2009, 06-20 Special Meeting, Council Retreat
J
A'GENDA
SPOKANE VALIIEY CIT~ ~OUNCIL
RETREATIW€.l RKSHOP
Saturday, June 20, 2009
9: 00 a. m. to approa~imately 3: 0Q p.m.
CaunciTmember Denenny7s La~ke Cabin:
298971W. IsleView Road
5pirit Lake, Idaho 83869
AGE1~~ TOPICS;
1. Updaled Fanancial Forecast - Ken Thompson
2. Revrew 2009 Cauncil Goals - I3uve Mercr'er
3. 1'roposcd 2'010 Couneil GoaTs - Dave Mercier
4. Park Acqursitian -Make Stane
5. Comprehensive P1Qn Update1UGAIJPA - Greg McCormrck
G. MEtro Mayors iRrch Munson
7. Wastewater Trecrtment I'lcrnl .Inlerlocal Agreemerrt - Rich Munsan, Daek I~enenny
8. Show Reinoval - Mfke ..TacksQn
.4. Informalian Only: (u) Work 1'lan; (b) Business Plan
10. 13rarnst~rmrng
ReEreat Agenda 06-20-09 Page I of 1.
Cityr of Spokane Valley
Multiyear Financia9 Plan - General Fund - Probfem Statennent #1
5-28-Q9
200_9 2010 2011 2012 2013 2094
Estumate Eskima4e Estimate Estimate Estumate Estimate
GeneralFund Revenues: + SalesTax $ 18<3d0,0t10 x $ 15,900.000 $ 15,900,000 $ 16,000,000 $ 16,000,000 $ 16,200,000
PrapertyTax $ 1!0,675,000 $ 10,800,000 $ 11,408,600 $ 11,218,080 $ 11,442,442 $ 11,856,866
Gamhling Tax $ 525,000 $ 525,000 $ 525,000 $ 525,000 $ 525,000 $ 525,000
Franchise FeeslBus. Reg, $ 1,000,000 $ 1,100,000 $ 1,111,000 $ 1,122,110 $ 1,144,664 $ 1,155,111
Skate Shared Revenues $ 1,400,000 $ 9,450,400 $ 1,4$6,250 $ 1,523,406 $ 1,600,528 $ 1,640,541
Service FeeS $ 1,800,000 $ 1,500,000 $ 1,500,000 $ 1,500,000 $ 1,600,000 $ 1,600,000
Fines & Farfeitures $ 1,700,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 s 1,600,000
Recreaiion Program Fees $ 525,000 $ 650,000 $ E56,540 $ 670,000 $ 663,467 $ 699,302
Interfund Transfers $ 165,000 $ 160,000 $ 165,000 $ 165,006 $ 170,000 $ 110,000
Repayanent frnm St. fund $ - $ 600,000 $ 600,000 $ 600,000 $ - $ -
Inuestment Int. & YNise. a 450,000 $ 450,000 $ 454,500 $ 454,500 $ 30,000 $ 30,000
Carryover from prior yr $ 24,4100,000 $ 15,475,508 $ 12,940,260 $ 1,955,537 $ 24,382 $ (12,067,183)
Total General Fund $ 56,540,000 $ 50,210,606 $ 47,9416~510 $ 43,333,633 $ 34,820,483 $ 23,2Ql,636
General Fund Expenditures:
Legislaiive $ 330,900 $ 357,372 $ 385,962 $ 416,839 $ 450,166 $ 486,201
Execufive & Legislative $ 1,033,321 $ 1,115,987 $ 1,205,266 $ 9,301,687 $ 1,405,822 $ 1,518,288
PublicSafety $ 20,841,084 $ 22,508,371 $ 24,309,040 $ 2E,253,764 $ 28,354,065 $ 30,622,390
Deputy Gity Managea $ 661,420 $ 714,334 $ 771,480 $ 833,199 $ 899,855 $ 971,843
Finance $ 878,437 $ 948,712 $ 1,024,609 $ 1,106,578 $ 1,495,104 $ 1,290,712
Ffuman Resources $ 236,285 $ 255,188 $ 275,603 $ 297,651 $ 329,463 $ 347,180
Public►NorGcs $ 817,065 $ 882,433 $ 953,028 $ 1,629,270 $ 1,111,E92 $ 1,200,544
Deu. Engineering $ 870,199 $ 939,815 $ 1,495,000 $ 1,096,200 $ 1,183,896 $ 1,278,608
Planning $ 1,393,427 $ 1,504,901 $ 1,625,293 $ 1,755,317 $ 1,895,742 $ 2,047,401
Buifding $ 1,325,213 $ 1,431,230 $ 1,545,728 $ 1,689,387 $ 1,947,173 $ 2,102,946
ParksAtlmin $ 958,933 $ 9,033,488 $ 1,116,167 $ 1,205,460 $ 9,301,897 $ 1,406,049
Recreation $ 232,187 $ 250,762 $ 270,823 $ 292,489 $ 315,888 $ 341,159
Aqua#ics $ 403,616 $ 435,905 $ 470,778 $ 508,440 $ 549,115 $ 593,044
Senivr Cenfer $ 94,194 $ 161,730 $ 109,868 $ 118,657 $ 128,150 $ 138,402
Library 5esvices $ 29,000 $ - s - $ - $ - $ -
GenterPlace $ 1,125,110 $ 1,215,119 $ 9,312,328 $ 1,417,315 $ 1,530,700 $ 1,653,956
Transfer 1o Capital $ 123,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
Inc. BuS. Plans $ - $ 400,000 $ 425,000 $ 535,000 $ 700,000 $ 756,000
General Government $ 4,722,000 $ 3,075,000 $ 3,015,000 $ 3,372,000 $ 3,497,000 $ 3,734,000
Total (;eneral Fund 36,064,394 37,270,346 39,990,973 $ 43,309,251 $ 46,887,666 $ 50,581,919
Net 20,475,606 12,940,260 7,955,537 24,382 {12,067,183} {27,386,233}
Less cash tlow reserve (5,000,000)
Carryaver to next yr 15,475,606 12,949,250 7,955,537 24,382 (12,057,183) (27,386,283)
x Law enF, Sales tax ends after 2009 -city usually spend's Iess than budget
+ sales tax reducetl for actual collections
City of 5;pokane ValEey
Street Fund a Problem Statement #2
5-28-09
2009 2010 2011 2012 2013 2014
Estimate Estcnnate Est~'rmate Estimate €stimate Estimate
Street Fund - #2
Beginning Fund Bal $ 1,280,000 $ 2,361,000 $ 1,682,000 $ 893,000 $ 96,000 $ (404,000)
Interest Income $ 12,000 $ 15,000 $ 11,000 $ 3,000 $ - $ -
Utility tax-telephanes $ 2,800,000 $ 2,800,000 $ 2,850,000 $ 2,850,000 $ 2,850,000 $ 2,850,000
Storm Wa#. Share faca'Ii $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - $ -
Lvans from Gen. Fund $ 1,675,000 $ - $ - $ - $ - $ -
M'ator fuef tx & misc $ 1,900,000 $ 1,900,000 $ 1,900,000 $ 2,000,000 $ 2,000,000 $ 2,000,000
$ 1,867,400 $ 7,282,000 $ 6,643,000 $ 5,946,000 $ 4,946,000 $ 4,446,000
Expenditures * $ 5,500,000 $ 5,000,000 $ 5,150,000 $ 5,250,000 $ 5,350,000 $ 5,500,000
Repay loans $ - $ 600,000 $ 600,000 $ 600,000 $ - $ _
$ 2,367,000 $ 1,682,000 $ 893,000 $ 96,000 $ 1(404,000) $ (1,054,1000)
* winter maintenance casts added
share costs with stormvuater
City af Spakane Va6ley - Capitallmprovement Program !Funddng
ParkS Captial Problem Stmt #3
MAY 28, 2009
~ Yearl 2009 ~ 2010 N 2011 2012 2013 M 2014
RESQUIRCES:
6EG. BAL $ 1,000,000 $ 126,000 $ (169,000) $ (69,000) s 31,000 $ 133,000
CAP PROJ'ECTS REET 1 $ 2001000 $ 200,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
SPEC. CAP RROJECYS REET 2 $ - $ ° $ - $ - $ - $ '
INVESTMENT EARNINGS $ 15,000 $ - $ 2,000 $ 2,000
STATE - UNIV. PARK $ 800,000 $ - $ - $ - $ _
GREENACRES STATE GRANT $ - $ 200,000 $ - $ - $ - $ -
GEN. FUNa $ 123,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
TQTAL RESOLVRCES $ 2,138,000 $ 626,000 $ 31,000 $ 131,000 $ 233,000 $ 335,000
EXPENdaTIJRES:
RARK L4ND ACQUISITIQN $ - $ 250,000
Q1SCaVERY (UNIVERSAL) PK $ 900,000 $ 200,000
SHELTER-TERRAGE VIEVU $ - $ 100,000
GREENACRES $ 100,000 $ 200,000
C13`l POOLS $ 660,000
lIALLEY MISSlON $ 280,000
CONTINGENCY $ 22,000 $ 45,000
VARIQ!US $ 50,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
~ TOTAL EXPEEVDITU'RE5 $ 2,012,000 $ 795,000 $ 900,000 $ 100,000 $ 100,000 $ 140,wo
CARRY(}►JER Ti Q NEXT 1!EAR $ 126,000 $ (169,000), $ (69,000), $ 31,000 $ 133,000 $ 235,000
City af Spokane llalley
Transpartation Capifal Needs
May 28, 2009 Rroblem statement #4
~ YearN 2009 1 2010 1 2011 2012 2013 ~ 2014
RESdIJRCES:
BEf;. BAL $ 7,100,000 $ 1,564,000 $ 617,000 $ 1,395,000 $ 2,601,000 $ 3,891,000
CAP PROJ'ECTS REET 1 $ 350,000 $ 350,000 $ 350,000 $ 350,000 $ 400,000 $ 400,000
**SPEC. CRP PROJECTS REET 2 $ 550,000 $ 550,000 $ 550,000 $ 550,000 $ 600,000 $ 600,000
INVESTMENT EARNpNGS $ 25,000 $ 15,000 $ 9,000 $ 16,000 $ - $ -
BLOCK GRANT $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000
STORM WATER $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000
TOTA:L RE50URCES $ 8,525,040 $ 2,919,000 $ 2,0~26,000 $ 2,811,000 $ 4,101,000 $ 5,391,000
EXPENDITURES:
DEBTSERVBCEPYMTS $ 210,000 $ 210,000 $ 210,000 $ 210,000 $ 210,000 $ 210,000
* 2009-14 SECURED PROJECTS * $ 6,751,000 $ 2,152,000 $ 421,000 $ - $ - $ -
TOTAL EXPENDITURES $ 6,961,000 $ 2,362,000 $ 631,000 $ 210,000 $ 210,000 $ 210,000
CARRYOVER TD NEXT 1fEAR $ 1,564,000 $ 697,400 $ 1,395,000 $ 2,601,000 $ 3,891,000 $ 5,181,000
Unfunded planned TIP projecfs $ (121,000) $ - (7,543,000) $ (5,032,000) $(5,196,000) $ (5,991,000) $ (6,456,000)
Pavemeu~t Mgmt. Prvg~rarn $ (4,300,000) $ (4,300,000) $ (4,304,000) $ (4r300,000) $ (4,300,000) $ (4,300,000)
*Includes $$00,000 i:n contingency
5ecur@d projects only, Step? Preservations projects?
No new projects
2009 Amended Budget Gvals
The 2009 budget reflects ~~e distribution of resaurces consistent wi.th the Council's
determ.ination of care servxces priorities. The fa11awing goals represent jus~ the very
broad areas flf concentration impartant to tkae we11 being of the comnun.ity.
CQntiinue monitorinLF wastewater issues, including governance of wastewater facilities,
and pursuit of the mast efficient and ecanomical methads ta ensu-re the cant:inuatian ~f
wastewat~r disch:arges licenses.
Initiate a1ternative anaIvsis for services w~ derive under contract with Spokane County.
Identifv inerformance measures for the Police Tlepartment and monitar progress in
their attainment.
~mplement and evaluate reLFu1~tions specified in the SpraguelAppleway Revita,lization
Plan as adopted and amended by the City ~ounci1.
Evaluate the awailabi.lity, costs ancl effec~~ of private sector vendors perfor.ning wrnter
road maintenance for the City.
Im:plement records inde-xing and phase in a doGUment imaein2 system City
department by City department with the goaI of achieving city-wide i:mplementatyan in
2010.
Explore further _ ~~ndine sources fv.r Citv Center that builds upo~n the City"s initial.
~nvestrnent in a City HalI to spur further private investmcnt Yn the development of a
mixed used City Center.
Council Budget Goals for 2010
DR.AFT June 20, 2009 DR.AFT
Continue monitoriniz wastewater issues, including governance of wastewater facilities,
and pursuit of the most efficient and economical methods to ensure the continuation of
wastewater discharges licenses.
Implement records indexinLy and phase in a document imaLyini! svstem City
department by City department with the goal of achieving on-line availability of our
records to the public by the end of 2010. Impleanent and evaluate regulations specified in the Sprague/Appleway Revitalization
Plan as adopted and amended by the City Council.
Develop a Shoreline Master Prouam to provide appropriate regulatory protection for
waters of statewide significance as required by state statute (Spokane River and Shelley
Lake).
Pursue a leLyislative capital bud2et request for state funding for the acquisition of
. parkland adjacent to the Park Street pool.
s 00OF~
w
Valley 11707 E Sprague AWe Suite 106 ♦ S,Qokane Valley WA 49206
509.921.1000 ! Fax: 509.421. t0t]8 * cityhatt@spokanevaLtey.org
Me oraTo: City Cvuncil Members; David Mercier, City► Manager
From: Michael D. Stane, CPRP, Director of Parks and Recreation
Date: June 11, 2009
Re. Park Acquisitian Discussion for City Council Retreat
Park Acquisitron is a topic for a brief discussian at our upcoming City Council Retreat. It
will be very benefcial to recei►ve guidan+ce and direction frvm the CQUnci1. Much of our
City is not served by any public park or vpen space area. The ideaf park system shoufd
be rnade up of a hierarchy of varivus park types with each one affering certain types of
recreatian and/or 4pen space apportunities. The goai should be to impiemenfi the plan
as best as we can within the environment of shrinking resources.
Plan FindincLs:.
• City Council adopted a Parks and Recreation Plan in April 2006
• The plan identified existing parks and open spaces
a F'rve neighbarhoad parks (Balfour, Browns, Castle, EdgeclifF, TEI'I'aCe VIew)
o One community park (Ua11ey Mission)
o One urban park (Mirabeau Point)
o Thre+e special use areas (park Rd. Poal, Sulliwan Park, CenterPlace/5enior
Center)
• Three undeveloped sites (Myrtl+e Point, Valley Mission South)
o Total acres 163
0 379 acres of Qpen space managed by athers
o Current rati4 of park iand to pvpulation fs 6.46 acresJ1000
• Plan identified the n+eed for at least twelv►e additional parks which could include
park/SChQCaI 51t+e5, community parks and o►pen spaces
Rlan Implementation to aate:
• The City has acquired 8.3 aeres for Greenacres Neighborhvod Park located at
Lvng and Boone. This park was purchased thraugh a Washington Recreation
and Conservation Office Grant.
~ - - -
• Currently we also have $700,000 available for development of this park. Planning
will begin this summer......
• We are also moving forward with Discovery Playground.
• Have requested funds through the legislature for the acquisition of vacant
property adjacent to Park Road pool.....
As a new City, we have an opportunity to create a"legacy" of parks and open spaces.
The needs are very obvious. The challenges include shrinking available property and
the resources to fund these acquisitions. Obtaining the properry now for future
development will ensure that the City of Spokane Valley residents will be able to
maintain their "quality of life."
Discussion Questions:
• Should the City be actively pursuing the addition of park/open space property?
• What funding mechanisms are available?
o Direct appropriation from the State
o Recreation Conservation Office grants from the State
o General Fund
o Corporate Sponsorship/Donations
o Land Donations
o Conservation Futures Funding
Other thoughts or ideas??
s owOrgiw
,;0OValley 11707 E Sprague Ave Suite 106 ♦ Spokane Valley WA 99206
509.921.1004 0 Fax: 509.921.1008 ♦ cityha[l@spvkanevalley.org
rV demorandum
To: David Mercier, City Manager and CEty Council
From: Greg McCormick - AfCP, Planning Division Manager
GC: Department Heads
Qate: June 11, 2009
Re: Cifiy Gauncil Retreat Topic: Urban Grawth Ar+easlJaint Planning Areas
U rban G rowth Areas (U GAs)
The Cvunty-wide Planning Policies (CWPP) required that the Gvunty update the Urban
Grvwth Ar+ea (UGA) every five years. In 2006 the Board of County CommissiQners (BoCC)
advpted a2Q year population estimate "for planning purposes" which used the Office af
Financial Managemen# medium foreeast PLUS 12.5%. Due to a misunderstanding the 12.5%
was applied to #he entire county papulation rather thart just tMe increase aver the 20 year time
horizvn, which resulted in a much higher 20 year papulativn figure than historic growfh trends
indicated. The BvCC is scheduied to adapt a new 20 year population estima#e (mid-June)
that reffects the Bvard's ariginal in#en#. Adopting apapulation allocativn is vne af the first
steps in the UGA update.
During the discussion of the 20 year populativn aliocation, the Steering Committee af Elected
Officials (SCEO) considered a number of changes to the CWPF'. One of the changes
cons'rdered was amending #he mandated review of the UCA. State law requires that the UGA
be reviewed at least every 10 years; the CWP'P required the tJGA tQ be reviewed every 5
years, In 2008, after rerriew and recomrnendation by the SCEC), the Board adapted the
amendment changing to a 10 year review of the UGA. With the adoption af the CWPP
amendment that mandated a1D year UGA review rather than a 5 year reviev+r, the 20 year
planning horizon shifted from 2026 to 2031.
The Rlanning Technical Advisory Camnrrittee (PTAC) cvmprised af staff fram various
jurisd%ctians and the county developed a wvrk prvgram designed to complete the mandated
10 year UGA review before the end af 2010. The work pragrarn was presented ta the SCE+Q
a# their May meeting at which time the SCEQ voted tQ recommend the BoC+C adopt the
regianal work program. It is anticipated that #he Brrat-d will take offeial action on this item in
late June.
Initial indications are that the existing UGA is sized appropriately #v accammadate the 20 year
population allocation being adopted by the BaCC. City staff will confinue to be active
participants in the regivnal prvicess and keep Gouncil apprised of progress an this issue.
