expenses 549005 Filing & Recording Fees 563041 Street Cap Imp 2011+ Budget 549006Miscellaneous Services563099Contingency -Budget Only 549007 TCD-Accident Damage Services 564000 Capital IT Equipment 549008Code Enforcement Abatement Svc564001Capital Office Furniture/Equip 549010 Education Reimbursement 564004 Capital PEG Equipment 549011 Pos 1 -Registrations564005 Capital Machinery & Equipment 549012 Pos 2 -Registrations564006 Capital Vehicles 549013 Pos 3 -Registrations564011 Capital Computer Hardware 549014 Pos 4 -Registrations564012 Capital Computer Software 549015 Pos 5 -Registrations564013 IT HW Lease Asset 549016 Pos 6 -Registrations565000 Park Construction 549017 Pos 7 -Registrations571001 Street Bonds - Principal 549018 Vehicle License & Registration571002 Mirabeau Bonds - Principal 549019 Homelessness Response Services 571003 LTGO '16 -Principal 549023 Discounts & Scholarships575001 Lease Service (Principal) 549025 Professional Licenses 582001 Debt Service - Other 549026 Refund-prior period revenues 583001 Street Bonds - Interest 549031COVID: Rental/Mortgage Asst583002Mirabeau Bonds -Interest 549032 COVID: Utility Asst 583003 LTGO '16 -Interest 549033COVID: Food Insecurity584001Street Bonds -Issue Costs 549034 COVID: Small Business Grants 584002 Mirabeau Bonds - Issue Costs 549035 COVID: Non-profit Org Grants 584003 LTGO '16 -Issue Costs 549036 COVID: School Districts585001 Lease Service (Interest) 549050 Emp Health/Welln Events - Serv 590000 Estimated Ending Fund Balance 560000 Capital Outlay - Budget Only 599099 CIP Contingency Budget 561000 Land Acquisition 561001 ROW Acquisition 561002 ROW Land Improvements 561003 Tennant Relocation -CIP Prepaid Expense Accounts GF001000 143700 Prepaid expenses fund 001 SF101000 143700 Prepaid expenses fund 101 SW402000 143700 Prepaid expenses fund 402 RECOMMENDED ACTION OR MOTION: Move to approve attached list of AP Check Run Reports \[Approved as part of the Consent Agenda, or may be removed and discussed separately.\] STAFF CONTACT: Chelsie Walls, Finance Director ATTACHMENTS: AP Check Run Reports 2 Qbhf Page 1 of 60 79617.79649 1801203136361812L271-496/95 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou J-!Uif!voefstjhofe-!ep!dfsujgz!voefs!qfobmuz!pg!qfskvsz-!uibu!uif!nbufsjbmt!ibwf!cffo!gvsojtife-!uif!tfswjdft!sfoefsfe-!ps!uif!mbcps!qfsgpsnfe!bt!eftdsjcfe!ifsfjo!boe!uibu!uif!dmbjn!jt!kvtu-!evf!boe! bo!voqbje!pcmjhbujpo!bhbjotu!uif!Djuz!pg!Tqplbof!Wbmmfz-!boe!uibu!J!bn!bvuipsj{fe!up!bvuifoujdbuf!boe!dfsujgz!tbje!Dmbjn/`````````````````````````````````````````````!!````````````````Gjobodf!Ejsfdup s!ps!eftjhoff!!!!EbufDpvodjm!nfncfs!sfwjfxfe;`````````````````````````````````````````````!!````````````````Nbzps!!!!!!!Ebuf`````````````````````````````````````````````!!````````````````Dpvodjm!Nfnc fs!!!!!!Ebuf! BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XB EBUF;XBSSBOU;BNPVOU;Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 3 DIFDL 60 Qbhf of 2 Page WPVDIFS 53/74 53/74 294/15 294/15 418/61 418/61 5:1/16 5:1/16 2-5:2/:5 2-5:2/:5 BNPVOU 41-98:/2:41-98:/2: 53/74 294/15418/615:1/16 2-5:2/:5 41-98:/2: MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 332621431:27W4.7HIH.NXL83:5336.143!Qbz!Bqq!6541891: 1703:0313617041031361802703136170260313618041031361802703136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF SfqNyTwdDpoBuuzKboTvqqQsgTwdtHfoCmehJnqDpouJU QP DICmeNy433DISfqDICmeNyDBJouBewDYDBQSfdGdHHHfoJUTwd Pqfsbujoh!'!BQ 111111111112111111111112 SFNJU 65911265211564211:652116673113652143 ::2211 1801203136 DI62941143362941DI629411DB626421DY6:5861HH629961 222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361812L21801203136 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou BDDFTT!VOMJNJUFE!'!TFBIMFST!DSFTTNBO!'!TMFBNB\[PO!DBQJUBM!TFSWJDDsvnc!Dpvsu!SfqpsujohIF!TpmvujpotEFMM!GJOBODJBM!TFSWJD 792813291 3:2142264181 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 4 DIFDL 60 Qbhf of 3 Page WPVDIFS 67/45 67/45 361/11 361/11 246/11 2-821/11 2-821/11 2-39:/712-436/3:3-725/9:2-456/16 2-456/16 BNPVOU 67/45 361/11246/11 2-821/112-39:/712-436/3:2-456/16 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF DJQ!475!.!56322/133821762.556JOW193:2!TUNU!$31972.536:9:757972.536:9:756Fyq!7/27/3626:74 1804203136180230313617041031361802703136180270313618027031361703:03136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF SPXBdrKboTwdtQsgTwdtHfoSPXBdrSPXBdrFnqUswmQsgTwdtHfo QP QQ!SXQNGbd334SXQQ!SXQQ!SXCSNyTusdDBJouBew Pqfsbujoh!'!BQ 1111111111111112111211111111 SFNJU 672112652132652116672112672112654112652116 ::2211 1801203136 QQ6:6311QN6326113346:631QQ6:6311QQ6:6311CS653611DB626421 2222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361812L21801203136 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou EMKXG-!JODFOWJSPONFOU!DPOUSPM!CFUUFS-!NDNBIPO-!MBNCFGJSTU!BNFSJDBO!UJUMF!GJSTU!BNFSJDBO!UJUMF!GJTDI-!QFUFSPOOJF!V\[FUB 562238238228 429532112573 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 5 DIFDL 60 Qbhf of 4 Page WPVDIFS 246/11 634/68 634/68 639/11675/11459/11 2-854/61 2-854/61 6-1::/6:6-1::/6:5-97:/21 7-41:/21 BNPVOU 634/68639/11675/11459/11 2-854/616-1::/6:5-97:/21 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 127Q25388967899621995573!.!6.42.365:5!.!6.42.36591!.!6.42.36591!.!5.41.36 1802803136180230313617038031361704103136170410313617041031361604103136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF WfiTvqqDpotvmujohDpouSfuDpoBuuzDpoBuuzQsgTwdtHfoQsgTwdtHfo QP XUToJdDusm422QFHfofsbm!GEDBFyuMjuDBFyuMju254SX254SX Pqfsbujoh!'!BQ 1112111111111111111111111111 SFNJU 6421216521213:3345652115652115652116652116 ::2211 1801203136 XU6537714226:621HG112111DB626561DB6265612546:6312546:631 2222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361812L21801203136 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou USBOTQPSU!FRVJQNFOU!DLQGG-!JODNDLJOTUSZ!DP!MMDNFOLF!KBDLTPO!CFZFS!MNFOLF!KBDLTPO!CFZFS!MNFOLF!KBDLTPO!CFZFS!MNFOLF!KBDLTPO!CFZFS!M 268363:49248248248248 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 6 DIFDL 60 Qbhf of 5 Page WPVDIFS 37/2485/81 85/81 28/:8 28/:8 263/56 289/69 351/11 351/11 351/11 2-511/11 2-511/11 BNPVOU 37/2485/8128/:8 263/56351/11351/11 2-511/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 2343::042344:8045327835651124989856322/1224!.!DJQ!475161936!$2161936!$3 1802303136180290313617033031361802:03136180420313617018031361701803136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF S'NtvqqTbgfTvqqPggTvqqNjtdTvqqSPXBdrSfdpseGffSfdpseGff QP QNGbdTXTEVuDBJouBewDDMfhBduQQ!SXDBJouBewDBJouBew Pqfsbujoh!'!BQ 1111111111111112111111121112 SFNJU 64211964211764211264211167211265:11665:116 ::2211 1801203136 QN632611TX642111DB626421DD622711QQ6:6311DB626421DB626421 2222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361812L21801203136 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou DTXX-!JODDTXX-!JODPGGJDF!EFQPU!CVTJOFTTSBNBY!QSJOUJOH!'!BXBSSfwb!Mbsbf!Hbsofuu-!UTQPLBOF!DP!TVQFSJPS!DTQPLBOF!DP!TVQFSJPS!D 339339745721721 271642:5 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 7 DIFDL 60 Qbhf of 6 Page WPVDIFS 21/11 21/11 21/11 21/11 21/11 21/11 351/11 351/11 351/11 351/11 351/11 463/16 463/16 BNPVOU 21/1121/1121/11 351/11351/11463/16 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 161936!$4161936!$5DJQ!1475!56275/16::!DJQ!475!.56275/16::!DJQ!475!.!56322/1224428938 170180313617018031361804203136180420313618042031361703903136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF SfdpseGffSfdpseGffSPXBdrSPXBdrSPXBdrCmeHseNy QP DBJouBewDBJouBewQQ!SXQQ!SXQQ!SXDYCmeNy Pqfsbujoh!'!BQ 111211121111111211121111 SFNJU 65:11665:116672112672112672112659118 ::2211 1801203136 DB626421DB626421QQ6:6311QQ6:6311QQ6:6311DY686611 222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361812L21801203136 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou TQPLBOF!DP!TVQFSJPS!DTQPLBOF!DP!TVQFSJPS!DTQPLBOF!DP!USFBTVSFS!TQPLBOF!DP!USFBTVSFSTQPLBOF!DP!USFBTVSFSTXBOTPO(T!SFGSJHFSBUJ 222 49 721721 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 8 DIFDL Qbhf Page 7 of 60 WPVDIFS 6:/686:/686:/68 289/82 678/38 678/38 618/11 2-336/28 2-336/28 2-824/11 2-824/11 BNPVOU 6:/686:/686:/68 593/11242/11678/38618/11 2-336/282-211/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 96312::5:DJQ!475!.!56275/16::7671689:117671681:94767168577321856756275/16::!FWBM!BMMP 1801203136180420313618013031361702903136170360313618029031361804203136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF TvctdTwdSPXBdrSPXBdrSPXBdrCmeHseNyCmeHseNyCmeHseNyQsjouTwdSPXBdr QP DBJouBewQQ!SXQQ!SXQQ!SXDICmeNyDICmeNyDICmeNy464QQQFQQ!SX Pqfsbujoh!'!BQ 1111111111121112111211111111 SFNJU 65:11267211267211267211265911865911865911865:114672112 ::2211 1801203136 DB626421QQ6:6311QQ6:6311QQ6:6311DI629411DI629411DI6294114646:621QQ6:6311 223422222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361812L21801203136 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou XFTU!QVCMJTIJOH!DPSQPVojpo!Hptqfm!Njttjpo!Wftujt!Hspvq!JodWftujt!Hspvq!JodWftujt!Hspvq!JodXBMU(T!NBJMJOH!TFSWJDXID!Buupsofzt-!QMMD 66 53: 42:641294129412942:7 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 9 DIFDL 60 Qbhf of 8 Page WPVDIFS 618/11 BNPVOU 71-496/95 71-496/95 DIFDL!UPUBM JOWPJDF EVF!EBUF UZQF XBSSBOU!UPUBM QP Pqfsbujoh!'!BQ SFNJU ::2211 1801203136 DT:::111 361812L21801203136 1801203136!24;21;64Lbsmb!Xijuf!)LXijuf*bqxbssou JOWPJDFT 51 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 2 60 Qbhf of 9 Page 68539-68561 1801403136361814T2:1-12:/26 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou J-!Uif!voefstjhofe-!ep!dfsujgz!voefs!qfobmuz!pg!qfskvsz-!uibu!uif!nbufsjbmt!ibwf!cffo!gvsojtife-!uif!tfswjdft!sfoefsfe-!ps!uif!mbcps!qfsgpsnfe!bt!eftdsjcfe!ifsfjo!boe!uibu!uif!dmbjn!jt!kvtu-!evf!boe! bo!voqbje!pcmjhbujpo!bhbjotu!uif!Djuz!pg!Tqplbof!Wbmmfz-!boe!uibu!J!bn!bvuipsj{fe!up!bvuifoujdbuf!boe!dfsujgz!tbje!Dmbjn/`````````````````````````````````````````````!!````````````````Gjobodf!Ejsfdup s!ps!eftjhoff!!!!EbufDpvodjm!nfncfs!sfwjfxfe;`````````````````````````````````````````````!!````````````````Nbzps!!!!!!!Ebuf`````````````````````````````````````````````!!````````````````Dpvodjm!Nfnc fs!!!!!!Ebuf! Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!Sfqpsu EBUF;XBSSBOU;BNPVOU;Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 3 DIFDL 60 Qbhf of 10 Page WPVDIFS 59/6165/4: 376/84 376/84 334/35531/59378/:13:4/:1928/61 2-419/52 BNPVOU 27/2827/2727/2865/4: 376/84334/35531/59378/:13:4/:1928/61 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBM JOWPJDF 27719952MH:.YE2Q.8WO:2W58.7LIZ.HMZ42MX8.H28O.EMNK22QW.NHH4.DIMH2LLG.RIWY.ORQD2ZWO.SLNX.U54U36.58295 1801603136170370313617037031361703:031361801303136180270313618036031361802703136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOWJOW UZQF QsgTwdtHfoPggTvqqPggTvqqPggTvqqTnbmmUppmTnbmmUppmTnbmmUppmPggTvqqTnbmmUppmQsgTwdtHfo QP DQFe0SfdDQFe0SfdQSQbsltSDFeSfdBduDQFe0SfdDQFe0SfdDQFe0SfdBRQppmtDQFe0SfdQSQbslt Pqfsbujoh!'!BQ 11121112111211121112111211121112 SFNJU 652116642112642112642112646112646112646112642112646112652116 ::2211 1801403136 DQ682311DQ682311QS687911SD682111DQ682311DQ682311DQ682311BR687311DQ682311QS687911 2234222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361814T21801403136 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou BMMJFE!TBGF!'!WBVMU!DBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDBOZUJNF!UPXJOH!'!SFDP 73 813813813813813813898 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 4 DIFDL 60 Qbhf of 11 Page WPVDIFS 983/11271/:6 271/:6 238/39389/32462/32239/41337/7552:/31 2-79:/61 BNPVOU 983/11271/:6238/39389/32462/32239/41337/7552:/31 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBM JOWPJDF 36.58392Q93:14259T1795846T1796793T17:11391795:771798433T1798::2 18041031361703:0313617018031361702303136170370313617023031361702:031361702:03136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOWJOW UZQF QsgTwdtHfoS'NtvqqNjtdTwdNjtdTwdNjtdTwdNjtdTwdNjtdTwdNjtdTwd QP QSQbsltDQFe0SfdDQFe0SfdDQFe0SfdDQFe0SfdDQFe0SfdDQFe0SfdDQFe0Sfd Pqfsbujoh!'!BQ 11121111111211121112111211121112 SFNJU 65211664211965:11765:11765:11765:11765:11765:117 ::2211 1801403136 QS687911DQ682311DQ682311DQ682311DQ682311DQ682311DQ682311DQ682311 22222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361814T21801403136 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou BOZUJNF!UPXJOH!'!SFDPBNCSP!JODCMVF!SJCCPO!MJOFO!TVQCMVF!SJCCPO!MJOFO!TVQCMVF!SJCCPO!MJOFO!TVQCMVF!SJCCPO!MJOFO!TVQCMVF!SJCCPO!MJOFO!TVQCMVF!SJCCPO!MJOFO!TVQ 898256 31::31::31::31::31::31:: DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 5 DIFDL Qbhf Page 12 of 60 WPVDIFS 41/11 239/41785/34239/41359/41 359/41 3-572/78 4-254/62 4-254/62 9-329/68 9-329/68 BNPVOU 41/11 239/41785/34239/41427/:6359/41 3-937/675-21:/3:5-21:/39 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 179:861T179499817936:796443136.19!QBSLT5221425437485:41 1703703136170160313617016031361802903136180380313618012031361801203136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF NjtdTwdNjtdTwdNjtdTwdPqTvqqPqTvqqNjtdTwdBewQQeFyqXbtufEjq QP 36111:4361118: DQFe0SfdDQFe0SfdDQFe0SfdDQFe0SfdSDFeSfdBduSDFeSfdBduDQFe0SfdHfofsbm!GEDQFe0Sfd Pqfsbujoh!'!BQ 1112111211121111111111121111 SFNJU 65:11765:11765:11764211564211565:117652128254811658115 ::2211 1801403136 DQ682311DQ682311DQ682311DQ682311SD682111SD682111DQ682311HG112111DQ682311 222232232 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361814T21801403136 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou CMVF!SJCCPO!MJOFO!TVQCMVF!SJCCPO!MJOFO!TVQCMVF!SJCCPO!MJOFO!TVQDbtdbejb!Tdsffo!QsjouDJUZ!PG!TQPLBOFDWFOU!JODFBSUIXPSLT!SFDZDMJOH! 67 999 31::31::31::41574173 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 6 DIFDL 60 Qbhf of 13 Page WPVDIFS 41/11 285/35 285/35 239/8:239/8::42/21:42/21 943/:1 943/:1 811/11 811/11 BNPVOU 285/35239/8::42/21943/:1391/11251/11251/11251/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 6933362363JOW.192527661556:59::4414!9/42/36 17033031361702503136180150313618022031361802903136 EVF!EBUF JOWJOWJOWJOWJOW UZQF SfqNyTwdNjtdTwdSfqNyTwdQQeFyqNfncfstiqNfncfstiqNfncfstiqNfncfstiq QP DQFe0SfdDQFe0SfdDYCmeNyHfofsbm!GEQSQbsltSDFeSfdBduTDNQDDusDQFe0Sfd Pqfsbujoh!'!BQ 11111111111211111112 SFNJU 65911265:11765911225481165:11365:11365:11365:113 ::2211 1801403136 DQ682311DQ682311DY686611HG112111QS687911SD682111TD686611DQ682311 22222345 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361814T21801403136 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou HUGY!JOD/CMBDL!EPH!WFOUVSFT!MMNFDIBOJDBM!TBMFT!JODNPUJPO!QJDUVSF!MJDFOTOBU(M!SFDSFBUJPO!'!QB 35 2:22:9 2:792549 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 7 DIFDL 60 Qbhf of 14 Page WPVDIFS 4:/38 4:/38 5:/56 5:/56 33:/:3314/53 544/45 5:2/7:5:2/7: 2-256/39 BNPVOU 1/:7 87/7587/7587/7522/::49/425:/56 314/5324:/81451/11 2-256/39 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 539285469112539398852112OPSUPO!CME.3136.2877PMJWFSTPO!CME.3136.27H99388761:146: 180240313618024031361803703136180280313617024031361802803136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF PggTvqqPggTvqqPggTvqqPggTvqqCmeQmoSfwTjufQmoSfwDDUsbotGffCmeQmoSfwDDUsbotGffPqTvqqQsgTwdtHfo QP SDFeSfdBduQSQbsltDQFe0SfdBRQppmtCEQmboDlCEQmboDlCECveBdduCEQmboDlCECveBdduDQFe0SfdCEQmoSfw Pqfsbujoh!'!BQ 111111111111111111121111 SFNJU 642112642112642112642112459412459437455412459412455412642115652116 ::2211 1801403136 SD682111QS687911DQ682311BR687311CE456941CE456941CE452541CE456941CE452541DQ682311CE669611 23422342322 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361814T21801403136 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou PGGJDF!EFQPU!CVTJOFTTPGGJDF!EFQPU!CVTJOFTTOPSUPO-!BNZPMJWFSTPO-!UBNBSBQMBUUSPCFSU!IBMG!JOUFSOBUJ :7 271627162753 DBTI!BDDPVOU; :::::8:::::8 Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 8 DIFDL 60 Qbhf of 15 Page WPVDIFS 734/11 734/11 448/31727/8:261/96 2-256/39 3-3:1/67 3-461/17 4-565/:1 BNPVOU 73-167/7:73-167/7: 411/11411/11734/11448/31727/8:261/96 2-256/396-291/773-461/17 67-387/14 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 76225196C2:938686DJOW211126319787::44397:5::56:97:5::57898127724: 1803503136180240313618016031361801403136180240313618024031361802903136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF QsgTwdtHfoEftluTXTvcEftluTXTvcEftluTXTvcTfswTXNyVuJotuSfnKboTvqqKboTvqqKboTvqqKboTvqq QP 36111:6 CEQmoSfwFEFdpoEfwFHPINhnuHHHfoJUTwdHHHfoJUTwd472YDDnqmyDQFe0SfdQNGbdDICmeNyDQFe0Sfd Pqfsbujoh!'!BQ 1111111211121112111211121112 SFNJU 65211665914265914265914265914567211664211:64211:64211:64211: ::2211 1801403136 CE669611FE669811FH654211HH629961HH6299614726:587DQ682311QN632611DI629411DQ682311 2234522222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361814T21801403136 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou SPCFSU!IBMG!JOUFSOBUJTIJ!JOUFSOBUJPOBM!DPSTQPLBOF!DP!USFBTVSFSIE!TVQQMZ!GBDJMJUJFT!IE!TVQQMZ!GBDJMJUJFT!IE!TVQQMZ!GBDJMJUJFT!IE!TVQQMZ!GBDJMJUJFT! 2 369 2753257:257:257:257: DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 9 DIFDL Qbhf Page 16 of 60 WPVDIFS 397/69 397/69 BNPVOU :1-12:/26 397/69 :1-12:/26 MJOF!BNPVOU DIFDL!UPUBM JOWPJDF 661879 1803103136 EVF!EBUF JOW UZQF KboTvqq XBSSBOU!UPUBM QP DQFe0Sfd Pqfsbujoh!'!BQ 1111 SFNJU 64211: ::2211 1801403136 DQ682311 2 DT:::111 BDDPVOU!EFUBJM 361814T21801403136 1801403136!1:;13;66Tbsbi!EfGpse!)TEfGpse*bqxbssou XBMUFS!F!OFMTPO!DP JOWPJDFT 53 665 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 60 of 17 Page 2251:.2254: 60 of 18 Page 60 of 19 Page 60 of 20 Page 60 of 21 Page 60 of 22 Page 60 of 23 Page 2 60 Qbhf of 24 Page 79673.79696 1801903136361819L2417-258/73 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou J-!Uif!voefstjhofe-!ep!dfsujgz!voefs!qfobmuz!pg!qfskvsz-!uibu!uif!nbufsjbmt!ibwf!cffo!gvsojtife-!uif!tfswjdft!sfoefsfe-!ps!uif!mbcps!qfsgpsnfe!bt!eftdsjcfe!ifsfjo!boe!uibu!uif!dmbjn!jt!kvtu-!evf!boe! bo!voqbje!pcmjhbujpo!bhbjotu!uif!Djuz!pg!Tqplbof!Wbmmfz-!boe!uibu!J!bn!bvuipsj{fe!up!bvuifoujdbuf!boe!dfsujgz!tbje!Dmbjn/`````````````````````````````````````````````!!````````````````Gjobodf!Ejsfdup s!ps!eftjhoff!!!!EbufDpvodjm!nfncfs!sfwjfxfe;`````````````````````````````````````````````!!````````````````Nbzps!!!!!!!Ebuf`````````````````````````````````````````````!!````````````````Dpvodjm!Nfnc fs!!!!!!Ebuf! Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!Sfqpsu EBUF;XBSSBOU;BNPVOU;Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 3 DIFDL 60 Qbhf of 25 Page WPVDIFS 34/11 34/11 919/476:5/98276/11366/11 531/11 2-514/34 2-261/39 BNPVOU 35-968/73 37-118/:1 22/6122/61 919/476:5/98276/11366/11 2-261/39 35-968/73 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 941:494228:4:485::4:4873J861:2J861:1Fyq!7/31/36 18029031361802:031361703:031361703:03136180230313618023031361803103136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF SfqNyTwdSfqNyTwdSfqNyTwdSfqNyTwdNjtdTwdNjtdTwdDpotNbuDpotNbu QP TXTEVuTXTEVuDYCmeNyOSDYCmeNyOSQYQbsltQYQbsltTUDBTPOSTXDBEsOS Pqfsbujoh!'!BQ 1111111111111111111211121111 SFNJU 65911265911265911265911265:11765:117647117647117 ::2211 1801903136 TX642111TX642111DY6866::DY6866::QY687911QY687911TU6:555:TX6:542: 22222223 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361819L21801903136 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou CSFUU!S/!TBSHFOUCSFUU!S/!TBSHFOUBDJ!DPBUJOHT!MMDBDJ!DPBUJOHT!MMDOPSUIXFTU!JOEVTUSJBM!OPSUIXFTU!JOEVTUSJBM!BOLFS-!UPN 761761461461 3612361221:9 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 4 DIFDL 60 Qbhf of 26 Page WPVDIFS :11/11:11/11 239/11 239/11 211/21 211/21 3-392/482-836/:7 5-118/44 4-996/95 4-996/95 BNPVOU :11/11239/117:3/3:211/21 3-392/482-836/:72-:83/3:2-332/37 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 576411Fyq!7/36/36JO.14:387JO.14:393Kvof!3136JEMFX312775 180340313618036031361802303136180230313618031031361802803136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF DbqTXNfncfstiqDpotvmujohDpotvmujohXbufsXbufsXbufsPqTvqq QP HHDBHHOSFHPINhnuBQTEVuBQTEVuDYCmeNyQYQbsltTXTEVuTENyFoh Pqfsbujoh!'!BQ 111111111111111111111111 SFNJU 67512365:113652121652121658113658113658113642115 ::2211 1801903136 HH6:529:FH654211BQ642111BQ642111DY686611QY687911TX642111TE653211 22222342 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361819L21801903136 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou CFSSZ-!EVOO-!NDOFJM!'Cmfhfo-!SpcfsuDJUZ!PG!TQPLBOFDJUZ!PG!TQPLBOFDPOTPMJEBUFE!JSSJHBUJGBTUFOBM!DP 676751 367 22354265 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 5 DIFDL 60 Qbhf of 27 Page WPVDIFS 318/84 318/84 696/33 696/33 289/52 289/52 9-253/54 9-253/54 BNPVOU 54-392/:223-245/89 66-527/7: 42/93 318/84664/51289/52 9-253/54 54-392/:223-245/89 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF Kvof!3136!B132D27443136!$33136!$2Kvof!3136!:531311326686 190120313618028031361803703136190120313618037031361803603136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF InmtPSTwdtWfiTvqqUpvsQspnpUpvsQspnpHbt0FmfdHbt0FmfdQsgTwdtHfo QP IIBBInmttXUToJdDusmGQ216UpvsQGQ216UpvsQQYQbsltUSNyMjhiutQTQpmPqt Pqfsbujoh!'!BQ 111111121112111211121112 SFNJU 652138642121652111652111658112658112652116 ::2211 1801903136 II676511XU653771GQ668411GQ668411QY687911US653741QT632311 2222232 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361819L21801903136 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou Gspoujfs!Cfibwjpsbm!IIBSSJOHUPO!JOEVTUSJBMTQPLBOF!WBMMFZ!IVCTQPLBOF!WBMMFZ!IVCJOMBOE!QPXFS!'!MJHIU!CJTF!FOUFSQSJTFT 32 292292779 41652689 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 6 DIFDL 60 Qbhf of 28 Page WPVDIFS 52/1:52/1: 6-561/87 BNPVOU 24-585/94 29-:36/6:38-676/71 247-:69/62 275-635/22 87/3152/1: 495/8155:/14281/92481/24 2-744/312-715/562-319/689-462/9:4-339/572-559/26 38-676/71 247-:69/62 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 322569443225694314657:DJOW21112572DJOW21112757 18029031361802903136180290313618013031361802703136 EVF!EBUF JOWJOWJOWJOWJOW UZQF Hbt0FmfdXbufsHbt0FmfdXbufsXbufsHbt0FmfdHbt0FmfdHbt0FmfdHbt0FmfdXbufsXbufsS'NtvqqKbjmDpogBojnbmDpou QP BRQppmtBRQppmtQYQbsltQYQbsltQNGbdQNGbdUSNyMjhiutTXTEVuDICmeNyDICmeNyTXTEVuTXTEVuQTQstItfQT!BonDou! Pqfsbujoh!'!BQ 11121112111111121112 SFNJU 65811265811365811265811365811365811265811265811265811265811365811364211965717465717: ::2211 1801903136 BR687311BR687311QY687911QY687911QN632611QN632611US653741TX642111DI629411DI629411TX642111TX642111QT634711QT665411 23456723456222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361819L21801903136 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou NPEFSO!FMFDUSJD!XBUFSNPEFSO!FMFDUSJD!XBUFSKBOU!HSPVQ!JJ!JODTQPLBOF!DP!USFBTVSFSTQPLBOF!DP!USFBTVSFS 22 5:5: 3863 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 7 DIFDL 60 Qbhf of 29 Page WPVDIFS :/53 41/98 51/3: 885/49 885/49 277/83 277/83 5-911/11 5-911/11 BNPVOU 22-195/29 22-195/29 :/53 41/98 473/14523/46277/83 5-911/11 22-195/29 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF Kvof!3136!$37146:771987146:77199249688:156.638276Qspqptjujpo!2 180260313618041031361804103136180270313618036031361901203136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF XbufsXbufsPggTvqqPggTvqqWfiTvqqDbqTXQsgTwdtHfo QP QYQbsltTXTEVuGOGjoTwdGOGjoTwdXUToJdDusmHHDBHHOSQTQpmPqt Pqfsbujoh!'!BQ 111211121112111211111111 SFNJU 658113658113642112642112642121675123652116 ::2211 1801903136 QY687911TX642111GO625311GO625311XU653771HH6:529:QT632311 2322222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361819L21801903136 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou TQPLBOF!DP!XBUFS!EJTUTUBQMFT!DPOUSBDU!'!DPTUBQMFT!DPOUSBDU!'!DPUJUBO!USVDL!FRVJQUZMFS!UFDIOPMPHJFT!JOVT!QPTUNBTUFS 8865 3656:56:5557 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 8 DIFDL 60 Qbhf of 30 Page WPVDIFS 2:/27 243/58 5-252/24 5-252/24 BNPVOU :/69:/69 91/1391/1393/3893/3893/3853/3795/6377/3477/35 275/65477/95277/8:27:/15233/392:2/885:5/89355/::25:/62233/39237/89565/81546/:14:8/41 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBM JOWPJDF 7227467219:3:64::3947: 180210313618029031361802703136 EVF!EBUF JOWJOWJOW UZQF DfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDfmmQipofDpotNbuDpo tNbuDpotNbuDpotNbu QP BETwdHfoBRQppmtCEDpefFogCEQmoSfwDBJouBewDDMfhBduDNFyPggDQFe0SfdEDFyPggFHPINhnuFHQnuQmoGBCmeNyITInmtTwdtJUJUTwdQJDpnTwdQSQbsltQXPuTwdtSDFeSfdBduTENyFohTXTEVuUSNyUDETUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOS Pqfsbujoh!'!BQ 111211111111 SFNJU 653114653114653114653114653114653114653114653114653114653114653114653114653114653114653114653114653114653114653114653114653114647117647117647117647117 ::2211 1801903136 BE629:11BR687311CE635711CE669611DB626421DD622711DN624211DQ682311EN624211FH654211FH669611GB629411IT676511JU629911QJ668311QS687911QX629:11SD682111TE653211TX642111US653751TU6:555:TX6:542:TU6:555:TX6:542 : 23456789:2323 DT:::111 2122232425262728292:3132 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361819L21801903136 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou WFSJ\[PO!XJSFMFTT!TFSW\[JHHZ(T\[JHHZ(T 4242 2725 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 9 DIFDL Qbhf Page 31 of 60 WPVDIFS 5:/1754/67 355/36 BNPVOU 417-258/73 35/6435/6432/8932/89 417-258/73 MJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBM JOWPJDF:3:542:44124 18029031361803403136 EVF!EBUF JOWJOW UZQF DpotNbuDpotNbuDpotNbuDpotNbu XBSSBOU!UPUBM QP TUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOS Pqfsbujoh!'!BQ 11111111 SFNJU 647117647117647117647117 ::2211 1801903136 TU6:555:TX6:542:TU6:555:TX6:542: 2323 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJM 361819L21801903136 1801903136!1:;69;14Lbsmb!Xijuf!)LXijuf*bqxbssou \[JHHZ(T\[JHHZ(T JOWPJDFT 4242 46 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 2 60 Qbhf of 32 Page 79697.79726 1801:0313636181:L2443-784/25 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou J-!Uif!voefstjhofe-!ep!dfsujgz!voefs!qfobmuz!pg!qfskvsz-!uibu!uif!nbufsjbmt!ibwf!cffo!gvsojtife-!uif!tfswjdft!sfoefsfe-!ps!uif!mbcps!qfsgpsnfe!bt!eftdsjcfe!ifsfjo!boe!uibu!uif!dmbjn!jt!kvtu-!evf!boe! bo!voqbje!pcmjhbujpo!bhbjotu!uif!Djuz!pg!Tqplbof!Wbmmfz-!boe!uibu!J!bn!bvuipsj{fe!up!bvuifoujdbuf!boe!dfsujgz!tbje!Dmbjn/`````````````````````````````````````````````!!````````````````Gjobodf!Ejsfdup s!ps!eftjhoff!!!!EbufDpvodjm!nfncfs!sfwjfxfe;`````````````````````````````````````````````!!````````````````Nbzps!!!!!!!Ebuf`````````````````````````````````````````````!!````````````````Dpvodjm!Nfnc fs!!!!!!Ebuf! Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!Sfqpsu EBUF;XBSSBOU;BNPVOU;Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 3 DIFDL 60 Qbhf of 33 Page WPVDIFS 2:/36 2:/36 63/5463/437:/75 7:/75 696/11 696/11 245/19 349/94 6-176/11 6-176/11 BNPVOU 2:/3663/5463/437:/75 696/11245/19 6-176/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 2GWZ.KIQ5.IZDYJ89468J25:::1J261284J26143:5423695275.33616182 1803503136180410313618023031361802803136180290313618028031361703:03136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF WfiTvqqNjtdTwdWfiTvqqWfiTvqqWfiTvqqPqTvqqQsgTwdtHfo QP XUToJdDusmQYQbsltXUToJdDusmXUToJdDusmXUToJdDusmTENyFohQTQpmPqt Pqfsbujoh!'!BQ 1112111211111111111111121111 SFNJU 64212165:117642121642121642121642115652116 ::2211 1801:03136 XU653771QY687911XU653771XU653771XU653771TE653211QT632311 2222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou BNB\[PO!DBQJUBM!TFSWJDOPSUIXFTU!JOEVTUSJBM!BMBTLB!SVCCFS!HSPVQ!JBMBTLB!SVCCFS!HSPVQ!JBMBTLB!SVCCFS!HSPVQ!JBSSPX!DPOTUSVDUJPO!TVCpxnbo!Dpotvmujoh!Hsp 813461 3236323632363116421: DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 4 DIFDL 60 Qbhf of 34 Page WPVDIFS 67/8158/3664/66 916/35335/8:335/8:268/61 :-471/11:-471/11 BNPVOU 68-216/56 68-:21/7: 67/8158/3664/66 916/35335/8: 6-311/115-271/11 68-216/56 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF N1736/56:3N1636/5647DJQ!462!.!66284/2129JOW989961858264858266858265 1801203136170410313618042031361804203136180240313618024031361802403136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF DpouQbslDpouQbslSPXBdrSPXBdrPqGbdSfouMhmOpuMhmOpuMhmOpu QP QYQbsltQYQbslt462TQSX462TQSXTUBenGbdDNFyPggDNFyPggDNFyPgg Pqfsbujoh!'!BQ 1112111211111112111211121112 SFNJU 652142652142672112672112656161652129652129652129 ::2211 1801:03136 QY687911QY6879114626:6314626:631TU654611DN624211DN624211DN624211 22232222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou DMFBSXBUFS!TVNNJU!HSPDMFBSXBUFS!TVNNJU!HSPEbooz!D/!TnjuiEBZ!NBOBHFNFOU!DPSQPSCBSCBSB!QPXFSTCBSCBSB!QPXFSTCBSCBSB!QPXFST 43543536636:36:36: 42:9 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 5 DIFDL 60 Qbhf of 35 Page WPVDIFS 56/6156/6151/214:/58 242/21 498/89258/57 685/82 811/11 6-931/11 6-931/11 BNPVOU 56/6156/6151/214:/58 498/89258/57811/11 6-931/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF W66424W66422W66423Kvof!3136!2153:653789672:65378968::656131468Kvmz!3136 18017031361801703136180170313618041031361802803136180280313618029031361804203136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOWJOW UZQF MhmOpuMhmOpuMhmOpuTuMpcczTnbmmUppmS'NtvqqS'NtvqqFnqUswm QP DNFyPggDNFyPggDNFyPggDDMpcczQYQbsltQYQbsltQYQbsltDNFyPgg Pqfsbujoh!'!BQ 11111111111111121112111211121111 SFNJU 65212965212965212965213:646112642119642119654112 ::2211 1801:03136 DN624211DN624211DN624211DD622811QY687911QY687911QY687911DN624211 22222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou GSFF!QSFTT!QVCMJTIJOHGSFF!QSFTT!QVCMJTIJOHGSFF!QSFTT!QVCMJTIJOHHPSEPO!UIPNBT!IPOFZXFX/X!HSBJOHFS!JODX/X!HSBJOHFS!JODX/X!HSBJOHFS!JODIPINBO-!KPIO 69696954 778778778494 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 6 DIFDL 60 Qbhf of 36 Page WPVDIFS 811/11 258/:2966/17246/1561:/64 9-511/11 9-511/112-113/:8 2-935/19 2-:6:/23 BNPVOU 2:-572/77 2:-572/77 258/:2966/17246/1561:/64 9-511/112-935/19 2:-572/77 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 111134113335.213!Qbz!Bqq!9265282654433487433494866798 1802703136180270313618021031361802203136180350313618041031361701903136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF QbslTusduDpotuQsgTwdtHfoQsgTwdtHfoPqTvqqS'NtvqqS'Ntvqq QP 3611149 471HsoBds2457TjefDOQTQpmPqtQTQpmPqtTENyFohQYQbsltQYQbslt Pqfsbujoh!'!BQ 1111111111121112111111111111 SFNJU 674117674111652116652116642115642119642119 ::2211 1801:03136 4716:5874576:672QT632311QT632311TE653211QY687911QY687911 2222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou Mboetdbqf!Gpsnt!JodMjcfsuz!Dpodsfuf!MMD!CJTF!FOUFSQSJTFTCJTF!FOUFSQSJTFTMFHFOE!JOWFTUNFOUT!JOMFHFOE!JOWFTUNFOUT!JOOPSUIXFTU!QMBZHSPVOE! 729729534 4246415526892689 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 7 DIFDL 60 Qbhf of 37 Page WPVDIFS 8/72 25/7593/85 61:/64215/::411/9:411/9:387/14 387/14 :-811/11:-811/11 BNPVOU 8/438/438/72 52/4852/48 261/56261/55387/14 :-811/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 3973.557:953973.5593323973.5594397926118.3136JO311.3117288 1802203136180270313618028031361802:0313618042031361803103136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF WfiTvqqWfiTvqqWfiTvqqWfiTvqqWfiTvqqMboeTswzSfqNyTwdSfqNyTwdTvctdTwd QP TENyFohFHPINhnuXUToJdDusmTENyFohFHPINhnu468QQQFTUBenGbdTXTEVuXUToJdDusm Pqfsbujoh!'!BQ 111211121112111211111112 SFNJU 64212164212164212164212164212165211765911265911265:112 ::2211 1801:03136 TE653211FH654211XU653771TE653211FH6542114686:621TU654611TX642111XU653771 232232232 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou PSFJMMZ!BVUPNPUJWF!TUPSFJMMZ!BVUPNPUJWF!TUPSFJMMZ!BVUPNPUJWF!TUQBSBNFUSJY!JODDSPXO!XFTU!SFBMUZ!MMDQSFDJTF!NSN!MMD 527527527584651 2867 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 8 DIFDL 60 Qbhf of 38 Page WPVDIFS 61/75 61/75 57:/61231/:3293/95 BNPVOU 49-328/4961-:91/3823-735/3:36-32:/83 61/75 57:/61231/:3293/95235/37 4-267/18:-579/33 49-328/4961-:91/3836-32:/83 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBM JOWPJDF 4972:2732353227323527273235262732353127263393273235292726333827263762 170250313617033031361703303136170330313617033031361701203136180360313618013031361701203136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOWJOWJOW UZQF NjtdTwdDpouQbslDpouQbslDpouTusuNyDpouTXDpouQbslDpouQbslDpouQbslDpouQbslDpouQbsl QP 36111393611141 DDMfhBduQYQbsltQYQbsltTENySexzTXTEVuQYQbsltQYQbsltQYQbsltQYQbsltQYQbslt Pqfsbujoh!'!BQ 111211121112111211121112111211121112 SFNJU 65:117652142652142652122652158652142652142652142652142652142 ::2211 1801:03136 DD622711QY687911QY687911TE653411TX642111QY687911QY687911QY687911QY687911QY687911 2222322222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou SBNBY!QSJOUJOH!'!BXBSTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DB 745795795795795795795795795 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 9 DIFDL Qbhf Page 39 of 60 WPVDIFS 235/372:8/6236:/86855/7:2:8/61578/67448/79 3-231/113-591/11 5-711/11 BNPVOU 241-254/98 2:8/6236:/86855/7:2:8/61578/67448/79 3-231/113-591/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBM JOWPJDF 27286:19272:28532726339227286::3272:3547272:287728765.1328841.12 17022031361702503136170120313617022031361702603136170250313618029031361802903136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOWJOW UZQF DpouQbslDpouQbslDpouQbslDpouQbslDpouQbslDpouQbslMboeTswzFoh'Bsdi QP QYQbsltQYQbsltQYQbsltQYQbsltQYQbsltQYQbsltTXDbqQsCSNyFoh Pqfsbujoh!'!BQ 11121112111211121112111211111111 SFNJU 652142652142652142652142652142652142652117652113 ::2211 1801:03136 QY687911QY687911QY687911QY687911QY687911QY687911TX6:6511CS653211 22222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou TFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTJNQTPO!FOHJOFFST!JODTJNQTPO!FOHJOFFST!JOD 795795795795795795 39773977 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; : DIFDL 60 Qbhf of 40 Page WPVDIFS 5/1:5/1: 8:/54 8:/54 423/81 423/81 349/82 349/82 BNPVOU 85-783/11 85-783/11 443-784/25 5/1: 8:/5458/85 423/812:1/:8 59-572/1137-322/11 443-784/25 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF DJOW211126487146:7719:351262713.11DJQ!43:!662:2/1739661:13 17041031361804103136180290313618042031361803503136 EVF!EBUF JOWJOWJOWJOWJOW UZQF HJTTwdtPggTvqqWfiTvqqSPXBdrSPXBdrPggTvqqPggTvqq XBSSBOU!UPUBM QP QTQpmPqtDNFyPggGNQXNQ43:SPX43:SPXFHPINhnuFHQnuQmo Pqfsbujoh!'