2009 Business Plan Siokane�
jvalley
/2009
Business
Plan
A Community
Opportunity
Table of
Contents
Executive Summary. 2
Business Plan Process . 3
Strategic Service Delivery Areas . 4
Understanding the Departmental Business Plan . 5
Department Business Plans:
M Executive/Legislative Support— City Manager/City Clerk. 6
Executive/Legislative Support— City Attorney 10
Operations & Administrative Services. . 13
Finance and Information Technology Services . 17
Community Development . 21
Parks & Recreation . 27
Public Works . 33
6-Year Budget & Staffing Impact Summary . 40
Summary - Citywide Business Plan . 41
,, Pending Ideas 42
1 Appendix:
0 Foundation of the City of Spokane Valley . 43
Z' N Core Beliefs. 43
Vision Statement . 45
Values . 46
Customer Service . 47
Information Input:
Internal Input . 49
External Input . 50
Council Goals . 51
The Initial Plan . 52
Executive
I Summary
The City of Spokane Valley Fiscal Year 2009 Business Plan communicates New Concepts in 2009
the connection between the strategic planning process and the community Business Plan
priorities shaping the future of Spokane Valley. A dynamic document, it is
the most recent iteration of a six-year business plan that will be updated Within the 2009 Business Plan,
annually as needs and priorities change, and as efforts are successfully each departmental plan
completed. identifies, measures, and
reflects trends in the City's
Because many City programs and services are still evolving, that process will performance.
be reflected in subsequent years' Plans.
Workload Indicators illustrate
As a forecasting document, changes effected in earlier Business Plans are not both input and output related to
reflected in this current version. For historical reference, please refer to the a department. These indicators
summary included in the Appendix or to prior years' Business Plans. reflect the service demand
upon each department and how
The 2009 Business Plan is divided into two sections. First is the initial Plan much work was performed.
itself, which outlines the process, strategic service delivery areas and plans Workload indicators can also
specific to each department, including associated staffing and cost proposals. be used to reflect trends and
The second section provides a preview of pending ideas, issues and proposals compare Spokane Valley's
bearing further consideration. statistics with those of other
cities.
The Business Plan ties into the Strategic Financial Plan, which is based on
financial forecasts. The 2009 Plan is considered a ``closed" plan; i.e.: one Performance Measurements
which allows reallocation, but no increase of funds from the adopted 2008 determine our efficiency by
Plan; however, there is an exception. The Public Works Street Fund Division, comparing the amount of work
through reorganization and utilization of already approved .4 budgeted hours, performed to the amount of
requested an additional .6 hours to create an Assistant Engineer position resources consumed; for
dedicated to traffic/planning &grants. example, the response time to
fulfill each citizen request.
Two positions originally anticipated in the 2009 budget have been postponed While measuring efficiency is
to 2010, including a Community Development Code Compliance Officer, and important in determining
an Operations Coordinator for Parks and Recreation. The addition of a whether the City is making the
Human Resources Assistant position has been postponed to 2014, and two IT best use of resources, those
Specialist positions are anticipated for inclusion in the 2010 and 2012 measurements may not tell us if
budgets. The Accounting Technician for the Finance Department is reflected our efforts are effective in
in the 2009 Business Plan as anticipated. fulfilling our goals. To
determine this, we measure
From 2009 through 2014, a total of 6.6 new positions are planned with outcomes through such means
estimated annual costs ranging from $202,605 in 2009 to $592,205 in 2014. as citizen satisfaction surveys
The estimated costs include personnel, vehicles and equipment but do not These Performance
include overhead such as office space and utilities. Measurements provide both
accountability to the customers
The Business Plan looks at the trends in Spokane Valley to anticipate future and a gauge for management
needs. Financial resources are also forecast, taking into consideration to determine whether services
economic indicators and new legislation. The Business Plan can then be are running smoothly or if
focused on utilizing available resources in the most efficient manner to changes need to be made.
provide quality service to our customers while meeting the current and future
needs of the City.
Business Plan Process
This proposed six-year Business Plan for 2009-2014 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, worked to establish
core beliefs, values, and annual 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 2009.
As noted in Figure 1. Business Plan Process, the City's Foundation as established by City
Council 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, continues to be the foundation of the evolving six-year Business Plan. Each of the
Strategic Service Delivery Areas is supported by a Departmental Business Plan. The initial
Departmental Business Plans were developed through participatory meetings open to all City
employees. A SWOT analysis identifying the strengths, weaknesses, opportunities and threats for
each department was conducted. Mission statements and goals were established by employees.
Annual updates to the Business Plan are submitted by department heads and revised by the City
Manager.
Figure 1. Business Plan Process
City Foundation
Core Beliefs, Vision Statement, Values, Customer Service Standards
City♦Council
► Budget Goals ■
External Input
Internal Input 4' Citizen Survey
Lunch w/City Manager Comment Cards
Employee Focus Groups Strategic Service-Delivery Areas
p Focus Groups
Commute Trip Reduction Customer Correspondence
Survey
Resource Analysis Departmental Business Plans
Comprehensive Plan Mission Statement
6-Year Transportation Goals
Improvement Plan
6-Year Financial Plan Strategies
*Workload Indicators
CenterPlace Marketing
*Performance Performance Measurements New plan components
Parks Master Plan 4,
Audits Citywide Business Plan
Performance Analysis Encompasses All Items Above
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
Departments. The five strategic service areas have
developed mission statements that guide all the departments
that operate within the strategic area.
■dditionally,
Within two of the strategic service areas, divisions were further
defined. Two of these are notable in that they have developed
mission statements and business plans specific to those divisions.
First, the Office of the City Attorney is a division within the Executive
& Legislative Support Department, but 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 Administrative Services
Department.
Figure 2. Strategic Service-Delivery Areas and Respective Departments
Executive& Operations& Community Parks& Public Works
Legislative Support Administrative Development Recreation
Services
L Office of the Finance&
City Attorney Information
Technology
`AY fst9Y34n j t87e
Departmental Business Plan
Beginning on the next page, the 2009 Business Plan includes a description of each program
along with the goals, strategies, estimated budget, and timelines necessary to implement the Plan.