C:IDocuments and SettingslmrasmussenlLo{caal SettingslTemparary Intemet FileslULK61Ci#y Councii - June 20 2009 Retreat briefing ~
memo (2).doc
Jaint Mannino Areas (JP►4sl
The GMA (RCW 36.70A.21 D) requ!ires the CllVPPs prvvide palicies fvr joint caunty and city
plaraneng vvithin the UGAs. The 5p+okane Gaunty Comprehensive Plan defines JF'As as "areas
desrgnated as Urban Growth Areas assigned ta a cr#y or ~own for future urban development
but Jvcated rn the unincarparated cQUnfy where a+coardinated pfanning process betweera the
cities, tawns arrd the Co+unfy vv1f1 be cartducted." .
CWPP Poficy Topic 29 Jount Planning withnn 'Urban Grovvth Argas (L1'GAs) oncfudes poficies
re0a#ed jaint pBan~n ing and the joint plan ning process as fo71ows:
POLIICIEa
1. The joirat planning process shauld:
a . Include aIP jurisdictia~s adjacenf fo the Urban, Grawth Boundary and Special!
Purpose DistriGts that vvill be affected by the eventua1 transference af governmeuntal
services.
b. Recvgnizie that 'Urban Grawth Areas are patential ~nnexativn areas for cities.
c. Ensure a smooth transition af serrices amongst existing rnunicipafities and
emerging +cvmmunities.
d. Ensure the ability ta expand urban gvvernmental services and avosd Iand use
baCfiPrS $C} EXpansioGl; aI1d
~e. RespCve issues regarding haw zvnLng, ~ubd7viscoc~ and ofher aand use apProuals in
designated joint planning areas wil6 be coordinated.
Z. Joint planning may be accamplo~~~d pursuant to an Pnter7QCal agreement entered i'nto
between andtar amvng jurisdictians andlor special pucpvsle districts.
Spvkane Caunty and the City of Spokane Valley have execu#ed an interlvcal ag~~ement for
the Turtle Creek area.. The Turtle Creek agreernent is basic in nature and addresses issues
such as tirrtiely natificativn of propased praje~cts, cammenting an projeGt enviranmenta'I review,
etc. Thraugh the Co11abvrative Grant effoet the City of Spnkane and Spakane County are
curcently develvping a rnuch mmre detaiCed interCoca9 agreement thafi addresses addetionaP
issues such as consAstency beftween com;~~ehensuvie plans and development regulatians,
cvordinated review of new deVe1apment, timing of annexativns, transference af governance,
and pvtential revenue transitian. It is anticipated that this interlvcal wi11 serve as a madel fvr
future unterlocal agreements.
C:1Documents a:nd Set#ingslmrasmussenlLocal SettingslTemporary Internet FileslOLOCdty Council - Jucie 20 2009 Retreat
hriefing mema (2).doc
CI TY O~~ ~ ~~KAN E VALLEY Request for ~~~~~~l Action
Meeting Dake: JUne 20, 2009 Cityr Manager Sign-ofF:
It~ertt7: G~eck all that app'Iy: 0 consent [:1 oId business ❑ new business ❑ pubCic hearing ~
❑ information 0 admin. repor# 0 p+ending Iegislation
AGENDA ITE'M 1`ITiLE . Metro Mayars' IVleetirrg
GOVERNING LEGISLATION:
,PREVIO~US COUNCIL r4~~~~~ TAKEN; none
BACKGRQ_ 'UND: Mayors Munsvn, Verner, Van, Ormian and Pederson were present at the
inaugural meeting of t'he Metro Mayors', held on Tuesaay, May 26, 2009 and hosted by'Mayvr
Munsan. TQpics doscussedl incauded:
1. Reraional Seweir Dnstrict
Advantages]DMSadvantages Major items ot negatpativn "
2. Reaianal Fire District
3. 'VVhat Cain this Groui) Accornrflush?
. 4. Future Nieetina Date and Lo+catFon
Mayor Munson gave a re-cap crf their discussians at the June 2cvunciB meeting. The mayors
determined that future rneetingsl'dpscussions vvauld be aeneficial for a!l jurisdiictians; howeuer, a
date and time for the ~ext meetvng w~~ not scheciule~d.
OPTION'S; -none
F~~COMMENaEla ACTION OR M+QTION: N1A
BUDGETJ'FINAIVGIAL «F'r4CTS: N1A
STAEiF CONTACT: Mayar Richard M. Munson
RJK Draft 05131I2009
INT~~OCAL C[]OPERA'I'ION ~GREEMEN'I'
BETWEEN
THE CITi OF SPOKANE M ALLEYp M!' A►JH.ll\ LT TO.Ny
AND
SPOKANE l. O1111 TY, WASHING'T'OA\ a
REGt1RDING
REGIO1~~L WASTEYi' ATER MANA'GEMElr .4
THIS AGR~EMENT is entered xnto on this day of , 200% by and
between the City of Spvlcane Val1ey (the "Gity"), and the Spokane Count;v (the "+~ounty")RECITALS
W:C~EREAS, ~~~kane Caunty, aclass Acounty du:ly flarganized and existing under and by
virtue of the laws of the state of Washirigton (the "County") pravides wastewater co1lection,
~i~:r~ un~n~~
handling, treatment, and dispvsal . wit~e~~ra~.tet~ areas of the Cvur~tY7 the CitY of
Millwood, certain prQperties in the City of Liberty Lake, certain properties in the City of
Spokane, and the City of Spalcane Va11eY {the "City"} (al1 areas togethex, the "Region")y
V~~EREAS, the Region is faced wit;n serious wastewatex callectian, management,
treatment, and dispasal issues, including ara ancreasi.ng valume of wastewater that vvill exceed the
capacity of the ex.isting wastewater sy~tem in les~ than five years;
WHEREAS, the County and City are vita1ly concemed abQut the increasing valurm~ ~f
wastewater and desire to construct, maintaim and aperate a t~ew water r~~larnation facility tv
properly treat, dispose and benef cial1y reuse the increasing vorume of wastewatery
~EREAS, the County amd City have worked together since the City's incQrporatian to
develap and canstruct wastevvater col1ection, treatment and dispos~l facilities;
WHEIZEAS, as a result of the County and City'~ efforts, the County has entered into an.
agreemenfi with CH2M HTLL Constructors, Inc., to design, cDnstruct and operate the Spakane
Cmunty Regional Water Reclamatit~n Facility (the "Facility") for wastevvater treatment and
prcrduction of reclaimed water, whiGh will serve a11 persvns within the R.egion;
W~EREAS, the County will sell a signifcant amQUnt of municipal bonds to finance the
design and construction of the FaciYaty;
WHEREAS, the Cxty desire~ ~up~ort the ~'inancing, design, canstruction} and operatian
of the Faci1ity in order to m.eet the wastewater needs within the boundaries of the City;
WHEREAS, the County anc~ the City are author~~ed by chapter 39,34 RCW to cnter infio
agreements with each other far cooperative action, such as plannning, coristructiQn, awning,
~'inaa~~irig, managi~g and aperating wastewater fac.ilities;
WHER-EAS, the ~~oremeniivned recita1s are found tQ be true and correct f~ndings of fact;
and
WHEREAS, the County a:nd City hereby ~'ind and d~~ermine that this Agreem~~~ ~s
mutually fair and advantageaus to the County and City;
NOW, THEREF+C~~~ ~etween t~~ parties heretfl, the County ~d City, IT IS HEREBY
AGF+EED AS FOLL1OWS:
ARTICLE I
DEFINITIONS
Section 1.1. Purpose..
As used in this Agreement, the foilowing words, unless the cantext otherwise dictates,
haWe the fo1lmwing meanings:
Additianal Bonds rneans a.ny bonds which the County may her~after issue to finance any
can~tructiQn, reconstruction, ar ~dd~~ion to the System mr to refund ar redeem any portion af the
County Bonds.
Agreement means tihis Interlo~~l Cooperation Agreement between the County and the
City ~or the planning, constrsctian, awnership, ~nancing, management and operation of the
System.
Annual Budget means the System bradget for a fisca1 year, as adapted or amemded by the
Cvunty..
C'harges means the applicable feess rates, and charges charged ~o the Users and collected
by the County with respect to the System, as the same are hereinafter deterrnined or later
modified.
City n~eans the City of Spakane Val1ey, Washingfion, a code city of the state af
Washington.
Costs of Mazntenance and Operat-ron means the Caunty's expenses £or operatian,
main~~nance, repairs aftd va~~~nary arenewals and replacements necessary for the operatio:n of th:e
System and inclrades, vvithout limitation, adrninistrative expenses, insurance premiuns, 1ega1 and
engineering expenses, cansuflting and technical expenses, payments to pensian, retirement, hea1th.
- and hospita'lization fi4ulds, annual charges payable by the County pursuant ta any licenses,
permit5, orders or other authorazations from any agency or regulatory body having 1awful.
jurisdiction, any taxes (excluding diseretionary taxes imposed on the System by the CountY),
gavemmental charges and ofher expenses required tQ be paid by the County ta thc extent
prQperly and directly attributab1e to the operation of tne System, costs of transfers or exchanges
af the County Barads, and financing c~sts of any series of Additianal Bonds if such cDsts are not.
paid Qx provided fQr farom the proceeds derived from the sale of such Additional Bonds. Costs of
MaintenaaGe and Operation do not include debt ser~~~~ payments Qr any praWision for
depreciat~~~, amortization ar simiIar charges, ar any costs ar expenses for new construcfi:ion ar
reconstructign Qther than th.e costs of xestaring anv part of the System tv be paid fram Charges ar
-2-
any depasits into the Cvunty sewer fund.
Costs of the Facility means, with respect to any part of the Facility, the costs, expenses .
arid liabilities paid or incurred ar to be paid vr incurred in conriectxon with the planning,
engineering, designing, acquiring, constructirag, installing, operatirag, maintaining, financing or
dispQSing of such part of the Facility, including a11 costs ineurred in connecting the Facility ta
any interceptar pipelines, and the obtaining of a11 governmemtal approvals, certi~'~cates, permits
and ricenses vvith respect thereto, including, vvithout 1imitatian, the costs relatin.g to any eminent
domain Qr candemnatian expenses incurred in conriection with the Facility by the Ceunty, and
debt servi+ce on any euidence of indebtedness of the County 1S5uEd t0 finance any of the
foregoing. Cnsts of the Systern means, wikh respect ta arry part of the System, the casts, expenses and
liabilities paid vr incurred flar to be paid ox incurred in connection with the planning, engineering,
designing, acquiring, canstructing, installing, operating, maintaining, financing, or dispQSa1 0f
such part of the System3 and obtaining all governmental approvals, certi~'icates, permits, and
ricenses vvith respect theretn, including with 1imitatian, the cvsts relating to any eminent domain
or condemnation expenses incurred in connection with the 5ystem by the County, and delat
ser►aice on any euidence of indebtedriess of the County issued to fi:nance any of the foregoing.
County means 5pokane Caunty, W ashrngtDn, a class A. caunty ❑f the state of
Washington.
Caunty Bands means the "Spokame CQUnty Revenue Bonds, Series 2049A," or such atkier
designation as the County decides at the time of issuance, to be issued ta finance all or a portion.
of the Costs of the Facility.
Facility means the Spokane County Regional Water Reclamation Facility comprised of
al1 paroperty, rea1 or persQnal, tangible or intangible, that is now awned or hereafter acquired by
the Cvunty and is used or usefu1 by the County (i) in connectian with the transport of untreated
wastewater generated within the Regian frorn the interceptor sewers ta the treatment plant, (ii) xn.
connection with the tareatment of the wastewater and generation of reclaimed water, and (iii) r:n
connectxon with dispasal, and reuse of reclaimed water. '
Region means the boun~aries of the uraincarparated area of the County tagether with the
boundaries of the City, th,e City of Millwood, certain prapert1es in the City of Spokane, and
certain praperties in the +City of Liberty Lake, that rely on the System far wastewater service.
System means the Facility and all sewage callection system, purnping stations, foree
mains, interceptors, sewer system properties, xeal and personal, tangibie and infiangible, nQw
existing, or hereafter acquired ar constru.cted by the Countya and which are used in connection
with the Facility for the purpases of sewerage colrection, transport, treatment, disposal, and
reuse. Far purposes of this Asgxeement, System does not incXude the sewer imprDVements 1ocated.
in the Northern portian of the County nar the County's share of its capacity in the Riversrde Park
Water Reclamation Facility.
Users mean al1 pearsons, entities, or municXpalities within the Region connected ta the
sewer system utilizing the SySfem for collection, handling, neatment, disposal, and reuse of
was#ewater.
-3-
~RTICL~
~~~~~~AT~~~ ~~~JECT
Section 2.1. Purpose of this Article.
The purpase of this Article is ta set farth certain agreements between the County and the
City relating to the use of the System for the collection, management, transpart, handling,
treatment, disposa1 and reuse of wastewater within the Region.
Section 21. CaoperatiVe Nature the System.
The Cuunty and City hereby recognize the regional natuxe of the challenges related to
wastewater management, and the necessity of a aregianal salution. To achieve a beneficial
regional solution to bath the County and City, the County and City hereby declare their
combined support of the plaaraaling, fnancing, C17115tT'L1GtiDny rnanaging and operation of the
System.
Section 2.3. C7wnershag of Systerri.
The 5ystem shall be owned arzd managed by the County.
Section 2.4. ~~~~ncing.
(a) The County sha11 issue County Bonds to finance the Facilrty. The County
and the City hereby agree and declare that suf~'icient revenues must be generated through
the Charges of the System ta properly support payment of the principal and interest on
fi.he County Bonds.
(b) The County may issue Additional BQnds as it deternines are necessary
and 'a,n the best interest of the Users.
Section 2.5. Charges.
(a) A necessary e1ement of achieving a regional wastewater solution is
funding the cost of canstructian of the Facility. Pursuant to this Agreement, the County,
thxough the use of the System, wall pxovide wastewater collectiQn, handling, treatment,
disposal and reuse services and eollect Charges within the Regian. In recognition of the
foregaing, the City hereby agrees that the City wirl not create any campeting sewer
utility, mr Co1'Ylpe$1ng 5ystem fCIr the pL1I'pDSeS of pT'{)V1+d1ng Se'Vi~er ~erv1CeS tD USeCs W1th1n
the City while the County Bonds vr Additivnal Bonds are autsta.nding.
(b) The City andlor County shall have the abxlity ta impose fees, utility taxes,
or averhead charges, to the users, within their statutoxy au#hority.
Sectian 2.6. Charges and ~udgets.
(a) The County shal1 prepaxe an Annual Budget for the System, taking into
consideration comments from the City, at the same time the County prepaxes its general.
-4-
budget.
(b) The Annual Budget fQr the System shall establish suf~'~cient Charges ~o
meet any covenant in the resolution authmrizing the County Bvnd~ or any Additional
Bonds and t:o pay at the following expenses:
(1) Costs of Maintenance and Operation of the System;
(2) Casts of Syste m; and
(3) A:ny debt service, coverage, or reserves for Additional Bonds, as
required ta be r~ade by the resalution authorizing the same.
(c) Charges fox sewer ~ervice shall be uniform for the same class of service,
provided that additional fees, taces, ar overhead charges may be imposed by the City or
by the Caunt.y, tQ the extent authorized by state law.
Sectian 2.7. Management.
(a) The County shall operate the Sy~~em and shall be respansible for maki.ng
all operational decisions, The County shall be responsible for all contract and non-
cantract erriployees of the System. The County may contract for any third-~arty to
operate the Systern.
(b) `The County vvi~l brief the City xegarding rate setting studies and
r~~~mmendatians, and ~~ek input regarding Aroposed revisioras to ~Ch.arges. in a.ddition,
the County will provide periadic informatian regarding the A:nnua1 Budget or Syste.m
operations, as requested by the City.
~RTICLE III
MISCELLANEOUS
Sect-ion 3.1. Amendment of this Agreement.
Anendment vf this Agreement may be made only by writt:en agreement of the County
and the City.
S+ectian 3.2. Duration and Termination of this Agreement.
(a) The System is aregional sys~em for the co1lection, transpart, treatment,
management and dispasal and reuse of wastewater and is to be aperated pursuant to this
Agreement. Neither the County nor the City may use the System tv the excYusian of the
Qther, ~~~ept as otherwise provided in this Agreement.
(la) This Agreement sha1l be far t~~ ~erm of 20 years, ox for the tez-m of the
County ~onds or any Additianal Bonds, whichever is longer.
(c) FollQwing termination af this Agreement, the County shall own the
System arad all of its assets.
-5-
Section 3.3 Regionalizatian of Wastewater Management
Nothing in this Agreeme.nt shall preclude the Cxty andlor County from pa,rticipating in
efforts to form a region~l wastewater uti1ity, Provided that such efforts add.ress the assump~ion,
defeasance or xetirement of any vutstannding +County Bvnc1s ar Additianal Botads.
Sectian 3.4. Waiver.
officer, emplayee, agent or othervvise of the Cmunty or the City has the pawerz right,
or authority to waive any of t,he conditions pr provisions of this Agreement. Na waiver of any
breach of this Agreement sh~~~ ~e held ta be a waiver of any ather or subsequent breach. A11
remedies afforded in this Agreement or at lavv sha11 be ta:ken and construed as cu~~lative, that is,
in additiQn to every Qther remedy prQvided herein or by law. Failure of the Caunty or the Cifiy to
enfvxc~ ~t any tirme any of the provisions of this A;greement, shall in no vvay be eonstrueci to be a
.
waiver v~ such provisaans, n~~ in anv way affect the validity of this Agreement ar any part
hereaf, or the right of the ~Cvunty andlar the City to her~after enforce each and every such.
provision..
Sectivn 3.5. Headings.
The sectiQn headings in this Agreement have been inserted solely for the purpose of
convenience and ready reference. In no way do they purport to, and shall not be deemed to,limit.
~r extend the scape ox intent of the sectivns to which they appeatain.
Sectian 3.6, A1l Wrifings Contained! Herein.
This Agreement contains al1 of tne terms and Ganditions agreed upan by the parties. No
other und~~~tandings, oral or otherwise, regarding the subject matter af,this Agreement shal1 be
deemed ta exist or ta bind any of the parties hereto. The pafties have read ancl understand all of
the prQwisions of this Agreement, and ~ow state that na representation, promise, or agreerment.
not expressed in this Agreement has been rzaade tv induce the parties tQ execute the same.
Section 3.7. Fili:ng of thi.s Agreement,.
The County shal1 ~'~1e this Agreement with the County Clerk, Caunty Auditvr and
Secretaz'y of State, vvrth a copy of such -ifilings to fihe City Clexk.
Section 3.$. Severability,
Zn the event any provisiQ~ ~f this Agreement shall be dec1ared hy a court of cQmpetent
jurisdictiora to be invalicl, illegal, or unenforceable, the validity, lega~ity and enfarceabxlity of the
rem,aining provisions shall not, ira any way, be a,ffected or Lmpaired thereby.
Section 3.9. Effective Date.
