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2022, 05-31 Study SessionAGENDA SPOKANE VALLEY CITY COUNCIL REGULAR MEETING STUDY SESSION Tuesday, May 31, 2022 6:00 p.m. Remotely via ZOOM Meeting and In Person at 10210 E Sprague Avenue Council Requests Please Silence Your Cell Phones During Council Meeting NOTE: In response to Governor Inslee's announcement reopening Washington under the "Washington Ready" plan, members of the public may attend Spokane Valley Council meetings in -person at City Hall at the address provided above, or via Zoom at the link below. Members of the public will be allowed to comment in -person or via Zoom as described below. Public comments will only be accepted for those items noted on the agenda as "public comment opportunity." If wishing to make a comment via Zoom, comments must be received by 4:00 pm the day of the meeting. Otherwise, comments will be taken in - person at the meeting in Council Chambers, as noted on the agenda below. • Sign up to Provide Oral Public Comment at the Meeting via Calling -In • Submit Written Public Comment Prior to the Meeting • Join the Zoom WEB Meeting CALL TO ORDER ROLL CALL APPROVAL OF AGENDA ACTION ITEMS: 1. Second Reading Ordinance 22-008 Amending 2022 Budget — Chelsie Taylor [no public comment] 2. Resolution 22-008 Re -setting Public Hearing for Street Vacation — Chaz Bates [public comment opportunity] 3. Motion Consideration: Sprague Barker Intersection Bid Award — Gloria Mantz [public comment opportunity] 4. Motion Consideration: ARPA Fund Allocations — Erik Lamb, Chelsie Taylor [public comment opportunity] NON -ACTION ITEMS: DISCUSSION LEADER SUBJECT/ACTIVITY GOAL 5. John Bottelli Mirabeau Vacant Parcel Discussion/Information 6. Lesli Brassfield Signal Box Art Wraps Discussion/Information 7. Mayor Haley Advance Agenda Discussion/Information 8. Information Only (will not be reported or discussed): (a) County Wide Planning Policies Draft Amendment; (b) Police Department Monthly Report 9. Mayor Haley 10. John Hohman ADJOURN Council Comments Discussion/Information City Manager Comments Discussion/Information Council Agenda May 31, 2022 Page 1 of 1 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: May 31, 2022 Check all that apply: ❑ consent ❑ old business ❑ information ❑ admin. report Department Director Approval: ® new business ❑ public hearing ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Second reading of proposed Ordinance #22-008 which amends the 2022 Budget. GOVERNING LEGISLATION: In order for the City to amend an adopted budget, State law requires the Council to approve an ordinance that appropriates additional funds. PREVIOUS COUNCIL ACTION TAKEN: The Council last took formal action on the 2022 Budget when it was adopted on November 9, 2021. On May 3, 2022, an Administrative Report was delivered to Council regarding the need for a budget amendment. On May 24, 2022, a public hearing was held on this topic and Ordinance #22-008 was advanced to a second reading. BACKGROUND: Since the initial adoption of the 2022 Budget on November 9, 2021, a number of events have transpired in the normal course of operations that necessitate a 2022 Budget amendment. They include: #001 - General Fund The total of recurring and nonrecurring revenues reflect an increase of $517,000, which is comprised of: • Grant proceeds are decreased by $160,000 to reflect the actual HHAA funds awarded to the City. • $23,000 decrease in Parks and Recreation revenues due to updated estimates for 2022. • $700,000 increase in nonrecurring transfers in from the Capital Reserve Fund #312 for costs related to repairs of City Hall. Council approved these expenditures at the May 3, 2022 Council meeting. Provide additional appropriations (expenditures) of $5,069,511 comprised of: • $36,342 increase in salaries, payroll taxes, and benefits costs for the City Council Department related to increased councilmember salaries from the Salary Commission effective April 19, 2022. • A net $0 change in the City Council Department to move the Mayor's travel budget to the appropriate position number. • $55,813 increase in salaries and related payroll taxes and benefits in the City Facilities Department to add a custodian position for City Hall. This position was approved by Council at the December 14, 2021 Council meeting. • $55,813 decrease in janitorial services in the City Facilities Department to account for the hiring of an in-house custodian. • $475,000 increase in code enforcement abatement costs in the Building Department due to several high -cost abatements that have either occurred or are planned in 2022. • A net $175,364 increase across various City Departments due to a reorganization that occurred in early 2022. This reorganization included the addition of one new FTE for a Community and Public Works Director, which was approved by Council at the February 15, 2022 Council meeting. 1 • $89,805 to replenish the Winter Weather Reserve Fund #122 back to a fund balance of $500,000. The Street O&M Fund was over budget on snow removal expenditures in 2021 by about $89,805. • $3,593,000 transferred to Capital Reserve Fund #312 which represents the 2020 yearend fund balance in excess of 50% of recurring expenditures. • $700,000 in additional City Hall repair costs. Council approved these expenditures at the May 3, 2022 Council meeting. #104 — Hotel/Motel Tax — Tourism Facilities Fund $273,000 increase in transfers in from the Hotel/Motel Tax Fund #105. This increase reflects a Council motion on December 14, 2021, as part of the lodging tax grant process for the 2022 awards. #105 — Hotel / Motel Tax Fund Net change of $0 in expenditures; however, transfers out to the Hotel / Motel Tax — Tourism Facilities Fund #104 are increased by $273,000 and tourism promotion costs are reduced by $273,000, as was approved during the lodging tax process at the December 14, 2021 Council meeting. #122 — Winter Weather Reserve Fund Revenues are increased by $89,805 reflecting a transfer in from the General Fund #001 to replenish the fund balance to $500,000. The Street O&M Fund was over budget on snow removal expenditures in 2021 by about $89,805, which was reimbursed to Fund #101 from Fund #122 during that year. #303 — Street Capital Projects Fund Revenues and expenditures are proposed to increase by $750,000 to add construction for the Buckeye Ave. Sewer Extension project. This is funded through an allocation of CLFR funds as authorized by Council at the April 19, 2022 Council meeting. #310 — Civic Facilities Capital Projects Fund Expenditures are increased by $560,000 for the City's contribution to the joint improvement costs of the new library being constructed adjacent to Balfour Park as outlined in the Memorandum of Understanding with the Library District. #312 — Capital Reserve Fund Revenues are increased due to a transfer of $3,593,000 from General Fund #001 which represents the 2020 yearend fund balance in excess of 50% of recurring expenditures. Expenditures are increased by $1,459,600 comprised of $759,600 for the amount still owing for the purchase of the WSDOT property adjacent to Sullivan Park and $700,000 in transfers out to the General Fund #001 for repair costs for City Hall. The 2022 Budget amendment also includes changes to the Employee Position Classification Monthly Salary Schedule to incorporate various changes from the City's reorganization, including the addition of the new Community and Public Works Director position. 2 The 2022 Budget amendment reflects the changes noted above and will affect 6 funds resulting in total revenue increases of $5,222,805 and expenditure increases of $7,839,111. Revenue Expenditure Fund Fund Increase Increase No. Name (Decrease) (Decrease) 001 General Fund 104 Hotel/Motel Tax - Tourism Facilities Fund 105 Hotel/Motel Tax Fund 122 Winter Weather Reserve Fund 303 Street Capital Projects Fund 310 Civic Facilities Capital Projects Fund 312 Capital Reserve Fund 517,000 5,069,511 273,000 0 0 0 89,805 0 750,000 750,000 0 560,000 3,593,000 1,459,600 5,222,805 7,839,111 OPTIONS: Options are to accept the proposed amendments in whole or in -part. RECOMMENDED ACTION OR MOTION: Move to approve Ordinance #22-008 amending Ordinance #21-018 which adopted a budget for the period January 1, 2022 through December 31, 2022. BUDGET/FINANCIAL IMPACTS: This action amends the estimated revenues and appropriations for the 2022 Budget that was adopted on November 9, 2021. There are adequate funds available to pay for these amendments. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: • Ordinance #22-008 • Fund level line -item detail of revenues and expenditures. • Fund summaries for all funds affected by the proposed budget amendment. • Proposed amended Employee Position Classification Monthly Salary Schedule. 3 DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO. 22-008 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, AMENDING ORDINANCE 21-018, WHICH ADOPTED A BUDGET FOR THE PERIOD JANUARY 1, 2022 THROUGH DECEMBER 31, 2022; AND OTHER MATTERS RELATED THERETO. WHEREAS, the City Council approved Ordinance 21-018 on November 9, 2021, which adopted the 2022 annual budget; and WHEREAS, subsequent to the November 9, 2021 adoption of the 2022 annual budget, it has become necessary to make changes by adding new revenue, appropriations, amendments, and transferring funds in order to properly perform City functions, services and activities; and WHEREAS, certain changes to employee positions have been made by the City Manager, which necessitate changes to the Employee Position Classification Monthly Salary Schedule that was included in the 2022 annual budget; and WHEREAS, certain changes were necessary to the salaries for Councilmembers, and salaries and wages for employees from what were included in the adopted 2022 annual budget; and WHEREAS, the budget changes set forth in this Ordinance could not have been reasonably anticipated or known when the 2022 annual budget was passed by the City Council; and WHEREAS, the City Council has determined that the best interests of the City are served by amending the 2022 budget to reflect unanticipated revenue, expenditures, transfers, and appropriating the same as set forth herein. NOW THEREFORE, the City Council of the City of Spokane Valley, Washington do ordain as follows: Section 1. Amended Revenues and Appropriations. Ordinance No. 21-018 adopted a budget for the twelve months beginning January 1, 2022 and ending December 31, 2022. Each item, revenue, appropriation, and fund contained in Section 1 of Ordinance 21-018 is hereby further amended as set forth in Attachment A to this Ordinance, which is incorporated herein. Section 2. Amended Employee Position Classification Monthly Salary Schedule. Ordinance No. 21-018 adopted an Employee Position Classification Monthly Salary Schedule as part of the budget for the twelve months beginning January 1, 2022 and ending December 31, 2022. The schedule is hereby amended as set forth in Attachment B to this Ordinance, which is incorporated herein. Section 3. Severability. If any section, sentence, clause or phrase of this Ordinance should 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 phrase of this Ordinance. Section 4. Effective Date. This Ordinance shall be in full force and effect five days after publication of this Ordinance or a summary thereof in the official newspaper of the City as provided by law. Ordinance 22-008 amending the 2022 budget Page 1 of 4 Passed by the City Council of the City of Spokane Valley this 31' day of May 2022. ATTEST: Pam Haley, Mayor Christine Bainbridge, City Clerk Approved as to form: Office of the City Attorney Date of Publication: Effective Date: Ordinance 22-008 amending the 2022 budget Page 2 of 4 ATTACHMENT A Sources Uses Fund No. Annual Appropriation Funds Be ginning Fund Balance Revenues Total Sources Appropriations Estimated Ending Fund Balance Adopted via Ord. 21-018 Amended via Ord. 22-008 Total Revenues Adopted via Ord. 21-018 Amended via Ord. 22-008 Total Appropriations 001 General 44,206,845 53,832,700 517,000 54,349,700 98,556,545 54,048,101 5,069,511 59,117,612 39,438,933 101 Street O&M 1,156,301 5,874,119 0 5,874,119 7,030,420 6,039,619 0 6,039,619 990,801 103 Paths & Trails 29,558 8,100 0 8,100 37,658 0 0 0 37,658 104 Hotel/Motel Tax - Tourism Facilities 4,672,194 402,500 273,000 675,500 5,347,694 0 0 0 5,347,694 105 Hotel/Motel Tax 165,000 601,000 0 601,000 766,000 601,000 0 601,000 165,000 106 Solid Waste 1,140,119 1,832,000 0 1,832,000 2,972,119 1,832,000 0 1,832,000 1,140,119 107 PEG 165,895 79,000 0 79,000 244,895 73,000 0 73,000 171,895 108 Affordable & Supportive Housing Sales Tax 367,327 193,000 0 193,000 560,327 0 0 0 560,327 120 CenterPlace Operating Reserve 300,000 0 0 0 300,000 0 0 0 300,000 121 Service Level Stabilization 5,500,000 0 0 0 5,500,000 0 0 0 5,500,000 122 Winter Weather Reserve 434,887 800 89,805 90,605 525,492 500,000 0 500,000 25,492 204 Debt Service LTGO 03 0 1,064,800 0 1,064,800 1,064,800 1,064,800 0 1,064,800 0 301 Capital Projects 3,958,748 1,502,000 0 1,502,000 5,460,748 1,357,780 0 1,357,780 4,102,968 302 Special Capital Projects 5,230,856 1,505,000 0 1,505,000 6,735,856 2,109,649 0 2,109,649 4,626,207 303 Street Capital Projects 67,620 9,971,150 750,000 10,721,150 10,788,770 9,971,150 750,000 10,721,150 67,620 309 Parks Capital Projects 25,262 4,808,520 0 4,808,520 4,833,782 4,728,520 0 4,728,520 105,262 310 Civic Facilities Capital Projects 840,056 1,300 0 1,300 841,356 0 560,000 560,000 281,356 311 Pavement Preservation 5,544,088 5,460,600 0 5,460,600 11,004,688 7,252,000 0 7,252,000 3,752,688 312 Capital Reserve 14,522,386 10,000 3,593,000 3,603,000 18,125,386 7,723,710 1,459,600 9,183,310 8,942,076 314 Railroad Grade Separation Projects 589,792 2,695,172 0 2,695,172 3,284,964 2,775,263 0 2,775,263 509,701 315 Transportation Impact Fees 294,607 200,000 0 200,000 494,607 150,000 0 150,000 344,607 316 Economic Development Capital Projects 0 750,000 0 750,000 750,000 750,000 0 750,000 0 89,211,541 90,791,761 5,222,805 96,014,566 185,226,107 100,976,592 7,839,111 108,815,703 76,410,404 Sources Uses Revenues Appropriations Estimated Be ginning Ending Fund Working Adopted via Amended via Total Total Adopted via Amended via Total Working No. Working Capital Funds Capital Ord. 21-018 Ord. 22-008 Revenues Sources Ord. 21-018 Ord. 22-008 Appropriations Capital 402 Stormwater Management 2,401,719 1,912,000 0 1,912,000 4,313,719 2,443,926 0 2,443,926 1,869,793 403 Aquifer Protection Area 442,940 2,343,500 0 2,343,500 2,786,440 3,063,800 0 3,063,800 (277,360) 501 Equipment Rental & Replacement 1,425,472 230,000 0 230,000 1,655,472 522,500 0 522,500 1,132,972 502 Risk Management 392,820 450,000 0 450,000 842,820 450,000 0 450,000 392,820 632 Passthrough Fees & Taxes 0 400,000 0 400,000 400,000 400,000 0 400,000 0 4,662,951 5,335,500 0 5,335,500 9,998,451 6,880,226 0 6,880,226 3,118,225 Total of all Funds 93,874,492 96,127,261 5,222,805 101,350,066 195,224,558 107,856,818 7,839,111 115,695,929 79,528,629 Ordinance 22-008 amending the 2022 budget Page 3 of 4 Ordinance 22-008 amending the 2022 budget Custodian Office Assistant I Permit Specialist Office Assistant II Recreation Specialist Maintenance Worker Accounting Technician Administrative Assistant Permit Facilitator Help Desk Technician Human Resources Technician Senior Center Specialist Executive Assistant Planning Technician Customer Relations/Facilities Coordinator Building Inspector I Recreation Coordinator Deputy City Clerk Code Enforcement Officer Maintenance/Construction Inspector Engineering Technician I Senior Permit Specialist Building Inspector II Plans Examiner CenterPlace Coordinator Planner Mechanic Human Resource Analyst Maintenance/Construction Foreman GIS Analyst Public Information Officer Administrative Analyst Economic Development Project Specialist Senior Plans Examiner Engineering Technician II Communications and Marketing Officer Assistant Engineer IT Specialist Code Enforcement Supervisor Associate Planner Project Manager CAD Manager Accountant/Budget Analyst Housing and Homeless Services Coordinator Development Services Coordinator Database Administrator Engineer Senior Planner Deputy City Attorney City Clerk IT Manager Legislative Coordinator Public Works Superintendent Senior Administrative Analyst Accounting Manager Assistant Building Official Traffic Engineering Manager Senior Engineer Planning Manager Engineering Manager Senior Deputy City Attorney Building Official Economic Development Director Human Resources Director Parks, Recreation, and Facilities Director City Engineer Finance Director Community & Public Works Director Deputy City Manager City Attorney Position Title City Manager 1 -, CDj o NJ N NJ NJ NJ NJ NJ Ca Ca Ca Ca Ca Ca Ca A A A A A A A A A A N N N N N N N N (J� cn (n rn rn rn rn rn rn rn rn rn rn rn rn J J J J J J CO CO CO OD co co N N 0 0 N N 0 0 N-a N N NJo. N 3,370.14 - 4,878.94 3,033.50 - 4,878.94 3,744.85 - 5,422.31 3,370.14 - 5,422.31 4,162.22 - 6,024.50 3,744.85 - 6,024.50 4,162.22 - 6,024.50 4,162.22 - 6,024.50 4,162.22 - 6,024.50 4,162.22 - 6,024.50 4,623.00 - 6,694.06 4,162.22 - 6,024.50 4,623.00 - 6,694.06 4,623.00 - 6,694.06 4,623.00 - 6,694.06 4,623.00 - 6,694.06 4,623.00 - 6,694.06 4,623.00 - 6,694.06 w w O O CO CO J J A A W W Co Co W W 5,137.08 - 7,438.13 5,137.08 - 7,438.13 5,137.08 - 7,438.13 5,137.08 - 7,438.13 5,137.08 - 7,438.13 5,137.08 - 7,438.13 w w O O CO CO J J A A Co Co Co Co W W 5,707.52 - 8,263.95 5,707.52 8,263.95 5,707.52 - 8,263.95 5,707.52 - 8,263.95 5,707.52 - 8,263.95 5,707.52 - 8,263.95 5,707.52 - 8,263.95 5,707.52 - 8,263.95 5,707.52 - 8,263.95 5,707.52 - 8,263.95 6,340.81 - 9,181.53 5,707.52 - 8,263.95 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 6,340.81 - 9,181.53 7,046.06 - 10,202.36 6,340.81 - 9,181.53 7,046.06 - 10,202.36 7,046.06 - 10,202.36 7,046.06 - 10,202.36 7,046.06 - 10,202.36 7,829.40 - 11,336.42 7,046.06 - 10,202.36 7,829.40 - 11,336.42 7,829.40 - 11,336.42 8,698.21 - 12,596.64 7,829.40 - 11,336.42 9,664.85 - 13,996.12 9,664.85 - 13,996.12 9,664.85 - 13,996.12 9,664.85 - 13,996.12 10,738.86 - 15,550.10 10,738.86 - 15,550.10 11,920.14 - 17,277.75 10,738.86 - 15,550.10 2022 Range Unclassified m 3 O m z m m�] -< O co co0) n//-- • z a �y�M r ▪ m H N O m CO r n m O Z P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Amendment No 1 Detail v2 for RCA CITY OF SPOKANE VALLEY, WA 2022 Budget - Amendment #1 Line Item Detail 5/31/2022 Account Description Account Number Description / Justification Initial Budget Amendment Amended Budget #001 - General Fund Recurring Revenues HHAA Grant - County Splash Down Concessions Evergreen Volleyball Assc Fees CenterPlace Long -Term Rentals 001.013.000.337.65.00 001.076.302.362.30.01 001.076.303.347.30.50 001.076.305.362.50.01 Recurring Expenditures Salaries and Wages - Council Payroll Taxes & Benefits - Council Travel/Mileage Position 4 Travel/Mileage Position 5 001.011.000.511.60.10.00 001.011.000.511.60.20.00 001.011.000.511.60.43.14 001.011.000.511.60.43.15 Salaries and Wages - City Manager 001.013.000.513.10.10.00 Payroll Taxes & Benefits - City Manager 001.013.000.513.10.20.00 Salaries and Wages - HHS 001.013.000.565.40.10.00 Payroll Taxes & Benefits - HHS 001.013.000.565.40.20.00 Supplies - HHS 001.013.000.565.40.31.01 Professional Services - HHS 001.013.000.565.40.41.05 Cell Phones - HHS 001.013.000.565.40.42.03 Travel/Mileage - HHS 001.013.000.565.40.43.01 Shelter Space Rental 001.013.000.565.40.45.00 Memberships 001.013.000.565.40.49.02 Registrations/Training 001.013.000.565.40.49.04 Payroll Taxes & Benefits - City Attorney 001.013.015.515.32.20.00 Salaries and Wages - DCM 001.018.013.513.10.10.00 Payroll Taxes & Benefits - DCM 001.018.013.513.10.20.00 Salaries and Wages - Finance 001.018.014.514.23.10.00 Payroll Taxes & Benefits - Finance 001.018.014.514.23.20.00 Supplies - Finance 001.018.014.514.23.31.01 Cell Phones - Finance 001.018.014.514.23.42.03 Travel/Mileage - Finance 001.018.014.514.23.43.01 Copier Maintenance - Finance 001.018.014.514.23.48.02 Memberships - Finance 001.018.014.514.23.49.02 Registrations - Finance 001.018.014.514.23.49.04 - Decrease to actual grant award - Decrease due to updated expectations - Increase for new contract - Decrease due to no longer doing these Total recurring revenues - Adjust for Salary Commission increase - Adjust for Salary Commission increase - Adjust travel budget to mayor - Adjust travel budget to mayor - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization 260,000 (160,000) 100,000 15,000 (15,000) 0 3,000 4,000 7,000 12,000 (12,000) 0 (183,000) 123,180 33,420 156,600 191,390 2,922 194,312 8,000 (4,000) 4,000 4,000 4,000 8,000 768,433 (190,915) 577,518 350,012 (81,504) 268,508 93,000 (93,000) 0 49,460 (49,460) 0 2,500 (2,500) 0 101,000 (101,000) 0 600 (600) 0 1,000 (1,000) 0 24,000 (24,000) 0 200 (200) 0 1,000 (1,000) 0 179,615 (11,901) 167,714 189,082 186,674 375,756 65,795 62,271 128,066 1,057,255 (192,936) 864,319 482,288 (118,827) 363,461 3,400 (500) 2,900 3,000 (3,000) 0 5,200 (800) 4,400 2,400 (200) 2,200 1,500 (100) 1,400 11,800 (8,100) 3,700 Page 1 of 6 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Amendment No 1 Detail v2 for RCA CITY OF SPOKANE VALLEY, WA 2022 Budget - Amendment #1 Line Item Detail 5/31/2022 Account Description Account Number Description / Justification Initial Budget Amendment Amended Budget #001 - General Fund - continued Recurring Expenditures -continued Salaries and Wages - HR Payroll Taxes & Benefits - HR Salaries and Wages - IT Payroll Taxes & Benefits - IT Supplies - IT Small Tools & Minor Equipment - IT Cell Phones - IT Travel/Mileage - IT Copier Maintenance - IT Memberships - IT Registrations - IT Salaries and Wages - Facilities Payroll Taxes & Benefits - Facilities Janitorial Services - Facilities Salaries and Wages - CPW Admin Payroll Taxes & Benefits - CPW Admin Office Supplies - CPW Admin Cell Phones - CPW Admin Travel - CPW Admin Copier Maintenance - CPW Admin 001.018.016.518.10.10.00 001.018.016.518.10.20.00 001.018.017.518.80.10.00 001.018.017.518.80.20.00 001.018.017.518.80.31.01 001.018.017.518.80.35.01 001.018.017.518.80.42.03 001.018.017.518.80.43.01 001.018.017.518.80.48.02 001.018.017.518.80.49.02 001.018.017.518.80.49.04 001.033.000.518.30.10.00 001.033.000.518.30.20.00 001.033.000.518.30.41.21 001.040.000.518.90.10.00 001.040.000.518.90.20.00 001.040.000.518.90.31.01 001.040.000.518.90.42.03 001.040.000.518.90.43.01 001.040.000.518.90.48.02 Software Licenses & Maint. - CPW Admir 001.040.000.518.90.48.03 Registrations - CPW Admin 001.040.000.518.90.49.04 Salaries and Wages - Engineering 001.040.041.543.10.10.00 Payroll Taxes & Benefits - Engineering 001.040.041.543.10.20.00 Office Supplies - Engineering 001.040.041.543.10.31.01 Spokane County GIS - Engineering 001.040.041.543.10.41.03 Cell Phones - Engineering 001.040.041.543.10.42.03 Travel - Engineering 001.040.041.543.10.43.01 Copier Maintenance - Engineering 001.040.041.543.10.48.02 Software Licenses & Maint. - Engineerinc 001.040.041.543.10.48.03 Registrations - Engineering 001.040.041.543.10.49.04 Payroll Taxes & Benefits - Engineering 001.040.041.558.50.20.00 Office Supplies - Engineering 001.040.041.558.50.31.01 Spokane County GIS - Engineering 001.040.041.558.50.41.03 - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Add custodian position - Add custodian position - Decrease due to adding custodian position - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization 212,904 9,626 222,530 89,657 (4,582) 85,075 0 276,588 276,588 0 113,835 113,835 0 300 300 0 200 200 0 3,000 3,000 0 800 800 0 200 200 0 200 200 0 8,000 8,000 131,528 40,572 172,100 64,092 15,241 79,333 80,000 (55,813) 24,187 0 223,884 223,884 0 75,044 75,044 0 700 700 0 960 960 0 250 250 0 300 300 0 840 840 0 250 250 909,701 (45,708) 863,993 421,297 (37,073) 384,224 6,500 (525) 5,975 8,900 (1,155) 7,745 6,816 (960) 5,856 5,500 (250) 5,250 4,500 (225) 4,275 18,810 (840) 17,970 5,175 (250) 4,925 268,407 (14,830) 253,577 2,500 (175) 2,325 7,056 (330) 6,726 Page 2 of 6 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Amendment No 1 Detail v2 for RCA CITY OF SPOKANE VALLEY, WA 2022 Budget - Amendment #1 Line Item Detail 5/31/2022 Account Description Account Number Description / Justification Initial Budget Amendment Amended Budget #001 - General Fund - continued Recurring Expenditures -continued Copier Maintenance - Engineering 001.040.041.558.50.48.02 Software Licenses & Maint. - Engineerinc 001.040.041.558.50.48.03 Salaries and Wages - Econ Dev 001.040.042.558.70.10.00 Payroll Taxes & Benefits - Econ Dev 001.040.042.558.70.20.00 Office Supplies - Econ Dev 001.040.042.558.70.31.01 Spokane County GIS - Econ Dev 001.040.042.558.70.41.03 Copier Maintenance - Econ Dev 001.040.042.558.70.48.02 Salaries and Wages - HHS 001.040.042.565.40.10.00 Payroll Taxes & Benefits - HHS 001.040.042.565.40.20.00 Supplies - HHS 001.040.042.565.40.31.01 Professional Services - HHS 001.040.042.565.40.41.05 Cell Phones - HHS 001.040.042.565.40.42.03 Travel/Mileage - HHS 001.040.042.565.40.43.01 Shelter Space Rental - HHS 001.040.042.565.40.45.00 Memberships - HHS 001.040.042.565.40.49.02 Registrations/Training - H HS 001.040.042.565.40.49.04 Salaries and Wages - Code Enf. 001.040.043.524.60.10.00 Payroll Taxes & Benefits - Code Enf. 001.040.043.524.60.20.00 Vehicle Maintenance Supplies - Code En 001.040.043.524.60.31.10 Software Licenses & Maint. - Code Enf. 001.040.043.524.60.48.03 Code Enforcement Abatement 001.040.043.524.60.49.08 Salaries and Wages - Building 001.040.043.558.50.10.00 Payroll Taxes & Benefits - Building 001.040.043.558.50.20.00 Office Supplies - Building 001.040.043.558.50.31.01 Vehicle Maintenance Supplies - Bldg 001.040.043.558.50.31.10 Copier Maintenance - Building 001.040.043.558.50.48.02 Software Licenses & Maint. - Building 001.040.043.558.50.48.03 Salaries and Wages - Building 001.040.043.558.60.10.00 Payroll Taxes & Benefits - Building 001.040.043.558.60.20.00 Office Supplies - Building 001.040.043.558.60.31.01 Publications - Building 001.040.043.558.60.31.03 Meeting Supplies - Building 001.040.043.558.60.31.05 Small Tools & Minor Equipment - Bldg 001.040.043.558.60.35.01 Spokane County GIS - Building 001.040.043.558.60.41.03 Professional Services - Building 001.040.043.558.60.41.05 - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Increase for several high cost abatements - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization 1,500 (75) 1,425 2,650 6,300 8,950 524,399 9,358 533,757 227,180 (12,494) 214,686 600 1,200 1,800 0 4,400 4,400 0 900 900 0 93,000 93,000 0 46,930 46,930 0 2,500 2,500 0 101,000 101,000 0 600 600 0 1,000 1,000 0 24,000 24,000 0 200 200 0 1,000 1,000 203,628 (80,000) 123,628 105,236 (50,010) 55,226 0 1,000 1,000 0 3,150 3,150 25,000 475,000 500,000 1,046,985 (125,744) 921,241 491,426 (81,734) 409,692 6,000 (2,400) 3,600 6,000 (1,000) 5,000 5,000 (2,250) 2,750 23,000 (1,575) 21,425 275,028 (275,028) 0 126,570 (126,570) 0 5,000 (5,000) 0 600 (600) 0 500 (500) 0 1,500 (1,500) 0 11,000 (11,000) 0 40,000 (40,000) 0 Page 3 of 6 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Amendment No 1 Detail v2 for RCA CITY OF SPOKANE VALLEY, WA 2022 Budget - Amendment #1 Line Item Detail 5/31/2022 Account Description Account Number Description / Justification Initial Budget Amendment Amended Budget #001 - General Fund - continued Recurring Expenditures -continued Legal Notices - Building Hearing Examiner - Building Postage - Building Travel/Mileage - Building 001.040.043.558.60.41.18 001.040.043.558.60.41.54 001.040.043.558.60.42.01 001.040.043.558.60.43.01 Copier Maintenance - Building 001.040.043.558.60.48.02 Software Licenses & Maintenance - Bldg 001.040.043.558.60.48.03 Subscriptions - Building 001.040.043.558.60.49.01 Memberships - Building 001.040.043.558.60.49.02 Printing & Binding - Building 001.040.043.558.60.49.03 Registrations - Building 001.040.043.558.60.49.04 Filing & Recording Fees - Building 001.040.043.558.60.49.05 Salaries and Wages - Planning 001.040.044.558.60.10.00 Payroll Taxes & Benefits - Planning 001.040.044.558.60.20.00 Office Supplies - Planning 001.040.044.558.60.31.01 Publications - Planning 001.040.044.558.60.31.03 Meeting Supplies - Planning 001.040.044.558.60.31.05 Small Tools & Minor Equipment - Ping 001.040.044.558.60.35.01 Spokane County GIS - Planning 001.040.044.558.60.41.03 Professional Services - Planning 001.040.044.558.60.41.05 Legal Notices - Planning 001.040.044.558.60.41.18 Hearing Examiner - Planning 001.040.044.558.60.41.54 Postage - Planning 001.040.044.558.60.42.01 Travel/Mileage - Planning 001.040.044.558.60.43.01 Copier Maintenance - Planning 001.040.044.558.60.48.02 Software Licenses & Maintenance - Ping 001.040.044.558.60.48.03 Subscriptions - Planning Memberships - Planning Printing & Binding - Planning Registrations - Planning Filing & Recording Fees - Planning 001.040.044.558.60.49.01 001.040.044.558.60.49.02 001.040.044.558.60.49.03 001.040.044.558.60.49.04 001.040.044.558.60.49.05 - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization - Adjust for reorganization Total recurring expenditures 30,000 (30,000) 0 40,000 (40,000) 0 2,000 (2,000) 0 1,500 (1,500) 0 3,000 (3,000) 0 18,000 (18,000) 0 300 (300) 0 2,100 (2,100) 0 500 (500) 0 1,500 (1,500) 0 20,000 (20,000) 0 0 476,532 476,532 0 193,315 193,315 0 6,200 6,200 0 600 600 0 500 500 0 1,500 1,500 0 8,708 8,708 0 40,000 40,000 0 30,000 30,000 0 40,000 40,000 0 2,000 2,000 0 1,500 1,500 0 4,350 4,350 0 10,125 10,125 0 300 300 0 2,100 2,100 0 500 500 0 1,500 1,500 0 20,000 20,000 686,706 Page 4 of 6 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Amendment No 1 Detail v2 for RCA CITY OF SPOKANE VALLEY, WA 2022 Budget - Amendment #1 Line Item Detail 5/31/2022 Account Description Account Number Description / Justification Initial Budget Amendment Amended Budget #001 - General Fund - continued Nonrecurring Revenues Transfers in - #312 001.090.099.397.31.20 Nonrecurring Expenditures Transfer out - #122 Transfer out - #312 Professional Services & Construction 001.090.099.597.12.00.20 001.090.099.597.31.00.20 001.000.322.518.30. xx.xx #104 - Hotel/Motel Tax- Tourism Facilities Fund Revenues Transfers in - #105 - City Hall Repair Costs Total nonrecurring revenues - Replenish winter weather reserve - 2020 #001 fund bal > 50% - City Hall Repair Costs Total nonrecurring expenditures 0 700,000 700,000 700,000 0 89,805 0 3,593,000 0 700,000 4,382,805 Total of all General Fund revenues Total of all General Fund expenditures 517,000 5,069,511 104.000.000.397.10.50 - Transfer based on Council action in 2021 #105 - Hotel/Motel Tax Fund Expenditures Tourism Promotion Transfers out - #104 Total revenues 105.105.000.557.30.41.00 - Decrease for based on actual Council awards 105.105.000.597.10.00.40 - Transfer based on Council action in 2021 #122 - Winter Weather Reserve Fund Revenues Transfer in - #001 Total expenditures 122.122.000.397.00.10 - Replenish Winter Weather Reserve 89,805 3,593,000 700,000 0 273,000 273,000 571,000 273,000 (273,000) 298,000 0 273,000 273,000 0 0 89,805 89,805 Total revenues 89,805 Page 5 of 6 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Amendment No 1 Detail v2 for RCA CITY OF SPOKANE VALLEY, WA 2022 Budget - Amendment #1 Line Item Detail 5/31/2022 Account Description Account Number Description / Justification Initial Budget Amendment Amended Budget #303 - Street Capital Projects Fund Revenues Grant Proceeds 303.000.343.331.21.01 - Coronavirus Local Fiscal Recovery Funds Total revenues Expenditures Buckeye Ave Sewer Extension 303.000.343.595.xx.xx.xx - 2022 Construction Costs (CLFR) I#310 - Civic Facilities Capital Projects Fund Expenditures Payment to Library District Total expenditures Payment to the Library District for joint 310.xxx.xxx.xxx.xx.xx.xx - improvement costs per MOU #312 -Capital Reserve Fund Revenues Transfer in - #001 0 750,000 750,000 750,000 0 750,000 750,000 750,000 0 560,000 560,000 Total expenditures 560,000 312.000.000.397.00.10 - 2020 #001 fund bal > 50% Total revenues Expenditures WSDOT Sullivan Park Property Acquisitic 312.000.000.594.76.61.00 - Final payment for property acquisition Transfer out - #001 312.000.000.597.00.00.10 - City Hall Repair Costs 0 3,593,000 3,593,000 3,593,000 0 759,600 759,600 0 700,000 700,000 Total expenditures 1,459,600 Totals Across all Funds Total revenues Total expenditures 5,222,805 7,839,111 Page 6 of 6 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Budget Summary for Amended Funds No 1 v2 CITY OF SPOKANE VALLEY, WA 2022 Budget Amendment #001 - GENERAL FUND RECURRING ACTIVITY Revenues Property Tax Sales Tax Sales Tax - Public Safety Sales Tax - Criminal Justice Gambling Tax and Leasehold Excise Tax Franchise Fees/Business Registration State Shared Revenues Fines and Forfeitures/Public Safety Community and Public Works Recreation Program Revenues Grant Proceeds Miscellaneous Department Revenue Miscellaneous & Investment Interest Transfers in - #105 (h/m tax-CP advertising) Total Recurring Revenues Expenditures City Council 645,170 36,342 681,512 City Manager 1,466,305 (545,179) 921,126 City Attorney 747,890 (11,901) 735,989 Public Safety 29,804,434 0 29,804,434 Deputy City Manager 295,477 248,945 544,422 Finance 1,571,443 (324,463) 1,246,980 Human Resources 330,321 5,044 335,365 Information Technology 0 403,123 403,123 Facilities 400,020 0 400,020 Community & Public Works - Administration 0 302,228 302,228 Community & Public Works - Engineering 2,440,282 (96,096) 2,344,186 Community & Public Works - Building 2,631,423 (444,661) 2,186,762 Community & Public Works - Planning 0 839,730 839,730 Economic Development 1,188,268 273,594 1,461,862 Parks & Rec - Administration 351,018 0 351,018 Parks & Rec - Maintenance 950,455 0 950,455 Parks & Rec - Recreation 330,687 0 330,687 Parks & Rec - Aquatics 538,700 0 538,700 Parks & Rec - Senior Center 36,801 0 36,801 Parks & Rec - CenterPlace 970,375 0 970,375 General Government 1,703,713 0 1,703,713 Transfers out - #204 (2016 LTGO debt service) 401,400 0 401,400 Transfers out - #309 (park capital projects) 160,000 0 160,000 Transfers out - #311 (pavement preservation) 1,001,800 0 1,001,800 Transfers out - #502 (insurance premium) 450,000 0 450,000 2022 As Adopted Proposed Amendment As Amended 13,199,900 0 13,199,900 27,720,000 0 27,720,000 1,276,000 0 1,276,000 2,244,000 0 2,244,000 365,000 0 365,000 1,215,000 0 1,215,000 1,995,500 0 1,995,500 529,200 0 529,200 2,636,200 0 2,636,200 652,400 (23,000) 629,400 260,000 (160,000) 100,000 21,000 0 21,000 288,500 0 288,500 30,000 0 30,000 52,432,700 (183,000) 52,249,700 Total Recurring Expenditures 48,415,982 686,706 49,102,688 Recurring Revenues Over (Under) Recurring Expenditures 4,016,718 (869,706) 3,147,012 5/31/2022 Page 1 of 5 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Budget Summary for Amended Funds No 1 v2 CITY OF SPOKANE VALLEY, WA 2022 Budget Amendment 2022 As Adopted Proposed Amendment As Amended #001 - GENERAL FUND - continued NONRECURRING ACTIVITY Revenues Transfers in - #312 (police vehicle replacements) 1,400,000 0 1,400,000 Transfers in - #312 (City Hall repair costs) 0 700,000 700,000 Total Nonrecurring Revenues Expenditures General Government - IT capital replacements 136,000 0 136,000 City Manager (office furniture for Project Manager employe( 5,000 0 5,000 Public Safety (2 radar trailers) 24,000 0 24,000 Public Safety (vehicle for homeless services officer) 55,000 0 55,000 Public Safety (replace carpet at Precinct) 25,000 0 25,000 Public Safety (repaint Precinct exterior) 50,000 0 50,000 Public Safety (tree & debris removal from back lot) 8,000 0 8,000 Public Safety (police vehicle replacements) 1,400,000 0 1,400,000 Parks & Rec (repaint portico at CenterPlace) 12,000 0 12,000 Parks & Rec (replace carpet at CenterPlace) 26,700 0 26,700 Parks & Rec (repair plumbing systems at pools) 30,000 0 30,000 Financial Software Capital Costs 1,000,000 0 1,000,000 City Hall Repairs 0 700,000 700,000 Transfers out - #101 (Street Fund operations) 2,820,419 0 2,820,419 Transfers out - #122 (replenish reserve) 0 89,805 89,805 Transfers out - #312 ('20 fund bal >50%) 0 3,593,000 3,593,000 Transfers out - #501 (vehicle for Code Enf Supervisor) 40,000 0 40,000 1,400,000 700,000 2,100,000 Total Nonrecurring Expenditures 5,632,119 4,382,805 10,014,924 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning unrestricted fund balance Ending unrestricted fund balance Fund balance as a percent of recurring expenditures (4,232,119) (3,682,805) (7,914,924) (215,401) (4,552,511) (4,767,912) 44,206,845 44,206,845 43,991,444 39,438,933 90.86% 80.32% 5/31/2022 Page 2 of 5 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Budget Summary for Amended Funds No 1 v2 CITY OF SPOKANE VALLEY, WA 2022 Budget Amendment 2022 As Adopted Proposed