Each strategic area encompasses a general area of service delivery while the respective
departments and divisions within provide specific services to the customer. The departments/
divisions work closely together under the direction of the manager of each strategic area,
coordinating efforts to serve the mission of that particular area.
Workload Indicators and Performance Measures
Goals encompassing a six-year period are developed by each department and are intended to
make departments 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.
.3 Workload indicators are utilized to
demonstrate the amount of work
performed, services received, and/or
Beginning with the 2009 Business resources consumed. This type of
Plan, the City will incorporate information will be collected annually to
Workload Indicators and Performance identify trends that are occurring in our city
Measures. Goals and strategies in the that affect the government organization.
Business Plan provide direction for the Such information can be utilized to make
future; Workload indicators and staffing decisions, prioritize purchases to
performance measures help ensure best meet the needs of our customers, and
desired results are achieved and that forecast budgetary needs for the future.
citizens are receiving the value they Examples of workload measures are the
expect. number of road miles cleaned and the
number of permits issued.
Performance measures are necessary to determine whether services are delivered
effectively and efficiently. Although most basic city services provided are consistent across
jurisdictions, each city organization 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 citizens and customers. For example, a survey of
citizens will tell us if we are providing the recreation programs 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 measure. We must also
determine whether the cost to provide each service is a good value to our customers. 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.
DEPARTMENTAL
BUSINESS
PLANS
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 implementation of best practices to achieve adopted goals and deliver
quality services to the community.
Overview Description of Programs
The Executive & Legislative Support City Manager — The City Manager
Department is accountable to the City recommends and implements policy,
Council for the operational results of the oversees the operations of the City, and
organization, effective support of elected develops and implements the budget. All
officials in achieving their goals, fulfillment employees report directly or indirectly to
of the statutory requirements of the City the City Manager. The City Manager
Manager, implementation of City Council supervises and mentors Masters of Public
policies, and provision of a communication Administration (MPA)program interns.
linkage between citizens, the City Council,
City departments, and other government City Clerk — The Clerk's Office is the
agencies. custodian of all the City records and
oversees the elections. The Clerk
Executive and Legislative Support includes administers the City Safety Committee and
the City Clerk and oversees the Police Risk Management claims function.
Services Contract for the City. While the
Office of the City Attorney is included in the Police Services — Police services are
Executive and Legislative Support contracted through the Spokane County
Department, it works directly with all other Sheriff's Department. The City of Spokane
departments and has its own Mission Valley Police Chief reports to the City
Statement and Goals following this section. Manager.
2009 Organizational Chart
City Manager
Deputy City
Admin.Assistant— Manager
Executive
City Manager
City Attorney City Clerk Admin.Assistant— Police Chief MPA
Executive (Contract Services) Interns
City Council
Admin.Assistant
Deputy City Clerk
• ••
Deputy City Attorney Rule 9 Legal Interns
6
6-Year Goal Summary
• Facilitate the achievement of annually established Council Goals
• Update Strategic Financial Plan
• Implement City-wide document management system
Detailed Goal List
Goal 1
Facilitate the achievement of annually established Council Goals (all
years).
Strategies (2009-2014)
I • 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
Meetings w/Department Heads
to attain Council Goals 53
•
Goal Attainment Progress (previous years'
Goals) posted to website by
February 15 annually
•
Number of annual Council meetings 55 •
Number of established Council goals 6
•
Performance Measurements: 2008 2009
% of citizens satisfied with Council
Goals and City's direction (positive rating-survey) 82%
•
Average % of citizens who attend Council
meetings (survey) 21%
•
% of citizens who rated the services provided by
the City with a positive rating (survey) 90%
% of citizens who rated Spokane Valley as a place to
Live with a positive rating (survey) 98%
•
% of citizens who rated the City with a positive
rating re: listening to citizens (survey) 75%
•
•
Positive rating re: the City as welcoming
Citizen involvement— (survey) 85%
•
Goal 2
Update Six-Year Strategic Financial Plan (SFP). The SFP forecasts 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 (2009-2014):
• 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
Draft of Departmental Business Plans
completed annually by June 30
•
Strategic Financial Plan reviewed and
updated annually
•
Balanced budget presented to
City Council annually
•
Performance Measurements: 2008 2009
% of citizens who rated the overall value of services
received for City tax dollars paid as a
positive rating (survey) 83%
Per capita expenditures *taken from year end report
divided by current population
8
Goal 3
Implement City-wide document management system.
Strategies:
2009
• Phase in index of all documents as part of the document management system
2010
• Continue phasing in index of all documents
• Maintain full document imaging and continue archiving all documents
Workload Indicators: 2008 2009
#of boxes archived 181
•
#of public record requests processed 347
•
#of contracts and agreements processed 166
•
Prepare analysis of electronic filing annually
•
Performance Measurements: 2008 2009
% responses/public records requests
completed in 5 days 100%
•
% of all documents and forms indexed on City's
website by year end 100% •
% prompt indexing of Council documents w/in
5 working days 100%
•
Summary
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
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 S250,000 for implementation of a document imaging system. This Plan does not include
additional systems funding.
9
Department:
Executive & Legislative Support - Office of the City Attorney
Mission Statement
Implement Council policy by providing clear direction and meaningful assistance to
employees administering city government and citizens who use city government. Ensure
that all City actions are consistent, timely and helpful. Maintain a positive and creative
workplace.
Overview Description of Programs
The Office of the City Attorney represents Contract review and support — Review
City's legal interests including oversight of contracts prior to adoption and advise City
claims and litigation. The division manages departments on issues related to
the City's legal service agreements such as administration of the contracts.
courts, prosecutors, and probation. The
City Attorney drafts ordinances and Code compliance support and litigation —
resolutions, negotiates contracts, leases, Provide support to code compliance
and agreements and supports departments department in analyzing cases; provide
in enforcing associated laws. The Office of litigation support for cases that are not
the City Attorney also provides specialized capable of resolution by compliance
employee training regarding existing law. officers.
