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2023, 10-24 Formal MeetingAGENDA SPOKANE VALLEY CITY COUNCIL REGULAR MEETING FORMAL FORMAT Tuesday, October 24, 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. • Sin 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 Joe Pursch, Valley Fourth Memorial PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF AGENDA INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS: Sheriff John Nowels COUNCILMEMBER REPORTS MAYOR'S REPORT PROCLAMATIONS: 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 October 24, 2023, Request for Council Action Form: $2,714,575.27. Council Agenda October 24, 2023 Page 1 of 2 b. Approval of Payroll for Pay Period ending October 15, 2023: $501,156.40. c. Approval of Council Meeting Minutes of August 8, 2023 2.PUBLIC HEARING: 2023 Budget Amendment — Chelsie Taylor [public comment opportunity] 3. First Reading Ordinance 23-_ Amending 2023 Budget — Chelsie Taylor 4. First Reading Ordinance 23- Adopting 2024 Budget — Chelsie Taylor 5. Second Reading Ordinance 23-017 Property Tax Ordinance — Chelsie Taylor 6. Second Reading Ordinance 23-018 Formation of a TBD — Erik Lamb 7. First Reading Ordinance 23- Junk Vehicles — Kelly Konkright [public comment opportunity] 8. Motion Consideration: Housing & Homeless 5 Year Plan — Gloria Mantz [public comment opportunity] 9. Motion Consideration: H14AA Funding Recommendations — Gloria Mantz [public comment opportunity] 10. Motion Consideration: Awards to Outside Agencies Social Services -Sarah Farr [public comment opportunity] 11. Motion Consideration: Awards to Outside Agencies Economic Development — Sarah Farr [public comment opportunity] ADMINISTRATIVE REPORT: 12. Advance Agenda — Mayor Haley INFORMATION ONLY (will not be reported or discussed): 13. Department Monthly Reports 14. Fire Dept Monthly Report COUNCIL COMMENTS CITY MANAGER COMMENTS ADJOURNMENT Council Agenda October 24, 2023 Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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 10/05/2023 61496-61541 184,278.79 10/06/2023 61542-61599 2,277,347.72 10/09/2023 61600-61618 18,817.78 10/11/2023 10399-10413 (Park Refunds) 1,525.00 10/16/2023 61619-61660, wire 22143050 232,605.98 GRAND TOTAL: $2,714,575.27 #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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Cl? 01 C M CO m M CCD (00 m LL O O O O O O O O O O (0 r co 0) C14 rn v 00LO v vo O Oi O 0) m m O O N 1- 00 CO C'1 0 � r U z J C0 Q' C) o w d W U Cl)W Q o U a ~OLLI a. W ° w H CO Cb Q w o 2 O H Cn g ots a U o g H m g w w U z_ 3 Q 2 2 H w w U z Of > w W _ LL O o J CL > LU m m O COn 00 O r v O `00 ao O N O m d' 00 O O O m O N m O N m O N m O N Cl) O N Cl) Cl) O N N O N CO f0 CO CO CO CO � d O d L CO co n 00 CA O M v co CO CO COO CO f0 04 m i O f0 CO CO co CO N Y c m n Q m �ro CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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 October 15, 2023 GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: BACKGROUND: BUDGE.TIFINANCIAL IMPACTS: Eirnploypps _ Gross 424,,191.73 Benefits 767H4 67 Total payroll 501,151EA oLincil Total 424,191.73 76,9,64 67 $ 501,15 ,41 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 1 �7_VM MINUTES City of Spokane Valley City Council Regular Meeting Formal Format Tuesday, August 8, 2023 Mayor Haley called the meeting to order at 6 p.m. The meeting was held in person by Council and staff in the Great Room at CenterPlace Regional Event Center, 2426 N Discovery Place, Spokane Valley, and also remotely via Zoom meeting. Attendance: Councilmembers Pam Haley, Mayor Rod Higgins, Deputy Mayor Tim Hattenburg, Councilmember Laura Padden, Councilmember Brandi Peetz, Councilmember (via Zoom) Ben Wick, Councilmember Arne Woodard, Councilmember Others in attendance: Kelly Konkright, Attorney Staff John Hohman, City Manager Erik Lamb, Deputy City Manager Chelsie Taylor, Finance Director Gloria Mantz, City Engineer Tony Beattie, Sr. Deputy City Attorney Bill Helbig, Community & PW Director John Bottelli, Parks and Rec Director Mike Basinger, Economic Dev. Director Dave Ellis, Police Chief Adam Jackson, Engineering Manager Erica Amsden, CIP Engineering Manager Sarah Farr, Accountant, Budget/Analyst Levi Basinger, Planner Greg Bingaman, IT Specialist Marci Patterson, City Clerk INVOCATION: No pastor in attendance — moment of silence. PLEDGE OF ALLEGIANCE Council, staff and the audience stood for the Pledge of Allegiance. ROLL CALL City Clerk Patterson called the roll; all Councilmembers were present. APPROVAL OF AME NI)ED AGENDA It was moved by Deputy Mayor Higgins, seconded and unanimously agreed to approve the amended agenda. INTRODUCTION OF SPECIAL GUESTS AND PRESENTATIONS n/a COUNCILMEMBER REPORTS Councilmember Peetz: spoke about the new police training center open house event she attended as well as the Spokane Valley Chamber hosted golf tournament. Councilmember Padden: Spokane about the new Spokane Valley Chamber tracker project that will go live soon; she attended various open houses at the National Night Out event; attended the police training center open house. Councilmember Hattenburg: said he also attended the police training center open house and various open houses at the National Night Out event. Councilmember Woodard: attended the State of the City event and attended the Margaritaville play put on by the Spokane Valley Summer Theatre. Councilmember Wick: said he also attended the State of the City event; attended various open houses at the National Night Out event; attended a Kiwanis hosted bicycle helmet give away; and provided an update on the interstate fair entry deadline. Deputy Mayor Higgins: reported that he attended the Spokane Regional Clean Air meeting and that there is currently a partial burn ban in effect in the area. Council Meeting Minutes, Formal: 08-08-2023 Page 1 of 5 Approved by Council: 1i1�7_VM MAYOR'S REPORT Mayor Haley reported that she also attended the new police training center open house and that Chief Ellis offered a great tour, and that she was very pleased with the participation at the State of the City. PROCLAMATIONS: n/a GENERAL PUBLIC COMMENT OPPORTUNITY: After Mayor Haley explained the process, she invited comments from the public. Ms. Barb Howard, Spokane Valley [via zoom] thanked various council members for attending the National Night Out event in her neighborhood and also spoke about parking issues in her neighborhood and she would like it cleaned up. Mr. Dan Allison, Spokane Valley spoke about riding the bus and concerns about ball fields for the children and issues with the homeless. Ms. Fawn Schott, Spokane Valley -thanked council for the upcoming grant award for the Volunteers of America and helping to build a future for our kids. Mr. Dan Hansen, Spokane Valley resident and President of the West Valley School Board Spokane about building a relationship with the City of Spokane Valley council members as part of the school district is within the city boundaries. Mr. Adam Mortensen, Spokane Valley spoke as a West Valley school board member and talked about the need for a crosswalk at Park Rd and a request to lower the speed limit at Park Rd to 25MPH from the current 35MPH. Mr. Kyle R dell, West Valley Superintendent spoke about attending the State of the City event and spoke about an opportunity to be collaborative partners with the city in regards to the schools and the need for reduced speeds near some of the school in the West Valley district as well as the need for additional crosswalks. Mr. John Harding, Spokane Valley spoke about COVID issues relating the loss of government jobs due to the vaccination requirements with those agencies. 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 August 8, 2023, Request for Council Action Form: $791,478.68 b. Approval of Payroll for Pay Period Ending July 31, 2023: $738,798.24 It was moved by Deputy Mayor Higgins, seconded and unanimously agreed to approve the ConsentAgenda. 2. First Reading Ordinance 23-015 Comp Plan Amendment — Levi Basinger After City Clerk Patterson read the Ordinance title, it was moved by Deputy Mayor Higgins and seconded to waive the rules and adopt Ordinance 23-015 approving the Comprehensive Plan Map Amendment. After Planner Basinger gave a brief synopsis of the purpose of the ordinance Vote by acclamation: in favor: unanimous. Opposed: none. Motion carried. 3. First Reading Ordinance 23-016 Comp Plan Amendment, Zoning Map— Levi Basinger After City Clerk Patterson read the Ordinance title, it was moved by Deputy Mayor Higgins and seconded to waive the rules and adopt Ordinance 23-016 approving the Comprehensive Plan Map Amendment, Zoning Map. After Planner Basinger gave a brief synopsis of the purpose of the ordinance. Vote by acclamation: in favor: unanimous. Opposed: none. Motion carried. 4. Motion Consideration: Council Goals & Priorities for Use of Lodging Tax — Chelsie Taylor It was moved by Deputy Mayor Higgins and seconded to approve Council goals and priorities for the use of lodging tax revenues as written. Ms. Taylor provided the Council with the annual update on the Lodging Tax Advisory Committee and reviewed the members that are comprised of the committee and the state rules governing the use of the 2% lodging tax. Ms. Farr reviewed the council goals and priorities for the use of the funds as adopted annually by the council. Ms. Farr also commented on the timeline for the process of application and then the award of funding. Mayor Haley invited public comments. No comments were offered. Vote by acclamation: in favor: unanimous. Opposed: none. Motion carried. Council Meeting Minutes, Formal: 08-08-2023 Page 2 of 5 Approved by Council: 1i1�7_Vffl 5. Motion Consideration: Family Promise Grant Agreement Sarah Farr It was moved by Deputy Mayor Higgins and seconded to approve the Grant Agreement with Family Promise of Spokane for a $1, 095, 078 award and authorize the City Manager or designee to finalize and execute the agreement in substantially the form presented and to carry out the terms of the agreement once executed. Ms. Farr presented a brief summary of the American Rescue Plan Act ("ARPA") and the Coronavirus State and Local Fiscal Recovery Funds ("CLFR") and how the City of Spokane Valley identified using the funds. Mr. Farr also provided details on the grant agreement with Family Promise and outlined what their portion of the CLFR funds would be for. Mayor Haley invited public comments. Ms. Barb Howard, Spokane Valley expressed concern regarding specific situations involving Family Promise and questioned how the funding could potentially be used differently. Joe Ader, Family Promise Executive Director thanked the council for the grant funds and is grateful to be able to continue the program they have created and continue to provide assistance and shelter to those in our community that are in need. Vote by acclamation: in favor: unanimous. Opposed: none. Motion carried. 6. Motion Consideration: Volunteers of America (VOA) Grant Agreement — Sarah Farr It was moved by Deputy Mayor Higgins and seconded to approve the Grant Agreement with Volunteers of America for a $500,000 award and authorize the City Manager or designee to finalize and execute the agreement in substantially the form presented and to carry out the terms of the agreement once executed. Ms. Farr presented a brief summary of the American Rescue Plan Act ("ARPA") and the Coronavirus State and Local Fiscal Recovery Funds ("CLFR") and how the City of Spokane Valley identified using the funds. Mr. Farr also provided details on the grant agreement with VOA for their Crosswalk 2.0 Teen Shelter and outlined what their portion of the CLFR funds would be for. Mayor Haley invited public comments. No comments were offered. Vote by acclamation: in favor: unanimous. Opposed: none. Motion carried. 7. Motion Consideration, Lodging Tax Grant Agreement: Spokane County Avista Stadium — Sarah Farr, Chelsie Tam It was moved by Deputy Mayor Higgins and seconded to approve the Lodging Tax Grant Agreement with Spokane County for a $2, 000, 000 award and authorize the City Manager or designee to finalize and execute the agreement in substantially the form presented and to carry out the terms of the agreement once executed. Ms. Farr presented a brief summary of the Lodging Tax Advisory Committee (LTAC) application process and funding and how the City of Spokane Valley identified using the funds. Mr. Farr also provided details on the tourism promotion grant agreement with Avista Stadium and outlined what their portion of the LTAC funds would be for. Ms. Taylor provided background on the funding as well. Mayor Haley invited public comments. No comments were offered. Vote by acclamation: in favor: unanimous. Opposed: none. Motion carried. ADMINISTRATIVE REPORTS: 8. Avista Stadium Update — John Hohman, Chris Duff City Manager Hohman provided a brief update on the Avista Stadium project and then introduced Chris Duff, President of Spokane Indians Baseball. Mr. Duff presented a detailed overview of the major league baseball partnership, the Spokane Indians 2023 season, the stadium investment progress and the upcoming City of Spokane Valley 20' anniversary celebration event. He also mentioned that the council members will be throwing out the first pitch at the anniversary event. Council thanked Mr. Duff for the update and that they all look forward to the celebration event. 9. MultiCare 340B MOU- Tony Beattie, Cara Carlton Mr. Beattie provided background information on the 340B program and the need for the Memorandum of Understanding (MOU) and then introduced Cara Carlton, Government Relations Analyst for MultiCare Health System and Cindy Wilson, Assistant Vice President (via Zoom). Ms. Carlton presented information on the MultiCare 340B Drug Program that assists with overall pharmaceutical drug costs for the most vulnerable individuals and low-income families and noted there would be no cost to the city to be part of the MOU. Council thanked them for their presentation, and there was Council consensus to bring this back for a motion at a later Council meeting. Council Meeting Minutes, Formal: 08-08-2023 Page 3 of 5 Approved by Council: 1 �7_VM 10. Parks Maintenance Contract — John Bottelli_ Erik Lamb Mr. Bottelli provided a history of the parks contracts for services and provided details on the current contract. Mr. Lamb reviewed the current services being provided under one contract and suggested with a new contract that the services be broken down to multiple contracts. That would allow multiple vendors to submit proposals for multiples services that are offered in the contracts. If council were interested in the multi -contract model, the parks department would need an additional two FTE positions in order to manage the contracts, visit parks daily and ensure work being performed by the contractors was being done efficiently. A single contract model would only allow for one or two vendors to provide proposals as they would need to be able to cover all parts of the current contract. Council discussed the options for a single or multi -contract model, and there was Council consensus to go with the multi -contract model which would include the two additional FTE positions and to continue with the RFP process. 11. Utility Adjustment Discussion — Gloria Mantz, Kelly Konkright, Erica Amsden Ms. Amsden provided detailed information on our current utilities within our street infrastructure that include sewer, stormwater, gas, electric and communications. She spoke about adjustments that are done during a road project relating to the utilities in the road. The new guidance that has been submitted by WSDOT states the city can no longer receive reimbursement for the adjustments that are done during the project. If the adjustments are completed by the utility agency, it can increase the time on a project and can lead to a road to fail sooner if not done correctly. It can also increase the cost of the project if additional work needs to be performed. Ms. Mantz noted that it can be difficult to budget for the cost of the utility adjustments as often times it is unknown until the project work begins. The utility companies would also have a difficult time budgeting as they are not aware of the road projects. Ms. Amsden noted that that is guidance is not new, however WSDOT has a different emphasis each year and this is what they have currently chosen to look at closer and review more thoroughly. Council discussed options and the amount of utilities currently in our infrastructure. Mayor Haley called for a recess at 8:15 p.m.; she reconvened the meeting at 8:25 p.m. 12. Potential Grant Opportunity — Neighborhood Access & Eduity Program — Adam Jackson Mr. Jackson presented a potential grant opportunity through the neighborhood access and equity program. The application would be done with Spokane Transportation Authority (STA) as the lead agent for the grant. Mr. Jackson noted the tight timeframe to submit the application, but the potential for coordination on the pro] ect would work well for the city. The application would highlight the importance of access, equitable development in the area of 8' Ave (Havana Rd to Park Rd) and economic opportunity. The project would provide improvements to the area of 5' and 8' Ave from Havana Rd to Park Rd and would be a zero percent match for funding. There was Council consensus to develop grant application documents in coordination with STA and the City of Spokane. 7. Advance Agenda — Mayor Haley Councilmember Padden suggested an update on the "Blake Fix." INFORMATION ONLY COUNCIL COMMENTS There were no further Council comments. CITY MANAGER COMMENTS Mr. Hohman reminded everyone that the local access streets pilot project will begin this week and if any of the council members are interested in touring the project to contact him and he would provide a tour of the pilot project. Council Meeting Minutes, Formal: 08-08-2023 Page 4 of 5 Approved by Council: 1i1�7_VM Executive Session: It was moved by Deputy Mayor Higgins, seconded and unanimously agreed to adjourn into executive session for approximately 15 minutes to discuss potential acquisition of real estate, and that no action will be taken upon return to open session. Council adjourned into executive session at 8:40 p.m. At 8:55 p.m. Mayor Haley announced that Council is out of executive session, at which time it was moved by Deputy Mayor Higgins, seconded and unanimously agreed to adjourn. ATTEST: Pam Haley, Mayor Marci Patterson, City Clerk Council Meeting Minutes, Formal: 08-08-2023 Page 5 of 5 Approved by Council: CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 2023 Department Director Approval: E Check all that apply: ❑ consent ❑ old business ❑ new business M public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Public Hearing on the proposed 2023 Budget Amendment. GOVERNING LEGISLATION: In order for the City to amend an adopted budget, State law requires the Council to approve an ordinance that appropriates additional funds. PREVIOUS COUNCIL ACTION TAKEN: The Council last took formal action on the 2023 Budget when it was amended on May 30, 2022. On October 17, 2023, an Administrative Report was delivered to Council regarding the need for a budget amendment. BACKGROUND: Since the amendment of the 2023 Budget on May 30, 2023, a number of events have transpired in the normal course of operations that necessitate a second 2023 Budget amendment. There have been a few changes since the administrative report on October 17 1h • Amounts were adjusted in nonrecurring expenditures in the amount of $200,000 for the purchase of police vehicles in the General Fund. The 2022 Budget had $200,000 for this purpose; however, none of the vehicles were billed to the City until 2023. There is a corresponding $200,000 increase in the transfer in from the Capital Reserve Fund #312. • New helpdesk ticketing software was needed to help facilitate the signal maintenance activities for the City. This software can also be utilized by IT and Facilities, so the total cost of $14,500 is spread across IT, Facilities, and the Street Fund. • Added $15,000 for repairs to the sidewalks at the Precinct. • Added $15,000 to remove street trees at City Hall in order to avoid future damage to the sidewalks. • Sidewalk repairs at CenterPlace cost about $4,000 more than originally anticipated in the first budget amendment. Proposed amendment items include: #001 - General Fund The total of both recurring and nonrecurring revenues reflects an increase of $9,858,000, which is comprised of: • $3,560,000 increase in judgments and settlements for the Monsanto settlement that was received by the City in April 2023. • $4,898,000 increase in grant proceeds to account for the CLFR funds used during 2023. • $1,200,000 increase in transfers in from the Capital Reserve Fund #312 related estimated total costs for the repairs to City Hall during 2023. • $200,000 increase in transfers in from the Capital Reserve Fund #312 to adjust for the timing of the purchase of police vehicles in the General Fund. An increase of $3,725,154 in appropriations (expenditures) comprised of: • $314,990 decrease in the City Manager Department as the result of transferring payroll and related costs to the new City Services Department. • $287,950 increase in outside legal service costs in the City Attorney Department. This increase is related to a significant increase in complex land use issues requiring outside expertise as well as the use of contracted City Attorney services throughout much of the year. • $975,887 increase in the City Services Department. This includes $773,987 in payroll costs. Payroll costs decreased in the City Manager, Engineering, and Economic Development Departments as personnel were shifted from those departments to City Services. The remaining balance relates to costs for the communications and housing and homeless programs, some of which have been transferred from the Economic Development Department. • $76,041 increase in the Finance Department, which are primarily related to increased payroll costs for the new Accountant I position approved by Council on July 25, 2023, and the conversion of one the Accountant/Budget Analysts to an Accounting and Finance Program Manager at a higher grade. There is also an increase of $1,100 included for supplies related to higher paper usage with the electronic grant application submission process that was implemented in 2023. • $3,350 increase in the IT Department for a portion of new helpdesk ticketing software. The total cost is $14,500 spread across several departments. • $4,460 increase in the Facilities Department for a portion of new helpdesk ticketing software. The total cost is $14,500 spread across several departments. • $226,873 decrease in the Engineering Division as the result of transferring payroll and related costs to the new City Services Department. • $275,671 decrease the Economic Development Department. This includes $130,271 as a result of transferring payroll and related costs to the City Services Department. The remaining $145,400 are a result of transferring homeless and housing -related costs to the new City Services Department. • $1,200,000 increase related estimated total costs for the repairs to City Hall during 2023. • $200,000 increase to adjust for the tuning of the purchase of police vehicles in the General Fund. This is funded through a transfer in from the Capital Reserve Fund #312. • $15,000 increase to repair sidewalks at the Precinct. • $15,000 to remove street trees at City Hall to avoid future damage to the sidewalks. • $60,000 for professional services related to evaluating the condition of the Balfour Facility. • $4,000 increase to cover costs for repairs to the sidewalks at CenterPlace. • $15,000 increase in computer hardware costs in order to increase storage space for record retention purposes. • $200,000 increase in capital software costs related to the replacement of the City's financial management software. The 2022 Budget originally included $1,000,000 for this purpose. However, the timing of the project is spread over 2023 and into 2024. This amendment spreads the $1,000,000 budgeted forward into the appropriate period. • $1,486,000 increase in CLFR related expenditures in 2023. #101 —Street O&M Fund Increase expenditures by $1,662,645, including: • $6,690 increase in for a portion of new helpdesk ticketing software. The total cost is $14,500 spread across several departments. • Increase expenditures by $1,655,955 which consists of a transfer out to the Pavement Preservation Fund #311 to fund the Summerfield local access pavement preservation project. #109 — Tourism Promotion Area Fund Increase revenues by $400,000 to reflect updated estimated collection of the City's tourism promotion area fees. Increase expenditures by $755,000 in professional services to reflect current contracts for tourism marketing services. #301 — REET 1 Capital Projects Fund Increase expenditures by $178,015 due to changes in the expected transfers out to the Street Capital Projects Fund #303 and the Railroad Grade Separation Projects Fund #314 to reflect current estimates. See further explanations below. #302 — REET 2 Capital Projects Fund Increase expenditures by $1,924,987 due to changes in the expected transfers out to the Street Capital Projects Fund #303, the Parks Capital Projects Fund #309, and the Railroad Grade Separation Projects Fund #314 to reflect current estimates. See further explanations below. #303 — Street Capital Projects Fund Revenues and expenditures are proposed to increase by $4,117,732 to reflect current estimates on various projects. The most significant changes include: • The Pines and Mission Intersection Improvement project is being decreased by $952,285 due to the updated timing of the project. • The Barker Rd Improvements — City Limits to Appleway project is being decreased by $652,029 due to the updated timing of the project. • The 81h Ave Sidewalk — Coleman to Park project is being increased by $924,155 due to the updated timing of the project. • The Broadway and Park Intersection project is being increased by $2,124,411 due to the updated timing of the project. #309 — Park Capital Projects Fund This fund is being amended to reflect current estimates on several projects. Revenues are increased by $205,790. This is primarily due to a increase in grant proceeds related to the Balfour Park — Phase 1 project. Expenditures increase by $205,790, including: • An increase of $5,000 for residual costs on the Balfour Park frontage improvements to close out the project. • A increase of $200,790 on Balfour Park — Phase 1 reflecting work on the Veterans' Memorial funded by the increased grant revenue. #311 — Pavement Preservation Fund Revenues are increased by $2,531,955 consisting of a $876,000 increase in grant proceeds due to updated project estimates and a $1,655,955 increase in transfers in from the Street O&M Fund #101 for the Summerfield local access project. Decrease expenditures by $23,470 to reflect current estimates and timing on several projects #312 — Capital Reserve Fund Increase expenditures/appropriations by $474,042 include: • Increase of $220,866 in transfers to the Street Capital Projects Fund #303 related to an updated timing of the Barker Rd Improvements and School Beacons projects. • Increase of $253,176 in transfers out to the Railroad Grade Separation Projects Fund #314 related to updated timing of the Barker Rd Overpass, Pines Rd Underpass, and Sullivan Rd Interchange projects. #314 — Railroad Grade Separation Projects Fund Revenues increase by $2,595,052, comprised of: • Increase of $2,069,927 in grant proceeds to reflect current estimates on the grade separation projects. • Increase of $266,530 in developer contributions for the Barker Road grade separation project. • Increase of $3,544 in transfers in from the REET 1 Capital Projects Fund #301 for the Pines Road grade separation project. • Increase of $1,875 in transfers in from the REET 2 Capital Projects Fund #302 for the Sullivan Road Interchange grade separation project. • Increase of $253,176 in transfers in from the Capital Reserve Fund #312 for the Barker Road grade separation, the Pines Road grade separation, and the Sullivan Road interchange projects. Expenditures increase by $2,522,253, comprised of: • Increase of $240,894 due to updated estimates for the Barker Road grade separation project. • Increase of $1,665,897 due to updated estimates for the Pines Road grade separation project. • Increase of $615,462 for preliminary engineering for the Sullivan Road interchange project. #315 — Transportation Impact Fees Fund Expenditures decrease by $108,449 in transfers out to the Street Capital Projects Fund #303 due to updated estimates on eligible projects. #402 — Stormwater Fund Expenditures increase by $60,000 for a transfer out to the Equipment Rental and Replacement Fund #501 to fund an additional stormwater fleet vehicle. #501 — Equipment Rental and Replacement Fund Revenues increase by $67,500 primarily related to a $60,000 transfer in from the Stormwater Fund #402 to fund an additional stormwater fleet vehicle. Expenditures increase by $238,500 as a result of moving up the purchase of several vehicles from the 2024 Budget to 2023 which was approved by Council at the July 18, 2023 meeting. The 2023 Budget amendment reflects the changes noted above and will affect 13 funds resulting in total revenue increases of $19,776,029 and expenditure increases of $15,732,199. Revenue Expenditure Fund Fund Increase Increase NO. Marne Decrease) Decrease 001 General Fund 9,858,000 3,725,154 101 Street O&M Fund 0 1,662,645 109 Tourism Promotion Area Fund 400,000 755,000 301 REET 1 Capital Projects Fund 0 178,015 302 REET 2 Capital Projects Fund 0 1,924,987 303 Street Capital Projects Fund 4,117,732 4,117,732 309 Parks Capital Projects Fund 205,790 205,790 311 Pavement Preservation Fund 2,531,955 (23,470) 312 Capital Reserve Fund 0 474,042 314 Railroad Grade Separation Fund 2,595,052 2,522,253 315 Tranportation Impact Fees Fund 0 (108,449) 402 Stormwater Fund 0 60,000 501 Equipment Rental & Replacement Fund 67,500 238,500 19,776,029 15,732,199 The 2023 Budget amendment also includes changes to the Employee Position Classification Monthly Salary Schedule to reflect changes to classifications approved by Council at the August 15, 2023 and October 10, 2023 meetings, as well as creates a new Homeless Housing Program Fund #110. OPTIONS: Future options are to accept the proposed amendments in whole or in -part. RECOMMENDED ACTION OR MOTION: The purpose of this evening's public hearing is to consider input from the public on the proposed budget amendment and no action is required of Council at this time. Anticipated future action by the Council includes: • October 24, 2023 — First reading of Ordinance #23-OXX amending the 2023 Budget. • November 21, 2023 — Second reading of Ordinance #23-OXX amending the 2023 Budget. BUDGET/FINANCIAL IMPACTS: This action amends the estimated revenues and appropriations for the 2023 Budget that was adopted on November 8, 2022 and amended on May 30, 2023. There are adequate funds available to pay for these amendments. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: • Fund level line -item detail of revenues and expenditures. • Fund summaries for all funds affected by the proposed budget amendment. • Amended salary schedule. 5 LLI y J � J � \a E LLI y z E a a) U LL j O m++ >- M y H N U N J x w C 00 r- O O 00 O M N O 00 M O O V M O V 00 O 00 O O O (0 O O O CO O V O— (0 Lo V V 00 Lo O r-� 00 00 V (fl N O (O C7 N Ln N co co O O LO 00 O) co Lo N Cl) Cl) O O O O 00 O M N O 00 M O O M M LO V 00 O 00 O O O (0 O O O) (D O) V O — (0 LO V V 00 LO O N N [-� V (fl N O (fl M N Ln N O 00 O O LO 00 O) co N N Cl) 00 r- O O O O O O O O O O O O O) Lo O co O O O O O O O O O C) C)(D 0 O- N O L() C7 C7 (0 O O O O O O O O C) C)(D 0 O- N O Ln C7 M (0 O O O O O O O O O M O O O O CD CD CD V LO CDLO (D V I- O O) O Cl) I° V r- M (0 V Cl) I° 00 N � V LO N (0 LO O O O N � 00 M O V O O LO 0 M V O M O O) M M q O 00 V 00 LO N M� (fl O (fl M N Ln N (0 (0 O Cl) V O O O M O 00 M O O) (0 O r- N O (0 O O O) O) V (0 V 00 LO O O O C) 'T N NT co (0 CO N r- co O) co co Z) N N N 7 to 7 � E E (0 m O m O (6 O (6 U) Q Q Q Q Q Q Q Q Q Q Q Q Q to Q Q Q Q Q Q w O O O Q Q Q Q Q N N C N N N N N N N N N N N O N N N N N N 7 7 O- N N N N N L LL m 0 0 0 0 0 (n U)OU to to to to to to to to to to to U L U) U) U) U U) U) U) O C m C Q to to to to to N N N N N N N N N N N N N w N N N N w N N N - LL - LL U_ U_ U_ U_ U_ N U) U_ U_ U_ O U_ U_ U C C N O) to a) a) Fn � Q cncn �cnUUUUUcncncncncn �cncncn �cnUU O U O U x UUUUU . ��4 o. . 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N ..... N Q -6 U o Q io > O N O O O N V X 00 I— V V O O M co LO O O O O O O O O O O O O O O O O O O O O O LO LO LO N O c N C H U) a) U) m a� 2 Z) r n C U N N X > W (0" I N 0) LL P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended RECURRING ACTIVITY Revenues Property Tax 13,569,200 0 0 13,569,200 Sales Tax 30,555,000 0 0 30,555,000 Sales Tax - Public Safety 1,357,000 0 0 1,357,000 Sales Tax - Criminal Justice 2,398,000 0 0 2,398,000 Gambling Tax and Leasehold Excise Tax 383,000 0 0 383,000 Franchise Fees/Business Registration 1,215,000 0 0 1,215,000 State Shared Revenues 2,341,000 0 0 2,341,000 Fines and Forfeitures/Public Safety 518,600 0 0 518,600 Community and Public Works 3,145,900 0 0 3,145,900 Recreation Program Revenues 625,500 0 0 625,500 Grant Proceeds 120,000 0 0 120,000 Miscellaneous Department Revenue 2,500 0 0 2,500 Miscellaneous & Investment Interest 158,200 0 0 158,200 Transfers in - #105 (h1m tax-CP advertising) 30,000 0 0 30,000 Total Recurring Revenues 56,418,900 0 0 56,418,900 Expenditures City Council 707,558 0 0 707,558 City Manager 965,890 193,514 (314,990) 844,414 City Attorney 903,110 18,796 287,950 1,209,856 City Services 0 0 975,887 975,887 Public Safety 32,771,515 846 0 32,772,361 Deputy City Manager 590,817 13,935 0 604,752 Finance 1,313,840 32,215 76,041 1,422,096 Human Resources 354,278 31,306 0 385,584 Information Technology 425,208 10,964 3,350 439,522 Facilities 469,652 6,232 4,460 480,344 Community & Public Works - Administration 367,126 8,074 0 375,200 Community & Public Works - Engineering 2,305,213 (212,287) (226,873) 1,866,053 Community & Public Works - Building 2,075,542 41,467 0 2,117,009 Community & Public Works - Planning 868,894 18,835 0 887,729 Economic Development 1,546,494 (119,853) (275,671) 1,150,970 Parks & Rec - Administration 376,124 7,372 0 383,496 Parks & Rec - Maintenance 972,455 0 0 972,455 Parks & Rec - Recreation 348,356 3,487 0 351,843 Parks & Rec - Aquatics 565,700 0 0 565,700 Parks & Rec - Senior Center 38,112 804 0 38,916 Parks & Rec - CenterPlace 996,503 99,864 0 1,096,367 General Government 1,895,218 50,200 0 1,945,418 Transfers out - #204 (2016 LTGO debt service) 401,150 0 0 401,150 Transfers out - #309 (park capital projects) 160,000 0 0 160,000 Transfers out - #311 (pavement preservation) 1,011,800 0 0 1,011,800 Transfers out - #502 (insurance premium) 600,000 0 0 600,000 Total Recurring Expenditures 53,030,555 205,771 530,154 53,766,480 Recurring Revenues Over (Under) Recurring Expenditures 3,388,345 (205,771) (530,154) 2,652,420 10/24/2023 Page 1 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget NONRECURRING ACTIVITY Revenues Grant Proceeds (CLFR) Precinct Grant Proceeds Spokane County (Plante's Ferry Study) Judgments & Settlements Transfers in - #312 (police vehicle replacements) Transfers in - #312 (City Hall repairs) 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended 0 4,520,000 4,898,000 9,418,000 0 39,000 0 39,000 0 50,000 0 50,000 0 0 3,560,000 3,560,000 1,200,000 0 200,000 1,400,000 0 0 1,200,000 1,200,000 Total Nonrecurring Revenues 1,200,000 4,609,000 9,858,000 15,667,000 Expenditures General Government - IT capital replacements 151,000 0 15,000 166,000 City Attorney (office furniture for new Paralegal) 8,500 0 0 8,500 Public Safety (police vehicle replacements) 1,350,085 0 200,000 1,550,085 Public Safety (Access/fencing White Elephant) 15,000 16,000 0 31,000 Public Safety (Install Precinct gutters) 4,000 0 0 4,000 Public Safety (Install security cameras at Precinct) 20,000 0 0 20,000 Public Safety (LawEnf. Staffing Assessment) 0 85,000 0 85,000 Public Safety (furniture for roll call room) 0 30,000 0 30,000 Public Safety (shop lift replacement) 0 25,000 0 25,000 Public Safety (sidewalk repairs at Precinct) 0 0 15,000 15,000 Facilities (remove street trees at City Hall) 0 0 15,000 15,000 Facilities (Balfour Facility evaluation) 0 0 60,000 60,000 Engineering (furniture for additional staff) 0 16,600 0 16,600 Econ Dev (20th Anniversary event planner) 30,000 4,769 0 34,769 Econ Dev (Various studies - Tourism, etc) 0 209,975 0 209,975 Parks & Rec (replace CenterPlace flooring) 26,000 0 0 26,000 Parks & Rec (CenterPlace lobby improvements) 150,000 0 0 150,000 Parks & Rec (Portico painting & carpet replacemt) 0 38,700 0 38,700 Parks & Rec (CenterPlace equip assessment) 0 6,000 0 6,000 Parks & Rec (CP emergency light backup batteries) 0 10,000 0 10,000 Parks & Rec (CenterPlace sidewalk repairs) 0 20,000 4,000 24,000 Parks & Rec (replace banquet chair at CP) 0 0 0 0 Parks & Rec (motorized shades for Great Room) 0 0 0 0 Financial Software Capital Costs 500,000 0 200,000 700,000 City Hall Repairs 0 0 1,200,000 1,200,000 CLFR Project Expenditures 0 6,520,000 1,486,000 8,006,000 Transfers out - #101 (Street Fund operations) 3,530,048 0 0 3,530,048 Transfers out - #122 (replenish reserve) 0 500,000 0 500,000 Transfers out - #309 (Balfour Park Imp Ph1) 0 427,327 0 427,327 Transfers out - #309 (Pump replace Mirabeau Falls) 0 33,000 0 33,000 Transfers out - #312 ('21 fund bal >505yo) 0 5,358,054 0 5,358,054 Total Nonrecurring Expenditures 5,784,633 13,300,425 3,195,000 22,280,058 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures (4,584,633) (8,691,425) 6,663,000 (6,613,058) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (1,'f 96i288) (8;897,196) 6,132,,846 (3,9606) Beginning unrestricted fund balance 46,101,049 46,101,049 Ending unrestricted fund balance 44,904,761 42,140,411 Fund balance as a percent of recurring expenditures 84 68% 78.38% 10/24/2023 Page 2 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget #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 2023, As Adopted 1st 2nd I Amendment I 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 Total Recurring Revenues 3,164,300 1,700,000 0 4,864,300 Expenditures Wages / Benefits / Payroll Taxes 1,314,394 186,998 0 1,501,392 Limited Term Wages/Benefits/Payroll Taxes 0 116,602 0 116,602 Supplies 191,500 5,700 0 197,200 Services & Charges 2,803,789 10,410 6,690 2,820,889 Snow Operations 1,081,915 0 0 1,081,915 Local Street Program 0 3,918,100 0 3,918,100 Intergovernmental Payments 1,000,000 0 0 1,000,000 Vehicle rentals - #501 (non -plow vehicle rental) 27,750 0 0 27,750 Vehicle rentals - #501 (plow replace.) 275,000 0 0 275,000 Total Recurring Expenditures 6,694,348 4,237,810 6,690 10,938,848 Recurring Revenues Over (Under) Recurring Expenditures (3,530,048) (2,537,810) (6,690) (6,074,548) NONRECURRING ACTIVITY Revenues Transfers in - #001 3,530,048 0 0 3,530,048 Transfers in -#106 (local streets) 0 1,862,929 0 1,862,929 Transfers in - #311 (local streets) 0 2,677,099 0 2,677,099 Transfers in - #312 (surface treatment pilot) 0 250,000 0 250,000 Total Nonrecurring Revenues 3,530,048 4,790,028 0 8,320,076 Expenditures Streetlight Replacement Program 40,000 0 0 40,000 Generator for Maintenance Shop (112 cost to #402, 0 8,500 0 8,500 Desks for Maintenance Shop (112 cost to #402) 0 1,530 0 1,530 Bridge Replacement Program 10,000 0 0 10,000 Signal Maintenance Equipment 40,000 0 0 40,000 Transfers out - #311 (Summerfield local access) 0 0 1,655,955 1,655,955 Transfers out - #501 (truck for Signal Technician) 58,000 0 0 58,000 Total Nonrecurring Expenditures 148,000 10,030 1,655,955 1,813,985 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures 3,382,048 4,779,998 (1,655,955) 6,506,091 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures "(148,j000) ,2,242,188 11,662,645) 431, s43 Beginning fund balance 1,319,206 1,319,206 Less restricted fund balance 0 (533,982) Ending fund balance 1,171,206 1,216,767 10/24/2023 Page 3 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget #109 - TOURISM PROMOTION AREA FUND Rcvcni icc Tourism Promotion Area Fee Investment Interest Total revenues Expenditures Professional Services Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended 0 800,000 400,000 1,200,000 0 0 0 0 0 800,000 400,000 1,200,000 0 45,000 755,000 800,000 0 45,000 755,000 800,000 0 400,000 n n 4UU,000 Revenues REET 1 -Taxes 1,500,000 0 0 1,500,000 Investment Interest 4,000 0 0 4,000 Total revenues 1,504,000 0 0 1,504,000 Expenditures Transfers out - #204 80,600 0 0 80,600 Transfers out - #303 385,967 0 174,471 560,438 Transfers out - #311 (pavement preservation) 1,037,500 0 0 1,037,500 Transfers out - #314 3,655 0 3,544 7,199 Total expenditures 1,507,722 0 178,015 1,685,737 Revenues over (under) expenditures (3,722) (181,737) Beginning fund balance 5,314,928 5,314,928 Ending fund balance 5,311,206 5,133,191 #302 - REET 2 CAPITAL PROJECTS FUND Revenues REET 2 - Taxes 1,500,000 0 0 1,500,000 Investment Interest 6,000 0 0 6,000 Total revenues 1,506,000 0 0 1,506,000 Expenditures Transfers out - #204 80,600 0 0 80,600 Transfers out - #303 602,720 0 1,918,112 2,520,832 Transfers out - #309 0 0 5,000 5,000 Transfers out - #311 (pavement preservation) 1,037,500 0 0 1,037,500 Transfers out - #314 135,000 0 1,875 136,875 Total expenditures 1,855,820 0 1,924,987 3,780,807 Revenues over (under) expenditures (349,820) (2,274,807) Beginning fund balance 6,791,175 6,791,175 Ending fund balance 6,441,355 4,516,368 10/24/2023 Page 4 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended #303 - STREET CAPITAL PROJECTS FUND Revenues Grant Proceeds 7,988,376 0 1,533,340 9,521,716 Developer 71,615 0 379,392 451,007 Transfers in - #301 385,967 0 174,471 560,438 Transfers in -#302 602,720 0 1,918,112 2,520,832 Transfers in - #312 0 0 220,866 220,866 Transfers in - #315 108,449 0 (108,449) 0 Total revenues 9,157,127 0 4,117,732 13,274,859 Expenditures 205 Sprague/Barker Intersections Improvement 19,766 0 (19,766) 0 249 Sullivan/Wellesley Intersection 0 0 765,321 765,321 300 Pines and Mission Intersection Improvement 1,294,831 0 (952,285) 342,546 313 Barker Rd/Union Pacific Crossing 1,044,000 0 0 1,044,000 318 Wilbur Sidewalk - Boone to Mission 0 0 172,701 172,701 320 Sullivan Preservation - Sprague to 8th 2,070,462 0 395,578 2,466,040 321 Argonne Corridor Impry - North of Knox 10,000 0 0 10,000 326 2020 Citywide Retroreflective Post Plates 89,502 0 0 89,502 327 Sprague Stormwater & Crossing Project 1,557,410 0 0 1,557,410 329 Barker Road Imp- City Limits to Appleway 750,000 0 (652,029) 97,971 332 NE Industrial Area - Sewer Extension 25,000 0 (25,000) 0 335 Mission Ave over Evergreen Deck Repair 0 0 409,539 409,539 340 8th Ave Sidewalk - Coleman to Park 401,011 0 924,155 1,325,166 342 School zone beacons 0 0 112,417 112,417 344 Park Rd Sidewalk- Broadway to cataldo 338,862 0 0 338,862 345 Park Rd Sidewalk- Nora to Baldwin 311,600 0 0 311,600 346 Bowdish Sidewalk 12th to 22nd 244,683 0 232,690 477,373 347 Broadway and Park Intersection 0 0 2,124,411 2,124,411 348 Barker Road Improvements- Appleway to 190 0 0 300,000 300,000 351 Barker Road Imp - Sprague to Appleway 0 0 255,000 255,000 Argonne Bridge 0 0 75,000 75,000 Contingency 1,000,000 0 0 1,000,000 Total expenditures 9,157,127 0 4,117,732 13,274,859 Revenues over (under) expenditures 0 0 Beginning fund balance 1,943,151 1,943,151 Ending fund balance 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. 10/24/2023 Page 5 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended #309 - PARK CAPITAL PROJECTS FUND Revenues Grant Proceeds 126,100 0 200,790 326,890 Transfers in - #001 160,000 460,327 0 620,327 Transfers in - #302 0 0 5,000 5,000 Transfers in -#310 0 40,192 0 40,192 Transfers in -#312 4,523,900 1,153,946 0 5,677,846 Total revenues 4,810,000 1,654,465 205,790 6,670,255 Expenditures 314 Balfour Frontage Improvements 0 0 5,000 5,000 316 Balfour Park improvements Phase 1 3,400,000 1,621,465 200,790 5,222,255 328 Sullivan Park waterline 500,000 0 0 500,000 338 Spokane Valley River Loop Trail 750,000 0 0 750,000 Replace pump at Mirabeau Falls 0 33,000 0 33,000 Parking & Trail Design (Summerfield, Ponderosa, F 136,900 0 0 136,900 West Lawn Shade Canopy for Stage 23,100 0 0 23,100 Greenacres Park Phase 2 0 0 0 0 Total expenditures 4,810,000 1,654,465 205,790 6,670,255 Revenues over (under) expenditures 0 0 Beginning fund balance 177,301 177,301 Ending fund balance 177,301 177,301 #311 - PAVEMENT PRESERVATION Revenues Transfers in -#001 1,011,800 0 0 1,011,800 Transfers in -#101 (Local Streets) 0 0 1,655,955 1,655,955 Transfers in -#106 1,700,000 (1,700,000) 0 0 Transfers in -#301 1,037,500 0 0 1,037,500 Transfers in -#302 1,037,500 0 0 1,037,500 Grant Proceeds 1,760,000 0 876,000 2,636,000 Total revenues 6,546,800 (1,700,000) 2,531,955 7,378,755 Expenditures Pavement preservation Pre -project GeoTech Transfer out - #101 (local streets) Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance 7,805,121 0 (23,470) 7,781,651 50,000 0 0 50,000 0 2,677,099 0 2,677,099 7,855,121 2,677,099 (23,470) 10,508,750 (1,308,321) (3,129,995) 6,615,700 6,615,700 5,307,379 3,485,705 10/24/2023 Page 6 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended #312 - CAPITAL RESERVE FUND Revenues Transfers in - #001 ('21 fund bal >505yo) 0 5,358,054 0 5,358,054 Grant Proceeds 0 0 0 0 Investment Interest 20,000 0 0 20,000 Total revenues 20,000 5,358,054 0 5,378,054 Expenditures Transfers out - #001 (police vehicle replacements) 1,200,000 0 0 1,200,000 Transfers out - #101 (surface treatment pilot) 0 250,000 0 250,000 Transfers out - #303 (Barker Rd Widening) 0 0 108,449 108,449 Transfers out - #303 (School beacons) 0 0 112,417 112,417 Transfers out - #309 (Balfour Park Improvements PI 3,400,000 1,153,946 0 4,553,946 Transfers out - #309 (Sullivan Park water line) 373,900 0 0 373,900 Transfers out - #309 (Spokane Valley River Loop Tr 750,000 0 0 750,000 Transfers out - #309 (Greenacres Park Ph2) 0 0 0 0 Transfers out - #314 (Barker Rd Overpass) 347,998 0 15,940 363,938 Transfers out - #314 (Pines Rd Underpass) 196,394 0 190,962 387,356 Transfers out - #314 (Sullivan Interchange) 0 0 46,274 46,274 10303 E Sprague Property Acquisition 0 791,000 0 791,000 WSDOT Sullivan Park Property Acquisition 0 759,600 0 759,600 Total expenditures 6,268,292 2,954,546 474,042 9,696,880 Revenues over (under) expenditures (6,248,292) (4,318,826) Beginning fund balance 16,658,020 16,658,020 Ending fund balance 10,409,728 12,339,194 #314 - RAILROAD GRADE SEPARATION PROJECTS FUND Revenues Grant Proceeds 2,827,086 0 2,069,927 4,897,013 Developer Contributions 187,511 0 266,530 454,041 Transfers in #301 3,655 0 3,544 7,199 Transfers in #302 135,000 0 1,875 136,875 Transfers in #312 544,392 0 253,176 797,568 Total revenues 3,697,644 0 2,595,052 6,292,696 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 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 3,950,000 0 2,522,253 6,472,253 (252,356) 267,460 15,104 (179,557) 267,460 87,903 10/24/2023 Page 7 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended #315 - TRANSPORTATION IMPACT FEES FUND Revenues Transportation Impact Fees 200,000 0 0 200,000 Total revenues 200,000 0 0 200,000 Expenditures Transfers out - #303 108,449 0 (108,449) 0 Total expenditures 108,449 0 (108,449) 0 Revenues over (under) expenditures 91,551 200,000 Beginning fund balance 665,904 665,904 Ending fund balance 757,455 865,904 #402 - STORMWATER FUND RECURRING ACTIVITY Revenues Stormwater Management Fees 1,951,000 3,649,000 0 5,600,000 Investment Interest 2,000 0 0 2,000 Miscellaneous 0 0 0 0 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 #101 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 1.953.000 3.649.000 0 5.602.000 635,392 321,976 0 957,368 20,800 78,500 0 99,300 1,449,742 315,080 0 1,764,822 48,000 0 0 48,000 6,750 0 0 6,750 2,160,684 715,556 0 2,876,240 (207,684) 2,933,444 0 2,725,760 0 0 0 0 0 0 0 0 0 0 0 0 200,000 150,000 0 350,000 100,000 0 0 100,000 50,000 0 0 50,000 0 8,500 0 8,500 0 1,530 0 1,530 0 260,000 0 260,000 0 0 60,000 60,000 350,000 420,030 60,000 830,030 (350,000) (420,030) (60,000) (830,030) 10/24/2023 Page 8 of 9 P:\Finance\Budgets\2023 Budget\Budget Amend ment\Amendment #2\2023 10 24 Public Hearing & 1st Reading\Public Hearing\2023 Budget Summary for Amended Funds No 2 CITY OF SPOKANE VALLEY, WA 2023 Budget #402 - STORMWATER FUND, continued Excess (Deficit) of Total Revenues Over (Under) Total 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 2023, As Adopted 1st 2nd I Amendment I Amendment As I Amended '(667,684) ,, 2,513n414 (60,000) ;;1,895,730 2,278,363 2,278,363 1,720,679 4,174,093 52,100 0 7,500 59,600 27,750 0 0 27,750 275,000 0 0 275,000 6,750 0 0 6,750 0 0 0 0 58,000 0 0 58,000 0 0 60,000 60,000 2,000 0 0 2,000 421,600 0 67,500 489,100 Expenditures Small tools & minor equipment 10,000 0 0 10,000 Vehicle purchases 238,000 0 238,500 476,500 Snow plow purchase 275,000 0 0 275,000 Heavy Duty Machinery & Equipment 0 0 0 0 Total expenditures 523,000 0 238,500 761,500 Revenues over (under) expenditures (101,400) (272,400) Beginning working capital 1,417,119 1,417,119 Ending working capital 1,315,719 1,144,719 10/24/2023 Page 9 of 9 Appendix A EMPLOYEE POSITION CLASSIFICATION MONTHLY SALARY SCHEDULE Effective January 1, 2023 Position Title Grade 2023 Range City Manager Unclassified Deputy City Manager 22 12,277.74 - 18,605.80 City Attorney 21 11,061.03 - 16,745.36 Finance Director 21 11,061.03 - 16,745.36 Community & Public Works Director 21 11,061.03 - 16,745.36 City Services Administrator 21 11,061.03 - 16,745.36 Parks and Recreation Director 20 9,954.80 - 15,071.93 City Engineer 20 9,954.80 - 15,071.93 Economic Development Director 20 9,954.80 - 15,071.93 Human Resources Director 20 9,954.80 - 15,071.93 Senior Deputy City Attorney 19 8,959.16 - 13,564.89 Building Official 19 8,959.16 - 13,564.89 Engineering Manager 19 8,959.16 - 13,564.89 Planning Manager 18 8,064.28 - 12,207.79 Senior Engineer 18 8,064.28 - 12,207.79 Public Works Superintendent 18 8,064.28 - 12,207.79 Communications Manager 18 8,064.28 - 12,207.79 Accounting Manager 17 7,257.44 - 10,986.56 Assistant Building Official 17 7,257.44 - 10,986.56 Senior Administrative Analyst 17 7,257.44 - 10,986.56 IT Manager 17 7,257.44 - 10,986.56 Legislative Coordinator 17 7,257.44 - 10,986.56 Accounting and Finance Program Manager 17 7,257.44 - 10,986.56 Deputy City Attorney 16 6,531.03 - 9,887.27 City Clerk 16 6,531.03 - 9,887.27 Engineer 16 6,531.03 - 9,887.27 Senior Planner 16 6,531.03 - 9,887.27 Development Services Coordinator 16 6,531.03 - 9,887.27 { aqWmm,(, 4P C W.:I 0r 9 884� r4 Accountant/Budget Analyst 16 6,531.03 - 9,887.27 Housing and Homeless Services Coordinator 16 6,531.03 - 9,887.27 Project Manager 16 6,531.03 - 9,887.27 CAD Manager 16 6,531.03 - 9,887.27 Code Enforcement Supervisor 16 6,531.03 - 9,887.27 Associate Planner 15 5,878.75 - 8,899.16 Assistant Engineer 15 5,878.75 - 8,899.16 ITSpecialist 15 5,878.75 - 8,899.16 Engineering Technician II 15 5,878.75 - 8,899.16 Communications and Marketing Officer 15 5,878.75 - 8,899.16 Economic Development Project Specialist 15 5,878.75 - 8,899.16 Senior Plans Examiner 15 5,878.75 - 8,899.16 PH14 lielodiga; ddrrdr 441�6 (�rCommunications Specialist 15 5,878.75 - 8,899.16 Administrative Analyst 15 5,878.75 - 8,899.16 Maintenance/Construction Foreman 15 5,878.75 - 8,899.16 GIS Analyst 15 5,878.75 - 8,899.16 CPW Liason 15 5,878.75 - 8,899.16 Signal Technician 15 5,878.75 - 8,899.16 Mechanic 14 5,291.19 - 8,009.86 Human Resource Analyst 14 5,291.19 - 8,009.86 CenterPlace Coordinator 14 5,291.19 - 8,009.86 Planner 14 5,291.19 - 8,009.86 Building Inspector II 14 5,291.19 - 8,009.86 Plans Examiner 14 5,291.19 - 8,009.86 Engineering Technician I 14 5,291.19 - 8,009.86 Senior Permit Specialist 14 5,291.19 - 8,009.86 Code Enforcement Officer 14 5,291.19 - 8,009.86 Maintenance/Construction Inspector 14 5,291.19 - 8,009.86 Accountant I 14 5,291.19 - 8,009.86 Recreation Coordinator 13 4,761.69 - 7,208.60 Deputy City Clerk 13 4,761.69 - 7,208.60 Customer Relations/Facilities Coordinator 13 4,761.69 - 7,208.60 Building Inspector I 13 4,761.69 - 7,208.60 Executive Assistant 13 4,761.69 - 7,208.60 Planning Technician 13 4,761.69 - 7,208.60 Human Resources Technician 13 4,761.69 - 7,208.60 Maintenance Lead 13 4,761.69 - 7,208.60 Senior Center Specialist 12 4,287.09 - 6,487.57 Permit Facilitator 12 4,287.09 - 6,487.57 Help Desk Technician 12 4,287.09 - 6,487.57 Accounting Technician 12 4,287.09 - 6,487.57 Administrative Assistant 12 4,287.09 - 6,487.57 Recreation Specialist 12 4,287.09 - 6,487.57 Paralegal 12 4,287.09 - 6,487.57 Maintenance Worker II 12 4,287.09 - 6,487.57 Maintenance Worker I 11 3,857.20 - 5,839.10 Permit Specialist 11 3,857.20 - 5,839.10 Office Assistant II 10-11 3,471.24 - 5,839.10 Custodian 10 3,471.24 - 5,253.96 OfficeAssistant1 9-10 3,124.51 - 5,253.96 Note: Slight rounding differences may exist between the figures reflected on this page and the actual payroll rates computed by the Eden Payroll System. Salary Schedule 3% CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24. 2023 Department Director Approval: E Check all that apply: El consent old business M new business El public hearing El information El admin. report El pending legislation El executive session AGENDA ITEM TITLE: First reading of proposed Ordinance #23-O2Owhich amends the 2O23 Budget. GOVERNING LEGISLATION: In order for the City to amend an adopted budget, State law requires the Council to approve an ordinance that appropriates additional funds. PREVIOUS COUNCIL ACTION TAKEN: The Council last took formal action onthe 2O23Budget when it was amended on May 30. 2023. On October 17. 2023. an Administrative Report was delivered toCouncil regarding the need for abudget amendment. Finally, earlier this evening a public hearing was held on this topic. BACKGROUND: Since the amendment ofthe 2O23Budget onMay 3Q.2O23.anumber ofevents have transpired in the normal course of operations that necessitate a second 2023 Budget amendment. There have been a few changes since the administrative report on October 17 1h • Amounts were adjusted in nonrecurring expenditures in the amount of $200,000 for the purchase of police vehicles in the General Fund. The 2022 Budget had $200,000 for this purpose; however, none of the vehicles were billed to the City until 2023. There is a corresponding $200,000 increase in the transfer in from the Capital Reserve Fund #312. • New helpdesk ticketing software was needed to help facilitate the signal maintenance activities for the City. This software can also be utilized by IT and Facilities, so the total cost of $14,500 is spread across IT, Facilities, and the Street Fund. • Added $15,000 for repairs to the sidewalks at the Precinct. • Added $15,000 to remove street trees at City Hall in order to avoid future damage to the • Sidewalk repairs at CenterPlace cost about $4,000 more than originally anticipated in the first budget amendment. Proposed amendment items include: #001 - General Fund The total of both recurring and nonrecurring revenues reflects an increase of $9.858.000.which iscomprised of: * $3,560,000 increase in judgments and settlements for the Monsanto settlement that was received bythe City inApril 2O23. * $4,898,000 increase in grant proceeds to account for the CLFR funds used during 2023. * $1,200,000 increase in transfers in from the Capital Reserve Fund #312 related estimated total costs for the repairs to City Hall during 2023. * $200,000 increase in transfers in from the Capital Reserve Fund #312 to adjust for the timing Ofthe purchase Ofpolice vehicles iOthe General Fund. An increase of $3,725,154 in appropriations (expenditures) comprised of: • $314,990 decrease in the City Manager Department as the result of transferring payroll and related costs to the new City Services Department. • $287,950 increase in outside legal service costs in the City Attorney Department. This increase is related to a significant increase in complex land use issues requiring outside expertise as well as the use of contracted City Attorney services throughout much of the year. • $975,887 increase in the City Services Department. This includes $773,987 in payroll costs. Payroll costs decreased in the City Manager, Engineering, and Economic Development Departments as personnel were shifted from those departments to City Services. The remaining balance relates to costs for the communications and housing and homeless programs, some of which have been transferred from the Economic Development Department. • $76,041 increase in the Finance Department, which are primarily related to increased payroll costs for the new Accountant I position approved by Council on July 25, 2023, and the conversion of one the Accountant/Budget Analysts to an Accounting and Finance Program Manager at a higher grade. There is also an increase of $1,100 included for supplies related to higher paper usage with the electronic grant application submission process that was implemented in 2023. • $3,350 increase in the IT Department for a portion of new helpdesk ticketing software. The total cost is $14,500 spread across several departments. • $4,460 increase in the Facilities Department for a portion of new helpdesk ticketing software. The total cost is $14,500 spread across several departments. • $226,873 decrease in the Engineering Division as the result of transferring payroll and related costs to the new City Services Department. • $275,671 decrease the Economic Development Department. This includes $130,271 as a result of transferring payroll and related costs to the City Services Department. The remaining $145,400 are a result of transferring homeless and housing -related costs to the new City Services Department. • $1,200,000 increase related estimated total costs for the repairs to City Hall during 2023. • $200,000 increase to adjust for the tuning of the purchase of police vehicles in the General Fund. This is funded through a transfer in from the Capital Reserve Fund #312. • $15,000 increase to repair sidewalks at the Precinct. • $15,000 to remove street trees at City Hall to avoid future damage to the sidewalks. • $60,000 for professional services related to evaluating the condition of the Balfour Facility. • $4,000 increase to cover costs for repairs to the sidewalks at CenterPlace. • $15,000 increase in computer hardware costs in order to increase storage space for record retention purposes. • $200,000 increase in capital software costs related to the replacement of the City's financial management software. The 2022 Budget originally included $1,000,000 for this purpose. However, the timing of the project is spread over 2023 and into 2024. This amendment spreads the $1,000,000 budgeted forward into the appropriate period. • $1,486,000 increase in CLFR related expenditures in 2023. #101 —Street O&M Fund Increase expenditures by $1,662,645, including: • $6,690 increase in for a portion of new helpdesk ticketing software. The total cost is $14,500 spread across several departments. • Increase expenditures by $1,655,955 which consists of a transfer out to the Pavement Preservation Fund #311 to fund the Summerfield local access pavement preservation project. #109 — Tourism Promotion Area Fund Increase revenues by $400,000 to reflect updated estimated collection of the City's tourism promotion area fees. Increase expenditures by $755,000 in professional services to reflect current contracts for tourism marketing services. #301 — REET 1 Capital Projects Fund Increase expenditures by $178,015 due to changes in the expected transfers out to the Street Capital Projects Fund #303 and the Railroad Grade Separation Projects Fund #314 to reflect current estimates. See further explanations below. #302 — REET 2 Capital Projects Fund Increase expenditures by $1,924,987 due to changes in the expected transfers out to the Street Capital Projects Fund #303, the Parks Capital Projects Fund #309, and the Railroad Grade Separation Projects Fund #314 to reflect current estimates. See further explanations below. #303 — Street Capital Projects Fund Revenues and expenditures are proposed to increase by $4,117,732 to reflect current estimates on various projects. The most significant changes include: • The Pines and Mission Intersection Improvement project is being decreased by $952,285 due to the updated timing of the project. • The Barker Rd Improvements — City Limits to Appleway project is being decreased by $652,029 due to the updated timing of the project. • The 81h Ave Sidewalk — Coleman to Park project is being increased by $924,155 due to the updated timing of the project. • The Broadway and Park Intersection project is being increased by $2,124,411 due to the updated timing of the project. #309 — Park Capital Projects Fund This fund is being amended to reflect current estimates on several projects. Revenues are increased by $205,790. This is primarily due to a increase in grant proceeds related to the Balfour Park — Phase 1 project. Expenditures increase by $205,790, including: • An increase of $5,000 for residual costs on the Balfour Park frontage improvements to close out the project. • A increase of $200,790 on Balfour Park — Phase 1 reflecting work on the Veterans' Memorial funded by the increased grant revenue. #311 — Pavement Preservation Fund Revenues are increased by $2,531,955 consisting of a $876,000 increase in grant proceeds due to updated project estimates and a $1,655,955 increase in transfers in from the Street O&M Fund #101 for the Summerfield local access project. Decrease expenditures by $23,470 to reflect current estimates and timing on several projects #312 — Capital Reserve Fund Increase expenditures/appropriations by $474,042 include: • Increase of $220,866 in transfers to the Street Capital Projects Fund #303 related to an updated timing of the Barker Rd Improvements and School Beacons projects. • Increase of $253,176 in transfers out to the Railroad Grade Separation Projects Fund #314 related to updated timing of the Barker Rd Overpass, Pines Rd Underpass, and Sullivan Rd Interchange projects. #314 — Railroad Grade Separation Projects Fund Revenues increase by $2,595,052, comprised of: • Increase of $2,069,927 in grant proceeds to reflect current estimates on the grade separation projects. • Increase of $266,530 in developer contributions for the Barker Road grade separation project. • Increase of $3,544 in transfers in from the REET 1 Capital Projects Fund #301 for the Pines Road grade separation project. • Increase of $1,875 in transfers in from the REET 2 Capital Projects Fund #302 for the Sullivan Road Interchange grade separation project. • Increase of $253,176 in transfers in from the Capital Reserve Fund #312 for the Barker Road grade separation, the Pines Road grade separation, and the Sullivan Road interchange projects. Expenditures increase by $2,522,253, comprised of: • Increase of $240,894 due to updated estimates for the Barker Road grade separation project. • Increase of $1,665,897 due to updated estimates for the Pines Road grade separation project. • Increase of $615,462 for preliminary engineering for the Sullivan Road interchange project. #315 — Transportation Impact Fees Fund Expenditures decrease by $108,449 in transfers out to the Street Capital Projects Fund #303 due to updated estimates on eligible projects. #402 — Stormwater Fund Expenditures increase by $60,000 for a transfer out to the Equipment Rental and Replacement Fund #501 to fund an additional stormwater fleet vehicle. #501 — Equipment Rental and Replacement Fund Revenues increase by $67,500 primarily related to a $60,000 transfer in from the Stormwater Fund #402 to fund an additional stormwater fleet vehicle. Expenditures increase by $238,500 as a result of moving up the purchase of several vehicles from the 2024 Budget to 2023 which was approved by Council at the July 18, 2023 meeting. The 2023 Budget amendment reflects the changes noted above and will affect 13 funds resulting in total revenue increases of $19,776,029 and expenditure increases of $15,732,199. Revenue Expenditure Fund Fund Increase Increase NO. Marne Decrease) Decrease 001 General Fund 9,858,000 3,725,154 101 Street O&M Fund 0 1,662,645 109 Tourism Promotion Area Fund 400,000 755,000 301 REET 1 Capital Projects Fund 0 178,015 302 REET 2 Capital Projects Fund 0 1,924,987 303 Street Capital Projects Fund 4,117,732 4,117,732 309 Parks Capital Projects Fund 205,790 205,790 311 Pavement Preservation Fund 2,531,955 (23,470) 312 Capital Reserve Fund 0 474,042 314 Railroad Grade Separation Fund 2,595,052 2,522,253 315 Tranportation Impact Fees Fund 0 (108,449) 402 Stormwater Fund 0 60,000 501 Equipment Rental & Replacement Fund 67,500 238,500 19,776,029 15,732,199 The 2023 Budget amendment also includes changes to the Employee Position Classification Monthly Salary Schedule to reflect changes to classifications approved by Council at the August 15, 2023 and October 10, 2023 meetings, as well as creates a new Homeless Housing Program Fund #110. OPTIONS: Options are to accept the proposed amendments in whole or in -part. RECOMMENDED ACTION OR MOTION: Move to advance Ordinance #23-020 amending the 2023 Budget to a second reading. BUDGET/FINANCIAL IMPACTS: This action amends the estimated revenues and appropriations for the 2023 Budget that was adopted on November 8, 2022, and amended on May 30, 2023. There are adequate funds available to pay for these amendments. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: • Draft Ordinance #23-020 Amending the 2023 Budget 5 E MMM CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO.23-020 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, AMENDING ORDINANCE 22-023, WHICH ADOPTED A BUDGET FOR THE PERIOD JANUARY 1, 2023 THROUGH DECEMBER 31, 2023, AS SUBSEQUENTLY AMENDED BY ORDINANCE 23-011; AND OTHER MATTERS RELATED THERETO. WHEREAS, the City Council approved Ordinance 22-023 on November 8, 2022, which adopted the 2023 annual budget; and WHEREAS, the City Council approved Ordinance 23-011 on May 30, 2023, which amended the 2023 annual budget, and WHEREAS, subsequent to the November 8, 2022 adoption and May 30, 2023 amendment of the 2023 annual budget, it has become necessary to make changes by adding new revenue, appropriations, amendments, and transferring funds in order to properly perform City functions, services and activities; and WHEREAS, certain changes to employee positions have been made by the City Manager, which necessitate changes to the Employee Position Classification Monthly Salary Schedule that was included in the 2023 annual budget; and WHEREAS, it is necessary to create Fund 110 Housing Homeless Program Fund to account for collections and expenditures document recording fees available for the operation of a local homeless and housing program, which Council declared the City's intention to do through Resolution No. 23-009; and WHEREAS, the budget changes set forth in this Ordinance could not have been reasonably anticipated or known when the 2023 annual budget was passed by the City Council; and WHEREAS, the City Council has determined that the best interests of the City are served by amending the 2023 budget to reflect unanticipated revenue, expenditures, transfers, and appropriating the same as set forth herein. NOW THEREFORE, the City Council of the City of Spokane Valley, Washington do ordain as follows: Section 1. Amended Revenues and Appropriations. Ordinance No. 22-023 adopted a budget for the twelve months beginning January 1, 2023 and ending December 31, 2023, and Ordinance 23-011 amended the budget for the same period. Each item, revenue, appropriation, and fund contained in Section 1 of Ordinance 22-023, as subsequently amended by Ordinance 23-011, is hereby further amended as set forth in Attachment A to this Ordinance, which is incorporated herein. Section 2. Amended Employee Position Classification Monthly Salary Schedule. Ordinance No. 22-023 adopted an Employee Position Classification Monthly Salary Schedule as part of the budget for the twelve months beginning January 1, 2023 and ending December 31, 2023. The schedule is hereby amended as set forth in Attachment B to this Ordinance, which is incorporated herein. Section 3. Creating Fund 110. There is hereby created Fund 110 Tourism Promotion Area Fund which will be used to account for collections and expenditures document recording fees for the operation of a local homeless and housing program. Ordinance 23-020 amending the 2023 budget Page 1 of 4 Section 3. Severability. If any section, sentence, clause or phrase of this Ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this Ordinance. Section 4. Effective Date. This Ordinance shall be in full force and effect five days after publication of this Ordinance or a summary thereof in the official newspaper of the City as provided by law. Passed by the City Council of the City of Spokane Valley this day of November 2023. ATTEST: Pam Haley, Mayor Marci Patterson, City Clerk Approved as to form: Office of the City Attorney Date of Publication: Effective Date: Ordinance 23-020 amending the 2023 budget Page 2 of 4 Mo c� 00 M Vl Nc� O O O O O O W r W -O vl O N O O 00 l Vl O O O W M O O l m M CO l- O O O N M �O M l �l M m m l 0 �c Vl Vl l— O O �O M N M 00 m O M Mi .--I �--i 00 M CO 00 l- � M Vl Vl � � M CO M � W U � ~ M M O O N O O O Vl M O Vl vl W vl W vl � 4 l� O O O O l� Oc� o0 O 00 O 00 O N W ,M� p pQ,i O OII 't v) O O O O O O O O O O O O V1 r- N O O O N M F O I c� I O O O O O O:" ,--i 00M vl � � O r, Ci4 Vl N Vl 00 l— V) M N 00 M `; O .0 00 N M b M M l� Ic � � � � 00 0000 W" 06 yJ W O O O O O O O O O O O O N O l� O O N O c, O O N v1 N M O r-O Vi 00 O o0 O 00 O V1 vl .--I vl V1 O CO Vl O Vl CO --i 0O CO cl c� C7, M2 00 MO N O O O O O O 00 V) O 'o c, �O �q M 0. rl r N O l Vl �c Vl M N N O O r- 'o �c M c, O 00 a �O M l - O, 00 O l - O O O N O, CO l l 7t m� yJ O M O N O O O M 00 � Vl M �c 00 (� M r- (� M Vl Vl O CO 00 O Vl CO O M C W l� O N CO M O Vl 00 l 00 O M --i Vl ,--i Ic 00 V) IO M l O �O O W O O O O O O O O O O O O Vl O Vl cO O O M O O O O O O M O l� O� O O O O O O vl O O Vl vl O Vl vl � O vi 00 O c O O O--i 00 00 N O 00 N O N l— O O O 00 l— l— l- c - ,--i N N Vl O Vl Vl � M M N N l Cp �: O �q oc IO V) rl M ~ --i --i --i --i r-i Ic r-- V) IO M Vl 00 � O O O O O O O O M� Vl vl O O l� l� � O N � ck1 O O N 00 O O M 00 O oc O oc O O O O O O O O O O O O O Vl 0 0-7t 0 0 0 Vl ' �✓ � O O O O O O Vl a O vi O O O O 00 Vl 00 �O M O W O O O O O O O O O O O O O O l- 0 0 0 0 l7t 0 0 I C, O O O O O 0 0 0 0 0 0 0 O V1 0 0 0 0 0 0 O �O wy C'1 O O O O O a M W O O O O O--i Vl O O I'O O O yJ 00 p ,--i ,--i O "" l O ,--i �O O l O --' C:) 00 O O Vl N O �O In V N O C, 00 Ic V) a'o 00 p N c, O O O O O O 00 'n ,--i 0 0 0'7t 0 O IO O O 00 O N M l� 00 l M r-O O M r-M Vl CO r- Vl M l� M �O Vl N Vl M Vl M r- 00 10 O O l M N N O N cd p ti c� Q ' bo ,y ,y . a x o R, i i w o 0 ice' y.. 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U C4 M Vl W C,O O 0 0 0 rl M N N O O O O M O --i N M M M M cf) M M M M M cf) M ATTACHMENT B EMPLOYEE POSITION CLASSIFICATION MONTHLY SALARY SCHEDULE Effective January 1, 2023 Position Title Grade 2023 Range City Manager Unclassified Deputy City Manager 22 12 277.74 - 18 605.80 City Attorney 21 11061.03 - 16745.36 Finance Director 21 11061.03 - 16745.36 Community & Public Works Director 21 11 061.03 - 16 745.36 City Services Administrator 21 11061.03 - 16745.36 Parks and Recreation Director 20 9,954.80 - 15 071.93 City Engineer 20 9954.80 - 15071.93 Economic Development Director 20 9,954.80 - 15 071.93 Human Resources Director 20 9,954.80 - 15 071.93 Senior DeputyDepLdy City Attorney 19 8,959.16 - 13 564.89 Building Official 19 8,959.16 - 13 564.89 Engineering Manager 19 8,959.16 - 13 564.89 Planning Manager 18 8,064.28 - 12 207.79 Senior Engineer 18 8,064.28 - 12 207.79 Public Works Superintendent 18 8,064.28 - 12 207.79 Communications Manager 18 8064.28 - 12207.79 Accounting Manager 17 7,257.44 - 10 986.56 Assistant Building Official 17 7257.44 - 10986.56 Senior Administrative Analyst 17 7,257.44 - 10 986.56 IT Manager 17 7,257.44 - 10 986.56 Legislative Coordinator 17 7,257.44 - 10 986.56 Accounting and Finance Program Manager 17 7,257.44 - 10 986.56 DeputyDepLdy City Attorney 16 6,531.03 - 9,887.27 City Clerk 16 6531.03 - 9887.27 Engineer 16 6,531.03 - 9,887.27 Senior Planner 16 6,531.03 - 9,887.27 Development Services Coordinator 16 6,531.03 - 9,887.27 Accountant/Budget Analyst 16 6,531.03 - 9,887.27 Housing and Homeless Services Coordinator 16 6,531.03 - 9,887.27 Pro ect Manager 16 6,531.03 - 9,887.27 CAD Manager 16 6,531.03 - 9,887.27 Code Enforcement Supervisor 16 6,531.03 - 9,887.27 Associate Planner 15 5,878.75 - 8,899.16 Assistant Engineer 15 5,878.75 - 8,899.16 IT Specialist 15 5,878.75 - 8,899.16 Engineering Technician II 15 5878.75 - 8899.16 Communications and Marketing Officer 15 5878.75 - 8899.16 Economic Development Pro ect Specialist 15 5,878.75 - 8 899.16 Senior Plans Examiner 15 5,878.75 - 8,899.16 Communications Specialist 15 5878.75 - 8899.16 Administrative Mal st 15 5,878.75 - 8,899.16 Maintenance/Construction Foreman 15 5,878.75 - 8,899.16 GIS Analyst 15 5,878.75 - 8,899.16 CPW Liason 15 5,878.75 - 8,899.16 Signal Technician 15 5,878.75 - 8,899.16 Mechanic 14 5,291.19 - 8,009.86 Human Resource Analyst 14 5,291.19 - 8,009.86 CenterPlace Coordinator 14 5,291.19 - 8,009.86 Planner 14 5,291.19 - 8,009.86 Buildin Inspector 11 14 5291.19 - 8009.86 Plans Examiner 14 5,291.19 - 8,009.86 Enqineering Technician I 14 5291.19 - 8009.86 Senior Permit Specialist 14 5,291.19 - 8,009.86 Code Enforcement Officer 14 5,291.19 - 8,009.86 Maintenance/Construction Inspector 14 5,291.19 - 8,009.86 Accountant I 14 5,291.19 - 8,009.86 Recreation Coordinator 13 4,761.69 - 7,208.60 DeputyDepLdy City Clerk 13 4,761.69 - 7,208.60 Customer Relations/FacilitiesCoordinator 13 4761.69 - 7208.60 Building Inspector I 13 4,761.69 - 7,208.60 Executive Assistant 13 4,761.69 - 7,208.60 Planning Technician 13 4761.69 - 7208.60 Human Resources Technician 13 4,761.69 - 7,208.60 Maintenance Lead 13 4,761.69 - 7,208.60 Senior Center Specialist 12 4,287.09 - 6,487.57 Permit Facilitator 12 4287.09 - 6487.57 Help Desk Technician 12 4287.09 - 6487.57 Accounting Technician 12 4,287.09 - 6,487.57 Administrative Assistant 12 4,287.09 - 6,487.57 Recreation Specialist 12 4,287.09 - 6,487.57 Paralegal 12 4,287.09 - 6,487.57 Maintenance Worker II 12 4,287.09 - 6,487.57 Maintenance Worker I 11 3,857.20 - 5,839.10 Permit Specialist 11 3,857.20 - 5,839.10 Office Assistant II 10-11 3,471.24 - 5 839.10 Custodian 10 3,471.24 - 5,253.96 Office Assistant I 9-10 3 124.51 - 5,253.96 Note: Slight rounding differences may exist betvieen the figures reflected on this page and the actual payroll rates computed by the Eden Payroll System. Ordinance 23-020 amending the 2023 budget Page 4 of 4 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: First Reading of Proposed Ordinance #23-021 Adopting the 2024 Budget. GOVERNING LEGISLATION: State budget law. PREVIOUS COUNCIL ACTION TAKEN: To date the Council has heard presentations on the 2024 Budget on five previous occasions including two public hearings. Thus far no formal Council action has been taken. BACKGROUND: This marks the sixth occasion where the Council will discuss the 2024 Budget and by the time the Council is scheduled to adopt the 2024 Budget on November 21, 2023, 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 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 not been any changes to the 2024 Budget Worksheets since the October 101h public hearing. There have been changes to the 2023 budget amendment items, which are covered in a separate report. 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, the City's fiscal policies regarding Fund #121 have been updated in the draft 2024 Budget Book to reflect the higher reserve balance goal. 2024 Budget Overview: • The 2024 Budget currently includes appropriations of $106,404,958 including $19,420,397 in capital expenditures, comprised 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 29 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 $62,316,100 is $5,897,200 or 10.45% greater than the 2023 budget of $56,418,900. • The 2024 recurring expenditure proposal of $57,976,579 is $4,210,099 or 7.83% greater than the 2023 proposed amended appropriation of $53,766,480. • Budgeted recurring revenues currently exceed recurring expenditures by $4,339,521 or 6.96% 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 $707,902. • The projected ending fund balance for the General Fund at the end of 2024 is currently $41,432,509 or 71.46% of recurring expenditures. 2024 Budget appropriations (expenditures) in the other funds total $43,055,956 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 1,200,000 110 Homeless Housing Program Fund 0 120 CenterPlace Operating Reserve Fund 0 121 Service 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 REET 2 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 43, 055, 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. 3 • 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. The City's 2024 Budget is adopted at a fund level as follows: Fs nnated Estnnated Beginning Ending Fund Fund Total Fund Annual Appropriation Funds No. Ba}ance Revenues Sources Appropr^ratfons Ba}ance General Fund 001 Street Fund 101 Paths & Trails Fund 103 Hotel/N/Iotel Tax - Tourism Facilities Fund 104 Hotel/N/Iotel Tax Fund 105 Solid Waste 106 PEG Fund 107 Affordable & Supportive Housing Sales Tax Fur 108 Tourism Promotion Area Fund 109 Homeless Housing Program Fund 110 CenterPlace Operating Reserve Fund 120 Service Level Stabilization Fund 121 Winter Weather Reserve Fund 122 LTGO Bond Debt Service Fund 204 REET 1 Capital Projects Fund 301 REET 2 Capital Projects Fund 302 Street Capital Projects 303 Park Capital Projects Fund 309 Civic Facilities Capital Projects Fund 310 Pavement Preservation Fund 311 Capital Reserve Fund 312 Railroad Grade Separation Projects Fund 314 Transportation Impact Fees Fund 315 Economic Development Capital Projects Fund 316 42,140,411 62,641,100 63,349,002 63,349,002 41,432,509 1,750,749 9,401,123 11,151,872 9,623,274 966,767 47,168 9,200 56,368 0 56,368 4,739,903 680,000 5,419,903 0 5,419,903 553,519 910,000 1,463,519 1,282,200 181,319 1,128,645 290,000 1,418,645 290,000 1,128,645 231,782 66,000 297,782 73,000 224,782 777,569 208,000 985,569 0 985,569 400,000 1,200,000 1,600,000 1,200,000 400,000 0 640,000 640,000 0 640,000 300,000 0 300,000 0 300,000 5,500,000 0 5,500,000 0 5,500,000 532,880 6,000 538,880 500,000 38,880 0 950,550 950,550 950,550 0 5,133,191 1,590,000 6,723,191 2,068,463 4,654,728 4,516,368 1,600,000 6,116,368 1,793,287 4,323,081 1,943,151 8,875,775 10,818,926 8,875,775 1,943,151 177,301 380,000 557,301 220,000 337,301 15,424 1,200 16,624 0 16,624 3,485,705 3,362,600 6,848,305 3,550,000 3,298,305 12,339,194 500,000 12,839,194 1,026,792 11,812,402 87,903 3,102,623 3,190,526 3,152,622 37,904 865,904 300,000 1,165, 904 0 1,165, 904 0 0 0 0 0 86,666,767 96,714,171 141,948,429 97,954,965 84,864,142 Esnnaed Estknated Beginning i Ending Fund Working Total Working Working Capital Funds No., Capftaf Revenues sources Appropriations Capftat Stormwater Management Fund 402 4,174,093 5,640,000 9,814,093 5,494,993 4,319,100 Aquifer Protection Area Fund 403 903,822 520,000 1,423,822 1,055,000 368,822 Equipment Rental & Replacement Fund 501 1,144,719 508,200 1,652,919 700,000 952,919 Risk Management Fund 502 428,022 700,000 1,128,022 700,000 428,022 Passthrough Fees & Taxes 632 0 500,000 500,000 500,000 0 6,650,656 7,868,200 14,518,856 8,449,993 6,068,863 Total of all Funds 93,317,423 104,582,371 156,467,285 106,404,958 90,933,005 OPTIONS: State law requires the City to adopt a budget prior to December 31. Council may adopt the budget as presented or alter it as they deem necessary. RECOMMENDED ACTION OR MOTION: Move to advance Ordinance #23-021 adopting the 2024 Budget to a second reading. rd BUDGET/FINANCIAL IMPACTS: Adoption of Ordinance #23-021 concludes the 2024 Budget development process and establishes the final budget including estimated revenues and appropriations. