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2023, 09-12 Formal MeetingAGENDA SPOKANE VALLEY CITY COUNCIL REGULAR MEETING FORMAL FORMAT Tuesday, September 12, 2023 6:00 p.m. Remotely via ZOOM Meeting and In Person at CenterPlace Regional Event Center 2426 N Discovery Place Spokane Valley, WA 99216 Council Requests Please Silence Four Cell Phones During Council Meeting NOTE: Members of the public may attend Spokane Valley Council meetings in -person 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 making a comment via Zoom, comments must be received by 4:00 pm the day of the meeting. • 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 INVOCATION: Pastor Alissa Amestoy, United Methodist PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF AGENDA INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS COUNCILMEMBER REPORTS MAYOR'S REPORT PROCLAMATIONS: Constitution Week & National Diaper Need Awareness Week & Buell Felts Day GENERAL PUBLIC COMMENT OPPORTUNITY: This is an opportunity for the public to speak on any subject except agenda action items, as public comments will be taken on those items where indicated. Please keep comments to matters within the jurisdiction of the City Government. This is not an opportunity for questions or discussion. Diverse points of view are welcome but please keep remarks civil. Remarks will be limited to three minutes per person. If a person engages in disruptive behavior or makes individual personal attacks regarding matters unrelated to City business, then the Council and/or Mayor may end that person's public comment time before the three -minute mark. To comment via zoom: use the link above for oral or written comments as per those directions. To comment at the meeting in person: speakers may sign in to speak but it is not required. A sign -in sheet will be provided at the meeting. NEW BUSINESS: 1. Consent Agenda: Consists of items considered routine which are approved as a group. Any member of Council may ask that an item be removed from the Consent Agenda to be considered separately. Proposed Motion: I move to approve the Consent Agenda. a. Approval of Claim Vouchers on September 12, 2023, Request for Council Action Form: 4,444,972.81. Council Agenda September 12, 2023 Page 1 of 2 b. Approval of Payroll for Pay Period ending August 31, 2023: $867,100.32. c. Approval of Motion to Set Budget Hearing for October 10, 2023 2. PUBLIC HEARING: #1- 2024 BudLyet — Budget Revenues. Includes Property Taxes — Chelsie Tavlor [public comment opportunity] 3. Resolution 23-010 Creation of the Interim Homeless Housing Task Force — Gloria Mantz [public comment opportunity] 4. Motion Consideration: Appointment of Interim Homeless Housing Task Force —Gloria Mantz, Mayor Haley [public comment opportunity] 5. Motion Consideration: RCO Park Maintenance Grant — John Bottelli [public comment opportunity] 6. Motion Consideration: Potential Grant Opportunity —Neighborhood Access & Equity - Adam Jackson [public comment opportunity] 7. Motion Consideration: National Highway System Asset Management Program Grant - Adam Jackson [public comment opportunity] ADMINISTRATIVE REPORT: 8. Admin Report: Potential Grant Opportunity -Ecology's Water Quality Combined Funding Program — Adam Jackson 9. Admin Report: TPA 5-year plan and Marketing Service Proposal — Lesli Brassfield, 116 & West 10. Admin Report: Spokane Valley Homeless Action Plan Update — Gloria Mantz, Eric Robison 11. Advance Agenda — Mayor Haley INFORMATION ONLY COUNCIL COMMENTS CITY MANAGER COMMENTS EXECUTIVE SESSION: [RCW 42.30.110(1)(b)] Potential Acquisition of Real Estate. Proposed Motion: I move that Council adjourn into executive session for approximately 30 minutes to discuss potential acquisition of real estate and that no action will be taken upon return to open session. ADJOURNMENT Council Agenda September 12, 2023 Page 2 of 2 Spok,,;oOane Valley Vrortam tion City of Spokane valrey, Washirwton Constitution Week WHEREAS, The Constitution of the United States ofAmerica, the guardian of our liberties, embodies the principles of limited government in a Republic dedicated to rule by law; and WHEREAS, September 17, 2023, marks the two hundred thirty-sixth anniversary of the framing of the Constitution of the United States ofAmerica by the Constitutional Convention; and WHEREAS, It is fitting and proper to accord official recognition to this magnificent document and its memorable anniversary, and to the patriotic celebrations which will commemorate the occasion; and WHEREAS, Public Law 915 guarantees the issuing of a proclamation each year by the President of the United States ofAmerica designating September 17 through 23, as Constitution Week. NOW, THEREFORE, I, Pam Haley, Mayor of the City of Spokane Valley, on behalf of the Spokane Valley City Councilmembers, do hereby proclaim the week of September 17 through 23 as Constitution Week and I encourage all citizens to reaffirm the ideals the Framers of the Constitution had in 1787 by vigilantly protecting the freedoms guaranteed to us through this guardian of our liberties. Dated this 12'h day of September, 2023 Pam Haley, Mayor � �a S oaok„I p ne ,,,;0o FValley° VrucCamatiun City of Spokane Valley, Washington Nationa(DiaperNeedAwareness Week WHEREAS, Diaper Need, the condition of not having a sufficient supply of clean diapers to ensure that infants and toddlers are clean, healthy and dry, can adversely affect the health and welfare of infants, toddlers and their families; and WHEREAS, National surveys report that one in two families experience Diaper Need at some time while their children are less than three years of age, and forty-eight percent offamilies delay changing a diaper in order to extend their diaper supply; and WHEREAS, A daily or weekly supply of diapers is generally an eligibility requirement for babies and toddlers to participate in child care programs and quality early - education programs that enable children to thrive and parents to work, and WHEREAS, Without enough diapers, babies and toddlers risk infections and health problems that may require medical attention resulting in medical costs, and parents may be prevented fi^om accessing childcare needed to go to work or school, thereby destabilizing the family's economic prospects and well-being; and WHEREAS, The people of the City of Spokane Valley recognize that diaper need is a public health issue, and addressing diaper need can lead to economic opportunity for the state's families and communities and improved health for children, thus ensuring all children and families have access to the basic necessities required to thrive and reach their full potential; and WHEREAS, Spokane Valley is proud to be home to trusted community -based organizations including the Inland Northwest Diaper Bank that recognize the importance of diapers in ensuring health and providing economic stability for families and thus distribute diapers to families through various channels; and WHEREAS, Through their important work of addressing diaper need, diaper banks play a critical role in supporting families, improving infant health and wellbeing, and advancing our local and state economic growth. NOW, THEREFORE, I, Pam Haley, Mayor of the City of Spokane Valley, on behalf of the Spokane Valley City Council and the citizens of the City of Spokane Valley, do hereby proclaim the week of September 18 through September 24, 2023, as National Diaper Need Awareness Week in the City of Spokane Valley, and I encourage citizens to donate generously to diaper banks, diaper drives, and those organizations that distribute diapers to families in need, as we work to help alleviate Diaper Need in Spokane Valley and the community. Dated this 12th day of September 2023. Pam Haley, Mayor WHEREAS, Buell J. Felts was raised in the Spokane Valley and joined the Enlisted Reserve Corps on March 19, 1918 and was sent to Berkley California for training at the U.S. Army School of Military Aeronautics; and WHEREAS, After being promoted to Second Lieutenant, Buell returned home to continue his education at Washington State College and joined the school newspaper; and WHEREAS, Buell graduated as president of the class on June 14, 1921; and WHEREAS, Buell then, farmed in the Valley until 1923 when he was hired by the Spokane Valley Herald newspaper which he later purchased in 1924; and WHEREAS, Buell later re -enlisted when the 116'h aviation squad was organized at Park -water Field, and he was promoted to First Lieutenant; and WHEREAS, Once Park -water Field was authorized, Buell signed his name to the original charter and working with the Spokane Valley Chamber of Commerce, he assisted with naming the streets and placing street signs. Felts Road that once bordered his family farm still exists today; and WHEREAS, At 28 years old, Lieutenant Buell J. Felts died May 29, 1927 while piloting a J.N. Curtiss, "Jenny, " as part of the military squadron at Park -water Field; and WHEREAS, On July 14, 1927, Governor Hartley o cially changed the name of Park -water Field to Felts Field in honor ofLieutenant Felts. NOW, THEREFORE, BE IT RESOLVED that I, Pam Haley, Mayor of the City of Spokane Valley, Washington, on behalf of the Spokane Valley City Councilmembers, do hereby proclaim September 15, 2023, as BUELL FELTS DAY and I encourage all Spokane Valley citizens and businesses to display the American Flag in recognition of our unity as citizens and to honor Lieutenant Felts. Dated this 12'h day of September 2023. Pam Haley, Mayor CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 Department Director Approval: Check all that apply: ® consent ❑ old business ❑ new business ❑ public hearing AGENDA ITEM TITLE: Approval of the Following Vouchers: VOUCHER LIST VOUCHER NUMBERS TOTAL AMOUNT 08/17/2023 61027-61052 1,464,073.34 08/18/2023 61053 420,779.13 08/18/2023 61054-61084 83,981.91 08/18/2023 61085 (to replace 10231) 600.00 08/22/2023 10232-10284 (Park refunds) 6,507.00 08/22/2023 61086-61107 2,083,464.86 08/23/2023 61108-61142 (less 61121) 107,616.58 08/24/2023 61143-61178 263,324.02 08/29/2023 61179-61183 8,266.97 08/30/2023 10285-10312 (Park refunds) 6,359.00 GRAND TOTAL: $4,444,972.81 #001 - General Fund 001.011.000. City Council 001.013.000. City Manager 001.013.015. Legal 001.016.000. Public Safety 001.016.016. Precinct Shared Expenses 001.018.013. Deputy City Manager 001.018.014. Finance 001.018.016 Human Resources 001.018.017. Information Technology 001.033.000. Facilities Administration 001.033.033. Facilities — City Hall 001.033.034. Facilities — Other 001.040.000. Community/Public Works -Administration 001.040.041. Engineering 001.040.042.558. Economic Development 001.040.042.565. Housing/Homeless Services 001.040.043. Building 001.040.044. Planning 001.076.000. Parks & Rec—Administration 001.076.300. Parks & Rec-Maintenance 001.076.301. Parks & Rec-Recreation 001.076.302. Parks & Rec- Aquatics 001.076.304. Parks & Rec- Senior Center 001.076.305. Parks & Rec-CenterPlace 001.090.000.511. General Gov't- Council related 001.090.000.514. General Gov't -Finance related 001.090.000.517. General Gov't -Employee supply 001.090.000.518. General Gov't- Centralized Serv. 001.090.000.519. General Gov't -Other Services 001.090.000.550. General Gov't -Natural & Eco. 001.090.000.560. General Gov't -Social Services 001.090.000.594. General Gov't -Capital Outlay 001.090.000.595. General Gov't-Roads/Streets Capital Other Funds: 101 — Street Fund 103 — Paths & Trails 104 — Tourism Facilities 105 — Hotel/Motel Tax 106 — Solid Waste 107 — PEG Fund 108 — Affordable & Supplemental Housing Sales Tax 120 — CenterPlace Operating Reserve 121 — Service Level Stabilization Reserve 122 — Winter Weather Reserve 204 — Debt Service 301 — REET 1 Capital Projects 302 — REET 2 Capital Projects 303 — Street Capital Projects 309 —Parks Capital Grants 310 — Civic Bldg. Capital Projects 311 —Pavement Preservation 312 — Capital Reserve 314 — Railroad Grade Separation Projects 315 — Transportation Impact Fees 316 — Economic Development Capital Projects 402 — Stormwater Management 403 — Aquifer Protection Area 501 — Equipment Rental & Replacement 502 — Risk Management 632 — Passthrough Fees & Taxes Project Numbers: 143 - Barker Rd/BNSF Grade Separation 205 - Sprague/Barker Intersection Improvement 223 - Pines Rd Underpass (&/ BNSF & Trent 249 - Sullivan & Wellesley Intersection Improv 273 - Barker/I-90 Interchange 275 - Barker Rd Widening - River to Euclid 285 - Indiana Ave Pres - Evergreen to Sullivan 286 - Broadway Preservation: Havana to Faucher 293 - 2018 CSS Citywide Reflective Signal BP 294 - Citywide Reflective Post Panels 299 - Argonne Rd Concrete Pavement Indiana to Mont. 300 - Pines & Mission Intersection Improvement 308 - Regional Decant Facility Canopy 309 - Local Access Streets: Barker Homes 311 - Sullivan Rd./SR 290 Interchange Project 313 - Barker Road/Union Pacific Crossing 314 - Balfour Park Frontage Improvements 315 - Brown's Park 2020 Improvements 316 - Balfour Park Improvements - Phase 1 317 - Appleway Stormwater Improvements 318 - Wilbur Sidewalk: Boone to Mission 320 - Sullivan Preservation: Sprague-8t1' 321 - Argonne Corridor Improvements- North of Knox 322 - City Hall Repairs 323 - Evergreen Road Preservation Project 326 - 2020 Citywide Reflective Post Panels 327 - Sprague Avenue Stormwater 328 - Sullivan Park Waterline 329 - Barker Road Imp- City Limits to Appleway 330 - WTSC 2021 School Zone Beacons 331 - COVID-19 Relief Funds 332 - NE Industrial Area - Sewer Extension 333 - Evergreen Rd Pres Broadway to Mission 334 - Sprague Ave Preservation 335 - Mission Ave over Evergreen Rd Deck Repair 338 - Loop Trail Project 339 - 2022 Local Access Streets: Summerfield E 340 - 8th Ave Sidewalk (Coleman to Park) 341 - Broadway Preservation- Faucher to Park 342 - 2022 School Zone Flashing Beacons 343 - Buckeye Avenue Sewer Extension 344 - Park Rd Sidewalk- Broadway to Cataldo 345 - Park Rd Sidewalk- Nora to Baldwin 346 - Bowdish Sidewalk 12th to 22nd 347 - Broadway and Park Intersection 350 — Balfour Facility RECOMMENDED ACTION OR MOTION: Move to approve attached list of claim vouchers. 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Y `1 C N t w t L 3 7 co co N N U a) U o (n ) v uf0i m a CO U > C aci � m m d a (D C C U Na1 m m "O m Y C 'c m c o a c a) m c- 0 o m 't v T oa)o_ � U t m w m o E o y m° � c r w m w m m m c rn E L or c a m m o — -o 3 m N N E CD E U c 0 U a; 0) m 0- CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 Department Director Approval: Item: Check all that apply: ® consent ❑ old business ❑ new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation AGENDA ITEM TITLE: Payroll for Pay Period Ending Aug 31, 2023 GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: BUDGET/FINANCIAL IMPACTS: Employees Gross: $ 475,081.88 Benefits: $ 250,507.66 Total payroll $ 725,589.54 Council Total $ 130, 550.00 $ 605, 631.88 $ 10,960.78 $ 261,468.44 $ 141, 510.78 $ 867,100.32 RECOMMENDED ACTION OR MOTION: Move to Approve above payroll. [Approved as part of the Consent Agenda, or may be removed and discussed separately.] STAFF CONTACT: Raba Nimri CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 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 — Set public hearing date for the 2024 Budget. GOVERNING LEGISLATION: State budget law. PREVIOUS COUNCIL ACTION TAKEN: None. BACKGROUND: State law requires the City to a set a public hearing date to review the 2024 Budget, and Staff is proposing October 10, 2023. This public hearing is included in the eight separate opportunities the Council will have to discuss the budget, including three public hearings to gather input from citizens: • June 13 Council Budget Workshop • August 29 Admin report: Estimated 2024 revenues and expenditures • September 12 Public hearing #1 on 2024 revenues and expenditures • October 3 City Manager's presentation of preliminary 2024 Budget • October 10 Public hearing #2 on 2024 Budget • October 24 First reading on ordinance adopting the 2024 Budget • November 21 Public hearing #3 on 2024 Budget • November 21 Second reading on ordinance adopting the 2024 Budget OPTIONS: The Council could choose to set the public hearing on another date but the recommendation will keep us on schedule to adopt the budget on November 21, 2023. RECOMMENDED ACTION OR MOTION: Move to set the 2043 Budget hearing date for October 10, 2023. [Approved as part of the Consent Agenda or may be removed and discussed separately.] BUDGET/FINANCIAL IMPACTS: This is part of the 2024 Budget development process leading to its scheduled adoption on November 21, 2023. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: None CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 Department Director Approval: Check all that apply: ❑ consent ❑ old business ❑ new business ® public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Public Hearing — 2024 Budget Revenues — Including Property Tax GOVERNING LEGISLATION: State budget law. PREVIOUS COUNCIL ACTION TAKEN: No formal Council action has been taken on the 2024 Budget. A proposed budget is currently under review by the City Manager who will present his Preliminary 2024 Budget to the Council on October 3, 2023. BACKGROUND: This marks the third occasion where the Council will discuss the 2023 Budget and by the time the Council is scheduled to adopt the 2023 Budget on November 8, 2022, Council will have had an opportunity to discuss it on eight separate occasions, including three public hearings to gather input from citizens: • June 13 Council Budget Workshop • August 29 Admin report: Estimated 2024 revenues and expenditures • September 12 Public hearing #1 on 2024 revenues and expenditures • October 3 City Manager's presentation of preliminary 2024 Budget • October 10 Public hearing #2 on 2024 Budget • October 24 First reading on ordinance adopting the 2024 Budget • November 21 Public hearing #3 on 2024 Budget • November 21 Second reading on ordinance adopting the 2024 Budget State law requires that the City hold a public hearing on revenue sources for the upcoming year's budget in order to consider input from the public. An administrative report was presented to Council on this topic on August 291h and the public hearing is set for this evening. Until City Council adoption all figures currently included in the 2024 Budget worksheets are preliminary and subject to change. The 2024 Budget currently includes, either as a proposed 2023 amendment or in the 2024 Budget, all of the Supplemental Budget Requests that were presented at the June 131h Budget Workshop with the exception of preliminary design for a potential maintenance facility. These were included in section 22 of the workshop binder. The overall impact of the Supplemental Requests is an increase of $758,958 in the General Fund ($131,958 in recurring costs and $627,000 in nonrecurring costs), $60,000 in the Stormwater Fund #402, and $870,000 in the Equipment Rental and Replacement Fund #501. The Supplemental Requests include one new FTE (discussed below). Many of the General Fund items were related to repairs and replacement of equipment or buildings at the Precinct and CenterPlace. The amount in the Stormwater Fund #402 is for a transfer to the Equipment Rental and Replacement Fund #501 for an addition to the City's vehicle fleet. Most of the vehicle acquisition costs in the Equipment Rental and Replacement Fund #501 are replacements with funding already set aside in that fund. The summary sheet for the Supplemental Budget Requests is included as an attachment to this report. There have been changes to the 2023 Budget worksheets since the August 291h administrative report. These changes primarily consist of setting up the new City Services Department that was approved by Council at the August 151h Council meeting. The changes are indicated in blue in the attached budget summary worksheets. There was discussion at the August 291h Council meeting regarding Council's wish to increase the amount of the Service Level Stabilization Reserve Fund #121 from $5.5 million to $8 million over time. The amount in Fund #121 was capped at $5.5 million in 2017, and at that time $5.5 million represented approximately 14% of the General Fund. For the 2024 proposed Budget, the same $5.5 million represents less than 10% of the General Fund. Staff proposed increasing Fund #121 to $8 million in order to again be at the 14% level. There was general consensus to increase the level of the Fund but more discussion is needed regarding the timing of increasing that dollar amount. In the meantime, a draft update to the City's fiscal policies regarding Fund #121 is included as a track changes document attached to this report. 2024 Budget Overview: • The 2024 Budget currently includes appropriations of $105,273,526 including $19,420,397 in capital expenditures, comprised in -part of: o $8,875,775 in Fund #303 Street Capital Projects. o $220,000 in Fund #309 Park Capital Projects. o $3,500,000 in Fund #311 Pavement Preservation including $1,011,800 financed by the General Fund. o $3,152,622 in Fund #314 Railroad Grade Separation Projects. o $2,500,000 in Stormwater Management Fund #402 and Aquifer Protection Area Fund #403 projects. • To partially offset the $19,420,397 in capital costs we anticipate $9,507,426 in grant revenues which results in 48.96% of capital expenditures being covered with State and Federal money. • Budgets will be adopted across 27 separate funds. The full-time equivalent employee (FTE) count will increase in 2024 by 4 to 116.25 from 112.25 in the proposed amended 2023 Budget. The amended 2023 Budget approved May 30, 2023 included 111.25 FTEs. On July 25, 2023, Council authorized the addition of a new Accountant I position in the 2023 Budget (supplemental budget request). The increase for 2024 are the remaining 2 of 7 Stormwater positions that were approved by Council when authorizing an increase in the Stormwater program to a proactive level of service and 2 Parks & Recreation position authorized at the August 8, 2023 meeting. Pertaining Specifically to the General Fund: • The 2024 recurring revenue estimate of $62,366,100 is $5,947,200 or 10.54% greater than the 2023 budget of $56,418,900. • The 2024 recurring expenditure proposal of $57,545,147 is $4,284,354 or 8.04% greater than the 2023 proposed amended appropriation of $53,260,793. Budgeted recurring revenues currently exceed recurring expenditures by $4,820,953 or 7.73% of recurring revenues. • Nonrecurring revenues include a $325,000 grant to fund the City's comprehensive plan amendment. • Nonrecurring expenditures total $5,372,423 and include: o $152,500 for Information Technology expenditures including: ■ $20,000 to replace outdated copiers ■ $37,500 for server upgrades ■ $60,000 for network core hardware replacement ■ $35,000 for software upgrades o $36,000 for a utility task vehicle (UTV) for the Police Department o $416,000 for various Facilities items including: ■ $10,000 for an access gate at the Precinct ■ $75,000 for parking lot repairs at the Precinct ■ $20,000 to replace flooring in the roll call room at the Precinct ■ $50,000 for signage at the Precinct ■ $20,000 for an electric man -lift to be used by Facilities staff ■ $100,000 for parking lot repairs at CenterPlace ■ $120,000 to replace the walk-in coolers at CenterPlace ■ $15,000 to replace the boiler modules at CenterPlace ■ $6,000 to replace the expansion tax for the cooling system at CenterPlace o $150,000 to replace the banquet chairs at CenterPlace o $25,000 to install motorized shades in the Great Room at CenterPlace o $4,592,923 transfer out to the Street O&M Fund #101 to cover the deficit in recurring expenditures exceeding recurring revenues in that fund • The total of 2024 recurring and nonrecurring expenditures exceeds total revenues by $226,470. • The projected ending fund balance for the General Fund at the end of 2024 is currently $42,728,628 or 74.25% of recurring expenditures. 3 Other Funds: 2024 Budget appropriations (expenditures) in the other funds total $42,355,956 as follows: 101 Street Fund 9,623,274 103 Paths and Trails Fund 0 104 Hotel / Motel Tax - Tourism Facilities Fund 0 105 Hotel / Motel Tax Fund 1,282,200 106 Solid Waste Fund 290,000 107 PEG Fund 73,000 108 Affordable & Supportive Housing Sales Tax Fund 0 109 Tourism Promotion Area Fund 500,000 120 CenterPlace Operating Reserve Fund 0 121 Seance Level Stabilization Reserve Fund 0 122 Winter Weather Reserve Fund 500,000 204 Debt Service Fund 950,550 301 REET 1 Capital Projects Fund 2,068,463 302 REET2 Capital Projects Fund 1,793,287 303 Street Capital Projects Fund 8,875,775 309 Parks Capital Projects Fund 220,000 310 Civic Facilities Capital Projects Fund 0 311 Pavement Preservation Fund 3,550,000 312 Capital Reserve Fund 1,026,792 314 Railroad Grade Separation Projects Fund 3,152,622 315 Transportation Impact Fee Fund 0 316 Economic Development Capital Projects Fund 0 402 Stormwater Management Fund 5,494,993 403 Aquifer Protection Area Fund 1,055,000 501 Equipment Rental and Replacement Fund 700,000 502 Risk Management Fund 700,000 632 Passthrough Fees & Taxes Fund 500,000 42, 355, 956 Primary sources of revenues in these other funds include: • Motor Vehicle Fuel Tax revenue that is collected by the State and remitted to the Street Fund is anticipated to be $1,950,700. • Telephone Tax revenues remitted to the City that supports Street Fund operations and maintenance are anticipated to be $900,000. • Real Estate Excise Tax (REET) revenues that are in large part used to match grant financed street projects are anticipated to total $3,000,000. • Hotel / Motel Tax revenues that are dedicated to the promotion of visitors and tourism are anticipated to be $1,500,000 ($900,000 in the Hotel/Motel Tax Fund #105 and $600,000 in the Hotel/Motel Tax — Tourism Facilities Fund #104). • Stormwater Management Fees that are estimated at $5,600,000. • Aquifer Protection Area Fees are estimated at $500,000. rd Funding Challenges: • The economy continues to experience volatility. This is particularly seen with continued levels of inflation that have driven up costs across the board. We expect this volatility to continue to affect City revenues and costs as we go forward into 2024. As such, we anticipate there may be changes to revenue projections as we progress through this 2024 Budget development process. Current revenues levels in the Street O&M Fund #101 are impacting our ability to deliver historic levels of service. Fund #101 is dependent upon motor vehicle fuel tax revenues and telephone utility tax revenues. o Motor vehicle fuel taxes have increased slightly due to recent State legislation; however, they are generally flat or declining in recent years due to improvements in vehicle fuel mileage. Also, recent inflation in fuel prices may begin to change driving habits, which could reduce future revenues. o Telephone utility taxes have been declining at an average of 7.64% per year from 2009 through 2022. We believe the decline is primarily due to the elimination of land lines by individual households as well as reallocation of revenues by cell phone companies to data packages. The revenues from this tax reached a high of $3.1 million in 2009 (the year the tax was implemented) and is currently estimated to generate $900,000 in 2024. Funding pavement preservation and other transportation and infrastructure needs. o Maintaining the City's current street network is a high priority. It is a challenge to balance the needs of local access streets and arterials and to provide adequate funding to maintain the pavement condition of both. o Railroad grade separation projects (overpasses and underpasses) and other large street projects are exceptionally expensive endeavors and are largely beyond the City's ability to finance through existing sources of revenue. The City has been very successful in securing funding for the Barker Rd. Grade Separation and Pines Rd. Grade Separation projects; however, funding is still needed for other grade separation projects as well as other large-scale transportation improvements within the City. • Establishing a Homeless and Housing program for the City and identifying dedicated funding for this program. OPTIONS: State law requires a public hearing on 2024 estimated revenues and expenditures. RECOMMENDED ACTION OR MOTION: As the purpose of the public hearing is to gather input from the public regarding the 2024 Budget, no action is requested at this time. BUDGET/FINANCIAL IMPACTS: Given that the budget is not scheduled to be adopted by the Council until November 21, 2023, it is possible the figures may be modified as we refine estimates of revenues and expenditures. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: • Power Point presentation. • Summary of 2024 Supplemental Budget Requests • Updates to Fiscal Policies • Assorted 2024 Budget information: 5 o Pages 1-13 Budget summary information with detail by fund o Page 14-15 General Fund budget change from June 13 to September 12 o Page 16-17 General Fund revenue and expenditure line -item changes. o Page 18-21 General Fund department changes from 2023 to 2024. o Page 22 Full-time equivalent employees (FTEs). M N N QL x W U) N ry N E w N 0 N r� Al • r 04 LO cle) LO L6 jj C) 0 T- 619- _0 a) U) cu cn E ui _0 0 E C: =3 0 U) E U— r- cn —0 -f-j o c 0 yj _0 4-a C: co r,- 4-0 CY) LL cn LL .0 — =— 04 cn 0 E w (n L) :1: LO 0 X -0 co cn 0C: -0 Co CM0 4-0 m m CD U) OL-0 o :3 o o 0 E E Q- 0 't 't CU C: C-14 cl� It 0.— F— E ol cn cu N cn >1 cu >. 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O U > c Q cn cu _r■t E cn _N N E O cu .cn O cn cu cn W %/ cl) �� N � jj N cn 0 0 CY) cu 4-1 cn C: :3 cu o cu U C) LL E 0 N C) C\l cm 0 0 cu cu C: 0 4- 0 _0 cu cn C\l Al E 4- 0 _0 cu _0 C: 0 cn _0 C: cu -0 co N C) CU C\l C-) o :3 _0 cu I v C\l CU 0 0 z 0 ol is P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 0613 Budget Workshop\Tab 22 Supplemental Budget Requests\supplemental requests 2024 CITY OF SPOKANE VALLEY, WA 2024 Budget Supplemental Requests 6/13/2023 #001 - General Fund Public Safety n 001.016.099.594.21.64.05 Heavy Duty Machinery & Equip UTV 36,000 36,000 Finance r -001.018.014.541.23.10/20.xx ............... Salaries, Payroll Taxes, Benefits Accountant I Position 131,958 2023 131,958 Facilities n-001.033.036.521.50.48.07 Building & Grounds Maint. Man -gate at Precinct property 10,000 n '001.033.036.594.21.62.01 Improvements Parking lot repairs at Precinct 75,000 6 001.033.036.521.50.48.01 Building Repair & Maint. Replace flooring in Precinct roll call room 20,000 n '-001.033.036.594.21.62.01 Improvements Precinct building signage 50,000 n €001.033.000.594.18.64.05 Heavy Duty Machinery & Equip Electric man -lift 20,000 6{001.033.037.575.50.48.07 Building & Grounds Maint. Seal, coat, and strip CenterPlace parking lot 100,000 n 001.033.037.594.75.64.05 Heavy Duty Machinery & Equip Replace walk-in coolers at CenterPlace 120,000 n ',001.033.037.594.75.64.05 Heavy Duty Machinery & Equip Replace boiler modules at CenterPlace 15,000 6-001.033.037.594.75.64.05 Heavy Duty Machinery & Equip Expansion tank for cooling system at CP 6,000 416,000 Parks & Recreation n ''-001.076.099.594.75.64.01 ,. Furniture & Equipment Replace CenterPlace banquet chairs 150,000 n 001.076.099.594.75.64.01 Furniture & Equipment New motorized shades for CP Great Room 25,000 175,000 Total General Fund 758,958 recurring-r,s 131,958 nonrecurring T. 627,000 758,958 #101 - Street O&M Fund �n� nno naa ❑no �n n� n❑ ,............. o.,.a,.��,....,i C.... d.....• PFeA ...J.,... iRg & & Sig , name. Fab, r,«„ 499,999 Total Street O&M Fund 100,000 #402 - Stormwater Fund n €402.000.099.597.50.00.10 ........... Transfer to Fund #501 Transfer for new Stormwater vehicles 60,000 (1) Total Parks Capital Projects Fund 160,000 #501 - Equipment Rental & Replacement Fund Vehisle FepiaGe , , igi .le ip Engipee,iRg slee« 55,000 error 501.000.000.594.18.64.06 Vehicle replace one vehicle in Facilities fleet 60,000 2023 501.000.000.594.76.64.06 Vehicle replace one vehicle in Parks & Rec fleet 60,000 501.000.000.594.18.64.06 Vehicle replace one vehicle in Facilities fleet 60,000 501.000.000.594.58.64.06 Vehicle replace one vehicle in Building fleet 60,000 2023 501.000.000.594.42.64.06 Snow Plow replace one snowplow 300,000 501.000.000.594.44.64.05 Heavy Duty Machinery & Equip replace backhoe 270,000 501.000.000.594.31.64.06 Vehicle add two vehicles in Stormwater fleet 60,000 (1) 2023 Total Equipment Rental & Replacement Fund 870,000 (1) Non -recurring transfers would be necessary from the Stormwater Fund #402 to the Equipment Rental & Replacement Fund #501 because the additional vehicles would add to the city's fleet. Replacement costs would then be added each subsequent year for future replacement of the vehicles. Fiscal Policies Fiscal Health is at the Core of Providing a Good Public Service The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and if necessary, the circumstances under which we will utilize reserves to sustain operations during economic downturns. Financial Management The City will strive to: 1. Maintain basic service levels with minimal resources to achieve success. 2. Minimize personnel costs and overhead by continuing to contract for services when it makes financial and operational sense to do so. 3. Work to incorporate the business plan process into the budget process. 4. Leverage City funds with grant opportunities. 5. Minimize City debt with a pay as you go philosophy. o The State of Washington sets the maximum level of allowable debt for cities based on assessed value of property. The City of Spokane Valley carries an exceptionally low debt burden and currently utilizes only 1 010 80% of its total debt capacity, and more importantly, only .5.06 )1 % of non -voted bond capacity. 6. Strive to prioritize spending in the annual budget process and minimize the mid -year addition of projects and appropriations. Financial Objectives The City's financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to, or greater than recurring expenditures. Maintain a minimum General Fund Ending Fund Balance of at least 50% of the recurring expenditure budget. This is adequate to meet cash flow needs and is the equivalent of six months of general fund operations. 3 I ir° cirease t[° e S(:. it lice II....ev&l StaIi::)lillli a i� iri I[Reseir #121 to a t f e �eir°neiral oir $pad innillllk)irr ...F°e liir°cirease wiIHl be fa.jir° ded oveir a it°ujinnIk::)eir of yggEs to as to Illiinnit, Jinn ggi 512 Qlit() glgjk)irr�s. Ilir°nteirest liir°coo inne wiIHl coo ir° iir°na.je to accira. e to supp5Kt a irgwt[°n gf, tI[°n li oweir flinne ..................................................................................................... 5. ..............If necessary, utilize a portion of the Service Level Stabilization Reserve Fund #121 ($55.8. million) to maintain ending fund balance minimum. Commit to the strategy that the Service Level Stabilization Reserve Fund #121 will not be reduced below $ :` , a million (60% of $&58, million) without City Council approval. If Council should deem this necessary, the City will then first replenish Fund #121 to at least $ ,3 a million before any annual General Fund transfers are made to Capital Reserve Fund #312. " Maintain the 2023, property tax assessment at a level to support ongoing City operations. Y, .p Y 1 5 52 5� � plus For the 2025� levy, we anticipate this will result in a levy of �5, �-5 �� estimated new construction of $44)03 O',000 for a total levy of $13,555 00,1... ,a 7�)P. Any allowable potential increase not taken will be banked for future use as provided by law. Grow our economy so the existing tax base can support basic programs. P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget 2023 " As Adopted 1st I 2nd I Amendment Amendment As I Amended 2424 Proposed Budget 9/12/2023 RECURRING ACTIVITY Revenues Property Tax 13,569,200 0 0 13,569,200 13,874,900 305,700 2.25% Sales Tax 30,555,000 0 0 30,555,000 33,709,600 3,154,600 10.32% Sales Tax - Public Safety 1,357,000 0 0 1,357,000 1,600,800 243,800 17.97% Sales Tax - Criminal Justice 2,398,000 0 0 2,398,000 2,818,500 420,500 17.54% Gambling Tax and Leasehold Excise Tax 383,000 0 0 383,000 485,000 102,000 26.63% Franchise Fees/Business Registration 1,215,000 0 0 1,215,000 1,370,000 155,000 12.76% State Shared Revenues 2,341,000 0 0 2,341,000 2,469,400 128,400 5.48% Fines and Forfeitures/Public Safety 518,600 0 0 518,600 500,600 (18,000) (3.47%) Community and Public Works 3,145,900 0 0 3,145,900 3,481,900 336,000 10.68% Recreation Program Revenues 625,500 0 0 625,500 607,200 (18,300) (2.93%) Grant Proceeds 120,000 0 0 120,000 120,000 0 0.00% Miscellaneous Department Revenue 2,500 0 0 2,500 87,000 84,500 3380.00% Miscellaneous & Investment Interest 158,200 0 0 158,200 1,211,200 1,053,000 665.61% Transfers in - #105 (h1m tax-CP advertising) 30,000 0 0 30,000 30,000 0 0.00% Total Recurring Revenues 56,418,900 0 0 56,418,900 62,366,100 5,947,200 10.54% Expenditures City Council 707,558 0 0 707,558 721,407 13,849 1.96% City Manager 965,890 193,514 (314,990) 844,414 910,083 65,669 7.78% City Attorney 903,110 18,796 0 921,906 932,980 11,074 1.20% City Services 0 0 773,988 773,988 900,185 126,197 16.30% Public Safety 32,771,515 846 0 32,772,361 35,251,248 2,478,887 7.56% Deputy City Manager 590,817 13,935 0 604,752 595,023 (9,729) (1.61%) Finance 1,313,840 32,215 68,011 1,414,066 1,385,788 (28,278) (2.00%) Human Resources 354,278 31,306 0 385,584 380,533 (5,051) (1.31%) Information Technology 425,208 10,964 0 436,172 446,178 10,006 2.29% Facilities 469,652 6,232 0 475,884 1,313,685 837,801 176.05% Community & Public Works - Administration 367,126 8,074 0 375,200 400,427 25,227 6.72% Community & Public Works - Engineering 2,305,213 (212,287) (226,871) 1,866,055 2,015,430 149,375 8.00% Community & Public Works - Building 2,075,542 41,467 0 2,117,009 2,240,956 123,947 5.85% Community & Public Works - Planning 868,894 18,835 0 887,729 1,081,090 193,361 21.78% Economic Development 1,546,494 (119,853) (275,671) 1,150,970 1,189,806 38,836 3.37% Parks & Rec - Administration 376,124 7,372 0 383,496 720,793 337,297 87.95% Parks & Rec - Maintenance 972,455 0 0 972,455 1,398,583 426,128 43.82% Parks & Rec - Recreation 348,356 3,487 0 351,843 346,310 (5,533) (1.57%) Parks & Rec - Aquatics 565,700 0 0 565,700 569,200 3,500 0.62% Parks & Rec - Senior Center 38,112 804 0 38,916 33,994 (4,922) (12.65%) Parks & Rec - CenterPlace 996,503 99,864 0 1,096,367 675,980 (420,387) (38.34%) General Government 1,895,218 50,200 0 1,945,418 1,668,118 (277,300) (14.25%) Transfers out - #204 (2016 LTGO debt service) 401,150 0 0 401,150 398,950 (2,200) (0.55%) Transfers out - #309 (park capital projects) 160,000 0 0 160,000 160,000 0 0.00% Transfers out-#311 (pavement preservation) 1,011,800 0 0 1,011,800 1,021,900 10,100 1.00% Transfers out - #501 (IT equip reserve) 0 0 0 0 86,500 86,500 0.00% Transfers out - #502 (insurance premium) 600,000 0 0 600,000 700,000 100,000 16.67% Total Recurring Expenditures 53,030,555 205,771 24,467 53,260,793 S7,S4S,147 4,284,354 8.04% Recurring Revenues Over (Under) Recurring Expenditures 3,388,345 (205,771) (24,467) 3,158,107 4,820,953 Page 1 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended NONRECURRING ACTIVITY Revenues 2424 Proposed Budget 9/12/2023 Grant Proceeds (CLFR) 0 4,520,000 4,898,000 9,418,000 0 (9,418,000) (100.00%) Grant Proceeds (Comp Plan amendment) 0 0 0 0 325,000 325,000 0.00% Precinct Grant Proceeds 0 39,000 0 39,000 0 (39,000) (100.00%) Spokane County (Plante's Ferry Study) 0 50,000 0 50,000 0 (50,000) (100.00%) Judgments & Settlements 0 0 3,560,000 3,560,000 0 (3,560,000) (100.00%) Transfers in - #312 (police vehicle replacements) 1,200,000 0 0 1,200,000 0 (1,200,000) (100.00%) Total Nonrecurring Revenues 1,200,000 4,609,000 8,458,000 14,267,000 325,000 (13,942,000) (97.72%) Expenditures General Government- IT capital replacements 151,000 0 0 151,000 152,500 1,500 0.99% City Attorney (office furniture for new Paralegal) 8,500 0 0 8,500 0 (8,500) (100.00%) Public Safety (police vehicle replacements) 1,350,085 0 0 1,350,085 0 (1,350,085) (100.00%) Public Safety (Access/fencing White Elephant) 15,000 16,000 0 31,000 0 (31,000) (100.00%) Public Safety (Install Precinct gutters) 4,000 0 0 4,000 0 (4,000) (100.00%) Public Safety (Install security cameras at Precinct) 20,000 0 0 20,000 0 (20,000) (100.00%) Public Safety (Law Ent Staffing Assessment) 0 85,000 0 85,000 0 (85,000) (100.00%) Public Safety (furniture for roll call room) 0 30,000 0 30,000 0 (30,000) (100.00%) Public Safety (shop lift replacement) 0 25,000 0 25,000 0 (25,000) (100.00%) Public Safety (UTV) 0 0 0 0 36,000 36,000 0.00% Facilities (Precinct repairs & improvements) 0 0 0 0 155,000 155,000 0.00% Facilities (electric man -lift) 0 0 0 0 20,000 20,000 0.00% Facilities (CenterPlace repairs & improvements) 0 0 0 0 241,000 241,000 0.00% Engineering (furniture for additional staff) 0 16,600 0 16,600 0 (16,600) (100.00%) Econ Dev (20th Anniversary event planner) 30,000 4,769 0 34,769 0 (34,769) (100.00%) Econ Dev (Various studies - Tourism, etc) 0 209,975 0 209,975 0 (209,975) (100.00%) Parks & Rec (replace CenterPlace flooring) 26,000 0 0 26,000 0 (26,000) (100.00%) Parks & Rec (CenterPlace lobby improvements) 150,000 0 0 150,000 0 (150,000) (100.00%) Parks & Rec (Portico painting & carpet replacemt) 0 38,700 0 38,700 0 (38,700) (100.00%) Parks & Rec (CenterPlace equip assessment) 0 6,000 0 6,000 0 (6,000) (100.00%) Parks & Rec (CP emergency light backup batteries) 0 10,000 0 10,000 0 (10,000) (100.00%) Parks & Rec (CenterPlace sidewalk repairs) 0 20,000 0 20,000 0 (20,000) (100.00%) Parks & Rec (replace banquet chair at CP) 0 0 0 0 150,000 150,000 0.00% Parks & Rec (motorized shades for Great Room) 0 0 0 0 25,000 25,000 0.00% Financial Software Capital Costs 500,000 0 0 500,000 0 (500,000) (100.00%) City Hall Repairs 0 0 0 0 0 0 0.00% CLFR Project Expenditures 0 6,520,000 1,486,000 8,006,000 0 (8,006,000) (100.00%) Transfers out - #101 (Street Fund operations) 3,530,048 0 0 3,530,048 4,592,923 1,062,875 30.11 % Transfers out - #122 (replenish reserve) 0 500,000 0 500,000 0 (500,000) (100.00%) Transfers out - #309 (Balfour Park Imp Ph1) 0 427,327 0 427,327 0 (427,327) (100.00%) Transfers out - #309 (Pump replace Mirabeau Falls) 0 33,000 0 33,000 0 (33,000) (100.00%) Transfers out - #312 ('21 fund bal >50%) 0 5,358,054 0 5,358,054 0 (5,358,054) (100.00%) Total Nonrecurring Expenditures 5,784,633 13,300,425 1,486,000 20,571,058 5,372,423 (15,198,635) (73.88%) Nonrecurring Revenues Over (Under) Nonrecurring Expenditures (4,584,633) (8,691,425) 6,972,000 (6,304,058) (5,047,423) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (1,199,286) "(8,847,106) '" 0,947,533 " (3,145,951); ". (2,26,470), Beginning unrestricted fund balance 46,101,049 46,101,049 42,955,098 Ending unrestricted fund balance 44,904,761 42,955,098 42,728,628 Fund balance as a percent of recurring expenditures " " 84 68°l0 84 65°l0 74 25°l0 Page 2 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 #101 -STREET FUND RECURRING ACTIVITY Revenues Utility Tax Motor Vehicle Fuel (Gas) Tax Multimodal Transportation Revenue Right -of -Way Maintenance Fee Solid Waste Road Wear Fee (local streets) Investment Interest Miscellaneous Total Recurring Revenues CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended 857,000 0 0 857,000 2,062,600 0 0 2,062,600 139,200 0 0 139,200 95,000 0 0 95,000 0 1,700,000 0 1,700,000 500 0 0 500 10,000 0 0 10,000 3,164,300 1,700,000 0 4,864,300 9/12/2023 2424 Proposed Budget 900,000 43,000 5.02% 1,950,700 (111,900) (5.43%) 137,500 (1,700) (1.22%) 100,000 5,000 5.26% 1,700,000 0 0.00% 10,000 9,500 1900.00% 10,000 0 0.00% 4,808,200 (56,100) (1.15%) Expenditures Wages / Benefits / Payroll Taxes 1,314,394 186,998 0 1,501,392 1,523,490 22,098 1.47% Limited Term Wages/Benefits/Payroll Taxes 0 116,602 0 116,602 118,360 1,758 1.51% Supplies 191,500 5,700 0 197,200 245,400 48,200 24.44% Services & Charges 2,803,789 10,410 0 2,814,199 2,840,050 25,851 0.92% Snow Operations 1,081,915 0 0 1,081,915 1,699,464 617,549 57.08% Local Street Program 0 3,918,100 0 3,918,100 1,579,560 (2,338,540) (59.69%) Intergovernmental Payments 1,000,000 0 0 1,000,000 1,025,000 25,000 2.50% Vehicle rentals - #501 (non -plow vehicle rental) 27,750 0 0 27,750 41,950 14,200 51.17% Vehicle rentals - #501 (plow replace.) 