2009, 01-05 Special Meeting, Council Retreat
AGENDA
SPOKANE VALLEY CITY COUNCLL
RETREAT/WORKSHOP
NlondaNI, Januar,y 5, 2009 5:00 p.m.
CenterPlace Lounge, Second Floor
2426 N Discovery Piace
Spokane Valley, Washington
Please Silencc Your Cell Phoncs During the 1'Ieeting
l. Review 2009 Council Budget Goals - Dave Mercier/Mike Jackson
2. Financial Forecast - Ken Thompson
3. Tunding Optioos/Bund Issucs - ken Thompson
4. Impact Fee Study
~ 5. I,egislative Ageada
6. Information nnl`•: (a) Workplan; (b) SiY-Year Business Plan
7. Brainstorming
Adjourn
,'Vvte: Unless otherwise noted above, there will be no publie commeats at Counci! Study Sessions or Workshops. During
mtetings held by thc City of Spokanc Va11cy Council, the Council rescrves thc right to takc "aclion" on any item listed or
subsequently added to the agenda. The term "action" means to deliberatw discuss, review, consider, cvaluatc, or make a
collective posiuve or negati%e decision.
NUTiCE: Individuals planning to atund thc meeting who requirc spcciai assistancc to accammodatc physical, hcaring, or achrc impairmen[s,
please contact the City Clerk at (509) 924-1000 ss soon as passible so that arrangemcnts may bc made.
Retreat Agcnda O 1-05-09 Pagc 1 of 1
.
Major Goul Statementsfor 2009
r
Contiaue monitorxna- wa~~ewater iss-ues, inc;ludzn.~ gOVeI71~1Ce Qf V4I3Ste'SN3teF f~.C1L1tIe8,
and pursuit of the mast efficie-nt arid econoniical methods to onsure the co-ntinuation of
wastewater dxscharge licenses. Seek funciine saux-ces for Citv Center that bu.ilds upan the City's initial investment in a
City Ha1l ta spur frarfher private investnent in the deveiopment of a mixed uge Czty
Center.
Ideati#`v oerformaace measures for the Pnlice l~epaxtment and mvnitor progress in
tbLeir attavment. ~
Im-Dlement and evaIuate armulations specifxed in the SpraguelAppleway Revitalization
Fla.n as adapted and arrended by the City Councii.
El valuate the avaiTabili ty, costs and effects of private sector vendors perfonuing winter
road mai_ntenauce for the Ciiye
Complete recor-ds indexing and pbase Yn a document imaizine svs#em City department
by City depaarfinent wz~h the goal of achieving city-wi.de im~~emer~tation in 2010.
,f
City of Spokane Valley
Multiyear Financial Plan - General Fund - Problem Statement #1
12-17-08
2009 2010 2011 2012 2013 2014
Estimate Estimate Estimate Estimate _ Estimate Estimate
General Fund Revenues:
Sales 7ax $ 16,750,000 x$ 18,000,000 $ 18,360,000 $ 18,727,200 $ 19,483,779 $ 19,873,454
ProperlyTax $ 10,875,000 $ 11,083,750 $ 11,294,588 $ 11,507,534 $ 11,737,685 $ 11,955,062
Gambling Tax $ 640,000 $ 640,000 $ 615,000 $ 615,000 $ 550,000 $ 550,000
Franchise FeeslBus Reg $ 1,000,000 $ 1,010,000 $ 1,020,100 $ 1,030,301 $ 1,051,010 $ 1,061,520
Slate Shared Revenues $ 1,252,000 $ 1,263,300 $ 1,315,383 $ 1,348,268 $ 1,416,524 $ 1,451,937 ~
Service Fees $ 1,965,000 $ 1,965,000 $ 1,965,000 $ 1,965,000 $ 1,900,000 $ 1,900,000
Fmes & Farfeitures $ 1,425,000 $ 1,425,000 $ 1,350,000 $ 1,300,000 $ 1,300,000 $ 1,300,000
Recreahon Program Fees $ 525,000 $ 530,250 $ 535,553 $ 540,908 $ 551,780 $ 557,298
Interfund Transfers $ 170,000 $ 180,200 $ 191,012 $ 202,473 $ 227,498 $ 241,148
Investment Int & Misc $ 400,000 $ 404,000 $ 408,040 $ 412,120 $ 420,403 $ 424,607
Carryover from prior yr $ 14,500,000 $ 10,367,606 $ 9,678,760 $ 6,757,463 S 1,225,465 $ (7,028,296)
Totat General Fund $ 51,502,000 $ 46,889,106 $ 46,733,436 $ 44,406,267 $ 39,864,144 $ 32,286,731
General Fund Expenditures:
Legislative $ 330,900 s 357,372 $ 385,962 $ 416,839 $ 450,186 $ 486,201
Executwe & Legislative $ 1,033,321 1,115,987 $ 1,205,266 $ 1,301,687 $ 1,405,822 $ 1,518,288
Public Safety $ 20,841,084 $ 22,508,371 $ 24,309,040 $ 26,253,764 $ 28,354,065 $ 30,622,390
Deputy City Manager $ 661,420 $ 714,334 $ 771,480 $ 833,199 $ 899,855 $ 971,843
Finance $ 878,437 $ 948,712 $ 1,024,609 $ 1,106,578 S 1,195,104 $ 1,290,712
Muman Resources $ 236,285 $ 255,188 $ 275,603 $ 297,651 $ 321,463 $ 347,180
PublicWorks $ 817,068 $ 882,433 $ 953,028 $ 1,029,270 $ 1,111,612 $ 1,200,541
Dev Engineering $ 870,199 $ 939,815 $ 1,015,000 $ 1,696,200 $ 1,183,896 $ 1,278,608
Planrnng $ 1,393,427 $ 1,504,901 $ 1,625,293 $ 1,755,317 $ 1,895,742 $ 2,047,401
Budding $ 1,325,213 $ 1,431,230 S 1,545,728 $ 1,802,938 $ 2,102,946 $ 2,271,182
Parks Admin $ 956,933 $ 1,033,488 $ 1,116,167 $ 1,205,460 $ 1,301,897 $ 1,406,049
Recreation $ 232,187 $ 250,762 $ 270,823 $ 292,489 $ 315,888 $ 341,159
Aquatics $ 403,616 $ 435,905 $ 470,778 $ 508,440 $ 549,115 $ 593,044
Sernor Center $ 94,194 $ 101,730 $ 109,868 $ 118,657 $ 128,150 $ 138,402
tibrary Services $ 20,000 $ 5,000 $ - $ - $ - $ -
CenterPlace $ 1,125,110 $ 1,215,119 $ 1,312,328 $ 1,417,315 $ 1,530,700 $ 1,653,156
Transfer to Capital $ 70,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000
Inc Bus Plans $ - $ 400,000 $ 425,000 $ 535,000 $ 700,000 $ 756,000
General Govemment $ 4,845,000 $ 3,100,000 $ 3,150,000 $ 3,200,000 $ 3,436,000 $ 3,700,000
Totai General Fund 36,134,394 37,210,346 39,975,973 $ 43,180,802 $ 46,892,440 $ 50,632,155
Net 15,367,606 9,678,760 6,757,463 1,225,465 (7,028,296) (18,345,424)
Less cash tlow reserve (5,000,000)
Carryover tonexlyr 10,367,606 9,678,760 6,757,463 1,225,465 (7,028,296) (18,345,424)
x Law enf Sales tax ends afler 2009
Street Fund - Problem Statement #2
12-22-08
2009 2010 2011 2012 2013 2014
Estimate Estimate Estimate Estimate _ Estimate Estimate
Street Fund - #2
Beginning Fund Bal * $ 1,500,000 $ 2,340,000 $ 2,735,000 $ 2,776,120 $ 2,425,330 $ 1,644,276
Diverted Road Tax $ - $ - $ - $ - $ " $ -
Interest Income $ 40,000 $ 46,000 $ 55,000 $ 55,000 $ 48,000 $ 48,000
Utility tax-telephones $ 2,500,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,150,000
Loan from Gen. Fund $ 500,000
Motor fuel Uc & misc $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2.000,000 $ 2,000,000
$ 6,540,000 $ 7,386,000 $ 7,790,000 $ 7,831,120 $ 7,473,330 $ 6,842,276
Expenditures $ 4,200,000 $ 4,536,000 $ 4,898,880 $ 5,290,790 $ 5,714,054 $ 6,171,118
Repay loan $ 115,000 $ 115,000 $ 115,000 $ 115,000 $ 115,000
$ 1,340,000 $ 2,735,000 $ 2,776,120 $ 2,425,330 $ 1,644,276 $ 556,098
* Late Dec weather may decrease this
City of Spokane Valiey - Capital Improvement Program Funding
Problem Statement #3
December 22, 2008
I Yearl 2009 1 2010 1 2011 2012 2013 ~ 2014
RESOURCES:
BEG, BAL $ 8,000,000 $ 3,423,000 $ 179,000 $(1,315,000) $ (2,183,000) $ (3,050,000)
CAP PROJECTS REET 1 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000
SPEC. CAP PROJECTS REET 2 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 904,000 $ 900,000
~ - $ - $ - ~ -
INVESTMENT EARNINGS $ 150,000 $ 72,000 $ 4,000 $ - $ - $ -
CDBG FROM COUNTY $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000
INS. SETTLEMENT $ 85,000 $ - $ - $ - $ -
STATE - UNIV. PARK $ 800,000 $ - $ - $ - $ -
PARKS GRANT $ 200,000 $ - $ 50,000 $ - $ -
STORM WATER DRAINAGE $ 300,000 $ 300,000 $ 300,000 $ 500,000 $ 500,000 $ 500,000
GEN FUND $ 70,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000
TOTAL RESOURCES $ 11,705,000 $ 5,905,000 $ 2,643,000 $ 1,295,000 $ 427,000 $ (440,000)
EXPENDITURES:
PARKS $ 440,000 $ 580,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
DISCOVERY (UNIVERSAL) PK $ 900,000
DEBT SERVICE PYMTS $ 187,000 $ 184,000 $ 185,000 $ 186,000 $ 186,000 $ 190,000
CDBG FROM COUNTY $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000
CITY POOLS $ 555,000
2009-14 secured projects $ 4,600,000 $ 3,885,000 $ 3,073,000 $ 2,392,000 $ 2,391,000 $ 2,391,000
STORM DRAIN IMPROVEMENTS $ 300,000 $ 300,000 $ 300,000 $ 500,000 $ 500,000 $ 500,000
BARKER BRIDGE ADDT'L FUNDING $ 1,000,000 $ 477,000 $ - $ - $ -
" TOTAL EXPENDITURES $ 8,282,000 $ 5,726,000 $ 3,958,000 $ 3,478,000 $ 3,477,000 $ 3,481,000
CARRYOVER TO NEXT YEAR $ 3,423,000 $ 179,040 $ (1,315,000) $(2,183,060) $ (3,050,000) $ (3,921,000)
Pavement Mgmt Program $ (4,435,000) $ (4,435,000) $ (4,435,000) $(4,435,000) $ (4,435,000) $ (4,435,000)
Unfundetl plannetl TIP projects $ (3,277,000) $ (3,455,000) $ (1,759,000) $(2,221,000) $ (2,329,000) $ (1,747,000)
Extra cost on pools and Barker Bridge =$2 5 mdlion Reduction in RE excise tax over 6 years =$1 2 milhon
"A reduction in projects or a delay on some projects is necessary
FUNDING OPTIONSBOND ISSUES
,
SPOKANE VALLEY RETREAT
JANUARY 5, 2009
1. CITY CA.PTIAL NEEDS:
A. City Hall
B. City Center
C. Protecting City's investment in streets
D. Parks
E. Other?
II. POSSIBLE I'UNDING SOURCES
A. Vehicle registxation fee (est. 67,000 vehicles)
Voter approval? (greater than $20)
Non-voter approval(up to $20)
B. Voter approved bond sale with property tax increase
+40% tuzza out of last Gen. election
+60% vote yes
+20 cents/m of taxable value =$1.4 million
+Election needs
-select election date
-cominittee
-funding
-council's role
I
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Rcw $2.02.050
Impact fees - Intent - Limitations.
(1) It is the intent of the legislature.
(a) To ensure that adequate facilities are available to serve new growth and development,
(b) To promote orderly growth and development by establishing standards by which counties, cities, and towns
may require, by ordinance, that new growth and development pay a proportionate share of the cost of new facilities
needed to serve new growth and development, and
(c) To ensure that impact fees are imposed through established procedures and cntena so that specific
developments do not pay arbitrary fees or duplicative fees for the same impact
(2) Counties, cities, and towns that are required or choose to plan under RCW 36 70A 040 are authonzed to
impose impact fees on development activity as part of the financing for public facilities, provided that the financing for
system improvements to serve new development must provide for a balance befinreen impact fees and other sources
of public funds and cannot rely solely on impact fees
(3) The impact fees
(a) Shall only be imposed for system improvements that are reasonably related to the new development;
(b) Shall not exceed a proportionate share of the costs of system improvements that are reasonably related to the
new development, and
(c) Shall be used for system improvements that will reasonably benefit the new development
(4) Impact fees may be collected and spent only for the public facilities defined in RCW 82 02 090 which are
addressed by a capital fiacififies pian eiement of a comprehensive land use plan adopted pursuant to the provisions of
RCW 36 70A 070 or the provisions for comprehensive plan adoption contained in chapter 36 70, 35 63, or 35A 63
RCW After the date a county, city, or town is required to adopt its development regulations under chapter 36 70A
RCW, continued authorization to collect and expend impact fees shall be contingent on the county, city, or town
adopting or revising a comprehensive plan in compliance with RCW 36 70A 070, and on the capital facilities plan
identifying
(a) Deficiencies in public facilities serving existing development and the means by which existing deficiencies will
be eliminated within a reasonable period of time;
(b) Additional demands placed on existing public facilities by new development, and
(c) Additional public facility improvements required to serve new development.
If the capital facilities plan of the county, city, or town is complete other than for the inclusion of those elements
which are the responsibility of a special district, the county, city, or town may impose impact fees to address those
public facility needs for which the county, city, or town is responsible
[1994 c 257 § 24, 1993 sp s c6§6,19901stexs c17§43]
Notes:
Severability --1994 c 257: See note following RCW 36 70A 270
Effective date --1993 sp.s. c 6: See note following RCW 36 70A 040
Severability Part, section headings not law 1990 1st ex.s. c 17: See RCW 36 70A 900 and 36 70A 901.
SEPA RCW 43 21 C 065
82.02.060
Impact fees - Local ordinances - Required provisions.
The local ordinance by which impact fees are imposed
(1) Shall include a schedule of impact fees which shall be adopted for each type of development activity that is
subject to impact fees, specifying the amount of the impact fee to be imposed for each type of system improvement.
The schedule shall be based upon a formula or other method of calculating such impact fees In determining
proportionate share, the formula or other method of calculating impact fees shall incorporate, among other things, the
following
(a) The cost of public facilities necessitated by new development,
(b) An adjustment to the cost of the public facilities for past or future payments made or reasonably anticipated to
be made by new development to pay for particular system improvements in the form of user fees, debt service
payments, taxes, or other payments earmarked for or proratable to the particular system improvement,
(c) The availability of other means of funding public facility improvements,
(d) The cost of existing public facilities improvements; and
(e) The methods by which public facilities improvements were financed,
(2) May provide an exemption for iow-income housing, and oiher development activities with broad pubiic
purposes, from these impact fees, provided that the impact fees for such development activity shall be paid from
public funds other than impact fee accounts,
(3) Shall provide a credit for the value of any dedication of land for, improvement to, or new construction of any
system improvements provided by the developer, to facilities that are identified in the capital facilities plan and that
are required by the county, city, or town as a condition of approving the development activity;
(4) Shall allow the county, city, or town imposing the impact fees to adJust the standard impact fee at the time the
fee is irnposed to consider unusual circumstances in specific cases to ensure that impact fees are imposed fairly,
(5) Shall include a provision for calculating the amount of the fee to be imposed on a particular development that
permits consideration of studies and data submitted by the developer to adjust the amount of the fee;
(6) Shall establish one or more reasonable service areas within which it shall calculate and impose impact fees for
various land use categories per unit of development,
(7) May provide for the imposition of an impact fee for system improvement costs previously incurred by a county,
city, or town to the extent that new growth and development will be served by the previously constructed
improvements provided such fee shall not be imposed to make up for any system improvement deficiencies
[1990 1 st ex s c 17 § 44 ]
Notes:
Severability Part, section headings not law --1990 1st ex.s. c 17: See RCW 36 70A 900 and 36 70A 901
82.02.070
Impact fees - Retained in special accounts - Limitations on use - Administrative appeals.
(1) Impact fee receipts shall be earmarked specifically and retained in special interest-bearing accounts Separate
accounts shall be established for each type of public facility for which impact fees are collected All interest shall be
retained in the account and expended for the purpose or purposes for which the impact fees were imposed Annually,
each county, city, or town imposing impact fees shall provide a report on each impact fee account showing the source
and amount of all moneys collected, eamed, or received and system improvements that were financed in whole or in
part by impact fees.
(2) Impact fees for system improvements shall be expended only in conformance with the capital facilities plan
element of the comprehensive plan
(3) Impact fees shall be expended or encumbered for a permissible use within six years of receipt, unless there
exists an extraordinary and compelling reason for fees to be held longer than six years Such extraordinary or
compelling reasons shall be identifred in written findings by the governing body of the county, city, or town
(4) Impact fees may be paid under protest in order to obtain a permit or other approval of development activity
(5) Each county, city, or town that imposes impact fees shall provide for an administrative appeals process for the
appeal of an impact fee; the process may follow the appeal process for the underlying development approval or the
county, city, or town may establish a separate appeals process The impact fee may be modified upon a
determination that it is proper to do so based on principles of fairness The county, city, or town may provide for the
resolution of disputes regarding impact fees by arbitration.
[1990 1st ex s c 17 § 46 )
Notes:
Severability Part, section headings not law --1990 1st ex.s. c 17: See RCW 36 70A 900 and 36 70A 901
82.02.080
Impact fees - Refunds.
(1) The current owner of property on which an impact fee has been paid may receive a refund of such fees if the
county, city, or town fails to expend or encumber the impact fees within six years of when the fees were paid or other
such period of time established pursuant to RCW 82 02 070(3) on public facilities intended to benefit the development
activity for which the impact fees were paid In determining whether impact fees have been encumbered, impact fees
shall be considered encumbered on a first in, first out basis The county, city, or town shall notify potential claimanfs
by first-class mail deposited with the United States postal service at the last known address of claimants.
The request for a refund must be submitted to the county, city, or town governing body in writing within one year of
the date the right to claim the refund arises or the date that notice is given, whichever is later. Any impact fees that
are not expended within these time limitations, and for which no application for a refund has been made within this
one-year period, shall be retained and expended on the indicated capital facilities Refunds of impact fees under this
subsection shall include interest eamed on the impact fees.