The City Attorney supervises and directs
the work of Rule 9 Legal Interns. Community Development support —
Provide advice 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; provide advice to the City
2009 Organizational Chart Council on broad range of municipal
issues.
City Attorney
I
Deputy City Attorney Administrative
Assistant
Rule 9 Legal Interns
10
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
Detailed Goal List
Goal 1
To have a fully operational City Attorney's Office that proactively assists in
program development, advises all departments on legal issues in a timely matter,
and manages all potential and existing litigation.
Strategies (2009-2014):
• Review programs
• Monitor workload & workload changes
• Track response times
• Identify deficient areas
Workload Indicators: 2008 2009
Work order requests processed 388 •
Legal memorandums 90
•
Public records requests processed 29
•
Litigation matters including enforcement matters. 105
Enforcement-Open 94
Closed 71 •
Performance Measurements: 2008 2009
Legal service cost/hr compared to
outside counsel $73 vs $250 $ vs $ •
% of internal clients reporting legal advice was
timely (target 95%) 91%
•
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: 2009
• 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
identified, 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
2010-2014
• Maintain and update all form contracts used by all departments
Workload Indicators: 2008 2009
Training classes taught 8
•
Contracts reviewed 166
•
Ordinances and resolutions drafted 40
•
Performance Measurements: 2008 2009
Percentage of internal clients reporting that Legal
advice was clear & relevant (target 95%) 95%
•
Summary
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1 & 2 ►
6-Year Budget and Staffing Impact Summary -This plan does not include any additional
funding and staff impact.
Department:
Operations & Administrative Services
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 accountability, fostering community involvement, and
managing the delivery of services to the citizenry.
Overview Public Information — Provides
professional communications support that
The Operations & Administrative results in the distribution of complete,
Services Department includes the human accurate and timely information on City
resources, central reception, public issues and activities to internal and
information, contract administration, and external constituents to create public
finance functions of the City. This awareness, understanding, and interest in
section of the Business Plan reflects the City programs, policies, services and
Operations Oversight Division of the initiatives.
Department.
Contract Administration — Negotiates
Description of Programs service agreements, reviews charges,
audits usages, utilizes managed
Human Resources —Provides services in competition and addresses customer
compensation, benefits, training and concerns.
organizational development, staffing, Analysis — Performs professional level
employee relations, and communications. management analysis of service contracts
and programs for efficiency and cost-
Central Reception — Serves as the effectiveness; conducts operational
primary customer service representative effectiveness reviews to ensure functional
for all departments within the City, or project systems are applied and
provides customer assistance and functioning as designed; and performs
receives and assists the public. cost control activities to assure sound
fiscal control.
2009 Organizational Chart Deputy city,
Manager
Administrative
Assistant-Executive
Administrative Sr.Administrative Public Information Office Assistant I Office Assistant II Human Resources
Analyst Analyst Officer Manager
•
Human Resources
Technician
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 decision making, conducting a periodic community survey, and establishing a
toolbox for evaluating the City's contract services
Detailed Goal List
Goal 1
Respond to internal and external impacts on the City's human resources function in
order to recruit and retain a well-qualified workforce.
Strategies: (2009-2014)
• Use more pro-active recruitment techniques
• Evaluate City's work environment to encourage retention of existing
staff
• Expand New Employee Orientation and 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
Number of City employees 89
•
Personnel action forms processed 148
•
Number of training classes facilitated
or coordinated 9
•
Interviews conducted 154
•
Employees hired *(regular employees) 15
*Permanent FT,PT employees; limited
Term employees. Does not include
Temp/seasonal employees •
Average number of applications received
Per recruitment cycle 94.8
•
Performance Measurements: 2008 2009
Percentage of employee satisfaction w/HR (target 95%) 97.6%
Percentage rate of employee turnover 9%
2008 2009
HR FTE per 100 employees 2
•
Percentage of annual non-manager performance reviews
completed w/in 30 days of anniversary date 53.42% •
Average number of days to complete recruitment 130 •
Goal 2
Enhance community 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: (2009-2014)
• 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
development of formal customer service feedback system, and
enhancement of community communications outreach program
Workload Indicators: 2008 2009
Media releases issued 203
•
Total Media Stories 673
•
Public Information contacts with media 273
•
Community newsletters produced 3 regular/11 special
•
Performance Measurements: 2008 2009
Customer satisfaction re: contact w/City Hall
as it pertains to impression of employees: (survey)
% positive rating
*Knowledge 88%
•
*Responsiveness 90%
•
*Courtesy 89%
•
2008 2009
*Overall Impression 86%
Customer use of website
(survey) 26%
Customer satisfaction w/Public Information
services (% positive rating-survey) 92%
•
Earned media stories per FTE in PIO 162
*based on 1.5 employees
•
Community E-Newsletter distribution per capita .0031%
•
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
evaluating the City's contract services. An open, collaborative government is the third Core Value
adopted by City Council.
Strategies: (2009-2014)
• Incorporate the Business Plan in the City's decision-
making process to enhance accountability through
implementation of performance measures.
• Implement a periodic community survey to objectively
monitor customer satisfaction.
• Establish a toolbox for evaluating City's contract services.
Summary • Develop a formal contract audit program.
• Finalize a managed competition process.
