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2023, 10-31 Study Session - Special MeetingAGENDA SPOKANE VALLEY CITY COUNCIL SP4;(AA1, M EE IIII.lNG STUDY SESSION FORMAT Tuesday, October 31, 2023 4�0(111 Remotely via ZOOM Meeting and In Person at CenterPlace Regional Event Center Great Room 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 2�0(111 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 Meetin CALL TO ORDER ROLL CALL APPROVAL OF AGENDA PROCLAMATION: National American Indian Heritage Month 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. ACTION ITEMS: 1. Motion Consideration: Homeless Action Plan Adoption — Gloria Mantz [public comment opportunity] 2. Resolution 23-012 Assumption of Powers for Transportation Benefit District — Erik Lamb [public comment opportunity] NON -ACTION ITEMS: 3. Admin Report: Tourism Name & Tagline — Lesli Brassfield, 116 & West 4. Admin Report: Plante's Ferry Sports Complex Comprehensive Master PlanMikeBasinger, Evan Eleff 5. Admin Report: Monsanto Funds Kelly Konkright 6. Advance Agenda — Mayor Haley COUNCIL COMMENTS CITY MANAGER COMMENTS ADJOURN Council Agenda. October 31, 2023 Page 1 of 1 nn ``''ssue� nnQ CITYOF p ,,;0•%FVa11ey- Vrorta ation City of Spokane vaffey, Washington National -American Indian Iferitage Month Whereas the history and culture of our great nation have been significantly influenced by American Indians and indigenous peoples; and Whereas the contributions of American Indians have enhanced the freedom, prosperity, and greatness of America today; and Whereas their customs and traditions are respected and celebrated as part of a rich legacy throughout the United States; and Whereas Native American Awareness Week began in 1976 and recognition was expanded by congress and approved by President George Bush in August 1990, designating the month of November as National American Indian Heritage Month; and Whereas in honor of National American Indian Heritage Month, community celebrations as well as numerous cultural, artistic, educational, and historical activities have been planned. NOW, THEREFORE, I Pam Haley, Mayor of the City of Spokane Valley, on behalf of the Spokane Valley City Councilmembers, do hereby proclaim November as National American Indian Heritage Month in Spokane valley and we urge citizens to observe this month with appropriate programs, ceremonies, and activities. Dated this 31 st day of October, 2023. Pam Haley, Mayor CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 31, 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: Adoption of Homeless Action Plan GOVERNING LEGISLATION: NA PREVIOUS COUNCIL ACTION TAKEN: Homeless Program Update to Council on September 6, 2022, January 3, 2023, February 7, 2023, May 13, 2023, September 12, 2023. BACKGROUND: The intent of the Spokane Valley Homeless Action Plan is to provide a roadmap to address, reduce and prevent homelessness in the City. As part of the plan development process, staff reached out to the community through multiple channels, including a Spokane Valley -specific community survey in 2021, direct contact with stakeholders, a community open house in 2023, and input through the website. Staff have also discussed this plan at several Council meetings since the fall of 2022. Staff has also discussed this plan at several Council meetings. While this plan was in development, City Council passed Resolution 23-005 declaring its intention and commitment to operate its own homeless housing program and to meet all applicable legal and regulatory requirements, including those set forth in chapter 43.185C RCW and established by the State Department of Commerce (Commerce), in order to be a direct recipient of HHAA Local Surcharge Funds. The plan will also help inform the development of a homeless and housing plan required for the management of the recording fees dedicated to housing and homelessness. An outline of the City's draft plan is attached. The plan's introductory pages discuss guiding principles and the three primary objectives: 1) To prevent homelessness from occurring in the first place whenever possible 2) To reduce existing levels of homelessness 3) To improve the quality of life for all Spokane Valley residents The first half of the document provides possible strategies to work towards achieving the above objectives. The Council has the discretion to select and prioritize which strategies to pursue and implement as funding becomes available. The second half of the document provides background information related to data, funding sources, existing interventions, etc. It provides information about the region's homelessness crisis and response system. Staff anticipates updating portions of the plan to address changes to the supporting data and existing services. OPTIONS: Motion to adopt the Spokane Valley Homeless Action Plan or take such other action deemed appropriate by City Council. RECOMMENDED ACTION OR MOTION: Move to adopt the Spokane Valley Homeless Action Plan. Page 1 of 2 BUDGET/FINANCIAL IMPACTS: N/A STAFF CONTACT: Gloria Mantz, City Services Administrator ATTACHMENTS: Presentation Plan outline Spokane Valley Homeless Action Plan Page 2 of 2 a a all N o .0 m O N O Q U 0 O CL U) .p c"I cu a U 70 O E E O U w co N N O CN O CO N O CN . — � CN O O N � D CO N O 70 c6 (n U- 75 (n O 0 V ca LL 70 O C6 Q N S*. L S*. ON• C6 c N O L� 0 a ca a c C6 Q Q •- U N O O � C6 C6 Q U ca EO C6 •� p U O Q M Q U) O O C6 •� N }' C6 0 I � Q �--+ O U � N U U p C6 O 70 •� SVHAP Bullet Points Introduction (p1-p3) • 10 guiding principals (p2) 1. Prevent homelessness 2. Shared framework/plan with all stakeholders is best 3. Fiscally responsible and measurable outcomes 4. Safety and well-being for all a priority 5. Law enforcement needed, but homelessness is not a crime 6. Pairing long-term services with housing 7. Interventions need to be tailored to each person's specific needs 8. Community awareness and involvement is critical 9. Regional approach needed to address homelessness 10. Plan must be flexible, regularly reviewed and updated • 3 primary objectives (p2) 1. Prevent homelessness 2. Reduce current levels of homelessness 3. Improve quality of life for all residents The Plan: 1) Prevent Homelessness (p3-p9) • Increasing housing availability and affordability (p4-p5) • Fund Payment Assistance and Diversion programs (p5-p6) • Employment support and increased incomes (p6-p7) • Develop senior and assisted living housing options (including PSH: Permanent Supportive Housing) (p7-p8) • Create/support a housing crisis hotline (p8) The Plan: 2) Reduce Existing Homelessness W-p19) Short -Term Interventions (p9-p15) • Outreach & Case Management (p9-p10) • Emergency shelter and hoteling (p10-p11) • Day drop -in center (p11-p12) • Transitional parking/camping (p12-p13) • Mental health and addiction crisis interventions (p13) • Pet boarding and vehicle storage (p13-p14) • Youth/Family specific locations and services (p14-p15) SVHAP Bullet Points Medium -Term Interventions (p15-p17) • Transitional housing options (p15-p16) • Bridge housing (high barrier) (p16) • Homeless system housing referrals (p16-p17) Long -Term Interventions (p17-p19) • Foundational Community Supports (FCS) (p17-p18) • Housing vouchers (p18) • Hotel/motel conversion (p18-p19) The Plan: 3) Improve Quality of Life (p19-p21) • Day drop -in center (p19) • Encampment/trash clean-up (p20) • Business Community outreach and information (p20-p21) The Plan: 4) Government and Legislative Advocacy (p21) Conclusion (p21-p22) Supporting Data — Current Status as of 2022 (p23-07) A. Measuring homelessness and housing instability (p23-p25) B. Types and causes of homelessness (p25-p29) C. Spokane County shelter network (as of 2022) (p29-p30) D. Available