This Agreement shall becorne effectAVe immedxately after it is duly adopted by the Boa.rd.
and t,he City Council,
-6-
IN WITNESS each of the parties has executed this Agreement by their duly authori~ed
afficials.
DATEI7 as of this day of 12009.
SFOKANE COLTNTY, WASHINGTON
Todd Miellce, +Chair
Mark Richard, Vice-Chair
Bonnie Ma.ger, Commissioner ATfiEST:
Daniela Ericksan, Clerk of the Board
of County Commissioners
(SEAL)
Marshall R. Famell, Chief Exeeutive Dfficer
APPROVEx] AS TO FORM:
Tim Emacio, Ch~ef Civil Deputy Prosecuting Attorney
DATED as of this day of 52009.
CITY []F SPC)KAIVE VALLEY
Spakane Caunty, Washington
David R. Mercier, City Maraager
ATTEST:
Christine Bainbrrdge, City Clerk ~ . -7-
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CITY p6koane
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Annual Work Plan for 2009
2009 Budget Goa--s
Including Tasks & Timeline
and
Department Objectives
Execu#rve & Le,gislatrve Suppart
Operations & Administrative Services
Communitty Development
Public YYorks
Parks & Recreation
Public Safety / Police
2009 Budget Goals
The 2049 budget reflects the distribution vf resources consistent with the Cvuncil's detezminatian
of care services prionties. The following goals represent just the very broad areas vf cvncentra-
tion irnportant to the well being of the community.
Gontinue moaifQring wastewafer issues, including gvvernance of wastewater facilities, and
pursuit of the mast efficient and economical methvds to ensure the cantinuation of waste-
watex discharges licenses.
Initiate alternative analvsis for services we derive under cvntract with Spokane County.
Identsfir performanee measures for tbe Police Department and monitvr progress in their at-
tainment.
Implement and evaluate regulatians specified in the SpraguelAppleway Revitalizatian Plan as
adopted and amended by fihe City Council.
Evaluat+e fhe availability, costs and effects of priWate sector vendors getfotming vvinter raad
maintenance for the City.
Implement records indexing and phase in a document ima" svstem Gity department by
+City department with the goal vf achieving city-wide implementativn in 2010.
ExQloce fur#her funding saurces for Citv Center that builds upvn the City's initial investment
in a City Hall to spur further private investment in the development of a mixed used City
Center.
,
~ Public Wvrks - TaskS and Timeline:
R
Continue mpauturing wastewater issues, including gavern-
ance vf wastewater facilxties, and pursuit of the most efficient
and econamical methads to ensure the continuation af waste-
water discharges licenses.
~
Cnntinue Mnnltorirtg ' Q1 2009 I Q2 2009 6 Q3 2049 ; Q4 2009 i
~
W+rasstewuter Issues Jan Feb Mar Agz May Jwn 1u1 Aug 5ep 4ct Nov De+c
1 Analysis and review° witb the County°, City of Spa-
kane, arpd Bept. of Ecology regarding Wastewater
Treatmeat Facility vptians
Executive and Le,gislative Suppart - Tasks and T"imeline:
V
~
Initiate alternative analvsis fvr services we derive u.nder
cantract with Spokane Caunty.
~
- - . j Q 12009 ~ Q2 2009 ~ Q3 2004 Q4 2009 i
~
' Jan Feb MaP 1 Apr May Jun ~Jul Aug Sep Oct Nov Dec
w
Identifv Performance Measures far the Po1ice Department and
morutor progress in their attainrnent.
~
- - - - - . - ,
Identift Perfarmunce Measures-- Q 12009 I Q2 2409 Q3 2009 iQ4 2009
Pvlice Deprrrtmenr
Jan Feb Mar ' Apr May Jun ~ Ju! Aug Sep Oct Nov nec I
1
f ~r■~--.~ ~ ~ ~ ►
Community Tlevelapment - Tasks and Timeline:
~
Irnp1emen# and Evaluate Regulations sgecified in the Spra-
gue/ Appleway Revitalization Plan as adapteci and amended b y
the City Council.
fmplement &Evdluate Q 12009 Q2 2009 Q3 2009 ~ Q4 2009 i
I ,Regulativns - SpraguulAppdeway Plan I
' 3an Feb Mar Apr May Jun Jul Aug Sep ^ Qct Nvv Dec
- - - - -
I Irnplement & Evaluate Regulations speeified in SARP
as adopted and a.mended by City Council 4 ►
Public Works - Tasks and Timeline:
Evaluate the availability, casts and effects of private seCtor ven-
dors performing winter road maintenance fvr the City.
~
Eva1'uale Wirrter Raad A4falnterrnnce Q 12009 Q2 2009 Q3 2009 ~ Q4 2009 ~
Jan Feb Mar ' r4.pr May Jun_ Jut Aug Sep Clct Nov Dec ;
- -
I Evaluate Availability, Costs, & Effects of pnvate sec-
tor vendors performing winter road rnaintenance 4
Executive a.n.d Legislative - Tasks and 'I'imeline:
-
Implement recvrds indexing and phase in a dvcument imag:
ing system City department by City department with the goal
af achieving city-wide irnplementation in 2010.
~
10
GQynplete Reeords 1`ndevirtg & Phase ln a Q1 2009 -Q2 2009 ' Q3 2~109 Q4 2fiJ09
DQCUment Irnaglrrg System
i - IJan Feb Mar Apr Niay Jun JuI Aug Sep Qct Nov Dec
1 Phase in index af all dacuments as part af the dacu-
l ment management system. ~
I
Executive art+d Legislative -Tasks and Timeline:
I^5•~
t
Exp1Qre future fundlllg Sourpes for Cify Center that builds
~ upfln the City's ini.tial investment in a City HaII to spur fuxther
private investrnent in the development of a mixed use City
Center.
~
I I Qi 2009 Q2 2009 ~ Q3 2009 ~Q4 2009 I
~
j , Jan Feb Mar Apr May- ILtn Jul Aug Sep ' Qct NQv Dec I
1
~ 4
I
Department Qbjectives
Operativns & Administrative Services
Antmal CQtrtrvl Q1 2009 ~ Q2 2009 ~ Q3 2009 Q4 2009 ~
1
Jan Feb Mar ~ Apr May Jun j Jul Aug Sep 4ct Nov Dec I
_ _ - - ~ - - - - - - - . :
• Natification Requirement Timeline
• Clptions Identificatican
4 *I
• Cost Comparison + Service Level Comparison 4
• Needs Assessment for Alternatives
~ ►
• Altematives Transitian Timeline ~ ►
Q ~I
i Cvrtrrrrrrtracativrrs Mair:tenance f Q 12009 Q2 ?009 Q3 2009 Q4 2009
2
I I 3an Feb Mar ~ bpr IW'Iay Jun Jul Aug Sep 4ct Ntav Dec ~
+ Natification Requirement _I,imefirie
• Optivns Tdentificativn-Waiting fQr ICNIA study
1
• Cost Comparison a ►
• Service Level Comparison I
• Needs Assessment for Alternatives
~ ►
~ Alternatives Transition Timeline ~ ►
I Emergenc,~~ 1~lranageyneltt Servic~es ~ Q 12009 Q2 2009 F C~3 24,09 Q~# 2009 ~
3 u
~Jan Feb Mar Apr May Jun ~ 3u1 Aug Sep {]ct Nov Dec .
• Natification Requirement Tiraeiine
• (3ptivns Identification ♦ `
• Cvst Comparison 4 I ~
• Service Leuel Comparison 4
~
• Needs Assessment for Alternatives 4 ►
• Alternatiues Tramitian Timeline ~ ►
l,~rS Q 12009 Q2 2+~49 Q3 2t~09 ~ Q=~ 2~1~9 ~
,
4 j
~
I Jan Feb Mar Apr May .~un ; Jul Aug Sep Oec Nov Dec I
* Noti#ication Riquit-el7xent 7iinelulz
• Options Identification
i ►
• Cost Comparison
• Service Level Comparison
* Needs Assessmenx fiar Altematirres
~ ►
• Alternatives Transition Tim+eline
~ ♦
- - . - - e_
- - - - , - - - - - ~ , - - - - ,
PL US Q 12009 Q2 2009 ~ Q3 2049 Q4 2409
~ g i ~ 1
i- - Jan Feb Mar Apr May .Fun ' Jul Aug Sep Oct Nov Dec ~
~ -
• Notification Requiremeat Tirneline
• Options Identificarivn
• Cost Comparison 4~ ~ ►
~
• Service I.eVel Comparison 1
• Needs Assessment fvr Altematives
• Aiternatives Transitivn Timeline
. - _ - - - --a.~ - - - - -I_=~ T
~ Hearittg Facaminer ~ Q1 2009 Q2 2009 ~ Q3 2009 Q4 2009
6
Jan Feh iViar ' Apr hfia}r Jun 'Jul Aug Sep ~Oct Nov I~
• Natif icatioe3 Requireiiierit -I iizieiine
• (3ptions Identificatiaa
~ ►
~I
• Cast Comparison
4 ►
• Service Level Comparison I
• ATeeds Assessment for Altematives
• Alternatives Transitian Tirm~cline * ~
- - - - - - - E _ - _ . ~ .
Jtrry Managelnent , Q12009 ~ Q~ 2009 i Q3 2049 Q4 2009
7
;.Tan Feb Mar ~ Apr May ,iun Jul Aug Sep Oct Nov I)ec ,
~ ivotitlc:atioji Requirement .I imeline
• C]ptions Identificatian ~ ►
~ Cost Comparison • Service Level Compa.dsan
, I
• Needs Assessment for Altematives ~ 0
+ Altematives Traaisition Timeline
$ Law Enforcement Servxces l~ Q 12009 QZ 2409 Q3 2009 ' Q4 2009 ~
~
I
,
. ~ . - - - - - - .i Jan Feb Mar ~ Apr May .Iun ! Jul Aug Sep Oct Nov Dec ~
• Notiticatioii Requirenient I'imelinc:
~ (?ptions Identification
* ♦
• Cvst Comparisan
• Service Level Comparison
~
• Needs Assessment for Alternatives
• Alternatives 'I`ransitivn Timeline 4 ►
Pretrial Services Q 12009 ~i Q2 2009 ~ Q3 2009 ~ Q4 2009 ,
9
I ~.Fan Feb Mar Apr May Jun '3u1 Aug Sep Oct Nav L}ec
• Notification Requirement 1-irnelirle
• C}ptivns Identification
~ ►
• Gost Comparison * ~
1
• Service Level Carnparisan
1
• Needs Assessment for Altematives
• A1ternatiVes Transitivn Tirneiine
I . 1'robatrort Q 1 2009 i Q2 2009 Q3 2009 ~ C24 2009
10 4 4 ~ 13an Feb Mar ; Apr h!fay Jun ~Jul Aug Sep Oct Nov Dec
- - - - • Ncatificatian Requirement Timeline
• Optians Identificativn
4 ►I
• Cvst Cvmparisvn
• Service Level Comparison 4
• Needs Assessment for Alternatives
1
• Altematives Transition Timeline
~ Q3 2409 Q4 2009 '
- Prnseeutivn Q 1 2009 Q2 2009
11 d
~ Jan Feb Mar ; Apr May 1un atil Aug Sep ' Oct Nav Qec
• Notificatian Requirement Timeline
~
• Qptivns Identification 4
• Cvst Comparison
I I
• Service Level Camparison
• Needs Assessment far Altematives ~
• Altematives Transiti+mn Timeline
_ . - - -
Publie Defender ~ Qr 2009 Q2 2009 Q3 2009 ~ Q4 2009 i
12 ~ i
Jan Feb Mar ' Apr May Jun I' Ju1 Aug Sep act Nov Dee
* Noti#ication Requirement Timeline
• Optivns Identification 4 ~
• Cost Comparison ~ , ~ f ►
• Service Level Camparisan
• Needs Assessment for Altematives ~
• Altematives Transitian Timeline ~
,
I
~
~ ~ - - .IQil - - - _ ~ Q I 2009 - I _ Q2 2009 - ~ - Q3 2009 - - - Q4 2()U9
G II I
14
p q Zan Feb Niar Apr May Jun ~ Jul Aug Sep j Oct iJov Dec ;
• Notificatipa Requirement Timeline
+ Qptions Identifeativn ~
• Cast Compaiison
• Service Level Comparison
~ I ►
• Needs Assessment for Altematives
I
• Alternatives Transition Timeline , 6
~ - - - - - - - - - - Geiger Incarceratian & Work Release Q 12009 I Q? 2049 Q3 2409 Q4 2009 I
15 • ~
.Servtces dan Feb A/Iar ~Apr May Jun 'Jul Aua Sep Oct Nav Dec I
. _ _ - _ - - -
• Notificatian Requirement Timeline ~
• 4ptivns Identifxcation
1
i • +Cast Comparison ~
• Service Leuel Comparison ~
• Needs Assessment for Alterna#iwes
~
• Alternatives Transitivn Timeline 4 j ►
16 Murricipal Ccrurt Contract ~ +Q 12009 Q2 2409 Q3 2009 Q4 2009
~ Jan Feb Mar Apr May Junn ~ Ju1 Aug Sep ~ Oct N4v Dec
• Natification Requirement Timeline
• Options Identification
• Gvst Comparison
• Legal Analysis
• Service Leve1 Comparison , I ~
~
i 1'Jeeds Assessment for Altematives 4 C ~
~
• Linked Senrices Identificativn 4 6~
• Alternativ+es Transition 'I'imeline * 0
~
~ _ - Q -
l 2009 Q2-2009 ` Q3 2009 Q4 2009
' Hctman Resources Divisicrn I
dan Feb Mar Apr May Jun I Ju1 Aug Sep i Oct Nov ~
Dec
1 ti,pdate HR and Applicant Iracking Nivdules 'tn Eden
~ COMF'LETED
2 ~ Tnitiate classification review system
~
Enhance employee recognition program ~
, ' ♦
~ 4 c i Establish initial employee development
' oFPortunities thraugh online learning
;
S Enhance employee recruitment systems to fill wacant
~.ity pQsitivns + ~
~ 5 i Expand nevv employee orientation and
4
tt'rllillilg 41
►
I I
6 I Deveiop HR Iutranet to provide infvrmatipn suppvrt to 45 days after
~ Gity employees sys#em upgrade
I)evelop processes that improve emplayee aceess tv To follvw abave
information
II - - - - Ql 2009 ~ Q2 2009 Q3 2009 1 Q4 2009
~ Finanre Division
I~ Jan Feb Mar ~ Apr Mayr Jun i Jul Aug Sep Oct Nov De+c
1 ' Consider suggestioms made by WCIA regarding
insur-ance covera.ge's 4 ~
~ n
~ Z ~Consider State Auditor su;ggestions 4 10
3~ Refine ProjeGt Accounting System 41 - ~ -4
I ~
~ Q 1 2009 s Q2 2009 ~ Q3 2009 Q4 _
2009
I `
COm1`1'Zu12'1ty DeVeld)pmei"lt ~ Jan Feb Mar ' APr May 3u.n Ju1 Aug Sep J4ct Nov Dec
1 Develop a germit timeline report that can be published 5tart after
on the City's website system upgrade
2 Update ttte interpretation noteb4ok for UBG interpre- 4ngoing
tations to ensure consistency y
- 1 I I
3 CQntinue implementation vf prvicess improyements,
based on priarity 4 ~
Staff` Training.