!BQ 11121112111111111111 SFNJU 652114642112642121672112672112642112642112 ::2211 1801:03136 QT632311DN624211GN65981143:6:63143:6:631FH654211FH669611 2222323 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 36181:L21801:03136 1801:03136!18;19;43Lbsmb!Xijuf!)LXijuf*bqxbssou TQPLBOF!DP!USFBTVSFSTUBQMFT!DPOUSBDU!'!DPUBDPNB!TDSFX!QSPEVDUTUbnsb!Mzoo!KbdltpoXBMUFS!F!OFMTPO!DP JOWPJDFT 2 68 6:5374665 42:8 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 2 60 Qbhf of 41 Page 68616-68638 1802103136361821T23:4-961/99 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou J-!Uif!voefstjhofe-!ep!dfsujgz!voefs!qfobmuz!pg!qfskvsz-!uibu!uif!nbufsjbmt!ibwf!cffo!gvsojtife-!uif!tfswjdft!sfoefsfe-!ps!uif!mbcps!qfsgpsnfe!bt!eftdsjcfe!ifsfjo!boe!uibu!uif!dmbjn!jt!kvtu-!evf!boe! bo!voqbje!pcmjhbujpo!bhbjotu!uif!Djuz!pg!Tqplbof!Wbmmfz-!boe!uibu!J!bn!bvuipsj{fe!up!bvuifoujdbuf!boe!dfsujgz!tbje!Dmbjn/`````````````````````````````````````````````!!````````````````Gjobodf!Ejsfdup s!ps!eftjhoff!!!!EbufDpvodjm!nfncfs!sfwjfxfe;`````````````````````````````````````````````!!````````````````Nbzps!!!!!!!Ebuf`````````````````````````````````````````````!!````````````````Dpvodjm!Nfnc fs!!!!!!Ebuf! Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!Sfqpsu EBUF;XBSSBOU;BNPVOU;Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 3 DIFDL 60 Qbhf of 42 Page WPVDIFS 47/9:28/5195/5286/25 423/61 423/61 219/17 357/87 227/61227/61 344/11 BNPVOU 47/9:28/5195/5286/25 423/61219/17227/61227/61 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 3994428ZH.4GZ4.WERO2ZUR.XONU.KU2N2Q2M.U8RY.GHKQ2G4S.2LQK.5MSDJ87182J87181543399 18041031361803603136180410313618041031361804203136180380313618038031361803703136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOWJOW UZQF QsgTwdtHfoPggTvqqPqTvqqPqTvqqS'NtvqqFrqSfouFrqSfouPqTvqq QP ISQfsTwdQJDpnTwdSDFeSfdBduSDFeSfdBduQYQbsltTXTEVuTXTEVuTXTEVu Pqfsbujoh!'!BQ 11111112111211121112111211121112 SFNJU 652116642112642115642115642119656114656114642115 ::2211 1802103136 IS629211QJ668311SD682111SD682111QY687911TX642111TX642111TX642111 22222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361821T21802103136 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou DCT!SFQPSUJOH!JODBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDBNB\[PO!DBQJUBM!TFSWJDOPSUIXFTU!JOEVTUSJBM!OPSUIXFTU!JOEVTUSJBM!BSSPX!DPOTUSVDUJPO!TV 226813813813813461461 3116 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 4 DIFDL 60 Qbhf of 43 Page WPVDIFS 86/25 8:/93 8:/93 357/11234/11 47:/11 7-611/11 7-611/11 6-648/34 6-648/34 BNPVOU 8:/9352/58 357/11234/11614/32383/24:53/78529/1945:/5159:/89:45/:2:16/7978:/:1 7-611/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 4419981:764898282246Fyq!7/38/36547:778 19013031361801603136180290313618038031361804203136 EVF!EBUF JOWJOWJOWJOWJOW UZQF GfeMpcczQsgTwdtHfoQsgTwdtHfoPqTvqqWfiGVfmWfiGVfmWfiGVfmWfiGVfmWfiGVfmWfiGVfmWfiGVfmWfiGVfmWfiGVfmWfiGVfm QP DDMpcczISQfsTwdISQfsTwdSDFeSfdBduCEQmoSfwCEDpefFogFHQnuQmoFHPINhnuGBCmeNyHHPuTwdtQSQbsltTENyFohTXTEVuUSNyUDE Pqfsbujoh!'!BQ 11121112111211111112 SFNJU 652139652116652116642115643112643112643112643112643112643112643112643112643112643112 ::2211 1802103136 DD622811IS629211IS629211SD682111CE669611CE635711FH669611FH654211GB629411HH629:11QS687911TE653211TX642111US653751 222223456789: DT:::111 21 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361821T21802103136 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou DBSEJOBM!JOGSBTUSVDUVPDDVQBUJPOBM!IFBMUI!DPDDVQBUJPOBM!IFBMUI!DEjQvqqp-!TifmczFMKBZ!PJM!DPNQBOZ 7:883283223: 42:: DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 5 DIFDL 60 Qbhf of 44 Page WPVDIFS 22/81 22/81 8:/64 795/11 795/11 226/61219/:1 335/51 266/9:266/9: BNPVOU 22/818:/6499/:628/8:22/97 795/11226/61219/:1266/9: MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 21854.556JOW858793859333JEMFX3128:9:66:178455BS489358BS489359 1803803136180310313618038031361803403136180420313618042031361804203136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF KboTwdtBewBewS'NtvqqTnbmmUppmDpqjfsDpqjfsDpqjfsDpqjfs QP DICmeNyQTQpmGbdQTQpmGbdTXTEVuQYQbsltDBJouBewCEQmoSfwQMQmboojohFEFdpoEfw Pqfsbujoh!'!BQ 1111111211121111111211121112 SFNJU 652132652128652128642119646112659113659113659113659113 ::2211 1802103136 DI629411QT632611QT632611TX642111QY687911DB626421CE669611QM669711FE669811 222222234 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361821T21802103136 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou FOWJSPONFOU!DPOUSPM!CCBSCBSB!QPXFSTCBSCBSB!QPXFSTGBTUFOBM!DPX/X!HSBJOHFS!JODI!'!I!CVTJOFTT!TZTUFNI!'!I!CVTJOFTT!TZTUFN 51 36:36:778229229 3211 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 6 DIFDL 60 Qbhf of 45 Page WPVDIFS 2/85:/:4 91/:9 229/71559/97298/12324/332:1/54 BNPVOU 2/855/:85/:7 9:/8833/55:4/6267/2148/5191/:9:6/33:6/32 447/76217/72217/72 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU JOWPJDF BS489363BS48935:BS489362BS489364BS489365BS489361BS489366 1804203136180420313618042031361804203136180420313618042031361804203136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF DpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfsDpqjfs QP FHPINhnuFHQnuQmoQXPuTwdtCEQmoSfwQMQmboojohFEFdpoEfwDDMfhBduDNFyPggJUJUTwdISQfsTwdDNFyPggEDFyPggTENyFohTXTEVu Pqfsbujoh!'!BQ 1112111211121112111211121112 SFNJU 659113659113659113659113659113659113659113659113659113659113659113659113659113659113 ::2211 1802103136 FH654211FH669611QX629:11CE669611QM669711FE669811DD622711DN624211JU629911IS629211DN624211EN624211TE653211TX642111 23423423222323 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361821T21802103136 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou I!'!I!CVTJOFTT!TZTUFNI!'!I!CVTJOFTT!TZTUFNI!'!I!CVTJOFTT!TZTUFNI!'!I!CVTJOFTT!TZTUFNI!'!I!CVTJOFTT!TZTUFNI!'!I!CVTJOFTT!TZTUFNI!'!I!CVTJOFTT!TZTUFN 229229229229229229229 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 7 DIFDL 60 Qbhf of 46 Page WPVDIFS 51/15 51/15 451/97595/49 595/49 2-782/27 2-526/81 2-526/81 2-144/96 2-144/96 BNPVOU 66-559/17 66-559/17 96/3396/3396/3296/3251/15 595/49 2-526/812-144/96 66-559/17 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF BS489367Fyq!8/4/3635.323!Xpsl!Psefs!2233478421:995:4R2:18:16 180420313619013031361803803136180280313618038031361803103136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF DpqjfsDpqjfsDpqjfsDpqjfsQ2UsbwfmDpouTXTnbmmUppmQsgTwdtHfoFrqSfou QP QSQbsltSDFeSfdBduTDNQDDusDQFe0SfdDDMfhBduTXTEVuQYQbsltISQfsTwdHHPuTwdt Pqfsbujoh!'!BQ 111211121112111111121112 SFNJU 659113659113659113659113654122652158646112652116656114 ::2211 1802103136 QS687911SD682111TD686611DQ682311DD622711TX642111QY687911IS629211HH629:11 234522222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361821T21802103136 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou I!'!I!CVTJOFTT!TZTUFNIJHHJOT-!MFXJT!SPEDQN!EFWFMPQNFOU!DPSQMFHFOE!JOWFTUNFOUT!JOOBWJB!CFOFGJU!TPMVUJPRvbejfou!Mfbtjoh!VTB! 229372343729558 4268 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 8 DIFDL Qbhf Page 47 of 60 WPVDIFS 633/1:287/51 287/51 2-542/712-542/71 3-974/31 2-811/47 3-333/56 BNPVOU 318-7:3/31 318-7:3/31 633/1:287/51 2-542/712-542/712-811/47 318-7:3/31 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM 296/11!$9 JOWPJDF 75::8725762511:7272:2878272:288134.9122397234 170310313618042031361702503136170250313619012031361804103136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF QsgTwdtHfoQsgTwdtHfoDpouQbslDpouQbslPBHsboutNjtdTwd QP CEQmoSfwCEQmoSfwQYQbsltQYQbsltGQBhfEjtOSHHPuTwdt Pqfsbujoh!'!BQ 111111111112111211111112 SFNJU 65211665211665214265214265217165:117 ::2211 1802103136 CE669611CE669611QY687911QY687911GQ67:11:HH629:11 222222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361821T21802103136 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou SPCFSU!IBMG!JOUFSOBUJSPCFSU!IBMG!JOUFSOBUJTFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTqplbof!Ofjhicpsippe!Tufsjdzdmf!Jod/ 795795393 275327534143 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 9 DIFDL 60 Qbhf of 48 Page WPVDIFS 7-485/11 7-485/11 BNPVOU 3:4-961/99 746/61914/27842/18 5-315/38 3:4-961/99 MJOF!BNPVOU DIFDL!UPUBM JOWPJDF Kvof!3136 1804103136 EVF!EBUF JOW UZQF Hbt0FmfdXbufsXbufsHbt0Fmfd XBSSBOU!UPUBM QP USNyMjhiutTXTEVuQYQbsltQYQbslt Pqfsbujoh!'!BQ 1111 SFNJU 658112658113658113658112 ::2211 1802103136 US653741TX642111QY687911QY687911 2345 DT:::111 BDDPVOU!EFUBJM 361821T21802103136 1802103136!1:;17;4:Tbsbi!EfGpse!)TEfGpse*bqxbssou WFSB!XBUFS!'!QPXFS JOWPJDFT 89 51 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 2 60 Qbhf of 49 Page 7974:.7978: 1802503136361825l2718-192/53 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou J-!Uif!voefstjhofe-!ep!dfsujgz!voefs!qfobmuz!pg!qfskvsz-!uibu!uif!nbufsjbmt!ibwf!cffo!gvsojtife-!uif!tfswjdft!sfoefsfe-!ps!uif!mbcps!qfsgpsnfe!bt!eftdsjcfe!ifsfjo!boe!uibu!uif!dmbjn!jt!kvtu-!evf!boe! bo!voqbje!pcmjhbujpo!bhbjotu!uif!Djuz!pg!Tqplbof!Wbmmfz-!boe!uibu!J!bn!bvuipsj{fe!up!bvuifoujdbuf!boe!dfsujgz!tbje!Dmbjn/`````````````````````````````````````````````!!````````````````Gjobodf!Ejsfdup s!ps!eftjhoff!!!!EbufDpvodjm!nfncfs!sfwjfxfe;`````````````````````````````````````````````!!````````````````Nbzps!!!!!!!Ebuf`````````````````````````````````````````````!!````````````````Dpvodjm!Nfnc fs!!!!!!Ebuf! Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!Sfqpsu EBUF;XBSSBOU;BNPVOU;Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 3 DIFDL 60 Qbhf of 50 Page WPVDIFS 46/55 46/55 77/:9 77/:9 528/33 528/33 667/12 667/12 :-982/54 BNPVOU 522-966/25 522-966/25 46/5553/2921/6525/37 355/:5283/39667/12 :-982/54 522-966/25 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF BUT.12WIH.WL2I.QYWG36.135!Qbz!Bqq!45577!7037.803603666689SF.424.BUC61727175 18013031361803903136190120313618032031361803:031361802703136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF WfiTvqqPggTvqqPggTvqqTnbmmUppmDpotuJoufsofuUfmTwdTnbmmUppmXTEPUNyDou QP GNQXNQFHPINhnuFHQnuQmoTENyFoh471HsoBds2HHPuTwdtHHPuTwdtFHPINhnuUSNyUDE Pqfsbujoh!'!BQ 111111121111111211121112 SFNJU 642121642112642112646112674111653119653113646112657176 ::2211 1802503136 GN659811FH654211FH669611TE6532114716:587HH629:11HH629:11FH654211US653751 223422322 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou DPFVS!E(BMFOF!USBDUPSBNB\[PO!DBQJUBM!TFSWJDDBNFSPO.SFJMMZ!MMDDPNDBTUDPOUSBDU!EFTJHO!BTTPDEFQU!PG!USBOTQPSUBUJP 34 744813216659848 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 4 DIFDL 60 Qbhf of 51 Page WPVDIFS 527/36 527/36 598/98 598/98 235/69 235/69 529/55 9-4:3/21 BNPVOU 29-374/64 3:-813/61 3:-813/61 ::/7735/:3 527/36598/98529/55 9-4:3/212-532/14 3:-813/61 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF SF.424.BUC617271834969::83:6423297398BS48761278918978918: 1802703136180270313618021031361802203136180370313618034031361803403136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF XTEPUNyDouDISfnfejbuWfiSfqNyFoh'BsdiPggTvqqPggTvqqWfiTvqqWfiTvqq QP TENySexzDICmeNyOSGNQXNQTusffu!OD!FHPINhnuFHQnuQmoXUToJdDusmXUToJdDusm Pqfsbujoh!'!BQ 1112111111121111111211121112 SFNJU 657176652:12659114652113642112642112642121642121 ::2211 1802503136 TE653411DI6294::GN659811TQ629731FH654211FH669611XU653771XU653771 22222322 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou EFQU!PG!USBOTQPSUBUJPEJCCMF!FOHJOFFST!JOD!FNFSBME!TFSWJDFT!JODGFIS!'!QFFSTI!'!I!CVTJOFTT!TZTUFNBnfsjdbo!Nfubmt!DpsqpBnfsjdbo!Nfubmt!Dpsqp 848914628368229 42354235 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 5 DIFDL 60 Qbhf of 52 Page WPVDIFS 8/:2 61/11 61/11 .88/82 756/19 756/19 2-532/14 2-94:/58 5-693/4:5-693/4:7-781/24 7-781/24 BNPVOU 4/:64/:7 61/11 .49/97.49/96 756/19518/91 5-285/6:7-781/24 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF JOW.11536725Kvof!3136JOW52:893Fyq!8/:/36T211716273/112T211716123/112 180330313618041031361803803136190190313618029031361802903136 EVF!EBUF JOWJOWJOWJOWJOWDSN UZQF UfmTwdXbufsXbufsTfdTXNyFnqUswmDpotNbuDpotNbuDpotNbuDpotNbu QP 36111:2 HHPuTwdtQYQbsltTXTEVuHHHfoJUTwdISQfsTwdTUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOS Pqfsbujoh!'!BQ 111111111112111111111111 SFNJU 653113658113658113659149654112647117647117647117647117 ::2211 1802503136 HH629:11QY687911TX642111HH629961IS629211TU6:555:TX6:542:TU6:555:TX6:542: 223222323 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou OFXNBY!MMDJSWJO!XBUFS!EJTU/!$7!LFFQFS!TFDVSJUZ!JODLfttmfs-!DpvsuofzN!'!M!TVQQMZ!DP!JODN!'!M!TVQQMZ!DP!JOD 44 446 275228664135 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 6 DIFDL 60 Qbhf of 53 Page WPVDIFS 6/54 51/7965/:546/84 2:/49 53/25 53/25 .28/93.35/46 BNPVOU 3/823/83 .9/:2.9/:2 31/4531/4538/5838/5828/9728/9853/25 .23/28.23/29 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBM JOWPJDF T211716756/112T211717136/112T211716:39/112T211717628/112T211717629/1121154:845692344:404 1803403136180360313618036031361804103136180410313618041031361802903136 EVF!EBUF JOWDSNJOWDSNJOWJOWJOW UZQF DpotNbuDpotNbuDpotNbuDpotNbuDpotNbuDpotNbuDpotNbuDpotNbuDpotNbuDpotNbuFrqSfouDpotNbuDpotNbu QP TUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOSTENyFohTUDBTPOSTXDBEsOS Pqfsbujoh!'!BQ 1111111111111111111111121111 SFNJU 647117647117647117647117647117647117647117647117647117647117656114647117647117 ::2211 1802503136 TU6:555:TX6:542:TU6:555:TX6:542:TU6:555:TX6:542:TU6:555:TX6:542:TU6:555:TX6:542:TE653211TU6:555:TX6:542: 2323232323223 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou N!'!M!TVQQMZ!DP!JODN!'!M!TVQQMZ!DP!JODN!'!M!TVQQMZ!DP!JODN!'!M!TVQQMZ!DP!JODN!'!M!TVQQMZ!DP!JODOPSDP!JODDTXX-!JOD 44444 77 339 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 7 DIFDL 60 Qbhf of 54 Page WPVDIFS .7/62 21/98 26:/94 27:/73 672/11 672/11 391/8:391/8:747/11 747/11 BNPVOU 6/546/55 .4/36.4/37 8:/:28:/:3 672/11391/8:747/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 2345:8042346140423459204UET!SPX.3136.13:1014493142JOW.2:57: 18035031361803503136180340313619017031361802:031361901703136 EVF!EBUF JOWDSNJOWJOWJOWJOW UZQF DpotNbuDpotNbuDpotNbuDpotNbuDpotNbuDpotNbuSPX!QsnuDpqjfsTXBBT QP TUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOSFHSXQsnuGOGjoTwdHHHfoJUTwd Pqfsbujoh!'!BQ 111111111111111111121112 SFNJU 647117647117647117647117647117647117435111659113659143 ::2211 1802503136 TU6:555:TX6:542:TU6:555:TX6:542:TU6:555:TX6:542:FH433511GO625311HH629961 232323222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou DTXX-!JODDTXX-!JODDTXX-!JODUET!UFMFDPNQBDJGJD!PGGJDF!BVUPNBQBHFGSFF\[FS!TPGUXBSF! 339339339648 25:7 DBTI!BDDPVOU; :::::8 Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 8 DIFDL 60 Qbhf of 55 Page WPVDIFS 64/33 64/33 39/9:24/4946/35 3-361/11 3-361/11 BNPVOU 23-312/81 23-312/81 7/7:7/7:9/819/81 37/7237/7225/5525/5628/7328/73 3-361/11 23-312/81 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 2288/2!7/26/367521:17891465971465:7146639146638 1802603136180410313618042031361803103136180340313618037031361803703136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF SfqNyTwdSfqNyTwdDpouThomNyQsgTwdtHfoDpotNbuDpotNbuDpotNbuDpotNbuPqTvqqS'NtvqqDpotNbuDpotNbu QP TUBenGbdTXTEVuUSNyUDEQTQpmPqtTUDBTPOSTXDBEsOSTUDBTPOSTXDBEsOSTENyFohTXTEVuTUDBTPOSTXDBEsOS Pqfsbujoh!'!BQ 1111111211111111111111111111 SFNJU 659112659112652125652116647117647117647117647117642115642119647117647117 ::2211 1802503136 TU654611TX642111US653751QT632311TU6:555:TX6:542:TU6:555:TX6:542:TE653211TX642111TU6:555:TX6:542: 232223232323 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou DSPXO!XFTU!SFBMUZ!MMDQPXFS!DJUZ!FMFDUSJD!DNJDIBFM!XFBWFSKBOU!HSPVQ!JJ!JODKBOU!HSPVQ!JJ!JODKBOU!HSPVQ!JJ!JODKBOU!HSPVQ!JJ!JOD 286726:337983863386338633863 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 9 DIFDL 60 Qbhf of 56 Page WPVDIFS 28/51:5/:2 734/51 3-431/82 3-:55/22 5-591/11 5-591/11 2-5:4/15 2-5:4/15 BNPVOU 58/9961/279:/5661/2736/1936/19 691/29578/66266/964:4/35317/13212/1:615/99 2-851/645-591/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 2732352:2726935428765.14Kvmz!3136 1803703136170150313618029031361803603136 EVF!EBUF JOWJOWJOWJOW UZQF DpouTusuNyDpouTXDpouTXDpouTusuNyMboeTswzTfxfsTfxfsTfxfsTfxfsTfxfsTfxfsTfxfsTfxfsTfxfsTfxfs QP 361113: TENySexzTXTEVuTXTEVuTENySexzTXDbqQsPGNyBRQppmtDYCmeNy334QFDICmeNyQYQbsltTWQEDbnqNyPGNyTXTEVuTUBenGbd Pqfsbujoh!'!BQ 1112111211111113 SFNJU 652122652158652158652122652117658114658114658114658114658114658114658114658114658114658114 ::2211 1802503136 TE653411TX642111TX642111TE653411TX6:6511PG629411BR687311DY6866113346:621DI629411QY687911QD632611PG629411TX642111TU654611 2323223456789: DT:::111 21 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou TFOTLF!MBXO!'!USFF!DBTFOTLF!MBXO!'!USFF!DBTJNQTPO!FOHJOFFST!JODTQPLBOF!DP!QVCMJD!XPS 79579551: 3977 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; : DIFDL Qbhf Page 57 of 60 WPVDIFS 9/91 68/:449/8695/67 548/89 .283/55 2-329/35 BNPVOU 24-521/71 26-177/73 68/:449/8653/3953/39 .97/33.97/33 642/91454/33454/33548/89 24-521/71 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBM JOWPJDF DJOW211125:2DJOW21112553DJOW211129112236567223751624292292238561 1801403136170380313618041031361802803136180340313618027031361803803136 EVF!EBUF JOWJOWJOWJOWJOWDSNJOW UZQF FodDmoDpouTusuNyDpouTXTuNyDpvouzHJTTwdtWfiTvqqWfiTvqqWfiTvqqWfiTvqqS'NtvqqS'Ntvqq QP ITInmtTwdtTENySexzTXTEVuUSNyUDEQTQpmPqtXUToJdDusmXUToJdDusmTENyFohTXTEVuTENyFohTXTEVu Pqfsbujoh!'!BQ 1112111211121111111111111111 SFNJU 65213665212265215865716:652114642121642121642121642121642119642119 ::2211 1802503136 IT676511TE653411TX642111US653751QT632311XU653771XU653771TE653211TX642111TE653211TX642111 23422222323 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou TQPLBOF!DP!USFBTVSFSTQPLBOF!DP!USFBTVSFSTQPLBOF!DP!USFBTVSFSTQPLBOF!IPVTF!PG!IPTFTQPLBOF!IPVTF!PG!IPTFTQPLBOF!IPVTF!PG!IPTFTQPLBOF!IPVTF!PG!IPTF 222 282282282282 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 21 DIFDL 60 Qbhf of 58 Page WPVDIFS 221/2921:/8:32:/:8 3-649/69 3-649/69 4-843/61 4-843/61 BNPVOU 68-674/11 68-674/11 27-611/11 27-611/11 221/2921:/8:591/11 3-649/694-843/614-411/11 68-674/1124-311/11 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 33388M27:795TQ3611:99.JOJOW.11111647351263444.11351263755.11QKJO1154929 18042031361901:0313618031031361904103136180370313618037031361801503136 EVF!EBUF JOWJOWJOWJOWJOWJOWJOW UZQF TDBjsQpmmBddu'BveHfpUfdiEftluTXTvcEftluTXTvcWfiTvqqTnbmmUppmCmehJnq QP HHQpmmDusmHHGjoTwd471HsoBds2TXTEVuTENyFohXUToJdDusmGNQXNQQTDBMF Pqfsbujoh!'!BQ 1112111111111111111111111111 SFNJU 657169652112652118659142659142642121646112673113 ::2211 1802503136 HH664811HH6253114716:587TX642111TE653211XU653771GN659811QT6:5321 22223222 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou TSDBBTUBUF!BVEJUPS(T!PGGJDTUSBUB!JODPSQPSBUFETusffutdbo!VTB!Jod/UBDPNB!TDSFX!QSPEVDUTUBDPNB!TDSFX!QSPEVDUTUVSOFS!'!UPXOTFOE!IFF :: 22:285374374 41263364 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 22 DIFDL 60 Qbhf of 59 Page WPVDIFS 39/4:62/7461/:93:/81 591/11 591/11271/81 3-822/72 3-822/72 6-:15/36 6-:15/36 BNPVOU 25/3125/2:36/9336/9236/5:36/5:25/9625/96 347/28 3-822/726-779/19 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBMDIFDL!UPUBM JOWPJDF 4633667462:22946232:34626694DE33527551193133.2629.6 1803403136180270313618013031361801:0313618028031361804203136 EVF!EBUF JOWJOWJOWJOWJOWJOW UZQF NjtdTwdNjtdTwdNjtdTwdNjtdTwdNjtdTwdNjtdTwdNjtdTwdNjtdTwdUDE.BENbuXbtufEjqXbtufEjq QP 3611153 TUBenGbdTXTEVuTUBenGbdTXTEVuTUBenGbdTXTEVuTUBenGbdTXTEVuUSNyUDETXTEVuTENyFoh Pqfsbujoh!'!BQ 111111111111111111111111 SFNJU 65:11765:11765:11765:11765:11765:11765:11765:11764:118658115658115 ::2211 1802503136 TU654611TX642111TU654611TX642111TU654611TX642111TU654611TX642111US653751TX642111TE653211 23232323223 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou VT!MJOFO!'!VOJGPSN!JOVT!MJOFO!'!VOJGPSN!JOVT!MJOFO!'!VOJGPSN!JOVT!MJOFO!'!VOJGPSN!JOWBMNPOUXBTUF!NBOBHFNFOU!PG!T 756756756756215437 DBTI!BDDPVOU; Djuz!pg!Tqplbof!Wbmmfz-!XB!BQ!Difdl!Svo!SfqpsuEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; 23 DIFDL Qbhf Page 60 of 60 WPVDIFS 42/19 42/19 3:7/24785/81365/:9 2-336/92 BNPVOU 718-192/53 42/19 3:7/24785/81214/15262/:5 718-192/53 MJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOUMJOF!BNPVOU DIFDL!UPUBMDIFDL!UPUBM JOWPJDF Fyq!8/9/36313618111468931361811166333136181136821 1901803136180420313618042031361804203136 EVF!EBUF JOWJOWJOWJOW UZQF FnqUswmOXJogBddJoufsofuOXjogTDSBQOXJogBdd XBSSBOU!UPUBM QP GOGjoTwdHHPuTwdtHHPuTwdtHHPuTwdtHHPuTwdt Pqfsbujoh!'!BQ 1111111211121112 SFNJU 654112653121653119653122653121 ::2211 1802503136 GO625311HH629:11HH629:11HH629:11HH629:11 22223 DT:::111 BDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJMBDDPVOU!EFUBJM 361825l21802503136 1802503136!19;14;33Lbsmb!Xijuf!)LXijuf*bqxbssou XJMTPO-!DBSJ\[BZP!HSPVQ!IPMEJOHT-!\[BZP!HSPVQ!IPMEJOHT-!\[BZP!HSPVQ!IPMEJOHT-! JOWPJDFT 78 214214214 3:84 DBTI!BDDPVOU; BQ!Difdl!Svo!Sfqpsu Djuz!pg!Tqplbof!Wbmmfz-!XBEfubjm!Jowpjdf!Mjtu XBSSBOU;EVF!EBUF;WFOEPS Sfqpsu!hfofsbufe;Vtfs;Qsphsbn!JE; CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: July 22, 2025 Department Director Approval: Item: Check all that apply: consent old business new business public hearing information admin. report pending legislation AGENDA ITEM TITLE: Payroll for Pay Period Ending July 15, 2025 GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: RECOMMENDED ACTION OR MOTION: Move to Approve above payroll. \[Approved as part of the Consent Agenda, or may be removed and discussed separately.\] STAFF CONTACT: Raba Nimri CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: July 22, 2025 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: Motion Consideration for Council Goals and Priorities for Lodging Tax Advisory Committee (LTAC). GOVERNING LEGISLATION: State Law RCW 82.08 and 67.28; Spokane Valley Municipal Code 3.20 PREVIOUS COUNCIL ACTION TAKEN: July 8, 2025, Administrative report on the Lodging Tax, allowable uses, and Council Goals and Priorities for the Lodging Tax Advisory Committee (LTAC) BACKGROUND: On July 8, 2025, an administrative report was delivered to Council discussing lodging tax revenue, the allowable uses for the revenue, and the process leading to the annual award of lodging tax proceeds to applying organizations. Staff also provided information on the th roles of the Lodging Tax Advisory Committee (LTAC) and City Council. During the July 8 meeting, Council discussed and provided feedback to be included in the 2026 Council Goals and Priorities for the LTAC. State Rules Governing Use of the Lodging Tax Washington law allows the City to impose lodging taxes and to use the revenues for the following purposes: Tourism marketing. The marketing and operations of special events and festivals. The operations and capital expenditures of tourism-related facilities owned or operated by a municipality or public facility district. The operations (but not capital expenditures) of tourism-related facilities owned or operated by non-profit organizations. Tourism Strategic Plan The City completed the Tourism Strategic Plan and Project Development Prioritization in August 2023 after significant research and stakeholder meetings. Utilizing funding to support events and facilities that promote a strong tourism identity, especially around sports and outdoor recreation, is a key recommendation in this plan. The plan also recommended the City implement a marketing and branding program to position itself as a tourism destination. This process is underway and supported through the City’s Tourism Promotion Area, which generated about $1.4 million in revenue in 2024 to support destination marketing initiatives. The plan identified and prioritized six product opportunities in which to invest and develop new tourism assets. These included a Cross Country & Cyclocross facility, Ice Sheets (skating) facility, Whitewater Park, and/or renovations to enhance Plante’s Ferry Sports Complex, CenterPlace Regional Event Center or the Interstate Fair & Expo/Avista Stadium complex. The Cross Course facility ranked highest for development based on financial investment, probable economic benefit, and in recognition of the region’s growing sports-centric focus. The City is completing construction of “The Course”, a Cross Country and Cyclocross facility along the Page 1 of 4 Spokane River at Flora Road. This premier sports complex will position the City to host national and regional collegiate, post-collegiate and high school competitions. As part of the development of “The Course”, staff have estimated maintenance and operation costs, which are projected to be approximately $257,000 per year. While event permits and sponsorship will help offset these costs in the future, the City will need to carry maintenance and operation costs until the facility becomes more established and regular booking of events occurs in accordance with the facility’s business plan which is currently being developed. In recognition of the recommendations from the Tourism Strategic Plan and the need to support maintenance and operations costs for the initial period while the facility gets established, a suggested Council goal is the prioritization of funding through the lodging tax process for the operations and maintenance of City owned tourism destination facilities, specifically “The Course.” Application and Award Process Prior to the lodging tax process last year, City staff had discussions with various stakeholders regarding the lodging tax process and heard requests for changes, specifically in how available funding is communicated to potential applicants and how to streamline the process of allocating funds. One major hurdle for applicants in the past was the partial award of requested funds. In some cases, applicants have turned down the awards because they cannot complete the proposed project with a partial award and do not have additional funds available to make up the difference. Even if the applicants accepted partial awards in the past, they have often expressed that there will be additional difficulties in delivering the project. In response to these discussions, the City implemented successful changes to the process and the approach the City uses to present the available funding to the LTAC and potential applicants during the 2025 funding year and the City will continue with the new processes for the next year. In order to strategically utilize the lodging tax revenue to increase tourism and better prepare applicants regarding funding options, the potential funding has been designated into categories. Additionally the allocation methodology for funding recommendations prioritizes the applications through a ranking system used by the LTAC, and top-ranking projects are funded in order of priority in each category until funds are exhausted. This mostly eliminates the issues with partial funding from prior years. The 2026 application and award process will begin late summer of 2025 and will again be open to for-profit organizations as well as non-profit organizations for tourism promotion projects. Interested organizations may apply by submitting a proposal through the City’s online application process, completing all required sections and submitting attachments. Staff will offer technical assistance meetings to support potential applicants in the application process and address questions. After the submission deadline, staff will perform an administrative review of each application for completeness and ensure they meet the eligibility requirements and fit into the appropriate category of funding according to state law. Following administrative review, staff will prepare a short analysis for each complete and eligible application. The proposals and staff analysis will be provided to the LTAC to assist in creating Council priority driven recommendations. Each applicant will be asked to present highlights of their proposals and answer questions during the annual LTAC meeting. Because of the limited amount of funding available, proposals will be evaluated on a competitive basis. The LTAC will then rank the proposals, in order of priority. Staff will compile those rankings into a table with the top-ranked proposals in each category. Following any deliberations and potential adjustments, it is anticipated that the LTAC will make its final recommendations based upon the outcome of the rankings. These recommendations are anticipated to be presented to the City Council for final determination of awards in December 2025. Page 2 of 4 Council Goals and Priorities for Use of Lodging Tax Annually Council discusses and adopts goals and priorities that it encourages the LTAC to consider when making award recommendations. Based upon the discussion and feedback from th Council during the July 8, 2025 administrative report, suggested Council goals for the 2026 award year are as follows: 1. Council desires to direct awards toward funding projects, events, or festivals that will distinguish Spokane Valley as a tourism destination and result in measurable increases to Spokane Valley tourism. As part of this goal, Council would like to prioritize funding new and innovative projects as well as existing programs that can show increasing self- sustainability. 2. Council desires to prioritize funding capital expenditures to develop tourism destination facilities or venues within Spokane Valley and to prioritize supporting the operations and maintenance of City owned tourism destination facilities prior to funding other events. Towards that end, Council proposes to use lodging taxes in the following categories: a. Capital expenditures (must be a tourism related facility owned or operated by a municipality). Available funding for 2026 may be up to $2 million ($1.6 million from the 1.3% portion and a potential transfer from the 2% portion of up to $447,000) b. Tourism marketing and operations for special events and festivals and the operations, maintenance, and marketing of tourism destination facilities owned and operated by municipalities or non-profit organizations. Available funding for 2026 is anticipated to be up to $446,000 (from the 2% portion). 3. Council desires to prioritize projects with the greatest potential long-term impact on Spokane Valley tourism, including the economic impacts of all major components of the tourism- based economy such as overnight room nights in lodging businesses, shopping, and dining. 