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1, 2 & 3
6-Year Budget and Staffing Impact Summary*
Operations/Admin Services FTE 2009 2010 2011 2012 2013 2014
HR Assistant 1.00 0 0 0 0 0 60,000
Community Inv/Public
Info i 0.00 73,520 34,061 29,623 30,208 30,816 31,432
Contract Services 2 0.00 13,520 14,061 34,623 15,208 15,816 36,100
Other HR Services 3 0.00 25,000 5,000 7,000 27,000 7,000 7,000
Subtotal 1.00 112,040 53,122 71,246 72,416 53,632 134,532
*Salary/Benefits and Personnel Startup Costs (work stations and vehicles)
1 Publications$5k, interactive web$50k-2009 only, community outreach 5k, customer service feedback]Ok-2010
5k-2011-2014, PI intern
2 Community survey$20k-2011&2014, Contract Services Intern
3 City safety plan, paperless HR system, update website, enhance employee recognition, develop marketing strategy,
employee development/learning, comprehensive employee development model, succession planning, healthy work/life
16
Department: Operations & Administrative Services
- 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 Technology 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 Finance — Provides assistance to
Division provides financial management departments on the annual budget,
and technology services for all City financial reporting, payroll, accounts
departments. Programs include payable, and purchasing.
accounting and reporting, payroll,
accounts payable, purchasing, budgeting, Information Technology — Provides
financial planning, insurance, treasury assistance to departments regarding
and information technology. This telephone service, computers,
Division exists within the Operations and printer/copiers, and the city's computer
Administrative Services Department. network.
2009 Organizational Chart
Finance Director
Accounting Manager Accountant/Budget IT Specialist GIS/Database
Analyst (2.0 FTE) Administrator
(3.0 FTE)
1
Accounting
Technician (2.0 FTE)
6-Year Plan Summary
• Assist in the implementation of the Sprague-Appleway Revitalization Plan, especially in
the area of City Hall, City Center, and other infrastructure financing
• Assist in developing the financing of the Street Master Plan
• Explore available telecommunications infrastructure accessible to the public
• Maintain a consistent level of service in payroll, accounts payable, budget preparation and
information technology services during a period of high growth
Detailed Goal List
Goal 1
Assist in the implementation of the Sprague-Appleway Revitalization Plan, especially in the
area of City Hall, City Center, and other infrastructure financing.
Strategies (2009-2014):
• Review list of needed improvements
• Determine cost of improvements
• Once agreement with developer is signed, determine who will provide improvements
• Determine timing of improvements
• Determine affect on city financial stability
• Determine financing options
• Prepare plan
Goal 2
Assist in developing the financing of the Street Master Plan.
Strategies:
2009
• Review consultant's plan
• Review list of needed improvements
• Should Capital Plan be different than Operating Plan?
• Determine costs
• Determine timing
• Determine affect on city financial stability
• Determine options
• Prepare plan
18
Goals 3
Maintain a consistent level of service in payroll, accounts payable, budget preparation
and information technology services (during a period of high growth).
Strategies: (2009-2014)
• Add Accounting Technician in 2009
• Add Information Technology (IT) positions as needed (2010 & 2012)
• Upgrade telephone, network and fiber infrastructure
Workload Indicators: 2008 2009
#of accounts payable checks 2664
•
Dollars spent City-wide $52,605,662
•
Number of phone lines 28
•
Number of workstations 140
•
Number of servers & appliances supported 33
•
Number of PC's installed or replaced 20
•
19
Performance Measurements: 2008 2009
Finance expenditures/City-wide expenditures .0124
•
Dollar value of accounts payable processed
per Accounts Payable FTE $40,033,377
•
Dollar value of gross payroll processed per
payroll FTE $5,248,433 •
Help desk requests per IT FTE/month 55
•
IT FTE per number of workstations 70
•
Network availability % 99%
(259 days out of 262)
•
Summary
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1 & 4
2 & 3
6-Year Budget and Staffing Impact Summary*
Finance & Information
Technology FTE 2009 2010 2011 2012 2013 2014
Accounting Technician 1.00 53,668 1 52,897 56,335 59,997 61,497 64,572
IT Specialist 1.00 0 0 0 85,240 86,520 92.144
Subtotal 3.00 53,668 134,444 138,923 233,193 241,690 252,730
*SalaryBenefits and Personnel Startup Costs (work stations and vehicles)
Drop in second year is the result of one-time start-up costs in year one
20
Department:
Community Development
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
Community Development maintains the Permitting — Review and issuance of
City's Comprehensive Plan, administers construction and land use permits according
the Uniform Development Code and to the City's Uniform Development Code
adopted Building Codes, and assists which includes the disciplines of Building,
citizens and business owners with code- Planning, and Development Engineering and
related issues. is completed through inspections of these
three areas of development.
Description of Programs Code Compliance — Responds to City
complaints for compliance to City codes.
Planning — Makes recommendations for
the updates and maintenance of the City's Geographic Information Systems —
Comprehensive Plan, participates in Maintains the City's geographic database in
regional planning policy issues, provides order to provide information to make
the state with mandated information decisions and monitor land use trends.
regarding growth of residential capacity
and employment trends, administers the
Uniform Development Code including the
State Environmental Policy Act (SEPA),
Shoreline Management Act and the Growth
Management Act(GMA).
2009 Organizational Chart
Community
Development
Director
Admin. Office
Assistant — Assistant I
Planning Building Senior
Manager Official Engineer
Development
Senior Assistant Sr.Plans Code Sr.Permit ROW Office
Planner Planner Examiner Compliance Specialist Inspector Assistant I
(2.0 FTE) (3.0 FTE) Officer (2.0 FTE)
(2.0 FTE)
Associate Planning Plans Building Permit Office Engineer Construction
Planner Tech Examiner Inspector II Specialist Assistant II (1.5 FTE) — Inspector
(2.0 FTE) (.75 FTE) (4.0 FTE) (2.0 FTE)
Assistant Engineering
Engineer — Tech
(2.0 FTE) (2.0 FTE)
6-Year Plan Summary
• Complete the Planned Action State Environmental Policy Act (SEPA) 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
• Continue to improve customer service in permit processing
• 2010 Census
• Complete 5-year update of the Comprehensive Plan
Detailed Goal List
Goal 1
Complete the Planned Action SEPA for
the City Center Area
Strategies: (through mid 2009)
• Conduct public hearings on draft EIS
• Make revisions based on comments
• Public outreach
• Adopt planned action ordinance
Goal 2
Implement the Sprague-Appleway Revitalization
Plan as determined by the City Council.