services (p30-p34) E. Available funding (p34-p37) F. Existing goals related to homelessness (p37-p39) G. Community feedback (p39-p44) H. 2023 work plan activities (p44-p47) Spokane Valley Homeless Action Plan (SVHAP) Introduction Homelessness is one of the most challenging social issues facing the City of Spokane Valley (the "City"). To significantly prevent and/or reduce homelessness, any community needs to be able to implement a systematic, long-term response that ensures homelessness does not occur in the first place whenever possible or, if it cannot be prevented, is a rare, brief and one-time experience. Homelessness is not unique to the City; however, Spokane Valley does have a distinct character that requires a plan that reflects the City's values and goals. Although there is not one single cause to becoming homeless, some of the more common reasons include a shortage of aIffGF4aI lie housing that IresdeIr is can afford, a lack of adequate or stable income, substance use disorders, mental health concerns, and domestic viole nce The multiple causes demand a varied response including prevention, diversion, reduction, and enforcement activities. In addition, approaches vary depending upon the types of homelessness. For example, addressing chronic homelessness requires different approaches than situational homelessness. Veterans have unique needs, as do homeless youth or families. Regardless of the reason for becoming homeless, the c. goal is for homelessness to be a rare, brief, and one-time experience, and in the case of chronic homelessness, to move people into shelter and connected to services as quickly as possible. N i he City recognizes that homelessness is a regional problemY and that all of the region's stakeholders must work together to address it. Coordinating planning, funding, and accountability would improve efficiency, communication, and management. The current system relies on multiple funding sources answering to multiple advisory boards and governing bodies. This approach is confusing and not cost effective for providers that must submit funding applications and outcome reports to a variety of sources, each with its own particular requirements, and results in little or no coordination between service providers. It also creates unnecessary duplication of administrative efforts and can lead to information silos and entities working at cross purposes. ID 2221 t.Ihe,,.ywfyw w wi,j,ni�:..lhas Iyeiw�P.... wiscu.w pulif�..��i ..f��rppll�iwuw(uwUy wry yi;rlrlr�wulr� a...2 Ira�yyuir„I 2�a ��U.i.:V;ly��r[ y 2 rr�ayy�' pp y�oiliiew lesiw,nes y..'A?n...!rl2J ru fl,liwus diric°:�a s.o y, apU �✓U it„rill Ir ywiw wlr�yrr yu� p ylryrlr � yly� ...� uyyr r .. y �rll<rr irip yCrr llll rfl<rr lr� � �rU.w„i�yy rrUIY�...... U2 "Ilyy gD5[jgCrgjg..v(Us ueQ"...[J.01J n' oin to G�"r.. a �ii.� about � f successes at rW","".. a �„r. I'll UIrIr� more DUs„. U�^ p�.� Q"' U�d"IIIr�� Ua"" Ir�U.�Ir. he ria��°w�de f eir fiii.i:., IIN�rU�rp.uoin Ir�^r"�U��°a~wd fts Ihoir�r6la�ss p2rjU�I21�V „oin lywy �"/�M.. a'D' U.�.IYlian UG"" u,�*li�=°.........U�DIY�IIG"" G""Unan. IYli �............._ rngyrw lr g 2"y.a.000.Jylp2lywlg e2 pe[rueIrnw o_u lhoirn6lessness ffulrecdy uinto apga rV,IrineIr is and houses, Il ovvui g lilroirn a flra a V,U�lra ry aU.l aDaUG;� y D aU Irggiy olrnA a.Lj.th_rIrI ty was one of the Ikey "nllUa,U[ed lywy UU'Dq.anu,oin,.. IfUOU SIIIrl Hirst ...IY'DQ.... DIY'' ........ d ww.w....�...0 theIf.. U Dntr�".. �I �....0 D�r�.Q �....�IYlur �.l"� Du„Ir �W�U aI�gya D ! at ......... :. rlrllrlUQ'e �a'Du.apu,oin successful. ire 4w yiet4G yy...lr io y 4FT4"Ga-64, i GWPVP , y [he City will continue to plan and direct efforts to address homelessness within our boundaries, while remaining open to approaches that seek to improve broader collaboration and coordination. Furthermore, the City is committed to continuing to work with regional partners through the Continuum of Care board, and on efforts like the annual Point In Time count. This m 4 plan lyl gyrw des pylrateg,u p that a;g lld lye .l lmllelryiwlr ted IMF r ai,ya� r� to address homelessness 4�r94g4FNreg1FalRg& aFK1F,*a ylGes,:t , 4ave F,*Ewpr��;GPss r:' I4a t� l,wir placps, butaird are tailored for those experiencing homelessness within the City. ..i..lNp Il1alrip„ Aso Iriyw°wrginrn z p that avauIaUle yu.wlrpyyolrnya as 1uimyed alr d, wrEyg few of the tiraya~wgp a;m lld lye fur�aryya~wd Ifby ylfw fifty, f iill #w +n4r4y lr of ylr tpgW�;Y. is sy a-r+ ww, f:j4vp i y 4 �cf�y..The CityEFI%.Iff:: Spokane Valley Homeless Action Plan (SVHAP) will support community partners as it is able in providing other important services, recognizing that it is not within the City's ability to fund or manage many of the programs that may be needed in our community. This Plan is �FuteR& to bp.a living document that requires ongoing review and regular updates based on changes in legislation, community priorities, program outcomes, enforcement, and avaIaUle:Fw.w.-funding Through work with service providers, community members uir llu.�u li11' a I�2,yE u u irliu it u a u I�u�rir�i„u�^II„"p.�p.ir�„gip„gip V;I�i„„iri�p„„II„�✓„gip, law enforcement, businesses, County officials, City Council, and City staff, the following principles were developed to guide creation of this action plan: There are many people who are not currently homeless who may be susceptible to becoming homeless due to medical costs, loss of job, change in housing cost, being a victim of abuse, or other significant life events. The City believes that assisting those who are at risk of homelessness is the most effective means of reducing further increases in the number of those experiencing homelessness in the City. Identifying opportunities to keep people housed is the primary focus of the plan. • A shared framework among all stakeholders with a clear plan of action will ensure that the City and service providers are all working cooperatively and collaboratively towards the same goals of preventing and reducing homelessness and improving quality of life for our community. • It is critical that approaches and action developed in this plan are fiscally responsible and sustainable. Further, all approaches and actions developed in this plan must lead to meaningful, measurable outcomes that can be tracked to assess effectiveness at either preventing homelessness, reducing current levels of homelessness, or improving quality of life for our community. • The safety and well-being of the community is a priority, including residents, businesses and their customers, and people experiencing homelessness. f. While the City recognizes that an approach that includes both law enforcement and supportive services is essential, the City firmly believes and recognizes that homelessness is not a crime. i� wwwuwuwn u�uu uurr 11 p �,.DfOgoirug D ullkgA Ibelhav�v ors that uiml g V, the s;oiruvgiiu inrn y uullll I e Jh6ld Support for long-term solutions that help each person experiencing homelessness find permanent housing with supportive services is critical. • Each person experiencing homelessness is unique with diverse needs requiring a tailored approach founded on trust and respect. Some populations are over -represented among those experiencing homelessness, so tailoring interventions to best serve these groups is critical for reducing amWeu"44 u"ates-ofor 6I1kiminaV, ing homelessness. • Community awareness and involvement in the initiatives is critical to ou:urfoir, success. 