Amendment As Amended SPECIAL REVENUE FUNDS #104 - HOTEL / MOTEL TAX - TOURISM FACILITIES FUND Revenues Hotel/Motel Tax 400,000 0 400,000 Investment Interest 2,500 0 2,500 Transfers in - #105 0 273,000 273,000 Total revenues Expenditures Capital Outlay Total expenditures 402,500 273,000 675,500 0 0 0 0 0 0 Revenues over (under) expenditures 402,500 675,500 Beginning fund balance 4,672,194 4,672,194 Ending fund balance 5,074,694 5,347,694 #105 - HOTEL / MOTEL TAX FUND Revenues Hotel/Motel Tax Investment Interest 600,000 1,000 0 600,000 0 1,000 Total revenues 601,000 0 601,000 Expenditures Transfers out - #001 30,000 0 30,000 Transfers out - #104 0 273,000 273,000 Tourism Promotion 571,000 (273,000) 298,000 Total expenditures 601,000 0 601,000 Revenues over (under) expenditures 0 0 Beginning fund balance 165,000 165,000 Ending fund balance 165,000 165,000 #122 - WINTER WEATHER RESERVE FUND Revenues Investment Interest 800 0 800 Transfers in - #001 0 89,805 89,805 Total revenues Expenditures Street maintenance expenditures Transfers out - #101 Total expenditures 800 89,805 90,605 500,000 0 0 500,000 0 0 500,000 0 500,000 Revenues over (under) expenditures (499,200) (409,395) Beginning fund balance 434,887 434,887 Ending fund balance (64,313) 25,492 5/31/2022 Page 3 of 5 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Budget Summary for Amended Funds No 1 v2 CITY OF SPOKANE VALLEY, WA 2022 Budget Amendment CAPITAL PROJECTS FUNDS #303 - STREET CAPITAL PROJECTS FUND Revenues Grant Proceeds Developer Transfers in - #301 Transfers in - #302 Transfers in - #312 Transfers in - #315 Total revenues 2022 As Adopted Proposed Amendment As Amended 6,956,322 750,000 7,706,322 1,164,399 0 1,164,399 361,780 0 361,780 1,113,649 0 1,113,649 225,000 0 225,000 150,000 0 150,000 9,971,150 750,000 10,721,150 Expenditures 205 Sprague/Barker Intersections Improvement 1,871,500 0 1,871,500 249 Sullivan/Wellesley Intersection 1,903,176 0 1,903,176 267 Mission Ave Sidewalk 0 0 0 275 Barker Rd Widening - River to Euclid 0 0 0 285 Indiana Ave Pres - Evergreen to Sullivan 0 0 0 293 2018 CSS Citywide Reflective Signal BP 8,250 0 8,250 294 Citywide Reflective Signal Post Panels 3,575 0 3,575 299 Argonne Rd Concrete Pvmt Indiana to Mont 130,017 0 130,017 300 Pines and Mission Intersection Improvement 1,746,643 0 1,746,643 301 Park and Mission Intersection Improvements 0 0 0 310 Sullivan Rd Overcrossing UP RR Deck Repl 0 0 0 313 Barker Rd/Union Pacific Crossing 1,444,000 0 1,444,000 318 Wilbur Sidewalk - Boone to Mission 572,909 0 572,909 320 Sullivan Preservation - Sprague to 8th 412,000 0 412,000 326 2020 Citywide Retroreflective Post Plates 142,880 0 142,880 329 Barker Road Imp- City Limits to Appleway 250,000 0 250,000 343 Buckeye Ave Sewer Extenstion 0 750,000 750,000 Mission Ave over Evergreen Deck Repair 261,200 0 261,200 School zone beacons 225,000 0 225,000 Contingency 1,000,000 0 1,000,000 Total expenditures 9,971,150 750,000 10,721,150 Revenues over (under) expenditures 0 0 Beginning fund balance 67,620 67,620 Ending fund balance 67,620 67,620 5/31/2022 Page 4 of 5 P:\Finance\2022 Budget\Budget Amendment\Amendment #1\2022 05 31 2nd Reading\2022 Budget Summary for Amended Funds No 1 v2 CITY OF SPOKANE VALLEY, WA 2022 Budget Amendment CAPITAL PROJECTS FUNDS - continued #310 - CIVIC FACILITIES CAPITAL PROJECTS FUND Revenues Investment Interest Total revenues Expenditures Payment to Library District Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance 2022 As Adopted Proposed Amendment As Amended 1,300 0 1,300 1,300 0 1,300 0 560,000 560,000 0 560,000 560,000 1,300 840,056 (558,700) 840,056 841,356 281,356 #312 - CAPITAL RESERVE FUND Revenues Transfers in - #001 ('20 fund bal >50%) 0 3,593,000 3,593,000 Investment Interest 10,000 0 10,000 Total revenues 10,000 3,593,000 3,603,000 Expenditures Transfers out - #001 (police vehicle replacements) 1,400,000 0 1,400,000 Transfers out - #001 (City Hall repair costs) 0 700,000 700,000 Transfers out - #303 (school zone beacons) 225,000 0 225,000 Transfers out - #309 (Balfour Park Improvements Ph. 1) 3,507,520 0 3,507,520 Transfers out - #309 (Sullivan Park water line) 314,900 0 314,900 Transfers out - #309 (Spokane Valley River Loop Trail) 700,000 0 700,000 Transfers out - #314 (Barker Rd Overpass) 724,905 0 724,905 Transfers out - #314 (Sullivan Rd Interchange) 101,385 0 101,385 Transfers out - #316 (Fairgrounds Building) 750,000 0 750,000 WSDOT Sullivan Park Property Acquisition 0 759,600 759,600 Total expenditures 7,723,710 1,459,600 9,183,310 Revenues over (under) expenditures (7,713,710) (5,580,310) Beginning fund balance 14,522,386 14,522,386 Ending fund balance 6,808,676 8,942,076 5/31/2022 Page 5 of 5 Appendix A EMPLOYEE POSITION CLASSIFICATION MONTHLY SALARY SCHEDULE Effective January 1, 2022 Position Title Grade 2022 Range City Manager Unclassified Deputy City Manager 22 11,920.14 - 17,277.75 City Attorney 21 10,738.86 - 15,550.10 Finance Director 21 10,738.86 - 15,550.10 Community & Public Works Director 21 10,738.86 - 15,550.10 Parks, Recreation, and Facilities Director 20 9,664.85 - 13,996.12 City Engineer 20 9,664.85 - 13,996.12 Economic Development Director 20 9,664.85 - 13,996.12 Human Resources Director 20 9,664.85 - 13,996.12 Senior Deputy City Attorney 19 8,698.21 - 12,596.64 kluman Rccourcce Managcr 4g 8,608.21 12,506.64 Building Official 19 7,829.40 - 11,336.42 Planning Manager 18 7,829.40 - 11,336.42 Engineering Manager 18 7,829.40 - 11,336.42 Traffic Engineering Manager 18 7,829.40 - 11,336.42 Economic Development Manager 48. 7,829.410 11,336.412 Senior Engineer 17 7,046.06 - 10,202.36 Accounting Manager 17 7,046.06 - 10,202.36 Assistant Building Official 17 7,046.06 - 10,202.36 Public Works Superintendent 17 7,046.06 - 10,202.36 Senior Administrative Analyst 17 7,046.06 - 10,202.36 IT Manager 17 7,046.06 - 10,202.36 Legislative Coordinator 16 6,340.81 - 9,181.53 Deputy City Attorney 16 6,340.81 - 9,181.53 City Clerk 16 6,340.81 - 9,181.53 Engineer 16 6,340.81 - 9,181.53 Senior Planner 16 6,340.81 - 9,181.53 Development Services Coordinator 16 6,340.81 - 9,181.53 Database Administrator 16 6,340.81 - 9,181.53 Accountant/Budget Analyst 16 6,340.81 - 9,181.53 Housing and Homeless Services Coordinator 16 6,340.81 - 9,181.53 Project Manager 16 6,340.81 - 9,181.53 CAD Manager 16 6,340.81 - 9,181.53 Code Enforcement Supervisor 16 6,340.81 - 9,181.53 Associate Planner 15 5,707.52 - 8,263.95 Assistant Engineer 15 5,707.52 - 8,263.95 IT Specialist 15 5,707.52 - 8,263.95 Engineering Technician II 15 5,707.52 - 8,263.95 Communications and Marketing Officer 15 5,707.52 - 8,263.95 Economic Development Project Specialist 15 5,707.52 - 8,263.95 Senior Plans Examiner 15 5,707.52 - 8,263.95 Public Information Officer 15 5,707.52 - 8,263.95 Administrative Analyst 15 5,707.52 - 8,263.95 Maintenance/Construction Foreman 15 5,707.52 - 8,263.95 GIS Analyst 15 5,707.52 8,263.95 Mechanic 14 5,137.08 - 7,438.13 Human Resource Analyst 14 5,137.08 - 7,438.13 CenterPlace Coordinator 14 5,137.08 - 7,438.13 Planner 14 5,137.08 - 7,438.13 Building Inspector II 14 5,137.08 - 7,438.13 Plans Examiner 14 5,137.08 - 7,438.13 Engineering Technician I 14 5,137.08 - 7,438.13 Senior Permit Specialist 14 5,137.08 - 7,438.13 Code Enforcement Officer 14 5,137.08 - 7,438.13 Maintenance/Construction Inspector 14 5,137.08 - 7,438.13 Recreation Coordinator 13 4,623.00 - 6,694.06 Deputy City Clerk 13 4,623.00 - 6,694.06 Customer Relations/Facilities Coordinator 13 4,623.00 - 6,694.06 Building Inspector I 13 4,623.00 - 6,694.06 Executive Assistant 13 4,623.00 - 6,694.06 Planning Technician 13 4,623.00 - 6,694.06 Human Resources Technician 13 4,623.00 - 6,694.06 Senior Center Specialist 12 4,162.22 - 6,024.50 Permit Facilitator 12 4,162.22 - 6,024.50 Help Desk Technician 12 4,162.22 - 6,024.50 Accounting Technician 12 4,162.22 - 6,024.50 Administrative Assistant 12 4,162.22 - 6,024.50 Recreation Specialist 12 4,162.22 - 6,024.50 Maintenance Worker 11-12 3,744.85 - 6,024.50 Permit Specialist 11 3,744.85 - 5,422.31 Office Assistant II 10-11 3,370.14 - 5,422.31 Custodian 10 3,370.14 - 4,878.94 Office Assistant I 9-10 3,033.50 - 4,878.94 Note : Slight rounding differences may exist between the figures reflected on this page and the actual payroll rates computed by the Eden Payroll System. CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: May 31, 2022 Department Director Approval: Check all that apply: ❑ consent ❑ old business ® new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Resolution 22-008 amending Resolution 22-004 setting public hearing for Street Vacation 2022-0001. GOVERNING LEGISLATION: Chapter 22.140 Spokane Valley Municipal Code; RCW 35A.47.020 and chapter 35.79 RCW. PREVIOUS COUNCIL ACTION TAKEN: April 26, 2022 Council adopted Resolution 22-004. BACKGROUND: On April 19, 2022, the City Council consented to move Resolution 22-004 to the Consent Agenda for April 26, 2022. Resolution 22-004 set the public hearing date before the Planning Commission on June 9, 2022 for Street Vacation 2022-0001. Due to an error in issuing proper notice, it is necessary to reschedule the public hearing. Resolution 22-008 amends Section 2 of Resolution 22-004 establishing the new public hearing date to July 14, 2022. OPTIONS: Approve Resolution 22-008 or take other appropriate action. RECOMMENDED ACTION OR MOTION: I move to approve Resolution No. 22-008, which amends Resolution 22-004, re -setting the date for a public hearing of street vacation STV-2022-0001 to July 14, 2022. BUDGET/FINANCIAL IMPACTS: None. STAFF CONTACT: Chaz Bates, Planning Manager. ATTACHMENT: Proposed Resolution No. 22-008. DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON RESOLUTION NO. 22-008 A RESOLUTION OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, AMENDING RESOLUTION NO. 22-004 SETTING THE PUBLIC HEARING DATE AND TIME FOR THE PLANNING COMMISSION TO CONSIDER VACATION OF A PORTION OF UNNAMED STREET; AND OTHER MATTERS RELATED THERETO. WHEREAS, pursuant to Resolution No. 22-004, the City Council initiated a street vacation for the vacation of an unnamed street located southwest of Mission Avenue and Park Road, adjacent to seven parcels (35131.0101 and 35131.010235131.0103, 35131.0104, 35131,0105, 35131.0106, and 35131.0107), and generally identified in Attachment A; and WHEREAS, pursuant to RCW 35.79.010 and SVMC 22.140.020(D), Resolution No. 22-004 fixed the date and time when the street vacation was to be considered by the Planning Commission; and WHEREAS it has become necessary to reschedule the June 9, 2022 public hearing date set before the Planning Commission established in Section 2 of Resolution No. 22-004; and WHEREAS, City Council hereby declares it is necessary and appropriate for the Planning Commission to conduct the public hearing on the proposed street vacation. NOW THEREFORE, be it resolved by the City Council of the City of Spokane Valley, Spokane County, Washington, as follows: Section 1. Amendment. Section 2 of Resolution No. 22-004 is hereby amended as follows: The required public hearing for Street Vacation Request STV-2022-0001 shall be conducted before the Spokane Valley Planning Commission, July 14, 2022, beginning at 6:00 p.m. or as soon thereafter as can be heard, in the Spokane Valley City Hall Council Chambers , 10210 East Sprague Avenue, Spokane Valley, Washington 99206. Section 2. Other sections unchanged. All other provisions of Resolution No. 22-004 not specifically reference herein shall remain in full force and effect. Section 3. Effective Date. This Resolution shall be in full force and effect upon adoption. Adopted this day of May, 2022. CITY OF SPOKANE VALLEY ATTEST: Pam Haley, Mayor Christine Bainbridge, City Clerk Approved as to form: Office of the City Attorney Resolution No. 20-008 amending Resolution 22-004 Initiating STV and Setting Public Hearing Date and Time. Page 1 of 2 Attachment "A" MISSION AVE, 45 74.3 i l0_ • 00 /3 J. O 7 a /' 9 "2 2 63.00 26'. 0 43 b 3f' + TO a ra 6 7 Area of street vacation Resolution No. 222 OOx Setting Public Hearing Date and Time. Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: May 31, 2022 Department Director Approval: Check all that apply: ❑ consent ❑ old business ® new business ❑ public hearing ❑ information ['admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Motion Consideration — Construction Contract Award for Sprague/Barker Intersection Improvement Project - CIP #0205 GOVERNING LEGISLATION: SVMC 3.35.10 — Contract Authority PREVIOUS COUNCIL ACTION TAKEN: • 2/4/2014: Admin report on Six -Year Transportation Improvement Program (TIP) • 6/10/2014: Public Hearing on Six -Year TIP • 6/24/2014: Council passed Resolution 14-005, Amendment of 2014 — 2019 Six Year TIP • 6/23/2015: Council passed Resolution 15-005, Adoption of 2016 — 2021 Six Year TIP • 6/28/2016: Council passed Resolution 16-009, Adoption of 2017 — 2022 Six Year TIP • 5/23/2017: Council passed Resolution 17-011, Adoption of 2018 — 2023 Six Year TIP • 3/13/2018: Administrative Report on Potential Transportation Grants • 3/27/2018: Motion Consideration to Pursue Potential Transportation Grants • 6/5/2018: Council passed Resolution 18-003, Adoption of 2019 — 2024 Six Year TIP • 6/4/2019: Council passed Resolution 19-008, Adoption of 2020 — 2025 Six Year TIP • 8/13/2019 Council passed Resolution 19-012 amending the 2019 TIP, which included this project. • 1/21/2020 Council passed Resolution 20-002 amending the 2020 TIP, which included this project • 2/25/2020 — Administrative Report on project status • 3/3/2020 — Motion Consideration with selection of roundabout • 3/15/2022 — Administrative Report on 2022 construction projects BACKGROUND: The South Barker corridor has been impacted by the growth in Spokane Valley, Spokane County, and the City of Liberty Lake. The Sprague Avenue/Barker Road intersection is currently operating at a failing level of service. The City has been collecting developer funds to improve the intersection since 2014. In 2018, the city submitted a grant application for a Congestion Mitigation & Air Quality (CMAQ) grant. The City was awarded a portion of the funds requested, which paid for a portion of the design and right-of-way phases. In early 2020, the city completed an analysis of intersection alternatives and public outreach. In March of 2020, City Council moved to advance the design of roundabout. In December of 2020, the city was awarded a City Safety grant for the construction of the project. This project will reconstruct the intersection with a single lane roundabout, upgrade pedestrian crossings, provide lighting for the intersection, and upgrade the stormwater system with adequate treatment. A summary of the project costs and budget is shown: Project Costs Preliminary Engineering Right of Way Construction $ 283,000 $ 219,000 $ 1,989,310 Total Estimated Costs $ 2,491,310 Project Budget CMAQ Grant $ 349,000 City Safety Grant $ 1,973,973 Fund 302 $ 1,801 Developer Funds $ 166,536 Total Budget: $ 2,491,310 The Engineer's Estimate for construction was $1,677,033, excluding contingency and construction engineering. The project was advertised on April 29, 2022. The City received and opened two bids on May 20, 2022. The lowest, responsive, responsible bidder is Inland Asphalt with a bid of $1,873,378, approximately 11 % higher than the engineer's estimate. The project's bid tabulation is attached. OPTIONS: 1) Move to award the contract to the lowest responsive and responsible bidder, or 2) take other appropriate action. RECOMMENDED ACTION OR MOTION: Move to award the Sprague/Barker Intersection Improvement Project - CIP #0205 construction contract to Inland Asphalt in the amount of $1,873,378 and authorize the City Manager to finalize and execute the construction contract. BUDGET/FINANCIAL IMPACTS: The total project budget is $2,491,310 and there are sufficient funds to cover the costs for this project. STAFF CONTACT: Gloria Mantz, City Engineer ATTACHMENTS: Bid Tabulation — Sprague/Barker Intersection Improvement Projects BID TABULATION Sprague/Barker Intersection Improvement Project Project CIP No. 0205 - Bid Opening Date 05/20/2022 SIR -Wane � ley. WSDOT # Item # Units Quantity Engineers Estimate Inland Asphalt Co. North Fork Enterprises, LLC Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost 0002 100 MOBILIZATION L.S. 1 $100,000.00 $100,000.00 $184,985.25 $184,985.25 $183,110.00 $183,110.00 7728 101 MINOR CHANGE CALC 1 525,000.00 $25,000.00 $25,000.00 525,000.00 $25,000.00 525,000.00 102 CONSTRUCTION SURVEYING L.S. 1 $15,000.00 $15,000.00 $25,750.00 $25,750.00 $45,000.00 $45,000.00 7042 103 ADA FEATURES SURVEYING L.S. 1 $3,000.00 $3,000.00 $8,375.00 $8,375.00 $3,500.00 $3,500.00 7736 104 SPCC PLAN L.S. 1 $1,000.00 51,000.00 51,225.00 51,225.00 $3,500.00 $3,500.00 105 PUBLIC LIAISON REPRESENTATIVE L.S. 1 $7,500.00 $7,500.00 $9,250.00 $9,250.00 $12,000.00 $12,000.00 6971 106 PROJECT TEMPORARY TRAFFIC CONTROL L.S. 1 $75,000.00 $75,000.00 $79,700.00 $79,700.00 $37,900.00 $37,900.00 6993 107 PORTABLE CHANGEABLE MESSAGE SIGN HR. 7000 $5.00 $35,000.00 $3.25 $22,750.00 $8.13 $56,910.00 108 EROSION CONTROL AND WATER POLLUTION PREVENTION L.S. 1 $15,000.00 $15,000.00 $9,800.00 $9,800.00 $10,000.00 $10,000.00 0025 109 CLEARING AND GRUBBING ACRE 2.13 $10,000.00 $21,300.00 $23,700.00 $50,481.00 $5,800.00 $12,354.00 110 LARGE TREE REMOVAL EACH 15 $700.00 $10,500.00 $615.00 $9,225.00 $1,300.00 $19,500.00 0050 111 REMOVAL OF STRUCTURES AND OBSTRUCTIONS L.S. 1 $2,000.00 $2,000.00 $10,500.00 $10,500.00 $23,000.00 $23,000.00 112 SAWCUTASPHALTPAVEMENT LF-IN 12000 $1.00 $12,000.00 $0.35 $4,200.00 $0.65 $7,800.00 0120 113 REMOVE ASPHALT PAVEMENT S.Y. 4200 $7.00 $29,400.00 $5.25 $22,050.00 $6.00 $25,200.00 114 REMOVE EXISTING CATCH BASIN EACH 2 $500.00 $1,000.00 $2,000.00 $4,000.00 $565.00 $1,130.00 115 ABANDON EXISTING DRYWELL EACH 1 $1,000.00 $1,000.00 $2,200.00 $2,200.00 $775.00 $775.00 116 REMOVE STORM DRAIN PIPE L.F. 85 $20.00 $1,700.00 $61.25 $5,206.25 $17.00 $1,445.00 0100 117 REMOVE CEMENT CONCRETE SIDEWALK / DRIVEWAY APPROACH S.Y. 27 $25.00 $675.00 $33.50 $904.50 $20.00 $540.00 0110 118 REMOVE CEMENT CONCRETE CURB L.F. 140 $0.00 $0.00 $12.75 $1,785.00 $11.00 $1,540.00 0310 119 ROADWAY EXCAVATION INCL. HAUL C.Y. 1860 $25.00 $46,500.00 $17.00 $31,620.00 $18.00 $33,480.00 120 TRENCH FENCE SAFETY COMPLIANCE CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 121 TRENCH EXCAVATION SAFETY SYSTEM L.S. 1 $1,500.00 $1,500.00 $700.00 $700.00 $600.00 $600.00 122 CRUSHED SURFACING TOP COURSE, 3 IN. DEPTH S.Y. 435 $16.00 $6,960.00 $54.00 $23,490.00 $6.00 $2,610.00 123 CRUSHED SURFACING TOP COURSE, 6IN. DEPTH S.Y. 650 $20.00 $13,000.00 $17.00 $11,050.00 $12.00 $7,800.00 124 CRUSHED SURFACING TOP COURSE, 8 IN. DEPTH S.Y. 3750 $22.00 $82,500.00 $19.25 $72,187.50 $14.00 $52,500.00 125 HMA CL. 3/8 IN. PG 64H-28 6 IN. DEPTH S.Y. 3750 $40.00 $150,000.00 $40.00 $150,000.00 $57.00 $213,750.00 126 HMA CL. 3/8 IN. PG 64H-28 MISCELLANEOUS AREAS S.Y. 650 $25.00 $16,250.00 $32.50 $21,125.00 $33.50 $21,775.00 5830 127 JOB MIX COMPLIANCE PRICE ADJUSTMENT CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 5835 128 COMPACTION PRICE ADJUSTMENT CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 129 UTILITY CASTING DEPTH COMPLIANCE CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 130 HMA SURFACE SMOOTHNESS COMPLIANCE CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 131 PIGMENTED CEMENT CONCRETE TRUCK APRON S.Y. 230 $200.00 $46,000.00 $250.00 557,500.00 $316.00 $72,680.00 5638 132 CEMENT CONCRETE COMPLIANCE ADJUSTMENT CALC 1 $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 3773 133 DUCTILE IRON STORM SEWER PIPE 10 IN. DIA. L.F. 403 $80.00 $32,240.00 $175.00 $70,525.00 $100.00 $40,300.00 134 CATCH BASIN TYPE 1 EACH 4 $2,500.00 $10,000.00 $6,100.00 $24,400.00 $3,000.00 $12,000.00 135 CONCRETE INLET TYPE 1 EACH 6 $1,500.00 $9,000.00 $656.00 $3,936.00 $3,200.00 $19,200.00 136 PRECAST CONCRETE DRYWELL TYPE A WITH TYPE 4 GRATE EACH 5 $3,000.00 $15,000.00 $6,750.00 $33,750.00 $3,500.00 $17,500.00 137 SPILL CONTROL SEPARATOR EACH 4 $400.00 $1,600.00 $380.00 $1,520.00 $1,950.00 $7,800.00 138 ADJUST EXISTING MANHOLE EACH 3 $1,200.00 $3,600.00 $1,625.00 $4,875.00 $950.00 $2,850.00 139 ADJUST EXISTING GAS VALVE EACH 1 $900.00 $900.00 $1,300.00 $1,300.00 $950.00 $950.00 140 ADJUST EXISTING UTILITY VAULT EACH 1 $2,000.00 $2,000.00 $2,300.00 $2,300.00 $1,550.00 $1,550.00 141 ADJUST EXISTING WATER VALVE EACH 1 $800.00 $800.00 $1,600.00 $1,600.00 $1,400.00 $1,400.00 142 ADJUST EXISTING WATER VAULT EACH 1 $2,000.00 $2,000.00 $1,600.00 $1,600.00 $1,600.00 $1,600.00 6555 143 SOD INSTALLATION S.Y. 1300 $20.00 $26,000.00 $30.50 $39,650.00 $23.00 $29,900.00 144 SEEDING AND FERTILIZING S.Y. 400 $40.00 $16,000.00 $19.00 $7,600.00 $4.00 $1,600.00 145 TOPSOIL, TYPE A, 12 IN. DEPTH S.Y. 350 $45.00 $15,750.00 $41.50 $14,525.00 $44.00 $15,400.00 146 BARK MULCH S.Y. 22 $25.00 $550.00 $36.00 $792.00 $55.00 $1,210.00 147 IRRIGATION SYSTEM REVISION EACH 5 $2,000.00 $10,000.00 $4,520.00 $22,600.00 $3,200.00 $16,000.00 148 CONCRETE SPLASH PAD S.Y. 4 $1,000.00 $4,000.00 $2,670.00 $10,680.00 $1,200.00 $4,800.00 6700 149 CEMENT CONC. TRAFFIC CURB AND GUTTER L.F. 1870 $60.00 $112,200.00 534.25 $64,047.50 $34.50 $64,515.00 6707 150 CEMENT CONC. PEDESTRIAN CURB L.F. 175 $50.00 $8,750.00 $74.00 $12,950.00 $40.00 • $7,000.00 6709 151 ROUNDABOUT TRUCK APRON CEMENT CONC. CURB AND GUTTER L.F. 270 $70.00 $28,900.00 $58.00 $15,660.00 $53.00 $14,320.00 6708 152 ROUNDABOUT CENTRAL ISLAND CEMENT CONCRETE CURB L.F. 195 $130.00 $25,350.00 $230.00 $44,850.00 $225.00 $24,375.00 153 TEXTURED PIGMENTED TRAFFIC ISLAND S.Y. 940 $230.00 $216,200.00 $230.00 $216,200.00 $260.00 3244,400.00 7059 154 CEMENT CONCRETE DRIVEWAY APPROACH S.Y. 250 $100.00 $25,000.00 $140.00 $35,000.00 $127.00 $31,750.00 155 DELINEATOR AND CORE HOLE EACH 24 $200.00 $4,800.00 $265.00 $6,360.00 $320.00 $7,440.00 156 BULLNOSE MARKER EACH 4 $450.00 $1,800.00 $730.00 $2,920.00 $845.00 $3,380.00 157 TEMPORARY FENCE L.F. 90 $15.00 $2,350.00 $17.00 $1,530.00 $15.00 $1,350.00 158 REMOVE AND RE -INSTALL CHAIN LINK FENCE L.F. 70 $65.00 $4,550.00 $86.00 $6,020.00 $100.00 $7,000.00 7084 159 CHAIN LINK FENCE TYPE 4 L.F. 380 $65.00 $24,700.00 $204.00 $39,520.00 $125.00 $47,500.00 160 DOUBLE 14 FT. CHAIN LINK GATE EACH 1 $1,500.00 $1,500.00 $2,500.00 $2,500.00 $3,000.00 $3,000.00 7045 161 MONUMENT CASE AND COVER EACH 1 $900.00 $900.00 $4,000.00 $4,000.00 $6,700.00 $6,700.00 7055 162 CEMENT CONC. SIDEWALK S.Y. 600 $100.00 $60,000.00 $200.00 $60,000.00 $95.00 $57,000.00 7058 163 CEMENT CONC. CURB RAMP TYPE PARALLEL A EACH 8 $10,000.00 $80,000.00 $5,210.00 $41,680.00 $3,200.00 $24,800.00 7054 164 DETECTABLE WARNING SURFACE S.F. 226 $40.00 $9,040.00 $40.00 $9,040.00 $55.00 $22,430.00 165 CEMENT CONC. SIDEWALK, 6 IN DEPTH S.Y. 180 $120.00 $21,600.00 $140.00 $25,200.00 $115.00 $20,700.00 166 MAILBOX SUPPORT, TYPE 1 EACH 7 $500.00 $3,500.00 $480.00 $3,360.00 $575.00 $4,025.00 167 ILLUMINATION SYSTEM L.S. 1 $49,262.00 $43,262.00 $66,500.00 $66,500.00 $87,000.00 $87,000.00 6890 168 PERMANENT SIGNING L.S. 1 $23,000.00 $23,000.00 $23,000.00 $23,000.00 $25,000.00 $25,000.00 169 PLASTIC LINE -TYPE B L.F. 480 $5.00 $2,400.00 $3.50 $1,680.00 $4.00 $1,920.00 6807 170 PLASTIC LINE L.F. 2280 $4.00 $9,120.00 $5.00 $11,400.00 $6.00 $13,680.00 6828 171 PLASTIC WIDE LANE LINE L.F. 140 $6.00 $840.00 $11.00 $2,540.00 $13.00 $1,820.00 6857 172 PLASTIC CROSSWALK LINE S.F. 260 $10.00 $2,600.00 $10.00 $2,600.00 $12.00 $3,220.00 173 SEGMENTAL CONCRETE RETAINING WALL S.F. 1592 $70.00 $111,440.00 $62.25 $99,102.00 $85.00 $135,320.00 Project Totals $1,677,033.00 $1,873,378.00 $1,889,000.00 CHECKLIST Bid Proposal Checklist ✓ ✓ Bid Proposal Form ✓ ✓ Addenda Acknowledged ✓ ✓ Competitive bids were opened on May 20, 2020. I hereby certify to the best of my No. 1 ✓ ✓ ability that this is a true and correct bid tabulation for the Sprague/Barker No. 2 ✓ ✓ Intersection Improvement Project, CIP # 0205 Contractor's Administrative Information ✓ ✓ Bidder Qualification Statement ✓ ✓ Local Agency Subcontractor List ✓ ✓ (tir:41j �� 1� Bid Deposit Form ✓ ✓ Erica K. Amsden, P.E. Bid Deposit Surety Bond ✓ ✓ Senior Engineer/Project Manager Representations and Certifications ✓ ✓ Non -Collusion Declaration ✓ ✓ Local Agency Certification for Federal -Aid Contracts ✓ ✓ DBE Utilization Certification ✓ ✓ DBE Written Confirmation Document ✓ ✓ DBE Bid Item Breakdown ✓ ✓ DBE Trucking Credit Form ✓ ✓ Contractor Certification Wage Law Compliance ✓ ✓ Recycled Material Form ✓ ✓ DBE Goal Concurrence From WSDOT ✓ N/A CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: May 31, 2022 Department Director Approval: Check all that apply: ❑ consent ❑ old business ® new business ❑ public hearing ❑ information ['admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Motion Consideration: ARPA Fund Allocations GOVERNING LEGISLATION: 42 U.S.C. § 803; 31 C.F.R. Part 35. PREVIOUS COUNCIL ACTION TAKEN: Council heard an administrative report on the American Rescue Plan Act at the July 13, 2021 Council meeting. Council heard another administrative report on this topic at the September 7, 2021 Council meeting at which Council reached consensus on a list of categories for this funding. Council heard an administrative report on February 1, 2022, and on February 8 approved a motion to create a CLFR Subcommittee to review, identify, and provide guidance on allocation and distribution options for CLFR funding. On April 26, 2022, City Council heard an administrative report on the CLFR Subcommittee. On May 10, 2022, Council gave consensus (6-1) to allocate $1 million to Innovia. BACKGROUND: On March 11, 2021, the President signed the American Rescue Plan Act ("ARPA") into law. ARPA provided for a wide variety of funding for a variety of purposes, including direct assistance to small businesses, for homeless and affordable housing purposes, and to state and local governments. Importantly for the City, ARPA established the Coronavirus State and Local Fiscal Recovery Funds and allocated $350 billion to these accounts to assist state and local governments in meeting pandemic response needs and rebuilding the economy. The City of Spokane Valley will receive approximately $16 million from the Coronavirus Local Fiscal Recovery Fund ("CLFR"). The Department of Treasury will distribute the funds in two tranches. The City's first tranche of about $8 million was received on July 12, 2021, with the second tranche being expected in May 2022. Council has had several discussions regarding use of CLFR funds, and on February 8 Council agreed to a CLFR subcommittee consisting of Mayor Haley, Deputy Mayor Higgins, and Councilmember Hattenburg to review, identify, and provide guidance on allocation and distribution options for CLFR funding. The CLFR subcommittee has met numerous times to hear from various stakeholders and potential recipients and to develop a draft allocation as an initial starting point for full City Council discussion. On April 26, City Council heard an administrative report on the draft allocation. On May 10, 2022, City Council gave consensus (6-1) to allocate $1 million to Innovia for the LaunchNW initiative. Staff are currently working through the details of that allocation and will bring back a contract at a later date for City Council approval. The intent of tonight's report is to seek Council approval on starting proposal requests for various uses. Staff have provided City Councilmembers with a worksheet to complete in advance of tonight's meeting. On those worksheets City Councilmembers were asked to fill in amounts for each "bucket" in an amount up to $16 million. Each Council worksheet is provided and staff will provide an average of each allocation for starting discussion of the allocations. Each category is covered in more detail below. Page 1 of 6 CLFR FUNDS - Background CLFR dollars must be used to respond to the COVID-19 pandemic and its negative impacts. To determine whether and how an expense will respond to COVID-19, the City must identify a need or negative impact created by the pandemic and identity how the program, service, or other intervention will address the identified need or impact. Eligible expenses must be incurred by the City between March 3, 2021 and December 31, 2024. An expense is considered incurred if it is obligated by December 31, 2024. All obligated funds must be spent by December 31, 2026. Within this broad framework, ARPA identifies four primary eligible use categories for CLFR dollars. We have split the first category into two: la. Responding to the public health emergency with respect to COVID-19. lb. Addressing the negative economic impacts caused by the pandemic. 2. Providing premium pay to essential workers. 3. Replacing lost public sector revenue. 4. Investing in necessary water, sewer, and broadband infrastructure. DRAFT ALLOCATION DISCUSSION Previously approved allocation amounts: The following are amounts that Council has previously allocated to date. a. Internal City Costs and Buckeye Sewer Project - $1,000,000 ($250, 000 for internal costs, $750,000 for Buckeye) City Council has already authorized the allocation of $250,000 for internal City Costs and $750,000 for the Buckeye Sewer Project. Internal City costs include staff payroll costs for CLFR administration, consultant costs for eligibility questions, best practices, and ensuring documentation and distribution compliance, extra cleaning costs for City facilities due to the COVID-19 pandemic, PPE for use in City facilities, and UV light filtration for the HVAC systems in City facilities. The City has hired Pacifica Law Group as a legal consultant to assist with compliance. The City has currently spent about $41,000 for these types of activities. The City received bids on the Buckeye Sewer Project on April 8, 2022. Council awarded the bid on April 20, 2022 and authorized an increased allocation of the use of CLFR funds from $500,000 to $750,000. b. Innovia Foundation $1,000,000: Innovia has created an initiative called LaunchNW. Innovia has described it as an economic development workforce initiative and it is intended to provide assistance to youth at various levels to ultimately increase the number of youth attending post -secondary education, vocational/trade education, or training. The assistance will likely come in many forms, including scholarships, family engagement coordinators, and mentors to assist families and students receive and understand resources available to them. City Council gave consensus (6-1) to allocate $1,000,000 to Innovia for the LaunchNW initiative. Staff are working with Innovia on the formal agreement, which will come back to City Council for approval. Page 2 of 6 OTHER ALLOCATION CATEGORIES: 1. Revenue Replacement As has been discussed in the past, one primary category that the City has been looking at is utilizing CLFR funds for revenue replacement. Specifically, CLFR funding may be used to pay for "government services" in an amount equal to the revenue loss experienced by the recipient due to the COVID-19 public health emergency. Government services generally include any service traditionally provided by a government, including construction of roads and other infrastructure, provision of public safety and other services, and health and educational services. However, there are some restrictions including that CLFR dollars cannot be placed in the rainy -day fund or other financial reserves. Also, funds available under the revenue loss eligible use category generally may be used to meet the non-federal cost -share or matching requirements of other federal programs. Funds spent under government services are subject to streamlined reporting and compliance requirements, though these are still significant compared to use of non-federal money. ARPA provides a formula for calculating the revenue loss, and any loss calculated by this formula is presumed to be due to the pandemic. As part of this formula, a revenue trend is calculated at 5.2% per year or the actual annual average revenue growth over the three full fiscal years prior to the pandemic, whichever is higher. The City can calculate the extent of the reduction in revenues as of four points in time with the first measurement being December 31, 2020. As of December 31, 2021, the total lost revenues the City may claim is approximately $10.8 million. The next date for calculating lost revenues is as of December 31, 2022. If CLFR funds are claimed to replace lost revenues, they may be used to pay for city services. This will allow easier reporting and ensure compliance with all CLFR requirements. Although the City has lost revenue according to the CLFR formula, the City maintained a balanced budget and thus use of CLFR funds for city services will free up a corresponding amount of non-federal general fund revenue to be used for the purposes being discussed as part of this allocation process. Specific uses previously discussed that would be funded from the corresponding amount of non-federal general fund revenue that would be freed up are as follows: a. Spokane Valley Performing Arts Center: The Spokane Valley Performing Arts Center is proposing a $36 million performing arts center. They have requested $500,000 from the City. The CLFR Subcommittee agreed that it was a strong asset for economic development and the arts within Spokane Valley. A copy of the PAC request is included with this packet. b. Spokane Valley Partners (SVP): SVP is proposing a new facility to provide a variety of services to moderate to low-income people, including a food bank with substantial warehouse space, clothing and diaper bank, and other necessary services. SVP originally estimated a total project cost of $12,500,000 and requested $8,000,000 from the City. They have provided an updated project and request on April 29, 2022. Under the updated request, they identified challenges with locating available buildings and/or land. Thus, they are requesting $5,500,000 to be used for acquisition of either raw land or an existing building. They further would like to use a portion of the money for part of the first phase of construction, which would consist of a 15,000 square foot warehouse to supplement their existing facility and some administrative space. They would also like to use a portion of the money to pay for a capital campaign manager to help secure additional needed funding. Notably, CLFR money most likely cannot be used for the capital campaign manager. We understand they are also talking with Spokane County about receiving some of the County's CLFR funds. They also indicated an expectation for continued support from the City for annual general operating expenses. A copy of SVP's original request and updated request is included with this packet. One challenge with SVP's request is that if the funds are used for construction, the construction becomes subject to federal procurement, bidding, and construction requirements, including use of prevailing wage. Further, the project would have to be bid by 2024 and completed by 2026. At this time, Page 3 of 6 the City understands that SVP has identified one possible property for purchase, but is continuing to revise its initial project concept and has not secured other necessary funding. Given these challenges, the clearest path for the City to contribute would be to either purchase land directly or to assist SVP financially with purchase of land. c. Spokane Valley Mall: The Mall sent an email to see if the City was interested in providing funds for improvements, such as parking repaving. The CLFR Subcommittee did not support the request. d. Word of Faith Christian Center: See the discussion below in the affordable housing category. e. HUB Outdoor Facility: Staff met with the HUB. The HUB indicated it had purchased adjacent land and was preparing a project to construct four outdoor rectangular fields. They requested that the City contribute CLFR funds. This project is located outside of the City's borders. f Land Acquisition - $6, 000, 000: As discussed previously and below in the affordable housing and mental health categories there is a significant need for land for such projects. Further, utilizing CLFR money to purchase land allows the funds to be used within the required time period, minimizes reporting and audit compliance issues, and allows stakeholders to work on their projects without constraints associated with Federal funding. Such land would be purchased primarily for affordable housing and mental health purposes, and could be the City's contribution to the Spokane Valley Partners' project. No property has yet been identified and any property acquisition would be subject to City Council approval. 