Strategies: (2009—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
Goal 3
Complete Shoreline Master Plan
Strategies: (2009-2013)
• Complete Shoreline Inventory
• Complete the Shoreline Master Program update subject to obtaining
grant funding
• If funding is available, select consultant for Shoreline Inventory
and Technical Code and Policy Work
• Washington State mandates adoption of an updated Shoreline
Master Program by 2013
Goal 4
Update UGA boundaries through regional process.
Strategies: (2009—2010)
• Amend Comprehensive Plan to identify UGA's in 2009 update
• Work through regional process to have UGA's / Joint Planning
Areas assigned
• Work with county and other cities to adopt common standards for
UGA areas
• Complete the work of the county-wide UGA grant
S
Goal 5
Continue to improve customer service in permitting process.
Strategies: (2009)
• Implement recommendations of the development stakeholders group
• Update and improve customer handouts
• Complete staff training of the Sprague-Appleway Plan and form
based development regulations
• Identify problem areas that delay permit review and work with
development community to find ways to solve the problem
Workload Indicators: (Goal 5) 2008 2009
Permit Center counter walk-ins 4315
•
Permit Center phone calls 4472
•
Construction permits issued 3535
•
Building inspections performed—
Residential 4480
•
Building inspections performed—
Commercial 2177
•
Code compliance complaints
investigated 1008
•
Right-of-Way inspections performed 5183
•
Engineering inspections performed
•
Service population 88,920
•
Number of Planning Commission meetings 24
•
Number of code amendments 7
•
Performance Measurements: 2008 2009
Number of permits issued per FTE 392.78
(Plans Exam.-2, Build. Insp.-4, Permit Spec.-3)
•
Residential building permit issuance in days
(target 3-5 working days)
•
Average tenant improvement permit issuance in days
(target 25 working days)
•
Average response time for first review
(commercial permits, target 20-25 working days)
•
% of citizen satisfaction with services regarding
land use, planning and zoning with a positive rating
(survey) 83%
•
Goal 6
2010 Census Strategies: 2009
• Send staff to census training
• Prepare maps and data for census collection
• Assist in any other way required by Census Bureau
Goal 7
Complete 5-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
Summary
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1 —
2
3
4
5 & 6
7
6–Year Budget and Staffing Impact Summary*
Community Development FTE 2009 2010 2011 2012 2013 2014
Code Compliance Officer 1.00 0 *85,340 '65,327 69,574 74,096 75,948
Salary/Benefits and Personnel Startup Costs (work stations and vehicles)
Drop in second year is the result of one-time start-up costs in year one
*This position was previously funded in 2009, but has been postponed to 2010
26
Department: Parks & Recreation
Mission Statement
To acquire, develop, operate and maintain a diverse park and recreation system that
enhances our community.
Overview activities within the City. The YMCA
provides the lifeguards and maintains the
With offices located in the CenterPlace pools during the season.
Regional Events Center, the Parks and
Recreation Department consists of five Senior Center— The City of Spokane Valley
divisions: Parks Administration and assumed operational control of the Valley
Maintenance; Recreation; Aquatics; Senior Senior Center in 2003. Through the Spokane
Center; and CenterPlace. The Department is Valley Senior Citizens Association, the
comprised of nine FTEs. Parks Maintenance Senior Center promotes fellowship, health,
and Aquatics services are contracted with recreation, social, and educational
external businesses/agencies. The Parks & opportunities for persons fifty years and
Recreation Department also maintains a older.
database of local recreation programs and
services to help match citizens with existing In cooperation with the Community Colleges
services. of Spokane the Senior Center offers classes
Description of Programs ranging from aerobics to Spanish. The Senior
Center is also a recreational hub for area
Parks Administration &Maintenance— The seniors to play billiards, ping pong, and
Administration Division provides direction pickle ball, and join in weekly dances, theme
and leadership for the Parks and Recreation dances, and line dancing.
Department in implementing the goals and
objectives of the City Council and facilitates CenterPlace — Construction of Mirabeau
the general upkeep of parks and public areas Point CenterPlace was completed mid-year
of the City. The City uses contractual 2005. The project represents the culmination
services for the operations and maintenance of eight years of planning and fundraising by
of City parks. Mirabeau Point Inc. and the joint
involvement of the City and Spokane
Recreation — The Recreation Division County. The approximately 54,000 square
coordinates and facilitates the delivery of foot facility houses the City of Spokane
recreation programs and services throughout Valley Senior Center, a great room (banquet
the City and the City's park system. facility), numerous meeting rooms, multi-
purpose rooms, and a high tech lecture hall.
Aquatics— The City of Spokane Valley owns The facility combines with Mirabeau
three swimming pools which provide Meadows Park and Mirabeau Springs to form
opportunities for open swim, swim lessons, a regional focal point for Northeast
swim team, and facility rentals. In addition, Washington, Northern Idaho and Western
the City leases a portion of Valley Mission Montana.
Park for a water park. The City currently is
contracting with the YMCA for all aquatic
2009 Organizational Chart
Parks&Recreation
Director
Parks Operations& Aquatics Operations&
Maintenance Maintenance
(Contract Services) ▪ (Contract Services)
Administrative Assistant
CenterPlace CenterPlace CenterPlace
Senior Center Specialist Recreation Coordinator Customer Maintenance Worker— Custodian
Relations/Facilities Facilities 2.0 FTE or Contract
Coordinator 2.0 FTE Services TBD
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
28
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
construction projects.
Strategies: (2009-2014)
• 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 to look at
feasibility of indoor aquatics center
Workload Indicators:
2008 2009
Acres maintained 126 •
Trees Planted 5
•
Overall number of park facility
reservations per year 222
•
Number of recreation classes offered 77 •
Spokane Valley population 88,920
•
Number of open swim hours available/season 980
•
Number of swim lesson/team registrations 1,220
•
Performance Measurements: 2008 2009
Developed park acres per 1000 population 1.4
•
Recreation program recovery vs direct cost 167%
•
Parks & Recreation budget per capita $29.74
•
Percentage of citizens who participated in a recreation
program or activity (survey) 45%
•
Percentage of citizens who have visited a City of
Spokane Valley park (survey) 84%
•
29
Percentage of citizens rating recreation programs or
classes with a positive rating (survey) 95%
•
Percentage of citizens rating recreation centers or
facilities with a positive rating (survey) 93%
Percentage of citizens rating quality of parks with a
positive rating 98%
Goal 2
Implement the CenterPlace Regional Marketing and
Communications Plan.