2 Spokane Valley Homeless Action Plan (SVHAP) • Addressing homelessness requires a regional approach and resources, and we will work with regional partners to leverage resources and ...:IF:.iiln„d....ap.o„IIu„.:V;iioirl"p...for the City. f..... Homelessness represents a complex social problem. The plan must be flexible, and we will regularly review outcomes to improve our plan and adapt to changing conditions. [Iirovwd Q' eir"p.... " r se gquw Q'�„Il lrng :. " , � � 2[I of t, h�I,"n must �� u�^Ir�^ V,�r V, ��^.. princip es �wlr�w� ��ir�rwwuw� �^ .p�^Irwwus;�^;p ulr� pawl... stated goAs wfth PYYYIerr sui rrJlUle out oIY'YY'YIes» • ResozirY zuli g tI�2 ..fu:w 2�ln g us Ilulrwwifted, sir, ruc p„ ullll Ibe lylruwrlruhz.e.d. o those uir�pfflvuadu.�„a p that afirere w�willlluling� to Irc^cc^lve thw im. ............................................................................. Within consideration of the guiding principles above, this action plan_airww p to a„y.INp ev the f�;r„IIII„fir„ sppEwate Ili p4ate4 objectives: A. Preventing homelessness from occurring where possible B. Reducing current levels of homelessness C. Improving the quality of life of residents, including those experiencing homelessness. The order of these objectives reflect the City's priorities for action. Because sufficient resources to address y psi, "p.IIyV;, priorities and direct each area are not available, the City w: .pt, .W-� I . r W.. ��w�w a .... resources to i wG, Vuopy^ . IE„Irlioir ty areas first, even as it works to make progress within each objective. The City strongly believes that keeping people in their homes and preventing homelessness from occurring in the first place is a top priority. Assisting those currently experiencing homelessness to transition back to stable housing is the next priority. Making progress on these two objectives will also serve to improve the quality of life for all Spokane Valley residents, as reduced current and future homelessness will reduce impacts of homelessness that are felt by all members of the community. Each of these objectives are supported by a variety of strategies outlined in the plan below. 3 Spokane Valley Homeless Action Plan (SVHAP) The Plan This plan is a living document that will require regular updates to remain relevant. 4w, i fW e r r. As needs &F- 4w ffet+R4 change, goals are accomplished, and more knowledge is gainedr(-ffW trrrlr rrrrerrt irrrr 4 44µ...trlMmrrr, ths l llrrririt will need to be updated to reflect the changing landscape of homelessness in the City. The intent is to update the plan every five years, in line with the regional Strategic Plan to Prevent and End Homelessness, which is updated on the same timeline. Additionally, the Plan will be the basis for annual goal setting and work -plans as the City seeks to make progress on its goals related to homelessness. A. Prevent Homelessness Homelessness prevention and diversion is targeted to people who are at risk of becoming homeless and focuses on self-sufficiency and stabilization. Considered a national best practice, prevention is far less expensivethan providing shelter beds with accompanying services. Additionally, preventing homelessness is a pro -active approach necessary for reducing future levels of homelessness. According to one homeless advocacy organization, children who experience homelessness are more likely to experience homelessness as an adult.' and are approximately three times more likely to drop out of school', five times more likely to be victims of sexual violence, and seven times more likely to attempt suicide than their housed counterparts.' This means that any success in preventing homelessness now will pay dividends in the future both for those who are at risk of homelessness, and the community at large. A recent county -wide housing stability survey carried out by The Zone received over 1,400 responses. Of those from the county (outside the City of Spokane) who responded 54% said they had taken out a loan to pay rent, 47.8% said they provide financial support to a parent, older child, or other extended family member, and 28% said they have lived with others to make ends meet.4 According to the City's Housing Action Plan, 48% of Spokane Valley's renter households are cost burdened, meaning they pay more than 30% of their total household income for rent. Further, some 25% of Spokane Valley's renter households are severely cost burdened, paying more than 50% of their income on rent. These are households that are on the verge of homelessness in many cases. When looking at -these .numbeir a iFt us fimfpoirtaint to recognize that cC,'ertain groups are disproportionally p i. among renters ww-k errr rmrl y, mrrrr mrrrxr r Ikrrrm�e. tat r re cost burdened iiim �� vmidu�a p, or represented,u�r iinfflvirdua p at risk of Il ewung.homelessness re.e.i . According to the 2020 U.S. Census Bureau data, the overall homeownership rate fo-r ter-e iin Spokane ai ea VAIey is 5762 7%. Breaking that number down by race/ethnicity, white households in Spgkgrrm glllley g e i " hime p * irmiore Iliilkelly to r�rr tl�:::� they i� r m grey ixe xrei� wy �ellrr homeowners, only 30.5% of black households 2,6 �uirrpypx irmiore Ilulkelly g pe!], ili rt n rrre Icy rxe rrrrrrfrer il�rrr�rr-rr rn- Lewin their homes. lirsr IyI�rhv �r it e .... .. .. ... ... .... ... .. e. ... II Ng�gu4rr/egr°ulhc Ilspla inner lhou selh6lds qn SUgkgrre g„�oy gre rregrlly seven himies irmiore Ilulkelly to lrent ritl4pir 46+FF rr rr #rerr Ikian+e th the exi epjV ioin of Asi4n Ihrrjselh6lds, Ar I irar°4IZ2tl inir° gr,ou.jlps (iiin ;llu.i„duir g ' Effects of Homelessness on Families - Invisible People HPOU TO TVE 3 Risk and Resilience: Differences in risk factors and health outcomes between homeless and non -homeless students in 2017 YRBS Data Read and full paper: http://bit,ly/SHC-YRBS2018 4 2022 Rental Survey Results (squarespace.com} 4 Spokane Valley Homeless Action Plan (SVHAP) f ou.uw�,peh6lds VIlua udein ulfy as two or rnoire Ir2ces.) �m air 12Ilulk lly to Ir�IrwV Ll� �u��r� vlw L� �lw�„II ��.' m@IF4GaIF1 [IFIC aR/ la&Ik.airi Na:t�ve airid i 4&pai4G I4au&e4al1fr &y t4e RiffnbeF& aire HR t4e This means that non- white households are much more likely to be rent burdened and at risk of homelessness, which is uf.lf.so born out in the drwlrurogir2pf c data for those who are experiencing homelessness un ouulr, u;rrlrurllrurl ,jnru ty. Any strategies for preventing homelessness from occurring, q' r increasing home ownership rates, or for decreasing existing rates of homelessness need to take into account these realities to make sure that 14ellf�. Fw.4t have the ,e2j f il ururllluur°V l�r sspl llulle w�.Yww�Ist I,f G� i u Iw�lrErst lulke[y �,ru ir~woa�r interventions Ir.-u� w. There are several distinct components to implement that will aid in preventing those f.I„ifr ll„Ird...s a„l..lrlrq„irlV;lly housed but on the edlfy...iriet GuulHFreir l,ly homelessness. from becoming homeless. Increase Housing Availability and Affordability Increasing the availability if.i]d...ai„II„yy.il�u„iill ity of housing that Spokane Valley residents can afford is perhaps the most critical improvement the City can make to help reduce homelessness. The correlation between housing affordability to homelessness is well documented.' Without housing that Spokane Valley residents can afford, the upward trend in homelessness will continue. Implementing the strategies recommended in the City's Housing Action Plan (HAP) as quickly as possible to increase housing stock in Spokane Valley is critical to addressing the current housing crisis, and by extension the current homelessness crisis. Shelters, outreach, diversion, and every other component outlined in this plan can only work to reduce homelessness if there are affordable units available for those in need of homes. The HAP identifies strategies that would help to increase the availability of affe dells housing fosrthat Valley residents can alffo.r.d. Aff'oirdaub.le..).uor :jwiulrllf as d..efhn.ed as Ihouusp in[?,Jfgj u"fg!u� I]ot take more V,Iluan 30% of the haul.apulh„6l„d„'„ap.........ii.Ir coiri.e........The City is actively pursuing consideration and implementation of recommendations made in the HAP. This process includes input from developers, realtors, contractors, and a#E*4alale housing advocates to find consensus and create buy -in for implementation of needed a a changes to increase the stocko o I rulHr w�. o..