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2018, 02-13 Special Mtg Workshop AGENDA SPOKANE VALLEY CITY COUNCIL SPECIAL MEETING WORKSHOP Tuesday, February 13, 2018 8:30 a.m. —2:30 p.m. City Hall Council Chambers 10210 E. Sprague Avenue, Spokane Valley, Washington 99206 (Please Silence Your Cell Phones during the Meeting) WELCOME: Mayor Higgins ROLL CALL: Overview of Discussion Topics: Mark Calhoun Information Items: 2018 Business Plan 1. Legislative Update (8:45—9:15 am) Briahna Murray or Chelsie Hager of Gordon Thomas Honeywell Telephone Conference Call—State Legislative Updates 2. Street O&M, Pavement Preservation and Street Construction (9:15-10:30 am) John Hohman/Chelsie Taylor BREAK 10:30— 10:45am 3. Appleway Trail Update (10:45— 11:00 am) John Hohman 4. General Fund - Fund Balance (11:00— 11:30 am) Mark Calhoun 5. Potential/Pending Projects (11:30— 11:45 am) Chelsie Taylor 6. Generator at City Hall (11:45— 12:00 pm) Jenny Nickerson LUNCH BREAK 12:00— 12:30 (Note: Council&Staff move to the second floor for lunch) 7. Economic Analysis of Tourism Related Venues and Events (12:30— 1:30 pm) Chelsie Taylor/Mark Calhoun 8. Lodging Tax Distribution— Initiate Joint Meeting with LTAC? (1:30— 1:45 pm) Chelsie Taylor 9. Outside Agencies - Increase the Amount to be Distributed in 2019? (1:45—2:00 pm) Chelsie Taylor 10. 2019 Budget Development Calendar (2:00—2:15 pm) Chelsie Taylor 11. Advance Agenda ADJOURN Page 1 of 1 B . 2018 usinessiip lMI an ilia la, l ` R= a linirr _..4 s t 4 1 �'i r r »_ . � li �g'rr, , .0 . i s ° a .r • •' - '1,1.- .is,' , a, , ' ... 4i t V s .. ,, .tea _� _..h ! 10210 E. Sprague Ave. Skane Spokane Valley, WA 99206 Valle , 509.720.5000 www.spokanevalley.org .....o This page intentionally left blank Table of Contents Organizational Overview 2 Introduction 6 Departmental Business Plans 17 City Council 18 City Manager 20 Office of the City Attorney 28 Human Resources 34 Finance & Information Technology 40 General Government Budget Impact Summary 45 Deputy City Manager — Community & Public Works 47 Engineering Division 50 Street Maintenance Division 56 Economic Development Division 58 Building & Planning Division 65 Parks & Recreation 70 Addendum A: Police Contract 77 Wage C ity M an ager Eooecutive Assistant. C ity C Jerk Police Chief (Cours t) Deputy City Clerk City Attorney Finance Director • AltmnnlstratiVe Sea or olksminisraive Assistant Anel sk i Account Administrative Manager t Analyst Deputy City I , Attorney Attorney Parks&Recreation piredar 1t3.5 F-7Accountant'Budget Analyst r I t37SFTE) Accounting Administrative Technician — .Assistant •- 12FTE) IT Specialist t3FIT 1 Recreation Coordinator Database Administrator 61 a inters an ce Worker/F acilities [2 FTE y r Human Resource (.tanager i Senior Center Socialist • ll Human Resources Qce iAssistant CenterPiace Technloan2 FTE` Coordinator ' , I _ i_ i CenlerPlace CentierPlace Oftiee Adm inistrative Assistant i Assistant 2IPage Deputy City Manager I i Superintendent C ty E ngineer Ceve Development Building Official Manager _ t Administrative Office Asmss+slant Administrative Assistant sistant - Assistant Maintenance/ ROW Inspector Const.Inspect (4 FTE) 1 • i Engineering Dev Services Assistant Building Senior Engineer Manager Coordinator Oft cial r - - I - - Mmrnrstrative ED Specialist r Sofa l Waste Assistant i i2 FTE} Centrad c 1 Senior Planner - - - - - - Transportation Planner Senior Engineer Permit facilitator ' (2 FIE) Planner Engineer 11 FTEI Grants Engineer Senior E ngrneert Code E ntorcement Senior Plans Project tanager Officer Examiner Assistant Engineer FTE) Put Pc Infarmatron - Officer - Building Inspector 1.___ _ Engineer ' 3 FTE I Engineer Office Assistant Technician li (2F1 ) Engineer Tech LI 1 r i M ark eting Contract i SeniorTraftc r r Planning Engineer i r J Commission r EngineerTerh I - - - I i (3 FTE) - - - - - _ TraffrcEngneer Development Inspector 3IPage This page intentionally left blank 4IPage Spokane Valley Citywide Business Plan Components City Foundation 1 City Council ' li Financial Projection External Input ,,,,' ILL Internal Input 1 L w Departmental Business Plan 5lPage Introduction Each year, the City of Spokane Valley prepares a Business Plan to serve as a guide in the preparation of the annual budget. The 2018 Business Plan links together community priorities, fiscal policies, Council Goals, and the proposed 2018 Budget. Each department within the City participates in the Business Plan process, developing objectives guided by Council Goals, public input, staff input and strategic planning. Departments also refine existing goals based on new information and the updated Financial Projection. Strategies accompany each goal in order to illustrate and define how departments will accomplish these goals. City Council reviews the Business Plan as part of the annual budget process. The Business Plan is integrated with the budget to create a plan of action to meet the essential needs of our citizens. In large part,the Business Plan charts the course that leads to the maintenance of the strong financial position enjoyed by the City. Prioritized spending, lean staff and a commitment to basic values has allowed the City to address the needs of the community and enhance infrastructure while maintaining fiscal reserves. To best understand the Citywide Business Plan, it is important to review the various components utilized to develop this document, beginning with the City's Foundation. City's Foundation The foundation of Spokane Valley is based on the City's primary objective to be a city which is responsive, focused on customer service,open to the public, progressive,efficient, lean and fair while providing a high quality of life. Citizen involvement along with guidance from the City Council established the City's vision, core beliefs and customer service standards. These foundations influence the development of the City Council Goals for each year as well as the goals of the individual departments. Spokane Valley's Vision Statement: "A community where individuals and families can grow and play and businesses will flourish and prosper." Core Beliefs Supporting this vision are the core beliefs of Spokane Valley which were established with Resolution 07- 019: "We believe Spokane Valley should be a visionary city encouraging its citizens and their government to look to the future beyond the present generation and to bring such ideas to public discussion and to enhance a sense of community identity. We believe that elected body decision-making is the only lawful and effective way to conduct the public's legislative business and that careful observance of a clear set of Governance Coordination Rules of Procedure can best enhance public participation and decision-making. We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take the lead, where practical, in sponsoring Ordinances or Resolutions excepting quasi- judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW 35A.13.020. We believe in hearing the public view. We affirm that members of the public should be encouraged to 6IPage speak and be heard through reasonable rules of procedure when the public business is being considered, thus giving elected officials the broadest perspectives from which to make decisions. We believe that the City of Spokane Valley's governance should be known as "user friendly," and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. We believe that the economic and commercial job base of the community should be preserved and encouraged to grow as an alternative to increasing property taxes. We believe it's imperative to have an expanded and diverse economic base. We believe that Councilmembers set the tone for civic discussion and should set an example by: (a) Setting high standards of decorum and civility. (b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters. (c) Demonstrating respect for divergent points of view expressed by citizens,fellow Council members, and the staff. (d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council,the staff, or the public. (e) Accepting the principle of majority rule and working to advance the success of "corporate" decisions. We solicit the City Manager's support in conducting the affairs of the City with due regard for: (a) Promoting mutual respect between the citizens, City staff and the City Council by creating the organizational teamwork necessary for effective, responsive and open government. (b) Providing the City Council and public reasonable advance notice when issues are to be brought forward for discussion. (c) Establishing and maintaining a formal citywide customer service program with emphasis on timely response, a user-friendly atmosphere and an attitude of facilitation and accommodation within the bounds of responsibility, integrity and financial capability of the City, including organizational and job description documents while pursuing "best practices" in customer service. (d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally-provided services. (e) Providing a database of future projects and dreams for the new City of Spokane Valley so that good ideas from its citizens and leaders are not lost and the status of projects can be readily determined." 7IPage Customer Service Standards The commitment to provide excellent customer service for our citizens, businesses and visitors resulted in the development of customer service standards. The City's goal is to deliver service that is complete, consistent and equitable to all our customers, and is based on the principles of integrity, respect and responsiveness. Regardless of the reason for,the method, or frequency of contact, our customers will be treated with courtesy, respect and professionalism. The Customer Service Standard is divided into three categories: 1. Respectful - Demonstrating courtesy and professionalism - Listening effectively - Responding in a timely manner - Exemplifying a no-surprise atmosphere 2. Knowledgeable - Fostering a team-oriented approach - Providing alternatives - Anticipating questions - Having and/or knowing your resources - Being organized 3. Welcoming - Acknowledging customers when they enter - Steering customers in the right direction - Promoting an enjoyable work environment - Maintaining a clean and uncluttered work environment - Treating people as individuals BIPage City Council Goals New goals are set by the Council annually while progress toward previous years' goals will be measured. Though goals are set by the Council,they represent the goals of the citizens and of the community. 2018 Council Goals • Continue to work with state and federal legislators toward obtaining financial assistance for the Barker and Pines Grade Separation Projects. • Continue to pursue a plan to sustain the City's Pavement Preservation Program, to include sustained financing for the Street Fund #101 and Pavement Preservation Fund#311. • Pursue a strategic plan for financing and completion of all grade separation projects. • Pursue state and federal financial assistance to address transportation concerns along the entire Barker Corridor. • Pursue financing for Browns Park, Balfour Park and Appleway Trail amenities, and continue the acquisition of parkland. • Continue and expand, where possible, economic development efforts. Complete the development of implementation strategies for the retail and tourism studies that were completed in 2016. • Foster relationships with federal, state, and local legislators including the Spokane County Board of Commissioners. Financial Projection Looking forward, in order to meet the City's budget objectives, departmental goals and strategies have been adjusted from the 2017 plan. This Business Plan is the tool we use to guide the City forward to accomplish the Council's goals, while remaining squarely within the current budget and forecasted projections.The Business Plan includes performance measures to determine the amount of effectiveness and efficiency in which work is performed. Over time, the City will have a good indicator of the progress the City is making to provide high quality services in a cost-effective way, while remaining within budget and the forecasted projections. Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2018 expenditures in line with projected revenues. The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the challenges set before us. As an open collaborative government,we continue to encourage our citizens to provide the necessary feedback we need as we endeavor to plan our City's future together. Although the Business Plan is based on a six-year cycle,the Financial Forecast is limited to five years. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond 2022. It is important to note the Business Plan and Financial Projection are imperfect tools and this is precisely why both documents are updated on an ongoing basis. 9IPage Table 1.1, page 1 CITY OF SPOKANE VALLEY,WA 1 1130/2018 1 General Fund Budget Projection 2018 Adopted 2019 2020 2021 2022 Budget Projection Projection _ Projection Projection RECURRING ACTIVITY 1 Revenues Property Tax 1 11,796.100 11.946.100 12,096.100 '12.246.100 12,396.100 Sales Tax 2 20,881,900 21,508.400 22,153.700 22,818.300 23.502.800 Sales Tax-Public Safety 3 967.800 996,800 1,026.700 1.057.500 1,089,200 Sales Tax-Criminal Justice 4 1,738,000 1.790.100 1.843.800 1.899,100 1.956,100 Gambling Tax and Leasehold Excise Tax 5 381.000 392,400 404.200 416.300 428.800 Franchise Fees/Business Registration 6 1,210,000 1,246.300 1,283,700 1,322,200 1.361,900 State Shared Revenues 7 2,109.600 2.172.900 2.238.100 2.305.200 2,374.400 Fines and Forfeitures/Public Safety 8 1,319,900 1,333.100 1,346,400 1.359.900 1,373,500 Community and Public Works 9 1,684.100 1.734.600 1,786.600 1.840 200 1.895.400 Recreation Program Revenues 10 633,300 652.300 671.900 692 100 712,900 Miscellaneous Department Revenue 11 1.000 1 000 1.000 1,000 1.000 Miscellaneous&investment interest 12 201,800 205.800 209,900 214.100 218,400 Transfer-in -#101 (street admin) 13 39,700 39.700 39.700 39.700 39.700 Transfer-in -#105 (him tax-CP advertising) 14 30,000 30.000 30.000 30.000 30,000 Transfer-in -*402 (storm admin) 15 13.400 13.400 13.400 13 400 13,400 Total Recurring Revenues 43,007.600 44,062,900 45,1145.200 46,255.100 47.393,600 Expenditures City Council 16 548.494 564.900 581,800 599.300 617,300 City Manager 17 956.245 984.900 1.014.400 1.044.800 1 076.100 Legal 18 594.752 612,600 631.000 649,900 669,400 Public Safety 19 25.464,251 26.228.20D 27,015.000 27.825,500 28.660.300 Deputy City Manager 20 450,663 464.200 478,100 492,400 507.200 Finance/TT 21 1.339.064 1.379.200 1.420.600 1.463,200 1.507,100 Human Resources 22 275,387 283,600 292,100 300.900 309,900 City Hall Operations and Maintenance 23 306.043 315.200 324.700 334.400 344,400 Community& Public Works - Engineering 24 1,572,947 1,620.100 1,668.700 1.718.800 1.770,400 Community&Public Works - Economic Dev 25 970,642 999,800 1.029.800 1,060.700 1.092,500 Community& Public Works -Building 8.Planning 26 2,265,677 2,333.600 2,403,600 2.475,700 2.550,000 Parks &Rec -Administration 27 301,083 310,100 319.400 329,000 338,900 Parks & Rec -Maintenance 28 893,700 920,500 948,100 976.500 1.005,800 Parks &Rec -Recreation 29 260.574 268.400 276.500 284,800 293.300 Parks 8. Rec -Aquatics 30 492.900 507.700 522,900 538.600 554,800 Parks &Rec-Senior Center 31 98.229 399,350 401,250 401,450 401,500 Parks&Ree -CenterPlace 32 910.468 937.800 965.900 994.900 1.024,700 General Government 33 1.261.610 1,299.500 1,338.500 1.378.700 1.420.100 Transfers out -#204(2016 LTGO debt service) 34 399,350 401,250 401.450 401,500 401,400 Transfers out-#309(parks capital projects) 35 160.000 164 800 169.700 174 800 180.000 Transfers out -#311 (pavement preservation) 36 962,700 991.600 1.021,300 1.051.900 1.083,500 Transfers out -#501 (CenterPlace kitchen reserve 37 36.600 36.600 36.600 36,600 0 Transfers out-4502(insurance premium) 38 370,000 381.100 392,500 404.300 416,400 Total Recurring Expenditures 40.891.379 42,405.000 43.653.900 44.938.650 46.225.000 Recurring Revenues Over(Under) Recurring Expenditures 2.116.221 1.657.900 1.491.300 1,316.450 1,168,600 NONRECURRING ACTIVITY I Revenues Transfers in -#106 (sand waste repayment) 40.425 40.425 0 0 0 Total Nonrecurring Revenues 40.425 40.425 0 0 0 Expenditures General Government-IT capital replacements 115,000 0 0 0 0 City Attorney(part-time attorney furniture) 4,809 0 0 0 0 Public Safety(full facility generator) 100,000 0 0 0 0 Deputy City Manager(0-Alert software) 11.700 0 0 0 0 Parks & Rec (flooring in Great Room & Dining Room) 50,000 0 0 0 0 Parks &Rec (CP reseal two restroom floors) 3.000 0 0 0 0 Transfers out-#309 (CP outdoor venue Phase 1) 200.000 0 0 0 0 Transfers out-#309(Browns Park lighting &path) 200.000 0 0 0 0 Transfers out-*312(misc capital projects) 1,000,000 0 0 0 0 Economic Development (retail recruitment) 50.000 0 0 0 0 Total Nonrecurring Expenditures 1 734 509 0 0 0 0 Nonrecurring Revenues Over(Under) Nonrecurring Expenditures (1,694 084) 40 425 0 0 0 EXCESS(DEFICIT)OF TOTAL REVENUES OVER (UNDER)TOTAL EXPENDITURES 422.137 1.698 325 1 491,300 1,316 450 1168,600 ES11MATED BEGINNING UNRESTRICTEDFUND HAL 29 115.160 29.537.297 31,235_622 32.726.922 34,043.372 ESTIMATED ENDING UNRESTRICTED FUND BAL 29,537.297 31,235.622 32.726.922 34,043.372 35.211.972 Ending fund balance as a % or recurring expenditures 72.23%I 73 66%1 74.97%1 75.76%1 76 18%1 10 I Page Table 1.1, page 2 Projection Assumptions 2019 r 2020 2021 2022 Projection 'Projection Projection Projection Projection assumes. 1 An increase of 0.00% pfus new construction of $150.000 tper year through 2022 2 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021. and 3.00% in 2022 3 An increase of 3.00% in 2019. 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 4 An increase of _ 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 5 An increase of _ 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 6 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 7 An increase of 3.00% in 2019, 3 00% in 2020. 3.00% in 2021. and 3.00% in 2022 8 An increase of 1 00% in 2019, 1 00% in 2020, 1 00% in 2021, and 1.00% in 2022 9 An increase of 3.00% in 2019, 3 00% in 2020, 3 00% in 2021, and 3.00% in 2022 10 An increase of 3 00% in 2019, 3 00% in 2020, 3 00% in 2021, and 3 00% in 2022 11 An increase of 3.00% in 2019. 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 12 An increase of 2 00% in 2019. 2.00% in 2020. 2 00% in 2021. and 2 00% in 2022 13 An increase of 0.00% in 2019, 0.00% in 2020, 0.00%,in 2021, and 0 00% in 2022 14 An increase of _ 0 00% in 2019. 0.00% in 2020. 0.00% in 2021 and 0 00% in 2022 15 An increase of 0.00% in 2019, 0.00% in 2020 0.00% in 2021, and 0:00% in 2022 16 An increase of 3.00% in 2019 _ 3.00% in 2020, 3.00% in 2021. and 3.00% in 2022 17 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021, and 3.00% in 2022 18 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 19 An increase of _ 3.00% in 2019, 3.00% in 2020, 3.00% in 2021. and 3.00% in 2022 20 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 21 An increase of 3.00% in 2019. 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 22 An increase of 3.00% in 2019, 3.00% in 2020. 3 00% in 2021. and 3.00% in 2022 23 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 24 An increase of 3 00% in 2019, 3.00% in 2020. 3 00% in 2021 and 3.00% in 2022 25 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021. and 3.00% in 2022 26 An increase of 3 00% in 2019, 3 00% in 2020. 3.00% in 2021. and 3.00% in 2022 27 An increase of 3.00% in 2019, 3.00% in 2020, 3.00% in 2021. and 3.00% in 2022 28 An increase of 3.00% in 2019, 3 00% in 2020 3.00% in 2021. and 3.00% in 2022 29 An increase of _ 3.00% in 2019, 3.00% in 2020 3.00% in 2021, and 3.00% in 2022 30 An increase of 3.00%,in 2019. 3.00% in 2020 3.00% in 2021. and 3.00% in 2022 31 An increase of 3.00% in 2019. 3 00% in 2020, 3 00% in 2021, and 3.00% in 2022 32 An increase of 3.00% in 2019, 3.00% in 2020. 3 00% in 2021. and 3.00% in 2022 33 An increase of 3.00% in 2019, 3.00% in 2020. 3.00% in 2021. and 3.00% in 2022 34 An increase of 0 48% in 2019, 0.05% in 2020, 0 01% in 2021, and -0.02% in 2022 35 An increase of 3.00%,in 2019, 3.00% in 2020. 3.00% in 2021, and 3.00% in 2022 36 An increase of 3.00% in 2019, 3 00% in 2020. 3.00% in 2021, and 3 00% in 2022 37 An increase of 0.00% in 2019, 0.00% in 2020. 0.00% in 202'1, and -100.00% in 2022 38 An increase of 3.00% in 2019, 3 00% in 2020. 3.00% in 2021. and 3 0096 in 2022 Table 1.1 Financial Forecast and Program Impact Summary The General Fund forecast for the years 2019 through 2022 uses the adopted 2018 Budget as a beginning point and currently assumes levels of service that are identical to those provided by the City in 2018. Rather than a hard and fast prediction of the City's future finances, this is a planning tool that allows us to determine how best to match existing and proposed programs and levels of service with anticipated financial resources and make adjustments if necessary. It is noteworthy that the Estimated Beginning Unrestricted Fund Balance figure listed in 2018 is as of January 23, 2018, and is based upon preliminary and unaudited figures. As we progress through the process of"closing the 2017 books" we anticipate this figure will change due to the fact we will continue to record both 2017 revenues and expenses as we become aware of them. 11 I Page The Financial Projection reflects a generally positive trend with an increase in both revenues and expenditures of about 3.0% per year through 2022. Therefore, the 2018 Business Plan has been created during a time of a strengthening economy. Within this document, each department has defined its functions and has identified the services each function provides. With projected economic constraints, the ability to sustain services in 2018 at the 2017 levels continues to be feasible.With existing Operations and Maintenance (O&M) held to a 1.81% increase, with a few exceptions, the City does not anticipate utilizing reserves for O&M in 2018. Table 1.2 Primary General Fund Revenue Sources $50,000,000 $45,000,000 42,983;044- -- 44,048,025 $40,000,000 38,396.726 44,247,440 35:974,204 35,911,071 535000000 _ _ 39.384.770 35,196,075 37,208'871 35,883,9474 $30 000,000 - 23 837 199 tGenerad Fund Revenue $25,000'000 • SnlesTax Revenue 20,581,821 18,706,461 ssz7 $20.000.000 —26317,'067 - - 22,440,651 - Property Tax Revenue 16,841,447 515,000,000 1 19,707,676 681,6207,437,732 11,280,147 11,613,057 10,475,75116,050,2° 10,841,559 $10,000,000 1 • • • • - - • 10,741,30610,794,123 11,129,377 11,414,107 11,796,100 $5,000,000 $0 200.4 2010 2011 2012 2013 2014 2015 2015 2017 2018 *2017 figures are preliminary and unaudited as of January 30,2018. 2018 figures reflect adopted budget estimates. Fiscal Policies Fiscal health is at the core of providing a good public service. The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of the City of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and if necessary, under what circumstances we will utilize reserves to sustain operations during economic declines. Financial Management The City proposes to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for many services when it makes financial sense to do so. 3. Continue the six-year Business Plan process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. • The State of Washington sets the maximum level of allowable debt for cities based on assessed value of property.The City of Spokane Valley currently utilizes only 2.10%of its total debt capacity, and more importantly, only 10.50%of non-voted bond capacity.This reflects an exceptionally low debt burden. 12 I Page 6. Strive to prioritize spending in the annual budget process and minimize mid-year addition of projects and appropriations. Financial Objectives The City's financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring expenditures. 2. Maintain a minimum General Fund Ending Balance of at least 50%of recurring expenditures.This is adequate to meet cash flow needs and is the equivalent of six months of General Fund operations. 3. If necessary, utilize a portion of the Service Level Stabilization Reserve Fund ($5.5 million) to maintain ending fund balance minimum. 4. Commitment to the strategy the Service Level Stabilization Reserve Fund will not reduce below $3.3 million (60%of$5.5 million). 5. Maintain the 2018 property tax assessment the same as 2017 with the exception of new construction. As in the previous eight years,the City will forego the one-percent annual increase to property tax allowable by RCW 84.52.050.We anticipate this will result in a levy of$11,646,122 plus estimated new construction of $150,000 for a total levy of $11,796,100. The allowable potential increase will be banked for future use as provided by law.This effectively makes this the ninth consecutive year in a row that we have not increased our City property tax assessment. 6. Grow our economy so the existing tax base can support basic programs. Commitment— By committing to these policies and the checks and balances they afford, the City will ensure financial sustainability well into the future. Challenges Beyond the annual challenge of balancing the General Fund Budget, the City has a number of on-going financial challenges. 1. Declining revenues in Street O&M Fund#101 that will impact our future ability to deliver historic service levels This Fund depends upon a combination of gas and telephone tax receipts. - Because the gas tax is a flat amount per gallon, and because each generation of newer vehicles get better gas mileage, we find our gas tax revenues have recently hovered somewhere between either flat or declining. Due to the 2015 State Legislature's increase in the gas tax, we have seen a bit of an increase in this revenue source with a 2018 revenue projection of $2,052,000 which represents an increase of $117,000 (or 6%) over 2015 revenues of $1,935,000. - The 6%telephone utility tax generated $3.1 million in the first year of implementation in 2009. Since that time however we have experienced a steady decline and at this point are projecting 2018 revenues of just$1,900,000. 2. Balancing the cost of pavement preservation against other transportation and infrastructure needs - Pavement preservation has historically been financed from a combination of sources including: ■ General Fund dollars; ■ Street Fund money; ■ Real estate excise tax(REET) receipts; ■ Grants; ■ Civic Facility Replacement Fund#123 reserves that were dedicated towards this purpose. 13IPage Because Fund #123 reserves were fully depleted in 2016, beginning in 2017 the City was forced to dedicate more REET receipts towards pavement preservation in order to maintain historic levels of funding.; and ■ Street construction and reconstruction projects are typically financed through a combination of state and federal grants plus a City match that normally comes from REET receipts. The more we apply REET dollars towards pavement preservation projects, the less able we are to leverage this revenue source towards street construction and reconstruction projects. If one assumes we are able to obtain street construction grants requiring a 20% City match, then every$1 of REET money we set aside for this purpose leverages a $5 project. 3. Railroad Grade Separation and Quiet Zone Projects (overpasses and underpasses) Bridging the Valley is a proposal to separate vehicle traffic from train traffic in the 42 mile corridor between Spokane and Athol, ID. The separation of railroad and roadway grades in this corridor is intended to promote future economic growth, traffic movement, traffic safety, aquifer protection in the event of an oil spill, and train whistle noise abatement. The underlying study outlined the need for a grade separation at four locations in Spokane Valley including: - Barker and Trent Road Overpass (estimated cost of$20.0 million); - Pines and Trent Underpass (estimated cost of$19.8 million); - Sullivan Road Overpass improvements (estimated cost of$16.1 million); and - Park Road Overpass (estimated cost of$19.0 million). Because grade separation projects are exceptionally expensive endeavors (totaling$74.9 million) and largely beyond our ability to finance through existing sources of internal revenue,the City has pursued grant funding from both the federal and state government over the past several years. Incremental successes thus far includes: Barker/Trent Grade Separation Project - Estimated cost has been reduced from $36.0 million to $20.0 (or less) by determining that a full interchange is unnecessary. - $720,000 Federal earmark. - $2,209,000 City earmark of real estate excise tax. - $1,421,321 of City General Fund money earmarked for this purpose. - $1,500,000 awarded by the Washington State Legislature during the 2017 session. - FMSIB grant that is a 20% match of the total project cost. - Summary: Assuming a project cost of$20.0 million, the total of the aforementioned financial commitments is$9.8 million leaving$10.2 million currently underfunded. - On August 22, 2017 Council approved a Phase 1 contract to an engineering firm valued at $173,000 with a scope of services that calls for evaluating five potential options. The end result of the study will be a final recommended option with a revised cost estimate. Following this, we will plan to enter a second phase where we will contract with an engineering firm to take the recommended solution to a 100%design. - The City has applied for a variety of both state and federal grants (including the TIGER and FASTLANE programs) and met with some success. We will continue to apply for grant programs as they become available including the upcoming federal INFRA and TIGER 9 programs. We are hopeful that having a 100% design will make use more competitive as we will then have a "shovel ready" project. Pines/Trent Grade Separation Project - In the 2017 General Fund Budget, Council appropriated $1.2 million towards this project and through 2018 Budget discussions has earmarked an additional $721,321 of excess General Fund reserves for a total of$1,921,321. 14 I Page - In late 2016, the City acquired property valued at approximately $500,000 to provide the necessary right-of-way for this project. - Summary:Although the City has not obtained any outside financial assistance on this project, we have committed $2,421,321 of internal funds towards this project. - On July 11, 2017m Council approved Phase 1 contract to an engineering firm valued at $124,000 with a scope of services that calls for evaluating two potential options. The end result of the study will be a final recommended option with a revised cost estimate. Following this, we will plan to enter a second phase where we will contract with an engineering firm to take the recommended solution to a 100%design. - The City has applied for a variety of both state and federal grants (including the TIGER and FASTLANE programs). We will continue to apply for grant programs as they become available including the upcoming INFRA and TIGER 9 programs. We are hopeful that having a 100% design will make us more competitive as we will then have a "shovel ready" project. External Input As representatives of the citizens of the City Spokane Valley, the City Council strives to 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 the City of Spokane Valley, it is necessary to receive feedback from customers and constituents. Previously the City has utilized citizen surveys to obtain feedback on various contract services including solid waste and the cable franchising process. Community meetings are used to inform citizens of upcoming planning and infrastructure changes. Citizen input was sought during the development of the original Comprehensive Plan as well as the recent Comprehensive Plan Update, and will continue to be sought on subsequent Comprehensive Plan updates. The City Council utilizes public comment during Council meetings to assist the Councilmembers in the decision-making process. City staff recognizes the importance of citizen concerns and the role citizens play in the health of our City. The Citizen Action Request Entry System (C.A.R.E.S) allows citizens to share their concerns and report issues affecting the City. Staff are then able to respond in a timely manner and have a conversation with the citizen to work to resolve the reported concern. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory committees. In the future,focus groups may be utilized to allow for more focused feedback on a particular subject so Council and staff can get a better feel for how a particular subject is received in the community, thereby allowing citizens to play active roles in guiding the way services are delivered. Internal Input The City of Spokane Valley City staff is comprised of knowledgeable professionals. Staff analysis provide Council with specialized knowledge that assists Council in making informed decisions. From demand analysis, which determines when the workload is heaviest and how to best accommodate it, to staff reports that consider alternative methods of service delivery or other cost-saving measures, employees are invaluable in providing complex information. An audit program could be utilized to ensure efficiency of service delivery for both in-house services and contracted services. In addition, performance measure results will be analyzed, summarizing multi-year performances linked to targets and making comparisons to other entities. Employees are often the information conduit from the citizens to the Council, relaying 15IPage resident concerns and/or changing trends.Staff often bring forward innovative ways of providing efficient service delivery. Strategic planning through several long-range plans allows staff to look at current trends in order to make future forecasts and continually update plans as necessary. While much public input goes into these documents, the forecasting and planning is done by skilled staffers who strive to create innovative ways of achieving our future vision while meeting current needs, complying with the law, and operating within financial constraints.These plans include the Comprehensive Plan, Six-Year Transportation Improvement Program (TIP), Five-Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan, Streets Master Plan (Pavement Management Program) and the Business Plan. Departmental Business Plans The Departmental Business Plans utilize Workload Indicators and Performance Measures to evaluate the service the City provides in order to make the appropriate adjustments to the Business Plan and meet the objective of providing our citizens with the highest level of service possible.This data will continue to be updated as the information becomes available. The initial Departmental Business Plans were developed through participatory meetings open to all City employees. A SWOT analysis identifying the Strengths, Weaknesses, Opportunities and Threats for each department was conducted. Mission statements and goals were established by employees. Another SWOT analysis was conducted in 2013. Each department participated in identifying internal strengths and weaknesses and external opportunities and threats.This evaluation provides key directional information which assists the departments in the Budget planning process. Goals&Strategies Goals and Strategies in the Business Plan provide direction for the future. Workload Indicators and Performance Measures help ensure desired results are achieved and that citizens are receiving the value they expect. Workload Indicators Data is compiled to demonstrate the amount of work performed, services received and/or resources consumed.This type of information will be collected annually to identify trends that are occurring in our City that affect the government organization. Such information can be utilized to make staffing decisions, prioritize purchases to best meet the needs of our citizens and forecast future Budget needs. Performance Measures Performance Measures are used to determine whether services are delivered effectively and efficiently. Although most basic City services provided are consistent across jurisdictions,the City has great discretion in deciding how to provide those services. Each task performed by a City employee has an accompanying desired effect. If we do not take steps to determine whether the desired effect is being accomplished,we do not know if we are effectively meeting the needs of our citizens and customers. 