2. Affordable Housing RFP - $3, 000, 000 The CLFR Subcommittee met with the Spokane Housing Authority to discuss affordable housing funding opportunities. Additionally, staff met with Habitat for Humanity and had multiple conversations with Word of Faith Christian Center. Spokane Housing Authority primarily provides affordable multi -family housing projects for low-income renters in large multi -family projects (150+ units). These projects require land acquisition and funding from multiple sources, including federal loans or grants. Accordingly, these projects generally are for 100+ units and take multiple years. Habitat for Humanity currently provides home ownership opportunities for those at 80% of average median income in the City of Spokane, Deer Park, Airway Heights, and in other areas in the County, but would like to expand into Spokane Valley. They require participants to attend financial training and to provide "sweat equity" as part of the purchase process. They do have a significant waiting list, but additional housing would help with meeting that need. Word of Faith Christian Center is looking to start a program to allow home purchase opportunities for those who may not qualify for low-income housing, but cannot otherwise afford to purchase homes. They indicated they are looking to provide a significant portion of the purchase price ($200,000) to participants and are looking for funding to establish their program. Spokane Housing Authority and Habitat for Humanity both indicated that land acquisition is a critical component. However, all identified a need and possible use for "gap" funding, and so the CLFR Subcommittee believes that an affordable housing RFP would allow affordable housing providers to identify projects and needs to best utilize the CLFR money. All proposals would be subject to City Council approval. 3. Mental Health RFP - $500,000; Mental Health For Learning Support for Youth RFP $500,000 Staff met with Pioneer Human Services to learn more about mental health services. Pioneer provides the Stabilization Facility downtown, which our outreach team uses heavily. It provides full services for up to 30 days for individuals with mental health and substance abuse issues. It is voluntary, but has been very well received and is providing necessary stabilization services. Pioneer indicated a willingness to partner with the City to identify the needed mental health services in Spokane Valley. The City could put out an RFP or work with service providers to establish or fund such services. If the City desired to provide a stabilization facility or facility for similar services in Spokane Valley, one component that CLFR funds could be used for would be land acquisition. Subcommittee members have also met with Community Page 4 of 6 Alliance, which desires to provide mental health services to youth. Based on these conversations, the Subcommittee believes that the mental health allocation should be split with $500,000 to a general mental health RFP and $500,000 to an RFP for mental health learning support for youth. 4. Law Enforcement Assistance - $1,000,000 Spokane Valley Police put together a request for acquisition of a variety of types of cameras to aid in law enforcement crime prevention and investigation efforts. The proposal identified (1) cameras in parks, (2) cameras along major corridors and around high crime areas, (3) mobile camera trailers that could be moved where needed, such as in retail parking lots or near apartment complexes, (4) mobile speed trailers, and (5) license plate readers on police vehicles and along major corridors, as well as necessary supporting software and tech support. The use of cameras will significantly aid in crime deterrence, as well as allow detailed investigation after crimes occur. SVPD identified that it would establish written policies governing the retention and use of such video, and that the video would be kept for no more than 14 days, except for video that was identified as a necessary part of an investigation. SVPD provided a detailed discussion on May 3, 2022. Staff are reviewing the proposal for ongoing costs, and any allocation amount may be modified as more information about specifics of the proposal is obtained. Nearly all surrounding jurisdictions, including Liberty Lake, City of Spokane, and Spokane County have or are considering using CLFR money for similar camera and license plate reader usage and investment. 5. Water Infrastructure RFP - $750,000 In October 2021, City staff reached out to the water districts within the City of Spokane Valley seeking their identification of district projects that may qualify for CLFR funding. The following is a list of the projects submitted by the various water districts. 1. Vera Water and Power • Water meter replacement and installation program to be completed in 2024 • Total project cost $2.8 million with 100% funding from CLFR 2. Irvin Water District No. 6 • 5,650 feet of 16-inch transmission water main around and along Trent Avenue near SR-27 to be completed in 2023 • Total project cost of $2.6 million with 86.5% from CLFR with district contribution of 13.5% 3. Consolidated Irrigation District • Design and construction of a 2 million gallon reservoir with completion in 2024 • Total project cost of $4 million and the district indicated they have unspecified matching funds 4. East Spokane Water District • 1,600 feet of 8-inch water main to be completed in 2022 • Total project cost of $567,000 with the district providing a match of $76,500 5. Trentwood Irrigation District • 6,920 feet of transmission main to be completed in 2023 • Total project cost of $2.0 million with the district providing matching funds of about $270,000. The CLFR Subcommittee felt that many of the requests were too large for the City to fund with its CLFR money, but did support providing an RFP process to assist smaller districts with necessary water projects. 6. Sewer/Stormwater — $1,756,492 (note, this proposed amount was reduced $500,000 due to the increase in allocation to Innovia) Due to the strong desire identified by Councilmembers to use funds for projects that would last beyond 2024, there is a strong basis for funding a portion of sewer extension and improvement projects. Due to Page 5 of 6 the current state of inflation and recent bid results, staff continue to work on refining possible sewer projects for CLFR funding, and will come back a later date with more information on possible projects. NEXT STEPS In order to begin moving forward with use of the CLFR funds, staff are seeking a motion approval for allocations. As has occurred with Council award of Outside Agency funds, Staff will provide the individual Councilmember allocations and average on a working spreadsheet at the Council meeting to allow Council to actively work through allocation amounts they desire. OPTIONS: Motion to approve allocations; or take other action as deemed appropriate. RECOMMENDED ACTION OR MOTION: Move to approve the allocation of $10,784,249 of CLFR funds to replace lost revenue of the City, to approve allocations of CLFR funds in the amounts identified on the final spreadsheet column for the general purposes identified therein, and to authorize the City Manager to take such other action necessary to procure proposals for City Council consideration in the categories as appropriate. BUDGET/FINANCIAL IMPACTS: Approximately $16 million added to budget for eligible expenses. These amounts are not currently included in the 2022 Budget and will be added with a future budget amendment. STAFF CONTACT: Chelsie Taylor, Finance Director; Erik Lamb, Deputy City Manager ATTACHMENTS: 1. City Councilmember Priority Worksheets (Councilmembers Wick, Peetz, Woodard, and Padden) 2. Spokane Valley Partners Original Request and Updated Request 3. Performing Arts Center Request 4. Word of Faith Information 5. SVPD Request 6. Innovia Request Page 6 of 6 2022 — Coronavirus Local Fiscal Recovery (CLFR) Fund Subcommittee Worlcsheet Councilmember Name: a-I/Ltet-� �(t?t (JC-��--d4L- Goals for use of CLFR Funds — Describe desires for use of CLFR Funds. These may be anything you wish, including but not limited to, specific uses (e.g., facility for social services), broad concepts (e.g., use on capital project that will provide value and benefit beyond 2026), or thoughts on specific issues that need to be addressed in Spokane Valley (e.g., responding to mental health/substance abuse). These are intended solely to spur discussion. First Priority Goal: IkV, 6t rvi��"14).e 1 rJ (G) 4 Ct (- eq L �t GGr�c'•� T 6 2- 2 6114-ej �.e /) 1 Z r 11.-b yYk_ 4 "23 AeiLe C e 6 (- �� "zd e� t.% 7t .7C -� Second Priority Goal: Third Priority Goal: 7) L�� L t_ �_ '. c/ti- 6.-t /) t t V C bL,,,i,% 1;.t` l 2022 — Coronavirus Local Fiscal Recovery (CLFR) Fund Subcommittee Worksheet Councilmember Name: e.6 Goals for use of CLFR Funds-- Describe desires for use of CLFR Funds. These may be anything you wish, including but not limited to, specific uses (e.g., facility for social services), broad concepts (e.g., use on capital project that will provide value and benefit beyond 2026), or thoughts on specific issues that need to be addressed in Spokane Valley (e.g., responding to mental health/substance abuse). These are intended solely to spur discussion. r1` 1 i� jiN4.ro �[��F�d1L�7�- kJI 41,r!'Y;, c 4 lid a First Priority Goal: 0(ie. .�.�ne, 'TGrt ps i-> SZtz. (} 6nS -4i1 i ��d�ArS7f), Gtti1z•, r p r �+ r `! G.K L7 lly;.iir•r C',\ c`l %R.:- C.c'l4`l 1ACltc,s,c. 0+' V.}U.?4•.1� c1�i.r�,Tf Ca I 4 Ca �� i' f�� G•.] tac; p yi 1 ?,t ��,;.C,,,._ .:� 4 Par ,nt-r:; Second Priority Goal: II 'r r wr "Iwocrc,s �4{!j �i'_. .� G.�{�t� C1,Y1;yo"Rir n ov.heYi' ! 7w4 s kbr (:,rie& Gs Lc !'l}rtT I�UC 11 (r ! 1�'• f �l I\0 "�' �,� (-ii � � I1' po t L' L‘,„ p:{ .{• f ,-r":11 ✓16\ CvY�Irt 4( Cocci 6 ..GYrIN IN Third Priority Goal: N }1 1�IIu'rS�o. ;44G�{',v, C0rtV't w3;4.. i-C 090,Sti1011e_ jj ' Ui Z...� S1G (V�AC � L•Jid. � . nil ,)r 2022 — Coronavirus Local Fiscal Recovery (CLFR) Fund Subcommittee Worksheet Councilmember Name: 1 )cared , j Pc 7 Goals for use of CLFR Funds — Describe desires for use of CLFR Funds. These may be anything you wish, including but not limited to, specific uses (e.g., facility for social services), broad concepts (e.g., use on capital project that will provide value and benefit beyond 2026), or thoughts on specific issues that need to be addressed in Spokane Valley (e.g., responding to mental health/substance abuse). These are intended solely to spur discussion. First Priority Goal: cyan-V-5 j son°\C,IC- "65\N 5 cr" -AD -'ca m Cl Osst-s FrIas to lrinq to lc, 5u e r\A 6-e; boLCV0Doi a M-0-‘? S~ > v5 !V,Y(1l C oun _\ hOUJIG Second Priority Goal: 'vs.o eC5T wits o� \dis k\racy\ V)0C,C, s n x-on) Third Priority Goal: o' 1,C),\ \o ,kb1 c7S `l10r, ccy\rOV--0- SUyv01rt 5q v fnnc 2022 — Coronavirus Local Fiscal Recovery (CLFR) Fund Subcommittee Worksheet Councilmember Name: Atetier r Wooda....tri Goals for use of CLFR Funds — Describe desires for use of CLFR Funds. These may be anything you wish, including but not limited to, specific uses (e.g., facility for social services), broad concepts (e.g., use on capital project that will provide value and benefit beyond 2026), or thoughts on specific issues that need to be addressed in Spokane Valley (e.g., responding to mental health/substance abuse). These are intended solely to spur discussion. First Priority Goal: ? 1 I rYi L Caprk,e L ci-'V'�'4'1-� ,�: 7f "� (f� 1L S [ i ; �L1�1 C_")= ' ',V&A? t -1-1,,,.).e� Tom) ,rlJ' j} } F I GI 7ro ) 4 cif ti e" Second Priority Goal: `�C� f_�+,. S i fryL cl iv 0 tie . e-1n,GJ e/ C.1_ ._., „ ('' , t :11, e I_.1:c. a -1-0 5'0-),- Lt,P 4.+L. %- . LO 6.1v14.10 e ,/,9 ; 4-7 f ,75r-Az , (,/ / /,,,,z-) a 1›iciej. -fiwtigx ;.5.--(-5 or-- ck OJe tv l7l • c / l tlfd-e-'1,4--06 t) 1,r r ,9 ciAt) Wtea..es; OA, 4,e)/L-e4) . &/2-1 0.-pu-r? We Third Priority Goal: !1 J �1 f� f ` J -� t - 51 e 2ts crn UJ1e e5 t•+)11 r (cr-ta-0 Spokane Valley F000 BANK Partners & FAMILY SERVICES Capital Project Proposal: ARPA Funds PO BOX 141360 SPOKANE VALLEY, WA 99214 (509) 927,1153 WWW.SVPART.ORG UPDATED: 4/29/2022 To: City of Spokane Valley, City Manager/City Council Members/ARPA Committee From: SVP CEO/Board of Directors We offer two options for the COSV to consider. Option 1: Allocate $5,500,000 as follows: $2,886,000 to purchase approximately 3.5 acres of land consisting of 5 parcels at the intersection of Argonne/Mullen/Sprague to be deeded to SVP prior to construction. Our agents have a Purchase and Sale Agreement with a contingency to secure financing ready to present to the owner. That PSA would provide 60 days for feasibility and financing to be accomplished. In addition to the purchase price, allocate and hold the additional amount of $2,614,000 for the first phase of construction, a warehouse, for a total of $5,500,000. In addition to this funding, we would request that the COSV fund a capital campaign manager to help us secure the additional funding necessary to complete the entire project, and assistance with potential property taxes incurred prior to our occupancy. Option 2: Allocate and hold $5,500,000 for SVP for a reasonable amount of time to allow our agents to secure a suitable building and lot that can be modified as needed. There are currently no suitable existing buildings for sale in the Spokane Valley. However, opportunities become available over time and our agents would be actively looking for a solution and talking with owners to inquire about future opportunities. It is reasonable to believe based on the current market that $5.5 million is enough to purchase a building and complete some/most of the renovations. In addition to this funding, we would request that the COSV fund a capital campaign manager, if needed, to help us secure the additional funding necessary to complete the entire project. Total Project Cost Estimate for Option 1: 1. Land: 3.5 acres at Argonne/Mullen/Sprague 2. Warehouse: 15,000 sqf at $175/ sqf 3. Admin office/services space: 8,000 sqf at $400/ sqf 5. Walk in cooler/freezer, furnishings, etc, TOTAL COST ESTIMATE Thank you for taking this proposal into thoughtful consideration. Calvin B. Coblentz, CEO $ 2,886,000 $ 2,625,000 $ 3,200,000 $ 750,000 $ 9,211,000 Capital Project Proposal: ARPA Funds Executive Summary of the Need UPDATED: 4/29/2022 Overview: A normal drive through the Spokane Valley quickly brings recognition of an increased presence of homeless and destitute individuals and families. Those are only the visible signs of a growing poverty problem. Hidden are the children and their caregivers who suffer in silence. Suitable affordable housing is at a crisis point, households are doubled up, and new residents continue to move into the Valley exacerbating the issue. Spokane Valley Partners has soldiered on for decades as one of the main mitigating forces pushing back against the desperation of poverty. Though the numbers of those in need grow each year, SVP continues to serve from the same renovated church. Over the next decade, estimating a 20% increase in overall need for social services is a conservative projection. The Partners building has reached maximum capacity and will be unable to meet future demands unless the community invests in an appropriate facility capable of increasing services to meet the swell in need over the next few decades. The Need: The Spokane Valley is experiencing an increased need for social services, especially basic need resources such as food, diapers, clothing, emergency assistance, housing, and transportation. Some of the reasons include: • The population growth trajectory: it averaged 1.724% annual growth past 5 years • An aging population that correlates with the baby boomer retirement wave • A low-income affordable housing crisis: < 1% vacancy, 14% price increase past year; there is currently a 3-year waiting list to receive subsidized low-income housing • Long-lasting economic effects of the pandemic and inflation in cost of basic goods Table 7 COSV Population, Poverty & Seniors Causal Factors 2010 2021 2031 2021-2031 Comments Total population COSY' 89,755 102,976 121,8842 18.4% growth SV has room to grow # residents <185% of the poverty rate for income 30,516 35,012 41,440 18.4% growth 185% is SVP's normal service threshold' # residents < ALICE rate for household income 31,414 36,042 42,660 18.4"/" growth ALICE: Asset Limited Income Constrained Employed (United Way) 1 residents > 60 years 18,619 23,677 30,309 2 28% growth Fixed income US Census data was used for measured and projected populations Projection based upon current population trend of 1.7/" annual growth (average growth for past 5 years is 1.724%). During COVID the federal threshold for service was raised to 400% and it still continues at that rate SVP's Current Facility and Capacity: Our current building is a 2-story converted church with partial basement. The most recent addition (13 years ago) is the food bank warehouse. It allows limited leased space for partners and has become less than adequate for the overall mission. Some of the limitations include: • 33,000 total square feet, but much of it is essentially unusable for the mission • 4,200sq' food bank warehouse is excellent but unable to handle increase; during COVID's peak output, we rented two additional warehouses to meet storage needs • 530sq' walk in cooler/freezer, plus 4 external commercial units are at capacity; future projection from 2nd Harvest is to expect more perishable donations and less canned • Food bank has an overhead garage door but NO loading dock to receive daily shipments • 2nd Harvest/NW Harvest/SVP desire to evolve SVP into a redistribution center; it would localize the prioritization of food flow into the Valley; this requires a larger warehouse • 3,200sq' converted auditorium being used for diaper bank/clothing bank is too small and is over wood floor joists so we're unable to use a forklift, cannot palletize inventory • Must store some clothing/diapers in basement, only access is elevator or external ramp • New Diaper bank contracts will result in a 300% increase in 2022 (400,000 diapers) • Heating and cooling systems are patched together and most of it needs to be replaced • Parking is not adequate for staff, interagency partners, and customers at current output To meet the community's future needs our new facility must accommodate the following: • 3+ acres of land • 23,000+ square foot facility, including 15,000 square foot warehouse • 2 bay loading dock; triple our current freezer/cooler capacities • Pre-engineered plan & space for future facility expansions • 150 parking spaces and ample room for tractor trailer/truck flow • Access to bus lines with easy access from the Sprague corridor or major arterials • Sufficient office space to accommodate robust co -located interagency partnerships Benefit to the Community: • Using federal funds now prepares the community for long-term success and prevents the burden of meeting future facility requirements from falling on the local economy • A zero -mortgage status for your primary low-income service provider means all local dollars for decades to come will go toward services and not to bank payments • Spokane Valley will show leadership within the county by taking a proactive response to poverty projections, building a safer and healthier community for Valley residents Spokane Valley FOOD BANK Partners & FAMILY SERVICES Capital Project Proposal: ARPA Funds PO BOX 141360 SPOKANE VALLEY, WA 99214 (509) 927.1153 W W W.SVPART.ORG Executive Summary February 24, 2022 To: City of Spokane Valley, City Manager/City Council Members/ARPA Committee From: SVP CEO/Board of Directors Overview: A normal drive through the Spokane Valley quickly brings recognition of an increased presence of homeless and destitute individuals and families. Those are only the visible signs of a growing poverty problem. Hidden are the children and their caregivers who suffer in silence. Suitable affordable housing is at a crisis point, households are doubled up, and new residents continue to move into the Valley exacerbating the issue. Spokane Valley Partners has soldiered on for decades as one of the main mitigating forces pushing back against the desperation of poverty. Though the numbers of those in need grow each year, SVP continues to serve from the same renovated church. Over the next decade, estimating a 20% increase in overall need for social services is a conservative projection. The Partners building has reached maximum capacity and will be unable to meet future demands unless the community invests in an appropriate facility capable of increasing services to meet the swell in need over the next few decades. The Need: The Spokane Valley is experiencing an increased need for social services, especially basic need resources such as food, diapers, clothing, emergency assistance, housing, and transportation. Some of the reasons include: • The population growth trajectory: it averaged 1.724% annual growth past 5 years • An aging population that correlates with the baby boomer retirement wave • A low-income affordable housing crisis: < 1% vacancy, 14% price increase past year; there is currently a 3-year waiting list to receive subsidized low-income housing • Long-lasting economic effects of the pandemic and inflation in cost of basic goods Table 1 COSV Population, Poverty & Seniors Causal Factors 2010. 2021 2031 2021-2031 Comments Total population COSV1 89,755 102,976 121,884' 18.4% growth SV has room to grow # residents <185% of the poverty rate for income 30,516 35,012 41,440 18.4% growth 185% is SVP's normal service threshold' # residents < ALICE rate for household income 31,414 36,042 42,660 18.4% growth ALICE: Asset Limited Income Constrained Employed (United. Way) # residents > 60 years 18,619 23,677 30,309 28% growth Fixed income US Census data was used for measured and projected populations 2 Projection based upon current population trend of 1.7% mutual growth (average growth for past 5 years is 1.724%). 3 During COVID the federal threshold for service was raised to 400% and it still continues at that rate SVP's Current Facility and Capacity: Our current building is a 2-story converted church with partial basement. The most recent addition (13 years ago) is the food bank warehouse. It allows limited leased space for partners and has become less than adequate for the overafR mission. Some of the limitations include: • 33,000 total square feet, but much of it is less than optimal for the current use • 4,200sq' food bank warehouse is excellent but unable to handle increase; during COVID's peak output, we rented two additional warehouses to meet storage needs • 530sq' walk in cooler/freezer, plus 4 external commercial units are at capacity; future projection from 2" d Harvest is to expect more perishable donations and less canned • Food bank has an overhead garage door but NO loading dock to receive daily shipments • 2nd Harvest/NW Harvest/SVP desire to evolve SVP into a redistribution center; it would localize the prioritization of food flow into the Valley; this requires a larger warehouse • 3,200sq' converted auditorium being used for diaper bank/clothing bank is too small and is over wood floor joists so we're unable to use a forklift, cannot palletize inventory • Must store some clothing/diapers in basement, only access is elevator or external ramp • New Diaper bank contracts will result in a 300% increase in 2022 (400,000 diapers) • Heating and cooling systems are patched together and most of it needs to be replaced • Parking is not adequate for staff, interagency partners, and customers at current output Proposal: We propose COSV use half of the $16M of its allocated ARPA funds to help build/purchase a new space to accommodate the social services needs of the next decade. The new site will house Spokane Valley Partners and provide an appropriate facility for the food bank mission to meet future demands along with all of our other wrap around services. It will also host multiple other agencies as a robust consolidated resource center. We would work to build a coalition that provides a variety of elevating services including life skills education and mental health professionals. A more robust consolidation of our Valley resources is one leg of the model being developed to address homelessness and extreme poverty related issues. To meet future needs we propose the following: • 3.5-5.0 acres of land • 50,000 square foot facility, including 25,000 square foot warehouse • 2 bay loading dock; triple our current freezer/cooler capacities • Pre-engineered plan & space for future facility expansions • 150 parking spaces and ample room for tractor trailer/truck flow • Access to bus lines with easy access from the Sprague corridor or major arterials • Sufficient office space to accommodate robust co -located interagency partnerships • Commercial teaching kitchen and multi -purpose smart classroom • City staff and city council advocate for this project with other potential funders ARPA funds requested: $8,000,000 Total Project Cost Estimate: $12,500,000 Cost Breakdown: We estimate that our project will cost about $12.5 million, which includes land purchase, construction, and professional services. Cost may increase over time as the result of inflation and square footages may need to be modified during the design phase to meet budget. 1. Land: 3.5 — 5.0 acres that meets our location requirements $ 2,000,000 2. Warehouse: 25,000 sqf at $150/ sqf $ 3,750,000 3. Basement: mechanical and multi -purpose spaces: 8,000 sqf at $150/ sqf $ 1,200,000 4. Two story office/services space: 16,000 sqf (8K each floor) at $300/ sqf $ 4,800,000 5. Walk in cooler/freezer, teaching kitchen, smart classrm, furnishings, etc. $ 750,000 TOTAL COST $12,500,000 We request the following from the city council: 1. Allocate $8 million of City's ARPA funding toward the project 2. Release the first $2 million up front to enable land purchase negotiations 3. Broker agreement with Spokane County to allocate an additional $4+ million 4. Assist SVP in gathering additional funding sources if needed 5. SVP is owner of the property with zero mortgage and may create lease partnerships within the building with other agencies; SVP is responsible for future maintenance of the property, with an expectation of continued support from COSV for annual general operating expenses. SVP's current facility: 1. To be sold after moving into new facility 2. Funding from sale to be retained by SVP for equipment/vehicle upgrades and facility maintenance reserves or other unforeseen needs. Benefit to the Community: • Using federal funds now prepares the community for long-term success and prevents the burden of meeting future facility requirements from falling on the local economy • A zero -mortgage status for your primary low-income service provider means all local dollars for decades to come will go toward services and not to bank payments • Spokane Valley will show leadership within the county by taking a proactive response to poverty projections, building a safer and healthier community for Valley residents Thank you for taking this proposal into thoughtful consideration. Kind regards, Cal Coblentz, CEO Erik Lamb Deputy City Manager City of Spokane Valley 10210 E. Sprague Ave. Spokane Valley, WA 99206 Dear Mr. Lamb, s rrav .y 1■1I 0601 • February 7, 2022 Congratulations on your recent promotion to Deputy City Manager! I don't know that I have yet had a chance to brief you on our project, so the newest version of our prospectus is enclosed. I hope you will consider the impact that this professional multi -use facility will have not just on arts, culture and education, but on economic recovery, hospitality and tourism in Eastern Washington. The creative economy makes up 8.3% of Washington's total GDP, employing more constituents than agriculture, forest products and life sciences combined. While we will certainly be applying for the Building for the Arts grant through the Department of Commerce and the Washington State Arts Commission, lam seeking additional funding channels from the City of Spokane Valley through the American Rescue Plan. ARP funding allocated to the SVPAC will assist the "Council of Governments" in satisfying the business community (the top 16 funders of economic development and philanthropy) with their directive for cooperative regional allocation of ARP resources. The SVPAC is a perfect project for their demand to advance creative economy. In the words of their manifesto, "Arts and culture help drive economies and make their regions attractive for residents and tourists". It is time for this effort to become a reality outside the borders of the City of Spokane, in the substantial growth along the 1-90 corridor. Spokane Valley Summer Theatre has doubled its budget in the 7 years since its inception. Unlike most performing arts organizations, we are financially sound 501(c)3 non-profit, both in performing arts and theatre education. We are one of only two professional (not community) theatres in the entire Inland Northwest (the other is in Coeur d'Alene, ID). Currently our productions draw one-third of patrons from outside the cities of Spokane and Spokane Valley, and 14% from out of state, Our service region is Missoula to Moses Lake, Canada to N. Oregon, serving the many rural communities, and rural students, surrounding Spokane County. This is truly a regional project. There is much data to support the case that Spokane County and Eastern Washington are far behind Northwest markets of similar size in the performing arts, and even more data to illustrate how creative economy Is the key to recovering from the current recession, Upon its completion, this facility will have the cultural and economic influence of the Opera House, but in this case, the City of Spokane Valley will reap the benefits. l would be happy to talk with you in more detail regarding how the soon -to -be SVPAC will be instrumental to the economy of City of Spokane Valley. Thank you so much for your time. I look forward to speaking with you further! Sincerely, atitititA-0 Dr. Marnie Rorholm, MBA PhD Managing Director, Spokane Valley Performing Arts Center 509.981.2656 mamie@sysummertheatre.com 111:111,1 SPOKANE vA nun ,110 1141' EGAGVPRIBECr SHOWCASE TH p AND PI. Bill 1 Ur WI `;:1.11111 VALLEY C SPOKANE VALLEY 4 Our vision 6 - > What led us here 8 Our plan 12 Facility usage 14 &:• ...... Why now Budget costs 19 - Timeline 20 Y-:..< Supporters 22 How you can help In June of 2o24, Spokane Valley Summer Theatre will open their ninth season in the most stunning, elegant and distinguished performing arts center between Minneapolis and Seattle, kicking off a new era of arts, culture and quality of life in our region. The new Spokane Valley 4 SPOKANEWilly PERFORMING ARTS CENTER Performing Arts Center promises to elevate the arts while supporting the dreams and futures of live performance artists, musicians, dancers, singers, technicians and more. Our children, grandchildren, friends and neighbors for now and for years to come will experience the extraordinary feeling of "We are thrilled to welcome the Spokane Valley Performing Arts Center to the new development atMiratheau Point in the heart of Spokane Valley! Having such a state-of-the-art facility adjacent to our new Tru by Hilton hotel will add tremendous value to our hotel guests and those attending performances at the Center. We envision hotel roam and performance ticket packages, along with welcoming those performing and visiting Spokane Valley to enjoy this beautjJul and unique Performing Arts Center" performing on a grand stage in a gorgeous venue right here in the heart of our region. While creative directors and artists create the kind of magic that delights audiences far and wide, we will see an increase in the artistic, emotional, spiritual and financial health of our region, our neighborhoods, and our businesses. In addition to providing job growth, the arts generate millions of dollars in business revenues across the board and play an important role in the economic growth and revitalization of cities across the country and around the world, including our own. SPOKISNEVALLEY EEDFOHNINGARTS CE1i€R 5 c SEOWE , YALtEYwHAT HAS LED "SVPAC looks like how SVST feels in my heart. it will be our second home." —Joshua Domrese, Actor, Age 16 US HERE? Qlrver?, 2016 photo by Zachary Brommer Over the course of six seasons: 6 SPOKANEVALLEY PERFORMING AR1SCENTER Spokane Valley Summer Theatre's mission is to enrich, entertain and serve our region in a safe, professional environment. It is a professionally operated multi- faceted theatre, acting conservatory and community -minded 5o1(c)3 nonprofit that serves, supports and mentors hundreds of professionals, students, volunteers, and more than io,000 patrons annually. Under the direction of award -winning executive artistic director Yvonne A.K. Johnson, Spokane Valley Summer Theatre (SVST) has set attendance records year after year, and elevates local theatre to a professional level of entertainment, production quality and excellence. Ii 5gy td a3 Music, 2019 'photo by Richard Moguire Spokane Valley Summer Theatre, our region and the talented artists who live here are in need of a year-round performing arts facility that will encompass all factions of the arts and community events, including: ALL SPOKANE VALLEY SUMMER THEATRE PERFORMANCES Year-round programming of plays and musicals in two performance spaces Classes and workshops Summer camps Music lessons Dance recitals Concerts Symphony and opera events Business functions Weddings and receptions Nonprofit events, and more Always, Patsy Cline, 2017 photo by Erik Smith Little House an the Prairie, 2021 photo by Kevin Egeland The Secret Garden, 2017 photo by Erik Smith ��rnYnY�n1Yn SPGKANEUALLEYPEREGRMINGARTSCENTER 7 ©RMI14/. SPoXAXE 1F'� YAIEEY 1 ' 1 TS CEO i OUR PLAN Positioned on five acres of land we are building a 59,000 square foot meticulously designed facility that will include ample free parking with goo spaces, encompass a 475+ seat, state-of-the-art Main Stage and a zoo flexible seating Studio Theatre in order to provide more opportunities for the region, along with accessibility and visibility to the venue for all patrons to experience more live theatre and artistic performances right at home in the heart of the Inland Northwest. 8 SPOKANEVAIEEY 4EREflRIAIHG ARTS CENTER t "State Bank Northwest is proud to be a supporter of SVPAC from the inception of the vision of creating a first-class regional performing arts center in the Spokane Valley. The team of management, board of directors and foundational donors have been working together preparing for this campaign. As our bank charter and roots are located in the Spokane Valley, our goals in this project directly align with the needs and desires of our community." —Gregory S. Deckard, Chief Executive Officer and Chairman, State Bank Northwest SP0KANE VALLEY PERFORMING ARTS CENTER With gorgeous mountain views of Mt. Spokane and Mica Peak, the open concept third floor will present a year-round event facility for a multitude of public gatherings. Spokane Valley Performing Arts Center (SVPAC) will boast a multi -purpose special event space with an Boo square foot outdoor patio balcony for events of up to 40o guests perfect for receptions, donor events, galas, dinner theatre, cabarets, weddings, birthday and anniversary parties, corporate gatherings, business meetings and more. Special event spaces allow for two individual rooms or the entire third floor. SPOKAIEVALLEYPERFOOMINOMITSCEI/TEA 9 Design inspirations come from several of the most vividly captivating theatres in the world including Lincoln Center in New York City, Stratford Festival SCENE SHOP Theatre in Ontario, Ordway Center for the Performing Arts in St. Paul, MN, Central Valley High School Theatre in the Spokane Valley and other influences REHEARSAL ROOM STAGE AUDITORIUM WOMEN GREENROOM OFFICE SPACE Box OFFICE [c ! STUDIO LOBBY +pl U,....uui�i�, � u JESTIaVI F I ~ WATER r l.C_ PIANO/ LOBBY FEATURE SEATING _ „�f' -' from the many travels and work by SVST's own Yvonne A.K. Johnson and Michael J. Muzatko, SVST scenic designer, actor and advisory council chair. FLOOR PNS THEATRE SECTION STORAGE oar STUDIO THEATRE SEATING CAPACITY =5OO OLU1 14 WRSELGHAIR sRAC>:S THEATRE SEATING SPOKANE VALLEY PERFORMING ARTS CENTER i t4 SPOINNEVALLIYPUIFOROINU TOtti1*.., 07.2i2O21 • Scenic and costume shops Dressing rooms to accommodate all performers Two "star" dressing rooms for guest artists • General office and box office spaces 9 Two green rooms • Instrument and vocal practice rooms with potential rental income (such as voice, piano, string, brass, winds, percussion lessons) Multiple bar and concessions areas . Plenty of on -site storage Restrooms on every level with additional space in the women's restrooms • A spacious two-story open concept lobby ` Two versatile ADA approved elevators Ample free parking in a beautifully landscaped setting with a walking path to the theatre entrances • A grand plaza with an exquisite locally designed water feature for outdoor activities • Courtyard and memorial garden 4. Additional wheelchair seating on two levels Extra wide double armrest comfort seats throughout • Aisle space allowing plenty of patron passing room LCOOFMOn Eby 60, slEe ROOPOSCI HOLl.