---housing l-Ir~w � � that City Iru�^ pli f �^IruV p can afford,. girie r;r insidefatu m ref Vh [+AR -is Ll4at the � majority of ru coirnlmelruu"faV,urrins include regulatory changes to support more affsur-d ub: e housing of vairurou,us types, such as the "missing middle" options. "Missing middle" housing includes options between single family homes and apartment buildings, such as duplexes, triplexes, row homes and cottage court housing. These options, (-*we common throughout the United States, provide more a ffGru".lall6lie housing gr1 ur ins that can meet a variety of needs, but they are often not compliant with the (,,L'wp Many current zoning regulations. The City may also wish to consider direct funding of affrrr4al6l1fe housing projects to ;:nGire Il4nely provide additional a4&lrE[ab4— housing units that acre affordabl le Irnore gf:jus,lkllya p5pe6a4y if Irt asslPvre5 GEsuR#E 4 rva° uIr cei a l� �� ..�� A�...au��rc�e.u�:u. Additionally, y, the City could require r�rlr �� Ivury^ that &" new multi -family housing developments set aside a percentage of units for Project Based Vouchers (PBV). These housing l/wvwvwv a,w.ururu 1 owr 20 P/02 2/ the �Nadl, I II"IIN y. w rN y.rul"IIII Gap IIII"II°&Roku^WII"Ile P ,"rtaGkeip ' Housing-Affordability-and-Stablility-Brief.pdf (usich.gov); New Research (quantifies the Link Between Housing Affordability and Homelessness - National Alliance to End Homelessness; Homelessness Rises Faster Where Rent Exceeds a Third of Income - Zillow Research: Spokane Valley Homeless Action Plan (SVHAP) vouchers administered by the Spokane Housing Authority are tied to a specific unit (as opposed to Section 8 vouchers that travel with the tenant to any unit they mligtreside in), and guarantee a rent payment up to the Fair Market Rate for the unit's size as determined by HUD. Creating a fund that incentivizes landlords and developers to set aside units that are affordable could be another strategy for increasing availability. Th4-w 4iW be 14�di I��4 lPlk:(µ Requiring that new units remain affordable for people with different incomes can be an effective tool for increasing the stock of units affordable to a variety of households, without the requirements and conditions that can come along with housing vouchers. Similarly, preserving the existing stock of affordable housing is also critical. Many affordable units are bound by time -limited financing agreements, meaning after a certain period the owner can convert affordable units into market -rate units. This can, and has, lead to the displacement of long-time tenants and added to the housing crisis for low -earning households. Identifying housing where affordability covenants may be expiring, and then working with partners to ensure affordability rc:iiirau�uirir�u��uwp remain in place, is another key strategy to ensuring sufficient housing options for households of all incomes. Measures that make it easier and less expensive for renters to get into units can also help to reduce the barriers those living on limited incomes face when trying to find or maintain stable housing. For example, a limited duration uuiruliver p ill background check and application could greatly reduce the cost of applying for housing in a market when multiple applications are often needed before a unit can be secured. For those living on limited or fixed incomes, $30-$50 application fees can quickly become unaffordable, especially when low vacancy rates create intense competition for open units. „Il pi.a.I „Ilii p„Ihplirg II u:unu. fing „u, rogram p to help tenants pay move -in costs or to provide landlords with additional damage deposit resources could also help low-income renters connect with open units. The Housing and Essential Needs program managed by Goodwill for Spokane County has successfully used payments for double -deposits, move -in incentives, and move -in costs to house individuals that would otherwise have trouble being approved for a unit. But only those who have a disability, meeti, income requirements, are not receiving TANF or SSI, and participate in substance use disorder treatment when required are eligible. Further, program funding only covers a portion of those that are eligible, and actual program enrollment is based off a needs assessment that means only those with the most acute needs may get assistance. Washington does have a Landlord Mitigation Fund that serves to help offset risks of damages to landlords'. Advertising this existing program and helping landlords comply with its requirements could be a low-cost way to help reduce barriers for some low-income renters. Pwm] Payment Assistance and Diversion Programs Payment assistance programs are one critical tool for preventing homelessness. Payment assistance can take the form of rental assistance, or mortgage assistance forthose that may own their home. These time - limited programs can help households weather financial storms that would otherwise result in the loss of housing and potentially result in an eviction, which makes obtaining housing in the future even more difficult. Payment assistance programs can be resource -intensive, but they often cost less than emergency 8 Landlord Mitigation Program (wa.govI 11 Spokane Valley Homeless Action Plan (SVHAP) housing, and they can help households avoid the trauma and life disruptions that can come with homelessness and help households retain much needed assets in the case of mortgage assistance. Rental assistance programs funded by local, state and federal dollars have spent tens of millions of dollars in Spokane CwGounty to prevent evictions. Despite the size of this investment, rental assistance programs have not been sufficientto addressthe need forthese resources, leaving many Spokane Valley households that would otherwise be eligible, without this option. According to a survey conducted by The Zone in Spokane that has received over 1,400 responses, 47% of respondents owe back rent, 75% say they are struggling to pay rent now or in the near future, and 56% have already received eviction notices.9 Diversion is an intervention designed to immediately address the needs of someone who has just lost their housing and become homeless. Diversion is a client -driven approach; lifts goal is to help the person or household find safe alternative housing immediately, rather than entering shelter or experiencing unsheltered homelessness. It is intended to ensure that the homelessness experience is as brief as possible, to prevent unsheltered homelessness, and to avert stays in shelter. Diversion does�i not necessarily uirmdlumde but can be combined with financial assistance. Diversion assistance is often administered through a Centralized Diversion Fund (CDF). CDF funds can be used for any one-time intervention that is directly related to a stable housing outcome, including first/last month rent and deposit, utility assistance, transportation assistance, and hotel/motel vouchers to those with no significant barriers to permanent housing. Funds can also be used to pay for transportation to another location if stable housing at the destination location can be verified. Data Ube ;be r°rruintmV ..wYjHe" r4..aRe' r�i�� Centralized Diversion Fund in.mf� I AI show an average cost of $1,800 per intervention for the period from November 1, 2021 to September 30, 2022. Additionally, 87% of those who accessed the CDF were still housed six months after receiving assistance. According to statistics taken from the Department of Commerce Golden Report, this number is far lower than the average cost for either rapid re -housing or emergency shelter intervention, which weiFe wr averaged rrf $8,144 and $17,500 per person in 2021 respectively.10 Diversion is a cost-effective and efficient way to help beneficiariesww��r tm:rrr Fr.