2010 Business Plan SCITY OF1 _
poKane
. ovValley 2010
Business Plan
2009 Valleyfest at
Mirabeau Meadows Park
A Community of Opportunity
where Individuals and Families can Grow and Play
and Businesses will Flourish and Prosper
Table
of
Contents
Executive Summary. 3
Business Plan Process 5
Strategic Service Delivery Areas 6
Understanding the Departmental Business Plan 7
Department Business Plans:
Executive/Legislative Support— City Manager/City Clerk. 8
Executive/Legislative Support— City Attorney 12
0 Operations &Administrative Services . 18
Finance and Information Technology Services . 23
0 Community Development . 26
Parks & Recreation . . . . . . . 33
Public Works 39
6-Year Budget & Staffing Impact Summary . 47
Summary - Citywide Business Plan . . 48
Pending Ideas . 49
Appendix: •
Foundation of the City of Spokane Valley . 50
Vision Statement. . . . . . 50
Values . . . . . . 51
Core Beliefs. . . . . . . 52
Customer Service . . . . . 53
Information Input:
Internal Input . . . . 55
External Input . . . . 56
Council Goals . . . . . 57
The Initial Plan . . . . . 58
Executive Summary January 2010—Issue #3
This is the City of Spokane Valley's third annual business plan. As in prior years, this 2010 Business Plan links
community priorities, the six-year Financial Forecast, Council budget goals, and the current budget. Each
year every department within the City of Spokane Valley participates in the business plan process, developing
new goals guided by Council budget goals, as well as by identified strengths, weaknesses, opportunities, and
threats. Departments also refine existing goals based upon new information and the updated financial fore-
cast. Strategies accompany each goal in order to illustrate and define how departments will accomplish these
goals.
As with other City strategic plans, the business plan looks six years into the future, identifying and responding to
future needs, reacting to future fiscal constraints, and providing continuity to the annual budgetary process.
Two new elements in the 2010 Business Plan demonstrate the City's progress in achieving service-delivery bench-
marks and accomplishing Council goals:
♦ Departmental Workload Indicators and Performance Measurements; and
♦ Citizen Survey Findings
Departmental Workload Indicators and Performance Measurements
A dynamic document, this 2010 - 2015 six-year Business Plan has included the concepts of Workload Indicators
and Performance Measurements as implemented in our 2009 plan. Within the business plan, each department has
identified, measured, and reflected trends in the City's performance. Although some of the statistics have been
available since 2008, many city programs and services are still evolving and the indicators and measurements will
continue to be reflected in future plans as they become available.
Citizen Survey Findings
As part of our commitment to open, collaborative government and our emphasis to provide quality customer ser-
vice, the City of Spokane Valley conducted a Citizen Survey in January 2009. The survey was performed by
phone-data collection, and is scheduled to be performed in 2011 and 2013. The survey questions were designed to
provide information that would help assess areas of community need and provide measurements and benchmarks
toward improving services to the citizens of Spokane Valley. Citizen surveys are a common tool of outcome
assessment for progressive governments. In order to gauge if we're doing a good job, we need to receive feedback
from our citizens. These performance measurements provide accountability to the customers and act as a gauge
for management to determine whether services are running smoothly, or if changes need to be made.
J A N U A R Y 2 0 1 0 - ISSUE # 3
Executive Summary
-Continued-
Some of the feedback received from the 2009 survey:
4 82% of Spokane Valley citizens gave a positive rating for the value of services for the taxes paid
4 82% of its citizens gave a positive rating for the direction that the City is taking
4 91% of its citizens gave a positive rating regarding the reputation or overall image of Spokane Valley
In addition, residents were very satisfied with the quality of public safety and the quality of parks. The characteris-
tics receiving the least favorable ratings in our City were employment opportunities, opportunities to participate in
cultural activities, ease of bicycle travel, ease of walking, and traffic flow on major streets.
The survey results, noted within the departmental indicators and measurements, are designated by the term "citizen
survey." These results are used as a tool to guide us as we plan and implement programs to address the
community's response and the City's goals.
The Business Plan ties into the Financial Forecast and the current year's adopted budget. The 2010 Business Plan
is considered a"closed" plan, i.e.: one which allows reallocation of funds, but no increase. Approved by Council
and included in this year's plan are two positions within the Finance Department; an Accounting Technician and an
Accountant/Budget Analyst. A position previously approved by Council but remains vacant is the Construction In-
spector Right-of-Way position in the Community Development Department. For planning purposes only, the 6-
Year Budget and Planning Impact Summary within the department plans identifies the anticipated inclusion of an
Operations Coordinator for Parks and Recreation in the 2011 budget, two IT Specialist positions in the Finance De-
partment in the 2012 and 2014 budgets, and a Human Resource Assistant in the 2014 budget. All of these staff po-
sitions are contingent upon Council's approval during the annual budget process.
Based on future Financial Forecasts, these staff positions will likely be adjusted downward. From 2010 through
2015, a total of six positions are identified with estimated annual costs ranging from $122,897 in 2010 to $481,555
in 2015. The estimated costs include personnel, vehicles and equipment but do not include overhead such as office
space and utilities.
The Business Plan looks at the trends in Spokane Valley to anticipate future needs. Financial resources are also
forecast, taking into consideration economic indicators and new legislation. The Business Plan can then be focused
on utilizing available resources in the most efficient manner to provide quality service to our customers, while
meeting the current and future needs of the city.
4
4 Business Plan Process
This proposed six-year Business Plan for 2010-2015 is based on the fulfillment of the City's Vision
Statement:
"A community of opportunity where individuals and families can grow and play and
businesses will flourish and prosper."
In order to execute the Vision, the City Council, with public participation, establish core beliefs, values, and an-
nual budget goals, all of which provide the nexus for the City's six-year business plan. The Appendix includes a
comprehensive discussion of the Foundation on which Spokane Valley was built, which includes Core Beliefs, our
Vision Statement, our Values, our commitment to Customer Service, a summary of Internal and
External Input Methodology, and the Council's Goals for 2010.
As noted in Figure 1. Business Plan Process, the City's Foundation as established by City Council Goals and
influenced by formal employee input, city planning process, analysis and other forms of Internal Input, along with
citizen surveys, comment cards, focus groups and other External Input, is the foundation of the six-year business
plan. Each of the Strategic Service Delivery Areas is supported by a Departmental Business Plan. The initial De-
partmental Business Plans were developed through participatory meetings open to all City employees. A SWOT
analysis identifying the strengths, weaknesses, opportunities and threats for each department was conducted. Mis-
sion statements and goals were established by employees.
Figure 1. Business Plan Process
City Foundation
Core Beliefs,Vision Statement,Values, Customer Service Standards
1
Internal Input City Council 4
Comprehensive Plan Budget Goals
6-Year Financial Forecast External Input
CenterPlace Marketing Plan 1 Citizen Survey
Parks Master Plan Comment Cards
Strategic Service-Delivery Areas
6-Year Transportation Focus Groups
Improvement Plan Customer Correspondence
Street Master Plan-Pavement
Management Program Departmental Business Plans
SARP Mission Statement
Lunch w/the City Manager Goals
Performance Analysis Strategies
Employee Focus Groups *Workload Indicators
Commute Trip Reduction *Performance Measurements
Survey 1
Resource Analysis *Information will be added
Audits Citywide Business Plan as it becomes available
Encompasses All Items Above
II Strategic Service Delivery Areas
The City of Spokane Valley is classified by five strategic service-
delivery areas of one or more departments, as seen in Figure 2.
Strategic Service-Delivery Areas and Respective Depart-
ments. The five strategic service areas have mission state-
ments that guide the departments within the strategic area.
Additionally,
In two of the strategic service areas, divisions were further defined. First,
the Office of the City Attorney is a division within the Executive & Legisla-
tive Support Department, and provides City-wide legal services such as
litigation, legislation, contracts, and code enforcement. The second is the
Finance & Information Technology Division within the Operations and Ad-
ministrative Services Department.
Executive& Operations&Admin- Community Parks& Public Works
Legislative Support istrative Services Development Recreation
1_ Office of the Finance&
City Attorney Information
Technology
6
Understanding
the Departmental
Business Plan
Beginning on the next page, the 2010 Business Plan includes a descrip-
tion of each program along with the goals, strategies, estimated budget,
and timelines necessary to implement the plan.
Workload Indicators and Performance Measures
Goals encompassing a six-year period are developed by each department and are intended to make depart-
ments responsive to the community. The Goals are summarized in a six-year timeline followed by a Budget
and Staffing Summary which illustrate the impact of the goals.
The 2010 Business Plan pro-
vides Workload Indicators and Workload Indicators are utilized to demonstrate the
Performance Measurements amount of work performed, services received, and/or
and will be updated as the in- resources consumed. This type of information will be col-
formation becomes available. lected annually to identify trends that are occurring in our
Goals and strategies in the Busi- city that affect the government organization. Such informa-
ness Plan provide direction for tion can be utilized to make staffing decisions, prioritize pur-
the future; Workload Indicators chases to best meet the needs of our customers, and fore-
and Performance Measurements cast budgetary needs for the future. Examples of workload
help ensure desired results are measures are the number of road miles cleaned and the
achieved and that citizens are number of permits issued.
receiving the value they expect.
