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HomeMy WebLinkAbout2026, 03-10 Special Meeting PacketAGENDA SPOKANE VALLEY CITY COUNCIL SPECIAL COUNCIL MEETING Tuesday, March 10, 2026 5:00 P.M. Remotely via ZOOMMeeting 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. No formal public comments or testimony will be accepted. • Join the Zoom WEB Meeting MEETING CONVENES AT 5:00 P.M. PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF AGENDA NON -ACTION ITEMS: 1. Admin Report: Comprehensive Plan Update — Steve Roberge, Mike Basinger & Guest 2. Admin Report: HCDAC Grant Applications — Gloria Mantz ADJOURNMENT Scan to access the meeting materials Council Agenda March 10, 2026 Special Meeting Page 1 of 1 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 10, 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: Comprehensive Plan Periodic Update, Economic Development, Land Use, and Natural Resources Elements. GOVERNING LEGISLATION: RCW 36.70A. PREVIOUS COUNCIL ACTION TAKEN: Ordinances: 16-018; 18-014; 19-004; 20-008; 21-014 (adopting and amending Comprehensive Plan); 3/11/2025 Land Capacity Analysis report; 12/16/2025 Land Use Scenarios report. BACKGROUND: The Growth Management Act (GMA) requires the City to conduct an update of its Comprehensive Plan and Development Regulations by the end of December 2026. The update is intended to bring cities up to date with relevant changes in the GMA, recent case law and to respond to changes in land use and population growth. We have two deadlines, as further explained in the attached Element Review Process document. The first is associated with State grants to fund the update process and requires submittal of a draft plan prior to the end of June 2026. This review is intended to provide early feedback on the plan's development before submitting grant deliverables to the Department of Commerce. The second is the statutory deadline for adopting the updated Comprehensive Plan by December 31, 2026. The review process has been designed to gain input, make necessary changes, and maintain the unique Spokane Valley character. The drafts provided have been reviewed by the Planning Commission and include the changes requested. To streamline the update of the Comprehensive Plan, the draft elements have been organized into three groups. This phased approach allows the Planning Commission, Public and Council to focus on specific thematic areas for review and feedback. The groups are structured as follows: • The first group is before you tonight focused on foundational growth elements, including Economic Development, Land Use (specifically the Preferred Land Use Scenario), and Natural Resources. • The second group will cover specialized and evolving topics like Housing, Climate & Resiliency, and Public & Private Utilities. • The third group will cover essential infrastructure and community services, including Parks, Transportation, and Capital Facilities. This process is a key part of the 2026 Periodic Update mandated by the GMA. Throughout the adoption process the community will be able to provide feedback at the Planning Commission Comprehensive Plan Periodic Update, Economic Development, Land Use, and Natural Resource Elements Pagel of 2 Public Hearings, the Spokane Valley Comprehensive Plan portal or by contacting the Community and Economic Development Department directly. Several pieces of new parking legislation must be implemented with the Comprehensive Plan that substantially limits parking that cities can require. For example, no more than one parking space per single-family home and'/2 parking space per multi -family home could be required by the City. The legislation provides for the submittal of a study to show that implementation of the standards would be less safe than the current parking requirements. If the study meets certain criteria and is approved by Washington State Department of Commerce, alternative parking requirements could be used. It has been estimated the study would cost approximately $100,000. Staff recommends that we move forward with the study as the state's requirements will greatly impact our community. OPTIONS: Not Applicable RECOMMENDED ACTION OR MOTION: Not Applicable. BUDGET/FINANCIAL IMPACTS: There are no anticipated financial impacts STAFF CONTACT: Steve Roberge, Planning Manager ATTACHMENTS: 1) Element Review Process 2) Economic Development, Chapter 3 3) Land Use, Chapter 4 4) Natural Resources, Chapter 10 5) Land Use scenario maps Comprehensive Plan Periodic Update, Economic Development, Land Use, and Natural Resource Elements Page 2 of 2 VALLEY 2046: COMPREHENSIVE PLAN UPDATE WORKING SESSION 1 Spokane Valley's Comprehensive Plan charts a path for growth through 2046 that reflects community priorities while meeting state requirements. The Plan accommodates new housing and economic development through density increases, targeted infill, and expanded housing options, without dramatic changes to neighborhood character. By leveraging existing infrastructure and transit, and addressing environmental risks such as drought and wildfire, the Plan supports intentional, balanced growth that preserves the City's livability and community feel. STATE REQUIREMENTS This periodic update is required under Washington State's Growth Management Act (GMA). It must be drafted by mid-2026 and adopted by December 31, 2026, with Planning Commission recommendation and City Council approval, to maintain compliance with state law and countywide planning policies. The update process includes robust public participation with workshops, surveys, and opportunities for community input, and integrates state mandates such as housing planning and climate considerations.The update will also be accompanied by a State Environmental Policy Act (SEPA) review using an Environmental Impact Statement (EIS). PROCESS SCHEDULE To meet the Commerce deadline in June 2026, we are circulating the draft elements that will compose the Valley 2046 comprehensive plan for review. Below is a timeline for development of the entire comprehensive plan with major milestones. These three review sessions are part of a larger process, and will help shape and refine the final comprehensive plan. Review Session 1 • Economic Development • Land Use Preferred Land Use Scenario • Natural Resources Review Session 2 • Housing Racially Disparate Impact Analysis • Climate & Resiliency • Public & Private Utilities Started June 2025 March April June 1 I L---------J Three Working Sessions Dates Review Session 3 • Parks • Transportation • Capital Facilities Finalized Commerce Comprehensive Element Draft Plan Deadline Draft EIS Review December 2026 June 2026 Summer 2026 Planning Council City Council Recommendation Adoption October 2026 December 2026 Questions to keep in mind during your review: • Do the Goals and Policies align with the City's vision for the future? • Do these elements represent your understanding of the current conditions of the city? • What is the preferred land use scenario to plan toward for 2046? CITY OF SPOKANE VALLEY I VALLEY 2046 COMPREHENSIVE PLAN UPDATE MARCH 2O26 N C O CL N O u Q ca N N O in il .(D i LIri u CL H t E O rw U E 0 W E 0. 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Q w 10 N O N LO m Spokane Valley Comprehensive Plan Economic Development Element Review To City of Spokane Valley From: Community Attributes Date: March 2, 2026 Project: Comprehensive Plan Periodic Update Subject Economic Development Element Update Summary Key Themes & Approach: • Emphasize opportunity for commercial and industrial business and development • Maintain and promote a high quality of life • Continue to invest in the local tourism economy • Support local retailers amidst changes in macroeconomic conditions and consumer behavior • Offer a positive and predictable business climate What has changed since 2016: • Updated employment and industry data baselines • Recognized outcomes of economic development efforts, goals, and strategies over the last decade • Expanded and refreshed topical coverage: o Post -pandemic retail trends o Tight supply of industrial land o Resource scarcity and economic impacts of environmental events o Data centers, artificial intelligence Economic Development Element I Spokane Valley Comprehensive Plan Update 1 III. Economic Development Introduction The Economic Development Element presents goals and strategies for Spokane Valley to thrive. Data and trends for local industries, labor force and real estate markets provide context. Why the Economic Development Element is Important The Economic Development Element highlights the foundations of Spokane Valley's economic vitality, including its diverse employment base, strong business community, and strategic regional position. Spokane Valley's economic landscape comprises a mix of industries, from advanced manufacturing and aerospace to healthcare, logistics, retail, and tourism, that collectively support a resilient and growing local economy. Sustained economic growth is essential to maintaining Spokane Valley's high quality of life. A strong job market supports household stability, and thriving businesses generate tax revenues critical to funding community services, infrastructure, parks, and public amenities. As the city continues to evolve, planning for balanced economic development ensures that Spokane Valley remains competitive, adaptable, and well -positioned to meet future challenges, from housing affordability and workforce needs to changing retail preferences and emerging technologies. The purpose of this chapter is to guide strategies that support a healthy, resilient, and prosperous local economy. By leveraging Spokane Valley's strengths, facilitating conversation and ongoing collaboration with businesses and regional partners, and aligning economic initiatives with community values, the city can continue to grow as a dynamic, business -friendly, and welcoming place for residents, employers, and visitors alike. Planning Context Economic development ranks as a high priority for the City and as such this element aligns with the entire Comprehensive Plan. Infrastructure, housing, land use, and all other elements are foundational to community development and to the City's Economic Development goals. As such, the goals and strategies throughout the other elements call for investments and policies designed to support this element's goals for citywide prosperity. Economic Development Element I Spokane Valley Comprehensive Plan Update 2 Current Conditions This section presents the primary engines of employment and economic activity in Spokane Valley, highlighting the city's assets and strengths, and how they influence the regional economy. Employment Exhibits 1 and 2 show employment in the City of Spokane Valley and Spokane County in 2016 and 202S. Together, these exhibits show the increase in employment by industry since the 2016 Update. Exhibit 1 for the city excludes construction jobs. The remaining employment in Spokane Valley increased by more than 13,100 jobs over the period, to 72,900 in 202S, according to Lightcast.io's projections, representing a 2.2% compound annual growth rate (CAGR). Employment in Spokane Valley grew at a much faster rate than the County during the same period, with countywide jobs growing at a rate of 1.2%. The county added 2S,000 jobs during that period; more than half of which were located in Spokane Valley.' In Spokane Valley, all sectors added jobs. The Services sector added the most jobs, with a net gain of 4,S00 jobs, followed by Health Care adding 3,100 jobs and Wholesale Trade and Utilities adding 2,800 jobs citywide. Countywide employment changes by sector were similar directionally, except for a net loss of 100 jobs in Retail. The County also added 2,600 jobs in Construction. Construction jobs are not mapped to local level, in part due to the roaming nature of the place of employment for Construction jobs. 1 Minor inconsistencies limit direct comparisons only slightly. Countywide data are annual averages for 2016 and first quarter data for 2025 (annual averages not available). Citywide data from Lightcast are estimates for both years, presumably annual averages. Economic Development Element I Spokane Valley Comprehensive Plan Update 3 Exhibit 1. Total Employment by Industry, Spokane Valley, 2016 & 2025 80,000 72,900 70,000 Resources Government 59,800 Hospitality & 60,000 Entertainment + Manufacturing 50,000 WTU 40,000 +' Health Care 30,000 Retail 20,000 ppr Services 10,000 + ` 2016 2025 Source: City of Spokane, Lightcast, Washington State Employment Security Division, 2026; CAI, 2026. Exhibit 2. Total Employment by Industry, Spokane County, 2016 & 2025 250,000 215,000 200,000 150,000 100,000 50,000 0 240,000 2016 2025 Sources: Employment Security Department, Washington State, 2025; CAI, 2026. Const & Resources Manufacturing Hospitality & Entertainment WTU Retail Government Health Care Services Economic Development Element I Spokane Valley Comprehensive Plan Update 4 Exhibit 3 presents the concentration of employment activity in the city in 202S. Much of the city's employment clusters in or near Industrial land uses (see Land Use Element). Dense employment clusters align with prominent employers in the city, including Avista Stadium, Costco, and The Home Depot located in the far northwest census tract. Kaiser Aluminum and the Spokane Valley Mall are both located in the north -central region of the city, and Amazon and the Spokane Business & Industrial Park operate in the northeastern region of the city. Growth in the northeastern section of the city can be attributed to the recent designation of the Northeast Industrial Area (NIA). The NIA was identified through a planned action ordinance (PAO) completed by the city and used grant funding from the Washington State Department of Commerce. The NIA was identified as a priority area in the City's 2016 Comprehensive Plan and Final Environmental Impact Statement (FEIS), and the City adopted the NIA-PAO in 2019. The SEPA analysis has helped with growth and investment both within the boundaries of the PAO, as well as surrounding areas, which includes industrial activities across a multitude of sectors and services. Exhibit 3. Employment Concentration by Census Tract, Spokane Valley, 2025 dary ve �ar1q 1 OMiles Sources: Esri Business Analyst, 2025; CAI, 2026. Economic Development Element I Spokane Valley Comprehensive Plan Update S Resident Workforce This section examines the workforce of Spokane Valley residents. Jobs -to -housing units ratio shows the relationship between housing unit development and job creation over time, and measures how the rate of residential development fluctuates along with changes in employment. Exhibit 4 shows this change over time for Spokane Valley and comparison geographies in the region. In Spokane Valley, job creation slightly outpaced housing unit production between 2010 and 2023, with this ratio increasing slightly from 1.11 to 1.13. A similar trend can be observed for Spokane, Airway Heights, and Spokane County over the period, as the jobs -to -housing unit ratios increased in all jurisdictions over the period. Excluding Post Falls, all jurisdictions in Idaho experienced minimal fluctuations in their jobs -to -housing units ratio between 2000 and 2023. Exhibit 4. Jobs -to -Housing Units Ratio, Spokane Valley & Select Comparison Geographies, 2000, 2010, 2020 & 2023 1.40 1.30 1.20 1.13 1.11 1.10 - 1.07 1.01 1.00 0.97 0.92 0.90 0.80 0.70 0.60 Spokane Spokane Airway Valley Heights 1.20 1,16 �.08 I• ME 2010 2020 2023 1.07 1.06 Liberty Post Falls, Coeur Spokane Kootenai Lake ID d'Alene, County County, ID ID Sources: U.S. Census Bureau; Employment Status of the Population in Households for the United States, States, Counties, Places, and for Puerto Rico: 2000, U.S. Census Bureau; CAI, 2026. Note: Both Spokane Valley and Liberty Lake were unincorporated in 2000; housing unit counts per the 2000 Decennial Census were unavailable. Labor Force Participation Rate shows the proportion of residents aged 16 and older who are either employed or actively seeking employment, while the Unemployment Rate is the proportion of the total labor force not currently employed but actively seeking Economic Development Element I Spokane Valley Comprehensive Plan Update 6 employment. Exhibit 5 shows trends from 2016 through 202S, for Spokane and Kootenai Counties, as well as both Washington and Idaho. Though rates were generally steady across jurisdictions over the period, the labor force participation rate for both Washington and Idaho decreased slightly between 2016 and July 202S, while Spokane County experienced a marginal increase between 2016 and 2023. Unemployment rates in each of the four geographies followed the same trend between 2016 and 202S, gradually decreasing up to the onset of the Covid-19 pandemic, spiking in 2020, then promptly declining in the years following as Covid-19-era restrictions loosened and economic activity rebounded. Between 2016 and the most recent release data for unemployment rate, July 202S, unemployment rates decreased in three of the four jurisdictions and effectively did not change in the State of Idaho. Exhibit 5. Labor Force Participation & Unemployment Rates, Spokane County & Select Comparison Geographies, 2016-2025 Unemployment Labor Force Rate curry' Participation Rate Kootenai County (10) 9.0% Washington State 72 0% Idaho State � Labor Farce Participation Rate 7_5% Unemployment Rate - - - - if 6.0% 1 6.0% 4.5% 4.5% 4.5% �-' - ' .. ��. y 66_0% 3.7% �• �a F — 4.1 % 3.0 63.9% _ ' - 3.8% - 63.6% 63. 2% 63.0% 61.8% 1.5% 61.1% 62.4 0.0% 610% CN _ CIA ry O O C7 O rtif r4 tv ev O Cn O cv N N O p� N Cq Sources: Washington State Office of Financial Management (OFM), Local Area Unemployment Statistics, 2015 to 2025, Bureau of Labor Statistics, 2025; CAI, 2026. Note: Labor Force Participation Rate data unavailable forSpokane and Kootenai Counties in 2024 and 2025. Understanding commute patterns for Spokane Valley residents, as well as workers employed in the city who reside elsewhere, is critical to informing strategic and long-term Economic Development Element I Spokane Valley Comprehensive Plan Update 7 decision -making, such as placemaking and development site selection, related to economic development. Exhibit 6 shows the top 10 commute destination for all Spokane Valley resident workers in 2022, the most recent year for which data are available. More than one- third (34%) of all residents commute to neighboring Spokane for work, while nearly 30% of residents also work within the city. More than 70% of all Spokane Valley residents commute to destinations within the Spokane MSA for work. At least 4% of all resident workers commute to the Puget Sound region, including Seattle, Bellevue, and Tacoma. Locations outside the top 10 destinations are combined and given in the "all other locations" row, though none of the other locations individually would exceed O.S% of all resident workers. Exhibit 6. Commute Patterns by Destination for Spokane Valley Residents, 2022 Jurisdiction Number of Residents Proportion Spokane, WA 15,875 34.0% Spokane Valley, WA 13,565 29.1 % Liberty Lake, WA 2,700 5.8% Seattle, WA 1,306 2.8% Coeur d'Alene, ID 871 1.9% Post Falls, ID 717 1.5% Airway Heights, WA 586 1.3% Bellevue, WA 336 0.7% Tacoma, WA 249 0.5% Millwood, WA 228 0.5% All Other Locations 10,260 22.0% Sources: Job Counts by Places (Cities, CDPs, etc.) Where Workers are Employed - All Jobs, 202Z OnTheMap Application, U.S Census Bureau, 2025; CAI, 2026. Note: All Other Locations" includes all commute destinations outside of the top 10. Similarly, Exhibit 7 portrays the top 10 places of origin for all workers employed in Spokane Valley. Nearly half of all workers either live in Spokane Valley or neighboring Spokane. However, nearly 40% of workers employed in Spokane Valley commute in from other locations not shown on the exhibit, which may include nearby jurisdictions throughout the Spokane MSA, regions within neighboring states of Idaho and Oregon, or even those traveling from other regions within Washington. Locations outside the top 10 places of origin are combined and given in the "all other locations" row, though none of the other locations individually would exceed 0.8% of all workers Economic Development Element I Spokane Valley Comprehensive Plan Update 8 Exhibit 7. Jobs by Place of Residence for All Workers, Spokane Valley, 2022 Jurisdiction Number of Residents Proportion Spokane, WA 14,865 25.9% Spokane Valley, WA 13,565 23.7% Post Falls, ID 1,386 2.4% Liberty Lake, WA 1,070 1.9% Coeur d'Alene, ID 1,033 1.8% Otis Orchards -East Farms, WA 732 1.3% Cheney, WA 553 1.0% Fairwood, WA 493 0.9% Mead, WA 481 0.8% Airway Heights, WA 431 0.8% All Other Locations 22,746 39.7% Sources: Job Counts by Places (Cities, CDPs, etc.), Where Workers Live - All Jobs 2022, OnTheMap Application, U.S. Census Bureau, 2025; CAI, 2026. Note: All Other Locations" includes all commute origins outside of the top 10. Retail Spokane Valley is home to many shops, businesses, and retailers, from small mom and pop shops and boutique stores to large, multi -national big box retail chains. This section shows the impact of tax revenues generated by these retailers within both Spokane Valley and the County. Since 2017, the City has collaborated with a national retail recruitment company to promote and market retail development opportunities, including six identified in the City's 2017 Tourism Analysis report. The six tourist features identified in the 2017 report include: 1) Trail expansion and public art implementation, 2) Launching and promoting a new special event hosted by Spokane Valley, 3) Creating a new waterfront and whitewater park, 4) Establishing a new arts and entertainment venue, 5) Expanding the fairgrounds and stadium district, and 6) Redeveloping Balfour Park. Taxable Retail Sales (TRS) is a measure of the total tax generated on the final sale of a product to the end user or consumer. Exhibit 8 shows the change in TRS over time, calculated on a per capita or value -per -resident basis. TRS per capita increased across all jurisdictions in the years preceding the Covid-19 pandemic, dipped sharply in 2020, but rebounded post -pandemic. Spokane Valley has consistently had higher TRS per capita than Spokane County and the City of Spokane. Spokane Valley's relatively strong retail sales are a testament to the City's effort to attract national retailers and the City's investment in staff and resources intended to support local businesses. Economic Development Element I Spokane Valley Comprehensive Plan Update 9 Exhibit 8. Taxable Retail Sales per Capita, Spokane Valley & Select Comparison Geographies, 2016-2025 Thousands ($) $40.0 Spokane 1, A n tv $35.0 Unincorporated Spokane County $29.9 $30.0 $25.0 $24.1 $20.0 $22.3 $24.7 $30.9 .J$29.6 $26.3 $15.0 $18.5 $15.9 $15.2 $10.0 $12.7 $5.0 $8.1 $0.0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 YTD (Q2) Sources: Taxable Retail Sales by City & County by Calendar Year, 2016-2024 & Quarters 1 & 2, 2025, Washington Department of Revenue (DOR), 2025; CAI, 2026. Note: 2025 YTD (Q2) values represent annualized TRS per capita values; Taxable Retail Sales data for 2025 is only available through Q2, so calculated values were multiplied by two to achieve a projected year-end TRS average for all jurisdictions. Spokane Valley's Economic Drivers This section speaks to the strength and depth of Spokane Valley's economy, particularly its most impactful drivers of activity and growth, critical employers, key recreational assets, and historical contextual performance real estate sectors and typologies. Overview Spokane County is home to many assets that directly contribute to economic stability and growth in Spokane Valley. Spokane International Airport accommodated an influx of more than 4.2 million passengers in 2024, as well as nearly 67,300 tons in cargo handledz. Z Spokane International Airport Historic Passenger & Cargo Data, Spokane International Airport, https://business.spokaneairports.net/core/files/business/uploads/files/1991- 2024%20passenger%20cargo%20data.pdf. Economic Development Element I Spokane Valley Comprehensive Plan Update 10 Additionally, the Airport supports employment for over 3,0003 workers and has an estimated annual economic impact of $3 billion on the regional economy. Fairchild Air Force Base is the largest employer in Eastern Washington, sits in western Spokane County approximately 18 miles west of Spokane Valley, and is home to more than 6,S004 active - duty service members and civilians. The Air Force Base had an estimated economic impact of $91S million in 2024, with spending, employment, and secondary impacts spanning throughout and beyond the region. Beyond these drivers, Spokane County boasts a litany of regional attractions and institutions, including event venues such as the Spokane Arena, Spokane Convention Center, The Podium, and One Stadium, which all host a variety of professional sports teams and regional events. Gonzaga University, museums and cultural centers, and a thriving hospitality and culinary scene, also draw visitors and tourists from far beyond the region. Many economic drivers of growth, tourism, and visitation, are within Spokane Valley's city limits, drawing people from throughout the Spokane MSA, as well as outside the region and State. This includes attractions such as the Spokane County Fair, the Spokane Indians, a Minor League Baseball team that plays at Avista Stadium, a plethora of recreational opportunities, and major employers who play a crucial role in economic growth in the region. Additionally, recurring events throughout the year include sporting competitions, farmers' markets, and holiday celebrations that drive visitation and spending in Spokane Valley and the region. Tourism, Entertainment & Hospitality In 2022, Spokane Valley formed a partnership between the City and its hoteliers, called a Tourism Promotion Area (TPA). Through the TPA, the City collects a $4 fee, charged per room and per night, intended to funnel these revenues towards the City's tourism marketing efforts. The 2023 Tourism Strategic Plan outlined how the City can leverage revenues from the TPA to further promote tourism marketing strategies, to leverage these revenues to bolster and improve its hospitality sector. This includes a particular emphasis on marketing the city's strengths and appeal as a destination brand. In 2024, Spokane County hosted more than 19.1 million visitor days5, with an average length of stay of 1.8 days. In total, Washington State accommodated nearly 20S million 3 About Spokane International Airport, Spokane International Airport; https://business.spokaneairports.net/about-spokane-international. 4 Economic Impact Statement Fiscal Year 2024, Fairchild Airforce Base; https://www.fairchild.af.mil/Portals/23/documents/Community%20Engagement/FY24_Economic_Impact_A nalysis_v2.pdf?ver=v9beGFvn01VYfLFGyGwmlw%3 d%3d. 5 Visitor Days are "an estimate of the number of daily visitors to a given point of interest (POI) or cluster of POIs. The daily estimate can be calculated based on whichever date range is selected by the users." State of Washington Tourism (SWT) Visitation Data 2024, State of Washington Tourism, https://industry.stateofwatourism.com/wp-content/uploads/SWT-Visitation-Data-2024.pdf. Economic Development Element I Spokane Valley Comprehensive Plan Update 11 visitor days in 2024, of which Spokane County accounted for more than 9%. Through the second quarter of 2025, Spokane County accommodated approximately 9 million visitor days, on pace for a slight year -over -year decrease in tourism visitation from 2024. Spokane Hoopfest is an annual multi -day 3-on-3 basketball tournament held in downtown Spokane, and draws hundreds of thousands of fans, spectators, as well as sponsors, vendors, and various entertainers. Hoopfest's communal and economic impacts are far- reaching, with the Spokane Hoopfest Association generating an estimated annual economic impact of between approximately $39 and $47 million6, dispersed throughout the economy via spending on lodging, entertainment, and dining. Another major regional draw is the Spokane County Interstate Fair, an annual event held in Spokane Valley that features live music, rodeo entertainment, and other events over a 10- day span. The Interstate Fair generated more than $24 million7 in total economic impact for the region, including spending from visitors, workers, performers, and volunteers. The County Interstate Fair typically attracts around or over 200,000 attendees each year. Spokane Valley is also home to the Spokane Indians, a Minor League Baseball (MiLB) team that is a member of the High -A Northwest League (NWL) and an affiliate of the Colorado Rockies. The Spokane Indians have played in Spokane Valley since the late 1800s and have been the minor league affiliate for many professional organizations in Major League Baseball throughout its history. Excluding the 2020 season, which was canceled due to the Covid-19 pandemic, and 2021 where attendance was limited for safety purposes, annual attendance dating back to 2016 has exceeded 187,000 fans in every season. Outdoor Recreation & Activities Many recreational opportunities draw visitation and tourism in Spokane Valley, including multi -use sports complexes and park facilities, recreational open spaces, and vast trail networks. Some notable attractions in Spokane Valley include Plante's Ferry Sports Complex, Browns Park, Mirabeau Park, Centennial Trail, and Dishman Hills. The Course is a new 46-acre park property that will serve as a dedicated cross-country sports venue operated by the City's Parks and Recreation Department in coordination with Spokane Sports, a non-profit promoter of regional sports and recreation. The Course can host national and regional collegiate cross-country events, regional and local middle- and high-school cross-country teams, and will ultimately include a fieldhouse, enhanced parking, a food truck court for concessions, and a finish line arch. 6 Hoopfest History, Spokane Hoopfest Association, https://www.spokanehoopfest.net/hoopfest-history/. 7 Free Fair Program, 2025 Spokane County Interstate Fair, https://thespokanefair.com/wp- content/uploads/2025/09/2025-Spokane-Fair-Program_Updated-97-1.pdf. Economic Development Element I Spokane Valley Comprehensive Plan Update 12 Spokane Valley's sports and recreation sector may soon grow further with Ice Sheets, a proposed, $44 million$ ice rink facility, with potential to develop commercial use as part of the project. The Ice Sheets opportunity was identified in the City's 2023 Tourism Strategic Plan as a priority focus to generate increased tourism revenues. Spokane Valley is also home to community gathering spaces, covered shelters, trails for walking, hiking, and biking, wildlife viewing, scenic vegetation, and a plethora of additional recreational opportunities. Spokane Valley boasts more than 373 acres9 of park and open spaces, including Balfour Park, which the City is currently investing approximately $5 million to improve and beautify. Other large parks in the City include Browns Park, Greenacres Park, Sullivan Park, Terrace View Park, and Myrna Park, where twelve acres of undeveloped land at were recently donated to the City. Major Employers & Economic Drivers In addition to the many catalysts of economic development and growth in Spokane Valley, several large employers contribute to sustained employment growth and economic activity. Prominent drivers of economic growth and employment include, at a minimum, aerospace and manufacturing operations such as Kaiser Aluminum, Solstice Advanced Materials, and AMI Metals, Amazon, healthcare and related sectors, and many industrial operators located at the Spokane Business and Industrial Park. Aerospace and Manufacturing Kaiser Aluminum is a manufacturer of semi -fabricated aluminum products, primarily for use in the aerospace, defense, automotive, and general industrial sectors, headquartered in Franklin, Tennessee. Kaiser Aluminum employs approximately 1,000 workers10 at its Spokane Valley location. Kaiser Aluminum recently completed a $25 million expansion of its Spokane Valley Trentwood rolling mill, where it has invested approximately $415 million over the last two decades. The Trentwood facility will specialize in production aluminum and sheet products for aerospace and general electric end -market applications. As of year- end 2024, Kaiser Aluminum either owns or leases nearly 2.9 million square feet11 of commercial space in Spokane Valley. "'Anonymous donor pledges $44 million for new Spokane Valley ice rink"; The Spokesman -Review, https://www spokesman.com/stories/2025/oct/13/anonymous-donor-pledges-44-million-for-new- spokane/. 