�.y.� .a-p,+�t4a+iy. o rA,*,H+FA+, .' rrq ��*wEw4. The Centralized Diversion Fund program has consistently not been able to meet the need for assistance due to high demand and lack of sufficient funding. lllr m ll mm u° 114';Illmfmmmrmtiii n7.......................................................Foreclosure Pirvrtton ....r.......n.....d........A........f....f...r......r...".l..o.................1.Flame .........F.......m......m..°.r.......r...a se .Z...e............................... e The ZoNE (thezonespokane.org 10 State Strategic Plan, Annual Report and Audits (wa.govI 7 Spokane Valley Homeless Action Plan (SVHAP) f U2""Ire acre a Ir2U.21rn .ei o f21r22 ,Irw2lr�l.p IIIr2 r 2.. 2 s IIIr2 2"coirn11 ir�„ff u2DIY� 1W �DIU&�I W I'"p �DIr fP ...� �� 22 a21rr12� �,.22u.21rr1'V,� V Ur2u 22"ranllanf �22U„2"p2� ri22 .... 122 lr2 V luue 1uu221r2rreap V Iuu22.7 a2111r2�ady 22w�w1r2,., If�2�lrL,g, 2 Vt e Irr io2 iV wA(e�lll Iklrrio2 A(ir uap II Na2bk2 a2V foir, II NyiryiiairriuV7...wA(l u2cl ...wA(a2 p. 221r2r1 ,r. a.l uul2 22f2ff221rV u. inrr �; es r I2rlov„u lr2ff Ir2�2°22!r2V r2w�a21r2 �"2....li�lf� „I funds I„! the � uV�2 tof2u.21r2° pa2ap2� r2„Ir�2 1221r u221r2r12� 2rw�wlr22�lr p„ forward, SNAP Aso Irurla ina g!n ap2 weir„A f21r22fflra21r2 s focused 221n luu6lffulr2ff If22u„u21f2112 2i�n2r t2r...1k2u2u2 r2 Ib221M2, u;r„Ir Stay li.n the lhoirne Vluu .7. 211mmlr2.,.. �,NA,i'2es...�a1p1p1roA,rn,ate1..7 ��:��:� Ir„ apu��lr2��i�,ap ��w�s l��p...� o,2lr w��„uVI�u ILN��2Ir�l�lk2u.2 1r 2N.. abou,2V 1.88 o f VIuu22se served ulr2 I4202 2 r puduuir g ulr2 Srjq„I 21r12� �fuu1111Oy Qf the 14 1hou.2 p2�1uu221Ids VIha fua [trV °ulpgted 2�a 8 �' a ulr2 S.INAP'p „I Fore2°1losu21re IP„Ire22eIrriVq„oin aeir,2u2es, 6"2 Welre ulr2 SIf2221k21r12 Ya211112y lllru 22f2fptu2Olru, 14 SIf2221k9!10 Y21111OY„ reswp deIr is Iku„eIr2effte„d f'Iroirn SINAP's foire2°„Ilosa :J1r2 fflr2y2Ir2V;pon Iryiiedua tVuoiri a.e..r.rilce2 i (Iflre2 221 2°luuuu„[ff2, g!]d a of the, 10 f....lhor2res If2u21r2°luuuused w'ii.:Vlh lh6lp f'Iroirn SNAP un 2022 „weire loca te.d.J.n...Spok.21r e Val�.11ey,. Whether SNAP, IHa b1k at for IVNu.jlr�lw21r2ut , or 2�2�i�„Iheir, oirufa inr2 zw2�i:I�.�'f.!n."f...fOCLJsed 2� n uincIr a sw� ir2f��f....lumir�ne ow�wlr ersplf ufu Ir229lr2mlba2� bde 1q2 y w2[!]lr2uu 1b22g2a tu2211ds f21btaw2 In or rrwe.ta!in Ihoirn„eown rrShlu p wu„[e S[Ir 'tlscA for a ddirewpsi1lfif. V,luu221uu2 :js" llrr 2 U21rrigtfolrdg1�2111111u, 2;Irll.apll wye Ir 2Dw P face, IF 222;U2sap g.l .,_" 2DU2[c ,ap 221rj eMrjjE Jey Il 1hoirneowlrreirsa if 11 2 w�P 2 to Iboth stablurze fairnr lutes,, Ibu.2 ld g2I]o' 2V g221rriA weA th,,.a nd U21,Oy2ud � apV r21b2 lut qn I2��o flwflbo1r1uu22ods w�wlheire V 2�Ir2�21ntS u Ir2 Ir 22Ir2 V r2 u.2 Ir2 u V ap 2" 221r 1e and ff22 Ire fuu„�IIr2lrll�2,,,.. Connect to Employment Support to Increased Incomes Employment support can be another important way to help people avoid homelessness. Employment support could include assistance with becoming job -ready and finding employment. This would include job training/readiness programs, and funds available to help pay for job -related costs such as Irieede2f p2.. 'j...: 2r1k. clothing, tools, or training. Support for individuals who want to increase their income would also fall under this category. There are many residents who work full-time, but still struggle to pay the costs of rising rents and other basic needs. .............ce ,.. , f f w2�1uu22112uwp....ulhey serve ro ro A .. 2"2"2,21r2 Illrrif"�www�w�Dwwwww�2G,�2 2a2-.lr2ro2" �21r222✓II � U" �21r�1111 ...Ii�Du"�o p2"^ a2 2 21i22Xll1r�11�2'u,2� Ur2.... 22 the U22U2 p. ulr22llu22u2 kwwwww�u2 2wpV, 2 it 22 Ifa21r fli�ywwfuuw2 r211k22 lr ........... 22 uwp 22ir21f2112 fuc www Assisting f wea 1, Id IHIr4ite f, Iflr2c221% Car2w�1,222I41eE12 P mf2fr2y2ed7--e2 ""A.L.I.C.E"" households to up -skill and find better paying employment can both serve to reduce the potential for future homelessness, while also helping to address the shortage of employees in better paying sectors. Increased incomes would help to meet rising rental costs, and ideally would increase rates of home ownership. While some agencies such as Habitat for Humanity do offer paths to home ownership, the current median home price of $422,250 in 2022 means that only 7% of wage earners in the Spokane area are able to afford purchasing a home at this median price." 1Foi... 9fnej increasing income is related to education and job training opportunities. Programs such as Foundational Community Supports (FCS) and the Basic Food and Employment Training (BFET) specialize in job training and placement for individuals with a variety of barriers, from lack of job experience, to living with disabilities. Agencies such as WorkSource Spokane, Spokane Workforce Council, Next Generation Zone, Career Path Services, and the Employment Security Department (ESD) can help those with jobs to up -skill and seek better -paid employment opportunities. The lack of needed labor force in our current job market has created conditions for those interested in apprenticeships or paid training 11 Statistics provided by Tom Hormel, Washington Association of Realtors. Ej Spokane Valley Homeless Action Plan (SVHAP) opportunities to learn new skills and get hired by firms eager to bring on additional staff. For example, manufacturing companies like Wagstaff, Hydra2fab, and Mercer Mass Timber will train from within or provide a pathway to apprenticeships to help employees develop needed skills. The City's Economic Development Department is actively worksworksK49 to recruit employers and match them to employees who fit the needed skill sets. Attracting quality employers and jobs to-4w...... ;;.ice..... . �4eaFg2irovvi de �4Gf� e I[�gneopportunities for residents that allow them to afford rent, and ideally to....a„ir„�p iiirp„diem e iin home ownership in our community. Employment options that provide a living wage are critical to reversing the trend of households being priced out of the market, which is directly related to increasing homelessness peel �. For other individuals who are homeless or on the verge of homelessness, increasing income means applying for benefits such as Social Security Insurance/Social Security Disability Insurance or Veterans' benefits. Connecting eligible individuals to the SSI/SSDI Outreach, Access, and Recovery (SOAR) program or Ware Law Offices for assistance applying for and appealing rejections for Social Security benefits is one avenue to help connect some people to additional income. Recruiting SOAR or legal assistance providers to set up shop in the Valley would help make the services more accessible for those in this community rather than requiring them to go to downtown Spokane to receive assistance, which can present a significant barrier to some of those who are eligible for benefits. Referring Veterans to Goodwill's Supportive Services for Veterans Families (SSVF) program an'dwwwwlINeAV hcaire for If Noir 6l Ss Vets III N�"II N„ � is important to ensure that any veterans we-wraywwwork with are able to access full benefits they may be entitled to, including housing assistance. In any case, having staff dedicated to making these connections with clients, and referrals to the appropriate services, is critical. Develop Senior & Assisted Living