Strategies: (2009)
• Increase seasonal staffing to accommodate a higher level of service
for events
• Develop "CenterPlace's Partner Services" with local event planners
• Contract food and beverage service
• Contract marketing services to help implement marketing plan
• Expand website to include more links &interactive pricing guide
Workload Indicators: 2008 2009
Number of area businesses/hotels contacted
for use of CenterPlace 24,400
•
Number of reservations per year 721
•
Number of operating hours per year 4,633
•
Number of room use hours booked per year 4,780
•
Performance Measurements: 2008 2009
Percentage of facility capacity per Great Room reserved 26%
•
Percentage cost recovery per CenterPlace 95% •
Percentage of area businesses utilizing CenterPlace .0067%
•
Percentage of facility capacity per Lounge reserved 15.7%
•
Percentage of regional use of facility 18%
•
30
Goal 3
Make facility improvements to CenterPlace.
Strategies: (2009-2014)
• Develop land in front of CenterPlace
• Schedule preventative maintenance and facility updates to
maintain 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: (2009)
• 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
• Focus on health and wellness
Workload Indicators: 2008 2009
Number of participants in Senior programs
or workshops per year 36,480
•
Average age of Seniors participating
in programs* 74.85
•
Number of Senior programs offered /year 50
•
*Senior numbers will vary Performance Measurements: 2008 2009
because different ages are
used. Some use 50, others 60. Level of satisfaction with quality of Senior services
% with a positive rating (survey) 91%
•
*Census data is not current. *Percentage of Seniors over 60 per capita 14.5%
•
Percentage of City of Spokane Valley Seniors who
participate in programs/attend Health &Wellness
programs (age 50 and up) 14%
T
Goal 5
Work with Centennial Trail Partners to develop 20 Year Plan.
Strategies: (2009)
• Seek grant opportunities
• Develop a long range maintenance plan
Workload Indicators: 2008 2009
Miles of Centennial Trail 6.78
•
Number of grants applied for
*Applied for by Trail Partners 0
•
Labor hours to maintain Centennial Trail 900
•
Performance Measurements: 2008 2009
Cost to maintain per capita per trail mile $ .04
•
Percentage of successful grant applications
*Applied for by Trail Partners 0
•
Miles of Trail per 1000 households .076
•
Summary
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1 & 3 ►
2, 4 & 5
6—Year Budget and Staffing Impact Summary*
Parks & Recreation FTE 2009 2010 2011 2012 2013 2014
**Operations
Coordinator 1.00 0 79,222 80,112 85,319 90,865 93,136
*Operations Coordinator was previously included in 2009, but has been postponed to 2010
Department:
Public Works
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 facilities.
Overview
The Public Works Department oversees the Capital Improvement Program: Plan, design
City's transportation system, which includes and construct new facilities owned by the City
construction and maintenance of streets and of Spokane Valley. These projects include
related stormwater systems, operations and roads, bridges, park facilities, civic and
maintenance of traffic signs and signals, community buildings. This requires careful
regional and neighborhood transportation prioritized long-range planning, acquisition
planning. The Department also provides and management of state and federal grant
coordination with other City departments on funding, coordination with stakeholder groups,
the planning, design and construction of City and proficient project management.
parks and civic facilities, along with
participation in regional public works issues Street Maintenance and Operations: Provides
such as solid waste, wastewater, and high- responsive and effective management and
capacity transportation. maintenance of City streets, snow and ice
control, and debris removal, allowing for safe
transportation throughout the community.
Description of Programs Provides traffic engineering for safe and
efficient multi-faceted transportation systems
Administration: Provides direction, support, throughout the City.
and coordination to Public Works staff
facilitating their delivery of services Stormwater Utility: Provides protection of the
throughout the community. Responsible for environment by minimizing the degradation of
coordination with providers of solid waste, water quality and reducing the potential for
wastewater and other regional public works flooding and erosion by maintaining and
issues. installing stormwater management systems.
2009 Public Works Organizational Chart
Public Works
Director
Administrative
Assistant .
Street Maintenance Engineer- Senior Engineer— Senior Engineer—
Superintendent Stormwater CIP Manager Traffic
I
L
Maintenance/Const.
Assistant Engineer Engineering Tech I Administrative
Assistant Engineer-
Inspector Assistant
Traffic Planning&
2.0 FTE Grants
Senior Engineer— Senior.Engineer—
Project Manager Project Manager
Engineering Tech.II assistant Engine'
Engineering Tech.I Engineering 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
Treatment Plan
Detailed Goal List
Goal 1
Implement the Street Master Plan Phase I (when adopted by
Council).
Strategies: (2009-2014)
• Continue engineering contract with JUB for 2009 plan update
• Identify funding for recommended Pavement Management
Program and Transportation Improvement Plan (TIP)
Goal 2
Continue development of a long range plan for street maintenance.
Strategies: (2009-2014)
• Study site and facility for equipment and materials
• Consider options for winter snow maintenance
Workload Indicators: 2008 2009
Centerline lane miles of street maintained 438 •
Number of citizen action requests
for street maintenance 1875
•
Street sweeping (in tons) 545.4
•
Tons of cold patch for potholes (per mile) 0.067 •
Performance Measurements: 2008 2009
Percentage of citizens who rated snow removal with
a positive rating (survey) 73%
2008 2009
Percentage of citizens who rated street repairs with
a positive rating (survey) 75%
•
Percentage of citizens who rated clean streets with
a positive rating (survey) 88%
•
Street maintenance cost per capita $44.83
•
Lane miles maintained per 1000 population 4.926 •
Street sweeping expenditures per capita $5.24
•
Street condition based on the Overall Condition Index 70
•
Goal 3
Continue optimization of the City's traffic signal system.