Performance measures are necessary to determine whether services are delivered effectively
and efficiently. Although most basic city services provided are consistent across jurisdictions, the City
of Spokane Valley has great discretion in deciding how to provide those services. Each task performed
by a city employee has a desired effect attached to it. If we do not take steps to determine whether the
desired effect is being accomplished, we do not know if we are effectively meeting the needs of our citi-
zens and customers. For example, a survey of citizens will tell us if we are providing the recreation pro-
grams they desire, and an assessment of the condition of our streets will tell us if we are maintaining
our streets to a sufficient degree. The counterpart of the effectiveness measure is the efficiency meas-
ure. We must also determine whether the cost to provide each service is a good value to our custom-
ers. These efficiency measures will let us know whether we need to improve the workflow process or
provide better resources to accommodate the customer in a timelier manner. Examples of efficiency
measures are the cost per capita of delivering a service or the number of days to issue a permit.
Department:
Executive & Legislative Support
-City Manager/City Clerk
Mission Statement
Our mission is to provide the City Council and employees with leadership, useful advice, and im-
plementation of best practices to achieve adopted goals and deliver quality services to the com-
munity.
Overview Description of Programs
The Executive & Legislative Support Department City Manager — The City Manager recommends
is accountable to the City Council for the opera- and implements policy, oversees the operations of
tional results of the organization, effective sup- the City, and develops and implements the budget.
port of elected officials in achieving their goals, All employees report directly or indirectly to the
fulfillment of the statutory requirements of the City Manager. In addition to internal oversight,
City Manager, implementation of City Council the City Manager focuses on external affairs
policies, and provision of a communication link- through interaction with local, regional, state, and
age among citizens, the City Council, City depart- national jurisdictions to represent Spokane Valley's
ments, and other government agencies. interests.
Executive and Legislative Support includes the City Clerk — The Clerk's Office is the custodian of
City Clerk and includes oversight of the Police all the City records and oversees the elections. The
Services Contract for the City. While the Office Clerk administers the insurance claims .
of the City Attorney is included in the Executive
and Legislative Support Department, it works di- Police Services — Police services are contracted
rectly with all other departments and has its own through the Spokane County Sheriff's Department.
Mission Statement and Goals following this sec- The City of Spokane Valley Police Chief reports to
tion. the City Manager.
2010 Organizational Chart
City Manager
-j
Admin.Assistant—
E _. ,
City Attorney City Clerk ' " 'Police Chief
Executive (Contract Services)
Admin.Assistant
Deputy City Clerk
MEMEr-
Deputy City Attorney Rule 9 Legal Interns
8
6-Year Goal Summary
• Facilitate the achievement of annually established Council Goals
• Update multi-year Financial Forecast
• Implement City-wide document management system
Detailed Goal List
Goal 1
Facilitate the achievement of annually established Council Goals (all years).
Strategies (2010-2015)
• Annually develop objectives and strategies to accomplish
Council Goals
• Report goal attainment progress to the community in the
City Manager's Budget Message
Workload Indicators: 2008 2009 2010
Meetings w/Department Heads
to attain Council Goals 53 52
•
Goal Attainment Progress (previous year's
goals) posted to website by February 15 annually
•
Number of established Council Goals 6 7
•
Number of annual Council meetings 55 59 •
Performance Measurements: 2008 2009 2010 The first Citizen
Survey was
% of citizens satisfied with Council performed in 2009 and
Goals and City's direction (citizen will be performed
survey) 82% • again in 2011.
Average % of citizens who attend Council
meetinas (citizen survey) 21% •
% of citizens who rated the services provided
the City with a positive rating (citizen survey) 90% •
% of citizens who rate Spokane Valley as a
place to live with a positive rating (citizen survey) 98% •
% of citizens who rated the City with a positive
Rating re: listening to citizens (citizen survey) 75%
% of citizens rating the City as welcoming
citizen involvement with a positive rating (citizen survey) 85%
9
Goal 2
Update Six-Year Financial Forecast The Financial Forecast's expected revenues and
expenses, incorporates the fiscal elements of departmental business plans, identifies fiscal
constraints and proposes formulas for Council consideration in composing a budget-
balancing approach that itemizes necessary service reductions or increased revenues, or a
combination thereof.
Strategies (2010-2015):
• Update the Financial Forecast on an ongoing basis
• Update departmental business plans
• Calculate the fiscal impacts identified in business plans
• Assess revenue and expenditure trends
• Merge trend data with business plan cost data
• Determine the financial delta
• Develop best case and worst case scenarios
• Formulate revenue and expenditure options
• Determine affordable service levels
• Select budget-balancing options to implement
• Obtain Council authorization to proceed with selected option(s)
Workload Indicators: 2008 2009 2010
Draft of Departmental Business Plans
completed annually by June 30
•
Financial Forecast reviewed and
updated annually
•
Balanced budget presented to
City Council annually L •
Performance Measurements:
2008 2009 2010 GOAL
% of citizens who rated the overall value of services
received for City tax dollars paid as a positive rating
(citizen survey) 83% •
Dollars spent City-wide per capita $70,781,309 $61,155,4381
(all accounts year-end figure) /88,920 /89,440
$796 per capita $684 per capita
1 pending year-end adjustments
10
Goal 3
Implement records indexing and phase in a document imaging system
City department by City department with the goal of achieving city-wide im-
plementation in 2010.
Strategies (2010):
• Continue phasing in index of documents from each department
• Maintain full document imaging and continue archiving
documents
Workload Indicators: 2008 2009 2010
#of boxes archived 181 195
•
#of public record requests processed 347 324 •
#of contracts processed 166 216
Prepare analysis of electronic filing annually
Performance Measurements: 2008 2009 2010 GOAL
% responses /public records requests
completed in 5 days 99% 100% 100%
of all documents and forms indexed on City's
website by year end 100% 100% 100%
% prompt indexing of Council documents w/in
5 working days 100% 100% 100%
Summary
6-Year Timeline
Goal 2010 2011 2012 2013 2014 2015
1 & 2 ►
3 _
6-Year Budget and Staffing Impact Summary*
This plan does not include any additional funding and staff impact.
The City has set aside $250,000 for implementation of a document imaging system. This Plan does not include
additional systems funding.
Department:
Executive & Legislative Support
,
- Office of the City Attorney
Mission Statement
Implement Council policy by providing clear direction and meaningful assistance to employees admin-
istering city government and citizens who use city government. Ensure that all City actions are consis-
tent, timely and helpful. Maintain a positive and creative workplace.
Overview Description of Programs
The Office of the City Attorney represents City's legal Contract review and support—Review contracts prior
interests including oversight of claims and litigation. to adoption and advise City departments on issues
The division manages the City's legal service related to administration of the contracts.
agreements such as courts, prosecutors, and probation.
The City Attorney drafts ordinances and resolutions, Code compliance support and litigation — Provide
negotiates contracts, leases, and agreements and sup- support to code compliance department in analyzing
ports departments in enforcing associated laws. The cases; provide litigation support for cases that are not
Office of the City Attorney also provides specialized capable of resolution by compliance officers.
employee training regarding existing law. The City
Attorney supervises and directs the work of Rule 9 Community Development support — Provide advice
Legal Interns. on broad spectrum of issues related to development
permitting in the City, and joint planning activities
outside the City in affected areas.
Legislative support — Draft legislative changes; pro-
vide advice to the City Council on broad range of
municipal issues.
2010 Organizational Chart
City Attorney
Deputy City Attorney Administrative
Assistant
Rule 9 Legal Interns
6-Year Plan Summary
• Have a fully operational City Attorney's Office that is adequately staffed to handle the workload and allows
for timely client service
• Assist other departments in analyzing and mapping existing processes to determine compliance with the law
and whether higher levels of customer service can be achieved
• In support of Council Goal to monitor wastewater issues
• Initiate alternative analysis for all services we derive under contract with Spokane County
• Implement and evaluate regulations specified in the Sprague/Appleway Revitalization Plan as adopted and
amended by the City Council
• Evaluate the availability, costs and effects of private sector vendors performing winter road maintenance for
the City
• Assist in providing consistency in all land use applications and decisions
• Negotiate with property owners regarding City Hall/City Center
• Draft and complete Contract and Purchasing Guidelines
Detailed Goal List
Goal 1
To have a fully operational City Attorney's Office that proactively assists in pro-
gram development, advises all departments on legal issues in a timely matter, and
manages all potential and existing litigation.
Strategies (2010-2015):
• Review programs
• Monitor workload & workload changes
• Track response times
• Identify deficient areas
Workload Indicators: 2008 2009 2010
Work order requests processed 388 252 •
Legal memorandums 90 114
•
*Public records requests processed 29 29 *Does not include day-
to-day file review in
Litigation matters including enforcement matters. 105 68 response to public re-
Enforcement—Opened 94 21 cord requests processed
Closed 71 58 by City Clerk.