• Continue to provide department-wide training tv 4
facilitate teamwark and efficaency
•Cross train within division to increase lcnowledge 4 ►
base and pravide better staff
Meet with stakeholders for progress meeting
4DeWelop and adapt revised street standards 4 ~ ►
Prepare final draft docurnent C C)NIP1.,ETI=
Begin adoptian prvicess with Planning Cvmmissivn
4
City Gouncil adoption 4 0
Continue implementation of the City Center Praject 4 I d I 61
I. l I
t_
- Work oa implementatian of the Sprague/Appleway 4
Plan per City Council direetian
6' Establish Ciry UGA thraugh Spokane Caunty's 4
Process (Due in 2011)
Wark with regianal staff on [TGA boundaries and
cornptete Jvint Planning Agreements 4 ►
Complete the annual Comprehensive Flan update ~
- ..~-4 ~
~ Y 8 Rewiew th+e City's process for Clear View Tnangle
issues, recommend imprvvements and implement ap- 4 ►
praved revisians
Code campliance staff begin field inspecticans fvr
completing city-wide Clear View Triangte grflject 4 ►
~ 9Provyde s#aff support ta the Flanning +Cvmmissivn 4
' 10 Prepare a file archive plan and train staff to archive 4
11 Complete Pianned Action Ordinance for the City ~
Center
j12 Pregare an annexatiQn prvicess far the city +of Spokane 4
- _ Valley ~
I 13 Select cvnsultant to perfvrm Shoreline Master
~ { ~ ~
Program inventory d,epending vn funding available
r-T Q 12009 - Q2 2009 ~ Q3 2009 ' Q4 2009 ;
~PubllC WorkS-OpeYatiQnS & Jan Feb Mar Apr May Jun Jul Aug Sep ~ Ohct Nov Dec
Maintenance
~
' i 1 Wnrk with the County and D4E vn next phase of
Wastewater Treatment Facility and TM`DL ~ ►
,
~ I7cvelop six-year Storrnwater Capit.al Imprvvement
Plan w ~ - ►
~
Identify & recommend new projects
Draft six-year plan
~ Caordinate signat lights along arterials cQrridors 4
Implement tirning plans
G
C}ptimize traffic signals vn selected corridors .4
7
4 Upgrade signal contrallers with CMAQ funding 4
~ I
Receive P
4 ~ ►
Install
5' Apply fvr grants and work with various schools to t~
~ install flashing beacvns at crosswal~cs
Conduct/cornplete survey 4
Apply for grant fuading 4 ►
fJrder equigment ~
Installation
~ ►
Irnptementation
4
Ccaatinue work on the DOE Underground Injection
Cantrol Pragram
Inveatory & assessment 4
I I
7 Begin implementing AIP'DES Phase II Stvrmwater
perznit ~
$ Develop long range Stormwater Plan in conjunction 4 ~ ►
~ with completivn of a5ove programs
9 ExpYore a site and facility far storage of equipment 40_ _ ~ ►
and materials for maintenance services
10 ~ Research cost and locarian of a treatrnent facility for 4
~the discharging of vactaring liquids ~
YI Update the 200$ Street 1Vlaster Plan I ~ I
4 I ~ 10
, 12 ~ Renew contracts with priyate cantractors for stxeet
maintenance
+Q 1 2004 ~ Q2 2009 ~ - Q3 20 Q9 - - ~ QA 2009
~
~
~ PubIIC W4rkS CUl'ltl,iZlled J. Feb hfYa~r APr May Jcin Jul Aug SeP ' Oct Nov Dec `
- - - - - - - - - - 13 Reaew conh-acts with private contractars for ~
' Starmwater maintenance services
14 Continue developanent af a lang range plan for manag-
; ing street maintenance, street sweeping and landscap- 4 ►
~ ing services
15 `I'ransition from Spokane County to private contractors
f'or snow removal ♦
16 Cornplete Storrnwater as5essment rolts
~
~ PubfiC ~ Q 12009 Q2 2009 Q3 2009 ~ Q4 2~309
Ca,pital Imprvvement Jan Feb Mar Apr May .tun ~ Jul Aug Sep ; Oct Nov Dec
I Li pdate six-yeai- i ranspunatioii I'laii t'or w-terial raad-
ways ~ ►
Indentify & recommend new projects 4
Public hearing an draft plan
Seek Cauncil approval caf plan
Submit STP, TIB & other grant requests
2 - Implement approved Capital Prajects
~■~I ~ i f ~
Valley Corndor - Environmental assessment and ON HOLD
preliminary engineering
Pines /1Vlansfield construction
~ ►
1
Barker Road Bridge construction 4
. 1 1
44th Ave Pathway, Wovdruffto Sands - design & 4
~
construction
Signal eontroller upgrades 4
Broadway IFancher PCC - design & construction 4 ~
Rocllcwell Sanitary Sewer - construction ~
Broadway Ave, Movre ta Flora - design & ROW
Swimming pool upgrades - construction ~
Children's Universai Park at Mirabeau - design
Terrace View Fark upgades design & construction
~
' 3 2409 . Q4 2009 ~
~ Public - Warks Q - - 12009 - Q2 2009 Q
~ C'apital Improve~'IZent 'Jan Feb Mar Apr May 3un ~ Jul Aug Sep Oct hov Dec i
~n - - - - _ . _ : - - -
Valtey Missioa Park upgrades - design &
construction
West Ponderosa 5anitary Sewer Fhase I- design &
construction West Ponderosa Saaitary Sewer Phase II - design &
construction Valleyview Sanitary Sewer design & construction
i
' I 1 i-`
Glement Sanitary Sewer - design & construction
~ I I
Rotchford Acres Sa.nitary Sewer - design &
construction 4
Sprague Ave Rehabilitation - design & construction 4 I ~ ~
Sprague CQnklin Signal - construction
►
ITS - SpraguelApplewaylDishman Mica
♦ ~
construction
Park Road - Braadway to Indiana - design
Broadway Rehab -Fancher to Thierman - design &
construction Sprague ADA Improvements -a- design & construc-
tion
16th 8c Bettman stormdrain improvements - design
& construction
Sprague Avenue PCCP iatersections design & con-
struction (Pines, McDQnald, Evergreen)
Broadway Ave Safety Project - Park to Pines - c3e-
sign & construction 4 ~
Varivus street preservatian prvjects - desiga & con-
struction ~ E - ►
~
WSI]QT Urba,n Ramp project - Broadway, Argonne,
Freya UC
Indiana Ave Extension - Sullivan to Flora - design
3 Implement database program to track Capital Project's FINANCE IS
information and implement Eden Capital Project mvd- LEAD
ule tv track prvject budgets
d Design of City Ha11 Facility ()N HOLD
~ -
5~Renew eontract with Spokane Cvunty fvr signage,
I ' striping, arid signal maintenance
~
Parks & Recreation - Administration & Maintenance Divisian
Begin Deslgn & Construcdon Q 12009 ~ Q2 2009~ Q3 2009 Q4 20~?'9
~ af GreenQCres Pvrk
~ i Jan Feb M,ar j Apr May Jun I Jul Aug Sep ~ 4ct Nov Dec
~
1 ~ I3egin public design pwcess
~
2; Seek additional state budget appropriation of Green
0200~
~ Acres Park dewelopment
~
~ 3 Design dacuments
4, . #
I S1arr Canstruetian o,,/' --i Q 12009 Q2 2009 ~ Q3 2009 ~ Q4 2009
Chlld'rerr's U'rtiversal Purk 'I
Mar Apr 1V3ay Jun ! Jul Aug Sep i Oct Nov Dec
- - - - -
- - - - - - ~
~ Cortrplete the design pbase
- °2 ~ Constructian begins
~
~ CQmplete construetiQn
3
i ~ ►
~ f
Ce QI 2OC}9 Q2 2f109 - f --Q3 20i~9 Q4 20~19 -
,
~'~hr~at+~ Arbor I3Q}~
]an F'eb M,ar ~ Apr 1VSay Jun ~)u1 Aug Sep C3ct Nov Dec
I ~
- - - - - - - - - - - -
, 1 ' Plan for Arbar Day
~
~ -
2 Arbor Day celebratian ~
~
3 Plan for expanded 20 10 prQgrarn 4 ~
~
- Cnniplete Renvvation af Q 12009 ~ Q2 2409 ~T Q3 2009 ~-i Q4 20,09 ~I
VQ11ez? AliSSion Park ~
- F ~ 3an Feb Mar Apr rviay JuQ Jul Aaa.g Sep 4ct Nov Dec
I ~ Finalize design
,
I
2 ~ Award cons#ruction bid
I • ~
3 Construction begins
4 Complete renovativn
Parks & Recreation - Recreation Divisivn
- - - - - - - - -
~j Revisft tJre formal of the seasvrraf rerreatian bro- i Q 1 2009 ^Q2 2409 i Q3 2009 Q4 2049 j
chure tQ see if changes need ta be marde. I ,
, Jan Feb Mar ~ Apr May Jun I Jul Aug Sep ~Oct Nvv Dec '
1 R:eview brochure format ~
~
~ Create C'onsistent Guid"elines for ~ Q12D49 ~ Q2 2009 1 Q3 2009 Q4 2009 ~
,
~ Contract Recreation Progrttm Instru+ctians
Jan Feb Mar ~ Apr May Jun Jul Aug Sep i Oct Nov Dec
' - - - _ - - -
I Creat+eigain apprvval contract iastruction policies
i 4
~ 2~ Develop an inforrriational binder on the process of
, contracting instructors ~
-
i - , - - - - - - - ~
~ 1 2009 Q2 2009 Q3 2009 Qa 2009
, +Cc-Host Wasftlngton Recreation u,nd Parks Q
AssaclQtiore Anrrual Ccxtiference
In Spokane Aprl! 2009 _ 1Jan Feb Mar ~ Apr May Jtln Jul Aug Sep Oct Nov i3ec
I j ~'oi1f4C'itlct pfa13J1ii1`
1
~ 2 ' Hast canference
~
, P'arrner wilia the YMCA tu Hold End of Y'ear Q 1 2009 , Q2 2009 Q3 2009 , Q4 2009
Carttlval al Mirubevu Meadvws ~
Jan Feb Mar ' Apr May Jun 3u9 Auc, Sep Oct Nov Dec
1 Work with Y'MCA to host event a, I ►
j Irrvesttgure Off`erlng AH Programs ~ Q 12009 ~ Q2 2009 Q3 2009 ~ Q4 2009
I For A1I Ages
~ "Jan Feb Mar Apr May Jun Ju1 Aug Sep Qct Nov Dec ~
I C7etermine need aind pvtential to affer art
C I 1
l
Parks & TZeCreati+vn - Aquatic Division
Complete Carestructlon on - Q 12009 Q2 20(}9 Q3 2009 ~ Q4 2009
Q'utdoor Pvvls J
i ~ - - - - - - - ~ Jan Feb Mar ; ,Apr May Jun Jul Aug Sep i Q►ct Nvv pec
I Construction finished
I' 2 I Grand re-a enin p
~ p g
d
I ,3^ Evaluate and survey remodeled pools f'vr enhanced
~ Progmm opportunities 4
Parks & Ii.ecreativn - Senior Center I)ivisian
~-Errhance Evenfmg 8c Weekend Actnlides That Will Q 12009 Q2 2009 Q3 2009 ~Q4 2004 l,
,r4pperrl to the 50+ PvpuTation ~
° Jan Feb Mar Apr May Juuu . Jul Aug Sep Oct` Nvv I3ec `
- - - - ,
~ I)evelvp program propasals
~ I
2 ~ Facilitate vff'szte vpportunities with outside agencies
~ (i.e. HUB)
- ~
3Work with local tour campaaies to offer avernight and
weekend trips
~ Fcrcus Arogrammitig an Changirtg Sit!_J'i itr Life ! Q1 2009 ~I Q2 2009 Q3 2009 Q4 2009
i :'tytes of Serriars far Future Progremming !
~ Jarz Feb Mar Apr Mav Jun Jul Aug Sep , Oct Nov Dec
1 Develap progran7 praposals
. ■ y .
~
' 2~ Host ane mantl-ily healthy fitness program C
~ i 1
Provlde Pragrurn»:errg tlrrtt Eircan:passes ~ Ql 2009 i Q2 2004 i Q3 2009 ~ Q4 2009
AIultiple Dimensiarrs o,,iHealtlr & z3'elltress I ,
I Jan Feb Mar Apr May Jun ; Jul Aug Sep ' Qc.t Nav Dec I
~ - - - - - - - <
1 Final approval for limited evening ciasses arad events
4 ►
q
2 Nfeet with Center Place Facility Caordinatar tQ fmal- +
~ ize evening classesleveat schedules
~
3 Offer expanded hours 4
CenterPlace Division
Research Electranic Atarquees far tlie Lobby+ to Dis- Q1 2009 ~ Q2 2009 ~ Q3 2049 Q4 2009 ~
plct}, Ewertts, CCS Classes, Serrlor Ce►tfer Acth~ities,
ond to Market CenterPlace ~ Jan Feb Mar ~ Apr May Jun ~Jul Aug Sep flct Nav Dec '
~ -
1 ~ Canduct research
,
I 2 Request quotesldetermine feasibility
~
' 3-~ Purchase & install Marquee ! ~ ►
1
Continue hmplemerttation of Marketing ~ +Q 12009 QZ 2009 TQ3 2009 Q4 2009 ,
and Conzmunicutions Plan ~
y Jan Feb lViar Apr May Jun {.iu1 Aug Se,,C)ct Nav Dec
1 ~ Cvntract the food services to one caterer to hetter
serrrice corparate customers
- i
W_ 2 i Advertise as per Marketing Plan ~ ♦
3 Cvmplete the website redesign
4 ~ 5chedule hotel/event planner meetings
I
~
Public Safety / Poliee (On Target as of 5/27/2009)
~ Bui1d [Tpvn 4ur Atu1'ti -jurisdictivnal ' Ql 2009 i Q2 2(}49 ~ Q3 2009 i Q4 2009
, i Warking Parrnersltlps
V~ ! - - - 3an Feb Marr Apr May Jun Jui Aup- Sep ;{)ct Nov Dee ~
Corltinue to ejiiiance depai-tinerital, reyion~,l ~and com-
munity public safety efforts in cooperation with citi-
zens and bvsinesses, with assistance of Crime Check
Z Increase interest in cammunity involvement in pro-
grams such as SCt}PE, Neigh6orhaod Watch, Crime 4, ~
P7eaention, Reserwes, Explvrers, etc.
3 I Continue inWOlyement in Inland Empire Palice Offi-
~ cers Association, sharing intelligence with Idaho pub- r ~
lic safety agencies.
4{ Update vur "Caordinated Response for Preventions
and Interventfon" partnership agreemeat regarding
~ jurrenil+e violence in area scbaals, partnering with ESD 4 ~
#101, Prasecuting Attorney's Uf#ice, Juvenile Court,
U.S. Attomey, City of Spokane Police Department,
Spakane Caunty Sheriff's Office, A.T.F., Sacred heart
Hospital, and Spokane Mental Health.
, - -i-
;
Q 12009 Q2 2009 Q3 2009 . +Q4 2009 ~
Canrlnrte to Work Towrrrd Dlsaster .f'repareriiress ,
Jan Feb Mar ~ AprMa~►~ 7un I Jul Aug Sep Oct Nav D~ec
_ _ ! -
~ - - d - - - f- - - - ~
1 Niflve forwaxd with multi-year multi j urisdictianal
final design plan of the comrnunications interoperabil-
ity system fvr implementatian, training, and equip- • ~
ment installation. (2012 mandate must be met).
Z,; Continue involvement in pubiic safety table top
Exercises with other agencies throughout the County. 4 ~
-T -
Q 1 2~909 ~ Q2 2009 Q3 2049 Q4 2(~~19
~ SlcrJ'f Goals
~Jan Fe6 1VI~ar , Apr May 1un ~ du1 Aug Sep Oct Nav Dec
~ ~ - - _ - - ~1-~ Identify and implemenE specific training needs far
' Spokane Valley Police Department
i ►
2~ Participate in the law enforeement assessment pracess
~ and #ry ta irnpiernent best practices to enhance public 4 ~
safety services.
3 Become mvre prnactive rather than reactive, utilizing
Intelligence Led Policing through proper utilization of 4 ►
resaurces.
4 Implement tbie new LEXIP{)L palicy department
wide. 4 ►
5 Cantinue tv implement crime prevention efforts to
keep Spokan+e Valtey a"safe city" to live and work.
►
4
S ~.+11 ~ V.r
i
~
Valley
•
usine
ss Plan
A Commun.tty
C)f
0pPortun-ity
~
~
Table of
Contents
~
Executive summary. . . . . . . . . . 2
Business Plan Proeess . . . . . . . . . 3
Strategic 5ervice Delivery Areas . . . . , , . 4
Understanding the Departmental Business Plan . . . . . 5
Department Business Pians:
en ExecutivelLegislative Suppart - City ManagerlCity Clerk. . . 6
it
Q ExecutivelLegisiative Support - City Attvmey . . . . 10
z
~ Glperations & Administrative Services. . . . . . 13
~
Finance and Information Technolvgy Services . . . . 17
Community Development . . . . . , . 21
Parks & Recreativn . . . . . . . . 27
Public Wvrks . . . . . . . . . 33
6-Year Budget & Staffing Impact Summa.ry . . . . . 40
Summary - Citywide Business Plan . . . . . . . 41
~ Pending Ideas . . . , . . . . . . 42
E Appendix:
ago
Foundation af the City of Spvkane Valley . . . . . 43
z ``A +Core Beiiefs. . . , . . . . . 43
Vision Statement . . . . . . . . 45
Values . . . . . . . . . 46
Customer Service . . . . . . . . 47
Infonnation Input:
Y Internallnput . . . . . . . . 49
Externallnput . . . . . . . . 50
Council Goals . . . . . . . . , 51
The Initial Plan . . . . . . . , . 52
Executive
Lsummary
The City of Spokane Valley Fiscal 'Y'ear 2009 Business Plan communicates New GvnceptS ln 2009
the cortnectivn between the strategic planning process and the cornmunity Business Plan
priorities shaping the future vf Spvkane Valtey. A dynamic document, it is
the most recent iterativn c~f a six-year busiaess plan that witl be updated '~~thir~ ~he 20U~ Business Plan,
annually as needs and priorities change, and as effarts are successfully each depar#mental plart
cornpleted. identifies, measures, and
reflects trends in the City's
Because many City programs and services are stiil evolving, that process wi11 Performance.
be reflected in subsequent years' Plans.
Worklvad lndr`cafors illustrate
As a forecasting dacument, changes effected in earlier Business Plans are not both input and outpu# rela#ed to
reflected in this current version. Fvr histarical reference, please refer to the adepartment. These indicatvrs
summary included in the Appendix or to priar years' Business Plans. refleCt the service demarld
upvn each departmen# and how
Th+e 2049 Business Plan is divided into twv sectivns. First is the initial Plan muGh work rrvas perfarmed.
itself, which ou#lines the pr4cess, strategic service delivery areas and plans ~orkiaad irtdiCators can a[sa
specific ta 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 propasals compare Spokane Va11ey's
bearing further consideration. statis#ics with those af other
cities.
The Business Plan ties into the Strategic Financial Plan, which is based on
financial forecasts. The 2009 Flan is considered a"closed" plan; i.e.: one Perforrnance Measurements
which allows reallacativn, but no increase of funds from the adapted 2008 de#ermine out efficiency by
Plan; hvwever, there is an exception. The Public Wvrks Street Fund Division, comParin9 the amaunt of work
through reorganization and utilization of already apprvved .4 budge#ed hvurs, Perf4rmed to the amount of
requested an additional .6 hours #o crreate an Assistant Engineer positian resvurces consurned; for ~
dedicated to trafFiclplanning & grants. exarnple, the response time tv
fulfill each citizen request.
Two positions originally anticipated in the 2009 budget have been postponed Whi1e measuring efficiency is
to 20I0, including a Community Develapment Code Cvmpli,ance (Jfficer, and imPortant in determining
an C?gerations Caordinator for Parks and Recreation. The addition of a w'~~~her the City is making the
Human Resourees Assistant posi#ian has been pastpaned to 2014, and twa IT best use of resources, thvse
Specialist positions are anticipated fQr inclusivn in the 2010 and 2012 measurements may not tell us if
budgets. The Accounting Technician far the Finance Department is refleeted aur efforts are efiFeCtiv►Q in ~
in the 2049 Business Plan as ar►ticipated. fu(filling our gvals. To ;
determine this, we measure
From 2009 through 2014, a tatal of 6.6 new pasitivns are planned with outcom€s through such means
~
estimated annual cQSts ranging from $202,605 in 2009 to $592,205 in 2014. as Citizen satisfaetion surueys
The estimated costs include persoanel, vehicles and equipment but do nvt These Perf'ormance
include overhead such as affice space and utilities. Measurements provide both
accvuntability to the customers ~
The Business Plan lvoks at the trends in Sp4kane Valley to antiCipate future and a gauge fvr marlagement
needs. Financial resources are also forecast, taking inta consideratican to determine whether services
econamic indicators and new legislation. The Business Plan can then be are running 5mvvthly or if
focused on utilizing available resources in the most efficient manner ta changes ne+ed to be made.
pravide quality secvice to aur customers while meeting the current and future
needs vf the City.
~
Business Plan Pracess
Thi5 pI'C3pfl5ed Sa,X-year Business Plan for 2009-2014 is based on the fvlfillment of the City's
Vision Statement:
"A comrrtunity of opportunity where indivr'duals and families can grvw and play
and businesses wi[l flaurr'sh and ptosper." 11
In order to execute the Vision, the City Council, with public partacipation, worked to establish
core beliefs, values, and annual budget gvals, all of which provide the nexus fvr the City's six-
year Business Plan. The Appendix i.ncludes a camprehensive discussivn of the Fvundation on
which Spakane Valley was built, which in+cludes Core Beliefs, our Visivn Statement, our "Values,
aur commitment to Custamer Service, a summary of Intern.al and External Input Methodology,
and the Cauncil's Gaals for 2009,
As noted in Figure 1, Busiaess Plan Prvicess, the City's Foundation as established by +City
Council and influenced by formal employee input, city planning prvicess, analysis and other
forms of internal input, along with citizen surveys, comment cards, focus grQUps and ather
external input, cvntinues to b+e the fQUndatian vf the evvlving six-year Business Plan. Each vf the
Strategic Setvice Delivery Areas is supported by a Departmental Business Plan. The initial
Departmental Business Plans were developed through participatory meetings open to aIl City
emplQyees. A SW(JT analysis identifyiang the strengths, weaknesses, v_pporturuties and threats for
each department was condueted. Mission statements and goals were es#ablished by employees.