9 Visit a Park, City of Spokane Valley Parks & Recreation. https://www.spokanevalleywa.gov/165/Visit-a- Park. 11 "Kaiser completes $25M expansion at Trentwood". Spokane Journal of Business. https://www.spokanej ournal.com/articles/17684-kaiser-aluminum-completes-25m-expansion-at- trentwood-facility. 11 Form 10-K For the fiscal year ended December 31, 2024, Kaiser Aluminum Corporation. https://www.sec.gov/Archives/edgar/data/811596/000095017025024313/kalu-20241231.htm Economic Development Element I Spokane Valley Comprehensive Plan Update 13 Solstice Advanced Materials, a pure -play specialty materials manufacturer headquartered in New Jersey, recently broke ground on a $200 million12 expansion of its electronic materials facility in Spokane Valley, anticipated to be complete in 2029. Solstice Advanced Materials was recently formed as an offshoot of Honeywell International's advanced materials line of business13. The expansion, which will increase semiconductor fabrication at the facility, is expected to add 80 new, permanent jobs in Spokane Valley, and will spend approximately $80 million on Washington -based suppliers. AMI Metals is a global manufacturer of advanced specialty materials and components, and is currently underway to construct a new, 101,000-square-foot14 facility in Spokane Valley. AMI Metals specializes in the production of aluminum plates, which are critical components used in the aerospace supply chain. AMI Metals is a subsidiary of Reliance, Inc., who is the largest metal services provider in the United States, operating in 41 states and ten countries outside the United States. Healthcare and Social Assistance Healthcare and social assistance is a growing sector both in the city and the region, comprising more than 16% of the city's workforce in 2025, an increase from 2016. The region is served by several prominent hospitals and medical institutions, many of which offer services in Spokane Valley, including CancerCare Northwest, Providence Healthcare, Spokane CyberKnife & Radiation Oncology Center, and MultiCare Valley Hospital. In 2025, the healthcare & social assistance employment sector is the second largest employment sector by concentration, behind only retail trade. Amazon Amazon, a multinational technology, e-commerce, and cloud computing giant, who is one of the largest private employers in the United States, opened a 1.3 million -square -foot fulfillment center in Spokane Valley in 2 02 1. At the time of opening, this move created at least 1,000 new full-time jobs for Spokane Valley and the region. Amazon also operates a second fulfillment center near the Spokane International Airport of similar size, as well as a recently opened delivery station in Airway Heights. 12 "Solstice Advanced Materials Breaks Ground on $200 Million Spokane Expansion to Drive Semiconductor Innovation", Solstice Investor News, https://investor.solstice.com/news-releases/news-release- details/solstice-advanced-materials-breaks-ground-200-million-spokane. 13 "Honeywell plant now part of spin-off company'; The Journal of Business, https://www.spokanej ournal.com/articles/17693-honeywell-completes-spin-off-of-solstice-advanced- materials. 14'Ami Metals, Inc., expands its footprint in Spokane Valley'; Washington State Department of Commerce, https://www commerce.wa.gov/ami-metals-inc-expands-its-footprint-in-spokane/. Economic Development Element I Spokane Valley Comprehensive Plan Update 14 Spokane Business and Industrial Park One of the most impactful drivers of employment and economic activity in the region is the Spokane Business and Industrial Park (The Park), which offers more than five million square feet of commercial space, including warehouse, distribution, manufacturing, office, and retail uses. The Park is more than 62S acres in size, and is located in the northeast of Spokane Valley. In addition to a variety of spaces available for lease, customizable build -to - suit options are available to accommodate any tenant. Major tenants at The Park include Inland Empire Distribution Systems, Spokane Industries, Fastenal, and Spokane Packaging. In total, The Park employs more than 4,500 workers, and is home to approximately 120 companies, making it one of the most critical employment hubs in the region. In January 2026, The Park had one available space for lease, an approximately 33,000-square-foot build -to -suit office space. The Park is within the city's Northeast Industrial Area (NIA), identified through the (SEPA) fulfillment process, which has experienced steady growth in recent years, and has contributed to very low vacancy levels. Business owners and commercial real estate professionals suggest that there would be market support for additional industrial development activity, if the city had additional land zoned for industrial uses. Bringing more industrial land into the city is an economic development priority for the City, and recent expansion at The Park —as well as the need for industrial land —is discussed in the Development Trends (LINK) section of the Land Use element. Avista Avista Corporation is an electric and gas utility provider headquartered in Spokane, and one of the region's largest employers. Avista provides electrical and natural gas services to approximately 805,000 customers across its service area which includes eastern Washington, northern Idaho, and a small portion of Montana. At the end of 2024, Avista and its subsidiaries employed nearly 2,000 workers15, mostly concentrated in eastern Washington and northern Idaho. In addition to its broad impact as a regional employer, Avista sponsors in name the baseball stadium that is home to the Spokane Indians, located in Spokane Valley. Avista Stadium generates significant economic impact for Spokane Valley and the region, primarily throughout the Minor League Baseball season, hiring seasonal workers and attracting local vendors to sell concessions. Real Estate Market Considerations Analysis of real estate market data provides insight into economic development opportunities for Spokane Valley. This section provides an overview of market data for 15 Form 10-K for the fiscal year ended December 31, 2024, Avista Corporation. https://investor.avistacorp.com/static-files/0503cefB-dbef-4d78-a361-ee591532dcf9. Economic Development Element I Spokane Valley Comprehensive Plan Update 15 several commercial real estate products, including office, industrial, flex, retail, multifamily, and hospitality typologies. Commercial Development Activity Exhibits 9 through 12 show the volume of deliveries by commercial typology between 2016 and 202S for Spokane Valley and selected comparison geographies in the region. The term "Deliveries", in this context, refers to the new development of commercial real estate, often given in square feet or, for multifamily, in housing units. Generally, the data indicate that the majority of regional commercial real estate development activity occurred in Spokane and Spokane Valley, with these two cities together accounting for at least half of all office, multifamily, and retail deliveries among the selected comparison geographies, and approximately 40% of industrial deliveries between 2016 and 2025. Spokane Valley led all other geographies in total industrial square footage delivered, followed by unincorporated Spokane County. The City of Spokane led these same geographies office and retail square footage delivered, though these deliveries waned after the COVID-19 pandemic. While the City of Spokane also led in the number of multifamily housing units delivered, the City of Spokane Valley added more than 2,000 such units since the pandemic alone, and in contrast to office and retail, deliveries of both industrial and multifamily types increased post -pandemic, suggesting that Spokane Valley competes well for the types of commercial real estate investment that have seen increased activity in recent years. Economic Development Element I Spokane Valley Comprehensive Plan Update 16 Exhibit 9. Total Industrial Deliveries (Square Feet, Millions), Spokane Valley & Select Comparison Geographies, 2016-2025 Square Feet (Millions) 2.0 1.8 1.6 1.4 1.2 1.0 Coeur d'Alene (iD) Liberty Lake All Clfhpr Snnknnp Cnunfv 0.8 0.6 0.4 0.2 r r - . 0.0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Sources: Costar, 2025; CAI, 2026. Exhibit 10. Total Office Deliveries (Square Feet, Thousands), Spokane Valley & Select Comparison Geographies, 2016-2025 Square Feet (Thousands) 250 Post > (ID) Airway Heights r Spokane County Llbea; eke 200 -Coeur d'Alene (ID) Spokane Valley Spokane 150 100 21.2 ill 50 13.6 47.9 8.7 0 11 �- 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Sources: Costar, 2025; CAI, 2026. Economic Development Element I Spokane Valley Comprehensive Plan Update 17 Exhibit 11. Total Retail Deliveries (Square Feet, Thousands), Spokane Valley & Select Comparison Geographies, 2016-2025 Square Feet (Thousands) 500 450 400 350 300 250 200 Liberty Lake Coeur d'Alene {tD) All Other Spokane County Post Falls (ID) Airway Heights Spokane Valley Spokane 150 14.0 100 .+ • � IWI F 50 0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Sources: Costar, 2025; CAI, 2026. Exhibit 12. Total Multifamily Deliveries (Housing Units), Spokane Valley & Select Comparison Geographies, 2016-2025 # of Units 4,000 3,500 3,000 2,500 — 2,000 1,500 1,000 500 0 Airway Heights Liberty Lake All Other Spokane County Coeur d'Alene (ID) 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Sources: Costar, 2025; CAI, 2026. Economic Development Element I Spokane Valley Comprehensive Plan Update 18 Lease & Vacancy Rates Exhibits 13 through 16 depict the fluctuation in lease and vacancy rates by commercial typology between 2007 and 202S for Spokane Valley and comparison geographies in the region. These exhibits reflect fluctuations in the real estate market over time, capturing economic swings, and how real estate typologies have performed in each jurisdiction. While lease rates generally followed a similar trend in both Spokane Valley and Spokane County, vacancy rates fluctuated more significantly across both geographies. Less volatility of vacancy rates was observed for Spokane County, however, vacancy rates in Spokane Valley reached lower thresholds than Spokane County for all typologies, typically around and after the onset of the Covid-19 pandemic. Exhibit 13. Industrial Lease & Vacancy Rates, Spokane Valley & Spokane County, 2007-2025 Lease Rate ($) NNN overall 12.0 Spokane Valley Lease Rate Spokane County Lease Rate Spokane Valley Vacancy Rate - - - - $10.0 a b.2 l� 1 $8.0 1 J 't Iy $4.0 M +I , Vacancy Rate 7.C% 19.60 6.0% 5.% 5.0°l0 1.0% i! IM 0. C% r� M M o r CN M q::r U) t- era M 0 r N qT u s o 0 0 r � r r r r CM cV CN C 0 n O CT n 0 0 n O C? N N CV " " CN N N Cy Cy Cv N C l N N CN iV CV N Sources: Costar, 2025; CAI, 2026. Economic Development Element I Spokane Valley Comprehensive Plan Update 19 Exhibit 14. Office Lease & Vacancy Rates, Spokane Valley & Spokane County, 2007-2025 Lease Rate (S) Spokane Valley Lease Rate — Vacancy Rate Spokane County Lease Rate N S,30-0 18.0% r Spokane Malley Vacancy Rate - - Spokane County Vacancy Rate - - - - 3.,16.09.4 14.0 % * ! 2.„ 1,2.0 % 0 � • � �.r to 5_C t „� $10.0 ,� a\ r .. # t 6-0% V '4J 4.0% 5.0 - 2.0 % $0.0 r� cO C; t� � cN M � Ln co f+ tad M 0 r cv M -�r u) Cn C3 r r r r r r r — r r N N CV r, n 0 0 C� n 0 0 n b Ck n C� 0 n n Sources: Costar, 2025; CAI, 2026. U. % Exhibit 15. Retail Lease & Vacancy Rates, Spokane Valley & Spokane County, 2007-2025 Lease Rate ($) NNN Overall $2.0.0 $16.0 $14.0 $12.0 $10.0 Vacancy Rate ��I6 10.0 % $17.6 O. i~ C�Ss $8.0► r 4_ 0% 07 '0 $6.0 Spvlcane Malley Lease-R_Q% 4.0 Spokane County Lease Rate 1. - 2.0% $2.0 Spokane Valle a Vacanc y Rate - - - 1.0% 0.0 Spokane County Vacancy Rate - - 0.0;0% r CO M o r N M � U) to r- 0j Ca CD r N r u Cn Cn n � r r � r r r r r r N CV N 'ti N CV Cn Cn C� o 0 0 n u o nC� C, o CDC-1) a o C) CI) N CW CV Cj N C'14 CN CV N CN CN " C� N N CV Sources: Co Star, 2025; CAI, 2026. Economic Development Element I Spokane Valley Comprehensive Plan Update 20 Exhibit 16. Multifamily Lease & Vacancy Rates, Spokane Valley & Spokane County, 2007-2025 Effective RentfUnit $1,600 $1,400 $1,200 u 1,0000 NI $.80O 400 r � y Spokane Valley Lease a Spokane County Lease Rate Vacancy Rate (11% 9.0% 8 _iJ% rr--s� . 7.0% �c d r6_i�1 �y,,r4 p J_0% 200 Spokane Valley Vacancy Rate - - - - Spokane County Vacancy Rate - - $0 - I`- cc M n r Cy C"i Sr LO CQ r' CO M O r [V M Tr Ln Q O d r r r r � r r r r i*J CN {V CV CV C 2 O d O C, O Ck O O O O b O n 8 O Q 7 Q N CN CL-d Cy N fV [Y N N CN N CN N CN iV N [v C'I Sources: Costar, 2025; CAI, 2026. Hospitality Exhibit 17 conveys current and historical fluctuations in demand for the hospitality sector in Spokane Valley and Spokane County, showing the monthly revenue per available room (RevPar) for hotels. This exhibit captures the cyclical demand for hotels, which fluctuates significantly on a monthly and seasonal basis, with demand and RevPar typically peaking during summer months and decreasing to a lull during the winter season. Hotels in Spokane County typically performed better than hotels in Spokane Valley, as RevPar in the County eclipsed that of the City of Spokane Valley nearly every year over the period. Though the rate of occupancy is another critical indicator that hotel operators and real estate professionals track to measure the health of the hospitality sector, there is a generally close relationship between RevPar and occupancy rate. For example, increases in both RevPar and hotel occupancy rates in the city between October 2024 and October 2025 increased over the same six-month occurrences, while both rates decreased over the other six periods. As the City of Spokane Valley is concerned with accumulating increased TPA revenues, the stronger the performance of the hotel sector in terms of RevPar, this generally equates to increased TPA revenues. Economic Development Element I Spokane Valley Comprehensive Plan Update 21 Exhibit 17. Monthly Hotel Revenue per Available Room, Spokane Valley & Spokane County, 2007-2025 Revenue per Spokane Walley Revenue per Available Room Available Spokane County Revenue per Available Room Room 4$} $100.0 $80.0 il3l $60.0 $40.0 $20.0$ $0.0 $15.e" C7 C7 (D N N N N N N C7 C7 C7 C7 C7 C] C7 C7 C7 C7 C7 C7 C7 C7 C7 C7 C7 C7 C7 N N N N N N N N N N N N N N N N N N N Sources: CoStar, 2025; CAI, 2026. Approach to the Economic Development Element T This Update builds on the 2016 Update to continue prioritization of promoting tourism and visitation, encouraging and supporting outdoor recreational opportunities, leveraging key infrastructural assets, and bolstering commercial growth. This Update calls on the City to continue to leverage and recognize its strongest assets. Furthermore, as new challenges and issues have arisen since the 2016 Update, the goal should be to continue to support and leverage the city's key assets to drive growth and economic development, while allocating adequate resources to address modern-day problems. Challenges and Opportunities Outlined below are issues of concern for the City of Spokane Valley and its residents, coupled with opportunities to achieve sustained growth and economic development. Awareness of these areas guides the goals and policies to enhance the city's quality of life through economic prosperity. Land Availability for Industrial & Commercial Growth Industrial operations in Spokane Valley are a key driver of the city's economic growth, supporting thousands of jobs, accommodating businesses of all sizes, and generating Economic Development Element I Spokane Valley Comprehensive Plan Update 22 millions of dollars in tax revenue each year. Industrial operations in Spokane Valley occupy more than 40% of total industrial commercial space in Spokane County16 in 2025. The City must be receptive to land use reform and zoning change to allow for expansion of commercial and industrial prototypes. New development opportunities in the city are limited (See Exhibit LU-1 in Land Use section), and local stakeholders call out a lack of industrial -zoned land for development. In addition to supporting industrial growth, the City must allocate resources to improve infrastructure, particularly the maintenance of roads and bridges, to adequately sustain future growth from industrial operations. Though existing land availability for industrial growth is limited, the completed Land Capacity Analysis within the Future Land Use section identifies buildable land capacity for Industrial growth in Spokane Valley (See Exhibit LU-S in Land Use section). Housing Affordability and Job Growth During the engagement process, some community members highlighted the challenging regulatory environment in Washington, noting the less complex regulatory system in Idaho, as a potential source of competition. As population and employment continue to increase in Spokane Valley, it is critical that housing development, particularly affordable and accessible housing, keep pace. Washington State's Office of Financial Management identified growth targets of 20,913 new residents, and 16,661 new housing units for Spokane Valley between 2026 and 2046. Between 2020 and 2025, nearly 3,800 total residential units were developed, accounting for nearly 23% of this overall growth target. Many of these units were developed for the city's workforce, including those earning between S 1% and 80% of the area median income (AMI). The City must continue to prioritize the development of units to house both existing and new members of the workforce, while doing what is within their regulatory power to reduce barriers to the development. Balancing the Commercial Sector Deliveries of primary commercial typologies in Spokane Valley have been stable since 2016. Over this time, industrial space in Spokane Valley has accounted for 43% of all industrial space delivered in Spokane County. Deliveries of multifamily and office typologies in Spokane Valley represented approximately 30% of all units and space delivered in the County, respectively. Conversely, retail space developed in Spokane Valley over time accounted for 17% of all retail delivered in the County. To continue to thrive, Spokane Valley must foster a balanced economy, encouraging the development of all commercial typologies. To accomplish this, they must continue to promote a business -friendly 16 CoStar Group, 2025. Economic Development Element I Spokane Valley Comprehensive Plan Update 23 environment, provide housing for a stable workforce, and enable and encourage businesses of all sizes to thrive. Placemaking & City Identity While Spokane Valley has a successful and thriving economy, some residents feel that there is a lack of placemaking and identity in some districts. More specifically, some community interviewed during the engagement phase noted the lack of investment around key community assets, such as the Avista Stadium, where they would like to see increased transportation uses for pedestrians and cyclists. Similarly, residents suggested that the City should invest resources into supporting local businesses, particularly minority -owned organizations and entrepreneurs, whom they feel represent the greater cultural fabric of the community. Though the City can work to engage private investment to funnel towards placemaking efforts, they have limited resources and funding to invest in placemaking, to further establish a city identity. Key City Assets & Underutilized Opportunities The City should continue to support and promote its key assets that drive growth and support a high quality of life. There is a wealth of recreational and entertainment opportunities that draw visitors to Spokane Valley from the region and beyond. Protecting, leveraging, and building upon these resources encourages both a diverse community and economy, and offers a wide range of lifestyles. Conversely, some residents feel that there are existing assets in the city that are underutilized or neglected, such as the Spokane River. During the engagement process, some residents suggested that the City should consider creating and fostering communal spaces for recreation and gathering near the River, in addition to housing development. While Spokane Valley boasts a multitude of park and recreational opportunities, some residents feel that park access is unevenly distributed and that some infill development infringes on recreational space. Environmental Impacts As covered extensively in the Natural Resources Element, environmental impacts such as wildfire risk, smoke, drought, and dwindling water levels in the Spokane River, to name a few, may negatively influence economic development. If these concerns are not addressed immediately and head on, they have the potential to significantly divert much -needed city resources and funding from other problems. New and Emerging Trends This section identifies recently emerging activities that are impacting the economic and cultural landscape for communities across the United States. While some of these trends Economic Development Element I Spokane Valley Comprehensive Plan Update 24 bring with them trepidation, Spokane Valley can benefit from considering their potential impact on the city. Scarcity of Resources I Data & Distribution Centers With the increasing prevalence of data and cloud storage, and the emergence of artificial intelligence (AI), data centers are becoming an increasingly popular development trend across the United States. At present, though there are no data centers operating in Spokane Valley, there are seven data centers in neighboring Spokane and Liberty Lake, and there is appetite to build more in the region. One primary concern with data centers is their extensive demand for resources. Larger data centers can consume up to five million gallons of water each day, equivalent to the water usage of a town with a population between 10,000 and 50,000 residentsl7. In addition to data centers, distribution centers and other large-scale operations such as Amazon distribution centers require large footprints and carry a high demand for resources and infrastructure capacity. Not only do large-scale users such as data and distribution centers require intensive energy and water usage, but they can also be very inefficient from an employment density perspective. Though these operations typically occupy large swaths of land and property, they do not always employ enough workers to adequately fill the space. Impending Impacts of Artificial Intelligence Demand and usage of artificial intelligence have risen precipitously in recent years and will likely continue to increase. The uses of Al continue to multiply as the technology continues to develop, and a growing number of entities are adapting its usage. The implications of this shift have the potential to be long-lasting, far-reaching, and potentially detrimental. As automation and machine -learning are on the rise, adaptation of Al contributes to the erosion of employment sectors and occupations, including retail and services. Despite concerns surrounding Al, ranging from ethical considerations to the automation and erosion of less specialized occupations, there is optimism that advancements and gains from this technology can be an economic boon. For example, as AI's popularity and usage skyrockets, there will be a growing need for specialized and skilled workers capable of managing this technology. As businesses operating in and around Spokane Valley continue to embrace this technology, this increases the potential for employment opportunities to service, administer, and operate Al to strengthen the economy, generating jobs and business and tax revenues. 17 Data Centers and Water Consumption, Environmental and Energy Study Institute; https://www.eesi.org/articles/view/data-centers-and-water-consumption. Economic Development Element I Spokane Valley Comprehensive Plan Update 2S Equity & Inclusion Since Spokane Valley's 2016 Comprehensive Plan Update, the city's resident base has become increasingly diverse. According to 2016 S-year American Community Survey (ACS) estimates from the U.S. Census Bureau, residents identifying as "White Alone" made up 91% of the total city population, which decreased to 8S% in 2023. City residents identifying as "Two or more races" increased from S% in 2016 to 16% in 2023. As Spokane Valley's population continues to diversify, the City should prioritize measures that champion equity and inclusion, from fostering marginalized and underserved communities, to supporting arts and cultures of all backgrounds. Strategic Priorities The priorities outlined below speak to Spokane Valley's greatest assets and strengths, and where the City should focus efforts on funding and support in the future to continue to bolster a resilient and strong economy. Retain Talent & Promote High Quality of Life Spokane Valley's diverse workforce is one of its most critical assets, and a heightened focus on talent retention is essential for driving successful and sustainable economic development. Investing into the city's workforce, providing support for local businesses, and containing the cost of living in Spokane Valley all contribute to a successful talent retention strategy. A continued emphasis on the city's high quality of life to retain talent should remain a priority for Spokane Valley. Adjust to Shifting Retail Landscape The desired retail experience has changed dramatically in recent years, induced by a mixture of mass adoption of social media and smartphone technology, and changing entertainment preferences in the aftermath of the Covid-19 pandemic. Prior to this new era, most retail end -users preferred a traditional brick -and -mortar experience, such as restaurants, movie theaters, shopping malls. To effectively compete with these new technologies, Spokane Valley must continue to foster spaces that offer experiential retail, or other highly engaging and interactive forms of retail. Typically, this includes retail businesses with multiple uses, such as an event space like mini golf or bowling, which also feature alternative offerings such as a bar, interactive art, or video displays. Support Economic Resiliency Fostering a successful and thriving business environment in Spokane Valley is the backbone of stable economic development and resiliency. By encouraging businesses of all sizes and sectors to be successful in the city, this bolsters a steady and well -paid local workforce, which in turn enables increased business and tax revenues, greater levels of employment stability and growth, and a continued promotion of the city's identity. The longevity and Economic Development Element I Spokane Valley Comprehensive Plan Update 26 success of local businesses provide the local workforce with stable incomes, allowing them to reinvest this money into the local economy. This generative model works well with a diverse business base, sustaining itself in steadier times while also protecting against the risks of major disruptions to a stable economy. Think Creatively Around Affordable Housing Housing availability and accessibility puts additional pressure on workforce demand and impacts consumer spending. Spokane Valley, like much of the country, is facing a housing affordability crisis as attainable homeownership feels out of reach for many lower and middle-class earners and first-time homebuyers. Recent efforts in Washington have aimed to mitigate this crisis, and yet significant challenges remain to developing sufficient affordable housing. The City may consider creative solutions to housing challenges that also generate other economic value. The Housing Chapter discusses these issues in greater detail. Goals and Policies Informed by Spokane Valley's current conditions, challenges, opportunities, and future growth needs, the following goals and policies will guide economic development for the City in this 2026 Comprehensive Plan Update. GOALS ED-G1 Cultivate economic opportunities and foster employment growth for Spokane Valley. ED-G2 Maintain and employ a city brand that supports economic growth and leverages existing community, economic, and natural assets. ED-G3 Plan for economic development in a way that complements community development priorities and the city's fiscal health. ED-G4 Collaborate with relevant economic development stakeholders, including the business community, to grow a strong and healthy regional economy. ED-GS Support and encourage the development of a strong workforce that helps Spokane Valley compete in targeted sectors as workplace needs evolve. ED-G6 Maintain a positive business climate that offers flexibility, predictability, and stability. POLICIES ED-P1 Work collaboratively with the private sector to support catalytic development projects that are consistent with the City's vision. Economic Development Element I Spokane Valley Comprehensive Plan Update 27 ED-P2 Maintain an understanding of target sectors and encourage business and employment growth in relevant industries and occupations. ED-P3 Support businesses that provide jobs and grow local markets. ED-P4 Promote key retail, office, and industrial opportunity sites, as well as vacant and underutilized sites, as identified in the City's economic development studies and other planning documents (Certified Sites, for example). ED-PS Promote Spokane Valley as a great place to work, visit, and do business. ED-P6 Provide and maintain infrastructure that supports Spokane Valley's economic development priorities. ED-P7 Leverage federal, state, and regional economic development resources and programs for City economic development purposes. ED-P8 Pursue public -private partnerships that advance the City's economic development goals. ED-P9 Provide positive, accessible, and customer -oriented City and public services. ED-P10 Provide effective and impactful assistance to businesses. ED-P11 Engage local businesses to understand their needs and to assist in future growth. ED-P12 Dedicate resources to sustain Spokane Valley's existing high value and high - volume tourism segments. ED-P13 Work to create and market new attractions, events, and other improvements that perpetuate Spokane Valley's presence as a tourist destination. ED-P14 Promote parks, trails, and other facilities that help to attract visitors and grow the local economy. ED-P15 Support the creation and retention, and expansion of home -based businesses that are appropriate for residential areas. ED-P16 Support local educational institutions in the development of educational and training programs that meet the needs of businesses. Economic Development Element I Spokane Valley Comprehensive Plan Update 28 Spokane Valley Comprehensive Plan Land Use Element Review To City of Spokane Valley From: Community Attributes Date: March 2, 2026 Project: Comprehensive Plan Periodic Update Subject Land Use Element Update Summary Key Themes & Approach: • Take a minimally invasive approach to meeting state requirements • Ensure land availability to accommodate appropriate growth opportunities for Spokane Valley's economy • Leverage existing transportation corridors and mixed -use zones for multifamily development • Provide for a wide variety of housing types What has changed since 2016: • Most significant changes pertain to residential uses • In 'W zones, accessory dwelling units (ADUs) and middle housing types must be allowed by right • Some increases to multifamily density in multifamily and mixed -use zones • Addition of multifamily as a permitted use in the RC zone • Three land use scenarios are currently under consideration by staff, Planning Commission, and City Council Land Use Element I Spokane Valley Comprehensive Plan Update 1 IV. Land Use Introduction Why the Land Use Element is