(2) When a county, city, or town seeks to terminate any or all impact fee requirements, all unexpended or
unencumbered funds, including interest earned, shall be refunded pursuant to this section Upon the finding that any
or all fee requirements are to be terminated, the county, city, or town shall place notice of such termination and the
availability of refunds in a newspaper of general circulation at least two times and shall notify all potential claimants
by first-class mail to the last known address of claimants All funds available for refund shall be retained for a period
of one year At the end of one year, any remaining funds shall be retained by the local government, but must be
expended for the indicated public facilities. This notice requirement shall not apply if there are no unexpended or
unencumbered balances within an account or accounts being terminated
(3) A developer may request and shall receive a refund, including interest earned on the impact fees, when the
developer does not proceed with the development activity and no impact has resulted
[1990 1 st ex s c 17 § 47 J
Notes:
Severability Part, section headings not law --1990 1st ex.s. c 17: See RCW 36 70A 900 and 36 70A 901
82.02.090
Impact fees - Definitions.
Unless the context clearly requires othenroise, the following definitions shall apply in RCW 82 02 050 through
82 02 090
(1) "Development activity" means any construction or expansion of a building, structure, or use, any change in use
of a building or structure, or any changes in the use of land, that creates additional demand and need for public
facilities "Development activity" does not include buildings or structures constructed by a regional transit authority
(2) "Development approval" means any written authorization from a county, city, or town which authorizes the
commencement of development activity
(3) "Impact fee" means a payment of money imposed upon development as a condition of development approval
to pay for public facilities needed to serve new growth and development, and that is reasonably related to the new
development that creates additional demand and need for public faalities, that is a proportionate share of the cost of
the public facilities, and that is used for facilities that reasonably benefit the new development. "Impact fee" does not
include a reasonable permit or application fee
(4) "Owner" means the owner of record of real property, although when real property is being purchased under a
real estate contract, the purchaser shall be considered the owner of the real property if the contract is recorded
(5) "Proportionate share" means that portion of the cost of public facility improvements that are reasonably related
to the service demands and needs of new development
(6) "Project improvements" mean site improvements and facilities that are planned and designed to provide
se►vice for a particular development project and that are necessary for the use and convenience of the occupants or
users of the project, and are not system improvements No improvement or facility included in a capital facilities plan
approved by the governing body of the county, city, or town shall be considered a project improvement
(7) "Public facilities" means the following capital facilities owned or operated by government entities (a) Public
streets and roads, (b) publicly owned parks, open space, and recreation facilities, (c) school facilities, and (d) fire
protection facilities in jurisdictions that are not part of a fire district
(8) "Service area" means a geographic area defined by a county, city, town, or intergovernmental agreement in
which a defined set of public facilities provide service to development within the area Service areas shall be
designated on the basis of sound planning or engineenng pnnciples
(9) "System improvements" mean public facilities that are included in the capital facilities plan and are designed to
provide service to service areas within the community at large, in contrast to project improvements
[2008 c 42 § 1, 1990 1 st ex s. c 17 § 48 j
~ Notes:
Severability Part, section headings not law --1990 1st ex.s. c 17: See RCW 36 70A 900 and 36 70A 901
82.02.100
Impact fees - Exception, mitigation fees paid under chapter 43.21 C RCW.
A person required to pay a fee pursuant to RCW 43 21 C.060 for system improvements shall not be required to pay
an impact fee under RCW 82 02 050 through 82 02 090 for those same system improvements
[1992c219§2]
Excerpt From NIRSC Regrding Impact Fee:
- ~ - - - . ~ .
7A, °t ~ sk
M
1 !A
4
Thjs MQnth; • Can transDortation imDact fees be used to fund the transnortation
imDact fee studv uodate for the same area?
Ask MRSC is a monthly e-newsletter featuring responses to selected inquiries received by the consultant staff
of the Municipal Research and Services Center of Washington. Please feel free to forward this e-mail to your
colleagues. If this e-mail was forwarded to you, aet vour own copy_ - free'
Ask a Q • - - . , c o K 6 ►
quiries.
va
Q 0 Can transportation impact fees be used to fund the transportation impact fee study update for the
■ sa.me area?
A it Transportation impact fee money cannot be used for a study update. RCW 82.02.050(4) states
ff, that impact fees may be "spent only for the public facilities as defined in RCW 82.02.090 which
are addressed by a capital facilities plan element The definition of "public facilities" in RCW
82.02 090(7) is:
"Public facilities" means the following capital facilities owned or operated by government entities:
(a) Public streets and roads; (b) publicly owned parks, open space, and recreation facilities; (c)
school faulities; and (d) fire protection facilities in jurisdictions that are not part of a fire district.
A fee study is not a public facility.
O 2008 Municipal Research & Services Center of Washington
C'l Ynpoldme
,,;000Va1ky9
2009 Lgg_isls ' e A,get1dA l~do.tlled by Council Sentember 9. 2008
The following is the initial legislative agenda adopted by Council at its September 9, 2008 Regular Council
Meeting:
Seven Principle Items of Interest:
1) Securing state fimding for statewide communications interoperability infrastructure: Locally the citizens
have approved a sales tax increase that includes 1/10'' of 1% for communication equipment; however, the
revenue is insufficient to fund all five items within that initiative. Interoperability is a statewide concern and
according to the Association of Washington Cities, there is a$400 million problem to be resolved.
2.) Increased state,fiarding for the 911 system: Rates applied to telephone and other bills that generate revenue
for the 911 systems are set by state legislature and have not been revised for a long time. Many 911 centers are
advising their constituents that they are not able to bold a budget below the cw-rent revenues and have expressed
a need for state relief.
3.) State financral support for the conrpletion of Greenacres Park development and any site acquisitions that
may be avoilable: Last term we received $300,000 of our initial request for $500,000 in state capital budget
support for the development of Greenacres Park. We acquired the property and have estimated $1,000,000 to
develop it to a full service park. The community applied for and was denied a state grant for another $500,000
for recreation support. We now have a$700,000 gap that we want to ask the capital budget committee for
support and since we are two years away from being able to apply to other funding sources, staff will examine
the idea of creating a plan to use the $300,000 we have to complete design and as much development as the
funding will allow in order to show the legislature we are using the funds received for the purposes intended.
4.) State funding for City Center public improvements: The Community Trade and Economic Development
Department (CTED) has had some funding for similar pmjects elsewhere in the state and we want to ensure they
are aware of our community project.
S) Reasonable legislation related tv the "cap a»cl trade" provisiorrs of climcrte control regulalians under
consideration: Council has heard repeated reports on the climate control and change regularions now being
discussed in Olympia as well as Washington D.C., using the term "cap and trade" in reference to efforts to
reduce our carbon footprint. We want to be aware of the progression and opdons for a regulatory environment.
6) Street utility enabling legislation: Council has seen several presentations regarding Spokane City Councilman
A1 French's proposed street utility legislation and has previously shown support of the legislaiion. The proposal
enables legislation to allow local control and determination by city councils and local electorates to decide if it is
a tool they want to use in their community to attead to street maintenance functions.
7) Access to enhanced state fuel purchasing poti~yer. We have a desire to determine if there is a way to access
enhanced state fuel purchasing power due to the large amount of fuel purchased by the state, county, and city to
operate vehicles and we therefore need to explore whether there is a way to combine our purchasing power to
drive down the cost of the fuel being purcbased.
At the hQvember 4 2008 Counci Studv SessiQn m~ting. Council ooroved adding the f lo low'n_.,¢ ite to the
legislative agen&
8) Consideration of Methods to advance the Spokane Gou»ty Wastewater Treatment Plant
Spakane Valley 2009 Legislative Agenda Page 1 af I
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f
OFFICE nF THE CITY CLERK
~ PaKAl V E 808 Vtt Spmxm Fni i, Bi.vi)
~ SN~>xa~i , W.ti,wi~c, i c~N ))2f)1-33 4?
(509) 625-6350
November 26, 2008
Citv Clerk File No.:
RES 2008-0107
COUNCIL ACTION MEMORANDUM
RE: RESOLUTION 08-107 ADOPTING THE CITY OF SPOKANE'S 2009
WASHINGTON STATE LEGISLATIVE AGENDA
During its 6:00 p.m. Legislative Session held Monday, November 17, 2008, the
Spokane City Council considered Resolution 08-107 adopting the City of
Spokane's 2009 Washington State Legislative Agenda. The following actions
were taken on the matter: .
Motion by Council Member McLaughlin, seconded by Council
Mernber French, that Council amend the 2009 Washington State
Legislative Agenda by deleting the paragraph under the Public
Safety and Criminal Justice section (concerning concealed
weapons); carried unanimously.
Upon Unanimous Roll Calf Vote, the Spokane City Council
adopted Resotution 08-107 adopting the City of Spokane's 2009
Washington State Legislative Agenda.
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Terri L. Pfister, V C
Spokane City Clerk
\c: Mayor
Council
Department Heads
Assistant Cifiy Attorney Mike Piccolo
Tom Parker (tparker011 @comcast.net)
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RESOLUTION NO. 2008-0107
A RESOLUTION ADOPTING THE CITY OF SPQKANE'S
2009 WASHINGTON STATE LEGYSLATIVE AGENDA
WHEREAS, efforts of representatives of the City of Spokane to influence, defend
against or mitigate potential harm, and/or guide the passage of legislation in the
Washington State Legislature are enhan.ced by a comprehensive package of proposals
that have been officially adopted by the City Council pursuant to a resolution.
NOW THEREFORE, be it resolved by the City Council of the city of Spokane,
that the 2009 Washington State Legislative Agenda be adopted as the position of the City
of Spokane on the item stated.
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Adopted this day of ~l'Ul//f»d~li2008.
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City of Spokane
2009 State Legislative Agenda
2009-2010 Biennial Session
Adopted by the Spokane City Council November 17, 2008
Economic Development
WTE Industry Development. In line with the Govemor's Next Washington initiative, the City
seeks funding from the Govemor's Strategic Reserve Fund for a public investrnent to deliver
infrastructure to re-use electricity and steam generated by the City's Waste-to-Energy facility as
an incentive for zndustry to cite near the WTE facility in west Spokane. In 2011, electricity now
generated at the VVTE facility and sold to the market will be available for local economic
development. Steam that is generated by the WTE could also be available with infrastructure
improvements. This will be a catalyst initiative for growth, particularly in clean technology and
green industries. Partners include Spokane International Airport and Greater Spokane
Incorporated
Clean Technology/Green "targeted incentives" to spur green building growth, clean
technology business and industry as identified by the Governor's Climate Action Team (HB
3120).
Main Street Neighborhood Business Centers (CTED). Amend RCW 82.73.030 to allow tax
credits (Utility and B&O) for Main Street business programs in cities with a population greater
than 190,000.
North Spokane Corridor Redevelopment Study. The City's Economic Development Division
requests $500,000 to study and plan land use designations, zoning, mitigation, bicycle/pedestrian
facilities, business retention strategies and economic development opportunities in anticipation
of the construction of the North Spokane Corridor.
Community Economic Revitalization Board (CERB). Led by AWC and WEDA, seek
permanent funding for CERB and support technical corrections that simplify the program,
increase flexibility and expedite application review and approval.
Community Empowerment Zone (CEZ). Led by Tacoma, amend CEZ corporate headquarters
legislation to define an industry cluster within a CEZ, exempt state B&O for certain number of
years, qualifying business must pay wageslbenefits above average for cluster and make a
financial contribution to a two-year community or technical college txaining program (or a local
four-year college or university academic program). The contribution must equal some percent of
the B&O tax that was otherwise due.
Local Infrastructure Finance Tool (LIFT). Led by AWC, WEDA and others, this effort seeks
to fund renewal of this authority, and expands its use by repealing the one project per county
restriction.
Traosportation, Public Works & Infrastructure ,
The foltowing projects were prioritized for support in a regional collaborative process.
Capital Road Projects:
North Spokane Corridor. The Washington Department of Transportation (WSDOT) submits
the North Spokane Corridor (NSC) project for consideration and prioritization. The proposed
corridor is a High Priority Corridor of the Nationai Highway System and a major freight corridor
between Canada and Mexico. This is the region's highest transportation priority.
US 195/Spokane-Cheney Road Interchange. Support WSDOT's $12.5 million request to fund
a partial interchange at US 195 and Spokane-Cheney Road. US 195 is a designated highway in
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the National Highway System and a Highway of State Significance on which about $40 million
of freight is transported each day. Since 2000, residential development along this comdor has
significantly grown and safety has become a very real concern.
Bridging the Valley's Barker Road Uverpass. This $25 million project would build an
overpass over the Burling Northern Santa Fe (BNSF) mainline near SR 290 (Trent Avenue),
significantly improving safety.
Non Motorized Transit:
Fish Lake Trail. Support $1 million City request to partially fund the completion of Fish Lake
Trail. The City received $1 million form the 20071egislature, for which it is very appreciative.
The City has requested $2 million i.n federal funding, and with local partners expects to raise the
final $2 million. The trail is an important link in the region's expanding trail system, connects the
Centennial Trail and the Columbia Plateau Trail, and provides a major recreation facility and an
alternative transportation link to Cheney and EWU.
STA Vanpool Expansion. Support $650,000 request to expand STA's vanpool fleet, essential to
the region's commute trip reduction goals.
Studies:
University District Division Street Gateways/Streetscapes. The City and the Downtown
Spokane Partnership will partner to seek $500,000 to address urban blight at the City's main
entrance from I-90 at Division Street. The intent is to create a much more attractive and inviting
entry to the City of Spokane and the University District.
Spokane County Northwest Connector. This would provide an arterial connection between
north Spokane County and the West Plains area. Preliminary modeling suggests shows that the
corridor has the potential to zelief current and future traffic congestion in north Spokane, SR 291,
SR 2, I-90, the Medical Lake interchange, and several north/south arterials in the City of
Spokane.
Other Transnortation Maiters:
Ban studded tires. Support legislative effort to ban studded tires from roads, streets and
highways.
Street Utility. The City supports education of key audiences including potential supporters and
opponents over the next several months and proposing amended legislation that would allow
cities to charge a fee based on trip generation that would better define the purpose of a street
utility as a benefit to public health and safety, focused on benefitting the street utility service
area.
Public Works Infrastructure Funding. Increase existing grant and loan programs in order to
stay current with construction inflation. These programs include the Public Works Trust Fund,
Transportation Improvement Board, and Highways and Local Programs. Oppose efforts to divert
funds elsewhere from the Public Works Trust Fund.
Communities Facilities Districts (CFDs). Enabling legislation may be introduced by the
business community to fund infrastructure of cities and counties. Funding is proposed as CFD
Special Tax Bonds secured by special taaces (explicitly not ad valorem property taxes) paid by
property owners within the boundaries of the CFDs.
Transportation Studies/Impact Fees. Support change in state law to allow govemment to use a
portion of iznpact fees to develop or maintain traffic studies.
Environment, Land Use & Energy
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Renewable Energy Credits for City's Existing lZesource Recovery Assets. Support
amendments to Initiative 937 that would define existinQ municipal solid waste energy generated
at Spokane's regional waste-to-energy (WTE) facility, methane produced at the City's landfills
and solid waste treatment plant, and the hydropower generated at the City's small Upriver Dam
as renewable, as part of the City's collection of resource recovery assets in support of clean
economic development.
Water Adjudication. The Department of Ecology may seek Iegislative funding for a Water
Ajudication process in Washington State because Idaho's adjudication is moving forward. The
City will monitor this matter.
Municipal Water Rights. The City supports the State's appeal of a King County Superior Court
decision on inchoate water rights, and preservation of its water rights for future needs.
Climate Change. Monitor recommendations from the Governor's Climate Action Team and the
CTED study authorized by SSB 6580 to provide legislative recommendations to the Governor
and Legislature by Dec. 1 to describe local Qovernment actions to address climate change,
describe amendments to GMA and other statutes to help address climate change through land use
and transportation planning, recommend funding to help government, and consider impacts to
affordable housing, employment, transportation costs, and economic development that result
from addressing climate change impacts.
Annexation Reform. Advocate for changes to annexation statutes that better facilitate
annexations, as required by the Growth Management Act, and support proposals to encourage
cities and counties and other special districts to better coordinate boundary and governance
transition issues.
Public Safety & Criminal Justice
Municipal Court Clarification to RCW 3.50: Supportjoint proposal with Spokane County to
clarify components of the 2008 amend.ments to RCW 3.50 in order to allow opti.mum flexibility
to contract for judicial and court services as deemed necessary by the contracting eity. The 2008
amendments granted exclusive original jurisdiction to both the hosting jurisdiction and the
contracting RCW 3.50 court, which creates a jurisdictional challenge as an unintended
consequence; the joint proposal contains corrective language. The joint proposal also includes
minor changes to the chapter that more clearly define the available options and clarify the
application of provisions that would otherwise frustrate the contracting entities' flexibility, which
was the stated purpose for the 2008 amendments.
Attorney-Client Privilege. Oppose legislation that limits a public agency's attorney-client
privilege to only communications related to an actuallawsuit, and only while the lawsuit is
pending in court. This drastically narrows the privilege and restricts records that can be claimed
as an attorney work product.
CBRNE/Funded Regional Hazardous Materials Teams. Support the Washington Fire Chiefs'
highest priority for a regional response for Chemical, Biological, Radiological, Nuclear and
Explosive (CBRNE), funded by the State and supported by existing local team all with identical
SoPs, equipment and training throughout the state. Spokane would benefit from this funding.
EMS Levy Rate Increase. Support an increase from ofthe EMS levy rate from SOC per $1,000
AV to 75 C to cover rising emergency medical services expenses largely due to inflation and
static revenue.
Health Care, Housing & Human Services
Public Health Funding. Support the Joint Select Committee on Public Health
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Fi.nancing's recommendation to the legislature to provide $100 million a biennium in dedicated
public health fundi.ng aimed at specific public health gaps in basic local services.
Health Care Authority. Support the Health Care Authority's continued funding of the
Community Health Care Collaborative Grant Program wit}a sufficient funding for both grants and
program admi.nistration, which in turns supports Project Access.
Health Care Reform. Monitor the five health care reform proposals from a citizens' work group
that are due to Govemor and Legislature by December 15, 2008.
Spokane County/RSN. Support Spokane County's Regional Support Network legislative
requests on behalf of the mentally ill. Suspend closing 30 beds in 2009 at Eastern Sta.te Hospital;
suspend unti12010 state hospital penalties for use of state hospital beds to allow Spokane RSN to
open a 16-bed Evaluation and Treatment Facility, or allocate $3.1 million non-Medicaid funds in
2009 to Spokane for penalties; reallocate hospital beds at Eastern State Hospital from 87 to 117
based on historical use and need; provide for an independent Utilization Management function
over state hospitals for admission and discharge; transfer penalties from the RSN to the state
departments responsible for developmentally disabled and dementia client not gravely disabled
due to mental illness; address the acute short stay admissions to EHS; fund local study of
movement of individuals from bordering counties and states to Spokane County, and fund
housing for Spokane's mentally ill (50 units and 25 congregate care facility beds).