4. Council wishes to avoid partially funding requests, to the extent possible. This will be accomplished by allocating funds through a prioritized ranking process. Partial funding of requests may be recommended as determined appropriate by the LTAC and awarded in limited circumstances, particularly when evaluating the overall budget of the organization and the project’s matching funds, or if it becomes necessary to award any remaining funding in a particular category. OPTIONS: Approve Council goals and priorities for the use of lodging tax revenues, or other action as deemed appropriate. RECOMMENDED ACTION OR MOTION: Move to approve the Council goals and priorities for the use of lodging tax revenues as written. BUDGET/FINANCIAL IMPACTS: Estimated revenues in 2026 for the 2% portion of the lodging tax are currently budgeted at $900,000 and for the 1.3% portion at $590,000. We will be watching revenue collections closely as the year progresses and estimates will be updated as needed. Total expenditures are budgeted at $923,000 in Fund #105, including $30,000 to offset advertising at CenterPlace and a total of up to $893,000 to be allocated through this award process across the funding categories discussed in this RCA. The fund balance at the conclusion of 2026 is expected to be about $270,000 in Fund #105, which should be adequate Page 3 of 4 to cover cash flow needs. There are currently no budgeted 2026 expenditures in Fund #104; however, if projects are awarded, expenditures will be added in a future budget amendment. We anticipate approximately $1.6 million to be available for awards in 2026. If a transfer from Fund #105 to Fund #104 is recommended, the amount available will change. STAFF CONTACT: Chelsie Walls, Finance Director; Sarah Farr, Accounting & Finance Program Manager ___________________________________________________________________________ ATTACHMENTS: 2% Lodging Tax Award History – 2021 through 2025 Calendar for LTAC 2026 Tentative Page 4 of 4 0000 0000 4,8009,0009,1006,0008,4008,0003,750 30,00060,00025,50025,75019,00017,00215,00055,45020,75015,00080,00080,39370,00010,78038,75050,00042,500 504,020197,550211,250313,982104,000 Award 3,012,6135,048,340 6/30/2025 Total 00 00 6,0008,0008,0009,750 30,00029,47031,00031,00045,00026,14050,01015,00035,00015,00020,00040,00010,00015,00040,00050,00060,00020,000 510,100298,000141,000400,000290,000101,860455,000155,000104,768105,000228,000125,000 3,508,098 Application 0000000000000000 000000000 6,732 30,00011,00011,00050,00015,00035,00027,26835,00025,000 147,000500,000893,000 Award 2025 000000000000000000 8,000 8,0009,750 30,00029,47065,00032,00045,00075,00035,000 11,00011,00014,00080,00015,00050,00027,26835,000 153,000733,488 Application 00000000000 00000000000 7,0008,2503,750 12,00048,75012,25036,25020,75055,25026,12525,00038,75017,500 147,000793,575 Award 1,252,200 2024 00000000000000000000000 60,00020,00045,00050,00025,00020,000 10,00010,00015,00075,00037,50025,000 147,000101,860641,360 Application 00000000000000000 0000 4,8007,5006,5007,0009,0008,0004,100 17,00255,00035,00011,00033,00073,00024,00014,800 515,198824,900 Award 2023 000000000000000000000 6,0005,000 10,00016,00026,14055,00060,00026,00040,00055,00010,00030,000 10,00050,01025,000 524,150 100,000 Application 00000000000000000000 00000 Page 1 of 1 6,5006,0003,500 55,00030,00017,00045,00064,00027,00020,00024,000 273,000571,000 Award 2022 0000000000000000000000000 5,000 55,00015,00015,00050,00025,00045,00075,00040,00020,00030,000 400,000775,000 Application 00000000000000000000000000 2,6007,2001,800 30,00015,00045,00015,20049,00049,00012,600 480,840708,240 Award 2021 000000000000000000000000000 5,000 15,00045,00020,00025,00020,00050,00050,00055,00018,000 303,000 Application P:\\Finance\\Finance Programs - Grants\\Lodging Tax Grant\\2026\\Council Meetings\\Lodging Tax Award History 2021-2025 For the years 2021 through 2025 2% Portion Lodging Tax Application / Award History CITY OF SPOKANE VALLEY, WA AGENCIES21st USA West Square Dance ConventionAll Wheels Swap MeetAsian American Pacific Islander CoalitionCenterPlace - marketingCNC ProductionsCody ProductionsFamily GuideFilipino-American Northwest AssociationHatch AdvertisingHistoric Flight FoundationHUB Sports CenterJAKT - Brews, Beats, & EatsJAKT - Craft Beer EventJAKT - Crave NWJAKT - Farmers MarketJAKT - Spokane Valley EventsJAKT - OktoberfestNorthAmerica Talk, IncNorthwest Tandem Ralley/ValleyfestNorthwest WinterfestSpeed and Custom Productions, LLCSpokane Conservation DistrictSpokane County Fair & Expo CenterSpokane County Parks, Recreation, & GolfSpokane Corvette ClubSpokane PrideSpokane SportsSpokane Valley Heritage MuseumSpokane Valley Summer TheatreTop Drawer MediaValleyfestValleyfest - Cycle CelebrationVictory MediaVisit SpokaneWashinton State Quilters AssociationWinterGlow SpectacularTransfer out to Fund #104 Total 2025 Budget 1/7/2025 8/20/20249/16/202411/4/2024 10/14/202410/25/202411/19/2024 6/30/2025 Admin Report - Review Council goals and priorities for use of lodging tax proceeds.Motion seeking Council approval of goals and priorities for the use of lodging tax proceeds.Application process opens. City runs notice in newspaper, places on web site, and notifies 2025 award recipients and others agencies that may have expressedinterest.Technical workshop #1 - online meeting for applicantsTechnical workshop #2 - online meeting for applicantsGrant proposals are due through online submission through website by 4pm (no latesubmissions will be accepted).Proposals available for Lodging Tax Advisory Committee review.8:30 am Applicant presentations to Committee. Formal Council MeetingAdmin Report: LTAC Recommendations to City CouncilFormal Council MeetingCity Council Motion Consideration: Award Lodging Tax for 2026Council ActionLTAC meeting P:\\Finance\\Finance Programs - Grants\\Lodging Tax Grant\\2026\\Calendar for LTAC 2026 Tentative **days 48 12/16/202510/29/2025 RCW 67.28.1817 requires that the City wait for a period of at least 45 days after the LTACmeeting before action can be taken by the City Council. 7/8/20257/22/20259/2/20259/10/20259/17/20259/30/202510/17/202510/29/202511/18/202512/16/2025 ** CITY OF SPOKANE VALLEY, WALODGING TAX - 2025 Process Leading to 2026 Awards TueTueTueWedWedTueFriWedTueTue CITY OF SPOKANE VALLEY Request for Council Action Meeting Date:July 22, 2025 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: Spokane Regional Emergency Communications (SREC) Update GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: Informational presentation on November 1, 2022, from SREC representatives; update on June 4, 2024 to discuss recent letters between SREC and the City of Spokane regarding Spokane’s participation with SREC; update on July 23, 2024; update on October 15, 2024 discussing Spokane’s Participation BACKGROUND: The Spokane Regional Emergency Communications (SREC) is a public development authority formed by Spokane County in 2018 to serve as the regional emergency service communications agency. SREC provides a variety of services, with a primary focus on providing 911 and Crime Check call response and dispatch to almost all agencies within Spokane County for emergency services, including fire, police, and medical services. The primary SREC communications center is housed at a facility near the Spokane Community College which is owned by the City of Spokane. SREC is funded through a variety of funding sources. The three primary sources include a voter- approved communication sales tax levy of 0.1%, most recently approved in 2017, a 911 excise tax ($0.70 per month for each landline phone number, wireless phone number, and VoIP service line), and “user fees” from partner agencies. The City is not a direct member of SREC and so does not have a service agreement with SREC. The City pays for services through its Law Enforcement Agreement costs through the Spokane County Sheriff’s Office. As part of this arrangement, Spokane Valley Police Department Police Chief Dave Ellis serves on the SREC Board, but the City does not have direct City staff or elected official representation on the Board. Staff attend meetings and work with SREC Staff for questions related to operations and financings. In 2023, SREC charged the Spokane County Sheriff’s Office $3,208,390. The City’s share through the LECAP (methodology for calculating amounts owed) for 2023 was $1,321,089 (paid through its Law Enforcement Agreement). Member agencies include Airway Heights Police/Fire, Cheney Fire, EWU Police, Kalispel Tribe Public Safety, Liberty Lake Police, Spokane County Sheriff’s Office, Spokane County Fire Districts 2, 3, 4, 5, 8, 9, 10, 11, 12, and 13, Spokane Valley Fire, and Spokane Valley Police Department. Notably, the City of Spokane only participates with Spokane Fire. SREC was originally contemplated as a fully regional agency with participation from all first responder agencies, including Spokane Fire and Spokane Police. For various reasons, the City of Spokane did not join SREC when it was created. On November 1, 2022, the Spokane Fire Department joined SREC. Currently, SREC provides 911 response, but not dispatch services to Spokane Police. Recent Developments New Facility SREC has purchased a new property with an existing building in Spokane Valley with remodel to rd start this summer and move-in scheduled for the 3 quarter of 2026. This facility will house all SREC operations. House Bill 1258 Specifies equitable distribution of excise tax between Spokane and SREC but does not specify how to determine the distribution. The parties can come to an agreement or have it decided in Superior Court. New CAD System A new computer aided dispatch system by Hexagon is currently in the build process and scheduled to go live in the Spring of 2026. City of Spokane In June 2024, Chief Ellis provided an update on communications between SREC and the City of Spokane about Spokane’s participation in SREC. While SREC was envisioned as a fully regional agency providing emergency communications services for all law enforcement and fire agencies, the City of Spokane did not immediately join. In 2022, Spokane Fire agreed to a service agreement and joined SREC. As part of this agreement, the City of Spokane filled two seats on the SREC Board with the Spokane Fire Chief and City of Spokane City Administrator. However, at that time Spokane Police have not joined SREC. SREC continues to provide 911 services (answering 911 calls) and forwards any calls for police service needs in the City of Spokane to Spokane Police Dispatch. Spokane has at various times sought to receive a portion of the taxes received by SREC to assist in funding Spokane Police Dispatch. In order to fully resolve the issue, in April 2024, the SREC Board voted to request from the City of Spokane confirmation of whether Spokane would fully join SREC and if not, to then fully separate from SREC and to form and operate its own public safety answering point (PSAP) to provide all emergency communication services for Spokane. The City responded, requesting (1) additional time to review the financial implications of Spokane providing its own PSAP, (2) identifying claims that SREC was overcharging members in the user fees, and (3) requesting greater representation on the SREC Board due to the fact that if Spokane Police calls were added, total call volume for Spokane Fire and Police would constitute more than half of the calls received by SREC. On May 24, 2024, the SREC Board voted to agree to the Mayor’s request for an extension to August 24, 2024. In August, the City of Spokane identified that it had ADCOMM provide a report and assessment of the feasibility of Spokane creating its own PSAP vs. fully joining SREC. Based on that report, Spokane identified it did intend to join SREC, but only if the governance board included more representation from Spokane, the user fees were be eliminated, reduced or modified, and that there were more communications and planning involving all stakeholders. SREC responded that it understood the City to be fully incorporating into SREC if the items identified were resolved. SREC agreed to have the City of Spokane Police Chief added to the Governing Board, disagreed with any changes to the financial planning and operational model of SREC, and agreed to negotiate an interlocal for Spokane’s participation with SREC. SREC recommended creation of a transition team to work through the timing and logistics of Spokane Police Dispatch joining SREC once the interlocal was executed. Negotiations stalled in January and mediation in May was unsuccessful. SREC delivered a 6-month termination notice to the City of Spokane on June 26, severing the relationship with Spokane for fire and police dispatch services. The impact on user fees is unclear at this time. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: Discussion BUDGET/FINANCIAL IMPACTS: The City paid $1,321,089 through its Law Enforcement Agreement for SREC in 2023. STAFF CONTACT: Deputy City Manager Erik Lamb; Dave Ellis, Spokane Valley Police Chief ATTACHMENTS: PowerPoint Presentation Termination letter to Spokane SREC Media Release 1620 N. Rebecca St. Spokane, WA 99217 SREC911.org June 25, 2025 CODY ROHRBACH Chair Lisa Brown Betsy Wilkerson Mayor City Council President Spokane County Fire 808 W. Spokane Falls Blvd. 808 W. Spokane Falls Blvd. District 3 Spokane, WA 99201 Spokane, WA 99201 BRAD RICHMONDVice Chair Airway Heights Re: Spokane Regional Emergency Communications Provision of Fire Dispatch Emergency PoliceDepartment Communication Services to the City of Spokane Dear Mayor and Council President: JOHN NOWELS Spokane County began City of Spokane Fire Department at 6:00 pm on October 31, 2022. Since that time, SREC has FRANK SOTO, JR. provided high quality, professional dispatch services to Spokane Fire Department. Spokane Valley Fire Department SREC is currently implementing key initiatives to support current and future growth. Notably, we are SCOTT SIMMONS transitioning to a new computer-aided dispatch (CAD) system to unify all twenty (20) of our fire and Spokane County law enforcement member agencies onto a single platform which will improve operational efficiency and enhance service delivery. In addition, a new communications facility is under HOWARD JOHNSON development to support our community and member agencies, while ensuring long-term Spokane County Fire sustainability and resiliency. District 4 As we continue preparing for the future, decisive action is required to support the evolution of DAVE ELLIS regional emergency communication services. In an effort to facilitate the City of Spokane Spokane Valley becoming a full member agency (to include Spokane Fire Department and Spokane Police Police Department Department), the parties mediated the remaining issues on June 11, 2025. Despite good faith efforts, the parties were unable to resolve the remaining issues necessary for full membership. TOM WILLIAMS Spokane Fire Department Accordingly, and pursuant to Paragraph 7.1 of the Service Level Agreement executed in March 2024, SREC hereby provides the required six written notice that it will no longer serve as MAGGIE YATES the primary Public Safety Answering Point (PSAP) for the City of Spokane Fire Department effective City of Spokane 12:00 am on January 1, 2026. GAYNE SEARS This notification allows the City sufficient time to transition operations and establish its own primary Citizen Representative PSAP to serve both the Spokane Police Department and the Spokane Fire Department by the effective date. LORI MARKHAM Executive Director Thank you for your attention to this matter, we look forward to continuing our shared mission of safeguarding our community. Sincerely, ___________________________ _______________________ Chief Cody Rohrbach Chief Brad Richmond SREC Governing Board Chairman SREC Governing Board Vice Chairman cc: Spokane City Deputy Administrator Maggie Yates Spokane Police Chief Kevin Hall SREC Counsel Brian Werst Spokane City Attorney Mike Piccolo SREC Counsel Jeffrey Galloway FOR IMMEDIATE RELEASE: CONTACT Date: 06.26.2025 SREC-Kelly Conley Communication and Media Manager (509) 822-1846 kelly.conley@SREC911.org SREC Issues Formal Termination of Emergency Communications Services for Spokane Fire Department Following Exhaustive Resolution Efforts Spokane, WA June 26, 2025 After more than seven years of working with the City of Spokane and nearly 18 months of focused engagement with Mayor Lisa current administration, Spokane Regional Emergency Communications (SREC) has delivered formal notice of service termination for the Spokane Fire Department (SFD). This initiates a six-month transition period for thecity to establish its own services, as required under the existing contract. This decision follows theconclusion of mediation efforts which did not result in a sustainable resolution. SREC entered the mediation process with the sincere goal of maintaining a strong, long-term partnership. However, the inability to resolve differences, along with the City's continued pursuit of separation, left SREC no path forward under the shared regional model. As the voters desired in 2017, SREC committed significant time, resources, and expertise to building a regional model of emergency communications designed to deliver the highest quality service to all citizens of Spokane County. staff and board met in good faith with City officials across multiple administrations, participated in mediation, and collaborated closely with two independent consultants retained by the City. "We have consistently provided information, responded to every request, and even directly supported the consultants in their work," said Lori Markham, Executive Director of SREC. "Unfortunately, despite our best efforts, it has become clear that the City desires local control over its dispatch services and is no longer interested in being part of a fully regionalized, shared model builtfor efficiency and public safety." Throughout this process, it became clear that the City of Spokane was unwilling to fully embrace theregionalized model established in 2018. Despite having more voting members on the SREC Board than any other single agency, the City proposed substantial changes to the current SREC shared governance structure, claiming it was not adequate to represent the needs and financial oversight responsibilities. ExpertsClosesttotheWorkAreBestPositionedtoGovern As the only primary Public Safety Answering Point (PSAP) in the greater Spokane area, enabling bylaws require the Board of Directors be made up of experts in emergency services representing all participating agencies. In the opinion of the SREC Board, the suggested changes to the governance model conflicted with the collaborative, countywide model designed to serve all agencies equitably and efficientlyone that was purposely designed to remove politics and prioritize public safety. SREC's regional PSAP (Public Safety Answering Point) serves 20 agencies across Spokane County and was created to eliminate redundancy, reduce costs, and enhance inter-agency coordination during emergencies. The decision by the City to establish its own PSAP will result in duplicative infrastructure and increased operational costs borne by City residents a path that diverges from national best practices and regional cooperation. Chief Cody Rohrbach, SREC Board Chair and Fire Chief for Spokane County Fire District 3, emphasized: SREC Board and staff have invested significant time and resources to fostering a successful partnership with the city of Spokane. We are proud of the progress made regionally. At this point, we must shift fully to supporting our 20 member agencies who remain committed to collaboration. Our focus moving forward is on strengthening regional resilience and advancing our strategic vision for unified high-performing 911 service across Spokane County Financial Accountability and Efficiency Brad Richmond, Chief of Police, Airway Heights and SREC Board Vice Chair further added, takes its responsibility to steward taxpayer dollars seriously. maintained a balanced budget, received clean audits from the State Auditor three cycles running, and have purposefully planned ahead for critical investments like a new CAD system and facility to serve the region for decades fullyaligned with our strategic plan published in 2021. These facts demonstrate that our budgeting approach is rooted in accountability, long-term vision, and a commitment to minimizing financial impact on the City of Spokane Employs Highly Capable Dispatchers The City of Spokane employs highly skilled dispatchers for the Spokane Police Department (SPD) and is fully capable of expanding those operations to include fire dispatch. When SREC assumed full dispatch responsibilities for the Spokane Fire Department, it did so with two notice amidst own critical staffing crisis. Despite these challenges, SREC successfully managed thetransitionproving the process is both realistic and achievable. A Regional Model Built on Collaboration and Efficiency The regional PSAP model supported by SREC was launched five years ago with strong state endorsement and a clear mandate: to streamline emergency response, reduce duplication, and improve coordination across jurisdictions. With 20 participating agencies throughout Spokane County, the model has delivered measurable benefits in interoperability, cost savings, and response outcomes. Commitment to Spokane Broader Safety Network mission remains unchanged. The agency continues to deliver uninterrupted, best-in-class emergency communications to the 20 agencies served. SREC continues to encourage open, transparent dialogue around the future of emergency communications. The public deserves clarity on how their tax dollars are spent, what the long-term implications of redundancy may be, and how to preserve effective emergency service. AboutSpokaneRegionalEmergencyCommunications SpokaneRegionalEmergencyCommunications(SREC)isaregionalizedemergencyresponse communications organization formed in 2018 as a Public Development Authority. Located in Spokane, Washington, SREC serves more than 550,000 citizens throughout the county as the primary PSAP for the region. In addition to answering emergency and non-emergency calls, SREC provides Fire and Law Dispatch services to 14 local Fire Protection Authorities and 7 local Law Enforcement Agencies in Spokane County. These services span more than 1,700 miles, and include management of more than 4,900 radios, 23 tower sites, and a backup center. SREC also writes reports for most of the law enforcement agencies in the region. We currently employ approximately 147 employees across the organization. Our mission is to get the right resources to theright location with an uncompromising focus on responder and citizen safety. ### CITY OF SPOKANE VALLEY Request for Council Action July 22, 2025 Meeting Date:Department Director Approval: consent old business new business public hearing : Check all that apply information admin. report pending legislation executive session Potential Grant Opportunity – Transportation Improvement Board (TIB) AGENDA ITEM TITLE: : RCW 35.77.010: Six Year Transportation Improvement Program GOVERNING LEGISLATION : PREVIOUS COUNCIL ACTION TAKEN September 3, 2019, Council authorized the City Manager to purchase state property located immediately north of the existing Sullivan Park. March 14, 2023, Council authorized the City Manager to apply to SRTC for preservation funding for North Sullivan from Spokane River to Trent. March 18, 2025, Council authorized the City Manager to apply to SRTC’s request for th applications of Barker/4 Roundabout andBarker Road (Sprague Ave to 4th Ave). Annual adoption of the 6-year Transportation Improvement Program (TIP). Annual updates to the City’s Legislative Agenda, including the South Barker Corridor. : On May 16, 2025, the Washington State TIB issued a Call for Projects for the BACKGROUND Urban Arterial Program (UAP), the Active Transportation Program (ATP), and Complete Streets. The UAP has historically funded Spokane Valley street-related projects. The ATP delivers multi- modal transportation projects generally prioritizing non-motorized users. The Complete Streets (CS) program was reformatted in 2024 and continues with the updated structure in 2025. Previously administered through a separate call for projects with its own application process, the CSP is now integrated into the broader TIB application framework. To be eligible, agencies must have an adopted Complete Streets ordinance, and proposed projects must align with that ordinance and the agency’s Complete Streets policies. Critical program details are: UAP: $70 million statewide, $7.04 million NE Region Total Funds: ATP: $8 million statewide, $1.51 million E region CSP: $30 million statewide (no regional distribution) UAP: $1 - $3 million Typical Award Range ATP: $150,000 - $750,000 CSP: $25,000 - $3 million 20% min. Match Amount: August 15, 2025 Application Due Date: November 21, 2025 Application Award Date: Staff have reviewed the grant scoring criterion and propose the projects in Table 1 for City Council consideration. Per TIB staff guidance, submitting three of the City’s four unique projects across both the UAP and CSP programs improves competitiveness by allowing TIB flexibility to fund the highest-scoring projects under either program. The projects are consistent with other recent applications submitted to the Transportation Improvement Board (TIB), Spokane Regional Transportation Council (SRTC), Congressional Discretionary Spending (CDS), the Freight Mobility Strategic Investment Board (FMSIB), and Washington State Department of Transportation (WSDOT). Table 1. Proposed TIB Projects & Preliminary Costs & Funding Requests Grant Project NameTotal Estimated CostCity Match (%) Request (%) Urban Arterial Program (UAP) Complete Streets Program (CSP) thth S. Sullivan Rd. Preservation (8 to 24) $2,000,000 $2,500,000 for TIB $500,000 (20%) ($6,500,000 total) (CN Only, Requesting Unfunded Balance) (80%) th Barker Roundabout at 4Ave. $2,400,000 $600,000 $3,000,000 (CN Only) (80%) (20%) th Barker Road (Sprague to 4) $1,600,000 $400,000 $2,000,000 (CN Only) (80%) (20%) Active Transportation Program (ATP) $640,000 $160,000 Sullivan Park Sidewalk Connection $800,000 (80%) (20%) : Discussion. OPTIONS Staff requests Council consensus to proceed with RECOMMENDED ACTION OR MOTION: the proposed projects and return to Council for a motion consideration in the coming week(s). : It is not likely that the City will receive awards for all the BUDGET/FINANCIAL IMPACTS project applications. Staff have coordinated with the Finance Department regarding the projected fund balance of Real Estate Excise Tax (REET) revenues in the coming years. At this time, it appears sufficient REET funds will be available should the City receive a portion of the requested grant funds. The following considerations are acknowledged: If the City is highly successful during this grant cycle and exceeds anticipated award amounts, reduced REET balances may be realized in latter years. This may result in the City’s inability to use REET dollars as matching funds for future years. Policy decisions regarding the allocation of REET funds towards Fund #311 may affect the availability of city match. When awarded grant funding, staff evaluate the specific awards to confirm local match is sufficient to meet the grant requirements prior to acceptance of grant funds. : Adam Jackson, P.E. – Engineering Manager STAFF CONTACT ______________________________________________________________________ : PowerPoint Presentation ATTACHMENTS WHAT IS TIB? RECOMMENDED PROJECT LIST CITY OF SPOKANE VALLEY Request for Council Action Meeting Date:July 22, 2025 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: 5-Year Plan to Prevent and End Homeless Update GOVERNING LEGISLATION: Substitute Senate Bill 5386 (amending document recording fee statutes in 2023); requirements for adopting a local plan RCW 43.185C.050, RCW 43.185C.080, RCW 43.185C.160; Affordable and Supportive Housing Sales and Use Tax Credit RCW 82.14.540; Chapter 3.06 SVMC. PREVIOUS COUNCIL ACTION TAKEN: July 11, 2023: City Council reached consensus to advance a resolution to assume control over available document recording fees from Spokane County and to establish a homeless housing program. July 25, 2023: City Council adopted a resolution to assume control over document recording fees and to establish a homeless housing program. August 22, 2023: Administrative report discussing Regional Homeless Housing Plan. September 12, 2023: Motion consideration adopting a resolution establishing an interim task force. October 14, 2023: Motion adopting the region’s current 5-year plan to prevent and end homelessness. Nov 19, 2024: Continuum of Care Regional 5-Year Plan update. BACKGROUND: On July 25, 2023, Council adopted a resolution to assume control over available document recording fees and establish a Spokane Valley homeless housing program. Per RCW 43.185C.160, the City is required to adopt a five-year homeless housing plan and develop guidelines as needed for emergency shelters, short-term housing needs, temporary encampments, supportive housing for chronically homeless person and long-term housing. Council adopted the CoC Regional 5-Year Plan to Prevent and End Homelessness (Plan) in October 2023 for the 2020-2024 period. In mid-October 2024, DOC released the 2025-2030 Local Homeless Housing Plan Guidance, which outlines the various requirements for the 2025-2030 Plan cycle. To incorporate the recently released guidelines, DOC extended the deadline for the new plan adoption to December 31, 2025. However, HUD did not extend their timeline. To meet the earlier HUD deadline, the CoC received community feedback, finalized the current version of the Plan and submitted it to HUD in March of 2025. The Plan continues to be updated throughout 2025 to meet local/regional expectations established by DOC. The current Plan was created in partnership between Spokane County, the City of Spokane, and the regional Continuum of Care (CoC). The City of Spokane Valley participates in the CoC board and subcommittees. The Plan provides the road map used to distribute funding, define metrics for success, and establish priorities. The current regional 5-Year Plan meets requirements from both the DOC and the U.S. Department of Housing and Urban Development (HUD). Page 1 of 3 The required objectives for the updated Plan are different from the required objectives during the last 5-year period. Below is a summary of current objectives. Promote an equitable, accountable and transparent homeless crisis response system. Prioritize those with the greatest barrier to housing stability and the greatest risk of harm. Prevent episodes of homelessness whenever possible. House everyone in a stable setting that meets their needs. Strengthen the homeless service provider workforce. While each of the above objectives is required in a local plan, the strategies/interventions to achieve these objectives are not prescribed. Similarly, past DOC guidance states that “local plans can adopt measures or performance targets if they meet the following criteria: 1) Credibly measures success implementing the objective; 2) Can be updated at least annually; and 3) Targeted performance level is based on the performance of communities who have achieved good results in the context of local conditions.” The CoC conducted extensive outreach and solicited feedback for revisions to the Plan, particularly through the CoC’s sub-committees, which are populated by a variety of service providers, people with lived experience, and anyone from the general public that is interested in participating. Input was also provided through a survey. Feedback from the CoC identified seven different priority areas related to the new 5-Year Plan: 1) Governance – enhance transparency, accountability and equity 2) Regional integration – develop shared resources, collaborate across jurisdictions/providers 3) Service delivery and coordination – Improve coordinated entry system, outreach, holistic service plans 4) Data collection and analysis – collect and use data to identify patterns/needs 5) Housing solutions and investment – increase housing options, but also supportive housing services 6) Funding and resources – leverage public/private partnerships, secure sustainable funding 7) Community engagement – increase public awareness, engage stakeholders Performance metrics for each intervention type are detailed in the 5-Year Performance Management Plan (PMP). System Performance Measures (SPMs) are prescribed by HUD. The Minimum Performance Standards and System Performance Targets are set by the CoC and are designed to ensure compliance with the SPMs. Projects that do not meet minimum performance standards will be required to develop a Corrective Action Plan (CAP). Projects that do not meet minimum performance standards or fail to fully participate in the CAP by the end of the next quarter may face a loss or reduction of funding. The CoC will continue to review and make changes to the Plan before the December 2025 deadline set by DOC. The City Council has an option to adopt this plan to meet the requirements for administering the local recording fees, or to create its own Plan. If the City were to create its own Plan, it would have to include the following elements: 1) Estimate service levels needed Page 2 of 3 2) Estimate permanent and emergency housing needed 3) Describe prioritization criteria of homeless housing capital projects 4) Document public engagement, including specific stakeholder groups 5) Provide a survey of funding sources available OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: None BUDGET/FINANCIAL IMPACTS: None STAFF CONTACT: Gloria Mantz, City Services Administrator. Eric Robison, Housing and Homeless Coordinator ATTACHMENTS: Presentation Spokane CoC 5-Year Plan 2025-2030 Spokane CoC Performance Management Plan Page 3 of 3 Year Plan to prevent and end homelessness - CoC 5BackgroundPlan Details AGENDA Spokane Regional Continuum of Care 2025-2030 Five-Year Strategic Plan to Prevent and End Homelessness Table of Contents 1.Acronymsand Definitions 5 2.Introduction7 2.1.Alignment with the Continuum of Care Mission7 2.2. Current State of the CoC Geographic Region and Homeless Response8 2.2.1. Governance 8 2.2.2. Regional Integration 8 2.2.3. Partnership and Community Engagement 9 2.2.4. Service Delivery 9 2.2.5. Funding and Resources 9 2.2.6. Encampments 10 2.2.7. Affordable Housing 10 2.2.8. Aging Population 11 2.2.9. Data-Driven Solutions 11 2.3. Objectives of the 5-Year Strategic Plan11 2.31 Objective One 11 2.32 Objective Two 11 2.33 Objective Three 12 2.34 Objective Four 12 3. Objective One: Promote and equitable, accountable, and transparent homeless crisis response system. 11 3.1. Introduction 11 3.2. Measures of Success and Performance 13 3.3. Strategies 13 3.4. Current Condition 14 3.4.1. Outreach Efforts 14 3.4.2. Community Court 15 3.4.3. Coordinated Entry Improvements 16 3.4.4. Emergency Services 18 3.4.5. Prevention 19 3.4.6. Diversion 19 3.5. Actions to Meet the Objectives19 4. Objective Two: Prioritize those with the most significant barriers to housing stability and the greatest risk of harm. 22 Page 2 of 32 4.1.Introduction22 4.2. Measures of Success and Performance 22 4.3. Strategies 23 4.4.Current Conditions23 4.5.Actions to Meet the Objectives23 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing 24 5.1. Introduction 24 5.2. Measures of Success and Performance 25 5.3. Strategies 25 5.4. Current Condition 26 5.4.1. CoC Funding and RFP Committee 26 5.5. Actions to Meet the Objectives 26 6. Objective Four: Seek to house everyone in a stable setting that meets their needs. 