Important The land use element is foundational to Washington State comprehensive planning under the Growth Management Act (GMA) in a number of important ways. Under this statute, this 2026 Comprehensive Plan Update will set the future course of the City of Spokane Valley through the year 2046. Central Role in Growth Management The land use element sets the direction of future growth in a community and includes a future land use map (FLUM) that identifies the general location and intensity of land uses such as residential, commercial, industrial, recreational, and public uses. It is the first mandatory element listed in the statute and acts as the organizing framework for all other plan elements. Integration with Other Elements The land use element serves as the basis for other required elements to build upon. Transportation forecasting must be based on the adopted land use plan, and capital facilities planning depends on the land use patterns identified. This ensures internal consistency across the comprehensive plan. Implementation Through Regulations Cities and counties must adopt development regulations that are consistent with and implement the comprehensive plan. This means the land use element directly shapes zoning ordinances, subdivision regulations, and other development controls that affect daily land use decisions. Current Policy Requirements Recent amendments have expanded the land use element's scope. It must now give special consideration to achieving environmental justice in its goals and policies, avoid creating or worsening environmental health disparities, reduce per capita vehicle miles traveled, and address wildfire risks. These requirements reflect evolving state priorities around climate, equity, and resilience. The land use element essentially determines where and how growth will occur over the 20- year planning horizon, making it the cornerstone of comprehensive planning in Washington State. Land Use Element I Spokane Valley Comprehensive Plan Update 2 Countywide Planning Policies Framework Under the Growth Management Act, Spokane Valley's Comprehensive Plan must be consistent with Spokane County's Countywide Planning Policies (CPPs), which establish a common framework for developing county and city comprehensive plans. The CPPs provide direction for Urban Growth Area (UGA) designations, which must include sufficient land and densities to accommodate 20-year projected growth. Key land use implications for this element include: • Maintaining consistency with regional population allocation processes coordinated through the Steering Committee of Elected Officials (SCEO); • Ensuring land use plans support and are consistent with regional transportation planning by the Spokane Regional Transportation Council (SRTC) and Spokane Transit Authority (STA); • Accommodating diverse housing types and densities across economic segments as specified in the CPPs' affordable housing policies; • And making provisions for essential public facilities consistent with regional siting processes. The UGA boundary, which defines where urban development may occur, is reviewed every 10 years to ensure adequate capacity for projected growth. This Land Use Element is structured to maintain consistency with these regional policy directives while addressing the city's specific land use needs and community character. Planning Context Since adoption of the 2016 Comprehensive Plan, the City of Spokane Valley and its communities have accomplished much, with a new City Hall and library, parks investments (such as Balfour Park and The Course), major transportation projects, and a diversity of new housing developments. Critically, the city has experienced significant demographic, economic, and regulatory changes that shape the context for this update. Population Growth and Regional Development Spokane Valley's population has grown rapidly since the 2020 Census. The city has maintained an average annual growth rate of roughly twice the national rate and has recently exceeded Spokane County's growth rate. This strong, steady growth reflects the city's continued attractiveness as a residential and business location within the Spokane metropolitan area. This Comprehensive Plan update plans for growth through 2046, responding to community preferences and economic conditions. The plan accommodates more moderate growth than that seen over the last decade primarily through increases in density. The community seeks to balance the community feel and excellent livability that Land Use Element I Spokane Valley Comprehensive Plan Update residents value while providing the affordable housing options and multi -modal connectivity now required by State law. Housing Affordability Crisis The planning period has been marked by unprecedented housing market pressures. Home values in Spokane County increased by nearly $100,000 from 2021 to 2022 alone, and middle -income families have been paying more than 30% of their income on housing — above the affordability benchmark —since 20201. Between 2010 and 2021, Spokane County's population grew by 56,000 people, while home prices in the region rose 30% in a single year during the pandemic period. These market forces have fundamentally altered the housing landscape, making homeownership increasingly challenging for local residents and creating urgent demand for diverse housing options. State Legislative Mandates Washington State has enacted significant housing legislation that directly impacts comprehensive planning. HB 1220 (2021) now requires jurisdictions to plan for housing across all income levels, identify sufficient land capacity by income bracket, and address racially disparate impacts and displacement in housing policies. HB 1110 (2023) requires cities of Spokane Valley's size to allow at least four housing units per lot, with higher densities near major transit stops, while HB 1337 (2023) mandates allowing at least two accessory dwelling units per lot and removes barriers such as owner -occupancy requirements. These legislative changes necessitate substantial updates to the city's land use regulations and comprehensive plan policies. Economic Resilience and Development Despite housing market challenges, Spokane Valley has maintained its position as Washington's eighth -largest city and continues to serve as a regional distribution and manufacturing hub along the Interstate 90 corridor. The city benefits from proximity to major transportation infrastructure, including two Class-1 railroads, Interstate 90, and state highways SR290 and SR27 - not to mention one of the largest industrial parks in the country - all supporting continued economic development and employment growth. This update responds to these converging factors by establishing land use policies and strategies that accommodate projected growth, advance housing diversity and affordability, comply with state mandates, and support economic vitality while preserving community character and environmental quality. 1 According to the US Census, 33% of Spokane County households were cost -burdened in 2021. Land Use Element I Spokane Valley Comprehensive Plan Update 4 Current Conditions Existing Land Use The city is substantially developed, with 2,540 acres, around 12.5% by parcel area, of the total citywide parcel acreagez remaining vacant, a decline from the nearly 15% vacant area as of the 2016 Comprehensive Plan cycle. This vacant land is characterized by both large contiguous tracts —such as Saltese Creek (currently under development) and a tract north of the County Fairgrounds —as well as by small, single lots scattered throughout the city and a handful of mid -size industrially -zoned parcels in the northeast of the city (Exhibit LU-1). Exhibit LU-1: Current Land Use Map, City of Spokane Valley, 2026 ��Jf'•� ���� ja ►�fiown— I Ail ��ir_y�=�.�11 i. IYIJ a��lY i !s '� .�J►.r���Jl i��Y, Eien Av 1:i �. ' �E.32,,d Ave o ea riee ` O u1. aoundory ®, k / V II yUbrea on Gr.—A �'c %c se F a vResae�fi. MOU—�Hu."d—fi 1 �/. I J i / • %�j% � aa,k: a ree�,eo �rrn�e. � r maue ram AI OMiles 2 Note that these acreage figures include only discrete parcel acreage and generally exclude rights -of -way. If the total city land area is 24, 354 acres, then rights -of -way would comprise approximately 3,950 additional acres. Land Use Element I Spokane Valley Comprehensive Plan Update 5 Source: City of Spokane Valley, 2025; Spokane County Assessor, 2025; Community Attributes, Inc., 2026. In 2026, single-family residential development accounts for 8,782 acres and approximately 43 percent of land use in the community (Exhibit LU-2), down from 49% in 20163. Multifamily residential development, around 9.3% of land use (see note below exhibit) has grown from 5.6% in 2016 and is concentrated in numerous nodes near commercial areas along main arterials, and in various neighborhood centers. Commercial land uses, including retail and most services, account for approximately 7.8% percent of the city's parcel area. Smaller commercial and mixed commercial / multifamily residential uses are located primarily along major thoroughfares, including Sprague, Appleway, Pines, Argonne/Mullan and Sullivan; as well as larger format, auto dealership, and big box commercial along Sprague, Appleway and I-90. There are also smaller neighborhood commercial centers located throughout the city. Spokane Valley's extensive industrial land use component, totaling 2,491 acres and approximately 12.2% of land use overall (almost double the 6.5% from 2016) is concentrated in and around the Kaiser Aluminum plant and Spokane Business and Industrial Park (known as "The Park", it is one of the largest active industrial parks in the nation), in the northeast of the city; a secondary major industrial node is centered in and around Yardley in the west end of the city and comprises many smaller -to mid -size industrial sites and activities. The significant growth in active industrial land uses reflects increased demand related to industries such as aerospace and advanced manufacturing in recent years. The following table includes estimated acreages for existing land uses within the City of Spokane Valley as of 2026. 3 A portion of this decline is due to methodological differences in the way land use was measured in 2016 versus in this document; here, additional, and more detailed, categories of land use have been broken out - including institutional, resource, parks - that may reduce single family land use as a proportion of the whole. Land Use Element I Spokane Valley Comprehensive Plan Update 6 Exhibit LU-2: Current Land Use by Area, City of Spokane Valley, 2026 Land Use Type Parcels % Total Acres % Total Single -Family Residential 25,216 74.0% 8,782 43.0% Vacant 2,758 8.1% 2,548 12.5% Industrial 759 2.2% 2,491 12.2% Multifamily Residential 3,521 10.3% 1,890 9.3% Commercial 1,267 3.7% 1,587 7.8% Institutional 282 0.8% 1,299 6.4% Transportation & Utilities 161 0.5% 793 3.9% Parks & Recreation 60 0.2% 536 2.6% Resource 42 0.1% 479 2.3% Total 34,066 100% 20,404 100% Source: City of Spokane Valley, 2025; Spokane County Assessor, 2025; Community Attributes, Inc., 2026. Note: Additional multifamily is located in mixed use zones, including CMU and MU, categorized here and symbolized in the map as Commercial. Resource land includes mining, agricultural, current use designations and forest land. Development Trends Residential Larger lot single-family residential development remains the most prevalent land use citywide, though new statewide regulations are poised to increase density on most of the single-family zoning categories in Spokane Valley. With Spokane Valley's dramatic population growth since 2019, driven partly by people relocating from more expensive West Coast cities seeking more affordable living options, vacancy has decreased, and new residential development —especially multifamily —has proliferated. While the 2016 Comprehensive Plan had already indicated renewed interest in multifamily development in Spokane Valley, recent numbers testify to the scope of the multifamily construction boom in the city. The most dramatic trend has been the surge in apartment development. In the first five months of 2023, multifamily permits in Spokane Valley increased 144.4% compared to the year-earlier period. Major recent projects include: • Mirabeau Place Apartments: 300-unit, complex on the former Elks Lodge property (permitted 2023, expected completion 2025) • Orchard Vista: 240 units across 7 buildings by Spokane Housing Authority • Saltese Creek: 320 units planned across 10 buildings • Multiple projects totaling 355 units permitted in Spokane Valley in early 2023 alone Land Use Element I Spokane Valley Comprehensive Plan Update 7 In addition to apartment projects, numerous three to six -unit townhome buildings have been permitted and constructed in the city's R-4 zone. Despite growth, affordability has become increasingly strained. Around 44 percent of Spokane Valley households need housing priced below the Area Median Income, yet only 34 percent of the housing stock is affordable at those levels. The City developed a Housing Action Plan identifying the need for approximately 6,600 housing units by 2037 to meet demand. To support residential growth, the City has made significant infrastructure investments, including water transmission mains and sewer upgrades, though, importantly, the City relies on a number of special purpose districts for provision of water, sewer, and fire services in many locations. Retail The retail market in Spokane Valley has shown resilience despite high interest rates and changing consumer patterns. While national brick and mortar retail faces challenges from bankruptcies, consolidation, and online retailing, Spokane Valley has maintained relatively stable performance, though growth rates have moderated from the 5% historical average to around 2-3% more recently. The city saw substantial improvement in retail health following the Great Recession and continuing through the 2010s. Retail vacancies dropped dramatically over the last 10-15 years from 12-15% to around 4-5% currently (considered a healthy market), representing about a decade of steady recovery and market strengthening. Spokane Valley's taxable retail sales grew impressively over this period. The city reached $3.62 billion in retail sales by 2025, representing a 144.1% increase since 2004. The city maintains high retail sales per capita and strong trade capture rates across many sectors, suggesting it is attracting shoppers from beyond its immediate boundaries. The city has proactively attracted new retailers. Since 2017, Spokane Valley has contracted with Retail Strategies to identify retail gaps, research national retailers expanding westward, and maintain active recruitment efforts including representation at major industry conferences. The Spokane Valley Mall has also undergone transformation with Sears closing in 2020 as part of nationwide store closures while the mall has retained its Macy's and JCPenney anchors (with the Macy's location surviving recent corporate consolidations that closed nearby stores). Recent years have seen diverse retail additions like a future Trader Joe's slated to fill former big -box space and boost the East Sprague corridor, a new Dave & Buster's, a Burlington clothing store (moved into a former Toys-R-Us location around 2020), Sierra (an off -price active apparel retailer), and various locally -owned restaurants and specialty shops. Industrial Since 2016, the City of Spokane Valley has experienced a transformation of its industrial sector, evolving from traditional manufacturing into a major regional logistics and Land Use Element I Spokane Valley Comprehensive Plan Update distribution hub. The most significant catalyst was Amazon's entry into the market, with the company opening a 1.3 million -square -foot fulfillment center in September 2021 that brought more than 1,000 new full-time jobs to the area. This development, combined with Amazon's existing West Plains operations, established the company as the second-largest private employer in Spokane County. Beyond e-commerce, the period saw substantial expansions by established manufacturers including Kaiser Aluminum's $150 million capital investment, Solstice Advanced Materials' (formerly Honeywell) $200 million expansion, Wagstaff Inc.'s $5.8 million facility addition, and Mercer Mass Timber's (formerly Katerra) 270,000-square-foot cross -laminated timber manufacturing plant. Between October 2019 and October 2020 alone, developers added 4.5 million square feet of industrial space throughout the greater Spokane area, reflecting strong demand for modern warehouse and distribution facilities. The City made strategic investments to accommodate this growth, particularly through development of the Northeast Industrial Area (NIA). The City completed environmental analysis for all 500 acres in the northeast industrial area in March 2019, streamlining the permitting process so that qualifying commercial or industrial projects are not subject to additional review under the State Environmental Policy Act. This shovel -ready land was equipped with water, sewer, and utilities through multi -year collaboration between the City, Spokane County, utility providers, and private landowners. The area's strategic positioning adjacent to both BNSF Railway and Union Pacific mainlines, including a Union Pacific spur, combined with direct access to Interstate 90 and State Highway 290, created exceptional multimodal transportation advantages. The Spokane Business & Industrial Park expanded with newer buildings added since 2020 featuring 120,000 square feet of space with concrete -tilt construction, 36-foot clear heights, cross -dock capacity 135-foot truck courts, and LEED certification standards. These coordinated efforts positioned Spokane Valley as a competitive location for modern industrial development with diversified tenant mix spanning e-commerce fulfillment, advanced manufacturing, food and beverage production, packaging, logistics, and aerospace components. The industrial market evolved to feature contemporary specifications including 32-37-foot clear heights, ESFR sprinkler systems, advanced fiber optic infrastructure, and competitive lease rates supported by over 5 million square feet of industrial product under professional management at the NIA. Major established industries including Kaiser, Boise Cascade, Alliance Machine Systems International, and SCAFCO Grain Systems continue operations alongside newer entrants, demonstrating the areas ability to support both traditional manufacturing and emerging logistics sectors. The City's streamlined permitting processes, absence of local Business & Occupation taxes, and competitive workers' compensation rates have reinforced Spokane Valley's attractiveness Land Use Element I Spokane Valley Comprehensive Plan Update as a regional industrial center serving markets throughout the Pacific Northwest and beyond. Population Spokane Valley's population has grown to approximately 110,200 residents as of 20254, representing a 7% increase since the 2020 Census. The city has maintained an average annual growth rate of approximately 1.3% since incorporation in 2003, almost twice the national rate, and has recently exceeded Spokane County's growth rate (1.76% Compound Annual Growth Rate - CAGR - for Spokane Valley from 2016-2025 versus 1.56% for the County). This strong, steady growth has outpaced that of its much larger neighbor to the west (1% CAGR 2015-2024) and reflects the city's continued attractiveness as a residential and business location within the Spokane metropolitan area. While Spokane Valley has steadily comprised around 19% of the county population, Spokane's has fallen from 44% to 41% since 2003. Exhibit LU-3: Population Growth, City of Spokane Valley and Surrounding, 2012- 2025 Annual Percentage Jursidiction 2012 2016 2020 2025 Growth 2016-2025 Spokane Valley 90,550 94,160 102,976 110,200 1.76% Spokane 210,000 214,500 228,989 234,700 1.00% Spokane County 475,600 492,530 539,339 566,000 1.56% Source: Washington State Office of Financial Management, 2025; Community Attributes, Inc., 2026. Residential and Employment Growth Targets The Spokane County Countywide Planning Policies (CPPs) establish residential and employment growth targets for all the municipalities in Spokane County, as well as growth targets for the unincorporated portions of the county. The State Office of Financial Management (OFM) develops growth targets for each county based on its forecast for statewide growth over the next 20 years. In Spokane County, the County and Cities work collaboratively to allocate the targets to smaller areas based on City policies and policies in the CPPs. For the 20-year period 2026-2046, Spokane Valley has a growth target of 20,913 new population, 16,661 new housing units and 9,174 new jobs. Due to economic fluctuations, over portions of the 20-year period, the city may see more or less growth than this target. With this Comprehensive Plan update, Spokane Valley must demonstrate capacity to accommodate these housing and job targets. 4 Washington State Office of Financial Management, Postcensal Estimates of April 1 Population Land Use Element I Spokane Valley Comprehensive Plan Update 10 To determine the 2046 housing needs for all income categories in Spokane County, the Housing for All Planning Tool (HAPT) was utilized, as developed by the Washington Department of Commerce. Figure LU-4 details Spokane Valley's original and adjusted allocation of housing units by income band in terms of new units required through 2046. The original allocation of 16,661 units was reduced by 3,795 to 12,866 units based on housing built and approved since 2020. Exhibit LU-4: New Housing Unit Allocations, City of Spokane Valley, 2026-2046 Spokane Valley Valley Existing Original Total # Adjusted Spokane Housing Units by Area Median Housing Units Allocation Units Built Valley Allocation Income Band Income (AMI) (Estimate) (New Units) 2020-2025 (New Units) Emergency housing N/A 0 733 0 733 Extremely low 0-30% PSH 0 1,380 0 1,380 Extremely low PSH 1,265 4,806 93 4,713 Very low 31-50% 6,515 3,289 478 2,811 Low 51-80% 21,579 1,960 1,582 378 Moderate 81-100% 7,456 1,058 475 583 High 101-120% 2,792 872 178 694 Other Above 120% 4,144 3,296 990 2,306 Total 43,751 16,661 3,795 12,866 Source: Spokane County and City of Spokane Valley, 2024; City of Spokane Valley, 2025; Community Attributes, Inc., 2026. Residential and Job Growth Capacity Spokane Valley's Comprehensive Plan supports the zoning and Urban Growth Area measures necessary to accommodate the growth assumed in the adopted 20-year targets. To assess the city s development capacity under the Future Land Use scenario envisioned in this element, a Land Capacity Analysis (LCA) has been completed. The table in Figure LU-5 details the results of this LCA, providing a comparison of housing unit allocations to housing unit capacity determinations by income band, in terms of surplus or deficit capacity. The full LCA, available as a separate technical report, contains detailed information and calculations of buildable land, deductions, assumed densities, and dwelling unit capacity (and related assumptions documentation) for each of the zoning designations or parameters that will change with this Comprehensive Plan update. This document also includes projections for new required Middle Housing types and ADUs under HB 1220, 1110 and 1337 legislation. Land Use Element I Spokane Valley Comprehensive Plan Update 11 Exhibit LU-5: New Housing Unit Allocations Versus Capacity, City of Spokane Valley, 2026-2046 Source: Spokane County and City of Spokane Valley, 2024; City of Spokane Valley, 2025; Community A ttrib utes, Inc., 2026.1Commented [BL7]: This exhibit and related text pending final LCA / LU Scenario outcome. Most of the residential growth modeled above is anticipated to occur along X and around the X areas. Much of the redevelopment in these areas is anticipated to be mixed -use structures, with commercial uses on the bottom floor and office or residential uses on the upper floors. Some of these will be a mix of uses within several structures (often of varying heights), which might be purely residential, office, retail, or commercial. Placeholder - commercial / industrial LCA findings showing needed capacity. Redevelopment is also anticipated in the smaller mixed use commercial areas located throughout the city. These areas are anticipated to be developed with smaller -scale mixed - use developments or medium density multi -family residential uses. The city's residential neighborhoods are also anticipated to see growth over the next 20 years, primarily related to the middle housing requirements, discussed in more depth in the Housing Element of this plan. The City of Spokane Valley has the aggregate land capacity to accommodate the housing growth targets - the City does require, however, new "adequate provisions" to ensure that housing for residents in the lowest income bands is supported. In contrast, Spokane Valley is short on zoned capacity to accommodate the job growth targets and emerging industry clusters. Industrial development trends since the last Comprehensive Plan in 2016 support increasing demand for industrial space in the northeast for the Aerospace supply chain to continue to cluster there and for new Advance Manufacturing opportunities. See Figure X, which shows the city's existing pending development and land use capacity, allocated housing, and job unit targets. More detailed information on the land capacity analysis can be found in the Land Capacity Analysis in Appendix I of this Comprehensive Plan. Approach to the Land Use Element Growth Strategy Spokane Valley's approach to accommodating future growth reflects a needs -based philosophy that is responsive to community preferences and current economic conditions. The city is planning for a lower population growth rate through 2046 than what it experienced over the last decade, allowing the city to accommodate future growth Land Use Element I Spokane Valley Comprehensive Plan Update 12 through increases in density. This allows Spokane Valley to meet its state -mandated responsibilities —particularly around expanding the diversity and affordability of housing and planning for transit. Spokane Valley desires to balance growth while maintaining the community feel and excellent livability that residents value. Other emerging factors, such as wildfire risk and wildfire smoke, drought, and post -pandemic shifts in residential preference and key economic sectors further reinforce the need for a measured, responsive approach that aligns future growth with community needs and wants. Under this strategy, growth management emphasizes incremental increases in housing variety, targeted infill, and density adjustments where they best leverage existing infrastructure and current and future transit. This provides pathways to meet statewide housing obligations while working to avoid abrupt changes to neighborhood form. Moreover, this approach strives to preserve Spokane Valley's strengths —an enjoyable lifestyle, easy access to regional amenities, and a business -friendly environment attractive to lifestyle -oriented enterprises —while acknowledging that development must proceed with sensitivity to natural resources and environmental risks. With this Plan, Spokane Valley sets a path to intentional growth, preserving and enhancing the landscape, built environment, and community spirit that make this city special. In short, this means: • Concentrate new housing unit capacity in existing commercial and mixed -use corridors; • Preserve and enhance parks, open spaces, and recreational opportunities; • Ensure adequate land to support strong economic growth, without compromising fiscal responsibility; • Make decisions holistically, evaluating costs and benefits across housing, transportation, the economy and the environment; • Communicate well to maintain respectful dialogue and manage compromise. Challenges and Opportunities Progress on Previously Identified Challenges and Opportunities The 2016 Comprehensive Plan identified the city's lack of small-scale, walkable neighborhood commercial areas as a primary land use challenge. The dominance of regional big -box retailers along commercial corridors, combined with insufficient residential density in surrounding neighborhoods, created barriers for small independent retailers that rely on local foot and bicycle traffic. Additionally, the pedestrian environment in many commercial areas —characterized by wide streets and large street -facing parking lots —was not conducive to the walkable, gathering -oriented spaces needed to support neighborhood retail. The 2016 Retail Improvement Strategy addressed retail diversity consistent with comprehensive plan goals, emphasizing the integration of retail planning Land Use Element I Spokane Valley Comprehensive Plan Update 13 with open space, pedestrian, and bicycle infrastructure improvements. Spokane Valley was also designated a Tree City USA by the Arbor Day Foundation, recognizing its commitment to urban forestry and community tree management. While the City has made valuable infrastructure investments since 2016 including sidewalk installations, bike lane additions, and trail connections, the density needed to support local retailers in residential areas adjacent to commercial corridors still needs to rise. A second major opportunity involved attracting new development to underutilized areas, particularly along the Sprague Avenue corridor. Identified as a corridor suitable for multimodal travel and higher -density mixed -use development, Sprague Avenue contained numerous underdeveloped parcels where redevelopment had been slow to occur. The Plan proposed increased zoning flexibility and support for mixed -use development to unlock the potential of these underperforming areas and increase development intensity where infrastructure could support it. Progress on the Sprague corridor has been notable, with the completion in October 2024 of the $4.6 million Sprague Avenue Stormwater and Multi -Modal Project, which added bike lanes and a signalized pedestrian crosswalk, and installed bio-infiltration swales and an enhanced STA bus stop. Spokane Transit has also implemented High Performance Transit improvements throughout the corridor. However, private redevelopment along Sprague has thus far remained limited. The Plan identified catalytic development opportunities, particularly the proposed new City Hall, to stimulate private sector investment along the Sprague corridor while providing the regulatory flexibility needed to attract development partners for large, strategically located sites consistent with the City's vision. The new City Hall was completed and opened in 2017 at 10210 E. Sprague Avenue, representing significant public investment in the corridor as envisioned. The City has also maintained Mixed -Use and Corridor Mixed -Use zoning districts allowing concurrent residential and commercial development, adopted SEPA infill exemption areas for streamlined review, and in 2020 authorized sales and use tax credits for affordable housing. New Challenges and Opportunities This 2026 Comprehensive Plan Update, supported and informed by extensive community engagement, reflects a continued commitment to addressing the land use challenges first identified nearly a decade ago. At the same time, new challenges and opportunities have emerged and the remainder of this section will describe mutually supportive approaches to addressing both. Creating conditions for neighborhood commercial to grow will be an unintended benefit of substantially increasing allowable residential by -right density in all residential and mixed use zones as a part of this Plan related to state -mandated changes. These changes will also continue to address the catalytic development opportunity with increased densities in the Land Use Element I Spokane Valley Comprehensive Plan Update 14 MU and CMU zones raising residual land values and improving the financial return on potential investment in those areas. Housing Diversity and Affordability Washington State's recent housing legislation (including middle housing