HomeMy WebLinkAbout2026, 01-20 Formal B Meeting Packet
AGENDA
SPOKANE VALLEY CITY COUNCIL
REGULAR MEETING
FORMAL B FORMAT
Tuesday, January 20, 2026 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
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.
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
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CALL TO ORDER
INVOCATION: Ron Armstrong, Pastor at Journey Church
PLEDGE OF ALLEGIANCE
ROLL CALL
APPROVAL OF AGENDA
SPECIAL GUESTS/PRESENTATIONS:
PROCLAMATIONS: Community Risk Reduction Week
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 attacks regarding
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.
ACTION ITEMS:
1. First Read: Ordinance 26-001 Franchise Forged Fiber 37, LLC Tony Beattie
\[public comment opportunity\]
2. Motion Consideration: AWC CQC Application Selection Erik Lamb, Councilmember Wick
\[public comment opportunity\]
3. Motion Consideration: Potential Grant Opportunity BUILD Program - Adam Jackson
\[public comment opportunity\]
Council Agenda January 20, 2026 Page 1 of 2
4. Motion Consideration: Potential Grant Opportunity FMSIB -Adam Jackson
\[public comment opportunity\]
5. Motion Consideration: Potential Grant Opportunity NHFP -Adam Jackson
\[public comment opportunity\]
6. Motion Consideration: ILA w/ Spokane County RE: Commute Trip Reduction Adam Jackson
\[public comment opportunity\]
NON-ACTION ITEMS:
7. Admin Report: Crypto Currency Discussion Caitlin Prunty, Chief Ellis, Sergeant Bloomer
8. Admin Report: Task Force Update -Erik Lamb
9. Admin Report: Legislative Update -Virginia Clough
INFORMATION ONLY(will not be reported or discussed):
GENERAL PUBLIC COMMENT OPPORTUNITY:General public comment rules apply.
COUNCILCOMMENTS
CITY MANAGER COMMENTS
EXECUTIVE SESSION
ADJOURNMENT
Scan to access the meeting materials
Council AgendaJanuary 20, 2026 Page 2 of 2
Proclamation
City of Spokane Valley, Washington
Community Risk Reduction Week
Whereas,every 23 seconds, a fire department in the United States responds to a fire somewhere
in the nation; and
Whereas, fires nationally were responsible for 3,670 civilian deaths and 79% of these fatalities
in 2023 occurred in the home; and
Whereas, fires nationally were responsible for 13,350 civilian injuries and 77% of these
injuries in 2023 were also related to fires in the home; and
Whereas, an estimated $23.2 billion in property damage nationally occurred as a result of fire in
2023;and
Whereas, wildland/urban interface (WUI) related fires remain a concern nationwide with
multibillion-dollar losses as a result in 2023.; and
Whereas, thefire service responds to a growing number of medical calls for service, surpassing
80% of total call volume in some jurisdictions; and
Whereas, Community Risk Reduction is a data-informed process to identify and prioritize local
risks, followed by integrated and strategic investment of resources to reduce their occurrence
and impact; and
Whereas, the value of community support from local, state, and national partners to address
community risks is recognized to meet the demands on paid, combination, and volunteer
members of the fire service; and
Whereas, the goal of Community Risk Reduction is to reduce the occurrence and impact of
emergency events for both community members and emergency responders through deliberate
response,
and Economic incentive; and
Whereas, most fire-related and many medical calls for service are preventable, with the
;and
Whereas, Monday, January 19, 2026,is Martin Luther KingJr.Day and is nationally recognized
as a National Day of Service and an opportunity for communities to reduce the risk in their
community through a series of educational and other programs.
THEREFORE BE IT RESOLVED
That the week of January 19, 2026January 26, 2026, be designated as
CRRWeek
a grassroots initiative of fire service professionals across the nation to raise awareness of the
importance of CRR in the fire service community and an opportunity to make communities safer.
th
Dated this 20day of January2026.
_______________________
Laura Padden, Mayor
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 Department Director Approval:
Check all that apply: consentold businessnew businesspublic hearing
information admin. report pending legislation executive session
AGENDA ITEM TITLE: First Reading: Franchise Ordinance 26-001 Forged Fiber 37, LLC
GOVERNING LEGISLATION: RCW 35A.47.040; RCW 35A.11.020; and chapter 35.99 RCW.
PREVIOUS COUNCIL ACTION TAKEN: Administrative Report January 6, 2026: Consensus to
proceed to a First Reading.
BACKGROUND: At its most basic level, a franchise is a nonexclusive contract between a city and
utility provider that governs the utility provider’s use of the public rights-of-way. More specifically, the
franchise sets limits on the utility provider so that their use of the rights-of-way does not interfere with
public transportation and other primary purposes. For instance, the City’s franchises generally require
franchisees to bear the costs to relocate their facilities to accommodate a transportation project, and
require franchisees to adhere to the City’s street cut and excavation policies. State law prohibits cities
from charging general franchise fees on telecommunication service provider companies.
AT&T Inc. (“AT&T”) is in the process of acquiring certain fiber assets from Lumen Technologies, Inc.
(“Lumen”). Some of the assets and associated facilities are located within the City’s rights-of-way.
Forged Fiber 37, LLC (“Forged Fiber”) is a subsidiary of AT&T, and will receive some of the assets that
are ultimately acquired from Lumen. The City may see an expansion of the Forged Fiber network in the
coming years.
Minor modifications from the version provided at the Administrative Report include an increase of the
performance bond to $100,000, and new language in Section 3 regarding the potential for imposing a
franchise fee if the law changes in the future.
AT&T has reviewed and has agreed to the draft franchise terms. If approved, the franchise will be in
effect for ten years, which is consistent with the City’s other telecommunication franchises.
OPTIONS: (1) Move to advance Franchise Ordinance 26-001, granting a ten-year telecommunications
franchise to Forged Fiber 37, LLC, to a Second Reading; or (2) take other action deemed appropriate.
RECOMMENDED ACTION OR MOTION: Move to advance Franchise Ordinance 26-001, granting a
ten-year telecommunications franchise to Forged Fiber 37, LLC, to a Second Reading.
BUDGET/FINANCIAL IMPACTS: None anticipated.
STAFF CONTACT: Tony Beattie, Senior Deputy City Attorney; Kelly Konkright, City Attorney.
___________________________________________________________________________
ATTACHMENTS: Draft Franchise Ordinance No. 26-001
DRAFT
CITY OF SPOKANE VALLEY
SPOKANE COUNTY, WASHINGTON
ORDINANCE NO. 26-001
AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY,
WASHINGTON, GRANTING A NON-EXCLUSIVE FRANCHISE TO FORGED FIBER
37, LLC TO CONSTRUCT, MAINTAIN AND OPERATE TELECOMMUNICATIONS
FACILITIES WITHIN THE PUBLIC RIGHTS-OF-WAY OF THE CITY OF SPOKANE
VALLEY, AND OTHER MATTERS RELATING THERETO.
WHEREAS, RCW 35A.47.040 authorizes the City to grant, permit, and regulate
“nonexclusive franchises for the use of public streets, bridges or other public ways, structures or
places above or below the surface of the ground for railroads and other routes and facilities for
public conveyances, for poles, conduits, tunnels, towers and structures, pipes and wires and
appurtenances thereof for transmission and distribution of electrical energy, signals and other
methods of communication, for gas, steam and liquid fuels, for water, sewer and other private and
publicly owned and operated facilities for public service”; and
WHEREAS, RCW 35A.47.040 further requires that “no ordinance or resolution granting
any franchise in a code city for any purpose shall be adopted or passed by the city’s legislative
body on the day of its introduction nor for five days thereafter, nor at any other than a regular
meeting nor without first being submitted to the city attorney, nor without having been granted by
the approving vote of at least a majority of the entire legislative body, nor without being published
at least once in a newspaper of general circulation in the city before becoming effective”; and
WHEREAS, this Ordinance has been submitted to the city attorney prior to its passage;
and
WHEREAS, the Council finds that the grant of the Franchise contained in this Ordinance,
subject to its terms and conditions, is in the best interests of the public, and protects the health,
safety, and welfare of the citizens of this City.
NOW, THEREFORE, the City Council of the City of Spokane Valley, Spokane County,
Washington, do ordain as follows:
Section 1. Definitions. For the purpose of this Ordinance, the following words and terms shall
have the meaning set forth below:
“City Manager” means the City Manager or designee.
“Community and Public Works Director” shall mean the Spokane Valley
Community and Public Works Director or his/her designee.
“construction”or “construct”shall mean constructing, digging, excavating, laying,
testing, operating, extending, upgrading, renewing, removing, replacing, and
repairing a facility.
Ordinance 26-001, Forged Fiber 37, LLC Franchise 1 of 16
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“day” shall mean a 24-hour period beginning at 12:01 AM. If a thing or act is to be
done in less than seven days, intermediate Saturdays, Sundays and legal holidays
shall be excluded in the computation of time.
“franchise” (sometimes referred to as Ordinance) shall mean the legal document
issued by the City which grants rights to Grantee to construct and operate its
telecommunication facilities as set forth herein.
“franchise area” shall mean the entire geographic area within the City as it is now
constituted or may in the future be constituted.
“hazardous substance” shall have the same meaning as RCW 70A.305.020(13).
“maintenance, maintaining or maintain” shall mean the work involved in the
replacement and/or repair of facilities, including constructing, relaying, repairing,
replacing, examining, testing, inspecting, removing, digging and excavating, and
restoring operations incidental thereto.
“permittee” shall mean a person or entity who has been granted a permit by the
Permitting Authority.
“permitting authority” shall mean the City Manager or designee authorized to
process and grant permits required to perform work in the rights-of-way.
“product” shall refer to the item, thing or use provided by the Grantee.
“public property” shall mean any real estate or any facility owned by the City.
“relocation” shall mean any required move or relocation of an existing installation or
equipment owned by Grantee whereby such move or relocation is necessitated by
installation, improvement, renovation or repair of another entity’s facilities in the rights-
of-way, including Grantor’s facilities.
“right-of-way” shall refer to the surface of and the space along, above, and below
any street, road, highway, freeway, lane, sidewalk, alley, court, boulevard,
parkway, drive, Grantee easement, and/or public way now or hereafter held or
administered by the City.
“streets” or “highways” shall mean the surface of, and the space above and below,
any public street, road, alley or highway, within the City used or intended to be
used by the general public, to the extent the City has the right to allow the Grantee
to use them.
“telecommunications facilities” shall mean any of the plant, equipment, fixtures,
appurtenances, antennas, and other facilities necessary to furnish and deliver
telecommunications services, including but not limited to poles with crossarms,
poles without crossarms, wires, lines, conduits, cables, communication and signal
Ordinance 26-001, Forged Fiber 37, LLC Franchise 2 of 16
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lines and equipment, braces, guys, anchors, vaults, and all attachments,
appurtenances, and appliances necessary or incidental to the distribution and use of
telecommunications services. The abandonment by Grantee of any
telecommunications facilities as defined herein shall not act to remove the same
from this definition.
“telecommunications services” means any telecommunication service pursuant to
RCW 35.99.010(7), excluding cable television service pursuant to RCW
35.99.010(1) and further excluding personal wireless services pursuant to RCW
35.99.010(4). For clarity and the avoidance of doubt, telecommunications services
include broadband internet access service.
Section 2. Grant of Franchise. The City of Spokane Valley, a Washington municipal
corporation (hereinafter the “City”), hereby grants unto Forged Fiber 37, LLC, a Delaware limited
liability company (hereinafter “Grantee”), a franchise for a period of 10 years, beginning on the
effective date of this Ordinance, to install, construct, operate, maintain, replace and use all
necessary equipment and facilities to place telecommunications facilities in, under, on, across,
over, through, along or below the public rights-of-way located in the City of Spokane Valley, as
approved under City permits issued pursuant to this franchise(hereinafter the “franchise”).This
franchise does not permit Grantee to use such facilities to provide cable services as defined by 47
C.F.R. § 76.5(ff).
Section 3. Fee.No franchise fee is assessed for telecommunications services providers in
accord with the prohibition in state law (RCW 35.21.860). If the prohibition of
telecommunications service provider franchise fees is removed or modified to allow a franchise
fee, the parties agree to negotiate this provision as a material term on which agreement is required
for continuation of this franchise, PROVIDED, the City must give one hundred eighty (180) days’
notice to invoke this provision and any franchise fee imposed hereunder shall be prospective in
nature.Nothing herein shall limit the City’s power to tax or recover any lawful expenses in
connection with this Franchise.
No right-of-way use fee, also known as a franchise fee, is imposed for entering into this franchise.
Any such fee that may be imposed by subsequent ordinance would apply to any subsequent
franchise, if any, between the parties.
Section 4. City Use. Consistent with RCW 35.99.070, at such time when Grantee is
constructing, relocating, or placing ducts or conduits in public rights-of-way, the Community and
Public Works Director may require Grantee to provide the City with additional duct or conduit and
related structures, at incremental cost, necessary to access the conduit at mutually convenient
locations. Any ducts or conduits provided by Grantee under this section shall only be used for City
municipal, non-commercial purposes.
1. The City shall not require that the additional duct or conduit space be connected to the
access structures and vaults of the Grantee.
2. This section shall not affect the provision of an institutional network by a cable television
provider under federal law.
Ordinance 26-001, Forged Fiber 37, LLC Franchise 3 of 16
DRAFT
3. Grantee shall notify the Community and Public Works Director at least 14 days prior to
opening a trench at any location to allow the City to exercise its options as provided herein.
Section 5. Recovery of Costs. Grantee shall reimburse the City for all costs of one publication
of this franchise in a local newspaper, and required legal notices prior to any public hearing regarding
this franchise, contemporaneous with its acceptance of this franchise. Grantee shall be subject to all
permit and inspection fees associated with activities undertaken through the authority granted in
this franchise or under City Code.
Section 6. Non-Exclusivity.This franchise is granted upon the express condition that it shall
not in any manner prevent the City from granting other or further franchises or permits in any
rights-of-way. This and other franchises shall, in no way, prevent or prohibit the City from using
any of its rights-of-way or affect its jurisdiction over them or any part of them.
Section 7. Non-Interference with Existing Facilities.The City shall have prior and superior
right to the use of its rights-of-way and public properties for installation and maintenance of its
facilities and other governmental purposes. The City hereby retains full power to make all
changes, relocations, repairs, maintenance, establishments, improvements, dedications or vacation
of same as the City may deem fit, including the dedication, establishment, maintenance, and
improvement of all new rights-of-way, streets, avenues, thoroughfares and other public properties
of every type and description. Any and all such removal or replacement shall be at the sole expense
of the Grantee, unless RCW 35.99.060 provides otherwise. Should Grantee fail to remove, adjust
or relocate its telecommunications facilities by the date established by the Community and Public
Works Director’s written notice to Grantee and in accordance with RCW 35.99.060, the City may
cause and/or effect such removal, adjustment or relocation, and the expense thereof shall be paid
by Grantee.
The owners of all utilities, public or private, installed in or on such public properties prior to the
installation of the telecommunications facilities of the Grantee, shall have preference as to the
positioning and location of such utilities so installed with respect to the Grantee. Such preference
shall continue in the event of the necessity of relocating or changing the grade of any such public
properties.
Grantee’s telecommunications facilities shall be constructed and maintained in such manner as not
to interfere with any public use, or with any other pipes, wires, conduits or other facilities that may
have been laid in the rights-of-way by or under the City’s authority. If the work done under this
franchise damages or interferes in any way with the public use or other facilities, the Grantee shall
wholly and at its own expense make such provisions necessary to eliminate the interference or
damage to the satisfaction of the Community and Public Works Director.
Section 8. Construction Standards. All work authorized and required hereunder shall comply
with all generally applicable City Codes and regulations. Grantee shall also comply with all
applicable federal and state regulations, laws and practices. Grantee is responsible for the
supervision, condition, and quality of the work done, whether it is by itself or by contractors,
assigns or agencies. Application of said federal, state, and CityCodes and regulations shall be for
Ordinance 26-001, Forged Fiber 37, LLC Franchise 4 of 16
DRAFT
the purposes of fulfilling the City’s public trustee role in administering the primary use and purpose
of public properties, and not for relieving the Grantee of any duty, obligation, or responsibility for
the competent design, construction, maintenance, and operation of its telecommunications
facilities. Grantee is responsible for the supervision, condition, and quality of the work done,
whether it is by itself or by contractors, assigns or agencies.
If Granteeshall at any time be required, or plan, to excavate trenches in any area covered by this
franchise, the Grantee shall afford the City an opportunity to permit other franchisees and utilities
to share such excavated trenches, provided that: (1) such joint use shall not unreasonably delay the
work of the Grantee; and (2) such joint use shall not adversely affect Grantee’s
telecommunications facilities or safety thereof. Joint users will be required to contribute to the
costs of excavation and filling on a pro-rata basis.
Section 9. Protection of Monuments. Grantee shall comply with applicable state laws relating
to protection of monuments.
Section 10. Tree Trimming.The Grantee shall have the authority to conduct pruning and
trimming for access to Grantee’s telecommunications facilities in the rights-of-way subject to
compliance with the City Code including obtaining all necessary permits. All such trimming shall be
done at the Grantee’s sole cost and expense.
Section 11. Emergency Response. The Grantee shall, within 30 days of the execution of this
franchise, designate one or more responsible people and an emergency 24-hour on-call personnel
and the procedures to be followed when responding to an emergency. After being notified of an
emergency, Grantee shall cooperate with the City to immediately respond with action to aid in the
protection of the health and safety of the public.
In the event the Grantee refuses to promptly take the directed action or fails to fully comply with
such direction, or if emergency conditions exist which require immediate action to prevent
imminent injury or damages to persons or property, the City may take such actions as it believes
are necessary to protect persons or property and the Grantee shall be responsible to reimburse the
City for its costs and any expenses.
Section 12. One-Call System. Pursuant to chapter 19.122 RCW, Grantee is responsible for
becoming familiar with, and understanding, the provisions of Washington’s One-Call statutes.
Grantee shall comply with the terms and conditions set forth in the One-Call statutes.
Section 13. Safety. All of Grantee’s telecommunications facilities in the rights-of-way shall
be constructed and maintained in a safe and operational condition. Grantee shall follow all safety
codes and other applicable regulations in the installation, operation, and maintenance of the
telecommunications facilities.