-0Ii0005c 5YEHT 59ACC THIRD LEVEL N! \C SPOKANE VALLEY PERFORMING ARTS CENTER uT}=�"' SECOND LEVEL OVEII ro 51.4E ®Flow 1.1 ST11010 THf1T0E CATWLLIL LIVE. SECOND LEVEL SPOKANE VALLEY PERFORMING ARTS CENTER 5{EHC 5TO1lA( E LOWER LEVEL SPOKANE VALLEY PERFORMING ARTS CENTER SPOKAMEVALLEY PERFORMING ARTSCEII1EA I1 41) FACILITY USAGE s co,\ Spokane Valley Performing Arts Center Main Stage performances will hold approximately 13o events per year. Seating capacity for 13o events would be an estimated 61,175o seats and $2,593,50o in revenue at estimated ticket prices. A conservative growth -based estimate at 6o% of seating capacity would generate $1,556,loo in ticket revenue. The Studio Theatre performances will hold approximately 72 events per year. At capacity for 72 events would he an estimated 14,4oa seats and $435,oao in revenue at estimated ticket prices. A conservative growth -based estimate at 6o% of seating capacity would generate $261,00o in ticket revenue. Considering the national and industry standard of $32 invested in the region for every dollar spent at the theatre, according to Americans for the Arts, SVPAC's future programming alone will be big business for Spokane and Spokane Valley establishments, not to mention the many regional events and activities that will be held in addition to SVPAC programs. With the growth of the Acting Conservatory program, SVPAC will be able to program after school classes and summer camps in the new space for 700+ conservatory students. Additional revenue to the theatre could reach well over $15a,000 per year. Conservatory performances could lead to an entirely new arm of the Spokane Valley Performing Arts Center, as well. Even more valuable than increased revenues, the Spokane Valley Performing Arts Center will make "If art is to nourish the roots of our culture, society must set the artist free to follow his vision wherever it takes him... We must never forget that art is not a form of propaganda, it is a form of truth." —John F. Kennedy a tremendous impact on the futures of local actors, musicians, dancers, technicians, artistic, creative, production, administrative staff and personnel. Many performing arts students from our region have gone on to have amazing careers in the performing arts throughout the country. Executive Artistic Director, Yvonne A.K. Johnson is the founder of Spokane Valley Summer Theatre. Her education includes a BA in Speech, Communications and Theatre, Carthage College, WI; MA in Contemporary Theatre Practice, University of Essex, England; and an MFA in Directing from Minnesota State University, Mankato, MN. Johnson has a wide breadth of directing experience of more than 250 musicals, plays, touring productions, workshops and classes throughout the US, Canada and UK for various professional, community and university theatres in addition to establishing several acting academy programs. She has a proven track record of producing high quality artistic productions with record breaking financial success. Over the span of Johnson's career she has mentored, directed and managed talent who have performed on Broadway, London's West End, professional regional theatres throughout the country, and in film and television. Many more have gone on to be accepted into highly competitive theatre arts programs at selective colleges, universities and conservatories. Imagine the possibilities for dreams inspired and realized on the stages of the Spokane Valley Performing Arts Center. With your contributions to this project, and SVPAC's contributions to the community, together, we could help nurture the next Tony, Emmy or Oscar winner. 12 SPOKANEUAW PERFORMING ARTS CENTER �'• Bring it On, 2016 photo by Zachary Brommer The Sound of Musk, 2019 photo by Richard Maguire Mamma Mial, 2019 photo by Richard Maguire lrrto the Woods, 2018 photo by Erik Smith The Secret Garden, 7 photo by Erik Smith Buddy? The Ruddy Holly Story, 2016 photo by Zachary Brommer Always, Patsy Kline Revival, 2019 photo by Richard Maguire mann n SPOKANEVALLEY PERFORMING ARTS CENTER 13 "Innovia Foundation recognizes the importance of creating vibrant and accessible cultural and enrichment experiences for all. The new Performing Arts Center will be a remarkable addition to our region's arts and culture experience and will provide year- round high -quality theatre and theatre education for patrons and students alike." —Shelly O'Quinn, CEO, innovia Foundation POKANE VALLEY PERFORMING ARTS CENTER 44coR, jf'L 4 Ind C' SPO%ARE r% ALLY As a community, our personal, artistic, spiritual and emotional needs to come together and find hope in what otherwise feels like a fractured society has never been higher. A performing arts center of this magnitude is a cornerstone to the foundation and identity of all thriving cities. When we look throughout history, the arts have always been pivotal to the formation of community and its culture. Of all the arts, theatre mirrors society most as it reflects the language and actions of its people. SVPAC is a legacy project that will serve as a beacon of light and hope for all. It will become the heart of the city of Spokane Valley and our region for generations to come. Historically, arts and culture are proven catalysts for growth and economic prosperity in any region. By creating cultural hubs, nonprofit art businesses help cities define themselves, draw tourists, and attract investment. Not only do the arts provide a much needed social escape and infusion of purpose for many in our region from youth through the end of life, they also help drive local economies. Having an abundance of unique arts experiences and community - centered events means more revenue for local businesses both large and small. It also makes communities more attractive to talented professionals whose decisions on where to start a career or business, and begin a family are increasingly driven by the quality of life and the availability of cultural amenities. Our region has always embraced the extraordinary quality of performances in our area, and it's time to take the next step and progress to the next level that enriches all residents and encourages us to lead more meaningful, connected, cultured and fulfilled lives. SPOKANE VALLEY PERFO RMING A RTS CENTER 15 th4.4, )0' (0F)) n SPOOK WILLEY PE111011MING ARTS CENTEn 17 //Amy BuDGET cosTs SP-K IIE n C L LAND INSURANCE, CONSTRUCTION OVERHEAD, FAXES CAPITAL CAMPAIGN CONSTRUCTION COSTS "Our region's creative economy not only provides a myriad of job opportunities, but contributes greatly to the cultural vitality of the Spokane Valley. People choose to Iive, work and travel in places where they can experience or be part of art, music, film and more. This performing arts center is one important way we can grow and support our arts community for decades to come." —Lisa Brown, Director, Department of Commerce 16 SPG1(ANEVALLEY PERFORMING ARTS RENTER NOVEMBER 12021 Public Announcement AUGUST 13 2022 Groundbreaking SEPTEMBER 2022 Construction Begins FEBRUARY 2024 Construction Complete MARCH 2024 Move -In JUNE 2024 SVST Season Opener/ Grand Opening TIMELINE "I am so excited about the new Spokane Valley Performing Arts Center becoming a reality. Building this type of high -quality arts center in Spokane Valley will benefit our whole region for generations to come. I project the Spokane Valley Performance Arts Center will stimulate growth across our community." —Suzanne Schmidt, President/CEO Associated Builders and Contractors Inland Pacific Chapter, Inc. Sv�cORM1L SPOOK S PI KANE VALLEY PERFORMING ARTS CENTER 19 �c 0 R. 4 T1♦ f c Special Thank You to Silent Phase Supporters** Tim & Keri Ames* Avista Foundation Heather Barbieri Dean Fries & Susanna Baylon* David Ball David Bingham, Edward Jones Bruce & Kathy Bixler David & Liberty Brewster* Central Valley High School Central Valley School District City of Spokane Valley Compass Room, Michael & Theresa Keyes Fr. Thomas Connolly* Dan & Kim Cronen* Steve & Annette Davidow Greg Deckard Reid & Marty Dickinson Dominic & Patricia DiGirolamo Elizabeth Welty Foundation Tammy Ferguson Karl & Suzanne Flemming Don & Carolyn Fries Greater Spokane Incorporated Greater Spokane Valley Chamber of Commerce Dan & LuAnn Griffith* Amanda Guarisco* John & Katie Guarisco* Grant & Lisa Guinn Lorna Hamilton Tim & Becky Hattenburg Arthur & Melody Heaton* Jared & Kara Hertz Adam Le & Dr. Katie Hyunh Innovia Foundation Rev. Dr. Ardyth Kovacevich Johnson Randall C. Johnson Yvonne A.K. Johnson* Lance Kissler, Eastern Washington University (EWU) Darby & Jovanka McKee, Overbluff Cellars Jeff & Julie Morris Greg Lipsker, Barrister Winery Justin & Katie Louie David & Christina Lynch* Elizabeth Mills Mirabeau Park Hotel Pete & Cate Moye Michael J. Muzatko* Dave & Subarna Nagra National Endowment for the Arts (NEA) National Endowment for the Humanities (NEH} National Independent Venue Association (NIVA) Eric Nordling & Rosalee Presley Numerica Credit Union Drew & Andrea Olsen* Robyn Parks, Parks CPA Ryan Patterson & Paul Villabrille* Lee & Doris Pennell Collin J. Pittmann* James and Janet Pittmann Kim Plese, Plese Printing Greg Presley Cameron & Darnelle Preston Brian & Megan Read* Stephanie Regalado* Roger & Linay Robison* Michael & Dr. Marnie Rorholm* Garry Shea & Lorna Walsh Small Business Administration State Bank Northwest Logan Tiedt Scott & Angelique Tindall Linda Thompson Tru by Hilton University High School Daniel Urzika* Pat & Sandy Volkar Washington State Arts Commission (ArtsWA) Washington State Department of Commerce Visit Spokane Tim & Haliey Weber* Dr. Mary Widman Nancy Wing*, Liberty Mutual *100% financial participation from SVPAC Advisory Council members **At time of printing "The Valley`+ amber is encouraged by the theatre's soundfiscal growth and both their 1 "''' ability, and need, to build this state -of -the- - art facility that will serve ow residents for generations to come. I arrilzaJpy, toll',..,' represent the Greater Spokane Valley Chamber of Commerce, and our rnem.e driven association, in supporting the Spokane Valley Performing Arts Center as it will be transformational to our hospitality and tourism sector, the local economy, and the quality of life in the greater Spokane Valley." —Lance Beck, President and CEO, Greater Spokane Valley Chamber of Commerce Donor Materials & Campaign Branding: Ginny Baxter, Graphic design branding and logo Kristi Soto, Graphic design layout Stephanie Regalado, Editor Building Design Committee: Daniel Griffith Yvonne A.K. Johnson, Executive Artistic Director Michael J. Muzatko NAC Architecture, architectural design NAC ARCHITECTURE GARCO Construction, builder GQRECO Printing donated in part by Plese Printing PLESE1 PRINTING & MARKETING q Lorna Walsh Capital Campaign Director lorna@sysumrer-theatre.com Mamie Rorholm, MBA, PhD Managing Director marniecsysummertheatre.coln Yvonne A.K. Johnson Executive Artistic Director yvonne@sysummertheatre.com SPOKANEVALLEY PERFORMING ARTS CUITTA 21 SPOKANE GALLEY C Naming opportunities throughout the building are available. Contact Lorna Walsh, Capital Campaign Director, Iorna@sysummertheatre.com 509.939.5114 NAMING POSSIBILITIES • Performing Arts Center • Main Stage • Special Event Space • Studio Theatre • Outdoor Plaza • Main Stage Lobby • Studio Theatre Lobby • Garden Courtyard • Columbaritun Wall or Memorial • Main Stage Balcony Lobby • Vestibule 22 sPOKANEVALLEY PERFORMINRAReSC NTER • Exterior Fountain • Scene Shop • Costume Shop • Rehearsal Room • Orchestra Fit • Main Stage Green Room • Studio Theatre Green Room • Main Stage Dressing Rooms • Studio Theatre Dressing Rooms • Star Dressing Rooms • Four Music Practice Rooms . Buddy Bars . Benches • Bicycle Rack . Two Music and Sound Studios 1 We invite you to share in our dream and to help make this regional legacy project for our community a reality. The impact on our region begins now. Only with the help and support of philanthropic and generous people like you, can we make this tremendous vision and dream a true possibility. We look forward to discussing your philanthropic goals and aiding you in reaching them with utmost impact and longevity in our region. 4#-;1) Please accept my gift to the Spokane Valley Performing Arts Center Capital Campaign GIVING FORM (Circle One) $10,000 $5,000 $2,500 $500 My choice $ This is a one-time gift Recurring annual gift for 5 years of the capital campaign Recurring bi-annual gift for 10 periods of the capital campaign Recurring quarterly gift for 20 quarters of the capital campaign Recurring monthly gift for 60 months of the capital campaign My gift is in honor of/memory of: _Interested in giving a larger gift and/or naming opportunity. Please contact me. WAYS TO GIVE: 1. Please charge my: ❑ VISA ❑ MASTERCARD ❑ DISCOVER ❑ AMEX Card# Name on Card: Exp.Date: CVV: Signature: 2. _Check enclosed Please make your check payable to "SVPAC", and include this form with payment. MAILING ADDRESS: Spokane Valley Performing Arts Center P.O. Box 1368 Spokane Valley, WA 99037 3. Online and recurring giving via credit/debit card is available at: https://sysummertheatre.networkforgood. com/projects/126186-spokane-valley-performing-arts- center Online giving and further information: www.spokanevalleypac.com 4. Information for direct wire transfer are available upon request. CONTACT INFORMATION: Donor Name: Company/Organization: Address: City: State: Zip: Phone: Email: Please list me as anonymous: 0 Yes 0 No CONTACT ME ABOUT: Employer matching gifts _Corporate sponsorship _Supporting SVPAC through my will or estate planning opportunities _Gifts of appreciable stock, real-estate or other non -cash assets _SVPAC Endowment Fund _SVPAC Conservatory Scholarship Fund THANK YOU FOR YOUR SUPPORT OF THE SWAG CAPITAL CAMPAIGN! Our organization is a 501(c)3 nonprofit. Donations are tax-deductible to the extent allowed by law. Please consult your tax advisor. Spokane Valley Summer Theatre P.Q. Box 1368 Spokane Valley, WA 99037 The Spokane Valley Performing Arts Center will be a beacon of light for all to take part and will serve as a legacy in our region for generations to come. SPCHnIE SPOKANEVALLEYPAC.COM @spokanevalleypac @SpoValleyPAC —04 Ilk linkedin,corn/company/spokane- valley-performing-arts-cen ter WitLEY CA ' t till D341.1 WA-14 NON PROFIT ORG. U.S. POSTAGE PAID SPOKANE, WA PERMIT NO.383 Erik Lamb From: wordoffaith13@aol.com Sent: Monday, February 14, 2022 3:56 PM To: Erik Lamb Subject: Main Areas of Need for Spokane Valley ARPA Funds {EXTERNAL] This email originated outside the City of Spokane Valley. Always use caution when opening attachments or clicking links. Erik Lamb, Thanks for calling me this morning! As I mentioned I attended several meetings in the months of November and December with many Community Leaders regarding what are the Main areas of need in the Community for the ARPA Funds. The conclusions of those meetings resulted in: FIVE MAIN AREAS OF NEED 1)Housing to Home Ownership 2)Family & Youth (which includes Prevention of Gang Violence) 3)Mental Health & Wellness and Substance Abuse Treatment 4)Criminal Justice and Legal Assistance 5)Equity within Education Our Church will focus on Housing to Home Ownership Pastor Otis Manning Word of Faith Christian Center 9212 E. Montgomery Ave Suite 202 Spokane Valley,WA 99206 509-499-6730 1 Erik Lamb From: wordoffaith13@aol.com Sent: Monday, April 25, 2022 1:32 PM To: Erik Lamb Subject: ARPA Funding Proposal Attachments: Adobe Scan Apr 25, 2022.pdf [EXTERNAL] This email originated outside the City of Spokane Valley. Always use caution when opening attachments or clicking links. April 25,2022 To: Eric Lamb Deputy City Manager City of Spokane Valley 10210 E. Sprague Ave Spokane Valley,WA 9920G From: Word of Faith Christian Center Executive Board of Directors Re: ARPA Proposal for $2,000,000 Eric, Our Executive Board of Directors has formed a Real Estate Advisory Board to assist us with this Proposal. Our Real Estate Advisory Board consist of Thomas Parrish President of The Parrish Real Estate Group. He is a Broker Specializing in Representation as a Buyers Agent,Listing Agent,Relocations,Foreclosures and Landlord/Tenant Issues. JC Moore is a Designated Broker of Moore Exclusive Realty with over 20 years of Local and Professional Experience. JC also holds a CPA License. Jennifer Swisher of Kelly Right Real Estate who is also a Property Manager. Her Specialties are Representation as a Buyers Agent,Listing Agent,Consulting,Property Management and Landlord/Tenant Issues. Latrice Wi➢liams of the Realty One Group is a Broker who was born and raised in Spokane. Her Specialties are Representation for: First Time Horne Buyers,Serving the BIPOC and LGBTQ Communities and above all her Top Specialty is Real Estate Negotiating. Finally, I Pastor Otis Manning have experience from owning,operating,buying and selling 23 Properties which includes Real Estate in Southern California and Spokane. SPOKANE VALLEY'S EXTRAORDINARY HOUSING CRISIS Spokane Valley is experiencing a Extraordinary Housing Crisis which has developed because of: 1)The 2008 Financial Recession which caused all building of new homes to come to a halt. 2)This created a Shortage of New Homes. 3)COVID influenced many Corporations to allow their employees to work from home and relocate anywhere in the United States and still maintain their employment. Which created more Real Estate Buying Competition in Spokane Valley from Out Of Town Buyers, 4)With very limited Housing Inventory and a surplus of Buyers the Supply and Demand Metrics have created High Real Estate Prices. 5)This has created BIDDING WARS where it is common for buyers to bid on homes with 20 other offers bidding 10% over the asking price! SOLUTION Our Proposal is to request $2,000000 in ARPA funds to offer low income and middle income people DOWN PAYMENT RELIEF in the Hardest Hit Communities by COVID. 1 THE DOWN PAYMENT ASSISTANCE would be targeted to those that qualify for FHA Mortgages and only require a Down Payment of 3.5% of the Purchase Price. With the Average Home Prices in Spokane Valley at $400,000 this would come to a Down Payment of $14,000 per buyer. Targeting FHA buyers will help us to spread out the ARPA Funds to help as many Families as possible. With $2,000,000 in ARPA Funding this will enable us to help over 100 Families go from Rental Housing to Home Ownership! With the Bidding Wars Buyers will need another $40,000 to bid 10% above the asking price in some cases. Attached is a email from Jennifer Swisher one of our Real Estate Advisory Board Members. In this email it will give you insight to what a typical buyer is challenged with to buy a house. This is another indication why we see this has risen from a Housing Crisis to a Extraordinary Housing Crisis! Your consideration for funding this Proposal is greatly appreciated! Sincerely, Pastor Otis Manning Word of Faith Christian Center 509-499-6730 Real Estate Advisory Board lhttps://mailaol.corn/webmaii-std/en-us/PrintMessage From: worxioffaith13(c aot.corn, To: wordoffaith13 a@aol.com, Subject; Real Estate Advisory Board Date: Mon, Apr 25, 2022 1:19 pm Hi Otis, sorry for delay, I was working out of the area and got behind!!! For one example currently, I have a client that i have been trying to help buy a home for months. She does work full time and a couple years ago would have easily qualified to buy a nice starter home on her own. Due to our escalated prices her Dad has now stepped up to assist her so that she has a chance to make an offer that might be accepted. This weekend we found a home she really liked that was listed at $275,000.00 3bedroom 1 bath....lt has a few improvements, a newer furnace and water heater, it seems to be in good condition, but has not been updated in some time. We put in an offer up to $350,000.00 And that probably won't be enough. There were a total of 16 offers on this home. We will not know until this evening what the outcome will be, but I am not optimistic. This is the scenario everywhere and there doesn't seem to be any end in sight_ With one of my clients last year, she kept count...I showed her over 100 homes, and wrote at least 20 offers that weren't accepted. The horse that she did eventually win and currently lives in, she offered $50,000 over asking price and waived her inspection. Most of these bidding wars end with an accepted cash offer/and or/ no inspection. The possibility of builders/developers building homes priced for starter buyers is non-existent. So in my opinion the only thing to slow this down is a consistent rise in interest rates, and a large percentage of the population moving out of the area to free up some occupied homes. There are simply not enough homes to support the amount of buyers, so the prices are still rising. This is not good for our area, we are basically sentencing young people or people on a fixed/or moderate income to be renters for life, or move to another area in order to have their own home. In my opinion this will eventually weaken our economy and public safety. People without hope often make bad choices_ appreciate your time, God Bless you Jennifer Swisher ethnology and intelligence -led s�tc,,y to rcce crime in Spokane Valley 1 Objective Statement: The Spokane Valley Police Department will improve community safety by using proven technology to significantly mitigate increases in property, drug, and violent crimes. The two -prong strategy will focus on establishing a Real Time Crime Center (RTCC) and upgrading/deploying investigative technologies. • SCSO has started implementation of the Real Time Crime Center at RIGS (Regional Intelligence Group 9). • Airway Heights, Liberty Lake, City of Spokane, and Spokane County all have similar projects either in place or planned for the coming year. • Airway Heights currently has Flock Automatic License Plate Readers (ALPR) cameras installed. • APLRs are installed along 1-90, in the City of Spokane, Spokane Valley Mall, and several in Idaho. 2 2 1 Strategy To leverage technology to assist units, both patrol and investigations, during the initial stages of response and through the preliminary investigation of priority calls or events that are significant in nature. The Real Time Crime Center (RTCC) also „conducts proactive monitoring of available resources to aid in the prevention of crime and assessment of the deployment of The use of video camera technology will be conducted in a professional and ethical manner, within accepted Legol concepts regarding privacy. All information and recorded images will be used strictly for law enforcement purposes and will be preserved with utmost integrity and confidentiality, consistent with deportment policy and legal rules governing the handling of evidence and criminal justice records. 3 4 2 • Sample layout of a Real Time Crime Center 5 New Orleans Real Time Crime Center New Orleans saves 6,000-hour- J f investigative work Find ov! how Georg, narlow grown. It Manager al the New Orleans Heal -lime Crime Ginter (RICO) improved 6ernrily and moved thnucandc of hours of inueatigativis work. How New Orleans did it. A. part of an Initiative called the Cit}'tvlde Public Safety Improvement Plan, Now Odeon. her undergone major security Improvements_ Genet/. solution. helped the Now Orleans ReehTme Crime Center V TCC) With aggregating and analyzing date from multiple systems. 100 350 6000 automatic video cameras hours of on -foot license plate investigative readers Work movement Plan l:_ O -1 a,cM a Jun Air 6 6 3 STRATEGIC INTELLIGENCE CENTER PROJECT West Palm Beach, Florida impacts West Palm Beach PD, FL results since 2018: • 56.5% Decrease in Homicides • 37.5 % Decrease in Robbery • 44.6% Decrease in Gunshot injuries • overall decrease of 25% in Violent Crime 7 Fort Worth Police Department • RTCC involved in 75% of all major patrol incidents • During one -week in late 2021, RTCC assisted on 414 incidents, and eleven stolen vehicle arrests without pursuit. Example of RTCC assist in significant incident: 210086709-North-RTCC saw a broadcast from a concerned citizen ref a female they believed was being trafficked. RTCC was able to find the female and male on camera and after observing her body language, determined that there was enough concern to believe the tip was credible. RTCC sent officers who arrived and spoke to the male and the female. The officers couldn't build enough PC to detain anyone, but RTCC refused to give up. Rfterseveral hours of research, they found the juvenile female on a missing person bulletin from Las Vegas and discovered she was a victim of prior sexual trafficking, and that the male she was with was one of the previous suspects. RTCC alerted narcotics the following day who organized and went and found the girl and the suspect. Rath were transported to human trafficking and interviewed. The female was recovered and sent back to Las Vegas and the male was released after an investigation. Las Vegas PD is taking over the case, 8 4 The Real Time Crime Center will be the overarching coordinator of equipment and technology across Spokane County to include the Spokane Valley portion of the system. The City of Spokane Valley, the Spokane Valley Intelligent Traffic System, and other designated partners will have access to real time video feeds. The Spokane Valley base project Includes the following components: * RTCC contract Project Manager for initial startup and implementation * Mobile in -vehicle dash cams to include ALPR technology * Fixed location dual sensor 1080p CCTV cameras * Fixed location ALPR cameras * Mobile radar trailer with integrated ALPR * Overt surveillance signage and prevention lighting * Covert surveillance system package * Full video management system to address storage, retention, and dissemination of data 9 9 $50,000 designated to hire a Real Time Crime Center contract Project Manager who is responsible to oversee the expenditures, and installation of agreed upon components and equipment. Spokane County is being asked to contribute a matching $50,000 in funds to be designated to the RTCC contract Project Manager position as well. 10 10 5 COMMANDER 3400 VERSATILE AND MOBILE: USE IT WHEN AND WHERE YOL - Connects to shore power, utilizes solar power inverter an runs on included combustion generator. - 36 foot tall stabilized mast - PTZ dual sensor cameras - May operate up to 30 days without refueling or utilizing power. - Options will include visual and audible deterrents along real time viewing over cellular networks. $66,960 allocated for 1 Commander 3400 Base Stations and years maintenance 11 Itg t Instate as a visual deterrent some case, 12 NEED IT Olijl )NS tiikkiiiiple cameras, types and manufacturers: - Fan, rill and zoom IF1Zl - Fixed - NIiyLI vision or.d I}a:rnui Orr board recording using zeseinl VMS options • Remote video monilrwing • Wireless cammunicaliaas • iR illuminators • LED !LcJ I:ghling • License. l'late Reader ILPRI • Alarm dw,_riorr devices • Orse:vay or two -goy paging • Mobile mass noiiliontion sirens • Cold/h of emvfronrnenlal rnanogenrenl and insulation package • Cold environment heal recovery system • Hybrid power sisie.rris Flexible chorgirog options - Self -charging which allows Ira tang deployments - Embedded and fully managed generator system Saar - Shore power 6 wl Oa: 22a,2 Average Daily Vehicle Traffic / Crime Heat Map rr-p„., �,�Sry Fan+CoWur,bfi,hly 5hea;Kt'aN1,GgV„Ia22t 51'nh2rae Cal my PbOEK KVras Cater read use by a,er age Jae/ very ebs met oar el each row ,:y ahead Clara 1 road are:rear t?ara. Class 1 roads art State regh lays that the [aunty does not [Dd `nt[ramr Information, but are sale m assume are braid,/ Irayt',..1. IUf1,d'v,_Thlr-d route, are labe ed. mix 151a1d aver 1 CMha 11a31t Map basol eft cast nnpnrts err. o41-7021. Proposed PTZ Camera Locations — Spokane Valley — 25 Traffic Cameras 9th Ay Average daily Traffic 0 - 1999 2000' 5000 5001 - 10000 -- 10001-15000 — 15001•25000 - 25001 110640 z. F Broader y A Alr AInVaY 1 '� SQia Ore Y4v'-'1. I 1 oc cg A B ri P _ # J�{6 +Sth Ar+ "Tad i�lN�^Avtl e e. 24111 ��fd `.i V. Av pi v o 5 Nth Ay 15�7 4-1 Y eft-.44 addlOta 1 2 E 0Av EucbMAY I EudldAY :i :FT 1Av. sva4 1 ri�a 51/06 I I4lsskn ANC >SVO3 3Lid A101dAv �6 � �' I9 do Av .n Six Months of Crime Lac sparse IIIIDense 13 13 Automatic License Plate Reader (APLR) Cameras 40 ALPR strategically placed across Spokane Valley providing the ability to locate and arrest known criminals travelling upon our roadways. Notion AetIvated FK<I MO I,l, u'xtwerelrh^wr1 ;I u_.crar. a: n char ey. 24/7 Coverage Day e, eehL tb' ern e es ee:',c:l e.NerKe emon1the aYal_ Soler Powered tart I;t heap Intra,lwefwe tote ricc. arc,..neretou ree4 iL $120,000 allocation 14 14 7 Proposed ALPR Locations — Spokane Valley — 40 Directional Readers river Dr (ko nery Av .. Mission AV ,.r."t .DI.-B•^,WAv.9 S9' e APPleway Ptd'AirP ' I�Plevray v, 6Ev_: a rage Daily Traffic 0 - 1999 2000 - 5000 5001 - 10000 SC08 rWe les$ey t ▪ Av CL Zia SVO4 Mal Broad'; a A 'U4'id 4v Euclid Av 0 Av SVO6 Mission AV ' S.ra. be V -0 ▪ cG et B AvE 1� b w 9I;. th AJ' 0 , /4, lEth AvA. e ke- - \� . 24th25 Av pv VOJ 24ihAv Oa/ �� d SVO3 30th di air 32nd Av r s c 32nd Av 9 U4dth Av n 44t1 ,11 42nu r UT 44th AV SC09 15 AXON cradlepoint Axon Fleet 3 and Cradlepoint Solutions for Vehicles 20 Fleet 3 camera systems to include vehicle cradle points allowing for seamless downloading of body worn camera footage, dash cam footage, and mobile ALPR alerts. $179,200 allocation 16 8 Fleet 3 dash cam system with ALPR technology • -Alerts for stolen vehicle hits, wanted subjects, and Amber alerts • -Ability to upload ALPR data from other local camera feeds (BOSS. Open-ALPR, etc.) • -Airway Heights and Liberty Lake Police Departments are beginning initial ALPR deployments. 17 o WARNING PREMISES PROTECTED BY 24 HOUR AUDIO & VIDEO SURVEILLANCE BY ENTERING YOU AGREE TO BE AUDIO & VIDEO RECORDED NE! TIGE VIDEO SURVEILLANCE IN USE ON THESE PREMISES Overt signage along with solar powered prevention props will be installed NOTICE THIS AREA UNDER I SURVEILLANCE. a I AFIF f ��I $5,500 Allocation NOTICE AREA UNDER WO VIDEO SURVEILLANCE AND SECURITY PATROLS 18 NOTICE THIS AREA IS UNDERIr1�. 24 HOUR /> "' VIDEO SURVEILLANCE 5 18 9 " Mobile radar trailer to include messaging, speed display, and ALPR capability Features Bullt,InfirurnInation Far around•t1 r• • • :perat., 4/.11..9 camera., Peael Irbl.Tmed Ea. losmx $51,920 Allocation 19 19 r Three covert cameras for investigative purposes $28,073 20 10 **No digital evidence will be retained without legal and lawful criminal justice purpose.** Video will overwrite every 14 days and ALPR reads will be overwritten at 30 days. Server costs will be split 50/50 with SCSO and will be accomplished in partnership with Spokane County IT, who will install servers with the capacity to loop data at the requested rate. All retained digital evidence will be moved into Evidence.com, the agency's digital evidence management system. $30,000 initial investment for Spokane Valley, then $5,000 year for storage and maintenance. ($40,000 allocation) ink 21 21 Workstation and Video Wall Example ($24,000) The heart of any RTCC is the video wall and workstation, which utilizes a high-speed computer in conjunction with quick refresh rate televisions to give real time information without lag time. 22 22 11 .1 SCIPI,I Transform Your Video into Actionable Intelligence $110,000 allocation to cover 50% of initial cost and two year subscription 4:46p17$ Ar, 23 23 AIRSHIP • Airship is a video management system/platform which will house multiple video feeds from government & private cameras located throughout the county. • Selected locations identify and feed all nearby cameras for immediate viewing and dissemination of active information. $48,600 allocation Airship Video Management System 24 12 The following slides detail modular components that can be added into the basic Rea.I Time Crime Center project. In closing, some quick examples of expansion of this project, 25 One crime analyst who monitors and assists patrol and investigators dealing with criminal activity in real time 075,000 per year) 26 26 13 Nine PTZ camera locations along the Appleway Trail 9 G a 9 Q _ a ! . .' 7 0 i 0 I ' 9 o ••••"......l.•ie....ee•••n,.........oaenmaoen.ep•••pt•• omleei•••••..e.mailemEmepi•N•••‘. 5P 0 , 9 4 27 27 '.'1tt.3 ern. lopv, PAtiMeCrd r.ark Pool • ,„. ,1,7'11i,t) 9 ht.1111!a‘tPt atlagere • Olahmen - 1 EdgecillffParkii kmor „„ (E) „,- "...rateafeb.n Park Elton/1m MtrabeauMeadows Parke la ea a Point Park Trailhead Mdrabeau Splines Park • covery Playground • Valley fallssron Park t F Lte,r a C911,11,Ati. Tic9 fit 9 a L.,11,0 TO/IWCOrlikt PM** :thA.• Multiple cameras at the following locations: • BAltour Park Prawns Park • Center Place Regional Event Center • Mirabeau Point Park and Discovery Playground 9 9fV4 Palk eiL Flora Rd Trallhead tVf.7.4 11,1, YEA.E.LE Kat99 mey t tt. • earketReirralikeesto OrchstaPatk -614.540z2.41,417,,Ilivla Marts Sauer 9 T-arl OH, 9 c Veld lAtoolfte liberty 59 Proposed Prz Camera Locations Spokane Valley Parks / Trailheads — 15 Cameras Edgecliff park — SOO 5 Park Rd Park Pool —906 N Park Rd Balfour Park— 105 N Balfour Rd Valley Mission Park —11123 E Mission Ave Castle Park — 3415 5 University Rd Browns Park 3101 5 Pines Rd Mirabeau Meadows —13600 Mfrabeau Parkway Mirabeau Springs— 13700 Mirabeau Parkway Discovery Playground — 2426 N Discovery Place Sullivan Park — 1901.N Sullivan Rd Greenacres Park —1311 N Long Rd Mirabeau point TH —13500 Mirabeau Parkway Flora Rd TH —Just south of 1901 N Sullivan Rd Barker Rd TH —Just north af N Barker Rd & 1 RIverway Ln 28 14 Spokane Valley's Intelligent Transportation System (ITS) already had existing infrastructure of fiber optic cable with switches, communication hubs, and dual sensor 1080p video cameras (marked in green). Proposed expansion is marked is marked in red. 1"°egryln lied U.xnl, 4Irr,,.rw e�41 .«a.,,.�,�,.., ,w�.mx> _e...r,m.. a.,...m _ d• spa re ken ism. +- .. 29 This project incorporates the 15 existing cameras on Spokane Valley's Intelligent Transportation System (ITS), along with the existing cameras at Center Place and Mirabeau Park. . 41 _I q i 30 City NAil 11 1Y fignet :1. 071441 ?r 14A1¢I yieaiu wa 15 H al r .131 "'Nu‘ 1y}d91 a. 1, ilia 01100 ye f1 ,a. h11 ❑u u 16140 [r„rlfa I1ANS oi r.ufa"I DAI inaleod I+C1r 111 r104 rwb` Pali+ r+»ad'• The ITS project has more fiber optic conduit projected with another 19 cameras in the coming years. We would like to install 19 cameras along the path of the projected fiber optic in anticipation of using this vital network, *Information supplied by Jerremy Clark, Traffic Engineering Manager 31 Average Daily Vehicle Traffic / Crime Neat Map ruU4shud bate: 2II412022 rr. r.red H, Spok;rl Cnualy 51.:F t a U. 9 Ural kayo Chun Pubi+. Vi.oils Ct O fohd v. dal` t 6,1 Hear trawl ea:h road . C Cnss I road arc color La1:l.. Om I told. are '.\ Sbu County t talbcf dully ,.�_- uy men 51a�+sY.ghrraYs Lim aw [curry tioe5 ml ccl!.c[ Ualhc infon-1 U: -. but x+v salt to aSSUnte are I+i r1lhyl66,!.J. HiuhlwhleJ +cufrs are n601:a. Thu is lad ow a LMw Heat Map based air case re}o,n slot., 6-L-2021, Proposed PTZ Camera Locations — Spokane Valley — 35 traffic cameras (increase from 25 to 62 cameras) — 9 Appleway Trail cameras —18 park cameras 17;2 r-«�r-,„ I 1• 1I APO „ t.3• ® ° l mil Eixlid Av Eudid Av 2 a tie rl RV Ao �- Av rm. _ 5mr01. — SV06 SV- ka r ld�sston Av . ® +� .� m Mission A47. S ▪ $$� o S I i� Sr ua ' gApOPe, AGAIe7YaY �� . s�Prn le Av moodeitt tV alh Av iii ? ee at Au ' b \, 6d1 A � -] ^�?q,� R 16t1Av ' St = xA 15P ° V05 z'th" _q'�r�.r ,1.otn t��- ik.e� 4Av*3nd 32nd Ar wan +d Average Daily Traffic 0 - 1999 2000-5000 5001- 10000 10001-15000 — 15001-25000 25001- k10640 Annvar p ��-7ata i SC09 Six Months of Crime Loc Sparse ggDense 32 32 16 ALPR locations (increase from 40 to 75) ��• SCO7 Lprlver Dr derkck�,(Av� li et :_KLA; ntgomery A Misslon Av� ' a a c.E1AV 7 l 5pagU gyp-hv2 , moo- a Braadw: A Spra ueav Btii Av vi .-�-�, St - .... f aay� �Yi = rS rn a v � LAI, i t � I �. 3 �.3 "�.3 1� 6th A , . m /4,,s 16th Av _...