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: • Draft Ordinance #23-021 • 2024 Budget Book 5 CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO.23-021 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, ADOPTING A BUDGET FOR THE PERIOD JANUARY 1, 2024 THROUGH DECEMBER 31, 2024; APPROPRIATING FUNDS; ESTABLISHING SALARY SCHEDULES FOR ESTABLISHED POSITIONS; AND OTHER MATTERS RELATING THERETO. WHEREAS, State law requires the City Manager to prepare a preliminary budget for the City of Spokane Valley at least 60 days before the beginning of the City fiscal year beginning January 1, 2024 and ending December 31, 2024; and WHEREAS, the City Manager, in consultation with the Finance Director and department heads, has prepared and placed on file with the City Clerk a preliminary budget, together with an estimate of the amount of money necessary to meet the expenses of the City including payment of outstanding obligations; and WHEREAS, notice was posted and published for public hearings held on September 12, October 10, and November 21, 2023. The City Council met and invited public comment in the City Council Chambers during each public hearing; and WHEREAS, proper notice was given and the preliminary budget was filed with the City Clerk October 3, 2023; and WHEREAS, the City Council desires to adopt the 2024 budget, including all allowances, and an appropriation for each fund; and WHEREAS, the City of Spokane Valley property tax levy in 2023 for collection in 2024, will be $13,824,900, which represents a 0% increase in the 2024 levy. This levy is exclusive of additional revenue resulting from new construction, improvements to property, any increase in the value of State assessed property, any annexations that have occurred, and refunds made. NOW, THEREFORE, the City Council of the City of Spokane Valley do ordain as follows: Section 1. Adoption of 2024 Budget. The budget for the City of Spokane Valley for the year 2024 is adopted at the fund level. The final budget for 2024 is attached hereto, and by this reference is incorporated herein pursuant to RCW 35A.33.075. For summary purposes, the total estimated appropriations for each separate fund, plus the aggregate total for all such funds, is set forth as follows: Ordinance 23-021 Adopting 2024 Budget Page 1 of 3 Estknated Esti%naled Beginning Ending Fund Fund Total Fund Annual Appropriation Funds No. Balance Revenues Sources Appropriations Balance General Fund 001 Street Fund 101 Paths & Trails Fund 103 Hotel/N/Iotel Tax - Tourism Facilities Fund 104 Hotel/N/Iotel Tax Fund 105 Solid Waste PEG Fund Affordable & Supportive Housing Sales Tax Fur Tourism Promotion Area Fund Homeless Housing Program Fund CenterPlace Operating Reserve Fund Service Level Stabilization Fund Winter Weather Reserve Fund LTGO Bond Debt Service Fund BEET 1 Capital Projects Fund BEET 2 Capital Projects Fund Street Capital Projects Park Capital Projects Fund Civic Facilities Capital Projects Fund Pavement Preservation Fund Capital Reserve Fund Railroad Grade Separation Projects Fund Transportation Impact Fees Fund Economic Development Capital Projects Fund 106 107 108 109 110 120 121 122 204 301 302 303 309 310 311 312 314 315 316 42,140, 411 62, 641,100 63, 349, 002 63, 349, 002 1,750,749 9,401,123 11,151,872 9,623,274 47,168 9,200 56,368 0 4,739,903 680,000 5,419,903 0 553,519 910,000 1,463,519 1,282,200 1,128,645 290,000 1,418,645 290,000 231,782 66,000 297,782 73,000 777,569 208,000 985,569 0 400,000 1,200, 000 1,600,000 1,200, 000 0 640,000 640,000 0 300,000 0 300,000 0 5,500,000 0 5,500,000 0 532,880 6,000 538,880 500,000 0 950,550 950,550 950,550 5,133,191 1,590,000 6,723,191 2,068,463 4,516,368 1,600,000 6,116,368 1,793,287 1,943,151 8,875,775 10,818,926 8,875,775 177,301 380,000 557,301 220,000 15,424 1,200 16,624 0 3,485,705 3,362,600 6,848,305 3,550,000 12,339,194 500,000 12,839,194 1,026,792 87,903 3,102,623 3,190,526 3,152,622 865,904 300,000 1,165, 904 0 0 0 0 0 41,432,509 966,767 56,368 5,419,903 181,319 1,128,645 224,782 985,569 400,000 640,000 300,000 5,500,000 38,880 0 4,654,728 4,323,081 1,943,151 337,301 16,624 3,298,305 11,812,402 37,904 1,165,904 0 86,666,767 96,714,171 141,948,429 97,954,965 84,864,142 Eslknated Estsnated Beginning i Ending Fund Working Total Working Working Capital Funds No., Capital Revenues Sources Appropriations Capital Stormwater Management Fund 402 4,174,093 5,640,000 9,814,093 5,494,993 4,319,100 Aquifer Protection Area Fund 403 903,822 520,000 1,423,822 1,055,000 368,822 Equipment Rental & Replacement Fund 501 1,144,719 508,200 1,652,919 700,000 952,919 Risk Management Fund 502 428,022 700,000 1,128,022 700,000 428,022 Passthrough Fees & Taxes 632 0 500,000 500,000 500,000 0 6,650,656 7,868,200 14,518,856 8,449,993 6,068,863 Total of all Funds 93,317,423 104,582,371 156,467,285 106,404,958 90,933,005 The total balance of all funds appropriated for 2024 is $106,404,958. Section 2. Transmittal of Budget. A complete copy of the budget as adopted, together with a copy of this Ordinance, shall be transmitted by the City Clerk to the Division of Municipal Corporations in the Office of the State Auditor and to the Association of Washington Cities. Section 3. Severability. If any section, sentence, clause or phrase of this Ordinance shall be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this Ordinance. Section 4. Effective Date. This Ordinance shall be in full force and effect five days after the date of publication of this Ordinance or a summary thereof in the official newspaper of the City. Ordinance 23-021 Adopting 2024 Budget Page 2 of 3 PASSED by the City Council this day of November, 2023. Pam Haley, Mayor ATTEST: Marci Patterson, City Clerk Approved As To Form: Office of the City Attorney Date of Publication: Effective Date: Ordinance 23-021 Adopting 2024 Budget Page 3 of 3 CITY OF Sp6lzitine ,,:oOValley 1 Cil �:�* �6- � Table of Contents Cliity of SpokaneValley, WA Spokane County January 1, 2024 through December 31, 2024 Council Budget Goals and Fiscal Policies.................................................................................1-2 City Manager's Budget Message.............................................................................................3-12 Finance Director's Message - About the 2024 Budget and Budget Development Process ... 13-28 CityOverview.........................................................................................................................29-36 Department Descriptions......................................................................................................37-68 2024 Budget Figures and Schedules.........................................................................................69 BudgetSummary...................................................................................................................70-82 Revenues by Fund and Type.................................................................................................83-90 Expenditures by Fund and Department.................................................................................91-94 General Fund Department Changes from 2023 to 2024........................................................95-97 #001- General Fund- Expenditures by Department by Type CityCouncil...........................................................................................................................98 CityManager.........................................................................................................................99 CityAttorney........................................................................................................................100 CityServices.......................................................................................................................101 PublicSafety................................................................................................................103-105 DeputyCity Manager..........................................................................................................106 Finance...............................................................................................................................107 HumanResources..............................................................................................................108 Information Technology.......................................................................................................109 Facilities..............................................................................................................................110 Community & Public Works..........................................................................................111-114 Economic Development......................................................................................................115 PlanningDivision.................................................................................................................116 Parks& Recreation......................................................................................................117-121 General Government....................................................................................................122-123 Special Revenue Funds #101 -Street Fund.......................................................................................................124-125 #103 - Paths & Trails Fund.................................................................................................126 #104 - Hotel / Motel Tax —Tourism Facilities Fund..............................................................127 #105 - Hotel / Motel Tax Fund.............................................................................................127 #106 - Solid Waste Fund.....................................................................................................128 Citv of Spokane Val 2024 Bud #107 - PEG Fund................................................................................................................129 #108 - Affordable & Supportive Housing Sales Tax............................................................129 #109 - Tourism Promotion Fund.........................................................................................130 #110 - Homeless Housing Program Fund...........................................................................130 #120 - CenterPlace Operating Reserve Fund.....................................................................131 #121 - Service Level Stabilization Reserve Fund...............................................................132 #122 - Winter Weather Reserve Fund................................................................................132 Debt Service Funds #204 - Limited Tax General Obligation (LTGO) Fund.........................................................133 Capital Projects Funds #301 - REET 1 Capital Projects Fund.................................................................................134 #302 - REET 2 Capital Projects Fund.................................................................................135 #303 - Street Capital Projects Fund.............................................................................136-137 #309 - Parks Capital Projects Fund....................................................................................138 #310 - Civic Facilities Capital Projects Fund.......................................................................139 #311 - Pavement Preservation Fund..................................................................................140 #312 - Capital Reserve Fund..............................................................................................141 #314 - Railroad Grade Separation Projects Fund...............................................................142 #315 - Transportation Impact Fees Fund............................................................................143 #316 - Economic Development Capital Projects Fund........................................................143 Enterprise Funds #402 - Stormwater Management Fund........................................................................144-145 #403 - Aquifer Protection Area Fund...................................................................................146 Internal Service Funds #501 - Equipment Rental & Replacement Fund...........................................................147-148 #502 - Risk Management Fund...........................................................................................148 #632 - Passthrough Fees & Taxes Fund............................................................................149 Capital Expenditures for 2024...................................................................................................150 FTE Count by Year — 2014 through 2024.................................................................................151 Appendix A, Employee Position Classification and Salary Schedule.......................................152 Glossary of Budget Terms.................................................................................................153-155 Ordinance Adopting the 2024 Budget................................................................................156-158 City of Spokane Valley 2024 Budget Council Budget Goals and Fiscal Policies Council Budget Goals: Public Safety: • Public safety is the City's highest priority which begins with providing superior police services to protect lives, property, and to maintain a safe and welcoming community. The City's law enforcement agreement with Spokane County shall be carefully managed and improved as needed to maintain the levels of service desired by the City Council. The City shall also strive to ensure that the Spokane Valley Police Precinct is maintained and improved to meet the needs of our Police Department. • In addition to providing robust police services, the City will prioritize all stages of the criminal justice process to provide for the safety of our residents. This includes the ongoing administration and examination of areas for improvement of critical components of the public safety system, including booking, prosecution services, court services, jail operations, and post -detention services. 2. Pavement Preservation: • Maintain and sustain a safe and resilient transportation infrastructure using cost effective means and methods that consider the long-term needs of the network. The City shall strive to provide sufficient funding to ensure the preservation of our infrastructure. 3. Transportation and Infrastructure: • Strengthen and improve transportation infrastructure to safely connect the community by incorporating new and innovative technologies to improve the quality of life for all users while supporting a diverse and robust economy. 4. Economic Development: • Actively support our existing businesses and industries by identifying retention and expansion opportunities to facilitate employment growth and a stable tax base. Collaborate with local, state, and national partners to identify resources to support the City's economic development initiatives. • Grow local tourism through asset development and targeted destination marketing to support hotels and retail establishments. 5. Homeless and Housing: • Develop a housing and homeless program that integrates the activities of service providers to retain residents in housing, provide a path forward for those experiencing homelessness, and support the creation of additional affordable workforce housing units within the City. 6. Communications: • Increase community interactions, share information, and obtain feedback and provide awareness on all the aspects that make Spokane Valley a great place to live, work, and play. Fiscal Policies: 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 0.80% of its total debt capacity, and more importantly, only 4.01 % 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. 2. 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. Increase the Service Level Stabilization Reserve Fund #121 to approximately 14% of the General Fund or $8 million. The increase will be funded over a number of years to as to limit the impact on City operations. Interest income will continue to accrue to support the growth of this Fund over time. 4. If necessary, utilize a portion of the Service Level Stabilization Reserve Fund #121 ($8 million) to maintain ending fund balance minimum. 5. Commit to the strategy that the Service Level Stabilization Reserve Fund #121 will not be reduced below $4.8 million (60% of $8 million) without City Council approval. If Council should deem this necessary, the City will then first replenish Fund #121 to at least $4.8 million before any annual General Fund transfers are made to Capital Reserve Fund #312. 6. Maintain the 2024 property tax assessment at a level to support ongoing City operations. For the 2024 levy, we anticipate this will result in a levy of $13,524,900 plus estimated new construction of $350,000 for a total levy of $13,874,900. Any allowable potential increase not taken will be banked for future use as provided by law. 7. Grow our economy so the existing tax base can support basic programs. ic-1 Spokane ,,, jvalley°° City Manager's Budget Message 2024 Annual Budget Dear Citizens, Mayor and City Council of Spokane Valley: I'm honored to be presenting the 2024 annual budget twentieth anniversary message. The 2024 Budget continues to follow the sound financial path that was collectively developed by current and previous City Councils and the three past City Managers. This has been another challenging year of record inflation, continued increased energy and food prices, ongoing world conflicts, and uncertainty about where the economy is headed. However, the City has a long history of making prudent financial decisions dating back to our 2003 incorporation. We have engaged in consistently responsible budgeting including realistic revenue projections, controlled spending, limited the growth of City programs, and have adhered to key conservative fiscal policies. We are delivering a budget that will allow the City to continue to deliver status quo levels of service throughout 2024 while at the same time financing our aggressive capital improvement program. 2024 Budget Highlights City Priorities The City's chief budget priorities are: • Public Safety • Pavement Preservation • Transportation and Infrastructure (including railroad grade separations and park related projects), and • Economic Development • Housing and Homeless response • Communications Ensuring that we've committed adequate resources to these services accounts for much of the effort that Council and Staff collectively dedicate to the annual development of our Operating and Capital budgets. Moderate Growth in Recurring General Fund Expenditures Investing in the essential core services identified by the Council and Community is the foundation of the programs and related expenditures we include in this budget. Similar to the trend experienced in most jurisdictions, we find that the cost of providing these services often increases at a faster rate than the moderate growth we see in the underlying tax revenues that support these core services. With that said however, City staff and Council collectively strive to meet the challenge of continuing to provide historic levels of service and we will again meet this challenge in 2024. The revenue and expenditure figures included in the 2024 Budget are each considerably higher than in previous years and this is a reflection of the impact of inflation being seen at a national level. Increases at the point of budget adoption over the past 9-years have been: 2024 compared to 2023 10.45% 7.83% 2023 compared to 2022 8.04% 4.90% 2022 compared to 2021 8.73% 7.66% 2021 compared to 2020 2.20% 5.14% 2020 compared to 2019 6.12% 3.00% 2019 compared to 2018 5.56% 1.90% 2018 compared to 2017 3.73% 1.81 % 2017 compared to 2016 4.38% 0.87% 2016 compared to 2015 3.08% 2.79% Public Safety Costs Over the years Council has consistently committed to the maintenance and at times enhancement of public safety service levels and this is again reflected in the 2024 Budget. Public safety costs including law enforcement, courts, prosecution, public defense and jail related services represent the City's primary operating expenditure and total $35,251,248 which is a 7.56% increase over the 2023 Amended Budget. Noteworthy about the public safety budget are the following observations: • It represents 60.8% of the 2024 General Fund recurring expenditure budget ($35,251,248 / $57,976,579). • It is equivalent to 255% of anticipated 2024 property tax collections ($35,251,248 / $13,824,900). In other words, if property taxes were to double, they alone would not be sufficient to cover Spokane Valley's public safety commitment. • In 2023, the City initiated a review of the Police Department staffing needs. Although the contract with the Sheriff's Department has been maintained and adjusted for increased costs throughout the term of the agreement, the City has not substantially increased the number of police staff since 2007. Population growth has increased from 87,894 to 107,400 residents in this timeframe. The City will need to make adjustments to staffing to increase the levels of service to ensure that the City continues to be a safe and thriving community. Staffing Levels The full-time equivalent employee (FTE) count will increase by 4.00 from 112.25 in 2023 to 116.25 in 2024. This includes: • 2.0 FTEs for two Stormwater positions related to increasing the City's Stormwater program to a proactive level of service. • 2.0 FTEs in Parks and Recreation that are related to the anticipated split of the parks maintenance contract into multiple contracts. This includes one Park Operations and Maintenance Coordinator position and one Maintenance Worker position. The FTE count allocated among City funds is as follows: Difference 2023 2024 Between Budget as, New 2024 202 and mended Positions % Budget -2,024 General Fund #001 81.870 2.00 83.870 2.00 Street O&M Fund #101 9.500 0.00 9.500 0.00 Street Capital Projects Fund #303 11.50 0.00 11.50 0.00 Stormwater Fund #402 6.53 2.00 8.53 2.00 Stormwater Capital Projects #402/#403 2.85 0.00 2.85 0.00 112.25 4.00 116.25 4.00 The personnel costs for the 83.87 FTEs charged to the General Fund represent just 21.79% of recurring expenditures. Taking into consideration that we contract for police services and are served by Fire and Water Districts as well as a Library District, for a city of our size we operate substantially below the normal employee count and consequently at a significantly reduced payroll cost relative to many cities across the country. Spokane Valley staff levels average about one employee for every 924 citizens (= population of 107,400 per the Office of Financial Management population estimate / 116.25 FTEs) while comparably sized cities in the State of Washington have a much higher ratio of employees to citizens. Since incorporation, the City has taken a conservative approach to adding new staff and continues to have the lowest per capita employee count of any Washington city with a population of 50,000 or greater. By all comparisons, the City of Spokane Valley continues to be a lean, productive City government. Pavement Preservation Some may question paving roads that "don't look so bad" but the truth is the best time to repave is before a road deteriorates to the point that full reconstruction is necessary. Full reconstruction costs substantially more than pavement preservation treatments such as crack sealing or grinding and repaving and this is why the City has committed critical financial resources to the preservation of our transportation infrastructure. We're proud of our fine road system and will endeavor to continue to maintain it in the best manner possible with available financial resources. Beginning in 2012, the City initiated a program of expending general fund, special revenue fund and capital project fund revenues and reserves for the purpose of financing our street preservation efforts. In 2024, our community will again see an aggressive program of caring for roadways including the continuation of a pilot surface treatment program that would be new to Spokane Valley. For 2024, we project total revenues in Pavement Preservation Fund #311 of $3,362,600 that combined with $187,400 of fund reserves will be applied against $3,550,000 in projected expenditures. Sources of revenue in 2024 are anticipated to include $3,362,600 in transfers from other City funds consisting of: • $1,021,900 from the General Fund • $1,170,350 from REET 1 Capital Projects Fund #301 • $1,170,350 from REET 2 Capital Projects Fund #302 While Pavement Preservation is one of our critical service and budget priorities, we are not sustaining adequate levels of funding for this program. This is discussed further in the "Challenges" portion of this budget message. Transportation and Infrastructure The 2024 Budget includes $19,420,397 of capital expenditures that we anticipate will be in -part offset with $9,507,426 in grant revenues which results in 48.96% of capital projects being financed with State and Federal dollars. The capital expenditures we'll incur in 2024 partially include: • $223,500 from the General Fund: o $167,500 for Information Technology equipment acquisitions. o $36,000 for a Utility Task Vehicle (UTV) for the Police Department. o $20,000 for an electric manlift for Facilities. • $225,000 for capital equipment replacements in Street Fund #101. • $33,500 for broadcast equipment from PEG Fund #107. • $8.9 million in Street Capital Projects Fund #303. • $220,000 in Park Capital Projects Fund #309. • $3.5 million in Pavement Preservation Fund #311. • $3.2 million in Railroad Grade Separation Projects Fund #314. • $2.5 million in Stormwater Fund #402 and Aquifer Protection Area Fund #403. • $690,000 from Equipment Rental and Replacement Fund #501 that includes o $60,000 for the replacement of a vehicle in Parks and Recreation, o $60,000 for the replacement of a vehicle in Facilities, o $300,000 for the replacement of an existing snowplow, and o $270,000 for the replacement of the backhoe. Challenges Beyond the annual challenge of balancing the General Fund budget, the City of Spokane Valley has several on -going financial challenges. 1. Dramatic inflation increases in 2022 and 2023 have been experienced across all sectors of the economy. Coupling this with the eleven interest rate adjustments by the Federal Reserve, concerns abound regarding a national recession. The City is highly dependent on sales tax revenues which are subject to dramatic fluctuations as experienced in the Great Recession. This dependence will cause significant reductions in levels of service once a downturn affects our sales tax collections. 2. Declining revenues in Street O&M Fund #101 that will impact our future ability to deliver historic service levels This Fund depends upon a combination of gas and telephone tax receipts. • Gas Tax - Because this tax is a fixed amount per gallon, and because each generation of newer vehicles get better gas mileage, we have found that from year to year, this revenue source has hovered somewhere between flat or slightly declining. The gas tax revenues over the past 5-years is as follows: 0 2020 - $1,745,193 0 2021 - $1,909,947 0 2022 - $1,959,667 0 2023 - $2,071,300 (budgeted) 0 2024 - $1,958,900 (budgeted) Telephone Utility Tax — This 6% tax generated $3,050,000 in the first year of collections which occurred in 2009. In the ensuing 10-years running from 2010 to 2019, as people made the shift from utilizing both land lines and cell phones to just cell phones, this revenue source declined by nearly 50% to just $1,564,152. This decay in revenues was further exacerbated in 2020 and continued into 2021 with the advent and fallout of the COVID-19 pandemic event where people were looking to cut costs and consequently cut many of the remaining land lines at an increased rate. However, through 2022 and into 2023, these revenues appear to be stabilizing. At this point we're projecting 2024 telephone utility tax revenues of about $900,000 which is about 70% less than 2009 collections. • Because of the stagnant gas tax revenues and decline in telephone utility tax revenues, 2024 will be the eighth consecutive year of budgeted recurring expenditures exceeding recurring revenues in Fund #101. o We have been able to continue to deliver historic levels of service over this period by doing the following: ■ 2017 — a $328,000 operating deficit was resolved by drawing down fund reserves. ■ 2018 — a $415,000 operating deficit was resolved by drawing down fund reserves. ■ 2019 — a $907,000 operating deficit was resolved through a transfer from Capital Reserve Fund #312. This is a noteworthy departure from the historic intended use of these monies which has been for one-time capital projects. ■ 2020 — a $1,365,000 operating deficit was resolved through a transfer from Capital Project Fund #312. ■ 2021 — a $2,552,600 operating deficit was resolved through a transfer from the General Fund #001. ■ 2022 — a $3,084,900 operating deficit was resolved through a transfer from the General Fund #001. 2023 — an anticipated operating deficit of $3,530,000 will be resolved through a direct transfer from the General Fund #001. 2024 — an anticipated operating deficit of $4,592,900 will be resolved through a direct transfer from the General Fund #001. 3. Balancina the cost of pavement preservation aaainst other transportation and infrastructure needs • Pavement preservation has historically been financed from a combination of sources including: o General Fund dollars, o Street O&M Fund dollars, o Civic Facility Replacement Fund #123 (Fund #123) reserves that were dedicated towards this purpose until their depletion in 2016. o Real estate excise tax (REET) revenues, o Grant revenues, and o Beginning in 2018, the addition of a street wear fee that was negotiated by the City as part of an updated solid waste collection contract that recognized the damage that heavily laden garbage trucks do to our road system. o Following is a table that reflects pavement preservation related revenues over the 14- year period 2011 through 2024: Fund 001 141 106 123 301/3,02 '310 - Str et Civic Fac, Civic.,Fac.' General Street O&M wearFee Replace, BEET 1&2 Ca ital Grants Tcital Actual 2011 584,681 0 0 0 0 500,000 0 1,084,681 2012 2,045,203 0 0 0 0 0 0 2,045,203 2013 855,857 282,000 0 616,284 300,000 0 35,945 2,090,086 2014 888,823 282,000 0 616,284 368,944 0 2,042,665 4,198,716 2015 920,000 206,618 0 616,284 502,098 0 835,224 3,080,224 2016 943,800 67,342 0 559,808 730,572 0 1,654,698 3,956,220 2017 953,200 67,342 0 0 1,320,958 0 89,208 2,430,708 2018 962,700 67,342 1,000,000 0 1,370,658 0 1,422,404 4,823,104 2019 972,300 0 1,608,028 0 1,468,600 0 2,398,330 6,447,258 2020 982,023 0 1,513,532 0 1,545,277 0 98,281 4,139,113 2021 991,843 0 1,537,776 0 1,654,557 0 0 4,184,176 2022 1,001,800 0 3,194 0 1,465,141 0 2,052,175 4,522,310 Budget 2023 1,011,800 1,655,955 0 0 2,075,000 0 2,336,000 7,078,755 2024 1,021,900 0 0 0 2,340,700 0 0 3,362,600 14,135, 930 2,628,599 5,662,530 2,408,660 15,142, 505 500,000 12, 964, 930 53, 443,154 The City used Civic Facility Replacement Fund #123 reserves over the 4-year period 2013 through 2016 in order to give the City time to determine how best to finance the pavement preservation plan in 2017 and beyond. In the years leading up to 2020 we existed in a fairly robust economy and beginning in 2017, following the depletion of Fund #123 reserves, we began applying a portion of our strong Real Estate Excise Tax (REET) collections towards pavement preservation. During this time frame we recognized that when the economy inevitably waned in the future, so too would REET revenues, and a consequence of over reliance on that source of money could in the future limit the City's ability to provide the necessary match needed for State and Federal grants that are applied to other street construction and reconstruction projects. For a number of years Spokane Valley struggled to develop a pavement management plan that clearly delineated the pavement condition index (PCI) that should be maintained throughout our road system and define the amount of money we should dedicate annually to achieve that plan. • The results of one of our most recent studies was communicated to Council on April 2, 2019 and this answered several questions including how pavement management resources should be allocated between the local access, collector and arterial portions of our street network. Through 2022 and 2023, City Council and staff have begun implementing improvements to our program: 1. Create a 2023 open -order pavement preservation contract specifically for local access streets funded by a street wear fee from the City's solid waste collection contract, including the potential use of surface treatments. This was implemented during the summer of 2023 and worked well to repave neighborhood streets in the southern portion of the City. 2. The 2023 surface treatment pilot project was implemented and potential expansion projects for 2024 are being evaluated. 3. New revenue methods to sustain the PM P, including Street O&M Fund 101, Street Capital Projects Fund #303 and Pavement Preservation Fund #311 were looked at and the Transportation Benefit District (TBD) was the preferred option to implement. The City is moving forward on the adoption of a TBD and will determine funding options after creation of the district. 4. Railroad Grade Separation Projects (overpasses and underpasses) Bridging the Valley is a proposal to separate vehicle traffic from train traffic in the 42-mile corridor between Spokane and Athol, ID. The separation of railroad and roadway grades in this corridor is intended to promote future economic growth, traffic movement, traffic safety, aquifer protection in the event of an oil spill, and train whistle noise abatement. The underlying study outlined the need for a grade separation at four locations in Spokane Valley. • Barker and Trent Road Overpass (fully funded at $24.7 million), • Pines and Trent Underpass (estimated cost of $43.0 million and fully funded), • Sullivan/Trent Interchange Project (estimated cost of $42.2 million) Because grade separation projects are exceptionally expensive endeavors and largely beyond our ability to finance solely through existing sources of internal revenue, the City has pursued grant funding from both the Federal and State Governments over the past several years and will continue to do so into the future. Barker/Trent Grade Separation Project Construction on the project began in the spring of 2021 and concluded in the spring of 2023. The project was well received and is functioning well. Pines / Trent Grade Separation Project The project is nearing the completion of the design phase having attained environmental approval mid-2022. We anticipate the project cost will be $43.0 million. The City successfully applied for a federal Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant and was awarded $21.7 million. The project has received sufficient federal funds and the City secured the required matching state funds to initiate the construction phase of the project. Construction is anticipated to begin in early 2024. Sullivan/Trent Interchange Replacement This project replaces the undersized existing grade separated interchange at the intersection of Sullivan Road and Trent Avenue with a new innovative roundabout configuration. The project is entering the design phase which is fully funded. The City is actively pursuing options for funding the construction phase of the project. Economic Development To the best of our ability we focus on business retention and expansion of existing businesses and recruitment of new businesses. Examples of economic development efforts include: Comprehensive Plan — In the latter part of 2016 the City updated its Comprehensive Plan and included an economic development element. Contained within this element is a summary of the local economy; an assessment of strengths and weaknesses; and policies, programs and projects to foster economic growth. The plan also included implementation strategies to improve retail, enhance tourism, and grow businesses in the City. Among other things, the plan also streamlined land uses by consolidating many zones and reducing many development requirements. Additionally the plan was also designed to provide flexibility in an effort to encourage market driven growth. Retail Recruitment — In 2017 the City expanded into the area of Retail Recruitment by contracting with a firm specializing in this type of service. The services we are seeking in this effort include a review of the retail recruitment strategy; conducting a market and retail gap analysis; development of a recruitment plan; identification of a strategic retail prospect list; and recruitment of retail on behalf of the City. We have again included money in the 2024 Budget to continue this effort. Planned Action Ordinance (PAO) — In the latter part of 2016 the City received a $114,200 grant from the Department of Commerce that with an additional investment of $55,000 from the City, resulted in a streamlined environmental permitting process in the northeast industrial area of our community. This study completed the environmental permitting requirements for the northeast industrial area which led to the development of a Planned Action Ordinance (PAO) adopted by Council March 12, 2019. The PAO saves industrial developers a minimum of 6 weeks permitting time while providing a predictable path to ensure that adequate infrastructure is in place to serve the expected developments, and as a result of the PAO, properties can now be marketed as truly "shovel ready". Since adoption of the PAO, nearly all of the total available 459 acres have been purchased and are in various stages of planning, construction, or are occupied with vibrant additions to our local economy. Northeast Industrial Area — In addition to the adoption of the Planned Action Ordinance the City has engaged in a number of capital projects in our Northeast Industrial Area that resulted in the expansion and improvement of our infrastructure and have the dual benefit of improving our road system and making the area more attractive for future economic development. These include: • In 2019 we rebuilt Barker Road from Euclid Avenue to the southern limits of the Barker Grade Separation project including the extension of sewer service by Spokane County. • In partnership with Centennial Properties, in 2020 we completed a project that began in 2019 that resulted in the construction of a new one -mile section of Garland Avenue that stretches from Flora to Barker. This new stretch of road made 150 additional acres of industrial property accessible to development. The City will be completing the remaining work to widen Barker Road at Euclid Avenue and installing the final segment of the shared use path on the east side of the roadway. Housing and Homeless Services — The City investigated many options for increasing housing supply among all affordability levels over the past several years. Staff has engaged several affordable housing agencies and developers to locate suitable properties for these projects. This has been challenging since large (10+ acres) of undeveloped land is not readily available. The City is working on redevelopment ideas while also studying the possibility of annexing additional areas to provide room for this necessary growth. Target areas for potential redevelopment have also been identified and are being evaluated for investment with the remaining American Rescue Plan funds awarded in 2021. Homeless services remain a challenge as well. The City will be adopting its first Homeless Action Plan and has worked diligently with regional partners in evaluating the creation of a singular entity to manage and provide homeless services. In 2022, the City initiated outreach services for unsheltered individuals. While this has been successful, the City realizes that additional resources are needed to provide these individuals with connections to available services. In addition, new regional services are needed to better accommodate the individuals and families in need in our community. We] The Budget for 2024 Strong but Guarded Recognizing that fiscal health is at the core of providing good public services, one of the most important tests of fiscal management is the ability of a municipal enterprise to maintain basic services during an economic downturn. The creation and ongoing maintenance of financial reserves since incorporation has served the intended purpose of providing Spokane Valley the means to sustain critical public services during turbulent economic conditions including those experienced during the Great Recession that began in 2008, the COVID-19 Pandemic, and the turbulent economic times that we are currently experiencing. The 2024 Budget again reflects a prudent and guarded continuation of service delivery capabilities. We will in the future, as we have in the past, continue to remain vigilant in our observance of local, state and national events and economic trends that may impact our own community and work towards capitalizing on our strengths, minimizing our weaknesses, and being ever watchful towards both threats and opportunities. Balanced Budget Means exactly what it says — recurring General Fund operating expenses and the programs they support have been balanced with known or reasonably predictable recurring revenues with a minimal increase in property tax and no increase in sales tax rates for the City. The budget is designed to maintain the healthy, positive fund balance at year-end which provide for the City's cash flow needs without costly borrowing. In pursuit of fiscal responsibility, special attention is given to limiting the growth in new programs and financial commitments. This approach allows available resources to be put toward sustaining services consistent with the City Council's priorities for 2024 and beyond. Acknowledgments I would like to acknowledge the Community, City Council and Staff for a long history of financially responsible spending and sensible fiscal planning. By saving and conserving the taxpayers' money and by adopting and adhering to prudent long-term fiscal policies, the City will continue to provide levels of service in 2024 on par with those we've provided in past years. The City Council continues to set a path to ensure the long-term financial sustainability of the City. The management staff and employees have worked together to develop the 2024 Budget recommendations to achieve the Council's ongoing goal of sustainability. I hope the Citizens of Spokane Valley are proud of the programs and strong financial condition of their City. Respectfully, John Hohman City Manager is MA FINANCE DEPARTMENT Chelsie Taylor, Finance Director 10210 E Sprague Avenue ♦ Spokane Valley WA 99206 Phone: (509) 720-5000 ♦ Fax: (509) 720-5075 ♦ www.spokanevalley.org TO: City Manager and Members of the City Council FROM: Chelsie Taylor, Finance Director SUBJECT: About the 2024 Budget and Budget Development Process The budget includes the financial planning and legal authority to obligate public funds. Additionally, the budget provides significant policy direction by the City Council to the staff and community. As a result, the City Council, staff, and public are involved in establishing the budget for the City of Spokane Valley. The budget serves four functions: 1. It is a Policy Document The budget functions as a policy document in that the decisions made within the budget will reflect the general principles or plans that guide the actions taken for the future. As a policy document, the budget makes specific attempts to link desired goals and policy direction to the actual day-to- day activities of the City staff. 2. It is an Operational Guide The budget of the City reflects its operation. Activities of each City function and organization have been planned, debated, formalized, and described in the following sections. This process will help to maintain an understanding of the various operations of the City and how they relate to each other and to the attainment of the policy issues and goals of the City Council. 3. It is a Link with the General Public The budget provides a unique opportunity to allow and encourage public review of City operations. The budget describes the activities of the City, the reason or cause for those activities, future implications, and the direct relationship to the citizenry. 4. It is a Legally Required Financial Planning Tool The budget is a financial planning tool, which has been its most traditional use. In this light, preparing and adopting a budget is a State law requirement of all cities as stated in Title 35A of the Revised Code of Washington (RCW). The budget must be adopted as a balanced budget and must be in place prior to the beginning of the City's fiscal year. The budget is the legal authority to expend public monies and controls those expenditures by limiting the amount of the appropriation at the fund level. The revenues of the City are estimated, along with available cash carry -forward, to indicate funds available. The budget considers unforeseen contingencies and provides for the need for periodic adjustments. 2024 BUDGET DEVELOPMENT PROCESS Historically the City has utilized a budgeting approach that assumed for most functions of government that the current year's budget was indicative of the base required for the following year. However, with the volatility that was seen in the economy with the Great Recession and again with the COVID-19 pandemic and subsequent inflation, the City moved to a Budget development process that consciously reviews service levels in each department and determines the appropriate level of funding that meets Council goals relative to available resources. 13 At the end of March 2023, the Finance Department notified City Departments that their 2024 revenue and expenditure estimates were due by mid -May. Throughout the summer, the City Manager's office and Finance Department worked to prepare budget worksheets that were communicated to the City Council at a Budget workshop held June 13, 2023. Following the workshop, the Finance Department continued work on the budget including refinements of revenue and expenditure estimates and through September, the Finance Department and City Manager reviewed updated budget projections. By the time the 2024 Budget is scheduled to be adopted on November 21, 2023, the 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 the 2024 Budget November 21 Second reading on ordinance adopting the 2024 Budget Once adopted, the final operating budget is published, distributed, and made available to the public. After the budget is adopted, the City enters a budget implementation and monitoring stage. Throughout the year, expenditures are monitored by the Finance Department and department directors to ensure that actual expenditures are in compliance with the approved budget. The Finance Department provides the City Manager and City Council with monthly reports to keep them abreast of the City's financial condition and individual department compliance with approved appropriation levels. Any budget amendments made during the year are adopted by City Council ordinance following a public hearing. The City Manager is authorized to transfer budgeted amounts within a fund; however, any revisions that alter the total expenditures of a fund, or that affect the number of authorized employee positions, salary ranges or other conditions of employment must be approved by the City Council. When the City Council determines that it is in the best interest of the City to increase or decrease the appropriation for a particular fund, it may do so by ordinance adopted by Council after holding one public hearing. BUDGET PRINCIPLES • Department directors have primary responsibility for formulating budget proposals in line with City Council and City Manager priority direction, and for implementing them once they are approved. • The Finance Department is responsible for coordinating the overall preparation and administration of the City's budget. This function is fulfilled in compliance with applicable State of Washington statutes governing local government budgeting practices. 14 • The Finance Department assists department staff in identifying budget problems, formulating solutions and alternatives, and implementing any necessary corrective actions. • Interfund charges will be based on recovery of costs associated with providing those services. • Budget amendments requiring City Council approval will occur through the ordinance process at the fund level prior to fiscal year end. • The City's budget presentation will be directed at displaying the City's services plan in a Council/constituent friendly format. • No long-term debt will be incurred without identification of a revenue source to repay the debt. Long-term debt will be incurred for capital purposes only. • The City will strive to maintain equipment replacement funds in an amount necessary to replace the equipment at the end of its useful life. Life cycle assumptions and required contributions will be reviewed annually as part of the budget process. New operations in difficult economic times may make it difficult to fund this principle in some years. • The City will pursue an ending general fund balance at a level of no less than 50% of recurring expenditures. This figure is based upon an evaluation of both cash flow and operating needs. BASIS OF ACCOUNTING AND BUDGETING Accounting Accounting records for the City are maintained in accordance with methods prescribed by the State Auditor under the authority of the Revised Code of Washington (RCW), Chapter 43.09.20, and in compliance with generally accepted accounting principles as set forth by the Governmental Accounting Standards Board. Basis of Presentation - Fund Accounting The accounts of the City of Spokane Valley are organized on the basis of funds, each of which is considered a separate accounting entity. Each fund is accounted for with a separate set of double - entry accounts that comprise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. The City's resources are allocated to and accounted for in individual funds depending on their intended purpose. The following are the fund types used by the City of Spokane Valley: Governmental Fund Types Governmental funds are used to account for activities typically associated with state and local government operations. All governmental fund types are accounted for on a spending or "financial flows" measurement focus, which means that typically only current assets and current liabilities are included on related balance sheets. The operating statements of governmental funds measure changes in financial position, rather than net income. They present increases (revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets. `M There are four governmental fund types used by the City of Spokane Valley: 1. General Fund This fund is the primary fund of the City of Spokane Valley. It accounts for all financial resources except those required or elected to be accounted for in another fund. 2. Special Revenue Funds These funds account for revenues that are legally restricted or designated to finance particular activities of the City of Spokane Valley. Special Revenue funds include: • #101 —Street Fund • #103 — Paths & Trails Fund • #104 — Hotel / Motel Tax — Tourism Facilities Fund • #105 — Hotel / Motel Tax Fund • #106 — Solid Waste Fund • #107 — PEG Fund • #108 — Affordable & Supportive Housing Sales Tax Fund • #109 — Tourism Promotion Area Fund • #110 — Homeless Housing Program Fund • #120 — CenterPlace Operating Reserve Fund • #121 — Service Level Stabilization Reserve Fund • #122 —Winter Weather Reserve Fund 3. Debt Service Funds These funds account for financial resources which are designated for the retirement of debt. Debt Service Funds are comprised of the #204 — LTGO Debt Service Fund. 4. Capital Project Funds These funds account for financial resources, which are designated for the acquisition or construction of general government capital projects. Capital Project Funds include: • #301 — REET 1 Capital Projects Fund • #302 — REET 2 Capital Projects Fund • #303 — Streets Capital Projects Fund • #309 — Parks Capital Projects Fund • #310 — Civic Facilities Capital Projects Fund • #311 — Pavement Preservation Fund • #312 — Capital Reserve Fund • #314 — Railroad Grade Separation Projects Fund • #315 — Transportation Impact Fees Fund • #316 — Economic Development Capital Projects Fund Proprietary Fund Types A second type of fund classification is the proprietary funds that are used to account for activities similar to those found in the private sector where the intent of the governing body is to finance the full cost of providing services based on the commercial model which uses a flow of economic resources approach. Under this approach, the operating statements for the proprietary funds focus on a measurement of net income (revenues and expenses) and both current and non -current assets and liabilities are reported on related balance sheets. Their reported fund equity (total net position) is segregated into restricted, unrestricted, and invested in capital assets classifications. ill As described below, there are two generic fund types in this category: 1. Enterprise Funds These funds account for operations that provide goods or services to the general public and are supported primarily by user charges. This type of fund includes: • #402 — Stormwater Management Fund • #403 — Aquifer Protection Area Fund 2. Internal Service Funds These funds account for operations that provide goods or services to other departments or funds of the City. This type of fund includes: • #501 — Equipment Rental and Replacement Fund • #502 — Risk Management Fund Fiduciary Fund Types A third type of fund classification is the fiduciary funds that are used to account for activities conducted for the benefit of those outside the City. Fiduciary funds have the same measurement focus and basis of accounting as proprietary funds. Under this approach, the operating statements for the fiduciary funds focus on a measurement of net income (revenues and expenses) and both current and non -current assets and liabilities are reported on related balance sheets. Net position is always classified as restricted. The City uses one fund type in this category: Custodial Funds These funds account for the fees and taxes collected by the City on behalf of other governments, such as Washington State and Spokane County. Custodial Funds are comprised of #632 — Passthrough Fees and Taxes Fund. Basis of Accounting Basis of accounting refers to when revenues and expenditures are recognized, recorded in the accounting system and ultimately reported in the financial statements. • Modified Accrual Basis of Accounting is used for all governmental funds. Modified accrual recognizes revenues when they become both measurable and available to finance expenditures of the current period. • Accrual Basis of Accounting is used for enterprise, internal service, and fiduciary funds. Under this system revenues and expenses are recognized in the period incurred rather than when cash is either received or disbursed. Budgets and Budgetary Accounting Annual appropriation budgets are adopted for all funds with Governmental Funds utilizing a modified cash basis of accounting for budget purposes and Proprietary and Fiduciary Funds utilizing a working capital approach. Budgets are adopted at the fund level that constitutes the legal authority for expenditures, and annual appropriations for all funds lapse at the end of the fiscal period. `rj EXPLANATION OF MAJOR REVENUE SOURCES General Fund #001 • Property Tax Property taxes play an essential role in the finances of the municipal budget. State law limits the City to a $3.60 levy per $1,000 assessed valuation, deducting from there the levy of up to $1.50 by the Spokane County Fire Districts #1 and #8, along with deducting up to $0.50 for the Library District, which leaves the City with the authority to levy up to $1.60 for its own purposes. The levy amount must be established by ordinance by November 30th prior to the levy year. Retail Sales and Use Tax The sales tax rate for retail sales transacted within the boundaries of the City of Spokane Valley is 8.9%. The tax that is paid by a purchaser at the point of sale is remitted by the vendor to the Washington Department of Revenue who then remits the taxes back to the various agencies that have imposed the tax. The allocation of the 8.9% tax rate to the agencies is as follows: State of Washington 6.50% City of Spokane Valley 0.85% Spokane County 0.15% Criminal Justice 0.10% Spokane Public Facilities District 0.10% * Public Safety 0.10% * Juvenile Jail 0.10% * Mental Health 0.10% * Law Enforcement Communications 0.10% * Spokane Transit Authority 0.80 /o 8.90% * Indicates voter approved sales taxes 2.30% local tax Criminal Justice Sales Tax Local Sales Tax for Criminal Justice funding is to be used solely for criminal justice purposes, such as the City's law enforcement contract. This tax is authorized at 1/10 of 1 % of retail sales transacted in the County. Of the total amount collected, the State distributes 10% of the receipts to Spokane County, with the remainder allocated on a per capita basis to the County and cities within the County. Public Safety Sales Tax Beginning in 2005, an additional 0.1 % voter approved increase in sales tax was devoted to public safety purposes. This 0.1 % was approved by the voters again in August 2009. Of the total amount collected, the State distributes 60% of the receipts to Spokane County, with the remainder allocated on a per capita basis to the cities within the County. 18 • Gambling Tax Gambling tax revenues must be spent primarily on law enforcement purposes pertaining to gambling. Funds remaining after necessary expenditures for such enforcement purposes may be used for any general government purpose. Gambling taxes are to be paid quarterly to the City, no later than the last day of January, April, July and October. The City imposes a tax on the following forms of gambling at the following rates: Bingo (5% gross, less prizes); Raffles (5% gross, less prizes); Punchboards and Pull tabs (5% gross, less prizes); Amusement Games (2% gross, less prizes); Card playing (6% gross). • Leasehold Excise Tax Taxes on property owned by state or local governments and leased to private parties (City's share). • Franchise Fees Cable TV is the only franchise fee levied in the City at a rate of 5% of gross revenues. This is a fee levied on private utilities for the right to use city streets, alleys, and other public properties. • State -Shared Revenues State -shared revenues are received from liquor sales, marijuana revenues, and motor vehicle excise taxes. These taxes are collected by the State of Washington and shared with local governments based on population. State -shared revenues are distributed on either a monthly or quarterly basis, although not all quarterly revenues are distributed in the same month of the quarter. The 2023 population figure used in the 2024 Budget is 107,400 as reported by the Office of Financial Management (OFM) for Washington State on April 1, 2023. This figure is important when determining distribution of State shared revenues on a per capita basis. • Fines and Forfeitures / Public Safety Fines and penalties are collected as a result of Municipal Court rulings, false alarm fees, and other miscellaneous rule infractions. All court fines and penalties are shared with the State, with the City, on average, retaining less than 50% of the amount collected. • Community Development Community Development revenues are largely composed of fees for building permits, plan reviews, and right-of-way permits. • Recreation Program Fees The Parks and Recreation Department charges fees for selected recreation programs. These fees offset direct costs related to providing the program. • CenterPlace Fees The Parks and Recreation Department charges fees for use of CenterPlace. Uses include regional meetings, weddings, receptions, and banquets. Rental rooms include classrooms, the great room and dining rooms. `N • Investment Interest The City earns investment interest on sales tax money held by the State of Washington prior to the distribution of the taxes to the City, as well as on City initiated investments. Street Fund #101 • Motor Vehicle Fuel Excise Tax (gas tax) The State of Washington collects a $0.494 per gallon motor vehicle fuel tax at the pump. Of this amount, the State remits a portion of the tax back to cities on a per capita basis. For 2024 the Municipal Research and Services Center estimates the distribution back to cities will be $18.24 per person. Based upon a City of Spokane Valley population of 107,400 (per the Washington State Office of Financial Management on April 1, 2023) we anticipate the City will collect $1,958,900 in 2024. RCW 47.30.050 specifies that 0.42% of this tax must be expended for paths and trails activities and based upon the 2024 revenue estimate, this compute to $8,200. The balance of $1,950,700 will be credited to Fund #101 for street maintenance and operations. Telephone Utility Tax The City of Spokane Valley levied a 6% telephone utility tax via Ordinance #08-014 with collections beginning in 2009. Telephone companies providing this service pay the tax to the City monthly. Telephone tax has been estimated at $900,000 for 2024. Paths & Trails Fund #103 Cities are required to spend 0.42% of the motor vehicle fuel tax receipts on paths and trails (please see the explanation for Street Fund #101) which we anticipate will be $8,200 in 2024. Because the amount collected in any given year is relatively small, it is typical to accumulate State distributions for several years until adequate dollars are available for a project. Hotel / Motel Tax — Tourism Facilities Fund #104 The City imposes a 1.3% tax under RCW 67.28.181 on all charges made for the furnishing of lodging at hotels, motels, and similar establishments (including bed and breakfasts and RV parks) for a continuous period of less than one month. The revenues generated by this tax may only be used for capital expenditures for acquiring, constructing, making improvements to or other related capital expenditures for large sporting venues, or venues for tourism -related facilities. This tax is estimated to generate $600,000 in 2024. Hotel / Motel Tax Fund #105 The City imposes a 2% tax under RCW 67.28.180 on all charges made for the furnishing of lodging at hotels, motels, and similar establishments (including bed and breakfasts and RV parks) for a continuous period of less than one month. The tax is taken as a credit against the 6.5% state sales tax, so that the total tax that a patron pays in retail sales tax and hotel/motel tax combined is equal to the retail sales tax in the jurisdiction. The revenues generated by this tax may be used solely for paying for tourism promotion and for the acquisition and/or operation of tourism -related facilities. This tax is estimated to generate $900,000 in 2024. Solid Waste Fund #106 Under the City's contract for solid waste transfer, transport and disposal services with Sunshine Recyclers, Inc., Sunshine pays an annual contract administrative fee of $125,000 to the City. Also, under the City's contract for solid waste collection services with Waste Management of Washington, Inc., Waste Management pays an administrative fee of 12.5% of gross receipts. This fee shall be used by the City for costs related to solid waste services, including costs for contract administration, solid waste planning and management, and for a portion of the City's Street preservation and maintenance programs. Of the amounts collected under the fee, no more than 1 % of gross receipts may be used for contract administration while the remainder is recorded in the Street Fund #101 for use on pavement management on local streets. PEG Fund #107 Under the City's cable franchise, the franchise grantee remits to the City in a capital contribution in support of Public Education Government (PEG) capital requirements, an amount equal to $0.35 per subscriber per month to be paid to the City on a quarterly basis for the life of the franchise. Capital contributions collected under this agreement are allocated to PEG capital uses exclusively. PEG capital uses include, in part, the set-up of equipment in the City Council Chambers that allows Spokane Valley to broadcast Council meetings both live and through subsequent reviews via digital recordings available on the City's website. Affordable and Supportive Housing Sales Tax Fund #108 In the year 2020, the Council authorized the City to collect the affordable and supportive sales tax, which is a rebate of the State sales tax to cities and counties. The amount received by the City is up to 0.0146% of the taxable retail sales within the City capped at the 2019 fiscal year taxable retail sales. The department of Revenue has estimated this capped distribution to be $200,000 for the City. The City will receive these revenues for 20 years, and the revenues may only be used to support affordable housing within the City or for rental assistance as outlined in RCW 82.14.540. Tourism Promotion Area Fund #109 In the year 2022, a qualified lodging businesses (40 or more lodging units) within the City of Spokane Valley submitted a petition to form a tourism promotion area (TPA). The Council adopted resolution 22-017 to establish and operate pursuant to chapter 35.101 RCW, a Tourism Promotion Area fund. The City estimates that the annual revenue from the lodging charges collected from the operators of lodging businesses within the Spokane Valley TPA is expected to be $1,200,000. This estimated amount is based on a daily lodging charge of $4.00 and will vary from year-to-year depending upon fluctuating occupancy rates of lodging businesses in the Spokane Valley TPA and based upon program review. Homeless Housing Program Fund #110 In 2023 Council passed Resolution #23-009 to declare Council's intent to operate a local homeless and housing program and assume collection of available document recording fees for this purpose. As part of operating a homeless and housing program, the City first needed to form a Homeless Housing Task Force and adopt a five-year homeless housing action plan that identifies how the City will work to eliminate homelessness consistent with the State's adopted strategic plan. Document recording fees are collected by Spokane County and passed through to the City based on the City's proportionate share of real estate excise tax (REET) collected on a monthly basis. LTGO Debt Service Fund #204 This fund is used to account for the accumulation of resources for, and the payment of limited tax general obligation (LTGO) bonds also referred to as councilmanic or non -voted bonds. When LTGO bonds are issued, the City irrevocably pledges the full faith, credit and resources necessary to make timely payments of principal and interest, within constitutional and statutory limitations pertaining to non -voted general obligations. `A In 2003 the City issued $9,430,000 in limited tax general obligation (LTGO) bonds the proceeds of which were used to finance both the construction of CenterPlace and road and street improvements surrounding the facility. In 2014 the City refunded the LTGO bonds in order to take advantage of lower interest rates which resulted in a reduction in subsequent annual bond repayment (much like refinancing a home mortgage). At the completion of the bond refunding there remained $7,035,000 of LTGO bonds. Of this total: • $5,650,000 remained on the original debt used towards the construction of CenterPlace. These bonds will be paid off in annual installments over the 20-year period ending December 1, 2033. Annual debt service payments on these bonds are provided by the Spokane Public Facilities District. At January 1, 2024, the outstanding balance on this portion of the bond issue will be $3,040,000. • $1,385,000 remained on the original debt used towards the road and street improvements. These bonds matured in December 2023, and so the outstanding balance on this portion of the bond issue at January 1, 2024, is $0. In 2016 the City issued $7,275,000 in LTGO bonds, the proceeds of which were used to finance the construction of a new City Hall along with $6.3 million of City cash that had been set aside for this purpose. These bonds will be paid off in annual installments over the 30-year period ending December 1, 2045. Annual debt service payments on these bonds are provided by transfers in from the General Fund. At January 1, 2024, the outstanding balance on the bond issue will be $6,045,000. REET 1 Capital Projects Fund #301 Under Washington State Law, RCW 82.46.010, the City is allowed to impose an excise tax on each sale of real property at the rate of one -quarter of one percent of the selling price. The revenue generated is used for financing capital projects as specified in the capital facilities plan under the Growth Management Act. REET 2 Capital Projects Fund #302 Under Washington State Law, RCW 82.46.010, the City is allowed to impose an additional excise tax on each sale of real property at the rate of one -quarter of one percent of the selling price. The revenue generated is used for financing public works capital projects as specified in the capital facilities plan under the Growth Management Act. Stormwater Management Fund #402 A stormwater fee is imposed upon every developed parcel within the City, which is an annual charge of $58 for each single-family unit and $58 per 3,160 square feet of impervious surface for all other properties. These charges are uniform for the same class of customers and service facilities. These fees are estimated to generate $5,600,000 in 2024. Aquifer Protection Area (APA) Fund #403 These are voter approved fees, the proceeds of which are applied to aquifer protection related capital construction projects. Fees are collected by Spokane County and remitted to the City twice each year. These fees are estimated to generate $500,000 in 2024. Fees include: • An annual fee of $15 per household for the withdrawal of water from properties within the APA. • An annual fee of $15 per household for on -site sewage disposal by properties within the APA. • For commercial properties an annual fee ranging from $15 to $960 depending upon water meter size. `�: Interfund Transfers Many funds receive a portion of their revenues from other funds in the form of an interfund transfer. These transfers typically represent payments for either services rendered by one fund for another or a concentration of revenues for a specific project or purpose. The following interfund transfers are planned for 2024: Total but Out: 00 11(l5 30 302 312 Total �n 0 30,000 0 0 0 30,000 4,592,923 0 0 0 0 4,592,923 398,950 0 0 0 0 398,950 0 0 897,312 440,437 0 1,337,749 160,000 0 0 0 220,000 380,000 1,021,900 0 1,170, 350 1,170, 350 0 3,362,600 0 0 801 182,500 806,792 990,093 86,500 0 0 0 0 86,500 700,000 0 0 0 0 700,000 11,878,815 Total in 6,960,273 30,000 2,068,463 1,793,287 1,026,792 11,878,815 Total out #001 — General Fund is budgeted to transfer out $6,960,273 including: • $4,592,923 to Fund #101 — Street Fund as coverage of the estimated deficit in recurring activity for the 2024 Budget. • $398,950 to Fund #204 — LTGO Debt Service Fund for bond payments on the 2016 LTGO Bonds for the City Hall construction. • $160,000 to Fund #309 — Park Capital Projects Fund for park related projects. • $1,021,900 to Fund #311 — Pavement Preservation Fund for pavement preservation projects. • $86,500 to Fund #501 — Equipment Rental and Replacement Fund for an IT equipment reserve. • $700,000 to Fund #502 — Risk Management Fund for the 2024 property and liability insurance premium. #105 — Hotel / Motel Tax Fund is budgeted to transfer $30,000 to Fund #001 — General Fund for the purpose of financing advertising at CenterPlace. #301 — REET 1 Capital Projects Fund is budgeted to transfer out $2,068,463 including: • $897,312 to Fund #303 — Street Capital Projects Fund that will be applied towards grant matches for street construction projects. • $1,170,350 to Fund #311 — Pavement Preservation Fund for pavement preservation projects. • $801 to Fund #314 — Railroad Grade Separation Projects Fund for the Pines Road Underpass project. #302 — REET 2 Capital Projects Fund is budgeted to transfer out $1,793,287 including: • $440,437 to Fund #303 — Street Capital Projects Fund that will be applied towards grant matches for street construction projects. 23 • $1,170,350 to Fund #311 — Pavement Preservation Fund for pavement preservation projects. • $182,500 to Fund #314 — Railroad Grade Separation Projects Fund for the Sullivan Road Interchange project. #312 — Capital Reserve Fund is budgeted to transfer out $1,026,792 including: • $220,000 to Fund #309 — Parks Capital Projects Fund that will be applied towards Balfour Park construction and Greenacres Park Phase 2. • $806,792 to Fund #314 — Railroad Grade Separation Projects Fund that will be applied to grade separation projects at Barker, Pines, and Sullivan Roads. SIGNIFICANT ASSUMPTIONS IN THE 2024 BUDGET Budget Summary for All Funds • Based upon funding levels anticipated in the 2024 budget, City staff will strive to maintain adequate levels of service. • Appropriations for all City Funds will total $106.4 million including $19.4 million in capital expenditures, comprised in -part of: o $224 thousand in Fund #001 — General Fund. o $225 thousand in Fund #101 — Street Fund. o $8.9 million in Fund #303 — Street Capital Projects. o $220 thousand in Fund #309 — Park Capital Projects. o $3.5 million in Fund #311 — Pavement Preservation Projects. o $3.2 million in Fund #314 — Railroad Grade Separation Projects. o $1.5 million in Fund #402 — Stormwater Management Projects. o $1.0 million in Fund #403 — Aquifer Protection Area Projects. o $690 thousand in Fund #501 — Equipment Rental and Replacement. • To partially offset the $19.4 million in capital costs, we anticipate $9.5 million in grant revenues which results in about 49% of capital expenditures being covered with State and Federal money. • Budgets will be adopted across 29 separate funds. • The full-time equivalent employee (FTE) count will increase in 2024 by 4 to 116.25 from 112.25. 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. • The 2024 Budget reflects the tenth consecutive year the City will set aside City monies in an amount equivalent to 6% of General Fund recurring expenditures for pavement preservation in Fund #311 — Pavement Preservation. This 6% equals $3,362,600. • Positions and salary ranges are based on the City's compensation and classification plan. • Payroll tax and benefit amounts are based on staff benefit plans. • Contract costs for public safety, park maintenance, aquatics and street maintenance are based on estimates by City staff. • The City sets money aside in Fund #501 — Equipment Rental and Replacement for the eventual replacement of its vehicles as well as a reserve to replace equipment in the kitchen at CenterPlace and major IT equipment. 2024 General Fund Revenues • Total recurring 2024 revenues are estimated at $62,316,100 as compared to $56,418,900 in 2023, which is an increase of $5,897,200 or 10.45%. • The two largest sources of revenue continue to be Sales Tax and Property Tax which are collectively estimated to account for 83.37% of 2024 General Fund recurring revenues. 24 • The 2024 general sales tax estimate (excluding criminal justice and public safety sales taxes) is currently estimated at $33,709,600 which reflects an increase of $3,154,600 million or 10.32% over the 2023 estimate. • The Property Tax levy does not include the potential annual increase allowed by State law. o The 2024 levy is estimated at $13,824,900. o The levy assumes we start with the 2023 levy of $13,524,900, forgo the potential annual increase allowed by State law, and finally add taxes related to new construction which we estimate to be $300,000. • Franchise fees and business registrations are primarily based on projected receipts in 2023. • State shared revenues are based upon a combination of historical collections including 2023 collections through July, and per capita distribution figures reported by the Municipal Research and Services Center. • Fines and forfeitures are estimated by Spokane Valley and based on historical collections. • Building permit and land use fees are estimated by Spokane Valley and based on historic collections. 