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2018, 09-18 Study SessionAGENDA SPOKANE VALLEY CITY COUNCIL STUDY SESSION FORMAT Tuesday, September 18, 2018 6:00 p.m. CITY HALL COUNCIL CHAMBERS 10210 E Sprague Avenue (Please Silence Your Cell Phones During the Meeting) DISCUSSION LEADER SUBJECT/ACTIVITY GOAL CALL TO ORDER ROLL CALL: 1. Chelsie Taylor Outside Agency Funding Requests Discussion/Information Agency: Amount Requested: Big Brothers, Big Sisters: $10,000 Elevations: $5,000 Feed Spokane $4,850 GSI: StartUp Spokane $10,000 JAKT $30,000 SV Arts Council $103,150 SV Heritage Museum $8,300 Spokane Valley Partners $35,000 SV Summer Theater $5,000 Valleyfest $100,000 Widows Might $25,000 2. John Hohman, Harry Lorick, Street & Stormwater Maintenance Consultant 3. Chief Werner, Chief Collins 4. Chelsie Taylor 5. Mayor Higgins 6. Mayor Higgins 7. Mark Calhoun ADJOURN Study Session Agenda, September 18, 2018 Programs Integration Combined Communication Center Proposed Ordinance Adopting 2019 Property Taxes Advance Agenda Council Comments City Manager Comments Discussion/Information Discussion/Information Discussion/Information Discussion/Information Discussion/Information Discussion/Information CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 18, 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: Outside Agency Funding Requests GOVERNING LEGISLATION: This is a component of the annual budget development process. PREVIOUS COUNCIL ACTION TAKEN: Outside agency funding was discussed during the Council Workshop on February 13, 2018. At the April 3, 2018 Council meeting, there was Council consensus to increase the funding available for outside agency funding awards by $50,000 to $200,000, which has been built into the 2019 Budget development, and to eliminate the distinction between economic development and social service agencies in the application and in the award process. BACKGROUND: Since its incorporation in 2003, the City has provided partial funding for local economic development and social service agencies. Through this 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). This partial funding of outside agencies is again up for consideration in the 2019 Budget development process. Currently included in the 2019 Budget is $243,000 for this purpose; however, $43,000 of this amount has been committed for a direct contract with Greater Spokane Incorporated and $18,000 has been committed for a direct contract with the Greater Spokane Valley Chamber of Commerce. This leaves $182,000 available for Council to award following the presentations this evening. We have received applications from 11 agencies for a funding request total of $336,300, and this evening each agency has been invited to make a five-minute presentation. This matter is set for a motion consideration at the October 23, 2018 Council meeting. Agencies submitting 2019 funding requests are as follows: OUTSIDE AGENCY PRESENTATIONS Economic Development and Social Services September 18, 2018 Requested 1 Big Brothers Big Sisters 2 Elevations; a Children's Therapy Resource Foundatil 3 Feed Spokane 4 Greater Spokane Inc - StartUp Spokane 5 JAKT 6 Spokane Valley Arts Council 7 Spokane Valley Heritage Museum 8 Spokane Valley Partners 9 Spokane Valley Summer Theater 10 Valleyfest 11 Widows Might 10,000 5,000 4,850 10,000 30,000 103,150 8,300 35,000 5,000 100,000 25,000 $336,300 1 OPTIONS: We will employ essentially the same methodology to make awards as was used during the award processes for the years of 2013 through 2018. The application process includes: 1. Agencies interested in receiving City funds for either social service or economic development purposes will submit written application materials and make a verbal presentation to the City Council. 2. Councilmembers will deliver their recommendations to the Finance Director for how much funding each agency should be awarded. The total of the award amounts recommended by each Councilmember should equal the $182,000 included in the budget. 3. The Finance Director will prepare a summary of Councilmember recommendations that includes both the number of Council votes received by each agency and the average of the seven award recommendations. 4. Agencies that receive four or more Council votes will be awarded the average of the Council recommendations. 5. Agencies that receive fewer than four votes will not be considered for funding in that funding cycle because they would not have received at least a majority of Council votes. 6. Any Council awards recommended to agencies that receive three or fewer Council votes will be added together and distributed evenly among those agencies that received seven Council votes. The distribution will be a simple arithmetic average of the total amount remaining to be awarded, divided by the number of agencies receiving seven votes. 7. In no event will any agency receive an allocation greater than their initial request. If the distribution referenced in #6 above were to cause an agency to receive an allocation greater than their initial request, that portion that would be greater than the request shall be divided equally among the other agencies receiving seven Council votes. 8. If the distribution process in steps #6 and #7 above causes all of the seven vote agencies to exceed their requests, then any remainder shall be divided equally among the other agencies receiving five and six Council votes. RECOMMENDED ACTION OR MOTION: We request that Councilmembers submit their funding recommendations to Finance Director Chelsie Taylor no later than 4pm on Friday, October 12th, after which Ms. Taylor will present combined information and allocation averages at the October 23rd Council meeting. At that point Council will make their final funding allocation determination. BUDGET/FINANCIAL IMPACTS: $182,000 is included in the 2019 Budget for this purpose. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: Reference separate notebook for individual funding requests. 2 Economic Development and Social Services Amount Amount Funding Agencies Presentations September 18, 2018 Requested for Recommended Allocated in 2019 2018 Big Brothers Big Sisters $ 10,000 Elevations; a Children's Therapy Resource Foundatic $ 5,000 Feed Spokane $ 4,850 Greater Spokane Inc - StartUp Spokane $ 10,000 JAKT $ 30,000 Spokane Valley Arts Council $ 103,150 Spokane Valley Heritage Museum $ 8,300 Spokane Valley Partners $ 35,000 Spokane Valley Summer Theatre $ 5,000 Valleyfest $ 100,000 Widows Might $ 25,000 TOTAL ECONOMIC DEVELOPMENT AND SOCIAL SERVICES REQUESTS FOR 2018 $ 336,300 Proposed use of funds * Reach Spokane Valley's most at -risk, teenage youth with MentorU's 1:1 career and college preparedness resources over the 2018-2019 academic year. Mentors and youth build their relationship through monthly in person meetings and weekly exchanges over a monitored app. not awarded Funding for Therapy/Equipment Program costs for assistance for families in need. Works with therapy providers to identify and qualify children for assistance to ensure that a families' inability to pay will not hinder access to the care their child needs. To maintain and expand our capacity to provide nutritious meals to as many in need as possible. Funding for additional food safety training as well as safe food storage containers. Also low cost bus passes so our constituents can access food augmentation resources. * Funding would be part of the general operating funds, helping us to continue to offer outstanding programs and resources with an emphasis on Spokane Valley residents and businesses and ensuring our ability to scale up efforts to improve our reach and services to Spokane Valley residents. Establish a Farmers Market to highlight local farmers and artisans at Spokane Valley CenterPlace, every Friday night from 5 pm to 8 pm from May 17 to Sept 13, 2019. $ 30,708 55% of annual budget to include insurance, administrative expenses, website enhancements, printing and postage, showcasing art and support of art events locally, and $80,000 to cast monumental bronze statue. $ 3,500 Funding for 2 new computer systems to maintain digital records, archival storage cabinets and archival boxes, and a historical monument for recognition of the Opportunity Township Hall. $ 17,623 Funding used specifically to maintain infrastructure that provides social service programs to the citizens of the City of Spokane Valley who fall within poverty thresholds. $ 2,357 Funding is requested to assist with the operation of the Conservatory, the theater arts play -in -a -week program for youth. Funds would assist with purchasing supplies for sets/props and marketing materials/handouts/flyers/ads, mailings - electronic and direct and online registration per our website. $ 28,122 Funds for TV, radio, website, Facebook, Twitter, lnstagram, billboards, and print advertisement both locally and regionally for promoting Valleyfest. $ 10,123 Assistance in directly addressing needs of widows in Spokane Valley, specifically rental, food services and program costs for educational programs/luncheons, and financial assistance for widows in need. $ 92,433 ** Total Awards for 2018 Total available funds for 2019 $ 182,000 * Did not apply for 2018 funding ** This total does not include 2018 award amounts given to agencies that did not reapply for 2019. Actual total funds awarded in 2018, including agencies including those not listed, was $150,000. CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant: Biq Brothers Biq Sisters of the Inland Northwest (BBBS) Phone: (509) 328-8310 x213 E-mail dchristensen@nwbigs.org Address: 222 W Mission Ave, Suite 40 City: Spokane Applicants are: Non-profit State WA Zip 99201 X Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant): Phone: E-mail Address City State Zip Amount requested: $ 10,000 Applicant's match: $ 20,500 Total project budget: $46,650 Is this a new or continuing activity? Continuing City of Spokane Valley Request for 2018 Grant Page 4 of 6 II. HISTORY PLEASE SEE ATTACHED Briefly describe your organization/business. What is its primary function and mission statement? III. PROJECT SUMMARY Provide a concise summary of your request and what it will accomplish. If your request is part of a larger project, you may briefly describe the over-all project. However, please focus the bulk of your answer on the specific element for which you are requesting funding. As the intent of the grant is to benefit the citizens of the City of Spokane Valley through Economic Development or Social Services, please specifically indicate how your project falls into one or both of these categories. IV. SCOPE OF WORK Fully describe the project. Expand on your Project Summary to address such issues as: a. What it is you wish to do? b. How and why the community will benefit? c. What are the beginning and ending dates of your project? d. Is it a seasonal activity appropriate to its location? e. If an outdoor activity, are there any weather-related constraints? f. Brief history of event or organization. If you are requesting funds for a specific portion of a larger project, please so state but focus your response on the element for which you are requesting grant assistance. You may use additional pages as necessary. Attachments to this section should be labeled "IV. Scope of Work." V. BUDGET Please provide a detailed budget for the use of your requested funds. This should include sufficient detail as to the types of expenses being covered by the grant, the total amount being spent for each type of expense, and how much of that is to be covered with awarded funds. As it is common for awarded amounts to be less than the amount requested, please provide information on how your program's budget will be adjusted if the awarded funds are Tess than requested. If you believe that there is a minimum amount needed to have a beneficial impact on your agency, please include that information and reasoning for said amount. VI. METRICS What are the specific goals for the use of the grant funds? How do you measure the successful use of your grant funds? What specific impact will the grant funds have on your program? What methodology will you use to determine if you met your goals? For social services type grants, it would be appropriate to indicate how the program measures the service that is being provided to the citizens of the City of Spokane Valley. For economic development type programs, these should be indicators that you can show a direct benefit to the economic health of the City. Upon grant closeout this should be the focus of the required post grant reporting. City of Spokane Valley Request for 2018 Grant Page 5 of 6 VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Darin Christensen Title: CEO, Big Brothers Big Sisters of the Inland Northwest Date: /ce City of Spokane Valley Request for 2018 Grant Page 6 of 6 Big Brothers Big Sisters of the Inland Northwest Big Brothers Big Sisters of the Inland Northwest BBBS Spokane Valley Application (Continued from Grant Application Packet) II. HISTORY Big Brothers Big Sisters of the Inland Northwest (BBBS) provides children facing adversity with strong and enduring, professionally supported one-to-one relationships that change their lives for the better, forever. Our vision is for all children to achieve success in life. By partnering with parents/guardians, volunteers and others in the community, we are accountable for each child in our program: • Achieving higher aspirations, greater confidence, and better relationships hp; • Avoiding risky behaviors[sEp]; • Attaining educational success. Our mission is accomplished by carefully matching school -aged children, our Little Brothers and Little Sisters, with quality adult volunteers, our Big Brothers and Big Sisters, who become positive role models and offer hope for a brighter future. Once matched, our organization provides professional match support, or case management, for all participants including the mentor, the child, and the child's parents. It is this professional and ongoing match support that sets BBBS programs apart from other mentoring programs. BBBS is a local affiliate of Big Brothers Big Sisters of .America, our nation's premiere one-on-one mentoring organization. Among other activities, Big Brothers Big Sisters of America researches and reports on best practices for effective mentoring and develops national standards and program enhancements for it's affiliates. Our agency is proud to report that we follow all of these best practices, national standards, and program enhancements in order to best serve local at -risk youth. Our local organization was founded in the Inland Northwest in 1965. Since this time, we have served over 11,000 at -risk youth and continue to serve approximately 700 children and volunteers each year. This makes BBBS the largest and most effective one-to-one youth mentoring program in the Inland Northwest and has deemed us a best -practice model that other youth -serving organizations frequently turn to when developing their own 1:1 mentoring programs (Mentoring Works Washington, 2015). III. PROJECT SUMMARY BBBS seeks funding so that we may expand upon the success built in our 50+ years of service within the Spokane community and set the groundwork for a new enhancement to our menu of programs, called MentorU. MentorU reaches at -risk, high school youth with corrunitted mentors and career preparation resources. Mentors and youth build their relationship through monthly in-person meetings and weekly exchanges over a monitored ap. The mentoring relationship focuses on building college and career awareness while increasing life skills that will assist them with high school completion, college enrollment, and job readiness. We piloted MentorU with East Valley I-Iigh School during the 2017-18 school year. This pilot was successful and resulted in more schools asking to offer it in 2018-19, as an intervention tool that promotes equity, resilience, and simultaneously removes barriers to lifelong success for our region's most deserving, at -risk youth. Your funding will allow us the capacity to respond to the demand for Pa re Big Brothers Big Sisters of the Inland Northwest our program within the Spokane Valley and reach at -risk youth with one-to-one career mentors and tools that change their lives for the better, forever. Our request aligns with both City of Spokane Valley's categories: Economic Development and Social Services. We do this by: -Supporting Economic Development by preparing the next generation for tomorrow's workforce today. Service statistics show that youth participating in our programs are 50% more likely to graduate high school, 75% more likely to earn a 4 -year college degree, and 39% more likely to have a household income of $75,000+ as an adult. Resilient and better prepared, our youth will be more likely to reinvest in the Spokane Valley community when they are adults, whether that be as employers, employees, or entrepreneurs. Mentors have also been shown to improve the long-term economic health of communities. Researchers have estimated a net benefit to taxpayers of $4,000 or more per participant in a BBBS program, with $3 in benefits for every dollar spent on mentoring (Washington State Institute for Public Policy; 2001). -Providing Social Services to at -risk youth and their families. We specifically target youth who are traditionally "harder to reach" with other interventions, with 80% corning from single -parent households, 9% having a parent in prison, and 81% considered low-income. Many of these children tend to exhibit poor academic performance, negative social behaviors, and come from families with a history of substance abuse. These same factors are known to put children at risk for future social, academic, and health problems, compounding our community's existing trends of high unemployment, poverty, and incarceration. We choose to serve these youth because of their incredible resilience. Despite their troubling backgrounds, we know that children are resilient, and this resilience can be drawn out by experiences that foster developmental assets, like mentoring! Mentoring has been shown to help young people, particularly at -risk youth, lead healthy and productive lives by (a) witnessing behaviors first-hand and then (b) mimicking these positive behaviors to their mentors and peers (Department of Justice, 2012). We do this by surrounding the youth, their mentor, and the youth's family with a network of wrap- around services and support resources. Our Match Support Specialists conduct frequent check ins with the youth and their parents/caregivers to assess their progress and assess the family's need for additional supports, then make appropriate referrals as needed. Working with other nonprofits, social service agencies, and schools in the community, we are the village it takes to raise our children! IV. SCOPE OF WORK a. What we will accomplish: We will reach Spokane Valley's most at -risk, teenage youth with MentorU's 1:1 career and college preparedness resources over the 2018-19 academic year. Providing more children with the tools they need to thrive in college and beyond, we will elevate the Spokane Valley community as a whole. We will do this by: - -Identifying high school youth at -risk for academic failure. - -Intervening by matching these high school youth, one-to-one, with college & career mentors. --Delivering MentorU's evidence -based curriculum within credit -based classes in high schools. --Prompting weekly discussions between youth and mentors, allowing pairs to engage in career and college preparation. - -Surrounding mentors, youth, and youth's families with match support services and referrals to community resource providers. These services include monthly check -ins with family members, referrals to connrnunity resources, and coordination with school, mental health, and medical providers to ensure each youth and family members is supported holistically. We estimate that for every individual participating in our program, an additional 2-3 people are positively impacted. 2 1 Page Big Brothers Big Sisters of the Inland Northwest --Tracking the youth's progress toward high school completion, enrollment in college or post- secondary certification/training, and completion. MentorU is grounded on our rigorously -tested, evidence -based measurement standards, which are further described below in Section VI. Metrics. b. Community Benefit We intend to see widespread benefits on the Spokane Valley community as a result of MentorU's expansion. Your grant funds will come at a critical time in our program's expansion for our youth in the Spokane Valley, allowing us to reach even more at -risk youth in the "academic middle" with interventions that (a) increase their high school graduation rates; (b) better prepare them for post -secondary educational attainment and career training; and (c) support their upward income mobility, serving to close income disparity gaps and lend to the overall vitality of our community. Positive impacts resulting from your investment include: • Increased high school graduation rates for at -risk youth; • Increased knowledge and preparation of post -secondary education and career training opportunities; • Increased 4 -year college completion rates and earning potential as adults. • Improved relationships, volunteerism, and goal setting skills. • Increased connectivity in the community by engaging local citizens as 1:1 mentors. c. Project Dates: Our project is "ongoing" and runs on a timeline similar to our school districts' academic calendar. For this grant request, the project timeline will be 9/1/2018 — 8/31/2019. d. Seasonal Activity.. This project does not depend on any particular season. With that said, MentorU is primarily delivered over the school year (September — June). Results from our pilot showed that a fair number of Bigs and Littles chose to continue their mentoring relationship over the summer months through our traditional Community -Based Mentoring Program. Many of these Bigs (Sc Littles engaged in outdoor recreation activities, including nature walks, hikes, sports, and fishing. We hope that the relationships built by MentorU will "seed" into additional avenues of engagement for the youth and mentors alike, including but not limited to utilizing some of the Spokane Valley's bounty of outdoor activities, proximity to the Spokane River and Centennial Trail, and fitness centers. e. Weather -Related Constraints: MentorU is delivered indoors and over an electronic ap, so we really don't foresee facing many weather-related constraints. f. History of Our Program: We identified the need for MentorU after working with youth, parents, and community stakeholders over the past 50+ years. It was evident that 20% of our region's at -risk youth do not meet the qualifying criteria for our school district's current intervention system, called Advanced via Individual Determination (AVID) and are greatly lending to our schools' dropout rates. Further, this same group is disproportionally more likely to experience poverty, depression, substance use, and unhealthy relationships as adults (2015). Responding to this urgent need, we piloted MentorU at a local high school (East Valley) in Fall 2017. The program was successful and met with much demand in the community, including three additional schools asking for the program in 2018-19. It is especially important to expand our program to these sites because they experience the highest dropout rates in the District, particularly among the population of at -risk youth we target with our services. 3 I Page Big Brothers Big Sisters of the Inland Northwest During the pilot, we found that even though mentors and youth are only asked to write each other once a week, most pairs communicate much more frequently. Bigs and Litdes meet electronically to talk about their goals and life aspirations, beyond education. MentorU's safe, closed, and monitored ap allows pairs' to overcome barriers to mentoring, such as travel or scheduling, while focusing on youth's holistic development: including their personal outlook and goal setting. We also found that MentorU's unique' electronic platform made recniiting mentors a little easier, particularly among millennial business professionals who are familiar with technology and looking for ways to give back. We would like to take this chance to relay our plan for sustaining MentorU beyond the 1 -year project period. We are deploying a multi -faceted fundraising strategy to support MentorU's ongoing programmatic expenses. This includes fundraising events, sponsorships, as well as grant requests planned for public agencies (county, state, and federal) and private sources (foundations, trusts, corporate giving). These sources will help sustain the project's operational costs after we gain preliminary data from our local community. For example, MentorU has the potential to secure funding from the U.S. Departments of Education, Justice, and Health and Human Services (HHS). Because our program uniquely targets multiple disparities simultaneously and has a track record of securing federal awards, we are in a unique position to apply for this funding. We intend to apply for these funds in 2019. Before we apply, we must secure "matching resources" in our community, with most grant programs requiring applicants to have a 50% match to be eligible for funding. Your infiltration of funds will help us come closer to this match requirement and in turn, make us more competitive for additional funding in future years. V. BUDGET BBBS hereby requests $10,000 from the City of Spokane Valley in support of our MentorU program. This request represents about 2% of our program budget. Grant funds will be used toward: -Outreach, Recruitment, & Planning ($7,000) within the Spokane Valley to target youth in need of one-to-one mentoring. Included within this category are travel costs for our Program Director to fuzalize partnerships with schools, work with these schools to identify youth in need of our services, and recruit college-educated mentors (preferably also living the Spokane Valley.) -Program Delivery Costs ($3,000) to include state and federal background checks on mentors; training of mentor/mentees; costs for our Program Director to deliver weekly classes and weekly electronic "prompts" among Bigs & Litdes; program supplies, software, and materials; and Match Support Services delivered to participants during the program period. Taken in totality, MentorU is expected to cost $46,650 over the 1 -year project period. We have secured $20,500 to date; these funders are listed in Attachment #6: Co -Sponsors. We still have an urgent need to raise over $20,000 for MentorU's implementation in the next year. If awarded less than the $10,000 amount we are requesting from the City of Spokane Valley, we will need to make difficult cuts to our program, likely resulting in: • Fewer schools identified as sites for MentorU's delivery; • Fewer mentors and youth (Bigs and Litdes) being served. 4 1 Page Big Brothers Big Sisters of the Inland Northwest Quite honestly, without,your funds, the project would need to be scaled back. This would hinder our ability to reach the youth who need us most, and during a critical time in their life development, while also negatively impacting our organization's capacity to apply for renewable grants at the state and federal levels. VI. METRICS Our goals for the use of City of Spokane Valley funds are: • Support youth's life --long protective factors that contribute to resilience. A few of the protective factors we directly address are: - Community opportunities for prosocial behaviors (i.e.: exposure to community/cultural norms that are favorable to social behaviors ancl avoidance of risky ones) - Community rewards for prosocial behaviors (i.e.: promotion of healthy beliefs and clear standards by mentors) - Belief in the Moral Order -Goal setting and positive future orientation (i.e.: completing scholarship & FAFSA applications, touring colleges) -Positive orientation to school and increased scholastic confidence and competency (i.e.: tracking increases in GPA, school assessments, and attendance) -Positive parent-child affect and parental. trust - Improved relationships with pro -social peers - Communication and interpersonal shill:; - Decision making and critical thinking skills - Coping and self-management skills • Increase youth's high school graduation rates, college enrollment and completion rates, as well as knowledge and preparedness for Spokane Valley's in -demand job sectors. • Increase region's talent workforce and "pipelines" for economic development in our community, including internships, "job shadowing", entrepreneurship, and apprenticeship opportunities for youth in the Spokane Valley. • Increase future earning potential of at -risk youth, and in turn, increase the overall economic health of the Spokane Valley coram unity. • Increase community involvement in the lives of our at -risk youth, by fostering opportunities for college-educated adults to become long-term mentors or volunteers. • Strengthen the Spokane Valley community by focusing on youth as our future. By surrounding youth and their families with MentorU's curriculum and match support services, we will not only strengthen the family unit but also the broader community. As previously mentioned, MentorU is grounded on our rigorously tested, evidence -based measurement standards. Our commitment to measurement, analysis, and improvement is so core to who we are that we have developed a unique, proprietary method of tracking the interactions between Bigs and Litdes. Known as the Agency Information Management system (or AIM), this performance management tool helps guide the decisions of our network of professionally trained staff members. Built to support our organization, AIM provides the intelligence and data to continually improve our services to youth. AIM allows us to measure youth's positive changes in scholastic confidence and competence, social acceptance and peel: relations, educational expectations, the avoidance of delinquency, and unproved parental relationships. By strengthening skills related to these outcomes, we can assess our program's 5 1 Page l3ig Brothers Big Sisters of the Inland Northwest ability to support youth risk and protective factors that contribute to resiliency. j) Page Internal Revenue Service Date: March 20, 2004 Big Brothers Big Sisters of the Inland Northwest 222 W. Mission 210 Spokane, WA 99201-2395 Attachment 1. Copy of 501c3 Letter Department of the Treasury P. 0. Box 2508 Cincinnati, OH 45201 Person to Contact: Brenda Fox 31-07209 Customer Service Representative Toll Free Telephone Number: 8:00 a.tn. to 6:30 p.m. EST 877-829-5500 Fax Number 513-263-3756 Federal Identification Number 91-6061587 Dear Sir or Madam: This is in response to the amendment to your Articles of Incorporation filed with the state on January 23, 2004. We have updated our records to reflect the name and address change as indicated above. In August 1965 we issued a determination letter that recognized your organization as exempt from federal income tax. Our records indicate that your organization is currently exempt under section 501 (c)(3) of the Internal Revenue Code. Based on information subsequently submitted, we classified your organization as one that is not a private foundation within the meaning of section 509(a) of the Code because it is an organization described in sections 509(a)(1) and 170(b)(1)(A)(vi). This classification was based on the assumption that your organization's operations would continue as stated in the application. If your organization's sources of support, or its character, method of operations, or purposes have changed, please let us know so we can consider theeffect of the change on the exempt status and foundation status of your organization. Your organization is required to file Form 990, Return of Organization Exempt from Income Tax, only if its gross receipts each year are normally more than $25,000. If a return is required, it must be filed by the 15th day of the fifth month after the end of the organization's annual accounting period. The law imposes a penalty of $20 a day, up to a maximum of $10,000, when a return is filed late, unless there is reasonable cause for the delay. All exempt organizations (unless specifically excluded) are liable for taxes under the Federal Insurance Contributions Act (social security taxes) on remuneration of $100 or more paid to each employee during a calendar year. Your organization is not liable for the tax imposed under the Federal Unemployment Tax Act (FUTA). Organizations that are not private foundations are not subject to the excise taxes under Chapter 42 of the Code. However, these organizations are not automatically exempt from other federal excise taxes. Donors may deduct contributions to your organization as provided in section 170 of the Code. Bequests, legacies, devises, transfers, or gifts to your organization or for its use are deductible for federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. Attachment 1. Copy of 501c3 Leiter Big Brothers Big Sisters of the Inland Northwest 91-6061587 Your organization is not required to file federal income tax returns unless it is subject to the tax on unrelated business income under section 511 of the Code. if your organizationis subject to this tax, it must file an income tax return on the Form 990-T, Exempt organization Business Income Tax Return. in this letter, we are not determining whether any of your organization's present or proposed activities are unrelated trade or business as defined in section 513 of the Code. Section 6104 of the Internal Revenue Code requires you to make your organization's annual return available for public inspection without charge for three years after the due date of the return. The law also requires organizations that received recognition of exemption on July 15, 1987, or later, to make available for public inspection a copy of the exemption application, any supporting documents and the exemption letter to any individual who requests such documents in person or in writing, Organizations that received recognition of exernption before July 15, 1987, and had a copy of'their exemption application on July 15, 1987, are also required to make available for public inspection a copy of the exemption application, any supporting documents and the exemption letter to any Individual who requests such documents in person or in writing. For additional Information on disclosure requirements, please refer to Internal Revenue Bulletin 1999 -17. Because this letter could help resolve any questions about your organization's exempt status and foundation !status, you shouldkeep it with the organization's permanent records. If you have any questions, please call us at the telephone number shown in the heading of this letter. This letter affirms your organization's exempt status. Sincerely, Janne. K. Skufca, Director, TE/GE Customer Account Services Big Brothers Big Sisters of the Inland Northwest Income Attachment 2 Organizational Budget 2018 2017 Actual Total Community Designations 9,500.00 Restricted Contributions/Campership 7,000.00 Total Grants 143,900.00 Gain/Loss 6,000.00 Total Miscellaneous Income 10,530.00 Total Interest 1,303.00 Total Transfers 171,750.00 Total Fund Raising: 281,991.00 KaPow Run 9,700.00 Small Events BFKS 86,331.00 Next 50 Years Campaign 87,100.00 Gala 98,860.00 TOTAL INCOME 631,974.00 Expenses 2018 Budget 13,100.00 10,000.00 144,000.00 12,000.00 1,410.00 153,500.00 345,200.00 11,800.00 25,000.00 97,400.00 102,000.00 109,000.00 679,210.00 Salaries 269,000.00 282,000.00 Taxes 26,240.00 27,800.00 Benefits 49,540.00 48,900.00 Professional Fees 34,815.00 40,400.00 Recruitment 17,475.00 19,400.00 Supplies 2,000.00 2,000.00 Telephone 4,600.00 5,000.00 Postage 2,700.00 3,250.00 Office Rent 23,880.00 24,300.00 Insurance 4,000.00 4,200.00 Maintenance 26,800.00 28,600.00 Printing 1,240.00 1,410.00 Travel 5,800.00 6,400.00 Conferences & Training 970.00 1,300.00 Dues 12,470.00 13,000.00 Awards 1,070.00 1,400.00 Special Assistance 450.00 4,500.00 Activities 16,465.00 17,800.00 Miscellaneous 685.00 1,200.00 Depreciation 3,900.00 4,000.00 Pay Loan to Endowment 1,684.00 39,140.00 Total Fundraising 103,570.00 103,005.00 KaPow Run 2,800.00 2,800.00 BFKS Expenses 55,013.00 52,215.00 Gala Expenses 45,757.00 47,990.00 TOTAL EXPENSES Net Revenue or Net Loss 609,354.00 679,005.00 22,620.00 205.00 Big Brothers Big Sisters of the Inland Northwest BOARD RESOLUTION Attachment 3: Board Resolution RESOLVED, that this Board of Directors does hereby authorize and direct Darin Christensen, Chief Executive Officer, to apply for grant funding from the City of Spokane Valley's 2019 Economic Development and Social Services Grant Program on behalf of Big Brothers Big Sisters of the InlanNortLwest's Not -For -Profit Corporation's Board of Directors, Mike Wilson President of t e Bo, rd of Directors 1 Date OFFICERS Mike Wilson, Board President Vice President of Commercial Banking, Inland Northwest Bank Krisann Hatch, Immediate Past President Regional Manager, Archbright Jeff Featherstone, Board Treasurer Assistant Vice President, Inland Northwest Bank Marc Heimbigner, Board Secretary Global Employee Communications Manager, Itron Darin Christensen, ChiefExecutive Officer CEO, Big Brothers Big Sisters Inland Northwest DIRECTORS Paul Buller Professor, Gonzaga University Mirjeta Beqiri Professor, Gonzaga University School of Business Administration Scott Jones Assistant United States Attorney, United States Federal Court Patricia Kelly Director of Information Systems, STCU Tatjana Legans Sr. Product Marketing Analyst, Itron Matt Lynch Sales Representative, Western States Asphalt Chris Malde Financial Advisor, Hart Capital Management Attachment 4: Board & Staff Lists Big Brothers Big Sisters of the Inland Northwest Katie McGuinness Owner, Stockland Livestock Chris Nichol Manager West Real Time Trading Operations, Shell Oil Daniel Wadkins Attorney, Lee & Hayes Ruth Walters Account Manager, Structured Computer Systems Levi Westra Energy Solutions Engineer, Avista Stephanie Wideman Manager of Human Resources, Honeywell Electronic Materials Attachment 4: Board & Staff Lists Big Brothers Big Sisters of the Inland Northwest (BBBS) List of Key Staff MentorU Key staff that has direct influence on our MentorU program include our Program Director, Enrollment and Matching Supervisor, and Match Support Specialist. Their job descriptions are provided below. Program Director: Heather Osborne Heather supervises all aspects of our MentorU program. She works to ensure that our programs and activities meet all Big Brothers Big Sisters of America standards and practices. Our Program Director will continue to produce and present reports for our organization, including the IVlentorU program. These reports help guide the program's evaluation, feedback, and assessment processes; serving to develop the program and guide changes when necessary. Ms. Osborne, has worked for BBBS since 2009, first as a Match Support Specialist and, more recently, as our Program Director. She has a Master's degree in Education from Eastern Washington University. Complimenting this education, Heather has eleven years' experience working `with children and families, including: roles in directing an after-school program for at -risk youth, teaching, and directing an early learning center. Heather's role as Program Director is crucial in ensuring that our organization follows standards set by our national agency, including standards guiding child safety and our service delivery model. Enrolltnentand Matching Supervisor: Ken Shelton Ken is charged with the screening, enrollment, training, and matching of our MentorU adult volunteers (i.e.: mentors) and children (i.e.: mentees). He works closely with all match participants (volunteer, child, and parents/guardians) to make certain all parties are aware of their roles and responsibilities and the best possible match is made. Mr. Shelton, has been with BBBS since 2005. Lending to his role as Enrollment and Matching Supervisor, Ken has over 12 years of experience with homeless and at -risk youth working as the Youth Services Director and Crisis Residential Center Program Manager at YFA Connections. Ken also has a Bachelor's Degree in Social Work from Eastern Washington University and a minor in Alcohol/Drug Studies. Match Support Specialist: Taylor McFarland Finally, our Match Support Specialist, Taylor, is responsible for continuous contact with MentorU match participants and providing resources, tools and advice when needed. Match support is accomplished through a case management -style approach and contact is made with the mentor, child and child's parent. This consistent contact helps to ensure the safety of all match participants. Taylor has been working with our organization since 2013. Her role as Match Support Specialist is supported by a Bachelor's Degree in Social Work from Eastern Washington University. While in college, Taylor completed an internship at Olive Crest, a local foster care agency. This provided her invaluable experience in preventing child abuse, connecting at -risk children to treatment and education resources, and preserving families. Attachment 5: List of Co -Sponsors List of Co -Sponsors Funders The following groups have contributed funds to our MentorU program since its inception in 2017: • Nordstrom (Foundation), $5,000 • Principal Financial (Foundation), $12,180 • Smith -Barbieri Progressive Fund (Foundation), $5,000 • Pitney Bowes (Foundation), $3,500 • Elizabeth Pool Charitable Trust (Family.Trust), $5,000 • American Family Insurance (Foundation), $2,500 • Bank of America Charitable Fund (Foundation), $2,500 • Altrusa International, $2,000 Total raised to date: $37,680 Total raised for 1 -year project period (2018-19): $20,500 Partners MentorU is made possible because of the incredible partnerships we have built in the community, including the vast partnerships we have made with youth centers, schools, parents, faith -based organizations, and volunteer mentors. These effective working relationships have allowed us to deliver quality programming in safe, nurturing environments. A general breakdown of our partnerships is provided below. - School Districts help identify youth at -risk and in need of our services; inform families of our programs. - Community Health Resources & Youth Service Agencies help us ensure all of a child's needs are being met, including housing, food, transportation, clothing, healthcare, counseling, and much more. These partners also come together to form a referral network for our at -risk families. - Corporate Partners encourage the involvement of employees as Big Brothers and Sisters. - Volunteer Mentors contribute approximately 30,000 hours a year to our programs. These individuals dedicate approximately 9 hours/month toward their critical mentoring roles. Others volunteer with our organization's special events, as well as operational and fundraising functions. Through these partnerships in the community, we help bridge the gap between a student's school and home life, all while providing for their basic needs, to include stability, life necessities, and caring relationships. Taken in totality, our network of support services helps the students, who all too often fall through the cracks, instead achieve their fullest potential. Big Brothers Big Sisters of the Inland Northwest MentorU: Program Timeline & Milestones Date September 1 — December 31, 2018 January 1— June 15, 2019 June 16 — August 31, 2019 Monthly Objective Launch MentorU expansion at HS sites; deliver program during 1$' semester of 2018-19 school year; linalize expansion plans for second semester Second semester implementation.of MentorU expansion program Assess. success ofMentgrU_over 20I 8-19 school year; use data to:apply for state and federal grants; continue to expand `project to additional high -trick sites -# of grants applied for as a result Additional Attachment Measure if of youth enrolled in MentorU # of youth snatched to mentors # of youth engaging in weekly discussions with mentors # of youth enrolled in MentorU # of youth matched to mentors # of youth engaging in weekly discussions with mentors # of youth successfully moving onto next year of school Results of `Strength of Relationship', AIM, and Mentor[J surveys Monthly in-person meetings at school; 'Match Support' screenings; involves phone calls to program participants and youth family/guardians. of expansion $ total of funds secured for expansion # of sites and youth reached through program # of youth meeting mentors at schools each month # of calls made # of successful matches (spanning 12 months or longer) # of participants communicating satisfaction with relationship Big Brothers Big Sisters of the Inland Northwest 3 chair nr: perspectives cI tr C n a START SOMETHING. Big Brothers Big Sisters is not your typical organization.. We help children realize their potential and build their futures. We nurture children and strengthen communities. And we couldn't do it without YOU. eve. For almost 50 years, Big Brothers Big Sisters of the Inland Northwest has operated under the belief that inherent in every child is the ability to succeed and thrive in life. As the nation's largest donor and volunteer supported mentoring network, Big Brothers Big Sisters makes meaningful, monitored matches between adult volunteers ("Bigs") and children ("Littles"), ages 6 through 14. We develop positive relationships that have a direct and lasting effect on the lives of young people. Our Mission. Big Brothers Big Sisters provides children facing adversity with strong and enduring, professionally supported one-to-one relationships that change their lives for the better, forever. Our Accountability. By partnering with parents/guardians, volunteers and others in the community, we are accountable for each child in our program achieving: • higher aspirations, greater confidence, and better relationships • avoidance of risky behaviors • educational success Making a Difference! What would happen if every child in our community graduated from high school, fulfilled their potential and was put on the right patch today? It would definitely be the Start of Something BIG. Get involved today and make a difference! View our "A Moment with a Match" videos. Want to hear how our program makes an impact in the lives of people here in our community? If so, check out our A Moment with a Match videos. To view them, go to: www.nwbigs.org/videos Big Brothers Big Sisters of the Inland Northwest star 5 ire ;I Return on nvestment Additional Attachment Start Something® Invest in Big Brothers Big Sisters today and the impact will be returned to our community for many years to, come. Investments ensure that we can continue to mentor at -risk youth and help them realize their potential. The proven outcomes are: increased self-esteem and graduation rates, lower youth depression and drug/alcohol abuse. Ultimately, an economic savings when children grow up to be leaders in the communities in which they live. crease r+s,. u lg EBtOstattAtniiitSiMeg Northwest of the Inland Northwest Positive Beliefs For Future Success www.nwbigs.org Year 1 Lessons Outline Dig Brothers Big Sisters NTO Additional Attachment u Unit 1: Welcome to MentorU: Beginning the Journey • Session 1.1: Introduction to MentorU • Session 1.2: Getting Online • Session 1.3: Getting Matched! • Session 1.4: This is Who 1 Am • Session 1.5: My Identity • Session 1.6: Asking Questions (learning more about their mentors) • Session 1.7: School is... (vision statement and experiences) • Event #1: Launch/Team-Building 7 Weeks Unit 2: Building the Foundation • Session 2.1: Why Mentoring? • Session 2.2: Relationships • Session 2.3: Gratitude • Session 2.4: Communication Styles • Session 2.5: Communication Styles Part 2 • Event #2: Cornmunication & Accomplishments • Session 2.6: My Support Network 6 Weeks Unit 3: What's My Spark? • Session 3.1: What's My Spark? (identifying interests and passions) • Session 3.2: Spark Allies • Session 3.3: Where Can My Spark Lead Me? • Event #3:10 Year Vision • Session 3.4: How Can I Grow My Spark? 4 Weeks Unit 4: Pursuit of Goals • Session 4.1: Goals • Session 4.2: Bright Spots (implementing positive change) • Session 4.3: Action Triggers • Session 4.4: When the Road Gets Rough Big Brothers Big Sisters of the Inland Northwest 6 Weeks 12 Additional Attachment • Event #4: The Destination Postcard (goal visualization) • Session 4.5: Goal Obstacles • Session 4.6: Goal Obstacles — Part 2 Unit 5: Growth Mindset • Session 5.1: Intro to Growth Mindset • Session 5.2: Growth Mindset • Session 5.3: Overcoming Fixed Mindset • Session 5,4: Letter to a Future Student • Event #5: Growth Mindset...in Action 4 Weeks Unit 6: How Do I Get There? (Post -Secondary) • Session 6.1: What's My Dream Job? • Session 6.2: What Does It Take? • Session 6.3; What Does It Take -- Part 2 • Session 6.4: I Want to Work There! • Event #6: My Career 4 Weeks Unit 7: Reflect and Look Ahead • Session 7,1: Where has the Time Gone? (review and reflection) • Session 7.2: The Months Ahead (preventing "summer slide") • Session 7.3: loth Grade! • Session 7.4: I Appreciate You • Event #7: End of Year Closing 4 Weeks Big Brothers Big Sisters of the Inland Northwest 13 Additional Attachment Big Brothers Big Sisters NTO Leveraging the Proven Power of Mentoring for College and Career Success Big Brothers Big Sisters Nigel Sound — Mission and Vision Additional Attachment The Big Brothers Big Sisters Mission is to provide children facing adversity with strong and enduring, professionally supported 1 -to -1 relationships that change their lives for the better. The Big Brothers Big Sisters Vision is for all children to achieve success in life Big Brothers plg Sisters of the Inland Northwest 5 Big Brothers Big isters The Students We Serve Low-income and first generation high school and college students graduate at dramatically lower rates than their peers • 90% of economically disadvantaged students complete high school compared to 89% of non -economically disadvantaged students. • 1 in 5 of the students we serve has been homeless in the past 12 months. Big Brothers Big Sisters of the Inland Northwest 6 Additional Attachment Student -Counselor Gap • ;,,frA,T.!.., t7, 1400410 14 _ t; 3 •Lt '0 II 414 efa'ar:r.f. z' '3 :4 9<42 1 , 5$: e? 4424 Big Brothers Big Sisters of the Inland Northwest 7 Y` Big Brothers Big Sisters NT Leveraging mentors as a human capital solution for schools, to ensure every student has the support they need to achieve their college and career ambitions 1 Mentor 1 Student Sly Brothers Big Sisters of the Inland Northwest rs Big Sisters Students attend a weekly class session led by a mentorU program coordinator and a school teacher to learn about the week's Mentors respond to weekly rnessages from students with prompts based on that week's topics C rri:Icril4Iga Rin glef ara nf thc. Inland Mnr-th,.. I Students and mentors Meet 7 times in a school year to work through interactive activities ' • - , .'.• . Each pair is supported by a Big Brothers Big Sisters program coordinator to provide coaching, resources, and guidance ./\ Additional Attachment •Program Model Big Brothers Big Sisters of the Inland Northwest 10 SIGN UP TODAY: inquiry@nwbigseorg 1. Interview & Training 2. Find Your Student 3. Match Introduction Please contact Ken Shelton, Enrollment and Matching with any questions at 509-328-8310 ext,214 or _kshelton@nwbigs.org. CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant: Elevations: A Children's Therapy Resource Foundation Phone: 509-385-2116 Address: 325 S. University Rd E-mail info@elevationsspokane.org City: Spokane Valley State WA Zip 99206 Applicants are: Non-profit X Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant): Mary Anne Ruddis Phone: 509-385-2116 Address 325 S. University Rd E-mail maryanner@elevationsspokane.org City Spokane Valley Amount requested: $ 5000.00 State Total project budget: $150,155.00 Is this a new or continuing activity? continuing WA Zp 99206 Applicant's match: $ 5000.00 City of Spokane Valley Request for 2018 Grant Page 4 of 6 Elevations: A Children's Therapy Resource Foundation II HISTORY The mission of Elevations: A Children's Resource Therapy Foundation is "Elevating children with special needs to reach their full potential by providing access to the resources and support they need to improve their families' overall quality of life." Founded in 2012, our primary function is to provide access to therapy services and specialized equipment for children with special needs regardless of socioeconomic status or diagnosis. Too many children with physical and mental challenges who could be helped by therapy but who have limited or no resources to meet the cost were falling through the gaps. By providing access to care when it is needed, we strengthen our community not only by strengthening families but also ensuring that as these children grow into adulthood they have received every available opportunity to be as successful in our community as their abilities allow. III PROJECT SUMMARY Elevations provides two grant funding cycles for families per year, in the spring and fall. Qualifying children must be undergoing therapy and require a recommendation from a licensed therapy provider. Our organization works with therapy providers to identify and qualify children for assistance to ensure that a families' inability to pay will not hinder access to the care their child needs. Funds are distributed over 12 months and paid directly to providers/vendors. Families are eligible to apply during each open grant cycle. Since our first funding cycle in November of 2013, Elevations has processed 261 applications with 32% of those from Spokane Valley families. Eighty-four Spokane Valley families received assistance for their special needs child totaling approximately $46,181.00 in direct support. Overall, we have awarded of $156,851.00. IV SCOPE OF WORK Caring for children with special needs can be an emotionally and financially draining challenge for families, particularly with respect to meeting the medical needs of their children. The weight of realizing that your child's future isn't affordable is a burden no family should bear. Addressing the financial needs of families by ensuring that children get the services and/or equipment they need also addresses an underlying family stress. Families face barriers to care with high copays, (sometimes multiple times a week or for more than one child), increasing deductibles, paying for therapy visits after yearly insurance allotments have been allocated, as well as services and equipment not covered by insurance. Funding for home equipment that is not covered by insurance allows parents to work with children outside of the therapy environment to increase their progress. Children also then have tools to use at home to self-sooth thereby reducing the overall family stress. The entire family is strengthened which leads to a healthier Spokane Valley. 1 Elevations: A Children's Therapy Resource Foundation By strengthening Spokane Valley families, we strengthen our vibrant community. These are families who live, work, attend school, and play in our community. We believe that a child's potential should not be limited by insurance constraints or a family's financial situation. It is many times out of the control of the family what limits are placed on their insurance benefits. A family should never have to choose between their child's health care needs and putting food on the table, heating their home, or buying gas for their car to get to work. By ensuring that Spokane Valley children receive services when needed, and are not limited by financial constraints, children can progress according to their potential and grow up to contribute to our community to the best of their ability. Our Therapy/Equipment Program is an on-going project. Our next application cycle is November 9, 2018 through November 9, 2019 and May 2019 (date to be determined) through May 2020. V BUDGET Of the $5000 requested, 100% would be used to pay for therapy equipment, co -pays, deductibles, underinsured and uninsured therapy services. Historically, funds have been spent with 72% for therapy services/copays/deductibles, 26% for specialized equipment, and 2% for other services. Our awards are based on available funds/budgets. Our goal is to provide some assistance for families up to a maximum award of $1000. Should our income goals not be achieved, we scale our grant awards accordingly. VI METRICS Our goal is to help families keep their child in services that are needed for them to reach their full potential. We measure that through family surveys. 2 VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. i Certified By: (signature) (print or type name) Mary Anne Ruddis Title: Executive Director Date: 8/28/18 City of Spokane Valley Request for 2018 Grant Page 6 of 6 INTEBNAt REVIftftW V, U, 00t4 crwilltuvri. 011 45201 T)fl"f' SEP 20 2012 1EVATTQ.U15 A CRILDREVS THEkAFfe RH,701.1FIC1. FOUTIDATIU 111 OWEV 325 S UNIfIEREIT? m-onvArli: VA:=, WA :(1)2°C.; VAPIMENT OP TaE TREA5U-F.-Y ',imploye..1. Identification 11 JIILIl KAM 1,D1 f!nnta7tt...„ elep4fe. 11urbi2tu 1.97.1f,! 029-5:5011 AffounLina Put.loa Endiva: faatumiaa1 Pattie zthalitv CAuatuf 11Al1t) aate (tf Jaria,aary 11 I617 C7ntrI1uOrm: 1 ility Yftri 11 1141U A.ppiaen 0..rf paeaaol. tto tuff.,!,:rm t 1 1Ftf youT appAivatiall 1 (farlaTa. afataa we ittatte deteralftedthat yela are exempt. from .1-7.0!4..dral. !Lnd..ef.ri eec.f.ao '.(11(,(tA(11 Interiaai aeatifftbto ufidefit (letlon i.70 cf. tudu„ Yoh aria aino qualified to receive Lax L 11 t 10, rV1itE :ie vif.eA2„ rvarlDretz (74,1„frP TA.T1A,'It 01 2522 or tha ctoaffi, Secaufie th.la letttet (fouid ra2.7.11. retIo1',„,...e. any queEttcafff t1aa10A11g vt-,tur exempt ,flatue.. ehoaltj 'kelt1,0 it: in yOUT p1-matiEnt. ,f0u4a.alzation.11. exe,ITITt ande.r. 501 iu,(...t) of Lhe Code Axe furftex claa.01EfEl. am. t(alfLatf.,...1u=a.a., W1I1*1 1dre atAtv Lte ref...de tn th..t7 heading. uf thiv Pleane nee. etratiopI J 1 0 1 1 fraq.aa.cfri.ce Gui(itt. fat. .,(1'1O.tit:tU.111 1 1 i1t'1 ti TrnE helpful. IrorxmArtorl Al7rou.t your re:1pnnflth11itae...5 ao exempt DEg111IZ10:,..1.‹. LetTel fiff 01,1 cHILDRET11.3 7.°14:ERM:4I 01.11-7) t t xi I 4 22 - PC! 141L • 1•O 1-1L)11 rett Exempt Org. en l2ati cAlz r LI .and 1 4:07 PM 08/28/18 Accrual Basis Elevations: A Childrens Therapy Resource Foundation Budget 2018 January through December 2018 Jan - Dec 18 Ordinary Income/Expense Income Donations UR 22,976.00 Fundraising Income 150,500.00 Grant Income 20,000.00 In -Kind Donations 7,724.00 Total Income 201,200.00 Expense Credit card expense 2,000.00 Dues & Subscriptions 350.00 Fundraising Expense Ghost Ball expense 18,000.00 Stache Dash 5,000.00 Fundraising Expense - Other 3,000.00 Total Fundraising Expense 26,000.00 Grant Recipient Expense 80,000.00 Liability Insurance 2,000.00 License 137.00 Memberships 260.00 Office Expenses 2,250.00 Postage Expense 600.00 Professional Fees 2,500.00 Promotion & Awareness 6,000.00 Rent Expense 3,000.00 Technology 4,000.00 Telephone Expenses 324.00 Training and Workshops 1,500.00 Travel and Meetings 300.00 Wages Expenses 65,028.00 Total Expense 196,249.00 Net Ordinary Income 4,951.00 Net Income 4,951.00 Page 1 of 1 To: Board of Directors - Elevations: A Children's Therapy Resource Foundation From: Mary Anne Ruddis, Executive Director The City of Spokane Valley requires a resolution by the board of directors to apply for a grant through the city. Resolution — City of Spokane Valley Grant Application August 24, 2018 We authorize Mary Anne Ruddis, Executive Director to complete an application to the City of Spokane Valley for grant funding for the Therapy/Equipment Program. It is very important that applicants are aware that upon being awarded a grant: 1. The grantee must sign a contract with the City. 2. All contracts are reimbursement based; i.e., the grantee must expend funds on approved items and then seek reimbursement under terms of the governing contract. Grantee will not be reimbursed if information requested by the City (prior or current year) has not been provided. Approved items are those that were outlined by the applicant in the application and oral presentation. 3. The Finance Department will confirm that applicants submitted a report on 2018 activities to the City, if a grant was awarded. Only after these steps are complete is a project grantee authorized to begin incurring costs. The complete application and guidelines are in the Elevations drive for review prior to voting. Email Vote 8/24/2018 Bradley Messerschmidt <brad_m 12@hotmail.com>, Yes Brian Price <Bprice109@comcast.net>, Yes Chanda Neu<chandan@elevationsspokane.org>, Yes David Owan <Dowan, r youthfulhorizonstherapy.com>, Yes Grace Thompson <Worryfreegrace@gmai1.com>, Yes Jeff Thompson <jeffta elevationsspokane.org>, Yes Julie Hannan <julieh welevationsspokane.org>, Yes Kelly Lynch <KellyL@elevationsspokane.org>, Yes Lora Norton <Lora.norton(cgmail.com>, Yes Maile Mohsenian <mailemohsenian@icloud.com>,Yes Molly Everson Mo11yE(cOlevationsspokane.org, Yes Passed by unanimous consent Results tabulated and verified by Julie Hannan, Secretary Signed: a KQ, atV\i V1,AV J 1 Hannan, ecretary Date: to x(1,,%3- Elevations Board Members 2018 Kelly Lynch, President Physical Therapist, currently stay-at-home parent Brian M. Price, Vice President Parent special needs children, Ignition Academy, Independent Business Owner David Owan, Treasurer Youthful Horizons Therapy, Owner and Physical Therapist Julie Hannan, Secretary Speech Therapist, Youthful Horizons Molly Everson Speech Therapist, Youthful Horizons Chanda Neu Milestones Pediatric Therapy, Owner and Occupational Therapist Parent special needs child Lora Norton Speech Therapist, Center for Pediatric Therapy Grace Thompson Parent special needs children, Independent business owner - Oh Snip Jeff Thompson Parent special needs children, Independent business owner — Panic Button IT services Brad Messerschmidt (May 2017) Parent special needs children, Thrivent Financial Maile Mohsenian (August 2017) Empire Pediatric Therapy, Owner, Occupational Therapist Staff: Mary Anne Ruddis Executive Director elevations children's therapy resource foundation a children's therapy resource foundation elevations cl'illdren's LF'�arepy i^esour�e foundation a cl-iildran's therapy resource foundation Our Mission: Elevating children with special needs to reach their full potential by providing access to the resources and support they need to improve their family's overall quality of life. elevations cl'illdren's LF'�arepy i^esour�e foundation a cl-iildran's therapy resource foundation About Us Established 2012 Need: Children with physical and mental challenges who could be helped by therapy but who have limited or no resources to meet the cost were not receiving the services they need. Solution: Provide access to care through funding to assist Spokane County families with the high cost of insurance deductibles, co -pays, under- insured therapies, and uninsured therapy and equipment for children with special needs ages birth -1 8. elevations children's el-�arepy resource foundation a cl-iildran's therapy resource foundation Our Vision: All children Regardless of diagnosis Regardless of disability Regardless of financial means Receive the services and support they need to grow to their fullest potential. elevations children's therapy resource foundation a children's resource foundation Barriers to receiving care •Multiple co -pays •High deductibles •Exhausted and limited insurance benefits •Services and equipment that are not covered by insurance elevations children's el-�arepy resource foundation a cl-iildran's therapy resource foundation Requests Received NOVEMBER 2013 - MAY 2018 Total Amount Requested: $322,132 Total Amount Awarded: $1 56,851 Total number of applicants: 325 Total number of awards: 261 (228 unique) SPOKANE VALLEY - 84 AWARDS $46,181.00 elevations cl-cm el-�erapy resource foundation a chtildresn's thresrapy resources foundation Together —We can provide funds for families of children with special needs to get the therapies they need. —We can help to alleviate the stress of caring for a special needs child on the entire family. —We can ensure that children receive help regardless of their parents ability to pay. —Because when children receive therapies it will have a positive impact on the overall trajectory of their lives. elevations children's el-�arepy resource foundation a cl-iildran's therapy resource foundation "Hearing the news that one of our sons would have a permanent life long disability was a crushing and heartbreaking event. We didn't appreciate the gravity of the situation until his twin brother began to run around and play and talk to us, while Parker was relegated to our arms or the floor. Bathing was difficult, and being a part of social gatherings was impossible. We received a very generous and life -altering gift from Elevations in the form of a Firefly Friends Go -to -seat and Splashy. The Go -To -Seat has enabled us to share experiences and Parker with family members like never before. He was unable to sit unassisted previously, and now he can participate and be a part of everything like his brother. The Splashy was also a remarkable change. Bath time went from a tedious chore to a time to form precious memories. Parker has the ability to play in the tub with his brother without worrying about him slipping under the water. The sight of them splashing together and laughing is a gift greater than words can express. Our family was forever changed in a positive way from this experience." elevations children's el-�arepy resource foundation a cl-iildran's therapy resource foundation Get Involved • Make a tax deductible donation • Like and share our facebook and instagram postings • Volunteer • Sponsor and/or attend annual events • Stache Dash -June 2, 2018 • Elevate Family Day - July 22, 2018 • Ghost Ball - October 27, 2018 elevations cl'iildren's LF'�arepy i^esour�e foundation a cl-iildran's therapy resource foundation al`loween Chari Event SPOKANE'S PREMIER MASQUERADE BALL SAVE THE DATE OCTOBER 27, 2018 taE evsti ons cf i11dran1's tharapy resource foundation Than A kikit LHAA3"AIL vLi y _P CIA okA too, C6tAAYAA-A 61\41wte ctwelovv, ti „,-.1- Ludyc)k-.6„V'QfyPckc elevations ontherapy resource foundation a children's therapy resource foundation www.ElevationsSpokane.org info@elevationsspokane.org (509) 385-2116 Elevations is a registered 501(c) 3 Charity with the Secretary of State of Washington. EIN: 45-4130330 t CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant:Feed Spokane Phone:509-879-8512 E-mail_admin@feedspokane.com Address:PO BOX 141674 City: Spokane State WA Zip 99214 Applicants are: Non-profit X Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. t Contact Person (if different than applicant): StevenBrashears Phone: 509-879-8512 E-mail admin@feedspokane.com Address P 0 BOX 141674 City Spokane State WA Zip99214 Amount requested: $ $4,850 Applicant's match:$ $4,850 Total project budget: $9,700 Is this a new or continuing activity? Continuing Activity City of Spokane Valley Request for 2018 Grant Page 4 of 6 t II. HISTORY Briefly describe your organization/business. What is its primary function and mission statement? Feed Spokane is a Spokane Valley based food rescue 501c3 non-profit and an important asset in the hunger alleviation effort in Spokane County. By the safe rescue of excess food from restaurants, hotels and food suppliers, Feed Spokane saves thousands of pounds of valuable food from being thrown out and winding up in our landfills. Instead, that food is distributed to thousands of underserved community members, through a growing coalition of homeless shelters, community meals and feeding programs. III. PROJECT SUMMARY Provide a concise summary of your request and what it will accomplish. If your request is part of a larger project, you may briefly describe the over-all project. However, please focus the bulk of your answer on the specific element for which you are requesting funding. As the intent of the grant is to benefit the citizens of the City of Spokane Valley through Economic Development or Social Services, please specifically indicate how your project falls into one or both of these categories. Our request is to maintain and expand our capacity to provide nutritious meals to as many in need as possible. To that end, we are requesting funding for additional food safety training for those involved in the food rescue chain as well as safe food storage containers which are both ongoing expenses. To be in compliance with Health Department regulations we aretrequired to use our special food storage containers only once. We are also required to give extensive food safety training for anyone in the food rescue chain. Both these expenses make up $4,000 of our request. The other $850 would go to low-cost bus passes so our constituents can access food augmentation resources. All three segments of our request falls squarely in the Social Services category. IV. SCOPE OF WORK Fully describe the project. Expand on your Project Summary to address such issues as: a. What it is you wish to do? b. How and why the community will benefit? c. What are the beginning and ending dates of your project? d. Is it a seasonal activity appropriate to its location? e. If an outdoor activity, are there any weather-related constraints? f. Brief history of event or organization. If you are requesting funds for a specific portion of a larger project, please so state but focus your response on the element for which you are requesting grant assistance. You may use additional pages as necessary. Attachments to this section should be labeled "IV. Scope of Work." The specific items/components for which we are requesting funding, are components of our larger project mission; to help feed as many Spokane area families as possible. All three components comprise significant portions of our mission budget and are ongoing. Through investigative research and frugal buying the expense of the food safety containers has been reduced since we started but, still costs us $40 per hundred and we use hundreds per week. i $1,500 will give us 26 weeks of clean, safe containers or one half year. We will match that amount for the other 26 weeks giving us one year's worth of containers. Two members of our Board of Directors are working professional leaders in the Spokane Regional Health District and as such they arrange for the mandated training for our coalition members. They have negotiated the best rates for the professional and comprehensive training we provide for all members of our coalition on a monthly basis. These trainings are offered in multiple locations at varying times and cost us $450 per month or $5400 per year. Six months is $2,700 which we will match for a full year of trainings. We are additionally requesting $650 to provide bus passes so our constituents can have access to food augmentation resources locally. V. BUDGET Please provide a detailed budget for the use of your requested funds. This should include sufficient detail as to the types of expenses being covered by the grant, the total amount being spent for each type of expense, and how much of that is to be covered with awarded'funds. As it is common for awarded amounts to be less than the amount requested, please provide information on how your program's budget will be adjusted if the awarded funds are Tess than requested. If you believe that there is a minimum amount needed to have a beneficial impact on your agency, please include that information and reasoning for said amount. Last year Feed Spokane spent $3,200 for 8,000 food rescue containers. We are requesting $1,500. Last year Feed Spokane spent $5,400 for 12 food safety trainings. We are requesting $2,700. Last year Feed Spokane spent $1,225 on bus passes. We are requesting $650. Feed Spokane is aware that we may not be granted the full amount requested. Our ongoing fundraising efforts including the upcoming Theater Gala for "Mary Poppins" will hopefully make up for any potential shortfall. t VI. METRICS What are the specific goals for the use of the grant funds? How do you measure the successful use of your grant funds? What specific impact will the grant funds have on your program? What methodology will you use to determine if you met your goals? For social services type grants, it would be appropriate to indicate how the program measures the service that is being provided to the citizens of the City of Spokane Valley. For economic development type programs, these should be indicators that you can show a direct benefit to the economic health of the City. The goal of Feed Spokane is and will remain to provide as much useable food to the food insecure in our community as possible. We keep solid records on how our food is handled and distributed. Last year we had 13 coalition members to distribute the food we rescue. This year we have 18 coalition members. We are rescuing more food and distributing more food. The demand for our services have never been higher. We will have our weekly records of our food distributions and monthly registration figures in our training efforts to measure the impact that the grant funds will have on our service results. We also keep records of allocated bus passes. All these figures will provide proof of thetsuccess of our efforts. Upon grant closeout this should be the focus of the required post grant reporting. City of Spokane Valley Request for 2018 Grant Page 5 of 6 t t VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: Txeca creci Date: 3 c"--17 City of Spokane Valley Request for 2018 Grant Page 6 of 6 t Feed Spokane STATEMENT OF ACTIVITY April 1 - September 19, 2017 TOTAL REVENUE Donation Revenue Civic Theatre Ticket Sales Dine Out Donation Event Sponsorship - Theatre Total Donation Revenue Grant Revenue Total Revenue GROSS PROFIT EXPENDITURES Advertising Coalition Support Fuel & Maintenance Fundraising Expenses - Civic Theatre Fundraising Expenses - Dine Out Fundraising Expenses - Other Insurance Insurance - Auto Insurance - Liability Total Insurance Mileage Reimbursement Office Expenses Other General and Admin Expenses Disposable Food Pans/Bags ........... . Total Other General and Admin Expenses Payroll Taxes Salaries and Wages Taxes & Licenses Utilities ......... . Total Expenditures NET OPERATING REVENUE NET REVENUE t 3,228.58 5,780.00 19,671.96 2,500.00 31,180.54 2,000.00 $33,180.54 $33,180.54 511,13 3,217.75 1,080.27 5,318.40 37.34 20.00 1,434.00 539.00 1,973.00 297.46 27.45 508,15 856.88 1,365.03 2,873.00 10,412.50 475.00 1,500.00 $29,108.33 $4,072.21 $4,072.21 Accrual Basis Tuesday, September 19, 2017 11:52 AM GMT -7 1/1 5PoK4A We Cae, We Sreie Steven Brashears, Executive Director Board Members: Andy Dentone, Well Dressed Walrus Brent Sears, Guidance Financial Planning Chuck Wendt, Hennessey Funeral Homes Dave McGann, Arby's Restaurants Jerri Horton, Greater Spokane County Meals on Wheels Jerry Pederson, Arby's Restaurants Julie Bongard, Spokane Regional Health District Kathy Bryant, EXL Realty Michelle Victor, SYSCO Pat Dean, Broadway Group Ray Byrne, Spokane Regional Health District Sherry Lewis, Adventures in Advertising Tami Kennedy, Bargreen Ellingson Tom Petersen, Salvation Army Tom Riedner, Homestead Ministries INTERNAL REVENUE SERVICE P. 0. BOX 2508 CINCINNATI, OH 45201 Date: NOV 2 0 20077 FEED SPOKANE N 1620 MONROE ST SPOKANE, WA 99205-=324 Dear Applicant: DEPARTMENT 0= THE TREASURY Employer Identification Number: 77-0569785 DLN: 17053278313037 Contact Person: NANCY L HEAGNEY 1D= 31306 Contact Telephone Number: '.877) 829-5500 .ccourtira Period Ending: December 31 Public Charity Status: 509(a) (2) Form 990 Required: Yes Effective Date of Exemption: March 23, 2007 Contribution_ Deductibility: Yes Advance Ruling Ending Date: December 31, 2011 Addendum Applies: No We are pleased to inform you chat upon review of your application for tax exempt status we have determined that you are exempt from Federal income tax under section 501(c)(3) of the Internal Revenue Code. Contributions to you are deductible under section 170 of the Code. You are also qualified to receive tax deductible bequests, devises, transfers or gifts under section 2055, 2106 or 2522 of the Code. 