Strategies: (2009-2014)
• 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
Traffic signals maintained 84 86 •
Traffic counts performed 159
•
School beacons maintained 16 22 (est)
•
Traffic signs maintained 14,000 14,000
•
Performance Measurements: 2008 2009
Percentage of traffic signals synchronized & optimized
For p.m. peak 39%
•
Percentage of citizens who rated traffic signal timing
with a positive rating (survey) 85%
36
Goal 4
Continue implementation of the Stormwater program.
Strategies: (2009-2014)
• Develop a six-year capital program for needed stormwater facilities
• Develop a six-year plan for compliance with the Underground Injection
Control (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
Number of Drywells 7300
•
Number of drywells cleaned 267
•
Number of new drywells constructed 80
•
Performance Measurements: 2008 2009
Percentage of citizens who rated quality of storm
drainage with a positive rating(survey) 92%
•
Cost per ERU (Equivalent Residential Unit) $21.00 •
Square feet of new drywells constructed 11,000
•
Goal 5
Implement public infrastructure aspects of Sprague/Appleway Revitalization Plan, including
City Center.
Strategies: (2009-2014)
• Determine phasing, cost estimates and funding alternatives for the Sub-
Area Plan recommendations
• Design and construct the first phase(s) of the public infrastructure to
support the development of the City Center
• Design and construct the first phase(s) of the Sprague/Appleway
improvements to support the revitalization of the corridor
Goal 6
Implement Capital Improvement Projects as approved by Council.
Strategies: (2009-2014)
• 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
$of Capital Improvements $17,475,242.75
•
Number of construction projects managed 50
•
FTE for Capital Improvement Projects (CIP) 10
•
Performance Measurements: 2008 2009
Dollars of Capital Improvement Projects
managed per FTE $1,747,524.28
•
Percentage of grant funds vs. City funds 73%grant/27% city
•
Goal 7
Manage and coordinate the planning, design and construction of the City Hall project.
Strategies: (2009-2014)
• Continue Programming Phase in 2009
• Beginning Planning and Design Phase in 2009 subject to acquisition
of project site
38
Goal 8
Continue involvement with the County and Department of Ecology (DOE) regarding
the Total Maximum Daily Loads (TMDL) and Wastewater Treatment Plan.
Strategies: (2009-2014)
• Participate in the County Design, Build, Operate (DBO) Selection
Committee
• Participate in DOE Spokane River Dissolved Oxygen TMDL
Advisory Group
Summary
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014 2015
1 - 8
6-Year Budget and Staffing Impact Summary*
Public Works FTE 2009 2010 2011 2012 2013 2014
Assistant Engineer Traffic
Planning& Grants* 1.00 43,731 34,984 37,258 38,935 41,461 42,501
Offset** (6,834) (5,475) (5,822) (6,084) (6,480) (6,642)
Subtotal 1.00 36,897 29.509 31,436 32,851 34,981 35,859
*Salary/Benefits and Personnel Startup Costs (work stations and vehicles) @.6 hours
Drop in second year is the result of one-time start-up costs in year one
**Offset for difference in Salary(Grade 17 to Grade 15 @.4 hours)
39
6-Year Budget and Staffing Impact Summary
2009-2014
Table 1: Cost of Plan
From 2009 through 2014, a total of 6.6 new positions are planned with estimated annual costs
ranging from $202,605 in 2009 to $592,205 in 2014. The estimated costs include personnel, vehicles
and equipment but do not include overhead such as office space and utilities.
Table 1:
Department FTE 2009 2010 2011 2012 2013 2014
Executive/Legis Support 0.00 0 0 0 0 0 0
Operations/Admin 1.00 112,040 53,122 71,246 72,416 53,632 134,532
Finance &Info Tech 3.00 53,668 134,444 138,923 233,193 241,690 252,730
Community Dev 1.00 0 85,340 65,327 69,574 74,096 75,948
Parks &Recreation 1.00 0 79,222 80,112 85,319 90,865 93,136
Public Works 0.60 36,897 29,509 31,436 32,851 34,981 35,859
General Government * 0.00 0 0 0 0 50,000 0
Total 6.60 202,605 381,637 387,044 493,353 545,264 592,205
*This summary includes funding to recognize the City's tenth year anniversary.
40
summary; Citywide Business Plan
In 2009, all Departmental Business Plans for 2009-2014 will have been completed and compiled in
the Citywide Business 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 ongoing 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 established to assess the City's performance in achieving strategic goals.
Progress toward achieving strategic goals is assessed through electronic data gathering or through
report cards collected via citizen surveys. Some Performance Measurement results included in the
2009 business plan revision are based on information collected in 2008 and provide benchmarks for
2009-2014; those results will be available as baseline data in late January 2009. Other measurements,
not previously collected, will begin accumulating in January 2009.
Therefore, the business plan is not a once-a-year process; rather it is one that is continually monitored
and refined. Departments 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
AlliNome Plate..
Business prehensiv Plan
Budget Process
6-Year Transportation
Plan
6-Year Financial Plan
Parks aster Plan
CenterPlac Regional
Marketing Ian
Quarterly Reports Focus Grou s
(Lunch w/City Manager Performance
Conversations with the Measures
Community Customer
customer Comments Satisfaction Survey
MONITOR "-�_ 7 MEASURE
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.
Table 2: Pending Ideas List
Item Lead First Year: Cost Offset? Comment
Dept Date Cost$ Yes No
Public Info Assistance O&A 2010 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 142.00)) ♦ The City currently participates with Spokane County and
Grant(CDBG) others. Every three years,the City has the opportunity to
' Entitlement City decide if it wishes to have a stand-alone CDBG program.
Designation June 2008 is the next chance to do so.
Enhanced Geographic CD 2010 I 134,000 ♦ The City, other jurisdictions, and the public are limited in
Info 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 2010 72,000 ♦ A forestry program would be an investment in the natural
beauty of the community, and could include Tree City
•
USA status.