2024 General Fund Expenditures • Total 2024 recurring expenditures are budgeted at $57,976,579 as compared to $53,685,640 in 2023. This is an increase of $4,290,939 or 7.99%. • The City commitment of 6% of recurring General Fund expenditures to pavement preservation equals $3,362,600 and is computed by multiplying total recurring expenditures prior to adding the pavement preservation element ($3,362,600 / $56,954,679 = 6%). The $3,362,600 that is transferred to Pavement Preservation Fund #311 is comprised of the following: o $1,021,900 from General Fund #001 o $1,170,350 from REET 1 Capital Projects Fund #301 o $1,170,350 from REET 2 Capital Projects Fund #302 • 2024 Nonrecurring expenditures total $5,372,423 and include: o $152,500 for Information Technology expenditures including: ■ $15,000 to replace outdated copiers ■ $50,000 for server upgrades ■ $60,000 for network core hardware replacement ■ $27,500 for software upgrades o $36,000 Public Safety UTV o $416,000 for Facilities expenditures including: o $155,000 for Precinct repairs & improvements o $241,000 for CenterPlace repairs & improvements o $20,000 for Electric man -lift o $150,000 for replacement of banquet chairs at CenterPlace o $25,000 for Motorized shades for 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 General Fund Revenues Over (Under) Expenditures and Fund Balance • 2024 recurring revenues are anticipated to exceed recurring expenditures by $4,339,521. • Total 2024 expenditures are anticipated to exceed total revenues by $707,902. • The total unrestricted General Fund ending fund balance is anticipated to be $41,432,509 at the end of 2024 which is 71.46% of total recurring expenditures of $57,976,579. Our goal is to maintain an ending fund balance of at least 50.0%. `1. Highlights of Other Funds Revenues • Motor vehicle fuel tax (MVFT) revenue that is collected by the State and remitted to the City is estimated to be $1,958,900 according to per capita estimates provided by the Municipal Research and Services Center. Of this amount, $1,950,700 will be credited to the Street O&M Fund #101 and 0.42% or $8,200 to the Paths and Trails Fund #103. • Telephone taxes that are remitted to the City and support Street Fund operations and maintenance are anticipated to be $900,000. • Real estate excise tax (REET) revenue is computed by the City and is primarily used to match grant funded street projects as well as pay a portion of the annual payment on the 2014 general obligation bonds. In 2024 we estimate these revenues to be $1,500,000 per each '/4% for a total of $3,000,000. • Hotel/Motel tax revenues are computed by the City and are dedicated to the promotion of visitors and tourism. In 2024 we estimate the tax will generate $1,500,000, which includes $900,000 in Fund #105 Hotel / Motel Tax Fund from the 2% tax and $600,000 in Fund #104 Hotel / Motel Tax — Tourism Facilities Fund from the 1.3% tax. • The City began receiving the affordable and supportive housing sales tax in 2020 and will receive these revenues as rebate of the State's sales taxes for 20 years. The amount received by the City is capped at 0.0146% of the taxable retail sales within the City for fiscal year 2019, and the revenues may only be used to support affordable housing or rental assistance within the City as outlined in RCW 82.14.540. These revenues are estimated at $200,000 in 2024 in the Affordable & Supportive Housing Sales Tax Fund #108. • The Stormwater Management Fee is based on an equivalent residential unit (ERU) that is equal to 3,160 square feet of impervious surface that is billed at a rate of $58 per single family residence and $58 per ERU for commercial properties (an ERU for a commercial property is computed as total square feet of impervious surface divided by 3,160). In 2024 we estimate this fee will generate $5,600,000. • The Aquifer Protection Area Fund is expected to generate $500,000 in fees that are collected on the City's behalf by Spokane County and remitted in two installments during the year. • Grant revenues that will be applied to a variety of construction projects are estimated at $9,507,426 in 2024. By fund we anticipate grant revenues as follows: o Fund #001 — General Fund - $445,000 o Fund #303 — Street Capital Projects - $6,949,896 o Fund #314 — Railroad Grade Separation Projects Fund - $2,112,530 Expenditures • Fund #101 — Street Fund appropriations include: o $9,373,274 for maintenance of City streets, including $1,699,464 in snow operations, $1,579,560 for the local street program, and $1,025,000 in intergovernmental payments for services. • Fund #105 — Hotel/Motel Tax Fund appropriations include: o $1,252,200 for tourism promotion activities. • Fund #106 — Solid Waste Fund appropriations include: o $290,000 for Education/Contract Administration. • Fund #109 — Tourism Promotion Area Fund appropriations include: o $1,200,000 for Professional Services. N1 Fund #301 — REET 1 Capital Projects Fund includes a $2,068,463 appropriation to cover: o a $897,312 transfer to Street Capital Projects Fund #303 to partially offset the cost of street construction / reconstruction projects. o a $1,170,350 transfer to Pavement Preservation Fund #311 for pavement preservation projects. o a $801 transfer to the Railroad Grade Separation Project Fund #314 for the Pines Road Underpass project. Fund #302 — REET 2 Capital Projects Fund includes a $1,793,287 appropriation to cover: o a $440,437 transfer to Street Capital Projects Fund #303 to partially offset the cost of street construction / reconstruction projects. o a $1,170,350 transfer to Pavement Preservation Fund #311 for pavement preservation projects o a $182,500 transfer to the Railroad Grade Separation Project Fund #314 for the Barker , Pines, and Sullivan Road projects. • Fund #303 — Street Capital Projects Fund includes an appropriation of $8,875,775 for a variety of street construction projects. • Fund #309 — Parks Capital Projects includes a $220,000 appropriation to cover Balfour Park and Greenacres Parks improvements. • Fund #311 — Pavement Preservation includes $3,500,000 of pavement preservation projects that will be financed through transfers from other City funds as outlined above under the heading of General Fund Recurring Expenditures. • Fund #312 — Capital Reserve includes $220,000 in transfers to Fund #309 — Parks Capital Projects that will be applied toward Balfour Park improvements and Greenacres Park construction, as well as $806,792 in transfers to Fund #314 — Grade Separation Projects for Barker, Pines, and Sullivan Roads. • Fund #314 — Railroad Grade Separation Projects includes appropriations in the amount of $3,152,622 towards the Barker Road Grade Separation project, the Pines Road Grade Separation project, and the Sullivan Road Interchange project. • Fund #402 — Stormwater Fund includes $1,650,000 for nonrecurring expenditures including in part: o $1,500,000 for various capital projects o $150,000 for the studies related to the City's Stormwater permit and the watershed • Fund #403 — Aquifer Protection Area Fund includes a $1,000,000 appropriation to various capital projects. M 28 City Overview `RI City's Foundation The foundation of Spokane Valley is based on the City's primary objective to be a city which is responsive, focused on customer service, open to the public, progressive, efficient, lean and fair while providing a high quality of life. Citizen involvement along with guidance from the City Council established the City's vision, core beliefs and customer service standards. These foundations influence the development of the City Council Goals for each year as well as the goals of the individual departments. Spokane Valley's Vision Statement: 'A community where individuals and families can grow and play and businesses will flourish and prosper. " Core Beliefs Supporting this vision are the core beliefs of Spokane Valley which were established through the December 2007 adoption of Resolution 07-019 which in part reads: - We believe Spokane Valley should be a visionary city encouraging its citizens and their government to look to the future beyond the present generation and to bring such ideas to public discussion and to enhance a sense of community identity. - We believe that elected body decision -making is the only lawful and effective way to conduct the public's legislative business and that careful observance of a clear set of Governance Coordination Rules of Procedure can best enhance public participation and decision -making. - We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take the lead, where practical, in sponsoring Ordinances or Resolutions excepting quasi-judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW 35A.13.020. - We believe in hearing the public view. We affirm that members of the public should be encouraged to speak and be heard through reasonable rules of procedure when the public business is being considered, thus giving elected officials the broadest perspectives from which to make decisions. - We believe that the City of Spokane Valley's governance should be known as "user friendly," and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. - We believe that the economic and commercial job base of the community should be preserved and encouraged to grow as an alternative to increasing property taxes. We believe it's imperative to have an expanded and diverse economic base. - We believe that Councilmembers set the tone for civic discussion and should set an example by: a) Setting high standards of decorum and civility. b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters. c) Demonstrating respect for divergent points of view expressed by citizens, fellow Councilmembers, and the staff. d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council, the staff, or the public. 19191 e) Accepting the principle of majority rule and working to advance the success of "corporate" decisions. We solicit the City Manager's support in conducting the affairs of the City with due regard for: a) Promoting mutual respect between the citizens, City staff and the City Council by creating the organizational teamwork necessary for effective, responsive and open government. b) Providing the City Council and public reasonable advance notice when issues are to be brought forward for discussion. c) Establishing and maintaining a formal citywide customer service program with emphasis on timely response, a user-friendly atmosphere and an attitude of facilitation and accommodation within the bounds of responsibility, integrity and financial capability of the City, including organizational and job description documents while pursuing "best practices" in customer service. d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally -provided services. e) Providing a database of future projects and dreams for the new City of Spokane Valley so that good ideas from its citizens and leaders are not lost and the status of projects can be readily determined." Customer Service Standards The commitment to provide excellent customer service for our citizens, businesses and visitors resulted in the development of customer service standards. The City's goal is to deliver service that is complete, consistent and equitable to all our customers, and is based on the principles of integrity, respect and responsiveness. Regardless of the reason for, the method, or frequency of contact, our customers will be treated with courtesy, respect and professionalism. Customer Service Standards are divided into three categories: - Be Respectful o Demonstrating courtesy and professionalism o Listening effectively o Responding in a timely manner o Exemplifying a no -surprise atmosphere Be Knowledgeable o Fostering a team -oriented approach o Providing alternatives o Anticipating questions o Having and/or knowing your resources o Being organized Be Welcoming o Acknowledging customers when they enter o Steering customers in the right direction o Promoting an enjoyable work environment o Maintaining a clean and uncluttered work environment o Treating people as individuals 195 Financial Projection This budget document is the tool we use to guide the City forward to accomplish the Council's goals, while remaining squarely within the current budget and forecasted projections. Over time, this provides the City with a good indicator of the progress the City is making to provide high quality services in a cost-effective way, while remaining within budget and the forecasted projections. Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2024 expenditures in line with projected revenues. The City views the changes in economy as an opportunity to reevaluate goals and strategies to meet the challenges set before us. As an open collaborative government, we continue to encourage our citizens to provide the necessary feedback we need as we endeavor to plan our City's future together. The Financial Forecast is limited to five years. The reason for this discrepancy is that it becomes increasingly difficult to forecast economic indicators beyond a five-year horizon. It is important to note the Financial Projection is an imperfect tool and this is precisely why it is updated on an ongoing basis. The following General Fund financial projection is being created following a period of relatively robust tax collections that have continued due to economic stimulus provided during the COVID- 19 pandemic as well as high inflation. The high levels of inflation have kept sales tax collections at high levels while also increasing City costs. It is possible that continued inflation may change consumer spending habits in a way that will negatively affect sales tax collections in the future, which may change the outlook shown in the projection in the future. KY: Table 1.1, page 1 CITY OF SPOKANE VALLEY, WA General Fund Budget Projection 10/24/2023 RECURRING ACTIVITY Revenues Property Tax Sales Tax Sales Tax - Public Safety Sales Tax - Criminal Justice Gambling Tax and Leasehold Excise Tax Franchise Fees/Business Registration State Shared Revenues Fines and Forfeitures/Public Safety Community and Public Works Recreation Program Revenues Grant Proceeds Miscellaneous Department Revenue Miscellaneous & Investment Interest Transfers in - #105 (h/m tax-CP advertising) Total Recurring Revenues Expenditures City Council City Manager City Attorney City Services Public Safety Deputy City Manager Finance Human Resources Information Technology Facilities Community & Public Works - Administration Community & Public Works - Engineering Community & Public Works - Building Economic Development Planning Parks & Rec - Administration Parks & Rec - Maintenance Parks & Rec - Recreation Parks & Rec - Aquatics Parks & Rec - Senior Center Parks & Rec - CenterPlace General Government Transfers out - #204 (2016 LTGO debt service) Transfers out - #309 (park capital projects) Transfers out-#311 (pavementpreservation) Transfers out - #501 (ITequip reserve) Transfers out - #502 (insurance premium) Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures 1 13,824,900 14,124,900 14,424,900 14,724,900 15,024,900 2 33,709,600 34,046,700 34,727,600 35,769,400 36,842,500 3 1,600,800 1,616,800 1,649,100 1,698,600 1,749,600 4 2,818,500 2,846,700 2,903,600 2,990,700 3,080,400 5 485,000 499,600 514,600 530,000 545,900 6 1,370,000 1,411,100 1,453,400 1,497,000 1,541,900 7 2,469,400 2,543,500 2,619,800 2,698,400 2,779,400 8 500,600 505,600 510,700 515,800 521,000 9 3,481,900 3,586,400 3,694,000 3,804,800 3,918,900 10 607,200 625,400 644,200 663,500 683,400 11 120,000 120,000 120,000 120,000 120,000 12 87,000 87,900 88,300 89,200 90,100 13 1,211,200 1,211,200 1,211,200 1,211,200 1,211,200 14 30,000 30,000 30,000 30,000 30,000 62,316,100 63,255,800 64,591,400 66,343,500 68,139,200 15 721,407 743,000 765,300 788,300 811,900 16 863,883 889,800 916,500 944,000 972,300 17 932,980 961,000 989,800 1,019,500 1,050,100 18 1,301,725 1,340,800 1,381,000 1,422,400 1,465,100 19 35,251,248 36,308,800 37,398,100 38,520,000 39,675,600 20 595,023 612,900 631,300 650,200 669,700 21 1,422,458 1,465,100 1,509,100 1,554,400 1,601,000 22 380,533 391,900 403,700 415,800 428,300 23 446,178 459,600 473,400 487,600 502,200 24 1,313,685 1,353,100 1,393,700 1,435,500 1,478,600 25 400,427 412,400 424,800 437,500 450,600 26 2,015,430 2,075,900 2,138,200 2,202,300 2,268,400 27 2,240,956 2,308,200 2,377,400 2,448,700 2,522,200 28 1,189,806 1,225,500 1,262,300 1,300,200 1,339,200 29 1,081,090 1,113,500 1,146,900 1,181,300 1,216,700 30 720,793 399,350 401,250 401,450 401,500 31 1,398,583 1,440,500 1,483,700 1,528,200 1,574,000 32 346,310 356,700 367,400 378,400 389,800 33 569,200 401,400 401,150 398,950 401,550 34 33,994 34,000 34,000 34,000 34,000 35 675,980 682,700 689,500 696,400 703,400 36 1,707,540 1,758,800 1,758,800 1,758,800 1,758,800 37 398,950 401,550 398,750 397,750 401,600 38 160,000 160,000 160,000 160,000 160,000 39 1,021,900 1,032,100 1,042,400 1,052,800 1,063,300 40 86,500 86,500 86,500 86,500 86,500 41 700,000 721,000 742,600 764,900 787,800 57,976,579 59,136,100 60,777,550 62,465,850 64,214,150 4,339,521 4,119,700 3,813,850 3,877,650 3,925,050 NONRECURRING ACTIVITY Revenues Grant Proceeds 325,000 Total Nonrecurring Revenues Expenditures General Government - IT capital replacements Public Safety (UTV) Facilities (Precinct repairs & improvements) Facilities (electric man -lift) Facilities (CenterPlace repairs & improvements) Parks & Rec (replace banquet chairs atCP) Parks & Rec (motorized shades for Great Room) Transfers out - #101 (Street Fund operations) 325,000 0 0 0 0 152,500 36,000 155,000 20,000 241,000 150,000 25,000 4,592,923 Total Nonrecurring Expenditures 5,372,423 0 0 0 0 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures (5,047,423) 0 0 0 0 EXCESS (DEFICIT) OF TOTAL REVENUES OVER (UNDER) TOTAL EXPENDITURES t 07,902} ;4,119,704 '. 3,813,850 '. 3,877,650 '. 3,92050 ESTIMATED BEGINNING UNRESTRICTEDFUND BAL. 42,140,411 41,432,509 45,552,209 49,366,059 53,243,709 ESTIMATED ENDING UNRESTRICTED FUND BAL. 41,432,509 45,552,209 49,366,059 53,243,709 57,168,759 Ending fund balance as a % or recurring expenditures 1 71.46%1 77.03%1 81.22%1 85.24% 89.03% 33 Table 1.1, page 2 2025 Projection Projection assumes: 1 An increase of 2 An increase of 3 An increase of 4 An increase of 5 An increase of 6 An increase of 7 An increase of 8 An increase of 9 An increase of 10 An increase of 11 An increase of 12 An increase of 13 An increase of 14 An increase of 15 An increase of 16 An increase of 17 An increase of 18 An increase of 19 An increase of 20 An increase of 21 An increase of 22 An increase of 23 An increase of 24 An increase of 25 An increase of 26 An increase of 27 An increase of 28 An increase of 29 An increase of 30 An increase of 31 An increase of 32 An increase of 33 An increase of 34 An increase of 35 An increase of 36 An increase of 37 An increase of 38 An increase of 39 An increase of 40 An increase of 41 An increase of 2026 Projection plus new construction of $300 in 2025, 2.00% in 2026, in 2025, 2.00% in 2026, in 2025, 2.00% in 2026, in 2025, 3.00% in 2026, in 2025, 3.00% in 2026, in 2025, 3.00% in 2026, in 2025, 1.00% in 2026, in 2025, 3.00% in 2026, in 2025, 3.00% in 2026, in 2025, 0.00% in 2026, in 2025, 0.50% in 2026, in 2025, 0.00% in 2026, in 2025, 0.00% in 2026, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2025, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, in 2026, 2027 Protect!6n„ 2028 Proieo qn 2028 in 2027, and 3.00% in 2028 in 2027, and 3.00% in 2028 in 2027, and 3.00% in 2028 in 2027, and 3.00% in 2028 in 2027, and 3.00% in 2028 in 2027, and 3.00% in 2028 in 2027, and 1.00% in 2028 in 2027, and 3.00% in 2028 in 2027, and 3.00% in 2028 in 2027, and 0.00% in 2028 in 2027, and 1.00% in 2028 in 2027, and 0.00% in 2028 2027, and 0.00% in 2028 per year through 000 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 1.00% 3.00% 3.00% 00% 0Ain Table 1.1 Financial Forecast and Program Impact Summary in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2027, and in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 in 2028 The General Fund forecast for the years 2025 through 2028 uses the adopted 2024 Budget as a beginning point and currently assumes levels of service that are identical to those provided by the City in 2024. Rather than a hard and fast prediction of the City's future finances, this is a planning tool that allows us to determine how best to match existing and proposed programs and levels of service with anticipated financial resources and make adjustments if necessary. 34 It is noteworthy that the Estimated Beginning Unrestricted Fund Balance figure listed in 2024 is as of October 9, 2023, and is based upon preliminary and unaudited figures. As we progress through the process of "closing the 2023 books" we anticipate this figure will change due to the fact we will continue to record both 2023 revenues and expenses as we become aware of them. Table 1.2 Primary General Fund Revenue Sources *The figures for 2023 and 2024 reflect adopted budget estimates. External Input As representatives of the citizens of the City of Spokane Valley, the City Council strives to form policy that fairly represents all segments of our community, including residents, businesses and those visiting our City. To maintain balance in serving the different needs that exist in the City of Spokane Valley, it is necessary to receive feedback from customers and constituents. Previously, the City has utilized citizen surveys to obtain feedback on various contract services including solid waste, the cable franchising process, and the pavement management program. Community meetings are used to keep citizens informed on a variety of projects including planning discussions, capital projects, and the annual budget development process to name a few. The City Council also provides for two separate general public comment periods during Formal Council meetings which are held on the second and fourth Tuesday of each month and allows public comment on all action items. City staff recognizes the importance of citizen concerns and the role citizens play in the health of our City. THE SV Express System allows citizens to share their concerns and report issues affecting the City. Staff are then able to respond in a timely manner and have a conversation with the citizen to work to resolve the reported concern. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory committees. In the future, focus groups may be utilized to allow for more focused feedback on a particular subject so Council and staff can get a better feel for how a particular subject is received in the community, thereby allowing citizens to play active roles in guiding the way services are delivered. Internal Input The City of Spokane Valley City staff is comprised of knowledgeable professionals who provide Council with specialized knowledge to assist them in making informed decisions. From demand analysis, which determines when the workload is heaviest and how to best accommodate it, to staff reports that consider alternative methods of service delivery or other cost -saving measures, employees are invaluable in providing reports that present complex information in a manner that makes it understandable and approachable. In addition, performance measure results are analyzed, summarizing multi -year performances linked to targets and making comparisons to other entities. Employees are often the information conduit from the citizens to the Council, relaying resident concerns and/or changing trends. Staff often bring forward innovative ways of providing efficient service delivery. Strategic planning through several long-range plans allows staff to look at current trends in order to make future forecasts and continually update plans as necessary. While much public input goes into these documents, the forecasting and planning is done by skilled staffers who strive to create innovative ways of achieving our future vision while meeting current needs, complying with the law, and operating within financial constraints. These plans include the Comprehensive Plan, Six -Year Transportation Improvement Program (TIP), Five -Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan, Streets Master Plan (Pavement Management Program) and the Business Plan. KZy Department Descriptions 1934 The City of Spokane Valley incorporated March 31, 2003, as a non -charter code city and operates under a Council -Manager form of government. It is governed under the optional municipal code of RCW Chapter 35A. Under this form of government, legislative authority is concentrated in the elected City Council, which hires a professional administrator to implement its policies. There are seven positions on the City Council, all of which are at -large positions. At -large means all Councilmembers represent all the citizens of the Mission City versus each Councilmember representing a specified area within the City. Councilmembers are generally elected to four-year terms, with elections held To be responsive, every two years. For continuity, position terms are staggered by two years so focused on customer that all positions are not open for election at the same time. service, open to the Pursuant to RCW 35A.13.030, biennially the members choose a chair of the public, progressive, Council who receives the title of Mayor. The Mayor presides over all meetings efficient, lean, fair and is recognized as the head of the City for ceremonial purposes. and committed to In addition to the position of Mayor, pursuant to RCW 35A.13.035, a Mayor providing a high pro tempore or Deputy Mayor is chosen by the Council. This position runs in quality of life. concert with the position of Mayor and fulfills the duties of the Mayor during any absence or disability of the Mayor. Mayor Pam Haley Deputy Mayor Rod Higgins Position 5 Position 1 Brandi Peetz Arne Woodard Ben Wick Position 2 Position 3 Position 4 Tim Hattenburg Laura Padden Position 6 Position 7 38 The City Manager Department is accountable to the City Council for the operation of the organization, effective support of elected officials in achieving their goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council policies and the provision of a communication linkage among citizens, the City Council, City departments and other government agencies. The City Manager Department includes the City Clerk. Additionally, mission the Human Resources, City Services, Community and Public Works, and Economic Development departments are included in the City To provide the City Council Manager's oversight. These departments work directly with all other departments and have their own mission statements and goals. and employees with professional leadership, As the City's Chief Executive Officer, the City Manager has overall sage advice and to work responsibility for policy development, program planning, fiscal management, administration, and operation of all City functions, together to implement best programs and activities. The City Manager's administrative direction practices to achieve is provided by the City Council. The City Manager assesses community adopted goals and deliver and citizen needs to ensure objectives and priorities are focused to meet those needs in an effective, cost-efficient manner; directs quality services to the development and implementation of initiatives for service quality community. improvement; provides daily leadership and works with the City's management team to ensure a high-performance, service -oriented work environment consistent with sound management principles. All City employees report directly or indirectly to the City Manager. Police services are contracted through the Spokane County Sheriff's Department with the Spokane Valley Police Chief reporting to the City Manager. Essential Services: ■ Directs the implementation of the City Council's annual goals. ■ Develops and directs the implementation of policies, procedures and work standards for the City. ■ Prepares and recommends long-range plans for City services and programs. ■ Monitors status of contracts. ■ Develops and recommends adoption of the annual budget. ■ Coordinates the preparation of reports or presentations to the City Council or outside agencies. ■ Develops specific proposals for action on current and future City needs. ■ Acts as the Emergency Management Coordinator for the City. ■ Monitors staff performance on qualitative and quantitative measures. ■ Participates with local, regional, state and national jurisdictions to represent Spokane Valley's interests; and ■ Maintains good working relationships with community constituents. KD] City Clerk The City Clerk's Office, which consists of the City Clerk and Deputy City Clerk, manages the City's official records and public disclosure, supports the City Council, including agenda development and preparation of the official minutes, provides legal notices to the public regarding City business and supports all City departments. As the custodian of all City records, the City Clerk's office oversees record archival and all document imaging for state compliance. Essential Services: ■ Prepares City Council Agendas and Packets. ■ Certifies official City documents. ■ Is custodian of City Seal. ■ Supervises City's official file record maintenance. ■ Administers insurance claims. ■ Administers the City's Municipal Code. ■ Is the Public Records Officer and handles public record requests. ■ Ensures proper format for and processes resolutions and ordinances. ■ Administers oath of office for City Council, City Manager, Finance Director and Police Chief. ■ Monitors contracts and other documents for signature, recording and posting. ■ Coordinates volunteer opportunities for City and regional boards, committees and commissions. ■ Responsible for set-up and clean-up of Council meetings. ■ Attends all Council meetings and transcribes minutes. ■ Presides at bid openings. ■ Is responsible for publication of all legal notices. ■ Serves as City's Election Official. ■ Communicates with and provides information to citizens. ■ Processes requests for use of the City Logo. ■ Participates on the Governance Manual Committee; and Serves as official Parliamentarian at Council meetings. The Office of the City Attorney represents the City's legal interests, including oversight of claims and litigation. The Office of the City Attorney is responsible for providing legal advice and support to City Council and City employees, as well as prosecute and defend all civil matters, including through use of outside counsel. This office works extensively with all City departments. The Office of the City Attorney drafts ordinances and resolutions; Mission negotiates contracts, interlocal agreements, franchises, leases, agreements, and real estate transactions; and supports departments To assist in implementing in enforcing associated laws. The Office of the City Attorney also provides specialized employee training regarding existing laws. Council policy by providing clear legal The Office of the City Attorney staff consists of three full-time direction and meaningful attorneys, one administrative assistant and from one to three legal assistance to Council, and interns. The daily work largely consists of providing timely advice on a to staff who implement full range of municipal issues to City staff and the City Council. City programs. Maintain Essential Services: a positive and creative Negotiate and draft and/or review all contracts. workplace. ' Negotiate and draft franchise agreements with utility providers. ■ Meet and negotiate with Spokane County on service contracts. ■ Meet and negotiate with other jurisdictions on a variety of matters, including interlocal agreements. ■ Defend City in litigation and administrative hearings. ■ Represent City in code enforcement litigation and collections. ■ Advise on labor relations and employment law. ■ Advise on numerous miscellaneous issues of general governance on a daily basis. ■ Draft, or review and revise, ordinances, resolutions and policies as appropriate. ■ Draft legal memoranda on a full range of municipal issues. ■ Review and compile responses to public record requests when necessary. ■ Provide training to staff on legal issues with broad application, such as public records, the Open Public Meeting Act, public disclosure rules, ethics, administrative and land -use regulations, contracts and purchasing, and ordinance drafting. ■ Attend all City Council meetings. ■ Attend all Planning Commission meetings. ■ Review and advise on all real property transfers (easements, deeds, acquisitions, etc.). ■ Participate on the Governance Manual Committee. ■ Maintain office and document organization necessary to successfully complete all tasks. ■ Provide guidance to staff on solid waste issues. ■ Advise council and staff on pandemic -related issues regarding federal Funding and emergency rules of operation. es The City Services Department advances City Council goals and priorities by advancing the City State and federal legislative initiatives, collaborating with community stakeholders, sharing information about services and programs, and administering key city services. Essential Services: ■ In concert with City Council priorities, leads the City's effort to Mission advance the City State and Federal legislative initiatives and priorities. Monitors and analyzes regional, state and federal legislation, ordinances and policy changes. ■ Establishes and oversees implementation of programs that support or advance economic development, transportation initiatives, community -based services, or other City priorities. ■ Manages the maintenance and development of City facilities. Conducts studies to determine the best use of assets and develops plans to enhance the use of City property. Implements new facility operational changes, ■ Coordinates and oversees the acquisition of various properties that advance city council goals and/or support programs. ■ Oversees the planning of new facilities and expansion, renovation and maintenance of existing facilities. ■ Oversees the development and management of contracts with service providers, consultants, state and federal agencies. ■ Assists in the development and implementation of city goals, work plans, and performance measures. ■ Serves as a liaison to various civic and/or governmental organizations and committees, taskforces, boards and commissions; confers regularly with other municipalities, chamber of commerce, authorities, and commissions. ■ Heightens awareness of government services, and serves as a clearinghouse for all official government communications with the public and media. eV: Public safety is the highest priority fort he Spokane Valley City Council. The City meets its obligations to provide superior public safety for its citizens through contracts with Spokane County. Contract Mission Administration is responsible for negotiating and administering all public safety contracts under the supervision and guidance of the To provide commonsense Deputy City Manager. Contract Administration reviews cost and meaningful approach estimates, final cost reconciliations, and performance measures. Periodically, Contract Administration will review the contracts and re - to public safety services in negotiate the terms. order to protect lives and property, provide for Public Safety Service Contracts Administered: ■ Animal Control accountability, and instill ■ Detention Services trust in government. • District Court ■ Emergency Management ■ Law Enforcement ■ Sheriff's Community Oriented Policing Effort (SCOPE) ■ Spokane Regional Emergency Communications (SREC) ■ Pretrial Services ■ Prosecutor Services ■ Public Defender Public safety services account for more than 60% of the City's recurring expenditures. The majority of public safety funding is directed to Law Enforcement services. Given the amount of funding directed towards public safety and particularly Law Enforcement, details regarding services is important to include in the budget to provide information regarding the Spokane Valley Police Department's structure, the costs for various service units, and the performance received. Details of the Law Enforcement services provided under the Interlocal Agreement are included on the following pages. 43 Table 1. Spokane Valley Police Department Staffing (pursuant to Interlocal Agreement) 2020 2021 2022 2023 2024 Change +/- Dedicated Administrative 3 3 3 3 3 Patrol 61 61 61 61 61 Traffic 7 7 7 7 7 Community Services 1 1 1 1 1 Behaviorial Health 1 1 2 2 2 2 Homeless Services 0 0 1 1 1 Domestic Violence 1 1 1 1 1 School Resource Officer 4 4 4 4 4 SVIU (Property and Drug Investigations) 12 12 12 12 12 Total Dedicated 90 91 92 92 92 Shared (Split with County) Investigations 3 3 3 3 3 Major Crimes 7 7 9 9 9 Sex Crimes 8 8 8 8 8 Investigative Task Force 1 1 1 1 1 Regional Intelligence Group 1 1 1 1 2 +1 Joint Terrorism Task Force 1 1 1 1 1 Safe Streets (Drugs and Gangs) 5 5 5 5 5 Emergency Operations Team 2 2 2 2 2 Administration (Technical and PIO) 2 2 2 2 2 Professional Standards 1 1 1 1 1 Training 4 4 4 4 4 Total Shared 35 1 35 1 37 1 37 1 38 44 Table 2. City Costs by Spokane Valley Police Department Service Unit Service Unit 2024 Dedicated Patrol $ 12,556,353 42.4% SV Investigative Unit $ 2,708,096 9.1% Traffic $ 1,549,960 5.2% Valley Command Staff $ 1,102,767 3.7% Vehicles $ 870,000 2.9% K-9 $ 778,871 2.6% School Resource Officers $ 700,942 2.4% Domestic Violence $ 310,761 1.0% Community Services $ 220,287 0.7% Subtotal $ 20,798,036 70.3% Shared Investigations $ 3,421,956 11.6% Property Drugs (Safe Streets) $ 1,108,397 3.7% Regional Intelligence Group $ 706,005 2.4% Emergency Operations Team $ 178,009 0.6% Subtotal $ 5,414,368 18.3% Special Units SWAT $ 238,523 0.8% Tactical Team $ 71,695 0.2% Helicopter $ 69,043 0.2% Explosives Disposal $ 50,069 0.2% Subtotal $ 429,330 1.5% Support Dispatch $ 1,397,044 4.7% Records $ 551,814 1.9% Forensics $ 536,025 1.8% SCOPE $ 191,088 0.6% Property Room $ 160,504 0.5% CAD/RMS Matinenance $ 116,232 0.4% Reservists $ 7,405 0.0% Subtotal $ 2,960,113 10.0% Total $ 29,601,847 100.0•0/ "- Training, PIO and Fleet costs are included in units above. Bl.7 Table 3. Workload indicators and Performance Measures (pursuant to Interlocal Agreement) 2019 2020 2021 2022 Average Workload indicators Citizen Calls for Service 48,296 46,287 51,038 51,193 49,204 Calls with Deputy Response 30,434 29,563 28,940 29,217 29,539 Deputy -Initiated Incidents 19,116 15,156 11,133 12,935 14,585 Incidents Requiring Documentation 12,390 10,992 10,511 11,885 11,445 Total Deputy Involved Incidents 49,550 44,719 40,073 42,152 44,124 Traffic Stops 10,947 7,878 5,658 5,791 7,569 Arrests 2,717 2,362 1,841 2,303 2,306 Collisions Responded To 1,780 1,468 1,771 1,767 1,697 Traffic Infractions 3,434 2,192 2,559 2,866 2,763 Traffic Stops with Criminal Charges 2,068 1,856 1,391 1,609 1,731 Property Crimes 6,527 6,520 6,180 6,589 6,454 Person Crimes 1,415 1,481 1,239 1,371 1,377 Cases Investigated 756 2,095 2,096 2,383 1,833 Charges Filed 483 1,507 412 735 784 Cases Reviewed 4,234 6,992 6,107 6,321 5,914 Performance Measures Collisions Response Rate 62% 62% 59% 57% 60% Collisions Per 1,000 population 28.49 27.93 27.52 26.85 27.70 Property Crimes Per 1,000 64.66 63.32 59.14 61.52 62.16 Person Crimes Per 1,000 14.02 14.38 11.86 12.80 13.26 $ Value of Recovered Items $100,923 $243,334 $1,275,416 $ 447,728 $ 516,850 of reviewed cases investigated (Property) 18% 30% 34% 38% 30% Citizen Complaints/1,000Incidents * 0.49 0.13 0.33 0.40 0.34 • of Complaints Sustained 8.33% 16.60% 29.00% 25.00% 19.73% • Use of Force Within Policy 99.50% 100% 100% 100% 100% Avg. Response Time Priority 1 0:05:11 0:04:51 0:09:55 0:06:39 Avg. Response Time Priority 2 0:17:07 0:23:24 0:28:45 0:23:05 Avg. Response Time Priority 3 0:38:48 0:48:16 0:55:33 0:47:32 of Incidents Deputy -Initiated 39% 34% 28% 31% 33% Average Day/Night Platoon Staffing 6.13 6.30 6.22 Average Powershift Platoon Staffing 1.61 0.92 1.27 Bsy The Deputy City Manager works under the general direction of the City Manager and works with the City's management team to coordinate efforts toward the achievement of departmental objectives and the objectives of the City government. The Deputy City Manager participates in and makes suggestions to the City Manager in the formulation of strategy and City policy involving organization, procedures and services. Duties also include advising the City Manager in the determination of needs of various departments, the preparation and presentation of services for approval by the City Manager and City Council, and the coordination of the implementation of approved services. The Deputy City Manager performs operations oversight for Contract Administration, with a primary focus on the City's Public Safety operations, and the IT division. The Deputy City Manager also oversees the Parks & Recreation Department, Finance Department, and the Office of the City Attorney through Department Directors for each of those departments. Essential services: ■ Works with the City Manager, department and division heads in planning, organizing, coordinating and implementing services affecting assigned areas of responsibility. ■ Coordinates with other directors of City services on matters affecting their areas of responsibility. ■ Briefs the City Manager on issues of concern in the divisions and departments and functions in assigned area of responsibility to ensure proper action. ■ Coordinates with Spokane Valley Police Chief on various operational issues to ensure Law Enforcement services meet requirements of the Interlocal Agreement and expectations of City Council and City Manager. ■ Coordinates with Spokane County representatives, including presiding District Court Judge, Spokane County Prosecutor, and others to address operational, budgetary, and other ongoing issues with Public Safety agreements. ■ Meets and corresponds with various citizens, professionals, businesses and other groups to answer questions and secure their assistance in carrying out various services. ■ Coordinates the preparation of the annual budget for departments within assigned areas. ■ Reviews results of major studies and coordinates the preparation of reports and recommendations. ■ Attends Council meetings and reports on activities for which he is responsible as requested by the City Manager; confers with officials of city, county, state and federal agencies regarding plans and priorities for existing and planned services. ■ Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes, and work cooperatively and jointly to provide quality seamless customer service. [IN Contract Administration Under the direction of the Deputy City Manager, Contract Administration works with contractors and agencies to help ensure that the City government remains small and lean while delivering services efficiently and effectively. This idea was incorporated early in the City of Spokane Valley's existence to maintain the original concept of a "contract city" that is not focused on growing government but instead utilizes the best possible options to provide services to citizens and businesses, whether that is the private sector or other government agencies. Contract Administration regularly evaluates service delivery, examining cost trends, performance and value compared to other liked -size cities. Additionally, a primary focus is ensuring that local tax revenues generated from the City are invested in the community and are not used to subsidize other jurisdictions. Contract Administration also evaluates current service deliverables based upon current and anticipated demand, while employing the best business practices and sound fiscal policy to ensure that staffing levels match demand and all efficiencies are incorporated while interacting with customers to answer questions and provide information on contract services. Historically, Contract Administration was heavily involved in a broad range of contracts, including solid waste, hearing examiner services, cable television, GIS, Spokane Clean Air, Commute Trip Reduction, and the City's public safety contracts. Due to workload and the increased complexity and involvement of the issues surrounding the City's public safety contracts, in recent years some contracts have been shifted to other departments for primary administration. These include the City's GIS and hearing examiner services. Contract Administration continues to provide assistance where necessary, though the primary focus is now on the City's public safety contracts. Public Safety Contract Administration is responsible under the Deputy City Manager for negotiating and administering all public safety contracts, which total over 60% of the General Fund recurring expenditures budget. All public safety contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost reconciliations, and performance measures. Periodically, Contract Administration will review the contracts and re -negotiate the terms. Public Safety Service Contracts Administered: ■ Animal Control ■ Detention Services ■ District Court ■ Emergency Management ■ Law Enforcement o Sheriff's Community Oriented Policing Effort (SCOPE) o Spokane Regional Emergency Communications (SREC) ■ Pretrial Services ■ Prosecutor Services ■ Public Defender Cable Television Franchise Cable television services that utilize the City's rights -of -way to run lines to connect to customers must operate by authority of a City franchise. Contract Administration negotiates the terms of the franchise agreements and administers the terms of the agreement such as customer service standards, use of the right-of-way and payment of the franchise fees and Public, Education, and Government (PEG) Funds. 48 Precinct Building The Precinct Building houses the Spokane Valley Police Department and a District Court courtroom and ticket counter. The City purchased the Precinct Building from Spokane County in 2006. Historically, Contract Administration has created and managed the budget for maintaining the Precinct Building. With the creation of the Facilities division, it is anticipated that Facilities will take lead on budget preparation and responsibility for maintaining the Precinct and that Contract Administration will continue to advise and provide assistance as necessary. Solid Waste Contract Administration was a critical part of the original negotiation and evaluation team for solid waste disposal and collection as well as the development of the City's Solid Waste Plan. Under the negotiated solid waste collection contracts, the City sees approximately $1.5 million in annual savings over prior collection services. The annual savings have been captured and are now utilized to preserve local streets in the City, avoiding expensive rehabilitation projects and preserving streets in satisfactory condition without increasing garbage rates for citizens and business owners. Though lead responsibility has shifted to Engineering, Contract Administration remains a vital team member for analyzing potential service level and rate issues, as well as being a key member in the ongoing development of the Solid Waste Plan Update. 11N The Finance Department provides financial management services for all City departments. Responsibilities include accounting and financial reporting, payroll, accounts payable, some purchasing, budgeting and financial planning, treasury, and investing. The department is also responsible for generating and analyzing financial data related to the City's operations. Er Finance is responsible for the administration, coordination, supervision and control of the City's financial activities engaged in by Mission the City. These functions are performed through a combination of interrelated activities including financial management and general To assist the City Council, accounting. City staff and citizens in the areas of financial Essential Services: ■ Budget development and monitoring. planning, budgeting, 0 Preparation of periodic budget amendments. financial reporting and 0 Treasury control and management of the City's cash and overall stewardship of the investment portfolio. City s resources. ■ Debt financing and management. 0 Collaboration with Community and Public Works staff on financing options for capital projects. ■ Internal and external financial reporting including preparation of the Annual Financial Report. ■ Coordination with the Washington State Auditor's Office for the City's annual audit which on average represents approximately 800 auditor hours each year. ■ General ledger accounting. ■ Cash receipting including preparation of daily deposits for City departments. ■ Tracking and receipting telephone utility tax payments. ■ Tracking and receipting quarterly gambling tax payments. ■ Processing payroll and accounts payable for 116.25 full-time equivalent employees as well as seasonal and temporary employees. ■ Process approximately 4,000 accounts payable checks. ■ Project accounting, including grant accounting and processing reimbursement requests. ■ Advertise and call for applications for outside agency grants For both social service and economic development agencies. ■ Advertise and call for applications for lodging tax grants. The Human Resources office is responsible for providing personnel consultation and employee services to the management of the City of Spokane Valley and its employees, supporting a workforce that is motivated to deliver quality services to the community. The office, along with the Wellness Committee, continues to achieve the WellCityAward by developing a qualified Wellness Program which Mission is anticipated to reduce employee health care expense by more than $35,000 per year. To promote an The Human Resource office also provides Risk Management services employment environment to the City in the identification, assessment and prioritization of risks that supports the mission followed by coordinated and economical application of resources to minimize, monitor and control the probability and/or impact of such Of the City and the risks. Further, the Human Resources Manager functions as the development of its Americans with Disabilities Act (ADA) coordinator guiding the City's employees. efforts to promote access to its citizens. As the City's designated contact for persons requesting accommodation, the Human Resource Manager works with the public to provide reasonable access to City services. Human Resources prepares the City for the many changes in the external business environment, including increased governmental mandates and legislation, recruitment needs as the pool of skilled workers decreases, the increasing cost of labor and changing workforce demographics. Essential Services: ■ Employee recruitment. ■ Labor Relations. ■ Risk Management. ■ ADA Coordination & Consultation. ■ Employee training. ■ Employee law compliance. ■ Compensation administration. ■ Policy development and administration. ■ Employee Wellness Program. ■ Performance management. ■ Benefit administration. ■ Employee on -boarding; and ■ Title VI Coordination & Response 62 Information technology (IT) group seeks to understand technology and how it can best serve internal and external IT Information technology responsibilities include: ■ Design, maintain and support of City's data and voice network. ■ Manage, procure, and support cellular phones and mobile devices. ■ Research, order, deliver, repair and maintain all desktop, tablet, laptop and peripheral equipment. ■ Maintenance of all primary computer applications including the financial management and permitting systems; and ■ Broadcasting of City Council meetings which entails the acquisition and ongoing maintenance and support of the necessary related hardware and software, as well as working with the vendor involved with actual recording of the meeting. Essential Services: ■ Secure and support the City's data and voice network to allow staff to provide services to the public. ■ Ensure public meetings are presented online in real time. RVA The City Services Administrator provides management and oversight of the City's Facilities Department. This department is responsible for the overall operations and maintenance of the City Hall facility, the City's Valley Precinct facility, CenterPlace, and the Street Maintenance Shop as well as any other City facilities as they are acquired. Essential services: ■ Manage janitorial, landscaping, and repairs for all facilities. ■ Perform required testing of emergency systems at all facilities. ■ Coordinate routine maintenance of all systems such as HVAC. ■ Assist other City departments in purchasing of furniture. 53 The Community and Public Works Department is comprised of four divisions: the Administration Division, the Engineering Division, the Building & Code Enforcement Division, and the Streets Maintenance Division. Administration Division The Administration Division is responsible for the management and direction of the Community & Public Works Department within the City of Spokane Valley. In addition to managing the four operational divisions, the Administration Division is responsible for setting department goals, objectives, and policies. Engineering Division The Engineering Division is comprised of four sections, the Capital Improvement Program, Development Engineering, Traffic Management and Operations, and Utilities. Building & Code Enforcement Division The Division is comprised of two sections, the Building Section, and the Code Enforcement Section. The Building Section is responsible for implementing and monitoring numerous building codes as adopted by the State and City. The Code Enforcement Section is responsible for enforcing City codes as they relate to private property in general. Street Maintenance Division The Street Maintenance Division provides responsive maintenance and repairs for approximately 461 center line miles of City streets. Most services provided by the Street Fund 101 are contracted services, under the oversight of City staff. These contracted services include street and stormwater maintenance, roadway landscape maintenance, street sweeping, and stormwater facilities cleaning. During winter months, the Street Maintenance Division is also responsible for managing snow and ice services utilizing both City -owned and operated equipment, as well as contracted equipment and labor services. Additionally, the Street Maintenance Division also provides City-wide fleet management services, assuring the City's vehicle fleet is safe and operational. 54 The Engineering Division is one of the four divisions within the Community and Public Works Department. The Engineering Division is comprised of four sections, the Capital Improvement Program, Development Engineering, Traffic Management and Operations, and Utilities. Capital Improvement Program The Capital Improvement Program Section (CIP) plans, designs, and constructs new facilities and maintains, preserves, and reconstructs existing facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails, and civic and community buildings. This requires careful prioritized long-range planning, acquisition and management of state and federal grant funding, coordination with stakeholder groups, and proficient project management. Essential Services: ■ Prioritize and coordinate submittal of grant requests for federal and state funding sources. ■ Implement the Pavement Management Program. ■ Develop the annual Six Year Transportation Improvement Program (TIP) and the update of the current year TIP. ■ Manage Capital Projects in accordance with City, state, and federal requirements. ■ Coordinate with local utility companies. ■ Administer the bid and award process. ■ Provide construction administration, including inspection, documents, and contract management for projects. ■ Ensure proper project closeout. ■ Ensure compliance with grant agency requirements. ■ Coordinate with Spokane Regional Transportation Council (SRTC) and other local, regional, and state jurisdictions on the metropolitan transportation plan, regional transportation policies and projects. ■ Collaborate with Street Maintenance, Stormwater, Traffic, Parks, Development Engineering and Economic Development for all projects. Development Engineering The Development Engineering Section (DE) ensures that land actions and commercial building site permits comply with adopted codes and standards for private infrastructure development through plan review and construction inspections. Development Engineering periodically updates the City's development code and design standards pertaining to construction activities, ensuring adherence to federal and state requirements, as well as the City's adopted Comprehensive Plan. As the City does not have surveyors, a surveying consultant reviews all surveying information provided in plats, binding site plans (BSPs), easements, and right-of-way dedications to ensure accuracy and compliance with state law. Essential services: ■ Provide engineering plan reviews in association with land use actions, property development, and building permits. ■ Identify, develop, and institute City code amendments as regulatory guidelines change. ■ Identify, develop, and institute City design standard changes as regulatory standards change. ■ Provide construction oversight for various development and capital projects. ■ Review, issue, and monitor grading permits. ■ Review, issue, and monitor right-of-way permits. ■ Provide right-of-way inspections for various development and capital projects. Traffic Management and Operations The Traffic Engineering Section (TE) provides traffic engineering services for safe and efficient multi -faceted transportation systems throughout the City. Traffic Engineering oversees the operation of traffic signals, the installation and maintenance of roadway signs, and roadway channelization (striping). Traffic Engineering is also responsible for transportation planning and design in support of the CIP, of private development projects, and regional transportation efforts. Essential Services: ■ Optimize and coordinate traffic signal installation, maintenance, and operation. ■ Oversee, monitor, and develop mitigation measures for traffic congestion citywide. ■ Identify and schedule the collection of annual traffic data for the City's principal roadway network. ■ Prepare traffic control, signal, signing and channelization plans and specifications in cooperation with capital projects. ■ Scope and review traffic studies for private development that utilizes the services of the City's street network. ■ Identify projects that mitigate transportation impacts, or correct deficiencies, caused by the increased traffic volumes associated with new development. ■ Identify capital improvement projects that improve the transportation system throughout the City. ■ Develop Transportation Management Plans and Studies that identify school zone safety, pedestrian, and bike facilities. ■ Assist the DE and CIP Sections in preparing grant applications for various projects that impact the City's transportation network. ■ Monitor motorized and non -motorized crashes to address safety concerns on the citywide street network. ■ Review Traffic Control Plans for compliance with the Manual on Uniform Traffic Control Devices Handbook (MUTCD). ■ Provide review of Traffic Control Plans and permits for oversize loads, special events, and transportation network access control. ■ Partner with the Washington State Department of Transportation (WSDOT), the Spokane Regional Transportation Council (SRTC), Spokane County and neighboring jurisdictions to coordinate regional transportation needs. ■ Coordinate with Spokane Regional Transportation Management Center (SRTMC) on transportation management within the City and region. Implement, monitor, and maintain the City's Intelligent Transportation Systems (ITS) and Traffic Operations Center. Utilities The Utilities Section oversees the City's Surface and Stormwater Utility, manages the City's contracts for solid waste collection and disposal, oversees the City's floodplain management services, and coordinates other utility issues on behalf of the City. The City's Surface and Stormwater Utility manages the City's efforts to collect, treat, store and discharge stormwater, while managing the risks to public safety, health and property from flooding and erosion. The Utilities Section also monitors and implements the requirements of the Clean Water Act for stormwater discharges including implementation of the City's National Pollutant Discharge Elimination System (LAPSES) permit, Underground Injection Control (UIC) rules, and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load (TMDL) requirements for the Spokane River. The Utilities section provides required annual reporting to Washington State Department of Ecology. Finally, the Utilities Section is responsible for administering the National Flood Insurance Program (NFIP) within the City as required by the Federal Emergency Management Agency (FEMA). As part of these efforts, staff enforces local floodplain ordinances, assists homeowners and developers, and works with FEMA on determining local flood elevations. Essential Services: ■ Provide inventory, inspection, and investigations for all City stormwater facilities. ■ Provide Geographic Information System (GIS) mapping related to stormwater facilities, both public and private, throughout the City. ■ Maintain the City's compliance with all environmental and utility laws, codes, and regulations. ■ Provide floodplain management services on behalf of the City. ■ Provide floodplain management services to other agencies and private entities. ■ Assist in the planning, design, and construction of capital improvements throughout the City, focusing on project utility requirements. ■ Manage City street sweeping planning and operations. ■ Manage the operations and maintenance of all City storm drainage structures. ■ Represent the City in Stormwater Public Education and Outreach efforts. ■ Represent the City in regional solid waste and recycling efforts. ■ Provide management, implementation, and oversight of the City's Solid Waste Management Program. ■ Manage the City's solid waste and recycling collection services contracts. ■ Represent the City on regional solid waste and recycling committees. ■ Represent the City on regional aquifer protection committees. E►-TJ The Building & Code Enforcement Division is one of the four divisions within the Community and Public Works Department. The Building & Code Enforcement Division is responsible for implementing and enforcing the City and State Building Codes, as well as City property codes, and is divided into two sections, the Building Section, and the Code Enforcement Section. Building The purpose of building codes, as adopted by the State and the City of Spokane Valley, is to promote the health, safety and welfare of the occupants or users of the building and structures and the public by requiring minimum performance standard for structural strength, exit systems, stability, sanitation, light, ventilation, energy conservation and fire safety through the following codes. ■ International Building Code. ■ International Residential Code. ■ International Mechanical Code. ■ International Fuel Gas Code. ■ Uniform Plumbing Code. ■ International Fire Code. ■ International Existing Building Code. ■ International Wildland Urban Interface Code. ■ ICC A117.1 Accessible & Usable Buildings and Facilities Standard. ■ Washington State Energy Code. Implementation of these regulations through plan review and inspection of building construction projects assures that citizens can correctly assume that the buildings and structures in which they occupy are safe. Essential Services: ■ Commercial construction plan review. ■ Residential construction plan review. ■ Accessibility (handicap) plan review. ■ Commercial and residential construction inspection. ■ Permit intake, processing, and issuance. ■ Permit coordination. Code Enforcement The Code Enforcement Section is responsible for enforcing City Codes related to private properties. This work includes investigating cases and conditions regarding junk vehicles, garbage, unsafe structures, various zoning violations, traffic safety hazards and sign code violations, while maintaining a pro -active enforcement model as directed by administration. Code Enforcement personnel work with neighborhoods, helping to maintain both residential and commercial properties in a safe and clean condition. Work regularly requires coordination with law 58 enforcement and fire prevention personnel to mitigate life and fire safety hazards as well as working with the Spokane Regional Health Department and Housing and Homeless Coordinator staff on issues related to homeless individuals, senior citizens, and families in distress. In addition, Code Enforcement acts as a community resource directing citizens to other service agencies for assistance as appropriate. E►T] The Economic Development Department strengthens and builds community identity by administering business retention, expansion, and recruitment; tourism and economic development marketing; strategic initiatives and studies; coordination with regional partners; Geographical Information Systems (GIS); current and long-range planning; and housing and homeless services. Oversight of these activities is also coordinated closely with the City Administration. The sections below provide additional information for the Economic Development Department programs. Essential Services: ■ Encourage a diverse and stable business environment. ■ Establish and maintain communication with various entities to promote and facilitate the implementation of the City's economic development strategies. ■ Provide information and make connections for businesses to the City and other organizations providing funding, technical assistance, and business support. ■ Collaborate with regional economic development partners to elevate our community for tourism, unique retailers and attractions that support our economy. ■ Conduct special studies and reports related to economic development priorities and projects. ■ Develop and implement strategies to promote business retention, expansion, and recruitment. ■ Coordinate with business owners and developers to provide possible site locations, market research, and related information to promote business development. ■ Maintain the WA state business license database and review home business permit applications for compliance. ■ Use GIS technology to inform and engage citizens and business owners. ■ Coordinate the Tourism Promotion Program to promote tourism and increase overnight stays at lodging facilities within the City boundaries. ■ Maintain the community's vision for growth in the city's Comprehensive Plan; review and revise the laws that regulate the use of property; and administer both the subdivision code and the zoning ordinance. ■ Evaluate the Comprehensive Plan's strategic actions and identify implementation measures. The Planning Division is located in the Economic Development Department and oversees both long-range and current planning for the City. The Division oversees the development and implementation of the Comprehensive Plan, Shoreline Master Program, and Housing Action Plan, including developing and processing amendments to the comprehensive plan, zoning, subdivision regulations, and related procedural requirements. The Division handles land use permit processing such as subdivisions, shoreline permits, conditional use permits, boundary line adjustments, and zoning letters. The Division also ensures the City maintains consistency with state laws like the Growth Management Act, the Shoreline Management Act, the State Environmental Policy Act, Subdivisions, and other related land use laws. Essential Services: ■ Ensure that the City's plans are consistent with Growth Management Act (RCW 36.70A). ■ Ensure and document that the City's plans are consistent with the Shoreline Management Act (RCW 90.58). ■ Maintain the City's compliance with the State Environmental Policy Act (SEPA RCW 43.21 C). ■ Evaluate and process amendments to the Comprehensive Plan. ■ Evaluate and process amendments to the Spokane Valley Municipal Code. ■ Coordinate, evaluate, and process short subdivisions, subdivisions, binding site plans, street vacations, conditional use permits, and other land use permit applications. ■ Prepare and conduct required public hearings related to land use issues, code text amendments, and City plan adoptions. ■ Maintain and provide City information, including demographics, planning data, and comprehensive plan statistics to the US Census Bureau. With offices located in the CenterPlace Regional Event Center, the Parks & Recreation Department consists of six divisions: Parks Administration, Parks Maintenance, Recreation, Aquatics, Senior Center and CenterPlace. Parks Maintenance and Aquatics services are contracted with external businesses or agencies. The Parks & Recreation Department also provides various recreation programs, contracts with private recreation program providers, and maintains a database of local recreation programs and services to help match Mission citizens with existing services. Parks Administration and Maintenance To enrich the quality of life for everyone who Parks Administration and Maintenance Vision lives, works in or visits To provide and maintain quality parks that offer a diverse range of Spokane Valley through experiences in a safe and beautiful environment, to provide enjoyable, restorative and memorable places to spend time, and to provide quality programs, parks physical amenities that support and enhance active living and social and events. interaction opportunities. Essential services: ■ Implements the goals and objectives of the City Council. ■ Develops policies and procedures. ■ Facilitates the upkeep and use of parks and public areas including the Appleway and Centennial Trails. ■ Manages the private park maintenance, aquatic operation and janitorial contracts. ■ Works to acquire and develop new park facilities. ■ Issues and Administers City Special Event permits. e-: Recreation Recreation Vision To deliver a diversified recreational and educational experiences for all ages, while fostering vigorous community partnerships, and advocating health, wellness and physical activity. Essential services: ■ Provides summer day camp, teen camp, winter break camp, summer park program and outdoor movies. ■ Designs and publishes the Recreation Program brochure twice a year. ■ Coordinates and offers over 21 different recreation programs year-round. ■ Partners with the Spokane County Library District, YMCA, Spokane Parks Foundation, East Valley School District, Liberty Lake, Spokane Valley Partners, City of Spokane and Spokane County; and ■ Maintains database of local recreation programs and services to help match citizens with existing services. Aquatics The City of Spokane Valley owns three outdoor swimming pools which offer open swim opportunities, swim lessons, swim team and facility rentals. In addition, the City leases a portion of Valley Mission Park to Splash Down, a privately -operated water park. CenterPlace Regional Event Center CenterPlace Regional Event Center Vision To promote corporate and private events which will help stimulate our local economy, to produce customized, high -quality events, and to provide an experience that showcases the values of Spokane Valley. Facility Maintenance is to maintain this facility through sustainability, energy efficiency and maintaining building integrity. Essential Services: ■ Regional focal point for Northeastern Washington, Northern Idaho and Western Montana. ■ 54,000 square foot facility located in Mirabeau Point Park. ■ Open seven days a week, this is the home of the Parks & Recreation Department and the Valley Senior Center. ■ Reserves and rents to over 1,000 educational, corporate and social events annually. ■ Provides set up and take downs for all activities. ■ Manages food services and marketing contract. ■ Partners with Spokane Community College and Central Valley School District; and ■ Manage outside venues and interior rooms including a great room, commercial kitchen, fireside lounge, auditorium, and numerous meeting rooms. Senior Center Senior Center Vision To empower adults 50+ for personal independence, healthy aging, social connection and life-long learning experiences, to serve as a hub and focal point, to complement existing services and provided programs, activities and opportunities for the aging population, and to operate as a multi -purpose senior center to provide health, social, educational, referral and recreational services. 63 Essential Services: ■ Manages the Senior and Wellness Center at CenterPlace from 8-4 Monday through Friday. ■ Coordinates all activities and programming — over 50 different programs. ■ Utilizes over 75 volunteers. ■ Facilitates Meals on Wheels program; and maintains an active membership of over 1,000. 64 The Street Maintenance Division is one of the four divisions within the Community and Public Works Department. The Street Maintenance Division is comprised of five sections, the Street System Maintenance, Winter Roadway Operations, Traffic Control System Maintenance, Bridge Maintenance, and Fleet Management Program. Street System Maintenance The Street Maintenance Division provides responsive maintenance and repairs for approximately 461 center line miles of City streets. Most street maintenance services provided are contracted services, under the oversight of City staff. Street and stormwater maintenance and repair account for over three million dollars annually to provide asphalt patching, crack sealing, gravel shoulder repairs, curb and sidewalk repairs, gravel road grading and stormwater repairs. The street sweeping contract provides routine monthly maintenance along with a dedicated full spring sweep and partial fall sweep, performed in conjunction with the stormwater management program. The contract for storm drain cleaning is responsible for cleaning drywells, catch basins, culverts, swale inlets and bridge drains. The City contracts for services that provide litter and trash control on arterial streets, weed control and trash clean up as requested, mowing, and maintaining all City dry land grass and snow removal from sidewalks on City -owned bridges. Additionally, the City contracts for roadway landscaping services to maintain all City -owned rights -of -way and provide weed control on all major arterials including sidewalks. Essential Services: ■ Monitor the City's street system network for immediate and ongoing repair and maintenance issues. ■ Provide Public Works emergency response to assist with windstorm and natural disaster debris and hazardous spills. ■ Provide road repair activities including pothole repair, crack sealing, and pavement surface management. ■ Coordinate and monitor street sweeping and storm drain cleaning activities. ■ Coordinate and monitor right-of-way landscape maintenance and litter control. ■ Monitor and maintain the City' vehicle fleet in its entirety. Winter Roadway Operations During the winter months, the Street Maintenance Division provides winter roadway operations using City forces and equipment, as well as contracted equipment and labor. The City maintains a fleet of snowplows, sanding trucks, and liquid deicer trucks, which are available at moment's notice when winter storms appear. The City -owned snowplows are responsible for clearing of the Priority 1 and 2 roads, along with selected residential hillsides. In addition to City staff, the City contracts with M-1 outside labor forces to use City equipment to maintain 24-hour a day service. On those many occasions where residential plowing is necessary, the City contracts for road grader and operator services, as traditional snowplows are ineffective on residential roads. Essential Services ■ Monitor winter weather events to assist in planning winter roadway operations. ■ Provide round-the-clock maintenance. ■ Apply deicer to bridges and intersections as winter temperatures dictate. ■ Remove snow and ice from arterial roadways continually during winter events. ■ Provide sidewalk snow removal, ice control, and storm inlet maintenance. ■ Organize and monitor contractors assigned to winter snow removal. Traffic Control System Maintenance Traffic control system maintenance includes ongoing planning, preventative maintenance, and emergency repairs of the City's traffic management systems. The system includes a City-wide Intelligent Traffic System (ITS), including nearly 80 signalized intersections, 20 miles of fiber optic cabling, traffic control cameras, and all associated computer and software components. Additionally, the traffic control system includes roadway markings, streetlight systems, enhanced pedestrian crossing systems, school zone beacons, and over 25,000 street signs. Essential Services ■ Provide 24-hour standby and emergency repair. ■ Conduct routine, including weekly, monthly, and annual system assessments. ■ Provide coordination with school districts for school zone beacons. ■ Provide traffic control system inspection for ITS and other capital projects. ■ Monitor, evaluate, and coordinate the integrated traffic control system with the Spokane Regional Transportation Management Center (SRTMC). ■ Coordinate the City's major arterial traffic control systems for maintaining efficient traffic movements. Bridge Maintenance Program The City of Spokane Valley's Bridge Maintenance Program combines cost effective actions and strategies to maximize the useful life of the Valley's bridges. There are two types of maintenance; normal annual maintenance, and maintenance work that is noted during bridge inspections. The objective of the program is to ensure public safety through inspection, maintenance, rehabilitation, and replacement of the 13 City - owned bridges. Additionally, the City provides safety inspections on two bridges owned by the Union Pacific Railroad and one owned by Burlington Northern Railroad. Essential Services ■ Conduct required bridge inspections and reporting. ■ Develop maintenance and repair programs for individual bridges. ■ Assist City maintenance staff and contracted workforces in necessary bridge maintenance efforts. ■ Develop and manage bridge load ratings and guidelines for all City bridges. ■ Develop, monitor, and maintain a bridge capital project program. ■ Conduct bridge repairs and capital bridge projects. Fleet Management Program The Fleet Management Program provides comprehensive efforts in maintaining and managing the City's vehicle, snowplow, and construction equipment fleet. The main purpose of the program is to oversee the City's fleet to maintain an efficient and safe fleet for staff, in compliance with vehicle laws and regulations. Essential Services ■ Maintain an inventory of all City -owned vehicles, snowplows, and construction equipment. ■ Develop an overall fleet assessment and replacement plan to keep the fleet safe and reliable. ■ Plan and conduct fleet diagnostic services and preventative maintenance. ■ Respond to emergency, real-time, repair services. ■ Provide research and recommendations for asset replacement, following the identified plan or as necessary in emergencies. M-4 68 2024 Budget Figures and Schedules M.