Section 14. Movement of Grantee’s Telecommunications Facilities for Others. Whenever any
third party shall have obtained permission from the City to use any right–of-way for the purpose
of moving any building or other oversized structure, Grantee, upon at least 14 days’ written notice
from the City, shall move, at the expense of the third party desiring to move the building or
Ordinance 26-001, Forged Fiber 37, LLC Franchise 5 of 16
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structure, any of Grantee’stelecommunications facilities that may obstruct the movement thereof;
provided, that the path for moving such building or structure is the path of least interference to
Grantee’s telecommunications facilities, as determined by the City. Upon good cause shown by
Grantee, the City may require more than 14 days’ notice to Grantee to move its
telecommunications facilities.
Section 15. Acquiring New Telecommunications Facilities. Upon Grantee’s acquisition of any
new telecommunications facilities in the rights-of-way, or upon any addition or annexation to the
City of any area in which Grantee retains any such telecommunications facilities in the rights-of-
way, the Grantee shall submit to the City a written statement describing all telecommunications
facilities involved, whether authorized by franchise or any other form of prior right, and specifying
the location of all such facilities. Such facilities shall immediately be subject to the terms of this
franchise.
Section 16. Dangerous Conditions - Authority of City to Abate. Whenever excavation,
installation, construction, repair, maintenance, or relocation of telecommunications facilities
authorized by this franchise has caused or contributed to a condition that substantially impairs the
lateral support of the adjoining right-of-way, road, street or other public place, or endangers the
public, adjoining public or private property or street utilities, the City may direct Grantee, at
Grantee’s sole expense, to take all necessary actions to protect the public and property. The City
may require that such action be completed within a prescribed time.
In the event that Grantee fails or refuses to promptly take the actions directed by the City, or fails
to fully comply with such directions, or if emergency conditions exist which require immediate
action, the City may enter upon the property and take such actions as are necessary to protect the
public, adjacent public or private property, or street utilities, or to maintain the lateral support
thereof, and all other actions deemed by the City to be necessary to preserve the public safety and
welfare; and Grantee shall be liable to the City for all costs and expenses thereof to the extent
caused by Grantee.
Section 17. Hazardous Substances. Grantee shall comply with all applicable federal, state and
local laws, statutes, regulations and orders concerning hazardous substances relating to Grantee’s
telecommunications facilities in the rights–of-way. Except to the extent caused by or arising from
the negligent, willful, or malicious acts or omissions of the City, its officers, agents, employees,
or contractors, when acting within their scope of agency or contract, Grantee agrees to indemnify
the City against any claims, costs, and expenses, of any kind, whether direct or indirect, incurred
by the City arising out of the release or threat of release of hazardous substances caused by
Grantee’s ownership or operation of its telecommunications facilities within the City’s right-of-
way.
Section 18. Environmental. Grantee shall comply with all environmental protection laws,
rules, recommendations, and regulations of the United States and the State of Washington, and
their various subdivisions and agencies as they presently exist or may hereafter be enacted,
promulgated, or amended and, except to the extent caused by or arising from the negligent, willful,
or malicious acts or omissions of the City, its officers, agents, employees, or contractors,when
acting within their scope of agency or contract, shall indemnify and hold the City harmless from
Ordinance 26-001, Forged Fiber 37, LLC Franchise 6 of 16
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any and all damages arising, or which may arise, or be caused by, or result from the failure of
Grantee fully to comply with any such laws, rules, recommendations, or regulations, whether or
not Grantee’sacts or activities were intentional or unintentional. Except to the extent caused by
or arising from the negligent, willful, or malicious actsor omissions of the City, its officers, agents,
employees, or contractors, when acting within their scope of agency or contract, Grantee shall
further indemnify the City against all losses, costs, and expenses (including legal expenses) which
the City may incur as a result of the requirement of any government or governmental subdivision
or agency to clean and/or remove any pollution caused by Grantee, whether said requirement is
during the term of the franchise or subsequent to its termination.
Section 19. Relocation of Telecommunications Facilities. Grantee agrees and covenants, at its
sole cost and expense, to protect, support, temporarily disconnect, relocate or remove from any
street any of its telecommunications facilities when so required by the City in accordance with the
provisions of RCW 35.99.060, provided that Grantee shall in all such cases have the privilege to
temporarily bypass, in the authorized portion of the same street upon approval by the City, any
section of its telecommunications facilities required to be temporarily disconnected or removed.
If the City determines that the project necessitates the relocation of Grantee’s then- existing
telecommunications facilities, the City shall:
A. At least 60 days prior to the commencement of such improvement project, provide Grantee with
written notice requiring such relocation; and
B. Provide Grantee with copies of pertinent portions of the plans and specifications for such
improvement project and a proposed location for Grantee’s telecommunications facilities so that
Grantee may relocate its telecommunications facilities in other City rights-of-way in order to
accommodate such improvement project.
C. After receipt of such notice and such plans and specification, Grantee shall complete relocation
of its telecommunications facilities at no charge or expense to the City in order to accommodate
the improvement project in accordance with RCW 35.99.060(2).
Grantee may, after receipt of written notice requesting a relocation of its telecommunications
facilities, submit to the City written alternatives to such relocation. The City shall evaluate such
alternatives and advise Grantee in writing if one or more of the alternatives are suitable to
accommodate the work which would otherwise necessitate relocation of the telecommunications
facilities. If so requested by the City, Grantee shall submit additional information to assist the City
in making such evaluation. The City shall give each alternative proposed by Grantee full and fair
consideration. In the event the City ultimately determines that there is no other reasonable
alternative, Grantee shall relocate its telecommunications facilities as otherwise provided in this
section.
The provisions of this section shall in no manner preclude or restrict Grantee from making any
arrangements it may deem appropriate when responding to a request for relocation of its
telecommunications facilities by any person or entity other than the City, where the
telecommunications facilities to be constructed by said person or entity are not or will not become
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City owned, operated or maintained facilities, provided that such arrangements do not unduly delay
a City construction project.
If the City or a contractor for the City is delayed at any time in the progress of the work by an act
or neglect of the Grantee or those acting for or on behalf of Grantee, then Grantee shall indemnify,
defend and hold the City, its officers, officials, employees and volunteers harmless from any and
all claims, costs, injuries, damages, losses or suits including attorneys’ fees to the extent arising
out of or in connection with such delays, except for delays and damages caused by or arising from
the negligent, willful, or malicious actsor omissions of the City, its officers, agents, employees,
or contractors, when acting within the scope of their agency or contract. This provision may not
be waived by the parties except in writing.
Section 20. Abandonment of Grantee’s Telecommunications Facilities.
A. Underground facilities: Grantee shall remove any facilities which have not been used to provide
telecommunications services for a period of at least 90 days when: (a) a City project involves
digging that will encounter the abandoned facility; (b) the abandoned facility poses a hazard to the
health, safety, or welfare of the public; (c) the abandoned facility is 24 inches or less below the
surface of the rights-of-way and the City is reconstructing or resurfacing a street over the rights-
of-way; or (d) the abandoned facility has collapsed, broke, or otherwise failed.
Grantee may, upon written approval by the City,delay removal of the abandoned facility until
such time as the City commences a construction project in the rights-of-way unless (b) or (d) above
applies. When (b) or (d) applies, Grantee shall remove the abandoned facility from the rights-of-
way as soon as weather conditions allow, unless the City expressly allows otherwise in writing.
B. Aboveground facilities: Grantee shall remove any facilities which have not been used to provide
telecommunications services for a period of at least 90 days.
C. The expense of the removal, and restoration of improvements in the rights-of-way that were
damaged by the facility or by the removal process, shall be the sole responsibility of the Grantee.
If Grantee fails to remove the abandoned facilities in accordance with the above, then the City may
incur costs to remove the abandoned facilities and restore the rights-of-way, and is entitled to
reimbursement from Grantee for such costs, including reasonable attorney's fees and costs.
Section 21. Maps and Records Required. Grantee shall provide the City, at no cost to the City:
A. A route map that depicts the general location of the Grantee’s telecommunications facilities placed
in the rights-of-way. The route map shall identify telecommunications facilities as aerial or
underground and is not required to depict cable types, number of fibers or cables, electronic
equipment, and service lines to individual subscribers. The Grantee shall also provide an electronic
format of the aerial/underground telecommunications facilities in relation to the right-of-way
centerline reference to allow the City to add this information to the City’s Geographic Information
System (“GIS”) program.The information in this subsection shall be delivered to the City by
December 1, annually.
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B. In addition to subsection A of this section, the City may request that Grantee provide the
information described in subsection A of this section as needed for specific projects to avoid harm
to Grantee’s facilities. To the extent such requests are limited to specific telecommunications
facilities at a given location within the franchise area in connection with the construction of any
City project, Grantee shall provide to the City, upon the City’s reasonable request, copies of
available drawings in use by Granteeshowing the location of such telecommunications facilities.
Grantee shall field locate its telecommunications facilities in order to facilitate design and planning
of City improvement projects.
C. Upon written request of the City, Grantee shall provide the City with the most recent update
available of any plan of potential improvements to its telecommunications facilities within the
franchise area; provided, however, any such plan so submitted shall be deemed confidential and
for informational purposes only, and shall not obligate Grantee to undertake any specific
improvements within the franchisearea.
D. In addition to the requirements of subsection Aof this section, the parties agree to periodically
share GIS files upon written request, provided Grantee’s GIS files are to be used solely by the
City for governmental purposes. Any files provided to Grantee shall be restricted to information
required for Grantee’s engineering needs for construction or maintenance of telecommunications
facilities that are the subject of this franchise. Grantee is prohibited from selling any GIS
information obtained from City to any third parties.
E. Public Disclosure Act. Grantee acknowledges that information submitted to the City may be
subject to inspection and copying under the Washington Public Disclosure Act codified in chapter
42.56 RCW. Grantee shall mark as “PROPRIETARY/CONFIDENTIAL” each page or portion
thereof of any documentation/information which it submits to the City and which it believes is
exempt from public inspection or copying. The City agrees to timely provide the Grantee with a
copy of any public disclosure request to inspect or copy documentation/information which the
Grantee has provided to the City and marked as “PROPRIETARY/CONFIDENTIAL” prior to
allowing any inspection and/or copying as well as provide the Grantee with a time frame,
consistent with RCW 42.56.520, to provide the City with its written basis for non-disclosure of the
requested documentation/information. In the event the City disagrees with the Grantee’s basis for
non-disclosure, the City agrees to withhold release of the requested documentation/information in
dispute for a reasonable amount of time to allow Grantee an opportunity to file a legal action under
RCW 42.56.540.
Section 22. Limitation on Future Work. In the event that the City constructs a new street or
reconstructs an existing street, the Grantee shall not be permitted to excavate such street except as
set forth in the City’s then-adopted regulations relating to street cuts and excavations.
Section 23. Reservation of Rights by City. The City reserves the right to refuse any request for
a permit to extend telecommunications facilities. Any such refusal shall be supported by a written
statement from the Community and Public Works Director that extending the telecommunications
facilities, as proposed, would interfere with the public health, safety, or welfare.
Section 24. Remedies to Enforce Compliance. In addition to any other remedy provided herein,
Ordinance 26-001, Forged Fiber 37, LLC Franchise 9 of 16
DRAFT
the City reserves the right to pursue any remedy to compel or force Grantee and/or its successors
and assigns to comply with the terms hereof, and the pursuit of any right or remedy by the City
shall not prevent the City from thereafter declaring a forfeiture or revocation for breach of the
conditions herein.
Section 25. City Ordinances and Regulations. Nothing herein shall be deemed to direct or
restrict the City’s ability to adopt and enforce all necessary and appropriate ordinances regulating
the performance of the conditions of this franchise, including any reasonable ordinances made in
the exercise of its police powers in the interest of public safety and for the welfare of the public.
The City shall have the authority at all times to control by appropriate regulations the location,
elevation, and manner of construction and maintenance of any telecommunications facilities by
Grantee, and Grantee shall promptly conform with all such regulations, unless compliance would
cause Grantee to violate other requirements of law.
In the event of a conflict between Spokane Valley Municipal Code and this franchise, the Spokane
Valley Municipal Code shall control.
Section 26. Vacation. The City may vacate any City road, right-of-way, or other City property
which is subject to rights granted by this franchise in accordance with state and local law. Any
relocation of telecommunications facilities resulting from a street vacation shall require a
minimum of 180 days notice as provided for in section 37.
Section 27. Indemnification.
A. Grantee hereby covenants not to bring suit and agrees to indemnify, defend, and hold
harmless the City, its officers, employees, agents and representatives from any and all claims,
costs, judgments, awards or liability to any person arising from injury, sickness, or death of any
person or damage to property of any nature whatsoever relating to or arising out of this franchise
agreement. This includes but is not limited to injury:
1. For which the negligent acts or omissions of Grantee, its agents, servants, officers or
employees in performing the activities authorized by a franchise are the proximate cause;
2. By virtue of Grantee’sexercise of the rights granted herein;
3. By virtue of the City permitting Grantee’s use of the City’s rights-of-ways or other public
property;
4. Based upon the City’s inspection or lack of inspection of work performed by Grantee,
its agents and servants, officers or employees in connection with work authorized on the
facility or property over which the City has control, pursuant to a franchise or pursuant to
any other permit or approval issued in connection with a franchise;
5. Arising as a result of the negligent acts or omissions of Grantee, its agents, servants,
officers or employees in barricading, instituting trench safety systems or providing other
adequate warnings of any excavation, construction or work upon the facility, in any right-
Ordinance 26-001, Forged Fiber 37, LLC Franchise 10 of 16
DRAFT
of-way, or other public place in performance of work or services permitted under a
franchise; or
6. Based upon radio frequency emissions or radiation emitted from Grantee’s equipment
located upon the facility, regardless of whether Grantee’s equipment complies with
applicable federal statutes and/or FCC regulations related thereto.
B. Grantee’s indemnification obligations pursuant to subsection A of this section shall include
assuming liability for actions brought by Grantee’s own employees and the employees of Grantee’s
agents, representatives, contractors and subcontractors even though Grantee might be immune
under RCW Title 51 from direct suit brought by such an employee. It is expressly agreed and
understood that this assumption of potential liability for actions brought by the aforementioned
employees is limited solely to claims against the City arising by virtue of Grantee’s exercise of
the rights set forth in a franchise. The obligations of Grantee under this subsection have been
mutually negotiated by the parties, and Grantee acknowledges that the City would not enter into a
franchise without Grantee’s waiver. To the extent required to provide this indemnification and
this indemnification only, Grantee waives its immunity under RCW Title 51.
C. Inspection or acceptance by the City of any work performed by Grantee at the time of
completion of construction shall not be grounds for avoidance of any of these covenants of
indemnification. Provided, that Grantee has been given prompt written notice by the City of any
such claim, said indemnification obligations shall extend to claims which are not reduced to a suit
and any claims which may be compromised prior to the culmination of any litigation or the
institution of any litigation. The City has the right to defend or participate in the defense of any
such claim, and has the right to approve any settlement or other compromise of any such claim.
D. In the event that Grantee refuses the tender of defense in any suit or any claim, said tender
having been made pursuant to this section, and said refusal is subsequently determined by a court
having jurisdiction (or such other tribunal that the parties shall agree to decide the matter), to have
been a wrongful refusal on the part of Grantee, then Grantee shall pay all of the City’s costs for
defense of the action, including all reasonable expert witness fees, reasonable attorneys’ fees, the
reasonable costs of the City, and reasonable attorneys’ fees of recovering under this subsection.
E. Grantee’s duty to defend, indemnify and hold harmless City against liability for injuries
or damages caused by or arising from the concurrent negligent, willful, or malicious acts or
omissions of (a) City or City’s officers, agents, employees, or contractors, when acting within the
scope of their agency or contract, and (b) Grantee or Grantee’s agents, employees, or contractors,
when acting within the scope of their agency or contract, shall apply only to the extent of the
negligent, willful, or malicious acts or omissions of Grantee or Grantee’sagents, employees, or
contractors, when acting within the scope of their agency or contract. In the event that a court of
competent jurisdiction determines that a franchise is subject to the provisions of RCW 4.24.115,
the parties agree that the indemnity provisions hereunder shall be deemed amended to conform to
said statute and liability shall be allocated as provided herein.
F. Notwithstanding any other provisions of this section, Grantee assumes the risk of damage
to its telecommunication facilities located in the rights-of-way and upon City-owned property from
Ordinance 26-001, Forged Fiber 37, LLC Franchise 11 of 16
DRAFT
activities conducted by the City, its officers, agents, employees and contractors, except to the
extent any such damage or destruction is caused by or arises from any grossly negligent, willful,
or malicious acts or omissions on the part of the City, its officers, agents, employees, or
contractors, when acting within the scope of their agency or contract. Grantee releases and waives
any and all such claims against the City, its officers, agents, employees, or contractors except to
the extent the claims are caused by or arise from the grossly negligent, willful or malicious acts or
omissions of City, its officer, agents, employees, or contractors, when acting within the scope of
their agency or contract. Grantee further agr ees to indemnify, hold harmless and defend the City
against any claims for damages, including, but not limited to, business interruption damages and
lost profits, brought by or under users of Grantee’s facilities as the result of any interruption of
service due to damage or destruction of Grantee’sfacilities caused by or arising out of activities
conducted by the City, its officers, agents, employees, or contractors, except to the extent any such
damage or destruction is caused by or arises from the grossly negligent, willful or malicious acts
or omissions on the part of the City, its officers, agents, employees, or contractors, when acting
within the scope of their agency or contract.
G. The provisions of this section shall survive the expiration, revocation or termination of this
franchise.
Section 28. Insurance. Grantee shall procure and maintain for the duration of the franchise,
insurance against claims for injuries to persons or damages to third-party property which may arise
from or in connection with the exercise of the rights, privileges and authority granted hereunder to
Grantee, its agents, representatives or employees.
Applicant’s maintenance of insurance as required by this franchise shall not be construed to limit
the liability of the Grantee or otherwise limit the City’s recourse to any remedy available at law or
in equity.
A. Automobile Liability insurance with limits no less than $1,000,000 Combined Single
Limit per accident for bodily injury and property damage. This insurance shall cover all owned,
non-owned, hired or leased vehicles used in relation to this franchise. Coverage shall be written
on Insurance Services Office (ISO) form CA 00 01 or a substitute form providing equivalent
liability coverage. If necessary, the policy shall be endorsed to provide contractual liability
coverage; and
B. Commercial General Liability insurance shall be written on Insurance Services Office
(ISO) occurrence form CG 00 01, or a substitute form providing equivalent liability coverage
acceptable to the City, and shall cover products liability. The City shall be included as an
additional insured under the Applicant’s Commercial General Liability insurance policy using ISO
Additional Insured-State or Political Subdivisions-Permits CG 20 12 or a substitute endorsement
acceptable to the City providing equivalent coverage. Coverage shall be written on an occurrence
basis with limits no less than $2,000,000 Combined Single Limit per occurrence and $2,000,000
general aggregate for personal injury, bodily injury and property damage. Coverage shall include
but not be limited to: blanket contractual; products/completed operations; broad form property;
explosion, collapse and underground (XCU); and Employer’s Liability.