275,000 0 0 275,000 300,000 25,000 9.09% Total Recurring Expenditures 6,694,348 4,237,810 0 10,932,158 9,373,274 (1,558,884) (14.26%) Recurring Revenues Over (Under) Recurring Expenditures Revenues Transfers in - #001 Transfers in - #106 (local streets) Transfers in - #311 (local streets) Transfers in - #312 (surface treatment pilot) Total Nonrecurring Revenues Expenditures Streetlight Replacement Program Capital Equipment Replacement Programs Generator for Maintenance Shop (112 cost to #40 Desks for Maintenance Shop (112 cost to #402) Bridge Replacement Program Signal Maintenance Equipment Transfers out - #311 (Summerfield local access) Transfers out - #501 (truck for Signal Technician) Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning fund balance Less restricted fund balance Ending fund balance (3,530,048) (2,537,810) 0 (6,067,858) (4,565,074) 3,530,048 2 0 0 3,530,048 4,592,923 1,062,875 30.11% 0 1,862,929 0 1,862,929 0 (1,862,929) (100.00%) 0 2,677,099 0 2,677,099 0 (2,677,099) (100.00%) 0 250,000 0 250,000 0 (250,000) (100.00%) 3,530,048 4,790,028 0 8,320,076 4,592,923 (3,727,153) (44.80%) 40,000 0 0 40,000 0 (40,000) (100.00%) 0 0 0 0 225,000 0 8,500 0 8,500 0 (8,500) (100.00%) 0 1,530 0 1,530 0 (1,530) (100.00%) 10,000 0 0 10,000 25,000 15,000 150.00% 40,000 0 0 40,000 0 (40,000) (100.00%) 0 0 1,655,955 1,655,955 0 (1,655,955) (100.00%) 58,000 0 0 58,000 0 (58,000) (100.00%) 148,000 10,030 1,655,955 1,813,985 250,000 (1,788,985) (86.22%) 3,382,048 4,779,998 (1,655,955) 6,506,091 4,342,923 (148,000)" 2,242,186, (,655,955) 438,233 (222,151) 1,319,206 1,319,206 1,757,439 0 (533,982) (561,831) 1,171,206 1,223,457 973,457 Page 3 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 9/12/2023 2024 Budget 2023 2024 Difference Between As 1st 2nd As Proposed 2023 and 2024 Adopted Amendment Amendment Amended Budget $ % SPECIAL" REVENUE PUND -continued " #103 - PATHS & TRAILS FUND Revenues Motor Vehicle Fuel (Gas) Tax 8,700 0 0 8,700 8,200 (500) (5.75%) Investment Interest 100 0 0 100 1,000 900 900.00% Total revenues 8,800 0 0 8,800 9,200 400 4.55% Expenditures Transfers out 0 0 0 0 0 0 0.00% Total expenditures 0 0 0 0 0 0 0.00% Revenues over (under) expenditures 8,800 8,800 9,200 Beginning fund balance 38,368 38,368 47,168 Ending fund balance 47,168 47,168 56,368 #104 - HOTEL / MOTEL TAX - TOURISM FACILITIES FUND Revenues Hotel/Motel Tax 600,000 0 0 600,000 600,000 0 0.00% Investment Interest 5,000 0 0 5,000 80,000 75,000 1500.00% Transfers in - #105 0 515,198 0 515,198 0 (515,198) (100.00%) Total revenues 605,000 515,198 0 1,120,198 680,000 (440,198) (39.30%) Expenditures Spokane Cnty - Avista Stadium Award 0 2,000,000 0 2,000,000 0 (2,000,000) (100.00%) Total expenditures 0 2,000,000 0 2,000,000 0 (2,000,000) (100.00%) Revenues over (under) expenditures 605,000 (879,802) 680,000 Beginning fund balance 5,619,705 5,619,705 4,739,903 Ending fund balance 6,224,705 4,739,903 5,419,903 #105 - HOTEL / MOTEL TAX FUND Revenues Hotel/Motel Tax 900,000 0 0 900,000 900,000 0 0.00% Investment Interest 1,000 0 0 1,000 10,000 9,000 900.00% Total revenues 901,000 0 0 901,000 910,000 9,000 1.00% Expenditures Transfers out - #001 30,000 0 0 30,000 30,000 0 0.00% Transfers out - #104 0 515,198 0 515,198 0 (515,198) (100.00%) Tourism Promotion 871,000 (561,298) 0 309,702 1,252,200 942,498 304.32% Total expenditures 901,000 (46,100) 0 854,900 1,282,200 427,300 49.98% Revenues over (under) expenditures 0 46,100 (372,200) Beginning fund balance 507,419 507,419 553,519 Ending fund balance 507,419 553,519 181,319 #106 - SOLID WASTE FUND Revenues Solid Waste Administrative Fee Solid Waste Road Wear Fee Investment Interest Total revenues Expenditures Education/Contract Admin Transfers out - #101 Transfers out - #311 Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance 225,000 0 0 225,000 250,000 25,000 11.11 % 1,700,000 (1,700,000) 0 0 0 0 0.00% 4,000 0 0 4,000 40,000 36,000 900.00% 1,929,000 (1,700,000) 0 229,000 290,000 61,000 26.64% 229,000 0 0 229,000 290,000 61,000 26.64% 0 1,862,929 0 1,862,929 0 (1,862,929) (100.00%) 1,700,000 (1,700,000) 0 0 0 0 0.00% 1,929,000 162,929 0 2,091,929 290,000 (1,801,929) (86.14%) 0 (1,862,929) 0 3,003,161 3,003,161 1,140,232 3,003,161 1,140,232 1,140,232 Page 4 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended #107 - PEG FUND Revenues 2424 Proposed Budget 9/12/2023 Comcast PEG contribution 71,000 0 0 71,000 63,000 (8,000) (11.27%) Investment Interest 0 0 0 0 3,000 3,000 0.00% Total revenues 71,000 0 0 71,000 66,000 (5,000) (7.04%) Expenditures PEG Reimbursement - CMTV 39,500 0 0 39,500 39,500 0 0.00% Capital Outlay 33,500 0 0 33,500 33,500 0 0.00% Total expenditures 73,000 0 0 73,000 73,000 0 0.00% Revenues over (under) expenditures (2,000) (2,000) (7,000) Beginning fund balance 233,782 233,782 231,782 Ending fund balance 231,782 231,782 224,782 #108 -AFFORDABLE & SUPPORTIVE HOUSING SALES TAX FUND Revenues Affordable & Supportive Housing Sales Tax 200,000 0 0 200,000 200,000 0 0.00% Investment Interest 0 0 0 0 8,000 8,000 0.00% Total revenues 200,000 0 0 200,000 208,000 8,000 4.00% Expenditures Professional Services 0 0 0 0 0 0 0.00% Total expenditures 0 0 0 0 0 0 0.00% Revenues over (under) expenditures 200,000 200,000 208,000 Beginning fund balance 577,569 577,569 777,569 Ending fund balance 777,569 777,569 985,569 #109 - TOURISM PROMOTION AREA FUND Revenues Tourism Promotion Area Fee 0 800,000 0 800,000 800,000 0 0.00% Investment Interest 0 0 0 0 0 0 0.00% Total revenues 0 800,000 0 800,000 800,000 0 0.00% Expenditures Professional Services 0 45,000 345,000 390,000 500,000 110,000 28.21% Total expenditures 0 45,000 345,000 390,000 500,000 110,000 28.21% Revenues over (under) expenditures 0 410,000 300,000 Beginning fund balance 0 0 410,000 Ending fund balance 0 410,000 710,000 #120 - CENTER PLACE OPERATING RESERVE FUND Revenues Investment Interest 0 0 0 0 0 0 0.00% Miscellaneous 0 0 0 0 0 0 0.00% Total revenues 0 0 0 0 0 0 0.00% Expenditures Operations 0 0 0 0 0 0 0.00% Total expenditures 0 0 0 0 0 0 0.00% Revenues over (under) expenditures 0 0 0 Beginning fund balance 300,000 300,000 300,000 Ending fund balance 300,000 300,000 300,000 Page 5 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended #121 - SERVICE LEVEL STABILIZATION RESERVE FUND Revenues Investment Interest Miscellaneous Total revenues Expenditures 0 0 0 0 0 0 0 0 0 0 0 0 2424 Proposed Budget 0 0 0 9/12/2023 0 0.00% 0 0.00% 0 0.00% Operations o 0 0 0 0 0 0.00% Total expenditures o 0 0 0 0 0 0.00% Revenues over (under) expenditures o 0 0 Beginning fund balance 5,500,000 5,500,000 5,500,000 Ending fund balance 5,500,000 5,500,000 5,500,000 #122 -WINTER WEATHER RESERVE FUND Revenues Investment Interest Transfers in - #001 Total revenues Expenditures Street maintenance expenditures Transfers out - #101 Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance #204 - LTGO BOND DEBT SERVICE FUND Revenues Spokane Public Facilities District Transfers in - #001 Transfers in - #301 Transfers in - #302 Total revenues Expenditures Debt Service Payments - CenterPlace Debt Service Payments - Roads Debt Service Payments - City Hall Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance 1,100 0 0 1,100 6,000 4,900 445.45% 0 500,000 o 500,000 0 (500,000) (100.00%) 1,100 500,000 0 501,100 6,000 (495,100) (98.80%) 500,000 0 0 500,000 500,000 0 0.00% 0 0 0 0 0 0 0.00% 500,000 0 0 500,000 500,000 0 0.00% (498,900) 1,100 (494,000) 31,780 31,780 532,880 (467,120) 32,880 38,880 527,200 0 0 527,200 551,600 24,400 4.63% 401,150 0 0 401,150 398,950 (2,200) (0.55%) 80,600 0 0 80,600 0 (80,600) (100.00%) 80,600 0 0 80,600 0 (80,600) (100.00%) 1,089,550 0 0 1,089,550 9So,SS0 (139,000) (12.76%) 527,200 0 0 527,200 551,600 24,400 4.63% 161,200 0 0 161,200 0 (161,200) (100.00%) 401,150 0 0 401,150 398,950 (2,200) (0.55%) 1,089,550 0 0 1,089,550 950,550 (139,000) (12.76%) 0 0 0 0 0 0 0 0 0 Page 6 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 #301 - REET 1 CAPITAL PROJECTS FUND Revenues REET 1 - Taxes Investment Interest Total revenues Expenditures Transfers out - #204 Transfers out - #303 Transfers out - #311 (pavement preservation) Transfers out - #314 Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance #302 - REET 2 CAPITAL PROJECTS FUND Revenues REET 2 - Taxes Investment Interest Total revenues Expenditures Transfers out - #204 Transfers out - #303 Transfers out - #309 Transfers out - #311 (pavement preservation) Transfers out - #314 Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended 2424 Proposed Budget 9/12/2023 1,500,000 0 0 1,500,000 1,500,000 0 0.00% 4,000 0 0 4,000 90,000 86,000 2150.00% 1,504,000 0 0 1,504,000 1,590,000 86,000 5.72% 80,600 0 0 80,600 0 (80,600) (100.00%) 385,967 0 174,471 560,438 897,312 336,874 60.11% 1,037,500 0 0 1,037,500 1,170,350 132,850 12.80% 3,655 0 3,544 7,199 801 (6,398) (88.87%) 1,507,722 0 178,015 1,685,737 2,068,463 382,726 22.70% (3,722) (181,737) (478,463) 5,314,928 5,314,928 5,133,191 5,311,206 5,133,191 4,654, 728 1,500,000 0 0 1,500,000 1,500,000 0 0.00% 6,000 0 0 6,000 100,000 94,000 1566.67% 1,506,000 0 0 1,506,000 1,600,000 94,000 6.24% 80,600 0 0 80,600 0 (80,600) (100.00%) 602,720 0 1,918,112 2,520,832 440,437 (2,080,395) (82.53%) 0 0 5,000 5,000 0 (5,000) (100.00%) 1,037,500 0 0 1,037,500 1,170,350 132,850 12.80% 135,000 0 1,875 136,875 182,500 45,625 33.33% 1,855,820 0 1,924,987 3,780,807 1,793,287 (1,987,520) (52.57%) (349,820) (2,274,807) (193,287) 6,791,175 6,791,175 4,516,368 6,441,355 4,516,368 4,323,081 Page 7 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended #303 - STREET CAPITAL PROJECTS FUND Revenues 2424 Proposed Budget 9/12/2023 Grant Proceeds 7,988,376 0 1,533,340 9,521,716 6,949,896 (2,571,820) (27.01%) Developer 71,615 0 379,392 451,007 588,130 137,123 30.40% Transfers in - #301 385,967 0 174,471 560,438 897,312 336,874 60.11 % Transfers in - #302 602,720 0 1,918,112 2,520,832 440,437 (2,080,395) (82.53%) Transfers in - #312 0 0 220,866 220,866 0 (220,866) (100.00%) Transfers in - #315 108,449 0 (108,449) 0 0 0 0.00% Total revenues 9,157,127 0 4,117,732 13,274,859 8,875,775 (4,399,084) (33.14%) Expenditures 205 Sprague/Barker Intersections Improvement 19,766 0 (19,766) 0 0 0 0.00% 249 Sullivan/Wellesley Intersection 0 0 765,321 765,321 0 (765,321) (100.00%) 300 Pines and Mission Intersection Improvement 1,294,831 0 (952,285) 342,546 1,599,256 1,256,710 366.87% 313 Barker Rd/Union Pacific Crossing 1,044,000 0 0 1,044,000 50,000 (994,000) (95.21%) 318 Wilbur Sidewalk - Boone to Mission 0 0 172,701 172,701 0 (172,701) (100.00%) 320 Sullivan Preservation - Sprague to 8th 2,070,462 0 395,578 2,466,040 5,000 (2,461,040) (99.80%) 321 Argonne Corridor Impry - North of Knox 10,000 0 0 10,000 19,608 9,608 96.08% 326 2020 Citywide Retroreflective Post Plates 89,502 0 0 89,502 0 (89,502) (100.00%) 327 Sprague Stormwater & Crossing Project 1,557,410 0 0 1,557,410 2,365,000 807,590 51.85% 329 Barker Road Imp- City Limits to Appleway 750,000 0 (652,029) 97,971 50,000 (47,971) (48.96%) 332 NE Industrial Area - Sewer Extension 25,000 0 (25,000) 0 0 0 0.00% 335 Mission Ave over Evergreen Deck Repair 0 0 409,539 409,539 0 (409,539) (100.00%) 340 8th Ave Sidewalk - Coleman to Park 401,011 0 924,155 1,325,166 0 (1,325,166) (100.00%) 342 School zone beacons 0 0 112,417 112,417 0 (112,417) (100.00%) 344 Park Rd Sidewalk- Broadway to cataldo 338,862 0 0 338,862 0 (338,862) (100.00%) 345 Park Rd Sidewalk- Nora to Baldwin 311,600 0 0 311,600 0 (311,600) (100.00%) 346 Bowdish Sidewalk 12th to 22nd 244,683 0 232,690 477,373 2,106,777 1,629,404 341.33% 347 Broadway and Park Intersection 0 0 2,124,411 2,124,411 410,134 (1,714,277) (80.69%) 348 Barker Road Improvements- Appleway to 190 0 0 300,000 300,000 0 (300,000) (100.00%) 351 Barker Road Imp - Sprague to Appleway 0 0 255,000 255,000 595,000 340,000 133.33% Argonne Bridge 0 0 75,000 75,000 675,000 600,000 800.00% Contingency 1,000,000 0 0 1,000,000 1,000,000 0 0.00% Total expenditures 9,157,127 0 4,117,732 13,274,859 8,875,775 (4,399,084) (33.14%) Revenues over (under) expenditures 0 0 0 Beginning fund balance 1,943,151 1,943,151 1,943,151 Ending fund balance 1,943,151 1,943,151 1,943,151 Note: Work performed for pavement preservation projects out of the Street Capital Projects Fund is for items such as sidewalk upgrades that the were bid with the pavement preservation work. Page 8 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 #309 - PARK CAPITAL PROJECTS FUND Revenues Grant Proceeds Transfers in - #001 Transfers in - #302 Transfers in - #310 Transfers in - #312 Total revenues Expenditures 314 Balfour Frontage Improvements 316 Balfour Park improvements Phase 1 328 Sullivan Park water line 338 Spokane Valley River Loop Trail Replace pump at Mirabeau Falls Parking & Trail Design (Summerfield, Ponderosa, F West Lawn Shade Canopy for Stage Greenacres Park Phase 2 Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st 2nd Amendment Amendment As Amended 2424 Proposed Budget 9/12/2023 126,100 0 200,790 326,890 0 (326,890) (100.00%) 160,000 460,327 0 620,327 160,000 (460,327) (74.21%) 0 0 5,000 5,000 0 (5,000) (100.00%) 0 40,192 0 40,192 0 (40,192) (100.00%) 4,523,900 1,153,946 0 5,677,846 220,000 (5,457,846) (96.13%) 4,810,000 1,654,465 205,790 6,670,255 380,000 (6,290,255) (94.30%) 0 0 5,000 5,000 0 (5,000) (100.00%) 3,400,000 1,621,465 200,790 5,222,255 20,000 (5,202,255) (99.62%) 500,000 0 0 500,000 0 (500,000) (100.00%) 750,000 0 0 750,000 0 (750,000) (100.00%) 0 33,000 0 33,000 0 (33,000) (100.00%) I 136,900 0 0 136,900 0 (136,900) (100.00%) 23,100 0 0 23,100 0 (23,100) (100.00%) 0 0 0 0 200,000 200,000 0.00% 4,810,000 1,654,465 205,790 6,670,255 220,000 (6,450,255) (96.70%) 0 0 160,000 177,301 177,301 177,301 177,301 177,301 337,301 #310 - CIVIC FACILITIES CAPITAL PROJECTS FUND Revenues Investment Interest 1,000 0 0 1,000 1,200 200 20.00% 1,000 0 0 1,000 1,200 200 20.00% Total revenues Expenditures Payment to Library District 0 799,093 0 799,093 0 Transfer out - #309 (Balfour Park) 0 40,192 0 40,192 0 Total expenditures 0 839,285 0 839,285 0 Revenues over (under) expenditures 1,000 (838,285) 1,200 Beginning fund balance 853,709 853,709 15,424 Ending fund balance 854,709 15,424 16,624 Note: The fund balance in #310 includes $839,281.10 paid by the Library District for 2.82 acres at the Balfour Park site. If the District does not succeed in getting a voted bond approved by October 2022 then the City may repurchase this land at the original sale price of $839,285.10. Of this amount, $799,093 was paid out to the Library District for improvements during 2023 with the remaining $40,192 expected to be transferred to Fund #309 for joint improvements made by the City in 2023. #311 -PAVEMENT PRESERVATION Revenues Transfers in - #001 Transfers in - #101 (Local Streets) Transfers in - #106 Transfers in - #301 Transfers in - #302 Grant Proceeds Total revenues Expenditures Pavement preservation Pre -project GeoTech Transfer out - #101 (local streets) Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance (799,093) (100.00%) (40,192) (100.00%) (839,285) (100.00%) 1,011,800 0 0 1,011,800 1,021,900 10,100 1.00% 0 0 1,655,955 1,655,955 0 (1,655,955) (100.00%) 1,700,000 (1,700,000) 0 0 0 0 0.00% 1,037,500 0 0 1,037,500 1,170,350 132,850 12.80% 1,037,500 0 0 1,037,500 1,170,350 132,850 12.80% 1,760,000 0 876,000 2,636,000 0 (2,636,000) (100.00%) 6,546,800 (1,700,000) 2,531,955 7,378,755 3,362,600 (4,016,155) (54.43%) 7,805,121 0 (23,470) 7,781,651 3,500,000 (4,281,651) (55.02%) 50,000 0 0 50,000 50,000 0 0.00% 0 2,677,099 0 2,677,099 0 (2,677,099) (100.00%) 7,855,121 2,677,099 (23,470) 10,508,750 3,SS0,000 (6,958,750) (66.22%) (1,308,321) (3,129,995) (187,400) 6,615,700 6,615,700 3,485,705 5,307,379 3,485,705 3,298,305 Page 9 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 #312 - CAPITAL RESERVE FUND Revenues Transfers in - #001 ('21 fund bal >50%) Grant Proceeds Investment Interest Total revenues Expenditures Transfers out - #001 (police vehicle replacements) Transfers out - #101 (surface treatment pilot) Transfers out - #303 (Barker Rd Widening) Transfers out - #303 (School beacons) Transfers out - #309 (Balfour Park Improvements P Transfers out - #309 (Sullivan Park water line) Transfers out - #309 (Spokane Valley River Loop T Transfers out - #309 (Greenacres Park Ph2) Transfers out - #314 (Barker Rd Overpass) Transfers out - #314 (Pines Rd Underpass) Transfers out - #314 (Sullivan Interchange) 10303 E Sprague Property Acquisition WSDOT Sullivan Park Property Acquisition Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st 2nd Amendment Amendment As Amended 2424 Proposed Budget 9/12/2023 0 5,358,054 0 5,358,054 0 (5,358,054) (100.00%) 0 0 0 0 0 0 0.00% 20,000 0 0 20,000 500,000 480,000 2400.00% 20,000 5,358,054 0 5,378,054 500,000 (4,878,054) (90.70%) 1,200,000 r+ 0 0 1,200,000 0 0 250,000 0 250,000 0 0 0 108,449 108,449 0 0 0 112,417 112,417 0 i 3,400,000 1,153,946 0 4,553,946 20,000 373,900 0 0 373,900 0 750,000 0 0 750,000 0 0 0 0 0 200,000 347,998 0 15,940 363,938 725,000 196,394 0 190,962 387,356 20,094 0 0 46,274 46,274 61,698 0 791,000 0 791,000 0 0 759,600 0 759,600 0 6,268,292 2,954,546 474,042 9,696,880 1,026,792 (6,248,292) (4,318,826) (526,792) 16,658,020 16,658,020 12, 339,194 10,409, 728 12, 339,194 11,812,402 #314 - RAILROAD GRADE SEPARATION PROJECTS FUND Revenues Grant Proceeds 2,827,086 Developer Contributions 187,511 Transfers in #301 3,655 Transfers in #302 135,000 Transfers in #312 544,392 Total revenues Expenditures 143 Barker BNSF Grade Separation 223 Pines Rd Underpass 311 Sullivan Rd Interchange Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance #315 - TRANSPORTATION IMPACT FEES FUND Revenues (1,200,000) (100.00%) (250,000) (100.00%) (108,449) (100.00%) (112,417) (100.00%) (4,533,946) (99.56%) (373,900) (100.00%) (750,000) (100.00%) 200,000 0.00% 361,062 99.21% (367,262) (94.81 %) 15,424 33.33% (791,000) (100.00%) (759,600) (100.00%) (8,670,088) (89.41%) 0 2,069,927 4,897,013 2,112,530 (2,784,483) (56.86%) 0 266,530 454,041 0 (454,041) (100.00%) 0 3,544 7,199 801 (6,398) (88.87%) 0 1,875 136,875 182,500 45,625 33.33% 0 253,176 797,568 806,792 9,224 1.16% 3,697,644 0 2,595,052 6,292,696 3,102,623 (3,190,073) (50.69%) 750,000 0 240,894 990,894 2,200,000 0 1,665,897 3,865,897 1,000,000 0 615,462 1,615,462 725,000 (265,894) (26.83%) 273,674 (3,592,223) (92.92%) 2,153,948 538,486 33.33% 3,950,000 0 2,522,253 6,472,253 3,152,622 (3,319,631) (51.29%) (252,356) (179,557) (49,999) 267,460 267,460 87,903 15,104 87,903 37,904 Transportation Impact Fees 200,000 0 0 200,000 300,000 100,000 50.00% Total revenues 200,000 0 0 200,000 300,000 100,000 50.00% Expenditures Transfers out - #303 108,449 0 (108,449) 0 0 0 0.00% Total expenditures 108,449 0 (108,449) 0 0 0 0.00% Revenues over (under) expenditures 91,551 200,000 300,000 Beginning fund balance 665,904 665,904 865,904 Ending fund balance 757,455 865,904 1,165,904 Page 10 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended 2424 Proposed Budget 9/12/2023 #316 - ECONOMIC DEVELOPMENT CAPITAL PROJECTS FUND Revenues Transfer in 0 0 0 0 0 0 0.00% Total revenues 0 0 0 0 0 0 0.00% Expenditures Fairgrounds Building 0 Total expenditures 0 Revenues over (under) expenditures 0 Beginning fund balance 0 Ending fund balance 0 #402 - STORMWATER FUND RECURRING ACTIVITY Revenues Stormwater Management Fees Investment Interest Miscellaneous Total Recurring Revenues Expenditures Wages / Benefits / Payroll Taxes Supplies Services & Charges Intergovernmental Payments Vehicle rentals - #501 Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures NONRECURRING ACTIVITY Revenues Grant Proceeds Miscellaneous Total Nonrecurring Revenues Expenditures Capital - various projects Watershed studies Stormwater comprehensive plan update Generator for Maintenance Shop (112 cost to #10 Desks for Maintenance Shop (112 cost to #101) Land Acquisition for Easement Transfers out - #501 (Stormwater Vehicle) Total Nonrecurring Expenditures Nonrecurring Revenues Over (Under) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures Beginning working capital Ending working capital 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00% 0 0.00% 1,951,000 3,649,000 0 5,600,000 5,600,000 0 0.00% 2,000 0 0 2,000 40,000 38,000 1900.00% 0 0 0 0 0 0 0.00% 1,953,000 3,649,000 0 5,602,000 5,640,000 38,000 0.68% 635,392 321,976 0 957,368 1,316,976 359,608 37.56% 20,800 78,500 0 99,300 44,700 (54,600) (54.98%) 1,449,742 315,080 0 1,764,822 2,422,317 657,495 37.26% 48,000 0 0 48,000 48,000 0 0.00% 6,750 0 0 6,750 13,000 6,250 92.59% 2,160,684 715,556 0 2,876,240 3,844,993 968,753 33.68% (207,684) 2,933,444 0 2,725,760 1,795,007 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 0.00% 0 0 0 0 0 0 0.00% 200,000 1 150,000 0 350,000 1,500,000 1,150,000 328.57% 100,000 0 0 100,000 150,000 50,000 50.00% 50,000 0 0 50,000 0 (50,000) (100.00%) 0 8,500 0 8,500 0 (8,500) (100.00%) 0 1,530 0 1,530 0 (1,530) (100.00%) 0 260,000 0 260,000 0 (260,000) (100.00%) 0 0 60,000 60,000 0 (60,000) (100.00%) 350,000 420,030 60,000 830,030 1,650,000 819,970 98.79% (350,000) (420,030) (60,000) (830,030) (1,650,000) 2,278,363 1,720,679 2,278,363 4,174,093 4,174,093 4,319,100 Page 11 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 #403 - AQUIFER PROTECTION AREA Revenues Spokane County Grant Proceeds Investment Interest Total revenues Expenditures Capital - various projects Effectiveness study Total expenditures Revenues over (under) expenditures Beginning working capital Ending working capital #501 - ER&R FUND Revenues Vehicle rentals - #001 Vehicle rentals - #101 Vehicle rentals - #101 (plow replace.) Vehicle rentals - #402 Transfers in - #101 (IT equipment reserve) Transfers in - #101 (Additional dump bed truck) Transfers in - #402 (Stormwater vehicle) Investment Interest Total revenues Expenditures Small tools & minor equipment Vehicle purchases Snow plow purchase Heavey Duty Machinery & Equipment Total expenditures Revenues over (under) expenditures Beginning working capital Ending working capital #502 - RISK MANAGEMENT FUND Revenues Investment Interest Transfers in - #001 Total revenues Expenditures Auto & Property Insurance Miscellaneous Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended 2424 Proposed Budget 9/12/2023 460,000 0 0 460,000 500,000 40,000 8.70% 397,500 0 0 397,500 0 (397,500) (100.00%) 1,900 0 0 1,900 20,000 18,100 952.63% 859,400 0 0 859,400 520,000 (339,400) (39.49%) 1,421,100 0 0 1,421,100 1,000,000 (421,100) (29.63%) 55,000 0 0 55,000 55,000 0 0.00% 1,476,100 0 0 1,476,100 1,OSS,000 (421,100) (28.53%) (616,700) (616,700) (535,000) 1,520,522 1,520,522 903,822 903,822 903,822 368,822 52,100 0 7,500 59,600 46,750 (12,850) (21.56%) 27,750 0 0 27,750 41,950 14,200 51.17% 275,000 0 0 275,000 300,000 25,000 9.09% 6,750 0 0 6,750 13,000 6,250 92.59% 0 0 0 0 86,500 86,500 0.00% 58,000 0 0 58,000 0 (58,000) (100.00%) 0 0 60,000 60,000 0 (60,000) (100.00%) 2,000 0 0 2,000 20,000 18,000 900.00% 421,600 0 67,500 489,100 508,200 19,100 3.91% 10,000 0 0 10,000 10,000 0 0.00% 238,000 0 238,500 476,500 120,000 (356,500) (74.82%) 275,000 0 0 275,000 300,000 25,000 9.09% 0 0 0 0 270,000 270,000 0.00% 523,000 0 238,500 761,500 700,000 (61,500) (8.08%) (101,400) (272,400) (191,800) 1,417,119 1,417,119 1,144,719 1,315,719 1,144,719 952,919 0 0 0 0 0 0 0.00% 600,000 0 0 600,000 700,000 100,000 16.67% 600,000 0 0 600,000 700,000 100,000 16.67% 600,000 0 0 600,000 700,000 100,000 16.67% 0 0 0 0 0 0 0.00% 600,000 0 0 600,000 700,000 100,000 16.67% 0 0 0 428,022 428,022 428,022 428,022 428,022 428,022 Page 12 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\1budget summary as of 2023 09 12 #632 - PASSTHROUGH FEES & TAXES FUND Revenues Fees & taxes collected for other governments Total revenues Expenditures Fees & taxes remitted to other governments Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance CITY OF SPOKANE VALLEY, WA 2024 Budget 202 As Adopted 1st I 2nd I Amendment Amendment As I Amended 2424 Proposed Budget 9/12/2023 591,000 0 0 591,000 500,000 (91,000) (15.40%) 591,000 0 0 591,000 500,000 (91,000) (15.40%) 591,000 0 0 591,000 500,000 (91,000) (15.40%) 591,000 0 0 591,000 500,000 (91,000) (15.40%) 0 0 0 0 0 0 0 0 0 Iotai OT Kevenues Tor all tunas "IUU,y25b,26y 2U,"1lb,14b "I l,y lb,U2y lSy,"I J25,U4J "Iu:5,by2"51-1 Total of Expenditures for all Funds 111,363,401 29,176,846 13,100,822 153,641,069 105,273,526 Total grant revenues (included in total revenues) 13,219,062 4,559,000 9,578,057 27,356,119 9,507,426 Total Capital expenditures (included in total expenditures) 30,029,433 3,703,665 7,060,805 40,793,903 19,420,397 Page 13 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget 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 (h1m tax-CP advertising) Total Recurring Revenues 13, 569, 200 13, 569, 200 30,555,000 30,555,000 1,357,000 1,357,000 2,398,000 2,398,000 383,000 383,000 1,215,000 1,215,000 2,341,000 2,341,000 518,600 518,600 3,145,900 3,145,900 625,500 625,500 120,000 120,000 2,500 2,500 158,200 158,200 30,000 30,000 56,418,900 56,418,900 20,24, as of 6/13/2, 62 I $ , Change as revised : 13,874,900 0 13,874,900 33,709,600 0 33,709,600 1,600,800 0 1,600,800 2,818,500 0 2,818,500 485,000 0 485,000 1,370,000 0 1,370,000 2,375,100 94,300 2,469,400 500,600 0 500,600 3,481,900 0 3,481,900 607,200 0 607,200 120,000 0 120,000 87,000 0 87,000 1,211,200 0 1,211,200 30,000 0 30,000 62,271,800 94,300 62,366,100 9/12/2023 305,700 2.25% 3,154, 600 10.32 % 243,800 17.97% 420,500 17.54% 102,000 26.63% 155,000 12.76% 128,400 5.48% (18,000) (3.47%) 336,000 10.68% (18,300) (2.93%) 0 0.00% 84,500 3380.00% 1,053,000 665.61% 0 0.00% 5,947,200 10.54% Expenditures City Council 707,558 707,558 711,607 9,800 721,407 13,849 1.96% City Manager 965,890 844,414 1,231,340 (321,257) 910,083 65,669 7.78% City Attorney 903,110 921,906 932,980 0 932,980 11,074 1.20% City Services 0 773,988 0 900,185 900,185 126,197 16.30% Public Safety 32,771,515 32,772,361 35,251,248 0 35,251,248 2,478,887 7.56% Deputy City Manager 590,817 604,752 595,023 0 595,023 (9,729) (1.61%) Finance 1,313,840 1,414,066 1,401,988 (16,200) 1,385,788 (28,278) (2.00%) Human Resources 354,278 385,584 380,533 0 380,533 (5,051) (1.31%) Information Technology 425,208 436,172 446,178 0 446,178 10,006 2.29% Facilities 469,652 475,884 1,313,685 0 1,313,685 837,801 176.05% Community & Public Works - Administration 367,126 375,200 400,427 0 400,427 25,227 6.72% Community & Public Works - Engineering 2,305,213 1,866,055 2,256,597 (241,167) 2,015,430 149,375 8.00% Community & Public Works - Building 2,075,542 2,117,009 2,246,256 (5,300) 2,240,956 123,947 5.85% Community & Public Works - Planning 868,894 887,729 1,081,090 0 1,081,090 193,361 21.78% Economic Development 1,546,494 1,150,970 1,355,160 (165,354) 1,189,806 38,836 3.37% Parks & Rec -Administration 376,124 383,496 501,271 219,522 720,793 337,297 87.95% Parks & Rec - Maintenance 972,455 972,455 1,398,583 0 1,398,583 426,128 43.82% Parks & Rec - Recreation 348,356 351,843 346,310 0 346,310 (5,533) (1.57%) Parks & Rec - Aquatics 565,700 565,700 569,200 0 569,200 3,500 0.62% Parks & Rec - Senior Center 38,112 38,916 33,994 0 33,994 (4,922) (12.65%) Parks & Rec - CenterPlace 996,503 1,096,367 675,980 0 675,980 (420,387) (38.34%),,,, General Government 1,895,218 1,945,418 1,667,818 300 1,668,118 (277,300) (14.25%) Transfers out - #204 (2016 LTGO debt service) 401,150 401,150 398,950 0 398,950 (2,200) (0.55%) Transfers out - #309 (park capital projects) 160,000 160,000 160,000 0 160,000 0 0.00% Transfers out- #311 (pavement preservation) 1,011,800 1,011,800 1,021,900 0 1,021,900 10,100 1.00% Transfers out - #501 (IT equip reserve) 0 0 86,500 0 86,500 86,500 0.00% Transfers out - #502 (insurance premium) 600,000 600,000 600,000 100,000 700,000 100,000 16.67% Total Recurring Expenditures 53,030,555 53,260,793 57,064,618 480,529 57,545,147 4,284,354 8.04% Recurring Revenues Over (Under) Recurring Expenditures 3,388,345 3,158,107 5,207,182 (386,229) 4,820,953 Net difference $466,683 Net difference $336,083 Page 14 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget General Fund NONRECURRING ACTIVITY Revenues Grant Proceeds (CLFR) 0 9,418,000 Grant Proceeds (Comp Plan amendment) 0 0 Precinct Grant Proceeds 0 39,000 Spokane County (Plante's Ferry Study) 0 50,000 Judgments & Settlements 0 3,560,000 Transfers in - #312 (police vehicle replacements) 1,200,000 1,200,000 Total Nonrecurring Revenues 1,200,000 14,267,000 Expenditures General Government - IT capital replacements 151,000 151,000 City Attorney (office furniture for new Paralegal) 8,500 8,500 Public Safety (police vehicle replacements) 1,350,085 1,350,085 Public Safety (Access/fencing White Elephant) 15,000 31,000 Public Safety (Install Precinct gutters) 4,000 4,000 Public Safety (Install security cameras at Precinct) 20,000 20,000 Public Safety (Law Enf Staffing Assessment) 0 85,000 Public Safety (furniture for roll call room) 0 30,000 Public Safety (shop lift replacement) 0 25,000 Public Safety (UTV) 0 0 Facilities (Precinct repairs & improvements) 0 0 Facilities (electric man -lift) 0 0 Facilities (CenterPlace repairs & improvements) 0 0 Engineering (furniture for additional staff) 0 16,600 Econ Dev (20th Anniversary event planner) 30,000 34,769 Econ Dev (Various studies - Tourism, etc) 0 209,975 Parks & Rec (replace CenterPlace flooring) 26,000 26,000 Parks & Rec (CenterPlace lobby improvements) 150,000 150,000 Parks & Rec (Portico painting & carpet replacemt) 0 38,700 Parks & Rec (CenterPlace equip assessment) 0 6,000 Parks & Rec (CP emergency light backup batteries, 0 10,000 Parks & Rec (CenterPlace sidewalk repairs) 0 20,000 Parks & Rec (replace banquet chair at CP) 0 0 Parks & Rec (motorized shades for Great Room) 0 0 Financial Software Capital Costs 500,000 500,000 City Hall Repairs 0 0 CLFR Project Expenditures 0 8,006,000 Transfers out - #101 (Street Fund operations) 3,530,048 3,530,048 Transfers out - #122 (replenish reserve) 0 500,000 Transfers out - #309 (Balfour Park Imp Ph1) 0 427,327 Transfers out - #309 (Pump replace Mirabeau Fall 0 33,000 Transfers out - #312 ('21 fund bal>50%) 0 5,358,054 Total Nonrecurring Expenditures 5,784,633 20,571,058 20,24, as of 6/13/2, 62 I $ , Change as revised : 0 0 0 325,000 0 325,000 0 0 0 0 0 0 0 0 0 0 0 0 325,000 0 325,000 152,500 0 152,500 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 36,000 36,000 0 155,000 155,000 0 20,000 20,000 0 241,000 241,000 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 0 0 0 150,000 150,000 0 25,000 25,000 0 0 0 0 0 0 0 0 0 4,654,514 (61,591) 4,592,923 0 0 0 0 0 0 0 0 0 0 0 0 4,807,014 565,409 5,372,423 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures (4,584,633) (6,304,058) (4,482,014) (5,047,423) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (1,196,288) (3,14;5,g,5 J) 725,168 -; (226,470)�, Beginning unrestricted fund balance 46,101,049 46,101,049 42,955,098 42,955,098 Ending unrestricted fund balance 44,904,761 42,955,098 /" 43,680,266 42,728,628 Ending fund balance as a percent of recurring expenditures = 1 74.25% 9/12/2023 (9,418,000) (100.00%) 325,000 0.00% (39,000) (100.00%) (50,000) (100.00%) (3,560,000) (100.00%) (1,200,000) (100.00%) (13,942,000) (97.72%) 1,500 0.99% (8,500) (100.00%) (1,350,085) (100.00%) (31,000) (100.00%) (4,000) (100.00%) (20,000) (100.00%) (85,000) (100.00%) (30,000) (100.00%) (25,000) (100.00%) 36,000 0.00% 155,000 0.00% 20,000 0.00% 241,000 0.00% (16,600) (100.00%) (34,769) (100.00%) (209,975) (100.00%) (26,000) (100.00%) (150,000) (100.00%) (38,700) (100.00%) (6,000) (100.00%) (10,000) (100.00%) (20,000) (100.00%) 150,000 0.00% 25,000 0.00% (500,000) (100.00%) 0 0.00% (8,006,000) (100.00%) 1,062,875 30.11% (500,000) (100.00%) (427,327) (100.00%) (33,000) (100.00%) (5,358,054) (100.00%) (15,198,635) (73.88%) Recurring Expenditures Public Safety 32,771,515 32,772,361 35,251,248 0 35,251,248 7.56% 61.26% All other departments 20,259,040 20,488,432 21,813,370 480,529 22,293,899 8.81% 38.74% 53,030,555 53,260,793 57,064,618 480,529 57,545,147 8.04% 100.00% Page 15 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 9/12/2023 General Fund #001 2024 Budget Worksheets - General Fund Changes from June 13 to September 12, 2023 Revenues 001.000.000.336.06.21 MVET Criminal Justice - Population 001.000.000.336.06.26 CJ Special Programs 001.000.000.336.06.42 Marijuana Excise Tax Distribution 001.000.000.336.06.94 Liquor Board Excise Tax 001.000.000.336.06.95 Liquor Board Profits Expenditures Council 001.011.000.511.60.49.02 Memberships (AWC increase) Li0e-item i Line -Item Budget @ Increase 1 Budget @ 6/13/2023 (Decrease) ' /12/2023 40,700 100 40,800 141,000 4,000 145,000 174,600 3,600 178,200 731,500 45,000 776,500 769,300 41,600 810,900 94,300 R 75,000 9,800 84,800 9,800 City Manager 001.013.000.513.10.10.00 Wages R 738,815 (226,164) 512,651 001.013.000.513.10.20.00 Payroll Taxes and Benefits R 357,325 (95,093) 262,232 (321,257) City Services 001.013.016.513.10.10.00 Wages R 0 546,318 546,318 001.013.016.513.10.20.00 Payroll Taxes and Benefits R 0 188,513 188,513 001.013.016.565.40.10.00 Wages - H&H R 0 104,268 104,268 001.013.016.565.40.20.00 Payroll Taxes & Benefits - H&H R 0 30,686 30,686 001.013.016.565.40.31.01 Office Supplies - H&H R 0 2,500 2,500 001.013.016.565.40.41.25 Encampment Cleanup Services- H&H R 0 1,000 1,000 001.013.016.565.40.42.03 Cell Phones- H&H R 0 600 600 001.013.016.565.40.43.01 Travel/Mileage- H&H R 0 1,000 1,000 001.013.016.565.40.45.00 Shelter Space Rental- H&H R 0 24,000 24,000 001.013.016.565.40.48.03 Software Licenses & Maintenance- H&H R 0 100 100 001.013.016.565.40.49.02 Memberships- H&H R 0 200 200 001.013.016.565.40.49.04 Registrations/Training- H&H R 0 1,000 1,000 900,185 Public Safety 001.016.099.594.21.64.05 Heavy Duty Machinery & Equip - UTV N 0 36,000 36,000 36,000 Finance 001.018.014.514.23.10.00 Wages R 982,321 (30,360) 951,961 001.018.014.514.23.20.00 Payroll Taxes and Benefits R 396,967 14,160 411,127 (16,200) Facilities 001.033.036.521.50.48.07 Man -gate at Precinct property N 0 10,000 10,000 001.033.036.594.21.62.01 Parking lot repairs at Precinct N 0 75,000 75,000 001.033.036.521.50.48.01 Replace flooring in Precinct roll call room N 0 20,000 20,000 001.033.036.594.21.62.01 Precinct building signage N 0 50,000 50,000 001.033.000.594.18.64.05 Electric man -lift N 0 20,000 20,000 001.033.037.575.50.48.07 Seal, coat, and strip CenterPlace parking I N 0 100,000 100,000 001.033.037.594.75.64.05 Replace walk-in coolers at CenterPlace N 0 120,000 120,000 001.033.037.594.75.64.05 Replace boiler modules at CenterPlace N 0 15,000 15,000 001.033.037.594.75.64.05 Expansion tank for cooling system at CP N 0 6,000 6,000 416,000 CPW - Engineering 001.040.041.543.10.10.00 Wages R 811,167 (174,336) 636,831 001.040.041.543.10.20.00 Payroll Taxes and Benefits R 338,394 (63,681) 274,713 001.040.041.543.10.45.07 Interfund Vehicle Lease R 11,600 2,850 14,450 001.040.041.558.50.45.07 Interfund Vehicle Lease R 11,000 (6,000) 5,000 (241,167) Page 16 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 9/12/2023 General Fund #001 2024 Budget Worksheets - General Fund Changes from June 13 to September 12, 2023 Li0e-item Ling -Item Account Budget @ Increase Budget @ Number pescriptio i 6/13/2t323 (Decrease) ! /12/2023 CPW - Building 001.040.043.524.60.45.07 Interfund Vehicle Lease R 3,800 (2,800) 1,000 001.040.043.558.50.45.07 Interfund Vehicle Lease R 11,500 (2,500) 9,000 (5,300) Economic Development 001.040.042.565.40.10.00 Wages - H&H R 104,268 (104,268) 0 001.040.042.565.40.20.00 Payroll Taxes & Benefits - H&H R 30,686 (30,686) 0 001.040.042.565.40.31.01 Office Supplies - H&H R 2,500 (2,500) 0 001.040.042.565.40.41.25 Encampment Cleanup Services- H&H R 1,000 (1,000) 0 001.040.042.565.40.42.03 Cell Phones- H&H R 600 (600) 0 001.040.042.565.40.43.01 Travel/Mileage- H&H R 1,000 (1,000) 0 001.040.042.565.40.45.00 Shelter Space Rental- H&H R 24,000 (24,000) 0 001.040.042.565.40.48.03 Software Licenses & Maintenance- H&H R 100 (100) 0 001.040.042.565.40.49.02 Memberships- H&H R 200 (200) 0 001.040.042.565.40.49.04 Registrations/Training- H&H R 1,000 (1,000) 0 (165,354) Parks & Recreation 001.076.000.576.80.10.00 Wages R 221,174 132,816 353,990 001.076.000.576.80.20.00 Payroll Taxes and Benefits R 84,840 86,706 171,546 001.076.099.594.75.64.01 Replace CenterPlace banquet chairs N 0 150,000 150,000 001.076.099.594.75.64.01 New motorized shades for CP Great Roon N 0 25,000 25,000 394,522 General Government 001.090.000.518.90.45.07 Interfund Vehicle Lease R 3,000 300 3,300 001.090.000.597.50.00.20 Transfer out - #502 R 600,000 100,000 700,000 001.090.099.597.10.00.10 Transfer out - #101 N 4,654,514 (61,591) 4,592,923 38,709 Total changes in General Fund expenditures 1,045,938 R = recurring 480,529 N = nonrecurring 565,409 1,045,938 Page 17 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget General Fund Department Changes from 2023 to 2024 City Council Wages, Payroll Taxes & Benefits 359,978 368,807 8,829 2.45% Supplies 5,500 3,000 (2,500) (45.45%) Services & Charges 342,080 349,600 7,520 2.20% Total 707,558 721,407 13,849 1.96% City Manager Wages, Payroll Taxes & Benefits 765,414 774,883 9,469 1.24% Supplies 5,500 6,700 1,200 21.82% Services & Charges 73,500 128,500 55,000 74.83% Total 844,414 910,083 65,669 7.78% City Attorney Wages, Payroll Taxes & Benefits 819,825 778,753 (41,072) (5.01 %) Supplies 5,322 6,253 931 17.49% Services & Charges 96,759 147,974 51,215 52.93% Total 921,906 932,980 11,074 1.20% Citv Services Wages, Payroll Taxes & Benefits 628,588 869,785 241,197 38.37% Supplies 2,500 2,500 0 0.00% Services & Charges 142,900 27,900 (115,000) (80.48%) Total 773,988 900,185 126,197 16.30% Public Safety Wages/Payroll Taxes/Benefits 38,689 0 (38,689) (100.00%) Supplies 51,500 25,200 (26,300) (51.07%) Other Services and Charges 324,200 203,700 (120,500) (37.17%) Intergovernmental Services 32,357,972 35,022,348 2,664,376 8.23% Total 32,772,361 35,251,248 2,478,887 7.56% Deputy Citv Manaaer Wages, Payroll Taxes & Benefits 551,452 584,733 33,281 6.04% Supplies 600 500 (100) (16.67%) Services & Charges 52,700 9,790 (42,910) (81.42%) Total 604,752 595,023 (9,729) (1.61%) Finance Wages, Payroll Taxes & Benefits 1,391,966 1,363,088 (28,878) (2.07%) Supplies 4,000 3,500 (500) (12.50%) Services & Charges 18,100 19,200 1,100 6.08% Total 1,414,066 1,385,788 (28,278) (2.00%) Human Resources Wages, Payroll Taxes & Benefits 330,474 345,623 15,149 4.58% Supplies 3,000 2,200 (800) (26.67%) Services & Charges 52,110 32,710 (19,400) (37.23%) Total 385,584 380,533 (5,051) (1.31 %) Page 18 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget General Fund Department Changes from 2023 to 2024 Information Technology Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Facilities 423,272 433,078 500 500 12,400 12,600 436,172 446,178 9,806 2.32% 0 0.00% 200 1.61 % 10,006 2.29% Wages, Payroll Taxes & Benefits 273,284 527,155 253,871 92.90% Supplies 42,800 128,900 86,100 201.17% Services & Charges 159,800 657,630 497,830 311.53% Total 475,884 1,313,685 837,801 176.05% Community & Public Works - Administration Wages, Payroll Taxes & Benefits 316,600 342,967 26,367 8.33% Supplies 1,200 1,000 (200) (16.67%) Services & Charges 57,400 56,460 (940) (1.64%) Total 375,200 400,427 25,227 6.72% Community & Public Works - Engineering Wages, Payroll Taxes & Benefits 1,540,426 1,642,205 101,779 6.61 % Supplies 36,500 36,100 (400) (1.10%) Services & Charges 289,129 337,125 47,996 16.60% Total 1,866,055 2,015,430 149,375 8.00% Community & Public Works - Building Wages, Payroll Taxes & Benefits 1,699,849 1,816,601 116,752 6.87% Supplies 42,500 41,450 (1,050) (2.47%) Services & Charges 374,660 382,905 8,245 2.20% Total 2,117,009 2,240,956 123,947 5.85% Community & Public Works - Planning Wages, Payroll Taxes & Benefits 708,184 711,815 3,631 0.51 % Supplies 5,530 5,530 0 0.00% Services & Charges 174,015 363,745 189,730 109.03% Total 887,729 1,081,090 193,361 21.78% Economic Development Wages, Payroll Taxes & Benefits 679,480 733,016 53,536 7.88% Supplies 5,400 5,400 0 0.00% Services & Charges 466,090 451,390 (14,700) (3.15%) Total 1,150,970 1,189,806 38,836 3.37% Parks & Rec- Admin Wages, Payroll Taxes & Benefits 305,171 537,143 231,972 76.01 % Supplies 2,900 3,900 1,000 34.48% Services & Charges 75,425 179,750 104,325 138.32% Total 383,496 