16 I Page Departmental Business Plans 17 I Page The City of Spokane Valley incorporated March 31, 2003, as a non-charter Citygoverned city and operates under a Council-Manager form of government. It is governed under the optional municipal code of RCW Chapter 35A. Under this form of government, legislative authority is concentrated in the elected Council City Council, which hires a professional administrator to implement its policies. Mission There are seven positions on the City Council, all of which are at-large positions. At-large means all Councilmembers represent all of the citizens To be responsive, of the City versus each Councilmember representing a specified area within the City. Councilmembers are generally elected to four-year terms, with focused on customer elections held every two years. For continuity, position terms are staggered service, open to the by two years so that all positions are not open for election at the same time. public, progressive, Pursuant to RCW 35A.13.030, biennially the members choose a chair of the efficient, lean,fair Council who receives the title of Mayor. The Mayor presides over all and committed to meetings and is recognized as the head of the City for ceremonial purposes. providing a high quality of life. In addition to the position of Mayor, pursuant to RCW 35A.13.035, a Mayor pro tempore or Deputy Mayor is chosen by the Council. This position runs in concert with the position of Mayor and fulfills the duties of the Mayor during any absence or disability of the Mayor. b 1 * f f' RI 1P., ., , ,, ,, ,i Rod Higgins Brandi Peetz Arne Woodard Mayor— Position 1 Position 2 Position 3 h 4t0,1$ Iv- , Ti.' y U Ben Wick Pam Haley Sam Wood Linda Thompson Position 4 Deputy Mayor- Position 5 Position 6 Position 7 18 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. City Council 2018 Budget Impact Summary 2018 Budget is $548,494 which reflects an increase of$5,622 or 1.04% over the 2017 Budget The Executive City Council line item portion of the budget is able to operate with a 1.07% increase over the 2017 adopted budget. • Supplies are reduced from $4,950 to $4,200 for a total reduction of$750 or 15.15%. • Federal Lobbyist is reduced from $92,400 to $85,977 for a total reduction of$6,423 or 6.95%. • Travel & Mileage is reduced from $28,000 to $21,000 for a total reduction of$7,000 '3/ or 25%. Reducing the ability for Councilmembers to attend conference and meeting. • Printing& Binding is reduced from$500 to$400 for a total reduction of$100 or 20%. ($16,373) • Registrations are reduced from $10,500 to $8,400 for a total reduction of$2,100 or 20%. Reducing the number of meetings and conferences that Councilmembers will be able to attend to represent the City. • Supplies are reduced from $4,950 to $4,200 for a total reduction of$750 or 15.15%. • Federal Lobbyist is reduced from $92,400 to$77,304 for a total reduction of$15,096 _� or 16.34%. • Travel & Mileage is reduced from$28,000 to$15,400 for a total reduction of$12,600 or 45%. Resulting in Councilmembers being able to only attend local meetings or ($32,746) conferences. • Printing& Binding is reduced from$500 to$400 for a total reduction of$100 or 20%. • Registrations are reduced from $10,500 to $6,300 for a total reduction of$4,200 or 40%. Further reducing the number of meeting and conferences that Councilmembers will be able to attend to represent the City. • Supplies are reduced from $4,950 to $4,200 for a total reduction of$750 or 15.15%. • Federal Lobbyist is reduced from $92,400 to$68,631 for a total reduction of$23,769 or 25.72%. _9 • Travel & Mileage is reduced from$28,000 to$10,500 for a total reduction of$17,500 or 62.5%.Greatly reducing the number of local meetings Councilmembers are able to ($49,119) attend. • Printing& Binding is reduced from$500 to$400 for a total reduction of$100 or 20%. • Registrations are reduced from $10,500 to $3,500 for a total reduction of$7,000 or 66.67%. Greatly reducing the number of local meetings and conferences that Couniclmembers will be able to attend to represent the City. 19 I Page The City Manager Department is accountable to the City Council for City the operation of the organization, effective support of elected officials in achieving their goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council Manager policies and the provision of a communication linkage among citizens, the City Council, City departments and other government agencies. Mission The City Manager Department includes the City Clerk, Contract To provide the City Council Administration as well as oversight of the police services contract for the City.Additionally Human Resources and the Office of the City and employees with Attorney are included in the City Manager's oversight both professional leadership, departments work directly with all other departments and have their own mission statements and goals. sage advice and to work together to implement best practices to achieve adopted goals and deliver City Manager quality services to the community. r — Executive Assistant I Police Contract I I City Clerk Sr.Administrative Analysist Deputy City Clerk Administrative Analysist Administrative Assistant City Council 20IPage City Manager As the City's Chief Executive Officer, the City Manager has overall responsibility for policy development, program planning, fiscal management, administration, and operation of all City functions, programs and activities. The City Manager's administrative direction is provided by the City Council. The City Manager assesses community and citizen needs to ensure objectives and priorities are focused to meet those needs in an effective, cost-efficient manner; directs development and implementation of initiatives for service quality improvement; provides daily leadership, and works with the City's management team to ensure a high-performance, service-oriented work environment consistent with sound management principles. All City employees report directly or indirectly to the City Manager. Police services are contracted through the Spokane County Sheriff's Department with the Spokane Valley Police Chief reporting to the City Ma nager. Essential Services: • Directs the implementation of the City Council's annual goals; • Develops and directs the implementation of policies, procedures and work standards for the City; • Prepares and recommends long-range plans for City services and programs; • Monitors status of contracts; • Develops and recommends adoption of the annual budget; • Coordinates the preparation of reports or presentations to the City Council or outside agencies; • Develops specific proposals for action on current and future City needs; • Acts as the Emergency Management Coordinator for the City; • Monitors staff performance on qualitative and quantitative measures; • Participates with local, regional, state and national jurisdictions to represent Spokane Valley's interests; and • Maintains good working relationships with community constituents. Goals & Strategies 1. Facilitate the achievement of the annually-established Council Goals. - Annually develop objectives and strategies to accomplish Council Goals. - Report goal attainment progress to the community in the City Manager's Accomplishments Report. 2. Update the General Fund Budget Projection. The Budget Projection estimates expected revenues and expenses, incorporates the fiscal elements of Departmental Business Plans, identifies fiscal constraints and proposes formulas for Council consideration in composing a budget-balancing approach that itemizes necessary service reductions or increased revenues, or a combination thereof. - Update the General Fund Budget Projection on an ongoing basis. - Update Departmental Business Plans. - Calculate the fiscal impacts identified in Business Plans. - Assess revenue and expenditure trends. - Merge trend data with Business Plan cost data. - Determine the financial delta. - Develop best-case and worst-case scenarios. - Formulate revenue and expenditure options. - Determine affordable service levels. - Select budget-balancing options to implement. - Obtain Council authorization to proceed with selected option(s). 21 I Page 3. Prepare Legislative Agenda for Council consideration. - Present a draft Legislative Agenda to City Council to consider the matters the City Council wishes to promote on behalf of the City for the potential inclusion in the state's budget. Workload Indicators 2012 2013 2014 2015 2016 2017 Weekly Meetings with department heads to V V V V V V attain Council Goals Goal Attainment Progress(Business Plan)posted V V V V V V to website by February 25 annually(after the winter Council Workshop) Number of Council meetings 49 53 50 48 77 47 Draft of Departmental Business Plans completed V V V V V V annually by June 30 General Fund Budget Projection reviewed and V V V V V V updated annually Balanced budget presented to City Council V V V V V V annually Ordinances passed 29 20 21 26 18 14 Resolutions passed 14 13 15 12 12 20 City Clerk The City Clerk's Office, which consists of the City Clerk and Deputy City Clerk, manages the City's official records and public disclosure, supports the City Council, including agenda development and preparation of the official minutes, provides legal notices to the public regarding City business and supports all City departments. As the custodian of all City records, the City Clerk's office oversees record archival and all document imaging for state compliance. Essential Services: • Prepares City Council Agendas and Packets; • Certifies official City documents; • Is custodian of City Seal; • Supervises City's official file record maintenance; • Administers insurance claims; • Administers the City's Municipal Code; • Is the Public Records Officer and handles public record requests; • Ensures proper format for and processes resolutions and ordinances; • Is responsible for business registrations; • Administers oath of office for City Council,City Manager, Deputy City Manager, Finance Director and Police Chief; • Monitors contracts and other documents for signature, recording and posting; • Coordinates volunteer opportunities for City and regional boards, committees and commissions; • Responsible for set-up and clean-up of Council meetings; 22 I Page • Attends all Council meetings and transcribes minutes; • Presides at bid openings; • Is responsible for publication of all legal notices; • Serves as City's Election Official; • Communicates with and provides citizens information; • Administers Consultant, Small Works and Vendor rosters; • Processes requests for use of the City Logo; • Participates on the Governance Manual Committee; and • Serves as official Parliamentarian at Council meetings. Workload Indicators 2012 2013 2014 2015 2016 2017 Number of file storage boxes archived 109 53 36 85 70 240 Number of public records requests processed 352 297 276 296 295 288 Number of archived file storage boxes - - 40 42 49 71 destroyed Number of archived boxes sent to State - - - - - 65 Archives in Cheney for permanent storage Number of files/documents destroyed - - 1,233 759 689 7,924 Address files scanned and destroyed - - 3,221 7,001 11,038 4,142 Number of contracts processed 206 234 243 238 228 276 Performance Measures Public Records Request 7 6 5 4 3 2 1 0 2015 2016 2017 ■Average number of days to respond to public record request ■Average number of days to complete public,record request 23IPage Contract Administration Under the direction of the City Manager, Contract Administration works with contractors and agencies to help insure that the City government remains small and lean while delivering services efficiently and effectively. This idea was incorporated early in the City of Spokane Valley's existence to maintain the original concept of a Contract City that is not focused on growing government but instead utilizes the best possible options to provide services to citizens and businesses,whether that is the private sector or other government agencies.Contract Administration regularly evaluates service delivery,examining cost trends, performance and value compared to other liked-size cities. Additionally, a primary focus is insuring that local tax revenues generated from the City are invested in the community and are not used to subsidize other jurisdictions. Contract Administration also evaluates current service deliverables based upon current and anticipated demand,while employing the best business practices and sound fiscal policy to ensure that staffing levels match demand and all efficiencies are incorporated while interacting with customers to answer questions and provide information on contract services. Public Safety Contract Administration is responsible for negotiating and administering all public safety contracts which total $25.5 million or 62% of the 2017 General Fund recurring expenditures budget. All public safety contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost reconciliations, and performance measures. Periodically, Contract Administration will review the contracts and re-negotiate the terms.The law enforcement contract was re-negotiated in 2017,solidifying the identity of the Spokane Valley Police Department, providing for more control and enhanced performance measures. In addition, a new cost methodology was developed that greatly simplifies cost calculations and segregates direct costs, ensuring that the City is being charged accurately for the City's specific costs. Public Safety Service Contracts Administered: - Animal Control - Detention Services - District Court - Emergency Management - Law Enforcement - Pretrial Services - Prosecutor Services - Public Defender - SCOPE - Traffic Safety School False Alarm Program Contract Administration has evaluated the False Alarm Program, the program designed to reduce the number of false alarms and allow police more time to respond to actual calls for service and perform proactive policing. False alarm recovery fees have been reduced and the registration requirement and fee has been eliminated. The department has developed its own in-house database and program which will provide improved customer service at a lower cost. This program will be implemented in early 2018. Solid Waste Contract Administration has been part of the negotiation and evaluation teams for solid waste disposal and collection as well as the development of the City's Solid Waste Plan. As the result of negotiations and competitive processes, substantial savings were achieved for disposal and collection. The new collection 24 I Page contracts will begin on April 1, 2018 and include substantially-enhanced customer service standards. The $1.5 million in annual saving achieved will be utilized to preserve streets in the City, avoiding expensive rehabilitation projects and preserving streets in satisfactory condition without increasing garbage rates for citizens and business owners. Geographic Information Systems(GIS)and Database Systems Contract Administration administers, negotiates and presents for adoption the contracts for GIS and database services that allow the creation of mapping databases. Hearing Examiner The Hearing Examiner conducts quasi-judicial hearings on land use matters. Contract Administration monitors and evaluates the costs and quality of the service provided. Cable Television Franchise Cable television service that utilizes the City's right-of-way to run lines to connect to customers must operate by authority of a City franchise. Contract Administration negotiates the terms of the franchise agreement and administers the terms of the agreement such as customer service standards, use of the right-of-way and payment of the franchise fees and Public, Education, and Government(PEG) Funds. Precinct Building The Precinct Building houses the Spokane Valley Police Department and a District Court courtroom and ticket counter. The City purchased the Precinct Building from Spokane County in 2006. The Contract Administration Program creates and manages the budget for maintaining the Precinct Building and coordinates with the Parks Department and maintenance staff to insure that the building is maintained and that it remains a secure facility. Additionally, the department calculates and bills the County for its share of lease and maintenance of the building. Performance Spokane Valley Per Capita Public Safety Costs Compared to Like-Sized Cities in Washington State. Service SV Per Capita $ Per Capita Avg. $ Law Enforcement $ 187 $ 277 Jail $ 13 $ 38 Court $ 9 $ 19 Public Defender $ 6 $ 6 Prosecution $ 4 $ 9 Animal Control $ 3 $ 3 Emergency Mgmt. $ 1 $ 3 Total $ 222 $ 357 Goals & Strategies 1. Formalize public accountability in City operations through incorporating the Business Plan into decision-making and establishing a toolbox for evaluating the City's contract services. An open, collaborative government is the third Core Value adopted by City Council. - Incorporate the Business Plan in the City's decision-making process to enhance accountability through implementation of performance results. - Evaluate City's contract services. - Implement contract audit program. - Create custom feedback system. 25 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. City Manager & City Clerk 2018 Budget Impact Summary 2018 Budget is $956,245 which reflects an increase of$231,810 or 31.50% over the 2017 Budget. The Executive& Legislative line-item portion of the budget is able to operate with a 14.51%increase over the 2017 adopted budget. 2018 FTE count increased by 2.0 as a result of moving 2.0 Administrative Analysts from the Deputy City Manager budget to the City Manager budget. • Wages, payroll taxes and benefits are reduced from $877,105 to $850,966 for a total reduction of$26,139 or 2.98%.This represents a reduction of FTE from 7.00 to 6.75 which would affect the ability to maintain the current level of services as well as an _3 elimination of overtime. Resulting in the inability for staff to be available outside of normal work hours as necessary. • Professional Services reduced from$22,000 to$20,000 for a total reduction of$2,000 ($31,439) or 9.1%. Resulting in the reduction of access to professional services when required. • Travel & Mileage is reduced from $13,500 to $10,200 for a total reduction of$3,300 or 24.4%. Limiting staff access to training opportunities. • Wages, payroll taxes and benefits are reduced from $877,105 to $829,339 for a total reduction of$47,766 or 5.45%. This represents a reduction of FTE from 7.00 to 6.50 which would greatly reduce the ability to maintain the current level of services as well as an elimination of overtime. Resulting in the inability for staff to be available outside of normal work hours as necessary. -6% • Professional Services reduced from$22,000 to$20,000 for a total reduction of$2,000 or 9.1%. Resulting in the reduction of access to professional services when required. ($59,966) • Travel & Mileage is reduced from$13,500 to$8,200 for a total reduction of$5,300 or 28.19%. Limiting staff access to training opportunities. • Legal Notices reduced from $18,800 to $15,000 for a total reduction of $3,800 or 20.2% • Printing & Binding reduced from $7,600 to $7,000 for a total reduction of $600 or 7.89%. • Membership is reduced from $2,500 to $2,000 for a total reduction of$500 or 20%. Reducing the number of professional memberships for staff members. 26 I Page • Wages, payroll taxes and benefits are reduced from $877,105 to $786,086 for a total reduction of$91,019 or 10.38%.This represents a reduction of FTE from 7.00 to 6.00, eliminating one position greatly impacting the ability to provide currently levels of -9 services. Overtime would be eliminated, resulting in the inability for staff to be available outside of normal work hours as necessary. ($91,019) 27 I Page The Office of the City Attorney represents the City's legal interests, Office of the including oversight of claims and litigation. The Office of the City Attorney drafts ordinances and resolutions; negotiates contracts, City Attorney interlocal agreements, franchises, leases and agreements; and supports departments in enforcing associated laws.The Office of the City Attorney also provides specialized employee training regarding existing laws. The City Attorney supervises and directs the work of Mission legal Interns. To assist in implementing Council policy by City Attorney providing clear legal direction and meaningful assistance to Council, and to staff who implement Administrative Assistant -- City City programs. Maintain a positive and creative workplace. Dy 1Attorney Attorney FTE'i The Office of the City Attorney is responsible for providing legal advice and support to the City Council and City employees, as well as to prosecute and defend all civil matters not assigned to outside counsel. This office works extensively with all City departments. The Office of the City Attorney staff consists of two full-time attorneys, one part-time attorney, one administrative assistant and from one to three legal interns. The daily work largely consists of providing timely advice on a full range of municipal issues, to City staff and the City Council. Essential Services: • Negotiate and draft and/or review all contracts; • Negotiate and draft franchise agreements with utility providers; • Meet and negotiate with Spokane County on service contracts; • Meet and negotiate with other jurisdictions on a variety of matters, including interlocal agreements; • Defend City in litigation and administrative hearings; • Represent City in code enforcement litigation and collections; • Maintain office and document organization necessary to successfully complete all tasks; • Advise on labor relations and employment law; • Advise on numerous miscellaneous issues of general governance on a daily basis; 28 I Page • Draft, or review and revise, ordinances, resolutions and policies as appropriate; • Draft legal memoranda on a full range of municipal issues; • Review and compile responses to public record requests when necessary; • Provide training to staff on legal issues with broad application, such as public records, the Open Public Meeting Act, public disclosure rules, ethics, administrative and land-use regulations, contracts and purchasing, and ordinance drafting; • Attend all City Council meetings; • Attend all Planning Commission meetings; • Review and advise on all real property transfers (easements, deeds, etc.); and • Participate on the Governance Manual Committee. Goals & Strategies 1. To have a fully-operational City Attorney's office that proactively assists in office process development, advises all departments on legal issues in a timely manner, and manages all potential and existing litigation. - Review processes. - Monitor workload and workload changes. - Track response times. - Identify deficient areas. 2. To assist other departments in analyzing and mapping existing processes to determine compliance with the law and whether higher levels of customer service can be achieved. - Maintain and update all form contracts used by all departments. - Attend internal planning meetings to identify and resolve potential issues. - Review and revise administrative policies and procedures as appropriate. 3. Provide legal support to other departments and to the City Council in furtherance of the City Council goal to develop and adopt necessary development regulations to implement the Comprehensive Plan Update. 4. Negotiate and draft utility franchise agreements on an as-needed basis with utility providers. - Finalize and begin negotiations to establish and update franchise agreements. - Draft model language for franchise agreements. 5. Assist Economic Development to identify options for economic development. - Assist with development of functional economic development tools. 29IPage Workload Indicators 2012 2013 2014 2015 2016 2017 Work order requests processed 249 251 274 254 295 280 Legal memoranda 50 27 26 28 25 16 Public record requests processed* 9 19 11 22 46 24 Number of open litigation matters including 17 25 21 44 23 63 enforcement matters Number of closed litigation matters including 21 16 15 27 17 37 enforcement matters Training classes taught 4 5 10 6 9 9 Average number of days for completion of tasks 22 18 17 18 26 19 Ordinances and resolutions drafted 43 33 36 38 30 34 Contracts reviewed 190 206 209 214 255 342 *Does not include day-to-day file review in response to public record requests processed by City Clerk. Performance Measures Legal Cost Per Hour Illustrating the cost effectiveness of retaining internal legal counsel as 5350 opposed to the use of outside 5300 counsel. The cost for internal $250 counsel is determined by the total 5260 legal budget for the calendar year 5150 divided by the number of hours worked by the legal department. 5100 The outside counsel is the average 550 I I I I 1 I hourly billing rate of all outside So counsel that are used by the City. 2012 2013 2014 2015 2016 2017 •Internal Counsel ■Outside Counsel 30IPage Percentage of satisfaction Clients were surveyed by the legal 100% department for the percentage of 90% satisfaction. First, the percentage of 80% internal clients reporting that legal 70% advice was timely. Secondly, the 60% percentage of interal clients 50% reporting that legal advice was clear 40°% and relevant. 30% 20% 10% 0% 2012 2013 2014 2015 2016 2017 •Legal advice was timely •Legal advice was clear and relevant The Work Order Requests Processed graph 4°C] reflects individual tasks the office is 350 requested to do,or tasks the office identifies as needing some analysis. The Contracts 36° Reviewed graph reflects the number of 250 contracts, contract amendments, and 200 interlocal agreements executed by the office annually. The level of work for each varies 15° significantly, depending on whether our '°0 office is negotiating the contract, advisingI II II II II II 50 another department on contracting options or contracting law,or whether we are simply ° 2012 2013 2014 2015 2016 2017 reviewing and signing. This number has increased over the past several years as the ■Work order requests processed M Contracts reviewed contracting process has been improved. 31 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Office of the City Attorney 2018 Budget Impact Summary 2018 Budget is $594,752 which reflects an increase of$78,758 or 15.26%over the 2017 Budget. The Office of the City Attorney increased FTE by .5 to 3.5 for the 2018 Budget. The half-time attorney position will handle all code enforcement litigation cases increaing the efficience of these types of cases. • Wages, payroll taxes and benefits are reduced from $506,481 to $439,158 for a total reduction of$67,323 or 13.29%. Resulting in the elimination of one of the three legal _3% interns, affecting amount of research for the attorneys as well as work on the code compliance cases. • Office Supplies are reduced from $1,301 to $893 for a total reduction of $408 or ($68,060) 31.36% • Registrations are reduced from$1,970 to$1,641 for a total reduction $329 or 16.7%. Resulting in the reduction or elimination of training for the administrative assistant on public record production requirements. • Wages, payroll taxes and benefits are reduced from $506,481 to $423,377 for a total reduction of$83,104 or 16.41%. Resulting in the elimination of two of the three legal interns, significantly affecting amount of research for the attorneys as well as work -6% on the code compliance cases. • Office Supplies are reduced from $1,301 to $893 for a total reduction of $408 or ($84,349) 31.36% • Registrations are reduced from$1,970 to$1,641 for a total reduction $329 or 16.7%. Resulting in the reduction or elimination of training for the administrative assistant on public record production requirements. • Outside Legal Counsel is reduced from $58,500 to $57,992 for a total reduction of $508 or 8.68%. Resulting in an impact on the workload for the two attorneys and remaining intern, reducing efficiency, total work product completed, as well as timeliness of completed work. 32 1 Page • Wages, payroll taxes and benefits are reduced from $506,481 to $407,595 for a total reduction of$98,886 or 24.26%. Resulting in the elimination the three legal interns, significantly affecting amount of research for the attorneys as well as work on the code compliance cases. • Office Supplies are reduced from $1,301 to $893 for a total reduction of $408 or 31.36% _9% • Registrations are reduced from$1,970 to$1,641 for a total reduction $329 or 16.7%. Resulting in the reduction or elimination of training for the administrative assistant (100,637) on public record production requirements. • Outside Legal Counsel is reduced from $58,500 to $57,486 for a total reduction of $1,014 or 17.33%. Resulting in an impact on the workload for the two attorneys, reducing efficiency,total work product completed,as well as timeliness of completed work. 33IPage The Human Resources office is responsible for providing personnel consultation and employee services to the management of the City Human of Spokane Valley and its employees, supporting a workforce that is motivated to deliver quality services to the community. Resources Human Resource Mission Manager To promote an I I employment environment that supports the mission Human Resources Office Assistant Technician I/II of the City and the (2 FTE) development of its employees. Essential Services: • Employee recruitment; • Labor Relations; • Risk Management; • ADA Consultation; • Employee training; • Ensure compliance with employment laws; • Compensation administration; • Policy development and administration; • Administer the Employee Wellness Program; • Facilitate performance management; • Healthcare and other benefit administration; • Provide new employee orientation; and • Website administration. Human Resources conducted 75 interviews, filling 30 positions in 2017. The office maintains a greater than 97% satisfaction rate with the services provided to City employees and managers. The office, along with the Wellness Committee, continues to achieve the WellCity Award by developing a qualified Wellness Program which is anticipated to reduce employee health care expense by more than $20,000 per year. The Human Resource office also provides Risk Management services to the City in the identification, assessment and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor and control the probability and/or impact of such risks. Further, the Human Resources Manager functions as the Americans with Disabilities Act (ADA) coordinator guiding the City's efforts to promote access to its citizens. As the City's designated contact for persons requesting accommodation, the Human Resource Manager works with the public to provide reasonable access to City services. 34 IPage Human Resources prepares the City for the many changes in the external business environment, including increased governmental mandates and legislation, recruitment needs as the pool of skilled workers decreases, the increasing cost of labor and changing workforce demographics. Goals & Strategies 1. Respond to internal and external impacts on the City's Human Resources function in order to recruit and retain a well-qualified workforce. - Evaluate City's work environment to encourage retention of existing staff. - Develop processes that improve employee access to information and make the best use of technology in order to administer costs effectively. - Evaluation of employment costs to identify opportunities to reduce those costs. 2. Audit of existing Risk Management practices and further development of the Risk Management Program for the City. - Revalue City fleet vehicles to lower cost of coverage. - Facilitate the maintenance program for City owned vehicles. - Support new supervisors in providing leadership training. Workload Indicator 2012 2013 2014 2015 2016 2017 Number of City FTEs 87.25 85.25 87.25 87.25 87.40 89.25 Personnel action forms processed 162 100 157 166 122 139 Number of training classes facilitated or 4 5 8 6 4 8 coordinated Employees hired* 6 9 8 12 6 10 Average number of applications received per 39.28 31.95 29.7 24.08 33.4 25 recruitment cycle * Includes regular employees—permanent FT/PT employees; limited term;does not include temporary/seasonal employees 35 I Page Performance Measures In 2012, the percentage of employees satisfied Employee satisfaction with Human Resources with the Human Resources Department was 65%. 