requirements) requires Spokane Valley to plan for a broader range of housing types beyond single-family homes while ensuring to the best of its ability that they are affordable at a variety of income levels. The City's Housing Action Plan already identified barriers including density limits, open space requirements, and building height restrictions for multifamily development. With housing costs rising regionally and the need to accommodate 20 years of projected growth through 2046, creating opportunities for townhomes, duplexes, accessory dwelling units, and other "missing middle" housing types while ensuring affordability will be critical - and now, mandated by State law. The challenge will lie in doing this in ways that feel compatible with existing neighborhood character. Leveraging Transit and Infrastructure Investments After investing significantly in the Sprague corridor improvements and High Performance Transit infrastructure, the City faces an opportunity to encourage transit -oriented development and achieve the density needed to make these investments successful. However, this requires overcoming the persistent challenge of Spokane Valley's auto - oriented development pattern and creating the walkable, mixed -use nodes that have remained elusive since 2016. The question is whether the City can translate public infrastructure investments into private development activity, particularly small-scale neighborhood commercial that serves local residents. Climate Resilience and Sustainability With Washington's Clean Building Law requiring energy audits of public buildings (including City Hall, CenterPlace, and the Police Precinct), greenhouse gas reduction goals, and the need to protect the Spokane Valley-Rathdrum Prairie Aquifer (the region's sole drinking water source), environmental sustainability will be a more prominent challenge than in 2016.Opportunities include expanding stormwater management approaches like the bio -infiltration systems on Sprague, supporting electric vehicle infrastructure, promoting tree canopy and urban forestry, and planning for climate adaptation. The City's Commute Trip Reduction program and multimodal improvements connect to these environmental objectives. Economic Development in Changing Markets The shift toward remote and hybrid work, e-commerce impacts on retail, and changing industrial space needs present both challenges and opportunities. The City may need to reconsider how it plans for commercial corridors dominated by big -box retail and aging strip malls, growing industrial areas constrained by space needs, and office space needs in a Land Use Element I Spokane Valley Comprehensive Plan Update 15 post -pandemic economy. Opportunities might include adaptive reuse strategies, supporting local entrepreneurship and small businesses, and creating flexible zoning that responds to emerging economic sectors. New and Emerging Trends The planning field has evolved beyond basic transit -oriented development to emphasize equitable implementation (known as equitable TOD, or eTOD) that explicitly addresses affordability. Washington State's 2025 HB 1491 represents cutting -edge TOD policy, requiring minimum densities near transit, mandating affordable housing percentages, and eliminating parking minimums in station areas. Many communities have discovered that public infrastructure investment alone does not catalyze development —that pairing with regulatory reforms and streamlined approvals makes a real difference. Some cities have eliminated parking minimums entirely, significantly boosting the financial viability of smaller new developments, while others have implemented expedited review processes for TOD projects. Missing middle housing reforms are spreading rapidly, with over a dozen states passing enabling legislation since 2019, but planners are learning that zoning changes alone are insufficient. Memphis discovered that building codes, fire codes, and utility requirements designed for large apartment buildings make 3-8-unit projects financially infeasible, prompting code reforms that save 8-10% in construction costs. Best practices now include pre -approved housing designs that bypass discretionary review, proportional code requirements scaled to building size, and minimum lot size reductions. The Japanese model of nested zoning —where lower -intensity uses are automatically permitted in higher - intensity zones —offers an alternative that creates organic mixed -use development without prescriptive requirements. Climate resilience planning has matured into a comprehensive framework integrating water management, urban heat reduction, green infrastructure, and building decarbonization as interconnected strategies. Cities worldwide are adopting nature -based solutions like Copenhagen's bio-infiltration systems that treat stormwater while creating urban parks, and green infrastructure like Poland's planted bus stop roofs that retain 90% of stormwater and significantly reduce urban heat. The World Economic Forum emphasizes that 90% of urban emissions can be cut with existing technology while creating millions of jobs, positioning climate action as economic development. Leading jurisdictions now use climate forecasting data to design infrastructure for future conditions rather than past patterns, while building decarbonization has become a priority focus since buildings represent 40% of global CO2 emissions. With U.S. office vacancy rates reaching 20.1%—the highest in 30 years —adaptive reuse has emerged as a major planning strategy requiring both financial incentives and Land Use Element I Spokane Valley Comprehensive Plan Update 16 regulatory streamlining. Boston offers 75% property tax reductions for conversions, Calgary provides per -square -foot grants, and San Francisco waives transfer taxes, while Los Angeles and San Francisco make conversions by -right without discretionary review. However, not all buildings are suitable —pre -WWII structures with abundant windows, buildings 60 feet wide or less, and mid -rise buildings with certain floor plate shapes work best for residential conversion. Forward -thinking cities are expanding use tables to allow office conversions to daycares, schools, laboratories, and light industrial, recognizing that only about 10% of obsolete offices suit residential conversion and that use flexibility creates more revitalization opportunities. Implications for Spokane Valley The most successful communities are adopting comprehensive, integrated approaches rather than single -issue fixes. Leading practices include eliminating review processes for small projects that meet basic standards, testing new approaches through pilot programs in specific areas before citywide implementation, and establishing community land trusts and public/nonprofit partnerships for affordable housing near transit. Some growing cities are also shifting toward form -based codes in key areas that focus on building form and character rather than use separation, while implementing annual monitoring systems to track housing production, affordability metrics, and climate goals and adjust policies based on performance. The overarching lesson from successful cities is that flexibility and responsiveness to market conditions matter more than rigid master plans —the goal is to create frameworks that allow organic evolution while ensuring quality outcomes through performance standards rather than prescriptive rules. Future Land Use In light of stakeholder input and socioeconomic trends, as well as new and continuing GMA requirements, the City is substantially revising its land use regulations to implement the community's vision, increase flexibility for landowners and developers, respond to market opportunities - and to increase allowable housing density and variety across the city. These changes are discussed in detail in the following section. Urban Growth Area Spokane Valley desires a safe, clean, and vital community, and its residents also value fiscal responsibility, economic growth, and flexibility for the business community. These preferences very clearly inform the changes to the land use code that are advanced in this Comprehensive Plan. Nevertheless, changes must first and foremost accomplish the mandates of the GMA, which relies on the concept of channeling expected growth into existing urban areas. The revised land use regulations therefore provide a physical framework for the City's goals of expanding housing choices and enhancing neighborhood character while minimizing barriers to development and meeting GMA goals and Land Use Element I Spokane Valley Comprehensive Plan Update 17 requirements. Some previous designations have been merged, and additional land uses have been allowed in new areas of the city. The Comprehensive Plan is required to include a future land use map, which depicts these land use patterns (Figure LU-6). Exhibit LU-6: Future Land Use map, City of Spokane Valley, 2026-2046 Scenario A: Limited Rezone + Upzone ,f' Ca aae kea UGA expansion for Single-family zones R-I }hrough R-0with added Middle Housing -Regional Commercial (RC) zo commercial and indastnal pending with added mi,tifbmily y cial LCA housing by -right fine ger -Area of R-4 south of valleyway r... ned to MUlflfamily Resldenflal(MFR) l�anle's Ferry sed densities In MFR, Sp/o t' CC"' Mixed and Condor Mixed Use GMV zones J a fCM ! Z.^ =� "N "___7_17�nb R n c' I� 90 m m1fif—fly honi t,.m �, -�� 7o a ifr 1 _ tti'`R � li ` r �Dishma Hills C,Wry t' A— 0 Mlles es (R-i thraagh R-4) will ow Middle Hovsing, E 32nd Are well as 2 AM, by�ghf. om�ka�evaua 71 aoP� p spn..n omlyrzn vl (mrx): Area 32 DU A. Upzone u.. fMuftaz'ou/A= se lC11) c tDU/A.e eIM ­.noo1f1rd b I p.l Halt Source: Spokane County and City of Spokane Valley, 2024; City of Spokane Valley, 2025; Community Attributes, Inc., 2026. Land for Residential Development CMU allows for a variety of uses with infill including multi -family at relatively higher densities with a mix of jobs and living in close proximity while being close to public transportation and services - in line with 1110 and 1220 Land Use Element I Spokane Valley Comprehensive Plan Update 18 Commercial and Industrial La Essential Public Facilities The Growth Management Act (GMA) requires comprehensive plans to include a process for identifying and siting Essential Public Facilities (EPF). According to the GMA, no local comprehensive plan may preclude the siting of EPF. The GMA defines Essential Public Facilities as those "that are typically difficult to site, such as airports, state education facilities and state or regional transportation facilities as defined in RCW 47.06.140, state and local correctional facilities, solid waste handling facilities, and in -patient facilities including substance abuse facilities, mental health facilities, group homes, and secure community transition facilities as defined in RCW 71.09.020.' Factors that make these facilities difficult to site include the potential adverse impacts, such as noise, odor, traffic, and pollution generation. The facilities can be either desirable or undesirable to jurisdictions. Some of the facilities are privately owned and regulated by public entities. Facilities also can be owned by the State and used by residents from throughout the state, such as universities and their branch campuses. Establishing an Essential Public Facilities (EPF) siting process is a mandate of the GMA. Including a process for siting EPF in the comprehensive plan has benefits, including minimizing difficulties in the siting process and addressing local impacts equitably. Spokane Valley's Comprehensive Plan Land Use Element contains goals and policies for siting EPF. These policies are intended to guide the creation of provisions in the Land Use Code to site EPF that are not otherwise regulated by the Spokane Valley Municipal Code (SVMC). EPF that are otherwise regulated by the Spokane Valley Municipal Code will continue to be regulated as set forth in the SVMC without needing to use the siting policies set forth in the Land Use Element. Goals, Policies, and Strategies Goals LU-G1 Maintain a land use plan that enhances quality of life in Spokane Valley. LU-G2 Provide for land uses that are essential to Spokane Valley residents, employees, and visitors. LU-G3 Support the transformation of commercial, industrial, and mixed -use areas into thriving economic anchors. LU-G4 Ensure that land use plans, regulations, review processes, and infrastructure improvements support economic growth and vitality. Land Use Element I Spokane Valley Comprehensive Plan Update 19 Commented [EW21: Future Land Use section to be completed upon selection of preferred land use scenario by City Council. Policies LU-P1 Support unique, high -quality, and locally owned retail in appropriate locations. LU-P2 Preserve the natural features and amenities that make Spokane Valley attractive to residents and business owners. LU-P3 Ensure compatibility between adjacent residential and commercial or industrial uses. LU-P4 Support neighborhood efforts to sustainably cultivate produce. LU-P5 Protect residential neighborhoods from incompatible land uses and adverse impacts associated with transportation corridors. LU-P6 Ensure that neighborhoods are served by safe and convenient motorized and non - motorized transportation routes. LU-P7 Maintain development regulations that are conducive to new and innovative development types on commercial, industrial, and mixed -use land. LU-P8 Ensure that freight -intensive operations have convenient access to designated truck routes and intermodal terminals. LU-P9 Continue to support the remediation of environmentally contaminated sites to return the land to productive use, leveraging programs such as Brownfield Reuse. LU-P10 Maintain an appropriate supply of productive industrial land and ensure there is available land for commercial and industrial growth. LU-P11 Collaborate with landowners and developers that seek to build projects that are consistent with the City's vision. LU-P12 Enable a variety of housing types and plan for housing affordable to all economic segments of the community. LU-P13 Locate higher intensities of development along major transit corridors and near transit centers and commercial areas. LU-P14 Provide for public open spaces sufficient to meet the needs of the community. LU-P15 Provide a consistent and predictable process for the annexation of land into Spokane Valley. LU-P16 Identify land designations for potential annexation areas in the Comprehensive Plan for the adjacent Urban Growth Areas to the city. Land Use Element I Spokane Valley Comprehensive Plan Update 20 Land Use Element I Spokane Valley Comprehensive Plan Update 21 Spokane Valley Comprehensive Plan Natural Resources Element Review To City of Spokane Valley From: Community Attributes Date: March 2, 2026 Project: Comprehensive Plan Periodic Update Subject Natural Resources Element Update Summary What has changed since 2016: • The City's approach to Natural Resources has remained mostly the same • Spokane County voters approved a 20-year renewal and expansion of the Aquifer Protection Area (APA) program in 202S, intended to protect the Spokane Valley- Rathdrum Prairie Aquifer • Spokane Valley and Spokane County are actively working on a floodplain study and map update for the Carnahan and Glenrose Flood Plains (currently at FEMA for hydraulic and hydrologic review) Natural Resources Element I Spokane Valley Comprehensive Plan Update 1 X. Natural Resources Introduction Why the Natural Resources Element is Important The Natural Environment Element combines several environmental topics, including critical areas (wetlands, aquifer recharge areas, fish and wildlife habitat areas, frequently flooded areas, and geologically hazardous areas), surface water quality and quantity, shorelines, and air quality. The diversity of Spokane Valley's natural environment is evident in ecosystems that range from the foothills of Mt. Spokane to the low-lying Rathdrum Prairie floodplains along the Spokane River. This diversity supports a broad spectrum of wildlife, from the moose of Mt. Spokane to the interior red -band trout in the Spokane River. Throughout the region, lakes, rivers, wetlands, and associated riparian areas provide linkages and corridors for wildlife. Spokane Valley's natural environment also includes the Spokane Valley/Rathdrum Prairie (SVRP) Aquifer, one of the most productive aquifers in the United States. Spokane Valley's economic development success in recent years is partially attributable to natural amenities that make the area beautiful and supply it with an array of recreation opportunities. The purpose of this chapter is to coordinate planning efforts to preserve and enhance this unique natural environment. By ensuring the availability of clean air and water and preserving critical areas and natural features, Spokane Valley will continue to grow as a healthy, sustainable, and inviting community. Planning Context Balancing the conservation and protection of the natural environment with population growth, economic development goals, and increasing recreational access is a key purpose of statewide planning rules and regulations. Direction is provided through statewide planning goals, the GMA, and the Shoreline Management Act (SMA). Statewide Planning Goal 10 (RCW 36.70A.020) instructs jurisdictions to: "Protect the environment and enhance the state's high quality of life, including air and water quality, and the availability of water." The GMA requires local governments to adopt ordinances that limit development in and near environmentally sensitive areas, which it refers to as critical areas. Critical areas include wetlands, aquifer recharge areas, fish and wildlife habitat, frequently flooded areas, and geologically hazardous areas. During municipal incorporation in 2003, the City adopted Spokane County's Critical Areas Ordinance (CAO) as an interim measure to regulate development in and near critical areas and thereby comply with the GMA. In December 2016, the City adopted its own CAO (via Ordinance 16-018, codified as Chapter 21.40 of the Natural Resources Element I Spokane Valley Comprehensive Plan Update 2 Spokane Valley Municipal Code), which now governs development in and near critical areas. The City has prepared an updated CAO to provide regulations that are specific to the city's unique natural environment. This Natural Environment Element of the Spokane Valley Comprehensive Plan provides the foundation for the CAO and other municipal plans and regulations and provides context for goals and policies related to the city's natural environments. Notably for Spokane Valley, all lands within the city are already characterized by urban growth, limiting the City's obligations under RCW 36.70A.170. The only resource lands extant in the city are mineral resource lands, which are discussed in this element. Pursuant to the GMA, the City is required to designate natural resource lands and critical areas. Critical areas are discussed in more detail below. With regard to natural resources, pursuant to RCW 36.70A.170, the City is required to designate "where appropriate ... [a] gricultural lands ... [f]orestlands... [and] [m]ineral resource lands that are not already characterized by urban growth and that have long-term significance for the extraction of minerals...." Further, pursuant to RCW 36.70A.060, the City must adopt development regulations to ensure conservation of mineral resource lands designated pursuant to RCW 36.70A.170. During its first update, the City did not designate any mineral resource lands and further, it has not designated any mineral resource lands since 2006. However, the consideration of mineral resource land designation is an important one for the City, as the city currently has several existing active surface (sand and gravel) mines. These take up significant acreage and, even with appropriate reclamation planning, create long-term impacts that can limit or preclude future industrial, commercial, or other productive use of the site, even after the mine closes. Although the city has existing mines and desires to allow those uses to continue, the City has determined not to designate any mineral resource lands at this time due to the extensive urban characteristics surrounding the mines and the wide availability of the gravel within the region as described further below. Community input emphasizes the Spokane River and surrounding natural areas, like the Dishman Hills and Minnehaha, as valued yet underutilized assets. Residents highlighted groundwater protection, river and shoreline health, and tree canopy as top priorities. The community envisions a city that conserves natural resources, manages mineral lands responsibly, and integrates environmental stewardship into development. Protecting critical areas, enhancing water quality, and leveraging natural assets are seen as key to improving quality of life, supporting economic growth, and creating a resilient, vibrant community. Natural Resources Element I Spokane Valley Comprehensive Plan Update 3 Current Conditions The majority of Spokane Valley is developed for residential, commercial, or industrial uses. Above ground, undeveloped natural areas within the city are generally located along the Spokane River and local streams, including associated riparian areas and wetlands. Natural, undeveloped areas also exist on forested cliffs and steep slopes, open areas between the Spokane River and Trent Avenue east of Millwood, and public parks such Mirabeau Point Park and Sullivan Park. These natural environments provide important recreational and scenic amenities to the city, as well as habitat for fish, birds, and terrestrial wildlife. Additionally, most of the city sits atop an extensive, sole -source aquifer that provides high quality drinking water and provides some return flows to the Spokane River. The aquifer moves through alluvium deposited by historic flood events. These layers of sand, gravel, clay, and silt provide mineral resources, which are actively mined at various gravel quarries within the city. Natural areas are protected by various federal, state, and local plans or laws. This section describes the current condition of natural areas in the city within the context of these laws, which regulate critical areas, surface water, air quality, and shoreline areas. Mineral Resource Lands The City has undertaken an extensive review process to determine the availability, need, and appropriateness for mineral resource designation and protection within the city. It has conducted interviews with stakeholders; reviewed mineral resource needs due to estimated future construction utilizing information obtained from USGS, Department of Natural Resources, stakeholders, WSDOT, and Spokane County; reviewed access to and availability of mineral resources through materials provided by the Department of Natural Resources; and has analyzed the current urban characteristics surrounding the existing mines within the city. Based on data from the Department of Natural Resources, the city currently has 18 permitted surface mines with five of them having an active status and the remainder an inactive status. (Exhibit 1) The permitted area of the active mines totals 465 acres. The mined sand and gravel is used extensively in construction projects around the region. Reclamation for the closed mines generally consists of landscape planting and some reshaping of the slopes. Several of the mines have deep excavations that have exposed the SVRP Aquifer. The areas around the open mines generally consist of urban areas with developed industrial and heavy commercial uses, although one newer mine (Eden Pit No. 55-06) has open land to its north that is currently zoned for industrial use. All but one (Eden Pit No. 55-06) of the existing active mines have been in operation since the City's incorporation. Other than permitting mining in the heavy industrial zone, the City has not Natural Resources Element I Spokane Valley Comprehensive Plan Update 4 had additional protective regulations for the mines as it did not designate any mineral resource lands in the 2016 Comprehensive Plan. Due to the urban growth immediately surrounding the mines, additional protections for mining could likely negatively impact other existing industrial and commercial uses. ram•© Exhibit 1. Mine Locations Spokane Valley, 2025 �aad In Little 6aldy Otis Trentwood Camp 5ekanl Park 290 aeacan MlnnehldLl F21[a Fieltl Area /_/1J 29U EGa'a a � nd Ave ell Tr 2 PdfC � Conserva Park e,N ay t Mlilwa4d EEm'ry Fucure]kspokane River Centennlal Felts Field 'Mon[gamey - State PdYk TYd - rJ1 De E Mansfield Ave Spokane so a z Valley 90 --_ Greenacres t - 4 E Broadway Ave E Alkl Ave 1Ir�+-J�r, Dishman E R_ _ Evalleyway Ave EAP4 r. I a"vway �e c E Sprague Ave Opportunity Veradale 4' E I90 Fwy East Spokane E 24h Ave yk E 24[h 0.ve 90 E 21 st Ave - _ E 32nd Ave E 32nd Ave E 2Eth Ave •2764)t GI 97 Mse Prairie Ave - le vav e a i � a Q Mining Locations 77 3 o 0 Spokane Valley Municipal Boundary a %fi Spokane Valley Urban Growth Area Parks, Recreation, Open Spaces N 3R89 0 UGA Expansion � _ �j 1 •3132h 2 Miles Source: City of Spokane Valley, 2025; FEMA, 2023; CAI, 2025 The mines within the city are but a small part of the extensive approximately 56 active mines within the County. Mining is common throughout the region due to the extensive deep flood deposits of high -quality sand and gravel and similar alluvium that compose the SVRP Aquifer which are easily accessed due to the typically thin overburden. Additionally, there are numerous rock mines within the County. These flood deposits extend from Lake Pend Oreille on the east to the West Plains west of the City of Spokane. Accordingly, there are adequate options for gravel mining outside of the city and such mining has and is already occurring. Natural Resources Element I Spokane Valley Comprehensive Plan Update 5 Critical Area Protection Per the GMA, jurisdictions are required to protect critical areas through the adoption of policies and regulations. Critical areas include: (a) wetlands; (b) areas with a critical recharging effect on aquifers used for domestic purposes; (c) fish and wildlife habitat conservation areas; (d) frequently flooded areas; and (e) geologically hazardous areas. Spokane Valley recognizes the importance of protecting the ecological functions and social values provided by critical areas. These natural systems play valuable roles in stormwater disposal, flood prevention, and water quality preservation, as well as providing recreational opportunities. Protection of critical areas makes economic sense because the alternatives are development of expensive engineered systems for protection from floods and geological hazards and for purification of drinking water, or regulations to restore declining populations of sensitive species that are restrictive and expensive to implement. Wetlands There are few wetlands in the city (Exhibit 2); however, each plays a valuable role in providing aquatic habitat, preserving water quality, and maintaining water storage. Wetland types in the city include marshes, prairies, shrublands, forests, and vegetated ponds. By storing floodwater, wetlands reduce flooding and downstream erosion, trap and absorb sediments, and help protect water quality. Furthermore, wetlands discharge water to aquifers and streams, help replenish groundwater, and maintain base flows of surface water systems. In addition to these water quality and water storage functions, wetlands also provide habitat for birds, mammals, amphibians, reptiles, insects, and occasionally fish. Most wetlands within the city are associated with streams, Shelley Lake, or historical mining. They tend to be most affected by runoff from adjacent roadways and developed residential and commercial lands. Wetland quality is assessed using the Washington State Wetland Rating System, originally developed by the Department of Ecology in 2004 and subsequently refined through regional guidance updates. In planning for development in or near wetlands, the City strives to ensure that the critical functions of wetlands are not impacted, or, if impacts cannot be avoided, that they are compensated for elsewhere as part of the development project. Natural Resources Element I Spokane Valley Comprehensive Plan Update 6 Exhibit 2. Map of City of Spokane Valley Hydrology and Flood Hazard Ll TTL E BALDY L S, ,. A - Shoreline Master Plan Butter Zone Wetlands 2% Annual Chance of Flooding A - 11 Chance of Flooding, no BFF* AE - Regulatory Floodway !' Spokane Valley Urban Growth Boundary O Spokane Valley Municipal Boundary Parks, Recreation, & Open Spaces O UGA Expansion Spokane e Valley DIshman Opportunity A2�,unua9 Veradale 'O� � Q N 0 1 2 Miles I � I Source: City of Spokane Valley, 2025; FEMA, 2023; CAI, 2025 Note: *No Base Flood Elevation (BFE) is provided for this location. As a result, no official flood elevation has been established on this map. Elevation requirements, if applicable, must be determined using best available data and local floodplain regulations. Flooded Areas Frequently flooded areas are lands subject to a 1% or greater chance of being flooded in any given year (also known as the 100-year flood). These areas, shown in Exhibit 2, are designated by the Federal Emergency Management Agency (FEMA) as Special Flood Hazard Areas (SFHA) and are identified with specific flood zone labels such as Zone A (no flood elevations), AE (flood elevations are provided), AH (ponded areas), and AO (unchannelized sheet flow). Also, within some AE zones, a floodway may be identified as a portion of the channel that must be protected from development to pass the flood without increasing the water surface elevation more than a designated height. The SFHA is the area where the National Flood Insurance Program's (NFIP's) floodplain management regulations must be enforced and the area where the mandatory purchase of flood insurance applies. The City regulates development in the SFHA in accordance with chapter 21.30 SVMC Floodplain Regulations. Any development on a parcel located within a Natural Resources Element I Spokane Valley Comprehensive Plan Update 7 special flood hazard area requires a floodplain development permit ensuring the project is reviewed. Another mapped flood event is the 0.2% annual chance flood, also known as the 500-year flood. It is designated as Zone X but is an area of only moderate flood hazard and is not regulated by the City. Special flood hazard areas within the city include Forker Draw, Spokane River, Glenrose and Central Park drainage basins, Chester Creek, and the Saltese Creek -Shelley Lake area. These flood areas include, but are not limited to, streams, rivers, lakes, ponded areas, alluvial fans, and wetlands. They are natural physical features of a watershed that play an important role in stormwater conveyance, storage, and disposal as well as wildlife habitat and recreation. Maintenance of the natural function of these areas protects residences, structures, and infrastructure and reduces the need to construct flood control facilities. The City is actively updating its flood maps and supports improved modeling of floodplains and floodways that accurately delineate the floodplains and minimize flood risk to affected land development. Spokane County is also actively working to update their floodplains in the Glenrose and Central Park basins, which presents an opportunity for coordinated flood hazard reduction. Surface Water Water quality and quantity influence the domestic, economic, and recreational quality and maintain the natural environments of Spokane Valley. Historically, clean water has been taken for granted. As growth and development have increased, so have problems associated with maintaining water quality and quantity. Industry, business, agriculture, commercial, and residential development all contribute to reduced water quality and quantity. To maintain adequate water quality and storage capacity as the city continues to grow and develop, a comprehensive approach must ensure future water quality and quantity. Spokane Valley has a limited number of surface water bodies, which include the Spokane River and Shelley Lake. The