'Because this letter could help resolve any questions' regarding your exempt status, you should keep it in your permanent records. t Organisations exempt under section 501(c) (3) of the Code are further classified as either public charities or private foundations. During your advance ruling period, you will be treated as a public charity. Your. advance ruling period beams with the effective date ofyctx xeo ticn and ends with advance +..._i' ending date shown_ in the heading of the letter. Shortly before the end of your advance ruling period, we will send you Form 8734, Support Schedule for Advance Ruling Period. You will have 90 days after the end of your advance ruling period so return the completed form. We will �r then notify you, .in writing, about your public charity status. Please see enclosed Publication 4221 -PC, Compliance Guide for 501(c) (3) Public Charities, for some helpful information about your responsibilities as an exempt organization. _,u, ter 1045 (DO/CO) t -2- E SPOKANE - We have sent a copy of this :ester to � t o s ali as indicated power o£.atto e \ ° ° ° :_ your Enclosures: Publication 4221-2C Statute Extension Sir ere , 17) Robert Choi Director, Exempt Organizations Rulings and Agreements | i Letter 1045 (DO/CG) CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant: c� f'm�'--e,r c 3\_(x-R,t kv co (t A---' hCG I -'u p -P-5u. ) Phone: WI- 3Q I -acou E-mail cy\,(10V---e-Op eecte(5c)c-)ICO AQ , GS Address: (0 (R) , nc-1 v e P . City: 50(-)Y.....RAQ State W Zip qo Jo f Applicants are: Non-profit X Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant): Phone: E-mail Address City State Zip Amount requested: $ In 10a.0 Applicant's match: $ — Total project budget: 4$V.,.)1 CY7-) Is this a new or continuing activity? c5OrALA liaLLLA0,6 City of Spokane Valley Request for 2018 Grant Page 4 of 6 11. HISTORY Briefly describe your organization/business. What is its primary function and mission statement? III. PROJECT SUMMARY Provide a concise summary of your request and what it will accomplish. If your request is part of a larger project, you may briefly describe the over-all project. However, please focus the bulk of your answer on the specific element for which you are requesting funding. As the intent of the grant is to benefit the citizens of the City of Spokane Valley through Economic Development or Social Services, please specifically indicate how your project falls into one or both of these categories. IV. SCOPE OF WORK Fully describe the project. Expand on your Project Summary to address such issues as: a. What it is you wish to do? b. How and why the community will benefit? c. What are the beginning and ending dates of your project? d. Is it a seasonal activity appropriate to its location? e. If an outdoor activity, are there any weather-related constraints? f. Brief history of event or organization. If you are requesting funds for a specific portion of a larger project, please so state but focus your response on the element for which you are requesting grant assistance. You may use additional pages as necessary. Attachments to this section should be labeled "IV. Scope of Work." V. BUDGET Please provide a detailed budget for the use of your requested funds. This should include sufficient detail as to the types of expenses being covered by the grant, the total amount being spent for each type of expense, and how much of that is to be covered with awarded funds. As it is common for awarded amounts to be less than the amount requested, please provide information on how your program's budget will be adjusted if the awarded funds are less than requested. If you believe that there is a minimum amount needed to have a beneficial impact on your agency, please include that information and reasoning for said amount. VI. METRICS What are the specific goals for the use of the grant funds? How do you measure the successful use of your grant funds? What specific impact will the grant funds have on your program? What methodology will you use to determine if you met your goals? For social services type grants, it would be appropriate to indicate how the program measures the service that is being provided to the citizens of the City of Spokane Valley. For economic development type programs, these should be indicators that you can show a direct benefit to the economic health of the City. Upon grant closeout this should be the focus of the required post grant reporting. City of Spokane Valley Request for 2018 Grant Page 5 of 6 VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: Date: M/44KE a (-k1R, AT ` SAM,' E /n/(),2,Po 0 City of Spokane Valley Request for 2018 Grant Page 6 of 6 11. History StartUp Spokane is a program of Greater Spokane Incorporated and has been an integral part of entrepreneurial ecosystem of the Inland Northwest since 2015. Each year our contribution to the success of local businesses has increased. StartUp Spokane has also been instrumental in creating a spirit of collaboration and unity to the entrepreneurial ecosystem, bringing representatives from all parts of the system together in regular meetings to share ideas, identify gaps and opportunities and minimize duplication of efforts. The growth has been explosive; more than doubling each year. In 2015, we assisted 56 entrepreneurs. In 2016, we worked with 127 entrepreneurs and in 2017, we coached 268 entrepreneurs. In 2018, we have already met with more than 180 entrepreneurs. Not only have we reached more entrepreneurs, the depth of our involvement with each entrepreneur has also grown. Instead of providing a basic referral service, we now provide intensive one on one coaching, unique educational opportunities and access to unique funding and go -to -market solutions. Since the inception of StartUp Spokane: • We have worked with 750 individual entrepreneurs and businesses • These companies added more than 800 jobs to the regional economy • Our companies have added over $39 Million in wages and investment In the past year: • We participated in or hosted 100 events with more than 7,550 community attendees • We piloted a Rapid Commercialization Program to accelerate startups' progress to profitability • We added a Lunch and Learn series to provide relevant educational content for entrepreneurs • We expanded the Lunch and Learn program to bring our experts closer to the entrepreneurs and business owners in the City of Spokane Valley • We aided in the establishment and provided the path of entry to Mind to Market, an early stage investment fund for scalable companies. Don't take it from us; listen to what our clients have to say. Stephanie Bernards is the Executive Director of S2 Media, a woman owned medical support manufacturing company located in the Spokane Valley. According to Stephanie, "StartUp Spokane was a resource unknown to us until April, 2017. After attending a networking event hosted by WSU and overhearing people talking with [StartUp Spokane], our relationship with StartUp was born. I reached out to [StartUp] and had a meeting scheduled the next day to start the next chapter in our business success. Since the first meeting, we have been introduced to many people and programs available to build businesses. Without making that first connection with StartUp Spokane we would not have been able to connect with the right people and programs to help grow our business." Since working with StartUp, S2 has made many important connections and has been a panelist or a showcase presenter at several important regional economic development and Life Science events. They successfully completed our regional second stage accelerator program and have patented an innovative product that stands to revolutionize one segment of the agricultural sector. This is a company that is poised for growth and will play an important part in the evolution of our medical and bio science ecosystem. III. Project Summary In 2017, 13% of the entrepreneurs we assisted were from the Spokane Valley. At this point in 2018, 20% of our entrepreneurs have come from the Valley. We are seeking $10,000 from the City of Spokane Valley. These funds would be capacity building and be a part of our general operating funds, helping us continue to offer our outstanding programs and resources with an emphasis on Spokane Valley residents and businesses and ensuring our ability to continue to scale up efforts to improve our reach and services to Spokane Valley citizens. IV. Scope of Work This funding would allow us to provide more focus on and resources for entrepreneurs from the Spokane Valley. Last year, we launched a highly successful Lunch and Learn series at StartUp Spokane. These events are free to all attendees and are designed to provide useful information for entrepreneurs and small business owners. They have been very successful and well attended. In addition to providing valuable information to business owners, these events also allow entrepreneurs and small business owners to connect a network organically, often creating new partnerships, friendships and a sense of camaraderie. These events also connect presenters with budding entrepreneurs helping to cultivate new business relationships. In working with the Spokane Valley Economic Development team, we realized that not all entrepreneurs can make it to downtown Spokane for a one-hour seminar. As a result, the Spokane Valley economic development team helped us create an opportunity to offer Lunch and Learns at the Spokane Valley City Hall. Thus far, we have offered one seminar on networking that was very well attended. Our second Lunch and Learn is fast approaching and is focused on social media marketing. This funding would allow us to commit to a minimum of six Spokane Valley Lunch and Learns in the coming 12 -month span located in the Valley. We would consider offering the events at different locations in the Valley, if needed. This service would allow entrepreneurs to find education and resources they need much closer to where they live, work and play. In addition, we would use funding to augment our video library on YouTube. This is an important resource for entrepreneurs building businesses who do not have flexibility in their daytime work hours. Entrepreneurs will have the ability to access all of our educational offerings at their convenience, with videos on a variety of topics. This funding also allows us to continue working with and grow our involvement with the K-12 schools in the Spokane Valley. We routinely spend time at Spokane Valley Tech working with their faculty to offer entrepreneurship education. V. Budget The grant money would be a part of our general funding and would go to offset our overhead expenses. Please see attached budget for 2017. Our 2018 Fiscal year begins in September and our final budget has not yet been approved. Historically, our lunch and learns draw 15-20 attendees. Based on our initial pilot event at the Spokane Valley City Hall, we feel this will be consistent. The attendees at the Valley event were 100% NEW to StartUp Spokane. Since the Valley Lunch and Learn, we have had further interaction with 11 of those attendees. Our $10,000 request is justified based on the hours committed for planning, execution, and follow up on each event then with each new entrepreneur entering our system. We expect that a fully launched Lunch and Learn program in the Spokane Valley will increase our overall client service 7count by 50-70 entrepreneurs annually. It costs approximately $100 per hour to run our program to provide full service to entrepreneurs, including our overhead, staffing and programming expenses. $10,000 works out to 2.5 weeks of operational support funding, but will provide comprehensive year round service to Spokane Valley businesses and residents, including the bringing some key educational program to residents in the Valley. Should the full request of $10,000 not be awarded, we will continue to serve Spokane Valley residents and businesses from our space in Downtown Spokane, and will continue working with the students at Spokane Valley Tech, but cannot commit to maintaining an ongoing Lunch and Learn series with unique programming offered at Valley locations. VI.Metrics Our goal at StartUp Spokane is to drive economic development in the region. We evaluate our success based on the number of entrepreneurs served, the number of new jobs created and the number of new businesses started. If funded, we will report those numbers to the City of Spokane Valley, and include the number of residents or businesses specifically in the valley as well as across our greater service area, which includes all of Spokane County and North Idaho. Internal Revenue Service Date: August 3, 2005 Department of the Treasury P. O. Box 2508 Cincinnati, OH 45201 Person to Contact: SPOKANE REGIONAL CHAMBER OF COMMERCE Kathy Masters ID# 31-04015 801 W RIVERSIDE Customer Service Representative SPOKANE WA 99201-0911 Toll Free Telephone Number: 8:30 a.m. to 5:30 p.m. ET 877-829-5500 Fax Number: 513-263-3756 Federal Identification Number: 91-0418800 Dear Sir or Madam: This is in response to your request of June 13, 2005, regarding a copy of your organization's exemption application and letter of determination. Our records indicate that your organization received exempt status in September 1925 and is currently exempt under section 501(c)(6) of the Internal Revenue Code. Applications and related documents filed prior to January 1, 1948, have been destroyed pursuant to Congressional authority and, therefore, are not available. Because your organization will not be able to provide a copy of its application on request, it should keep a copy of this letter in its permanent records. The law requires you to make your organization's annual return (if you are required to file one) available for public inspection for three years after the due date of the return. You can charge only a reasonable fee for reproduction and actual postage costs for the copied materials. The law does not require you to provide copies of public inspection documents that are widely available, such as by posting them on the Internet (World Wide Web). You may be liable for a penalty of $20 a day for each day you do not make these documents available for public inspection (up to a maximum of $10,000 in the case of an annual return). Please accept our apology for the delay in responding to your request and for any inconvenience this may have caused you or your organization. If you have any questions, please call us at the telephone number shown in the heading of this letter. Sincerely,y Janna K. Skufca, Director, TE/GE Customer Account Services Greater Spokane Incorporated 2017-18 Budget As of October 12, 2017 REVENUE Member Fees 4010 - Membership 4015 - Membership 4020 - Membership 4025 - Membership 4050 - Membership Total Member Fees Events Revenue 4110 - Events & Programs Revenue - Attendance 4115 - Events & Programs Revenue - Sponsorships 4120 - Events & Programs Revenue - Membership Benefits Total Events Revenue Grant Revenue - Other 4310 - Grant Revenue Total Grant Revenue - Other Public Investments Revenue 4210 - Public Investments Revenue Total Public Investments Revenue Program Revenue 4410 - Program Revenue Total Program Revenue Contributions 4620 - In -Kind Contributions Total Contributions Revenue - Other 4910 - Interest Income 4510 - Marketing Products Revenue 4715 - Association Insurance Revenue (BHT) Total Revenue - Other Total REVENUE Personnel Fixed/Semi-Fixed Expenses 6015 - Professional Services - Accounting/Audit 6030 - Professional Services - IT 6140 - Web Site Development & Maintenance 6310 - Office Supplies 6315 - Computer Supplies 6320 - Telephone & Communications - Landline Service 6325 - Telephone & Communications - Cell Phone & Wireless 6330 - Internet Services 6350 - IT/Software Subscriptions 6410 - Office Equipment Rental 6415 - Rent 6420 - Personal Property Taxes 6425 - Depredation 6655 - Bank Fees 6660 -Insurance Expense Total Fixed/Semi-Fixed Expenses Dues Dues Dues Dues - Dues - - Renewal - Trade Relationship - New Increases Cancellations Year Ending 09/30/2018 2,037,000.00 11,500.00 124,000.00 25,000.00 (120,000.00) 2,077,500.00 543,940.00 234,250.00 17,260.00 795,450.00 162,940.00 162,940.00 469,180.00 469,180.00 371,200.00 371,200.00 2,400.00 2,400.00 720.00 6,100.00 15,000.00 21,820.00 3,900,490.00 2,374,525.57 7,500.00 600.00 24,860.00 20,450.00 7,970.00 16,698.00 19,500.00 25,160.00 55,562.00 18,948.00 331,660.26 825.00 5,300.00 18,050.00 13,267.00 566,350.26 Variable/Semi-Variable Expenses 6010 - Professional Services 6020 - Professional Services - Lobbyists 6025 - Professional Services - Legal 6110 - Printing 6115 - Advertising 6120 - Public Relations 6130 - Newsletters 6135 - Promotional Items 6145 - Photography 6210 - E&P Food & Beverage 6215 - E&P Materials & Supplies 6220 - E&P Venue & Equipment Rental 6225 - E&P Speaker/Presenter Fees 6230 - E&P Profit Sharing with Partners 6240 - Program Clock Hours 6280 - Ag Expo - Ushers & Security 6335 - In House Copying Expenses 6340 - Postage & Shipping 6345 - Publication Subscriptions 6510 - Travel - Meals & Entertainment 6515 - Travel - Transportation 6520 - Travel - Lodging 6525 - Client Hosting Expenses 6530 - Board Member Travel Expenses 6610 - Board & Committee Expenses 6615 - Outside Organization Dues 6620 - Membership Trade Expenses 6625 - Conference Registration 6630 - Staff Training & Education 6635 - Staff Recruitment & Advertising 6640 - Staff Recognition/Awards/Celebrations 6645 - Non -Staff Recognition/Awards 6670 - Miscellaneous Expenses Total Variable/Semi-Variable Expenses 32,614.56 136,000.00 8,000.00 17,690.00 124,490.00 24,500.00 4,500.00 1,100.00 4,000.00 164,550.00 1,790.00 78,400.00 27,000.00 5,400.00 1,000.00 800.00 11,570.00 8,028.00 721.68 16,770.00 61,323.00 91,800.00 22,250.00 3,000.00 19,900.00 43,734.00 11,500.00 15,675.04 4,915.00 2,400.00 14,040.00 8,100.00 50.00 967,611.28 Net Gain (Loss) (7,997.11) Spokaner Incorporated T 801 W. Riverside, Suite 100, Spokane, WA 99201 Phone: 509.624.1393 or 1.800.SPOKANE Fax: 509.747.0077 August 7, 2018 RE: Greater Spokane Incorporated / StartUp Spokane Program To Whom It May Concern: 1 am the Board Chair for Greater Spokane Incorporated, and this RFP is for the Spokane Valley's 2019 Economic Development Grant. This grant is in keeping with our goals, objectives and in our general fundraising strategies. However, it was posted after our last board meeting and prior to the next, so we chose to advise the board and seek input. As a result, I am confident in stating that the application for this grant is in alignment with StartUp Spokane, a program of Greater Spokane Incorporated's mission to drive economic development in the region through entrepreneurship and small business development. Thank you for allowing me to voice GSI's support and for your thoughtful consideration of this important project. Please let me know if you have any questions; you may reach me at 509.353.3897. Jack Heath, Pl esident Washington Trust Bank PO Box 2127 Spokane, WA 99210-2127 Greater Spokane Incorporated — Creating Something Greater for the Spokane region since 1881 www.greaterspokane.orq 1 www.facebook.comtgreaterspokane I www,twitter.com/oreaterspokane 2017-2018 GSI Board of Trustees UPDATED 07/06/17 Date On : First Last Business Name 10/1/2017 Jay Ailert Aslin-Finch Company 10/1/2017 Bill Bouten Bouten Construction 10/1/2017 Scott Dietzen CliftonLarsonAllen LLP 10/1/2017 Phil Haugen Hege Northem Quest Resort & Casino 10/1/2017 10/1/2017 Michelle Marcelo Desautel Hege Morales A4Ventures 10/1/2017 Jeff Philipps Rosauers Supermarkets, Inc. 10/1/2017 Paul Read Joumal of Business 10/1/2017 Don Ting Pyrotek Inc. 10/1/2015 Barry Baker Baker Construction & Development, Inc. 10/1/2017 Tom Barbieri Goodale & Barbieri Company 10/1/2016 David Black NAI Black 10/1/2016 Clark Brekke Goodwill Industries of the Inland Northwest 10/1/2016 Nadine Burgess Spokane Gymnastics 10/1/2015 Brady Cass Asuris Northwest Health 10/1/2017 Ana Mari Cauce University of Washington 10/1/2015 Mary Cullinan Eastem Washington University 10/1/2015 Daryl/ DeWald Washington State University Health Sciences Spc 10/1/2015 Marty Dickinson Umpqua Bank 10/1/2017 Steve Duvoisin Inland Imaging, LLC 10/1/2017 Kyle England Kaiser Aluminum 10/1/2015 Brad Gile Caterpillar, Inc. 10/1/2016 Rustin Hall ALSC Architects, PS 10/1/2017 Steve Hauschild BECU 10/1/2017 Chris Henjum Hydrafab Northwest Inc 10/1/2017 Chad Jensen Inland Power 10/1/2017 Christine Johnson Community Colleges of Spokane 10/1/2016 Otto Klein Spokane Indians Baseball - Longball, Inc. 10/1/2015 Larry Krauter Spokane International Airport 10/1/2017 Tyler Lafferty Seven2 10/1/2016 Russell Lee Inland Northwest Bank 10/1/2016 Regina Malveaux YWCA of Spokane 10/1/2017 Thayne McCulloh Gonzaga University 10/1/2017 Andrew McDirmid Eide Bailly LLP 10/1/2016 Patricia McRae KHQ TV 10/1/2015 Sharelynn Moore Itron, Inc. 10/1/2017 Shelly O'Quinn Inland Northwest Community Foundation 10/1/2017 Kevin Person Wagstaff, Inc. 10/1/2017 Shelley Redinger Spokane Public Schools 10/1/2016 John Shogren Central Pre -Mix Concrete Co. 10/1/2015 Dale Silha McKinstry Company 10/1/2016 Harry Sladich Red Lion Hotels Corporation 10/1/2016 Ben Small Central Valley School District 356 10/1/2016 Kelly Stanford Columbia Medical Associates 10/1/2017 Beck Taylor Whitworth University 10/1/2016 Linda Underwood U.S. Bank 10/1/2015 Frank Velazquez Individual 10/1/2015 Kurt Walsdorf Bank of America 10/1/2015 Clancy Welsh Garco Construction, Inc. - - David Condon City of Spokane - - Al French Spokane County - - Rod Higgins City of Spokane Valley Doug Kelley Avista (Chair of West Plains Chamber) - - Steve Peterson City of Liberty Lake - - Greg Repetti Valley Hospital (Chair of Valley Chamber) - - Ryan Samuelson Fairchild Air Force Base - - Tom Trulove City of Cheney Kevin Twohig Spokane Public Facilities District (PFD) Christine Varela Desautel Hege - - Alisha Benson Greater Spokane Incorporated Todd Mielke Greater Spokane Incorporated Carla Altepeter Numerica Credit Union - - Jack Heath Washington Trust Bank Tom Johnson STCU Larry Soehren Kiemle & Hagood Company William Symmes Witherspoon Kelley - - Elaine Couture Providence Health Care W. Stacey Cowles The Spokesman Review - - Jack Heath Washington Trust Bank - - Scott Morris Avista - - Monica Blykowski-I MultiCare Rockwood Clinic - - IDavid O'Brien MultiCare Health Systems Page 1 of 1 Star StartUp Spokane Champions Advisory Board Steve Trabun, Avista Co -Chair Tyler Lafferty, Seven -2 Co-chair Todd Mielke, GSI Jack Heath, Washington Trust Bank Nick Dietzen, Clifton Larsen Allen Mike Ebinger, WSU Center for Innovation Rick Repp, Witherspoon Kelley Craig Hart, Hart Capital Steve Rector, Cowles Company Richard Denenny, Lee and Hayes StartupSpokane.com GreaterSpokane.org A Program of Greater Spokane Incorporated P: 509.321.3626 1 610 W. 2nd Ave., Spokane, WA 99201 CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT GRANTS Applicant: JAKT Foundation Phone: 509-621-0124 E-mail: tom@vision-marketing.net Address: PO Box 85 City: Newman Lake State: WA Zip: 99025 Applicant is: Non-profit YES Contact Person (if different than applicant): Tom Stebbins Amount requested: $30,000 Applicant's match: $35,000 Total project budget: $65,000 Is this a new or continuing activity? NEW II. HISTORY Briefly describe your organization/business. What is its primary function and mission statement? The JAKT Foundation was founded in 2017 to support events such as Crave, Oktoberfest and now a Spokane Valley Farmers Market. Vision: To celebrate, enrich, challenge and expand our regional appreciation of culinary, nutritional and cultural diversity. Mission: Making events focused on chefs and cultural celebration in the Intermountain Northwest, while partnering and highlighting the Spokane Valley's sense of a vibrant and healthy community. Core Values: * Highlight chefs * Partner of Spokane Valley * Catalysts for community alliances * Passion for food and cultural events * Inclusionary, everyone benefits * Culinary leadership locally, regionally & nationally III. PROJECT SUMMARY Provide a concise summary of your request and what it will accomplish. If your request is part of a larger project, you may briefly describe the over-all project. However, please focus the bulk of your answer on the specific element for which you are requesting funding. As the intent of the grant is to benefit the citizens of the City of Spokane Valley through Economic Development or Social Services, please specifically indicate how your project falls into one or both of these categories. JAKT Foundation desires to execute and follow our vision and mission statement by establishing a Farmers Market at Spokane Valley CenterPlace. The Spokane Valley Farmers Market will reinforce CenterPlace's role and location within Spokane Valley to the Spokane Valley citizens as well as continue the education of the region where CenterPlace is located. We intend to build a sense of pride and services to Spokane Valley while creating a fun place to meet, greet and find locally grown farm products. IV. SCOPE OF WORK Fully describe the project. Expand on your Project Summary to address such issues as: a. What it is you wish to do? Create a Spokane Valley Farmers market with financial stability as we work towards creating a community asset for Spokane Valley. b. How and why the community will benefit? Highlight local farmers and artisans while creating a vibrant and fun market that residents will be happy to support and proud to show off their friends throughout the region. c. What are the beginning and ending dates of your project? Every Friday night from 5pm to 8pm at CenterPlace from May 17 to September 13, 2019. d. Is it a seasonal activity appropriate to its location? e. If an outdoor activity, are there any weather-related constraints? The Spokane Valley Farmers Market will be held outside in the SE corner of the CenterPlace parking lot. Rain or shine the Spokane Valley Farmers Market goes on realizing weather can affect attendance. Spokane Valley Farmers Market Budget 8/8/2018 Basic Assumptions Vendor Booth Fees Vendor Annual Fees Food Truck Sales %5 Spokane Valley Economic Grant Founding Sponsors 2 @ $10k Sustaining Partners 4 @ $5000 Fundraising Refreshments at event sale Shopping Bag Sales Total Revenue Projected Expenses Market Director wages Staff Payroll General Operations Business licensing, permits, Insurance Bookkeeping Legal & Professional Services Rent & Trash & Restroom (CenterPlace) Market Music Dues (WSFMA) Insurance Taxes & Licenses Market Tokens T shirts - volunteers & staff lanyards Shopping Bags Events permit Special Events Event Expenses Event Rentals Special events Musicians Annual Vendor Meeting Community Outreach Marketing Graphic Design & Branding Website Hosting/Website updates Night Market Trademark Collateral preparational/printing Facebook Boosting Print Ads May 17 - September 13 (18 markets) 20,000.00 1,875.00 30,000.00 10,000.00 500.00 2,000.00 750.00 65,125.00 25,000.00 5,000.00 2,500.00 1,000.00 11,250.00 1,800.00 350.00 1,000.00 2,500.00 1,200.00 750.00 150.00 1,000.00 100.00 500.00 500.00 1,000.00 2,500.00 425.00 $ 500.00 $ 3,000.00 JAKT Foundation 2019 Approved Budget as of 7/20/18 2018 Income Budget Crave Sponsorship 117,500 Tickets Main Events 66,000 Grand Tasting 44,100 Crave Subtotal Income Oktoberfest Sponsorship 11,000 Merchadising 11,000 Food & Beverage 39,000 Tickets 30,000 Oktoberfest Subtotal Income SV Farmers Market Vendor Fees 21,875 Market related 2,750 Sponsors/Grants 40,500 SV Farmers Market Subtotal Income Total Income Expenses Crave Advertising & Promotion 35,800 Chef Appearance Fees 22,000 Food Allowance Chefs 18,000 Chef / Volunteer / Event Swag 8,000 Office expense/website 13,500 Operating Production (rent, etc) 39,900 Event Management/Sales Commission 41,625 Carry Over Loss/Reserves 35,000 Crave Subtotal Expenses Oktoberfest Event Entertainment 17,100 Event Management 25,000 Balance forward (loss)/Reserves 6,552 Media Partners / Advertising 8,000 Merchandising Inventory 3,500 Operating 6,000 On site expenses 21,671 Oktoberfest Subtotal Expense SV Farmers Market 227,600 91,000 65,125 383,725 213,825 87,823 INTERNAL REVENUE SERVICE P. 0. BOX 2508 CINCINNATI, OH 45201 Date: SEP i 1 2017 JAKT FOUNDATION C/0 THE LEVY LAW FIRM PLLC 421 W RIVERSIDE STE 381 SPOKANE, WA 99201 DEPARTMENT OF THE TREASURY Employer Identification Number: 81-5319087 DLN: 17053087331017 Contact Person: ID# 31614 JEFFREY GAUNCE Contact Telephone Number: (877) 829-5500 Accounting Period Ending: December 31 Putic Cha 509(a)(2) Form 990/990-EZ/990-N Required: Yes Effective Date of Exemption: February 10, 2017 Contribution Deductibility: Yes Addendum Applies: No Dear Applicant: We're pleased to tell you we determined you're exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). Donors can deduct contributions they make to you under IRC Section 170. You're also qualified to receive tax deductible bequests, devises, transfers or gifts under Section s2�ea6, r2This letter help resolve questions on your exempt statu.Psekeep itfor your records. Organizations exempt under IRC Section 501(c)(3) are further classified as either public charities or private foundations. We determined you're a public charity under the 1RC Section listed at the top of this letter. If we indicated at the top of this letter that you're required to file Form 990/990-EZ/990-N, our records show you're required to file an annual information return (Form 990 or Form 990 -EZ) or electronic notice (Form 990-N, the e -Postcard). If you don't file a required return or notice for three consecutive years, your exempt status will be automatically revoked. If we indicated at the top of this letter that an addendum applies, the enclosed addendum is an integral part of this letter. For important information about your responsibilities as a tax-exempt organization, go to www.irs.gov/charities. Enter "4221 -PC" in the search bar to view Publication 4221 -PC, Compliance Guide for 501(c)(3) Public Charities, which describes your recordkeeping, reporting, and disclosure requirements. Letter 947 MINUTES OF JULY 20, 2018 MEETING OF BOARD OF DIRECTORS AND OFFICERS OF JAKT FOUNDATION The Board of Directors of JAKT Foundation (the "Company") met as follows: 1. Date: July 20, 2018. 2. Time: Noon. 3. Place: Spokane, Washington. 4. Present: Adam Hegsted, Jennifer Hegsted, Thomas Stebbins, and Karen Stebbins. 5. Presiding Officer: Adam Hegsted. 6. Acting Secretary: Karen Stebbins. A. Waiver of Notice. The undersigned, by execution of these minutes, hereby waives all requirements as to formal notice of the time, place, and object of this meeting and consents to all action taken at this meeting or any adjournment thereof. B. Spokane Oktoberfest. The Presiding Officer described the upcoming Oktoberfest event in September at Spokane Valley CenterPlace. The board, upon a brief discussion, unanimously approved the event as matching JAKT Foundation objectives and to continue seeking funding moving forward. C. Crave! The Presiding Officer and board discussed the 2018 Crave! food and drink celebration. Adjustments were discussed and agreed upon for 2019. The board, upon a lengthy recap, unanimously approved continuing to fund and underwrite the event in 2019 as matching the JAKT Foundation objectives and to continue seeking funding moving forward. D. Spokane Valley Farmers Market. The Presiding Officer and board discussed establishing and supporting a Spokane Valley Farmers Market in 2019 and beyond. The board unanimously approved exploring seed funding to underwrite the event from the City of Spokane Valley Economic Grant and three or four major sponsors this fall for a final go, no go, decision on launching in 2019. E. Officers. The following officers were unanimously approved following a motion and a vote: Adam Hegsted — President Karen Stebbins — Vice President Jennifer Hegsted — Secretary Tom Stebbins — Treasurer F. Signatory. A motion was made and seconded and the following resolution was unanimously adopted: RESOLVED, that Thomas Stebbins, as Treasurer of the Company has the authority to sign all documents related to official applications related to Oktoberfest, Spokane Valley Farmers Market and Crave NW projects. Minutes — JAKT Foundation SPOKANE VALLEY Economic Development Grant Proposal JAKT FOUNDATION baie.'a}u neesa�+'.nwvry ie,u c? CRAVE! • The & daddy of food Erenu M Ole myon • Crawl ewy lw'y at Cente,%xa SPOKANE VALLEY FARMERS MARKET Build community, support local farmers, eat healthy, gather It t SPOKANE VALLEY FARMERS MARKET Friday's at CenterPlace parking lot n 10.08.2018 SPOKANE VALLEY FARMERS MARKET A Wend ot liberty tate& Kendall Yards Night Market JAKT LONG TERM • ooes,...;,, • amw enm end roma. up and corgi, e•enm v°icurds promoters_ e«omee.oeaot •amu m�.e even. e.lnarEonm,on JAKT FOUNDATION SPOKANE VALLEY Economic Development Grant Proposal JAKT JAKT FOUNDATION • Vision: To celebrate, enrich, challenge and expand our regional appreciation of culinary, nutritional and cultural diversity. • Mission: Making events focused on chefs and cultural celebration in the Intermountain Northwest, while partnering and highlighting the Spokane Valley's sense of a vibrant and healthy community. • Core Values: * Highlight chefs * Partner of Spokane Valley * Catalysts for community alliances * Passion for food and cultural events * Inclusionary, everyone benefits * Culinary leadership locally, regionally & nationally CRAVE! • The Granddaddy of Food Events in the region • Crave! every July at CenterPlace oalie FOOD & DRINK CELEBRATION SPOKANE VALLEY JAKT JAKT FOUNDATION SPOKANE OKTOBERFEST • 3 -day German cultural community celebration • The last weekend of September at CenterPlace JAKT SPOKANE VALLEY FARMERS MARKET Build community, support local farmers, eat healthy, gather JAKT SPOKANE VALLEY FARMERS MARKET Friday's at CenterPlace parking lot O BRUNC +KIp lEbteskivep Fellows asothryCerdmrr sem' &Pi EsphSso Whsppcd Gni 9114 MARKET SPOKANE VALLEY FARMERS MARKET A blend of Liberty Lake & 6 �; Kendall Yards Night Market JAKT LONG TERM • Intermountain Food Symposium • Grow Local Events • Create a collaborative of passionate community organizers and provide professional support to cultivate and promote up and coming events and promoters. • JAKT Foundation could become a source of funding to these events as JAKT Foundation events mature JAKT CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant: f`'�9c*rxnP V'1Ieu Or O. LimC'A 1 Phone: (Sort)(Ac -(p3 i E-mail 75 to' Sa.np VCt (le a t' Vs cd) r) , C CwM Address: \Lk \L,--1 City: Q(-)QVo k( State iLic\ Zip 9 2 -VI Applicants are: Non-profit Public/Municipal Agency Must be a non-profit 501(c)(3) or 501 (c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant):_,VvZ.DJ)e 1 MC-TXN * Phone: (5cs (IC\c>k0\?) E-mail oWLUNx. ( Op\ \. t3C 0 (\A Address \--3,1,0 City 'Q C \Q \J(J\Q.0 State Zip Ct` Z0(o Amount requested: $ O \ n 0 .O ; Applicant's match: $ Total project budget: \ Q . 60 0 0 Is this a new or continuing activity? 11�_ ; City of Spokane Valley Request for 2018 Grant Page 4 of 6 VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: Date: City of Spokane Valley Request for 2018 Grant Page 6 of 6 SPOKANE VALLEY ARTS COUNCIL PO Box 141676 Spokane Valley, WA 99214 Amended Pages of the City of Spokane Valley Application for Economic Development and Social Services Grants II. History Since it began in 2004, the Spokane Valley Arts Council has strived to be an active presence in our city and has pursued our goal of bringing art to the citizens in our area. Our mission is to promote, support, and enhance the diversity, quality, and accessibility of arts and culture in our region. As an all -volunteer organization, we continue to fulfill this mission, working independently but with the support of the City of Spokane Valley. III. Project Summary We are requesting funds to help with the administrative expenses of SVAC, continued improvements to our website, printing, postage, advertising, insurance, and production of our seventh bronze. IV. Scope of Work Our seventh bronze will be Rock Star by Bob Wilfong. Mr. Wilfong is a world renowned artist acclaimed for his contemporary bronze sculptures and monuments that reside in 49 states and 20 countries. SVAC will donate the finished piece to the City of Spokane Valley to be displayed publicly for the community to enjoy. Once SVAC finalizes the contract with Mr Wilfong, the work will begin but conclusion of the project will depend on the fund raising efforts by SVAC. V. Budget • Insurance $600 • Attorney Fees and Auditing $1,200 • Federal and stating tax filing to maintain our 501(c)3 status $500 • Artist Showcase $15,000 • Website $350 • Updating supportive software $500 • Printing and postage $3,000 • Monumental bronze production and casting $80,000 • Administrative support and advertising $2,000 Total: $103,150 VI. Metrics Local Non-profit Art -based Organizations: We continue to support DanceFest and Inland Northwest Dance Association, which put on a free dance event once a year showcasing the talents of dancers of all ages and abilities, and demonstrations by national dancers and groups. Filling Display Booths Free of Charge: We continue to maintain art exhibits at CenterPlace and the Spokane Valley Main Library. These exhibits include local amateur and professional artists, local area high school student art, and loaned art from private collections. Annual Fundraiser: The 13th Annual Artist Showcase will be held October 12, 2019. As our main fundraiser, the event features demonstration artists, great food, and live music, with a loud and silent auction. We have been successful because of the continued support of the attending demonstration artists and the talented national and international artists who submit their art to be juried into our event, and then sold. We also appreciate you, the community members who purchase tickets and art at our event, and the generous advertisers and donors. i 1 S iatrrnat It.ronuc Scn-ic. P.O. Box 2508, Room 4010 Cincinnati OH 45201 SPOKANE VALLEY ARTS COUNCIL SPOKANE VALLEY CHAMBER OF COI•IERCE PO BOX 141676 SPOKANE VLY WA 99214-1676 In reply refer to: 4077589886 June 30, 2014 LTR 4168C 0 20-I021131 OOfJOOD DO 00046904 I3ODC : TE Employer Identification Number-: 20-1021131 Person to Contact: 11 SCHATZ Toll Free Telephone Number: 1--877-829-5500 Dear Taxpayer: This is in response to your June 02, 2014, request for information regarding your tax-exempt status. Our records indicate that you were recognized as exempt under section 501(c)(03) of the Internal Revenue Code in a determination letter issued in November 2004. Our records also indicate that you are not a private foundation within the meaning of section 509(a) of the Code because you are described in section(s) 509(x)(1) and 1.70(b)(1)(A)(vi). Donors may deduct contributions to you as provided in section l/0 of the Code. Bequests, legacies, devises, transfers, or gifts to you or for your use are deductible for Federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. Please refer to our website www.irs.gov/eo for information regarding filing requirements. Specifically, section 6033(j) of the Code provides that failure to file an annual information return for three consecutive years results in revocation of tax-exempt status as of the filing due date of the third return for organizations required to file. We will publish a list of organizations whose tax-exempt status was revoked under section 6033(j) of the Code on our website beginning in early 2011. 4077589886 June 30, 2014 LTR 6168C 0 20-1021131 000000 00 00046905 SPOKANE VALLEY ARTS COUNCIL SPOKANE VALLEY CHAMBER OF COMERCE PO BOX 141676 SPOKANE VLY WA 99214-1676 If you have any questions, please call us at the telephone number shown in the heading of this letter. Sincerely yours, Tamera Ripperda Director, Exempt Organizations SVAC Attendance Present —Absent — Excused Meeting Minutes Majority needed for quorum or 6 Marc McIntosh -,AP A E Jim Sullivan P:= A E Liz McIntosh _.1' Y A E Jim Harken 1 A E_ Elaine Fulton P A E1; Gail Bongiovanni P A E Jay Moynahan ,-1? A E Russ Braymen P ". A E Dick Denenny P ,'A' i,E Saul Hansen P; A E Hunter Houle P A- :: E Elise Beattie Guest Guest Guest 7/20/2018 Previous Minutes meeting called to order at 12:06 M - Motion Minutes from June 1st Approved as submitted Jay Treasurer's Report — Available balance as of end of month General Checking Scholarship Checking $12,930.80 $2,000.00 • Reminder to send receipts for grant related items • Working on 2019 Grant Request and reimbursement for 2018 Grant Request by Marc McIntosh, President S - Seconded Jim H Liberty Lake Funds $18.36 A - Approved Unanimously Old Business • Executive Board Members met with Mr Richard Warrington and arrangements have been made for preparing Heart of The Valley to be moved: Warrington will build a crib to support the sculpture in a leaning position. SVAC will pay for the material and Warrington will create at no cost. For $250, a neighbor of Warrington's will be hired to load the sculpture onto his flatbed trailer and deliver the sculpture once a location has been determined. Until that time, the sculpture will remain at Warrington Studios at no charge. Dr Harken has been in contact with Mr Bob Wilfong regarding the possibilities for our next project. Two options have been presented to the board and these prices include delivery: extra large Rock Star at a cost of $67,500 or two 7 seven foot pieces — The Journey with a base at a cost of $15,700 and Rock Star at a cost of $15,500. M by Jay, S by Jim H, A Unanimously: SVAC will present the City of Spokane Valley with two options - two 7 foot pieces or one 15 foot piece - and allow them to decide the direction for the next project. 7/29 Amended Motion: M by Jim H, S by Liz, A with one Nay (objection to Rock Star & not simplifying grant request): SVAC will present a proposal to the City of Spokane Valley for the 15 foot piece titled Rock Star. • Saul would like to begin working on another video that includes clips from our event. Dick did a great job with the voice over on the first video and Marc will follow up with him on this request. New Business Marc, Jim S, and Jim H met with the City of Spokane Valley regarding our continued financial relationship. • At this time the City does not have a confirmed location for Heart of the Valley. They are in the process of accessing all possible locations where the art can be placed for this and future pieces. • Since there are no locations immediately available, SVAC may have to absorb the cost of storage fees until locations are available. • For future projects, the City has requested that we submit five packets to the Council Members so they can review potential pieces and express their desire to eliminate any they feel could be inappropriate. The final decision on which piece to present for grant funding would remain with SVAC. Patron of the Arts • Fritz Bachmeyr has been selected to receive the 2018 Patron of the Arts Award. Rather than a public presentation, several of our board members are choosing to take Fritz to lunch. Next meeting is scheduled for 8/17/2018 Meeting adjourned at 1:03 PM Prepared by: Liz McIntosh, Secretary SVAC SP K.\N1> V.\I.1J Y ARTS COUNCIL Board of Directors — Effective July 2018 Position Name Address Phone Email Term Start Term Expire 1. President Marc McIntosh 11024 N Forker Rd Spokane, W 99217 928-6662 (h) 979-5239 (c) theel mac51aol.com February 2009 January 2019 2. Vice President Jim Sullivan 2507 S Arthur Spokane, WA 99203 994-1706 (c) jwsullivan1(a gmail.com March 2011 January 2019 3. Secretary Liz McIntosh 1320 S Robie Ct Spokane Valley, WA 99206 imlilmac(@,dmail.com January 2004 January 2019 4. Treasurer Liberty Creek Financial 12309 E Mirabeau Pkwy #2 Patrick McDonald, CPA Spokane Valley, WA 99216 509-922-1412 pram(Ctlibertycreekfinancial.com June 2018 5. Volunteer Coordinator Gail Bongiovanni 14120 E Springfield 922-4493 (h) Spokane Valley, WA 99216 220-0621 (c) baildancer(a�juno.com February 2007 January 2019 6. Russ Braymen 16836 SE 427' North Bend, WA 98045 425-577-2426 (h) rbravmen�a comcast.net 425-358-0566 (c) November 2014 January 2019 7. Dick Denenny PO Box 141389 998-3612 (c) Spokane Valley, WA 99216 dickdenenny.com October 2014 January 2019 8. Art Director Jim Harken 9. Hunter Houle 11525 E 20"' Spokane Valley, WA 99206 300 E 3rd Ave Spokane, WA 99202 jameshharkenAgmail.com February 2005 January 2019 509-990-8816 hunter(c�kestell.com November 2016 January 2019 10. Jay Moynahan 5413 S Helena Ln Spokane, WA 99223 443-1282 (h) profjay(a�comcast.net December 2009 January 2019 11. Web Master Saul Hansen 1101 W 8t'' Ave #2 Spokane, WA 99204 509-496-5604 (c) saulripgmail.com August 2017 January 2019 12. Elaine Fulton 9700 E Holman Rd Spokane, WA 99206 926-4744 (h) 953-2929 (c) fultonelaine hotmail.com June 2007 January 2019 Corporate Information Leal Name DBA Address of Record Email Website Spokane Valley Arts Council SVAC 2426 N Discovery PI Spokane Valley, WA 99216 SpokaneValleyArts@yahoo.com SpokaneValleyArts. org 3 SVAC SPOKANE \>\I LEY \Ri S CO1INCIL August 6, 2018 City of Spokane Valley Attn: Sarah Farr, Finance Department 10210 East Sprague Avenue Spokane Valley, WA 99206 Dear City of Spokane Valley Council Members, PO Box 141676 Spokane Valley, WA 99214 On behalf of the board of directors of the Spokane Valley Arts Council, I wish to thank the City of Spokane Valley for once again giving us the opportunity to apply for an economic development grant for 2019. Since it began in 2004, the Spokane Valley Arts Council has strived to be an active presence in our city and has pursued our goal of bringing art to the citizens in our area. Our mission is to promote, support, and enhance the diversity, quality, and accessibility of arts and culture in our region. As an all -volunteer organization, we continue to fulfill this mission, working independently but with the support of the City of Spokane Valley. We are requesting funding to support and continue the following objectives: • The sixth piece commissioned by SVAC, Heart of Valley by Richard Warrington was completed in 2018 and is pending an -installment -location: -Our--seventh-bronze will -be -Rock --tar by -Bob Wilfong. Mr. Wilfong is a world renowned artist acclaimed for his contemporary bronze sculptures and monuments that reside in 49 states and 20 countries. ® We continue to support DanceFest and Inland Northwest Dance Association, which put on a free dance event once a year showcasing the talents of dancers of all ages and abilities, and demonstrations by national dancers and groups. ® We continue to maintain art exhibits at CenterPlace and the Spokane Valley Main Library. These exhibits include local amateur and professional artists, local area high school student art, and loaned art from private collections. ® The 13th Annual Artist Showcase will be held October 12, 2019. As our main fundraiser, the event features demonstration artists, great food, and live music, with a loud and silent auction. We have been successful because of the continued support of the attending demonstration artists and the talented national and international artists who submit their art to be juried into our event, and then sold. We also appreciate you, the community members who purchase tickets and art at our event, and the generous advertisers and donors. The grant we are requesting will help with the administrative expenses of SVAC, continued improvements to our website, printing, postage, advertising, insurance, and production of our bronze. SVAC SPOKANE VALLEY ARTS COI INCH_ The following is a summary budget for these requested funds which represent • Insurance • Attorney Fees and Auditing • Federal and stating tax filing to maintain our 501(c)3 status • Artist Showcase • Website • Updating supportive software • Printing and postage • Monumental bronze production and casting • Administrative support and advertising Total: $103,150 PO Box 141676 Spokane Valley, WA 99214 55% of our annual budget. $600 $1,200 $500 $15,000 $350 $500 $3,000 $80,000 $2,000 Thank you for considering the Spokane Valley Arts Council for a grant. I look forward to addressing the Spokane Valley City Council on September 18, 2018. Sincerely, uod dames H. Harken Director of Art Procurement Artist Bob Wilfong of Clarkston, Wash. is doing his best to keep his favorite bronze works in business, he said. On Tuesday, July 28, he and patina artist Bart Latta of Parks Bronze in Enterprise put the finishing touches on Wilfong's 14 foot -plus sculpture "The Rock Star," which will soon be placed in front of the Eccles Performing Arts Center in Park City, Utah. "What's real neat about this placement for me is it is the site of Sundance Film Festival," said Wilfong. The sculpture, which is intended to show how music transcends generations, along with a partner sculpture- an 8-foot- ilus bronze of two counterbalanced dancers entitaled "Dance of Love/Dance of?Life"- were purchased by one of Wilfong's clients and donated to the Performing Arts Center. Wilfong has worked exclusively with Parks Bronze for 14 years because of "quality, workmanship and communication," he said. "I like to stay close to the work." Latta, he said, was "a true artist. I rely on him." MARKETPLACE Jobs Garage Sales Real Estate Bob and Jo Wilfong BJ WILFONG BRONZES bjwilfongCa�hotmail.com 702-325-2476 Alabama Arizona California Colorado MONUMENTS "it Takes Three" "The Journey" "To Dance As One" "First Lessons" "Our Destinies Entwined" 6-1--a-ac-X-' Es c.c.s. "Dance of Love, Dance of Life" "The Great Escape" "On The Wings of Love" "Our Destinies Entwined" "Soul Survivor" "The Calling "The Journey" "To Dance As One" "To Dance As One" Thr_ TZcciG 5-r .r Iorida "Dance of Love, Dance of Life" "Dance of Love, Dance of Life" "First Lessons" "The Great Escape" "If I Could But Fly" "The Journey" "It Takes Three" "On The Wings of Love" "On The Wings of Love" "On The Wings of Love" "Our Destinies Entwined" "Our Destinies Entwined" "Our Destinies Entwined" "Soul Survivor" "To Dance As One" "To Dance As One" "To Dance As One" ra- ri ohwi-c ry�'rim F's ti Georgia "On The Wings of Love" Illinois "Our Destinies Entwined" "Our Destinies Entwined" "Our Destinies Entwined" "Rock Star" "The Journey" L 1 a.t t V WA -4 University of South Alabama University of South Alabama Private Private Private r1.>CaTti, Corporate Corporate Private Private Private Private Private Private Private {'r t OA- 7c Corporate Private Private Private Private Private Corporate Corporate Private Private Private Private Corporate Private Private Private Private V --r a'iti. Private Th.. N jig 4„ Village of Barlett Private Private Private Private r t oetr . r , ' svi..• v,u.ac,., p STV C."‘n. eve- t_... e Pry v s.,11. tj Ca- Wyoming West Virginia Nisconsin Australia Mexico "Finding Balance" "On The Wings of Love" "The Great Escape" "On The Wings of Love" "Our Destinies Entwined" cR^7 3 Gl43v,wry i4 ems.rr .s fA c ani Downtown Casper Private Private Private Private Pr i 1-471-1. CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVEL PMENT and SOCIAL SERVICE GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant - )1 Phone: ')67:-/ `75 6. E-mail 6k a/ C I� ;{. /"t/LI f7a1 Calk(` Address: ( � , City.,((--f(iL�� State �a-' 11+ Zip `;� {;l;c"t1L Applicants are: Non-profit x Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. / .. Contact Person (if different than applicantC : it • 1 ( 9' t;'.__ Tru 9 -} _ J _ Phone:6 ! ‘?(-7-' E-mail Oita_- 1� � C C"L,�- 7 �'t :J (pi (L /).)C.,) '=-t" LI Address 1 �� .�C� � r� 3t City / qc G t,' %�� ��.,�.�:. State t,"r.: Zip / Amount requested: $ 7 C; C Applicant's match: $ 0 7 Total project budget: cJ �' ) Is this a new or continuing activity? ir -C si City of Spokane Valley Request for 2018 Grant Page 4 of 6 +'r1 SmaCer Museum, Big Vision! Organization name: Spokane Valley Heritage Museum Address: 12114 E Sprague Ave PO Box 141341 Spokane Valley WA 99206 Contact Name: Jayne Singleton, Director 509-922-4570 II. History: The Spokane Valley Heritage Museum (SWIM) Board of Directors respectfully submits a request under the Economic Development category. SVHM plays a key role in economic development, specifically the tourism and cultural enrichment components of a balanced approach to the vitality of a community. The museum is a valuable asset to the City of Spokane Valley, its residents, travelers, researchers and seekers of historic information. The Museum benefits the community directly by serving as a repository, a center of community identity, a resource for students and as resource for historic research. Equally significant, the museum brings visitors to our community searching for a tourist attraction. The Spokane Valley Heritage Museum is a 501 c 3 non-profit organization as recognized by the IRS. Mission Statement: "To collect, preserve and exhibit the heritage and culture of the Spokane Valley for the inspiration and education of the community; and to share our heritage with visitors to our area in an engaging and interactive presentation" The SVHM was organized and established to create a museum and archives repository for the Spokane Valley and surrounding region. The museum preserves history and provides access to history through exhibits, public history programs, history tours, oral histories, school field trips and group tours. The museum is located in a unique landmark of our community and one of the few remaining historical buildings in the Spokane Valley. It is a fitting purpose for the building to house the heritage of our community. Preservation of; and access to our Spokane Valley heritage is our primary function. The Board of Directors, volunteers and citizens have achieved many goals and milestones in the 14 years the Museum has served the community. They renovated, restored and preserved a historical building. An extraordinary cultural asset now exists in our community as a repository for the heritage of our community. Spokane Valley City government, citizens and businesses access the archives for information, maps and photos. Achievements include: Hosted over 17,700 local and traveling visitors, 3 Smithsonian traveling exhibits, 343 group tours, 77 school field trips, archived over 5000 records and over 9,600 historic photos. The museum also serves as a visitor's bureau; directing tourists to lodging, dining and other attractions in the city. III. Project Summary Historic Preservation The project consists of preserving and maintaining access to our history and sustaining the preservation of our community heritage. Project goals include placing historic monuments on significant landmarks; and to continue the archival preservation of archives records, maps, artifacts and photos using museum best practices and standards. The Spokane Valley Museum's value to this community, the traveling public and those who seek to know the past cannot be underestimated. The SVHM is a cultural asset which benefits economic development. The SVHM is a vital part of the economic development of this community. Businesses looking to relocate will find an historic and cultural asset in the city's profile of amenities. Cities that value their heritage have a better sense of foundation and the direction they wish to grow. The historic images on display in City Hall as well as local businesses have contributed to our identity which fosters pride in this city. The SVHM shares our unique story with the traveling public. Travelers impact our economy by dining here, buying gas or purchasing goods from retailers. The SVHM brings travelers into our city as evidenced by our guest log. The guest logs reflect visitors whose place of origin is outside the area. Since opening, the museum has been the welcome place for over 11,637 visitors from beyond city limits and state borders. The value of the museum functioning as a tourist attraction is substantial and meaningful. IV: Scope of Work Specifically, we are requesting funding assistance for: 1. (2) New Computer systems to maintain digital records. Computer systems would include a tower, monitor, and keyboard and combination printer/scan/copy unit. The SVHM has consistently benefitted from interns from EWU, Gonzaga and Whitworth. This year we have had 8 interns performing a variety of preservation archiving tasks on old malfunctioning computers. Our collection continues to grow and new computers are necessary to manage it. 2. Archival storage cabinets and archival boxes. SVHM has over 5000+ archival records, 10,000 photos and thousands of artifacts. Proper storage ensures that the collection will be preserved and accessible to future generations. 3. Historic Monument for recognition of the Opportunity Township Hall. The Hall is a prominent part of the history of the Spokane Valley and a treasure to all who value our heritage. The SVHM envisions a large stone monument to be erected in front of the town hall, which is a highly visible location. The Hall was built in 1912 as a governmental building for the Township's operations. The Hall also served as a center of community activity for over 8 decades. It is unique architecture for a rural area and is listed on the WA State Historical Register and the National Register of Historic Places. It is the last remaining township hall in Washington State. The Valley's first library was located in the Hall. Fraternal organizations met in the Hall. Silent Movies and later, the Talkies were shown. Political debates and government meetings were also held in the Hall. There are many other firsts and notable events that were occurred in the Hall. Historical markers give the community a sense of pride in the story of the community. V. Budget for funding request: 1. (2) New Computer systems $2,300 2. Archival storage $2,500 3. Historical Marker by Tresko Monument $3,500 Total Request: $8,300 The SVHM leverages volunteer and intern labor hours to accomplish archives preservation. As of July, volunteer hours number 4300. Design of the historic marker is donated. If our request isn't fully funded then the purchases will be scaled back. VI. Metrics Evaluation measures and outcomes are figured by: 1. Guest information is captured at the entry point to the museum. 2. Exit survey as guests leave is an accurate measure of success. 3. Interns and volunteer production is a measure of improved tools benefit. 4. The ability to correctly store our archives collection to a greater capacity. 5. Feedback and comments on the historical marker are a measure of the significance, value and worthiness of our community's heritage. VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: (' f Date: J' Q City of Spokane Valley Request for 2018 Grant Page 6 of 6 INTERNAL REVENUE SERVICE P. O. BOX 2508 CINCINNATI, OH 45201 Date: App 222008 SPOKANE VALLEY HERITAGE MUSEUM PO BOX 141341 SPOKANE VALLEY, WA 99214-1341 DEPARTMENT OF THE TREASURY Employer Identification Number: 01-0602585 DLN: 17053089803048 Contact Person: MICHAEL J HANSON Contact Telephone Number: (877) 829-5500 Public Charity Status: 170(b) (1) (A) (vi) ID* 31127 Dear Applicant: - Our letter dated December, 2003, stated you would be exempt from Federal income tax under section 501(c)(3) of the Internal Revenue Codc, and you would be treated as a public charity, rather than as a private foundation, during an advance ruling period. Based on the information you submitted, you are classified as a public charity under -the Code section listed in the heading of this letter. Since your exempt status was not under consideration, you continue to be classified as an organization exempt from'Federal income tax under section 501(c)(3) of the Code. Publication 557, Tax -Exempt Status for Your Organization,. provides detailed information about your rights and responsibilities as an exempt. organization.. You may request a copy by calling the toll-free number for forms, (800) 829-3676. Information is also available on our Internet Web Site at www.irs.gov. If you have general questions about exempt organizations, please call our toll-free number shown in the heading. Please keep this letter in your permanent records. - -'- - Sincerely yours -- Robert Choi Director, Exempt Organizations Rulings and Agreements Letter 1050 (DO/CG) 2019 Proposed Budget Spokane Valley Heritage Museum Budget numbers are based on actual costs where possible otherwise they are estimated. Projected Operating Revenue Jan - Dec Notes r Entry donation 10,000.00 Estimated Corporate Membership 7,500.00 Estimated Individual Membership 7,000.00 Estimated Heritage Programs/Auctions 13,200.00 Estimated General Contributions 5,000.00 Historical Photo Sales/Gift Shop 1,600.00 Estimated Grants 25,000.00 Estimated Misc revenue/sponsorship 3,500.00 Estimated Book Store 1,020.00 Estimated 73,820.00 Total Projected Revenue 73,820.00 Estimated Projected Operating Expense Exhibits 1,600.00 Sports Exhibit, Valley View, Apollo 11 Program Expense 1,000.00 Estimated Fundraising Expense 1,500.00 Marketing&Advertising 25,000.00 Archives & Library 400.00 Book Store 400.00 Personnel 25,500.00 Alarm 336.00 Licenses & Permits 300.00 Insurance -Liability D&O 2,744.00 Office Expense 2,000.00 Meeting expense 450.00 Postage 470.00 Property Tax 580.00 Printing/Reproduction Costs 600.00 Professional Assoc. Dues/Subscriptions 250.00 Inside bldg repairs/maintenance etc 1,000.00 Staff Development/Training 500.00 Volunteer recognition (bdays, plaques, xmat 500.00 Supplies -Office 750.00 Building Repairs/Maintenance/Warehouse 2,000.00 Supplies -Museum Kitchen 300.00 Telephone/Internet 1,200.00 Travel 500.00 Utilities/Sewer/Heat/Elect/Water 3,240.00 Historic Map repro costs 300.00 Photo Sales expense 400.00 paper/ink Total Projected Expense 73,820.00 First draft 7/31/18 Budget numbers are based on actual costs where possible otherwise they are estimated. Meeting Minutes 7.25.18 Pg 2 Grant: The City of Spokane Valley has requested grant applications for Outside Agency funding. Motion made by Byran to apply, Don seconded the motion. Vote: unanimous Jayne, Nancy, Jaime and Angie will work on the grant application. It is to be submitted Fri Aug 10tH 15th Annual Heritage Program: Sat Nov 3rd, Spokane Valley Eagles 11am— 1:30pm Silent auction items are coming in. Music and PA is covered by Will. We will need nominations for the Heritage Preservation Award. Menu tbd. Presentation is, How the Spokane Valley communities developed. The next meeting is Aug 23rd with more to be discussed and finalized. Birthdays: Aug: Carol, Jaime & Cindy! Make sure you turn down the A/C when leaving the museum for the day. Respectfully submitted, Jaime McLeod O I VIN17 kN vl ,,_S pal ane Talley itritatie c_ifluscurn Spokane Valley Heritage Museum Board of Directors 2018 -2019 Board Chair Bill Phillips Vice Chair Nathan Riley Treasurer Nancy Pulham Secretary Jaime McLeod Member Barry Conklin Member Tom McArthur Member Bill Crawford Member Jeff Danner Member Carol Anderson Member Larry Lenz Member Marilyn Miller Member Bert Porter Member Jerry Anderson Member Janie Gottschalk Member Marilyn McCall Member Will Mellick Member Byran Jepperson Staff: Jayne Singleton, Director, Grant Writer, Valley Historian Financials: Kay Menzies, Volunteer Website Management: Wes Eagleburger, Volunteer Marketing/Social Media: Hayden Nolting, Volunteer CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant: Spokane Valley Partners / Calvin B. Coblentz, CEO Phone: 509-927-1153 E-mail ceo@svpart.org Address: 10814 E. Broadway Avenue City: Spokane Valley State WA Zip 99206 Applicants are: Non-profit Yes Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant): Same as above Phone: 907-347-1708 cell E-mail Address City State Zip Amount requested: $ 35,000 Applicant's match: $ 3,065,000 Total project budget: $ 3,100,000 Is this a new or continuing activity? Continuing City of Spokane Valley Request for 2018 Grant Page 4 of 6 Addendum to: City of Spokane Valley, 2019 Application for Economic Development and Social Services Grant 11. History Mission Statement: To prevent hunger and poverty alongside great community partners. Spokane Valley Partners is a 501(c)(3) nonprofit public charity; our Federal Tax Identification Number is 91-1478830. Our food bank serves 10,000 households annually delivering 1.4 million pounds of food. Additionally, 100,000 pounds of food are distributed to 28 Spokane Valley schools to provide weekend food to over 450 homeless students, and providing classroom "thinking" snacks. Other major programs provided by Spokane Valley Partners include a clothing bank, career clothing bank, diaper bank, emergency assistance funds, seniors in need funds, protective payee program, and life skills classes. All these programs are delivered while incurring less than 6 percent administrative and fundraising costs. For every dollar raised, more than 94 cents go directly to programs and services; stewardship is our top priority. Our annual independent audit reports reflect the great efforts demonstrated by our leadership to ensure that SVP's operation is transparent and above reproach. Spokane Valley Partners is a unique nonprofit. Unlike many organizations that are founded by an individual with a passion for something, this nonprofit was established by the Spokane Valley community to serve our region. The vision for Spokane Valley Partners began in 1951 when ten Valley churches collaborated to provide joint programs for those in need. Over the next four decades this group built a network of collaboration that included the sectors of faith, business, government, civil groups, schools, and private citizens. In 1990 this network founded Spokane Valley Partners as an independent nonprofit, then called Spokane Valley Center. Since then it has grown to become the largest food bank in Spokane County serving the entire eastern portion of Spokane County from the Spokane city limits to the Idaho state border, in coordination with 2nd Harvest and other organizations. Spokane Valley Partners has a 17,000 square foot facility that is truly "one stop shopping" for those seeking help. Tenants on the SVP campus include: SNAP (Energy Assistance), Spokane County (Rapid Re- housing), YWCA (Domestic Violence Program), Ignite! Community Theater, and Valleyfest (Headquarters). Many other organizations also work alongside us within our facility on any given day, helping to connect their resources to those needing assistance. 111. Project Summary We are requesting a $35,000 commitment from the City of Spokane Valley to help us provide vital resources to the citizens of Spokane Valley. Spokane Valley Partners' 2017 audited financial report showed an overall revenue of $3.1 million ($490,000 cash revenue & $2,610,000 in-kind donations). If the City of Spokane Valley fulfills the entire amount of this request it will represent 1.1% of our overall budget and 7.1% of our cash budget. We have many faithful partners that help us fund individual programs; however, there is still a critical need to offset the cost of operating our facilities and maintaining necessary equipment. These funds will be used specifically to maintain infrastructure that provides social service programs to the citizens of the City of Spokane Valley who fall within poverty thresholds. IV. Scope of Work Requesting general operating support for the fiscal year of 2019 (January — December). The leadership team at Spokane Valley Partners views our organization as a resource that belongs to the community to serve the community. We are resolved to a philosophy that strives to fulfill our niche in concert with government, faith communities, and other nonprofit organizations, each doing their appropriate part to provide solutions, rather than striving to compete with other organizations. Our primary mission is to ensure that no one in our valley goes hungry. With help from our supporters and in collaboration with our likeminded partners we have become the central safety net for families within the Spokane Valley. The economy of our nation and our region is a fickle thing. Even within a strong economic period many families are just one event away from losing their home or having to choose between feeding their family or paying their rent. When Spokane Valley Partners is asked to meet a need, we don't fret over inventory levels or levels of community support. We say yes to the need and provide food, clothing or whatever else we can provide to help a family continue working toward self-sufficiency. Many of the families in need that we encounter are working hard to support their household but still fall short when something unexpected happens. The resources provided by Spokane Valley Partners help a struggling family have the breathing room to withstand trouble while continuing to take steps toward more security. Our resources prevent many families from becoming homeless. We are an "emergency" food bank, available when families need it. We constantly encourage self- reliance to those who can work and we support their efforts as they move toward employment or better employment. We do this through referrals, providing job related necessities such as business clothing, work boots, specialty items or equipment. We also provide cooking classes, financial security classes, and partner with other transitional programs in our area to ensure the success of the individual. Others, such as children or the elderly, are unable to improve their situation; we will always be here to support them. Our programs provide crucial help to seniors on fixed incomes. In addition to the opportunity to visit our food and clothing banks, our Food Express program delivers groceries to 90 shut in senior homes monthly. Additionally, we can help with other needs such as prescription costs, home projects, and utility emergencies. We are also in discussions with Greater Spokane Meals on Wheels to expand food resources into more senior homes through an inter -agency partnership. Many children are trapped in poverty of no fault of their own. We believe that the way to break that cycle of poverty is to help them change their stars by helping them succeed in school. That's why we work so closely with our Valley school districts to drive hunger out of the schools. Children in poverty can receive breakfast and lunch for free at school, but on weekends they often go without. The schools report to us that those children suffering food insecurity on weekends are ineffective in school until about Wednesday. Our Food 4 Thought program has virtually eliminated this barrier. We provide weekend meals to ANY child who needs it. Last school year we provided well over 100,000 pounds of food to 28 schools. We never turn down a new request from a school to add more students who truly need food. Last year there were over 800 children in Valley schools identified as homeless. We provided food to over 450 of them and our partner, 2nd Harvest, provided the rest. There are many other resources and programs Spokane Valley Partners provides to the citizens of Spokane Valley. Please review our attached brochure and annual report to see the full community impact of our programs. V. Budget (See attached 2018 Budget) Notes: The attached budget demonstrates "cash" revenue and expenses only and does not reflect the over $2.6 million in in-kind donations. We are moving toward financials that will capture all the in-kind revenue; you will see this going forward into 2019. Currently the total numbers are captured in our approved financials at the end of our annual independent audit. The budget reflects "facility depreciation" totaling over $133,000. Bear that in mind when looking at the net income line, which is a positive $58,000. Our goal is to continue running a healthy positive annual net income to increase cash reserves over the next two years. These reserves are crucial for the health of our organization. VI. Metrics The goal of the funds received from the City of Spokane Valley in 2019 is to cover some of our general operating costs. That will allow us to provide more program resources with the funds received from individual donors. Additionally, we have more grant writing success with foundations to cover program expenses, but it's difficult to find funding for operational expenses. Having our primary municipality help us with these operational expenses makes us more successful in other fundraising for programs. We hope to increase the commitment from the City of Spokane Valley to $35,000, which is where it had been in years passed. Last year the City of Spokane Valley dedicated $17,600 toward Spokane Valley Partners. We made up the difference by writing other general grants and directing private donations toward general operating costs. Your full support will go a long way in making our efforts successful. Spokane Valley Partners uses a unified database system to collect information on all our program deliverables and recipients. This allows us to track exactly where recipients live and the demographics of each household. Although we serve clients throughout the eastern portion of Spokane County, 93-94% live within the City of Spokane Valley zip codes. The exception to that is our diaper bank, which delivers over 10,000 diapers per month throughout four counties. Overhead for the diaper bank is covered through fundraising primarily outside of Spokane Valley. We have received laudatory comments from our independent financial auditors for the improvements made in our bookkeeping and accounting procedures. We have also brought the CFO for STCU, Lindsey Myhre, onto our board to serve as treasurer and to oversee our accounting system. She is beginning her third year of service at SVP. We are very confident in our ability to provide detailed reporting, with receipts for every dollar spent of City funding we receive. We would anticipate spending those funds within the first two quarters of 2019 and have our accounting reporting completed and to the City by the third quarter. Summary The leadership team at Spokane Valley Partners wants to extend a sincere thank you to our city council for the longstanding partnering relationship. We hope you will agree to provide full support of our request and can recognize the strength of our organization and the value it provides to your constituents. We are here to serve and cannot do it without a strong allegiance from our city leaders. Your full support of our request goes a long way to establish credibility as we leverage our position within the community to garner additional support from community groups, foundations, and corporations both inside and outside of the Spokane Valley. We know you have limited funds to apply toward these social issues; thank you for considering allocating some of them to the work that we do at Spokane Valley Partners. VII. Attachments • Washington State Articles of Incorporation • IRS Determination Letter • 2018 Approved Budget • Board Minutes authorizing grant submission • Board of Directors & Principal Staff List • Spokane Valley Partners Brochure • Spokane Valley Partners 2017 Annual Report VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: Date: Ca L) e c, bX tni- CEc c, 9 2-01e City of Spokane Valley Request for 2018 Grant Page 6 of 6 STATE WASHINGTON SECRE 1, Ralph Munro, Secretary of State of the State of Washington and custodian of its seal, hereby issue this a Washington CERTIFICATE OF INCORPORATION to SPOKANE VALLEY CENTER Non Profit 'filed for record in this office on the date indicated. below: 11B., Number: 601 243 794 SSF 57 corporation. Articles of Incorporation were Date: April 11, 1960 Given under my hand and the seal of the Sfate of Washington, at Otympia, the State Capitol Ralph Munro, Secretary of State 2-426380-8 KED ARTICLES OF INCORPORATION APR 1 1 1990 OF SECRETARY OF STATE STATE OF WASHINGTON SPOKANE VALLEY CENTER This is to certify that the undersigned, being of legal age, for the purpose of forming a corporation under. the Washington Nonprofit Corporation Act, adopts the following Articles of. Incorporation for such corporation: ARTICLE ONE NAME AND LOCATION The name of the corporation shall be SPOKANE VALLEY CENTER, and its location shall be 11922 E. First Avenue, Spokane, Washington 99206. ARTICLE TWO DURATION The period of duration of this nonprofit corporation shall be perpetual. ARTICLE THREE PURPOSE CLAUSE The business and purpose of this corporation shall be to aid, help and assist in bringing comfort, support andnecessities of life to anyone in need of such help. To engage in any lawful act or businessfor which corporations may be organized under the Nonprofit Corporation Law of the State of Washington. ARTICLE FOUR NONSTOCK CORPORATION The corporation shall. be nonstock, and no dividends or .pecuniary profits shall be declared or paid to the members thereof. ARTICLE FIVE 'DIRECTORS The following named persons. shall constitute the initial board Articles of Incorporation....1 Internal Revenue Service Date: July 12, 2007 SPOKANE VALLEY PARTNERS PO BOX 141360 SPOKANE VLY WA 9921 Department of the Treasury P. O. Box 2508 Cincinnati, OH 45201 Person to Contact: Kathy Masters ID# 17-57024 Customer Service Representative Toll Free Telephone Number: 877-829-5500 Federal Identification Number: 91-1478830 Dear Sir or Madam: This is in response to your request of July 12, 2007, regarding your organization's tax- exempt status. In June 1995 we issued a determination letter that recognized your organization as exempt from federal income tax. Our records indicate that your organization is currently exempt under section 501(c)(3) of the Internal Revenue Code. Our records indicate that your organization is also classified as a public charity under sections 509(a)(1) and 170(b)(1)(A)(vi) of the Internal Revenue Code. Our records indicate that contributions to your organization are deductible under section 170 of the Code, and that you are qualified to receive tax deductible bequests, devises, transfers or gifts under section 2055, 2106 or 2522 of the Internal Revenue Code. If you have any questions, please call us at the telephone number shown in the heading of this letter. Sincerely, Michele M. Sullivan, Oper. Mgr. Accounts Management Operations 1 2018 FINAL Spokar.., alley Partners BUDGET Jan - Dec 2018 Budget Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Total 41000 • Operation Revenue 41100 • Donations 41110 • Corporation 5,500 7,189 2,105 2,848 720 1,070 7,890 6,256 1,685 5,256 3,575 19,906 64,000 41111 • Religious Institution 6,999 1,054 6,631 2,495 1,310 3,511 6,379 3,303 4,311 4,966 9,596 5,445 56,000 41112 • individual/Household 5,786 3,633 4,791 5,452 2,413 3,783 4,233 6,735 8,068 5,644 19,876 52,586 123,000 Total 41100 • Donations 18,285 11,876 13,527 10,795 4,443 8,364 18,502 16,294 14,064 15,866 33,047 77,937 243,000 Total 41000 • Operation Revenue 18,285 11,876 13,527 10,795 4,443 8,364 18,502 16,294 14,064 15,866 33,047 77,937 243,000 41200 • Fundraising 41210 • Golf 0 0 0 4,000 500 5,050 6,625 9,825 0 0 0 0 26,000 41211 • Ladies Night Out 0 0 0 0 0 1,500 0 0 1,800 7,340 14,360 0 25,000 41212• Civic Theater 0 510 2,400 6,590 0 0 0 0 0 0 0 0 9,500 41213 - St Joseph Concert 14,000 14,000 Diaper Bank - Sugar Rush 8,760 8,760 8,760 26,280 Diaper Bank - Stuff the Bus 3,310 3,310 6,620 Total41200 • Fundraising 0 510 19,710 13,900 500 6,550 6,625 9,825 10,560 16,100 23,120 0 107,400 41300 • Grants 41310 • CDBG 173 173 173 173 173 1,373 173 173 173 173 173 173 3,276 41311 • City of Spokane Valley 0 0 0 0 17,623 0 0 0 0 0 0 0 17,623 41399 • Other Grants - Unrestricted 0 0 5,000 0 0 0 2,500 2,500 7,500 7,500 7,500 7,500 40,000 Capital Campaign income 2,000 2,500 6,500 5,000 16,000 Total 41300 • Grants 173 173 5,173 173 17,796 1,373 2,673 2,673 7,673 7,673 7,673 7,673 76,899 41400 • Other Revenues 41410• Interest 25 2 1 28 41412• Protective Payee Bus Passes 300 300 300 300 300 300 300 300 300 300 300 300 3,600 41413 • Protective Payee Fees 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 55,200 41440 - Misc In Kind Income 229 229 457 41415. Other Revenues 0 20 0 29 27 25 27 0 0 0 0 0 128 Act2 250 250 250 250 1,000 Pottery/art studio 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Total 41400 • Other Revenues 5,275 5,020 5,000 5,281 5,028 5,025 5,277 5,229 5,000 5,250 5,229 5,000 61,613 41500 • Restricted Operations Funds 41530 • Food - Rest. Rev. 41531 • Food Only 0 0 0 0 0 0 0 0 0 0 0 0 0 41533 • Income - Other 100 100 0 0 0 0 0 0 0 0 0 0 200 Total 41530 • Food - Rest. Rev. 100 100 0 0 0 0 0 0 0 0 0 0 200 41540 • Food for Thought - Rest. Rev. 41541-FFTOther Income 3,160 3,160 3,160 3,160 3,160 3,160 3,160 3,160 3,160 3,160 3,400 35,000 41543- Walmart - Food Purchase 0 41544 - Walmart - Salaries 0 41545 - Walmart - Indirect Costs (operating) 0 41546 - Empire Health 0 Total 41540 Food For Thought 0 0 0 0 0 0 0 0 3,160 3,160 3,160 3,400 35,000 Page 1 of 4 Jan Spokar. alley Partners BUDGET Jan - Dec 2018 Feb Mar Apr May June July Aug Sep Oct Nov Dec Total 41550 • Clothing Bank-Rest.Rev 41551 • Clothing Bank 4 4 4 2 3 4 3 4 4 4 4 4 44 41552 • Clothing Bank -Donation Box 34 42 5 94 141 75 15 65 65 65 65 65 731 Total 41550 • Clothing Bank-Rest.Rev 38 46 9 96 144 79 18 69 69 69 69 69 775 41570 - Community Gardens - Rest. Rev. 41571 - Income 625 625 310 310 310 320 2,500 Total 41570 Community Gardens 0 0 625 625 310 310 310 320 0 0 0 0 2,500 41580 • Diaper Bank-Rest.Rev 41581 - Income 5,000 5,000 Total 41570 Diaper Bank Income 5,000 0 0 0 0 0 0 0 0 0 0 0 5,000 Total 41500 • Restricted Operations Funds 5,138 146 634 721 454 389 328 389 3,229 3,229 3,229 3,469 43,475 43000 • Bldg Rent 43130• Ignite 700 700 700 700 700 700 700 700 700 700 700 700 8,400 43170 • SNAP 862 862 862 862 862 862 862 862 862 862 862 862 10,344 43200 • ValleyFest 380 380 380 380 380 380 380 380 380 380 380 380 4,560 43260• vacant offices 0 0 0 500 500 500 500 500 500 500 500 500 4,500 Total43000 • Bldg Rent 1,942 1,942 1,942 2,442 2,442 2,442 2,442 2,442 2,442 2,442 2,442 2,442 27,804 Total lncome 30,813 19,667 45,986 33,312 30,663 24,143 35,847 36,852 42,968 50,560 74,740 96,521 560,191 Expense 50000 • Payroll 50010 • Salaries 50011 • Salaries Reimb-CDBG/ALTC -1,060 -1,060 -1,060 -1,060 -1,060 -1,060 -1,060 -1,060 -1,060 -1,060 -1,060 -1,060 -12,720 50010 • Salaries - Other 22,590 22,590 22,590 22,590 22,590 22,590 23,080 23,080 23,080 23,080 23,080 23,080 274,020 Total 50000• Payroll 21,530 21,530 21,530 21,530 21,530 21,530 22,020 22,020 22,020 22,020 22,020 22,020 261,300 51000 • Benefits and Taxes 51010 • FICA/Medicare 1,900 1,900 1,900 1,900 1,900 1,900 2,000 2,000 2,000 2,000 2,000 2,000 23,400 51011•L&I 130 130 130 130 130 130 130 130 130 130 130 130 1,560 51012• SUTA 400 400 400 400 400 400 400 400 400 400 400 400 4,800 51020 • Medical Benefits 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 12,000 51030 • Mileage Reimb. 