29 6.1. Introduction 29 6.2. Measures of Success and Performance 30 6.3. Strategies 30 6.4. Current Conditions 30 6.4.1. Emergency Shelter 30 6.4.2. Transitional Housing 31 6.4.3. Rapid Re-Housing 31 6.4.4. Permanent Supportive Housing 32 6.5. Actions to Meet the Objectives 32 7. Objective Five: Strengthen the homeless provider workforce 33 7.1. Introduction 33 7.2. Measures of Success and Performance 33 7.3. Strategies 33 7.4. Actions to Meet the Objectives 33 8. Review Process 34 8.1. Action Steps 34 8.2. Timeline 34 8.3. Modifications and Updates 34 9. Attachment 1 35 Housing Inventory Chart (HIC) 35 Page 3 of 32 10.Attachment 242 Objective Four Excel Document 42 11. Attachment 3 43 Performance Management Plan43 Introduction45 Background 45 Basics of Performance Measurement 45 System Performance Targets 45 Minimum Performance Standards 45 Setting Performance Objectives 45 Monitoring Project and System Performance46 Quarterly Performance Reporting 46 Annual Performance Review 46 Victim Services Providers 46 Sharing QPR Data 46 Corrective Action Planning 47 System-Level Performance Reporting 47 Implementing the Performance Management Plan 47 Providers’ Responsibilities and Meeting Performance Objectives 47 Ensure HMIS Data Quality 47 Run and Review Quarterly Project Report 47 Develop Internal Improvement Plans as Needed 48 Participate in Corrective Action Plan as Required 48 Spokane Regional CoC Project Performance Measures 48 Page 4 of 32 Spokane Regional Continuum of Care Five-Year Strategic Plan to Prevent and End Homelessness 2025 to 2030 1. !¢±®­¸¬² lj $¤¥¨­¨³¨®­² ACIAnchor Community Initiative AHARAnnual Homeless Assessment Report APP Annual Performance Plan APRAnnual Performance Report ARPAAmerican Rescue Plan Act BNL By-Name List CA Collaborative Applicant CAPCorrective Action Plan CDBGCommunity Development Block Grant Program (CPD Program) CE Coordinated Entry CFDA Catalog of Federal Domestic Assistance CFRCode of Federal Regulations CHHS Community, Housing, and Human Services (a City of Spokane Department) CoC Continuum of Care approach to assistance to the homeless The Federal agency responsible for negotiating with a grant recipient on behalf Cognizant Agency of all federal agencies the recipient receives funds from Collaborative Applicant The party responsible for applying on behalf of the region for CoC funds Continuum of CareFederal program stressing permanent solutions to homelessness Consolidated Plan; a locally developed plan for housing assistance and urban Con Plan development under the Community Development Block Grant and other CPD programs CPD Community Planning & Development DCYF Division of Children, Youth, and Families Federal agency can exercise judgment in selecting the recipient through a Discretionary Grants competitive grant process EPLSExcluded Parties List System ESEmergency Shelter ESG Emergency Shelter Grants (CPD Program) 1968 act (amended in 1974 and 1988) providing HUD Secretary with fair Fair Housing Act housing enforcement and investigation responsibilities Federal Fiscal Year Begins on October 1 and ends on September 30 of the next calendar year Federal RegisterThe official journal of the Federal Government. FMR Fair Market Rate (maximum rent for Section 8 rental assistance) A formula grant is a type of mandatory grant that is awarded based on statistical criteria for specific types of work. The authorizing legislation and Formula Grants regulations define these statistical criteria and the amount of funds to be distributed. So, the term “formula” refers to the way the grant funding is allocated to recipients. FUP Family Unification Program Grantee Housing and Community Development Advisory Board for Spokane County HCDAC CSHCD HEARTH Act Homeless Emergency and Rapid Transition to Housing Act Page 5 of 32 HHAA Homeless Housing Assistance Act HICHousing Inventory Chart HMISHomeless Management Information System HOMEHome Investment Partnerships (CPD program) HOPWA Housing for People Living with HIV/AIDs HUDU.S. Department of Housing and Urban Development HUD-VASH HUD-Veterans Affairs Supportive Housing program Lesbian, Gay, Bisexual, Trans, Queer/Questioning, Intersex, Asexual, More LGBTQIA+ (sexualities, sexes, and genders) Grants a federal agency is required to award if the recipient meets the Mandatory Grants qualifying conditions McKinney-Vento ActFederal Legislation providing a range of services to homeless people MOU Memorandum of Understanding NAEH National Alliance to End Homelessness NOFANotice of Funding Availability OMB Office of Management & Budget PATH Prevention Assistance and Temporary Housing (Homeless program) P&PsPolicies and Procedures PH Permanent Housing PSH Permanent Supportive Housing RecipientDirect recipient of funds from Federal Agency RFP Request for Proposal RRHRapid Re-housing S+CShelter Plus Care SHP Supportive Housing Program SOAR SSI/SSDI Outreach, Access, and Recovery SRCSpokane Resource Center SRO Single Room Occupancy Program Sub-Grantee An agency who receives pass-through funding to operate a project Sub-Recipient Indirect recipient of Federal Funds through a pass-through agency (Recipient) TBRA Tenant-Based Rental Assistance TH Transitional Housing UFAUnified Funding Agency USC United States Code YABYouth Advisory Board YHDP Youth Homeless Demonstration Grant YHSI Youth Homelessness System Improvement YouthBuild HUD program to promote apprenticeships for needy youth in building trades YYA Youth (17 and under) and Young Adults (18 to 24-years) Page 6 of 32 2.Introduction 2.1.!«¨¦­¬¤­³ ¶¨³§ ³§¤ #®­³¨­´´¬ ®¥ # ±¤ -¨²²¨®­ The 5-Year Strategic Plan to Prevent and End Homelessness (“5-Year Plan”) is intended to align with the mission of the Continuum of Care (CoC), as the advisory body of the Spokane County’s Region’s homeless crisis response system. The CoC’s mission is to make homelessness rare, brief, and non-recurring by fostering shared responsibility among stakeholders and coordinating resources essential to the success of local plans to end homelessness. 2.2.#´±±¤­³ 3³ ³¤ ®¥ ³§¤ #®# '¤®¦± ¯§¨¢ 2¤¦¨®­  ­£ (®¬¤«¤²² 2¤²¯®­²¤ The homeless crisis response system and the ways in which the CoC Board and local governments respond is impacted by the current context on a number of key issues, including: 2.2.1. Governance The current CoC governance structure was implemented in 2017 and was designed to connect a variety of sectors that intersect with homelessness in an effort to provide a holistic perspective to address complex needs and leverage available resources. The Spokane Regional CoC consists of the Collaborative Applicant, the CoC Board, the CoC sub- committees, homeless service providers, and community stakeholders. In the Spokane Regional CoC, the city of Spokane serves as the collaborative applicant. The CoC Board is composed of more than 20 representatives, including people with lived homeless experience, homeless service providers, public housing, behavioral health and chemical dependency, workforce, healthcare, law and justice, advocates, education, funders, local business, and regional government. These representatives are system leaders who can make decisions that quickly change the way we address key challenges and be responsive to changing needs. The Continuum of Care Boards’ governance structure is rooted in collaboration from a wide spectrum of stakeholders. There are four distinct Committees that make up the Board structure: A. Executive-The Executive Committee, along with assistance from the Collaborative Applicant, is tasked with membership recruitment, ensuring compliance with the CoC Charter; setting the board agenda; nominations to ensure board succession; and various other tasks as outlined by the CoC Charter or otherwise directed by the CoC Board. B. The Homeless Management Information System (HMIS) and Performance Evaluation Committee is co-chaired by a CoC Board Member and the HMIS Lead. Together, they set the agenda from feedback by providers, the Collaborative Applicant, CoC Executive and Board. Topics include data integrity, HMIS database improvements, and highlighting any errors in reports and data sharing with the public and report generation to track the efficacy of the programs funded through federal, state and local dollars. C. The Planning and Implementation Committee is made up of distinct sub committees and workgroups that are the foundation of how the CoC Board governs and identifies gaps in system delivery which in turn helps them determine how to best support system change. There are a total of five sub committees that fall under the CoC Board governance structure. Four sub committees focus on unique populations often affected by homelessness in their own distinct way, which requires different best practices be employed, and the fifth subcommittee is Diversion which focuses on diverting households from entering Coordinated Entry and where a shallow subsidy, if any, may be offered. The population specific sub committees are: Page 7 of 32 I.Youth and Young Adult II. Veterans III. Single Adults without minor children (includes Chronic Households) IV. Families with minor children (Includes Chronic Households) V. Diversion Workgroups include: I. Coordinated Entry Workgroup (led by the three Coordinated Entry Leads) II. Street Outreach Workgroup III. By Names List Workgroups: Youth and Young Adults; Single Adults (Chronic and longest lengths of homelessness) IV. Equity Workgroup In 2019, the Spokane Regional Continuum of Care was awarded Unified Funding Agency (UFA) designation. This is a prestigious designation and is awarded because of the Collaborative Applicant’s expertise in financial management, monitoring and evaluation, governance, and strategic leadership. UFA communities have increased control over certain federal funding streams, leading to better ability to manage projects locally and allocate funds to meet changing needs. However, due to COVID- 19 and the deleterious impacts that followed, the CoC was unable to effectively lean into its UFA status until early 2024. 2.2.2. 2¤¦¨®­ « )­³¤¦± ³¨®­ The CoC is a regional body that strives towards regional solutions to meet the specific needs of those experiencing homelessness in both the urban and rural parts of Spokane County. It is critical that strategies address gaps and opportunities throughout the region. This includes representation from the City of Spokane, the City of Spokane Valley, and Spokane County on the CoC Board, as well as partnering on the Point in Time Count, other surveys and data collection and analysis. The goal here is to ensure that the geographic diversity of the region is considered in program design and access to services is responsive to urban and rural households. 2.2.3. 0 ±³­¤±²§¨¯  ­£ #®¬¬´­¨³¸ %­¦ ¦¤¬¤­³ There is an extraordinary level of community partnerships that span across municipalities, service providers, faith leaders, and citizens. There are currently agencies funded by the CoC Board that operate more than twenty different programs that serve people experiencing homelessness, with even more partners and programs integrated into the coordinated response system. There is increased participation in the CoC Sub-Committees by both public and privately funded agencies, broadening the lens by which we assess the system, contributing data from across systems into the Homeless Management Information System (HMIS), working together on complex and multi-faceted issues impacting those experiencing homelessness, and closing the gap to ensure effective and efficient service delivery. Finally, with the CoC’s geographic coverage spanning across the entire county, there is regional leadership involving the City of Spokane, the City of Spokane Valley, and Spokane County in support of regional efforts to prevent and end homelessness. The CoC Board has focused on engaging the business community in discussions and planning for a variety of strategies to address a multitude of community needs (e.g. partnerships between business and service agencies, mentorship, training for staff on homelessness, and employment/skills training for clients), creating a position on the CoC Board to be held by a business representative to ensure that lens is considered in all conversations, and continuing to provide training and education on the homeless community to all business that request it. Page 8 of 32 The opioid epidemic and its intersection with homelessness, has increased the need for deeper integration with emergency services. Substance Use Disorder (SUD) services will need to be further expanded and deeper coordination between the homeless and healthcare systems. The CoC Board will work closely with the City of Spokane and Spokane County to leverage local funding that can bring new beds online that address co-occurring disorders. This is another area where leaning into our UFA status may present an ideal pairing of federal and local dollars. Currently, we do not have enough beds to meet the needs of individuals who desire SUD treatment. 2.2.4. 3¤±µ¨¢¤ $¤«¨µ¤±¸ The system has seen a number of new projects come online in the last few years, as well as a significant number of new HMIS users that contribute data that aids in program design and funding allocations. Coordinated efforts to address needs of specialized populations (e.g. 2S-LGBTQIA+, people fleeing domestic violence, veterans, justice-involved, and youth and young adults) has led to improved service delivery and opportunities for people to get engaged with the system and resolve their homelessness quickly. The HMIS Lead has increased the number of participating agencies that either enter directly into HMIS or who have passive access to HMIS. Widening the net of HMIS access ensures that households who are being served by various providers that offer different services, can view current enrollments into HMIS, which enhances the way in which our community is able to assist a household experiencing homelessness and reduces the possibility of duplication. Where federal dollars tend to be a lot more challenging to recruit new providers that can compete for this funding, the City of Spokane and Spokane County are currently under contract with By and For Agencies. This level of partnership creates a much more streamlined approach to getting much needed resources into the hands of specific subpopulations that have historically been unable to access traditional housing and homeless resources. Specifically, if local governments can enter into contracts with long standing providers who have served specific subpopulations, then this is the preferred path to opt into. 2.2.5. FundingǾ 2¤²®´±¢¤²Ǿ  ­£ -¤³±¨¢² The CoC recognizes that local funding sources are the most flexible of funding that can be leveraged in communities. Because of this flexibility, we understand that new projects may naturally require new outcome metrics and would be based on whether a project is high, medium or low barrier. Housing First must be seen as offering an individual what they need to thrive and not just a one size fits all approach. This might mean that through local and state funds, the CoC may wish to work closely with Spokane County, City of Spokane Valley and the City of Spokane to collaborate in procuring, through competitive RFP, sober living emergency shelters, transitional housing or permanent housing projects. Towards this end, we are also cognizant that the metrics as laid out in this plan and based on the SPM, would not be the same standards that would be required of medium/higher barrier projects. Instead, they must be commensurate to that of the individuals being served. Said metrics, shall be decided by both the CoC and the local jurisdictional board or committee who make those funding decisions. Such metrics will be added to this Plan by way of an amendment by the CoC Board. As of the date of this plan, the future of homeless and housing services funding is tenuous. This will require a concerted effort among private and public sectors to partner and therefore maximize resource availability and impact. It is the intent of the CoC to partner with all willing entities that seek to improve the overall health and long-term stability of those who live in poverty. This includes, but is Page 9 of 32 not limited to, healthcare, employment agencies, SUD and mental health facilities, credit unions, business interests, and philanthropic entities. Likewise, agencies who only administer State funded programs as RRH or TH will also be expected to meet higher positive outcome measurements than those agencies who might have both RRH supported by state and/only federal funds. HUD RRH is much more stringent than a state funded RRH program and the outcome expectations should be measured differently. These nuances in outcome expectations will be addressed in the attached Performance Management Plan. 2.2.6. Encampments Over the last four years, the CoC has worked diligently on addressing unsheltered homelessness, as those numbers appear to increase, and visibility of encampments have impacted citizen’s perceptions of safety. As a result, the CoC has invested more deeply in street outreach, an intervention that has proven results through direct engagement with people living unsheltered, and in re-engaging a coordinated outreach network to case conference and support efforts to help complex cases and to ensure outreach professionals are able to support efforts to reach people in need throughout the county. The City of Spokane has also begun utilizing a database and an integrated system to better track and map encampments and improve opportunities to send targeted service supports to those areas. Outreach then is utilized to provide a service-rich engagement strategy when encampments must be cleaned up in order to try and get people into the homeless service system and prevent the camps from being re-formed. Projects formed as a result of Camp Hope are also able to be utilized for other Encampment Resolution creating a pipeline to service for future designated encampment zones. Additionally, the City of Spokane Valley has implemented a robust mapping system that tracks encampments since 2021. Much like the City of Spokane, tracking this type of data ensures a more streamlined deployment of supportive services and other types of assistance needed by those who are unsheltered. The City of Spokane Valley has also invested in an interdisciplinary team of behavioral health professionals and local deputies who deploy together when responding to encampments. The deputies are specially trained to work with individuals who are unsheltered and assist in connecting them to the services needed. 2.2.7. !¥¥®±£ ¡«¤ (®´²¨­¦ Spokane has spent multiple years in an affordable housing crisis, with historically low vacancy rates Coupled with growing general population, this has created additional challenges to housing people experiencing homelessness, as they struggle to compete for scarce housing resources. With many people looking for places to rent, those utilizing vouchers and/or have less income, criminal background or lack of rental history are less competitive for the few units that are available. Furthermore, increasing rents are significantly limiting the availability of affordable housing and has the effect of adding to local homelessness. It is important to continue focusing on affordable rental housing to prevent and end homelessness. This includes supporting capital investments – using local, state, and federal resources in adding and preserving affordable housing throughout the region. In the unincorporated areas and twelve cities and towns outside the city limits, Homeless Prevention has significantly curtailed homelessness for families who would otherwise become homeless and eventually seek services in the City of Spokane. This resource is critical for those households. Page 10 of 32 Despite challenges, the homeless crisis response system has continued to house people at increasing rates over the last three years despite the massive barriers presented during the pandemic, utilizing innovative solutions and working on improved landlord engagement strategies. 2.2.8. !¦¨­¦ 0®¯´« ³¨®­ The fastest growing demographic in our region is the Medicare-age population. This means a shift in the types of services that may be necessary to address targeted needs, as well as connections to resources that previously have not been utilized. 2.2.9.Data-$±¨µ¤­ 3®«´³¨®­² As more projects contribute data to the HMIS, the depth and scope of knowledge continues to increase. This local data, alongside best practice research from around the country, has led to the design of data-driven programs. The CoC, Spokane County, City of Spokane Valley and the City of Spokane, are all pivoting towards performance-based funding. As part of this, all CoC contracts contain a Performance Management Plan that was approved by the CoC Board, the CHHS Board and elected officials. The Performance Management Plan sets both minimum performance standards, as well as performance targets for all 1 homeless service projects. As outlined in the plan, quarterly performance reports will be shared with the CoC Board and will be posted on the City of Spokane’s (Collaborative Applicant) website. Funding decisions will be made, in part, based on performance achieved by projects on an annual basis, ensuring that the community is investing in interventions that are meeting or exceeding outcomes for our system. As noted above, performance metrics will vary based on whether the project is funded, with federal, state or local efforts. As of 2025, the three major jurisdictions are working towards implementing the same CoC Performance Plan in their state and locally funded homeless projects. 2.3./¡©¤¢³¨µ¤² ®¥ ³§¤ Θ-9¤ ± 3³± ³¤¦¨¢ 0« ­ The plan follows guidance from the Washington State Department of Commerce, in association with HUD and the Spokane Regional Continuum of Care Board and Sub-Committees. 2.31 Objective One: Promote an equitable, accountable, and transparent homeless crisis response system. 2.32 Objective Two: Prioritize those with the greatest barrier to housing stability and the greatest risk of harm. 2.33 Objective Three: Prevent episodes of homelessness whenever possible. 2.34 Objective Four: Seek to house everyone in a stable setting that meets their needs. 2.35 Objective Five: Strengthen the homeless provider workforce. 3. /¡©¤¢³¨µ¤ /­¤Ȁ 0±®¬®³¤  ­ ¤°´¨³ ¡«¤Ǿ  ¢¢®´­³ ¡«¤Ǿ  ­£ ³± ­²¯ ±¤­³ §®¬¤«¤²² ¢±¨²¨² ±¤²¯®­²¤ ²¸²³¤¬ȁ 3.1.Introduction Since its inception, the Spokane Regional Continuum of Care (CoC) has made major system-wide changes to better address homelessness. One of the achievements has been continual improvements in our Coordinated Entry (CE) system. Since 2023, our continuum has operated three Coordinated Entry Points (CEP’s) based on sub- population: homeless families, youth and young adults and single adults. Spokane was an early adopter of the CE system. Implemented in 2012, CE utilizes Homeless Management Information System (HMIS) to identify individuals living in homelessness by linking them to the resources necessary to support movement to permanent housing. The CE system gained national recognition by the Page 11 of 32 National Alliance to End Homelessness (NAEH) for utilizing Housing First principles (i.e. not denying entry into CE based on not having ID or social security card), expanding access to satellite sites, and comprehensively assessing and prioritizing families by vulnerability and severity of needs. Equitable access to services is the cornerstone of any Coordinated Entry System. How access is defined for community members who are experiencing homelessness and housing instability varies. Access for someone who is wheelchair bound, or blind will be different to someone who is able to traverse our community with ease. Moreover, someone who lives in a rural area may not be able to access services in the same manner that their urban counterparts can. The CoC is committed to scrutinizing how we deliver services in our region and will lean on agencies that represent community members who have unique needs or who have additional barriers that our traditional CEP system cannot easily meet. Data shows that certain demographics, when compared to the overall population in Spokane County, experience homelessness at a much higher rate. These disparities among the homeless population in our community must be addressed. Contracting with more By and For Organizations is one tangible way that jurisdictions have sought to decrease this disparity, and our CoC is currently contracting with more By and For Organizations than in previous years. The three CEPs offer intake, assessment, referrals, housing placement and diversion, and supportive services all under one roof. Satellite sites throughout the county create a “no wrong door” approach to this centralized and integrated one-stop crisis response system that expedites linkage to housing and supports. In 2023, a new Youth centered, Youth and Young Adult (YYA) entry system was added to CE. The Youth and Young Adult (YYA) CE is administered by VOA, a youth and young adult provider. Young adults may continue to enter through either the single adult or family system, depending on family status and age, both of which have adopted changes to better serve youth. These changes include but are not limited to youth-specific walk-in hours to create safer, more welcoming environments and the introduction of satellite sites for youth to be assessed in locations they already frequent (e.g. unaccompanied youth shelter and drop-in centers). After many years of using the SPDAT suite of tools for assessment and prioritization in our CE system, in 2024 the Spokane CoC adopted a community created tool called the “SALA”. Tools from other Washington cities were considered and a proposal was sought from a consulting firm within the state who had participated in similar work in other cities. Ultimately the lead CE agencies came together and created a tool based on identifying barriers and vulnerabilities that create the most challenges for obtaining and maintaining housing across all racial and ethnic identities; also considering gender identity and sexual orientation. A draft was then vetted amongst stakeholders including those with live experience of homelessness and a pilot took place prior to full implementation in July 2024. Our CoC has three active pipelines for unique sub populations and while there is always room for improvement, we have a very active CE Workgroup who is continually working towards system improvements. However, because CE has been a well-established system within our community for the past ten years, our CoC was in the unique position to be able to evaluate and improve our system based off feedback and performance measures taken from within our own community, rather than broader theoretical data, and has been working tirelessly to do so since. A “By-Name List” (BNL) is a real-time list of all people in each subpopulation experiencing homelessness. By-name lists are a known best practice for homeless service systems because they can contain a robust set of data points that coordinate access and service prioritization at a household level, allow for easier case conferencing, are a collective tool of ownership and responsibility among differing agencies, and allow stakeholders to understand the homeless system inflow and outflow at a systems level. Not only does this tool allow for a triage of services and system performance evaluation on a micro level, but it allows for advocacy for policy changes and additional funding for resources necessary to end homelessness on a systems level. Page 12 of 32 In Spokane, the Veteran BNL, known as the “Veteran Master List”, was developed in 2016. The Veteran Master List is currently a HMIS tool, which reflects every veteran in our community identified as being homeless, where they are sleeping, and what provider they are working with. The tool collects data provided by veterans and centralizes it in a single electronic form, regardless of where the veteran first interfaced with the homeless system. Among many other data points, the tool tracks offers of housing that are made and the results of those referrals for each veteran on the list. The Veteran Master List helps determine what interventions are or are not working and which veterans in our community are going to need additional resources and effort to house. The tool has directly contributed to a reduced length of time homeless for veterans due to the ability of outreach teams and caseworkers to more quickly identify who is a veteran and experiencing homelessness in our community. The faster we can provide housing and/or suitable interventions, the cheaper and more effective our system becomes. Due to the success of the Veteran Master List, the City of Spokane CHHS Department, Youth and Young Adult Sub Committee, and the Youth Advisory Board (YAB) have been working closely to ensure the continued development of the YBNL (Youth By Names List). Volunteers of America, the current Youth and Young Adult Coordinated Entry Lead, facilitate YYA (Youth and Young Adult) case conferencing. This meeting relies greatly on the By Names List to aid in their case conferencing efforts. 3.2.-¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Compliance with local, state and federal coordinated entry requirements for all projects receiving federal, state and local homeless funds. Compliance with CoC Policies and Procedures which include HUD recommended CE Core Elements. 2. Compliance with local, state and federal CE data collection requirements required to build and maintain active lists of people experiencing homelessness, and to track the homeless status, engagements and housing placements of each household. 3. For communities in Street Outreach projects: Increase the percentage of exits to positive outcome destinations to the level of the top 20% of homeless crisis response systems nationwide. 3.3.Strategies 1. Use outreach and coordination between every system that encounters people experiencing homelessness to quickly identify and engage people experiencing homelessness into services that result in a housing solution. 2. Apply for additional funding sources to aid the outreach and engagement process. 3. Continue to leverage current street outreach programs and/or partner with agencies outreach efforts that quickly identify and engage people experiencing homelessness 4. Identify and implement staff training such as diversion, progressive engagement, motivational interviewing, trauma informed care, etc. 3.4.