*l CITY OF SPOKANE VALLEY, WA 2024 Budget Summary E timated Estirnated Beginning Ending, Fund Fund Total Fund ,Annual Appropriation Funds No; Balance Revenues 'Sources , AppropetAbons , 'Balance General Fund 001 Street Fund 101 Paths & Trails Fund 103 Hotel/Motel Tax - Tourism Facilities Fund 104 Hotel/Motel Tax Fund 105 Solid Waste PEG Fund Affordable & Supportive Housing Sales Tax Func Tourism Promotion Area Fund Homeless Housing Program Fund CenterPlace Operating Reserve Fund Service Level Stabilization Fund Winter Weather Reserve Fund LTGO Bond Debt Service Fund REET 1 Capital Projects Fund REET 2 Capital Projects Fund Street Capital Projects Park Capital Projects Fund Civic Facilities Capital Projects Fund Pavement Preservation Fund Capital Reserve Fund Railroad Grade Separation Projects Fund Transportation Impact Fees Fund Economic Development Capital Projects Fund 106 107 108 109 110 120 121 122 204 301 302 303 309 310 311 312 314 315 316 42,140,411 62,641,100 63,349,002 63,349,002 1,750,749 9,401,123 11,151,872 9,623,274 47,168 9,200 56,368 0 4,739,903 680,000 5,419,903 0 553,519 910,000 1,463,519 1,282,200 1,128,645 290,000 1,418,645 290,000 231,782 66,000 297,782 73,000 777,569 208,000 985,569 0 400,000 1,200,000 1,600,000 1,200,000 0 640,000 640,000 0 300,000 0 300,000 0 5,500,000 0 5,500,000 0 532,880 6,000 538,880 500,000 0 950,550 950,550 950,550 5,133,191 1,590,000 6,723,191 2,068,463 4,516,368 1,600,000 6,116,368 1,793,287 1,943,151 8,875,775 10,818,926 8,875,775 177,301 380,000 557,301 220,000 15,424 1,200 16,624 0 3,485,705 3,362,600 6,848,305 3,550,000 12,339,194 500,000 12,839,194 1,026,792 87,903 3,102,623 3,190,526 3,152,622 865,904 300,000 1,165,904 0 0 0 0 0 41,432,509 966,767 56,368 5,419,903 181,319 1,128,645 224,782 985,569 400,000 640,000 300,000 5,500,000 38,880 0 4,654,728 4,323,081 1,943,151 337,301 16,624 3,298,305 11,812,402 37,904 1,165,904 0 86,666,767 96,714,171 141,948,429 97,954,965 84,864,142 Estimiated ! Estimated Beginning, Ending Fund Working Total Working Working Capital Funds, Na: , Capital Oievrenues Sources - Appropriations Capital Stormwater Management Fund 402 4,174,093 5,640,000 9,814,093 5,494,993 4,319,100 Aquifer Protection Area Fund 403 903,822 520,000 1,423,822 1,055,000 368,822 Equipment Rental & Replacement Fund 501 1,144,719 508,200 1,652,919 700,000 952,919 Risk Management Fund 502 428,022 700,000 1,128,022 700,000 428,022 Passthrough Fees & Taxes 632 0 500,000 500,000 500,000 0 6,650,656 7,868,200 14,518,856 8,449,993 6,068,863 Total of all Funds 93,317,423 104,582,371 156,467,285 106,404,958 90,933,005 ri9l CITY OF SPOKANE VALLEY, WA 2024 Budget 2023 As Adopted I Amendment As Amended 21124 Budget 10/24/2023 RECURRING ACTIVITY Revenues Property Tax 13,569,200 0 13,569,200 13,824,900 255,700 1.88% Sales Tax 30,555,000 0 30,555,000 33,709,600 3,154,600 10.32% Sales Tax - Public Safety 1,357,000 0 1,357,000 1,600,800 243,800 17.97% Sales Tax - Criminal Justice 2,398,000 0 2,398,000 2,818,500 420,500 17.54% Gambling Tax and Leasehold Excise Tax 383,000 0 383,000 485,000 102,000 26.63% Franchise Fees/Business Registration 1,215,000 0 1,215,000 1,370,000 155,000 12.76% State Shared Revenues 2,341,000 0 2,341,000 2,469,400 128,400 5.48% Fines and Forfeitures/Public Safety 518,600 0 518,600 500,600 (18,000) (3.47%) Community and Public Works 3,145,900 0 3,145,900 3,481,900 336,000 10.68% Recreation Program Revenues 625,500 0 625,500 607,200 (18,300) (2.93%) Grant Proceeds 120,000 0 120,000 120,000 0 0.00% Miscellaneous Department Revenue 2,500 0 2,500 87,000 84,500 3380.00% Miscellaneous & Investment Interest 158,200 0 158,200 1,211,200 1,053,000 665.61% Transfers in - #105 (h1m tax-CP advertising) 30,000 0 30,000 30,000 0 0.00% Total Recurring Revenues 56,418,900 0 56,418,900 62,316,100 5,897,200 10.45% Expenditures City Council 707,558 0 707,558 721,407 13,849 1.96% City Manager 965,890 (121,476) 844,414 863,883 19,469 2.31% City Attorney 903,110 306,746 1,209,856 932,980 (276,876) (22.89%) City Services 0 975,887 975,887 1,301,725 325,838 33.39% Public Safety 32,771,515 846 32,772,361 35,251,248 2,478,887 7.56% Deputy City Manager 590,817 13,935 604,752 595,023 (9,729) (1.61%) Finance 1,313,840 108,256 1,422,096 1,422,458 362 0.03% Human Resources 354,278 31,306 385,584 380,533 (5,051) (1.31%) Information Technology 425,208 14,314 439,522 446,178 6,656 1.51% Facilities 469,652 10,692 480,344 1,313,685 833,341 173.49% Community & Public Works - Administration 367,126 8,074 375,200 400,427 25,227 6.72% Community & Public Works - Engineering 2,305,213 (439,160) 1,866,053 2,015,430 149,377 8.00% Community & Public Works - Building 2,075,542 41,467 2,117,009 2,240,956 123,947 5.85% Economic Development 1,546,494 (395,524) 1,150,970 1,189,806 38,836 3.37% Planning 868,894 18,835 887,729 1,081,090 193,361 21.78% Parks & Rec - Administration 376,124 7,372 383,496 720,793 337,297 87.95% Parks & Rec - Maintenance 972,455 0 972,455 1,398,583 426,128 43.82% Parks & Rec - Recreation 348,356 3,487 351,843 346,310 (5,533) (1.57%) Parks & Rec - Aquatics 565,700 0 565,700 569,200 3,500 0.62% Parks & Rec - Senior Center 38,112 804 38,916 33,994 (4,922) (12.65%) Parks & Rec - CenterPlace 996,503 99,864 1,096,367 675,980 (420,387) (38.34%) General Government 1,895,218 50,200 1,945,418 1,707,540 (237,878) (12.23%) Transfers out - #204 (2016 LTGO debt service) 401,150 0 401,150 398,950 (2,200) (0.55%) Transfers out - #309 (park capital projects) 160,000 0 160,000 160,000 0 0.00% Transfers out - #311 (pavement preservation) 1,011,800 0 1,011,800 1,021,900 10,100 1.00% Transfers out - #501 (IT equip reserve) 0 0 0 86,500 86,500 0.00% Transfers out - #502 (insurance premium) 600,000 0 600,000 700,000 100,000 16.67% Total Recurring Expenditures 53,030,555 735,925 53,766,480 57,976,579 4,210,099 7.83% Recurring Revenues Over (Under) Recurring Expenditures 3,388,345 (735,925) 2,652,420 4,339,521 VA CITY OF SPOKANE VALLEY, WA 10/24/2023 2024 Budget 2023 2024 Difference Between As As 2023 and 2024 " Adopted Amendment Amended Budget $ % #001"- GENERAL FUMES - Continued ' NONRECURRING ACTIVITY Revenues Grant Proceeds (CLFR) 0 9,418,000 9,418,000 0 (9,418,000) (100.00%) Grant Proceeds (Comp Plan amendment) 0 0 0 325,000 325,000 0.00% Precinct Grant Proceeds 0 39,000 39,000 0 (39,000) (100.00%) Spokane County (Plante's Ferry Study) 0 50,000 50,000 0 (50,000) (100.00%) Judgments & Settlements 0 3,560,000 3,560,000 0 (3,560,000) (100.00%) Transfers in - #312 (police vehicle replacements) 1,200,000 200,000 1,400,000 0 (1,400,000) (100.00%) Transfers in - #312 (City Hall repairs) 0 1,200,000 1,200,000 0 (1,200,000) (100.00%) Total Nonrecurring Revenues 1,200,000 14,467,000 15,667,000 325,000 (15,342,000) (97.93%) Expenditures General Government - IT capital replacements 151,000 15,000 166,000 152,500 (13,500) (8.13%) City Attorney (office furniture for new Paralegal) 8,500 0 8,500 0 (8,500) (100.00%) Public Safety (police vehicle replacements) 1,350,085 200,000 1,550,085 0 (1,550,085) (100.00%) Public Safety (Accessifencing White Elephant) 15,000 16,000 31,000 0 (31,000) (100.00%) Public Safety (Install Precinct gutters) 4,000 0 4,000 0 (4,000) (100.00%) Public Safety (Install security cameras at Precinct) 20,000 0 20,000 0 (20,000) (100.00%) Public Safety (Law Enf. Staffing Assessment) 0 85,000 85,000 0 (85,000) (100.00%) Public Safety (furniture for roll call room) 0 30,000 30,000 0 (30,000) (100.00%) Public Safety (shop lift replacement) 0 25,000 25,000 0 (25,000) (100.00%) Public Safety (sidewalk repairs at Precinct) 0 15,000 15,000 0 (15,000) (100.00%) Public Safety (UTV) 0 0 0 36,000 36,000 0.00% Facilities (remove street trees at City Hall) 0 15,000 15,000 0 (15,000) (100.00%) Facilities (Precinct repairs & improvements) 0 0 0 155,000 155,000 0.00% Facilities (electric man -lift) 0 0 0 20,000 20,000 0.00% Facilities (CenterPlace repairs & improvements) 0 0 0 241,000 241,000 0.00% Facilities (Balfour Facility evaluation) 0 60,000 60,000 0 (60,000) (100.00%) Engineering (furniture for additional staff) 0 16,600 16,600 0 (16,600) (100.00%) Econ Dev (20th Anniversary event planner) 30,000 4,769 34,769 0 (34,769) (100.00%) Econ Dev (Various studies - Tourism, etc) 0 209,975 209,975 0 (209,975) (100.00%) Parks & Rec (replace CenterPlace flooring) 26,000 0 26,000 0 (26,000) (100.00%) Parks & Rec (CenterPlace lobby improvements) 150,000 0 150,000 0 (150,000) (100.00%) Parks & Rec (Portico painting & carpet replacemt) 0 38,700 38,700 0 (38,700) (100.00%) Parks & Rec (CenterPlace equip assessment) 0 6,000 6,000 0 (6,000) (100.00%) Parks & Rec (CP emergency light backup batteries) 0 10,000 10,000 0 (10,000) (100.00%) Parks & Rec (CenterPlace sidewalk repairs) 0 24,000 24,000 0 (24,000) (100.00%) Parks & Rec (replace banquet chairs at CP) 0 0 0 150,000 150,000 0.00% Parks & Rec (motorized shades for Great Room) 0 0 0 25,000 25,000 0.00% Financial Software Capital Costs 500,000 200,000 700,000 0 (700,000) (100.00%) City Hall Repairs 0 1,200,000 1,200,000 0 (1,200,000) (100.00%) CLFR Project Expenditures 0 8,006,000 8,006,000 0 (8,006,000) (100.00%) Transfers out - #101 (Street Fund operations) 3,530,048 0 3,530,048 4,592,923 1,062,875 30.11 % Transfers out - #122 (replenish reserve) 0 500,000 500,000 0 (500,000) (100.00%) Transfers out - #309 (Balfour Park Imp Ph1) 0 427,327 427,327 0 (427,327) (100.00%) Transfers out - #309 (Pump replace Mirabeau Falls) 0 33,000 33,000 0 (33,000) (100.00%) Transfers out - #312 ('21 fund bal >50%) 0 5,358,054 5,358,054 0 (5,358,054) (100.00%) Total Nonrecurring Expenditures 5,784,633 16,495,425 22,280,058 5,372,423 (16,907,635) (75.89%) Nonrecurring Revenues Over (Under) Nonrecurring Expenditures (4,584,633) (2,028,425) (6,613,058) (5,047,423) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (1,196,288,) (2,764,360}„ �3 9�S6;k"r�8� �� (707,942) Beginning unrestricted fund balance 46,101,049 46,101,049 42,140,411 Ending unrestricted fund balance 44,904,761 42,140,411 41,432,509 Fund balance as a percent of recurring expenditures General Fund Summary Total revenues 57, 618, 900 14, 467, 000 72, 085, 900 62, 641,100 Total expenditures 58,815,188 17,231,350 76,046,538 63,349,002 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (1,196, 288) (2, 764, 350) (3,960,638) (707, 902) Beginning unrestricted fund balance 46,101, 049 46,101, 049 42,140, 411 Ending unrestricted fund balance 44,904, 761 42,140,411 41,432,509 ry: CITY OF SPOKANE VALLEY, WA 2024 Budget #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 Transfers in - #106 Total Recurring Revenues Expenditures Wages / Benefits / Payroll Taxes Supplies Services & Charges Snow Operations Local Street Program Intergovernmental Payments Vehicle rentals - #501 (non -plow vehicle rental) Vehicle rentals - #501 (plow replace.) Total Recurring Expenditures Recurring Revenues Over (Under) Recurring Expenditures 2023 As Adopted I Amendment As Amended 21124 Budget 10/24/2023 857,000 0 857,000 900,000 43,000 5.02% 2,062,600 0 2,062,600 1,950,700 (111,900) (5.43%) 139,200 0 139,200 137,500 (1,700) (1.22%) 95,000 0 95,000 100,000 5,000 5.26% 0 1,700,000 1,700,000 1,700,000 0 0.00% 500 0 500 10,000 9,500 1900.00% 10,000 0 10,000 10,000 0 0.00% 0 0 0 0 0 0.00% 3,164,300 1,700,000 4,864,300 4,808,200 (56,100) (1.15%) 1,314,394 303,600 1,617,994 1,641,850 23,856 1.47% 191,500 5,700 197,200 245,400 48,200 24.44% 2,803,789 17,100 2,820,889 2,840,050 19,161 0.68% 1,081,915 0 1,081,915 1,699,464 617,549 57.08% 0 3,918,100 3,918,100 1,579,560 (2,338,540) (59.69%) 1,000,000 0 1,000,000 1,025,000 25,000 2.50% 27,750 0 27,750 41,950 14,200 51.17% 275,000 0 275,000 300,000 25,000 9.09% 6,694,348 4,244,500 10,938,848 9,373,274 (1,565,574) (14.31%) (3,530,048) (2,544,500) (6,074,548) (4,565,074) NONRECURRING ACTIVITY Revenues Transfers in - #001 3,530,048 0 3,530,048 4,592,923 1,062,875 30.11 % Transfers in - #106 (local streets) 0 1,862,929 1,862,929 0 (1,862,929) (100.00%) Transfers in - #311 (local streets) 0 2,677,099 2,677,099 0 (2,677,099) (100.00%) Transfers in - #312 (surface treatment pilot) 0 250,000 250,000 0 (250,000) (100.00%) Total Nonrecurring Revenues 3,530,048 4,790,028 8,320,076 4,592,923 (3,727,153) (44.80%) Expenditures Streetlight Replacement Program 40,000 0 40,000 0 (40,000) (100.00%) Capital Equipment Replacement Programs 0 0 0 225,000 225,000 0.00% Generator for Maintenance Shop (112 cost to #402) 0 8,500 8,500 0 (8,500) (100.00%) Desks for Maintenance Shop (112 cost to #402) 0 1,530 1,530 0 (1,530) (100.00%) Bridge Replacement Program 10,000 0 10,000 25,000 15,000 150.00% Signal Maintenance Equipment 40,000 0 40,000 0 (40,000) (100.00%) Transfers out - #311 (Summerfield local access) 0 1,655,955 1,655,955 0 (1,655,955) (100.00%) Transfers out - #501 (truck for Signal Technician) 58,000 0 58,000 0 (58,000) (100.00%) Total Nonrecurring Expenditures 148,000 1,665,985 1,813,985 250,000 (1,563,985) (86.22%) Nonrecurring Revenues Over (Under) Nonrecurring Expenditures 3,382,048 3,124,043 6,506,091 4,342,923 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (148,OfY47} 5Z$;543 431"�43„ ' (222,161), Beginning fund balance 1,319,206 1,319,206 1,750,749 Less restricted fund balance 0 (533,982) (561,831) Ending fund balance 1,171,206 1,216,767 966,767 l oral revenues 0, 0,94,34t5 0, 4'Jv, VZt5 73,-1t54,3/0 9,4v7,-1Z3 Total expenditures 6,842,348 5,910,485 12, 752, 833 9,623,274 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (148,000) 579,543 431,543 (222,151) Beginning unrestricted fund balance 0 1,319,206 1,750,749 Less restricted fund balance 0 (533,982) (561,831) Ending unrestricted fund balance (148,000) 1,216, 767 966,767 73 CITY OF SPOKANE VALLEY, WA 10/24/2023 2024 Budget 2023 2024 DifferenCe Between As As 2023 and 2024 Adopted Amendment Amended Budget $ % SPECIAL REVENUE FUNDS = eontinc ed #103 - PATHS & TRAILS FUND Revenues Motor Vehicle Fuel (Gas) Tax 8,700 0 8,700 8,200 (500) (5.75%) Investment Interest 100 0 100 1,000 900 900.00% Total revenues 8,800 0 8,800 9,200 400 4.55% Expenditures Transfers out - #309 0 0 0 0 0 0.00% Total expenditures 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 0 600,000 600,000 0 0.00% Investment Interest 5,000 0 5,000 80,000 75,000 1500.00% Transfers in - #105 0 515,198 515,198 0 (515,198) (100.00%) Total revenues 605,000 515,198 1,120,198 680,000 (440,198) (39.30%) Expenditures Spokane Cnty - Avista Stadium Award 0 2,000,000 2,000,000 0 (2,000,000) (100.00%) Total expenditures 0 2,000,000 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 0 900,000 900,000 0 0.00% Investment Interest 1,000 0 1,000 10,000 9,000 900.00% Total revenues 901,000 0 901,000 910,000 9,000 1.00% Expenditures Transfers out - #001 30,000 0 30,000 30,000 0 0.00% Transfers out-#104 0 515,198 515,198 0 (515,198) (100.00%) Tourism Promotion 871,000 (561,298) 309,702 1,252,200 942,498 304.32% Total expenditures 901,000 (46,100) 854,200 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 225,000 0 225,000 250,000 25,000 11.11% Solid Waste Road Wear Fee 1,700,000 (1,700,000) 0 0 0 0.00% Investment Interest 4,000 0 4,000 40,000 36,000 900.00% Total revenues 1,929,000 (1,700,000) 229,000 290,000 61,000 26.64% Expenditures Education & Contract Administration 229,000 0 229,000 290,000 61,000 26.64% Transfers out - #101 0 1,862,929 1,862,929 0 (1,862,929) (100.00%) Transfers out - #311 1,700,000 (1,700,000) 0 0 0 0.00% Total expenditures 1,929,000 162,929 2,091,929 290,000 (1,801,929) (86.14%) Revenues over (under) expenditures 0 (1,862,929) 0 Beginning fund balance 2,991,574 2,991,574 1,128,645 Ending fund balance 2,991,574 1,128,645 1,128,645 74 CITY OF SPOKANE VALLEY, WA 10/24/2023 2024 Budget 2023 2024 Difference Between As As 2023 and 2024 Adopted I Amendment Amended Budget $ % SPECIAL REVENUE FUNDS = eontinc ed #107 - PEG FUND Revenues Comcast PEG Contribution 71,000 0 71,000 63,000 (8,000) (11.27%) Investment Interest 0 0 0 3,000 3,000 0.00% Total revenues 71,000 0 71,000 66,000 (5,000) (7.04%) Expenditures PEG Reimbursement -CMTV 39,500 0 39,500 39,500 0 0.00% Capital Outlay 33,500 0 33,500 33,500 0 0.00% Total expenditures 73,000 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 TAY Revenues Affordable & Supportive Housing Sales Tax 200,000 0 200,000 200,000 0 0.00% Investment Interest 0 0 0 8,000 8,000 0.00% Total revenues 200,000 0 200,000 208,000 8,000 4.00% Expenditures Operations 0 0 0 0 0 0.00% Total expenditures 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 1,200,000 1,200,000 1,200,000 0 0.00% Total revenues 0 1,200,000 1,200,000 1,200,000 0 0.00% Expenditures Professional Services 0 800,000 800,000 1,200,000 400,000 50.00% Total expenditures 0 800,000 800,000 1,200,000 400,000 50.00% Revenues over (under) expenditures 0 400,000 0 Beginning fund balance 0 0 400,000 Ending fund balance 0 400,000 400,000 #110 - HOMELESS HOUSING PROGRAM FUND Revenues Recording Fees 0 0 0 640,000 640,000 0.00% Investment Interest 0 0 0 0 0 0.00% Total revenues 0 0 0 640,000 640,000 0.00% Expenditures Professional Services 0 0 0 0 0 0.00% Total expenditures 0 0 0 0 0 0.00% Revenues over (under) expenditures 0 0 640,000 Beginning fund balance 0 0 0 Ending fund balance 0 0 640,000 M. CITY OF SPOKANE VALLEY, WA 10/24/2023 2024 Budget 2023 2024 Difference Between As As 2023 and 2024 Adopted Amendment Amended Budget $ % SPECIAL REVENUE FUNDS = caatinc ed #120 - CENTER PLACE OPERATING RESERVE FUND Revenues Investment Interest 0 0 0 0 0 0.00% Miscellaneous 0 0 0 0 0 0.00% Total revenues 0 0 0 0 0 0.00% Expenditures Operations 0 0 0 0 0 0.00% Total expenditures 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 #121 - SERVICE LEVEL STABILIZATION RESERVE FUND Revenues Investment Interest 0 0 0 0 0 0.00% Miscellaneous 0 0 0 0 0 0.00% Total revenues 0 0 0 0 0 0.00% Expenditures Operations 0 0 0 0 0 0.00% Total expenditures 0 0 0 0 0 0.00% Revenues over (under) expenditures 0 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 1,100 0 1,100 6,000 4,900 445.45% Transfers in - #001 0 500,000 500,000 0 (500,000) (100.00%) Subtotal revenues 1,100 500,000 501,100 6,000 (495,100) (98.80%) Expenditures Street maintenance expenditures 500,000 0 500,000 500,000 0 0.00% Total expenditures 500,000 0 500,000 500,000 0 0.00% Revenues over (under) expenditures (498,900) 1,100 (494,000) Beginning fund balance 31,780 31,780 532,880 Ending fund balance (467,120) 32,880 38,880 76 76 CITY OF SPOKANE VALLEY, WA 2024 Budget #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 #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 2023 As Adopted I Amendment As Amended 21124 Budget 10/24/2023 527,200 0 527,200 551,600 24,400 4.63% 401,150 0 401,150 398,950 (2,200) (0.55%) 80,600 0 80,600 0 (80,600) (100.00%) 80,600 0 80,600 0 (80,600) (100.00%) 1,089,550 0 1,089,550 950,550 (139,000) (12.76%) 527,200 0 527,200 551,600 24,400 4.63% 161,200 0 161,200 0 (161,200) (100.00%) 401,150 0 401,150 398,950 (2,200) (0.55%) 1,089,550 0 1,089,550 950,550 (139,000) (12.76%) 0 0 0 0 0 0 0 0 0 1,500,000 0 1,500,000 1,500,000 4,000 0 4,000 90,000 1,504,000 0 1,504,000 1,590,000 0 0.00% 86,000 2150.00% 86,000 5.72% 80,600 0 80,600 0 (80,600) (100.00%) 385,967 174,471 560,438 897,312 336,874 60.11% 1,037,500 0 1,037,500 1,170,350 132,850 12.80% 3,655 3,544 7,199 801 (6,398) (88.87%) 1,507,722 178,015 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 1,500,000 1,500,000 0 0.00% 6,000 0 6,000 100,000 94,000 1566.67% 1,506,000 0 1,506,000 1,600,000 94,000 6.24% 80,600 0 80,600 0 (80,600) (100.00%) 602,720 1,918,112 2,520,832 440,437 (2,080,395) (82.53%) 0 5,000 5,000 0 (5,000) (100.00%) 1,037,500 0 1,037,500 1,170,350 132,850 12.80% 135,000 1,875 136,875 182,500 45,625 33.33% 1,855,820 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 CITY OF SPOKANE VALLEY, WA 10/24/2023 2024 Budget 2023 2024 DifferenCe Between As As 2023 and 2024 Adopted Amendment Amended Budget $ % CAPITAL PROJECTS FUNDS- dontinued #303 - STREET CAPITAL PROJECTS FUND Revenues Grant Proceeds 7,988,376 1,533,340 9,521,716 6,949,896 (2,571,820) (27.01%) Developer 71,615 379,392 451,007 588,130 137,123 30.40% Transfers in - #301 385,967 174,471 560,438 897,312 336,874 60.11 % Transfers in - #302 602,720 1,918,112 2,520,832 440,437 (2,080,395) (82.53%) Transfers in - #312 0 220,866 220,866 0 (220,866) (100.00%) Transfers in - #315 108,449 (108,449) 0 0 0 0.00% Total revenues 9,157,127 4,117,732 13,274,859 8,875,775 (4,399,084) (33.14%) Expenditures 205 Sprague/Barker Intersections Improvement 19,766 (19,766) 0 0 0 0.00% 249 Sullivan/Wellesley Intersection 0 765,321 765,321 0 (765,321) (100.00%) 300 Pines and Mission Intersection Improvement 1,294,831 (952,285) 342,546 1,599,256 1,256,710 366.87% 313 Barker Rd/Union Pacific Crossing 1,044,000 0 1,044,000 50,000 (994,000) (95.21%) 318 Wilbur Sidewalk- Boone to Mission 0 172,701 172,701 0 (172,701) (100.00%) 320 Sullivan Preservation - Sprague to 8th 2,070,462 395,578 2,466,040 5,000 (2,461,040) (99.80%) 321 Argonne Corridor Impry - North of Knox 10,000 0 10,000 19,608 9,608 96.08% 326 2020 Citywide Reetro reflective Post Plates 89,502 0 89,502 0 (89,502) (100.00%) 327 Sprague Stormwater & Crossing Project 1,557,410 0 1,557,410 2,365,000 807,590 51.85% 329 Barker Road Imp- City Limits to Appleway 750,000 (652,029) 97,971 50,000 (47,971) (48.96%) 332 NE Industrial Area - Sewer Extension 25,000 (25,000) 0 0 0 0.00% 335 Mission Ave over Evergreen Deck Repair 0 409,539 409,539 0 (409,539) (100.00%) 340 8th Ave Sidewalk- Coleman to Park 401,011 924,155 1,325,166 0 (1,325,166) (100.00%) 342 School zone beacons 0 112,417 112,417 0 (112,417) (100.00%) 344 Park Rd Sidewalk- Broadway to Cataldo 338,862 0 338,862 0 (338,862) (100.00%) 345 Park Rd Sidewalk- Nora to Baldwin 311,600 0 311,600 0 (311,600) (100.00%) 346 Bowdish Sidewalk 12th to 22nd 244,683 232,690 477,373 2,106,777 1,629,404 341.33% 347 Broadway and Park Intersection 0 2,124,411 2,124,411 410,134 (1,714,277) (80.69%) 348 Barker Road Improvements- Appleway to 190 0 300,000 300,000 0 (300,000) (100.00%) 351 Barker Road Imp - Sprague to Appleway 0 255,000 255,000 595,000 340,000 133.33% Argonne Bridge 0 75,000 75,000 675,000 600,000 800.00% Contingency 1,000,000 0 1,000,000 1,000,000 0 0.00% Total expenditures 9,157,127 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 were bid with the pavement preservation work. #309 - PARK CAPITAL PROJECTS FUND Revenues Grant Proceeds 126,100 200,790 326,890 0 (326,890) (100.00%) Transfers in - #001 160,000 460,327 620,327 160,000 (460,327) (74.21 %) Transfers in - #302 0 5,000 5,000 0 (5,000) (100.00%) Transfers in - #310 0 40,192 40,192 0 Transfers in - #312 4,523,900 1,153,946 5,677,846 220,000 (5,457,846) (96.13%) Total revenues 4,810,000 1,860,255 6,670,255 380,000 (6,290,255) (94.30%) Expenditures 314 Balfour Park frontage improvements 0 5,000 5,000 0 (5,000) (100.00%) 316 Balfour Park improvements Phase 1 3,400,000 1,822,255 5,222,255 20,000 (5,202,255) (99.62%) 328 Sullivan Park water line 500,000 0 500,000 0 (500,000) (100.00%) 338 Spokane Valley River Loop Trail 750,000 0 750,000 0 (750,000) (100.00%) Replace pump at Mirabeau Falls 0 33,000 33,000 0 (33,000) (100.00%) Parking & Trail Design (Summerfield, Ponderosa, Flor< 136,900 0 136,900 0 (136,900) (100.00%) West Lawn Shade Canopy for Stage 23,100 0 23,100 0 (23,100) (100.00%) Greenacres Park Phase 2 0 0 0 200,000 200,000 0.00% Total expenditures 4,810,000 1,860,255 6,670,255 220,000 (6,450,255) (96.70%) Revenues over (under) expenditures 0 0 160,000 Beginning fund balance 177,301 177,301 177,301 Ending fund balance 177,301 177,301 337,301 78 CITY OF SPOKANE VALLEY, WA 2024 Budget 2023 As Adopted I Amendment As Amended 21124 Budget #310 - CIVIC FACILITIES CAPITAL PROJECTS FUND Revenues Investment Interest 1,000 0 1,000 1,200 Total revenues Expenditures Payment to Library District Transfer out - #309 (Balfour Park) 1,000 0 1,000 1,200 0 799,093 799,093 0 40,192 40,192 10/24/2023 200 20.00% 200 20.00% 0 (799,093) (100.00%) 0 (40,192) (100.00%) Total expenditures 0 839,285 839,285 0 (839,285) (100.00%) 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 1,011,800 0 1,011,800 1,021,900 10,100 1.00% Transfers in - #101 (local streets) 0 1,655,955 1,655,955 0 (1,655,955) (100.00%) Transfers in - #106 1,700,000 (1,700,000) 0 0 0 0.00% Transfers in - #301 1,037,500 0 1,037,500 1,170,350 132,850 12.80% Transfers in - #302 1,037,500 0 1,037,500 1,170,350 132,850 12.80% Grant Proceeds 1,760,000 876,000 2,636,000 0 (2,636,000) (100.00%) Total revenues 6,546,800 831,955 7,378,755 3,362,600 (4,016,155) (54.43%) Expenditures Pavement preservation 7,805,121 (23,470) 7,781,651 3,500,000 (4,281,651) (55.02%) Pre -project GeoTech 50,000 0 50,000 50,000 0 0.00% Transfer out- #101 (local streets) 0 2,677,099 2,677,099 0 (2,677,099) (100.00%) Total expenditures 7,855,121 2,653,629 10,508,750 3,550,000 (6,958,750) (66.22%) Revenues over (under) expenditures (1,308,321) (3,129,995) (187,400) Beginning fund balance 6,615,700 6,615,700 3,485,705 Ending fund balance 5,307,379 3,485,705 3,298,305 #312 - CAPITAL RESERVE FUND Revenues Transfers in - #001 ('21 fund bal >50%) 0 5,358,054 5,358,054 0 (5,358,054) (100.00%) Grant Proceeds 0 0 0 0 0 0.00% Investment Interest 20,000 0 20,000 500,000 480,000 2400.00% Total revenues 20,000 5,358,054 5,378,054 500,000 (4,878,054) (90.70%) Expenditures Transfers out - #001 (police vehicle replacements) 1,200,000 0 1,200,000 0 (1,200,000) (100.00%) Transfers out - #101 (surface treatment pilot) 0 250,000 250,000 0 (250,000) (100.00%) Transfers out - #303 (Barker Rd Widening) 0 108,449 108,449 0 (108,449) (100.00%) Transfers out - #303 (School beacons) 0 112,417 112,417 0 (112,417) (100.00%) Transfers out - #309 (Balfour Park Imprints Ph. 1) 3,400,000 1,153,946 4,553,946 20,000 (4,533,946) (99.56%) Transfers out - #309 (Sullivan Park water line) 373,900 0 373,900 0 (373,900) (100.00%) Transfers out - #309 (Spokane Valley River Loop Trail) 750,000 0 750,000 0 (750,000) (100.00%) Transfers out - #309 (Greenacres Park Ph2) 347,998 15,940 363,938 200,000 (163,938) (45.05%) Transfers out - #314 (Barker Rd Overpass) 196,394 190,962 387,356 725,000 337,644 87.17% Transfers out - #314 (Pines Rd Underpass) 0 46,274 46,274 20,094 (26,180) (56.58%) Transfers out - #314 (Sullivan Interchange) 0 0 0 61,698 61,698 0.00% 10303 E Sprague Property Acquisition 0 791,000 791,000 0 (791,000) (100.00%) WSDOT Sullivan Park Property Acquisition 0 759,600 759,600 0 (759,600) (100.00%) Total expenditures 6,268,292 3,428,588 9,696,880 1,026,792 (8,670,088) (89.41%) Revenues over (under) expenditures (6,248,292) (4,318,826) (526,792) Beginning fund balance 16,658,020 16,658,020 12,339,194 Ending fund balance 10,409,728 12,339,194 11,812,402 r9:1 CITY OF SPOKANE VALLEY, WA 10/24/2023 2024 Budget 2023 2024 Difference Between As As 2023 and 2024 Adopted Amendment Amended Budget $ % CAPITAL PROJECTS FUNDS - continued #314 - RAILROAD GRADE SEPARATION PROJECTS FUN[ Revenues Grant Proceeds 2,827,086 2,069,927 4,897,013 2,112,530 (2,784,483) (56.86%) Developer Contributions 187,511 266,530 454,041 0 (454,041) (100.00%) Transfers in - #301 3,655 3,544 7,199 801 (6,398) (88.87%) Transfers in - #302 135,000 1,875 136,875 182,500 45,625 33.33% Transfers in - #312 544,392 253,176 797,568 806,792 9,224 1.16% Total revenues 3,697,644 2,595,052 6,292,696 3,102,623 (3,190,073) (50.69%) Expenditures 143 Barker BNSF Grade Separation 750,000 240,894 990,894 725,000 (265,894) (26.83%) 223 Pines Rd Underpass 2,200,000 1,665,897 3,865,897 273,674 (3,592,223) (92.92%) 311 Sullivan Rd Interchange 1,000,000 615,462 1,615,462 2,153,948 538,486 33.33% Total expenditures 3,950,000 2,522,253 6,472,253 3,152,622 (3,319,631) (51.29%) Revenues over (under) expenditures (252,356) (179,557) (49,999) Beginning fund balance 267,460 267,460 87,903 Ending fund balance 15,104 87,903 37,904 #315 - TRANSPORTATION IMPACT FEES FUND Revenues Transportation Impact Fees 200,000 0 200,000 300,000 100,000 50.00% Total revenues 200,000 0 200,000 300,000 100,000 50.00% Expenditures Transfers out - #303 108,449 (108,449) 0 0 0 0.00% Total expenditures 108,449 (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 #316 - ECONOMIC DEVELOPMENT CAPITAL PROJECTS FUND Revenues Transfers in - #312 (Fairgrounds Building) 0 0 0 0 0 0.00% Total revenues 0 0 0 0 0 0.00% Expenditures Fairgrounds Building 0 0 0 0 0 0.00% Total expenditures 0 0 0 0 0 0.00% Revenues over (under) expenditures 0 0 0 Beginning fund balance 0 0 0 Ending fund balance 0 0 0 80 CITY OF SPOKANE VALLEY, WA 2024 Budget 2023 As Adopted I Amendment As Amended #402 - STORMWATER FUND RECURRING ACTIVITY Revenues 21124 Budget Stormwater Management Fees 1,951,000 3,649,000 5,600,000 5,600,000 Investment Interest 2,000 0 2,000 40,000 Total Recurring Revenues 1,953,000 3,649,000 5,602,000 5,640,000 Expenditures Wages / Benefits / Payroll Taxes 635,392 321,976 957,368 1,316,976 Supplies 20,800 78,500 99,300 44,700 Services & Charges 1,449,742 315,080 1,764,822 2,422,317 Intergovernmental Payments 48,000 0 48,000 48,000 Vehicle rentals - #501 6,750 0 6,750 13,000 Total Recurring Expenditures 2,160,684 715,556 2,876,240 3,844,993 Recurring Revenues Over (Under) Recurring Expenditures (207,684) 2,933,444 2,725,760 1,795,007 NONRECURRING ACTIVITY Revenues Grant Proceeds 0 0 0 0 Total Nonrecurring Revenues 0 0 0 0 Expenditures Capital - various projects 200,000 150,000 350,000 1,500,000 Watershed studies 100,000 0 100,000 150,000 Stormwater Comprehensive Plan Update 50,000 0 50,000 0 Generator for Maintenance Shop (112 cost to #101) 0 8,500 8,500 0 Desks for Maintenance Shop (112 cost to #101) 0 1,530 1,530 0 Land Acquisition for Easement 0 260,000 260,000 0 Transfers out - #501 (Stormwater Vehicle) 0 60,000 60,000 0 Total Nonrecurring Expenditures 350,000 480,030 830,030 1,650,000 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures (350,000) (480,030) (830,030) (1,650,000) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (557,Cs4) 2,,45,414 f 885 fi30 145,007 -� Beginning working capital 2,278,363 2,278,363 4,174,093 Ending working capital 1,720,679 4,174,093 4,319,100 10/24/2023 0 0.00% 38,000 1900.00% 38,000 0.68% 359,608 37.56% (54,600) (54.98%) 657,495 37.26% 0 0.00% 6,250 92.59% 968,753 33.68% 0 0.00% 0 0.00% 1,150,000 328.57% 50,000 50.00% (50,000) (100.00%) (8,500) (100.00%) (1,530) (100.00%) (260,000) (100.00%) (60,000) (100.00%) 819,970 98.79% Total revenues 1,953,000 3,649,000 5,602,000 5,640,000 Total expenditures 2,510,684 1,195, 586 3,706,270 5,494,993 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (557,684) 2,453,414 1,895,730 145,007 Beginning unrestricted fund balance 2,278,363 2,278,363 4,174,093 Ending unrestricted fund balance 1,720, 679 4,174, 093 4,319,100 #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 460,000 0 460,000 397,500 0 397,500 1,900 0 1,900 500,000 40,000 8.70% 0 (397,500) (100.00%) 20,000 18,100 952.63% 859,400 0 859,400 520,000 (339,400) (39.49%) 1,421,100 0 1,421,100 1,000,000 (421,100) (29.63%) 55,000 0 55,000 55,000 0 0.00% 1,476,100 0 1,476,100 1,055,000 (421,100) (28.53%) (616,700) (616,700) (535,000) 1,520,522 1,520,522 903,822 903,822 903,822 368,822 81 CITY OF SPOKANE VALLEY, WA 2024 Budget #501 - ER&R FUND Revenues Vehicle rentals - #001 Vehicle rentals - #101 Vehicle rentals - #101 (plow replace.) Vehicle rentals - #402 Transfers in - #001 (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 purchase Snow plow purchase Heavey Duty Machinery & Equipment Total expenditures Revenues over (under) expenditures Beginning working capital Ending working capital #502 - RISK MANAGEMENT FUND Revenues Transfers in - #001 Total revenues Expenditures Auto & Property Insurance Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance 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 2023 As Adopted I Amendment As Amended 21124 Budget 10/24/2023 52,100 7,500 59,600 46,750 (12,850) (21.56%) 27,750 0 27,750 41,950 14,200 51.17% 275,000 0 275,000 300,000 25,000 9.09% 6,750 0 6,750 13,000 6,250 92.59% 0 0 0 86,500 86,500 0.00% 58,000 0 58,000 0 (58,000) (100.00%) 0 60,000 60,000 0 (60,000) (100.00%) 2,000 0 2,000 20,000 18,000 900.00% 421,600 67,500 489,100 508,200 19,100 3.91% 10,000 0 10,000 10,000 0 0.00% 238,000 238,500 476,500 120,000 (356,500) (74.82%) 275,000 0 275,000 300,000 25,000 9.09% 0 0 0 270,000 270,000 0.00% 523,000 238,500 761,500 700,000 (61,500) (8.08%) (101,400) (272,400) (191,800) 1,417,119 1,417,119 1,144,719 1,315,719 1,144,719 952,919 600,000 0 600,000 700,000 100,000 16.67% 600,000 0 600,000 700,000 100,000 16.67% 600,000 0 600,000 700,000 100,000 16.67% 600,000 0 600,000 700,000 100,000 16.67% 0 0 0 428,022 428,022 428,022 428,022 428,022 428,022 591,000 0 591,000 500,000 (91,000) (15.40%) 591,000 0 591,000 500,000 (91,000) (15.40%) 591,000 0 591,000 500,000 (91,000) (15.40%) 591,000 0 591,000 500,000 (91,000) (15.40%) 0 0 0 0 0 0 0 0 0 Total of Revenues for all Funds 100,986,269 39,951,774 140,938,043 104,582,371 Total of Expenditures for all Funds 111,363,401 44,909,045 156,272,446 106,404,958 Total grant revenues (included in total revenues) 13,219,062 14,137,057 27,356,119 9,507,426 Total Capital expenditures (included in total expenditures) 30,029,433 11,360,370 41,208,903 19,420,397 82 CITY OF SPOKANE VALLEY, WA 2024 Budget Revenues by Fund General Fund Property Tax Sales Tax Sales Tax - Public Safety Sales Tax - Criminal Justice Gambling and Leasehold Excise Tax Franchise Fees/Business Registration State Shared Revenues Service Revenues Fines and Forfeitures Recreation Program Fees Miscellaneous, Investment Int., Transfers Total General Fund Other Funds 101 Street Fund 103 Paths & Trails Fund 104 Hotel/Motel Tax Tourism Facilities Fund 105 Hotel/Motel Tax Fund 106 Solid Waste Fund 107 PEG Fund 108 Affordable & Supportive Housing Sales Tax 109 Tourism Promotion Area Fund 110 Homeless Housing Program Fund 122 Winter Weather Reserve Fund 204 LTGO Bond Debt Service Fund 301 REET 1 Capital Projects Fund 302 REET 2 Capital Projects Fund 303 Street Capital Projects Fund 309 Parks Capital Projects Fund 310 Civic Facilities Capital Projects Fund 311 Pavement Preservation Fund 312 Capital Reserve Fund 314 Railroad Grade Separation Projects Fund 315 Transportation Impact Fees Fund 402 Stormwater Management Fund 403 Aquifer Protection Area Fund 501 Equipment Rental & Replacement Fund 502 Risk Management Fund 632 Passthrough Fees & Taxes Fund Total Other Funds Total All Funds 13,824,900 33,709,600 1,600,800 2,818,500 485,000 1,370,000 2,469,400 3,481,900 500,600 607,200 1,773,200 $ 62,641,100 9,401,123 9,200 680,000 910,000 290,000 66,000 208,000 1,200,000 640,000 6,000 950,550 1,590,000 1,600,000 8,875,775 380,000 1,200 3,362,600 500,000 3,102,623 300,000 5,640,000 520,000 508,200 700,000 500,000 $ 41,941,271 $ 104,582,371 83 00 LO 00 CITY OF SPOKANE VALLEY, WA 2024 Budget - General Fund Detail Revenues by Type Property Tax Property Tax 11,958,296 12,526,709 12,993,487 13,569,200 13,824,900 Property Tax - Delinquent 127,001 423,445 156,971 0 0 12,085,297 12,950,154 13,150,458 13,569,200 13,824,900 Sales Taxes Sales Tax 25,238,481 31,499,534 32,347,046 30,555,000 33,709,600 Sales Tax - Public Safety 1,163,313 1,398,648 1,529,941 1,357,000 1,600,800 Sales Tax - Criminal Justice 2,049,075 2,472,016 2,685,503 2,398,000 2,818,500 28,450,869 35,370,198 36,562,490 34,310,000 38,128,900 Gambling and Leasehold Excise Tax Amusement Games 3,906 13,613 16,661 13,000 14,000 Card Games 210,466 386,758 453,158 290,000 375,000 Bingo & Raffles 421 688 982 1,000 1,000 Punch Boards & Pull Tabs 63,676 89,747 109,535 72,000 90,000 Leasehold Excise Tax 6,608 4,915 5,412 7,000 5,000 285,077 495,721 585,748 383,000 485,000 Licenses & Permits General Business Licenses 114,652 209,835 231,082 115,000 200,000 Franchise Fees 1,126,185 1,166,509 1,169,326 1,100,000 1,170,000 1,240,837 1,376,344 1,400,408 1,215,000 1,370,000 State Shared Revenues City Assistance State Revenue 109,309 312,720 0 0 0 Payment in Lieu of Taxes - DNR 7,347 3,320 3,096 4,000 4,000 CJ - High Crime 275,590 307,978 335,772 250,000 300,000 MVET Criminal Justice - Population 30,723 33,381 36,579 38,500 40,800 CJ Contracted Services 188,640 202,289 217,671 177,000 200,000 CJ Special Programs 109,811 118,733 129,552 136,000 145,000 Marijuana Excise Tax Distribution 184,812 212,580 271,849 167,000 178,200 DUI - Cities 14,712 16,689 7,730 14,500 14,000 Liquor Board Excise Tax 637,464 710,593 740,373 735,000 776,500 Liquor Board Profits 776,368 770,254 810,471 819,000 810,900 2,334,776 2,688,537 2,553,093 2,341,000 2,469,400 Service Revenues Accessory Dwelling 924 3,000 2,023 1,000 2,000 Building & Planning Fees 245,449 452,967 438,338 265,800 306,800 Planning Fees 918,230 1,365,855 944,967 825,000 865,000 Building Permits 1,705,159 2,536,834 2,015,646 1,600,000 1,751,000 Code Enforcement 18,339 17,928 44,694 12,000 20,000 Demolition Permits 4,147 4,952 5,020 4,000 45,000 Entertainment License 1,575 1,575 1,575 1,600 1,600 Grading Permits 26,366 40,115 42,079 22,000 28,000 Home Profession Fee 2,688 2,172 3,536 3,000 3,000 Mechanical Permits 158,269 183,608 173,337 145,000 157,000 Misc. Permits & Fees 33,558 55,940 33,083 24,000 32,000 Plumbing Permits 100,957 94,396 70,719 80,000 80,000 Right of Way Permits 164,560 183,037 253,579 160,000 188,000 Street Vacation Permits 2,730 2,279 13,824 2,000 2,000 Temporary Use Permit Fees 471 1,500 1,040 500 500 1191499 a 9aR 1S9 a nai agn 3 ias ann 3 agi ann E:Iy CITY OF SPOKANE VALLEY, WA 2024 Budget - General Fund Detail Revenues by Type Fines and Forfeitures Public Safety False Alarm Services 56,785 59,666 63,914 60,000 62,000 Public Safety Grants 0 100,934 50,792 50,000 50,000 LE & CJ One -Time City Assistance 0 389,399 0 0 0 Fines & Forfeits - Traffic 323,494 341,849 279,392 383,100 361,000 Other Criminal- Non Traffic Fines 22,065 25,128 29,408 25,500 27,600 402,344 916,976 423,506 518,600 500,600 Limited term employee - project Activity Fees (To use a recreational facility) 130,049 222,115 437,640 436,500 417,900 Program Fees (To participate in a program) 18,140 79,956 177,846 189,000 189,300 Miscellaneous AWC Health & Wellness 0 0 0 1,000 1,000 Investment Interest 254,636 70,407 1,135,547 65,000 1,100,000 Sales Tax Interest 32,590 18,321 38,136 25,000 30,000 Lease Financing 0 0 48,494 0 0 Interest on Gambling Tax 355 112 19 200 200 Police Precinct Rent 39,888 44,899 42,276 40,000 42,000 Police Precinct Maintenance 14,523 24,793 36,809 25,000 36,000 Judgments and Settlements 0 26 173,608 3,560,000 0 Miscellaneous Revenue & Grant Proceeds 59,562 165,582 151,731 210,000 531,000 COVID-19 Stimulus Funding 4,352,400 37,141 5,713,803 9,418,000 0 Copy Charges 856 651 1,067 1,500 1,000 Pass -Through Services 1,189 1,978 1,629 2,000 2,000 4,755,999 363,910 7,343,119 13,347,700 1,743,200 Transfers Transfers in - #105 (h/m tax-CP advertising) 11,390 9,516 12,982 30,000 30,000 Transfers in - #312 0 0 606,537 2,400,000 0 11,390 9,516 619,519 2,430,000 30,000 Total General Fund Revenue 53,098,200 59,419,585 67,297,287 71,885,900 62,641,100 87 CITY OF SPOKANE VALLEY, WA 2024 Budget - Other Funds Detail Revenues by Type 101 - Street Fund Utility tax 1,388,026 1,084,387 1,003,537 857,000 900,000 Motor Vehicle Fuel (Gas) Tax 1,737,864 1,901,926 1,951,437 2,062,600 1,950,700 Multimodal Transportation Revenue 131,847 132,334 137,638 139,200 137,500 Right -of -Way Maintenance Fee 93,033 115,307 101,652 95,000 100,000 Solid Waste Road Wear Fee 0 0 0 1,700,000 1,700,000 Investment Interest 829 556 12,416 500 10,000 Other Miscellaneous Revenues & Grants 55,441 282,509 425,161 10,000 10,000 Nonrecurring Transfer in -#001 0 2,552,600 3,084,919 3,530,048 4,592,923 Nonrecurring Transfer in -#106 0 0 271,000 1,862,929 0 Nonrecurring Transfer in - #122 364,439 89,805 500,000 0 0 Nonrecurring Transfer in - #311 0 0 0 2,677,099 0 Nonrecurring Transfer in - #312 1,364,706 0 0 250,000 0 5,136,185 6,159,424 7,487,760 13,184,376 9,401,123 103 - Paths & Trails Fund Motor Vehicle Fuel (Gas) Tax 7,330 8,022 8,231 8,700 8,200 Investment interest 71 21 579 100 1,000 7,401 8,043 8,810 8,800 9,200 104 - Hotel/Motel Tax - Tourism Facilities Fund Hotel/Motel Tax 283,720 481,321 591,849 600,000 600,000 Transfers in -#105 0 1,201,684 273,000 515,198 0 Investment interest 11,908 2,617 82,662 5,000 80,000 295,628 1,685,622 947,511 1,120,198 680,000 105 - Hotel/Motel Tax Fund Hotel/Motel Tax 443,244 744,435 901,685 900,000 900,000 Investment Interest 2,705 898 11,320 1,000 10,000 445,949 745,333 913,005 901,000 910,000 106 - Solid Waste Solid Waste Administrative fee 219,943 232,310 268,611 225,000 250,000 Solid Waste Road Wear fee 1,537,776 1,760,519 1,987,350 0 0 Investment Interest 7,804 1,480 43,191 4,000 40,000 1,765,523 1,994,309 2,299,152 229,000 290,000 107 - PEG Fund Comcast PEG contribution 76,541 71,252 64,640 71,000 63,000 Investment Interest 596 160 3,246 0 3,000 77,137 71,412 67,886 71,000 66,000 108 - Affordable & Supportive Housing Sales Tax Affordable & Supportive Sales Tax 151,950 215,088 202,181 200,000 200,000 Investment Interest 83 205 8,061 0 8,000 152,033 215,293 210,242 200,000 208,000 109 - Tourism Promotion Area Tourism Promotion Area Fee 0 0 0 1,200,000 1,200,000 Investment Interest 0 0 0 0 0 0 0 0 1,200,000 1,200,000 110 - Homeless Housing Program Recording Fees 0 0 0 0 640,000 Investment Interest 0 0 0 0 0 0 0 0 0 640,000 122 - Winter Weather Reserve Fund Investment Interest 1,147 209 7,088 1,100 6,000 Transfer in - #001 500,000 364,440 89,805 500,000 0 501,147 364,649 96,893 501,100 6,000 204 - Debt Service - LTGO 03 Fund Facilities District Revenue 459,500 480,800 501,200 527,200 551,600 Transfers in -#001 401,450 401,500 401,400 401,150 398,950 Transfers in -#301 80,375 80,775 81,100 80,600 0 Transfers in -#302 80,375 80,775 81,100 80,600 0 1,021,700 1,043,850 1,064,800 1,089,550 950,550 88 CITY OF SPOKANE VALLEY, WA 2024 Budget - Other Funds Detail Revenues by Type 301 - REET 1 Capital Proiects Fund REET 1 - 1st Quarter Percent 1,754,320 3,109,113 2,790,020 1,500,000 1,500,000 Investment Interest 14,742 2,827 96,965 4,000 90,000 1,769,062 3,111,940 2,886,985 1,504,000 1,590,000 302 - REET 2 Capital Proiects Fund REET 2 - 2nd Quarter Percent 1,754,320 3,109,113 2,790,020 1,500,000 1,500,000 Investment Interest 22,425 5,137 117,019 6,000 100,000 1,776,745 3,114,250 2,907,039 1,506,000 1,600,000 303 - Street Capital Proiects Fund Grant Proceeds 2,813,485 4,174,243 4,235,814 9,521,716 6,949,896 Developer Contributions 540,325 1,271,759 853,467 451,007 588,130 Investment Interest 0 218 11,652 0 0 Transfers in - #106 0 0 110,746 0 0 Transfers in - #301 330,295 293,208 899,463 560,438 897,312 Transfers in -#302 149,678 1,401,744 226,701 2,520,832 440,437 Transfers in - #312 916,837 (87,442) 113,786 220,866 0 Transfers in - #315 0 0 0 0 0 4,750,620 7,053,730 6,451,629 13,274,859 8,875,775 309 - Parks Capital Proiects Fund Grant Proceeds 1,334,842 593,260 0 326,890 0 Developer Contribution 0 17,896 0 0 0 Investment Interest 0 20 0 0 0 Transfers in -#001 2,941,166 178,813 160,145 620,327 160,000 Transfers in - #302 0 64,077 124,020 5,000 0 Transfers in - #310 0 0 0 40,192 0 Transfers in -#312 131,985 604,511 332,267 5,677,846 220,000 4,407,993 1,458,577 616,432 6,670,255 380,000 310 - Civic Facilities Capital Proiects Fund Investment Interest 3,679 692 13,652 1,000 1,200 3,679 692 13,652 1,000 1,200 311 - Pavement Preservation Fund Grants 98,281 0 2,052,175 2,636,000 0 Developer Contribution 0 29,011 0 0 0 Investment Interest 10,960 3,448 73,150 0 0 Transfers in -#001 982,023 991,843 1,001,800 1,011,800 1,021,900 Transfers in - #101 (local streets) 0 0 0 1,655,955 0 Transfers in -#106 1,513,532 1,537,776 3,193 0 0 Transfers in -#301 772,639 827,278 550,241 1,037,500 1,170,350 Transfers in -#302 772,638 827,279 914,900 1,037,500 1,170,350 4,150,073 4,216,635 4,595,459 7,378,755 3,362,600 312 - Capital Reserve Fund Sale of Land 0 109,403 0 0 0 Investment Interest 58,187 8,303 236,054 20,000 500,000 Transfers in -#001 0 11,126,343 3,593,000 5,358,054 0 Transfers in - #309 200,000 0 0 0 0 Transfers in - #310 16,700 3,600 0 0 0 274,887 11,247,649 3,829,054 5,378,054 500,000 314 - Railroad Grade Separation Proiects Fund Grant Proceeds 3,394,512 280,718 677,412 4,897,013 2,112,530 Investment Interest 412 427 0 0 0 Developer Contribution 0 51,403 518 454,041 0 Rental Income 0 17,793 10,500 0 0 Transfers in -#301 1,335,879 0 0 7,199 801 Transfers in - #302 0 660,516 0 136,875 182,500 Transfers in - #312 198,701 602,272 633,818 797,568 806,792 4,929,504 1,613,129 1,322,248 6,292,696 3,102,623 315 - Transportation Impact Fees Fund Transportation Impact Fees 0 294,477 361,614 200,000 300,000 Investment Interest 0 131 9,683 0 0 0 294,608 371,297 200,000 300,000 89 CITY OF SPOKANE VALLEY, WA 2024 Budget - Other Funds Detail Revenues by Type 316 - Economic Development Capital Proiects Fund Transfer in - #312 (fairgrounds building) 0 3,358 7,010 0 0 0 3,358 7,010 0 0 402 - Stormwater Management Fund Stormwater Management Fee 1,910,349 2,026,140 2,031,000 5,600,000 5,600,000 Grant Proceeds - Nonrecurring 304 95,000 0 0 0 Investment Interest 10,726 2,134 40,038 2,000 40,000 1,921,379 2,123,274 2,071,038 5,602,000 5,640,000 403 - Aquifer Protection Area Fund Spokane County 426,234 522,357 514,576 460,000 500,000 Grant Proceeds 60,996 1,337,636 236,685 397,500 0 Developer Contribution 0 157,865 0 0 0 Investment Interest 9,135 1,221 20,421 1,900 20,000 Transfers in - #302 0 14,926 0 0 0 496,365 2,034,005 771,682 859,400 520,000 501 - Equipment Rental & Replacement Fund Vehicle rentals - #001 28,000 31,300 31,300 59,600 46,750 Vehicle rentals - #101 14,500 10,250 10,250 27,750 41,950 Vehicle rentals - #101 (plow replace.) 48,500 60,500 275,000 275,000 300,000 Vehicle rentals - #402 14,000 6,750 6,750 6,750 13,000 Transfers in - #001 (CenterPlace kitchen reserve) 36,600 36,600 0 0 0 Transfers in - #001 (Additional vehicle) 27,472 0 0 0 0 Transfers in - #001 (IT equipment reserve) 0 0 0 0 86,500 Transfers in - #101 (Additional vehicle) 0 0 0 58,000 0 Transfers in - #402 (Stormwater vehicle) 0 0 0 60,000 0 Miscellaneous revenues 0 0 325 0 0 Investment Interest 6,074 1,147 20,448 2,000 20,000 175,146 146,547 344,073 489,100 508,200 502 - Risk Management Fund Transfers in - #001 410,000 425,000 450,000 600,000 700,000 Investment Interest 248 117 4,889 0 0 410,248 425,117 454,889 600,000 700,000 632 - Passthrough Fees & Taxes Fund Fees & Taxes collected for other governments 372,072 589,853 433,410 591,000 500,000 372,072 589,853 433,410 591,000 500,000 Total of "Other Fund" Revenues 34,840,476 49,721,299 40,171,956 68,852,143 41,941,271 General Fund Revenues 53,098,200 59,419,585 67,297,287 71,885,900 62,641,100 Total Revenues 87,938,676 109,140,884 107,469,243 140,738,043 104,582,371 N91 CITY OF SPOKANE VALLEY, WA 2024 Budget Expenditures by Fund and Department General Fund Council $ 721,407 City Manager 863,883 City Attorney 932,980 City Services 1,301,725 Public Safety 35,287,248 Operations & Administrative Deputy City Manager 595,023 Finance 1,422,458 Human Resources 380,533 Information Technology 446,178 Facilities 1,729,685 Community & Public Works Administration 400,427 Engineering 2,015,430 Building 2,240,956 Planning 1,081,090 Economic Development 1,189,806 Parks & Recreation Administration 720,793 Maintenance 1,398,583 Recreation 346,310 Aquatics 569,200 Senior Center 33,994 CenterPlace 850,980 General Government 8,820,313 Total General Fund $ 63,349,002 Other Funds 101 Street Fund $ 9,623,274 105 Hotel/Motel Tax Fund 1,282,200 106 Solid Waste Fund 290,000 107 Tourism Promotion Area Fund 1,200,000 109 PEG Fund 73,000 122 Winter Weather Reserve Fund 500,000 204 LTGO Bond Debt Service Fund 950,550 301 REET 1 Capital Projects Fund 2,068,463 302 REET 2 Capital Projects Fund 1,793,287 303 Street Capital Projects Fund 8,875,775 309 Parks Capital Projects Fund 220,000 311 Pavement Preservation Fund 3,550,000 312 Capital Reserve Fund 1,026,792 314 Railroad Grade Separation Projects 3,152,622 315 Transportation Impact Fees Fund 0 316 Economic Development Capital Projects Fund 0 402 Stormwater Management Fund 5,494,993 403 Aquifer Protection Area 1,055,000 501 Equipment Rental & Replacement (ER&R) 700,000 502 Risk Management Fund 700,000 632 Passthrough Fees & Taxes Fund 500,000 Total Other Funds $ 43,055,956 Total All Funds $ 106,404,958 Mli N 0) • • • • • n • • "�//�/��/��////// ��// % VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVV i YYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY • • 1 uuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuu � /� j� VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVV�IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII �%� VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVV�� • �� uuuuuuuuuuuuuumiuuuuuuuuuuuuuuuuuuuuuuuuuum gg uuuuuuuuuuuuuuu VVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVVV II VIVIVIVIVIVIVIVIVI IVIVIVIVI • • • • 1 • • • • • • • Cl) 0) N CL N C m N E W � J m w Q y � i t T w a a7 CO Y N d N C N U. 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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 1,540,424 1,642,205 101,781 6.61% Supplies 36,500 36,100 (400) (1.10%) Services & Charges 289,129 337,125 47,996 16.60% Total 1,866,053 2,015,430 149,377 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% Parks & Rec- Maintenance Supplies 2,000 2,000 0 0.00% Services & Charges 970,455 1,396,583 426,128 43.91% Total 972,455 1,398,583 426,128 43.82% Parks & Rec- Recreation Wages, Payroll Taxes & Benefits 256,318 246,285 (10,033) (3.91%) Supplies 15,900 16,600 700 4.40% Services & Charges 79,625 83,425 3,800 4.77% Total 351,843 346,310 (5,533) (1.57%) Parks & Rec- Aquatics Supplies 2,000 2,000 0 0.00% Services & Charges 563,700 567,200 3,500 0.62% Total 565,700 569,200 3,500 0.62% Parks & Rec- Senior Center Wages, Payroll Taxes & Benefits 32,141 27,219 (4,922) (15.31%) Supplies 1,600 1,600 0 0.00% Services & Charges 5,175 5,175 0 0.00% Total 38,916 33,994 (4,922) (12.65%) Parks & Rec- CenterPlace Wages, Payroll Taxes & Benefits 662,512 490,513 (171,999) (25.96%) Supplies 96,924 38,863 (58,061) (59.90%) Services & Charges 336,931 146,604 (190,327) (56.49%) Total 1,096,367 675,980 (420,387) (38.34%) U1 CITY OF SPOKANE VALLEY, WA 2024 Budget General Fund Department Changes from 2023 to 2024 Supplies 219,850 71,700 (148,150) (67.39%) Services & Charges 1,310,450 1,291,300 (19,150) (1.46%) Intergovernmental Services 400,118 329,540 (70,578) (17.64%) Capital outlays 15,000 15,000 0 0.00% Total 1,945,418 1,707,540 (237,878) (12.23%) 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 Preservation 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% Total recurring expenditures 53,766,480 57,976,579 3,884,261 7.83% Wages, Payroll Taxes & Benefits 11,937,050 12,630,339 693,289 5.81% Supplies 553,526 405,396 (148,130) (26.76%) Services & Charges 6,329,864 7,206,606 876,742 13.85% Transfers out- #204 401,150 398,950 (2,200) (0.55%) Transfers out - #309 160,000 160,000 0 0.00% Transfers out- #311 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 400,118 329,540 (70,578) (17.64%) Capital outlay 15,000 15,000 0 0.00% 53,766,480 57,976,579 4,210,099 7.83% M4 This department accounts for the cost of providing effective elected representation of the citizenry in the governing body. The Council makes policy decisions for the City and is accountable to Spokane Valley citizens by making decisions regarding how resources are allocated, the appropriate levels of service, and establishing goals and policies for the organization. Accomplishments for 2023 • Updated and adopted a 2024 State Legislative Agenda. • Updated and adopted a Federal Legislative Agenda. • Worked with State and Federal Legislators and Lobbyists on behalf of City interests including virtual lobbying efforts. • Continued to engage on regional homeless discussions to investigate options for addressing this issue. • Adopted a balanced 2024 Budget that met our goals of 1) having recurring revenues exceed recurring expenditures, and 2) maintained an ending fund balance of at least 50% of recurring expenditures. Goals for 2024 1) Public Safety • Public safety is the City's highest priority which begins with providing superior police services to protect lives, property, and to maintain a safe and welcoming community. The City's law enforcement agreement with Spokane County shall be carefully managed and improved as needed to maintain the levels of service desired by the City Council. The City shall also strive to ensure that the Spokane Valley Police Precinct is maintained and improved to meet the needs of our Police Department. • In addition to providing robust police services, the City will prioritize all stages of the criminal justice process to provide for the safety of our residents. This includes the ongoing administration and examination of areas for improvement of critical components of the public safety system, including booking, prosecution services, court services, jail operations, and post -detention services. 2) Pavement Preservation • Maintain and sustain a safe and resilient transportation infrastructure using cost effective means and methods that consider the long-term needs of the network. The City shall strive to provide sufficient funding to ensure the preservation of our infrastructure. 3) Transportation and Infrastructure • Strengthen and improve transportation infrastructure to safely connect the community by incorporating new and innovative technologies to improve the quality of life for all users while supporting a diverse and robust economy. 4) Economic Development • Actively support our existing businesses and industries by identifying retention and expansion opportunities to facilitate employment growth and a stable tax base. Collaborate with local, state, and national partners to identify resources to support the City's economic development initiatives. • Grow local tourism through asset development and targeted destination marketing to support hotels and retail establishments. 5) Homeless and Housing • Develop a housing and homeless program that integrates the activities of service providers to retain residents in housing, provide a path forward for those experiencing homelessness, and support the creation of additional affordable workforce housing units within the City. 6) Communications • Increase community interactions, share information, and obtain feedback and provide awareness on all the aspects that make Spokane Valley a great place to live, work, and play. Budget Summary 2020 2021 2022 2023 - 20 Actual Actual Actual Budget L I Budget Personnel - FTE Equivalents Mayor 1.0 1.0 1.0 1.0 1.0 Council 6.0 6.0 6.0 6.0 6.0 Total FTEs 7.0 7.0 7.0 7.0 7.0 Budget Detail Wages, Payroll Taxes & Benefits $ 274,379 $ 282,793 $ 323,194 $ 359,978 $ 368,807 Supplies 1,716 798 1,098 5,500 3,000 Services & Charges 252,247 228,037 280,060 342,080 349,600 Total Legislative Branch $ 528,342 $ 511,628 $ 604,352 $ 707,558 $ 721,407 N-1 013 - City Manager Division This department is accountable to the City Council for the operational results of the organization, effective support of elected officials in achieving their goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council policies, and provision of a communication linkage between citizens, the City Council, City departments, and other government agencies. Accomplishments for 2023 • Focused staff efforts on the City's budget priorities that are composed of public safety, pavement preservation, transportation and infrastructure and economic development. • Worked to support City Council's 2023 Goals as referenced under the Legislative Branch Budget. • Presented Council with a balanced 2024 Budget that includes General Fund recurring revenues exceeding recurring expenditures and an ending fund balance that is at least 50% of recurring expenditures. • Worked with Federal and State Legislators and Lobbyists on behalf of the interests of our City. • Prepared the 2024 State and Federal Legislative Agendas for Council consideration. Goals for 2024 • Provide direction and oversight on staff efforts to accomplish budget priorities in the areas of public safety, pavement preservation, transportation and infrastructure, and ecomomic development • Work to support City Council's 2024 Goals as referenced under the Legislative Branch Budget. • Present Council with a balanced 2025 Budget that includes General Fund recurring revenues exceeding recurring expenditures and an ending fund balance that is at least 50% of recurring expenditures. • Work with Federal and State Legislators and Lobbyists on behalf of the interests of our City. • Prepare the 2025 State and Federal Legislative Agendas for Council consideration. Budget Summary Personnel - FTE Equivalents City Manager 1.0 1.0 1.0 1.0 1.0 City Clerk 1.0 1.0 1.0 1.0 1.0 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 0.0 0.0 0.0 Senior Administrative Analyst 1.0 1.0 0.0 0.0 0.0 Administrative Assistant 0.5 0.5 0.5 0.5 0.5 Executive Assistant (CM) 1.0 1.0 1.0 1.0 1.0 Legislative Coordinator 0.0 0.0 1.0 1.0 0.0 Public Information Officer 0.0 0.0 1.0 1.0 0.0 Total FTEs 6.5 6.5 6.5 6.5 4.5 Budget Detail Wages, Payroll Taxes & Benefits $ 856,945 $ 972,256 $ 757,420 $ 765,415 $ 774,883 Supplies 3,026 6,443 4,099 5,500 6,700 Services & Charges 22,352 45,841 43,233 73,500 82,300 Nonrecurring expenditures 0 9,796 4,723 0 0 Total City Manager Division $ 882,323 $ 1,034,336 $ 809,475 $ 844,415 $ 863,883 NO] 015 - City Attorney Division Accomplishments for 2023 • Provided full range of legal services to City of Spokane Valley Review processes. Monitor workload and workload changes. Track response times. Identify deficient areas. Utilize outside resources as necessary to meet legal service needs of City • Assissted other departments in analyzing and mapping existing processes to determine compliance with the law. Maintained and updated all form contracts used by all departments. Attended internal planning meetings to identify and resolve potential issues. Reviewed and revised administrative policies and procedures as appropriate. • Provided legal support to other departments and to the City Council to develop, adopt, and enfoce development regulations to implement the Comprehensive Plan. • Negotiated and drafted utility franchise agreements on an as -needed basis with utility providers. - Finalized and began negotiations to establish and update franchise agreements. • Assisted Economic Development to identify options for economic development. - Assisted with development of functional economic development tools. • Assisted other departments in identifying and purchasing properties having long-term strategic benefit for the City. • Assisted in implementing internal proceses for allocating ARPA funds. • Fully supported code enforcement in requiring non -compliant properties to follow City nuisance codes. Goals for 2024 (to be updated) • Provide full range of legal services to City of Spokane Valley. Review processes. Monitor workload and workload changes. Track response times. Identify deficient areas. Utilize outside resources as necessary to meet legal service needs of City • Assist other departments in analyzing and mapping existing processes to determine compliance with the law. Maintain and update all form contracts used by all departments. Attend internal planning meetings to identify and resolve potential issues. Review and revise administrative policies and procedures as appropriate. • Provide legal support to other departments and to the City Council to develop, adopt, and enfoce development regulations to implement the Comprehensive Plan. • Negotiate and draft utility franchise agreements on an as -needed basis with utility providers. - Finalize and begin negotiations to establish and update franchise agreements. • Assist Economic Development to identify options for economic development. - Assist with development of functional economic development tools. • Assist other departments in identifying and purchasing properties having long-term strategic benefit for the City. • Aid in the development and implementation of a homeless services program. • Fully support code enforcement in requiring non -compliant properties to follow City nuisance codes. • Provide legal support to other departments related to transportation infrastructure projects. (continued on next page) INIt (connnuea trom pnor page) Personnel - FTE Equivalents City Attorney Senior Deputy City Attorney Deputy City Attorney Attorney Paralegal Administrative Assistant - Legal Total FTEs Interns Budget Detail Wages, Payroll Taxes & Benefits Supplies Services & Charges Nonrecurring expenditures Total City Attorney Division 015 - City Attorney Division Budget Summary 1.0 1.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 0.0 0.0 0.0 0.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 4.0 4.0 4.0 5.0 5.0 2.0 2.0 2.0 2.0 2.0 $ 593,161 $ 613,097 $ 575,912 $ 819,825 $ 778,753 1,573 1,354 1,657 5,322 6,253 41,973 82,534 262,044 384,709 147,974 0 0 0 0 0 $ 636,707 $ 696,985 $ 839,613 $ 1,209,856 $ 932,980 016 - City Services In the year 2023 the City Service Division was established to support the City's homeless and housing, communications, and facilities programs. Coordinates with stakeholders to provide services and advance City council priorities and goals. Accomplishments for 2023 • Adopted a Homeless Action Plan. • Established a housing and homeless program to start managing the Homeless Housing Assistance Act. • Participated in the discussions for the potential regional homeless authority. Goals for 2024 • Continue to manage and implement a homeless and housing program. • Develop and adopt a five-year homeless and housing plan. • Develop a communication plan for the City. • Develop a state and federal legislative agenda for council consideration. • Establish strong relationships with regional stakeholders to advance City priorities and goals. Budget Summary Personnel - FTE Equivalents City Services Administrator 0.0 0.0 0.0 1.0 1.0 Communication Manager 0.0 0.0 0.0 1.0 1.0 Communication Specialist 0.0 0.0 0.0 1.0 1.0 Legislative Policy Coordinator 0.0 0.0 0.0 1.0 1.0 Housing & Homeless Services Coordinator 0.0 0.0 0.0 1.0 1.0 Total FTEs 0.0 0.0 0.0 5.0 5.0 Budget Detail Wages, Payroll Taxes & Benefits $ 0 $ 0 $ 0 $ 773,987 $ 869,785 Supplies 0 0 0 2,500 2,500 Services & Charges 0 0 0 199,400 429,440 Total Finance Division $ 0 $ 0 $ 0 $ 975,887 $ 1,301,725 119% The Public Safety department budget provides funds for the protection of persons and property in the city. The City contracts with Spokane County for law enforcement, district court, prosecutor services, public defender services, probation services, jail and animal control services. See following page for detail information on each budgeted section. Recurring Expenditures: Judicial System - The Spokane County District Court is contracted $ 3,033,132 to provide municipal court services. The contract provides for the services of judge and court commissioner with related support staff. Budgeted amount also includes jury management fees. Law Enforcement - The Spokane County Sheriffs Office is 29,939,977 responsible for maintaining law and order and providing police services to the community under the direction of the Police Chief. The office provides for the preservation of life, protection of property, and reduction of crime. Jail System - Spokane County provides jail and probation 1,908,258 services for persons sentenced by any City of Spokane Valley Municipal Court Judge for violating laws of the city or state. Animal Control - Spokane County will provide animal control 369,881 services to include licensing, care and treatment of lost or stray animals, and response to potentially dangerous animal confrontations. Non -Departmental Grant expenditures 0 Total Recurring Expenditures 35,251,248 Nonrecurring Expenditures: Public Safety (UTV) 36,000 Total Nonrecurring Expenditures 36,000 Total Recurring and Nonrecurring Expenditures $ 35,287,248 City of Spokane Valley 2024 Budget 016 - Public Safety Recurring: Judicial System: District Court Contract $ 766,207 $ 1,077,846 $ 1,322,524 $ 1,358,296 $ 1,505,901 Public Defender Contract 656,464 761,681 840,530 855,426 938,568 Prosecutor Contract 354,499 380,513 396,534 400,000 400,000 Pretrial Services Contract 111,666 159,505 181,059 180,895 188,663 Subtotal Judicial System 1,888,836 2,379,545 2,740,647 2,794,617 3,033,132 Law Enforcement System: Sheriff Contract 21,650,792 22,659,251 25,620,656 27,151,157 28,731,847 Law Enforcement Vehicles 0 0 0 0 870,000 Emergency Management 90,324 86,659 90,156 90,000 109,230 Operating Supplies 108 0 86 200 200 Clothing & Uniform 0 0 0 500 0 Repair & Maint Supplies 0 572 2,064 0 0 Small Tools and Minor Equipment 0 325 176 0 0 Non -Capital Equipment for JAG Grant 30,309 16,054 16,443 30,000 25,000 Fuel 314 0 25 400 0 Office & Operating Supplies 818 0 0 1,000 0 Law Enf. Repair & Maintenance Supplies 8,533 13,133 5,171 17,000 0 Janitorial Supplies 0 2,591 2,659 2,400 0 Small Tools and Minor Equipment 0 150 320 0 0 Wages & Benefits 22,077 32,784 21,971 38,689 0 Advertising 0 0 122 0 0 Miscellaneous Srvs/Contingency 0 238 763 200,000 200,000 Vehicle License & Registration 0 0 164 0 0 False Alarm Bank Fees 744 967 1,064 1,000 1,200 Law Enforcement Building R&M 19,997 785 0 22,000 0 Building & Grounds R&M 0 0 6,307 0 0 Prior Years' Settle & Adjust 0 0 (331,433) 0 0 Electricity/Gas 19,164 20,970 22,482 20,000 0 Water 1,683 1,677 1,603 2,000 0 Sewer 777 819 817 1,000 0 Janitorial Services 35,365 33,602 41,184 47,400 0 Taxes and Assessments 795 795 813 800 0 Law Enforcement Building R&M 26,240 22,273 1,249 30,000 0 Miscellaneous Services 38 29 146 0 0 Software License & Maint. 0 0 0 0 2,500 Building & Grounds R&M 0 0 62,554 0 0 Subtotal Law Enforcementl System 21,908,078 22,893,674 25,567,562 27,655,546 29,939,977 Jail System: Jail Contract 1,282,843 1,982,271 1,667,693 1,972,198 1,908,258 Subtotal Jail System 1,282,843 1,982,271 1,667,693 1,972,198 1,908,258 Other: Animal Control Contract 313,046 317,603 330,961 350,000 369,881 Non -Capital Equipment for JAG Grant 0 0 0 0 0 Subtotal Other 313,046 317,603 330,961 350,000 369,881 Subtotal Recurring 25,392,804 27,573,093 30,306,863 32,772,361 35,251,248 Office & Operating Supplies 1,263 0 0 0 0 COVID JAG PPE Supplies 14,873 0 0 0 0 Small Tools & Minor Equipment 0 4,976 0 0 0 Law Enforcement Staffing Assessment 0 0 0 85,000 0 COVID JAG Law Enforcement srvs 55,648 0 0 0 0 Building R&M 0 0 34,965 0 0 Improvements to Buildings 0 0 8,168 70,000 0 Precinct Fire Panel Replacement 0 23,456 0 0 0 Precinct Improvements w/ JAG Funds 0 0 23,635 0 0 Precinct Furniture 0 0 0 30,000 0 Heavy Duty Machinery & Equipment 86,109 0 34,678 25,000 36,000 HVAC Units 0 67,695 0 0 0 Capital Equipment 0 0 79,840 0 0 Law Enforcement Vehicles 0 0 0 1,550,085 0 Subtotal Nonrecurring 157,893 96,127 181,286 1,760,085 36,000 Total Public Safety $ 25,550,697 $ 27,669,220 $ 30,488,149 $ 34,532,446 $ 35,287,248 INL! (A CD C CD x CD 4 0 L/) 0 u 00 rlj 0 CD C'4 CD C'4 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 m (1) u 4--P C W 0 uj o L' o r,4 m u 2 — 00 u 'D Ln ce 0) 0 0 u m LO The Operations & Administrative Services Department is composed of three divisions, the Deputy City Manager Division, the Finance Division, and the Human Resources Division. 013 - Deputy City Manager Division The Deputy City Manager (DCM) supervises the Parks & Recreation Department, Office of the City Attorney, Finance Department, IT Department, and oversees the City's Public Safety contracts. In 2023, the Deputy City Manager supervised the Facilities division until it was assumed by the City Services Administrator. The Deputy City Manager assists the City Manager in organizing and directing the other operations of the City, and assumes the duties of City Manager in his/her absence. Accomplishments for 2023 • Supported the 2023 Goals of the Legislative and Executive Branch. • Worked with the City Manager and Staff to develop the 2024 Budget and Business Plan. • Worked with City Council, City Manager, Staff, and Spokane Valley Police Department to study, develop, and begin implementing updated levels of service for Police, including staffing. • Worked with Parks & Recreation for development of multi -contract approach to Parks Maintenance services. • Worked with City Council, City Manager, and Staff to establish City Homeless Housing Program and related funding . • Worked with City Council, City Manager, and Staff in City Council's allocation and award in approximately $8 million in grants stemming from American Rescue Plan Act funds for affordable housing, homeless, and social service purposes Goals for 2024 • Support the 2024 Goals of the Legislative and Executive Branch. • Work with the City Manager and Staff to develop the 2025 Budget. • Work with City Council, City Manager, Staff, and Spokane Valley Police Department to implement updated levels of service for Police, including staffing. • Study and develop plan for public safety campus. • Study and develop plan for CenterPlace Regional Event Center. Personnel - FTE Equivalents Deputy City Manager Senior Admin Analyst Administrative Analyst Total FTEs Budget Detail Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Deputy City Manager Division Budget Summary 1.0 1.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 1.0 0.0 0.0 1.0 1.0 1.0 1.0 1.0 3.0 3.0 3.0 $ 231,245 $ 240,970 $ 468,133 $ 551,452 $ 584,733 0 0 103 600 500 37,933 43,718 47,164 52,700 9,790 $ 269,178 $ 284,688 $ 515,400 $ 604,752 $ 595,023 IKI 014 - Finance Division The Finance Division provides financial management services for all City departments. Programs include accounting and financial reporting, payroll, accounts payable, purchasing, budgeting and financial planning, treasury, and investments. The division is also responsible for generating and analyzing financial data related to the City's operations. The department prepares Finance Activity Reports for review by the City Manager and City Council as well as the Annual Comprehensive Financial Report (ACFR) that is subject to an annual audit by the Washington State Auditor's Office. Accomplishments for 2023 • Began implementation of the Enterprise ERP (Munis) Financial System, and implemented a new timekeeping software. • Maintained a consistent level of service in payroll, accounts payable, budget development, and periodic and annual financial report preparation. • Provided adequate training opportunities to allow staff members to remain current with changes in pronouncements by the Governmental Accounting Standards Board (GASB). • Completed the 2022 Annual Financial Report by May 30, 2023 and receive a "clean audit opinion" from the Washington State Auditor's Office. • Continued to work with Community and Public Works to evaluate available funding for capital projects as well as the City's pavement management program. • Worked with other City Departments and Council to obligate and expend the remaining CLFR funds as allocated by Council, including awarding and contracting with outside organizations for homeless and housing service in the amount of approximately $8 million. Goals for 2024 • Complete the implementation of the Enterprise ERP financial system. • Maintain a consistent level of service in payroll, accounts payable, budget development, periodic and annual financial report preparation and information technology services. • Continue to provide adequate training opportunities to allow staff members to remain current with changes in pronouncements by the Governmental Accounting Standards Board (GASB). • Complete the 2023 Annual Financial Report by May 30, 2024 and receive a "clean audit opinion" from the Washington State Auditor's Office. • Continue to work with Community and Public Works to evaluate available funding for capital projects as well as the City's pavement management program. • Work with other City Departments to support the implementation of the City's Housing and Homeless programs. Budget Summary Personnel - FTE Equivalents Finance Director 1.0 1.0 1.0 1.0 1.0 Accounting Manager 1.0 1.0 1.0 1.0 1.0 Accounting & Finance Program Manager 0.0 0.0 0.0 1.0 1.0 Accountant/BudgetAnalyst 3.75 3.75 3.75 2.75 2.75 Accountant) 0.0 0.0 0.0 1.0 1.0 Accounting Technician 2.0 2.0 2.0 2.0 2.0 Administrative Assistant 0.0 0.0 1.0 1.0 1.0 IT Manager 1.0 1.0 0.0 0.0 0.0 IT Specialist 2.0 2.0 0.0 0.0 0.0 Database Administrator 1.0 1.0 1.0 0.0 0.0 Total FTEs 11.75 11.75 9.75 9.75 9.75 Budget Detail Wages, Payroll Taxes & Benefits $ 1,300,812 $ 1,307,686 $ 1,183,149 $ 1,399,996 $ 1,399,758 Supplies 3,089 3,258 6,825 4,000 3,500 Services & Charges 18,131 13,055 15,053 18,100 19,200 Total Finance Division $ 1,322,032 $ 1,323,999 $ 1,205,027 $ 1,422,096 $ 1,422,458 `19YA 016 - Human Resources Division Human Resources (HR) is administered through the City Manager. The HR operation provides services in compensation, benefits, training and organizational development, staffing, employee relations, and communications. The Human Resources Office also provides Risk Management services as well as Website and Mobile App design and maintenance Accomplishments for 2023 • Supported managers and supervisors in the prioritization of employee retention. • Assisted WCIA in assessing the valuation of City facilities to allow for proper insurance coverage. • Supported employee wellness by attaining the AWC WeIlCity Award for 2023. • Provided City -Wide anti-harrassment training to Employees. • Implemented new timekeeping system and supported employees through the transition. • Assisted in the implementation of a new City-wide website design. Goals for 2024 • Successfully negotiate a succesor labor agreement to be implented in 2025. • Implement innovative methods to recruit vacancies in the City. • Implement a new Human Resource Management system to replace current payroll software. • Support employee wellness by attaining the AWC WeIlCity Award for 2024. • Audit City Fleet policy to include the revaluation of City vehicles. • Continue to enhance the Human Resources information on the City's new website. Personnel - FTE Equivalents Human Resource Manager Human Resource Technician Total FTEs Budget Detail Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Human Resources Division Budget Summary 2020 2021 2022 2023 2024 Actual Actual Actual Budget Budget 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 2.0 2.0 $ 278,542 $ 284,878 $ 307,005 $ 330,474 $ 345,623 1,482 1,179 1,037 3,000 2,200 20,951 17,121 36,166 52,110 32,710 $ 300,975 $ 303,178 $ 344,208 $ 385,584 $ 380,533 KID] 017 - Information Technoloav Division IT Division is responsible for the design, maintaince and support of the City's data network. This division maintain all primary computer applications including the financial management and permitting systems. Accomplishments for 2023 • Deployed Multi -Factor Authentication solution. • Offered secure password manager solution and eliminate insecure password storage options. • Assisted in deployment and support of finance software replacement. • Supported staff in development and implementation of software solutions. • Upgraded network and server core hardware infrastructure to maintain stability and improved performance. • Deployed security information and event management solution. Goals for 2024 • Deploy and support workorder management software for signal shop, facilities maintenance and IT. • Maintain Cybersecurity training program for City staff. • Continue with assistance of financial software replacement. • Aid in the migration to new Human Capital Management solution. • Manage network infrastructure to ensure minimum downtime for computer systems and phones. • Develop 24/7 Cybersecurity Monitoring solution by selecting the best partner for coverage after hours. Budget Summary Personnel - FTE Equivalents IT Manager 0.0 IT Specialist 0.0 Total FTEs 0.0 Budget Detail Wages, Payroll Taxes & Benefits Supplies Services & Charges Total Finance Division 0.0 1.0 1.0 1.0 0.0 2.0 2.0 2.0 0.0 3.0 3.0 3.0 $ 0 $ 0 $ 390,153 $ 423,272 $ 433,078 0 0 273 500 500 0 0 5,278 15,750 12,600 $ 0 $ 0 $ 395,704 $ 439,522 $ 446,178 IKID" 033 - Facilities The Parks, Recreation & Facilities Director provides management and oversight of the City's facilities. This department is responsible for the overall operations and maintenance of the City Hall facility, the City's Valley Precinct facility, CenterPlace and the Street Maintenance Shop. The Facilities Department is responsible for, among other things, grounds maintenance, janitorial services, lighting, and maintenance of the HVAC and other building systems. Accomplishments for 2023 • Implemented the maintenance tracking system to prioritize work. • Continued to coordinate maintenance activities with City Hall, CenterPlace, SVPD Precinct and Street Maintenance Shop staff. • Coordinated emergency preparedness drills with affected staff and coordinating agencies. • Completed an assessment of facility critical equipment for al city owned facilities. • Completed the replacement of failing sidewalk panels at the SVPD Precinct and CenterPlace. • Completed repairs for the HVAC at CenterPlace. • Completed repairs for the SVPD roll call room upgrades. Goals for 2024 • Continue to coordinate maintenance activities with City Hall, SVPD Precinct and Street Maintenance Shop staff. • Continue to coordinate maintenance activities with SVPD Precinct staff. • Coordinate emergency preparedness drills with affected staff and coordinating agencies. • Continue to coordinate City Hall repairs. • Coordinate maintenance and operation of new City Facilities. • Continue to coordinate CenterPlace repairs • Continue to coordinate repairs for the SVPD Precinct. Budget Summary Personnel - FTE Equivalents Maintenance Worker Lead - Facilities 0.0 0.0 0.8 0.8 1.0 Building Inspector - Facilities 0.0 1.0 1.0 1.0 1.0 Maint Worker -Facilities 0.88 0.88 0.0 0.0 2.0 Custodian 0.0 0.0 1.0 1.0 1.0 Total FTEs 0.88 1.88 2.8 2.8 5.0 Budget Detail Wages, Payroll Taxes & Benefits $ 101,631 $ 169,672 $ 260,042 $ 273,284 $ 527,155 Supplies 27,611 33,920 36,765 42,800 128,900 Services & Charges 183,508 179,254 276,289 164,260 657,630 Nonrecurring expenditures 295,923 353,224 668,792 75,000 416,000 Total Administrative Division $ 608,673 $ 736,070 $ 1,241,888 $ 555,344 $ 1,729,685 ffi[f Community & Public Works The Community and Public Works (CPW) Department is comprised of four divisions: the Administration Division, the Engineering Division, the Street Maintenance Division, and the Building Division. Additonally, the CPW Department includes the Surface & Stormwater Utlity, and Solid Waste Collection. 