720,793 337,297 87.95% Page 19 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget General Fund Department Changes from 2023 to 2024 Parks & Rec- Maintenance Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- Recreation Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- Aquatics Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- Senior Center Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Parks & Rec- CenterPlace Wages, Payroll Taxes & Benefits Supplies Services & Charges Total General Government Wages, Payroll Taxes & Benefits Supplies Services & Charges Intergovernmental Services Capital outlays Total Transfers out - #204 debt service Transfers out - #309 park capital prom Transfers out - #311 Pavement Preservation Transfers out - #501 Transfers out - #502 Total recurring expenditures 0 0 0 0.00% 2,000 2,000 0 0.00% 970,455 1,396,583 426,128 43.91 % 972,455 1,398,583 426,128 43.82% 256,318 246,285 (10,033) (3.91%) 15,900 16,600 700 4.40% 79,625 83,425 3,800 4.77% 351,843 346,310 (5,533) (1.57%) 0 0 0 0.00% 2,000 2,000 0 0.00% 563,700 567,200 3,500 0.62% 565,700 569,200 3,500 0.62% 32,141 27,219 (4,922) (15.31%) 1,600 1,600 0 0.00% 5,175 5,175 0 0.00% 38,916 33,994 (4,922) (12.65%) 662,512 490,513 (171,999) (25.96%) 96,924 38,863 (58,061) (59.90%) 336,931 146,604 (190,327) (56.49%) 1,096,367 675,980 (420,387) (38.34%) 0 0 0 0.00% 219,850 71,700 (148,150) (67.39%) 1,310,450 1,291,300 (19,150) (1.46%) 400,118 290,118 (110,000) (27.49%) 15,000 15,000 0 0.00% 1,945,418 1,668,118 (277,300) (14.25%) 401,150 398,950 (2,200) (0.55%) 160,000 160,000 0 0.00% 1,011,800 1,021,900 10,100 1.00% 0 86,500 86,500 0.00% 600,000 700,000 100,000 16.67% 53,260,793 57,545,147 4,284,354 8.04% Page 20 of 22 P:\Finance\Budgets\2024 Budget\Budget Worksheets\RCAs and PowerPoint Presentations\2023 09 12\budget summary as of 2023 09 12 CITY OF SPOKANE VALLEY, WA 2024 Budget General Fund Department Changes from 2023 to 2024 Wages, Payroll Taxes & Benefits 11,783,623 12,593,669 810,046 6.87% Supplies 553,526 405,396 (148,130) (26.76%) Services & Charges 5,977,604 6,851,266 873,662 14.62% Transfers out - #204 401,150 398,950 (2,200) (0.55%) Transfers out - #309 160,000 160,000 0 0.00% Transfers out - #311 - Pavement Presery 1,011,800 1,021,900 10,100 1.00% Transfers out - #501 0 86,500 86,500 0.00% Transfers out - #502 600,000 700,000 100,000 16.67% Intergovernmental Svc (public safety) 32,357,972 35,022,348 2,664,376 8.23% Intergovernmental Svc 400,118 290,118 (110,000) (27.49%) Capital outlay 15,000 15,000 0 0.00% 53,260,793 57,545,147 4,284,354 8.04% Page 21 of 22 0 0 0 0 0 0 0 0 0 0 0 (n 0 0 0 0 0 0 0 0 0 0 0 0 0 (n O O O O O M (n (n O N (n a0 N m d' m a0 N (O (n (n M M n N M O N N 0 (n (n n 0 0 0 0 0 0 N (O O"t O m O d (n (n 0 (O M (n N M 0 w N (n (n (n 1— O O O O O O N O d' d' M 1� N a0 r C, a0 O m n d (n d O O M n N M O a0 N n n n 1� O O O O O O N O d d N N M 1� N r O co O m co (o v N, Q y a, r r Co. 0 N N 1� N O N wo sov J Q- J Nd'ON (nN OO 00O (n O (OOOOOOON(Od'(n r 00 NO N O O O z - Y (n (n O N (n N O O a0 O (n O O (O O O O O O O N (n LL W S7ft (O M r 00 N N co w o o LL E N; O 1= H i r N O O M N N O O— O (n a0 O (n O O O O O O N-- O U LL N co M 2 C4•, O O O (n N (n � n M n WI N N M N � IN 1� 6 N a0 N O N N 00 OI (n (n M (n (n rl-W 6 In CO N (O N 00 (n I (n a0 �2 O n 00 O N n � ro N d r M N (o n rn n nI (n -rno (n o ncoM n n r rn n n `n ro (nI v,v,vo (n n M d n n n ro n nMv 10 M � co n (nI v,v,vo (n n `n ro (n I (n (n (n O (n (O M M M (n W ^ U N O 0 C N j LL E O N LL N 1 CC C C U U O_ O 0 0 m O N 10) LL m ° c° 'm o ao m a, Q u� U °o E O I— N C C > C O N LL U N -6 C O C L. -0 00 o w N N W M d M N N LL_ O Q in .V C a-' O (p (6 (6 (6 00 ion iMn iNn ON I— oc 0 - E OO OO 0, 0, oaD (cp a LL a LL OW W W W W W 00 lU U U a0MCa LL M it i N w O � O � N � w � O CL I N LL O O ^ w O N (n O a O � � O O c a N () N a N -�°C E m ° o °p m v w o c O O O ~ O O O N O Q O N O Q 1� 0 N NZ, O N o c N Z a V N c\lai N �, Q �+ W N �O+ �N U w c g c g o "c a m Q �qlo> G G (o W o o I a 'm W a a o > g 0 a_ Q h Co N W O W c c p U 2 m� W� v, w w o � a c a .N (0 .N N Q (0 'L ° W O h 0 ~ W G o, o G 0 m p (0 0 m LL `= F- m^ asLL m L Q m L Q G U , N N a s IL = °c_' o a° a° a° IL a°, ° a, 00 G O a, CO 1, W N N O O O O 0 (Op D U O w w w w q) LL LL LL LL m m Q m CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 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 No 23-010 establishing the Interim Homeless and Housing Task Force GOVERNING LEGISLATION: Substitute Senate Bill 5386 (amending document recording fee statutes in 2023); requirements for adopting a local plan RCW 43.185C.050, RCW 43.185C.080, RCW 43.185C.160; Affordable and Supportive Housing Sales and Use Tax Credit RCW 82.14.540; Chapter 3.06 SVMC. PREVIOUS COUNCIL ACTION TAKEN: March 26, 2019; staff presented an administrative report to Council regarding county recording fees for affordable housing and homelessness. February 18, 2020; Council enacted the sales and use tax for supportive and affordable housing. June 9, 2020; City Council approved Interlocal 19-220 authorizing the County to manage Community Development Block Grant (CDBG) funds and recording fees; Administrative report on Homeless and Housing and Assistance fees on March 22, 2022 and July 11, 2023. July 25, 2023 Resolution 23-009 Recording Fees. BACKGROUND: On July 25, 2023 the Council approved Resolution 23-009, which declared City Council's intention to assume responsibility for and establish a homeless housing program within Spokane Valley, and which further authorized the City to take over administration of recording fees related to housing and homeless services. As required by RCW 43.185C.160, the City must create a homeless and housing task force to start administrating this program. The task force is required to develop a proposed five-year plan for City Council consideration and also provides recommendations on the use of recording fees. In order to timely establish a task force and complete the necessary work on a five-year plan, proposed Resolution No. 23-010 establishes an interim task force composed of seven voting members. The interim task force will have the following directives: provide recommendations for the adoption of a 5-year plan to be used in 2024, and make recommendations for the composition of the permanent Task Force. As set forth in proposed Resolution No. 23-010, the interim task force would consist of: • Spokane Valley City Council member • County representative • Business representative • School representative • Housing Authority representative • Lived Experience representative • Lived Experience representative The first task force meeting will then be scheduled for late September or early October, depending on the availability of the members. OPTIONS: Motion to pass Resolution 23-010 establishing the Interim Homeless & Housing Task force or take such other action deemed appropriate by City Council. RECOMMENDED ACTION OR MOTION: Move to pass Resolution No. 23-010 establishing the Interim Homeless & Housing Task Force. BUDGET/FINANCIAL IMPACTS: From 2019-2022, the recording fee funds the City would have received ranged from $658,000 to $1,060,000, with 2022 at $700,000 (note that the available amounts decreased slightly in 2023 pursuant to SSB 5386). Expenditures are unknown, but the City is responsible for assuming responsibility for managing homeless housing in its borders, which would include creating a homeless housing taskforce, creating a homeless housing plan, and implementing the plan. Staff estimate that it would require at least one new FTE. STAFF CONTACT: Gloria Mantz, City Services Administrator ATTACHMENTS: Proposed Resolution 23-010 CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON RESOLUTION No. 23-010 A RESOLUTION OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, TO ESTABLISH AN INTERIM HOMELESS AND HOUSING TASK FORCE, AND OTHER MATTERS RELATING THERETO. WHEREAS, homelessness is among the most challenging social issues facing the City of Spokane Valley, Washington (City); and WHEREAS, pursuant to chapters 36.22 and 43.185C of the Revised Code of Washington (RCW), as amended by Chapter 277, Laws of 2023 (substitute Senate Bill 5386) (effective July 23, 2023), county auditors have authority to collect homeless housing and assistance surcharges for each document recorded, subject to specified exemptions; WHEREAS, pursuant to RCW 43.185C.080, a city may assert responsibility for homeless housing within its border by forwarding a resolution to the legislative authority of the county stating its intentions and commitment to operate a separate homeless housing program); and WHEREAS, the City Council passed a Resolution 23-005 declaring its intention and commitment to operate its own homeless housing program and to meet all applicable legal and regulatory requirements including those set forth in chapter 43.185C RCW and established by the State Department of Commerce (Commerce), in order to be a direct recipient of HHAA Local Surcharge Funds; and WHEREAS, the purpose of these and other related City efforts is to prevent homelessness from occurring where possible, reduce current levels of homelessness, and improve the quality of life of residents, including those experiencing homelessness; and WHEREAS, pursuant to Commerce guidelines and RCW 43.185C, the City is required to create a Homeless and Housing Task Force to develop a five-year homeless housing plan. NOW, THEREFORE, be it resolved by the City Council of the City of Spokane Valley, Spokane County, Washington as follows: Section 1. Homeless and Housing Task Force. (A) The interim Homeless and Housing Task Force is created as an advisory body to the City Council. The task force will make recommendations for the five-year Housing and Homeless Plan; use of the revenue derived from the "Homeless Housing and Assistance Act" (HHAA) surcharge funds; and the final composition of the task force and terms to the City Council. (B) Appointments to or removals from the interim Homeless and Housing Task Force shall be made by the Mayor, with confirmation by a majority of Council pursuant to the then -currently adopted Governance Manual. (C) The interim Homeless and Housing Task Force shall be composed of seven voting representatives from the following: Position 1 - City of Spokane Valley councilmember Position 2 - Spokane County Resolution 23-010 Establishing Homeless and Housing Task Force Position 3 - Business sector; Position 4 - School sector; Position 5 - Housing Authority Positions 6 & 7 — People with lived experience of homelessness (D) In addition to the above voting Commission members, there shall be one non -voting ex officio member as assigned by the City Manager, who will function as a liaison between the City Council and the Homeless and Housing Task Force. (E) Members of the task force shall serve as volunteers without compensation, except the representatives with lived experience should be offered reimbursement for out-of-pocket expenses or a stipend intended to cover out-of-pocket expenses unless their employer compensates them to participate. The City Manager or designee will develop policies for such reimbursement or stipend. Membership on the task force is not intended to, and shall not under any circumstances constitute employment with or by the City in any capacity whatsoever. (F) All meetings of the Homeless and Housing Task force are subject to Washington's Open Public Meetings Act, chapter 42.30 RCW, and Washington's Public Record Act, chapter 42.56 RCW. (G) The Interim Housing and Homeless Task Force shall remain in existence until the earlier of (1) such time as all responsibilities and duties as set forth in this Resolution have been completed, (2) a permanent Housing and Homeless Task Force has been established and members appointed, or (3) December 31, 2024, at which time the Interim Housing and Homeless Task Force shall automatically end. All members appointed to the Interim Housing and Homeless Task Force shall serve for the duration of the Interim Housing and Homeless Task Force. Section 2 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 11. Effective Date. This resolution shall be effective immediately upon passage and signatures hereto. Passed this day of September, 2023. Pam Haley, Mayor ATTEST: City Clerk, Marci Patterson Approved As To Form: Office of the City Attorney Resolution 23-010 Establishing Homeless and Housing Task Force CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 Department Director Approval: Check all that apply: ® consent ❑ old business ® new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Mayoral Appointments - Interim Homeless and Housing Task Force GOVERNING LEGISLATION: Substitute Senate Bill 5386 (amending document recording fee statutes in 2023); requirements for adopting a local plan RCW 43.185C.050, RCW 43.185C.080, RCW 43.185C.160; Affordable and Supportive Housing Sales and Use Tax Credit RCW 82.14.540; Chapter 3.06 SVMC. PREVIOUS COUNCIL ACTION TAKEN: March 26, 2019; staff presented an administrative report to Council regarding county recording fees for affordable housing and homelessness. February 18, 2020; Council enacted the sales and use tax for supportive and affordable housing. June 9, 2020; City Council approved Interlocal 19-220 authorizing the County to manage Community Development Block Grant (CDBG) funds and recording fees; Administrative report on Homeless and Housing and Assistance fees on March 22, 2022 and July 11, 2023. July 25, 2023 Resolution 23-009 Recording Fees. BACKGROUND: On July 25, 2023 the Council approved Resolution 23-009, which declared City Council's intention to assume responsibility for and establish a homeless housing program within Spokane Valley, and which further authorized the City to take over administration of recording fees related to housing and homeless services. As required by RCW 43.185C.160, the City must create a homeless and housing task force to start administrating this program. The task force is required to develop a proposed five-year plan for City Council consideration and also provides recommendations on the use of recording fees. In order to timely establish a task force and complete the necessary work on a five-year plan, Resolution No. 23-010, considered under a previous agenda item at the September 12, 2023 City Council meeting, establishes an interim task force composed of seven voting members. The interim task force will have the following directives: provide recommendations for the adoption of a 5-year plan to be used in 2024, and make recommendations for the composition of the permanent Task Force. Due to the relatively short time period to complete the planning process, staff have contacted individuals for participation on the interim task force and confirmed their availability and willingness to serve. The following list of potential interim task force members has been developed and, pursuant to the City Council's governance manual, is the Mayor's recommendation for appointment. • Spokane Valley City Council member — Pam Haley, City of Spokane Valley Mayor • County representative — George Dahl, Housing & Community Development Administrator and/or Chris McKinney, Homeless Programs Manager • Business representative — Lance Beck, Spokane Valley Chamber of Commerce • School representative — John Parker, CVSD Superintendent • Housing Authority representative — Arielle Anderson, Director of Housing Assistance Programs • Lived Experience representative • Lived Experience representative The first task force meeting will then be scheduled for late September or early October, depending on the availability of the members. OPTIONS: Confirm or not, the Mayor's recommendations for appointments. RECOMMENDED ACTION OR MOTION: I move to confirm the following Mayoral appointments to the Spokane Valley Interim Homeless and Housing Task Force: • Spokane Valley City Council member — Pam Haley • County representative — George Dahl, Housing & Community Development Administrator and/or Chris McKinney, Homeless Programs Manager • Business representative — Lance Beck, Spokane Valley Chamber of Commerce • School representative — John Parker, CVSD Superintendent • Housing Authority representative — Arielle Anderson, Director of Housing Assistance Programs • Live in Experience representative • Live in Experience representative BUDGET/FINANCIAL IMPACTS: From 2019-2022, the recording fee funds the City would have received ranged from $658,000 to $1,060,000, with 2022 at $700,000 (note that the available amounts decreased slightly in 2023 pursuant to SSB 5386). Expenditures are unknown, but the City is responsible for assuming responsibility for managing homeless housing in its borders, which would include creating a homeless housing taskforce, creating a homeless housing plan, and implementing the plan. Staff estimate that it would require at least one new FTE. STAFF CONTACT: Pam Haley, City of Spokane Valley Mayor ATTACHMENTS: CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 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: RCO Park Maintenance Grant Authorization GOVERNING LEGISLATION: N/A PREVIOUS COUNCIL ACTION TAKEN: None BACKGROUND: The Washington State Legislature provided one-time funding in the 2024-2025 operating budget to help local parks departments maintain their working facilities to meet the needs of their residents. To distribute these funds, the Washington State Recreation & Conservation Office (RCO) is administering a new "Local Parks Maintenance" grant program which opened on August 15t" of this year. Counties, cities, and towns may request a minimum of $35,000 and a maximum of $100,000 to address deferred maintenance of local parks facilities and infrastructure. There is no match required. Grant applications are due September 18t" and the RCO anticipates awarding grants to successful applicants on October 31St, 2023. The Parks & Recreation Department would like to request RCO grant funding to repair and resurface the concrete sport courts at Edgecliff and Valley Mission Parks, and improve both facilities to meet ADA standards. OPTIONS: (1) Authorize staff to submit an RCO Local Parks Maintenance Grant application; or (2) Take other action as appropriate. RECOMMENDED ACTION OR MOTION: I move we authorize the City Manager to execute the attached RCO Local Parks Maintenance Program Applicant Authorization and Electronic Signature Form for the purpose of seeking grant funding assistance managed through the Recreation and Conservation Office. BUDGET/FINANCIAL IMPACTS: Depending on project scope the city could receive up to $100,000 in grant funding. Grant recipients are not required to contribute matching resources. RCO pays grants through reimbursement. STAFF CONTACT: John Bottelli, Parks & Recreation Director ATTACHMENTS: • RCO Local Parks Maintenance Program Applicant Authorization and Electronic Signature Form • Photos of cracked courts Co�,isewat6i O.f.hic Local Parks Maintenance Program Applicant Authorization and Electronic Signature Organization Name (sponsor) City of Spokane Valley Resolution No. or Document Name 23-178.00 Project Number and Name 23-1702 MNT - Sport Court Repair and Resurfacing This resolution/authorization authorizes the person(s) identified below (in Section 2) to act as the authorized representative/agent on behalf of our organization and to legally bind our organization with respect to the above Project for which we seek grant funding assistance managed through the Recreation and Conservation Office (Office). WHEREAS grant assistance is requested by our organization to aid in financing the cost of the Project referenced above; NOW, THEREFORE, BE IT RESOLVED that: 1. Our organization has applied for or intends to apply for funding assistance managed by the Office for the above "Project." 2. Our organization authorizes the following persons or persons holding specified titles/positions (and subsequent holders of those titles/positions) to execute the following documents binding our organization on the above projects: The above persons are considered an "authorized representatives)/agent(s)" for purposes of the documents indicated. Our organization shall comply with a request from the RCO to provide updated documentation of authorized signers, if needed. 3. Our organization acknowledges and warrants, after conferring with its legal counsel, that its authorized rep resentative(s)/agent(s) have full legal authority to act and sign on behalf of the organization for their assigned role/document. 4. Grant assistance is contingent on a signed Agreement. Entering into any Agreement with the Office is purely voluntary on our part. 5. Our organization understands that grant policies and requirements vary depending on the grant program applied to, the grant program and source of funding in the Agreement, the characteristics of the project, and the characteristics of our organization. 6. Any grant assistance received will be used for only direct eligible and allowable costs that are reasonable and necessary to implement the project(s) referenced above. 7. Our organization acknowledges that the grant will only be used for maintenance of local park property owned by our organization. 8. This resolution/authorization is deemed to be part of the formal grant application to the Office. 9. Our organization warrants and certifies that this resolution/authorization was properly and lawfully adopted following the requirements of our organization and applicable laws and policies and that our organization has full legal authority to commit our organization to the warranties, certifications, promises, and obligations set forth herein. This resolution/authorization is signed and approved on behalf of the resolving body of our organization by the following authorized member(s): Signed Title On File Date This Applicant Resolution/Authorization was adopted by our organization during the meeting held: Location: Date: You may reproduce the above language in your own format; however, text may not change. t Agreement/Amendment Approver: refers to an individual or several individuals who review and approve the electronic document and contacts RCO if corrections are needed. The approver does not sign the document. You may add more than one approver but please designate the order for routing purposes. z RCO Grant Agreement/Agreement Amendments Signer: refers to the individual who must officially sign the document with an electronic signature and may be required to enter data such as title, date, agency name, etc. into fields. The signer of Agreements may differ from the individual who is delegated to sign Amendment documents, but we can only accept one signature per document. CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 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: Potential Grant Opportunity - NAE Program GOVERNING LEGISLATION: RCW 35.77.010: Six -Year Transportation Improvement Program PREVIOUS COUNCIL ACTION TAKEN: August 8, 2023 — Administrative report on the NAE grant program's 2023 call for projects. BACKGROUND: The US Department of Transportation (USDOT) issued a call for projects in June 2023 for the Reconnecting Communities Pilot (RCP) program and the Neighborhood Access and Equity (NAE) program. Together, they are called the Reconnecting Communities and Neighborhoods (RCN) program. ram Goals and Merit Criteria The cornerstone of the program is USDOT's Equity Strategic Goal to redress inequities across the transportation systems and the communities they affect. The program seeks to redress the legacy of harm caused by transportation infrastructure, including barriers to opportunity, displacement, damage to the human and natural environment and public health, including air pollution and greenhouse gas emissions, limited access to open spaces, and other hardships. The program supports projects in economically disadvantaged communities to increase affordable, accessible, and multimodal access to daily destinations like jobs, healthcare, grocery stores, schools, places of worship, recreation, and park space. Eligible facilities will most often include interstate or state highways, arterial roadways, bridges, transit, rail, airports, or major utility crossings. Program funds are not allowed to be used for vehicle capacity building activities. Projects must be included in the Statewide Transportation Improvement Program (STIP) by the time of obligation award (this means projects are not required to be in long range plans in order to apply). The program's merit criteria include: 1. Equity and Environmental Justice 2. Access 3. Facility Suitability 4. Community Engagement and Community -based Stewardship, Management, and Partnerships 5. Equitable Development 6. Climate and Environment 7. Workforce Development and Economic Opportunity As described during the Administrative Report on August 8, there are three primary grant types for which one can apply: community planning, capital construction, or regional partnership grants. Staff recommend applying for a capital construction grant. There is $2.5713 available nationwide and projects located in disadvantaged communities (per designated census tracts) are eligible for 100% federal funding award (i.e. no local match). Applications are due September 28, 2023, and awarded funds must be obligated by September 30, 2026. Page 1 of 3 Potential Project Application Staff were contacted by Spokane Transit Authority (STA) to develop a joint application with the City of Spokane to provide transportation improvements along STA's Route 94 East Central/Millwood. Route 94 connects Spokane's East Central neighborhood along 51h Ave. and Hartson Ave. with Spokane Valley's 81h Avenue between Havana Rd. and Park Rd. (Figure 1) Spokane Transit Authority Route 94 Improvements: Multimodal street and intersection upgrades serving an existing transit route from the downtown plaza to the future park and ride at 1-90 and Argonne Road. Actual limits of the proposed improvements focus on 51h and 81h Avenues. The following project improvements are anticipated within the City of Spokane Valley's limits: • Full width street improvements along 81h Ave., which may include (See Figure 2): • Bike lanes • sidewalk bulb outs with marked/unmarked/signalized crossings, and/or • transit stop upgrades. • Intersection improvements at Carnahan o Full signalized intersection improvements at Thierman and Park Roads have been excluded because the multimodal elements do not warrant full improvements and their inclusion may hurt the overall application. The primary applicant would be STA. If awarded, Spokane and Spokane Valley are expected to be subrecipients to the awarded funds and be responsible for project delivery within each agencies' appropriate limits. For application submittal to USDOT, a Letter of Intent would be included, indicating a partnership amongst the three agencies. The letter summarizes that the three agencies would work in good faith to deliver the projects. There are no formal obligations assumed with the letter of intent. OPTIONS: Proceed with the staff recommendation and motion as written, 2) take other appropriate action. RECOMMENDED ACTION OR MOTION: Move to authorize the City Manager, or designee, to submit a joint application to the NAE Program for the LEIA project and for the Mayor to sign a Letter of Intent on behalf of the City. BUDGET/FINANCIAL IMPACTS: The City's proposed project improvements qualify for 0% match. As recommended by staff, the City's $12 million potential award requires zero match. The grant request includes approximately $1 million for proposed intersection improvements at 81h and Carnahan. These costs cover the estimated grant -eligible traffic signal infrastructure costs that accommodate multimodal crossings. The grant request is not intended to cover the full costs for a typical intersection improvement project that accommodates vehicle capacity increases. Should the application receive full award, the City would most likely look to provide the complete 81h and Carnahan intersection improvements during the same construction contract. If so, the City should anticipate an additional $1-2 million of project costs. If awarded, staff would return to Council to discuss the options associated with providing full intersection improvements and Council would decide its next steps at that time. These costs would be covered by projected REET revenues. Construction is estimated for 2026-2027. STAFF CONTACT: Adam Jackson. Enaineerina Manaaer ATTACHMENTS: Figure 1. STA Route 94 Multi -Modal Improvements Figure 2. Typical Cross Section (81h Avenue) Draft Letter of Intent PowerPoint Presentation Page 2 of 3 C7 O C7 (u 0- September XX, 2023 The Honorable Pete Buttigieg Secretary US Department of Transportation 1200 New Jersey Avenue SE Washington, DC 20590 RE: Spokane Transit, City of Spokane Valley, City of Spokane Letter of Intent — Liberty to Edgecliff Improvements to Accessibility (LEIA) Program Grant Application Dear Secretary Buttigieg, The purpose of this Letter of Intent is to set forth the preliminary interest and understanding of the Spokane Transit Authority (STA), the City of Spokane Valley, and the City of Spokane with respect to submitting an application for the United States Department of Transportation (US DOT) Reconnecting Communities and Neighborhoods Program for which STA is the grant recipient, for purposes of a partnership to reconnect and reinvest in neighborhoods impacted by past and current freeway construction and operations. The partnership is known as the Liberty to Edgecliff Improvements to Accessibility (LEIA) Program. STA, the City of Spokane Valley and the City of Spokane are collectively referred to as the Partners. This Letter of Intent does not create a binding legal obligation on the Partners, or on the part of any other person or entity, until such time as definitive agreements providing for all terms, covenants, conditions and understandings relating to an approved grant from the US DOT are agreed to and executed by the Partners. The Partners further represent to each other that upon the execution of this Letter of Intent they will individually and collectively exercise good faith and best efforts to take all actions reasonably necessary to fulfill the terms and intent set forth herein, subject to necessary approvals of the above - referenced definitive agreements. Background and Purpose The East Central Neighborhood in the City of Spokane, along with the Edgecliff neighborhood in the City of Spokane Valley, include census tracts identified as having persistent poverty and have historically underrepresented communities. Beginning in the 1940s, redlining in real estate steered concentrations of Black families into the census tracts located within what is now referred to as the East Central neighborhood. This community was subsequently negatively impacted by the construction of Interstate 90 (1-90), which razed hundreds of homes and created a major obstacle for people attempting to access schools, jobs and services. These impacts extended further east beyond the city limits. Alcott Elementary, a school within the Spokane Public Schools district and located outside the city, was razed to make way for the freeway. To add to past impacts, current work to prepare for a future junction of the North 1 Spokane Corridor with 1-90 required increasing the width of the state-owned right-of-way, removing homes in both cities. Community leaders and elected officials have long understood the need to reinvest in the neighborhood. In the past decade, significant investments made along Sprague Avenue ushered in a revitalized commercial strip. WSDOT is committed to improving pedestrian and bicycle crossing of the freeway and has secured funding to cover a portion of the freeway. Much is yet to be done in the communities south of the freeway, where missing sidewalks, incomplete bicycle facilities and substandard bus stops negatively impact physical and economic mobility in the neighborhood. The LEIA program seeks to improve accessibility and offer opportunities to get to more places more safely and to create greater social and economic value with complete streets and other treatments. This letter serves as documentation of the partnership between the STA as the transit project sponsor and the cities as the entities within the project corridor with primary control over public right-of-way to implement improvements. In pursuit of the program goals, the partners will work closely with WSDOT and neighborhood groups and planning stakeholders to leverage efforts to be performed outside the scope of the program. STA Roles and Responsibilities STA is the primary sponsor and applicant of the grant and will be the direct recipient of funds. It is responsible for designing and implementing bus stops, either through direct contracts or via consolidated construction contracts overseen by the cities in concert with other street treatments. STA is responsible for flowing down federal requirements to the grant subrecipients, and monitoring performance. STA is responsible for providing timely disbursement of funding, on a reimbursement basis. City of Spokane Roles and Responsibilities The City is the local government authority with jurisdiction over public right-of-way WEST of Havana Street. As a grant subrecipient to STA, they will design and construct most improvements identified in this grant application WEST of Havana Street, including Havana Street to its easterly right of way boundary. Through administrative, council and executive actions, the City of Spokane will advance a number of the projects in the LEIA program. The City will be responsible for adhering to federal regulations and filing timely reports with STA. City of Spokane Valley Roles and Responsibilities The City of Spokane Valley is the local government authority with jurisdiction over public right-of-way EAST of Havana Street. As a grant subrecipient to STA, they will design and construct most improvements identified in this grant application EAST of Havana Street. Through administrative, councilmanic and executive actions, the City of Spokane Valley will be key in advancing a number of the projects in the LEIA program. PJ Sincerely, Karl Otterstrom Chief Planning and Development Officer Spokane Transit Authority Letter of Intent Signatures Page Spokane Transit, City of Spokane Valley, City of Spokane Letter of Intent — Liberty to Edgecliff Improvements to Accessibility (LEIA) Program Grant Application DATED: ATTEST: TERRI PFISTER Clerk, City of Spokane DATED: ATTEST: MARCI PATTERSON Clerk, City of Spokane Valley DATED: ATTEST: DANA INFALT Clerk of the Spokane Transit Authority Board :l CITY OF SPOKANE NADINE WOODWARD Mayor, City of Spokane CITY OF SPOKANE VALLEY PAM HALEY Mayor, City of Spokane Valley SPOKANE TRANSIT AUTHORITY E. SUSAN MEYER Chief Executive Officer Spokane Transit Authority >1 L, ma E cc 0 0 CL 0 (Y) 0 Ja 0 0 %. %. cq 0 am cu 'm mom cr uj uj E 70 co 0 4- n 2- 4- 0 (n l*- c to c- 70 0 C- 'P 0 U) L- 0 U) LJU 0 C-) (3) :3 Q) CT C- 0 +-j 70 LLJ :3 C- _p 70 0 (1) o U) 4-J tn C) ry C- Cf) C- rr C%- > 0 0 (n C,21 M 70 C C- m 70 C- m 4- >1 q-- c- 0 'E 0 70 ::D C- Q) 70 C- +- L- o 4-J M 0 m C- 0 Q) 0 0 L-- > -j Z CN m V �E e �I�ryrylpryl : C „ G 4 e v v C K wxwa W^WA.. V � i i �� •jay spa s � a I � ifi ui Fr I Lima a R H U') 4-1 (3) (3) L- E ca 0 C- U) Ca > IL f ri 4--J 4-J• Lrm rl 0 E -P U) 4--J Q) 76 0 C) -�6• o IL U.J 4--J r-C L � \ Iff ��. � £ \ C13 ro CD C= cf3 a WFA . � 6 � CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 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: Potential Grant Opportunity — NHS Asset Management Program GOVERNING LEGISLATION: RCW 35.77.010: Six Year Transportation Improvement Program PREVIOUS COUNCIL ACTION TAKEN: • February 2, 2021 — City council authorized the City Manager to apply for NHS Asset Management Program funds for the Sullivan Road preservation project, between Sprague and 81h Avenues. • March 14, 2023 — City Council authorized the City Manager to apply for SRTC's Preservation call for projects. Partial awards were subsequently granted to N. Sullivan (River -Kiernan) and E. Sprague (Bowdish-McDonald) projects. • September 5, 2023 — Administrative report discussing the 2023 NHS Asset Management Program's call for projects. BACKGROUND: Washington State Department of Transportation (WSDOT) is anticipating the awarding of $150 million of National Highway Performance Program federal funds for preserving roadways that are part of the National Highway System (NHS). For Spokane Valley, eligible street segments consist of Principal Arterial streets. The program will evaluate an agency's use of pavement management strategies and an agency's level of investment to preserve and maintain their roadway system, thereby focusing on cost-effectiveness, emphasizing pavement rehabilitation over reconstruction. New for 2023, the program will consider equity and safety elements as well. The maximum funding award per project application is $10 million. Agencies can submit up to three applications. Awards are 100% program -funded and require no local match. If agencies opt to provide local match, points are scored through the "cost effectiveness" category because it lowers the requested funds from the program. Applications are due October 5, 2023. Awards are announced by November 30, 2023. Construction must be authorized by August 31, 2026. Table 1 identifies three eligible street projects recommended by staff that are anticipated to be the most competitive in the program. Table 1. Recommended Project List Project Est. Total Est. NHS Request Notes Sprague Preservation $3 1007000 $174007000 $1,700,000 SRTC+Req'd Match Bowdish-McDonald Rd N. Sullivan Preservation $372007000 $175007000 $1,700,000 SRTC+Req'd Match (River to Kiernan Ave) S.Sullivan Preservation $4,500,000 $4,000,000 City -funded storm +'/2 of ITS, t 8 to 24 Ave. Sidewalk infill from 8ch to 161h OPTIONS: Proceed with the staff recommendation and motion as written, 2) take other appropriate action. RECOMMENDED ACTION OR MOTION: Move to authorize the City Manager, or designee, to apply for NHS grants for the projects identified in Table 1. BUDGET/FINANCIAL IMPACTS: The NHS funds are available at 100% and do not require a minimum local match. For this program, the purpose of a local match would be to lower the requested NHS funding amount to make Spokane Valley projects as competitive as possible. - For the N. Sullivan (River -Kiernan) and E. Sprague (Bowdish-McDonald) projects, there would be no additional local match beyond the minimum requirements for the previously secured SRTC funds. For the S. Sullivan (81h-241h) project, staffs recommended $500,000 match amount covers two elements: First, the match covers stormwater costs to improve water quality to be consistent with a "pro -active" level of service. Stormwater Fund 402 would fund these improvements (approximately $200,000). Second, the City's Intelligent Transportation Systems (ITS) infrastructure plan includes an estimated $600,000 to extend the City's (and region's) network south from 8th to 24th. This match assumes a 50/50 split between the grant program and the City ($300,000 each). STAFF CONTACT: Adam Jackson, Engineering Manager ATTACHMENTS: PowerPoint Presentation m I ,-a I all I i 1 •1 76 i 1. 1 1 CU 70 1 •1 1 1 1 1 i •1 •1 o ja < 0 0 m � Y\ CT 0 rr� #\ \ D / \ ( ` �� : 0 CO C\j #\ < » : : \ � � \ }\ 0\ f §co # \ . \ IoLl . \ ` ^ \. :� \ #\ � • y \ 0 0 . \` \ - �� LO y � }\ O L o : © a cc ii A a) -0 a = > Rtil N cfi 00 Ri N I dabb I I I 06 LO 2 76 0 _0 = 0 — 0 70 (3) 07 (3) 0 L- 00 .p (3) (Y) N (3) 0 Cy + (3) U) > LO LO r-i U) (3) 0 L- IL 0 7C3 U- (3) >1 -0 7C3 (3) 7C3 X ui ui 0 0 N 7C3 (3) IL 4-- 0 7C3 (3) 7C3 kF)- U� 4- (3) 0 (3) > 0 > (3) 0 0 (Y) kF). 4- 4- U) 0 0 m (3) >1 70 7C3 4- 00 0 4- 00 0 o U) (3) CY S® -Gq CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 Department Director Approval: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Potential Grant Opportunity -Water Quality Combined Funding Program GOVERNING LEGISLATION: RCW 35.77.010: Six Year Transportation Improvement Program PREVIOUS COUNCIL ACTION TAKEN: • Annual adoption of the 6-year Transportation Improvement Program (TIP) • September 27, 2022 — City Council authorized the City Manager to apply to Ecology's 2022 Water Quality Combined Funding program for the Sprague Avenue Stormwater project between Herald and Mullan Roads. BACKGROUND: In August 2023, the Washington State Department of Ecology issued a Call for Projects for the Water Quality Combined Funding Program (WQC) for state fiscal year 2025. The application combines multiple funding programs into one application process where Ecology staff will evaluate each application received and separate them into respective funding pots. The following funding programs are available: • Clean Water State Revolving Fund — Loans - $200 million available • Stormwater Financial Assistance Program — State Grants - $17 million available • Clean Water Centennial Program — State Grants - $20 million available • Clean Water Act Section 319 — Federal Grants - $1.7 million available • Sewer Overflow & Stormwater Reuse Grants — Federal Grants - $1 million available The program timeline is contingent on the progress made by the state's legislative session starting in January 2023. Below is a summary of critical program dates: • Applications Due October 12, 2023 • Issue Draft Funding Award List January 30, 2024 • Final Funding Awards July 1, 2024 • Agreement Development July 2024 thru January 2025 • Start Work no later than April 2025 • Complete Work no later than June 2027 Potential City projects generally align mostly with the Stormwater Financial Assistance Program (SFAP) grants. Recent example projects include drywell retrofits and upgrades as part of arterial street projects like the Argonne & Montgomery concrete reconstruction or Sullivan Road reconstruction between Sprague and 81h Avenues. Also, the Appleway Blvd. Stormwater Improvements between University and Farr Roads. The SFAP requires a 15% local match to an 85% Ecology funding award. Also, the City is eligible for the remaining programs, by rule, but general practice has led us to most often pursue the SFAP grant. The other programs have varying match requirements, ranging upwards to a 40% local match. In 2023, Ecology offered this funding opportunity for FY2024. 