Municipal Finance & Flexibility
FYre/Library Annexation Authority. Amend existing legislation to allow municipalities with
population over 100,000 to anriex to an adjacent Fire or Library District.
Brokered Natural Gas may need a legislative remedy to Div. II, Court of Appeals decision that
ruled Tacoma's local brokered natural gas use tax used by GP Gypsum does not apply because
Gypsum took control of the gas when it first entered the state in unincorporated Whatcom
County near Sumas. State AG's office has filed a review by state Supreme Court, but if
sustained, local BNG use tax for all cities is eliminated (affects 40 cities who in 2006 received
$ l lmillion in local BNG use tax). In addition to loss of current revenues, there is potential for
refunds.
State and Federal Telecommunications Policies. The City strongly opposes franchise
proposals that cause loss of local control, loss of local revenue, and elimination of build-out
requirements that assures equal access for all citizens and eliminates and local venue for redress.
Education & Workforce Development
Support full funding for early learning education, K-12 and higher education and workforce
development for specific priority operating and capital projects requested by Was6ington State
UnYversity, Eastern Washiag:on University and Community Colleges of Spokane, Sirti, and
the Applied Sciences Laboratory.
In the area of workforce development, the City supports the Spokane Area Workforce
Development's 2009 state legislative agenda whose goals it is to a) achieve more with existing
training resources, grow the middle class, and save our high school students. The City also
supports the agenda of the School's Out Washington Afterschool Care Program and statewide
and local efforts to address youth dropout concerns
State Capital Budget/Community Needs (In no particular order)
2010 U.S. Figure Skating Championships, Star USA - Support $600,000 request by StarUSA
to help fund and host the 2010 U.S. Figure Skating Championships in Spokane.
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Armed Forces & Aerospace Museum Support $3 million request for sta.te funding for the
Armed Forces & Aerospace tiiuseum that benefits education, tourism and airport development.
Friends of the Falls - Support $100,000 request to fund a feasibility study supporting the
creation of a Spokane "river corridor parks district" under the State's Metropolitan Parks District
(MPD) statute. If adopted, the MPD would be funded by local taxes.
Inland Northwest Health Systems - Support INHS' Eastem State Hospital information systems
at $1,575,000 capital request and an.nual operations and maintenance of $240,000.
Iron Bridge - The City strongly encourages funding for Washington Wildlife and Recreation
Program (V;WRP) sufficient to include the Iron Bridge across the Spokane River. This important
project ranked very highly as No. 11 of 35 projects on the WWRP project list, and will begin
improving the built environment in the University District, encouragi.ng private investment.
City of Spokane Electied Officials
Mary B. Vemer, Mayor
Joe Shogan, City Council President
Michael Allen, City Council
Bob Apple, City Council
Steve Corker, City Council
Al French, City Council
Nancy McLaughlin, City Council
Richard Rush, City Council
For information on the City of Spokane legislative priorities, contact:
Tom Parker, Parker Northwest, (206) 200-7898, tDarker011 cr,comast.net.
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GREATER SPOKANE
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2009 Legislative Agenda Adopced, November 26, 2008
The following is a summary of state legislative priorities adopted by the Greater Spokane Valley Chamber of Commerce
which address important needs of our members and the community we serve. hi addition to these specific priorities, we
continue to support efforts to improve the business climate in our state by reforming permitting processes, workers
compensation, and unemployment insurance. We also support efforts to address costs and access to healthcare. Realizing
that state funds will be lirnited due to the current deficit, we have selected specific issues for attention and a limited
number of funding projects that we believe will have the greatest positive impact on communities in the Spokane Valley as
well as the Spokane Region.
Hi2h Prioritv Yssues:
*"Transportation•
US-395 North/South Corridor - We support funding for this importaat trade corridor which is critical for
the economic development of the region and will unprove freight mobility throughout the state.
Bridging the Valley - We support funding to complete this bi-state railroad consolidation project to
remove at grade crossings to enhance freight mobility and improve traffic safety.
Education:
Funding for Basic K-12 Education - We support maintaining current funding, while the legislature
takes action to implement a new defuution of basic education that will fully fund those services set forth by
the defanition.
Higher Education Capital Funding - We support the continued funding of the established state priority
list to support our 4 year universities and community colleges.
***Economic Development:
Wastewater Reclamation Facility Permit - We request support from our legislators to urge Department
Of Ecology (llOE) to issue the permit required to operate the proposed new wastewater reclamation
Facility in Spokane County. Without this permit our community faces a building moratorium which would
harm economic development in our cona.munity.
SIY2TI - We support funding the biennial budget for FY2010 and 2011 which includes $420,000 for the
new project, Bootstrapping Technology Companies in Eastem Washington. This project will help
entrepreneurs and technology companies in need of funds to launch new products.
Taxes and Fees for Business - We urge the legislature to refrain from imposing aay new taxes and fees on
businesses in Washington during the anticipated economic downturn forecast for next 18 to 24 months.
***Rcgional lnitiatives:
Star USA - We support the request to the state for $600,000 as a share in the bid fee so that Spokane can
host the 2010 U S Figure Skating. This event is anticipated to have an economic impact of $30 million for
the state and region.
Athletic Field 12enovation and Development Project- We support the proposal by the Sports
Commission and Spokane Falls Community College request of $2 million.
*"*Capital I`unding Projects: The following list our priorities for funding projects in the Spokane area.
1) Spokane Valley Partners -$1 million for capital improvements to complete the Food Baztk eacpansion
and site improvements beneficial to all programs offered at this organizations community facility.
2) Spokane Valley Parks -$700,000 to complete the development of the Green Acres Neigbborbood
Park and $300,000 to purchase property for a proposed park by Centennial Middle School in the City of
Spokane Valley.
3) YMCA/YWCA -$3.5 million to help build the new joint Central Spokane XMCA and YWCA.
4) INHS -$9.3 nullion to fund the following projects: Implementation of electronic record systems at
Eastern and Westem State Hospitals, Chronic Disease Care Demonstration Project, Northwest
Telehealth and COHE (continuation of project to return injured workers to work.)
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Funding for Basic K-12 Education
At Issue: Requesting that the Legislature ma.intain cuxrent funding levels while defming
basic education to provide a funding formula to support tlus requirement fox public
school districts in Washington.
BackRround: The constitution for the State of Washington specifies ihat the state has the
responsibility to provide basic education. The current funding formula forces school
districts to go to local voters on a frequent basis for maintenance and operations levies.
The fundi.ng pxoblem is further complicated by legislative mandates for services to be
provided by the dist-ricts with no additional funding commitmenis. There is a need to
define the nature of basic education and to arrive at a new formula to provide funding
from the state to the districts.
Imnortant Facts: -
• The K-12 Basic Public School funding fo.rmula has not been chan.ged since
the 1970's. Changes in demograph.ics, economy, transporration,
technology, security, testin.g and graduation requirements have changed
greatly in over 30 years.
• Due to the fact that many services have been added as responsibilities of the
public education system by legislative mandate without fu.nding, there is a
need for the legislatuxe to define basic education.
• Voter initiatives, such as 1-728 placing limits on class size and 1-732
requiring cost of living salary adjustments for teachers, support the need for
further investment at the state level to improve public education.
• Currently the Basic Education Finance Joint Task Force has been convened to
- review basic education funding. This taskforce is cuxrently reviewing 5
proposals to restructure our K-12 financing system. The zesult of the task
force efforts will create a bill that will be introduced in the 2009 legislative
session.
Chamber Posifion: The Greater Spokane Va11ey Chamber of Commerce supports
ma.intaining current funding, while the legislature takes action to implement a new -
formula based on a new defm-tition of basic education that will fully fund those services
set fo.rth by the definition.
9507 E Sprague Spokane Va11ey WA 99206 (509)924-4994 Fax(509)924-4992
vvww.spokanevalleychamber.org; i.nfo@spokanevalleychamber.org
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Greater Spokane Incorporated
State Agenda 2009
(December 1, 2008)
7le membership of Greater Spokane Incorporated recognizes the uncertainty of the current
global, national and state econornies and the effect on our state's budget. During these times, it
is vitally important the 2009 Legislature focus on policies that expand the state and regional
econorny, improve educational opportunities for our workforce, and create new jobs and a more
competitive climate in which to start and grow business. It is also important to protect and
maintain state funding and investment for all community partners in the Spokane region that
provide K-12 and higher education, health care, human services, transportation and cultural
opportunities.
The principles that guide th.e development of the Greater Spokane Incorporated 2009 state
agenda ensure that initiatives we pursue on behalf of our members adhere to the region's
priorities and values, and include:
- Supporting policies that enhance the region's business clixnate for our existing businesses and
to better attract new business;
• To seek opportunities for funding our local infrastructure, regional transportation, community
projects and capital facilities that support our education institutions;
• Improve access to health care and promote life science innovation and research that expand
our health sciences cluster;
• ATOrldng to expand workforce training programs critical to our region's ability to expand
business, to create jobs and increase wages;
• Promoting initiatives to protect our environment, our natural rECreation and cultural
opportunities to enhance our quality of life;
The following are the state budget and public policy objectives Greater Spokane Incorporated will pursue
in the upcoming 2009 Legislative Session:
BUSINESS CLIMATE
protecting our small businesses and making the region a better place to own a business
Unernployment Insurance (iJI) -Washington's unemployment insurance system imposes
among the highest premiums in the nation which makes the initial cost of doing business in our
state extremely burdensome. Greater Spokane Incorporated will continue to support legislative
reforms to the unemployment insurance system to reduce the cost to businesses and continue to
provide rich benefits to our state's unemployed during this downturn in the economy.
Workers' Compensation - The State of Washington Industrial Insurance Program is
administered as a public system by the state Department of Labor & Industries (L&I) and is
supported by premiums paid by V1Tashington businesses. Greater Spolcane Incorporated
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
wrwv.greateWokaneincoroorated.org
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advocates keeping industrial insurance premiums low for small businesses and seeking
alternative and more cost effective fund sources for expanding Washington workers vocational
rehabilitation and workforce training programs.
Regulatory Reform - Private businesses in our state are continuously burdened with state
sanctioned regulations that are not always firmly grounded in state law. The state's permitting
processes are enforced inconsistently, increase the cost of doing business, and hamper the
health of our regional and state business clirnate. Greater Spokane Incorporated will pursue
reforms in our state's regulatory environment that accommodafie a more competitive business
climate.
Health Care Costs - Policies enacted by the legislature such as the small-business health care
connector that involve pooling of coverage for low-income employees and do not address
escalating health care costs for employers are inadequate. Greater Spokane Incorporated will
continue to pursue policies that wi.ll provide realistic solutions to the steadily increasing cost of
health care to employers and their employees -vvhile providing adequate choice and coverage in
their health care coverage plans.
TRANSPORTATION
unified in our commitment to enhancing the region's mobility
Greater Spokane Incorporated, with its community partners, has undergone a process to
identify and develop a regional transportation strategy. The process has identified the region's
long-term goal to create a dynamic, safe, efficient, effective and sustainable multi-modal inter-
and intra jurisdictional transportation system that is a catalyst to a vibrant regional economy. A
new regional strategy is needed where the region's partners work together to establish and
maintain a unified vision, effective governance, and a realistic financing plan. The process has
created an agreement that Greater Spokane Incorporated Mll pursue a path for funding
maintenance and operation for our regions' streets and our capital priorities for the 2009
Legislative Session. Our transportation priorities are as follo,,>>s:
CAPITAL
North Spokane Corridor -$30o million. Upgrading US 395 is a vital part of improving
Washington State's economic climate both regionally and nationally. The North Spokane
Corridor (NSC),vvill provide a major link through Spokane allowing for the shipment of freight
between the United States, Canada, and Mexico. The NSC will ultimately provide a seamless, 60
miles per hour, limited access corridor. This phase of the NSC project will extend an operational
segment from Francis south to Euclid.
US 195 Hatch Road to I-9o Cheney/Spokane Road Interchange -$12.5 million. There
are presently seven major intersections and driveways with access to the highway along this five-
mile section of US 195. Vehicles enter US 195 through these at grade intersections and mix wzth
the high-speed traff'ic creating a hazard and diminishing overall traffic flow. This is the first of
seven projects that will eliminate existing at-grade intersections and provide interchanges at
Hatch Road, Meadowlane Road and Cheney-Spokane Road.
Bridging fihe Valley -$25.7 million. Barker Road is a north-south principal arterial in the
City of Spokane Valley carrying over 4,200vehicles per day. The road crosses the Burlington
Northern Santa Fe (BNSF) mainline near SR 290 (Trent Avenue) and carries 30-50 trains per
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
www L-reatersnokanei~ci~roorated.org
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day. This project will reconstruct Barker Road to pass over three BNSF tracks and SR 290.
Wellesley Avenue -vvill be re-routed to connect to the new Barker Road.
NON-MOTORIZED AND TRANSIT
Fish Lake Trail - The City of Spokane is requesting $i million in state funds to complete the
Fish Lake Trail from Spokane to the Fish Lake Trailhead. Fish Lake Trail has been identified as
an important link in the region's expanding trail system that when completed will connect the 37
mile long Centennial Trail with the Columbia Plateau Trail. The trail will serve as a major
recreational facility for wallang, running, bicycling, roller blading, and equestrian use.
Vanpool Expansion - Spokane Transit is requesting state funds in the amount of $650,000
($26,00o per van) for the purchase of 25 vans to expand its vanpool fleet. An expanded vanpool
program is essential to support our region's CTR goals. Vanpool represents a critical asset as
part of an overall strategy for public transportation to make a more significant contribution to
our CTR affected worksites and our new Growwthh and Transportation Efficiency Center (GTEC)
in downtow-n Spokane. Forty-five percent of the Spokane County CTR affected worksites are in
low density, rural/suburban areas. These large employers chose locations with lower properry
costs and remote from dense residential or other business activity. This philosophy worked
when transportation costs were relatively low. As fuel prices have increased, these employers are
being pressured by their employees to help with the high cost of personal transportation. These
employers then turn to Spokane Transit for a solution. In most cases, vanpools meet their needs.
Vanpools fill a critical need that is not efficiently met by scheduled fixed-route bus service.
TRANSPORTATION STUDIES
Nortliwest Connector Study - $850,000.
The Northwest Connector would provide an arterial road connection between north Spokane
County and the West Plains area. The preliminary traffic modeling for the corridor shows that it
has the potential for relieving both present and future traffic congestion in north Spokane, SR
291, SR 2, I-9o, the Medical Lake Interchange and numerous narth/south arterials within the
City of Spokane.
U-District Pedestrian/Bike Bridge & Division Street Gateway/Streetscape -
$1,000,000.
The City proposes to develop a preliminary design and engineering study of a Railroad Safety
Overpass/Pedestrian Bridge at a cost of $500,000 to continue the pace of development of
infrastructure identified in the University District Master Plan.
The City is also proposing to develop a preliminary design and engineering study of a gateway
along Dhrision Street between I-9o and Spokane Falls Blvd, tirhich will include streetscape
impro,krements and enhancements to the railroad viaduct. The estimated cost is $500,000 to
work through the public process of developing the concept to the point of establishing a 30%
design and cost estimate.
Urban'Irail: Millwood to Spokane Valley -$300,000.
The Millwood - Spokane Valley Trail is a five-mile separated pathway on abandoned railroad
ROW and Spokane County sewer ROW to connect the cities of Spokane, Spokane Valley, and
Millwood. This trail will provide a route through much of the City of Spokane Valley connecting
tvvo elementary schools, a middle school, and a high school. Funding would allow for the initial
research and design of this project.
initial research and design of this project.
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
w%wv.greatersnokaneincoroorated.org
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EXPANDING THE ECONOMY
creating new technologies, new jobs
Applied Science Laboratory (ASL) -$i.5 million in continued state operating funds for
Washington State University Spokane's Applied Science Laboratory. The funding request,
currently in OFM's maintenance budget but may be at risk, is to hire entrepreneurial research
scientists, purchase equipment, build technical infrastructure and continue towards a
permanent and self-sustaina.ng contract research institute that supports in.novation in national
security, energy production and transmission, and our region's key manufacturing exporters.
Sirti -$4.1 million in state operating funds to continue Sirti's current mission and new
bootstrapping technology initiative. In ttiese times when economic conditions are uncertain,
sources of private and public venture funding dry up. Entrepreneurs and cash-strapped
technology companies seeking to launch new products will receive a comprehensive set of Sirti
senrices which focus on accelerating time-to-first-customer-revenue without reliance on any
external public grants or private equity investment.
Inland Northwest Health Services (INHS) -$lo.3i5 mi.llion in state operating fi.incis to
support several initiatives to expand health care services. INHS seeks funding to continue
implementation of the Eastern State Hospital information system and start the same system at
Western State Hospital. INHS is proposing to improve coordination in the Chronic Disease Care
Demonstration Project, increase the use of their Telehealth net`nrork and continue funding the
eastern Washington Center for Occupational Health and Education (CHOE).
Community Empowerment Zone (CEZ) - The CommunityEmpowerment Zone program
is intended to stimulate economic grolvth in economically depressed areas by offering tax
incentives to businesses that locate, expand or hire employees within thc zone. The CEZ has
been an important and well-utilized economic development tool in Spokane. Greater Spokane
Incorporated supports efforts to strengthen thc CEZ by expanding the zone's geography and
qualifying industries and by eliminating the 15 % growth requiremeat for the B&O incentive.
Tax Lncrement Financing (TIF) Tools - During 2006, an experimental financing tool, now
called Local Infrastructure Financing Tool (LIF°T) was made available for use by a few select
communities / projects. Several communities, including Liberty Lake, used LIFT to fund
infrastructure for developrnent, -with associated bonds paid off by the resulting increase in
future taxes. Greater Spolcane Incorporated supports efforts to expand LIFT to a full TIF and
other such funding initiatives that provide a mechanism to fund economic development
infrastructure.
HIGHER EDUCATION
expanding access and continued quality of our higher education system
Fast-Track Nursing - Washington State University is requesting $ i million for additional
enrollment in its nursing programs to compress the time to graduate from 24 to 15 months,
focusing exclusively on students Nvho have obtained a baccalaureate degree and want to pursue a
nursing career. The year-round, fast track model will enable WSU to admit 24 netiv nursing
students to the program each May and quickly infuse thern back into the region's health care
workforce.