•
Performance Measurements: 2008 2009 2010 GOAL
Legal service cost/hr compared to
outside counsel $73 vs $250 $74 vs $250
% of internal clients reporting legal advice was
timely 91% 63% 95
Goal 2
To assist other departments in analyzing and mapping existing processes to determine
compliance with the law and whether higher levels of customer service can be achieved.
• Strategies: 2010
• Finalize an index for all public records from each department, with a corresponding electronic
directory system with a common City-wide format
• Identify all types of permits, approvals, permissions or waivers granted by the City, and specify
the procedures to be followed for each item, including deadlines
• Create a process whereby the basis for all conditions placed upon a development project is iden-
tified, with a specific checklist to be followed prior to the imposition of each condition
• Create and maintain a purchasing manual
• Maintain and update all form contracts used by all departments
• Update and maintain all City franchises
• Maintain and update all form contracts used by all departments
• 2011-2015
• Maintain and update all form contracts used by all departments
Workload Indicators: 2008 2009 2010
Training classes taught 8 11 •
Contracts reviewed 166 75
•
Ordinances and resolutions drafted 40 59
•
Performance Measurements: 2008 2009 2010 GOAL
Percentage of internal clients reporting that Legal advice
was clear & relevant 95% 94%
14
Goal 3
Implement and evaluate regulations specified in the Sprague/Appleway Revitalization
Plan as adopted and amended by the City Council. Finalize implementation of the SARP
and all related ordinances.
Strategies (2010):
• Assist in implementation of SARP
• Draft any necessary supplemental ordinances and/or code provisions
• Advise Community Development on legal issues regarding implementation
Goal 4
Assist in providing consistency in all land use applications and decisions.
Strategies (2010):
• Organize and update all rules regarding vesting and imposition of conditions on
development
• Provide training/presentations
• Update through WSAMA
• Present to other jurisdictions
Goal 5
Negotiate with property owners regarding City Hall/City Center.
Strategies (2010):
• Advise client, collaborate with staff
• Negotiate with private owners
• Explore funding options
Goal 6
Draft and complete Contract and Purchasing Guidelines. Provide staff training in contract
and purchasing procedures.
Strategies (2010):
• Research alternatives
• Draft and finalize summary of contract and purchasing procedures
• Advise client
Performance Measurements: 2010 GOAL
Business Plan major Goals identified
and completed on schedule
•
Goal 7
Improve efficiency of clay-to-clay advice to client.
Strategies (2010):
• Include minor tasks in tracking tasks
• Identify start date on task list to client
• Track requests in and out
• Contract review—stamp date received and signed
• Index for contracts—add to public drive with security restrictions
Workload Indicators: 2010
Average number of days for completion
of tasks
•
Performance Measurements: 2010 GOAL
Average timeframe for advice provided
From time requested •
Contract templates are available on
Public drive when needed
•
Attorneys are available when needed •
16
Summary
6-Year Timeline
Goal 2010 2011 2012 2013 2014 2015
1
2-7
6-Year Budget and Staffing Impact Summary -This plan does not include any additional
funding and staff impact.
Department:
Operations & Administrative Services
1
Mission Statement
Operations and Administrative Services supports the organization and provides exceptional customer
service by assessing and addressing the needs of customers and employees, emphasizing public ac-
countability, fostering community involvement, and managing the delivery of services to the citizenry.
Overview Central Reception — Serves as the primary customer
service representative for all departments within the
The Operations & Administrative Services Depart- City, provides customer assistance and receives and
ment includes the human resources, central reception, assists the public.
public information, contract administration, and fi-
nance functions of the City. This section of the Busi- Public Information—Provides professional communi-
ness Plan reflects the operations oversight division of cations support that results in the distribution of com-
the department. plete, accurate and timely information on City issues
and activities to internal and external constituents to
Description of Programs create public awareness, understanding, and interest in
City programs, policies, services and initiatives.
Deputy City Manager - Oversees the Operations and
Administrative Services Department for the City. The Contract Administration — Negotiates service agree-
DCM participates in and makes suggestions to the ments, reviews charges, audits usages, utilizes man-
City Manager in the formulation of strategy and city aged competition, and addresses customer concerns.
policy involving organization, procedures, and ser-
vices. In addition, the DCM performs operations Analysis — Performs professional level management
oversight for the Community Development, Public analysis of service contracts and programs for effi-
Works, and Parks &Recreation departments. ciency and cost-effectiveness; conducts operational
effectiveness reviews to ensure functional or project
Human Resources — Provides services in compensa- systems are applied and functioning as designed; and
tion, benefits, training, staffing, employee relations, performs cost control activities to assure sound fiscal
and communications. HR administers the City Safety control.
Committee and Risk Management.
Deputy City
2010 Organizational Chart Manager
Administrative
Assistant
Administrative Sr. Administrative Public Infoimation Office Assistant I Office Assistant Human Resource
Analyst Analvst Officer Manager
Human Resources
Technician
18
6-Year Plan Summary
• Respond to internal and external impacts on the City's human resources function in order to recruit and
retain a well-qualified workforce
• Enhance community involvement in City government
• Formalize public accountability in City operations through incorporating the Business Plan into deci-
sion making, conducting a periodic community survey, and establishing a toolbox for evaluating the
City's contract services
• In cooperation with Departments, select City programs for operational effectiveness reviews and rec-
ommend and implement process improvement as warranted
Detailed Goal List
Goal 1
Respond to internal and external impacts on the City's human resources function in or-
der to recruit and retain a well-qualified workforce.
Strategies: (2010-2015)
• Use more pro-active recruitment techniques
• Evaluate City's work environment to encourage retention of existing
staff
• Expand New Employee Orientation and ongoing training
• Develop processes that improve employee access to information, and
make the best use of technology in order to administer cost effectively
Workload Indicators: 2008 2009 2010
Number of City employees 89 88 •
Personnel action forms processed 148 168 •
Number of training classes facilitated
or coordinated 9 11 •
Interviews conducted 154 66 •
Employees hired (*regular employees)
*permanent ft/pt emp.; limited term; does
Not include temp/seasonal emp. 15 9 •
Average number of applications received
Per recruitment cycle 94.8 77.8 •
Performance Measurements: 2008 2009 2010 GOAL
Percentage of employee satisfaction w/ HR 97.6 98% • 95%
Percentage rate of employee turnover 9% 6.2%
•
HR FTE per 100 employees 2 2
•
19
2008 2009 2010 GOAL
Percentage of annual non-manager performance reviews
completed within 30 days of anniversary date 53.42% 37% •
Average number of days to complete recruitment 130 55.8
Goal 2
Enhance community interest and involvement in City government. Two of the Core Values
adopted by City Council are to promote community identity and pride, and to focus on the future.
Strategies: (2010-2015)
• Draft& implement a comprehensive six-year public information plan sup-
porting Council goals & enhancing community interest & involvement in
city government based on 2010 decennial census.
• Promote a unique, Spokane Valley identity especially for the celebration
of the City's ten-year anniversary
• Develop reports on Spokane Valley demographic and economic trends
• Expand forums for informing and involving the public through the devel-
opment of formal customer service feedback system, and enhancement of
community communications outreach program
Workload Indicators: 2008 2009 2010 GOAL
Media releases issued 203 201 185
•
Total Media Stories 673 556 680
•
Public Information contacts with media 273 201 250
•
Community newsletters produced 3 reg/ 11 special 3 reg 4 regular
Performance Measurements: 2008 2009 2010 GOAL
Customer satisfaction re: contact w/City Hall
as it pertains to a positive impression of employees:
(citizen survey)
*Knowledge 88% 92%
•
*Responsiveness 90% 94%
•
*Courtesy 89% • 93%
20
2008 2009 2010 GOAL
*Overall Impression 86% • 90%
Customer use of website: (citizen survey) 26% 36%
•
Customer satisfaction w/Public Information
services (citizen survey) 92% 97%
•
Earned media stories per FTE in PIO office 162 96 180
•
Community E-Newsletter dist. /capita .0031% 22.76%
Goal 3
Formalize public accountability in City operations through incorporating the Business Plan into
decision making, conducting a periodic community survey, and establishing a toolbox for evalu-
ating the City's contract services. An open, collaborative government is the third Core Value adopted
by City Council.
Strategies: (2010-2015)
• Incorporate the Business Plan in the City's decision-making process to enhance ac-
countability through implementation of performance measures
• Implement a periodic community survey to objectively monitor customer satisfac-
tion
• Evaluate City's contract services
• Implement contract audit program
• Finalize a managed competition process
Goal 4
Audit of existing risk management practices and further development of the Risk Management
Program for the City.