#´±±¤­³ #®­£¨³¨®­ 3.4.1. /´³±¤ ¢§ %¥¥®±³² Spokane County, City of Spokane, and the City of Spokane Valley have partnered to ensure that Street Outreach programs remain strong despite the low availability of permanent housing available in our region. Homeless Outreach teams help individuals living in homelessness access services to meet their basic survival needs and work with community partners to promote transition to emergency housing, transitional housing and permanent housing. The Outreach staff meet individuals by going to populated areas and building rapport by offering a kind smile, Page 13 of 32 supplies (such as socks or personal hygiene products), and snacks until individuals are ready and able to seek safer shelter. The goal is to identify and engage unsheltered households who are not connected with existing services and connect them to the needed resources, based on what they need to move towards housing. In addition to the outreach organizations funded by the City of Spokane, Spokane County and the City of Spokane Valley, there are several additional outreach efforts within Spokane County funded through other means. For example, YouthREACH is a project of VOA that employs 2.5 full- time employees to provide peer outreach, access to shelter services, referrals, and other necessary support to at-risk youth and young adults struggling on the streets and in other unsafe locations in Spokane County. YouthREACH utilizes an outreach team composed of young people partnered with adults to provide outreach, and a case manager knowledgeable of area resources and services, and skilled at engagement and motivation with the target population. The primary function of the outreach teams is to engage youth, establish trust and build relationships that will lead youth to case management services; connecting them to financial, housing, employment, education, healthcare, and legal services that will meet their needs and create successful future outcomes. In addition to YouthREACH, VOA is in the process of forming an in-reach team that will be taking youth and young adult referrals from other systems that work with homeless or at-risk youth, such as behavioral health providers, schools and the juvenile justice system. Utilizing both in-reach and outreach, VOA can make contact with a wide variety of youth and young adults in order to assist them in navigating the system, which will greatly improve accessibility. Additionally, Catholic Charities of Eastern Washington (CCEW) has an Opioid Use Disorder Peer Support Program that provides outreach, as well as specialized assistance to individuals engaging in treatment services. And, finally, there is specialized Supportive Services for Veteran Families (SSVF) outreach staff who target interventions for veterans. In addition to increasing outreach funding in recent years, the Spokane City/County CoC has reinvigorated the Outreach Huddle, which seeks to join the area outreach workers, agency staff, local behavioral health staff, and the criminal justice system to unitedly case conference chronically homeless and/or other high barrier clients. Case conferencing is a nationally recognized best practice model that our community has sought to implement across populations. These meetings occur once a month and are a chance for staff to discuss more challenging cases to create a care plan where the different service providers are able to take a unified front and address individual needs in a holistic and targeted way. An array of representative service providers ranging from the medical and behavioral health community to law enforcement and fire personnel, and community court legal staff converse directly with the outreach workers in order to create a unified front and address individual needs in a holistic and targeted way. 3.4.2. #®¬¬´­¨³¸ #®´±³ City of Spokane Municipal Court’s Community Court, established in 2013, is a Therapeutic Harm Reduction Court built upon a model created by the Center for Justice Innovation. This Court is designed to provide accountability with help. The approach is to dig to the root of behavior, apply resources to needs that are revealed by the participant. Those needs become conditions the participant is required to work towards to assist them in transitioning to a healthier life and away from the revolving door that can be the criminal legal system. It is one of many approaches Municipal Court takes to uphold public safety and provide appropriate redress to issues revolving around addiction and shelter challenges. Page 14 of 32 Community Court depends heavily on the service providers in Spokane to come together to reduce barriers to access to those who are likely disenfranchised with society, trauma filled, struggling with either Mental Health or Substance Use Disorders –or a combination of the two – and in so doing, reconnect the participant as a healthier productive member of society. Before a person enters Community Court, they meet with their attorney and determine the viability of the case and the desire of the participant to either adjudicate the case or engage in the court. If the participant chooses to adjudicate their case, the matter is immediately transferred to the traditional system. If the person opts into the program, the accountability begins with Needs Assessment to determine whether there is history of drug or alcohol use, involvement in the criminal legal system, needs for identification, health insurance, housing, education, employment, eligibility for Social Security benefits, food assistance, Veteran Services, Substance Use Disorders or Mental health issues and others. Those expressed needs then dictate the terms of their agreement to meet as the participants make their way through the program. If treatment is indicated every effort is made to have the shortest turnaround time to facilitate admission into treatment programs. The emphasis for the participants is to work on their respective needs by showing up at Community Court every week. They must be making progress on their individualized path having accomplished a minimum of community enhancement hours as well as connection to basic health and treatment requirements. If there is non-compliance, they are counseled and redirected. Incentives and sanctions are metered by the same best practices used in Treatment Courts: 4:1 ratio so that accountability with help can bring them into compliance. While incarceration is an option, many other tools are used to bring behavior back into line, until it doesn’t. A flash sanction may be imposed, or the participant may be terminated from the program after a hearing. A snapshot of a month (2024/2025 data) at Community Court reveals the following: 110 lunches served each week 19 hours average of community service completed per week/76 per month 3 Substance Use Disorder assessments completed each week/12 per month 7 participants on average enter inpatient SUD/MH treatment facility per month 14 community partner agencies average per week Self-Report of CCAT findings o 92.2% identified a housing need 71% reported being unhoused 7% reported living in a shelter o 98% identified an employment need o 54% identified a SUD need o 35% identified a mental health/trauma need o 68% identified as male o 32% identified as female The average age range entering Community Court is between 35-44 years old 15 replacement/renewal driver licenses/identification cards ordered on average per month Page 15 of 32 16 people referred to Consistent Care for MAT services with 12 actively engaged 60 Risk/Need assessments completed on average per month The Continuum of Care (CoC) is hopeful that the Community Court model can be implemented throughout the County in the coming years. 3.4.3. #®®±£¨­ ³¤£ %­³±¸ )¬¯±®µ¤¬¤­³² Our previous Five-year plan called for the creation of universal CE Policies and Procedures. In 2022 we were able to implement these with the inclusion of the CoC recommended CE Core Elements. Additionally, one of priorities that was previously identified was the development of a Coordinated Entry System (CES) that served Youth and Young Adults. In 2024, the CoC created the YYA CE, a youth-specific coordinated entry system. Through the YHDP funding VOA was selected to administer the YYA CE. Additional strategies include creating Housing Navigator positions for youth and young adults that aid individuals in applying for and obtaining permanent housing; the utilization of best practice theories for youth case management (i.e. critical transition coaching); and the employment of diversion strategies that are tailored to the needs of the demographic age group. In 2024, a new CE assessment and prioritization tool was created and implemented by the lead CE agencies in the Community. This tool was fully implemented after stakeholder review and a pilot period in July 2024. Our CoC acknowledges that only prioritizing households who have the highest acuity can create difficulties in assisting other community members who may require only a light touch. Further, it creates a system whereby we are asking, as a system, that lower acuity individuals become more traumatized over time to access services. Of course, the funding of projects such as Diversion and funding more eviction prevention programs help, the connection of traditional housing projects such as Rapid Rehousing, Transitional Housing and Permanent Supportive Housing, continue to be unattainable for households that do not score the highest and thus are not prioritized for these interventions. As such, the following strategies will assist the CoC in crafting a Coordinated Entry System that is still compliant with both federal and state guidelines. Expanding Housing Access for Lower-Acuity Individuals has been a widely discussed topic within the CoC for many years. We hope to expand the continuum with interventions that meet the need of households at the time they enter the CE gateway. Background & Need HUD’s Coordinated Entry (CE) system prioritizes individuals with the highest vulnerabilities for Rapid Rehousing (RRH) and Permanent Supportive Housing (PSH). However, lower-acuity individuals and those who may be experiencing homelessness for the first time, have limited/fixed income, or need minimal support often struggle to access housing assistance despite being at risk of chronic homelessness. To create a more comprehensive, HUD-compliant housing system, we propose a multi-pronged approach to serve lower-acuity individuals while maintaining prioritization for high-needs populations. Proposed Strategies 1. Expand Diversion & Prevention Efforts Page 16 of 32 a.Increase funding for homelessness prevention and diversion programs (e.g., one-time financial assistance, mediation, or transportation aid). b. Develop partnerships with faith-based organizations, nonprofits, and local businesses to create flexible funding pools for individuals who don’t meet CE criteria but still face housing insecurity. 2. Establish Non-HUD-Funded RRH for Lower-Acuity Individuals a. Apply for state, county, philanthropic, or private funding to operate RRH, TH or PSH programs outside of State and HUD’s CE requirements. Create eligibility criteria focused on employment status, eviction history, and affordability b. challenges, rather than vulnerability scores. 3. Implement a Tiered RRH Support Model a. Work with the CoC to create a RRH/TH/PSH program that scales assistance based on need. b. Higher-acuity individuals receive longer-term rental assistance and intensive case management. c. Lower-acuity individuals receive shorter-term support (e.g., 3-6 months of rental assistance) with light-touch case management. This model ensures all individuals receive appropriate levels of support without displacing those with greater needs. 4. Adjust CE Assessment & Prioritization a. Work with the CoC to explore modifications to the CE assessment tool to include factors such as: Risk of eviction, Housing affordability in the region. Recent job loss or income barriers b. Ensure lower-acuity individuals who still face housing barriers have a pathway into RRH without undermining HUD prioritization standards. 5. Leverage Non-CoC Housing Resources a. Work with Spokane Housing Authority to prioritize lower-acuity homeless individuals for Housing Choice Vouchers or project-based units. b. Expand access to employment-linked housing programs and workforce housing for individuals with some income but insufficient savings for market rent. Funding Sources & Sustainability Seek state and local government grants for non-HUD RRH funding. Engage private foundations and corporate donors to support a flexible rental assistance fund. Explore social impact bonds or outcome-based funding models to incentivize housing stability. Align efforts with workforce development programs to integrate employment and housing solutions. Expected Outcomes Page 17 of 32 More efficient use of State and HUD resources by ensuring those with moderate needs do not become chronically homeless. Increased exit rates from homelessness, reducing shelter reliance and overall system strain. Stronger public-private partnerships, leading to a more holistic housing approach for all individuals experiencing homelessness 3.4.4. %¬¤±¦¤­¢¸ 3¤±µ¨¢¤² Spokane County offers numerous emergency hotlines. Eastern Washington 2-1-1, operated by Frontier Behavioral Health, is a broad free and confidential service via an easy access phone number where individuals can call to receive information about the availability of our 2 Community’s resources by a trained Referral Specialist. 2-1-1 can provide information ranging from food bank locations, homeless services,, health and wellness support, utility/energy assistance, veteran services, legal resources, disaster and crisis support, transportation, free tax preparation, and veterinarian services (this is not an exhaustive list). However, if an individual has a distinct issue that they are needing help with, then other specialized hotlines for assistance. The YWCA offers a 24-hour domestic violence helpline where an advocate located at their safe shelter 3 is prepared to help to discuss options, safety plans, and other community resources. Lutheran Community Services offers a 24-hour crisis line for survivors of sexual assault to seek out information about their options in terms of medical care, healing and legal services. Additionally, Frontier Behavioral Health offers a mental health or substance use disorder hotline called the 24- Hour Regional Crisis Line, which gives assessments to those in crisis whose health and/or safety are in crisis. Spokane Fire Department has partnered with FBH to create a Behavioral Health Response Unit that responds exclusively to mental health calls; this is a three-person team consisting of a paramedic and a licensed mental health counselor. With the increase of fentanyl overdoses and opioid settlement funding, a substance use disorder professional, a social worker and case manager were added to this team. Once it has been established that there is a behavioral health case, the team is engaged to try to assess their immediate needs and the best ways to support them through their crisis. Spokane Police Department has a similar program called the Community Diversion Unit which also pairs with mental health professionals to respond to individuals in the community experiencing a mental health crisis, aiming to divert individuals away from jails and hospitals and connect them to the services and resources they may need. Additional funding from the opioid settlement was used to create a High Utilizer and Complex Care Initiative. This includes a contracted community-based provider to coordinate care, provide intensive wrap-around services, and launch case management services for individuals cycling between jail, emergency departments and local shelters. 3.4.5. %µ¨¢³¨®­ 0±¤µ¤­³¨®­ During 2021 our CoC were recipients of an influx of eviction prevention funds from the Federal Government. This money eventually was taken over by the Department of Commerce, and our community has continued to be grantees of these funds. Prevention is a critical tool to ensure that our system works upstream to assist households avoid entry into the homeless system, which ends up being far more expensive than simply maintaining their housing. 2 https://fbhwa.org/programs/additional-support-services/eastern-washington-211-ew211 3 https://ywcaspokane.org/programs/help-with-domestic-violence/24-hour-helpline-faqs/ Page 18 of 32 3.4.6.Diversion Diversion is a housing first, person-centered, and strengths-based approach to help households identify the choices and solutions to end their homeless experience with limited interaction with the homeless crisis response system. It assists households to quickly secure permanent or temporary housing by encouraging creative and cost-effective solutions that meet their unique needs. It is a short-term intervention focused on identifying immediate, safe housing arrangements, often utilizing conflict resolution and mediation skills to reconnect people to their support systems. Diversion offers flexible services that may be coupled with minimal financial assistance when needed. This unique approach engages households early in their housing crisis. A staff member trained in the techniques of diversion initiates an exploratory conversation to brainstorm practical solutions for households to resolve their homelessness quickly and safely. Staff help households see beyond their current crisis by encouraging them to generate creative ideas and identify realistic options for safe housing based on their own available resources rather than those of the crisis response system. In 2019, the CoC committed to a Diversion-First Model. As such, the City of Spokane and its partners invested in training by the Center for Dialogue and Resolution, based out of Tacoma, Washington, in Diversion strategies. Fifty front-line service providers were trained, with nearly a dozen becoming trainers in Diversion and committing to continue training staff from across the system. 3.5.!¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective 1: Promote and equitable, accountable, and transparent homeless crisis response system. Action Activity Responsible Party Timeline 3.5.1 Collaborative applicant to Sub-Committees & 2024-BNL Develop and maintain “By-ensure that monthly BNL CHHS HMIS Team 2027- Name-Lists” BNL for sub-meetings occur. Project Plan populations to achieve Refine BNL criteria in functional zero: CMIS/confirmation. 1. Single Adults 2. Veterans 3. Youth and Young Adult 3.5.1b Review the built for Sub-Committees & 2027 Develop a project plan for zero/functional zero model CHHS HMIS Team BNL in the HMIS by Create BNL reports in HMIS subpopulation Analyze Data from reports quarterly. Develop Intervention Strategies base on the analyzed reports 3.5.2 Utilize HUD’s STELLA tool Sub-Committees, 2027 Ensure equity in outcomes which will assist our CoC in Collaborative evaluating disparities in our Applicant, CoC system. Board Establish reports for subcommittees and projects to analyze disparities for all Page 19 of 32 racial groups and conduct outreach to agencies that support these populations to collaborate on serving them in an effective manner thereby reducing disparities. Review the report quarterly Quarterly assessment of the SALA tool. 3.5.2b Translate annual community Sub-Committees, 2027 Enhance language access surveys in Spanish, Russian, Collaborative and Marshallese. Applicant Conduct annual community surveys. 3.5.3 Increase the number of Sub-Committees and Sub-Committees, Ongoing BIPOC, Immigrant/Refugee, workgroups establish an CoC Board, MOU 2S-LGBTQ+, Disability, organizational outreach plan Collaborative between Medical, and Justice Involved for: Applicant Providence Organizations in the CoC and o BIPOC and CoC to CE o Immigrant/Refugee be o 2S-LGBTQ+ completed o Disability by no later o Medical than 2025. o Justice Involved Report on the progress of the plan at meetings. Strengthen Medical/Healthcare linkages and formalize partnerships in MOU 3.5.4 Sub-Committees, Ongoing Increase Community Create a CoC and CE CoC Board, Education marketing and education Collaborative plan. Applicant, CE Host an annual Coordinated Workgroup, Equity Entry Symposium Workgroup Annual training opportunities on: data, diversion strategies, homeless prevention, system access and CE, myths/ facts, trauma-informed care Require agencies to attend community-wide trainings and keep training logs for employee’s engagement efforts Revamp and maintain the CoC Website 3.5.5 Improve access and Ensure ongoing training for CE Leads, CE Ongoing accessibility to CEsatellite sites Providers, Sub- Page 20 of 32 Determine where there are Committees, CoC gaps where people are Board, Collaborative accessing services and if there Applicant, HMIS is further need for additional Committee sites Maintain monthly meetings of the CE Workgroup Create info sheets for the CoC Website. Develop a universal intake. Update CoC and CE policies and procedures annually 3.5.6Improve system Quarterly review Sub-Committees, CE 2025 & performanceperformance measures as a Providers, CoC Ongoing system Board, Collaborative Quarterly review measures Applicant for underperforming projects. Develop a performance improvement plan for underperforming projects. 4. /¡©¤¢³¨µ¤ 4¶®Ȁ 0±¨®±¨³¨¹¤ ³§®²¤ ¶¨³§ ³§¤ ¬®²³ ²¨¦­¨¥¨¢ ­³ ¡ ±±¨¤±² ³® §®´²¨­¦ ²³ ¡¨«¨³¸  ­£ ³§¤ ¦±¤ ³¤²³ ±¨²ª ®¥ § ±¬ȁ 4.1.Introduction Coordinated Entry refers to the Continuum-wide effort to assess the vulnerability of homeless households through CE and connect them to the appropriate housing resource(s) based upon level of need as quantified during their Assessment. The implementation of coordinated assessment is now a requirement of receiving both CoC funds from HUD and state homeless service funds from the WA State Department of Commerce and is considered a national best practice. Coordinated entry assessments are used to prioritize the most vulnerable homeless households and connect them to the appropriate level of housing and support. As the homeless service system of Spokane continues to develop and strengthen, system changes are focused on what works best for homeless households and rapid exits to permanent housing solutions. On-going evaluation processes include: Survey homeless households seeking assistance through the Coordinated Entry System; and Collaborate with homeless service providers to discuss system improvements based on survey results; and Monthly Coordinated Entry Lead meetings The Spokane Regional CoC acknowledges that no two homeless experiences are the same and that circumstances and situations are unique; therefore, need targeted responses. The homeless population is made up of numerous subpopulations, which is indicative that to effectively cater to the unique needs of each, different sets of priorities should be established. Therefore, CoC sub-committees have been extensively discussing and reorganizing CE prioritization measures of each population. Page 21 of 32 Along with the reorganization of prioritization measures, the CoC continues to review the Housing Inventory 4 Count (HIC)to ensure that the system has an adequate housing inventory to meet the needs of our community’s most vulnerable. 4.2.-¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Compliance with state and federal Coordinated Entry requirements for all projects receiving local, state and federal homeless funds. 2. Compliance with the Office of Homeless Youth's "Five recommendations for making Coordinated Entry 5 work for youth and young adults.” 3. Successful implementation of prioritization policies for all projects receiving federal, state and local homeless funds, resulting in prioritized people consistently being housed in a timely manner. 4. Prioritize unsheltered homeless households and increase percent served of unsheltered homeless 6 households by 5% or maintain compliance level. 5. Average length of stay in night-by-night emergency shelter (target 30 days) and exit to permanent housing from night-by-night shelter (target 50%). 4.3.Strategies 1. Improve Case Conferencing mechanisms to effectively meet the need of our most vulnerable. 2. Have CoC Sub-Committees reevaluate vulnerability priority factors by subpopulation and continuously re- evaluate for use by Coordinated Entry System. 4.4.#´±±¤­³ Conditions Our CE system currently includes separate entry sites for singles, families and youth and young adult. Additionally, we have awarded funds to our local Victim Service Provider, the YWCA, to provide specific CE services for survivors of DV. Both the singlesand family systems offer satellite sites to offer a no wrong door approach and allow those seeking services to do so with providers they are already working with to lessen the trauma associated with retelling their store multiple times. In 2024 we implemented a new community created assessment and prioritization tool in an effort to create more equitable access to vacancies in the homeless response system and minimize the trauma associated with the invasiveness of the SPDAT which had previously been in use. 4.5.!¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² ActionActivityResponsible PartyTimeline 4.5.1.Maintain and update CE Providers, CoC Board 2025 & Evaluate current universal CE policies Ongoing P&Ps by CE system and procedures annually and update (P&Ps) as needed. Research barriers and interventions as well as culturally specific interventions. 5 https://deptofcommerce.app.box.com/s/s1cabcfobjev039u3qfl8r4f8cb0380f 6 Department of Commerce CHG Grant sections 2.1.1, 8.4.2 and 8.4.4 Page 22 of 32 4.5.2.Annual Coordinated CE Providers2025 & Create a short-term Entry Symposium Annually work group to plan symposium Plan and host an education opportunity for agencies to share their programs Requirement to continue as a satellite site for CE 4.5.3.Annual Review of P&P Sub-Committees, CoC Annually Sub-Committees for sub populations Board, Collaborative evaluate Applicant vulnerabilities to be prioritized by population based off community needs CE work group to review and offer recommendations for any updates 4.5.4.Match the best Sub-Committees, & Ongoing Review quarterly intervention with the Collaborative Applicant SALA referrals and need project outcomes Map the system for gaps and needs 5.1. /¡©¤¢³¨µ¤ 4§±¤¤Ȁ Prevent Episodes of Homelessness Whenever Possible 5.2. Introduction Spokane’s homeless service response system underscores the dual importance of providing permanent housing solutions and ensuring individuals can maintain housing stability. In this section we will discuss Eviction Prevention and the CoC’s Move-On Strategy. Where the former is an actual financial intervention + supportive services (like TH/RRH/PSH), the latter is a strategy employed by CoC’s to effectively and successfully move households into independent living and out of homeless programs. To address the growing needs of our community, it is essential to expand financial and case management services that stabilize households when they face housing insecurity. Beginning in 2020 our community, like many others, saw an influx of federal and state funding that sought to keep households in their homes. These funds were earmarked as prevention dollars to ensure continuity in maintaining housing stability due to the impact of COVID. Since this time, prevention has come back into the fold as a more permanent intervention offered under Coordinated Entry. We currently have contracts with By and For Agencies that do not require the use of Coordinated Entry for referrals, they are required to enter into HMIS, however. We currently do not use ESG funds as an available eviction prevention activity since the State has offered robust funding in this arena. Eviction Prevention (EP) dollars also tie together case management services, and it is expected that agencies provide robust case management to ensure a household not become unstably housed post financial assistance. These supportive services are tailored based on the subpopulation served. For example, a family with minor children may need assistance in finding employment, less expensive childcare, or may come to the conclusion that both parents should be working, but only one parent can be out of the house no more than 20 hours per week. In Page 23 of 32 this case, supportive services would include, at minimum, connection with Worksource (local employment agency) to connect the household with the most appropriate employment options. Conversely, a household that is elderly, on fixed income and unable to work, might work with their case manager to submit applications to income based affordable housing. In either scenario, supportive services meets the household where their at and the end goal is to ensure that they do not enter the homeless system. Since the State has not provided communities with outcome metrics for Eviction Prevention, this plan proposes that EP follows the same measures as outlined for RRH. Housing should be more than just a short-term fix; it must equip participants with the skills and resources needed to maintain long-term stability. The aim is to integrate participants into the broader community, fostering opportunities for personal growth and development. By gaining new experiences, they can develop a diverse skill set, increasing their chances of achieving self-sufficiency and independent living. Moreover, adopting a strong Move-On Strategy across the Continuum of Care (CoC) ensures that we are setting households up for success and stability, which then will prevent more episodes of homelessness in the future. The “Moving-On” strategy supports clients in Emergency Housing (EH), Transitional Housing (TH) and Permanent Supportive Housing (PSH). A Move-On strategy must be employed in all interventions, but particularly in PSH, where Housing Choice Vouchers are an option for households who successfully live in a project based voucher (PBV) unit for 12 months or more and have good rental history. By transitioning participants to housing environments without on-site, intensive services, the strategy offers several benefits: Participant Empowerment: Fosters independence by providing a less service-intensive living environment. Cost-Effectiveness: Frees up PSH resources for individuals with higher service needs. System Flow: Creates better resource allocation within the community’s homeless response system. By aligning high-service housing programs with mainstream, less intensive housing assistance options, we can expand choices for households experiencing homelessness and improve overall system efficiency. The Moving-On strategy is centered on household participation. . Collaborating with participants to identify when they are ready for greater independence is critical. Establishing a structured process for assessing readiness ensures that transitions are supportive and effective, paving the way for sustainable housing outcomes and greater community impact. 5.3.-¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Eviction Prevention will adhere to the same metrics as RRH. 2. The CoC will monitor how well the Move-On Strategy is implemented and executed by working with the HMIS Administrator to pull relevant reports on who is eligible and what providers are doing to prepare households for independent living. 5.4.Strategies 1. Monitor QPR’s on returns to homelessness for EP enrollments. Identify opportunities for system improvement should we see significant influx post enrollment and financial assistance. 2. Improve data quality to better measure the efficacy of the Move On Strategy. 5.5.#´±±¤­³ #®­£¨³¨®­ In addition to the Department of Commerce’s performance measures, a Performance Management Plan is also a local tool that our CoC will use toevaluate baseline data, create minimum performance standards and system performance targets for many projects and at minimum those funded by state and federal funding. As noted earlier, when funding sources are more flexible and can support medium to high barrier projects, a stricter Page 24 of 32 measurement of performance will be contractually required. In some cases, projects that are funded with local dollars (no federal or state funding) measurements may be determined by staff and the local governing body. This is especially the case if the intervention is not within the menu of interventions already funded by HUD or CHG that local jurisdictions are able to use as a guide when determining fair measures of outcomes. 5.5.1. #®# &´­£¨­¦  ­£ 2&0 #®¬¬¨³³¤¤ The CoC Funding and RFP Committee oversees the Request for Proposal (RFP) process, including coordinating CoC program funding awards with other funding partners. The Committee reviews project and system performance data from the past award year and makes recommendations to the Collaborative Applicant regarding monitoring plans and funding allocations and/or reallocations. Additionally, the CoC Funding and RFP Committee is responsible for reviewing and updating the Performance Management Plan on an annual basis, including working with the Collaborative Applicant to set minimum performance standards and system performance targets, to establish a system performance improvement strategy for the CoC. In doing so, HUD’s project performance objectives and system performance measures, Commerce’s system performance expectations, and CoC projects’ combined performance on those objectives were considered in determining where to set minimum standards and system targets for the CoC’s project portfolio. 5.6.!¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible PartyTimeline 5.6.1.Create a system-wide Assess system readiness Collaborative Applicant, 2026 & move-on strategy for move-on strategy Sub-Committees, CoC Ongoing Convene PSH providers Board already utilizing an agency-specific move-on strategy Receive agency feedback on system-wide strategies Solicit CoC Board approval 5.6.2.Implement system-System-wide move-on Collaborative Applicant, 2026 & wide move-on strategy training Sub-Committees, CoC ongoing strategy Agency training Board Develop move-on strategy guidance Develop mechanism to measure effectiveness of the move-on strategy CoC Board approval of policies 5.6.3.Achieve high- Collaborative Applicant, 2025-2027 performing Prioritize TH and Rental Sub-Committees, CoC community Assistance for new Board performance set out project models in the Performance Identify and apply for more funding to continue to grow inventory of available housing and Page 25 of 32 7 Management Plan supportive services as for all project types needed Increase use of dedicated subsidies (e.g. Housing Choice and VASH Vouchers) Monitor data for length of time between end of supportive services post- move out and returns into the system Standardize aftercare services based off a local best practice policy Ongoing diversion training and implementation Increase income potential of those receiving services through stronger partnerships with employment agencies, career development agencies (e.g. the WorkSource Spokane, and Next Generation Zone), childcare services, transportation availability, etc. Increase marketing strategy of the Spokane Resource Center Diversion mechanism Improve access to mainstream benefits (e.g. SOAR, DSHS, TANF, ABD, VA Benefits, etc.) Identify new strategies to develop affordable housing for all subpopulations through community forums and business partnerships Determine where there are gaps in accessing services Improve data quality to minimize error responses Page 26 of 32 and increase reliability (e.g. HMIS, etc.) 5.6.4.Adopt a person-Research staffing levels CoC Sub-Committees & CE Ongoing centered holistic for appropriate service Providers services approach delivery. Develop training materials and resources to support CE providers with the adoption 6. /¡©¤¢³¨µ¤ &®´±Ȁ 3¤¤ª ³® §®´²¤ ¤µ¤±¸®­¤ ¨­   ²³ ¡«¤ ²¤³³¨­¦ ³§ ³ ¬¤¤³² ³§¤¨± ­¤¤£²ȁ 6.1. )­³±®£´¢³¨®­ The Department of Commerce and the CoC recognize that theoretical formulas produce imperfect information as the state of our nation and the growing population, as well as the real estate market, cannot be perfectly projected. In preparation for this next objective, the Department of Commerce released a tool that when entered with our current housing inventory and homeless population would produce good faith and transparent estimates of the impact of the variety of local strategies being considered, tailored to local priorities. Though the numbers are not meant to be interpreted literally, this tool has enabled the City of Spokane’s CHHS Department, currently the Collaborative Applicant, to explore how plans for creating more units within different interventions would affect the system. Additionally, the tool calculates annual funding and increases projected to be needed due to inflation and rent- driven increase. This knowledge, though not exact, will help the CHHS Department prepare in advance for additional needed funding streams. 