Riverpoint Siomedical & Health Sciences -$250,00o for pre-design is requested for a
building that is a joint Washington State University / Eastern Washington University initiative
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
~+nv%v.greaterS~okaneincomorated org
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to address researr-h and instYtutional program growrth in the healta sciences including a school of
meclicine and fu11 five year school of phaymaey. "I`he tatal project cost is estimated to be $45
million for 86,ooo square feet.
Health Care Inforrriatics - A state bieannaal opexating package for ne-vv research and master's
degree graduates i.n health informatics at Spakane. A. fast gz~owing researeh and workforce area,
health informaties utilizes health care data to improv~ cUnieal care, safety, and quality, as wel1 as
address rising costs. The request includes adirector, three reseaarch faculty and support
including four graduate research assistances. WSU, in collaboration with Inland Northwest
H ealt.h S ervices, is requestin.~ ~2 n-li11 ion .
F.O. Berg Suilrlirig - A$4 rnillion request for this sou-L1-i Riverpoint ca.mpus facility
renovation by Washington State University. The renovation will allow for expansion 4f the sleep
research and crininal justice simulation programs currently located in the buildzng.
Riverpoint [)ne - Eastern Washington University and the Community Calleges af Spakane
(CCS) have explared purchasing the Riverpoint C3ne Bualding fxom the private CGS Foundation.
Ti-le arrangement would alYow far join~ ownership and use iun.stitutional resources and not state
funds. EW-CT is in need of additiona1 classlhoorn and office space at the Riverpoint Cainpus, CCS
students and staff will continue to benefit firom its presemce in -the Riverpoint Campus and
proximity to the city center. CCS and EWU are submitti_ng a j aint request for $825, 0 q o for
maintenance and vperations fixnc3ing.
Spak.ane Fa11s Comrntmity College Fine Ar#s and Fhotography Bulilding J The new•
SFCC Fine Arts and Phatography Buildi.ng -M]1locate the program in asingle structure. The new
facility VQ'11 a11aw the college t~ adc~ a video production certificate and a,ssociate caf appliecl
seience transfer degree plus fihe exgansion of evening, online and cantinuing education courses.
Pub1ic access fio exhibits and events will increase dramatrcally. SFCC is requesting $250,000 for
the pxe-design phase of this praject.
Veterinary Medical Research Building - WSU requests $7.4 millian in design funding for
a Tlew veteririary med1Cal S'e5~arCh bLlilding to hpL1SL neUro,5cience, cardiac muscle, and
bioengineering research.
Ri.verpvint Health Sciences Comprehensfve Flan - WSLI requests $x m.il]ian to lead a
corngrehensive planning process to exgand acaden-Lic heal~ sc-iences in biomedical research,
ixistruction and public service at the Spokane Riverpoint carnpus.
Spoka~~ ~~~~llite Ve#et-h-ta~ ~pecialast "y'eac~~g Unit - ~SU requests $204,000 for
maintenance and operation of a veterinaxy speraalty teaching cliric in the areas of
ophthalmology, dexmatology, and dentistry.
Corttract Research L:aboratory x'r1ot (ASL) -WSU requests $1.3 rnillian far four staff
research scie-ntist positrons to perfarrn canfiract research for private business and federal
agencaes.
Expanded Exngax~.eering Degree Program EW-U requests the expansron of its applied
engineering degree pxagraxris.
NorthwestAutism Center - EWCJ requests $50 0,0 oo to continue its autism research
partnership with the Northwest A.utzsm Centex.
Greater Spakane Incarparated - Integratcd tv Aceelerate Regional Economie Prosperity - The Spokane EDC and Chamber
-hr~v~v.ereat~upnkanezncnrnnrated nrg
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Rural & Native American Communities - EWU seeks $1.9 million to build a replicable
model of economic development for underserved rural communities including American
Indians and Latino populations.
Veteran's Education Transition Initiative - EWU requests 8500,000 to develop a veteran
outreach and support program.
K-12 EDUCATION
our best strategies to build the future of our economy
Basic Education Funding - To strengthen the educational experience for our youth and
foster the groNvth of our future workforce, Greater Spokane Incorporated will work closely with
the legislature to address the necds of our public K-12 system as outlined in the
recommendations of the Basic Education I'unding Task Force. The maintenance of current
funding levels -vvith a long term plan to implement the new definition of basic education funding
is critical to rnaintain Washington State's global competitiveness.
Office of Superintendent of Public Instruction (OSPI) Budget - Greater Spokane
Incorporated supports the capital and programmatic requests of our public school districts as
outlined in the state OSPI budget.
WORKFORCE TRAINING
the best investment for expanding our economy
Job Skills Program - Job Skills Program (JSP) is a state program that funds training for new
and growth industries where there is a shortage of skilled labor. This is a critical tool that makes
eastern Washington more attractive for economic expansion. Greater Spokane Incorporated will
pursue adequate funding for the JSP
Career Awareness Campaign - Brought forward as a gold standard for workforce
development efforts, Greater Spokane Incorporated is seeking funding to expand its Career
Awareness Campaign to a state level in the areas of aerospace and manufacturing.
High Skills High Wages - Working towards economic prosperity through industry identified
workforce demands, Greater Spokane Incorporated supports the Washington State Workforce
Training and Education Coordinating Board's High Skills High Wages io-year strategic plan for
workforce development.
S1alls2Compete - To continue to secure Washington State's position in a globally competitive
market by providing industry with the highly skilled workforce needed to promote growth,
Greater Spokane Incorporated supports the efforts of Skills2Compete to proNide access to all
who seek a two-year post-secondary educational opportunity.
Spokane Area Workforce Development Council (SAWDC) - As a valuable partner in
workforce development efforts, Greater Spokane Incorporated supports the effoi-ts of the
SAWDC to develop and promote the regions highly skilled workforce through Worksource
center funding, drop out prevention programs, and summer youth programs.
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
'%vwtiv.greatersDOl:aneincoroorated.org
4
HEALTHCARE
working to provide affordable and accessible health care for all
Health Care Reform - In a continued effort to promote accessibility of health care coverage
for small employers and to address the rising numbers of uninsured, Greater Spokane
Incorporated will work closely i-v-ith the state legislature to evaluate proposed health care
reforms based on the recommendations of the Mathematica study of the four proposed reform
models as passed by the legislature in the 2008 session.
Community Health Centers - With an economic impact of $41 million to the Spokane
region, Community Health Association of Spokane (CHAS) provides health care services to over
30,00o Eastern Washington residents. Funding for these services is received in large pai-t
through Medicaid reimbursements. To ensure continuity of care for low income and uninsured
patients, Greater Spokane Incorporated w-ill work with the Department of Social and Health
Services and the State Legislature to address Medicaid reunbursement formulas for Federally
Qualified Health Centers.
Mental Health- Costs for mental health treatment place an incredible burden on our health
care delivery system and entities whose responsibility it is to pay for the care. TO continue the
care needed by this population, Spokane County requests that the state (1) Restore and expand
involunfiary treatment inpatient bed capacity at both state hospifials and cornmunity based
mental health care facilities, (2) Continue and expand the Government A,ssistance
Unemployable (GAU) mental health benefit pilot project, and; (3) Increase Regional Support
Networks (RSNs) funding to treat high-risk uninsured non-iVledicaid adults.
ENERGY & ENVIRONMENT
supporting energy policy to strengthen the region's alternative energy sources
Amending Initiative 937 - Greater Spokane Incorporated supports amendments to I-937
recognizing small hydropower facilities ow-ned by Avista and the City, as well as power from
biomass facilities and generation from capacity upgrades to federal hydropower projects, as
being renewable. Amending the Inifiiative creates the desired single standard.
TMDL - The region's natl.iral resources, such as the Spokane Rivex, are of critical importance to
the economic vitality of the Spokane Region. Greater Spokane Incorporated seeks efforts to
reach an cxpeditious regulatory outcome as to clischarge regulations for permi.ters in the
Spokane Valley Rathdrum Prairie Aquifer Basin.
HiJMAU SERVICES
protecting the most vulnerabie through our community partners
YMCA / YWCA - $3.5 million in state capital funding toward a total project cost of $40.5
million. The YMCA of the Inland Northwest and the YWCA of Spokane are constructing two new
facilities to co-locate services in central and north Spokane. The goal of the consolidation project
is to serve one in siY county residents, create ttivo dedicated Teen Centers, serve 34,000 lower
income individuals (a 46% increase over current service), and provide crossover programs and
resources to over 20,000 YWCA clients.
Northeast Community Center -$i.8 million in state capital funding toward a total project
cost of $7.7 million. The NCC is expanding its facility to increase access to medical care and
youth development services. The expansion ~Nill allow Spokane Partners with Families and
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
www.greatersnokaneincoro=ed.org
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Children to provide Child Abuse Treatment and Prevention services. The new expansion will
allo,vv a return of dental services and access to medical care for uninsured and under-insured
clients.
Project Access -$i.4 million in continued state operating funds for the Community Health
Care Collaborative Grant Program w-ithin the State Health Care Authority operating budget.
Project Access received $175,000 from this grant program during the 2007-09 biennium.
Project Access provides access to comprehensive medical services for low income uninsured
residents in Spokane County. Project Access is lead by 80o volunteer physicians, all county
hospitals, pharmacists, and allied healthcare provi.ders.
East Central Community Center -$150,00o in state capital funding toward a total project
cost of $1.1 million. This is the second phase of an expansion project. Phase II will consist of an
expanded health center, an improved Food Bank and a new, addition for the growing needs of
the Spokane Neighborhood Action Program. The expansion of the facility will increase the
number of residents seived by at least 60o clients.
Spokane Valley Partnei-s (Food Bank) -$1 million in state capital funding to complete the
final phase of Spokane Valley Partners, formerly the Spokane Valley Community Center & Food
Bank, new facility expansion and site improvements. The project,,vould comp]ete the Food Bank
expansion and remodel areas in the facility allowYng better access for the clients they serve.
The Arc of Spokane -$500,00o in state capital fiLnding toward a total project cost of $2.5
million to consolidate its programs into a single location. The Arc's primary role is to improve
the well-being of 6,60o people with developmental disabilities and their families in Spokane
County. With all operations in one location, the Arc will be able to better serve its constituents
and provide its vital services including advocacy, counseling, education, homeowner ship
assistance and employment support.
Bethel AME Church -$300,00o in state capital funding toward a total project cost of $1.7
million. The mission of the Em%anuel Family Life Center is fio provide access to services that
help people move toward self sufficiency. The Center collaborates with other agencies to
compliment core programs includiug childcare for infants, neighborhood computer lab,
parenting and life skills classes, GED preparation, Summer Youth Day Camp, Food Bank
distribution and financial workshops.
RECREATION
preserving our "Near Nature Near Perfect" quality of life
Spakane Regional Sports Commission -$4 million in state capital funding for this joint
project bettiveen the Community Colleges of Spokane and the Spokane Regional Sports
Commission to renovate and upgrade athletic fields and the stadium complex at Spokane Falls
Community College. $2 million for this project is ranked as the fourth highest priority on the
statewide community college capital program. Every year, SFCC is host to many large
communities, regional and national events.
Friends of the Falls -$ioo,ooo in one-time state operating funds to conduct a feasibility
study for the creation of a Spokane River Corridor Parl:s District. Such a d.istrict could
regionalize the governance and invest in an overall vision for a regional natural asset. Scope of
the study may include general geographic boundaxies, natural and built features developed and
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
www•`ereatersnokaneincoiZporated or~
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- maintained, district management, budgeting, and potential economic and environmental
ixnpacts.
Mt Spokane State Park -$4 million in state capital funding for major renovation of the main
lodge facility at Mt. Spokane State Park. The 1950s structure is beyond its useful lifespan and
the structural integrity is below standards to meet current visitor demand. Mt Spokane 2000, a
non-profit Spokane Community Group has started redevelopment planning that rvill create an
outstanding four-season raaountain recreation facility providing tremendous public benefit to
skiers and outdoor recreation users.
Green Acres Park (City of Spokane Valley) - $70o, o 0 o in state capital funds towards a
total project cost of $1.2 million. The City of Spokane Valley is seeldng funds for the
development of its first new park since incorporating in 2003. The park is in a rapidly growing
and developing area of Greenacres; and planning is being conducted in conjunction with the
Central Valley School District.
Aspen Grove Park (City of Airivay Heights) -$667,00o in Washington Recreation and
Conservation Board fiinding is requested towards a total project cost of $1.6 million. The growth
occurring on the West Plains has created an unprecedenfied need for additional parks for the
growing residential base of the region. The park will meet an identified shortage in open space
and parkland for the area residents.
CULTURAL OPPORTUNITIES
preserving cultural enrichment for the inland northwest
Star USA -$600,00o in state operating funds for Spokane to bid on the 2010 U.S. Figure
Slzating Championships. The 2007 U.S. Figure Skating Championships created national acclaim
for Spokane and the opportunity to host the event again just 18 days before the 2010 Winter
Olympics in Vancouver, British Columbia would create tremendous economic and visibility
benefit. Figure skating is the most popular sport of theWinter Olympics generating the highest
television ratings and most demand for ticket sales.
Northwest Museum of Arts and Culture (MAC) -$4.7 in state operating and $2.0 million
in state capital fiinding for the Eastern Washington Historical Society, a state agency. This is
continued operating funds for staff, technology maintenance, computer upgrades, collections
preservation and facility maintenance. An increase in capital funding will repair the Campbell
House Carriage House and complete the Arnerican Indian Classroom.
Masonic Temple -$2 million in state capital funding towards a total project cost of $3•5
million. The project has already received $350,000 from the Washington State Historic Capital
Grants Fund. With the completion of restoration and renovation projects, including repair to the
north side and a new "Hall of History", this -vNTill complete the triple threat of historically
unportant facilities in downto-wn Spokane. The Masonic Temple will start in early Summer of
2009 and should be completed in Summer 2010.
Mobius -$4.85 million in state capital funding towards a total project cost of $33 million.
Mobius is where science becomes real world experience, accessible to every family in the Inland
Northwest. The Mobius Science Center at Michael Anderson Plaza will be home to 53,000
square feet of science, technology, and entertainment. The Science Center will inspire science
learning, set in stimulating, interactive, and experimental environments. The facility will also
include a state of the art IMAC Theater.
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
wmv. ereateruDloneincoroorated.org
1
Spokane Public Radio - S98o,o0o in state capital funding toward a total project cost of
$11.9 rnillion. A new facility for KPBX and KSFC radio w-ill allow many new programs, reaching
far more people ~Nith higher quality signals. From their new community-based studio, Spokane
Public Radio rvill be able to produce public forums Mth live studio audiences and multiple
interconnected guests enabling more meaningful examination of regional issues.
Greater Spokane Incorporated - Integrated to Accelerate Regional Economic Prosperity - The Spokane EDC and Chamber
www treatezagokaneincomorated.org
N o v e m b e r 2 0 0 8
WWC 2009 Major ,
ASSOCIATION
Legislative Priorities ~~A~~NES
On November 21, 2008, the AWC Board adopted an • Update bid limits authority
ambitious legislative agenda for this upcoming session.The • Support enabling Community Facilities District
seven major legislative priorities that will be presented to the legislation
Legislature byAWC and city officials fall under these three • Modify Community Revitalization Financing statutes
key themes: • Harmonize use of I st and 2nd quarter local Real Estate
Excise Tax
• Maintaining and developing quality infrastructure for . Pursue Street Utility authority
safety and development; • Modify the Transportation Benefit Districts statutes
• Promoting city fiscal health and flexibility, and • Stormwater funding:The state needs to partner with
cities to help fund implementation of NPDES permits at
• Providing for flexible general government operations. levels greater than the 2007-2009 biennium.AWC will
The 2009 session will be like no other in the last 25 years seek such financial assistance.
given the projected $5.1 billion state budget deficit. Sucess
on the following issues will be difficult and only possible with Promote City Fiscal Health and Flexibility
signifcant direct city o~cial assistance. Cities need broad discretion in using existing revenue
sources to respond to local challenges. It's critical that cities
Maintain and Devetop Quatity and towns also have the authority to look for new and
Infrastructure for Safety and Development innovative strategies and resources.
It is in the state's interest to help cities develop and maintain Major priority
a strong infrastructure system that promotes economic
development and provides the state and cities needed Fiscal health
• Sales tax:AWC will seek to allow cities to levy the
revenues. In addition, as public works become more complex,
.3 percent voter-approved public safety sales tax,
cities need more management flexibility
independent of county action, and remove supplanting
Major priority language and the requirement that one-third of funds be
In frostructure funding spent solely for criminal justice purposes.
•
State infrastructure funding.AWC will continue to Property tax•AWC will seek an increase of the property
•
tax cap of I percent for city EMS permanent (evies,
pursue funding for infrastructure programs including:
• Local Infrastructure FinanceTool (LIFT) using inflation as the cap. In addition,AWC will assist the
• Community Economic Revitalization Board (CERB) counties in obtaining state resources so every county can
conduct annual valuations.
• Communications Infrastructure-Interoperability
• Fiscal aid for distressed cities and counties:AWC
• Washington Wildlife and Recreation Program
will seek an increase to the City-County Assistance
• State Brownfield Redevelopment Funding
Account and establish a"floor" so distributions to
• Local infrastructure options and flexibility:AWC
qualifying cities do not drop below a certain amount.
will pursue loca) options to enhance transportation and
economic opportunities for cities including: continued
• Modify Alternative Public Works statutes
• Modify current architecdengineering services statutes
Association of Washington Cities • 1076 Franklin St SE • Olympia,WA 98501 • www.awcnet.org
Provide for Flexible Limiting liability for local government
General Government Operations AWC will continue to pursue reforms that limit joint liability
It's critical that cities have the flexibility and local decision- for public entities; work to amend the law so that juries may
making authority to make the right decisions for their be informed of seatbelt use; and support other entities that
citizens. Cities must be able to develop service delivery tools Wish to advance legislation relating to establishing a willful
in a way that's cost-effective, efficient and flexiblc and free and wonton level of misconduct for emergency workers.
from unwarranted restraint.
Land use/gam6ling
Major priorities: AWC will defend cities' ability to fully ban gambling and seek
Oppose the requirement to tape executive sessions legislation that provides cities the ability to zone and partially
ban gambling facilities
and any restrictions o f attorney-client privilege or
attorney work product City flexibility pockage
Cities will continue to oppose a requirement to tape all AWC will pursue proposals that support flexible and cost-
executive sessions and any attempt to restrict attorney-client effective options for cities to provide essential services
privilege or attorney work product.
Annexation and city/county governance transition
AWC will advocate for more annexation tools to facilitate
annexations within urban growth areas and promote
incentives to facilitate agreement among a aty and county to '
jointly plan for and have consistent development regulations
in unincorporated urban areas.
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1076 Franklin St SE
Olympia,WA 98501
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2009 AWC Legislative Priorities
On November 21, 2008, the AWC Board adopted an ambitious legislative agenda for
this upcoming session The 2009 session will be like no other in the last 25 years given
the projected $5.1 billion state budget deficit. Success on the following issues will be
difficult and only possible with significant direct city official assistance.