120% This measurement was taken in the first quarter of 100% 2013 when the City made two dramatic changes to its personnel systems; the elimination of certain 80% health plans, moving employees to plans having less benefits and the movement of the City's 60 compensation system to performance based. Since then, we had five successive measurement periods showing a return to former levels of 20% satisfaction; in 2013, the percentage increased to 93% and has been increasing each year. 0% 2012 201 201,2 2015 20112 201' Timely completion of employee Annual non-manager performance evaluations has also changed reviews completed within 30 day of significantly; however, very close to all evaluations are completed within anniversary date 45 days. 100% 80% 60% 40% 20% 0% 2012 2013 2014 2015 2016 2017 Percentage rate of employee turnover 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% 2012 36IPage Central Reception Historically Central Reception consisted of two full-time employees who serve as the primary point of contact for the City. In September of 2017,due to the move of staff into the new City Hall,staff have been making adjustments to how the City receives customers into the Reception and Permitting area and assessing how we can use the layout of the new building to improve customer service. It remains our goal to providing the highest level of customer service for citizens, clients and staff. Central Reception continues to greet and assist all visitors, provides information,assists in business registration applications, makes community referrals, answers incoming telephone calls, takes messages and directs calls to appropriate staff members. Essential Services: • Route calls and provide information for City Services; • Post regular and certified out-going mail; • Schedule conference rooms and vehicle usage; • Receive Home Occupation Application; • Receive Public Record Requests; • Traffic-related requests; • Street maintenance requests; • Non-domestic animal issues; • Maintain City directories on website; • Snow plow and street sweeping information; • Order business cards and name plates; • Database maintenance for business registrations; • Maintain literature for City Services; • Database maintenance for Public Works; • Abandoned vehicles; • Business registrations; • Welcome letters to new businesses; • C.A.R.E.S(Citizen Action Request Entry System); and • Internal mail distribution. Workload Indicator 2012 2013 2014 2015 2016 2017 New business registrations processed 1,851 2,069 1,899 1,572 2,184 1,765 Renewal business registrations processed 5,862 5,754 6,173 6,847 8,060 8,685 Number of phone calls answered and directed 7,082 6,846 6,623 7,100 6,942 7,292 Number of visitors greeted 2,265 2,507 2,413 3,023 3,171 3,093 Number of Citizen Action Request Entry System 1,131 996 1,126 1,383 1,649 2,611 (C.A.R.E.S.)entered 37 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Human Resources 2018 Budget Impact Summary 2018 Budget is $275,387 which reflects an increase of$12,970 or 4.94% over the 2017 Budget. • Wages, payroll taxes and benefits are reduced from $254,577 to $245,488 for a total reduction of$9,089 or 3.57%. • Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%. • Legal Services are reduced from$3,000 to$1,400 for a total reduction of$1,600 or 53%. This reduction may increase the risk concerning employment decisions and/or actions. • Professional Services are reduced from $8,500 to $5,550 for a total reduction of$2,950 or 35%. Reducing the ability to perform pre-employment criminal history checks. _3% • Advertising is reduced from $1,500 to $0 for a total reduction of $1,500 or 100%. Eliminating the ability to advertise employment opportunities. • Postage is reduced from $75 to$50 for a total reduction of$25 or 33.33%. • Membership in professional organizations is reduced from $780 to $400 for a total ($17,084) reduction of$380 or 48.72%. • Registration for training is reduced from $595 to $400 for a total reduction of$195 or 33%. Reducing training opportunities for Human Resource staff. • Training is reduced from $1,000 to $285 for a total reduction of$715 or 71.5%. • Employee Wellness is reduced from $1,500 to $900 for a total reduction of $1,200 or 40%. Resulting in the minimum required level to be eligible for the WeIlCity Award and the 2% reduction in healthcare expenses. • Wages, payroll taxes and benefits are reduced from $254,577 to $239,824 for a total reduction of$14,753 or 5.80%. Resulting in a reduction of.07 FTE. • Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%. • Legal Services are reduced from $3,000 to $900 for a total reduction of$2,100 or 70%. Further reducing the ability to consult council on employment decisions and/or actions. • Professional Services are reduced from $8,500 to $5,550 for a total reduction of$2,950 -6G or 35%. Reducing the ability to perform pre-employment criminal history checks. % • Advertising is reduced from $1,500 to $0 for a total reduction of $1,500 or 100%. Eliminating the ability to advertise employment opportunities. ($25,713) • Postage is reduced from $75 to$50 for a total reduction of$25 or 33.33%. • Travel is reduced from $2,280 to $500 for a total reduction of$1,780 or 78.1%. • Membership in professional organizations is reduced from $780 to $400 for a total reduction of$380 or 48.72%. Resulting in the elimination of require drug testing of CDL holders and not allow employees to operate vehicles such as snow plows. • Registration is reduced from$595 to$0 for a total reduction of$595 or 100%. Eliminating training registrations for Human Resource staff. • Training is reduced from $1,000 to $0 for a total reduction of$1,000 or 100%. • Employee Wellness is reduced from $1,500 to $900 for a total reduction of $1,200 or 40%. Resulting in the minimum required level to be eligible for the WeIlCity Award and the 2% reduction in healthcare expenses. 38 I Page • Wages, payroll taxes and benefits are reduced from $254,577 to $232,794 for a total reduction of$21,783 or 8.59%. Resulting in a reduction of.16 FTE. • Fuel is reduced from $30 to $0 for a total reduction of$30 or 100%. • Legal Services are reduced from $3,000 to $0 for a total reduction of$3,000 or 100%. Eliminating the ability to consult council on employment decisions and/or actions. • Professional Services are reduced from $8,500 to $5,550 for a total reduction of$2,950 '9/ or 35%. Reducing the ability to perform pre-employment criminal history checks. • Advertising is reduced from $1,500 to $0 for a total reduction of $1,500 or 100%. ($34,193) Eliminating the ability to advertise employment opportunities. • Postage is reduced from $75 to$50 for a total reduction of$25 or 33.33%. • Travel is reduced from $2,280 to $500 for a total reduction of$1,780 or 78.1%. • Membership in professional organizations is reduced from $780 to $400 for a total reduction of$380 or 48.72%. Resulting in the elimination of require drug testing of CDL holders and not allow employees to operate vehicles such as snow plows. • Registration is reduced from$595 to$0 for a total reduction of$595 or 100%. Eliminating training registrations for Human Resource staff. • Training is reduced from $1,000 to $0 for a total reduction of$1,000 or 100%. • Employee Wellness is reduced from $1,500 to $900 for a total reduction of $1,200 or 40%. Resulting in the minimum required level to be eligible for the WellCity Award and the 2% reduction in healthcare expenses. 39IPage The Finance and Information Technology (IT) Department provides financial management services for all City departments. Finance & Responsibilities include accounting and financial reporting, Information payroll, accounts payable, some purchasing, budgeting and financial planning, treasury, investments and information Technology technology. The department is also responsible for generating and analyzing financial data related to the City's operations. Mission Finance is responsible for the administration, coordination, supervision and control of the City's financial activities engaged in To assist the City Council, by the City.These functions are performed through a combination City staff and citizens in of interrelated activities including financial management, general the areas of financial accounting and information technology. planning, budgeting, financial reporting and overall stewardship of the Finance Director City's resources. Our information technology (IT) group seeks to Accounting understand technology Manager and how it can best serve internal and external IT users. Accountant Budget Analyst (3.75 FTE) Accounting Technician (2 FTE) IT Specialist (3 FTE) Database Administrator 40I Page Essential Services: Financial management responsibilities include: • Budget development and monitoring; • Preparation of periodic budget amendments; • Treasury control and management of the City's cash and investment portfolio; • Debt financing and management; and • Collaboration with Public Works staff on financing options for capital projects. General accounting responsibilities include: • Internal and external financial reporting including preparation of the Annual Financial Report; • Coordination with the Washington State Auditor's Office for the City's annual audit which on average represents approximately 800 auditor hours each year; • General ledger accounting; • Audit coordination; • Cash receipting including preparation of daily deposits for City departments; • Tracking and receipting telephone utility tax payments; • Tracking and receipting quarterly gambling tax payments; • Processing payroll and accounts payable for 87.75 full-time equivalent employees as well as seasonal and temporary employees; • Process approximately 3,500 accounts payable checks; • Grant accounting and reimbursements; • Project accounting and reimbursements; • Advertise and call for applications for outside agency grants for both social service and economic development agencies; and • Advertise and call for applications for lodging tax grants. Information technology responsibilities include: • Design, maintain and support of City's data network; • Research, order, deliver, repair and maintain all desktop, iPad, laptop and peripheral equipment; • Maintenance of all primary computer applications including the financial management and permitting systems; and • Broadcasting of City Council meetings which entails the acquisition and ongoing maintenance and support of the necessary related hardware and software, as well as working with the vendor involved with actual recording of the meeting. Goals & Strategies 1. Maintain a consistent level of service in payroll, accounts payable, budget development, periodic and annual financial report preparation IT services. - Work with Finance staff to cross-train position responsibilities and knowledge base where possible. Also, provide adequate training opportunities to allow staff members to remain current with changes in pronouncements by the Governmental Accounting Standards Board (GASB), changes in the Eden financial management system, and changes in the electronic technology that allows all City employees to be more efficient and effective. 2. Complete the 2017 Annual Financial Report by May 30, 2018, and receive a "clean audit opinion"from the Washington State Auditor's Office. - This can be accomplished through a combination of cross-training responsibilities between the Accounting Manager and staff accountants as well as remaining current on GASB pronouncements. 3. Continue with the ongoing process of refining the replacement program for IT hardware resources including server hardware, network hardware, printers and network-based appliances(firewalls,email 41 I Page backup, network switches, intrusion prevention hardware, etc.), desktop computers, and the phone system. This will continue to be the foundation for future budget developments and in large part dictate operational workload through the course of the next year. - Update the existing inventory of all related equipment currently deployed including when it was acquired, it's expected useful life, anticipated replacement date and replacement cost. Workload Indicators 2012 2013 2014 2015 2016 2017 Number of computer workstations 152 134 140 140 140 155 Number of tablets supported 6 18 20 27 31 35 Number of physical servers supported - - 17 22 10 15 Number of virtual servers supported - - 8 15 25 28 Number of appliances supported - - 55 45 50 50 Number of PC's installed or replaced 36 0 54 39 37 72 Network Hardware - - - 75 76 87 Performance Measures 80 Help desk requests per IT FTE per 70 month dropped in 2014 due to hiring 60 the Help Desk Technician in that year. 50 This will continue to drive the six-year 40 average down. 30 II II II II II il 20 10 0 2012 2013 2014 2015 2016 2017 •Help desk requests per month per IT FTE •Workstations per IT FTE 42 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Finance & Information Technology 2018 Budget Impact Summary 2018 Budget is $1,339,064 which reflects an increase of$56,604 or 4.41% over the 2017 Budget. The Finance Department line-item budget reflects an increase of$56,604 or 4.41%. Not including wages, payroll taxes and benefits, the budget reflects an increase of$450 or 1.50%. To the best of our ability, we make certain the budget requests for individual line-items closely approximate the average actual expenditures in the previous three years. • Wages, payroll taxes and benefits are reduced from$1,308,614 to$1,259,320 for a total reduction of$49,294 or 3.77%. This represents a reduction of 0.55 FTEs, which would slow City payments to vendors and increase the time needed for financial analysis. • Supplies are reduced from $6450 to $5,350 for a total reduction of$1,100 or 17.05%. _�% The reduction would affect the department's ability to respond to needs for larger equipment items such as scanners or chairs. Professional services are reduced from $2,500 to$1,000 for a total reduction of$1,500 or 60%. The reduction would hinder the City's ability to hire consultants for any continuing disclosure requirements on our bond issues. ($53,494) • Travel is reduced from $5,200 to $5,000 for a total reduction of $200 or 3.8%. This reduction would limit staff availability to access training opportunities. • Memberships are reduced from$1,500 to$1,000 for a total reduction of$500 or 33.3%. This reduction would reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. • Registrations are reduced from $9,500 to $8,600 for a total reduction of$900 or 9.5%. This reduction would limit access to training classes that keep staff current with accounting standards and new technology. • Wages, payroll taxes and benefits are reduced from$1,308,614 to$1,219,694 for a total reduction of $88,920 or 6.79%. This represents a reduction of 0.95 FTEs, which in addition to above would potentially compromise segregation of duties required by the State Auditor's Office and would slow the outside agency and lodging tax grant award —6% processes. • Supplies are reduced from $6,450 to $5,350 for a total reduction of$1,100 or 18.3%. The reduction would affect the department's ability to respond to needs for larger equipment items such as scanners or chairs. ($93,120) • Professional services are reduced from $2,500 to$1,000 for a total reduction of$1,500 or 60%. The reduction would hinder the City's ability to hire consultants for any continuing disclosure requirements on our bond issues. • Travel is reduced from $5,200 to $5,000 for a total reduction of $200 or 3.8%. This reduction would limit staff availability to access training opportunities. 43IPage • Memberships are reduced from $1,500 to $1,000 for a total reduction of $500 or 33.3%. This reduction would reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. • Registrations are reduced from$9,500 to$8,600 for a total reduction of$900 or 9.5%.This reduction would limit access to training classes that keep staff current with accounting standards and new technology. • Wages, payroll taxes and benefits are reduced from $1,308,614 to $1,181,605 for a total reduction of$127,009 or 9.71%.This represents a reduction of 1.45 FTEs,which in addition to above would significantly compromise segregation of duties required by the State Auditor's Office. Also, City payments to vendors would only be processed once every two weeks, and the ability to accommodate the Outside Agency and Lodging Tax award processes would be seriously compromised without assistance from other City -9 departments. • Supplies are reduced from $6,450 to $4,500 for a total reduction of $1,500 or 25%. The reduction would compromise the department's ability to maintain supply levels necessary for efficient operations. ($133,409) • Professional services are reduced from $2,500 to $800 for a total reduction of $1,700 or 68%. The reduction would severely limit the City's ability to hire consultants for any continuing disclosure requirements on our bond issues. • Travel is reduced from $5,200 to $4,500 for a total reduction of $700 or 13.5%. This reduction would prevent staff from attending training outside of the immediate area which would limit the types of training that could be used to keep current on accounting standards and new technology. • Memberships are reduced from $1,500 to $500 for a total reduction of$1,000 or 66.7%. This reduction would severely reduce the number of staff with professional memberships which provide access to valuable resources to keep current with accounting standards. • Registrations are reduced from $9,500 to $8,000 for a total reduction of$1,500 or 15.8%. This reduction, along with reductions in travel and memberships, would compromise the City's ability to continue to prepare error-free annual financial reports which could result in findings from the State Auditor's Office. 44 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. General Government 2018 Budget Impact Summary 2018 Budget is $4,705,260 which reflects a decrease of$3,541,049 or-42.94% under the 2017 Budget. This budget accounts for those activities that are not specific to the functions of any particular General Fund department or operation. Expenditures recorded here are composed of election costs and voter registration fees paid to Spokane County;the cost of the City's annual audit paid to the State of Washington; or debt service payments; most information technology expenses including annual computer leases, annual repair and maintenance contracts for servers and copiers, monthly telephone and internet charges, and computer and copier purchases. Also charged to this area are payments to outside agencies for economic development and social service purposes; annual property and liability insurance premiums; and transfers to other funds representing General Fund investments or grant matches in a variety of capital projects including pavement preservation. • Professional services— misc. studies are reduced from $200,000 to $179,300 for a total reduction of$20,700 or 10.35%.This reduction would reduce the City's ability _3 cyo to address unforeseen issues that may arise throughout the year. • Outside Agency funding is reduced from $150,000 to $75,000 for a total reduction ($95,700) of$75,000 or 50.0%. This reduction would limit the City's ability to award funding to local social service and economic development agencies. • Professional services— misc. studies are reduced from $200,000 to $179,300 for a total reduction of$20,700 or 10.35%.This reduction would reduce the City's ability to address unforeseen issues that may arise throughout the year. _6 i • Outside Agency funding is reduced from $150,000 to $29,300 for a total reduction of$120,700 or 80.47%.This reduction would limit the City's ability to award funding ($191,400) to local social service and economic development agencies to the point of perhaps only funding one or two awards. • Transfers out to the Parks Capital Projects Fund #309 are reduced from $160,000 to$110,000 for a total reduction of$50,000 or 31.25%.This reduction would impact the City's ability to finance future park capital projects. 45 I Page • Professional services—misc. studies are reduced from $200,000 to $150,000 for a total reduction of$50,000 or 25.0%.This reduction would further reduce the City's ability to address unforeseen issues that may arise throughout the year. '9 • Outside Agency funding is reduced from$150,000 to $0 for a total reduction of $150,000 or 100.0%.This reduction would eliminate the City's ability to award ($287,200) funding to local social service and economic development. • Transfers out to the Parks Capital Projects Fund#309 are reduced from $160,000 to $72,800 for a total reduction of$87,200 or 54.50%.This reduction would severely impact the City's ability to finance future park capital projects. 46IPage The Deputy City Manager works under the general direction of the City Manager and works with the City's management team to coordinate efforts toward the achievement of departmental objectives and the Deputy City objectives of the City government as a whole. The Deputy City Manager participates in and makes suggestions to the City Manager in the Manager formulation of strategy and City policy involving organization, procedures and services. Duties also include advising the City Manager in the determination of department needs, the preparation and presentation of services for approval by the City Manager and City Council, and the coordination of the implementation of approved services. The Deputy City Manager performs operations oversight for Community & Public Works consisting of the Engineering Division, Street Maintenance, Economic Development and Building Division. DeputyCdYManager i 1 , Street Maintenance Engineering 1 _ I Economic 1 Bulking& Development Planning Essential services: • Works with the City Manager and division heads in planning, organizing, coordinating and implementing services affecting assigned areas of responsibility; • Coordinates with other managers of City services on matters affecting their areas of responsibility; • Briefs the City Manager on issues of concern in the divisions and functions in assigned area of responsibility to assure proper action; • Meets and corresponds with various citizens, professionals, businesses and other groups to answer questions and secure their assistance in carrying out various services; • Coordinates the preparation of the annual budget for departments within assigned areas; • Reviews results of major studies and coordinates the preparation of reports and recommendations; 47 I Page Attends Council meetings and reports on activities for which he is responsible as requested by the City Manager; confers with officials of city, county, state and federal agencies regarding plans and priorities for existing and planned services; and Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively and jointly to provide quality seamless customer service. 48 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Deputy City Manager 2018 Budget Impact Summary 2018 Budget is $430,243 which reflects a decrease of$322,034 or-42.81% under the 2017 Budget. • Wages, payroll taxes and benefits are reduced from $357,073 to$344,539 for a total _3% reduction of$12,534 or 3.5%. This represents a reduction of 0.17 FTE which would affect the ability to maintain the current level of services. ($12,934) • Spokane County GIS is reduced from$2,000 to$1,600 for a total reduction of$400 or 20%. • Wages, payroll taxes and benefits are reduced from $357,073 to$342,327 for a total reduction of$14,746 or 4.1%. This represents a reduction of 0.20 FTE which would further limit the ability to maintain the current level of services. —6% • Spokane Count GIS is reduced from $2,000 to $1,600 for a total reduction of$400 or 20%. ($26,146) • Public Information is reduced from $46,200 to $35,200 for a total reduction of $11,000 or 23.8%. Resulting in reducing the number of citywide HotTopic mailings from four to three. • Wages, payroll taxes and benefits are reduced from $357,073 to$340,114 for a total reduction of$16,959 or 4.7%. This represents a reduction of 0.23 FTE which would further limit the ability to maintain the current level of services. _9% • Spokane Count GIS is reduced from $2,000 to $1,600 for a total reduction of$400 or 20%. ($39,359) • Public Information is reduced from $46,200 to $24,200 for a total reduction of $22,000 or 47.6%. Resulting in reducing the number of citywide HotTopic mailings from four to only two. 49IPage The Engineering Division combines the previously-known Development Engineering from Community& Economic Development with the engineering services provided by Public Works. This Engineering reorganization provides a more cohesive engineering approach for the City as a whole. Division City E ngineer Administrative n Assistant - f Engineering Senior E ngineer Manager I — — 1 — — Administrative Solid waste Assistant Contract Senior Engineer Engineer Senior Engineers Project Manager — Assistant Engineer (3 FTE) Engineer Engineer Technician If Engineer Tech ri Senior Traffic Engineer Engineer Tech I (3 FTE) Traffic Engineer Ce.elopment Inspector 50IPage Capital Improvement Program The Capital Improvement Program Section(CIP)plans,designs and constructs new facilities and maintains, preserves and reconstructs existing facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails and civic and community buildings. This requires careful prioritized long-range planning, acquisition and management of state and federal grant funding, coordination with stakeholder groups, and proficient project management. Essential Services: • Prioritize and coordinate submittal of grant requests with the Economic Development Division for federal and state funding sources; • Implement the Pavement Management Program; • Coordinate with Economic Development Division to develop the annual Six Year Transportation Improvement Program (TIP) and the update of the current year TIP; • Manage Capital Projects in accordance with City, state, and federal requirements; o Coordinate projects with various stakeholders, including the general public; o Manage project budget and schedule; o Coordinate with funding agencies and local program staff; o Prepare environmental documents, engineering plans, specifications and engineer estimates (Consultants and in-house staff); o Manage required right-of-way acquisition; o Coordinate with local utility companies; o Administer the bid and award process; o Provide construction administration, including inspection, documentation and contract management; o Ensure proper project closeout; o Ensure compliance with grant agency requirements; • Coordinate with Spokane Regional Transportation Council (SRTC) and other local, regional and state jurisdictions on the metropolitan transportation plan, regional transportation policies and projects; and • Collaborate with Maintenance, Stormwater, Traffic, Parks, Development Engineering and Economic Development for all projects. Development Engineering Development Engineering Section (DE)ensures that land actions and commercial building permits comply with the adopted City codes for private infrastructure development through plan review and construction inspection. Development Engineering periodically updates the City's development code pertaining to construction activities, ensuring adherence to federal and state requirements and the City's adopted Comprehensive Plan. As the City does not have surveyors, a surveying consultant reviews the surveying information provided in plats, binding site plans (BSPs), easements, and right-of-way dedications to ensure accuracy and compliance with state law. Essential services: • Provide engineering plan reviews in association with land use actions, property development, and building permits; • Identify, develop and institute City code amendments as regulatory guidelines change; • Provide construction oversight for various development and capital projects; • Review, issue and monitor grading permits; • Review, issue and monitor right-of-way permits; and 51 I Page • Provide right-of-way inspections for various development and capital projects. Traffic Management and Operations The Traffic Engineering Section (TE) provides traffic engineering services for safe and efficient multi- faceted transportation systems throughout the City. Traffic Engineering oversees the operation of traffic signals, the installation and maintenance of roadway signs, and roadway channelization (striping).Traffic Engineering is also responsible for transportation planning and design in support to the CIP, to private development projects and regional transportation efforts. Essential Services: • Optimizes and coordinates traffic signals installation, maintenance and operation; • Oversees, monitors and develop mitigation measures for traffic congestion citywide; • Identifies and schedules the collection of annual traffic data for the City's arterial roadway network; • Prepares traffic control, signal, signing and striping plans and specifications in cooperation with the capital projects; • Scopes and reviews traffic studies for development utilizing the services of the City's street network; • Identifies project that mitigate transportation impacts or correct deficiencies caused by the increased traffic volumes associated with new development; • Identify capital improvement projects that improve the transportation system throughout the City; • Develop Transportation Management Plans and Studies that identify school zone safety, pedestrian and bike facilities • Assist the DE and CIP Sections in preparing of grant applications for various projects impacting the City's transportation network; • Monitor motorized and non-motorized crashes to addresses safety concerns on the citywide street network; • Review Traffic Control Plans for compliance with the Manual on Uniform Traffic Control Devices Handbook(MUTCD); • Provide review of Traffic Control Plans and permits for oversize loads, special events and access control; • Assist in updates to the City's Comprehensive Plan; • Partner with the Washington State Department of Transportation(WSDOT),the Spokane Regional Transportation Council (SRTC), Spokane County and neighboring jurisdictions to coordinate regional transportation needs; • Coordinate with Spokane Regional Transportation Management Center (SRTMC) on transportation management within the City and region; and • Implement, monitor and maintain the City's Intelligent Transportation Systems (ITS) and Traffic Operations Center. Utilities The Utilities Section oversees the City's Surface and Stormwater Utility, manages the City's contracts for solid waste collection and disposal and coordinates other utility issues on behalf of the City. The City's Surface and Stormwater Utility manages the City's efforts to collect,treat,store and discharge stormwater while managing the risks to public safety, health and property from flooding and erosion. Essential Services: 52 I Page • Provide inventory, inspection and investigations for all City stormwater facilities; • Provide Geographic Information System (GIS) mapping related to stormwater facilities, both public and private, throughout the City; • Maintain the City's compliance with all environmental and utility laws, codes and regulations; • Provide floodplain management services; • Assist in the planning, design, and construction of capital improvements throughout the City, focusing on project utility requirements; • Manage City street sweeping planning and operations; • Manage the operations and maintenance of all City storm drainage structures; • Represent the City in Stormwater Public Education and Outreach efforts; and • Wellhead Protection Committee. The Utilities Section oversees the requirements of the Clean Water Act for stormwater discharges including implementation of the City's National Pollutant Discharge Elimination System (NPSES) permit, Underground Injection Control (UIC) rules,and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load requirements for the Spokane River.The Utilities provides required annual reporting to Washington State Department of Ecology. The Utilities Section is also responsible for administering the National Flood Insurance Program (NFIP) within the City as required by the Federal Emergency Management Agency (FEMA). As part of these efforts, staff enforces local floodplain ordinances, assists homeowners and developers, and works with FEMA on determining local flood elevations. Goals & Strategies 1. Continue to work with state and federal legislators to obtain financial assistance for the Barker Road Grade Separation. - Provide project specific support to Council and administration. - Continue to seek support from local legislators and interest groups such as GSI and Greater Spokane Valley Chamber of Commerce. 2. Develop a strategic plan for funding and completion of all grade separation projects. - Pursue grant opportunities at the state and federal levels including long—term funding for grade separation and corridor consolidation. - Include Bridging the Valley projects in the City's six-year TIP. - Coordinate with City management and the Economic Development Division to develop funding alternatives to construct all grade separation projects. 3. Pursue a sustainability plan in connection with the City's street preservation program to include sustained funding in the City's Street Fund#311 primarily addressing concerns beyond the year 2020. - Work with City management to find a solution to this funding shortfall. - Continue to seek grants and alternative funding sources to assist with pavement preservation projects. 4. Maintain City streets at lower costs to retain a higher overall pavement condition. - Implement the Pavement Management Plan (PMP). - Continue to monitor, update and implement the Transportation Improvement Program. 5. Develop a maintenance program for traffic signal components to address aging infrastructure. Devise a financial plan to address these needs and incorporate into the City's budget. - Perform a condition assessment of existing traffic signal components and equipment. - Develop a maintenance program and budget to replace aging signal equipment and components. 6. Continue to engage in the discussion surrounding oil and coal train impacts to the valley, region and the state. 53IPage - Monitor federal and state proposed regulations related to transport of oil and coal. - Continue to seek support for overpass improvements for at-grade crossings. - Support and ask for support from local and regional agencies to encourage funding agencies to help with implementation of improvements. 7. Manage the storm and surface water utility program plan in accordance with state and federal regulations. - Continue to integrate technology to provide better inspection data and monitoring of contractor performance (i.e. GIS field collection and GPS field tracking). - Continue to design and build projects that eliminate outfalls. - Reduce the backlog of small utility projects and maintenance repairs. - Continue to update the annual Stormwater Program Plan. - Coordinate with the Economic Development Division on the annual Six-Year Stormwater Capital Program update. 