Spokane River provides the region with significant economic, recreation, wildlife habitat, and aesthetic value. The Spokane River is listed as an impaired water body under Washington State's 303 (d) program, with pollutants including PCBs, 2,3,7,8-Tetrachlorodibenzo-p-dioxin, lead, and zinc. To address these water quality issues, the Washington Department of Ecology and partner agencies have ongoing projects to reduce pollutant loads. The Spokane River Regional Toxics Task Force, formed in 2012, coordinates regional cleanup efforts. Total Maximum Daily Loads (TMDLs) have been developed for PCBs, dissolved oxygen, and dissolved metals, including a new PCB TMDL finalized in October 2024 to set enforceable limits and guide reduction strategies. The use of the Spokane River as a receiving water for sewage effluent discharges and stormwater runoff makes it an important resource for waste assimilation. The increased Natural Resources Element I Spokane Valley Comprehensive Plan Update 8 impervious area resulting from development changes the amount and the quality of runoff water. If left unmanaged, discharges of stormwater can cause flooding and water quality degradation, especially in water bodies like the Spokane River that are already impaired. Long-term solutions to stormwater problems require creative approaches on a case -by -case basis. In areas where development has already occurred, much of the natural stormwater system may be altered so that it no longer functions effectively. In these areas, stormwater regulations should target redevelopment, voluntary treatment enhancements, wetland conservation, and capital improvements in City treatment facilities. In areas where wetlands are filled or natural drainageways are altered, the cost of replacing natural water quality treatment functions with engineered stormwater treatment facilities can be substantial. In currently developing areas where stormwater disposal has not yet become a problem, it is important to preserve the natural drainageways and pervious characteristics of the landscape to prevent problems from occurring as a result of future development. Shorelines Waters with a mean annual flow of greater than 20 cubic feet per second (in the case of flowing water) or an area greater than 20 acres (in the case of standing water) are considered Shorelines of the State and are subject to the Shoreline Management Act (SMA). Within the city, the Spokane River and Shelley Lake are the only two Shorelines of the State managed under the City of Spokane Valley Shoreline Master Program (SMP). The extent of SMP jurisdiction includes the body of water together with an adjacent strip of land 200 feet wide, measured landward from the ordinary high water mark (common high water line of a stream or lake). Note that other waters within the city, including Saltese Creek and Chester Creek, although not regulated under the City's SMP, are important water resources and are protected under the City's CAO regulations as fish and wildlife habitats. The SMP also protects any additional critical areas within shoreline areas. This Comprehensive Plan does not propose changes to the SMP. The GMA (RCW 36.70A.480) requires that cities include the goals and policies of the adopted SMP in the Comprehensive Plan. The City's comprehensive SMP update was approved by the Department of Ecology in August 2015, with the City completing a periodic review of their SMP in 2021. The update revised the existing shoreline program, including the goals, policies, regulations, shoreline environment designations (SEDs), administrative procedures, and definitions. Due to the length of the SMP goals and policies, they are adopted by reference in the Comprehensive Plan and can be viewed on the Department of Ecology's website. However, this section describes the overarching goal of the SMA, and the SEDs in an effort to summarize the plan for managing the city's shorelines. The overarching goal of the SMA is to prevent the inherent harm in uncoordinated and piecemeal development of the state's shorelines. Shorelines are among the most Natural Resources Element I Spokane Valley Comprehensive Plan Update 9 ecologically productive and fragile of environments in the city. The intent of the City's SMP is to foster reasonable and appropriate use of the shorelines while protecting their natural character, preserving the ecology and resources, improving public access, and increasing recreational opportunities for the public. The SEDs developed for the SMP are based on existing land use patterns, the biological and physical character of the shoreline, and the goals and aspirations of the City. SEDs are analogous to zoning designations for areas within the shoreline jurisdiction. SEDs provide a uniform basis for applying policies and use regulations within each designation, and SEDs are intended to encourage appropriate uses and activities while providing for protection and restoration of shoreline ecological functions. It is anticipated that reasonable standards, restrictions, and prohibitions on shoreline developments will be instituted as shoreline regulations. This is necessary so that shoreline development will reasonably protect existing uses and shoreline character and ensure "no net loss" of shoreline ecological functions. Characteristics and general management policies for each of the designations can be found in the SMP. Spokane Valley is unique in its application of shoreline regulations with regard to riparian setbacks. Rather than applying generic shoreline setback widths as other cities have done, riparian setbacks in Spokane Valley are based on existing or potential high -quality shoreline resources that should be conserved to ensure no net loss of shoreline ecological functions. Aquifer Recharge Areas The SVRP Aquifer supplies potable water to most of the residents of Spokane County. The aquifer and associated recharge areas underlie the entire City of Spokane Valley. The aquifer begins in northern Idaho between Spirit Lake and the south end of Lake Pend Oreille. The aquifer flows south and west under Spokane Valley and downtown Spokane. The aquifer then turns north and discharges into the Little Spokane River. Aquifer deposits range from 150 feet to more than 600 feet in depth. Due to concerns regarding the maintenance of water quality of the aquifer, the U.S. Environmental Protection Agency designated the SVRP Aquifer a "Sole Source Aquifer" in 1978. The aquifer was only the second in the nation to receive such a designation. Although the aquifer provides high quality drinking water, it is highly susceptible to contamination due to the underlying geology of the area, which consists of sandy, gravelly glacial outwash that allows surface water to infiltrate rapidly. The aquifer is dynamic, with close to one billion gallons of water flowing into and out of the system each day. The Spokane River provides about 49% of the aquifer inflow and 59% of the aquifer outflow. The Spokane River stretch through Spokane Valley is primarily a gaining reach, where the river gains water from the aquifer. Natural Resources Element I Spokane Valley Comprehensive Plan Update 10 Since 1977, more than SO monitoring wells in Washington and 28 wells in Idaho have been installed to monitor the impacts of land surface activities over the aquifer. The primary concern in the aquifer has been nitrate, which may cause health problems above certain levels in drinking water. Septic systems, fertilizer, and stormwater are typically major contributors to elevated nitrate levels in the aquifer. As development has intensified and the area has become more fully built out, chloride levels have increased, primarily because stormwater runoff gathers pollutants from roads and other impervious surfaces. Long-term monitoring shows that contaminants have reached the aquifer; however, overall water quality remains very good. Ongoing initiatives, including stormwater management upgrades and the continued expansion of sewer service, have helped reduce nitrate concentrations over time. Additionally, Spokane County's long-standing Aquifer Protection Area (APA) Program and the voter -approved APA tax, which was recently renewed, provide dedicated funding for groundwater monitoring, sewer extensions, stormwater improvements, and public education. More detailed information on program activities and outcomes is available through the County's Aquifer Protection Area website. Fish and Wildlife Habitat Fishing and the observation of wildlife are valued recreational activities that contribute to the local economy and quality of life in Spokane Valley. Priority fish and wildlife habitat areas, as designated by the Washington Department of Fish and Wildlife (Exhibit 3), are considered critical areas and are necessary for both native resident and seasonal migratory animal species. Habitat conservation areas may include open areas with species richness, breeding habitat, winter range, migration corridors, and habitats that are of limited availability or high vulnerability to alteration, such as cliffs, talus, and wetlands. Chester Creek and Saltese Creek do not fall within the state's shoreline jurisdiction, but they contain valuable riparian habitat that provides shade, food, and cover for fish and wildlife species. The Washington State Department of Natural Resources Water Typing maps identify these streams as containing fish. These streams, and other unnamed drainages generally infiltrate into the ground before reaching the Spokane River above ground. This means that they provide important aquifer recharge functions and that, if contaminated, they could contaminate the aquifer. Urban landscaping, parks, and open spaces supplement fish and wildlife habitat areas by providing cover, food, or nest areas for a wide variety of wildlife. The loss of natural wildlife habitat to urban development can be partially offset by landscaping that includes a variety of native plants that provide food and shelter for wildlife. Natural Resources Element I Spokane Valley Comprehensive Plan Update 11 Exhibit 3. Map of Priority Species and Habitat Areas Q UGA Expansion Biodiversity Areas And Corridor Spokane Valley Municipal Boundary Q Cray wolf Spokane Valley Urban Growth Boundary 8 Northwest white-tailed deer Parks, Recreation, & Open Spaces ® Riverine Mountdn - r rgroirr€ elk.,..` Moose Rocky Mountain elk PERy, Moose Big brown bat Northwest white-tailed deer LITTLE a ALbY �E-7centkva ''- �� PURCELC TR Fens Field Spokane -_ ishman E-9pragueA've Big Drown bath.-- - - Veradale Riyeni e�s Northwest whi'c---lo led Ye Glens s t deer . GCENROSE P {ai?re Blod vemty A a, Ar,d Corridor • Gray wolf, Roc'�y -�-,k Mountain - elk E-SRh-Ave BROW NEB M O IIN Y'AV-N -- 0 1.25 25 Miles , Source: City of Spokane Valley, 2025, Fish and Wildlife 2025, 2023, CAI, 2025 Geological Hazards Geologically hazardous areas are not suited for development because of their susceptibility to erosion, sliding, earthquakes, or other geological events. Geologically hazardous areas include both erosion and landslide hazard areas where one or more of the following exist: • A slope of 25% or greater. • Soils identified by the Natural Resource Conservation Service as having severe potential for erosion. • Hydraulic factors such as existing on -site surface and groundwater or changes in hydraulic factors caused by proposals that create a severe potential for erosion or landslide hazard. Natural Resources Element I Spokane Valley Comprehensive Plan Update 12 • Areas that historically have been prone to landslides, which include active fault lines, areas adjacent to lakes, streams, springs, or any one of the following geologic formations: alluvium, landslide deposit, or Latah formation. • Areas of uncompacted fill. • Areas that are unstable as a result of rapid stream or stream bank erosion. Exhibit 4 depicts the location of geologically hazardous areas within and adjacent to Spokane Valley. There are limited geological hazards within Spokane Valley, most hazard areas are concentrated along the southern edge of Spokane Valley, near the foothills and canyon areas. These areas are generally unsuitable for high -density residential or commercial development. Steep slopes appear mainly along the southern boundary of the city, often overlapping with geological hazard areas. Exhibit 4. Map of Geological Hazards LITTLE ©t 1"Poka�e...R lV:ef Fens F1aie F'llk(: FlL ili tli Gli C ui Spokane �V' allay Dishman e s�lasss nv, `HnPh,viav slycs _ O{portonity Veradale -- aiesR /Jy UGA EXPANSION str • SPOKANE VALLEY URBAN GROWTH BOUNDARY SPOKANE VALLEY e^ _ MUNICIPAL BOUNDARY - PARKS, RECREATION, & OPEN SPACES z. - GEOLOGICAL HAZARDS a STEEP SLOPE 30% OR }1 GREATER ns a � J Source: City of Spokane Valley, 2025; CAI, 2025. Natural Resources Element I Spokane Valley Comprehensive Plan Update 13 Approach to the Natural Resources Element The City's approach recognizes that natural resources —such as surface and groundwater, wetlands, habitat areas, air quality, and geologic features, provide essential ecological services that support public health, economic vitality, and overall quality of life. Effective planning and regulation are needed to balance conservation with development, ensuring that growth does not compromise the long-term functionality of these systems. This element emphasizes proactive planning, interagency coordination, and the use of best available science to guide land use decisions. By integrating natural resource considerations into development regulations, capital planning, and interrelated comprehensive plan elements, the City can reduce environmental risk, increase regulatory certainty, and promote more resilient development patterns. Challenges and Opportunities The primary challenge for Spokane Valley is to protect the city's natural environment while allowing for human use and economic growth. Without established codes and policies for the designation and protection of important natural resource areas, developers may not see the benefit of protecting natural resources, incorporating LID measures, and preserving valuable ecological functions such as water storage and treatment. Challenges specific to the City include: • Maintaining water quality and flows in the Spokane River. • Preventing contamination of the city's high quality groundwater and providing for adequate aquifer recharge. • Managing stormwater to minimize flooding and the impairment of surface waters. • Ensuring adequate protection of natural resources while supporting new development. • Developing resource conservation plans based on limited or inaccurate natural resource inventory data layers. • Maintaining air quality as the population increases. Managing Mineral Resource Lands Due to the urban development that has occurred within the city adjacent to the existing mines and the wide availability of the mineral resource outside of the city, the City has determined to not designate mineral resource lands at this time. While no formal designation is proposed, the City recognizes the economic importance of existing mining operations. It remains a priority to allow established mines to continue operating within their current property boundaries, consistent with applicable development regulations. These uses have historically coexisted with surrounding industrial activities without Natural Resources Element I Spokane Valley Comprehensive Plan Update 14 significant conflicts and continue to contribute to the local economy. The City's approach balances economic continuity with land use compatibility and environmental protection. Conservation of Resources Conservation land uses provide opportunities to benefit both humans and fish and wildlife. For example, protecting wetlands and natural habitats will benefit fish and wildlife as well as human recreational opportunities. Similarly, the protection and careful management of stormwater systems, aquifer recharge areas, and geologically hazardous areas can reduce property damage, improve drinking water quality, and enhance public safety. A healthy and well -managed natural environment can also serve as an economic asset. Communities that invest in environmental quality often attract businesses, workers, and visitors seeking access to outdoor amenities and a high quality of life. Conservation efforts, when aligned with development planning, can reduce long-term infrastructure costs and increase community resilience to climate -related risks. Specific opportunities include: • Continuing with county and state government partners to pool watershed and stormwater planning resources. • Mineral resources are sufficiently abundant within the region such that the industry can continue to prosper within the city without the need to designate lands solely for this land use. • The City has the opportunity to develop updated data inventory layers, including wetland and stream mapping and fish presence assessments. • Planning for habitat conservation and restoration in public parks and open spaces can improve aesthetics and habitat quality for local native wildlife. Community and Economic Development Priorities Development priorities include leveraging natural assets to support sustainable growth, protect critical areas, and enhance quality of life. By treating natural resources as assets rather than constraints, the City can guide development that is environmentally responsible, economically competitive, and socially equitable. Policies and investments that integrate environmental stewardship, hazard preparedness, and equity help attract residents and businesses while building long-term community resilience. This foundation supports priorities in leveraging natural assets, promoting environmental justice, and strengthening wildfire preparedness and adaptation. Leveraging Natural Assets The community and economic development priorities can be strategically linked to natural environment protections. A healthy, robust natural environment can improve the quality of life, which will attract new businesses and residents. Development should not be allowed to Natural Resources Element I Spokane Valley Comprehensive Plan Update 15 encroach into critical areas, and effective measures should be encouraged to minimize impacts on water quality and quantity. By framing natural resources as assets rather than constraints, the City can promote development patterns that are both environmentally responsible and economically competitive. This includes encouraging site designs that preserve natural features, incorporating green infrastructure, and aligning land use policies with long-term sustainability goals. Environmental Justice Environmental justice principles can be integrated into natural resource and critical area protections to support healthier, more resilient communities. By identifying areas where environmental burdens - such as poor air quality, flooding risk, or limited access to open space - fall disproportionately on certain populations, the City can tailor policies and investments to improve conditions. Planning, zoning, and permitting decisions should avoid concentrating new environmental impacts in already overburdened areas and should encourage proactive measures that reduce existing risks. More information can be found in the Land Use Planning Chapter. Wildfire Preparedness, Mitigation & Fire Adaption Wildfire resilience can be strengthened by aligning land use decisions with hazard mitigation strategies, such as steering development away from high -risk areas, maintaining defensible space, and encouraging fire-resistant site and building design. Integrating wildfire considerations across land use, capital facilities, and environmental policies helps create safer, more fire -adapted communities as climate conditions change. More information can be found in the Land Use Planning Chapter. New and Emerging Trends The field of land use and environmental planning is increasingly focused on integrated, systems -based approaches that recognize natural resources as essential infrastructure. Rather than treating environmental protection as a constraint on development, jurisdictions align natural resource planning with climate resilience, public health, economic development, and equity objectives. Emerging best practices emphasize flexibility, data -driven decision -making, and coordination across disciplines and jurisdictions. Emphasizing Environmental Justice and Public Health The planning field increasingly recognizes that environmental conditions and risks are not evenly distributed across communities. Certain populations and neighborhoods may experience disproportionate exposure to environmental hazards such as air and water pollution, flooding, noise, or limited access to open space and natural amenities. Addressing these disparities has become a core focus in natural resource and land use planning. Natural Resources Element I Spokane Valley Comprehensive Plan Update 16 Best practices include identifying overburdened or historically underserved areas where environmental risks and cumulative impacts are greater, using available data and community knowledge to inform planning decisions. Jurisdictions are increasingly seeking to avoid policies, zoning decisions, or infrastructure investments that would concentrate new or intensified environmental impacts in these areas. At the same time, planning efforts are prioritizing public and private investments that improve access to clean water, clean air, parks, tree canopy, and other natural features that contribute to community health and resilience. Incorporating Stormwater Management Practices Incorporating management practices in stormwater is cost effective and good for water and habitat quality. As regulatory requirements continue to evolve, local codes and ordinances will need to incorporate stormwater best management practices as standard practice in order for the City to obtain and maintain a municipal stormwater permit from the Washington State Department of Ecology. Integrating these practices into development regulations can also reduce long-term public infrastructure costs, minimize flooding and erosion, and increase resilience to more frequent and intense storm events. Climate Resilience and Hazard -Aware Planning Natural resource planning is increasingly integrated with climate adaptation and hazard mitigation as communities recognize that climate -related risks, including flooding, wildfire, extreme heat, and drought, are expected to intensify over time. Best practices emphasize anticipating future conditions rather than relying solely on historical data and using land use planning as a primary tool to reduce long-term risk to people, property, and ecological systems. Forward -looking climate data and projections are increasingly used to inform floodplain management, stormwater system design, habitat protection, and infrastructure planning. This approach allows jurisdictions to better account for changes in precipitation patterns, stream flows, wildfire behavior, and temperature extremes, reducing the likelihood of infrastructure failure and environmental degradation over time. More information can be found in the Climate and Resiliency Chapter. Goals and Policies The Goals and Policies listed here direct future focus areas to preserve and enhance the value of natural resources within the City of Spokane Valley as integral to quality of life. Goals NR-G1 Pursue flood hazard reduction while providing predictability for landowners. Natural Resources Element I Spokane Valley Comprehensive Plan Update 17 NR-G2 Protect the Spokane Valley-Rathdrum Prairie sole source aquifer from contamination and maintain high quality groundwater. NR-G3 Ensure that Critical Areas and Shoreline Master Program regulations are based on best available science and are consistent with required environmental policy. NR-G4 Enhance riparian and large wooded areas throughout the city on public lands. Policies NR-P1 Model and delineate floodplain/floodway boundaries to correct inaccurate delineations. NR-P2 Regularly update stormwater management plans for sensitive riparian areas. NR-P3 Prepare and/or regularly update watershed plans for Chester Creek, Glenrose Channel, Saltese Creek, Forker Draw, and Central Park Basin. NR-P4 Prepare and/or regularly update an accurate, updated map of areas expected to be inundated by a 100-year flood, particularly in the Spokane River, Forker Draw, and Glenrose Channel areas. NR-PS The City has determined that a mineral resource land designation is not appropriate at this time, but the City will enable existing mineral extraction and mining operations that are currently in lawful operation within the city. NR-P6 Work with state agencies to improve natural resource inventory data within the City. NR-P7 Coordinate with regional collaborators to protect and improve regional water quality. NR-P8 Ensure that emergency response resources are available in the event of a spill. NR-P9 Educate the public about the Spokane Valley-Rathdrum Prairie Aquifer and Spokane River's susceptibility to contamination. Natural Resources Element I Spokane Valley Comprehensive Plan Update 18 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: March 10, 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: Spokane County Housing and Community Development Grant Applications GOVERNING LEGISLATION: CDBG — Federal Department of Housing and Urban Development (HUD) 24 CFR § 570; Chapter 39.34 RCW PREVIOUS COUNCIL ACTION TAKEN: In 2023, Council elected to defer its entitlement and to participate as part of the urban county consortium for the next three-year cycle (2024-2026). BACKGROUND: The City of Spokane Valley participates in the Spokane County urban consortium for the HUD Entitlement Funds including the Community Development Block Grant, the Home Investment Partnership Program (HOME) and the Emergency Solutions Grants (ESG). Each year the Federal Department of Housing and Urban Development provides HUD entitlement funding to Spokane County. In 2023, the City entered into a new cooperation agreement that increased the City's set -aside for CDBG, HOME and ESG based on its share of Consortium population which is approximately 33%. In previous agreements, the City did not have a set -aside for the HOME and ESG funds. Spokane County issued a Request for Proposals (RFP) for the use of HUD entitlement funds for the program year 2026, as well as several other funding sources for which the City does not have an entitlement. Proposals were due on February 20, 2026. Available funding amounts in the current RFP are as follows: Affordable Housing Funding — $3,350,000 total available • HOME - $350,000 region -wide (City's set aside approximately $117K) • Document Recording Fees — $2M • Affordable & Supportive Housing, Sales and Use Tax - $1 M Community Development Funding • CDBG - $1,050,000 region -wide (City's set aside approximately $350K) o $1 M for Capital and Public Works, and $50,000 for Public Service Homeless Services Funding - $1,995,232 total available* • Consolidated Homeless Grant (CHG) - $360,232 • Document Recording Fees - $1,500,000 for Homeless Services • ESG - $135,000 region -wide (City's set aside approximately $45K) *This portfolio can be subject to significant swings in funding availability. More firm estimates should be available when HCDAC reviews applications in mid -March to early April. HCDAC will likely need to select alternates to address gaps that may come up before BOCC approval. Community Development Block Grant — Disaster Recovery - $22, 076, 000 total available Page 1 of 2 Spokane County received 16 applications for the Affordable Housing and Community Development funds, with a total request of approximately $6,302,935, which is separate from the sole disaster relief application that asked for approximately $8.4M. The Housing and Community Development Advisory Committee (HCDAC) is currently reviewing and rating the applications for Affordable Housing and Community Development Block Grant and will provide funding recommendations on March 12, 2026. At tonight's meeting, staff will discuss the applications with the rest of council and seek consensus on how to prioritize the applications. The HCDAC recommendations will be presented to the Board of County Commissioners for a formal funding decision on May 12, 2026. RECOMMENDED ACTION OR MOTION: Seeking consensus on how to prioritize the applications. BUDGET/FINANCIAL IMPACTS: There are no budget impacts for the City. 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CD 0 a� O ca — U W ca � U N �, Q N - N Qi go CO _O Y c Y O N U 00 O Q m 4 _C3 N � � � N � N 0 _ i N to 0 O E U O N -!o tq _O U LL N W O N � U) CC ,~ E O U O G 0 0 O O O - c O U = N O N O CD N E VQ �O ca i C O M p O v 0IIZI-_ � N N N J>> C ca C/' ry 0 >01M LU > �� U M 420 0 -� m >1 V m N_� U� N� C� W L Q L O 0 O N LU �L •� O O •> Q L E M L Q CD0 0 > CD0 L M O 0 0." - CN U W V N N L Z� O ry I.J_ J m !Ln V J a 0 za. L O -0 - O _0 0 0 L m W (' Q .9 aw N O Q L U pC >% o o N O N Z W > L M o N 0 �ocn �00a� ED Ou N N .0 X o W ♦) c N N Q N Q A A A B. Proposed Project Summary Case Id: 25633 Name: Habitat for Humanity -Spokane County Wide DPA Completed by mgirardot@habitat-spokane.org on 211712026 Address: PO Box 4130 Spokane, WA 99220, Spokane, WA 12:15 PM B. Proposed Project Summary Please provide the following information. B.1. Project Name AHP: Habitat for Humanity -Spokane Down Payment Assistance County -Wide B.2. Project Address Spokane County : Airway Heights and Spokane Valley B.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: Habitat for Humanity —Spokane requests $480,000 in down payment assistance (DPA) funding to support 12 affordable homeownership opportunities in Spokane County. DPA will be provided at $40,000 per household to income -qualified buyers purchasing Habitat homes. Habitat serves households earning below 80% of Area Median Income (AMI) and uses a proven model to ensure long-term success in homeownership. Each future homeowner completes Habitat's program requirements, including financial literacy and budgeting education, and contributes 250 partnership hours, while saving toward closing costs and preparing for the responsibilities of homeownership. The homes supported by this request are anticipated to be twelve (12) three -bedroom single-family homes located in Airway Heights and Spokane Valley (1st Ave site). This DPA investment is necessary because Spokane County home prices and lending constraints have widened the affordability gap for first-time, income -qualified buyers. Habitat homes in the pipeline typically range from approximately $290,000 to $380,000, and buyers often face a $60,000—$80,000 gap between available mortgage proceeds and total acquisition costs. DPA helps close that gap so mortgage -ready households can successfully purchase a home and sustain affordable monthly payments overtime. Habitat's homebuyer pipeline reflects the diversity of Spokane County and includes income -qualified households experiencing housing instability and displacement pressure, including rent -burdened households at risk of being priced out due to rising rents, households living in overcrowded, substandard, or unsafe conditions, and families facing limited savings for down payment and closing costs, credit and debt -to -income constraints, and language -access needs, including many single - parent households. B.4. Project Tax Parcel Number(s) Spokane Valley (1st Ave in the Valley): 35232.1304 Airway Heights: 15232.5406; 15232.5405; 15232.5404; 15232.5403; 15232.5402; 15232.5401; 15232.5302; 15232.5301 B.5. Current Owner Habitat for Humanity -Spokane B.6 Total Units Estimated Number 1 Bedroom 2 Bedroom Printed By: Brittney Reed on 212512026 1 of 3 NNeighborly Software 3 Bedroom 12 12 B.7 How many units meet ADA Standards? 12 B.8 How many units meet Section 504 Standards? 