Annual updates to the Business Plan are submitted by department heads and revised by the City
Nf ana.ger.
Figure 1. Business Plan Process
City Foundation
Core Beliefs, Visian 5tatement, Values, Customer Service Standards
♦
~ City Gauneil -
s Budget Goals t
. External Inp~t
Interaal Input ~ Citizen Swvey
Lunch wl City Manager Gomment Cards
Em lo ee Focus Grau s Strategic Service-Delivery Areas
P Y P" Focus Grvups
Corr~mute Trip Reductivn ~ Customer GQn-espandence
Survey
Resource Anatysis Departmental Buainess Pians
Comprehensive Pl~n.n
b-Year ~"rausportation Missian Stateme~t
Goals
Imprayement Plan
6-Year Financial Plan Strate~ies
CenterPlace h~farketi.ng * *wa~klaad I.ndicat~rs *
Pl~ Performance ~rieasurements I`r~ew plan compvnents
Parks Master Plart ~
Audits Citywide Business Plan
~erf°nnance Analysis Encampasses All Items Abawe
~
~
Strateg ic Service Del ivery Areas
The City af Spokane Valley is classified by five strategic
service-delivery areas vf ane ar more departments, as seen in
Figure 2. Strategic Service-DeliveU Areas and Respgctive
DeQartments. The five strategic senrice areas have
devefoped mission statements that guide all the departmen#s
that operate within the strategic ar+ea.
QA:dditionally,
Within two of the strategic service areas, divisions were further
defined. Two of these are notable in that they haVe developed
mission statements and business plans specific to thvse divisians.
First, the Offce of the City Attorney is a divisivn within the Executive
& Legislatiae Support Departrnent, but prvvides City-wide legal ,
senrices such as I'1tlgat10n, legislation, cantracts, and cad+e
enforcemerrt. The second is the Finance & Infvrmativn Technolagy
Divisivn rrvithin the Operations and Administratfve Senrices
Department.
Figure 2. Strategic Serwice-Delivery Areas and Respeetive Depar~tments
=~F~ • , : _ _
~ it-•..*•
Exec;utive & ()pesations Canunun:iiy 1'arks 8t Public Wor3c..~
L.e&,Wvc Supparc Administrative mcvelopment Recreation
Semices
_
Office of the Finance &
Ciry Attorney Informatian
• Technolcrgy
. 1~'
u1?de'f`5fan,a11?~! ti~E
epartmental Business Plan
Begirrning vn the next page, the 2009 Business Plan includes a descriptian of each prvgra.m
alang vith the goals, strategies, estimated budget, and timelines necessa.ry to implement the Plan.
Each strategic area encompasses a genera.l area of service delivery while the respective
depa.rtments and divisions within provide specific services to the custamer. The departmentsl
divisians wark closely tvgether under the directi:an of the rnanager of each strategic area,
coordinating efforts to serve the missian of that particular area.
Worklaad IndiCators and Perfvrmance Measures
Goals encompassing a six-yeax period are develaped by each department and are intended to
rnake departmen#s respvnsive tc, the eommunity. The Goals are summarized in a six-year
timeline fallawed by a Budget and Staffing Summary which illustrate the impact of the goals.
Warkload indicatars ar+e utifized to
demvnstrate the amount of work
RerFormed, services received, andlor
Beginning with the 2009 Business resources consumed. This tyRe of
Plan, the City wil[ incorporate inforrnation will be callected annually to
Workloa~d Indicators and Performance identify trends that are occurring in our city
Measures. Goals and strategies in the that affect the government organizativn.
Business Plan provide directian far the Such information can be utilized tv make
future; Workload indicators and staffing decisians, priaritize purchases to
perfarmance measUres help ensure best meet the needs of Qur customers, and
desired results are achieved and that forecast budgetary needs far the future.
ci#izens are receiving the vafue 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. Althaugh most basic city services provided are consistent across
jurisdictions, each cwty organization has great discretion in deciding how ta provide thase
services. Each task performed by a city employee has a desired effect attached to it. If we do
nvt take steps to determine whether the desired effect is being accvm,piished, we do not know if
we are effectively meeting the needs of our citizens and customers. For example, a sunrey of
citizens will telf us if we are praviding the recreation programs they desire, and an assessment of
the candition of our s#reets will tell us if we are main#aining aur streets to a suffcient +degree.
The cQUnterpart of the effectiveness measure is the efficiency measure. Vlle must also
determine whether the Gost to provide each senrice ts a good value to aur customers, These
efficiency measures will Ie# us know whether v+re need to improve the workflow process or
provide befter resources tv accommadate the customer in a timelier rnanner. Examples of
efificiency measures ar+e the cost per capita of delivering a service or the number of days
ta issue a permit. 5
! DEPARTMENTAL
~
I BUSINESS ,
PLANS
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Department:
ExecutiVe & Legislative Suppart - City ManagerlCity Clerk
Mission Statement
flur mission is tv provide the Ci#y Cauncil and emplayees with leadership, usefuf
advice, and implementation of best practices to a+chierre adopted goals and deliver
quali#y services to the community.
Uverview Description of Pragrams
The Executive & Legislative Suppnrt Citv Manager - The City Manager
L3epartment is accvuntable to the City recomtnends and implements palicy,
Cauncil for the operational results of the aversees the operations of the City, and
org;anization, effective support of elected develops and implements the budget. AlI
Officials in achieving their goais, fulfillment emplayees repart directly or indirectly ta
of the statutQry requirements of the City the City Manager. The City Manager
Manager, implementation of City Council super-vises and mentars Masters of Public
policies, and provision of a communieation Administration (MPA) program interns.
linkage between citizens, the City Cvuncil,
City departments, and vther gavemment Citv Clerk - The Clerk's Office is the
agencies. custvdiam of all the City recards and
aversees the elections. The Glerk
Executzve and Legislative Support includes administers the City Safety Committee and
the City Clerk and oversees the Fvlice R.a€sk Management claims function.
Services Contract far the City. While the
Uff ce of the City Attorney is included in the Pvlr'ce Services - Police services are
Executive and Legislative Support contraeted through the Spakane County
Depa.artment, it works directly with all other Sheriff's Department. The Ciry of Spokane
departments and has its own Mission Valley PQlice Chief reparts tv the City
Statement and Goals following this section. Mataager.
2009 Organizational Chart
City Manager
Ad.m ia. Aysis~.aat -
E~tscutiv~
C3ty Muuict
_
Ciry Attomey City Clerk AdmirL Assistdex- Pc,lice Chief 1"vLPA
Execuave (Concract 5err°ices) Inierns
C!r►, Council
~ _ - -
Adrnin. Assistant
, Depu~, City Clerl:
- ".i~•- ~
Deputy Crty AttQrncy Rule 9 I.egal Imems',
ro
6-Year Goal Summarv
~ Facilitate the achievement of annually established Cvuncil G"raals
_ • Update Strategic Financiai Plan
• Ixnplement City-wide document management system
Detailed Goal Lr's#
Goal 1
Facilitate the achievement of annuafly establisbed Council Goals (all
years).
Strategies (2009-201 d)
- - 'Annually develop objectives arzd strategies to
~ accomplish Council Goals
a Repvrt goal attarinment pzogress ta the community in
the City Manager's Budget Message
Workload lndicat4rs: 2008 2009
Meetings wf Department Heads
~ to attain +CvunciF Gvals 53
i
Goal Attainment Progress (previous years`
Goais) posted to wetasite by
February 15 annuaily
a
Number af ar?nual Ccurt~,~il ^eGtma4 55 ~
Number vf established Councii qoals 6
i
PerfarmanCe Measurements: 200$ 2009
% vf citizens satisfied with Caunci!
' Goals and City's directton (positive rating- survey) 82%
i
Average % nf citizens who attend Cvuncil
~ meetings (survey) 21%
a
% of citizens who rated the_services prauided by
the City with a positive rating (survey) 90%
% of citizeras who rated Spokane Valley as a place to
~ Live with a positive rating (survey) 98%
•
% of citizens who rated the City with a pvsitive
, rating re. listening ta c+tizens (survey) 75%
a
~
Positive rating re: the City as welcaming
~ Citizen inrralvement - (survey) i
G0a12
~
Update Six-'Year Strategic Financial Ptan (SFF). The SFP forecas#s expeeted xevenues
and expenses, incorporat+es the fiscal elements of departmental business plans, identifies
fiscal constraints and prvpases fvrmulas for Gauncil cvnsiderativn in cvmposing a budget-
balancing approach tha# itemizes necessary service reductions or increased revenues, or a
combinatian thereaf.
~ Strategies (2(109-2014):
■ Update the financial forecast on an ongaing basis
■ C7pdate departmental business pXans
■ Calculate the fiscal impacts identified in business plans
■ Assess reuenue and expenditure trends
■ Merge trend data with business plan cost data
■ Dretermine the finaricial delta
■ Develop best case arid worst case scenariQs
■ F'ormulate revenue and expenditure options
■ Determine affordable service Ievels
■ Seiect budget-balancing options ta irnplement
■Obtain Council authcarization tv proceed with seleeted option(s)
Workload Indicat+vrs: 2008 2009
Draft af Departmenta6 Business Plans
~ completed annually by June 30 - - ` !
Strategic Financial Plan reviewed and
~ updated ann+aally ~
a
Balanced budget presented to
~ Gity Council artnually w
a
Performance Measurements: 2008 2009
% of eitizens who rated the overall value of services
received fvr City tax dvilars paid as a
~ positive rating (survey) 83°/fl ~
Per capita expenditures *taken from year end report
divided bv current popilation
i
Gaa13
im,glement Citv-wide document management svstem.
- .Strutegies:
2009
■ Phas+e in index of a.ll docum.ents as part of the document managernent system
2010
■ Cvntinue phasing in index of a.ll docaments
■ 1'viaintain full document imaging and cantinue archiving all documents
,
VVarklaad lndicartors: 2008 2009
~ # ot aoXes arcnived 181
a
of public record requests prvGessed 347
a
of canfracts and agreements processed 166
a
~ Prepare analysis of electronic fling annually N
a
Perfarmance llAeasurements: 2008 2009
% respvnses Ipublic recvrds cequests
~ completed in 5 days 100%
•
°r'a of afl documents and forms indexed an City"s
year end - - - - 1 COOiCi
~ website by
~
% promp# indexing of Council documents wlin
f
SL1mIYlAt'Y 5 working days 100%a
i
G-Year Tameline
Goal 2009 2010 2011 2012 2013 2014 201
I &2 -
3
6-Year Budget and Staffing Impact Summary*
This plan does ncat include any additional funding and staff impact.
The City has set aside $254,000fvr rmplementation of cr dvcument imagxng system. 7'his Flan does rrot irzclude
-9
~
Qdditivncrl systems fundirrg.
aepal"tl"i'1etlts
Executive & Leg is lative S upport - Offi-ce of the Ci#y Attomey
Mission Statemen#
Implement Council policy by prvviding clear directian and meaningful assistance to
emplvyees administering city gvvernment and citizens w►ho use city government. Ensure
that all City activns are consistent, timely and helpful. Maintain a positi►re and creative
workplace,
Overview Description af Programs
The affice vf the City Attomey represents Cantract revrew and support - Review
City's legal interests including vversight vf contracts prior ta adoption and advise City
claims and litigatian. The divisivn manages departments on issues related ta
the City's legal service agreements such as administratian of the contracts.
courts, prvsecutors, and probatian. The
City Attomey drafts vrdinances ,and Code ceampliance support and litigativn
resalutians, negotiates eontracts, ieases, Provide suppart ta cade compliance
and agreements and supports departments department in analyzing cases; provxde
~ in erlforcing associated Iaws. fihe Office of litigation support for eases that are mot
the City Attomey also provides specialized capable crf resolution by cvmpliance
emrployee training regaxding existing law. officers.
The City Attomey supervises and directs
the work of Rule 9 Legal Interns. Communitv Developrnent support -
Frovide advice on broad spectrum of issues
related to development permitting in the
City, and joint planning activities outside
the City in affected areas.
~Legisltrtive sup,pvrt - Draft legislative
changes; provide aduiee to the Gity
2009 Organizational Chart Council on broad range vf municipal
issues.
City Attorney
- ----~T
Deputy City Attomey Administrative
Assistant
.
RuYe 9 Legal fntems
~....y_.~ ~.D
_6-Year Plan Summaa
• Have a fully operational City Attarney's +Dffice that is adequately staffed ta► handle the
worklaad and allovvs far timely client service
•.Assist other departments in analyzing and mapping existing processes ta determine
campliance with the Iaw and whether higher Ievels of custamer service can be achiewed
Detailed Gval List
Goal 1
To have a fullv ouerational Citv Attorney's Office that proactiaelv assists in
program aevelonment, advises all departmedts oa leg,al issues in a timely matter,
and manap-es $Il at~ enti~l and exi~.~#ing litigstion.
- ~ Strategies (2009-2014}:
i
■ Review programs
I ■ Monitor wvrkload & workload changes
■ Track response times
■ Identify deficient areas
Workivad lndicators: 2005 2009
~ Work order requests processed - - 388 i
~ Legal memorandums ga
i
~ Public records requests processed 29
a
Litigation matters including enfarcement mattecs. 105
Enfvrcement - Open 94
Clased _ - - 71, ~
Pgrformance Measurements: 2008 2009
Legal service cost Ihr compared to
~ autside counsel $73 vs $250 $ vs $ ~
a
% o# internal cli+ents reparting legal advice was
~ timely (target 95%) 91 %
•
~ Lega~FT€-p"4y-~T-E
i
~ T,otaI 1 nn 7 E avpct^~t~v-a&-t~ pefzenE~ge
~ a-f -GanefaI-Fund
i
GUal 7
To assist other depar#ments in aaaivzint! and rnaipnini! existing processes ta determine
compliance with the law and whether higher levels of custamer service can be achieved.
Strategies: 2009
■ Finalize an index for all public records fram each department, with a corresponding electronic
direetory system with a cvmm4n City-wide format
■ Identify all types of permi#s, approvals, permissions ar waivers granted by the City, and speeify the
proceduses to be followed far each item, including deadlines
■ Create a pracess whereby the basis for all conditions placed upon a dewelapment project is
identified, with a specific checklist ta be followed prior to the imposition af each conditian
■ Create and maintain a purchasing manual
■ Maintain and update all farm contracts used by a.ll departments
■ Update and maintain all City franchises
■ Maintain and update all fvrm contracts used by ail departments
201 0-2414
■ Maintain and update aIl form contracts used by all departments
Workload Indicators: 2008 2009
~ Training classes taught ~
i
~ Contracts reviewed
~
~ Ordinances and resolutivns drafted 40
•
Rerfarmance Measurements: 2008 2009
Percentage of internal ciiertts reporting that Legal
~ advice was clear & re}evant (target 95%) 95%
a
5ummary
6-Year Timeline
Goal 2009 2010 2011 2012 2013 2014_
1 & 2
6-Year Budge# and Staffing Impact Summary -This plan daes not include any additional
s
funding and staff impact. ~
i~
Department:
Operations & Administrative Services
Mission Statement
C3peratians and Administrative Services suppar#s the organization and provides
exceptional custvmer servrce by assessing and addressing the needs vf customers and
employees, emphasizing public accvuntability, fostering connmuni#y involvement, and
managing the delivery vf services fo the eitizenry.
Overview Publie Inforrnativtt - Provides
professional communicatiQns suppart that
The C?perations & Administrative results in the distribution of complete,
Services Department includes the human accurate and timely infarmation vn City
resources, central reception, public issues and activities to intemal and
infarmatiQn, contract administration, and external constituents to create public
finance functians of the City. This awareness, understanding, and interest in
sectiQn of the Business Plan reflects the Gifiy programs, policies, services and
Uperatians Uversight Division of the initiatives.
Department.
Cohtra+ct Administrativn - Negatiates
Description of Prvgrams ~erviG~ ~~~ements, review's charges,
audits usages, utilizes ma.naged
Human Resourees - P'rovides services in cQmpetition, and addresses custamer
cvmpensation, benefits, training and cflncerns.
orgarizational development, staffing, AnQiysis _ Perfarms professianal level
emplQyee relations, and eommunications. management analysis of service cvntraets
and parograms for efficiency and c4st-
Centr~rl Rec~e~tion - Serves as th~ efFectiv~ness; conducts oper,~tianal
primary customer serwiee representative effectiveness reviews to ensure functional
fvr alI departments within the City, or praject systems are applied and
pravides customer assis#ance and fimctivning as designed; and gerforms
receives and assists the pubiic, cvst cvntrol activities tv assure sound
fiscal control.
2009 Organizational Chart uep„uty City
Ntanflcet
Adminrstrativc
Assisiant - Exxecutivc
AdminiSiratire Sr. Adniinis~tivC Publac: Infoizitation Office AySisEa!yt [ U~cc ~ssisttant l I l~umsn Resaurces
A°
Analyst Analyst Off cer Mauiager
Muman Rmurces
Teehn'scian
~3
6-Year Flan Summatv
■ Respond ta internal and external irnpacts on the City's human resources function in order
ta recruit and retain a well-quali#ied wvrkforce
■ Enhance cornmunity inUOlvement in City gavernment
■ Farmalize public accountability in City vperativns thraugh iuncQarporating the Business
Plan inta deeision making, conducting a periodic community survey, and establishing a
toolbox for evaluating the City's contract services
~eta1'l@d G0aj LlSt
Goal 1 Respond to internal and externsl impacts oo the Citv's human resources function in
order te recruit and retain a well-Quslified workforce.
Strategies: (2009-2014)
■ Use m4re pro-active recruitment techniques
■ Evaluate City' s work enwironment to encvurage retentian af existing
staff
■ Expand New Emplaye~ Orientation and training
■ Deveiflp processes that improve employee access to information, and
make the best use of technalogy in order to admiruster cost effectively
1Nvrkload lndicatars: 2008 2049
I~LAI)RJEr of C;ft~ ~rrIolavees 8~-~1
•
Personnel activn fvrms processed 148
•
Number of training classes facilitated
~ ar caordinated 9
a
Interviews conducted 154
~
Emp6oyees hired_00eciu6ar emplayeesl 15
"'Perrr~anent FT.PT emofvvees; limifed
Term emplvvees. L7cres nvt include
TemQ!seasona4 emqlDyees ~
Average number af applications received
k Per recruitment cycle 94.8
•
' Performance Measurements: 2008 2009
~ Percentage af employee satisfaction wl MR (target 95°/4) 97.6%
a
~ Percentage rate of employee turnover 9~r'va
2~
2008 2009
~ HR FTE per 100 emplvyees 2 a
Percentage of annual non-manager performance reviews
~ completed wlin 30 days of anniversary date 53.42% ~
~ Averaq~, number of davs to camalete recruitment 130 !