6.2.-¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. A local plan that includes an estimate of people experiencing homelessness that will be housed during 2025 after successful implementation of the local plan using existing resources, and the count of households left unsheltered at a point in time in 2025, based on credible data and research; including the data, assumptions, calculations, and related citations necessary for outside parties to review and reproduce the estimate. 6.3.Strategies 1.Use the Department of Commerce Modeling Tool to assist in the 2026Point-in-Time prediction. 2. Utilize System Performance Targets adopted by the CoC into the tool. 3. Use data from a variety of system sources to project an estimate of housing sources that are currently projected to join the Spokane homeless system. 4. Use the data to identify housing solutions that will assist the CoC in planning for the future financial expenditures, system impact and strategic investment. 6.4.#´±±¤­³ #®­£¨³¨®­² In the 2019 Point-in-Time count, 1,309 individuals living in homelessness were documented, 315 of them being unsheltered. Contrast that with the 2024 Point in Time count that surveyed 2,021 individuals and 443 of these households unsheltered. We believe these are two important time comparisons due to the pandemic, the rising cost of housing and the severe shortage of affordable housing stock that Spokane County has faced over the last five years. The other significant factor has been the use of fentanyl and the lack of State planning and implementation of SUD and mental health facilities. Emergency shelters house some of the highest acuity individuals in our community due to the deficiency in appropriate care better left to State planning. The CoC will Page 27 of 32 prioritize working with the Washington Health Care Authority and other appropriate agencies to identify options that would add units to our community, especially for high acuity households and those who require a higher level of care. As highlighted above, the pace by which affordable housing has been built has not kept up with the demand; towards this end, the available interventions offered under Coordinated Entry do not adequately meet the high needs of those who are experiencing homelessness. In spite of this, the CoC continues to look for ways to improve homeless outreach, offer interventions commensurate to the level of need that a household requires, all to ensure that homelessness is rare, brief and non-recurring. As noted above, Spokane County has been experiencing economic growth and has seen similar increases in the cost of housing and a consistently low vacancy rate. Low-income and homeless households face many barriers to housing in a highly competitive rental market. To increase the rate of permanent placement from shelter, TH, and RRH, the CoC has increased its investment in landlord incentive strategies, facilitated greater coordination between landlord liaisons, and supported legislative actions to decrease barriers for homeless households. Additionally, some existing resources were reallocated to provide rental assistance programs more opportunities to incentivize landlords to rent to homeless households and mitigate perceived risk of renting to them. To meet the growing need and improve system outcomes, the CoC continues to look towards adding additional housing units across intervention types, as well as increasing project performance measures, particularly in percentages of successful and permanent exits from the interventions. 6.4.1. %¬¤±¦¤­¢¸ 3§¤«³¤± Emergency shelters play an important role in a crisis response system, providing beds on a first come, first served basis, to any person experiencing homelessness. City of Spokane, Spokane County and the City of Spokane Valley-funded emergency shelter system is Housing-First and includes housing-focused services by population type. Combined with other public and private funded shelters, the current emergency shelter system offers targeted shelters for single men and single women (households without children), families, young adults, minor youth and those fleeing domestic violence. In 2024, the City of Spokane implemented a Scattered Site model that continues to focus on specific subpopulations but are smaller and more boutique-style shelters. A Housing Navigation Center currently assists in making a certain number of referrals to each site, but many of these beds are still open on a first come first serve basis in order to ensure equal access. Another sub population that has manifested due to the burgeoning need of medical fragile households who are homeless, are respite bed shelters. We currently have three sites that hold 30 individuals each and many of the referrals come directly from hospitals. Over the next several years, there is an intention to bring new shelters online for key populations that have challenges accessing the existing shelter system or who are particularly vulnerable. Concurrent with this increase in scattered sites, there will be a reduction in congregate shelter capacity. There is continued need for regional solutions for emergency shelter, including a strategically located space that could meet the holistic needs of those throughout the region. 6.4.2. 4± ­²¨³¨®­ « (®´²¨­¦ Transitional housing (TH) refers to a supportive – yet temporary – type of accommodation that is meant to bridge the gap from homelessness to permanent housing by offering structure, supervision, support, life skills, and in some cases, education and training. In past years, funding availability for TH has declined nationally, and Spokane County has been impacted by these reductions. However, the CoC continues to pursue tailored housing resources for the populations for which TH is considered a best practice. Service models vary by population, but include at minimum, master leased units and the opportunity for project participants to “transition in place”, thereby reducing impact on the individual and allowing them to move from the TH project Page 28 of 32 into permanent housing without having to move. We also know that transitioning in place is not always possible since it means a reduction in a provider's housing portfolio and due to the high costs of housing, it is better to use the unit as more of a bridge to permanent housing. Our CoC is committed to bringing more TH units online and establishing programs that offer both low and higher barrier programs (i.e.: sober living). Innovative solutions, including shared housing for young people and joint TH-RRH interventions, have been brought online and continuing to expand these creative solutions is critical for creating diversity in housing inventory and for supporting individualized needs. The CoC would like to continue monitoring data and expand this intervention accordingly. 6.4.3. 2 ¯¨£ 2¤-Housing Rapid re-housing (RRH) provides short-term rental assistance and services, with the goal of helping people obtain housing quickly, increase self-sufficiency, and stay housed. It is offered without preconditions (e.g. employment, income, absence of criminal record, or sobriety) and the resources and services provided are typically tailored to the needs of the person. That said, where the program eligibility requirements may be low barrier, households must still compete with other community members that come without the challenges of low to no income, criminal background, stigma of being homeless. This requires a healthy housing stock that includes access to housing by the working poor, households on fixed incomes, and who come with a variety of backgrounds, is truly available. Currently, this is not the case in our Continuum. It is worth noting that we continue to be a high performing CoC despite the pragmatic challenges noted above. The CoC is dedicated to tailoring different RRH programs to meet unique needs of subpopulations depending on the funding stream. Specifically, HUD federally funded RRH programs are much stricter than State funded RRH and therefore, the measurement outcomes will be higher based on allowable costs and FMR allowances. Regardless of funding streams, RRH providers employ a progressive engagement model to provide a better service intensity to meet different needs. Progressive engagement is the practice of helping households end their homelessness as rapidly 25 as possible, despite barriers, with minimal financial and support resources. More support is applied to those households who continue to struggle to stabilize. Progressive engagement acknowledges individualization and the fact that homelessness is a complex struggle; therefore, when a participant shows that they are in need of more help, it can be provided to meet their needs. On the other hand, by avoiding more assistance than is required to end homelessness and prevent an immediate return to the streets or shelter, programs can help more people, close housing placement gaps, and reduce the time people remain homeless. The CoC has utilized RRH as a critical intervention with significant success. Continuing to move this forward – through standard RRH, TH-RRH joint projects, and others – will be important over the next five years. 6.4.4. 0¤±¬ ­¤­³ 3´¯¯®±³¨µ¤ (®´²¨­¦ Permanent Supportive Housing (PSH) continues to be a priority for the region. The current system operates both facility-based and scattered-site PSH projects and, for the last few years, new PSH projects have come online to improve access to these service-intensive support interventions for chronically homeless adults. At the same time, existing projects have begun to utilize FCS and GOSH to enhance the level and quality of supportive services for PSH interventions, which also enhance the use of limited federal resources. While point-in-time count data indicates a reduction in chronically homeless throughout Spokane County, the CoC is focusing on ensuring PSH availability for specific subpopulations who may benefit from improved access and accessibility of this inventory. For example, there currently is not a set-aside of PSH units for youth or young adults, and current prioritization policy means this demographic often struggles to be prioritized for existing units. As a result, focused attention and a review of CE policies and procedures is underway by the CE Workgroup to ensure the need is met. Furthermore, the CoC and the Page 29 of 32 Veteran’s Administration are deepening their partnership to improve access to VASH vouchers for veterans. 6.5.!¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible PartyTimeline 6.5.1.Projection of Use the Department of Collaborative Applicant2025 & Unsheltered Commerce Tool for this Ongoing Individuals Living in Calculation. Homelessness in 2025. 6.5.2.Update Annually with Use the Department of Collaborative Applicant2025 & Housing Inventory Commerce Tool for this Ongoing Count.Calculation. 6.5.3.Seek to expand Public Presentations to Collaborative Applicant, 2025 & affordable housing Philanthropy and Sub-Committees, CoC Ongoing investments from Business to broaden the Board business and funding to increase. philanthropy. affordable housing production. Explore the creation of a Fund Development Committee. Work with the city and county to leverage affordable housing production dollars, and advocate for projects that fill gaps and are equitable. 7. /¡©¤¢³¨µ¤ &¨µ¤Ȁ 3³±¤­¦³§¤­ ³§¤ H®¬¤«¤²² P±®µ¨£¤± Workforce 7.1. Introduction Homeless service provider workers have seen many challenges over the last 10 years and Spokane is no exception. Providers are having a difficult time filling positions, which exacerbates already stretched staff capacity to provide quality and timely services. A 2023 study published by the Department of Commerce looked at the challenges and trauma experienced in the field and the loss of frontline workers in this field. The study reports that workers in this field have huge workloads and are dealing with failures of systems and the effects of systemic racism and poverty and are dealing with primary and secondary trauma daily. They are often underpaid and the programs that they work in are not guaranteed funding. COVID-19 did not cause these issues, but it added additional work and stress to meet increased demand. To meet the needs of the affordable housing crisis, homeless service providers need trained and stable workers. The system has recognized the value of individuals with lived experience of homelessness and encourages service providers to add these individuals to their workforce. It should be considered, Page 30 of 32 however the unique needs of these individuals and organizations should be equipped to offer support as needed. This could include Employee Assistance Programs (EAP) and sufficient paid sick leave. Funding sources should consider awarding staffing dollars that allow providers to pay wages that align with market rates for similar positions and provide sufficient benefit packages. Agencies should ensure their staffing structures offer opportunities for growth. 7.2. -¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Completion of an initial analysis utilizing Department of Labor data and local surveys of housing workforce. 2. Improve worker retention in the homeless provider network. 3. Improve safety in homeless provider work. 4. Decrease the time positions stay vacant. 7.3.Strategies 1. Work in collaboration with local government, community and agency stakeholders to gather quantitative and qualitative data that further explains the current state of homeless service provider workers in Spokane County’s homeless service system. 2. Conduct worker roundtables and community surveys 7.4.!¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective Five: Strengthen the Homeless Services Workforce Action Activity Responsible PartyTimeline 7.5.1 Evaluate initial data View and evaluate data Collaborative Applicant & 2025 utilizing Department from the tool as a system CoC Sub-Committees of Labor Data, to begin to formulate Commerce Study plans that will minimize trauma and increase retention in the field. 7.5.2 Analyze Data Collect quantitative and Collaborative Applicant, 2026 qualitative data CoC Sub Committees, CoC Review data in sub-Board committees and the CoC Board. 7.5.3 Analyze dataCollect, compile, Collaborative Applicant, 2026 organize, and evaluate. CoC Sub-Committees 7.5.4 Develop intervention Research funding options Collaborative Applicant, 2030 strategies Research best practice CoC Sub Committees, CoC Adopt system-wide Board practices and interventions to support workers. 7.5.5 Measure ongoing Develop/adapt a Collaborative Applicant, 2030 evaluation and monitoring tool CoC Sub Committees, CoC learning Evaluate effectiveness of Board interventions Page 31 of 32 Institute changes as approved by the CoC Board. 8. 2¤µ¨¤¶ 0±®¢¤²² On an annual basis, the CoC Board is entrusted to review the 5-Year Plan to evaluate progress towards stated goals. Simultaneously, the CoC Committees and Subcommittees should use this plan to guide their work plans on an ongoing basis. 8.1.!¢³¨®­ 3³¤¯² 1.Review of the Objectives, including the Action Steps to Meet the Objectives, to determine if objectives have been met and/or are on track to meet timelines; and 2. Mobilize relevant Responsible Parties to address shortfalls and/or opportunities; and 3. Propose modifications or updates, as needed, to address Objectives; and 4. Seek CoC Board approval; and 5. Train funded and CoC partners on any changes made to the 5-Year Plan. 8.2.Timeline In the last quarter of each year during the lifespan of this 5-Year Plan, the CoC Board or its delegate Committee (e.g. Planning and Implementation Committee) will review the plan in accordance with the Review Process. 8.3.-®£¨¥¨¢ ³¨®­²  ­£ 5¯£ ³¤² All modifications and updates to this plan need to be approved by the CoC Board. This can be completed on an ad- hoc basis or during the annual review process. Page 32 of 32 Five- 2025-2030 Updated May 2025 Spokane Regional CoC 1. Acronyms and Definitions6 2. Introduction 8 2.1. Alignment with the Continuum of Care Mission 8 2.2. Current State of the CoC Geographic Region and Homeless Response 8 2.2.1. Governance 8 2.2.2. Regional Integration The CoC is a regional body that strives towards regional solutions to meet the specific needs of those experiencing homelessness in both the urban and rural parts of Spokane County. It is critical that strategies address gaps and opportunities throughout the region. This includes representation from the City of Spokane, the City of Spokane Valley, and Spokane County on the CoC Board, as well as partnering on the Point in Time Count, other surveys and data collection and analysis. The goal here is to ensure that the geographic diversity of the region is considered in program design and access to services is responsive to urban and rural households. 9 2.2.3. Service Delivery 10 2.2.4. Funding, Resources, and Metrics 10 2.2.5. Encampments 11 2.2.6. Affordable Housing 11 2.2.7. Aging Population 12 2.2.8. Data-Driven Solutions 12 2.3. Objectives of the 5-Year Strategic Plan 12 3. Objective One: Promote an equitable, accountable, and transparent homeless crisis response system. 13 3.1. Introduction 13 3.2. Measures of Success and Performance 14 3.3. Strategies 15 3.4. Current Condition 15 3.4.1. Outreach Efforts 15 3.4.2. Community Court 16 3.4.3. Coordinated Entry Improvements 17 3.4.4. Emergency Services 19 3.4.5. Prevention 20 3.4.6. Diversion 20 3.5. Actions to Meet the Objectives 20 4. Objective Two: Prioritize those with the most significant barriers to housing stability and the greatest risk of harm. 23 4.1. Introduction 23 4.2. Measures of Success and Performance 23 4.3. Strategies 24 4.4. Current Conditions 24 4.5. Actions to Meet the Objectives 24 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing 25 5.1. Introduction 25 5.2. Measures of Success and Performance 26 5.3. Strategies 26 5.4. Current Condition 26 5.4.1. CoC Funding and RFP Committee 27 5.5. Actions to Meet the Objectives 27 6. Objective Four: Seek to house everyone in a stable setting that meets their needs. 29 6.1. Introduction 29 6.2. Measures of Success and Performance 30 6.3. Strategies 30 6.4. Current Conditions 30 6.4.1. Emergency Shelter 31 6.4.2. Transitional Housing 31 6.4.3. Rapid Re-Housing 31 6.4.4. Permanent Supportive Housing 32 6.5. Actions to Meet the Objectives 32 7. Objective Five: Strengthen the homeless provider workforce 33 7.1. Introduction 33 7.2. Measures of Success and Performance 33 7.3. Strategies 34 7.4. Actions to Meet the Objectives 34 8. Review Process 34 8.1. Action Steps35 8.2. Timeline 35 8.3. Modifications and Updates 35 9. Attachment 3 37 Performance Management Plan 37 39 Background39 Basics of Performance Measurement 39 System Performance Targets39 Minimum Performance Standards 39 39 40 40 40 40 Sharing QPR Data 40 41 System- 41 41 Page 3 of 17 41 Ensure HMIS Data Quality 41 42 42 42 42 Page 4 of 17 Introduction monitored. This plan should help homeless ongoing funding. Background 1 for the Department of Housing and s from their general fund and also Basics of Performance Measurement System Performance Targets it can help our assistance systems. These measures us track our performance of their programs. 1 – - HUD Exchange Page 5 of 17 key future homelessness. - 4. housing. - homelessness. - homelessness programs. Minimum Performance Standards set minimum Setting Performance Objectives The CoC this Performance Page 6 of 17 set. Monitoring Project and System Performance Quarterly Performance Reporting - to FirstQuarter = July 1 – o Second Quarter = July 1 – o Third Quarter = July 1 – March 31 o Fourth Quarter = July 1 – June 30 o Reports performance data for the full year y metrics to the Annual Performance Review Victim Services Providers maintain a Sharing QPR Data is as accurate Page 7 of 17 Corrective Action Planning Guide. System-Level Performance Reporting The system-reported annually plan are included in the SPM. Implementing the Performance Management Plan - report on system performance on the measures in this plan at least annually. Providers’ Responsibilities and Meeting Performance Objectives Ensure HMIS Data Quality outlined in the Spokane HMIS Dat th 10 day of ee. For a Page 8 of 17 Run and Review Monthly and Quarterly Project Report - ted. - ng agency and the program. Develop Internal Improvement Plans as Needed Participate in Corrective Action Plan as Required Spokane Regional CoC Project Performance Measures Regional The goals apply to all CoC--funded coordinated entry rapid re- Page 9 of 17 do not meet Page 10 of 17 Night-by-night Emergency Shelter Projects Performance Measures Length of Time Homeless in ESstay of no more stay of no more than 90 daysthan 30 days Exits to Permanent Housing permanent housing at exit exit Exits to Temporary or ES ES Returns to Homelessness permanent housing return to exit Employment and gain or increase employment or non- employment or non-employment Time to Date of Engagement days Page 11 of 17 Length of Time Homeless in ES length of stay of no more than 90 length of stay of no more than 30 days days Exits to Permanent Housing housing at exit housing at exit CSESCSES Exits to Temporary or at program exit at program exit. Returns to exited to Homelessness permanent housing return to permanent housing return to exit exit Employment and employment or non-employment employment or non-employment cash income or at exit. cash income or at exit. Page 12 of 17 Successfully the Homeless housing at program exit. and temp stays Returns to more than Homelessness permanent housing return to year. Page 13 of 17 Exis to Permanent into permanent housing at exit. housing at exit. Date of Engagement date of engagement to engagement to successful exit is 60 days. to Successful Exitsuccessful exit is 90 days. Time to Date of Exits to Temporary or Successful Exits from permanent housing or to certain Returns to permanent housing return to exit. of exit the Long Lengths of Homelessness of homelessness greater than 12 homelessness greater than 12 months. months. Employment and gain or increase employment or non- employment or non- employment cash income at exit Engagement. Page 14 of 17 Employment and At least non-employment cash income at exit.non-employment cash income at exit Exits to Permanent Housing housing at program exit.housing at program exit. Returns to Homelessness exited to permanent housing return to enrollment exit date.months of the enrollment exit date. Length of Time Homeless in TH young Exits to Permanent housing at exit Employment and gain or increase employment or non- employment cash income or at exit employment or non-employment cash income or at exit Returns to permanent housing return to of exit exit in TH Page 15 of 17 - Rapid Placement into Permanent Housing Exits to Permanent persons entering RRH housing at exithousing at exit Employment and employment or non-employment cash employment or non-employment cash income at exit income at exit i Returns to permanent housing return to of Permanent Housing program exit program exit Employment and or non- employment cash income during employment or non- employment assessmentperiod or at annual assessment Employment and At least 45 or non- employment cash income at exit.employment or non- employment cash income at exit Annual Income At least 25At least 30 -cash or non- Returns to Page 16 of 17 exitexit HFCA and YYA CE to HFCA and YYA CE to Successful referrals entering the outcome in HMIS is the Assessment to Referral Placement shall Assessment to no longer than 30 Days. Referral Placement of Time from referral placement to referral outcome shall referral placement to referral outcome Date of Referral longer than 15 days. Placement to Referral Page 17 of 17 Spokane Valley Police Department Accredited Since 2011 Services provided in partnership with the Spokane County Sheriff’s Office andthe Community, Dedicated to Your Safety. Monthly Reportfor May2025 New Deputies: Sheriff Nowels welcomed new deputies in Mayto include: Matthew Meckley is 38 years old, single and moved to Spokane fromEllensburg, Washington. Meckley was born in Seattle and raised in Lake Stevens. He graduated from Lake Stevens High School in 2005. Meckley has been working as a Deputy for the Kittitas County Sheriff’s Office since 2019 and wasassigned to their “Pro Act Policing Unit.” Meckley previously served in the Army from 2005 to 2012, and he completed two tours in Iraq. Meckley has been hired ina Deputy Sheriff-Lateral position. Connor Telford is 35 years old and married. He recently moved to Spokane from Snohomish, WA. Telford was born and raised in Enumclaw, WA. He graduated from Snohomish High School in 2016. He has been working for the Snohomish County Sheriff’s Office as a Deputy Sheriff since 2019. Telford has been hired ina Deputy Sheriff-Lateral position. Zachary Clarkson is 34 years old who is married with twoyoung children. He recently moved to Spokane from Marysville, WA. He was born and raised in Tonasket, Washington and graduated from Tonasket High School in 2008. He attended Spokane Community College between 2008-2012 earning an AA in Criminal Justice. He has been working as a Deputy for the Snohomish County Sheriff’s Office since 2019. Clarkson has been hired in a Deputy Sheriff-Lateral position. Jesse Quinn is 33 years old. He recently moved to Spokane from Camano Island, WA. He was born in Dover, OH and was primarily raised by his grandparents in western Washington. He attended Marysville Pilchuck High School graduating in 2010. He studied a year in Germany and then attended WSU earning a BA in Criminal Justice with a minor in German. He has been working as a Deputy for Snohomish County Sheriff’s Department since 2019. Quinn previously worked as a Corrections Deputy for Skagit County Sheriff’s Office. He has been hired ina Deputy Sheriff-Lateral position. Events Attended by Chief Ellis: Washington Association of Sheriffs and Police Chiefs Weekly Legislative Briefings Page 1 Joint Terrorism Task Force Monthly Briefing Annual Candlelight Ceremony for Law Enforcement Memorial th 37 Annual Law Enforcement Officers Memorial Ceremony/carried wreath for K-9 and Officers All City Civic & Military Lilac Luncheon at The Centennial Hotel Spokane Valley Chamber of Commerce Awards Breakfast at CenterPlace Spokane Regional Emergency Communications (SREC) Governing Board Special Meeting Career Day at the Spokane County Sheriff’s Training Center SCOPE Executive Annual Retreat WA Association of Sheriffs and Police Chiefs (WASPC) Spring Conference in Spokane County Cops and Kids Car Show SREC Mediation Committee meeting Sheriff’s Quarterly In-Service Spokane County Sheriff’s Office Staff and Deputies Honored for 2023-2024 In May, Spokane County Sheriff’s Office Staff and Deputies were honored for their outstanding work and dedication in 2023 and 2024. During this time, 53 new members joined the Sheriff’s Office, 24 members were promoted, and 20 members retired. These retirees dedicated 559 years of service to the Spokane County Sheriff’s Office and the Citizens of Spokane County. Outstanding Citizen Award - Daniel Backlund was recognized for his invaluable contributions to the Real Time Crime Center and his tireless work and enthusiasm as a SCOPE Volunteer, where he logged over 1600 volunteer hours. 2023 Civilian Employee of the Year -Paul Hanson: As an Investigative Analyst, Paul has been a valuable member of the Spokane Valley Investigative Unit. He is a force multiplier for detectives in and out of the office and consistently excels in every task. 2024 Civilian Employee of the Year-Vincent Jimno: Vince joined the Sheriff’s Office as an Investigative Analyst after serving with the Washington State Gambling Commission and retiring as a Southern California Police Officer. He frequently responds to crime scenes, often at all hours, and his extensive knowledge, skills, and expertise in investigations and cell phone/computer analytics are invaluable. Platoon Deputy of the Year - The Platoon Deputy of the Year recognizes Sheriff’s Patrol Deputies assigned to the Downtown and Valley Precincts. Recipients are selected based on their exemplary reliability and commitment to providing the highest level of service to the citizens of Spokane County. Their peers and supervisors acknowledge them for being positive influences within their platoons and consistently upholding the agency's core values. Downtown Precinct st Dayshift 1 Platoon – Deputy Hunter Ballou nd Dayshift 2 Platoon –Deputy Christopher Giacomini st Nightshift 1 Platoon – Deputy Matt Costello nd Nightshift 2 Platoon – Deputy Taylor Smith Page 2 Spokane Valley Precinct st Dayshift 1Platoon –Deputy Chris Christensen nd Dayshift 2 Platoon –Deputy Justin Korpi st Nightshift 1 Platoon – Deputy Nerman Bajric nd Nightshift 2 Platoon – Deputy Regan Childs st Power Shift 1 Platoon –Deputy Thomas Wakem nd Power Shift 2 Platoon –Deputy Josiah Loos Investigator of the Year Awards - Investigator of the year is nominated and selected for being distinguished among their peers and recognized by their supervisors for their professionalism and dedication to serving the citizens of Spokane County. 2023 Crimes Against Persons Investigator of the Year - Detective Veronica Van Patten has shown exceptional expertise and perseverance, leading to successful case resolutions. She is dedicated to collaborating with advocates and community organizations while demonstrating empathy in sensitive cases. In addition, Detective Van Patten also develops and implements report writing, interviewing, and interrogation training for new deputies. 2024 Crimes Against Persons Investigator of the Year - Detective Scott Bonney consistently shows exceptional dedication when responding to urgent calls, managing investigations, and following up on leads. His professionalism and attention to detail ensure a smooth case progression through the investigative process, including trial, leading to successful prosecutions, delivering justice to victims and their families. 2023 Property/Drug Crimes Investigator of the Year - Detective John McQuitty, while investigating a 2023 vehicle prowling at a business on the South Hill, used several investigative techniques to identify a suspect linked to several property crimes committed in Spokane County. After the suspect’s arrest, Detective McQuitty connected the suspect to a storage unit where evidence of criminal activity was linked to over 200 victims and recovered over $5,000 in stolen property. 