040-Administration Division The Administrative Division is responsible for the management and direction of the Community & Public Works Department within the City of Spokane Valley. These efforts include setting goals and objectives for the following divisions and services. Engineering Division is responsible for the City's Capital Improvement Program (CIP), Development Engineering, and traffic management and operations. Additionally, the Engineering Division is responsible for managing the City's Surface and Stormwater Utlity (Stormwater Funds #402 & #403). Building Division is responsible for managing and monitoring land development, permitting, and code enforcement for all private properties within the City. Street Maintenance & Operations Division provides responsive maintenance and repairs for 1,040 center line miles of City streets. The City of Spokane Valley operates ten City -owned snow plows which are responsible for the clearing of the priority 1 and 2 roads along with selected hillsides (Street Fund #101). Solid Waste Management provides and manages the City's Comprehensive Solid Waste and Moderate Risk Waste Management Plan, including the management of the contracts for solid wase collection and disposal (Fund #106). Accomplishments for 2022 • Continued ongoing coordination of operations with other local, regional, and state entities. • Implementation of the Local Streets Pavement program as part of the Street Maintenance Division. • Continued coordination of the City's comprehensive Pavement Preservation Program. • Working with the Fleet Services Manager, developed a Snow Plow Fleet Management Program. • Working with the Fleet Services Manager, developed a Vehicle Fleet Management Program. • Due to decrease in service from Spokane County, coordinated efforts between City and County management to maintain level of service for traffic signal and sign maintenance programs. • Continued to explore options for enhancement or replacement of the current permit system software. • Coordinating the development of a City -provided Traffic Signal Maintenance Shop due to the decrease in County -provided signal maintenance services. • Coordinated the City's efforts for an alternative delivery design/construction method for City Hall repairs. Goals for 2024 • Continue the process of developing a city-wide, comprehensive Asset Management Program. • Provide final recommendation regarding replacement of the current permitting and code enforcement software. • Continue the review, recommendations, and development of a new comprehensive Maintenance Shop that will meet the needs of all city maintenance staff. • Continue coordination of operations and maintenance with other local, regional and state entities. Budget Summary 2020 2021 2022 2023 2024 Actual Actual Actual Budget Budget Personnel - FTE Equivalents Community & Public Works Director 0.0 0.0 1.0 1.0 1.0 Administrative Assistant 0.0 0.0 1.0 1.0 1.0 Total FTEs 0.0 0.0 2.0 2.0 2.0 Budget Detail Wages, Payroll Taxes & Benefits $ 0 $ 0 $ 292,802 $ 316,600 $ 342,967 Supplies 0 0 597 1,200 1,000 Services & Charges 0 0 1,109 57,400 56,460 Total Engineering Division $ 0 $ 0 $ 294,508 $ 375,200 $ 400,427 ISE 041 - Engineering Division The Engineering Division includes the following functions: Capital Improvement Program (CIP) plans, designs, and constructs new facilities and maintains, preserves, and reconstructs existing facilities owned by the City of Spokane Valley. Development Engineering (DE) ensures that land actions and commercial building permits comply with the adopted codes for private infrastructure development through plan review and construction inspection. Traffic Management and Operations provides traffic engineering for safe and efficient multi -faceted transportation systems throughout the City (included in the Street Fund #101). Utilities oversees the City's surface and Stormwater Utility and coordinates other utility issues on behalf of the City as assigned (included in the Stormwater Management Fund #402 ). Accomplishments for 2023 • Succesfully implemented approved capital projects and administered state and federal grants. • Successfully passed a federal audit with no findings. • Finalized the design and right-of-way phase of the Pines Road Grade Separation Project. • Completed the efforts to fully fund the construction of the Pines Road Grade Separation Project. • Continued the efforts for preliminary engineering for the Sullivan/Trent Interchange Project. • Prepared and applied for over 20 grant applications to support capital projects. • Continued to coordinate regional transportation issues with SRTC, WSDOT, and other agencies. • Began implementation of the enhanced Stormwater Management Program approved by City Council. • Continued the Ecology -observed update for the Solid Waste Management Plan. • Processed record number of engineering permits and land use applications in accordance with City codes. • Implemented automated traffic signal performance measures (ASTMS) and reduced travel times on the Pines Road and Sullivan Road corridors. Goals for 2024 • Implement approved capital projects. • Administer state and federal funds received for capital projects. • Prepare and apply for grant applications for capital projects. • Begin the construction phase of the Pines Road Grade Separation Project. • Advance the preliminary engineering phase of the Sullivan/Trent Interchange Project. • Pursue opportunities to fund the construction of the Sullivan/Trent Interchange Project. • Continue to coordinate regional transportation issues with SRTC, WSDOT, and other agencies. • Evaluate the potential to implement traffic impact fees citywide. • Continue implementation of the enhanced Underground Injection Control (UIC) and National Pollution Discharge Elimination System (NPDES) programs. • Finalize the update of the Solid Waste Management Plan. • Process engineering permits and land use applications in a professional and timely manner and ensure consistency with City codes. • Implement ATSPMs across a wider range of the signal network using existing software. on next ISK (conunueaTrom pnorpage) 041 - Enaineerina Division Budget Summary Personnel - FTE Equivalents General Administrative Assistant 2.0 2.0 1.0 0.9 0.9 Assistant Engineer 0.2 0.7 1.5 0.75 0.75 CAD Manager 0.0 0.0 0.5 0.00 0.00 City Engineer 1.0 1.0 1.0 1.00 0.00 CPW Liason 0.0 0.0 0.0 0.20 0.20 * Engineer 1.0 1.0 0.5 0.0 0.25 * Engineering Manager- CIP 1.0 1.0 1.0 1.0 0.5 * Engineering Manager- Utility 0.0 0.0 0.0 0.0 0.5 Engineering Tech 1.5 1.5 1.5 0.75 0.75 * Engineering Techll 0.75 0.75 0.75 0.6 0.6 * Engineering Tech Supervisor 0.0 0.0 0.0 0.5 0.5 * Main/Construction Inspector 2.0 2.0 2.0 0.0 0.0 Planning & Grants Engineer 0.0 0.0 0.0 0.5 0.5 * Senior Dev Engineer 1.0 1.0 1.0 0.0 0.0 Senior Engineer -Prof Mgmt. 1.7 1.7 1.7 0.9 0.9 * Senior Planning Grants Engineer 0.375 0.375 0.375 0.0 0.0 Water Resource Sr. Engineer 1.0 1.0 1.0 0.0 0.0 Development Senior Dev Engineer 0.0 0.0 0.0 0.75 0.75 Maint/Construction Inspector 0.0 0.0 0.0 1.75 1.75 Water Resource Sr. Engineer 0.0 0.0 0.0 1.0 1.0 Assistant Engineer 0.0 0.0 0.0 1.25 1.25 Total FTEs 13.525 14.025 13.825 11.85 11.10 Interns 0.0 0.0 0.0 0.0 0.0 Budget Detail Wages, Payroll Taxes & Benefits $ 1,381,990 $ 1,552,400 $ 1,655,389 $ 1,540,424 $ 1,642,205 Supplies 18,187 21,912 23,130 36,500 36,100 Services & Charges 207,293 149,406 135,390 289,129 337,125 Nonrecurring Expenditures 0 0 0 16,600 0 Total Engineering Division $ 1,607,470 $ 1,723,718 $ 1,813,909 $ 1,882,653 $ 2,015,430 * These positions are budgeted partially to the Engineering Division in the General Fund with the balance budgeted as a part of Capital Projects Funds, the Street Fund #101, and the Stormwater Fund #402. ffiB? 043 - Building and Code Enforcement Division The Building and Code Enforcement Division is responsible for implementing and enforcing the State Building Code and Spokane Valley Municipal Code as required by state law. The purpose of the Building Codes, as adopted by the State of Washington and City of Spokane Valley, is to promote the health, safety, and welfare of the occupants or users of the building and structures and the general public by requiring minimum performance standard for structural strength, exit systems, stability sanitation, light, ventilation, energy conservation, and fire safety to ensure the City's comply with various codes. The Code Enforcement arm of the division is responsible for enforcing SVMC thoughout the City, primarily on private property. The Code Enforcement Team works directly with property owners in maintaining property to City -adopted standards relating to vegetation, camping, vehicles, trash and rubbish, and structue conditions. Accomplishments for 2023 • Actively began providing Building Permit application, review, and inspection services for the City of Millwood. • Continued to explore options for enhancement or replacement of the current permit system software. • Expanded online permit portal options for various project types. • Implemented an in-house program for cross training staff for several division procedures, including permit intake, review, and processing. • Implemented Code Enforcement program improvements to enhance communication and response to customers. • Continued participation in regional Code groups such as SHBA Spokane Regional Code Group and Inland Fire & Life Safety Council. Goals for 2024 • Continue to ensure continued high level of Permit Center customer service to permittees and other agencies. • Strategize process for scanning commercial address files. • Provide final recommendation regarding replacement of the current permitting and code enforcement software. • Continue to improve Code Enforcement program and public outreach/education. • Partner with regional permitting agencies towards creation of local/in-house training program for code professionals. • Continue to implement additional mini -training presentations by staff for staff to support mutual understanding of various Divisions' processes. Budget Summary Personnel - FTE Equivalents Building Official 1.0 1.0 1.0 1.0 1.0 Assistant Building Official 1.0 1.0 1.0 1.0 1.0 Development Service Coordinator 1.0 1.0 1.0 1.0 1.0 Senior Permit Specialist 0.0 0.0 0.0 0.0 1.0 Engineering Tech 1.0 1.0 1.0 1.0 0.0 Permit Facilitator 2.0 2.0 2.0 2.0 2.0 Plans Examiner 1.0 1.0 1.0 1.0 1.0 Building Inspectorll 3.0 3.0 3.0 3.0 3.0 Office Assistant)) 1.0 1.0 1.0 1.0 0.0 Office Assistant) 3.0 3.0 2.0 2.0 2.0 Administrative Assistant 1.0 0.0 0.0 0.0 1.0 Senior Planner 1.0 1.0 0.0 0.0 0.0 Planner 3.0 3.0 0.0 0.0 0.0 Code Enforcement Officer 2.0 2.0 2.0 2.0 2.0 Total FTEs 21.0 20.0 15.0 15.0 15.0 Budget Detail Wages, Payroll Taxes & Benefits $ 1,950,262 $ 1,965,489 $ 1,557,184 $ 1,658,382 $ 1,816,601 Supplies 19,271 23,037 20,584 42,500 41,450 Services & Charges 314,903 353,850 340,190 374,660 382,905 Total Building Division $ 2,284,436 $ 2,342,376 $ 1,917,958 $ 2,075,542 $ 2,240,956 ISE! 042 - Economic Development Division The Economic Development Department oversees Geographical Information Systems, Marketing and Communications, Current and Long Range Planning, Tourism, Business Licensing, and Business Development. The Department works to build relationships with businesses, the community, and economic development partners to pursue strategies that ensure long-term fiscal strength of the City. Accomplishments for 2023 • Implemented marketing campaigns to promote city events to improve citizen participation and enhance tourism. • Worked with Spokane County to complete a multi -phased master plan for the Plante's Ferry Sports Complex. • Partnered with the Parks Department to promote economic development programs and other events at CenterPlace. • Partnered with the Greater Spokane Valley Chamber to develop and co -market the State of the City and workshops. • Implemented marketing strategies and campaigns for skilled labor and business recruitment. • Developed an assessment of potential annexation options for the city. • Completed development and launch of new CivicPlus City website. • Partnered with Spokane Sports to complete a feasibility analysis of a new indoor ice facility. • Completed a five-year Destination Marketing Plan that will guide expenditures related to TPA tourism funds. • Worked with Spokane Sports to initiate a Cross Country Faciltity Master Plan at Flora Park. • Updated the City's tourism strategy to identify and prioritize the development of key projects . • Managed Retail Strategies to recruit new, interesting and unique retail businesses to the city. • Developed mapping applications to track homeless activity, business connections and stormwater inspections. Goals for 2024 • Pursue grant opportunities to enhance economic development and tourism strategies. • Develop a cross country course at Flora Park to host collegiate, post collegiate and NCAA cross country events. • Collaborate with local, regional and state entities to bring greater awareness to partnership opportunities. • Continue to connect business owners in a variety of sectors with technical assistance. • Continue to engage partners, the public and stakeholders in economic development and tourism strategies. • Develop an outward facing GIS application for the general public. • Develop a GIS application for planners to produce project maps and noticing mailers. • Develop a in-house GIS stormwater billing application to assess fees for commercial and residential properties. • Update land capacity analysis scripting tools to identify vacant and partially used properties throughout the city. • Continue work with consultants to implement destination marketing strategies to grow tourism in city. • Manage Retail Strategies to recruit new, interesting and unique retail businesses to the city. • Continue work with consultants to implement skilled labor and business recruitment strategies and campaigns. 042 - Economic Development Division Budget Summary Personnel - FTE Equivalents Economic Development Director 1.0 1.0 1.0 1.0 1.0 Economic Development Specialist 2.0 1.0 0.0 1.0 1.0 Communication & Marketing Officer 0.0 0.0 0.0 0.0 1.0 Public Information Officer 1.0 1.0 1.0 0.0 0.0 Senior Transportation Planner 1.0 1.0 1.0 1.0 0.0 GIS Analyst 0.0 0.77 0.77 0.77 0.77 Housing & Homeless Services Coordinator 0.0 0.0 1.0 1.0 0.0 Business License Specialist 1.0 1.0 1.0 1.0 1.0 Total FTEs 6.0 5.77 5.77 5.77 4.77 Interns 1.0 1.0 1.0 1.0 1.0 Budget Detail Wages, Payroll Taxes & Benefits $ 609,137 $ 740,108 $ 830,993 $ 679,480 $ 733,016 Supplies 12 1,903 2,669 5,400 5,400 Services & Charges 350,716 330,363 461,074 466,090 451,390 Nonrecurring Expenditures 110,751 55,577 25,677 244,744 0 Total Engineering Division $ 1,070,616 $ 1,127,951 $ 1,320,413 $ 1,395,714 $ 1,189,806 * This position is budgeted partially to the Economic Development Division in the General Fund with the balance budgeted as a part of the Stormwater Fund #402. ISM 044 - Planning Division The Planning Division oversees both long-range and current planning for the City. The Division oversees the development and implementation of the Comprehensive Plan, Shoreline Master Program, and Housing Action Plan, including developing and processing amendments to the comprehensive plan, zoning, subdivision regulations, and related procedural requirements. The Division handles land use permit processing such as subdivisions, shoreline permits, conditional use permits, boundary line adjustments, and zoning letters. The Division also ensures the City maintains consistency with state laws like the Growth Management Act, the Shoreline Management Act, the State Environmental Policy Act, Subdivisions, and other related land use laws. Accomplishments for 2023 • Processed a code text amendment related to privately initiated amendments to the Comprehensive Plan. • Collaborated with regional partners in long range planning efforts including updates to the Land Quantity Analysis,. • Processed land use development applications in a timely and efficient manner. • Provided cross -training and expansion of training related land use planning. • Processed and coordinated amendments to various sections of the municipal code. • Reviewed and commented on statewide legislation proposals as they related to land use. Goals for 2024 • Collaborate with regional partners in long range planning efforts related to the periodic update, • Seek grants to support City planning initiatives and develop scopes of work for the periodic update, • Increase cross -training and expansion of training related housing and long-range planning techniques, • Continue to process land use development applications in a timely and efficient manner, • Review and update land use processes to ensure they are efficient and streamlined, • Start the periodic review as required by Growth Management Act that is due in 2026 Budget Summary Personnel - FTE Equivalents Planning Manager 0.0 0.0 1.0 1.0 1.0 Senior Planner 0.0 0.0 1.0 1.0 1.0 Associate Planner 0.0 0.0 0.0 0.0 2.0 Planner 0.0 0.0 3.0 3.0 1.0 Total FTEs 0.0 0.0 5.0 5.0 5.0 Budget Detail Wages, Payroll Taxes & Benefits $ 0 $ 0 $ 627,005 $ 708,184 $ 711,815 Supplies 0 0 2,724 5,530 5,530 Services & Charges 0 0 105,422 174,015 363,745 Total Building Division $ 0 $ 0 $ 735,151 $ 887,729 $ 1,081,090 ffi[ The Parks and Recreation Department is composed of six divisions including Administration, Maintenance, Recreation, Aquatics, Senior Center, and CenterPlace. The overall goal of the department is to provide quality recreation programs and acquisition, renovation, development, operation and maintenance of parks and maintenance of parks and recreation facilities. Parks Administration Division The Administration Division provides direction and leadership for the Parks and Recreation Department in implementing the goals and objectives of the City Council and facilitates the general upkeep of parks and public areas of the City. Accomplishments for 2023 • Constructed Phase 1 improvements (Park Infrastructure) at Balfour Park. • Improved contractor responsiveness and park maintenance service delivery in Park System. • Improved Park Security with contracted and volunteer (SCOPE) services nightly gate closures at Sullivan Park. • Advanced public access partnership concept for DNR 100-acre Natural Area at Mirabeau Point Park. • Completed State Grant requirements for $1 M reimbursement of Flora Property acquisition costs. • Budgeted for required 2024 update to Parks, Recreation & Master Plan. • Continued to work with Housing and Homeless team to address unsheltered residents in City Park System. • Developed RFP for alternative contracting model for future Park Maintenance Services. Goals for 2024 • Implement new Park Maintenance Contracts and Park Operations and Maintenance FTEs. • Complete required 2024 update to Parks & Recreation Master Plan. • Establish Park Sponsorship and Fundraising Services Agreement with Spokane Parks Foundation. • Launch Capital Fundraising Campaign for Balfour Park. • Apply for RCO Local Parks and Land and Water Conservation Fund funding for Balfour Park Phase 2 improvements. • Work with Economic Development to advance Flora Property cross-country course development. • Develop basic public access infrastructure at Flora, Summerfield and Ponderosa properties. • Establish public access to DNR 100-acre Pinecroft Natural Area Preserve at Mirabeau Park. Budget Summary Personnel - FTE Equivalents Parks & Recreation Director 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Park Operation & Maint Coordinator 0.0 0.0 0.0 0.0 1.0 Maintenance Worker - Parks 0.0 0.0 0.0 0.0 1.0 Total FTEs 2.0 2.0 2.0 2.0 4.0 Budget Detail Wages, Payroll Taxes & Benefits $ 273,466 $ 278,378 $ 274,893 $ 305,171 $ 537,143 Supplies 2,400 3,531 3,336 2,900 3,900 Services & Charges 50,672 24,609 62,370 75,425 179,750 Total Parks Administration Division $ 326,538 $ 306,518 $ 340,599 $ 383,496 $ 720,793 IEVA 300 - Maintenance Division The Parks Maintenance Division is responsible for the contracted maintenance and upkeep of our parks and public areas including the Centennial Trail. Budget Summary 2020 2021 2022 2023 2024 Actual, 'Actual, 'Actual, Budgel Budgel Budget Detail Supplies $ 8,171 $ 5,126 $ 4,430 $ 2,000 $ 2,000 Services & Charges 899,732 932,010 998,507 970,455 1,396,583 Nonrecurring expenditures 0 31,984 18,741 0 0 Total Maintenance Division $ 907,903 $ 969,120 $ 1,021,678 $ 972,455 $ 1,398,583 301 - Recreation Division The Recreation Division coordinates and facilitates the delivery of recreation programs and service throughout the City and the City's Park system. Accomplishments for 2023 • Sought funding through No Child Left Inside program to enhance summer teen programming. • Established several new off-season recreational program offerings. • Continued to publish and distribute Spring/Summer and Fall/Winter Recreation Guides. • Continued to offer free summer meal program and library partnership in 3 parks. • Continued to foster relationshiops with community partners and increased sponsorships of recreaion programs. • Held expanded annual Arbor Day Celebration on the West Lawn Plaza and Mirabeau Park. • Obtained full program sponsorship of outdoor movie events on the Mirabeau Meadows. Goals for 2024 • Separate Spring and Summer publication of Recreation Guide to improve outreach. • Continue to offer free summer meal program and library partnership and expand to Balfour Park. • Continue to foster relationshiops with community partners and expand sponsorships of recreaion programs. • Work with local businesses to sponsor and facilitate additional recreation classes. • Enhance annual Arbor Day Celebration on the West Lawn Plaza and plant trees on Appleway Trail. • Continue to hold and develop the Winter Market community event in December. • Enhance summer day camp staff training to include youth mental health awareness and skillsets. Budget Summary Personnel - FTE Equivalents Recreation Coordinator 1.0 1.0 1.0 1.0 1.0 0.6 0.6 0.6 0.6 0.6 Recreation Coordinator 1.6 1.6 1.6 1.6 1.6 Budget Detail Wages, Payroll Taxes & Benefits $ 139,367 $ 165,498 $ 190,939 $ 256,318 $ 246,285 Supplies 6,069 3,283 9,527 15,900 16,600 Services & Charges 21,792 14,587 62,484 79,625 83,425 Total Recreation Division $ 167,228 $ 183,368 $ 262,950 $ 351,843 $ 346,310 IMR] 302 - Aquatics Division The City of Spokane Valley owns three pools: Park Road Pool, Terrace View Pool, and Valley Mission Pool. Services include open swim, swim lessons, swim team and facility rentals. In addition, the City leases a portion of Valley Mission Park to Splashdown Inc. for a water park. The City currently is contracting with the YMCA for all aquatic activities within the City. The YMCA provides the lifeguards and maintains the pools during the season. Accomplishments for 2023 • Returned to pre-covid summer aquatics programming. • Expanded Swim Lessons to include evening sessions. • Contnued to foster community partnerships. • Expanded partnerships to include Numerica and Pool World to offer free swim sessions at all three pools. • Continued to partner with Make a Splash to offer free water safety clinics. • Continued to partner with Spokane Parks Foundation to offer swim lesson and swim team scholarships. Goals for 2024 • Continue to run aquatic programs at full capacity. • Continue to partner with community spionsors to offer free swim sessions at all three pools. • Continue to partner with Spokane Parks Foundation to offer swim lesson and swim team scholarships. • Expand Paws in the Pool Event to include local dog -related vendors. • Continue to enhance and monitor pool facilities for operational efficiency. • Renew contract with YMCA for management and operation of outdoor City Pools. Budget Summary Budget Detail Supplies $ 0 $ 497 $ 1,154 $ 2,000 $ 2,000 Services & Charges 117,023 304,750 442,104 563,700 567,200 Total Aquatics Division $ 117,023 $ 305,247 $ 443,258 $ 565,700 $ 569,200 I 304 - Senior Center Division The City of Spokane Valley Parks and Recreation Department assumed operational control of the Valley Senior Center in 2003. Accomplishments for 2023 • Continued to work with the Senior Center Board and Recreaiton Staff to track utilization and create new programs. • Assisted in planning and coordinating an annual senior resource fair with local vendors and service providers. • Continued to provide support and assistance with the Senior Center website and newsletter. • Continued to coordinate and health and wellness informational programs for Senior Center members Goals for 2024 • Continue to work with the Senior Center Board and Recreation Staff to track utilization and assist with room scheduling. • Assist in planning and coordinating an annual senior resource fair with local vendors and service providers. • Continue to coordinate health and wellness through SCC ACT 2 programs for Senior Center members. • Continue to attend Senior Center Board Meetings to maintain a working relationship with the CenterPlace and the City. Budget Summary Personnel - FTE Equivalents Senior Center Specialist 0.4 0.4 0.4 0.4 0.4 Total FTEs 0.4 0.4 0.4 0.4 0.4 Budget Detail Wages, Payroll Taxes & Benefits $ 27,368 $ 28,278 $ 9,693 $ 32,141 $ 27,219 Supplies 843 501 600 1,600 1,600 Services & Charges 477 1,076 2,525 5,175 5,175 Total Senior Center Division $ 28,688 $ 29,855 $ 12,818 $ 38,916 $ 33,994 IP 305 - CenterPlace Division Construction of Mirabeau Point CenterPlace began in late 2003 and was completed mid -year 2005. The project represented the culmination of eight years of planning and fundraising by Mirabeau Point Inc. and the joint involvement of the City and Spokane County. The approximately 54,000 square foot facility houses the City of Spokane Valley Senior Center, a great room/banquet facility, numerous meeting rooms, multi -purpose rooms and a high tech lecture hall. The facility combines with Mirabeau Meadows Parks and Mirabeau Springs to form a regional focal point for Northeastern Washington and Northern Idaho. Accomplishments for 2023 • Consulted with area professionals to draft a plan for the improvement and useabiltiy of the CenterPlace Greenhouse. • Upgraded CenterPlace 2nd level hallway flooring. • Finalized details to complete the design of the shade sail canopy to West Lawn Plaza Stage. • Implemented additional equipment and marketing to increase outdoor CenterPlace reservations and community events. • Replaced carpet in three Senior Center Rooms. • Remodeled and redecorated two rooms to create functional bridal/event ready rooms. • Secured additional equipment for expanded use of the West Lawn Plaza. • Increased number of reservations, events, occupancy, utiliziation and revenue geneartionat CenterPlace. Goals for 2024 • Continue to update furnishing and floor coverings in facility rooms. • Contract with marketing firm to develop enhanced marketing materials for facility. • Purchase additional audio visual equipment to enhance customers' meeting experience. • Select and order 800 banquet chairs to replace existing chairs that have begun to decline. • Upgade/replace Great Room window shades for better functionality and aesthetic. Budget Summary Personnel - FTE Equivalents Centerplace Coordinator 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 0.0 0.0 0.0 Office Assistant) 1.0 1.0 1.0 1.0 1.0 Office Assistant)) 0.0 0.0 1.0 1.0 1.0 Part Time Office Assistant 0.0 0.0 0.0 0.5 0.5 Recreation Assistant 0.0 0.0 0.0 0.0 1.0 Maintenance Worker -Facilities 2.0 2.0 1.84 1.84 0.0 Total FTEs 5.0 5.0 4.84 5.34 4.50 Budget Detail Wages, Payroll Taxes & Benefits $ 412,779 $ 424,756 $ 468,991 $ 662,512 $ 490,513 Supplies 56,302 63,848 88,339 96,924 38,863 Services & Charges 237,671 247,825 317,167 336,931 146,604 Nonrecurring Expenditures 17,086 5,000 0 0 175,000 Total CenterPlace Division $ 723,838 $ 741,429 $ 874,497 $ 1,096,367 $ 850,980 IPA The General Government Department accounts for those activities that are not specific to the functions of any particular General Fund Department or operation. Expenditures recorded here are composed of City Hall bond payments; information technology equipment and services; capital costs that benefit more than one department; support of agencies external to the City that provide social service programs and economic development services; and transfers to other City funds for property/casualty insurance premiums (Fund #502), park capital projects (Fund #309) and the pavement preservation program (Fund #311). Budaet Summary 2020 2021 2022 2023 p Actual Actual Actual Budget L I Bud et Employee Recognition -Operating Supplies $ 2,281 $ 725 $ 1,694 $ 3,500 $ 3,500 Miscellaneous Supplies 599 2,357 2,645 0 0 Vehicle Maintenance Supplies 2,196 152 908 1,000 1,000 Small Tools & Minor Equipment 2,977 1,670 5,504 7,000 7,000 Security Hardware - Non Capital 0 152 13,562 2,000 22,000 Network Hardware - Non Capital 0 633 10,894 33,000 9,000 Desktop Hardware - Non Capital 13,972 7,760 3,664 65,700 20,500 Desktop Software - Non Capital 1,519 21,677 12,052 36,000 0 Server Hardware 0 5,981 3,044 5,000 5,000 Security Software - Non Capital 0 30,419 22,197 52,950 0 Network Software Licensing 0 3,447 572 3,500 0 Server Software - Non Capital 0 4,524 4,038 6,500 0 Office & Operating Supplies 3,648 1,732 4,907 3,700 3,700 27,192 81,229 85,697 219,850 71,700 Professional Services - Misc. Studies 97,892 109,802 94,000 243,000 243,000 Accounting & Auditing 105,162 117,493 77,459 120,000 120,000 Postage 17 55 714 1,000 1,000 Telephone Service 13,927 24,485 31,282 16,500 0 Cell Phones 1,480 1,338 80 2,000 0 Internet Service 9,006 9,750 1,558 10,200 0 Taxes and Assessments 0 0 0 1,000 0 Professional Services 0 0 0 1,500 0 IT Support 15,517 1,498 1,592 30,500 80,000 Desktop Software/Subscription Maint 0 0 0 0 44,000 Hosted Software as a Service 0 0 0 0 252,000 Server Hardware Subscription/Maint 0 0 0 0 4,600 Server Software Subscription/Maint 0 0 0 0 91,300 Network Hardware Subscription/Maint 0 0 0 0 22,800 Network Software Subscription/Maint 0 0 0 0 600 Security Hardware Subscription/Maint 0 0 0 0 18,500 Security Software Subscription/Maint 0 0 0 0 49,200 Equip Repair & Maint-Hardware Support 0 306 5,303 10,600 0 Software Licenses & Maintenance 134,072 81,917 146,094 546,600 0 Security Infrastructure Maintenance 0 0 154 1,000 0 Network Infrastructure Maintenance 0 14,604 8,248 14,650 0 Merchant Charges (Bankcard Fees) 532 1,816 1,135 1,900 1,900 Telephone Service 0 0 6,474 0 12,600 Cell Phones 0 0 80 0 2,000 Internet Service 0 0 8,319 0 11,100 Network Infrastructure Access 5,155 5,210 5,421 6,600 6,600 Network Infrastructure Access -SCRAPS 0 1,199 1,218 1,200 1,200 Equipment Rental 4,169 3,869 3,869 4,000 4,000 Interfund Vehicle Lease 500 500 500 3,000 3,300 Printing & Binding 0 1,587 0 500 500 Miscellaneous Services 2,171 2,341 2,264 5,000 5,000 General Operating Leases: Computer 67,452 62,179 22,125 70,000 80,500 Outside Agencies- Social Svc & Econ. Dev. 168,331 171,872 140,552 182,000 200,000 County Data Sharing Passthrough Costs 0 803 387 1,000 1,000 Alcohol Treatment: Liquor Excise Tax 15,597 10,412 14,777 15,600 15,000 Alcohol Treatment: Liquor Profits 19,409 11,523 16,209 19,500 19,000 $ 686,158 $ 634,559 $ 591,459 $ 1,309,850 $ 1,290,700 1P% Budget Summary 2t12t1 2021 2022 2923 202 Actual Actual Actual Bud et Bud et Intergovernmental Services Election Costs $ 0 $ 145,911 $ 0 $ 110,000 $ 0 Voter Registration 100,871 85,815 97,033 100,000 100,000 Taxes and assessments 12,020 12,020 12,020 12,100 12,100 Spokane County Air Pollution Authority 140,411 150,830 148,194 178,018 217,440 253,302 394,576 257,247 400,118 329,540 Capital Outlays Computer Hardware - Capital 40,516 (63) 50,495 15,000 15,000 Lease Asset 0 0 48,494 0 0 40,516 (63) 98,989 15,000 15,000 Interest and Other Debt Service Costs 0 600 49,022 600 600 Transfer out - #204 (City Hall bond payment) 401,450 401,500 401,400 401,150 398,950 Transfer out - #309 (park capital projects) 160,000 160,000 160,000 160,000 160,000 Transfer out - #311 (pavement preservation) 982,023 991,843 1,001,800 1,011,800 1,021,900 Transfer out - #501 (Centenolace kitchen reserve) 36,600 36,600 0 0 0 Transfer out - #501 (IT Capital equip reserve) 0 0 0 0 86,500 Transfer out - #502 (risk management) 410,000 425,000 450,000 600,000 700,000 1,990,073 2,014,943 2,013,200 2,172,950 2,367,350 Subtotal Recurring Expenditures $ 2,998,430 $ 3,125,844 $ 3,095,614 $ 4,118,368 $ 4,074,890 IT capital replacement 15,075 0 7,906 15,000 152,500 Heavy Duty Mach. & Equip.- City Hall Generator 13,590 0 0 0 0 Computer Hardware - Capital 71,177 115,986 86,532 125,000 0 Computer Software - Capital 16,335 0 30,425 726,000 0 COVID-19 related expenditures 4,255,977 0 0 0 0 CLFR Expenditures 0 37,141 43,514 8,006,000 0 Land Acquisition 0 27,397 186,000 0 0 Transfer out - #101 0 2,552,600 3,084,919 3,530,048 4,592,923 Transfer out - #122 (Replenish Winter WeatherReserv! 500,000 364,440 89,805 500,000 0 Transfer out - #309 (Park Capital) 2,781,166 18,813 145 460,327 0 Transfer out -#312(capital reserve fund) 0 11,126,343 3,593,000 5,358,054 0 Transfer out - #501 (new code enf. vehicle) 27,472 0 0 0 0 7,680,792 14,242,7 0 - 7,122,246 18,720,429 4,745,423 Total Governmental Division $ 10,679,222 $ 17,368,564 $ 10,217,860 $ 22,838,797 $ 8,820,313 123 101 -Street Fund The Street Maintenance Division, funded by Street Fund #101 was established to account for the activities associated with the provision of efficient and safe movement of both motorized and non -motorized vehicles, as well as pedestrians within the limits of the City, and coordinate convenient interconnect to the regional transportation system. Maintenance work includes snow and ice control, street pavement repairs, traffic signals and signs, landscaping and vegetation control, and many other street maintenance and repair activities. The Street Maintenance Division provides responsive maintenance and repairs for approximately 461 center line miles of City streets. Many of the services overseen by street maintenance staff are contracted services, including street and stormwater maintenance, roadway landscape maintenance, and street sweeping. Additionally, during winter months, city maintenance staff manage snow and ice services utilizing both City -owned and operated equipment, as well as contracted equipment and labor services. Accomplishments for 2023 • Monitored of Automated Traffic Signal Performance Measures (ASTMS) for the Argonne Road, Pines Road, and Sullivan Road corridors. • Local Streets Program successfully implemented the Unit Priced Contract method for completing local road preservation project. • Local Streets Program successfully implemented the local road preservation pilot project consisting of slurry and cape seal preservation. • Continued annual roadway maintenance and repair projects, including resurfacing several local and collector streets. • Continued winter roadway operations, including full -city plows during significant snow events. • Began the process of identifying future City-wide maintenance facility needs for all departments. • Developed a Snow Plow Fleet Management Program and began implementation. • Developed a Vehicle Fleet Management Program and began implementation. Goals for 2024 • Continue on -going roadway and bridge maintenance and repairs. • Implement ATSPMs across a wider range of the signal network using existing software. • Continue annual roadway maintenance and repair efforts. • Continue winter operations. • Continue seeking funding opportunities for the entire Pavement Management Program. • Work with other departments in developing a city-wide, comprehensive Asset Management Program, which will include transportation maintenance and operations facilities. Budget Summary 2020 2021 2022 2M 2024 'ActualActual � �A ivaf Budget � Budget Personnel - FTE Equivalents Assistant Engineer 0.00 0.0 0.0 0.0 0.0 Construction Inspector 1.50 1.50 1.50 1.50 1.50 * Engineering Tech II 0.25 0.25 0.25 0.25 0.90 * Maintenance/Construction Inspector 2.35 2.35 0.50 0.50 2.00 * Mechanic 0.00 0.00 0.75 0.75 0.75 * Planning Grants Engineer 0.375 0.375 0.375 0.25 0.00 * Public Works Superintendent 1.0 1.0 1.0 1.0 1.0 Senior Engineer- Traffic 1.0 1.0 0.0 0.0 0.0 Stomrwater Foreman 0.0 0.0 0.1 0.1 0.1 * Streets Foreman 0.0 0.0 1.0 1.0 1.0 Traffic Signal Technician 0.0 0.0 0.0 1.0 1.0 Traffic Engineer 1.0 1.0 1.0 1.0 1.0 Traffic Engineering Manager 0.0 0.0 1.0 1.0 1.0 Total FTEs 7.475 7.475 7.475 8.35 10.25 (continued to next page) * These positions are budgeted partially to the Street Fund with the balance budgeted as a part of the General Fund, Capital Projects Funds, and the Stormwater Fund #402. 124 Budget Summary Revenues Utility Tax $ 1,388,026 $ 1,033,915 $ 1,003,537 $ 857,000 $ 900,000 Motor Vehicle Fuel Tax 1,737,864 1,901,926 1,951,437 2,062,600 1,950,700 Multimodal Transportation Revenue 131,847 132,334 137,638 139,200 137,500 Right -of -Way Maintenance Fee 93,033 115,307 101,652 95,000 100,000 Solid Waste Road Wear Fee (local streets) 0 0 0 1,700,000 1,700,000 Investment Interest 829 555 12,416 500 10,000 Miscellaneous 55,441 222,890 425,162 10,000 10,000 Total revenues 3,407,040 3,406,927 3,631,842 4,864,300 4,808,200 Nonrecurring Revenues Utility Tax Recovery 0 50,472 0 0 0 Insurance proceeds 0 59,619 0 0 0 Transfers in - #001 0 2,552,600 3,084,919 3,530,048 4,592,923 Transfers in-#106 0 0 271,000 1,862,929 0 Transfers in - #122 364,439 89,805 500,000 0 0 Transfers in - #311 0 0 0 2,677,099 0 Transfers in-#312 1,364,706 0 0 250,000 0 Total Nonrecurring Revenues 1,729,145 2,752,496 3,855,919 8,320,076 4,592,923 Expenditures Wages, Payroll Taxes & Benefits 954,269 1,129,580 1,331,894 1,617,994 1,641,850 Supplies 128,210 139,886 159,047 197,200 245,400 Services & Charges 1,998,067 2,553,702 2,797,395 2,820,889 2,840,050 Snow Operation 939,416 900,233 1,764,045 1,081,915 1,699,464 Local Street Program 0 0 0 3,918,100 1,579,560 Intergovernmental Payments 753,654 928,557 934,316 1,000,000 1,025,000 Interfund Vehicle Lease -#501 (non -plow) 14,500 10,250 10,250 27,750 41,950 Interfund Vehicle Lease - #501 (plow replace) 48,500 60,500 275,000 275,000 300,000 Nonrecurring Expenditures Small tools & minor equip 0 0 4,356 0 0 Traffic control improvements 74,710 9,406 0 0 0 Streetlight replacement program 0 0 0 40,000 0 Signal Maintenance Equipment 0 0 0 40,000 0 Capital Equipment Replacement 6,178 17,228 35,409 0 225,000 Bridge replacement program 0 0 0 10,000 25,000 Generator for Maintenance Shop 0 0 13,144 8,500 0 Desks for Maintenance Shop 0 0 0 1,530 0 Traffic control devices - repair & maint 15,647 13,079 0 0 0 Transfer out - #311 (Summerfield local access) 0 0 0 1,655,955 0 Transfer out - #501 0 0 0 58,000 0 Total expenditures 4,933,151 5,762,421 7,324,856 12,752,833 9,623,274 Revenues over (under) expenditures 203,034 397,002 162,905 431,543 (222,151) Beginning fund balance 556,265 759,299 1,156,301 1,319,206 1,750,749 Less restricted fund balance 0 0 0 (533,982) (561,831) Ending fund balance $ 759,299 $ 1,156,301 $ 1,319,206 $ 1,216,767 $ 966,767 firm The State of Washington collects a $0.494 per gallon motor vehicle fuel tax at the pump. Of this amount, the State remits a portion of the tax back to cities on a per capita basis. For 2023 the Municipal Research and Services Center estimates the distribution back to cities will be $18.24 per person. Based upon a City of Spokane Valley population of 107,400 (per the Washington State Office of Financial Management on April 1, 2023) we anticipate the City will collect $1,958,900 in 2024. RCW 47.030.050 specifies that 0.42% of this tax must be expended for the construction of paths and trails and based upon the 2024 revenue estimate this computes to $8,200. The balance or $1,950,700 will be credited to Fund #101 for Street maintenance and operations. The portion of the motor vehicle tax allocated to the Paths and Trails Fund is by State Law restricted for the construction and/or improvement of paths and trails within the City. Because the cost of such projects is typically much greater than the funds generated in a single year, we typically leave the fund balance untouched until an adequate fund balance is available. The City transferred $50,000 in 2014 and $9,300 in 2016 and $50,000 in 2018 to Parks Capital Projects Fund #309 to be applied towards the Appleway Trail projects. Budget Summary 2020 2021 2022 2023 2024 Actual Actual, Actual, Budget Budget Revenues Motor Vehicle Fuel (Gas) Tax $ 7,330 $ 8,022 $ 8,230 $ 8,700 $ 8,200 Investment Interest 71 21 580 100 1,000 Total revenues 7,400 8,043 8,810 8,800 9,200 Expenditures Capital Outlay 0 0 0 0 0 Transfers out- #309 0 0 0 0 0 Total expenditures 0 0 0 0 0 Revenues over (under) expenditures 7,400 8,043 8,810 8,800 9,200 Beginning fund balance 14,115 21,515 29,558 38,368 47,168 Ending fund balance $ 21,515 $ 29,558 $ 38,368 $ 47,168 $ 56,368 IN The Hotel/Motel Tax - Tourism Facilities Fund accounts for the receipt and expenditure of a special excise tax of 1.3% on the sale or charge made for the furnishing of lodging under RCW 82.08. These funds will be used solely for capital expenditures for acquiring, constructing, making improvements to or other related capital expenditures for large sporting venues, or venues for tourism -related facilities, which facilities generate overnight guests at lodging facilities subject to the taxes imposed. Budget Summary 2020 2021 2022 2 03 2024 A tuat Actual Actuat Bud "et Bud "et Revenues Hotel/Motel Tax $ 283,720 $ 481,320 $ 591,849 $ 600,000 $ 600,000 Investment Interest 11,908 2,617 82,662 5,000 80,000 Transfers in-#105 0 1,201,684 273,000 515,198 0 Total revenues 295,628 1,685,621 947,511 1,120,198 680,000 Expenditures Capital Outlay 0 0 0 2,000,000 0 Total expenditures 0 0 0 2,000,000 0 Revenues over (under) expenditures 295,628 1,685,621 947,511 (879,802) 680,000 Beginning fund balance 2,690,945 2,986,573 4,672,194 5,619,705 4,739,903 Ending fund balance $ 2,986,573 $ 4,672,194 $ 5,619,705 $ 4,739,903 $ 5,419,903 The Hotel/Motel Fund accounts for the receipt and expenditure of a special excise tax of 2% on the sale or charge made for the furnishing of lodging under RCW 82.08. These funds will be used solely for the purpose of paying all or any part of the cost of tourism promotion, acquisition or operation of tourism -related facilities, and marketing of special events and festivals designed to attract tourists. Budget Summary 2020 2021 2022 2023 2024 'A tuat; 'Actual, L 'Actual, Budget Budget Revenues Hotel/Motel Tax $ 443,244 $ 744,435 $ 901,685 $ 900,000 $ 900,000 Investment Interest 2,705 898 11,320 1,000 10,000 Total revenues 445,949 745,333 913,005 901,000 910,000 Expenditures Tourism Promotion 154,082 167,850 284,604 309,702 1,252,200 Transfers out- #001 11,390 9,515 12,982 30,000 30,000 Transfers out- #104 0 1,201,684 273,000 515,198 0 Total expenditures 165,472 1,379,049 570,586 854,900 1,282,200 Revenues over (under) expenditures 280,477 (633,716) 342,419 46,100 (372,200) Beginning fund balance 518,239 798,716 165,000 507,419 553,519 Ending fund balance $ 798,716 $ 165,000 $ 507,419 $ 553,519 $ 181,319 127 In 2003, the City of Spokane Valley entered into an interlocal agreement with the City of Spokane and Spokane County to join the existing Spokane Regional Solid Waste Management System for a period of eight years. In 2011, that agreement was extended through November 16, 2014. Committed to ensuring Spokane Valley citizens are provided with solid waste services that are affordable, sustainable, and environmentally responsible, in June 2014 the City of Spokane Valley opted to contract for solid waste transfer, transport and disposal services with Sunshine Recyclers, Inc. Services provided under the contract were effective November 17, 2014, and continue for a period of ten years with options for two three-year extensions. Terms of the contract require Sunshine to pay the City an annual administrative fee of $125,000 that will be used by the City to offset contract administrative costs and solid waste management within the city, including solid waste public educational efforts. The contract also provides that a road maintenance fee will be paid by Sunshine at the rate of $1 per ton for each ton in excess of 45,500 tons in a single contract year. Payments will be made to the City by March 31 of the year following the calendar year being measured. In June 2017, the City entered a contract with Waste Management for the collection of garbage, recyclables, and compostables for the period of April 1, 2018 through March 31, 2028 with the option of two additional two-year extensions. Terms of the contract require Waste Management to pay the City a one-time fee of $47,500 upon contract execution to reimburse the City for the costs of procuring the contract. Waste Management is also required to pay the City an monthly administrative fee of 12.5% of gross receipts, which is estimated to be approximately $1,600,000 in 2022. During the years of 2013 and 2014, the General Fund #001 funded various studies and fees related to the solid waste program and transferred $60,000 to the Solid Waste Fund #106 for the purpose of providing information materials and marketing necessary to inform residents and businesses of the change in solid waste transfer, transport and disposal. The total amount paid out of the General Fund for these expenditures was $202,121. Beginning in 2015 the Solid Waste Fund will reimburse the General Fund for these costs over a 5-year period, which equated to an annual payment of $40,425 in the years 2015 through 2018, and a final payment of $40,422 in 2019. Revenues Administrative fees Solid Waste Road Wear Fee Investment interest Total revenues Expenditures Education & Contract Administration Transfers out - #001 Transfers out - #101 Transfers out - #303 Transfers out - #311 Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance Budget Summary $ 219,943 $ 232,310 $ 268,611 $ 225,000 $ 250,000 1,537,776 1,760,519 1,987,350 0 0 7,804 1,481 43,191 4,000 40,000 1,765,523 1,994,310 2,299,152 229,000 290,000 65,385 43,203 62,757 229,000 290,000 0 0 0 0 0 0 0 271,000 1,862,929 0 0 0 110,746 0 0 1,513,532 1,537,776 3,194 0 0 1,578,917 1,580,979 447,697 2,091,929 290,000 186,606 413,331 1,851,455 (1,862,929) 0 540,182 726,788 1,140,119 2,991,574 1,128,645 $ 726,788 $ 1,140,119 $ 2,991,574 $ 1,128,645 $ 1,128,645 128 Under the City's cable franchise, the franchise grantee remits to the City as a capital contribution in support of Public Education Government (PEG) capital requirements an amount equal to $0.35 per subscriber per month to be paid to the City on a quarterly basis for the life of the franchise. Capital contributions collected under this agreement are allocated to PEG capital uses exclusively. PEG capital uses include in part the set up of equipment in the City Council Chambers that allows Spokane Valley to broadcast Council meetings both live and through subsequent reviews via digital recordings available on the City's website. Budget Summary 2020 2021 2022 2023 2024 Actual Actual, Actual, Budget Budget Revenues Comcast PEG contribution $ 76,541 $ 71,252 $ 64,640 $ 71,000 $ 63,000 Investment interest 596 160 3,247 0 3,000 Total revenues 77,137 71,412 67,887 71,000 66,000 Expenditures PEG Reimbursement - CMTV 22,288 38,519 0 39,500 39,500 Capital Outlay 1,331 48,771 0 33,500 33,500 Total expenditures 23,619 87,290 0 73,000 73,000 Revenues over (under) expenditures 53,518 (15,878) 67,887 (2,000) (7,000) Beginning fund balance 128,255 181,773 165,895 233,782 231,782 Ending fund balance $ 181,773 $ 165,895 $ 233,782 $ 231,782 $ 224,782 In the year 2020, the Council authorized the City to collect the affordable and supportive sales tax, which is a rebate of the State sales tax to cities and counties. The amount received by the City is up to 0.0146% of the taxable retail sales within the City capped at the 2019 fiscal year taxable retail sales. The Department of Revenue has estimated this capped distribution to be $200,000 for the City. The City will receive these revenues for 20 years, and the revenues may only be used to support affordable housing within the City or for rental assistance as outlined in RCW 82.14.540. Budget Summary 2020 2021 2023 �20� 'A tuat; �'Actual, � 'Actual E�udget E�udAel Revenues Affordable & Supportive Housing Sales Tax $ 151,950 $ 215,089 $ 202,181 $ 200,000 $ 200,000 Investment Interest 83 205 8,061 0 8,000 Total revenues 152,033 215,294 210,242 200,000 208,000 Expenditures Professional Services 0 0 0 0 0 Total expenditures 0 0 0 0 0 Revenues over (under) expenditures 152,033 215,294 210,242 200,000 208,000 Beginning fund balance 0 152,033 367,327 577,569 777,569 Ending fund balance $ 152,033 $ 367,327 $ 577,569 $ 777,569 $ 985,569 IW In the year 2022, qualified lodging businesses (40 or more lodging units) within the City of Spokane Valley submitted a petition to form a tourism promotion area (TPA). The Council adopted resolution 22-017 to establish and operate pursuant to chapter 35.101 RCW, a Tourism Promotion Area fund. The City estimates that the annual revenue from the lodging charges Promotion Area fund. Revenues are calculated based on a daily lodging charge of $4.00. Budget Summary Revenues Tourism Promotion Area Fee $ 0 $ 0 $ 0 $ 1,200,000 $ 1,200,000 Investment interest 0 0 0 0 0 Total revenues 0 0 0 1,200,000 1,200,000 Expenditures Professional Services 0 0 0 800,000 1,200,000 Total expenditures 0 0 0 800,000 1,200,000 Revenues over (under) expenditures 0 0 0 400,000 0 Beginning fund balance 0 0 0 0 400,000 Ending fund balance $ 0 $ 0 $ 0 $ 400,000 $ 400,000 In 2023 Council passed Resolution #23-009 to declare Council's intent to operate a local homeless and housing program, and assume collection of available document recording fees for this purpose. As part of operating a homeless and housing program, the City first needed to form a Homeless Housing Task Force and adopt a five-year homeless housing action plan that identifies how the City will work to eliminate homelessness consistent with the State's adopted strategic plan. Document recording fees are collected by Spokane County and passed through to the City based on the City's proportionate share of real estate excise tax (RE ET) collected on a monthly basis. Budget Summary Revenues Recording Fees $ 0 $ 0 $ 0 $ 0 $ 640,000 Investment Interest 0 0 0 0 0 Total revenues 0 0 0 0 640,000 Expenditures Professional Services 0 0 0 0 0 Total expenditures 0 0 0 0 0 Revenues over (under) expenditures 0 0 0 0 640,000 Beginning fund balance 0 0 0 0 0 Ending fund balance $ 0 $ 0 $ 0 $ 0 $ 640,000 I161 The CenterPlace Operating Reserve Fund was established as a result of a covenant related to the issuance of limited tax general obligation bonds initially issued in 2003 and refunded in 2014. The bonds were issued for the purpose of constructing the CenterPlace facility. As a part of the bond issuance the City agreed to establish a $300,000 operating reserve account that could be used to make debt service payments on the bonds and/or pay for operating expenses of CenterPlace. If at any time the City were to draw on these reserves it would have to prepare and follow a plan for reinstatement of those funds drawn. This reserve is required to be in place for the life of the bonds which run through December 1. 2033. Budget Summary Revenues Investment Interest $ 0 $ 0 $ 0 $ 0 $ 0 Transfers in 0 0 0 0 0 Total revenues 0 0 0 0 0 Expenditures Operations 0 0 0 0 0 Total expenditures 0 0 0 0 0 Revenues over (under) expenditures 0 0 0 0 0 Beginning fund balance 300,000 300,000 300,000 300,000 300,000 Ending fund balance $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 1165 The City has committed to maintaining an ending fund balance in the General Fund of at least 50% of recurring expenditures which is equivalent to 6-months of operations. The Service Level Stabilization Reserve Fund serves as an emergency source of temporary financing to the General Fund in the event a downturn in the local economy resulted in a reduction of revenues that would otherwise compromise either the General Fund's minimum 50% reserve balance or historical levels of service. If an event such as a downturn in the economy resulted in the General Fund reserves dropping below 50% of recurring expenditures, then the Service Level Stabilization Reserve Fund could be drawn against to maintain the fund balance minimum. The use of this reserve balance is outlined in the Fiscal Policies at the beginning of this budget document. Budaet Summary Revenues Investment Interest $ 0 $ 0 $ 0 $ 0 $ 0 Transfers in 0 0 0 0 0 Total revenues 0 0 0 0 0 Expenditures Operations 0 0 0 0 0 Total expenditures 0 0 0 0 0 Revenues over (under) expenditures 0 0 0 0 0 Beginning fund balance 5,500,000 5,500,000 5,500,000 5,500,000 5,500,000 Ending fund balance $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 The Winter Weather Reserve Fund was established through Ordinance No. 05-018 to provide an emergency reserve for use during unusually harsh winters and storms where the Street Fund #101 budget and fund balance are inadequate to accommodate the amount of related street maintenance, including but not limited to snow plowing, sanding, and deicing, that may be necessary. In the event the City draws against this fund in any given winter, we will strive to replenish the balance back to approximately $500,000 through subsequent years' transfers. Due to the uncertainty of when this fund might be drawn upon we actually budget the same $500,000 in both 2023 and 2024 even though we recognize there exists only $500,000 to address this issue if it should arise. Budget Summary 2020 2021 2022 2023 2024 Actual Actual Actual Budget Bud et Revenues Investment Interest $ 1,147 $ 209 $ 7,088 $ 1,100 $ 6,000 Transfers in - #001 500,000 364,440 89,805 500,000 0 Total revenues 501,147 364,649 96,893 501,100 6,000 Expenditures Transfer out - #101 364,439 0 500,000 0 0 Street Maintenance Expenditures 0 89,805 0 500,000 500,000 Total expenditures 364,439 89,805 500,000 500,000 500,000 Revenues over (under) expenditures 136,708 274,844 (403,107) 1,100 (494,000) Beginning fund balance 23,335 160,043 434,887 31,780 532,880 Ending fund balance $ 160,043 $ 434,887 $ 31,780 $ 32,880 $ 38,880 116% This fund is used to account for the accumulation of resources for, and the payment of limited tax general obligation (LTGO) bonds also referred to as councilmanic or non -voted bonds. When LTGO bonds are issued the City irrevocably pledges the full faith, credit and resources necessary to make timely payments of principal and interest, within constitutional and statutory limitations pertaining to non -voted general obligations. In 2003 the City issued $9,430,000 in LTGO bonds, the proceeds of which were used to finance both the construction of CenterPlace and road and street improvements surrounding the facility. In 2014 the City refunded the LTGO bonds in order to take advantage of lower interest rates which resulted in a reduction in subsequent annual bond payments (much like refinancing a home mortgage). At the completion of the bond refunding there remained $7,035,000 of LTGO bonds. Of this total: • $5,650,000 remained on the original debt used towards the construction of CenterPlace. These bonds will be paid off in annual installments over the 20-year period ending December 1, 2033. Annual debt service payments on these bonds are provided by the Spokane Public Facilities District. At January 1, 2024, the outstanding balance on this portion of the bond issue will be $3,040,000. • $1,385,000 remained on the original debt used towards the road and street improvements. These bonds will be paid off in annual installments over the 10-year period ending December 1, 2023. Annual debt service payments on these bonds are provided by equal distributions from the 1st and 2nd quarter percent real estate excise tax (Funds #301 and #302). This debt was completely liquidated during 2023. In 2016 the City issued $7,275,000 in LTGO bonds, the proceeds of which will be used to finance the construction of a new City Hall building along with $6.3 million of City cash that has been set aside for this purpose. These bonds will be paid off in annual installments over the 30-year period ending December 1, 2045. Annual debt service payments on these bonds are provided by transfers in from the General Fund. At January 1, 2024, the outstanding balance on the bond issue will be $6,045,000. Revenues Spokane Public Facilities District Transfers in - #001 Transfers in - #301 Transfers in - #302 Total revenues Expenditures Debt Service Payment - CenterPlace Debt Service Payment - Roads Debt Service Payments - City Hall/LTGO'16 Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance Budget Summary 2020 2021 2022 203 2024 'A tual 'Actual � � �hict�rat Budget Budget $ 459,500 $ 480,800 $ 501,200 $ 527,200 $ 551,600 401,450 401,500 401,400 401,150 398,950 80,375 80,775 81,100 80,600 0 80,375 80,775 81,100 80,600 0 1,021,700 1,043,850 1,064,800 1,089,550 950,550 459,500 480,800 500,000 527,200 551,600 160,750 161,550 163,400 161,200 0 401,450 401,500 401,400 401,150 398,950 1,021,700 1,043,850 1,064,800 1,089,550 950,550 $ 0 $ 0 $ 0 $ 0 $ 0 133 This fund is used to account for the collection and expenditures of the first one -quarter of one -percent real estate excise tax (BEET 1) that is authorized through RCW 82.46. This quarter percent must be expended for purposes identified in the capital facilities plan element of our comprehensive plan. RCW 82.46.010(6), defines "capital projects" as: those public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways; sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries; administrative and judicial facilities. Revenues recorded in this fund are typically used as a matching funds for street related construction projects that are accounted for in Street Capital Projects Fund #303, Pavement Preservation Fund #311, and to pay for a portion of the annual bond payment on the City's 2014 LTGO bonds that are accounted for in the LTGO Debt Service Fund #204. Budget Summary 2020 2021 2022 2023 2024 'A tual Actual � � �hictU,1 Budget Budget Revenues REET1 -Taxes $ 1,754,320 $ 3,109,113 $ 2,790,020 $ 1,500,000 $ 1,500,000 Investment Interest 14,742 2,828 96,965 4,000 90,000 Total revenues 1,769,062 3,111,941 2,886,985 1,504,000 1,590,000 Expenditures Transfers out - #204 80,375 80,775 81,100 80,600 0 Transfers out - #303 330,295 293,208 899,463 560,438 897,312 Transfers out-#311 (pavement preservation) 772,639 827,278 550,242 1,037,500 1,170,350 Transfers out - #314 (Barker Grade Separation) 1,335,879 0 0 7,199 801 Total expenditures 2,519,188 1,201,261 1,530,805 1,685,737 2,068,463 Revenues over (under) expenditures (750,126) 1,910,680 1,356,180 (181,737) (478,463) Beginning fund balance 2,798,194 2,048,068 3,958,748 5,314,928 5,133,191 Ending fund balance $ 2,048,068 $ 3,958,748 $ 5,314,928 $ 5,133,191 $ 4,654,728 134 This fund is used to account for the collection and expenditures of the second one -quarter of one -percent real estate excise tax (BEET 2) that is authorized through RCW 82.46. This quarter percent may only be levied by cities that are planning under the Growth Management Act and may only be expended for purposes identified in the capital facilities plan element of their comprehensive plan. RCW 82.46.035(5) defines "capital projects" as: public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement of parks. Noteworthy here is that acquisition of land for parks is not a permitted use of BEET 2 receipts, although it is a permitted use for street, water and sewer projects. Revenues recorded in this fund are typically used as a matching funds for street related construction projects that are accounted for in Street Capital Projects Fund #303, Pavement Preservation Fund #311, and to pay for a portion of the annual bond payment on the City's 2014 LTGO bonds that are accounted for in the LTGO Debt Service Fund #204. Budget Summary 2020 2021 2022 2023 2024 Actual Actual, Actual, Budget Budget Revenues REET2-Taxes $ 1,754,320 $ 3,109,113 $ 2,790,020 $ 1,500,000 $ 1,500,000 Investment Interest 22,425 5,137 117,020 6,000 100,000 Total revenues 1,776,745 3,114,250 2,907,040 1,506,000 1,600,000 Expenditures Transfers out - #204 80,375 80,775 81,100 80,600 0 Transfers out-#303 149,678 1,401,744 226,701 2,520,832 440,437 Transfers out - #309 0 64,077 124,020 5,000 0 Transfers out-#311 (pavement preservation) 772,638 827,279 914,900 1,037,500 1,170,350 Transfers out-#314 0 660,516 0 136,875 182,500 Transfers out - #403 0 14,927 0 0 0 1,002,691 3,049,318 1,346,721 3,780,807 1,793,287 Revenues over (under) expenditures 774,054 64,932 1,560,319 (2,274,807) (193,287) Beginning fund balance 4,391,870 5,165,924 5,230,856 6,791,175 4,516,368 Ending fund balance $ 5,165,924 $ 5,230,856 $ 6,791,175 $ 4,516,368 $ 4,323,081 f61 The Street Capital Projects Fund accounts for monies used to finance street construction and reconstruction projects adopted in the City's 6-year Transportation Improvement Plan (TIP). Revenues to finance the projects comes from a combination of State and Federal Grants, which typically cover upwards of 80% of projects costs, with the City match portion coming from transfers from the BEET 1 Capital Projects Fund #301, BEET 2 Capital Projects Fund #302, and sometimes Stormwater Management Fund #402. Budget Summary Revenues Grant Proceeds $ 2,813,485 $ 4,174,243 $ 4,235,813 $ 9,521,716 $ 6,949,896 Developer Contribution 540,325 1,271,759 0 451,007 588,130 Miscellaneous 0 218 11,652 0 0 Voluntary Traffic Mitigation Fees 0 0 853,467 0 0 Transfers in - #106 0 0 110,746 0 0 Transfers in - #301 330,295 293,208 899,463 560,438 897,312 Transfers in -#302 149,678 1,401,744 226,701 2,520,832 440,437 Transfers in - #312 0 0 0 220,866 0 Transfers in-#312-Barker Corridor 320,254 (87,442) 1,204 0 0 Transfers in - #312 - Garland Ave 596,582 0 0 0 0 Transfers in - #312 - School Beacons 0 0 112,583 0 0 Transfers in - #315 0 0 0 0 0 Total revenues 4,750,619 7,053,730 6,451,629 13,274,859 8,875,775 Expenditures Sprague/Barker Intersection Improvement 121,294 159,026 2,219,922 0 0 Sullivan/Wellesley Intersection 102,051 92,731 499,154 765,321 0 N. Sullivan Corridor ITS Projects (PE start 201 , 740,384 2,150 0 0 0 Mission Ave Sidewalk 1,434 0 0 0 0 Barker/1-90Interchange 77,865 0 0 0 0 Barker Rd Widening - River to Euclid 1,193,099 1,679,017 8,915 0 0 Barker Rd Widening - Euclid to Garland 36,176 0 0 0 0 Indiana Ave Pres - Evergreen to Sullivan 235,135 0 0 0 0 Adams Sidewalk Infill 279,947 0 0 0 0 Mullan preservation : Broadway -Mission 4,822 508,213 0 0 0 2018 CSS Citywide Reflective Signal BP 114,526 8,144 382 0 0 Citywide Reflective Signal Post Panels 64,703 3,169 2,990 0 0 Garland Avenue Extension 1,067,612 0 0 0 0 Argonne Rd Concrete Pvmt Indiana to Mont 78,931 2,205,438 8,876 0 0 Pines & Mission Intersection Improvement 57,617 63,816 165,800 342,546 1,599,256 Park & Mission Intersection Improvement 45,780 360,002 0 0 0 Ella Sidewalk - Broadway to Alki 325,308 0 0 0 0 S. Conklin Sidewalk 110,388 162 0 0 0 to next IBZ from previous page) Expenditures, continued Actual, Actual, I , Actual, I - Budget Budget 10 Sullivan Rd Overcrossing UP RR Deck Repl 16,241 241,954 820 0 0 13 Barker Rd/Union Pacific Crossing 52,030 61,642 323,334 1,044,000 50,000 18 Wilbur Sidewalk - Boone to Mission 24,023 46,916 862,358 172,701 0 20 Sullivan Preservation - Sprague to 8th 187 13,537 117,485 2,466,040 5,000 21 Argonne Corridor Improvement- North of Knox 1,067 1,916 0 10,000 19,608 23 Evergreen Road Preservation 0 258,659 0 0 0 26 2020 Citywide Retroreflective Post Plates 0 5,639 23,660 89,502 0 27 Sprague Stormwater& Crossing Project 0 0 4,343 1,557,410 2,365,000 29 Barker Rd Imp -City Limits to Appleway 0 109,443 42,686 97,971 50,000 30 WTSC 2021 School Zone Beacons 0 41,780 0 0 0 32 NE Industrial Area - Sewer Extension 0 65,163 37,411 0 0 33 Evergreen Rd Pres Broadway to Mission 0 0 159,293 0 0 34 Sprague Ave Preservation 0 0 309,494 0 0 35 Mission Ave over Evergreen Deck Repair 0 0 19,502 409,539 0 40 8th Ave Sidewalk - Coleman to Park 0 0 82,425 1,325,166 0 42 School zone beacons 0 0 112,583 112,417 0 43 Buckeye Ave Sewer Extenstion 0 0 632,152 0 0 44 Park Rd Sidewalk- Broadway to cataldo 0 0 23,083 338,862 0 45 Park Rd Sidewalk- Nora to Baldwin 0 0 25,710 311,600 0 46 Bowdish Sidewalk 12th to 22nd 0 0 14,260 477,373 2,106,777 47 Broadway and Park Intersection 0 0 4,455 2,124,411 410,134 48 Barker Road Improvements- Appleway to 190 0 0 0 300,000 0 51 Barker Road Imp - Sprague to Appleway 0 0 0 255,000 595,000 Argonne Bridge 0 0 0 75,000 675,000 Contingency 0 0 0 1,000,000 1,000,000 Total expenditures 4,750,620 5,928,517 5,701,093 13,274,859 8,875,775 Revenues over (under) expenditures 0 1,125,213 750,536 0 0 Beginning fund balance 67,402 67,402 1,192,615 1,943,151 1,943,151 Ending fund balance $ 67,402 $ 1,192,615 $ 1,943,151 $ 1,943,151 $ 1,943,151 137 The Park Capital Projects Fund was created to account for park related capital improvements. The source of financing typically consists of an annual transfer from the General Fund #001; however, in some years the City will utilize money set aside for capital projects in other funds. This has occurred with transfers in from the Paths and Trails Fund #103 and the Capital Reserve Fund #312, which have been applied towards various sections of the Appleway Trail project and frontage improvements at Balfour Park. Budget Summary Revenues Grant Proceeds $ 1,334,842 $ 593,260 $ 0 $ 326,890 $ 0 Developer Contribution 0 17,896 0 0 0 Transfers in-#001 2,941,166 178,813 160,145 620,327 160,000 Transfers in - #302 0 64,077 124,020 5,000 0 Transfers in - #310 0 0 0 40,192 0 Transfers in - #312 131,985 604,512 332,267 5,677,846 220,000 Investment Interest 0 20 0 0 0 Total revenues 4,407,993 1,458,578 616,432 6,670,255 380,000 Expenditures 268 Appleway Trail (Evergreen to Sullivan) 1,433,833 2,165 0 0 0 296 Browns Park improvements 22,765 0 0 0 0 304 CenterPlace west lawn improvements - Ph. 2 1,887,746 19,930 145 0 0 305 CenterPlace roof 795,656 (1,117) 0 0 0 314 Balfour Park frontage improvements 22,048 342,760 95,209 5,000 0 315 Browns Park improvements 2020 38,049 698,664 953 0 0 316 Balfour Park improvements -Ph1 10,947 305,134 161,688 5,222,255 20,000 328 Sullivan Park Waterline 0 32,276 51,033 500,000 0 337 Reprogram Great Room AN System 0 36,951 0 0 0 338 Spokane Valley River Loop Trail 0 79,136 148,357 750,000 0 Replace pump at Mirabeau Falls 0 0 0 33,000 0 Parking & Trail Design (Summerfield, Pondero 0 0 0 136,900 0 West Lawn Shade Canopy for Stage 0 0 0 23,100 0 Greenacres Park Phase 2 0 0 0 0 200,000 Transfers out - #312 (park land acquisition) 200,000 0 0 0 0 Total expenditures 4,411,044 1,515,899 457,385 6,670,255 220,000 Revenues over (under) expenditures (3,051) (57,321) 159,047 0 160,000 Beginning fund balance 78,626 75,575 18,254 177,301 177,301 Ending fund balance $ 75,575 $ 18,254 $ 177,301 $ 177,301 $ 337,301 138 The Civic Building Capital Projects Fund was initially set-up to accumulate resources to ultimately acquire or construct a City Hall building. The initial sources of revenue to set-up the fund reserves were transfers from the General Fund during 2005 through 2007, and as recently as December 31, 2009, this fund had a fund balance of $5,828,600. During 2010 and 2011 the City determined that street repairs and reconstruction represented a more immediate City need and opted to expend nearly $2,000,000 of the fund balance for these projects. The projects themselves were part of a septic tank elimination program (STEP) initiated by Spokane County that resulted in the installation of sewer lines down many City streets. At that time the City decided to completely reconstruct the effected streets rather than patch them. In 2012 the City used this fund to finance a variety street related capital projects as well as the $2.5 million acquisition of an 8.4 acre parcel of land on Sprague Avenue that is adjacent to Balfour Park. Partially offsetting the cost of the land acquisition was the subsequent sale of 2.82 acres of this parcel to the Spokane County Library District who had planned to construct a library building consisting of no less than 30,000 square feet. In order for the Library District to actually construct a new building on this site they first had to have a successful voted bond issue to provide the necessary financing. In the event the Library District is unable to pass a bond, they may sell the 2.82 acres parcel back to the City for the original purchase price of $839,285. An amendment was made to the interlocal agreement in October 2017 which extended the agreement through October 2022 with the option to extend through October 2024. Through this amendments, the City also agreed to contribute $1.3 million, of which the $839,285 would be part, in frontage and/or joint site improvements on the Library site. Construction on the frontage improvements occurred in 2021 and 2022 and the construction of the new library began in 2022. The remaining improvements were made during 2023 during Balfour Park construction activities. In 2015 the General Fund began to make two annual transfers to this fund that were each related to the eventual construction of a new City Hall facility. These transfers ended after 2016: • The first transfer in the amount of $72,500, when added to the City's $434,600 annual lease payment for space in its current space totals $507,100 which was the amount we anticipated our annual bond repayment would be if we were to issue approximately $8,000,000 of limited tax general obligation bonds with a 2% issue cost over 30-years at 4.50%. • The second transfer was our estimate of the annual operating costs of a City Hall facility including utilities, janitorial, grounds maintenance and snow removal, and operating and maintenance supplies. The purpose behind making these transfers beginning in 2015 was to "create" this appropriation capacity within the General Fund. These amounts were transferred out to the General Fund in 2016 and 2017 in order to cover lease payments for the prior City Hall location in years in which the City had both a lease payment and a bond payment for the new City Hall building. Budget Summary Revenues Investment Interest $ 3,679 $ 692 $ 13,653 $ 1,000 $ 1,200 Total revenues 3,679 692 13,653 1,000 1,200 Expenditures Transfers out - #309 (Balfour Park) 16,700 3,600 0 40,192 0 Payment to Library District 0 0 0 799,093 0 Total expenditures 16,700 3,600 0 839,285 0 Revenues over (under) expenditures (13,021) (2,908) 13,653 (838,285) 1,200 Beginning fund balance 855,985 842,964 840,056 853,709 15,424 Ending fund balance $ 842,964 $ 840,056 $ 853,709 $ 15,424 $ 16,624 1B1*11 This fund was created during the 2011 Budget development process for the purpose of setting money aside for yet to be determined street capital improvement projects. Since inception, the pavement preservation program has been funded through a series of transfers from other City funds as well as grant proceeds. Below is a table summarizing the funding sources for Fund #311, including actuals for 2011 through 2022 and budgeted amounts for 2023 and 2024: Beginning in 2013, the City committed to finance pavement preservation at a level equivalent to 6% of General Fund recurring expenditures, which has continued from that year through the 2024 budget development. Because this is a Capital Project Fund whose sole purpose is to provide for Pavement Preservation projects, any money not expended in a given year will remain in the fund and will be available for re -appropriation in subsequent years. The fund balance of Fund #123 was exhausted with the 2016 transfer of $559,808 as a consequence of following this funding strategy. In order to maintain the City's practice of setting aside funds for pavement preservation in an amount equivalent to 6% of General Fund recurring expenditures, the City began to rely more heavily on REET funds. We have determined that the 2024 funding level representing approximately 6% of General Fund recurring expenditures is $3,362,600 and that this level of funding is sustainable through 2026 assuming a General Fund contribution of $1,021,900 and a collective contribution of $2,340,700 from the REET 1 Capital Projects Fund #301 and the REET 2 Capital Projects Fund #302. The City will take advantage of grant programs directed at pavement preservation as they become available. Transfers in - #101 Transfers in - #106 Transfers in - #301 Transfers in - #302 Investment Interest Grant Proceeds Developer Contributions 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 `Cif This fund was created in 2013 to be used to account for the accumulation of resources for yet to be determined capital projects. The initial source of funds was a 2013 General Fund transfer of $7,826,207 which was followed by additional transfers from the General Fund from 2014 through 2023 in the amount of $47,868,004. Projects approved by City Council from this fund include in part: • $2,396,813 for construction of various sections of the Appleway Trail. • $1,800,000 to remove and reconstruct Euclid Ave. from Flora to Barker after County installation of sewer. • $1,421,321 towards a Barker Road / BNSF Grade Separation project. • $3,485,417 towards a Pines Road / BNSF Grade Separation project. • $2,567,741 towards Barker Road corridor improvements. • $4,839,710 for park land acquisitions. • $460,715 towards improvements at the Spokane County Library's proposed Balfour site. • $225,000 towards school zone beacons • $5,031,741 towards Balfour Park construction. • $1,400,000 towards the replacement of police vehicles. • $250,000 towards a surface treatment pilot program. • $500,000 towards Sullivan Road / BNSF Interchange project. Budget Summary Revenues Transfers in -#001 $ 0 $ 11,126,343 $ 3,593,000 $ 5,358,054 $ 0 Transfers in - #309 200,000 0 0 0 0 Transfers in - #310 0 3,600 0 0 0 Transfers in - #313 16,700 0 0 0 0 Proceeds from sale of land 0 109,403 0 0 0 Investment Interest 58,188 8,304 236,054 20,000 500,000 Total revenues 274,888 11,247,650 3,829,054 5,378,054 500,000 Expenditures Transfers out-#001 0 0 606,537 1,200,000 0 Transfers out-#101 1,364,706 0 0 250,000 0 Transfers out - #303 - School Beacons 0 0 113,786 112,417 0 Transfers out - #303 -Barker Road Corridor 916,837 (87,442) 0 108,449 0 Transfers out - #309 -Appleway Trail 98,991 (65,815) 0 0 0 Transfers out - #309- Balfour Park frontage improvE 22,048 260,788 0 0 0 Transfers out -#309- Balfour Park improvements 10,947 305,133 332,267 4,553,946 20,000 Transfers out - #309- Sullivan Park waterline 0 25,269 0 373,900 0 Transfers out - #309- Spokane Valley River Loop Ti 0 79,136 0 750,000 0 Transfers out -#309-GreenacresPark Ph2 0 0 0 0 200,000 Transfers out - #314 -Pines Grade Separation 125,086 (6,684) 0 387,357 20,094 Transfers out - #314 - Barker Rd Overpass 0 438,623 633,819 363,938 725,000 Transfers out - #314 - Sullivan Rd Interchange 73,615 170,333 0 46,274 61,698 Transfers out - #316- Fairground Building 0 0 7,010 0 0 WSDOT Sullivan Park Property Acquisition 0 3,357 0 759,600 0 Precinct property acquisition 0 2,230,449 0 791,000 0 Park property acquisition 2,095,710 1,875,881 0 0 0 Total expenditures 4,707,940 5,229,028 1,693,419 9,696,881 1,026,792 Revenues over (under) expenditures (4,433,052) 6,018,622 2,135,635 (4,318,827) (526,792) Beginning fund balance 12,936,816 8,503,764 14,522,386 16,658,021 12,339,194 Ending fund balance $ 8,503,764 $14,522,386 $16,658,021 $12,339,194 $11,812,402 IN This fund was created to account for the design and construction costs of various railroad grade separation projects that are included in the Bridging the Valley concept. Due to the anticipated size, scope, and duration of these projects, managing them in a separate fund allows for the necessary monitoring without being obscured by the variety and quantity of the other projects in the Street Capital Projects Fund #303 as well as keeping these projects from skewing the average volume of activity in Fund #303. Revenues for this fund consist of grant proceeds and transfers in from other City funds, such as the General Fund #001, the BEET 1 Capital Project Fund #301 and the Capital Reserve Fund #312. Expenditures in the years of 2023 and 2024 are related to design and right of way costs for the Pines Road Underpass project, the construction costs for the Barker Road Overpass project, and design work for the Sullivan Road Interchange. Budget Summary Revenues Grant Proceeds $ 3,394,512 $ 280,718 $ 677,412 $ 4,897,013 $ 2,112,530 Investment Interest 411 426 518 0 0 Developer Contributions 0 51,403 0 454,041 0 Rental Income 0 17,793 10,500 0 0 Transfers in-#301 1,335,879 0 0 7,199 801 Transfers in - #302 0 660,516 0 136,875 182,500 Transfers in - #312 198,701 602,272 633,819 797,568 806,792 Total revenues 4,929,503 1,613,128 1,322,249 6,292,696 3,102,623 Expenditures Barker BNSF Grade Separation 3,792,655 1,150,542 825,160 990,894 725,000 Pines Rd Underpass 1,278,344 495,989 686,765 3,865,897 273,674 Sullivan Rd Interchange 73,615 170,333 132,656 1,615,462 2,153,948 Total expenditures 5,144,614 1,816,864 1,644,581 6,472,253 3,152,622 Revenues over(under)expenditures (215,111) (203,736) (322,332) (179,557) (49,999) Beginning fund balance 1,008,639 793,528 589,792 267,460 87,903 Ending fund balance $ 793,528 $ 589,792 $ 267,460 $ 87,903 $ 37,904 M% Beginning in 2021, the City began collecting transportation impact fees allowed pursuant to RCW 82.02.050-82.02.110 and SVMC 22.100. These are fees specifically allowed to address impacts from new development and they may be imposed on all developments within a designated area. The City has performed several studies to determine the impact areas on which the fees are being imposed. All fees collected must be applied to transportation system improvements identified in the corresponding study. Budget Summary 2020 2021 2022 2023 2024 Actual Actual, Actual, Budget Budget Revenues Transportation Impact Fees $ 0 $ 294,477 $ 361,613 $ 200,000 $ 300,000 Investment Earnings 0 130 9,684 0 0 Total revenues 0 294,607 371,297 200,000 300,000 Expenditures Transfers out - #303 0 0 0 0 0 Total expenditures 0 0 0 0 0 Revenues over (under) expenditures 0 294,607 371,297 200,000 300,000 Beginning fund balance 0 0 294,607 665,904 865,904 Ending fund balance $ 0 $ 294,607 $ 665,904 $ 865,904 $ 1,165,904 In 2015, the City contracted with Community Attributes Inc. to develop a Retail Improvement Strategy and Action Plan. This plan led to another study with Community Attributes in 2016 to further explore tourism as an economic driver. The resulting 2016 Tourism Plan identified nine projects, including an expanded mixed -use facility around the Fairground and Avista Stadium, for future development. These projects would likely boost tourism and help anchor the City's leisure and retail community. Over the next several years, the City continued more in-depth analysis of some of the projects identified in the Tourism Plan and moved forward on several smaller projects. In 2020, the City began discussions with Spokane County regarding the concept of expanding the Expo Center to create additional space and versatility to attract and support multiple conferences and special events. The new Expo Center at the County Fairgrounds was estimated to cost $10 million; however, after doing some preliminary design work, the cost was estimated to be much greater than that amount. As such, the project has been put on hold and funding has been reallocated. Revenues Transfers in - #312 Total revenues Expenditures Fairgrounds Building Total expenditures Revenues over (under) expenditures Beginning fund balance Ending fund balance Budget Summary $ 0 $ 3,358 $ 46,642 $ 0 $ 0 0 3,358 46,642 0 0 0 3,358 46,642 0 0 0 3,358 46,642 0 0 0 0 0 0 0 0 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 143 The purpose of the Stormwater Management Fund is to account for the funds related to the cleaning, maintenance, and improvement of the City's storm drainage system. The revenue for this fund originates from a stormwater fee collected by Spokane County on behalf of the City. The annual fee is $58 for each single family unit, and for other property types a fee of $58 per each 3,160 square feet of parcel impervious surfacing is collected. Accomplishments for 2023 • Finalized the hydrologic evaluation efforts for the Glenrose and Central Floodplain mapping and submitted to FEMA. • Continued collaboration efforts with local, State, and Federal stormwater regulatory bodies. • Continued the inventory and mapping of all City stormwater facilities. • Continued on -going stormwater maintenance and repairs utilizing in-house and contracted services. • Adopted the Comprehensive Stormwater Management Plan for the City. • Adopted enhanced level of service standards for stormwater management and implemented new stormwater fee. • Implemented new stormwater services contracts to provide the adopted level of service. Goals for 2024 • Continue the hydraulic evaluation efforts for the Glenrose and Central Floodplain mapping for FEMA. • Continue collaboration efforts with local, State, and Federal stormwater regulatory bodies. • Continue implementing the enhanced level of service standards for stormwater management. • Finalize the stormwater management study for the Ridgemont Estates neighborhood. • Continue the inventory and mapping of all City stormwater facilities. • Continue on -going stormwater maintenance and repairs utilizing in-house and contracted services. • Implement stormwater system improvements, integrating with other capital projects for efficiency. • Continue implementation of the enhanced Underground Injection Control (UIC) and National Pollution Discharge Elimination System (NPDES) programs. • Work with other departments in developing a city-wide, comprehensive Asset Management Program, which will include stormwater facilities. Budget Summary Personnel - FTE Equivalents Operating Administrative Assistant 0.0 0.0 0.0 0.0 0.10 Assistant Engineer 0.5 0.0 0.0 0.0 1.35 Communication & Marketing Officer 0.0 0.0 0.0 0.2 0.0 Engineer 1.0 1.0 1.0 1.0 1.0 Engineering Manager -Utility 0.0 0.0 0.0 0.5 1.0 Engineering Technician) 0.0 0.5 0.5 0.5 0.3 Engineering Technician)) 1.0 1.0 1.0 1.0 1.3 GIS Analyst 0.0 0.23 0.23 0.00 1.23 Maintenance/Construction Inspector 1.15 0.25 0.0 0.0 0.25 Mechanic 0.0 0.0 0.25 0.25 0.25 Senior Development Engineer 0.0 0.0 0.0 0.0 0.25 Senior Engineer -Prof Mgmt 0.0 0.0 0.0 0.0 0.6 Senior Planning Grants Engineer 0.25 0.25 0.25 0.00 0.0 Stormwater Forman 0.0 0.9 0.9 0.9 0.9 Capital Maintenance/Constructionlnspector 0.0 0.0 0.0 0.0 0.3 Construction Inspector 0.0 0.0 0.0 0.0 0.45 Senior Engineer -Prof Mgmt 0.0 0.0 0.0 0.0 2.1 3.90 4.13 4.13 4.38 11.38 Interns 2.0 2.0 2.0 0.0 0.0 (continued to next pag, 144 Budget Summary Revenues Stormwater Management fees $ 1,910,349 $ 2,026,140 $ 2,031,000 $ 5,600,000 $ 5,600,000 Investment Interest 10,244 2,134 40,038 2,000 40,000 Miscellaneous & Grants Proceeds 482 0 0 0 0 Total revenues 1,921,075 2,028,274 2,071,038 5,602,000 5,640,000 Expenditures Wages, Payroll Taxes & Benefits 412,173 331,944 379,033 957,368 1,316,976 Supplies 49,228 14,922 32,301 99,300 44,700 Services & Charges 1,180,534 1,153,820 1,290,799 1,764,822 2,422,317 Intergovernmental Services 40,452 42,222 43,149 48,000 48,000 Interfund vehicle lease - #501 14,000 6,750 6,750 6,750 13,000 Total expenditures 1,696,387 1,549,658 1,752,032 2,876,240 3,844,993 =curring revenues over (under) Recurring Expenditures 224,688 478,616 319,006 2,725,760 1,795,007 Revenues Grant Proceeds 304 95,000 0 0 0 Total Nonrecurring revenues 304 95,000 0 0 0 Expenditures Capital - Various Projects 227,770 383,412 109,307 350,000 1,500,000 Stormwater Comprehensive Plan 0 0 272,923 50,000 0 Furniture & Equipment 0 0 0 1,530 Land Acquisition 0 0 0 260,000 0 Watershed studies 48,336 37,242 69,162 100,000 150,000 Generator for Maintenance Shop 0 0 13,144 8,500 0 Transfers out - #501 (Stormwater Vehicle) 0 0 0 60,000 Total Nonrecurring expenditures 276,106 420,654 464,536 830,030 1,650,000 Nonrecurring revenues over (under) Nonrecurring Expenditures (275,802) (325,654) (464,536) (830,030) (1,650,000) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures (51,114) 152,962 (145,530) 1,895,730 145,007 Beginning working capital 2,180,773 2,159,796 2,401,719 2,278,363 4,174,093 Ending working capital $ 2,129,659 $ 2,312,758 $ 2,256,189 $ 4,174,093 $ 4,319,100 1EIR. In 1985 voters of Spokane County approved a ballot proposition to create the Spokane Aquifer Protection Area (APA) as well as corresponding aquifer protection area fees with both sunsetting December 31, 2005. Boundaries of the APA included portions of unincorporated areas (including what is now Spokane Valley) and the cities of Liberty Lake, Millwood and Spokane. In 2004 the City of Spokane Valley approved a resolution authorizing the inclusion of its municipal boundaries within the APA. The APA program was subsequently reauthorized through 2025 with voter approval. All fees are collected by Spokane County and include: • An annual fee of $15 per household for the withdrawal of water from properties within the APA. • An annual fee of $15 per household for on -site sewage disposal within the APA. • For commercial properties an annual fee ranging from $15 to $960 depending upon water meter size. In 2004 the City of Spokane Valley (City) entered into an interlocal agreement with Spokane County (County) that authorized the County to collect and retain APA fees through 2010 for a variety of projects including: • up to $100,000 annually through 2010 to the Spokane Regional Health District to provide for data base management related to monitoring of septic tanks and their potential impact on water quality in the Spokane Valley Rathdrum Prairie Aquifer. • a septic tank elimination program (STEP) designed to replace septic tanks with sanitary sewer systems. In the 2004 interlocal agreement the City and County also agreed that for the years 2011 through 2025 the APA fees remaining after the payment of reasonable administration and billing fees incurred by the County would be distributed annually between the County, City and City of Spokane on a proportional basis relative to the amount generated in unincorporated areas, the City and City of Spokane. The fees collected on the City's behalf by Spokane County are expended entirely on stormwater related projects that are designed to protect the aquifer. These fees plus grant monies received from a number of granting agencies finance a variety of capital projects. Budget Summary 2020 2021 2022 2023 2024 'A tual Actual � � �hictU,1 Budget Budget Revenues Spokane County $ 426,234 $ 522,357 $ 514,576 $ 460,000 $ 500,000 Grant Proceeds 60,996 1,434,700 236,685 397,500 0 Investment Interest 9,135 1,220 20,421 1,900 20,000 Transfer in - #302 0 14,927 0 0 0 Miscellaneous 0 60,801 0 0 0 Total Revenues 496,365 2,034,005 771,682 859,400 520,000 Expenditures Capital -Various projects 494,300 2,989,076 370,999 1,421,100 1,000,000 Effectiveness study 0 45,454 0 55,000 55,000 Total Expenditures 494,300 3,034,530 370,999 1,476,100 1,055,000 Revenues over (under) expenditures 2,065 (1,000,525) 400,683 (616,700) (535,000) Beginning working capital 2,118,299 2,120,365 1,119,839 1,520,522 903,822 Ending working capital $ 2,120,364 $ 1,119,840 $ 1,520,522 $ 903,822 $ 368,822 1EI The Equipment Rental & Replacement Fund (ER&R) is an Internal Service Fund that is designed to provide the funds necessary to purchase new vehicles and equipment at predetermined life cycles. This fund operates by charging each City department a monthly rental rate for the vehicles they use. The fee is based upon the estimated useful life of the vehicle and its replacement cost. The theory behind this program is that it allows City departments to budget vehicle replacement costs as a reoccurring expense over an extended period of time rather than as an intermittent capital expense that may be difficult to afford in any single year. In the event a City department requires an additional vehicle that actually adds to the fleet rather than simply replaces an existing vehicle, then that department must budget for the initial purchase price and transfer the necessary funds to the ER&R Fund to make the acquisition. In subsequent years the department will then begin paying a replacement fee spread out over the estimated useful life of the new vehicle. Beginning in 2017 a CenterPlace Kitchen Reserve was established through a transfer in from the General Fund in the amount of $36,600 per year for 5 years to build a total reserve of $183,000, which is the estimated replacement cost of the significant kitchen appliances and equipment at CenterPlace. Snow Plow Replacement Program The snow plow fleet currently consists of nine plow trucks. Six of the trucks are equipped with sanders and three of the trucks are equipped with 1,000-gallon tanks for placement of liquid deicer. Over the past five years the City has continued to improve the snow removal operations and has updated the snow plan accordingly. These improvements in snow operations have dictated that operating nine plows is a very efficient way to remove snow from the arterial and hillside roadways. Operating nine plows allows the performance of a full city arterial and designated hillsides plow in approximately 12 hours. In the future new plows will be purchased to replace the aging fleet as noted below and older plows will serve as backups and eventually be retired from the fleet beginning in 2022. The recommended snow plow fleet consists of eleven plows with two serving as backup plows. The two backup plows ensure that arterial roadways and hillside priority roadways can be cleared of snow per the snow plan. Having backup plows provides the City with additional plows that can be deployed in case of a mechanical breakdown or an accident during a winter storm event. Snow Plow Fleet Truck # Model Year YRAcquired Age at Retirement Replacement Yr Notes 207 1997 2009 25 2022 Existing Fleet (11) Snow Plows 203 1995 2009 28 2023 204 1995 2009 29 2024 208 1997 2009 28 2025 209 1998 2011 28 2026 211 2000 2012 27 2027 206 1996 2009 32 2028 205 1996 2009 33 2029 210 2010 2011 22 2032 218 2016 2015 22 2037 219 2021 2020 22 2043 225 2023 2022 22 2045 207 is retired ** 2024 2024 22 2046 203 is retired ** 2025 2025 22 2047 204 is retired ** 2026 2026 22 2048 208 is retired ** 2027 2027 22 2049 209 is retired ** 2028 2028 22 2050 211 is retired 2029 2029 22 2051 206 is retired 2030 1 2030 22 2052 205 is retired to next 147 (cununueu uorn previous page) Revenues Vehicle rentals - #001 Vehicle rentals - #101 Vehicle rentals - #101 (plow replace.) Vehicle rentals - #402 Miscellaneous Revenues Transfers in - #001 (CenterPlace kitchen reserve) Transfers in - #001 (Code Enforcement Vehicle) 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 Purchase Snow plow purchase Heavy Duty Machinery & Equipment Total Expenditures Revenues over (under) expenditures Beginning working capital Ending working capital Budget Summary $ 28,000 $ 31,300 $ 31,300 $ 59,600 $ 46,750 14,500 10,250 10,250 27,750 41,950 48,500 60,500 275,000 275,000 300,000 14,000 6,750 6,750 6,750 13,000 0 0 325 0 0 36,600 36,600 0 0 0 27,472 0 0 0 0 0 0 0 0 86,500 0 0 0 58,000 0 0 0 0 60,000 0 6,074 1,147 20,449 2,000 20,000 175,146 146,547 344,074 489,100 508,200 0 275 0 10,000 10,000 27,472 108,762 248,500 476,500 120,000 255,806 0 103,926 275,000 300,000 0 0 0 0 270,000 283,278 109,037 352,426 761,500 700,000 (108,132) 37,510 (8,352) (272,400) (191,800) 1,496, 093 1,387,961 1,425,471 1,417,119 1,144, 719 $ 1,387,961 $ 1,425,471 $ 1,417,119 $ 1,144,719 $ 952,919 The City of Spokane Valley is exposed to risks of loss related to a number of sources including tort; theft of, damage to, and destruction of assets; errors and omissions; injuries to employees; natural disasters; and unemployment claims filed by former employees through the State of Washington. The Risk Management Fund was established to account for all such related revenues and expenses. Revenues for this fund are comprised almost entirely from an annual transfer of money from the General Fund and the single largest expense is typically the insurance premium the City pays to our insurance provider, the Washington Cities Insurance Authority (WCIA). Budget Summary Revenues Transfers in - #001 $ 410,000 $ 425,000 $ 450,000 $ 600,000 $ 700,000 Investment Interest 248 117 4,889 0 0 Total Revenues 410,248 425,117 454,889 600,000 700,000 Expenditures Auto & Property insurance 337,987 365,384 417,837 600,000 700,000 Unemployment Claims 7,781 7,397 1,850 0 0 Total Expenditures 345,768 372,781 419,687 600,000 700,000 Revenues over (under) expenditures 64,480 52,336 35,202 0 0 Beginning working capital 276,004 340,484 392,820 428,022 428,022 Ending working capital $ 340,484 $ 392,820 $ 428,022 $ 428,022 $ 428,022 148 This fund was created during the 2022 Budget development process to account for State assessed District Court fees collected by Spokane County and remitted to the City as well as passthrough tax revenues such as leasehold excise and sales taxes. The City then remits the funds to the State Treasurer and County Prosecutor. These are fuduciary activities according to GASB accounting pronouncements. Budget Summary Revenues Fees & Taxes collected for other governments $ 372,072 $ 589,853 $ 433,410 $ 591,000 $ 500,000 Total Revenues 372,072 589,853 433,410 591,000 500,000 Expenditures Fees & Taxes remitted to other governments 371,759 590,166 433,410 591,000 500,000 Total Expenditures 371,759 590,166 433,410 591,000 500,000 Revenues over (under) expenditures 313 (313) 0 0 0 Beginning working capital 0 313 0 0 0 Ending working capital $ 313 $ 0 $ 0 $ 0 $ 0 IC1; c N O O O O V O O (O O O O O O O O G o U r m (O N V M O m N m N c E voi aa O O O O W � N O O O M rd- p N Q O Q IL` o o o o 0 0 0 p 0 O p 0 O o 0 0 `O c NN �2 rn rn rn rn a � a V LL' O O O O O O O O O V N N: O O O LL a L IL o o o o o m rn o r o 0 0 0 0 o 0 0 M W a a W N O O M V O O O M o 0 O 0 O 0 0 o 0 0 W is a y g N O pp O O o N pp 0 N O O O O O O O O O O O � N O O O O O �O O O O O O O O O O . O O N O O O O O O O O r (O SWCS4 N N N M M N M F � E m 32 Yo O` a O O W O 9 c0 Q O c0 a N ci, OO O N o J12 O .