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Total 51000 • Benefits and Taxes 3,530 3,530 3,530 3,530 3,530 3,530 3,630 3,630 3,630 3,630 3,630 3,630 42,960 52000 • Operation Expense 52011 • CPA-Audit/990 0 0 0 0 7,000 0 0 0 0 0 1,350 0 8,350 52012• Bank/Merchant Charges 250 250 250 250 250 250 250 250 250 250 250 250 3,000 52013 • Copier/Comp Maint 60 60 60 60 60 60 60 60 60 60 60 60 720 52014 • Dues/Subscrip/licenes 100 100 100 940 100 130 100 1,065 1,770 1,000 100 100 5,605 52015 • HospitalityNolunteerAck 0 0 0 0 1,000 0 0 0 0 0 0 0 1,000 52016 • Insurance-SocServ, Liab 0 0 0 0 11,189 0 0 500 0 0 0 11,689 52017• Meetings 100 100 100 100 100 100 100 100 100 100 100 100 1,200 52018 • Postage 150 150 150 150 150 150 150 150 150 150 150 150 1,800 52019 • Printing 0 0 0 0 0 0 0 0 0 0 0 0 0 Page 2 of 4 Spokal:,.,.. ,, alley Partners BUDGET Jan - Dec 2018 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Total 52020• Supplies 200 200 200 200 200 200 200 200 200 200 200 200 2,400 52021• Telephone 565 565 565 565 565 565 565 565 565 565 565 565 6,780 52022•Truck RepairlMaintlFuel 150 150 150 150 150 150 150 150 150 150 150 150 1,800 52025 Marketing/Advertising 200 200 200 200 200 200 200 200 200 200 200 200 2,400 52081 Professional Services 915 915 915 915 915 915 915 915 915 915 915 915 10,980 52089 - Misc In Kind Expense 0 52090 • Depreciation Expense 11,101 11,101 11,101 11,101 11,101 11,101 11,101 11,101 11,101 11,101 11,101 11,101 133,212 Total 52000 • Operation Expense 13,791 13,791 13,791 14,631 21,791 25,010 13,791 14,756 15,961 14,691 15,141 13,791 190,936 53000 • Fundraising Expenses 53010 • Golf 0 0 0 0 0 245 6,340 1,133 0 0 0 0 7,718 53020 • Ladies Night Out 0 0 0 0 0 0 0 0 163 212 7,020 709 8,104 53030 • Civic Theater 1,250 0 1,314 33 0 0 0 0 0 0 0 0 2,597 Total 53000 • Fundraising Expenses 1,250 0 1,314 33 0 245 6,340 1,133 163 212 7,020 709 18,419 54000 • Programs 54100 • Clothing Bank 54101 • Clothing Bank Exp 60 60 60 60 60 60 60 60 60 60 60 60 720 Total 54100 • Clothing Bank 60 60 60 60 60 60 60 60 60 60 60 60 720 54200 - Community Gardens 54201 -Expenses 625 625 310 310 310 320 2,500 Total 54200 - Communnity Gardens 0 0 0 625 625 310 310 310 320 0 0 0 2,500 54300 • Food Bank Expenses 54360 • Food Purchases 0 0 0 0 0 0 0 0 0 0 0 0 0 54370• Food Bank Expenses 350 350 332 200 200 200 200 200 200 200 200 200 2,832 Total 54300• Food Bank Expenses 350 350 332 200 200 200 200 200 200 200 200 200 2832 54400 • Food For Thought - Expenses 54410 -Walmart - Food Purchase 1,322 1,322 1,324 3,968 54411 - Walmart - Salaries 750 750 54412 - Walmart - Indirect Costs (operating) 750 750 54420 - Empire Health 2,000 2,000 2,000 2,000 1,000 9,000 54460 • Food For Thought -Food Purchases 0 0 0 0 0 0 0 0 0 0 0 0 - 54470 • Food for Thought - Expenses 0 0 0 0 0 0 0 0 2,000 2,000 2,000 2,000 8,000 Total 54400 • Food For Thought - Expenses 3,322 3,322 4,824 2,000 1,000 0 0 0 2,000 2,000 2,000 2,000 22,468 54500 • Protective Payee 54510 • Protective Payee Bus Passes 300 300 300 300 300 300 300 300 300 300 300 300 3,600 54540• Protective Payee Expenses 350 350 350 350 350 350 350 350 350 350 350 350 4,200 Total 54500 - Protective Payee 650 650 650 650 650 650 650 650 650 650 650 650 7,800 54600 Diaper Bank 54610 Expenses 0 Sugar Rush 11,048 Stuff the Bus 2,730 Total 54600 Diaper Bank 0 0 0 0 0 0 0 0 0 0 0 0 13,778 Page 3 of 4 Jan Spoke!. ,alley Partners BUDGET Jan - Dec 2018 Feb Mar Apr May June July Aug Sep Oct Nov Dec Total Act 2 Pottery/art studio Total 54000 • Programs 4,382 4,382 5,866 3,535 2,535 1,220 1,220 1,220 3,230 2,910 2,910 2,910 50,098 55000 • Center Maintenance 55010 • Janitorial Labor 0 55011 - Janitorial Supplies 350 350 350 350 350 350 350 350 350 350 350 350 4,200 55012 • Misc. 0 0 0 0 0 0 0 0 0 0 0 0 0 55013 • Security Monitoring 210 210 210 630 55014 • Property Tax - Center 0 0 0 320 0 0 0 0 0 320 0 0 640 55016 • Repairs/Maint- Center 1,700 1,700 3,700 1,700 1,700 4,200 1,700 8,200 1,700 6,700 1,700 1,700 36,400 55017 • Gas - Center 636 636 636 636 636 636 636 636 636 636 636 636 7,632 55018•Elec and Water - Center 995 995 995 995 995 995 995 995 995 995 995 995 11,940 55019 • Sewer Usage - Center 206 206 206 206 206 206 206 206 206 206 206 206 2,472 55020 • Garbage - Center 627 627 627 627 627 627 627 627 627 627 627 627 7,524 Total 55000 • Center Maintenance 4,514 4,514 6,724 4,834 4,514 7,014 4,724 11,014 4,724 9,834 4,514 4,514 71,438 Total Expense 48,997 47,747 52,755 48,093 53,900 58,549 51,725 53,773 49,728 53,297 55,235 47,574 635,151 Net Ordinary Income (18,184) ;(28,080) (6,769) (14;781) _ (23,237) (34,406) (15,878) (16;921) (6,760) (2,737) 19,505 48,947 (74,960) Other Income 80001 • EA-Rest.Rev. 80002 • EA- Avista 27,000 0 0 0 0 0 0 0 0 0 0 0 27,000 80003• EA - Vera 220 220 220 220 220 220 220 220 220 220 220 220 2,640 80004•EA-Anonymous 100 100 100 100 100 100 100 100 100 100 100 100 1,200 80005 - EA SIN 0 0 0 0 0 0 0 0 0 0 0 0 0 80006 - EA Other Income 0 0 0 0 0 0 0 0 0 0 0 0 0 80007 - EA InKind 0 0 0 0 0 0 0 0 0 0 0 0 0 Total 80001 •EA-Rest.Rev. 27,320 320 320 320 320 320 320 320 320 320 320 320 30,840 Other Expense 90001 • Emergency Assistance 90002 • EA-Avista 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 2,250 27,000 90003• EA -Vera 200 200 200 200 200 200 200 200 200 200 200 200 2,400 90004 - EA- Anonymous 0 0 0 0 262 0 0 0 0 0 0 0 262 90005 • EA -SIN$ 0 0 0 0 0 0 0 0 0 0 0 0 0 90006 - EA Other 0 0 0 0 0 0 0 0 0 0 0 0 0 Total 54200 • Emergency Assistance 2,450 2,450 2,450 2,450 2,712 2,450 2,450 2,450 2,450 2,450 2,450 2,450 29,662 Net Other Income 24,925 (5,441) (24,197) (2,130) (2,392) (2,130) (2,130) (2,130) (2,130) (2,130) (2,130) (2,130) 1,178 Page 4 of 4 Board of Directors Nancy Nelson, President Pat Dockrey, Past President Brian Singer, Secretary Lindsey Myhre, Treasurer Cherne Haskell — President Elect Lupita Zamaroon, HS Ambassador (non-voting board position) Dave Ross Caesy Morphis Tom Green Melissa Scott Johanna Heller Cal Coblentz, Ex -Officio • Spokane Valley Partners FOOD ANK & FAMILY SERVICES August 6, 2018 These minutes reflect an electronic vote of authorization from the Board of Directors for Spokane Valley Partner's CEO to submit a grant application to The City of Spokane Valley. Email sent to the Board of Directors July 30,2018 "I submit a motion to SVP's Board of Directors to provide Cal Coblentz, SVP's CEO, authorization to apply for The City of Spokane Valley's grant in the amount of $35,000." Nancy Nelson Cherne Haskell — Second the motion and vote Yes Pat Dockrey — Yes Melissa Scott — Yes Brian Singer — Yes Dave Ross — Yes Johanna Heller—Yes Tom Green — Yes Lindsey Myhre — Yes Caesy Morphis — Leave of Absence Board of Directors Nancy Nelson, President Lindsey Myhre, Treasurer Brian Singer, Secretary Pat Dockrey, Past President Cherne Haskell, President Elect Tom Green Johanna Heller Caesy Morphis Theresa Mouser Dave Ross Melissa Scott Lupita Zamarron Principal Staff Calvin Coblentz Cheryl Thompson David Stone Lizzie Riesenberg Elizabeth Cary Cora Yount Spokane Valley Partners Leadership Team Owner, Humanix CFO, STCU Vice President Operations, Lydig Construction Retired Engineer Director Professional Outreach, MultiCare Valley Hospital Retired CPA Clinic Administrator, CHAS Health/Valley School Social Worker, Central Valley School District Vice President, Banner Bank National Sales Director, Primerica School Counselor, McDonald Elementary Student Ambassador, University High School Chief Executive Officer Food Bank Manager Programs Manager Office Manager Payee Program Manager Volunteer Coordinator . lva CA t r As a 501c3 public charity, your donation to SVP is tax deductible to the extent you are eligible. One of the best ways to support our ongoing work is to set up automatically recurring donations through our website. Thank you!! Donate Food Critical needs always include proteins, tuna, peanut butter, fruits, and vegetables. We are in need of gently -used clothing, shoes, bedding, linens, diapers, small household appliances, kitchen items, and un -opened personal care items. Donate Time Volunteers are the heart of our non-profit. We can accommodate the volunteering capacity and schedule of nearly anyone. Like Spokane Valley Partners "Like" us on our Facebook page. ivultoply _ Our Efforts Strategic alliances bring our community together to solve poverty related problems. We're committed to assisting our partner agencies in their efforts to elevate the poor. Working together, nonprofits multiply their outcomes for every dollar the community invests in us. We believe in replacing competition and redundancy with collaborative efficiency. Spokane Valley Partners FOOD BANK & FAMILY SERVICES FOOD BANK & FAMILY SERVICES OUR LOCATION: 10814 E. Broadway Ave. Spokane Valley, WA 99206 Ow?, Commitment to Donota Spokane Valley Partners incurs less than 8 percent administrative and fundraising costs annually. For every dollar raised, more than 92 cents go directly into programs and services. Through networking and collaboration, we're able to turn every $1 into $4-$5 dollars of service! MAILING ADDRESS: P.O. Box 141360 Spokane Valley, WA 99214 509.927.1153 www.svpart.org OUR MISSION: to prevent hunger and poverty alongside great community partners New 2018! INLAND NW DIAPER BANK Spokane Valley Partners' newest program, Inland NW Diaper Bank, is the region's sole diaper bank. Our diaper bank provides diapers, wipes, and infant clothing directly to dozens of agencies that work with needy babies. As a member of the National Diaper Bank Network, we can buy diapers for 1/a retail. Every baby bum should be clean, dry and healthy! Thank Yecc// Thank you for supporting our mission. We rely upon grants, donations and sponsorships as well as active participation in our fundraising events to finance all of these much-needed resources. The backbone of our mission is conducted by our compassionate volunteers. We receive well over 22,000+ volunteer hours each year, the equivalent of almost a dozen full time employees. Thank You!! Food Bank: Provides groceries to over 1,000 families each month (700 tons annually). Fond _ r -Yh:: Provides weekend food for450+ hungry students weekly (50 tons annually). Food Express: Provides groceries to 90+ households in low-income senior apartment complexes monthly. Clothing Bank: Provides clothing to 900 families each month (40 tons annually). Humanix Career Clothing Bank: Provides professional clothing to job seekers and job training agencies. .. Taper Provides 100,000 diapers for struggling families annually. STCU Community Education Kitchen/ Classroom & Art Studio: Provides learning environment to partnering organizations for Life skills classes & after school programs. Emergency Assistance Program: Provides emergency help with utilities to 400+ families annually. Protective Payee Program: Manages funds for 120+ disabled individuals monthly. Ove LE40ER '#i, T1-4tiY Board of Directors & Executive Director Calvin B. Coblentz EXECUTIVE DIRECTOR Nancy Nelson PRESIDENT Pat Dockrey PAST PRESIDENT Lindsey Myhre TREASURER Brian Singer SECRETARY Fielding Demars Tom Green Cherne Haskell Caesy Morphis Dave Ross Missy Scott Lupita Zamarron ADDITIONAL PROGRAMS & SERVICES Our Community Gardens Provides training and either space in our gardens or container gardening for their home. Baby Layettes We provide baby layettes to more than 100 new mothers each year. Additional Programs Many other smaller or seasonal programs such as: Have a Heart valentines, children's birthday gifts, Tree of Sharing, Coats 4 Kids distribution site, and more. Spokane Valley Summer Theatre August 8, 2018 City of Spokane Valley Attn: Sarah Farr, Finance Department 10210 E. Sprague Avenue Spokane Valley, WA 99206 Dear Ms. Farr and City Council Members: Please accept the enclosed documents as Spokane Valley Summer Theatre's application for a minor Economic Development grant of $5000 from The City of Spokane Valley. As organizations who are both dedicated to building community, we hope that we can begin a mutually beneficial relationship with you to promote performing arts and theatre education in the region. The arts are a cornerstone of any well-built community. SVST is a professional not-for-profit summer theatre and acting conservatory serving the Pacific Inland Northwest. It is in its third season of operation (the fourth will be summer 2019), and is the only local performing arts organization in Spokane County to offer a summer lineup of productions and summer camps. We seek assistance in building our Conservatory program, that we might provide high quality theatre education for any summer student, regardless of need. The benefits to youth participating in the arts is well documented, and the next award winning performer, designer or theatre tech could be from the City of Spokane Valley! SVST serves a market niche as not only the lone local theatrical company to perform during the summer, but also as a budding center for the arts between Spokane and Coeur d'Alene. Our performances are very well attended for their quality, but also for their timely production schedule when no other local shows are running. Season 2017 and 2018 have seen significant growth over the inaugural season, and we expect nothing less for 2019. I will elaborate on this more at the City Council meeting on Sept. 18th, as our season will be fully complete by then. In an era where quality summer youth art programs are dwindling (mostly due to budget constraints), SVST would like to offer the opportunity for the region's youth to grow in our program. Spokane and Spokane Valley are home to some of the finest high school arts programs in the nation, which in turn lead to rigorous college programs, careers and promotion of the arts in communities like Spokane Valley across the nation. We hope the City of Spokane Valley will become a civic partner of ours and help us make this opportunity available to all local young thespians! Thank you in advance for your consideration. Sincerely, Marnie Rorholm Development Director marnie@sysummertheatre.com Cell #509.981.2656 Business address: Central Valley High School Performing Arts Center c/o Michael J. Muzatko, Theatre Director 821 S. Sullivan Road Mailing address: Spokane Valley Summer Theatre P.O. Box 1368 Spokane Valley, WA 99037 APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: AH sections must be answered in their entirety for this application to be considered complete, Additional pages that are attached to the application must be labeled with the section number and section title. 1. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p•m. Applicant: Phone: Address: City: E-mail Applicants are: Non-profit State 3 -t"c Zip Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant): \V 0 ,_CD\VA Phone -\-\J 'm Address r) J E-mail lie City J �'�-\0 -- Amount requested: $ Applicant's match: $ State Total project budget: Zip '19037 Is this a new or continuing activity? City of Spokane Valley Request for 2018 Grant Page 4 of 6 VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: Date: City of Spokane Valley Request for 2018 Grant Page 6 of 6 INTERNAL REVENUE SERVICE P. O. BOX 2508 CINCINNATI, OH 45201 Date: NOV 21 2016 SPOKANE VALLEY SUMMER THEATRE 1519 E GILBERT AVE COEUR DALENE, ID 83815 DEPARTMENT OF THE TREASURY Employer Identification Number: 47-5398048 DLN: 17053116333016 Contact Person: S J YINGLING ID# 31698 Contact Telephone Number: (877) 829-5500 Accounting Period Ending: December 31 Public Charity Status: 509(a)(2) Form 990/990-EZ/990-N Required: Yes Effective Date of Exemption: October 29, 2015 Contribution Deductibility: Yes Addendum Applies: No Dear Applicant: We're pleased to tell you we determined you're exempt from federal income tax under Internal Revenue Code (IRC) Section 501(c)(3). Donors can deduct contributions they make to you under IRC Section 170. You're also qualified to receive tax deductible bequests, devises, transfers or gifts under Section 2055, 2106, or 2522. This letter could help resolve questions on your exempt status. Please keep it for your records. Organizations exempt under IRC Section 501(c)(3) are further classified as either public charities or private foundations. We determined you're a public charity under the IRC Section listed at the top of this letter. If we indicated at the top of this letter that you're required to file Form 990/990-EZ/990-N, our records show you're required to file an annual information return (Form 990 or Form 990 -EZ) or electronic notice (Form 990-N, the e -Postcard). If you don't file a required return or notice for three consecutive years, your exempt status will be automatically revoked. If we indicated at the top of this letter that an addendum applies, the enclosed addendum is an integral part of this letter. For important information about your responsibilities as a tax-exempt organization, go to www.irs.gov/charities. Enter "4221 -PC" in the search bar to view Publication 4221 -PC, Compliance Guide for 501(c)(3) Public Charities, which describes your recordkeeping, reporting, and disclosure requirements. Letter 947 -2 - SPOKANE VALLEY SUMMER THEATRE Sincerely, Jeffrey I. Cooper Director, Exempt Organizations Rulings and Agreements Letter 947 Spokane Valley Summer Theatre 2019 Sponsors SVST has the following Season Sponsors for the 2019 Season confirmed. • David and Christina Lynch • Mirabeau Park Hotel/Max Restaurant • The Splash and The Current newspapers r INCOME BUDGET 2019 proposal Single Ticket Sales Subscriptions Concessions Silent Auctions Drawings or 50/50 Sponsorships Ads Contributions Camp registrations Grants SVST Broadway In Con MTI deposit return Total Gross Income: EXPENSES Production Ticketing Services Production Coordinator Costumes and Laundry Dry Cleaning Wigs Props Royalties Scripts / Music Rentals Sets Sound design Vocal coach Oliver and Production Subtotal: Summer Courses Course Supplies -paint Course Marketing - ads Course Supplies-tshirt: Summer Camps Subtotal: Building Facility fees Insurance Concessions Building Subtotal: 2016 Budget 86,000 16,000 2,000 5,000 1,000 9,000 2,000 3,000 18,000 0 5,000 147,000 2017 Budget 2018 Budget 2019 Budget 72,000 45,000 105,000 12,500 0 18,000 3,000 1,500 3,000 4,000 3,000 4,000 1,000 700 1,000 10,000 10,000 15,000 1,000 1,000 2,000 5,000 4,000 4,000 5,000 7,500 8,500 5,000 2,500 5,000 5,000 3,000 0 400 400 123,500 78,600 165,900 10 1,000 500 850 950 550 6,500 6,500 5,500 500 500 0 0 0 0 700 400 300 18,000 18,000 4,855 2,000 2,150 900 3,000 4,000 700 300 0 300 400 0 0 32,260 33,500 13,605 200 200 140 800 0 0 300 0 0 1,300 200 140 10,000 8,000 4,320 2,700 2,700 2,200 1,000 1,000 400 13,700 11,700 6,920 1,000 1,000 6,500 500 100 500 20,000 3,000 6,000 500 39,100 300 300 10,000 3,000 800 13,800 Administrative Morale/t-shirts/tips for N 1000 500 1,200 1,200 Accounting Fees 4,500 2,000 3,000 3,000 Banking fees/credit cart 5,000 4,000 1,800 4,000 Licenses and Fees 300 300 400 400 Office Supplies/copying 500 100 100 100 Postage and Shipping 4,100 4,400 3,600 4,000 Auditions Local - travel/ 1200 800 800 800 Auditions Regional - NY 130 0 0 0 The Foundation Group 1200 0 0 0 Travel - summer/housin 1200 7,000 4,000 6,000 Administrative Subtotal: 19,130 19,100 14,900 19,500 Marketing Season letter mailing at 4,000 3,500 2,000 4,000 Ads - print 7,000 7,200 5,000 7,000 Billboards/TV 3,000 2,900 2,900 5,000 Website / Internet $200 $100 $0 100 Posters 600 450 300 600 Programs 2,000 2,000 1,200 2,000 Graphic Designer 2,000 1,200 1,200 2,000 Miscellaneous 300 100 100 300 PayPal and Quickbook; 650 650 360 360 501 c3 application fee 850 0 0 0 GEO tracking 1,000 0 0 0 Marketing Subtotal: 21,600 18,100 13,060 21,360 1099 Subcontract Personnel Executive Artistic Direct 0 0 0 Managing Director 0 0 0 0 Director of Education 0 0 0 0 Actors 15,000 5,300 4,500 15,000 Lighting Designer 3,000 2,000 0 2,000 Technical Director 1,200 3,500 Set Designer 3,000 2,000 1,000 3,000 Costume Designer/Cos 4,500 2,200 1,000 3,000 Light board Operator 1,000 600 0 1,500 Sound Operator 2,500 2,000 2,000 3,000 Set Construction team 3,000 2,000 700 3,000 Music Directors 6,500 3,900 4,000 6,500 Musicians 10,000 11,200 7,680 15,000 Choreographers 4,000 500 200 1,500 Directors 0 5,000 2,500 7,500 Production Stage Mana 1,200 1,200 600 2,100 Asst. Stage Managers ( 600 600 600 1,800 Box Officers - performa 1500 0 500 1,000 Conservatory Teachers 0 1200 2,000 2,000 Make up 700 0 400 200 Photographer 600 200 450 500 Hair / Wigmaster 300 300 0 0 Prop master 600 300 100 600 Scenic Painter 600 400 400 1,000 ibcontract Presonnel Subtotal: 58,600 40,900 29,830 ` 81,700 Expense Total: 146,590 123,500 78,455 165,760 Total Net: 410 0 145 140 ane Valley Summer Theatre City of Spokane Valley 2019 Economic Development and Social Services Grant II. HISTORY SVST Mission Statement: To enrich, entertain and serve our community in a safe, professional environment. Brief summary of organization history SVST is a professional not-for-profit 501(c)3 summer theatre and acting conservatory serving the Pacific Inland Northwest, specifically the City of Spokane Valley. It is in its third season of operation, and is the only local performing arts organization in Spokane County to offer a summer lineup of shows (most community theatres in the region are dark in the summer). The theatre functions under Executive Artistic Director Yvonne A.K. Johnson and stages its shows and educational play -in -a -week camps at the Central Valley Performing Arts Center, 821 S. Sullivan Road, Spokane Valley, WA. SVST employs professional local talent in acting, design, backstage, tech crew, choreographers, administration, marketing and more in addition to high school and college paid internships. This season saw two mainstage offerings: Into the Woods (July 13-29) This season the production ran for three weeks. A special event, SVST Broadway in Concert will also be held for one night only on Wednesday, July 25. A portion of the proceeds benefitted the David Malinak scholarship fund. David was a former student and actor at CVHS and Spokane Civic Theatre. The Acting Conservatory is for students entering grades 1-8. They produce play -in -a - week courses culminating into a Friday performance for friends and family. The curriculum, developed by Yvonne A.K. Johnson included adaptations of: The Stories of Dr. Seuss, Adventures of Harry Potter and Friends and Charlie and the Chocolate Factory. Productions for the 2019 season are still in negotiation with publishing houses. We hope to stage three main -stage musicals for two - three weeks each, and at least five weeks of Conservatory play -in -a -week camps. This is dependent on the Central Valley School district schedule and theatre availability. No matter what shows are finally selected, you can expect another season of high quality, professionally staged family friendly shows! Brief summary of organization mission and goals At SVST, we hope to inspire artistic excellence among the youth of our community in a professional environment. They are the future! We prepare students and interns to step into their perspective career field with the appropriate resources, fundamental tools, and decision making abilities to continue their interests and passions on their own during the school year. Each individual student will receive training in specific technical skills to set them above the bar in a competitive field. Through routine practice of physical and mental discipline, they will develop an awareness as they learn from each others' strengths and weaknesses while setting aside differences and learning by example to come together to achieve a common goal. As the City of Spokane Valley continues to establish its rich identity, SVST also hopes to establish an arts presence in the niche market between Spokane and Coeur d'Alene. The City of Spokane Valley Chamber of Commerce has been a great asset to the theatre in this regard. III. PROJECT SUMMARY Description of funding purpose SVST hopes to secure an Economic Development or Social Services grant of $5,000 to assist with the operation of the Conservatory, the theatre arts play -in -a -week program for youth. Specifically, the grant would assist with purchasing supplies for sets/props and marketing materials/handouts/flyers/ads, mailings — electronic and direct and online registration per our website). As SVST educators, we care for, take risks and dream with our students while expecting artistic excellence as a habit, not a moment. Our priority is always the educational component. A $5,000 grant would represent approximately 3% of our annual $165,000 budget. IV. SCOPE OF WORK Projected goals, objectives, timeline, anticipated impact, population served, geographic area served The Conservatory can serve a maximum of 120 students in a summer season, and each student pays $170 in tuition. SVST hopes to at least attract 100 (but, some students wish to attend more than one camp, or families have siblings who want to participate, and some even want to perform with us on the Main Stage). Our goal is to enroll the maximum number of students who want to participate, regardless of financial need, and to provide those students with the highest quality instructors available. The timeline is, of course, Summer 2019 for both mainstage shows and the summer camps (auditions are in March, rehearsals begin in late May, and end with the close of the final show in August). The population served in the Conservatory is first -grade through college -aged students. The population served on the mainstage are culture loving residents of the City of Spokane Valley, especially families, who love to see professional live theatre without travelling a great distance. Anticipated impact, though, is limitless! Performing arts students from our region have gone on to have amazing careers in stagecraft and the performing arts. Many high profile Inland Northwesterners have performed on Broadway, London's West End, and in film and television. And many more have gone on to be accepted in highly competitive theatre arts programs at selective colleges and universities. The City's contribution could help produce the next Tony, Emmy or Oscar winner! The link between SVST and the City of Spokane Valley The direct contact that SVST has with City of Spokane Valley citizens is fairly straightforward. We fill a niche for quality professional theatre in between the markets of Spokane and Coeur d'Alene. In addition, SVST provides superior summer youth theatre education for the Valley's up and coming stars. So whether an audience member or a parent, Valley citizens now have a professional local arts venue to attend without taking their business to the City of Spokane or to Coeur d'Alene. SVST looks forward to a partnership with the City of Spokane Valley. V. BUDGET • We do not have a profit/loss statement for 2018 as we are just closing the season but a working budget for the 2019 summer season is attached. (We're still securing rights to the main stage shows) But for your information... • SVST is a professional non-profit summer -stock theatre and acting conservatory that serves a market niche in the City of Spokane Valley in two unique ways: o We are the lone theatrical company to perforin during summer (most local theatres are dark) o We are a budding center for the performing arts between Spokane and Coeur d'Alene. • SVST has completed three seasons (summer 2019 will be our fourth) o Season ticket sales increased 14% from 2016 to 2017 and an additional 15% from 2017 to 2018 o The season -opening jukebox musical show increased in sales by 16% from 2016 to 2017 o The family musical increased 21% in ticket sales from 2016 to 2017 o The fundraising Broadway Musical revue was up 19% from season one to season 2 o And finally, the summer camp attendance (the Conservatory) was up 20% from summer 2016 to summer 2017 and 30% from summer 2017 to summer 2018. Those are paid tuition vs. scholarship. • BUT, we still need the community's assistance. • We are asking for a $5K grant for the operation of the performing arts play -in -a -week camps. • The grant funds would be used mainly towards marketing expenses for more efficient and reliable communication with families as the Conservatory continues to grow. 0 VI. METRICS o Specifically, the grant would assist with purchasing supplies for sets/props and marketing support for the Conservatory play -in -a -week program to continue to expand with additional camp offerings so that more children could participate. This past summer, two camps were completely sold out as camps have a limited number. More offerings and better communication with families is needed to provide additional programming which the grant would assist us with. o Next season we plan to offer five play -in -a -week summer camps including adaptations of Harry Potter, The Lion, the Witch and the Wardrobe, Wizard of Oz, Lord of the Rings and Peter Pan. • The City of Spokane Valley continues to hone its community -minded identity and fosters excellence in all areas. We all know an important part of any strong community is a healthy arts program. As we enter season four, we hope to continue to establish a presence for students of all ages interested in the performing arts at all levels. CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS I. PROJECT APPLICATION \411eyfest-' Applicant: Phone: 509.922.3299 E-mail info@valleyfest.org Address: P.O. Box 368, 10814 East Broadway Avenue, Suite 205 City: Spokane Valley State WA Zip 99037 Applicants are: Non-profit yes Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant): Peggy Doering Phone: 509.922.3299 E-mail Peggy@valleyfest.org Address P.O. Box 368, 10814 East Broadway Avenue, Suite 2015 City Spokane Valley Amount requested: $ 100,000 Total project budget: $ 241,000 State WA Applicant's match: $ Zip 99037 25,000 Is this a new or continuing activity? continuing City of Spokane Valley Request for 2019 Economic Development and Social Services Grant * PAGE 1 I1. HISTORY Valleyfest is a non-profit committed to Spokane Valley. The Valleyfest mission is to produce community driven, safe, family oriented, visually dramatic festivals. Valleyfest exposes the talent that enriches the region and celebrates the visual and performing arts, education, science, and recreation so the entire community can experience them. A part-time staff of one, summer interns, and community volunteers work throughout the year securing the funding necessary to provide safe, quality events, which showcase the Spokane Valley. Over the years, the average economic impact of Valleyfest is estimated at 1.8 million dollars for the three-day festival. III. PROJECT SUMMARY Valleyfest requests a grant to market and advertise to the Inland Northwest Region which includes North Idaho, Western Montana, and Eastern Washington. Valleyfest brings visitors to Spokane Valley and brings the community together to celebrate the assets of the Spokane Valley. The dates for the Cycle Celebration are July 28, 2019, and Valleyfest is September 20, 21, and 22, 2019. Valleyfest will invite and market Spokane Valley to the Inland Northwest Region through TV, radio, social media, print, and email campaigns. The citizens of Spokane Valley and the business community benefit by having visitors spend money in the Valley while they visit Valleyfest. On- site spending and off-site spending related to the festival generates revenue for the local economy. IV. SCOPE OF WORK Marketing materials include the City of Spokane Valley, Mirabeau Point Park, and CenterPlace Regional Event Center as part of the media campaigns. Citizens of the Spokane Valley and surrounding region are invited to attend the three-day festival to watch the Hearts of Gold parade on Friday evening, register for recreational activities, enjoy free entertainment at the three live festival stages, or to engage with over 200 vendors at the event. Each year over 7,600 volunteer hours produce Valleyfest, the Spokane Valley Cycle Celebration, the Hearts of Gold parade, and the Spokane Valley Hearts of Gold float. The business community, the nonprofit sector, schools, and community outreach groups step forward to volunteer for the events. Valleyfest is possible because of the donated time and energy by the community's citizens. The objectives are to create lasting sustainability and growth which economically benefit the City of Spokane Valley. Valleyfest is part of the cultural identity of the City of Spokane Valley bringing over 15,000 attendees to the Sprague Avenue parade and over 35,000 to Mirabeau Point Park, CenterPlace Regional Event Center, Spokane River, Plantes Ferry, and Centennial Trail. Valleyfest is a community -driven, safe, family-oriented, visually dramatic festival in Spokane Valley and funded through grants, sponsorships, and booth fees. Money from this economic grant is required for the organization to continue promoting Spokane Valley. City of Spokane Valley Request for 2019 Economic Development and Social Services Grant * PAGE 2 Regional marketing develops Spokane Valley's tourism objectives. Through effective marketing and promotion, Valleyfest invites both event visitors and vendors to shop and stay in Spokane Valley, with Valleyfest as the primary incentive for conducting commerce. Expected visitors and participants in Valleyfest can be categorized into several groups—each with unique economic impacts on Spokane Valley. 1. New sales revenue to businesses in immediate and regional event vicinity 2. Exposure of Valley -based businesses to residents living outside Spokane Valley 3. Future Valley -based business opportunity 4. Hotel/Motel Room Nights 5. Branding/community advantages for Valley -based business. Research supports the fact that consumers may switch purchasing preferences to businesses that support favorable community causes/events, i.e. Valleyfest 6. Impact on restaurants, local vendors and merchants, and gas stations The Valleyfest volunteers work in collaboration with Spokane Valley businesses to reach more of the Spokane Valley business community. In 2018, Valleyfest and the Miss Spokane Valley Royalty Court attended the Lilac, Millwood, Tekoa, Fairfield, Davenport, Chewelah, and Deer Park community events inviting those communities to the Spokane Valley. City of Spokane Valley Request for 2019 Economic Development and Social Services Grant * PAGE 3 v u I1 GET \'fleyfs 2019 Marketing Budget Graphic Design $15,000 Print Media $30,000 TV and Radio $30,000 Website $15,000 Social Media $10,000 Commerical Production $3,000 Event Photographer $4,000 Email Marketing $6,000 Printing $12,000 Total Marketing zudget $125,000 City of Spokane Valley Request for 2019 Economic Development and Social Services Grant * PAGE 4 VI. METRICS Valleyfest's specific goals for the grant funds is to market and invite the Pacific NW to visit Spokane Valley. At the event, Valleyfest collects attendee surveys that ask visitors where they are from, where they are staying, and what shopping they plan to do while in Spokane Valley. Without the economic development grant, Valleyfest will have less money to advertise the event. Funds are used to reach out to tourists outside of the greater Spokane area. Attendee surveys are compiled and analyzed to determine the economic impact the event has on the community. Over the years, the average economic impact of Valleyfest is estimated at 1.8 million dollars for the three-day festival. City of Spokane Valley Request for 2019 Economic Development and Social Services Grant * PAGE 5 VH. ATTACHMENT 1 Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. Internal Revenue Service Date: March 19, 2003 Department of the Treasury P. O. Box 2508 Cincinnati, OH 45201 Person to Contact: Shawndea Krebs 31-02330 Customer Service Specialist Valleyfest Toll Free Telephone Number: P 0 Box 368 8:00 a.m. to 6:30 p.m. EST Veredale WA 99037 877-829-5500 Fax Number: 513-263-3756 Federal Identification Number: 94-3152294 Dear Sir or Madam: This is in response to your request regarding your organization's tax exempt status. Our records indicate that a determination letter issued in April 1992 granted your organization exemption from federal income tax under section 501(c)(3) of the Internal Revenue Code. That letter is still in effect. Based on information subsequently submitted, we classified your organization as one that is not a private foundation within the meaning of section 509(a) of the Code because it is an organization described in sections 509(a)(1) and 170(b)(1)(A)(vi). This classification was based on the assumption that your organization's operations would continue as stated in the application. If your organization's sources of support, or its character, method of operations, or purposes have changed, please let us know so we can consider the effect of the change on the exempt status and foundation status of your organization. Your organization is required to file Form 990, Return of Organization Exempt from Income Tax, only if its gross receipts each year are normally more than $25,000. If a return is required, it must be filed by the 15th day of the fifth month after the end of the organization's annual accounting period. The law imposes a penalty of $20 a day, up to a maximum of $10,000, when a return is filed !ate, unless there is reasonable cauCe for the delay. All exempt organizations (unless specifically excluded) are liable for taxes under the Federal Insurance Contributions Act (social security taxes) on remuneration of $100 or more paid to each employee during a calendar year. Your organization is not liable for the tax imposed under the Federal Unemployment Tax Act (FUTA). Organizations that are not private foundations are not subject to the excise taxes' under Chapter 42 of the Code. However, these organizations are not automatically exempt from other federal excise taxes. Donors may deduct contributions to your organization as provided in section 170 of the Code. Bequests, legacies, devises, transfers, or gifts to your organization or for its use are deductible for federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. VII. ATTACHMENT 1 Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. -2- Valleyfest 94-3152294 Your organization is not required to file federal income tax returns unless it is subject to the tax on unrelated business income under section 511 of the Code. If your organization is subject to this tax, it must file an income tax return on the Form 990-T, Exempt Organization Business Income Tax Return. In this letter, we are not determining whether any of your organization's present or proposed activities are unrelated trade or business as defined in section 513 of the Code. The law requires you to make your organization's annual return available for public inspection without charge for three years after the due date of the return. You are also required to make available for public inspection a copy of your organization's exemption application, any supporting documents and the exemption letter to any individual who requests such documents in person or in writing. You can charge only a reasonable fee for reproduction and actual postage costs for the copied materials. The law does not require you to provide copies of public inspection documents that are widely available, such as by posting them on the Internet (World Wide Web). You may be liable for a penalty of $20 a day for each day you do not make these documents available for public inspection (up to a maximum of $10,000 in the case of an annual return). Because this letter could help resolve any questions about your organization's exempt status and foundation status, you should keep it with the organization's permanent records. If you have any questions, please call us at the telephone number shown in the heading of this letter. This letter affirms your organization's exempt status. Sincerely. cg✓ Z John E. Ricketts, Director, TE/GE Customer Account Services VII ATTACHMENT 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level.. \/ileyfsf' 2019 Summary Budget INCOME Booth $35,000 Cycle Celebration $2,000 Hotel Motel Grant - Cycle Celebration $5,000 Hotel Motel Grant - Valleyfest $0 Economic Development Grant $100,000 Miscellaneous $5,000 Multi -Sports Registrations $6,000 Publication $10,000 Sponsor $103,000 Total Income $266,000 EXPENSES Booth $2,000 Contract Services $2,000 Entertainment $25,000 Equipment Rental $20,000 Event Production $28,000 Hearts of Gold Parade Float $2,000 Marketing Expenses $125,000 Miscellaneous $5,000 Miss Spokane Valley Pageant $1 ,000 Office/Admin $15,000 Publication $5,000 Security $6,000 Sponsor Activiation $4,000 Volunteer/Employee $3,000 Wages $23,000 Total Expenses $266,000 VII. ATTACHMENT3_ Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application Auglap>t 1, 20 Th City of \/e=,Illc.yy Van-, co-:: V ) 10°,:n() Ill(;y, f \/ieyfest' i� o��uura�u. ;�_ ,v Kr,10)9(v; TC'A/C A01, Pi Vc Bi: ��rE;1' ,A1)1 Ait'-1V:1V ‘7;111(.ymc : r. f t0V1 (1 Of DIYG+_:..-;•I. rr11ssion of the grant Vc:cpi ; is u�9i' 4'.f:iD6Y()Vrllf: 1)c.vtaC5i,YAa; aGDi JnoGdi! -4- n r(;i.', !l„O,t J q,i ` ',jai;°t. ,��j , ���C_IIB�y. Nhli ,lyf t Is a 5(T�lf+ ))',.1 f�6�„� 19tN ilt,ia�. [F c ;r,,qy p hr v in,c), kl; , the [ pc_,nornic; li=p ;v ploprv1ent Grant P ?(1 ,% (➢ ,ft l:,.;tl\ id_T��� It,u 9 �iql' August 10th Vii”-rasil{n - IkUD�Df Rick X6111114 VailloviaA P.O. Box 368 1 Spokane Valley, WA 99037 1 509.922.3299 1 info@valleyfest.org 1 501 3(C) non-profit organization hie VII. ATTACHMENT 4 List of members of the organization's board of directors and principal staff. 2018 - 2019 VALLEYFEST BOARD OF DIRECTORS Rick Wilhite — President Wilhite Enterprises 1010 Sunnyvale Lane, Spokane Valley, WA 99037 Phone: (509) 991-6634 wilhite_rick@hotmail.com Melanie Rose -Vice President Spokane Valley Fire Department 2120 N. Wilbur Rd. Spokane Valley, WA 99206 Phone: (509) 892-4155 rosem@spokanevalleyfire.com Gail Bongiovanni - Secretary Gail's School of Dance 14120 E. Springfield Spokane Valley, WA 99216-2053 Phone: (509) 922-4493 gaildancer@juno.com Rory Henneberg Treasurer Umpqua Bank 507 N. Mullan Rd, Spokane Valley, WA 99206 Phone: (509) 227-0906 RoryHenneberg@umpquabank.com Debbie Green Washington Trust Bank 310 N Argonne, Spokane Valley, WA 99212 Phone: 353-4205 dgreen@watrust.com 2018 - 2019 Principal Staff Pat Leu — Administrative Assistant Valleyfest PO Box 368 Spokane Valley, WA 99037 pat@valleyfest.org Phone: (509) 992-3299 Peggy Doering — Valleyfest Executive Director 11522 E. Sunview Cir, Spokane Valley, WA 99206 Phone: 509-230-6829 pdoering@spokaneim.com Steven O. Anderson Stamper Rubens, P.S. 720 W. Boone, Suite 200, Spokane, WA 99201 Phone: 326-4800 sanderson@stamperlaw.com Stephanie Hughes Folding Table Software Labs 124 W 16t Ave, Spokane, WA 99203 Phone: (509) 994-8681 sumoman@comcast.net Judy Lippman 920 N Washington, Ste 200, Spokane, WA 99201 Phone: 509-294-1437 Judylippman50@gmail.com Steve Florance Inland Northwest Insurance 12319 E Broadway, Spokane Valley, WA 99216 Spokane Valley Rotary Phone: 892-6373 stevef@inlandnwi.com Shirene Young Inland Empire Paper Company 3320 N Argonne Rd, Spokane, WA 99212 Work: 924-1911x309 shireneyoung@iepco.com VII. ATTACHMENT 6 List co-sponsors, if any, by title and type. 2018 Valleyfest Sponsors City of Spokane Valley Multi -Care Valley Hospital, Title Sponsor Modern Electric, Major Family Sponsor Inland Empire Paper Co, Main Sponsor The Current, Main Sponsor Spokane Valley Mall, Main Sponsor STA, Main Sponsor Fleet Feet, Main Sponsor Washington Trust Bank, Main Sponsor BECU, Partner Sponsor Sunshine Disposal, Partner Sponsor Waste Management, Partner Sponsor Pinecroft Business Park, Partner Sponsor Umpqua, Partner Sponsor ambetter - Coordinated Care, Partner Sponsor Spokane International Airport, Supporting Sponsor WA Arts Commission, Contributing Sponsor Banner Bank, Contributing Sponsor Dishman Dodge, Contributing Sponsor Spokane Valley Partners, Contributing Sponsor Yoke's, Contributing Sponsor Horizon Credit Union, Contributing Sponsor Delta Dental, Contributing Sponsor Fred Meyer, Contributing Sponsor Cabela's, Contributing Sponsor Molina, Contributing Sponsor Avista, Event Day Sponsor YMCA, Event Day Sponsor Dave's Bar and Grill, Event Day Sponsor KIND Snacks, Event Day Sponsor Premier Manufacturing, Inc, Float Sponsor Rich's Exxon on 16st, Float Sponsor Ellingsen Paxton Orthodontics, Float Sponsor Coulter Family Dentistry, Float Sponsor De Leon Foods, Float Sponsor Purfect Logos, LLC, Float Sponsor Celestial Selections, Float Sponsor Major Supporters also include: Spokane Valley Fire Department Spokane Valley Police Department Vera Water and Power ARES/RACES Pauls' All Wood Buildings Appleway RV Spokesman -Review S.C.O.P.E. The Bike Hub CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: Date: 'G C 6“ 1 4"I C> / //2- City /1 City of Spokane Valley Request for 2019 Economic Development and Social Services Grant * FINAL PAGE \h11eufet' Showcases the City of Spokane Valley Assets September 21, 22, & 23, 2018 and September 27, 28, & 29, 2019 Valleyfest showcases Mirabeau Point Park CenterPlace Regional Event Center Plantes Ferry Park Sprague Avenue Valleyfest showcases Spokane Valley's Community Volunteers Over 200 people and 7,600 hours of time donated each year Valleyfest showcases The FRIENDLIEST city within the Inland Northwest Valleyfest showcases CenterPlace Regional Event Center Valleyfest showcases Mirabeau Point Park Valleyfest showcases our Nature Valleyfest showcases Hearts of Gold Parade RocacvyHansa �o;r.,r v'71" WOO Sponsor Valleyfest showcases STEM and NASA Valleyfest showcases Families and Newborns Valleyfest showcases car enthusiast in Spokane Valley Valleyfest showcases the Step UP for Down's Syndrome Walk Valleyfest showcases Spokane Valley's Recreation Run for a Cause deDUAT�I�.ON �`�'`iyRi Valleyfest showcases the Spokane Valley's Centennial Trail Valleyfest showcases Spokane Valley's Responsible Dog Ownership Day Spokani Spokanefocu Valleyfest showcases Miss Spokane Valley Valleyfest showcases Spokane Valley's Talent Support us as Valleyfest Showcases the City of Spokane Valley! Thank you. Photos by Spokane Focus, Myk Crawford Artwork by Lemonade Graphics CITY OF SPOKANE VALLEY APPLICATION FOR ECONOMIC DEVELOPMENT and SOCIAL SERVICES GRANTS INSTRUCTIONS: All sections must be answered in their entirety for this application to be considered complete. Additional pages that are attached to the application must be labeled with the section number and section title. I. PROJECT APPLICATION DEADLINE: August 10th, 2018 before 4:00 p.m. Applicant: Widows Might Phone: 509-922-4535 E-mail widowsmightspokane@gmail.com Address: P. O. Box 14005 City: Spokane Valley State WA Zip 99214 Applicants are: Non-profit X Public/Municipal Agency Must be a non-profit 501(c)(3) or 501(c)(6) or a public agency to be considered for funding. Contact Person (if different than applicant): Wes Teterud, President Phone: 509-991-2871 E-mail wteterud@gmail.com Address 11613 E 48th Ave City Spokane Valley Amount requested: $ $25,000 State WA Total project budget: $55,800 Zip 99206 Applicant's match: $ 25,000 Is this a new or continuing activity? Continuing City of Spokane Valley Request for 2018 Grant Page 4 of 6 II. HISTORY Widows Might was founded by Wes and Adrienne Teterud twenty years ago in Spokane Valley to embrace the cause of widows in the Spokane region by engaging in their financial, housing, medical, transportation and other needs related to the plight of widowhood. Widows Might has received very favorable exposure through social media (Face Book, Web, Twitter, Linked In), in the press (The Current, Spokesman Review and Journal of Business) and by word-of-mouth resulting in an uptick of interest, growth and requests for widows needing assistance over the years. III. PROJECT SUMMARY Widows Might is a unique organization that specifically serves as a distinctive resource for over 3,400 (Demographics Now) widows in Spokane Valley. The Widows Fund is the singular project that addresses the following needs of widows: • Assist with various housing needs (e.g., repairs, mortgage relief, property taxes). • Sponsor educational luncheons (e.g., protection against identity fraud, widow and her health, automobile matters, long term care and aging resources). • Collaborate with other organizations who identify widows in need. • Aid with medical expenses that widows may face (e.g., dental, co -pays). • Facilitate transportation challenges (automobile repairs, purchases). Unlike some non-profit organizations, Widows Might has no administrative costs because of the volunteer participation and governance of the organization. 100% of the funds benefit widows. Further, Widows Might does not conduct fund raisers and the organization is a small community public charity offering social services to a unique segment of citizens in the City of Spokane Valley (i.e., widows). Our organization relies on the generous grants that come from the Outside Agencies Economic Development and Social Services Grant. For these reasons, Widows Might is respectfully asking the Spokane Valley City Council to consider a $25,000 grant for the Widows Fund project. 1 IV. SCOPE OF WORK A. What it is you wish to do? The requested $25,000 grant will partially fund the Widows Fund for Widows Might in 2019. The Board of Trustees for Widows Might distributes 100% from the Widows Fund for the health, education and welfare of widows in Spokane Valley. B. How and why the community will benefit? The more than 3,400 widows (Demographics Now) living in the Spokane Valley have an exclusive resource they can access for specific issues related to widowhood. Widows living in Spokane Valley may typically lose at least 40 to 60 percent of their income and lifestyle when their husbands die. The Widows Fund is available to assist these women to pay the mortgage, property taxes, pay for needed home and auto repairs and unexpectant medical expenses. Community professionals in Spokane Valley (physicians, dentists, plumbers, electricians, handy people, etc.) benefit from the Widows Fund as they are compensated for the work they do for approved widows. This fund serves a dual purpose both in contributing to social services and economic development in Spokane Valley. The educational luncheons that are held throughout the year for the benefit of widows in the community are hosted at CenterPlace Regional Event Center (owned by the City of Spokane Valley). The funds used for these luncheons are cycled back to the City through the usage of the facility and their employees. C. What are the beginning and ending dates of your project? Funding and distributions for the Widows Fund start and end on the fiscal calendar year (January 1, 2019 — December 31, 2019). D. Is it a seasonal activity appropriate to its location? N/A E. If an outdoor activity, are there any weather-related constraints? N/A 2 WIDOWS MIGHT SOCIAL SERVICES GRANT PROPOSAL F. Brief history of event or organization. The Widows Fund has recently made the difference in the lives of hundreds of widows in Spokane Valley by: • Paying mortgage payments for widows whose husbands died unexpectantly. • Paid for home repairs that provided safety for widows • Sponsored educational luncheons that featured key programs dealing with critical matters of widowhood (e.g., staying in their home as long as they can, real estate issues when having to sell their home, how not to get ripped off by auto mechanics and salespeople, how to avoid identity fraud). V. BUDGET Budget is attached with the proposal. VI. METRICS There are no "expiration dates" on our birth certificates which means that a woman never knows for sure when her husband is going to die. Recently, a 53 -year-old woman from the Spokane Valley suddenly lost her husband to a heart attack. She was left with no life insurance, assets or income. She is too young to collect social security survivor benefits. Her friend reached out to Widows Might for guidance. The Board of Trustees approved paying for two months house mortgage to keep her home from foreclosure jeopardy. To the point of "metrics," the solid measurements include the responses to our educational luncheons which reach over 400 widows each year, the Widows Might website that receives hundreds of hits each year and the hundreds of "likes" on Face Book. The unexpectant and inevitable deaths of husbands leaving widows behind in Spokane Valley cannot be measured. The budget is labeled, Total Anticipated Widows' Assistance because we can only project based upon our past history of requests and our significant growth over the past 20 -years as an organization. There is very little cash on hand at the end of each year which reflects the usage of the Widows Fund to its fullest. 3 WIDOWS MIGHT SOCIAL SERVICES GRANT PROPOSAL The closeout report for the Outside Agencies grant is relatively easy and accurate because the reimbursements from the grant need to be approved by both the Board of Trustees for Widows Might and the City of Spokane Valley Finance Department. 4 WIDOWS MIGHT SOCIAL SERVICES GRANT PROPOSAL BOARD OF TRUSTEES Widows Might is a 501 (c) (3) public charity governed by voluntary, eleven -member board of trustees. Wes Teterud (Financial Service Professional), President Robert Delaney (Attorney), Vice President Lynda Hutchins (retired), Secretary Dona DaSilva (retired), Treasurer Adrian DaSilva (retired), Web Master Col. (retired) Dick Olson, Trustee Margaret Olson (retired), Trustee Betty Starr, (retired), Trustee Earnie Miller (farmer) Trustee Janet Miller (farmer) Trustee Adrienne Teterud (retired) Trustee 5 VII. ATTACHMENTS Please provide the following information as attachments. 1. Copy of state certificate of non-profit incorporation and/or copy of federal determination of 501(c)(3) or 501(c)(6) exempt status. 2. Copies of most recent approved and proposed budgets of the overall organization. For public agencies, copies of budgets should be at the fund -level. 3. Copy of meeting minutes showing official approval of project and authorization of application or a signed resolution of the board of directors authorizing the application. 4. List of members of the organization's board of directors and principal staff. 6. List co-sponsors, if any, by title and type. CERTIFICATION The applicant here certifies and affirms: 1. That it will abide by all relevant local, state, and federal laws and regulations. Without limiting the foregoing, no individual shall be excluded from participation in, denied the benefit of, subjected to discrimination under, or denied employment in the administration of or in connection with this Agreement in violation of local, state, or federal law. 2. That it has read and understands the information contained in this Grant application and will comply with all provisions thereof. Certified By: (signature) (print or type name) Title: Date: r) w re City of Spokane Valley Request for 2018 Grant Page 6 of 6 INTERNAL REVENUE SERVICE P. O. BOX 2508 CINCINNATI, OH 45201 Date: APR 0 7 2011 WIDOWS MIGHT 11613 E 48TH AVE PO BOX 14005 SPOKANE VALLEY, WA 99214 Dear Applicant: DEPARTMENT OF THE TREASURY Employer Identification Number: 01-0948768 DLN: 17053159355030 Contact Person: TRACI D BERRY ID# 95129 Contact Telephone Number: (877) 829-5500 Accounting Period Ending: December 31 Public Charity Status: 170 (b) (1) (A) (vi) Form 990 Required: Yes Effective Date of Exemption: February 7, 2010 Contribution Deductibility: Yes Addendum Applies: . No We are pleased to inform you that upon review of your application for tax exempt status we have determined that you are exempt from Federal income tax under section 501(c)(3) of the Internal Revenue Code. Contributions to you are deductible under section 170 of the Code. You are also qualified to receive tax deductible bequests, devises, transfers or gifts under section 2055, 2106 or 2522 of the Code. Because this letter could help resolve any questions regarding your exempt status, you should keep it in yout permanent records. Organizations exempt under section 501(c)(3) of the Code are further classified as either public charities or private foundations. We determined that you are a public charity under the Code section(s) listed in the heading of this letter. Please see enclosed Publication 4221 -PC, Compliance Guide for 501(c)(3) Public Charities, for some helpful information about your responsibilities as an exempt organization. Sincerely, Lois G. ¶,erner Director, Exempt Organizations Enclosure: Publication 4221 -PC Letter 947 (DO/CG) WIDOWS MIGHT 2018 BUDGET Revised 2/16/18 Cash on Hand January 1, 2018 $12,000.00 Anticipated Income: Individual Donations Church Donations Corporate Donations City of Spokane Valley Luncheon Donations Civic Donations (Rotary) Total Income $6,000.00 2,000.00 5,000.00 10,000.00 1,500.00 10,000.00 $34,500.00 2018 Anticipated Income + Cash -on -hand 546.500.00 Anticipated Expenses: Widows Fund: Widows' Assistance Educational Luncheons Luncheon Entertainment Total Widows Fund Expenses: $25,000.00 8,000.00 600.00 Operational Fund: Appreciation Luncheon $ 1,000.00 Annual Meeting Luncheon 200.00 Fees 120.00 Office Expenses 850.00 Postage 265.00 Website 250.00 Total Operational Fund Expenses: Total Anticipated Expenses: Carry-over to 2019: $33,600.00 $ 2,685.00 $36,285.00 10, 215.00 Total Expenses + Carry-over $46,500.00 Widows Might Minutes from Board of Trustees Annual Meeting Wednesday, December 6, 2017 CenterPlace Regional Event Center Meeting was called to order by president, Wes Teterud. Those present were: Wes Teterud, President Bob Delaney, Vice President Dona DaSilva, Treasurer Lynda Hutchins, Secretary Earnie Miller Absent: Margaret Olson Adrienne Teterud Adrian DaSilva Betty Starr Jan Miller Minutes from the December 16, 2016 Special Board Meeting was read. Approved as read. Treasurer Dona DaSilva gave the financial report for 2017. She said they would not be completed until year end. Dick Olson made motion, seconded by Adrian DaSilva to Transfer $2000 from the Widows Fund to the Operational fund for 2018. Motion approved. Dick will work with Dona to make sure bank balance agrees with what all records show. We discussed needs to be revised. Dick made motion to accept financial report, seconded by Adrian, motion passed. Wes handed out his President's Report for us to each read. Adrienne went over how to use Amazon Smile to get funds for Widow's might when shopping on Amazon. Smile.Amazon.com. Adrian explained all the facets of the Widows Might Website. For each event of Widow's might he puts a picture, alone with dates of upcoming events and locations. For resources he gives Wes' phone number. We also have a Face book page with information about Widows Might and contact information. New Business: Approval of 2018 Board of Trustees. Wes Teterud, President, Bob Delaney, Vice President, Dona DaSilva, Treasurer, Lynda Hutchins, secretary. Dick made motion to keep all existing Board members for the coming year, seconded by Betty and motion approved. Location and dates for the Luncheons for the coming year. Location will be the same: CenterPlace Regional Event Center. Dates: March 4, 2018, April 19, 2018, September 16, 2018 and November 11, 2018. Dona made motion to accept these dates, seconded by Adrian, motion approved. 2018 Budget. Dick brought up concern that the proposed income was not included in this proposal. He feels we need income shown in the budget, either known or anticipated. Plus we should show balance in bank and anticipated transfer to next year. There will be a new proposal after the first of the year to be approved by the Board. Adrian brought up several agencies that could also be of help for widows besides help from family, church and our support. One was the Area Agency of Aging and also Aging and Long Term care of Eastern Washington. Aging Care.com. Gives us some other avenues to propose to widows in need if it is felt that we are not the best fit, Meeting was adjourned at 2 p.m. Respectfully Submitted Lynda Hutchins Secretary JOURNAL Serving Spokane & Kootenai Counties Mi11= Reprinted from the August 2, 2018 issue of the Journal of Business, Spokane, Washington. © Copyright 2018 - Northwest Business Press Inc. Valley concern helps widows find independence Widows Might nonprofit offers resources, guidance By Virginia Thomas virginiat@spokanejournal.com Twenty years ago, Wes Teterud and his wife, Adrienne, started Widows Might in the basement of a local church, with the goal of the Spokane Valley nonprofit to provide guidance and resources on prac- tical matters for widows who might not have support from family or faith organi- zations. "We're embracing the cause of widows by engaging with their issues of widow- hood," says Wes Teterud, who has been president of the organization since its founding. The group's name refers to the Bible story of the widow's mite in which a wid- ow gives two small coins, called mites, to the temple. Teterud says he chose the word "might," however, to represent the empowerment of widows. In all, just over 16,400 widows live in Spokane County, he says, citing statis- tics from demographics database Demo- graphics Now. Teterud says 2011 U.S. Census Bureau data shows the median age of a widow to be 59.4 years. "That's kind of a thing that I think peo- ple need to get out of their mind, that it's not a geriatric issue," Teterud says. The organization holds several educa- tional luncheons through- out the year at CenterPlace Regional Event Center, at 2426 N. Discovery Place in Spokane Valley. Teter- ud estimates between 100 and 125 widows attend each luncheon. The events provide healthy food, so- cial contact with other widows, and talks from lo- cal experts. "We had an auto me- chanic come one time to speak about how not to get ripped off when you go to buy a car or have a car repaired, because women are vulnerable when they're alone and they don't have the husband to advo- cate for them," he says. —VIRGINIA THOMAS Adrienne and Wes Teterud founded Widows Might 20 years ago. The nonprofit is managed by an 11 -person board and is staffed by volunteers. Widows Might is run by an 11 -person board of trustees, one of whom is Adri- enne Teterud, and is staffed entirely by volunteers. The organization doesn't have an office space; Teterud says most operations are conducted online or at the CenterPlace Regional Event Center. He says people can get in touch by visit- ing the organization's website, widows- mightspokane.com. Widows Might relies solely upon donations and grants, which are used to fund luncheons or are placed in the orga- nization's Widow's Fund, Teterud says. "Probably the great- est need for a lot of the widows we work with is financial, because they lose at least 40 to 60 per- cent of their income and lifestyle when the hus- band dies," Wes Teterud says. "If the husband hasn't planned with life insurance or investments and that sort of thing, that puts her in a real bind, because then she's relying on Social Security. She only gets her husband's Social Security, "Probably the greatest need for a lot of the widows we work with is financial." Wes Teterud Widows Might or hers, whichever is greater. She doesn't get both. And a lot of widows don't realize that until it's too late." Teterud is also a life insurance agent for New York Life, so he's familiar with the potential complexities of life insur- ance, along with pensions and Social Se- curity. He says even widows who know of their deceased spouse's life insurance policy and Social Security benefits often have trouble understanding, planning for, and keeping track of household expenses. "A lot of them don't have a clue," Teter- ud says. "Their husband's been doing all of the bookkeeping and all the money stuff." Teterud says the organization restricts membership to widows because "statisti- cally, they don't remarry, and widowers do." Widows tend to live in a state of wid- owhood for 20 to 30 years, Teterud says, meaning they may live independently for decades after the death of a spouse. Helping widows to navigate their financial situation is part of Widows Might's mission. Teterud says many cou- ples don't fully understand the amount of planning necessary to ensure a surviving spouse isn't left penniless after the death of the other spouse. "From a preparation standpoint, peo- ple who have a pension, like schoolteach- ers, government workers, things like that, when they get ready to retire, they have two options to take their pension," Teter- ud says. "They have a single life, which is more money. Or they can take a joint life, which means when they die, the widow would get, say 75 percent of that. If he takes a single life and dies, she gets noth- ing, no income. When the husband gets ready to retire, the husband and wife, in preparation for widowhood, they kind of need to figure that out." Widows often worry about how to stretch their finances so that they don't outlive their income and savings. Teterud says he recommends placing some invest- ments in a guaranteed life annuity. "It's like a pension, they'll never run out of it," he says. "That decision can be made even after they're widowed, because sometimes they do have a chunk of money that they got through investments or life insurance or whatever, and the challenge is: How are they going to hang onto it?" Teterud says medical insurance can be a concern for widows who were on their husband's plan. Widows who can't afford to buy their own insurance and who are too young for Medicare are often forced to take advantage of the Consolidated Om- nibus Budget Reconciliation Act or to ap- ply for Medicaid. Planning for long-term care also is im- portant for widows, Teterud says, espe- cially as the average cost of long-term care in Spokane County can be over $100,000 per year. "Typically, the husband dies and the wife is the one who's left. If you go into a nursing home, it's more women than guys because women outlive their hus- band usually by about seven years," he says. "With that in mind, a lot of times they need to start looking at some kind of long-term care coverage, either insurance like what I sell, or have enough assets. If they don't, they have to spend down to poverty." Teterud says widows who are too young to retire often have trouble find- ing employment. He gives the example of a 53 -year-old widow the organization works with who had been a stay-at-home mom for 20 years when her husband died. 'We call them a displaced homemak- er, which means she's too old to get back into the marketplace, because she's been out of it for so long ... but she's too young for Social Security benefits because she won't qualify for Social Security until age 60," Teterud says. "So we help them with trying to find employment. We try to net- work them with employment services, so- cial services, that sort of thing." Widows Might also connects widows with community assistance organizations, such as Spokane Neighborhood Action Partners for help with energy assistance, Meals on Wheels for help with food and nutrition, and Aging and Long Term Care of Eastern Washington for a variety of services. When Widows Might receives a call for aid from awidow or from awidow's friend or family member, Teterud visits the wid- ow at her home. "Our process is, Adrienne and I make an appointment and we go do an intake survey with the widow to find out what the need is and how we can address it," Teterud says. "In the New Testament, in James 1:27, it says pure religion ... is to visit the widow and the orphan in their affliction. The word `visit' in the Greek doesn't mean just a social call. It's a word used that mayors and kings of domains would send some of their people out from the government into a community, and they would take inventory ... to see what needed to be repaired, what the priorities were." Teterud says that Widows Might func- tions on the premise of analyzing and pri- oritizing a widow's needs. "You can't just come in and have a so- cial visit with a widow and find out what her needs are," he says. "You've got to look around and see." During the intake process, Teterud also helps the widow to compile a com- prehensive list of assets and debts. Once needs are identified and solutions found, Widows Might connects the widow with necessary services. If payment for a ser- vice such as a plumbing repair is needed, Widows Might cuts a check directly to the plumber. Planning for the future is key to pre- venting a widow from needing the help of Widows Might or other organizations, Teterud says. "One of the things they can do, and I'm advising my clients to do this, is that they try to put off Social Security benefits to age 70. Our full retirement age is 66 ... but I want to put off my retirement to age 70 because every year, from age 66 to 70, your Social Security benefit grows. That would be one thing I would advise for husbands if they want to provide income for their wives down the road." Teterud says spouses should both go through legal documents like wills and pensions to make sure they're accurate and up to date. "Check your beneficiary arrangement on your pension because if it's the ex-wife, that will not bode well when the husband dies," he says. "That's probably the No. 1 mistake we see in our business, is wrong beneficiary designations." Teterud also recommends that each person compile vital information for their spouse to access in the event of their death. "I encourage husbands to make a list of their accounts, their important papers, passwords, their contact information for retirement and Social Security, and all that stuff so that the widow knows who to touch base with," he says. "There's a lot of those things that husbands, preretire- ment and during retirement, could do to make it a little easier for their wife." CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 18, 2018 Check all that apply: ❑ consent ❑ old business ❑ information ® admin. report Department Director Approval: ❑ new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Evaluation of Street and Stormwater Maintenance Programs by LA Consulting, Inc. GOVERNING LEGISLATION: None PREVIOUS COUNCIL ACTION TAKEN: May 22, 2018 Council Discussion BACKGROUND: Over the past several budget development cycles, Council has requested that staff perform an evaluation of the City's street and stormwater maintenance activities. This includes all pavement, signal, sign, and storm system maintenance activities including snow removal operations. Earlier this year, staff posted a Request for Qualifications for consultant services to evaluate the City's current maintenance programs. Staff selected LA Consulting, Inc. from Manhattan Beach, California due to their unique nationwide experience in performing these evaluations. Mr. Harry Lorick of LA Consultants solicited input from the City Council on May 22, 2018 in an effort to guide the evaluation process at the initiation of the contract. LA Consulting has prepared a draft Evaluation of the Community and Public Works Department based on several months of work studying the City's maintenance activities and associated service contracts. LA Consultants will discuss their draft findings and recommendations while seeking further input from the City Council. A final copy of the report will be developed once comments are received and integrated into the evaluation. LA Consulting will also develop an action plan to guide the implementation of their recommendations. OPTIONS: N/A RECOMMENDED ACTION OR MOTION: Discussion only BUDGET/FINANCIAL IMPACTS: None at this time. STAFF CONTACT: John Hohman, Deputy City Manager Consultant — Harry Lorick, LA Consulting, Inc. ATTACHMENTS: PowerPoint Presentation Draft Evaluation of the Community and Public Works Department Spokane jUalley Evaluation of the Community & Public Works Department Initial Recommendations LA Consulting, Inc. 1. Review Process 2. Preliminary Recommendations w/Support Data 3. Next Steps Harry Lorick, PE, PWLF, PTOE Billy Wright, PMP September 18, 2018 Project goals are to identify opportunities to improve using best management practices 5-6 month project for a complete evaluation with recommendations. Spokane Valley Evaluation Months Task No. Task Description 1 2 3 4 i 6 Al PROJECT INITIATION A2 DATA COLLECTION AND BASELINE PREPARATION A3 EVALUATE OPPORTUNITIES A4 DOCUMENT AND PRESENT FINDINGS AND RECOMMENDATIONS A5 DOCUMENT ACTION PLAN WITH RECOMMENDATIONS A6 DEVELOP STEP-BY-STEP IMPLEMENTATION PLAN AND TIMELINE A7 MONTHLY STATUS AND QUALITY CONTROL ----------------- ----- This is NOT an audit, but an action plan for continuous improvement. 'valuation Process Interviews have been conducted with key management staff and maintenance employees as well as City and County governmental and private contractors. Benchmarks11111 Observations r-► City Records Interviews FL 1 i Baseline Expertise Presentation made at City Council for their input. Working Paper Final Report Findings Working Paper Meeting/ Input Recommendations Initial Recommendations Input Draft Report Baseline 1. Finding- Observation, comparison and/or opportunity. 1E1 /1WW//J111 ,, /I - 1. Recommendation- Action to improve work process or resource availability for both efficiency and effectiveness. Goal today is to review 49 preliminary recommendations and solicit feedback. Many positive actions/processes are occurring. 49 recommendations are identified for: • Systems and integration • Process improvement • Accountability Uniaui Processes/ Organ:i Infrastructure is major Use of seasonal work shift Council focus v Successful at obtaining Senior leadership have grants infrastructure background City Manager, Deputy City Manager and City Engineer Variety of service providers — in-house, contract, State, County, & inmate resources for work Integration of staff with contractors (crack filling and stormdrain cleaning) Substantial use of drywells for stormwater Dual utilization of staff in doing work and managing contracts Unique snow operations process Finding- The Department is already performing many good and innovative practices, which demonstrates a philosophy of change and capability for continuous improvement from trained, experienced and capable staff. 