8. Manage Solid Waste Program. - Continue to implement the Solid Waste Public Outreach and Education Program. - Manage the Department of Ecology Coordinated Prevention Grant Program. - Manage the solid waste contracts that provide for transfer, transport and waste disposal services. 9. Delineate the Glenrose Creek floodplain to streamline development. - Develop Glenrose Creek hydrology and hydraulic data. - Initiate coordination with City of Spokane and Spokane County. - Develop Glenrose Creek floodplain mapping. - Develop Glenrose Creek preliminary map products. 10. Emergency Management - Work with Spokane Greater Spokane Emergency Management to evaluate, determine and develop emergency planning efforts that need to be implemented by the City. - Update City website and provide information about emergency shelters and status of necessary facilities during emergencies such as gas stations, banks, pharmacies and hospitals. Workload Indicators 2012 2013 2014 2015 2016 2017 Traffic signals maintained 86 86 85 85 86 86 Traffic counts performed 202 140 137 146 165 146 Traffic signs maintained 21,000 21,000 21,000 21,000 21,000 21,000 Total number of stormwater structures 13,937 14,107 14,033 14,761 14,792 14,795 Total stormwater-related citizen action requests 45 46 45 58 98 204 Total number of stormwater projects completed 13 32 26 25 8 92 Total stormwater structures inspected 975 5,223 980 2,100 1,550 2,158 Total stormwater structures cleaned 1,664 683 1,179 2,199 1,009 1,499 Total engineer grading permits issued 39 41 50 60 67 68 Total CIP projects awarded 9 11 13 9 9 8 Total centerline miles resurfaced 11.4 7.03 10.87 6.69 6.15 8.57 54IPage Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Engineering Division 2018 Budget Impact Summary 2018 Budget is $1,572,947 which reflects a decrease of$166,602 or -9.58% under the 2017 Budget. • Wages, payroll taxes and benefits are reduced from $826,681 to$775,889 for a total reduction of$50,792 or 6.14%.This reduction would eliminate a 0.5 FTE Engineering -3 Tech 1 position. The elimination of this position would impact the design of one pavement preservation project and the construction inspection of one pavement ($50,792) preservation project,which will lead to less projects being designed and constructed. • Wages, payroll taxes and benefits are reduced from $826,681 to$725,097 for a total reduction of$101,584 or 12.29%.This reduction would eliminate 1.0 FTE Engineering -GV% Tech 1. The elimination of this position would impact the design of two pavement preservation projects and the construction inspection of two pavement preservation projects, which will lead to les projects being designed and constructed. ($101,584) • Wages, payroll taxes and benefits are reduced from $826,681 to $675,133 for a total -9 reduction of$151,548 or 18.33%. Resulting in the elimination of 1.5 FTE Engineering Tech 1.The elimination of these positions would impact the design of three pavement preservation projects and the construction inspection of three pavement preservation ($151,548) projects, which will lead to less projects being designed and constructed. 55 I Page The Street Maintenance Division provides responsive maintenance and repairs for approximately 461 center line miles of City streets. Most services provided by the Street Fund 101 are contracted services, under the oversight of City staff. Street Street and stormwater maintenance and repair account for $1.36 million dollars annually to provide asphalt patching, crack sealing, gravel shoulder Maintenance repairs, curb and sidewalk repairs,gravel road grading and stormwater repairs. Division _ Street Superintendent Maintenance! Inspector Canal inspect - (4 FTE) The roadway landscaping services contract maintains all City-owned right-of- ways and provides weed control on all major arterials including sidewalks. The street sweeping contract provides routine monthly maintenance along with a dedicated spring and fall sweep, performed in conjunction with the stormwater management program. The contract for storm drain cleaning is responsible for cleaning drywells,catch basins,culverts,swale inlets and bridge drains. The Geiger Work Crew is contracted to provide low cost litter and trash control on arterial streets, weed control and trash clean up as requested, mowing and maintaining all City dry land grass and snow removal from sidewalks on City- owned bridges. The City of Spokane Valley operates ten City-owned snow plows which are responsible for the clearing of the Priority 1 and 2 roads along with selected hillsides. The City contracts road graders in the event of a full City residential plow. 56 Page Workload Indicators 2012 2013 2014 2015 2016 2017 Centerline lane miles of streets maintained 461 461 461 461 461 461 Total street(Snow)related citizen action 293 64 123 153 146 660 requests Total street(non-Snow)related citizen action 356 361 361 504 598 1,154 requests Annual snowfall accumulation (inches) 51.8 26.3 35.0 39.0 30.9 63.5 Number of vehicles maintained - - 28 28 28 32 Total right-of-way permits issued 641 652 712 724 768 996 Total right-of-way inspection performed 6,049 5,513 7,322 9,459 10,901 13,980 Performance Measures 2012 2013 2014 2015 2016 2017 Street maintenance cost per capita $41.19 $51.29 $53.11 $48.11 $48.01 $48.79 Lane miles maintained per 1,000 population 5.12 5.12 5.12 4.94 4.94 4.94 Street sweeping (in cubic yards removed) 894 804 874 1,370 1,450 1,310 Tons of cold patch for potholes 12U 100 80 60 40 20 0 2012 2013 2014 2015 2016 2017 Two impacting factors are: 1. Winter Event the freeze-thaw process increased the amount used. 2. Road maintenance throughout the year lowers the amount used. 57 IPage The Economic Development Division assists the City in the development of long range plans, zoning, economic studies and strategies that promote the City inside and outside of the region. Economic Oversight of these activities is also coordinated closely with the City Administration. Development 3 A _ - - f Economic Der'ebpm exit ill anager 4 Office Assistant 4 Transportation ED Specaakist Planner r2 F { P ubliclnformation Gram Engineer Officer Develop Long Range Plans • Review, monitor and coordinate amendments to the Comprehensive Plan; • Review, evaluate and recommend amendments to development regulations in order to streamline and simplify the development process; • Facilitate annexation requests; and • Represent the City at Planning Technical Advisory Committee meetings and attend the Steering Committee of Elected Officials meetings. Develop and Coordinate Transportation Improvement Program (TIP) • Development of annual six-year TIP; • Respond to local citizen inquiries on the TIP and other capital improvements relating to transportation; • Assist with complex transportation planning projects, including modal studies involving automobiles, freight, bicycle, pedestrian and/or public transportation; • Coordinate transportation and capital facilities planning between City departments; 58 I Page • Assist in the evaluation of transportation and traffic impacts of development proposals, permits, rezones, plats and other land use changes; and • Coordinate long range plans for multimodal transportation. Pavement Management • Develop and maintain the Pavement Management Program (PMP); • Focus on maximizing the condition and lifespan of the transportation network; • Establish a public outreach process that identifies an acceptable transportation network level of service; • Integrate pavement preservation projects with other City departments and outside agencies to minimize the impact to the network and travelling public; and • Identify opportunities to leverage pavement management funds with grant opportunities to minimize the City's financial burden. Business Retention, Expansion, and Recruitment • Encourage a diverse and stable business environment; • Establish and maintain communication with business leaders, developers and builders, real estate professionals, private and public agencies, educational institutions and the general public to promote and facilitate the implementation of the City's economic and development strategies; • Develop information technology to assist citizens and business owners; • Develop and implement strategies to promote business growth, attraction, and retention; • Coordinate with business owners and developers to provide possible site locations, market research, and related information to assist business development; • Facilitate project processing and permitting, assist with the interpretation of codes; and • Negotiate and resolve sensitive and controversial issues. Tourism and Economic Development Marketing • Perform a full range of marketing activities including: • Develop and implement a strategic marketing plan; • Create and distribute marketing materials; • Prepare and present information at meetings of various organizations and groups; and • Manage the content of the City's Community and Public Works department web-based content; • Support economic development by researching, proposing and developing informational and marketing materials, including brochures, newsletters, mailings, advertising, graphic design, photography and videography. Grant Writing and Development • Prepare and write grant applications including, but not limited to, street capital projects and overall network improvements, parks development and property acquisition and economic development initiatives; • Coordinate with grant management partners and agencies like SRTC, WSDOT, Transportation Improvement Board and Spokane County Housing and Community Development (CDBG); and • Coordinate with local, regional, state and federal stakeholders to identify opportunities for potential funding, funding partnerships or concurrent project coordination. Development and Implementation of Strategic Initiatives • Conduct special studies and reports related to economic development, retail recruitment, tourism, and the economic impact of capital projects or initiatives. 59IPage Coordination with Regional Partners • Coordinate with regional and local economic development agencies to ensure their efforts reflect the City's priorities and goals; and • Coordinate with SRTC and other jurisdictions on regional transportation policies and projects to ensure incorporation of the City's plans and priorities as well as to identify overlapping goals and potential partnerships. Public Information • Utilize a variety of channels and resources to ensure government transparency through development and dissemination of timely, accurate and complete information on City programs, meetings, projects, activities and issues; • Serve as the primary contact and coordinator for interaction with media; • Provide information and instructions for the safety and well-being of citizens, City Council and City staff in the event of emergencies; • Support Council goals through communications that facilitate citizen understanding and engagement; • Serve as contact point for general information about the City programs, projects, issues and services; and • Facilitate representative government through two-way communications between Council and staff, businesses, citizens and visitors. Goals & Strategies 1. Continue to evaluate and implement strategies in the Comprehensive Plan. - Evaluate short, mid and long-term enhancements to existing services. - Review strategic actions based upon recommended service enhancements. - Implementation options for the identified initiatives including budget and staffing requirements. - Implementation timelines. - Relevant performance measures. 2. Implement the retail recruitment strategy. - Mobilize resources to institute recruitment campaigns. - Develop a list of desirable retail businesses with a local, regional or statewide presence. - Establish connections with local and regional brokerage firms and commercial developers. - Identify local property and building owners with available land and spaces in key locations within the City. - Identify available spaces and match them with potential retail types and specific businesses. - Identify any zoning, permitting and/or fire and building code issues that may need to be resolved. 3. Pursue infrastructure improvements which foster economic development. - Adopt a Planned Action Ordinance to pursue strategic infrastructure development. - Coordinate with City engineering to improve transportation infrastructure to enhance development opportunities. - Collaborate with Spokane County Environmental Services to facilitate the development of sewer infrastructure in the City's industrial areas. - Collaborate with water districts and dry-utility providers to identify infrastructure needs to meet development demands to attract businesses. - Integrate capital facilities plans and project management to ensure efficient improvements. 60IPage 4. Business Development Program - Continue to improve the new business welcome program. - Publicize local business success stories and events. - Develop a program that identifies local available resources for businesses. - Connect businesses with resources to assist them in business development. - Develop relationships with local community colleges, Spokane Valley Tech, high schools and workforce development councils to determine how to support their efforts and ensure business owners use these resources. - Recruit new businesses. - Meet with existing businesses to assist with retention and expansion efforts. - Identify supporting industries for recruitment to support existing businesses. - Participate in business and trade shows. - Collaborate with regional partners to support business recruitment. - Promote availability of state and federal tax credit programs. - Attend meetings with the Spokane Regional Site Selector partners to continue to provide information relating to available properties in the City. - Host forums with regional real estate brokers, management associations, developers and property owners to identify issues and gather data. - Identify industry clusters to support retention, recruitment, and expansion efforts. - Periodically assess the challenges and opportunities facing the business community. - Identify sites adjacent to the Appleway Trail and coordinate with representative brokers to market trail access. 5. Implement marketing strategies to attract and retain businesses and increase tourism. - Continue to promote the City's band and foster a sense of community pride among residents. - Promote and increase awareness of City's lodging, retail shops and restaurants, as well as recreational opportunities and special events, to local residents and visitors within the regional drive market. - Foster positive perceptions of the City as a business-friendly location among existing businesses and prospects. - Update the City's existing marketing collateral to incorporate the City's brand and ensure a consistent theme and design. 6. Collaborate with economic development partners and related service providers. - Participate in Visit Spokane, GSI, Spokane Valley Chamber of Commerce, and other partner meetings and events. - Identify and develop content that can easily be integrated into Visit Spokane's existing promotional channels. - Continue to partner with GSI, the region's Associate Development Organization (ADO), for business recruitment and retention. 7. Strengthen and expand civic and event opportunities. - Develop strategies to support tourism related activities. - Continue to partner and promote community events such as Valleyfest,Crave Northwest, Oktoberfest and the Cycle Celebration. - Support efforts to create new events in the City that build a sense of identity and promote the City. 8. Coordinate and build the City's grant program - Look for opportunities to improve the City's funding application success rate, both in quantity of projects awarded and dollars awarded. - Expand the City's grant research process to identify more funding opportunities not historically implemented. 61 I Page - Continue to identify street capital project grants that support transportation network improvements. - Look to expand opportunities to identify grants to support economic development initiatives and parks and recreation improvements. 9. Create and support relationships with the community that result in an interested, involved and informed citizenry. - Coordinate with and involve all departments to develop and implement communications outreach that builds community interest, support and involvement in City government. - Research, recommend and implement new communication methods and technologies to expand communications with internal and external constituencies. - Produce four full-city mailers of Hot Topics Community Newsletter. - Work to expand public information services using video capabilities. - Assist in the implementation of the City's marketing strategy. - Develop a rankings program to determine a strategy to improve local rankings. - Ensure our partners such as Visit Spokane and Greater Spokane Valley Chamber of Commerce are marketing community events. - Promote the City as an emerging leader in high-tech manufacturing. - Increase awareness that Spokane Valley is a great place to live and work. - Use social media to connect with residents. - Apply for marketing and community awards. - Work with Spokane Valley businesses to secure recognition in Greater Spokane Incorporated's AGORA awards. 10. Ensure that the transportation system and investments in transportation infrastructure are designed to improve quality of life and support economic development priorities. - Consider neighborhood traffic and livability conditions and address potential adverse impacts of public and private projects. - Coordinate with engineering to designate appropriate freight corridors to ensure they are designed to safely accommodate trucks and other modes. - Coordinate with engineering to provide truck routes to minimize the effects on residential neighborhoods. - Work with engineering to ensure that areas experiencing new development are well served by motorized and non-motorized transportation options. - Provide a supportive transportation network for expansion of general aviation and freight uses at Felts Field. - Continue to pursue funding for the BNSF grade separation projects. - Coordinate with Spokane Transit Authority (STA) to provide bus shelters at strategic locations. - Develop a citywide trail system that provides improved access and linkages between existing trails, neighborhoods and community amenities. - Evaluate multimodal planning efforts, particularly focusing on the quality of pedestrian, bicycle and transit facilities. 11. Develop and enhance the City's pavement management program, - Identify a pavement management program that is fiscally responsible and acceptable to taxpayers. - Identify a pavement management program that maximizes network lifespan while reducing the cost to the City. - Integrate capital facilities plans and project management to ensure efficient improvements consistent with the City's long-term goals. - Leverage pavement management dollars against grant funding opportunities to maximize City dollars and widen the impact of the pavement management program. 62 I Page Workload Indicators 2012 2013 2014 2015 2016 2017 Number of businesses assisted - - 23 27 20 18 Meetings with regional partners - - 51 54 55 195 Marketing media created - - 9 12 19 41 Number of grants submitted - - - - 2 13 Total grant dollars requested $28.5 $15.5 $42.2 $33.3 $113.7 $98.5 ($Millions) Media releases issued 206 3091 241 247 222 107 Earned media stories - 434 354 320 211 138 Total media stories 507 828 756 575 592 353 Public Information contacts with 151 146 144 96 183 99 the media Community newsletters produced 2 2 3 4 4 3 Number of special events - 5 5 3 9 3 presentations/participation Number Twitter followers - - - - - 376 Number of Tweets sent - - - - - 192 1Media releases issued peaked in 2013 at309 due to promotions and partnerships for the City's 10-Year Anniversary. Performance Measures 2012 2013 2014 2015 2016 2017 Business retention/expansion meetings held - - - 27 20 21 Business recruitments—ongoing - - - 3 1 1 Business recruitments—completed - - - 2 2 1 New business welcome letters sent - 1,622 1,899 1,572 1,824 1,765 Economic Development workshops held - - - 2 2 2 Number of grants awarded 12 3 8 10 6 41 Total grant dollars awarded($Millions) $7.9 $1.9 $5.6 $7.3 $4.5 $1.5' Road Network Condition Rating PCI - 68 - 72 - 71 (Network Backlog %) (9%) (10%) (9%) Percentage increase of residents .5% 1% .6% 1.4% .9% .8% Increase hotel occupancy rates - - - - - 63% Percent change in sales tax collected 3.69% 7.62% 5.78% 4.43% 8.67% 5.54% 1As ofJanuary 2018,4 of the 13 submitted applications were in "pending"status. 2 The data in this field is based on November collections to coincide with the development of the Business Plan 63IPage Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Economic Development 2018 Budget Impact Summary 2018 Budget is $950,348 which reflects an increase of$257,516 or 37.17%over the 2017 Budget. • Intern wages, payroll taxes and benefits are reduced from $11,659 to $0 for a total reduction of$11,659 or 100%. The elimination of the intern position will result in the -3 loss of assistance in updating and maintaining the City's website, special event planning support (Valleyfest), development and issuance of media releases, public notices and updates to the City's calendar. ($28,616) . City Economic Development is reduced from $200,000 to $184,000 for a total reduction of $16,000 or 8%. Reduction of the implementation of our strategic marketing plan; eliminating website content development and support for the economic development website as well as the development of targeted marketing materials for industry recruitment. • Intern wages, payroll taxes and benefits are reduced from $11,659 to $0 for a total reduction of$11,659 or 100%. The elimination of the intern position will result in the loss of assistance in updating and maintaining the City's website, special event -6% planning support (Valleyfest), development and issuance of media releases, public notices and updates to the City's calendar. ($57,616) • City Economic Development is reduced from $200,000 to $155,000 for a total reduction of $45,000 or 22.5%. Reduction of the implementation of our strategic marketing plan, reducing the development of print and digital advertising content and digital media ad buy and management. • Intern wages, payroll taxes and benefits are reduced from $11,659 to $0 for a total reduction of$11,659 or 100%. The elimination of the intern position will result in the loss of assistance in updating and maintaining the City's website, special event _9% planning support(Valleyfest), development and issuance of media releases, public notices and updates to the City's calendar. ($85,616) • City Economic Development is reduced from $200,000 to $127,000 for a total reduction of $73,000 or 36.5%. Elimination of the implementation of our strategic marketing plan, eliminating development of print and digital advertising content and digital media ad buy and management. 64 I Page The Building & Planning Division is responsible for implementing and enforcing the State Building Code as required by state law. The Building & purpose of the International Codes, as adopted by the State of Washington and the City of Spokane Valley, is to promote the health, Planning safety and welfare of the occupants or users of the building and structures and the general public by requiring minimum performance Division standard for structural strength, exit systems, stability, sanitation, light, ventilation, energy conservation and fire safety through the: • International Building Code • International Residential Code • International Mechanical Code • International Fuel Gas Code • Uniform Plumbing Code • International Fire Code • International Existing Building Code • ICC A117.1 Accessible& Usable Buildings and Facilities Standard • Washington State Energy Code Building Official I Admin,assistant assistant Building Official Office Assistant De v.Bice coot" ac. Senior Planner Serior Pians Office Assistant Examiner Pa—e, FTE Plans Examiner EngineerTecti I 13=J C ,g I•:sDector 1 _ - 2 ._.._ 3 FTE F 2FTE Code E nforcement 65 I Page Implementation of these regulations through plan review and inspection of construction projects assures that citizens can correctly assume that the buildings and structures in which they spend more than 80 percent of their time are safe. The Permit Center issued 4,763 permits during 2017 for a broad range of development projects including new homes, residential remodels, schools, multi-story office buildings, medical centers, apartment complexes, industrial/manufacturing uses and nationally-recognized retail developments. Each issued permit requires multiple inspections during the course of construction, typically between two and 15 site visits per project. Development Inspectors performed 16,419 inspections in 2017 as they assist builders, developers and trades people through the completion of their projects. This vast range and volume of projects represents countless hours of support to permit applicants and developers and heavily contributes to the economic development of the community in ways that are not necessarily reflected in permit revenues. Essential Services: • Commercial construction plan review; • Residential construction plan review; • Accessibility(handicap) plan review; • Commercial and residential construction inspection; • Permit intake, processing and issuance; • Permit coordination; • Business license coordination; • Fire District coordination; • Outside agency coordination (including Regional Health, Clean Air, utilities and water districts); • Monitor building code legislation; • Public assistance with code compliance; • Issuance and maintenance of Certificates of Occupancy (required for every building/tenant space in multi-tenant structures); and • Economic and business development coordination. Building Official The Building Official oversees the operations of all Building Division programs and supervises the Permit Center staff. The Building Official monitors bills before the state Legislature and provides technical testimony and/or input about the impacts of the legislation to our community. The Building Official is charged with the task of interpreting code requirements for proper implementation given regional characteristics such as snow load, seismic zone and soil classification. Code Enforcement During 2017, Code Enforcement responded to 522 cases regarding junk vehicles, garbage, unsafe structures, various zoning violations, traffic safety hazards and sign code violations while maintaining a pro-active enforcement model as directed by administration. Their work with neighborhoods helps to maintain both residential and commercial properties in a safe and clean condition. They regularly coordinate with police and fire to mitigate life and fire safety hazards as well as working with the Health Department and Department of Social and Health Services on issues related to seniors and families in distress. In addition, Code Enforcement acts as a community resource directing citizens to other agencies for help as appropriate. Permit Center Coordination Permit applications associated with pre-construction land development, fire protection systems, plumbing/HVAC installations, work within the City rights-of-way, as well as traditional building permits are all processed, routed,tracked,issued and maintained by Permit Center staff. Staff members also assist the public with general inquiries and ensure that they are directed to the appropriate review staff member or agency when seeking information. 66IPage Building/Planning Building and Planning staff are cross-trained and work on various types of development projects including commercial developments, commercial re-developments, single-and multi-family residential developments, adaptive re-use of existing buildings and sites.This provides the City of Spokane Valley Community& Public Works Department with greater flexibility in completing the work program by having staff who understand the processes and procedures related to a variety of development categories. The Building and Planning team is responsible for activities such as: - Ensuring that the City's plans are consistent with Growth Management Act (RCW 36.70A); - Ensuring that the City's plans are consistent with the Shoreline Management Act (RCW 90.58); - Processing Comprehensive Plan amendments and annual updates; - Ensuring compliance with the State Environmental Policy Act(SEPA RCW 43.21 C); - Spokane Valley Municipal Code text amendments; - Processing subdivisions/short subdivisions/binding site plan proposals; - Preparing for and conducting public hearings; - Conducting commercial and land-use related pre-application reviews; - Building Permit processing including intake, routing, review, issuance, inspection and closure; - Coordination of Building Permit review process with outside agencies such as Spokane Valley Fire Department and utility purveyors; - Investigation of structure damage resulting from fire, flood,vehicular impact, etc.; - Business license coordination; - Providing information to US Census Bureau; and - Customer assistance via phone, email and at the Permit Center front counter. Goals & Strategies 1. Maintain an efficient permitting process. - Continue to implement enhancements to the permitting process. - Foster relationships with outside agencies to streamline permitting and encourage development. - Develop a multi-use construction plan program. - Implement customer satisfaction survey. - Examine code provisions for consistency with the Comprehensive Plan. - Implement a e-submittal process for plan review 2. Comply with City and State Records Management policies. - Finish scanning historical residential address files into Laserfiche. - Scan permit-related documents into SMARTGov. - Create electronic plan submittal acceptance guidelines. - Create a procedure for scanning commercial address files. - Begin scanning commercial address process. - Expand paperless permit submittal. - Begin clean-up of working files to clean out unnecessary items in project files. 3. Regional Special Inspection and fabricator process. - Expand coordination with regional building officials, local special inspection agencies and local fabricators. 67 I Page - Coordinate regional consistency in implementation of the International Building Code, Chapter 17, Special Inspection, and Fabrication. - Incorporate consistency required for Special Inspection and Fabrication reporting and product certificates of compliance submittals to all participating jurisdictions. 4. Develop and provide training programs/presentations for outreach to local: - Special inspection agencies; - Steel/concrete fabricators; - Association of General Contractors (AGC); - Association Society of Civil Engineers (ASCE); - American Institute of Architects (AIA); - Structural Engineers Association of Washington; and - Implement cross-training program for administrative staff. 5. Continue participation in Spokane Regional Code Group Meetings. - Take a regional leadership role amongst peers. - Discuss International Residential Codes. - Follow current trend by researching other Washington State adopted codes. - Continue to advocate for a regional all code group to incorporate regional consistency in interpretation and implementation of State adopted building codes. - Participate in regional code officials group. 6. City Hall Facilities Maintenance - Monitor all contracts for appropriate charges and changes. - Create a work order system for City-owned facilities. Workload Indicators 2012 2013 2014 2015 2016 2017 Permit Center counter walk-ins 4,812 4,428 4,511 4,572 5,094 4,896 Pre-application meetings—commercial - 85 79 88 74 89 Pre-application meetings—land use - 25 30 32 41 63 Construction applications received - 2,798 4,704 4,536 5,708 5,060 Land use applications received - 624 719 660 681 792 Construction permits issued 4,010 3,431 3,961 3,993 5,159 4,473 Planning applications approved - 33 659 561 595 652 Development inspections performed - 10,736 13,534 13,848 15,848 16,419 Code Enforcement cases investigated 397 360 354 383 462 522 Number of online permits issued - - 1,314 1,582 2,449 2,582 Number of hearings conducted by the Hearing - 33 7 6 8 11 Examiner Municipal Code text amendments processed - 5 12 2 ' 5 Planning Commission meetings participated in 23 23 20 21 22 12 'Comprehensive Plan Update year, regulations updated. Performance Measures 2012 2013 2014 2015 2016 2017 Percent of construction permits issued in less than - - 79% 85% 85% 85% three days Average number of days for new residential - 5 5 5 5 5 building permit review Average number of days for tenant improvement - 10 10 10 10 10 permit review 681 e Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Building Division 2018 Budget Impact Summary 2018 Budget is $2,261,214 which reflects a decrease of$64,449 or -2.77% under the 2017 Budget. • Wages, payroll taxes and benefits are reduced from $1,879,064 to $1,799,608 for a total reduction of$79,456 or 4.3%. Resulting in the reduction of 1 FTE, 0.50 Planner and 0.50 Office Assistant. This reduction would impact planning duties as well as 3 cashiering and customer service at the Permit Center front counter.Questions or calls regarding land use would not be answered immediately; calls would be returned ($79,456) within 24 hours. Other personnel would be needed to assist with cashiering duties at the front counter. This would limit the department's ability to be able to process permits, land actions and provide customer service to our citizens. • Wages, payroll taxes and benefits are reduced from $1,879,064 to $1,720,152 for a total reduction of $158,912 or 8.46%. Resulting in the elimination of 1 FTE Planner and 1 FTE Office Assistant. This reduction would impact planning duties, Office _6 0 0 Assistant duties and customer service in the Permit Center. Loss of these FTE's would increase workload for remaining staff, causing an increase in response time for ($158,912) planning inquiries, land use and development projects. This would significantly limit the department's ability to be able to process permits, land actions and provide customer service to our citizens. • Wages, payroll taxes and benefits are reduced from $1,879,064 to $1,666,532 for a total reduction of$212,532 or 11.31%. Resulting in a reduction of 2.5 FTE.This would be a loss of 1.5 FTE Planners and 1.0 FTE Office Assistant. This reduction would -9% continue to increase response time for planning inquiries, land use and development projects, reduce support for the planning commission. This would substantially limit ($212,532) the department's ability to be able to process permits, land actions and provide customer service to our citizens. 