- r O. d d 0. °� N G O. C N O (n V LL N N N ,�' LL G O E d U" o Z 6 3 a m a a m m 9 E Eo = a m E a @ m m: '° 10 & E o m Q g "om m " d ° a a om m m o :.oio❑ "o. Ea vc . ay❑ sy❑ oO a❑ a am moaUm m m m a` ❑ 10 ❑: d m ❑ Zm `m m m mc ❑ m ❑ c U.-� LL m m°� U c v cm cw a c' c = �m a m �_ 10 m- `o.mo2m o y :9 ._ o mm� y: a` E :cam y dm c- Am am moos �o LLa amin ¢`cnmmmm ¢`o UmC9 :.Ea mm a- 30 ;,o E>inm .......g M M M Mmm U D �- N O O O O O O O O O O O O O O 00 00 00 00 00 00 O 00 00 O 0 O O O �0�� T n n O M p N M O n N n O O O O O O d' O T M d —0 W � d nn n M M n N M O N N n� n O O O O O O N 0 O� O 0 O d d nn O M M n N M O N N n� n� O O O O O O N 0 O� O 0 d : N n V O M M n N M O N N n� n� O O O O O O N CO O N m O W M (o V Q V O N p N O O No n 0 0 O O O O O O N O d' n I- N N N r-� O G! N. O d0. n C J E n V O N n N O O co O n -O o O O O O O O N CO d' n W C) N N N —o .y o o 0 W a,, Z Y 0 7 (on O N N O O co 0 0 0 O O O O O O O N 4Jyi O Cl)I� N N N IL w o 0 LL O F Lo O O M p N O O— O Lo N O n O O O O O O N j h N M � M � CO n M 0 0 0 n N O n O O O O O O N n O O d' N —— n M N N M n M O O o n N O n O O O O O O N O O CO N n M C C, C (' C n Lo M n N : v? W W co N M cO W ID W � CO N M cO W ID W � CO N n co m O n O m O n O 0 O I-� M n — 0 O N W M n n V O N d n Lo d O N h d n Lo d O N h d n n V O N (h d p Lo p O � M � M d w 0 0 N = a` E coi w o � m m c o o Ua 'o .oU U o o E o a') C U c c= ° m U c o a a a) LL. o 3 m a m° a m m? U m m= E o ff W S c cc oc o o cc o 0 0 o a� U m `o w tm d � N 0 c Y E .Eb `B c 0 c N c N N N N c 3 LL1 c m E � , .o o -o c 5 m �, o Q) mom g�� o E E�� ~ a) c c m >¢>w>m>a oQwowamxsxsxsxs m n n no m LL T T T Z 0. m E o .0 U»» O D D D D D D Y Y Y Y d' �O m N C m m m a a a M U Lu Lu Lu Lu Lu Lu (p (p (p (p H M N N H 0000M0ii= c a LL. U U U U w000000aaaa OOMvv i O O � O R% O m � N LL N � � .0 O CO � O N h a � � U � j G �p co N a ° ° o NZ3 co O ¢ N N a V of 'c N N i o m a ch 3 a .N c o 0 ¢ m 0 m E N U m ' vi Q N h Q h� N E N m 0 y N Q) 'm L � N NN O O W c 0 � a N N N N G W O .O O O O -Q N' N � m "u W W LL LLaW Q a a as -L W W W m Appendix A EMPLOYEE POSITION CLASSIFICATION MONTHLY SALARY SCHEDULE Effective January 1, 2024 Position Title Grade 2024 Range City Manager Unclassified Deputy City Manager 22 12,584.68 - 19,070.95 City Attorney 21 11,337.56 - 17,163.99 Finance Director 21 11,337.56 - 17,163.99 Community & Public Works Director 21 11,337.56 - 17,163.99 City Services Administrator 21 11,337.56 - 17,163.99 Parks and Recreation Director 20 10,203.67 - 15,448.73 City Engineer 20 10,203.67 - 15,448.73 Economic Development Director 20 10,203.67 - 15,448.73 Human Resources Director 20 10,203.67 - 15,448.73 Senior Deputy City Attorney 19 9,183.14 - 13,904.01 Building Official 19 9,183.14 - 13,904.01 Engineering Manager 19 9,183.14 - 13,904.01 Planning Manager 18 8,265.89 - 12,512.98 Senior Engineer 18 8,265.89 - 12,512.98 Public Works Superintendent 18 8,265.89 - 12,512.98 Communications Manager 18 8,265.89 - 12,512.98 Accounting Manager 18 8,265.89 - 12,512.98 Marketing Manager 18 8,265.89 - 12,512.98 Assistant Building Official 17 7,438.88 - 11,261.22 Senior Administrative Analyst 17 7,438.88 - 11,261.22 IT Manager 17 7,438.88 - 11,261.22 Legislative Coordinator 17 7,438.88 - 11,261.22 Accounting and Finance Program Manager 17 7,438.88 - 11,261.22 Deputy City Attorney 16 6,694.31 - 10,134.45 City Clerk 16 6,694.31 - 10,134.45 Engineer 16 6,694.31 - 10,134.45 Senior Planner 16 6,694.31 - 10,134.45 Development Services Coordinator 16 6,694.31 - 10,134.45 Accountant/Budget Analyst 16 6,694.31 - 10,134.45 Housing and Homeless Services Coordinator 16 6,694.31 - 10,134.45 Project Manager 16 6,694.31 - 10,134.45 CAD Manager 16 6,694.31 - 10,134.45 Code Enforcement Supervisor 16 6,694.31 - 10,134.45 Associate Planner 15 6,025.72 - 9,121.64 Assistant Engineer 15 6,025.72 - 9,121.64 IT Specialist 15 6,025.72 - 9,121.64 Engineering Technician II 15 6,025.72 - 9,121.64 Economic Development Project Specialist 15 6,025.72 - 9,121.64 Senior Plans Examiner 15 6,025.72 - 9,121.64 Communications Specialist 15 6,025.72 - 9,121.64 Administrative Analyst 15 6,025.72 - 9,121.64 Maintenance/Construction Foreman 15 6,025.72 - 9,121.64 GISAnalyst 15 6,025.72 - 9,121.64 CPW Liason 15 6,025.72 - 9,121.64 Signal Technician 15 6,025.72 - 9,121.64 Mechanic 14 5,423.47 - 8,210.11 Human Resource Analyst 14 5,423.47 - 8,210.11 CenterPlace Coordinator 14 5,423.47 - 8,210.11 Planner 14 5,423.47 - 8,210.11 Building Inspector II 14 5,423.47 - 8,210.11 Plans Examiner 14 5,423.47 - 8,210.11 Engineering Technician I 14 5,423.47 - 8,210.11 Senior Permit Specialist 14 5,423.47 - 8,210.11 Code Enforcement Officer 14 5,423.47 - 8,210.11 Maintenance/Construction Inspector 14 5,423.47 - 8,210.11 Business License Specialist 14 5,423.47 - 8,210.11 Park Operations and Maintenance Coordinator 14 5,423.47 - 8,210.11 Accountant I 14 5,423.47 - 8,210.11 Recreation Coordinator 13 4,880.73 - 7,388.82 Deputy City Clerk 13 4,880.73 - 7,388.82 Customer Relations/Facilities Coordinator 13 4,880.73 - 7,388.82 Building Inspector I 13 4,880.73 - 7,388.82 Executive Assistant 13 4,880.73 - 7,388.82 Planning Technician 13 4,880.73 - 7,388.82 Human Resources Technician 13 4,880.73 - 7,388.82 Maintenance Lead 13 4,880.73 - 7,388.82 Senior Center Specialist 12 4,394.27 - 6,649.76 Permit Facilitator 12 4,394.27 - 6,649.76 Help Desk Technician 12 4,394.27 - 6,649.76 Accounting Technician 12 4,394.27 - 6,649.76 Administrative Assistant 12 4,394.27 - 6,649.76 Recreation Specialist 12 4,394.27 - 6,649.76 Paralegal 12 4,394.27 - 6,649.76 Maintenance Worker II 12 4,394.27 - 6,649.76 Maintenance Worker I 11 3,953.63 - 5,985.08 Permit Specialist 11 3,953.63 - 5,985.08 Office Assistant II 10-11 3,558.02 - 5,985.08 Custodian 10 1 3,558.02 - 5,385.31 Office Assistant I 9-10 1 3,202.62 - 5,385.31 Note: Slight rounding differences may exist between the figures reflected on this page and the actual payroll rates computed by the Eden Payroll System. 152 Salary Schedule CITY OF SPOKANE VALLEY, WA Glossary of Budget Terms Accrual Basis — A basis of accounting in which revenues and expenditures are recorded at the time they occur as opposed to when cash is actually received or spent. Appropriation — A legal authorization granted by the City Council to make expenditures and to incur obligations for a specific purpose. Assessed Valuation — The valuation set upon real estate and certain personal property by the County Assessor as a basis for levying property taxes. Authorized Positions — Employee positions, which are authorized in the adopted budget, to be filled during the year. Bond — A long-term promise to repay a specified amount (the face amount of the bond) on a particular date (the maturity date). The most common types of bonds are general obligation revenue bonds. Bonds are primarily used to finance capital projects. Budget — A plan of financial activity for a specified period of time (fiscal year or biennium) indicating all planned revenues and expenses for the budget period. Budget Message — The opening section of the budget that provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous years, and the views and recommendations of the Mayor. Capital Improvement — Expenditures related to acquisition, expansion or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure. Capital Outlay — Fixed assets that have general value of $5,000 or more and have a useful economic lifetime of more than one year. Capital Project — Major construction, acquisition, or renovation activities which add value to government's physical assets or significantly increase their useful life, also called capital improvements. Capital Projects Fund — A fund created to account for all resources and expenditures used for the acquisition of fixed assets except those financed by enterprise funds. Contingency — A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services — Services rendered to a government by private firms, individuals, or other governmental agencies. Debt Service — Payment of interest and principal on borrowed money according to a predetermined payment schedule. Department — The basic unit of service responsibility, encompassing a broad mandate of related service responsibilities. 153 Division — Can be a subunit of a department which encompasses a substantial portion of the duties assigned to a department (e.g. Building Division in the Planning and Community Development Department). Encumbrance — The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. Expense — Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges. Face Value — The amount of principal that must be paid at maturity for a bond issue. Fiscal Year — A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. Full-time Equivalent Position (FTE) — A full-time or part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time person working 20 hours per week would be equivalent of 0.5 of a full-time position. Fund — A fiscal entity with revenues and expenses that are segregated for the purpose of carrying out a specific purpose or activity. GAAP — Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. GASB — The Governmental Accounting Standards Board, established in 1985, is the current standard -setting board for governmental GAAP. General Fund — The principal operating fund of the City used for general governmental operations. Taxes and fees that generally have no restriction on their use support it. General Obligation (G.O.) Bonds — This type of bond is backed by the full faith, credit and taxing power of the government issuing it. Indirect Cost — A cost necessary for the functioning of the organization as a whole, but which cannot be identified with a specific product, function or activity. Infrastructure — The physical assets of a government (e.g. streets, water, sewer, public buildings, and parks). Interfund Transfers — The movement of monies between funds of the same governmental entity. Levy — To impose taxes for the support of the governmental activities. Long-term Debt — Debt with a maturity of more than one year after the date of issuance. Mission Statement — A broad statement of the intended accomplishment or basic purpose of a program. Modified Accrual Accounting — A basis of accounting in which expenditures are accrued but revenues are accounted for when they become measurable and 154 available. Since this type of accounting basis is a conservative financial approach, it is recommended as the standard for most governmental funds. Operating Budget — The portion of the budget that pertains to daily operations that provide basic governmental services. Ordinance — A formal legislative enactment by the City Council_ If it is not in conflict with any higher form of law, such as a statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. Program — The smallest organization that delivers a specific set of services. A program may be an entire department; or if a department encompasses significantly diverse responsibilities or large work forces, a single department may be divided into two or more programs. Reserve — An account used to either set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Resolution — A special or temporary order of a legislative body —an order of a legislative body requiring less legal formality than an ordinance or statute. Resources — Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. Revenue — Sources of income financing the operations of government. Taxes — Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those who pay, for example, sewer service charges. Unreserved Fund Balance — The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation. User Charges — The payment of a fee for direct receipt of a public service by the party who benefits from the service. Vision Statement — A short statement that conveys the big picture of the organization. It is general in scope, not restricting. It answers the question "Why?" `&M CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: Second reading of Ordinance 23-017 levying 2024 regular property taxes and authorizing Spokane County to collect the tax on behalf of Spokane Valley. GOVERNING LEGISLATION: Chapter 84.55 RCW. PREVIOUS COUNCIL ACTION TAKEN: Through the 2024 Budget development process there have been several discussions regarding the 2024 property tax levy, including: • An administrative report on August 29tn • A public hearing that was held on September 12tn • An administrative report on September 26tn • The first reading of Ordinance 23-017 on October 10, 2023. BACKGROUND: Washington State Property Taxes Overview Taxing jurisdictions in Washington set a total levy amount through the budget process. Increases to this levy amount are generally limited by state law to 1 % pursuant to RCW 84.55.0101. State law also sets maximum levy rates for each type of taxing jurisdiction. The levy rate is determined by dividing the total levy by 1,000 and then by the total assessed value of the taxing jurisdiction. The assessed value is calculated at the county level, with Spokane County calculating the value for the City of Spokane Valley. As there are many different taxing jurisdictions, such as county, city, fire district, or library district, the county divides parcels into separate tax code areas (TCAs). TCAs are unique combinations of overlapping taxing district. The City of Spokane Valley includes six difference TCAs. Below is an example of the TCA that covers the largest area in the City based on the 2023 levy: TCA- 144- Largest area in City Tax on Home Jurisdiction Spokane County City of Spokane Valley Spokane Valley Fire District No. 01 Spokane Valley Fire District No. 01- Voted Spokane County Library District State School Central Valley School District -Voted Tota I Rate 0.74892372 0.83122261 1.50000000 0.72145693 0.34152896 2.21328293 2.98800527 $400,000 $299.57 $299.57 8.0% $332.49 $332.49 8.9% $600.00 $888.58 23.8% $288.58 .._. $136.61 $136.61 3.7% $885.31 $885.31 23.7% $1,195.20 $1,195.20 32.0% 9.34442042 $3,737.77 $3,737.77 2024 Levy and Estimated Rate per $1,000 of Assessed Value • State law requires that the City pass an ordinance that establishes a property tax levy, and per our 2024 Budget calendar we are scheduled to adopt this legislation on October 24, 2023. • State law limits the increase in the property tax levy to the lesser of the increase in the Implicit Price Deflator (IPD), which is the specific measure of inflation used by the State for property tax increases, or 1 %. The IPD rate for the 2024 tax year was issued on September 25, 2023, and it is 3.67%, meaning that the City's allowed increase is limited to 1 % for 2024. • The proposed 2024 property tax levy does not include the increase allowed by State law, which would be $135,249. • The levy will include property taxes on new construction. • With the passage of this ordinance, we estimate the City will collect between $13,745,771 (based upon the most recent Spokane County estimate) and $13,824,895 (based upon the City estimate). These estimates are computed as follows: Spokane County Update as of City Estimate 9/20/202 Difference 2023 Actual Levy 13,524,895 13,524,895 0 + 0% Increase 0 0 0 2024 Levy after increase 13,524,895 13,524,895 0 + Estimated new construction 300,000 220,876 79,124 Total estimated 2024 Levy 13,824,8951 13,745,771 79,124 • The $79,124 difference between the two revenue figures is a result of the differences in the estimated new construction. • Because Spokane County figures are still preliminary and don't include administrative refunds and other adjustments, I recommend we stay with the City of Spokane Valley estimate. • The levy is based upon a September 20, 2023, preliminary estimate of assessed property values provided to the City by the Spokane County Assessor of $17,576,115,762. • Total property tax revenue of $13,824,895 on preliminary assessed values of $17,576,115,762 will produce a levy of approximately $0.786573 per $1,000 of assessed value in 2024 ($13,824,895 / ($17,576,115,762 / 1,000) _ $0.786573). • The 2024 estimated levy rate of $0.786573 per $1,000 is $0.044650 less than the 2023 levy rate of $0.831223. • It is important to note that this estimate is based upon the Assessor's latest preliminary projections of assessed value as of September 20, 2023. A change in any of the elements including assessed value, new construction estimate and/or a change in the amount of our proposed levy will change the actual levy rate per $1,000. Banked Capacity Banked capacity is the difference between what the City could levy (the Highest Lawful Levy) and what it actually does. In any case, the City of Spokane Valley's maximum levy rate is $1.60 per $1,000 of assessed value. Any amount levied that is less than Highest Lawful Levy represents "banked capacity." Included in the analysis below is history of Spokane Valley levies including seven years of actual figures (2017 through 2023) and a preliminary estimate for 2024: A" B G D" E=I(All, H;" fi Highest Maximum Banked Levy Taxable Lawful Actual Total Levy Rate Levy Rate Banked Year Value Levy Levy Refund Le per $1,000 per $1,000 Capacity (= C + D) (=M(A/1,000)) (= B - C) 2023 assessment for 2024 $17,576,115,762 $14,961,277 $13,824,895 $0 $13,824,895 $0.786573 $1.60 $0.813427 $1,136,382 2022 assessment for 2023 $16,292,740,920 $14,594,457 $13,499,669 $43,226 $13,542,895 $0.831223 $1.60 $0.768777 $1,094,788 2021 assessment for 2022 $12,919,694,944 $14,122,703 $13,124,140 $45,001 $13,169,141 $1.019307 $1.60 $0.580693 $998,563 2020 assessment for 2021 $11,553,065,482 $13,587,607 $12,709,175 $15,745 $12,724,920 $1.101432 $1.60 $0.498568 $878,432 2019 assessment for 2020 $10,200,357,539 $13,146,196 $12,382,505 $16,721 $12,399,226 $1.215568 $1.60 $0.384432 $763,691 2018 assessment for 2019 $9,351,389,045 $12,817,947 $12,051,459 $130,977 $12,182,436 $1.302741 $1.60 $0.297259 $766,488 2017 assessment for 2018 $8,634,114,798 $12,446,426 $11,796,100 $8,302 $11,804,402 $1.367181 $1.60 $0.075321 $650,326 2016 assessment for 2017 $8,124,487,663 $12,172,839 $11,580,265 $65,857 $11,646,122 $1.433459 $1.60 $0.072937 $592,574 Note: Figures reflected for the 2023 levy are preliminary and subject to change. The taxable value is the prelminary estimate provided by the Spokane County Assessor as of September 20, 2023. We have estimated the highest lawful levy and banked capactiy based on prior year. Generally speaking, you'll note there is a direct relationship between the Taxable Value listed in column A, and the Banked Capacity in columns H and I. In other words, as the Taxable Value increases the Banked Capacity also increases. Alternatively, though, there is an inverse relationship between the directions of the Taxable Value in column A and the Levy Rate per $1,000 in column F. In other words, as the Taxable Value increases (as is the case in 2023) the Levy Rate per $1,000 decreases. Essentially what occurs in this case is that even though the Levy Rate per $1,000 may decrease, the actual amount paid by a property owner may not change significantly because the value of the property has increased. By the same token, as the economy declines and Taxable Values decrease, the Levy Rate per $1,000 will likely increase. In the years the City does not levy the increase in property tax revenue that is allowed by State law (the lesser of the increase in the IPD or 1%), that potential increase is "banked" for potential future use. The banked capacity can be accessed by the City through the annual property tax levy ordinance adopted by the Council. However, the City may only take the banked capacity up to a level where the levy rate per $1,000 of assessed value does not exceed $1.60. Accessing the banked capacity does not mean we can go back in time and collect the property taxes we've left behind. It simply means we can reset the base upon which the calculation is made. OPTIONS: Passage of this ordinance is required by law in order to levy 2024 property taxes. The Council could modify the ordinance to establish a different levy amount. RECOMMENDED ACTION OR MOTION: Move to approve Ordinance 23-017 levying regular property taxes for 2024. BUDGET/FINANCIAL IMPACTS: This ordinance levies property taxes for the City's 2024 Budget where we anticipate property tax revenues to be approximately $13,824,900 or 22.19% of total General Fund recurring revenues of $62,316,100. STAFF CONTACT: Chelsie Taylor, Finance Director ATTACHMENTS: Ordinance No. 23-017 Levying 2024 Regular Property Taxes DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO.23-017 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, LEVYING THE REGULAR PROPERTY TAXES FOR THE CITY OF SPOKANE VALLEY, WASHINGTON FOR THE YEAR COMMENCING JANUARY 1, 2024, TO PROVIDE REVENUE FOR CITY SERVICES AS SET FORTH IN THE CITY BUDGET, AND OTHER MATTERS RELATING THERETO. WHEREAS, the City Council of the City of Spokane Valley has met and considered its budget for the calendar year 2024; and WHEREAS, the City's actual levy amount from the previous year was $13,524,895; and WHEREAS, the population of the City is more than 10,000. NOW, THEREFORE, the City Council of the City of Spokane Valley, do ordain as follows: Section 1. Property Tax Levy - An increase in the regular property tax levy is hereby authorized for the levy to be collected in the 2024 tax year. The dollar amount of the increase over the actual levy amount from the previous year shall be $0.00 which is a percentage increase of 0.0% from the previous year. This increase is exclusive of additional revenue resulting from new construction, improvements to property, newly constructed wind turbines, any increase in the value of state assessed property, any annexations that have occurred, and refunds made. Section 2. Transmittal of Budget. A complete copy of the budget as adopted, together with a copy of this Ordinance, shall be transmitted by the City Clerk to the Division of Municipal Corporations in the Office of the State Auditor, and to the Association of Washington Cities. Section 3. Severability. If any section, sentence, clause or phrase of this Ordinance shall be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause, or phase of this Ordinance. Section 4. Effective Date. This Ordinance shall be in full force and effect five days after the date of publication of this Ordinance or a summary thereof in the official newspaper of the City. PASSED by the City Council this day of , 2023. ATTEST: Marci Patterson, City Clerk Approved As To Form: Office of the City Attorney Pam Haley, Mayor Date of Publication: Effective Date: Ordinance 23-017 Levying 2024 Property Taxes Page 1 of 1 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: Second Reading of Proposed Ordinance No. 23-018 adopting chapter 3.85 of the Spokane Valley Municipal Code and creating a Transportation Benefit District. GOVERNING LEGISLATION: RCW 35A.11.020 — Powers vested in legislative bodies of noncharter and charter code cities; RCW 36.73 — Transportation Benefit Districts. PREVIOUS COUNCIL ACTION TAKEN: The Pavement Management Program (PMP) has been discussed at least 68 times by City Council since shortly after the City's incorporation. Most recently, Council discussed the PMP as part of the following agenda items: • April 19, 2022 — Administrative Report on the 2021 Street Sustainability Committee's (SSC) efforts and next steps to improve the Pavement Management Program (PMP). • May 10, 2022 — Administrative Report discussing using the Fund 106 to fund a new open -order contract for 2023 pavement preservation -specific projects. • June 14, 2022 — 2023 Budget Workshop including discussion on the PMP and sustainable funding for the PMP, including Street Fund #101. • July 12, 2022 — Administrative Report on the prioritization of local access street projects. • September 27, 2022 — Administrative Report on the allocation of Capital Reserve Fund #312, identifying $250,000 for a 2023 surface treatment pilot project. • December 6, 2022 — Administrative Report on potential funding sources for the Pavement Management Program. • January 17, 2023 — Administrative Report on Transportation Benefit Districts as a funding source • September 26, 2023 — Administrative Report on formation of Transportation Benefit Districts, including providing drafts of formation documents • October 3, 2023 — City Council approval of Resolution No. 23-011 setting public hearing on October 17, 2023, regarding the formation of a Transportation Benefit District • October 17, 2023 — Public hearing regarding formation of Transportation Benefit District • October 17, 2023 — First Reading of proposed Ordinance No. 23-018 forming a Transportation Benefit District BACKGROUND: The City's street network consists of roughly 450 centerline miles of roadway, including 127 centerline miles of arterials/collectors and 323 centerline miles of local access streets. This equates to 1,025 total lane miles in the network covering roughly 9.2 million square yards (SY) of paved surfaces, equivalent to 1,900 acres. Roughly two-thirds of the City streets' pavement area is attributed to local access streets. The remaining one-third of pavement area is located on arterial or collector streets. The City's PMP serves two primary functions: • Preservation: Multi -year planning and implementation of pavement `treatments' to extend the life of existing paved streets and sustain the pavement condition over time. • Maintenance: Annual costs for repairs and upkeep of snowplow operations, traffic signals and signs, streetlights, sidewalks, potholes, crack filling, and roadside maintenance. Overall, to sustain the citywide average Pavement Condition Index (PCI), the City in 2019 estimated it should expend approximately $16 million annually: $10 million for preservation and $6 million for maintenance. Those numbers have been utilized for discussion purposes, though staff believe that 2023 current expenditures are larger due to declining pavement condition, inflation, and increased project delivery costs. Since 2018, the City has reliably provided $8 million annually using the local street wear fee, Federal and State grants, and telephone utility tax and fuel tax revenues. Due to decreasing telephone utility tax revenues, in 2019 the City began providing annual transfers of surplus general fund revenues to Street Fund #101 for street maintenance. Those transfers have increased since 2019 and are approximately $4.6 million in 2024 proposed budget. Note that these transfers consist of surplus fund balance reserves in the General Fund from prior years. The surplus transfers have been available primarily due to favorable sales tax collections and lower than budgeted staffing in the City's law enforcement contract. In the event the City does not have available surplus, it would not be able to make such a transfer which would reduce the level of service for street maintenance activities. Also, these transfers have been accounted for in the budget as nonrecurring items. If Council decided to make these permanent recurring transfers, the General Fund would no longer have recurring revenues exceeding recurring expenditures based on the 2024 proposed budget. The transfers also result in a reduction of available general funds for other priority purposes, including public safety, significant transportation projects, economic development/tourism and parks projects, and homeless and affordable housing -related services. The remaining necessary funding of the PMP continues to be unfunded and the shortfall results in the City not completing or constructing needed local access street preservation and reconstruction projects. In 2019 and 2020, the City conducted a holistic, third -party review of its PMP. A primary outcome from this effort revolved around conducting public outreach to identify the long-term goal of the PMP and how to financially support that goal. As a result, the Street Sustainability Committee was formed in 2021 to help engage the public while providing detailed insights from a focused stakeholder group. The committee recommended several measures to address a sustainable PMP program. These recommendations generally focused on local streets, working on different and more economical project delivery methods, identifying alternative surface treatment methods, and identifying additional funding sources. Based on the Street Sustainability Committee's recommendations, the City has taken steps to focus on local streets, identify and implement more economical delivery methods, and to engage in pilot projects for alternative surface treatment methods. Tonight's discussion focuses on the remaining recommendation from the Street Sustainability Committee: additional dedicated funding sources. At the December 6, 2022, Council meeting, an Administrative Report was given outlining various funding options available to the City for closing the gap in the PMP. To address the development of funding options to sustain the City's PMP, City Council and staff discussed new revenue sources available, including the option of forming a Transportation Benefit District (TBD). Council provided consensus to fully fund or adequately fund the PMP. Council also gave consensus for staff to develop information regarding the formation of a TBD and its potential budget impacts for the PMP. At the January 17, 2023, Council meeting, the requirements of a TBD were discussed in detail, including the formation and funding of the TBD. At the January 17, 2023, meeting, Council gave consensus for staff to bring forward more information on the formation of a TBD and draft documents for the formation of a TBD. On September 26, 2023 and October 3, 2023, staff provided information about the formation of a TBD, and Council approved Resolution No. 23-011, setting a public hearing on the formation of a TBD. Council conducted a public hearing on October 17, 2023 on proposed Ordinance No. 23-018 and the formation of a Spokane Valley TBD. Detailed information regarding the PMP, funding issues, steps for formation of the TBD, and Ordinance 23-018 which would adopt a new chapter 3.85 of the Spokane Valley Municipal Code (SVMC) and form the TBD, was provided at the public hearing. This is the second reading of proposed Ordinance No. 23-018, which will adopt a new chapter 3.85 of the SVMC to form the TBD. The new chapter 3.85 SVMC provides for the following: a. Establishes TBD with same boundaries as the City. b. Governing Board would be City Council. c. Grants all authority as allowed pursuant to RCW 36.73 i. May establish fees, taxes, and other revenue sources. ii. May authorize annual vehicle fee. iii. May submit fees, taxes, and other revenues sources to voters. d. Identifies allowable uses for TBD funds i. Transportation improvements that construct, preserve, maintain, and operate the existing and future transportation infrastructure of the City. e. Identifies when TBD is dissolved. NOTE: This Agenda Item is for the second reading of Ordinance No. 23-018, which would adopt a new chapter 3.85 of the SVMC and would create a Spokane Valley TBD. Ordinance No. 23-018 does not provide, determine, or set any particular method or amount of funding. If Council approves creation of the TBD, funding methods and amounts will be discussed at future Council or TBD meetings. If Council approves Ordinance No. 23-018, adopting chapter 3.85 of the SVMC and forming a Spokane Valley Transportation Benefit District, it may then consider whether to assume the rights, powers, functions, and obligations of the TBD, as allowed by law (chapter 36.74 RCW). If Council desires to consider assumption of powers, it must adopt a Resolution declaring its intention to consider assumption and setting a public hearing for such consideration. If Council adopts proposed Ordinance 23-018, staff will seek direction from Council on whether to consider assumption of powers of the TBD. OPTIONS: Move to approve Ordinance No. 23-018, with or without amendments; or take other action deemed appropriate. If Ordinance No. 23-018 is approved, staff will seek direction and consensus on whether to bring forward a resolution of intention to consider assumption of powers and setting a public hearing. RECOMMENDED ACTION OR MOTION: Move to approve Ordinance No. 23-018, adopting a new chapter 3.85 of the SVMC and forming the Spokane Valley Transportation Benefit District. If Ordinance No. 23-018 is approved, staff will seek direction and consensus on whether to bring forward a resolution of intention to consider assumption of powers and set a public hearing on the assumption of powers. BUDGET/FINANCIAL IMPACTS: None at this time. STAFF CONTACT: Erik Lamb, Deputy City Manager ATTACHMENTS: Draft Ordinance No. 23-018 Note that detailed information regarding the pavement management program, funding issues, and information regarding formation of the TBD is available as part of the public hearing item on the October 17, 2023 agenda. DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO.23-018 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, AMENDING THE SPOKANE VALLEY MUNICIPAL CODE TO ENACT A NEW CHAPTER 3.85, SPOKANE VALLEY TRANSPORTATION BENEFIT DISTRICT; ESTABLISHING A TRANSPORTATION BENEFIT DISTRICT; ESTABLISHING THE BOUNDARIES OF THE TRANSPORTATION BENEFIT DISTRICT; AND SPECIFYING THE IMPROVEMENT, MAINTENANCE AND PRESERVATION OF THE CITY TRANSPORTATION SYSTEM. WHEREAS, the City Council (the "City Council" or "Council") of the City of Spokane Valley, Spokane County, Washington (the "City") has the responsibility under the Constitution of the State of Washington for the construction, improvement, maintenance, protection and operation of public ways within the corporate limits of the City; and WHEREAS, the improvement, maintenance, protection and operation of public ways requires maintaining and preserving existing transportation improvements to avoid gradual deterioration or catastrophic failure of the improvements which would require significant additional funds to reconstruct; and WHEREAS, the City has limited transportation funding to pay for necessary transportation improvement, preservation, maintenance, and reduction of congestion on its streets; and WHEREAS, while the City has limited funding, ongoing annual costs to preserve and maintain the City's transportation system infrastructure continue to rise leaving the City unable to continue to adequately preserve and maintain the City's transportation system infrastructure; and WHEREAS, chapter 36.73 RCW provides for the establishment of transportation benefit districts and for the levying of additional revenue sources for transportation improvements within the district that are consistent with state, regional, and local transportation plans and necessitated by existing or reasonably foreseeable congestion levels; and WHEREAS, RCW 35.21.225 authorizes the City Council to establish a transportation benefit district subject to the provisions of chapter 36.73 RCW; and WHEREAS, prior to establishing a transportation benefit district, the City Council shall conduct a public hearing upon proper notice, which shall describe the functions and purposes of the proposed transportation benefit district; and WHEREAS, the City Council desires to form a transportation benefit district which includes the entire jurisdictional boundaries of the City of Spokane Valley (the "Spokane Valley Transportation Benefit District"), as the boundaries currently exist or as they may exist following future annexations; and WHEREAS, the City provided notice of and conducted the public hearing on October 17, 2023, regarding the proposed establishment of the Spokane Valley Transportation Benefit District in accordance with RCW 36.73.050. All persons desiring to comment were given a full and complete opportunity to be heard; and WHEREAS, the City Council hereby finds it to be in the best interests of the City to establish the DRAFT Spokane Valley Transportation Benefit District for the preservation and maintenance of the City's transportation system infrastructure consistent with chapter 36.73 RCW to protect the City's long-term investments in that infrastructure, to reduce the risk of transportation facility failures and improve safety, to continue optimal performance of the infrastructure over time, and to avoid more expensive infrastructure replacements in the future; NOW, THEREFORE, the City Council of the City of Spokane Valley ordains as follows: Section 1. Purpose; Findings. The purpose of this Ordinance is to establish a transportation benefit district pursuant to RCW 35.21.225 and chapter 36.73 RCW. The City Council hereby finds it is in the public interest to provide adequate levels of funding for the purposes of ongoing transportation improvements that preserve, maintain and as appropriate construct or reconstruct the transportation infrastructure of the City, by forming a transportation benefit district consistent with chapter 36.73 RCW. Section 2. Adoption of Chapter. Spokane Valley Municipal Code Chapter 3.85 is hereby enacted to be entitled "Spokane Valley Transportation Benefit District", to read as follows: Chapter 3.85 SPOKANE VALLEY TRANSPORTATION BENEFIT DISTRICT 3.85.010 Establishing Transportation Benefit District. There is hereby created a transportation benefit district to be known as the "Spokane Valley Transportation Benefit District" (hereinafter referred to as the "district") with geographical boundaries comprised of the corporate limits of the City as they currently exist or as they may exist following future annexations. 3.85.020 Governing Board. A. The governing board or "board" of the district shall be the Spokane Valley City Council acting in an ex officio and independent capacity, which shall have the authority to exercise the statutory powers set forth in chapter 36.73 RCW. B. The treasurer of the district shall be the City Finance Director. C. The district board shall develop a material change policy to address major plan changes that affect project delivery or the ability to finance the plan, pursuant to the requirements set forth in RCW 36.73.160(1). The policy will, at a minimum, address material changes to cost, scope, and schedule, the level of change that will require board involvement, and how the board will address those changes. In the event that a transportation improvement cost exceeds its original cost by more than twenty percent as identified in the district's original finance plan, the board shall hold a public hearing to solicit comment from the public regarding how the cost change should be resolved. D. The district shall issue an annual report, pursuant to the requirements of RCW 36.73.160(2). 3.85.030 Functions of the District. A. The district board shall have the authority to establish fees, taxes and other revenue sources in accordance with chapter 36.73 RCW, including but not limited to RCW 36.73.040, RCW 36.73.060 and RCW 36.73.065. B. The district board may authorize an annual vehicle fee as provided for by RCW 82.80.140. C. Any expansion of the authorized purposes of the district shall be undertaken only after notice, hearing and adoption of an ordinance in accordance with RCW 36.73.050. 2 DRAFT D. When authorized by the voters pursuant to the requirements of chapter 36.73 RCW, other taxes, fees, charges and tolls or increases in these revenue services may be assessed for the construction, preservation, maintenance and operations of City streets. E. The district board shall have all powers and functions provided for by state law, including but not limited to chapter 36.73 RCW, as it now exists or is hereafter amended, to fulfill the purposes of the district. 3.85.040 Transportation Improvements Funded. The funds generated by the district shall be used for any purpose allowed by law including to make transportation improvements that are consistent with state, regional and local transportation plans and transportation improvements that construct, preserve, maintain and operate the existing and future transportation infrastructure of the City, consistent with the requirements of chapter 36.73 RCW, as it now exists or is hereinafter amended. The funds may be utilized for any lawful purpose under this chapter; but all funds raised through the district shall be expended only for such construction, preservation, maintenance, and operation in accordance with the provisions of chapter 36.73 RCW, as the same exists or is hereafter amended. The funds expended by the district shall preserve, maintain, and operate the City's transportation infrastructure, reduce the risk of transportation facility failure, improve safety, continue the cost- effectiveness of the City's infrastructure investments, and continue the optimal performance of the transportation system. Additional transportation improvement projects may be funded only after compliance with the provisions of RCW 36.73.050(b) following notice, public hearing, and enactment of an authorizing ordinance. 3.85.050 Dissolution of District. The district shall be dissolved when all transportation improvements associated with the construction, operation, preservation, and maintenance of the City's transportation improvements, facilities, functions, and activities have been completed; all indebtedness of the district created to accomplish the improvements has been retired; and when all of the district's anticipated responsibilities have been satisfied. In addition to the automatic dissolution of the district as set forth above, the board reserves the right to cause the dissolution of the district for any legal reason, including if a regional transportation benefit district with a funding mechanism is formed pursuant to an interlocal agreement as permitted in chapter 36.73 RCW. Section 3. Severability. Should any section, paragraph, sentence, clause or phrase of this Ordinance, or its application to any person or circumstance, be declared unconstitutional or otherwise invalid for any reason, or should any portion of this Ordinance be preempted by state or federal law or regulation, such decision or preemption shall not affect the validity of the remaining portions of this Ordinance or its application to other persons or circumstances. 3 DRAFT Section 4. Effective Date. This Ordinance shall be in full force and effect five days after publication of this Ordinance or a summary thereof in the official newspaper of the City as provided by law. PASSED by the City Council this day of , 2023. ATTEST: Marci Patterson, City Clerk APPROVED AS TO FORM: Office of the City Attorney Date of Publication: Effective Date: CITY OF SPOKANE VALLEY, WASHINGTON Pam Haley, Mayor E CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: First Reading Ordinance 23-019 Amending chapter 7.05 SVMC, Relating to Junk and Unlicensed Vehicles GOVERNING LEGISLATION: Chapter 7.05 Nuisances PREVIOUS COUNCIL ACTION TAKEN: • 2003 to 2018: Adoption of chapter and amendments to 7.05 SVMC relating to nuisances • 2019: SVMC 7.05.045 added as a new section to address chronic criminal nuisance properties • June 1, 2021: Code Enforcement Program Overview • June 29, 2021: Administrative Report on Code Enforcement — Policy Discussion • October 5, 2021: Administrative Report on Code Enforcement — Topic #1 Parking • October 12, 2021: Administrative Report on Code Enforcement Program — Topic #2 Camping • June 14, 2022: First Reading of Ordinance 22-010 — Junk Vehicle, Parking on Private Property, Camping on Private Property • June 28, 2022: Second Reading of Ordinance 22-010 — Council requested additional discussion • July 19, 2022: Administrative Report — Additional Options relating to camping on private property • July 26, 2022: Second Reading of Ordinance 22-010 — Council consensus to postpone Second Reading and revisit Junk Vehicle, Parking on Private Property, Camping on Private Property topics • August 15, 2023: Administrative Report — Junk Vehicle, Parking on Private Property BACKGROUND: As a follow-up to the Code Enforcement Program overview presentation during the regular City Council meeting on June 1, 2021, staff initiated a broad discussion with Council during the regular City Council meeting on June 29, 2021. The discussion included specific issues and nuisances which are of concern to local residents, business owners, and property owners, as well as elected officials. City Council has had multiple follow-up discussions on a number of the topics. As a result of the discussions, staff drafted amended Spokane Valley Municipal Code (SVMC) language for Council review, which was presented in June and July of 2022, focusing on regulatory language related to junk and unlicensed vehicles, operable licensed vehicle parking/storage on private property, and camping on private property. At the July 26, 2022, ordinance reading, Council agreed to postpone advancement of the ordinance for further discussion. Council again discussed the ordinance during a staff administrative report at the August 15, 2023, Council meeting. At that meeting, the consensus of Council was to (1) direct staff to limit the scope of the ordinance to limiting private property owners to one screened junk or unlicensed vehicle per parcel, and (2) consider the amendments regulating the parking of RVs, vessels, and operable licensed vehicles, and camping on private property at a later date. Consistent with Council's direction, the presentation and discussion for this agenda item will be centered around Council goals and code for addressing junk and unlicensed vehicles. Staff has included proposed amendments that provide new definitions for Unlicensed Vehicles and Vessels, along with code modifications limiting the number of junk and/or unlicensed vehicles on a single residential parcel. These recommendations are based on several previous council discussions on each topic. OPTIONS: (1) Advance to a second reading, with or without amendments, or (2) take other action Council deems appropriate. RECOMMENDED ACTION OR MOTION: I move to advance Ordinance 23-019, adopting amendments related to junk and unlicensed vehicles in chapter 7.05 SVMC to a second reading. BUDGET/FINANCIAL IMPACTS: N/A STAFF CONTACT: Kelly E. Konkright, Contract Attorney ATTACHMENTS: 1. Draft Ordinance 23-019 2. 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WHEREAS, pursuant to RCW 35A.11.020 and RCW 35.22.280(3), the City of Spokane Valley (City) is authorized to "declare what shall be a nuisance, and to abate the same, and to impose fines upon parties who may create, continue, or suffer nuisances to exist"; and WHEREAS, the City previously adopted chapter 7.05 of the Spokane Valley Municipal Code (SVMC) in order to maintain a safe and healthy environment by regulating nuisance conditions that contribute to injury, illness, devaluation of property, and the incidence of crime; and WHEREAS, pursuant to chapter 7.48 RCW, the City is authorized to obtain an order for a warrant of abatement of public nuisances that may exist within the City; and WHEREAS, the City Council has identified certain conditions, including but not limited to storage of unlicensed and junk vehicles on private property which contribute to injury, illness, devaluation of property, and the incidence of crime, and it desires to regulate such conditions as nuisances; and WHEREAS, the City desires to amend the applicable nuisance provisions in the SVMC to provide necessary updates for the public health, safety, and welfare. NOW THEREFORE, the City Council of the City of Spokane Valley, Spokane County, Washington, ordains as follows: Section 1. Purpose. The City Council hereby finds it appropriate to amend the Spokane Valley Municipal Code provisions related to nuisance junk vehicles and to update other appropriate Code provisions related to nuisances. Section 2. Amendment. The following sections of chapter 7.05 SVMC are hereby amended as follows. Any section of chapter 7.05 SVMC not identified herein shall remain unchanged. 7.05.010 Purpose and intent. The purpose and intent of Chapter 7.05 SVMC is to create and maintain a safe and healthy environment for the citizens of the City by identifying and eliminating the conditions that contribute to injury, illness, devaluation of property, reduction in the quality of life, and the incidence of crime through the existence of nuisance activities on public and private property. Nuisance properties create a substantial financial burden, pose a significant strain on city services, and interfere with other's use and enjoyment of their property. 7.05.020 Definitions. In addition to any definitions contained in Appendix A, the following words shall, for the purposes of Chapters 7.05 and 17.100 SVMC, be defined as: "Abandoned property," for purposes of defining a chronic nuisance, means a property over which the person in charge no longer asserts control due to death, incarceration, or any other reason, and which is either unsecured or subject to occupation by unauthorized individuals. "Chronic nuisance property" means: Page 1 of 8 DRAFT 1. A property on which three or more nuisance activities exist or have occurred during any 60-day period, with at least one of the nuisance activities being classified as ongoing criminal activity related to the property; or 2. A property on which five or more nuisance activities exist or have occurred during any 12-month period, with at least one of the nuisance activities being classified as ongoing criminal activity related to the property; or 3. Any abandoned property where nuisance activities exist or have occurred; or 4. A property which, upon request for execution of a search warrant, has been the subject of a determination by a court two or more times within a 12-month period that probable cause exists that illegal possession, manufacture, or delivery of a controlled substance or related offense as defined in Chapter 69.50 RCW has occurred on the property. "Control" means the power or ability to direct or determine conditions at a property or regulate, restrain, dominate, or govern property or conduct that occurs on a property. "Days" are counted as business days when five or fewer days are allowed to perform an act required by Chapter 7.05 SVMC. "Days" are considered calendar days when more than five days are allowed to perform an act required by Chapter 7.05 SVMC. "Days" are counted by excluding the first day, and including the last day, unless the last day is a holiday, Saturday, or Sunday, pursuant to RCW 1.12.040, as now adopted or hereafter amended. "Determination of compliance" means a written determination by the city manager or designee that the violation(s) stated in the warning, voluntary compliance agreement, notice and order, stop work order, or other applicable order have been sufficiently abated so as to comply with the SVMC. "Graffiti" means an unauthorized marking, symbol, inscription, word, figure, design, or other inscribed material that has been placed upon any property through the use of paint, ink, dye, or any other substance capable of marking property. "Impound" means to take and hold a vehicle in legal custody pursuant to law. "Inoperable" means incapable of being operated legally on a public highway, including, but not limited to, not having a valid, current registration plate or a current certificate of registration. "Junk vehicle" means a vehicle meeting at least three of the following criteria: 1. Is three years old or older; 2. Is extensively damaged, such damage including but not limited to any of the following: a broken window or windshield, or missing wheels, tires, motor, or transmission; 3. Is apparently inoperable; 4. Has an approximate fair market value equal only to the approximate value of the scrap in it. "Nuisance" means a person's unreasonable or unlawful use of real or personal property, or unreasonable, indecent, or unlawful personal conduct or omission of conduct which materially interferes with, obstructs, or jeopardizes the health, safety, prosperity, quiet enjoyment of property, or welfare of others, offends common decency or public morality, or obstructs or interferes with the free use of public ways, places, or bodies of water. "Nuisance activities" means and includes: Page 2 of 8 DRAFT 1. Any structure, use, activity, conduct, or condition that constitutes a nuisance pursuant to SVMC 7.05.040; 2. Ongoing criminal activity related to the property; 3. Any civil code violation as defined by state or local ordinance occurring on the property or around or near the property that has a reasonable and proximate connection to the property. 4. For purposes of this definition "civil code violation" means civil judgment, issuance of a civil penalty, issuance of a notice and order, or any act or conduct which the City can establish, by a preponderance of the evidence, exists or has occurred regardless of whether such act resulted in a civil penalty. A civil infraction which is deferred or subject to pretrial diversion may be counted as a violation if the violation is proved by a preponderance of the evidence. A finding of not committed on a civil infraction shall not constitute a violation under Chapter 7.05 SVMC. "Ongoing criminal activity related to the property" means that (1) criminal activity is or has been occurring at the property; or (2) criminal activity is or has been occurring near the property and such activity has a reasonable and proximate connection to the property, whether by owners, persons in charge, occupants, or persons visiting such owners or occupants. Examples of conduct or actions that constitute criminal activity occurring at or near the property include, but are not limited to, the following: 1. Service of a search warrant by law enforcement personnel; or 2. Arrest of one or more individuals by law enforcement personnel during any 24-hour period; or 3. Commission of a misdemeanor, gross misdemeanor, or felony at or near the property and where there is a reasonable and proximate connection between the crime or criminal and the property, including those visiting the owner, person in charge, or occupants of the property; or 4. Visits by law enforcement personnel which occur based upon a reasonable belief by law enforcement that a crime is occurring or has occurred, but which do not result in any of the actions identified in subsections (1) through (3) of this definition; provided, that visits alone may not form the sole basis for determining a property to be a chronic nuisance property. "Person" means any public or private individual, sole proprietorship, association, partnership, corporation, or legal entity, whether for -profit or not -for -profit, and the agents and assigns thereof. "Person in charge" of a property means the owner and, if different than the owner, any other person in actual or constructive possession of a property, including but not limited to a lessee, tenant, occupant, agent, or manager of a property. "Person(s) responsible for a junk vehicle nuisance violation" means any one or more of the following: 1. The kiwid oui daiiclowiicr where the junk vehicle is located as shown on the last equalized assessment roll; or 2. The last registered owner of the vehicle, unless the owner in the transfer of ownership of the vehicle has complied with state law; or 3. The legal owner of the vehicle. "Person(s) responsible for a nuisance violation" means the person or persons who caused the violation, if that can be determined, and/or the owner, person in charge, lessor, tenant, or other person(s) entitled to control, use, and/or occupancy of the property and the abutting public rights -of -way. Page 3 of 8 DRAFT "Property" means a parcel or lot of real property including property used as residential or commercial property, a building, including but not limited to the structure or any separate part or portion thereof, whether permanent or not, or the ground itself, a unit within a building, or a mobile home, manufactured home, or a recreational vehicle placed on a parcel or lot of real property. "UnUcensec] Nch'cVc" rneansa Nch'cc thaUs 1](2t G:,hsp�ayu] L" a y,,fl'Gj Vucci s pVatc ancl/orcurrent E�LjstraOon, orwi6ch has a �'Wcnsc: p�atc that has a clk'Vay�d c:xp�rc:�j rcg�stratwn ofrnorc than d5 ch y P U "Vehicle," for the purposes of SVMC 7.05.040(--'N4, includes every device capable of being moved upon a public highway and in, upon, or by which any persons or property is or may be transported or drawn upon a public highway, including bicycles. The term does not include devices other than bicycles moved by human or animal power or used exclusively upon stationary rails or tracks, pursuant to RCW 46.04.670. "VeSSC V" lor pjjEpb�,i ol`�,iVMC� 'L05 .Od 0 sh,,fl� luwc the sarne rn� an "I,s:sD lbrth 'M qWW 79A .WO � 0, 7.05.030 Compliance, authority and administration. In order to discourage public nuisances and otherwise promote compliance with chapter 7.05 SVMC, the city manager or designee may, in response to field observations, determine that violations of Chapter 7.05 SVMC have occurred or are occurring, and may utilize any of the compliance provisions set forth in Chapter 17.100 SVMC. 7.05.040 Nuisances prohibited. No person, firm, or entity shall erect, contrive, cause, continue, maintain, or permit to exist any public nuisance within the City including on the property of any person, firm, or entity or upon any public rights -of -way abutting a person, firm, or entity's property. Prohibited public nuisances include, but are not limited to: A. Vegetation. 1. Any vegetation, or parts thereof, which hang lower than eight feet above any public walkway or sidewalk; or hang lower than 14 feet above any public street; or which are growing in such a manner as to obstruct or impair the free and full use of any public walkway, sidewalk, or street; or violate City clear -view triangle regulations. The City shall be responsible for maintaining all vegetation placed by the City adjacent to a public walkway, sidewalk, or street. 2. Any growth of noxious weeds or toxic vegetation shall be subject to Chapter 16-750 WAC as currently adopted and hereafter amended. B. Buildings, Structures, Fences. Buildings or portions thereof which are deemed dangerous or unfit pursuant to the SVMC (including all building and property maintenance codes and regulations as currently adopted and hereafter amended). C. Sidewalks. 1. Any protrusion, awning, or overhang that inhibits or obstructs use of a public walkway or sidewalk. 2. Any object, construction, or damage that inhibits or obstructs the surface use of a public walkway or sidewalk. 3. Accumulations of dirt or debris not removed from a public sidewalk. D. Accumulations of Materials, Garbage, Recyclables, Furniture, Machinery. Page 4 of 8 DRAFT 1. Building and Construction Materials. Any accumulation, stack, or pile of building or construction materials, including but not limited to metal, wood, wire, electrical, or plumbing materials, not associated with a current, in -progress project and not in a lawful storage structure or container. This provision does not apply to a designated contractor's yard. 2. Garbage, Recyclables, Compost, and Infestations. a. Garbage or recyclables not properly stored in a receptacle with a tight -fitting lid. b. Any accumulation of broken or neglected items, litter, salvage materials, or junk not in an approved enclosed structure. c. Creating or maintaining any accumulation of matter, including but not limited to foodstuffs or dead vegetation (excluding properly maintained residential compost piles). 3. Furniture, Appliances, Furnishings, and Equipment. a. Any broken or discarded household furniture, furnishings, equipment, or appliance not in an approved enclosed structure. b. Any enclosure which may entrap a human or an animal, including accessible refrigeration appliances that have not had the doors secured or removed. 4. Machinery and Equipment. Any broken or inoperable accumulation of, or part of, machinery or equipment not in an approved enclosed structure. SVMC 7.05.040(D)(4) shall include such machinery and equipment as v I' set s..,_boats, jet -skis, snowmobiles, aircraft, ,L2c. mu_and the like, but shall not include junk vehicles, which are regulated pursuant to SVMC 7.05.040(N). E. Fire Hazards. Any stack or accumulation of newspapers, dead vegetation (excluding properly maintained compost piles), overgrown vegetation, cardboard, or any other paper, cloth, or wood products left in a manner that poses a substantial risk of combustion or the spread of fire, as determined by the fire marshal. F. Toxic or Caustic Substances. Improper storage or keeping of any toxic, flammable, or caustic substances or materials. G. Smoke, Soot, or Odors. Allowing the escape or emission of any harmful smoke, soot, fumes, gases, or odors which are offensive or harmful to a reasonable person. H. Bodies of Water. 1. All stagnant, pooled water in which mosquitoes, flies, or other insects may multiply, excluding any City -approved structure related to storm drainage systems. 2. The polluting of any waterway, well, or body of water which is not subject to the jurisdiction of another federal, state, county, special purpose district or city agency. I. Holes. Any excavated or naturally occurring uncovered holes which are not marked, guarded, or otherwise secured, and which constitute a concealed danger. J. Attractive Nuisances. Any accessible nuisance which is attractive to children including, but not limited to, unattended machinery or equipment, unsecured abandoned or vacant buildings, open and unattended vehicle trunks, or other unguarded conditions or situations that could injure or trap a child. K. Noise. Page 5 of 8 DRAFT 1. Any noise or sound that, originating within a residential zone, intrudes into the property of another person that exceeds the maximum permissible noise levels pursuant to Chapter 173-60 WAC, as currently adopted and hereafter amended. Such noise or sound may include, but is not limited to, noise or sound created by use of a radio, television set, musical instrument, sound amplifier, or other device capable of producing or reproducing noise or sound; or in connection with the starting, operation, repair, rebuilding, or testing of any vehicle, off -highway machinery or equipment, or internal combustion engine. 2. The following shall be exempt from the provisions of SVMC 7.05.040(K)(1): a. Normal use of public rights -of -way; b. Sounds created by motor vehicles when regulated by Chapter 173-62 WAC; c. Sounds originating from aircraft in flight and sounds that originate at airports which are directly related to flight operations; d. Sounds created by surface carriers engaged in commerce or passenger travel by railroad; e. Sounds created by warning devices not operating continuously for more than five minutes, or bells, chimes, or carillons; f. Sounds created by safety and protective devices where noise suppression would defeat the intent of the device or is not economically feasible; g. Sounds created by emergency equipment and work necessary in the interest of law enforcement or for health, safety or welfare of the community; h. Sounds originating from officially sanctioned parades and other public events; i. Sounds created by watercraft, except to the extent that they are regulated by other City or state regulations; j . Sounds created by motor vehicles licensed or unlicensed when operated off public highways, except when such sounds are made in or adjacent to residential property where human beings reside or sleep; k. Sounds originating from existing natural gas transmission and distribution facilities; 1. Sounds created in conjunction with public work projects or public work maintenance operations executed at the cost of the federal government, state or municipality; in. Sounds created in conjunction with the collection of solid waste; n. Sounds created in conjunction with military operations or training; o. Sounds originating from organized activities occurring in public parks, playgrounds, gymnasiums, swimming pools, schools, and other public facilities and public recreational facilities during hours of operation; p. Sounds originating from agricultural activities. 3. The following shall be exempt from provisions of SVMC 7.05.040(K)(1) between the hours of 7:00 a.m. and 10:00 p.m.: Page 6 of 8 DRAFT a. Sounds originating from residential property relating to temporary projects for the repair or maintenance of homes, grounds, and appurtenances; b. Sounds created by the discharge of firearms on authorized shooting ranges; c. Sounds created by blasting; d. Sounds created by aircraft engine testing and maintenance not related to flight operations; provided, that aircraft testing and maintenance shall be conducted at remote sites whenever possible; e. Sounds created by the installation or repair of essential utility services. 4. The following shall be exempt from the provisions of SVMC 7.05.040(K)(1) between the hours of 7:00 a.m. and 10:00 p.m., or when conducted beyond 1,000 feet of any residence where human beings reside and sleep at any hour: a. Sounds originating from temporary construction sites as a result of construction activity; b. Sounds originating from the quarrying, blasting and mining of minerals or materials, including, but not limited to, sand, gravel, rock and clay, as well as the primary reduction and processing of minerals or materials for concrete batching, asphalt mixing and rock crushers; c. Sounds originating from uses on properties which have been specifically conditioned to meet certain noise standards by an appropriate City hearing body. L. Dust. Any disturbance of any land area, or permitting the same, without taking affirmative measures to suppress and minimize the blowing and scattering of dust, which unreasonably interferes with the peace, comfort, or repose of a reasonable person. This provision does not include permitted agricultural activities. M. Yard Sales. The holding or permitting of either: 1. A yard sale on the same lot for (a) more than seven consecutive days; (b) more than two consecutive weekends; or 2. More than three separate yard sale events in one calendar year. The prohibition under this Section SVMC 7.05.040(M) shall only apply to dwellings, including but not limited to single family, multifamily, and duplex dwellings. N. Junk Vehicles._,,.vu —UiJ ➢u�_d use,-d _Veidcl ,s. All junk vehicles aa�ua�l_u�,�uhc i� sd d vchi� ➢d: s, or parts thereof, placed, stored, or permitted to be located on private property within the City limits. SVMC 7.05.040(N) does not apply to: 1. Any vehicle or part thereof that is completely enclosed within a lawful structure so that it is not visible from the street or other public or private property; 2. Any vehicle or part thereof that is stored or parked in a lawful manner a�d.ad da.j)_➢u� d aus�ai d �u;➢ di su-r�,,.v ➢cx or cu ivehcle,idar_��VSHe��cpe�7i�_is.uu) kee�lsed 4ql:�.awVef to Vieealse ea��eF and the i u ka ape property is fenced pursuant to RCW 46.80.130,or_(uu ➢a ba�N➢ Q stia�i➢u sIuQ ai_�Q h cle, prep, r iw sp ua `s`s. 3. A junk vehicle does not include a vehicle which is in the process of being repaired, as evidenced by the good faith efforts of the vehicle owner. This exception shall include having up to one "parts" Page 7 of 8 DRAFT vehicle, from which parts are being salvaged concurrent with the repair process for the vehicle being excepted from compliance in this section. Good faith efforts of repair may include producing invoices showing work or parts purchased for repair or renovation within 30 days prior to issuance of the notice of violation, or a declaration under penalty of perjury that the vehicle is in the process of being repaired and has been worked on within 30 days prior to issuance of the notice of violation. This exception allows up to 60 days for good faith repair. Upon good cause shown, the city manager or designee shall have the discretion to grant one additional 60-day exception period pursuant to SVMC 7.05.040(N). Under no circumstance shall any good faith efforts of repair extend for more than 120 days, after which time this exception shall no longer apply. This exception shall apply to one vehicle and one arts vehicle per parcel of land u�u_„__y d _ll 2-rr rrudju_a[,r',rucra pu V u 4 .... p p p a: a _� cri _sd �_uu--- ycuu°; 4. There shall be allowed as exceptions to SVMC 7.05.040(N) up to �Nv' oir , junk vehicle, or �ad,, , ° ,,.vu n_R-4 oir s so long as they areJt:_i�s completely sight- ---------------------------- u-u➢u� d-� ➢uu� ➢, in R-1 R-2u�4 R-3_� _ __ __- __ ______ _.� screened by maintained landscaping, a maintained landscaped berm, or fencing, as allowed pursuant to any currently adopted SVMC landscaping, berm, or fencing requirements..L dcr_(J,q d.d ?r_ 22,'70 S_V M_(`. O. Graffiti. Any graffiti on public or private property. P. Development Code Violations. Any violation pursuant to SVMC Titles 19, 20, 21, 22, 23, 24, and/or 25. Section 3. Other Sections Unchanged. All other provisions of chapter 7.05 SVMC not specifically referenced hereto shall remain in full force and effect. Section 4. Severability. If any section, sentence, clause or phrase of this Ordinance shall be held to be invalid or unconstitutional by a court of competent.] urisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause, or phrase in this Ordinance. Section 5. Effective Date. This Ordinance shall be in full force and effect five days after publication of this Ordinance or a summary thereof in the official newspaper of the City of Spokane Valley as provided by law. Passed by the City Council this day of November, 2023. City of Spokane Valley Pam Haley, Mayor ATTEST: Marci Patterson, City Clerk Approved as to Form: Office of the City Attorney Page 8 of 8 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: 5-Year Homeless Housing Plan Adoption 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: July 11, 2023; City Council reached consensus to advance a resolution to assume control over available document recording fees from Spokane County and to establish a homeless housing program. July 25, 2023, City Council adopted a resolution to assume control over document recording fees and to establish a homeless housing program. August 22, 203 Administrative report discussing regional homeless housing plan. September 12, 2023, Motion consideration adopting a resolution establishing an interim task force. BACKGROUND: On July 25, 2023, Council adopted a resolution to assume control over available document recording fees and establish a Spokane Valley homeless housing program. On August 8, staff sent a copy of the resolution to the Board of County Commissioners as required by RCW 43.185C.080. Staff are coordinating with Spokane County to ensure there is no disruption to the existing 2023 contracts, and to learn the accounting and other administrative requirements for administering these funds. As required by RCW 43.185C.160, the City must create a homeless task force to develop a five- year homeless housing plan (Plan) and develop guidelines as needed for emergency shelters, short-term housing needs, temporary encampments, supportive housing for chronically homeless person and long-term housing. On September 12, 2023 the City Council passed a resolution establishing an interim task force with seven members and the task force members were appointed by the mayor with Council approval. The task force met on September 29 and October 13, 2023. The Department of Commerce (DOC) requires that the plan covers the period of 2020 to 2024; therefore any plan adopted by the City between now and the end of 2024 would only cover through 12/31/2024 before requiring a significant "update" for the subsequent five-year period (2025- 2029). The region's current 5-Year Plan was created in partnership between Spokane County (including the City of Spokane Valley as a member of the urban county consortium), the City of Spokane, and the regional Continuum of Care board (CoC), which provides the road map used to distribute funding, define metrics for success, and articulate priorities. The current regional 5- Year Plan meets requirements from both the DOC and the U.S. Department of Housing and Urban Development (HUD). It has also provided the basis for current awards, including funding of outreach teams operating in Spokane Valley by Spokane Valley Partners. The region's current 5-Year Plan is structured around the five required objectives included in the DOC's guidance. The Plan addresses the current condition, strategies, metrics, and assigned responsibilities associated with each objective. These objectives are as follows: 1. Quickly identify and engage people experiencing homelessness under the state definition, and all unaccompanied youth under state and federal definitions, through outreach and coordination between every system that encounters people experiencing homelessness. 