1. (4.1.1.) Recommendation- Annually select and utilize employee teams to implement continuous improvement processes, such as the development and enhancement of work activities with documented work methods and performance plans. City Overview "A community where individuals and families can grow and play, and businesses will flourish and prosper." 2. (4.1.2.) Recommendation- Develop an explicit mission statement that aligns with the Council mission statement and work being performed. Include vision with both efficiency as well as effectiveness goals. 3. (4.1.3.) Recommendation- Establish goals that link to performance benchmarks. Monitor benchmarks monthly using standard reports to help guide adherence. Finding- Snowfall volume and snow days vary from one year to the next, yet can be a very significant impact on the community. In addition to considerable internal support of full and part time employees, the City has budgeted $815,000 for contract services of on-call motor graders & drivers. 120 100 80 60 40 20 0 Snowfall History 1997-1998 - m Snow Days and Inches of Snowfall Each Season 49 I 40 40 . 21 01 001 N 00 0, N 54 93 98 Inches of Snowfall in Calendar Year 51.8 6 2 46.1 46.3 34.7 35.0 14 I 37 44 3: 4 26.3 I I 18 I� O N N M V M O n W 01 O N N M V M O n111 g g g g g g � gp g p gp p 0 N N N N N N N 2009 2010 2011 2012 2013 2014 2015 2016 2017 001 8 0 0 0 O O O O $1 O .� N M v .n �O N N N N N N N N N N N N N N N N N N 39.0 30.9 63.5 Total Snowfall (Inches) # Snow Days 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 Monthly Snowfall Totals _1._..1 11i_i..Iii i_1iii1ii J111— 11 1 .._I__I Oct Nov Dec Jan Feb March April 2008-2009 F 2009-2010 2010-2011 2011-2012 2012-2013 4. (4.1.4.) Recommendation- Document storm events annually and establish a procedure to determine severity rating. Compare the severity rating against resource utilization to establish benchmark for snow and ice operations. Monitor annually and use as an input to determine resource needs and ranges. esr la Microsoft r. tyler 1EC rthulvg es Fleet Management Software System- - 1 Users Finding- The department uses multiple systems for a variety of functions yet lacks an integrated asset and work management system. • ESRI GIS — mapping database with pavement and stormwater asset inventory; some condition history for dry wells. • eGov — work request database • QAlert — replacing eGov in 2018 • RTA —fleet management and maintenance prior to Dec 2017 • EDEN —financial accounting • MS Access — homegrown transportation project planning database; manual integration procedure developed that links work history to GIS maps. • MS Excel — exports from EDEN that integrate timekeeping, fleet tracking Finding- The City utilizes a GIS database to identify and publish routines for public information and operational efforts. 5. (4.1.5) Recommendation- Simplify and establish a complete CMMS that combines asset inventory, performance planning, scheduling, work reporting, and cost. Establish capabilities for transportation planning and stormwater management and integrate GIS. Consider a hosted solution to reduce overhead costs. Work Planning • Planning • Organizing • Scheduling and controlling tormwater Asset Summary From Stormwater Management Program Plan Drainage Structure Inventory Structure Number Catchbasins (with sump) Inlets (no sump) Culverts Inlets (Curb, Sidewalk, Bridge) Manholes Vaults Stormwater Lift Stations Drywells (UIC's) Pipe Sumps (UIC's) Outfalls 2,615 1,407 183 3,173 168 5 4 7,240 146 30 Total Structures: 14,956 Structure Catchbasins (with sump) Inlets (no sump) Culverts Inlets (Curb, Sidewalk, Bridge) Manholes Vaults Stormwater Lift Stations Drywells (UIC's) Pipe Sumps (UIC's) Outfalls TOTAL NUMBER REPORTED IN SWMP Plan DIFFERENCE FROM TOTAL Number 2,615 1,407 183 3,173 168 5 4 7,240 146 30 Treatment/Infiltration Facilities Facility Type Number Retention Ponds Detention Ponds Bio -Infiltration Swales/Cells Porous Gravel Shoulders Porous Pavements Porous Concrete Sidewalk Grass Pavers 105 2 3,650 (approx.) 123 (20,577 SF) 7 (9,115 SF) 1 (11,058 SF) 1 (700 SF) Total Facilities: 3,889 14,971 14,956 15 Finding- Considerable assets exist in the City which are recorded in multiple databases. Asset inventory quantities vary among sources. 6. (4.2.1) Recommendation- Establish and maintain a spatial database of critical infrastructure assets including all stormwater structures, conveyance, and right-of-way such as signs, signals, and pavement markings. 7. (4.2.2) Recommendation- Document asset data management procedures for creation, update, and removal of assets from the inventory database. IMS pavement Assessmr Finding- Local roads are 67% of the total pavement area, which potentially can be maintained with routine maintenance. Finding - Average annual amount of resurfacing is approximately 1.8% of total inventory from 2012 to 2017. This equates to a 50-60 year lifecycle. m:c 0 z d 1C October 2017 sample ^' 50% arterial/collectors and 33% local roads 29.4% excellent condition with 6% poor / very poor condition Estimate $7M budget to improve PCI; $6.3M to maintain steady-state Current Pavement Condition Rating Using Descriptive Terms PCI of 71 Current Network Average Condition = 71, Backlog 61/4 v Poor (0 to 25) Pow (25 to 40) Mere inel )4D to 50) €a it (50 to60) Good (0to70) V Good (70 to 85) Exce lent 105601E0 Pavement Condition Using Descriptive Terms Ur..t VC Drte= 12/0117 Finding- Study estimates $6.3M is needed annually for maintaining current pavement condition, while the City has spent $4.6M average from 2013 to 2016. Finding- Pavement Condition Index (PCI) rating of 71 is near the LAC database average. 8. (4.2.3) Recommendation - Establish preventive pavement maintenance program on local streets to focus on meeting the environmental impacts and incorporate into the PMS. 10. (4.2.5) Recommendation - Confirm steady state street needs and establish a long-range lifecycle capital improvement program using an enhanced pavement management program. Maintenance Activities Finding- Maintenance Construction Inspectors, in addition to inspection, perform specific maintenance activities throughout the year. Finding- Fleet maintenance is performed throughout the year by one Maintenance Construction Inspector and the snow operations are actually led and performed by those inspectors. Street Pothole patching Vegetation control Snow operations Fleet maintenance Inspection for contracts Bridge inspection Graffiti Sidewalk grinding Debris pickup Guardrail Tree trimming and removal Stormwater • Inlet cleaning • Basin maintenance • Drywell inspection • Drywell cleaning • Pipe cleaning • Erosion repair 11. (4.2.6) Recommendation- Develop standard activities with facilitated employee teams for work tracking with a measurable work unit for reporting accomplishment. 12. (4.2.7) Recommendation- Establish and document work methods with facilitated employee teams for crew size, work method, and anticipated accomplishment. Document and place in the CMMS. 2 - secondary arterials 3 - hillside residential/ critical intersections Snow Plowing / Deicing Finding- The City has predetermined snow plowing and deicing programs and priorities. Finding- Property owners are responsible for snow removal on sidewalks after 3 or more inches has accumulated. Some Cities have involvement of private entities on sharing of cost basis for sidewalk work. 13. (4.2.8) Recommendation - Perform an evaluation of snow operations cost and level of service for various approaches to an integrated street, driveway, and sidewalk program for snow operations. 0 •1 Fart. J�'!Ji I!�•I I IMME Spokane County, Bureau of Land Al Snowplowing Priority Priority 1 - Priority 2 - Priority3 Priority 4 Priority Private Layer L. Operational layers F 0 Snowplowing Priority r ❑ Snowplowing De -Icer Routes x ❑ City of Spokane Valley Boundary Plowing/Deicing Priorities Snow plowing and deicing on Spokane Valley streets are prioritized to keep traffic moving along essential, heavily -traveled routes. Each roadway in the city is assigned a priority. PRIORITIES - primary arterials PRIORITIES - valley floor residential 1. 2 & 3 HELPFUL MAPS Limited plowing for 1-3 inches of snow as conditions warrant, focusing on problem areas and hillsides. Full plowing when snow exceed 4 inches. Deicing occurs whenever snow, ice or frost is predicted, with liquid deicing View map* of snow plowing on bridges, arterial intersections and hillsides. Granular and deicing priorities deicer maybe used on arterial streets as conditions warrant. 4 Plowing considered when functional traffic flow is inhibited. Deicing occurs at controlled intersections and selected problem areas as needed. NOTE: Privately -owned streets are not plowed by the City. *Please allow a few moments for these GIS maps to load. View map" of residential plowing status Sidewalk snow removal To help keep sidewalks safer for schoolchildren, seniors and those with mobility concerns, community members are responsible far keeping sidewalks cleared when three or more inches of snow/ice accumulate. Learn more about side- walk snow removal requirements. Snow Plowing/ sidewalks Some cities use snow gates (Sioux Falls and Coeur d'Alene), 3 of 26 of LAC surveyed. Used to minimize berms on driveways and intersections by transporting snow past these locations. Tradeoff of support for private driveways versus increased operational cost and slowing of operations. Plan this year on using snow gates in City of Spokane. 20 of 26 cities surveyed require residents to handle. Some smaller Cities in NE perform in house with limitations. Perform some around public buildings. Considerable effort and cost for SV to do for all sidewalks or even 1/3 of sidewalks. Snowfall ' erations Truck Rc-- • Done by combination of resources • Use city fleet supplemented by contract graders • Contract labor used for driver support • Normally broken into areas • Use grouping of trucks in one pass depending on roadway type • Single formation of 2, 3, 4, or 7 trucks always led by City staff w 14. Recommendation - (4.2.9) Annually review best practices for snow plowing operations and establish policy for an allowable timeframe for snow clearing. Finding- City has pre -planned routes that utilize various formations of snow plows. Contract support is provided for drivers, as well as the graders for larger storms. TRUCK Route MAP LEGEND {8,Ti9.s 3 Omits - aPrum - P.% SaDDi © Hospital 1}�1 Fm 9taaon N PUBLIC WORKS DEPARTMENT 1 Inch = 4.900 feat Preventative Maintenance / Routines Finding- The City has various routines that are planned, mandated, or required for their different types of assets. Combination of in-house and contract • Asphalt sweep map • Truck snow routes • School street sweeping • Spring & Fall sweeping service areas • Arterial maintenance sweeping • Sidewalk snow removal • Deicer truck routes • Weed spray areas • Drywell inspection (annually) and cleaning • Traffic signal PMs (6x annually) • Markings (1x annually if paint; other types as needed; 2x annually on some roads) • Crack filling (frequency?) 16. (4.2.11) Recommendation- Establish and document all levels of service for all work including those that meet or exceed regulatory compliance and are based on condition, available resources, costs, and desires of the community. Sto rmwa+ • Stormwater fees based on impervious area • $21 flat fee, per unit, per year for single-family, duplex, triplex, & fourplex • $21 for every 3,160 SF of impervious surface for commercial, industrial, businesses, recreation centers, & churches Finding- A flat fee for stormwater is charged for residential units and a variable rate based on square footage for all other units. Fees for City are considerable lower than other benchmark agencies with a estimated value $0.55 per 1,000 square feet that is 40% -90% lower than other benchmark Washington cities. Detention Basin Spokane Valley Moses Lake Arlington Vancouver Bellevue Ilwaco Clarkston Ellensburg Buckley Walla Walla Port Angeles Anacortes Longview Bellingham Mukilteo Pacific Cost/1000 sf $0.55 $0.96 $1.15 $1.2o $1.40 $1.55 $1.62 $2.o2 $ 2.83 $ 3.97 $4.22 $4.50 $4.88 $5.85 $7.68 9.53 17. (4.2.12) Recommendation- Develop a nexus between fees collected and the cost and effort of maintenance and operations. Consider increasing fees if justified. Stormwater Management Program Plan • Latest update March 2018 — prepared annually • Includes program overview, goals, needs, and accomplishments • ^'15,000 structures, 3,600 facilities, and over 31 miles of pipes/culverts • Statistics on illicit discharges, tons of sand+salt used, cubic yards of sweeper debris, and landscape cost per acre • Paper maps are provided to vac cleaning crew. • Drywell inspection and cleaning history is stored in GIS database. 2010 STORMwATER MANAGEMENT PRocRAM PIAN StiOkane 511,010 2500 E 2000 1500 F., 1000 a u 500 0 Total Annual Street Debris Cleared through Sweeping (CV) 2007 2009 2009 2010 2011 2012 2013 2014 2015 2016 2017 TABLE 6: TOTAL ANNUAL STREET DEBRIS COLLECTED IN CUBIC YARDS 35 30 25 20 15 10 M!'■ u■■■i 0111111III to 1-- c9 0 0 0 0 N N b] 0r-1 N in Ln <01--- 0 O n r, r, r, r, r, r~ 0 0 0 0 0 0 0 0 N N N N N N IN N r, 0 N 0 N TABLE 5: NUMBER OF SPILLS AND ILLICIT DISCHARGES REPORTED AND DOCUMENTED BY YEAR 59,060 SB,° 2011 2012 2013 2614 2015 2010 201? !RENEW IRRIGATED IAIIGSf4PE ANNUALCONTRACTEP COSTS PER ACRE TURF 1500 1400 1200 1000 800 200 400 200 0 Total Sand+Salt Use (tons) LQpy tills' •L0 ti�N'y ti�yL L4S� ti�yA ti�1y L�N(9 L9�1 1 ti NY N'Y ti YO ,10 19 19 19 Finding- Stormwater Management Program Plan is prepared to manage capital maintenance and operations and is mandated through the NPDES Permit. 20. (4.2.15) Recommendation - Establish the capability to develop a performance budget based on level of service, asset inventory, productivity, and work methods with a quality standard for each activity. Use established performance budget as a tool to develop a budget based on actual needs. Work Organization • Planning • Organizing • Scheduling and controlling Finding- Deputy City Manager span of control is 1:4 and is heavily involved in both the capital and operations aspects of the Department. ity Organization 21. (4.3.1) Recommendation- Develop subordinate managers to be able to assist in higher-level planning and management of both capital and operations. ERecelra roislaa Cry acnePr cryclorx Doha! Gel {Donlan) rnenca Director Manager roan Mai,@afge rnalysl — rareFrel ToolirAIg T(2 FIEan {2FIE) ITSnecetst _ ($FrE) Oelulase Mm ilis:ator Ca, Arcxney Acionisiraton Attrnani Altorney Sup nntentlell 1. “1-1E1 1 owmr rannlaratWo Aevea on CaterEnalor Mantsaence girt) Senor Cantu Speeld Cenleltece Coordinator Son. E V.hcde cantata Erg pear Techlician Senor Irettc Ergneer nifIE Enpnmr Oebpoarioal Mmayea P.tlmmiaralr a .tuner rroneer Senor Ergmeul Project Manager DTE} ay neer J EaGMppr'NM l (3FTE). oevmpTarl 22. (4.3.2) Recommendation - Adjust the job descriptions for Maintenance Construction Inspectors to include providing direction for contract and part- time employees. Irspoder Spokane Valley Burien University Place Sammamish Shoreline Federal Way Lakewood Marysville Des Moines Kennewick Wenatchee Pasco Lacey Washington Average Auburn Puyallup Issaquah Pullman Kirkland Bothell Yakima Bremerton Longview Walla Walla Lynnwood Redmond Olympia Work Force Comparison Staff per 1,000 Population 0.9 1.4 1.6 1.8 2.7 3.4 3.5 ■ 4.0 ■ 4.0 4.6 4.7 4.8 5.4 5.4 5.4 6.5 6.9 7.0 7.0 7.5 7.5 8.0 8.3 8.4 Centennial Maywood Lake Forest La Puente Dunwoody Laguna Niguel Laguna Hills Bellflower Rolling Hills Sandy Springs Norwal k Lakewood Paramount Duarte Santa Fe Springs 9.5 10.5 11.1 2.0 4.0 6.0 8.0 10.0 12.0 24. (4.3.4) Recommendation - Staffing projections should be based on asset inventory, levels of service, work needs, and production rates using an established performance plan. 0.5 1.2 1.3 1.6 1.7 1.7 1.7 2.0 2.1 3.2 3.7 4.2 2.0 5.1 4.0 6.0 6.2 9.4 8.0 10.0 Staffing History in Budget Proposed 2018 Adopted 2017 Adopted 2016 Adopted 2015 Adopted 2014 Adopted 2013 Adopted 2012 Adopted 2011 Adopted 2010 Adopted 2009 Adopted 2008 89.25 87.75 87.4 87.25 87.25 85.25 87.25 87.25 95.75 93.75 92.15 Finding- A combination of work schedules exists with schedules adjusted seasonally. Finding- Spokane Valley has a low employee per capita at 0.9 per 1,000 residents compared to full-service cities and is also lower than most known contract cities in LAC's database. The average for surveyed Washington communities is 5.4 25. (4.3.5) Recommendation- Document rationale for the current work schedules with benefit and cost. Resources PW performs work using many sources • In-house • Private Contracts • Government support contract • Incarcerated assistance • Day labor support Private contract_ 55% State contract 5% Street Fund (wage/ben/supplies) 18% Stormwater Fund (wage/ben/supplies) 10% County contract 11% Incarcerated labor 1% Finding- City uses a combination of many available resources to perform maintenance and operations work with over 71% allocated to private, County, and WSDOT contracts. Finding- County work reporting shows a time -and -material effort broken down by six categories without specific work accomplishment units. Soo'' County Wor' Reporting • 545 hours by 14 named employees • $37,830 includes wages, benefits, equipment, and materials • Benefit rate of 46.3% or 64.1% per employee • Activity breakdown in sample shows Traffic Signal Maintenance (81%), Traffic Sign Maintenance (7%), Crosswalks & Pavement Messages (5%), Striping (4%), Accident Repair - Signals (1%), Sign Vandalism (1%) • State signal PM $1,762 • County signal total cost per signal $4,214 • County sign maint $1.79 per Project COSY - Traffic Spokane Valley SV0141 - Sullivan/Euclid PCC SV0142 - Broadway Argonne- Mullan SV0263 - City Wide Signal Backplat SV9011 - Flashing Beacons 8th/McDo Finding- The cost of traffic support for County and City are very reasonable based on specific unit cost such as signal PM and annual maintenance. Activity Accident Repair - Signals Crosswalks & Pavement Messages Sign Vandalism Striping Traffic Sign Maintenance Traffic Signal Maintenance 26. (4.3.6) Recommendation- Continue to utilize the County and State for traffic and street maintenance. Annually review cost per unit against other benchmarks. Hours 425.50 28.00 9.00 61.50 21.00 County Employee LABOR FRINGE Overhead Coles,lolanda M Green,Jason L 25.21 Hildreth,Collin J 16.49 Hildreth,Jason 46.29 Istrate,David C 17.34 Mackin,Shawn 47.67 Martin,Christophe 30.05 Mcintyre,Timothy 51.25 M eye rs, Da n i el 41.85 Morton,Doug J 25.95 Nelson,Tyler J 40.20 Prigan,Brice C 25.66 Sc h i l l i nger,J oel 23.27 Wilske,Robert J 41.58 16.92 10.85 EQUIP FRING $ 6,198 $6,709 $ 106 $ 256 $ 3 $ 72 $ 2,084 $1,072 $ 171 $ 448 Hours EQUIP 6.00 $ 105 27.00 $ 180 6.00 $ 54 24.00 $ 60 40.00 $ 603 442.00 $ 7,559 Services / Projects LEGEND SIGN SIGNAL STRIPE TRAFALL Total Services Other Projects Service + Projects FRING $ 114 $ 330 $ 44 $ 325 $ 462 $ 7,285 Amount 14,685 16,106 155,432 3,880 35,227 16.17 10.58 21.44 11.12 22.08 13.92 23.74 19.39 16.64 18.62 16.46 14.93 19.26 64.13% 64.13% 64.13% 46.32% 64.13% 46.32% 46.32% 46.32% 46.33% 64.13% 46.32% 64.13% 64.13% 46.32% LABOR MATER PURCH $12,242 $ 2,852 $2,345 $ 552 $ 170 $ 1,853 $ 699 LABOR MATER PURCH $ 177 $ 514 $ 130 $ 540 $ 508 $ 796 $ 206 $13,391 $ 2,106 $ 2,345 Admin OH 6 -Month Total 2,436 17,121 2,672 18,777 25,786 181,218 644 4,523 5,844 41,071 262,711 52,634 315,345 Estimated Annual 34,242 37,555 362,436 9,047 82,142 525,422 105,267 630,689 Governor --`1I Con` -- Finding- County provides traffic services with oversight by the City Engineer. Many similar agencies provide this service internally or by private contract. OMMEI '4R® rla ©014 Nutz, .:n gaw .01221, Effs 1111,El 19Eil Provider of Traffic services for City • 86 Traffic signals for City • Traffic sign (21,000) and markings for maintenance, installation and repair • County Staffed at 5 employees for signals • Pay on time -and -material basis • Managed by City Traffic Engineer 27. (4.3.7) Recommendation- Standardize contractual reporting agreements to include labor hours and cost by activity and program. 28. (4.3.8) Recommendation- City should continue to utilize other service facilities for vehicle washing. Sty Agree'ente. 2003 Master Agreement for Roadway Maintenance (GM -01399); SR -27 (PINES) and SR -290 (TRENT) • City reviews paving plans. Estimated Manua Routine M611m8.600 Cos[ see enuasseed a follevn. Brags in5p x110n Agreement SR 27 -PINES aw.epn6 Pa.r„ent �:ns wrnBasmermiss :rftd1,p Nuxiw. K'un t�Rn, 2.500 2.500 500 500 ctmr..al0.000 mc: SOed Claa0un. barna 17.000 o<: lig: oJ.. Vellty COM mPE Spew nvs Sulu 106 MAXI * Fwssw Mew we 99305 9 m CC, 67, WatX. LI L051 9n1, , ;, a nu. ei=we .0r m. oalms wa.bl,.man tiara wmaaere ar as �wsrwr,, anlm e en as assned stew Mme .K I roila.. , .,a,m,mmuy-1 0103,000 do �[rN- AGI:nGY, m e pu3eJk bels. Ms . n� m M1ne �oe1a2.500 2300 • State performs sweeping/dust control, maintains catch basins/drains, litter pick up, MITAr;,FF°s�rb�q�,mM,1mid a an6lrm„sw weed control, plowing/sanding/deicing, winter sand/sidewalk cleaning, maintain sig & markings, and emergency maintenance. • City reimburses State for work performed. • Estimated total annual cost $207,000 2009 State Maintenance of City Owned Traffic Signals, Illumination & ITS • State performs signal phasing/timing, removal/replacement, routine PM, maintain interconnects, perform locates, recordkeeping, and emergency maintenance. • City reimburses State for work performed. • 126 luminaires @ $31,374 (PM cost $12,474; emergency maint $12,600; locates $6,300) • 11 signals + 83 luminaires @ $59,402 • $1,761.88 per signal PM WSDOT Bridge Inspection • 5 bridges • City reimburses State for work performed; Max $25K. WSDOT Regional Decant Facility • Design and construction managed by City • City received $150,000 for construction expense • City reimburses State for operation & maintenance 50.000 n NOW, i11EAMOKE, rummi m ACV 3]]0.1.0, dr stem nets, ,b we mrsem<.� ta'mxi Itilw. mbmam. 15.000 an▪ d pro, edce uMtlSae, end Ase � e..OUw AM 0, w5ie, 4.000IT IS HEREBY AGREED A.S FDLISAVS, os GISain TERMS. SCOPE Or 5rOEIX,63N IINP 20,000 0104.000 In k. 21,51411I sewn. A2. perms and candhirmi the ViSf107 perk.dle ^wk co be perm. ns LOCAL AGENCY-nntd Metes a tbe,1,4,C AGPXY, ,54aea eW ..Me0.J4esM !esp.. ere ler1la Ck R. 0..09000 ▪ a3uwnw La bridge end die nSeqx Work Men lem andeelpaiN aa,es Tc�ls�ringie�wlete evTglG dmetes of Mese m,� .+... minin.,,n ,. �Theery te, eGw�s:wt�`� me wormy. u„ a,aa.n,e aec>cr bedw wmewan twsaaet. sewn Wl5DQv4wlreanese,am, e Finding- The City has multiple agreements with the State for roads, bridges, traffic signs & signals, and stormwater processing. 29. (4.3.9) Recommendation- Establish a documented analytical process for determining candidate opportunities to contract work versus "in-house” or other alternative service delivery methods. Include both quantity and quality measurements for work performance. Incarcerated Support • Inmate crew lead by deputy • 8-10 members • Used daily basis and key in response • Cost at $64K a year with truck and deputy ("$6/hours) • Use hand and weed eater tools • Manual work and debris pickup • Vegetation control Finding- City uses unique processes for effective performance of work. 30. (4.3.10) Recommendation - Maximize the use of low cost labor resources such as incarcerated labor crews. Document the benefits of utilization of this crew. Finding- An employee is dedicated to fleet maintenance who keeps records, administers small fleet contracts, fabricates, and performs routine maintenance. He also assists in snow and other operations. Preliminary fleet analysis suggests 0.7 FTE needed for equipment maintenance. 32. (4.3.12) Recommendation- Standardize and automate vehicle recordkeeping for both in-house and contract work. Consider updating position description of the MCI to match that of a fleet technician. 33. (4.3.13) Recommendation- Develop an internal service fund based on a more realistic assessment of truck plow lifecycle and determine cost per hour. Equipme4 44 active vehicles • 17 pickups • 10 dump/plows • 9 SUV • 4 trailers • 2 sedans • 1 construction equipment • l van Finding - Maintenance Construction Inspector (fleet mechanic) is responsible for 44 vehicles and equipment with a main responsibility of having the snow operations equipment prepared and operating. 34. (4.3.14) Recommendation- Though current staffing for fleet maintenance appears adequate, a backup scenario should be available to meet any future needs. 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 500 400 300 200 100 Total Hours - 9 Plows iow Plow Utilization Total Miles - 9 Plows 50,000 45,000 40,000 35,000 . 30,000 - 25,000 20,000 15,000 10,000 5,000 12-13 13-14 14-15 15-16 16-17 17-18 - Winter Winter Winter Winter Winter Winter 12-13 13-14 14-15 15-16 16-17 17-18 203 204 205 206 207 208 ■ 209 210 211 Winter Winter Winter Winter Winter Winter IN 203 ■ 204 205 206 207 208 � 209 210 211 Seasonal Hours per Plow Seasonal Miles per Plow d11d11 II111 1 111diu 11111111 1 12-13 13-14 14-15 15-16 16-17 17-18 Winter Winter Winter Winter Winter Winter 203 204 205 206 207 208 ■ 209 = 210 ■ 211 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 11111.11,1.11111111111111111.1111111 12-13 13-14 14-15 15-16 16-17 17-18 Winter Winter Winter Winter Winter Winter 203 204 205 206 207 208 � 209 210 211 Finding- Snow plow utilization varies annually from 100 to 400 hours and from 1,000 to 7,000 miles. LAC estimated a cost of $44 per hour including all fuel and maintenance or $80 if including ISF. 36. (4.3.16) Recommendation- Establish benchmarks for equipment downtime and low use. Utilize GPS/AVL technology in all plow trucks. Monitor in the automated system with standard reports. Work Scheduling and Control • Planning • Organizing • Scheduling and Controlling Workload Indicat Total number of stormwater structures 2017 14,795 2016 14,792 2015 14,761 2014 14,033 2013 14,107 2012 13,937 5,000 10,000 15,000 20,000 250 200 150 100 50 Total stormwater-related citizen action requests 45 46 45 98 58 204 2012 2013 2014 2015 2016 2017 Sto rmwa' Finding- Stormwater and street inventories show minimal growth yet have increases in citizen request and projects completed. 39. (4.4.1) Recommendation - Evaluate reasons for the increase in citizens request and establish a proactive program to meet these needs. 40. (4.4.2) Recommendation - Enhance the service request process to include spatial coordinates to allow for analysis as well as grouping and addressing needs. 6,000 5,000 4,000 3,000 2,000 1,000 Total stormwater structures inspected 5,223 2,100 2,158 1,550 975 980 1 2012 2013 2014 2015 2016 2017 100 80 60 40 20 Total number of stormwater Total stormwater structures projects completed cleaned 92 2,500 2,199 32 13 26 25 8 2012 2013 2014 2015 2016 2017 2,000 1,500 1,000 500 1,664 1,179 683 2012 2013 2014 2015 2016 2017 1,499 1,009 In-house Staff Pothole patching Vegetation control Snow operations Fleet maintenance Inspection for contracts Bridge inspection Graffiti Sidewalk grinding Debris pickup Guardrail Tree removal 44. (4.4.6) Recommendation - Establish a more proactive methodology of scheduling and assigning short-term maintenance work efforts. Relate schedules to the annual performance plan and routine activities. Five maintenance employees Mainly snow and Ice support in Winter Contract administration and small projects in other seasons Dedicated fleet staff Accomplishment Ports • Presentation prepared annually • Include Council goals & accomplishments by Department Some 2016 Accomplishments • 13.9 miles of pavement preservation for $3.3M • Placed 6,000 tons of asphalt • Cracksealed 58 lane miles • Maintained over 50 miles of gravel shoulder • 900 SY of sidewalk repair • 8,580 man hours from Geiger Work Crew • Mowed 105 acres of dry land grass • Removed 186,580 lbs of garbage/vegetation • Applied 110,000 gallons of liquid deicer and 715 tons of granular deicer • Conducted 119 ADT counts • Replaced approximately 2,200 traffic signs • Responded to 209 Traffic requests • Installed 51 new catchbasins • Replaced 7 drywells • Installed 2 new swales • 800 drywell inspections / 750 catchbasin inspections 2016 Accomplishments City of Spokane Valley Finding- Accomplishment is compiled from various sources and is stored in many places. Some values appear to be obtained from employee recollection. 47. (4.5.2) Recommendation - Standardize work reporting for all functions to include 100% of resource utilization and work accomplishment units. Track in the automated system to allow for consistent retrieval of reported values. Compile and report work accomplishment in a single database along with productivity measurement such as units per hour and unit cost. Work Scheduling and Assignments) Maintena ice Management Process A check mark identifies existing processes in Spokane Valley, and a I indicates partial performance. Work Activities i PLANNING Resource Data Activity Guidelines Feature Inventory & Condition Assessment Annual Work Program and Budget Finding- Many desired management functions are being partially performed. Those that exist lack linkage or integration. A good business practice, which Washington CRAB requires for counties, is a complete management system. ORGANIZING DIRECTING Resource Requirements Workload Distribution Work Calendar Work Requests CONTROLLING Performance and Cost Reports Field Performance Evaluation and Management Action Update Planning Values 48. (4.5.3) Recommendation - Develop standard management report outputs that compare planned and actual performance for cost and work. Provide training to interpret reports and use for supporting management decisions. 49. (4.5.4) Recommendation- Establish a continuous improvement process with a quarterly update provided to City leadership. Annually provide State of Transportation Operations with planned versus actual comparisons and benchmarks and provide to City Manager and elected leaders. Where Do We Go From Here? t Present to Council (Sept 18) Er Submit Final Report "Game Plan" (October) Et Identify implementation plan tasks (October) Sillblane uestions? Harry Lorick Billy Wright LA Consulting, Inc. LA Consulting 1209 Manhattan Ave., Suite 310 Manhattan Beach, CA 90266 Ph:(310)374-5777 Fax: (310)374-5557 hlorick@laconsulting.com www.laconsulting.com W. Eef a@LA_coNsuLTING Linked LA Consulting, Inc - September 11, 2018 Mr. John Hohman, PE Deputy City Manager Spokane Valley City Hall 10210 E. Sprague Avenue Spokane Valley, WA 99206 jhohman@spokanevalley.org Subject - Project 085-001- Submittal of Draft Final Report for the Evaluation of the Community & Public Works Department Dear Mr. Hohman, LA Consulting, Inc. (LAC) is pleased to submit the subject draft final report for the evaluation of maintenance and operational processes found within the Community and Public Works Department. The report was created using information collected during on-site and off-site efforts through various sources and means. These included meetings, interviews, the review of City documents, as well as LAC's observations. City feedback from the baseline and findings working papers were evaluated and incorporated using all relevant comments. The draft report includes an executive summary, baseline of existing operations and business processes, a list of sixty-eight (68) detailed findings, as well as fifty (50) recommendations. Thank you for taking this proactive approach to improving the maintenance and operational efforts of the Department, as well as the service you provide to the citizens of Spokane Valley. Once we get your and Council's final comments, we will then finalize the report. We appreciate the opportunity to assist you in improving the Department's various work efforts and processes. We also look forward to the next phases of the project in helping the Department move towards system selection and related continuous improvement. Enclosure: Sincerely, Harry C. Lorick, P.E., PWLF, PTOE Principal Phone: 310-374-5777 • Fax: 310-374-5557 • email: info@laconsulting.com 124 11th Street • Manhattan Beach, California 90266 Internet address: www.laconsulting.com Spokane jUalley Evaluation of the Community & Public Works Department Consulting, Inc. We Help Public Works Work! Corporate Headquarters 124 11th Street Manhattan Beach, CA 90266 Phone: (310) 374 — 5777 Fax: (310) 374 — 5557 Draft Report September 11, 2018 Florida Office 275 S. US HWY 17-92 Suite 111A Debary, Florida 32713 Phone: (386) 589-5999 Fax: (310) 374 — 5557 Table of Contents SECTION 1 EXECUTIVE SUMMARY 3 SECTION 2 BASELINE — EXISTING OPERATIONS 10 2.1 Evaluation Process 10 2.1.1 Ideal Maintenance Management System 11 2.1.2 Departmental Baseline 12 2.2 General Information 12 2.2.1 City General Facts 12 2.2.2 Department General Facts 14 2.2.3 Primary Work Staging Locations 15 2.2.4 Good Practices and Innovative Ideas 16 2.2.5 Previous Studies and Surveys 17 2.2.6 Mission and Vision Statements 17 2.2.7 Policies and Agreements 19 2.2.8 Systems 21 2.3 Planning 22 2.3.1 Business Plan 22 2.3.2 Stormwater Management Program Plan 24 2.3.3 Stormwater Operations & Maintenance (O&M) Plan 26 2.3.4 Asset Inventory and Condition Assessment 28 2.3.5 Maps and Routes for Planning 32 2.3.6 Work Activities 32 2.3.7 Budget 37 2.3.8 Capital Improvement Projects 41 2.3.9 Resources 42 2.4 Organizing 53 2.4.1 Organization Structure 53 2.5 Directing / Scheduling 56 2.5.1 Work Identification 56 2.5.2 Scheduling and Assignments 59 2.6 Controlling / Improving 60 2.6.1 Work Tracking and Reporting 60 2.6.2 System Outputs 67 LA Consulting, Inc. — September 2018 1 City of Spokane Valley Draft Report SECTION 3 FINDINGS / OPPORTUNITIES 69 3.1 General / Systems 69 3.2 Planning 76 3.3 Organizing 89 3.4 Directing / Scheduling 105 3.5 Controlling / Improving 108 SECTION 4 RECOMMENDATIONS 115 4.1 General / Systems 115 4.2 Planning 117 4.3 Organizing 123 4.4 Directing / Scheduling 129 4.5 Controlling / Improving 131 SECTION 5 ACRONYMS 134 SECTION 6 LIST OF FIGURES 135 SECTION 7 REFERENCES 138 LA Consulting, Inc. — September 2018 2 City of Spokane Valley Draft Report SECTION 1 EXECUTIVE SUMMARY LA Consulting, Inc. (LAC) has reviewed maintenance operations in the City of Spokane Valley Community and Public Works Department (Department), based upon the scope of our consulting services with the City. The Department has implemented many innovative practices related to maintenance and operations of the City's transportation and stormwater network. The Department is a dynamic organization led by educated and skilled staff. This combination of key staff and good business practices has produced the potential for a positive environment of work process improvement. During the evaluation process, LAC prepared a report on the effective and efficient management practices and found some additional opportunities with recommendations for improvement. This report outlines and provides a plan for how the Community and Public Works Department can improve their existing operations through implementing specific actions using key management principles. LAC's evaluation approach was to investigate and document the current operations and identify opportunities for improvement in various business process aspects (e.g. organizational structure, labor and equipment usage, technology needs, work management, effectiveness, and efficiency). This report is a compilation of information collected during on-site and off-site efforts, through meetings, and interviews. The information is supplemented by input from LAC staff experienced in operations, engineering, management systems, and business process improvement. An analysis of the Department's operational processes and maintenance practices was conducted to determine trends and current practices compared to ideal industry benchmarks and similar agencies' performance. The specific details are described in the body of this report in three separate sections— Baseline, Findings, and Recommendations. Information in this report is presented as historical and `point -in -time' data, as some information may have changed since original discovery. The information in the baseline and findings was provided to City employees and was confirmed and vetted by staff throughout the evaluation process. Consequently, any changes in policy, organization, and process that occurred after the initial discovery may not have been revisited as part of this effort due to the impact on schedule and cost. The report is structured in addition to this executive summary as follows. Baseline Section — The Baseline Section includes an overall understanding of the operational processes and maintenance practices occurring in the City. This section presents general information, including the Department's good practices and innovative ideas, general management directions, service areas, description of assets and their characteristics, previous studies, as well as current systems and their support. This section outlines the resources, organization, and activities and outlines the operational processes found in street maintenance and stormwater management. Findings Section — The Findings Section provides support information and analysis of opportunities to improve operational processes and maintenance practices. This section also includes research and analysis with identified findings that provided the basis for the evaluation and the development of key recommendations for improvement. The evaluation's sixty-eight (68) findings are supported by observations, interviews, collected data, comparisons, prior knowledge, and analysis. The findings are not presented in order of importance, but instead by LA Consulting, Inc. — September 2018 3 City of Spokane Valley Draft Report sequence. However, many of the findings are related and should be reviewed in total, rather than each independently. Recommendations Section — The Recommendations Section outlines and details LAC's recommendations. The forty-nine (49) key recommendations are not listed by priority, but in a suggested implementation sequence after the general recommendations. The recommendations are not always in a "one-to-one" relationship with each finding and are often "many -to -one" or one finding may support several recommendations. Also, the recommendations are related in many cases so that a complete benefit may not occur without implementation of the prior recommendation(s). All recommendations are listed at the end of this section and are detailed in Section 4 - Recommendations. The recommendations are divided into categories — General / Systems, Planning, Organizing, Directing / Scheduling, and Controlling / Improving. General / Systems Recommendations — The five (5) General / Systems Recommendations are overarching and should be applied to the overall organization. These recommendations address the decentralization of decision making and the history of significant freedom for individuals to develop their own direction and goals found in most groups. Examples of recommendations in this category are to establish employee teams for the review of various system improvements, obtain a computerized maintenance management system (CMMS), establish relevant goals and mission/vision. The purpose of this category of recommendations is to improve maintenance operations in the Department overall, making key recommendations that would not only provide positive change in systems and improvement to individual groups, but to the entire organization. Planning Recommendations — The fifteen (15) Planning Recommendations are concentrated on the improvement in efficiency and effectiveness of the planning processes. Some examples of recommendations in this category are to develop performance-based work plans and budget and to integrate these plans with a CMMS to include performance measures linked directly to financial, labor, and equipment resources. Planning for each function based on the level of service, inventory, and productivity, linking to a quality standard by activity, and defining activities with accomplishment units for all work performed, allowing for unit cost and productivity determination, are also recommended. Another example is to allow for the proper allocation of overhead and unit costing for work. The purpose of the recommendations presented in this category is to improve specific annual and future work planning processes. Organizing Recommendations — The eighteen (18) Organizing Recommendations are concentrated on the improvement of the organizational structure of the Department and its organizational groups. These recommendations focus on aligning the organization with mission and vision direction. Some examples of the recommendations in this category are to project staffing and equipment levels based on work needs and production rates using an established performance plan, and annually calculate equipment rates by class using appropriate costs and equipment usage recorded in the CMMS. The purpose of this category is to provide key recommendations to improve the existing organizational alignment with an appropriate resource mix found in the various groups. If implemented, these key recommendations will improve the organizational structure. LA Consulting, Inc. — September 2018 4 City of Spokane Valley Draft Report Directing / Scheduling Recommendations — The seven (7) Directing / Scheduling Recommendations are concentrated on the improvement of the directing, assigning, and scheduling of work. Some examples of recommendations found in this category are to fully develop and implement a two-week scheduling procedure, related to annual work plans and routine processes. The purpose of this category of recommendations is to provide methods of improving work assignments and scheduling as well as to provide accountability for the maintenance of the City's assets. Fully implemented recommendations in this category will assist the Department in having a more optimal mix of resource assignments to achieve expectations and directives. Controlling / Improving Recommendations — The four (4) Controlling / Improving Recommendations are concentrated on the improvement, performance, and management of work. Some examples of recommendations found in this category are to provide accountability for all employee time, standardize tracking by activity and program, document work quality, and establish a continuous improvement process which would provide further accountability for Leadership and the public. The purpose of this category of recommendations is to provide tools to improve the control of work and accountability of staff, document actions and establish productivity monitoring, and benchmark activities for continuous improvement. List of Recommendations — The following is a list of all project recommendations. Each recommendation is outlined specifically in Section 4. If not implemented and adopted, the potential for enhanced and improved working environments from these recommendations will represent critically missed opportunities of cost and improvement savings, as well as missed future improvement for the City. The full implementation of these recommendations would result in considerable positive impact in the effectiveness of the expenditure of public dollars, in both the efficiency and effectiveness of work performed, and would also create a positive attitude among staff from the involvement and the transparency in decision making, allowing employees to better understand actions taken. 4.1 General / System Recommendations 4.1.1 Annually select and utilize employee teams to implement continuous improvement processes, such as the development and enhancement of work activities with documented work methods and performance plans. 4.1.2 Develop an explicit mission statement that aligns with the Council mission statement and work being performed. Include vision with both efficiency as well as effectiveness goals. 4.1.3 Establish goals that link to performance benchmarks. Monitor benchmarks monthly using standard reports to help guide adherence. 4.1.4 Document storm events annually and establish a procedure to determine severity rating. Compare the severity rating against resource utilization to establish benchmark for snow and ice operations. Monitor annually and use as an input to determine resource needs and ranges. LA Consulting, Inc. — September 2018 5 City of Spokane Valley Draft Report 4.1.5 Establish a complete CMMS that combines asset inventory, performance planning, scheduling, work reporting, and cost. Establish capabilities for transportation planning and stormwater management and integrate GIS. Consider a hosted solution to reduce overhead costs. 4.2 Planning Recommendations 4.2.1 Establish and maintain a spatial database of critical infrastructure assets including all stormwater structures, conveyance, and right-of-way such as signs, signals, and pavement markings. 4.2.2 Document asset data management procedures for creation, update, and removal of assets from the inventory database. 4.2.3 Establish preventive pavement maintenance program on local streets to focus on meeting the environmental impacts and incorporate into the PMS. 4.2.4 Develop in-house capabilities to perform bridge inspection with supplemental contract support. 4.2.5 Confirm steady state street needs and establish a long-range lifecycle capital improvement program using an enhanced pavement management program. 4.2.6 Develop standard activities with facilitated employee teams for work tracking with a measurable work unit for reporting accomplishment. 4.2.7 Establish and document work methods with facilitated employee teams for crew size, work method, and anticipated accomplishment. Document and place in the CMMS. 4.2.8 Perform an evaluation of snow operations cost and level of service for various approaches of an integrated street, driveway and sidewalk program for snow operations. 4.2.9 Annually review best practices for snow plowing operations as well as establishing policy for an allowable timeframe for snow clearing. 4.2.10 Annually determine standard overhead rates that reflect the City's actual cost of performing work including all supervision and administrative support. Develop an avoidable overhead rate using standard practices and use as a default value in the CMMS. Use pre- established FEMA rates in the CMMS for disaster recovery. 4.2.11 Establish and document all levels of service for all work including those that meet or exceed regulatory compliance and are based on condition, available resources, costs and desires of the community. 4.2.12 Develop a nexus between fees collected and maintenance and operations effort and cost 4.2.13 Conservatively plan for lower potential revenue from nonrecurring sources and adjust actual values if grants and requests occur. 4.2.14 Document and publish impact of future lower revenue to inform elected leaders and the public. LA Consulting, Inc. — September 2018 6 City of Spokane Valley Draft Report 4.2.15 Establish the capability of developing a performance budget based on the level of service, asset inventory, productivity, and work methods with a quality standard for each activity. Use established performance budget as a tool to develop a budget based on actual needs. 4.3 Organizing Recommendations 4.3.1 Develop subordinate managers to be able to assist in higher-level planning and management of both capital and operations. 4.3.2 Adjust the job descriptions for Maintenance Construction Inspectors to include providing direction for contract and part-time employees. 4.3.3 Establish and coordinate project management for contract and internal maintenance. Clearly document roles and responsibilities and install current project management tools. 4.3.4 Staffing projections should be based on asset inventory, levels of service, work needs and production rates using an established performance plan. 4.3.5 Document rationale for the current work schedules with benefit and cost. 4.3.6 Continue to utilize the County and State for traffic and street maintenance. Annually review cost per unit against other benchmarks. 4.3.7 Standardize contractual reporting agreements to include labor hours and cost by activity and program. 4.3.8 City should continue to utilize other service facilities for vehicle washing. 4.3.9 Establish a documented analytical process for determining candidate opportunities to contract work versus "in-house" or other alternative service delivery methods. Include both quantity and quality measurements for work performance. 4.3.10 Maximize the use of low cost labor resources such as incarcerated labor crews. Document the benefits of utilization of this crew. 4.3.11 Evaluate need and cost benefit for plow vehicle lift capabilities. 4.3.12 Standardize and automate vehicle recordkeeping for both in-house and contract work. Consider updating position description of the MCI to match more of a fleet technician. 4.3.13 Develop an internal service fund based on a more realistic assessment of truck plow lifecycle and determine cost per hour. 4.3.14 Though current staffing for fleet maintenance appears adequate, a backup scenario should be available to meet any future needs. 4.3.15 Track all equipment utilization in the automated system including "out -of -yard" hours, miles, and locations worked. Use actual fleet cost in CMMS work reporting. Establish equipment rates for each class that includes all costs such as repair, maintenance, fuel, depreciation, and replacement. LA Consulting, Inc. — September 2018 7 City of Spokane Valley Draft Report 4.3.16 Establish benchmarks for equipment downtime and low use. Utilize GPS/AVL technology in all plow trucks. Monitor in the automated system with standard reports. 4.3.17 Enhance and integrate monitoring of employee certification and training. 4.3.18 Develop material inventory control procedures that allow for real-time monitoring of levels at various locations and on vehicles. 4.4 Directing / Scheduling Recommendations 4.4.1 Evaluate the rationale for increase in citizens request and establish a proactive program to meet these needs. 4.4.2 Enhance the service request process to include spatial coordinates to allow for analysis as well as grouping and addressing needs. 4.4.3 Define and document priority procedure for all service requests based on need, safety, and risk to the public. Attempt to identify all work to be done at least two weeks in advance unless an emergency. 4.4.4 Establish documented inspection criteria and store results in the CMMS. 4.4.5 Use existing bridge condition database to generate work orders in the CMMS. Establish a process to perform routine and systematic bridge maintenance as well as estimate future capital needs. 4.4.6 Establish a more proactive methodology of scheduling and assigning short-term work efforts in maintenance. Relate schedules to the annual performance plan and routine activities. 4.4.7 Develop drywell inspection and cleaning programs with a systematic approach to balance the workload year-after-year. 4.5 Controlling / Improving Recommendations 4.5.1 Configure the RTA database to fully support fleet operations. Optimize use of the system for vehicle inventory, service requests, vehicle performance and budget functions, as well as fleet maintenance tracking of all resource cost including labor, parts, and sublet. 4.5.2 Standardize work reporting for all functions to include 100% of resource utilization and work accomplishment units. Track in the automated system to allow for consistent retrieval of reported values. Compile and report work accomplishment in a single database along with productivity measurement such as units per hour and unit cost. 4.5.3 Develop standard management report outputs that compare planned performance against actual work reporting values for labor days, accomplishment, total cost, and unit cost. Provide training to interpret reports and use for supporting management decisions. 4.5.4 Establish a continuous improvement process with a quarterly update provided to City leadership. Enhance the annual business plan and accomplishment presentation to include unit LA Consulting, Inc. — September 2018 8 City of Spokane Valley Draft Report cost and productivity. Annually provide State of Transportation operations with plan versus actual comparisons with benchmarks and provide to City Manager and elected leaders. LA Consulting, Inc. — September 2018 9 City of Spokane Valley Draft Report SECTION 2 BASELINE — EXISTING OPERATIONS LA Consulting (LAC) was retained by the City of Spokane Valley (City) to perform a management evaluation of maintenance operations in the Community and Public Works Department (Department). This effort included a complete review of the basic management functions of planning, organizing, directing, and controlling maintenance work, as well as a review of the various systems and processes utilized by management. Department managers and other key staff were interviewed, totaling twenty-six (26) in-person interviews as well as a direct presentation to the City Council. Other employees and crews were observed in the field or in their respective work locations, for a total of five (5) days of on-site field observations. This section outlines the baseline information that will be used as a basis in identifying opportunities for improvement. It has been compiled from many sources including our information obtained during interviews, field observations, data from both paper and electronic databases, work history, inventories, budgets, LAC's expertise, and considerable input from City staff. LAC assumes the information that was provided is accurate and complete, but also performed some minor validity checks during the process. The information was supplemented with input from LAC staff who are experienced in maintenance operations, engineering, contract administration and management systems. Information is presented in general terms, rather than in technical language, for all areas and is presented through the best management practices of planning, organizing, directing, and controlling/improving. The purpose of this evaluation is to identify opportunities for improvement and develop an action plan for implementation with the best management practices. The action plan will include recommendations that, when implemented, can result in productivity improvements for the City and savings for the citizens of Spokane Valley. 2.1 Evaluation Process LAC was contracted to assist in meeting the desired goals of the City by doing the following; first, to evaluate and document current operations (Baseline), secondly to compare and outline opportunities for improvement (Findings), and, lastly, to make recommendations for improvement (Recommendations). This effort can be outlined as follows: Baseline • Establishment of a foundation, or an outline, for the work processes and services performed. • Review of various products and records. • Interviews with all appropriate maintenance and operational staff (Director, Managers, Supervisors, and Administrative/Support). • Observations of employees and crews performing work in the field. Findings • Expertise of the LAC staff in other similar projects. • Analysis of provided records. • Process conclusions and cost evaluations. LA Consulting, Inc. — September 2018 10 City of Spokane Valley Draft Report • Modeling of workload and maintenance budgets. Recommendations • Outline of an action plan for improvement and sustainability. • Predictions of the needs to meet future workload projections. 2.1.1 Ideal Maintenance Management System Typically, a well -structured management process involves completion of the planning, organizing, directing, and controlling/improving functions regarding maintenance and operations. A graphic of this process is depicted in Figure 2.1-1. This model is used as a foundational basis for many of LAC's observations and is outlined in the American Public Works Association Administrative Manual (American Public Works Association, 2008) along with other documented industry support processes (American Public Works Association, 2017; Michel, 2004; National Association of County Engineers, 1992). Figure 2.1-1 Ideal Maintenance Management System Work Activities PLANNING ORGANIZING DIRECTING CONTROLLING Resource Data Activity Guidelines Feature Inventory & Condition Assessment Annual Work Program and Budget Level of Effort Resource Requirements _y Workload Distribution Work Calendar I Work Requests Work Scheduling _ and Assignments Work Backlog Field Performance t Evaluation and Work H Performance Reporting and Cost t Reports Management Action Update Planning Values The Planning phase involves determining major activities, defining guidelines, obtaining resource information, performing a condition assessment, and computing the level of effort that, in turn, allows a work program and budget to be determined. Upon completion of the process, the planning effort determines the amount of work to be performed on an annual basis for the agency. The next phase, Organizing, further divides the work program into work to be performed monthly. This phase allows the work by activity and resource requirements (labor, equipment, and materials) to be determined each month. The Directing phase uses the work calendar, new requests, routine maintenance programs, and work backlog to generate a short-term schedule. This schedule is then used to direct staff to perform work by location. In the Controlling/Improving phase, the completed work is recorded and tracked within an automated system. A series of standard outputs is then generated, which gives managers the planned versus actual effort of maintenance. This information is used to evaluate the field effort and identify opportunities to improve field performance. Actual accomplishment information derived from the process is used to update planning values each year, thus facilitating the continuous improvement process. LA Consulting, Inc. — September 2018 11 City of Spokane Valley Draft Report 2.1.2 Departmental Baseline This section outlines the existing operations for the Department, including the areas of Stormwater Management, Traffic Management, Street Maintenance, Bridge Maintenance, Snow Operations, and Fleet Management. The management and work processes found within the Department are also identified. The following topics are discussed in this section: General Information • General Facts • Good Practices and Innovative Ideas • Prior Studies • Systems and Technology Planning • Assets and Features • Work Activities • Budgets / Resources Organizing • Structure and Staffing • Hours and Leave • Equipment • Materials and Contracts Directing • Work Identification • System Routine Processes • Scheduling Controlling / Improving • Work Tracking • Data Compilation and Reporting • System Evaluation and Performance • Continuous Improvement Processes 2.2 General Information 2.2.1 City General Facts The City of Spokane Valley was incorporated on March 31, 2003. In 2017, the United States Census estimated the City population at 97,847, making it the 10th largest city in Washington State and the largest suburb of Spokane. The Figure 2.2-1 shows the estimated population growing from 85,010 in 2005 to 97,847 in 2017. The City is 38 square miles in area and has 438 miles of roadway. LA Consulting, Inc. — September 2018 12 City of Spokane Valley Draft Report Figure 2.2-1 Estimated City Population 2017 97,847 2016 96,340 2015 94,919 2014 92,050 2013 91,490 2012 90,550 2011 90,110 2010 90,210 2009 89,440 2008 88,290 2007 88,280 2006 87,000 2005 85,010 Spokane Valley is located between the cities of Spokane to the west and Liberty Lake to the east. The City sits along the Spokane River and is adjacent to the city of Millwood to the north. Most of the City is located south of the river and is generally flat with some low, rolling hills in the south and east. Snowfall generally occurs in Spokane Valley between the months of October and April. As shown in Figure 2.2-2, between the winters of 2008-2009 and 2017-2018, there has been no snowfall, or trace amounts, in October of these years and under five (5) inches in April. Although there have been some anomalies throughout the years, the greatest amount of snowfall occurs between December and February. Monthly snowfall totals typically do not exceed twenty (20) inches, although over sixty (60) inches fell in December 2008. Figure 2.2-2 Monthly Snowfall Totals 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 • -1,11 11.111 I. iiiii ._�,I__I�i 0._1__i I - Oct Nov Dec Jan Feb March April IYi2008-2009 2009-2010 2010-2011 2011-2012 • 2012-2013 • 2013-2014 • 2014-2015 ■ 2015-2016 • 2016-2017 • 2017-2018 By calendar year, the most snow to fall after 2008 occurred in 2017 (63.5 inches) and 2012 (51.8 inches), shown in the graph in Figure 2.2-3. The least total snowfall occurred in 2013 with 26.3 inches. LA Consulting, Inc. — September 2018 13 City of Spokane Valley Draft Report Figure 2.2-3 Inches of Snowfall in Calendar Year 63.5 46.1 46.3 30.9 1111213111 51.8 34.7 35.0 39.0 2009 2010 2011 2012 2013 2014 2015 2016 2017 Figure 2.2-4 shows the total number of snow days and total snowfall in inches for each snow season since 1997-1998. The most snow fell in 2007-2008 (89 inches), followed by 2008-2009 (83 inches), 2000-2001 (82 inches), and 2016-2017 (76 inches). The average annual snowfall for this 20 -year period is 44 inches. Figure 2.2-4 Snow Days and Inches of Snowfall Each Season 100 80 60 40 20 0 16 1 1997-1998 64 40 40 49 1998-1999 1999-2000 2000-2001 2001-2002 54 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 93 98 2007-2008 62 37 44 3: 4 14 18 1 0 0� � N NB� N N N N N N N O ,4 N M N LID N N N N N N N N N Total Snowfall (Inches) # Snow Days 2.2.2 Department General Facts The Community and Public Works Department includes four operating groups of Street Maintenance, Engineering, Economic Development, and Building Services. Only the Street Maintenance, Stormwater Utility Maintenance, and Traffic Engineering groups are included in this evaluation. The Department is currently led by a Deputy City Manager who oversees fifty-three (53) full- time employees. Asset infrastructure maintenance responsibilities include nearly 15,000 drainage structures, 86 traffic signals, over 3,800 stormwater facilities, and 919 lane miles of roadway, along with bridges and irrigated landscape. Spokane Valley is a "contract city" and has a low number of employees per capita relative to other cities in the State of similar population. Work is performed using a combination of resources including in-house staff, private contractors, support from the County and the State, day labor crews, and inmates. LA Consulting, Inc. — September 2018 14 City of Spokane Valley Draft Report 2.2.3 Primary Work Staging Locations The Department has two primary work locations where most of the work is staged and materials and equipment are stored: City Hall and the Maintenance Yard. The City Maintenance Yard is where most of the Department's labor and equipment are staged. This yard is also where the Department's warehouse is located. The Streets Maintenance group reports from this location. The City recently opened a new city hall in September 2017 that is located at 10210 E. Sprague Avenue. City Hall contains the administrative offices while the Maintenance Yard at 17002 E. Euclid Avenue is used for equipment staging, fleet maintenance, and material inventory storage. Most staff report to City Hall except for the Street Maintenance group who report to the Maintenance Yard. Figure 2.2-5 shows the travel distance of approximately eight miles between city hall and the maintenance yard. Figure 2.2-5 Travel Distance Between City Hall and Maintenance Yard The Community and Public Works Maintenance Yard is located near the northeast corner of the City at 17002 E. Euclid Avenue in the City's industrial area. The yard includes a field office with some supplies, a vehicle maintenance shop with four bays, equipment staging, bulk material, sheltered materials and chemicals, and various apparatus and instruments. Figure 2.2-6 shows the general layout of the Maintenance Yard. LA Consulting, Inc. — September 2018 15 City of Spokane Valley Draft Report Figure 2.2-6 Spokane Valley Maintenance Yard Shop with 4 bays Field office with some supplies Equipment staging Bulk Material Sheltered Material/ Chemicals various apparatus and instruments 2.2.4 Good Practices and Innovative Ideas The Department is performing many innovative and good practices. Though only some of these are outlined below, many positive efforts have been completed or are underway. • Infrastructure is a major focus of the Council and is identified as one of their major goals with related funding. • Senior leadership, including the City Manager, Deputy City Manager, and City Engineer, all have backgrounds in infrastructure and understand needs and requirements. • There is a variety of service providers used to meet city needs, including in-house staff, contract, State, County, and inmate resources for work. • Contractors are well integrated with City staff in doing work (crack filling and stormdrain cleaning). • Effort made to optimize work with weather and sunlight by use of seasonal work shifts. • Successful at obtaining grants for many large and needed facilities for pavement preservation, safety and capacity improvement projects and grade separation projects. • Substantial use of GIS software and summer interns to help manage the City's stormwater structures and outfalls. Drywells, which infiltrate stormwater into the ground, are widely used to dispose of stormwater. • The City has very few outfalls that drain only into seasonal creeks. • Dual utilization of staff in operations in both doing work and managing contracts in support for work such as street sweeping and asphalt repair. • Unique snow operations process where a grouping of equipment is used to clear streets. These are only some of many examples of areas utilized by the Department which demonstrate their innovation and desire to improve their operations and their ability to provide service at an efficient cost. LA Consulting, Inc. — September 2018 16 City of Spokane Valley Draft Report 2.2.5 Previous Studies and Surveys The City has conducted several previous studies and surveys, often through outside consultants. These include an annual Washington State Audit, Pavement Inventory and Condition Report, Pavement Management Analysis Report, and a Pavement Management Plan. • Accountability Audit Report o Completed in December 2017 by the Office of the Washington State Auditor. The City received a positive response in all examined areas including compliance with grant requirements, contracts/agreements, interfund transactions, payroll/personnel, payments/expenditures, and procurement. • Pavement Inventory and Condition Report o The pavement assessment was conducted in October 2017 and the report completed in March 2018 by IMS Infrastructure Management Services. Pavement condition is rated on an index scale from zero to 100, with 100 indicating new pavement. IMS sampled approximately 50% of arterial/collectors and 33% of local roads to calculate a pavement condition index (PCI) value of 71, with 29% of roads rated in "excellent" condition. The report identified 6% of roads with a PCI of 40 or below. Annual funding requirements to improve roads was estimated at $7M, and $6. 3M to maintain a steady-state. • Pavement Management Analysis Report o The report was completed in January 2014 by IMS Infrastructure Management Services. A PCI of 68 was calculated with approximately 20% of roads in excellent condition and 9% with a PCI of 45 or below. The total value of the network was estimated at $375,885,000 with an ultimate lifespan of 50 years, or an annual cost of approximately $7.5M. The cost to maintain the current condition was estimated at $8.5M. • Pavement Management Plan o The Pavement Management Plan was completed in September 2011 by JUB Engineers, Inc. and adopted by the City Council in March 2012. An overall condition index (OCI) for pavement was calculated at 71 for residential streets and 64 for arterial/collector roads. Recommendations include funding $6M annually to maintain arterial/collector roads in very good pavement condition and $3M annually for residential streets. 2.2.6 Mission and Vision Statements The City, City Council, and the Public Works Department each have their own mission and vision statements. Both the mission and vision statements focus on the effective delivery of service to the community. These statements are related yet are unique to the specific entity. Additionally, the City has a set of "core beliefs," which are also outlined below. The City of Spokane Valley vision statement is to be "A community where individuals and families can grow and play and businesses will flourish and prosper." (2018 Business Plan) LA Consulting, Inc. — September 2018 17 City of Spokane Valley Draft Report The City Council, which is the legislative body of the City, has a mission statement that is "To be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair, and committed to providing a high quality of life." (2018 Business Plan) The Public Works Department's mission statement is "To provide overall planning, construction, operations and maintenance of the city's public works infrastructure and facilities." (2017 Business Plan) The City's core beliefs focus on vision of future, governance, leadership, collaboration with public, customer service, and economic diversity. The core beliefs are as follows. • 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 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 Councilmembers, and the staff. d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council, the staff, or the public. e) Accepting the principle of majority rule and working to advance the success of "corporate" decisions. LA Consulting, Inc. — September 2018 18 City of Spokane Valley Draft Report • 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." 2.2.7 Policies and Agreements There are several policies and ordinances by which the Department is bound or that regulate the actions of the Department. Relevant policies include Spokane County — Countywide Planning Policies (Adopted December 1994) and the Inland Northwest Regional Pavement Cut Policy (Effective January 2015) and Sidewalk Snow and Ice ordinance (Ordinance No. 17-010). The City also maintains several agreements for maintenance through the Department, including roadway maintenance, traffic signals, bridge inspections, and decant facilities. The NPDES permit - Eastern Washington Phase II Municipal Stormwater Permit — August 1, 2014 outlines specific maintenance requirements for stormwater management facilities. 2.2.7.1 WSDOT Maintenance Manual M 51-01.06 WSDOT has prepared a maintenance manual that includes a section that outlines agreed upon guidelines for the maintenance of city streets as part of state highways per Washington Revised Code RCW 47.24.020. The City and State of Washington share maintenance responsibilities for City streets that are part of the State Highway System. Maintenance responsibilities were established by WSDOT and the Association of Washington Cities in 1997 and revised in 2013. The document covers maintenance topics such as guardrail, ditches/culverts, pavement markings, snow and ice removal, and interchanges. 2.2.7.2 2003 Master Agreement for Roadway Maintenance (GM-01399); SR- 27 (PINES) and SR-290 (TRENT) Through an ongoing agreement, the 2003 Master Agreement for Roadway Maintenance (GM- 01399), the City reviews paving plans, while the State performs sweeping/dust control, maintains catch basins/drains, litter pick up, weed control, plowing/sanding/deicing, winter sand/sidewalk cleaning, maintain signs and markings, and emergency maintenance. The City reimburses the State for work performed and has an estimated total annual cost of $207,000. LA Consulting, Inc. — September 2018 19 City of Spokane Valley Draft Report 2.2.7.3 2009 State Maintenance of City Owned Traffic Signals, Illumination & ITS Under the agreement, 2009 State Maintenance of City Owner Traffic Signals, Illumination & ITS, the State performs signal phasing/timing, removal/replacement, routine preventive maintenance, interconnect maintenance, utility locates, recordkeeping, and emergency maintenance for the City. The City reimburses the State for work performed. Currently, 126 luminaires are costed at a total of $31,374 which includes preventive maintenance (PM) cost of $12,474; emergency maintenance for $12,600; and utility locates for $6,300. Eleven (11) signals and 83 luminaires together are costed at $59,402. The City pays the State $1,761.88 for each signal PM event. 2.2.7.4 WSDOT Bridge Inspection The Washington State Department of Transportation (WSDOT) has an agreement with the City to inspect five (5) bridges within the City's boundaries. The City reimburses the State for work performed at a maximum of $25,000 per year. 2.2.7.5 WSDOT Regional Decant Facility The City also has a 30 -year agreement with the WSDOT for use of the Spokane Valley Regional Decant Facility. WSDOT is responsible for the operation, maintenance, and major refurbishment of the facility, while the City reimburses WSDOT for operations, maintenance, and major refurbishment expenses. 2.2.7.6 Clean Water Act and Safe Drinking Water Act The City of Spokane Valley is required to comply with State and Federal stormwater regulations related to the Clean Water Act (CWA) and Safe Drinking Water Act (SDWA) to improve and protect water quality Under the CWA, point source discharges to the nation's waters require National Pollution Discharge Elimination System (NPDES) permits. Since the induction of the NPDES permit the term "point source" has been broadened to include municipal separate storm sewer systems (MS4s). The expansion of the permit, regulated by Ecology on behalf of the EPA, issued to the City the "Eastern Washington Phase II Municipal Stormwater Permit". The permit requires the City to address the quality of its stormwater discharges through the 16 outfalls it owns to surface waters of the State. The term of the current permit became effective August 1, 2014 and is scheduled to expire July 31, 2019. This permit requires all permittees to develop and implement a Stormwater Management Program. There are six basic components that the Stormwater Management Program needs to address: public education and outreach, public involvement and participation, illicit discharge detection and elimination, construction site stormwater runoff control, post -construction stormwater management at new development and redevelopment, pollution prevention, and good housekeeping for municipal operations. The SDWA, regulated by Ecology on behalf of the EPA, protects public health by regulating the nation's drinking water supply. The EPA designated the Spokane Valley-Rathdrum Prairie as one of the nation's first Sole Source Aquifers. The SDWA established the Underground Injection Control (UIC) Program to safeguard underground sources of drinking water. Most of the City's streets discharge runoff through drywells, which are underground drain fields considered by Ecology to be UIC' s, therefore most LA Consulting, Inc. — September 2018 20 City of Spokane Valley Draft Report all of the City falls under the regulations administered by Ecology's UIC program. Owners of underground drainfields are required to implement a Stormwater Management Program. The application of the Municipal Stormwater NPDES Permit stormwater management program to the entire City allows the City to meet Ecology's UIC requirements to provide a Stormwater Management Program. 2.2.8 Systems The Department maintains several independent manual and automated databases for managing and accounting for maintenance and operations. The databases are maintained in a variety of different systems and applications. A summary list of the major databases and their purpose are provided in the following section. 2.2.8.1 EDEN EDEN is a financial accounting system that is used Citywide among all departments. The software tracks budget, encumbrances, and the remaining balance for each account. Some labor hours are tracked to projects. It is also utilized for timekeeping and payroll. The City uses various leave codes in EDEN, including vacation, sick, admin, comp day off, and holiday. 2.2.8.2 eGOV; QAlert eGov is a software that was used city-wide for request and complaint tracking. This system is being phased out in 2018 to be replaced by QAlert. Requests are assigned to specific departments with an action code and notes. The Department's Administrative Assistant inputs most records for Street, Storm, and Snow/Ice. The eGov system was also known within the city as C.A.R.E.S., or Citizen Action Request Entry System and the QAlert system is called SV Express. 2.2.8.3 RTA RTA is a Fleet Management Software utilized by the Finance Department that is used on a limited basis to track vehicle and equipment inventory along with labor and parts with some cost for vehicle maintenance. Recently, Finance has started using internally -developed Excel files to replace the system. 2.2.8.4 ESRI GIS Geographic information system (GIS) software from Environmental Systems Research Institute (ESRI) integrates software and data for mapping, capturing, managing, analyzing, and displaying all forms of geographically referenced information for stormwater and other assets. GIS allows the Department to view, understand, and interpret data in many ways to help visualize relationships, patterns, and trends using maps, reports, and charts. The public can also view information from the City's ArcGIS online maps, including street sweeping and snow plowing. 