MAJOR PRIORITIES:
Infrastructure Funding
State infrastructure funding: AWC will continue to pursue funding for infrastructure
programs including:
• Local Infrastructure Finance Tool (LIFT)
• Community Economic Revitalization Board (CERB)
• Communications Infrastructure-Interoperability
• Washington Wildlife and Recreation Program
• State Brownfield Redevelopment Funding
Local infrastructure options and flexibility: AWC will pursue local options to enhance
transportation and economic opportunities for cities including.
• Modify Alternative Public Works statutes
• Modify current architect/engineering services statutes
• Update bid limits authority
• Support enabling Community Facilities District legislation
• Modify Community Revitalization Financing statutes
• Harmonize use of 1st and 2nd quarter local Real Estate Excise Tax
• Pursue Street Utility authority
• Modify the Transportation Benefit Districts statutes
Stormwater funding: The state needs to partner with cities to help fund implementation
of NPDES permits at levels greater than the 2007-2009 biennium. AWC will seek such
financial assistance
Fiscal Health
Sa/es tax: AWC will seek to allow cities to levy the .3 percent voter-approved public
safety sales tax, independent of county action, and remove supplanting language and
the requirement that one-third of funds be spent solely for criminal justice purposes.
Property tax: AWC will seek an increase of the property tax cap of 1 percent for city
EMS permanent levies, using inflation as the cap. In addition, AWC will assist the
counties in obtaining state resources so every county can conduct annual valuations.
Fiscal aid for distressed cities and counties: AWC will seek an increase to the City-
County Assistance Account and establish a"floor" so distributions to qualifying cities do
not drop below a certain amount.
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Oppose the requirement to tape executive sessions and any restrictions of
attorney-client privilege or attorney work product - AWC will continue to oppose a
requirement to tape all executive sessions and any attempt to restrict attorney-client
privilege or attorney work product.
Annexation and City/County Governance Transition - AWC will advocate for more
annexation tools to facilitate annexations within urban growth areas and promote
incentives to facilitate agreement among a city and county to jointly plan for and have
consistent development regulations in unincorporated urban areas.
Limiting Liability for Local Government - AWC will continue to pursue reforms that
limit joint liabilityfor public entities, work to amend the law so that juries may be
informed of seatbelt use; and support other entities that wish to advance legislation
relating to establishing a willful and wonton level of misconduct for emergency workers.
Land Use/Gambling - AWC will defend cities' ability to fully ban gambling and seek
legislation that provides cities the ability to zone and partially ban gambling facilities
City Flexibility Package - AWC will pursue proposals that support flexible and cost-
effective options for cities to provide essential services.
OTHER PRIORITY ISSUES:
Jail Funding - AWC will advance legislation granting cities the ability to impose the
0.1 % voter approved sales tax for correctional facilities. Counties, with the exception of
King County, currently have this authority. Cities will also seek some influence on the counties imposition of the .1 % sales tax.
Digital Goods - AWC will advance a broad application of sales and use taxes to
transactions, regardless of the means of obtaining the good. AWC will also ensure any
proposal advanced does not negatively impact the local B&O tax.
Brokered Natural Gas Tax - AWC will advance a legislative solution to the Court of
Appeals decision that negatively impacted cities, by clarifying the allocation of the tax
and the definition of use.
Public Health Funding - AWC will work with counties and others seeking additional
public health funding and ensure there is no mandated city participation in public health
funding.
LEOFF Plan 1 Medical Retiree Study by DRS - AWC will continue to work with
Department of Retirement Systems, retirees and others on the educational effort
concerning the LEOFF 1 retiree medical and long-term-care costs. We will follow up the
current study outlining the problem with a 2009 interim effort to identify
recommendations for solutions for cities, to the $1.745 billion state-wide liability.
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E 911 Funding - AWC will work to secure additional ftinding for E911 systems. We will
ensure the tax base is comprehensive by amending the current statute to insure the tax
is levied on all technologies.
Basic Law Enforcement Training Academy (BLEA) Funding - AWC will work to
secure state funding for BLEA to ensure that cities have adequate capacity to train new
police officers.
Medicaid Reimbursement Rates for Ambulance Service - AWC will advance
legislation adopting ambulance reimbursement rates according to the Medicare Fee
Schedule for all ambulance services. This "schedule" is more reflective of actual costs.
Technical Changes to the Interlocal Cooperation Act - AWC will advance a technical
clean-up bill for the Interlocal Cooperation Act.
Mitigating Medical Costs for Offenders - AWC will continue to
• Seek removal of the two-year sunset provision in section 66 of SSB 5930, which
clarifies the charging entity is responsible for offender medical costs
• Pursue state funding to assist local jurisdictions to pay for offender medical costs.
• Seek assistance with mental health costs to reduce impacts on the criminal
justice system.
Gang Task Force Recommendations -AWC will.
• Continue support for graffiti removal and law enforcement suppression.
• Seek new funding for gang prevention and intervention activities.
Expanding Subject Matter Jurisdiction in Municipal Courts - AWC will-
• Continue to insist on a reasonable increase if property thresholds for must be
raised for felony crimes, and seek funding to assist with this new caseload.
• Support the requirement that counties charge cases that meet the statutory
definition of a felony within the threshold limits for which they are responsible, or
compensate cities for assuming those cases.
Climate Change Issues - AWC will:
• Expiore ways to engage cities in activities and commitments to reduce
greenhouse gas emissions.
• Actively share information with cities on what others are doing and how they
might most effectively address local opportunities to reduce emissions.
• Oppose legislation that mandates cities address this in their GMA plans and
regulations and be open to legislation that helps cities continue to plan for
compact, efficient and livable communities.
Puget Sound Partnership/Action Plan - AWC will support ideas that help protect and
restore the Sound's health and will emphasize the need to provide adequate and long-
term funding to meet city obligations. .
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Best Available Science Help for Smaller Cities - AWC will pursue help for small cities
either in getting the state to develop "models" that they can use to address "best
available science" in their next update, or deferring the requirement to update in the
smallest cities and towns that aren't growing.
Housing Affordability - AWC will:
• Support legislation and/or budget ideas that address housing affordability through
infrastructure funding and new fiscal incentives;
• Work with coalitions to identify and remove barriers to creating new affordable or
workforce housing; and
• Oppose new mandates or pre-emptive zoning legislation; and
• Closely monitor and respond to proposed reductions in existing housing support
programs for the low-income or disadvantaged.
ISSUES TO ENDORSE
Random Drug Testing for Police Officers - AWC will endorse legislation allowing
cities to conduct random drug testing for individual police departments.
Annexation to a Fire Protection District - AWC will endorse legislation amending
RCW 52.04.061 to allow a city with a population which exceeds 100,000 to annex to a
fire protection district. -
CBRNE (Chemical, Biological, Radiological, Nuclear & Explosive) Funding -
A1lVC will support the Fire Chie-fs' objective of obta;ning funding for the nine regional
hazardous materials response teams.
Address Operational Issues Related to the Public Records Act (PRA) - AWC will
support other local government groups to find innovative alternatives for managing
public records.
Exempting Personal Information of Citizens Who Use Public Agency Services -
AWC will support the Public Records Exemption Committee's legislative
recommendations to clarify that lists of citizens, particularly personal information about
children who sign up for recreation events or other public programs, will not be
disclosable
Elimination of Election Dates - AWC will support reasonable proposals to eliminate
election dates.
Federal Emergency Management Funding/Communications Interoperability - AWC
will continue to seek state and federal funding to meet interoperability standards.
Assault by Vehicle - AWC will support Seattle as it works to amend current law to
allow a local option for criminalizing "assault by vehicle."
4
'
Washington Traffic Safety Commission Study on First Time DUI Offenders and
Public Safety Options - AWC will oppose the "get out of jail free" proposal that would
allow any first time DUf offender to qualify for a deferred sentence, and support
development of standards for assessments that might lead to a first time offender
qualifying for a deferral under certain circumstances.
Increasing Collection Options for Traffic Infractions - AWC will support increased
ability, as a local option, to collect unpaid traffic infractions and support a study that
would review the impacts of the Redmond v Moore decision that invalidated DWLS3rd
suspensions
Allowing Jails to "Medically Assist" Inmates when delivering Prescription Drugs -
AWC will support a change in state law that allows jail personnel to assist inmates when
they administer prescribed medication, and support distinguishing between large and
small facilities for regulatory purposes.
Public Defense Funding, Standards - AWC will support efforts to clarify that the
state's unfunded mandates statute also applies to court rules that increase costs to local
governments, and support additional funding for public defense. This may be one
source of state funding to assist with the additional caseloads of raising the felony
threshold.
Regulating Association Health Plans - AWC will continue to support expansion of
health care to more Washingtonians, while expressing a need to be able to continue
meeting health mandates for LEOFF 1 members and retirees, and continuing quality
coverage at reduced rates through the Benefit Trust.
Local-option Authority for Police to Address Prostitution by Targeting the
"customers" who Patronize Prostitutes - AWC will endorse this proposal by the city
of Kent.
Modifying Assault in the Second Degree to Address Look-a-Like Firearms Against
Police Officers (Federal Way): AWC will endorse this proposal by the city of Federal
Way, seeking a technical change in state law to allow a second-degree assault charge
(which is prosecuted as a more serious G!ass B felony, vs. third-degree assault charges
that are prosecuted as C/ass C felonies) to be filed in cases where look-alike weapons
are displayed in a dangerous or potentially deadly manner toward a police officer.
Outdoor Burning in Cities and Towns under 5,000 in Population - AWC will:
• Work with cities and DOE to help small cities develop programs that allow them
to dispose of residential yard waste by means other than burning.
• Continue to work with Legislators to evaluate how best small cities should deal
with residential yard waste issues.
5
CITY OF
o ne
ae~
~
~
,
,
~
i 1_
t
Annual Work Plan for 2009
2009 Budget Goa--s
Including Tasks & Timeline
and
Department Objectives
Executive & Legislative Suppor!
Onerations & Administrative Services
Community Development
Public Works
Parks & Recreation
Public Safety / Police
J
• ~
2009 Budget Goals
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 coocentra-
tion important to the well being of the community.
C'untinue inonitoi'liip. vtaste%rater issues, including governance of wastewater facilities, and
pursuit of the most efficient and ecanamical methods to ensure the continuation of waste-
water discharges licenses.
Scck fundinp, sourccs for Citv Ccnter that builds upon the City's initial invesiment in a Gity
Hall to spur further private investment in the development of a mixed used City Center.
Identift• pcrformance measures for the l'ulice Uepariment and monitor progress in their at-
tainment.
ImQlcment and cvaluate regulations specified in the Sprague/Appleway Revitalization PIan as
adopted and amended by the City Council.
Elvaluate thc availability, custs wid eft'ects of' private sector vendors pertorming Nvinter road
maintenance for the City.
CumQtetc records indcaing and p6ase in a ducumcnt ima io svstem City departrnent by City
department with the goal of achieving city-wide implementation in 2010.
Public Works - Tasks and Timeline:
Q
Continue monit rin~ wastewater issues, including govem-
ance of wastewater facilities, and pursuit of the most efficient
and economical methods to ensure the continuation of waste-
water discharges licenses.
v-
Condnue Monitoring Q 12009 1 Q2 2009 ' Q3 2009 ' Q4 2009
Wastewater Issues '
Jan Feb Mar iApr May Jun.1u! Aag Sep,Occ Nov Dec
l Analysis and review «ith thc County, Cit.N ut'Spu-
kane, and Dept. of Ecology regarding Wastewater
~ Treatment Facility options
Executive and Legislative Support - Tasks and Timeline:
al
; Seek funciing sotgpes for CL tv Center that builds upon the
City's initial investment in a City► Hall to spur furthcr private
investment in the development of a mixed used City Center.
~
~ Seek Fiunding Sourcesfor - I Q 12009 - I-- Q2 2409 Q3 2009 Q4 2409
City Cerrttr
~ ~Jan Peb Mar ! Apr May Jun _ Jul Aug Sep Oct Nov Dec
1
.
Wertify Performance Measures for the Police Department and
monitor progress in their attainment.
~
Idextffy Performance Measures- ~ Q 12009 Q2 2009 ~ Q3 2409 ' Q4 2009 ~
! Police Department
Jan Feb Mar Apr May !un ' Jul Aug Sep Oct Nov Dec
i
~ ►
_ _ :
L
Community Development - Tasks and Timeline:
:
Implement and Evaluate Regulations specified in the Spra-
gue/ Appleway Revitalization Plan as adopted and amended by
the City Council.
~
;--T - Implemrent & Evaluute Q 12009 Q2 2009 i Q3 2009 Q4 2009
Regulations SproguelApplewoy Plan
~!an Feb Mar Apr May 1wa Jul Aug Sep 'Occ Nov Dec
1 lmplemcnt & E:valuatc Rcgulations specitied in SAR'
!as, adopted and amended by City Council 4
Public Works - Tasks and Timeline:
;
Evaluate the availability, costs and effects of private sector ven-
dors performing winter road maintenance for the City.
~
Evcluate WiAter Road htointpnance Q 1 2009 Q2 2009 Q3 2009 Q4 2009 ~
~ I Jan Feb Mar Apr May Jun 1u1 Aug Sep Oe;t Nov Dec i
1 Evaluate Availabilily, Cos[s, K. L-tlect5 of private sec-
~ I tor vendors performing maintenance
Executive and Legislative - Tasks and Timeline:
0
,
Complete records indexing and phase in a document ima ing
Ustem City department by City department with the goal of
achieving city-wide implementation in 2010.
~
Complde Records Ir1de-YinR & Piiase in a Q 12009 QZ 2009 ~ Q3 2009 ~ Q4 2009
, Document Imaging System
Jan Feb Mar Apr May ,Iun 1u1 Aug Sep Qct Nov Dec
. . .
i' Phase in index of all dcxuments as part of the docu-
ment management system.
Department Obj ectives
~
Operations & Administrative Services
Deputy Cit}►141onager Q 12009 ; Q2 2009 ' Q3 2009 ; Q4 2009 ~
Divistott ~
Jan Feb Mnr ' Apr May Jun ' Jul Aug Sep 'Oct Nov Dcc
1 Evaluate Alternative Service Providers for County
L l ~ Contracts
t~l
• Review contracts for critical notification dead-
lines
• Assess availability of altcrnative options
• Prioritize contracts for consideration
• Determine transition timeframes
• Perform comprehensive analysis of options
I
• Provide updates and results to Council I
~i Q 12009 Q2 2009 ~ Q3 2409 I Q4 2009 ~
Human Resources Division
' Jan Feb Mar ! Apr May Jun ~ Jul Aug Sep ~ Od Nov Dec
1 Update HR and Applicant Tracking Modules in Eden
t-
2 I lnitiate classification review system 4 I ~
' 3' Enhance employee recognition program 4
L ~
A Establish initial employee development
opportunities through online learning 4 ~
I-Develop processes that improve employee access to
information { 60
5 Enhance employee recruitment systems to fill vacant
` city positions
~
6~ Expand new employee orientation and
training
~7 Develop HR lntranet to provide information support to 45 days after
~ city employees system upgrade
Q 12009 j Q2 2009 Q3 2009 ~ Q4 2009
, Finafrce Division ;]an Feb Mar Apr May Jun , lul Aug Sep Oct Nov Ucc
1 Consider suggestions made by WCIA regarding
~ insurance coverages
~ ~
2 Consider State Auditor suggestions ~
i 3 I tlefine Project Accounting System ~ - ~ ►
- - •
~ I Q 12009 Q2 2009 Q3 2009 Q4 2409
Comniutzity Development '
I 1an Fcb Mar Apr May Jun Jnl Aug Sep Oct Nov Dec ~
_ . _ . _ ,
1 Dc~elup a pennit tiriiclinc repurt that ra» be published 5ta~-t at-tcr ,
on the City's websitc system upgrade
2 Update the interpretation notebook for UDC interpre- Ongoing
tations to ensure coASistency ~
~ j
3 Continue implementation of process improvements, 4
, based on priority
Staff Training
• Continue to provide department-wide training to 4 10
facilitate teamwork and efficiency
• Cross train within division to increase knowledge 4 ~
base and provide better staff
Meet with stakeholders for progress meeting
4 Develop and adopt revised street standards 4 ~
Prepare final draft document
Qegin adoption process with Planning Commission
City Council adoption
5 Continue implementation of'the City Center Project 4 0~
I
Work on implcmentation of the Spragne/Appleway 4 00
Plan per City Council directiun
6 Establish City UGA through Spokane County's 4 10
, j Process (Due in 201 1)
Work with regional staff'on UGA boundaries and
complete Joint Planning Agreements 4 i ►
7 Complete the annual Comprehensive Pian update
4 ; ►
8 Review the City's process for Clear View Triangle
issues, recommend improvements and implement ap- 4 ~
proved revisions
Code compliance staff begin field inspections for
completing city-wide Glear View Triangle project
4~ Provide staff support to the Planning Commission 4
I ~
10 Prepare a file archive plan and train staff to archive 4
-A I
i l Complete Planned Action 4rdinance for the City
~ ~ ►
Center
' 12 Prepare an annexation process for the city of Spokane 4 ~
, Valley ~
' 13 Sclect consultant to perform Shoreline Master
►
Program inventory depending on funding available
I
- - - - - - - - - - - ; Q 1 2009 Q2 2049 , Q3 2009 ' Q4 2009
Public Works-Operatrons & ~ Jan Feb Mas Apr May Jun ' Jul Aug Sep i
Ckt Nov I3ec
` Maintejiance 1 Work with ttic; County arid D0E on next phase of
I Wastewater Treatrnent Facility and TMDL ♦ ►
2 Develop six-year Stormwater Capital Tmprovement
Plan ~ 0
Identify & recommend new projects ~
4 -
Draft six-year plan
4 •
3~ Caordinate signal lights along arterials corridors 4 0~
I
Implement timing plans
~ .