Housing (Including Permanent Supportive Housing) Many of the unhoused individuals the City encounters are living with disabilities, are unable to work due to age or other conditions, or have significant developmental or psycho -social impairments that make finding and retaining a traditional apartment unlikely. During the 2022 Point In Time count, 31% of all adult respondents self -identified as living with a serious mental illness, as compared to 4% of Spokane County residents estimated to be living with a serious mental illness in 2020.12 These individuals are statistically overrepresented in the unhoused population and are often more vulnerable and at risk for negative outcomes. Getting these people into housing that can meet their needs is critical for t„h„' 1 long- term stability. Dedicated senior housing is needed to meet the needs of Spokane Valley's growing senior population. Demographically, the Valley's senior population is growing as is the need for affordable and safe options that meet the unique challenges faced by seniors. Assisted living facilities that provide services on -site are critical to help seniors age in place and avoid the need for more intensive and costly housing solutions, and to prevent them from becoming homeless. Assisted living options for those under age 65 who live with mental or physical impairments are also needed. Currently, there are very few options for those who need these types of services. Requirements 12 Point in Time 2022 - Draft (arcgis.com) E] Spokane Valley Homeless Action Plan (SVHAP) for providers of assisted living facilities can be complicated and require a specific set of skills and know- how that make it challenging for new providers to come online. Incentivizing exiting providers of assisted living facilities to expand and take more Medicaid -eligible clients may be a faster and more efficient way of bringing additional needed beds online. Permanent supportive housing (PSH) is one option that aims to provide more intensive services in housing. PSH is subsidized, leased housing with no limit on length of stay that prioritizes people who need comprehensive support services to retain tenancy, and utilizes admissions practices designed to wip lower barriers to entry #aR GU[Cl I4e..i, If4Ga[ Ida G:4ieiH &ub,,464ecl G FeRta[ 4GU4Rg, especially g related to rental history, criminal history, and personal behaviors. Permanent supportive housing is paired with on -site or off -site voluntary services designed to support a person living with a complex and disabling behavioral health or physical health condition who was experiencing homelessness or was at imminent risk of homelessness. IF�iriai iG i%GvkIg.. i44a..4GU4Rf!,..tG � �� i t li � �� iii W airicl be a I he gqgus V,o..Jh6IIp. V,he....irespudeint I ecoirne a successful tenant iHiri....a ��,��s!iHi��g v�.�:�i��oiwvr�i��., t.g..improve the resident's health status, and to connect the resident of the Ihousing-with community -based health care, treatment, or employment services. PSH is one important option that can help provide stability in housing for many of the people in our homeless response system. However, it is not designed to provide many of the more technical or clinical services needed by those who live with significant disabilities, including possible mental health disorders. To serve this population, more intensive assisted living options are needed. Create/Support a Housing Crisis Hotline While the state-wide 211 resource line can direct residents to local resources, it is not a Diversion service and is not equipped to help tenants at risk of homelessness navigate the often -complicated landlord - tenant legal environment. Creating a housing crisis -specific hotline or bolstering the current 211 program with diversion -related resources and expertise could be a relatively cost-effective way of supporting those at risk of homelessness. The Tenants' Union, Northwest Justice project, Northwest Fair Housing Alliance, or one of the dispute resolution centers in Spokane that assists with eviction mediation could be potential partners to assist with this type of hotline. 10 Spokane Valley Homeless Action Plan (SVHAP) B. Reduce Homelessness: The second objective of this plan is to reduce current levels of homelessness. Because each individual and family experiencing homelessness is impacted by their own unique set of needs and challenges, multiple strategies must be employed simultaneously to achieve this objective. i IkrRg4aIrtaF�t to kt49wL9dgo t4at tihere are significant differences in how certain populations are represented among those experiencing homelessness, ,..wll� ..IMolrolrw mlI rrlr�a those that are willing or able to take advantage of existing interventions. For example, while those identifying as American Indian, Alaska Native, or Indigenous make up approximately 1% of the County's population13, they represented 7.8% of all those counted during the 2023 Point In Time (PIT) count. Those identifying as Black or African American comprise 1.75% of the County's population, but 6.9% of those counted during the 2023 PIT. Further, of all races/ethnicities identified, those identifying as American Indian, Alaska Native, or Indigenous were the only group with more unsheltered homeless than sheltered homeless..JnAMudual p. SVa uspV cs r6lHle.cl . Icy Y2III2y,s . a a a ro a r N �� 1 �� 1 r b.w..w... .. DIY"�11G�" G�""r"r U'DU�uIr�"rUd", U u�"r:UIY' DIY"�11.IrII"nG�" r,U.I.�"11U�U" U ap .0 II"....nr,�Irnl��..�" nII/W'"" �� '"'lllYliU" rIIIY"�11II '��Ir '�Ir&.n......p IIIYli '�' '�.� data, i"U"D... x rlr I II N Mtsulle rrlr lly i .y"/" of yl rrlk rlr w�Cull y'sp IrespHcintsp Henfi y as INl�rd y,8% o ��IIII �.I��ose suir�✓U� e Ik�y y rlkrlr 2IIIOy's outirea„ch teairn Heln:tffu.e.d wswwB.11wack. And :u,lho.s.e ily_dei�Vuliy! g ." cain Illri��.! ro a I Irk �� p.... Ir�ll Ir II . I �� Irk ...�� p a.... Ngu,ll„VeN or InQ IE20.GDg"p gIYe.IYG"^pIYU"^"p.G"^gueQ In IYli u�Dw�D....r:Ulrn&� ....2....y".y "r �U'DIr�11�" G�.�".�"..��D��U.�„r,U II�DIYli at r,U Irr,U;e that Is IrnoIre.:.hr;UIY.. hMs ce of the splhaire of UKI sp g[qr :jl 'un the With this knowledge in mind, it is critical that we look at any possible interventions through a lens of matching resources to the unique needs and experiences of those we are working with. For example, if we know that more Native Americans sleep outside than in a shelter in the dead of winter, it should inform our approach for creating shelter spaces that are welcoming and approachable for all populations, and t"Ue'uvir)G"s of UntelivenfioU"ls that are effeG'Hve. The transition from homelessness to being stably housed can be seen as a continuum, with certain interventions and resources needed in the initial stages of the process, while different resources and interventions Ar.efleeded at later stages Uffl.Tla t6l , t,h~s g 2grl us that those we serve Ibecoirne or reirr4l ire ,puaUly tsqg�pU d, wEtju.c.b Irinealns they wlr� not at Nsk ol'„Ilosit g V;Ib2it Ihojspuing The following strategies outline interventions and resources that cover the length of the continuum, from initial engagement of unhoused individuals to stable long-term housing. Short -Term Interventions The first spter� 2fRe Cl M the continuum of homelesslr]es s to stably housed is to make contact and connect with those experiencing homelessness. This is not a one-time event, rather it takes time to build trust and work through initial barriers or resistance before progress can be made. Below are several critical components needed for successful initial and follow-up contacts. 