Ordinance 26-001, Forged Fiber 37, LLC Franchise 12 of 16
DRAFT
The insurance policies are to contain, or be endorsed to contain, the following provisions for
Commercial General Liability insurance:
1. The Grantee’s insurance coverage shall be primary insurance with respect to the City as
outlined in the Indemnification section of this franchise. Any insurance, self-insurance, or
insurance pool coverage maintained by the City shall be in excess of the Grantee’s
insurance and shall not contribute with it.
2. The Grantee’s insurance coverage shall not be cancelled without being immediately
replaced by a substantially similar policythat meetsthe requirements of this franchise,
except after 30 days prior written notice has been given to the City by Grantee.
Insurance is to be placed with insurers with a current A.M. Best rating of not less than A:VII.
Grantee shall furnish the City with original certificates and a copy of any amendatory
endorsements, which (a) evidence Grantee has the insurance required herein and (b) expressly
identify the City as an additional insured protected by said insurance.
Any failure to comply with the reporting provisions of the policies required herein shall not affect
coverage provided to the City, its officers, officials, employees or volunteers.
Section 29. Performance Bond Relating to Construction Activity. Before undertaking any of
the work, installation, improvements, construction, repair, relocation or maintenance authorized
by this franchise, Grantee, or any parties Grantee contracts with to perform labor in the
performance of this franchise, shall, upon the request of the City, furnish a bond executed by
Grantee or Grantee’s contractors and a corporate surety authorized to operate a surety business in
the State of Washington, in such sum as may be set and approved by the City, in the amount of
$25100,000, as sufficient to ensure performance of Grantee’s obligations under this franchise.
The bond shall be conditioned so that Grantee shall observe all the covenants, terms, and
conditions and shall faithfully perform all of the obligations of this franchise, and to repair or
replace any defective work or materials discovered in the City’s road, streets, or property. Said
bond shall remain in effect for the life of this franchise. In the event Grantee proposes to construct
a project for which the above-mentioned bond would not ensure performance of Grantee’s
obligations under this franchise, the City is entitled to require such larger bond as may be
appropriate under the circumstances.
Section 30. Modification. The City and Grantee hereby reserve the right to alter, amend, or
modify the terms and conditions of this franchiseupon written agreement of both parties to such
alteration, amendment or modification.
Section 31. Forfeiture and Revocation. If Grantee willfully violates or fails to comply with any
of the provisions of this franchise, or through willful or unreasonable negligence fails to heed or
comply with any notice given Grantee by the City under the provisions of this franchise, and an
adequate opportunity (but in no event less than 30 days) to cure the violation or non-compliance
has been given in writing to Grantee, then Grantee shall, at the election of the City, forfeit all rights
conferred hereunder and this franchise may be revoked or annulled by the City after a hearing held
Ordinance 26-001, Forged Fiber 37, LLC Franchise 13 of 16
DRAFT
upon reasonable advance notice (but in no event less than 30 days) to Grantee. The City may elect,
in lieu of the above and without any prejudice to any of its other legal rights and remedies, to
obtain an order from the Spokane County Superior Court compelling Grantee to comply with the
provisions of this franchise and to recover damages and costs incurred by the City by reason of
Grantee’s failure to comply.
Section 32. Assignment. This franchise may not be assigned or transferred without the written
approval of the City, except that Granteecan assign this franchise without approval of,but upon
notice to the City to, any parent, affiliate or subsidiary of Grantee or to any entity that acquires all
or substantially all the assets or equity of Grantee, by merger, sale, consolidation, or otherwise.
Section 33. Acceptance.Not later than 60 days after passage of this Ordinance, the Grantee
must accept the franchise herein by filing with the City Clerk an unconditional written acceptance
thereof. Failure of Grantee to so accept this franchise within said period of time shall be deemed
a rejection thereof by Grantee, and the rights and privileges herein granted shall, after the
expiration of the 60-day period, absolutely cease, unless the time period is extended by ordinance
duly passed for that purpose.
Section 34. Survival. All of the provisions, conditions and requirements of sections: 5, 6, 7, 8,
13, 16, 17, 18, 19, 20, 27, 28, 29, 37, 38 and 39 of this franchise shall be in addition to any and all
other obligations and liabilities Grantee may have to the City at common law, by statute, by
ordinance, or by contract, and shall survive termination of this franchise, and any renewals or
extensions hereof. All of the provisions, conditions, regulations and requirements contained in
this franchise shall further be binding upon the heirs, successors, executors, administrators, legal
representatives and assigns of Grantee and City and all privileges, as well as all obligations and
liabilities of Grantee shall inure to its respective heirs, successors and assigns equally as if they
were specifically mentioned herein.
Section 35. Severability. If any section, sentence, clause or phrase of this Ordinance should be
held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or
unconstitutionality shall not affect the validity or constitutionality of any other section, sentence,
clause or phrase of this Ordinance. In the event that any of the provisions of the Ordinanceare
held to be invalid by a court of competent jurisdiction, the parties shall, in good faith, attempt to
revise the clause to reflect the intent of the parties as closely as possible.
Section 36. Renewal.Application for extension or renewal of the term of this franchise shall
be made no later than 180 days of the expiration thereof. In the event the time period granted by
this franchise expires without being renewed by the City, the terms and conditions hereof shall
continue in effect until this franchise is either renewed or terminated by the City.
Section 37. Notice. Any notice or information required or permitted to be given by or to the
parties under this franchise may be sent to the following addresses unless otherwise specified, in
writing:
The City: City of Spokane Valley
Attn: City Clerk
Ordinance 26-001, Forged Fiber 37, LLC Franchise 14 of 16
DRAFT
10210East Sprague Avenue
Spokane Valley, WA 99206
Grantee: Forged Fiber 37, LLC c/o AT&T
Attn.: Legal Dept – Network Operations
Re: Spokane Valley Franchise (WA)
208 S. Akard Street
Dallas, TX 75202-4206
With a Grantee e-mail copy to: FF_Right_Of_Way@att.com
Section 38. Choice of Law. Any litigation between the City and Grantee arising under or
regarding this franchise shall occur, if in the state courts, in the Spokane County Superior Court,
and if in the federal courts, in the United States District Court for the Eastern District of
Washington.
Section 39. Non-Waiver.The City shall be vested with the power and authority to reasonably
regulate the exercise of the privileges permitted by this franchise in the public interest. Grantee
shall not be relieved of its obligations to comply with any of the provisions of this franchise by
reason of any failure of the City to enforce prompt compliance, nor does the City waive or limit
any of its rights under this franchise by reason of such failure or neglect.
Section 40. Entire Agreement.This franchise constitutes the entire understanding and
agreement between the parties as to the subject matter herein and no other agreements or
understandings, written or otherwise, shall be binding upon the parties upon execution and
acceptance hereof. This franchise shall also supersede and cancel any previous right or claim of
Grantee to occupy the City roads as herein described.
Section 41. Effective Date. This Ordinance shall be in full force and effect five days after
publication of the Ordinance or a summary thereof occurs in the official newspaper of the City of
Spokane Valley as provided by law.
PASSED by the City Council this ________ day of ______, 2026.
________________________________________
Laura Padden, Mayor
ATTEST:
Marci Patterson, City Clerk
Approved as to Form:
Office of the City Attorney
Date of Publication:
Effective Date:
Ordinance 26-001, Forged Fiber 37, LLC Franchise 15 of 16
DRAFT
Accepted by Forged Fiber 37, LLC, a Delaware limited liability company:
By:
Its:
The Grantee,Forged Fiber 37, LLC, a Delaware limited liability company,for itself, and
for its successors and assigns, does accept all of the terms and conditions of the foregoing franchise.
IN WITNESS WHEREOF, has signed this
day of , 2026. Subscribed and sworn before me this day of , 2026.
Notary Public in and for the State of
residing in
My commission expires
Ordinance 26-001, Forged Fiber 37, LLC Franchise 16 of 16
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 Department Director Approval:
Check all that apply: consent old business new business public hearing
information admin. report pending legislation
AGENDA ITEM TITLE: Motion Consideration: AWC Center for Quality Communities Scholarship
Nomination
GOVERNING LEGISLATION:
PREVIOUS COUNCIL ACTION TAKEN: No Previous Action for 2026 Year Award
BACKGROUND: The Association of Washington Cities (AWC) Center for Quality Communities is
accepting one chosen application/nominee from each participating city for the purpose of granting a
scholarship to multiple high school senior student recipients throughout Washington State. The City of
Spokane Valley advertised for applicants and received one application, of whom qualified based on stated
criteria. The chosen applicant will be submitted to the AWC Center for Quality Communities
Scholarship Committee for final review and selection. The nominees that are awarded the scholarship will
be notified by the AWC Center for Quality Communities in Spring 2026.
We received one timely application, from University High School/Spokane Valley Tech: Ms. Chloe Nelson.
Ms. Nelson has been involved with ASB filling numerous roles for seven years, a Central Valley School
Board representative, a Leadership Committee leader for SVT, a Miss Spokane Valley Princess, and a
completing her four-year degree, continuing on to a medical school for her doctorate in medicine with the
goal of becoming a Medical Examiner in Spokane County.
OPTIONS: Confirm or not confirm, the nomination for the AWC Center for Quality Scholarship.
If the nomination is not confirmed by Council, the Committee may either make another nomination, or the
matter can be postponed.
RECOMMENDED ACTION OR MOTION: confirm the nomination of Ms. Chloe Nelson
for the AWC Center for Quality Communities Scholarship.
BUDGET/FINANCIAL IMPACTS: none
STAFF CONTACT: Councilmember Wick; Erik Lamb, Deputy City Manager
__________________________________________________________________________
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 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: Potential Grant Opportunity - BUILD FY26
GOVERNING LEGISLATION: RCW 35.77.010: Six-Year Transportation Improvement Program
PREVIOUS COUNCIL ACTION TAKEN:
January 13, 2026 Staff and City Council discussed this 2026 BUILD call for projects.
December 16, 2024, City Council authorized the City Manager to pursue the final design for
the revised jug handle configuration.
September 26, 2023, City Council approved staff to contract with KPFF Consulting
December 20, 2022, City Council passed a motion to advance Alternative 2 Diamond
Interchange w/ peanut Roundabouts to final design.
Since 2021, City Council has authorized the City Manager to apply for grant funding to
multiple programs for this project, including FMSIB, SRTC, BIP, RAISE, BUILD, and INFRA.
Since 2019, the City has identified the Sullivan & Trent Interchange project as a City priority
project and included it on its federal agenda and the Six-Year Transportation Improvement
Program (TIP).
BACKGROUND: The US Department of Transportation (USDOT) issued a call for projects in
December 2025 for the FY 2026 BUILD (Better Utilizing Investments to Leverage Development)
discretionary grant program. The BUILD program has previously used the acronyms RAISE and
TIGER. Projects are evaluated based on safety, environmental sustainability, quality of life,
mobility and community connectivity, economic competitiveness, state of good repair, partnership
and collaboration, innovation, project readiness, and cost effectiveness.
Critical program details are:
Total Available Program Funds: $1.5 billion nationwide
Award Range (Min-Max): $5 - $25 million (urban)
Up to $25 million
$225 million max to any single state
50/50 split between rural/urban areas
Match Amount: 80% Federal max. (urban), N/A (rural)
20% Non-federal min. (urban)
Application Due Date: February 24, 2026, at 2PM PST
Application Award Date: June 28, 2026
Obligation Date (if awarded): No later than September 30, 2030
Staff recommend submitting the Sullivan & Trent Interchange Project to this call for projects. This
project has been submitted in 2023, 2024, and 2025.
used to reimburse for funds/phases already obligated. For example, in 2023 the engineering
phase of the project was initiated. Therefore, the costs for the engineering phase are not allowed
-
of-way phase of the project but has not initiated that phase yet; therefore, those secured funds
can be considered when calcul
The BUILD application requires a unique funding breakdown that separates previously incurred
costs and future eligible costs. It further requires a separation of future eligible costs by federal
Page 1 of 2
and non-
specific to the BUILD program, including an approximate $25 million BUILD request and $8 million
-federal funds.These non-federal funds can be local funds or from potential
state programs like FMSIB, TIB, or legislative appropriations.
Table 1. BUILD Application Funding Summary
OPTIONS: Move to authorize the City Manager or designee to apply for the BUILD Fiscal Year
2026 grant for the Sullivan & Trent Interchange project or take other action.
RECOMMENDED ACTION OR MOTION: Move to authorize the City Manager or designee, to
apply for the BUILD Fiscal Year 2026 grant for the Sullivan & Trent Interchange Project in the
amount of $24,959,696.
BUDGET/FINANCIAL IMPACTS: If awarded, there are multiple points of consideration:
1. An unsecured balance of $8 million needs to be secured. There are multiple state
funding programs that offer non-federal funds, including FMSIB and TIB.
2. The City has allocated sufficient non-federal funds for all previously secured federal
grants. These funds consist of local funds and private contributions from the Planned
Action Ordinance.
3. Staff contracts with a consultant to update the BUILD
document. The consultant cost is estimated at $15,000 and is included in the budget.
STAFF CONTACT: Adam Jackson, Engineering Manager
ATTACHMENTS: None
Page 2 of 2
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 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: Potential Grant Opportunity Washington State
Freight Mobility Strategic Investment Board (FMSIB)
GOVERNING LEGISLATION: N/A
PREVIOUS COUNCIL ACTION TAKEN:
January 13, 2026 Staff and City Council discussed this 2026 FMSIB call for projects.
October 28, 2025 City Council adopted the 2026 Federal Legislative Agenda including the
Sullivan/Trent Interchange, South Barker Corridor, Barker/I-90 Interchange, and the
Argonne/I-90 Bridge Project.
March 26, 2024 City Council authorized the City Manager to submit funding requests to
the four federal agenda projects from above,
preservation projects on N. Sullivan and Fancher Roads, and reconstruction projects on
Broadway Ave. and at the intersections of Sullivan/Kiernan and Sullivan/Marietta.
BACKGROUND: On December 12, 2025, the Freight Mobility Strategic Investment Board
(FMSIB) issued a call for projects that improve the movement of freight or mitigate freight impacts
ility
Strategic Investment Program, which will identify the highest priority freight projects for future
legislative consideration. Applications are due March 6, 2026. The program cycle will fund roughly
$30 million per biennia for three biennia spanning July 2027 through June 2033, totaling $90
million. Final statewide funding requires legislative appropriation during each biennium.
To be eligible, a project must be located on or directly connected to a Designated Strategic Freight
Corridor and must be ready for construction within six years. Designated Strategic Freight
Corridors represent key truck, rail, and waterway facilities wit
include preservation, operational improvements, grade separations, expansion of freight
corridors, and innovative freight solutions such as zero emissions infrastructure, inland port or
intermodal facilities, and measures that reduce freight related impacts.
Staff recommend the projects listed in Table 1 because they align with program goals, address
freight system needs, and have been consistently prioritized within the region and by City Council.
OPTIONS: Move to authorize the City Manager or designee to apply to the FMSIB call for
projects as identified in Table 1 or take other action.
RECOMMENDED ACTION OR MOTION: Move to authorize the City Manager or designee to
apply to the FMSIB call for projects as identified in Table.
BUDGET/FINANCIAL IMPACTS: FMSIB funds do not require a local match. Funded project
phases are expected to be delivered consistent with the funding assumptions presented in the
application. If the City does not satisfy the funding scenarios identified in the project
applications, they may run the risk of forfeiting FMSIB awarded funds.
STAFF CONTACT: Adam Jackson, Engineering Manager
ATTACHMENTS: Table 1 Recommended Project applications
.
and
2027.
-
ntersection.
i
request for CN phase.
Comments
Alternatives Analysis
up to Mission
includes
CN. Pending $25M BUILD.PEdesignLatter biennia requests RW and CNPE phase is underway 2025Latter biennia
33
-
-
XX
(CN)
31
31
--
XX
(RW)
29
29
--
XX
(PE)
27
PE
$ 8,000,000
$2,000,000
$7,000,000 CN
$1,000,000 RW
$10,000,000 CN
Requested Funds
$ 17,746,465$ 3,300,000
$ 400,000
Secured Funds
Cost
Total Estimated $ 27,500,000
$ 50,706,161$ 50,000,000
90
-
90
-
Barker/I
InterchangeInterchangeInterchange
Argonne/I
Project Name
Sullivan/Trent
Table 1. Recommended FMSIB Project Requests
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 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 Potential Grant Opportunity: National
Highway Freight Program (NHFP)
GOVERNING LEGISLATION: RCW 35.77.010: Six Year Transportation Improvement Program
PREVIOUS COUNCIL ACTION TAKEN:
January 13, 2026 Staff and City Council discussed this 2026 NHFP call for projects.
October 28, 2025 City Council adopted the 2026 Federal Legislative Agenda including the
Sullivan/Trent Interchange, South Barker Corridor, Barker/I-90 Interchange, and the
Argonne/I-90 Bridge Project.
February 22, 2022 City Council authorized the City Manager to submit funding requests to
Argonne/I-90 Bridge.
BACKGROUND: On November 5, 2025, Washington State Department of Transportation
(WSDOT) issued a request for regional priority freight projects for potential funding through the
National Highway Freight Program (NHFP). This federal program supports improvements that
strengthen the movement of freight across the National Highway Freight Network, including
roadway, rail, intermodal, and marine highway projects.
For Federal Fiscal Years (FFY) 2027-2032, roughly $11 million per year is anticipated statewide.
range between $3 million and $7 million, although the final allocation may be higher or lower. A
minimum non-federal match of 13.5% is required for non-Interstate projects. For reference, in
2022, the City was awarded $3M for Sullivan/Trent Interchange design and in 2017, the City was
awarded $6 million for the construction of the Barker Road/BNSF grade separation project (GSP).
A
Spokane Regional Transportation Council (SRTC) serves as the MPO. Local agencies must
submit completed project materials to SRTC by mid-February for regional review and
27, 2026. Final project selection will occur in June 2026, with awards in summer/fall 2026.