2023 marked Ecology's first year of implementing strict funding requirements for design and construction projects. Applicants that were seeking both engineering and construction funds for a single project were limited to a funding request of $300,000. Also, applicants seeking construction funds must provide an Ecology -approved engineering design for eligibility as part of the grant application. This requirement forced many agencies to withdraw construction -related grant requests and instead submit engineering -only grant requests. This new policy is reflected in the awarded funding list from 2023. There were 47 total awards. Only 12 were greater than $1 million. 16 were between $400,000 and $700,000. 19 were less than $300,000. To account for the program requirements, staff have reviewed its stormwater needs and compared eligible project elements to the SFAP grant requirements. Staff recommends applying for the design phase only for a single project: Montgomery Blvd. Stormwater Improvements between Argonne Rd and the Mansfield/Montgomery Roundabout. The estimated design cost is $250,000, equaling a $212,500 (85%) grant request and a $37,500 (15%) local match from Stormwater Fund 402. Figure 1 shows the estimated project limits. The project goal would be to improve the water quality treatment capacity of the stormwater facilities in the area. Based on the heavy industrial and freight -focused vehicle traffic, existing drywells along Montgomery Blvd. have a relatively `high' pollutant loading, as indicated by the red circles. Red indicates `high' pollutant loading, yellow indicates `moderate' pollutant loading, and green indicates `low' pollutant loading. If funded, the project's most aggressive timeline would generally go as follows: - Ecology funded design in 2025 thru 2026 (Ecology approval in 2026) - Apply for Ecology's construction funds in 2026, awards announced in 2027 - Start construction work in 2028 Figure 1. Proposed Stormwater Improvements on Montgomery Blvd. OPTIONS: Discussion. RECOMMENDED ACTION OR MOTION: Council consensus for staff to pursue this grant opportunity and recommended project then return to Council with a motion consideration to apply for grant funding. BUDGET/FINANCIAL IMPACTS: None at this time. The program's minimum city match of 15% is estimated to be $37,500 and will be funded from Stormwater Fund 402. STAFF CONTACT: Adam Jackson, P.E. — Engineering Manager ATTACHMENTS: None CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 Department Director Approval: Check all that apply: ❑ consensus ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Spokane Valley Tourism Promotion Area (TPA) five-year Destination Marketing Strategic Plan; Tourism Marketing Services Agreement; and Tourism Brand Name & Tagline GOVERNING LEGISLATION: Chapter 3.21 SVMC PREVIOUS COUNCIL ACTION TAKEN: • August 23, 2022, Council formally accepted a petition signed by qualified hotel owners/operators in Spokane Valley to establish a City-wide TPA, and adopted Resolution 22-017, which declares intent to establish a TPA and set a public hearing on September 13, 2022. Notice of the public hearing was published in The Valley News Herald and mailed to hoteliers in Spokane Valley pursuant to RCW 35.101.060(2). • September 13, 2022, Council held a public hearing and first reading on the proposed adoption of Ordinance 22-016. Council moved to advance Ordinance 22-016 to a second reading on September 20, 2022. • September 20, 2022, Council adopted Ordinance 22-016, establishing a City-wide TPA, with an effective date of January 1, 2023, for the TPA Commission. • September 20, 2022, staff received an agreement from the Washington State Department of Revenue authorizing the City to establish a TPA to permit the levy of lodging charges to be used exclusively for tourism promotion. • January 1, 2023, per Ordinance 22-016, the Spokane Valley TPA became effective along with the establishment of Spokane Valley TPA Hotel Commission. • On January 30, 2023, the TPA Commission supported moving forward with a Request for Qualifications (RFQ) to identify a qualified consultant to develop a five-year destination marketing plan and 18-month marketing service plan. • March 30, 2023, the TPA Commission and staff heard presentations from the selected consultants where they highlighted their qualifications for both a five-year Destination Marketing Plan and Tourism Marketing Services Plan and answered questions from the Commission. The Commission deliberated and determined that 116 & West was the most qualified consultant to develop the City's five-year Destination Marketing Plan and Tourism Marketing Services Plan. • April 20, 2023, the TPA Commission was provided details outlining a summary scope of work and proposed fee of $44,025 from 116 & West to develop a five-year Destination Marketing Strategic Plan. After deliberation and by unanimous consensus, the Commission recommended the City Council approve the proposal from 116 & West. • May 2, 2023, City Council approved a motion to authorize the City Manager or designee to negotiate, finalize, and execute a contract for $44,045 with 116 & West to develop a five-year Destination Marketing Plan. • August 15, 2023, Council received the first annual TPA Summary Report outlining activities and related work completed by the Economic Development Department Staff and the TPA Commission between Jan. 1, 2023, and August 31, 2023. August 17, 2023, the TPA Commission was provided with a final draft of the five-year Destination Marketing Strategic Plan and by unanimous consensus, recommended that City Council approve the plan after final edits are complete. August 17, 2023, the TPA Commission also discussed a summary scope of work and proposed fee of $813,500 from 116 & West for tourism marketing services through December 2024. These services would be guided by the implementation of the five-year plan and funded solely with TPA revenue. By unanimous consensus, the Commission recommended that City Council approve the scope and fee proposal with the understanding that the resulting agreement for services could likely be amended per available TPA funding. On September 5, 2023, the TPA Commission was provided with draft "name and tagline" concepts for the city's tourism brand from 116 & West. Selection of a name and tagline for the city's tourism brand is a core element in the five-year plan and necessary to move forward with development of other tools and services. The Commission, by vote of three in favor and one opposed, recommended that City Council approve the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives. BACKGROUND: With approval from both the TPA Commission and City Council, the Economic Development Department published a RFQ in early February 2023 with the intent to use TPA revenues to hire a consultant(s) to develop a five-year Destination Marketing Strategic Plan (Phase 1); and provide 18 months of marketing services through December 2024 (Phase 2). On March 16, 2023, the TPA Commission reviewed 11 RFQ responses from consultants and identified three consultants for interview. On March 30, 2023, the Commission and staff heard presentations from the selected three consultants. The Commission deliberated and by unanimous consensus, recommended 116 & West as the most qualified consultant to develop both the five-year Destination Marketing Strategic Plan and provide Tourism Marketing Services (after completion of the marketing plan). The Economic Development Department negotiated a scope and fee ($44,025) proposal with 116 & West for Phase 1 — development of the five-year strategic plan. On April 20, 2023, the TPA Commission, by unanimous consensus, recommended that City Council approve the proposal. On May 2, 2023, the City Council approved a motion to authorize the City Manager or designee to negotiate, finalize, and execute a contract with 116 & West to develop a five-year plan. On August 17, 2023, the TPA Commission was provided a draft of the five-year Destination Marketing Strategic Plan and after discussion recommended, by unanimous consensus, that City Council approve the plan after final edits were completed. In late July 2023, the Economic Development Department negotiated a scope and fee ($813,500) proposal with 116 & West for destination marketing services (Phase 2 of the RFQ). The original concept outlined in the RFQ identified 18 months of services beginning July 1, 2023, but the process was slightly delayed. The negotiated proposal identifies 16 months of services through December 31, 2024. The proposal splits services into years 2023 ($400,000) and 2024 ($413,500), and ensures continuity through the development of marketing tools, such as a detailed website, printed materials and social media accounts, and initiation of marketing campaigns. The TPA Commission, after discussion and by unanimous consensus, recommended that City Council approve the scope and fee proposal for marketing services from 116 & West with the understanding that the resulting agreement could likely be amended per available future TPA funding. The city's Finance Department has requested that the expenditure of TPA revenues in 2023 be limited to $800,000 until a full 12 months of revenue collection is complete. That will provide a more accurate estimate of available TPA revenues in 2024. 116 & West, after completing the five-year plan in August, presented draft "name and tagline" tourism brand concepts to the TPA Commission for review on September 5, 2023. Selection of the city's tourism name and tagline is a core element in the five-year plan and necessary to move forward with development of other marketing services. The Commission, by vote of three in favor and one opposed, recommended that City Council approve the selection of "Discover `THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives. On September 12, 116 & West Advertising will present a brief overview of the five-year Destination Marketing Strategic Plan, future marketing tools and services, and the proposed name & tagline for the city's brand. OPTIONS: Consensus for staff to bring forth a motion at the September 19 Council meeting to 1) approve the five-year Destination Marketing Strategic Plan 2) authorize City Manager or designee to execute a contract with 116 & West for $813,500 to provide destination marketing services through December 31, 2024, and 3) approve the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives OR take other action as deemed appropriate. RECOMMENDED ACTION OR MOTION: Consensus for staff to bring forth a motion at the September 19 Council meeting to 1) approve the five-year Destination Marketing Strategic Plan 2) authorize City Manager or designee to execute a contract with 116 & West for $813,500 to provide destination marketing services through December 31, 2024, and 3) approve the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives. BUDGET/FINANCIAL IMPACTS: From TPA revenues, $400,000 in year 2023 and $413,500 in year 2024. The 2023 Amended Budget currently has $800,000 in estimated revenue collections for the City's TPA fee and $45,000 in professional services expenditures. A future 2023 Budget Amendment will come forward with additional expenditures amounts related to activities ongoing through the remainder of the year. STAFF CONTACT: Lesli Brassfield, Marketing and Communications Officer ATTACHMENTS: RFQ Commission minutes for Regular TPA Commission Meeting on Aug. 17, 2023 Commission minutes for Special TPA Commission Meeting on Sept. 5, 2023 Five -Year Destination Marketing Strategic Plan Scope and Fee Document for Destination Marketing Services Agreement 116 & West Name & Tagline Presentation to TPA Commission on Sept. 5, 2023 Presentation from 116 & West Advertising for Sept. 12 Council Meeting SpogoO CITY m "�'"�� p6Cane ,,;OoVall 10210 E Sprague Avenue ♦Spokane Valley WA 99206 Phone: (509) 720-5000 ♦ Fax: (509) 720-5075 ♦ www.spokanevalley.org Email: cityhall@spokanevalley.org CITY OF SPOKANE VALLEY REQUEST FOR QUALIFICATIONS Development of a Five -Year Destination Marketing Plan and 18-month Marketing Services Plan Due Date: 4:00 p.m., March 3, 2023 The City of Spokane Valley (the "City") is seeking a qualified consultant or combination of qualified consultants through this Request for Qualifications (RFQ) to develop and implement 1) a five-year Destination Tourism Plan and 2) an 18-month "actionable" plan for Tourism Marketing Services from July 1, 2023 through Dec. 31, 2024. Background information The City of Spokane Valley is a non -charter code city organized under Title 35A RCW, and has a Council -Manager form of government. The City Council consists of seven members elected at - large. The Mayor is elected by her fellow Councilmembers, and serves as the Chair of the Council. The City Manager directs all City operations. The City Manager seeks at all times to develop and implement a "best practices" approach in operating the City government and to achieve a balanced, efficient, economical, and quality service delivery. The City of Spokane Valley incorporated March 31, 2003, and is currently the ninth largest city in Washington, encompassing 38.5 square miles. Its current population is approximately 107,100. The City is part of the larger Spokane metropolitan area of approximately 550,700. The City generally considers itself to be a "contract" city, with many core services provided by contract with private or other public entities. The City's vision statement, "A community of opportunity where individuals and families can grow and play and businesses will flourish and prosper," illustrates the value of citizens' ability to find meaningful employment and provide entrepreneurs a place to excel, while serving as a place for individuals and families to grow and explore the region's natural beauty. The City has a significant retail base including the Spokane Valley Mall, numerous auto dealerships, big box, convenience, specialty stores and restaurants. Large public facilities include CenterPlace Regional Event Center, Avista Stadium, and the Spokane County Fair & Expo Center. Outdoor recreation is one of the City's major assets with multiple hiking and biking trails, such as the Centennial Trail along the Spokane River. Nearby regional attractions that draw visitors to the City include Silverwood Theme Park, Mt. Spokane and other ski resorts, Spokane County Fairgrounds and Expo Center, and various events. Tourism Marketing History In 2020, the City's Economic Development Department initiated tourism marketing in response to COVID-19. The City established a Spokane Valley tourism microsite in partnership with Visit Spokane (DMO) and used digital marketing campaigns funded through the CARES Act to support impacted hotels/motels, restaurants, and retail businesses. In years 2021 and 2022, the Department initiated additional targeted tourism campaigns to support City businesses during the economic recovery. In summer 2022, the City worked with hoteliers in Spokane Valley to establish a City -Wide Tourism Promotion Area (TPA) that utilizes a $4 per room night fee to generate funding for qualified tourism initiatives. The City TPA went into effect January 1, 2023 and a Hotel/Motel TPA Commission has been established to provide a marketing business plan to City Council for TPA expenditures. The City anticipates that TPA fees in 2023 will generate approximately $800,000. Communications All communications related to responding to this RFQ are to be directed to Robin Holt in the Economic Development Department at rholtL&spokanevalley.org or (509)720-5333. Unauthorized contact regarding this RFQ with other City employees or City Councilmembers shall result in automatic disqualification. Any oral communications by Robin Holt will be considered unofficial and non -binding on the City. Scope of Work The City of Spokane Valley is seeking a consultant to complete a five-year Destination Tourism Plan (Project 41 Scope) and an 18-month plan for Tourism Marketing Services (Project 42 Scope). The City may choose to award both projects to one consultant, or award each project separately to different consultants. PROJECT #1 SCOPE — DEVELOPMENT OF FIVE-YEAR DESTINATION TOURISM PLAN The City of Spokane Valley is seeking an agency or organization to develop and execute a comprehensive, five-year plan to brand and market the City as a tourism destination. The plan should utilize a full -service approach to position Spokane Valley as a premier visitor destination in Washington State. It should outline strategic tourism initiatives, with defined goals, benchmark objectives and key performance indicators. A final plan should be provided to the City by June 22, 2023. The selected agency or organization will be expected to: • Collaborate with City staff, Tourism Promotion Area (TPA) commissioners and other City officials, key tourism stakeholders, and regional partners to identify and develop a tourism brand and recommend strategic marketing initiatives. 2 • Identify existing and potential assets and resources, both in and around the City, that can be utilized in tourism initiatives. (Note: the City anticipates completing an update to its 2016 tourism plan in April 2023). • Identify short- and long-term challenges and strengths and recommend strategies for improvement. • Research and define target audience profiles that include visitor demographics, personas, and media habits. Recommend target audiences for potential marketing. • Recommend potential marketing channels, such as radio, television, print, online/digital, social platforms, etc. Recommend the most appropriate and successful channels for tourism initiatives. • Recommend strategies to establish and grow the City's digital and social presence regarding tourism marketing. • Recommend strategies to recruit and secure conventions, trade shows, group meetings and/or sports events to various conference facilities and special venues in Spokane Valley that will generate hotel stays and economic activity. This would include facilities such as hotel conference venues, CenterPlace Regional Event Center, Browns Park complex, Plante's Ferry complex and other facilities. • Recommend training and/or visitor education programs or initiatives that will increase awareness of Spokane Valley and improve or enhance the visitor experience. • Recommend metrics and analytics that should be monitored to determine success of marketing initiatives. • Provide and present the final plan to the TPA Commission and City Council. PROJECT #2 SCOPE — DEVELOPMENT OF 18-MONTH PLAN FOR TOURISM MARKETING SERVICES Identify, plan and execute branding and marketing campaigns and other services that position Spokane Valley as a premier visitor destination in Washington State. Marketing services should be outlined in an "actionable plan" that includes strategic objectives, tasks and deliverables for the 18-month period, July 1, 2023 through Dec. 31, 2024. The plan should be provided to the City by June 22, 2023. The plan shall include actionable measures to: • Develop and prepare online content (web and social) that support marketing campaigns and other services. • Design, develop and implement specific digital, video and print campaigns that utilize various media channels. • Implement niche travel campaigns (culinary, recreation, special events, art, history, etc.) that support the City's unique assets and environment. • Implement strategies to secure "earned media" opportunities (tourism magazines, blogs, websites, etc.) to promote the City's tourism brand. • Implement marketing services to recruit conventions, trade shows, group meetings and/or sports events to facilities and venues in Spokane Valley. This would include facilities such as CenterPlace Regional Event Center, Browns Park complex, Plante's Ferry complex, hotel conference facilities and other venues. 3 • Negotiate and contract with advertising media when purchasing space or time to obtain the most favorable terms and rates available. Manage all services provided by media, including compliance and fee payment. • Implement employee training and/or visitor education programs that increase awareness of Spokane Valley tourism assets and enhance the visitor experience. • Implement a customer satisfaction survey for visitors regarding the quality of experience in Spokane Valley. Utilize survey results to improve the visitor experience. The selected agency or organization should plan to analyze, measure and report regularly on the performance of campaigns and other activities. This will include documenting how the campaigns increase the number of people traveling to Spokane Valley for business or pleasure, such as: • Away from their place of residence or business and staying overnight in paid accommodations. • From a place at least fifty miles away one way by driving distance from the person's place of residence or business for the day or stays overnight. • From another state outside of their place of residence or their business. • To the extent possible — collect, measure and report various hotel metrics, including occupancy rates, average daily rate, revenue, revenue per available room, supply and demand from Spokane Valley hotels and lodging establishments. • Provide online analytics regarding digital marketing campaigns or search engine optimization efforts. • Collaborate with City staff to collect and provide social media analytics based on marketing efforts. The selected agency or organization will be responsible for compiling an annual written report that includes: • An annual summary of the tourism sector and key factors influencing the visitor industry in Spokane Valley. • An outline of major initiatives completed for marketing and promotion, and recruitment of any group meetings or other events, as well as various performance metrics collected regarding these initiatives, annually. Schedule The City anticipates the following schedule for completion of the RFQ process: RFQ publication date: Feb.10, 2023 RFQ submission date: Mar 03, 2023 Process to select consultants: Begins Mar. 16, 2023 Anticipated Council Decision: April 11, 2023 Anticipated start date: April 24, 2023 How to Respond Submit eight (8) hard copies of written responses and one (1) electronic copy in pdf format no later than 4:00 p.m. on Friday, March 3, 2023 to City of Spokane Valley, Attn: Lesli Brassfield (Marketing and Communications Officer), 10210 East Sprague Avenue, Spokane Valley, WA 99206. Limit written responses, excluding attachments, to 20 pages. Responses will NOT be M accepted by email. Submittals shall be signed by authorized representatives of the responding entity. Unsigned proposals shall not be considered. Written proposals not received by 4:00 p.m. on March 3, 2023 shall not be considered by the City. The responding entity is responsible for ensuring that written responses are received by the City by the time and date specified herein and accept all risk of late delivery for the method of delivery chosen, regardless of fault. Submittal Requirements Written responses shall cover the following areas of inquiry: 1. Business Statement, attached hereto as Attachment "A". 2. Identify project services (Project 1 Scope or Project 2 Scope, or both) that you would want to provide. If you select both projects, please indicate if you would be willing to complete only one project if the City were to award the other project to a another consultant. 3. Agency/organization history, overview of services and relevant experience, including ability to complete the project(s) on time. 4. Identification of qualifications in relation to the project(s). 5. List the relevant experience and qualifications of the employees who will be assigned to the project(s). 6. Provide three samples of similar work completed within the last five years by the agency/organization. 7. Letters of recommendation or testimonials from businesses or clients that have used your agency/organization for similar services. Naming of a reference is considered permission to contact the reference. The City may contact outside individuals, whether offered as references or not. The City retains the right to use such information in its decision. Submittal of a response is agreement that the City may contact and use such information. Evaluation Criteria Responses will be evaluated by the City as set forth immediately below: 1. Complete application including Business Statement. 2. History, overview of agency/organization, relevant experience, and qualifications. 3. Experience and qualifications of the employees assigned to this project. 4. Samples of work. 5. Letters of recommendation or testimonials. 6. Ability to meet proposed schedule. The City reserves the right to utilize new or revised evaluation criteria at its sole discretion. Addenda, Modifications and Clarifications 1. The City reserves the right to change the RFQ schedule or issue addenda to the RFQ at any time. All such addenda will become part of the RFQ. The City will provide notification of addenda in the same manner as distribution of the RFQ. It is the responder's responsibility to confirm as to whether any addenda have been issued. The City also reserves the right to cancel or reissue the RFQ. 5 2. The City reserves the right to request any responding entity to clarify its proposal or to supply any additional material deemed necessary to assist in the evaluation of the proposal. Modification of a proposal already received will be considered only if the modification is received prior to the submittal deadline. Any modifications shall be made in writing, executed and submitted in the same form and manner as the original proposal. Evaluation and Selection The City reserves the right to award the contract to the responding entity which best meets the needs and interests of the City, or to reject all responses as set forth below. The following steps are anticipated: Step 1. Receipt and review of qualifications and written responses. Step 2. City follow-up with respondents and possible interviews. Step 3. Initial reference and information check. Step 4. Selection of provider. Step 5. Council approval. Step 6. Negotiation of fees, price, and/or costs and contract. Finalize a Scope of Work City representatives and the selected finalist will review and finalize a Scope of Work. Contract; Fee, Price, and Cost After identification of the most highly qualified firm, the City shall request a fee proposal from the firm and thereafter negotiate fees, prices and/or costs at amount(s) that are determined by the City to be fair and reasonable. If the City is unable to negotiate a fair and reasonable price for services, the City may terminate negotiations and select the next most highly qualified firm. The City's proposed contract, with the terms and conditions, is attached to this RFQ as Attachment "B". Please note that the City expects all submitting entities to consent to the City contract, terms and conditions, and does not anticipate agreeing to any modifications or exceptions. Any exceptions or modifications to the contract proposed by an entity must be noted in the responsive submittal. The exception to this is in the drafting ofthe Scope of Work and negotiating fees, prices, and/or costs. The City reserves the right to negotiate and revise any or all contract terms and conditions prior to contract signature. Insurance Requirements See required automobile liability insurance, commercial general liability insurance and workers' compensation coverage detailed in Section 11 of Attachment B (form of contract). Any firm selected as a result of this RFQ must meet the contractual requirements. Reiection of Proposals The City reserves the right to reject any or all submittals, portions, or parts thereof. The City reserves the right to obtain services through other means. Non -Collusion Submittal and signature of a proposal swears that the document and proposal is genuine and not a sham or collusive, and not made in interest of any person not named, and that the responding entity has not induced or solicited others to submit a sham offer, or refrain from proposing. G No Costs The City shall not be responsible for any costs incurred by any respondents in preparing, submitting, or presenting its response to the RFQ or interview process, if applicable. The City shall not be responsible for any costs incurred by the responding entity selected by the City prior to the date of the contract. Non -Endorsement As a result of the selection of a responding entity, the City is neither endorsing nor suggesting the responding entity's services are the best or only solution. The responding entity agrees to make no reference to the City in any literature, promotional material, brochures, sales presentation or the like without prior express written consent from the City. Ownership of Documents Any reports, studies, conclusions and summaries submitted by the responding entity shall become the property of the City. Public Records Under Washington State law, the documents (including all such items as described in RCW 42.56.010 for the term "writing") submitted in response to this RFQ (the "documents") become a public record upon submission to the City, subject to mandatory disclosure upon request by any person, unless the documents are exempted by a specific provision of law. If the City receives a request for inspection or copying of the documents, it will promptly notify the person submitting the documents to the City (by U.S. mail and electronic mail if the person has provided an e-mail address) and upon written request of such person, received by the City within five days of the providing of such notice, will postpone disclosure of the documents for a reasonable period of time as permitted by law to enable such person to seek a court order prohibiting or conditioning the release of such documents. The City assumes no contractual obligation to enforce any exemption. Assurance of Non -Discrimination. The City, in accordance with the provisions of Title VI of the Civil Rights Act of 1964 (78 Stat. 252, 42 U.S.C. §§ 2000d to 2000d-4) and the Regulations, hereby notifies all bidders that it will affirmatively ensure that any contract entered into pursuant to this advertisement, disadvantaged business enterprises will be afforded full and fair opportunity to submit bids in response to this invitation and will not be discriminated against on the grounds of race, color, or national origin in consideration for an award. 7 Attachment "A" BUSINESS STATEMENT Please complete and submit with your response. 1. Name of business: 2. Business address: 3. Phone: Business fax: e-mail: 4. Business classification (check all that apply): Individual Partnership Corporation 5. Federal tax number/UBI number: / 6. Name of owner: 7. Does the company maintain insurance in amounts specified by the City contract: Yes: No: If no, describe the differences: 8. Are there claims pending against this insurance policy? Yes: No: If yes, please explain the nature of the claims: 9. Has the company or anybody in the company ever been disqualified or terminated by any public agency? Yes: No: 10. Proposal offers shall be good and valid until the City completes the award or rejects the proposals. Failure to concur with this condition may result in rejection of the offer. Does the firm accept this condition? Yes: No: I certify that to the best of my knowledge, the information contained in this proposal is accurate and complete, and that I have the legal authority to commit this company to a contractual agreement. SIGNATURE: Date: PRINT NAME AND TITLE OF SIGNER: n. Attachment "B" AGREEMENT FOR SERVICES <Contractor> THIS AGREEMENT is made by and between the City of Spokane Valley, a code City of the State of Washington, hereinafter "City" and <name of Contractor>, hereinafter "Consultant," jointly referred to as "Parties." IN CONSIDERATION of the terms and conditions contained herein, the Parties agree as follows: 1. Work to Be Performed. Consultant shall provide all labor, services, and material to satisfactorily complete the Scope of Services, attached as Exhibit A. A. Administration. The City Manager or designee shall administer and be the primary contact for Consultant. Prior to commencement of work, Consultant shall contact the City Manager or designee to review the Scope of Services, schedule, and date of completion. Upon notice from the City Manager or designee, Consultant shall commence work, perform the requested tasks in the Scope of Services, stop work, and promptly cure any failure in performance under this Agreement. B. Representations. City has relied upon the qualifications of Consultant in entering into this Agreement. By execution of this Agreement, Consultant represents it possesses the ability, skill, and resources necessary to perform the work and is familiar with all current laws, rules, and regulations which reasonably relate to the Scope of Services. No substitutions of agreed -upon personnel shall be made without the prior written consent of City. Consultant represents that the compensation as stated in paragraph 3 is adequate and sufficient for the timely provision of all professional services required to complete the Scope of Services under this Agreement. Consultant shall be responsible for the technical accuracy of its services and documents resulting therefrom, and City shall not be responsible for discovering deficiencies therein. Consultant shall correct such deficiencies without additional compensation except to the extent such action is directly attributable to deficiencies in City -furnished information. C. Standard of Care. Consultant shall exercise the degree of skill and diligence normally employed by professional consultants engaged in the same profession, and performing the same or similar services at the time such services are performed. D. Modifications. City may modify this Agreement and order changes in the work whenever necessary or advisable. Consultant will accept modifications when ordered in writing by the City Manager or designee, so long as the additional work is within the scope of Consultant's area of practice. Compensation for such modifications or changes shall be as mutually agreed between the Parties. Consultant shall make such revisions in the work as are necessary to correct errors or omissions appearing therein when required to do so by City without additional compensation. 2. Term of Contract. This Agreement shall be in full force and effect upon execution and shall remain in effect until completion of all contractual requirements have been met as determined by City. Consultant shall complete its work by <date>, 20_, unless the time for performance is extended in writing by the Parties. 6 Either Parry may terminate this Agreement for material breach after providing the other Parry with at least 10 days' prior notice and an opportunity to cure the breach. City may, in addition, terminate this Agreement for any reason by 10 days' written notice to Consultant. In the event of termination without breach, City shall pay Consultant for all work previously authorized and satisfactorily performed prior to the termination date. 3. Compensation. (Option A: If using Option A, delete option B and delete these yellow sections) City agrees to pay Consultant a flat fee of $ (which includes Washington State Sales Tax if any is applicable) as full compensation for everything done under this Agreement, as set forth in Exhibit B. Consultant shall not perform any extra, further, or additional services for which it will request additional compensation from City without a prior written agreement for such services and payment therefore. (Option B: If using Option B, delete option A and delete these yellow sections) City agrees to pay Consultant an agreed upon hourly rate up to a maximum amount of $ as full compensation for everything done under this Agreement, as set forth in Exhibit B. Consultant shall not perform any extra, further, or additional services for which it will request additional compensation from City without a prior written agreement for such services and payment therefore. 4. Payment. Consultant shall be paid monthly upon presentation of an invoice to City. Applications for payment shall be sent to the City Finance Department at the below -stated address. City reserves the right to withhold payment under this Agreement for that portion of the work (if any) which is determined in the reasonable judgment of the City Manager or designee to be noncompliant with the Scope of Services, City standards, City Code, and federal or state standards. 5. Notice. Notices other than applications for payment shall be given in writing as follows: TO THE CITY: TO THE CONSULTANT: Name: Christine Bainbridge, City Clerk Name: Phone: (509) 720-5000 Phone: Address: 10210 East Sprague Avenue Address: Spokane Valley, WA 99206 6. Applicable Laws and Standards. The Parties, in the performance of this Agreement, agree to comply with all applicable federal, state, and local laws and regulations. Consultant warrants that its designs, construction documents, and services shall conform to all federal, state, and local statutes and regulations. 7. Certification Regardine Debarment, Suspension, and Other Responsibility Matters — Primary Covered Transactions. A. By executing this Agreement, the Consultant certifies to the best of its knowledge and belief that it and its principals: 1. Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by any federal department or agency; 2. Have not within a three-year period preceding this proposal been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense 10 in connection with obtaining, attempting to obtain, or performing a public (federal, state, or local) transaction or contract under a public transaction; violation of federal or state antitrust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property; 3. Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity (federal, state, or local) with commission of any of the offenses enumerated in paragraph (A)(2) of this certification; and 4. Have not within a three-year period preceding this application/proposal had one or more public transactions (federal, state, or local) terminated for cause or default. B. Where the prospective primary participant is unable to certify to any of the statements in this certification, such prospective participant shall attach an explanation to this Agreement. 8. Relationship of the Parties. It is understood and agreed that Consultant shall be an independent contractor and not the agent or employee of City, that City is interested in only the results to be achieved, and that the right to control the particular manner, method, and means in which the services are performed is solely within the discretion of Consultant. Any and all employees who provide services to City under this Agreement shall be deemed employees solely of Consultant. The Consultant shall be solely responsible for the conduct and actions of all its employees under this Agreement and any liability that may attach thereto. 9. Ownership of Documents. All drawings, plans, specifications, and other related documents prepared by Consultant under this Agreement are and shall be the property of City, and may be subject to disclosure pursuant to chapter 42.56 RCW or other applicable public record laws. The written, graphic, mapped, photographic, or visual documents prepared by Consultant under this Agreement shall, unless otherwise provided, be deemed the property of City. City shall be permitted to retain these documents, including reproducible camera-ready originals of reports, reproduction quality mylars of maps, and copies in the form of computer files, for the City's use. City shall have unrestricted authority to publish, disclose, distribute, and otherwise use, in whole or in part, any reports, data, drawings, images, or other material prepared under this Agreement, provided that Consultant shall have no liability for the use of Consultant's work product outside of the scope of its intended purpose. 10. Records. The City or State Auditor or any of their representatives shall have full access to and the right to examine during normal business hours all of Consultant's records with respect to all matters covered in this Agreement. Such representatives shall be permitted to audit, examine, make excerpts or transcripts from such records, and to make audits of all contracts, invoices, materials, payrolls, and record of matters covered by this Agreement for a period of three years from the date final payment is made hereunder. 11. Insurance. Consultant shall procure and maintain for the duration of the Agreement, insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder by Consultant, its agents, representatives, employees, or subcontractors. A. Minimum Scope of Insurance. Consultant's required insurance shall be of the types and coverages described below: 1. Automobile liability insurance covering all owned, non -owned, hired, and leased vehicles. Coverage shall be at least as broad as Insurance Services Office (ISO) form CA 0001. 11 2. Commercial general liability insurance shall be at least as broad as ISO occurrence form CG 00 01 and shall cover liability arising from premises, operations, stop -gap independent contractors and personal injury, and advertising injury. City shall be named as an additional insured under Consultant's commercial general liability insurance policy with respect to the work performed for the City using an additional insured endorsement at least as broad as ISO CG 20 26. 3. Workers' compensation coverage as required by the industrial insurance laws of the State of Washington. B. Minimum Amounts of Insurance. Consultant shall maintain the following insurance limits: 1. Automobile liability insurance with a minimum combined single limit for bodily injury and property damage of $1,000,000 per accident. 