2024 Property/Drug Crimes Investigator of the Year - Detective Ken Scott, specializing in financial and cryptocurrency crimes, collaborating with detectives, prosecutors, federal agents, and financial investigators. In 2024, he recovered $235,944.33 for victims and seized $6,849.75 in illegal gains, with another $40,800.00 pending due process. Detective Scott has established a policy for cryptocurrency investigations, laying the groundwork for future inquiries despite limited resources. Medal of Merit Awards: Detective Samuel Turner has spearheaded the redevelopment and supplementary training of the Spokane County Rescue Task Force, which serves Spokane County Sheriff's Office members and encompasses neighboring fire and medical agencies. He has devoted numerous hours collaborating with subject matter experts in Medical Trauma Care, Tactical Response, Incident Command, and Fire Department policies. Due to Detective Page 3 Turner's unwavering dedication, commitment, and foresight, the citizens of Spokane County and adjacent regions will benefit from an improved emergency response, ultimately saving more lives. Sergeant Jason Karnitz played a pivotal role in the design and execution of the Spokane County Sheriff’s Office (SCSO) Training Center Emergency Vehicle Operations Course (EVOC) track, ultimately establishing it as a leading emergency vehicle operations facility in the Pacific Northwest. Detective Skye Ortiz worked to bring the ALERT International Driving Conference, held at the Spokane County Sheriff’s Office (SCSO) Training Center Emergency Vehicle Operations Course (EVOC) track, which attracted agencies from across the United States and Canada, with approximately 200 attendees. Sergeant Gavin Pratt demonstrated exceptional leadership during last year’s NCAA Women's Basketball Tournament, proudly representing the Sheriff's Office. He planned and oversaw the safe transportation of the teams to and from their hotel and the McCarthy Center. After a racially motivated harassment incident left the Utah team feeling threatened in Coeur d'Alene, Idaho, he compassionately listened to their concerns, provided sound guidance, built trust with the coaches/managers/players, and assisted their relocation to Spokane, ensuring they felt safe in our community. Sergeant Dave Westlake exemplifies dedicated service, routinely taking calls after hours from staff throughout the agency to address technical issues with their phones, laptops, printers, and other equipment, ensuring service is available 24/7/365. His knowledge and leadership are incredibly valuable to our agency and staff in the ever-changing realm of technology. Dustin Baunsgard, an Investigative Analyst in the Spokane County Investigative Unit (SCIU), assisted with the construction of the new Real-Time Crime Center, and his unique talents, drive, and positivity made him invaluable to this massive project. He quickly became vital to the Real-Time Crime Center (RTCC) project, laying the foundation for the first RTCC in the Northwestern United States. Dustin has consistently demonstrated leadership, teamwork, and a growth mindset throughout this significant project. Deputy Catherine Horton, Matt Smith (Retired), Lieutenant Andy Buell and Lieutenant Aaron Myhre - Over the past year, they worked together to develop a new use-of-force reporting system and training program for the entire agency to enhance how the Sheriff's Office documents its use of force, spending numerous hours researching Washington State Law regarding use of force. Using the content they discovered, they developed and instructed a 10-hour in-service class that provided this valuable information to all commissioned members of the Sheriff’s Office. Page 4 Lifesaving Awards Deputy Natalie Woolard and Deputy Michael Vicini responded to a rollover accident that resulted in injury.The driver had a partially amputated left arm and was trapped inside the vehicle, lying on its side. They worked together to provide lifesaving aid while working flawlessly with firefighters to extricate the severely wounded driver. The dedication and selflessness shown by these two deputies at this moment, risking their well-being, to ensure the trapped driver received adequate treatment, illustrates the sacrifices deputies are willing to make for the safety of our community. Deputy Stephan Blaakman, Deputy Alexx Bullion, Deputy Anthony Gosline, Deputy Jeffery Gallaher, Deputy Josiah Loos, Deputy Keifer Smith, Deputy Daniel Spiewak and Detective Sam Turner - In 2023, these deputies responded to a call regarding a suicidal person. The person was said to have stabbed himself and was experiencing a significant loss of blood. When deputies arrived, he fled into the darkness of Dishman Hills, but he was quickly located. Although combative, deputies restrained the male and provided medical aid until medical personnel arrived and took over care. The deputies were directly involved in rapidly locating the man in crisis and providing emergency medical aid. Their actions played a significant role in preserving this individual's life. Deputy Trevor Ball and Deputy Michael Huffman responded to a reported suicide attempt by a female who was said to be hanging from an upper-story window of a residence. They quickly worked together to get the lifeless female down and immediately started CPR. Thanks to their quick decisions and actions, the female’s pulse exceeded 100 beats per minute when transported. Deputy Josiah Loos responded to assist other Spokane County Deputies with a shooting. Multiple callers stated a male had shot his father-in-law, 911 could hear multiple gunshots in the background, and that the suspect's location was unknown, but he was likely still in the area. Deputy Loos entered the residence and located the victim on the ground just inside the doorway. He performed a rapid assessment of the victim’s wounds, discovered three gunshot wounds, and rendered lifesaving aid, including the application of a tourniquet. This systematic and immediate implementation of emergency aid by Deputy Loos, while remaining calm under high stress, was undoubtedly lifesaving. Deputy Kimberly Weeks, Deputy Parker Perry, Deputy Raymond Santovena- Fathauer. Deputy Thomas Wakem and Deputy Nerman Bajric - The deputies responded to a suicidal call and were advised that a man was running his vehicle in a closed garage. When they arrived, the deputies attempted to enter, but the subject had barricaded the door. Eventually, they breached the door and managed to gain entry by pushing the shelving aside, creating a small hole to crawl through. The fumes in the garage were extremely thick, making it difficult to see or breathe. Deputies located the unresponsive male inside the home and carried him out to awaiting medics. These deputies put themselves at extreme risk and disregarded their safety to assist a member of our community. In doing so, their swift actions saved the life of the suicidal subject. Deputy Trevor Ball - While working the graveyard shift, Deputy Ball observed a large column of smoke rising from the N. Bowman area. He drove to the area and found the mobile home's porch on fire, with the flames rapidly spreading. Deputy Ball entered the Page 5 burning residence and located a male and female inside. He helped evacuate both occupants, ensuring they were safe before noticing the fire had spread to the trailer next door. Deputy Ball rushed over to alert and evacuate the residents inside as additional Deputies arrived to assist. Had Deputy Ball not been so vigilant and acted so quickly, the occupants likely would have been trapped inside the burning mobile home. Unit Merit Citation 2023 Unit Merit Citation Award was presented to the Sheriff’s Forensics Unit who included Larissa Miller, Lyle Johnston, Melissa Schaal, Tammy Taylor, Nicholas Ames, Trayce Boniecki, Kayla Gill, John Schlosser, Caitlin Daniel, Lynett Estridge, Ciara Linane- Booey, Dominique Blanchard, Ashli Thueringer, Jasmin Bautista-Nava, Jamie Green, Elizabeth Kane, and Lt. Jerad Kiehn. The Forensic Unit earned the American National Standards Institute National Accreditation Board Certificate of Accreditation, making it one of five ANAB-accredited Forensic Units/Labs in Washington State. This certification enables the lab to assist not only our regional partners but also our federal partners. Additionally, they are accredited in two disciplines: Friction Ridge (Fingerprints) and Crime Scenes. The Forensic Unit achieved this while maintaining a high level of service with 216 call-outs supporting Spokane County, the city of Spokane, and surrounding contract agencies, while they reduced the backlog of case processing logsby opening a satellite office in Spokane Valley. 2024 Unit Merit Citation Award was presented to the Emergency Vehicle Operations Instructors who included Sergeant Pat Bloomer, Detective David Bruner, Deputy Alexx Bullion, Deputy Brandon Cinkovich, Deputy Tim Clanin, Detective Christina Ennis, Deputy Jeff Gallaher, Deputy Chris Giacomini, Detective Chris Gunter, Sergeant Andrew Hairston, Deputy Daryl Hansmann, Sergeant Jason Karnitz, Deputy Josiah Loos, Deputy Brent Miller, Deputy Lorenz Mina, Detective Skye Ortiz, Deputy Nathan Overbay, Detective Branson Schmidt, and Deputy Natalie Woolard. This esteemed group of instructors successfully organized and executed the 2024 ALERT International Conference in Spokane. The dedication demonstrated by this group during the conference has positioned it as one of the most noteworthy events ever conducted by ALERT. Numerous attendees, including prominent leaders from major agencies nationwide, commended the exceptional planning, organization, and execution of the track day. These leaders recognized the existence of a world-class training cadre and facilities. Annual Unit Merit Award 2023 Annual Unit Merit Award is presented to Sheriff’s Administration Staff Members who include Katie Johnston, Teresa Keith, Lynn Komarek, Lisa McConnell, Celia Peterson, Contessa Tucker, and Chris Wiese. The Sheriff’s Administration staff members, the backbone of the Sheriff’s Office, worked diligently to provide exceptional support for accounting, budget, accounts payable, accounts receivable, travel for the entire agency, grant reporting, and contract review. Recognizing this unit is understaffed, they worked as a team to ensure their customers within the Sheriff’s Office, county, and public are supported while frequently taking on responsibilities outside their regular duties to ensure the Sheriff’s Office continues operating smoothly. They often work extra hours, including weekends and holidays, if necessary, to ensure bills are paid and everyone receives their paycheck. The administrative team is the day-to-day operational foundation of the Sheriff’s Office, and their dedication and professionalism are greatly appreciated. Page 6 2024 Annual Unit Merit Award is presented to the Sheriff’s Public Disclosure and Civil Unitwho include Luara Baseler, Dominique Blanchard, Shawna Kennedy, Tiffany Kinnick, Lynn Komarek, Elise Vandenberghe, Alex Yeverino, Sergeant Gavin Pratt, Deputy Brian Hert, Deputy David Lawhorn, and Deputy Ryan Walter. The Sheriff’s Civil Unit collaborates closely with the Public Records Staff and serves as a natural, progressive step for the Civil Unit staff to promote. This has led to a continual state of transition and understaffing within the Civil Unit, creating an extra expectation for PDR staff to aid in training and support for the Civil Unit while managing their own work responsibilities. During the COVID-19 pandemic, Washington State implemented a moratorium on evictions, resulting in a backlog. In 2022, new legislation was passed to overhaul the domestic violence protection order process, which included stricter gun restrictions and mandated an initial service attempt within 24 hours of granting the order. This and tackling the backlogs put considerable pressure on the Civil Unit's capabilities. Their combined efforts resulted in 6,115 service attempts, 3,807 papers served, and 1,490 evictions, surpassing the previous five years' statistics. The Public Disclosure Unit has also seen an increase in public disclosure requests over the last few years, receiving 5,359 requests, with a significant increase in requests for body-worn camera footage. The members of these units have worked extra hours to ensure our community continues to receive the same excellent level of service they have come to expect. Purple Heart Award K9 Max, Handler Deputy Alexx Bullion - Deputy Bullion and his K9 partner Max responded to a person with a weapon call where probable cause was established to arrest the suspect on multiple charges, and a search warrant was granted. During the execution of the search warrant, Deputy Bullion deployed K9 Max to apprehend the armed suspect. Deputies facing a lethal threat from the suspect, and with Max now between them and the armed suspect, were forced to fire their weapons in self-defense. Unfortunately, Max was struck by two bullets and rushed to the emergency veterinarian clinic, where his injuries were treated. K9 Max was released into Deputy Bullion's care after spending three days at a pet emergency clinic and underwent intense rehabilitation for the next three months. While thankfully K9 Max physically recovered from his injuries, the mental trauma from the incident persisted, impacting his performance in training and real-world deployments. Despite extensive efforts to help him regain his confidence and overcome the trauma, it became clear after many months of training and consultations with multiple experts that he could not be rehabilitated to a level suitable for safe deployment. Detective Nicholas E. Kauffman (Deputy at the Time) - On August 22, 2024, Deputies were dispatched to Dalton Road and Wildrose Road for a welfare check/person in crisis call after numerous residents reported that a woman was running through their yards, trying to kick in doors, and yelling for help. Deputy Ballou recognized the woman's description and provided a possible name. Deputies Kauffman and Moser arrived and began to follow the suspect as she walked east in the middle of Wildrose Road. Deputy Kauffman repeatedly told her they wanted to help and that she was being detained, but she continued walking toward Dalton Road. Familiar with her, Deputy Kauffman advised Deputy Moser that she was known to carry pepper spray and suggested that he retrieve his Patrol car and Page 7 position it in front of her.At the same time, a white pickup slowed at the intersection, and the suspect approached the truck’s passenger door, yelling for help and requesting a ride. Deputy Kauffman approached the suspect from the rear, reached out, and placed his hands on her shoulders to redirect her away from the uninvolved motorist. She immediately spun around, now armed with pepper spray and a large fixed-blade knife. Unprovoked, she sprayed Deputy Kauffman while simultaneously stabbing him in the left clavicle area. Not realizing he had been stabbed, Deputy Kauffman remained calm and gave multiple commands to the suspect to drop the knife and pepper spray. Deputy Moser approached her slowly, and with her noncompliant and assaultive behavior, he deployed his taser, causing her to fall to the ground. Deputy Kauffman, now bleeding heavily, struggled to get her secured handcuffs and was ultimately successful. Deputy Moser noticed and asked about the large amount of blood saturating the front of Deputy Kauffman's uniform, and Deputy Kauffman replied that he had been stabbed in the neck. Deputy Moser maintained control of the struggling detained female while Deputy Kauffman began to self-treat his wound with combat gauze and quick clot. Deputy Kauffman was transported to the hospital, where he underwent surgery to repair damaged blood vessels. He remained hospitalized for observation for a day, then was released to go home to recover. The suspect was ultimately booked into jail for first and second-degree assault. Sheriffs’ Star Award / Awarded at the Direction of the Sheriff Detective Michael Drapeau - Sheriff Nowels would like to recognize Detective Drapeau for his work in solving a nearly 45-year-old cold case involving the murder and sexual assault of 16-year-old victim Krisann Baxter. On October 4, 1978, Krisann’s lifeless body was discovered after she had been reported as a runaway by her mother a week earlier. Over the years, DNA testing, genealogical samples, and ultimately, family DNA comparisons were processed, enabling Detective Drapeau to identify Krisann Baxter's killer. This DNA process took over 17 years, initiated by Detective Marske in 2006, with Detective Drapeau later taking over the case. Detective Drapeau is recognized for his dedication and tenacity, which led to the resolution of this cold case. Contessa Tucker - Contessa is relied upon by many within the Sheriff’s Office. She is always available to step up and assist whenever asked, and her knowledge and understanding of grants and contracts are exceptional. When the Sheriff’s Office faced a staffing shortage, Contessa became the subject matter expert and ensured compliance for each grant until we could hire someone to fill the positions. Contessa has been invaluable to the success of the grants and contracts program for the Sheriff’s Office. Subsequently, Contessa worked with and trained the new employee to ensure her success. This early accomplishment reflects the new employee's abilities but highlights Contessa's expertise and dedication to teaching her how to perform the required tasks. In addition to her extra duties and regular job, Contessa completed her college education and graduated with a bachelor’s degree in accounting. Page 8 Patrol Incidents: Spokane Valley Major Crimes Detectives Investigate Suspicious Death - Spokane Valley Major Crime Detectives are investigating the suspicious death of a male discovered inside a parked motorhome. In early May, at approximately noon, Spokane Valley Deputies responded to a suspicious circumstance call in the 6500 block of E. Broadway Avenue. The caller reported finding a deceased person inside an RV that was in the parking lot. Deputies arrived and located what they believed to be an adult male inside, who was obviously deceased. With the cause of the person’s death unknown, they secured the scene and requested the response of Major Crimes Detectives. Major Crimes Detectives and Spokane County Sheriff’s Office Forensic Unit personnel arrived to process the scene for evidence. A K9 Unit, SAR, and Traffic Investigators also assisted with documenting the scene and canvassing the area. From initial information gained during the early stages of the investigation, detectives now consider this a homicide and are asking for the public’s help. Investigators believe the adult male victim and the 1988 Winnebago RV arrived in the 6500 block of Broadway, between N. Dyer Road and I-90, two days prior. However, they believe the victim and RV may have been in the greater Spokane/Coeur d’Alene area for several months. Detectives are looking for information regarding the RV or anyone associated with it, from Sunday, May 4, 2025, to Tuesday, May 6, 2025, while it was in the general area of E. Broadway and I-90. They also would like specific information regarding the RV, anyone associated with it, or other locations where it was known to be parked, between April and May 4, 2025. If you can provide specific information that may help Detectives, you are asked to call Major Crimes Detective M. Melville at 509-477-3325, reference #10060432. The Spokane County Medical Examiner’s Office will release the name of the decedent, along with cause and manner of death, at a later time when appropriate. Good Samaritan Intervenes in Violent Assault of Female - Spokane Valley Deputies responded to the report of a male, on foot, pointing a gun at another male in a vehicle. Deputies arrived and determined the male who was armed was a Good Samaritan who stopped the second man (suspect) from continuing the violent assault on an adult female. The suspect ran to a vehicle, later determined to have been reported stolen, and tried to leave, but the Good Samaritan blocked the car’s path, preventing the suspect’s escape. The suspect lurched the vehicle forward toward the Good Samaritan, causing him to fear for his life. He drew a handgun and pointed it toward the suspect, but the suspect lunged forward again. Believing the suspect was about to hit him, the Good Samaritan quickly moved to the side and fired one shot, striking the driver’s side tire. The suspect fled but was quickly located and detained by assisting Liberty Lake Police Officers and deputies. In early May, at approximately 9:50 am, Spokane Valley Deputies, with Liberty Lake Police Officers and Spokane County Deputies assisting, responded to a person with a weapon call. Callers advised that a male on foot was pointing a pistol at a male in a vehicle near N. Conklin Road and E. Sprague Avenue. As deputies and officers responded, callers reported the armed male fired the handgun at the vehicle’s tire as the driver fled the area. Deputies arrived, located the reported armed male, and detained him without incident. However, they quickly learned the male was actually a Good Samaritan who had intervened when he witnessed the 36-year-old malesuspect violently assaulting an adult female. He explained that he was with his wife and daughter when they observed the suspect “beating” an unknown female. He confronted the male suspect to stop the violent assault. He told the suspect the police had been called, which stopped the suspect’s attack. The male suspect ran to a vehicle, a black Kia Soul, later found to be reported stolen from Seattle, and got inside. Page 9 The Good Samaritan stood blocking the path of the Kia while telling the suspect he couldn’t leave until law enforcement arrived. Unfortunately, the male suspect did not listen and began launching the car forward. Fearing the suspect would not stop and that his life was in danger, he drew his pistol. The male suspect, appearing unfazed, jumped the car forward again, and believing the suspect wouldn’t stop, the Good Samaritan quickly stepped to the side and fired once, striking the driver’s side front tire. The male suspect drove away in the Kia, last seen traveling east on Sprague Avenue. The adult female assault victim was last seen walking west on Sprague. Deputies and officers flooded the area to locate the suspect, the stolen Kia, and the victim. Liberty Lake Police Officers located the unoccupied Kia near Sprague and Barker and observed a male matching the suspect’s description rapidly walking west on Sprague. Officers and deputies safely detained the male, later identified as the suspect. The female victim was located on Sprague, west of Conklin. Through the investigation, including victim/witness statements, deputies determined the male suspect had traveled to Spokane from Seattle in the stolen Kia. The victim accepted a ride from the suspect, but they began arguing, which escalated into the assault of the victim. The victim was not seriously injured and was offered medical treatment at the scene. The Good Samaritan and his family cooperated with deputies during the investigation and were released without charges. The suspect was transported and booked into the stth Spokane County Jail for Robbery 1 Degree, Possession of a Stolen Vehicle, and Assault 4 Degree. He was also held on a King County warrant for Possession of a Stolen vehicle pending extradition. Suspect Arrested after Running and Resisting Arrest - Spokane Valley Deputies responded to a reported person with a weapon call near N. Bowdish Road and E. Jackson Avenue. Callers reported an altercation between a male with a bat and a male possibly armed with a knife. The male, said to have a knife, left his belongings on the ground and walked away, refusing to talk with the deputies. Without evidence of a crime at the time, the deputies did not stop him. However, they later observed the male cross the road and jump a fence into a backyard, and then he jumped over another fence into a different backyard. Deputies tried to contact him, but the suspect ran and tried to jump another fence, which broke. As deputies attempted to take him into custody, the suspect fought, trying to grab, kick, and bite them. He was eventually rd subdued and transported to the jail where he was booked for Assault 3 Degree, Disorderly Conduct, and Obstructing. In mid-May, at approximately 2:05 pm, Spokane Valley Deputies responded to a reported person with a weapon call in the 2700 block of N. Bowdish Road. Callers reported that a male with a bat and another male with a knife appeared to be involved in a dispute. Deputies arrived and contacted the male, reported to have the bat, and learned he was sitting in his vehicle when he was approached by an unknown 23-year-old male suspect. He said that although the suspect had a large knife, he did not actually threaten him with it, but he did not feel safe due to the suspect’s odd behavior. Additional deputies located a male (the suspect) who matched the second male involved, standing next to a large bottle, a backpack, and a knife, on the west side of the apartments. Deputies, attempting to contact the suspect, called out, but he walked away from them and his property. At the time, without reasonable suspicion that a crime had been committed, deputies did not attempt to stop him. As deputies spoke with several adults and children in the area who expressed concern about the suspect’s behavior, they observed the suspect jump a fence and go into the backyard of a residence in the 2600 block of N. Bowdish. The male suspect then jumped another fence into a different backyard. Due to his concerning behavior toward random strangers and believing he did not have permission to enter these fenced yards, deputies attempted to contact the suspect. He was standing in the fenced backyard, stared at the deputies before turning to walk away from them. They opened the gate to contact the suspect, but he ran around the corner of the home, ignored commands, and tried to jump another fence, but it broke. As deputies tried to detain the male suspect, Page 10 he grabbed them and resisted their efforts to place him in handcuffs, despite continued commands to stop. They took the male suspect to the ground to gain more control, but instead of surrendering, he continued to resist, kicking, trying to grab hold of their hands/fingers, and trying to bite them. He was eventually restrained and transported to the Spokane County Jail, where he was booked on charges rd of Assault 3Degree, Disorderly Conduct, and Resisting Arrest. Deputies located a baggie containing a white crystalline substance, which was later tested and showed a presumptive positive result for Methamphetamine. Anderson remains in jail. Can You Help Investigators Identify These Three Individuals - Spokane Valley Deputies and Spokane Valley Firefighters responded to a fire alarm at JCPenney’s at the Spokane Valley Mall. Spokane Valley Investigative Unit (SVIU) Detectives are working with Spokane Valley Fire Investigators to determine the cause of this fire. Detectives have photographs of three people who are believed to have important information that could help detectives determine what occurred before this fire began and ultimately aid in this investigation. In mid-May, just prior to 8:00 pm, Spokane Valley Firefighters responded to a fire alarm at JCPenney’s located at the Spokane Valley Mall, 14730 E. Indiana Avenue. Spokane Valley Deputies later responded to assist with the investigation. Spokane Valley Investigative Unit (SVIU) Detectives are now working with Spokane Valley Fire Investigators to determine the cause of this fire. During this investigation, SVIU Detectives obtained still images of three subjects believed to have been in the area just before the fire began. The subjects were described as two females and one male, all approximately 5’00” to 5’04” with medium builds. SVIU Detectives credited tips and information from the community, which were crucial in positively identifying the suspect. Collaborative efforts with the Spokane Valley Fire Department's Fire Marshals and staff at JCPenney aided SVIU Detectives with this investigation, ultimately leading to an arrest. The fire resulted in an estimated loss of over $50,000 in merchandise and fire-related damage. According to the investigation, SVIU Detectives believe that two other juveniles and the suspect were inside the JCPenney’s Store, 14730 E. Indiana Avenue, in mid-May. On the second floor of the occupied store, the suspect used a torch-type lighter to burn holes in boxes that contained merchandise before walking away. Soon after, a box ignited, which in turn caught additional boxes on fire, triggering the fire suppression system and sprinklers. In addition to water and smoke damage to the store, merchandise on both floors received damage as a result of this arson. Suspect with Warrants Attempts to Run but is Unsuccessful He Continued to be Uncooperative, Tying Up Deputies for Hours -A Spokane Valley Deputy, conducting a community policing patrol in a known crime area, observed a vehicle with the registered owner (RO) showing active warrants and a valid Domestic Violence No Contact Order issued by the courts. When he attempted to contact the male RO, the male chose to run despite several commands to stop. After a short foot pursuit, the suspect made a better choice and surrendered. While in custody, he claimed to have ingested a large amount of Fentanyl and was eventually transported to the hospital to be evaluated. Several hours later, he was medically cleared and booked into jail for his warrants and additional new charges. In mid-May, at approximately 4:00 pm, a Spokane Valley Deputy was conducting a patrol in the 7200 block of E. Trent Avenue, a well-known high-crime area. He observed a Buick parked in the alleyway north of the motel and used his in-car mobile data computer to check the vehicle’s license plate. The deputy learned the registered owner, a 47-year-old male, had an active No Contact Order against him, his driving privileges were suspended, and he had two active warrants for his arrest. He familiarized himself with a picture of the suspect and confirmed the male in the Buick was the suspect. In his fully Page 11 marked patrol car, the deputy drove toward the Buick and activated his emergency lights. As he did, the suspectexited the car and looked toward the deputy and patrol car. The deputy told the suspect to stay in his vehicle, but the suspect replied, “No.” and started to walk away. The male suspect was told he was under arrest, and when he asked, “For what?” the deputy said, “You have a warrant.” Instead of stopping as required, the suspect bolted, running west through the motel complex. The deputy advised, via radio, that he was “Code 6”, requesting emergency assistance, and in foot pursuit as he gave chase. He drew his Taser as a less-lethal option to stop the suspect and possibly avoid a physical confrontation while giving commands to stop and use-of-force warnings that the Taser would be used if the male suspect didn’t stop. Thankfully, as the deputy closed the distance, the suspect made a better choice. He stopped running, put his hands in the air as instructed, and was taken into custody without any further incident. Through additional investigation, the deputy learned the No Contact Order prohibited the suspect from being within 1,000 feet of any known location of the protected person or the protected person’s residence, school, workplace, or other. He also confirmed the protected person was staying at the motel and that the suspect had been seen there with the protected person multiple times in violation of the order. The suspect was advised of his rights and declined to answer any questions. During the transport to jail, the male suspect began making voluntary statements, advising he had ingested a large amount of Fentanyl and that “Fentanyl is a hell of a drug.” before slumping over. The deputy asked the male suspect how much Fentanyl he had used, and he replied, “Enough,” but he continued to breathe normally. At the jail, the nurse evaluated the suspect and expressed concern about the suspect’s statement and drug use. The deputy transported the male suspect to the hospital to be evaluated further. At the hospital, the suspect refused to walk inside and had to be brought in using a wheelchair. While waiting in the ER, the suspect became argumentative and began yelling. He said he wanted to lie on the floor, and when he was told no, he made an apparent swallowing motion and indicated he swallowed more Fentanyl pills hidden in his mouth. The male suspect again said he wanted to lie on the floor and started sliding out of the chair, using his full body weight to resist efforts to keep him seated. Once on the floor, he refused to stand up, so he was placed on his side in the recovery position, but the male suspect continued to resist. Eventually, apparently tired of lying on the floor, he stood up and sat in the chair. Hospital staff treated the suspect for his alleged drug use, and he was eventually medically cleared for booking. Almost five hours after the start of this incident, at approximately 8:50 pm, the suspect was booked into the Spokane County Jail for new charges of Violation of a No Contact Court Order and Obstructing Law Enforcement in thrd addition to his warrants for Assault 4 Degree, Malicious Mischief 3 Degree (DV), and a Civil Child Support Bench warrant. Burglar Caught in the Act and Arrested – Spokane Valley Deputies responded to a reported audible alarm at a Spokane Valley business and found the suspect still inside the store. He exited through the window he originally broke to enter the store, wearing the shoes he planned to steal. He was taken into custody and booked into jail on felony and misdemeanor charges. In mid-May, at approximately 12:30 am, Spokane Valley Deputies responded to an audible commercial alarm at Ross, 15529 E. Boadway Avenue, in Spokane Valley. The first deputy arrived within minutes and observed a male inside the store, using the phone near the checkout counter. Seeing the deputy, the 44-year-old male walked over to a large broken window at the front of the store and climbed out. He followed commands, and when additional deputies arrived, he was safely detained without incident. The suspect was advised of his rights and agreed to answer questions. He said he broke the store window because he needed shoes and claimed he couldn’t wait until the store opened because he heard a “hazmat alarm in the city.” The deputy noted the suspect was wearing a new pair of women’s shoes with the store alarm device still attached. Apparently, the suspect left his old shoes inside the store after selecting the new shoes he had on when deputies took him into custody. Store Page 12 employees said the cost to repair the broken window was approximately $1,000 and that the shoes the suspect attempted to steal cost $19.99. They also wanted the suspect trespassed from the store. Deputies collected the suspect’s old shoes for him and returned the stolen shoes to the store. The nd suspect was transported and booked into the Spokane County Jail for Burglary 2 Degree and ndrd Malicious Mischief 2 Degree, both felonies and Theft 3 Degree, a misdemeanor. Later, after appearing in Spokane County Superior Court, he was ordered to be released on his own recognizance. Wanted Suspect Fails in Attempt to Steal Over $2,700 Worth of Merchandise-Spokane Valley Deputies responded to a reported theft from a store in the 15600 block of E. Sprague Avenue in Spokane Valley. The suspect tossed the items in the parking lot before jumping over a fence in an attempt to escape. Deputies searched the area and located the suspect a short distance away. During the investigation, deputies learned that the suspect fled after leaving the store without paying for a cart full of merchandise totaling $2,730.98. He was booked into jail for felony theft and a misdemeanor theft warrant. In late May, at approximately 9:40 pm, Spokane Valley Deputies responded to a reported theft at a store in the 15600 block of E. Sprague. An employee advised the 58-year-old male suspect left the store without paying for a