69IPage With offices located in the CenterPlace Regional Event Center, the Parks & Recreation Department consists of six divisions: Parks Administration, Parks Maintenance, Recreation, Parks & Aquatics, Senior Center and CenterPlace. The Department is comprised of nine FTEs. Parks Maintenance and Aquatics Recreation services are contracted with external businesses or agencies. The Parks & Recreation Department also maintains a database of local recreation programs and services to help match citizens Mission with existing services. PafvTo enrich the quality of life Pea imDeectcr for everyone who lives, works in or visits Spokane Valley through quality Ln19 P.aDie Ass s.-ait Ceti Coott programs, parks and i" cr events. Pio- °^av*ir 4nietPlanct Adrriikirahe Ascent 14' tem anceVicvlEtl Faulftrifs FP CetlitPlaoe ice Aadslanll Saila!{ !letSpecialy Parks Administration and Maintenance Vision To provide and maintain quality parks that offer a diverse range of experiences in a safe and beautiful environment; to provide enjoyable, restorative and memorable places to spend time; and to provide physical amenities that support and enhance active living and social interaction opportunities. Essential services: • Implements the goals and objectives of the City Council; • Develops policies and procedures; • Facilitates the upkeep and use of parks and public areas including the Appleway and Centennial Trails; • Manages the private park maintenance, aquatic operation and janitorial contracts; • Works to acquire and develop new park facilities; • Provides facility maintenance at the Police Precinct; and • Administers City Special Event permits. 70IPage Recreation Vision To deliver a diversified recreational and educational experiences for all ages; while fostering vigorous community partnerships;and advocating health, wellness and physical activity. Essential services: • Provides summer day camp, winter break camp, summer park program and outdoor movies; • Designs and publishes the Recreation Program brochure twice a year; • Coordinates and offers over 21 different recreation programs year round; • Partners with YMCA, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane and Spokane County; and • Maintains database of local recreation programs and services to help match citizens with existing services. Aquatics The City of Spokane Valley owns three outdoor swimming pools which offer open swim opportunities, swim lessons, swim team and facility rentals. In addition the City leases a portion of Valley Mission Park to Splash Down, a privately-operated water park. Goals & Strategies 1. Implement recommendations of the newly-updated Parks and Recreation Master Plan, including the continued development of aquatic and recreation programs that serve the needs of our citizens. - Construct Phase 1 of CenterPlace West Lawn Master Plan. - Pursue park acquisitions and development. - Explore adding additional recreation programs to meet customer need. - Add perimeter path and lighting to Browns Park. - Continue to contract for park maintenance and aquatic operation services. - Add Valley Mission Dog Park amenities. - Construct Appleway Trail Sullivan to Corbin. 2. Work with Centennial Trail Partners to implement new maintenance agreement. - Seek grant opportunities for capital repairs. - Implement a six-year maintenance plan. Workload Indicators 2012 2013 2014 2015 2016 2017 Developed acres maintained 126 133.6 133.6 133.6 133.6 133.6 Trees planted 17 10 10 10 4 25 Overall number of park facility reservations 407 399 428 425 431 511 per year Number of recreation classes offered 100 129 158 189 189 165 Number of open swim hours 1,326 1,221 1,251.5 1,465 1,465 1,112 available/season 71 I Page Number of swim lesson/team registrations 1,351 1,547 1,510 1,582 1,582 1,647 Miles of Centennial Trail maintained 6.78 6.78 6.78 6.78 6.78 6.78 Number hours to maintain Centennial Trail 900 900 900 900 900 900 Performance Measures 2012 2013 2014 2015 2016 2017 Developed park acres per 1000 population 1.5 1.4 1.4 1.4 1.4 1.4 Recreation program recovery vs. direct cost' 92% 99.9% 104% 104% 108% 103% Parks& Recreation recurring budget per $29.08 $29.14 $29.43 $29.69 $29.67 $29.77 capita Cost to maintain Centennial Trail $0.05 $0.05 $0.05 $0.05 $0.05 $0.05 Trail mile/per capita Miles of trail per 1,000 households .076 .076 .076 .076 .076 .076 'Calcualated expenditures divided by revenue The six-year average Parks & Recreation recurring budget per capita is $24.17. The City has increased the budget to remain consistent with population growth. o Population increase from 2011 to 2016 is 4.5%(90,110 to 94,179) per State of Washington Office of Financial Management o Per capita recurring budget increase from 2012-2017 is 7.10% ($27.68 to $29.67) CenterPlace Regional Event Center CenterPlace Regional Event Center Vision To promote corporate and private events which will help stimulate our local economy; to produce customized,high quality events;and to provide an experience that showcases the values of Spokane Valley. Facility Maintenance is to maintain this facility through sustainability, energy efficiency and maintaining building integrity. Essential Services: • Regional focal point for Northeastern Washington, Northern Idaho and Western Montana; • 54,000 square foot facility located in Mirabeau Point Park; • Open seven days a week, this is the home of the Parks & Recreation Department and the Valley Senior Center; • Reserves and rents to over 900 educational, corporate and social events annually; • Provides set up and take downs for all activities; • Manages long-term leases of space; • Manages food services and marketing contract; • Partners with Spokane Community College and Central Valley School District; and • Manage rooms including a great room, commercial kitchen, fireside lounge, auditorium and numerous meeting rooms. 72 I Page Goals & Strategies 1. Implement the updated CenterPlace Regional Marketing and Communications Plan. - Increase seasonal staffing to accommodate a higher level of service. - Develop "CenterPlace's Partner Services"with local event planners. - Explore new marketing services to help implement marketing plan. - Work to add new signature events to the Mirabeau campus. - Expand catering involvement in events. 2. Make facility improvements to CenterPlace. - Make parking lot improvements for safety. - Schedule preventative maintenance and facility updates to maintain CenterPlace in good condition. - Add infrastructure on CenterPlace west lawn to improve event venue. Continue to seek funding to complete construction of master plan. - Continue to repair roof leaks. - Continue to replace flooring and furniture throughout building. Workload Indicators 2012 2013 2014 2015 2016 2017 Number of area businesses/hotels contacted 21,650 14,651 7,300 5,617 5,617 4,167 for use of CenterPlace' Number of reservations per year 950 815 844 919 923 1,041 Number of operating hours per year 4,633 4,633 4,633 4,633 4,633 4,633 Number of room use hours booked per year 6,119 6,120 4,040 6,503 7,767 8,321 1 Area businesses were contacted by CenterPlace from a list developed by our marketing consultant. Performance Measures 2012 2013 2014 2015 2016 2017 Percentage of facility capacity per Great Room 21.7% 27% 23.7% 27% 22% 30% reserved' Percentage cost recovery per CenterPlace2 53% 45% 54% 52% 47% 56% Percentage of area businesses utilizing CenterPlace3 .0215% 3% 5% 3.7% 5% 5% Percentage of facility capacity per Lounge reserved4 23% 10% 9% 22% 20% 11% Percentage of regional use of facility 18% 5% 9.1% 4.2% 4% 7% 'Number of total hours(5158)available in the Great Room divided by the actual hours used. 2 CenterPlace revenues covered percentage of the expenses. Expenditures do not include building replacement funds.The six- year average of percentage of cost recovery for CenterPlace is 50.33%. While there was a decrease over a few years,there was an increase in 2014 due to added events and growth in catering revenues.As the recession subsided, events increased with a dramatic growth in business and corporate events. (In 2011,the cost recovery was 51%;this decreased to a low of 45%in 2013 and was up again in 2014 at 54%.The downward trend that occurred for a few years coincided with the recession we experienced.) 3 Number of area businesses divided by the number of businesses using CenterPlace. The business list was developed by our marketing consultant. Noteworthy to mention is the percentage of businesses registered with the City of Spokane Valley who utilize CenterPlace have remained steady and then have started to increase in the past three years. 4This is the number of total hours(2809)available in the Lounge divided by actual hours used. 73 I Page Senior Center Senior Center Vision To empower adults 50+for personal independence, healthy aging,social connection and life-long learning experiences; to serve as a hub and focal point, to complement existing services and provided programs, activities and opportunities for the aging population; and to operate as a multi-purpose senior center to provide health,social, educational, referral and recreational services. Essential Services: • Manages the Senior and Wellness Center at CenterPlace from 8-4 Monday through Friday; • Coordinates all activities and programming—over 50 different programs; • Utilizes over 75 volunteers; • Facilitates Meals on Wheels program; and • Maintains an active membership of over 1,000. Goals & Strategies 1. Expand senior services to serve changing needs and expectations of the senior population. - Challenge to serve current age demographics and to attract new participants. - Add new, active programming. - Increase involvement with neighboring retirement communities. - Educate the community at-large about the purpose and potential of the Senior Center. Workload Indicators 2012 2013 2014 2015 2016 2017 Number of participants in senior programs or 35,678 36,343 34,193 26,329 28,003 25,396 workshops per year Average age of senior participating in programs 74.50 75.5 74.7 75.5 74.5 74.5 Number of senior programs offered per year 50 50 50 39 39 35 Performance Measures 2012 2013 2014 2015 2016 2017 Percentage of Spokane Valley seniors who 40% 45% 56% 30% 33% 30% participate in programs attend health and wellness programs 74 I Page Theoretical Budget Reduction Exercise Hope for the best, prepare for the worst. The Business Plan also helps the City prepare for cyclical downturns in the economy.To meet this objective, each department prepares a theoretical set of 3%, 6% and 9% Budget reductions. These reductions are not Budget proposals, but tools to test the ability to provide a base level of services by the City in anticipation of potential future revenue shortfalls. Parks & Recreation 2018 Budget Impact Summary 2018 Budget is $2,956,954 which reflects an increase of$72,321 or 2.51% over the 2017 Budget. • Park Maintenance Contract under Maintenance is reduced from $816,500 to $786,000 for a total reduction of$30,000 or 3.6%.This will eliminate the maintenance of the City gateway, new Balfour Park and the University to Pines section of the Appleway Trail. • Professional Services under Aquatics is reduced from$415,000 to$365,000 for a total reduction of $50,000 or 10.55%. This will eliminate one week of the summer pools _31y0 season at all three outdoor pools. • Electricity under Aquatics is reduced from$32,500 to$31,500 for a total reduction of $1,000 or 3%. This is based upon the elimination of one week of the summer pools ($92,500) season at all three outdoor pools. • Water under Aquatics is reduced from $13,500 to $12,500 for a total reduction of $1,000 or 7.4%.This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Advertising under CenterPlace is reduced from $60,000 to $50,000 for a total reduction of $10,000 or 16.6%. This will negatively impact our ability to market CenterPlace. • Equipment Rental under CenterPlace is reduced from$500 to$0 for a total reduction of$500 or 100%. Equipment rental will be eliminated. • Professional Services under Administration is reduced from $10,000 to $5,000 for a total reduction of $5,000 or 50%. This will negatively impact our ability to hire any consultants for projects or emergencies. -6% • Parks Maintenance Contract under Maintenance is reduced from $786,500 to $771,500 for a total reduction of$15,000 or 1.9%. This will reduce the summer park ($179,000) season by one week for access to water, restrooms, mowing, etc. • Small Tools & Minor Equipment under Aquatics is reduced from $2,500 to $500 for a total reduction of$2,000 or 80%. Eliminating the ability to purchase any repair items. • Professional Services under Aquatics is reduced from$365,000 to$315,000 for a total reduction of $50,000 or 13.6%. This will eliminate one week of the summer pools season at all three outdoor pools. 75 I Page • Electricity under Aquatics is reduced from$31,500 to$30,500 for a total reduction of $1,000 or 3.1%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Water under Aquatics is reduced from $12,500 to $11,500 for a total reduction of $1,000 or 8%. This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Advertising under CenterPlace is reduced from $50,000 to $40,000 for a total reduction of $10,000 or 20.6%. This will negatively impact our ability to market CenterPlace. • Professional Services under Administration is reduced from $5,000 to$0 for a total reduction of$5,000 or 100%.This will eliminate our ability to hire any consultants for projects or emergencies. • Professional Services under Recreation is reduced from $32,800 to $27,264 for a total reduction of$5,536 or 16.8%.This will reduce one of the three free Summer Movies. • Miscellaneous Services under Recreation is reduced from $16,500 to $15,200 for a total reduction of$1,300 or 7.8%. This will eliminate one of the Summer Day Camp trips. _9% • Professional Services under Aquatics is reduced from $315,000 to $265,000 for a total reduction of$50,000 or 15.8%.This will eliminate one week of the summer ($262,836) pools season at all three outdoor pools. • Electricity under Aquatics is reduced from $30,500 to $29,500 for a total reduction of$1,000 or 3.2%.This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Water under Aquatics is reduced from$11,500 to$10,500 for a total reduction of $1,000 to 8.6%.This is based upon the elimination of one week of the summer pools season at all three outdoor pools. • Advertising under CenterPlace is reduced from $40,000 to$30,000 for a total reduction of$10,000 or 25%.This will significantly reduce our ability to market CenterPlace. • Repair& Maintenance Supplies under CenterPlace is reduced from $11,600 to $9,100 for a total reduction of$2,500 or 21.5%.This will reduce our ability to make necessary repairs. 76 I Page Addendum A: Spokane Valley Police Department Contract Services Spokane Valley Police Department(Commissioned Officers) Spokane Dedicated Resources Spokane Valley County Sheriff 100% Spokane Valley City Manager Shared Resources Police Chief Split County/City Undersheriff Precinct Commander Insp. Training/Professional Standards/P10 6 FTE Administrative Dayshift Nightshift Marine Patrol/Search &Rescue Sergeant Commander Commander 2 Deputies Intelligence Led Policing Precinct Front Traffic Patrol Patrol 1 Detective Desk Deputy 1 Sergeant 4 Sergeants 5 Sergeants (Dayshift Patrol) 1 Detective 19 Deputies 27 Deputies 5 Deputies 1.Sgt.and 4 Dep.On Power Shift Investigations Property and Drug Crime Investigative Inspector—1 FTE Investigations Comm. Srvs. Investigative Lt.-2 FTE I Sergeant School Domestic Major Crimes-7 FTIE 10 Detectives K-9 Resource Violence Sex Crimes—7 FTE 1 Deputy 3 Deputies 4 Deputies I Deputy Joint Terrorism Task Force—1 Det. (Dedicated but also P ty Safe Streets(Drug&Cang)—6 FTE supervised by Inv..Lt _ 1 Det/Corp The Spokane Valley Police Department (SVPD) is included as an Addendum to the Business Plan because their services are provided by contract with the Spokane County Sheriff's Office (SCSO). Spokane Valley Police Chief Mark Werner reports to the City Manager and to the Spokane County Sheriff. The SVPD information in the Business Plan is important to: - Provide information as to the Police Department's structure and how that translates into services to the City's citizens. - Gain an understanding of the costs involved in providing these services. In reviewing the Police Department Business Plan, it is important to note that the Interlocal Agreement for Law Enforcement Services specifies the type and timing of budgetary changes that the City can make to law enforcement. 77 I Page Spokane Valley Police Department Staffing Administrative Staffing Level: Chief-1 Precinct Commander-1 Administrative Sergeant-1 Patrol Staffing Level: Lieutenants-2 Sergeants-8 Deputies-47* Canine-3 Spokane Valley of-5-Shared Marine Deputies-2-Shared *Of the 47 deputies, one of those positions is used to staff the front desk Monday through Friday from 8 a.m.to 5 p.m. Patrol Division Our Patrol Division operates under a broad philosophy that embraces a whole-hearted determination to protect and support individual rights,while at all times providing for the security of persons and property within the community. This division is the backbone of an organization whose very existence is justified solely on the basis of community service. In general, Patrol's function is to respond to calls for assistance, act as a deterrent to crime, enforce state and local laws, and respond to emergencies 24 hours per day, seven days per week. Specifically, this division provides the following services within the limits of available resources: - Monitor, report and investigate suspicious persons and situations, safety hazards, and unusual or illegal activity in the patrol area,to include vigilant observations of suspicious activity that may be tied to domestic or international terrorism; - Use Intelligence-Led Policing (ILP) methods, working in concert with Investigations and the RIG 9 Intelligence Group, to implement an operational strategy to reduce crime through the combined use of analysis and criminal intelligence,focusing on active and recidivist offenders. The goal with ILP is to identify crime patterns, groups and linked crimes to anticipate the crime in an effort to reduce criminal opportunities through directed patrolling; - Maintain order, respond to emergencies, and conduct criminal investigations in an effort to identify, pursue and arrest suspects and perpetrators of criminal acts; this also includes the collection of evidence, written reports, issuance of citations or warnings and testifying in court, when applicable; - Build relationships between Patrol, SCOPE members and neighborhood citizens in an effort to provide a safe living environment for the community and increase citizen awareness and involvement in community-oriented services; and - Inspect public establishments to ensure compliance with state law and jurisdictional ordinances. Impact of Staffing Patrol deputies are the primary responders with respect to calls for service, and are the backbone of the agency. It is imperative that response times be as short as possible, as increased response times only causes more risk to both the public as well as officer safety. Staffing levels can have a severe impact on response times and the ability to answer lower priority calls. Population growth has been slowly but 78 ! Page steadily increasing. Citizen-initiated calls for service have been increasing at a more rapid pace and have experienced a significant jump recently. Calls for service have increased 10.1%since 2015. Best practice for law enforcement identifies Patrol deputies spending one-third of their time on proactive policing, initiating service incidents, interacting with the public, and providing deterrent patrolling. Spokane Valley Police have always had a high standard as nearly half of their calls were officer-initiated in the first couple of years of the City's existence. As Spokane Valley deputies have faced a higher call load, their ability to be proactive has steadily decreased. Additionally, because of the increased call load, the number of lower priority calls without an officer response has increased. The City of Spokane Valley is split into six Patrol districts. There are four Patrol platoons comprised of 10 deputies each, two day platoons and two night platoons, each working 12-hour shifts. Each night shift platoon works when the other platoon is off and the same is true of day platoons. The deputies in each platoon have staggered start times so that approximately half start an hour and a half later than the others.This insures that there is no transition gap when the day shift is over and the night shift begins. In addition, Power Shift covers the period of peak call load and the transition from day to night shift. Power Shift was partially implemented in March 2015. Further, specialty units such as SWAT and EDU (Bomb Squad) are made up of deputies assigned to Patrol as well as detectives assigned to the Investigative Unit. Many hours are invested in the training of these individuals in specialty fields. Current Staffing Current vacancies within SVPD include one Traffic Unit sergeant, two detectives, one traffic deputy and one investigative deputy. SCSO has recognized that the pool of qualified law enforcement applicants has become very shallow and that competition with other agencies for quality applicants is fierce. To meet hiring needs, SCSO has implemented a number of changes in order to attract and identify quality applicants. First, SCSO has entered into contract with Public Safety Testing(PST)for the initial application process and the proctoring of the civil service examination.The primary advantage of the relationship with PST is that applicants from other areas of the country are able to take SCSO's exam without having to travel to Spokane. While the relationship is young, it appears that it will be fruitful. SCSO has recently hired individuals from outside the area that likely would not otherwise have traveled to Spokane to apply. Additionally, SCSO has created a recruitment team consisting of an SVPD lieutenant, sergeant and deputies. This team has established relationships with all of the regional colleges and universities that have a criminal justice program including: SCC, EWU,WSU, MSU and NIC.This effort continues to expand. The recruitment team has also partnered with the Washington National Guard to assist each other in finding applicants and has connected with the Joint Base Lewis-McChord career placement program for soldiers and airmen leaving active duty. Currently, plans are being explored to use school resource deputies to recruit more Law Enforcement Explorers and then to restart the Law Enforcement Cadet Program that allows the Sheriff's Office to retain a relationship with Explorers during the interim between when they turn 21 and leave the program and when they complete their education and apply. The ultimate goal of these efforts is to fill all vacancies among commissioned ranks as rapidly as possible without compromising the quality of the applicants hired. Crime Prevention 79 I Page Function The Spokane Valley Crime Prevention program is a proactive effort to educate the public and provide material and training that will reduce opportunities for crime in our City. One deputy is assigned to the Spokane Valley Police Department and provides, at no cost to the community: - Security surveys on request for commercial, residential and multi-family housing sites; - Training to the public on a wide variety of topics including: personal safety, internet safety, drug awareness, fraud and identity theft, terrorism awareness, workplace violence prevention and crime prevention through environmental design (CPTED); - Information to citizens of community services and recommends options to facilitate long-term problem resolution; - Support Neighborhood Watch; and - Resource to City department heads. Other Education Programs: - Child-Stranger Danger and Safety; - Residential and Commercial Security; - Robbery Prevention and Procedures; - Crime Free Multi-housing; - Nuisance/Safe Streets; - Firearms Safety; - Disaster Preparedness/ Emergency Response; - Rural Crime Prevention; - Bicycle Safety/Safety on the Centennial Trail; - DUI Aggressive Driving; - Active Shooter Survival Training; and - Personal Safety Training. Impact of Staffing This is one of the most important pro-active, crime-fighting assets provided to the community by the Spokane Valley Police Department. The performance of these functions requires a level of expertise that could not easily be replaced. Other positions within the Spokane Valley Police Department do not have the time to adequately address these issues. Traffic Unit Function - Promote safe and efficient movement of vehicles and pedestrians through Education, Enforcement and Engineering; - Monitor traffic flow to ensure public safety and enforce motor vehicle and criminal law through the issuance of citations and/or warnings to those persons not adhering to the law; - Investigate motor vehicle crash scenes as well as provide expertise to other investigators, including but not limited to major crime scenes for Total Station services; - Direct traffic flow, reroute traffic and evaluate in case of emergencies; - Assist local agencies in emergency situations by providing traffic control; and - Reduce serious injuries and fatalities by using increased traffic enforcement; statistics show that increased citations in high-travel areas throughout the City reduce serious collisions/fatalities. Traffic Staffing Level Sergeant- 1 Corpora I/Detective - 1 Deputies -5 80IPage Impact of Staffing A tremendous amount of specialized training is invested in the officers assigned to the Traffic Division. With that training,they are able to effectively investigate a variety of collisions to include fatal, pedestrian, and motorcycle, often taking days and weeks to analyze the collision and complete a thorough investigation.The loss of a trained collision detective would not easily be replaced by any other deputy or investigator who would have none of the specialized training held by a traffic detective. Washington State Traffic Commission grants pay for extra traffic enforcement in the City of Spokane Valley for DUI and pedestrian safety. Although grant funds pay for these emphasis patrols, a portion of the revenue generated comes back to the City of Spokane Valley. Most importantly, without deputies on the streets writing tickets for collision violations and putting an emphasis on safety, our fatalities may increase. Traffic School for drivers cited in the City of Spokane Valley began in 2012. The primary goal was to reduce collisions through education and is an example of how law enforcement can work with the public toward a safer community. Education and interaction with the citizens is one of the best ways for this to happen. What seems to be commonly noted from people who have gone through Traffic School is they don't mind spending their time and money when they get more out of the experience than paying a fine.This type of program not only educates, it builds trust, changes perceptions and provides an invaluable service to the community. School Resource Deputies School Resource Deputies(SRDs)are an invaluable resource to Spokane Valley school districts by providing a uniformed presence within the schools, responding to crimes and other non-criminal related situations within the district, and providing assistance to include, but not limited to, criminal arrests, notice of infractions, informational reports,assisting with trespass order service,student education and awareness, and answering all other crime or non-crime related questions asked by district employees. SRDs often attend district meetings at various schools and buildings to provide expert advice on security and safety, give presentations to staff and students covering various subjects related to law enforcement, and act as a liaison and a source of information for the Patrol Division or any other law enforcement agency and the schools. One of a school administrator's goals in handling situations at each school is to return to a normal atmosphere as soon as possible to minimize the distraction to the educational environment. Because the SRD is at the school, there is no waiting on a response from a deputy, and the issue can be dealt with immediately. SRD Staffing Level Deputies -4 Impact of Staffing Early intervention benefits younger students who engage in activity that does not amount to criminal activity. The SRDs are often called to speak with students at the middle and elementary schools for this purpose, which is key to preventing potential criminal activity. 81 I Page This creates a"feeling of security" in the school that comes from having a marked patrol car at the various locations within the district, and a police presence with the contract-based school and alternative school in the district. SRDs provide input to the safety and security policies and practices that are discussed and developed at monthly security meetings within the school districts. This helps keep school policies on safety and security in line with law enforcement and helps aid with emergency response to situations affecting the schools. The SRDs are working with the schools to develop a school discipline policy and a set of standards for the students to assist them with handling issues ranging from drug and gang intervention, criminal activity at school and welfare checks at home. These efforts by the SRDs provide the tools for this unique group of students to become successful adults and not fall prey to criminal activities. The proactive efforts of our SRDs to deter such incidents as the "Columbine shooting" is a critical function for the safety of our children, citizens and officers. Training Unit Impact of Staffing —Training Provided by Spokane County Sheriff's Department The Spokane Sheriff's Regional Training Center is located at the former Mountainview Middle School in Newman Lake. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Total Students 118 1074 2516 2521 3096 3220 3163 3365 3190 1119 1905 2458 Trained Total Hotel Rooms 84 1254 3252 2911 4084 3217 3065 2823 2872 961 N/A N/A Booked* *Total number of hotel rooms booked (i.e. students attend a three-day class, counts as three hotel rooms booked). Numbers were figured conservatively,assuming that the student leaves Spokane area the day of the last class. However,some students may elect to stay another night and travel back the next day. The Regional Training Center has spent the last decade establishing itself as a law enforcement training establishment, building itself up to the level where students travel from around the world to attend classes here. There was a total of 252 training days, most of which were for week-long training courses. Students attending were not only from local law enforcement, but also included students from all over the United States as well as foreign countries. One student was from Brisbane,Queensland who attended an FBI LEEDA Course. In addition to 393 Sheriff's Office students and 1,109 students from local law enforcement agencies(Spokane PD, Kootenai Co.Sheriff's Office, Liberty Lake PD and Airway Heights PD), training was provided to 956 out-of-country students. Often times, if there are enough attendees paying for attendance at a scheduled training class, members of the Sheriff's Office are provided the opportunity to attend at no cost. Investment in the Training Unit results in a win-win situation for the citizens and law enforcement of Spokane County and surrounding areas. 