2. Commercial general liability insurance shall be written with limits no less than $2,000,000 each occurrence, and $2,000,000 general aggregate. C. Other Insurance Provisions. The Consultant's policies are to contain, or be endorsed to contain, the following provisions for automobile liability and commercial general liability insurance: 1. Consultant's insurance coverage shall be primary insurance with respect to the City. Any insurance, self-insurance, or self -insured pool coverage maintained by City shall be in excess of Consultant's insurance and shall not contribute with it. 2. Consultant shall provide City and all additional insured for this work with written notice of any policy cancellation within two business days of their receipt of such notice. 3. If Consultant maintains higher insurance limits than the minimums shown above, City shall be insured for the full available limits of commercial general and excess or umbrella liability maintained by Consultant, irrespective of whether such limits maintained by Consultant are greater than those required by this Agreement or whether any certificate of insurance furnished to the City evidences limits of liability lower than those maintained by Consultant. 4. Failure on the part of Consultant to maintain the insurance as required shall constitute a material breach of the Agreement, upon which the City may, after giving at least five business days' notice to Consultant to correct the breach, immediately terminate the Agreement, or at its sole discretion, procure or renew such insurance and pay any and all premiums in connection therewith, with any sums so expended to be repaid to City on demand, or at the sole discretion of the City, offset against funds due Consultant from the City. D. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best rating of not less than ANII. E. Evidence of Coverage. As evidence of the insurance coverages required by this Agreement, Consultant shall furnish the City with original certificates and a copy of the amendatory endorsements, including but not necessarily limited to the additional insured endorsement, evidencing the insurance requirements of the Agreement before commencement of the work. 12 12. Indemnification and Hold Harmless. Consultant shall, at its sole expense, defend, indemnify, and hold harmless City and its officers, agents, and employees, from any and all claims, actions, suits, liability, loss, costs, attorney's fees, costs of litigation, expenses, injuries, and damages of any nature whatsoever relating to or arising out of the wrongful or negligent acts, errors, or omissions in the services provided by Consultant, Consultant's agents, subcontractors, subconsultants, and employees to the fullest extent permitted by law, subject only to the limitations provided below. However, should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or damages to property caused by or resulting from the concurrent negligence of the Consultant and the City, its officers, officials, employees, and volunteers, the Consultant's liability, including the duty and cost to defend, hereunder shall be only to the extent of the Consultant's negligence. It is further specifically and expressly understood that the indemnification provided herein constitutes the Consultant's waiver of immunity under Industrial Insurance, Title 51, RCW, solely for the purpose of this indemnification. This waiver has been mutually negotiated by the parties. The provisions of this section shall survive the expiration or termination of this Agreement. 13. Waiver. No officer, employee, agent, or other individual acting on behalf of either Party has the power, right, or authority to waive any of the conditions or provisions of this Agreement. A waiver in one instance shall not be held to be a waiver of any other subsequent breach or nonperformance. All remedies afforded in this Agreement or by law shall be taken and construed as cumulative and in addition to every other remedy provided herein or by law. Failure of either Party to enforce at any time any of the provisions of this Agreement or to require at any time performance by the other Party of any provision hereof shall in no way be construed to be a waiver of such provisions nor shall it affect the validity of this Agreement or any part thereof. 14. Assienment and Delectation. Neither Party may assign, transfer, or delegate any or all of the responsibilities of this Agreement or the benefits received hereunder without prior written consent of the other Party. 15. Subcontracts. Except as otherwise provided herein, Consultant shall not enter into subcontracts for any of the work contemplated under this Agreement without obtaining prior written approval of City. 16. Confidentiality. Consultant may, from time -to -time, receive information which is deemed by City to be confidential. Consultant shall not disclose such information without the prior express written consent of City or upon order of a court of competent jurisdiction. 17. Jurisdiction and Venue. This Agreement is entered into in Spokane County, Washington. Disputes between City and Consultant shall be resolved in the Superior Court of the State of Washington in Spokane County. Notwithstanding the foregoing, Consultant agrees that it may, at City's request, be joined as a party in any arbitration proceeding between City and any third party that includes a claim or claims that arise out of, or that are related to Consultant's services under this Agreement. Consultant further agrees that an arbitrator's decision therein shall be final and binding on Consultant and that judgment may be entered upon it in any court having jurisdiction thereof. 18. Cost and Attorney's Fees. The prevailing party in any litigation or arbitration arising out of this Agreement shall be entitled to its attorney's fees and costs of such litigation (including expert witness fees). 19. Entire Agreement. This written Agreement constitutes the entire and complete agreement between the Parties and supersedes any prior oral or written agreements. This Agreement may not be changed, modified, or altered except in writing signed by the Parties hereto. 13 20. Anti -kickback. No officer or employee of City, having the power or duty to perform an official act or action related to this Agreement shall have or acquire any interest in this Agreement, or have solicited, accepted, or granted a present or future gift, favor, service, or other thing of value from any person with an interest in this Agreement. 21. Assurance of Compliance with Applicable Federal Law. During the performance of this Agreement, the Consultant, for itself, its assignees, and successors in interest agrees as follows: A. Compliance with Regulations. Consultant shall comply with the federal laws set forth in subsection G, below ("Pertinent Non -Discrimination Authorities") relative to non-discrimination in federally -assisted programs as adopted or amended from time -to -time, which are herein incorporated by reference and made a part of this Agreement. B. Non-discrimination. Consultant, with regard to the work performed by it during this Agreement, shall not discriminate on the grounds of race, color, or national origin in the selection and retention of subcontractors, including procurements of materials and leases of equipment. Consultant shall not participate directly or indirectly in the discrimination prohibited by the Acts and the Regulations, including employment practices when the contract covers any activity, project, or program set forth in Appendix B of 49 CFR Part 21. C. Solicitations for Subcontracts, Including Procurements of Materials and Equipment. In all solicitations, either by competitive bidding, or negotiation made by Consultant for work to be performed under a subcontract, including procurements of materials, or leases of equipment, each potential subcontractor or supplier shall be notified by Consultant of Consultant's obligations under this Agreement and the Acts and the Regulations relative to non-discrimination on the grounds of race, color, or national origin. D. Information and Reports. Consultant shall provide all information and reports required by the Acts, the regulations, and directives issued pursuant thereto, and shall permit access to its books, records, accounts, other sources of information, and its facilities as may be determined by the City or the WSDOT to be pertinent to ascertain compliance with such Acts, regulations, and instructions. Where any information required of Consultant is in the exclusive possession of another who fails or refuses to furnish the information, Consultant shall so certify to the City or the WSDOT, as appropriate, and shall set forth what efforts it has made to obtain the information. E. Sanctions for Noncompliance. In the event of a Consultant's noncompliance with the non- discrimination provisions of this Agreement, the City will impose such contract sanctions as it or the WSDOT may determine to be appropriate, including, but not limited to: 1. Withholding payments to Consultant under the Agreement until Consultant complies; and/or 2. Cancelling, terminating, or suspending the Agreement, in whole or in part. F. Incorporation of Provisions. Consultant shall include the provisions of paragraphs of these Contract Clauses in every subcontract, including procurements of materials and leases of equipment, unless exempt by the Acts, regulations and directives issued pursuant thereto. Consultant shall take action with respect to any subcontract or procurement as the City or the WSDOT may direct as a means of enforcing such provisions, including sanctions for noncompliance. Provided, that if Consultant becomes involved in, or is threatened with litigation 14 by a subcontractor or supplier because of such direction, Consultant may request that the City enter into any litigation to protect the interests of the City. In addition, Consultant may request the United States to enter into the litigation to protect the interests of the United States. G. Pertinent Non -Discrimination Authorities: During the performance of this Agreement, the Consultant agrees to comply with the following non-discrimination statutes and authorities; including but not limited to: Title VI of the Civil Rights Act of 1964 (42 U.S.C. §2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21; and 49 Part 26; The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. §4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal -aid programs and projects); Federal -Aid Highway Act of 1973, (23 U.S.C. §324 et seq.), (prohibits discrimination on the basis of sex); Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. §794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27; The Age Discrimination Act of 1975, as amended, (42 U.S.C. §6101 et seq.), (prohibits discrimination on the basis of age); Airport and Airway Improvement Act of 1982, (49 U.S.C. §471, Section 47123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex); The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms "programs or activities" to include all of the programs or activities of the Federal - aid recipients, sub -recipients and contractors, whether such programs or activities are Federally funded or not); Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§12131- 12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38; The Federal Aviation Administration's Non-discrimination statute (49 U.S.C. §47123) (prohibits discrimination on the basis of race, color, national origin, and sex); Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low -Income Populations, which ensures Non-discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; 15 Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of Limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100); and Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. § 1681 et seq.). 22. Business Reeistration. Prior to commencement of work under this Agreement, Consultant shall register with the City as a business if it has not already done so. 23. Severability. If any section, sentence, clause, or phrase of this Agreement should be held to be invalid for any reason by a court of competent jurisdiction, such invalidity shall not affect the validity of any other section, sentence, clause, or phrase of this Agreement. 24. Exhibits. Exhibits attached and incorporated into this Agreement are: A. Scope of Services B. Fee proposal C. Insurance Certificates The Parties have executed this Agreement this CITY OF SPOKANE VALLEY John Hohman, City Manager APPROVED AS TO FORM: Office of the City Attorney day of , 20 Consultant: By: Its: Authorized Representative W Meeting Minutes Spokane Valley Tourism Promotion Area (TPA) Commission Regular Meeting Room S105, — Spokane Valley City Hall August 17, 2023 L Chairman Guinn called the meeting to order at 10:01 a.m. The meeting was held in person at City Hall in room S105 and via ZOOM meetings. IL The following members and staff were present: Amanda Alcamo, Oxford Suites (Zoom) Mike Basinger, Economic Development Director Bernadette Crain, Hampton Inn Lesli Brassfield, Communications/Marketing Officer Grant Guinn, Tru by Hilton Tony Beattie, Senior Deputy City Attorney Lee Cameron, Mirabeau Park Hotel Robin Holt, Commission Secretary III. PUBLIC COMMENT There was no public comment. IV. ADMINISTRATIVE REPORT Communications and Marketing Officer Lesli Brassfield provided an overview of the TPA funds collected through June 2023 totaling $529,656. There was some discussion related to hotel room occupancy versus the funds reflected as they show a significant increase collected in 2023 versus previous years with the same number of rooms. The Commission asked staff to provide an update on the TPA funds collection process at the next meeting. Ms. Brassfield continued by providing a brief update of the 2023 TPA Commission annual summary report required by municipal code. She explained that the report will be provided to City Council each year giving a historical overview of the TPA Commissions actions, initiatives, and budget. Ms. Brassfield continued advising that Spokane Sports contract has been executed and the Cross -Country track is in process. The Commission asked that Spokane Sports provide an update on their progress and the Cross -Country track at the next meeting. Ms. Brassfield concluded with an analytics report related to the City's tourism website with a good indication that we are above the industry standard in visibility and click through rates. V. COMMISSION BUSINESS a. Action Item: 116 & West- 5-Year Destination Marketing Plan for review and recommendation. Chair Guinn opened the floor to 116 & West who provided a PowerPoint presentation outlining the 5-year destination marketing plan. The presentation provided insight into goals and objectives, brand positioning, messaging, target audiences, marketing initiatives, and implementation. There was some discussion related to the Valley's location, target audiences and geographic focus to include Canada, business travel, and medical field related visits. There was also significant discussion related to wayfinding and branding the city with a cohesive, familiar, and trusting brand. The Commissioners concluded that they were impressed with 116 & West's proposal and looking forward to working with them on these projects. The Commission decided by unanimous consensus they recommend to City Council approval of the 5-year Destination Marketing Plan after including final suggested edits. b. Action Item: 116 & West Marketing Services Scope and Fee proposal for consideration and recommendation Chair Guinn opened the floor to 116 & West who provided an outline of their proposed scope and fee for the next 18-months. The 2023 scope and fees include brand development, campaign creative, developing an asset library, virtual visitor center, website development, social media properties, local brand launch, Spokane Sports support, paid media, and account management. The total proposed fee for 2023 is $400,000.00. The 2024 8-17-2023 Planning Commission Minutes Page 2 of 2 scope included ongoing support of the previous year's initiatives and tasks and the fee proposal to start the year is $4113,500. There was significant discussion related to the amount proposed for 2023 being close to the same as 2024. Once implemented there will be three months left in 2023 and the commission was concerned that 116 & West was shorting themselves for 2024. It was concluded that 116 & West will have a lot of heavy lifting to complete in 2023 justifying the $400,000 as outlined in the scope, the $413,500 proposal for 2024 is a starting point that can be amended once analytics are obtained, and the needs are better determined. The Commission decided by unanimous consensus they recommend to City Council approval of the 116 & West's Scope and Fee proposal as presented with the understanding there is a likely hood to amend the scope and fee. VL ADJOURNMENT: Commissioner Cameron moved to adjourn the meeting and was seconded by Commissioner Crain at 12:18 p.m. The vote on the motion was four in favor, zero opposed and the motion passed. Respectfully submitted, Robin Holt, Commission Secretary Meeting Minutes Spokane Valley Tourism Promotion Area (TPA) Commission SPECIAL Meeting Room S105, — Spokane Valley City Hall September 5, 2023 L Chairman Guinn called the meeting to order at 09:00 a.m. The meeting was held in person at City Hall in room S105 and via ZOOM meetings. IL The following members and staff were present: Amanda Alcamo, Oxford Suites (Zoom) Mike Basinger, Economic Development Director Bernadette Crain, Hampton Inn Lesli Brassfield, Communications/Marketing Officer Grant Guinn, Tru by Hilton Tony Beattie, Senior Deputy City Attorney Lee Cameron, Mirabeau Park Hotel Robin Holt, Commission Secretary III. COMMISSION BUSINESS a. Action Item: 116 & West: Brand Naming Options for Consideration and Recommendation Chair Guinn opened the floor to 116 & West who provided a PowerPoint presentation outlining tourism name and tagline recommendations. Recommended Names: 91 "Discover - The Valley" 92. "Experience - Spokane Valley 93. "Discover - Spokane Valley 94. "Discover - SpoVal". 116 & West provided the following tagline options to be used with the branding name selected and reiterated that these taglines will be used interchangeably to enhance targeted branding and marketing campaigns. Recommended Taglines: 91. Spokane Valley, WA 92. Recreate I Recharge I Repeat 93. Adventure's Nearby 94. Gateway to Play 116 & West provided details into how they came to these determinations. There was some discussion with the Commission regarding a large number of cities with the brand name "The Valley" and their concerns. There was also an understanding of trying to get out from underneath the Spokane "umbrella". Commissioner Cameron moved to recommend to City Council approval of branding name "The Valley" with tagline "Spokane Valley, WA" The vote on the motion was three in favor, and one opposed, the motion passed. IV. ADJOURNMENT: Commissioner Cameron moved and was seconded by Commissioner Crain to adjourn the meeting at 09:28 a.m. The vote on the motion was four in favor, zero opposed and the motion passed. 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Budgets have been developed for each section as Not to Exceed (NTE) figures. Additional discovery and detailed workplans and/or media plans will be developed for initiatives where appropriate, such as paid media campaigns, website development and outside production for the asset library. 2023 Initiatives &Tasks Timeline Fees 1. Brand Development & Identity Package August - $40,000 • Naming November 2023 • Mark(s) • Color palette, font selection • Art direction • Brand style guide • Could include design of signage: o Landmark / Entrance Artwork o Production to be scoped separately 2. Campaign Creative Concept and Development September - $29,750 Campaign concepting for overarching creative concept to December 2023 be applied across all campaigns and media tactics • Selection of primary campaign concept • Messaging • Art direction • Creative execution (for fall and winter campaigns) o Copywriting o Design • Campaign design across digital media tactics 3. Development of Asset Library September 2023 $30,000 In conjunction with outside production partners as — December necessary. All assets to be owned by the City of Spokane 2023 Valley. • Seasonal assets (Fall / Winter) • Photography • Videography • Drone footage 4. Development of Virtual Visitor Center October 2023- $35,000 Virtual resource to house all information and collateral December 2023 materials. Could include: • Events and attractions o Local event calendar o Regional event calendar • Virtual map: hotels, food and drink scene, etc. • Trail guides • Interactive features, such as "Build your agenda" o Season o Reason for travel o Areas being visited o With children / without children 5. Collateral Support October 2023 — $44,625 Establish priority of materials with city staff December 2023 • Design of collateral suite o Printed materials could include: ■ Visitor's guide ■ Scavenger hunt ■ Map of the Valley ■ Promoting local sports teams o Assets for Virtual Visitor Center 6. Website Development August 2023 — $60,000 A separate scope of work will be developed to identify December 2023 technical specifications including site map, functionality, content, and accessibility. • UI/UX strategy & design o Discovery o Strategic recommendations o Site Map o Wireframes o Content development o Design • Custom website development o Programming o Testing o Launch o SEO and analytics configuration 7. Social Media Properties September 2023 $25,000 Management fee — December • Account setup for social platforms 2023 o Identify priority of social account development. Could include: o Instagram o Facebook o Setup and brand accounts with new identity • Content calendar o Development of quarterly content calendar ■ Weekly spotlights ■ Highlighting hotels, local events, restaurants, etc. ■ Outdoor/recreational content ■ Regularly scheduled sports -centered content ■ Event promotion • Development of social media guide and staff training • Identify hashtag opportunities and usage • Asset development • Execution of monthly content o Design o Copy • Channel management o Posting o Social listening o Direct message responses, if necessary o Monthly reporting 8. Local brand launch campaign September 2023 $25,000 Considerations include: — December • Paid social campaign 2023 o Partnership with local social influencer (Dependent on ■ Influencer and business -owner brand engagement development o Follower building and event date) o Promotional tie-in • Experiential campaign to support brand launch o Launch party 9. Spokane Sports Support September 2023 $13,000 Specific items for budget allocation will be prioritized in — December collaboration with Spokane Sports. Items may include: 2023 • Owned media promotion • Marketing collateral development could include: 0 Athlete guides o Event promotion/support • Development of resources and templates 10. Paid Media Campaigns October 2023 — $60,000 Specific media plans to be developed by campaign to December 2023 include tactics, flight dates and budget • Seasonal -specific tourism campaign(s) o Fall o Winter • Always -on Paid Search • Event/interest-specific tourism campaign(s) • Small -mid meeting/convention planner specific campaign(s) • Sports marketing campaign(s) • Campaign management o Campaign set-up and launch o Ongoing campaign optimization o Weekly check-in(s) o Monthly deep dive(s) o Campaign reporting and analytics 11. Strategic Account Management August 2023 - $37,625 Management Fee December 2023 • Ongoing strategy and account planning o Budget management • Project management across all initiatives • Comprehensive business review o Ongoing reporting and analytics o STR data o Partnership metrics and success o Progress reporting with Spokane Sports o Creative performance • Annual analysis & planning o Asses current landscape o Update recommendations based on analytics and new resources o Development of annual budget 2023 Total $400,000.00 2024 Initiatives & Tasks Timeline Fees 1. Development of Asset Library January 2024 — $30,000 In conjunction with outside production partners as December 2024 necessary. All assets to be owned by the City of Spokane (ongoing to Valley. accommodate • Seasonal assets • Photography • Videography • Drone footage seasonal production) 2. Ongoing Website Support April 2024 — $45,000 Management fee includes: December 2024 • Annual hosting • Monthly website maintenance • SEO and LBL management • Retainer for ongoing content updates o Blog development o Copywriting o Graphics 3. Social Media Properties January 2024— $60,000 Management fee December 2024 • Account setup for social platforms o Identify priority of social account development. Could include: o Instagram o Facebook o Setup and brand accounts with new identity • Content calendar o Development of quarterly content calendar ■ Weekly spotlights ■ Highlighting hotels, local events, restaurants, etc. ■ Outdoor/recreational content ■ Regularly scheduled sports -centered content ■ Event promotion • Development of social media guide and staff training • Identify hashtag opportunities and usage • Asset development • Execution of monthly content o Design o Copy • Channel management o Posting o Social listening o Direct message responses, if necessary o Monthly reporting 4. Spokane Sports Support January 2024 — $15,000 Specific items for budget allocation will be prioritized in December 2024 collaboration with Spokane Sports. Items may include: • Owned media promotion • Marketing collateral development could include: o Athlete guides o Event promotion/support • Development of resources and templates 12. Campaign Creative Development January 2024 - $20,000 • Creative execution December 2024 o Copywriting o Design • Campaign design across digital media tactics 5. Paid Media Campaigns January 2024 - $170,000 Media plans to be developed for each campaign December 2024 • Seasonal -specific tourism campaign(s) o Fall o Winter • Always -on Paid Search • Event/interest-specific tourism campaign(s) • Small -mid meeting/convention planner specific campaign(s) • Sports marketing campaign(s) • Campaign management o Campaign set-up and launch o Ongoing campaign optimization o Weekly check-in(s) o Monthly deep dive(s) o Campaign reporting and analytics 6. Strategic Account Management January 2024- $73 500 Management fee December 2024 • Ongoing strategy and account planning o Budget management • Project management across all initiatives • Comprehensive business review o Ongoing reporting and analytics o STR data o Partnership metrics and success o Progress reporting with Spokane Sports o Creative performance • Annual analysis & planning o Asses current landscape o Update recommendations based on analytics and new resources o Development of annual budget 2024 Total $413,500.00 TOTAL CONTRACT AMOUNT $813,500.00 P lI Olil: m ng wr'iid A"�4�ybcs The consultant will provide the following information in a summary report at the end of the contract period: • A summary of tasks completed by the consultant that were identified and supported in the contract. Please explain how these tasks impacted the ability of 116 & West to achieve its goals and support future initiatives with the City. • Campaign reporting o Metrics include clicks, impressions, clickthrough rate, etc. • Social media reporting • SEO / Web reporting • Comprehensive business review o Ongoing reporting and analytics o STR data o Partnership metrics and success o Progress reporting with Spokane Sports o Creative performance Exhibit B: Fee Payment The Consultant shall invoice the City in monthly installments and reflect the progression of work identified in Exhibit A (Scope of Work). Each invoice shall summarize in detail tasks completed under the various work headings, as identified in the Scope of Work and Timeline (Exhibit A) for the period identified in the invoice. A final invoice will NOT be paid until all work identified in Exhibit A (Scope of Work) is completed and a summary document is provided to the City. The total amount paid for all work completed, as identified in Exhibit A (Scope of Work), shall not exceed $813,500.00. 7 a LU J J a 0 oL n LU J J 0 z �Q �i O Lu H m I LU J J r- I I rdo M I F I 0 a 3 a I l VA FFIII I ui J J L VII �i i I l a OJD 14- 0 LA 0 u 4� u 0 _a Ln V) tea, > ru U � -C u LE D 0 c > o 0 a in —u 41 m 0 ro Ln 140-� o E raJ 4 m C- Ln D 140- Q) 0 c ra -C u 0 41 ru 0 0 -C 0 In - LA c 0 ro —0 E Lon -a '4- ra QJ o -0 ra 0 m 0 CL. PA o aj %. > a-) -0 m 13 0- CL- rn m CL -C > c 0 ru -0 V) 4-0 0 c 0 40 4) > c Eto CL c 4� (D o o E Q- 0 w > OD E ro u a -C _0 CD E 0 ru 0 u 0 1 0 1 OD 0 m 0 u 1w ca � (3 0 ra S5 (3 n E ru u u n Ln u QU C: fti ra LIP c fu 0 CL 0 m E w ra 140- -Cu c -0 c c (a M, 01 ato to . LU (vi li 0 0 c 0 m u cu a) N FA _0 E ru LU ro OD Ln 0 u aj E ro c 0 c Li Ln 0 Cl- V) OA ck: ct :Z.. 0 m Wl 0 c C c E a) 0- E 0 Q) w < 0 A C) E CL E m u Us U' ) C4 C: (D E CT 0 > r) u c Q) E > c m (D > 'z M u E M u < 14- E CL 0 U > 0 a) 1 E CL 0 a) > C- u 0 CL E m U CL 0 U) U C: u U < u 10 (A Y- ui J J ui N 2vmi. tl ✓ �"" � 4 u10f CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: September 12, 2023 Department Director Approval: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Proposed Homeless Action Plan update GOVERNING LEGISLATION: NA PREVIOUS COUNCIL ACTION TAKEN: Homeless Program Update to Council on September 6, 2022, January 3, 2023, February 7, 2023, May 13, 2023. BACKGROUND: The intent of the Spokane Valley Homeless Action Plan (Plan) is to provide a roadmap to address, reduce and prevent homelessness in the City. As part of the plan development process, staff reached out to the community through multiple channels including Spokane Valley specific community survey in 2021, direct contact with stakeholders, a community open house in 2023, and input through the website. Staff has also discussed this plan at several council meetings since the fall of 2022. While this plan was in development, City Council passed Resolution 23-005 declaring its intention and commitment to operate its own homeless housing program and to meet all applicable legal and regulatory requirements including those set forth in chapter 43.185C RCW and established by the State Department of Commerce (Commerce), in order to be a direct recipient of HHAA Local Surcharge Funds The Plan will also help inform the development of homeless and housing plan required for the management of the recording fees dedicated to housing and homelessness. An outline of the City's draft Plan is attached. The Plan's introductory pages discuss guiding principals and the three primary objectives: 1) To prevent homelessness from occurring in the first place whenever possible 2) To reduce existing levels of homelessness 3) To improve the quality of life for all Spokane Valley residents The first half of the document provides possible strategies to work towards achieving the above objectives. The Council has the discretion to select and prioritize which strategies to pursue and implement as funding becomes available. The second half of the document provides background information related to data, funding sources, existing interventions, etc. It provides information about the region's homelessness crisis and response system. Staff anticipates updating portions to the plan to address changes to the supporting data and existing services. As part of the plan development process, staff reached out to the community through multiple channels including Spokane Valley specific community survey in 2021, direct contact with stakeholders, a community open house in 2023, and input through the website. Staff has also discussed this plan at several council meetings. Page 1 of 2 Staff requests council comments by Tuesday, September where appropriate into an updated draft of the Plan. Staff will for consideration and possible adoption by early Fall of 2023. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: Discussion BUDGET/FINANCIAL IMPACTS: N/A 19. Feedback will be incorporated bring the updated Plan for Council STAFF CONTACT: Gloria Mantz, City Services Administrator; Eric Robison, Housing & Homeless Coordinator ATTACHMENTS: Presentation Plan outline Draft Spokane Valley Homeless Action Plan Page 2 of 2 a a all N � o c N r-I N O CL U) c"I cu a C6 70 N O U w 19 � O N O f� f,4 NO .� p N (Y) Q0 N N O N >1 LL 2t O V II II II II 00 r,mma m 0 V ca LL i N N blA N � N � � O N � � O O Q X O Cj N N -j O C6 O Q O N 4, U) N U) O U) U N O i — 4-_, O C6 +' N p > 4, E z3 OU O 7 O O U Q Q Q Q 00 r'mma m 0 a ca a O C6 Q a-+ U N O O � � C6 C6 � � � O � •� cn N O Q o o Q •� +-j 70 4-j Q C: o cy, I O to 00 r,mma m l� L cu L O LL i O Q O 70 (6 ^_ca 7 Q 70 ca ca O Q O N VJ •— � 70 0 (n C6 • U }' � 7 O N N � O •cn U 0 o � U � � •U ca � N O — c6 b�0 70 N c � N � 70 b�0 C7 N LLB m C6 LL N 00 r,mma m 00 m SVHAP Bullet Points Introduction (p1-p3) • 10 guiding principals (p2) 1. Prevent homelessness 2. Shared framework/plan with all stakeholders is best 3. Fiscally responsible and measurable outcomes 4. Safety and well-being for all a priority 5. Law enforcement needed, but homelessness is not a crime 6. Pairing long-term services with housing 7. Interventions need to be tailored to each person's specific needs 8. Community awareness and involvement is critical 9. Regional approach needed to address homelessness 10. Plan must be flexible, regularly reviewed and updated • 3 primary objectives (p2) 1. Prevent homelessness 2. Reduce current levels of homelessness 3. Improve quality of life for all residents The Plan: 1) Prevent Homelessness (p3-p9) • Increasing housing availability and affordability (p4-p5) • Fund Payment Assistance and Diversion programs (p5-p6) • Employment support and increased incomes (p6-p7) • Develop senior and assisted living housing options (including PSH: Permanent Supportive Housing) (p7-p8) • Create/support a housing crisis hotline (p8) The Plan: 2) Reduce Existing Homelessness W-p19) Short -Term Interventions (p9-p15) • Outreach & Case Management (p9-p10) • Emergency shelter and hoteling (p10-p11) • Day drop -in center (p11-p12) • Transitional parking/camping (p12-p13) • Mental health and addiction crisis interventions (p13) • Pet boarding and vehicle storage (p13-p14) • Youth/Family specific locations and services (p14-p15) SVHAP Bullet Points Medium -Term Interventions (p15-p17) • Transitional housing options (p15-p16) • Bridge housing (high barrier) (p16) • Homeless system housing referrals (p16-p17) Long -Term Interventions (p17-p19) • Foundational Community Supports (FCS) (p17-p18) • Housing vouchers (p18) • Hotel/motel conversion (p18-p19) The Plan: 3) Improve Quality of Life (p19-p21) • Day drop -in center (p19) • Encampment/trash clean-up (p20) • Business Community outreach and information (p20-p21) The Plan: 4) Government and Legislative Advocacy (p21) Conclusion (p21-p22) Supporting Data — Current Status as of 2022 (p23-07) A. Measuring homelessness and housing instability (p23-p25) B. Types and causes of homelessness (p25-p29) C. Spokane County shelter network (as of 2022) (p29-p30) D. Available services (p30-p34) E. Available funding (p34-p37) F. Existing goals related to homelessness (p37-p39) G. Community feedback (p39-p44) H. 2023 work plan activities (p44-p47) Spokane Valley Homeless Action Plan (SVHAP) Introduction Homelessness is one of the most challenging social issues facing the City of Spokane Valley (the "City"). To significantly prevent and/or reduce homelessness, any community needs to be able to implement a systematic, long-term response that ensures homelessness does not occur in the first place whenever possible or, if it cannot be prevented, is a rare, brief and one-time experience. Homelessness is not unique to the City; however, Spokane Valley does have a distinct character that requires a plan that reflects the City's values and goals. Although there is not one single cause to becoming homeless, some of the more common reasons include a shortage of affordable housing, a lack of adequate or stable income, substance use disorders, mental health concerns, and domestic violence among others. The multiple causes demand a varied response including prevention, diversion, reduction, and enforcement activities. In addition, approaches vary depending upon the types of homelessness. For example, addressing chronic homelessness requires different approaches than situational homelessness. Veterans have unique needs, as do homeless youth or families. Regardless of the reason for becoming homeless, the community's goal is for homelessness to be a rare, brief, and one-time experience, and in the case of chronic homelessness, to move people into shelter and connected to services as quickly as possible. The City recognizes that homelessness is a regional problem, and that all of the region's stakeholders must work together to address it. Coordinating planning, funding, and accountability would improve efficiency, communication, and management. The current system relies on multiple funding sources answering to multiple advisory boards and governing bodies. This approach is confusing and not cost effective for providers that must submit funding applications and outcome reports to a variety of sources, each with its own particular requirements, and results in little or no coordination between service providers. It also creates unnecessary duplication of administrative efforts and can lead to information silos and entities working at cross purposes. In the absence of a truly regional approach, however, the City will continue to plan and direct efforts to address homelessness within our boundaries, while remaining open to approaches that seek to improve broader collaboration and coordination. Furthermore, the City is committed to continuing to work with regional partners through the Continuum of Care board, and on efforts like the annual Point In Time count. This action plan is designed to address homelessness through programs and practices that have proven successful in other places but are tailored for those experiencing homelessness within the City. While the plan outlines a number of strategies, it is not an inclusive list of all programs or interventions that may be needed in the community. The City will support community partners as it is able in providing other important services, recognizing that it is not within the City's ability to fund or manage many of the programs that may be needed in our community. This Plan is intended to be a living document that requires ongoing review and regular updates based on changes in legislation, community priorities, program outcomes, enforcement, and new funding opportunities. Through work with service providers, community members, law enforcement, businesses, County officials, City Council, and City staff, the following principles were developed to guide creation of this action plan: 1 Spokane Valley Homeless Action Plan (SVHAP) • There are many people who are not currently homeless who may be susceptible to becoming homeless due to medical costs, loss of job, change in housing cost, being a victim of abuse, or other significant life events. The City believes that assisting those who are at risk of homelessness is the most effective means of reducing further increases in the number of those experiencing homelessness in the City. Identifying opportunities to keep people housed is the primary focus of the plan. • A shared framework among all stakeholders with a clear plan of action will ensure that the City and service providers are all working cooperatively and collaboratively towards the same goals of preventing and reducing homelessness and improving quality of life for our community. • It is critical that approaches and action developed in this plan are fiscally responsible and sustainable. Further, all approaches and actions developed in this plan must lead to meaningful, measurable outcomes that can be tracked to assess effectiveness at either preventing homelessness, reducing current levels of homelessness, or improving quality of life for our community. • The safety and well-being of the community is a priority, including residents, businesses and their customers, and people experiencing homelessness. • While the City recognizes that an approach that includes both law enforcement and supportive services is essential, the City firmly believes and recognizes that homelessness is not a crime. • Support for long-term solutions that help each person experiencing homelessness find permanent housing with supportive services is critical. • Each person experiencing homelessness is unique with diverse needs requiring a tailored approach founded on trust and respect. Some populations are over -represented among those experiencing homelessness, so tailoring interventions to best serve these groups is critical for reducing overall rates of homelessness. • Community awareness and involvement in the initiatives is critical to our success. • Addressing homelessness requires a regional approach and resources, and we will work with regional partners to leverage resources for the City. • Homelessness represents a complex social problem. The plan must be flexible, and we will regularly review outcomes to improve our plan and adapt to changing conditions. Within consideration of the guiding principles above, this action plan consists of three separate but related objectives: A. Preventing homelessness from occurring where possible B. Reducing current levels of homelessness C. Improving the quality of life of residents, including those experiencing homelessness. 