�i�1 6 g 24tn 2.5 �Ra' �� Av AV VOS 24th Av ;Sdq A SCO8 �_ H 51ey {q el e51eyM ,p AVc ; ,i b V k 1 ; 9VO4 ,? h fiuclidA, Euclid Av tvlar AvSV06 Asian Avs 9 3 Av 34.700 s SV03- 9th Av "i,, 32nd , v '�pth k ��' m a 32nd Av 1 a' �Ns i%S 'p S', Y'.l1 g ,./ ®' a f 4 th AV en 44 T '�2nd 4i 44th Av t-t , �. rage Daily Traffic 0 - 1999 2000 - 5000 5001 - 10000 10001 - 15000 SCO9 33 33 Other options include a dedicated Spokane Regional Safe Streets Task Force dedicated Spokane Valley Detective, focused on combating :ang activity 011-k \4 . M •`*a er $140,000 per year per Detective 34 34 17 Acoustic Gunshot Detection Technology ShotSpotter "RESPOND" Technology Flock RAVEN acoustic technology 35 35 Gunshot Detection System • Utilizes 20-25 microphones per square mile • Triangulate gunshots or other pre-programmed sounds (tire squealing, glass breaking, catalytic converter theft) • Gives timely alerts to Iaw enforcement. • Guarantees acoustic analysis with less than .5% false positive along with a 60 second notification to Iaw enforcement. • Acoustic reading is analyzed to insure actual gunshot and analyzed to give number of shots and direction of travel. 35 36 18 37 1. Reporting without ShotSpotter < 12% of gunfire reported with ShotSpoller 90 p of gunfire reported Impact of ShotSpotter Respond on Gun Violence 0° 2. Time to Dispatch 3. Crime Scene Location withoutShotSpotter without ShotSpotter a,.g_ of 4.5 min > 780 ft away from shots fired with ShotSpotter with ShotSpotter < t30 sec < 82 ft away from shots fired 4. Shell Casing Collection 5. Victims Transport Time (homicide cases) without ShotSpotter 50':found with ShotSpoter 8g'.found without ShotSpotter 18.3 min on avg {< Smiles) with ShotSpolter 6.8 min on avg (< 5 miles) 37 Flock RAVEN microphone system added to Fleet Falcon ALPR Locations 38 19 Why add audio detection to your ALPR? Go !rum tjunshol to a Suspect, Ilrerra, pfale. Instantly, aa, scaldlrte deploylruM IntcgI. L_rI evitf Audio detection that matches your In;lzad ci iLroad. suuare mire coverage and large minirnals due to c, melee mfra5tructu•e reauir,Tments, Flock can der:I?, as mall as a I; rode al a time, thinx siisg'ie nr ialibCrhpda r,. d single adrn �. +. _, t0'V:er the ho-; main malls In Atlanta Is .1:!.23 <_+arn. +..C•yer m;. neigp:orrca_l is 0.2 sal) �. 39 Flock Safety has agreed to install RAVEN acoustic devices in the City of Spokane Valley for test and evaluation purposes. We have chosen 2 square miles through analytical assessment of prior shots fired calls, found casings, drive -by shootings, victim with gunshot wounds, and officer involved shootings. $25,000 per year per square mile after test and evaluation 40 40 20 41 3.41 4 21 43 22 Spokane Valley Police Department Base Request: 1 ARPA Project Manager $50,000 (SCSO matching) 1 Commander 3400 Base Station w/2 years IP access $66,960 (owned equipment/residual cellular) 25 PTZ Traffic Cameras w/2 years IP access $224,000 (owned equipment/residual cellular) 40 Falcon ALPR Cameras w/2 years implementation $120,000 (residual subscription) 20 Fleet 3/Cradle Point systems w/2 years LTE IP access $179,200 (owned equipment/residual cellular) Overt signage and Crime Prevention Props (50 signs/25 prop cameras) $5,500 (owned equipment) 1 radar/reader board trailer w/ALPR and 2 years IP access $51,920 (owned equipment/residual cellular) 3 Covert Cameras w/2 years IP access $28,073 (owned equipment/residual cellular) Digital Data Servers $40,000 (SCSO match) (Owned equipment/residual maintenance) 1 Video Wall (computer and 60" 4K monitors) $24,000 (owned equipment) 1 Briefcam Program with two years subscription $110,000 (SCSO match) (Owned Program/residual support) 1 Airship video management package $48,600 (SCSO/SPD matches) (Owned program/residual support) 2 years maintenance, PDR Support, certifications and licensing $70,000 (SCSO matches) (residual costs) 9% Washington State tax on applicable purchases: $78,550 Total ARPA allocation with modules presented: $1,096,803 Yearly residual cost from allocations above: $91,980 Optional allocations as determined by Spokane Valley City Council: Real Time Crime Analyst (annual salary with benefits) Add $75,000 Analyst Station (Computer/Desk/Chair/3 Monitors) Add $25,000 Additional video wall at SREC Add $24,000 9 Appleway Trail CCTV cameras (residual $4,320/year) Add $72,000 18 SV Parks and Trailhead CCTV cameras (residual $8,640/yr) Add $144,000 10 SV ITS CCTV cameras (residual $4,800/year) Add $80,000 35 Falcon ALPR cameras (residual subscription $5,000) Add $96,250 1 SRSSTF Spokane Valley Detective (annual salary) Add $140,000 Flock RAVEN Gunshot Detection ($25,000/sq mile per year) Add $50,000 Each project line above can be added to the base proposal individually. The wage and benefit packages listed would be residual for each year the employee is retained. The additional technology lists the one-time fee to the right and residual yearly cost in parenthesis. The additional data storage is accounted for in the base proposal. April 12, 2022 Spokane Valley ARPA Committee c/o Erik Lamb Deputy City Manager City of Spokane Valley 10210 E. Sprague Ave. Spokane Valley, WA 99206 INNOVIA* Re: American Rescue Plan Act (ARPA) Funding Proposal - $2 Million for LaunchNW — Advancing Opportunity, Prosperity and Growth for our Region Dear Committee Members: Mayor Haley, Deputy Mayor Higgins, Councilmember Hattenburg, City Manager Hohman, Deputy City Manager Lamb, Finance Director Taylor: The COVID pandemic has taken an untold toll on our community resulting in immeasurable losses: economic loss for business owners, Toss of local workforce, learning loss for our students, and persistent levels of stress and anxiety that impacted all of us in some measure. The American Recovery Plan Act (ARPA) is meant to stem these losses and restore resiliency to communities. The work of pandemic recovery will require smart investments and new ways of thinking; drawing on community assets, and harnessing innovation, collaboration and dedication that make the City of Spokane Valley unique. Innovia Foundation serves as the community foundation for Eastern Washington and North Idaho. During this challenging time, we recognize the vital importance of advancing our mission to "ignite generosity that transforms lives and communities." We believe that we can achieve great and lasting impact by working alongside like-minded partners that share this commitment to generational change. It is in this spirit of partnership that we share our proposal, "LaunchNW — Advancing Opportunity, Prosperity and Growth for our Region." LaunchNW is a promise scholarship model built on a community commitment that every student should have the opportunity and support to attend college or postsecondary training. Innovia's staff and its Board of Directors have been preparing to launch this bold initiative, LaunchNW, since 2019 with the initial project implementation planned for spring 2020, but it was postponed due to the pandemic shutdown. In June 2021, Innovia began preparation of a post- COVID-19 recovery relaunch scheduled for May 2022. Innovia used the time during COVID impacts to continue data collection, engage in discussions with focus groups for key needs assessment and continue to work on cross -sector funding opportunities in preparation for the post COVID re -launch. Based on the Say Yes model implemented in several other cities throughout the country, LaunchNW seeks to utilize the incentive of a scholarship to graduating high school seniors for post -secondary education or vocational training, becoming the change agent to transform the future trajectory of our communities. Partners recognize the three foundational tenants as the reason this initiative can sustain and secure pandemic recovery and ongoing resiliency: Spokane Valley ARPA Committee April 12, 2022 Page Two 1. Collaborative community governance: LaunchNW is an economic and educational initiative that empowers coordinated, cross -sector partnerships to align efforts that advance economic opportunity for all. 2. Leveraging community investment and philanthropic giving: LaunchNW is leveraging implementation dollars pledged by the community, such as this ARPA request of the City of Spokane Valley, with a $150 million dollar scholarship endowment from business, philanthropy and private donors. The demonstrated multiplier effort leverages the direct investment from scholarships with indirect investments from the wraparound support services for long-term benefits for individuals and communities alike. 3. Demonstrated community impact: LaunchNW Is modeled after several Say Yes to Education mentor sites that have implemented supportive promise scholarships beginning in 2008. Their efforts and investment realize significant economic growth in the four cities of Syracuse NY, Buffalo, NY, Greensboro, NC and Cleveland, OH. Our proposal utilizes the successful Say Yes to Education framework for student success and for resilient, sustainable local economies prepared for the changes of today and challenges of tomorrow. Our presentation today will be divided into three distinct sections: 1. Why we do this work. 2. How we will accomplish this work. 3. What do we do. We appreciate the opportunity to talk with you today. On behalf of our community and the partners included in this proposal, thank you for your consideration of our $2 million request. Sincerely, Shelly O'Quinn CEO (:)t I',1 624-2i U(3 Ili: 11110i�?innovi i.�11' w: inn(>�fir,i�rg _____((W w H toll (Ply LaunchNW and the Innovia Foundation The Innovia Foundation is the incubation entity for a supportive scholarship initiative, LaunchNW, which spans 20 counties in Washington and Idaho, and will impact 102 school districts. The incentive of a scholarship to graduating high school seniors for post -secondary education or vocational training, becomes the change agent to transform the future trajectory of our communities. LaunchNW is charged with coordinating wrap -around services that break down the barriers to high school completion and post -secondary pursuits. LaunchNW will become its own entity in June of 2022. Committees that are joint committees in this document are listed as Innovia/LaunchNW. Those that are listed as LaunchNW signify committees that are functional after June 2022. LaunchNW is committed to five core essentials: 1. Sustainable scholarship incentive 2. Outcome -based strategic data approach 3. Comprehensive supports 4. Collaborative governance 5. Sustainable funding strategies LaunchNW is funded by private grants and funds from school districts, cities and counties. LaunchNW is led by Executive Director Ben Small who is responsible to the Planning Committee and the Innovia CEO, until the Planning Committee transitions to the Spokane County Leadership Council, THE BIG IDEA Rising costs of living. Food insecurity. Homelessness. Health disparities. Substance use. Workforce shortages. Unaffordable childcare. Generational poverty. Our region has seen these problems persist for years, only to worsen during the pandemic. And while our communities have made incremental progress on aspects of these challenges, they have yet to address the root cause. Research shows post -high school education creates prosperity powerful enough to transcend cycles of poverty, yet most people born into poverty don't have the support or resources to pursue any form of education or workforce training beyond a high school diploma. LaunchNW will disrupt that cycle. This bold, cross -sector collaboration will catalyze community prosperity by removing barriers to post -high school education for every child. It will leverage existing resources to develop a holistic solution to the issues our community is struggling to solve. LaunchNW I April 2022 11Page We will do this through a Promise Scholarship that provides opportunities for students and families across the economic spectrum, including minoritized populations and rural communities that have historically not had access to these resources. With the scholarship as an incentive, we will bring community organizations to the table to align their resources in support of students (and their families) along the path to their careers of choice. At first blush, these ideas may seem too grand or idealistic, but they have been achieved in other communities through the same model as LaunchNW. These communities have seen real results in higher graduation rates, increased post -high school education, lower unemployment, decrease in reliance on government assistance programs, economic growth and more. The time to act is now: We need to leverage the unprecedented amount of state and federal dollars currently available in our community, and we need influential leaders and investors to add to the momentum that is already mobilizing behind this once -in -a -generation opportunity. Together, we can improve the trajectory of our communities for decades to come. LaunchNW creates opportunities for kids and families. Today, 1 in 3 people in our region are economically insecure. As a result, our entire region is impacted. Individual income levels remain lower. Social service providers can't meet demand. Skilled workforce needs are unmet. Our region's economy and job growth is stunted, and the cost of living is outpacing wages. But educational attainment isn't merely a problem for students and families who are financially insecure: 4 in 10 high school graduates in our region aren't pursuing post -secondary education or vocational training. For many of these families, the cost of education or workforce training after high school feels out of reach for a variety of reasons. Others don't know about the existing resources and support systems available that would set them up for additional education or workforce training. While we have support systems already in place in our community, including educational nonprofits and government - sponsored programs, too many of them function as siloes or don't address the root causes. Through its Promise Scholarship and strategic alignment of existing community resources and support, LaunchNW will remove barriers to post -high school education and workforce training, work to reduce community dependence and federal spending on remedial services and interventions. LaunchNW builds prosperous communities. Vibrant communities create opportunities for upward mobility through post -high school education and workforce training, and they ensure these benefits and options are equally available to all people in the community. That is not the case for our region currently. Post -high school education and workforce training opportunities are out of reach for many. Disparities have long existed between economic brackets and are even more pronounced in our communities of color: Half of Spokane County's Black population lives below the poverty line, as does half of Kootenai County's Native and Indigenous population. What separates vibrant communities from others is their ability to come together to address tough societal challenges like these. And when they do, they can change the trajectory of communities and families. Communities in the U.S. with programs similar in structure to LaunchNW have seen increases in post -high school education, volunteering, community service and voting, and decreases in unemployment and reliance on government assistance programs. LaunchNW 1 April 2022 2 I P a g e That's why our region's school systems, government agencies and community organizations have already agreed to work together to develop community specific goals and initiatives and then hold each other accountable for their results. LaunchNW has garnered investment and support from regional corporate leaders, philanthropists, school districts, nonprofits, and members of the city and county government. LaunchNW sparks economic growth. Workforce challenges and shortages are not new to our community, but the COVID-19 pandemic has exacerbated these issues. Education and workforce training are vital to ensuring our region can create and fill the jobs we need to grow and prosper. There's a direct correlation between educational attainment of all types and labor market wages, which in turn results in stronger state economies and even nationwide economic growth. Many young people who don't have the opportunity far further education after high school will enter the workforce without the necessary skills needed for the majority of jobs available. 70% of projected job openings in our region will require at least some form of post -secondary education. If we don't expand the opportunities for post -high school education and workforce training, our region's employers won't be able to meet their workforce needs, and businesses will struggle to survive, much less grow. As people attain greater education or workforce training, their likelihood of stable employment and higher wages increases. In fact, college graduates typically earn twice as much as high school graduates, which means household incomes grow. And when the region's average household goes up, more money is spent at local businesses, bolstering our region's economy from the inside out. Creating more opportunities for post -high school education and workforce training can only strengthen our region's economy and increase job growth. LaunchNW j April 2022 3 I P a g e HO ATV doseifitifireii PLANNMG cOviv TEE Community Advisory Board - Spokane County p ka County L. ader, j Council CoriarmAnKy Athon Councik North Valley IN NOVIA Innovia/LaunchNW Scholarship Modeling Committee This committee is tasked with setting policy for the scholarship award and creating a model construct. This is a short- term committee that will work from January —July of 2022. Stakeholder Groups: Brian Levin-Stankevich (EWU) Chauncey Jones (SPS) Dean Kahler (U of Idaho) Gary Ballew (GSF) Gene Sementi (rural) Jene Ray (The ZoNE) Lisa Heath (Community Advocate) Nicole Rosenkrantz (SPS) Patrick Donahue (SPS) Patrick Jones (Triumph Inc) Rebekah Lawson (SPS) Shannon Demant (College Success Foundation) Pat Kaiser (retired) Tamika Lemere (SPS) Jana Jaraysi (EWU) Isaac Kwakye (WSAC) Julie McCulloh (Gonzaga) Sarah Weiss (WASAC) Kathy Iwasa (WWU) Heather Beebe -Stevens (CCS) Kol Medina (Blue Mountain Community Foundation) Michael Dunn (ESD 101) Mike Nelson (CdA School District) Mike Wiser (SPS) Alivia Metts (The Metts Group) Jeff Phillips (retired) Gynii Gilliam (CdA Area EDC) Traci L. Stensland (Whitworth University) Mark Mattke (Spokane Workforce Council) Mark St. Clair (Mead School District) Scott Kerwein (SPS) Mason Burley (Urbanova) Chad Emerson Hickox (WWCC) Jessica Cook (WWCC) Ben Small (CVSD) Lori Hunt (CCSS) Christine Johnson (CCS) Kathie Pham (WSAC) Jens Larson (EWU) Innovia: Shelly O'Quinn, Ben Small, Aaron McMurray, Amy Voeller, Tessa Lauer CCP and Schoolhouse: Gene Chasin, Donnie Turlington, Mark Strickland, Dan Barcan, Emily Schultz t-ileuKn.w LaunchNW I April 2022 4 I P (. Innovia/LaunchNW Marketing and Branding Committee This effort is led by Dh marketing firm, who worked with a committee to establish a name, logo and messaging. This is a short-term committee that will work from January —March of 2022. Dh: Christine Varela, Megan Hatheway, Michael Dean, Kaelynn Crume Stakeholder Groups: Alisha Benson (GSI) Brian Coddington (City of Spokane) Shannon Demant (College Success Foundation) John Dickson (United Way) Lauren Garske (Reach for the Future) Lisa Heath (Community Advocate) Latish Hill (Avista) Sandra Jarrad (SPS) Christine Johnson (CCS) Mark Mattke (Spokane Workforce Council) Kristine Meyer (Avista) Victor Rapez-Bety (Spokane Workforce Council) Fawn Schott (Volunteers of America) Gene Sementi (retired) Ben Small (CVSD) Adam Swinyard (SPS) Jared Webley (Spokane County) Marty Frazier (retired) Rodney McAuley (Immanuel Church) Sandy Patano (Sandy Patano Consulting, LLC) ICJ (Spectrum Center Spokane) Innovia: Shelly O'Quinn, Ben Small, Aaron McMurray, Amy Voeller, Chris Stiles, Tessa Lauer CCP: Gene Chasin, Donnie Turlington LaunchNW Community Advisory Board - Spokane County The Community Advisory Board meets three times a year and hears reports from the Executive Director of LaunchNW as to best practices and progress on the data dashboard. The Community Advisory Board provides public visibility for results and ensures the dashboard remains relevant to the community. Membership includes elected city, county, school board members, school, business and non-profit leaders. LaunchNW April 2022 5'Page Innovia/LaunchNWPlanning Committee LaunchNW Spokane County Leadership Council As the Planning Committee (a committee of Innovia) finishes its work, it will transition to the Spokane County Leadership Council (SCLC) which will govern LaunchNW in conjunction with the Executive Director and an Executive Committee which will include the Innovia CEO and seven members from the SCLC. The SCLC has the very important role of keeping our entire region connected. This region will prosper greatly together through our interconnectedness. We don't want to duplicate services but understand the unique response that is needed to be deployed in our communities. Roles & Responsibilities 1. Provide strategic counsel 2. Shepherd the process for securing MOUs with partner agencies a. Core commitments b. Requirements for engagement 3. Shepherd the process for securing necessary data sharing agreements 4. Shepherd completion of the initial data dashboard 5. Shepherd completion for needed fiscal and pathway analytics 6. Ensure a date map of service assets is current 7. Establish and populate the governance structure a. Determine the initial challenges to be addressed through the formation of task forces, and help determine membership on those task forces 8. Determine an initial roll -out plan for services; 9. When needed, provide blocking and tackling in order to allow the systems and structures to be put in place so that the effort can be sustained 10. Advise communications and marketing efforts Membership: Joe Ader Breean Beggs Alisha Benson Gene Chasin Brian Coddington David Condon Shannon Demant Andre Dove Carly Dyke Jerusha Emerson Lauren Garske Pam Haley Micki Harnois Lori Hunt Christine Johnson Vladimir Kronin Mark Mattke Rob McCann Aaron McMurray Kristine Meyer Carrie Morrison Shelly O'Quinn Ivy Pete Erin Ross Gene Sementi Jeremy Shay Jeremiah Sibley Ben Small Zeke Smith Adam Swinyard Chuck Teegarden Donnie Turlington Larry Valadez Christine Varela Amy Vega Amy Voeller Amber Waldref Sandy Williams Nadine Woodward Lori Wyborney Rian Emmerson LaunchNW 1 April 2022 6 1 P a g e LaunchNW Community Action Councils In order to meet the diverse and unique needs of the entire Spokane County, we have divided the county into four geographic regions: Valley, North, West Plains, and because of the population the area encompasses, Central/Spokane. The following school districts and cities are included in each region: • West: School Districts: Cheney, Liberty, Medical Lake, Great Northern o Cities: Cheney, Airway Heights, Medical Lake • North: School Districts: Deer Park, Nine Mile Falls, Mead, Riverside o Cities: Deer Park • Valley: School Districts: Central Valley, East Valley, Freeman, West Valley o Cities: Spokane Valley, Liberty Lake, Millwood, Rockford • Central: School District: Spokane Public Schools o Cities: Spokane We will support each region in establishing Community Action Councils (CAC) that will meet regularly to monitor data, evaluate wrap -around services, establish best practices and identify emerging needs. Membership on CAC's can include school leaders/personnel, community -based organizations (CBO's), elected officials, faith organizations, city and county staff, among others. At least three representatives from each CAC will sit on the Spokane County Leadership Council. Operating agreements and commitments from each CAC will be approved by the SCLC. Regular reporting to the SCLC, including meeting minutes, will be required in order to maintain good standing in LaunchNW. Regions not in good standing will not be eligible to receive promise scholarship funds. We understand that each community, not the education system, is the driver of LaunchNW and every student (Home School and Private School) in our county can access the promise scholarship so long as their community is in good standing. North Central Valley West LaunchNW I April 2022 7 I P a g e WHAT LaunchNW Community -Based Goal #1(Hypothetical) Increase the number of children entering kindergarten ready to learn by 5% a year over the next 5 years as measured by the WAKids assessment. RATIONALE: Research says that children who enter kindergarten ready to learn make steady progress and are more likely to read on grade level by third grade. LaunchNW believes that if we are to make a difference, we will need to establish whole -family supports. Not create a dependency, but offer mentorship and assistance to grow capacity. Affordable Housing After School Programs Based on an evaluation and analysis of the data, the Spokane County Leadership Council will establish target task force areas. The above graphic depicts areas that may be considered for study. It is the role of LaunchNW to build capacity in each of those areas by bringing siloed entities together to combine funding where possible, apply for grants, and magnify the impact of individuals. We will convene our Community Action Councils at least twice a year for training and sharing of best practice. By sharing best practice, we can begin to build upon isolated successes in order to impact the entire region. One best practice is the newly established Student and Family Engagement Center located in the Central Valley School District. LaunchNW I April 2022 Wage The following scenario is hypothetical but represents reality for many children in our community: A single mother and her four -year -old son are living with family in a one -bedroom apartment. She is looking fur housing and a job. Her four -year -old son hos been to informal childcare offered by family members. In this instance, LaunchNW has funded positions called Family Engagement Coordinators that work out of the Student and Family Engagement Center. • Mom is referred to the Family Engagement Center for assistance by Spokane Valley Partners (SVP). • Family engagement coordinator meets with mom and son to determine needs. • During the first visit, the coordinator delivers high interest children's books and academic games. Before leaving the meeting, they work with the parent providing simple ways for the mom to read with her son and simple short games. • A formal needs assessment is completed and a plan of action is enacted. • Immediate needs are taken care of: o Food is delivered to the family from Spokane Valley Partners. This food is easily prepared and supplied by SVP based on their knowledge of what is best. a Clothing and laundry services are provided for by the Student and Family Engagement Center. • An action plan for this family may include the following: o Family receives housing from Pope Frances Haven/Catholic Family Charities as soon as an apartment opens. o Bus passes for the family are provided. o Mom is assigned a mentor from Communities in Schools - Prime Time Mentor Program. o An appointment is scheduled at Work Source to help mom "skill up" for available local jobs. o Mom is connected and made aware of the services of Vanessa Behan Crisis Nursery. She is given a number to call if transportation is needed in an emergency. a Mom attends parenting classes at the Student and Family Engagement Center along with her mentor. o San is enrolled in Central Valley Early Learning Center. o Family attends cooking/nutrition lessons at Student and Family Engagement Center sponsored by WSU Food Sense. o Childcare services are provided at Student and Family Engagement Center for all programs. o The family engagement coordinator helps mom navigate kindergarten registration and connects the family to their attendance area school. o Mentor and Family Engagement Coordinator begin family goal setting built on mom's hopes and aspirations for her son. The promise scholarship is discussed and staff from the College Success Foundation outline how funding for post -secondary education is attainable. • Projected results: o Mom and son feel a sense of belonging in the community. Mom is gainfully employed as she has earned Microsoft Suite Accreditation and is working for a local manufacturer. Her son will enter kindergarten on par with his classmates and although he will continue to need supports he is off to a strong start. This sense of belonging that is created empowers this family to continue when the going gets rough. a There is no doubt that we will experience failures, but as momentum builds we break generational barriers to successful post -secondary pursuit. LaunchNW I April 2022 Wage LaunchNW Community -Based Goal #2 (Hypothetical) Increase the number of graduating seniors entering post -secondary programs the fall after graduating by 10% a year over the next 5 years. Saran is a high school junior contemplating her future. She would be the first ever in her family to attend college. In middle school, a tour of a local hospital shaped her desire to pursue o nursing degree, but the pandemic now has caused her to question that. Her parents worked before the pandemic, but when the virus arrived her mother stayed home to care for her younger siblings unable to find childcare. Sarah's worried that attending college will put extra stress on her family creating even more future uncertainty. Sarah's Action Plan • In partnership with the College Success Foundation, GSI, and local businesses, LaunchNW has created a community campaign to bring awareness of the importance of completing the FAFSA and WASFA for all students regardless of post -secondary pathway of choice. Families can access many supports for FAFSA completion that are outside of the local school system. In this instance the family is a member of a local credit union who is offering FAFSA completion workshops each Thursday night. Her parents attend a workshop and complete the FAFSA as they prepare for her next steps. • Sarah may not qualify for full Pell grant status and will need support to cover the full cost of college. When she meets with her school counselor, they talk about the promise scholarship offered by LaunchNW and a clearer financial plan to pay for college begins to emerge. • LaunchNW has provided seed money to bring to scale a program developed locally called Slingshot. Slingshot is a process to help students identify their aspirations and career goals. By taking advantage of this opportunity, Sarah reaffirms her desire to pursue a nursing degree. • Later, Sarah attends a site visit hosted by Providence Health & Services and GSI at a local hospital. It is here where she learns of a way to work as a surgical technician while having her college education paid. LaunchNW has worked with local school districts to provide transportation grants in an effort to remove transportation as a barrier to attendance. LaunchNW has also provided logistical support for Business After School so that more sessions can be offered. • Sarah is assigned a LaunchNW mentor who has volunteered to work with high school seniors as they transition to college or career. They meet monthly at her school during lunch. This third -party interaction helps provide Sarah with a better insight of herself while giving her another perspective of life beyond high school. Midway through her senior year she decides to pursue her degree in nursing by going to community college immediately following graduation and bypassing the surgical technician pathway. With a deeper understanding of herself, she concludes it's in her best interest to start college immediately and not become distracted from her future goal by securing work. LaunchNW I April 2022 10 1 P a g e • In June of her senior year Sarah is connected to a LaunchNW college navigator who works with she and her family to begin transitioning from high school to college. The navigator explains to Sarah and her parents the expectations that will come during college. They set up a meeting schedule for Sarah and the navigator for the first semester of school. At the first meeting there is assurance that Sarah is fully registered, and all necessary paperwork is complete. • Meanwhile, Sarah's mentor from high school decides to continue meeting with her through her first year of college to assist during this transitional period. This continued resource strengthens Sarah's "bridge" to success at the next level. • Sarah receives a Pell grant and a sizeable scholarship from LaunchNW. During her collegiate advancement, LaunchNW monitors her progression through a memorandum of understanding with the college. It has been explained to Sarah that she will be held academically accountable under the terms of accepting her scholarship. • Sarah graduates from SFCC and is prepared to transfer to Eastern Washington University or Washington State University to continue the pursuit of her nursing degree. She will continue to receive a scholarship from LaunchNW. • Sarah will continue to receive support at a four-year university and that navigator support will be there for her. • She feels empowered to reach her goals and expresses a desire to mentor other LaunchNW students after she is employed. She also agrees to speak to local high school students seeking to work in the medical field. • The poverty cycle never begins[ LaunchNW I April 2022 11 1 Page LaunchNW — Advancing Opportunity, Prosperity and Growth for our Region American Rescue Plan Act (ARPA) Request — City of Spokane Valley LaunchNW is a regional initiative that will mobilize entire communities to create cross -sector partnerships to align efforts to advance economic opportunity for all. Need - Building a Foundation of Resiliency for Economic Growth The undeniable global economy and increasingly complex world have changed the demands on America's education system. Today, approximately 65 percent of all jobs —compared to 28 percent in the 1970s—require some form of postsecondary education.' In 1973, 72 percent of jobs were open to high school graduates; now, that percentage has fallen to just 34 percent. For Spokane County to remain resilient, attract high quality new businesses and sustainable living jobs to retain the workforce of tomorrow, investment must be made today. As an accelerant to the education needs for future workforce members, another byproduct of the pandemic is increased economic instability across the United States, mirrored in Spokane County, where one in three families is economically insecure.' The unknowns of families to secure basic needs, coupled with large percentages of families with no generational post -secondary degrees, magnifies the need for post -secondary education investment and wraparound supports for graduating high school students from any institution: public school, charter school, private school, homeschool or GED. According to a study published in 2019 by the American Action Forum,' greater post- secondary educational attainment of all types not only increases employment opportunities and wages in the labor market, it also spurs widespread and stronger economic growth. In fact, for every 1 percentage -point increase in the growth rate of the portion of a state's population with at (east a bachelor's degree, the state's real gross domestic product growth rate increases by about 0.08 percentage points. If every state had increased its bachelor's degree attainment growth rate by just 1 percentage point over the last decade, the nationwide economic growth would have increased by about $130.5 billion. 1 Georgetown University Center on Education and the Workforce 2 100 Million and Counting: A Portrait of Economic Insecurity In the United States 1 PolicyLink 3 Solutions Initiative 2019: American Action Forum (pgpf.org) 1 In Washington, higher education for community and technical colleges alone currently generates over $20.5 billion in annual impact.4 More importantly, the students moving through post -secondary education and vocational training certifications are those most responsible for building the economy of tomorrow, starting new businesses, and forming the workforce that can meet the needs of the Spokane region and its communities. Unfortunately, fewer high school students are entering community colleges or public universities to prepare for the future. The Emerging Gap in Spokane County The need for such a far-reaching, collective impact initiative has been growing in the years prior to the COVID-19 pandemic. Thanks to previous efforts completed by groups like Priority Spokane,5 85% of students in Spokane County graduated `on -time' in 2020. Unfortunately, increases in high school completion have not translated into improvements in students 'going -on' to technical, community or four-year colleges. In 2005, 30% of Spokane graduates enrolled in community and technical college (CTC) in the first year after graduation. By 2018, only 18% of students went on to enroll in a CTC after graduation. The rate of first -year CTC enrollment for high school graduates declined between 2005 and 2018 in each of the 10 largest school districts in Spokane County (1,000+ students). Enrollments in four-year colleges and universities have not made up for the decline in CTC enrollments among recent high school graduates. Today, nearly half of recent Spokane County high school graduates are not enrolled in any college or training. Figure 1 below illustrates these trends for the three largest school districts in Spokane County: Figure 1 — Percentage of Graduates Enrolled in Community or Technical Colleges (CTC) during the First Year After Graduation Central Valley School District Mead School District 60% GO% 50'% 50% 50% 40% 40"/0 4O"/o 30% 300/6 30% 20"/" 20% CTC Enrollment 20% -CTC Enrollment --CTC Enrollment ' 10"/° —No Enrollment 105° —No Enrollment 10% —No Enrollment 0% 0"/a 0% Spokane Public Schools 60% in to e-mrn0 Nmf 10hm 0 0 0 0 0.. 