2.2.8.5 MS Access Transportation Improvement Program (TIP) Transportation improvement project information is stored in a Microsoft Access database that is being developed in-house by Engineering staff in Economic Development. The database includes project types such as arterial improvements, bridge projects, congestion improvements, pedestrian/bicycle program, safety program, street preservation projects, street reconstruction projects, and traffic operations and maintenance. Both funded and unfunded projects are listed in the database with projected dollars for each fiscal year. Projects planned for 2018 indicate a total amount of $12.5M, that includes the City LA Consulting, Inc. — September 2018 21 City of Spokane Valley Draft Report portion of $4.8M. Additional funding sources include Federal, State, and other grants. Figure 2.2-7 shows a summary of the estimated project costs in the TIP. Projects without any identified local match are estimated at $86M. Figure 2.2-7 Transportation Improvement Program Project Cost Estimate Summary Estimated Estimated Project Year City Amount Total Amount Difference 2018 $ 4,789,000 $ 12, 513,000 $ 7,724,000 2019 $ 5,070,000 $ 21,117,000 $16,047,000 2020 $ 5,404,000 $ 31, 625,000 $26,221,000 2021 $ 4,352,000 $ 18,100,000 $13,748,000 2022 $ 3,196,000 $ 12,869,000 $ 9,673,000 2023 $ 2,236,000 $ 3,640,000 $ 1,404,000 6 -Year Totals $25,047,000 $ 99,864,000 $74,817,000 2.2.8.6 City Website The City of Spokane Valley website provides a description of services. The public can access exhaustive documentation from most departments, including maps, Annual Accomplishment, Annual Work Plan, Budget, Business Plan, Org Chart, CAFR, Sweeping Plans, Policies, Ordinances, etc. The public also has the ability to create requests for service. 2.2.8.7 Other Ancillary Documents, Spreadsheets, and Databases Other unlinked files in various formats are utilized by various personnel for managing information. This includes spreadsheets used for timekeeping compliance, contract monitoring, snowfall, and fleet management, as well as Word documents for various procedures, and other independent databases. 2.3 Planning 2.3.1 Business Plan The City prepares a business plan annually to guide its budget process. The Plan links the budget to specific goals within each department including City Council, City Manager, Office of the City Attorney, Human Resources, Finance & Information Technology, Community & Public Works, and Parks & Recreation. A general description of each group is provided along with goals, workload indicators, and performance measures for most. In Community & Public Works, workload indicators are identified for both Engineering and Street Maintenance. Performance measures exist for Street Maintenance only. 2.3.1.1 Workload Indicators Workload indicators are compiled to demonstrate the amount of work performed, services received and/or resources consumed. Engineering workload indicators reported from 2012 to 2017 are shown in Figure 2.3-1. Details and trends are included in the corresponding sections of this document for asset inventory (2.3.4) and work reporting (2.6.1). LA Consulting, Inc. — September 2018 22 City of Spokane Valley Draft Report Figure 2.3-1 Engineering Workload Indicators, 2012-2017 Workload Indicators Traffic signals maintained Traffic counts performed Tafficsigns maintained Total number of stormwater structures Total stormwater-related citizen action requests Total number of stormwater projects completed Total stormwater structures inspected Total stormwater structures cleaned Total engineer grading permits issued Total CIP projects awarded Total centerline miles resurfaced 2012 2013 2014 2015 2016 2017 86 86 85 85 86 86 202 140 137 146 165 146 21,000 21,000 21,000 21,000 21,000 21,000 13,937 14,107 14,033 14,761 14,792 14,795 45 46 45 58 98 204 13 32 26 25 8 92 975 5,223 980 2,100 1,550 2,158 1,664 683 1,179 2,199 1,009 1,499 39 41 50 60 67 68 9 11 13 9 9 8 11.4 7.03 10.87 6.9 6.15 8.57 Street Maintenance workload indicators are shown in Figure 2.3-2. Details and trends are included in the corresponding sections of this document for asset inventory (2.3.4) and work reporting (2.6.1). Figure 2.3-2 Street Maintenance Workload Indicators, 2012-2017 Workload Indicators Centerline lane miles of streets maintained Total street (Snow) related citizen action requests Total street (non -Snow) related citizen action requests Annual snowfall accumulation (inches) Number of vehicles maintained Total right-of-way permits issued Total right-of-way inspection performed 2012 461 293 356 51.8 641 6,049 2013 2014 461 461 64 123 361 361 26.3 35.0 28 652 712 5,513 7,322 2015 461 153 504 39.0 28 724 9,459 2016 2017 461 461 146 660 598 1,154 30.9 63.5 28 32 768 996 10,901 13,980 2.3.1.2 Street Maintenance Performance Measures The City has established performance measures in Street Maintenance that are reported in the Business Plan each year. Figure 2.3-3 shows the Street Maintenance performance measure values that were reported from 2012 to 2017. These include street maintenance cost per capita, lane miles maintained per 1,000 population, and cubic yards of debris removed by street sweeping. Figure 2.3-3 Street Maintenance Performance Measures, 2012-2017 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 Street maintenance cost per capita has increased 18.5%, or approximately 3.7% annually, from $41.19 in 2012 to $48.79 in 2017. The amount of lane miles maintained per 1,000 population has decreased 3.5%, or an average of 0.7% annually, from 5.12% to 4.94%. Total cubic yards of debris removed by street sweeping has increased 46.5%, or 9.3% annually, from 894 cubic yards in 2012, to 1,310 cubic yards in 2017. LA Consulting, Inc. - September 2018 23 City of Spokane Valley Draft Report Figure 2.3-4 shows the Street Maintenance performance measure trends during the period from 2012 to 2017. Figure 2.3-4 Street Maintenance Performance Measure Trends, 2012-2017 Street maintenance cost per capita 2017 $48.79 2016 F" $48.01 2015 mi $48.11 2014 Lu $53.11 2013 Mir $51.29 2012 ii- $41.19 $- $20.00 $40.00 $60.00 Lane miles maintained per 1,000 population 2017 Llm 2016 � 2015 2014 2013 2012 ymu 4.94 4.94 4.94 5.12 5.12 5.12 0 2 4 6 Street sweeping (in cubic yards removed) 2017 2016 2015 EL. 2014 2013 2012 MEMO 874 804 894 1,310 1,450 1,370 500 1,000 1,500 2.3.2 Stormwater Management Program Plan A comprehensive Stormwater Management Program (SWMP) Plan is required by the State of Washington Department of Ecology, as mandated by rules from the U.S. Environmental Protection Agency (EPA). The most recent SWMP Plan was prepared by the City in March 2018 and is updated annually. The Stormwater Management Program Plan includes a program overview, goals, needs, and accomplishments. The Plan also accounts for approximately 15,000 structures, 3,600 facilities, and over 31 miles of pipes/culverts. Statistics are provided on illicit discharges, tons of sand and salt used, cubic yards of sweeper debris, and landscape cost per acre. Figure 2.3-5 to Figure 2.3-8 show reported values for various years in the SWMP Plan. In 2017 there were 17 spills and illicit discharges reported. The contracted cost per acre for irrigated LA Consulting, Inc. — September 2018 24 City of Spokane Valley Draft Report landscape was $8,657, the total sand and salt use was approximately 1,500 tons, and the total volume removed by street sweeping was nearly 1,400 cubic yards of debris. Figure 2.3-5 Number of Spills and Illicit Discharges Reported by Year 35 30 25 20 15 10 5 0 0 O N O 0 0 O 1-1 O 0 O 0 N O N O N O 0 O N Figure 2.3-6 Irrigated Landscape Annual Contracted Cost Per Acre $11,000 $10,000 .71$9,000 $8,000 a $7,000 a $6,000 $S,OIX3 $4,000 2011 2012 2013 2014 2015 2016 2017 — Contracted Cast/acre CPI -LI Figure 2.3-7 Total Sand + Salt Use (Tons) 1600 1400 1200 1000 800 600 400 200 0 0b � 51, 1, 7° 0 ° o°�ff' etiti a'ti.V ti titiotio LA Consulting, Inc. — September 2018 25 City of Spokane Valley Draft Report Figure 2.3-8 Total Annual Street Debris Cleared through Sweeping (CY) 2500 E 2000 1504 es 1000 500 0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2.3.3 Stormwater Operations & Maintenance (O&M) Plan The Stormwater Operations and Maintenance Plan outlines work for new, retrofitted, and existing infrastructure. Work is organized into four activities, which are Inventory, Inspection, Preventative Maintenance, and Corrective Maintenance/Repair and Replace. Asset inventory data is stored in GIS for all drywells, inlets, catch basins, manholes, vaults, and pump stations throughout the City. Media filter cartridges were added to the system in 2015. Inspection is planned for four groups of facilities with defined frequencies ranging from one to ten years for various asset types. Figure 2.3-9 shows some of the specific stormwater inspection frequencies listed and monitored in the O&M Plan. LA Consulting, Inc. — September 2018 26 City of Spokane Valley Draft Report Figure 2.3-9 Stormwater Inspection Frequencies STORMWATER QUALITY CONTROL BMP FACILITY TYPE Bio-Infiltration/Retention Swales City owned & maintained Cartridge Media Filters Bio-Infiltration/Retention Swales Non -City owned & maintained INSPECTION FREQUENCY / REQUIREMENT Once a year/2 years Once every 2 years/2 years Random/None per plat language TOTAL# (APPROX) 300 3 3500 INSPECTION TRIGGER NPDES- S5B6aiia NPDES- S5B6aiia Public Complaint (Failure) STORMWATER QUALITY CONTROL BMP STRUCTURE TYPE Catchbasins- Hillsides/High loading/Bridges Catchbasins Type 1- N/S Arterial Roadway Catchbasins Type 1- E/W Arterial Roadway Catchbasins Type 1- Residential Roadway Catchbasins Type 2 INSPECTION FREQUENCY / REQUIREMENT Once a year/4 year circuit Once every 2 years/4 year circuit Once every 2 years/4 year circuit Once every 4 years/4 year circuit Once every 4 years/4 year circuit TOTAL# (APPROX) 40 700 800 700 200 INSPECTION TRIGGER NPDES- S5B6aiib NPDES- S5B6aiib NPDES- S5B6aiib NPDES- S5B6aiib NPDES- S5B6ai i b STORMWATER FLOW CONTROL FACILITY and STRUCTURE TYPE Detention Ponds and Structures Drywells - City owned swale/Retention pretreatment Manholes Concrete Inlets Drywell - Non -City owned and maintained INSPECTION FREQUENCY / REQUIREMENT Once every 2 years/2 years Once every 2 years/2 years Once every 4 years/4 year circuit Once every 4 years/4 year circuit Random/None per plat language TOTAL# (APPROX) 2 300 170 1400 1200 INSPECTION TRIGGER NPDES- S5B6aiia NPDES- S5B6aiia NPDES- S5B6aiia NPDES- S5B6aiia Public Complaint (Failure) NON-REGULATED STORMWATER FLOW CONTROL FACILITIES AND STRUCTURES Outfalls Vaults Porous Gravel Shoulder Porous Pavements StormwaterLiftStations Culverts Pipes Pipe Sumps (UIC) Curb Inlets Sidewalk Inlets Drywells (no pre-treatment) Drywells (CB Type 1 pretreatment) Drywells (CB Type 2 pretreatment) INSPECTION FREQUENCY/ REQUIREMENT Once a year Once a year Once every 2 years Once every 2 years Once every2years Once every 2 years Undefined Once every 5 years Once every 5 years Once every 5years Once every 5 years Once every 10 years Once every 10 years TOTAL # (APPROX) 30 50 125 8 4 180 Undefined 150 2600 540 4000 1500 100 INSPECTION TRIGGER COSV Decree COSV Decree COSV Decree COSV Decree COSV Decree COSV Decree Undefined COSV Decree COSV Decree COSV Decree COSV Decree COSV Decree COSV Decree Preventive maintenance programs mentioned in the Plan include contract sweeping, stormdrain cleaning, landscaping, snow operations, facility drainage at buildings and parks, and projects. Corrective maintenance/repair and replacement is all performed by contract and includes the street sweeping action plan along with specifications for drain cleaning, landscaping, and weed control. LA Consulting, Inc. — September 2018 27 City of Spokane Valley Draft Report 2.3.4 Asset Inventory and Condition Assessment The Department maintains an abundant asset infrastructure including assets related to stormwater, streets, and traffic engineering. Related assets for each group are listed in the following section. 2.3.4.1 Stormwater Asset Summary Stormwater asset quantities are stored in GIS and reported in the SWMP Plan. There are considerable stormwater assets throughout the City, including 2,615 catch basins, 4,580 inlets, 183 culverts, 7,240 drywells, and 30 outfalls. Asset inventory values are constantly changing due to new construction, data collection updates, etc. Most of the stormwater inventory is updated by summer interns between June and September. The SWMP Plan lists an inventory of 14,971 various stormwater structures, although the total value reported is different as 14,956, as shown in Figure 2.3-10. There was a total of 3,889 treatment/infiltration facilities, including 105 retention ponds, 3,650 bio -infiltration swales/cells, and 41,450 square feet of porous surfaces and pavers. Figure 2.3-10 Stormwater Structure and Facilities Inventory Listed in SWMP Plan Drainage Structure Inventory Treatment/Infiltration Facilities Structure Number Catchbasins (with sump) 2,615 Inlets (no sump) 1,407 Culverts 183 Inlets (Curb, Sidewalk, Bridge) 3,173 Manholes 168 Vaults 5 Stormwater Lift Stations 4 Drywells (UIC's) 7,240 Pipe Sumps (UIC's) 146 Outfalls 30 Total Structures: 14,956 Facility Type Number Retention Ponds 105 Detention Ponds 2 Bio -Infiltration Swales/Cells 3,650 (approx.) Porous Gravel Shoulders 123 (20,577 SF) Porous Pavements 7 (9,115 SF) Porous Concrete Sidewalk 1 (11,058 SF) Grass Pavers 1 (700 SF) Total Facilities: 3,889 The annual Business Plan reported the number of stormwater structures to be 13,937 in 2012, with a gradual increase to 14,795 in 2017, as shown in Figure 2.3-11. LA Consulting, Inc. — September 2018 28 City of Spokane Valley Draft Report Paved Miles Figure 2.3-11 Total Number of Stormwater Structures 2017 14,795 2016 14,792 2015 14,761 2014 II -11111 14,033 2013 a 14,107 2012 d1WIFIRE 13,937 5,000 10,000 15,000 20,000 2.3.4.2 Street Asset Summary The Street Maintenance group is responsible for maintaining 461 center line miles of roads within Spokane Valley. There are 919 total lane miles, of which there are 136 lane miles of major arterials, 159 lane miles of minor arterials, and 624 lane miles of local access roads. Figure 2.3-12 shows the square yards of pavement and total pave miles by their functional classification. Figure 2.3-12 Road Measurements by Functional Classification Functional Classification Square Yards of Pavement Principal Arterial Mi nor Arteria l Col lectors Local Access 993,200 10% 28 1,465,800 15% 63 669,700 7% 34 6,473,400 67% 324 The annual Business Plan reports the amount of total centerline lane miles has remained unchanged from 2012 to 2017 at a value of 461 miles, as shown in Figure 2.3-13. Figure 2.3-13 Total Centerline Lane Miles Reported in Annual Business Plan 500 400 300 200 100 461 461 461 461 461 461 1 2012 2013 2014 2015 2016 2017 2.3.4.3 State Roads Approximately thirteen (13.08) miles of State roads traverse the City, as shown in Figure 2.3-14. These include 8.52 miles on Trent Ave / SR -290 and 4.56 miles on Pines Rd / SR -27. Maintenance responsibilities for various asset types along these roads have been established by Washington State Department of Transportation (WSDOT) and the Association of Washington Cities. Guidelines are outlined for cities over 25,000 and cover items such as guardrail, ditches/culverts, pavement markings, snow & ice removal, curb & gutter, and interchanges. The LA Consulting, Inc. — September 2018 29 City of Spokane Valley Draft Report City compensates the State for maintaining the road rights-of-way infrastructure and assets, while the State maintains the pavement areas at their cost. Figure 2.3-14 Map of State Roads within the City of Spokane Valley iiiiii Sialto issi WI vl i weri M_ � �drah If�!j1 _ Erni ._ vr-s_�, .J�r..� .... i cz MA .iij NE! .�„! ��-'!l�il�posmagammamobriammar ems Vi 191=5;1141.`Z Legend - Trent Ave/SR 290 8.52 miles - Pines Rd/SR 27 4 56 miles 2.3.4.4 Bridges The City maintains sixteen (16) bridges along with three (3) railroad crossing structures, which are inspected biannually by contract with support of one of the City's Engineer Tech II. The Engineer Tech II keeps records of bridge inspection and maintenance history and has access but has only used sporadically the WSDOT record database, BridgeWorks. This position is responsible for coordinating work and recording, inspecting, and guiding and administering maintenance and rehabilitation. The Engineer Tech II is currently being trained as an inspector as well as gaining experience via supporting and being part of the consultant inspection program. Figure 2.3-15 shows the Spokane Valley Bridge Index Map with the locations of all bridges along with the year built and pictures for each bridge. Construction dates range from 1960 to 2016, with an average age of 37 years. LA Consulting, Inc. - September 2018 30 City of Spokane Valley Draft Report W s Figure 2.3-15 Spokane Valley Bridge Index Map Spokane Valley Bridge Index 2.3.4.5 Traffic Operations Inventory The annual Business Plan reports the number of traffic sign and traffic signals maintained from 2012 to 2017. Figure 2.3-16 shows a total number of 21,000 traffic signs maintained each year and value reported has remained unchanged from 2012 to 2017. Figure 2.3-16 Number of Traffic Signs Maintained 2017 HIM III 21,000 2016 11111=u III 21,000 2015 11111=u III21,000 2014 HuguLuiliaugui uta 21,000 2013 Il�yyuuuuuuuuuu°°ftftI 21,000 2012 21,000 - 5,000 10,000 15,000 20,000 25,000 Figure 2.3-17 shows the total number of 86 traffic signals maintained from 2012 to 2017, with a reduction to 85 during 2014 to 2015. Figure 2.3-17 Number of Traffic Signals Maintained 100 80 60 40 20 86 86 85 85 86 86 2012 2013 2014 2015 2016 2017 LA Consulting, Inc. — September 2018 31 City of Spokane Valley Draft Report 2.3.4.6 Irrigated Area Inventory There is approximately 12.7 acres of turf area and 1.8 acres of other landscaped area for a total of nearly 14.5 acres, or 629,778 square feet, at 19 locations that is irrigated. Figure 2.3-18 shows the inventory of irrigated areas located throughout the City. Figure 2.3-18 Roadway Landscaping Services Irrigated Areas Index Map City of Spokane Valley Roadway Landscaping Services IRRIGATED AREAS Index Map ce Spokane tt Mission Ave ®E ° 5 LL Qw tt 5 LLi l' 1410 1420 2 1430 =v.9A., ► J N • rnunh Ave 1310 c..:• �ppmyervd 01300h0 Ave 0 z e 1611 Ave r : .. z..{ 1330 ziiKnee Ave City of Spokane Valley Mlrabeau Pkwy Mongomery Br 1540 _ Date: 2/1/2018 Mseon Ave Bfoadway AYe Vatleyway Ave 24th Ave Eg. Ave 32nd Ave. Wellesley Ave EJdld Ave Euclla Ave Aynalta Ave 1570 1590 � 02570 O u 14BOQ sson A. 1 = 1� Sprague Ave n� 11 j0 J ir, 365 7370 LI �1270 2401 Ave 1480 Irrigated Landscaped Areas City owned & maintained 2.3.5 Maps and Routes for Planning Many maps and routes for planning of Department activities have been created and are available to the Public on the City website (www.spokanevalley.org/maps). Some of the maps available include routes to observe, porous asphalt sweep map, truck routes, school street sweeping, Spring & Fall sweeping service areas, arterial maintenance sweeping, snow plow areas and priorities, sidewalk snow removal, deicer truck routes, and weed spray areas. 2.3.6 Work Activities 2.3.6.1 Engineering Activities The Engineering group is responsible for the development and management of the Capital Improvement Program, Development Engineering, Traffic Management and Operations, and Utilities. Activities related to the Capital Improvement Program include grant writing, project management, regional coordination, and interdepartmental collaboration for Pavement Management Program and Transportation Improvement Program (TIP). Development Engineering activities include plan review, code amendments, construction oversight, grading and right-of-way permits, and right-of-way inspections. Traffic Management and Operations activities include sign maintenance, signal installation, maintenance, and operation, traffic counts, plans and specifications, project identification, studies, regional coordination, and implementation, monitoring, and maintenance of the Intelligent Transportation System (ITS). LA Consulting, Inc. — September 2018 32 City of Spokane Valley Draft Report Activities for Utilities include stormwater inventory and inspection, GIS mapping, environmental compliance, floodplain management services, capital project support, street sweeping, public education and outreach, and the Wellhead Protection Committee. Maintenance activities for the Stormwater group include inlet cleaning, drywell inspection, drywell and catch basin cleaning, pipe cleaning, and the development and construction of small works projects including the mitigation of erosion, ponding along curbed and non -curbed roadways, flooding, capture upgrades, and replacement of failing structures such as catch basins, drywells, inlets, and swales. Traffic Engineering has a list of approximately fifty (50) various ongoing tasks, with assignments for each position including Senior Traffic Engineer, Traffic Engineer, and consultants. Ongoing tasks for Traffic Engineering are related to contract management and oversight, project management, plan review, traffic studies, signal timing, responding to citizens, coordination with State and Federal agencies, and participation in meetings and committees. The Traffic Division has created SOPs for various activities related to signals, signing, street lights, and striping & markings. 2.3.6.2 Street Maintenance Activities Maintenance activities for Streets include pothole patching, vegetation control, snow operations, fleet maintenance, contract inspection, bridge inspection, graffiti abatement, sidewalk grinding, debris pickup, guardrail maintenance, tree trimming and removal, and street sweeping service areas. Snow operations, including plowing and deicing, are some of the most time-consuming and costly efforts performed by the City. The City has specialized crews and equipment to handle these activities throughout the winter season. Street Maintenance staff monitors weather reports and directs crew activities and operations around-the-clock during storm events. They change their work schedules during large events to accommodate snow/ice operations schedules. Snow removal routes are maintained through a combination of resources. The City fleet is supplemented by contract graders, as well as operators. The routes are normally broken into areas of the City by grouping trucks in one pass depending on roadway type. Crews form a single formation of 2, 3, 4, or 7 trucks always led by City staff. Figure 2.3-19 shows the truck route map for snow operations, obtained from the City website. LA Consulting, Inc. — September 2018 33 City of Spokane Valley Draft Report Figure 2.3-19 Truck Route Map for Snow Operations TRUCK Route MAP LEGEND - apAi Trucks k8, hums - kwAs School © Hospital I) Frre Stator PUBLIC WORKS DEPARTMENT 1 Int -4.000 feet ra3, r" Snow plowing and deicing on Spokane Valley streets are prioritized to keep traffic moving along essential, heavily -traveled routes. Each roadway in the City is assigned a priority and the City also provides maps on its website of snow plowing and deicing priorities and residential plowing status. A map of the Snow Route Plan with priorities from the City website is shown in Figure 2.3-20. ai O D F4rl Figure 2.3-20 Snow Route Plan on City website a RAP! 4'A'RfE Spokane County, Bureau of Lend 1 Snowplowing Priority Priority 1 — Priority2 Priority2 Priority4 Priority Private Operational layers Q Snowplows ng Priority r EI Snowplowing Deicer Routes City of Spokane Valley Boundary . Q "arcel'Address ❑ : LA Consulting, Inc. — September 2018 34 City of Spokane Valley Draft Report There are four levels of priorities for plowing and deicing. Primary arterials are prioritized first, followed by secondary arterials, and then hillside residential/critical intersections. These three priority areas have limited plowing for one to three (1-3") inches of snow, as conditions warrant, focusing on problem areas and hillsides. Full plowing occurs when snowfall is four (4") inches or greater. Deicing occurs whenever snow, ice, or frost is predicted. The City applies liquid deicer on bridges, arterial intersections, and hillsides and granular deicer on arterial streets. The fourth priority for plowing and deicing is the valley floor residential streets. Plowing is conducted when functional traffic flow is inhibited. Deicing occurs in this area only at controlled intersections and selected problem areas as needed. Privately -owned streets are not plowed by the City. Community members are responsible to help plow sidewalks when three or more inches of snow or ice accumulates to keep sidewalks safe for children, seniors, and people with mobility concerns. The City also maps and maintains Street Sweeping Service Areas, which are serviced in the spring and fall. The maps for the Spring and Fall Sweeping Service Areas are shown in Figure 2.3-21 and Figure 2.3-22, respectively. All neighborhood streets in the entire City are swept once a year in the spring, while one-third of neighborhood streets are also swept in the fall due to the density of mature pine and deciduous type trees. Winter sweeping of Arterials is infrequent and dependent upon weather conditions. An Arterial Maintenance Sweeping Map is shown in Figure 2.3-23. Figure 2.3-21 Spring Sweeping Service Area Map 15 :kw 91101111111 111�IC rlr :=� aft .1. km6ril;.1.• _1 - fir•- -.r 2 g r•o� .11 111 1` ^� a `1,,,rinimfitm . ,iih Ir - 16 [1,5 Mlles 1,156 n11 0 Sweeping Service Areas Go Pavately Streets with Curds B1nea streets LA Consulting, Inc. — September 2018 35 City of Spokane Valley Spring Sweeping Service Areas Revision Date: December 2014 City of Spokane Valley Draft Report Figure 2.3-22 Fall Sweeping Service Area Map Legend aveepruSermehea a 'Jae, erSheets a, Fan Sweeping Areas by Pdudly Pyr Py= P 3 (ey hAlloro.das fi lrearPrenty.yP M1o..vuni r..y.03.,•,2alpni Siiiikane %e City of Spokane Valley Fall Sweeping Service Area Map Revision Date: September 2017 Figure 2.3-23 Arterial Maintenance Sweeping Map ARTERIAL MAINTENANCE SWEEPING .eild Ave "C Sixikaleynp i Miles Legend -Arterial Maintenance Sweeping WSOOTMainlenance Twice during Month Commercial Areas Once during Month Industrial Areas ...n-..-- City Staff InspectioNAugrorization Only Residential Areas Other Areas by ReguestNeed ParkdOpen Space Night Sweeping Zones I 9 LA Consulting, Inc. — September 2018 • Ave City of Spokane Valley Arterial Maintenance Sweeping Revised September 2017 36 City of Spokane Valley Draft Report 2.3.6.3 Routines and Preventive Maintenance Programs The Community and Public Works Department has many existing routine activities and preventative maintenance (PM) programs. These proactive efforts are performed to protect the City's assets and ensure proper operations, as well as optimize asset life cycles. The City uses a combination of in-house staff and contractors for routine and preventative work. Routine and preventative maintenance programs include: • Asphalt sweeping, • Truck snow routes, • School street sweeping, • Spring & Fall sweeping service areas, • Arterial maintenance sweeping, • Sidewalk snow removal, • Deicer truck routes, • Weed spray areas, • Drywell inspection (annually, mostly between June and September) and cleaning, • Traffic signal PMs (six times annually), • Markings (once annually for paint and other types as needed; two times annually on some roads), and • Crack filling. 2.3.7 Budget The Department utilizes a line item budget based on historical expenditures and anticipated needs. Currently, Spokane Valley uses an annual budget cycle with the fiscal year starting January 1 and ending December 31. Key goals for the General Fund stated in the budget include: 1. Recurring annual revenues must be greater than or equal to recurring annual expenditures, and 2. The ending General Fund balance must be sufficient enough to meet cash flow needs, which is no less than 50% of recurring expenditures and represents roughly six months of General Fund operations. The budget also includes information on fiscal policies, and staffing, along with departmental budget detail including revenue and expenses of the stormwater fund and street fund, as outlined below. 2.3.7.1 Stormwater Management Fund The Stormwater fund is held for capital projects funded by grants and a stormwater fee collected by the County for the City. The fund is also used for staffing, operations & maintenance. Revenues are obtained through annual fees of $21 per single family unit, and $21 per 3,120 square feet of impervious area for all other properties. The budgeted revenue, shown in Figure 2.3-24, has declined since 2015 from $1,881,500 to $1,877,500 in 2018, but is greater than the $1,862,500 in 2017. LA Consulting, Inc. — September 2018 37 City of Spokane Valley Draft Report Figure 2.3-24 Fund #402 Stormwater Budgeted Revenue 1,881,500 1,871, 500 1,862,500 1,877,500 1 1 2015 2016 2017 2018 The actual revenue from 2013 to 2016, shown in Figure 2.3-25, has been greater than budgeted most years and is increasing overall. The actual revenue increased from $1,919,746 in 2014 to $2,407,155 in 2015, but then back down to $1,967,303 in 2016. Reserves budgeted in 2018 have reduced by fifty (50%) percent since 2014 but are maintained greater than or equal to fifty (50%) of operating expenses. The Fund provides financing for 4.4 full-time equivalent (FTE) employees for maintenance and engineering. Figure 2.3-25 Fund #402 Stormwater Actual Revenue 1,875,217 1,919,746 2,407,155 1,967,303 2013 2014 2015 2016 The budgeted and actual stormwater nonrecurring revenue have both decreased. The Figure 2.3-26 shows the budgeted nonrecurring revenue, which decreased from $509,674 in 2015 to $65,000 in 2018. Figure 2.3-26 Fund #402 Stormwater Budgeted Nonrecurring Revenue 509,674 223,800 210,000 65,000 2015 2016 2017 2018 The actual nonrecurring revenue, shown in Figure 2.3-27, decreased from $233,165 in 2013 to $76,097 in 2014 to $0 since 2015. LA Consulting, Inc. — September 2018 38 City of Spokane Valley Draft Report Figure 2.3-27 Fund #402 Stormwater Actual Nonrecurring Revenue 233,165 76,097 2013 2014 2015 2016 Figure 2.3-28 shows Stormwater Fund budgeted expenses between 2015 and 2018 including transfers out and nonrecurring expenditures. The total budgeted expenditures in 2015 were $2,533,209, followed by $2,116,215 in 2016, $2,463,972 in 2017, and $2,299,089 in 2018. In 2018, the budget included $1,747,939 in expenditures, $26,150 for transfers out, and $525,000 in nonrecurring expenditures. Figure 2.3-28 Fund #402 Stormwater Budgeted Expenses 2,500,000 2,000,000 1,500,000 1,000,000 500,000 1 1 1 2015 2016 2017 2018 Budget Budget Budget Budget • Nonrecurring Expenditures • Transfers out • Expenditures Stormwater Fund actual expenses, shown in Figure 2.3-29, were $2,484,465 in 2013, followed by $2,261,703 in 2014, $2,443,794 in 2015, and $1,834,175 in 2016. The total in 2016 consists of $1,616,269 in expenditures, $13,400 for transfers out, and $204,506 for nonrecurring expenditures. Figure 2.3-29 Fund #402 Stormwater Actual Expenses 2,500,000 2,000,000 Nonrecurring Expenditures 1,500,000 Transfers out 1,000,000 500,000 Expenditures 2013 2014 2015 2016 Actual Actual Actual Actual 2.3.7.2 Aquifer Protection Area Fund These are voter approved fees, the proceeds of which are applied to aquifer protection related capital construction projects. Fees are collected by Spokane County and remitted to the City twice each year. Fees include: An annual fee of $15 per household for the withdrawal of water from properties with the APA. An annual fee of $15 per household for on-site sewage disposal LA Consulting, Inc. — September 2018 39 City of Spokane Valley Draft Report by properties with the APA. For commercial properties an annual fee ranging from $15 to $960 depending upon water meter size. These fees are estimated to generate between $450,000 to $500,000 per year. The generated revenue from this fee is used by the City Stormwater Utility to help fund water quality expenditures. 2.3.7.3 Street Fund Street Fund 101 provides funding for efficient and safe movement of both motorized and non - motorized vehicles and coordinates convenient interconnect to the regional transportation system. Maintenance work includes snow and ice control, street pavement repairs, traffic signals and signs, landscaping and vegetation control, and other street maintenance and repair activities. Operations revenues are funded primarily by a fuel tax and a telephone utility tax on both landlines and cellular voice, while capital projects are funded primarily through grants. The telephone tax is projected to decrease during the next few years. Other revenues come from multimodal transportation, right-of-way maintenance fees, interest, and miscellaneous sources. The Fund covers snow/ice, traffic control devices, street and right-of-way maintenance and provides funding for 5.725 FTEs used for both maintenance and engineering, as well as service contracts for the City. Figure 2.3-30 below shows the Street Fund budgeted revenue from 2015 to 2018, followed by the actual revenue from 2013 to 2016 in Figure 2.3-31. Figure 2.3-30 Fund #101 Street Budgeted Revenue 4,453,900 4,453,900 4,203,168 4,172,200 iia 2015 2016 2017 2018 Figure 2.3-31 Fund #101 Street Actual Revenue 4,648,304 4,366,160 4,221,192 4,304,327 2013 2014 2015 2016 The budgeted revenue has decreased slightly since 2015 and 2016 from $4,453,900 to $4,172,200 in 2018. Actual revenue decreased from $4,648,304 in 2013 to $4,221,192 in 2015, with a slight increase in 2016 to $4,304,327. Figure 2.3-32 shows the Street Fund budgeted expenses between 2015 and 2018 including transfers out and capital. The total budgeted expenditures in both 2015 and 2016 were LA Consulting, Inc. — September 2018 40 City of Spokane Valley Draft Report $4,428,900, followed by $4,659,244 in 2017 and $4,602,291 in 2018. In 2018, the budget included $4,381,070 in expenditures, $206,221 for transfers out, and $15,000 for capital. Figure 2.3-32 Fund #101 Street Budgeted Expenses 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 2015 2016 2017 2018 Budget Budget Budget Budget • Capital • Transfers out • Expenditures The Street Fund actual expenses, shown in Figure 2.3-33, were $4,813,507 in 2013, followed by $4,724,149 in 2014, $4,483,360 in 2015, and $4,428,900 in 2016. The total in 2016 consisted of $4,184,827 in expenditures, $178,042 for transfers out, and $66,031 for capital. Figure 2.3-33 Fund #101 Street Actual Expenses 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 III 2013 2014 2015 2016 Actual Actual Actual Actual Capital • Transfers out • Expenditures 2.3.7.4 Overhead Overhead data was not provided by the City. 2.3.8 Capital Improvement Projects A Capital Improvement Plan (CIP) is a plan to provide for the rehabilitation or replacement of existing public facilities and assets, and for the construction or acquisition of new ones. Capital improvement projects are managed through the Engineering Division. These projects include building new streets, railroad crossings, widening or restoring existing streets, enhancement and rehabilitation, traffic signals installation, and constructing/rehabilitating public buildings and facilities. Future transportation improvements are in the CIP and are listed in the Transportation Improvement Program (TIP). This plan is adopted by the City Council in June and identifies projects that are currently funded by federal, state, and/or local grants, as well as needed planned projects for which funding that is being sought after. LA Consulting, Inc. — September 2018 41 City of Spokane Valley Draft Report The TIP is a six-year plan which identifies all transportation projects being tracked. Projects listed are coordinated with other agencies, such as Spokane County and the Washington State Department of Transportation in the MPO. 2.3.9 Resources The Department utilizes a mix of resources to accomplish work. Labor support is provided through a combination of in-house and contract labor, support from the County, State, and Federal government, as well as day labor crews and incarcerated assistance. Details related to labor, equipment, materials, and contracts are outlined in the following section. 2.3.9.1 City Historical Staffing Figure 2.3-34 shows the City's staffing history in the adopted budgets between 2008 through 2017 and the proposed budget for 2018. Despite the recent reorganization, there has been little change in the labor force over the past eleven years. Since 2008, the number of staff has remained within a range of 87.25 FTEs in 2011 through 2015 to a high of 95.75 in 2010. The proposed 2018 budget included 89.25 FTEs. Figure 2.3-34 City Staffing History in Budget Proposed 2018 Adopted 2017 Adopted 2016 Adopted 2015 Adopted 2014 Adopted 2013 Adopted 2012 Adopted 2011 Adopted 2010 Adopted 2009 Adopted 2008 89.25 87.75 87.4 87.25 87.25 85.25 87.25 emu 87.25 mum 95.75 93.75 - 92.15 A reorganization process occurred in 2014 and 2017 that resulted in reassignment of existing positions from several groups within Engineering and Public Works. Figure 2.3-35 shows staffing history by fund between 2008 and 2018 for the entire City. The greatest number of employees have historically been assigned to Buildings and Finance. As of 2018, the CED — Building fund is now under CPW — Building and Planning and the CED — Engineering is now CPW — Engineering. LA Consulting, Inc. — September 2018 42 City of Spokane Valley Draft Report 100 90 80 70 60 50 40 30 20 10 0 Figure 2.3-35 Staffing History by Fund, 2008-2018 IlililIll! 4�i O N, A. '3 b h O A 4 1,00 .1,00 et, ea ea yea yea a a yeyewet. yea yea yea Paye Pao PDo Pac4' Pace Pace Paye Pace Pace Pace QtoN • #402 - Stormwater Fund #101 - Street Fund Parks & Rec - Senior Ctr Parks & Rec - Admin CED - Planning CED - Development Services • CED - Administration CPW - Economic Development City Hall Operations & Maintenance Human Resources Deputy Oty Manager City Manager / City Clerk #303 - Street Capital Project Fund Parks & Rec - CenterPlace Parks & Rec - Recreation CED - Building CED - Engineering CED - Economic Development CPW - Building and Planning CPW - Engineering Public Works Finance City Attorney 2.3.9.2 In-house Labor This evaluation focuses only on specific functions related to street maintenance, stormwater management, fleet management, and traffic engineering. Seventeen (17) in-house labor positions were reviewed as part of this evaluation and are listed in Figure 2.3-36, along with original date of hire with the City. Figure 2.3-36 City Employees Included in Evaluation with Hire Dates Classification Street Superintendent Maintenance/ Const. Inspector Engineer Technician II Maintenance/ Const. Inspector Maintenance/ Const. Inspector Engineer Technician II Maintenance/ Const. Inspector City Engineer Deputy City Manager Engineer Traffic Engineer Administrative Assistant Engineer Transportation Planner ROW Inspector Administrative Assistant Senior Traffic Engineer Employee Shane Arlt Mike Bergan Aaron Clary Brant Collier Tom Danielson Pete Fisch Dana Haugen Bill Helbig John Hohman Adam Jackson Ryan Kipp Lorri Latiolais Chad Phillips Colin Quinn -Hurst Scott Wallace Karla White Ray Wright Hire Date 7/7/2003 10/1/2010 6/20/2005 8/1/2006 9/25/2006 9/26/2007 3/1/2012 11/13/2017 7/28/2003 3/12/2015 1/20/2009 1/19/2016 8/5/2015 10/30/2017 5/15/2006 8/24/2015 3/10/2014 Street Maintenance employees include one (1) Street Superintendent, four (4) Maintenance/ Construction Inspectors, and one (1) Right -of -Way (ROW) Inspector. Snow operations and contract management/direction are major tasks for the four in-house Maintenance/Construction Inspectors. Their work consists mainly of snow and ice support during the winter season and contract administration and small projects during the remainder of the year. LA Consulting, Inc. — September 2018 43 City of Spokane Valley Draft Report Engineering employees used in this evaluation include one (1) City Engineer, one (1) Administrative Assistant, one (1) Transportation Planner, one (1) Senior Traffic Engineer, one (1) Traffic Engineer, two (2) Engineers, and two (2) Engineer Technician IIs. One (1) Deputy City Manager, one (1) Finance Director, and one (1) additional Administrative Assistant from Finance are also included in the evaluation. 2.3.9.2.1 Length of Service Employee average length of service is 7.3 years for the employees listed in Figure 2.3-36. Values range from nearly fifteen (15) years for the Street Superintendent and Deputy City Manager to less than one (<1) year for the City Engineer and Transportation Planner. 2.3.9.2.2 Work Shifts The Department has mixed shifts and start times with split shifts on a seasonal basis. Most staff have a schedule of eighty (80) hours over nine (9) days of work with alternate Fridays off. Three staff members, including the Senior Engineer, Senior Traffic Engineer, and Engineering Technician I, have a schedule of eight (8) hours per day, five (5) days a week, Monday through Friday. Figure 2.3-37 shows Community and Public Works staff schedules. Figure 2.3-37 Community and Public Works Staff Schedules Community and Public Works Staff Schedules Eng€neering - Street Maintenance-Stormwater- Traffic First Friday Second Friday Employee M -Th Friday M -Th Er daY Bill Helbig 7:30-5:00 PM 8:00-5.:00 PM 7:30-5:00 PM Off Chad Phillips 7:00-4:30 PM 7:00-3.30 PM 7:00-430 PM Off Chad Riggs 7:30-5:00 PM 8:00-5:00 PM 7:30-5:00 PM Off Craig Atdworth 7:30-5:00 PM 7:30-4:D0 PM 7:30-5:00 PM Off Jared Fisher 6:30-4:00 PM 6:30-3:00 PM 6:30-4:00 PM Off Jerirniah Schriendl 8:00-5:30 PM 8:00-4:30 PM 8:00-5:317 PM Off John Hohman 8:00-5:00 PM 8:00-4:00 PM 8:00-5:00 PM Off Earn Latiolais 7:30-5:00 PM 8:00-5:00 PM 7:30-5:00 PM Off Scott Wallace 6:30-4:GO PM 7:00-4:00 PM 6:30-4:00 PM Off Shane Arlt 7:00-4:30 PM 7:00-3:30 PM 7:00-430 PM Off Aaron Clary 7:30-5:00 PM Off 7:30-5:00 PM 7:34-4:00 PM Candice P. Henderson 7:30-5.00 PM Off 7:30-5:00 PM 8:00-5:00 PM EricaArnsdetr 7:00-4:30 PM Off 7:30-4:30 PM 7:00-3.30 PM Gloria Mantz 7:30-5:00 PM Off 7:30-5:00 PM 7:34-4:00 PM Ken Van Dyk 6:30-4:00 PM Off 6:30-4:00 PM 7:30-4:00 PM Marcy Holt 7:00-4:30 PM Off 7:00-4:30 PM 7:00-3:30 PM Pete Fisch 7:00-4:30 PM Off 7:00-4:30 PM 7:D0-3:30 PM Rob Lochmiller 7:00-4:30 PM Off 7:00-4:30 PM 7:00-3:30 PM Ryan Kipp 7:OO-4:30 PM Off 7:00-4:30 PM 7:00-4:00 PM Henry Allen 8:00-4:30 PM 8:00-0:30 PM 8:004:30 PM 8:.0€-4:30 PM John Johnson 8:00-5:00 PM 8:00-5:00 PM 8:00-5:00 PM 8:00-5:00 PM Ray Wright 8:00-5:00 PM 8:00-5:00 PM 8:00-5:00 PM 8:00-5:00 PM Maintenance staff have seasonal shifts, which consist of eighty (80) hours over nine (9) days during the summer with Monday or Friday off and eight- (8) hour days Monday through Friday in the winter. Figure 2.3-38 below shows staff schedules for Maintenance. LA Consulting, Inc. — September 2018 44 City of Spokane Valley Draft Report Figure 2.3-38 Maintenance Staff Schedules Maintenance Staff - Summer Schedule Employee M -Th Friday Monday Tu -F Mike Bergen - - Off 6:30-5:00 PSA Tom Danielson 6:30-5:00 PM Ctff - - Dana Haugen 7:00-4:00 PM 7:00-4:00 PM - - Brant Collier 6:30-5:00 PM Off Maintenance Staff -Winter Schedule Employee M -F Mike Bergen 7:00-3:30 PM Tom Danielson 5:00-1:30 PM Dana Haugen 5:00-1:30 PM Brant Collier 4:00 PM -12-30 AM 2.3.9.2.3 Standby and On -Call Standby and On -Call data was not provided by the City. 2.3.9.2.4 Overtime Overtime data was not provided by the City. 2.3.9.2.5 Workers Compensation Workers Compensation data was not provided by the City. 2.3.9.2.6 Family Medical Leave Act Family Medical Leave Act data was not provided by the City. 2.3.9.2.7 Employee Certifications and Licenses All maintenance staff have a Commercial Driver's License (CDL) and flagger training certification. The Department maintains a spreadsheet for flagger training of each employee, as shown in Figure 2-73. Flagger Training Certification is valid for three years at a time. Traffic and Stormwater Engineers have all obtained their Professional Engineer (PE) license. LA Consulting, Inc. — September 2018 45 City of Spokane Valley Draft Report Figure 2.3-39 Flagger Training Certification Tracking Worksheet Flagger Training Certification - 3 Year Certification Year training is due Certified Name Dept Comment 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Craig Aldworth CIP stated he doesn't need EricaAmsden CIP x x Jared Fisher CIP 3/14 John Johnson CIP 5/5 Marcy Holt CIP x 3/14 Pete Fisch CIP x x 3/14 Rob Lochmiller CIP 3/14 Ken Van Dyk Com/Dev x 5/5 Greg Stauffer Permit 5/5 Scott Wallace Com/Dev 5/5 Aaron Clary Storm x x 3/14 Chad Phillips Storm Brant Collier Street x x 3/14 Dana Haugen Street x 3/14 Mike Bergan Street x 7/17 5/5 Shane Arlt Street x x 5/5 Tom Danielson Street x x 3/14 Ryan Kipp Traffic x x 3/14 2.3.9.3 Sta ff Mix The City of Spokane Valley also utilizes government support contracts. Spokane County provides traffic services for the City, including maintenance, installation, and repair of 86 traffic signals and 21,000 traffic signs and markings. The County has a staff of five (5) employees assigned to perform maintenance and repair of traffic signals, which the City pays on a time -and -material basis. The work is managed by the City Traffic Engineer. A one-month sample of Spokane County work reporting from April 2018 shows 545 total hours by fourteen (14) named employees. Labor, equipment, and materials cost totaled $37,830 for that period and includes a benefit rate of either 46.3% or 64.1% per employee. The activity breakdown in the sample shows most hours were reported to Traffic Signal Maintenance (81%), followed by Traffic Sign Maintenance (7%), Crosswalks & Pavement Messages (5%), Striping (4%), Accident Repair — Signals (1%), and Sign Vandalism (1%). LA Consulting, Inc. — September 2018 46 City of Spokane Valley Draft Report Figure 2.3-40 Total Hours Reported by County Employee and by Activity c v a, fzi al u C v C a, c E oa c v m in m 2a •' To 2 oZS °- - n cc m c bA bA a' DA C 2 u H V V 3 C CU J w w 0 •E U C 1 - County Employee u Q ;-� O Nelson,Tyler J 137.50 3.00 140.50 Wilske,Robert 1 129.50 3.00 132.50 Mackin,Shawn 97.00 97.00 Mcintyre,Timothy 41.00 41.00 Hildreth,Jason 37.00 37.00 Martin,Christophe 6.00 9.00 2.00 17.00 Coles,lolanda M 16.00 16.00 Meyers,Daniel 8.00 2.00 4.00 14.00 Istrate,David C 9.00 4.00 13.00 Schillinger,Joel 2.00 9.00 11.00 Prigan,Brice C 9.00 9.00 Hildreth,Collin J 9.00 9.00 Green,Jason L 5.00 5.00 Morton,Doug J 3.00 3.00 TOTAL HOURS 442.00 40.00 27.00 24.00 6.00 6.00 545.00 Figure 2.3-41 shows the reported cost breakdown by project and activity. Four (4) specific projects were reported with a total of 119.5 hours and a cost of $7,486. The remaining 425.5 hours were reported to a general traffic project code with a total cost of $30,345. Figure 2.3-41 Reported Costs for County Employees by Project and Activity Project Hours EQUIP FRING LABOR MATER PURCH TOTAL COSV- TrafficSpokaneValley 425.50 $ 6,198 $ 6,709 $ 12,242 $ 2,852 $ 2,345 $ 30,345 SV0141-Sullivan/Euclid PCC 28.00 $ 106 $ 256 $ 552 $ 914 SV0142 - Broadway Argonne- Mullan 9.00 $ 3 $ 72 $ 170 $ 245 SV0263-City Wide Signal Backplat 61.50 $ 2,084 $ 1,072 $ 1,853 $ 5,009 SV9011 - Flashing Beacons 8th/McDo 21.00 $ 171 $ 448 $ 699 $ 1,317 Activity Hours EQUIP FRING LABOR MATER PURCH TOTAL Accident Repair - Signals 6.00 $ 105 $ 114 $ 177 $ 396 Crosswalks & Pavement Messages 27.00 $ 180 $ 330 $ 514 $ 1,023 Sign Vandalism 6.00 $ 54 $ 44 $ 130 $ 540 $ 768 Striping 24.00 $ 60 $ 325 $ 508 $ 892 Traffic Sign Maintenance 40.00 $ 603 $ 462 $ 796 $ 206 $ 2,066 Traffic Signal Maintenance 442.00 $ 7,559 $ 7,285 $ 13,391 $ 2,106 $ 2,345 $ 32,685 The City of Spokane Valley also uses incarcerated assistance for certain activities. Inmate crews of eight (8) to ten (10) members are supervised by a Deputy Sheriff and are utilized daily and are key in response efforts. The utilization of incarcerated assistance costs the City $70,000 per year with trucks and the Deputy. Crews use hand and weed eater tools for debris pickup and vegetation control. LA Consulting, Inc. - September 2018 47 City of Spokane Valley Draft Report Day labor provides support for snow operations. There are various companies that provide labor using City trucks. The City also hires day labor employees individually and City employees direct them. Day laborers are required to have CDL certifications and are trained annually. Some day laborers return, but many new ones are hired each year. On-call road graders may be used when residential streets require plowing. 2.3.9.4 Equipment The Department provided data for forty-four (44) vehicles and equipment. Vehicles include seventeen (17) pickups, ten (10) dump/plows, nine (9) SUVs, four (4) trailers, two (2) sedans, one (1) construction equipment, and one (1) van. The Figure 2-74 shows the percent of active equipment by type. Figure 2.3-42 Active Equipment by Type Breakdown SUV Dump / 20% Plow 23% Trailer 9% Sedan 5% Construction 2% The Figure 2.3-43 shows the totals by equipment type for each fund group. Street Maintenance has the most equipment at 40% of the total, followed by Public Works with 15%. Stormwater is assigned 8% of all equipment. Figure 2.3-43 Equipment Type by Fund Group IFund Group/ Equip !Type 4 Building 1 3 CD 2 City Pool 1 Code 2 Park & Rec 2 1 1 Public Works 1 2 2.5 1 Snow 0.5 Stormwater 2.5 1 Street 6.5 10 1 Unknown 2 1 TOTAL 17 10 9 4 2 1 9rr7 6.5 15% 0.5 1% 3.5 8% 17.5 40% 3.0 7% 1 44.0 The annual Business Plan reports the number of vehicles maintained each year, as shown in Figure 2.3-44. The City started reporting values in 2014 with twenty-eight (28) vehicles until 2017 when the City reported thirty-two (32) vehicles. LA Consulting, Inc. — September 2018 48 City of Spokane Valley Draft Report Figure 2.3-44 Number of Vehicles Maintained 35 30 25 20 15 10 5 32 28 28 28 2012 2013 2014 2015 2016 2017 2.3.9.4.1 Fleet Management The Department has a variety of spreadsheets for managing fleet data including inventory, meters, fuel, PM schedules, and PO/parts with cost. Preventative maintenance inspections are scheduled twice annually, and labor hours are reported on paper forms. The Department tracks labor for repairs and work orders to each vehicle. RTA Fleet Management software was utilized from approximately 2013 until December 2017 but is now used minimally. An administrative "desk manual" is used in the Finance Department, which has documented procedures for establishing new vehicles in the system, vehicle surplus, etc. There is an internal service fund (ISF) for other non -Street Fund City vehicles. 2.3.9.4.2 Fleet Maintenance Operations The Department has an in-house employee who works primarily in fleet and handles maintenance operations, including both Streets and other City vehicles. Other major efforts include planning, preparing and maintaining the snow operations fleet. The employee, who is categorized as a Maintenance/Construction Inspector, performs fabrication work out of the two bays in the Maintenance Yard. The crew keeps records manually at the shop and then transfers files to the Administrative Assistant in Finance. There is a new form for preventive maintenance setup with various items that need to be checked as service is done. 2.3.9.4.3 Internal Service Fund / Replacement Program The Equipment Rental and Replacement (ER&R) Fund 501 is funded through a monthly rental rate "lease payment" for vehicles that are used by each Department. The Fund transfers started in 2015 and are based on an estimated useful life of ten (10) years and estimated future replacement cost of vehicles. Vehicles that are utilized beyond their estimated life require only a $500 annual contribution or $1,000 for snow plows. New purchases require only an initial cost to begin the replacement program, with replacement funding beginning in the following year. The total lease payment budget in 2018 was $141,929 for thirty-four (34) vehicles and ten (10) plows. A snow plow replacement program is outlined in the 2018 budget document. Nine (9) plows were budgeted in FY18, including six (6) sanders, three (3) liquid deicers, as well as a 1,000 - gallon tank. Future snow plow purchases are planned with a 33 -year life as shown in Figure 2.3-45. LA Consulting, Inc. — September 2018 49 City of Spokane Valley Draft Report Figure 2.3-45 Snow Plow Replacement Schedule Truck # Model Year YR Acquired Age at Retirement Replacement Yr Notes 206 1996 2009 26 2022 Existing Fleet (9) Snow Plows 207 1997 2009 28 2025 204 1995 2009 33 2028 203 1995 2009 36 2031 205 1996 2009 38 2034 208 1997 2009 40 2037 209 1998 2011 42 2040 211 2000 2012 43 2043 210 2010 2011 36 2046 212 2016 2016 33 2049 Truck 206 becomes a backup 213 2019 2019 33 2052 Truck 207 becomes a backup 214 2022 2022 33 2055 Truck 204 becomes a backup / 206 is retired 215 2025 2025 33 2058 Truck 203 becomes a backup / 207 is retired 216 2028 2028 33 2061 Truck 205 becomes a backup / 204 is retired 217 2031 2031 33 2064 Truck 208 becomes a backup / 203 is retired 218 2034 2034 33 2067 Truck 209 becomes a backup / 205 is retired 219 2037 2037 33 2070 Truck 211 becomes a backup / 208 is retired 220 2040 2040 33 2073 Truck 210 becomes a backup / 209 is retired 221 2043 2043 33 2076 Truck 212 becomes a backup / 211 is retired 2.3.9.4.4 Snow Operations Equipment Snow plow utilization is reported on paper notepads with both hours and miles. LAC compiled a sample of values to determine usage for each vehicle from 2012 to 2018. Figure 2.3-46 shows the total hours for all plows, which vary considerably, and Figure 2.3-47 shows the total miles for nine (9) plows that reported values of 13,245 miles to 46,901 miles. Figure 2.3-46 Total Hours — 9 Plows 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 11,,11,11111111,1111 12-13 13-14 14-15 15-16 1 16-17 17-18 Winter Winter Winter Winter Winter Winter 203 204 205 206 207 208 1111111209 210 211 LA Consulting, Inc. — September 2018 50 City of Spokane Valley Draft Report 1 1 r 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 Figure 2.3-47 Total Miles — 9 Plows 12-13 13-14 14-15 15-16 I 16-17 17-18 Winter Winter Winter Winter Winter Winter ■ 203 ■ 204 205 206 ■ 207 208 ■ 209 ■ 210 ■ 211 Total utilization varies by season with a range of 914 hours and 13,245 miles in the winter of 2014-2015, up to 3,741 hours and 46,901 miles in 2016-2017. The average for all units during the six seasons was 2,135 hours and 27,652 miles. Usage also varied greatly for each plow. Seasonal hours per plow are shown in Figure 2.3-48 and miles per plow are shown in Figure 2.3-49. Figure 2.3-48 Seasonal Hours per Plow 400 300 200 100 12-13 13-14 14-15 15-16 16-17 17-18 Winter Winter Winter Winter Winter Winter 203 204 205 206 207 208 209 210 211 LA Consulting, Inc. — September 2018 51 City of Spokane Valley Draft Report 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 Figure 2.3-49 Seasonal Miles per Plow 11 111 ipialq1111111 �d 11 12-13 13-14 14-15 15-16 16-17 17-18 Winter Winter Winter Winter Winter Winter ■ 203 t 204 205 206 207 208 ■ 209 ■ 210 i 211 These graphics show that reported values per plow vary from a low of 48 hours by plow #205 in 2014-2015, up to 446 hours by plow #208 in 2016-2017, and in miles from 810 by plow #203 in 2017-2018, up to 7,058 miles by plow #208 in 2016-2017. The six-year average also varies, with 175 hours and 2,417 miles for plow #205, up to 321 hours and 5,252 miles for plow #208. 2.3.9.5 Material and Tool Inventory Material and supplies are stored at the Maintenance Yard in both covered and uncovered locations. Some material inventories, such as crack seal, sand, stock gravel, and cold mix, are maintained at the Maintenance Yard, which is used by both in-house staff and contractors for storage. The County also stores some traffic materials at the Yard. 2.3.9.6 Contracts / Procurement A large portion of work is contracted out by the City to private vendors through a competitive process. The primary contracts used by the City are through Poe Asphalt Paving and AAA Sweeping, although many others are utilized. Poe Asphalt Paving is based in Idaho and has a $1,366,663 contract with the City in 2018. The contractor provides asphalt, chip seal, and crack filling. There is some integration with City staff for crack filling and materials. A separate contract for snow operations also exists. Poe Asphalt Paving bills the City for time and material. AAA Sweeping is based out of Spokane Valley and has a $490,200 contract for street sweeping and a $202,587.50 contract for vacuum truck operations. The contractor has been working with the City for the past 15 years and there is also some integration with vacuum truck cleaning of drywells by staff. Work is directed by the Superintendent or by a Maintenance/Construction Inspector. The contractor's yard is in the same industrial complex as the City yard. Contracts greater than $1,000 require Director approval. Contracts greater than $20,000 require City Manager approval and those greater than $40,000 requires a bid. The Figure 2.3-50 shows the departmental requirements and approvals of contracts based on the dollar amount. LA Consulting, Inc. — September 2018 52 City of Spokane Valley Draft Report 0 - 999 1,000 - 14,999 15,000 -19,999 20,000 - 39,000 40,000 + Federal Funded - Needs a bid Figure 2.3-50 Departmental Purchase Order Requirements Amt PO Needed Bid As • royal Level s No Yes Yes Yes Yes No Suggested Yes Yes Yes No No No No Yes None John John John / Mark John / Mark The Department maintains purchasing contracts and procurements for other vendors or agencies that perform work for the City. Approximately $265,000 is appropriated for WSDOT and $630,000 for Spokane County. There is a total of $4,149,802 in open contracts. Figure 2.3-51 shows a list of some of the active contracts currently in place. Figure 2.3-51 Existing Department Contracts Contract # Program / Service Current Vendor Budgeted Year $ Comments 03-204 Trent/Pines: - Snow, Trafffic, Bridge, 3rd party damage WSDOT $ 245,000.00 Interlocal - auto renewal 09-199 Traffic - Sign, Signal, Striping, Legend, Trafall Spokane County $ 630,000.00 Interlocal - auto renewal. True up rates looked at each year. 11-074 Street - ROW Mult Services Geiger $ 63,484.00 Spokane County Detention 12-066.06 Vactoring AAA Sweeping $ 189,990.00 Contract expired 2017 / Bid March 2018 13-033 Decant Facilty WSDOT $ 20,000.00 Interlocal - auto renewal 14-223.03 Street- Repair & Maintenance Poe Asphalt $ 1,366,663.00 4th or 5 option years 15-020.04 Street -Sweeping AAA Sweeping $ 490,200.00 3rd of 4 option years 15-024.08 Landscaping - ROW Senske $ 62,256.00 3rd of 4 option years 16-072.02 Landscaping - Weed Spraying Spokance Pro Care $ 20,124.00 2nd of 3 option years 17-034 Traffic- On CaII - TIP JUB Engineers $ 85,000.00 2018 contract in process 17-062 Street - Master Plan Pavement Management IMS $ 80,000.00 Every odd year 17-131 Snow Removal - On Call Grader ACI Northwest Inc $ 100,000.00 17-132 Snow Removal - On Call Grader Eller Corporation $ 50,000.00 17-133 Snow Removal - On Call Grader Jewell Excavating $ 100,000.00 17-134 Snow Removal - On Call Grader MDM Construction $ 100,000.00 17-135 Snow Removal - On Call Grader Scarsella Bros., Inc $ 50,000.00 17-136 Snow Removal - On Call Grader WM Winkler $ 100,000.00 17-138 Snow Removal - On Call Grader D. Stevens & Son's $ 50,000.00 17-141 Snow Removal - On Call Drivers Poe Asphalt $ 150,000.00 17-162 Emergency Traffic Control Senske $ 10,000.00 17-179 Snow Removal - On Call Grader Peplinski Excavation $ 50,000.00 17-180 GPS Tracking - Snow plows / Vestige $ 3,784.79 17-185 Snow Removal - On Call Drivers JH Landworks $ 50,000.00 18-007 Snow Removal - On Call Drivers Poe Enterprise $ 15,000.00 Not executed yet 18-038 Dead Animal Removal Mike Pederson $ 25,000.00 Contract in progress N/A Emergency Clean up - On Call Spills Able Cleaning $ 10,000.00 Budgeted for N/A GPS Tracking - Snow graders / St Sweepers Precise $ 3,300.00 Varies by season - can be 1980-3300/yr N/A Internal Fleet Repair N/A N/A Vegetation Management - On Call See Comments $ 30,000.00 Based on project size: Internal or Arborist. Have used Budget Arbor 2.4 Organizing 2.4.1 Organization Structure The Community and Public Works Department is led by a Deputy City Manager who reports to the City Manager. The Deputy City Manager oversees the functions of Street Maintenance, Engineering, Economic Development, and Buildings. This evaluation focuses on the Street Maintenance and key positions in Engineering groups only, as outlined by the red boxes in Figure 2.4-1. The span of control for the Deputy City Manager is 1:4. LA Consulting, Inc. — September 2018 53 City of Spokane Valley Draft Report Figure 2.4-1 City Organizational Structure E4pa4'(frYCo:1( Pam Chef per) Accamtig Fes) (3 flE) _ (JFIE? nl Con. Il FIE [E) 0.0 war AdreFelrelee klinnleelteek Alellare Reef eel 1..mme 121 1E1 [� or Meter Spealint Ce.;alsece caaenaa Canweleco ilaltenstely. Cerla/Illee MICE Son. Enamor Wel We. I Coaled r engineer rss&en ErYner� ell Mem Saner 4pewe Senor eroneer Hope Manger (JFrD enl inner ,an or Were leysieer ED Sp.aIM FIF) res,anam REI'IMJaatl Codeen«re Mow YaYebp Conlali asi Mod Sen«Mener Wenner IE) Ser. Vans EAm:m °""",;',W"' toomession 2.4.1.1.1 Organization Streets The span of control for fulltime employees in the Streets group is 1:5 under the Street Superintendent but expands to 1:10 or 1:11 during snow season with part-time employees. The positions reporting to the Superintendent include Maintenance/Construction Inspectors and the ROW Inspector. These staff assist and lead teams of part-time staff and contractors during the snow season. The maintenance crew performs a combination of minor maintenance and snow operations as well as inspection roles. In the "non -snow" season (May to September), all crew directly manage contracts and two of them work directly with the contractor and other capital inspection crew. One (1) staff member manages paving and crack filling, one (1) manages Poe asphalt work, one (1) manages AAA sweeping and vacuum truck operations, one (1) maintains the fleet, and one (1) is the ROW Construction Inspector. One (1) of the in-house Maintenance/Construction Inspectors is assigned to perform equipment maintenance, as well as assist in snow operations and other support. The Accounting Technician in Finance manages all data related to fleet maintenance. 2.4.1.1.2 Seasonal Labor Seven (7) temporary employees reported to work from January 2016 through May 2018, although only five or six (5-6) normally report each season. A total of 2,584 hours and a total cost of $67,732.75 was reported that includes 2,411.5 hours of regular pay and 172.5 hours of overtime. These hours equate to approximately 1.5 FTEs at rate of $26.21 per hour. LA Consulting, Inc. — September 2018 54 City of Spokane Valley Draft Report 2.4.1.1.3 Organization Engineering Support Engineering Support is the other one of two groups in the Public Works Department reviewed in this evaluation. The group is managed by the City Engineer, who has a span of control of 1:9 over fulltime employees. The Engineering Support group covers stormwater inspection and administration, traffic engineering and support, bridge inspection and management, and administration and staff support. The Engineer, Assistant Engineer, Engineer Technician II, Senior Traffic Engineer, and Traffic Engineer all report directly to the City Engineer. The Engineering Manager, who also reports to the City Engineer, has a span of control of 1:10 and oversees the Administrative Assistant, Senior Engineer, three Senior Engineer/Project Managers, Engineer, Engineer Technician II, Engineer Technician I, and the Development Inspector, as shown in Figure 2.4-2. Another position has been recently assigned to City Engineer after the study commenced - Planning & Grants Engineer who used to be in the Economic Development Division. This study did not review the Engineering Manager group. Figure 2.4-2 Engineering Support Organizational Chart City Engineer Bill Helbig Administrative Assistant IL Lorri Latiolais Senior Engineer Henry Allen Engineer Chad Phillips Assistant Engineer Vacant Engineer Technician 11 Aaron Clary Senior Traffic Engineer IL Ray Wright Traffic Engineer Ryan Kipp Ir Grants Engineer Engineer Manager Gloria Mantz Senior Engineer h Chad Riggs Senior Engineer/ Project Manager Erica Amsden Craig Al dworth Rob Lochmiller Development Inspector Ken Vandyk Administrative Assistant Candice P -Henderson Engineer Jeremiah Schreindl Engineer Technician II Pete Fisch Vacant Engineer TechnicianI Marcy Holt John Johnson Jared Fisher LA Consulting, Inc. — September 2018 55 City of Spokane Valley Draft Report 2.5 Directing / Scheduling 2.5.1 Work Identification Work is identified through planned projects, routines, inspections, and incoming requests from City staff and residents. The Department uses various forms and the recently implemented QAlert work request database to identify and schedule work. Requests have previously been reported in the eGov system. Some of the forms that are used include a Vehicle Inspection Report (started in 2017), Media Filter Cartridge Inspection and Maintenance, and Phone Intake Forms used by the Administrative Assistant. Incoming calls are received primarily by the Administrative Assistant, yet other employees may receive calls when she is away from the office. Color -coded forms are used by the Administrative Assistant for easy identification and organization by type including flooding, oversize load, snow, or general request. Call information was subsequently keyed into the eGov work request database and assigned to the respective department with an action code and any pertinent comments related to the request. The Figure 2.5-1 shows the total number of submitted requests between the years of 2013 and 2017. Requests increased gradually each year from 615 in 2013 to 1,029 in 2016 and then more drastically to 1,973 in 2017. This appears from interviews to be to be a result of increased reporting, and not necessarily an increase in complaints. Figure 2.5-1 Total Submitted Requests, 2013-2017 1973 615 654 827 1029 1 1 1 2013 2014 2015 2016 2017 Requests are reported with a "Department" value that appears to be used for organizing requests by various types including Public Works, Snow Removal, Traffic, City Employees, Code Compliance, and Community Development. The number of requests reported in Public Works have increased from 388 in 2013 to 1,041 in 2017. Snow Removal requests have increased from 46 in 2013 to 676 in 2017 and Traffic requests have increased from 151 in 2013 to 243 in 2017, as shown in Figure 2.5-2. LA Consulting, Inc. — September 2018 56 City of Spokane Valley Draft Report Figure 2.5-2 Requests by Department, 2013-2017 2000 1800 1600 1400 1200 1000 800 600 400 200 0 2013 2014 2015 2016 2017 Community Development N Code Compliance City Employees Traffic • Snow Removal ■ Public Works Department 2013 2014 2015 2016 2017 PublicWorks 388 418 548 663 1041 Snow Removal 46 98 111 136 676 Traffic 151 122 152 207 243 City Employees 27 11 9 10 10 Code Compliance 1 4 5 11 3 Community Development 2 1 2 2 TOTAL Requests 615 654 827 1,029 1,973 Figure 2.5-3 shows the total number of requests reported in 2017 by the "Action Form Name" value in the eGov database. Most requests in 2017 were for "Report a Pothole" (277, or 14%), followed by "Snow Plowing — Valley Floor Residential Roadways (Priority 4)" (251, or 13%), "Traffic" (231, or 12%), "Storm Drainage/Erosion" (212, or 11%), "Dead animal removal" (129, or 6.5%), "C.A.R.E.S. (General Concern/Comment)" (114, or 5.8%), "Snow Comments for Review" (108, or 5.5%), "Deicing — Valley Floor Residential Roadways (Priority 4)" (108, or 5.5%), "Roadway Hazards" (101, or 5.1%), and "Landscaping Right of Ways" (100, or 5.1%). Other reported values were related to deicing, street sweeping, plowing/snow berms, illegal dumping, weed control, and gravel shouldering. LA Consulting, Inc. — September 2018 57 City of Spokane Valley Draft Report Figure 2.5-3 Total Requests by Action Form Name Reported in 2017 < OTHER> Landscaping 16% Right of Ways 5% Roadway Hazards 5% Deicing -Valley Floor Residential Roadways (Priority 4) 5% Report a Pothole 14% Snow Comments for Review 5% Dead animal removal C.A.R.E. . (General 7% Concern/Comment) 7% Snow Plowing - Valley Floor Residential Roadways (Priority 4) 13% Storm Drainage/Erosion 11% A general stormwater inspection workflow has been outlined by Engineering staff and includes basic processes for pre -project inspection, outfall inspection, debris inspection, and condition assessment. Figure 2.5-4 shows the stormwater inspection process with determinations and response actions. LA Consulting, Inc. — September 2018 58 City of Spokane Valley Draft Report Figure 2.5-4 Stormwater Inspection Process Pre -Project Inspection Outfall Inspection Debris Inspection Condition Assessment Determines: Which :tcr.,nater i.i C _u' es to ac,s with project Determines: If any of the City's 30 outfallsshow signs of pollution Determines: Which stormwater structures need to be cleaned Determines: Whid stnrmwater structures need repairs or replacement Stormwater Report written and passed on to project engineer incorporating replacements; Edit Sormwater GIS Database EPA Outtatl Reconaissance Inventory/Sample Collection Field Sheet is completed at each outfall Take maps into field, edit Sorrnwater GIS Database, send maps to City Inspector For cleaning Take maps into field and edit Soren water GIS Database 2.5.2 Scheduling and Assignments Scheduling of work assignments occurs in a slightly different process for each group and varies by activity, contract, and season. In the summer, the Streets Superintendent plans and schedules contract work for vactor cleaning of stormwater structures and crack filling based on predetermined plans that are directly administered by two of the Maintenance/Construction Inspectors who work directly with the contractor. The fleet is managed through a combination of PMs and repair requests which are scheduled as they occur. The other two Maintenance/Construction Inspectors manage construction contracts. The Superintendent directly manages contracts for street sweeping and roadway repairs, coordinates with the inmate crew deputy, and provides daily assignments. In general, this group, under the leadership of the Superintendent, has standard assignments interspersed with special service requests, such as potholes, sidewalk grinding, debris pickup, guardrails, or tree trimming and removal, that the Superintendent assigns daily. Scheduling coordination occurs each morning with the Superintendent and staff. Plans are prepared by the Superintendent to perform cyclical, prescheduled contract efforts. Daily assignments are often modified to address specific service requests. Incarcerated crew duty is directed daily by the Superintendent through communication with the County Deputy, who assigns work to be completed or for fill-in and future work. Winter season scheduling is driven primarily by storm, snow, and ice events and assignments are made using snow plan routes with predetermined assignments. Completion of various service request and projects is done in between these events as guided by the Superintendents' daily LA Consulting, Inc. — September 2018 59 City of Spokane Valley Draft Report direction. The main function of the Maintenance/Construction Inspector who manages the fleet is that of self-directed effort to keep all fleet -related snow operations ready to operate along with normal service repairs and PMs on other City vehicles. The incarcerated crew schedules are the same in the winter season and are directed daily by the Superintendent. The traffic schedules are planned with both County Traffic crews and WSDOT. The Traffic Engineer provides general direction and requests, while the specifics of the effort are scheduled by the County and WSDOT. Routines exist in both agencies for PM for traffic signals, signs and markings, as well as pavement repairs planned by WSDOT. The City's Traffic Engineer prepares, establishes, and coordinates general weekly schedules for their work and guides the contracts. The Stormwater Engineers have general schedules, as well, that, like those of the Traffic Engineers, are reviewed with the City Engineer. They also provide guidance to the stormwater-related AAA Sweeping contractor through the assigned Maintenance/Construction Inspector. The Engineer Technician who manages the bridges in winter performs design work. In spring, summer, and fall, the Engineer Technician is involved in bridge inspections together with the City's bridge consultant and inspection review of the bridge related to the rehabilitation/improvement process. Scheduling for all work is not a formal process, but, a combination of weekly plan/programs supplemented by daily assignments. 2.6 Controlling / Improving 2.6.1 Work Tracking and Reporting Work tracking and reporting occurs in various ways according to the type of resource being utilized. In-house labor is tracked primarily through timesheets, with a portion of vehicle maintenance detail and ROW inspection data in spreadsheets. Cost is reported in EDEN through payroll, purchasing, and contracts. Some work detail is reported by WSDOT and the County in spreadsheets that are monitored by in-house Traffic engineers. Stormwater maintenance and repair is tracked and reported in the GIS database. The annual Business Plan includes summary accomplishment values for Traffic Engineering, Stormwater Management, and Street Maintenance. These are tracked in several databases and compiled annually by the Superintendent with the Traffic and Stormwater Engineers 2.6.1.1 Stormwater Work Reporting Summary values for stormwater work accomplishment reporting are included in the annual Business Plan. Figure 2.6-1 shows that the total number of stormwater inspections increased from 975 in 2012 to 2,158 in 2017, with a significant one-time increase to 5,223 in 2013. The annual average from 2012 to 2017 was 2,164 inspections, with 2,158 structures inspected in 2017. LA Consulting, Inc. — September 2018 60 City of Spokane Valley Draft Report Figure 2.6-1 Total Stormwater Structures Inspected 6,000 5,223 5,000 4,000 3,000 2,100 2,158 2,000 1,550 9751 I� 1 1 1,000 2012 2013 2014 2015 2016 2017 Figure 2.6-2 shows the total number of stormwater structures cleaned. Values range from 683 in 2013 to 2,199 in 2015, with an average value for the 6 -year period at 1,372. There were 1,499 structures cleaned in 2017. Figure 2.6-2 Total Stormwater Structures Cleaned 2,500 2, 2,199 000 1,664 1,499 1,500 1,179 1 1,000 683 1,009 500 ' 2012 2013 2014 2015 2016 2017 The number of completed stormwater projects varied between eight (8) in 2016 up to thirty-two (32) in 2013, with a dramatic increase to 92 in 2017, as shown in Figure 2.6-3. Figure 2.6-3 Total Number of Stormwater Projects Completed 100 92 80 60 40 32 26 25 20 13 d ' ' ' ■ 2012 2013 2014 2015 2016 2017 The total number of annual stormwater-related citizen action requests, shown in Figure 2.6-4, was steadily around forty-five (45) to forty-six (46) in 2012 to 2014, with a significant increase following year -over -year, with 204 requests reported in 2017. LA Consulting, Inc. — September 2018 61 City of Spokane Valley Draft Report Figure 2.6-4 Total Stormwater-Related Citizen Action Requests 204 98 45 46 45 158 2012 2013 2014 2015 2016 2017 Drywell inspection and cleaning is reported in the GIS database and maintained by Engineering, with most of the effort occurring between June and September. Illicit discharges are reported with comments. Damage is tracked by type — barrel, cone, grade rings, grate catcher, frame, grate cover, hood in curb, and hood safety bar. Other reported values include debris type (trash, roots, pine needles), depth of sediment when cleaning, and features such as low points, sinkholes, and other observations. Reporting includes the reason for inaction, if applicable (i.e. paved over, unable to reach, etc.). Figure 2.6-5 shows the total number of drywell inspections reported by year between 2011 and 2017. Figure 2.6-6 shows total drywell cleanings between 2006 and 2017. Figure 2.6-5 Total Drywell Inspections by Year 2514 2294 1 949 900 378 11 I IR 597 1 97 2011 2012 2013 2014 2015 2016 2017 Figure 2.6-6 Total Drywell Cleanings by Year 662 117150 I 246 196 175 206 205 236 282 11 111111111 317 407 l0 Is. 00 O1 0 a -i N McrLn l0 I. 000000000000 N N N N N N N N N N N N Drywell inspections have fluctuated with large spikes in total inspections in 2013 (2,514) and 2015 (2,294), while there were only 97 inspections in 2017. The number of cleanings has generally increased over the years with some variation. One -hundred -seventeen (117) drywell cleanings were reported in 2006 and up to 662 were reported in 2017. LA Consulting, Inc. — September 2018 62 City of Spokane Valley Draft Report 2.6.1.1 Streets and Right -of -Way Work Reporting The annual Business Plan also reports various workload indicators for Street Maintenance. The total number of centerline miles resurfaced has varied between 2012 and 2017, with a high of 11.4 miles in 2012, a low of 6.15 miles in 2016, as shown in Figure 2.6-7. The amount reported in 2017 was 8.57 miles and the average amount for the 6 -year period was 8.49 miles. Figure 2.6-7 Total Centerline Miles Resurfaced 11.4 10.87 8.57 7.03 6.9 6.15 2012 2013 2014 2015 2016 2017 The total number of right-of-way permits issued, as shown in Figure 2.6-8, increased gradually from 641 in 2012 to 768 in 2016, with a 30% increase in 2017, to 996 permits issued. The average value for the six-year period was 749 permits. Figure 2.6-8 Total Right -of -Way Permits Issued 996 641 652 712 724 768 2012 2013 2014 2015 2016 2017 The total number of right-of-way inspections performed has increased more steadily, except a slight decrease in 2013, as shown in Figure 2.6-9 There were 6,049 inspections performed in 2012 and 13,980 in 2017. Figure 2.6-9 Total Right -of -Way Inspections Performed 6,049 5,513 I 13,980 10,901 9,459 7,322 2012 2013 2014 2015 2016 2017 LA Consulting, Inc. — September 2018 63 City of Spokane Valley Draft Report 2.6.1.2 City Employee Labor Reporting Employees report daily hours on timesheets with a relevant pay code indicating regular hours, overtime, or various types of leave. The Administrative Assistant gathers timesheets from employees each week and monitors in an Excel spreadsheet, before entering data into the timekeeping system. 