Strategies: (2010-2015)
• Assess whether City property is properly insured
• Develop procedures for minimizing claims costs
• Provide recommendations to the City Manager for program development
Summary
6-Year Timeline
Goal 2010 2011 2012 2013 2014 2015
1-4
6-Year Budget and Staffing Impact Summary*
Operations/Admin Services FTE 2010 2011 2012 2013 2014 2015
HR Assistant 1.00 0 0 0 0 60,000 62,400
Community Inv/Public Info 1 0.00 34,061 29,623 30,208 30,816 31,432 32,032
Other HR Services 2 0.00 5,000 7,000 27,000 7,000 7,000 7,000
Subtotal 1.00 53,122 71,246 72,416 53,632 134,532 117,840
Includes salary/benefits and personnel startup costs (work stations and vehicles)
Publications 5k, community outreach 5k, customer service feedback 2010-2015;PI intern
2 City safety plan, paperless HR system, update website, enhance employee recognition, develop marketing strategy, employee develop-
ment/learning, comprehensive employee development model 20k 2012, succession planning, healthy work/life
Department:
Operations & Administrative Services
1 -_r , 1
- Finance & Information Technology
Mission Statement
The Finance and Information Technology Division is committed to excellence in customer service by
providing quality financial information to Council, citizens and City departments. The Information Tech-
nology Group (IT) seeks to understand technology and how it can best serve internal and external IT
users.
Overview Description of Programs
The Finance and Information Technology Division Finance — Provides assistance to departments on the
provides financial management and technology ser- annual budget, financial reporting, payroll, accounts
vices for all City departments. Programs include ac- payable, and purchasing.
counting and reporting, payroll, accounts payable, pur-
chasing, budgeting, financial planning, insurance, Information Technology — Provides assistance to de-
treasury and information technology. This Division partments regarding telephone service, computers,
exists within the Operations and Administrative Ser- printer/copiers, and the city's computer network.
vices Department.
2010 Organizational Chart
Finance Director
Accounting Manager Accountant/Budget IT Specialist GIS/Database Admin-
Analyst(4.0 FTE) (2.0 FTE) istrator
Accounting Techni-
cian(3.0 FTE)
6-Year Plan Summary
• Assist in developing Street Master Plan financing
• Maintain a consistent level of service in payroll, accounts payable, budget preparation and information tech-
nology services during a period of high growth
Detailed Goal List
Goal 1
Assist in Street Master Plan financing.
Strategies:
2010
• Review consultant's plan
• Review list of needed improvements
• Determine costs
• Determine timing
• Determine affect on city financial stability
• Determine options
• Prepare plan
Goal 2
Maintain a consistent level of service in payroll, accounts payable, budget preparation
and information technology services (during a period of high growth).
Strategies: (2010-2015)
• Add Accounting Technician in 2010
• Add Accountant in 2010
• Add Information Technology (IT)positions as needed (2011 & 2012)
• Upgrade telephone, network and fiber infrastructure
24
workload Indicators: 2008 2009 2010
#of accounts payable checks 2664 31021
• ' Includes wires&
Dollars spent City-wide (all accounts) $52,605,662 $61,155,438 payroll benefit
• checks
Number of phone lines 28 35
• 2 Pending near-end
adjustments
Number of workstations 140 145 •
Number of servers & appliances supported 33 37 •
Number of PC's installed or replaced 20 40 •
Performance Measurements: 2008 2009 2010 GOAL
Finance expenditures/City wide expenditures .0124 .0134 •
Dollar value of accounts payable processed
per Accounts Payable FTE (1.25)* $40,033,377 $46,696,122 •
Dollar value of gross payroll processed per
payroll FTE (.85)* $5,248,433 $4,593,164
•
Help desk requests per IT FTE per month 55 75 •
IT FTE per number of workstations 70 72.5 •
Network availability % 99% 99%
(259 out of 260 days) •
*FTE adjustments in 2009/increase to 1.25 from 1 and decrease to .85 from 1
Summary
6-Year Timeline
Goal 2010 2011 2012 2013 2014 2015
1 & 2
6-Year Budget and Staffing Impact Summary*
Finance & Information FTE 2010 2011 2012 2013 2014 2015
Technology
Accounting Technician 1.00 52,897 56,335 59,997 61,497 64,572 67,155
IT Specialist** 1.00 0 81,547 82,588 87,956 93,673 96,014
IT Specialist 1.00 0 0 84,000 85,240 86,520 87,850
Accountant/Budget 1.00 65,000 67,000 69,000 71,000 73,000 75,000
Analyst
Subtotal 4.00 117,897 204,882 295,585 305,693 317,765 326,019
**IT Specialist was previously included in 2010, but has been postponed to 2011.
Includes salary'benefits and personnel startup costs (work stations and vehicles)
Department:
Community Development
1
Mission Statement
The mission of the Community Development Department is to provide planning, permitting and code
compliance services in a responsive and efficient manner to ensure the safety, health and welfare of
our citizens, and to encourage orderly development and economic sustainability.
Overview
The Community Development Department maintains the City's Comprehensive Plan, administers the Uniform
Development Code and adopted Building Codes, and assists citizens and business owners with code-related is-
sues.
Description of Programs
Administrative Division— Provides overall manage- Building Division—Implements the Washington State
ment and oversight to development services, including Building Code. It is responsible for ensuring that
current and long-range planning, coordination of re- buildings and structures comply with adopted building
gional environmental issues, building permitting and code standards through professional plan review and
inspections, and code enforcement. inspection services. The Permit Center receives appli-
cations and coordinates the review and processing of
Planning Division—Responsible for providing profes- permits. Code Compliance staff enforce zoning and
sional policy guidance on land use issues to the City building regulations on a complaint-driven basis.
Council and Planning Commission. Planning Staff par-
ticipate at a regional level on issues such as annexa- Engineering Division—Development Engineering
tions, growth targets, water quality, etc. It is also re- provides the review and inspection for stormwater,
sponsible for processing land use permits, reviewing access management and other public works improve-
environmentally sensitive areas, administering the State ments in development applications and provide policy
Environmental Protection Act and reviewing home oc- recommendations for public works issues.
cupation licenses.
26
2010 Organizational Chart
Community
Development
Director
Admin. Office
Assistant — Assistant I
Planning Building Senior
Manager Official Engineer
Development
Senior Assistant Sr.Plans Code Compli- Sr.Permit ROW Office
Planner — Planner Examiner ance Officer Specialist Inspector Assistant I
(2.0 FTE) (3.0 FTE) (2.0 FTE) (1.0 FTE)
Mier
Associate Planning A • Building Permit Office Engineer Construction
Planner — Tech Examiner nspector II Specialist Assistant I (1.5 FTE) , Inspector
(2.0 FTE) (.75 FTE) (4.0 FTE) (2.0 FTE)
1
Assistant Engineering
Engineer — Tech
(2.0 FTE) (1.5 FTE)
6-Year Plan Summary
• Complete the Environmental Impact Statement (EIS) and Planned Action Ordi-
nance for City Center Area
• Implement the Sprague-Appleway Revitalization Plan
• Complete the Shoreline Master Program update
• Update Urban Growth Area(UGA)boundaries through regional process
• 2010 Census
• Complete Bike/Pedestrian Plan
• Complete American Disabilities Act(ADA)inventory and plan
• Complete 7-year update of the Comprehensive Plan
• Implement and evaluate regulations specified in the Sprague/Appleway Revitaliza-
tion Plan adopted by the City Council
• Continue to make system improvements to the permit process
Detailed Goal List
Goal 1
Complete the Planned Action Ordinance and EIS for the City Center
Strategies: (through mid 2010)
• Conduct public hearings on draft EIS
• Make revisions based on comments
• Issue final EIS
• Public outreach
• Adopt Planned Action Ordinance
Goal 2
Implement City Center portion of the Sprague-Appleway Revitaliza-
tion Plan as determined by the City Council.
Strategies: (2010—2011)
• Work with the City Council, consultants, and other department staff
to determine the scope of City Center plan
• Put together timeline and costs for improvements and work with
Council to determine City's portion of costs
• Refine site plan with property owners and consultants
• Close property transaction for City Hall
• Work with consultants and property owner to secure a developer
• Review plans for City Hall permit and issue
• Apply for grant funding appropriate to project
28
Goal 3
Complete Shoreline Master Plan
Strategies: (2010—2011)
• Complete Shoreline Inventory
• Complete the Shoreline Master Program update
• Conduct public outreach
• Conduct public hearing at Planning Commission on draft document
• Council adoption of Plan
• Washington State mandates adoption of an updated Shoreline Master
Program by 2013
Goal 4
Update UGA boundaries through regional process.