00000000000000 N N N N N N N N N N N N N N 0 0 0 0 0 O r N M V W 0 f0 0 717 C-.1 o r N it •7 if> l0 f� 04000000000000 00000000000 O 0 0 0 N N N N N N N N N N 0) 0) N N cl N N N N N N N N N N N N N *source: https://erdc.wa.gov/data-dashboards/high-school-graduate-outcomes (4-Year College/University not listed) 4 https://www.sbctc.edu/for-employers/economic-impact- studv.asox#:—:text=Each%20yea r%2C%20Wash i ngton%E2%80%99s%2034%2Ocommunits%20a nd%20techn ica I%2 Ocol I eges%2C,stronfler°%20economy%20for%20the°%20people%20o(%2OWash in>;ton%20state. https://priorityspokane.org/priority-high-school-graduation-rates 2 By 2030, 82% of high -demand, family sustaining wage jobs in Eastern Washington will require a post -secondary credential.' As a region, we are leaving too many students unprepared for the anticipated economy. Solution — Launch NW — A Supportive Promise Community Scholarship This proposal aims to enhance lasting educational and vocational pipelines in Spokane County utilizing a college promise scholarship that includes financial assistance for academic and non-academic supports, so that every student will have the opportunity to attain, afford and complete a post -secondary education. The LaunchNW initiative is modeled after Say Yes to Education chapters that successfully launched and remain viable in four U.S. communities [Syracuse, NY (2008); Buffalo, NY (2012); Guilford County, NC (2015); and Cleveland, OH (2019)j. Such an ambitious goal will require lasting commitment from a wide range of community partners. Our proposal includes shared support from: • Greater Spokane Incorporated • Washington Trust Bank • Community Colleges of Spokane • Eastern Washington University • Gonzaga University • Whitworth University • Education Service District 101 • All Spokane County School Districts • Hispanic Business Association • American Indian Community Center • Spokane County United Way • Avista Corporation • Priority Spokane • Communities in Schools • Community -Minded Enterprises • College Success Foundation • Spokane Valley Chamber of Commerce • And more... Innovia's staff and its Board of Directors,' with significant representation from Spokane County, have been preparing to launch this bold initiative since 2019. The Foundation has committed more than $500,000 to date. Initially, the project launched in March 2020, but was postponed due to the pandemic shutdown. In June 2021, Innovia's Board approved an additional investment of $100,000 in preparation for a post-COVID-19 recovery re -launch scheduled for May 2022. Innovia used the time from COVID-19 impacts to continue data collection, engage in discussions with focus groups for key needs assessment and continue to work on cross -sector funding opportunities in preparation for the post-COVID-19 re -launch. Request — Leveraging ARPA Funds for Economic Recovery and Philanthropic Investment Our $2 million request would utilize local ARPA dollars to help fund the re -launch startup and initial operating cost for connected and expanded student wraparound services associated with 6 www.washingtonstem.org Board of Directors lnnovia Foundation 3 the supported promise scholarship in Spokane County. Our Say Yes& mentor communities each received $15 million in seed funding to implement the large-scale initiative and solidify inspired community engagement. We have asked for additional investments from Spokane County, the City of Spokane, state and federal partners, local corporations, and philanthropists to support both local and regional implementation and would be grateful for the City of Spokane Valley's partnership. These investments from local partners into the implementation of LaunchNW will be leveraged by $150 million in investments from high net -worth individuals, philanthropy and business to seed the promise scholarship. This request aligns with three primary categories (and subcategories) of Federally approved eligible ARPA allocations° listed below: • Public Health — EC1 o Direct application to allowances in Mental Health (MH) Services (1.10), Substance Use Services (1.11), and Other Public Health Services (1.12) included in the wraparound supports component for scholarship individuals and their families through the expansion of current system services in the community. • Negative Economic Impact- EC2 o Direct application to allowances in Job Training Assistance (2.7), Aid to Nonprofit Organizations (2.10) and Other Economic Support (2.13) • Services to Disproportionately Impacted Communities — EC3 o Direct application to every allowance in this category of Education Assistance: Early Learning, Aid to High Poverty Districts, Academic Services, Social, Emotional, MH Services and Other (3.1-3.5); Health Childhood Environments: Childcare, Home Visits, Foster Youth and Welfare Families and Other (3.6-3.9); Housing Supports (3.10-3.12); Social Determinants of Health (3.12-3.16) ARPA Reporting Requirements Assurance LaunchNW, as an initiative of Innovia Foundation, is equipped for reporting and use requirements as an ARPA allocation subrecipient. This includes the ability to internally provide to the County Grants Management Office the following: • Confirmation and documentation of Community Engagement practices • Adherence to the approved plan • Quarterly subrecipient reports • Full spending of the allocation by the end of 2026 • Subrecipient's Audit Reports 8 http://www.savvestoeducatlon.org/ 9 SLFRF-Final-Rule.pdf (treasury.gov] 4 Integrative Impact Goals and Results The LaunchNW initiative, modeled after Say Yes communities, grew from a bold promise — what if an entire community came together to ensure that each of its children had the opportunity — and the support — to enter college or career preparation, and succeed in completing that education and training? In Say Yes communities, this promise has shown remarkable success. Six years after Say Yes Buffalo launched, the number of students that entered college (2- or 4-year) increased twelve percentage points (from 57% to 69%).10 Meanwhile, locally, the visionary pilot Reach for the Futurei1 (started in 2008), informed the parents of second grade students at Lidgerwood Elementary their children would receive not only full college tuition, but also tutoring, mentoring and wraparound supports to complete the journey to high school graduation. The original cohort of students is now graduated and in college. Reach for the Future verified the LaunchNW supportive scholarship concept works. Now, we need to put the framework in place to make this reality available to all students throughout the City of Spokane Valley and Spokane County. The fundamental goal is straightforward: to ensure more students are ready and able to enter and complete college or career training, thereby delivering the workforce pipeline to build and maintain a competitive economic climate in Spokane County. These strategies and outcomes align with expenditure categories outlined in the American Rescue Plan for Coronavirus State and Local Fiscal Recovery Funds: 1. Services to Disproportionately Impacted Communities The Say Yes model grows from community -directed governance and commitments to provide necessary support services that can boost learning opportunities and assist struggling families in the school system. The community 'buy -in' results in visible outcomes and investments in student services. By the second year of Say Yes Cleveland, for example, 32 new Family Support Specialists (FSS) were hired (using funds outside any education system). Between the first and second year, the average number of FSS referrals for services more than doubled (from 16 to 36 per school, with over 6,800 referrals made in 2020). The models also represent proven strategies in addressing gaps in learning and student supports that have only widened because of the pandemic. Compared to pre -pandemic levels, reading assessment scores have dropped 3-6 percentile points and math scores have fallen 8-12 percentile points.12 In addition, up to 25% of households with children have delayed or missed preventative services (health screenings, treatments or 10 https://savvesbuffalo.org/wp-content/uploads/2021/07/AR-2020-FINAL.pdf 11 School bids farewell to first kids in Reach for the Future program I The Spokesman -Review lz https://www.nwea.orecontent/uploads/2021/07/Learning-during-COVID-19-Reading-and-math-achievement- i n-the-2020-2021-school-vear.research-brief-l.pdf 5 procedures) for their child due to the pandemic.13 The wellbeing of students and families has been strained during this difficult time. In the post -pandemic recovery, additional resources and community -directed strategies will be necessary to help students and parents get back on track. 2. Negative Economic Impacts The COVID-19 pandemic has only intensified the strain related to the declining number of students enrolling in post -secondary education. In -state enrollment has fallen by 13.8% during the pandemic,14 leading to reduced economic activity and delayed or missed opportunities to fill necessary jobs in the community. Spokane County businesses have more jobs available than can be filled, and the growing labor shortage calls for increased career training, as well as new solutions that bring more students to local colleges and accredited training programs. This proposal presents a solution path to meet this growing need and increase the necessary support for students in Spokane County. The promise framework includes tuition support and additional approaches to increasing college access. Increasing completion of the Free Application for Federal Student Aid (FAFSA) represents one strategy to open college pathways. The Say Yes chapter in North Carolina emphasizes post -secondary access workshops and community events, serving more than 2,500 families last school year (2019-20). As a result of these efforts, FAFSA completion rates increased 10% in Guilford County, NC since 2015. By supporting students with existing plans and helping additional students enter college or career training, we aim to improve access and reinforce the community expectation that all students can reach their potential. 3. Public Health Impacts The scholarship award is only the beginning of the investment into the life of a student and their family. Wraparound support systems of care, individualized by each participating community, ensures the health and wellbeing of a child and their family. Through connected resources, a student has the assurance to move forward into post- secondary education or vocational training with the confidence in life skill readiness, as well as the knowledge their household will have access to support services as they enter their new opportunity. This includes access to mental health and behavioral health services at school and home, substance use services and treatment options, and general healthcare access. The figure below is one example of wraparound supports that differentiates the LaunchNW initiative from a scholarship opportunity alone. 1� https://www,kff.org/coronavirus-could-19/issue-brief/back-to-school-amidst-the-new-normal-ongoing-effects- of-the-coronavirus-pandemic-on-childrens-health-and-wel1-being/ 34 2021-08-04-Postsecondary-Enrollment-Trends,pdf {wa.gov). 6 College Coaching Free Legal Services \ , \) Behavioral Health Mental Health Physical Health Tutoring Services Scholarships/Grants Family Support Services Postsecondary Planning System \ Review/Support 1 Core Instructional Programming , Extended / Day/Year Program Professional Development / for District The LaunchNW initiative is designed as a systems -change model centered around a community -owned goal that emphasizes robust economic development with a forward - looking career preparation strategy. A supported promise scholarship serves as the centerpiece to this goal, providing an incentive for college, career, and K-12 stakeholders to work together to develop a unified approach for supporting school -to -career transitions (see figure). This shared purpose creates an incentive to develop Tong -term commitments and enact the necessary strategies that have made initiatives like this successful. Community Context -Community Goal Tied to Economic Future -Commitment Incentive Systems & Structure -Comprehensive Data Approach -Collaborative Governance. Prograrnming & Supports -Effective Efficient Resource Utilization •Braided Funding D Z THEORY OF ACTION Improved Outcomes for Young People/ Skills & Preparation of Market Value Reduced Expenditures for Remedial & Crisis Services Community -Wide Organizational Coherence & Effective Resource Utilization The value of the LaunchNW initiative, as seen in Say Yes to Education communities and the Reach of the Future pilot, extends beyond direct benefits to students. These programs are an economic driver for the entire community. Local governments, businesses and corporations with a presence in the four Say Yes chapters around the country have supported the initiative, recognizing that an educated and prepared workforce strengthens their bottom line and improves recruitment and retention efforts. External seed money in these communities has multiplied because of financial support from the business sector and philanthropists. Every initial dollar put toward a Say Yes initiative in existing chapters has resulted in $15.00 of direct investment from other partners. Between 2009 and 2018, Say Yes communities awarded students $27 million in direct scholarships. That postsecondary aid also helped leverage $242 million in federal, state and institutional aid. In addition to driving an influx of dollars to the region, LaunchNW also serves as an incentive at the household level. An evaluation of Say Yes outcomes by researchers at Syracuse University found evidence that families with children were more likely to either move to or remain in the community following the adoption of Say Yes in Syracuse, NY. 8 This LaunchNW proposal will touch all corners of Spokane County, increasing community stability and creating a long-lasting, generational impact. To facilitate the development of this model in our region, Innovia Foundation is collaborating with Community Catalyst Partners (CCP), an organization committed to developing the gifts and talents of all young people from pre -kindergarten through the completion of post -secondary training or college that prepares them for the workforce. In doing so, CCP works with communities to aggregate, acquire and align all needed resources and capacity to attain that goal. With leadership that has designed and implemented citywide scholarship and support strategies in communities across the nation, CCP is fully equipped to lead our region through a capacity building process that also includes the formation of the scholarship program, the development of a community -owned goal that drives commitment from all sectors of the region, and the implementation of the local systems and structures that will support the initiative now and in the future. The figure below illustrates the synergies of the systems change model: Figure 2 — Say Yes Systems Change IJ. Collaborative Governance Strategic Data Utilization As mentioned, Innovia Foundation and its donors have allocated over $600,000 to date to the LaunchNW initiative with additional commitments from the Federal Congressional district. • Congressionally Directed Spending for Rural Eastern Washington $2,500,000 • Washington Trust Bank - $150,000 • Avista Corporation - $150,000 9 • Harriet Cheney Cowles Foundation - $150,000 • Private Donor - $100,000 • STCU - $25,000 • Johnston Fix Foundation - $20,000 • Innovia Foundation YTD investment $600,000 All City of Spokane Valley ARPA funds contributed to this effort will remain in the city and benefit local students and families. Like Expo '74, the local partners represented here recognize the once -in -a -generation opportunity to make Spokane Valley one of the most productive, vibrant communities in the nation for generations to come. The funds available from the American Rescue Plan Act represent a new once -in -a -generation opportunity to not only recover, but to reshape the future of education in Spokane County. Given the spirit of Spokane Valley, we are confident that we can make this promise a reality and hope the City of Spokane Valley will join us in launching LaunchNW, an investment in our economic future. 10 Appendix- LaunchNW Implementation Budget Proposal American Rescue Plan Act (ARPA) Funding Request for Spokane County: Five -Year, $12,000,000 investment allocated between Spokane County ($5M), City of Spokane ($5M) and City of Spokane Valley ($2M). American Rescue Plan Act (ARPA Funding Request for Kootenai County: Five -Year, $5,050,000 investment allocated between Kootenai County ($3M), City of Coeur d'Alene ($1M), City of Post Falls ($800K), and City of Hayden ($250K). Based on implementation costs, in the four existing Say Yes chapters, we anticipate $17 million in initial startup funding will be necessary to implement the LaunchNW initiative in this region. Initial costs associated with this large-scale initiative cover: 1) development of a financial model (determining size and scope of a last -dollar, tuition only scholarship program) 2) formation of community leadership councils (collaborative governance) 3) operational support (finalizing agreements with education institutions, technical assistance, communication, and donor development) 4) wraparound services and supports enhancement within the current system of providers for students and families in participating districts Funding will be allocated over a five-year period (2022-2026). Year 1 (2022) • Community collaborative governance implementation • Scholarship modeling, pathway analytics, fiscal analytics • Operational support/Donor development Year 2-5 (2023-2026) • Enhanced wraparound supports • Community collaborative governance: on -going facilitation • Operational support A budget proforma is available upon request. 11 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: May 31, 2022 Department Director Approval: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session. AGENDA ITEM TITLE: Mirabeau Vacant Parcel GOVERNING LEGISLATION: N/A. PREVIOUS COUNCIL ACTION TAKEN: N/A BACKGROUND: The City of Spokane Valley owns a 1.3-acre parcel at 13501 E. Mirabeau Parkway across from Mirabeau Meadows at Mirabeau Point Park. The parcel is zoned Mixed Use (MU) and lies partially within the Shoreline Jurisdiction of the Spokane River. The Centennial Trail runs along the eastern boundary of the property on Washington State Parks land and a privately owned parcel adjoining the property to the north at 13131 E Mirabeau Parkway way is the site of a proposed 5-story, 32-unit apartment building. Currently 61 parking spaces owned by the City on the west side of Mirabeau Parkway serve Mirabeau Meadows, and 52 parking spaces owned by Washington State Parks on the east side of Mirabeau Parkway and south of the subject parcel provide parking access to the Centennial Trail. Mirabeau Meadows is the site of many park reservations, special events and annual community -wide events and frequently parking is at or exceeds capacity in this area during the parks season. Council requested information about the vacant Mirabeau parcel including how many parking spaces potentially fit onto this vacant property. Parks and Public Works staff have completed a preliminary analysis demonstrating the potential to create 81 additional parking stalls. The attached exhibit shows an example parking layout with the required accessible stalls, stormwater drainage areas, landscaping space, and a Mirabeau Parkway crosswalk with pedestrian refuge to the existing parking lot at Mirabeau Meadows. If parking were to be developed on the vacant Mirabeau parcel, an additional recommendation from the Traffic Department would be to expand the speed reduction area from 35 to 25 that already exists in this location by approximately 600 feet to include the proposed pedestrian crossing, and install a rapid flashing beacon for the crossing. OPTIONS: Council discussion RECOMMENDED ACTION OR MOTION: N/A BUDGET/FINANCIAL IMPACTS: N/A STAFF CONTACT: John Bottelli, Parks, Recreation & Facilities Director ATTACHMENTS: Site location graphic and example parking lot exhibit • 0/5 • ✓ Measure ✓ More Info • 45033.0821 45034.9125 45033,0816' 45033.0817 5035.9123 4503 4.90 45101.9095 45034.9044 45101.9038 _E i Acres • "Measurement Result 1.35 Acres Press CTRL to enable snapping. Tura off the Measurement tool to tam on parcel selection. S •Lane Counr,•.Iniormaition Technolorr Druaanment S •olaaeCounty Assessors Office I S oiraae Cct mr, IT ■ Y411011.30_1I119IN M CURB & GUTTER (TYP) 18' (TYP) F-a— 22.5' (MIN) —.N I TYPICAL PARKING STALL & DRIVE ISLE CURB & GUTTER (TYP) 9' (TYP) 9' (TYP) 18' (TYP) -� L. TYPICAL ACCESSABLE PARKING SIDEWALK CONNECTION FROM TRAIL TO MIRABEAU PARKWAY OPTIONAL LANDSCAPE ISLAND FOR ADDITIONAL PARKING STALLS SHORELINE JURISDICTION & SHORELINE URBAN CONSERVANCY LINES 1 Valley° MIRABEAU PARKWAY TRAIL HEAD PARKING APN: 45101.9068 OPTION 1 — 72 STALLS (+9 OPTIONAL) PROJECT NO. - SCALE: 1" = 50' DRAWN BY: JAM 05/10/22 CHECKED BY: JAM 05/10/22 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: May 31, 2022 Department Director Approval: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Signal Box Art Wraps GOVERNING LEGISLATION: N/A PREVIOUS COUNCIL ACTION TAKEN: N/A BACKGROUND: The Economic Development Division is developing an agreement with Spokane Arts to coordinate and manage the design, ordering and installing of 12 vinyl art wraps on signal boxes in the City. The signal box art wrap project will be funded by Spokane Teachers Credit Union (STCU). Spokane Arts and STCU have a five-year history of developing and installing art wraps on utility boxes in the region. This is the first year that Spokane Valley will be involved in the program. There is no initial cost to the City to develop and install the art wraps, but the City will need to maintain the wraps after installation. Spokane Arts will call for design entries from area artists for the art wraps in June. The City will be involved in selecting the art designs for the 12 wraps in the valley. The artists submitting the selected designs will receive a stipend provided by STCU. The art wraps will be ordered and installed later this fall. OPTIONS: Discussion only RECOMMENDED ACTION OR MOTION: Discussion only BUDGET/FINANCIAL IMPACTS: Undetermined at this time STAFF CONTACTS: Lesli Brassfield, Communications and Marketing Officer Mike Basinger, Economic Development Director ATTACHMENTS: Presentation - Signal Box Art Wrap Signal Box Art Wraps May 31, 2022 Lesli Brassfield, Communications & Marketing Officer Spokane Valley Spokane Valley Signal Box Art Wraps 12 signal boxes in Spokane Valley will be wrapped in art Five-year partnership between Spokane Arts & Spokane Teachers Credit Union (STCU) STCU is a long-term business sponsor of municipal art wraps Cities with STCU wraps: Spokane, Liberty Lake, Kennewick, Sandpoint More than 90 wraps placed over the past five years Creating community art spaces Identified 12 signal boxes across the city Signal box locations approved by Engineering Department No initial cost to city to design, order, purchase or install vinyl wraps • City will need to maintain the wraps • Wraps allow for access into the signal boxes Wraps are not removed during equipment maintenance Hutton Settlement Spokane—__ Valley -� sa�raae�s H{RADAL.E 3 Preparing the art wraps Wraps typically last 3-5 years Easy to clean and receive a UV - protection coating Generally, utility box art is considered a deterrent to graffiti Each wrap will include a 10" by 10" box that includes the STCU logo, city logo, Spokane Arts logo and artist's name Installation planned for fall 2022 Art selection and benefits Consultant will ensure art meets city guidelines/standards City will participate in selecting the art for Spokane Valley boxes Art wraps benefit communities Extend art out into neighborhoods Give a neighborhood character and identity Encourage discussion, generate pride and inspire creativity Signal Box Art Wraps Questions? To: From: Re: DRAFT ADVANCE AGENDA as of May 26, 2022; 10:00 a.m. Please note this is a work in progress; items are tentative Council & Staff City Clerk, by direction of City Manager Draft Schedule for Upcoming Council Meetings June 7, 2022, Study Session, 6:00 p.m. Proclamation: LGBTQ+ Pride Month 1. Habitat for Humanities — Erik Lamb 2. Six -year TIP — Adam Jackson 3. Aquatics Update — John Bottelli, 4. S. Barker Corridor Rate Studies - Jerremy Clark 5. Master Speed Limit Schedule — Jerremy Clark 6. Compression Brakes — Jerremy Clark, Chief Ellis 7. Sprague Ave. Stormwater Dept of Ecology Grant - Bill Helbig, Gloria Mantz 8. Law Enforcement Collective Bargaining Update — Erik Lamb, Chief Ellis, Morgan Koudelka 9. Splashdown Update -Cary Driskell 10. Hearing Examiner Rules Update — Cary Driskell, Tony Beattie 11. Advance Agenda — Mayor Haley [due Tue May 31] (10 minutes) (10 minutes) (10 minutes) (10 minutes) (10 minutes) (10 minutes) (15 minutes) (20 minutes) (10 minutes) (10 minutes) (5 minutes) [*estimated meeting: 120 mins] June 14, 2022, Special Meeting: Budget Workshop 8:30 a.m.. [due Tue June 7] June 14, 2022, Special Meeting, 4:00 p.m. [due 1. PUBLIC HEARING: 6-year TIP — Adam Jackson 2. Resolution 22-009 Adopting TIP — Adam Jackson 3. Consent Agenda (claims, payroll, minutes) 4. Second Reading Ordinance 22-009 Public Parking — Cary Driskell 5. First Reading Ordinance 22-010 Code Enforcement — Erik Lamb, Bill Helbig 6. Resolution 22-010 Amending Master Speed Limit Schedule — Jerremy Clark 7. Resolution 22-011 S. Barker Corridor Rate Studies - Jerremy Clark 8. Motion Consideration: Splashdown Contract Amendment — Cary Driskell 9. Admin Report: Code Text Amendment, 001, Community Service Regulations — Lori Barlow 10. Advance Agenda — Mayor Haley 11. Info Only: Noticing Requirements [*estimated meeting: June 14, 2002 Rejiular, 6 pm Council - Meeting Cancelled Tue June 7] (15 minutes) (5 minutes) (5 minutes) (15 minutes) (15 minutes) (10 minutes) (10 minutes) (5 minutes) (30 minutes) (5 minutes) 115 mins] June 21, 2022, Study Session, 6:00 p.m. — Meeting Cancelled, Council attends AWC Conference, June 21-24, Vancouver June 28, 2022, Formal Meeting, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Second Reading Ordinance 22-010 Code Enforcement — Erik Lamb 3. First Reading Ordinance 22-011, Code Text Amendment 001, Community 4. Admin Report: Advance Agenda — Mayor Haley 5. Info Only: Department Monthly Reports July 5, 2022, Study Session, 6:00 p.m. Proclamation: Parks and Recreation Month ACTION ITEMS: 1. Second Read Ordinance 22-011 Code Text Amendment 001, Comm. NON -ACTION ITEMS: 2. RCO Greenacres Update — John Bottelli 3. Advance Agenda — Mayor Haley July 12, 2022, Formal Meeting, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Haley [due Tue June 21] (5 minutes) (10 minutes) Service Regulations — L. Barlow (15 min) (5 minutes) [*estimated meeting: 35 mins] [due Tue June 28] Service Regulations — Lori Barlow (5 minutes) (10 minutes) (5 minutes) [*estimated meeting: mins] [due Tue July 5] (5 minutes) (5 minutes) Draft Advance Agenda 5/26/2022 2:09:07 PM Page 1 of 2 July 19, 2022, Study Session, 6:00 p.m. 1. Council Goals & Priorities for Use of Lodging Tax — Chelsie Taylor 2. Advance Agenda — Mayor Haley July 26, 2022, Formal Meeting, 6:00 p.m. Proclamation: National Night Out 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Haley 3. Info Only: Department Monthly Reports [due Tue July 12] (10 minutes) (5 minutes) [due Tue July 19] [*estimated meeting: Aujiust 2, 2022, Study Session, 6:00 p.m. — meeting cancelled (National Night Out) August 9, 2022, Formal Meeting, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: Advance Agenda — Mayor Haley August 16, 2022, Study Session, 6:00 p.m. ACTION ITEMS: 1. Motion Consideration: Council Goals & Priorities for Use of Lodging Tax — Chelsie Taylor NON -ACTION ITEMS: 2. Council 2023 Budget Goals — Chelsie Taylor 3. Advance Agenda — Mayor Haley August 23, 2022, Formal Meeting, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Admin Report: 2023 Budget, Estimated Revenues & Expenditures — Chelsie Taylor 3. Admin Report: Advance Agenda — Mayor Haley 4. Info Only: Department Monthly Reports August 30, 2022, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Haley Sept 6, 2022, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Haley Sept 13, 2022, Formal Meeting, 6:00 p.m. Proclamation: Constitution Week 1. PUBLIC HEARING #1 2023 Budget: 2023 Revenues, Includes Property Taxes 2. Consent Agenda (claims, payroll, minutes) 3. Motion Consideration: Set 2023 Budget Hearing for October 12 — Chelsie Taylor 4. Admin Report: Advance Agenda — Mayor Haley Sept 20, 2022, Study Session, 6:00 p.m. 1. Outside Agency presentations (5 minutes each) 2. Proposed Ordinance Adopting 2023 Property Taxes — Chelsie Taylor 3. Advance Agenda — Mayor Haley Sept 27, 2022, Study Session, 6:00 p.m. 1. Advance Agenda — Mayor Haley October 4, 2022, Study Session, 6:00 p.m. 1. City Manager Presentation of 2023 Preliminary Budget — John Hohman 2. Advance Agenda — Mayor Haley OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: Appleway Trail Amenities Basement space Castle Park CDBG Interlocal Consolidated Homeless Grant Continuum of Care (info item) Core Beliefs Resolution Gov. Auth. Emergencies (info) Mirabeau Park Forestry Mgmt. Neighborhood Restoration Park Lighting PFD Presentation Prosecutor Services Residency (5 minutes) (5 minutes) mins] [due Tue Aug 2] (5 minutes) (5 minutes) [due Tue Aug 2] (15 minutes) (15 minutes) (5 minutes) [due Tue Aug 16] (5 minutes) (15 minutes) (5 minutes) [due Tue Aug 23] (5 minutes) [due Tue Aug 30] (5 minutes) [due Tue Sept 6] (10 minutes) (5 minutes) (5 minutes) (5 minutes) [due Tue Sept 13] (-110 minutes) (10 minutes) (5 minutes) [due Tue Sept 20] (5 minutes) [due Tue Sept 27] (25 minutes) (5 minutes) SCRAPS Update St. Illumination (owners, cost, location) St. O&M Pavement Preservation Vehicle Wgt Infrastructure Impact Water Districts & Green Space Way Finding Signs Draft Advance Agenda 5/26/2022 2:09:07 PM Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: May 31, 2022 Department Director Approval Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing ®information ❑ admin. Report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Countywide Planning Policies Draft Update GOVERNING LEGISLATION: RCW 36.70A.210 PREVIOUS COUNCIL ACTION TAKEN: May 20, 2008, admin report BACKGROUND: The GMA (Growth Management Act) requires the Board of County Commissioners to adopt countywide planning policies (CWPP) in cooperation with the cities located within the county. The purpose of the CWPP is to establish a countywide framework from which county and city comprehensive plans are developed and adopted. This framework ensures that city and county comprehensive plans are consistent as required by the GMA. In Spokane County, the development of the CWPP is coordinated by the Steering Committee of Elected Officials (SCEO), which is composed of elected representatives from each city in Spokane County (Airway Heights, Cheney, Deer Park, Fairfield, Latah, Liberty Lake, Medical Lake, Millwood, Rockford, Spangle, Spokane, Spokane Valley, and Waverly) and Spokane County. The SCEO is staffed by a Planning Technical Advisory Committee (PTAC) which is composed of technical staff from each jurisdiction with the administrative tasks of the SCEO being performed by Spokane County. This process and organizational structure was established in 2008 by interlocal agreement between Spokane County and the cities. In preparation for the required periodic update due in 2026, Spokane County has initiated a review of the CWPP. The current CWPP was last updated in 2001. The GMA requires a number of elements/topic areas that CWPPs must address, including adopting Urban Growth Areas (UGAs) and joint planning in UGAs. As part of the review and update to the CWPP, the SCEO formed a sub -committee to coordinate the update of the CWPP. At the first meeting the sub -committee discussed UGAs and joint planning. The cities of Spokane Valley, Spokane, and Airway Heights supplied written comments on the proposed amendments. A general theme of the comments, among other technical issues, included engaging the PTAC in the review of the CWPP to aid in review and recommended updates. At their second meeting the sub -committee requested to engage the PTAC to help in their review and recommendations on the proposed policy changes. A formal work program for review and updating the CWPP has not been established. However, it is expected that the PTAC will meet bi-monthly aiming for a presentation/recommendation to the sub -committee in July of 2022. BUDGET/FINANCIAL IMPACTS: None OPTIONS: Information only RECOMMENDED ACTION OR MOTION: Information only. STAFF CONTACT: Mike Basinger, Economic Development Director; Chaz Bates, Planning Manager ATTACHMENTS: City of Spokane Valley comment letter, dated April 27, 2022 City of Spokane comment email, dated May 17, 2022 City of Airway Heights comment letter 1of1 PLANMvc MANAGER Cbaz Bates, Planning Manager 10210 E Sprague Avenue ♦ Spokane Valley WA 99206 Phone: (509) 720-5000 ♦ Fax: (509) 720-5075 + www.spokanevalley.org April 27, 2022 Mr. Scott Chesney, Director of Planning Spokane County Building & Planning 1026 W. Broadway Ave. Public Works Building, 1" Floor Spokane WA 99260 Dear Mr. Chesney, I am offering these written comments on behalf of the City of Spokane Valley to accompany the input of Spokane Valley's representatives on the Steering Committee of Elected Officials (SCLO) al the subcommittee rneeting on April 27, 2022. The meeting will include a workshop on proposed amendments to Countywide Planning Policies (CWPP) governing Urban Growth Areas (UGAs) and Joint Planning for those areas. While the GMA requires the County cooperate with the cities in amending all CWPPs, these particular CWPPs are of great importance to Spokane Valley and all of the cities in the County. Accordingly, we hope the County will take the needed time to consider and address our concerns that we describe in further detail, below. Additionally, because our concerns are technical in nature, we strongly recommend that the County convene the Planning Technical Advisory Committee (PTAC) to allow for further in- depth discussion toad\ ath:c these highly technical planning concepts. The County should engage the PTAC early in the process and allow sufficient time for technical staff to review and provide recommendations to the SCE() so that the SCE° may have informed discussions on the proposed policy changes and make informed decisions regarding policy changes. The City supports the basic concept of updating the CWPPs to improve them for the benefit of the County and all of the cities. This effort is a great opportunity to achieve improvements on UGA planning in the region and foster long-term cooperation with the cities. However, a more thorough cooperative process to develop CWPP amendments including technical review and input from planning departments of the affected jurisdictions is needed to realize that opportunity and comply with the GMA's requirement that the County amend its CWPPs "in cooperation with" the cities. A. The CWPPs Should Reinforce City Participation in. UGA Planning, Not Diminish It Whether intentional or not, several of the proposed amendments appear to minimize or diminish the role of cities in planning for unincorporated UGAs and setting their boundaries. Given the central role cities play in the provision of services to the unincorporated UGA and the basic assumption that all of the unincorporated UGA is intended to be annexed in the 20-year planning horizon, the role of the cities should be