2 Spokane Valley Homeless Action Plan (SVHAP) The order of these objectives reflect the City's priorities for action. Because sufficient resources to address each area are not available, the City understands that it needs to set priorities and direct resources to those areas first even as it works to make progress within each objective. The City strongly believes that keeping people in their homes and preventing homelessness from occurring in the first place is a top priority. Assisting those currently experiencing homelessness to transition back to stable housing is the next priority. Making progress on these two objectives will also serve to improve the quality of life for all Spokane Valley residents, as reduced current and future homelessness will reduce impacts of homelessness that are felt by all members of the community. Each of these objectives are supported by a variety of strategies outlined in the plan below. The Plan This plan is a living document that will require regular updates to remain relevant. This is by design. As needs on the ground change, goals are accomplished, and more knowledge is gained from implementation of this plan, it will need to be updated to reflect the changing landscape of homelessness in the City. The intent is to update the plan every five years, in line with the regional Strategic Plan to Prevent and End Homelessness, which is updated on the same timeline. Additionally, the Plan will be the basis for annual goal setting and work -plans as the City seeks to make progress on its goals related to homelessness. A. Prevent Homelessness Homelessness prevention and diversion is targeted to people who are at risk of becoming homeless and focuses on self-sufficiency and stabilization. Considered a national best practice, prevention is far less expensive than providing shelter beds with accompanying services. Additionally, preventing homelessness is a pro -active approach necessary for reducing future levels of homelessness. According to one homeless advocacy organization, children who experience homelessness are more likely to experience homelessness as an adult.' and are approximately three times more likely to drop out of school', five times more likely to be victims of sexual violence, and seven times more likely to attempt suicide than their housed counterparts.' This means that any success in preventing homelessness now will pay dividends in the future both for those who are at risk of homelessness, and the community at large. A recent county -wide housing stability survey carried out by The Zone received over 1,400 responses. Of those from the county (outside the City of Spokane) who responded 54% said they had taken out a loan to pay rent, 47.8% said they provide financial support to a parent, older child, or other extended family member, and 28% said they have lived with others to make ends meet.4 According to the City's Housing Action Plan, 48% of Spokane Valley's renter households are cost burdened, meaning they pay more than 30% of their total household income for rent. Further, some 25% of Spokane Valley's renter households are severely cost burdened, paying more than 50% of their income on rent. These are households that are ' Effects of Homelessness on Families - Invisible People ' REPORT TO THE LEGISLATURE Update: Nameless Student Data 2019 (www.kl2.wa.us) 3 Risk and Resilience: Differences in risk factors and health outcomes between homeless and non -homeless students in 2017 YRBS Data Read and full paper: http://bit.ly/SHC-YRBS2018 4 2022 Rental Survey Results (squarespace.com) 3 Spokane Valley Homeless Action Plan (SVHAP) on the verge of homelessness in many cases. When looking at these numbers it is important to recognize that certain groups are disproportionally represented among renters generally, and among those that are cost burdened or at risk of homelessness specifically. According to the U.S. Census Bureau, the overall homeownership rate for the Spokane area is 62.7%. Breaking that number down by race/ethnicity, we see that while 64.8% of white households are home owners, only 30.5% of black households own their homes. For American Indian/Alaskan Native and Hispanic households, the numbers are in the mid-40s.s This means that non -white households are much more likely to be rent burdened and at risk of homelessness, which is born out in the data for those who are experiencing homelessness. Any strategies for preventing homelessness from occurring, increasing home ownership rates, or decreasing existing rates of homelessness need to take into account these realities to make sure that interventions are designed to assist those most likely to need help. There are several distinct components to implement that will aid in preventing those not currently homeless from becoming homeless. Increase Housing Availability and Affordability Increasing the availability of housing that Spokane Valley residents can afford is perhaps the most critical improvement the City can make to help reduce homelessness. The correlation between housing affordability to homelessness is well documented.6 Without housing that Spokane Valley residents can afford, the upward trend in homelessness will continue. Implementing the strategies recommended in the City's Housing Action Plan (HAP) as quickly as possible to increase housing stock in Spokane Valley is critical to addressing the current housing crisis, and by extension the current homelessness crisis. Shelters, outreach, diversion, and every other component outlined in this plan can only work to reduce homelessness if there are affordable units available for those in need of homes. The HAP identifies strategies that would help to increase the availability of affordable housing for Valley residents. ffod�Uef�fsiros defm d as Ios�fjw�watdoes no tak�rn�in lna..!n i0%o dh:�a�us: ln(°fld's wfwwwhg ili.p„coir„rig�, ,,,The City is actively pursuing consideration and implementation of recommendations made in the HAP. This process includes input from developers, realtors, contractors, and affordable housing advocates to find consensus and create buy -in for implementation of needed changes to increase the stock of affordable housing in the City. One consideration of the recommendations in the HAP is that the majority include regulatory changes to support more affordable housing, such as the "missing middle" options. "Missing middle" housing includes options between single family homes and apartment buildings, such as duplexes, triplexes, row homes and cottage court housing. These options, once common throughout the United States, provide more affordable housing that can meet a variety of needs, but they are often not compliant with many current zoning regulations. The City may also wish to consider direct funding of affordable housing projects to more timely provide additional affordable housing units, especially if it assumes control of available funding sources. Additionally, the City could require that any new multi -family housing developments set aside a 5 The Black Homeownership Gap in Spol<ane I Stacker 6 _Hous ng-Affordability-and-Stablility-Brief.pdf (usichogovI New Research Quantifies the Link Between Housing Affordability and Homelessness - National Alliance to End Homelessness; Homelessness Rises Faster Where Rent Exceeds a Third of Income - Zillow Research; 4 Spokane Valley Homeless Action Plan (SVHAP) percentage of units for Project Based Vouchers (PBV). These housing vouchers administered by the Spokane Housing Authority are tied to a specific unit (as opposed to Section 8 vouchers that travel with the tenant to any unit they my reside in), and guarantee a rent payment up to the Fair Market Rate for the unit's size as determined by HUD. Creating a fund that incentivizes landlords and developers to set aside units that are affordable could be another strategy for increasing availability. This would be in addition to the PBV model discussed above. Requiring that new units remain affordable for people with different incomes can be an effective tool for increasing the stock of units affordable to a variety of households, without the requirements and conditions that can come along with housing vouchers. Similarly, preserving the existing stock of affordable housing is also critical. Many affordable units are bound by time -limited financing agreements, meaning after a certain period the owner can convert affordable units into market -rate units. This can, and has, lead to the displacement of long-time tenants and added to the housing crisis for low -earning households. Identifying housing where affordability covenants may be expiring, and then working with partners to ensure affordability requirement remain in place, is another key strategy to ensuring sufficient housing options for households of all incomes. Measures that make it easier and less expensive for renters to get into units can also help to reduce the barriers those living on limited incomes face when trying to find or maintain stable housing. For example, a universal limited duration background check and application could greatly reduce the cost of applying for housing in a market when multiple applications are often needed before a unit can be secured. For those living on limited or fixed incomes, $30-$50 application fees can quickly become unaffordable, especially when low vacancy rates create intense competition for open units. Funding a program to help tenants pay move -in costs or to provide landlords with additional damage deposit resources could also help low-income renters connect with open units. The Housing and Essential Needs program managed by Goodwill for Spokane County has successfully used payments for double -deposits, move -in incentives, and move -in costs to house individuals that would otherwise have trouble being approved for a unit. But only those who have a disability, meeting income requirements, are not receiving TANF or SSI, and participate in substance use disorder treatment when required are eligible. Further, program funding only covers a portion of those that are eligible, and actual program enrollment is based off a needs assessment that means only those with the most acute needs may get assistance. Washington does have a Landlord Mitigation Fund that serves to help offset risks of damages to landlords'. Advertising this existing program and helping landlords comply with its requirements could be a low-cost way to help reduce barriers for some low-income renters. Fund Payment Assistance and Diversion Programs Payment assistance programs are one critical tool for preventing homelessness. Payment assistance can take the form of rental assistance, or mortgage assistance for those that may own their home. These time - limited programs can help households weather financial storms that would otherwise result in the loss of housing and potentially result in an eviction, which makes obtaining housing in the future even more difficult. Payment assistance programs can be resource -intensive, but they often cost less than emergency ' Landlord Mitigation Program (wa.gov) 5 Spokane Valley Homeless Action Plan (SVHAP) housing, and they can help households avoid the trauma and life disruptions that can come with homelessness and help households retain much needed assets in the case of mortgage assistance. Rental assistance programs funded by local, state and federal dollars have spent tens of millions of dollars in Spokane county to prevent evictions. Despite the size of this investment, rental assistance programs have not been sufficient to address the need for these resources, leaving many Spokane Valley households that would otherwise be eligible, without this option. According to a survey conducted by The Zone in Spokane that has received over 1,400 responses, 47% of respondents owe back rent, 75% say they are struggling to pay rent now or in the near future, and 56% have already received eviction notices.' Diversion is an intervention designed to immediately address the needs of someone who has just lost their housing and become homeless. Diversion is a client -driven approach; Its goal is to help the person or household find safe alternative housing immediately, rather than entering shelter or experiencing unsheltered homelessness. It is intended to ensure that the homelessness experience is as brief as possible, to prevent unsheltered homelessness, and to avert stays in shelter. Diversion is not necessarily but can be combined with financial assistance. Diversion assistance is often administered through a Centralized Diversion Fund (CDF). CDF funds can be used for any one-time intervention that is directly related to a stable housing outcome, including first/last month rent and deposit, utility assistance, transportation assistance, and hotel/motel vouchers to those with no significant barriers to permanent housing. Funds can also be used to pay for transportation to another location if stable housing at the destination location can be verified. Data from Spokane's Centralized Diversion Fund show an average cost of $1,800 per intervention for the period from November 1, 2021 to September 30, 2022. Additionally, 87% of those who accessed the CDF were still housed six months after receiving assistance. According to statistics taken from the Department of Commerce Golden Report, this number is far lower than the average cost for either rapid re -housing or transitional shelter intervention, which were an average of $8,144 and $17,500 per person in 2021 respectively.' Diversion is a cost-effective and efficient way to help beneficiaries get into or to stay stably housed and should be a part of any prevention strategy moving forward. The Centralized Diversion Fund program has consistently not been able to meet the need for assistance due to high demand and lack of sufficient funding. Connect to Employment Support to Increased Incomes Employment support can be another important way to help people avoid homelessness. Employment support could include assistance with becoming job -ready and finding employment. This would include job training/readiness programs, and funds available to help pay for job -related costs such as needed clothing, tools, or training. Support for individuals who want to increase their income would also fall under this category. There are many residents who work full-time, but still struggle to pay the costs of rising rents and other basic needs. Assisting the Asset -Limited, Income -Constrained, Employed, or "A.L.I.C.E" households to up -skill and find 8 The ZONE (thezonespokane.org) 9 State Strategic Plan, Annual Report and Audits (wa.gov) Spokane Valley Homeless Action Plan (SVHAP) better paying employment can both serve to reduce the potential for future homelessness, while also helping to address the shortage of employees in better paying sectors. Increase incomes would help to meet rising rental costs, and ideally would increase rates of home ownership. While some agencies such as Habitat for Humanity do offer paths to home ownership, the current median home price of $422,250 in 2022 means that only 7% of wage earners in the Spokane area are able to afford purchasing a home at this median price.10 For some, increasing income is related to education and job training opportunities. Programs such as Foundational Community Supports (FCS) and the Basic Food and Employment Training (BFET) specialize in job training and placement for individuals with a variety of barriers, from lack of job experience, to living with disabilities. Agencies such as WorkSource Spokane, Spokane Workforce Council, Next Generation Zone, Career Path Services, and the Employment Security Department (ESD) can help those with jobs to up -skill and seek better -paid employment opportunities. The lack of needed labor force in our current job market has created conditions for those interested in apprenticeships or paid training opportunities to learn new skills and get hired by firms eager to bring on additional staff. For example, manufacturing companies like Wagstaff, Hydrafab, and Mercer Mass Timber will train from within or provide a pathway to apprenticeships to help employees develop needed skills. The City's Economic Development Department is actively working to recruit employers and match them to employees who fit the needed skill sets. Attracting quality employers and jobs to the City will mean more opportunities for residents that allow them to afford rent, and ideally home ownership in our community. Employment options that provide a living wage are critical to reversing the trend of households being priced out of the market, which is directly related to increasing homelessness across our region. For other individuals who are homeless or on the verge of homelessness, increasing income means applying for benefits such as Social Security Insurance/Social Security Disability Insurance or Veterans' benefits. Connecting eligible individuals to the SSI/SSDI Outreach, Access, and Recovery (SOAR) program or Ware Law Offices for assistance applying for and appealing rejections for Social Security benefits is one avenue to help connect some people to additional income. Recruiting SOAR or legal assistance providers to set up shop in the Valley would help make the services more accessible for those in this community rather than requiring them to go to downtown Spokane to receive assistance, which can present a significant barrier to some of those who are eligible for benefits. Referring Veterans to Goodwill's Supportive Services for Veterans Families (SSVF) program is important to ensure that any veterans we may work with are able to access full benefits they may be entitled to, including housing assistance. In any case, having staff dedicated to making these connections with clients, and referrals to the appropriate services is critical. Develop Senior & Assisted Living Housing (Including Permanent Supportive Housing) Many of the unhoused individuals the City encounters are living with disabilities, are unable to work due to age or other conditions, or have significant developmental or psycho -social impairments that make finding and retaining a traditional apartment unlikely. During the 2022 Point In Time count, 31% of all to Statistics provided by Tom Hormel, Washington Association of Realtors. 7 Spokane Valley Homeless Action Plan (SVHAP) adult respondents self -identified as living with a serious mental illness, as compared to 4% of Spokane County residents estimated to be living with a serious mental illness in 2020.11 These individuals are statistically overrepresented in the unhoused population and are often more vulnerable and at risk for negative outcomes. Getting these people into housing that can meet their needs is critical for long-term stability. Dedicated senior housing is needed to meet the needs of Spokane Valley's growing senior population. Demographically, the Valley's senior population is growing as is the need for affordable and safe options that meet the unique challenges faced by seniors. Assisted living facilities that provide services on -site are critical to help seniors age in place and avoid the need for more intensive and costly housing solutions, and to prevent them from becoming homeless. Assisted living options for those under age 65 who live with mental or physical impairments are also needed. Currently, there are very few options for those who need these types of services. Requirements for providers of assisted living facilities can be complicated and require a specific set of skills and know- how that make it challenging for new providers to come online. Incentivizing exiting providers of assisted living facilities to expand and take more Medicaid -eligible clients may be a faster and more efficient way of bringing additional needed beds online. Permanent supportive housing (PSH) is one option that aims to provide more intensive services in housing. PSH is subsidized, leased housing with no limit on length of stay that prioritizes people who need comprehensive support services to retain tenancy, and utilizes admissions practices designed to use lower barriers to entry than would be typical for other subsidized or unsubsidized rental housing, especially related to rental history, criminal history, and personal behaviors. Permanent supportive housing is paired with on -site or off -site voluntary services designed to support a person living with a complex and disabling behavioral health or physical health condition who was experiencing homelessness or was at imminent risk of homelessness prior to moving into housing to retain their housing, and be a successful tenant in a housing arrangement, improve the resident's health status, and connect the resident of the housing with community -based health care, treatment, or employment services. PSH is one important option that can help provide stability in housing for many of the people in our homeless response system. However, it is not designed to provide many of the more technical or clinical services needed by those who live with significant disabilities, including possible mental health disorders. To serve this population, more intensive assisted living options are needed. Create/Support a Housing Crisis Hotline While the state-wide 211 resource line can direct residents to local resources, it is not a Diversion service and is not equipped to help tenants at risk of homelessness navigate the often -complicated landlord - tenant legal environment. Creating a housing crisis -specific hotline or bolstering the current 211 program with diversion -related resources and expertise could be a relatively cost-effective way of supporting those at risk of homelessness. The Tenants' Union, Northwest Justice project, Northwest Fair Housing Alliance, 11 Point in Time 2022 - Draft (arcisocom} W Spokane Valley Homeless Action Plan (SVHAP) or one of the dispute resolution centers in Spokane that assists with eviction mediation could be potential partners to assist with this type of hotline. B. Reduce Homelessness: The second objective of this plan is to reduce current levels of homelessness. Because each individual and family experiencing homelessness is impacted by their own unique set of needs and challenges, multiple strategies must be employed simultaneously to achieve this objective. It is important to acknowledge that there are significant differences in how certain populations are represented among those experiencing homelessness, as well as differences among those that are willing or able to take advantage of existing interventions. For example, while those identifying as American Indian, Alaska Native, or Indigenous make up approximately 1% of the County's population12, they represented 7.8% of all those counted during the 2023 Point In Time (PIT) count. Those identifying as Black or African American comprise 1.75% of the County's population, but 6.9% of those counted during the 2023 PIT. Further, of all races/ethnicities identified, those identifying as American Indian, Alaska Native, or Indigenous were the only group with more unsheltered homeless than sheltered homeless. With this knowledge in mind, it is critical that we look at any possible interventions through a lens of matching resources to the unique needs and experiences of those we are working with. For example, if we know that more Native Americans sleep outside than in a shelter in the dead of winter, it should inform our approach for creating shelter spaces that are welcoming and approachable for all populations. The transition from homelessness to being stably housed can be seen as a continuum, with certain interventions and resources needed in the initial stages of the process, while different resources and ........,... , g " " hou sou it g, �I�uuclh ir�iu��Ins.... The following interventions needed at later stages. wVw�wl:u�a�:�- y the �r�wwwwwli p pV "� strategies outline interventions and resources that cover the length of the continuum, from initial engagement of unhoused individuals to stable long-term housing. Short -Term Interventions The first need in the continuum of homeless to stably housed is to make contact and connect with those experiencing homelessness. This is not a one-time event, rather it takes time to build trust and work through initial barriers or resistance before progress can be made. Below are several critical components needed for successful initial and follow-up contacts. Outreach and Case Management A unified street outreach approach is critical to ensure that those who are unsheltered are identified, directed to emergency shelter or other services, and receive ongoing engagement and case management. "Spokane County, WA I Data U A 0 Spokane Valley Homeless Action Plan (SVHAP) Outreach teams can be comprised of homeless service providers, law enforcement, mental health and substance use disorder professionals , and code enforcement. Pairing mental health professionals experienced in crisis management with law enforcement is an emerging best practice that can help triage the crisis and deescalate potential conflicts. A multi -disciplinary approach to assist individuals to move from the streets into emergency shelter, transitional housing, or permanent housing can better respond to the complicated and layered challenges faced by many people who experience homelessness. Homeless outreach has two significant components. The first component is maintaining strong communication among service provider partners. To support this communication, the City leads a monthly networking meeting called the "Valley Huddle." Outreach teams, service providers, and other relevant stakeholders actively participate and share information on specific issues, interventions, and clients in the Huddle. The second major component of homeless outreach is to ensure that providers holding contracts with the City are meeting the goal to assist the City in reducing homelessness. This means that the homeless outreach teams must be working to: 1. Move individuals into shelter; 2. Gather required documentation such as photo ID and Social Security card that are necessary for permanent housing, whether through rapid rehousing, permanent supportive housing, or other types of housing; and 3. Identify mental health and/or substance treatment needs and assist the individual in accessing these resources. The current 211 system or a future Housing Crisis Hotline could be another option for a first outreach contact with those experiencing homelessness. Through a hotline, callers can get direct information and referrals to needed services like emergency shelter or treatment options. Better advertising the current 211 resource and making sure it is widely available would be a relatively simple way to help direct some people to first -step resources that are currently available. Emergency Shelters and Hoteling While outreach teams are critical for finding people experiencing homelessness throughout the community, there needs to be a place for the people to go for them to move along the continuum from homeless to stably housed. While Spokane County does offer a variety of shelter options, none are in Spokane Valley. Since data collection for the City began in May of 2022, we have learned that 50.6% of the homeless individuals contacted by our outreach team were last housed in this community, which is why they prefer to stay in the City. For these individuals, the distance to resources and separation from their community is a major deterrent to using existing shelter options that are located outside of the City. There are others who actively avoid the City of Spokane downtown core where most shelter and other resources are located due to concerns for safety and drug use/availability.13 Furthermore, as evidenced by the 2022 13 During the 2022 PIT count, 44% of unsheltered respondents indicated that "safety/fear of violence" was a primary reason for not accessing the regional shelter system. 10 Spokane Valley Homeless Action Plan (SVHAP) and 2023 Point In Time (PIT) counts, the number of unhoused in the Spokane region exceeds the number of available beds and so there are often challenges finding available bed space." The City has adopted regulations governing placement and operation of emergency shelters in chapter 19.45 of the Spokane Valley Municipal Code. Emergency shelters are allowed in the Commercial Mixed Use, Mixed Use, Regional Commercial, Industrial Mixed Use, and Industrial zones, and cannot serve more than 20 individuals at any given time. These services must also be at least one mile apart from any other emergency shelter or emergency housing, or Transitional Parking service. Chapter 19.45 SVMC was designed to mitigate many of the negative externalities that stem from the overcrowded low -barrier shelters. The aim is to create smaller, more manageable, and less chaotic shelters that also have less of an impact on the communities where the shelters are located. An intermediary step to year-round emergency shelter would be a temporary version set up in response to an emergent and time -limited threat to public safety. Typical scenarios for this temporary emergency shelter would include excessive heat or smoke in summer months, and cold temperatures in winter months. Setting up a temporary shelter for winter months, or extended summer heat/smoke would be less expensive than a year-round shelter option and could be a good starting point for the City's shelter system. Such a temporary shelter could also be employed for other less common reasons, such as sheltering residents after a fire or other natural disaster. Chapter 19.45 SVMC also allows the City Manager to authorize the operation of a temporary emergency shelter for up to 30 days in situations where an immediate life, health, or safety concern exists due to unanticipated or severe environmental conditions. The city manager may authorize an extension to the 30 days for a specified period of time, if the city council has adopted a resolution pursuant to Chapter 38.52, RCW declaring that the conditions which gave rise to the operation of the temporary emergency shelter continue in effect, and constitute a threat to the life, health, and safety of the residents of the City. Temporary emergency shelters authorized by SVMC „119. 5.0°;; 0 are not subject to the requirements of Chapter 19.45 SVMC. Emergency hoteling is an option to provide vulnerable individuals with immediate shelter when health and safety are at risk. This option is particularly important during winter months when cold temperatures create deadly conditions for those who are unhoused. A hotel can also be a critical tool to get someone into a safe space immediately while providing time for follow-up case management to occur. It is one necessary option to include in a comprehensive response to homelessness, albeit an option that cannot be used in all situations, or for extended periods of time. Day Drop -In Center Day drop -in centers are the final component of a responsive and comprehensive shelter system providing a space for unhoused individuals to find rest, resources, and services in one locationit is key to recognize that a shelter, whether overnight, temporary, or day drop -in, is a place where outreach workers and case managers can connect with those in need of services and make progress towards housing goals. 14 Point in Time 2022 - Draft (arcisocom} 11 Spokane Valley Homeless Action Plan (SVHAP) Day drop -in centers can also provide critical services such as showers, laundry services and gear storage. According to data collected by the City's outreach team, approximately 10% of those experiencing homelessness in Spokane Valley are employed. For this group, those looking for employment, applying for housing, or even just seeking to attend appointments, the ability to be clean and wear clean clothes is critical. Further, getting to a job or an appointment while carrying all one's belongings can be a serious challenge, especially if using public transportation. A day drop -in center can help to address this critical gap in services, while at the same time providing a needed emergency heating or cooling location during inclement weather. Providing a space where those experiencing can be during the day to utilize services and connect with case management is not only important for helping to transition people out of homelessness, but it is also a benefit to area retail locations, neighbors, and public facilities. A day drop -in center can help mitigate the impacts of loitering, or the use of public facilities like a library as a refuge when no other options exist. Transitional Parkina/Camnin The purpose of transitional parking or camping sites is to concentrate both the needs and services into fewer locations to make meeting the outreach goals of contact and follow-up more possible. Currently individuals who live in vehicles are continually on the move to avoid issues; or if they do not move regularly, they can become a nuisance causing safety and health concerns for nearby neighbors or businesses. Illegal encampments present similar issues where individuals find out -of -the way locations in areas like the Dishman Hills or on Department of Natural Resources (DNR) property near Mirabeau Meadows to set up camp. The accumulated trash and hazardous waste are a serious health and safety concern, and creates an environment where nearby residents feel unsafe. In other cases, a person may choose to stay on the move, sleeping in doorways or other protected locations for one night at a time, leaving in the morning when the business opens, for example. In these cases, locating the individual to offer and follow up with services is challenging. The creation of transitional parking and allowable camping sites serves to accomplish several goals. Camping sites would be an immediate solution when there is no shelter space available. Transitional parking is beneficial as it allows for a temporary place for individuals living in vehicles to safely park until housing can be secured. There are significant benefits in terms of mitigation when multiple individuals are staying in a single area rather than multiple areas throughout the City. Toilets and trash collection are the two most obvious benefits of having a single location where homeless individuals are allowed to stay. The other important goal of this approach is to keep unhoused individuals in one place so that outreach, case workers, and medical teams can locate and engage, and begin building relationships necessary to make progress towards stable housing. When unhoused individuals are constantly on the move from one location to another, it is nearly impossible for service providers to locate and build a relationship with them, or to make progress towards housing goals. There are a number of steps that can be taken to mitigate for potential problems related to transitional parking or camping sites. First, City code limits the total number of people who could use such a site to 20, as well as dictating where and under what conditions such a program could operate. Trash collection and restroom access are requirements, along with an operations plan that includes outreach to surrounding property owners, provision of human and social services, a security plan, and a code of 12 Spokane Valley Homeless Action Plan (SVHAP) conduct that addresses threatening or unsafe behavior, substance use, safety, and cleanliness. Additional precautions for transitional parking and camping programs could include background checks for participants to ensure the safety of all clients and staff, and a registration system so that only those approved to participate in the program are allowed on -site. Such programs bring challenges and need to have effective management to ensure that they do not become safety and health concerns both for those receiving services and for the rest of the community. The choice is between completely unregulated camping and parking throughout the community as it exists now, and a regulated program with sanitation, security, and services provided on -site. Given these options, it is a better use of limited resources and a more effective strategy to provide a location where the impacts of parking and camping can be mitigated, and service providers are able to build relationships and help move people out of homelessness. Mental Health and Addiction Crisis Interventions The County's Crisis Stabilization and Withdrawal Management Center, located at 1302 W Gardener Avenue in the City of Spokane, is available for law enforcement or medical facilities to make direct referrals of individuals who may be in crisis and/or in need of withdrawal management. This voluntary option has been a critical resource when the City's outreach team encounters someone who needs assistance with mental health and/or substance use disorders. Having an on -demand facility that can be accessed at any time has proven to be critical in responding to needs at the time they are presented, rather than making a referral for services at some point in the future where there's no certainty of follow- through. At the Stabilization center, individuals are immediately connected with housing specialists and other case management assistance. While this has been an important resource for the City's homeless response, it is not always available because the beds are often full based on the growing need for these interventions. In general, there is a lack of needed in -patient withdrawal management, addiction recovery and mental health resources for those experiencing homelessness in Spokane Valley who need immediate and intensive interventions. This problem was made worse when one of the County's few withdrawal management providers, American Behavioral Health Systems, lost its certification to operate in 2022. Other providers, like Sequoia Detox Centers, only accept private insurance or out-of-pocket payments, making it unaffordable for people experiencing homelessness. Additionally, because this option is located near downtown Spokane, some Spokane Valley residents who could benefit from these services are reluctant to leave their community to access it, so a similar service located in Spokane Valley would help reduce barriers for some who might be willing to access services. Pet Boarding and Vehicle Storage When someone is ready and willing to enter stabilization, shelter, or housing, there can be several obstacles that keep them from accessing services. As discussed in previous sections, the location of services is critical, as many of the people we encounter are from this community and want to stay here, or are actively attempting to avoid downtown Spokane where most resources are currently concentrated. 13 Spokane Valley Homeless Action Plan (SVHAP) From our experience issues related to pets and vehicles can also present barriers to those willing to access services or housing interventions. For many people experiencing homelessness who have pets, giving them up to seek services must isn't an option. While some shelters do allow pets, others do not. Stabilization/treatment programs do not allow pets, and many housing options will only allow pets if they are documented service or emotional support animals, and have all the required shots and licenses. Providing options for pet "foster care" that can look after someone's pet while they go into treatment or stay in a shelter can reduce a barrier that might otherwise keep a person from accessing needed care. Likewise, assistance with obtaining necessary certifications and paperwork, or providing needed medical treatment and vaccinations are also important for removing barriers for people seeking housing with their pet. SpokAnimal's Guardian Angel program can provide these types of needed services, but capacity is often a limiting factor. Entering into an agreement with a provider to offer these services to individuals experiencing homelessness in Spokane Valley as needed would help address this barrier. What to do with vehicles for those entering stabilization or treatment is also a challenge that can present a barrier to those interested in accessing services. Often a vehicle is the last asset of someone experiencing homelessness, and can be critical for attending appointments, job search, and employment. Additionally, a vehicle may be temporarily serving as someone's home, which makes giving it up to seek needed services an even bigger barrier. Storing vehicles for people in treatment can present challenges related to security, access, and liability. But addressing this barrier can be critical for someone who is unwilling to give up a vehicle in exchange for seeking services. Youth#amily Services Community stakeholders have expressed a need for a location to serve area youth, specifically older youth. The Central Valley School District (CVSD) operates a Student and Family Engagement Center (SFEC) that provides a wide variety of services and resources to children and their families. This program is intended for families from the CVSD and operates on limited hours during summer break. A dedicated site that provides a safe and healthy environment for older youth is needed in support of prevention efforts, which are the primary focus of the SVHAP. In addition to providing healthy activities, such a center could also provide internet access, homework assistance, and case management to assist with housing, food/clothing, transportation, and legal needs. "In -reach" workers work inside schools to identify and support youth facing homelessness. Volunteers of America (VOA) is the current provider of in -reach services in Spokane County. While this work does include Spokane Valley, increased staffing is needed to meet the demand and need in our City's schools for these services. In 2022 there were 780 homeless students in Spokane Valley, of which 168 were unaccompanied by any family or guardian. A dedicated in -reach position for Spokane Valley youth is needed to best serve these children and their families. Family Promise of Spokane began a contract in 2023 to pilot "in -reach" school - based case management positions at University High and East Valley High to work with students and their families experiencing homelessness or housing instability. This is a positive step for serving Spokane Valley children and their families. Dedicating space and resources (including "in -reach" positions) are critical as 14 Spokane Valley Homeless Action Plan (SVHAP) part of up -stream interventions that will benefit Spokane Valley youth, as well as have a positive impact on long-term trends related to homelessness in our community. CVSD's SFEC is a valuable program for families experiencing homelessness and housing instability. The SFEC provides a technology center, clothing and food bank, community room for recreation and community gatherings, laundry services, and parenting classes. A similar site that serves families outside of the CVSD, or additional funding to the SFEC that would allow it to serve families throughout Spokane Valley, would aid hundreds of families that are on the margins. Services that are focused on stabilizing families with children and homeless youth are critical for an up- stream approach that seeks to reduce future homelessness by providing needed interventions early in a child's life. Children who live through homelessness are at much greater risk of having traumatic experiences that are associated with a variety of negative outcomes, including future homelessness as an adult. Not only is it far better for the health and wellbeing of children to address housing instability early on, but it is also better for the community that must deal with the long-term implications. Medium -Term Interventions Initial engagement and relationship building are the first pieces of the continuum from unhoused to stable housing. Stabilization and transitional housing are the next pieces. Once contact has been made, shelter has been provided, and a connection to relevant service providers has been made, the next goal is to transition the individual to medium -term housing solutions where they can stabilize and turn their attention to next steps that are needed to achieve long-term housing stability. Transitional Providers Transitional Housing (TH) is defined as a project that provides housing and supportive services to homeless persons or families, or other displaced individuals or families in need of protective shelter, for up to two years with the purpose of facilitating homeless or otherwise displaced persons and families into independent living. Detention and post -detention facilities, hospitals, psychiatric and/or substance abuse and secure community transition facilities are not transitional housing. TH can take different forms and target different populations. For example, some TH providers serve families and others may target men with a history of incarceration or substance use disorders. TH is not emergency shelter but is also not a long-term housing solution. TH provides people with an opportunity to make progress towards goals related to long-term housing stability such as building a positive rental history, securing needed documentation, obtaining employment, accessing treatment interventions, and practicing living in a space close to other tenants. Many TH services require tenants to pay rent, but generally at costs below average market rates. While tenants are required to sign a rental agreement, these agreements are not a traditional lease and do not confer the same protections. For example, most THs are "clean and sober" locations so a tenant can be forced to leave for using alcohol, something that would not be possible with a traditional lease. 