13 Spokane County. WA I Data USA 11 Spokane Valley Homeless Action Plan (SVHAP) Outreach and Case Manaaement A unified street outreach approach is critical to ensure that those who are unsheltered are identified, directed to emergency shelter or other services, and receive ongoing engagement and case management. Outreach teams can be comprised of homeless service providers, law enforcement, mental health and substance use disorder professionals, and code enforcement staff. Pairing mental health professionals experienced in crisis management with law enforcement is an emerging best practice that can help triage the crisis and deescalate potential conflicts. A multi -disciplinary approach to assist individuals to move from the streets into emergency shelter, transitional housing, or permanent housing can better respond to the complicated and layered challenges faced by many people who experience homelessness. Homeless outreach serves peveir41 differelY t ulY'w°wp2irtaint FL.i.n.c1loin p 011tireach teaiYn p cain lhdllp tluwe....�ft.y. re ppgo 2 w;rringiU:yj ly coinceirin p rrwli eIYwweIry,eul ulw eat, ..fi Illpuiing to rrw w w wr y IplrrrUleiin p..lbefore....they c2:JlW ,Iron unto Ilairg ^Ir ggglfty of IIlfe issues. ilbe C:ut ' p out..g.y.cb t eaiin is ciruhca; l fg uyroqlEY g lyeqlpl off the streets lint r... pluuell eiE, tireatirnelY t, or polrwwy^ otherr: Ineeded iint.efveiYu� oin I hey ouutlr�^rr�ch te.a. phi rrwll per plr2yw ides pU.up„Ipllues. hull e Ibg p rr p! p, wdwwrrJlteE' gird wYrrwlruww w;ll2tluuuiin g iin the w inleir wlhein Irweeded, as well as a p pi plrrwuuw;e iin IIli e.. I�ulrprrw elYuulYp„y pft ual oin p Ilull<,y Ip2Eri r.r p of pytlreiinp cdId. I luup plruuwwrrwirry f ulrus;hoin of the ouutirerrwch tr ga._jt�w��L!gyuu,...iis o c � � , pelru�IYus l lYuy IuurrlY�w�II� p pir�Ie p p,.. .� � � rlrwlYwuw�ww�Mw�wul u � I�r.pw� aii...:to coinlr„� ect th„eiin to Ibettelr opj4 loin p...aindwbe t,IV.e first tep...2ri2 111 L,_pw th firolrn U.uuplhouu ped to pta„IUly tMused.,.. li is iiii 22!ilwlYu luurr luue ii y w Iruwjg.0 e pE2yuidelr ph.Q.lIdirug �2rjj[wgEjw fir, o ut.r..e u.ch pelryiic p air : woirj<liiruy, jgwru„gEd p. the....plhaired y,rrrrwll 2 Ir d.Uw!c..u!p[,....L!2Mf_ll p El p p.... This- IinealrIs....tlial t.b.e hoirnele p p outireach teaiin p IY�wU.w p..� be coo dlinatuu„�Ig gi2d..� 21Y°w°wM,g,Ducahu„p„y, wV.lth otheir outire.a..cw� a..nd I�u��rlY�.wele.sswwseirVi es y.Egyr iders thirou, gt, Ir yLuwllrr� lr effectilve case ..�...rr2 rYIe. ww1s that oVtIY.e.w_1 "errIYYrrlre ne"VIrIIIUg 2.r2QVlllreQQo"U„IYYeIU"rr"IoI" r Ip.11rrwwe tL2 rr pp.lrrrplrurr ly [w..aw. pliuuy, uw w wwIff[' Vice Irek rLa.lmm thiro up,t:1. the coii iin ulr„�uuty' p C.00ra iin wted Il irullry. py plelYww rrwlYua .�� a u ut w Il wwrr IYuI uDI.QE .atl in..uuywwtJwuy^ C oinflm..LJu]pty IMgEugy,egwyint IIInfoinYnaboin y pleiin II�IIIy • Data co.Il.e.c 9 Illy 2!jj!:t.a.c..h_teairns is ylru�ucarr l to lnf.a�rwlw~] a�Ie Ii pioi a Irk rrwllllwrS2t� ioiD, per aii'E. w rrJ, <uYup, rrw Y ua�' Ire prr U.0 r°e,,,,,,,,, 2Et ly w:o.n.tracted ter 1plr'o ld,e_o,u_tirerrwch w;erVic p IYwwU.w pI also be w UllUiiryg rrwEY d 2tIV 2 t 2 [29L di[2 1 UIYu robust data c6lllew;lorrin...eff.olrt p Cgirlr�^indy, twurw pr2c°41 wu2wu Aker p Ilroiin ylrwr2l<gwn� e Yglllley pgwrjr er p...rrwii r ige yprrll<gwn� e �Crrwllley [161Iice offlc2ir p' jy1ide outireach a......G ,n II IY"U ..� D ware I IGDw�wewl Ir I UI n I� rr lrw rwwlla n w& .n& n& Ir Vice„n„ rrnlly lrruulr dgy p dUlwru_I the week.. TTIese efforts coit lld be w;mrrwlrUde ... 2 plrovw ide sir' ric p evelru day n rrw wYwrwrll<. yy E.E4l.!P.:Ig....2....pp.y.Ed...,211til:.p".a.yl�.I...:tp".a.irn.. S l V+,F.q . w w l lr I u Ir lrwee I w:Wl w w t t w li w w w w w i l lr , .. 1 u y:IM y [ea4m44ff44y ..0 u v r l :l a �4e e Rg G.alk[e d t4e...4°�y 1=lU.dd .Y' ,a the iteaFff"� &eFvwe ok'4 FF" &REat4pip...IFele" :t a . 4A4PIrS a& e1ys '�I..°ice"�v�IHr�lhe IhhUlY-w�M�ll��.�v,}eeU~�Il.pa"v,vUd",ram..{I-'l�l�"I�""11=AS�Ih�v.. �'e.�heU-It"v . Q�y ..IF�we...��eew�w�ylr-wr�us.e�wlys�well-wy..wusydl=wsI.II��.wus�uyll-e��Y�1�� s�eu�n-w��w.u�e..�1� IWwler��.11=wr.ew�r�rw�tr�w1~I��Y��Ik�e. ... I U . vl v .�4e G ..hhh eC I U ... � e. v v. 44s,...Ihw ei r ".. 4at :4W .4ffA leSS 12 Spokane Valley Homeless Action Plan (SVHAP) y.w,.... 4 e.r rerIui.iHFQd dGr WiR+@Ry r944-..641Gh-a&- 49tg- P �....S4264 .S@r;uF4afG,*d.�4at a4pe PwG@r;F A4P r fiei F411= s �, Wfiw#w . n n r r n i YIP°ice r :.:s ...11- ,..C-s r �w.r..4�y �.s- 4 hqu4ngYapd „-erns III& 'tk ar+G (-* ...r &R�e ti eati 14, IFWPE16 &R4 .. tI4p Wr .c.e. µ µ ,55�. .rµe...re.r srrrce.rµ.w The current 211 system or a future Housing Crisis Hotline could be another option for a first outreach contact with those experiencing homelessness. Through a hotline, callers coUld..:c.a.Rget direct information and referrals to needed services like emergency shelter or treatment options. Better advertising the current 211 resource and making sure it is widely available would be a relatively simple way to help direct some people to first -step resources that are currently available. Emeraencv Shelters and Hotelin While outreach teams are critical for 4iric4Fg flrs.t coin ac uirn.(( g !]d ....eiDggjjj.D(( people experiencing homelessness throughout the community, there needs to be a place for the people to go for, theirn i,6li V;;tI ey �,e to move along the continuum from homeless to stably housed. While Spokane County does offer a variety of shelter options, none are Ilo.c.al_y^d in V,Ir e!!. a,;,iity o.f.Spokane Valley. Since data collection for the City began in May of 2022, we have learned that about. 5076% of the homeless individuals contacted by our outreach team were last housed in VaIlley, which is why +ey it gi rjy of t, eirEr prefer to stay 414 (-'4tytr eire. For these individuals, the distance to resources and separation from their community is a major deterrent to using existing shelter options that are located outside of the City. There are others who actively avoid the City of Spokane's downtown core, where most shelter and other resources are located,, due to concerns for safety and drug use/availability." Furthermore, as evidenced by the 2022 and 2023 Point In Time (PIT) counts, the number of the unhoused uindrydqa p in tfre-Spokane FPgif-) CoLJn�yexceeds the number of available beds, �:�FW19r�wr�lh�uCh irne��ins there are often challenges finding available bed space,.e rjy, ii2!l y �j. ruing r°rrlld �„iiirnVeir iryi„grin Ih The City has adopted regulations governing placement and operation of emergency shelters in chapter 19.45 of the Spokane Valley Municipal Code. Emergency shelters are allowed in the Commercial Mixed Use, Mixed Use, Regional Commercial, Industrial Mixed Use, and Industrial zones, and cannot serve more than 20 individuals at any given time. These services must also be at least one mile apart from any other emergency shelter, rrr--emergency housing, or Transitional Parking YieirviG41ocahoin. Chapter 19.45 SVMC was designed to mitigate many of the negative externalities that stem from tine overcrowded low -barrier shelters. The aim is to create smaller, more manageable, and less chaotic shelters that also have less of an impact on the communities where the shelters are located. An intermediary step to year-round emergency shelter would be a temporary version set up in response to an emergent and time -limited threat to public safety. Typical scenarios for this temporary emergency shelter would include excessive heat or smoke in summer months, and dairr„go� gu„jsly cold temperatures in winter months. Setting up a temporary shelter for winter months7 or r gE�i ing extended summer 14 During the 2022 PIT count, 44% of unsheltered respondents indicated that "safety/fear of violence' was a primary reason for not accessing the regional shelter system. 