emphasized and reinforced, not diminished. For example, policy 4 of the section on ► fGAs narrows the scope of City participation in proposing revisions to UGA boundaries to one of proposing changes to "growth projections." The change is confusing and, more importantly, appears to minimize the role of cities in the greater question of UGA revisions. Similarly, proposed amendments to policy 5 of the section on UGAs appears to remove the helpful role of the multi jurisdictional P IAC from the UGA amendment process. Specifically, the proposed amendment deletes language referring to the "use of a multi jurisdictional planning team" that is tasked with supporting the role of this committee in making recommendations to the Board of County Commissioners. The PTAC serves an important function by ensuring cooperation between cities and the county on planning issues important to both. Notably, it eliminates a process that the Department of Commerce celebrates in its guidance on UGAs. See, Department of Commerce, "Urban Growth Arca Guidehook: Reviewing, Updating and Implementing your Urban Growth Area" at 38 (The technical studies to inform the Steering Committee are prepared by a Planning Technical Advisory Committee (PTAC), made up of planning staff from each jurisdiction. The PTAC prepares the technical studies for the Steering Committee to assist the elected officials to make: informed decisions regarding UGAs.") Especially given the technical nature of UGA planning, the planning experts at the various cities play a vital role and it should be preserved, not deleted. Additionally, the amendments to the joint planning policies appear to limit the opportunity of cities to avail themselves of that important tool. First, the proposed amendments limit the number of cities that can participate in joint planning to those that have "a demonstrably active annexation program." This statement does net seem relevant as annexation is anticipated to occur throughout the planning horizon. The CWPPs should promote joint planning with any interested city to encourage annexation by assigning specific areas in the unincorporated UGA to specific cities to ensure planning and development to city standards that facilitates eventual annexation. Second, the changes to the policy eliminate important guiding principles that should be part of any joint planning effort and are core principles of the GMA, including promotion of annexation, ensuring srnooth transition of services, and ensuring coordination of land use decisions in the unincorporated UGA. B. Any Amendments to CWFPs Must be Consistent with the GMA In addition to the changes described above affecting the role of cities in processes and decisions that are of central importance to theta, other proposed amendments are inconsistent with other aspects of the GMA and must be corrected. This further emphasizes the need to convene the PTAC to evaluate the proposed changes for technical issues so that the PTAC. can continue to support the work of this committee and avoid unintentional inconsistencies with the GMA.. For example, in several places, the County is proposing to eliminate provisions that conform with specific GMA requirements (e.g., portions of existing policy 3 related to phasing of growth). Similarly, the changes to incorporate discussion of Limited Areas of More Intense Rural Development (``LAMIRDs") into the sections governing urban growth are antithetical to the GMA in that LAvIIRDs are, by definition, part of the rural element, cannot promote urban growth, and are fundamentally different from UGAs. The concepts should continue to be separated, not merged. C. The County and Cities Should. Focus on Changes to CWPPs that Improve UGA Planning to Better Accommodate Projected Growth Despite concerns over the County's proposed amendments, Spokane Valley supports the general goal of updating the CWPPs. Spokane Valley encourages the County and cities to consider changes to CWPPs that reflect good planning principles and give the affected cities and County the ability to appropriately manage urban growth. Currently the majority of the VGA around Spokane Valley, Spokane, Millwood, and Liberty Lake is not specific to any city, unless it is a "joint planning area." Accordingly, the cities are without the ability to propose changes to address acute growth pressures specific to their jurisdiction or more Literally address issues affecting a specific city in a manner that best alleviates those growth pressures in the location where they are occurring. Similarly, cities are hindered in their ability to plan for eventual anncxation of the portions of the UGA in their immediate vicinity. The City encourages the County to work to affirmatively improve those opportunities for joint planning that would allow cities to be more involved in the planning for the VGA and allow cities to better respond to growth pressures as they occur in their immediate communities. Similarly, the City encourages this committee to focus on reinforcing and expanding CPP policies to Netter identify opportunities to plan for commercial and industrial land development and other economic development needed to support the region's growing population. Currently, the CWPPs have policies that begin to address this vital need, but the GMA's amendment in 2009 provide the legal foundation to better expand on and integrate those concepts into urban planning efforts to address that fundamental growth pressure. In summary, we encourage this committee to address the deficiencies we have identified with the proposed edits to the CWPPs Ps relaited to UGAs and joint planning. The City of Spokane Valley stands ready to engage it he robust process this effort deserves and supports the County`s general goal of improving tli:; CWPPs. Thank you for your consideration. Chaz Bates Spokane Valley Planning Manager CB c: Spokane Valley City Council; John Hohman, City Manager Chaz Bates From: Gardner, Spencer <sgardner@spokanecity.org> Sent: Tuesday, May 17, 2022 2:01 PM To: Chesney, Scott; Heather Trautman; Zachary Becker; Roger Krieger; Lisa Key; Black, Tirrell; Freibott, Kevin; McClatchey, Brian; Note, Inga; Micki Harnois; Greene, Barry; Mike Ulrich; Tara Limon; Dave Andersen; Ben Serr; Jamie Kowalski; Jeff Johnson; Greg Figg, Planner; Christina Janssen; Terry Ottosen; Hayes, Jami; Lois Bollenback; Ryan Stewart; Kylee Jones; Karl Otterstrom; Mike Tresidder; Fairchild AFB; Charlene Kay; frankm@SpokaneTribe.com; Brandon Haugen; Rachelle Bradley; Sev Jones; tmourning@cityofcheney.org; tyler.smith@us.af.mil; Mike Basinger Cc: Neiman, Saegen M; Pustovit, Elya; Carver, Laurie Subject: Comments on PTAC and CWPP Process [EXTERNAL] This email originated outside the City of Spokane Valley. Always use caution when opening attachments or clicking links. Dear Mr. Chesney and members of the Planning Technical Advisory Committee (PTAC): In advance of our scheduled PTAC meeting tomorrow, the City of Spokane Department of Planning Services and Economic Development offers this letter as written response to the 2022 Draft Countywide Planning Policies (CWPP). The PTAC plays an integral role in supporting the Steering Committee of Elected Officials (SCEO), who are responsible for recommending the CWPPs to the Board of County Commissioners (BoCC). The PTAC, with staff members from the cities, the county, and other agencies, are well positioned to assist in this update and to support the needed community outreach. As the region continues to grow, the County and its municipalities will need to adapt to the demand for housing and natural resources. It is also expected that the Washington State Legislature, as well as best practice, will require additional comprehensive plan content to support the increasing demand for affordable housing, increased risks of climate change, a continued effort to plan with local indigenous Tribes, and to expand equity through the planning framework. In anticipation of these requirements, it is vitality important to not only respond to these moving targets but to stay ahead of them, so that each municipality can support their community. The PTAC's relationship to the development of CWPPs during this update cycle has not been well defined. Furthermore, sporadic communication and engagement with the PTAC has harmed our ability to provide the guidance envisioned by the GMA framework. We suggest several recommended modifications to the management of the PTAC, which will ensure a collaborative, transparent process for developing the CWPPs. Because the CWPP recommendations and comments are technical in nature, we recommend that the PTAC be convened frequently over the next few months to produce additional guidance and recommendations. WAC 165-196-305(7) establishes the need for ongoing coordination of issues associated with implementation of the county -wide planning policies, which includes creating a forum for county and city staff responsible for implementation. The PTAC serves this purpose. Draft documents should be released to PTAC early in the process to enable the provision of thoughtful and clear information to the SCEO, allowing the SCEO to make informed recommendations. Recommendations • The PTAC should be utilized for the process of updating and amending the CWPPs. o The PTAC's role is to provide elected officials with guidance for planning topics that are technical in nature and require specific knowledge of the GMA and planning principles. Because planning for growth is multi -faceted and dynamic there is significant risk that CWPPs could be developed in ways that are inconsistent with legislation or conflict with local policy. The draft CWPPs diminish the role i of the PTAC when such a group is recommended by WAC 195-365-305(7). The PTAC has also been recognized by the Department of Commerce as assisting elected officials in making informed decisions regarding UGAs. o A single distribution list should be utilized for communicating with PTAC on all matters related to the SCEO and SCEO subcommittee. Substantive conversations or exchange of information used in the development of CWPPs with a subset of PTAC members is contrary to the spirit of collaboration that should govern this process. • A single draft version of documents, vetted in advance by the PTAC, which includes staff from the County, local municipalities, and agencies with jurisdiction, should be presented to the subcommittee of the SCEO and then the SCEO. o There have been inconsistencies between the versions initially released for public review and the versions discussed at the Spokane County Growth Management Steering Committee of Elected Officials- Countywide Planning Policy Subcommittee meetings. • An accurate, complete strike -through version of documents in a full legislative format should be provided to the PTAC and presented at the SCEO meetings. o To date, some documents have been distributed without strikethrough and some documents have been distributed with strikethroughs that omitted significant changes. For example, in the introduction of the CWPPs the deletion of "Ethnic Diversity" and "Private Property Rights" was not identified. All changes, no matter how insignificant, should be included in a strikethrough version. • PTAC should work cooperatively to establish a workplan and schedule for updating the CWPPs o WAC 195-365-305(5) recommends developing procedures by which the CWPPs will be reviewed and amended, as well as a process for resolving disputes regarding interpretation or implementation of CWPPs. As with other topics, the PTAC should be integral in developing any such procedures. We look forward to working together as a region to update our CWPPs in pursuit of a comprehensive planning process that ensures wise use of public resources and accommodates growth for the good of all residents. We have additional thoughts about the substance of proposed CWPP changes, which we will gladly share at appropriate points in the process. At this time, we feel the most pressing need is to address the aforementioned deficiencies in the PTAC's management to date. Regards, Spencer Gardner I Director I Planning Services Office 509-625-6097 I Mobile 509-723-7554 I my.spokanecity.orq imams: 2 DocuSign Envelope ID: 8BA802AA-0E01-4BA1-9F22-159D15A2OCED Mr. Scott Chesney, Director of Planning Spokane County Building & Planning 1026 W. Broadway Avenue Public Works Building, 1st Floor Spokane, WA 99260 Dear Mr. Chesney, The City of Airway Heights as a voting member of the Steering Committee of Elected Officials (SCEO) is offering the following comments on the draft County Wide Planning Policies (CWPP) for the May 18th sub- committee meeting and includes the following sections: Introduction and Policy Sections 1-3, 7 and 8. The City of Airway Heights supports the amendment of the CWPP due to the time elapsed since they were last reviewed in 2001, the opportunity that this update presents for coordination between agencies, and improving the future planning requirements by all agencies in 2026. Overall, the City seeks to retain and improve the role of cities in the CWPP for the identification of Urban Growth Areas (UGA's) and joint planning with Spokane County. The City echoes the City of Spokane Valley's comments that the Planning Technical Advisory Committee (PTAC) should be convened to allow for further in-depth discussion and recommendations in advance of the sub -committee and SCEO reviewing the documents. The PTAC is a body of subject matter expertise on GMA as well as their respective jurisdictions planning goals which could inform proposed updates to the CWPP. This advisory body and the language associated with it in the CWPP should be retained. The key issues for the City of Airway Heights based on the April 15, 2022 and the May 12, 2022 drafts of the CWPP from Spokane County include: 1. Introduction — Economic Vitality and Growth: Fairchild Airforce Base. The City agrees that the FAFB is an economic driver in our community and the continuity of operations is an essential element of the region's economic development strategy. In addition, those that are employed through FAFB also rely on Airway Heights and surrounding areas to provide critical housing, transportation, services, shopping and entertainment. The City request that the proposed language to require adoption of the land use plans and zoning codes to conform to the current JLUS and AICUZ standards be removed. As written this statement appears to require the adoption of standards more current than those adopted and agreed to by each agency as part of the 2012 JLUS process for FAFB protection. 2. Policy Topic 1 — Urban Growth areas: Overview of Growth Management Act Requirements. Amend the language regarding the identification of urban growth areas independent of incorporated areas. The language in this section should include language indicating that urban growth areas located adjacent to incorporated areas should be part of the joint planning area. This section should be modified per the City of Liberty Lake's last comment regarding UGAs adjacent to incorporated communities and lacking the ability to engage in joint planning, as well as, addressing the impacts of this urban development on the incorporated area. In this same section, thank you for considering the language change acknowledging that UGA's and comprehensive plans are developed concurrently. The City agrees this as an iterative concurrent process in which the land use and housing analysis of the comprehensive plan informs the options needed to address growth and the alternatives that may develop to address that growth including identifying and including UGA's. UGA designations are a required element of DocuSign Envelope ID: 8BA802AA-0E01-4BA1-9F22-159D15A2OCED each jurisdiction's comprehensive plan. UGAs must be adopted as part of the development of each jurisdiction's comprehensive plan. 3. Policy Topic 1, Policy 6 — This section should be changed from the proposed language of 'are' to retain the original 'will be' or 'planned' for urban governmental services available from a municipality within the existing city limits and prior to the designation of an UGA outside the existing city limits. The proposed language is inconsistent with GMA in that the scope of a comprehensive plan is 20 years and availability of services is not required concurrent with the adoption of a plan, but with the development that occurs. The Capital Facilities, Utilities, and Transportation Chapters are required to provide for the 6-year planning horizon and may provide for 20-year planning. All language should be removed to require cities to have an annexation plan to have a UGA. As indicated in the comments above, UGA proposals by Cities are in part alternatives developed to address growth for the 20-year planning period. 4. Policy Topic 1, Policy 7 - Remove the requirement to designate commercial and industrial land in a UGA. As seen in the Washington State Department of Transportation Strategy Plan for US-2 (2021) and the draft West Plains Transportation Study (2022), there is sufficient industrial lands in the West Plains. This policy should be tied to policy 17. 5. Policy Topic 1, Policy 13 - Lands that should not be eligible for inclusion in a UGA should go beyond 'unplatted property'. It should include the description of Rural from the Growth Management Act, RCW 365-196-425. 6. Policy Topic 1, Policy 16 - The current triggers from UGA expansion are unreasonable. The triggers should be included for other time factors for growth, such as looking at proceeding 10 years of growth, rather than a periodic update. As an example of high population growth which the current triggers do not address, Airway Heights has seen significant population growth (67% from 2010-2020 according to OFM), the City does not qualify for UGA modification as growth since the last periodic update in 2017 (16(b)) was less than 30% under the current CWPP. 7. Policy Topic 1, Policy 18 — The policy should be expanded on the timing of UGA amendments by Cities and the process integration with Spokane County's comprehensive plan amendment process. This policy should be expanded to include the discussion of the steps for a private UGA comprehensive plan amendment for a joint planning area, including application to the subject city first, and the timing for consideration under the County's comprehensive plan process. 8. Policy Topic 2 - Provisions to require joint planning between Cities and the County in UGA's should be included and expanded upon, and not based on an annexation plan. Planning is a long-term endeavor and cohesive design implemented through coordinated standards and density will assist in UGA development until annexation by Cities. The years of uncoordinated development without joint planning results in unmitigated impacts to roadways, utilities, land use patterns and density. 9. Policy Topic 2, Policy 1 — Remove the requirement for an active annexation program from the ability to have a joint planning area between a City and the County. This is greater than required by GMA and as stated above, annexation is affected by factors including the amount of growth during the planning period. Thank you for retaining language in the original a-e sections, as indicated above in comment 8, joint planning is critical to development and each Cities planning efforts. 10. Policy Topic 3, Introduction, Overview of GMA Requirements. Retain this language, it provides a general overview of the goal of UGA's. 11. Policy Topic 3, Levels of Services - Retain the original item 8 regarding the Steering Committee making recommendations on population by jurisdiction to the BOCC. The Steering Committee's representation by the areas jurisdictions provides a diverse and equitable group for the review and the recommendations on population allocations. DocuSign Envelope ID: 8BA802AA-0E01-4BA1-9F22-159D15A2OCED 12. Policy Topic 3, Levels of Services — Retain the original item 13 regarding each jurisdictions responsibility for planning for UGA's including the extension of services. 13. Policy Topic 7, Affordable Housing: Introduction Overview of GMA Requirements — Expand upon the introduction to include the new legislative requirements for housing elements including terms such as 'affordable housing'. 14. Policy Topic 7, Policies 1-7 — Update to reflect the current legislative requirements and the potential method for joint planning on housing to meet the new requirements such as data -based analysis for demand by type of housing, how housing objectives for the broad range of type and affordability may be coordinated between jurisdictions. Thank you for the opportunity to comment on the draft CWPP. We look forward to the discussion by the PTAC and the sub -committee further improvements to this document. Thank you, (—DocuSigned by: (1156wkiottA, AOFBOCD083C84E4... Larry Bowman, Mayor for Airway Heights CC: Airway Heights City Council Albert Tripp, City Manager Dave Ellis Chief of Police Spokane Valley Police Department Accredited Since 2011 Services provided in partnership with the Spokane County Sheriff's Office and the Community, Dedicated to Your Safety. Ozzie Kriczovich Sheriff TO: John Hohman, City Manager FROM: Dave Ellis, Chief of Police DATE: May 24, 2022 RE: Monthly Report for April 2022 ADMINISTRATIVE: Four deputies were welcomed to the Sheriff's Office in early April: - Craig Reeves is 44 years old, married with five children. He started his law enforcement career in 2004 with the Caldwell Police Department (Caldwell, NJ). In 2006, he was hired by the Riverside Police Department (Riverside, CA) and was most recently assigned to their Traffic Unit as a Motor Officer. Joey Brennan is 28 years old, married with one child. He comes to us from the Las Vegas Metro P.D. (Las Vegas, NV), where he served since 2017; he was assigned to the LVMPD's specialty FLEX unit. Josh Runnels is 33 years old, married with three children. He started his law enforcement career with the Riverside County Sheriffs Department (Riverside, CA) in 2008 and lateraled to the Battle Ground (WA) Police Department in November 2012. He was a Patrol/Field Training Officer Sergeant and DT Instructor. Atticus Patterson is 26 years old, married with one child. He comes to us from the Salina Police Department (Salina, KS), where he has served since May 2021. He graduated from Gonzaga University in 2017 with a degree in Political Science while on athletic scholarship (Crew). He also has his Juris Doctorate in Law, from the University of San Diego School of Law, which he earned in 2020. Chief Ellis participated in deputy chief interviews at the Spokane Valley Fire Department in early April. In mid -April, Chief Ellis attended a roundtable discussion with Rep. Cathy McMorris-Rogers on the Fentanyl Response in Eastern Washington. Page 1 Construction Begins on Historic Air Force -Spokane County Partnership for Regional Indoor Small Arms Range — In mid -April, representatives from Fairchild Air Force Base, the Spokane County Sheriff's Office, and the Spokane County Board of Commissioners celebrated a groundbreaking ceremony for the Spokane Regional Indoor Small Arms Range Partnership. The event was the result of a nine-year effort to forge a partnership between the three entities. The agreement that led to construction of this facility was the first of its kind between the Air Force and a local government to jointly utilize facilities to benefit a military installation and a local government. The first public -to -public partnership of its kind for the Air Force, the goal of this partnership is to best utilize limited resources to provide a capability that Spokane County and the Air Force need to ensure mission readiness. It eliminates the need to build duplicate facilities for each entity, and it will save taxpayers money. Located on county property in the vicinity of Craig Road and the Medical Lake Highway, just minutes from the front gates of Fairchild Air Force Base, the Spokane Regional Indoor Small Arms Range will be the first facility of its kind. This facility is providing a venue primarily for Fairchild Air Force Base and Sheriff's Office Instructors to train airmen and deputies simultaneously. This indoor firing range will consist of 21 lanes, 50 meters in length, and will include classrooms, offices, and an armory on site. The flagship facility will provide features that will enhance all service branch training capabilities and skill sets. The range will be housed fully indoors with adjustable lighting to enable daylight, dusk or nighttime conditions. It can simulate multiple environments and will accommodate vehicles inside the facility to further enhance training. The Spokane Regional Indoor Small Arms Range will be fully owned by Spokane County with Fairchild Air Force Base and the Sheriff's Office being the primary tenants. The Air Force expects that this facility will serve as a model for other bases. At the ceremony, representatives from each of the partnering organizations made brief comments about the historic nature of this partnership before turning the first shovel of dirt to commemorate the beginning of the construction process. Chair of the Spokane County Board of Commissioners, Mary Kuney, stated, "This is an exciting day for our community. Just think, in just eighteen short months we will be standing at the entrance to this truly one -of -a-kind facility. This project was many years in the making. It was made possible because all the partners involved were committed to continually working together to keep this project moving forward." Col Cassius T. Bentley, 92d Air Refueling Wing Commander said, "This is a big day for Fairchild Air Force Base and Spokane County. This is the perfect example we use for seeking out opportunities to work with our local communities. We are so proud of the initiative that was put forward on this project. Moving forward, there will be a lot of communities that will look at Fairchild Air Force Base, and this project specifically, as an example of how to do these types of projects right." Spokane County Sheriff Ozzie Knezovich said, "This facility has been ten years in the making, and the fact that we are here today really comes down to the fact that we were able to develop these valuable relationships and partnerships. The only thing that makes a community Spokane County Regional Indoor:y Small Arms Range &Training Center Page 2 work is relationships and partnerships. This project will be one of those things that you can point to and show that our community can accomplish almost anything. Training is what leads to professionalism and having the confidence to do your job right. For law enforcement, this is the most important thing we do for our staff, so they can have the tools necessary to do a difficult job under difficult circumstances. Thank you to the Board of County Commissioners, all the staff and leadership at Fairchild Air Force base, and all the staff at the Spokane County Sheriffs office for making this dream a reality." Spokane Valley Police Department Chief David Ellis stated, "The City of Spokane Valley has a long and successful history of contracting for law enforcement services with the Spokane County Sheriff's Office since incorporation almost 20 years ago. As part of that, the Spokane Valley Police Department is the only contract city in the state of Washington to be independently accredited through the Washington Association of Sheriffs and Police Chiefs. A big component of the accreditation process involves the requirement for high training standards. We are excited about the capabilities and opportunities that this new facility will provide for the men and women of the Spokane Valley Police Department, and as a result, public safety in the City of Spokane Valley." Spokane County Commissioner Al French added, "This is momentous day for Spokane County. When we started conversations about this project ten years ago, the laws and procedures on the books wouldn't even allow a facility like this to be considered. With the help of our federal delegation, we were able to change the laws necessary to make this possible. Projects like this are what we do in Spokane County. When things get tough, we don't look for the exit, we find solutions. Congratulations to everybody involved with this historic partnership." Bobby Cummings, Principal for Clark Nexsen, the Design Architect in charge of the project, added, "In the many years we've been doing work for the Department of Defense and law enforcement agencies throughout the United States, we've never had the privilege of working on a project quite like this. The successful partnership that was forged in the past few years between Fairchild, the County, and the Sheriff's office is a testament to the commitment of the people who worked on it. We are looking forward to turning dirt and look forward to the ribbon cutting in about eighteen months." Kevin Twohig, Chair of the Forward Fairchild Committee concluded, "We work closely with the airmen and base leadership to assure the growth and vitality of the Inland Northwest, to achieve strategic goals, and to ensure the success of the key missions of the US Air Force in our area. As usual our community and our base have overachieved, becoming the first public/public partnership to create a facility in the entire Air Force. We have a lot to he proud of and this facility will provide a tremendous improvement in the training of both our airmen and the law enforcement community." Chief Ellis attended the monthly Spokane Regional Safe Streets Directors Meeting in mid -April. Chief Ellis joined others from the Spokane Valley Police Department and the Spokane County Sheriff's Office at the North Sullivan Starbucks for Coffee with a Cop. Local police chiefs, including Chief Ellis, gathered in Airway Heights for a monthly luncheon to discuss collaboration between local law enforcement. SHERIFF'S COMMUNITY ORIENTED POLICING EFFORT (SCOPE): In the month of April, S.C.O.P.E. participated in: • SIRT assisted in traffic control for the • S.C.O.P.E. Volunteers patrolling groundbreaking ceremony for the new neighborhoods and businesses Training Center and Shooting Range • S.C.O.P.E. Abandoned Vehicle Team out at • Moving Radar Speed trailers around least two days a week following up on citizen request Page 3 April 2022 Volunteers Hours per Station *includes estimated volunteer service hours that are provided in the City of Spokane Valley. These two locations cover both Sp Location # Volunteers Admit' Hours L.E. Hours Total Hours S_entral Valley 7 86.5 31 _ 117.50 East Valley* 21 190.5 314 504.5 Edgecliff 6 49 2 51 Trentwood 5 82 84.5 166.5 University 12 128.5 49.5 178 West Valley* 6 262 31 293 TOTALS 57 798.5 512 1,310.5 Volunteer Value ($31.72 per hour) $41,569.06 for April 2022 SCOPE DISABLED PARKING ACTIVITY REPORT City of Spokane Valley #of Vol. #ofHrs. #of Disabled Infractions Issued #of Warnings Issued #of Non - Disabled infractions Issued January 0 0 0 0 0 February 2 6 0 11 0 March 3 11 0 24 53 April 2 9 1 4 0 YTD Total 7 26 1 39 53 Spokane County # of Vol. # ofHrs. # of Disabled Infractions Issued # of Warnings Issued # of Non - Disabled Infractions Issued January 2 7.5 0 12 0 February 0 0 0 0 0 March 2 5.5 0 4 0 April 2 3 0 0 0 YTD Total 6 16 0 16 0 S.C.O.P.E. Incident Response Team (SIRT) volunteers contributed 36 on -scene hours (including travel time) in April; 16 of those hours in April were for incidents in Spokane Valley, responding to crime scenes, motor vehicle accidents and providing traffic control. There was one special event in April, which was in the county. Total volunteer hours contributed by SIRT, including training, stand- by, response and special events is 1,280 for April; total for 2022 is 4,144. Page 4 Abandoned Vehicles February 2022 March 2022 April 2022 Tagged for Impounding 45 71 51 Cited/Towed 15 0 0 Hulks Processed 11 16 68 Total Vehicles Processed 141 189 220 Yearly Total of Vehicles Processed 281 470 690 OPERATIONS: Multiple "Open" 911 Calls Lead to Suspect's Arrest - Spokane Valley Deputies, responding to a trouble unknown call, quickly learned a victim was held against his will by two suspects. One suspect attempted to steal the victim's car and fled the area on foot as deputies arrived. He was located hiding behind shrubbery during a search. The second suspect was not located right away, but deputies have identified him. The victim was not injured. In early April, at approximately 12:10 pm., Spokane Valley Deputies responded to a trouble unknown call at an apartment located somewhere in the 15700 block of E. Sprague Avenue in Spokane Valley. Spokane Regional Emergency Communications (SREC) Dispatchers advised deputies that SREC 911 Ca11 Receivers received several "open" 911 calls from the same number. During these calls, voices could be `' Y heard, but no one was directly talking into the phone. Deputies responded to investigate with very little information, such as an exact apartment number or what was taking place. While SREC tried to gain as much information as possible, deputies began to arrive in the area. Deputies were then advised the adult male victim was calling, saying someone was attempting to steal his vehicle. Deputy Andres Rodriguez arrived at the apartment complex shortly after and contacted the victim in the parking lot. The victim said one suspect, later identified as a 40-year-old male, attempted to steal his vehicle before running east and jumping over a fence. Deputy Rodriguez obtained the suspect's description and provided it to deputies as they set up a perimeter for a search. Deputies quickly learned the victim was held against his will and stopped from leaving an apartment in the complex, by two suspects (the 40-year-old suspect and another male) because they believed the victim had stolen another person's wallet. The victim denied taking the wallet, but the suspects told him he had to stay where he was until the owner of the wallet arrived. While they blocked any avenues of escape, the suspects brandished air -powered pistols while explaining the pistol's capabilities. As they waited, a friend of the victim arrived at the apartment and successfully coaxed the victim past the suspects and outside of the apartment. Once free, the victim fled and called 911 to report the specific information as deputies arrived. A K9 Unit was requested to assist in the search, and deputies quickly located the 40-year-old male suspect hiding in some scrubs in the apartment complex adjacent to the crime. He followed commands and was taken into custody without incident. An air pistol and a set of keys, later determined to be the victim's car keys, were found in his possession. This suspect was transported and booked into the Spokane County Jail for Unlawful Imprisonment, Theft of a Motor Vehicle (Attempted), and misdemeanor Harassment. The courts later set his bond at $5,000 total; he remains Page 5 incarcerated. The second suspect was not located at that time, but deputies identified him and submitted a warrant request to the Prosecutor's Office; later in the month, he was located in a suspicious vehicle and taken into custody. He was booked into jail for Unlawful Imprisonment and Harassment, where he remains in custody with a $5,000 bond. Tip leads to Identification and Arrest of Robbery Suspects -- in late March, deputies responded to the Walgreens at Sprague and Sullivan, to a reported armed robbery. Two male suspects had entered the store, contacted an employee and demanded money from the cash register. The victim said one suspect partially pulled what appeared to be a firearm from his pocket during the robbery. Spokane Valley Major Crimes Detectives continued to investigate and, with "tips" from the public, confirmed the identity of the armed robbery suspects. Both suspects have been located and booked into the Spokane County Jail. Suspect #1 was identified as a 34-year-old male. Major Crimes Detective James Hall confirmed the suspect's identity and developed probable cause to charge him with Robbery 1st Degree. At the end of March, Detective Hall and Detective Jason Hunt located this male suspect near the Sprague and Havana area and took him into custody without incident. The suspect was booked into the Spokane County Jail for Robbery 1st Degree. He is also being held on two additional charges, Trafficking in Stolen Property 2"d Degree and Escape 2"d Degree, stemming from other incidents. The suspect's total bond amount was set by Spokane County Superior Court Commissioner John Stine (first two charges) and Spokane County Superior Court Judge Maryann Moreno (third charge) at $45,000. The second suspect was identified as a 40-year-old male, and Detective Hall developed probable cause through the investigation to charge the second suspect with Robbery 