SRTC has compiled a list of regional priority freight projects that may be most competitive for
NHFP funds.
criteria: Preservation, Safety, Stewardship, Mobility, Economic Vitality, and Environment. The list
is not final and agencies can submit projects not included in Table 1 if they choose.
Table 1: SRTC Prioritized Project Application List
SRTC Request
Agency Project Name
Rank ($Millions)
1 Spokane Valley Sullivan/Trent IC 2-3
2 Spokane Valley South Barker Corridor 2-3
3 Spokane Latah Bridge Rehabilitation 2.0
4 Spokane Co. Harvard Road/BNSF GSP 2.4
5 Spokane Co. Argonne/Upriver Intersection Reconstruction 4.3
6 Spokane Monroe Street Bridge 3.8
7 Spokane Valley Barker & I-90 Interchange 2-3
st
8 Airway Heights 21 Ave Improvements (Garfield to Hayford) 1.7
9 Spokane Valley Argonne & I-90 Bridge 2-3
10 Spokane Co. Craig Rd & I-90 Connection 58
11 Spokane Inland Empire Way 7.2
12 Spokane Co. Argonne Rd (Wellesley to Columbia) 5.0
13 Spokane Co. Argonne Rd (Centennial Trail Gap) 3.4
At the January 13, 2026, administrative report, staff received consensus to proceed with
applications for two projects:
1. Sullivan/Trent Interchange requesting $3,000,000
a. Since 2025, this project has been If awarded,
funds would be applied toward the future construction phase.
2. Barker/I-90 Interchange requesting $2,000,000
a. This project scope is for the design phase and will incorporate the segment of
Barker from I-90 to Mission.
initial ranking reflected in Table 1.
allocating local funds for this project.
OPTIONS: Move to authorize the City Manager or designee to apply to the NHFP call for
projects for the Sullivan/Trent Interchange project and the Barker/I-90 Interchange project, or take
other action.
RECOMMENDED ACTION OR MOTION: Move to authorize the City Manager or designee to
apply to the NHFP call for projects for the Sullivan/Trent Interchange project and the Barker/I-90
Interchange project.
BUDGET/FINANCIAL IMPACTS: The NHFP program requires a 13.5% non-federal match. If
both projects are awarded, the City must provide 13.5% match on $5 million, equal to $780,347.
The Finance Dept. confirmed that REET projections for 2027 and 2028 appear to have sufficient
matching funds available. It is not likely that two awards would be granted.
STAFF CONTACT: Adam Jackson, PE Planning & Grant Engineer
ATTACHMENTS: None
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 Department Director Approval:
Check all that apply: consent old business new business public hearing
informationadmin. reportpending legislationexecutive session
AGENDA ITEM TITLE:Motion Consideration: Interlocal Agreement for Commute Trip Reduction
GOVERNING LEGISLATION: Chapter 70A.15 RCW
PREVIOUS COUNCIL ACTION TAKEN: Spokane County has provided CTR services as
required by law since 2003 pursuant to interlocal agreements approved by Council. This two-year
interlocal agreement had an administrative report to Council on January 13, 2026.
BACKGROUND: The state’s CTR Law passed in 1991 to address traffic congestion, air
pollution and petroleum consumption. The CTR Efficiency Act was passed in 2006 requiring
local governments in urban areas with traffic congestion to develop programs that reduce drive-
alone trips and vehicle miles travelled per capita. Employers with one hundred or more full time
employees are required to implement CTR programs and make good faith efforts to achieving
goals for reducing single-occupant vehicle trips.
The attached draft interlocal agreement is between Spokane County and the City of Spokane
Valley. The agreement allows the Spokane County Commute Trip Reduction (CTR) department
to retain the City’s state-issued CTR funds in return for developing, implementing, and
administering the CTR ordinance and plan for all affected employers within the City of Spokane
Valley. Spokane County has provided CTR services for the City since 2003. The City has 17
effected employers within its limits, identified in the table below.
Effected Employers within City of Spokane Valley (employees 100)
Amazon – GEG2Kaiser Aluminum, WATTEC
City of Spokane Valley Keytronic Wagstaff, Inc.
Boeing Emloyees Credit Un MultiCare Health System WA State Dept. of Health
Honeywell Hotstart, Inc. Servatron, Inc.
Horizon Credit Union Numerica Credit UnionMultifab, Inc.
WA State Dept. of Social & Health ServicesWA State Employment Securities Dept.
The agreement is for two years, 2025-2027, and has no substantive changes from the previous
ILA. It aligns with the state budget cycle but each new agreement comes out months after the
previous cycle has ended. For 2025, the state was later than usual which is why this ILA is
presented in January 2026. The County provides services through the interim period.
OPTIONS: Move to authorize the execution of the 2025-2027 Interlocal Agreement for Spokane
County Commute Trip Reduction Services or take other action.
RECOMMENDED ACTION OR MOTION: Move to authorize the execution of the 2025-2027
Interlocal Agreement for Spokane County Commute Trip Reduction Services.
BUDGET/FINANCIAL IMPACTS: The County would retain the City’s state-appropriated funds
of $117,589. If the agreement is not approved, the City would have to dedicate these funds to
the CTR program and administer the CTR programs of the affected employers in Spokane Valley.
STAFF CONTACT: Adam Jackson, Engineering Manager
ATTACHMENTS: Draft Interlocal Agreement
INTERGOVERNMENTAL AGREEMENT
Between Spokane County and the City of Spokane Valley
Regarding Commute Trip Reduction Implementation
THIS AGREEMENT, made and entered into by and between the City of Spokane
Valley, a municipal corporation of the State of Washington, having offices for the transaction of
business at 10210 E. Sprague Ave, Spokane Valley, WA, 99206, hereinafter referred to as the
"City" and Spokane County, a political subdivision of the State of Washington, having offices
for the transaction of business at West 1026 Broadway Avenue, Spokane, Washington, 99260,
hereinafter referred to as the "County," jointly hereinafter referred to as the "Parties."
WITNESSETH
WHEREAS, the Washington State Legislature has adopted legislation codified in RCW
70A.15.4000-4110, the purpose of which is to improve air quality, improve transportation system
efficiency and reduce the consumption of petroleum fuels through employer-based programs that
encourage the use of alternatives to the single occupant vehicle for commute trips and reduce
vehicle miles traveled (VMT); and
WHEREAS, RCW 70A.15.4020 requires counties containing urban growth areas and
cities and towns with “major employers,” that are located within urban growth areas with a state
highway segment exceeding the threshold of one hundred person hours of delay or jurisdictions
that are located in contiguous urban growth areas, or are within an urban growth area with a
population greater than seventy thousand people that adopted an ordinance before the year 2000
or jurisdictions that are located in contiguous urban growth areas, or contain a major
employment installation in an affected county to develop ordinances, plans and programs to
reduce Vehicle Miles Traveled (VMT) and Single Occupant Vehicle (SOV) commute trips, and
thereby reduce vehicle-related air pollution, traffic congestion and energy use, and
WHEREAS, the County and each affected city within Spokane County have adopted
Commute Trip Reduction Ordinances and must implement a Commute Trip Reduction (CTR)
Plan for all major employers; and
WHEREAS, the Washington State Department of Transportation (WSDOT) Public
Transportation Division is responsible for administering funds on behalf of the state Legislature
and is desirous of making available to Spokane County certain funds and requiring Spokane
County to enter into agreements through the Interlocal Cooperation Act or by Resolution or
Ordinance as appropriate with other jurisdictions, local transit agencies, or regional
transportation planning organizations to coordinate the development, implementation and
administration of CTR Plans and Ordinances as described in RCW 70A.15.4000-4110.
Page - 1
WHEREAS, Spokane County has entered into an agreement with WSDOT under
Agreement No. PTD1220, hereinafter referred to as "WSDOT Agreement," pursuant to which
Spokane County is eligible to receive a reimbursable amount of funds which the County will
distribute to itself and cities to implement and administer CTR Plans and Ordinances; and
WHEREAS, Spokane County has allocated $117,589 to the City from the Agreement
No. PTD1220 which the City is now desirous of making available to the County to perform those
tasks which are the responsibility of the City.
NOW, THEREFORE, for and in consideration of the mutual promises set forth
hereinafter, and as authorized under chapter RCW 70A.15.4020 (5), the parties hereto do
mutually agree as follows:
Section 1: PURPOSE
The County has entered into a WSDOT Agreement with WSDOT under which it will
receive $650,200 for two years. This funding is to be allocated to the County and cities within
Spokane County for their use in the implementation and administration of their CTR Plans and
Ordinances. The County, based upon an allocation formula established by the WSDOT, has
determined that the City shall receive $117,589from the WSDOT Agreement from which it shall
perform certain tasks. The City agrees to its proportionate shareof the monies made available to
the County in the WSDOT Agreement and agrees to allow Spokane County to retain its
proportionate share in consideration of the County performing those tasks as more particularly
set forth in Attachment "A" attached hereto and incorporated herein by reference. In conjunction
with allowing the County to retain its proportionate share of monies, the City will execute any
and all necessary documents which may be required by WSDOT.
It is understood by the parties hereto, that in order for the County to perform those tasks
as set forth in Attachment "A" for the City, the City must perform certain tasks. Attached hereto
as Attachment "B" and incorporated herein by reference, is a listing of tasks which the City
agrees to perform in conjunction with the County performing those tasks set forth in Attachment
"A."
Section 2: DURATION
The County agrees to provide those tasks set forth in Section 1 and complete performing
such tasks on or before June 30, 2027.
Section 3: TERMINATION
The parties agree that this Agreement may be terminated by either party for material
breach of any provision set forth herein, upon ninety (90) days advance written notice to the
other party at the address set forth hereinabove. Provided, however, the parties agree that any
notification of termination shall set forth the specific provision(s) for which such notification is
being provided and additionally, advise that if such default is cured within such ninety (90) day
time frame, said termination notification shall be of no force and effect. In the event of
Page - 2
termination, the County agrees to provide to the City all written documentation which it has
completed to the date of termination under the terms of this Agreement. Additionally, the County
agrees to return to the City that portion of the monies set forth in Section 1 hereinabove, which
has not been expended by the county, prior to the date of termination, on the City's behalf in
providing those tasks as set forth in Attachment "A."
Provided, further, the parties recognize that the WSDOT in Agreement No. PTD1220,
has retained the right to unilaterally terminate all or a part of such contract if there is a reduction
of funds from the funding source. Accordingly, in the event that the WSDOT terminates all or
part of the WSDOT Agreement with Spokane County, and such action affects the allocation of
funds by the County to the City herein, and/or modifies the tasks to be performed hereunder, the
parties will immediately meet to renegotiate the provisions of this Agreement.
Section 4: DESIGNATION OF ADMINISTRATOR
The County hereby designated Ms. LeAnn M. Yamamoto, the Spokane County
Transportation Demand Management Manager, as its designee for the purpose of administering
and coordinating the County's responsibilities under the terms of this Agreement.
Section 5: ACQUISITION/DISPOSITION OF PROPERTY
The parties hereto agree that any real or personal property acquired by the County with
those monies made available to the County by the City under Section 1 hereinabove shall be and
remain the sole property of the County upon acquisition and/or termination of this Agreement.
Section 6: COMPLIANCE WITH LAWS
The County agrees to observe all applicable federal, state and local laws, ordinances and
regulations including, but no necessarily limited to, the Americans with Disabilities Act and
chapter 49.60 RCW, to the extent that they may have any bearing on performing those tasks for
the City as set forth in Section 1 hereinabove. Additionally, the County agrees to comply with all
applicable funding audit requirements of WSDOT in conjunction with performing those tasks for
the City. The County agrees to make available to the City or its duly authorized representative
during normal County business hours and all records which it has kept in conjunction with
providing those services for the City as set forth herein above.
Section 7: NOTICES
All notices or other communications given under this Agreement shall be considered given
on the day such notices or other communications are received when sent by personal delivery; or the
third day following the day on which the notice or communication has been mailed by certified mail
delivery, receipt requested and postage prepaid addressed to the other Party at the address set forth
below, or at such other address as the Parties shall from time-to-time designate by notice in writing
to the other Party:
CITY: City Clerk
Page - 3
City of SpokaneValley
10210 E. Sprague Ave
Spokane Valley, WA, 99206
COUNTY:Board of County Commissioners
Spokane County Courthouse
1116 West Broadway Avenue
Spokane, Washington 99260
Section 8: HEADINGS
The section headings in this Agreement have been inserted solely for the purpose of
convenience and ready reference. In no way do they purport to, and shall not be deemed to,
define, limit or extend the scope or intent of the sections to which they appertain.
Section 9: MODIFICATION
No modification or amendment of this Agreement shall be valid until the same is reduced
to writing and executed with the same formalities as this present Agreement.
Section 10: ALL WRITINGS CONTAINED HEREIN
This Agreement contains all the terms and conditions agreed upon by the Parties. No
other understandings, oral or otherwise, regarding the subject matter of this Agreement shall be
deemed to exist or to bind any of the Parties hereto. The City has read and understands all of this
Agreement, and now states that no representation, promise or agreement not expressed in this
Agreement has been made to induce the City to execute the same.
Section 11: LIABILITY
The County shall indemnify, defend and hold harmless the City, its officers and
employees from all claims, demands, or suits in law or equity arising from the County’s
intentional or negligent acts or breach of its obligations under the Agreement. The County’s
duty to indemnify shall not apply to loss or liability caused by the intentional or negligent acts of
the City, its officers and employees.
The City shall indemnify, defend and hold harmless the County, its officers and
employees from all claims, demands, or suits in law or equity arising from the City’s intentional
or negligent acts or breach of its obligations under the Agreement. The City’s duty to indemnify
shall not apply to loss or liability caused by the intentional or negligent acts of the County, its
officers and employees. If the comparative negligence of the Parties and their officers and
employees is a cause of such damage or injury, the liability, loss, cost, or expense shall be shared
between the Parties in proportion to their relative degree of negligence and the right of indemnity
shall apply to such proportion.
Page - 4
Where an officer or employee of a Party is acting under the direction and control of the
other Party, the Party directing and controlling the officer or employee in the activity and/or
omission giving rise to liability shall accept all liability for the other Party’s officer or
employee’s negligence.
Each Party’s duty to indemnify shall survive the termination or expiration of the
Agreement.
Each Party waives, with respect to the other Party only, its immunity under RCW Title
51, Industrial Insurance. The Parties have specificallynegotiated this provision.
Section 12: ANTI-KICKBACK
No officer or employee of the City, having the power or duty to perform an official act
or action related to this Agreement shall have or acquire any interest in the Agreement, or have
solicited, accepted or granted a present or future gift, favor, service or other thing of value from or
to any person involved in the Agreement.
Section 13: VENUE STIPULATION
This Agreement has been and shall be construed as having been made and delivered
within the State of Washington. This Agreement shall be governed by the laws of the State of
Washington both as to interpretation and performance. Any action at law, suit in equity or judicial
proceeding for the enforcement of this Agreement, or any of its provisions, shall be instituted only
in courts of competent jurisdiction within Spokane County, Washington.
Section 14: COUNTERPARTS
This Agreement may be executed in any number of counterparts, each of which, when so
executed and delivered, shall be an original, but such counterparts shall together constitute but
one and the same.
Section 15: SEVERABILITY
If any parts, terms or provisions of this Agreement are held by the courts to be illegal, the
validity of the remaining portions or provisions shall not be affected and the rights and
obligations of the Parties shall not be affected in regard to the remainder of the Agreement. If it
should appear that any part, term or provision of this Agreement is in conflict with any statutory
provision of the State of Washington, then the part, term or provision thereof that may be in
conflict shall be deemed inoperative and null and void insofar as it may be in conflict therewith
and this Agreement shall be deemed to modify to conform to such statutory provision.
Section 16: RCW 39.34 REQUIRED CLAUSES
A. PURPOSE: See Section 1.
Page - 5
B.DURATION: See Section 2.
C.ORGANIZATION OF SEPARATE ENTITY AND ITS POWERS: No new or separate
legal or administrative entity is created to administer the provisions of this Agreement.
D. RESPONSIBILITIES OF THE PARTIES: See Agreement provisions.
E.AGREEMENT TO BE FILED: The City shall file this Agreement with its City Clerk. The
County shall file this Agreement with its County Auditor or place it on its web site or other
electronically retrievable public source.
F. FINANCING: See Section 1.
G. TERMINATION: See Section 3.
H. PROPERTY UPON TERMINATION: See Section 5.
Page - 6
IN WITNESS WHEREOF, the parties hereto have hereunto set their hands and seals the day
and year first above written.
CITY OF SPOKANE VALLEY BOARD OF COUNTY COMMISSIONERS
OF SPOKANE COUNTY, WASHINGTON
John Hohman, City Manager Chair
Approved by: Vice Chair
Office of the City Attorney Commissioner
Commissioner
Commissioner
ATTEST: ATTEST:
Marci Patterson, City Clerk Ginna Vasquez, Clerk of the Board
Date Date
Page - 7
Exhibit I
Funding Allocation Methodology
RCW 70A.15.4080 authorizes the CTR Board to determine the allocation of program funds made
available for the purpose of implementing CTR plans. The funding allocated for local
implementation of CTR activities from July 1, 2025 through June 30, 2027 is based on the 2025-
2027 Commute Trip Reduction (CTR) Notice of Award issued by WSDOT on August 6, 2025.
Page - 8
ATTACHMENT "A"
STATEMENT OF WORK
The County will:
1. Promote consistency within all affected local government jurisdictions within Spokane
County, while serving the City's specific needs.
2. Maintain and administer the City's CTR Ordinances and Plan.
3. Employ a full-time Transportation Demand Management Manager to administer the
County's and City's CTR Plans and Ordinances.
4. Take reasonable measures to identify and notify all affected employers within the City.
5. Assist each affected employer within the City in preparing a program and promoting
the principles of Transportation Demand Management (TDM) with the employer's
employees.
6. Maintain an appeals process consistent with RCW 70A.15.4060 (e) by which major
employers, who as a result of special characteristics of their business or its locations
would be unable to meet the requirements of a commute trip reduction plan, may obtain a
waiver or modification of those requirements and criteria for determining eligibility for
waiver or modification. Within 30 days from the date of approval, submit to WSDOT the
name and employer identification code for any worksite that has been granted an
exemption. Include information about the duration of all exemptions and information on
the type of modification granted.
7. Submit to WSDOT periodic progress reports summarizing the overall CTR
implementation costs incurred by the County and shall be reported in a format provided
by WSDOT.