2. Prioritization of homeless housing for people with the highest need. 3. Operate an effective and efficient homeless crisis response system that swiftly moves people into stable permanent housing. 4. Project the impact of the fully implemented local plans on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies. 5. Address racial disparities among people experiencing homelessness. Developing a City Plan before by December 31, 2023 is extremely aggressive given the statutory requirements and public process necessary. In addition, the Plan would need to be updated by the end of 2024 for the subsequent five-year period (2025-2029). For these reasons, the task force passed a motion on October 13, 2023 recommending that the City Council adopt the region's current 5-Year Plan to use through 2024. While the current 5-Year Plan may not reflect all the priorities, strategies, and goals of the Council, it would provide a starting point to start managing recording fees while a City Plan for the 2025-2029 cycle is developed. OPTIONS: Motion to adopt the region's current 5-year plan or take such other action deemed appropriate by City Council RECOMMENDED ACTION OR MOTION: Move to adopt the region's current 5-year plan. BUDGET/FINANCIAL IMPACTS: From 2019-2022, the HHAA 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). In 2024, it is estimated that the City will receive approximately $640,000 from their share of the recording fees STAFF CONTACT: Gloria Mantz, City Services Administrator ATTACHMENTS: Presentation Plan Requirements Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness. Plan Requirements The DOC has provided guidelines for governments to follow when creating their own task force and subsequent 5-year homeless housing plan. First, the task force must include "at least two people with lived experience of homelessness, and they should be offered compensation for their time, unless their employer compensates them to participate." The DOC's guidance goes on to list a number of other roles that "should" be represented on the task force, including human service providers, substance abuse treatment providers, and law enforcement among others. The DOC guidelines state that the primary goal of the Plan "must be aimed at eliminating homelessness", but may also "include other objectives and performance measures adopted by the local government." In support of the primary goal of eliminating homelessness, the DOC also outlines 5 objectives and related measures that must be included in local plans: Quickly identify and engage people experiencing homelessness under the state definition, and all unaccompanied youth under state and federal definitions, through outreach and coordination between every system that encounters people experiencing homelessness. Measure of success: a) Communities with Street Outreach projects: Increase percentage of exits to positive outcome destinations to the level of the top performing 20 percent of homeless crisis response systems nationwide. b) Compliance with state and federal Coordinated Entry Data Collection requirements in order to build and maintain active lists of people experiencing homelessness and to track the homelessness status, engagements and housing placements for each household. 2. Prioritization of homeless housing for people with the highest need. Measure of success: a) Compliance with state and federal Coordinated Entry requirements for all projects receiving federal, state and local homeless funds. b) Consider implementation of the Coordinated Entry Core Element recommendations and the Office of Homeless Youth's Five Recommendations for making Coordinated Entry Work for Youth and Young Adults. c) Successful implementation of prioritization policies for all projects receiving federal, state and local homeless funds, resulting in prioritized people consistently being housed in a timely manner. 3. Operate an effective and efficient homeless crisis response system that swiftly moves people into stable permanent housing. Measure of success (System -wide performance): a) Increase percentage of exits to permanent housing to the level of the top performing 20 percent of homeless crisis response systems nationwide. b) Reduce returns to homelessness after exit to permanent housing to less than 10 percent. c) Reduce average length of stay in temporary housing projects to less than 90 days. 4. Project the impact of the fully implemented local plans on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies. Measure of success: a) An estimate of people experiencing homelessness that will be housed during 2024 after successful implementation of the local plan using existing resources, and the count of households left unsheltered at a point in time in 2024, based on credible data and research; including the data, assumptions, calculations, and related citations necessary for outside parties to review and produce the estimate. 5. Address racial disparities among people experiencing homelessness. Measure of success: Completion of the initial analysis using racial equity tool and data provided by Commerce. While each of the above objectives is required in a local plan, exactly what strategies are employed to achieve each objective is not prescribed. Similarly, while the DOC's guidance does provide related measures of success for each objective, it states that "local plans can adopt measures or performance targets if they meet the following criteria: 1) Credibly measures success implementing the objective; 2) Can be updated at least annually; and 3) Targeted performance level is based on the performance of communities who have achieved good results in the context of local conditions." The measure of success for Objective 1 and 2 briefly mentions the Coordinated Entry system (CE). CE has been up and running in our community for a number of years, and is essentially the process by which a participating entity assesses the needs and barriers of the person they are working with, and then makes the appropriate referrals for services. All housing interventions in our regional system that take any sort of federal, state or local funds are required to fill vacancies exclusively through the CE system. This includes Emergency Housing Vouchers administered by the Spokane Housing Authority. Working hand -in -hand with CE is the Community Management Information System, or CMIS'. CMIS is the single community -wide repository for all client information, documentation, housing referrals, case notes and emergency alerts used by dozens of providers from homeless outreach teams to healthcare professionals. It is meant to reduce silos and ensure that all relevant information about a client is available to all the various entities that may come in contact with and serve them. Currently CE and CMIS are funded through the CoC. The City of Spokane, in its role as the Collaborative Applicant for the CoC, also provides supplemental funding for these critical pieces of our system. The City is currently able to access and make use of both CE and CMIS. When the City becomes its own entitlement and begins administering HHAA funds, access to both of these systems for City staff and contract providers will remain critical. If and how much the City will contribute to these systems has yet to be discussed, but it is foreseeable that the CoC and their Collaborative Applicant (City of Spokane) may require a financial contribution commensurate with our City's use of these systems in exchange for continued access. 1 Several years ago the name for this system was changed from the Homeless Management Information System, or HMIS. The HMIS name is still the primary name for this type of data management system in communities across the country. i cc am N c"I Iw N O 2 U C6 O N i O N 4O a N Q O U � � � O N o O c� 0 N CN O UCL (D -0 O CN =3 M cn O U) U -0 O m CN Q =_ \ aj O N j U aD o ?� a� O _ 0 N � O 70 LL, Q A, A, 0 a cu umm cu LO ETC O N U ....................................................................................................................................................... vi Q N U •O E N O N O = Q N a--+ N f6 0 0 N E O N N C: N C: Ln CAA cn Q � .0 U •N � •v N O � Q Q N ate-+ N v L .� Q p Q Q N _ O 'N 4-J c v E •� v Q .0 N � O C6 `- _0 O E Ln N N O N = O m N E Ln = '0) > a--+ E N N O •f6 U O 4-1 U `~ O Q N ate--+Ln ca v +-+ Zn OCL L N a..i C6 —0 .................................................................................................................................................... cr •� DC..................................... .................................................... ..................................................................................................... .................................................................................................... .......`n................ •� aA Ln W a ca a i Ca LO R,J • N N cr m N N i� l� a 0 V a ca a L ca LO O O '� U cc CL N c i ! C O N CL O LL n O Ln O p O U p — fa N N > U O N E � O E � a� O N U +j L Q O U . _ +j E c: cn O 2-Q � cn N 0 ca 0 E -0 N N i W O O ca N �; O � o � 0- m O p O +_+ E - N +j •C ca t�A Q N C: 4A N Q 0 aO O ' cn cn vi U �E Q-a � w O O U . Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness T Spokane County Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness 2020 to 2025 Table of Contents 1. Acronyms............................................................................................................................................................5 2. Introduction........................................................................................................................................................7 2.1. Alignment with the Continuum of Care Mission........................................................................................7 2.2. Current State of the CoC Geographic Region and Homeless Response.....................................................7 2.2.1. Governance........................................................................................................................................7 2.2.2. Regional Integration...........................................................................................................................7 2.2.3. Partnership.........................................................................................................................................8 2.2.4. Service Provision.................................................................................................................................8 2.2.5. Communication..................................................................................................................................8 2.2.6. Encampments.....................................................................................................................................9 2.2.7. Business Community..........................................................................................................................9 2.2.8. Affordable Housing.............................................................................................................................9 2.2.9. Aging Population..............................................................................................................................10 2.2.10. Data -Driven Solutions...................................................................................................................10 2.3. Objectives of the 5-Year Strategic Plan....................................................................................................10 2.3.1. Objective One...................................................................................................................................10 2.3.2. Objective Two...................................................................................................................................11 2.3.3. Objective Three................................................................................................................................11 2.3.4. Objective Four..................................................................................................................................11 2.3.5. Objective Five...................................................................................................................................11 3. Objective One: Quickly identify and engage people experiencing homelessness...........................................11 3.1. Introduction..............................................................................................................................................11 3.2. Measures of Success and Performance....................................................................................................12 3.3. Strategies..................................................................................................................................................13 3.4. Current Condition.....................................................................................................................................13 3.4.1. Outreach Efforts...............................................................................................................................13 3.4.2. Community Court.............................................................................................................................14 3.4.3. Coordinated Entry Improvements....................................................................................................15 3.4.4. Emergency Services..........................................................................................................................16 Page 2 of 48 3.4.5. Prevention........................................................................................................................................16 3.4.6. Diversion...........................................................................................................................................17 3.5. Actions to Meet the Objectives................................................................................................................17 4. Objective Two: Prioritization of homeless housing for people with the highest needs..................................19 4.1. Introduction..............................................................................................................................................19 4.2. Measures of Success and Performance....................................................................................................20 4.3. Strategies..................................................................................................................................................20 4.4. Current Conditions...................................................................................................................................21 4.5. Actions to Meet the Objectives................................................................................................................21 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing....................................................................................................................22 5.1. Introduction..............................................................................................................................................22 5.2. Measures of Success and Performance....................................................................................................22 5.3. Strategies..................................................................................................................................................23 5.4. Current Condition.....................................................................................................................................23 5.4.1. CoC Funding and RFP Committee.....................................................................................................23 5.5. Actions to Meet the Objectives................................................................................................................24 6. Objective Four: A projection of the impact of the fully implemented local plan on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies ............26 6.1. Introduction..............................................................................................................................................26 6.2. Measures of Success and Performance....................................................................................................27 6.3. Strategies..................................................................................................................................................27 6.4. Current Conditions...................................................................................................................................27 6.4.1. Emergency Shelter............................................................................................................................28 6.4.2. Transitional Housing.........................................................................................................................28 6.4.3. Rapid Re-Housing.............................................................................................................................28 6.4.4. Permanent Supportive Housing.......................................................................................................29 6.5. Actions to Meet the Objectives................................................................................................................29 7. Objective Five: Address racial disparities among people experiencing homelessness....................................29 7.1. Introduction..............................................................................................................................................29 7.2. Measures of Success and Performance....................................................................................................30 7.3. Strategies..................................................................................................................................................31 7.4. Current Conditions...................................................................................................................................31 7.4.1. Comparison to Like -Sized Communities...........................................................................................31 Page 3 of 48 7.5. Actions to Meet the Objectives................................................................................................................32 8. Review Process.................................................................................................................................................33 8.1. Action Steps..............................................................................................................................................33 8.2. Timeline....................................................................................................................................................34 8.3. Modifications and Updates......................................................................................................................34 9. Attachment 1....................................................................................................................................................35 HousingInventory Chart(HIC)..............................................................................................................................35 10. Attachment 2................................................................................................................................................38 Objective Four Excel Document...........................................................................................................................38 11. Attachment 3................................................................................................................................................39 Performance Management Plan..........................................................................................................................39 Page 4 of 48 Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness 2020 to 2025 1. Acronyms ACI Anchor Community Initiative AHAR Annual Homeless Assessment Report ALTSA Aging and Long Term Support Administration APP Annual Performance Plan APR Annual Performance Report BNL By -Name List CA Collaborative Applicant CAP Corrective Action Plan CDBG Community Development Block Grant Program (CPD Program) CE Coordinated Entry CFDA Catalog of Federal Domestic Assistance CFR Code of Federal Regulations CHHS Community, Housing, and Human Services (a City of Spokane Department) CoC Continuum of Care approach to assistance to the homeless The Federal agency responsible for negotiating with a grant recipient on behalf Cognizant Agency of all federal agencies the recipient receives funds from Collaborative Applicant The party responsible for applying on behalf of the region for CoC funds Continuum of Care Federal program stressing permanent solutions to homelessness Consolidated Plana locally developed plan for housing assistance and urban Con Plan development under the Community Development Block Grant and other CPD programs CPD Community Planning & Development DCYF Division of Children, Youth, and Families Federal agency can exercise judgment in selecting the recipient through a Discretionary Grants competitive grant process EPLS Excluded Parties List System ES Emergency Shelter ESG Emergency Shelter Grants (CPD Program) 1968 act (amended in 1974 and 1988) providing HUD Secretary with fair Fair Housing Act housing enforcement and investigation responsibilities FCS Foundational Community Supports Federal Fiscal Year Begins on October 1 and ends on September 30 of the next calendar year Federal Register The official journal of the Federal Government. FMR Fair Market Rate (maximum rent for Section 8 rental assistance) A formula grant is a type of mandatory grant that is awarded based on statistical criteria for specific types of work. The authorizing legislation and Formula Grants regulations define these statistical criteria and the amount of funds to be distributed. So, the term "formula" refers to the way the grant funding is allocated to recipients. FUP Family Unification Program GOSH Governor's Opportunity for Supportive Housing (GOSH) Services Page 5 of 48 Grantee Housing and Community Development Advisory Board for Spokane County HCDAC CSHCD HEARTH Act Homeless Emergency and Rapid Transition to Housing Act HHAA Homeless Housing Assistance Act HIC Housing Inventory Chart HMIS Homeless Management Information System HOME Home Investment Partnerships (CPD program) HOPWA Housing for People Living with HIV/AIDS HUD U.S. Department of Housing and Urban Development HUD-VASH HUD -Veterans Affairs Supportive Housing program Lesbian, Gay, Bisexual, Trans, Queer/Questioning, Intersex, Asexual, More LGBTQIA+ (sexualities, sexes, and genders) Grants a federal agency is required to award if the recipient meets the Mandatory Grants qualifying conditions McKinney-Vento Act Federal Legislation providing a range of services to homeless people MOU Memorandum of Understanding NAEH National Alliance to End Homelessness NOFA Notice of Funding Availability OMB Office of Management & Budget PATH Prevention Assistance and Temporary Housing (Homeless program) P&Ps Policies and Procedures PH Permanent Housing PSH Permanent Supportive Housing Recipient Direct recipient of funds from Federal Agency RFP Request for Proposal RRH Rapid Re -housing S+C Shelter Plus Care SHP Supportive Housing Program SOAR SSI/SSDI Outreach, Access, and Recovery SRC Spokane Resource Center: A HUD EnVision Center SRO Single Room Occupancy Program Sub -Grantee An agency who receives pass -through funding to operate a project Sub -Recipient Indirect recipient of Federal Funds through a pass -through agency (Recipient) TBRA Tenant -Based Rental Assistance TH Transitional Housing UFA Unified Funding Agency USC United States Code VA Veterans Administration VASH Veterans Affairs Supportive Housing YAB Youth Advisory Board Youth Build HUD program to promote apprenticeships for needy youth in building trades YYA Youth (17 and under) and YounaAdults (18 to 24-vears) Page 6 of 48 2. Introduction 2.1. Alignment with the Continuum of Care Mission The 5-Year Strategic Plan to Prevent and End Homelessness ("5-Year Plan") is intended to align with the mission of the Continuum of Care (CoQ as the advisory body of the region's homeless crisis response system. The CoC's mission is to make homelessness rare, brief, and non -recurring by fostering shared responsibility among stakeholders and coordinating resources essential to the success of local plans to end homelessness. 2.2. Current State of the CoC Geographic Region and Homeless Response The homeless crisis response system and the ways in which the CoC Board and local governments respond is impacted by the current context on a number of key issues, including: 2.2.1. Governance The current CoC governance structure was implemented in 2017 and was designed to connect a variety of sectors that intersect with homelessness in an effort to provide a holistic perspective to address complex needs and leverage available resources. The CoC Board is comprised of more than 20 representatives, including people with lived homeless experience, homeless service providers, public housing, behavioral health and chemical dependency, workforce, healthcare, law and justice, advocates, education, funders, local business, and regional government. These representatives are system leaders who are able to make decisions that quickly change the way we address key challenges and be responsive to changing needs. There are also five standing committees (Executive, Planning and Implementation, Data and Evaluation, Funding and RFP, and Diversion) and four population -specific sub -committees (Youth, Families, Single Adults, and Veterans). These committees and sub -committees consist of front-line staff, people with lived homeless experience, and experts that advise the CoC Board and help to guide the homeless crisis response system. In 2019, the Spokane City/County Continuum of Care was awarded Unified Funding Agency (UFA) designation. This is a prestigious designation, with only ten communities in the country holding it, and is awarded because of the Collaborative Applicant's expertise in financial management, monitoring and evaluation, governance, and strategic leadership. UFA communities have increased control over certain federal funding streams, leading to better ability to manage projects locally and allocate funds to meet changing needs. 2.2.2. Regional integration The CoC is a regional body, consisting of twelve cities and towns, along with unincorporated areas throughout Spokane County. As such, our CoC continues to strive for regional solutions that meet the specific needs of those experiencing homelessness in each of those parts of the county, including both urban and rural environments. This includes local governments coming together to address the varying needs of both rural and urban communities and their response to homelessness. It is critical that strategies address gaps and opportunities throughout the region. This has included having representation from the City of Spokane, the City of Spokane Valley, and Spokane County on the CoC Board, as well as partnering on surveys/data collection and analysis to ensure the geographic diversity of the region is considered in program design and to streamline Page 7 of 48 access to services for people most in need. Furthermore, in 2019 a regional governance work -group was established to foster this partnership and continue to address needs throughout the region. 2.2.3. Partnership There is an extraordinary level of community partnerships that span across municipalities, service providers, faith leaders, and citizens. There are currently nearly a dozen agencies funded by recommendations of the CoC Board to operate more than twenty different programs to serve people experiencing homelessness, with even more partners and programs integrated into the coordinated response system. There is increased participation in the CoC Sub -Committees by both public and privately funded agencies, broadening the lens by which we assess the system, contributing data from across systems into the Homeless Management Information System (HMIS), working together on complex and multi -faceted issues impacting those experiencing homelessness, and closing the gap to ensure effective and efficient service delivery. Finally, with the CoC's geographic coverage spanning across the entire county, there is regional leadership involving the City of Spokane, the City of Spokane Valley, and Spokane County in support of regional efforts to prevent and end homelessness. 2.2.4. Service Provision The system has seen a number of new projects come online in the last few years, as well as a significant number of new HMIS users that contribute data that aids in program design and funding allocations. Coordinated efforts to address needs of specialized populations (e.g. LGBTQIA+, people fleeing domestic violence, veterans, justice -involved, and youth and young adults) have led to improved service delivery and opportunities for people to get engaged with the system and resolve their homelessness quickly. The system has also invested significantly in training opportunities for all of the service providers within the homeless crisis response system. For example, in 2019, the system invested in training approximately 50 service providers in Diversion strategies, with half being trained as trainers, to move our system towards Diversion First, a national best practice in helping people self -resolve their homelessness. Since then, community -wide trainings have taken place, as more partners strive to adopt and integrate these strategies into their service delivery model. In June of 2018, the Spokane Resource Center was designated a U.S. Department of Housing and Urban Development (HUD) EnVision Center site — one of only 17 in the country. This came on the heels of a year's worth of planning and design for an integrated social services site that would offer wrap -around services to people at risk of becoming homeless and that could offer prevention resources. With the recognition that single adult homelessness is the fastest growing homeless population nationally and that people are becoming homeless for the first time in greater numbers than in previous years, having a site dedicated to addressing these needs is increasingly critical. 2.2.5. Communication Communicating the complexity of homelessness, the available funding streams and federal and state funder priorities, and the CoC's allocation of resources and planning has posed challenges. There has been little alignment of messaging and an over -use of jargon, which has caused confusion to those who are not directly involved in the homeless crisis response system. This has led to missed opportunities to get citizens appropriately engaged, mixed messages, and lack of understanding that leads to productive dialogue and support. There is a need to build out a joint communication Page 8 of 48 strategy and community engagement plan that is adopted by all parties of the CoC Board and funded partners, as well as to develop an external -facing communications plan to help citizens better understand the situations and circumstances of our region's homeless strategy. Finally, regular CoC briefings to elected officials on regional efforts, challenges, progress, and funding directed at homelessness would be beneficial, as well as providing communication on capital resources in permanent rental housing, emergency shelter/transitional housing, and other focused investments to meet the needs of people experiencing homelessness throughout the region. 2.2.6. Encampments Over the last two years, the City of Spokane has worked diligently on addressing unsheltered homelessness, as those numbers appear to increase and visibility of encampments has impacted citizen's perceptions of safety. As a result, the City of Spokane has invested more deeply in street outreach, an intervention that has proven results through direct engagement with people living unsheltered, and in re-engaging a coordinated outreach network to case conference and support efforts to help complex cases and to ensure outreach professional are able to support efforts to reach people in need throughout the county. The City of Spokane has also begun utilizing a database and an integrated system to better track and map encampments and improve opportunities to send targeted service supports to those areas. Outreach then is utilized to provide a service -rich engagement strategy when encampments have to be cleaned up in order to try and get people into the homeless service system to prevent the camps from being re-formed. In light of the legal context for encampments in our region, there has been an increased emphasis on creating emergency shelter and focus on how that component of the system is addressing the community need. This has led to an emphasis on the funding of emergency shelter at previously unprecedented levels. Even still, the CoC recognizes that shelter does not end homelessness and that deeper investments in permanent housing will be required in order to have long-term impact. The balance is part of ongoing discussions at all levels and will likely remain at the forefront during this transition phase. 2.2.7. Business Community The CoC Board has focused on engaging the business community in discussions and planning for a variety of strategies to address a multitude of community needs (e.g. partnerships between business and service agencies, mentorship, training for staff on homelessness, and employment/skills training for clients), creating a position on the CoC Board to be held by a business representative to ensure that lens is considered in all conversations, and continuing to provide training and education on the homeless community to all business that request it. 2.2.8. Affordable Housing Spokane has spent multiple years in an affordable housing crisis, with historically low vacancy rates. Coupled with a growing general population, this has created additional challenges to housing people experiencing homelessness, as they struggle to compete for scarce housing resources. With many people looking for places to rent, those who utilize vouchers and/or have less income or rental histories are less competitive for the few units that are available. Furthermore, increasing Page 9 of 48 rents are significantly limiting the availability of affordable housing and have the effect of adding to local homelessness. It is important to continue focusing on affordable rental housing in order to prevent and end homelessness. This includes supporting capital investments — using local, state, and federal resources to add and preserve affordable housing throughout the region. A Landlord Liaison Committee was developed to address the needs of clients and to work with landlords to rent to those being served through homeless program dollars. This Committee, which has representatives from the Spokane Housing Authority and local homeless housing providers, has organized public trainings, held meetings, supported clients through landlord negotiations, and supported housing search. This Committee has been effective and continues to improve its strategies to engage landlords in ways that lead to people getting successfully housed. In the unincorporated areas and twelve cities and towns, Homeless Prevention has significantly curtailed homelessness for families who would otherwise become homeless and eventually seek services in the City of Spokane. This resource is critical for those households. Despite challenges, the homeless crisis response system has continued to house people at increasing rates over the last three years, utilizing innovative solutions and working on improved landlord engagement strategies. 2.2.9. Aging Population The fastest growing demographic in our region is the Medicare -age population. This means a shift in the types of services that may be necessary to address targeted needs, as well as connections to resources that previously have not been utilized. 2.2.10. Data -Driven Solutions As more projects contribute data to the HMIS, the depth and scope of knowledge continues to increase. This local data, alongside best practice research from around the country, has led to the design of data -driven programs. The City of Spokane has moved towards performance -based funding in its most recent five-year funding cycle for state and local funds. As part of this, the City of Spokane released a Performance Management Plan that was approved by the CoC Board. The Performance Management Plan sets both minimum performance standards and performance targets for all homeless service projects'. As outlined in the plan, quarterly performance reports will be shared with the CoC Board and will be posted on the City of Spokane's website. Funding decisions will be made, in part, based on performance achieved by projects on an annual basis, ensuring that the community is investing in interventions that are meeting or exceeding outcomes for our system. 2.3. Objectives of the 5-Year Strategic Plan The plan follows guidance from the Washington State Department of Commerce, in association with HUD and the Spokane City/County Continuum of Care Board and Sub -Committees. 2.3.1. Objective One: Quickly identify and engage people experiencing homelessness. ' See Attachment 3. Page 10 of 48 2.3.2. Objective Two: Prioritization of homeless housing for people with the highest needs. 2.3.3. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing. 2.3.4. Objective Four: A projection of the impact of the fully implemented local plan on the number of households housed and the number of households left unsheltered, assuming existing resources and state polices. 2.3.5. Objective Five: Address racial disparities among people experiencing homelessness. 3. Objective One: Quickly identify and engage people experiencing homelessness 3.1. Introduction Since its inception, the Spokane City/County Continuum of Care (CoC) has made major system -wide changes to better address homelessness. One of the signature achievements was developing a Coordinated Entry (CE) system with separate and distinct components designed to better serve homeless families and single individuals. Spokane was an early adopter of the CE system. Implemented in 2012, CE utilizes Homeless Management Information System (HMIS) to facilitate the identification of individuals living in homelessness by linking them to the resources necessary to support movement to permanent housing. The CE system gained national recognition by the National Alliance to End Homelessness (NAEH) for utilizing Housing First principles, expanding access to satellite sites, and comprehensively assessing and prioritizing families by vulnerability and severity of needs. In Spokane County, CE began with one coordinated access point that included referrals for single adults (including chronically homeless and veterans), households with minor children, and youth. After three years of assessment and revision to ensure effectiveness, the CoC began replicating this best practice model to establish a CE system for households with children ("families"). This meant two coordinated access points were operational: one for single adults and one for families. Each CE system component offers intake, assessment, referrals, housing placement and diversion, and supportive services all under one roof. Satellite sites throughout the county create a "no wrong door" approach to this centralized and integrated one -stop crisis response system that expedites linkage to housing and supports. In 2016, the CE system adopted an innovative homeless diversion program, enabling the CoC to divert, streamline, and improve assessment processes. This system has resulted in shorter waiting lists, elimination of barriers to housing placement, and maximal use of resources. Although there is not currently a separate access system for youth, Spokane has made great strides in learning what needs would have to be addressed for an effective Youth CE system in our community to cater to the unique needs of this population. In the meantime, youth enter through either the singles or families system, depending on family status and age, both of which have adopted changes to better serve youth. These changes include, but are not limited to: youth -specific walk-in hours to create safer, more welcoming environments and the introduction of satellite sites for youth to be assessed in locations they already frequent (e.g. unaccompanied youth shelter and drop -in centers). Page 11 of 48 Many Continuums of Care around the country are just beginning to implement their first Coordinated Entry system, as having one implemented in a homeless service system only just became a requirement from HUD in January 20182. However, because CE has been a well -established system within our community for the past six years, our CoC was in the unique position to be able to evaluate and improve our system based off feedback and performance measures taken from within our own community, rather than broader theoretical data, and has been working tirelessly to do so since. A "By -Name List" (BNL) is a real-time list of all people in a given subpopulation experiencing homelessness. By- name lists are a known best practice for homeless service systems because they are able to contain a robust set of data points that coordinate access and service prioritization at a household level, allow for easier case conferencing, are a collective tool of ownership and responsibility among differing agencies, and allow stakeholders to understand the homeless system inflow and outflow at a systems level. Not only does this tool allow for a triage of services and system performance evaluation on a micro level, but it allows for advocacy for policy changes and additional funding for resources necessary to end homelessness on a systems level. In Spokane, the Veteran BNL, known as the "Veteran Master List", was developed in 2016. The Veteran Master List is currently a HMIS tool, which reflects every veteran in our community identified as being in a homeless circumstance, their homeless status, and where they are being served. The tool collects data provided by veterans and centralizes it in a single electronic form, regardless of where the veteran first interfaced with the homeless system. Among many other data points, the tool tracks offers of housing that are made and the results of those referrals for each veteran on the list. The Veteran Master List helps determine what interventions are or are not working and which veterans in our community are going to need additional resources and effort to house. The tool has directly contributed to a reduced length of time homeless for veterans due to the ability of outreach teams and caseworkers to more quickly identify who is a veteran and experiencing homelessness in our community. The faster we are able to provide housing and/or suitable interventions, the cheaper and more effective our system becomes. Due to the success of the Veteran Master List, the Anchor Community Initiative (ACI) Core Team has been partnering with the City of Spokane's Community, Housing, and Human Services (CHHS) Department and the Spokane Youth Advisory Board (YAB) to help with the development of a Youth By -Name List since March 2019. The Core Team, which is made up of individuals who represent various homeless youth providers, as well as representatives from the public school system, juvenile justice, coordinated entry and behavioral health treatment, is building the Youth By -Name List in accordance with the best practice Community Solution's Built to Zero framework . The hope is that this project will be completed by the end of 2019 and continue to help make the youth homeless service system in Spokane more effective and efficient. 3.2. Measures of Success and Performance 1. Compliance with state and federal coordinated entry requirements for all projects receiving federal, state and local homeless funds. Consider implementation of the CE core element recommendations.' 2. Compliance with state and federal CE data collection requirements in order to build and maintain active lists of people experiencing homelessness, and to track the homeless status, engagements and housing placements of each household. 2 http://www.commerce.wa.gov/wp-content/uploads/2018/03/hau-wa-ce-guidelines-1-2018.pdf 3 Starting January 2018 HUD mandated housing programs funded by state and federal grants must participate in coordinated entry, mandated that each system designate a lead agency and that participating programs must fill program openings exclusively through the system, eliminating all side doors. There are additional guidelines on procedures and policies outlined by the Department of Commerce; http://www.commerce.wa.gov/wp- content/u ploa ds/2018/03/hau-wa-ce-guidelines-1-2018. pdf. Page 12 of 48 3. For communities in Street Outreach projects: Increase the percentage of exits to positive outcome destinations to the level of the top 20% of homeless crisis response systems nationwide. 3.3. Strategies 1. Use outreach and coordination between every system that encounters people experiencing homelessness to quickly identify and engage people experiencing homelessness into services that result in a housing solution. 2. Apply for additional funding sources to aid the outreach and engagement process. 3. Continue to leverage current street outreach programs and/or partner with agencies' outreach efforts that quickly identify and engage people experiencing homelessness. 4. Identify and implement staff trainings such as diversion, progressive engagement, motivational interviewing, trauma informed care, etc. 3.4. Current Condition 3.4.1. Outreach Efforts ° See Attachment 3. The Performance Management Plano, which was designed in line with expectations from HUD and the Department of Commerce and approved by the CoC Board, set out minimum performance standards and system performance targets for street outreach projects. When released, the goal set by the CoC Board was that the minimum performance standards, the applicable one here being 65% successful exits from street outreach projects, would be met by projects within two years. Additionally, projects are expected to meet system performance targets, or 80% successful exits from street outreach projects, within five years or by 2025. While the Performance Management Plan is newly established, Spokane's homeless crisis response system is well on its way to achieving these goals with 68.2% successful exits from street outreach projects well before that two year goal. In 2018, the City of Spokane was able to leverage funding in order to increase outreach efforts in Spokane County through a partnership with Spokane Neighborhood Action Partners (SNAP) and Frontier Behavioral Health (FBH). With this funding, street outreach amplified from two part- time employees to four full-time dedicated outreach staff who focus on the adult population. Homeless Outreach teams help individuals living in homelessness access services to meet their basic survival needs and work with community partners to promote transition to permanent housing. The Outreach staff meet individuals where they are by going to populated areas and building rapport by offering a kind smile, supplies (such as socks or personal hygiene products), and snacks until individuals are ready and able to seek safer shelter. The goal is to identify and engage unsheltered households who are not connected with existing services and connect them to appropriate housing resources, supporting them until an appropriate hand off of services is available. Through the Anchor Community Initiative (ACI), the City of Spokane, in conjunction with Volunteers of America of Eastern Washington and Northern Idaho (VOA), has been able to fund a new outreach program so there are two new housing navigators who will be working with unaccompanied students experiencing homelessness in concert with the McKinney Vento Liaisons in the six school districts in the county most dramatically impacted my unaccompanied Page 13 of 48 youth homelessness. "Housing Navigators" walk alongside youth throughout their path to stable housing by offering coordinated entry assessment; diversion; assistance in locating and applying for identification and other documentation needed for housing placement; transportation or accompaniment to potential housing options and necessary appointments; and case management to maintain engagement, support independence, and connect to needed services such as legal assistance, employment, education, non -cash benefits, mental health, and chemical dependency services. In addition to the outreach organizations funded by the City of Spokane, there are numerous additional outreach efforts within Spokane County that are funded through other means. For example, Youth REACH is a project of VOA that employees 2.5 full-time employees to provide peer outreach, access to shelter services, referrals, and other necessary supports to at -risk youth and young adults struggling on the streets and in other unsafe locations in Spokane County. Youth REACH utilizes an outreach team comprised of young people partnered with adults to provide outreach, and a case manager knowledgeable of area resources and services, and skilled at engagement and motivation with the target population. The primary function of the outreach teams is to engage youth, establish trust and build relationships that will lead youth to case management services; connecting them to financial, housing, employment, education, healthcare, and legal services that will meet their needs and create successful future outcomes. In addition to Youth REACH, VOA is in the process of forming an in -reach team that will be taking youth and young adult referrals from other systems that work with homeless or at -risk youth, such as behavioral health providers, schools and the juvenile justice system. Utilizing both in -reach and outreach, VOA will be enabled to make contact with a wide variety of youth and young adults in order to assist them in navigating the system, which will greatly improve accessibility. Additionally, Catholic Charities of Eastern Washington (CCEW) has an Opioid Use Disorder Peer Support Program that provides outreach, as well as specialized assistance to individuals engaging in treatment services. And, finally, there is specialized Supportive Services for Veteran Families (SSVF) outreach staff who target interventions for veterans. In addition to increasing outreach funding in recent years, the Spokane City/County CoC has reinvigorated the Outreach Huddle, which seeks to join the area outreach workers, agency staff, local behavioral health staff, and the criminal justice system to unitedly case conference chronically homeless and/or other high barrier clients. Case conferencing is a nationally recognized best practice model that our community has sought to implement across populations. These meetings occur every two weeks and are a chance for staff to discuss more challenging cases in order to create a care plan where the different service providers are able to take a unified front and address individual needs in a holistic and targeted way. An array of representatives service providers ranging from the medical and behavioral health community, to law enforcement and fire personnel, and Community Court legal staff converse directly with the outreach workers in order to create a unified front and address individual needs in a holistic and targeted way. 3.4.2. Community Court Started in 2013, Community Court is a therapeutic court stemming outside the Spokane Municipal Court which seeks to reduce and effectively address quality of life offenses in the downtown corridor, such as: Trespass and Sit and Lie charges. The foundation of Community Court is a collaboration of court and social service professionals, dedicated to helping Page 14 of 48 participants reach practical and targeted solutions. Rather than emphasizing punishment, problem -solving courts focus on participant accountability through graduated sanctions and incentives in order to encourage positive changes.' Community Court is an "at will" justice alternative that coordinates the resolution of criminal cases with employment and other life skills education, as well as any mental health or addiction treatment plan deemed necessary by social service and restorative justice providers. While an individual is participating in the Court, Homeless Outreach teams build rapport with participants to assist them staying engaged in the process by attending their appointments and court dates. If at any time a participant no longer wishes to opt -in to their court ordered plan, they may terminate their relationship with the court and return their case to the Municipal Court dockets. Community Court offers an array of social services, including: behavioral health services, case management, housing assistance, education and job training, access to healthcare, assistance with insurance, as well as social security and disability assistance applications, identifying documentation retrieval, crime victim advocacy, and more. Criminal charges are not required to access these services. Six years after its inception, Community Court data released by researchers from Washington State University found that participants in the program had lower recidivism rates than equivalent individuals in Spokane Municipal Court who did not go through it.' Only 20 percent of the Community Court participants were charged with another offense within six months of completing the program, compared to 32 percent of the comparison samples. Similarly, within 12 months of completing the program, 30 percent of Community Court participants accumulated another charge, compared to 46 percent of the other sample groups. The report also noted that on -site services were utilized by both Community Court participants and walk-in clients at very high rates. Roughly 90 percent of participants received a housing referral, while 41 percent of walk-in clients accessed services from the state Department of Social and Health Services and 50 percent pursued employment services.' 3.4.3. Coordinated Entry Improvements With the recent evaluation of the CoC's coordinated entry system, one of the priorities that has been established is the development of a coordinated entry system that specifically meets the needs of the youth and young adult homeless population. This system would be informed entirely by the expertise and capacity of all youth -serving providers and organizations within the community and be located in a youth -friendly venue, ensuring that the entire experience is appropriate and welcoming for the age demographic. While creating a youth -specific coordinated entry system is the goal, in order to make this system a reality the CoC would need seed funding for its creation and maintenance. The City of Spokane's CHHS Department will continue to apply for state and federal grants that become available that can be used in this manner; however, in the meantime, there are other strategies that the CoC is taking to ensure 5 Hamilton, Zachary K., Ph.D., Mia A. Holbrook, Ph.D., Alex Kigerl, Ph.D. "City of Spokane Municipal Community Court: Process and Outcome Evaluation" Washington State Institute for Criminal Justice. August 2019. 6 Hamilton, Zachary K., Ph.D., Mia A. Holbrook, Ph.D., Alex Kigerl, Ph.D. "City of Spokane Municipal Community Court: Process and Outcome Evaluation" Washington State Institute for Criminal Justice. August 2019. ' Hamilton, Zachary K., Ph.D., Mia A. Holbrook, Ph.D., Alex Kigerl, Ph.D. "City of Spokane Municipal Community Court: Process and Outcome Evaluation" Washington State Institute for Criminal Justice. August 2019. Page 15 of 48 that youth and young adults are being led to the best outcomes. These strategies include: creating Housing Navigator positions for youth and young adults that aid individuals in applying for and obtaining permanent housing; the utilization of best practice theories for youth case management (i.e. critical transition coaching); and the employment of diversion strategies that are tailored to the needs of the age demographic. 3.4.4. Emergency Services Spokane County offers numerous emergency hotlines. Eastern Washington 211 is a free and confidential service via an easy access phone number which individuals can call or text to receive information about health and human services from a trained Referral Specialist.$ 211 can provide information about food subsidy applications, homeless housing pre -screenings, health and wellness support, utility/energy assistance, veteran services, legal resources, disaster and crisis support, transportation, free tax preparation, and veterinarian services. However, if an individual has a distinct issue that they need help with, there are other specialized hotlines for assistance. The YWCA offers a 24-hour domestic violence helpline where an advocate located at their safe shelter is prepared to help to discuss options, safety plans, and other community resources.9 Lutheran Community Services offers a 24-hour crisis line for survivors of sexual assault to seek out information about their options in terms of medical care, healing and legal services. Additionally, Frontier Behavioral Health offers a mental health or substance use condition disorder hotline called the 24 Hour Regional Crisis Line, which gives assessments to those in crisis whose health and/or safety are in crisis. Spokane Fire Department has partnered with FBH to create a Behavioral Response Unit that responds exclusively to mental health calls. The program staffs one paramedic who is paired with a licensed mental health counselor. Once it has been established that there is a behavioral health case, the mental health counselor and paramedic approach the individual to try to talk and find what their needs are and the best ways to support them through their crisis. Spokane Police Department has a similar program called the Community Diversion Unit which also pairs with mental health professionals to respond to individuals in the community experiencing a mental health crisis, aiming to divert individuals away from jails and hospitals and connect them to the services and resources they may need. 3.4.5. Prevention In 2019, the Spokane Resource Center: a HUD EnVision Center, opened its doors as a means to help with people's housing, cultural, financial, legal, pre -employment, health resources, as well as basic needs before they become homeless as a form of diversion. Over 15 area providers work in a one -stop model to provide a wide range of necessary resources to keep those already in housing housed by providing them with desired and needed wrap around services. Programs serving at -risk populations, including recently incarcerated individuals and Supplemental Nutrition Assistance Program recipients, are designed to identify and mitigate barriers and connect individuals to employment and training services in order to stabilize their income and result in long term self-sufficiency. a https://bhwa.org/promadditional-support-services/eastern-washington-211-ew211/ s https.//ywcaspokane.org/programs/help-with-domestic-violence/24-hour-helpline-fags/ Page 16 of 48 CCEW has the Homeless Student Stabilization Program where they work in conjunction with Priority Spokane, Spokane Regional Health District (SRHD) and Building Change to places community health workers in local elementary schools. Families of students are able to meet one-on-one with a trusted, compassionate professional who can guide them out of crisis and into stability to help prevent child trauma from homelessness and increase the chance that students will graduate high school. 3.4.6. Diversion Diversion is a housing first, person -centered, and strengths -based approach to help households identify the choices and solutions to end their homeless experience with limited interaction with the homeless crisis response system. It assists households to quickly secure permanent or temporary housing by encouraging creative and cost-effective solutions that meet their unique needs. It is a short-term intervention focused on identifying immediate, safe housing arrangements, often utilizing conflict resolution and mediation skills to reconnect people to their support systems. Diversion offers flexible services that may be coupled with minimal financial assistance when needed. This unique approach engages households early in their housing crisis. A staff member trained in the techniques of diversion initiates an exploratory conversation to brainstorm practical solutions for households to resolve their homelessness quickly and safely. Staff help households see beyond their current crisis by encouraging them to generate creative ideas and identify realistic options for safe housing based on their own available resources rather than those of the crisis response system. In 2019, the CoC committed to a Diversion -First Model. As such, the City of Spokane and its partners invested in training by the Center for Dialogue and Resolution, based out of Tacoma, Washington, in Diversion strategies. Fifty front-line service providers were trained, with nearly a dozen becoming trainers in Diversion and committing to continue training staff from across the system. 3.5. Actions to Meet the Objectives Action Activity Responsible Party Timeline 3.5.1. Develop a project 0 Determine feasibility Sub -Committees 2020 plan for BNL in the 0 CoC Sub -Committee HMIS by collaborate with the subpopulation HMIS Team for development ■ Present to CoC Board for approval of project 3.5.1a. Veteran BNL 0 Continue to manage list Veteran Leadership COMPLETED Committee 3.5.1b. Youth BNL 0 Development of BNL Youth Sub -Committee, ACI 2019 report in HMIS using Core Team Veteran BNL framework ■ Establish policies and procedures to formalize coordination between homeless system, public schools, DCYF, Spokane Page 17 of 48 County Juvenile Court Services, Regional Behavioral Health Providers 3.5.2. Increase Community 0 CE access marketing plan Sub -Committees, CoC Ongoing Education 0 Improve CE access and Board, Collaborative response Applicant ■ Increase education and training on homelessness to community and other systems (e.g. education, criminal justice, behavioral health, etc.) ■ Annual training opportunities on: data, diversion strategies, homeless prevention, system access and CE, myths/ facts, trauma - informed care, racial equity ■ Require agencies to attend community -wide trainings and keep training logs for employee's engagement efforts 3.5.3. Improve access and 0 Assess satellite sites and CE Providers Ongoing accessibility to CE the need for any changes (e.g. need for increased rural locations) ■ Ensure ongoing training for satellite sites ■ Determine if there are gaps where people are accessing services and if there is further need for additional sites 3.5.4. Implementation of a 0 Require agencies to Diversion Sub -Committee June 2020 Diversion First model attend system -wide diversion training ■ Develop diversion guidance for "front -door" projects utilizing a diversion strategy ■ Develop mechanism to measure effectiveness of Page 18 of 48 the diversion strategy in "front -door" projects 3.5.5. Develop a CE 0 Assess internal and CE Providers, Sub- 2020 marketing strategy external marketing Committees, CoC Board, needs, including gaps in Collaborative Applicant people awareness of CE ■ Develop guidance for homeless crisis response system partners on how to talk about CE, including consistent language 2021 ■ Implement marketing strategy 3.5.6. Improve street 0 Continue to apply for Street Outreach Providers, June 2020 outreach efforts funding for outreach Collaborative Applicant supplies (e.g. socks, snacks, bus stops), document -ready process, and increased staff capacity ■ Integrate outreach into other complimentary organizations within the community ■ Ensure increased input from outreach providers to inform decisions ■ Increase coordination between outreach providers and City of Spokane departments 3.5.7. Create a Youth CE 0 Continue to increase Youth Sub -Committee, 2021 System accessibility for youth Collaborative Applicant, ■ Continue to apply for CoC Board funding for youth projects 4. Objective Two: Prioritization of homeless housing for people with the highest needs 4.1. Introduction Coordinated Assessment refers to the Continuum -wide effort to assess the vulnerability of homeless households through CE and connect them to the appropriate housing resource(s) based upon level of need as quantified during their Assessment. The implementation of coordinated assessment is now a requirement of receiving both Page 19 of 48 CoC funds from HUD and state homeless service funds from the WA State Department of Commerce, and is considered a national best practice. Coordinated entry assessments are used in order to prioritize the most vulnerable homeless households and connect them to the appropriate level of housing and support. As the homeless service system of Spokane continues to develop and strengthen, system changes are focused on what works best for homeless households and rapid exits to permanent housing solutions. On -going evaluation processes include: collecting feedback from households experiencing homelessness that are seeking assistance through the coordinated assessment systems, as well as, collaboration between City staff and homeless service providers to discuss system improvements. Information gathered through the coordinated entry process is used to guide homeless assistance planning and system change efforts in the community. The Spokane City/County CoC acknowledges that no two homeless experiences are the same and that circumstances and situations are unique; therefore, need targeted responses. The homeless population is made up of numerous subpopulations, which is indicative that in order to effectively cater to the unique needs of each, different sets of priorities should be established. Therefore, CoC sub -committees have been extensively discussing and reorganizing CE prioritization measures of each population. Along with the reorganization of prioritization measures, the CoC continues to review the Housing Inventory Count (HIC)10 to ensure that the system has an adequate housing inventory to meet the needs of our community's most vulnerable. 4.2. Measures of Success and Performance 1. Compliance with state and federal Coordinated Entry requirements for all projects receiving federal, state and local homeless funds. 2. Consider implementation of the Coordinated Entry Core Element recommendations and the Office of Homeless Youth's "Five recommendations for making Coordinated Entry work for youth and young adults."11 3. Successful implementation of prioritization policies for all projects receiving federal, state and local homeless funds, resulting in prioritized people consistently being housed in a timely manner. 4. Prioritize unsheltered homeless households and increase percent served of unsheltered homeless households by 5% or maintain compliance level.12 5. Average length of stay in night -by -night emergency shelter (target 30 days) and exit to permanent housing from night -by -night shelter (target 50%).13 4.3. Strategies 1. Improve Case Conferencing mechanisms in order to effectively meet the need of our most vulnerable. 2. Have CoC Sub -Committees reevaluate vulnerability priority factors by subpopulation and continuously re-evaluate for use by Coordinated Entry System. "See Attachment One 11 https://deptofcommerce.app.box.com/s/slcabcfobjev039u3gfl8r4f8cbO380f 12 Department of Commerce CHG Grant sections 2.1.1, 8.4.2 and 8.4.4 13 Singles are our most popular subpopulation populating night -by -night emergency shelters. One of the biggest indicators for vulnerability that we use for adult singles in our coordinated entry system is length of homelessness. If our length of days in emergency shelter were to decrease, then this would be a major indicator that our most vulnerable are being effectively served. Page 20 of 48 4.4. Current Conditions Our system has been working on an evaluation of CE including prioritization by subpopulation, including characteristics that indicate vulnerability. CE has adopted markers for vulnerability to help determine prioritization for housing, while also allowing HMIS to pull data in order to determine if prioritized people are consistently being housed in a timely manner in accordance with the Performance Management Plan14 4.5. Actions to Meet the Objectives Action Activity Responsible Party Timeline 4.5.1. Create universal CE Evaluate current P&Ps by CE Providers, CoC Board June 2020 policies and CE system and adjust procedures (P&Ps) to based on be adopted by the recommendations for the CoC system ■ Evaluate and restructure CE if necessary to create a regional approach ■ Implement CE P&Ps and MOU for partner agencies, as recommended by CE providers and approved by the CoC Board 4.5.2. Coordinated Entry Plan and host an CE Providers June 2020 Symposium education opportunity for agencies to share their programs ■ Requirement to continue as a satellite site for CE 4.5.3. Implement 0 Sub -Committees evaluate Sub -Committees, CoC Ongoing prioritization P&Ps for vulnerabilities to be Board, Collaborative all sub -populations prioritized by population Applicant based off community needs ■ CE work group to recommend prioritization policies ■ CoC Board approval of policies ■ Continue to reevaluate processes in prioritization ongoing 14Appendix3. Page 21 of 48 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing 5.1. Introduction Spokane's homeless service response system highlights the importance of not only housing individuals in a permanent solution, but enabling them to remain in housing even after services terminate. In order to meet the growing needs of our community, it is vital to continue to increase access to stable and affordable housing by expanding the supply of affordable rental units, utilizing housing subsidies, increasing service -enriched permanent housing for individuals with high barriers, and clearing a pathway from housing programs to affordable independent housing. Within the larger system of housing services, it is vital that housing programs within the community continue to be enabled to connect participants to existing and developing resources, which make their experience more than just a place to stay, rather truly giving participants the skills and resources to assist them in staying housed. The goal is to engage our participants into the greater community in order to create and identify opportunities for personal growth and development; obtaining experiences which will allow them to utilize a different set of skills leading to a greater chance for self-sufficiency and independent living. As a community, we must strategize, design, and implement an overarching best -practice move -on strategy to be adapted universally across our CoC and system. "Moving -On" is not just a strategy but a system framework that recognizes that Permanent Supportive Housing (PSH) is not necessarily the end point for people currently residing in housing programs. A Moving -On strategy is used for clients in PSH who may no longer need or want the intensive services offered to them while in the program, but continue to need assistance to maintain their housing. HUD recognizes that helping these households move -on to an environment where there is not on -site access to at -will intensive services is an important strategy that can be beneficial to the participants and communities working to end homelessness because it not only enables participants to be in a less facility -like environment, but it is also a cost-effective strategy for communities. Additionally, this strategy then sets free a PSH bed for another vulnerable individual in the community to use who may wish to use and need the intensive services more than the previous participant. Aligning high -service oriented housing programs with mainstream, less service -intensive housing assistance programs provides more options for households experiencing homelessness, and creates flow in a community's homeless response system. Moving -On should support choice; therefore, in line with this development, there needs to be a process for collaboratively identifying with a client when they are ready to move -on independently. 5.2. Measures of Success and Performance 1. Increase percentage of exits to permanent housing to the level of the top performing 20 percent of homeless crisis response systems nationwide (59% or greater)." " 2. Reduce returns to homelessness after exit to permanent housing to less than 10 percent within 2 yea rs.17 "As defined by HUD System Performance Measure 7, Metric 7b.1. Includes people who exited emergency shelter, transitional housing, rapid rehousing, or other permanent housing type projects to permanent housing destinations, such as PSH and RRH. 11 Length of time in shelters: For under 18-year-old homeless youth, there are very few options for permanent housing if a young person cannot go home. Per HUD, foster care is not considered permanent. This is an issue that is being discussed at the state level, especially for the older youth (16 and 17-year- olds), who cannot go home or into foster care. 17 As defined by HUD System Performance Measure 2, Metric 2b. Page 22 of 48 3. Reduce average length of time homeless to those served to less than 90 days.18 5.3. Strategies 1. Maximize resources to house people, especially where funds exist for targeted subpopulations (e.g. various funds such as VASH, HOPWA, SSVF, local grants, Office of Homeless Youth, local organizations). 2. Improve data quality to minimize error responses to housing destination that impact "exits to permanent housing" and improves confidence in the data measuring this outcome. 3. Coordinated Entry collaborates with all shelters to ensure program participants are referred to coordinated entry and have access to the housing system at large. 4. Ensure that Diversion -First strategies are implemented at all access points of the homeless crisis response system to ensure that people are able to enter and move through to stable permanent housing. 5.4. Current Condition In addition to the Department of Commerce's performance measures that are listed under the "Measures of Success and Performance" in Section 5.2, in 2019 the CoC adopted a performance management plan19 that evaluated baseline data, created minimum performance standards and system performance targets for five years of funding, and was designed to help achieve the objectives of the Five Year Plan. Currently, 47% of total participants exit to permanent housing options, 19% of participants return to homelessness after exit to permanent housing within two years, and the average length of total time homeless is 157 days.20 While there is still ample progress to be made in order to achieve the benchmarks created through these two avenues, Spokane is taking strides in the correct direction in order to achieve these goals. Over the last 24 months, Spokane City and County Homeless Services has financed approximately $22 million into housing and supportive services through federal, state and local grants and dollars. As of the 2019 Housing Inventory Count, Spokane County was home to 16 emergency shelter projects, 17 TH projects, 22 RRH projects, 6 OPH projects, and 14 PSH projects21. 5.4.1. CoC Funding and RFP Committee The CoC Funding and RFP Committee oversees the Request for Proposal (RFP) process; including coordinating CoC program funding awards with other funding partners. The Committee reviews project and system performance data from the past award year and makes recommendations to the Collaborative Applicant regarding monitoring plans and funding allocations and/or reallocations. Additionally, the CoC Funding and RFP Committee is responsible for reviewing and updating the Performance Management Plan on an annual basis, including working with the Collaborative Applicant to set minimum performance standards and system performance targets, in order to establish a system performance improvement strategy for the CoC. In doing so, HUD's project performance objectives and system performance measures, Commerce's system performance expectations, and Spokane City/County projects' combined performance on those objectives were considered in determining where to set minimum standards and system targets for the CoC's project portfolio. 18As defined by HUD System Performance Measure 1, Metric 1a. Includes people in Emergency shelter, Safe Haven and Transitional Housing. Data comes from looking strictly at enters and exits entered into HMIS. 19 See Attachment 3 21https://public.tableau.com/profile/comhau#!