Goa12
Enhance cvmmunitv involvemenx in Civ &overnment. Twv of the Cvre Values advpted by
Gity Cauncil a.re to promote cvmmunity identity and pride, and to focus on the futuure
~ Strategres: (2009-2014)
■ Prvmate a unique, Spokane Valley identity especially for the
celebration of the City's ten-yeaz anniversary
■ Develap reports an SpQkane Valley demographic and economic trends
• Expand forums for informing and invvlving the public through the
development of formal customer service feedback system, and
enhancement of community cammunicatians outreach Frogram
Workfaad Indicators: 2008 2009
~ Media releases issued
a
~ Total Nledia Stories 673
~
~ Public Infarmation contacts with media 273 ~
~ Community newsletters produced 3 reqularJI 1 special
~
Perfvrmance Measurements: 2008 2009
Customer satisfaction re: contact wl City Flall
as it pertains tv impressian of employees: (survey)
°fo positive rating
~ *Knawledge ss%
a
~ *Respons'rveness 90%
a
~ *Courtesy 89%
~
2008 2009
~ *C}verafl Impression
i
Custqmer use af website
(survey) 26%
•
Customer satisfaction wl Public Information
~ services pvsrtive rating- survey) 92J/c.
a
Earned media stories per FTE in PIQ 16 22
*based vn 1.5 emplayees
i
~ Gvmmunily E-Newsletter distributiora per capita 0031 %
~
,
Gval 3
Formalize public acevuntabilitv in Citv aperatians through inco"orating the Busines_s Flan in#a
decision makiag, conducting a periodic communitv survev. and estahiishing a taolbvx for
evaluafing the Citv's contract services. An open, collaborative government is the thirci Core Va1ue
adopted by Citys Council.
~
_
Strategies: (2009-241 4)
■ Incvrporate the Business Plan in the City's decision-
making process tv enhance accountability through
implementativn af performance measures,
■ Implement a geriodic community survey to obj ectively
monitor customer satisfaction.
■ Establish a toolbax for evaluating City's contract services.
Summarv ■ Develop a fvrrnal cantract audit program.
■ Finalize a managed Gompetition process.
6-Year Timeline ,
Goal 2009 2014 2011 2012 2013 2014 2
19 2 & 3 -
f-Year Budgefi aad Staffing Impact Summary*
C7perations/Admin 5ervices FTE 2009 2010 2011 2012 2013 2014
HR A5S15#3.I"1'C 1.00 0 0 a 0 4 f+D,000
Cvmmunity InvlPublic
Infa ' 0.04 73,520 34,061 29,623 30,248 34,816 31,432
Contract 5ervices 2 0.00 13,520 14,461 34,623 15,208 15,816 36,100
Qther HR Serviees 3 0,00 251000 55000 79000 27,000 79000 7,000
Subtotal 1.00 112,040 53,122 711246 72,416 53,632 134,532
*5alcrry/Benefits and Personnel Startup Costs (work statxons and vehicles)
1 Publieation.sr $.Sk interaclive web, $50k-2449 only, community otttreach 5k, eustomer service feedbacklQk-Z010
Sk-2011-2014, PI irttern
2 CommuMity survey $20k-2011 &2014, Cantract Services Intern
j City scrf'ety plan, paperless HR sys#em, update website, enha»ce empdayee recQgnitian, develop marketing strategy,
enrtployee deivelopmerrt/learnrng, eornpreherrstve employee deuelopmertt model, succession plannirtg, healdhy workr'life
Department: Operations & Administrative Services
- Finance & Information TechnologY
,Missron Sta#ement
The Finance and Information fiechnolvgy Divisivn is committed tv excellence in custvmer
service by prvvEding quality financial informativn #a Gvuncil, citizens and City
departments. The Information Technology Grvup (IT) seeks tv understand techn4lvgy
and hvw it can best senve internar and external IT users.
Qverview Descrip#i4n af Frograms
The Finance and Information Technology Finance - Provides assistance to
Division pxvvides fina~ncial management departments vn the annua.l budget,
and technology services for all City financial reporting, payroll, accounts
departrnents. Programs include payable, and purchasing.
accounting and reporting, payroll,
accounts payabie, purehasing, budgettng, Information TechnologE - Frovides
financial planning, insurance, treasury assistance to departments regarding
and information technology. This telephone service, computers,
Divisian exists within the (]perations and printerlcopiers, and the city's computer
Administrative Services Department. network.
2049 Organizational Chart
Fiaance Direc#or
. . . . - _ _ ~
Accounting Manager Accountant/Budget IT Specialist GI5/Datahase
Analyst (a.a Fr~) Actministraror
- (3,0 FTE)
- _ - -
_Y
'-S . -
~ ACCoui'Ytit7Q
Technician (2.0 FTE)
6-Year Flan Sum.marv
• Assist in the implementatinn of the Sgrague-Appleway Re~ritalizatic~n Flar~, especially
the area of City Hall, City Center, and c~ther infrastructure financing
• Assist in developing the f nancing of the Street Master Plan
■ Explore available telecommunications infrastructure accessible to the pubtic
■ Maintain a consistent level of serviee in payroll, accounts payable, budget preparation and
inf'ormation teehnolo,gy services during a perivd of high grawth
Detailed Goal List
Goa11
Assist in the implementatian of the Sprague-Applewav Revitalizatioa Plan, esneciallv in the
area of Citv HaiL Citv Gen#er, and other infrastaruucture financing.
Strategies (2009-2014);
■ Review list of needed improvements
■ I)eternnine cost of impravements
■ Glnce agreement with develaper is signed, determine who will provide imprvvements
■ Determine timing of improvements
■Determine affect on city financial stability
■ Determine financing options
■ Frepare plan
Goa12
Assist in developing the financiag of the Street Niaster Plan.
Strategies: -
2009
" Review consuitant's plan
■ R.eview list of needed improvements
• Should Capital Plan be different than Uperating Flan?
■ Determine costs
■ Determine timirtg
■ Determine affect on city financial stability
■ Determine optians
~ Prepare plan
Goals 3
Maintain a consistent level of service i.n pavroll, accounts pavable, budp-et preparation '
and infnrmation technolog,y services tduring a neriad of bigh yrowthl.
►Strategies: (2009-2414)
■ Add Aecounting Tech.nician in 2409
• Add Infvrmation Technology (IT) positivns as needed (2010 & 2012)
■'Upgrade telephone, network and fiber infrastruGture
Wvrklaad Indicators: 2008 2009
~ # of accoun#s payable checks _ 2+664 ~
~ Dollars spen# City-wide $52,605,662
a
~ Number of phvne lines 28 ~
~ Number of workstations 140
•
~Number of servers & aqptrances supported 33 ~
~ Numher of PC's installed or replaced 20
a
Perfvrmance Measurements: 2008 2409
~ Finance exper+dituresfCity-wide expendi#ures .0 124 0
Dollar value vf accvunts payable prQCessed
I Per AccQUnts Payable FTE S40,0'33.37i
0
Dvllar value vf grvss payroll processed per
~ payroll FTE.~_... $5148_.433
- r
~ Hefp desk requests per IT FTE 1 month 55
0
~ IT FTE per number of workstatbons 70
~
IVetwork avaiiability °/s 99%
(259 days out of 26?1
•
Summary
6-Year Timeline
Gaal 2009 2010 2011 2012 2413 2014 201
1 & 4
2& 3 f-Year Budget snd Staffing Impact Summary*
Finance & Infarmativn
Techoology F'TE 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 S~41 28 87,95 93,67-1 96,014
IT 5gecialist 1.00 0 0 0 85,240 869520 92.144
Accout-itin,y, position( s )
Subtotal 3,00 53,668 1341444 138,923 233,193 241,640 252,730
~ *C'oti.sider• .S1C1~ fpP C711I]1I4Il WC)1"It)1-z Clf1cl pYojeGf CiCC•otirliira~
*SalarylBenefits and Persorrnet Startup Casts (work statiorrs and vehicles)
1 Drap in second yeQr is the result of arte-tirne start-up cosls irr year one
I
20
Departmwen#:
Community Develv►pment
,
Mission S#atement
The missian vf the Community Development Department is ta prvvide planning,
permifting and cvde compliance serviGes in a respansive and efficient manner to ensure
the safety, health and welfare of our ci#izens, and fo encourage vrderly develapment and
econamic sustainability.
Uvenview
Cvmmunity Development maintains the Permitting - Review and issuance vf
City's Comprehensiue Plan, administers constructivn and land use pennits accvrding
the Uniform Develapsnent Cade and to the City's Unifarm DeWelopment Code
adopted Building Codes, and assists wh.ich includes the disciplines of Building,
citizens an+d business awners wit.h cpde- Planning, and Development Engineering and
related issues. is completed through inspections of these
three areas of develapment.
Descriptioa af Programs Cade Comnliance - Resp9nds to City
complaints for compliance to City cvdes.
Planning - Makes recommendations for
the updat+es and maintenance of the City's Geagranhic Inf'vrrnatinn Svstems
Comprehensive Plan, participates in Maintains the City's gevgraphic database in
regivnal planning policy issues, provides order to prvvide information to mak-e
the state with mandated information decisions and manitor land use trends.
regarding growth of residential capaciry
and employment trends, adrrinisters the
Unifarm Development Cv+de including the
5tate Environmental Pvlicy Act (SEPA),
Shvreline Management Act arid the Growth
Nianagement Act (GMA).
2009 Urganizatiaaal Chart
C'ommunity
Dei-elopment
Director
Admin. Office
AssistatiE Assislant I
- ■
-
Planning Building Seniar
Manager (3fi-iciai Engineer.
Uevelapinent
,
Senior A~sistant Sr, P1ans Co~ Sr. E'erra~it Rn'4~' O~tice
Planns:r Planner Exarniner Campiiance Specir~li~ ln~ector 1~si~nt 1
(2.0 FTE) (3.t~ F`T`E) (]ft~cer (2,0 FTE)
(2.4 FfE)
-
Assaciate Fl~nir~g 7Exwminer Bui(ding Permit O;tTce Engineer Con~t.ructior~
Plan.ner Tech Ins}~tc~r 1f Speeial~~t Assistant U (1.5 FTE) lnspector
(2A FTE) (75 FTE) (4.0 I°rE) (2.0 FTE)
F
' - -
ASsisLatil EngiAeEr!ng
Engineer Teeh
~ (2.0 FrE) (2,0 F7°C)
I
G-Year Plan Summary
■ Comglete t.he Planned Activn State Environmental Palicy Act (SEP'A) far City Center
Area
a Implement the SFrague-Appleway Revitalization Plan
a Complete the Shoreline Master Program update
■ Update Urban Growth Area (CJGA) baundaries through regional process
v Continue ta iumprQVe custvmer service in permit pracessing
■ 2010 Census
" CQmplete 5-year update of the Comprehensive Plan
I
Detailed GQa! List
Gosl I
CamQlete the Planned Action SEPA far
the Cifv Center Area
Strutegies: (through mid 2+009)
■ Conduct public hearings vn draft EIS
■ Make revisions based vn comments
■ Public autreach
■ Adapt planned action ordinanee
Gval 2
Implement the S~r~,gue-Applew$y Revitalizaxion
Plan as determined bv the Citv Council.
~
,
Strategies: (2009 - 201i)
■ Work with the City Council, cc+ansultants, a.nd ather department
staff tv determine the scvpe of Gity Center plan
■Put together timeline and costs for improvements and work with
Cauncil to determine
■ City's portian of costs
■Refine site plan with property owners and consultants
■Clase property transaction for City Hail
■ VVork with consultants and property owner to secure a develager
0 Review plans far City Hall permit and issue
■ Apply for gran# funding appropriate tv project
I
Gva13
Complete Shoreline 1Vlaster Pl$n
Strategies: (2009-2013)
■ Complete Shoreline Inventory
■ Complete the Shareline Master Program update subject tv obtaining
grant funding
■ If funding is available, select consultant for Shoreline Inventory
and Technical CQde and Policy Wark
■ W'a.shington State mandates adaptian of an updated Shoreline
Master Pragram by 2013
Goal 4
Update UGA bound$ries thrvugh regivnal pracess.
~k
Strategies: (2009 - 21110)
■ Amend Cvmprehensive Plan to identify UGA's in 2009 update
■ Work through regional process to have UGA's 1 Joint Planning
Areas assigned .
' Work with county and other cities to adapt cQmmon standards fvr
UGA areas
■ Complete the wark of the county-wide UGA. grant
Gaa15
C:ontinue to imprave customer service in permittingprocess.
Strategies: (2049)
■ Implement recommendativns of the develapment stakehvlders group
■ iJpdate and i.mprave +customer handouts
■ Complete staff training of the Sprague-Appleway Plari and form
based development regulativns
* Identify prablem areas that delay permit review and work with
dewelopment community tQ find ways to solve the prvblem
Worklvad IndicatQrs: (Goal 5) 2008 2009
~ Permit Center courrter walk-ins _ _4315
Permit Genter phone calls 4472
Cvnstruction perrnits issued 3535
~
~ CaP,stfuGt4of~--Wr-mts-al
dUew
Building inspections performed -
~ Residential 4480
8cailding inspections performed -
~ Coraimercial 2177
Code camplEance eQmplaints
~ investigated 1008
~ Right-of-Way inspections perfvrmed_ - - 5183
- - -
~ ~-ad~9-~`e`~+ts f-ev+evved
Engineering inspectivns performed
~ S+enrice papulativn88.920
Number of planning Commission meetings 24
IVurnber of cvde amendments 7 _
Performance Measurements: 2008 2009
Number of permits issued per FTE 392.78
(P!arts Exam.-2, Bunld, lnsp.-4 _Permit SA~ec.-3) .T
-
~ Residential building permit issuance in days tneeds tarqet period
(target 3-5 working days)
~ Average tenant improvement permit issuance in days (needs iarget period)
{target 25 wvrkEng days}
Average response time for frst review
~
(commercial perrnits, target 20-25 workirrg days)
per
- - ~
% of citiren satisfactian with services regarding
land use, planning and zoning vuith a positive r,atang
{sul'Vey} 83%
A~e~-a~-upRbeFef-aGOGatk)n6-~amitted-a#tef
- - -Rre-application- rnee4ng- ( wrnmercia4)
J
~
A,vear-age-~bef--o#_ap,p4eat'4ens sLibnirktc-d afteF
Pre-appfica#ion mee~~~g fland-use; ~
Goa16
2010 Census Strategies: 2009
■ Send staff to census training
■ Prepare maps and data fvr census collection
■ Assist in any other way required by Census Bureau
Goal ?
Complete S-Year Update of Comgrehensive Plan
Stra#egies: 1011
' ■ Nvtify utility districts, school district and vther autside
agencies about need for updated infvrmatiQn
■ Incorporate any new state mandated informafiion
■ Pracess thrvugh Planning Commissivn and City Ccauncil
Summarv
fi-Year Timeline
Gaal 2009 2014 2011 2012 2013 2014. 21
2
3
4 I
5 & 6 ~7
G- Year Budget and Staffing Impact Summary*
+Commuaity Development F'I'E 2009 2010 2011 2012 2013 2014
Code Compliance Off'icer 1.00 0* 85,340 165,327 69,574 74,096 75,948
*Cnnsiclerirlg ,nost~em~:~nt ot~po.sition
Salary/Benefr#s and Persannel Startup Costs (work stations and vehieles)
~ IJrop r"n second year is 1he result of Qne-time start-up cvsts in year orre
Thfs posr'tion wa,r previously fianded in 2009, but has beerr postpaned to 2 010
Departmen#:
Parks & Recreatinn
Overview activities within the City. The YMCA
prowides the lifeguards and maintains the
With offices located in the CenterPlace poals duri~i~ the seasvn.
Regiona.l Events Genter, the Parks an~i
Recreatian Department consists of five S,~nior Center - The City of Spakane Valley
davisions. Farks Admuustration and assumed operational cantrol of the Valley
Maintenance; Recre,ation; Aquatics; Senior Senior Center in 2003. Through the Spvkane
Center; and CenterPlace. The Department is Va11ey Senior Citizens Assaciation, the
compnsed of nine FTEs. ParkS Maintenance Seniar Center promotes fellowship, hea.Ith,
annd Aqua#ics services are contracted with recreativn, sQcaal, and edueational
external businesses/agencies. The Paxks & oppvrtunities for persons fifty years and
Recreatian Department also maintains a older.
da.tabase of local recreation programs and
services to help match citizens with existing In cqoperation with the Community Colleges
services. of Spokane the Senior Center offers elasses
Descriptioa of Pragrams ranging from aerobics to Spanish. The Senior
Center is also a recreatgonal hub far area
Parks Adminis#ration cg Maintenanee - The seniors ta play billiards, ping pong, and
Adrninistration Divisivn pravides directivn piekle ball, and join in weekly dances, iheme
and leadershap far the Parks and Recreation dances, and line dancing.
Departrnent in irnpiementing the goals and
abjectives of the City Council and facilitates Ce►tterPlace - Ganstruction of Niirabeau
the general upkeep of parks and gublic areas Point CenterPiace was cornpleted mid-year
of the City. The Cifiy us+es contractua.l 2005, The groject represents the culmination
services fvr the operatiorrs and maintenance of eight years of planning a:nd funciraising by
of City parks. Mirabeau Point Inc. and the joint
invoiwement of the City and Spokane
Recreution - The Recreation Division County. The appraximateiy 54,000 square
cvordinates and facilitates the delivery of faot facility houses the City of Spokane
recreatian programs and services throughout Valley Senivr Center, a grea.t room (banquet
the City and the City's park system. facitity), numervus meeting zooms, multi-
purpose rvQms, and a high tech lecture hall.
Aguatres - The City of Spokane Valley awns The facility combines with Mirabeau
three swimming povls which prvvide Meadows Park and 1Vlirabeau 5prings to form
opportunities for open swim, swim lessons, a regianal fvcal point far Northeast
svvirri team, and facility rentals. In addition, Washingtvn, NQrthern Idaha and Westem
the City leases a pprtian of Valley Mission Montana,
Park for a water park. The City cwrrently is
rnntrartinv with the YMf'A fnr a11 annatir.
. r~;~re~~EOn
- ~,~t . ~iver'~e park _
s~temt~ a~~ M~'inta%n
-
~~~Aop' t~pef~`
tl ,
MmUOWs'
our co -
n;~~►tiam~~' Chart
&
Ps~`ks
Director
_
~q
a _ lwSa+!~
0 savces?