Strategies: (2010—2011)
• Identify potential JPA's in 2010 City update
• Work through regional process to have UGA's / Joint Planning Areas
assigned
• Interlocal Agreement with Spokane County adopting standards for de-
velopment in UGA's
Goal 5
2010 Census
Strategies: 2010
• Send staff to census training
• Prepare maps and data for census collection
• Assist in any other way required by Census Bureau
29
Goal 6
Complete a Bike/Pedestrian Plan
Strategies: (2010-2011)
• Work in coordination with the Traffic Engineer to complete a
work program
• Hire any technical expertise needed for the Plan
• Complete field work on existing facilities
• Input data into GIS system
• Conduct public outreach to provide input to the Plan
• Prepare a draft Plan
• Conduct a Public Hearing on the proposed Plan
• City Council adoption of the Plan and incorporation into the
Comprehensive Plan
Goal 7
Complete ADA Inventory and Plan
Strategies: (2010-2011)
• Work in coordination with City-wide committee to complete a
work program/hold stakeholder meeting with interested citizens
• Complete field work on existing facilities
• Input data into GIS system
• Prepare a draft report and draft Transition Plan
• Conduct a Public Hearing on the proposed Plan
• City Council adoption of the Plan and incorporation into the
Comprehensive Plan
Goal 8
Complete 7-Year Update of Comprehensive Plan
Strategies: 2011
• Notify utility districts, school district and other outside agencies
about need for updated information
• Incorporate any new state mandated information
• Process through Planning Commission and City Council
30
Goal 9
Implement and evaluate regulations specified in the Sprague/
Appleway Revitalization Plan adopted by City Council
Strategies: (2010—2012)
• Train internal staff on new regulations
• Prepare handouts to assist with development interests in the SARP
area
• Conduct specialized training for real estate professionals and de-
velopers
• Offer individual meetings with property owners through an area by
area basis
Summary
6-Year Timeline
Goal 2010 2011 2012 2013 2014 2015
1
2, 3 & 4
5
6 & 7
8
9 ►
6-Year Budget and Staffing Impact Summary -This plan does not include any additional
funding and staff impact.
Community Development -workload indicators and performance measures
1 1 1 1 -ii__ -ii.
Workload Indicators: 2008 2009 2010
Permit Center counter walk-ins 4315 5448 •
Permit Center phone calls 4472 4945 •
Construction permits issued 3535 2993 •
Building inspections performed—
Residential 4480 5241
•
Building inspections performed—
Commercial 2177 2504 •
Code compliance complaints
investigated 931 840 •
Right-of-Way inspections performed 5183 7379 •
Engineering inspections performed N/A 162
•
Service population 88,920 89,440
•
Number of Planning Commission meetings 24 13
•
Number of code amendments 7 7
•
Performance Measurements: 2008 2009 2010 GOAL
Number of permits issued/processed/reviewed
per FTE (Plan Exam-2; Build. Insp-4; Permit Spec-3) 392.78 332.55 •
Residential building permit issuance within 5 work days
(April & Julv) 65% 5 work days
•
Average tenant improvement permit issuance within
25 work days (May &August) 100% 40 25 work days
Average response time for first review 99% 25 work days
IA
% of citizen satisfaction with services regarding
Land use, planning and zoning with a positive rating
(citizen survey) 83% 95%
Department:
Parks & Recreation
1
Mission Statement
To acquire, develop, operate and maintain a diverse park and recreation system that enhances our
community.
Overview
With offices located in the CenterPlace Regional activities within the City. The YMCA provides the
Events Center, the Parks and Recreation Department lifeguards and maintains the pools during the season.
consists of six divisions: Parks Administration; Parks
Maintenance; Recreation; Aquatics; Senior Center; Senior Center—The City of Spokane Valley
and CenterPlace. The Department is comprised of assumed operational control of the Valley Senior
nine FTEs. Parks Maintenance and Aquatics services Center in 2003. Through the Spokane Valley Senior
are contracted with external businesses/agencies. The Citizens Association, the Senior Center promotes
Parks &Recreation Department also maintains a fellowship, health, recreation, social, and educational
database of local recreation programs and services to opportunities for persons fifty years and older.
help match citizens with existing services.
In cooperation with the Community Colleges of Spo-
Description of Programs kane the Senior Center offers classes ranging from
aerobics to Spanish. The Senior Center is also a
Parks Administration/Parks Maintenance—The recreational hub for area seniors to play billiards,
Administration Division provides direction and ping pong, and pickle ball, and join in weekly dances,
leadership for the Parks and Recreation Department theme dances, and line dancing.
in implementing the goals and objectives of the City
Council and facilitates the general upkeep of parks CenterPlace— Construction of Mirabeau Point
and public areas of the City. The City uses CenterPlace was completed mid-year 2005. The
contractual services for the operations and project represents the culmination of eight years of
maintenance of City parks. planning and fundraising by Mirabeau Point Inc. and
the joint involvement of the City and Spokane
Recreation — The Recreation Division coordinates County. The approximately 54,000 square foot
and facilitates the delivery of recreation programs and facility houses the City of Spokane Valley Senior
services throughout the City and the City's park Center, a great room (banquet facility), numerous
system. meeting rooms, multi-purpose rooms, and a high tech
lecture hall. The facility combines with Mirabeau
Aquatics — The City of Spokane Valley owns three Meadows Park and Mirabeau Springs to form a
swimming pools which provide opportunities for regional focal point for Northeast Washington,
open swim, swim lessons, swim team, and facility Northern Idaho and Western Montana.
rentals. In addition, the City leases a portion of
Valley Mission Park for a water park. The City
currently is contracting with the YMCA for all
aquatic
2010 Organizational Chart
Parks & Recreation
Director
Park Operations& Aquatics Operations&
Maintenance .. Maintenance
(Contract Services) (Contract Services)
Administrative
Assistant
CenterPlace CenterPlace CenterPlace
Senior Center Recreation Customer Relations/ Maintenance Worker— Janitorial Services
Specialist Coordinator Facilities Coordinator Facilities 2.0 FTE (Contract Services)
CenterPlace
Administrative ..
Assistant 2.0 FTE
6-Year Plan Summary
• Implement recommendations of the Parks and Recreation Master Plan
• Implement the CenterPlace Regional Marketing and Communications Plan
• Make facility improvements to CenterPlace
• Expand senior services to serve changing needs and expectations of the senior
population
• Work with Centennial Trail Partners to develop 20 Year Plan
34
Detailed Goal List
Goal 1
Implement recommendations of the Parks and Recreation Master Plan; based
on contracted planning services and relying on Public Works Department for con-
struction projects.
Strategies: (2010-2015)
• Implement Parks and Recreation Master Plan
• Explore options for major sources of funding
• Pursue park acquisitions and development
• Develop formal agreements for"school parks"
• Build department identity
• Partner with local jurisdictions for joint use agreements
Workload Indicators: 2008 2009 2010 GOAL
Acres maintained 126 126
•
Trees Planted 5 11 • 10 new/yr
Overall number of park facility
reservations per year 222 258 • +10% /yr
Number of recreation classes offered 77 48 • +10% /yr
Spokane Valley population 88,920 89,440
•
Number of open swim hours available/season 980 1,200 • maintain 2008 hours
Number of swim lesson/team registrations 1,220 1,430
•
Performance Measurements: 2008 2009 2010 GOAL
Developed park acres per 1000 population 1.4 1.4
•
Recreation program recovery vs direct cost 167% 105% •maintain 2008 recovery
Parks & Recreation budget per capita $29.74 $31.44 •
Percentage of citizens who participated in a recreation
program or activity (citizen survey) 45%
•
Percentage of citizens who have visited a City of
Spokane Valley park (citizen survey) 84%
•
2008 2009 2010 GOAL
Percentage of citizens rating recreation programs or
classes with a positive rating (citizen survey) 95%
•
Percentage of citizens rating recreation centers or
facilities (citizen survey) 93%
•
Percentage of citizens rating quality of parks
(citizen survey) 98%
•
Goal 2
Implement the CenterPlace Regional Marketing and Communications Plan.
Strategies: (2010)
• Increase seasonal staffing to accommodate a higher level of service for
events
• Develop "CenterPlace's Partner Services" with local event planners
• Contract marketing services to help implement marketing plan
• Expand website to include more links & interactive pricing guide
• Expand Red Rock involvement in events as our"in-house" caterer
Workload Indicators: 2008 2009 2010 GOAL
Number of area businesses/hotels contacted Contact all in
for use of CenterPlace 24,400 24,400 Spokane Region
•
Number of reservations per year 721 815 • + 10% /yr
Number of operating hours per year 4,633 4,633 •
Number of room use hours booked per year 4,780 5,514
•
Performance Measurements: 2008 2009 2010 GOAL
Percentage of facility capacity per Great Room reserved 26% 21% •
*Percentage cost recovery per CenterPlace 68% 63% •
Percentage of area businesses utilizing CenterPlace .0067% .0079% reach for 25%
•
Percentage of facility capacity per Lounge reserved 15.7% 11%
•
Percentage of regional use of facility 18% 24% • 30% (ultimate)
*CenterPlace revenues covered %of the expenses
(63%in 2009). Expenditures do not include building 36
replacement fiends.
Goal 3
Make facility improvements to CenterPlace.
Strategies: (2010-2015)
• Develop land in front of CenterPlace
• Schedule preventative maintenance and facility updates to main-
tain CenterPlace in new condition
• Explore opportunities to provide additional services
• Explore updating sound systems in the Great Room & Lounge
• Investigate construction of outdoor wedding gazebo
Goal 4
Expand senior services to serve changing needs and expectations of the
senior population.