2.6.1.3 Vendor Invoicing The Department has a considerable amount of vendor invoices to confirm and compile. Spokane Valley invoices vendors including WSDOT for traffic, roadways, and snow, Spokane County Detention Services for work crews, Spokane County Engineering and Roads, Poe Asphalt Paving Inc. for pavement, sidewalk, guardrail, fencing, and drainage, AAA Sweeping, Sunshine Disposal & Recycling, O'Reilly Auto Parts, and Strata for project management. There are several utilities companies as well including Avista for street lighting electricity, Island Power & Light, Modern Electric Water Company, and Vera Water & Power. 2.6.1.4 Contract Monitoring Contract monitoring is also a considerable effort for the Department, as many of the City's activities are performed by contractors. For example, Poe Asphalt provides a daily activity report, which includes resource quantities and values with supporting documentation. The reports documents labor class, equipment type, material type, quantity, hours, pay type, and cost. 2.6.1.5 Right -of -Way Inspector Reporting The ROW Inspector provides a spreadsheet of work accomplished on a weekly, monthly, and annual basis. The spreadsheet includes the number of inspections, locate tickets, and vehicle meters. Intelligent transportation system (ITS) and utility locates are performed by contractors, while in-house staff perform stormwater locates. Figure 2.6-10 shows the total number of utility locates reported each year by the ROW Inspector between 2010 and 2017. A total of 6,050 locates were reported in 2010, with a gradual increase to 9,529 locates reported in 2017. The average annual amount for the eight-year period is 7,347. Figure 2.6-10 Total Locates Reported per Year 10000 8000 6000 4000 2000 1 0 iiiii id MI iiiiii iiiiii Ili iiiiii II 2010 2011 2012 2013 2014 2015 2016 2017 January February March April May June July August September October 1111111November December LA Consulting, Inc. — September 2018 64 City of Spokane Valley Draft Report Inspections are reported to be more frequent in the late spring and summer months, as shown in Figure 2.6-11. The highest reported value occurred in June 2015 at 1,241 locates and the lowest reported value was 161 locates in January 2012. Figure 2.6-11 ROW Inspector Locates per Month 1200 1000 800 600 400 200 0 h •)•'.6 a etJaa�i` P Q 40A M S NJ0g'� vei mei �6 mei+0 400 v. es 2010 2011 2012 2013 _ 2014 2015 2016 2017 2.6.1.6 Fleet Management Reporting The RTA Fleet Management database has been utilized by the City for recording fleet inventory and maintenance history. The database was recently supplemented in December 2017 with a collage of spreadsheets prepared by the Finance Department. A backup manual file is kept in the fleet shop. The mechanic (Maintenance/Construction Inspector) reports labor hours and parts used, with related cost, to the various forty-seven (47) equipment units in the database. Values from the existing RTA database were compiled to estimate the amount of labor hours and related cost for time -and -materials. Figure 2.6-12 shows the annual work reporting summary from 2011 to 2017. Figure 2.6-12 RTA Work Reporting Summary YEAR HOURS LABOR PARTS TOTAL 2011 $ - $ 5,676 $ 5,676 2012 127 $ 16,583 $ 58,039 $ 74,622 2013 234 $ 37,851 $ 59,257 $ 97,108 2014 459 $ 32,770 $ 110,921 $ 143,691 2015 289 $ 18,931 $ 64,189 $ 83,120 2016 250 $ 19,021 $ 68,831 $ 87,852 2017 139 $ 18,480 $ 91,991 $ 110,471 Figure 2.6-13 shows the trend in labor reporting from 2012 to 2017. Values increased from 127 hours in 2012 to 459 hours in 2014, then declined gradually to 139 hours in 2017. LA Consulting, Inc. — September 2018 65 City of Spokane Valley Draft Report Figure 2.6-13 Labor Hours Reported in RTA 234 127 459 289 250 139 1 2012 2013 2014 2015 2016 2017 Figure 2.6-14 shows the trend of costs for both labor and parts reported in the RTA database. Labor cost was reported as $16,583 in 2012, increasing to $37,851 in 2013, then decreasing to $32,770 in 2014. Labor cost for the past three years has been relatively consistent with $18,931 reported in 2015, $19,021 in 2016, and $18,480 in 2017. Figure 2.6-14 Labor & Parts Cost Reported in RTA $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $- 2 011 2012 2013 2014 2015 2016 2017 PARTS LABOR The cost of parts has varied from $5,676 in 2011, up to $110,921 in 2014. Generally, the reported cost of materials has gradually increased from $58,039 in 2012 to $68,831 in 2016, before increasing more than 33% in 2017 to $91,991. A total of 369 Vehicle Maintenance Reporting Standards (VMRS) codes are reported in the RTA database which represent fifty-four (54) unique components. The total cost of labor and parts reported in RTA from January 2003 to December 2017 was $602,450, consisting of $143,635 for labor and $458,905 for parts. The breakdown for the entire database is shown in Figure 2.6-15. LA Consulting, Inc. — September 2018 66 City of Spokane Valley Draft Report Figure 2.6-15 Total Cost Reported in RTA (2003 thru 2017) TRANSMISSION MANUAL, 2.2% SUSPENSION, 2.3% STEERING, 2.4% Oil Change, 2.7% BODY, 3.1% GENERAL ACCESSORIES, 3.2% POWER PLANT/ENGINE, 3.2% LIGHTING SYSTEM, 3.4% PREVENTIVE MAINTENANCE, 9.4% TIRES,TUBES,LINER S, 7.1% CAB/SHEET HYDRAULIC COOLING_ BRAKES, 4.3% SYSTEMS, 4.7% SYSTEM, 4.2% METALS, 4.4% Most cost was reported to "Expendable Items" at 16.1%, followed by "Preventive Maintenance" at 9.4, "Trim and Misc Hardware" at 8.0%, "Tires, Tubes, Liners" at 7.1%, "Hydraulic Systems" at 4.7%, "Cab/Sheet Metals" at 4.4%, and "Brakes" at 4.3%. 2.6.2 System Outputs The City produces a variety of standard outputs each year, including an accomplishment report and a standard Comprehensive Annual Financial Report (CAFR). The CAFR has an annual compilation of actual accomplishment for last ten years. 2.6.2.1 Accomplishment Reports Accomplishment reports are prepared annually for a presentation. The reports include Council goals and accomplishments by the Department over that year. Some of the Department's accomplishments of 2016 are listed below. • 13.9 miles of pavement preservation for $3.3 million • Placed 6,000 tons of asphalt • Crack sealed 58 lane miles • Maintained over 50 miles of gravel shoulder • 900 SY of sidewalk repair • 8,580 hours from Geiger Work Crew • Mowed 105 acres of dry land grass • Removed 186,580 lbs. of garbage/vegetation • Applied 110,000 gallons of liquid deicer and 715 tons of granular deicer • Conducted 119 ADT counts LA Consulting, Inc. — September 2018 67 City of Spokane Valley Draft Report • Replaced approximately 2,200 traffic signs • Responded to 209 Traffic requests • Installed 51 new catch basins • Replaced 7 drywells • Installed 2 new swales • 800 drywell inspections / 750 catch basin inspections 2.6.2.2 Comprehensive Annual Financial Reports The Comprehensive Annual Financial Report (CAFR) is generated after each fiscal year and includes financial reporting data along with some operating indicators and capital asset statistics for both Transportation and Stormwater management. The 2014 CAFR contains multi-year history of operating indicators and capital asset statistics. Figure 2.6-16 shows a table with data from the CAFR of operating indicators by function/program for the years 2005 to 2016. Figure 2.6-17 shows the capital asset statistics by function/program for the same period. Figure 2.6-16 Operating Indicators Reported in CAFR Operating Indicators by Function 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Highways & streets (surface in mi les) 425 431 438 438 438 438 438 438 438 461 461 461 Potholes repaired 412 430 460 458 436 540 748 1,550 2,133 607 482 606 Street right -a -way permits 245 287 328 358 296 261 390 392 467 713 767 829 Local Gov't road expenditures per capita $ 37 $ 34 $ 48 $ 61 $ 47 $ 43 $ 41 $ 41 $ 51 $ 53 $ 48 $ 48 Avg daily traffic counts 1-90 at Sprague 104,000 105,000 109,000 110,000 109,000 107,000 108,000 108,000 108,000 114,000 118,000 107,000 Avg daily traffic counts 1-90 at Pines 75,000 75,000 79,000 81,000 75,000 70,000 70,000 70,000 70,000 75,000 81,000 70,000 Avg daily traffic counts 1-90 at Sullivan 64,000 65,000 66,000 69,000 67,000 66,000 63,000 63,000 63,000 70,000 75,000 66,000 Storm ditches (measured in miles) 10 10 10 11 11 11 11 11 11 11 11 11 Ponds 23 23 24 28 35 38 38 39 39 41 41 106 Swa les (measured in miles) 7 7 9 10 10 10 10 11 11 12 12 12 Figure 2.6-17 Capital Asset Statistics Reported in CAFR Capital Asset Statistics 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Street facility building and yard 1 1 1 1 1 1 Concrete pavement centerline miles 3 4 5 5 5 6 6 7 7 7 7 7 Asphalt pavementcenterline miles 322 327 334 335 335 335 335 334 334 334 365 371 Bituminous centerline miles 90 90 88 88 88 87 87 88 88 88 84 82 Gravel centerline miles 10 10 11 10 10 10 10 9 9 9 1 1 Bridges 4 4 4 4 4 4 4 4 4 4 4 4 Traffic Signals 74 82 86 86 86 86 86 86 86 85 85 86 Flashing beacons school zone 10 10 16 16 20 20 24 32 32 36 36 36 4 -Way intersection control flashing beacons 5 5 4 4 4 4 4 4 4 3 3 3 Rectangular Rapid flashing beacons (RRFB) - - - - - - - 14 14 14 16 16 Digital Message Sign (DMS) - - - - 1 1 1 1 1 1 1 1 Standalone Traffic Cameras - --( - - 3 3 4 4 8 8 9 9 Drywells 7,000 7,000 7,000 7,200 7,330 7,376 7,262 7,189 7,439 5,751 5,738 7263 Catchbasins 3,000 3,000 3,000 3,400 3,410 3,607 3,627 3,687 3,831 3,906 4,008 4038 Curb/sidewalkdrops 2,000 2,000 2,000 2,400 2,480 2,473 2,479 2,487 2,801 2,932 3,116 3148 Manhole& stormdrain covers (square& round) 10,400 10,400 10,400 10,600 10,600 11,154 11,162 11,175 11,270 12,589 13,028 11620 Culverts 100 100 100 100 106 106 106 106 110 51 67 2 Pump systems 2 2 4 4 4 4 4 4 4 4 4 4 Stormwater pipe (notcombined with sewer, miles) 15 15 18 22 22 24 24 25 27 12 12 29 LA Consulting, Inc. - September 2018 68 City of Spokane Valley Draft Report SECTION 3 FINDINGS / OPPORTUNITIES Using the information outlined in the baseline section, along with field observations and expertise, LAC evaluated the Department from several perspectives. This section frames LAC's research and evaluation in the form of "findings" to support the analysis of opportunities that will provide a basis for specific recommendations to improve the existing operations of the Department. The paper is structured to follow the fundamental management functions of planning, organizing, directing, and controlling/improving, which will allow management to approach the issues systematically. The following findings are based on the evaluation of observations, interviews and field reviews, data collection, benchmark and industry comparisons, and prior knowledge. The sixty-eight (68) findings are classified into five categories, including a General/Systems group and the four functional categories of management, respectively — Planning, Organizing, Directing/Scheduling, and Controlling/Improving. These findings are not presented in order of importance, rather, in a management flow sequence. However, many findings are related and should be reviewed in totality and not independently. For the sake of brevity, most information recorded in the baseline section is only referenced in the findings. 3.1 General / Systems 3.1.1 The Department is already performing many good and innovative practices, which demonstrates a philosophy of change and capability for continuous improvement from trained, experienced, and capable staff. The City of Spokane Valley Community and Public Works Department is performing many good and innovative business practices. Our discussions with employees indicate that employees generally do care about work effort, quality of work, and customer service. Many positive efforts listed below have been completed or are ongoing. The following are just an example of some of these practices. • Infrastructure is a major focus of the Council and is identified as one of their major goals with related funding. • Senior leadership, including the City Manager, Deputy City Manager, and City Engineer, all have backgrounds in infrastructure and understand needs and requirements. • There is a variety of service providers used to meet the City needs, including in-house staff, contract, State, County, and inmate resources for work. • Contractors are well integrated with City staff in doing work (crack filling, storm drain cleaning, snow and ice operations). • Effort has been made to optimize work during daylight and fair weather to meet the needs of the City by use of winter and summer seasonal work shifts. • Successful at obtaining grants for many large and necessary facilities for pavement preservation, safety, capacity improvement projects, and grade separation projects. • Substantial use of GIS software and summer interns to help manage the City's stormwater structures and outfalls. LA Consulting, Inc. — September 2018 69 City of Spokane Valley Draft Report • Drywells, which infiltrate stormwater into the ground, are widely used to dispose of stormwater. Most stormwater drains into drywells throughout the City, whereas the City has very few outfalls that drain into seasonal creeks. • Dual utilization of staff in operations, both in performing work and managing contracts in support of work, such as street sweeping and asphalt repair. • Unique snow operations process where a grouping of equipment is used to clear streets. These efforts demonstrate how effective and innovative approaches are being used or have been used to optimize available resources in the City. 3.1.2 Spokane Valley has a low employee per capita at 0.9 per 1,000 residents compared to full-service cities and is also lower than most known contract cities in LAC's database. The average among surveyed Washington communities is 5.4. The City workforce was compared to other cities in Washington State with a population of 30,000 to 100,000 by the Association of Washington Cities in 2017. Of those cities in the 2017 Work Force Comparison, Spokane Valley has the second largest population. On the other hand, the City also has the third smallest full-time work force (88 employees) and is tied for second smallest part-time work force (2 employees). These numbers do not necessarily correlate, as other cities with similar population have much higher numbers of employees as well not exact match in the type of functions provided for instance utilities or solid waste. The City has a low employee per capita rate of 0.9 per 1,000 residents compared to other full- service cities. Spokane Valley is referred to as a "contract city" because one or more operations are outsourced to another government unit or private entity. On average, the twenty-six (26) Washington State communities have 5.4 employees per 1,000 residents. Figure 3.1-1 shows these same communities with number of staff per 1,000 population, while Figure 3.1-2 shows other "contract cities" throughout the United States and their staff per 1,000 population. LA Consulting, Inc. — September 2018 70 City of Spokane Valley Draft Report Figure 3.1-1 Staff per 1,000 Population, Washington State Spokane Valley 0.9 Burien 1.4 University Place 1.6 Sammamish 1.8 Shoreline 2.7 Federal Way 3.4 Lakewood 3.5 Marysville 4.0 Des Moines II 4.0 Kennewick 4.6 Wenatchee 4.7 Pasco 4.8 Lacey 5.4 Washington Average 5.4 Auburn 5.4 Puyallup 6.5 Issaquah Lt i 6.9 Pullman 7.0 Kirkland 7.0 Bothell -u 7.5 Yakima 7.5 Bremerton 8.0 Longview 8.3 Walla Walla 8.4 Lynnwood 9.5 Redmond 10.5 Olympia 11.1 2.0 4.0 6.0 8.0 10.0 12.0 Figure 3.1-2 Benchmark "Contract City" Agencies Staff per 1,000 Population Centennial 0.5 Maywood 1.2 Lake Forest 1.3 La Puente 1.6 Dunwoody 1.7 Laguna Niguel 1.7 Laguna Hills 1.7 Bellflower 2.0 Rolling Hills 2.1 Sandy Springs 3.2 Norwalk 3.7 Lakewood 4.2 Paramount 5.1 Duarte 6.2 Santa Fe Springs 9.4 2.0 4.0 6.0 8.0 10.0 3.1.3 Public Works' mission does not readily match the City's and lacks any efficiency or effectiveness indicators. The City's Vision statement, provided in the 2018 Business Plan, is that the City is "A community where individuals and families can grow and play, and businesses will flourish and prosper." LA Consulting, Inc. - September 2018 71 City of Spokane Valley Draft Report The City of Spokane Valley's City Council has a Mission statement from the 2018 Business Plan, "To be responsive, focused on customer service, open to the public, progressive, efficient, lean, fair, and committed to providing a high quality of life." The Public Works Department has its own Mission statement in the 2017 Business Plan, "To provide overall planning, construction, operations and maintenance of the city's public works infrastructure and facilities." However, the two mission statements do not complement one another, nor does the Public Works Department include any efficiency or effectiveness indicators. Although the Department's mission statement supports the City, these guiding principles lack an efficiency component, where both effectiveness and efficiency are often joint goals for High - Performance Organizations (HPO). An HPO designation is defined by the HPO Center as an organization that achieves financial and non-financial results that are exceedingly better than those of a peer group over a five- or more -year period (De Waal, 2016). HPOs utilize both efficiency and effectiveness metrics to manage their operations. The use of these management directives allows the organization to be held accountable for effective service delivery and qualified in measures of accomplishment for future improvement. 3.1.4 Many goals are directly related to streets and infrastructure with key funding provided. The City Council goals are described in the 2018 Business Plan. Many of the goals are directly related to streets and infrastructure, under the purview of the Department. Some of the related goals are listed below. • 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. Such a high-level focus by the elected leadership and senior management on streets and infrastructure has resulted in considerable effort being made to fund projects through a combination of sources from local to federal and state grants. LA Consulting, Inc. — September 2018 72 City of Spokane Valley Draft Report 3.1.5 Much of the stormwater-related maintenance effort is directly related to mandated frequencies in the Municipal Stormwater permit. The Public Works Department is subject to various local, regional, County, and State policies. Many of the Department's activities and efforts are directly linked to such policies, including those related to stormwater, as mandated by the Eastern Washington Phase II Municipal Stormwater Permit. Requirements include tracking inspections, mapping of features, development of a Stormwater Management Program (SWMP) Plan and Operations & Maintenance (O&M) Plan, employee training, public outreach, and monitoring illicit discharges. Inspection requirements include that at least 95% of all stormwater treatment and flow control facilities (except catch basins) be inspected at least once every two years. All catch basins shall be inspected every two years with alternative approaches offered in some instances. An annual report is required by March 31 of each year that provides an update and status of the stormwater management program. These mandated efforts increase employee workload due to enhanced tracking and reporting requirements for stormwater. Many agencies utilize a computerized maintenance management system (CMMS) integrated with GIS for tracking and reporting stormwater management operations and compliance while City uses multiple tools. 3.1.6 Snowfall volume and snow days vary from one year to the next yet can have a very significant impact on the community. In addition to considerable internal support of full- and part-time employees, the City has budgeted $815,000 for contract services of on-call motor graders and drivers. Snowfall is difficult to predict more than a few weeks in advance. However, trends in historical data can provide some indication of what to expect. The amount of snowfall has varied from one winter season to the next. Figure 3.1-3 shows the amount of snowfall in inches and the number of snow days each season from 1997/1998 to 2016/2017. Figure 3.1-3 Snow Days and Snowfall Inches by Season 100 80 60 40 20 0 1997-1998 ism m 49 54 40 40 9 35 21 I I Il 1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 93 98 2007-2008 2008-2009 14 1 2009-2010 2010-2011 iIi 44 2011-2012 2012-2013 Total Snowfall (Inches) # Snow Days 2013-2014 1 2014-2015 GI 2015-2016 2016-2017 The most snow fell during the winter of 2008/2009 with 98 inches over 83 snow days, followed by the prior 2007/2008 season with 93 inches over 89 days, then 2010/2011 with 69 inches over 74 days. The 20 -year average was 44 inches of snowfall and 61 snow days. Seasonal employees LA Consulting, Inc. — September 2018 73 City of Spokane Valley Draft Report and in-house staff perform most of snow operations, along with another $815,000 in contract services for graders and drivers. Heavy snowfall can have a significant impact on the community in terms of cost, cleanup, and delays. Additionally, a high-intensity storm with more snowfall over a shorter period may be more difficult to manage and cause more days of related work than snow that falls consistently throughout the season. As suggested in the APWA Municipal Snow and Ice Control publication (Wittum, 2014), many agencies indicate a time frame for clearing streets by the various classes of streets (such as major snow routes, collectors and local or improved). This ranges from 4 -12 hours for major snow routes/arterial to 12-24 hours for local or improved streets. The timeframe for clearing is often triggered based on the size of the storm event. This guideline is used to determine not only the service level, but the resources required to complete the work. The City currently has an undefined but generally understood approach of 12 hours for local streets clearing after a major event. The City's timeframe for clearing snow is modified based on the upcoming forecast with crews attempting to clear most arterials during the night shift to take advantage of any potential warming trends. This can assist in melting the remaining snow and minimize the creation of ice on these roads the next day. The City timeframe appears to be similar to other agencies yet is not documented. 3.1.7 The Department uses multiple systems for a variety of functions yet lacks an integrated asset and work management system. The Department utilizes several different systems for a variety of maintenance and operations functions, including mapping, tracking work, and financial accounting. However, the Department lacks a centralized asset and work management system to integrate information from all the various databases. ESRI GIS is used for asset inventory and tracking work history of stormwater maintenance, along with transportation projects. Transportation planning and funding is recorded in a homegrown MS Access database. Work requests have been stored in eGov and will be reported in QAlert starting this year. RTA is minimally used for some fleet management data and EDEN is the financial accounting and payroll system. MS Excel and MS Word are utilized by individual employees for a variety of data management and reporting needs. In addition, Engineering staff in Economic Development utilize a Capital repair and construction project database for monitoring CIP-related projects. The transportation planning database used by the Engineering Division was previously developed by Public Works and is now done in- house by Economic Development. The database has a listing of improvement projects with planned fiscal year and funding sources included. Agencies in LAC's benchmark database often utilize one uniform computerized maintenance management system (CMMS) that allows for the integration, simplification, and streamlining of work -flows for all operational groups with similar processes and monitoring outputs of the Department. This may integrate components such as asset inventory systems, resource planning, work requests, project tracking, work reporting, and performance monitoring. These agencies can provide management and supervisors with standard and custom reports related to unit cost by activity, overall costs, average daily production (ADP), and levels of service, as compared to an LA Consulting, Inc. — September 2018 74 City of Spokane Valley Draft Report annual performance plan by group. This integration of key business processes allows for real- time information sharing, consistency, and systematic reporting of performance (APWA, 2008). 3.1.8 Some project tracking occurs while day-to-day work activities are generalized without details. EDEN is the financial accounting system that is used Citywide. The system tracks the budget, encumbrances, and remaining balance for each fund account and is also utilized for timekeeping and payroll. Some labor hours are tracked to specific project numbers while non -project labor hours are only reported to the various leave codes in the system such as vacation, sick, admin, comp day off, and holiday. Other cities in LAC's database often track all resources and costs linked to a specific maintenance activity code, along with a measurable work unit for reporting accomplishment. This is also suggested by APWA (2008). 3.1.9 An automated fleet management system exists, but is not currently being fully utilized, with only minimal capabilities used in prior years. The RTA Fleet Management Software was installed by the City and was used only minimally between 2013 and 2017. Although the City still has the software, it is not consistently used. A transition occurred recently to using a spreadsheet for tracking. RTA had previously been utilized by the Finance Department to track work by asset along with some labor and parts costs. Figure 3.1-4 shows the total labor hours reported in the RTA database from 2012 to 2017. Figure 3.1-4 Labor Hours Reported in RTA by Year 459 234 289 250 i'llll1 139 2012 2013 2014 2015 2016 2017 The industry standard average value for technician "wrench -time" is approximately 1,500 annual hours. The City reported as much as 459 hours in 2014, with a gradual decrease to 139 hours in 2017. This equates to less than 10% of a full-time mechanic. It is apparent via observation, in contrast to the data, that most of the time expended is not being captured in the system. The RTA system also can manage a complete fleet inventory with preventive maintenance scheduling, parts kits, fuel system integration, service requests/work orders, and equipment downtime, as well as standard reporting for customer billing and performance monitoring. Lack of accounting for time makes it difficult to determine actual costs for any specific piece of equipment and the fleet in general. LA Consulting, Inc. — September 2018 75 City of Spokane Valley Draft Report 3.2 Planning 3.2.1 Considerable assets exist in the City which are recorded in multiple databases. Asset inventory quantities vary among sources. Asset inventory values for streets, right-of-way, and stormwater are stored in multiple databases by various employees. GIS maps are utilized that contain stormwater features and work history, as well as centerline road inventory and bridges. An MS Access database is being developed for transportation project planning. Various annual reports are compiled by the City that contain statistics on asset inventory values. Centerline road miles are reported in the Business Plan, as well as in the comprehensive annual financial report (CAFR). The asset inventory quantities vary among sources. For example, road mile inventory in the CAFR and Business Plan do not match, nor do the Transportation Operating Indicators. The value from the 2018 Business Plan of 461 miles in the Street Maintenance Division workload indicators does not equal the amount of 439 centerline miles in the CAFR capital asset statistics, consisting of 7 concrete miles, 334 asphalt miles, 88 bituminous miles, and 9 gravel miles. This is approximately a 5% difference. A similar occurrence in 2015 shows 461 miles in the workload indicators, yet the sum of centerline miles reported in the capital asset statistics equals 458. Although it is only a small percentage difference, it suggests data is obtained from various, disconnected sources. On the other hand, records on signs show consistent numbers of 21,000 from year-to-year, which is highly unlikely based on LAC experience of a City of this size. The ability to extract accurate data on assets and inventory is lacking for most users and requires effort by the specific staff who maintain the respective database to produce for a specific need. The inventory and condition data are crucial to all street and traffic maintenance and engineers to plan, schedule, and control work and asset conditions, as well as potential liability for documenting signing and striping. Benchmark agencies in LAC's database utilize a centrally -managed GIS asset and condition inventory that is linked to a CMMS. This allows for consistent reporting of asset inventory values and automates the documentation of changes in -the -field through work history reported on work orders. Incorrect and incomplete asset inventory values may create confusion or could impact the planning and budgeting process as a potential liability. 3.2.2 Local roads are 67% of the total pavement area, which potentially can be maintained with routine maintenance. The 2017 IMS Pavement Analysis documented 67% of the total pavement area as local roads, as shown in the summary in Figure 3.2-1. Local roads often encounter less traffic and heavy loading relative to the collector and arterial roads. This impact requires a lower level of service than major roadways and can often be accomplished using less costly surface treatments and methods if planned strategically. LA Consulting, Inc. — September 2018 76 City of Spokane Valley Draft Report Figure 3.2-1 Square Yards of Pavement and Paved Miles per Functional Classification Functional Square Yards Paved Paved %of Classification of Pavement Area Miles Miles Principal Arterial Mi nor Arteria I Col lectors Local Access Total 993,200 10% 28.0 6% 1,465,800 15% 62.6 14% 669,700 7% 34.1 8% 6,473,400 67% 324.0 72% 9,602,100 448.7 It is LAC's experience that the lifespan of local streets with low traffic and heavy loading (i.e. trucks) can be extended to as much as 30-50 years using a combination of crack, slurry, micro, and chip seals. Such concepts have been documented in the industry (Metropolitan Transportation Commission, 2014; Shahin, 2005). 3.2.3 Bridge planning, inspection, and design is coordinated by an Engineering Tech II. The required inspection is done jointly with a consultant and data is stored in the WSDOT database. There are sixteen (16) bridges with three (3) railroad structures in the City of Spokane Valley. Bridge planning, inspection, and design work is coordinated by an Engineering Technician II. Inspections are done biannually by contract with support from the Engineering Technician II, who is also responsible for keeping records of the inspections and coordinating maintenance and rehabilitation. The City has permission to access the Statewide bridge condition database. The Engineering Technician II is being trained as an inspector and has access to the Washington State Department of Transportation (WSDOT) record database, BridgeWorks. Although the City has access to this database, which documents bridge conditions per inspections, the City utilizes the resource minimally. The Technician creates an inspection report that follows national standards and is provided to the City, as well as stored in the WSDOT database. The database can provide analysis capabilities and information to assist in planning and budgeting for current and future enhancements. This rating has components to review, safety, structural and operation issues as compared against other Washington agencies. 3.2.4 The City has a slightly lower -than -average bridge sufficiency rating, as well as lower -than -average age compared to the State and County. In a comparison with other agencies in the State, the City of Spokane Valley bridges have a lower average age and average sufficiency rating to both State and County values, as shown in Figure 3.2-2. The average age of the City's bridges is 37.4, compared with 43.3 for County bridges and 45.9 for all Washington bridges. Despite the lower -than -average age, the City's bridges also have a lower average sufficiency rating of 78.3, compared with 84.6 among all County bridges. The rating is also lower (81.7) for State bridges than the County, although the average age is higher. LA Consulting, Inc. — September 2018 77 City of Spokane Valley Draft Report I Figure 3.2-2 Average Age and Sufficiency Rating Comparison Average Sufficiency Rating 100.0 90.0 80.0 70.0 60.0 50.0 40.0 30.0 20.0 10.0 81.7 84.6 78.3 All Washington Spokane County incl. Spokane Valley Bridges Spokane Valley Bridges Avg Age —Sufficiency Rating 50.0 45.0 40.0 35.0 30.0 25.0 20.0 15.0 10.0 5.0 Average Age This rating information is available, along with specific data from the WSDOT database and related biannual inspections, to plan and program needed bridge enhancements. 3.2.5 Stormwater and street inventories show minimal growth yet have increases in citizen requests and projects completed. Workload indicators from the annual Business Plan have been compiled for streets, rights-of- way, and stormwater activities, as shown in Figure 3.2-3. Streets, signals, and sign inventories have remained relatively constant, including the total centerline lane miles of streets maintained, which has remained at 461 miles between 2012 and 2017. Stormwater structures have increased approximately 6% in five years, or 1.2% annually. LA Consulting, Inc. — September 2018 78 City of Spokane Valley Draft Report Figure 3.2-3 Selected Business Plan Workload Indicators, 2012 to 2017 100 80 60 40 20 Traffic signals maintained 86 86 85 85 86 86 2012 2013 2014 2015 2016 2017 2017 2016 2015 2014 2013 2012 Traffic signs maintained mu�um 21,000 21,000 21,000 21,000 21,000 21,000 5,000 10,000 15,000 20,000 25,000 Total number of stormwater structures 2017 ffimmm. 2016 111 2015 111 2014 111 2013 ,11 2012 14,795 14,792 14,761 14,033 14,107 13,937 5,000 10,000 15,000 20,000 500 400 300 200 100 Centerline lane miles of streets maintained 461 461 461 461 461 461 2012 2013 2014 2015 2016 2017 250 200 150 100 50 Total stormwater-related citizen action requests 45 46 45 58 2012 2013 2014 2015 204 98 2016 2017 100 80 60 40 20 Total number of stormwater projects completed 32 26 1• 3 2012 2013 2014 2015 2016 2017 25 92 1 The reported number of stormwater-related citizen action requests has also increased. Between 2012 and 2014, there was an average of forty-five (45) requests per year, which increased to fifty -eighty (58) in 2015, ninety-eight (98) in 2016, and 204 in 2017. This equates to a 108% increase in one year. The reported number of projects completed also increased significantly in 2017. Whereas, the average number of projects per year between 2012 and 2016 was approximately twenty-one (21) projects, with only thirteen (13) in 2012 and eight (8) in 2016, there were ninety-two (92) projects completed in 2017 — an increase of more than 1,000% in one year. Some of these reported constant values of signs, signals and centerline miles appear to imply lack of accurate records or updates. The number of requests may be a result of a change in reporting methodology, as no other data exist to indicate change in process or communication to the public. 3.2.6 Mixed change in workload indicators in the last five years. Workload indicators have been reported in the annual Business Plan for the Engineering and Street Maintenance Divisions, as shown in Figure 3.2-4. The change in work performed for each indicator between 2012 and 2017 varies. The Engineering Division has had both increases and decreases, while the Street Maintenance Division has had only increases. The greatest increases between 2012 and 2017 were in total number of stormwater projects completed (608%) and total LA Consulting, Inc. — September 2018 79 City of Spokane Valley Draft Report stormwater-related citizen action requests (353%), while the greatest decreases were in traffic counts performed (-28%) and total centerline miles resurfaced (-25%). Figure 3.2-4 Workload Indicators for Engineering and Street Maintenance (2012-2017) Division Workload Indicators 2012 2016 2017 1 -year Change Change from Average Annual (2016 to 2017) 2012 to 2017 Change (5 -years) Engineering Traffic signals maintained 86 86 86 0.0% 0% 0.0% Engineering Traffic counts performed 202 165 146 -11.5% -28% -5.5% Engineering Tafficsigns maintained 21,000 21,000 21,000 0.0% 0% 0.0% Engineering Total numberofstormwaterstructures 13,937 14,792 14,795 0.0% 6% 1.2% Engineering Total stormwater-related citizen action requests 45 98 204 108.2% 353% 70.7% Engineering Total numberofstormwaterprojectscompleted 13 8 92 1050.0% 608% 121.5% Engineering Total stormwaterstructures inspected 975 1,550 2,158 39.2% 121% 24.3% Engineering Total stormwaterstructurescleaned 1,664 1,009 1,499 48.6% -10% -2.0% Engineering Total engineer grading permits issued 39 67 68 1.5% 74% 14.9% Engineering Total CIP projects awarded 9 9 8 -11.1% -11% -2.2% Engineering Total centerline miles resurfaced 11.4 6.15 8.57 39.3% -25% -5.0% Street Maintenance Centerline lane miles of streets maintained 461 461 461 0.0% 0% 0.0% Street Maintenance Total street (Snow) related citizen action requests 293 146 660 352.1% 125% 25.1% Street Maintenance Total street (non -Snow) related citizen action requests 356 598 1,154 93.0% 224% 44.8% Street Maintenance Annual snowfall accumulation (inches) 51.8 30.9 63.5 105.5% 23% 4.5% Street Maintenance Number of vehicles maintained 28 32 14.3% N/A N/A Street Maintenance Total right-of-way permits issued 641 768 996 29.7% 55% 11.1% Street Maintenance Total right-of-way inspection performed 6,049 10,901 13,980 28.2% 131% 26.2% Most workload indicators increased, including requests and inspections. The change in request appears to be change in reporting methodology. Some key work items -structures cleaned, and miles resurfaced - did decrease since 2012, but increased since 2016. Traffic counts decreased from 2012 and 2016. 3.2.7 Average annual amount of resurfacing is approximately 1.8% of total inventory from 2012 to 2017. This equates to a 50- to 60 -year lifecycle. A total of fifty-one (51) centerline miles were resurfaced from 2012 to 2017, or an average of 8.5 miles annually. This equates to 1.8% of all 461 centerline miles, or a 50- to 60 -year lifecycle for complete rehabilitation of the pavement network. Pavement lifecycle is impacted by a combination of factors including engineering design, environmental conditions, functional classification, and maintenance programs. As pavement ages, maintenance becomes costlier as the rate of deterioration accelerates. An optimal maintenance program for the Northwest US generally falls in the range of a 20- to 25 -year lifecycle to rehabilitate a complete pavement network however can be extended with related preventative strategies (Metropolitan Transportation Commission, 2014). 3.2.8 Study estimates $6. 3M is needed annually for maintaining and rehabilitating current pavement condition, while the City has spent $4.6M average from 2013 to 2016. The IMS Pavement Assessment, conducted in October 2017, estimated that $6.3 million is needed annually for the Department to maintain its current pavement condition. It is also estimated that a $7 million budget would be needed to improve the PCI by one (1) point to 72. However, between 2013 and 2016, the City has only spent an average of $4.6 million per year. The IMS report also estimated the PCI would decrease four (4) points to 67 if funded with a budget of $3.2M. Other funds are used for capacity and right-of-way improvements, while $4.0M is budgeted directly for pavement restoration and lifecycle costs in 2018. LA Consulting, Inc. - September 2018 80 City of Spokane Valley Draft Report Figure 3.2-5 shows the City's expenditures, transfers out, and capital in the actual City budgets between 2013 and 2016. The total Street Fund expenses have decreased overall each year since 2013, which has mostly occurred in transfers out and capital, while expenditures have fluctuated. Optimal funding of street maintenance will reduce the total cost of owning and maintaining the pavement, as well as prolong asset lifecycle. Figure 3.2-5 Street Fund Expenditures, Transfers Out, and Capital, 2013-2016 STREET FUND 2013 Actual 2014 Actual 2015 Actual 2016 Actual Expenditures 4,125,409 4,215,778 4,069,116 4,184,827 Transfers out 482,477 407,477 258,395 178,042 Capital 205,621 100,894 155,849 66,031 Total 4,813,507 4,724,149 4,483,360 4,428,900 The theoretical estimate by IMS implies that this current funding will result in a lower overall pavement condition index (PCI), which would increase future needs and related types of potential improvements, such as overlays and reconstruction. The values generated by IMS have been questioned by the City. Several pavement management budget estimates that have been generated over the years have varied actual needs estimates. The City has contracted with Nichols Consulting Engineers to review the City's pavement management program including the IMS report and budget recommendations. This work will be completed early in 2019 and the City staff believe it will firmly establish the budget needs of the City's program. 3.2.9 Pavement Condition Index (PCI) rating of 71 is near the LAC database average. A pavement assessment of City streets was performed by IMS in October 2017. The assessment calculated a pavement condition index (PCI) of 71 on sampled streets consisting of approximately 50% of arterial/collectors and 33% of local roads. Major Arterials were rated an average PCI of 73, followed by Local Roads (71), Minor Arterials (70), and Collector Roads (70). According to the October 2017 sample, as shown in the graph in Figure 3.2-6, 29.4% of roads are in excellent condition, while 6% are in poor or very poor condition. Optimizing pavement lifecycle through adequate funding of maintenance programs can reduce the overall cost and extend the life of pavements. LAC's benchmark of MicroPaver systems is 73 and MTC has a 67 average for all agencies in the Bay area. LA Consulting, Inc. — September 2018 81 City of Spokane Valley Draft Report Figure 3.2-6 Pavement Condition Using Descriptive Terms by Percentage Current Pavement Condition Rating Using Descriptive Terms Current Network Ave rage Condition = 71, Backlog =6% 1 1 V Poor (0 to 25) Poor (25 to e0) Marginal MOW 501 fair (50ta 60) shod )Wta 70) V Good (JO ta85) Excellent 12520 O Pavement Condition Using Descriptive Terms cu.....n One "/'/" 3.2.10 Maintenance Construction Inspectors, in addition to inspection, perform specific maintenance activities throughout the year. In addition to inspections, Maintenance Construction Inspectors (MCI) perform a variety of maintenance activities for Streets and Stormwater. Activities generally include pothole patching, snow operations, fleet maintenance, inspection for contracts, vegetation control, bridge inspection, graffiti abatement, sidewalk grinding, debris pickup, guardrail maintenance, tree trimming and removal, and street sweeping service areas. In addition, these employees address many citizen request, assist in capitol works inspections, pavement coring, sidewalk trip hazard repairs, concrete guardrail replacement and removal, emergency clearing of downed trees, emergency spill response, install and repair of island traffic control devices Stormwater activities include inlet cleaning, drywell inspection, drywell and catch basin cleaning, pipe cleaning, and the development and construction of small works projects including the mitigation of erosion, ponding along curbed and non -curbed roadways, flooding, capture upgrades, and replacement of failing structures such as catch basins, drywells, inlets, and swales. This effort includes one MCI who manages the Fleet maintenance throughout the year without backup support. In addition to other streets and stormwater activities, the MCI is also leading and performing snow operations. They directly guide part-time support during the snow and ice operations. This joint utilization of staff for directing contractors and part-time employees and performing work tasks appears to be most effective and innovative. 3.2.11 Engineering has two different types of functions. One is design and construction inspection, and another is administering maintenance and operations contracts for roads, traffic, and stormwater. The Engineering Division has two main functions and are organized that way. These are design and construction inspection and the administration of maintenance and operations contracts for roads, traffic, and stormwater activities. LA Consulting, Inc. — September 2018 82 City of Spokane Valley Draft Report The design and construction are led by the Engineering Manager. Activities for the Capital Improvement Program include grant writing, managing the pavement and transportation improvement programs, regional coordination and interdepartmental collaboration. Development Engineering performs plan review, code amendments, construction oversight, permitting, and inspection. However, this group is not the focus of this review. The other group that is part of this review has engineering staff with direct reports to the City Engineer. Functions include traffic management with responsibility for sign maintenance, signal installation and maintenance, traffic counts, studies and regional coordination, and maintaining the ITS. Activities also performed by the Stormwater group include inventory and inspection, GIS mapping, compliance, capital project support, street sweeping and outreach. The City's two traffic engineers perform a combination of planning, contract administration, coordination, and analysis for signs, markings, and signals. The group maintains a task list for ongoing tasks for each labor type, which include Senior Traffic Engineer, Traffic Engineer, and consultant. The Traffic Division has also developed SOPs for signs, street lights, parking, and crosswalks, which guide the work that they do. The staff of this groups mainly work in their areas, but some overlap and cross -support does occur (e.g. with bridges). 3.2.12 Stormwater Management Program Plan is prepared to manage capital maintenance and operations and is mandated through the NPDES Permit. The Stormwater Management Program Plan was last updated on March 2018 and is prepared annually pursuant a NPDES Permit requirement to manage capital maintenance and operations. The Plan includes a program overview, goals, needs, and accomplishments. Approximately 15,000 structures, 3,600 facilities, and over thirty-one (31) miles of pipes/culverts are accounted for in the Stormwater Management Program Plan. There are also statistics on illicit discharges, tons of sand and salt used, cubic yards of sweeper debris, and landscape cost per acre. The NPDES Permit for Eastern Washington requires each permittee to implement and enforce a program designed to prevent, detect, characterize, trace, and eliminate illicit connections and illicit discharges. Minimum performance measures required to be tracked include mapping of all connections, outfalls, receiving waters, and areas served by groundwater discharges. This is accomplished through field surveys to collect asset feature and condition data, as well as monitoring compliance by the community and businesses. This information is used for operational issues, such as paper maps from the Plan are provided to the vacuum cleaning crew for their work assignments. Drywell inspections and cleaning history is stored in GIS, which is used to create the maps for the Plan. In addition, A detailed maintenance and operations plan is also compiled for implementation practices that is part of the NPDES Permit. The Permit also requires a detailed Operations and Maintenance (O&M) Plan compiled for stormwater implementation practices. Minimum performance measures include a schedule of O&M activities for a multitude of asset types including catch basins, pipes, open channels, culverts, deicing, anti -icing, and snow removal, as well as aspects of runoff from fleet maintenance, buildings, and open spaces. LA Consulting, Inc. — September 2018 83 City of Spokane Valley Draft Report The O&M Plan also outlines a schedule of inspections for various asset types and recordkeeping requirements. Training must also be provided for employees who may inspect stormwater quality. This Permit drives many work tasks from inspection to actual cleaning activities with specific frequencies of action. 3.2.13 The City has various routines that are planned, mandated, or required for their different types of assets. The City performs a variety of routine work and preventive maintenance activities that are either planned or mandated for different asset types. There is a combination of in-house and contract routine work, including asphalt sweeping, truck snow routes, school street sweeping, Spring and Fall sweeping service areas, arterial maintenance sweeping, sidewalk snow removal, deicer truck routes, weed spray areas, drywell inspection (annually) and cleaning, traffic signal PMs (6x annually), markings (lx annually if paint; other types as needed; 2x annually on some roads), and crack filling. Best maintenance practices recommend a formalized inspection process with documented criteria for evaluating condition and decision logic for applying maintenance treatments. These are often recorded by benchmark agencies in an automated system for both assigning and monitoring the completion, as well as using for projection of needs. 3.2.14 Many stormwater inspections are mandated through the NPDES permit, with others identified on an operational basis. Eleven (11) of the twenty-six (26) stormwater structure inspections outlined in the Stormwater O&M Plan are mandated by the NPDES permit. Inspection frequencies vary by type of asset and include annual inspections of 300 city -owned retention swales, biennial inspection of 3 cartridge media filters, 2 detention ponds, and 300 city -owned drywells. Catch basins are categorized by type and are inspected between one to four years for 2,440 catchbasins. A 4 -year inspection cycle exists for 170 manholes and 1,400 concrete inlets. Other inspections occur based on City decree or public complaint such as non -city owned retention swales and drywells, outfalls, vaults, porous surfaces, stormwater lift stations, culverts, pipe sumps, various inlets, and some drywells. Routines integrated with an automated system is a best practice used by some benchmark agencies for both planning and assignment, as well as costing and monitoring completion. 3.2.15 The City utilizes a GIS database to identify and publish routines for public information and operational efforts. The GIS database is used by the City to plan their routines for operational efforts. It is also used for visualizing and distributing maps and routes for both operational purposes and public information. Engineering tracks scheduled transportation projects in ESRI ArcGIS that allows the group to visually depict the location of the scheduled projects. The Department makes a variety of information available to the Public on the City website. Some of the information includes routes to observe, asphalt sweep map, truck routes, school street sweeping, Spring and Fall sweeping service areas, arterial maintenance sweeping, snow plow areas and priorities, sidewalk snow removal, deicer truck routes, and weed spray areas. LA Consulting, Inc. — September 2018 84 City of Spokane Valley Draft Report This process, while a positive practice used in other benchmark agencies, is also integrated in a systematic approach in an automated database. 3.2.16 Street sweeping routines are identified and done based on the functional classification of the roadway. Street sweeping is another item related to the Stormwater O&M Plan. Roadways are separated by functional classifications (i.e. arterial, local, etc.) and street sweeping routines identified according to the classification. The O&M Plan outlines frequencies for Spring sweeping of arterials, with Priority One areas authorized twice per month and Priority Two areas once per month. Winter sweeping of arterials is infrequent and determined on a case-by-case occurrence. All neighborhood streets in the entire City are swept once a year in the spring, while one-third of neighborhood streets are also swept in the fall due to the density of mature pine and deciduous type trees. While this is a good practice, with records in GIS, an opportunity exists to be integrated in a systematic approach in an automated database. 3.2.17 City has pre -planned routes that utilize various formations of snow plows. Contract support is provided for drivers, as well as the graders for larger storms. The Department has predetermined truck routes, programs, and priorities for snowfall and deicing operations. Routes are completed with a combination of resources. The City utilizes its own fleet, supplemented by contract graders, while contract labor is used for driver support. Routes are normally broken into sections. A grouping of trucks is used in one pass, depending on the roadway type, often in a single formation of 2, 3, 4, or 7 trucks led by in-house staff. While this process is not unique, it is not done frequently this way by other agencies other than larger agencies, such as state DOTs for major roadways. Additional passes are not needed as a result of having these groups. This disadvantage has a short-term impact to roadway operations and the needed traffic control. 3.2.18 The City has predetermined snow plowing and deicing programs and priorities. The plowing and deicing priorities, as shown in Figure 3.2-7, are generally based on safety concerns and type/use of roadways, such as the most essential and heavily -traveled routes first. For example, primary arterials are the priority because of the high amount of traffic traveling those roadways. Each roadway is assigned a priority. Pursuant Ordinance No. 17-010, "As a result of the limited space in which to store accumulations of snow and ice being plowed from the streets, and in an attempt to conserve limited financial resources, the City Council is exercising its legislative policy-making discretion in allowing City snowplow crews to push snow and ice from the streets into bike lanes and along curbs where it may melt over time." LA Consulting, Inc. — September 2018 85 City of Spokane Valley Draft Report Figure 3.2-7 Plowing/Deicing Priorities PRIORITIES 1 - primary arterials 2 - secondary arterials 3 - hillside residential/ critical intersections PRIORITIES 1, 2 & 3 Limited plowing for 1-3 inches of snow as conditions warrant, focusing on problem areas and hillsides. Full plowing when snow exceed 4 Inches. Deicing occurs whenever snow, ice orfrost is predicted, with liquid deicing on bridges, arterial intersections and hillsides. Granular deicer may be used on arterial streets as conditions warrant. 4 Plowing considered when functional traffic flow is inhibited. Deicing occurs at controlled intersections and selected problem areas as needed. NOTE: Privately -owned streets are not plowed by the City. This practice for pushing snow in bike lanes and along curbs, at least in the short-term, is common among agencies that have significant snowfall. 3.2.19 Property owners are responsible for snow removal on sidewalks after 3 or more inches has accumulated. Some agencies are using snow gates for driveway clearance with mixed results. The recently adopted Municipal Code 7.45 requires property owners located within Tier I priority areas to remove all accumulations of snow and ice exceeding 3 inches from adjacent public sidewalks. Tier I areas include commercially -zoned areas of the City and Safe Routes to School. The ordinance requires that "the owner or occupant of any real property located within or along a removal area shall remove or cause to be removed all accumulations of snow and ice exceeding three inches from the sidewalks adjacent to the property so that a minimum 36 inch path for pedestrian travel is created pursuant to the Americans with Disability Act, 42 U.S.C. §§ 12131- 12164." And "accumulations of snow and ice exceeding three inches shall be removed from the sidewalk within 48 hours after the event causing it to accumulate has ceased." The requirements for property owners to remove snow and ice in front of their property on sidewalks is similar to the practices of other agencies (Wittum, 2014) and occurs in 18 of 24 LAC benchmark cities. Those that did this did it selectively based on snow fall and all were in the north east part of the US in mostly small cities. Those not doing sidewalk clearing still performed removal for sidewalks adjacent to governmental buildings. One practice used by some cities for sidewalk repair (not snow operations) was to allow the City to ease this burden and ensure repaired sidewalks by involving private entities on a cost-sharing basis. The benchmark agency would cite the property owner and then perform work and receive reimbursement by charging the property owner. Though not used for snow clearing, this method could be considered to encourage or enhance the sidewalk clearing. Additionally, other cities including Coeur d'Alene, Idaho and Sioux Falls, South Dakota are using snow gates. Though not a standard policy, it is used by many cities (21 of the 24 benchmark agencies) in support of minimizing some snow in private driveways and public street intersections. The City of Spokane, in 2018, is installing snow gates on some City trucks and loaders to help prevent snow from piling up along driveways as snow is being plowed. Snow LA Consulting, Inc. — September 2018 86 City of Spokane Valley Draft Report gates are devices that allow for snow to be trapped on the snow plow by a hydraulic gate that is attached to the plow (grader or front-end loaders), or an additional piece of equipment that follows behind the plow. The snow gate is activated to collect snow from being selectively deposited in roadside berms. It is used is to minimize berms on driveways and intersections by transporting snow past these locations. The snow gate is used by several cities and the technology has been utilized for over ten years. The advantage of gates is reducing impacts to property owners by minimizing their need to clear their driveways while the disadvantage has been reported to increase snow operations time, cost more and result in narrower cleared travel ways. A comparative study done in one city for a complete season in 2010-2011 (Snow Alert and Removal Information, 2018). The resulting study indicated a 23% increase in operational time and 31% more fuel usage by using snow gates. This evaluation also reported a 33% increase in cost and larger snow events added operational issues with using the gates. The literature on impacts of snow gates is limited and those cities who use it believe it does improve service. Most cities LAC researched have expressed a variety of concerns including slowing of clearing process, longer snow clearing cycles, enhanced maintenance of gates, increased time for installing and removing attachments, and the narrowing of the cleared streets width. These concerns, along with additional cost to taxpayers to assist property owners to clear their driveways, are reasons that some agencies choose not to utilize this technology. 3.2.20 A flat fee for stormwater is charged for residential units and a variable rate based on square footage for all other units. City's rate is considerably lower than other Washington cities There is a flat fee for stormwater for all residential units. The fee is $21 per unit, per year for single-family, duplex, triplex, and fourplex units. A variable rate is applied for all other units of commercial, industrial, businesses, recreation centers, and churches, that is based on square footage. The fee is $21 for every 3,160 SF of impervious surface. This equates to a value of $0.55 per 1,000 square feet, which is less than other benchmarks. Washington cities are in the range of $0.96 to $9.53. 3.2.21 Reserves have reduced over the last four years yet are still within the desired 50% of operating expenses. Fund balance reserves for street capital, street maintenance, stormwater, and pavement preservation have fluctuated from approximately $4.8 million in 2014 to nearly $5.7 million in 2016. The proposed budget in 2018 reports a combined fund balance of $5 million. Although the overall balance is relatively consistent, some variation has occurred in specific fund amounts. For example, the Street Fund balance has reduced from over $2 million in 2014 to approximately $432,000 in 2018. Conversely, the Pavement Preservation Fund balance has increased from nearly $1.6 million in 2014 to over $3.5 million in 2018. LA Consulting, Inc. — September 2018 87 City of Spokane Valley Draft Report Figure 3.2-8 Fund Reserve Balances, Proposed Budget 2014 to 2018 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 Li hi II 2014 2015 2016 2017 2018 Proposed Proposed Proposed Proposed Proposed Budget Budget Budget Budget Budget Pavement Preservation Fund Balance Stormwater Fund Balance Street Fund Balance Street Capital Fund Balance Reserves budgeted in 2018 have reduced 75% since 2014 in Street Maintenance. The balance in the Pavement Preservation Fund, in contrast, has increased by 120% in the same period. The Street Capital Fund and Stormwater Fund are approximately at the same levels as in the 2014 Proposed Budget. The reserves are still within the desired 50% of operating expenses. The total budgeted expenses for street maintenance in 2018 are slightly more than $4.6 million, while budgeted expenses for stormwater in 2018 are less than $2.4 million. 3.2.22 Nonrecurring actual revenue from grants has reduced from $233K in 2013 to zero since 2015 yet is budgeted each year. Some one-time revenues are planned for by the City, but often are not realized. For example, Stormwater Actual Nonrecurring Revenue has reduced from $233,000 in FY13 to $0 in FY15 and FY16. However, an amount continues to be budgeted each year. Nonrecurring budgeted revenue has varied from $200,000 in 2013 to zero in 2014, then up to $509,674 in FY15 and then reduced to $223,800 in 2016. Actual nonrecurring revenue, however, has reduced from $233,165 in 2013 to $76,097 in 2014, then to zero in 2015 and 2016, as shown in Figure 3.2-9. Figure 3.2-9 Stormwater Nonrecurring Revenue, Budget vs Actual 2016 223,800 2015 509,674 2014 76,097 2013 MR 233,165 200,000 ❑ 402 Stormwater Actual Nonrecurring Revenue 402 Stormwater Budgeted Nonrecurring Revenue The result of this difference in planned versus actual is that some functions cannot be funded without utilizing other non -planned revenue sources. LA Consulting, Inc. — September 2018 88 City of Spokane Valley Draft Report 3.2.23 Street Fund revenue is compiled from mainly gas/fuel tax and phone utility tax with many capital projects funded through grants. The actual utility phone tax has reduced by 16% from 2014 to 2016 and is projected to decrease further. The Street Fund Revenue covers snow/ice, traffic control devices, and street and right-of-way maintenance operations, and funds 5.725 FTEs used for both Maintenance and Engineering, as well contracts for the City. The revenue is primarily funded through a gas/fuel tax and a phone utility tax. The phone tax (cell voice only and landline) is projected to decrease. Other revenues are from multimodal transportation, ROW maintenance fees, interest, and miscellaneous sources. Figure 3.2-10 shows the Street Fund Utility Tax Revenue Budget from 2013 to 2018 along with actual revenue amounts from 2013 to 2016. The revenue budget has decreased nearly 35% from $2,900,000 in 2013 to $1,900,000 in 2018. Actual revenues decreased more than 19% from 2013 to 2016 and the City anticipates further reduction in Utility Tax revenue. Figure 3.2-10 Street Fund Utility Tax Revenue — Budget vs Actual 2018 2017 2016 2015 2014 2013 1,900,000 2,000,000 \\\\\\\\\W 2,069,309 lib 2,340,000 \\\\\\\\\\\\\\\\\\\\'i, 2,257,184 2,340,000 �XXXXXXXXXXXXXXXXXXXX2,461,060 2,750,000 2,562,722 2,900,000 Utility Tax Actual Revenue Is Utility Tax Budgeted Revenue 3.3 Organizing 3.3.1 Deputy City Manager span of control is 1:4 and is heavily involved in both the capital and operations aspects of the Department. The Deputy City Manager oversees the functions of Street Maintenance, Engineering, Economic Development, and Buildings. The span of control for the Deputy City Manager is 1:4, who is heavily involved in the capital and operational aspects of the Department. LA Consulting, Inc. — September 2018 89 City of Spokane Valley Draft Report Figure 3.3-1 Community & Public Works Organizational Structure Deputy City Manager Street Supenntendent Maintenance/ Const. Inspect (4 FTE) City Engineer ROW inspector Administrative Assistant Office Assistant Econ Devebpment Manager Senior Engineer Solid Waste Contract Engineer Assistant Engineer Engineer Technician 11 Senior Traffic Engineer Traffic Engineer Engineering Manager Administrative Assistant Senor Engineer Senior Engineer/ Project Manager (3 FTE) Engineer Engineer Tech 11 Engineer Tech I (3 FTE) Development Inspedor ED Specialist (2 FTE) Transportation Planner Grants Engineer Public Information Officer Budding Official Dev. Services Coordinator Engineering Tech Permit Facilitator (2 FTE) Code Enbrcement Officer Office Ass Stant I t Marketing Contract' Office Assistant I/II (2 FTE) Administrative Assstant Assistant Building Official Senior Planner Planner (3FTE) Senior Plans Examiner Budding Inspedor (3 FTE) Office Assistant Planning I Commission The engineering background of the Deputy City Manager, as well as the Council and Manager focus on pavement preservation and infrastructure improvement, has resulted in involvement in specific capital improvement and operational aspects of maintenance and engineering. 3.3.2 Current span of control for the Superintendent is 1:5 which is within normal benchmarks yet increases with part-time staff during the snow season. The Maintenance Construction Inspectors assist with part-time staff during snow season. The current span of control for the Streets Superintendent is 1:5, which is in a normal range among LAC' s benchmark agencies of 1:4 to 1:8. Figure 3.3-2 shows the organizational structure of the Streets group. However, this span of control increases as more part-time staff are added during the snow season, although the Maintenance Construction Inspectors assist in directing and monitoring the part-time staff. This could increase the span -of -control for the Superintendent up to 1:10 if including a regular number of part-time seasonal staff without this assistance. LA Consulting, Inc. — September 2018 90 City of Spokane Valley Draft Report Figure 3.3-2 Streets Organizational Structure Street Superintendent Shane Arlt Maintenance/Const. Inspectors Tom Danielson Brant Collier Dana Haugen Michael Bergan ROW Inspector Scott Wallace 3.3.3 Current span of control for the City Engineer is 1:9 and is on the high-end of normal benchmark spans of control. The City Engineer is the head of the Engineering group and has a span of control of 1:8. This is on the high-end of the normal range compared to LAC's benchmark agencies. The Engineer Manager, who reports to the City Engineer, has a span of control of 1:12 in seven (7) different functions. The Engineering group, outlined in Figure 3.3-3, covers four (4) major areas of activities, which are Development Engineering, Capital Project Management, Water Resources, and Floodplain Management. Figure 3.3-3 Engineering Organizational Structure City Engineer Bill Helbig Administrative Assistant Lorri Latiola is Senior Engineer h Henry Allen Engineer Chad Phillips Assistant Engineer Vacant Engineer Technicia n11 Aaron Clary Senior Traffic Engineer L Ray Wright Traffic Engineer h Ryan Kipp Grants Engineer Engineer Manager Gloria Mantz Senior Engineer Chad Riggs Senior Engineer/ Project Manager Erica Amsden Cra i g Al d wo rth Rob Lochmiller Development Inspector Ken Vandyk Administrative Assistant CandiceP-Henderson Engineer Jeremiah Schreindl Engineer Technician!! Pete Fisch Vacant Engineer Technician) Ma rcy Holt John Johnson Jared Fisher LA Consulting, Inc. — September 2018 91 City of Spokane Valley Draft Report This is a high span of control for a position at this level, in addition to guiding various disciplines. With seasoned staff, this appears to work now, but it can create issues with direction and alignment with new employees. 3.3.4 Staffing levels have been consistent over the past 11 years while some key asset inventories have increased slightly. Staffing history reported in the City budget has decreased 3% from 92.15 FTEs budgeted in 2008 to 89.25 FTEs budgeted in 2018. In contrast, some key asset inventories have increased slightly over that period, such as road miles from 438 miles to 461 miles, or more than 5%, and catch basins increasing nearly 19% from an estimated 3,400 in 2008 up to 4,038 basins in 2016. Manhole and storm drain cover inventory increased 9.6% from 10,600 in 2008 to 11,620 in 2016, and total stormwater pipe length increased from 22 miles in 2008 to 29 miles in 2016, or nearly 32%. Actual staffing does not appear directly related to current workload instead uses historical experience of the City. Many agencies utilize an automated system to determine resources based on specific work levels, along with levels of service, mandates, and responsible infrastructure. 3.3.5 A combination of work schedules exists with schedules adjusted seasonally. The Department has various work schedules for different staff, which are also adjusted seasonally. Most CPW staff work eighty (80) hours over nine (9) days (9@80), with alternate Fridays off. Three staff — the Senior Engineer, Senior Traffic Engineer, and the Engineering Tech I — are on a schedule of eight (8) hours a day, five (5) days a week (5@8). Community and Public Works staff schedules are shown in Figure 3.3-4. Maintenance staff have seasonal work shifts. During the summer, Maintenance staff work 10 - hour days, 4 days per week (4@10) schedules with either Mondays or Fridays off. In the winter, staff generally work a regular 5@8 schedule Monday through Friday. Figure 3.3-5 shows the Maintenance staff seasonal schedules. LA Consulting, Inc. — September 2018 92 City of Spokane Valley Draft Report Figure 3.3-4 Community and Public Works Staff Schedules Community and Public Works Staff Schedules Engineering - Street Maintenance - Storrnwater- Traffic Employee First Friday Second Friday Employee MM -Th Fridau M -Th da Fr}v Sill Helbig 7:30-5:00 PM 8:00-5:00 PM 7:30-5:00 PM Off Chad Phillips 7:00-430 PM 7:00-3:30 PM 7:00-4:30 PM Off Chad Riggs 7:313-5:00 PM 8:00-5:00 PM 7:30-5:00 PM Off Craig Aldworth 7:30-5:00 PM 7:30-4:00 PM 7:30-5:00 PM Off Jared Fisher 6:30-4:00 PM 6:30-3:00 PM 6:30-4:00 PM Off Jerimiah Schriendl 8:00-5:30 PM 8:00-4:30 PM 8:00-5:30 PM Off John Hohman 8:00-5:00 PM 8:004:06 PM 8:00-5:00 PM Off Lorn Latiolais 7:30-5:00 PM 8:00-5:00 PM 7:30-5:00 PM Off Scott 4Wa0ace 6:30-4:00 PM 7:00-4:00 PM 6:30-4:00 PM Off Shane Arlt 7:00-4:30 PM 7:00-3:30 PM 7:00-4:30 PM Off Aaron Clary 7:30-5:00 PM Off 7:30-5:00 PM 7:30-4:00 PM Candice P. Henderson 7:30-5:00 PM Off 7:30-5:00 PM 8:00-5:00 PM Erica Amsden 7:00-4:30 PM Off 7:30-4:30 PM 7:00-3:30 PM Gloria Man= 7:30-5:00 PM Off 730-5:00 PM 7:30-4:00 PM Ken Van Dyk 5:30-4:00 PM Off 630-4:00 PM 7:30-4:00 PM Marcy Holt 7:00-4:30 PM Off 7:00-4:30 PM 7:00-3:30 PM Pete Fisch 7:00-4:30 PM Off 7:00-4:30 PM 7:00-3:30 PM lob Lochrniller 7:00-4:30 PM Off 7:00-4:30 PM 7:00-3:30 PM Ryan Kipp 7:00-4:30 PM Off 7:00-4:30 PM 7:00-4:00 PM Henry Allen 8:044:30 PM 8:00-430 PM 3:00-4:30 PM 8:00-4:30 PM John Johnson 8:00-5:00 PM 8:00-5:00 PM 3:00-5:00 PM 8:00-5:00 PM Ray Wright 8:00-5:00 PM 8:00-5.00 PM 8:00-5:90 PM 8:00-5:00 PM Figure 3.3-5 Maintenance Staff Seasonal Schedules Maintenance Staff - Summer Schedule Employee M -Th Fri Monday Tu -F Mike Bergen - - Off 6.30-5.00 PM Tom Danielson 6:30-5:00 PM Off - - Dana Haugen 7:00-4:00 PM 7:00-4:00 PM - - Brant Collier 6:30-5:00 PM Off Maintenance Staff - Winter Schedule Employee M -F Mike Bergen 7:00-3:30 PM Tom Danielson 5:041:50 PM Dana Haugen 5:041:30 PM Brant Collier 4:00 PM -12:30 AM The City uses various schedules throughout the year. Although some schedules appear work- related, others may be for the accommodation of city personnel. 3.3.6 City uses a combination of many available resources to perform maintenance and operations work with over 71% allocated to private, County, and WSDOT contracts. The City performs work using a combination of resources. Maintenance and operations work is performed by a combination of in-house staff, private contracts, government support contracts, incarcerated assistance, and day labor support. Figure 3.3-6 shows the breakdown of the estimated expense by resource type. LA Consulting, Inc. — September 2018 93 City of Spokane Valley Draft Report Figure 3.3-6 Breakdown of Estimated Expense by Resource Type Private contract 55% County contract 11% State contract 5% Street Fund (wage/ben/supplies) 18% Stormwater Fund (wage/ben/supplies) 10% Incarcerated labor 1% LAC estimated the cost of all resources to be $5,810,704 using the 2018 budget and current contracts. The Street Fund portion consists of $771,019 in salaries & benefits, $112,500 in supplies and a portion of services and charges equaling $101,225 comprised of various other expenditures. Stormwater expenses consist of $557,157 in salaries & benefits, $14,800 in supplies, and $14,500 in other expenditures for drain rock, vehicle fuel, and small tools. The County contract amount is $630,000 and the WSDOT Contract amount is $265,000. Private contracts were estimated at $3,191,318 and a total of $63,484 is allocated to incarcerated labor. In-house staff, however, perform many functions with effort that accounts for nearly 29% of the budget, including a multitude of activities with a focus on seasonal snow operations. In-house staff primarily provide snow and ice support in the winter and contract administration and small projects in other seasons. Some of the other activities with which they are involved include pothole patching, vegetation control, snow operations, fleet maintenance, inspection for contracts, bridge inspection, graffiti removal, sidewalk grinding, debris pickup, guardrail, and tree removal. The use of alternative service providers selected in a logical data -driven manner provides the City opportunities to optimize resources yet requires adequate monitoring and inspection. 