(Car~u~`-
~~as~ttact Sec~
~,~~E p,~istW
~;LL~carPt~~
cu~ct,d~an
~~~erPtw r~~~ ° 3.' CO
.y~r-~ - - - C~~t~~r►~ . ~ ta E'Ct.
, C~'nar°z Rela~an~~t~~lita~~
COOtditialO; =-V--
p,OC':itOit
, L►t c~'~'T ~~%~p1S5t _ .
•
i
!
_ . . _
. s..., ,
►
c.C's'~t.t~~ikt;t' e
K BLiYC AWS143At s •
qdznlt►t~
2.D
G-Year Plan Summary
■ Implement recammendations af the Parks and Re+creativn Master Flan
• Implement the CenterPlaee Regional Marketing and Communications Plan
• Make faciiity imgrvvements ta CenterPlace
■ Expand senivr services tv serve +changing needs and expectations of #he seniQr popuXation
■ Work with Centennial Trail Partners to develap 20 Year Plan
28
Defaileaf Goal List
Goal l
Implement recammendations af the Parks and Recreatioa Master Plan; based
an cantracted planning services and relying an Public Wvrks I)epartment for
canstructi4n prvj ects.
Strategies: {2009-2014}
■ Implement Parks and Recreation Master Plan
■ Explore optivns for major svurces of ffaannding
■ Pwrsue park acquisitions and develvpment
■ Develop forma.l agreernents for "schovl parks"
■ Build department identity
■ Partner with 1oca1 jurisdictions ta loak at
feasibility of indoor aquatics eenter
Vlforkload Indicators:
2008 2009
~ Acres maintained 126 #
~ Trees Pianted 5 ,
Overall number of park facility
~ reserrratians per year 222
a
~ Number vf recreateon classes offered 77 ~
~
~ Spokane Valley prapulation 88.920
~ Number of apen swim haurs available Iseason 980
•
~ Number of swim lessonlteam registrations 1 -22 0
~
Perforronance N'leasurements: 2008 2009
~ Developed park acres per 1000 populatian 1.4
s
~ Recreatian program recovery vs direct cost 167%
s
~ Parks & Recreatoon budget per capita $29.74
a
Percentage of citizens who participated in a recreatian
~ program ar activity (sunrey) 45°r'Q
erGentage oFciTizens wFo-have visi e'a 'City of ~
I Spokane Va!!ey park {survey} 840,/L
P"ercentage of citizens rating recreation programs or
~ classes with a pvsitive rati ng (su rvey) 9 5~/c
a
Percentage of citizens rating recreatian centers vr
~ facilities weth a pvsitive rating (sunrey) 93%
•
Percentage of citizens rating quality o# parks wath a
~ pvsitive rating 98%
a
, Goal 2
Implement the CenterPlace Regianal 1Vlarketing and
Communicatians Flan.
Strategies: (2009)
~
■ Increase s+easonal staffing to accommadate a higher level of service
far events
■ Develop "CenterP'lace's Partner Services" with lacal event planners
■ Contract food and beverage service
■Contract marketing services to help implement marketing plan
■Expand website to include more Iinks r& interactive pricin,g guide
Worklaad IndicatQrs: 2008 2009
Number of area businesseslhateis cvntac#ed
f fvr use of CenterPiace 24.400
i
~ Number of reservaticans per year 721
a
~ Number of operating hvurs per year 4,633
~
~ Number of rQOm use hours baoked per year 4,780
a
Performance Nleasuremen#s: 2008 2009
~ Percentage of facifity capaeity per Great Ravm reserved 26%
a
I Percentaqe cost recoverv per CenterPlace 95% i
~ Percentage of area businesses ut%lizing CenterPlace .0067% ~
~ Percentage of facili#y capacity per Lounge reserved 15.7% #
~ Percentage of regivnal use of facilifiy 18%
so
Gaal 3
Make fsciliiv improvements to CenterFlace.
, - - - - - - - ~ Strategies: (2409-241 d)
■ Develop land in frvnt of CenterFlace
■ Sch+edule preventative maintenance and facility updates to
mai.nt.ain CenterPlace in new condition
■ Explore opportunities to pravide additianal services
■ Explore updating saund systems in the Great Room & Lounge
■ Investigate constructian of vutdoor wedding gazebo
Goa14
Expand senior services to serve changLng needs aad
expectations of the senior p2pulation.
- - Strategres: (2009)
. ~
Challenge tv serve cuFrent age demographirs and ta attract new
participants
* Add new, actiue pragramming
■ Increase invalvement with neighboring r+etixement communities
* Educate the community at-large about the purpose and potential
of the Senivr Center
• Focus on health arid wellness
Wvrklvad Indicators: 2008 2009
Number of participants in Senior programs
~ vr workshops per year 36,480
a
~
Average age of Seniors participating ciitferent ap-es are us
in programs ` 74.85 ~f~, cathers 60.
~
Number of Seniar pragrams offered lyear 50 ~ ~~~*en:,«w bta iw iiot ,
P+erformance N'leasurements: 2008 2009
Level of satisfaction with quaiity of Senior services
- - - - ~ 1 °r~,
~ % with a positive ra#ing (survey)
a
~ `Pereentage of Seniors over 60 per capita 74 5%
a
~ Percentage of City of Spokane Valley Seniors who
par#icipate in programs lattend Mealth & U'1Jellness
I programs ~aae 50 and u~~ 14%
i
(ir0~l 5
;i
Work wifh Centenoisl Trai1 Partners to develap 20 Year Plan.
Strategies: (2009)
• Seek grant opportunities
• Develop a long range maintenance plan
Warkload Indicators: 2048 2009
~ Mrkes of Centennial Traii 6.78
•
Number of grants appiied for
~"Aoolied for bv Tr21l Partners Q
i
~Labar hours to maintain Centennial Trail 9,00 i
Performance Measurements: 2008 2009
~ Cost to rrtiaintain per capita per trail mile S .04
•
Percentage of successful grant applicativns
tApp9ied for bu Trail Partners 0
i
Miles of Trail per 1000 hausehQlds 0706
~
Summar~
6-'Year 'T"imeline
G4al 2009 2010 2011 2012 2413 2014 1C.015
1 & 3 - - -
2,4& 5
6-Year Budget and Staffing Impact Summary*
Farks & Recreatian FTE 2409 2010 2011 2012 2013 2014
* * Operations
Cvordinator 1,00 a 79,222 80,112 85,319 90,865 93,136
~*'"Consideringelirrrincztiort uf this reqrrest and`'or utilizr'ng,f"unds fQr other purppses
*Gperatians Caordinatar war previously included in 2009, but ha.r been postponed ro 2010
Department:
Public Vllorks
Uverview
The Public Works Department vversees the
City's transportatian system, which includes Department far the City of SpQkane Valley is to provid(
eonstruction and maintenance of streets and erations and maintenance af the city's public work:
related stvrmwater systems, operations and
maintenance of tra.ffic signs and signais,
regional and neighborhood transportation
planning, The Department also provides ~coordination with other City departrnents on
the planning, design and eonstruction of City parks and civic facilities, along with
participatian in regional public works issues
such as solid waste, wastewvater, and h%gh.-
capacity transpvrtatian.
Description af Prvgrams
AdministratYVn: Provides directiQn, support,
and cvvrdinatian tv Public Works staff
facilitating their delivery af services
throughnut the eommunity. Responsible for
coordination with providers vf salid waste,
wastewater and oth.er regional public works
issues.
Gapitat Improvement f'rQgram: Plan, design
and construct new faciiities awne+d by the Ctty
of Spoka.ne Valley. These projects include
roads, bridges, park facilities, ciwic and
cammun.ity buildings. This requires careful
prioritized long-range planning, acqutsition
and management of state and federal grant
funding, cQardinatian with stalceholder groups,
and proficient praject management.
Street Maintenance and Dperativrts: Prowides
responsiue and effective management and 2009 public Works Organizational Charrt
maintenance vf City streets, snvw and ice
con#sol, and debris remQVal, allow-ing fvr safe ~
transpartatic,n thlroughout the cornmunity. : u'orks
Provides traffic engineering for safe and m'°r
efficient multi-faceted transportation systems
throughout the City.
Stormwater Utilitv: Provides protection of the -
environment by minimizing the degradation of
water quaiity and reducing the pvtential fvr
Sueet floading c'~Ild erosian ~7y ma~intaining c`~11C~ Senior Enginr.~er - Seni~~r Lrtgi~c~er -
s"P' installing storxnw°ater management systems. CIP Manages Trx€iic ,
L ivlantcrjan" ,•t_onst. Hssisusit cngincer ~znguyeering Tech 1 Adrninistrative ~i~t~~i En~irae~~-
Inspc~tar Assistant Tra#Tic;~~'ianni~g &
2.0 FFE Grants
_ . ~ ~~S • . -£:1-. -i ~L ~ i
Seninr U.n&eer - SCt1ioY. Enginto
Prajec1 Manager Project N3snaprr
Enginccring Toch. 11 AssisuaM En&ccerr
Engincvrirm Tach. I En¢incering T'ech.1
~
I
6-Year Plan Summary
■ Implement the Street Master Plan (once adopted by Council)
■ Continue development of a long range plan for street maintenance
■ Continue optimization of the City's traffic signal plan
■ Continue implementation of the stormwater program
■ Implement public infrastructure aspects of Sprague/Appleway Revitalization Plan,
including City Center
■ Implement capital improvement projects as approved by Council ■ Manage and coordinate the planning, design and construction of the City Hall project
■ Continue involvement with the County and DOE regarding the TMDL and Wastewater
Treatment Plan
Detailed Goal List
Goal l
Implement the Street Master Plan Phase I fwhen adopted bY
Council .
I Strategies: (2009-2014)
~ Continue engineering contract with JUB for 2009 plan update
■ Identify funding for recommended Pavement Management
Program and Transportation Improvement Plan (TIP)
Goa12
Continue development of a long ran&e Qlan for street maintenance.
Strategies: (2009-2014)
• Study site and facility for equipment and materials
■ Consider options for winter snow maintenance
~
Workload Indicators: 2008 2009
~ Centerline lane miles of street maintained 438 ~
_ _ J
Number of citizen action reQUests
for street maintenance 1875
•
Feek)#-sidewal4c~-m- airta+ned
~
Num- ber--o#-petholes ltane-mile
a
~ 5treet sweepin2 (in tons) 545.4 ~
~ Tons of coId patch far pothQles (aer mile) 0.067
Performance Measurements: 2008 2009
Percentage of citizens who rated snow removal with
~ a positiv€ rating (survey) 73%a
r
zoos 2009
Percentage af citizens who rated street repairs with
a positive ra#inc.~survey}_ 75%
~
Percentage af citizens who rated clean streets with
~ a positive ratin2 (surrrey) 88% ~
•
~ Street maintenance cast per capita $44.83
a
~ R~~~e--e~~e~E#~I~s--~e~ai-~e~--w~~~,;., ~ ~
~
~ Con#arA4esu4a&~-W t4n of aso- alt
a
~ Lane miles maintained per 1000 popu{ation 4.926 ~
Street sweePin9 exRenditures Rer caPita $5.24
I
i
~ Gubilto yar-ds coiiected-pes-Ia-ne m}le swept
i
~ Street condition based vn the Uverafl Conditian Index 70
a
~
Goa13
Con#inue aptimization of the Citv's traffic signal svstem.
itrategies: (2009-2014)
• Update and revise signal timing plans for the city's major intersections
■ Coordinate the design of the funded ITS projects
■ Continue providing traffic related services on new development proposals
Workload Indicators:
2008
' 2009
~ Traffic signals maintained 84 86 ~
~ Traffic counts performed 159
a
~ School beacons maintained 16 22 est
a
(R.
~
Traffic siqns maintained 14.000 14,000
a
3 ~o
Performance Measurements: 2008 2009
Percentage of traffic signals synchronized & optimized
,
For p.m. peak 39%
I s a
~ TFa#is-sig -+n minutes
a
Percentage of citizens who rated traffic signal timing
~ with a positive rating (survey) 85%
a
Goa14
Continue implementation of the Stormwater nrogram.
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
1Norkload indicators; 2008 2009
~ Number af Drywells 7340 a
j Number of drywells cPeaned 267
a
f Number af new drywells constructed SO
a
~
I
Performance Measurements: 2008 2009
~ Pexc?ntage G` clrywells~swaJes satisfal-Itory-Gondit#an or ab4v8
r
~ QrgfvvelIslswales-deaned per FTE
*
C-G&t -o# dea~i-ng-dr}we,E1s1swa4es peF c~p4a
a
P+ercentage af citizens wha ra#ed quality of sform
drainage with a pasi#ive rating(survey) 92% ,
Cost per ERU (Equivalent Fiesiderrtial Unit) $21.00 Sauare fee# of new drvweils cvnstructed 11.000
Goal S
Implement public infrastructure aspects af SpraguelApplewav Revitalization Plan. including
Citv Cen#er.
Strategies: (2009 20I4)
■ Determine phasing, cost estimates and funding alternatives for the Sub-
Axea Plan recommendations
■ Design and canstruct the first phase{s} of the public infrastructure to
support the development of the City Center
■ Design and construct the first phase(s) of the SpraguelAppleway
improvements to support the revitalization of the corridor
Goai fi
Implemen# Capi#al Improvement Projec#s as approved 6v Council.
Strategies: (2009-2014)
■Cantinue ta monitor, update, and implement the Transportation -
Impravement Plan {TIP}
■ Pursue additional funding opportunities for capital projects
■ Continue caorrdinatian with other departments vn non-tacansportation
capital projeets
■ Continue to request additivnal staffing for ROW, design, cvnstructian
----3 - x_ r___l:a_i_
Warkload indicatvrs: 2008 2009
~ s vf Capital Imprvvements $1 7.4?`5,242.75
a
~ Number of cons#ruction projects managed 50
•
i FTE for Capital ImproVement Projects (CI P) IQ
~
Performanee Measurements; 2008 2009
i ReFcepAage o#--p~raJests GempWed-•w-fth4"ud9et
~
~ A-eFGantage-~~ .,,...al r.0RtFaGt ~
Dollars of Capital Irnprovement Projects
managed per FTE $1,747.524.28
a
~ Percentage of grant funds vs. City funds 73%c Lant ! 27°Jo city
38
.~+Goa17
Manage and coordinate theplaanin& design and construetivn of the Citv Hsll pro'~ect,
Strategies: (2009-2014) '
a Cvntinue Progranzming Phase in 2009
■ Beginni.ng Planning and Design Phase in 2009 subject to acquisitian
of proj ect site
Goa18
C'ontinue involvement with the Countv and Department of Ecology_(DOE re arding
the Tatal Maximum DaYv Loads (TMDi, and Wastewater Treatment Plan.
S'trategr'es: (2009-1 014)
■ Participate in the County L}esign, Build, aperate (DBO) Selection
Cvmmittee
■ Participate in DOE Spoka.n.n.e River Dissolved Oxygen TMDL
Advisvrry Graup
SummM
6-Year Timeline
Goal 2049 2010 2011 2012 2013 2014 ~
1-~ b
6-Year Budget and Staffing Inapact Summary*
Public Works F'TE 2009 2010 2011 2012 2013 2414
Assistant Engineer Traffic
Planning & Grants* 1.00 43,731 341984 37,258 38,935 41,461 42,501
Offset** (6,834) (5,475) (5,$22) (6,084) (65480) (6,642)
Subtotal 1.04 361897 29.509 31,436 32,851 34,981 35,859
A1`tlls;'lfJiJfe:'C} .SlC]fI 1IPg chLII'gt'.ti lC1 41L't7I lt'!lh ClilI'i't~L'11L"l LVII-(ilff & wi?C'f" r)Ci10'tfltll .51rL'i'! 1M CIiTdE.')7W7C'E' C1C'lll'1f1E'S
* SalarylBerrefrts and Personnel Strzrtup Costs (work statioras and vehicles) @. 6 hours
f Drop in secorrd year rs the result af oneRtime start-up cosds irz year orte
`C7ffset for difference in Salary (Grade 17 to Grade I S,(&_1.4 haurs)
C-Year Budget and Staffing Impact Summary
2009-2014
Table 1: Cost of Plan
Fram 2009 through 2014, a tatal of 6.6 new positions are planned wFith estimated annual costs
ranging from $202,645 in 2009 tv $592,205 in 2014. The estimated cvsts i.nclude personnel, vehicles
and equipment but do not include overhead such as office space and utilities.
Table 1:
Department FTE 2009 20I0 2011 2012 2013 2014
Executivell,egis Support 0.00 4 0 0 0 0 Q
ClperatianslAdmin 1,00 1121040 53,122 71,246 72,416 53,632 134,532
Finance & Infa Teeh 3.00 53,668 134,444 138,923 233,193 241,690 252,730
Community I]ev 1.00 0 85,340 65,327 69,574 74,096 759948
Parks c4c Recreatian 1.00 0 79,222 80,112 85,319 90,865 93,136
Public Warks 0.60 36,897 29,509 31,436 32,851 34,981 35,859
Generai Gowernment * 0.00 0 0 0 0 50,000 0
Total 6.60 202,605 381,637 387,044 4939353 5459.264 592,2O5
*This summary includes funding to recognize the City's tenih year anniversary.
summa~: Citywide Business Plan 40
In 20+09, all Departmental Business Plans far 2009-2014 wili have been completed and campile in
the Citywide Business Plan. Th+e Citywide Business Plan pulls all the functrnns of the City tageth
into ane common purpvsc - to achieve service delivery goals. The Citywi.de Business Plan allows
decision makers to understand the intenrelationship between and impacts af all depa.rtments and
programs.
Plannin,g is the strength of government and is vital to ensure fu#ure community needs are met.
Pla.nning is cantinuous within the City organization in areas such as transportation impravement,
finance, parks and recreation, and the ongoing Comgrehensive Plan. These glans flow into strategic
gaals vf departmental plans.
Now that plans are in place and steps have been taken to implement them, Perfonmance
1'vTeasurements have been established to assess the City's performance in achieving strategic goals.
Progress toward achieving strategic goals is assessed thraugh electrvnic data gathering ar through
report cards collected via citizen swwrvveys, Some Perfvrmance Measurement results included in #he
2009 business plan reaisian are based on informatian coilected in 2008 and provide benchmarks for
2009-2014; those results will be avaiiable as baseline data in Iate 1anuary 2409. 0►ther measurennents,
not previausly cellected, will begin accumulating in January 2009,
Therefore, the business plan is not a ance-a-year proeess; rather it is one that is continually monitored
and ref ned, Departments meet on a regular basis to assess measurements and ma.intain focus on their
g4als. Employees let the City 1Vlanager know haw things are going at the customer interaetion level
while citizens let the Council and Mayor kn.ow how they perceive the strategies are working.