82 I Page In addition,the Sheriff's Office has realized significant savings by providing training locally for its officers instead of sending them out of town. It is extremely likely that our officers would not have been afforded the opportunity to attend the same amount of training due to the cost of travel, lodging and food, if the training was not provided locally. Investigative Division The Investigative Division serving the City of Spokane Valley consists of the dedicated Spokane Valley Investigative Unit that has traditionally been responsible for investigating Spokane Valley property crimes. Organizational changes approved by The City of Spokane Valley City Council in 2014 added additional investigative personnel and the responsibility for investigating Spokane Valley drug crimes. The Investigative Division also includes other units that are shared with the Spokane County Sheriff's Office. The primary function of the Investigative Division is to provide investigative services and support that cannot be wholly accomplished by the Patrol Division. The Investigative Division is comprised of the following Units: Major Crimes Unit-Shared - Responsible for investigating crimes against persons to include homicides, robberies, felony assaults and officer-involved fatal or near-fatal incidents. - This unit is comprised of: Inspector—1 (Supervises all Investigative Division units) Lieutenant—1 (Supervises Major Crimes, Sex Crimes, and Forensics) Sergeant- 1 Detectives -6 Domestic Violence Detective (Dedicated Spokane Valley) - 1 Sexual Assault/Sex Offender Registration Unit-Shared - Responsible for investigating assaults that are sexual in nature,crimes against young children and the registration of sex offenders as well as insuring the sex offender's compliance with registration requirements. - This unit is comprised of: Sergeant- 1 Detectives -6 - Five detectives are primarily responsible for investigations, one detective is primarily responsible for registering sex offenders, and the responsibility for address verification of those registered is shared between members in the unit by working overtime.The cost and services of the sergeant and six detectives are shared between the City of Spokane Valley and the Spokane County Sheriff's Office. - Partnerships in this unit are the Child Sexual Predator Task Force and the Internet Crimes Against Children Task Force. Spokane Valley Investigative Unit(SVIU) - Dedicated - Responsible for property and drug investigations. SVIU, in collaboration with the Patrol Division and the RIG 9 Intelligence Group, has been operating effectively under the Intelligence Led Policing(ILP) philosophy.As the name implies,the ILP concept involves focusing investigative and enforcement efforts on targets that are identified through statistical analysis and intelligence gathering so that subsequent enforcement efforts are more fruitful with regard to a reduction in crime.This allows us to use our investigative resources more effectively and efficiently. - From 2010 forward, SVIU successfully implemented the ILP principles recognizing a substantial increase in solvability over the years. Detectives have forwarded numerous cases to the 83 ! Page Prosecutor's Office where they have been able to connect a suspect to as many as 100 crimes, in some cases, more, and often charge them with leading organized crime, trafficking in stolen property, etc. The pawn database has also been an invaluable tool to detectives as they track down items of stolen property being pawned and connect the suspects to the crime. In addition, SVPD's use of Facebook has been a benefit as a way of communicating with the community to identify the owners of recovered stolen property. SVIU also enjoys the assistance of two SCOPE volunteers who have assumed many tasks that save our detectives countless hours, enabling them to work more cases and solve more crimes. - Partnered with ATF, Department of Corrections, Secret Service, U.S. Postal Inspection Service, Social Security Administration, and U.S. Marshall Service working joint cases. - Participate in two state grant-funded task forces: Washington Auto Theft Prevention Authority (WATPA) and the Financial Fraud Identify Theft (FFIT) task forces. SVPD Personnel Funded: Sergeant- 1 Detectives- 10 Deputy- 1 Joint Terrorism Task Force(JTTF)—Shared - One detective is assigned to the JTTF, which is a collection of federal, state and local officers primarily responsible for matters relating to Domestic and International Terrorism. The funding for this detective is shared between Spokane County Sheriff's Office and the City of Spokane Valley. SO/SVPD Personnel Funded: Detective - 1 Spokane Regional Safe Streets Task Force-Shared - Formerly the Spokane Violent Crime/Gang Enforcement Team (SVGET) and Spokane Regional Drug Task Force (SRDTF) - At the beginning of 2015, these two units formally merged into one unit.The new unit continued their now-joint missions in regard to middle and upper-level narcotics investigations,gang-related criminal investigations, intelligence collection and dissemination, investigative support and prevention/intervention efforts. - Partners with FBI, SPD,WSP, DOC and ATF working joint investigations.Those sworn in as Federal Task Force Officers are provided a vehicle, cell phone, fuel and overtime funded by the FBI. SO/SVPD Personnel Funded: Sergeant- 1 Detectives-4 Deputy- 1 Support Staff(100%funded by grant and seizure funds) - 1 Spokane Criminal Analysts Team(RIG 9 Intelligence Group) -Shared - Responsible for providing research and analytical support to all our investigative functions and are a critical component to ILP efforts. - Operates our Regional Intelligence Group where information sharing occurs with other law enforcement agencies and with the Washington State Fusion Center. - Produces most of the statistical data for the Sheriff's Office and the Spokane Valley Police Department. SO/SVPD Personnel Funded: Lieutenant—1 Detective (Shared ILP Detective) - 1 84 ! Page 2 Civilian Analysts - Partnerships intimately supported by this unit are the Financial Fraud/Identity Theft Task Force and the Washington Auto Theft Prevention Authority. - The impact of insufficient staffing on this team deprives Patrol and Investigative Units dependent on that intelligence in identifying suspects and solving crimes. Goals & Strategies 1. To provide a professional and trustworthy police department. - Maintain professionalism in Spokane Valley Police Department's interaction with our citizens. - Track data to determine the effectiveness in meeting this goal. 2. To respond to citizen calls for service as promptly as call volume and staffing levels permit. - Collect and examine data to determine the effectiveness of Spokane Valley Police Department's response times. 3. To control crime rates within the City of Spokane Valley. - Promptly recognize anomalous increases in crime. - Identify and eliminate causes within Spokane Valley Police Department's control. - Track data to determine the effectiveness in meeting this goal. 4. To investigate and work traffic-related issues and respond to citizen traffic requests as call load and staffing levels permit, to minimize traffic collisions within our City. - Work to reduce traffic collisions by identifying areas within our control through the use of statistical analysis, enforcement, education and collaboration with City of Spokane Valley traffic engineers. - Track data to determine the progress in meeting this goal. 85 I Page Workload Indicators 2012 2013 2014 2015 2016 2017 Total incidents per deputy per shift 8.63 8.70 9.18 9.011 8.321 8.821 Total deputy-initiated incidents 22,716 20,815 22,333 22,624 18,786 18,931 Total deputy-involved incidents 45,004 43,880 46,308 48,186 44,9282 46, 033 Average patrol staffing per shift 7.14 6.91 6.91 7.33' 7.381 7.151 Total incidents requiring written 16,382 15,171 15,727 15,122 13,920 11,933 documentation Total property crimes' 7,883 8,304 8,336 8,068 -- 7,838 Total crimes against persons' 1,170 1,140 1,374 1,318 -- 1,343 Total incidents resulting in 1,833 1,970 2,213 2,354 2,274 2,104 custodial arrests Total traffic infractions/citations 12,462 10,950 11,279 11,310 -- -- issued Traffic infractions/citations from 184 24 32 98 112 -- citizen complaints Total reported collisions 2,203 2,141 2,210 2,560 2,338 2,168 'Mathmatically adjusted to include power shift. 2 The trend line for deputy-initiated incidents for the first nine months of 2016 indicated that the year would end with a total in excess of 20,000; however,the learning curve required by the transition to the New World CAD and field reporting systems along with new NIBRS reporting requirements(beginning October 3,2016)put a large drain on the time patrol personnel had for self-initiated activity. 3 Includes:burglary,forgery,theft,vehicle theft,vehicle prowling,malicious mischief. Includes: homicide,assault,kidnap,robbery,rape,child abuse,stalking. This figure includes the number of incidents resolved by custodial arrest; it does not include the total number of charges. 86 I Page Calls for Service This metric includes only citizen initiated calls for police service. SVPD Total Citizen Initiated Calls For Service Deputy initiated incidents and 50,000 fire/medics calls are not 45,000 43,142 44,210 40,151 counted, nor are Crime Check 40,000 35,897 37,226 report calls and cancelled calls. 35,000 34,026 About 39%of these calls for 30,000 service do not receive deputy 25,000 response. For the majority of 20,000 these calls police response was 15,000 not appropriate; however, mow there are many where response 5,000 would have been appropriate, a but due to high call volume and 2012 2013 2012 2015 2016 2017 call prioritization no one was available for dispatch. This graph represents the SVPD Citizen Initiated CFS with Deputy total number of citizen Response initiated CFS to which at 28,000 27,102 least one deputy 25,511 26,142 26,000 23,975 responded. 24,000 22,288 23,065 22,000 20,000 18,000 16,000 14,000 12,000 10,000 2012 2013 2014 2015 2016 2017 87 I Page Performance Measures 2012 2013 2014 2015 2016 2017 Percentage of use of force not 0.0% 0.0% 0.68% 0.58% 1.09% 0.0% within policy Average response time to priority 1 - 3-6min 3-6min N/A 4.65 min -- CFS1 Percentage of CFS with deputy 65.50% 64.25% 64.40% 63.33% 60.60% 61.30% response Percentage of incidents that were 50.48% 47.44% 48.23% 46.95% 41.81% 41.12% deputy-initiated Percentage of assigned cases 87.92% 95.09% 79.69% 88.44% 80.53% 62.66% solved Total unassigned cases 245 495 211 190 168 577 Cases inactivated due to lack of 58 65 34 65 50 104 evidence or leads Collisions per capita 0.024 0.023 0.024 0.027 0.025 0.023 Percentage of traffic complaints 100% 100% 100% 100% 100% -- worked 'The current CAD system does not facilitate extracting an accurate number. Citizen Complaints Changing methodology SVPD Citizen Complaints Per 1,000 Incidents in 2013 resulted in what 0.8 appears to be a large 0.706 increase in complaints. 0.7 0.6 0.518 0.5 0.415 0.4 0.378 0.3 0.244 0.26 1 0.2 0.1 0 2012 2013 2014 2015 2016 2017 88 I Page For 2017 there were only 12 citizen complaints against SVPD deputies. These complaints included 17 allegations. The allegations were disposed as shown. Please note that there can be multiple allegations per citizen complaint. SVPD OUTCOME OF CITIZEN COMPLAINT INVESTIGATIONS •Sustained ■Not Sustained •Exonerated IL Unfounded !Pending Changed to Inquiry 0 0 0 of °' n 0 0 ^ ti o O 0 0 n VD lD o Le; Ln VD Ln Ln 0 0 m m Ig 0 0 0 0 0 0en I o O o^ 00 00 o Ln 00 ' 0 n N 0 � r-iN O O o 0 O `"', ,i W .i --I c--I c--I c--I --I c-I I, n O O Dl c-I W c-I (Y1 fl 0 0I 0 0 0 0 0 06 lD lD m m Ln o0 0 0 0 Io ' ' ' 0 0 0 0 0 0 ' . . . m ■ 0 1 0 0 O 1 0 M 2012 2013 2014 2015 2016 2017 Property Crimes Percentage of Potentially Solvable The Spokane Valley Investigative Unit reviewed 5,557 property crime incidents in 2017. Of these, Spokane Valley Property Crimes 4,049 were determined to have insufficient Cases Assigned evidence or leads to merit follow up. The remaining 1,508 potentially solvable cases were 80.00% 68.46% ° 69.06% 66.21% 64.55/° 61.74% assigned to SVIU detectives. Unfortunately, 577 60.00% of these potentially workable cases were not 43.88% investigated due to a lack of sufficient resources. 40.00% The 931 cases that were assigned and worked I I I I were disposed as shown in the graph. 20.00% 0.00% 2012 2013 2014 2015 2016 2017 Percentage of Assigned SV Property Crimes Cases Solved By Arrest 90.00% 81.88% 80.00% 74.42% 74.24% 75.43% 73.60% 70.00% 58.65% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 2012 2013 2014 2015 2016 2017 89IPage Use of Force This graphic illustrates the SVPD Use of Force Per 1,000 Incidents number of times that some form 4.5 of force was used per 1,000 4.095 4 deputy involved incidents. For 3.549 2017 fully 100% of these use of 3.5 3.258 3.153 3.15 force incidents were reviewed by 3 subject matter experts and 2.5 determined to be within law and 2 1.755 policy. Note that the large increase in use of force seen in 1.5 2013 was the result of a change 1 in methodology. For example, 0.5 prior to 2013 the mere display of 0 a weapon (firearm, TASER, 2012 2013 2014 2015 2016 2017 baton,etc.)was not counted as a use of force. Percentage of Use of Force within Policy ° 100% 100 ° 100% 100% ° 100% 100% 100% 99.42% 99% 99.32% 99% 99% 98.91% 99% 99% 98% 98% 2012 2013 2014 2015 2016 2017 90IPage Theoretical Budget Reduction Exercise — Submitted by Chief Mark Werner In the event of actual reductions, City of Spokane Valley staff will work to identify cost-saving measures with the least amount of impact to delivery of police services. Spokane Valley Police Department/Spokane County Sheriff's Office Impact of Potential Budget Decrease "The ultimate priority for the Spokane Valley Police Department is Public Safety." At the request of the City of Spokane Valley, SVPD has again been asked to evaluate the impact of 3%, 6% and 9% budget cuts for Fiscal Year 2018. It is important when considering budget reductions (i.e. personnel reductions) to keep in mind that the demand for law enforcement services by the citizens of Spokane Valley has greatly outpaced Spokane Valley's population growth which has averaged a little over 1%per annum since incorporation. In contrast, citizen-initiated calls for police service (CFS) have increased at a much greater rate. Since 2008, CFS has increased nearly 46.2%. Law enforcement services are required 24 hours a day, 365 days a year and are manpower intensive. Few opportunities exist to realize significant law enforcement cost savings that do not involve a reduction in personnel.Therefore, budget reduction directly translates into a reduction in personnel.The reduction in personnel then equates to a reduction in law enforcement services to the citizens of Spokane Valley. Impact of 3% Budget Cut: A 3%cut equates to the loss of four deputies.This reduction would leave SVPD assigned staffing at a level lower than at any point in City history. These deputies could be removed from any one of a number of functional units, each with its own negative outcome. Numerous competing factors were considered when determining where to cut personnel. - To meet a 3% budget reduction, three deputy positions would be removed from Power Shift and one investigative position would be removed from the Spokane Valley Investigative Unit. The primary impacts of these reductions are significant: o Removing three positions from Power Shift eliminates Power Shift coverage Sunday through Tuesday and reduces Power Shift coverage on Saturday. Power Shift has been shown to reduce response times by over 65% during the period of peak call load (3:00 p.m. to 7:30 a.m.). o Reducing Power Shift will result in an increase in day shift overtime. o Reducing Power Shift will have a negative impact on morale primarily because dayshift deputies will be forced to work a significant amount of unpredictable "late call" overtime and because additional workload will be shifted to the remaining deputies. - A fourth deputy position will be removed from the Spokane Valley Investigative Unit. - This position represents nearly 10% of the total property crime and drug crime investigative capacity of SVPD's dedicated investigative unit. - Elimination of this position will negatively impact morale.The investigative deputy position is one of very few positions available to deputies to move laterally within the department. Impact of 6% Budget Cut: 91 I Page Absorbing a 6% budget reduction would require the elimination of eight commissioned positions. This would be accomplished by eliminating the investigative deputy position and completely eliminating Power Shift. This would result in the elimination of six patrol deputy positions and the Power Shift sergeant position. The remaining Power Shift deputy position would be assigned to a platoon to equalize platoon staffing at 10 deputies per platoon. In addition to the negative impacts listed above, this reduction would deliver another blow to morale by forcing a demotion of a sergeant and eliminating a promotional position. Impact of 9% Budget Cut: A 9% budget reduction eliminates 11 positions leaving SVPD with a commissioned strength of only 93 personnel resulting in an officer per thousand rate of one. To meet a 9% reduction would require the elimination of the following positions: • 6 Power Shift deputies • 1 Power Shift sergeant • 1 Investigative deputy • 2 Traffic Unit deputies • 1 SVIU detective It is difficult to overstate the magnitude of the detrimental impact to law enforcement services in the City of Spokane Valley that these reductions would cause; however,the following list summarizes what would be expected. - Reactive Policing — Personnel reductions increase the individual workload placed on SVPD personnel. SVPD patrol deputies currently have a high call per officer ratio. The high demand for police services leaves little time for proactive police work and reducing commissioned personnel exacerbates this problem. Policing within the City of Spokane Valley would be predominantly reactive, documenting crime rather than taking a proactive approach to reduce it. - Officer/Citizen Safety — A consequence of an impractical call per officer ratio is a reduction in officer and citizen safety. A number of factors contribute to this. First, excessive response times to violent in-progress calls for service or to urgent back-up requirements increases the potential for tragic results. Second, a high call per officer ratio pressures deputies to respond to calls for service alone which again increases the potential for a tragic outcome. Finally, the excessive call per officer ratio creates an environment where deputies are forced to rush from call to call. A 40% reduction in traffic unit deputies will decrease overall traffic enforcement in the City of Spokane Valley by an estimated 17% resulting in increased collision rates. - Quality of Service — A further consequence of an impractical call per officer ratio is a reduction in the quality of service. Deputies simply will not be given sufficient time to resolve problems or to completely investigate and document criminal activity. In addition, investigative capacity will be reduced by nearly 30%decreasing investigative follow-up on reported crimes and reducing the ability to identify and address chronic offenders. - Recruitment and Retention — Spokane County Sheriff's Office is currently struggling with recruitment and retention of quality personnel. A quality working environment is a powerful recruiting and retention tool. Personnel reductions would eliminate this tool and make it more difficult to compete for the scarce number of quality officers and officer candidates. 92 I Page CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: February 13, 2018 Department Director Approval Item: Check all that apply: [' consent ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation AGENDA ITEM TITLE : Legislative Agenda Update GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: Lobbyist from Gordon Thomas Honeywell will brief Council on current and pending legislative issues. OPTIONS: RECOMMENDED ACTION OR MOTION: BUDGET/FINANCIAL IMPACTS: STAFF CONTACT: ATTACHMENTS City of Spokane Valley 2018 Approved Legislative Agenda *Wane CITY OF SPOKANE VALLEY 2018 LEGISLATIVE AGENDA Adopted by Council November 14, 2017 Transportation Funding Request: Bridging the Valley The City of Spokane Valley continues to make headway on the multi-phase Bridging the Valley project that replaces dangerous at-grade crossings throughout the City.As the City nears design on the Barker Road Grade Separation Project, it hopes to pursue state and federal funding to advance the project, as outlined below. However, it is important to recognize that the Barker Road project is only the first phase, and in future years,the City will also pursue funds for the Pines Road Underpass/BNSF Grade Separation Project, and other elements of Bridging the Valley. Phase 1: Barker Road/BNSF Grade Separation Project The City of Spokane Valley respectfully requests that the state invest in Phase 1 of Bridging the Valley by allocating funds to the Barker Road/BNSF Grade Separation project. The Barker Road/BNSF Grade Separation Project replaces an at-grade crossing with an overpass of BNSF's railroad tracks and Trent Avenue (SR 290). The project will eliminate two at-grade crossings, eliminating train/vehicle crash risks. The project will improve train travel through the Spokane region, which is a bottleneck of the Great Northern Corridor. The total project cost is currently anticipated to be $20 million. The City has already secured partial financing for the project including a$720,000 federal earmark,a Washington State Freight Mobility Investment Board grant equivalent to 20% of the total project cost, $3.6 million of City-generated funds specifically earmarked for this purpose,and$1.5 million that the City received in the 2017-2019 Transportation Budget from the Washington State Legislature, which the City plans to spend on bridge design. Once designed, the City hopes to continue its partnership with the state to fund right-of-way acquisition and construction. Pass legislation responding to Hirst and a 2017-19 Capital Budget: Funding for Appleway Trail Park Amenities The City supports efforts to reach agreement on legislation addressing the recent Hirst Supreme Court decision regarding water availability in rural areas. The City of Spokane Valley also encourages the Legislature to pass a 2017-2019 Capital Budget with an allocation of$540,000 for park amenities for the first mile of the Appleway Trail. The most recent versions of the proposed 2017-19 Capital Budget include this funding. These additional amenities include a restroom,topsoil,limited turf and dryland seeding,trees, drinking fountain,and benches. The City previously funded,designed and constructed the paved portion of the first mile with over$1 million without these amenities.The state has allocated funding for the remaining 3.25 miles(including amenities),scheduled over the next two years.This funding of$540,000 in the Capital Budget will bring amenities to the entire 4.25 mile trail, realizing the full conceptual plan and orienting future economic development. Protect the Local State-Shared Revenues The City of Spokane Valley requests that the Legislature preserve and restore local state-shared revenues. These funds include the Liquor Excise Tax Account ($442,294 in 2016), Liquor Board Profits ($804,057 in 2016),Municipal Criminal Justice Assistance Account($280,337 in 2016), and City-County Assistance Account and Marijuana Revenues ($54,213 in 2016). Specifically, the City supports legislation that removes the 2011 cap on Liquor Profit revenues,to restore the 50/50 revenue sharing relationship between the state and local governments. Spokane Valley is home to many warehouses and manufacturing facilities. As a result, the City receives over$500,000 each year in streamlined sales tax mitigation payments to compensate the City for financial losses when the state switched to a destination-based sales tax system. The 2017 Legislature indicated with Page 1 of 2 sPokane the passage of the Marketplace Fairness Act,that the state intends to suspend streamlined sales tax (SST) mitigation payments in the 2019-21 biennium. Meanwhile, the Department of Revenue was directed to analyze if and when expected revenue gains from implementation of the Marketplace Fairness Act equal or exceed revenue losses to cities. The City will be closely monitoring the outcome of this and requests that cities receiving SST mitigation are made whole through this transition throughout the state. Protect Businesses by Reforming State Regulatory Burden The City of Spokane Valley strongly supports businesses small and large, in our City and across the state, because they are the lifeblood of our economy. Unfortunately,these businesses are forced to compete in a state regulatory environment that is increasingly burdensome, making it difficult to compete with businesses in neighboring states. Of most urgent concern is the regressive state business &occupation tax, with the current Labor&Industries program close behind,with both needing significant reform before they do irreparable damage to commerce in Washington. Spokane Valley supports rebalancing the state-wide regulatory framework to encourage and support business development and retention. Abandoned/Foreclosed Homes The City of Spokane Valley supports legislation to provide cities with the tools to address abandoned and foreclosed homes. In 2016, the Washington State Supreme Court ruled in Jordan v. Nationstar, that financial institutions cannot enter and secure homes until the foreclosure process is complete. This leads to many homes that are mid-foreclosure being abandoned. Abandoned homes throughout a community become sites for criminal activity, squatters, and declining property values. The City encourages the Legislature to adopt legislation in response to the Jordan v Nationstar case that provides cities with tools to address abandoned and foreclosed homes. Indigent Defense Funding The City of Spokane Valley supports full funding for municipal indigent defense services. In 2013, the Washington Supreme Court set new caseload standards for the number of cases a public defender can represent in a calendar year. This has increased the annual cost of providing indigent defense services by $71,521 or 11.4%. The City supports policy and fiscal changes to mitigate this new obligation. Support Continued Prohibition of Recreational Marijuana Home Growing The City of Spokane Valley supports the continued prohibition on home growing of recreational marijuana. Allowing home growing of recreational marijuana will unnecessarily increase youth access, illegal diversion, and criminal activity related to marijuana. Neither the State nor local cities have sufficient resources to adequately enforce home growing. Allowing home growing will place an additional and unnecessary cost burden on local cities that primarily have to deal with the impacts from legalized marijuana. By allowing home growing,the State will also weaken the still-growing commercial marijuana market. Protecting Parental Rights Regarding Decisions Involving Their Children The City of Spokane Valley recognizes as critically important the role parents play in all facets of the lives of their children. Over the years,the State of Washington has adopted various laws and agency rules which encroach upon the decision-making rights of parents. Some of these laws and rules have significant impacts on families, and infringe upon the traditional parental role. The City supports changes in state law that strengthen parental rights, and requests that future legislation not have the unintended consequence of eroding parental rights. The City supports AWC legislative agenda items that serve the best interests of Spokane Valley. Page 2 of 2 CITY OF SPOKANE VALLEY,WA 2/13/2018 Street Program Summary FUND # Funding Uses 101 Street O&M Gas Tax & Phone Potholes, Crack Tax Seal, Snow Plow, etc. 303 Street Construction Grants & REET Construction/ Reconstruction 311 Pavement Preservation Grants, General Grind and Fund ($1M), Overlay Road Wear Fee & REET H:\Winter Council Workshop\2018 February 13 Workshop\Street Program Summary Handout CITY OF SPOKANE VALLEY, WA 2/13/2018 Street Fund #101 2018 Budget 2018 Adopted 2018 Budget with Budget Cuts Added Back Recurring Revenues $ 4,172 $ 4,172 Recurring Expenditures (4,587) (4,827) Recurring Activity Deficit (415) (655) Nonrecurring Revenues - - Nonrecurring Expenditures (15) (45) Nonrecurring Activity Deficit (15) (45) Total Change in Fund Balance (430) (700) Beginning Fund Balance 862 862 Ending Fund Balance $ 432 $ 162 **Amounts in thousands Beginning fund balance is that used in the 2018 budget book. H:\Winter Council Workshop\2018 February 13 Workshop\Summarized Budgets for 101 303 311 101 CITY OF SPOKANE VALLEY, WA 2/13/2018 Street Capital Projects Fund #303 2018 Budget 2018 Adopted Budget Revenues $ 11,152 Expenditures (11,152) Total Change in Fund Balance - Beginning Fund Balance 76 Ending Fund Balance $ 76 **Amounts in thousands Beginning fund balance is that used in the 2018 budget book. H:\Winter Council Workshop\2018 February 13 Workshop\Summarized Budgets for 101 303 311 303 CITY OF SPOKANE VALLEY, WA 2/13/2018 Pavement Preservation Fund#311 2018 Budget 2018 Adopted Budget Revenues $ 4,973 Expenditures (4,059) Total Change in Fund Balance 914 Beginning Fund Balance 2,586 Ending Fund Balance $ 3,500 **Amounts in thousands Beginning fund balance is that used in the 2018 budget book. H:\Winter Council Workshop\2018 February 13 Workshop\Summarized Budgets for 101 303 311 311 Pavement Management in Spokane Valley SPOKANE N U CL li(111) CI)C 0 C.) Ilia .1.i _ _ C It ._ o _ F. CD ' . . cc -01 c iO E 11 -444 ..0 = o 4) bi3 N - co u) U CC > (I)0 0_ 0 co0 V to )'' oa00 tO0_ CC m Q 2 . to u„ . a) _ N C Ufa 'C o .= a C o s a) E Q 8 CD I- df E ... .. i_ W = wi.,E E > � W a CC = _1 .2 0. Cm ICC x 4 i / V W Spokane Valley Functional Class Review Principal Arterial 10% Local • Total Mileage = 448.7 Miles 68% Total Area = 9,620,000 Square Yards Minor Arterial • 15% • Est. Total Network Value: $410 Million • Est. Avg. Replacement Cost: $913,000/mile Collector 7% SPOKANE 3 ECONOMIC DEVELOPMENT Why do Pavement Management? . . • Preserves and Maintains the Street Network • Cost Effective • Maximizes Resources A 40%of pavement life Pavement Life Cycle Curve Excellent has a 15%drop in quality Very Good 15%of pavement r life f J 3 Target Zone for Pavement Rehabi{itation R Good $1 spent now a has a40%drop in quality (J E y Increased Pavement Life Fair os a R Poor Costs$8 if delayed CL Pei, ••••.Un:rehabilitate •• ey„Very Poor �C4tIt p:e orrhanceilit Pavement Peffor nce Time Time SPOKANE VALLEY ECONOMIC DEVELOPMENT Rating the Streets - O Surveys Entire Network Surveyed every 6 years: Laser Road 50% of Collectors & Arterials are surveyed every 2 years Surface Tester Iv 111111111 33% of Locals are surveyed every 2 years Pavement Condition Index (PCI) • The PCI is a measurement of pavement quality on a scale from 0 =F = _ ......i1 .111"Gigt to 100, 100 being the best. Backlog Condition survey based on: Backlog • Fatigue/Alligator Cracking • Backlog is the percentage of roads at or nearing failure. • Wheel path Rutting • Cracking • Distortions &Weathering • Patching & Potholes • Roughness SPOKANE VALLEY 5 ECONOMIC DEVELOPMENT Understanding the Pavement Condition Index PCI Range Description Relative Remaining Definition Life 86 - 100 Excellent 15 to 25 Years Like new condition - little to no maintenance required when new; routine maintenance such as crack and joint sealing. 71 - 85 Very Good 12 to 20 Years Routine maintenance such as patching and crack sealing with surface treatments such as seal coats or slurries. 61 - 70 Good 10 to 15 Years Heavier surface treatments and thin overlays. 41 - 60 Fair to Marginal 7 to 12 Years Heavy surface-based inlays or overlays with localized repairs. Sections will require very thick overlays, surface 26- 40 Poor 5 to 10 Years replacement, base reconstruction, and possible subgrade stabilization. 0 - 25 Very Poor 0 to 5 Years High percentage of full reconstruction. KA NI EAL? 6 ECONOMIC DEVELOPMENT Understanding the PCI - Very Poor (0-25) • Base or structural failures 1 GISID:14175 '. , , SOkane�` Image:SPOK004 00060313 0014_CF.jpg II - \1I'p • Excessive rutting q.-:-.:y._-.1.,,,,..:::., =' l'. '' • — • Rough 4 5 , . ;d -= • Excessive cracking & patching = P. t-T , . w t , ,>f,. .., • Past point of overlay ,. ' jr- . • Rehab often driven by '`v''' 1 ` complaints . , � ._._ p +mak, , ,, • Safety becomes a concern \,_ i� ' .t1. N47.6344 # 901 FC016 !- 2015/06/03 15:06:43 _. 'RW r SPOKANE VA ECONOMIC DEVELOPMENT Understanding the PCI - Poor (26-40) • Localized base failures GISID:11259 Image:SPOK011_00001530_0007_CF.jpg McKee Rd . Male • Rutting at intersections — - - - _ ly. �J • Extensive cracking and patching Y '` • Tired streets due for an i:'� overlay, possibly surface - r; af wo replacement. -.11:i-` ` vc IL -r _ • High priority to avoid - - reconstruction - - -e r N. N47.6871 W117.1563 FC016EIM5 2015/06/06 01:05:03` SPOKANE VALLEY 8 ECONOMIC DEVELOPMENT Understanding the PCI - Fair to Marginal (41-60) g � Slioliane Adams Rd • - j Progressive cracking Image:SPOK006_00000531_01 3_CP.jpg valley' • Few base failures -- - • Localized distresses - '.' fi -1-'... lir _,._ ___ , ,,_\. _,_.... _ _____ 1' ,. N47.6347 W117,2974 'y'4FC016EIM5 015/06/04 14:50:17 /'`r • 1111,17A SPOKANE VALLEY ECONOMIC DEVELOPMENT Understanding the PCI - Good (61-70) I -• • Localized distresses GISID:12886 Image:SPOK005_00000479_0014_CF jpg ..° S • *Wane Imajkdiie• • Nothing too severe or extensive . • Very few base failures • If distressed due to loading, may ;4 need thin overlay, otherwise R&RL and surface treatment. � ,I , a .1.1 � - . AIL 01 9 9 N47.6577 W117.2505 FC016EIMS 2015/06/03 21:10:53 SPOKANE VALLEY 10 ECONOMIC DEVELOPMENT Understanding the PCI - Very Good (71-85) Very few distresses �� • Image:SPOK006_00000662_0020_CF.jpg jam. • No rutting or base failures r ''41- • Smooth with a good ride :o„,„� . - � � � k • Patch, crack seal &surface r; �1 `+ _ treatment. • Maintains existing drainage. • Extends pavement life at lowest _ cost °:i , _ _ = , , f -' N47,6416 W117.2 ,2,--= • FC016EIM5 •- 2015JCr6/04 16:42:15 IYA SPOKANE VALLEY 11 ECONOMIC DEVELOPMENT Understanding the PCI - Excellent (86-100) GISID:1480O - SPOKANE • Like new condition Image:SPOK002 000481 0050 LD.jpg � C7A VALLEY • Few distresses - smooth ride _ 0MP • Typically 5 to 10 years until first rehabilitation with routine maintenance f. DV RST12 2017/10/08 21:53:29 SPOKANE ECONOMIC DEVELOPMENT Spokane Valley Network Summary Current: Arterials PCI = 71 Collector/Local PCI = 71 Arterials Backlog = 5.2% Collector/Local Backlog = 6.3% Funding Currently Available: General Fund (311) $ 1.0 million Street Wear Fee (311) $ 1.4 million Street O&M Maintenance (101) $ 1.0 million Estimated Grants (303 & 311)1 $ 1.5 million REET matching funds (303 & 311)1 $ 0.3 million $ 5.2 million 1. 100% is used for arterial streets. Oral SPOKANE A 13 ECONOMIC DEVELOPMENT Funding Scenario 1: Arterial PCI = 70 & Collector/Locals PCI = 70 Annual Network Budget $7.0 Million Arterials) $2.0 MillionE Sprague Ave ��A VSPOKANE ALLEY Collectors/Locals $5.0 Million ® e I Current Funding1 $5.2 Million �,,.'i Shortfall $1.8 Million 1.At least$2 Million is used for arterials. , _ E=Pr _ t :Ani -® -a... .� Percent of network at or near failure at 20 years -- == (PCI<40): Arterials 2% FC R5T12 2017/1: lOSO3:3O Collectors Local Access 2% LITA SPOKANE VALLEY 14 ECONOMIC DEVELOPMENT Funding Scenario 2: Arterial PCI = 70 & Collector/Locals PCI = 65 Annual Network Budget $6.2 Million Arterials1 $2.0 Million GISID:13198, n Vhcl.k EY i Image:SPOK009_001741_0021_LD.jpg Collectors/Locals $4.2 Million _ -s - - )1411V ,4-1-‘!"—' , ,.''-'!-: - -- \-1' - Current Fundings $5.2 Million _ = Shortfall $1.0 Million 1.At least$2 Million is used for arterials. - ,- F Percent of network at or near failure at 20 years (PCI<40): DV RST12 Arterials 2% 2017/10/12 16:29:09 Collectors/Local Access 4% ILITA SPOKANE VALLEY 15 ECONOMIC DEVELOPMENT Funding Scenario 3: Arterial PCI = 70 & Collector/Locals PCI = 60 Annual Network Budget $5.5 Million Arterials $2.0 Million SPAVAB: Image SPOK • . , Ave `I' Y PAVIA.L..Y Image.SPOK002 000425 0009 CF.jpg Collectors/Locals $3.5 Million _ 1 kfir - Current Funding1 i s y$5.2 Million Shortfall $0.3 Million 1.At least$2 Million is used for arterials. 1".---.42, - f Percent of network at or near failure at 20 years , (PCI<40) ._: / , Arterials 2% 0/08 046:1 201 /10/08 20: 2 46:19 Collectors/Local Access 10% SPOKANE VALLEY ECONOMIC DEVELOPMENT Street Preservation Funding Review GISID:12821 E Sprague Ave ni;PAIKaEy Image SPOK002_000504_0010_CF.jpg , . ---- i.17-71 plranel: \ neSS .. -5-- ina, .4 Questions? , ;„ , , ,... , . , „ Ma''''''' . - 'Mai' ' '--'a. r. L -•- p. ' -", -i-- . .'_-*---, T, . - ---4---- •--7.: .___ o'-', — .---. KA, 0 44..7, ';.1 - ,,..q---,..1. . -,,— • •„_ , eil .' ,,:_rmv.. N 2017/10.. -1-_ ..!. 4 , . , r IYA SPOKANE VALLEY ECONOMIC DEVELOPMENT APPLEWAY TRAIL ALIGNMENT OVERVIEW Z � EB d ::.e0. _ E3 .gy p:yAe .x.91 'Dau '.e - e - _ - d �— - pokane 2.-7i�iv , = nn ersityo Pines 3.Pines to Evergreen ' 6.Corbin to City Limit m - 0 �/ 1 r Completed 2015 Completed 20171 Completed 2008 ` �Ua11ey T :Ir.1.. _ h a -7,,7.F.,.4� z ` ,1 s 0 ilmi ' Eath Ave Eilh Ave' E4tnAe — _ f �� +e'.. r : �' TOTALCOST: t4 � � ESTIMATED (� � � , $10,645,000 '!