12 B.9. Year Built (Acquisition only) B.10 Are there long term vacant units? (Acquisition only) B.11 Does or will the building(s) have an elevator? MARKET STUDY B.12 Has a market study been done for this project? Yes B.13 Date of Market Study: 01/01/2014 B.14 Proposed Ownership Structure: ❑ Individual ❑ Limited Liability Partnership ❑ Limited Partnership ❑ Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity ❑ For -Profit Corporation QNonprofit Corporation ❑ Community Housing Development Organization ❑ Other Printed By: Brittney Reed on 2/25/2026 2 of 3 14 Neighborly Software If "Other" selected, please specify: 13.15 Indicate the role of the applicant in the project: ❑ Owner ❑ Managing Partner/Member ❑ Social Service Provider ❑ Property Provider QSponsoring Organization Developer ❑ Other If "Other" selected, please specify: Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest 13.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No 13.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? No If Yes, explain the relationship: Printed By: Brittney Reed on 212512026 3 of 3 N Neighborly Software B. Proposed Project Summary Case Id: 25570 Name: Spokane Housing Authority -Chalice Place - Completed by ptroutmon@spokanehousing.org on 2113120263:10 Address: 25 W Nora, Spokane, WA 99205 PM B. Proposed Project Summary Please provide the following information. B.I. Project Name Chalice Place B.2. Project Address 8415 N Wall Spokane, WA 99208 B.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: Spokane Housing Authority (SHA) is developing Chalice Place, a 4-story affordable housing community featuring 85 one -bedroom apartments for seniors (a Spokane County priority population) and individuals with disabilities earning 40%-50% of Area Median Income (AMI). The building will include two elevators, central laundry facilities, and a variety of shared spaces such as a community room, kitchen, meeting space, computer lab, and management office. Outdoor amenities will feature raised garden beds, fenced service -animal exercise area, and walking path. SHA has partnered with Inland Construction who will build its proven Traditions senior housing design at the Chalice Place site. Inland has constructed this Traditions design five times in three states. Their experience constructing Traditions delivers lower cost and faster construction for this Chalice Place project. Chalice Place provides excellent value compared to projects receiving Housing Trust Fund awards in 2023 - 2025. Chalice Place delivers over twice the units of the typical project at nearly 20% lower total development cost. The Chalice Place site is centrally located near the intersection of Wall Street and Country Homes Boulevard in Spokane County's Town and Country neighborhood, offering convenient access to jobs, services, medical care, and public transit. The land is currently owned by Country Homes Christian Church (CHCC) who invited SHA to purchase an undeveloped portion for affordable housing. SHA and CHCC executed a purchase option agreement on February 18, 2025 and SHA has initiated a Short Plat to segregate 2.95 acres for Chalice Place. SHA requests $903,274 from Spokane County to fully fund land acquisition and related costs. $830,600 is for land purchase and estimated closing costs. $67,274 is for land -related soft costs (platting, studies, and legal). While SHA seeks full funding, we can accommodate partial assistance if necessary. B.4. Project Tax Parcel Number(s) TBD B.5. Current Owner Country Homes Christian Church B.6 Total Units Estimated Number 1 Bedroom 85 2 Bedroom 3 Bedroom Printed By: Brittney Reed on 212512026 1 of 3 14 Neighborly Software 85 B.7 How many units meet ADA Standards? 5 B.8 How many units meet Section 504 Standards? 7 B.9. Year Built (Acquisition only) B.10 Are there long term vacant units? (Acquisition only) B.11 Does or will the building(s) have an elevator? Yes MARKET STUDY B.12 Has a market study been done for this project? Yes B.13 Date of Market Study: 09/11/2025 B.14 Proposed Ownership Structure: ❑ Individual ❑ Limited Liability Partnership ❑ Limited Partnership ❑ Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity ❑ For -Profit Corporation ❑ Nonprofit Corporation ❑ Community Housing Development Organization R1 Other Printed By: Brittney Reed on 212512026 2 of 3 NNeighborly Software If "Other" selected, please specify: Limited Liability Limited Partnership B.15 Indicate the role of the applicant in the project: QOwner QManaging Partner/Member QSocial Service Provider QProperty Provider QSponsoring Organization Developer Other If "Other" selected, please specify: Property Manager Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest 13.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No B.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? Yes If Yes, explain the relationship: Note that Spokane County Commissioners appoint two members of the SHA Board of Commissioners. Those positions are currently occupied by Randy Bustamante and Besse Bailey. Printed By: Brittney Reed on 212512026 3 of 3 NNeighborly Software B. Proposed Project Summary Completed by atrusty@miaspokane. org on 211912026 3:25 PM B. Proposed Project Summary Please provide the following information. 113.1. Project Name Casa MiA 6.2. Project Address 1990 E Devoe Ave Spokane, WA 99217 Case Id: 25628 Name: Casa MiA - M.I.A. Mujeres in Action - 2026 Address: 318 E Rowan Ave., Ste 207, Spokane, WA 99207 113.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: PROJECT DESCRIPTION & POPULATION SERVED Casa MiA is a 13-unit, cottage -style permanent supportive housing community providing safe and affordable housing to survivors of domestic and sexual violence (DV/SA) who are homeless or at risk of homelessness, with extremely low incomes (30-50% of Area Median Income). This development, purposefully integrated into the surrounding residential neighborhood, consists of small multiplexes arranged around a central plaza with a resident -only community building. The site was secured in 2025 and is near public transit, employment, schools, and services. Domestic violence remains a leading cause of homelessness and is a persistent public safety concern in Spokane County. Reported rates exceed the Washington State average (12.5 vs. 8.1 per 1,000 residents; Spokane Trends, 2026), with approximately 13,000 DV -related calls annually to law enforcement (SRHD, 2026). More than one in three perpetrators re -offend within a year, contributing to repeat system involvement across law enforcement, courts, healthcare, and behavioral health systems. Since 2018, Mujeres in Action (MiA) has consistently observed that, without permanent affordable housing options, many survivors return to unsafe living situations once emergency shelters and informal housing options are exhausted. Without stable housing paired with coordinated support, families frequently cycle through crisis systems and don't achieve long-term stability. Casa MiA directly addresses this gap by combining permanent housing with structured, on -site support designed to improve safety and reduce repeat system involvement. SUPPORTIVE HOUSING MODEL & PROJECT IMPACT The project design and programming are based on extensive input from survivors. They identified a shared, on -site community space as critical to safety and stability. Barriers such as isolation, transportation, childcare, and trauma often limit engagement in off -site services. In response, Casa MIA's supportive housing model centers on Casa Grande, a resident -only community building that anchors service coordination and programming. This centralized community building is the heartbeat of the project, where safety, services, and community happen. It reduces the barriers caused by isolation, strengthens housing stability, and decreases reliance on emergency systems by providing space for vital support and connection. These include safety planning, case management, referral coordination, support groups, skill -building workshops, peer connection and ways for residents to build community. By embedding services within the housing community, this space supports early intervention and reduces escalation to higher -cost emergency responses. Measurable outcomes include: - 100% of residents have access to on -site service coordination - >_ 80% of households are stably housed at 12 months - >_ 70% increase income or benefits within 6 months - Decreased reliance on law enforcement and emergency response services This permanent supportive housing project integrates MIA's established service infrastructure, which currently serves approximately 300 survivors annually across Spokane County. Since 2018, MiA has partnered with countywide domestic violence providers, behavioral health agencies, housing systems, and legal service organizations to coordinate survivor -centered care. County funding will support Printed By: Brittney Reed on 212512026 NNeighborly Software 1of4 new affordable housing and will directly influence the scale and functionality of the community building, ensuring sufficient space for coordinated services that drive these outcomes. A reduced scope would weaken the supportive housing model and limit measurable project outcomes and system impact. COLLABORATION & LEVERAGE Although Casa MIA scored highly in state funding applications, Commerce informed us that it could not award the project without more meaningful local support. Local leverage has an outsized impact on state funding applications. County investment is critical to demonstrate this leverage in Casa MIA's upcoming Housing Trust Fund and CHIP applications, and unlocking the remaining state funds needed to proceed. This support directly translates into long-term safety and stability for families by expanding stable, trauma -informed housing for survivors, interrupting cycles of violence and homelessness, and easing strain on countywide response systems. B.4. Project Tax Parcel Number(s) 36283.0131 B.S. Current Owner MiA - Mujeres in Action B.6 Total Units Estimated Number 1 Bedroom 5 2 Bedroom 8 3 Bedroom 13 B.7 How many units meet ADA Standards? B.8 How many units meet Section 504 Standards? B.9. Year Built (Acquisition only) n/a B.10 Are there long term vacant units? (Acquisition only) No B.11 Does or will the building(s) have an elevator? No MARKET STUDY B.12 Has a market study been done for this project? No B.13 Date of Market Study: 02/19/2026 Printed By: Brittney Reed on 212512026 14 Neighborly Software 2 of 4 13.14 Proposed Ownership Structure: ❑ Individual ❑ Limited Liability Partnership ❑ Limited Partnership ❑ Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity ❑ For -Profit Corporation QNonprofit Corporation ❑ Community Housing Development Organization ❑ Other If "Other" selected, please specify: 13.15 Indicate the role of the applicant in the project: QOwner �❑ Managing Partner/Member ICJ( Social Service Provider IJ Property Provider �Q( Sponsoring Organization LI Developer ❑ Other If "Other" selected, please specify: Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest 13.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No Printed By: Brittney Reed on 212512026 NNeighborly Software 3of4 6.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? No if Yes, explain the relationship: Printed By: Brittney Reed on 212512026 4 of 4 Neighborly Software B. Proposed Project Summary Completed by shannonm@widmyercorp.com on 212012026 8:30 AM B. Proposed Project Summary Please provide the following information. B.I. Project Name 315 W 9th Seniors B.2. Project Address 315 W 9th Ave Spokane, WA 99203--2212 Case Id: 25636 Name: Widmyer Corporation: St John's Two - 2026 Address: 221 W Main Ave, Suite 200, Spokane, WA 99201 B.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: This project is conceived of by St. John's Two, one of 3 non -profits created by The Cathedral of St. John the Evangelist, located less than a half mile away. St. John's also owns Canterbury Court, another affordable senior complex just over half a mile away, (as well as other affordable senior housing in north Spokane). Outreach has included discussions with service coordinators in St. John's senior properties as well as some of the outside agencies who typically bring in services and presentations to the seniors (organizations such as Breast Intentions who provide bra fittings and free bras to seniors, including those with mastectomies and Second Harvest which provides food). This project will be the new construction a 36-unit senior affordable housing development on the lower west south hill in Spokane. The project will be an "L" shaped building stepped up the site slope. The building will be a 3-story, corridor loaded building with 2 elevators. It will be constructed on vacant land plus the site of the existing medical office building (it will demolished). It will consist of 31 1-bedroom units and 5 2-bedroom units. All the units will have most of the accessible elements built-in (ADA turn radius in the bathrooms and kitchens, seated roll -in showers, grab bars and storage and closet hangers within prescribed reach -ranges, etc.). The remaining elements can be readily modified, allowing all units to become fully accessible (e.g. removable cabinet fronts and switching to visual doorbells and alarms). This allows residents to comfortably age in place in their home, despite mobility and other aging challenges. The amenities are spread out through the building to encourage resident circulation. The first floor has the community room with a kitchen capable of cooking, heating, and serving both large groups as well as family celebrations. The community room will be multi -purpose, able to change uses readily from class -room style presentations, movie nights or interactive game nights, larger fitness classes, meals, and parties. It will also feature a gathering area with comfortable furniture, and a television. The first floor will also have individual, secured, bicycle storage for each resident and a reading nook plus the Service coordinator office, and is a ground floor accessed from the east by residents. The second floor (also a ground floor, accessed from the west) will have the leasing office and the mail facilities, and the 3rd floor will have flex space to function as a small Den - a smaller, quieter space for residents to gather in smaller groups to visit or for use by visiting nurses or similar, smaller events, plus a puzzle nook. There are laundry facilities on every floor as well as public restrooms and storage. The 3rd floor will also host the rooftop patio so residents can enjoy city views and Spokane's fireworks shows. Offices are near the elevator, main entry, the central stairs, the mail center, and the community room. The target population to be served: Independent -living, low-income seniors (the Owner preference is for 55 and older, but HUD regulations for various funding sources may require 62 and older). Over half the population will be at or below 50% of AMI (with over 30% set aside for those at or below 30% of AMI) and the remainder affordable to those at or below 80% of AMI. The property is on the south side of 9th Ave and north Printed By: Brittney Reed on 212512026 1 of 4 00 Neighborly Software of Ben Garnett Way. The project site is quite close to a wide variety of medical services, with the Providence Medical Group campus across the street and the hospital kitty-corner, along with many other medical specialties clustered on and near the Providence campus. There is a bus stop 180 feet from the property line with 15-minute arrivals during peak hours with grocery and pharmacy etc less than 2 miles away. As a project designed to ensure seniors can age in place, it will have a service rich component, spear -headed by a Service Coordinator. This project will share a Service Coordinator and follow HUD's Service Coordinator Program to enable residents to live independently in their own homes longer and to improve their quality of life. Service Coordinators empower residents to become more independent by linking them with supportive services or medical services provided by public agencies or private practitioners within the community. Service Coordinators also promote active communication between residents and property management, making management's job easier, improving the lives of the residents, and building community in the process. All our residents are at a different place on theirjourney. The role of the Service Coordinator is a proactive level of coordination, engagement, outreach, assistance, and case management services. B.4. Project Tax Parcel Number(s) 35194.2825, 2125, 2124 B.S. Current Owner St John's Two B.6 Total Units Estimated Number 1 Bedroom 31 2 Bedroom 5 3 Bedroom 36 B.7 How many units meet ADA Standards? B.8 How many units meet Section 504 Standards? B.9. Year Built (Acquisition only) B.10 Are there long term vacant units? (Acquisition only) B.11 Does or will the building(s) have an elevator? Yes MARKET STUDY B.12 Has a market study been done for this project? No Printed By: Brittney Reed on 212512025 2 of 4 NNeighborly Software 13.13 Date of Market Study: 12/29/2099 13.14 Proposed Ownership Structure: ❑ Individual ❑ Limited Liability Partnership El Limited Partnership IJ Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity ❑ For -Profit Corporation ❑ Nonprofit Corporation ❑ Community Housing Development Organization ❑ Other If "Other" selected, please specify: B.15 Indicate the role of the applicant in the project: ❑ Owner Managing Partner/Member ❑ Social Service Provider QProperty Provider QSponsoring Organization Developer ❑ Other If "Other" selected, please specify: PLEASE NOTE: Widmyer Corporation is the Development Consultant and Owner's Representative for St. John's Two - they are the actual applicant. Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest Printed By: Brittney Reed on 212512026 3 of 4 NNeighborly Software B.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No 13.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? No If Yes, explain the relationship: Printed By: Brittney Reed on 212512026 4 of 4 NNeighborly Software B. Proposed Project Summary Completed byshannonm@widmyercorp.com on 21191202611:37 AM B. Proposed Project Summary Please provide the following information. B.1. Project Name Bethany Village B.2. Project Address 2607 S Ray St Spokane, WA 99223 Case Id: 25639 Name: Widmyer Corporation: Bethany Village - 2026 Address: 221 W Main Ave, Suite 200, Spokane, WA 99201 B.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: This project, newly named Bethany Village, is the new construction of 22 units of affordable housing and a dynamic community center on Spokane's South Hill in Lincoln Heights. It is a unique public/private partnership, leveraging insurance proceeds, a private revolving loan fund from the Presbytery of the Inland Northwest, and a performing mortgage, plus more traditional affordable housing funding mechanisms. The sponsor/developer is Proclaim Liberty, a non-profit created in 1974. They own Liberty Park Apartments (48 units of HUD subsidized housing), the Proclaim Liberty Early Learning Center and the just -completed Liberty Park Expansion apartments (54 units of affordable family housing) on their campus in the Perry District. They are acquiring the property from the current Owner, Bethany Presbyterian Church, via a long-term ground lease for nominal rent. Bethany Presbyterian Church had been searching for a way to do more in their community - to practice "radical "hospitality" - when a fire struck their church, rendering it uninhabitable. The Bethany congregation took it as an opportunity to seek methods of rebuilding that also incorporated the housing they had hoped to build even before the fire. Bethany connected with Proclaim Liberty, a housing nonprofit created by the Presbytery of the Inland Northwest (the regional religious body for the region's Presbyterian churches) which has been providing affordable housing since 1974. The plan for the redevelopment began with the Bethany Redevelopment Team (comprised solely of Bethany Presbyterian Church members) reaching out to partner with a for -profit development partner. When that relationship couldn't provide either the level of affordability or length of affordability Bethany wanted, they turned to Proclaim Liberty. We then began a robust series of visioning meetings with the Bethany Redevelopment Team and other members of the congregation, the Proclaim Liberty Board, and other stakeholders. That process has led us to where we are now —with a fully planned and nearly completely funded redevelopment plan. In addition to the 22 new units of affordable family housing, the BPR project includes a vital community building, Bethany Commons. Two offices will be set aside for the sole use of Bethany Presbyterian Church (and two for property management). Additionally, Bethany will have first priority for the scheduling of the remaining spaces, which will include large community gathering spaces (sacred space for Bethany includes the sanctuary and the fellowship hall, but both are available for community uses as well). The sanctuary is a multipurpose room for larger events including films, talks, performances, meetings, and the fellowship hall is the community connections space. These two spaces will be able to be separated or combined. Additional spaces include a licensed community kitchen, and additional spaces for multi -purpose use - two conference rooms and a classroom for service providers or small group meetings or children's spaces when larger groups are meeting on -site. The Bethany -specific spaces will be leased back to Bethany under the same sort of terms as the land lease to Proclaim Liberty (99 years for a nominal cost, plus reimbursement of shared costs.) Please see the Intent to Lease Agreement. Printed By: Brittney Reed on 212512026 1 of 4 14 Neighborly Software In addition to the partnership with Bethany Presbyterian Church, Proclaim Liberty is also partnering with Thrive International, Family Promise of Spokane, the Spokane Teaching Health Center and is working with Feast World Kitchen to provide kitchen space to their chefs. Other partnerships are in the works. This project will be providing 6 family units to graduates of Thrive's Transitional housing program. Thrive will continue to provide wrap -around services to their graduates. Family Promise of Spokane will also provide wrap -around services to their previously homeless families in 5 units. These families may also receive vouchers from the Spokane Housing Authority (SHA), via a partnership between Family Promise and SHA, although the rents reflected 60% and 50% AMI rents given the instability of SHA vouchers at the moment. The Spokane Teaching Health Center (STHC) will be providing free quarterly health screenings and vaccination clinics for all residents as well as for the surrounding community. The MOU with the Spokane Teaching Health Center outlines the basics, but STHC is actively growing their network of community partners. While the STHC was developed for resident physician training, Spokane is home to an increasing number of students in a variety of healthcare fields. Collaboration among all professionals is a hallmark of the STHC and the new clinic that was opened in 2016. STHC residents work alongside pharmacy students, masters of social work students and PT/OT students to provide the very best care for patients while learning about team dynamics. Their goal is to ensure that all families have access to primary care. STHC provides primary care, behavioral health care, dental care and pharmacy care. There is no cost to the BPR for this partnership (please see MOU). STHC is very excited to explore all the opportunities this partnership has to offer once the property is built and occupied. Additionally, the Bethany RBT team has met extensively with Feast World Kitchen staff. Many of the chefs at Feast came through either World Relief or Thrive as immigrant's and asylum -seekers. Due to the popularity of the food in Feast's rotating chef schedule, many of these chefs are also doing food trucks and catering. The kitchen in Bethany Commons has been designed as a licensed kitchen to help these and other chefs, as well as to provide space for community celebrations with food. The new property will be professionally managed by Widmyer Corporation, who recently completed the acquisition of Kiemle Hagood's entire residential portfolio and all their residential property management and housing development staff. As many congregations across the nation see dwindling attendance, congregations are finding new ways to put their missions into action. Bethany Presbyterian Church is taking the devastating fire in their church to find new ways to provide housing to the homeless and other low-income families. As a congregation, they have been "homeless" themselves for Since January of 2022. Their compassion and experience and commitment have led them to this use of their property. Proclaim Liberty is proud to be a partner and help them and their community realize their dreams. Proclaim Liberty made what was anticipated to be our final application in October 2025 to Commerce's Housing Trust Fund. While we were listed as a Tier 1 project (meaning shovel -ready) and ranked well, we did not receive HTF funding. We are seeking the final funds for this project and are committed to closing June 1, 2026. The City of Spokane has over $3M in HOME funds in this project that must be obligated by June 1, 2026 or risk being recaptured by the federal government. These requested $310,000 in Spokane County Document Recording Surcharge and/or Affordable and Supportive Housing Sales and Use Tax funds will be the last funds in and used entirely for construction and WSST. We will close in June of this year and immediately begin construction. Construction should be completed by September of 2027, with new families moving in. Our development team is fully assembled with the General Contractor (Kilgore Construction, Inc) selected. The NEPA is complete, the SEPA is nearly complete, the existing damaged building is demolished (after being used extensively by the fire department for training). The team is digging into full design, with 50% plans are complete, and we are preparing to submit for permit in early March. The full bid set plans will be ready at the beginning of April, and the GC will competitively bid to subcontractors at that time. This cooperative approach will ensure that value -engineering occurs during design, with the contractor who will build the project. We have already identified a number of bid alternates. We will be ready to contract and close by June 1st, 2026, and get this new community underway! 6.4. Project Tax Parcel Number(s) 35273.0618 Printed By: Brittney Reed on 212512026 2 of 4 NNeighborly Software B.S. Current Owner Bethany Presbyterian Church B.6 Total Units Estimated Number 1 Bedroom 3 2 Bedroom 14 3 Bedroom 5 22 B.7 How many units meet ADA Standards? 2 B.8 How many units meet Section 504 Standards? 2 B.9. Year Built (Acquisition only) B.10 Are there long term vacant units? (Acquisition only) B.11 Does or will the building(s) have an elevator? No MARKET STUDY 13.12 Has a market study been done for this project? Yes B.13 Date of Market Study: 10/06/2025 B.14 Proposed Ownership Structure: ❑ Individual ❑ Limited Liability Partnership ❑ Limited Partnership Q Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity Printed By: Brittney Reed on 212512026 3 of 4 ofNeighborly Software ❑ For -Profit Corporation ❑ Nonprofit Corporation ❑ Community Housing Development Organization ❑ Other If "Other" selected, please specify: 6.15 Indicate the role of the applicant in the project: QOwner Managing Partner/Member ❑ Social Service Provider ❑ Property Provider IJ Sponsoring Organization QDeveloper ❑ Other If "Other" selected, please specify: PLEASE NOTE: Widmyer Corporation is the Development Consultant and Owner's Representative for Proclaim Liberty - they are the actual applicant. Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest 13.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No 6.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? No If Yes, explain the relationship: Printed By: Brittney Reed on 212512026 4 of 4 " Neighborly Software B. Proposed Project Summary Case Id: 25645 Completed by ryankielyl4@gmail.com on 212012026 7:55 AM B. Proposed Project Summary Please provide the following information. B.I. Project Name Threshold Apartment Homes B.2. Project Address 1727 E. Hartson Spokane, WA 99202 Name: Cochran Development - 2026 Address: *No Address Assigned B.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: The Threshold Apartment Homes will construct 42 new rental homes at 1727 E. Hartson Avenue in Spokane's East Central neighborhood, adjacent to more than $30 million in recent public investment, including the Liberty Park Early Learning Center, Liberty Park Library, and Liberty Park Aquatic Center, with additional improvements planned through the recently approved parks bond. The development will deliver high -quality, energy -efficient multifamily housing serving households across a range of incomes, including units restricted at 50% and 60% of Area Median Income for individuals with disabilities, veterans, and families experiencing homelessness, alongside workforce households. As an infill development in a fully infrastructure -served corridor, the project leverages these investments and ensures housing dollars go further. Family Promise Spokane serves as the anchor partner for the project, coordinating referrals and providing housing stability support for families experiencing homelessness. Through this partnership, designated units will prioritize families transitioning from homelessness into stable, service -informed housing, supporting both successful lease -up and long-term stability. The rental development is coordinated on the same site as a separate 12- unit affordable townhome project. Together, the developments will create 54 permanently affordable homes-42 apartments and 12 townhomes—providing both rental housing and homeownership opportunities within one integrated neighborhood setting. The rental component will be subject to a long-term recorded affordability covenant to ensure these homes remain affordable for future households. By combining stable rental housing with affordable homeownership, the project delivers immediate housing security while creating pathways for families to build equity and long-term financial stability. This mixed housing model strengthens neighborhood continuity by allowing households not only to stabilize, but to remain and grow within the community over time. This application requests $750,000 in funding through Spokane County Housing and Community Development's Affordable Housing RFP (Digital Document Recording Surcharge — DRS) for the rental component. The project has been structured to deploy DRS funds proportionally. If additional funding is available, participation can scale up to approximately $1.5 million to deepen affordability and increase the number of income -restricted units. If awarded at a lower level —down to approximately $450,000—the project remains financially viable, with adjustments to the affordability mix while preserving long-term feasibility and permanent affordability. This flexibility ensures DRS resources are deployed efficiently while maintaining project stability. B.4. Project Tax Parcel Number(s) 35212.290 Printed By: Brittney Reed on 212512026 1 of 3 N Neighborly Software B.S. Current Owner Josh Cochran B.6 Total Units Estimated Number 1 Bedroom 22 2 Bedroom 16 3 Bedroom 4 42 B.7 How many units meet ADA Standards? 4 B.8 How many units meet Section 504 Standards? 4 B.9. Year Built (Acquisition only) N/A B.10 Are there long term vacant units? (Acquisition only) No B.11 Does or will the building(s) have an elevator? No MARKET STUDY B.12 Has a market study been done for this project? Yes B.13 Date of Market Study: 02/19/2026 B.14 Proposed Ownership Structure: ❑ Individual ❑ Limited Liability Partnership ❑ Limited Partnership R( Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity Printed By: Brittney Reed on 212512026 2 of 3 NNeighborly Software ❑ For -Profit Corporation ❑ Nonprofit Corporation ❑ Community Housing Development Organization ❑ Other If "Other" selected, please specify: 13.15 Indicate the role of the applicant in the project: QOwner ❑ Managing Partner/Member ❑ Social Service Provider ❑ Property Provider ❑ Sponsoring Organization LI( Developer ❑ Other If "Other" selected, please specify: Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest 6.