8. Provide WSDOT with a public hearing notice and copies of any proposed amendments to
the CTR ordinance, plan, and/or administrative guidelines within the first week of the
public review period and final copies of all actions within one (1) month of adoption.
9. Coordinate and administer baseline and measurement CTR employer surveys. Provide
employer survey assistance, training and state-supplied survey forms.
10. Notify WSDOT prior to sending any surveys to University of Washington for processing.
The notification must include the name of the worksite, employer identification code and
type of survey for each survey being submitted for processing. The notification shall be
Page - 9
submitted as an electronic spreadsheet via electronic mail. The County agrees to wait for
confirmation from WSDOT prior to sending or delivering the surveys for processing.
11. Provide WSDOT with updated lists of affected worksites and jurisdiction contacts on a
periodic basis or as requested by WSDOT. These updates will be submitted electronically
in a format specified by WSDOT.
12. Continue to monitor the programs of each of the affected employers in the City to
determine compliance with the CTR Ordinance and Plan. Complete annual review of
employer CTR programs including a determination as to whether the employer is acting
in good faith to meet the goals established by the CTR Law.
13. Provide on-going support to all employer designated Employee Transportation
Coordinators (ETCs) and assist ETCs in facilitating regular employer networking
opportunities and obtaining information necessary to perform their duties including
information materials that explain a range of measures and activities to encourage
employee use of commute alternatives.
14. Market available services to affected employers to assist in accomplishing CTR goals.
15. Work collaboratively with and provide technical guidance and support to employers in
developing successful CTR programs.
16. Conduct at least one Basic ETC Training Course per year, using WSDOT-provided
ETC Handbook and other training materials reviewed and approved by WSDOT.
17. Provide employers with written information on basic requirements of the CTR
ordinance and goals set forth in approved CTR plans.
18. Attend transportation or health/benefits fairs at affected employer worksites to encourage
high-occupancy vehicle commuting and promote the employer's CTR program.
19. Design, construct and distribute worksite Commuting Options Boards. Provide
professional materials such as brochures, flyers, posters, newsletters, clip art and other
tools to assist employer implementation of worksite CTR programs.
20. Provide all affected employers with the WSDOT-approved "Program Description &
Employer Annual Report" form. Ensure completed reports are submitted by affected
employers to meet applicable deadlines.
21. Submit to WSDOT periodic invoices along with progress reports that accurately assess
the progress made by County, on behalf of City, in implementing RCW 70A.15.4000-
4110.
Report contents include:
a. Detailed summary of CTR events and projects, including implementation
assistance provided to affected employers within the City;
Page - 10
b. Actual total CTR expenditures used by the County for all state CTR funds
expended by the County during the previous quarter for the purpose of CTR
implementation using WSDOT pre-approved format;
c. Updated list of affected employers and worksites (electronic);
d. Total number of worksites by jurisdiction;
e. List of sites which have applied for exemptions or modifications;
22. Establish and maintain books, records, documents and other evidence and accounting
procedures and practices sufficient to reflect properly all direct and indirect costs of
whatever nature claimed to have been incurred and anticipated to be incurred solely
for the performance of this Agreement. Establish and maintain a separate "CTR
Account" within Spokane County along with supporting documentation such as payroll
and time records, invoices, contracts, vouchers or products proving in proper detail the
nature and propriety of the charges.
23. Participate in local implementation of statewide CTR public awareness and
recognition programs developed by WSDOT.
24. Offer recommendations to the City for policies on parking and site design which will
encourage the use of alternative transportation modes.
25. Encourage employers to develop site designs and improvements to office and
industrial sites that promote the use of alternative transportation modes.
26. Assist WSDOT with CTR evaluation.
27. Serve as liaison between WSDOT and cities, towns, transit agencies and regional
transportation planning organizations for the purpose of RCW 70A.15.4000-4110.
28. Continue applying for funding opportunities to further encourage the use of commute
alternatives.
Page - 11
ATTACHMENT "B"
STATEMENT OF WORK
The City will:
1. Provide SpokaneCounty with copies of any proposed amendments to the CTR Plan
and Ordinance.
2. Provide Spokane County with copies of any CTR-related amendments to parking
ordinances prior to public review.
3. Develop, implement and maintain its own CTR Program as an affected employer or as
otherwise specified in the CTR Board Guidelines or RCW 70A.15.4000-4110.
4. Reimburse the County for the services provided by this Agreement in an amount equal
to the City's share of the CTR funding as provided in RCW 70A.15.4080.
Page - 12
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 Department Director Approval:
Check all that apply: consent old business new business public hearing
informationadmin. reportpending legislationexecutive session
AGENDA ITEM TITLE: Administrative report – Cryptocurrency Discussion
GOVERNING LEGISLATION: Washington State Constitution Article XI, Section 11; RCW
35A.11.020; RCW 35.22.280.
PREVIOUS COUNCIL ACTION TAKEN: N/A
BACKGROUND: Cryptocurrency emerged in 2009 as a form of digital money that operates
without a central bank or government oversight. Essentially, it is a peer-to-peer electronic cash
system that was created to allow online payments to be sent directly from one party to another
without going through a financial institution. Bitcoin was the first form of cryptocurrency and is
the most well-known. As such, Bitcoin is often used to refer broadly to cryptocurrency, although
there are many different forms of cryptocurrency.
Cryptocurrency automated teller machines (ATMs) are physical kisoks, much like traditional ATMs
that let you buy, or in some cases sell, cryptocurrency using cash or a debit card. They are often
referred to as “Bitcoin ATMs” or “virtual currency kiosks.” Instead of connecting to a bank account
and dispensing cash from a checking or savings account, cryptocurrency ATMs transfer
cryptocurrency to a digital wallet. Cryptocurrency ATMs don’t require lengthy account verification
processes or bank account linking. This anonymity is easy to take advantage of by scammers.
Typically, persons engaged in scams and fraud schemes direct victims to use a cryptocurrency
ATM to send payments under false pretenses. The scammers claim that depositing cash into a
cryptocurrency ATM will fix the fake problem they’ve invented. The scammer will direct the victim
to their bank to withdraw cash. Next, they send the victim to a nearby cryptocurrency ATM
location, likely a specific one, to deposit the cash. The scammer will text a QR code to scan at
the machine, and once the victim scans the code, the cash deposit goes directly into the
scammer’s digital wallet. Once the cash is deposited, the cryptocurrency is very difficult to track,
which often leads to a low chance of recovery if the victim reports the crime.
Currently there is no state or federal legislation prohibiting cryptocurrency ATMs. In January of
2024, the Washington State Department of Financial Institutions (“DFI”) issued a consumer alert
to notify Washington consumers that there was a rise in the use of cryptocurrency ATMs to
perpetuate fraudulent activity. The federal Financial Crimes Enforcement Network has issued
similar notices.
The Spokane Valley Police Department has been tracking and investigating crimes involving
cryptocurrency ATMs, and Spokane Valley residents have fallen victim to fraudulent schemes
involving cryptocurrency ATMs. This creates a significant public safety and welfare issue that is
affecting citizens. Notably, the City of Spokane unanimously passed an ordinance prohibiting
cryptocurrency ATMs in June of 2025.
The City has authority, through its police power, to adopt regulations to protect public health,
safety, and welfare. This authorization grants the City power to prohibit cryptocurrency ATMs in
Spokane Valley. Staff are seeking Council direction on whether it desires to prohibit
cryptocurrency ATMs within the City of Spokane Valley and, if so, its desired penalties.
OPTIONS: Discuss, provide consensus to place on a future agenda for an ordinance first reading,
or take other action as appropriate.
RECOMMENDED ACTION OR MOTION: Council consensus to place on a future agenda for an
ordinance first reading.
BUDGET/FINANCIAL IMPACTS: None anticipated.
STAFF/COUNCIL CONTACT: Caitlin Prunty, Deputy City Attorney; Dave Ellis, Spokane Valley
Police; Chief Sergeant Pat Bloomer, Spokane Valley Police Department
ATTACHMENTS: PowerPoint presentation
AGENDA
What is Cryptocurrency
Fraud Trends
Victim Impact
Victim Impact
Victim Impact
class cities
-
class cities to
-
Article 11, Section 11Gives code cities all powers enumerated to firstAuthorizes firstmake all regulations necessary for the preservation of public morality, health, peace, and good
order.
City’s Authority to Regulate
Potential Penalties
Class 1 Civil Infraction
Misdemeanor
Spokane’s Code
Spokane’s Code
Enforcement
CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date:January 20, 2026 Department Director Approval:
Check all that apply: consent old business new business public hearing
information admin. report pending legislation executive session
AGENDA ITEM TITLE: Safe and Healthy Spokane Regional Task Force Update
GOVERNING LEGISLATION: NA
PREVIOUS COUNCIL ACTION TAKEN: August 13, 2024 Council discussion of a June 2024
Whatcom County Visit by a regional Spokane delegation. A follow up conversation was held with
the City Council on May 13, 2025. On October 21, 2025, Council gave consensus for City
participation on the Safe and Healthy Spokane Regional Task Force. Staff have been attending
monthly meetings of the Safe and Healthy Spokane Regional Task Force.
BACKGROUND:
On June 23-25, 2024, a delegation from the Spokane region visited Whatcom County to learn
how the County and surrounding Cities worked together to pass a public safety sales tax ballot
measure in November 2023. The visit was organized by Greater Spokane Incorporated, Empire
Health Foundation, the Downtown Spokane Partnership, and the Greater Spokane Valley
Chamber of Commerce in a cooperative effort to initiate discussions regarding public health,
safety, and justice in the Spokane region. City Manager Hohman participated in the discussions
on June 24, 2024.
The Planning Team in conjunction with the broader stakeholder group moved forward and
convened the Safe and Healthy Spokane Task Force (“Task Force”) with the purpose of
developing a regional vision and action plan to coordinate existing resources and recommend
improvements to programs and infrastructure. The Task Force’s work is anticipated to be
completed by spring 2026. On October 21, 2025, Council gave consensus for the City to
participate in the Planning Team and Task Force. The current approved members are Mayor
Padden, Councilmember Haley, and City Manager Hohman that are participating on the Planning
Team and Deputy City Manager Lamb to participate on the Task Force, with City Services
Administrator Mantz serving as back up. Tonight, staff are providing an update on the most recent
Task Force meeting on January 8, 2026. See the RCA from November 25, 2025, for information
on past Task Force meetings.
As discussed previously, the Task Force convened a group of stakeholders with expertise in all
aspects of the “sequential intercept model” to develop a Behavioral Health and Justice Asset
Assessment. At the January 8, 2026 Task Force meeting, the Leifman Group, the consultants
hired to conduct the asset assessment, present the final asset assessment report to the Task
Force. A copy of the final asset assessment report is included with this packet. The Task Force
has released the asset assessment report to the public as well.
The following are key themes identified in the asset assessment report across all intercepts:
• Crisis response systems remain overburdened. Limited stabilization capacity,
fragmented 911/988 coordination, and insufficient mobile crisis coverage result in
avoidable emergency room utilization and unnecessary jail bookings.
• Courts and justice partners are committed to reform, yet lack the tools, such as
standardized screening, real-time data sharing, and treatment capacity, to fully implement
diversion models at scale.
• Reentry services are inconsistent and under-resourced. Individuals leaving jail, hospital
settings, or state facilities frequently return to homelessness or unstable environments
without coordinated supports.
• Housing is the fulcrum of the system. Nearly every stakeholder identified housing
scarcity, particularly supportive and transitional housing, as the single most significant
barrier to stability and recovery.
• Workforce shortages cut across behavioral health, crisis response, reentry, and
treatment. Providers struggle to recruit and retain clinicians, peers, case managers, and
specialty staff.
• Data systems are fragmented and incompatible. Stakeholders expressed a strong desire
for shared data standards, dashboards, and transparency to guide decision-making and
measure outcomes.
The following are key opportunities identified in the report:
• Creating a fully integrated crisis response continuum.
• Developing county-wide post-arrest diversion systems, with coordination amongst all
systems at all points.
• Strengthening reentry and transition services, including medication continuity, housing,
peer support, and employment pathways.
• Building a more robust treatment continuum.
• Creating a sustainable supportive housing pipeline, including integrated behavioral
health services.
• Implementing data-sharing agreements, dashboards, and analytical tools to improve
coordination and align resources.
• Expanding workforce pipelines.
The report identified specific recommended implementation priorities broken into short-term, mid-
term, and long-term based on the amount and extent of resources needed.
In addition to the asset assessment report, the moderators also discussed the communication
engagement strategy with the Task Force. This is a strategy to engage the community through
four tiers of communication. These include pushing out information for educational purposes,
seeking community input, and collaborating with community members on development of
recommendations. An active discussion of risks of the community engagement plan occurred
and several risks were identified. One of the key risks was the extremely aggressive timing for
completion of the Task Force work, as discussed below. The Planning Team has hired Christine
Barela with DH to help assist with communication. Staff’s understanding is that the engagement
strategy will begin to be implemented in February.
Another element that was not heavily discussed due to time constraints was the formation and
work that is intended to be completed by four subcommittees, which are arranged around different
levels of the SIM. The subcommittees are:
Subcommittee A – Prevention & Crisis Response (aligns with SIM Intercept 0-1)
Subcommittee B –Custody Strategies & Courts (aligns with SIM Intercept 2-3)
Subcommittee C – Reentry, Discharge & Community Corrections (aligns with SIM
Intercept 4-5)
Subcommittee D – Facilities, Infrastructure & System Coordination
The intent of the group that established the Planning Team and Task Force is that three Task
Force members will co-chair each subcommittee and stakeholders and community members with
expertise in each of the areas will participate on the subcommittees to work on the priority areas
and recommendations identified within the asset assessment report. For example, Subcommittee
B (Custody and Courts) will work on the short, mid-, and long-term recommendations for jails and
courts. An example of one recommendation is to expand medication-assisted treatment and long-
acting injectable in the jail. The discussion on January 8 focused on timelines, as subcommittee
participants have not been selected yet other than co-chairs. I was asked to be a co-chair on
Subcommittee C (Reentry, Discharge & Community Corrections) along with Maggie Yates,
Deputy City Administrator at City of Spokane, and Matt Albright, Executive Director of Providence.
The intended timeline is for subcommittees to complete their work and make recommendations
to the Task Force by early April, allowing the Task Force to make a comprehensive
recommendation to elected officials by early May, 2026. Staff notes that this is an aggressive
timeline as the scale of the work is extensive and there are currently less than three months for
the work to be completed. In addition to comments at the Task Force meeting, this issue was
highlighted to City Manager Hohman, who expressed these concerns as well at the Planning
Team meeting.
Finally, the moderator has requested that groups with recent “wins” speak at the Task Force
meetings. Of note, Mike Sparber, Senior Director of Law and Justice for Spokane County,
highlighted some new public safety dashboards on the Spokane County website. These
dashboards provide near-real time data and information about jail usage, pre-trial services, and
prosecution. The dashboards can be found at the following link:
https://www.spokanecounty.gov/4248/Criminal-Justice-Data
The Spokane County Prosecutor’s Office is also implementing a felony pre-trial diversion program
for non-violent offenders to divert them to community services for treatment. This is only for non-
violent offenders and will be in conjunction with victims. They are currently estimating this
program may be used by approximately 12 individuals per week.
Further updates will be provided after future Task Force meetings.
OPTIONS: Discussion.
RECOMMENDED ACTION OR MOTION: Discussion.
BUDGET/FINANCIAL IMPACTS: N/A
STAFF CONTACT: Erik Lamb, Deputy City Manager
ATTACHMENTS:
Behavioral Health and Justice Final Asset Assessment Report
p
SAFE AND HEALTHY SPOKANE
ASSET ASSESSMENT REPORT
A Systemwide Review of Crisis Response, Diversion, Treatment, Housing, Reentry,
and Coordination Capacity
____________________________________________________________
P REPARED FOR:
Safe and Healthy Spokane Task Force
P REPARED BY:
The Leifman Group, LLC
D ATE:
December 2025
This report was developed to support Spokane County’s efforts to improve public safety, treatment access,
system efficiency, and community well-being.
ACKNOWLEDGEMENTS
This report reflects the insight, expertise, and commitment of dozens of leaders, practitioners,
first responders, service providers, business leaders and community partners across Spokane
County. Their time, candor, and collaboration made this assessment possible.
We extend our sincere appreciation to:
The Spokane City and County elected leadership for their commitment to improving
behavioral health, public safety, and community well-being.
The Safe and Healthy Spokane Task Force, whose dedication to cross-system
collaboration and thoughtful problem-solving guided this work.
The judicial leaders, including Spokane’s Superior Court, District Court, and Municipal
Court judges, whose engagement and expertise helped shape the recommendations
throughout this assessment.
The law enforcement agencies, including the Spokane County Sheriff’s Office and
Spokane Police Department, for their frontline perspective and openness to advancing
crisis response and diversion strategies.
The many behavioral health providers, hospital partners, peers, case managers,
crisis responders, housing leaders, and community-based organizations whose
insights helped illuminate both the strengths and the unmet needs across Spokane’s
system of care.
The people with lived experience, advocates, and family members who shared their
stories and perspectives with honesty and courage.
Finally, The Leifman Group gratefully acknowledges the countless public servants, nonprofit
professionals, clinicians, researchers, and community partners whose collaboration continues to
strengthen Spokane’s behavioral health and justice systems. Their shared vision of a more
effective, humane, and coordinated system is the foundation upon which this report is built.
2
INTRODUCTION
Across the United States, communities are confronting the growing consequences of untreated
mental illness and substance use disorders—most visibly in their jails, courts, emergency rooms,
and streets. Spokane is not unique in facing these challenges, but it is distinctive in its
willingness to examine them honestly and collaboratively. National data consistently show that
people with serious mental illnesses are vastly overrepresented in the criminal justice system,
often cycling repeatedly through expensive and ineffective crisis responses that do little to
improve public safety or individual outcomes. The result is a system that strains public resources,
burdens law enforcement and courts, and leaves individuals and families without clear pathways
to care. This Asset Assessment was initiated to move beyond fragmented responses and
competing narratives, and instead provide a shared, evidence-based understanding of how
Spokane’s behavioral health and justice systems currently function—and where targeted,
coordinated action can produce meaningful change.