Enhanced Recreation P&R 2010 105,000 ♦ The Parks & Rec Master Plan identified potential
Services recreation opportunities for all ages.
Park Ranger Program P&R 2010 60,000 ♦ This position would enhance the safety and enjoyment of
park visitors by patrolling for vandalism, illegal
consumption of drugs and alcohol, abandoned vehicles,
vagrancy,etc.
Street Master Plan PW 2010 • 203,000 ♦ Staff will be required to maintain the inventory database;
Implementation and manage the associated capital projects, including
funding and design.
Right-of-Way/Property PW 2010 • 82,000 ♦ The City's real property assets are growing and need
Management more consolidated management. A ROW program would
oversee 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 PW 2010 294,000 ♦ The City contracts for design, project management, and
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.
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 1.0 consistent message was needed to be
successful in this endeavor. This new
y�*�, government had a different mentality than the
111\ �• . '1 other governments in the area and Spokane
'A: Valley leaders understood how important it
was to solidify that different way of thinking
/. the very beginning.
- This City was to be responsive, focused on
customer service, open to the public,
progressive, efficient, lean, fair, and committed
to providing a high quality of life.
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 public 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 Coordination 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
Councilmembers are encouraged to take the lead, where practical, in
sponsoring Ordinances or Resolutions excepting quasi-judicial or other public
hearings and the statutory duties of the City Manager as set forth in RCW
35A.13.020.
S he public
should be encouraged to speak and be heard through reasonable rules of
procedure when the public business is being considered, thus giving elected
officials the broadest perspectives from which to make decisions.
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" decisions.
Section 8. We solicit the City Manager's support in conducting the affairs of the City
with due regard for:
(a) Promoting mutual respect between the Citizens, City staff and the City Council by
creating the organizational teamwork necessary for effective, responsive and open
government.
(b) Providing the City Council and public reasonable advance notice when issues are to be
brought forward for discussion.
(c) Establishing and maintaining a formal city-wide customer service program with
emphasis on timely response, a user-friendly atmosphere, and an attitude of facilitation
and accommodation within the bounds of responsibility, integrity, and financial
capability of the city, including organizational and job description documents while
pursuing"best practices" in customer service.
(d) Seeking creative ways to contain or impede the rising cost of governmental services,
including examination of private sector alternatives in lieu of governmentally provided
services.
(e) Providing a data base of future projects and dreams for the new City of Spokane
Valley so that good ideas from its citizens and leaders are not lost and the status of
projects can be readily determined.
Vision Statement is p 1
MN-
v 4
The first step was to establish a vision statement. That sets
the City in motion on a course of success.
Our Council believes that all people in Spokane Valley should
have an opportunity to succeed, both in work and in personal
lives. A well-balanced community ensures that a strong
economy 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."
•
City of Spokane Valley Values
Next, the City founders and leaders felt it was important to provide direction to the new City
government organization 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 7401
• 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
F
Open, Collaborative Government. Spokane Valley values a "user-friendly" government, in
which governance 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 interpretation
and implementation of regulations
,t41+
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
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approach to problem-solving, inspires creativity, cultivating respect, and providing the highest
level of services without over-burdening its citizens or businesses.
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 principles 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.
Identify
Our
Customers
Cl/SfOele/'
4. Assessment Service 2. Define
Program Customer
Improvement Service
3.
Communicate
Our Goals
Standards
•
CUSTOMER SERVICE DEFINITION
T ■
Customer Service Key Statement:
The City of Spokane Valley strives to provide service in a respectful,
knowledgeable, and welcoming manner.
Respectful Knowledgeable Welcoming
i
• Demonstrating courtesy • Fostering a team-oriented • Acknowledging customers
and professionalism approach when they enter
• Listening effectively • Providing alternatives • Steering customers in the right
• Responding in a timely • Anticipating questions direction
manner • Having/knowing your • Promoting an enjoyable work
• Exemplifying a no- resources environment
surprises atmosphere • Being organized • Maintaining a clean and
uncluttered 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.
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/ I Information Input
Information will come from inside the organization, from staff and management, as well as from
outside the organization 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 determines when the workload is heaviest and how to
best accommodate it, to staff reports that consider alternative methods of service delivery or
other cost-saving measures, employees are invaluable in providing complex information. In the
future, an audit program can be utilized to ensure efficiency of service delivery for both in-house
services and contracted services. In addition, as a future piece of the business plan, performance
measure results will be analyzed, looking 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)
if9
Strategic Planning �
Several long-range plans that look at current trends to make future forecasts are continually
updated. While much public 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 financial constraints.
• Comprehensive Plan
• 6-Year Transportation Improvement Plan
• 6-Year Financial Plan
• Business Plan
External Input
As representatives of the citizens of Spokane Valley, the City Council must form policy that
fairly represents all segments of our community, including residents, businesses, and those
visiting our City. To maintain balance in serving the different needs that exist in 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
recent interaction with the City.
Comment cards and correspondence through phone calls and e-mails provide easy ways for
customers to relay their experiences 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
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Council Goals
A-
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 2009
The 2009 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.
4- Continue monitoring wastewater issues, including governance of wastewater
facilities, and pursuit of the most efficient and economical methods to ensure the
continuation of wastewater discharges licenses.
4- Initiate alternative analysis for services we derive under contract with Spokane
County.
4- Identify performance measures for the Police Department and monitor
progress in their attainment.
- Implement and evaluate regulations specified in the Sprague/Appleway
Revitalization Plan as adopted and amended by the City Council.
4- Evaluate the availability, costs and effects of private sector vendors performing winter
road maintenance for the City.
4- 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.
Explore future funding sources for City Center that builds upon the City's
initial investment in a City Hall to spur further private investment in the development of a
mixed used City Center.
The Initial Plan
For Historical Reference Only "`
In 2007, each department identified a six-year business plan including anticipated issues and
goals along with strategies for addressing them. To provide a perspective on the scope of those
plans, Table 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
1 Drop in second year reflects one time start up costs
•