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No 13.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? No If Yes, explain the relationship: Printed By: Brittney Reed on 212512026 14 Neighborly Software 3of3 B. Proposed Project Summary Case Id: Name: Completed by infoCa@greotestmas.org on 21201202611:38AM Address: B. Proposed Project Summary Please provide the following information. B.1. Project Name HIRE Transitional Living for Families B.2. Project Address 212 W California Ave Medical Lake, WA 99022 25648 Greatest MaS - 2026 *No Address Assigned B.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: Greatest MaS will collaborate with Patriarchs of Progression Society ("POPS") to construct (2) 800 sf Accessory Dwelling Units to serve as transitional housing for families at 50% or lower AM I. This project will be developed at 212 W California Ave, a property recently acquired by Greatest MaS, via an HTF acquisition project. B.4. Project Tax Parcel Number(s) B.S. Current Owner Greatest Matriarchs Society B.6 Total Units Estimated Number 1 Bedroom 2 Bedroom 2 3 Bedroom 2 B.7 How many units meet ADA Standards? 113.8 How many units meet Section 504 Standards? B.9. Year Built (Acquisition only) Printed By: Brittney Reed on 212512026 1 of 3 14 Neighborly Software B.10 Are there long term vacant units? (Acquisition only) B.11 Does or will the building(s) have an elevator? No MARKET STUDY B.12 Has a market study been done for this project? No B.13 Date of Market Study: 01/01/2025 B.14 Proposed Ownership Structure: ❑ Individual ❑ Limited Liability Partnership ❑ Limited Partnership ❑ Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity ❑ For -Profit Corporation QNonprofit Corporation ❑ Community Housing Development Organization ❑ Other If "Other" selected, please specify: B.15 Indicate the role of the applicant in the project: ❑ Owner ❑ Managing Partner/Member ❑ Social Service Provider ❑ Property Provider QSponsoring Organization ❑ Developer Printed By: Brittney Reed on 212512026 2 of 3 114 Neighborly Software ❑ Other If "Other" selected, please specify: Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest 13.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No 13.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? No If Yes, explain the relationship: Printed By: Brittney Reed on 212512026 3 of 3 NNeighborly Software B. Proposed Project Summary Completed by nate.a@snopwa.org on 21201202610:52 AM B. Proposed Project Summary Please provide the following information. B.I. Project Name Riverwalk Point I - Safety Modernization B.2. Project Address 5008 E Buckeye Spokane, WA 99217 Case Id: 25657 Name: Spokane Neighborhood Action Partners - 2026 Address: 3102 W Whistalks Way, Spokane, WA 99224 B.3. Please provide a concise explanation of what kind of work is going to be done, what the final product will be, and who it is going to serve: This project will be completed in three phases: retrofitting & consolodating 13 unsafe decks, addressing additional life -safety issues, and performing deferred maintenance, including replacing furnaces, installing new appliances, and improving the parking lot. The total hard cost for the project is $946,000. The organization is also pursuing a loan workout and new unit set -asides to support operating costs and loan servicing. To continue serving as many as 30% of AMI households as possible, we need capital funding to offset the financial impact of these deferred capital repairs. B.4. Project Tax Parcel Number(s) 35112.9076 B.S. Current Owner Riverwalk Point I LLC B.6 Total Units Estimated Number 1 Bedroom 7 2 Bedroom 13 3 Bedroom 33 53 B.7 How many units meet ADA Standards? 3 B.8 How many units meet Section 504 Standards? 4 B.9. Year Built (Acquisition only) Printed By: Brittney Reed on 212512026 1 of 3 NNeighborly Software 6.10 Are there long term vacant units? (Acquisition only) B.11 Does or will the building(s) have an elevator? No MARKET STUDY 13.12 Has a market study been done for this project? No B.13 Date of Market Study: 01/01/2026 13.14 Proposed Ownership Structure: Q Individual ❑ Limited Liability Partnership ❑71 Limited Partnership LI Limited Liability Company ❑ General Partnership ❑ Nonprofit Single Asset Entity ❑ For -Profit Corporation ❑ Nonprofit Corporation ❑ Community Housing Development Organization ❑ Other If "Other" selected, please specify: 13.15 Indicate the role of the applicant in the project: LI Owner ❑ Managing Partner/Member ❑ Social Service Provider ❑ Property Provider ❑ Sponsoring Organization Printed By: Brittney Reed on 212512026 2 of 3 NNeighborly Software QDeveloper ❑ Other If "Other" selected, please specify: Note: If a Community Housing Development Organization (CHDO) is applying for CHDO set -aside funds, its role must be clearly defined and meet specific requirements of the HOME rule. Contact HCD staff for clarification (if needed). Identification of potential Conflict(s) of Interest 13.16 Is any owner/partner/officer employed by the City/County; a member of an appointed City or County board; commission; or committee or working under a paid contract with the City or County? No 13.17 Do you know of any other relationship between the County and the sponsor and/or the project that may present a potential conflict of interest? No If Yes, explain the relationship: Printed By: Brittney Reed on 212512026 3 of 3 NNeighborly Software B. Proposed Project Information Completed by sfarr@spokanevalleywa.gov on 211912026 4:10 PM B. Proposed Project Information Please provide the following information. B.1. Problem Statement: Caseld: 25603 Name: Grace Sewer Connection Assistance - 2026 Address: 10210 E Sprague Ave, Spokane Valley, WA Spokane County's Grace Sewer project will install sewer infrastructure in a neighborhood in Spokane Valley located west of Barker Road and south of Euclid Avenue, adjacent to the Spokane River. This is one of three areas in Spokane Valley that are not connected to sewer and use septic systems. This neighborhood is along Spokane River. Installation of sewer connections will improve water quality both for the Spokane River and Spokane Valley- Rathdrum Prairie aquifer (Aquifer) which is designated by the EPA as a "sole source aquifer" for most people in Spokane County and Kootenai County. The project is scheduled to be out to bid early 2026. The approximate cost for the side sewer installations, which is the infrastructure from the home to the hookup in the street, is anticipated to be between $9,000 and $15,000 per property. Although most of the neighborhood will be served by gravity sewer, some of the properties that are located near the river will need to have grinder pumps, which factors into the higher end of the estimate of the side sewer infrastructure cost The Spokane County sewer connection fee is currently approximately $10,000. As such, the total anticipated cost for the homeowner is estimated to be up to $25,000. The neighborhood has been identified to meet the CDGB standard for low to moderate income limits, below 80% of LML There are 35 parcels in the neighborhood. Preliminary census data shows that 51% of the households meet the low to moderate income level and at least 10 households that qualify for Spokane County's senior property tax exemption. With the high cost of the installation and hook-up fees for the new sewer system, the CDBG capital grant would provide utility assistance funding to those who would qualify under the HUD guidelines. The qualifying households may not have access to financial resources to complete the necessary improvements and required fees imposed by the project. With the full, requested funding of $685,500 the approximate number of households that may be assisted is estimated to be between 18 and 25 depending on final costs of construction per property. B.2. Proposed Activity Type: Capital B2.1. Is the project/activity concerning acquisition, rehabilitation, or demolition? No B2.2. Are you familiar with, or have experience implementing, prevailing wage and/or The Davis -Bacon Act? Both B2.3. Describe your procurement process of professional services, contractors, materials, suppliers, etc.: The City has policies and procedures for procurement which follow the thresholds established in the Federal Acquisition Regulation (FAR). These policies are outlined in Spokane Valley Municipal Code Chapter 3.36, attached to this application. Staff are currently developing a plan that consists of community support measures, templated contracting requirements, straightforward checklists, and one-on-one assistance meetings prior to each household's approval in the program. This approach will set parameters to ensure that all activities meet the appropriate federal procurement requirements including but not limited to obtaining quotes, following prevailing wage rules, and the inclusion of necessary contract language. Printed By: Kurt Husler on 212512026 N Neighborly Software 1of4 B2.4. Explain how the proposal will follow all activity requirements and how the site shall be monitored: Staff will continue to monitor the activity of the program as described in B2.3., with additional supports to community members throughout the period of performance. Program and project managers will engage in regular check -ins and schedule progress reports with residents and contractors. During the program approval process, templates showing contractual requirements will be provided and dates for progress reports or evaluation may be set. Payment or reimbursement will be contingent on the assistance program application approval and monitoring to ensure progress measures have been followed. B2.5. Does the organization have site/property control? Explain status and contingencies regarding the type of site and property control: ❑ Evidence of Site Control (Purchase and Sale Agreement) * *No files uploaded B2.6. Has the subrecipient attended or discussed a pre-construction/development meeting? If so, please describe the outcome from that meeting including any special permits, reviews, or other processes required and attach any applicable documents: City is in the preliminary stages of planning for the project and has begun coordinating with county sewer project staff. Initial research has been completed on the neighborhood, income demographics, and cost estimates for the program. ❑ Supporting Documentation *No files uploaded B2.7. Please indicate where your project/activity phase is at in the process: Other — Not Identified ❑ Copies of Architectural and/or Engineering Project Documents "No files uploaded B2.8. Will the project require or lead to a change in land use of affected property? No B2.9. What is the planned use of the affected property after completion? B2.10. Describe existing environmental conditions and whether any mitigation measures are needed on the project site. The contractor will be required to install erosion and sediment control measures to avoid tracking sediment to stormwater facilities, the Spokane River and roads. B.3. Project Description: The City plans to create a Utility Assistance Program which can reimburse costs associated with sewer improvements Printed By: Kurt Husler on 212512026 2 of 4 NNeighborly Software and hookup fees to serve those households located in the Grace Sewer project neighborhood. The CDBG grant objectives align with the goals of this program to support community development activities, principally for individuals of low and moderate incomes (LMI), to build stronger and more resilient communities by providing decent housing, a suitable living environment, and expanded economic opportunities. Spokane County's Grace Sewer project will install sewer infrastructure in a neighborhood in Spokane Valley located west of Barker Road and south of Euclid Avenue, adjacent to the Spokane River. The project is scheduled to be out to bid early 2026. Spokane County will require each property to connect to the sewer at the street by 2028. This requirement brings with it inherent costs to the homeowner. The county sewer hookup fee alone is approximately $10,000 per household, and each property is also responsible for the side sewer installation which is the infrastructure and construction of sewer lines on their property. Due to the close proximity to Spokane River and the lower ground level, special low pressure sewer grinder pumps will also be required for some of the properties, increasing the costs of the side sewer installation costs. Preliminary research shows that the approximate cost to the homeowner will fall between $19,000 to $25,000. The neighborhood has been identified to meet the CDGB standard for low to moderate income limits, below 80% of LIVIL There are 35 parcels in the neighborhood and preliminary data shows at least 10 households that qualify for Spokane County's senior property tax exemption. Using 2020 census data and eligibility mapping, the neighborhood falls within the U.S. Census Block that identifies the area as under the 51% threshold for income eligibility for projects. Further surveys will be conducted to verify income level and number of eligible households interested in participating in the program. The project will potentially serve and impact 18 (minimum) households. Any additional funding secured in this or future requests would expand the reach of the assistance program and increase the impact to the community. Potentially, the City could assist up to all 35 households if supplemental funding is later received. 13.4. Describe how this activity's scope of work will address the following: B.4a. What are the objectives of the proposal? Describe how the proposal will impact the community, achieve its goal, and how those results will be measured. The objective is to assist those in low to moderate income households who would otherwise lack the financial resources to comply with the requirement to hook up to the county sewer line being installed through the Grace Sewer project. The community will be impacted by improving the quality of life, the property in the area, and providing decent housing and a suitable living environment. The project will complete one of the last areas in Spokane Valley that is reliant on septic systems. Properly managed sewer systems use advanced, centralized treatment facilities to remove pollutants before discharging water back into the environment, which minimizes the risk of on -site groundwater or surface water contamination from a failing system. This is especially important near the Spokane River and in relation to aquifer protection. By assisting those qualifying households, the community and environment will benefit and see immediate, measurable results. The project will potentially serve and impact 18 (minimum) households. Any additional funding secured in this or future requests would expand the reach of the assistance program and increase the impact to the community. Potentially, the City could assist up to all 35 households if supplemental funding is later received. B.4b. Explain how the proposal intends to encourage collaboration and partnership with citizens or other organizations which will facilitate implementation. The program will incorporate outreach with active integration. Collaboration between the City and potential participants and contractors will be crucial part of the process. Workshops or sessions to educate potential recipients and contractors and encourage a collaborative, active model to increase participation rates and ensure that the program is transparent and successful. By increasing local buy -in through community outreach, the City may reduce public resistance and build trust. The program will be streamlined with a step-by-step process, to assist each homeowner with support while simultaneously ensuring grant compliance. Printed By: Kurt Husler on 212512026 3 of 4 N Neighborly Software B.5. Estimated Unduplicated Beneficiaries Estimated Number 0-30% 31-50% 18 51-80% 3 81-100 % 4 25 B.6. Project Timeline: Project would officially begin after July 1, 2026. The Grace Sewer Project is scheduled to commence during summer 2026. Early community outreach and program implementation will occur as early as spring 2026 and run through the period of performance, simultaneously with the program development. Depending on the timeframe and number of households, it is anticipated that the project will take a period of at least two years to reach full completion and close- out (through 2028). B.7. Project Management The City of Spokane Valley has a unique staffing model which is built on financial stewardship and lean methodology. While permanent staffing is small in comparison to similar sized cities, this model is strategic and characterized by high reliance on contracted services. Many internal roles focus on management, planning, strategy, and contract administration. This requires a multidisciplinary approach where single, high-level positions manage diverse portfolios that would typically be split in other cities. The City Services Administrator will directly oversee the program, while the Accounting and Finance Program Manager and Homeless and Housing Coordinator will be responsible for the administrative functions such as contract administration, fiscal oversight, grant management, and program management. These personnel have a high level of professional experience with federal guidelines, contracting, and procurement standards and requirements, and have a great working relationship with county staff. The City has staffing resources to assist with functions such as communications, community outreach, accounting, and project management, as needed. Printed By: Kurt Husler on 212512026 4 of 4 NNeighborly Software B. Proposed Project Information Completed by bhicks@centurywest.com on 2118120265:20 PM B. Proposed Project Information Please provide the following information. Caseld: 25632 Name: Fairfield - Rattler Run Road Sewer Crossing - Address: PO Box 334, Fairfield, WA 99012--9678 B.1. Problem Statement: The sewer line crossing Rattle Run Road traverses the roadway, and both a tributary of Rattler's Run Creek and adjacent Union Pacific railroad tracks. The sewer line has been experiencing frequent backups and overflows at the adjacent manholes that Town Public Works staff must frequently clear. Staff have attempted to TV the pipe to identify the cause of the backups and suspect that a partially collapsed pipe may be the cause. The sewage overflows pose a health hazard to both humans, animals and aquatic life in Rattler Run Creek. The Town is under scrutiny from the Spokane Riverkeeper (An environmental advocacy group for protecting the Spokane River Watershed) to properly operate and maintain their wastewater system to meet their NPDES effluent permit limits and protect public and environmental health or face future lawsuits to force compliance. As such, the Town has been systematically replacing and/or rehabilitating portions of the collection system to reduce I&I, prevent backups and help keep the wastewater system in compliance with its NPDES Permit and protect public health. B.2. Proposed Activity Type: Capital B2.1. Is the project/activity concerning acquisition, rehabilitation, or demolition? Yes B2.2. Are you familiar with, or have experience implementing, prevailing wage and/or The Davis -Bacon Act? Both B2.3. Describe your procurement process of professional services, contractors, materials, suppliers, etc.: The Town maintains an Engineering consultant roster in accordance with federal and state requirements. A qualification -based process is used as needed to select consultants from the roster for individual projects. Contractors for construction projects are procured through a competitive bidding process in accordance with federal and state requirements for public works bids. B2.4. Explain how the proposal will follow all activity requirements and how the site shall be monitored: The Town shall procure a qualified consultant engineer that is experienced with CDBG funding for administering and completing the project design and providing management, oversight and site inspections during construction. B2.5. Does the organization have site/property control? Explain status and contingencies regarding the type of site and property control: The project is located within UPRR Right of Way (ROW), Town ROW and a sewer line easement. The Town has an easement through the Railroad property but will still need to secure a Railroad utility permit for access to work within the Railroad ROW. Temporary construction easements will be necessary to access a manhole on the west side of the Railroad tracks and replacing the portion of sewer line on the east edge of Rattler Run Road. No additional permanent property rights procurement is required. Printed By: Kurt Husler on 212512026 1 of 4 NNeighborly Software ❑ Evidence of Site Control (Purchase and Sale Agreement) "No files uploaded 132.6. Has the subrecipient attended or discussed a pre-construction/development meeting? If so, please describe the outcome from that meeting including any special permits, reviews, or other processes required and attach any applicable documents: The Town owns and operates the sewer system. As such, a pre-construction/development meeting is not necessary. Government reviews include SEPA, NEPA, and Washington State Department of Ecology (Ecology). The project is categorically exempt from a SEPA review; however, the construction plans and specifications will be reviewed by Ecology for compliance with their design standards. This design review process typically takes about 6 to 12 weeks and is done upon completion of the construction documents and prior to bidding. A Railroad Utility permit will be required from Union Pacific RR. A Hydraulic Permit Approval (HPA) will be required from Wash. St. Dept of Fish and Wildlife for working in and/or adjacent to the creek tributary. ❑ Supporting Documentation "No files uploaded 62.7. Please indicate where your project/activity phase is at in the process: Concept with Site Control QCopies of Architectural and/or Engineering Project Documents Rattler Run Aerial.pdf 132.8. Will the project require or lead to a change in land use of affected property? No 132.9. What is the planned use of the affected property after completion? 132.10. Describe existing environmental conditions and whether any mitigation measures are needed on the project site. The sewer line crosses under a creek tributary and Railroad tracks. The sewer line is located within a steel casing under the railroads tracks. however, it is not know if the casing extends fully under the creek tributary. It is anticipated that open trench replacement of the sewer line will be required through the creek tributary which will require a HPA permit and possibly JARPA permit. Mitigation and stormwater pollution prevention measures for streambed restoration will be required and implemented as required in the HPA and JARPA permits. 13.3. Project Description: This project will replace approximately 210' of concrete sewer pipe crossing under UPRR railroad tracks, creek tributary and Rattler Run Road with new PVC sewer pipe. Approximately 80-ft of sewer line under the RR tracks is located within an existing steel casing pipe. The existing steel casing will be re -used to reduce construction cost and Printed By: Kurt Husler on 212512026 2 of 4 NNeighborly Software permitting requirements. The existing manholes were replaced in 2006 and are still in good condition and do not need replaced. Additional work includes stream bed restorations, pavement patching and surface restoration. B.4. Describe how this activity's scope of work will address the following: B.4a. What are the objectives of the proposal? Describe how the proposal will impact the community, achieve its goal, and how those results will be measured. This project will replace approximately 210' of sewer line from Rattler Run Road from Manhole GS#3 to manhole GS#4. This section of sewer line is prone to frequent blockages, backups and sewage overflows. Town staff have investigated the sewer line and suspect that the pipe has partially failed. The finished project will replace the sewer line to help protect community health by preventing future backups and overflows. 13.4b. Explain how the proposal intends to encourage collaboration and partnership with citizens or other organizations which will facilitate implementation. This project will rely on field information collected by the Town to identify the issue. There is no potential for partnerships with citizens or other organizations as no other entity has authority to perform any work on the sewer collection system. B.5. Estimated Unduplicated Beneficiaries Estimated Number 0-30 % 115 31-50% 92 51-80% 138 81-100% 95 440 B.6. Project Timeline: Select Consultant Engineer: July 2026; Execute design contract with consultant engineer: August 2026 Start Design: August 2026; Complete Design Package and Submit to Ecology for Review: December 2026; Ecology Design Review: January 2027 — February 2027 (2-3-month review time queue); Project Bidding: April 2027; Award Project: May 2027; Start Construction: July 2027; Construction Completed: September 2027; Project Closeout: December 2027 13.7. Project Management The Town will hire an Engineering consultant to provide design services and to provide construction observation and inspection of the work. This includes: 1. The consultant providing a qualified inspector to be present on site and monitor the contractor's progress and compliance with the design plans and specifications; 2. The Engineer being responsible for overseeing the site inspection, monitoring the contractors' progress and compliance, and keeping the Town informed to make decisions regarding the project; 3. Selection of an engineering consultant by the Town through qualification -based selection in accordance with Washington State and Federal laws. The Town and the Engineer will follow CDBG requirements for both Washington State and Spokane County with regards to advertising and selecting a contractor. The Town will oversee the Engineer and provide key input and decisions as necessary, approve change orders, process and approve pay requests and monitor the project's budget. The Engineer will review submittals for all proposed construction materials to ensure that they meet project specifications.; 4. Monitoring of construction activities by the Engineer for compliance with CDBG and state contract requirements; 5. The Engineer providing construction quality assurance and will represent the interests of the Town. Printed By: Kurt Husler on 212512026 N Neighborly Software 3 of 4 Printed By: Kurt Husler on 212512026 4 of 4 NNeighborly Software B. Proposed Project Information Completed by andrea.reedy@usw.salvationarmy.org on 211912026 10:56 PM B. Proposed Project Information Please provide the following information. B.I. Problem Statement: Case Id: 25658 Name: The Salvation Army - Stepping Stones - Capital - Address: 222 E. Indiana Ave., Spokane, WA 99207 Problem: Families experiencing homelessness face an almost impossible challenge in transitioning from homelessness to permanent housing, as there are not enough transitional housing units to meet the need in Spokane County. The lack of affordable housing is a major cause of homelessness in Spokane County. Solution: Stepping Stones is the answer to this challenge, providing a vital bridge between homelessness and permanent housing. The Salvation Army Spokane's Stepping Stones Transitional Housing Program offers 30 units of safe, affordable housing with 24/7 access to essential services. The program offers structure, supervision, support, and life skills training, serving as a bridge from homelessness to permanent housing for families. Families are supported through a comprehensive array of wraparound services, including emergency food, clothing vouchers, life skills training, financial literacy, substance abuse recovery programs, and assistance with moving costs and security deposits when available. Case managers work directly with families to overcome barriers such as mental health challenges and employment readiness, empowering them to rebuild their lives and achieve long-term self-sufficiency. The program serves approximately 120 individuals annually, providing a critical solution to Spokane's homelessness crisis. Stepping Stones allows men and children, women and children or a couple with children to reside within the three -bedroom units eliminating the family unit to be separated. They are allowed to be on a pathway of hope as a family unit. Our Transitional Housing building is aging and needs some capital improvements. B.2. Proposed Activity Type: Capital B2.1. Is the project/activity concerning acquisition, rehabilitation, or demolition? Yes B2.2. Are you familiar with, or have experience implementing, prevailing wage and/or The Davis -Bacon Act? Both B2.3. Describe your procurement process of professional services, contractors, materials, suppliers, etc.: We just finished a project that was funded through the City of Spokane that required that we follow the Davis Bacon Act. We received (3) bids for the work we were completing, the contractor we were chose was required to register with the Department of L&I for the job, they were required to pay prevailing wages and submit certified payroll to us so we could submit it to the City. We were successful in implementing that grant and we have a local architect who will take the lead on this project. B2.4. Explain how the proposal will follow all activity requirements and how the site shall be monitored: We will obtain (3) bids for the work we want to complete. We have bi-weekly meetings with the contractor to ensure that all protocols are being followed and we will use a reputable contractor to complete the work. We have an Printed By: Kurt Husler on 212512026 1 of 3 14 Neighborly Software architect as well as our local facilities manager who engage with the project manager of the company completing the work and they ensure the work is completed. 62.5. Does the organization have site/property control? Explain status and contingencies regarding the type of site and property control: We own the property. ❑ Evidence of Site Control (Purchase and Sale Agreement) "No files uploaded 132.6. Has the subrecipient attended or discussed a pre-construction/development meeting? If so, please describe the outcome from that meeting including any special permits, reviews, or other processes required and attach any applicable documents: We have had conversations with our architect who shared that the process will be much like what we just went through for our food bank remodel with funding from the City of Spokane. We are prepared for this process. ❑ Supporting Documentation "No files uploaded 132.7. Please indicate where your project/activity phase is at in the process: Design without Drawings ❑ Copies of Architectural and/or Engineering Project Documents "ATo files uploaded 132.8. Will the project require or lead to a change in land use of affected property? No 62.9. What is the planned use of the affected property after completion? Residential Building(s) 132.10. Describe existing environmental conditions and whether any mitigation measures are needed on the project site. The building was built about 20 years ago. We have had a lot of asbestos testing in the building and there has been none located. There should not be mitigation required. 6.3. Project Description: The Salvation Army transitional housing program needs some upgrades. We would like to replace all the windows and doors and have the outside of the building cleaned, via pressure washing company. 13.4. Describe how this activity's scope of work will address the following: 13.4a. What are the objectives of the proposal? Describe how the proposal will impact the community, achieve its goal, and how those results will be measured. Printed By: Kurt Husler on 212512026 2 of 3 NNeighborly Software This proposal allows us to continue to be good stewards of the resource of a 30 unit apartment building. The windows and doors in this building are 20 plus years old and the outside of the building needs a good pressure washing. 