/vizhome/ Was hingtonStateHomelessSystemPerform anceCountyReportCardsSFY2018/ReportCard 21 https://static.spokanecity.org/documents/chhs/hmis/reports/2018-spokane-coc-housing-inventory-count.pdf. Page 23 of 48 5.5. Actions to Meet the Objectives Action Activity Responsible Party Timeline 5.5.1. Create a system -wide 0 Assess system readiness Collaborative Applicant, move -on strategy for move -on strategy Sub -Committees, CoC ■ Convene PSH providers Board January 2019 already utilizing an agency -specific move -on strategy ■ Receive agency feedback on system -wide strategies ■ Solicit CoC Board June 2020 approval 5.5.2. Implement system- 0 System -wide move -on Collaborative Applicant, July 2020 wide move -on strategy training Sub -Committees, CoC strategy 0 Agency training Board ■ Develop move -on strategy guidance ■ Develop mechanism to measure effectiveness of the move -on strategy ■ CoC Board approval of policies 5.5.3. Achieve high- 0 Require and monitor Collaborative Applicant, June 2024 performing agency training logs for Sub -Committees, CoC community employees (e.g. system Board performance set out data quality, trauma - in the Performance informed care, Management Plan22 progressive engagement, for all project types case management, motivational interviewing, follow-up, racial equity, LGBTQIA+) ■ Review HIC data regularly to ensure adequate intervention stock for each subpopulation, and increase as necessary to support growing need and gaps (e.g. PSH set aside for young adults, etc.) ■ Continue to prioritize PH for new project models zz See Attachment 3 Page 24 of 48 ■ Identify and apply for more funding to continue to grow inventory of available housing and supportive services as needed ■ Increase use of dedicated subsidies (e.g. Housing Choice and VASH Vouchers) ■ Monitor data for length of time between end of supportive services post - move out and return back into system ■ Standardize aftercare services based off a local best practice ■ Ongoing diversion training and implementation ■ Increase income potential of those receiving services through stronger partnerships with employment agencies, career development agencies (e.g. the America Job Center, WorkSource Spokane, and Next Generation Zone), childcare services, transportation availability, etc. ■ Increase marketing strategy of the Spokane Resource Center: A HUD EnVision Center, which is to be utilized as a Diversion mechanism ■ Improve access to mainstream benefits (e.g. SOAR, DSHS, TANF, ABD, VA Benefits, etc.) ■ Identify new strategies to develop affordable housing for all Page 25 of 48 subpopulations through community forums and business partnerships ■ Determine if there are gaps where people are accessing services and if there are need for Diversion Specialists in any given areas ■ Finalize Landlord Engagement Strategy to strengthen engagement with Landlords to access available housing units ■ Determine the need for and if so fund additional dedicated Landlord liaison positions to assist with landlord relationships. ■ Improve data quality to minimize error responses and increase reliability (e.g. HMIS, etc.) 5.5.4. Develop a CoC Sub- 0 Ensure participation of CoC Board, Sub- July 2020 Committee for People people with lived Committees With Lived Experience experience on population -specific sub- committees ■ Engage people with lived experience to develop their own sub -committee of the CoC Board ■ Determine available funds to compensate people with lived experience for participation in the CoC 6. Objective Four: A projection of the impact of the fully implemented local plan on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies 6.1. Introduction The Department of Commerce and the Spokane City/County CoC recognize that theoretical formulas produce imperfect information as the state of our nation and the growing population, as well as the real estate market, Page 26 of 48 cannot be perfectly projected23. In preparation for this next objective, the Department of Commerce released a tool24 that when entered with our current housing inventory and homeless population would produce good faith and transparent estimates of the impact of the variety of local strategies being considered, tailored to local priorities. Though the numbers are not meant to be interpreted literally, this tool has enabled the City of Spokane's CHHS Department, the Collaborative Applicant, to explore how future plans for creating more units within different interventions would affect the system. Additionally, the tool calculates annual funding and increases projected to be needed due to inflation and rent - driven increase. This knowledge, though not exact, will help the CHHS Department prepare in advance for additional needed funding streams. 6.2. Measures of Success and Performance 1. A local plan that includes an estimate of people experiencing homelessness that will be housed during 2025 after successful implementation of the local plan using existing resources, and the count of households left unsheltered at a point in time in 2025, based on credible data and research; including the data, assumptions, calculations, and related citations necessary for outside parties to review and reproduce the estimate. 6.3. Strategies 1. Use the Department of Commerce Modeling Tool to assist in the 2025 Point -in -Time prediction.zs 2. Enter into the System Performance Targets adopted by the CoC into the tool. These targets were adopted in 2019 for the CHHS Department's five-year funding cycle, as well as the 5-Year Plan, and are to be met by 2025. 3. Use data from a variety of system sources to project an estimate of housing sources that are currently projected to join the Spokane homeless system. 4. Use the data to identify housing solutions that will assist the CoC in planning for the future financial expenditures, system impact and strategic investment. 6.4. Current Conditions In the 2019 Point -in -Time count, 1,309 individuals living in homelessness were documented, 315 of them being unsheltered. Over the last decade, Spokane County has seen a 46% increase in homelessness among single adults, a trend that mirrors national data. At the same time, the City has looked for ways to improve outreach to those living unsheltered, in order to determine gaps in services to meet tailored needs, overcome barriers, and support opportunities to connect people to the appropriate interventions to get them off the street and ensure their homelessness is rare, brief, and non -reoccurring. Spokane County has recently experienced economic growth and has seen similar increases in the cost of housing and consistently low vacancy rates. Low-income and homeless households face many barriers to housing in a highly competitive rental market. To increase the rate of permanent placement from shelter, TH, and RRH, the CoC has increased its investment in landlord incentive strategies, facilitated greater coordination between landlord liaisons, and supported legislative actions to decrease barriers for homeless households. Additionally, some existing resources were reallocated to provide rental assistance programs more opportunities to incentivize landlords to rent to homeless households and mitigate perceived risk of renting to them. In order to 23 http lwww.commerce.wa.8ov/wp-content/uploads/2013/01/hau-ofah-local-plan-guidance-12-10-2018.pdf 24 See Attachment 1 25 https://www.commerce.wa.gov/serving-communities/homelessness/state-strategic-plan-annual-report-and-audits/ Page 27 of 48 meet the growing need and improve system outcomes, the CoC continues to look towards adding additional housing units across intervention types, as well as increasing project performance measures, particularly in percentages of successful and permanent exits from the interventions. 6.4.1. Emergency Shelter Emergency or low -barrier shelters play an important role in a crisis response system, providing beds on a first come, first served basis, to any person experiencing homelessness. The City - funded emergency shelter system is Housing -First and includes housing -focused services by population type. Combined with other public and private funded shelters, the current emergency shelter system offers targeted shelters for single adults (households without children), families, and minor youth. In 2019, there has been an increased focus on offering "targeted -capacity shelters", with services tailored to meet the specific needs of sub - populations in order to rapidly move clients from shelter into permanent housing. This includes offering more diverse shelter spaces, to include both night -by -night and continuous stay shelters. Over the next five years, there is an intention to bring new shelters online for key populations that have challenges accessing the existing shelter system or who are particularly vulnerable (e.g. LGBTQIA+, young adults, couples, and seniors). There is continued need for regional solutions for emergency shelter, including a strategically located space that could meet the holistic needs of those throughout the region. 6.4.2. Transitional Housing Transitional housing (TH) refers to a supportive — yet temporary — type of accommodation that is meant to bridge the gap from homelessness to permanent housing by offering structure, supervision, supports, life skills, and in some cases, education and training. In past years, funding availability for TH has declined nationally, and Spokane County has been impacted by these reductions. However, the CoC continues to pursue tailored housing resources for the populations for which TH is considered a best practice (e.g. youth and young adults, veterans, and survivors of domestic violence). Service models vary by population, but include master leased units and the opportunity for project participants to "transition in place", thereby reducing impact on the individual and allowing them to move from the TH project into permanent housing without having to move. Innovative solutions, including shared housing for young people and joint TH-RRH interventions, are being brought online. Continuing to expand these creative solutions is critical for creating diversity in housing inventory and for supporting individualized needs. The CoC would like to continue monitoring data and expand this intervention accordingly. 6.4.3. Rapid Re -Housing Rapid re -housing (RRH) provides short-term rental assistance and services, with the goal of helping people obtain housing quickly, increase self- sufficiency, and stay housed. It is offered without preconditions (e.g. employment, income, absence of criminal record, or sobriety) and the resources and services provided are typically tailored to the needs of the person. The CoC is dedicated to continue to tailor different RRH programs to meet unique needs of subpopulations, continuing to refine models of RRH to meet the individualized needs of the populations. Currently, RRH providers employ a progressive engagement model to provide a better service intensity to meet different needs. Progressive engagement is the practice of helping households end their homelessness as rapidly as possible, despite barriers, with minimal financial and Page 28 of 48 support resources26. More supports are applied to those households who continue to struggle to stabilize. Progressive engagement acknowledges individualization and the fact that homelessness is a complex struggle; therefore, when a participant shows that they are in need of more help, it can be provided to meet their needs. On the other hand, by avoiding more assistance than is required to end homelessness and prevent an immediate return to the streets or shelter, programs can help more people, close housing placement gaps, and reduce the time people remain homeless. The CoC has utilized RRH as a critical intervention with significant success. Continuing to move this forward — through standard RRH, TH-RRH joint projects, and other — will be important over the next five years. 6.4.4. Permanent Supportive Housing Permanent Supportive Housing (PSH) continues to be a priority for the region. The current system operates both facility -based and scattered -site PSH projects and, for the last few years, new PSH projects have come online to improve access to these service -intensive support interventions for chronically homeless adults. At the same time, existing projects have begun to utilize FCS and GOSH (spell out — I'm not aware that this has been defined. I also suggest adding it to the acronyms list at the beginning) to enhance the level and quality of supportive services for PSH interventions, which also enhance the use of limited federal resources. While point -in - time count data indicates a reduction in chronically homeless throughout Spokane County, the CoC is focusing on ensuring PSH availability for specific sub -populations who may benefit from improved access and accessibility of this inventory. For example, there currently is not a set - aside of PSH units for youth or young adults, and current prioritization policy means this demographic often struggles to be prioritized for existing units. As a result, focused attention and a review of CE policies and procedures is underway by the CoC to ensure the need is met. Furthermore, the CoC and the Veteran's Administration are deepening their partnership to improve access to VASH vouchers for veterans. 6.5. Actions to Meet the Objectives Action Activity Responsible Party Timeline 6.5.1. Projection of 0 Use the Department of Collaborative Applicant COMPLETED Unsheltered Commerce Tool for this Individuals Living in Calculation Homelessness in 2024 6.5.2. Update Annually with Use the Department of Collaborative Applicant Ongoing Housing Inventory Commerce Tool for this Influx Calculation 7. Objective Five: Address racial disparities among people experiencing homelessness 7.1. Introduction There are significant racial disparities among the homeless population in our community that must be addressed. Acknowledging that racial and ethnic disparities persist and result in disproportionate impacts for 2e https://www.ncceh.org/media/files/files/27e2a2d9/7b-progressive-engagement-as-a-system-approach-k-moshier-mcdivitt.pdf Page 29 of 48 people of color, immigrant and the refugee communities in a number of social determinants of well-being is a foundational component of working towards racial equity in our community. Because local governments have a unique responsibility to all residents, these racial inequities can and must be addressed. The public sector must be for the public good; current racial inequities are destructive. We look further than individual discrimination or acts of bigotry, and examine the systems in which we all live. We must honestly investigate how our longstanding systems, policies, and practices, unintentionally or not, have created and continue to maintain racial inequity and we must change them. Racial Equity Action Plans can put a theory of change into action to achieve a collective vision of equal opportunity. The goal is institutional and structural change, which requires resources and will to implement: time, skills, and effort. It requires local governments' drive to change our policies, the way we do business, our habits, and cultures. Our theory of change requires normalizing conversations about race, and making sure we have a shared understanding of commonly held definitions of implicit bias and institutional and structural racism. Normalizing and prioritizing our efforts creates greater urgency and allows change to take place more expeditiously. We must also operationalize racial equity, integrating it into our routine decision -making processes, often via use of a Racial Equity Tool, and developing and implementating measurable actions. Operationalizing a vision for racial equity means application of new tools for decision -making, measurement, and accountability. We also organize, both inside our institutions and in partnership with others, to effect change together. Organizing involves building staff and organizational capacity through training for new skills and competencies while also building internal infrastructure to advance racial equity. Racial Equity Plans are both a process and a product. A successful process will build up capacity and knowledge which can be valuable during implementation. The process phase can also serve to familiarize government officials, staff and citizens with the jurisdiction's disparities, racial equity vision and its theory for change. To reach the 5-Year Plan's goals for Objection 5, the CoC will employ a series of strategies to respond to emerging community needs and service gaps, make strategic investments in nonprofit agencies and employ a range of social change strategies; however, first a thorough assessment of these needs must be done and the homeless service system must collectively formulate a practical strategy that will be universally implemented throughout the Continuum of Care and homeless service system. The hope is to identify potential areas for partnership with other human service, government, advocacy organizations and other stakeholders to eliminate racial and ethnic disparities. This data may be used by the regional government, CoC, policy advocates, and community -based organizations in order to raise racial awareness, hold the system accountable by documenting unresolved issues, and most importantly, advise on practical approaches to addressing the verified concerns. Additionally, though the process is initiating as a racial equity strategy, the system and process put into place can act as a catalyst for change and be used to address other inequities faced by members of the population caused by LGBTQIA+ identity, age, disability, family structure, and more. 7.2. Measures of Success and Performance 1. Completion of an initial analysis utilizing a racial equity tool and the data provided by the Department of Commerce. 2. Design a Racial Equity Strategy that is implemented across the CoC and the broader homeless crisis response system. 3. Improve accessibility and outcomes for all people experiencing homelessness. Page 30 of 48 7.3. Strategies 1. Work in collaboration with local government, community and agency stakeholders to gather quantitative and qualitative data that further explains the current state of racial inequity in Spokane County's homeless service system. 2. Develop a monitoring and evaluation tool, and adapt it as a CoC system for ongoing learning. 7.4. Current Conditions According to the 2019 Point -in -Time Count (PIT), 27% of the homeless population identifies as a person of color, which is an evident racial disparity when a mere 11% of the Spokane County population identifies as s021. One of the striking disproportionalities measured was among the African American or Black population who, according to the U.S. Census, make up 2% of those living in Spokane County and 1% of the families with children. According to 2019 PIT data, African American or Black individuals make up 9% of singles living in homelessness, and 6.3% of the overall unsheltered, as well as 15% of the homeless families with children. This representation is more than quadrupled in homelessness than in the general population —this is a significant racial disparity.21 Another example falls within the Native American population. According to the U.S. Census, 1.8% of those living in Spokane County are Native American or American Indian. According to 2019 PIT data, Native Americans make up 8% of singles living in homelessness, 10.5% of the overall unsheltered population, and 9% of the homeless families with children. While this data is very isolated, the results were concerning and the patterns seen among race data require deeper research in order to mitigate any inequity that may be being experienced within the current homeless system in Spokane County. The Spokane City/County CoC is dedicated to providing trainings and support for the entire Continuum of Care on racial equity, bias and sensitivity. Additionally, the City of Spokane's CHHS Department is planning on thoroughly evaluating the homeless service system, and researching and implementing best practice interventions to mitigate any findings. 7.4.1. Comparison to Like -Sized Communities29 Spokane County can be compared to similar communities. Most specifically, within Washington State, are Pierce and Snohomish Counties, and neighboring Boise, Idaho. According to the U.S. Census, Pierce County has a demographic make-up of 75% white and 25% persons of color, namely: 7% Black, 1% Native American, 7% Asian/Pacific Islander, and the remainder being multiracial. The CoC Analysis Tool, which draws on 2017 PIT data and the American Community Survey data to facilitate analysis of racial disparities, reports that in Pierce County 56% of those experiencing homelessness identify as white, while 43% identify as a person of color; the demographic breakdown being: 18% Black, 3% Native American, 8% Asian/Pacific Islander, and 14% multiracial. Snohomish County is made up of 79% of individuals who identify as white, and 21% as persons of color. More broken down, the population is 3% Black, 1% Native American, 10% Pacific 27 In this context, people of color encompasses Black or African American, American Indian and Alaska Native, Native Hawaiian or Other Pacific Islander Asian or Multi -Racial; https://static.spokanecity.org/documents/ending-homelessness/everybody-counts/2019-everybody-counts-campaign-presentation- 2019-04-1&pdf 28 https lstatic.spokanecity.org/documents/ending-homelessness/everybody-counts/2019-everybody-counts-campaign-presentation-2019-04-18.pdf 29 https://www.hudexchange.info/resource/5787/coc-analysis-tool-race-and-ethnicity/ Page 31 of 48 Islander and 7% multiracial. Out of those experiencing homelessness, 75% identify as white, 10% as Black, 4% as Native American, 3% as Asian/Pacific Islander and 8% as multiracial. Lastly, according to the U.S. Census, Boise, Idaho has a population made up of 91% White, 1% Black, 1% Native American, 3% Asian/Pacific Islander, and 4% multiracial. Of those experiencing homelessness, according to the 2017 PIT data, 88% identify as white, 6% as Black, 2% Native American, 1% Asian/ Pacific Islander and 3% multiracial. 7.5. Actions to Meet the Objectives Action Activity Responsible Party Timeline 7.5.1 Evaluate initial data View and evaluate data Collaborative Applicant COMPLETED utilizing Department from the tool as a system of Commerce's Racial to begin to formulate Equity Tool plans that will minimize and eventually eliminate disparities 7.5.2 Develop a project Conduct theoretical Collaborative Applicant, COMPLETED plan for in-depth academic research CoC Sub Committees, CoC racial equity research (research studies, Board in the homeless comparable initiatives system from similar communities) and form draft preliminary research methodology ■ Connect with culturally- COMPLETED specific organizations, advocates and resources Dec 2019 to form partnerships ■ Go to Sub -Committees for input and feedback ■ Methodology for research presented to and approved by CoC Boa rd 7.5.3 Perform research and Collect quantitative and Collaborative Applicant, June 2020 information gathering qualitative data from all CoC Sub -Committees phase of the subpopulations (e.g. approved families, singles, methodology sheltered/unsheltered, youth, and veterans) ■ Research racial bias within Coordinated Assessment's VI-SPDAT and possible implications for local work Page 32 of 48 ■ Include feedback from people living in homelessness, agency front-line staff and administrators, etc. ■ Evaluate representation of racial minorities within the homeless response system (e.g. service providers, CoC Board, etc.) ■ Assessment to consider additional needed HMIS data fields (e.g. language) 7.5.4 Analyze data 0 Collect, compile, Collaborative Applicant, Dec 2020 organize, and evaluate CoC Sub -Committees 7.5.5 Develop intervention 0 Research funding options Collaborative Applicant, June 2021 strategies 0 Research best practice CoC Sub Committees, CoC ■ Develop system -wide Board training program (e.g. equity training for CoC Board, providers, landlords, etc.) ■ Train service providers on interventions ■ Institute changes as approved by the CoC Boa rd 7.5.6 Measure ongoing 0 Develop/adapt a Collaborative Applicant, June 2022 evaluation and monitoring tool CoC Sub Committees, CoC learning 0 Evaluate effectiveness of Board Ongoing racial equity interventions ■ Institute changes as approved by the CoC Boa rd 8. Review Process On an annual basis, the CoC Board is entrusted to review the 5-Year Plan to evaluate progress towards stated goals. Simultaneously, the CoC Committees and Sub -Committees should use this plan to guide their work plans on an ongoing basis. 8.1. Action Steps 1. Review of the Objectives, including the Action Steps to Meet the Objectives, to determine if objectives have been met and/or are on track to meet timelines 2. Mobilize relevant Responsible Parties to address shortfalls and/or opportunities Page 33 of 48 3. Propose modifications or updates, as needed, to address Objectives 4. Seek CoC Board approval 5. Train funded and CoC partners on any changes made to the 5-Year Plan 8.2. Timeline In the last quarter of each year during the lifespan of this 5-Year Plan, the CoC Board or its delegate Committee (e.g. Planning and Implementation Committee) will review the plan in accordance with the Review Process. 8.3. Modifications and Updates All modifications and updates to this plan need to be approved by the CoC Board. This can be completed on an ad -hoc basis or during the annual review process. 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M f0 a 00 0 00 0.0 v M CL a z O 11.Attachment 3 Performance Management Plan Spokane City/County Continuum of Care 5-Year Performance Management Plan City of Spokane Community, Housing, and Human Services Updated November 2019 Page 39 of 48 Spokane City/County Continuum of Care Performance Management Plan Table of Contents Introduction...................................................................................................................................... 41 Background....................................................................................................................................... 41 Basics of Performance Measurement.............................................................................................. 41 System Performance Targets........................................................................................................ 41 Minimum Performance Standards................................................................................................ 41 Setting Performance Objectives................................................................................................... 41 Monitoring Project and System Performance.................................................................................. 42 Quarterly Performance Reporting................................................................................................ 42 Annual Performance Review........................................................................................................ 42 Victim Services Providers.............................................................................................................. 42 SharingQPR Data.......................................................................................................................... 42 Corrective Action Planning........................................................................................................... 42 System -Level Performance Reporting.......................................................................................... 43 Implementing the Performance Management Plan........................................................................ 43 Providers' Responsibilities and Meeting Performance Objectives .................................................. 43 EnsureHMIS Data Quality............................................................................................................. 43 Run and Review Quarterly Project Report.................................................................................... 43 Develop Internal Improvement Plans as Needed......................................................................... 44 Participate in Corrective Action Plan as Required........................................................................44 Spokane City/County CoC Project Performance Objectives............................................................ 44 Page 40 of 48 Introduction The Spokane City/County Continuum of Care (CoC) Performance Management Plan identifies minimum performance expectations and system performance targets for the CoC and outlines how performance is measured and monitored. This plan should help homeless assistance projects in managing their performance and ensuring access to ongoing funding. Background The CoC's geographic area includes the entirety of Spokane County. The City of Spokane's Community, Housing, and Human Services (CHHS) Department serves as the Collaborative Applicant for the Department of Housing and Urban Development (HUD) Continuum of Care grant, the lead grantee for the Department of Commerce Consolidated Homeless Grant (CHG), and sits as the City's representative on the CoC Board. The CoC's Funding and RFP Committee updates this plan annually. Basics of Performance Measurement System Performance Targets For Spokane City/County CoC purposes, the system is defined as all publicly funded homeless services projects operating within the geography of the CoC. Measuring performance of the system is important, as it helps us understand how well we are doing at addressing and ending homelessness. Additionally, it can help our community identify areas of the system that could be replicated or may need improvement. Lastly, as part of the CoC Program regulations, HUD is requiring that all CoCs monitor the performance of their system. In order to drive better outcomes for participants in the homeless system and to achieve the goal of ending homelessness for all populations, the Spokane City/County CoC has set 5-year system targets for all performance measures deemed key indicators of high performing systems. All projects within the homeless system are expected to make progress towards the system targets for all applicable project performance measures. Minimum Performance Standards Measuring the performance of homeless assistance projects is critical for a number of reasons. It helps us understand how well projects are doing at ending homelessness, as well as what issues projects may need to improve upon. It helps us identify project types/models that may be more successful at ending homelessness than others. Additionally, HUD, the WA State Department of Commerce, and other key funders require project performance reporting and monitoring. In order to help drive system performance, the Spokane City/County CoC has set minimum performance standards that funded projects are expected to maintain over the course of the 5-year award period. Setting Performance Objectives The CoC Funding and RFP Committee charged the CHHS Department with creating this Performance Management Plan, including setting the minimum performance standards and system performance targets, in order to establish a system performance improvement strategy for the CoC and an annual review process for projects funded under the City's 5-year RFP. CHHS staff considered HUD's project performance objectives and system performance measures, Commerce's system performance expectations, and Spokane City/County projects' combined performance on those objectives in Page 41 of 48 determining where to set minimum standards and system targets for the CoC's project portfolio. CHHS reviewed current projects' performance, as well as anecdotal community and project information, to help determine what goal to set. Monitoring Project and System Performance Quarterly Performance Reporting Homeless assistance projects' performance is monitored on a quarterly basis via the Homeless Management Information System (HMIS) generated Quarterly Performance Report (QPR). The QPR provides project -level performance information for each measure listed in this plan and is shared with the CoC Board and funded providers each quarter. The QPR is meant to be generated from HMIS after the end of each quarter; however, it is available for agencies to run and review at any time for a custom performance period. Providers should be sure their HMIS data has been fully updated and is accurate prior to the generation of each report. The quarters are as follows: • First Quarter = July 1— September 30 o Reports performance data for first quarter • Second Quarter = July 1 — December 31 o Reports performance data for first and second quarters • Third Quarter = July 1— March 31 o Reports performance data for first, second, and third quarters • Fourth Quarter = July 1— June 30 o Reports performance data for the full year All projects should review their quarterly performance data and contact CHHS with any questions or concerns. Projects that consistently fail to meet project performance objectives should develop internal plans and processes for improvement. Annual Performance Review On an annual basis, the CoC's Funding and RFP Committee will review performance data from the past award year (July to June) and make recommendations to CHHS and the CoC Board regarding monitoring plans and funding allocations/reallocations. Victim Services Providers Domestic Violence (DV) victim services providers are not required to participate in HMIS but must maintain a comparable database. While victim service providers do not have their performance data generated out of HMIS via the QPR, all funded DV providers will be required to submit performance data to CHHS staff as requested for annual project evaluation, funding application, or monitoring purposes. Sharing QPR Data Each quarter, project QPRs submitted to CHHS will be posted on the CHHS website for all funded projects within 45 days of the end of the quarter. CHHS staff will work with providers to ensure that all performance data to be shared with the public is accurate as possible. Performance narratives will be included in the posted dashboard for each project. Corrective Action Planning Projects that fail to maintain minimum performance standards or make progress towards system performance targets (outlined in the performance improvement timeline section of each CHHS grant Page 42 of 48 agreement) for at least one year will be required to participate in a Corrective Action Planning (CAP) process. Ongoing poor performance could ultimately result in the loss or reduction of funding. More detail on the CAP process can be found in the Corrective Action Plan Guide. System -Level Performance Reporting The system -level performance will be reported on annually to the CoC Board in accordance with the HUD System Performance Measures (SPM) Report. Please note that not all performance measures outlined in this planned are included in the SPM. Implementing the Performance Management Plan CHHS staff are responsible for implementing this Performance Management Plan on behalf of the Spokane City/County CoC. Implementation involves working with HMIS staff and providers to publicly share the QPR, reviewing all data therein, and sharing project and system performance information with the CoC on a quarterly basis. In reviewing quarterly and annual project performance information, CHHS staff will also work with the Spokane City/County CoC Funding and RFP Committee to identify any consistently under -performing projects and target them for CAP development as needed. The CHHS staff will report on system performance on the measures in this plan at least annually. In addition to monitoring project and system performance, CHHS staff work with the Spokane City/County CoC Funding and RFP Committee to annually review and update the Performance Management Plan measures and goals. Providers' Responsibilities and Meeting Performance Objectives Ensure HMIS Data Quality Because the QPRs used to monitor project performance are generated from HMIS, it is critical that HMIS data be accurate, timely, and complete. To this end, it is essential that providers adhere to the data quality standards outlined in the Spokane HMIS Data Quality Plan. All data entered into the CoC's HMIS shall be a reflection of information provided by the client, as documented by the intake worker or otherwise updated by the client and documented for reference. All required data elements for each program type must be entered by the 5" day of the following month (including weekends and holidays) for all client activity during the preceding month. The percentage of required data elements identified, as 'missing /data not collected' should be no more than 1%, depending on project type and data element. Average rates of 'client doesn't know' or 'client refused' must adhere to the acceptable average determined for the project type as set by the HMIS Committee. For a comprehensive outline of data quality expectations for participation in the CoC's HMIS, please see the Spokane HMIS Data Quality Plan. Run and Review Quarterly Project Report To help homeless providers manage their performance on the objectives laid out in this Performance Management Plan, HMIS staff have made the QPR available to providers. The QPR provides detailed information about a project's performance on all the objectives in this plan including client -level data. Providers can run the QPR on their projects using HMIS whenever they like in order to better understand in real-time how they performed on all the objectives in this Performance Management Plan. At a minimum, though, providers are required to run the QPR on a quarterly basis and to submit the report to CHHS staff within 15 days of the end of the quarter. Submissions shall be accompanied by a brief narrative overview explaining quarterly outcomes for each performance measure inclusive of steps taken during the quarter to improve performance, external factors that influenced performance during the Page 43 of 48 quarter, and planned actions to improve or maintain high performance in the following quarter. This narrative is an opportunity to highlight challenges faced by the project, areas of success (particularly those which be replicable by other providers), and to address steps for performance improvement. Performance narratives will be included in the published report for all projects. Develop Internal Improvement Plans as Needed Providers should monitor their own performance on all project performance objectives on, at minimum, a quarterly basis. If providers notice in the QPR that they are not meeting an objective, it is their responsibility to develop internal plans to address the poor performance and they should ensure that improvement is made. As previously mentioned, projects that fail to meet an objective for at least one year may be targeted for development of a CAP. Once on a CAP, a project runs the risk of losing renewal funding if they are not able to improve their performance within a specific timeframe. Ensuring that project performance objectives are met will keep projects from being targeted for CAP development. Participate in Corrective Action Plan as Required As mentioned previously, projects that fail to maintain minimum performance standards or to make adequate progress towards system performance targets for at least one year may be required to participate in a CAP. Ongoing poor performance, or failure to fully participate in the CAP, could ultimately result in the loss or reduction of funding. More details on the CAP process can be found in the Corrective Action Plan Guide. Spokane City/County CoC Project Performance Objectives The following are the project performance objectives for Spokane City/County CoC homeless assistance projects. The goals apply to all CoC-funded homeless projects and all City -funded emergency shelters, rapid re -housing, transitional housing, diversion, street outreach, and permanent supportive housing projects. Generally, overflow and seasonal emergency shelters are exempt from the performance standards. Projects that are newly funded under the 5-year RFP or whose baseline performance prior to the 5-year award period does not meet the minimum performance standards will have two years to achieve the minimum performance expectations outlined below. Projects that do not meet minimum performance standards by the end of the first year of the 5-year award period will be required to develop a Corrective Action Plan (CAP). Projects that do not meet minimum performance standards or fail to fully participate in the CAP by the end of the second year of the 5-year award period may face a loss or reduction of funding. Projects funded under the 5-Year RFP whose baseline performance prior to the 5-year award period are required to make annual progress towards the 5-year system performance targets in accordance with the performance improvement timeline outlined in the project's grant agreement. Projects that fail to meet annual performance milestones may be required to develop a CAP. Page 44 of 48 Homelessness Diversion Projects Performance Measures Measure Minimum Performance Standard System Performance Target At least 88% of persons in Homeless At least 95% of persons in Homeless Exits to Permanent Diversion projects exit to permanent Diversion projects exit to permanent Housing housing at program exit. housing at program exit Diversion projects will have no more than Diversion projects will have no more than Returns to Homelessness 6% of persons who exited to permanent 3% of persons who exited to permanent housing return to homelessness within housing return to homelessness within two years of exit two years of exit Street Outreach Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to Permanent At least 40% of persons in Street At least 50% of persons in Street Housing Outreach (SO) projects will move into Outreach (SO) projects will move into (SPM Metric 7a.1) permanent housing at exit. permanent housing at exit Exits to Temporary or At least 25% of persons in SO projects At least 30% of persons in SO projects Institutional Settings will move to certain temporary and will move to certain temporary and (SPM Metric 7a.1) institutional settings at program exit institutional settings at program exit Successful Exits from At least 65% of persons in SO projects At least 80% of persons in SO projects Street Outreach will move into permanent housing or to will move into permanent housing or to (SPM Metric 7a.1) certain temporary and institutional certain temporary and institutional settings at program exit settings at program exit SO projects will have no more than 20% SO projects will have no more than 10% Returns to Homelessness of adults who exited to permanent of adults who exited to permanent (SPM Metric 2b) housing return to homelessness within housing return homelessness within two years of exit two years of exit The average length of time for persons The average length of time for persons Average Length of Time enrolled in SO projects between enrolled in SO projects between to Date of Engagement enrollment and the person's date of enrollment and the person's date of engagement shall be no greater than 60 engagement shall be no greater than 30 days days Serving those with the At least 64% of persons served by SO At least 75% of persons served by SO Long Lengths of projects will have lengths of projects will have lengths of Homelessness homelessness greater than 12 months homelessness greater than 12 months Page 45 of 48 Night -by -night Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Emergency Shelter (ES) projects will Emergency Shelter (ES) projects will have Homeless in ES have an average length of stay of no an average length of stay of no more (SPM Metric 1a.1) more than 90 days than 30 days Exits to Permanent At least 40% of persons in ES projects At least 50% of persons in ES projects Housing will move into permanent housing at will move into permanent housing at (SPM Metric 7b.1) exit exit Returns to ES projects will have no more than 20% of ES projects will have no more than 10% Homelessness adults who exited to permanent housing of adults who exited to permanent (SPM Metric 2b) return to homelessness within two years housing return to homelessness within of exit two years of exit The average length of time for persons The average length of time for persons Average Length of Time enrolled in ES projects between enrolled in ES projects between to Date of Engagement enrollment and the person's date of enrollment and the person's date of engagement shall be no greater than 30 engagement shall be no greater than 10 days days Continuous Stay Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Homeless Emergency Shelter (ES) projects will have Emergency Shelter (ES) projects will have in ES an average length of stay of no more than an average length of stay of no more than (SPM Metric 1a.1) 90 days 30 days Exits to Permanent At least 55% of persons in ES projects will At least 80% of persons in ES projects will Housing (SPM Metric 7b.1) move into permanent housing at exit move into permanent housing at exit ES projects will have no more than 20% of ES projects will have no more than 10% of Returns to Homelessness adults who exited to permanent housing adults who exited to permanent housing (SPM Metric 2b) return to homelessness within two years return to homelessness within two years of exit of exit The average numbers of persons enrolled The average numbers of persons enrolled Average Rate of in ES projects per night will represent no in ES projects per night will represent no Utilization less than the 85% of projects' total bed less than the 95% of projects' total bed inventory inventory Page 46 of 48 Transitional Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Transitional Housing (TH) projects will Transitional Housing (TH) projects will Length of Time Homeless have an average length of stay of no more have an average length of stay of no more in TH (SPM Metric 1a.2) than 160 days (270 for youth and young than 90 days (120 for youth and young adult projects) adult projects) Exits to Permanent At least 55% of persons in TH projects will At least 80% of persons in TH projects will Housing (SPM Metric 7b.1) move into permanent housing at exit move into permanent housing at exit Employment and Income At least 35% of persons in TH projects will At least 50% of persons in TH projects will Growth gain or increase employment or non- gain or increase employment or non- (SPM Metric 4.6) employment cash income or at exit employment cash income or at exit TH projects will have no more than 10% of TH projects will have no more than 5% of Returns to Homelessness adults who exited to permanent housing adults who exited to permanent housing (SPM Metric 2b) return to homelessness within two years return to homelessness within two years of exit of exit The average numbers of persons enrolled The average numbers of persons enrolled Average Rate of in TH projects per night will represent no in TH projects per night will represent no Utilization less than the 85% of projects' total bed less than the 95% of projects' total bed inventory inventory Rapid Re -Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Rapid Placement RRH projects will place persons into RRH projects will place persons into into Permanent permanent housing within 30 days of permanent housing within 20 days of Housing project entry project entry Exits to Permanent At least 70% of persons entering RRH At least 80% of persons entering RRH Housing projects will remain in permanent housing projects will remain in permanent housing (SPM Metric 7b.1) at exit at exit Employment and Income At least 20% of persons in RRH projects At least 40% of persons in RRH projects Growth will gain or increase employment or non- will gain or increase employment or non- (SPM Metric 4.6) employment cash income or at exit employment cash income at exit Returns to RRH projects will have no more than 10% RRH projects will have no more than 5% of Homelessness of adults who exited to permanent adults who exited to permanent housing (SPM Metric 2b) housing return to homelessness within return to homelessness within two years two years of exit of exit Page 47 of 48 Permanent Supportive Housing/Other Permanent Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target At least 93% of housed persons remain in At least 95% of housed persons remain in Exits to or Retention of Permanent Supportive Housing (PSH) Permanent Supportive Housing (PSH) Permanent Housing project or exit to permanent housing (PH) project or exit to permanent housing (PH) (SPM Metric 7b.2) as of the end of the reporting period or at as of the end of the reporting period or at program exit program exit At least 50% of persons entering a PSH At least 55% of persons entering a PSH Employment and Income project will gain or increase employment project will gain or increase employment Growth for Stayers or non- employment cash income during or non- employment cash income during (SPM Metric 4.3) the reporting period or at annual the reporting period or at annual assessment assessment Employment and Income At least 45% of persons entering a PSH At least 50% of persons entering a PSH Growth for Leavers project will gain or increase employment project will gain or increase employment (SPM Metric 4.6) or non- employment cash income at exit or non- employment cash income at exit PSH projects will have no more than 5% of PSH projects will have no more than 3% of Returns to Homelessness adults who exited to permanent housing adults who exited to permanent housing (SPM Metric 2b) return to homelessness within two years return to homelessness within two years of of exit exit The average numbers of persons enrolled The average numbers of persons enrolled Average Rate of in PSH projects per night will represent no in PSH projects per night will represent no Utilization less than the 85% of projects' total bed less than the 95% of projects' total bed inventory inventory CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: Homeless Housing Assistance Act (HHAA) funding 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: July 11, 2023; City Council reached consensus to advance a resolution to assume control over available document recording fees from Spokane County and to establish a homeless housing program. July 25, 2023, City Council adopted a resolution to assume control over document recording fees and to establish a homeless housing program. August 22, 203 Administrative report discussing regional homeless housing plan. September 12, 2023, Motion consideration adopting a resolution establishing an interim task force. BACKGROUND: On July 25, 2023, Council adopted a resolution to assume control over available document recording fees and establish a Spokane Valley homeless housing program. On August 8, staff sent a copy of the resolution to the Board of County Commissioners as required by RCW 43.185C.080. As required by RCW 43.185C.160, the City must create a homeless task force to develop a five- year homeless housing plan (Plan) and to develop guidelines as needed for emergency shelters, short-term housing needs, temporary encampments, supportive housing for chronically homeless person and long-term housing. On September 12, 2023 the City Council passed a resolution establishing an interim task force with seven members and the task force members were appointed by the mayor with Council approval. The task force met on September 29 and October 13, 2023. Spokane County administered the City's share of document recording fees up to August 7, 2023. The County has executed contracts with various providers through December 31, 2023. To avoid disruption of services for the remainder of 2023 and allow the City time to establish a task force, develop and adopt a plan, and prepare to receive funding in 2024, the City will not assume control or responsibility for the County's current 2023 contracts. Spokane Valley Partners' outreach team received HHAA funding in 2022 and 2023 to provide homeless outreach services exclusively in Spokane Valley. The outreach team consists of two social workers (Spokane Valley Partners employees) and one Spokane Valley patrol officer (paid with City's general fund). The outreach team responds to citizen complaints and connects homeless individuals to available resources including housing programs, shelters, drug and alcohol treatment facilities, behavioral health, food and clothing banks, etc. In 2023, Spokane Valley Partners was awarded $186,644 of HHAA funding. Page 1 of 2 In 2023, the City funded beds at two low barrier shelters, Hope House and Truth Ministries. The estimated cost of the shelter beds in 2024 is $65,000. HHAA funds collected in 2024 will be used to fund providers that advance the objectives of the five-year Homeless Housing plan. Due to the variable nature of this funding, which is highly dependent on the real estate market, the City's finance department recommends the City establish a reserve equivalent of six months of estimated revenue before issuing a request for proposals (RFP). For this reason, staff recommends that final award of HHAA funds does not occur until June 2024. Recognizing that disruption of outreach services will not allow the City to respond to homeless issues or connect individuals to needed services, the interim task force recommends that the City Council earmark $100,000 of HHAA funds for outreach services through June 2024 and $65,000 to provide required shelter bed for individuals in Spokane Valley through the end of 2024. OPTIONS: Motion to earmark $100,000 for outreach services and $65,000 for shelter beds from the 2024 HHAA fee fund. RECOMMENDED ACTION OR MOTION: Move to earmark $100,000 for outreach services and $65,000 for shelter beds from the 2024 HHAA fee fund. BUDGET/FINANCIAL IMPACTS: From 2019-2022, the HHAA 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). In 2024, it is estimated that the City will receive approximately $640,000 from their share of the recording fees. STAFF CONTACT: Gloria Mantz, City Services Administrator ATTACHMENTS: Presentation Page 2 of 2 V Q El — n � Q LL U_ OOOMM*I% N N O 4-j U N 4-1 N c6 � c6 _O O C3 c"I c6 E N m N C6 N O a-j N N N O N O E O (D O ka O Ne Cfl E O C6 O 0 0- U) U N m E U) W N O O Cfl 0 U O C�6 Q 0 N (Y) O N N O >, N }' O }' U Q ca O O Q U) W c6 +� 70 Q Q Q o 2 70 2 N U � N — O .� — N .� (Y) � N U NO U ca 0 U b�0 c6 c c6 b�0 O 70 c6 0 U � U O 70 �--+ O N � N 70 70 C �O O ca Q W o E 5 fa 10 13 .1 aj C: UJ .1 U 13 vi D 13 D c E ai 177 a i UN qj @ CL E c m'u Ca ai In m 0 ai y rQ -I m W2j 41 (1j LM aj -r- fu a"i fa CX fo Gar C: fa kii 41 fu �Id� a,il aj aj fa m aj V) A fa ai C: di ai12) fa E ai lIJ fa Vi 03 fcj Yra Im o', I V) I A I .") I U"', I v.A.I Ca 12 l� E N Cfl Cfl 0000 { f} C6 U 0- U) N O N >, O O U D O 2 06 U) N N E O 2 U O C4-j6 O a� _o U N 4-j � N i N U) � U N O E u) w a� U U) ca _ O Z3 N = � U IZI- O O N � N 0 i � n'w�J yin Q E W ^' L 4-jW � U � C6 j 0 � .� O C� .Ln N — E E 70 � •_� Q O E V O O 0- 0 O i 0 a--+ O o O O LL O Z E U W N _0 }' O o U > CB U) O _L O N U U) Q N � 0 � N CB U i i U) 0 0 > U) o a C7 o � aD 0- E co 0- o O (n O o Z3 _ E c E (DQ O O (D O Q U) O O N U) m > U) _N N Q U) N N N Qi (D U) 0- U) a--+ i 4--' (V O QD Cn U 1 O E (D E 0 U) (i 4--1 U) 4-1 CB aD E O 0 (D U) Z3 O (D 0- 0 a� U CB Q U) N (D U) (D O O U) (D Q 0 LL Q a �- N 0 N CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: Council Awards of Outside Agency Social Services Grant Funding Requests for the 2024 Budget. GOVERNING LEGISLATION: This is a component of the annual budget development process. PREVIOUS COUNCIL ACTION TAKEN: On March 21, 2023, Council reached consensus to increase the dollar amount of the available funding to a total of $200,000 for the outside agency award process. Council's further consensus was to split the available funding into two categories with separate consideration: $100,000 for Economic Development and $100,000 for Social Services awards. Council heard presentations from applicants in both categories at the September 19, 2023, meeting. BACKGROUND: Since its incorporation in 2003, the City has provided partial funding for local economic development and social service agencies. Through this process, the City is contracting for services that it might otherwise provide. These services include economic development and support of the poor and infirm (as allowed by the Washington State Constitution Article 8, Section 7). This partial funding of outside agencies is again up for consideration in the 2024 budget development process. For the past several years, the City has allocated $182,000 through the outside agency grant process. On March 21, 2023, Council reached consensus to increase the dollar amount of the available funding to a total of $200,000. Council also decided to split the outside agency awards into two separate categories, Economic Development and Social Services, and differentiate the funding for them. Consensus was to allocate $100,000 for awards in each of the categories. The City received proposals from eleven Social Services agencies totaling $322,864. On September 191h Council heard presentations from these organizations, and subsequently submitted their recommended allocations to the Finance Department. Agencies submitting 2024 funding requests under the Social Services category are as follows: 1 Christ Kitchen 10,000 2 Elevations A Childrens Therapy Resource Foundation 20,000 3 Greater Spokane County Meals on Wheels 32,850 4 Inland Chess Academy 2,500 5 Joya Child & Family Development 14,300 6 NAOMI 20,000 7 Spokane Neighborhood Action Partners 49,914 8 Spokane Valley Partners 100,000 9 Teen & Kid Closet 12,000 10 Widows Might 52,500 11 YMCA of the Inland Northwest 8,800 Total Social Services Funding Requested 322,864 OPTIONS: Staff plans to employ essentially the same methodology to average the Councilmember's allocations as used during the grant award process for the years of 2013 through 2023. This process includes the following steps: 1. Organizations interested in receiving City grant funds for either social service or economic development purposes submitted written proposals. Each agency was expected to make a verbal presentation to the City Council, highlighting their proposal and offering an opportunity for Council questions. 2. Council members delivered their recommendations to Finance for funding assistance that should be provided to each agency. The total of the award amounts recommended by each Councilmember should be no more than the total included in the budget. 3. Staff then prepared a summary of Councilmember recommendations that included both the number of Council votes received for each agency and the average of all the award recommendations. 4. Agencies that received four or more Council votes will be awarded the average of the Council recommendations. 5. Agencies that received fewer than four votes will not be considered for funding. 6. Any Council awards recommended to agencies that receive three or fewer Council votes will be added together and distributed evenly among those agencies that received seven Council votes. The distribution will be a simple arithmetic average of the total amount remaining to be awarded, divided by the number of agencies receiving seven votes. 7. In no event will any agency receive an allocation greater than their initial request. If the distribution referenced in #6 above were to cause an agency to receive an allocation greater than their initial request, that portion that would be greater than the request shall be divided equally among the other agencies receiving seven Council votes. 8. If the distribution process in steps #6 and #7 above causes all of the seven vote agencies to exceed their requests, then any remainder shall be divided equally among the other agencies receiving five and six Council votes. RECOMMENDED ACTION OR MOTION: Based upon a written recommendation received from each Councilmember, staff prepared the attached summary to support the following proposed motion: Move to award 2024 Outside Agency Social Services Grant funding as follows: Christ Kitchen- up to $5,571; Elevations Childrens Therapy - up to $15,238; Inland Chess Academy- up to $1,857; Joya Child & Family Development- up to $5, 757; NAOMI- up to $9,810; Spokane Valley Partners- up to $30,982; Teen & Kid Closet- up to $12,000; Widows Might- up to $15,714; YMCA of the Inland Northwest- up to $3,071; for a total allocation of $100,000. BUDGET/FINANCIAL IMPACTS: $100,000 is included in the 2024 Budget for this purpose. STAFF CONTACT: Sarah Farr, Accounting and Finance Program Manager ATTACHMENTS: • A separate spreadsheet for the Social Services category reflecting the summary of Councilmember recommendations. i M; y.,.. N a0 N ' r W r r O oo O) ' N () O M O o N •- d' r V7 o co O a C O U -Q U U -Q -Q -Q U :. O O . 0 0 0 m 0 0 0 0 0 a , O O oc (n M 0 0 00(n 00 °O �"' O O N N V" 0 0 0 N N 00 N �— N Cl) N V' O (n N ("0 G"F qj; rorrrnoo<r<r O ou)u)<r Lri awo I: w- ti � o (Q a-C Q;. N (.0 N r co N M I (M C) M M N 6(! l6 ¢ V7 r M O V7 r N r r O. O O C) C) CD O O O O ' N O N ' C C C O V7 N o0 I- O N N O O O O O O O O O O C O O O O O O O O O O C C C C C C C C C C C C V' O V, — m m (O m N a0 C O O C)O O O O O C O O' N M C ' N C C C O O (Ij V' O (M N O o O O O O O O O O C O O O O C)O C) C)C ' C C C ' C O O O O C O N N V' L,� O N N < N O O O O O O O O N L2 N N a0 N O N M O O O O O V7 V7 O O O O O O O O O O O C O O' N N N ' C C C u O V7 N r r O N N c N N N N � i N N 7 L O ?) Y N N O CL >+ N N (6 E 0 O H > Q N t N N - N O = E 0 O Z O O O CL s c Q T o E Y — U N Q N -O Z% -O �.ocns Y r -o -Em m 06 3 0 C)N O C O C Y Y C O Q t O N n p .< Q Q N F UW ILU � )zU)U)l-�} N M<rN(o1-00a) 4 t CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 24, 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: Council Awards of Outside Agency Economic Development Grant Funding Requests for the 2024 Budget. GOVERNING LEGISLATION: This is a component of the annual budget development process. PREVIOUS COUNCIL ACTION TAKEN: On March 21, 2023, Council reached consensus to increase the dollar amount of the available funding to a total of $200,000 for the outside agency award process. Council's further consensus was to split the available funding into two categories for separate consideration: $100,000 for Economic Development and $100,000 for Social Services awards. Council heard presentations from applicants in both categories at the September 19, 2023, meeting. BACKGROUND: Since its incorporation in 2003, the City has provided partial funding for local economic development and social service agencies. Through this process, the City is contracting for services that it might otherwise provide. These services include economic development and support of the poor and infirm (as allowed by the Washington State Constitution Article 8, Section 7). This partial funding of outside agencies is again up for consideration in the 2024 budget development process. For the past several years, the City has allocated $182,000 through the outside agency grant process. On March 21, 2023, Council reached consensus to increase the dollar amount of the available funding to a total of $200,000. Council also decided to split the outside agency awards into two separate categories, Economic Development and Social Services, and differentiate the funding for them. Consensus was to allocate $100,000 for awards in each of the categories. The City received proposals from eight Economic Development agencies totaling $235,000. On September 191h Council heard presentations from these organizations, and subsequently submitted their recommended allocations to the Finance Department for agency funding. Agencies submitting 2024 funding requests under the Economic Development category are as follows: Economic Development Requested 1 Idaho Central Spokane Valley Performing Arts Center 10,000 2 JAKT Foundation - CRAVE 40,000 3 JAKT Foundation - Farmers Market 30,000 4 SNAP Financial Access 75,000 5 Spokane Valley Arts Council 26,000 6 Spokane Valley Heritage Museum 19,000 7 Spokane Valley Summer Theatre 20,000 8 Spokane Workforce Council 15,000 Total Economic Development Funding Requested 235,000 OPTIONS: Staff plans to employ essentially the same methodology to average the Councilmember's allocations as used during the grant award process for the years of 2013 through 2023. This process includes the following steps: 1. Organizations interested in receiving City grant funds for either social service or economic development purposes submitted written proposals. Each agency was expected to make a verbal presentation to the City Council, highlighting their proposal and offering an opportunity for Council questions. 2. Council members delivered their recommendations to Finance for funding assistance that should be provided to each agency. The total of the award amounts recommended by each Councilmember should be no more than the total included in the budget. 3. Staff then prepared a summary of Councilmember recommendations that included both the number of Council votes received for each agency and the average of all the award recommendations. 4. Agencies that received four or more Council votes will be awarded the average of the Council recommendations. 5. Agencies that received fewer than four votes will not be considered for funding. 6. Any Council awards recommended to agencies that receive three or fewer Council votes will be added together and distributed evenly among those agencies that received seven Council votes. The distribution will be a simple arithmetic average of the total amount remaining to be awarded, divided by the number of agencies receiving seven votes. 7. In no event will any agency receive an allocation greater than their initial request. If the distribution referenced in #6 above were to cause an agency to receive an allocation greater than their initial request, that portion that would be greater than the request shall be divided equally among the other agencies receiving seven Council votes. 8. If the distribution process in steps #6 and #7 above causes all of the seven vote agencies to exceed their requests, then any remainder shall be divided equally among the other agencies receiving five and six Council votes. RECOMMENDED ACTION OR MOTION: Based upon a written recommendation received from each Councilmember, staff prepared the attached summary to support the following proposed motion: Move to award the 2024 Outside Agency Economic Development Grant funding as follows: Idaho Central Spokane Valley Performing Arts Center — up to $8,886; JAKT Foundation — CRAVE — up to $7,857; JAKT Foundation - Farmers Market — up to $13,600; SNAP Financial Access — up to $19,171; Spokane Valley Arts Council - $11,000; Spokane Valley Heritage Museum - $18,457; Spokane Valley Summer Theatre - $13,886; Spokane Workforce Council - $7,143; for a total allocation of $100,000. BUDGET/FINANCIAL IMPACTS: $100,000 is included in the 2024 Budget for this purpose. STAFF CONTACT: Sarah Farr, Accounting and Finance Program Manager ATTACHMENTS: • A separate spreadsheet for the Economic Development category reflecting the summary of Councilmember recommendations. i �,.y; _,I,y C (o aou�onou�aov 00 00 r 00 f� O (o C2 O O r d' (o 00 (M C 0 0 O I O w " -Q U -Q -Q U -Q -Q U 1,0 0 0 C 0C 0C 0 0 0 0 (n (o 0 0 (n M �- 'IT CO I- N G"F H (o Io O O Lo (.0 co O Lo N o0 O (n O o0 N O 00rw2a2 rrirr 0 0 0 0 0 0 0 0 0 0 0 0 0 C 0 O O (M O (M 2 N O O O C O O O O O (n (n (n w N (n �- N N �- O O O O O O O 0 0 0 0 0 0 C 0 0 0 ;- 1,2 O O2 O O ' 0 0 ' 0 0 (n O O M N (o 'V 79 O O O O O O O a O O O O O O O p C o0 N V' 124 o0 00 0 (5 U a a a a 0 0 o 0 0 0 0 0 a 0 I I I o 0 y � vi o o (o of o a ,,.;.i, N c v E E O O O O O O O u ci o 0 0 0 0 0 C O (O O (O (o M a N C N N Q 0) C E O O 0 C C (o (o co l6 N U C N O 0) O 0 > O N V CD O C 3 0 S.;C O V U N ° N O E U d t C U .O ° 0 o E N ° � 0 a N ° C N C N C N 6 0 N N a) ° C 7 E O N O U) + m Q Q DRAFT ADVANCE AGENDA as of October 19, 2023; 9:00 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 October 31, 2023 Studv Session, 6:00 p.m. [due Tue Oct 24] Proclamation: National American Indian Heritage Month 1. Motion Consideration: Homeless Action Plan Adoption — Gloria Mantz (10 Minutes) 2. Admin Report: Plante's Ferry Sports Complex Comprehensive Master Plan—M. Basinger, Evan Eleff(30 minutes) 3. Admin Report: Unlawful Camping Update — Tony Beattie, Kelly Konkright (10 minutes) 4. Admin Report: Pools Contract with YMCA — John Bottelli (5 minutes) 5. Admin Report: Monsanto Funds — Kelly Konkright (5 minutes) 6. Advance Agenda — Mayor Haley (5 minutes) [*estimated meeting: 55 mins] November 6, 2023 Special Meeting,1:00 mm 1. Admin Report: Law Enforcement Staffing Report — Erik Lamb, Chief Ellis, Morgan Koudelka, Matrix Consulting (2 hours) November 7, 2023 — Election Day — No meeting November 14, 2023 Formal Meeting, 6:00 p.m. [due Tue Nov 7] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Motion Consideration: Pools Contract with YMCA — John Bottelli (5 minutes) 3. Admin Report: LTAC Recommendations to Council — Sarah Farr (10 minutes) 4. Admin Report: 2024 Draft Federal Legislative Agenda — Virginia Clough (10 minutes) 5. Advance Agenda — Mayor Haley (5 minutes) 6. Info Only: Department Monthly Reports; Fire Dept Monthly Report [*estimated meeting: 35 mins] November 21, 2023 Studv Session, 6:00 P.m. 1. PUBLIC HEARING #3, 2024 Budget— Chelsie Taylor 2. Second Reading Ordinance 23-020 Amending 2023 Budget — Chelsie Taylor 3. Second Reading Ordinance 23-021 Adopting 2024 Budget — Chelsie Taylor 4. Motion Consideration: 2024 Federal Legislative Agenda- Virginia Clough 5. Admin Report: Clearview Triangle, CTA-2023-0003- Jerremy Clark 6. Advance Agenda — Mayor Haley Executive Session - Review Performance of a Public Employee November 28, 2023 — No meeting - after Thanksgiving break December 5, 2023 Study Session, 6:00 p.m. 1. First Reading Ordinance 23-_ CTA-2023-0003 Jerremy Clark 2. Admin Report: 2024 Fee Resolution — Chelsie Taylor 3.Advance Agenda Mayor Haley December 12, 2023 Formal Meeting, 6:00 p.m. 1. Consent Agenda (claims, payroll, minutes) 2. Second Reading Ordinance 23- CTA-2023-0003 Jerremy Clark 3. Motion Consideration: 2024 Lodging Tax Awards — Sarah Farr 4. Advance Agenda — Mayor Haley 5. Info Only: Department Monthly Reports; Fire Dept Monthly Report Executive Session - Review Performance of a Public Employee [due Tue Nov 14] (10 minutes) (10 minutes) (10 minutes) (5 minutes) (10 minutes) (5 minutes) (60 minutes) [due Tue Nov 28] (10 minutes) (5 minutes) (5 minutes) [due Tue Dec 5] (5 minutes) (5 minutes) (20 minutes) (5 minutes) (60 minutes) Draft Advance Agenda 10/19/2023 3:08:21 PM Page 1 of 2 December 19, 2023 Studv Session, 6:00 P.m. [due Tue Dec 12] 1. Advance Agenda Mayor Haley (5 minutes) December 29, 2023 — No meeting - Holiday- City Closure January 2, 2024 Studv Session, 6:00 p.m. [due Tue Dec 26] 1. Advance Agenda — Mayor (5 minutes) January 9, 2024 Formal Meeting, 6:00 p.m. [due Tue Jan 2] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Advance Agenda — Mayor (5 minutes) January 16, 2024 Study Session, 6:00 p.m. [due Tue Jan 9] 1. Advance Agenda — Mayor (5 minutes) *time for public or council comments not included OTHER PENDING AND/OR UPCOMING ISSUES/MEETINGS: 9-1-1 calls (delays, holding, etc.) Appleway Trail Amenities Basement space Gang Task Force Update Governance Manual Mirabeau Park Forestry Mgmt. ORV usage on streets Park Camera Update Park Lighting PFD Presentation Public Safety Comparison Prosecutor Services Protection of Utility Infrastructures SCRAPS St. O&M Pavement Preservation Street Scaping, signs, trees, eta.(info) Vehicle Wgt Infrastructure Impact Yellowstone Franchise Agreement Zayo Franchise Ordinance Draft Advance Agenda 10/19/2023 3:08:21 PM Page 2 of 2 City of Spokane Valley Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 Page Title 1 Cover Sheet 2 Pre -Application Meeting Requested 3 Construction Applications Received 4 Engineering Applications Received 5 Land Use Applications Received 6 Construction Permits Issued 7 Engineering Permits Issued 8 Land Use Applications Completed 9 Inspections Performed 10 Code Enforcement 11 Revenue 12 Building Permit Valuations Created On: 10/10/2023 Page 1 of 12 Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 Pre -Application Meeting Requested A Pre -Application Meeting is a service provided to help our customers identify the code requirements related to their project proposal Community & Public Works Department Pre -Application Meetings Scheduled: 16 Spol<ane Valley F're Application Meeting Request's 5 0 E E Jan Feb F10111111", F111011111", I I I Mar Apr May Jun Jul Aug Sep Oct Nov Dec mil Commerciat Pre App and Use Pre App iiiiiii " NOT S U BM MITE" D Annual -To -Date: 135 NOT SUBMITTED is a new category created by SmartGov which separates permits that have not entered details or provided documents for reviev Created On: 10/10/2023 Page 2 of 12 Community & Public Works Department Monthly Report 9/1 /2023 - 9/30/2023 Construction Applications Received The applications recevied are those that include projects for New, remodeled, and accessory buildings; Signs, Factory Assembled Structures (FAS), Trade, Roofs, and more. Community & Public Works Department Construction Applications Received: 368 Spokane Valley Construction Applications Received L .Van Feb Mar Apr May Jun .Vial. Aug Sep Oct Nov Dec hiii Commercial, New Commercial, MFR Commercial, Fl 111111 Commercial, Fracle Commercial, Accessory 0 Resiclential, SFR/Pl,ex III Resiclential, Remoclel, m Resiclential. Aciclition umui Resiclential. Fracle iiiiiiiii Resiclential, Accessory Demolition a Sign im Re Roof Factory Assembl.ecl III Mil.l.woocl/Other Construction *Other Construction applications include, Millwood, Adult Family Home Inspections, Cell Tower Modifications, Solar Panels, Swimming Pool/Hot Tub - • - • • • - ®mmmmm®mm___ Construction Annual -To -Date: NOT SUBMITTED is a new category created by SmartGov which separates permits that have not entered details or provided documents for review Created On: 10/10/2023 Page 3 of 12 Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 Engineering Applications Received The applications received are those that include projects for all site work projects, such as Grading permits, Right -of -Way (ROW), approaches, and more. Community & Public Works Department Engineering Applications Received: 119 '180 '160 '140 120 '100 80 60 ..... 40 20 Engineering Applications Received am= 0 No= WE= 00 ............. II I= Mom MIN= Meam h-1 Jan Feb Mar Apr May Jun Jul A u P Sep Oct Nov Dec mil Engineered Grading , Regular Grading Right of Way ,, Approach iiiiii Clearing B. Grubbing uuuuu"NOT' SUBMI IF -FED Annual -To -Date: 1072 NOT SUBMITTED is a new category created by SmartGov which separates permits that have not entered details or provided documents for reviev Created On: 10/10/2023 Page 4 of 12 Community & Public Works Department Monthly Report 9/1 /2023 - 9/30/2023 Land Use Applications Received The applications received are those that include projects that involve land development, such as Platting actions, Boundary Lines Adjustments, Zoning, SEPA and Exceptions Community & Public Works Department Land Use Applications Received: 50 Ill olll acne Valley III and Use ed Applications Received '1 CC 80 60 40 �UdEl�f 20 ,,,,,, ' WYYYYYYY.WY iwni ply 1114114111111\11VG ..........." pppppppppppppppp i�u�l��i�i��1 WIIWIWIWIWIWIWIW IIIIIII1111tl�1)0)0)Mi Jan Feb Mar Apr May Jun Jul A uP Seta Oct Nov Dec iimit Boundary 1....ine Add Short Plat olio 1....cng, Plat m finding, Site Plan uuuu Final Plattingg ulililil Zoning./Comp Arrnend uuuuu Accessory Dwellingg SEPA @ Adrrnin Exception I Adrrnin Interpretation Home Business I....ic uuuuu Other Development olio'"'" NOT SUIBMI I TED ** Other Development could include, Zoning Letter, Floodplain, Shoreline, Alterations, Variances, Small Cell, CUP, Street Vacations, etc... Boundary Line Adj Binding Site Plan Zoning/Comp Amend Home Business Lic Annual-To-Date: Created On: 10/10/2023 Page 5 of 12 Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 Construction Permits Issued The applications issued are those that include projects for New, remodeled, and accessory buildings; Signs, Factory Assembled Structures (FAS), Trade, Roofs, and more. Community & Public Works Department Construction Permits Issued: 358 pollkaine Valley Coinstructloin IPerimlts (Issue 450 400 350 mNNNNNNV VNNNNNNNNNNNNN' cuuuuuNNNNnrr mum 300 u. 250 . 200 150 'I00 50 Q uuuuuuuuuu %/0///O ///%/0////i %/0////% .�� res", %/0////% Jan Fclb Mar Apr May Juan Jul Aug Sop Oct PJov Dec mil Commercial New o0o Commercial MFR Commercial FI 00o Commercial Trade Commercial Accessory m Residential SFr /Plcx III Residential Remodel Residential Addition iiiiiiii Residential Trade uuuui Residential Accessory Demolition a Sign im rye roof' Factory Assembled uuuuiMiRwood/other Construction* *Other Construction applications include, Millwood, Adult Family Home Inspections, Cell Tower Modifications, swimming Pool/Hot Tub Annual -To -Date: Created On: 10/10/2023 Page 6 of 12 Community & Public Works Department Monthly Report 9/1 /2023 - 9/30/2023 Engineering Permits Issued The applications issued are those that include projects for all site work projects, such as Grading permits, Right -of -Way (ROW), approaches, and more. Community & Public Works Department Engineering Permits Issued: 113 Engineering ineerin Ill:Iernilts (Issued '160 '1 40 '120 10 8 60 40 20 0 0M 0E w Jan Feb mbar Apr May Jun Jul A uP Seta Oct Nov Dec uuv Engineered Grading Regular Grading Fight of Way Approach 000iClearing B. Grubbing Annual -To -Date: 1030 Created On: 10/10/2023 Page 7 of 12 Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 Land Use Applications Completed The applications completed are those that include projects that involve land development, such as Platting actions, Boundary Line Adjustments, Zoning, SEPA and Exceptions Community & Public Works Department Land Use Applications Completed: 47 80 60 40 20 0 Ill olll acne Valley III and Use Applications Completed �mWUNNR �VVII{ I Jan Feb mbar uuviu Bo undary I....ine Adj uuuu Final Plattingg Adrnin Exception Apr May Jun Short Plat uluuu Zoning./Comp Amend Adrruin Interpretation m1l M11 Jul A ugg Seta will I....cng, Plat uuuuuAccessory Dwellingg Home Business I....ic Oct Nov Dec Bindinp, Site Plan SEPA uuuuu Other Development ** Other Development could include, Zoning Letter, Floodplain, Shoreline, Alterations, Variances, Small Cell, CUP, Street Vacations, etc... Boundary Line Adj Binding Site Plan Zoning/Comp Amend Annual -To -Date: Created On: 10/10/2023 Page 8 of 12 Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 Development Inspections Performed Community & Public Works Department Development Inspections Performed: 1973 Development Inspections include building, planning, engineering and ROW ME 10 IIIoIll acne Valley ll e etoIIImein-t Inspections Flerformed Jan Feb mbar Apr May Jun Jul A uP Seta . w2021 -2022 2023 Annual -To -Date: 15,005 Oct Nov Dec: Created On: 10/10/2023 Page 9 of 12 Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 Code Enforcement Code Enforcement Officers Citizen Request Responses: 60 They are listed by type below. All complaints, even those with no violation, must be investigated. '100 80 60 40 20 0 Code IlEnforcemen-t Complaints Investigated Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec mmCE Stop Work Order , Complaint (Non Violent) Environmental —Generat uiouNuisance iiiiiiiiii Property Annual -To -Date: 587 Created On: 10/10/2023 Page 10 of 12 Revenue Community & Public Works Department Revenue Received Community & Public Works Department Monthly Report 9/1/2023 - 9/30/2023 $276,627.00 SlIpokarie Valley ll eveiirmue Ill ecelve `400,000 ,00 .Nara Feb Mar Apr May Jun ..1w112023 2022 Jul Aug Sep Oct Nov Dec 5 Yr Frend 2023 $601,763 $249,699 $325,351 $277,568 $291,181 $261,372 $243,206 $276,6277$396,162$292,643 $2,769,582 5-YrTrend $ 117,048 $278 8862 $261,774 $267, 125 $269,300 $357,431 $343,968 $273,585 $248,223 $3,448,391 2022 $139,945 $171,413 $210,513 $217,237 $277,917 $510,629 $433,002 $294,301 $168,612 $3,162,187 20217 $196,293 $364,569 $459,905 $239,948 $367,253 $433,461 $430,383 $323,636 $329,244 $4,920,807 2020 $230,256 $402,862 $371,956 $237,120 $402,525 $309,668 $226,943 $188,990 $268,487 $254,775 $246,368 $223,685 $3,363,635 2019 $162,441 $228,717 $265,529 $195,244 $241,906 $233,496 $355,943 $304,988 $228,157 $294,794 $299,906 $349,821 1 $3,160,942 2018 $177,431 $117,425 $220,845 $206,090 $234,009 $158,168 $260,179 $362,478 $253,342 $270,649 $204,016 $169,751 1 $2,634,383 Created On: 10/10/2023 Page 11 of 12 Building Permit Valuation Community & Public Works Department Building Permit Valuation: This includes residential, commercial, reroof, & FAS placed. $80,000,000 — $70,000,000 — $60,000,000 — $50,000,000 — $ 0, 000, 000 — $30,000,000 — $20,000,000 — $10,000,000 — $0 Jain Feb Mar Community & Public Works Department Monthly Report 9/1/2023- 9/30/2023 $20,052,582.00 Sp6II,,anew VaUey Peirlrn it Vakohon Alps May Jun .➢ul. Au, 11„5 Yi 1Fiend 2022 ww -2023 Selp Oct Nov Dec Fota�s i Created On: 10/10/2023 Page 12 of 12 CL r F- 0 CL �, • • � Re A � �, Rb