�I\1111111�L1117 t. . i r't I �_ 4.EvergreentoSullivanu FUNDING SECURED TO DATE: 1 pity Hall toUniver�sity . Design 2018 5.'Sullivan to Corbin E esign X01,8 Construction 2020 ' Construction 2018 N /` $9;047,000 c nstructron 2010,, # a. E_,6mAe /� 15h,'Ave E 18�Ave E 6 A w+E' N 1 The Appleway Trail has revitalized an underutilized 5.2-mile stretch of FUNDINGOPPORTUNITY SOUGHT: r •, Q the Milwaukee Railroad right-of-way that was an eyesore due to being $1,598,000- /1 overgrown with vegetation and debris from unauthorized dumping. TIMELINE SUMMARY 1•� PROJECT DESCRIPTION University to University to Pines to Evergreen to Sullivan to Corbin to IC Year Balfour Park Pines Evergreen Sullivan Corbin City Limit = Transform the abandoned 2008 Construction 0 Milwaukee Railroad right-of-way ,,w ntoian urban trail that transforms 2013 Planning Planning Planning Planning Planning the corridor into a recreational .`:er s - P 2014 Design J and economic asset to the City of i? ;,r Q Spokane Valleythatis manageable, " moi!" '. 2015 Construction >,, k 't•r> affordable,and safe.The Appleway �y, y ,�� I ', 2016 Design CO Trail will contribute to the quality , k `riikl , of life, attract visitors, and create . 1 ` 2017 Construction Design a community that is attractive for t t r `yam h ,r 1 �{,'' i .;; jr J 4s •`� 1`u. a` `'1'a r r rvrf✓7 2018 Design Construction businesses to locate and expand. CL-- �„' v li /�� ` The themed Appleway Trail will ' d, y 2019 Design invite and provide a diverse set }'�` ,4', / 2020 Construction Construction Q of users opportunities to improve �('1 '1 /1-' their health, meet with friends, ',(: ., COST AND FUNDING SUMMARY Ct and create new connections in ..- -, their community by incorporating The Appleway Trail is a regional asset for increasing physical fitness and improving TOTAL ESTIMATED COST: FUNDING SECURED TO DATE: FUNDING OPPORTUNITY SOUGHT: a variety of recreational health,building community connections,andenhancing from Valley's identity. This conceptual drawing depicts the view eastward from within the University Plaza $10,645,000 $9,047,000 $1,598,000 opportunities and park amenities. entrance. FUTURE CONSIDERATIONS Q BACKGROUND The cost estimates identified in this brochure include only asphalt pathways, street crossing safety elements, and minimal landscaping and lighting.The goal of the City is to develop a master plan for the Appleway Trail and develop Originally, the Milwaukee Railroad ran across the valley floor through agricultural lands. Later the it as a linear park that includes restrooms, drinking fountains, playgrounds, community gardens, outdoor exercise railroad tracks were abandoned and then removed.The abandoned Milwaukee Railroad right-of-way equipment,directional and interpretive signs,bicycle trails,and varyingtypes of open space.Additionally,it's proposed W had remained undeveloped and held in reserve for future transportation needs. Located in the heart that the sections of the trail would be developed around unique themes highlighting Spokane Valley's legacy, history, J of the City of Spokane Valley, a thriving city of nearly 100,000 people, the right-of-way had become culture,geology,and future.The City continues to seek opportunities to develop and implement the Appleway Trail. ^ overgrown with vegetation and filled with debris from unauthorized dumping.It was an unsafe eyesore 1..L dividing neighborhoods south of the corridor from commercial areas to the north. FOR MORE INFORMATION 0_ A collaborative agreement between the City of Spokane Valley,Spokane County(owner of the corridor) and Spokane TransitAuthority,has allowed the City to develop the property as a themed urban trail and Sclrti u, www.spokanevalley.org/ApplewayTrail Q linear park that accommodates non-motorized transportation users. polane economicdevelopment@spokanevalley.org Ma11er (509)720-5000 City of Spokane Valley,10210 E.Sprague Avenue,Spokane Valley,WA 99206 I(509)720-5000 I www.spokanevalley.org/ApplewayTrail BALFOUR PARK TO UNIVERSITY Additional funding being sought. — - - -- Status: Design to begin 2018;Construction planned 2020. i EVERGREEN T O SULLIVAN . ' of, This section of the trail will move from Balfour Park to University -iirte I. . - Additional funding being sought. Plaza. This stretch of trail will use existing street frontage to bring _ -- Status:Design and construction contingent upon funding. trail users from Appleway to City Hall and beyond to Balfour Park - ° - -,;, The design for this section of the Appleway Trail will be developed in g pp Y p ° and the proposed future library. This section of trail includes - ' - - - �- collaboration with the community.Itwillprovide adults,seniors,children //_-. ..4K �;; landscaping,trail amenities such as benches and trash receptacles, ' • �, and families with to their health a 4 opportunitiesimproveby offering figs and a pedestrian/bike crossing across Sprague Avenue. ,k' ,"• • • • wide array of amenities to spur active living and offer enjoyment to all , l TOTAL ESTIMATED COST: $1,650,000 City Hall opened in fall of 2017 Eventuallyaspuroffofthe users.It will eventually include exercise stations,bicycle terrain courses I - TOTAL SECURED FUNDING: $750,000 Appleway Trail will connect residents and visitors directly to and various open spaces. . the local businesses and services at the commercial and FUNDING GAP: °,900 000 civic heart of the City. - - - �up I IP I FUNDING: TAP $199,000 I CMAQ $450,000 I CITY MATCH $101,000 TOTAL ESTIMATED COST: $2,343,000 110_ TOTAL SECURED FUNDING: $1,645,000 FUNDING GAP: $698,000 The multi-use pathway of the Appleway Trail welcomes more than pedestrian and bicycle users.The different UNIVERSITY TO PINES University Plaza greets trail users at University segments of the Trail will provide a diverse experience and Pines.The Plaza includes a seating area with for users like this potential exercise equipment. Status:Trail completed in Spring 2015. a grove of trees and plantings recallingthe area's Enhancements programmed for a future date. rich agricultural history and natural environment. FUNDING: CMAQ FUNDS - $1,423,000 I CITY MATCH - $222,000 . • Continuing east users enter the heart of the trail - a lighted 12-foot multi-use paved pathway. This • �I section includes natural grasses and trees along SULLIVAN T O CO R B I NNN ) -,F ,, with benches, trash receptacles and drinking L .'11 Funding secured;construction in 2018. ., fountains. Future plans, funded by legislative Status:Design complete;Construction planned 2018. appropriatoin,call for a restroom,directional and fr The design for this section of the Appleway Trail has been developed in !i - interpretative signage as well as park amenities _ suited to the theme. collaboration with the community. It will provide a completed pathway, ,, /`� , landscaping and amenities such as benches,trailhead and restrooms to - In the first days and weeks after opening University Road to Pines Road,the Appleway TOTAL COST: $2,156,000 accommodate people of all ages and abilities,for both recreation and for :x a. Trail was already becoming part of residents'lives. daily trave I through the community. FUNDING: CITY OF SPOKANE VALLEY - $1,615,000 I y ` - F• LEGISLATIVE APPROPRIATION - $541,000 i `� • " ka: :.--..!„,- . -77*Pri siOri',I-714,- / -scr,op '-..• -,5- --- ' '' • tha.,e. k.iirk + . PINES TO EVERGREEN 0 Status:Trail completed in 2017. I `, ;� _ �" m Enhancements programmed for a future date. .. ' `+` IrY r ` The design for this section of the trail is reminiscent of the gently rolling hills of the Palouse Prairie. In /� ,1M1 �� ' addition to trees and wildflowers, this section of �• ` ' I`r° `- -- • r ,` A variety of amenities including benches and the trail includes native ornamental grasses and 44 TOTAL ESTIMATED COST: restrooms will enhance the trail,enabling people of opportunities for natural play that inspires children to $2,363,000 all ages and abilities to use the corridor for daily travel spend time playing outdoors and exploring their local •'f and recreation. environment. IR Plantings reminiscent of the area's natural .,\4' environment will enhance enjoyment of the FUNDING: LEGISLATIVE APPROPRIATION - $970,000 I RCO FUNDS - $813,000 TOTAL COST: $2,134,000 ._ [rail with the fragrances of native grasses CITY MATCH - $580,000 . ' . and evergreens. FUNDING: TAP - $643,000 I STP - $1,203,000 I CITY MATCH - $288,000 City of Spokane Valley,10210 E.Sprague Avenue,Spokane Valley,WA 99206 I(509)720-5000 I www.spokanevalley.org/ApplewayTrail Table 1-Funding Status of Appleway Trail Segments Year of Secured Funding %City Actual/Planned Costs of Z Item# City# Segment Description Miles , Funding Shortfall Construction City Grants Source Total Match Base Trail Elements - $ 304,000 STA 1 016 Corbin to City Limit 1.02 2008 $ 386,000 $ 4 $ 5,116,000 $ - (Trail was part of road project,actual trail costs are not identified.) ,426,000 STP $ 5,116,000 8% $ 4,730,000 << 'Corbin to City Limit'is excluded from cost calculations below because the trail elements were not separated from the road project costs. >> 2 176 University to Pines(Completed) 1.00 2015 $ 1,614,679 $ 541,000 LA $ 2,155,679 75% $ 2,155,679 $ - $ 1,203,107 STP 3 227 Pines to Evergreen(Completed) 1.01 2017 $ 288,098 $ 642,852 TAP $ 2,134,057 14% $ 2,134,057 $ - $ 1,845,959 Sullivan to Corbin $ 970,000 LA 4 237 1.33 2018 $ 579,503 $ 813,000 RCO $ 2,362,503 25% $ 4364503 $ - (Bid for 2018 Construction) $ 1,783,000 $ 449,800 CMAQ 5 000 University to Balfour Park(Planned)2 0.92 2018 $ 101,250 $ 198,950 TAP $ 750,000 14% $ 1,650,000 $ (900,000) (Possible Revision:University to Dartmouth) $ 648,750 6 000 Evergreen to Sullivan(Planned) 1.02 2018 $ 222,075 $ 1,422,925 CMAQ $ 1,645,000 14% $ 2,342,500 $ (697,500) Total Project Limits:Corbin to Balfour Park2 5.28 - $ 2,805,605 $ 6,241,634 $ 9,047,239 31% $ 10,644,739 $ (1,597,500) Footnote 1: Base Trail Elements Only indicates that the completed and proposed trail projects captured herein are the basic,bare-bone trail elements such as asphalt path,street crossing safety elements, and minimal landscaping and lighting.The long-term goal of the City is to provide more than just a paved trail.The Appleway Trail Master Plan envisions a linear park with themed sections that are complete with bathroom and drinking fountain facilities,playgrounds,community gardens,outdoor exercise equipment,directional and interpretive signage,bicycle trail courses,and varying types of open space.The City must strive to implement these amenities in order to complete the vision of the Appleway Trail Master Plan and provide users with a complete,linear park. Footnote 2: The current segment scope extends the Trail from University&Appleway to Balfour Park located at the northeast corner of Sprague&Dartmouth.Due to various uncertainties associated with Balfour Park,the City may propose to only extend the trail from Appleway&University to Appleway&Dartmouth.Reducing the scope of this segment of the Appleway Trail may have a cost savings of approximately$750,000. Acronyms:STA-Spokane Transit Authority STP-Surface Treatment Preservation LA-Legislative Appropriation TAP-Transportation Alternatives Program RCO-Recreation and Conservation Office CMAQ-Congestion Mitigation&Air Quality Siicbkane 40000 Valley 11707 E Sprague Ave Suite 106 ❑ Spokane Valley WA 99206 509.921.1000 ❑ Fax: 509.921.1008 ❑ cityhall@spokanevalley.org Memorandum To: Mayor and Councilmembers From: Mark Calhoun, City Manager Date: February 13, 2018 Re: General Fund — Fund Balance Discussion Through the course of our annual budget development conversations we have discussed the General Fund fund balance (reserves) in general terms and note that we carry a minimum of 50% which reflects a 6-month operating reserve. The concept of the 6-month operating reserve is a quick and easy explanation but in reality the computation we use to arrive at a 50% reserve balance is considerably more thoughtful — not complex—just more involved. As we've progressed through conversations on how we might finance street operations and maintenance, pavement preservation and street construction projects we at times hear that our General Fund reserves are too high and that we should pare them back to a lower amount. Consequently I'd like to provide you with a description of both how we arrived at our 50% reserve balance as well as what we do when the balance exceeds 50%. FUND BALANCE DEFINED Fund balance is an accounting concept that measures the difference between total assets (what the fund owns including cash and receivables) and total liabilities (what the fund owes to other parties including accounts payable and deferred revenues). A primary objective of a fund balance policy is to maintain adequate resources to cope with cash flow needs and contingencies, now and into the future. PROJECTED GENERAL FUND — FUND BALANCE In the 2018 General Fund budget as initially adopted we anticipated the ending fund balance to be $25,652,053, which represents 62.73% of recurring expenditures. • = Ending fund balance Recurring expenditures 62.73% = $ 25,652,053 $ 40,891,379 ITEMS TO CONSIDER IN SETTING A MINIMUM FUND BALANCE It has been the City's policy to maintain an ending General Fund fund balance that is a minimum of 50% of recurring expenditures. We arrive at this figure by considering the following: 1. Cash In-flow—cash reserves that are required as a result of the timing of revenue receipts. P:ICity ClerklAgendaPackets for Web1201812018, 02-1311tem 4 memo-re-General Fund minimum fund balance.docx Page 1 2. Cash Out-flow — cash reserves that are required to meet ongoing operations and capital construction needs. 1) Minimum General Fund Reserves Required to Meet "Cash In-flow" Needs: It is necessary to maintain a minimum fund balance to meet cash flow needs and to do so one must have a sense of the timing of cash receipts and disbursements. In General Fund operations, most revenues (cash receipts) and expenditures (cash disbursements) typically take place in a relatively predictable manner with approximately one-twelfth occurring each month. Two important exceptions to this rule are the timing of receipts related to A) property tax collections and B) remittances from the State of Washington. A) Property Taxes • Property taxes are collected by the County in two installments each year with deadlines that fall on April 30th and October 31st. The County then remits to the City its share of property taxes with about 40% of collections arriving each May and November (for a total of 80%) and the remaining 20% of collections arriving in June and December (roughly 10% of the annual total each of those months). • The 2018 City property tax levy is $11,796,100. Because we receive this in two installments in essentially May and November, we run a "cash in-flow deficit" equal to one-half of the levy amount in those months or $5,898,050. Cash deficit = 2018 Property Tax Revenue 2 $5,898,050 = $ 11,796,100 2 B) Remittances from the State of Washington • There is a time lag between when the State of Washington collects various taxes and when they remit them to the City (i.e. sales taxes, motor vehicle fuel taxes, criminal justice disbursements, liquor profits and excise tax, hotel/motel taxes, etc.). • The City accrues these revenues with a one-month time lag which means the State remittance is recorded as revenue one-month earlier than when it is actually received. Total General Fund State shared revenues in 2018 are estimated at $25,697,300. Assuming these are received one-twelfth each month, our "cash in-flow deficit" is approximately $2,141,442. State Remittances Sales tax $ 20,881,900 Sales tax- Public Safety $ 967,800 Sales tax- Criminal Justice $ 1,738,000 State shared revenues $ 2,109,600 Total receipts $ 25,697,300 Months per year 12 Average monthly receipt $ 2,141,442 P:ICity ClerklAgendaPackets for Web1201812018, 02-1311tem 4 memo-re-General Fund minimum fund balance.docx Page 2 Together, these two revenue sources necessitate that the City maintain a minimum General Fund fund balance of$8,039,492 or 19.66% of recurring General Fund expenditures in order to simply meet cash flow needs. This is computed as follows: Cash deficit caused by revenue remittance delay 1.A) Semi-annual property tax remittance $ 5,898,050 1.B) Approximate monthly remittance from the State of WA $ 2,141,442 Minimum needed to meet cash flow $ 8,039,492 Minimum cash flow reserve = Cash deficit caused by revenue remittance delay 2018 Recurring General Fund expenditures 19.66% = $ 8,039,492 $ 40,891,379 2) Minimum General Fund Reserves Required to Meet "Cash Out-flow" Needs It is necessary to maintain a minimum fund balance to meet cash out-flow needs and to do so one must have a sense of the timing of disbursements. In General Fund operations we take into consideration two types of cash disbursements including A) operating expenses and B) capital project disbursements that are grant financed. A) Operating Reserve It is prudent to hold cash reserves that are some reflection of a predetermined number of "months of operating expenses on hand." Assuming recurring expenses are incurred evenly throughout the year, or in other words, that 1/12 of the 2018 recurring operating budget of $40,891,379 is disbursed each month, then: A fund balance equivalent to 1-month of operations is: $40,891,379 x 1 / 12 = $ 3,407,615 = 8.33% A fund balance equivalent to 2-months of operations is: $40,891,379 x 2 / 12 = $ 6,815,230 = 16.67% A fund balance equivalent to 3-months of operations is: $40,891,379 x 3 / 12 = $ 10,222,845 = 25.00% We recommend the City maintain a three-month operating reserve or $10,222,845 in 2018. B) Capital Projects Reserve Each year the City has a number of capital construction projects that are in-part grant financed. With these projects, the granting agencies require that the work be complete and the contractor paid by the City prior to their reimbursement of our out-of-pocket disbursement. This means we must carry a sufficient cash reserve balance to meet the demand for payment by the contractor. The number and cost of capital projects varies from year to year but in 2018 we have budgeted P:ICity ClerklAgendaPackets for Web1201812018, 02-1311tem 4 memo-re-General Fund minimum fund balance.docx Page 3 a total of$21.5 million of capital projects which we will pay for with cash-on-hand of$6.3 million and $15.2 million of grants. Assuming expenditures are incurred evenly over a 6-month construction season, this means we must hold a $2,533,333 capital construction reserve (= $15.2 million / 6 months). This $2.5 million represents a General Fund reserve of 6.20%, computed as follows: Capital Project Reserve = $ 2,533,333 = 6.20% Recurring Expenditures $ 40,891,379 COMBINED MINIMUM FUND BALANCE NEEDED TO MEET CASH FLOW REQUIREMENT Combining the fund balance required to meet 2018 General Fund cash in-flow and cash out-flow needs yields a total of$20,795,670 or 50.86% of recurring expenditures. This computation is based upon a summary of each element noted in this analysis. Cash Reserve Recurring Reserve Required Expenditures cyo Cash In-flow 1.A) Semi-annual property tax remittance = $ 5,898,050 / $40,891,379 = 14.42% 1.B) Remittances from the State of Washington = $ 2,141,442 / $40,891,379 = _ 5.24% Cash Out-flow # 2.A) Operating = $ 10,222,845 / $40,891,379 = 25.00% 2.B) Capital projects = $ 2,533,333 / $40,891,379 = 6.20% $ 20,795,670 / $40,891,379 = 50.86% WHAT HAPPENS WHEN THE FUND BALANCE EXCEEDS 50%? The City has a long history of adopting and adhering to General Fund budgets and in fact, by actively managing our operations we typically under-expend the budget Council has adopted. The result of this is that we add to our General Fund reserves. By the same token, we've been fortunate enough to have existed within a fairly robust economy these past few years and consequently our actual revenues have exceeded our budget estimates which also adds to our General Fund reserves. Annually, typically in the spring and after the previous years' books have been closed, the City Manager and Finance Director compute the actual fund balance reserve —which is done by dividing the actual fund balance (reserves) by the recurring expenditure budget. That portion which exceeds 50% is then transferred into Capital Reserve Fund #312. Since 2013 we have transferred approximately $17.9 million into Fund #312 and this money has been used to finance a variety of Council approved projects. Listed below is a complete history of annual transfers from the General Fund to Capital Reserve Fund #312 and the projects these transfers have financed: P:ICity ClerklAgendaPackets for Web1201812018, 02-1311tem 4 memo-re-General Fund minimum fund balance.docx Page 4 Capital Reserve Fund#312 Sources General Fund -2013 7,826,207 General Fund -2014 transfer of 2012 fund bal>50% 2,443,507 General Fund -2015 transfer of 2013 fund bal>50% 1,783,512 General Fund -2016 transfer of 2014 fund bal>50% 1,828,723 General Fund -2017 transfer of 2015 fund bal>50% 3,003,929 General Fund -2018 transfer for misc. cap projects 1,000,000 Developer contribution (Library District) -2013 3,180 Developer contribution (Library District) -2014 4,675 17,893,733 Uses Sullivan Rd. West Bridge Replacement 2,085,810 completed Appleway Trail University to Pines 1/152,026 completed Appleway Trail -Sullivan to Corbin 347,000 committed Appleway Trail - Pines to Evergreen 288,148 completed Appleway Trail - Balfour to University 101,250 committed Appleway Trail - Evergreen to Sullivan 222,075 committed Appleway Landscaping 261,993 completed Business routo signago 21,135 completed _ Joint Site Design Balfour Park/Library 57,601 completed _ City Hall ($58,324 to#310+$5,162,764 to#313) 5,199,664 completed _ Barker Road / BNSF Grade Separation 1,421,321 committed _ Pines Road Underpass 1,221,321 committed Reconstruct Euclid after sewer installation 1,800,000 committed Carnahan & 8th - ROW acquisition 600,000 committed Sculpture siting at City Hall 38,526 completed , Bus stops & ped crossings on Indiana Ave. 110,000 committed Sullivan Park land acquisition 600,000 committed Sullivan Park water line installation 152,858 committed Barker Road corridor improvements 721,321 commi -d Balfour Park development 721,321 co p itted Improvements at proposed SCLD Balfour site 460,715 -ommitted 17,884,089 Difference 9,644 SUMMARY The General Fund reserve balance that an individual municipality should carry is unique to the cash flow needs of that entity. The reserve balance the City of Spokane Valley carries is in my opinion appropriate because it is constructed upon a well thought out process that is based upon our own distinctive revenue and expenditure structure. Attached to this memo are two different articles that discuss General Fund reserves: • The first is from the October 2016 Ask MRSC (Municipal Research and Services Center) newsletter. • The second is from an article entitled "Why We Put Money Aside" that was in the June 2013 Governing publication. P:ICity ClerklAgendaPackets for Web1201812018, 02-1311tem 4 memo-re-General Fund minimum fund balance.docx Page 5 One final thought on this topic is that our General Fund fund balance has served us well in our bond rating presentations with Moody's Investor's Service and is likely in-part responsible for the "Aa2" rating they have assigned to the City of Spokane Valley. I have attached a copy of Moody's May 10, 2016 Credit Opinion that was issued as a part of our 2016 LTGO Bond issue (proceeds used for our City Hall construction project). At that time our credit rating was an "Aa3". If you should have any questions or comments please feel free to contact me at any time. P:ICity ClerklAgendaPackets for Web1201812018, 02-1311tem 4 memo-re-General Fund minimum fund balance.docx Page 6 Problem ,Salver PUBLIC MONEY , By Justin Marlowe Why We Put Money Anda States and ;ooalities have very different perspectives on the point of rainy day funds, Wal]ace ,Sayre, an early and reports from the past five yearst I found . these government's did spend down most influential scholar of pub- the aver lo 1.unserved x d or all of their reserve funds.But the vi st lic management,once said balance to be around 34 percent of.Einnuai] atiajurity, including several with large public and businessadmin- general funspenditures. Even more reserve funds,reduced spc'i ding instead.. istration are"alike only in all unimportant striking is how much theselocal balances WhyuEere local governments rctkxiit respects." His insight applies equally to vary.Iti not uncommon to sec a gro.rp of to spend reserve funds during one of the states and localities and their rainy dayc, governments with 0 percent fund sterni iest eras in history?On the record, funds.Both put money aside for unfore- balances and a nearly identical group of many local finance officials say they would seen emergencies or hard tunes.But states loris actions wit' and}al.a nc'es at 70 to prefer to use those funds to take on an use these funds to solve problem&Many 80 percent of annual spending, idiosyncratic problem,such as a flood or local governments use them—or don't—in Here's the most important difference ways that reveal problem. Unlike the states, local governments did Among the states,rainy day funds have not spend down their ieserves during the 61 h were local been the hest(and i n some cases the only) Great Recession.in fiscal 2007 the aver- tool vertool available to blunt the Great Reces- age local unreserved general fund balance governmentsreticent lion's fiscal destruction.During tie good was 37 percent of annual general fund years prior to the downturn,must states expenditures. in 2009, as the recession to spend reserve built up 5 to 10 percent of annual ex pend i- began to take hold, it fell to 29 percent tures in their funds.inning the recession But by 2011,a&the recovery struggled to funds during one of and tho ever-so-slow recovery,they spent almost all oFthat money tofill budget gaps the stormiest eras created when revenues fell short and ser- r� vice demands spiked. in history?" Most local governments do not have formal rainy day funds in the sae c3 4 0 way most states do. A typical state 0 the loss of a major local employer.(1fl' rainy day fund is governed by a law the record,they will tell you it has a that sets a target fund balance and Average lotto dowith citigens'lack ofunder- dictates when to use and replenis.7 amount of standing of what local government that balance.According to recent unreserved services really cost. Some say, i-if research, only 11 of ate 30 largos general we spend it,we won't get it back." U.S..cities have an actual rainy clay in other words,the pressure to keep fund. Instead, most localities use funds that taxes low is so great that they would budget surpluses or unreserved fund localities never be able to replenish the reserves balances as a rainy day fund,but one keep in with new incremental revenues_ nth- without the constraints of a formal fund the bank e say, 'I can't spend it because my policy.These informal practices are not council wants our reserve funds higher necessarily had,but they're not as trans- each year. than the(neighboring)city of X,"Trans- parent as must state policies. lation:High reserve funds are a signal of Unlike states'funds,local reserve 1ev- strength and prosperity precisely because els are large and varied_Where state rainy start,it was back up to 31 percent.In the you don't really need then,.Until we can day fund balances have hov around meantime,operating margins—or the per- address these much larger issues of per- S tot. pc3'cent of annual spercJi-gr local cent by which revenues exceed expendi- ceptions, local rainy day funds will be a 1 gone 1 nts tend to keep much more tures—fell from an average of is percent in symptom rather than a solution. 0 in the bank.In my own analysis of more 2007 to an average ofless than 15 percent than 6,000 local government financial in 2011.To be clear, about one in four or t mail jrraarIowe@w,shingto .edu 18 GOVERNING I June 2013 Mark Calhoun From: MRSC <fistadmin nirsc.ccsend.coni> on behalf of MRSC <listadmin mrsc.org> Sent: Friday, October 21, 2016 9:08 AM To: Mark Calhoun Subject: Ask lv1RSC: October 2016 Having trouble viewing this email?ClIctc.here OCTOBER 2016 Ask MRSC is a monthly e-newsletter featuring responses lo selected inquiries received by the consultant staff of MRS . Submit your own question via our simple online form. IN THIS ISSUE Are local governments required to maintain specific reserve fund balance levels? Should a local governliient continue adding to its operatin e_serve if it has already met the requirement ()lithe policy? Do newspaper publi ;tiers or distributors have anter legal rights to place newspaper pay boxes in the public right-o1-way? Can the city have them meved or at least placed on private property? Do advisory committees need to talc minutes of their meetings? How often are cities required to adopt or approve their capital Faciiities plan? What are the public hearing requirements associated with raising a utility rate? Arc local governments required to maintain specific reserve hind balance levels? Should a local government continue adding to its operating reserve if it has already met the requirement of the policy? This is always a good topic of conversation and the answer is almost always "it depends." Financial policies are considered a best practice by the GFOA and at the top of the list of recommended financial management policies by the SAO. Thereis no statutory requirement for fund balance levels, nor is there any specific reference within the SAO BARS manual that states that a municipality (whether it's a county, city, or special purpose district) has to have a specific revel of operating reserves(also known as i "beginning'" or"ending" fund balance). The 15% figure was a previous recommendation made by the GFOA for the general fund. This percentage has since been updated with the 2015 release of the GFOA best practice paper on Appropriate Level of Unrestricted Fund Balance in the General Fund, The recommendations made by the GFOA now speaks of several Factors that would lead an entity to adopt a policy that addresses these factors in a way that is specific to them, An excerpt from the best practice paper states: In establishing a policy governing the revel of unrestricted fund balance in the general fund, a government should consider a variety of factors, including: 1. The predictability of its revenues and the volatility of its expenditures (i.e., higher evels of unrestricted fund balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if operating expenditures are higily volatile); 2. Its perceived exposure to significant one-time outlays (e.g., disasters, immediate capital needs, state budget cuts); 3. The potential drain upon general fund resources From other Funds, as well as, the aysilability of resources in other funds; 4. The potential impact on the entity's bond ratings and the corresponding increased cost of borrowed funds; 5- Commitments and assignments (i.e-, governmenms may wish to maintain higher levels of unrestricted fund balance to compensate for any portion of unrestricted fund balance already committed or assigned by the government for a specific purpose), Governments may deem it appropriate to exclude from consideration resources that have been committed or assigned to some other purpose and focus cn unassigned fund balance, rather than on unrestricted fund balance Depending upon the answer to the above questions, a local government may find that 15% is not adequate to meet their needs, Or to the contrary, a local goverment may determine that 15% of the operating budget would be more than sufficient. You additionally asked whether a local government should continue to add to its operating reserve if it has already met the requirement of the policy. This question can only be answered by the policy adopted. You may want to consider expanding your current policy to define such things as "use and replenishment."You will note that the GFOA best practice paper has a section that speaks to this issue Budget is a great time to review financial policies currently in place and to fine tune those policies to meet current fiscal needs. Hereis a link to our FinancialfBudget Policies topic page, whe--e you will find some excellent samples of what other jurisdictions are doing in this area of fiscal management. Additionally: here is a link to the SAO - FIT(Financial Intelligence Tool) than will assist in evaluating the financial condition of the county and provide you with fiscal data for your analysis of appropriate fund balance Submit a Question : Subscribe Search/Browse All Inquiries Do newspaper published or rli irihtitors have any kgl riglitN to place ztewsracks or 11110i•8papcv pay hors in the public right-ofvuy'i Can the city hove them inuvcd or al least placed on private properly? 