6.4b. Explain how the proposal intends to encourage collaboration and partnership with citizens or other organizations which will facilitate implementation. We have good collaborations surrounding our Transitional Housing program. We work in collaboration with other shelter providers and accept referrals through coordinated entry. We also have local businesses come in and provide life skills classes. B.5. Estimated Unduplicated Beneficiaries Estimated Number 0-30 % 40 31-50 % 80 51-80% 81-100 120 13.6. Project Timeline: We believe we can complete this project in 12 months. 6.7. Project Management We have a local architecht who will oversee this project in conjunction with our Facilities manager. We will hire a local contractor to complete the work and they should have a project manager. Printed By: Kurt Husler on 212512026 " Neighborly Software 3 of 3 B. Proposed Project Information Case Id: 25631 Name: Lutheran Community Services Northwest Victim Completed by odugan@lcsnw.org on 21201202610:14 AM Address: 1944 Pacific Ave, Ste 206, Tacoma, WA 98402-- B. Proposed Project Information Please provide the following information. B.I. Problem Statement: Lutheran Community Services Northwest (LCSNW) operates Spokane County's only accredited Community Sexual Assault Program (CSAP) and the region's only Crime Victim Service Center. As the sole accredited provider of comprehensive medical and legal advocacy for survivors of sexual assault and abuse, LCSNW serves as a critical component of Spokane County's public safety and early intervention continuum. Spokane County continues to experience significant need related to sexual assault and other violent crime. In 2025 alone, LCSNW responded to 1,147 unduplicated survivors and their loved ones in crisis with ongoing advocacy, and our 30 volunteers answered 3,685 crisis hotline inquiries. Survivors frequently present in the immediate aftermath of violence, requiring urgent medical advocacy, forensic support, safety planning, and navigation of complex legal systems. Without timely intervention, survivors face increased risk of housing instability, untreated trauma, economic hardship, and disengagement from the judicial process. At the same time, documented reductions in federal and state allocations for victim services have destabilized the broader safety net across Washington. These reductions have resulted in staffing losses, reduced capacity, and increased strain on the remaining workforce. LCSNW's Victim Advocacy and Education Program has lost 4.0 FTE during this period of public funding erosion.[SH1.1][JS1.2][EC1.3][JS1.4]While demand has increased nearly 20% since 2022—from 956 survivors in need to 1,147 in 2025—the available workforce to respond to crisis has contracted. Victim advocacy is specialized public safety infrastructure. Advocates complete a minimum of 60 hours of training in medical and legal response, in addition to 24 hours of annual continuing education required for accreditation. They respond 24/7 to hospitals, provide accompaniment in civil and criminal court, assist with Crime Victims Compensation, support protection order filings, and coordinate with law enforcement and judicial partners. This expertise cannot be quickly replaced if lost. CDBG Public Services funding will stabilize core crisis response capacity during a period of documented funding erosion. Without stabilization, the community risks slower hospital response times, reduced court accompaniment, diminished resource navigation, and fewer survivors successfully accessing safety, justice, and the network of services meant to support their healing. Survivors of sexual assault and abuse are presumed low- and moderate -income beneficiaries under HUD Limited Clientele guidelines. Ensuring continued access to accredited advocacy services directly advances the County's priority to assist survivors of domestic violence or sexual assault and strengthen resource navigation across systems. 13.2. Proposed Activity Type: Public Services 6.3. Project Description: CDBG Public Services funding will support LCSNW's core Victim Advocacy and Education Program, ensuring continued 24/7 crisis response and comprehensive resource navigation for survivors of sexual assault and other violent crime residing in eligible areas of unincorporated Spokane County and participating jurisdictions. As Spokane County's only accredited Community Sexual Assault Program, LCSNW provides: • 24/7 in -person medical advocacy at all Spokane County hospitals • Legal advocacy, including protection orders, court accompaniment, and victim rights education • Crime Victims Compensation assistance • Safety planning and emergency financial assistance • Ongoing wraparound case management and resource navigation Advocates meet survivors in hospitals, courts, schools, and community Printed By: Kurt Husler on 212512026 1 of 3 NNeighborly Software settings. Services are survivor -directed and trauma -informed, centering autonomy and informed choice. All services are free and confidential and there is no time limit on services.[SH2.1j CDBG funds will be used to stabilize advocate staffing capacity, preserving institutional knowledge and ensuring continuity of accredited crisis response. While LCSNW serves the entire county, beneficiary reporting will be restricted to clients from eligible geographic areas consistent with Spokane County CDBG requirements. The program operates within a public safety continuum. Immediate crisis response improves survivor safety, increases engagement with medical follow-up and legal processes, and reduces long-term strain on healthcare, law enforcement, and judicial systems. Early intervention through advocacy prevents further harm and strengthens coordination between survivors and systems designed to protect them. By stabilizing core staffing capacity, this project ensures that survivors in eligible Spokane County jurisdictions continue to receive immediate, specialized, and accredited support in the aftermath of sexual assault and abuse. B.4. Describe how this activity's scope of work will address the following: B.4a. What are the objectives of the proposal? Describe how the proposal will impact the community, achieve its goal, and how those results will be measured. The objective of this proposal is to stabilize accredited crisis response capacity for survivors of sexual assault and abuse in Spokane County. Specifically, the project aims to: • Maintain 24/7 hospital -based medical advocacy response. • Provide comprehensive legal advocacy and court accompaniment. • Deliver coordinated resource navigation and emergency financial assistance. • Preserve trained advocate capacity during a period of funding erosion. IMPACT ON THE COMMUNITY Stabilizing advocate staffing ensures that survivors receive timely, trauma - informed support at critical intervention points. Immediate advocacy: • Increases survivor access to medical care and time sensitive forensic evidence collection • Improves reporting and participation in criminal investigations and prosecution of violent crime • Decreases burden on first responders, shelters, behavioral health, and court systems • Enhances safety planning outcomes and reduces lethality in domestic violence cases • Reduces barriers to housing, employment, and healthcare stability Without timely advocacy, survivors may disengage from systems, miss critical legal deadlines, or forgo medical care. MEASUREMENT OF RESULTS Outcomes will be measured through LCSNW's secure client database and reported quarterly. Metrics will include: • Number of unduplicated survivors of sexual assault and abuse (700) • Number of hospital -based crisis responses (200) • Number of survivors receiving legal advocacy services (500) • Number of survivors receiving emergency financial assistance (75) • Number of survivors receiving housing assistance (25) • Percentage of survivors reporting increased safety after working with an advocate (95%) All beneficiaries will qualify under HUD's Low/Moderate Income Limited Clientele presumption for survivors of domestic violence and sexual assault. Program quality is reviewed monthly through LCSNW's Program Quality Improvement Committee, ensuring ongoing evaluation of service effectiveness and responsiveness to community need. B.4b. Explain how the proposal intends to encourage collaboration and partnership with citizens or other organizations which will facilitate implementation. LCSNW's Victim Advocacy and Education Program is deeply integrated into Spokane County's public safety and service infrastructure. Key collaborations include: • Spokane County hospitals and emergency departments for 24/7 medical response • Law enforcement agencies for coordinated victim -centered investigations • Prosecutors and courts for protection orders and criminal case support • The Children's Advocacy Center for coordinated child abuse response • Adult Protective Services and the Elder Abuse Task Force • Housing and transitional living partners, including Transitions Advocates routinely coordinate with system partners to reduce duplication, streamline referrals, and ensure survivors are not required to navigate systems alone. LCSNW also provides trauma -informed training to law enforcement and healthcare professionals, strengthening cross -system response. Community engagement extends beyond formal systems. LCSNW conducts outreach in underserved communities, including rural areas, immigrant Printed By: Kurt Husler on 212512026 2 of 3 14 Neighborly Software communities, and LGBTQ+ populations. Materials are translated into multiple languages, and interpreter services are provided at no cost. CDBG funding will reinforce this collaborative framework by ensuring advocate availability to maintain these partnerships. Stabilized staffing preserves trusted relationships that have been built over decades and ensures continued coordination across medical, legal, and community systems. 13.5. Estimated Unduplicated Beneficiaries Estimated Number 0-30% 700 31-50% 51-80% 81-100% 700 B.6. Project Timeline: The proposed project will operate for the full CDBG contract period. Because this is an established program, services will begin immediately on the first day of the contract term. No startup period is required. Ongoing (Months 1-12): • Maintain full 24/7 crisis response • Continuous hospital -based response • Court accompaniment and legal advocacy • Resource navigation and emergency financial assistance • Monthly internal data review • Quarterly reporting to Spokane County The program is fully operational and requires no new hiring or infrastructure development. Funding will stabilize existing advocate capacity to ensure uninterrupted service delivery. B.7. Project Management The program is overseen by Erin Carden, Director of Victim Advocacy & Education. She supervises advocacy staff, ensures accreditation compliance, and oversees fiscal and programmatic reporting. Advocates are cross -trained to provide medical, legal, and general advocacy, allowing flexible deployment based on survivor need. All advocates meet required accreditation standards and complete ongoing annual training. Fiscal oversight is provided by LCSNW's Financial Analyst in coordination with the Program Director. LCSNW maintains established accounting systems that differentiate direct and indirect costs, track funding sources, and comply with federal and local grant requirements. Program quality is monitored through: • Monthly Program Quality Improvement meetings • Quarterly data review and outcome analysis • Client feedback surveys • Accreditation review processes LCSNW has more than five decades of experience managing municipal, state, and federal funding in Spokane County. This established infrastructure ensures compliant, transparent, and effective management of CDBG Public Services funds. Printed By: Kurt Husler on 212512026 14 Neighborly Software 3of3 B. Proposed Project Information Completed by andrea.reedy@usw.solvationarmy.org on 211812026 12:17 PM B. Proposed Project Information Please provide the following information. B.I. Problem Statement: Case Id: 25650 Name: The Salvation Army- After the Bell - 2026 Address: 222 E. Indiana Ave., Spokane, WA 99207 In Spokane, many families lack reliable and affordable afterschool care for school -age children, creating a significant community need that remains unmet. Across Washington state, nearly five times as many children want afterschool care as there are available program slots — leaving large numbers of children unsupervised after school hours and parents without accessible care options. Without expanded afterschool care, students are at increased risk of spending critical after -school hours without structured support, and many working parents may be forced to reduce work hours or exit the workforce entirely due to lack of care. This unmet community need undermines both child well-being and family economic stability in Spokane. B.2. Proposed Activity Type: Public Services B.3. Project Description: After the Bell, is a structured, community -centered afterschool program operated by The Salvation Army that provides school -age children in Spokane, with a safe, supportive, and enriching environment during the critical hours following the end of the school day. The program is designed to reduce unsupervised time for children while promoting academic success, personal development, and positive social engagement. By offering a blend of academic support, enrichment opportunities, and positive adult engagement, After the Bell aims to improve student outcomes, reduce afterschool risk, and strengthen community cohesion in Spokane. This program not only supports children during out -of -school hours but also helps lay the foundation for lifelong learning and healthy development. B.4. Describe how this activity's scope of work will address the following: B.4a. What are the objectives of the proposal? Describe how the proposal will impact the community, achieve its goal, and how those results will be measured. After the Bell will strengthen the Spokane community by addressing the critical need for safe, structured, and affordable afterschool care. By providing consistent supervision, academic assistance, and enrichment opportunities during the high -risk hours immediately following the school day, the program reduces unsupervised time and increases positive youth engagement. For children, the program promotes improved academic performance, stronger social -emotional skills, and increased self-confidence. For families, it provides reliable childcare that enables parents and caregivers to maintain stable employment and financial security. Over time, these supports contribute to stronger family stability, reduced youth risk behaviors, and improved educational outcomes across the community. By serving students who may otherwise lack access to enrichment and mentorship opportunities, After the Bell helps close opportunity gaps and creates a safer, more supportive environment for youth development in Spokane. B.4b. Explain how the proposal intends to encourage collaboration and partnership with citizens or other organizations which will facilitate implementation. Printed By: Kurt Husler on 212512026 1 of 2 04 Neighborly Software The After the Bell program is intentionally designed to operate through active collaboration with families, community members, schools, and local organizations to ensure effective implementation and long-term sustainability. Recognizing that no single organization can address youth development and childcare needs alone, this proposal emphasizes coordinated partnerships that leverage community strengths. After the Bell provides life skills to the children in our care, these classes cover all kinds of topics from learning how to cook with cooking classes from WSU to having Police officers come in to encourage positive interactions with police as many of the children we serve come from homes where the police may seem scary and they have had hard interactions with law enforcements. We also partner with local businesses to offer educational field trips and positive opportunities. We partner with the schools so that we are able to communicate with teachers and become the bridge between the parents and teachers and offer the support that might be missing or difficult for the parent to provide for their child. We help to eliminate barriers to allow the children to learn with as much ease as possible. B.5. Estimated Unduplicated Beneficiaries Estimated Number 0-30% 45 31-50% 51-80% 81-100% 45 B.6. Project Timeline: This program is currently up and running with no funding. Due to the fact we do not have funding we are not running at a level that we could be. We have 15 children registered at the moment, but can expand as soon as funding is identified. 13.7. Project Management After the Bell currently has a small but focused team of 4 employees who are dedicated to this program. Best practice identifies 1:15 ratio for school aged children. We are prepared to hire more staff as need arises. Each member of this team has a defined role with one program manager overseeing operations and communication with parents while the other three focus in different areas to include homework help, STEM projects, arts and we bring in volunteers to teach music. Printed By: Kurt Husler on 212512026 2 of 2 NNeighborly Software B. Proposed Project Information Completed by andrea.reedy@usw.salvationarmy.org on 211812026 3:17 PM B. Proposed Project Information Please provide the following information. B.I. Problem Statement: Caseld: 25651 Name: TSA: Food Bank- 2026 Address: 222 E. Indiana Ave. , Spokane, WA 99207 Many families in our community struggle with food insecurity, lacking consistent access to sufficient, nutritious food. According to recent data 13% of households in our area experience hunger or rely on emergency food assistance. This disproportionately affects children, seniors, and low-income families, leading to negative outcomes in health, education, and overall well-being. Local food pantries and charitable organizations are already stretched thin, with limited capacity to meet increasing demand, particularly during weekends, school breaks, and economic downturns. Without additional resources, many vulnerable households risk going without adequate food, which can exacerbate chronic health conditions, impair learning for children, and increase economic strain on families. This program addresses the urgent need for reliable, nutritious food distribution to ensure that all community members, regardless of income, have access to meals that support health, stability, and quality of life. B.2. Proposed Activity Type: Public Services B.3. Project Description: The Salvation Army operates a Food Bank and large warehouse facility on its campus in Spokane where it receives donated food for daily distribution to more than 3,000 clients each month and of these, 1300 are from the County and Spokane Valley. The Food Bank is located within the Family Resource Center at 204 E. Indiana Avenue, Spokane, and is open Monday through Friday. Clients are not required to make an appointment. Clients seeking assistance are asked to complete a self -certification application that captures basic demographics, family size, income levels, and sources. Each client then meets with the Intake Specialist to discuss any additional needs they may have. Through this interaction, the staff is better able to assess if other community services that are available are needed for each family. The Food Bank is designed to replicate a grocery store, allowing clients to make selections as they would in their local markets. Each client is partnered with a personal shopper who assists with making healthy and nutritious choices and appropriate quantities based on each family's size. Guests can access the Food Bank once per month and can receive supplemental food boxes, as needed. These food boxes can include canned goods, fresh produce, bread, pasta, dairy products, soups, cereal, snacks, and juices. In addition to our daily feeding program, The Salvation Army provides Christmas food baskets to more than 500 families. Through our Family Resource Center, Food Bank clients can receive additional resources such as utility assistance, referrals to other community services, access to our computer lab, life classes, and employment assistance through our partnership with Career Path Services. We offer employment coaching to assist with interviewing skills and resume writing and clients can participate in a training program through our partnership with Career Path Services that teaches customer service skills, food industry training, janitorial, stocking, and many other valuable tools to help enter the workforce. B.4. Describe how this activity's scope of work will address the following: Printed By: Kurt Husler on 212512026 1 of 2 NNeighborly Software B.4a. What are the objectives of the proposal? Describe how the proposal will impact the community, achieve its goal, and how those results will be measured. 1) Provide emergency food assistance to 8,900 Spokane County residents (excluding the City of Spokane) 2) Provide emergency food assistance to 6,675 Spokane Valley residents 3) Provide Christmas food baskets to 50 Spokane County residents 4) Distribute 1.5 million pounds of food during this grant cycle. 5) Offer a full array of additional services and referrals to 15,575 guests accessing our Food Bank. These services include resources and referrals for housing, utility assistance, social services, vouchers to the Salvation Army resale store, access to our onsite computer lab, addiction recovery classes, life skills classes, and housing and employment assistance. B.4b. Explain how the proposal intends to encourage collaboration and partnership with citizens or other organizations which will facilitate implementation. The Salvation Army leverages its resources through a variety of sources. We maximize volunteer time and talent, allowing us to provide outstanding programs and services while keeping costs low and remaining good stewards of the funding we've been given. We partner with other non -profits to share resources and provide full coverage of services to our clients. The Salvation Army staff participate in a variety of provider networks, partnerships and coalitions to gather and share information relevant to the clientele we serve. B.5. Estimated Unduplicated Beneficiaries Estimated Number 0-30% 4500 31-50% 4300 51-80% 1200 81-100% 255 10,255 B.6. Project Timeline: The Salvation Army food bank is up and running even now, providing food to those in need. B.7. Project Management Intake staff and volunteers are trained in protecting our mission and in adult and child safety and basic operating procedures. The daily operations of the Salvation Army's Foodbank and Family Resource Center are overseen by the Community Service Program Manager, Cheryl Thompson. Cheryl has been with The Salvation Army since March 2022. She manages a staff of three and has an annual budget over $5,000,000. Cheryl holds an Associate in Arts degree in Psychology from SFCC and has a long history of working with the homeless and underserved populations, search and rescue, and in multiple leadership roles. Printed By: Kurt Husler on 212512026 2 of 2 NNeighborly Software B. Proposed Project Information Case Id: 25662 Name: Emergency Meals for Spokane County Seniors - Completed bybrendae@gscmealsonwheels.orgon212012026 Address: 12101 E SPRAGUE AVE, SPOKANE, WA 99206-- 10:53 AM B. Proposed Project Information Please provide the following information. 13.1. Problem Statement: Spokane County spans more than 1,800 square miles, including rural and semi -rural communities that are especially vulnerable during emergencies such as wildfires, severe winter storms, extended power outages, and water disruptions. As Executive Director of Greater Spokane County Meals on Wheels (GSCMOW), I see firsthand how quickly homebound seniors can become isolated and at risk when normal meal delivery routes are disrupted. Many of the older adults we serve live alone, have limited mobility, and rely on daily meal delivery not only for nutrition but also for wellness checks and social connection. In times of emergency, grocery access may be limited, utilities may be compromised, and transportation may be unavailable. Without advance preparation, seniors face increased risk of hunger, dehydration, malnutrition, and preventable hospitalization. 13.2. Proposed Activity Type: Public Services 13.3. Project Description: Greater Spokane County Meals on Wheels (GSCMOW) will establish an Emergency Senior Nutrition Preparedness Program to provide a one -week shelf -stable emergency food and water supply to vulnerable seniors across Spokane County. Each emergency pack will contain seven days of nutritionally balanced, shelf -stable meals, bottled water sufficient for basic hydration needs, and clear instructions for safe storage and use. The food items will align with senior nutrition standards and consider ease of preparation, limited mobility, and potential power outages. Emergency packs will be delivered directly to seniors currently enrolled in our Home Delivered Meals program and made available to congregate cafe participants who are identified as high risk. In addition to distributed packs, GSCMOW will maintain a reserve supply at designated community hubs to deploy rapidly during declared emergencies or unexpected service interruptions. This program builds upon our existing delivery infrastructure and volunteer network of more than 450 volunteers. Packs will be assembled at our central kitchen and distributed through established delivery routes. Inventory systems will track pack distribution, replenishment cycles, and expiration dates to ensure readiness year-round. 6.4. Describe how this activity's scope of work will address the following: 13.4a. What are the objectives of the proposal? Describe how the proposal will impact the community, achieve its goal, and how those results will be measured. The primary objectives of this proposal are to: Increase emergency preparedness among at least 75% of enrolled homebound seniors within the first year. Distribute a one -week emergency meal and water pack to a minimum of 600 seniors. Maintain a minimum reserve supply sufficient to support 100 additional seniors during community -wide emergencies. Reduce emergency -related service disruption risk by ensuring seniors have immediate access to food and water for at least seven days. Impact will be measured through: Tracking the number of emergency packs assembled, distributed, and replenished. Documenting seniors served during emergency activations. Conducting post - Printed By: Kurt Husler on 212512026 1 of 3 NNeighborly Software distribution surveys to assess seniors' confidence in their preparedness. Monitoring service continuity rates during inclement weather or disaster events. Success will be defined by increased preparedness, reduced crisis -related food insecurity, and uninterrupted nutritional support during emergencies. 13.4b. Explain how the proposal intends to encourage collaboration and partnership with citizens or other organizations which will facilitate implementation. This proposal is rooted in collaboration. GSCMOW will partner with local emergency responders, Spokane County emergency management teams, fire districts, and community -based organizations to align preparedness messaging and distribution protocols. Volunteers within rural communities such as Cheney, Airway Heights, Medical Lake, and other service areas will assist with pack assembly, delivery, and localized emergency response. We will coordinate with regional senior centers and community hubs to store and distribute backup supplies as needed. By working alongside emergency responders, we ensure our seniors are included in broader community response planning. Through strong partnerships and a coordinated volunteer network, this program strengthens Spokane County's emergency resilience —ensuring that no senior faces hunger, isolation, or preventable harm during a crisis. R_5_ Estimated Undunlicated Beneficiaries Estimated Number 0-30 % 400 31-50% 190 51-80% 10 81-100 % 0 600 B.6. Project Timeline: Phase 1: Planning & Coordination (Months 1-2) Finalize emergency meal pack menu (shelf -stable, senior -appropriate, nutritionally balanced). Confirm water quantity standards and storage requirements. Identify target participants (initial focus: 600 home -delivered seniors). Meet with Spokane County Emergency Management and local fire districts to align messaging and deployment protocols. Develop volunteer training materials for assembly and distribution. Establish inventory tracking system (lot numbers, expiration dates, replenishment schedule). Secure vendor pricing and bulk purchasing agreements. Deliverable: Finalized emergency pack template, partnership confirmations, procurement plan. Phase 2: Procurement & Assembly (Months 3-5) Purchase shelf -stable food items and bottled water. Design and print instruction sheets for seniors (safe storage, when to use, emergency contacts). Conduct volunteer assembly days at central kitchen. Implement quality control checks (nutrition compliance, expiration tracking). Begin distribution to highest -risk seniors. Deliverable: 50% of emergency packs assembled and delivered; reserve inventory established. Phase 3: Full Distribution & Community Integration (Months 6-9) Complete distribution to remaining enrolled seniors. Establish satellite storage at community hubs in Cheney, Airway Heights, Medical Lake, and other rural areas. Conduct emergency preparedness education during meal delivery visits. Coordinate tabletop emergency response exercise with emergency responders. Deliverable: 600 seniors equipped; 100-pack emergency reserve maintained. Phase 4: Evaluation & Sustainability (Months 10-12) Conduct senior preparedness confidence survey. Review emergency activation data (if applicable). Adjust inventory replenishment cycle based on usage and expiration. Develop sustainability plan for annual replenishment. Present outcomes to Board and community stakeholders. Deliverable: Annual impact report; sustainability strategy adopted. B.7. Project Management Leadership & Oversight Executive Director (Project Sponsor) Provides strategic oversight, ensures alignment with mission, and maintains partnerships with county emergency management and funders. Logistics Director (Project Manager) Oversees procurement, inventory systems, storage coordination, and distribution logistics. Culinary Director Printed By: Kurt Husler on 212512026 2 of 3 NNeighborly Software & RDN (Nutrition Authority) Ensure all emergency packs meet senior nutrition standards and are safe for shelf storage. Volunteer Coordinator & Regional Specialists Organize volunteer assembly events and oversee rural distribution coordination. Finance Manager Tracks budget, monitors grant compliance, and ensures fiscal accountability. Monitoring & Reporting Progress will be reviewed monthly at Leadership Meetings and quarterly with the Board. Key metrics include: Number of packs assembled Number of packs distributed Reserve inventory maintained Volunteer engagement hours Senior preparedness survey results Emergency deployment response time A shared dashboard will track pack inventory, expiration timelines, and community coverage rates. Risk Management Inventory Expiration Risk: Quarterly review and rotation plan. Storage Limitations: Utilize multiple community hubs for decentralized storage. Volunteer Capacity: Schedule recurring quarterly assembly events. Supply Chain Disruptions: Maintain multiple vendor relationships. Sustainability Plan Emergency packs will be incorporated into GSCMOW's annual operating cycle. Replenishment will occur on a rolling 12-month basis, ensuring no lapse in preparedness. Long-term funding will be sought through emergency preparedness grants, community sponsors, and local partnerships. Outcome: Within one year, the majority of vulnerable seniors served by GSCMOW will have a one - week emergency food and water supply readily available —strengthening Spokane County's resilience and ensuring seniors remain safe, nourished, and independent during times of crisis. Printed By: Kurt Husler on 212512026 NNeighborly Software 3of3