At the same time, this assessment reveals a community with substantial strengths and a rare
readiness for reform. Throughout system mapping and the October convening, stakeholders from
law enforcement, courts, behavioral health, housing, healthcare, philanthropy, business, and
advocacy demonstrated strong alignment around core challenges and a shared commitment to
solutions that emphasize diversion, treatment, accountability, and recovery. Spokane already
possesses many of the foundational elements required for success: engaged leadership,
innovative court and diversion initiatives, expanding crisis response capacity, and a growing
culture of cross-system collaboration. The purpose of this report is not to start from scratch, but
to identify how existing assets can be better aligned, expanded, and sustained across the
Sequential Intercept Model. The findings and recommendations that follow are designed to
support practical, phased implementation—allowing Spokane to achieve near-term
improvements while building the infrastructure necessary for long-term system transformation.
3
EXECUTIVE SUMMARY
Spokane County is at a pivotal moment in its efforts to strengthen the behavioral health and
justice systems. Like many communities across the country, Spokane faces increasing pressures
at the intersection of mental health, substance use, homelessness, and justice system
involvement. Leaders across courts, law enforcement, behavioral health, housing, emergency
response, and community services consistently expressed the same concerns: too many
individuals with unmet behavioral health needs are cycling through emergency rooms, jails, and
crisis points without adequate opportunity for stabilization, treatment, or long-term recovery.
At the same time, Spokane possesses substantial assets—committed leaders, strong provider
networks, engaged philanthropy, a collaborative culture, and a willingness to innovate. This
assessment, conducted by The Leifman Group (TLG), sought to identify how Spokane can align
these strengths into a coordinated, modern behavioral health and justice continuum.
Purpose and Approach
The Assessment draws on system mapping sessions, breakout discussions from the Spokane
Summit, and extensive document review. It applies the nationally recognized Sequential
Intercept Model (SIM) to evaluate system performance from early crisis through long-term
recovery. Using this model, the report identifies both assets and gaps at each intercept, highlights
opportunities for improvement, and presents a roadmap for phased implementation.
The work included a detailed Asset Assessment, a Gap Analysis, a Roadmap to Improvement,
and a review of current resources, practices, and system constraints. These findings were
integrated with stakeholder recommendations emerging from the Spokane Behavioral Health &
Justice Summit, producing a clear, actionable plan tailored to Spokane’s needs.
Key Findings
Across all intercepts, several themes emerged:
Crisis response systems remain overburdened. Limited stabilization capacity,
fragmented 911/988 coordination, and insufficient mobile crisis coverage result in
avoidable emergency room utilization and unnecessary jail bookings.
Courts and justice partners are committed to reform, yet lack the tools—such as
standardized screening, real-time data sharing, and treatment capacity—to fully
implement diversion models at scale.
Reentry services are inconsistent and under-resourced. Individuals leaving jail,
hospital settings, or state facilities frequently return to homelessness or unstable
environments without coordinated supports.
Housing is the fulcrum of the system.Nearly every stakeholder identified housing
scarcity—particularly supportive and transitional housing—as the single most significant
barrier to stability and recovery.
4
Workforce shortages cut across behavioral health, crisis response, reentry, and
treatment.Providers struggle to recruit and retain clinicians, peers, case managers, and
specialty staff.
Data systems are fragmented and incompatible. Stakeholders expressed a strong
desire for shared data standards, dashboards, and transparency to guide decision-making
and measure outcomes.
Despite these challenges, Spokane benefits from remarkable leadership, collaboration, and
readiness for system transformation. Stakeholders—from judges to deputies, clinicians to case
managers, public defenders to community advocates and business leaders—expressed a shared
vision for a more humane, effective, and integrated continuum of care.
Opportunities for System Transformation
The assessment identified key opportunities across prevention, crisis response, diversion,
treatment, housing, and long-term recovery:
Creating a fully integrated crisis response continuum, including improved 911/988 call
routing, expanded mobile crisis response, standardized warm handoffs, and planning for a
non-refusal Crisis Receiving Center.
Developing countywide post-arrest diversion systems, supported by validated
screening tools, universal data-sharing, coordinated case processing, and expanded court-
aligned treatment options.
Strengthening reentry and transition services, including medication continuity, peer
support, scheduled appointments, transitional housing, landlord partnerships, and
employment pathways.
Building a more robust treatment continuum, including expanded detox, residential,
outpatient, co-occurring, and youth/young adult services.
Creating a sustainable supportive housing pipeline, paired with tenancy supports,
incentives, and integrated behavioral health services.
Implementing data-sharing agreements, dashboards, and analytic tools to improve
coordination, identify high utilizers, and track system outcomes.
Expanding workforce pipelines, improving retention strategies, and strengthening cross-
system training.
Path Forward
The report concludes with a phased Roadmap for Implementation, including short-term (no
resources needed), mid-term (moderate resources or research needed), and long-term
(investment-required) recommendations. Spokane has a unique opportunity to leverage its
strengths and address long-standing system gaps through coordinated leadership, shared
priorities, and strategic investments.
If Spokane builds the structures, partnerships, and supports outlined in this Assessment—and
continues the momentum demonstrated during this project—it can significantly reduce
unnecessary justice involvement, improve behavioral health outcomes, enhance public safety,
5
and strengthen quality of life across the community. The recommendations presented here
provide a clear blueprint for achieving these goals and building a modern, humane, data-driven
behavioral health and justice system.
To ensure an inclusive and comprehensive system response, this Report further recommends
formal collaboration with Tribal Nations in Spokane and the establishment of a representative
workgroup to identify existing Tribal assets, system gaps, and opportunities for strengthened
coordination across behavioral health, justice, housing, and community services.
Conclusion
This Asset Assessment makes clear that no single agency, discipline, or system can resolve
Spokane’s behavioral health, homelessness, and public safety challenges in isolation. The
conditions driving repeated justice involvement, crisis utilization, and system strain are
inherently cross-system in nature, requiring coordinated leadership, shared accountability, and
sustained collaboration. Throughout this process, stakeholders consistently emphasized the need
to move away from fragmented, crisis-driven responses and toward an integrated population-
health approach that prioritizes early identification, timely diversion, treatment continuity,
housing stability, and recovery. Importantly, this assessment reflects not only professional and
institutional perspectives, but also insights shaped by lived experience—reinforcing the urgency
of designing systems that are humane, effective, and responsive to the realities faced by
individuals and families navigating them.
At the same time, the findings of this report offer reason for optimism. Spokane already
possesses many of the core assets required to achieve meaningful and measurable improvement:
committed civic and judicial leadership, engaged law enforcement and first responders,
experienced service providers, emerging diversion and treatment initiatives, and a growing
culture of cross-sector collaboration. As part of sustained system improvement, the Report
recommends establishing a focused workgroup to engage Tribal Nations as sovereign partners in
identifying assets, gaps, and opportunities for collaboration, ensuring that future implementation
efforts reflect Tribal leadership, culturally responsive practices, and shared accountability for
outcomes.
With aligned governance, data-informed decision-making, and clear implementation
accountability, these assets can be translated into improved outcomes for individuals, enhanced
public safety, and more efficient use of public resources. The recommendations and
implementation roadmap that follow are intended not as a one-time reform effort, but as a
framework for sustained, iterative improvement. The conditions for progress are present, and the
opportunity to build a more coordinated, effective, and humane system of care in Spokane is
both real and achievable.
6
TABLE OF CONTENTS
ACKNOWLEDGEMENTS..............................................................................................2
INTRODUCTION.……………………………………………………………………….3
EXECUTIVE SUMMARY................................................................................................4
SECTION 1 — ASSETS, GAPS & OPPORTUNITIES ................................................8
1.0 Crisis Response & Stabilization ....................................................................................8
1.1 Law Enforcement & First Responder Engagement ……...............................................9
1.2 Courts, Diversion & Case Processing ............................................................................9
1.3 Jail, Reentry & Transition Services .......................................................................... ...10
1.4 Behavioral Health Treatment & Supportive Services ..................................................11
1.5 Housing, Homelessness & Community Support …………………………………......12
1.6 Data, Technology & System Coordination ………………………………………... ...12
1.7 Workforce, Capacity & Funding ..................................................................................13
1.8 Cross-System Collaboration & Community Strengths ............................................. ...14
SECTION 2 — GAPS, PRIORITIES & STAKEHOLDER COMMENTARY…......15
2.0 Overview ......................................................................................................................15
2.1 Highlighted Priorities & Stakeholder Commentary .....................................................15
2.2 Competency & Civil System Reform — Priorities .................................................. ...16
SECTION 3 — ACTION PLANNING AT THE SUMMIT ........................................18
3.0 Intercept 0–1: Prevention, Crisis Response & Deflection ...........................................18
3.1 Intercept 2–3: Post-Arrest, Court Processing & Jail Diversion ...................................19
3.2 Intercept 4–5: Reentry, Community Stabilization & Long-Term Recovery ...............20
3.3 Cross-Intercept Themes ...............................................................................................22
3.4 Phase I Implementation Roadmap…………………..……..........................................23
SECTION 4 — SPOKANE RESOURCES ....................................................................25
4.0 Overview of the Resource Ecosystem .........................................................................25
4.1 Crisis Response & Stabilization Resources ................................................................ 25
4.2 Justice System Resources ............................................................................................26
4.3 Behavioral Health Treatment & Support Services ......................................................28
4.4 Housing, Homelessness & Community Support Resources ..................................... ..29
4.5 Reentry Resources .......................................................................................................30
4.6 Data, Technology & System Coordination Resources ................................................31
4.7 Workforce, Training & Implementation Resources ....................................................32
4.8 Funding Sources & Strategic Opportunities ................................................................33
4.9 Summary: Building a Connected Resource Network ..................................................34
SECTION 5 — SHORT-, MID- & LONG-TERM RECOMMENDATIONS ...........35
5.0 Short-Term Recommendations (No Resources Needed) .............................................35
5.1 Mid-Term Recommendations (Some Resources/Research Needed) ........................ ...36
5.2 Long-Term Recommendations (Investments Required) ..............................................37
5.3Summary & Next Steps ................................................................................................38
7
SECTION 1 — ASSETS, GAPS &
OPPORTUNITIES
1.0 CRISIS RESPONSE &
STABILIZATION
Spokane’s crisis system includes dedicated providers, mobile response capacity, and multiple
points of community-facing intervention. Stakeholders repeatedly emphasized the strengths of
existing crisis partners and the commitment of frontline responders, while also identifying key
gaps that lead to unnecessary emergency department utilization, prolonged crises, and avoidable
jail bookings. The combination of willing partners and meaningful system gaps presents an
opportunity for Spokane to build a modern, fully coordinated crisis response continuum.
Assets
Existing crisis response services with strong community presence.
Engagement and collaboration from first responders and behavioral health partners.
Emerging diversion efforts and pilots demonstrating readiness for modernization.
Commitment from providers and responders to improve coordination and reduce system
strain.
Gaps
Insufficient and inconsistently coordinated mobile crisis response capacity.
Limited crisis stabilization beds, resulting in unnecessary emergency department or jail
utilization.
Fragmented or inconsistent warm-handoff protocols between responders and treatment
providers.
Lack of integrated 911/988 call-triage systems.
Limited real-time data visibility for crisis responders and clinical teams.
Opportunities
Develop a fully integrated crisis continuum with 24/7 stabilization access.
Expand mobile crisis teams and co-responder units to ensure adequate coverage.
Strengthen warm-handoff protocols between first responders and clinical providers.
Create unified 911/988 coordination and triage systems.
Lay the groundwork for a non-refusal Crisis Receiving Center as part of long-term
system reform.
8
1.1 LAW ENFORCEMENT & FIRST
RESPONDER ENGAGEMENT
Spokane’s first responders—law enforcement, EMS, and crisis partners—play a central role in
responding to behavioral health crises. Their willingness to engage in collaborative problem-
solving is a major system asset. However, limited specialized capacity and inconsistent linkage
to treatment reduce the effectiveness of early-intercept responses.
Assets
Strong partnerships between law enforcement agencies and behavioral health providers.
CIT-trained officers and demonstrated willingness to expand specialized response.
First responders committed to de-escalation and diverting individuals away from the
justice system.
Early-deflection practices emerging in isolated pockets.
Gaps
Insufficient CIT and co-responder coverage to meet call volume and geographic need.
Lack of standardized behavioral health indicators on incident or arrest forms.
Limited real-time data-sharing between law enforcement and treatment providers.
Inconsistent protocols for deflection and diversion across agencies.
Opportunities
Expand CIT training and ensure broad adoption across agencies.
Scale co-responder teams countywide.
Strengthen behavioral health identification during first contact.
Implement early-deflection strategies to reduce jail bookings for behavioral health–driven
calls.
Establish data-sharing systems that support collaborative crisis response.
1.2 COURTS, DIVERSION & CASE
PROCESSING
Spokane’s courts demonstrate strong leadership and openness to expanding evidence-based
diversion practices. A lack of standardized screening tools, inconsistent coordination, and limited
treatment capacity, however, create barriers to timely, community-based case resolution.
9
Assets
Judicial leadership committed to reform and collaborative system improvement.
Existing therapeutic court models with interest in expansion.
Stakeholder support for coordinated post-arrest diversion pathways.
Willingness to use data to inform decision-making.
Gaps
Absence of standardized, validated behavioral health screening tools at early decision
points.
Limited coordination between courts, jail health teams, and treatment providers.
Insufficient clinical capacity to support diversion-based decisions.
No countywide post-arrest diversion framework across municipal, district, and superior
courts.
Opportunities
Develop a comprehensive, countywide diversion continuum with clear eligibility criteria.
Implement validated screening and assessment tools at booking and first appearance.
Improve data exchange across courts, jail, clinicians, and case managers.
Expand judicial training on behavioral health and evidence-based system responses.
Establish written protocols for post-arrest diversion at multiple intercepts.
1.3 JAIL, REENTRY & TRANSITION
SERVICES
The jail remains a major intercept point for individuals with untreated mental health and
substance use needs. Spokane has dedicated staff providing in-custody programming, but gaps in
discharge planning, warm handoffs, housing access, and clinical staffing disrupt continuity of
care and lead to unnecessary recidivism.
Assets
Jail leadership committed to improving behavioral health responses.
Existing in-custody programming and strong interest in expanding treatment access.
Emerging partnerships with community reentry providers.
Staff openness to enhanced clinical and peer-support integration.
Gaps
Insufficient reentry planning and lack of standardized warm-handoff processes.
10
Limited MAT and long-acting injectable capacity inside the jail.
Behavioral health workforce shortages complicating service delivery.
Poor coordination between jail releases and housing resources.
Limited access to benefits reinstatement, ID recovery, and medication continuity.
Opportunities
Strengthen reentry planning with integrated behavioral health and housing supports.
Expand evidence-based treatment options, including MAT and long-acting injectables.
Develop robust partnerships with landlords and supportive housing providers.
Align release practices with clinical and safety considerations.
Improve coordination between jail staff and reentry case managers.
1.4 BEHAVIORAL HEALTH TREATMENT
& SUPPORTIVE SERVICES
Spokane’s behavioral health treatment continuum includes strong providers and several high-
quality programs. However, shortages in capacity, specialty services, and 24/7 access
significantly hinder system performance and limit diversion success.
Assets
Experienced and committed provider community.
Existing peer-support workforce and infrastructure.
Stakeholder commitment to expanding youth and young-adult services.
Providers willing to implement new models as resources allow.
Gaps
Insufficient inpatient, residential, detox, and co-occurring treatment capacity.
Lack of 24/7 access for many core behavioral health services.
Specialty service gaps, particularly for co-occurring disorders and young adults.
Workforce shortages across psychiatry, nursing, therapy, and case management.
Opportunities
Expand 24/7 behavioral health treatment options.
Build out trauma-informed and culturally responsive services.
Develop young-adult–specific programming (ages 18–25).
Increase peer-support staffing across all intercepts.
Enhance integration between behavioral health, crisis, and justice partners.
11
1.5 HOUSING, HOMELESSNESS &
COMMUNITY SUPPORT
Lack of affordable, supportive, and transitional housing remains one of Spokane’s most
significant system barriers. Housing gaps directly influence jail bookings, emergency department
utilization, treatment engagement, and long-term recovery outcomes.
Assets
Strong homelessness-services partners and community-level engagement.
Widespread recognition that housing is a core behavioral health and justice issue.
Providers implementing innovative models in isolated pockets.
Strong interest in Housing First–aligned strategies.
Gaps
Insufficient supportive housing and transitional units for individuals with behavioral
health needs.
Limited stabilization housing for those exiting jail, hospitals, or crisis settings.
Fragmented case management across providers.
Limited landlord engagement and incentive structures.
Opportunities
Expand supportive housing tied to behavioral health and justice systems.
Create transitional units connected to reentry and diversion programs.
Strengthen housing navigation and tenancy supports.
Centralize tracking of available housing units to improve placement efficiency.
Engage landlords through targeted incentive programs.
1.6 DATA, TECHNOLOGY & SYSTEM
COORDINATION
Spokane lacks a unified data infrastructure capable of supporting cross-system decision-making,
outcome tracking, and coordination. Stakeholders repeatedly emphasized data challenges as a top
priority for improvement.
Assets
Broad willingness among agencies to improve data sharing.
12
Interest from local universities in supporting evaluation and research partnerships.
Community momentum for increased system transparency.
Existing pockets of interoperable systems within health networks.
Gaps
Fragmented, incompatible data systems across agencies.
Lack of standardized data definitions and shared metrics.
Limited ability to track individuals across systems or measure outcomes.
Minimal public-facing performance dashboards.
Opportunities
Develop a unified data-sharing framework with common standards.
Launch public-facing dashboards to track system performance.
Establish university partnerships for analytics, predictive modeling, and outcome
evaluation.
Improve timely release of meaningful system data to decision-makers.
1.7 WORKFORCE, CAPACITY &
FUNDING
Behavioral health, crisis response, and reentry systems all suffer from staffing shortages that
limit capacity, increase burnout, and slow the pace of reform.
Assets
Dedicated and mission-driven workforce across agencies.
Philanthropic partners willing to support innovation and capacity-building.
Providers open to expanded training and system redesign.
Gaps
Severe shortages of psychiatric providers and clinical staff.
Retention challenges due to compensation constraints and burnout.
Limited specialty care capacity, especially for co-occurring disorders.
Insufficient coordinated workforce pipeline efforts.
Opportunities
Develop coordinated workforce pipelines through schools, colleges, and universities.
Implement retention and compensation strategies.
13
Expand training in trauma-informed care, crisis response, and integrated systems.
Strengthen peer-support pathways and credentialing programs.
1.8 CROSS-SYSTEM COLLABORATION
& COMMUNITY STRENGTHS
One of Spokane’s most significant assets is the community’s collaborative spirit. Judicial
leaders, clinicians, law enforcement, business partners, and service providers consistently
expressed a shared commitment to improving outcomes for vulnerable residents.