2 P:\1.General Governance\Budget\2019 Budget\Finance\potential and pending projects CIN OF SPOKANE VALLEY,WA I 2/13/2018 I Pending/Potential Projects Worksheet Project Financing Estimated Grant Financed City Financed Total Potential/ Fund 101 Fund 103 Fund 123 Fund 309 Fund 310 Fund 312 Fund 301/302 Project Secured Anticipated General Street Paths& Civic Facilities Parks Capital Civic Buildings Capital Bond Cost Grants Grants Fund Fund Trails Replacement Project Capital Projects Reserve REET Financed Other Total Unfunded Capital Proiects Completed or In-progress: -Pavement Pres Program Fund#311(through 2016) N/A 4,568,530 0 5,882,507 837,960 0 27409656 B 0 0 1,901,614 0 15,912 15,615,179 N/A -Phase 1 Applcway Landscaping(Dora to Park) 261,003 B B B 8 8 B B 8 261,003 B B 8 261,003 B 21,130 8 8 8 8 8 8 8 8 21,13& 0 8 8 21,130 8 57,601 8 8 8 8 8 8 8 8 57,601 0 8 8 57,601 8 -Sullivan Road West Bridge replacement 15,842,040 13,022,645 0 0 0 0 0 0 0 2,085,810 365,803 0 367,782 15,842,040 0 - e_(Completed) 1,614,678 8 8 8 8 58406 8 8 8 1,52,025 103,303 8 58 1,614,676 8 -Trail amenities 541,000 541,000 0 0 0 0 0 0 0 0 0 0 0 541,000 0 -Appleway Trail-Sullivan to Corbin(CN to begin 2018) 2,362,503 1,783,000 0 0 0 50,000 0 182,503 0 347,000 0 0 0 2,362,503 0 -Appleway Trail-Pines to Evergreen(Completed) 2,134,107 1,845,959 0 0 0 0 0 0 0 288,148 0 0 0 2,134,107 0 -Appleway Trail-Balfour to University(CN to begin 2020) 1,650,000 648,750 0 0 0 0 0 0 0 101,250 0 0 0 750,000 900,000 -Appleway Trail-Evergreen to Sullivan(CN to begin 2020) 2,342,500 1,422,925 0 0 0 0 0 0 0 222,075 0 0 0 1,645,000 697,500 -City Hall 14,148,281 0 0 0 0 0 0 0 1,000,044 5,199,664 0 7,849,573 0 14,148,281 0 -Carnahan&8th-ROW acquisition 600,000 0 0 0 0 0 0 0 0 600,000 0 0 0 600,000 0 -Remove&reconstruct Euclid Ave(Flora to Barker) after County installation of sewer 2,647,479 0 0 0 0 0 0 0 0 1,800,000 0 0 847,479 2,647,479 0 -Sculpture siting at City Hall 38,526 0 0 0 0 0 0 0 0 38,526 0 0 0 38,526 0 Future Construction: -Balfour Park development 3,866,000 0 0 0 0 0 0 0 0 721,321 0 0 0 721,321 3,144,679 -Phase 2&3-Appleway Landscaping(Park to University) 3,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 3,000,000 Bridginq the Valley _ -Barker Road/BNSF Grade Separation* 19,000,000 12,019,921 3,349,758 0 0 0 0 0 0 1,421,321 2,209,000 0 0 19,000,000 0 -Pines Road Underpass* 20,000,000 0 18,078,679 1,200,000 0 0 0 0 0 721,321 0 0 0 20,000,000 0 _ Pinccroft land acquisition($500,000) 588488 8 8 8 8 8 8 8 8 58Q888 8 8 8 5887888 8 -Park land acquisition 1,000,000 0 0 0 0 0 0 0 0 0 0 0 0 0 1,000,000 -Railroad Quiet Zones study 85,000 0 0 0 0 0 0 0 0 0 0 0 0 0 85,000 -Bus stops and pedestrian crossings on Indiana Ave. 110,000 0 0 0 0 0 0 0 0 110,000 0 0 0 110,000 0 -Sullivan Park land acquisition 600,000 0 0 0 0 0 0 0 0 600,000 0 0 0 600,000 0 -Sullivan Park water line installation 152,858 0 0 0 0 0 0 0 0 152,858 0 0 0 152,858 0 -Barker Road corridor improvements 13,969,000 0 11,594,000 0 0 0 0 0 0 721,321 0 0 29,000 12,344,321 1,624,679 -Improvements at proposed SCLD Balfour site 1,300,000 0 0 0 0 0 0 0 839,285 460,715 0 0 0 1,300,000 0 Total of Capital Projects 107,844,706 35,852,730 33,022,437 7,082,507 837,960 109,300 2,408,656 182,503 1,938,329 17,884,089 4,579,720 7,849,573 1,260,223 113,008,027 10,451,858 'included in 6-year TIP Capital Reserve Fund#312 I - Sources General Fund-2013 7,826,207 General Fund-2014 transfer of 2012 fund bal>50% 2,443,507 General Fund-2015 transfer of 2013 fund bal>50% 1,783,512 General Fund-2016 transfer of 2014 fund bal>50% 1,828,723 General Fund-2017 transfer of 2015 fund bal>50% 3,003,929 General Fund-2018 transfer for misc.cap projects 1,000,000 Developer contribution(Library District)-2013 3,180 Developer contribution(Library District)-2014 4,675 17,893,733 Uses Sullivan Rd.West Bridge Replacement 2,085,810 completed Applcway Trail University to Pine., 1,52,026 completed Appleway Trail-Sullivan to Corbin 347,000 committed Appleway Trail-Pines to Evergreen 288,148 completed Appleway Trail-Balfour to University 101,250 committed Appleway Trail-Evergreen to Sullivan 222,075 committed Appleway-Laadssapiag 261,003 completed &sine.,route signage. 21,130 completed ^.^ ,.,61136=.g. Bale^,-Par,./Library S7,60, completed City Hall($58,324 to#310+$5,162,764 to#313) 5,199,664 completed Barker Road/BNSF Grade Separation 1,421,321 committed Pines Road Underpass 1,221,321 committed Reconstruct Euclid after sewer installation 1,800,000 committed Carnahan&8th-ROW acquisition 600,000 committed Sculpture siting at City Hall 38,526 completed Bus stops&ped crossings on Indiana Ave. 110,000 committed Sullivan Park land acquisition 600,000 committed Sullivan Park water line installation 152,858 committed Barker Road corridor improvements 721,321 comm'.-d Balfour Park development 721,321 co• Med Improvements at proposed SCLD Balfour site 460,715 ommitted 17,884,089 Difference 9,644 2018 02 13 for Council Workshop CITY OF SPOKANE VALLEY City Council Workshop Meeting Date: February 13, 2018 Department Director Approval: X Check all that apply: [' consent ❑ old business [' new business ❑public hearing [' information QX admin. report [' pending legislation [' executive session AGENDA ITEM TITLE: Generator at City Hall GOVERNING LEGISLATION: None. BACKGROUND & PREVIOUS COUNCIL ACTION TAKEN: The design and construction of City Hall contemplated the future acquisition and installation of a generator on the City Hall site to meet electrical service needs in the event the power supply was interrupted. The site, as constructed, includes natural gas supply piping which terminates in a location designed to accommodate a future concrete pad for generator support within the fenced vehicle parking area located at the southwest corner of the building. In addition to natural gas, other generator fuel options exist including both LPG (propane) and diesel. OPTIONS: This is simply a discussion topic. RECOMMENDED ACTION OR MOTION: No Council action is required at this time but Staff is seeking Council direction on whether we should proceed with further research on acquiring and installing a generator at City Hall. BUDGET/FINANCIAL IMPACTS: Rough estimate of$150,000. STAFF CONTACT: Jenny Nickerson ATTACHMENTS: December 2015 memo from DEI Electrical Consultants that provides options for a generator at City Hall. Page 1 of 1 DEI Electrical Consultants, Inc. D1E,I 2205 IV. Woodruff Rd,Ste#S Spokane Valley, WI 99266 Electrical Plume 509/747-5139 Fax 509/623-1555 Consultants To: AWI/Steve Roth From: Danny Smith Date: 12/16/15 Project: Spokane Valley City Hall Subject: Options for Generator Power As requested we have investigated several options for providing additional standby power capacity to the Spokane Valley City Hall project. The options are described below along with "order of magnitude" associated cost. Our base design to this point has estimated that a 125KW natural gas generator will he required.The material cost for the base design is estimated to be$42,0011 The pricing indicated below is for material only. Option A: Provide additional generator capacity to provide enough standby power for either the main floor or second floor. The city asked that we offer an opinion orth.e impact to provide standby power for either floor. We have estimated the electrical load for each floor and found that the generator would need rto be 250KW in either case, lucrease the generator size to power either the main or second floor; provide load shedding connections to building energy management system to shed HI/AC loads. Estimated KW required—250KW. 1.. Natural gas generator; $100,750. 2. Diesel with 48 hour base tank; .$73,000. Option 13; Provide the on-site natural gas generator as planned for the 700& 702 loads- Estimated KW required — 125KW. Provide a manual transfer switch and revise the distribution so that a mobile diesel generator could be brought to the site to provide additional generator power to designated areas. Estimated KW required for mobile unit— 15 0KW. 1. Cost of city owned diesel trailer mounted mobile unit; $46,000. 2. Cost to tem a diesel trailer mounted mobile unit; $2,800/month based on 176 hour run time(28 days) a month. 3. Cost to provide a manual transfer switch,cable and revise the optional standby power distributions branch; $20,000.. 4. The only way to guarantee generator availability is to lease monthly at a standby rate of$2,240/month. Option, C; Provide an on-site diesel generator that would power the whole building; provide load shedding connections to building energy management system to shed HVAC loads. Estimated KW required—5ODKW. We assumed a diesel generator at this sive as natural r s units get expensive above 150KW. 500KW generator,transfer switches and revised power distribution; $125,000. W.12002t5Acsi. it v~o r unoplio[.ds CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: February 13, 2018 Department Director Approval: Check all that apply: [' consent ❑ old business ❑ new business [' public hearing ❑ information ® admin. report [' pending legislation [' executive session AGENDA ITEM TITLE: Economic Analysis of Tourism Related Venues and Events GOVERNING LEGISLATION: None PREVIOUS COUNCIL ACTION TAKEN: • March 8, 2016, Council heard a report from Community Attributes, Inc. (CAI) on the Retail Improvement Study, as well as the Tourism Enhancement Study. • August 16, 2016, Council authorized staff to move forward with the analysis of six potential tourism enhancement projects. • November 30, 2016, Council and staff attended a special Council meeting to hear about and discuss the CSL Feasibility Study, the purpose of which was to consider a potential sports complex on land located near the HUB facility, and for potential major enhancements to Spokane County's existing Plante's Ferry Sports Facility. • December 20, 2016, Council heard a report from CAI on an update to the Tourism Enhancement Study, including analysis of the six projects approved by Council as well as the Plante's Ferry expansion and the HUB Complex. • Also, Council heard at the November 17, 2017 council meeting that staff was having CAI perform an analysis on expanding the outdoor venue at CenterPlace in addition to the other projects in the Tourism Enhancement Study. BACKGROUND: In the attachments to this report Staff have prepared an analysis of the economic impact of nine potential tourism enhancement projects. Our analysis is based upon three separate consultant prepared documents: • the CAI report titled Spokane Valley Tourism Analysis — Phase II Project Profiles dated March 2017, • the CSL Feasibility Study from November 2016, and • a recently completed draft report from CAI that analyzes the economic impact of a future CenterPlace West Lawn Expansion project, In the analysis, the top box computes the amount that the City would have to borrow to actually construct the amenity: • The line titled "Mid-Range Capital Costs is the mid-point of the estimated cost of construction provided in either the CSL or CAI studies. It is important to understand that the actual capital costs may be higher or lower than that used in the estimates in the summary. • The funding also assumes that Spokane County is contributing $5,861,000 towards Plante's Ferry and $2,500,000 towards the HUB Complex as a result of a levy lift. It is unknown if this would actually occur and as a result a second attachment shows the analysis of these two projects if the County does not make these contributions. Staff have also assumed the use of all of the proceed collected to date of the 1.3% lodging tax accounted for in our Hotel/Motel Tax—Tourism Facilities Fund #104. The City imposed this tax at the request of the Lodging Tax Advisory Committee effective July 1, 2015, and the proceeds of this tax are to be used solely for capital expenditures for acquiring, constructing, making improvements to other capital related expenditures for large sporting venues or venues for tourism-related facilities that generate overnight guests at lodging facilities. The balance of this fund at the end of 2018 is estimated at $1,826,732. • For the CenterPlace Expansion project, capital costs are reduced by $200,000 which reflects General Fund money being used towards this project in the 2018 Budget. • The remaining capital costs would be financed by borrowing money which would be facilitated through an LTGO bond issue. Staff calculated the estimated bond payments based upon the following assumptions: o Annual interest rate of 4.5%. o Bonds repaid over 30 years for all projects except the HUB Complex where we estimate bonds would be repaid over an average of 20 years (in reality the bond issue related to construction of the ball fields would be repaid over the estimated useful life of the fields of 10 years and structures would be financed over 30 years). o Bond issuance costs of 2% of the net proceeds needed. o The 1.3% lodging tax accounted for in Fund #104 could provide up to $377,000 annually for the bond payment, based on current revenue projections for this tax. The second box on the summary shows the estimated annual revenues and expenditures for each of the projects, including: • Annual operating revenues as estimated by either CAI or CSL. • City Staff's calculation of estimated increases in sales taxes collected by Spokane Valley that result from the project. The estimated increase in sales tax collections is calculated by multiplying the City's 0.85% sales tax rate by the estimated visitor spending in the City, as estimated by CAI or CSL. • Annual operating expenditures as estimated by CAI or CSL. • The estimated annual bond repayment necessary as a result of borrowing money to construct the facility. • The annual gain or loss (net impact on cash) of the project is listed in bold and double underlined near the middle of the page. The third box on the summary lists a few additional economic impacts of the projects. Included here is: • The estimated visitor spending in the City as provided by either the CAI or CSL studies. • City Staff's calculation of increases to sales tax collections. • CAI and CSL's estimated number of jobs created in the City. • The capital costs of the project per job created. It is anticipated by staff that most of the jobs created by these projects would be at minimum wage and part-time in nature. OPTIONS: None—discussion only. RECOMMENDED ACTION OR MOTION: None—discussion only. BUDGET/FINANCIAL IMPACTS: The Hotel/Motel Tax — Tourism Facilities Fund #104 is estimated to have ending fund balance of$1,826,732 at the end of 2018 (Fund #104 ending fund balance in the 2018 Budget of$1,576,732 plus a transfer in of$250,000 from the Hotel/Motel Tax Fund #105 as was approved by Council on January 9, 2017). Revenues in that fund are currently estimated at$377,000 annually which would finance approximately$6,020,501 in bond proceeds. STAFF CONTACT: Chelsie Taylor, Finance Director and Mark Calhoun, City Manager ATTACHMENTS: • Analysis of Potential Tourism Enhancements • Analysis of Potential Tourism Enhancements for Plante's Ferry and HUB Complex assuming no contributions from Spokane County CITY OF SPOKANE VALLEY,WA 2/6/2018 Analysis of Potential Tourism Enhancements Council Workshop February 13,2018 Trails and Special Whitewater Arts& Balfour Plante's HUB CenterPlace Arts Events &Park Entertainment" Fairgrounds Park Ferry Complex Expansion Capital Costs Mid-Range Capital Costs $ 3,600,000 $ - $ 2,350,000 $ 3,825,000 $ 8,400,000 $ 6,400,000 $ 5,861,000 $ 27,880,000 $ 2,014,967 Less: Spokane County contributions $ - $ - $ - $ - $ - $ - $ (5,861,000) $ (2,500,000) $ - Estimated Fund#104 @ 12/31/18 $ (1,826,732) $ - $ (1,826,732) $ (1,826,732) $ (1,826,732) $ (1,826,732) $ - $ (1,826,732) $ (1,814,967) Other City funding source $ - $ - $ - $ - $ - $ - $ - $ - $ (200,000) Remaining capital cost to finance $ 1,773,268 $ - $ 523,268 $ 1,998,268 $ 6,573,268 $ 4,573,268 $ - $ 23,553,268 $ - LTGO bond payment $ 111,041 $ - $ 32,767 $ 125,130 $ 411,614 $ 286,375 $ - $ 1,846,898 $ - -30-year bond @ 4.5%,issue costs @ 2% (except HUB which is a 20-year bond) - 1.3%lodging tax may provide up to $377,000 annually for the payment Analysis of Annual Activity Annual revenues -Operating revenues $ - $ - $ - $ 342,500 $ 460,800 $ - $ 1,469,890 $ 1,277,901 $ 32,800 - Estimated increase in sales tax collections $ 21,862 $ 12,580 $ 21,565 $ 12,665 $ 27,115 $ - $ 35,514 $ 34,103 $ 29,427 $ 21,862 $ 12,580 $ 21,565 $ 355,165 $ 487,915 $ - $ 1,505,404 $ 1,312,004 $ 62,227 Annual expenses -Operating expenses $ 8,500 $ 60,000 $ 180,000 $ 341,000 $ 305,000 $ - $ 1,750,352 $ 1,428,683 $ 27,000 - Bond payment $ 111,041 $ - $ 32,767 $ 125,130 $ 411,614 $ 286,375 $ - $ 1,846,898 $ - $ 119,541 $ 60,000 $ 212,767 $ 466,130 $ 716,614 $ 286,375 $ 1,750,352 $ 3,275,581 $ 27,000 Annnual gain(loss)on activities $ (97,679) $ (47,420) $ (191,203) $ (110,965) $ (228,699) $ (286,375) $ (244,948) $ (1,963,577) $ 35,227 Analysis of Other Economic Impacts Estimated visitor spending in the City $ 2,572,000 $ 1,480,000 $ 2,537,000 $ 1,490,000 $ 3,190,000 $ - $ 4,178,110 $ 4,012,116 $ 3,462,000 -Corresponding increase in sales tax $ 21,862 $ 12,580 $ 21,565 $ 12,665 $ 27,115 $ - $ 35,514 $ 34,103 $ 29,427 Number of jobs created 32 27 31 20 43 - 83 86 68 -Capital cost per job created $ 112,500 $ - $ 75,806 $ 191,250 $ 195,349 n/a $ 70,614 $ 324,186 $ 29,632 - The majority of jobs created are assumed by staff to be part-time,minimum wage jobs Values for capital costs,operating revenues,operating expenses,estimated visitory spending in the City,and number of jobs created was taken directly from the CAI report. Values for capital costs,operating revenues,operating expenses,estimated visitory spending in the City,and number of jobs created was taken directly from the CSL report. Values for capital costs,operating revenues,operating expenses,estimated visitory spending in the City,and number of jobs created was taken directly from the CAI report.The report is still in draft form,and is therefore subject to change. CITY OF SPOKANE VALLEY,WA 2/6/2018 Analysis of Potential Tourism Enhancements-Plantes Ferry&HUB Complex Without Spokane County Capital Contributions Council Workshop February 13,2018 Trails and Special Whitewater Arts& Balfour Plante's HUB CenterPlace Arts Events &Park Entertainment Fairgrounds Park Ferry Complex Expansion Capital Costs Mid-Range Capital Costs $ 5,861,000 $ 27,880,000 Less: Spokane County contributions $ - $ - Estimated Fund#104 @ 12/31/18 $ (1,826,732) $ (1,826,732) Other City funding source $ - $ - Remaining capital cost to finance $ 4,034,268 $ 26,053,268 LTGO bond payment $ 252,623 $ 2,042,932 -30-year bond @ 4.5%,issue costs @ 2% (except HUB which is a 20-year bond) - 1.3%lodging tax may provide up to $377,000 annually for the payment Analysis of Annual Activity Annual revenues -Operating revenues $ 1,469,890 $ 1,277,901 - Estimated increase in sales tax collections $ 35,514 $ 34,103 $ 1,505,404 $ 1,312,004 Annual expenses -Operating expenses $ 1,750,352 $ 1,428,683 - Bond payment $ 252,623 $ 2,042,932 $ 2,002,975 $ 3,471,615 Annnual loss on activities $ (497,571) $ (2,159,611) Analysis of Other Economic Impacts Estimated visitor spending in the City $ 4,178,110 $ 4,012,116 -Corresponding increase in sales tax $ 35,514 $ 34,103 Number of jobs created 83 86 -Capital cost per job created $ 70,614 $ 324,186 - The majority of jobs created are assumed by staff to be part-time,minimum wage jobs (1) Values for capital costs,operating revenues,operating expenses,estimated visitory spending in the City,and number of jobs created was taken directly from the CAI report. (2) Values for capital costs,operating revenues,operating expenses,estimated visitory spending in the City,and number of jobs created was taken directly from the CSL report. (3) Values for capital costs,operating revenues,operating expenses,estimated visitory spending in the City,and number of jobs created was taken directly from the CAI report.The report is still in draft form,and is therefore subject to change. CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: February 13, 2018 Department Director Approval: Check all that apply: [' consent ❑ old business ❑ new business [' public hearing ❑ information ® admin. report [' pending legislation [' executive session AGENDA ITEM TITLE: Lodging Tax Distribution — Initiate joint meeting with LTAC? GOVERNING LEGISLATION: RCW 67.28; Chapter 3.20 SVMC PREVIOUS COUNCIL ACTION TAKEN: Council approved the distribution of lodging tax revenues for 2018 at the January 9, 2018 council meeting. No action has yet been taken on lodging tax distributions for the 2019 budget development process. BACKGROUND: The Washington Legislature amended RCW 67.28.1816 in 2013 to provide that "the municipality may choose only recipients from the list of candidates and recommended amounts provided by the local lodging tax advisory committee." With this change, Council first adopted goals and priorities for the use of the 2% lodging tax back in August 2013 to provide guidance to the Lodging Tax Advisory Committee (LTAC) on City Council priorities. Each year, Council's goals and priorities are included in the applications for lodging tax grants and are communicated to the LTAC prior to the LTAC's review of applications for funding. Every year since that time, Council has reviewed these goals and priorities and made any changes deemed necessary. However, the LTAC is not obligated to follow City Council priorities, and in past years there have been disagreements between City Council and its desires for allocations and the LTAC recommendation. Council is again scheduled to review goals and priorities for the use of lodging taxes during July 2018 in preparation for the 2019 funding cycle. In order to allow City Council to clarify and better communicate its goals to the LTAC, staff recognizes that it may be appropriate to schedule a joint meeting between the City Council and LTAC after adoption of the City Council goals. This meeting would occur during August 2018 and would allow the Council to provide its approved goals and priorities to the LTAC and to discuss those goals and priorities directly with the LTAC. The calendar showing the anticipated 2018 timeline for the 2019 lodging tax awards is included as an attachment to this RCA. Staff is seeking direction on whether to schedule such a meeting. OPTIONS: Consensus on whether to hold a joint meeting with the Lodging Tax Advisory Committee prior to evaluation of funding requests for 2019. RECOMMENDED ACTION OR MOTION: Consensus to hold a joint meeting with the Lodging Tax Advisory Committee. BUDGET/FINANCIAL IMPACTS: STAFF CONTACT: Chelsie Taylor, Finance Director; Erik Lamb, Deputy City Attorney ATTACHMENTS: • Lodging tax calendar for 2019 awards P:ICity ClerklAgendaPackets for Web1201812018, 02-1311tem 8 RCA for Lodging Tax-Joint Meeting final.docx P:\Finance\2019 Budget\Budget Worksheets\Lodging Tax\Calendar for LTAC 2019 CITY OF SPOKANE VALLEY, WA 10/13/2017 LODGING TAX -2018 Process Leading to 2019 Awards 1/29/2018 2018 2017 2016 Budget Budget Budget Tues 7/17/2018 Admin Report- Review Council goals and priorities for use of 7/18/2017 7/5/2016 7/14/2015 lodging tax proceeds. Tues 7/31/2018 Admin Report- seeking Council consensus on Council goals and 8/8/2017 7/26/2016 8/11/2015 priorities for use of lodging tax proceeds. August 2018 Joint meeting between Council and LTAC at City Hall 9/13/2017 9/15/2016 9/9/2015 -review application -review Council Goals &Priorities for use of lodging tax Wed 8/31/2018 City runs notice in newspaper, places on web site, and sends letters to 9/1/2017 8/31/2016 9/2/2015 2017 award recipients and others agencies that may have expressed interest. Fri 10/5/2018 Grant proposals are due to City by 4pm (no late submittals will be 10/6/2017 10/7/2016 10/2/2015 accepted). Fri 10/12/2018 Applications sent to Lodging Tax Advisory Committee for review. 10/13/2017 10/14/2016 10/9/2015 Thurs 10/18/2018 8:30 am Applicant presentations to Committee. 10/19/2017 10/20/2016 10/13/2015 Tues 11/13/2018 Formal Council Meeting 11/14/2017 11/15/2016 11/10/2015 Admin Report: LTAC Recommendations to City Council Tues 12/11/2018 ' Formal Council Meeting 12/12/2017 12/13/2016 12/8/2015 City Council Motion Consideration: Award Lodging Tax for 2019 RCW 67.28.1817 requires that the City wait for a period of at least 45 days after the LTAC meeting before action can be taken by the City Council. 12/11/2018 Council Action 10/18/2018 LTAC meeting 54 days 2018 0129 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: February 13, 2018 Department Director Approval: Check all that apply: [' consent ❑ old business ❑ new business [' public hearing ❑ information ® admin. report [' pending legislation [' executive session AGENDA ITEM TITLE: History of Awards of Outside Agency Funding Requests GOVERNING LEGISLATION: This is a component of the annual budget development process. PREVIOUS COUNCIL ACTION TAKEN: No previous action has been taken during 2018. In the advanced agenda portion of a previous Council meeting, a Councilmember expressed interest in increasing the total amount awarded to $200,000 from $150,000 for the outside agency funding award process during the 2019 budget development process. BACKGROUND: The City has provided funding assistance to local economic development and social service agencies dating back to the City's incorporation in 2003 up through the 2018 Budget development process. Through the funding award process, the City is contracting for services that it might otherwise provide. These services include economic development and support of the poor and infirm (as allowed by the Washington State Constitution Article 8, Section 7). Total funding assistance awarded to outside economic development and social service agencies has ranged from a low of $100,000 in 2004 and 2005 to a high of $193,000 in 2017 and 2018. The total award amount is split between economic development and social service agencies each year to varying degrees with economic development agencies receiving on average 65% of the total and social service agencies receiving on average 35%. Economic Development Outside Agency Social Awards Contracted Total Service Total 2004 69,000 0 69,000 69.0% 31,000 31.0% 100,000 2005 69,000 0 69,000 69.0% 31,000 31.0% 100,000 2006 81,000 0 81,000 67.5% 39,000 32.5% 120,000 2007 90,000 0 90,000 69.2% 40,000 30.8% 130,000 2008 120,000 0 120,000 79.5% 31,000 20.5% 151,000 2009 120,000 0 120,000 76.9% 36,000 23.1% 156,000 2010 86,000 0 86,000 60.4% 56,500 39.6% 142,500 2011 97,500 0 97,500 61.5% 61,000 38.5% 158,500 - 2012 87,000 0 87,000 58.0% 63,000 42.0% 150,000 2013 83,900 0 _ 83,900 55.6% 66,900 44.4% 150,800 2014 87,857 0 87,857 58.6% 62,143 41.4% 150,000 2015 70,400 0 70,400 46.9% 79,599 53.1% 149,999 2016 60,228 43,000 103,228 68.8% 46,772 31.2% 150,000 - 2017 91,924 43,000 _ 134,924 69.9% 58,076 30.1% 193,000 2018 82,381 43,000 125,381 65.0% 67,619 35.0% 193,000 1,296,190 129,000 1,425,190 769,609 2,194,799 65% 35% Beginning in 2016, Council decided to split off $43,000 of economic development funds into a separate contract for economic development services with Greater Spokane, Inc., which was continued in the 2017 and 2018 Budgets. This left $107,000 available for awards during the outside agency grant award process for 2016. During the 2017 budget development process, Council increased the total amount available for awards during the outside agency grant process to $150,000, which increase the total funding outside agency awards and contracted economic development services to $193,000. This total amount was carried forward into the 2018 Budget, with $43,000 in contracted economic development services and $150,000 awarded during the outside agency funding process. OPTIONS: None —discussion only. RECOMMENDED ACTION OR MOTION: None— discussion only. BUDGET/FINANCIAL IMPACTS: $150,000 was awarded during the 2018 Budget development process for this purpose along with contracted economic development services of$43,000. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: • Outside Agency Award History from 2004 through 2018 • Outside Agency Funding Awards chart • Calendar for Outside Agencies 2019 Budget CO O O N(O W N(O W O N(O N-o 0 0 0 *. 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Sarah Farr Jul 14 Jul. 1 ti Jun 29 - Media release to City website, Chris I Carrie - Notice to newspapers- Carolbelle Branch August 10 -Agency request due at City Finance Department Aug 11 Aug 12 Jul 24 September 11 - Finance submits Agency requests to City Clerk for inclusion on Sep 11 Sep 12 Aug 24 the September 18 Oouncil agenda. September18 Council Study Session Sep 19 Sep 21 Sep 1 - Economic Development and Social Service Agency presenlatlons to the Council(max 5 minutes each) October 12 -Council retires their individual recommendations for each Del 13 Der. 14 Sep 11 agency to Finance Director- Octal;Nr 16 - Finance submits tc City Clerk the proposed awards to each agency Oct 16 Oct 17 Sep 15 based upon tho funding methodology agreod to by the City Council at the February 26. 2013. Council workshop. • Octet or 23 Formal Council Mleatinq Oct 24 Oct 25 Sep 22 - Council makes final determination of awards to Agencies for inclusion in the 24'9 Budget. October 31 - Award Letters sent out Oct 31 Oct 28 Oct 9 • 2018.01 03 SCHEDULE ALL ROOMS FOR MEETINGS!!!(LTAC,ETC.) CITY OF SPOKANE VALLEY,WA 1/29/2018 2018 2017 2016 2019 BUDGET CALENDAR Budget Budget Budget timeline timeline timeline When June 12 Council Workshop June 13 June 14 June 16 - 2019 Budget workshop with Council. July 17 Council Study Session - Admin Report-Council goals&priorities for use of lodging tax 0 July 18 July 5 July 14 July 31 Formal Council Meeting - Consensus on Council goals&priorities for use of lodging tax August 8 July 26 August 11 Aug Joint Meeting with LTAC - Discuss Council goals&priorities with LTAC Aug 21 Formal Council Meeting - August 22 August 9 August 11 Sept11 Formal Council Meeting - Public Hearing#1 on 2019 revenues including ,. **** Sept 12 Sept 13 August 25 - September 12 September 13 August 25 Sept18 Council Study Session - Economic Development Agency presentations(5 min max each) Sept 19 Sept 21 Sept 1 - Social Service Agency presentations(5 min max each) Sept 19 Sept 21 Sept 1 - Sept 12 Sept 21 Sept1 Sept 25 Formal Council Meeting - City Manager presentation of 2019 Preliminary Budget. **** Sept 26 Sept 27 Sept 8 Oct 2 Council Study Session - Admin Report-2018 Budget Amendment October 3 October 4 Sept 22 Oct 9 Formal Council Meeting - Public Hearing#2 on 2019 Budget. **** Oct 10 Oct 11 Sept 22 - Oct 10 Oct 11 Sept 22 Oct 23 Formal Council Meeting - Public Hearing on 2018 Budget Amendment **** Oct 24 Oct 25 Oct 13 - Oct 31 Oct 25 Oct 13 - First reading of the 2018 Budget Amendment Ordinance. Oct 24 Oct 25 Oct 13 - First reading of the 2019 Budget Ordinance. Oct 24 Oct 25 Oct 13 - Council motion to award Outside Agency grants Oct 24 Oct 25 Sept 22 Nov 6 Council Study Session - Admin Report-2019 Fee Resolution Nov 21 Nov 1 Dec 1 Nov 13 Formal Council Meeting - Public Hearing#3 on final 2019 Budget **** - LTAC recommendations to Council Nov 14 Nov 8 Nov11 - Second reading of the 2018 Budget Amendment Ordinance. Nov 14 Nov 8 Oct 27 - Second reading of the 2019 Budget Ordinance. Nov 14 Nov 8 Nov11 Dec 11 Formal Council Meeting City Council Motion Consideration: Award Lodging Tax for - 2019 Jan 9 Dec13 Dec 8 - 2019 Fee Resolution adoption if changes are needed. Dec 12 Dec 13 Dec 29 **** City Clerk will post appropriate notice in newspaper. DRAFT ADVANCE AGENDA as of February 7,2018; 10:00 a.m. Please note this is a work in progress; items are tentative To: Council & Staff From: City Clerk,by direction of City Manager Re: Draft Schedule for Upcoming Council Meetings February 20, 2018, Study Session,6:00 p.m. [due Tue,Feb 13] ACTION ITEM: 1. First Reading Proposed Ordinance 18-005, Spokane Housing Authority Re-Authorization, E.Lamb (10 min) NON-ACTION ITEMS 2. Saltese Flood Plain Update—Henry Allen, Sp County Env Svs Ben Brattebo (20 minutes) 3. Functional Classification of Streets - Colin Quinn-Hurst (20 minutes) 4. Potential Grant Opportunities (FMSIB)—Adam Jackson (20 minutes) 5. Sprague Avenue Preservation Project-Sullivan to Corbin—Erica Amsden, Gloria Mantz (15 minutes) 6.Wellesley Sidewalk Project Update—Gloria Mantz, Rob Lochmiller (10 minutes) 7. Barker Grade Separation Contract—Gloria Mantz, Bill Helbig (20 minutes) 8. False Alarm Code Amendment—Morgan Koudelka (30 minutes) 9. Advance Agenda (5 minutes) [*estimated meeting: 150 mins] February 27,2018,Formal Meeting Format,6:00 p.m. [due Tue, Feb 20] Proclamation:Developmental Disabilities Awareness Month 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2. Second Reading Ordinance 18-003 Amending Street Standards—Henry Allen,Micki Harnois (15 minutes) 3. Second Reading Ordinance 18-004 Updating Subdivision Regulations—Lori Barlow (10 minutes) 4. Second Reading Ordinance 18-005 Spokane Housing Authority, Re-Auth. —E.Lamb (10 minutes) 5. Motion Consideration: Barker Grade Separation Contract—Gloria Mantz, Bill Helbig (20 minutes) 6. Admin Report: Advance Agenda (5 minutes) 7. Info Only: (a)Dept Reports [*estimated meeting: 65 mins] March 6,2018,Study Session,6:00 p.m. [due Tue,Feb 27] ACTION ITEMS: 1. First Reading Ordinance 18-006, False Alarm Code Amendment—Morgan Koudelka (10 minutes) NON-ACTION ITEMS: 2. Proposed Amended TIP—Colin Quinn-Hurst (20 minutes) 3. Accomplishments Report(2017) (— 90 minutes) 4. Advance Agenda (5 minutes) [*estimated meeting: 95 mins] March 13,2018,Formal Meeting Format,6:00 p.m. [due Tue Mar 61 1. PUBLIC HEARING: Proposed Amended 2018 TIP—Colin Quinn-Hurst (15 minutes) la. Proposed Resolution Amending 2018 TIP 2. Consent Agenda(claims,payroll,minutes) (5 minutes) 3. Second Reading Ordinance 18-006 False Alarm Code Amendment—Morgan Koudelka (10 minutes) 4. Motion Consideration: Potential Grant Opportunities (FMSIB)—Adam Jackson (20 minutes) 5. Admin Report: Potential Grant Opportunities (SRTC, SRTS,PBP, CSP)—Adam Jackson (20 minutes) 6. Advance Agenda (5 minutes) [*estimated meeting: 75 mins] Draft Advance Agenda 2/8/2018 2:50:47 PM Page 1 of 3 March 20,2018, Study Session, 6:00 p.m. [due Tue Mar 131 1. 8th Ave.Sidewalk— Thierman to Dickey - Erica Amsden, Gloria Mantz (10 minutes) 2. Painted Hills Update—John Hohman, Cary Driskell, Erik Lamb (25 minutes) 3. Advance Agenda (5 minutes) March 27,2018,Formal Meeting Format, 6:00 p.m. [due Tue Mar 201 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2. Motion Consideration: Potential Grant Opportunities (SRTC, SRTS,PBP, CSP)—Adam Jackson(10 mins) 3. Advance Agenda (5 minutes) 4. Info Item: Department Reports April 3, 2018, Study Session, 6:00 p.m. [due Tue Mar 271 ACTION ITEMS: 1. Motion Consideration, Sprague Ave. Preser.Project-Sullivan to Corbin—E.Amsden, Gloria Mantz (15 min) NON-ACTION ITEMS: 2. Airport Update—Larry Krauter (15 minutes) April 10,2018,Formal Meeting Format, 6:00 p.m. [due Tue April 31 1. Consent Agenda(claims,payroll,minutes) (5 minutes) April 17, 2018, Study Session, 6:00 p.m. [due Tue April 101 ACTION ITEMS: 1. Motion Consideration: 8th Ave.Sidewalk, Thierman to Dickey-E. Amsden, G.Mantz (10 minutes) April 24,2018,Formal Meeting Format, 6:00 p.m. [due Tue April 171 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2. Info Item: Department Reports May 1,2018, Study Session, 6:00 p.m. [due Tue April 241 1. Advance Agenda May 8,2018,Formal Meeting Format, 6:00 p.m. [due Tue May 11 1. Consent Agenda(claims,payroll,minutes) (5 minutes) May 15,2018, Study Session, 6:00 p.m. [due Tue May 81 May 22,2018,Formal Meeting Format, 6:00 p.m. [due Tue May 151 1. Consent Agenda(claims,payroll,minutes) (5 minutes) 2. Info Item: Department Reports May 29,2018, Study Session, 6:00 p.m. [due Tue May 221 1. Advance Agenda Draft Advance Agenda 2/8/2018 2:50:47 PM Page 2 of 3 *time for public or Council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: Camping in RVs Citizen Recognition(city keys) Donation Recognition Duplex/Single Family Dwellings Definition Governance Manual ITS/SRTMC Discussion Legislative Remote Testimony(Chambers) Naming City Facilities Protocol Police Dept Quarterly Rpt(April, July, Oct,Jan) Police Precinct Lease Renewal(Nov '18) Retail Recruitment Follow-up Sign Ordinance Street Illumination(ownership, cost,location) Tobacco 21 Resolution Transportation &Infrastructure SV Youth Voices Utility Facilities in ROW Draft Advance Agenda 2/8/2018 2:50:47 PM Page 3 of 3