Optimize traffic signals on selected corridors ~
4 'Upgrade signai controllers with CMAQ funding ♦ I ~ ~ ~
~ I
~ Receive
I
Install 4
~ 5 Apply for grants and work with various schools to
~ install flashing beacons at crosswalks
Conduct/complete survey 4
~
Apply for grant funding 4 0
Order equipment
Installation
4 ►
Implementation
~ ►
6 Continue work on the DOE Underground Injection ,
Control Program ~ ~
Inventory & assessment 4
I I
? Begin implementing NPDES Phase Il Stormwater
permit
~ 8 Develop long range Stormwaier Plao in conjunction 4
with completion of above programs
9 Explore a site and facility for storage of equipment
~ and materials for maintenance services '
10 Research cost and location of a treatment facility for
' the discharging of vactoring liquids ~
the 2008 Street Master Plan ~
11 , Update
V- - ~ • ~ - ►
, 12 Renew contracts with private contractors for street
~ maintenance ~
_ ,
, - Q 1 2009 Q2 2009 I Q3 2009 ; Q4 2009
;
Public Works - Continued 3. Feb Mar ~ Apr May Jun Jul Aug Sep 4ct Nov Dec
13 i IZenc:w contracts with private cuntractors ior
Stormwater maintenance services ~
14 Continue development of a long range plan for manag-
ing street maintenance, street sweeping and landscap- 1$ ►
~ ing services
15 Transition from Spokane County to private concractors
for snow removal ~
~ 16 Complete Stormwater assessment rolls
~ ►
~ -----Public Works - Q12009 ~ QZ 2009 ~ Q3 2009 Qa 2009
Cupital Iitzprovement Ja° Feb Mar i Apr Ntay Jun i Jul Aug Sep Oct Nov Uer
1 Update six-year 'I'ransportation Ylan for arterial road-
ways 4 ►
~
Indentify & recommend new projects 10
Public hearing on draft plan
Seek Council approval of plan ~
Submit STP, TIB & other grant requests ~
2 (mplement approved Capital Projects ,
~ 4 I I I ~
Valley Corridor - Eavironmental assessment and ~ . ~ . ~
preliminary engineering
Pines / Mansfield construction 4 ~
f3arker Road Bridge construction 4 ~
~
44th Ave Pathway, Woodruff to Sar►ds - design & 4 0
construction
Signal controller upgrades 4 ~ ►
Broadway /Fancher PCC - design & construction 4
Rockwcll Sanitary Scwer - - construction 4 ~
aroadway Avc, Moore to Flora - desig,n ROW -
4 ►
construction I
Swimming pool upgrades - - construction 4
Children's L)niversal Park at Mirabeau - design ~
4 i ~
I
Terrace View Nark upgrades - desig
n & construction 4
Public Works - Q1'009 Q' 2009 i Q3 2009 ;Qa zoa~
I
Capital Iniproverrient Ian Feb Mar ~ Apr May Jun ~ Jul Aug Sep !Oc1 Nov Dtc
Valley Mission Yark upgrades - design &
constrvction ~ ~ ~
West Ponderosa Sanitary Sewer Phase I- design &
construcdon ~
West Ponderosa Sanitary Sewer Phase II - design ~
construction
Valleyview Sanitary Sewer - design 8c construction ~ ♦
Clement Sanitary Sewer - design & construction
Rotchford Acres Sanitary Sewer - design & ~ ►
COl]StR1CLlOD
Sprague Ave Rehabilitation - design & construction
Sprague Conklin Signal - construction
ITS - SpraguelAppleway/Dishman Mica
construction
Park Road - Broadway to lndiana - design
~ i ►
Broadway Rehab -Fancher to Thierman - design &
construction
Sprague ADA lmprovements design & construc-
tion
16th & Bettman stormdrain improvements - design
& construction
Sprague Avenue PCCP intersections - design & con-
struction (Pines, McDonald, Evergreen)
Broadway Ave Safety Project - Park to Pines - de-
sign & construction
Various street preservation projects - design & con-
struction
WSDOT Urban Ramp project - I3roadway, Argonne,
Freya UC ~
tndiana Ave Extension - Sullivan to Flora - design ,
3 i Implement database progrdm to track Capital Project's
~ i n f o r m a t i o n a n d i m p l e m e n t E d e n C a p i t a l P r o j e c t m o d- o ►
- ule to track project budgets
4 Design of City Hall Facility
~ -
.
Parks & Recreation - Administration & Maintenance Division
~ Begln Deslgrt & Constrwctlon - - ~ Q 12009 i Q2 2009 I Q3 2009 i Q4 2009 ~
of Greenacres Pork
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec I
1 f3egin public design process
i: ~ ►
2 i Seek additional state budget appropriaiion of Green
Acres Park development
3 Design documents
~ I ►
I Stort C'onstructlo►e oj Q 1 2009 I Q2 2009 Q3 2009 Q4 2009
C/rildren's Univena! Pork
j i 1an Feb Mar , Apr May Jun Jul Aug Sep Uct Nov Dec ,
I C:omplete the desi};n phase
~ ►
2 Construction begins
~--i ~
3 I Complete construction
1
Q 1 2009 Q2 2009 Q3 2009 I Q4 2009
Celebrale Arbor DQy
Jan Feb Mar ' Apr May Jun ; Jul Aug Sep ~ Oct Nov Dec
~ _ _ . _ - _ _ - ~ - •
1 Plan for Arbor Day
~
2 Arbor Day celebration
~ 3, Plan for expanded 2010 program 4
~ i
~ Canrplete Renovation oj Q 12009 Q2 2009 I Q3 2009 Q4 2009
i'olley JNission Pork
Jan Feb Mar Apr May Jun Jul Aug Scp Oct Nov Dec ;
I-- J - - - 1 Finalize clesign
i _
2 , Award construction bid
3 Construction begins
~
4 1 Complete renovation
4 ►
Parks & Recreation - Recreation Division
Revisit thefarmai of the seasonal recreation bro- Q 12009 Q2 2009 Q3 2409 Q4 20(}9
rhure io sre if changes nced to he nwde. ' ' I
Jan Feb Mar Apr May Jun Jul Aug Sep Uct Nov Dcc ~
1 I Review brochure forniat ~
~ Creole Consfstent Guldelines for Q 1 2009 Q2 2009 Q3 2009 , Q4 2009
Conlroct Recreadon Progranr Instiuctlons Jan Feb Mar Apr May Jun 1ul Aug Sep Oct Nov Dec
1 , Createlgain approval contract instruction policies
~ ►
2 Develop an informational binder on the process of
contracting instructors
. - ,
Ca-Nast WaskJhgton Recreation and Porks Q1 2009 ~ Q2 2409 Q3 2004 ~ Q4 2009
I Ass"iatJoa Annua! Conjerenct '
` IR Spekdme Apr}12U09 Jan Feb Mar Apr May J un Jul Aug Sep nct Nov Dcc
I
1 I Conference Planning
2 Host conference
I Portner wlt/r the Yt11C.A to Iiold End oJ Yeor Q 1 2009 ~ Q2 2009 Q3 2009 Q4 2009 ~
Carnlval at Mbabeau Afeodnws i
~ _ Jan Feb Mar Apr May Jtm ; Jul Aug Sep ~ Oct Nov Doc
1 Work ith YMCA to bust eveut
I
~ Investigute OfJering Art Pragrams Q12009 Q2 2009 Q3 2009 Q4 2009
, For .911 Ages i
Jan Feb Mar Apr May Jun _ Jul Aug Sep 4ct Nov Dec
~ ~ ~
1 Dctermine need and potcntial to otYer art
Parks & Recreation - Aquatic Division
Complete Consiructlon on Q 1 2009 Q2 2009 Q3 2009 Q4 2009 ~
Outdoor Poots
I Jan Feb Mar Apr May Jun ~ Jul Aug Sep 4ci Nov Dec
~ - 1 Construction finisl~ed
• ~ ~
2 Grand re-opening ~
' 3 Evaluate and survey remodeled pools for enhanced
Program opportunities 4 1 ~
Parks & Recreation - Senior Center Division
~ i EnhaRCe Even3Rg & W'eekend Artiviues 7-ha1 k'i!! Q 12009 ~ Q2 2009 Q3 2009 Q4 2009 I
Appeal to 1he 54+ Populction
I Jan Feb Mar Apr May Jun ; 3u1 Aug Sep Oct Nov Dec
1 Develop program propusals ~
~
2 Facilitate offsite opportunities with outside agencies
, (i.e. HUB)
~ -
~ 3 ~ Work with local tour companies to offer overnighl and 4
I weekend trips I
~ Focus Progrununing on Chonging .Shift in L fe Q 1 2049 Q2 2009 Q3 2009 Q4 2009
' Styles of Senlor,s Jor Future 1'rogronrming
- - ~ Jan Fcb Mar ~ Apr May Jun Jul Aug Sep 'Oct Nov Dec
1 Develop program proposals
~ ►
~
2 Host one monthly healthy fitness pragram
~
~ Provide Programming thrrt Encotnpasses Ql 20Q9 ; Q2 2009 l Q3 2009 Q4 2009 ~
I Nfult}ple Dimensions of HeQlth dc Wellness
' 1an Feb Mar Apr May Jua I Ju! Aug Sep ' 4ct Nov Dec
- - - - - - ~ - - - . _ _
~ 1 Final approval for limited evening classes and events
~ ~ ►
l - -
2 Meet with Center Place I=acility Coordinator to final-
ize evening classes/event schedules
3 ' Offer expanded hours L
-
~
CenterPlace Division
Resecrcfi Electronlr Maryuees fvr the Gubb}~~ tn Dis- Q 12009 Q2 2009 ~ Q3 20K09 Q4 2009 ~
play F.venh. CCS Classes, Srninr Center Artivilies,
vnd to Markrt CrnterPlace ~ Jan Feb Mar Apt May Jun ; lul Aug Sep C?ct Nov [aec '
1 Conduct research
. ~
2 Reyuest quotesldetermine feasibility
4 ►
3 Purchase & install Marquee ~
I Contlnue lnrfllernentatiorr of Alorkettrtg ~ Q 1 2009 Q2 2009 , Q3 2009 Q4 2009
ond Conununiculions PIQn
,lan r-eb Mar Apr May Jun Jul Aug Sep Ckt Nov Dec ~
, .
1 Contract the food services to ane caterer to bctter
service corporate customers
i-
` Z• Advertise as per Marketing Plan ~
I
3 Cumplete the website redesign
4 10
4 Schedule hotel/event planner meetings
♦
~
Public Safety/ Police
~ Bu!!d Upon Oar Mulii-jurJsdictlonal I Q 12009 Q2 2009 I Q3 2009 Q4 2009 ~
µ'orkIng Partnershtps
~
Jan Feb Mar ; Apr May Jcm ' 1ul Aug Sep Oct Nov Uec
, . . _ .
1 Continue to enhance departmental, regional and com-
munity public safety efforts in cooperation with citi- .0 6
, zens and businesses, with assistance of Crime Check
2 increase interest in community involvement in pro-
I grams such as SCOPE, Neighborhood Watch, Crime 4 0
Prevention, Reserves, Explorers, etc.
' 3 C:ontinue involvement ia lnland Empire Police Offi-
cers Association, sharing intelligence with Idaho pub- ♦
. I lic safety agencies.
4 Update our "Coordinated Response for Preventions
and Intervention" partnership agreement regazding I
juvenile violence in area schools, partnering with ESD
#101, Prosecuting Attorney's Office, Juvenile Court,
U.S. Attorney, City of Spokane Police Depariment,
Spokane County Sheriff s Office, A.T.F., Sacred heart
Hospital, and Spokane Mental I iealth.
I--- - . I Q 1 2009 Q2 2009 Q3 2009 ~ Q4 2009
~ Contlnae to Work TinyQrd Dlsoster Pre~oredneacs
' .lan Feb Maz Apr May Jun Jul Aug Sep ~ Oct Nov Dec
~
' - - - - . . - - . - i ,
1 Move forward with multi-year multi jurisdictional
final design plan of the communications interoperahil- ♦ ~
~ ity system for implementation, training, and equip-
ment installation. (2012 mandate must be met).
2 C'ontinue involvement in public safety table top
~ E:rcrcises with other apencies throughout the County.
STTY OF
P
~
Val ley
,
Busioness
~ plan
A commurury
Of
Opportunity
i
Table of
. Contents
~
Executive Summary. . . . . . . . . . 2
Business Plan Process . . . . . . . . . 3
Strategic Service Delivery Areas . . . . . . . 4
Understanding the Departmental Business Plan . . . . . 5
Department Business Plans:
Exec uti ve/Legi slati ve Support - City Manager/City Clerk. . . 6
~ Executive/Legislative Support - City Attorney . . . . IO
~ Operations & Administrative Services. . . . . . 13
Finance and Information Technology Services . . . . ] 7
Community Development . . . . . . . 21
Parks & Recreation . . . . . . . . 27
Public Works . . . . . . . . . 33
6-Year Budget & Staffing Impact Summary . . . . . 40
Summary - Citywide Business Plan . . . . . . . 41
L Pending Ideas . . . . . . . . . . 42
~
E Appendix:
z N Foundation of the City of Spokane Valley . . . . . 43
Core Beliefs. . . . . . . . . 43
Vision Statement . . . . . . . . 45
Values . . . . . . . . . 46
Customer Service . . . . . . . . 47
Information Input:
~ InternalInput . . . . . . . . 49
ExternalInput . . . . . . . . 50
Council Goals . . . . . . . . . 51 '
The Initial Plan . . . . . . . . . 52
~
Executive
i
Summary
The City of Spokane Valley Fiscal Year 2009 Business Plan communicates NeW COnCeptS i11 2009
the connection between the strategic planning process and the community Business Pian
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 W~hin the 2009 Business Plan,
annually as needs and priorities change, and as efforts are successfully each departmental plan
completed. identifes, measures, and
reflects trends in the City's
Because many City programs and services are still evolving, that process will Performance.
be rcflccted 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 cument 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 SeNiCe 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 Spokarle Valley's
bearing further consideration. statistics with those of other
cfties.
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 f'erformance Measurements
which allows reallocation, but no increase of funds from the adopted 2008 deteRnine 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
fulfilt each citizen request.
Two positions uriginally 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 tetl us if
budgets. The Accounting Technician for the Finance Depariment is reflected our efforts are effective in
in the 2009 Business Plan as anticipaied. 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
cstimated annual costs ranging from $202,605 in 2009 to $592,205 in 2014. as citizen satisfaction surveys
The estimated costs include persoanel, 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 efficieot manner to ehanges need to be made.
provide quality service to our customers while meeting the curnent and future
needs of the City.
2
Business Plan Process
"Illis 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 can flourish and prosper. "
In order to execute the Vision, the City Gouncil, 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 Faundation on
which Spokane Valley was built, which includes Core Beliefs, our Vision Sta.tement, our Values,
our commitment to Customer Service, a summary of Intemal and Extemal Input Methodology,
and the Counc;il's Goals for 2009.
As noted in Figure l. Business Plan Process, thc C'ity's Foundalion as established by City
Council and influenced by formal employee input, city pianning process, analysis and other
forms of interrral 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 Fouodatioo
Core Beliefs, Vision Statement, Values, Customer Service Standards
i
\ City Council
s dudget Goals ~
Ezternal Input
Internal Input Citizcn Survey
l.unch w/ City Manager Comment Cards
Employee Focus Groups Strategic Service-Delivery Areas Focus Groups
Commute Trip Reduction ~ Customer Correspondence
Survey
Resource Analysis Departmental Business Plans
Comprchensive Plan
6-Year Transportation Mission Statement
lmprovement Plan Goals
6-Year Financial Plan Strategies
CenterPlace Marketing * *Workload Indicators *
Performance Measurements New plan components
Parks Master Plan ~
Audits Citywide Busincss Plan
Performance Analysis Encompasses All Items Above
3
Strategic Service Delivery Areas
The City of Spokane Valley is classfied by five strategic
service-delivery areas of one or more departments, as seen in
Figure 2. Strategic Service-Deliverv Areas and Respective
Departments. The five strategic service areas have
developed mission statements that guide all the departments
that operate within the strategic area.
Additionally,
VVdhin 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
Cxccutive 8c Op~.~wiuns & Cammunit?• Purlcs 8t f'uhlic V4'acks
[.cgistaiivc Suppori Adminis~rativc Mve{opment Rccteation
SCT1'tCCS
L , ~ ,
on;re Qf che Finance &
City Attorncy L Information
Tectuiolagy
T
fii.yute,rstU,~'LG~G~ tI'Le
u _
Departmental Business Plan
Beginning on the next page, the 2009 Business Plan includes a description of each program
along w-ith the goals, strategies, estimated budget, and timelines necessary to implement the Plan.
Each strategic area encompasses ageneral area of service delivery while the respecUve
departments and divisions within provide specific services to the customer. The deparhnents/
divisions work closely together under the directio❑ of the manager of each strategic area,
coordinatinK efforts to serve the mission of that particular area.
Workload Indicators and Performance Measures
Goals encompassing a six-yeaz period are developed by each deparcment and are intended to
make departments responsive to the community. The Gvals are summarized in a six-year
timeline followed by a Budget and Staffing Summary which illustrate the impact of the goals.
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 govemment 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 perfoRned 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 5
i
~ DEPARTMENTAL
BUSINESS '
PLANS
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Department:
Executive & Legislative Support - City Manager/City Clerk
Mission St,01SMent
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.
Ovcrview Description of Programs
The Executive & Legislative Support City Manoger - The City Manager
Department is accountable to the City recommends and implements policy,
Council for the operational resulis 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 oiher government City Clerk - The Clerk's Office is the
agencies. custodian of all the City records and
oversees the elections. The Clerk
Exccutive and Legislative Support includes administers the City Safety Committee and
the City Clerk and oversees the Police Risk Management claims funetion.
Services Gontract for the City. While the
Office of the City Attomey is included in the Police Services - Police services are
Lxecutive and Legislative Support contracted through the Spokane County
1:7epartment, 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 T
cicy nsanager
Admin Assis= -
Eeccucivc
Cih• ManuRct
- ~R: - .....City Attorncy Gity C(ak Admin .1ssmtont - 1'olicc Ghiet' MI'A
LACCUt"t (Contract Scrvices) tnterns
Citv Counci! •
Acimin. Assistant r,~ ' - - -
, . beputY City Clerfc
- -
Dcputv City Attorncy Rule 9 Lcgal Intcrns
6
6-Year Goal Summarv
• Facilitate the achievement of annually established Council Goals
• Update Strategic Financial Plan
• Implement City-wide document management system
Detailed Goal List
Goal 1
Facilitste the achievement of annually cstsblished Council Goals (all
ears .
Strategies (2009-2014)
. ■ 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
Monthly Meetings w/ Department Heads
to attain Council Goals
a
Goal Attainment Progress posted to
website by January 2 annually
a
Performance Measurements: 2008 2009
% of citizens satisfied with Council
Goals and City's direction (survey)
a
Average % of citizens who attend Council
meetings per capita
a
% of citizens who rated the City as "good° or better
at effectively planning for the future (survey) ~
% of citizens who rate quality of life as
"good" or better (survey) ~
% of citizens who rated the City as °good" or better
at listening to citizens (survey)
a
7
Goal Z
Ulldate Six-Yesr Strateeic Financial Plan (SFPI. 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 necessa.ry service reductions or increased revenues, or a
combination thereof.