Assets
Strong judicial leadership guiding reform efforts.
Engaged philanthropic partners supporting innovation.
Active participation from the business community.
Providers committed to cross-system collaboration and information sharing.
Gaps
Absence of a single coordinating entity to drive implementation.
Limited formal governance structures for systemwide oversight.
Need for improved community engagement and transparency.
Inconsistent mechanisms for incorporating lived experience voices.
Opportunities
Establish a countywide governance body to oversee implementation.
Embed lived experience voices in planning and evaluation processes.
Strengthen public awareness efforts to reduce stigma and improve engagement.
Align narratives and messaging across sectors to support cultural change.
14
SECTION 2 — GAPS, PRIORITIES &
STAKEHOLDER COMMENTARY
2.0 OVERVIEW
Through interviews, breakout sessions, written submissions, and system-mapping discussions,
Spokane stakeholders consistently identified a set of gaps and priorities that cut across the
behavioral health and justice systems. While Spokane benefits from strong partnerships and a
committed provider network, significant structural issues limit the system’s overall effectiveness.
Stakeholders noted fragmentation between crisis response, courts, treatment providers, reentry
supports, and housing partners. They emphasized that Spokane has “the right people at the
table,” but lacks the unified infrastructure and resourcing required for sustained system
transformation.
The following subsections summarize the most frequently cited priorities and concerns shared
across disciplines—including courts, law enforcement, behavioral health providers, emergency
responders, advocates, and individuals with lived experience.
2.1 HIGHLIGHTED PRIORITIES &
STAKEHOLDER COMMENTARY
Stakeholders identified several urgent, cross-cutting priorities that must be addressed for
Spokane’s system to operate as a coordinated, modern continuum of care.
Key Themes from Stakeholders
Crisis system strain and fragmentation.
Responders described inadequate stabilization capacity and inconsistent handoff
processes, resulting in avoidable emergency room utilization and jail bookings.
Inconsistent diversion pathways.
Courts, prosecutors, defense counsel, and clinicians emphasized the lack of standardized,
countywide diversion options across intercepts and judicial levels.
Reentry gaps leading to cyclical system involvement.
Providers reported that individuals frequently leave jail or hospitals without medication
continuity, identification, benefits reinstatement, or secured housing.
15
Housing scarcity as the system’s greatest barrier.
Nearly every stakeholder identified the lack of supportive and transitional housing as the
most significant challenge to improving outcomes.
Workforce shortages limiting access to care.
Behavioral health agencies, crisis teams, and reentry providers all struggle with staffing
shortages that reduce capacity and delay services.
Need for system governance and shared accountability.
Stakeholders repeatedly requested a permanent, cross-system governance structure to
guide implementation and track progress.
Representative Stakeholder Observations
“We have the right intentions, but not the infrastructure.”
“Housing is the foundation of everything we are trying to fix.”
“Our crisis response system is fragmented and overloaded.”
“We need a data system that actually talks to itself.”
“People leave jail and go straight back to homelessness, and the cycle repeats.”
These perspectives demonstrate broad alignment across sectors and lay the foundation for the
recommendations that follow.
2.2 COMPETENCY & CIVIL SYSTEM
REFORM — PRIORITIES
Stakeholders across the courts, behavioral health agencies, jail leadership, law enforcement,
hospitals, and community organizations identified the competency and civil commitment
systems as major pressure points in Spokane’s behavioral health and justice continuum. These
systems were described as bottlenecks,overloaded, and insufficiently aligned with diversion,
crisis response, and community-based stabilization pathways.
Core Challenges Identified
Lengthy wait times for competency evaluations and restoration services, contributing to
extended jail stays for individuals with significant behavioral health needs.
Limited coordination between hospitals, jail clinicians, courts, and outpatient providers
when determining competency status or restoration referrals.
Insufficient community-based alternatives to competency restoration for individuals
whose offenses or clinical profiles may be better addressed through treatment diversion.
Civil commitment bottlenecks, including limited evaluation capacity and restricted
availability of appropriate inpatient or step-down placements.
Lack of structured handoff procedures between inpatient civil settings, outpatient
providers, and community supports, leading to recycled crises and repeat justice
involvement.
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Stakeholder Priorities for Reform
Implement earlier and standardized screening to identify individuals who may benefit
from treatment or diversion pathways rather than competency proceedings.
Develop community-based alternatives to formal restoration for eligible low-level
cases.
Strengthen cross-agency coordination, ensuring courts, clinicians, evaluators, and case
managers have access to timely, relevant information.
Expand clinical and evaluation capacity to reduce wait times for assessments.
Improve post-restoration transition planning, particularly around medication
continuity, housing supports, and coordinated outpatient follow-up.
Align civil and forensic processes to support the broader goals of the justice and
behavioral health systems, reducing unnecessary system churn.
Representative Stakeholder Perspectives
“Competency cases are clogging the system.”
“We need better alternatives for people who don’t need to be in a restoration pipeline.”
“There is no warm handoff between competency restoration and community care.”
“The civil system is stretched beyond capacity.”
Taken together, these concerns support the need for Spokane to strengthen the front-end
behavioral health response, expand diversion pathways, increase evaluation and stabilization
resources, and create formalized coordination mechanisms across agencies.
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SECTION 3 — ACTION PLANNING AT
THE SUMMIT
During the Spokane Behavioral Health & Justice Summit, stakeholders from across the county
engaged in targeted breakout sessions aligned with the Sequential Intercept Model (SIM). Each
group identified goals, action strategies, system barriers, and required partners to improve
Spokane’s behavioral health and justice continuum. The following subsections reflect the
synthesized themes and prioritized strategies from those sessions.
3.0 INTERCEPT 0–1: PREVENTION,
CRISIS RESPONSE & DEFLECTION
Narrative Overview
The Intercept 0–1 breakout group emphasized the need for a more seamless, coordinated crisis
response system that reduces reliance on emergency departments and jail bookings. Stakeholders
highlighted the need for strengthened 911/988 integration, expanded mobile crisis services,
improved warm handoffs, and increased early-deflection opportunities for individuals
experiencing behavioral health crises.
Goals
Improve early identification of behavioral health needs during crisis response.
Strengthen 911/988 routing and coordination to ensure the right response at the right
time.
Expand mobile crisis teams and co-responder models.
Reduce unnecessary law enforcement engagement when clinical responses are more
appropriate.
Establish protocols for warm handoffs to behavioral health providers.
Action Strategies
Develop unified 911/988 call-routing protocols.
Expand and coordinate mobile crisis and co-responder teams across Spokane County.
Standardize warm-handoff procedures from responders to treatment providers.
Implement crisis prevention and early-intervention supports in high-need communities.
Increase community outreach to reduce stigma and improve awareness of crisis services.
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Barriers & System Needs
Limited crisis stabilization capacity.
Fragmented communication systems across 911, 988, and crisis responders.
Workforce shortages affecting crisis response staffing.
Insufficient deflection pathways for law enforcement.
Need for expanded clinical resources to support round-the-clock response.
Required Partners
Crisis response providers
Law enforcement agencies
911 and 988 call centers
Emergency medical services
Behavioral health treatment providers
Community-based organizations
Peer support networks
Local hospitals and care coordinators
3.1 INTERCEPT 2–3: POST-ARREST,
COURT PROCESSING & JAIL
DIVERSION
Narrative Overview
The Intercept 2–3 breakout group emphasized the urgent need to establish a clear, standardized
post-arrest diversion system that identifies individuals with behavioral health needs early and
routes them into appropriate care. Stakeholders stressed gaps in screening tools, data sharing,
warm handoffs, and treatment capacity, all of which limit successful diversion.
Goals
Create a countywide post-arrest diversion system with clear eligibility pathways.
Implement validated behavioral health screening at early decision points.
Strengthen coordination and data sharing between courts, jails, clinicians, and treatment
providers.
Promote court practices that support stabilization rather than unnecessary detention.
Expand treatment access to ensure diversion decisions are clinically grounded.
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Action Strategies
Develop a written collaborative agreement between courts, prosecutors, defense, jail
health, and treatment providers.
Implement validated screening tools (e.g., ORAS, TCU-DS) at booking and pre-
arraignment.
Enable real-time information sharing between jail clinicians and courts.
Expand therapeutic court capacity, including misdemeanor-level access.
Create standardized protocols for warm handoffs from jail to treatment.
Develop early-diversion pathways for eligible individuals.
Provide behavioral health training for judges, attorneys, and jail staff.
Ensure MAT and psychiatric medication continuity during custody.
Barriers & System Needs
Lack of consistent diversion processes across judicial levels.
Insufficient treatment capacity to support diversion decisions.
Limited real-time information sharing across agencies.
Behavioral health workforce challenges across intercepts.
Staffing shortages affecting jail-based screening and rapid diversion.
Required Partners
Superior, District, and Municipal Courts
Prosecutor’s and Public Defender’s Offices
Jail leadership and correctional staff
Behavioral health providers
Pretrial services
Community-based organizations
Peer support networks
Housing and case management partners
3.2 INTERCEPT 4–5: REENTRY,
COMMUNITY STABILIZATION & LONG-
TERM RECOVERY
Narrative Overview
The Intercept 4–5 breakout group emphasized that Spokane’s reentry system is strained by
limited coordination, insufficient housing availability, and inconsistent support structures for
individuals returning from jail, prison, or inpatient treatment settings. Stakeholders highlighted
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the need for coordinated warm handoffs, stable housing pathways, employment opportunities,
and consistent medication and treatment access.
Goals
Build a coordinated reentry system with standardized processes and clear roles.
Ensure warm handoffs from custody or inpatient settings to treatment and community
supports.
Improve access to supportive, transitional, and long-term housing.
Strengthen employment pathways and community integration supports.
Ensure consistent access to psychiatric medications, MAT, and medical care.
Action Strategies
Create a unified reentry coordination team linking jail staff, providers, peers, and housing
partners.
Implement standardized reentry plans with scheduled appointments prior to release.
Establish transitional housing units for individuals exiting jail or inpatient treatment.
Ensure medication continuity and MAT access upon release.
Strengthen partnerships with landlords and housing agencies.
Increase SOAR capacity for benefits reinstatement.
Build employment pipelines through partnerships with local employers.
Embed peer support throughout reentry navigation.
Improve information sharing between jail health teams and reentry providers.
Barriers & System Needs
Shortage of supportive housing and transitional units.
Limited coordination between jail release teams and community providers.
Workforce shortages in reentry navigation, case management, and clinical roles.
Lack of incentives for private landlords.
Limited availability of employment supports and workforce training programs.
Challenges in obtaining identification and benefits prior to release.
Required Partners
Jail administrators and reentry coordinators
Behavioral health agencies
Peer-support organizations
Housing authorities and landlords
Workforce development boards
Hospitals and primary care providers
Courts and community supervision agencies
Benefit navigators (SOAR specialists)
Community and faith-based organizations
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3.3 CROSS-INTERCEPT THEMES
Across all breakout groups, stakeholders identified several recurring themes that impact every
stage of Spokane’s behavioral health and justice continuum. These themes highlight foundational
system issues that contribute to high utilization of emergency rooms, jails, crisis responses, and
homelessness services.
Key Cross-Intercept Themes
Need for unified governance and shared leadership.
A countywide governance body is essential to coordinate implementation, monitor
progress, and ensure accountability across agencies.
Housing as a foundational driver of system outcomes.
Nearly every discussion identified supportive and transitional housing as the most critical
need affecting all intercepts.
Data fragmentation and lack of real-time information sharing.
Stakeholders repeatedly cited the inability to share data across systems as a major barrier
to diversion, crisis coordination, reentry, and decision-making.
Behavioral health workforce shortages.
Shortages in clinicians, peers, crisis responders, case managers, and reentry navigators
limit system capacity and slow reform.
Importance of warm handoffs at all intercept points.
Stakeholders emphasized that linkage—not referral—is essential to improve engagement
and reduce recidivism.
Expansion of evidence-based diversion and treatment practices.
Stakeholders expressed widespread support for scaling diversion programs and aligning
them across courts.
Need for culturally responsive and trauma-informed care.
Providers emphasized the importance of expanding culturally specific services and
integrating trauma-informed approaches across the system.
Growing engagement from the business community.
Employers increasingly recognize the impact of behavioral health and homelessness on
workforce and economic development.
These themes demonstrate broad alignment across sectors and reinforce the need for coordinated
implementation of the recommendations presented in this report.
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3.4 PHASE I IMPLEMENTATION
ROADMAP
The following roadmap outlines near-term actions Spokane can implement within 12–18 months
to build momentum and establish foundational structures for long-term system transformation.
These strategies focus on governance, data integration, crisis response, diversion practices,
reentry coordination, housing partnerships, and workforce development.
Phase I Priorities
Establish a system governance structure with defined authority, representation, and
reporting mechanisms.
Establish a Tribal Nations Collaboration Workgroup
Launch a countywide data integration effort, including shared standards, a data-
sharing framework, and development of public dashboards.
Expand crisis response and mobile services, including improved 911/988 coordination
and increased coverage for mobile crisis teams and co-responder units.
Implement standardized behavioral health screening, using validated tools at
booking, pre-arraignment, and early decision points in the courts.
Formalize post-arrest diversion pathways, supported by a written multi-agency
agreement and coordinated decision-making across courts.
Strengthen reentry coordination, including scheduled follow-up appointments, peer-
support integration, and medication continuity for individuals leaving jail or inpatient
settings.
Increase supportive and transitional housing options, with targeted incentives for
landlords and partnerships with housing authorities.
Develop workforce pipelines and retention strategies, including collaboration with
universities and expanded training in crisis response, trauma-informed care, and diversion
practices.
Implement early wins, such as standardized warm handoffs, high-utilizer flagging, and
enhanced public communication about system reforms.
Collaboration with Tribal Nations
Description:
The Report recommends the establishment of a representative workgroup to strengthen
collaboration with Tribal Nations in the Spokane region. Tribal Nations are sovereign
governments and essential partners in addressing behavioral health, justice involvement,
homelessness, and community wellness. While Tribal programs and perspectives were
referenced during the Assessment process, a dedicated and structured engagement effort is
necessary to fully identify Tribal assets, gaps, and opportunities for coordinated action across
systems.
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Purpose:
The Tribal Nations Collaboration Workgroup will be charged with developing a clear, actionable
framework for ongoing partnership between Spokane County, local jurisdictions, and Tribal
Nations. Its work will focus on identifying existing Tribal services and resources, clarifying
points of intersection with county and city systems, and recommending strategies to improve
coordination, access, cultural responsiveness, and outcomes for Native individuals and families.
Scope of Work:
The Workgroup should be tasked with:
Identifying Tribal behavioral health, housing, justice, crisis response, and community-
based resources serving Native populations in the Spokane region.
Assessing system gaps, barriers, and duplications affecting Tribal members’ access to
services across behavioral health and justice systems.
Identifying opportunities for improved collaboration, including information sharing,
referral pathways, diversion options, crisis response coordination, reentry planning, and
culturally responsive practices.
Recommending governance, communication, and coordination structures to support
sustained collaboration with Tribal Nations.
Developing short-term and long-term recommendations for integration into the broader
behavioral health and justice system roadmap.
Composition:
The Workgroup should include representatives designated by Tribal Nations, along with limited
representation from Spokane County, courts, behavioral health providers, housing partners, and
other relevant system stakeholders, as appropriate. Participation should respect Tribal
sovereignty and be guided by principles of mutual respect, shared decision-making, and
transparency.
Timeline and Deliverables:
The Workgroup should be convened within six months of Report adoption and deliver a written
summary of findings and recommendations to the Task Force within a defined timeframe.
Findings should inform future implementation phases of the Roadmap and be incorporated into
ongoing system planning and accountability structures.
Implementation Considerations:
This recommendation is intended as a foundational step toward sustained, government-to-
government collaboration. The Workgroup’s efforts should complement, not duplicate, existing
initiatives and should align with the Report’s broader goals of system integration, equity, and
improved outcomes.
These Phase I strategies create the infrastructure needed for Spokane to scale more advanced
crisis stabilization, diversion, housing, and treatment initiatives over time.
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SECTION 4 — SPOKANE RESOURCES
4.0 OVERVIEW OF THE RESOURCE
ECOSYSTEM
Spokane’s behavioral health and justice systems rely on a diverse network of agencies,
programs, and providers to meet the needs of individuals experiencing crisis, mental illness,
substance use disorders, homelessness, and justice involvement. These resources form the
operational backbone of the system—supporting crisis intervention, diversion, treatment,
housing, stabilization, reentry, recovery, and long-term success.
This catalog is not exhaustive. Instead, it reflects the programs and organizational assets most
frequently identified during interviews, breakout sessions, and document reviews. The objective
is to help leaders understand:
What resources currently exist
How these resources function across the Sequential Intercept Model
Where gaps limit performance
Where investments or coordination improvements can strengthen the continuum
Each subsection below highlights the major resource categories across crisis response, justice
processes, treatment, housing, reentry, data infrastructure, workforce training, and funding.
4.1 CRISIS RESPONSE &
STABILIZATION RESOURCES
Crisis Outreach & Mobile Response
Mobile Crisis Teams (MCTs):
Provide in-field crisis intervention, de-escalation, stabilization, and linkage to ongoing
services. Operate independently or alongside law enforcement depending on call type.
Co-Responder Models:
Teams pairing behavioral health clinicians with law enforcement officers to respond to
behavioral health–related 911 calls.
988 Behavioral Health Crisis Line:
Offers 24/7 crisis assessment, stabilization support, and connections to crisis services or
mobile response.
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Community-Based Crisis Providers:
Behavioral health agencies that dispatch crisis responders, provide follow-up support, and
coordinate stabilization planning.
Crisis Receiving & Stabilization Facilities
Crisis Stabilization Units (CSUs):
Short-term stabilization beds providing assessment, observation, detox support, and
referral to ongoing treatment.
Sobering Centers:
Safe, monitored environments for detoxification, reducing reliance on emergency
departments and law enforcement.
Hospital-Based Crisis Care:
Emergency departments and inpatient psychiatric units providing acute stabilization and
clinical evaluation.
Crisis Triage Services:
Intake, evaluation, and stabilization planning for individuals routed through 911/988 or
community responders.
First Responder Support & Integration
Crisis Intervention Team (CIT) Training:
Specialized training for law enforcement officers in de-escalation, mental health
awareness, and diversion.