15 Spokane Valley Homeless Action Plan (SVHAP) TH generally includes access to additional supportive services to assist tenants in making progress towards long-term housing goals. Some innovative models pair housing with programming, job training, and supportive services. One local provider manages a non-profit network of clean/sober houses that includes health and wellness programming, alongside a for -profit contracting business. This model serves hard -to - house program participants by combining an accessible and healthy living option with job training and income. The need for this type of programming is evidenced by the rapid growth of the program, and extremely low vacancy rates for their housing. Bridge Housing The Salvation Army's Way -Out Bridge Housing Program (TWO) provides shelter and services to individuals who are stable and ready to move forward with housing and other long-term goals. Sobriety and self -care requirements make this a high -barrier option that is not available for those who may be struggling with substance use disorders or who are living with significant disabilities. This option provides a relatively calm and orderly environment for those who are ready to find employment or applying for housing. This service is not a good fit for many of the unsheltered homeless individuals living in the City, but it has proven to be useful and effective for those who are able and willing to comply with the program's requirements. Like the Stabilization center, TWO provides housing navigation and other case management to help clients successfully plan for next steps. Because TWO is located near downtown Spokane, some Spokane Valley residents who could benefit from this service are reluctant to leave their community to access it. Additionally, because this service does not allow animals, some clients are reluctant to enter a program that would require them to give up their pet. Creating a partnership with a local animal shelter to temporarily house animals for those seeking treatment or transitional housing would help increase the number of individuals who could take advantage of this option. Homeless System Housing Referrals Other medium -term options are accessed through the community -wide Coordinated Entry (CE) system. Housing and homeless programs that receive federal, state, county, or municipal funding from the City of Spokane, whether directly or as a pass -through, are required to participate in the regional Coordinated Entry system and submit/accept referrals through the Community Management Information System (CMIS). This includes the Salvation Army's Way -Out Bridge Housing program, rapid re -housing programs that provide move -in and rental assistance, transitional housing, and permanent supportive housing programs that help house individuals with disabilities and a history of chronic homelessness, in order to reside in units supported by on -site case management and other services. Ensuring that access to the CE system is available, and that Spokane Valley residents who need it are receiving referrals for appropriate housing interventions is critical to help unhoused individuals make progress on the continuum from homeless to stably housed. Housing referrals through CE can be placed by outreach teams, shelter providers, case managers for transitional parking/camping sites, at a day drop - in center, or by youth/family service providers. 16 Spokane Valley Homeless Action Plan (SVHAP) These housing referrals are one important tool for helping those who are unhoused to access stable housing and begin making progress on other stability -related goals. Most housing options accessed through CE (apart from permanent supportive housing) provide medium -term assistance. After a period of time, the tenant is expected to take over responsibility for the rent payment, or transition to other long-term housing. These interventions are designed to help provide an intermediary step towards long- term housing stability. The Coordinated Entry System Map: irvgles, IF®mfiEYes, [h ,1, mead t. c .tte a 1—ring sy tt far Y-thi and yr uing adullts eteraims amd A'auth M,iclhill —irdihi uti,'y;,r e"Oulme IIa e�. rtte , age apprapi iaite thm sy eomter stem iing . n , and a f ®n, preve ta f f ir th— exifing illnRtfitntUa 19r5 muuum.I,.Ill""I'll""I'll""I'll","I............ 00'. ❑�.e nott n:.e d ,h,1ter t:.night muuum.I,.Ill""I'll""I'll""I'll","I............ .Join Needssh enter trrnight .. Assre.s t & needs N d h It r ' I��IIIII�I�IIIII��IIII�1I�IIIIIIIII�IIIIIIIIIIIIIII IIIIIIII� tcanrght�� !Iq'��U»� rr+rllfrr;llrrlilNii�/li// Highest. n eeds, u ble ter imaintaha h....n:g withcut. .ng. ng serwiil—, subs,dy Long -Term Interventions Long-term solutions to reducing existing homelessness are essentially the same as the strategies needed to prevent homelessness from occurring in the first place as outlined in section A of this plan. Below are several additional strategies that are often used specifically, although not exclusively, to assist those coming out of homelessness. Foundational Community Supports Foundational Community Supports (FCS) is a program offering benefits for supportive housing and supported employment for Apple Health -eligible beneficiaries with complex needs. Amerigroup Washington, Inc. works with housing and employment providers to help clients find and maintain jobs; 17 Spokane Valley Homeless Action Plan (SVHAP) acquire stable, independent housing; and gain the necessary skills to be successful. Most of the house less individuals encountered by the City's Outreach team are eligible for this program, although there is a process for requesting and receiving approval that can take up to several weeks before assistance can begin. Once approved for services, FCS Housing Specialists can work directly with clients to make progress on any needed goal related to long-term housing stability, including housing assessments, identifying housing resources, support obtaining a lease, independent living skills development, landlord relations, and crisis management. FCS Employment Specialists can assist eligible clients by providing vocational/job-related discovery or assessment, planning for employment, job placement, development and coaching, and building skills for negotiating with prospective employers. Supportive housing and supported employment services under FCS are managed by a single statewide third -party administrator (TPA) contracted by the Healthcare Authority — Amerigroup Washington, Inc. Providers of FCS services contract with the TPA and are reimbursed on a fee -for -service basis. This means that FCS services could be added as an additional resource to programs operating in the City, or as a stand- alone service. In either case, working to make sure this resource is available for Spokane Valley residents will provide an additional support for those seeking housing and employment assistance. Housing Vouchers Housing vouchers, currently provided through the Spokane Housing Authority, are another tool that can help promote housing stability. These vouchers provide ongoing rental assistance for qualifying individuals. Some of these vouchers come in the form of units that are set aside for this specific use (Project Based Vouchers), while others provide rental assistance to tenants who can find their own unit within the market -rate rental environment (Section 8 vouchers). The primary constraints for use of these vouchers are two -fold. First, there is a long waiting list for those who are eligible to receive a voucher. And second, just because someone has received a voucher does not mean they can necessarily find a unit that will accept the voucher. With increasing rental rates region -wide, vouchers often are not able to cover the cost of rent. Additionally, some landlords are unwilling to rent units to those who hold a voucher. It is illegal to discriminate in housing against those who use a housing voucher, but it does still occur. These constraints aside, housing vouchers can be one important tool in helping eligible households find housing stability. Making sure that these programs have a footprint in Spokane Valley to help connect our residents with this resource is critical. Additionally, encouraging housing developments to set aside a given number of units for voucher holders is also critical to ensure there are available units to participate in the program. Hotel/Motel Conversion One strategy to create additional affordable units for those transitioning out of homelessness and/or in permanent supportive housing is to purchase and convert existing hotels/motels into units suitable for long-term tenancy. The Department of Commerce has made funding available for this specific purpose through a rapid capital housing acquisition program. 18 Spokane Valley Homeless Action Plan (SVHAP) The benefit of converting existing hotels/motels into permanent housing is that it takes far less time than constructing a new structure, and rehabilitation of an existing property is also generally much less expensive than new construction. Additionally, hotels/motels are generally already located close to public transportation and other services. Converting hotels/motels can be doubly beneficial as it provides needed units for those transitioning out of homelessness while also improving blighted or nuisance properties. The challenge of hotel/motel conversion comes from the ongoing operations and maintenance costs associated with this type of housing. This type of transitional housing needs to be paired with robust services to ensure those transitioning out of homelessness have the support they need to be successful, and to help hold people accountable. The ongoing costs of service provision and maintenance would need to be factored into any plan for hotel/motel conversion. C. Improve Quality of Life: Improving quality of life for both housed and unhoused Spokane Valley residents is the third objective in this plan. Homelessness creates significant negative impacts for both those who are unhoused as well as the surrounding community where they may be located. Substance abuse, mental and physical health issues, and personal safety are critical issues facing those who are unhoused, while the surrounding community may see increased garbage and litter from encampments, increased crime, and loss of use of community facilities that are being used for encampments. The third objective focuses on improving the quality of life and reducing the negative impacts for those experiencing homelessness as well as the surrounding community. Day Drop -In Center Currently, the City does not have day -time shelter space located within the City or that is specifically dedicated for use by homeless within Spokane Valley. As a result, the City's homeless population generally congregates along business corridors, parks, riverbanks, and other areas of both public and private open space. Further, given recent legal developments, the lack of available dedicated space can present difficulties for enforcement of the City's regulations governing use of public spaces. Providing a safe space for individuals experiencing homelessness to go during the day will benefit both the larger community and businesses as loitering and other related issues such as littering, crime, and used drug paraphernalia will be reduced to fewer locations. Those accessing the drop -in center can more easily be connected with services and case management needed to move them towards housing. Day drop -in centers provide the needed support that people experiencing homelessness require to access a variety of resources including: 1. Health care coverage, food assistance, etc.; 2. Permanent housing referrals; 3. Emergency shelter referrals; 4. General case management services; 5. Employment services; and 6. Disability assistance 19 Spokane Valley Homeless Action Plan (SVHAP) In addition to connecting individuals to resources critical for exiting homelessness, day drop -in centers also provide a critical space for those who are unsheltered during hours when many overnight shelters require patrons to remain off -site. Most overnight shelters require patrons to leave during daytime hours and check in each evening to secure a bed for the night. Some shelters even require that patrons leave the immediate surrounding area during daytime hours. This presents a serious problem for shelter patrons who have nowhere they can go during the day, especially for those with health and mobility issues and during winter months or inclement weather events. Day drop -in centers are also a benefit for communities near shelter locations, which often struggle with the daily influx on sidewalks, parking lots, and parks, of shelter patrons who are required to vacate their primary residence each day. The City has adopted regulations governing placement and operation of day drop -in centers and similar emergency shelters in chapter 19.45 of the Spokane Valley Municipal Code. Generally, such uses are allowed in the FMR, CMU, MU, RC, IMU, and I zones, and cannot serve more than 20 individuals at any given time. These services must also be at least one mile apart from any other emergency shelter or emergency housing service. Encampment and Trash Clean -Up The City is committed to cleaning up homeless encampments and trash on City -owned properties. Additionally, the City is active in various clean-up efforts within the City on both public and private property. The City actively works with the Department of Transportation, Department of Natural Resources, local water districts, Spokane County Parks, and Union Pacific/BNSF Railroads to enforce clean- up of camps and trash on their properties in and around the City. However, when cooperation is not effective, code enforcement has played an important role in compelling partnering agencies and private landowners to address trash and camping on their properties. City staff have regularly assisted in these clean-up efforts to support our partners as they struggle to address encampments and trash in these areas. The City provides several avenues for residents to contact City staff regarding encampments and trash. The City's provides a web portal to allow citizens to report homeless or trash issues to the City. The complaint form is currently located at https://www.spol<anevalley.org/311 . The City provides contact information through the resource guide distributed to partners and residents, as well as through City and partner websites and through walk-in inquiries. City staff regularly fields calls and website submissions from concerned residents related to encampments and trash, and will continue to provide timely and effective responses to community concerns related to this issue. The City has also created a phone app used by the City housing and homeless team, code enforcement and law enforcement to document encampments and trash. This tool allows users to log a location and status of a specific site, such as an occupied camp, abandoned camp, or trash. The app tracks which camps have received 48-hours notice to vacate, which sites are ready for cleanup, and which sites have been cleaned up. This is a valuable tool for documenting issues that need to be addressed, and also improving our understanding of where common encampment'hot spots' are within the City. Business Community Outreach and Information 20 Spokane Valley Homeless Action Plan (SVHAP) In response to conversations with local businesses and the Valley Chamber, the City is working with law enforcement to develop a guide for businesses of best practices and tools to address the impacts of homelessness on their business. This resource includes two areas of focus. The first is information about preventative measures a business can take to mitigate potential impacts. The second has to do with tools that business owners can use when they encounter problems on their property related to homelessness, such as using the City's reporting tools to get follow-up from the homeless outreach team when needed. This guide will be distributed to all businesses working with the Valley Chamber, helping to expand the reach of the City's outreach efforts with local businesses to address the concerns they face related to homelessness. In partnership with the Valley Chamber, the City will continue to organize informational events with community stakeholders to express concerns, receive information, and build alliances. An intentional and ongoing effort to engage stakeholders throughout the community, including businesses, is a critical piece of the effort to mitigate quality of life concerns related to homelessness. D. Government and Legislative Advocacy: One final objective of this plan is to advocate for robust and ongoing legislative advocacy at local, state, and federal levels. Many times actions taken at the Federal or State level, whether legislative or in the courts, have a significant impact on how local governments can plan and implement important actions. In 2018, a federal court ruling, Martin v. City of Boise15, set significant restrictions on enforcement of public loitering and camping laws, generally identifying consideration of shelter availability when enforcing certain criminal provisions related to homelessness. At the State level, homelessness prevention and reduction has increased in importance, and more programs have been created and funding made available. However, in many cases the resources and funding come with requirements that not all agencies will want to agree to, such as weakening zoning laws and mandating certain types of housing. The City should consider advocating where appropriate changes in state and federal law and for funding programs where such changes or funding support elements of this plan. The City should also consider regional cooperation and collaborative efforts to address homelessness as they may fit within the elements of this plan. Conclusion As stated in the introduction to this plan, the City's top priority is preventing homelessness from occurring in the first place. It is the City's position that preventing homelessness is the most effective way to address this growing challenge. Focusing up -stream to address some of the root causes will help stem the inflow of those experiencing homelessness. Further, we believe that preventing homelessness from occurring in 15 920 F.3d 584 (9th Cir. 2019). 21 Spokane Valley Homeless Action Plan (SVHAP) the first place reduces the amount of human suffering, trauma, and negative outcomes often experienced by those who live through homelessness. However, we understand that homelessness does exist today, and that it results in significant personal and community costs for all those affected. Therefore, we must also work to reduce existing rates of homelessness. To do this, the City needs to ensure sufficient access to short, medium, and long-term interventions that can help move people through the continuum of unhoused to stably housed. Bolstering available resources in any one of these areas would be a success, but without sufficient supports and options along the entire spectrum, bottlenecks will occur and reduce our ability to achieve our goal of reducing homelessness. A regional approach to addressing homelessness is necessary to make progress in this area. Homelessness is not the problem of a single jurisdiction and does not start or stop at the border between cities. The current system of competing governing bodies and priorities has led to a disjointed approach that can result in confusion, inefficiency, and criticisms. The entire region would benefit from a coordinated approach. The City will continue to work collaboratively with area stakeholders to improve communication and collaboration around efforts to reduce homelessness. Additionally, the City will continue to plan and implement our own plan for addressing homelessness within our own borders. 22 Spokane Valley Homeless Action Plan (SVHAP) Supporting Data — Current Status as of 2022 Before understanding the scope of need or being able to identify actions within the three primary objectives, the existing status of those experiencing homelessness, the number, type, and location of services available within the City and surrounding region, and available funding must be understood. A. Measuring Homelessness and Housing Instability: Getting an accurate count of how many individuals are experiencing homelessness and housing instability in our community at any given time is a challenge. The itinerant nature of homelessness and instability combined with lack of resources means those experiencing homelessness or instability are often constantly on the move. Those living in vehicles often find out -of -the way places to parkto avoid conflicts, making it difficult to get an accurate count. individuals or families who are doubled -up, couch surfing, or living in hotels are often overlooked and go uncounted. Those experiencing housing instability are at much higher risk of becoming homeless, or may lapse back and forth from unstably housed to homelessness as circumstances and weather change. Because the City's homeless program is still new, we have not yet been able to collect sufficient data within our City limits to fully understand homelessness in our City. The apps that were developed are currently being used by the outreach team, and should be available to additional City partners in months to come, is an important step in the right direction. The data we have collected so far has proven useful in helping us understand homelessness in the City, and tracking our interactions and work with those we encounter. As we continue to make strides and collect more data about homelessness in the City, we will use the information to inform future planning and execution. Despite these challenges, the City has collected data from several sources that help to inform our understanding of the scope of homelessness in our community. The following identifies information about the number of homeless within the City and greater Spokane region. Annual Point In Time (PIT) Count The annual PIT count is a County -wide effort carried out over a five-day period each winter. Those who are sheltered (staying in a shelter) and unsheltered are counted. The 2023 PIT count found 2,390 homeless individuals in the County, a 36% increase over 2022. Of all those counted, 955 were unhoused. This unhoused population represents a 16% increase over 2022 numbers, and a 76.5% increase since202O. Using numbers from the most recent year that more granular data is available, of the 823 unhoused individuals counted in 2022, 80 were counted in Spokane Valley. Further, 13% of respondents indicated that the City of Spokane Valley was the last place they were housed before experiencing homelessness. 23 Spokane Valley Homeless Action Plan (SVHAP) The City participates in the effort by dedicating staff time and recruiting volunteers to ensure an accurate count of those experiencing homelessness in Spokane Valley. State data on homelessness and housing instability Since 2014 the WA State Department of Commerce has produced the Snapshot of Homelessness report, which is designed to supplement the annual PIT count. The Snapshot report includes those who may not fit HUD's strict definition of homelessness, such as families doubled -up or youth who are couch surfing. These unstably housed groups are omitted from the annual PIT count. The Snapshot draws from data of those receiving public assistance, Medicaid -funded medical care, or housing services. According to the Snapshot report, in January of 2022 Spokane County had 16,946 households that were either homeless or unstably housed. This number bolsters the argument that the PIT is a significant undercount of those experiencing homelessness in our community.16 County -wide housing instability survey and rental assistance report The County's rental assistance programs also provide data to learn more about those experiencing housing instability in Spokane Valley. According to reporting from Spokane County, there were 2,448 households in Spokane Valley that received rental assistance through one of six recent assistance programs. The Zone in Northeast Spokane was recently commissioned to conduct a survey looking at housing instability in the county and received 1,476 responses. Of respondents who indicated they lived in a Spokane Valley zip code, 38% indicated they were worried about an eviction, 40% said they had taken out a loan to pay rent, and 62% had skipped paying two or more bills to pay rent. School district statistics Spokane Valley school districts each have staff dedicated to counting and working with students who meet the McKinney-Vento Act definition of homelessness. The HUD definition of homelessness only counts those who are literally homeless, in a shelter, or fleeing domestic violence; the McKinney-Vento Act counts those as homeless who are without a stable night-time residence. This would include students who are couch surfing with friends, living in hotels, or moving from location to location, either on their own or with family members. Using this metric, we know that in 2021-22 the City of Spokane Valley had 780 homeless students, at least 168 of whom were 'unaccompanied minors', meaning they were without any family support. City data collection tools While the PIT Count and CMIS provide regional data about the number of homeless within the County, the City has developed several in-house tools to collect and track data related to homelessness to improve 16 GAO Report to Congress Finds Increase in Homelessness, Likely Undercount by HUD I National Low Income Housing Coalition (nlihc.org) 24 Spokane Valley Homeless Action Plan (SVHAP) our understanding of the scope of homelessness within the City. One tool is used to perform short surveys to collect required data for funders, such as race, gender and income. Additional questions seek to learn when a person became homeless, where they were last housed, and if they identify any mental health or substance use issues. The tool also identifies a geographic location of where the data was collected. This tool helps the City gain a better understanding of how many people are experiencing homelessness in Spokane Valley, who they are, how often we interact with them, and where they are located. This location - based information can quickly summarize the extent of homelessness in our community providing data to redirect services, funding, and resources as necessary. Another tool is used to document camp locations (both occupied and abandoned), trash, vehicles (occupied or abandoned), or other quality of life concerns. This tool is available to City staff and relevant partners, such as the Spokane Valley Police Department and work crews to facilitate coordination of abatement where necessary. Community Management Information System (CMIS) The CMIS system is the central database used to track and refer clients in the regional homeless system. Most service providers and funders, including the City, are part of the CMIS system. While some notable providers such as the Union Gospel Mission do not add data to CMIS, it is the primary source of data to understand how many people in the homeless community are accessing shelter, receiving housing referrals and housing placements, and to inventory for related services. Outreach team feedback Finally, the City's Homeless Outreach Specialist and Outreach Officer provide critical insight into trends and activities related to homelessness within the City. These 'boots on the ground' are the primary way we contact unhoused individuals and connect them to services, and are critical for understanding the changes in patterns and trends related to homelessness in our community. They are also primarily responsible for gathering data through the City's collection tools. B. Types and Causes of Homelessness: A University of Pennsylvania paper breaks homelessness down into three useful classifications that are often used when thinking about how to address the problem17: chronic, transitional, and episodic. These classifications, each defined by the duration of homelessness experienced and the range of supportive services needed, can be useful in identifying gaps in services and for prioritizing resources. Chronic homelessness is defined by HUD as a person who has experienced homelessness continuously for at least 12 months, or on at least four separate occasions in the last three years, where the combined 17 Kuhn, R., & Culhane, D. P. (1998). Applying Cluster Analysis to Test a Typology of Homelessness by Pattern of Shelter Utilization: Results from the Analysis of Administrative Data. Retrieved from https://repository.upenn.edu/spp_papers/96 25 Spokane Valley Homeless Action Plan (SVHAP) occasions total a length of time of at least 12 months. Chronic homelessness has a greater environmental and economic impact on cities than short term homelessness, and engenders more complaints and community concerns. When people think about homelessness, this is often what comes to mind. Transitional homelessness is defined as a person experiencing homelessness for a short period of time, often as the result of a major life change or catastrophic event such as losing a job, a medical condition or domestic abuse. Those who are experiencing transitional homelessness may be employed but unable to pay rent, may be living in a vehicle, or might be staying briefly in a shelter or temporary housing system. Episodic homelessness is defined as a person who has experienced homelessness for up to 60 days, has had two or more moves in the last 60 days, or who is likely to continue to be unstably housed because of disability or barriers to employment. Those experiencing episodic homelessness lap in and out of homelessness over a period of months or years. Those working to address homelessness often refer to a fourth category as well, which is hidden homelessness. People experiencing hidden homelessness are in temporary living situations without clear plans to obtain stable, long-term housing. This would include people who are couch surfing, living in hotels, or doubled -up with family and friends. People in this situation are often missed, as they may not access homelessness resources and are not counted during the PIT. Realistically, we have no idea how many people in our community may fit into this category. Lack of Affordable Housing Lack of affordable housing is also a significant contributor to homelessness. The Spokane region has been experiencing a housing crisis for years, with the supply of affordable housing falling far short of the documented need in our community. As a result, the cost for rental housing has increased significantly squeezing out many individuals and families who were already living on the margins. In 2021, rents increased by 23.8% in the region, with the median price for a one -bedroom unit increasing to $965, and $1,327 for a two -bedroom unit18. According to the City of Spokane Valley's (COSV) Housing Action Plan, in 2021, approximately 48% of Spokane Valley renters were cost burdened (paying more than 30% of income on housing), and 25% of renters were severely cost burdened (paying more than 50% of income on housing). A paper by the Federal Reserve indicates that families with children are most likely to be rent -burdened, followed by seniors. It further states "when households devote a large share of income to rent, an unexpected shortfall in income may leave them unable to pay rent and could lead to eviction. Moreover, households that have little income left after paying rent may not be able to afford other necessities, such as food, clothes, health care, and transportation. The large share of income required for housing also limits the ability to save and accumulate wealth."19 18 h_ttps://www.apartmentlist.com/wa/spol<ane#rent-report 19 "Assessing the Severity of Rent Burden on Low -Income Families:: Larrimore, Jeff and Schuetz, Jenny, Board of Governors of the Federal Reserve Systemo 26 Spokane Valley Homeless Action Plan (SVHAP) The Government Accountability Office (GAO) published a report in August of 2020 with a statistical analysis that found median rent increases of $100 a month were associated with a 9% increase in homelessness in the areas they examined.20 In their book, Homelessness Is a Housing Problem, the University of Washington professor Gregg Colburn and the data scientist Clayton Page Aldern demonstrate that "the homelessness crisis in coastal cities cannot be explained by disproportionate levels of drug use, mental illness, or poverty." Rather, the most relevant factors in the homelessness crisis are rent prices and vacancy rates.21 While the experience of coastal cities may not specifically address the situation in Spokane County, the finding that poverty, drug use, and mental illness are not the cause of growing homelessness in the region's most populous cities does provide some added context and understanding of what we are experiencing in this City, as we have also seen rapidly increasing rent prices and historically low vacancy rates. The University of Washington's Washington Center for Real Estate Research has developed a Housing Affordability Indices (HAI) that looks at the extent to which housing is over or under priced when compared to incomes.22 A Value of 100 on the HAI Index means that a household with a median income has exactly enough income to qualify for a mortgage on a median priced home. An index value above 100 indicates that a household earning the median income has more than enough to qualify for a mortgage on a median priced home. For example, a composite HAI of 115 means that a household earning the median family income, has 115% of the income required to qualify for a conventional mortgage. Alternatively, a value of 85.0 would indicate that the household only has 85% of the income required to qualify for a mortgage on a median priced home. Graph A, taken from the 2023 PIT count data, shows the relationship between housing affordability and homelessness. As housing affordability (represented by the HAI line) decreases (becomes less affordable), homelessness (represented by the PIT line) experienced a corresponding increase. While many of the people experiencing homelessness in our region today may not have been in the market to purchase a home, we know that when households who would have previously been in a position to purchase are forced instead to rent, it puts added pressure on the rental market and drives rent costs up and vacancies down for everyone.23 Many individuals experiencing homelessness receive Social Security/Disability or some other sort of monthly benefit, such as VA benefits, or are even employed. In fact, according to the City's own data collected between May and October of 2022, over 36% of the individuals experiencing homelessness in Spokane Valley, had some sort of income. While in the past a fixed income or the earnings for someone working a low -wage job may have been sufficient to pay for a modest one or two -bedroom apartment, the increase in housing market rates has priced many of these people out of the market and into homelessness. Graph A: 20 GAO-20-433, HOMELESSNESS: Better HUD Oversight of Data Collection Could Improve Estimates of Homeless Population 21 The Obvious Answer to Homelessness - The Atlantic 22 Housing Affordability Indices I (uw.edu) 23 Soaring home prices are pushing buyers to the rental market - Vox; 61% of renters in the US can't afford to b a home in their city (nypost.com); Concern Over Rent Ticking Time Bomb Sparks Creation Of New Schemes (realestateocomoau) 27 Spokane Valley Homeless Action Plan (SVHAP) 2'50 MR KM 0 :::3 0 Z. 50 I 3000 30 2!500 2000 ::3 1.:500y p� :...000 kd' II::W. 5 .1S00 0 171 171 C:.' C:.' e--1 e--1 (N (N M M ".i i" Ln Ln U.) U.) I,, 1,, 00 00 0) 0) C:.'� C:.'� e--1 e--1 (N C`d M W....q W....q W....q W.....I W.....I W.....I W.....I W.....I W.....I W....q W.....I W.....I W.....I W.....I W.....I W.....I W.....I W.....I W.....I C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d C`d W.....I M , I M , I M , I M , I M , I M , I M , I M , I M , I M , I M , I M , I M , I M , I � I A o * nor mmmmmmmmm I...inear (HW) mmmmmmmmm I...inear (P ) Mental Health/Substance Use/Disabilities Many of the Spokane Valley homeless population suffer from mental illness, a substance use disorder, and/or some form of disability. Self -reporting data from the 2022 PIT count found that 31% of adults reported serious mental illness, versus 4% of Spokane County residents in 2020. Twenty-three percent of adults reported a substance use disorder, compared to an average of 9% state-wide between 2014-2017. These realities are related to homelessness for many of the unhoused members of our community. This underscores the need to address homelessness from an approach led by those with experience in trauma, addiction, and mental illness, such as specially trained social workers, working in conjunction with law enforcement. It also underscores the need for an approach that can help individuals address a wide range of needs when transitioning out of homelessness. Family Conflict and Domestic Violence Family conflict has been identified as another significant contributor to homelessness, particularly among youth and young adults. Similarly, domestic violence is another major contributor to homelessness in our 28 Spokane Valley Homeless Action Plan (SVHAP) community. Homeless individuals are approximately ten times more likely to be survivors of domestic violence than the general population of Spokane County". C. Spokane County Shelter Network: A necessary component of planning is to identify existing resources. The following table describes existing shelters within Spokane County. Of note for this plan, there are currently no existing overnight shelters located within Spokane Valley. Table A: Spokane County Shelter Inventory Name/Location Population # LBeds Entry Notes Served Available* I Requirements** House of Charity Men & 158 Low barrier 23 beds are for respite and are Women set aside for contracted partners like Providence or Community Court. Cannon St. Shelter Men & 80 Low barrier Closed in April 2023, but may (owned by City of Women re -open as a respite/care Spokane) shelter — TBD. Trent Resource and Men & 350 Low barrier Assistance Center Women (TRAC) (owned by City of Spokane) Salvation Army Men & 60 High Barrier, by 30 Phase II beds, and 30 Phase Way Out Bridge Women referral only III beds Housing Salvation Army Men & 12 High Barrier, by Time -limited, off-line at the Family Shelter Women referral only time of this writing (November Truth Ministries Men only 66 Low barrier Check-in/check-out times. No pets allowed. The City contracts for two dedicated beds. UGM Men only 200 High barrier 60-day time -limit unless client is making progress on goals and working to get into another UGM program. Hope House Women only 100 Low barrier 80 beds are standard shelter beds, and 20 beds are set aside for respite and are held/paid for by partners who refer 24 Data from Spokane County's 2022 Point In Time Count 29 Spokane Valley Homeless Action Plan (SVHAP) women with specific needs. 