Strategies: (2010-2015)
• Challenge to serve current age demographics and to attract new
participants
• Add new, active programming
• Increase involvement with neighboring retirement communities
• Educate the community at-large about the purpose and potential of
the Senior Center
Workload Indicators: 2008 2009 2010 GOAL
Number of participants in Senior programs
or workshops per year 36,840 38,001 • +10% /yr
Average age of Seniors participating
in programs 74.85 75.70
•
Number of Senior programs offered /year 50 50 • 60/yr (ultimate)
Performance Measurements: 2008 2009 2010 GOAL
Level of satisfaction with quality of Senior services
(citizen survey) 91%
*Percentage of Seniors over 60 in Spokane Valley
per capita 14.5% 15.76%
•
Percentage of City of Spokane Valley Seniors who
participate in programs/attend Health &Wellness
Programs (age 50 and up) 14% 14%
•
*Senior numbers will vary because
different ages are used. Some use 50.others 60.
*Census data is not current
Goal 5
Work with Centennial Trail Partners to develop 20 Year Plan.
Strategies: (2010-2015)
• Seek grant opportunities
• Develop a long range maintenance plan
Workload Indicators: 2008 2009 2010 GOAL
Miles of Centennial Trail 6.78 6.78
•
Number of grants applied for
*Applied for by Trails Partners 0 0 1 /yr
Labor hours to maintain Centennial Trail 900 900 maintain 2008 level
•
Performance Measurements: 2008 2009 2010 GOAL
Cost to maintain per capita per trail mile $ .04 $.04 •
*Percentage of successful grant applications 0 0
•
Miles of Trail per 1000 households .076 .076 •
Summary
6-Year Timeline
Goal 2010 2010 2011 2012 2013 2015
1, 3, 4 , & 5 ►
2
6—Year Budget and Staffing Impact Summary*
Parks & Recreation FTE 2010 2011 2012 2013 2014 2015
Operations Coordinator 1.00 0 79,222 80,112 85,319 90,865 93,136
*Operations Coordinator was previously included in both 2009 & 2010 plans, but has been postponed to 2011.
38
Department:
Public Works
1
Mission Statement
The mission of the Public Works Department for the City of Spokane Valley is to provide overall
planning, construction, operations and maintenance of the city's public works infrastructure and fa-
cilities.
Overview
The Public Works Department oversees the City's Capital Improvement Program: Plan, design and
transportation system, which includes construction construct new facilities owned by the City of Spo-
and maintenance of streets and related stormwater kane Valley. These projects include roads, bridges,
systems, operations and maintenance of traffic signs park facilities, civic and community buildings. This
and signals, regional and neighborhood transportation requires careful prioritized long-range planning, ac-
planning. The Department also provides coordination quisition and management of state and federal grant
with other City departments on the planning, design funding, coordination with stakeholder groups, and
and construction of City parks and civic facilities, proficient project management.
along with participation in regional public works is-
sues such as solid waste, wastewater, and high- Street Maintenance and Operations: Provides re-
capacity transportation. sponsive and effective management and maintenance
of City streets, snow and ice control, and debris re-
moval, allowing for safe transportation throughout
Description of Programs the community. Provides traffic engineering for safe
and efficient multi-faceted transportation systems
Administration: Provides direction, support, and co- throughout the City.
ordination to Public Works staff facilitating their de-
livery of services throughout the community. Re- Stormwater Utility: Provides protection of the envi-
sponsible for coordination with providers of solid ronment by minimizing the degradation of water
waste, wastewater and other regional public works quality and reducing the potential for flooding and
issues. erosion by maintaining and installing stormwater
management systems.
39
2010 Organizational Chart
Public Works
Director
Administrativ
Assistant
Street Engineer- or Engineer— Senior Engineer—
Maintenance Su- Stormwater CIP Manager Traffic_,. ,L perintendent .,
Maintenance/ dministrative Assistant Engineer-
Const.Inspector Ass.10 Lineeringiei Assistant • Traffic/Planning&
2.0 FTE Grants
.4■_ •
Senior Engineer— Senior.Engineer—
Project Manager Project Manager
Engineering Assistant
Tech. II Engineer
Ailill
Engineering Engineering •
1
Tech. I Tech. I •
6-Year Plan Summary
• Implement the Street Master Plan (once adopted by Council)
• Continue development of a long range plan for street maintenance
• Continue optimization of the City's traffic signal plan
• Continue implementation of the stormwater program
• Implement public infrastructure aspects of Sprague/Appleway Revitalization Plan, including
City Center
• Implement capital improvement projects as approved by Council
• Manage and coordinate the planning, design and construction of the City Hall project
• Continue involvement with the County and DOE regarding the TMDL and Wastewater Treat-
ment Plan
• Develop and implement a multi-year winter roads maintenance plan including availability,
costs and effects of private sector vendors performing winter road maintenance for the City.
40
Detailed Goal List
Goal 1
Implement the Street Master Plan Phase I(when adopted by Council).
Strategies: (2010-2015)
• Implement Pavement Management Program and Transporta-
tion Improvement Plan (TIP) as approved by Council
Goal 2
Continue development of a long range plan for street maintenance.
Strategies: (2010-2015)
• Study site and facility for equipment and materials
• Consider options for winter snow maintenance
Workload Indicators: 2008 2009 2010 GOAL
Centerline Lane miles of street maintained 438 460
•
Number of citizen action requests for street
Maintenance 1875 1078
•
Street sweeping (in tons) 545.4 472.92
•
Performance Measurements: 2008 2009 2010 GOAL
Percentage of citizens who rated snow
removal as positive (citizen survey) 73%
•
Ton of cold patch for potholes 27 17.55
•
41
2008 2009 2010 GOAL
Percentage of citizens who rated street repairs
as positive (citizen survey) 73%
•
Percentage of citizens who rated clean streets
as positive (citizen survey) 88% •
Street maintenance cost per capita $44.83 $49.67 •
Lane miles maintained per 1000 population 4.926 5.14
•
Street sweeping expenditures per capita $5.24 $3.83 •
Street condition based on the Overall Condition Index 70 70 •
Goal 3
Continue optimization of the City's traffic signal system.
Strategies: (2010-2015)
• Update and revise signal timing plans for the city's major intersections
• Coordinate the design of the funded ITS projects
• Continue providing traffic related services on new development proposals
Workload Indicators: 2008 2009 2010 GOAL
Traffic signals maintained 84 86
•
Traffic counts performed 159 158
•
School beacons maintained 16 20
•
Traffic signs maintained 14,000 14,000
42
Performance Measurements 2008 2009 2010 GOAL
Percentage of traffic signals synchronized
& optimized for p.m. peak 39% 47%
•
Percentage of citizens who rated traffic
signal timing as positive (citizen survey) 85%
•
Goal 4
Continue implementation of the Stormwater program.
• Strategies: (2010-2015)
• Develop a six-year capital program for needed stormwater facilities
• Develop a six-year plan for compliance with the Underground Injection Con-
trol (UIC) program
• Develop and coordinate with other departments a plan for compliance with the
National Pollution Discharge Elimination System (NPDES) Phase II permit
• Purchase a site and construct a City stormwater decanting facility
Workload Indicators: 2008 2009 2010 GOAL
Number of drywells 7300 7330
•
Number of drywells cleaned 267 245 •
New drywells registered 30 33 •
Performance Measurements: 2008 2009 2010 GOAL
Percentage of citizens who rated quality of storm
drainage as positive (citizen survey) 92%
•
Cost per ERU (Equivalent Residential Unit) $21.00 $21.00
•
Cubic yards of new drywells constructed 1200cy 1320 cy
43
Goal 5
Implement public infrastructure aspects of Sprague/Appleway Revitalization
Plan, including City Center.
Strategies: (2010-2015)
• Design and construct the first phase(s) of the public infrastructure to support the de-
velopment of the City Center as approved by Council
• Design and construct the first phase(s) of the Sprague/Appleway improvements to
support the revitalization of the corridor as approved by Council
Goal 6
Implement Capital Improvement Projects as approved by Council.
Strategies: (2010-2015)
• Continue to monitor, update, and implement the Transportation Improvement Plan
(TIP)
• Pursue additional funding opportunities for capital projects
• Continue coordination with other departments on non-transportation capital projects
• Continue to request additional staffing for ROW, design, construction and accounting
to facilitate CIP project implementation
Workload Indicators: 2008 2009 2010 GOAL
Dollars of Capital Improvements $17,475,243 $21,482,584 •
Number of construction projects managed 18 28
•
FTE for Capital Improvement Projects (CIP) 9 9
•
Performance Measurements: 2008 2009 2010 GOAL
Dollars of Capital Improvement Projects
managed per FTE $1,941,694 $2,386,954
IU
Percentage of grant funds 73% grant 72% grant
vs. City funds 27% city 28% city
44
Goal 7
Manage and coordinate the planning, design and construction of the City Hall
project.
Strategies: (2010-2015)
• Beginning Planning and Design Phase in 2010 subject to acquisition of
project site and funding
Goal 8
Continue involvement with the County and Department of Ecology (DOE) re-
garding the Total Maximum Daily Loads (TMDL) and Wastewater Treatment
Strategies: (2010-2015)
• Participate in the County Design, Build, Operate (DBO) Selection
Committee
• Participate in DOE Spokane River Dissolved Oxygen TMDL Advisory
Goal 9
Develop and implement a multi-year winter roads maintenance plan including
availability, costs and effects of private sector vendors performing winter road main-
tenance for the City.