3.3.7 On two State roadways within the City limits, responsibility is split with pavement being the WSDOT, while the rest of assets in the rights-of-way is the City. Two State roads traverse the City of Spokane Valley. The City and State have joint maintenance responsibility of these roads. There is a total of thirteen (13) miles of State roadway, which includes 8.52 miles on Trent Avenue/SR-290 and 4.56 miles on Pines Road/SR-27. The State is compensated by the City for maintaining roads and rights-of-way and the State is responsible for paving. The City of Spokane Valley and the State of Washington share or split specific maintenance responsibilities. For example, there is shared responsibility for City streets as part of the State Highway System, as established by WSDOT and Association of Washington Cities in 1997 (Revised 2013), as shown in Figure 3.3-7. The table shows the distribution of maintenance tasks LA Consulting, Inc. — September 2018 94 City of Spokane Valley Draft Report for topics such as roadway surfaces, sidewalks, guardrail, ditches/culverts, pavement markings, snow and ice removal, and interchanges. This also differs depending on the size of the City — over or under 25,000 population. Figure 3.3-7 Responsibility for City Streets as Part of the State Highway System (WSDOT and Association of Washington Cities in 1997; Revised 2013) Maintenance Item Cities Over 25,000 Cities Linder 25,000 Roadway Surface: The durable surface material laid down on an area intended to sustain vehicular or foot traffic. State 'tat Roadway Shoulders: The Reserved areas by the verge of a road, generally kept clear of all traffic. State �t..te Sidewalks: City See Note [11] City See Nate [11] Crosswalks: Is a designated point on a road at which some means are employed to assist pedestrians wishing to cross. City See Guideline [C] State See Guideline [C] Channelization: The separation or regulation of conflicting traffic movements into definite paths by means of pavement markings to facilitate the safe and orderly movement of both vehicles and pedestrians. City See Guideline [d] State See Guideline [C] Striping: Road surface striping is used on paved roadways to provide guidance anc information to drivers and pedestrians. City See Guideline [C] State See Guideline [C] ADA Features: Curb Ramps, Landings and Truncated Domes. City See Note [6] City See Note [6] Concrete Curb and Gutter. State State Extruded Curb, Hot Mix Asphalt (HMA]: Placed at the base of fill sections for erosion control. See Note [8] See Note [8] Curb for Traffic Control (C -Curb): Considered as Channelization. City State Curb Cast Integral to Sidewalk. City =i Roundabout Channelization: Pavement Markings and Striping. City stat Curbing within roundabouts: Anything used for channelization i.e. Splitter Islands. State State Raised Medians: The portions of a divided street separating vehicular traffic traveling in opposite directions. See Note [4] See Note [4] Bike Lanes: Dedicated lanes for the use of bicyclists. City See Note [5] State See Note [5] Stability of Cut & Fill Slopes: Slope stability may be defined as the resistance of inclined surface to failure by sliding or collapsing. City State Although responsibility is shared, the WSDOT does all the work and is reimbursed by the City for other work that is not part of their responsibility. This creates financial and logistical issues. First, the City coordinates and monitors the WSDOT work and effort. Secondly, the City authorizes payment with approximately $20K in charges during a normal month. The WSDOT bills the City monthly following an agreement. The billing provided lists resources used, as well as an outline of work done by general category. LA Consulting, Inc. — September 2018 95 City of Spokane Valley Draft Report 3.3.8 County provides signal & sign maintenance with oversight by the City's Traffic Engineer. Many similar agencies provide this service internally or by private contract. The City has governmental contracts with the County, as well as the State. The City contracts the County to provide maintenance, with oversight by the Traffic Engineer. There are 86 traffic signals in the City, as well as approximately 21,000 traffic signs and markings for maintenance, installation, and repair. The County staffs five (5) employees for signal work, who are paid on a time -and -material basis. Approximately $630,000 is paid by the City to the County for signal & sign maintenance work. Figure 3.3-8 shows a six-month summary from January 2018 to June 2018 with the total amount of charges and overhead invoiced by the County. Figure 3.3-8 Six -Month Summary of County Traffic Invoices Month (2018) Amount Admin OH Total Due Jan 27,033 4,485 31,517 Feb 51,782 8,591 60,372 Mar 32,427 5,380 37,806 Apr 43,468 7,211 50,679 May 54,746 9,082 63,828 Jun 61,018 10,123 71,141 6 -month total 270,473 44,871 315,345 Average Monthly 45,079 7,479 52,557 Estimated Annual 540,946 89,743 630,689 The City contracts with the County for signals, signs, and markings work. The City support uses most of the County's four team Traffic Signal group. In fact, eighty-six (86) of the one -hundred twelve (112) signals that the County is responsible for belong to Spokane Valley. Other similar city agencies provide traffic services using internal staff or by private contractor. 3.3.9 The City has multiple agreements with the State for roads, bridges, traffic signs & signals, and stormwater processing. The City has multiple agreements with the State for shared responsibilities and payment for roads, bridges, traffic signs and signals, and stormwater maintenance and operations. Not including County or other agreements, the four agreements with the State regarding the Public Works Department operations are the following. 2003 Master Agreement for Roadway Maintenance (GM -01399); SR -27 (PINES) and SR -290 (TRENT) Per this Agreement, the City reviews paving plans, while the State performs sweeping/dust control, litter pick up, weed control, plowing/sanding/deicing, winter sand/sidewalk cleaning, and emergency maintenance, and maintains catch basins/drains and signs and markings on the two (2) State highways within City limits. The City reimburses the State for work performed with an estimated total annual cost of $207,000. LA Consulting, Inc. — September 2018 96 City of Spokane Valley Draft Report 2009 Maintenance of City Owned Traffic Signals, Illumination & ITS The State performs signal phasing/timing, removal/replacement, routine PM, maintains interconnects, performs locates, recordkeeping, and emergency maintenance of City - owned traffic signals, illumination, and ITS. The City reimburses the State for work performed. The City has one -hundred twenty-six (126) luminaires, which cost $31,374, including $12,474 for preventative maintenance, $12,600 for emergency maintenance, and $6,300 for locates. Eleven (11) signals and eighty-three (83) luminaires cost $59,402, while each signal PM costs $1,761.88. WSDOT Bridge Inspection There are five (5) bridges in the City, for which the City reimburses State to perform inspections. The maximum cost for bridge inspection work is $25,000. WSDOT Regional Decant Facility The design and construction of the WSDOT Regional Decant Facility in the City of Spokane Valley is managed by City staff. The City received $150,000 for construction expenses, while the City reimburses the State for operations and maintenance work. WSDOT receives payment for work on their own assets. This is required by Washington State statutes, which are different than some other states. 3.3.10 The cost of traffic support for County and City are very reasonable based on specific unit cost such as signal PM and annual maintenance. Each traffic signal intersection PM by the State costs $1,762, with a total of $4,181 for all maintenance per signal per year. The County actual total annual cost per signal is $4,214 and did not have a cost per PM. The County cost for signs averages $1.79 per sign for annual maintenance. Based on LAC's experience with complete intersection overhead and ground PMs, these alone may cost $2,500 to $3,500, with additional cost for other services. The sign cost is less than one- third (1/3) of what LAC has experienced. If the quality meets the City's expectations, then both unit costs for signals appear very reasonable, as does the sign maintenance effort for the County. It would be very difficult from financial prospective to do this in-house and, while there may be other contractors, these costs are very competitive. 3.3.11 County work reporting shows a time -and -material effort broken down by six categories without specific work accomplishment units. The County has $630,000 in contracts to provide support for the City of Spokane Valley. Spokane County bills monthly via tracking and provides their own work reporting information to the City. County work reporting shows a time -and -material effort broken down into six categories but lacks specific work accomplishment units. A one-month sample of invoice support data provided from April 2018 shows 545 labor hours by fourteen (14) named employees. The activity breakdown in the sample shows Traffic Signal LA Consulting, Inc. — September 2018 97 City of Spokane Valley Draft Report Maintenance (81%), Traffic Sign Maintenance (7%), Crosswalks & Pavement Striping (4%), Accident Repair — Signals (1%), and Sign Vandalism (1%). Figure 3.3-9 shows a six-month compilation of billing that, when projected, is contract amount. Figure 3.3-9 Spokane County Services Invoice Summary Services / Projects Amount Admin OH 6 -Month Estimated Total Annual 14,685 2,436 17,121 34,242 16,106 2,672 18,777 37,555 155,432 25,786 181,218 362,436 3,880 644 4,523 9,047 35,227 5,844 41,071 82,142 262,711 525,422 52,634 105,267 LEGEND SIGN SIGNAL STRIPE TRAFALL Total Services Other Projects Service + Projects 315,345 630,689 Messages (5%), very close to the The total overhead cost for these activities was $37,832, including wages, benefits, equipment, and materials. A benefit rate of 46.3% or 64.1% is used per employee. The type of breakdown by the County makes it very difficult to evaluate work and cost by activity yet their total cost based on the number of City assets seems reasonable. 3.3.12 City utilizes contract support for pavement and other rights-of-way functions using a multi-year contract, as well as street sweeping and vactor truck operations. The City utilizes multi-year private contract support for their pavement and right-of-way functions, street sweeping, and vacuum truck operations. The two (2) primary private contracts are Poe Contracting and AAA Sweeping. Poe Contracting, based in Idaho, received $1,366,663 in FY18 for their support with asphalt and chip seal where they did in 2017 43,000 SY and crack filling. There is also a separate contract for snow operations. In addition to administering the contracts and providing oversight, the City staff integrate into the operations of the contractor by providing the materials for crack filling. The contractor bills for time and material. AAA Sweeping is based in the City of Spokane Valley and has been contracted by the City for street sweeping and vactoring for the past fifteen years. The contractor received $490,200 (approximately $547 per mile) for sweeping and $202,587.50 (approximately $135 per Drywell) for vactoring in FY18. The City competitively select all contractors. The current contractor provides some innovative practices and their yard is located near the City Yard, which simplifies integration with City practices. There is also some integration with staff on drywell maintenance. Work is directed by the Superintendent or City staff. Key functions are outsourced and administered by superintendent along with MCIs. LA Consulting, Inc. — September 2018 98 City of Spokane Valley Draft Report 3.3.13 City uses unique processes for effective performance of work. The City has a unique process for staff integration. In the key functions of crack filling and drywell vactor operations, the City directly integrates contractor effort with experienced MCI employees. This allows for complete control of the function, as well as a reduction of cost and allows for accountability. If staff were not integrated, some on-site inspection would still have to occur, along with more detailed direction and scheduling. Another key effort is the use of incarcerated staff. Incarcerated assistance consists of an inmate crew led by the County Deputy who provide contracted support for much of the manual day-to- day right-of-way maintenance for the City at a cost of $64K annually, or less than $6/hour. There are typically eight to ten (8-10) members used daily who are key in response to work requests with a truck. Manual work that is done includes vegetation control and debris pickup with hand and weed eater tools. These functions are effective and cost-efficient and have been utilized for years. 3.3.14 The City supplements their snow operations with day labor support from multiple sources to operate City equipment. These day laborers are required to have CDL certifications. Support for snow operations in the winter season results in utilization of day labor to assist with snow plowing and operations. An equivalent of 1.5 FTEs with five to seven (5-7) part-time staff are used in this effort. They work directly under the MCI who operate equipment with them. Labor support for snow operations is provided by various private companies, as well as day labor, using City trucks. These day laborers are required to have CDL certifications and are trained annually and managed directly by employees. Some of the day laborers return, but there are new hires annually. The City used seven (7) individual employees for 2,584 hours at a cost of $67,733 per year for snow operations between December 2015 and May 2018. Normally five to six employees are available each season. There were 2,411.5 regular hours reported, as well as 172.5 overtime hours. Assuming 1,760 productive hours per full-time employee, this is equivalent to 1.5 FTEs at a cost of $26.21 per hour. This use of day labor requires annual training and daily direct guidance by MCI employees. 3.3.15 The City has a corporate yard located in the industrial area that is used by City employees and governmental contractors for equipment staging and material storage. The City's Corporate Maintenance Yard is in the northeast of the City in an industrial area. The Yard is used for staging work, gathering and directing employees and the City's governmental contractors, and material and equipment storage. There also is an intelligent transportation system (ITS) station in field office for monitoring traffic flow with multiple screens. Figure LA Consulting, Inc. — September 2018 99 City of Spokane Valley Draft Report 3.3-10 below shows an aerial map view of the City Yard, indicating the location of different uses. Figure 3.3-10 City Corporate Maintenance Yard Shop with a bays Field ofFiee with some supplies Equipment staging HBulk Material Sheltered Material / it Chemicals various apparatus and instruments A complete working yard is used and the four MCIs report here. A fully functioning equipment shop exists on this site with four bays. 3.3.16 An employee is dedicated to fleet maintenance who keeps records, administers small fleet contracts, fabricates, and performs routine maintenance. He also assists in snow and other operations. Preliminary fleet analysis suggests 0.7 FTE needed for equipment maintenance. There is one employee in the Shop at the City Yard who is dedicated to maintaining the City fleet as well as keeping records for fleet maintenance, administering contracts, performing fabrication work, and performing routine preventative maintenance. Fleet Maintenance Operations tracks work in manual records. Records are kept by the in-house Fleet Technician (MCI), who works primarily in Fleet, and includes records for both Street and other City vehicles. A new form has been developed and is now used for PM setup. However, these records are not entered into any automated system, until they are sent to Administration who transfers to the RTA database. The Fleet Technician is already performing a major effort in planning and maintaining the snow operations fleet, and fabrication work. Planning and maintaining the fleet for snow operations is a major effort for staff and the employee also assists with other operations. A preliminary fleet analysis using Vehicle Equivalent Units (VEUs) suggests that 0.7 FTE are needed for regular equipment maintenance. The Fleet maintenance is performed by one person who also assists in the snow plowing and fills in for staff, as necessary, for maintenance and contract administration. LA Consulting, Inc. — September 2018 100 City of Spokane Valley Draft Report Make 3.3.17 Internal service fund exists for all equipment. A plan for truck replacement has been proposed in the 2018 Budget. An internal services fund — Equipment Rental & Replacement (ER&R) Fund 501 — exists for fleet and all equipment. The allocated amount for snow plow trucks was suspended for the current year. New purchases require an initial cost, but replacement funding begins the following year. The funding is based on an estimated useful life (10 years) and replacement cost (+/- $25,000). Plows have a slightly lower estimated lifespan of 7 years. Future purchases are planned with a 33 -year lifespan. After the estimated/planned life, then funding is $1,000 per year for plows and $500 for all other vehicles. Figure 3.3-11 shows the fleet and equipment with estimated year and age of replacement. The fund also covers other equipment, such as the Department's six (6) sanders, three (3) liquid deicers, and 1,000 -gallon tank. Fund transfers started in 2015 and provide a monthly rental rate (lease payment). In FY18, the total lease payment budget was $141,929 for thirty-four (34) vehicles and ten (10) plows. Figure 3.3-11 Equipment Rental & Replacement (ER&R) Fund 501— Equipment Replacement Estimates License Veh Year Year cquired Est Replace Year Age at Replace 5-203 61597D 1995 2009 2031 36 Int'1257/CC DumpTruck 5-204 61598D 1995 2009 2028 33 Int'1257/CC DumpTruck 5-205 61599D 1996 2009 2034 38 I nt'1254/CC FB 5-206 61600D 1996 2009 2022 26 I nt'1254/CC Sander 5-207 63295D 1997 2009 2025 28 257/TM DumpTruck 5-208 63296D 1997 2009 2037 40 257/CC Dump Truck 5-209 63297D 1998 2011 2040 42 Intl D/EX DumpTruck 5-210 63298D 2011 2011 2046 35 I nt'17600 SFA 4X2 2010 5-211 63299D 2000 2012 2043 43 Int'1254Dump Truck 5-218 61572D 2017 Int'17600SFA 6X4 The replacement cycle for the snow plow trucks greatly exceeds APWA and NAFA suggested life. The way that the equipment has been able to maintain this lifespan is due to employee dedication and major enhancement done on equipment by the assigned Maintenance Construction Inspector (fleet mechanic). 3.3.18 Maintenance Construction Inspector (fleet mechanic) is responsible for 44 vehicles and equipment with a main responsibility of having the snow operations equipment prepared and operating. The Maintenance Construction Inspector (fleet mechanic) is responsible for preparing and maintaining equipment in proper operational order, particularly for snow operations equipment. The Inspector manages forty-four (44) active vehicles, including seventeen (17) pickups, ten (10) LA Consulting, Inc. — September 2018 101 City of Spokane Valley Draft Report dump/plows, nine (9) SUVs, four (4) trailers, two (2) sedans, one (1) construction equipment, and one (1) van. The Majority (66%) of vehicles are pickups, sedans, vans, and SUVs, followed by 25% being plows and construction equipment. Work performed for Fleet Maintenance is a combination of in-house, contract, and warranty. Figure 3.3-12 shows the Department's equipment by type and Fund Group. Fi • ure 3.3-12 Equipment Type by Fund Group Fund Group / Equip Tvne Lb COQ Q3- 4.0 9% 2.0 5% 1.0 2% 2.0 5% 4.0 9% 6.5 15% 0.5 1% 3.5 8% 17.5 40% 3.0 7% 1 1 44.0 Building 1 3 CD 2 City Pool 1 Code 2 Park & Rec 2 1 1 Public Works 1 2 2.5 1 Snow 0.5 Stormwater 2.5 1 Street 6.5 10 1 Unknown 2 1 TOTAL 17 10 9 39% 23% 20% 4 2 9% 5% 2% 2% The figure below shows the breakdown by equipment type being maintained where most vehicles are pickups and sedan, yet critical support is for the snow plows. Figure 3.3-13 Active Equipment Types i SUV Dump / 20% Trailer Plow 9% 23% Sedan 5% Construction 2% Compared with other LAC benchmark agencies and industry guidelines, the number of vehicles for which the one fleet mechanic is responsible falls within a normal range of a single mechanic, assuming some contract support. LA Consulting, Inc. — September 2018 102 City of Spokane Valley Draft Report 3.3.19 The average age of rolling stock is 11.1 years, which exceeds LAC, APWA, and NAFA benchmark of 8-10 years. Pickup average age is 10.1 years and dump/plow average age is 17.8 years. The average age of City -owned rolling stock is 11.1 years for forty (40) units. This exceeds LAC's overall benchmark average of eight to ten (8-10) years and APWA and NAFA recommendations. Including trailers, which average 4.5 years for four (4) units, all City equipment average 10.5 years. The seventeen (17) pickups exclusively have an average age of 10.1 years, while the ten (10) dump trucks/plows have an average age of 17.8 years, which is the highest of any other vehicle, although many exceed the expected twelve to fifteen (12-15) years. Figure 3.3-14 shows the quantity, average age, and average annual mileage for each class of equipment. Figure 3.3-14 Average Age and Annual Mileage of City Equipment by Type Equip Type Count Avg Avg Annual Age Mileage Rolling Stock Pickup Dump / Plow SUV Sedan Construction Van Trailers Trailer 4 4.5 All Equipment 44 10.5 40 11.1 17 10.1 4,058 10 17.8 4,255 9 4.8 5,123 2 14.0 2,839 1 8.0 1 15.0 4,010 3.3.20 Snow plow utilization varies annually from 100 to 400 hours and from 1,000 to 7,000 miles. LAC estimated a cost of $44 per hour including all fuel and maintenance or $80 if including ISF. Total hours of utilization for all nine (9) plows between the 2012-13 Winter and 2017-18 Winter range from 914 hours in 2014-15 to 3,741 hours in 2016-17. Total miles range from a low of 13,245 in 2014-15 to a high of 46,901 miles in 2016-17. The average annual operating hours from 2012 to 2017 was 237 per plow and the average annual mileage was 3,072 per plow. The 2018 budget includes $54,000 for in-house plow maintenance and repair, $20,000 for fuel, and $20,000 for outside repairs. An additional $77,929 is allocated to replacement of plow trucks. This equates to a total cost of $94,000 to maintain all nine (9) plows, or approximately $44 per operating hour. This increases to $80 per hour if including the allocation for equipment replacement. LA Consulting, Inc. — September 2018 103 City of Spokane Valley Draft Report Snow plow equipment is used almost exclusively for snow operations during winter. Therefore, the equipment is inactive the rest of the year, although some maintenance occurs year-round. The cost per hour for similar vehicles is $70 to $80 per hour to rent. The City cost per hour is like this benchmark. However, the value is artificially low by the City using vehicle life of 30 plus years. The City tracks usage, which is very low and less than one-third (1/3) of expected annual industry usage. 3.3.21 City operational staff have various training with all Maintenance Construction Inspectors having stormwater and CDL certifications. City operational staff are required to have stormwater training and CDL certification for certain activities. Sixteen (16) other staff have obtained Flagger Training Certification, which is a 3 -year certification. Figure 3.3-15 shows the Flagger Training Certification schedule from 2010 through 2022. Figure 3.3-15 Flagger Training Certification Flagger Training Certification - 3 Year Certification Year training is due Certified Name Dept Comment 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Craig Aldworth CIP stated he doesn't need EricaAmsden CIP x x Jared Fisher CIP 3/14 John Johnson CIP 5/5 Marcy Holt CIP x 3/14 Pete Fisch CIP x x 3/14 Rob Lochmiller CIP 3/14 Ken Van Dyk Com/Dev x 5/5 Greg Stauffer Permit 5/5 Scott Wallace Com/Dev 5/5 Aaron Clary Storm x x 3/14 Chad Phillips Storm Brant Collier Street x x 3/14 Dana Haugen Street x 3/14 Mike Bergan Street x 7/17 5/5 Shane Arlt Street x x 5/5 Tom Danielson Street x x 3/14 Ryan Kipp Traffic x x 3/14 Traffic control, stormwater, and CDL certifications exist, yet no other certifications have been obtained. 3.3.22 Material inventory control process is lacking with most purchases being "just -in - time" ordering or via purchasing cards. Some snow operations and bulk materials are stored at the maintenance yard. The Department uses manual control of material inventory utilization and receipt and there is a lack of an automated systems or process for quality control. Inventory is subject to human error under manual control, which can potentially have major budgeting and scheduling implications. LA Consulting, Inc. — September 2018 104 City of Spokane Valley Draft Report Approval Level(s) Some storage is provided at the City Yard for crack seal materials, sand, stock gravel, and cold mix, which is used by both in-house staff and contractors. The County also stores some traffic materials. 3.3.23 Purchasing limits are established for different approval levels. Different purchasing limits have been established for each approval level. The table in Figure 3.3-16 shows the approval levels needed for each amount range. Director approval is required of all purchases greater than $1,000. City Manager approval is required of all purchases greater than $20,000. A bid is required for all purchases greater than $40,000. Figure 3.3-16 Approvals for Procurement Amt PO Needed Bid 0-999 No No No 1,000 - 14,999 Yes Suggested No 15,000 -19,999 Yes Yes No 20,000 - 39,000 Yes Yes No 40,000 + Yes Yes Yes Federal Funded - Needs a bid None John John John / Mark John / Mark Other agencies have similar limits. For example, in the City of Spokane Public Works Department, up to $5,000 can be used for service/repair orders ($47,400 for short-term rental equipment) and does not require competition up to $10,000. For cases of $25,000 or more, three informal quotes are needed for a single trade or $40,000 for multi -trade and, finally, three written quotes are needed from $25,000-45,000 for single trade or $40,000-90,000 for multi -trade. 3.4 Directing / Scheduling 3.4.1 Work identification comes from various sources with requests placed in the current online work request system. Work is identified through various sources including planned projects, routine programs, inspection, phone calls, email, and field observation. The requests for work have been placed in the eGov system and will be entered in QAlert in the future. Many Public Works agencies in LAC's database include all work requests and work orders in a centralized CMMS database that allow for comprehensive work management and standard reporting of all resources and cost to a specific effort. 3.4.2 Majority of requests reported in 2017 were for potholes (14%), followed by Snow Plowing (13%), Traffic (12%), and Storm Drainage/Erosion (11%). Ten of nineteen types accounted for over 80% of requests. The prior work request database, eGov, was configured with an "Action Form" value that indicated the type of request being made. Of the nineteen (19) types of work requests reported in 2017, ten (10) types accounted for more than 80% of the 1,973 total requests. The most requests in 2017 were for potholes (14%), followed by snow plowing (13%), traffic (12%), and storm drainage/erosion (11%). Together, these four alone were 48% of requests. Figure 3.4-1 shows the LA Consulting, Inc. — September 2018 105 City of Spokane Valley Draft Report breakdown of all submitted requests in 2017 by category. Types in the "other" category include deicing, street sweeping, illegal dumping, weed control, and other priorities of snow plowing. Figure 3.4-1 Breakdown by Type of Request in 2017 Landscaping Right of Ways 5% Roadway Hazards 5% Deicing - Valley Floor Residential Roadways (Priority 4) 5% < OTHER >� 17% Report a Pothole 14% Snow Comments for Review 5% C.A.R.E.S. (General Concern/Comment) 6% Dead animal removal 7% Snow Plowing - Valley Floor Residential Roadways (Priority 4) 13% Traffic 12% Storm Drainage/Erosion 11% Many agencies utilized a CMMS for tracking all requests and subsequent work orders that are linked to specific maintenance tasks and asset. This allows for reporting complete cost and effort to a specific work need or request. 3.4.3 City staff utilize an informal scheduling and assignment process where many HPOs utilize a more structured approach to assignment and scheduling. Department staff utilize an informal process for assignments and scheduling. The City's process consists of preplanned frequencies of inspection and maintenance for stormwater structures and pavement maintenance that are performed by a contractor supplemented with an in-house Maintenance Construction Inspector. Fleet maintenance is based on routine preventive maintenance schedules and as -needed repair requests. Construction projects are managed by the Maintenance Construction Inspectors and incarcerated labor crews are assigned daily by the Superintendent. Winter season scheduling is largely dependent on ice and snow operations. Plow routes are pre - planned and assigned based on storm severity and resource availability. Traffic operations schedules are generally based on projects with some routines for signals, signs, & markings which are performed by the County or the State. Weekly schedules are prepared by the Traffic Engineer to guide the contracts. LA Consulting, Inc. — September 2018 106 City of Spokane Valley Draft Report High-performance organizations (HPOs) often use a more structured approach to assignments and scheduling staff with development of a bi-weekly scheduling process that aligns annual performance goals, resource availability, and planning guidelines to establish accountability. 3.4.4 A general stormwater process exists for the various steps in inspection and condition assessment of stormwater devices that is used for work identification and permit compliance. A general process has been implemented for work identification, as well as permit compliance for inspections and condition assessment of stormwater devices. The processes are outlined in Figure 3.4-2, where each box represents a step and provides a purpose as well as a brief description of the workflow for pre -project inspection, followed by outfall inspection, debris inspection, and condition assessment. Figure 3.4-2 Stormwater Structure Inspection and Condition Assessment Process Pre -Project Inspection Outfall Inspection Debris Inspection Condition Assessment Determines: Which stormwater structures to replace with project Determines: If anyofthe City's 30 outfailsshow signs of pollution Determines: Which stormwater structures need to be cleaned Determines: Which stormwater structures need repairs or replacement Stormwater Report written and passed on to project engineer incorporating replacements; Edit Sormwater 015 Database EPA Outfall Recone--_ar:•:e Inventory/Sample r'e�:ti=rl Field Sire,' r e , . "jai "n I "ete��rap: irr:; •:eld en'. Ll=tuhase `.ene maps w City inspector Clearing Take maps into field and edit Sormwater GIS Database LA Consulting, Inc. — September 2018 107 City of Spokane Valley Draft Report These inspections flowcharts generate work via in-house effort that can then generate needs that can be addressed by a combination of contractor and in-house effort. All needs are documented and linked to the GIS database that can be used to prepare maps of the locations for assignment. 3.5 Controlling / Improving 3.5.1 Fleet tracking is done using a combination of manual files and Excel spreadsheets. The RTA Fleet Management software was utilized by the Department from approximately 2013 until December 2017. It is still available for the Department but is now used minimally. Fleet data, such as inventory, meter, fuel, PM schedules, and PO parts with cost, are now tracked and managed using a combination of manual files and Excel spreadsheets. Figure 3.5-1 shows an example of the vehicle -related expenses tracked in a spreadsheet. Figure 3.5-1 2018 Vehicle Expenses ve 844 a rt depament v 7r vehicle Description pate 4t lRpis cantle H 2017 2017sfs &es 17 P 20 T0talcosts aance n Total Costs 2017 Total Costs 2016 Total Costs 2015 Total Costs 2014 Historical Cost Thru 12/31/13 T vehicle m pcha se prce 12/31/er (12/31/16) 4-031 011i7q 2003 crew SA0(Sold) 32810D $000 $0.00 $0.00 $090 2,95898 5,69368 $5,$52.66 $ 21,115 41 94,062 4.2 01117q 2003 crew SA0(Sold) 32809D $000 $0.00 $0.00 W. 9,51948 6,67540 $16,18428 $ 16,262 93 91,375 CP,4203 Colorado $36260 $189.73 $55233 $0.00 $552.33 $447.88 $1,196.28 2,305.09 2,405 46 80 $6,7.04 $ 18,170 95 43,744 4-034 �0 lI0i7q Dogge Dakota 40205D $97954 $1,629.30 $2,60854 $000 $2,608.94 $1,365.82 $2,304.24 2,663.65 5,84480 $14,78745 $ 22,549 56 72,281 CP,4205 Colorado $1,48740 $1,02249 $2,509.89 $0.00 $2,509.89 $1,040.17 $1,157.86 2,64820 4,31663 $11,672.75 $ 19,702 04 42,089 �0 lI0i7q Jeep Cherokee (s o10) 38904D $74.35 $89.97 $114.32 $800 $114.32 $539.82 $1,980.38 512639 2,20342 $9,884.33 $ 12,200 01 112,675 4.7 Building 2013 Ford Escape SF 536660 $10646 $1,39855 $1,50541 $000 $1,505.41 $2,451.04 $15,425.43 611047 1,90255 $27,39480 $ 24,374 71 42,181 4.8 Building 2013 Ford Escape SF 536670 $1,891.14 $2,34226 $4,23340 $0.00 $4,233A0 $2,594.40 $16,378.21 8,550.00 1,70607 $39,46208 $ 24,374 71 63,219 4.9 011A7q 2014 Forcl Escape SF 584010 $45.64 $147372 $1,519.36 $000 $1,519.36 $1,164.63 $16,704.45 04,58271 $090 $23,971.15 $ 25,247 38 18,478 4-010 CD 2015 Ford Escape SF 534050 $36.39 $1,327.04 $19825 $1,561.68 $000 $1,561.68 $2,011.92 $1$08.79 $000 $090 $5,482.39 $ 23,790 00 13,661 4-011 m 2016 Ford Explorer 534910 $59.62 046597 $21853 $744.52 $000 $744.52 $16097 $0.00 $000 $090 $90549 $ 26,271 45 8,487 Community 065, Total $5,043.24 $9,889.43 $417.18 $15,34.85 r $0.00 r $1;349.85 $11,776.65 $57,055.54 $44,464.97 $.30,748.01 r $1559,395.12 $ 234,059.15 1101 OW Pool 2003 000geca7,a7 40204D $0.00 $15656 $156.56 $000 $156.56 $80724 $660.07 $2,16226 $2,06744 $5,853.67 $ 19,230 42 60,150 $0.00 City Pool Total $0.00 $15555 $0.00 $15.55 $0.00 r $155.55 $807.34 $660.07 $2,162.26 $2,067.44 3-503 Park & Rec 2003 cre,y M Iib (Soni 328110 $800 $000 $000 $090 $2,147.07 $2,140.15 $2,95515 $7,242.37 $ 16,928 64 49,827 3-501 Park & Rec 2004 Ford Taunts 06770D 526851 $10325 $363.76 $0.00 $363.76 $436.70 $1,773.67 $1,379.80 $2,76980 $6,53.73 $ 15,166 32 44,772 3502 Park & Rec 2005 crew SiI37ad0 $000 $8649 $8649 $0.00 $86.49 $835.31 $944.39 $1,969.69 $2,57490 $6,410.78 $ 17,878 90 44,712 3503 Park & Rec 2016 CP, Colorado 53694D $65.30 $1,032.12 $2,49746 $3,595.88 $0.00 $3,595.88 $260.30 $0.00 $000 $000 %3,856.18 $ 24,974 60 1,991 3504 Park aaec 2017 Ford Escape 61502D $11500 549794 51,51847 $2,53141 $000 $2,531.41 $148.96 $0.00 $000 $000 5,610.37 $ 1,290 Parks Toa $441.81 $1,719.80 $4,415.93 $6,577.54 t $0.00 t $6,577.54 $1,681.27 $4,865.13 $5,489.64 $8,299.85 t $26,913.43 .3 78,234.47 2.0 PublIc Works 2003 Ford Explorer53179D $12946 045098 $58044 $0.00 $580.44 $38924 $252.85 $1148.07 $2,55802 $4,828.62 $ 24,790 70 51,836 2.1 Pubtc Works 2004 Ford Taunts 35519D 518698 $331 83 551881 (So0o) $518.81 $287.85 $183.79 $78067 $2,80068 $4,571.80 $ 21,757 88 34,708 2-302 PublIc Works 2004 Dogge Dakota 355180 533532 $79302 $1,128.34 $000 $1,128.34 $1,048.35 $767.73 1,97657 $2,41712 $7,338.11 $ 20,330 30 52,745 2-303 PublIc Works 2014 Ford Escape SE 536980 041.07 $61383 $654.90 $000 $654.90 $984.62 $16,680.10 $4,47677 $090 $22,796.39 $ 25,842 88 9,107 5-2. Street 2008 Ford - $18042 $1,55480 51,73522 $000 $1,735.22 $1,878.08 $1,736.58 3,37427 6,90328 $15,62743 $ 24,334 32 79,015 5-201 Street/Storm 2007 Ford F-250$5882 $1,02190 $1,08022 $000 $1,080.22 $1,396.60 $7,699.47 8,961.84 6,54962 $25,687.75 $ 22,877 64 80,342 5-202 Street 2009 Ford F050 47362D $1,20848 $3,12486 $4,33334 $000 $4,333.34 $4,277.29 $3875.27 $14,32387 8,221.07 $34,230.84 $ 65,673 09 41,753 6403 Street/Storm 2011 Ford - $5828 $1,2307 $1,29335 $000 $1,293.35 $1,681.03 $5357.01 $7,]33.14 5,21827 $21,28220 $ 24,352 48 39,281 6401 Stormarater 2005 Dogge Dakota 40201D $15124 $1,12349 51,27473 $000 $1,274.73 $2,339.07 $5,162.34 $3,973.16 4,77293 $17,52223 $ 24,307 92 79,962 6402 er 2014 Ford Escape SE 536970 041.07 $1,07157 $1,11254 $000 $1,112.64 $1391.22 $17,287.21 $4,588.87 $090 $23,87954 $ 25,842 88 18,353 5-214 Street 2007 CP, Colorado 40210D 524822 $338.23 $58645 $0.00 $58645 $1857.90 $304.87 $86741 $1,67051 $447.14 $ 21,596 37 21,200 5-215 Street 2004 Ford - 513461 $0.00 513461 $000 $134.61 $445.82 $2,113.90 $2,636.06 $2,657.17 $7,937.56 $ 16,363 86 101,499 5-216 Street 2014 Ford F-150 5.02D513426 571526 $84952 $000 $849.52 $1,752.39 $1,425.24 $3,32277 $090 $7,349.92 $ 25,848 88 13,964 5217 Street/Storm 2016 Ford F-25015010 553827 $1,36522 53,14969 $5,053.18 $000 $5,053.18 $9,999.64 $0.00 $000 $000 $15,052.82 $ 32,496 85 3,809 Public rock $3,446.00 $13,740.06 $3,149. 55 $20,335.75 • ($0.001' $20,33575 $28,429.10 $62,04636 $58,163.47 $43,768.67 • $212743.35 $ 377,17605 5-203 Street 1995 Inn 257/CCDump Truck 4 $14,120.97 $3,14691 517,207.88 $0.00 $17,267.88 $8,951.45 $10,972.66 $14157.04 44,58312 $85,932.15 $ 16,900 00 112,498 5-204 Street 1995 1 Dump Truck 4 $6,34758 $3,1046 $9,50704 $0.00 $9,507.04 $13,577.71 $588990 $9,750.81 19,91336 $58,738.82 $ 16,900 00 131,979 5-205 Street 1996 Intl 254/CC FI3 47304D 5948665 $2,709.73 $12,196.38 $000 $12,196.38 $9,439.94 $6,559.66 $11,31980 13,405.44 $52,92122 $ 16,900 00 68,503 5-206 Street 1996 Inn 254/CC $10,20963 $2,79.03 $13,00666 $0.00 $13,006.66 $5,39445 $4,399.65 $9,99624 18,53892 $51,33522 $ 16,900 00 74,847 5-207 Street 1997 257/51$ Sump Truk 47361D $10,85663 $2,53675 $13,79338 $0.00 $13,793.38 $7,013.12 $14,348.66 $914295 19,75236 $64,05047 $ 25,1100 00 157,838 5-208 Street 1997 257/CC Dump Truck47303D 58,53664 5315285 $11,68949 $0.00 $11,68.49 $13,457.03 $8,147.34 16,02388 1010322 $58,42056 $ 17,1100 00 105,979 5-209 Street 1998 Intl EPEX Dump Truck 53177D 511,86845 $2,51526 $14,78371 $0.00 $14,783.71 $6,59693 $12,841.75 17,70049 1310692 $65,02850 $ 16,900 00 107,725 5-210 Street 2011 Inn 7600 SEA O 531780 87,550.38 $4,543 26 $12,093 54 $000 $12,093.64 $5,371.71 $6,909.10 38,82693 $6,84545 $70,046.83 $ 175,401 72 12,256 5-211 Street 2000 Int'l 254 Dump Truck $13,31551 $1,549.69 $115,265.20 $0.00 $15,265.20 $7,29694 $7,625.55 14,69502 $17,92332 $62,805.03 $ 18,1100 00 102,649 5-212 Par/snow 2011 Interstate Flatted Ta 11er 53638D $000 $0.00 $0.00 $090 ($289A0) $13,033.76 $000 $12,74436 $ 22,240 63 NA 5-213 Street 2010 caterpillar 6022193 5527656 $1,51393 $7,19049 $000 $7,190.49 $3,572.65 $19,493.46 $1854042 $1,425.55 $50,22257 $ 99,37245 5218 Street2017 1 $4,099.36 9 51,8.32 $5,996.68 $000 $5,996.68 $090 $0.00 8000 80 .00 $5 $5,6.6CP,eP 2003 510 $0.00 $000 5000 54,32250 $4,52.50 2003 CP, S10 067690 $0.00 $000 $4,430.13 0440.13 Snow .Plow. Total $101,668.36 $31,122.19 $0.00 $132,790.55 $0.00 $132790.55 $80,381.53 $110,321.4 $160,153.58 $174,349.39 $64,996,54 $ 441,514.80 403 PW wanes Taller 53668D $000 $000 $000 W. $12,437.04 $3,109.26 $0.00 $15,54630 $ 15,546.27 NA 404 $43739 $26846.95 So00 $27,284.34 405 PW want $000 $000 $000 W.00 $71.74 56,70642 $0.00 $6,78.16 $ 23,790 00 NA Trailer Total $0.00 $0.00 $0.00 $0.00 $0.00 0.00 $509.13 r $39,283.99 $9,81568 $0.00 49,609 $39,336.27 $0.00 City Wcle Total $110,599.41 $56,628.04 $7,982.80 $175,210.25 ($090) $175,210.25 $123,585.02 $274,232.68 $280,249.60 $259,233.36 $1,112,510.91 $1,189,521.16 RTA Total $110599.41 $56628.04 $7982.80 $175210.25 $175210.25 $123585.02 $274232.68 $280249.60 $259233.36 $1112510.91 Variance $090 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,189,521.16 a.wsec! 2/142017 Preventive maintenance inspections are scheduled twice annually. Labor for repairs and work orders are tracked to each vehicle and the hours are reported on a paper form. An administrative "desk manual" is used in Finance with documented procedures, such as establishing new vehicles in the system and vehicle surplus. The RTA system can also manage a complete fleet inventory with preventive maintenance scheduling, parts kits, fuel system integration, service request/work orders, and equipment downtime, as well as standard reporting for customer billing and performance monitoring. LA Consulting, Inc. - September 2018 108 City of Spokane Valley Draft Report 3.5.2 Reported hours for fleet maintenance have reduced from 459 hours in 2014 to 139 hours in 2017. Approximately 9% of hours tracked for one mechanic in 2017. Reported labor cost is decreasing while parts cost is increasing. The RTA fleet management database has been used by the City for reporting labor hours spent on vehicle maintenance. Industry and benchmark averages suggest approximately 1,500 labor hours of productive "wrench -time" can be expected from one full-time technician. Reported hours for fleet maintenance have reduced from 459 hours in 2014 to 139 hours in 2017, as shown in the graph in Figure 3.5-2. Approximately 9% of hours were tracked for one mechanic in 2017 while best practices recommend 100% of labor reporting. Figure 3.5-2 Labor Hours Reported in RTA 234 127 1 459 289 250 139 1 2012 2013 2014 2015 2016 2017 Figure 3.5-3 shows both labor and parts costs tracked in the RTA database between 2011 and 2017. The total costs in this period have fluctuated, with the highest costs reported in 2014, then falling by nearly half in 2015, and increasing each year through 2017. For 139 labor hours reported in 2017, the cost was $18,480. Additionally, $91,991 in expenses for parts was tracked in 2017. Labor cost is decreasing overall, but the cost for parts has increased over the same period. Lack of complete cost accounting creates difficulty to compile and analyze fleet management practices as well as determine efficiency of operations or cost -benefit of vehicle ownership. Figure 3.5-3 Cost for Labor and Parts Reported in RTA, 2011-2017 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $- 2011 2012 2013 2014 2015 2016 2017 • PARTS • LABOR 3.5.3 The City monitors and tracks drywell cleaning and inspection in their GIS database. The City monitors and tracks drywell cleaning and inspection history in their GIS database. City staff are assigned directly for inspection with the contract crew and document the effort. Most of the drywell effort occurs between June and September. Total drywell inspections by year, shown LA Consulting, Inc. — September 2018 109 City of Spokane Valley Draft Report in Figure 3.5-4, have fluctuated between 2011 and 2017, with the greatest number in 2013 at 2,515 and the lowest in 2017 at 97 inspections. Figure 3.5-4 Total Drywell Inspections by Year 2515 2294 949 900 378 I I i . 97 2011 2012 2013 2014 2015 2016 2017 Total drywell cleanings, shown by year in Figure 3.5-5, have increased overall between 2011 and 2017 with a low of 175 in 2011 and a high of 662 cleanings in 2017. Figure 3.5-5 Total Drywell Cleanings by Year 662 407 175 206 205 236 282 2011 2012 2013 2014 2015 2016 2017 Inspections performed in 2013 resulted in documenting work needed while 407 cleanings occurred in the same year, while a similar amount of inspections in 2015 resulted in fewer cleanings than before. There was an 84% reduction in the amount of inspections in 2017 and then 662 cleanings in the same year. There appears to be a lack of consistency with inspections over the last seven years and the recent documentation of cleanings has varied greatly with in 662 in 2017 being the highest recorded. 3.5.4 The City inspected an average 12.6% of drywells annually from 2011 to 2017. The City cleaned an average 5.2% annually during the same timeframe. Between the years 2011 and 2017, the City performed 6,403 drywell inspections, or 88.4% of the total 7,263 drywells reported in the 2016 CAFR. This is approximately 12.6% annually, or an 8 - year cycle to inspect all drywells. The Stormwater O&M Plan outlines various inspection frequencies for approximately 5,600 drywells based on pretreatment type. Frequencies range from two (2) to ten (10) years and equate to roughly 960 inspections per year. This equates to 13.2% of the current inventory, or approximately 7.6 years inspection cycle which matches the 8 -year cycle reported by the City. LA Consulting, Inc. — September 2018 110 City of Spokane Valley Draft Report Figure 3.5-6 Drywell Inspection Summary Type Qty. Frequency Avg Annual Total drywell inventory (2016 CAFR) 7,263 Included in O&M Plan 5,602 of total Inventory 77.1% City owned Swale/Retention pretreatment 2 2 years 1 no pre-treatment 4,000 5 years 800 CB Type 1 pretreatment 1,500 10 years 150 CB Type 2 pretreatment 100 10 years 10 Not included in O&M Plan 1,661 Average # of inspections per year (all types) 961 Percent of total inventory 13.2% Estimated lifecycle (years) 7.6 During the same period, the City performed 2,173 drywell cleanings, or nearly 30% of the current inventory. This equates to 2.5% annually, or a 40 -year cleaning cycle. The total cleaned in 2017 was 662, which would be 9.1% of the inventory in a single year. This could result in an 11 -year cleaning cycle if maintained year -after -year. There is lack of consistency in the cleaning effort with low efforts in most years. 3.5.5 Number of ROW locates per road mile has increased from 13.8 in 2010 to 20.1 in 2017. This equates to a 45% increase or approximately 6.5% per year. The in-house ROW Inspector performs all right-of-way inspections and reports work manually on a spreadsheet, which includes the number of inspections by month. The total number of locates performed annually has grown from 6,050 locates in 2010 to 9,259 locates in 2017, as shown in Figure 3.5-7. Figure 3.5-7 ROW Inspector Reporting — Annual Locates 10000 8000 6000 4000 2000 0 1 1111111111111 1111111111111 • 1 2010 2011 2012 2013 2014 2015 2016 2017 January February March April May 11 June July • August September • October • November • December Road mile inventory values listed in the CAFR indicate 438 miles from 2010 to 2013, then 461 miles from 2014 to 2017. This equates to 13.8 locates per road mile in 2010, with a 45% increase over seven (7) years, or approximately 6.5% annually, to 20.1 locates per road mile in 2017. LA Consulting, Inc. — September 2018 111 City of Spokane Valley Draft Report Figure 3.5-8 ROW Locates per Road Mile, 2010 to 2017 2017 20.1 2016 a 17.7 2015 17.9 2014 VIII 16.3 2013 VIII 16.9 2012 VIII 13.6 2011 VIII 15.7 2010 13.8 3.5.6 Vendors submit reports for work performed that varies in format and level of detail. One of the Department's primary functions is contract monitoring. The City uses many vendors to support maintenance operations and there is a considerable number of invoices to confirm and compile. The vendors include WSDOT for traffic, roadway, and snow functions, Spokane County Detention Services for work crews, Spokane County Engineering and Roads, Poe Asphalt Paving Inc. for pavement, sidewalk, guardrail, fencing, and drainage, AAA Sweeping, Sunshine Disposal & Recycling, O'Reilly Auto Parts, and Strata for project management. Some vendors provide activity reports that include resource quantities and values with supporting documentation. However, the reports that vendors submit to the Department with their work performed to be reimbursed varies in format and detail. These variations make work reporting for vendors and contractors difficult to compile and manage without considerable reformatting. This makes an overall review of the work effort very difficult, as well. 3.5.7 Accomplishment is compiled from various sources and is stored in many places. Some values appear to be obtained from employee recollection. Work accomplishment values are compiled using statistics from various sources, such as daily reports, contractor invoices, and project documents. Information is stored in multiple electronic documents, as well as some exclusively in hard copy manual files. The City reports accomplishment in an annual presentation, as well as in the CAFR. Some reported values appear to be based on estimates or employee recollection, without a single source for gathering data. Many agencies include all work accomplishment in the same system to allow for comprehensive reporting and resource balancing across all programs. This lack of work accomplishment makes unit costing problematic and statistical comparison over time very difficult. 3.5.8 Some of the standard financial reports have accomplishment data for a 10 -year period that is compiled from various sources. The Comprehensive Annual Financial Reports (CAFR) provided by the City for the years 2007, 2014, and 2016 contain statistics on capital assets and operating indicators. A multi-year history of operating indicators and capital asset statistics for the years 2005 through 2016 are shown in Figure 3.5-9 and Figure 3.5-10, respectively. LA Consulting, Inc. — September 2018 112 City of Spokane Valley Draft Report Figure 3.5-9 Operating Indicators Reported in CAFR Operating Indicators by Function 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Highways & streets (surface in mi les) 425 431 438 438 438 438 438 438 438 461 461 461 Potholes repaired 412 430 460 458 436 540 748 1,550 2,133 607 482 606 Street right -a -way permits 245 287 328 358 296 261 390 392 467 713 767 829 Local Gov't road expenditures per capita $ 37 $ 34 $ 48 $ 61 $ 47 $ 43 $ 41 $ 41 $ 51 $ 53 $ 48 $ 48 Avg daily traffic counts 1-90 at Sprague 104,000 105,000 109,000 110,000 109,000 107,000 108,000 108,000 108,000 114,000 118,000 107,000 Avg daily traffic counts 1-90 at Pines 75,000 75,000 79,000 81,000 75,000 70,000 70,000 70,000 70,000 75,000 81,000 70,000 Avg daily traffic counts 1-90 at Sullivan 64,000 65,000 66,000 69,000 67,000 66,000 63,000 63,000 63,000 70,000 75,000 66,000 Storm ditches (measured in miles) 10 10 10 11 11 11 11 11 11 11 11 11 Ponds 23 23 24 28 35 38 38 39 39 41 41 106 Swa les (measured in miles) 7 7 9 10 10 10 10 11 11 12 12 12 Figure 3.5-10 Capital Asset Statistics Reported in CAFR Capital Asset Statistics Street facility building and yard Concrete pavement centerline miles Aspha It pavement centerl ine miles Bituminous centerline miles Gravel centerline mi les Bridges Traffic Signals Flashing beacons school zone 4 -Way intersection control flashing beacons Rectangular Rapid flashing beacons (RRFB) Digital Message Sign (DMS) Standalone Traffic Cameras D rywel I s Catchbasins Curb/sidewal kdrops Manhole & stormdrain covers (square & round) Culverts Pump systems Stormwater pipe (not combined with sewer, miles) 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 1 1 1 1 1 1 3 4 5 5 5 6 6 7 7 7 7 7 322 327 334 335 335 335 335 334 334 334 365 371 90 90 88 88 88 87 87 88 88 88 84 82 10 10 11 10 10 10 10 9 9 9 1 1 4 4 4 4 4 4 4 4 4 4 4 4 74 82 86 86 86 86 86 86 86 85 85 86 10 10 16 16 20 20 24 32 32 36 36 36 5 5 4 4 4 4 4 4 4 3 3 3 - - - - - - - 14 14 14 16 16 1 1 1 1 1 1 1 - - - - 3 3 4 4 8 8 9 9 7,000 7,000 71000 7,200 7,330 7,376 7,262. 7,189. 7439 5,751 5,738 7263 3,000 3,000 31000. 3400 3,410. 3,607 3,627. 3,687 3,831. 3,906 4,008 4038 2,000 2,000 21000 2400 2480 2,473 2,479 2,487 2,801 2,932 3,116 3148 10,400 10,400 10,400 10,600 10,600 11,154 11,162 11,175 11,270 12,589 13,028 11620 100 100 100 100 106 106 106 106 110 51 67 2 2 2 4 4 4 4 4 4 4 4 4 4 15 15 18 22 22 24 24 25 27 12 12 29 Values appear to be compiled from various sources, as the quantity of highway and streets miles in the operating indicators matched from 2005 until 2013 but varied in 2014. The value of 461 miles in the operating indicators does not equal the amount of 439 centerline miles in the capital asset statistics, consisting of 7 concrete miles, 334 asphalt miles, 88 bituminous miles, and 9 gravel miles. This is approximately a 5% difference. A similar occurrence in 2015 shows 461 miles in the operating indicators, yet the sum of centerline miles reported in the capital asset statistics equals 458. Although it is only a small percentage difference, it suggests data is obtained from various, disconnected sources. 3.5.9 Many desired management functions are being partially performed. Those that exist lack linkage or integration. A good business practice, which Washington CRAB requires for Washington counties, is a complete management system. The Public Works Department is performing some functions of the ideal maintenance management process, which has various processes within each of the four phases. The four phases are Planning, Organizing, Directing, and Controlling. Figure 3.5-11 maps the ideal maintenance management process and indicates those functions that the City is performing with a red check mark. Processes marked with a "P' are being partially performed. LA Consulting, Inc. - September 2018 113 City of Spokane Valley Draft Report Work f Activities Figure 3.5-11 City of Spokane Valley Maintenance Management Process PLANNING ORGANIZING Resource Data 1 Activity Guidelines Feature Inventory & Condition Assessment Annual Work Program and Budget Level o Effort Resource Requirements Workload Distribution DIRECTING Work Requests H Work Calendar CONTROLLING Field Performance t Work Performanc Scheduling Work and Cost —' and Reporting Reports Assignments - , Work Backlog Evaluation and Management Action 4 Update Planning Values Some specific work activities for street maintenance and stormwater management are used both internally and by various contract crews, which are provided in monthly invoices along with resource costs for labor, equipment, and materials. Internal costs for labor are tracked only in the payroll system without any overhead applied. Equipment rates are applied by some contracted resources, yet internal equipment rates are not calculated or utilized for work costing. Various partial asset inventories are stored in unlinked and often independent databases with some discrepancies in the reported values. Activity guidelines are lacking, although maintenance service levels have been established for many asset systems that are mostly based on the NPDES permit requirements. A comprehensive work program and performance budget is lacking. Resource requirements and the work calendar are not developed, which allow for determining the annual workload distribution. A work request system is in place and currently being upgraded to enhance capabilities. Work scheduling occurs informally and varies among crews. Backlogged work appears to be minimal but is difficult to determine as it is not reported in any system. Work reporting is done by most contract labor forces in various formats and levels of detail. Internal work reporting of labor hours is tracked to some projects, yet most work is generalized without performance or costing reported in a central database. Several employees are tracking some effort and accomplishment in separate spreadsheets and databases; however, those functions that do exist generally lack linkage or integration. The ideal maintenance management process is a systematic approach to continuous improvement. Once fully implemented, the functions of the Controlling phase, such as updating planning values, will inform the work activities in the Planning phase, and so forth. This is not yet occurring. Finally, as a working example the Washington State County Road Administration Board (CRAB) requires a complete management system for all Counties that includes these key components of the ideal maintenance management system described above. In addition, APWA (American Public Works Association, 2008) outlined the same process that can allow an agency to optimize resources and establish a continuous improvement process. LA Consulting, Inc. — September 2018 114 City of Spokane Valley Draft Report SECTION 4 RECOMMENDATIONS This section outlines the details of the recommendations for the maintenance and operations functions in the Department. The forty-nine (49) recommendations are not in priority order but are in a suggested implementation sequence. Further, the recommendations are related in many cases so that complete benefits indicated may not occur without the prior recommendations being implemented. The following recommendations are structured in five sections to further assist with improving existing operations. 4.1 General / Systems 4.1.1 Annually select and utilize employee teams to implement continuous improvement processes, such as the development and enhancement of work activities with documented work methods and performance plans. City employees have shown an earnest desire to implement good business practices. Staff are seasoned with considerable experience. Employee involvement is a key component in the implementation and acceptance of effective improvement processes. Employee support can be further enhanced by establishing capable employee teams. This employee involvement will provide a conduit for ideas and the flow of information during the implementation. Key involvement includes the development of work methods, annual work plans and equipment needs. Supervisors and senior workers would then be consulted on the work methods and activity guidelines to ensure valuable input is obtained from those employees closest to the work. The involvement of employee teams is crucial to a successful implementation and development of methods for continuous improvement. The teams would be used on an annual basis to update work methods and guidelines, as well as to review the annual work plans. 4.1.2 Develop an explicit mission statement that aligns with the Council mission statement and work being performed. Include vision with both efficiency as well as effectiveness goals. The Community and Public Works Department's mission statement supports the City Council's mission and focus on effective service delivery, as well as being responsive and providing and managing the County's infrastructure and facilities. Whereas, the Council's mission statement explicitly addresses efficiency, the Department's mission statement lacks efficacy and efficiency components, where both effectiveness and efficiency are often joint goals for High -Performance Organizations (De Waal, 2016). The mission and vision should also explicitly align with the work that is being performed. 4.1.3 Establish goals that link to performance benchmarks. Monitor benchmarks monthly using standard reports to help guide adherence. The Department has developed some explicit goals that are included in the City's budget and other documents. However, facilitated management teams should be organized for each group within the Department to establish specific goals that identify both specific efficiency and effectiveness measures. The teams and management should review the vision and mission statements of the Department while developing their objectives and performance measures to ensure they are linked. The goals and statements should be linked to quantifiable performance LA Consulting, Inc. — September 2018 115 City of Spokane Valley Draft Report measures to allow for periodic progress evaluations. Efficiency items such as unit cost, productivity (work units/hour), and total cost should be included within each goal. The measures used to communicate the performance of the Department should include measures that represent the full range of the Department's mission. These measures should be integrated within the CMMS database to record work accomplishment and to directly facilitate automated and standardized status reports. This would allow for the performance measures to be readily computed, as well as be monitored on a continuous basis. This would also facilitate increased transparency and accountability to better manage performance and take short-term action to meet the planned goals. This would ensure the Department will have benchmark data to compare to other agencies and industry norms. The generated reports should be reviewed monthly to monitor benchmarks and ensure that the established goals are being met. 4.1.4 Document storm events annually and establish a procedure to determine severity rating. Compare the severity rating against resource utilization to establish benchmark for snow and ice operations. Monitor annually and use as an input to determine resource needs and ranges. Snowfall can have a very significant impact on the community, despite considerable internal support of full-time and part-time employees and on-call contract services for motor graders and drivers. The Department should enhance its ability to monitor storm events and project equipment and crews needed based on an anticipated severity rating. Resource utilization should be compared year-to-year and against other agencies, along with total snowfall, timing, and frequency of work, to establish benchmarks and a severity rating relating to snow and ice operations. Benchmarks should be monitored annually and updated to use as an input for work planning and determination of resource needs. 4.1.5 Establish a complete CMMS that combines asset inventory, performance planning, scheduling, work reporting, and cost. Establish capabilities for transportation planning and stormwater management and integrate GIS. Consider a hosted solution to reduce overhead costs. The Department is currently using multiple unlinked systems for work management that are not fully capturing work being done, along with resources utilized due to a lack of consistency and integration of databases. Consideration should be given to adopting an integrated asset and work management system. The Department should consider transferring its CMMS responsibility to a hosted solution to reduce the overhead costs. Additionally, the CMMS should be complete with the capability to combine asset inventory, performance planning, work reporting, and cost so that they are linked. The Department should also consider a system that can manage transportation planning and stormwater management. The City is utilizing a GIS database to identify, visualize, and publish routines both for public information and its own operational efforts. When selecting a CMMS database, the Department should integrate or link its GIS database and all its other applicable systems to simplify the sharing of operational data between groups and reduce the redundancies of entering and publishing data. The integration can also help to more accurately inform employees of the work needed to be done and give them the exact location by coordinates or shown on a map. LA Consulting, Inc. — September 2018 116 City of Spokane Valley Draft Report 4.2 Planning 4.2.1 Establish and maintain a spatial database of critical infrastructure assets including all stormwater structures, conveyance, and right-of-way such as signs, signals, and pavement markings. The Department has a Stormwater Asset Summary from the Stormwater Management Program Plan. A spatial database should be established and maintained to convey critical stormwater and right-of-way infrastructure assets, such as structures, conveyance, signs, signals, and pavement markings. Many of these traffic -related assets are not being fully being accounted for in the existing database. Developing a high-performance and easy -to -navigate spatial database allows staff and the public to visualize the location of assets and surrounding conditions, as well as work that was previously completed or projected to be completed at the same location. 4.2.2 Document asset data management procedures for creation, update, and removal of assets from the inventory database. Asset inventory quantities vary among sources and are recorded in multiple databases. The Department should use a facilitated team of management employees to develop a comprehensive and standardized set of procedures for the creation, update, and removal of assets from the inventory database. These procedures, once approved, should be fully documented, stored, and utilized by employees when using the CMMS and recording and tracking data to ensure consistency and accuracy. 4.2.3 Establish preventive pavement maintenance program on local streets to focus on meeting the environmental impacts and incorporate into the PMS. Local streets account for 67% of the total pavement area. These streets receive minimal heavy traffic loading from trucks and other multi -axle vehicles. Most of their deterioration on local streets is a result of the environmental conditions of sun, rain, snow, and ice. A preventive pavement maintenance program should be established for local streets to focus on meeting the impact of these environmental factors. A preventive program should be established that incorporates such practices as crack filling, roadway sealing, and micro surfacing. This type of strategy can help to maintain these local streets and optimize lifecycle costs. Once established, the preventive maintenance program should be incorporated into the PMS improvement strategies. 4.2.4 Develop in-house capabilities to perform bridge inspection with supplemental contract support. The WSDOT requires bridge inspections to be done biannually. Bridge inspections, as well as planning and design, are coordinated by an Engineering Technician II and performed jointly with a consultant. The data is then stored in the WSDOT database. The Department should develop its own in-house capabilities to perform bridge inspections with supplemental contract support. The utilization of in-house staff who are currently partially trained in bridge inspections will reduce costs and fully utilize City resources. Any specific specialty structural support should be supported with an experienced consultant. LA Consulting, Inc. — September 2018 117 City of Spokane Valley Draft Report 4.2.5 Confirm steady state street needs and establish a long-range lifecycle capital improvement program using an enhanced pavement management program. The IMS Pavement Assessment found that $6.3 million is needed just to maintain a "steady state" of road conditions in the City at their current level (PCI 71). This amount should be confirmed and then the Department should use an enhanced pavement management program to establish a long-range lifecycle capital improvement program with the potential to improve the PCI above the steady state conditions. Currently, the City is budgeting $4 million for street rehabilitation in 2018. This amount of effort is less than the desired amount indicated by IMS and could potentially result in a reduction of the quality of the pavement asset inventory. 4.2.6 Develop standard activities with facilitated employee teams for work tracking with a measurable work unit for reporting accomplishment. Each group in the Department lacks documented definitions and quantifiable reporting units for its work activities, creating potential issues with tracking and accountability. Additionally, activity lists are retained in different types of databases, yet each list is unique to their respective database. The communication of standard definitions for all work activities that the Department performs assists staff and management in understanding the tasks and providing guidance and expectations to employees. Facilitated employee teams, as outlined in previous recommendations, should be used to help develop lists of activities with quantifiable reporting units. 4.2.7 Establish and document work methods with facilitated employee teams for crew size, work method, and anticipated accomplishment. Document and place in the CMMS. Facilitated teams of employees who actively perform the work should be convened to establish and document the work methods for each activity that has been defined in the list described above. This should include crew size, method, and the anticipated accomplishment using the given work units. This process is indicated in Practices Manual APWA (American Public Works Association, 2017). From the activity list, activity guidelines with resources and productivity for each activity should then be developed and documented. Each activity guideline should include the following. • An activity definition • Criteria to use for work identification • The mix of resources required • The method to conduct work • An expected average daily productivity (ADP) • Work quality expectation • Anticipated service levels The information in the activity guidelines should serve as a benchmark and identify resource needs for work planning, as well as provide the additional benefit of common terminology, a device for training, and most importantly, a tool for continuous improvement. The establishment of an annual update process of new methods, technology, and other business processes should be LA Consulting, Inc. — September 2018 118 City of Spokane Valley Draft Report considered as part of the guideline improvement process performed annually by the employee teams. The guidelines should also serve as a basis for comparison and benchmarking to determine how various decisions are impacting efficiency and allow for staff input in the work process. Once documented, the guidelines should be stored electronically in a single CMMS database and made available to all staff to retrieve easily. It should be noted that contract work can also be placed in the future CMMS with work units and cost. This can also be applied toward the APWA accreditation process (American Public Works Association, 2017). Guidelines (policy and procedures) should focus on performing tasks quickly, accurately, and safely. Employee training on loading, spreading, and plowing equipment and ice control materials should be documented. Procedures should be detailed according to the weather condition and form of precipitation, level of service, functional classification, and time of day (peak traffic, weekend, etc.). Snow storage procedures should address the removal, storage, and melting of snow in snow dumps. Once these methods have been established, they should be documented and placed in the CMMS and integrated for use when recording work. Additionally, accomplishment should be monitored in a monthly report to ensure goals and benchmarks are being met. 4.2.8 Perform an evaluation of snow operations cost and level of service for various approaches of an integrated street, driveway and sidewalk program for snow operations. The Department should consider establishing an integrated street, driveway and sidewalk program for snow operations. Property owners in the City are responsible for removing snow on sidewalks after three or more inches have accumulated. This practice of placing the responsibility on the property owners is a very common practice (Wittum, 2014) and occurs in 16 of 24 LAC benchmark cities. However, some governmental support exists in all the cities for sidewalks adjacent to governmental buildings that are cleared. Some agencies, including the cities of Sioux Falls, South Dakota and Coeur d'Alene, Idaho utilize snow gates in their snow operations. In fact, xx of LAC benchmark cities use snow gates. Snow gates are devices that allow for snow to be trapped on the snow plow by a hydraulic gate that is attached to the plow (grader or front-end loaders), or an additional piece of equipment that follows behind the plow. It is used is to minimize berms on private driveways and intersections by transporting snow past these locations. Though not a standard practice, it is being more commonly used. If the City of Spokane Valley desires to utilize snow gates in their plowing operations, a complete evaluation with cost and benefits of support for property owners should be done including the operational and financial impacts of this application. It appears that such a utilization of gates does require an investment in more labor and equipment resources to maintain the current level of service. In a recent study, it was reported that a larger snow events (6" or more) and a 33% increase in cost added operational issues to using the gates. The adjacent city of Spokane is planning to use this approach with additional resource investment, and their experience from this snow season with related cost should be used as comparison and benchmark data for the City of Spokane Valley. An additional formal survey of those using and not using LA Consulting, Inc. — September 2018 119 City of Spokane Valley Draft Report this practice of using snow gates for assistance for public and private driveways and intersections should be considered in the evaluation, in addition to the City of Spokane's experience this year. 4.2.9 Annually review best practices for snow plowing operations as well as establishing policy for an allowable timeframe for snow clearing. The City has established priority plowing routes and guidelines for response and work identification in snow and ice operations. APWA has identified a series of best practices for snow operations in their accreditation manual. Consideration should also be made to establish a working policy or guideline for the plan to clear streets after a snow event. Many agencies as suggested in APWA Municipal Snow and Ice Control publication (Wittum, 2014) indicate a time frame for clearing of streets by various classes of streets (such as major snow routes, collectors and local or improved). This ranged from 4 -12 hours for major snow routes/arterial to 12-24 hours for local or improved streets. The timeframe for clearing is often triggered based on the size of the storm event. This guideline is used to determine not only the service level, but resources required to complete the work. The City currently has an undefined but generally understood approach of 12 hours for clearing local streets after a major event. The City's timeframe for clearing snow is modified based on the upcoming forecast, with crews attempting to clear most arterials during the night shift to take advantage of any potential warming trends. This can assist in melting the remaining snow and minimize the creation of ice on these roads the next day. The City timeframe appears to be similar to other agencies yet is not documented. The City should establish a formal snow and ice control plan to include policies, procedures, and training to meet specified levels of service. The plan should establish maximum continuous work hours for crews during winter events, and crew scheduling should maximize use of equipment. The plan should also document procedures for the identification, acquisition, application, and storage of appropriate materials to control snow and ice. Inventory control procedures should be based on levels of service and application rates for various materials. Establish policies for snow operation damages and claim resolution for personal property (mailboxes, parked cars, curb & gutter, etc.) that do not impede operations. Policies should include parking limitations during snow and ice events that may include emergency "snow routes" that provide clear lanes during ice and snow events. Vehicle removal procedures for both parked and disabled vehicles should be included. 4.2.10 Annually determine standard overhead rates that reflect the City's actual cost of performing work including all supervision and administrative support. Develop an avoidable overhead rate using standard practices and use as a default value in the CMMS. Use pre -established FEMA rates in the CMMS for disaster recovery. The Department should develop two overhead rates that reflect the City's actual cost of performing work. Standard overhead rates should be updated annually using the actual costs for the City to perform work and used as the rates for that given year. The cost of work should include the cost of all supervision and administrative support that it takes to get the work accomplished. An avoidable overhead rate, which includes indirect costs that are variable and based on the actual work, should be developed using standard practices and used as the default value in the CMMS. Applying this rate allows analysis, benchmarking, and other comparative studies in relation to maintenance costs and outsourcing evaluation (Martin, 1993). LA Consulting, Inc. — September 2018 120 City of Spokane Valley Draft Report A second overhead rate should be developed for use in external billing and reimbursement for work for others outside the City. The Department lacks the use of calculated overhead rates for determining the true cost of work or to be used for billing others for work performed. The overhead rates that are used vary considerably by employee and group. These rates are lower than LAC's benchmark average range of 250%-400% for external rates and 150%-250% for internal rates. The Department should develop an annual systematic process for updating these overhead rates. Additionally, pre -established rates provided by FEMA should be used for disaster recovery projects in the CMMS. 4.2.11 Establish and document all levels of service for all work including those that meet or exceed regulatory compliance and are based on condition, available resources, costs and desires of the community. Establish and document all levels of service for all work assets previously defined, including those that meet or exceed regulatory compliance. Levels of service are based on the asset conditions, available resources to perform the necessary work, and costs and desires of the community to perform such work. Establishing specific maintenance and performance goals also allows for the development of service levels, which help to determine the funding and yearly service projections. The effort levels and performance goals can be adjusted as needed to reflect population growth, need mandates, and rising customer expectations. One specific routine that should be implemented by the City is a sign retro reflectivity inspection. This routine program should be established to adhere to Federal Highway Administration (FHWA) requirements. This includes a systematic approach to assessing sign nighttime visibility and documenting results in a standard format. This evaluation is required and should be established following one of several techniques to properly inspect traffic signs. The City, without an inspection program, creates a potential risk of not providing the appropriate service level. 4.2.12 Develop a nexus between fees collected and maintenance and operations effort and cost and consider increasing fees if justified. The Department should develop a comprehensive understanding of the maintenance and operations effort and cost by consistently tracking all work and utilized resources and generating monthly and annual reports. In doing so, the Department can link where fees are coming from, being used, and if there is a gap between the amount collected and that which is needed to perform the necessary work. Stormwater fees, for example, are based on the amount of impervious area per property. A flat fee for stormwater is charged for residential units and a variable rate based on square footage for all other units. After a comprehensive review is completed, the Department should decide whether this method of collecting stormwater fees directly impacts the City's capability to maintain and operate stormwater facilities for both quality and quantity. The City fees are considerable less than other Washington Cities. LA Consulting, Inc. — September 2018 121 City of Spokane Valley Draft Report 4.2.13 Conservatively plan for lower potential revenue from nonrecurring sources and adjust actual values if grants and requests occur. Nonrecurring actual revenue has decreased from $233,000 in 2013 to $0 in 2015 yet continues to be budgeted each year. The Department should develop a more conservative -level budget considering the potential for lower levels of revenue from nonrecurring sources. Actual values can be adjusted if grants or other requests occur. 