cart full of merchandise. He described the suspect as a white male in his 50s, wearing a gray shirt, tan cargo shorts, and a black hat. Employees told arriving deputies that the suspect tossed the items in the parking lot, jumped a fence, and was last seen running to the east. Deputies checked the area and located the suspect near the intersection of Sprague and Conklin. Deputies detained the suspect, who was still breathing heavily and covered in sweat. After being advised of his rights, the suspect stated that he attempted to leave the store, pushing the full cart, but the wheels locked up, so he ran away without the stolen items.A check of his name revealed an active misdemeanor warrant for his arrest rd (Theft 3Degree). Employees of the store provided a receipt showing the estimated value of the items that the male suspect had attempted to steal was over $2,700. The suspect was transported and booked nd into the Spokane County Jail for Theft 2Degree, a felony, and his misdemeanor warrant. The suspect remains in the Spokane County Jail. Juvenile Suspect Arrested after Burglarizing Convenience Store - Spokane Valley Sheriff’s Deputies responded to a reported burglary at the intersection of Sprague and University in Spokane Valley. Deputies searched the area and located a juvenile male, who matched the suspect’s description and detained him. Following the investigation, deputies arrested the juvenile on felony and misdemeanor charges. In late May, at approximately 2:55 am, Spokane Valley Deputies responded to a reported burglary at NomNom, 10708 E. Sprague Avenue. Deputies arrived and observed a shattered glass door and shards of glass scattered on the ground. An employee accessed video footage of the incident, which showed a white male suspect break the glass and enter the store. Inside, he stole two tall cans of Twisted Tea, cigars, and vape pens/batteries. The suspect was wearing a black Nike t-shirt, light-colored pants, and dark shoes. The employee estimated the cost to replace the broken window at $1,000 and the cost of the stolen merchandise at $40. With this information, deputies searchedthe area and located a 16-year-old male, who matched the burglary suspect’s description, near S. Union Road at the Appleway Trail crossing. When he was contacted and detained, the juvenile was smoking a cigar and carrying a full, unopened Twisted Tea. While being detained, the juvenile suspect spontaneously asked, without prompting, if this was about the NomNom. Deputies confirmed the detained juvenile matched the burglary suspect observed on video. During a search, deputies recovered three packs of cigars, a Bic lighter, and two vape pens on Page 13 the arrestee. The juvenile suspect was transported and booked into the Spokane County Juvenile ndnd Detention Center for felony charges of Burglary 2Degree, Malicious Mischief 2Degree, and a rd misdemeanor charge of Theft 3 Degree. More SCAM Information – Our Community Continues to be Victimized - We understand a lot of people are tired of hearing about these SCAMs, but good people continue to fall prey to these criminals, sometimes losing thousands of dollars. Please do not summarily dismiss this as “everyone should know.” Through fear, people of all ages who have never been in trouble or had dealings with legal proceedings are being victimized, and we ask you to help by sharing this information with everyone. According to the Federal Trade Commission (FTC) website, victims of all ages lost over 38 MILLION dollars in the First Quarter of 2025, with Government Imposter scams reported as #1! (https://public.tableau.com/app/profile/federal.trade.commission/viz/FraudReports/AgeState) Law Enforcement, Courts, and Government Offices will NEVER call, email, text, or contact you in another way and demand IMMEDIATE payment for ANYTHING while THREATENING you with arrest or some other dire consequence. ALWAYS contact the law enforcement agency, court, or government office directly with contact information you know or verified yourself to confirm any potential problem. Do NOT use the phone number, email address, or other contact information the scammer provides. IF the person contacting you demands you don’t hang up and pay IMMEDIATE, denying you the opportunity to verify the potential problem, IT is a SCAM. IF they demand IMMEDIATE payment using prepaid credit cards, cryptocurrency, Apple Pay, or some other non-typical payment means, IT is a SCAM. IF you’re unsure, for any reason, STOP and VERIFY. We recently received a FAKE summons from a victim who, unfortunately, lost $4,000. The victim is someone who has never been in any trouble, had dealings with any legal proceedings, and simply believed one of their worst fears was happening. The fear of arrest, large fees/fines, public humiliation, or disappointing their family and friends for committing a (fake) crime. This is exactly what the scammers count on: FEAR. They demand payment immediately and tell you if you hang up and don’t follow their instructions, you will be immediately arrested, have a criminal record, or pay huge fees/fines. They are persistent and want the potential victim to be fearful and not stop to think. If in Doubt, Check it Out! ALWAYS VERIFY! FREE 2025 Washington State Boater Education Classes Although it’s freezing and summer seems like an eternity away, it will be boating season before you know it, and we want you to be prepared. The Spokane County Sheriff’s Office Marine Unit invites you to attend one of their scheduled FREE Washington State Boater Education Classes. Effective January 1, 2014, every person born after January 1, 1955, is required to have the Boater Education Card to operate any vessel with 15 or more horsepower. This applies to Washington State residents operating vessels on Washington waterways. Pre-Registration is Recommended: https://www.eventbrite.com/e/washington-boating-safety-course-tickets- 1115833149989?aff=oddtdtcreator Classes will be held on the following dates, from 9 am – 4 pm, at the Spokane County Sheriff’s Office Training Center, 13033 W. SR 902, Spokane, WA 99224. Page 14 July 12, 2025 August 9, 2025 September 13, 2025 Additional Information What is the Boater Education Card? The Boater Education Card is proof that you have successfully completed all of the components of an approved boater safety course. This card allows boating in Washington. ** Exemptions Education is not required if: Your vessel has an engine that is under 15 hp. You were born prior to January 1, 1955. You hold a valid U.S. Coast Guard Marine Operator’s License. You Must Carry the Card Vessel operators who are required to have the Washington Boater Card must carry the card on board the vessel and have it available for inspection by an enforcement officer. Not carrying your Washington Boater Card when required can result in a $99 fine. Page 15 Sheriff’s Community Oriented Policing Effort (SCOPE): Monthly Events: Bloomsday Race Armed Forces Lilac Parade Otis Day Parade Bike to School Day at Horizon Fire Stations 81 and 91 OFID Events Elk SCOPE plant and bake sale fundraiser Police week: many events including volunteers at the VP waving flags and signs. Volunteer Hours: *Includes estimated volunteer service hours that are provided in the City of Spokane Valley. These two locations cover both Spokane Valley and the unincorporated portion of the county. **The Trentwood Station has closed temporarily until another location can be found for the volunteers. Location# VolunteersAdmin Hours L.E. Hours Total Hours Central Valley 15 232 210.5 442.5 East Valley* 12 130.5 130.5 261 Edgecliff4 142 88.5 230.5 Trentwood** 0 0 0 0 University13 117 36.5 153.5 West Valley* 13 230 61 291 TOTALS 57 851.5 527 1378.5 Volunteer Value ($40.28 per hour) $55,525.98 for May 2025 Handicap Parking Patrols: Spokane Valley # of Disabled # of # of Non - # of Vol. # of Hrs. Infractions Warnings Disabled Issued Issued Infractions Issued January0000 0 February0000 0 March0000 0 April2404 0 May0000 0 June July August September October Page 16 November December Total 2404 0 Spokane County # of Disabled # of # of Non - # of Vol. # of Hrs.Infractions Warnings Disabled Issued Issued Infractions Issued January0000 0 February3300 0 March4523 0 April2501 0 May4724 0 June July August September October November December Total 13 21 48 0 Latent Fingerprint Team: TotalSpokane Valley Total Incidents given to team 5923 Appointments made 219 No shows3 1 Prints lifted4624 Business/Vacation Checks: Business Checks = 312Vacation Checks = 0 Parking Tickets = 0 Graffiti: The Graffiti Team checked on various locations throughout Spokane Valley, and cleaned up 34 locations. Abandoned Vehicles Mar 2025 Apr 2025 May 2025 Tagged for Impounding29 33 25 Towed 14 25 15 Hulks Processed 23 18 3 Total Vehicles Processed91 118 78 Yearly Total of Vehicles Processed 278 396 474 Page 17 SCOPE Incident Response Team (SIRT): Current number of members 13 On-Scene Hours (including travel time) responding to County = 8Spokane Valley =0 crime scenes, motor vehicle accidents and providing traffic control Special Events: Turnbull Wildlife Refuge County = 109 Spokane Valley = 0 Total Volunteer Hours for the month 387 Current YTD Volunteer Hours 1,614 . *************************** Page 18 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Burglary -Spokane Valley Time Period: May 2025 80 70 60 50 2020 2021 40 2022 30 2023 2024 20 2025 10 - 202020212022202320242025 January 39 53 56 54 45 47 February 56 45 39 55 55 32 March 53 42 64 48 37 53 April 70 40 49 65 60 41 May 69 49 41 47 55 51 June 69 44 46 47 56 - July 61 53 51 42 45 - August 58 59 66 49 54 - September 66 39 52 54 46 - October 68 37 57 52 42 - November 56 61 63 36 54 - December 63 55 40 41 67 - DƩğƓķ ƚƷğƌ АЋБ ЎАА ЏЋЍ ЎВЉ ЏЊЏ ЋЋЍ * IBR Offense: Burglary/Breaking & Entering 220 Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Rape -Spokane Valley Time Period: May 2025 12 10 8 2020 2021 6 2022 2023 4 2024 2025 2 - 202020212022202320242025 January 2 2 10 5 - 2 February 2 1 2 9 4 3 March 2 5 6 6 4 - April - 5 6 7 3 3 May 3 7 2 7 1 4 June 4 4 4 7 2 - July 1 4 - 2 1 - August 3 5 4 6 4 - September 4 3 5 8 6 - October 1 - 2 9 5 - November 3 4 7 3 3 - December 5 4 4 5 4 - DƩğƓķ ƚƷğƌ ЌЉ ЍЍ ЎЋ АЍ ЌА ЊЋ *IBR Offense: Rape - Forcible 11A, Sodomy - Forcible 11B, Sexual Assault with Object 11C Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Assault -Spokane Valley Time Period: May 2025 120 100 80 2020 2021 60 2022 2023 40 2024 2025 20 - 202020212022202320242025 January 93 70 73 79 71 53 February 95 46 79 61 63 67 March 77 65 90 74 77 69 April 95 68 75 88 69 59 May 81 70 64 58 84 65 June 101 55 68 73 93 - July 87 79 59 75 74 - August 97 67 79 70 69 - September 77 60 77 71 72 - October 79 74 93 67 63 - November 72 52 75 57 56 - December 59 89 65 58 64 - DƩğƓķ ƚƷğƌ ЊͲЉЊЌ АВЎ БВА БЌЊ БЎЎ ЌЊЌ * IBR Offense: Aggravated Assault 13A & Simple Assault 13B Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Robbery -Spokane Valley Time Period: May 2025 16 14 12 10 2020 2021 8 2022 6 2023 2024 4 2025 2 - 202020212022202320242025 January 8 8 6 8 3 3 February 11 5 4 5 2 3 March 6 5 3 4 4 2 April 8 7 2 7 7 2 May 3 7 4 5 4 2 June 8 3 7 6 - - July 5 5 5 6 6 - August 4 6 15 4 2 - September 8 4 1 2 4 - October 6 7 5 4 6 - November 2 4 6 3 4 - December 5 7 11 6 - - DƩğƓķ ƚƷğƌ АЍ ЏБ ЏВ ЏЉ ЍЋ ЊЋ * IBR Offense: Robbery 120 Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Motor Vehicle Theft -Spokane Valley Time Period: May 2025 90 80 70 60 2020 50 2021 40 2022 2024 30 2025 20 2022 10 - 202020212022202320242025 January 31 28 39 33 23 22 February 32 25 34 21 34 20 March 31 24 55 31 18 17 April 28 24 41 33 33 29 May 29 27 43 46 31 20 June 33 25 34 37 27 - July 24 24 51 77 25 - August 27 41 64 39 28 - September 26 40 44 43 37 - October 31 40 51 34 27 - November 28 54 66 19 21 - December 29 55 48 37 29 - DƩğƓķ ƚƷğƌ ЌЍВ ЍЉА ЎАЉ ЍЎЉ ЌЌЌ ЊЉБ * IBR Offense: Motor Vehicle Theft 240 Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Theft From Motor Vehicle (Vehicle Prowl) -Spokane Valley Time Period: May 2025 160 140 120 100 2020 2021 80 2022 60 2023 2024 40 2025 20 - 202020212022202320242025 January 63 85 77 66 48 62 February 98 100 85 55 61 33 March 57 73 96 66 58 47 April 75 85 69 48 52 57 May 85 75 57 84 53 64 June 78 69 73 55 53 - July 77 63 67 57 37 - August 147 115 69 54 51 - September 126 125 72 61 42 - October 113 117 83 49 66 - November 90 75 92 45 46 - December 97 84 80 68 75 - DƩğƓķ ƚƷğƌ ЊͲЊЉЏ ЊͲЉЏЏ ВЋЉ АЉБ ЏЍЋ ЋЏЌ * IBR Offense: Theft From Motor Vehicle 23F Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Damage/Destruction/Vandalism (MALMS) -Spokane Valley Time Period: May 2025 250 200 150 2020 2021 100 2022 2024 2025 50 - 202020212022202320242025 January 110 129 134 162 103 120 February 142 117 131 130 131 97 March 105 103 193 133 113 119 April 155 132 170 138 113 103 May 113 129 150 160 129 142 June 151 157 174 157 145 - July 143 131 133 164 135 - August 171 171 160 131 142 - September 186 160 148 121 126 - October 173 194 158 106 123 - November 149 136 167 94 123 - December 143 128 132 124 144 - DƩğƓķ ƚƷğƌ ЊͲАЍЊ ЊͲЏБА ЊͲБЎЉ ЊͲЏЋЉ ЊͲЎЋА ЎБЊ IBR Offense: Destruction/Damage/Vandalism 290 Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Homicide -Spokane Valley Time Period: May 2025 3 2 2 2020 2021 2022 1 2023 2024 1 2025 - 202020212022202320242025 January - - - - - - February 1 1 1 1 - - March - 1 - - - - April - 1 - - - - May 1 - 1 - - - June - - - 1 - - July - 1 - - 1 - August - 1 - - 1 - September - 1 - 1 - - October - 2 1 - - - November - 1 - - - - December 1 - - - - - DƩğƓķ ƚƷğƌ Ќ В Ќ Ќ Ћ Ώ *IBR Offense: Murder/Non-Negligent Manslaughter 09A Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Identity Theft -Spokane Valley Time Period: May 2025 500 450 400 350 300 2020 2021 250 2022 200 2023 150 2024 100 2025 50 - 202020212022202320242025 January 17 12 10 17 13 10 February 17 18 23 12 10 13 March 12 20 15 15 18 17 April 17 23 10 23 16 14 May 440 18 6 12 16 11 June 47 12 14 15 10 - July 25 13 13 7 7 - August 28 22 14 14 14 - September 16 22 6 13 12 - October 18 16 10 9 18 - November 15 13 15 11 13 - December 17 13 9 10 13 - DƩğƓķ ƚƷğƌ ЏЏВ ЋЉЋ ЊЍЎ ЊЎБ ЊЏЉ ЏЎ *IBR Offense: Identity Theft 26F Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 DUI -Spokane Valley Time Period: May 2025 45 40 35 30 2020 25 2021 20 2022 2023 15 2024 10 2025 5 - 202020212022202320242025 January 26 20 25 18 12 9 February 25 23 27 28 18 18 March 7 12 24 25 21 17 April 16 18 23 26 15 15 May 15 19 18 35 11 13 June 26 30 17 24 25 - July 24 17 21 27 18 - August 19 7 29 15 21 - September 20 18 21 21 25 - October 25 22 26 22 22 - November 20 19 24 18 18 - December 20 33 20 40 15 - DƩğƓķ ƚƷğƌ ЋЍЌ ЋЌБ ЋАЎ ЋВВ ЋЋЊ АЋ * IBR Offense: DUI 90D Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Drugs -Spokane Valley Time Period: May 2025 70 60 50 40 2020 2022 30 2023 2024 20 2025 10 - 202020212022202320242025 January 43 31 - 7 27 17 February 59 34 4 1 30 26 March 51 4 6 5 25 18 April 34 2 6 5 28 33 May 61 4 6 4 25 34 June 50 2 6 2 18 - July 37 - 9 4 32 - August 35 3 3 22 26 - September 33 1 8 51 16 - October 36 1 2 37 19 - November 42 1 6 40 22 - December 30 6 6 29 29 - DƩğƓķ ƚƷğƌ ЎЊЊ БВ ЏЋ ЋЉА ЋВА ЊЋБ * IBR Offense: Drugs/Narcotics Violations 35A and Drug Equipment Violations 35B Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Fraud -Spokane Valley Time Period: May 2025 120 100 80 2020 2021 60 2022 2023 40 2024 2025 20 - 202020212022202320242025 January 69 62 53 53 67 60 February 59 54 75 66 78 57 March 49 96 56 78 84 71 April 62 95 53 76 83 70 May 80 62 53 70 91 68 June 73 63 49 58 71 - July 66 79 56 68 60 - August 70 91 75 59 80 - September 64 77 63 53 63 - October 76 59 65 62 79 - November 62 69 51 54 61 - December 60 63 60 56 65 - DƩğƓķ ƚƷğƌ АВЉ БАЉ АЉВ АЎЌ ББЋ ЌЋЏ * IBR Offense: Pretenses/Swindling/Con Games 26A, Fraud - Credit Card/ATM 26B, and Fraud - False & Fraud - Impersonation 26C Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Forgery -Spokane Valley Time Period: May 2025 25 20 15 2020 2021 2022 10 2023 2024 5 2025 - 202020212022202320242025 January 23 12 4 12 11 8 February 12 8 11 11 9 7 March 14 10 9 15 6 9 April 14 10 9 14 7 9 May 10 10 7 11 11 14 June 7 6 14 6 7 - July 9 13 9 14 11 - August 10 2 7 15 6 - September 2 13 7 8 11 - October 7 11 11 9 12 - November 9 14 12 7 11 - December 15 8 9 7 12 - DƩğƓķ ƚƷğƌ ЊЌЋ ЊЊА ЊЉВ ЊЋВ ЊЊЍ ЍА *IBR Offense: Counterfeiting/Forgery 250 Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Theft -Spokane Valley Time Period: May 2025 250 200 150 2020 2021 2022 100 2023 2024 50 2025 - 202020212022202320242025 January 226 188 180 188 173 168 February 184 171 179 143 185 190 March 187 179 188 146 197 168 April 175 178 182 164 206 139 May 138 141 165 192 192 179 June 205 165 209 204 201 - July 178 139 210 172 171 - August 156 153 221 139 195 - September 204 177 176 141 196 - October 193 192 204 172 200 - November 199 180 228 137 163 - December 218 182 179 175 221 - DƩğƓķ ƚƷğƌ ЋͲЋЏЌ ЋͲЉЍЎ ЋͲЌЋЊ ЊͲВАЌ ЋͲЌЉЉ БЍЍ * IBR Offense: Theft - Pocket-Picking 23A, Theft - Purse-Snatching 23B, Theft - Shoplifting 23C, Theft From Building 23D, Theft From Coin-Operated Machine 23E, Theft of Motor Vehicle Parts/Accessories 23G, and Theft-All Other 23H Produced: 06/05/2025 Duration (hh:mm:ss) Duration (hh:mm:ss) Μ Duration (hh:mm:ss Duration (hh:mm:ss) Duration (hh:mm:ss) Duration (hh:mm:ss) SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Call ActivityHeat Maps -Spokane Valley May 2025 Citizen Calls by Day of Week and Hour {ǒƓķğǤaƚƓķğǤǒĻƭķğǤ‘ĻķƓĻƭķğǤŷǒƩƭķğǤCƩźķğǤ{ğƷǒƩķğǤƚƷğƌ 0 20 14 9 11 12 14 24 104 1 15 7 6 6 12 17 13 76 2 12 11 4 8 9 13 14 71 3 7 4 5 13 5 7 17 58 4 8 8 6 3 7 6 9 47 5 5 3 4 9 12 8 5 46 6 9 15 11 19 17 17 9 97 7 6 16 18 18 25 29 25 137 8 11 13 26 30 29 32 18 159 9 18 27 25 30 37 33 40 210 10 22 31 32 39 32 40 36 232 11 25 26 34 28 38 38 30 219 12 26 26 30 41 39 37 31 230 13 36 31 31 35 47 46 44 270 14 30 31 37 37 39 53 41 268 15 22 42 41 32 42 41 46 266 16 22 42 44 39 52 45 34 278 17 29 42 34 46 43 46 37 277 18 31 42 32 32 35 33 42 247 19 20 29 29 25 36 34 27 200 20 33 30 26 34 31 27 42 223 21 26 24 21 28 35 42 43 219 22 25 13 17 24 27 33 41 180 23 15 13 17 12 16 23 30 126 ƚƷğƌ ЍАЌ ЎЍЉ ЎЌВ ЎВВ ЏАА АЊЍ ЏВБ ЍͲЋЍЉ Total Deputy Involved Incidents by Day of Week and Hour {ǒƓķğǤaƚƓķğǤǒĻƭķğǤ‘ĻķƓĻƭķğǤŷǒƩƭķğǤCƩźķğǤ{ğƷǒƩķğǤƚƷğƌ 0 14 11 13 9 10 9 29 95 1 16 13 9 11 8 11 16 84 2 8 8 8 6 12 11 22 75 3 7 6 6 8 8 11 15 61 4 7 8 4 2 7 8 10 46 5 9 5 7 10 14 11 7 63 6 8 30 28 32 19 12 16 145 7 8 38 30 19 39 20 19 173 8 21 31 35 45 51 22 18 223 9 17 53 22 46 54 31 37 260 10 20 43 29 31 42 42 33 240 11 15 42 28 24 30 32 26 197 12 17 32 27 33 52 39 25 225 13 24 38 35 36 39 43 39 254 14 35 37 55 32 43 55 27 284 15 21 35 34 30 41 32 26 219 16 17 29 23 26 41 34 20 190 17 21 30 17 26 26 26 16 162 18 16 19 19 20 24 16 25 139 19 16 22 18 21 31 31 35 174 20 21 20 11 28 28 24 29 161 21 18 22 18 17 26 29 44 174 22 21 16 10 23 19 25 36 150 23 14 12 15 6 18 33 23 121 ƚƷğƌ ЌВЊ ЏЉЉ ЎЉЊ ЎЍЊ ЏБЋ ЏЉА ЎВЌ ЌͲВЊЎ tƩƚķǒĭĻķʹ ЉЏΉЉЎΉЋЉЋЎ SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Citizen CallFor Service (CFS) -Spokane Valley Time Period: May 2025 6,000 5,000 4,000 2020 2021 3,000 2022 2023 2,000 2024 2025 1,000 - CallSource(Multiple Items) 202020212022202320242025 January 3,521 3,680 3,792 3,917 3,919 3,663 February 3,638 3,342 3,652 3,681 3,612 3,394 March 3,504 4,052 4,475 4,277 4,029 3,911 April 3,405 4,078 4,072 4,392 4,169 3,907 May 3,941 4,415 4,382 5,115 4,271 4,240 June 4,153 4,810 4,463 5,176 4,466 July 4,570 4,993 4,880 5,163 4,801 August 4,319 4,583 4,840 4,951 4,449 September 4,259 4,397 4,504 4,520 4,405 October 3,909 4,471 4,408 4,331 4,166 November 3,392 3,966 3,874 3,843 3,611 December 3,678 4,252 3,850 3,825 3,864 DƩğƓķ ƚƷğƌ ЍЏͲЋБВ ЎЊͲЉЌВ ЎЊͲЊВЋ ЎЌͲЊВЊ ЍВͲАЏЋ ЊВͲЊЊЎ ΫĻǣĭƌǒķĻƭ ĭğƌƌƭ ŷğƓķƌĻķ ĬǤ /ƩźƒĻ /ŷĻĭƉ ƚƓƌǤ Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Citizen CFS With DeputyResponse -Spokane Valley Time Period: May 2025 3,000 2,500 2,000 2020 2021 1,500 2022 2023 1,000 2024 2025 500 - CFS_OICFS GroupSV 202020212022202320242025 January 2,319 2,295 2,181 2,294 2,185 1,971 February 2,364 2,073 2,125 2,105 2,041 2,010 March 2,321 2,399 2,663 2,477 2,131 2,332 April 2,417 2,475 2,318 2,487 2,152 2,327 May 2,650 2,605 2,529 2,732 2,295 2,416 June 2,677 2,712 2,463 2,651 2,295 July 2,660 2,544 2,530 2,659 2,400 August 2,708 2,528 2,741 2,558 2,325 September 2,524 2,312 2,666 2,450 2,280 October 2,462 2,453 2,510 2,449 2,226 November 2,170 2,221 2,273 2,264 1,957 December 2,301 2,326 2,224 2,201 1,997 DƩğƓķ ƚƷğƌ ЋВͲЎАЌ ЋБͲВЍЌ ЋВͲЋЋЌ ЋВͲЌЋА ЋЏͲЋБЍ ЊЊͲЉЎЏ Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 CitizenCFS Without Deputy Response -Spokane Valley Time Period: May 2025 3,000 2,500 2,000 2017 2018 1,500 2019 2020 1,000 2021 2022 500 - 202020212022202320242025 January 1,202 1,385 1,611 1,623 1,734 1,692 February 1,274 1,269 1,527 1,576 1,571 1,384 March 1,183 1,653 1,812 1,800 1,898 1,579 April 988 1,603 1,754 1,905 2,017 1,580 May 1,291 1,810 1,853 2,383 1,976 1,824 June 1,476 2,098 2,000 2,525 2,171 July 1,910 2,449 2,350 2,504 2,401 August 1,611 2,055 2,099 2,393 2,124 September 1,735 2,085 1,838 2,070 2,125 October 1,447 2,018 1,898 1,882 1,940 November 1,222 1,745 1,601 1,579 1,654 December 1,377 1,926 1,626 1,624 1,867 DƩğƓķ ƚƷğƌ ЊЏͲАЊЏ ЋЋͲЉВЏ ЋЊͲВЏВ ЋЌͲБЏЍ ЋЌͲЍАБ БͲЉЎВ Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Deputy Initiated Incidents -Spokane Valley Time Period: May 2025 2,000 1,800 1,600 1,400 1,200 2020 2021 1,000 2022 800 2023 600 2024 400 2025 200 - GroupSV CFS_OIOI 202020212022202320242025 January 1,601 1,114 848 1,616 1,637 1,721 February 1,518 983 771 1,472 1,515 1,416 March 1,166 1,000 1,252 1,879 1,411 1,403 April 1,172 997 967 1,436 1,469 1,669 May 1,567 1,003 1,207 1,449 1,277 1,499 June 1,070 1,155 1,068 1,237 1,125 July 1,036 767 1,197 1,369 1,457 August 1,130 567 1,239 1,550 1,284 September 1,285 725 1,160 1,573 1,388 October 1,239 813 1,132 1,612 1,432 November 1,164 1,102 1,177 1,655 1,481 December 1,208 907 917 1,509 1,324 DƩğƓķ ƚƷğƌ ЊЎͲЊЎЏ ЊЊͲЊЌЌ ЊЋͲВЌЎ ЊБͲЌЎА ЊЏͲБЉЉ АͲАЉБ Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Total Deputy Involved Incidents -Spokane Valley Time Period: May 2025 5,000 4,500 4,000 3,500 3,000 2020 2021 2,500 2022 2,000 2023 1,500 2024 1,000 2025 500 - GroupAll CFS_OIAll 202020212022202320242025 January 3,920 3,409 3,029 3,910 3,822 3,692 February 3,882 3,056 2,896 3,577 3,556 3,426 March 3,487 3,399 3,915 4,356 3,542 3,735 April 3,589 3,472 3,285 3,923 3,621 3,996 May 4,217 3,608 3,736 4,181 3,572 3,915 June 3,747 3,867 3,531 3,888 3,420 July 3,696 3,311 3,727 4,028 3,857 August 3,838 3,095 3,980 4,108 3,609 September 3,809 3,037 3,826 4,023 3,668 October 3,701 3,266 3,642 4,061 3,658 November 3,334 3,323 3,450 3,919 3,438 December 3,509 3,233 3,141 3,710 3,321 DƩğƓķ ƚƷğƌ ЍЍͲАЋВ ЍЉͲЉАЏ ЍЋͲЊЎБ ЍАͲЏБЍ ЍЌͲЉБЍ ЊБͲАЏЍ Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Crime Check CallFor Service (CFS) -Spokane Valley Time Period: May 2025 1,200 1,000 800 2020 2021 600 2022 2023 400 2024 2025 200 - 202020212022202320242025 January 627 622 352 580 646 651 February 689 659 458 556 715 636 March 690 760 529 656 740 702 April 684 739 477 656 711 690 May 1,113 767 509 685 746 June 793 736 502 655 764 July 782 723 523 664 737 August 837 728 563 647 835 September 812 656 551 568 720 October 735 603 658 537 844 November 643 500 609 521 665 December 668 480 483 556 724 DƩğƓķ ƚƷğƌ ВͲЉАЌ АͲВАЌ ЏͲЋЊЍ АͲЋБЊ БͲБЍА ЋͲЏАВ Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 CAD Call Type COP -Spokane Valley Time Period: May 2025 300 250 200 150 2023 2024 100 2025 50 - CallTypeCOP GroupSV 202320242025 January 120 39 February 87 43 March 9 73 44 April 94 51 36 May 75 64 42 June 57 45 July 34 53 August 44 47 September 51 43 October 129 38 November 243 30 December 184 25 DƩğƓķ ƚƷğƌ ВЋЉ ЏАЏ ЋЉЍ Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Ticket Charge Details -SpokaneValley Date Range: May 2025 ChargeCount (blank)1 46.12.650.8: FAIL TO TRANSFER TITLE W/I 45 DAYS2 46.16A.030.2: OPER VEH W/O CRNT/PRPR REG & PLATE3 46.16A.030.5.L: FL RENEW EXPIRED REG <= 2 MTHS7 46.16A.030.5.O: FL RENEW EXPIRED REG >2 MTHS39 46.16A.200.7B: DISPLAY CHANGED/DISFIGURED PLATE1 46.16A.200.7C: ALTER MAKE PLATE ILLEGIBLE/OBSCURED1 46.16A.200.7D: VEH PLATE NOT VALID/IMPROPER ATTACH2 46.16A.200.7E: TRANSFER W/O APPLICATION1 46.19.050.4: DISABLED PARKING SPACE1 46.20.005: DRIVING WITHOUT A LICENSE4 46.20.015: DRIVING MOTOR VEHICLE WITH AN EXPIRED LICENSE WITH VALID IDENTIFICATION10 46.20.017: LICENSE NOT IN POSSESSION3 46.20.075.2A: INT LICENSE-PASSENGER UNDER 201 46.20.0921.1D: SUSPENDED LICENSE-FAIL SURRENDER1 46.20.342.1A: DWLS 1ST DEGREE1 46.20.342.1B: DWLS 2ND DEGREE1 46.20.500: CYCLE(OPERATE W/O ENDORSEMENT)1 46.20.740: MV IGNITION INTERLOCK DRIVE VEH WO2 46.30.020: OPERATING A MOTOR VEHICLE WITHOUT INSURANCE36 46.37.020: LAMPS, OPERATE VEH WO HEADLGHT WHEN REQ1 46.37.200: LAMPS, DEFECT TURN SIGNALS-STOP LAMPS1 46.37.420: TIRES, ILLEGAL USE STUDDED OR NON-PNEUMATIC TIRES1 46.37.425: DEFECTIVE TIRES1 46.37.510.4: FRONT SHOULDER SEAT BELT VIOLATON1 46.52.010.1: HIT/RUN UNATTENDED VEHICLE1 46.52.020.5: FAIL TO STOP, GIVE INFO, OR AID1 46.61.020: VEH OPERATOR REFUSE COMPLY OFFICER1 46.61.050: DISREGARD TRAFFIC SIGNAL SIGN3 46.61.055.4: FAIL TO STOP AT SIGNAL MARK3 46.61.055: FAIL TO OBEY TRAFFIC CONTROL LEGEND3 46.61.120: PASS, IMPROPER ON LEFT SIDE1 46.61.130: NO PASS ZONE1 46.61.140: IMPROPER LANE USAGE2 46.61.145.1: FOLLOW VEHICLE TOO CLOSELY2 46.61.180.1: FAIL TO YIELD TO VEHICLE APPROACHING INTERSECTION6 46.61.190.2: FAIL STOP AT STOP SIGN/INTERSECTION4 46.61.212.1: FAIL TO YIELD STATIONARY EMERG VEH1 46.61.240: PED CROSS NOT AT CROSSWALK4 46.61.290: TURN, PROHIBIT-IMPROPER3 46.61.400.05: SPEED 5 MPH OVER (OVER 40)2 46.61.400.05U: SPEED 5 OVER (40 OR UNDER)80 46.61.400.10: SPEED 10 OVER (OVER 40)1 46.61.400.10U: SPEED 10 OVER (40 OR UNDER)35 46.61.400.13U: SPEED 13 OVER (40 OR UNDER)3 46.61.400.14U: SPEED 14 OVER (40 OR UNDER)3 46.61.400.15U: SPEED 15 OVER (40 OR UNDER)13 46.61.400.16U: SPEED 16 OVER (40 OR UNDER)2 46.61.400.17U: SPEED 17 OVER (40 OR UNDER)2 46.61.400.18: SPEED 18 OVER (OVER 40)1 46.61.400.18U: SPEED 18 OVER (40 OR UNDER)4 46.61.400.19U: SPEED 19 OVER (40 OR UNDER)1 Produced: 6/5/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Ticket Charge Details -SpokaneValley Date Range: May 2025 ChargeCount 46.61.400.20: SPEED 20 OVER (OVER 40)1 46.61.400.20U: SPEED 20 OVER (40 OR UNDER)8 46.61.400.22U: SPEED 22 OVER (40 OR UNDER)1 46.61.400.24U: SPEED 24 OVER (40 OR UNDER)1 46.61.400.25U: SPEED 25 OVER (40 OR UNDER)1 46.61.400.27U: SPEED 27 OVER (40 OR UNDER)1 46.61.400.28: SPEED 28 OVER (OVER 40)1 46.61.400.29: SPEED 29 OVER (OVER 40)1 46.61.400.37: SPEED 37 OVER (OVER 40)1 46.61.400.39U: SPEED 39 OVER (40 OR UNDER)1 46.61.440.01-05: SCHOOL/PLAYGROUND CROSSWALK SPEED 1-5 MPH OVER12 46.61.440.06-10: SCHOOL/PLAYGROUND CROSSWALK SPEED 6-10 MPH OVER5 46.61.440.11-15: SCHOOL/PLAYGROUND CROSSWALK SPEED 11-15 MPH OVER3 46.61.440.21-25: SCHOOL/PLAYGROUND CROSSWALK SPEED 21-25 MPH OVER2 46.61.502: OLD CODE:VEH(DWUIL/DRUG)NEW10 46.61.504: OLD CODE:VEH(PHY/UNIL/DRUG)NEW2 46.61.525: NEGLIGENT DRIVING 2 DEGREE2 46.61.570: STOPPING STANDING OR PARKING WHERE PROHIBITED3 46.61.655.2: LOAD/COVER NOT SECURELY FASTENED1 46.61.670: VEH DRIVE WITH WHEELS OFF ROADWAY2 46.61.672.1: PER ELECTRONIC DEVICE WHILE DRIVING63 46.61.673: DRIVE DANGEROUSLY DISTRACTED1 46.61.688: FAIL TO WEAR SAFETY BELT11 69.50.4013.1A: POSSESSION OF CONTROLLED SUBSTANCE18 69.50.412.1: USE OF DRUG PARAPHERNALIA2 7.105.450.1: PROTECTION ORDER VIOLATION7 7.105.450.1A3: PROTECTION ORDER VIOLATION DISTANCE1 9A.36.041.2.A: ASSAULT 4TH DEG ATTEMPT1 9A.36.041.2: ASSAULT 4TH DEGREE23 9A.48.090: MALICIOUS MISCHIEF-38 9A.52.070: TRESPASS 14 9A.52.080.1: CRIMINAL TRESPASS SECOND DEGREE1 9A.56.050: OLD CODE: THEFT-3D12 9A.56.063: MAKE OR POSSESS MV THEFT TOOLS1 9A.76.020: OBSTRUCT LE OFF4 9A.76.040: OBSTRUCT GOVT-RESISTING ARREST2 9A.76.175: OBSTRUCT GOVT-MAKING FALSE OR MISLEADING STATEMENT TO PUBLIC SERVANT2 SV7.50.020: UNLAWFUL CAMPING1 Grand Total527 Produced: 6/5/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Criminal Ticket Counts -Spokane Valley Time Period: May 2025 200 180 160 140 120 2020 2021 100 2022 80 2023 60 2024 402025 20 - MapGroupsAll TicketType(Multiple Items) 202020212022202320242025 January 168 118 122 152 133 100 February 176 122 107 129 117 110 March 130 110 151 136 138 133 April 145 120 128 124 123 121 May 151 122 118 158 129 97 June 165 124 130 135 125 July 123 103 145 130 128 August 150 87 169 132 131 September 153 108 126 155 121 October 161 104 132 141 108 November 129 113 129 147 119 December 128 114 105 174 120 DƩğƓķ ƚƷğƌ ЊͲААВ ЊͲЌЍЎ ЊͲЎЏЋ ЊͲАЊЌ ЊͲЍВЋ ЎЏЊ *Ticket type of Criminal Non Traffic & Criminal Traffic Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 Non -Criminal Ticket Counts -Spokane Valley Time Period: May 2025 700 600 500 2020 400 2021 2022 300 2023 200 2024 2025 100 - MapGroupsAll TicketType(Multiple Items) 202020212022202320242025 January 191 182 190 526 492 502 February 257 166 150 455 436 436 March 126 158 243 531 361 360 April 105 194 193 311 379 359 May 156 206 402 433 306 368 June 122 342 217 348 214 July 211 276 180 394 286 August 200 129 196 574 256 September 193 173 242 480 347 October 135 210 228 473 384 November 191 291 356 491 363 December 230 153 194 358 388 DƩğƓķ ƚƷğƌ ЋͲЊЊА ЋͲЍБЉ ЋͲАВЊ ЎͲЌАЍ ЍͲЋЊЋ ЋͲЉЋЎ *Ticket Type of Infraction Non Traffic & Infraction Traffic Produced: 06/05/2025 SPOKANE COUNTY SHERIFF'SOFFICE Regional Intelligence Group9 All Ticket Counts -Spokane Valley Time Period: May 2025 800 700 600 500 2020 2021 400 2022 300 2023 2024 200 2025 100 - MapGroupsAll TicketTypeAll 202020212022202320242025 January 359 300 312 678 625 602 February 433 288 257 584 553 546 March 256 268 394 667 499 493 April 250 314 321 435 502 480 May 307 328 520 591 435 465 June 287 466 347 483 339 July 334 379 325 524 414 August 350 216 365 706 387 September 346 281 368 635 468 October 296 314 360 614 492 November 320 404 485 638 482 December 358 267 299 532 508 DƩğƓķ ƚƷğƌ ЌͲБВЏ ЌͲБЋЎ ЍͲЌЎЌ АͲЉБА ЎͲАЉЍ ЋͲЎБЏ *All ticket types except parking Produced: 06/05/2025 DRAFT ADVANCE AGENDA as of July 16, 2025; 4:00 p.m. Please note this is a work in progress; items are tentative To: Council & Staff From: City Clerk, by direction of City Manager Re: Draft Schedule for Upcoming Council Meetings July 29, 2025 Formal B Meeting, 6:00 p.m. \[due Tue July 22\] 1. Ordinance 25-012: First Read Fatbeam Franchise Tony Beattie (10 minutes) 2. Motion Consideration: Steering Committee of Elected Officials ILA - Steve Roberge (10 minutes) 3. Motion Consideration: Potential Grant Opp: Transportation Improvement Board (TIB) A. Jackson(10 minutes) 4. Motion Consideration: Spokane Sports Cross Course Event Agreement John Bottelli (10 minutes) 5. Admin Report: Point in Time Count Gloria Mantz, Arielle Andersen, Amanda Martinez (15 minutes) 6. Admin Report: EWU Economic Trends Report Teri Stripes, Dr. Cullen (20 minutes) 7. Admin Report: STV-2025-0002 Street Vacation Request - Lori Barlow (10 minutes) \[*estimated meeting: 85 mins\] August 5, 2025 CANCELED- National Night Out Event August 12, 2025 Formal A Meeting, 6:00 p.m. \[due Tue Aug 5\] th Proclamation: Tom Towey Day August 15 1. Consent Agenda (claims, payroll, minutes, Resolution for STV-2025-0002) (5 minutes) 2. Admin Report: Solid Waste Collection Update Erik Lamb, Robert Blegen, Jeanette Jurgensen (10 minutes) 3. Admin Report: Balfour Property Ground Lease Options Discussion Gloria Mantz (10 minutes) 4. Advance Agenda Mayor Haley (5 minutes) \[*estimated meeting: 30 mins\] August 19, 2025 SPECIAL MEETING: Community Conversations, 5:00 p.m. August 19, 2025 Formal B Meeting, 6:00 p.m. \[due Tue Aug 12\] 1. Admin Report: CHIP Grant, Habitat for Humanity Gloria Mantz (10 minutes) August 26, 2025 Formal A Meeting, 6:00 p.m. \[due Tue Aug 19\] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Admin Report: 2026 Budget Estimated Revenues & Expenditures Chelsie Walls (10 minutes) 3. Advance Agenda Mayor Haley (5 minutes) 4. Info Only: Department Monthly Reports; Fire Dept Monthly Report September 2, 2025 Formal B Meeting, 6:00 p.m. \[due Tue Aug 26\] September 9, 2025 Formal A Meeting, 6:00 p.m. \[due Tue Sept 2\] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Advance Agenda Mayor Haley (5 minutes) September 16, 2025 SPECIAL MEETING: Community Conversations, 5:00 p.m. September 16, 2025 Formal B Meeting, 6:00 p.m. \[due Tue Sept 9\] You Rock Recognition Award Proclamation: Valleyfest 1. PUBLIC HEARING #1: 2026 Revenues/Budget Chelsie Walls (10 minutes) 2. Motion Consideration: Set 2026 Budget Hearing for October 14 Chelsie Walls (10 minutes) September 23, 2025 Formal A Meeting, 6:00 p.m. \[due Tue Sept 16\] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) Draft Advance Agenda 7/17/2025 1:55:19 PM Page 1 of 2 2. Admin Report: Proposed Ordinance adopting 2026 property taxes Chelsie Walls (10 minutes) 3. Advance Agenda Mayor Haley (5 minutes) 4. Info Only: Department Monthly Reports; Fire Dept Monthly Report September 30, 2025 Formal B Meeting, 6:00 p.m. \[due Tue Sept 23\] *time for public or council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: Autonomous Vehicle Regulations Energy Code Fireworks Code Lithium-Ion Battery Policies Oversize & Overweight Vehicle Permit Paddy Wagon Services Peer Court Protection of Utility Infrastructures School Zone Cameras SCRAPS TPA Bid Fees Granicus Discussion Draft Advance Agenda 7/17/2025 1:55:19 PM Page 2 of 2