Figure 3: Business Plan Cycle illus#rates tae angoing process
PI.AN
~
+Gomprehensive P1an
Business Plan
6uciget Process
6-Year 7ransportativn
` Plan
6-Year Financial Plan
Parks Mastsr Plan .
CenterPlace._Regional
Marketing Plan
Quarteriy Reparts Focus Groups
? Lunch wl City Manager Per#ormance
Conversativns with the Measures
` Cammunity► Customer
Custamer Comments SatisFaction Survey
MUNIT'UR f MEASLTRE
Pending Ideas
There are many ideas that warrant further consideration, but bave not reached a point of rnaturity such
that an infarmed decision can be made ta inciude them in t,hhis iterativn of the Business Plan, They are
described in Table 2: Pending- Ideas List below for future pvlicy discussians. The ideas are listed by
lead department - they are not priaritized. Cusrrently, recommendations included in the Pending Ideas
List are not sustainable under tie Strategic Financial Flan.
parogramslservices included in the Pending Ideas List are either multi-year vr ongaing in natu.re. The
tabie below lists the prvpvsed fust year of irmplementation and an estimativn of the first year's cost.
The cost of some of the programs may be partially or cornpletely affset either by specifc xevenue
saurces +ar by reductions in other expenses. The table indicates whether th+ere is an offset, but does not
identify the aff'set amount and does nat include capital prvject vr land acquisition costs.
Tabie 2: Pending Ideas List
It9w I.,ead First Year: Cost C}ffset? Comment
Dept ~ Date Cvst $ Yes Nd _
Public Info Assistance O&A 2010 59,000 ~ AddItlOnal PI 8tiiff W1Il b8 i3eeded 1f Ihe Clfiy ChQ4DSe5 YO
be signifeantiy more proactive regarding public
information anri involvement.
Comniea.nity Dev. Black CD 2012 1421+000 ♦ The City cunrently paxticipates with Spokane County and
Grant (CDBG) others. Every three years, the Gity has the opportunity ta
Entitlement City decide if it wishes ta have a stand-alone CDBG pragram,
Designatian Ju»e 2008 is the next chanee to do sa.
E.nhanced Geographic CD 20I0 134,400 The Cifiyi other juxisdictions, anci the public are limited in
1nfcr System (GIS) the use of GiS. Additional staffing wauld allvw fvr a
rieher level of data to be input and maintained. It cQUId
aid in the decision macing for anyfhing property based,
includina ublic safe_ ,utilities, land use, and arks.
Forestry Program P& R 2410 72,000 0 Afarestry program would be an investrnent in the natu.ra1
beauty of the cammunity, and could include Tree City
USA status.
Enhanced Recreation P&R 2010 105,000 ♦ The Parks & Rec Master Plan identified patential
Sedvices recreation o artunities for all a es.
Part: Ranger Program P&:It ZOlO 60,000 ♦ This pasitian would enhan.ce the safety and enjv}ment of
park visitors bv pa.trvlling for vandalism, illegal
consumption of drugs and alcohoi, abandoned vehicles, 'Vagra Cic, etc.
Street 1'vlasler Plan PW 2410 2413,0(}0 • Sta.ff will be required to mainta.in ihe inventory database;
Impiementation and manage the associated capital projects, inclrading
fundin a~d design.
Right-of-'VVay/Property P W 2010 82,000 ~ The City"s real groperty assets are grow•iing aad need
Mardagement mQre cvnsalidated management. A ROW prvgram would
oversee existinp- assets, covrdinate prroperty acquisitivn
- s (e.g., parks or capital projects), and proactiveiy acquire
property For knawn fiature projects so purcbases are as
economical as cassible.
Capital Project Design PW 2010 294,004 + The City cantracts for design, pTagect management, and
and inspection Tearns inspection of capital prvjects. An im-hvuse team ,assigned
to a percentage of the capital projects would be more cost
~ effective, if set at a conservatively sustainable level,
~
;
42
~
Appendix
Foundation of the City of Spokane Va____ey
The City of Spakane Valley evalved from a mixture vf neighborhavds that incorporated as a+city
on Mareh 31, 2003. The new Gity government was charged with praviding services to 82,000
pevple.
City Ieaders knew that a clear directian with a
cansistent message was needed to be
successful in this endeavor. This new
"government had a differen# mentality than the
flther governments in the area and Spokane
- w' Valley leaders understaod how important it
- I was to solidify that different way of thinking
;
I from the very beginning.
This City was to be responsive, focused on
customer service, apen to the public,
progressiVe, effcient, Iean, fair, and eommitted
to providing a high quality of 1ife.
Core Beliefs
. _ _ _ . . . . . _ - -
Se~tion 1, We believe that Spakane Valley sharald ~ie a visionary city encoura,ging its
citizens and their gowernment to laok to the future b+~yond fhe present
generatian and to bring such ideas to public discussion ~d to enhance a sense
of community identi'ty.
IlSedion 2. We believe that eIected bady decision-making is the only IawFul and effective"
way to cvnduct the public's legislative business and that careful observance of
a clear set af Gvvernance Coordinativn rules vf prQCedure can best enhance
ublic artici ation and decision makin .
Seetion 3. We believe in the City Council as policy leaders vf the City. One or more City
Councilmembers are encauraged to take the lead, where practical, ir~
sponsoring C►rdinances or Resolutions excepting quasi j udicial car other gublic
~ hearings and the statutory duties vf the +City Manager as set forth in RCW
35A.13.02Q.
-~-3
Sectian 4. We believe in he~aring the public view. We affirm that members af the public -
shoulc~ b~e encc~u.raged to sp~eak and be heard through reasanable rules of
pr4cedure when the public business is being considered, t.h.us giving elected
vfficials the broadest ers ectiwes from which ta make decisions.
Section 5. We believe that the City of Spokane Valley's governance should be ~vwn ~
"user friendly," and that gc+vernance practices and general operations should '
consider how citizens wi11 be served in the m~ost responsi~Fe, effective ~nd
courteous manner,
Section ~i. V~~e believe that the ecvnQmic anci commcrci:al job base of the community" •
should be preserved and encvuraged to grvw as an alternative to incre~sing
groperty tax.es. We believe it imperatiWe tv have a.n expanded and di~erse
econamic base.
Sectian 7. We beliewe that Councilmembers set the tone for ciWic discussion and should
set an example by:
(a) Setting high standards of deconlm and civility.
(b) Encouxaging apen and producfiive conversatian amvngst themselves a.nd vvith the
community about legislative matters.
(c) Demonstrating respect for divergent points of view expressed by citizens, fefilow
Councilmembers and the staff:
(d) Honaring each othex and the public by debating issues within City Hall and the
cvmmunity wit,hout casting aspersions an members of Council, the staff, or tlie public.
(e) Accepting the principle vf rnajority rule and warking ta advance the success o
"ca orate" decisions.
~
~ _
Sectian 8. We salieit the City Manager's support in conducting the affairs of the City' `
with due regard for:
(a) Promoting mutual respect between the Citizens, City staff and the City Council by
creating the carganizational teamwoz°k necessary for effective, responsiwe and Qpen
gnvernment.
(b) Fraviding the City Council and publie reasonable adWance notice when issues are ta be
brought foravard for discussion.
(c) Establishing and maintaining a fvrmal city-wide customear service prograna with
emphasis an timely response, a user-friendly atmosphere, and an attitude vf facilitatian
and accammQdatian within the bounds of respansibility, integrity, and financial
capability vf the city, including organizational and jab description documents while
pursuing "best practices" in custamer service.
(d) Seeking creative ways to contain or impede the rising cost of gavernmental seivices,
including examination of private sector alternatives in lieu of governmentally provided
services.
(e) Providing a data base of futuxe projects and dreams fvr the new City of Spakane
Valley so that good ideas frvm its citizens and leaders are not lost a.nd the status o
projects ean be readily determined.
i '
Vision Statement ~
~
I ~
►
The f~rst step was to esta.blish a vision statement. That sets
the City in mativn on a cou.rse of success.
4wr Cauncil believes that all people in Spakane Valley should ,
have an opportunity to succeed, bvth in work and in personai
lives. A weTl-balariced community ensures that astrong
ecanamy will exist to allaw residents to enj oy life. The
following vision statement was adapted to signify this belief.
"A cornmunity af vpporfunity where individuals and
families can graw anri play and busine,sses wi11 flourish and
prvsper. „
Cxty of Spolane Valley Values
Next, the City founders and leaders felt it was impartant to prouide directivn ta the new +City
gavernment arganization and ensure that this community is unique. Develvping the following
values for the City accomplished these goals.
Community Ideatity and Pride. Spokane Va11ey promptes a.n environment that supports the
home and family, and job and education opportunities.
Hlglllglt Z1'eSS: ■ A friendly, wholesome, safe place to liwe and raise a family _
■ A City Center and econvmically healthy, diverse downtown area
■ Preservation of neighbarhaods
Fecus an the Future. Spokane Valley is a visionary city encauraging its citizens and their
gQVernment tv look to the future beyvnd the present generatian, and tv bring such idea.ss to
public diseussion, enhancing a sense of community identity.
Highlight areas:
■ A balanced apprvach to grawth and development
• Stewardship of Iand and resvurces, such as parks, recreation and natural areas
■ Preservativn and grvwthh afthe ecanomic and cammercial jab base ofthe cammunity
~
[]pen, Cvllaborative Governmeut. Spokane Valley values a"user-friendly" government, in
which governance practices and general operations consider havv citizens will be served in the
most responsive, effective and courteous manner.
Highlight areas:
' ■ Catizen participa.tian in the decisivn-making process
Strategic use of publiclprivate and other partnerships
, A iiCan_da" attltl.lde Ori flle j?art Of CIty eri1p1OyeeS, and fair and consistent interpretation
and implementation of regulations '
With these values, the City's foundation begins to #ake shape. The City now knows haw it will
operate. This will be a gavernment that encaurages participation, pramates a collaborative
~
t
approach td problem-solving, inspires creativity, cultivating respect, and providing the highest
level of services without vver-burdening its citizens vr businesses.
CiIStUIYIer SC YV1Ce
The City of Spokane Valley established a level pf commitment to Gustomer service that will help
the City achieve all future goals.
CITY ,DF SP4KANE VALLEY CUSTOMER SERVICE PRQGRA.IVI
aur goal is ta deliver service that is complete, consistent, and equitable tv all our customers, and
is based an the principles af integrity, TeSpeCt, and respansiveness. Regardless vf the reasan f+or,
or the method oar frequency of contact, our custQmers will be treated with courtesy, respect, and
professivnalism.
1.
Identify
(]ur
+Custvmers
4• Cusi~omer 2.
Assessment Define
& Ser1/l+Ce Customer
Impr+nvement P!"ograltf Service
3.
Cammunicate
Our Goals
&
Standarcis
~
~
GU'STOrMER SERVICE DEFINI'TIUN
Gustvmer Service Key Stafemerrt;
The City af Spokane IJaftey strives to prvvide service in a re~spectful,
know►eafgeable, and welcomrng man,ner.
Resp~ectful /0_0~Welcaming
• Demonstrating courtesy + Fostering a team-oriented • Acknowledging customers
and professionalism approach when they enter
• Listen'tng effectively + Proyiding alternatives * Steering customers in the right
~ Respvnding in a timety • Arrticipating questions direction
manner •Havinglknowing yvur • Promatimg an enjoyable work
• Exemplifying a no- resvurces environment
surprises atmasphere • Being organized ~ Maint.aining a clean and
urrcluttered work envirvnrnen#
• Treating people as individuals
The foundation is now set. The City sta.ff, management, and Couneil now have a ctear
understandang of what is expected of them and they have a svlid support structure to give
them confidence in the performance vf their duties.
Information Input
Infarmation wi11 come from inside the organization, from staff and management, as well as from
outside the organization from citizens, business-owners and others who frequenr our cammunity
(wQrkers, tourists, etc.).
Internal Input
Cvuncil utilizes information from employees an a number of ways.
Emnlovee Feedback ~
[
Employees are often the informativn conduit frorn the custorners ta the CQUncil, relaying
demands vr changing trends and they can often bring forward innovative way af praviding
eff cient service-delivery. Infannation from empioyees can be received in a variety of ways.
Fallowing is a list vf employee feedback taols, some that are currently utilized and svme that
may be used in the future.
■ Lunch with City Manager
■ Employee SuYVey (Future)
■ Intemal Customer Survey (Future, for departments that serve employees)
■ CTR Survey (Cotnmute T'rip Reduction)
Staff Analvsis
M
The City af Spakane Valley government is comprised of knowledgeable professionals. Staff is
charged with providing the specialized knvwledge that allaws the Council to make infvrmed
de+cisions. From demand analysis, which determines when the workload is heaviest and how to
best accommadate it, tv staff reports that consider alternative methods nf service delivery or
Ut]eP CoSt-saving measures, emplvyees are invaluable in providing cvmplex ir.nfvnmation. In the
future, an audit prvgram can be utiiized ta ensure efficiency of service delivery far both in-hvuse
serviGes and contracted services. In additivn, as a future piece of the business plan, performance
measure results will be analyzed, lovking at rrAUlti-year and performance and comparing to
targets as we11 as making comparisans to vther entities.
■ Demand Analysis
■ Staff RepQrts
■ Audits (Future)
■ Performance .Analysis (Future)
49
Strate2ic Plannin2 ~
Several long-range plans that look at current trends to make future forecasts are continually
updated. While much public input goes into these documents, the forecasting and planning is
done by skilled staffers who must create innovative ways of achieving our future vision while
meeting current needs, complying with the law, and operating within financial constraints.
v Comprehensive Plan
■ 6-Year Transportation Improvement Plan
■ 6-Year Financial Plan
■ Business Plan
External Inpcst
As representatives of the citizens of Spokane Valley, the City Council must form policy that
fairly represents all segments of our community, including residents, businesses, and those
visiting our City. To maintain balance in serving the different needs that exist in Spokane
Valley, it is necessary to receive feedback from customers and constituents.
The City has already utilized citizen surveys to gain feedback while developing the
Comprehensive Plan and for the needs assessment of the cable franchising process. In the future,
citizen surveys can be utilized in an ongoing basis as part of strategic planning and performance
measurement that are integral components of the Business Plan. Customer surveys can also play
an important role in obtaining feedback by polling individuals and businesses that have had a
recent interaction with the City.
Comment cards and correspondence through phone calls and e-mails provide easy ways for
customers to relay their experiences to Council and management. These unfiltered accounts of
interaction with City staff allow those in charge of keeping the City on course to react
immediately if necessary or to further cultivate and reward- improvement if a process is working
well.
The public can also choose to take a more active role iri participation through public forums such
as public hearings and open house functions as well as through service on advisory committees.
In the future, focus groups may be utilized to allow for more focused feedback on a particular
subj ect so Council and staff can get a better feel for how a particular subj ect is received in the
community and allow customers to play active roles in guiding the way services are delivered.
■ Customer Survey (Future) ■ Citizen Survey
e Comment Cards
~ Conversations with the Community
■ Public Forums
■ Advisory Committees
■ Focus Groups (Future) ■ Customer Correspondence
. 50
~
•
~
Cvuncil 'GUals
Once fihe information has been gathered it can bc included in the policy-making process. The
City Cauncil first looks at where we need to go based on the feed~ack from the carrmunity.
Then they must determine the best way to get there based sn input from employees and
customers. T'he mast challenging phase for tFa~ ~Council is to then a11acate available resaurces in.
a way t.hat ensures fi.hat al1 camp~~~~~s are we11-maintaineti and stay in gaod-w~rking order so
gaals are xeached as quickly a.nd efficiently as pmssibre whire sti11 ad~ering to the high-standards
set by the over-arching principles of the City.
New goals will be set by Couuncil annually while progress taward previous years' g4a1s will be
measured. Though goals are set by ~otmcil they represent the goals of fi.he citizens of the
community.
~~j'or Gval Statements for 2409
The 2009 budget reflects the distribution of resou.rces consistent with the Council's
determination of core services priorities. 'I'he following gQals represent just the very broad areas
of concentratian important to the we1l being of the commmunity,
Q C . antinue mvnitor. ~~g wastewater issues, in.clu~ing gavemance of wastewater
facilities, and pu:rsuit of the mvst efficient and ecanomical methods to ensure the
cantinuatian of wastewater discharges licenses.
' Initiate aYterRative analysis for services we derive under contract with Spakane
Caunty.
6 Identify perfnrmance measures for the Police Department and monitar
progress in their attainment,.
; Implement and evaluate regulations speci~'ied in the SpraguelAppleway
Revitalizativn Plan as adopted and a:mended by the City Council.
~~~lua°te the avaxlability, cas$s and effects of priuate sectax vendors per~orming winter
rvad maintenance for the City.
61 Implement records indexing and ~~~se in ado+cument imaging system.
City departrnent by City department with the goal of achieving city-wide implementatian
in 2410.
A Explore future funding sourGes far City Center tha.t bui1ds upon the Czty'~
initia1 investment in a City Hall to spur farther private investment in the developme~t of a
mixed used City Center.
.
The Initial P1an
~~~~orical Reference Only
In 2407, each departrnent identified a six-yea,r busine5s plan including anticipated issues and.
goa1s along vvith strategies: for addressing them. To provide a perspective on the scope Qf those ~
p1ans, Table 1, CQSt af Initial Pla.n, sumrnarizes by department the c~osts (personnel, warkstation,
vehicl es and equxpment) of implementation. ~
Table l: Cost of Initial Plao
_
- ~ :nnnnnro illfii711iICN p--~--_ g -~r~+ . .:_p ~
p ~..I., ~lili ;III~ ~III~N~yl~l~lill.jul i i' i. il il I II~I~~!I III o
I l ~ 2i11~ ~~13,
~010=- ~
e[~ar~m'bht Y' 1$~
Il~i~~~~llllllll: L I iidiillllllJlplllliilllNlNIiI~N9a:.: : " ' ' - _ ~~illl ii~i lll~lli~liiilll!Illllllllll~il~lli~l l i ~ I _ .~~i;~Pi~l~~l~~ - : -
ExecutivelLegis Support .50 30,921 u ' 28,i71 30,534 32,519 33,332 34J66
{JperatiQnslAdmin 2.50 165,500 21203 220,346 245,038 252,938 241,207
F"rnance & Infa Tech 4.00 70,481 124,470 209,848 21 %228 315,506 326,061
Community T3ev 1.00 0 85,340 65;327 69,574 74,096 75,948
ParkS & Recreation . 3.00 24,508 99,993 1.015152. 106,635 112,464 11 5,O25
Public Warks 2.00 73,257 69,499 74,016 78,827 80,798 82,818
General Government 0.00 2,000 0 4 0 0 50X0
Total 13.00 $3629667 $620,656 $701,183- $7519821 : S869,134 $9259225
rDrQp in secnnd year ref 2'ects ane time start up casts
~