Strategies: (2010-2015)
• Prepare a long-term plan for approval by Council
• Begin plan implementation
• Continue emergency winter operation in 2010 & 2011 if needed
45
Summary
6-Year Timeline
Goal 2010 2011 2012 2013 2014 2015
1 - 9
6-Year Budget and Staffing Impact Summary -This plan does not include any additional
funding and staff impact.
46
6-Year Budget and Staffing Impact Summary
2010-2015
Table 1: Cost of Plan
From 2010 through 2015, a total of 7 positions are anticipated with estimated annual costs ranging from $122,897 in
2010 to $495,103 in 2015. The estimated costs include personnel, vehicles and equipment but do not include over-
head such as office space and utilities.
Table 1:
Department FTE 2010 2011 2012 2013 2014 2015
Executive/Legis Support 0.00 0 0 0 0 0 0
Operations/Admin 1.00 0 0 0 0 60,000 62,400
Finance &Info Tech 4.00 122,897* 204,882* 295,585* 305,693 317,765 326,019
Community Dev 0 0 0 0 0 0 75,948
Parks &Recreation 1.00 0 79,222 80,112 85,319 90,865 93,136
Public Works 0.00 0 0 0 0 0 0
General Government ** 0.00 0 0 0 0 50,000 0
Total 6.00 122,897 284,104 375,697 391,012 518,630 481,555
*2 positions in 2010, 1 position in 2011, and one position in 2012.
**This summary includes funding to recognize the City's tenth year anniversary.
Summary: Citywide Business Plan
In 2010, all Departmental Business Plans for 2010-2015 will have been completed and compiled in the Citywide Busi-
ness Plan. The Citywide Business Plan pulls all the functions of the City together into one common purpose - to
achieve service delivery goals. The Citywide Business Plan allows decision makers to understand the interrelationship
between and impacts of all departments and programs.
Planning is the strength of government and is vital to ensure future community needs are met. Planning is continuous
within the City organization in areas such as transportation improvement, finance, parks and recreation, and the ongo-
ing Comprehensive Plan. These plans flow into strategic goals of departmental plans.
Now that plans are in place and steps have been taken to implement them, Performance Measurements have been estab-
lished to assess the City's performance in achieving strategic goals. Progress toward achieving strategic goals is as-
sessed through electronic data gathering or through report cards collected via citizen surveys. Some Performance Meas-
urement results included in the 2009 business plan revision are based on information collected in 2008 and 2009, which
provide benchmarks for 2010-2015. Other measurements not currently displayed will continue to be collected to
establish the basis for benchmarking in subsequent years' plans.
Therefore, the business plan is not a once-a-year process; rather it is one that is continually monitored and refined. De-
partments meet on a regular basis to assess measurements and maintain focus on their goals. Employees let the City
Manager know how things are going at the customer interaction level while citizens let the Council and Mayor know
how they perceive the strategies are working.
Figure 3: Business Plan Cycle illustrates the ongoing process
PLAN
Allili
Comprehensive Plan
Business Plan
Budget Process
/ 6-Year Transportation Plan
6-Year Financial Forecast
Parks Master Plan
CenterPlace Regional Marketing
Plan
Focus Groups
Quarterly Reports Performance Measures
Lunch wl City Manager Customer Satisfaction
Conversations with the Community Survey
Customer Comments
MONITOR \ MEASURE
48
Pending Ideas
There are many ideas that warrant further consideration, but have not reached a point of maturity such
that an informed decision can be made to include them in this iteration of the Business Plan. They are
described in Table 2: Pending Ideas List below for future policy discussions. The ideas are listed by
lead department — they are not prioritized. Currently, recommendations included in the Pending Ideas
List are not sustainable under the Strategic Financial Plan.
Programs/services included in the Pending Ideas List are either multi-year or ongoing in nature. The
table below lists the proposed first year of implementation and an estimation of the first year's cost.
The cost of some of the programs may be partially or completely offset either by specific revenue
sources or by reductions in other expenses. The table indicates whether there is an offset, but does not
identify the offset amount and does not include capital project or land acquisition costs.
Item Lead First Year: Cost Offset? Comment
Dept Date Cost$ Yes No
Public Info Assistance O&A 2012 59,000 ♦ Additional PI staff will be needed if the City chooses to be
significantly more proactive regarding public information
and involvement.
Community Dev. Block CD 2012 142,000 ♦ The City currently participates with Spokane County and
Grant(CDBG)Entitlement others. Every three years, the City has the opportunity to
City Designation decide if it wishes to have a stand-alone CDBG program.
June 2008 is the next chance to do so.
Enhanced Geographic Info CD 2010 134,000 ♦ The City, other jurisdictions, and the public are limited in
System(GIS) the use of GIS. Additional staffing would allow for a richer
level of data to be input and maintained. It could aid in the
decision making for anything property based, including
public safety,utilities,land use, and parks.
Forestry Program P&R 2012 72,000 I ♦ A forestry program would be an investment in the natural
beauty of the community, and could include Tree City USA
status.
Enhanced Recreation Ser- P&R 2012 105,000 ♦ The Parks&Rec Master Plan identified potential recreation
vices opportunities for all ages.
Park Ranger Program P&R 2012. 60,000 ♦ This position would enhance the safety and enjoyment of
I park visitors by patrolling for vandalism, illegal consump-
tion of drugs and alcohol, abandoned vehicles, vagrancy,
etc.
Street Master Plan Imple- PW 2012 203,000 Staff will be required to maintain the inventory database;
mentation and manage the associated capital projects, including fund-
ing and design.
Right-of-Way/Property PW 2012 I 82,000 ♦ The City's real property assets are growing and need more
Management consolidated management. A ROW program would over-
see existing assets, coordinate property acquisition (e.g.,
parks or capital projects), and proactively acquire property
for known future projects so purchases are as economical as
possible.
Capital Project Design and PW 201 294,000 ♦ The City contracts for design, project management, and
Inspection Teams inspection of capital projects. An in-house team assigned to
a percentage of the capital projects would be more cost
effective,if set at a conservatively sustainable level.
49
Appendix
Foundation of the City of Spokane Valley
The City of Spokane Valley evolved from a mixture of neighborhoods that incorporated as a city on March 31, 2003.
The new City government was charged with providing services to 82,000 people.
City leaders knew that a clear direction with a
1
consistent message was needed to be success-
ful in this endeavor. This new government
' had a different mentality than the other gov-
�, ernments in the area and Spokane Valley
$ y leaders understood how important it was to
solidify that different way of thinking from
the very beginning.
be innin g g
This City was to be responsive, focused on
customer service, open to the public, progres-
_ sive, efficient, lean, fair, and committed to
%`1 - providing a high quality of life.
2010 City Council
Vision Statement 1111111111191°1
The first step was to establish a vision statement. That sets 7%101
the City in motion on a course of success.
Our Council believes that all people in Spokane Valley should �L
have an opportunity to succeed, both in work and in personal
lives. A well-balanced community ensures that a strong econ-
omy will exist to allow residents to enjoy life. The following
vision statement was adopted to signify this belief.
"A community of opportunity where individuals and
families can grow and play and businesses will
flourish and prosper."
50
City of Spokane Valley Values
Next, the City founders and leaders felt it was important to provide direction to the new City government organiza-
tion and ensure that this community is unique. Developing the following values for the City accomplished these
goals.
Community Identity and Pride. Spokane Valley promotes an environment that supports the home and family,
and job and education opportunities.
Highlight areas:
• A friendly, wholesome, safe place to live and raise a family :
• A City Center and economically healthy, diverse downtown area ,
• Preservation of neighborhoods
Focus on the Future. Spokane Valley is a visionary city encouraging its citizens and their government to look
to the future beyond the present generation, and to bring such ideas to public discussion, enhancing a sense of
community identity.
Highlight areas:
• A balanced approach to growth and development
• Stewardship of land and resources, such as parks, recreation and natural areas
• Preservation and growth of the economic and commercial job base of the community
"LI 71!__11
Open, Collaborative Government. Spokane Valley values a "user-friendly" government, in which govern-
ance practices and general operations consider how citizens will be served in the most responsive, effective and
courteous manner.
Highlight areas:
• Citizen participation in the decision-making process
• Strategic use of public/private and other partnerships
• A "can-do" attitude on the part of City employees, and fair and consistent inter-
pretation and implementation of regulations
With these values, the City's foundation begins to take shape. The City now knows how it will operate. This
will be a government that encourages participation, promotes a collaborative approach to problem-solving,
inspires creativity, cultivating respect, and providing the highest level of services without over-burdening its
citizens or businesses.
Core Beliefs
Section 1. We believe that Spokane Valley should be a visionary city encouraging its citizens and their
government to look to the future beyond the present generation and to bring such ideas to pub-
lic discussion and to enhance a sense of community identity.
Section 2. We believe that elected body decision-making is the only lawful and effective way to conduct
the public's legislative business and that careful observance of a clear set of Governance Co-
ordination Rules of Procedure can best enhance public participation and decision making.