Strategies (2009-2014):
• Update the financial forecast on an ongoing basis
■ Update departmeatal 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 ('ouncil authorization to proceed with selected option(s)
Workload Indicators: 2008 2009
Draft of Departmentai Business Plans
completed annually by June 30
0
Strategic Financial Plan reviewed and
updated annually
a
Balanced budget presented to
City Council annually
a
Performance Measurements: 2008 2009
Comparative Cities Cost Data to Business Plan
Cost Data (avg. % above/below)
~
% of citizens who rated the overall value of services
received for City tax dollars paid as 'good' or better
•
Per capita expenditures ~
8
Goa13 i~
Implement Citv-wicle document management svstem.
~
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 a11 documents
Workload Indicators: 2008 2009
# of boxes archived
~
# of public record requests processed
~
# of contracts and agreements processed
- ~
Prepare analysis of electronic filing annually
a
Performance Measurements: 2008 2009
% responses /public records requests
completed in 5 days a
% of ali documents and forms indexed on City's
website byyear end ~
% prompt indexing of Council documents w/in
working days
a
Summarv
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
-
1 & 2
3
6-Year Budget and Stafirmg Impact Summary*
This plan does not include any additional funding and staff impact.
The City has set aside $250, 000 jor implementation oJa document imaging system. This Plan does not include
additional stWtems funding. ~
9 '
,
Department:
Executive & Legislative Support - Offi-ce 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, timety and helpful. Maintain a positive and creative
workplace.
Overview Description of Programs
,port - Revie«-
The Oftice of the City Attorney represents Cvtrtract review a►id sup
City's legal interests including oversight of contracts prior to adoption and advise City
claims and litigation. The division manages depariments on issues rclated to
the City's legal service agreements such as administration of the contracts.
courts, prosecutors, and probation. The
City Attomey drafts ordinances and Code complia»ce suQport a»d litigartion -
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. ofticers.
The City Attorney supervises and directs
the work of Rule 9 Legal Interns. Communiri, Development support -
Provide advice on broad spectrum of issues
related to development permitting in the
City, and joint planning activities outside
the City in afYected areas.
Legislative support - Draft legislative
changes; provide advice to the City
2009 Organizational Chart Council on broad range of municipal
issues.
City Attoraey
l
Deputy City Attorney Admin.istrative
Assistant
- -
-
Rule 9 Legal [nterns
10
6-YeAr Plan Summaa
•FIave 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 detemune
compliance with the law and whether higher levels of customer service can be achieved
Detailed Goal List
G oal 1
To have a fullv opcrational Citv Attorncy's Office that iRroactiveiY assists in proQram development, advises all departments on ley-al issues in a timelv mAtter,
and manages all potential and existinp- litigation.
` Strutegies (2009-2014):
■ Review programs
■ Monitor workload & workload changes
■ Track response times
■ Identify deficient areas
Workload Indicators: 2008 2009
Wor1c order requests Qrocessed ~
Legal memorandums
a
Public records requests processed
a
~Nation matters including enforcement matters. Open/Closed ~
Performance Measurements: 2008 2009
Legal service cost /hr compared to
outside counsel $ vs $ $ vs $ ~
Legal expenses per capita
a
% of intemal clients reporting legal advice was
timely (target 95%)
a
Legal FTE per City FTE
a
Total Legal expenses as a percentage
of General Fund
a
11
Goa12 ~ . -
To assist other denartments in analvzinQ and manping existing processes to determine
compliance with the !aw and whether hip-her levels of customer service caa be achieved.
Strategies: 2009
■ Finalize an index for all public records frum each department, with a corresponding eleetronie
directory system with a common City-w-ide fonnat
■ ldentify all types of permits, approvals, permissions or waivers grantcd by the City, and specify the
procedures to be followc;d 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 ihe imposition of eaeh condition
• Create and maintain a puxchasing manual
■ Maintain and update all 1'orm 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
a
Contracts reviewed
a
Ordinances and resolutions drafted
a
Performance Measurements: 2008 2009
Percentage of internal clients reporting that Legal advice
was clear & relevant (target 95%)
~
Summarv
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 siaff 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 Publir In ormativn - 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 intemal 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, Ana! UL - Performs professional level
employee relations, and communications. management analysis of service contracts
and programs for efficiency and cost-
Central Reception - Servcs as the effectiveness; conducts operational
primary customer service representative effectiveness reviews to ensure funetional
for a1l 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
f scal control.
~
2009 Organi7,ational Chart Depnt} Ciq•
Msitsgcr I
1W~runi5ttdiuc
_ AssWwt - Eucutivc
- ~
eT
AdminLsirativc Ss. Adminismive Public Infarrnation C?tTice Assiamt 1 Cffm llsxatant ! T 1iumm Ram►ccs
Anutyxt Ann!>st Uffietr Matw i
- - - - . - - ~
llumnn kewurcrs
Tahnician
~
13
6-Ycar Plan Summarv
■ Respond to intemal and cxternal 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 communit-v survev, and establishing a
toolbox for evaluating the City's contract senices r
Detailed Goal List
_ -~T--- - - _ - - _
Goal 1
Resaond 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
stafi'
■ Expand New rmployee Orientation and training
■ Develop processes that improve employee access to information, and
make the hest use of technology in order to administer cost effectively
Workload Indicators: 2008 2009
Personnel action forms processed
~
Number of training classes facilitated
or coordinated
•
Interviews conducted
~
Employees hired
0
Average number of applications received
Per recruitment cycle
0
Performance Measurements: 2008 2009
Percentage of employee saUsfaction w/ HR (target 95%)
a
Retention level - Percentage rate of employee turnover
a
1>4
2008 2009
HR FTE per 100 employees
a
Percentage of job classifications whose salaries are within
95% of inedian of market
a
Percentage of annual non-manager performance reviews
completed w/in 30 days of anniversary date ~
Average number of days to complete recruitment g
Goat 2
Enhaoce commuoitY involvement in Citv Qovernment. 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
■ llevelop 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 ouVeach program
Workload Indicators: 2008 2009
Media releases issued
a
Media coverage reviewed
a
Public Information contacts with citizens/media a
Community newsletters produced
a
Performance Measurements: 2008 2009
Customer satisfaction re: contact w/ City Hall
as it pertains to impression of employees: (survey)
"Knowiedge
•
*Responsiveness
a
*Courtesy
a
~
<15~
~
2008 2009
*Overall Impression
a
Customer satisfaction with website: (survey)
a
Customer satisfaction w! Public information
services (survey)
~
Eamed media stories
a
Community E-Newsletter distribution
a
Gos13
Formatize public accountabilitv in Citv operations throup-6 incornoratinp- the Business Plan into
decision makinQ, conductin~ a Qcriodic communi survev, and cstablishing s toolbox for
evaluating thP Citv'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.
■ lmplement a periodic community survey to objectively
monitor customer satisfaction.
■ Establish a toolbox for evaluating City's contract sen~ices.
Summarv ■ Develop a formal contract audit program.
■ Finalize a managed competition process.
6-Ycar Timeline .
(:oal 2009 2010 2011 2012 2013 2014
112&3 6-Year Budget and Staffing Impact Sumaiary*
Uperations/Admin Services FTE 2009 2010 2011 2012 2013 2014
I-IR Assistant 1.00 0 U 0 0 0 60,000
Comrnunity Inv/Public
Info ' 0.00 73,520 34,061 29,623 30,208 30,816 31,432
Contract Services 2 0.00 13,520 14,061 34,623 153,208 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
*Sulary/Benefils ond Personnel Starlup Cos1s (work slotions and vehicles)
~ Publicationr $Sk, interactive web 350k-2009 only, contmunity outreach Sk, customer service feedbuckl0k-2010
Sk-2011-201 4, PI intern
' Commurrity sarvey $20k-2011 &2014, Contract Services Intern
3 City safety plon, paperless NR system, update website, enhance employee recognition, develop marketing straiegy,
enrployee developnrenl/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 intemal and extemal IT users.
Overv~ew Description of Programs
'I'he Finance and Information Technology Finaace - Provides assistance to
Division provides financial management departments on the annual budget,
and technology services for all City financial reporting, payrall, accounts
departments. Programs include payable, and purchasing.
accounting and reporting, payroli,
accounts payable, purchasing, budgeting, LnLormativa Technolo - Provides
financial planning, insurance, treasury assistance to departments regarding
and information techaology. 1'his telephone service, computers,
Division exists within the Operations and printer/copiers, and the city's computer
Administrativc Services Department. network.
2009 Organizstional Chart
Finance Uircctur
Accounting Manager AccountantlBudgei IT Specialist GIS/Database
Analyst (2.0 FI"E) Administrator
(3.0 FTE)
Accounting
Technician (2.0 FTE)
17
.
6-Year Plan Summarv
■ 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 prcparation and
information technology services during a period of high growth
Detailed Goal Lisf
Goal 1
;
Assist in the implementation of the Sprague-Applewav Revitalization Plan, especiallv in the
area of Citv Hall, Citv 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
Goa12 I
~
Assist in devcloping tbe fioancing of the Strcet Mastcr Plan. I~
- ~ 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
Z8
Goals 3
Maintain a consistent level of service in pavroU, accounts navablc, budget nreparation
ancl information technoloLry services (durinp- a period of hieh growth).
Strategies: (2009-2014)
~
■ Add Accounting Technician in 2009
■ Add Information Technology (IT) positioos as needed (2010 & 2012)
■ tlpgrade telephone, network and fiber i.afrastructure
Workload Indicators: 2008 2009
# of accounts payable checks
a
Dollars spent City-wide
0
Number of phone lines
a
Number of workstabons
a
Number of servers supported a
Number of PC's installed or replaced
a
19
1
Performance Measurements: 2008 2009
Total City-wide expenditures / finance expenditures
a
Dollar value of accounts payable processed
per Accounts Payable FTE
0
Dollar value of gross payroll processed per
payroll FTE
•
Help desk requests per IT FTE
•
IT FTE per number of workstations
a
Networlc availability %
~
Summarv
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1 & 4
2& 3
6-Year Budget and Staffing Impact Summary* I
Finance & information
Technolopy FTE 2009 2010 2011 2012 2013 2014
Accounting Technician 1.00 53,668 ' 52,897 56,335 59,997 61,497 64,572
IT Specialist 1.00 0 81,547 82,588 87,956 93,673 96,014
IT Specialist 1.00 0 0 0 85,240 86,520 92.144
Subtotal 3.00 53,668 1341444 138,923 233,193 241,690 252,730
*Salury/Berteftts tuid Persoiutel Startttp C'osts (work slatiorts attd ve{ticles)
1 Drop in second yenr is Ihe result ofone-time start-rip costs in Year vile
I
ZO
I
~
~
Department: i
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.
O~•ervie~rCummunily Developmcnt maintairls the Permittin-c - Review- aiid issuarlcc uf
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 Citv
complaints for compliance to City codes.
PlanninQ - Makes recommendations for
the updates and maintenance of the City's GeoQraphic Informrrh'on Svstems -
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 11ct LlIld lllt Gro~tith
Management Act (GMA).
21
2009 Organizational Chart
Cammnnity
Ikvclopmenl
Uirector
Admin. Ufflcc
Assistant Assistnnt 1
Planning E3uiiding Senicu
Mnnager Qfficial Enginaor
D+:velapmcni
4*
1-0--Mqw ~ . _ _ . .
Srnior Assistant Sr. Plans Cods: 5r. f'crtnit ROW Uffice
Plonne.7 Plenncr Exuminrr CcmiPliancc Spccialist In,p+xtar Assistant 1
(2.0 [•vI7:) (3.0 FTL-') Offictr (2.0 CTL)
i2.4 F'Ti?1 -
A.Ssociatc Planning Plans ..I3uild'mg Pt-rmit OfCite I:ngincrr Constructiun
1'lar+n~.-r Tcch Examinar In-pector 1 t Specinlisi Assistunt 11 (1.5
(2.0 FTF ) (.'IS I~ I'E) (4.41 Fl~:) (2.0 F I~) 1.
y - - .-IMPEEMN-m- P"
Assistant Engineering
Enginecr Tcch
(2.0111.) (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 Growtb Area (UGA) boundaries through regional process
■ Continue to improve customer service in permit processing
■ 2010 Census
• Complete 5-year update of the C'omprehensive Plan
22
Detailed Goal List
Goal 1
Completc t6e Planned Action SEPA for
thc Ci Center Area
~
Strutegies: (N:rough mid 2009)
■ Conduct public hearings on draft EIS
■ Make revisions based on comments
■ Public outreach
■ Adopt planried action ordinance
Goa12 '
lmplement the Snrague-ADplewaV I2evitalization
Plan as determined by the City Council.
~
Strategies: (2009 - 2011)
■ Work with the City Council, consultants, and other department
sta.ff 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 properiy awners 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
,
23
Goa13
Complete Shoreline Master Plan
~
Strolegies: (2009-2013)
■ Complete Shoreline Inventory
■ Complete the Shoreline Master I'rogram update subject tu obtaining
grant funding
■ If funding is available, select consultant for Shoreline Inventory
and Technical Code and Policy Work
■ Washington State mandates adoption of an updatcd ShoreIIIle
Master Program by 2013
Goal 4
Update UGA boundarics throug6 rcdonAl nrocess.
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
■ C'omplete the ,vork of ttle county-wide UGA grant
r.~ - - - - -
- - - - - " -rr
GOal 5
Continue to improve customer service in permitting process.
Strutegies: (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
24
- - I
Workload Indicators: (Goal 5) 2008 2009
Permit Center counter walk-ins
4&
Construcction permits - residential
~
Construction permits - commercial
fl
New applications received -
single, multi & commercial
Building inspections performed
residential
Building inspections performed -
commercial
Code compliance complaints
investigated
F;
Right-of-Way inspections performed
~
Grading permits reviewed
Engineering inspections performed
Service population I
Performance Measurements: 2008 2009
Number of permits issued/processed/reviewed per FTE
a
Residential building permit issuance in days
(target 3-5 working days)
Average tenant improvement pennit issuance in days ~
(target 25 working days)
a
Average response ame for first review
(commercial permits, target 20-25 working days)
Percentage of permit applications completed per peRnit
applications received online
~
Cfizen survey of those with permits issued who rated
knowledge of customer service agent as good,
very good, or excellent
~
Average number of applications submitted after
Pre-application meeting (commercial)
a
Average number of applications submitted after
Pre-application meeting (land-use)
•
25
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
Goai 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
Summarv
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1
2
3
4
5 & 6
7 -1.
6- Year Budget and Staffing Impact Summary*
Community Development FTE 2009 2010 2011 2012 2013 2014
Code Compliance Officer 1.00 0 85,340 165,327 69,574 74,096 75,948
*Salary•/13enefrts and Personnel Startup Costs (work .rtations and vehicles) •
1 Drop in second year is the result of one-time starl-up costs in year one
fhis position was previou.slv junded in 2009, bu1 has been postponed to 2010
26
i
Department:
Parks & Recreation
Mission Statement
To acquire, develop, operate and maintain a diverse paric 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 p~ls during the season.
Regional Events Center, the Parks aad
Recreation Department consists of five Senior Center - The City of Spokane Valley
divisions: Parks Administration and assumed operational control of the Va11ey
Maintenance; Recreation; Aqua.tics; Senior Senior Center in 2003. Througb the Spokane
Center; and CenterPlace. The Department is Valley Seaior 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 fifly 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 Gommunity Colleges
services. of Spokane the Senior Center offers classes
Description of Programs ranging from aerobics to Spanisb. The Senior
Center is also a recreational hub for area
Parks Adnrinistration & Mointenance - The seniors to play billiards, ping pong, and
Ad.ministration 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 moms, multi-
purpose rooms, and a high tech lecture hall.
Aguatics - The City of Spokane Valley owns The facility combines with Mirabeau
t.hree 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 curnently is
contracting with the YMCA for all aquatic
27
_ ,
2009 Organizatiooal Chart
Parks & Recrestian
Dirertar
= ~ _ - -
Parks Operntiws & Ayuaiias Oprrafiuus &
Muintaancc NTairncname
(Contract Sertiices) • (Contract Scrvicts)
AdmiaisirnliYC Assistnl
. -
CastrsPlacc Caafrrt't•rcc CesitcrYfane
Senior Geuuer Specialist Rccreatic►n Cuc►rdmutor Cusinmcr Niaintcnance Warkcr- C'tmc►dian
Rctations/Tecilities Fuc:ilide.a 2.0 FTE cx Ccuitract
Ccaotdiastor 2.0 N`1'E Scrvices Tt3n
.
.
•
_ _ - •
.
Ccnterf''laoc •
AdIT11fIiS?IOIfYC ASr$IStwU •
2.0 FTF ■ 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 Parmers to develop 20 Year Plan
28
Detailed Goal List
roai i ,
lmalcment recommendations of the Parks and Recreation Master Plan; based
on contracted planning services and relying oo 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 "scbool parks"
■ Build department identity
■ Partner with local jurisdictions to look at
feasibility of indoor aquatics center
Workload Indicators:
2008 2009
Acres maintained
a
Trees Ptanted
a
Overall number of park facility
reservations per year
a
Number of recreation ciasses offered ~
Spokane Valley population
a
Number of open swim hours available /season
a
Number of swim lesson registrations
a
Perfonnance Measurements: 2008 2009
Developed park acres per 1000 population
a
Recreation program recovery vs direct cost ,
Parks 8 Recreation budget per capita
a
Percentage of citizens who participated in a recreation
program or activity (survey)
Rercentage o cTzens w~iolhave visi e a i ot ~
Spokane Valley park (survey) 29
Percentage of citizens rating recreation programs or
classes as °good' or better (survey)
a
Percentage of citizens rating recreation centers or
facilities as "good" or better(survey)
a
Percentage of citizens rating quality of parks as "good°
or better (survey)
a
Goal 2
ImQlement the CenterPlace Re ional MarketinQ and
Communications Plan.
Strategies: (2009)
• Increase seasonal staffing to accommodate a higher level of service
far 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
a
Number of reservations per year
a
Number of operating hours per year ~
Number of room use hours booked per year
a
Performance Measurements: 2008 2009
Percentage of facility capacity per Great Room reserved
a
Percentaqe cost recovery per CenterPlace ~
Percentage of area businesses utilizing CenterPlace
•
Percentage of facility capacity per Lounge reserved
a
Percentage of regional use of facility
30
Goa13
Makc facility improvements to CentcrPlacc.
~ 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 systcros in the Great Room & Lounge
■ Investigate construction of outdoor wedding gazebo
Goa14
Expand senior services #o serve chanp-inQ needs and
expectat'rons of the senior population.
~ Strotegies: (2009)
■ Challenge to serve current age dcmographics and to attract new
participants
■ Add new, active programming
■ Increase involvement with neighboring retirement cominunities
■ Educate the community at-large about the purpose and potentiat
of the Senior Center
■ Focus on health and wellness
,
Workload Indicators: 2008 2009
Number of participants in Senior programs
or workshops per year
a
Average age of Seniors participating
in programs
a
Number of Senior programs offered /year
a
Performance Measurements: 2008 2009
Level of satisfaction with quality of Senior services
Percentage of "good° or better (survey) ~
Percentage of Seniors per capita
a
Percentage of Seniors who participate in programs
/attend Health 8 Wellness programs
31
Goa15
Work with Centennial Trail Partners to develop 20 Ycar Plan.