EMS Behavioral Health Coordination:
Paramedics and EMTs trained to identify behavioral health needs and initiate referral
pathways.
Unified Dispatch Coordination (911/988):
Emerging efforts to align dispatch protocols to ensure behavioral health calls receive
appropriate clinical responses.
4.2 JUSTICE SYSTEM RESOURCES
Law Enforcement & Early-Intercept Resources
Behavioral Health Liaisons:
Officers trained to identify mental health needs and connect individuals to services.
Pre-Arrest Deflection Programs:
Initiatives offering treatment or crisis stabilization instead of arrest for individuals
experiencing behavioral health episodes.
Flagging & Information Alerts:
Tools to identify high utilizers or individuals with recurring behavioral health needs to
inform response strategies.
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Court-Based Resources
Therapeutic Courts (Mental Health, Drug, Veterans, Community Court):
Problem-solving court models focused on treatment, accountability, and recovery.
Court-Based Behavioral Health Clinicians:
Clinicians embedded in court settings to assist with screening, assessment, treatment
linkage, and case coordination.
Administrative Orders & SOPs Supporting Behavioral Health:
Court policies promoting trauma-informed practices, screening, and release processes
aligned with clinical needs.
Jail & Detention Resources
Jail Behavioral Health Services:
In-custody clinicians providing assessment, treatment, crisis intervention, and continuity
of care planning.
Medication-Assisted Treatment (MAT):
Evidence-based opioid treatment options for incarcerated individuals.
In-Custody Programming:
Therapy groups, classes, peer-support programs, and case management aimed at
stabilization and readiness for release.
Competency Screening & Restoration Coordination:
Identification and referral of individuals requiring competency evaluation and restoration
services.
Release Planning & Warm Handoffs:
Efforts to connect individuals leaving custody with housing, treatment providers,
medication, and peer support.
Legal System Support Services
Public Defender Behavioral Health Support:
Clinicians and case managers supporting defense attorneys in preparing diversion plans
and identifying treatment options.
Prosecutor-Led Diversion Pathways:
Charging alternatives and deferred prosecution options.
Pretrial Services:
Screening, supervision, risk assessment, and case management promoting public safety
and treatment engagement.
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4.3 BEHAVAVIORAL HEALTH
TREATMENT & SUPPORT SERVICES
Outpatient & Community-Based Treatment
Outpatient Mental Health Clinics:
Provide counseling, psychiatric services, medication management, and case management.
Substance Use Disorder (SUD) Outpatient Programs:
Offer individual and group therapy, relapse prevention, and recovery support.
Co-Occurring Disorder (COD) Treatment Providers:
Specialized programs designed for individuals with both mental health and substance use
conditions.
Medication Management Services:
Psychiatrists, ARNPs, and integrated primary care providers offering medication
stabilization and monitoring.
Community-Based Rehabilitation Services:
Life skills, ADLs support, and community reintegration services.
Inpatient, Residential & Higher-Acuity Services
Inpatient Psychiatric Units:
Hospital-based acute stabilization for individuals with severe psychiatric symptoms.
Residential SUD Programs:
Longer-term structured treatment environments for individuals requiring intensive
support.
Detox & Withdrawal Management Programs:
Medically monitored settings for safe withdrawal from substances.
Secure or Lockable Behavioral Health Facilities:
Settings appropriate for individuals under civil commitment or requiring enhanced
security during treatment.
Peer Support & Recovery Services
Peer Recovery Coaching:
Lived-experience professionals providing mentorship, navigation, and advocacy.
Recovery Community Organizations (RCOs):
Centers offering peer-led groups, activities, and wellness programming.
Young Adult Peer Services:
Programs designed for ages 18–25, focusing on engagement, education, and life skills.
Trauma-Informed & Culturally Responsive Services
Trauma-Informed Care:
Providers delivering care grounded in an understanding of trauma and its effects.
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Culturally Specific Behavioral Health Services:
Programs grounded in culturally aligned practices and community norms.
Language Access & Interpretation Services:
Supports ensuring equitable access for individuals with limited English proficiency.
Specialized Programs & Supportive Care
Assertive Community Treatment (ACT):
Intensive multidisciplinary teams serving individuals with high needs.
Supported Employment:
Vocational specialists and employment programs designed to support job readiness and
placement.
Young Adult Treatment Pathways:
Early-intervention treatment tracks tailored for individuals aged 18–25.
Forensic & Justice-Involved Treatment Services:
Clinical programs designed for individuals active in courts or supervision settings.
4.4 HOUSING, HOMELESSNESS &
COMMUNITY SUPPORT RESOURCES
Emergency Shelter & Crisis Housing
Low-Barrier Shelters:
Provide immediate, accessible nighttime housing with minimal entry requirements.
Family & Youth Shelters:
Safe short-term housing options specifically for families and young people.
Weather-Activated Warming Centers:
Seasonal shelters activated during extreme weather conditions.
Transitional & Bridge Housing
Reentry Transition Units:
Housing for individuals exiting jail or inpatient treatment settings.
Sober Living & Recovery Housing:
Drug- and alcohol-free environments supporting recovery.
Short-Stay Stabilization Housing:
Temporary housing supporting individuals during periods of crisis stabilization or
transition.
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Supportive Housing
Permanent Supportive Housing (PSH):
Long-term housing paired with case management and treatment services.
Transitional Supportive Housing:
Time-limited housing with structured supports for individuals transitioning from
homelessness or incarceration.
Housing First–Aligned Programs:
Programs prioritizing immediate housing access with voluntary services.
Street Outreach, Navigation & Case Management
Street Medicine Teams:
Mobile healthcare services delivered directly to unsheltered populations.
Homeless Outreach Teams:
Outreach workers linking individuals to shelter, treatment, and case management.
Housing Navigators & Tenancy Supports:
Supports to assist individuals in securing and maintaining housing.
SSI/SSDI Outreach, Access, and Recovery (SOAR):
Benefits acquisition support for individuals experiencing homelessness with behavioral
health needs.
Community-Based Supports
Faith-Based Assistance Programs (food, clothing, basic needs).
Community Centers & Drop-In Sites for engagement and daily supports.
Mutual Aid & Nonprofit Organizations providing essential services.
4.5 REENTRY RESOURCES
Reentry Coordination & Case Management
In-Jail Reentry Specialists:
Staff responsible for discharge planning, appointment scheduling, and linkage to services.
Community-Based Reentry Navigators:
Providers assisting with transportation, case management, and immediate transition
support.
Peer Reentry Supports:
Individuals with lived experience providing mentorship, motivation, and navigation
assistance.
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Housing & Stability Supports
Transitional Reentry Housing:
Units immediately available for individuals exiting custody.
Supportive Housing Partnerships:
Connections with PSH providers for individuals with high behavioral health needs.
Landlord Engagement Programs:
Incentives and supports to expand private-market housing participation.
Employment & Daily Living Supports
Supported Employment Programs:
Vocational services supporting job readiness and placement.
Workforce Development Boards & Training Programs:
Apprenticeships, certificate programs, and career pathways aligned with local employers.
Life Skills & ADL Classes:
Budgeting, communication, conflict resolution, and self-management skills.
Medical, Behavioral Health & Medication Continuity
Scheduled Post-Release Appointments:
Behavioral health or primary care visits arranged prior to release.
Medication Continuity Programs:
Ensuring prescriptions and medication supplies are provided upon release.
MAT Continuity Pathways:
Bridging in-custody MAT services to community providers.
Benefits Reinstatement & Documentation
SOAR Benefits Navigation:
Support for individuals needing SSI/SSDI access.
ID & Documentation Assistance:
Helping individuals obtain identification, birth certificates, and Social Security cards.
4.6 DATA, TECHNOLOGY & SYSTEM
COORDINATION RESOURCES
Justice & Corrections Data Systems
Jail Management Systems:
Track booking, classification, medical records, and release planning.
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Court Case Management Systems:
Handle scheduling, case tracking, supervision, and diversion monitoring.
Pretrial Services Databases:
Capture screening results, risk data, supervision levels, and reminders.
Behavioral Health Data Systems
Electronic Health Records (EHRs):
Used for assessments, treatment plans, medication management, and documentation.
988/Crisis Line Data Platforms:
Capture call data, referral outcomes, and incident types.
Interoperability Platforms:
Systems used for shared care plans or cross-provider communication.
Cross-System Data Integration Efforts
Information Sharing Agreements (MOUs/ISAs):
Agreements enabling secure data sharing between agencies.
University Partnerships:
Collaborations supporting analytics, evaluation, and outcome monitoring.
Predictive Analytics & Case Management Tools (Proposed):
Tools to identify high utilizers and improve resource allocation.
Public-Facing Dashboards & Transparency Tools
Community Dashboards (Planned/Proposed):
Public reporting on crisis response, housing, treatment capacity, and outcomes.
Performance Measurement Tools:
Instruments for monitoring progress toward diversion, crisis improvement, and reentry
outcomes.
Technology Supports for Coordination
Telehealth Platforms supporting psychiatric care and remote therapy.
Closed-Loop Referral Systems enabling confirmation of service linkage.
Real-Time Flagging Systems (Proposed)for high utilizers and repeat crisis/jail
involvement.
4.7 WORKFORCE, TRAINING &
IMPLEMENTATION RESOURCES
Training & Education Programs
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Crisis Intervention Team (CIT) Training:
De-escalation and mental health training for first responders.
Trauma-Informed Care Training:
Integrated training across agencies.
Cultural Competency & Equity Training:
Supports equitable, culturally aligned service delivery.
Forensic & Justice-Oriented Behavioral Health Training:
Specialized training for clinicians and justice staff.
Workforce Development & Pipeline Efforts
University & College Partnerships:
Recruitment pipelines for clinicians, nurses, social workers, and peers.
Residency & Internship Programs:
Rotations for psychiatry, nursing, counseling, and social work.
Peer Certification Programs:
Credentialing for peer specialists and recovery coaches.
System Capacity Building
Cross-System Training Initiatives bringing law enforcement, courts, and providers
together.
Leadership Development for supervisors and managers.
Implementation Technical Assistance for systems-level projects.
Workforce Sustainability & Retention Supports
Loan Repayment & Tuition Assistance for clinicians and peers.
Wellness & Resilience Supports for law enforcement, EMS, and crisis staff.
Burnout Prevention Initiatives to reduce turnover.
4.8 FUNDING SOURCES & STRATEGIC
OPPORTUNITIES
Federal Funding Sources
SAMHSA Grants (mobile crisis, crisis services, SUD treatment, harm reduction).
HRSA Workforce Grants for training and expansion.
HUD Programs (PSH, homelessness prevention, rental subsidies).
DOJ/BJA Grants for CIT, diversion programs, reentry, and data modernization.
Medicaid Opportunities supporting crisis services, care coordination, and treatment.
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State & Local Funding Opportunities
Washington State Medicaid/Managed Care for outpatient and crisis services.
State Homeless Housing Funds supporting outreach and housing navigation.
County Behavioral Health Funds including levy dollars and enhancement funds.
Public Safety or Criminal Justice Grants for treatment, diversion, and stabilization.
Philanthropic & Private Sector Funding
Local Foundations supporting housing, diversion infrastructure, and pilots.
National Philanthropic Organizations supporting innovative models and data
integration.
Business Community Partnerships supporting employment, training programs, and
supportive housing initiatives.
Braided & Blended Funding Approaches
Coordinating federal, state, local, philanthropic, and private resources.
Developing multi-year financial strategies tied to measurable outcomes.
Reducing duplication and maximizing impact through cross-agency funding alignment.
4.9 SUMMARY: BUILDING A
CONNECTED RESOURCE NETWORK
Spokane’s resource ecosystem reflects a strong base of committed partners, innovative
programming, and recognized system needs. However, these resources must be connected
through:
Unified governance
Shared data systems
Stable funding
Strong coordination
Workforce strategies
Community-based partnerships
A connected network will strengthen crisis response, reduce unnecessary jail involvement,
expand treatment access, stabilize housing pathways, and promote long-term recovery.
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SECTION 5 — SHORT-, MID- & LONG-
TERM RECOMMENDATIONS
The following recommendations were consolidated from the Spokane Roadmap to
Improvement (December 2025) and categorized as Short-Term, Mid-Term, or Long-
Term based on resource requirements, feasibility, and implementation complexity.
5.0 SHORT-TERM RECOMMENDATIONS
(No Resources Needed)
(Actions Spokane can implement immediately using existing staff, partnerships, and processes.)
Prevention, Crisis Response & Pre-Arrest Deflection
Implement shared 911/988 routing protocols.
Initiate a PMHD (Possible Mental Health Defendant) flag on arrest forms or affidavits.
Jails & Courts
Develop standardized warm-handoff protocols supported by metrics.
Pilot a weekly, multidisciplinary jail population review team.
Develop standard release times and protocols across jail shifts.
Reentry, Discharge & Community Corrections
Strengthen warm-handoff protocols and discharge planning for individuals exiting jail,
hospital settings, prisons, or the state hospital.
Note: This appears as both a short-term and mid-term recommendation due to its layered
requirements.
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5.1 MID-TERM RECOMMENDATIONS
(Some Resources or Research Needed)
(Requires modest investment, planning, staffing expansion, or system adjustments.)
Prevention, Crisis Response & Pre-Arrest Deflection
Expand CIT law enforcement training and launch the first phase of expanded co-
responder teams.
Develop pre-arrest deflection systems countywide.
Jails & Courts
Implement universal, validated clinical screening tools at jail intake (e.g., ORAS, TCU-
DS), conducted by clinicians.
Begin building real-time data-sharing infrastructure across courts, jail health, prosecutors,
defenders, and treatment providers.
Expand Medication-Assisted Treatment (MAT) and Long-Acting Injectables (LAI) in the
jail.
Fund and launch post-arrest diversion systems across Superior, District, and Municipal
Courts (mid-term phase).
Coordinate civil commitment screening at jail release times.
Implement judicial review templates for potential competency cases.
Reentry, Discharge & Community Corrections
Expand SSI/SSDI (SOAR) benefit enrollment supports and referral pathways.
Develop landlord incentive packages to expand available housing.
Create employer partnerships across hospitality, corrections, healthcare, and trades
sectors.
Expand warm-handoff and discharge planning with embedded metrics and accountability
(mid-term component).
Facilities, Infrastructure & Treatment Continuum
Develop a young-adult (18–25) treatment pathway.
Integrate trauma-informed and culturally responsive care across providers.
Build public-facing metrics dashboards (mid-term phase).
Strengthen university partnerships for research, evaluation, and workforce development.
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5.2 LONG-TERM RECOMMENDATIONS
(Investments Needed)
(Require capital investments, sustained funding, new facilities, or significant workforce
expansion.)
Prevention, Crisis Response & Pre-Arrest Deflection
Full expansion of CIT and co-responder services countywide.
Launch non-refusal Crisis Receiving Center planning and development.
Implement ACEs screening and early-intervention programs in schools.
Strengthen care coordination across behavioral health and law enforcement agencies.
Establish or expand Spokane’s Crisis Stabilization Center with extended stays and
integrated care coordination.
Jails & Courts
Fully develop real-time, interoperable data-sharing systems across agencies (long-term
component).
Fully fund and implement comprehensive post-arrest diversion systems (long-term
component).
Design and implement community-based alternatives to competency restoration.
Develop Involuntary Treatment Act (ITA) reform recommendations.
Reentry, Discharge & Community Corrections
Build comprehensive reentry services, including MAT continuity, robust housing
supports, and employment pathways.
Facilities, Infrastructure & Treatment Continuum
Expand 24/7/365 treatment access and capacity across behavioral health services.
Finalize Crisis Receiving Center design and establish operations.
Expand LAI, psychiatric support, and crisis services.
Examine a Diversion Facility for the acutely ill (Miami Center–style model).
Build out dashboards (continuing mid-term work).
Expand use of peers across all intercepts.
Develop fully integrated systems of care bridging courts, behavioral health, housing, and
healthcare sectors.
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5.3 SUMMARY & NEXT STEPS
Spokane County is poised to implement a modern, coordinated behavioral health and justice
system that reduces unnecessary system involvement, strengthens crisis response, and promotes
long-term stability for individuals with behavioral health needs. This Assessment highlights both
the substantial strengths within Spokane’s current system and the clear opportunities for
improvement.
Immediate Next Steps
Establish Task Force subcommittees aligned with the major system domains (crisis
response, diversion, housing, reentry, data integration, and workforce) to develop detailed
implementation plans, timelines, and measurable performance targets.
Operationalize short-term, no-resource-required strategies to build early momentum
and demonstrate visible system improvements.
Prioritize mid-term recommendations that build capacity, expand service availability,
and strengthen data systems.
Begin planning for long-term investments, including Crisis Receiving Center
development, supportive housing expansion, and a modernized diversion continuum.
Closing Perspective
Spokane has the leadership, commitment, and collaborative culture necessary to transform its
behavioral health and justice systems. By advancing these recommendations in a phased and
coordinated manner, Spokane can:
Reduce unnecessary jail and emergency department utilization
Improve public safety and community well-being
Expand access to behavioral health treatment and supportive services
Strengthen housing stability
Support long-term recovery and independence
Improve fairness and efficiency across the justice system
This report offers a blueprint for the future—a pathway toward a humane, effective, data-driven
system capable of meeting the complex needs of Spokane’s residents. With aligned leadership,
strategic investment, and sustained collaboration, Spokane can become a national model for
behavioral health and justice reform.
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CITY OF SPOKANE VALLEY
Request for Council Action
Meeting Date: January 20, 2026 Department Director Approval:
Check all that apply: consent old business new business public hearing
informationadmin. reportpending legislationexecutive session
AGENDA ITEM TITLE:Administrative Report: 2026 Legislative Session
GOVERNING LEGISLATION: N/A
PREVIOUS COUNCIL ACTION TAKEN: October 7, 2025: Motion Consideration adopting the
2026 State Legislative Agenda.
BACKGROUND: The State legislative session began on January 11, 2026 and will adjourn on
March 12, 2026. Staff and the City’s state lobbyist, Gordon Thomas Honeywell (GTH) are already
monitoring several dozen bills that align with the City’s State Legislative Agenda or may have an
impact on City priorities and policies.
At the January 20, 2026 council meeting, staff will discuss selected bills and seek input from
council.
OPTIONS: Discussion only
RECOMMENDED ACTION OR MOTION: Discussion only
BUDGET/FINANCIAL IMPACTS: N/A
STAFF CONTACT: Virginia Clough, Legislative Policy Coordinator
ATTACHMENTS: 2026 State Legislative Agenda