Section 3. We believe in the City Council as policy leaders of the City. One or more City Council-
members are encouraged to take the lead, where practical, in sponsoring Ordinances or
Resolutions excepting quasi-judicial or other public hearings and the statutory duties of the City
Manager as set forth in RCW 35A.13.020.
Section 4. We believe in hearing the public view. We affirm that members of the public should be en-
couraged to speak and be heard through reasonable rules of procedure when the public business
is being considered, thus giving elected officials the broadest perspectives from which to make
decisions.
Section 5. We believe that the City of Spokane Valley's governance should be known as "user friendly,"
and that governance practices and general operations should consider how citizens will be
served in the most responsive, effective and courteous manner.
Section 6. We believe that the economic and commercial job base of the community should be preserved
and encouraged to grow as an alternative to increasing property taxes. We believe it imperative
to have an expanded and diverse economic base.
Section 7. We believe that Councilmembers set the tone for civic discussion and should set an example
by:
(a) Setting high standards of decorum and civility.
(b) Encouraging open and productive conversation amongst themselves and with the community about
legislative matters.
(c) Demonstrating respect for divergent points of view expressed by citizens, fellow Councilmembers and
the staff.
(d) Honoring each other and the public by debating issues within City Hall and the community without
casting aspersions on members of Council, the staff, or the public.
(e) Accepting the principle of majority rule and working to advance the success of"corporate" 52
decisions.
Customer Service
The City of Spokane Valley established a level of commitment to customer service that will help the City achieve all
future goals.
CITY OF SPOKANE VALLEY CUSTOMER SERVICE PROGRAM
Our goal is to deliver service that is complete, consistent, and equitable to all our customers, and is based on the princi-
ples of integrity, respect, and responsiveness. Regardless of the reason for, or the method or frequency of contact, our
customers will be treated with courtesy, respect, and professionalism.
1 Identify
Our
Customers
4 Customer
Assessment 2 Define
& Se1"V• Customer
Improvement Service
Program
3
Communicate
Our Goals
Standards
CUSTOMER SERVICE DEFINITION
Mr
Customer Service Key Statement:
The City of Spokane Valley strives to provide service in a respectful, knowledgeable, and
welcoming manner.
Respectful Knowledgeable QWelcoming
1 •
• Demonstrating courtesy and • Fostering a team-oriented ap- • Acknowledging customers when
professionalism proach they enter
• Listening effectively • Providing alternatives • Steering customers in the right di-
• Responding in a timely manner • Anticipating questions rection
• Exemplifying a no-surprises • Having/knowing your resources • Promoting an enjoyable work envi-
atmosphere • Being organized ronment
• Maintaining a clean and unclut-
tered work environment
• Treating people as individuals
The foundation is now set. The City staff, management, and Council now have a clear understanding of what is
expected of them and they have a solid support structure to give them confidence in the performance of their
duties.
54
4)) Information Input
Information will come from inside the organization, from staff and management, as well as from outside the organiza-
tion from citizens, business-owners and others who frequent our community (workers, tourists, etc.).
Internal Input
Council utilizes information from employees in a number of ways.
Employee Feedback
Employees are often the information conduit from the customers to the Council, relaying demands or changing trends
and they can often bring forward innovative way of providing efficient service-delivery. Information from employees
can be received in a variety of ways. Following is a list of employee feedback tools, some that are currently utilized
and some that may be used in the future.
• Lunch with City Manager
• Employee Survey (Future)
• Internal Customer Survey (Future, for departments that serve employees)
• CTR Survey (Commute Trip Reduction)
Staff Analysis
The City of Spokane Valley government is comprised of knowledgeable professionals. Staff is charged with providing
the specialized knowledge that allows the Council to make informed decisions. From demand analysis, which deter-
mines when the workload is heaviest and how to best accommodate it, to staff reports that consider alternative methods
of service delivery or other cost-saving measures, employees are invaluable in providing complex information. In the
future, an audit program can be utilized to ensure efficiency of service delivery for both in-house services and con-
tracted services. In addition, as a future piece of the business plan, performance measure results will be analyzed, look-
ing at multi-year and performance and comparing to targets as well as making comparisons to other entities.
• Demand Analysis
• Staff Reports
• Audits (Future)
• Performance Analysis (Future)
Strategic Planning
Several long-range plans that look at current trends to make future forecasts are continually updated. While much pub-
lic input goes into these documents, the forecasting and planning is done by skilled staffers who must create innovative
ways of achieving our future vision while meeting current needs, complying with the law, and operating within finan-
cial constraints.
• Comprehensive Plan
• 6-Year Transportation Improvement Plan
• 6-Year Financial Forecast
• Business Plan
• CenterPlace Marketing Plan
• Parks Master Plan
• Street Master Plan—Pavement Management Program
• SARP
External Input
As representatives of the citizens of Spokane Valley, the City Council must form policy that fairly represents all seg-
ments of our community, including residents, businesses, and those visiting our City. To maintain balance in serving
the different needs that exist in Spokane Valley, it is necessary to receive feedback from customers and constituents.
The City has already utilized citizen surveys to gain feedback while developing the Comprehensive Plan and for the
needs assessment of the cable franchising process. In the future, citizen surveys can be utilized in an ongoing basis as
part of strategic planning and performance measurement that are integral components of the Business Plan. Customer
surveys can also play an important role in obtaining feedback by polling individuals and businesses that have had a re-
cent interaction with the City.
Comment cards and correspondence through phone calls and e-mails provide easy ways for customers to relay their ex-
periences to Council and management. These unfiltered accounts of interaction with City staff allow those in charge of
keeping the City on course to react immediately if necessary or to further cultivate and reward improvement if a process
is working well.
The public can also choose to take a more active role in participation through public forums such as public hearings and
open house functions as well as through service on advisory committees. In the future, focus groups may be utilized to
allow for more focused feedback on a particular subject so Council and staff can get a better feel for how a particular
subject is received in the community and allow customers to play active roles in guiding the way services are delivered.
• Customer Survey (Future)
• Citizen Survey
• Comment Cards
• Conversations with the Community
• Public Forums
• Advisory Committees
• Focus Groups (Future)
• Customer Correspondence
56
t
Council Goals
Once the information has been gathered it can be included in the policy-making process. The City Council first looks at
where we need to go based on the feedback from the community. Then they must determine the best way to get there
based on input from employees and customers. The most challenging phase for the Council is to then allocate available
resources in a way that ensures that all components are well-maintained and stay in good-working order so goals are
reached as quickly and efficiently as possible while still adhering to the high-standards set by the over-arching
principles of the City.
New goals will be set by Council annually while progress toward previous years' goals will be measured. Though
goals are set by Council they represent the goals of the citizens of the community.
Major Goal Statements for 2010
The 2010 budget reflects the distribution of resources consistent with the Council's determination of core services
priorities. The following goals represent just the very broad areas of concentration important to the well being of the
community.
♦ 1. Continue monitoring wastewater issues, including governance of wastewater facilities, and
pursuit of the most efficient and economical methods to ensure the continuation of wastewater dis-
charge licenses.
♦ 2. Implement records indexing and phase in a document imaging system City department by
City department with the goal of achieving city-wide implementation in 2010.
♦ 3. Implement and Evaluate regulations specified in the Sprague/Appleway Revitalization Plan as
adopted and amended by City Council.
♦ 4. Develop a Shoreline Master Program to provide appropriate regulatory protection for waters
of statewide significance as required by state statute.
♦ 5. Pursue a legislative capital budget request for state funding for the acquisition of parkland ad-
jacent to the Park Road Pool.
♦ 6. Develop and implement a multi-year winter roads maintenance plan including availability,
costs and effects of private sector vendors performing winter road maintenance for the City.
♦ 7. Pursue state funding of a demonstration project that constructs a city hall in accordance with
"living building" standards.
The Initial Plan •
For Historical Reference Only
In 2007, each department identified a six-year business plan including anticipated issues and goals along with strate-
gies for addressing them. The first changes occurred in 2008 to provide a perspective on the scope of those plans, Ta-
ble 1, Cost of Initial Plan, summarizes by department the costs (personnel, workstation, vehicle, and equipment) of
implementation.
Table 1: Cost of Initial Plan
Department FTE 2008 2009 2010 2011 2012 2013
Executive/Legis Support .50 30,921 1 28,671 30,534 32,519 33,332 34,166
Operations/Admin 2.50 165,500 212,683 220,306 245,038 252,938 241,207
Finance &Info Tech 4.00 70,481 124,470 209,848 219,228 315,506 326,061
Community Dev 1.00 0 85,340 65,327 69,574 74,096 75,948
Parks &Recreation 3.00 20,508 99,993 101,152 106,635 112,464 115,025
Public Works 2.00 73,257 69,499 74,016 78,827 80,798 82,818
General Government 0.00 2,000 0 0 0 0 50,000
Total 13.00 $362,667 $620,656 $701,183 $751,821 $869,134 $925,225
'Drop in second year reflects one time start up cost
58