Strategies: (2009)
• Seek grant opportunities
• Develop a long range maintenance plan
Workload Indicators: 2008 2009
Miles of Centennial Trail
Number of grants appiied for
Labor hours to maintain Centennial Trail
PerfoRnance Measurements: 2008 2009
Cost to maintain per capita per trail mile
Percentage of successful grant applications
Miles of Trail per 1000 households
Summar2,
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014
1 & 3
2,4&5
b- Year Budgct and Staffing Impact Sutnmary*
Parks & Recrcation FTF 2009 2010 2011 2012 2013 2014
Operations
Coordinator 1.00 0 791222 80,112 85,319 90,865 93,136
Uperations Coordinator wu.r previvuctj, „rcluded in 2009, hut hns heen postponed to 2010
32
Department:
Public Works
Mission Statement
The mission of the Pubiic 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 Uepartment oversees the Ccrpitul Improvement Program: Plan, design
City's transportation system, which includes and construct new facilities owned by the City
construction and maintenanee 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 cazeful
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 i'muPS.
the planning, design and construction of Cit~v 911ci rMficient nr~Ject
parks and civic facilities, along wi th
participation in regional public works issu~., such as solid waste, wastewater, and high- responsive and effective management ari~:
capacity transportation. maintenanee of City streets, snow and ic..-control, and debris removal, allowing for saf~-
transportation throughout the communitt .
Description of Programs Provides traffic engineering for safe and
efficient multi-faceted transportation s,, ~Administration: Provides direction, support, throughout the City,
.
and coordination to Public Works staff
facilitating their delivery of services Stormwater Utility,: Nruvidcs prutectiun of1h
throughout the community. Responsible for environment by minimizing the degradation oi
coordination with providers of solid waste, water quality and reducing the potential for
wlastewater and other regional public works flooding and erosion by maintaining and
installinL stormwater manaeement svstems.
33
.
2009 Public Works Orgaaizational Chart
Pubiic Wurks
t?irtctor
/tdi11q1lStiA1'lYC
A55isunit
Stroct Maintcrtancc F.ngincrr - Scnior Fnginecr - Scriiar .ngineer -
sulm.Y►„taxs«,i samw-wa crn h~unagcr rr3rrc
- ~ -
cnincc /Ccrost. Assixtani Enginoer Enginccring Tcch I Acimmisiratii•e Assista~tt CCngincer-
Maint
Irtspcctor Assigtant Trafflcll'lunning &
2.0 TTI: Cirattts
- -r
!'scnirn vagitxxr - Seaior. Enginocr -
I'roj"t MunaM Pcujccl Manager
Engin~ex~e~~l. II Assisfmt Engine" ~
£ngineerittg Tcch_ I Enginccrittg Tcch. l
.
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 traf~ic signal plan
■ Continue implementation of the stormwater program
■ Implement public infrastructure aspects of Sprague/Appleway RevitalizaUon 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 Gounty and DOE regarding the TMDL and Wastewater
"I'reatment Plan
34
Detailed Goal Lisf
Goal 1
Imalement the Street Master Plan Phase I(when adopted bv
Council .
I Strategies: (2009-2014)
■ Continue engineering contract with JUB for 2009 plan update
■ ldentify funding for recommended Pavement Management
Program and Transportation [mprovement Plan (TIP)
_ - _ - _ :
Goal 2
Continuc dcvclo.pment of a long range nlsn for street maintenance.
, Strategies: (2009-2014)
■ Study site and facility for equipment and materials
■ Cansider options for winter snow maintenance
Workioad Indicators: 2008 2009
Lane miles of street maintained ~
Number of work orders for street
maintenance
a
Feet of sidewalks maintained
a
Number of potholes /lane mile
a
Street sweeping (in tons) ~
Tons of asphalt used per lane mile ~
Perfonnance Measurments: 2008 2009
Percentage of citizens who rated snow removal as
"good° or better (survey)
a
35
.
2008 2009
Percentage of citizens who rated street repairs as
°qood° or better (survey) 0
Percentage of citizens who rated clean streets as
jood" or better (survey) 0
Cost per lane mile resurfaced
a
Street maintenance cost per capita
a
Percentage of potholes repaired within 24 hours
a
Contract resurfacing cost per ton of asphalt
a
Lane miles maintained per 1000 population
a
Street sweeping expenditures per capita
a
Cubic yards collected per lane mile swept
a
Street condition based on the Overall Condition Index
a
Goa13
Continue optimization of thc City's traffic siQnal svstem.
Strategies: (2009-2014)
■ Update and revise signal timing plans for the city's major intersections
■ Coordinate the design of the fi.inded ITS projects
■ Continue providing traffic related services on new development proposals
Workload Indicators: 2008 2009
Traffic lights maintained ~
Traffic counts performed
~
Traffic signal trouble calls
a
Traffic control plans reviewed
(Right-of-Way permits) _
a
36
i
Performance Measurements: 2008 2009
Percentage of traffic signals synchronized & optimized
a
Percentage of intersections receiving timing updates
a
Traffic FTE per miles of road
a
Traffic signal troubie response time in minutes
a
Percentage of citizens who rated traffic signal timing
as "good° or better (survey)
a
Goa14 i
Continue implementation of the Stormwater arogram.
, 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
Drywells/swales cleaned
a
Drywells/swales repaired 0
Drywells/swales constructed
a
Citizen requests for drywells
0
Performance Measurements: 2008 2009
Percentage of drywells/swales satisfactory condition or above
a
Drywells/swales cleaned per FTE
a
Cost of cleaning drywellslswales per capita
a
Percentage of citizens who rated quality of storm
drainage as °good" or better (survey)
a
37
,
Goa15
Implcmcnt Qublic infrastructure aspects of Sprxgue/Apnlewav Revitalization Plan, ineluding
Citv Center.
Strategies: (2009-2014) -
■ Determine phasing, cost estimates and funding alternatives for the Sub-
Area Plan recommendations
■ Design and canstruct the first phase(s) of the public infrastructure to
support the development of the City Center
■ Design aad construct the first phase(s) of the Sprague/Appleway
improvements to support the revitalization of the corridor
;Goa16
implement Capital Impror•ement Proiects as approved by Council.
Strategies: (2009-2014)
■ Continue to monitor, update, arid implement the Transportation
Improvement Plan (TIP)
• Pursue additional funding opportunities for capital projects
■ Continue coordination «-ith other departments on non-transportation
capital projects ~
■ Continue to request additional stafting for IZUW, design, construction
and accounting to facilitate CIP project implementation
Workload Indicators: 2008 2009
$ of Capital Improvements
a
Projects managed
a
FTE for Capital improvement Projects (CIP)
a
Performance Measurements: 2008 2009
Percentage of projects completed within budget
~
Percentage of cost overrun above original contract ~
Dollars of Capitai Improvement Projects managed per FTE
~
Percentage of grant funds vs. City funds
388
Goal 7
ManaQe and coordinate the pianninQ, design and construction of the Citv Hall proLeSt.
~ Strategies: (2009-2014)
■ Continue Programining Phase in 2009
■ Beginning Planning and Design Phase in 2009 subject to acyuisition
of project site
,
- - 6:
GOAl g
Continue involvement with the Countti• and Denartment of EcoloQV (DUF) reQarding
the Total Maximum DailY Loads (TMDL) and Wastewater Treatment Plaa.
Strategies: (2009-2014)
■ Participate in the County Design, Build, Operate (DBO) Selection
Committee
- ■ Participate in DOE Spokane River Dissolved Oxygen TMDL
Advisory Group
Summarv
6-Year Timeline Coal 2009 2010 2011 2012 2013 2014
1-8 - -
6-Year Budget and Staffing lmpact Summary*
Public Works FTE 2009 2010 2011 2012 2013 2014
Assistant Engineer Traffic
I'lanning & Grants* 1.00 43,731 34,984 37,258 38,935 41,461 42,501
Offset* * (6,834) (5,475) (5,822) (6,084) (61480) (61,642)
Subtotal 1.00 36,897 29.509 31,436 32,851 34,981 35,859
.SaluryVBenefils and Personite! Startup CoS1S (work stutiuns und vehicles) fa; .6 hours I
J Drop irr second year is the result of one-time start-up cvsts in yeQr one
Of~:'setfor difference in Salary (Grade 17 to Grade 15 n.4 hours)
39
6-Year Budget and Staffing Impact Summary
2009-2014
Table 1: Cost of Plan
From 2009 thruugh 2014, a total of 6.6 new positions are planned with estimated aanual 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 l:
Department FTE 2008 2009 2010 2011 2012 2013
Executive/Legis Support 0.00 0 0 0 0 0 0
Operations/Admin 1.00 1121040 53,122 71,246 72,416 53,632 134,532
Finance & Info Tech 3.00 53,668 134,444 138,923 2331,193 241,690 252,730
Community Dev 1.00 0 85,340 65,327 69,574 74,096 75,948
Parks & Recreation 1.00 0 797222 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
Totnl 6.60 2029605 381,637 387,044 4939353 545,264 592,205
*This summary includes funding to recognize the City's tenth year anniversary.
40
Sumntard: 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 I
programs.
!
Planning is the strength of guvernment and is vital to ensure future community neecis 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 unce-a-ycar 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 perceivc the strateeies are workino.
Figure 3: Business Plan Cvcle illustrates the ongoing process
PLA N
Comprehensive Pian
Business Plan
Budget Process
6-Year Transportation
Plan
6-Year Financial Pian ~V
Parica Master Plan
CenterPlace Regional
Mariceting Plan
Quarterly Reports Focus Groups
Lunch wl City Manager Performance
Conversations with the Measures
CommunFty Customer
Customer Commerrts Satisfaction Survey
MONITOR MEASURE
~1
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 i.n 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
I_.ist 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 specif c 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 OfTset? Comment
Dept Date Cost $ Yes NO
Public Info Assistance O&A 2010 59,000 ♦ Additional P1 stafl' will be needed if the City chooses to
be significantly more proactive regarding public
i»formatian and involvement.
Community Dev. Block CD 2012 142,000 ♦ The City currently participates with Spokane County and
Grant (CDBG) uthcrs. Every three years, the Ciiy has the opportunity to
Entitlemcnt City decide iF it wishes to have a stand-aione CDBG program.
Desi natian June 2008 is the next chance to do so. I
Enhanced Geographic CD 2010 134,000 ♦ "1'he City, other jurisdictions, and the public are limited in
tnfo System (G[S) the use of GIS. Additional stafl3ng would allow f
richer levei of data to bc input and maintained. It cou..,
aid in the ciecision making for anything property based,
tncludin ublic safe y, utilities, land use, and parks.
Forestry Program P&R 2010 72,000 ♦ A forestry program woulci be an investment in the natural
beauty of the community, and could include Tree City
USA status.
Eahanced Recreation P&R 2010 105,000 ♦ The Parks & Rec Master Plan iaentified potential
Services recreation o rtunities for all a es.
Parl: Rangcr Program P&R 2010 60,000 ♦ This pasition wuuld enhance the safety and enjoyment of
park visitors by patrolling for vtutcialism, illegal
consumption of drugs and alco6ol, abandoned vehicles, '
v nc , etc.
Streei Master Plan PW 2010 203,000 ♦ Staf'f wiU be required to maintain the inventory daisbase;
Implementation and manage lhe associated capital projecis, including
fundin and desi n.
Right-of-WaylProperty PW 2010 82,000 ♦ The City's real property assets are growing and need
Management more consalidated management. A ROW progr-am would
oversee existing a4sets, coordinaie property acquisition
(e.g., parks or capital projecis), and proactively acquire
property for known futwe projects so purchases are as
economical as ossibte.
Capitnl Project I3esign PW 2010 294,000 ♦ The City contracts for design, project management, and
and Inspection Teams inspection of caQ'rtal projects. An in-house team assigned
to a percentage of the capital projects would be more cast
effective, if sei at a conservatively sustainable level.
42
Appendix
Foundation of the City of Spokane Va__ey
The City of Spokane Valley evolveci f'rum a mixture of neighborhoods that incorporated as a city
on March 31, 2003. The new City government was charged with providing ser-N,ices to 82,000
peuplc;.
~ City leaciers kneNv tliat a clear direction with .3
consistent message was needed to h~•
.
successful in this endeavor. This nex\
• - ' '~.,F.: - government had a different mentality than ttic
other govemments in the area and Spokanc
Valley leaders understood how important i t
~ was to solidify that different way of thinking
from the very beginning.
,
c
, This Gity was to be responsive, focused on
custamer service, open to the public,
~ progressive, efficient, lean, fair, and committed
to providing a high quality of life.
Core Beliefs
Section 72.We believe that elected body decision-making is the only lawful and effective y to conduct the public's legislative business and that careful observance of~a clear set of Governance Coordination Rules of Procedure can best enhancc'
~ public participation and decision making.
4 - - - _ _ -
Section 1. We believe that Spokane Vallcy should be a visiunary 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.
ME-
Seetion 3. ~ We believe in the City Council as policy leaders oi'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. `
\
43
' Section 4. We believe in hearing the public view. We af lirm that members of the public ~
should be encouraged to speak and be heard through reasonable rules o
procedure when the public business is being considered, thus giving elected
offieials the broadest ers ctives &om which to make decisions.
_ - - - - - - J
Seetion _5. We belicve that the City of Spc~kane ValleN's governance should be I:no"user friendly," and that governance practices and general operations sconsider how citizens will be served in the most responsive, effective courteous manner. - - -
~
Section 6. We believe that the economic and commercial job base of the community ;
should be preserved and encowaged to grow as an alternative to increasing ~
property taxes. We believe it imperative to have an expanded and diverse '
f~
cconomic base.
Seetion 7. We bclieve that Councilmembers set the tone for civic discussion and should
set an example by:
(a) Setting high standards of decorum and civility.
(b) Encourage open and productive conversation amongst themselves and with the
community about legislative matters.
i
(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 with 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 o
"corporate" decisions.
~
Seetion 8. We solicit the City Manager's support in conducting the dflairs uf 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
aod accommodation within the bounds of responsibility, integrity, and financial
capability of the city, including organizational aad job description documents while
pursuing "best practices" in customer service.
'(d) Seeking creative ways to contain or impede the rising cost of goverrimental services,
' including eaamination of private sector alternalives in lieu of governmentally provided
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services.
(e) Providing a data base of futwe ProJ'ects and dreams for the new Cih' of SPokane
Valley so that good ideas from its citizens and leaders are not lost and the status o
projects can be readily detemuned.
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Vision Statement
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The first step was to establish a vision statement. That sets
the City in motion on a course of success.
Uur Council believes that all people in Spokane Valley shauld ,
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 can flourish
and prosper."
45
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 ldentity anci Pricle. Spokane Valley promotes an environment that supports the
home and family, and job and education opportunities.
Highlight arcas: ■ A friendly, wholesome, safe place to live and raise a family
.
A City Center and economically healthy, diverse downtown area
■ Preservation of neighborhoods
Focus un tbe 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.
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Highlight areas:
■ A balanced approach to growth and developmeni
■ 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
()pen, (:oIlaborative 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.
Highlighi 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 '
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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 citizcns or businesses. If6
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 SPOKANF VALLEY CUSTOMER SERVICF PROGRAM
C)ur goal is to deliver service that is complete, consistent, and equitable to all our customers, and
is based on ihe principles of integrity, respect, and responsiveness. Regardless of the reasoa for,
or the method or frequency of contact, our customers will be treated with courtesy, respect, and
professionalism.
I
1.
identify
Our
Customers
4. Customer 2.
Assessment . Define
& SE'N/Ce Castomcr ~
Improvement Piogram Service
3.
Communicate
Our GoaIs
&
Standards
1
CUSTOMER SERVICE DEFINITION
Customer Service Key Stafement:
The City of Spokane Valley strives to provide service in a respectful,
~ knowledgeable, and welcoming manner.
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Respectful Knowtedgeable Welcoming
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~ 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 enjo}Fable work
• Exemplifying a no- resources environment
surprises atmosphere • Being arganized • Maintaining a ctean and
unctuttered 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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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.).
Interna! Input
Council utilizes infonnation from employees in a number of ways.
Emplovee Feedback
M
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 Analvsis
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The City of Spokane Valley government is comprised of knowledgeable professionals. Staff is
charged with providing the specialized knowledge that allows the Council ta make informed
decisions. From demand analysis, which determines when the workload is heaviest and how to
best accommodate it, to stafl' 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)
49
,
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Stratev-ic 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 pIanning 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 lnput
As representatives of the citizens of Spokane Valley, thz Gity 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 thc Business Plan. Customer surveys can also play
an important role i.n obtaining feedback by polling individuals and businesses that have had a
recent interaction writh 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.
"I'he public can also choose to take a more active role in pariicipation 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 particulaz
subject so Council and staff can get a better feel for how a pariicular 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
50
s
Council Goals
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Once the information has been gathered it can be included in the policy-making pracess. The
City Council first looks at where we need to go based on the feedback from the community.
Then they must detennine the best way to get there based on input &om 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 I
goals are reached as quickly and efficiently as possible while still adhering to the high-standards
set by the over-arching principles of tbe 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.
~ Continue monitoring wastewater issues, including governance of wastewater
faeilities, and pursuit of the most efficient and economical methods to ensure the
cantinuativn of wastewater discharges licenses.
46 Seek funding sources for City Center that builds upon the City's initial
investment in a City Hall to spur further private investrnent in the development of a
mixed used Citv Center.
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4P, Identify performance measures for the Police Department and monitor
progress in their attainment.
4w 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 perfonning wi.nter
road maintenance for the C.ity.
46 Complete records indexing and phase in a document imaging system
City department by City department with the goal of achieving city-wide implementation
in 20l 0.
511
The Initial Plan ~<<<
For Historical Reference Only
In 2007, each department identified a sia-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 unplementation. I
Table 1: Cost of Initial Plan
Dcpartmcnt F7'E 2008 2009 2010 2011 2012 2013
Executive/Legis Suppurt .50 30,921 ' 28,671 30,534 321,519 33,332 34,166
Operations/Admin 2.50 165,500 212,683 220,306 245,038 252,938 241,207
Finance & Info Tech 4.00 701,481 1249470 2099848 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 20,508 993-993 101,152 106,635 1121464 115,025
Public Works 2.00 73,257 69,499 74,016 78,827 80,798 821818
General Government 0.00 2,000 0 0 0 0 50,000
Total 13.00 5362,667 $620,656 $7019183 5751,821 $869,134 $925,225
~ Drop in .secorul ►,eur reflec'1S UiIC' !11)1E' .slcirl UP cost.s
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