1 bed contracted/set aside for COSV. YWCA Women & 37 Only for those Household makeup determines their children fleeing DV. Low bed availability, so sometimes only barrier fewer than 37 beds available. UGM Women & 222 High barrier 60-day time -limit unless client their children is making progress on goals only and working to get into another UGM program. St Margaret's Families only 17 rooms By referral only. 8 rooms are Transitional Shelter Must have a Housing rooms (up to 6 child in custody months) — prioritizes 18-24yo, at least 51% of or actively fleeing DV. 9 rooms time, or are emergency shelter, w/30 pregnant. Low- daytime limit with possibility of barrier extension. Family Promise Families only 104 Low -barrier Currently seeking funding to Emergency Shelter expand capacity by 25 beds Crosswalk Teens only 18 Low barrier (13-17yo) Young Adult Young adults 44 Low barrier Shelter only (18-24yo) *Number of beds available has fluctuated with restrictions and additional funding related to the COVID- 19 pandemic. **Low Barrier means there are no sobriety or referral requirements for entry. High Barrier shelters may require sobriety to access services and/or a referral. D. Available Services: Current City Positions/Contract Services City Sto The City of Spokane Valley has been building a housing and homelessness program even prior to development of this plan. The Housing and Homeless (H&H) Coordinator position was created in 2021 and represented an acknowledgement of and investment in addressing the issue of homelessness within the City. Similarly, in 2022, the City created a full-time Homeless Outreach Officer position within the Spokane Valley Police Department and the City applied for and received a Spokane County Homeless Housing Assistance Act grant for a full-time Outreach Specialist. The Outreach Specialist is an employee of Spokane Valley Partners but works as a team member with the Homeless Services Officer and H&H 30 Spokane Valley Homeless Action Plan (SVHAP) Coordinator as part of the City's outreach team. These positions form the core of the homeless response team for the City. Other City departments and staff also support the City's efforts to address homelessness. Code Enforcement regularly partners with the H&H Coordinator to address issues such as individuals sleeping in vehicles, encampments on private property, and clean-up of trash. The Street Division assists with locating and removing encampments under bridges or on other street infrastructure. The Economic Development Department assists with the creation and dissemination of materials such as resource guides and media releases related to homelessness and the City's efforts to address it. Contracted Services The City of Spokane Valley Police Department and Spokane Valley Fire Protection District No. 1 ("Spokane Valley Fire Department"), a separate municipal entity, each devote significant time and effort to dealing with issues related to homelessness in our community. From responding to Crime Check calls to providing critical medical interventions, community resources go to addressing the impacts of homelessness in our community every day. The dedicated Homeless Outreach Officer is specifically assigned to address concerns around homelessness, and the Crime Prevention Officer spends significant time working with businesses and residents to mitigate the impacts of homelessness on private property. The City has committed to cleaning up camps and trash on city -owned properties. The City spends thousands of dollars annually contracting with work crews to remove camps and trash related to homelessness. A work crew from the Geiger corrections facility has been the primary partner the City contracts with to perform this work. However, due to staffing issues and rules around when the Geiger crew is available, the City also contracts with local businesses to perform this work, Regional Services The City pays into the regional system that funds projects addressing homelessness county -wide. Through recording fees and other funding mechanisms, the City contributes a significant amount of funds each year that go to a variety of programs benefiting Spokane Valley residents. The following table details the programs funded and number of recipients served through Housing and Homeless Assistance Act (HHAA) funding, of which the City is the County's single largest contributing municipality. Table B: Jan 2020 - Dec Beneficiaries Total Verified Total Grand Total % of 2021 HHAA Originating County Beneficiaries Beneficiaries verified/reported Subrecipients from the City Beneficiaries Reported Reported County of Spokane Reported from (includes beneficiaries Valley Unknown Unknown served from Locations Locations) COSY 31 Spokane Valley Homeless Action Plan (SVHAP) St. Margaret's 70 119 1,249 1,368 5.1% Shelter, ES & TH Services Family Promise - 52 70 1,356 1,426 3.6% Open Doors Shelter The Salvation Army 33 62 212 274 12.0% ES & TH Services Volunteers of 43 76 3 79 54.4% America Hope House Volunteers of 300 456 0 456 65.8% America Crosswalk SNAP County 265 330 189 519 51.1% Outreach YWCA Safe Shelter 59 107 0 107 55.1% for Survivors and Children House of Charity 157 361 1,335 1,696 9.3% Emergency Shelter Spokane 46 87 243 330 13.9% Workforce Council Prevention Family Promise - 0 0 0 36 NA — Bridges Program Subrecipient did not record/report location data Total Beneficiaries 1,025 1,668 4,587 6,291 16.3% Served by Area from Jan 2020 - Dec 2021 Looking at the data in Table C, it is important to acknowledge that over 4,500 beneficiaries were from unknown locations, and that the Family Promise Bridges Program did not collect or report this data. It is safe to assume, then, that some percentage of the recipients from unknown locations were also from the City, which would make the total of City residents served even greaterthan the 1,025 individuals identified in these numbers. Of the location -based services listed above (which does not include Outreach), only the YWCA has a site located within the City. This means that City residents seeking these services are required to navigate transportation and take additional time out of school or work, sometimes with children, to receive assistance. Regional Collaboration 32 Spokane Valley Homeless Action Plan (SVHAP) The City recognizes that the City of Spokane, Spokane County, and non-profit providers are already providing services throughout the region. Accordingly, the City acknowledges the work already occurring and participates in a variety of the existing regional entities and efforts related to homelessness. Identification of existing regional and local efforts are critical so that the City's Plan does not overlap or create unnecessary duplication with existing services and solutions. The following list identifies certain key existing regional and local efforts related to homelessness: • Spokane County: Spokane County administers a variety of housing funding programs, including Community Development Block Grant (CDBG) and Homeless Housing Assistance Act (HHAA) funds through the Spokane County Housing and Community Development Advisory Committee (HCDAC). While the City is eligible to become an entitlement jurisdiction and to receive CDBG funds directly, it has not done so to date and relies on an interlocal agreement with Spokane County to assist in distribution of CDBG funds towards City projects and purposes. Further, HHAA funds administered by Spokane County include funds collected from recording fees collected from Spokane Valley residents. In order to provide City input in the distribution of CDBG and HHAA funds, the City has four representatives on the HCDAC. While the City has representatives on the HCDAC, the City does not have direct control over the distribution of CDBG or HHAA funds. As the SVHAP is implemented, the City might consider assuming direct control over CDBG and HHAA funds in order to fund identified City programs or projects. The City also participates in distribution of Consolidated Homeless Grant (CHG) funding. The City has also participated in regional discussions about use of state funding to address homelessness on State-owned right-of- way property. • Continuum of Care (CoC): The CoC is a regional planning board made up of service providers, elected officials, community members, educators, businesses and other stakeholders. Broadly, the purpose of the CoC is "to promote community -wide planning and strategic use of resources to address homelessness; improve coordination and integration with mainstream resources and other programs targeted to people experiencing homelessness; improve data collection and performance measurement; and allow each community to tailor its program to the particular strengths and challenges within that community."25 The CoC is responsible for administering all HUD funds related to homelessness that come to the county. It is also responsible for developing the region's 5-Year Strategic Plan to Prevent and End Homelessness. This plan lays out a roadmap for a regional response to homelessness, and provides guidelines that any program funded through HUD or applicable County dollars must follow when providing homeless services. City funds that go to the County to support homeless services are bound by the requirements laid out in the Plan. The City of Spokane is currently the CoC's "Collaborative Applicant," meaning they receive a portion of funding to provide much of the staffing and technical support for the CoC's funding applications, monitoring, evaluation, and reporting requirements. The H&H Coordinator is co-chair of the CoC's Singles Sub -Committee. This sub -committee, along with Veterans, Families, and Youth sub -committees, is one of four permanent sub -committees tasked with informing and making recommendations to the CoC regarding the region's response to homelessness. The City is also represented in the CoC with a board member selected from the City Council. 15 Introd_uctary Guide to the Continuum of Care (CoC) Program (spokanedty.org) 33 Spokane Valley Homeless Action Plan (SVHAP) • Local groups/committees: The H&H Coordinator leads a monthly Valley Huddle meeting which brings together key stakeholders, including: Spokane Valley Police Department, Spokane Valley Fire Department, Spokane Valley Schools, Spokane Valley Partners, Spokane Valley Community Advocates, Catholic Charities, Volunteers of America, Spokane Neighborhood Action Partners, Frontier Behavioral Health, Washington State Parks, Department of Natural Resources, Washington Department of Transportation, Spokane Valley Parks, Spokane Regional Health District, United Way, Spokane Valley Library, Greater Good Northwest, Pioneer Human Services, interested Spokane Valley citizens, and others. The focus of these meetings is to discuss updates, challenges, and approaches to addressing homelessness in Spokane Valley. The City also participates in the Greater Valley Service Network, and regularly works with the Greater Spokane Valley Chamber of Commerce ("Valley Chamber") to provide information and address business concerns. • Regional events and initiatives: The City has supported and participated in a number of regional events and initiatives related to homelessness. The City participated in planning and day -of implementation of the regional Homeless Connect event which connects people to services and supports the regional Point In Time Count effort. In 2022, the CoSV fully participated in the annual PIT count for the first time, recruiting volunteers and focusing on Valley -specific locations to ensure a more accurate count than in years past when Spokane Valley was largely overlooked. • Collaboration with affordable housing developers: The City has initiated conversations and developed relationships with affordable housing developers like Spokane Housing Authority, Habitat for Humanity, and Community Frameworks. The City recognizes that more affordable housing is needed in our community, and that it is critical to develop and move projects forward that can add needed units to the City's housing stock that are affordable for all income levels. E. Available Funding: The following table outlines the different sources of revenue available to support programming to address homelessness: 34 Spokane Valley Homeless Action Plan (SVHAP) Table C: Funding currently collected by the City Funding Source Funding Summary of Funding Amount Funding Access Eligibility Allowable Uses collected/available (2021)* Local Homeless • Homelessness Portion of $8 and $62 Collected by the City and Housing • Affordable document recording transferred to the Assistance Act Housing fees for affordable County under interlocal (HHAA) housing and homeless agreement. City may Recording programs (capital; apply for a portion of the Fees" O&M; variety of funds, along with all 12 services) participating municipalities in the County. Affordable and • Affordable 0.0073% sales tax $449,000 available Internally available for Supportive Housing rebate for funding now, and City use within State Housing Sales affordable housing approximately guidelines. and Use Tax $222,000 additional Credit per year. American Rescue • Homelessness Federal funds for $16,000,000 One-time funds only. Plan Act • Affordable COVID-19; assumes Internally available for Housing services provided for City use within Federal homelessness and guidelines. increasing access to affordable housing Funding currently collected by the County Funding Source Funding Summary of Funding Amount Funding Access Eligibility Allowable Uses collected/available (2021) Affordable • Homelessness $13 recording fee The County allocates Housing for All • Affordable primarily for affordable funds to participating County Housing housing, can be used cities for eligible housing Recording Fee for shelter operating activities pursuant to an Surcharge costs (no capital use); interlocal agreement. no direct City use — The City must work with allows use by County the County to enter into through interlocal an agreement for use of agreement. these funds. Consolidated • Homelessness Grants available for The City must apply to Homeless Grant homeless programs the County to access this (CHG) funding. 35 Spokane Valley Homeless Action Plan (SVHAP) Available funding sources currently not collected/accessed Funding Source Funding Summary of Funding Amount Funding Access Eligibility Allowable Uses collected/available (2021) General Property • Homelessness City discretion to raise Would require Council to Taxes (banked, • Affordable general fund dollars for follow the normal levy - levy lid lifts) Housing either affordable setting process, and housing or requires no special homelessness purposes procedure nor voter (capital; O&M; other approval. services). Affordable • Affordable Property tax of up to Council must first Housing Levy Housing $0.50 per $1,000 declare an emergency assessed value for 10 regarding the stock of consecutive years for affordable housing, then affordable housing voters must approve the programs. levy by a simple majority. Sales and Use • Homelessness 0.1% sales and use tax The City may impose the Tax for Housing • Affordable for funding affordable tax by either a majority Related Services Housing housing and of persons voting, or emergency, through councilmanic transitional, and action. supportive housing. Can also use for mental and behavioral health - related uses. REET II Funds to • Homelessness Authorization to use The City may only use Support • Affordable 25% or $100,000 REET II funds for Affordable Housing (whichever is greater) homelessness if it Housing and for capital projects documents in its capital Homelessness related to affordable facilities plan that it has housing and enough funds over the homelessness. next two years for capital projects identified in state code, which include "planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, sidewalks... storm and sanitary sewer systems", etc. 36 Spokane Valley Homeless Action Plan (SVHAP) Housing Trust • Homelessness Grants available to local To date the City has Fund Grants • Affordable governments for never received Housing Housing projects related to Trust Fund dollars. affordable housing or homelessness; priority given to non -profits and housing authorities. Tax Increment • Affordable Funds public Must be established by Financing (TIF) Housing improvements of Council ordinance. The designated areas, TIF boundary area including the purchase, cannot be the entire city rehabilitation, retrofit jurisdiction, and a for energy efficiency, jurisdiction cannot have and construction of more than two active affordable housing. TIFs at any given time. *With the exception of one-time ARPA funding and the Affordable and Supportive Housing Sales and Use Tax Credit, the City does not directly collect or distribute the funds listed in this table. More data is needed regarding available amounts as the City moves to implement the SVHAP. **These funds are passed to Spokane County through an interlocal agreement, and then distributed to programs that benefit the county at large, including the City of Spokane Valley. F. Existing Goals Related to Homelessness: The City has already adopted several planning documents that include goals related to addressing homelessness. Among these documents are the City's Comprehensive Plan and Business Plan. Beginning with the goals in these plans can serve as a starting point for setting objectives for 2023 and beyond. What follows are goals related to addressing homelessness outlined in these existing plans. In the Comprehensive Plan, the following goals are listed under the "Housing Goals" heading: • H-G4: Work collaboratively with local stakeholders to develop a Homeless Response System specific to the needs of the Valley • H-G5: Work closely with and support the Regional Homeless System and ensure continuity of care for community members that are unsheltered and unstably housed in the Valley and throughout our region In the Comprehensive Plan, the following goals are listed under the "Housing Policies" heading: • H-P8: Ensure the provision of homeless and housing services have commensurate on -site support to maintain the character of neighborhoods and minimize public service calls. • H-P11: Engage in active recruitment of service providers that desire to serve Valley residents through targeted programs focused on homeless service delivery. 37 Spokane Valley Homeless Action Plan (SVHAP) • H-P12: Support the implementation of the Continuum of Care Five -Year Strategic Plan to End Homelessness. • H-P13: Continue as active members on regional committees that address homelessness and housing instability such as the Continuum of Care Board and the Housing and Community Development Advisory Committee. • H-P15: Encourage and support new projects and programs which seek to assist in maintaining housing stability or provide exits from homelessness to housing. • H-P16: Analyze and collect data through our local Community Management Information System and use this data to help drive homeless and housing policy In the Comprehensive Plan, the following goals are listed under the "Approach to the Housing Element" heading: Co -Location of Homeless and Homeless Prevention Services The City of Spokane Valley has a strong network of various non -profits, faith -based organizations and school districts that help serve those who are facing housing instability as well as households that are unsheltered. What has historically been missing are locations in the City where access to these services are easily obtainable. Specifically, a high degree of reliance has been on the City of Spokane to physically house these services, which in turn requires City of Spokane Valley residents to travel when resources are needed. The City supports co -location facilities in its jurisdiction within close proximity of public transportation. These facilities would house various providers that seek to serve those experiencing homelessness and housing instability. Additionally, such services should be well connected to existing systems of care within our region to encourage and support ease of referrals and reduction of duplication in services. Supporting Affordable Housing for all Households The provision of Affordable Housing is critical to meet the needs of those households that have special needs or are on fixed incomes. Any build out of Affordable Housing in the City should align with existing programs and systems that seek to serve those that are unsheltered or unstably housed. The City should strive to work with regional providers to streamline and coordinate the distribution of limited resources. In the Business Plan, the following goals are listed under the "Homelessness Oversight" heading: • Work in conjunction with the City Attorney's Office to revise and implement the City's Camping Ordinance. • Provide staff support to the Continuum of Care and the development of the 5-Year Plan to Prevent and End homelessness. • Provide Staff Support for the Spokane County Housing and Community Development Advisory Committee and the development of the 5-Year Consolidated Plan. • Collaborate with Spokane County and the City of Spokane to incorporate a transitional bridge shelter and young adult shelter into the regional homelessness system. 38 Spokane Valley Homeless Action Plan (SVHAP) • Participate, review proposals, monitor, and evaluate performance of service providers receiving Homeless Housing Assistance Act funding from recording fees, Consolidated Homeless Grant funding, and Housing and Urban Development funding. • Create, implement and manage a Spokane Valley Homelessness Huddle Team consisting of Police, Fire, Parks, City Attorney, Contract Administration and Homeless Outreach Services with the purpose of exiting individuals from homelessness and maintaining public space for intended uses by all citizens. • Identify and engage with homeless individuals located in Spokane Valley, creating and maintaining a database of individuals and campsites allowing for effective and consistent outreach services. Progress has already been made on some of these goals, such as managing the Homeless Huddle group, and collecting data on individuals experiencing homelessness and locations where it is occurring. Other goals are on -going, and do not have distinct ending points, such as supporting and participating in regional efforts through the Continuum of Care. Work in these ongoing areas will continue. Finally, some goals, such as the addition of sufficient affordable housing in the City are long-term goals that will take years to make significant process. G.F, Community Feedback The City has conducted several community outreach efforts to solicit feedback about priorities and preferences for action related to addressing homelessness in Spokane Valley. A survey conducted by the City in 2021 asked a number of questions related to residents' experiences with homelessness in the community, and their preferences for possible services and interventions. The survey received 318 responses. A Community open house in March 2023 attracted over 60 participants to prioritize strategies. Results From The Communitv Su How often do you come upon unsheltered individuals in our City? 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 1-3 times per week 4-6 times per week Daily Never IIIIIII Responses 39 Spokane Valley Homeless Action Plan (SVHAP) Please rank your preference for locating emergency shelters for adult singles/couples. 50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Small facilities in In a facility that can Wherever a service Other existing accommodate many provider wants to neighborhoods a people along a build and/or locate single-family house, corridor served by the facility duplex, or transit apartment unit 111111111 (least preferred) 111111111112 3 4 (most preferred) 40 Spokane Valley Homeless Action Plan (SVHAP) What should the City's role be in response to homelessness and/or housing instability? 41 Spokane Valley Homeless Action Plan (SVHAP) Priorities Identified At The Community Open House Attendees of the community open house were asked to give feedback of the draft Homeless Action Plan. As part of this process, they were given an opportunity to prioritize from a list of possible interventions and programs related to the three primary goals of the plan: Prevent homelessness, reduce existing homelessness, improve quality of life for all Spokane Valley Residents. A number of the strategies described overlap between several of the goals. Increasing housing availability and affordability, for example, is relevant to both preventing homelessness from occurring, and reducing existing levels of homelessness. The following strategies were highlighted as priorities by those who attended the open house: Short -Term Interventions — Make Contact and Form Connections —170 votes The creation of a day drop -in center inside the City, and support for mental health and addiction crisis interventions received 46 votes each. Creating a day drop -in center falls under reducing homelessness as it creates a space to connect with people and follow-up on needed services. It also falls under improving quality of life because it would create a space for those experiencing homelessness to be during the day instead of in businesses, or public facilities like the library. While expanding mental health and addiction crisis interventions is critical for reducing existing levels of homelessness, it would also be an important tool to helping some people avoid becoming homeless. In this category outreach and case management received 33 votes, and youth/family service centers received 20 votes. Increase Housing Availability and Affordability — 72 votes Within this category of interventions the specific strategy of "Relax[ing] codes to allow for more types of housing in more areas, including off-street parking requirements that increase the cost of new developments" receiving 26 of the 72 votes. Increasing housing availability and affordability falls under both the goal of preventing homelessness, and the goal of reducing existing homelessness. Ensuring that people on fixed incomes or working lower -wage jobs can afford to stay in their homes is critical to stemming the future tide of homelessness. And ensuring that there are units that those working their way out of homelessness can afford when they are ready is necessary if we are to reduce existing levels of homelessness. Requiring new multi -family developments to include a certain percentage of affordable units was the next highest vote -getter in this category, receiving 9 votes. Develop Supportive Housing Options — 44 votes 42 Spokane Valley Homeless Action Plan (SVHAP) The third most popular category of interventions had to do with providing more housing options to support those that need higher levels of assistance to remain stably housed. This group included Permanent Supportive Housing for individuals living with disabilities who also have a history of chronic homelessness and require more ongoing on -site case management (18 votes), as well as assisted living options for those with physical or mental impairments (16 votes for non -senior housing, 10 votes for senior -specific housing). Increase Income — 41 votes Helping residents increase their income through targeted job training and placement received 18 votes. Connecting them with Foundational Community Supports services to provide ongoing employment and housing support (similar to job and housing -specific case management) received 14 votes. And Helping those eligible for some sort of benefits like disability, veterans, or retirement benefits to connect to and receive those benefits received 9 votes. Medium -Term Interventions to Reduce Homelessness — 37 votes In this category of intervention there were three different strategies described: Utilizing the current homeless system housing referrals through Coordinated Entry (20 votes), bridge housing, which is generally high -barrier clean & sober shelters (9 votes), and transitional housing, which is generally also clean & sober housing but can last for up to two years while a person buildes a rental history, employment, etc (8 votes). SVHAP Feedback Outreach List This Plan was shared with representatives of the following stakeholders: • Spokane Valley Partners • Spokane Valley Fire Department • Goodwill Industries of the Inland Northwest • Spokane Valley Police Department • Washington Department of Transportation • Spokane Valley Parks Department • Washington State Parks • Volunteers of America • Catholic Charities Eastern Washington • Frontier Behavioral Health • Spokane County Library District • Spokane Valley Community Advocates • United Way • Spokane Dream Center • Greater Valley Support Network • Central Valley School District • East Valley School District • West Valley School District • Continuum of Care board • Jewels Helping Hands 43 Spokane Valley Homeless Action Plan (SVHAP) • Washington State Department of Natural Resources • SNAP • Family Promise • Reclaim Project • Community Frameworks • Habitat for Humanity • Allusion Opps LLC • Hello for Good • Spokane Valley Chamber of Commerce • Truth Ministries • Spokane Low Income Housing Consortium • Smith -Barbieri Progressive Fund • League of Women Voters • YWCA • Greater Good Northwest • Providence • Empire Health Foundation • Spokane Housing Authority • Spokane Valley community members involved with the monthly Valley Huddle • City of Spokane homeless services staff • Homeless Coalition Feedback was received from the following stakeholders: • Volunteers of America • Washington State Parks • Family Promise • SNAP • Continuum of Care board, including Singles and veteran sub -committees • Community Frameworks • Spokane Valley Chamber of Commerce • Goodwill Industries of the Inland Northwest • Greater Valley Support Network • Spokane Valley Police Department • Spokane Valley Partners • Spokane Low Income Housing Consortium • League of Women Voters • City of Spokane homeless services staff • SpokAnimal • Community open house event with 60+ attendees • Multiple Spokane Valley residents („ 2023 Work Plan Activities While the SVHAP outlines a variety of needs, priorities and long-term or ongoing goals related to addressing homelessness in Spokane Valley, a set of short- term objectives or work plans for 2023 is needed to help guide work and make progress towards the longer -term goals. In 2023, short-term objectives include: 1. Award ARPA funding for Housing & Homelessness purposes 44 Spokane Valley Homeless Action Plan (SVHAP) Through the City's ARPA awards it is focused on bringing needed services and housing options to Spokane Valley and supporting regional efforts that address ongoing needs. The City Council has identified priorities for the ARPA funds, and City resources more generally. These priorities are preventing homelessness from occurring in the first place when possible, and support forfamilies with minor dependents and for youth. With these priorities in mind, the Council awarded ARPA funds to the following agencies, in order of award size: • $1,460,000 to Reclaim Project The City has been expanding its partnership with Reclaim overthe past year, and this ARPA award is a part of that growing relationship. The award will pay for two Transitional Housing locations in Spokane Valley for men, for the initial loan payment of a home base location in Spokane Valley, and several years of program staffing. With the for -profit component of the organization, after this initial investment it is anticipated that business income will be sufficient to fund all future programming. The City already contracts with Reclaim to provide weed abatement, graffiti removal, and clean-up services. The home base will not only serve as a location for programming like sobriety -based social groups, but will also provide a base of operations for their Valley work crews. Reclaim's Transitional Housing provides clean/sober living for the men in their program, and the for -profit work crews provide employment opportunities and purpose. The combination of accountable, community -focused housing along with employment has shown great results, and is in line with the City's philosophy of providing opportunities for those seeking to better their situation. There are already a number of men in Reclaim's programs who are from Spokane Valley, and who would have chosen to stay in our community if the option had been available. The City's Outreach Team will work closely with Reclaim to direct potential candidates from Spokane Valley into the new Transitional Housing options, helping to create more opportunities and options for those that the team encounters on a daily basis. • $1,095,000 to Family Promise of Spokane Family promise of Spokane (FPS) has been in contact with the City for some time regarding the need for family services in Spokane Valley. In 2023 Spokane County awarded funding to Family promise to purchase a Transitional Housing location in Spokane Valley for families. The City's ARPA award will ensure that families transitioning out of homelessness have access to the resources they need to be successful, as well as adequate staffing and administration for this program expansion. Through FPS' Spokane Valley location families will be served by school -based housing case management (in coordination with each School District's HEART McKinney-Vento liaisons), a landlord relationship coordinator who will help build relationships needed to get families into units, and direct client assistance to help families quickly overcome barriers to gaining and stabilizing housing such as assistance paying for critical documents, utilities, move -in costs, employment uniforms or equipment, etc. 45 Spokane Valley Homeless Action Plan (SVHAP) • $500,000 to Volunteers of America Eastern WA Volunteers of America (VOA) has been planning and raising funding for construction of a new youth (13 — 17 years old) shelter/program facility, called Crosswalk 2.0. The current shelter is located in the heart of downtown Spokane, which is recognized as creating significant safety concerns for the children staying there. The new facility will be located near Spokane Community College and maintain 18 emergency shelter beds and add 18 additional "college dorm" beds for youth aged 16-20 who are enrolled in an educational program and/or employed to assist them in obtaining certificates/degrees and livable wage jobs. The new location will also be much closer to Spokane Valley, making its services more accessible for our City's youth. This project will be completed with significant financial support from Spokane County and City of Spokane as well, as it is a regional resource that aims to address a regional need. • $471,729 to Spokane Neighborhood Action Partners Spokane Neighborhood Action Partners (SNAP) was awarded a portion of their request for gap funding to complete the 60-unit Broadway Senior Housing project. The $24 million dollar project is being constructed on land already owned by SNAP, and will serve seniors at or below 60% of the Area Median Income (AMI), and charge no more than 30% of each tenant's income to ensure long-term affordability. All units will be accessible, allowing residents to age in place even with mobility changes. There will be a variety of community areas and amenities including a community room with a kitchen, on -site management, a Service Coordinator, small gathering spaces, walking paths, garden beds, laundry on each floor, free 24-hour monitored call system, and wi-fi throughout. • $471,728 to Habitat for Humanity Spokane Habitat for Humanity was awarded a portion of their request to fund land acquisition for the future development of affordable housing, specifically home ownership opportunities for households earning between 45%-65% of AMI. Habitat provides permanently affordable homeownership services in partnership to individuals and families that would not otherwise be able to qualify for a conventional mortgage. The program will serve those meeting income requirements, are experiencing housing instability due to inadequate/unsafe living conditions/overcrowding/homelessness, and agree to partner by contributing 250 hours of sweat equity, saving for closing costs, and completing partnership requirements. 46 Spokane Valley Homeless Action Plan (SVHAP) These awards reflect the priorities put forward by the City Council and will bring needed services and options to Spokane Valley for populations experiencing homelessness or at risk of homelessness, as well as supporting the addition of much -needed affordable units for seniors and home ownership opportunities for low-income families. 2. Research and make decision on use of HHAA recording fee funds. 3. Investigate a property acquisition for possible services in Spokane Valley. 4. Connect with and recruit service providers to serve Spokane Valley residents. 5. Work with regional bodies to promote solutions and serve Spokane Valley's unhoused population. 6. In collaboration with partners, assist 10 individuals experiencing homelessness in Spokane Valley in obtaining permanent housing. 7. Continue developing and implementing a responsive, efficient process for removing trash, vehicles, encampments as necessary. Work with contracted crews, SCOPE volunteers, and outreach team to address issues on public lands, work with government agency partners to address issues on their properties, and code enforcement to address issues on private property. 8. Collaborate with and support regional housing providers in creating 50 new affordable housing units. 9. Implement one to two recommendations from the Housing Action Plan. 10. Create inventory tracking for the number of permanent affordable units in Spokane Valley, number of new units (affordable and market rate), and number of existing units converted to permanent affordable units. 47 DRAFT ADVANCE AGENDA as of September 7, 2023; 11:00 a.m. Please note this is a work in progress; items are tentative To: Council & Staff From: City Clerk, by direction of City Manager Re: Draft Schedule for Upcoming Council Meetings September 19, 2023 Studv Session, 6:00 p.m. [due Tue Sept 12] 1. Motion Consideration: TPA 5-year plan and Marketing Service Proposal - Lesli Brassfield (5 minutes) 2. Outside Agency Presentations (1: Social Service Agencies; 2: Eco. Dev Agencies -Sarah Farr (-100 minutes) 3. Advance Agenda - Mayor Haley (5 minutes) [*estimated meeting: -110 mins] September 26, 2023 Formal Meeting, 6:00 p.m. [due Tue Sept 19] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Proposed Ordinance Adoption 2024 Property Taxes - Chelsie Taylor (5 minutes) 3. Motion Consideration: SNAP Senior Housing Grant Agreement- Sarah Farr (5 minutes) 4. Motion Consideration: State 2024 Legislative Agenda- Virginia Clough (5 minutes) 5. Admin Report: JAG MOU - Erik Lamb, Chief Ellis (10 minutes) 6. Admin Report: Jail Discussion - Erik Lamb (15 minutes) 7. City Hall Update - Bill Helbig, Glenn Ritter (10 minutes) 8. Admin Report: Advance Agenda - Mayor Haley (5 minutes) 9. Info Only: Department Monthly Reports; Fire Dept Monthly Report [*estimated meeting: 60 mins] October 3, 2023 Study Session, 6:00 p.m. Proclamation: Domestic Violence Awareness Month 1. City Manager Presentation, 2024 Preliminary Budget - John Hohman 2. Motion Consideration: Park Camera Update - Erik Lamb 3. Motion Consideration: JAG MOU - Erik Lamb, Chief Ellis 4. Admin Report: District Court Update - Erik Lamb 5. Advance Agenda - Mayor Haley [due Tue Sept 26] (40 minutes) (10 minutes) (5 minutes) (20 minutes) (5 minutes) [*estimated meeting: 80 mins] October 10, 2023, Formal Meeting, 6:00 p.m. [due Tue Oct 3] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. PUBLIC HEARING #2, 2024 Budget - Chelsie Taylor (10 minutes) 3. First Reading Ordinance 23-_ Property Tax Ordinance - Chelsie Taylor (10 minutes) 4. Admin Report: Retail Strategies Presentation - S. Nielsen, Brookley Valencia, John Mark Boozer (20 minutes) 5. Tourism Strategy Presentation - Mike Basinger, Johnson Consulting (30 minutes) 6. Admin Report: 2023 Budget Amendment - Chelsie Taylor (10 minutes) 7. Advance Agenda - Mayor Haley (5 minutes) [*estimated meeting: 90 mins] October 17, 2023 Studv Session, 6:00 p.m. 1. Admin Report: Local Street Program Review - Bill Helbig 2. Aquatic Season Review - John Bottelli 3. Advance Agenda - Mayor Haley Executive Session - Review Performance of a Public Employee October 24, 2023 Formal Meeting, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2.PUBLIC HEARING: 2023 Budget Amendment - Chelsie Taylor 3. First Reading Ordinance 23-! Amending 2023 Budget - Chelsie Taylor 4. First Reading Ordinance 23- Adopting 2024 Budget - Chelsie Taylor 5. Second Reading Ordinance 23- Property Tax Ordinance - Chelsie Taylor [due Tue Oct 10] (10 minutes) (5 minutes) (5 minutes) (60 minutes) [due Tue Oct 17] (5 minutes) (10 minutes) (10 minutes) (10 minutes) (10 minutes) Draft Advance Agenda 9/7/2023 4:20:57 PM Page 1 of 2 6. Motion Consideration: Homeless Action Plan Adoption — Gloria Mantz (5 Minutes) 7. Motion Consideration: Awards to Outside Agencies (Soc Service; Eco. Dev. Agencies) -Sarah Farr (15 minutes) 8. Admin Report: Advance Agenda — Mayor Haley (5 minutes) 9. Info Only: Department Monthly Reports; Fire Dept Monthly Report October 31, 2023 Studv Session, 6:00 p.m. [due Tue Oct 24] 1. Advance Agenda — Mayor Haley (5 minutes) November 7, 2023 — Election Day — No meeting November 14, 2023 Formal Meeting, 6:00 p.m. [due Tue Nov 7] 1. Advance Agenda — Mayor Haley (5 minutes) 2. Admin Report: LTAC Recommendations to Council — Sarah Farr (10 minutes) November 21, 2023 Studv Session, 6:00 p.m. [due Tue Nov 14] 1. Advance Agenda — Mayor Haley (5 minutes) Executive Session - Review Performance of a Public Employee (60 minutes) November 28, 2023 —No meeting - after Thanksgiving break December 5, 2023 Studv Session, 6:00 p.m. [due Tue Nov 28] 1. Advance Agenda — Mayor Haley (5 minutes) December 12, 2023 Formal Meeting, 6:00 p.m. [due Tue Dec 5] 1. Advance Agenda — Mayor Haley (5 minutes) 2. Motion Consideration: 2024 Lodging Tax Awards — Sarah Farr (20 minutes) Executive Session - Review Performance of a Public Employee (60 minutes) *time for public or council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: 9-1-1 calls (delays, holding, etc.) ADU Appleway Trail Amenities Basement space Gang Task Force Update Governance Manual LTAC Alt Appts Mirabeau Park Forestry Mgmt. Park Lighting Parking, Junk Vehicles, etc. PFD Presentation Prosecutor Services Protection of Utility Infrastructures SCRAPS SNAP Financial Assistance St. O&M Pavement Preservation Street Scaping, signs, trees, eta.(info) Transportation Benefit District Vehicle Wgt Infrastructure Impact Yellowstone Franchise Agreement Zayo Franchise Ordinance 23-017 Draft Advance Agenda 9/7/2023 4:20:57 PM Page 2 of 2