4.2.14 Document and publish impact of future lower revenue to inform elected leaders and the public. In addition to reduced nonrecurring revenue, the utility phone tax has also reduced and is projected to decrease further. The reduced revenue has an impact on the ability of the Department to perform all necessary work in an effective and efficient manner. The impact on operations and management should be documented and published to inform elected leaders and the public of the need to raise additional revenue in its place. 4.2.15 Establish the capability of developing a performance budget based on the level of service, asset inventory, productivity, and work methods with a quality standard for each activity. Use established performance budget as a tool to develop a budget based on actual needs. The Department has some established performance measures that they believe support their objectives. Yet, these measures are not fully adequate in indicating the real status of the effort to meet desired goals. Additionally, annual reporting does not include all activities performed by staff nor the comparison between what was planned and what was accomplished for the month. This approach to budgeting and monitoring accomplishment should be modified and enhanced through the development of an annual performance budget and plan by group. The Department should consistently track the level of service, asset inventory, productivity, and work methods with a quality standard for each activity in the CMMS. This information will provide the capability to establish a performance budget, which is a tool for budgeting based on actual, documented needs. This will allow the City to more accurately plan resources for each fiscal year. The performance plan should include all activities for monitoring work accomplishment, unit costs, overhead rates, and productivity against their respective annual performance plan and budget. These plans should be placed in the CMMS allowing for resources to be based on work that is planned. The plans should include projected accomplishment, levels of service, and resources by activity. Each level of service should be based on asset inventories, mandates and policies, available resources, and the desires of senior and executive leadership. All service levels should be reviewed and approved by the senior leadership. A performance plan and budget allow planned dollars to be linked directly to the quantity and quality of work budgeted. These annual plans are then used to compare monthly accomplishments with the plan and budget by activity. Finally, each outcome should be linked to a quality expectation. This method establishes a budget based upon actual maintenance requirements and quality expectations. LA Consulting, Inc. — September 2018 122 City of Spokane Valley Draft Report 4.3 Organizing 4.3.1 Develop subordinate managers to be able to assist in higher-level planning and management of both capital and operations. The Deputy City Manager has a span of control of 1:4 and is heavily involved in the capital and operational aspects of the Department. The Department should develop subordinate managers to take on some of the higher-level planning work and management of capital and operations to ease some of the workload of the Deputy City Manager to be able to perform their other duties. Development of staff will establish additional accountability of those closest to the work. This situation is not currently an issue because of the quality and capability of staff who have experience in planning, engineering and construction. However, an issue could occur in the future for sustainability as this Deputy City Manager position description does not require these skill sets, and the future replacement most likely will not have that ability or background. 4.3.2 Adjust the job descriptions for Maintenance Construction Inspectors to include providing direction for contract and part-time employees. The job descriptions for Maintenance Construction Inspectors should be adjusted to include providing direction for both contract and part-time employees. The Maintenance Construction Inspectors already provide assistance with part-time staff during the snow season. In the summer, the inspectors, on a day-to-day basis, directly oversee contract work for asphalt and stormwater functions. Therefore, it is part of their job duties, but should be formalized. This will also aid the Superintendent who has a span of control of 1:5, which increases with part-time staff during the snow season.Further, though not a present issue because of the quality and capability of staff that are stepping up into these roles, it could become an issue for retention or recruitment as new staff or replacements join the City. 4.3.3 Establish and coordinate project management for contract and internal maintenance. Clearly document roles and responsibilities and install current project management tools. Currently, the City manages many different types of contracts using a combination of processes and tools. The City should establish a defined and consistent process for managing contracts using basic project management principles. The City Engineer has a wide span of control and oversees employees whose job functions occasionally overlap or are not filled. Roles and responsibilities, including for the Maintenance Construction Inspectors as described above, should be clearly documented for each position. The Department should use its project management tools to document the responsibilities and assign work in the described manner. By clearly documenting roles and responsibilities, the Department managers can also determine whether any employees are being over- or underutilized, whether new positions should be created to fill gaps, and whether a reorganization should occur to reduce the spans of control for upper management. Project management tools should be enhanced to allow for consistent planning and monitoring of all major projects. This includes a standard approach to high-level coordination of scope, schedule, and cost. A periodic meeting with the City Engineer should be established that allows LA Consulting, Inc. — September 2018 123 City of Spokane Valley Draft Report all project managers to provide an update of all ongoing and planned efforts in a standard format, as well as a calculated percentage complete for estimating overall project status. 4.3.4 Staffing projections should be based on asset inventory, levels of service, work needs and production rates using an established performance plan. Staffing over the last few years has been relatively constant, but the current process of determining labor and equipment resource needs is often based upon the experience of senior leadership, the managers, and their direct reports. Using an established performance plan, the Department should create staffing projections according to the workload that is calculated based on the Department's asset inventory, levels of service, work needs, and production rates. The Department should develop and document a standard procedure for projecting resource needs based on a performance plan, which can then be integrated into the future CMMS database and reviewed annually. This will allow work needs and desired outcomes to be determined, assist in accurately planning anticipated resources related to additional assets to maintain or increase levels of service, and then resources required to be compiled to meet the annual performance and budget work plans. The automated process should estimate cost and resource needs for the right number and mix of staff and equipment based on projected work to be done by activity using inventory, level of service, productivity, resource mix, and operational requirements. In addition, each activity should be linked to a quality standard to provide consistency and accountability. 4.3.5 Document rationale for the current work schedules with benefit and cost. Work schedules are seasonally adjusted for some positions and vary by start and end time and days that are worked, with a lack of documented rationale for the differences. These varying shifts and schedules are dependent on management's concept of operational function yet are also influenced by employee desires. With this wide blend of schedules, some employees may lack direct supervision for their entire shift. Some variation in scheduling may be warranted as the result of operational needs and function, yet the rationale for the City's benefit is lacking. The Department should evaluate the need for the current work schedules and document the rationale and any future changes with an outline of the cost -benefit analysis. Work schedules should be standardized and formulated based on the identified workload and distribution. The Department should consider standardizing work times across all groups with exceptions justified and approved by the Department Director. The most optimal schedules should be established based on needs and benefit to the public. Historical data from the Department's databases should be utilized to project needs. Any further changes to the work schedules should be also be approved. 4.3.6 Continue to utilize the County and State for traffic and street maintenance. Annually review cost per unit against other benchmarks. The cost of traffic and street maintenance support from the County and State appears very reasonable based on specific unit cost, such as signal PM and annual maintenance. The City should continue to utilize this support. County work reporting shows a time -and -material effort broken down by six categories without specific work accomplishment units. The Department LA Consulting, Inc. — September 2018 124 City of Spokane Valley Draft Report should standardize and request specific work accomplishment units to be reported by the County and State. After this information is reported, the Department should annually review the cost per unit against other benchmarks and the City's own cost to ensure that they are getting the best value for the public. 4.3.7 Standardize contractual reporting agreements to include labor hours and cost by activity and program. Vendors provide daily activity reports for work performed. These reports vary both in format and level of detail. Resource quantities and values, including labor, equipment, and material class, quantity, hours, pay type, and cost, should be provided with supporting documentation. The Department should standardize the reporting requirements in their contractual agreements to specifically record labor hours, work units, and costs by activity and program. 4.3.8 City should continue to utilize other service facilities for vehicle washing. The City has been utilizing other service facilities for washing its vehicles. The overall time and cost for washing vehicles appears inadequate for justification of installing on-site wash facilities. Therefore, the City should continue to utilize other service facilities for vehicle washing. This service is currently provided at costs that are more effective than the City providing them itself. There should be continuous reporting and examination of the services in terms of the cost and quality of service. As long as the cost and quality continue to be upheld, the City should continue its utilization of these services. 4.3.9 Establish a documented analytical process for determining candidate opportunities to contract work versus "in-house" or other alternative service delivery methods. Include both quantity and quality measurements for work performance. The Department uses many contracted services to supplement maintenance work and to provide services for the repair and maintenance of the City's assets. These services are often more effective and efficient than the City has resources to provide in-house. However, City employees have depth of knowledge of certain assets and work routines greater than any contractors, making in-house work more invaluable in those cases. An evaluation should be conducted through an analytical process that accounts for both quantity and quality measurements for work performance to decide whether candidates for contract work opportunities versus in-house or alternative service delivery methods should be utilized. This analytical process should be established by a team of managers, approved by the Department Director, and documented for future use. The process should ensure the best quality of work and cost-effectiveness for whichever method is chosen. The cost of performing services in-house versus outsourcing the effort should be evaluated annually for all types of work. Currently, the process to outsource work and find candidates is determined through a combination of factors in an undefined task selection process. Cost, availability, accountability, and work type are all considered when choosing a contractor, but these decisions are made differently in various situations and locations without a full defined methodology. A formalized and documented process to determine if work should be considered as a candidate for potential to outsource is now lacking. LA Consulting, Inc. — September 2018 125 City of Spokane Valley Draft Report A process should be established that would enable the Department to produce the information necessary to conduct this analysis to assess the need for candidates for outsourcing. An overall unit cost by activity should be utilized that would incorporate actual labor, equipment, and material costs, including an applied overhead rate. Other factors should be considered following a defined process, such as the amount of work accomplished, availability of alternative service providers, specialty service, and shortage of staff or training, lack of equipment, risk, legal requirements, customer needs and/or cost to determine if an activity should be considered to contract. This will allow the comparison of the true cost of conducting maintenance operations and allow a comparison of the cost with other agencies for benchmarking and goal setting purposes. Each group would have the ability to evaluate their internal efficiency through productivity levels, giving them the opportunity to correct deviations and allow for continuous improvement. In addition, the Department should use this method to proactively determine candidates for completive review to ensure work being done is done in a competitively manner following all City requirements. The defined and documented systematic approach should be clearly outlined and communicated for managers to decide what is best approach to service the public. 4.3.10 Maximize the use of low cost labor resources such as incarcerated labor crews. Document the benefits of utilization of this crew. The Department uses unique processes and a mix of crew types for effective performance of work. The use of low-cost labor resources, such as incarcerated labor crews, should be maximized to the extent feasible and effective in order to reduce costs on non-essential or simple manual labor, including vegetation control. The costs and benefits of utilizing this crew mix should be documented and reported to the City Manager and elected officials. Should additional related labor work be needed, the City should consider obtaining another similar crew. 4.3.11 Evaluate need and cost benefit for plow vehicle lift capabilities. Fleet Maintenance Operations has two bays for fabrication and maintenance work, including lifts for its fleet vehicles, but does not currently have the capability or capacity for truck plow lifts. The Department should evaluate the need for this capability and a cost -benefit analysis of buying and installing such equipment. Should the evaluation indicate a lack of justification for the lift, alternatives, such as utilization of other contract shops or fleet facilities, should be investigated and secured. 4.3.12 Standardize and automate vehicle recordkeeping for both in-house and contract work. Consider updating position description of the MCI to match more of a fleet technician. Vehicle recordkeeping should also be standardized and automated in the CMMS so that it can be consistently tracked and generate accurate reports. This should be done for both in-house and contract work. One of the construction inspectors currently spends 70-80% of his time maintaining, repairing, and enhancing the City's fleet. This one employee is already dedicated to fleet maintenance and keeps records, administers small fleet contracts, fabricates, and performs routine maintenance, as well as assists in snow and other operations. A position description should be created that matches that of a Fleet Technician. LA Consulting, Inc. — September 2018 126 City of Spokane Valley Draft Report 4.3.13 Develop an internal service fund based on a more realistic assessment of truck plow lifecycle and determine cost per hour. The Department has an internal service fund for its fleet, which is the Equipment Rental and Replacement (ER&R) Fund 501. The fund for plows is based on a seven (7) year lifespan; however, the average age of plows currently utilized is 17.8 years. The ER&R plan outlined in the 2018 budget anticipates all plow units exceeding a 25 -year life. An internal service fund should be developed according to a more realistic assessment of truck plow lifecycles and by determining the cost per hour. The average lifecycle of a truck plow among agencies recorded by APWA is eight (8) to ten (10) years. Therefore, the age of the City's fleet is significantly higher than the average. An inclusion of an appreciation factor needs to be provided after any lifecycle is exceeded. 4.3.14 Though current staffing for fleet maintenance appears adequate, a backup scenario should be available to meet any future needs. A review using equivalent vehicle units indicated that 0.7 of an FTE would be adequate based on industry benchmarks for the City's fleet. Hence, the Department appears to have adequate staff to meet its needs for fleet maintenance as -is. The current staff being utilized as an equipment technician has a variety of skills matching the needs of the City. However, backup plans should be evaluated and documented to address alternate or future scenarios should the current position become vacant. This could be accomplished by deciding what roles may need to be filled, cross - training of other staff, and/or contract support. 4.3.15 Track all equipment utilization in the automated system including "out -of -yard" hours, miles, and locations worked. Use actual fleet cost in CMMS work reporting. Establish equipment rates for each class that includes all costs such as repair, maintenance, fuel, depreciation, and replacement. The Department has a total of forty (40) pieces of rolling stock with an overall average age of 11.1 years. The Department should identify and track in the maintenance management system actual equipment rates for each equipment class. Equipment utilization, including "out -of -yard" hours, miles, and locations, should always be tracked in the automated CMMS. Currently, reporting of equipment utilization varies from year-to-year, employee -to -employee, and among pieces of equipment. By tracking this information, the Department can ensure that utilization is spread more evenly across all equipment so that it is not over- or underutilized and can extend the product life. By accounting for all costs, including repairs, maintenance, fuel, depreciation, and replacement cost of vehicles or equipment, and utilizing out -of -yard hours, the City can determine a rental rate that can be applied to all their work efforts, as well as determine the actual cost to own and operate a piece of equipment. The actual fleet costs should be used in CMMS work reporting. This is important to create an accurate budget each year and determine the costs and benefits of each type of equipment. Equipment rate determination methods should be developed and documented for consistency, using all costs such as repair and maintenance, fuel and lubrication, and replacement (Crandell, 1998). This is significant when computing the total cost of performing a particular activity. The true cost of the operation would be under -or overestimated by using a rate that is substantially LA Consulting, Inc. — September 2018 127 City of Spokane Valley Draft Report lower or higher than actual costs. Cost comparisons, as a management tool, can be used to determine if an operation is efficient or inefficient. However, incomplete cost data can result in an incorrect conclusion, i.e. true costs are not reflected in the equipment rates. Utilizing this method is useful in many ways. • Communication with Customers — being able to break down the equipment rate allows users to understand what the rate includes. • Comparison with Others — having rate components available can facilitate "apples -to -apples" comparison with other agencies and service providers. • Financial Management — allows an agency to periodically track rental revenues by component and match these against actual expenditures. 4.3.16 Establish benchmarks for equipment downtime and low use. Utilize GPS/AVL technology in all plow trucks. Monitor in the automated system with standard reports. Equipment availability and utilization are key measures to monitor fleet performance. Establish and document the annual maintenance inspection procedure for snow and ice control equipment. Include preventive maintenance inspection plus any additional inspections to ensure proper functioning. Proper maintenance can minimize equipment downtime affecting the efficiency of snow removal. Downtime and equipment usage in general can be monitored with consistent tracking in the automated CMMS, which then allows the user to generate standardized reports. Establishing benchmarks using the Department's year-to-year data and that of other agencies allows the Department to continuously check its status and work to match stated goals. These two benchmarks are critical for monitoring the use of heavy equipment and the effectiveness of the equipment and those who maintain and operate the fleet. Further, the City should consider the utilization of GPS/AVL technology in all plow trucks for monitoring and assigning snow operations. Some vendors offer enhanced monitoring of equipment and operations such as blade position, material distribution, and speed. Most agencies surveyed by LAC also utilize this technology, good practice and service from their cellular service provider. 4.3.17 Enhance and integrate monitoring of employee certification and training. Many City operational employees have some sort of training or certification for various job functions, including Maintenance Construction Inspectors who have stormwater and CDL certifications. The Department uses a spreadsheet to track employee certification requirements from year-to-year. This should be enhanced and automated using the CMMS to track the frequency at which new certifications or training is required for every employee. The City, by automating, monitoring, and accounting for training in a unified location, will allow for assurance that employees are properly trained and certified. 4.3.18 Develop material inventory control procedures that allow for real-time monitoring of levels at various locations and on vehicles. There is no existing methodology for tracking, updating, or evaluating the Department's inventory. Methods should be set up using the new CMMS to be able to perform key functions of turnover and costing so that staff can review inventory levels at truck warehouses and various storage locations. Inventory should be evaluated and then stocked according to the actual, LA Consulting, Inc. — September 2018 128 City of Spokane Valley Draft Report documented needs and, finally, optimized using industry benchmarks. In addition to the reporting methodology in the CMMS, proper accountability and security measures should be implemented to protect inventory. Calibrate all spreading equipment prior to deicing activities, and during the season if necessary. This will ensure consistent application of materials that appropriately match planned quantities based on environmental and regulatory guidelines, as well as the performance budget and City desires. Real-time monitoring technology exists to allow the Department to track and control material inventories, equipment, and vehicles at various locations at any time. In addition to installing such technology, the Department should develop and document control procedures for inventory. 4.4 Directing / Scheduling 4.4.1 Evaluate the rationale for increase in citizens request and establish a proactive program to meet these needs. The number of citizen requests for work has increased dramatically over the past couple of years, from fifty-eight (58) in 2015 to 204 requests in 2017, despite being steady before that. The Department should evaluate the reasons behind the increase in citizen requests and whether it was due to a Department policy. After reviewing the types, numbers, and sources of the requests with a team, a proactive program should be established to address those needs and prevent them from becoming more frequent. 4.4.2 Enhance the service request process to include spatial coordinates to allow for analysis as well as grouping and addressing needs. The service request process should include the capability to add spatial coordinates to the request location. The coordinates will allow for additional analysis of the conditions of the location, as well as the ability to group requests to assign to specific crew members to address the needs. This can be done using GIS and linking into the CMMS system for work assignment. Short-term and long-term scheduling are enhanced by use of spatial data, which allows an effective way to assign and group work. This minimizes the current practice of searching the work orders for locations or responding to each individually. 4.4.3 Define and document priority procedure for all service requests based on need, safety, and risk to the public. Attempt to identify all work to be done at least two weeks in advance unless an emergency. Due to the large increase in the number of work/service requests over the past few years, there should be prioritization of all the requests. The Department should define and document a procedure to prioritize service requests according to the need, safety, and risk to the public. Unless the work is then categorized as an emergency, which should be immediately identified there should be an attempt to identify, prioritize, and assign all work that needs to be done at least two weeks in advance of its scheduled date. Additionally, the Department should work to educate the public and those employees receiving the calls about the prioritization and that not all work is an emergency. LA Consulting, Inc. — September 2018 129 City of Spokane Valley Draft Report Current policies should be enhanced for assigning snow and ice work based on facility type, risk, type, and magnitude of storm. 4.4.4 Establish documented inspection criteria and store results in the CMMS. Several asset types are inspected using various processes and are stored in several databases. These inspections should all be compiled using consistent documented processes and stored in an automated CMMS. For example, a general stormwater inspection process exists that consists of various steps that inspectors will follow to assess conditions of infrastructure. This is key in work identification and permit compliance. However, the Department should confirm the process, to ensure it allows them to comply with all regulations, and document and store the inspection criteria and results in the CMMS. 4.4.5 Use existing bridge condition database to generate work orders in the CMMS. Establish a process to perform routine and systematic bridge maintenance as well as estimate future capital needs. Compared to the State and County, the City of Spokane Valley has slightly a lower -than -average bridge sufficiency rating, despite also having a lower -than -average age. These ratings are derived from biannual inspection, which documents the immediate and long-term deficiencies. This information is stored in a bridge condition database and should be utilized to generate work orders in the CMMS. This database should be organized and reviewed on a regular basis and a process established to perform routine and systematic bridge maintenance according to the information provided, as well as service requests. This database and process will also allow the Department to estimate future capital needs for maintaining bridges. Currently, the City uses the actual bridge inspection reports to determine both maintenance and capital needs. The inspection reports, along with the database, should be used to make workload estimates. 4.4.6 Establish a more proactive methodology of scheduling and assigning short-term work efforts in maintenance. Relate schedules to the annual performance plan and routine activities. Short-term maintenance work efforts are often left to be addressed as they are needed. A more proactive approach and methodology should be established to schedule and assign maintenance efforts in advance using the CMMS. Schedules should be based on the annual performance plan, as well as routine activities that occur. Each of the maintenance groups within the Department should fully establish a proactive maintenance program documented and stored within the selected CMMS in combination with an annual performance plan and budget. The performance plan should establish preventive maintenance activities based on specific asset classes or feature, number of assets or quantifiable feature quantity, levels of service, and resource availability. Effective implementation of such a comprehensive preventive maintenance program will aid in optimizing the life -cycle cost of the City's infrastructure, address latent deficiencies, and mitigate risk to the public. Accomplishment, performance, and unit costs should be monitored by managers and supervisors monthly at a minimum. The result of adherence should be formally documented and submitted to LA Consulting, Inc. — September 2018 130 City of Spokane Valley Draft Report the Deputy City Manager for review. Any non-compliance in accomplishment should be accompanied by potential corrective actions and highlighted in subsequent submissions. 4.4.7 Develop drywell inspection and cleaning programs with a systematic approach to balance the workload year -after -year. The Community and Public Works Department does not consistently perform drywell inspections and cleaning programs, which are critical to ensure the safe collection and conveyance of water. The Department should start a cyclical, routine maintenance program that focuses on the efficiency and proper functioning of drywells. A balanced workload should be planned year -after -year to allow for consistent and predictable planning for these routine efforts. 4.5 Controlling / Improving 4.5.1 Configure the RTA database to fully support fleet operations. Optimize use of the system for vehicle inventory, service requests, vehicle performance and budget functions, as well as fleet maintenance tracking of all resource cost including labor, parts, and sublet. The RTA database is the Department's fleet management software that was used between 2013 and December 2017, yet fleet tracking is now mostly done using manual files and Excel spreadsheets. The RTA database should be configured to optimize its utility and fully support fleet operations. The system should track labor for repairs and work orders to each vehicle, service requests, vehicle inventory, vehicle performance, and budget systems. Preventive maintenance inspections are also scheduled twice annually, and the hours should be reported in the database rather than on paper form. Reported hours for fleet maintenance have decreased significantly between 2014 and 2017 and reported labor cost has decreased, while the cost for parts is increasing. Enhanced tracking and reporting of fleet maintenance by standardizing the process in CMMS will allow all resource costs for labor, parts, and sublet to be recorded. The Department can then accurately depict the resource utilization for budgetary and scheduling purposes. 4.5.2 Standardize work reporting for all functions to include 100% of resource utilization and work accomplishment units. Track in the automated system to allow for consistent retrieval of reported values. Compile and report work accomplishment in a single database along with productivity measurement such as units per hour and unit cost. Work reporting should be standardized for all work functions to meet 100% of resource utilization and work accomplishment units in the automated CMMS to allow consistent retrieval of reported values across groups at any time and for all employees. Some values appear to have also been collected from employee recollection, rather than entering data as it is collected and retrieving accurate data. In addition to standardizing the work reporting and resource utilization, work accomplishment should also be compiled and reported in a single automated database, rather than in multiple unlinked systems and manual databases. Productivity measurement (i.e. units per hour and unit cost) should also be compiled in this database. LA Consulting, Inc. — September 2018 131 City of Spokane Valley Draft Report The City, by accounting for work and resources, will allow for work to be costed, productivity to be estimated, work accomplishment to be compiled, and resource use determined. This data is critical for the City to account for the work that they do on an annual basis. 4.5.3 Develop standard management report outputs that compare planned performance against actual work reporting values for labor days, accomplishment, total cost, and unit cost. Provide training to interpret reports and use for supporting management decisions. The work being reported varies for each group and is often incomplete and inconsistent. All resources used (labor, equipment, materials, and contractors) should be tracked for each activity performed. Department employees currently track only some of the external costs of project work and in various spreadsheets and databases. The operational groups of the Department should establish a mechanism for the 100% tracking of both internal and external resources used to activities, assets, and locations. This 100% tracking will provide data for the evaluation of how work is being accomplished and to improve ways to manage work. The Department should utilize the same concept on their internal work and projects as required of contractors and outsourced support. The data on accomplishment would be included in work reporting. In addition, locations by zone or area would be systematically reported and stored by activity. This will assist with future reporting and compilation of data. Report outputs should come from the CMMS and be automated and standardized to compare planned performance versus the actual work reporting values. Values that are reported should include labor days, accomplishment, total cost, and unit cost. Once the reporting is standardized in the system, the Department should provide training to necessary employees to ensure that they can properly interpret the reports and use them for supporting management decisions. The training would also give employees the opportunity to provide feedback on how to improve the reports, if feasible. 4.5.4 Establish a continuous improvement process with a quarterly update provided to City leadership. Enhance the annual business plan and accomplishment presentation to include unit cost and productivity. Annually provide State of Transportation operations with plan versus actual comparisons with benchmarks and provide to City Manager and elected leaders. The Department has many good work processes in place and is partially performing some of the desired management functions, but many of those that exist lack integration, as discussed in prior recommendations. There is also a lack of uniformity and accountability tools in place. The CMMS selected by the Department should be fully utilized as a work planning tool to establish the frequency or level of service, the desired quality and quantity of work, and unit cost for all activities. Management should be able to extract this information on a routine basis by any specific timeframe or location. Methods can be established to have an integrated business -like operation by developing these capabilities, training the managers and supervisors, and then re- engineering processes. Each group should have tools to review all alternatives for providing cost-effective, quality service, and to select the best options (internal, contract, or combination) to best meet these criteria. When implemented, the tools can provide a process to maximize the best use of the public's dollars and increase stewardship of Department assets. LA Consulting, Inc. — September 2018 132 City of Spokane Valley Draft Report A complete continuous improvement process, as outlined in APWA's Public Works Administrative Manual (American Public Works Association, 2008) and by NACE (National Association of County Engineers, 1992), should be implemented with facilitation and, if possible, all independent systems should be linked and optimized. Training should be provided to guide managers and supervisors to fully utilize system concepts to plan, organize, schedule, and improve their work. This system would then provide both data and feedback to all levels of the Department to work toward continuous improvement. A quarterly meeting should occur where summary information on costing, productivity, and accomplishment is presented to all employees. This information should be used for planning and documenting targets for improvement. Cost and productivity performance for various activities should be available and posted for all employees to observe results. Finally, information should be compiled into a short report on an annual basis and be provided to the Department Director, outlining the results of work effort and compliance to the annual performance work plan, including information on response to customers, performance measures, unit cost, accomplishment, and productivity. Proposed actions to ensure compliance and the acknowledgment of success should also be provided. Once information is confirmed and reviewed, an annual "State of Operations" report should be presented to the City Manager and the elected officials. LA Consulting, Inc. — September 2018 133 City of Spokane Valley Draft Report SECTION 5 ACRONYMS APWA — American Public Works Association CAFR — Comprehensive Annual Financial Report C.A.R.E.S. — Citizen Action Request Entry System CIP — Capital Improvement Plan CMMS / MMS — Computerized Maintenance Management System CY — Calendar Year / Cubic Yard ER&R — Equipment Rental & Replacement ESRI — Software vendor for Geographic Information System FHWA — Federal Highway Administration FMLA — Family Medical Leave Act FTE — full-time equivalent (employee) FY — Fiscal Year (period starting January 1 and ending December 31 in the same calendar year) GASB — Governmental Accounting Standards Board GIS — Geographic Information System ITS — Intelligent Transportation System LAC — LA Consulting, Inc. NACE — National Association of County Engineers O&M — operations and maintenance PC — Personal Computer PCI — Pavement Condition Index PDF — Portable Document Format PE — Professional Engineer PM — Preventive Maintenance QA/QC — Quality Assurance / Quality Control ROW — Right(s)-of-Way SOP — Standard Operating Procedure SWMP — Stormwater Management Program TIP — Transportation Improvement Program UIC — Underground Injection Controls USEPA — United States Environmental Protection Agency WSDOT — Washington State Department of Transportation LA Consulting, Inc. — September 2018 134 City of Spokane Valley Draft Report SECTION 6 LIST OF FIGURES Figure 2.1-1 Ideal Maintenance Management System 11 Figure 2.2-1 Estimated City Population 13 Figure 2.2-2 Monthly Snowfall Totals 13 Figure 2.2-3 Inches of Snowfall in Calendar Year 14 Figure 2.2-4 Snow Days and Inches of Snowfall Each Season 14 Figure 2.2-5 Travel Distance Between City Hall and Maintenance Yard 15 Figure 2.2-6 Spokane Valley Maintenance Yard 16 Figure 2.2-7 Transportation Improvement Program Project Cost Estimate Summary 22 Figure 2.3-1 Engineering Workload Indicators, 2012-2017 23 Figure 2.3-2 Street Maintenance Workload Indicators, 2012-2017 23 Figure 2.3-3 Street Maintenance Performance Measures, 2012-2017 23 Figure 2.3-4 Street Maintenance Performance Measure Trends, 2012-2017 24 Figure 2.3-5 Number of Spills and Illicit Discharges Reported by Year 25 Figure 2.3-6 Irrigated Landscape Annual Contracted Cost Per Acre 25 Figure 2.3-7 Total Sand + Salt Use (Tons) 25 Figure 2.3-8 Total Annual Street Debris Cleared through Sweeping (CY) 26 Figure 2.3-9 Stormwater Inspection Frequencies 27 Figure 2.3-10 Stormwater Structure and Facilities Inventory Listed in SWMP Plan 28 Figure 2.3-11 Total Number of Stormwater Structures 29 Figure 2.3-12 Road Measurements by Functional Classification 29 Figure 2.3-13 Total Centerline Lane Miles Reported in Annual Business Plan 29 Figure 2.3-14 Map of State Roads within the City of Spokane Valley 30 Figure 2.3-15 Spokane Valley Bridge Index Map 31 Figure 2.3-16 Number of Traffic Signs Maintained 31 Figure 2.3-17 Number of Traffic Signals Maintained 31 Figure 2.3-18 Roadway Landscaping Services Irrigated Areas Index Map 32 Figure 2.3-19 Truck Route Map for Snow Operations 34 Figure 2.3-20 Snow Route Plan on City website 34 Figure 2.3-21 Spring Sweeping Service Area Map 35 Figure 2.3-22 Fall Sweeping Service Area Map 36 Figure 2.3-23 Arterial Maintenance Sweeping Map 36 Figure 2.3-24 Fund #402 Stormwater Budgeted Revenue 38 Figure 2.3-25 Fund #402 Stormwater Actual Revenue 38 Figure 2.3-26 Fund #402 Stormwater Budgeted Nonrecurring Revenue 38 Figure 2.3-27 Fund #402 Stormwater Actual Nonrecurring Revenue 39 Figure 2.3-28 Fund #402 Stormwater Budgeted Expenses 39 Figure 2.3-29 Fund #402 Stormwater Actual Expenses 39 Figure 2.3-30 Fund #101 Street Budgeted Revenue 40 Figure 2.3-31 Fund #101 Street Actual Revenue 40 Figure 2.3-32 Fund #101 Street Budgeted Expenses 41 Figure 2.3-33 Fund #101 Street Actual Expenses 41 Figure 2.3-34 City Staffing History in Budget 42 Figure 2.3-35 Staffing History by Fund, 2008-2018 43 Figure 2.3-36 City Employees Included in Evaluation with Hire Dates 43 Figure 2.3-37 Community and Public Works Staff Schedules 44 LA Consulting, Inc. - September 2018 135 City of Spokane Valley Draft Report Figure 2.3-38 Maintenance Staff Schedules 45 Figure 2.3-39 Flagger Training Certification Tracking Worksheet 46 Figure 2.3-40 Total Hours Reported by County Employee and by Activity 47 Figure 2.3-41 Reported Costs for County Employees by Project and Activity 47 Figure 2.3-42 Active Equipment by Type Breakdown 48 Figure 2.3-43 Equipment Type by Fund Group 48 Figure 2.3-44 Number of Vehicles Maintained 49 Figure 2.3-45 Snow Plow Replacement Schedule 50 Figure 2.3-46 Total Hours - 9 Plows 50 Figure 2.3-47 Total Miles - 9 Plows 51 Figure 2.3-48 Seasonal Hours per Plow 51 Figure 2.3-49 Seasonal Miles per Plow 52 Figure 2.3-50 Departmental Purchase Order Requirements 53 Figure 2.3-51 Existing Department Contracts 53 Figure 2.4-1 City Organizational Structure 54 Figure 2.4-2 Engineering Support Organizational Chart 55 Figure 2.5-1 Total Submitted Requests, 2013-2017 56 Figure 2.5-2 Requests by Department, 2013-2017 57 Figure 2.5-3 Total Requests by Action Form Name Reported in 2017 58 Figure 2.5-4 Stormwater Inspection Process 59 Figure 2.6-1 Total Stormwater Structures Inspected 61 Figure 2.6-2 Total Stormwater Structures Cleaned 61 Figure 2.6-3 Total Number of Stormwater Projects Completed 61 Figure 2.6-4 Total Stormwater-Related Citizen Action Requests 62 Figure 2.6-5 Total Drywell Inspections by Year 62 Figure 2.6-6 Total Drywell Cleanings by Year 62 Figure 2.6-7 Total Centerline Miles Resurfaced 63 Figure 2.6-8 Total Right -of -Way Permits Issued 63 Figure 2.6-9 Total Right -of -Way Inspections Performed 63 Figure 2.6-10 Total Locates Reported per Year 64 Figure 2.6-11 ROW Inspector Locates per Month 65 Figure 2.6-12 RTA Work Reporting Summary 65 Figure 2.6-13 Labor Hours Reported in RTA 66 Figure 2.6-14 Labor & Parts Cost Reported in RTA 66 Figure 2.6-15 Total Cost Reported in RTA (2003 thru 2017) 67 Figure 2.6-16 Operating Indicators Reported in CAFR 68 Figure 2.6-17 Capital Asset Statistics Reported in CAFR 68 Figure 3.1-1 Staff per 1,000 Population, Washington State 71 Figure 3.1-2 Benchmark "Contract City" Agencies Staff per 1,000 Population 71 Figure 3.1-3 Snow Days and Snowfall Inches by Season 73 Figure 3.1-4 Labor Hours Reported in RTA by Year 75 Figure 3.2-1 Square Yards of Pavement and Paved Miles per Functional Classification 77 Figure 3.2-2 Average Age and Sufficiency Rating Comparison 78 Figure 3.2-3 Selected Business Plan Workload Indicators, 2012 to 2017 79 Figure 3.2-4 Workload Indicators for Engineering and Street Maintenance (2012-2017) 80 Figure 3.2-5 Street Fund Expenditures, Transfers Out, and Capital, 2013-2016 81 LA Consulting, Inc. - September 2018 136 City of Spokane Valley Draft Report Figure 3.2-6 Pavement Condition Using Descriptive Terms by Percentage 82 Figure 3.2-7 Plowing/Deicing Priorities 86 Figure 3.2-8 Fund Reserve Balances, Proposed Budget 2014 to 2018 88 Figure 3.2-9 Stormwater Nonrecurring Revenue, Budget vs Actual 88 Figure 3.2-10 Street Fund Utility Tax Revenue - Budget vs Actual 89 Figure 3.3-1 Community & Public Works Organizational Structure 90 Figure 3.3-2 Streets Organizational Structure 91 Figure 3.3-3 Engineering Organizational Structure 91 Figure 3.3-4 Community and Public Works Staff Schedules 93 Figure 3.3-5 Maintenance Staff Seasonal Schedules 93 Figure 3.3-6 Breakdown of Estimated Expense by Resource Type 94 Figure 3.3-7 Responsibility for City Streets as Part of the State Highway System 95 Figure 3.3-8 Six -Month Summary of County Traffic Invoices 96 Figure 3.3-9 Spokane County Services Invoice Summary 98 Figure 3.3-10 City Corporate Maintenance Yard 100 Figure 3.3-11 Equipment Rental & Replacement (ER&R) Fund 501 - Equipment Replacement Estimates 101 Figure 3.3-12 Equipment Type by Fund Group 102 Figure 3.3-13 Active Equipment Types 102 Figure 3.3-14 Average Age and Annual Mileage of City Equipment by Type 103 Figure 3.3-15 Flagger Training Certification 104 Figure 3.3-16 Approvals for Procurement 105 Figure 3.4-1 Breakdown by Type of Request in 2017 106 Figure 3.4-2 Stormwater Structure Inspection and Condition Assessment Process 107 Figure 3.5-1 2018 Vehicle Expenses 108 Figure 3.5-2 Labor Hours Reported in RTA 109 Figure 3.5-3 Cost for Labor and Parts Reported in RTA, 2011-2017 109 Figure 3.5-4 Total Drywell Inspections by Year 110 Figure 3.5-5 Total Drywell Cleanings by Year 110 Figure 3.5-6 Drywell Inspection Summary 111 Figure 3.5-7 ROW Inspector Reporting - Annual Locates 111 Figure 3.5-8 ROW Locates per Road Mile, 2010 to 2017 112 Figure 3.5-9 Operating Indicators Reported in CAFR 113 Figure 3.5-10 Capital Asset Statistics Reported in CAFR 113 Figure 3.5-11 City of Spokane Valley Maintenance Management Process 114 LA Consulting, Inc. - September 2018 137 City of Spokane Valley Draft Report SECTION 7 REFERENCES American Public Works Association. (2008). Public Works Administration. Kansas City, Missouri: American Public Works Association. American Public Works Association. (2017). Public Works Management Practices Manual (9th ed.). (APWA, Ed.) Kansas City, Missouri, USA: American Public Works Association. Crandell, D. E. (1998). Shop Rate Guide. Kansas City, Missouri: American Public Works Association. De Waal, A. (2016). The High Performance Organization (HPO) Framework. Retrieved from HPO Center: https://www.hpocenter.com/hpo-framework Martin, L. (1993). How to compare costs bvetween in-house and contracted Services. Los Angeles: Reason Foundation. Metropolitan Transportation Commission. (2014, October 28). Street Fight, Part 4: Importance of Early Intervention. Retrieved August 14, 2018, from https://mtc.ca.gov/whats- happening/news/street-fight-part-4-importance-early-intervention Michel, G. (2004). Cost Analysis and Activity Based Costing for Government. Chicago, IL: Government Finance Officers Association. National Association of County Engineers. (1992). Action Guide Volume 1-5 -Maintenance management. Washington, DC: National Association of County Engineers. Shahin, M. Y. (2005). Pavement management for Airports, roads, and parking lots (Second ed.). New York: Springer Science + Business Media. Snow Alert and Removal Information. (2018, September 7). Retrieved from City of Sioux Falls: https://www. siouxfall s. org/public-works/street-fleet/snow/ 10 -11 -snow -gates Wittum, M. (2014). Municipal Snow and Ice Control. Kansas City, MO: American Public Works Association. LA Consulting, Inc. — September 2018 138 City of Spokane Valley Draft Report CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 18, 2018 Check all that apply: ❑ consent ❑ old business ❑ information ® admin. report Department Director Approval: ❑ new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Integrated Combined Communication Center GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: Police Chief Werner and Fire Chief Collins will give an overview of the Integrated Combined Communication Center. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: Discussion BUDGET/FINANCIAL IMPACTS: n/a STAFF CONTACT: Police Chief Werner, Fire Chief Collins ATTACHMENTS: Presentation, letter to the community, informational flyer INTEGRATED COMMUNICATIONS Spokane Region's path to interoperability 1998 The Comhi ned Communications Center Building was buik with future interoperability in mind 20W Spokane County fire districts consolidated their commurication systems into - one: the Combined Communications Center 2048 BA of Spokane County voters passed Fro -position 1: 1 (10th of 11E, Sales Tax Re n ewa l providing financial sustainabi l ity kr improvements including integrated response through 2B2B, April 2417 The 1110th Ballot Measure was passed to huild an interoperable radio system, reinstate Crime Check non -emergency police report taking and funds for other emergency response communications technology enhancements including citizen notification and computer a ided dispatch replacements. Spring 2018 Emergency Service Communications in the Spokane Region will integrate to operate within a single arganiaatinn to maximize current operations and prepare kr future technology. Early 3Y19 Creation of a new Public development Authority iPuAjfor integrated emergency response communications. CURRENT STATE • SCSO - Spokane County Sheriff's Office • 911 - 911 Emergency Communications (Crime Check) • SPD - Spokane Police Department • SFD - Spokane Fire Department (Dispatches for all fire departments in Spokane County) • Radio - County Wide Radio Network 911 Call Flow (Fire/EMS) Spokane County Caller dials 911 911 Center Receives Call PSAPI Call Transfer Time ** ** 90 % Fractile Avg = 1:46 sec ccc Receives Call PSAP2 ccc Dispatches SVFD First Arriving Resource Enroute First Arriving Resource Arrival Mean Avg = 1:09 sec Based on 38,000 calls 6-16 thru 1-17 Why Integrate? Value to Citizens • Continual and coordinated improvements in levels of service to citizens using the system • Leveraged cost control benefitting the taxpayer • Long term cost savings through shared technologies and systems • Improved coordination with emergency management and disaster preparedness, response and recovery Operational Value • Improved situational awareness and information sharing among agencies after full interoperability and inter -agency integration • Increased operational efficiency resulting in reduced call processing times • Greater staffing flexibility • Increased career opportunities for employees • Improved personnel and human resources support • Expanded hiring pool — Regional Centers are a more attractive place to work • Greater consistency in performance standards • Standardized approach to continual improvement, quality assurance and quality control Member/User Agency Value • Continual and coordinated improvements in levels of service to citizens using the system • Improved financial certainty and ability to control costs • Streamlined decision making and operational control for member agencies • Improved ability to secure interoperability grant funding as a Regional Center • Maximized coordination of Law Enforcement, Fire, and EMS resources • Increased economies of scale for technology improvements and general services at every level • Increased State and Regional influence Integrated vs Bifurcated Centers HIRING Integrated centers see lower turnover, shorter vacancies, and have larger applicant pools than bifurcated centers. Type of Center Turnover rates % of Open Positions # of Applicants per (2011-2017) (2011-2017) posting cycle (2011-2017) Bifurcated g7% per year I 10% Ni 39 Integrated/Consolidated 1 18% per year J■ I 6% MIL 189 1 1 TRAINING Bifurcated centers have different training results and spend less time on training than Integrated centers. Type of Center % of new hires wh Average Length of Hours/year of graduate from time in training continual training training (2008-2016) (2008-2016) (sign off) (2008-2016) Bifurcated 33% per year AM 8 weeks 5 Integrated/Consolidated it 75% per year jr 12.5 weeks 24 Supervisory Ratios Supervisor to employee ratios are a key leading indicator of cost and quality. Lower supervisor ratios usually suggest that the supervisor is carrying out his/her duties while also dispatching. The industry standard recognizes the system -wide value of dedicated supervisory positions. Type of CenterSupervisor/floor ratio Full Time or Part -Time Average Years as Supervisors Ai Supervisor Bifurcated 11.111111 1 Sup/2 Floor Ili Part -Time 2.6 Integrated/Consolidated IL 1 Sup/6.5 Floor 6.Full-Time 6.5 r■ 4 RETENTION Integrated centers see higher retention rates in two out of three categories than Bifurcated centers. Type of Center • % of employees who stay 2. years 1(2008-2016) Bifurcated 23% II Integrated/Consolidated'® 64% r■ ■ 0 of employees wh stay 5 years (2008-2016) 75% 78% ■ ■ Iiiof those employee! who stay more than 541 years (2008-2016) . 45% 63% J ■ ■ Top Three Reasons for Self -Separation from Comm -Center (2010-2017) Records of exit interviews reveal the top three reasons an employee chooses to leave the center. 111 Type of Center dill. Reason #1 di Reason #411.1 Reason #3 `Bifurcated to Advancementit Stuck on a shif ® Better Pay Integrated/Consolidated Keeping up with Tech Moving (family Retirement ■ i� member) QA Systematic Quality Assurance Programs Data driven Quality Assurance programs are essential in all com centers. The ability to build and use real data to improve quality for users and citizens is critical. Type of Center Lof Comm center % of Comm center that % of Comm center that with QA programs use QA data internally to report improvement (2008-2016) improve Quality of Service due to QA programs (2008-2016) (2008-2016) Bifurcated iiiELL22% Integrated/Consolidated 1M, 93%A.IMMI p 19% Mai 88% 88% 6.11. 15% Opportunities and User Agency Influence on Outcomes (2001-2016) The ability of users to directly influence quality of service across the entire system is a hallmark of integrated centers. This measurement suggests greater user input about process, policy, and quality measures is available in an integrated center. Type of Center Bifurcated Average # of User Agencies Served E% of Users at Operational or Governance Committee Level admillEll 3 AIM 33% Integrated/Consolidated 16 86% Average # of Board Meetings per year Dear Community Leaders, As stewards for the Citizens of Spokane County, Regional Leadership, including representatives from the Board of County Commissioners, Spokane City Council, Spokane Mayor's Office and Public Safety agencies moved forward in 2017 to fulfill one of the promised deliverables in the "Prop1 — Emergency Communications 1/10th of 1% Sales Tax" renewal for Integrated Emergency Communications Response. 911 & Crime Check CALL VOLUME 2017 Annual 911 Calls— 281,104 2018 Jan- May 911 Calls — 110,490 (Data Source: 911 Phone System) 2017 Annual 2018 Jan -May (Data Source: 911 Phone System) Crime Check Calls — 249,683 Crime Check Calls - 114,098 Currently, Spokane operates within a single facility operated by five (5) independent verticals, or agencies, providing emergency response and radio communications support. This includes four (4) Public Safety Answer Points (PSAP); One (1) Primary (911) and Three (3) Secondary (Combined Communications Center — CCC for Fire/EMS, Spokane County Sheriff's Office - SCSO and Spokane Police Department - SPD), however only the CCC operates as a Secondary PSAP within their workflow. CALL PROCESSING TIMES 2017 911 Average Initial Call Processing Time 1:58 (1 min, 58 sec) 2017 Crime Check Average Call Processing Time 2:08 (2 min, 8 sec) 2017 Crime Check Average Report Writing Time 9:30 (9 min, 30 sec) Secondary PSAP Priority Call Processing Time : 42 sec (Average priority calls 42.3 sec and non-priority calls 42.9 sec) Total Average Call Processing Time (PSAP 1 + PSAP 2) 2:40 (2 min 40 sec) The current state metrics indicate opportunities, through an integrated model, to reduce 911 call processing time. Our total 911 call processing time is the sum of the Primary (initial call) and Secondary (reverification of initial call) PSAP processing times, which totals 2 minutes and 40 seconds (on average) before a response unit is put onto a call. The national standard for accreditation for Fire and EMS agencies for an integrated center (single PSAP) is 30 seconds for this metric. Secondarily, incident responses have multiple priority upgrades and downgrades during the initial stages of a call. This corresponds to response units initially sent on a call for a level of service, only to be told by Dispatchers later that they may return to station as the level of acuity has changed. This also occurs in the law discipline where call priority changes, on average, in about 15 % of incident responses. The nature of an emergency call for service has changed and quite often requires multi -disciplinary responses. Increasingly, more often than not, an emergency call requires emergency call taking triage and one or more unit(s) of MULTI -DIMENSIONAL NEEDS SCSO Dispatch Need Fire 2% and EMS 9% of Calls SPD Dispatch Need Fire 1% and EMS 9% of Calls both law, Fire/EMS to adequately provide for (1) the safety of the first responder and (2) the needs of the individual(s) receiving assistance. Regional leadership involved in the integrated response effort to date recognizes the critical value of current employees who provide the critical, highly sophisticated, service delivery of 911 call processing and dispatch response. Our leadership is committed It is the desire of our leadership to protect and provision for BASELINE COST PER AGENCY COMMUNICATIONS UNIT our current employees as Spokane County Sheriff's Office = $1.8 Million they are the heart and Spokane Police Department = $2.7 Million guarantee of success for this imm m—mm transition effort. The requirements stated in each Resolution of Intent (See Attached) that no employees would lose their job, nor fail to have a job in the entity has always been and continues to be a firm commitment. As a new legal entity, the PDA (currently named SPOCOM) will follow Washington State labor laws for the creation of positions, benefits, and options for its employees of organized labor. All progress in such areas will be made available to internal and external stakeholders as they occur through a formal communications plan. We are excited to partner with leadership from throughout the region to show an unprecedented effort of collaboration and new opportunities to deliver effective, efficient, affordable and sustainable service delivery to all of our citizens who entrust us for their emergency response services. Sincerely, COMMITMENT INTENTION Same Level of Service or Better Same Cost of Service or Less All Employees will have Opportunity for Positions Efficiencies in Safety and Response Bryan Collins, Fire Chief, Spokane Valley Fire Department SPOCOM Board Chair Integrating Emergency Response Communications Saving Lives. Faster. Integrating our region's emergency dispatch response communications allows services to be dispatched an estimated time savings for EMS and Fire response of 90 seconds faster than the current system. This benefit alone justifies the adoption of an interoperable model. When combined with additional organizational efficiencies, the adoption of an interoperable model is even more essential and necessary. What is Interoperability? Interoperability means computer and communication systems have the ability to connect and interact with one another readily and with reciprocity. In the context of emergency response communications, interoperability means that 911 Call Receivers, Law Enforcement, Emergency Medical Systems (EMS), and Fire all operate within a single organization -streamlining the process and decreasing the response time of emergency dispatches. Today's System Since 2004, emergency dispatch services have been delivered from the Combined Communications Center Building, but each dispatch service area operates under and reports to separate organizations. Today's system delivers services well within the confines of the current structure. With an integrated model, opportunity exists to achieve faster response times for the benefit of the public when they need it most. • Continual and coordinated improvements in levels of service • More operational capacity through more efficient usage of tax dollars • Leveraged acquisition of the latest technology to further enhance services • Improved coordination with emergency management and disaster preparedness, response and recovery The Journey Towards Interoperability 1998 All Spokane County fire districts consolidated their communication systems into one: The Combined Communications Center. 2004 The Combined Communications Building was built with future interoperability in mind. 2008 The 1/10th Ballot Measure was passed to build an interoperable radio system. October 2017 83% of Spokane County voters passed Proposition 1: 1/10th of 1%Sales Tax Renewal providing financial sustainability for improvements including intergration through 2028. Fall 2018 Emergency Service Communications in the Spokane Region will integrate to operate within a single organization to maximize current operations and prepare for future technology. 90 seconds saved The estimated time an interoperable model will save with fire and medical dispatch compared to our current system. 85% of non -law enforcement calls are medical related 85% of non -law enforcement calls are medical -related. Think about how much difference 90 seconds can make in the case of a stroke or heart attack Delivering on Prop 1 Integrating our region's emergency response communications is part of fulfilling the promise of Spokane County's Proposition 1 which received 83% approval from voters in October 2017. Prop 1, 1/10th renewal promised faster response in crisis and pledged to "integrate Computer Aided Dispatch (CAD) between Police, Sheriff, Fire and EMS. Positioned for the future Integration is not only a step needed to keep our services up to date, it is crucial in positioning Spokane to utilize fast -approaching technologies. Our emergency service response must become integrated to utilize these coming technologies. CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 18, 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: Proposed Property Tax Ordinance GOVERNING LEGISLATION: State law. PREVIOUS COUNCIL ACTION TAKEN: Through the 2019 Budget development process there have been discussions regarding the 2019 property tax levy including a public hearing that was held on September 11th where estimates of the City's 2019 revenues were discussed. BACKGROUND: 2019 Levy and Estimated Rate per $1,000 of Assessed Value • State law requires that the City pass an ordinance that establishes a property tax levy and per our 2019 Budget calendar we are scheduled to adopt this legislation on October 23, 2018. • Our proposed 2019 property tax levy does not include the 1% increase allowed by State law. • The levy will include property taxes on new construction. • With the passage of this ordinance we estimate the City will collect approximately $11,954,400 in 2019 which is computed as follows: 2018 Actual Levy 11,804,402.00 + 0% Increase 0.00 2019 Levy after increase 11,804,402.00 + Estimated new construction 150,000.00 Total estimated 2019 Levy 11,954,402.00 • The levy is based upon a July 17, 2018, preliminary estimate of assessed property values provided to the City by the Spokane County Assessor of $9,186,913,209. We expect to receive updated information regarding the estimated 2019 assessed property values from the Assessor's Office by mid-September. • Total property tax revenue of $11,954,402 on preliminary assessed values of $9,186,913,209 will produce a levy of approximately $1.301243 per $1,000 of assessed value in 2019 ($11,954,402 / ($9,186,913,209 / 1,000) = $1.301243). • It is important to note that that this estimate is based upon the Assessor's latest preliminary projections of assessed value as of July 17, 2018. A change in any of the elements including assessed value, new construction estimate and/or a change in the amount of our proposed levy will change the levy rate per $1,000. At this point we believe the "new construction" portion of the preliminary assessed values has not yet been included. Once this figure is updated I believe the estimated levy rate per $1,000 should decrease. P:ICity ClerklAgendaPackets for Web1201812018, 09-1811tem 4 2018 09 18 RCA setting 2019 prop tax levy.docx Banked Capacity Banked capacity is the difference between what the City could levy (the Highest Lawful Levy) and what it actually does. In any case, the City of Spokane Valley's maximum levy rate is $1.60 per $1,000 of assessed value. Any amount levied that is less than the Highest Lawful Levy represents "banked capacity." Included in the analysis below is history of Spokane Valley levies including seven years of actual figures (2012 through 2018) and a preliminary estimate for 2019: Levy Year A B C 0 E F G H Taxable Value Highest Lawful Levy Actual Levy Refund Total Levy (=C+0) Levy Rate per $1,000 (= E/(A/1000)) Maximum Levy Rate per $1,000 Banked Levy Rate per $1,000 (=1/(A/1 000)) Banked Capacity (= B - C) 2018 assessment for 2017 assessment for 2016 assessment for 2015 assessment for 2014 assessment for 2013 assessment for 2012 assessment for 2011 assessment for Note: 2019 $9,186,913,209 2018 $8,634,114,798 $12,446,426 2017 $8,124,487,663 $12,172,839 2016 $7,748,275,097 $11,968,036 2015 $7,393,971,582 $11,740,674 2014 $7,168,991,028 $11,472,290 2013 $6,921,825,295 $11,074,920 2012 $7,087,523,395 $11,340,034 $12,570,890 $11,954,402 $11,796,100 $11,580,265 $11,477,044 $11,230,806 $11,049,400 $10,899,437 $10,808,900 ??? $8,302 $65,857 $12,474 $48,346 $27, 744 $20,495 $9,817 $11,954,402 $11,804,402 $11,646,122 $11,489,518 $11,279,152 $11,077,144 $10,919,932 $10,818,717 $1.301243 $1.367181 $1.433459 $1.482848 $1.525452 $1.545147 $1.577609 $1.526445 $1.60 $1.60 $1.60 $1.60 $1.60 $1.60 $1.60 $1.60 $0.298757 $0.075321 $0.072937 $0.063368 $0.068957 $0.058989 $0.025352 $0.074939 Figures reflected for the 2019 levy are preliminary and subject to change. The taxable value is the prelminary estimate provided by the Spokane County Assessor. We have estimated the highest lawful levy and banked capacity based on prior year. $616,488 $650,326 $592,574 $490,992 $509,868 $422,890 $175,483 $531,134 • Generally speaking, you'll note there is a direct relationship between the Taxable Value listed in column A, and the Banked Capacity in columns H and I. In other words, as the Taxable Value increases the Banked Capacity also increases. This did not hold true for 2016 due to the Implicit Price Deflator (IPD) being less than 1%, which held the Highest Lawful Levy to a lower dollar value. • Alternatively though, there is an inverse relationship between the directions of the Taxable Value in column A and the Levy Rate per $1,000 in column F. In other words, as the Taxable Value increases (as is the case in 2017 and 2018) the Levy Rate per $1,000 decreases. Essentially what occurs in this case is that even though the Levy Rate per $1,000 may decrease, the actual amount paid by a property owner may not change significantly because the value of the property has increased. By the same token, as the economy declines and Taxable Values decrease, the Levy Rate per $1,000 will likely increase. • It is also noteworthy that in the years the City does not levy the 1% increase in property tax revenue that is allowed by State law, that potential increase is "banked" for potential future use. • The banked capacity can be accessed by the City through the annual property tax levy ordinance adopted by the Council. However, the City may only take the banked capacity up to a level where the levy rate per $1,000 of assessed value does not exceed $1.60. OPTIONS: Passage of an ordinance is required by law in order to levy 2019 property taxes. RECOMMENDED ACTION OR MOTION: No action is needed at this time. This item is scheduled to return to Council on October 9th and October 23rd, where the Council will consider the first and second readings of the 2019 Property Tax Levy Ordinance. BUDGET/FINANCIAL IMPACTS: This ordinance levies property taxes for the City's 2019 Budget where we anticipate property tax revenues to be approximately $11,954,400 or 26.33% of total General Fund recurring revenues of $45,396,900. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: Proposed Draft Ordinance No. 18-0XX Levying 2019 Regular Property Taxes P:ICity ClerklAgendaPackets for Web1201812018, 09-1811tem 4 2018 09 18 RCA setting 2019 prop tax levy.docx CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO. 18-0XX AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, LEVYING THE REGULAR PROPERTY TAXES FOR THE CITY OF SPOKANE VALLEY, WASHINGTON FOR THE YEAR COMMENCING JANUARY 1, 2019 TO PROVIDE REVENUE FOR CITY SERVICES AS SET FORTH IN THE CITY BUDGET, AND OTHER MATTERS RELATING THERETO. WHEREAS, the City Council of the City of Spokane Valley has met and considered its budget for the calendar year 2019; and WHEREAS, the City's actual levy amount from the previous year was $11,804,402; and WHEREAS, the population of the City is more than 10,000. NOW, THEREFORE, the City Council of the City of Spokane Valley, do ordain as follows: Section 1. Property Tax Levy - An increase in the regular property tax levy is hereby authorized for the levy to be collected in the 2019 tax year. The dollar amount of the increase over the actual levy amount from the previous year shall be $0.00 which is a percentage increase of 0.0% from the previous year. This increase is exclusive of additional revenue resulting from new construction, improvements to property, newly constructed wind turbines, any increase in the value of state assessed property, any annexations that have occurred, and refunds made. Section 2. Transmittal of Budget. A complete copy of the budget as adopted, together with a copy of this Ordinance, shall be transmitted by the City Clerk to the Division of Municipal Corporations in the Office of the State Auditor, and to the Association of Washington Cities. Section 3. Severability. If any section, sentence, clause or phrase of this Ordinance shall be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause, or phase of this Ordinance. Section 4. Effective Date. This Ordinance shall be in full force and effect five days after the date of publication of this Ordinance or a summary thereof in the official newspaper of the City. PASSED by the City Council this day of , 2018. L.R. Higgins, Mayor ATTEST: Christine Bainbridge, City Clerk Approved As To Form: Date of Publication: Office of the City Attorney Effective Date: Ordinance 18-0XX Levying 2019 Property Taxes Page 1 of 1 DRAFT ADVANCE AGENDA as of September 13, 2018; 8:00 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 Sept 25, 2018, Formal Meeting Format, 6:00 p.m. [due Tue Sept 181 Proclamation: Childhood Cancer Awareness Month 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Second Reading Ordinance 18-020 Amending Business License - Erik Lamb (10 minutes) 3. Second Reading Ordinance 18-021 Amending SVMC 2.10.020, Commission -Cary Driskell (15 min) 4. Mayoral Appointment: Human Rights Task Force - Mayor Higgins (10 minutes) 5. Admin Report: CRAVE Update - Mike Basinger; Tom Stebbins (10 minutes) 6. Admin Report: City Manager Presentation of 2019 Preliminary Budget - Mark Calhoun (45 minutes) 7. Admin Report: Advance Agenda - Mayor Higgins (5 minutes) 8. Info Item: Department Reports [*estimated meeting: 100mins] Oct 2, 2018, Study Session, 6:00 p.m. 1. Duplex Density Discussion - Lori Barlow 2. Budget Amendment, 2018 - Chelsie Taylor 3. Governance Manual - Chris Bainbridge 4. Legislative Agenda, 2019 - Mark Calhoun 5. Advance Agenda - Mayor Higgins 1due Tue Sept 25 (15 minutes) (10 minutes) (15 minutes) (15 minutes) (5 minutes) [*estimated meeting: 60 mins] Oct 9, 2018, Formal meeting Format, 6:00 p.m. [due Tue Oct 21 1. PUBLIC HEARING #2: 2019 Budget - Chelsie Taylor (20 minutes) 2. Consent Agenda (claims, payroll, minutes) (5 minutes) 3. Second Reading Ordinance 18- Amending Park Regulations - Cary Driskell, Mike Stone (15 minutes) 4. First Reading Ordinance 18- , Property Tax - Chelsie Taylor (10 minutes) 5. Advance Agenda - Mayor Higgins (5 minutes) [*estimated meeting: 55 mins] Oct 16, 2018, Study Session, 6:00 p.m. 1. Police Precinct Lease Renewal - Morgan Koudelka 2. Advance Agenda - Mayor Higgins [due Tue Oct 91 (10 minutes) (5 minutes) Oct 23, 2018, Formal Meeting Format, 6:00 p.m. [due Tue Oct 161 1. PUBLIC HEARING: 2018 Budget Amendment - Chelsie Taylor (10 minutes) 2. Consent Agenda (claims, payroll, minutes) (5 minutes) 3. Second Reading Ordinance 18- , Property Tax - Chelsie Taylor (10 minutes) 4. First Reading Ordinance 18 -,adopting 2018 Budget Amendment - Chelsie Taylor (10 minutes) 5. First Reading Ordinance 18- , adopting 2019 Budget - Chelsie Taylor (10 minutes) 6. Motion Consideration: Outside Agency Allocation of Funds - Chelsie Taylor (20 minutes) 7. Motion Consideration: Approval of 2019 Legislative Agenda - Mark Calhoun (10 minutes) 8. Admin Report: Quarterly Police Department Report - Chief Werner (10 minutes) 9. Advance Agenda - Mayor Higgins (5 minutes) 10. Info Item: Department Reports [*estimated meeting: 90 mins] Oct 30, 2018, Study Session, 6:00 p.m. [due Tue Oct 231 1. Advance Agenda - Mayor Higgins (5 minutes) Nov 6, 2018, Study Session, 6:00 p.m. [due Tue Oct 301 Draft Advance Agenda 9/13/2018 10:46:14 AM Page 1 of 2 1. Fee Resolution for 2019 — Chelsie Taylor 2. Advance Agenda — Mayor Higgins Nov 13, 2018, Formal Meeting Format, 6:00 p.m. 1. PUBLIC HEARING #3: 2019 Budget — Chelsie Taylor 2. Consent Agenda (claims, payroll, minutes) 3. Second Reading Ordinance 18 -,adopting 2018 Budget Amendment — Chelsie Taylor 4. Second Reading Ordinance 18-, adopting 2019 Budget — Chelsie Taylor 5. Admin Report: LTAC Recommendations to Council — Chelsie Taylor [*estimated me Nov 20, 2018, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Higgins 2. Info Item: Department Reports Nov 27, 2018 — Meeting Cancelled — Thanksgiving Holiday Dec 4, 2018, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Higgins Dec 11, 2018, Formal Meeting Format, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Proposed Fee Resolution for 2019 — Chelsie Taylor 3. Motion Consideration: Award of Lodging Tax for 2019 — Chelsie Taylor Dec 18, 2018, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Higgins 2. Info Item: Department Reports No Meeting: Tuesday, December 25, 2018, and no meeting Tuesday, January 1, 2019 *time for public or Council comments not included OTHER PENDING AND/OR UPCOMING Aging & Long Term Care Board Appts/Interlocal Animal Control Regulations (SVMC 7.30) Argonne Rd Broadway to Indiana Bid Award Barker I-90 WSDOT Interlocal, Interchange Barker I-90 Interchange Contract Browns Park Update Camping in RVs City Action Days, Olympia Feb 13-14 Community Inclusion Compassionate SV Donation Recognition Electrical Inspections Health District Re SV Stats Land Use Notice Requirements Legislative Delegation Meeting Legislative Remote Testimony (Chambers) Naming City Facilities Protocol Neighborhood Restoration Program Park Lighting Park Regulations Ordinance Amendments Police Dept. Quarterly Rpt (April, July, Oct, Jan) Sign Ordinance Snowplows, sidewalk snow removal, etc. Draft Advance Agenda 9/13/2018 10:46:14 AM (15 minutes) (5 minutes) [due Tue Nov 6] (15 minutes) (5 minutes) (10 minutes) (10 minutes) (15 minutes) eting: 55 mins] [due Tue Nov 13] (5 minutes) [due Tue Nov 26] (5 minutes) [due Tue Dec 4] (5 minutes) (10 minutes) (15 minutes) Idue Tue Dec 111 (5 minutes) ISSUES/MEETINGS: St. Illumination (ownership, cost, location) St. O&M Pavement Preservation Sullivan Bridge Project Completion Update Tobacco 21 Resolution Town Hall Conversations TPA Utility Facilities in ROW Page 2 of 2