1st Degree. In early April, at approximately 1:00 a.m., Spokane County Sheriff's Deputies were notified that Spokane Police Officers had contacted the second suspect in the vehicle believed to have been used in the robbery. The second male suspect was taken into custody without incident, and the vehicle was seized as evidence and towed, pending a search warrant. This suspect was booked into the Spokane County Jail for Robbery 1st Degree. His bond was set at $100,000 by Spokane County Superior Court Judge John Cooney. We are thankful for all the "tips" submitted that helped Investigators positively identify these two suspects and hold them accountable. We also appreciate the assistance and thank the Spokane Police Department Officers who located and safely arrested the second suspect. UPDATE: Suspect of Fatal Shooting on E. Montgomery Arrested - Through the ongoing investigation, Spokane Valley Major Crimes Detectives identified a 29-year-old male as the suspect in the fatal shooting of 34-year-old Joseph B. Quinn on February 6, 2022, in the 9300 block of E. Montgomery. Detectives established probable cause to charge the male suspect with Murder 1st Degree, and a warrant for his arrest was obtained. On April 22, 2022, at approximately 5:30 p.m., with the assistance of the U.S. Marshals Service Task Force, Major Crimes Detectives learned the suspect was possibly staying in a room at the Days Inn Suites, 1215 S. Garfield Road. Due to the serious and violent nature of the charge, SWAT Team members were called to assist. The suspect was located inside one of the rooms and was taken into custody without incident. Later that evening, he was booked into the Spokane County Jail for Murder 1st Degree with a bond set at $1,000,000. He is also being held on two additional unrelated felony charges of Possession of a Controlled Substance with Intent to Deliver and Unlawful Possession of a Firearm 1st Degree. This remains an active investigation, and additional charges/arrests are possible. Page 6 FREE 2022 Washington State Boater Education Classes The Spokane County Sheriff's Office Marine Unit would like to invite you to attend one of their scheduled FREE Washington State Boater Education Classes. Effective January 1, 2014, every person born after January 1, 1955, is required to have the Boater Education Card to operate any vessel with 15 or more horsepower. This applies to Washington State residents operating vessels on Washington waterways. What is the Boater Education Card? The Boater Education Card is proof that you have successfully completed all of the components of an approved boater safety course. This card allows boating in Washington. FREE Boater Education C lasseN WA►SH1N TON STATE BOATER EDUCATION CARD JOHN Q 00E 121a ANYPLACE -STREET SUITE OR APT SOMEWHERE. WA98501 I4 flLU .i[uF'vl:r5, `�iinnt,.a, 5 rril fan l n�. rl s I S. u:Ul.i,i1 y:l7urrjai,.1Ir111'tillq,drlI,\ NntuarL '. -to r5r2h,'3_lni 1,%1. s .tr IIF,I;14, .qfi. "P_'P:I111 •\\� 44su r !i}, .iugtr?I 13, 7;iiri ,ear BRW [7p.;;cr EC Number Date of Issir; 04,154000 Bale o0 13 rth Or-341953 i oiaiion Spokane Cott y Sheriff's Office TrAiiriot4 Center 6011 N C lim Rd Newnneln Lake; WA 9902' ** Exemptions Education is not required if: • Your vessel has an engine that is under 15 hp. • You were born prior to January 1, 1955. • You hold a valid U.S. Coast Guard Marine Operator's License. • You Must Carry the Card Vessel operators who are required to have the Washington Boater Card must carry the card on board the vessel and have it available for inspection by an enforcement officer. Not carrying your Washington Boater Card when it is required can result in a fine. Classes will start at 9:00 AM at the Spokane County Sheriffs Office Training Center, 6011 N Chase Rd, Newman Lake, WA 99025. Registration is NOT required to attend. Page 7 LOCK OBSERVE CARS SHOULD KEEP GARAGE ITEMS IN AND REPORT NEVER RUN DOORS CLOSED YOUR TRUNK UNATTENDED Help our Deputies/Investigators Hold Criminals Accountable while Keeping Your Neighborhood Safe - If you have a home or business surveillance system, we would like you to join our VIP (Video Identification Program) program. This is a voluntary program, and we are only asking for locations of security systems that may help investigators quickly find video footage if a crime occurred in your area. We are NOT asking for access to your system. What is it? The VIP program lets us know where video footage might be found in the event a significant incident or crime occurred in the area. With this information, investigators would know the potential locations where video evidence of the actual incident, or a suspect/vehicle entering or leaving the area where the crime occurred, might be found. This type of evidence and the ability to obtain it quickly is invaluable. Are you asking for access to remotely access my surveillance system? No, not at all. We merely ask you to let us know that you have a system and what direction/area it may have recorded. Investigators can then easily access a map of surveillance cameras locations in the area where a crime was committed, including possible routes taken by the suspect(s) as they arrived or fled the scene. In addition, they would have your contact information allowing them to contact Iocations that may have this valuable evidence recorded. How do I join? It's easy. Go to our website (www.spokanesheriff.org), click on the VIP icon, and provide your information. You can also copy and paste this direct link into your interne browser https://survey 123.arcgis.coln/share/4405709204ca4dce877e 163bb26fece6 Thank you for your continued support and your willingness to help us keep our community safe. Spokane County Sheriff's Office and Spokane Valley Police would like to ,join with you to potentially solve crimes or locate evidence of crimes faster and more effectively. We are asking business and private residences to advise us if they have recorded surveillance systems and whom we would contact if a significant incident occurred in their area. We encourage residents who have operational surveillance cameras outside their home to go to the Sheriff's website and register their home and video cameras. Thank you. https://www.spokanecounty.org/1080/Sheriff VIP` Video Identification Program CLICK HERE m,rotuota,nrkio thVErpru Page 8 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 IBR Count by District Time Period: April 2022 Spokane Valley Districts Unincorporated Districts IBR Offense 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DP FF LAH ML MW RF SPA WAV OTHER TOTAL 09A Murder/NonNegligent Manslaughter 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 096 Negligent Manslaughter 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100 Kidnapping/Abduction 0 1 0 0 1 1 1 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 6 11A Rape - Forcible 1 2 1 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 11B Sodomy - Forcible 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 11C Sex Assault With Object 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11D Fondling- Forcible 1 2 0 0 0 1 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 1 7 120 Robbery 0 1 0 0 0 1 1 0 0 0 0 0 3 1 0 0 0 0 0 1 0 0 0 1 9 13A Aggravated Assault 3 2 0 2 4 3 1 1 0 0 0 0 2 2 0 1 0 0 0 0 1 0 0 1 23 13B Simple Assault 11 10 10 12 5 11 7 4 8 0 1 2 5 3 0 1 0 0 2 0 0 0 0 2 94 13C Intimidation 6 5 3 6 1 3 0 3 2 3 3 1 4 1 0 2 0 0 0 0 0 0 0 3 46 36A incest 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 366 Rape -Statutory 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 64A Human Trafficking- Commercial Sex Acts 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 64B Human Trafficking - Involuntary Servitude 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 500 Violation of Protection Orders 2 8 2 3 2 1 2 0 1 0 0 1 3 1 0 1 0 0 0 0 0 0 0 1 28 Total Crimes Against Persons 24 31 16 23 13 21 13 10 11 3 4 5 19 8 0 5 0 0 2 2 1 0 0 9 220 200 Arson 0 0 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 2 210 Extortion/Blackmail 0 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 4 220 Burglary/Breaking & Entering 6 15 6 4 6 11 9 3 4 3 0 6 2 4 0 1 0 0 0 0 0 0 0 3 83 23ATheft -Pocket-Picking 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2313 Theft - Purse Snatching 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 23C Theft -Shoplifting 23 5 5 25 2 14 0 0 0 0 0 0 4 0 0 0 0 0 0 5 0 0 0 4 87 23D Theft From Building 11 1 1 2 6 8 2 3 2 1 1 3 3 1 0 0 0 0 0 1 0 0 0 2 48 23E Theft From Coin Operatied Machine 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 23F Theft From Motor Vehicle 19 13 2 15 14 10 5 2 3 6 1 1 5 3 0 2 0 0 1 3 0 0 0 0 105 23G Theft of Motor Vehicle Parts/Accessories 6 9 1 6 2 7 7 4 2 2 1 0 4 1 0 1 0 0 1 0 0 0 0 3 57 23H Theft - All Other 17 13 4 8 5 16 2 3 4 8 6 7 7 5 0 1 0 0 1 4 0 0 0 9 120 240 Motor Vehicle Theft 13 8 7 6 3 5 5 1 2 2 2 3 10 1 0 2 0 0 0 0 0 0 0 1 71 250 Counterfeiting/Forgery 0 2 0 5 0 2 2 0 0 0 1 0 1 2 0 1 0 0 0 1 0 0 0 2 19 26A Fraud - False Pretense/Swindling 7 4 5 9 1 5 3 0 3 2 1 2 4 4 0 2 0 0 0 0 1 0 0 4 57 26B Fraud - Credit Card/ATM 9 3 2 3 3 2 4 1 1 0 0 0 2 1 0 2 0 0 0 0 0 0 0 1 34 26C Fraud - Impersonation 0 0 0 0 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 2 26D Welfare Fraud 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 26F Identity Theft 0 1 1 4 2 1 2 0 1 3 1 2 2 2 0 1 0 0 0 0 0 0 0 2 25 26G Hacking/Computer Invasion 2 2 2 3 0 1 0 1 0 1 0 0 0 2 0 0 0 0 0 1 0 0 0 0 15 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 IBR Count by District Time Period: April 2022 Spokane Valley Districts Unincorporated Districts IBR Offense 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DP FF LAH ML MW RF SPA WAV OTHER TOTAL 270 Embezzlement 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 280 Stolen Property Offense (Receiving, etc.) 2 0 1 2 2 1 0 0 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 3 16 290 Destruction/Vandalism 34 50 11 26 18 30 18 7 5 13 4 11 18 7 0 7 1 0 3 2 0 0 0 6 271 Total Crimes Against Property 149 127 49 118 64 115 60 26 28 41 18 37 63 35 0 21 2 0 6 17 1 0 0 40 1017 35A Drugs/Narcotics Violation 0 0 0 0 0 0 0 0 O O O N OWDQDQO 0 0 0 r O 1--+ O O 0 0 0 0 0 0 0 0 O W 0 0 0 0 0 0 0 0 0 f+ 0 0 0 0 0 0 0 0 0 0 0 0 0 W 0 0 0 0 0 0 0 1-+ 0 0 0 0 0 0 0 1 0 0 0 0 0 0 1 0 0 0 3 10 35B Drug Equipment Violation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 370 Pomography/Obscene Material 0 0 0 0 0 0 2 2 0 0 0 0 0 0 0 0 0 0 5 39A Betting/Wagering 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 39B Gambling - Operating Promoting Assisting 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 39C Gambling Equipment Violation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40A Prostitution 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40B Prostiution - Assisting/Promoting 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40C Purchasing Prostitution 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 510 Bribery 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 520 Weapon Law Violation 0 1 1 0 0 0 1 0 0 0 0 0 0 1 0 0 0 1 13 720 Animal Cruelty 0 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 Total Crimes Against Society 2 4 1 4 0 3 0 2 2 0 0 0 4 2 0 0 0 0 0 2 0 0 0 4 30 09C Justifiable Homicide 3 0 1 2 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 7 90A Bad Checks 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 90B Curfew/Loitering 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 90C Disorderly Conduct 3 0 1 2 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 7 90D Driving Under Influence 0 6 10 1 5 1 2 4 5 1 2 1 1 1 0 1 0 0 0 0 0 0 0 7 48 90F Family Offense - Nonviolent 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 90G Liquor Law Violation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 90H Peeping Tom 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 90J Trespass of Real Property 4 5 2 3 3 3 3 0 1 0 0 1 0 0 0 2 0 0 1 0 0 0 0 3 31 90Z All Other Offenses 20 21 5 16 7 15 10 3 6 6 3 5 5 6 0 2 0 0 1 1 0 0 0 11 143 Total Group B Offenses 30 33 19 24 15 19 15 7 12 7 5 7 8 7 0 5 0 0 2 1 0 0 0 21 237 NR Not Reportable 8 8 6 4 3 8 2 1 1 1 0 0 6 2 0 5 0 0 0 1 1 0 0 9 66 Total AII Offenses 213 203 91 173 95 166 90 46 54 52 27 49 100 54 0 36 2 0 10 23 3 0 0 83 1570 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Burglary - Spokane Valley Time Period: April 2022 — 2017 —F 2018 —d--2019 2020 —T 2021 �2022 2017 2018 2019 2020 2021 2022 January 55 51 33 40 53 57 February 52 26 20 56 45 40 March 42 34 37 53 43 63 April 49 36 35 70 40 48 May 47 34 57 69 49 - June 58 29 38 69 44 - July 51 44 48 63 54 - August 56 51 57 58 59 - September 77 38 50 67 39 - October 37 48 46 68 37 - November 32 49 41 57 61 - December 34 47 40 63 55 - Grand Total 590 487 502 733 579 208 * IBR Offense: Burglary/Breaking & Entering 220 Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Rape - Spokane Valley Time Period: April 2022 —+-2017 —0— 2018 —>t-- 2019 2020 -- 2021 —41.-2022 2017 2018 2019 2020 2021 2022 January 9 15 2 2 2 10 February 2 4 3 2 3 1 March 2 8 4 2 5 6 April 7 7 4 - 4 4 May 7 9 2 3 7 - June 2 6 5 4 3 - July 6 5 3 1 4 - August 4 3 5 2 4 - September 2 3 9 4 3 - October 7 1 4 1 - - November 1 7 2 3 3 - December 2 7 3 5 1 4 - Grand Total 51 75 46 29 42 21 *IBR Offense: Rape - Forcible 11A, Sodomy - Forcible 11B, Sexual Assault with Object 11C Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Assault - Spokane Valley Time Period: April 2022 120 100 80 60 40 20 A II 14 0 N k i pp , if * db Aidsk .40 dvir N * 'Ire 4 ik ,, , 1 I ONripiii -*, , wi 1 li t i —� 2017 — 2018 —A— 2019 2020 —31 .2021 —0— 2022 2017 2018 2019 2020 2021 2022 January 96 83 71 93 71 73 February 94 64 61 96 51 81 March 77 101 73 80 65 93 April 89 88 68 95 69 73 May 93 80 87 85 69 - June 94 101 79 104 56 - July 94 113 104 88 80 - August 74 83 95 99 68 - September 92 82 72 79 60 - October 89 84 68 80 74 - November 85 78 85 73 54 - December 84 91 79 63 90 - Grand Total 1,061 1,048 942 1,035 807 320 * IBR Offense: Aggravated Assault 13A & Simple Assault 13B Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Robbery - Spokane Valley Time Period: April 2022 —4-2017 _-:----2018 —A-2019 2020 —4(-2021 --0-- 2022 2017 2018 2019 2020 2021 2022 January 3 6 3 8 8 6 February 6 2 8 12 7 4 March 7 5 4 6 5 3 April 3 6 4 8 9 2 May 2 9 6 3 7 - June 1 3 2 8 3 - July 4 7 8 5 5 August 1 6 11 6 6 - September 4 6 8 8 4 - October 4 5 7 6 7 - November 3 3 12 3 4 - December 1 4 10 5 7 - Grand Total 39 62 83 78 72 15 IBA Offense: Robbery 120 Produced:05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Motor Vehicle Theft - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 47 36 35 32 29 38 February 37 27 22 32 25 35 March 47 27 20 31 25 57 April 42 26 30 29 24 42 May 27 25 34 29 29 - June 28 24 25 33 26 - July 43 40 32 25 24 - August 36 20 30 27 41 - September 43 27 37 27 40 - October 39 32 25 31 43 - November 33 45 36 29 54 - December 29 32 34 29 55 - Grand Total 451 361 360 354 415 172 * IBR Offense: Motor Vehicle Theft 240 Produced:05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Theft From Motor Vehicle (Vehicle Prowl) - Spokane Valley Time Period: April 2022 —�— 2017 - 2018 —�2019 2020 —)14— 2021 —4— 2022 2017 2018 2019 2020 2021 2022 January 98 75 51 66 87 76 February 104 33 44 98 106 89 March 94 77 73 58 75 96 April 130 62 122 75 88 73 May 79 70 140 85 77 - June 107 67 84 80 70 - July 97 107 114 77 66 - August 69 88 99 148 118 - September 118 85 80 130 128 - October 70 105 97 116 120 - November 52 112 96 90 81 - December 69 71 112 97 85 - Grand Total 1,087 952 1,112 1,120 1,101 334 * IBR Offense: Theft From Motor Vehicle 23F Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Damage/Destruction/Vandalism (MALMS) - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 157 146 125 113 132 132 February 148 95 67 142 121 133 March 137 121 122 105 104 194 April 173 127 143 157 133 169 May 139 143 161 116 133 - June 144 141 133 154 158 - July 178 142 156 146 133 - August 154 131 144 172 177 - September 159 156 142 190 164 - October 119 166 165 174 196 - November 131 155 141 151 141 - December 108 126 175 144 128 - Grand Total 1,747 1,649 1,674 1,764 1,720 628 IBR Offense: Destruction/Damage/Vandalism 290 Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Homicide - Spokane Valley Time Period: April 2022 3 2 2 1 1 SS C a L L. L L 0 4-. t; > u a 0 o a) al Z 0 + 2017 —�--- 2018 —A-2019 - 2020 — 2021 — 0— 2022 2017 2018 2019 2020 2021 2022 January - - - - - - February - - - 1 1 1 March - - - - 1 - April - - - - 1 - May - - - 1 - - June - 1 - - - - July 1 - - - 1 - August - - - - 1 - September - - - - 1 - October - - - - 2 - November 1 - - - 1 - December - - 1 1 - - Grand Total 2 1 1 3 9 1 *IBR Offense: Murder/Non-Negligent Manslaughter 09A Procluced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Identity Theft - Spokane Valley Time Period: April 2022 500 450 400 350 300 250 200 150 100 50 • L L L C l0 fD IT! 0." fV LL a) t) 0 --4 — 2017 -- —2018 --2019 2020 —*IF-2021 --2022 2017 2018 2019 2020 2021 2022 January 9 19 17 17 12 10 February 24 16 10 17 18 22 March 22 13 13 12 20 13 April 16 22 20 17 23 9 May 31 21 13 442 18 - June 19 17 5 47 12 - July 23 14 12 26 13 - August 12 15 8 28 22 - September 17 13 15 16 22 - October 15 21 17 18 16 - November 18 23 12 15 13 - December 24 16 7 17 13 - Grand Total 230 210 149 672 202 54 *IBR Offense: Identity Theft 26F Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 DUI - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 22 19 32 26 21 29 February 25 18 22 28 24 28 March 32 39 22 8 15 25 April 19 14 27 17 18 23 May 19 32 18 15 21 - June 28 23 24 27 30 - July 26 17 25 25 17 - August 24 28 24 21 7 - September 20 37 37 22 19 - October 24 32 27 27 25 - November 18 28 31 21 19 - December 20 23 19 22 34 - Grand Total 277 310 308 259 250 105 * IBR Offense: DUI 90D Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Drugs - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 23 39 51 45 31 - February 28 38 40 62 36 4 March 28 58 57 51 4 5 April 38 55 63 36 2 5 May 23 39 39 64 4 - June 21 54 29 51 2 - July 17 55 46 38 - - August 25 38 55 35 2 - September 25 33 49 39 1 - October 21 50 47 37 1 - Novernber 32 38 54 42 1 - December 27 47 44 30 6 - Grand Total 308 544 574 530 90 14 * IBR Offense: Drugs/Narcotics Violations 35A and Drug Equipment Violations 35B Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Fraud - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 26 69 63 69 65 55 February 36 46 32 58 57 79 March 37 59 62 49 97 54 April 43 55 58 62 97 54 May 53 67 55 85 63 - June 57 64 50 73 64 July 61 64 65 66 81 - August 54 64 65 70 92 - September 65 49 55 67 79 - October 65 60 75 76 57 - November 53 56 68 62 71 - December 42 60 49 61 64 - Grand Total 592 713 697 798 887 242 IBR Offense: Pretenses/Swindling/Con Games 26A, Fraud - Credit Card/ATM 26B, and Fraud - False & Fraud - Impersonation 26C Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Forgery - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 9 18 20 23 13 4 February 11 10 13 12 8 10 March 20 24 17 14 10 8 April 19 21 14 14 10 9 May 26 21 10 10 10 - June 15 15 14 7 6 - July 21 15 10 9 13 - August 15 17 13 10 3 - September 20 14 12 3 14 - October 18 11 14 7 11 - November 9 21 21 9 14 - December 9 13 15 15 8 - Grand Total 192 200 173 133 120 31 *1BR Offense: Counterfeiting/Forgery 250 Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Theft - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 206 237 237 239 198 197 February 200 165 188 199 185 198 March 217 209 212 197 193 203 April 201 201 206 181 186 197 May 235 230 230 152 161 June 252 224 232 217 185 - July 236 238 236 195 157 - August 223 211 256 168 177 - September 212 194 233 218 194 - October 236 235 240 204 210 - November 218 198 205 218 204 December 199 251 231 230 198 - Grand Total 2,635 2,593 2,706 2,418 2,248 795 * 1BR Offense: Theft - Pocket -Picking 23A, Theft - Purse -Snatching 23B, Theft - Shoplifting 23C, Theft From Building 23D, Theft From Coin -Operated Machine 23E, Theft of Motor Vehicle Parts/Accessories 23G, and Theft -All Other 23H Produced: 05/09/2022 cQttNrj s, Spokane County Sheriffs Office Response Times by Priority April 2022 Spokane Valley Priority Create To Dispatch Dispatch To Arrive Create To Arrive SCSO Unincorporated Create To Dispatch Dispatch To Arrive Create To Arrive SCSO All Create To Dispatch Dispatch To Arrive Create To Arrive 1 00:01:26 00:03:26 00:04:53 00:02:24 00:08:01 00:10:25 00:01:53 00:05:31 00:07:24 2 00:11:39 00:07:35 00:19:14 00:19:24 00:13:16 00:32:40 00:14;58 00:10:01 00:25:00 3 00:42:44 00:10:19 00:53:03 00:40:44 00:14:10 00:54:54 00:41:51 00:11:59 00:53:50 4 00:58:34 00:19:05 01:17:39 01:03:05 00:04:16 01:07:21 01:00:17 00:13:28 01:13:45 Totals 0:29:14 0:09:19 0:38:33 0:31:39 0:1332 0:45:11 0:3.0:16 0:11:08 0:41:24 m E E 0 a✓ O 1:40:48 1:26:24 1:12:00 0:57:36 0:43:12 0:28:48 0:14:24 0:00:00 Priority 1 Priority 2 Priority 3 .18.—Priority 4 Spokane Valley - Create to Dispatch by hour grouping 00:00 - 04:00 - 08:00 - 03:59 07:59 11:59 0:02:26 0:09:14 0:19:42 0:29:49 0:00:00 0:08:55 0:35:19 0:16:08 0:00:00 0:07:12 0:34:59 1:24:07 12:00 - 16:00 - 20:00 - 15:59 19:59 23:59 0:01:35 0:12:55 1:02:44 1:11:14 0:01:07 0:17:37 0:53:16 0:50:10 0:01:12 0:10:05 0:19:29 0:07:12 Duration (hh:mm:ss) 00:36:00 00:28:48 00:21:36 00:14:24 00:07:12 Spokane Valley - Dispatch to Arrival by hour grouping 00:00:00 a �� 00:00 - 04:00 - 08:00 - 12:00 - 16:00 - 03:59 07:59 11:59 15:59 19:59 — 0—Priority 1 00:03:33 00:00:00 - Priority 2 00:06:40 00:07:24 —a Priority 3 00:08:31 00:09:05 t Priority 4 00:06:12 00:07:01 00:00:00 00:06:45 00:11:34 00:11:30 00:02:52 00:08:51 00:11:48 00:33:47 00:04:06 00:08:38 00:11:07 00:06:33 • 20:00 - 23:59 00:03:00 00:06:01 00:06:32 00:07:04 Spokane County Sheriff's Office Response Times by Priority April 2022 Duration (hh:mm:ss) SCSO Unincorporated- Create to Dispatch by hour grouping 00:00 - 04:00 - 08:00 - 12:00 - 16:00 - 20:00 - 03:59 07:59 11:59 15:59 19:59 23:59 +Prioirty 1 0:00:00 0:00:00 0:02:05 0:02:04 0:03:06 0:01:39 Priority 2 0:06:56 0:17:06 0:12:12 0:17:28 0:38:14 0:15:38 —0—Priority 3 0:28:32 0:39:20 0:34:36 0:47:41 0:48:32 0:29:15 — Priority4 1:00:01 0:00:00 1:27:52 0:07:46 2:12:38 0:18:00 2:24:00 2:09:36 1:55:12 1:40:48 1:26:24 1:12:00 0:57:36 0:43:12 0:28:48 0:14:24 0:00:00 Duration (hh:mm:ss) SCSO All - Create to Dispatch by hour grouping • 00:00 - 04:00 - 08:00 - 12:00 - 16:00 - 20:00 - 03:59 07:59 11:59 15:59 19:59 23:59 - Priority 1 0:02:26 0:00:00 0:02:05 0:01:49 0:02:06 0:01:21 -A Priority 2 0:08:10 0:11:58 0:09:23 0:15:01 0:25:57 0:12:29 —Priority 3 0:23:38 0:36:50 0:34:49 0:55:48 0:51:14 0:23:17 Prioirty4 0:44:55 0:10:45 1:25:33 0:55:22 1:35:09 0:12:36 1:40:48 1:26:24 1:12:00 0:57:36 0:43:12 0:28:48 0:14:24 0:00:00 Duration (hh:mm:ss) SCSO Unincorporated- Dispatch to Arrival by hour grouping 00:17:17 00:14:24 00:11:31 00:08:38 00:05:46 00:02:53 00:00:00 00:0▪ 0 - 04:00 - 08:00 - 12:00 - 16:00 - 20:00 - 03:59 07:59 11:59 15:59 19:59 23:59 —Priority 1 00:00:00 00:00:00 00:10:03 00:04:03 00:10:25 00:05:10 - Priority 2 00:13:26 00:15:59 00:11:36 00:13:20 00:15:10 00:10:49 —ID-Priority 3 00:11:05 00:11:12 00:15:55 00:13:07 00:16:17 00:13:07 �Priority4 00:00:02 00:00:00 00:04:16 00:02:05 00:05:48 00:09:04 Duration (hh:mm:ss) 00:28:48 00:25:55 00:23:02 00:20:10 00:17:17 00:14:24 00:1131 00:08:38 00:05:45 00:02:53 00:00:00 SCSO All - Dispatch to Arrival by hour grouping 00:00 - 04:00 - 08:00 - 12:00 - 16:00 - 20:00 - 03:59 07:59 11:59 15:59 19:59 23:59 tPriority 1 00:03:33 00:00:00 00:10:03 00:03:28 00:07:16 00:03:43 Prioirty 2 00:09:47 00:10:36 00:08:53 00:10:55 00:11:16 00:08:06 � Prioirty3 00:09:40 00:10:01 00:13:28 00:12:25 00:13:20 00:09:06 -01Prioirty 4 00:03:07 00:04:41 00:08:43 00:25:52 00:06:09 00:08:04 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Call Activity Heat Maps - Spokane Valley April 2022 Citizen Calls by Day of Week and Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 10 14 9 4 12 5 11 12 18 17 25 27 28 34 26 24 27 25 29 25 24 20 25 16 14 10 9 10 7 7 13 14 27 25 34 37 26 27 29 46 32 32 28 31 22 31 17 9 11 3 5 8 9 5 13 17 23 24 36 31 35 24 30 41 44 42 39 24 18 21 16 13 10 4 7 11 7 5 16 24 20 32 27 29 33 35 40 39 39 40 40 38 28 26 30 17 11 15 8 7 9 5 9 16 21 25 40 29 27 39 31 26 33 32 41 21 30 17 22 14 13 10 11 5 9 9 17 19 38 41 34 38 43 40 50 41 46 50 43 44 37 36 38 26 27 22 14 18 11 8 9 19 25 27 22 39 32 39 36 32 36 45 37 35 38 36 36 28 96 78 63 63 64 44 88 121 172 191 218 230 224 238 242 249 257 266 257 218 197 187 184 123 Total 467 537 532 597 528 738 671 4070 Total Deputy Involved Incidents by Day of Week and Hour Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total 0 5 15 16 17 1 11 10 10 14 2 8 15 10 12 3 5 7 8 13 4 7 5 7 6 5 7 5 6 4 6 11 12 16 6 7 8 19 18 30 8 14 29 23 24 9 17 22 28 38 10 22 34 31 34 11 22 41 26 30 12 21 29 30 22 13 22 31 19 25 14 16 32 27 15 15 34 23 16 17 21 31 28 17 11 26 15 19 18 17 21 21 22 19 21 16 19 24 20 25 15 18 25 21 14 30 23 22 22 21 24 19 28 23 18 12 21 11 43 41 12 12 6 5 5 3 7 21 14 21 36 25 25 42 31 20 20 18 29 18 15 20 25 16 13 5 10 9 8 4 7 18 30 26 31 19 27 26 26 35 21 31 29 26 22 23 30 21 20 20 16 17 9 5 9 15 24 20 20 18 19 23 24 21 23 24 27 18 26 31 31 17 98 82 77 64 47 34 68 129 158 172 208 181 173 188 199 189 161 144 166 142 146 163 178 116 Total 355 505 499 504 446 497 477 3283 Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Citizen Call For Service (CFS) - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 3,088 3,405 3,351 3,521 3,680 3,792 February 2,942 2,862 3,170 3,638 3,342 3,652 March 3,546 3,597 3,711 3,504 4,052 4,474 April 3,416 3,460 3,839 3,405 4,078 4,070 May 3,987 4,331 4,516 3,941 4,415 June 3,955 4,006 4,349 4,153 4,810 July 4,459 4,467 4,976 4,570 4,993 August 4,204 4,286 4,680 4,319 4,583 September 3,799 4,048 4,318 4,259 4,397 October 3,718 3,927 4,072 3,909 4,471 November 3,353 3,582 3,646 3,392 3,966 December 3,406 3,530 3,668 3,678 4,252 Grand Total 43,873 45,501 48,296 46,289 51,039 15,988 *excludes calls handled by Crime Check only Produced:05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Citizen CFS With Deputy Response - Spokane Time Period: April 2022 -�2017 --w- 2018 -A- 2019 2020 -AF 2021 -� 2022 2017 2018 2019 2020 2021 2022 January 1,941 2,208 2,190 2,319 2,295 2,180 February 1,787 1,865 2,011 2,364 2,072 2,124 March 2,224 2,375 2,386 2,321 2,399 2,662 April 2,119 2,230 2,418 2,416 2,475 2,316 May 2,478 2,731 2,851 2,650 2,605 June 2,416 2,516 2,654 2,677 2,712 July 2,609 2,685 2,983 2,660 2,544 August 2,589 2,639 2,852 2,708 2,527 September 2,336 2,555 2,725 2,524 2,312 October 2,292 2,510 2,547 2,462 2,453 November 2,131 2,350 2,416 2,170 2,221 December 2,157 2,314 2,402 2,301 2,325 Grand Total 27,079 28,978 30,435 29,572 28,940 9,282 Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Citizen CFS Without Deputy Response - Spokane Valley Time Period: April 2022 3,000 2,500 2,000 1,500 1,000 500 - 4-2017 -2018 --A-2019 - 2020 -*-2021 -o- 2022 2017 2018 2019 2020 2021 2022 January 1,147 1,197 1,161 1,202 1,385 1,612 February 1,155 997 1,159 1,274 1,270 1,528 March 1,322 1,222 1,325 1,183 1,653 1,812 April 1,297 1,230 1,421 989 1,603 1,754 May 1,509 1,600 1,665 1,291 1,810 June 1,539 1,490 1,695 1,476 2,098 July 1,850 1,782 1,993 1,910 2,449 August 1,615 1,647 1,828 1,611 2,056 September 1,463 1,493 1,593 1,735 2,085 October 1,426 1,417 1,525 1,447 2,018 November 1,222 1,232 1,230 1,222 1,745 December 1,249 1,216 1,266 1,377 1,927 Grand Total 16,794 16,523 17,861 16,717 22,099 6,706 Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Deputy Initiated Incidents - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 1,446 1,694 2,024 1,601 1,114 848 February 1,328 1,481 1,608 1,518 983 771 March 1,870 2,063 1,614 1,166 1,000 1,252 April 1,425 1,683 1,650 1,172 997 967 May 1,553 1,789 1,157 1,567 1,003 June 1,503 1,699 1,724 1,070 1,155 July 1,504 1,793 1,600 1,036 767 August 1,737 1,637 1,565 1,130 567 September 1,671 1,773 1,779 1,285 725 October 1,560 1,595 1,472 1,239 813 November 1,732 1,841 1,487 1,164 1,102 December 1,574 1,661 1,436 1,208 907 Grand Total 18,983 20,709 19,116 15,156 11,133 3,838 Produced:05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Total Deputy Involved Incidents - Spokane Time Period: April 2022 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 2 ra L 4"1-101 4110VOIllfr'* OW\ u o ro ? c a) n z O3 QI -0- 2017 -*- 2018 --11- 2019 -4+ 2020 -fit-- 2021 t 2022 2017 2018 2019 2020 2021 2022 January 3,387 3,902 4,214 3,920 3,409 3,028 February 3,115 3,346 3,619 3,882 3,055 2,895 March 4,094 4,438 4,000 3,487 3,399 3,914 April 3,544 3,913 4,068 3,588 3,472 3,283 May 4,031 4,520 4,008 4,217 3,608 June 3,919 4,215 4,378 3,747 3,867 July 4,113 4,478 4,583 3,696 3,311 August 4,326 4,276 4,417 3,838 3,094 September 4,007 4,328 4,504 3,809 3,037 October 3,852 4,105 4,019 3,701 3,266 November 3,863 4,191 3,903 3,334 3,323 December 3,731 3,975 3,838 3,509 3,232 Grand Total 45,982 49,687 49,551 44,728 40,073 13,120 Produced: 05/09/2022 SPOICANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Crime Check CaII For Service (CFS) - Spokane Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 612 662 631 627 622 352 February 608 488 504 689 659 458 March 647 659 651 690 760 529 April 667 602 703 684 739 476 May 699 697 763 1,113 767 June 698 703 630 793 736 July 712 727 717 782 723 August 690 673 731 837 728 September 667 626 655 812 656 October 667 713 747 735 603 November 571 661 615 643 500 December 635 609 683 668 480 Grand Total 7,873 7,820 8,030 9,073 7,973 1,815 Produced:05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Ticket Counts Date Range: April 2022 Ticket Type Criminal Non Traffic Criminal Traffic Infraction Non Traffic Infraction Traffic Parking Spokane Valley Districts Ticket Count Charges Count 67 75 42 48 1 1 185 237 1 1 Unincorporated Districts Ticket Count Charges Count 58 68 39 45 0 0 121 180 1 1 All Districts Ticket Count Charges Count 125 143 81 93 1 1 306 417 2 2 Ticket Type Criminal Non Traffic Criminal Traffic Infraction Non Traffic Infraction Traffic Parking Totals: 296 362 219 294 515 656 Deer Park Ticket Count Charges Count 0 0 0 0 0 0 2 4 0 0 Medical Lake Ticket Count Charges Count 125 143 81 93 1 1 306 417 2 2 Millwood Ticket Count Charges Count 0 0 1 1 0 0 3 8 0 0 Totals: 515 656 Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Ticket Charge Details - Spokane Valley Date Range: April 2022 Charge Count (blank) 26.50.110.1: ORDER, PROTECT VIO DV 46.12.650.7: FAIL TO TRANSFER TITLE W/I 45 DAYS 46.16A.030(2): OPERATING VEHICLE WITHOUT CURRENT OR PROPER REGISTRATION & PLATE 46.16A.030.4: FAIL TO INITIALLY REGISTER VEHICLE 46.16A,030.5.L: FL RENEW EXPIRED REG < = 2 MTHS 46.16A.030.5.0: FL RENEW EXPIRED REG >2 MTHS 46.16A.180.1: FAIL TO SIGN/CARRY/DISPLAY VEH REG 46.16A.305: IMPROPER DISPLAY TEMPORARY PERMIT 46.16A.320.6: TRIP PERMIT VIOLATION 46.19.050.4: DISABLED PARKING SPACE 46.20.005.C: NO VALID OPER LICEN W/O ID COMPLICI 46.20.005: DRIVING WITHOUT A LICENSE 46.20.015: DRIVING MOTOR VEHICLE WITH AN EXPIRED LICENSE WITH VALID IDENTIFICATION 46.20.017: LICENSE NOT IN POSSESSION 46.20.205: LIC(FAIL CHANGE ADDRESS) 46.20.342.1A: DWLS 1ST DEGREE 46.20.342.1B: DWLS 2ND DEGREE 46.20.740: MV IGNITION INTERLOCK DRIVE VEH WO 46.30.020: OPERATING A MOTOR VEHICLE WITHOUT INSURANCE 46.37.020: LAMPS, OPERATE VEH WO HEADLGHT WHEN REQ 46.37.200: LAMPS, DEFECT TURN SIGNALS -STOP LAMPS 46.52.010.2.C: HIT AND RUN UNATTENDED-AID/ABET 2 46.52.020.2: DRIVER DUTY DAMAGE ONLY HIT/RUN 1 46.52.020: OLD CODE:VEH(HIT/RUN PERSON AT 1 46.61.022: FAILURE TO STOP WHEN REQUESTED BY LAW ENFORCEMENT 1 46.61.050: DISREGARD TRAFFIC SIGNAL SIGN 2 46.61.055.4: FAIL TO STOP AT SIGNAL MARK 2 46.61.055: FAIL TO OBEY TRAFFIC CONTROL LEGEND 1 46.61.135: VEH DRIVE AGAINST ONE WAY 1 46.61.140: IMPROPER LANE USAGE 3 46.61.145.1: FOLLOW VEHICLE TOO CLOSELY 2 46.61.180.1: FAIL TO YIELD TO VEHICLE APPROACHING INTERSECTION 2 46.61.185.1: FAIL YIELD LEFT TURN MOTOR VEHICLE 3 46.61.190.2: FAIL STOP AT STOP SIGN/INTERSECTION 1 46.61.190.3: FAIL YIELD AT YIELD SIGN/INTERSECTION 1 46.61.205.1: FAIL YIELD PRIVATE RD MOTOR VEHICLE 2 46.61.212.1: FAIL TO YIELD STATIONARY EMERG VEH 1 46.61.240: PED CROSS NOT AT CROSSWALK 1 46.61.290: TURN, PROHIBIT -IMPROPER 3 46.61.305.1: SIGNALS REQUIRED - SAFETY 1 46.61.400.05U: SPEED 5 OVER (40 OR UNDER) 4 46.61.400,1: SPEEDING TOO FAST FOR CONDITIONS 1 46.61.400.10U: SPEED 10 OVER (40 OR UNDER) 1 46.61.400.11: SPEED 11 OVER (OVER 40) 1 46.61.400.11U: SPEED 11 OVER (40 OR UNDER) 6 46.61.400.12: SPEED 12 OVER (OVER 40) 1 46.61.400.12U: SPEED 12 OVER (40 OR UNDER) 20 46.61.400.13U: SPEED 13 OVER (40 OR UNDER) 15 46.61.400.14U: SPEED 14 OVER (40 OR UNDER) 9 46.61.400.15U: SPEED 15 OVER (40 OR UNDER) 9 46,61.400.16U: SPEED 16 OVER (40 OR UNDER) 9 3 6 3 2 1 3 11 1 2 1 1 1 2 13 3 1 1 4 4 43 4 1 Produced: 5/9/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Ticket Charge Details - Spokane Valley Date Range: April 2022 Charge Count 46.61.400.17: SPEED 17 OVER (OVER 40) 46.61.400.17U: SPEED 17 OVER (40 OR UNDER) 46.61.400.18U: SPEED 18 OVER (40 OR UNDER) 46.61.400.19U: SPEED 19 OVER (40 OR UNDER) 46.61.400.20U: SPEED 20 OVER (40 OR UNDER) 46.61.400.21U: SPEED 21 OVER (40 OR UNDER) 46.61.400.22U: SPEED 22 OVER (40 OR UNDER) 46.61.400.23U: SPEED 23 OVER (40 OR UNDER) 46.61.400.25U: SPEED 25 OVER (40 OR UNDER) 46,61.400.26U: SPEED 26 OVER (40 OR UNDER) 46.61.400.27U: SPEED 27 OVER (40 OR UNDER) 46.61.400.28U: SPEED 28 OVER (40 OR UNDER) 46.61.400.29U: SPEED 29 OVER (40 OR UNDER) 46.61.400.35: SPEED 35 OVER (OVER 40) 46,61.400.35U: SPEED 35 OVER (40 OR UNDER) 46.61.400.40U: SPEED 40 OVER (40 OR UNDER) 46.61.500: RECKLESS DRIVING 46,61.502: OLD CODE:VEH(DWUIL/DRUG)NEW 46.61.504: OLD CODE:VEH(PHY/UNIL/DRUG)NEW 46.61.525: NEGLIGENT DRIVING 2 DEGREE 46.61.530: STREET RACING - replaced/now included in: 46.61.500 RECKLESS DRIVING 46.61.635: FOLLOW TOO CLOSE TO FIRE APPARATUS (500 FT) 46.61.670: VEH DRIVE WITH WHEELS OFF ROADWAY 46.61,672.1: PER ELECTRONIC DEVICE WHILE DRIVING 46.61.688: FAIL TO WEAR SAFETY BELT 46.61.745: MARIJUANA IN MOTOR VEHICLE VIOLATION 9,41,050.1A: CARRY CONCEALED PISTOL W/OUT PERMIT 9.41.230: WEAPONS VIO, AIM -DISCHARGE FIREARM -DANGEROUS WEAPON 9.41.250.1A: DANGEROUS WEAPON POSS,MANUF,SELL 9A.36.041.2: ASSAULT4TH DEGREE 9A.36.050: RECK ENDANGER 9A.36.150: DV INTER WITH REPORTING 9A.42.080: ABANDON OF DEPENDENT PERSONS 3 9A.46.020.1: HARASSMENT 9A.48.090: MALICIOUS MISCHIEF-3 9A.52.070: TRESPASS 1 9A.52.100.1: VEHICLE PROWLING 2ND DEGREE 9A.56.050: OLD CODE: THEFT-3D 9A.76.020: OBSTRUCT LE OFF 9A,76.040: OBSTRUCT GOVT-RESISTING ARREST 9A.76.175: OBSTRUCT GOVT-MAKING FALSE OR MISLEADING STATEMENT TO PUBLIC SERVANT 9A.84.030: DISORDERLY CONDUCT 9A.88.010.2A: INDECENT EXPOSURE 1 5 5 2 2 2 3 1 2 1 2 1 1 1 1 1 4 18 2 4 3 2 1 5 6 2 1 1 2 19 1 1 2 1 8 5 3 13 5 2 2 1 2 Grand Total 365 Produced: 5/9/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Criminal Ticket Counts - Spokane Valley Time Period: April 2022 250 200 r' 150 100 50 Mk% wlim.-vver.,m--Eozmit... I el Fr I I w 7 aoa 1,35 0 a —4-2017 —U— 2018 —AL-2019 —94-- 2020 —4(-2021 f-2022 2017 2018 2019 2020 2021 2022 January 152 175 207 173 124 127 February 140 130 174 185 128 109 March 165 195 172 140 117 150 April 102 149 171 153 123 109 May 116 175 131 154 126 June 149 179 186 171 125 July 165 184 172 130 108 August 147 147 168 152 88 September 125 169 174 162 109 October 164 178 176 175 111 November 163 157 169 130 114 December 148 188 168 132 116 Grand Total 1,736 2,026 2,068 1,857 1,389 495 *Ticket type of Criminal Non Traffic & Criminal Traffic Produced: 05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 Non - Criminal Ticket Counts - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 396 367 357 198 195 192 February 238 338 261 266 172 156 March 422 472 226 133 166 252 April 110 219 299 111 198 186 May 241 385 130 164 211 June 380 489 421 128 353 July 295 499 359 217 285 August 357 257 297 204 132 September 461 480 306 199 179 October 365 387 273 139 215 November 329 366 253 195 295 December 274 254 253 238 157 Grand Total 3,868 4,513 3,435 2,192 2,558 786 *Ticket Type of Infraction Non Traffic & Infraction Traffic Produced:05/09/2022 SPOKANE COUNTY SHERIFF'S OFFICE Regional Intelligence Group 9 All Ticket Counts - Spokane Valley Time Period: April 2022 2017 2018 2019 2020 2021 2022 January 548 542 564 371 319 319 February 378 468 435 451 300 265 March 587 667 398 273 283 402 April 212 368 470 264 321 295 May 357 560 261 318 337 June 529 668 607 299 478 July 460 683 531 347 393 August 504 404 465 356 220 September 586 649 480 361 288 October 529 565 449 314 326 November 492 523 422 325 409 December 422 442 421 370 273 Grand Total 5,604 6,539 5,503 4,049 3,947 1,281 *AII ticket types except parking Produced: 05/09/2022