15 Point in Time 2022 - Draft (arcgis.com� 13 Spokane Valley Homeless Action Plan (SVHAP) heat/smoke events would be less expensive than a year-round shelter option and could be a good starting point for the City's shelter system. Such a temporary shelter could also be employed for other less common reasons, such as sheltering residents after a fire or other natural disaster. Chapter 19.45 SVMC also allows the City Manager to authorize the operation of a temporary emergency shelter for up to 30 days in situations where an immediate life, health, or safety concern exists due to unanticipated or severe environmental conditions. The city manager may authorize an extension to the 30 days for a specified period of time, if the city council has adopted a resolution pursuant to Chapter „38,j , RCW declaring that the conditions which gave rise to the operation of the temporary emergency shelter continue in effect, and constitute a threat to the life, health, and safety of the residents of the City. Temporary emergency shelters authorized by SVMC 111,.E .45.0',',',', 0 are not subject to the requirements of Chapter 1119...45 SVMC. Emergency hoteling is an option to provide vulnerable individuals with immediate shelter when health and safety are at risk. This option is particularly important during winter months when cold temperatures create deadly conditions for those who are unhoused. A hotel can also be a critical tool to get someone into a safe space immediately while providing time for follow-up case management to occur. It is one necessary option to include in a comprehensive response to homelessness, albeit an option that cannot be used in all situations, or for extended periods of time. Day Drop -In Center Day drop -in centers are the final component of a responsive and comprehensive shelter system providing a space for unhoused individuals to find rest, resources, and services in one location,,It is key to recognize that a shelter, whether overnight, temporary, or day drop -in, is a place where outreach workers and case managers can connect with those in need of services and make progress towards housing goals. Day drop -in centers can also provide critical services such as showers, laundry,„ ��rieir.vice&..and gear storage. According to data collected by the City's outreach team, approximately 10% of those experiencing homelessness in Spokane Valley are employed. For this group 2 lqri those who airu� looking for employment, applying for housing, or even just seeking to attend appointments, the ability to be clean and wear clean clothes is critical fo"rwsu�ccess. Further, getting to a job or an appointment while carrying all one's belongings can be a serious challenge, especially if using public transportation. A day drop -in center can help to address this critical gap in services, while at the same time providing a needed emergency heating or cooling location during inclement weather. Providing a space where those experiencing 11p„q„iCD61 ^s;piness can be during the day to utilize services and connect with case management is not only important for helping to transition people out of homelessness, but it is also a benefit to area's retail locations, neighbors, and public facilities. A day drop - in center can help mitigate the impacts of loitering, or the use of public facilities like a library as a refuge when no other options exist. Transitional Parking/Camping The purpose of transitional parking or camping sites is to concentrate both the needs and services into fewer locations to make meeting the outreach goals of contact and follow-up more lfeasul ll.epe-5 i 4e. 14 Spokane Valley Homeless Action Plan (SVHAP) Currently, individuals who live in vehicles are continually on the move to avoid issues; or if they do not move regularly, they can become a nuisance causing safety and health concerns for nearby neighbors or businesses. Illegal encampments present similar issues where individuals find out -of -the way locations in areas like the Dishman Hills or on Department of Natural Resources (DNR) property near Mirabeau Meadows to set up camp. The accumulated trash and hazardous waste are a serious health and safety concern, creating an environment where nearby residents feel unsafe. In other cases, a person may choose to stay on the move, sleeping in doorways or other protected locations for one night at a time, leaving in the morning when the business opens, for example. In these cases, locating the individual to offer and follow up with services is challenging. The creation of transitional parking and allowable camping sites serves to accomplish several goals. Camping sites would be an immediate solution when there is no shelter space available. Transitional parking is beneficial as it allows for a temporary place for individuals living in vehicles to safely park until housing can be secured. There are significant benefits in terms of mitigation when multiple individuals are staying in a single area rather than multiple areas throughout the City. Toilets and trash collection are the two most obvious benefits of having a single location where homeless individuals are allowed to stay. The other important goal of this approach is to keep unhoused individuals in one place so that outreach, case workers, and medical teams can locate and engage, and begin building relationships necessary to make progress towards stable housing. When unhoused individuals are constantly on the move from one location to another, it is nearly impossible for service providers to locate and build a relationship with them, or to make progress towards housing goals. There are a number of steps that can be taken to mitigate f&iF potential problems related to transitional parking or camping sites. First, City code limits the total number of people who could use such a site to 20, as well as dictating where and under what conditions such a program could operate. Trash collection and restroom access are requirements, along with an operations plan that includes outreach to surrounding property owners, provision of human and social services, a security plan, and a code of conduct that addresses threatening or unsafe behavior, substance use, safety, and cleanliness. Additional precautions for transitional parking and camping programs could include background checks for participants to ensure the safety of all clients and staff, and a registration system so that only those approved to participate in the program are allowed on -site. Such programs bring challenges and need to have effective management to ensure that they do not become safety and health concerns both for those receiving services and for the rest of the community. The choice is between completely unregulated camping and parking throughout the community as it exists now, and a regulated program with sanitation, security, and services provided on -site. Given these options, it is a better use of limited resources and a more effective strategy to provide a location where the impacts of parking and camping can be mitigated, and service providers are able to build relationships and help move people out of homelessness. Mental Health and Addiction Crisis Interventions 15 Spokane Valley Homeless Action Plan (SVHAP) The County's Crisis Stabilization and Withdrawal Management Center, located at 1302 W Gardener Avenue in the City of Spokane, is available for law enforcement or medical facilities to make direct referrals of individuals who may be in crisis and/or in need of withdrawal management seirvilces. This voluntary option has been a critical resource when the City's outreach team encounters someone who needs assistance with mental health and/or substance use disorders. Having an on -demand facility that can be accessed at any time has proven to be critical in responding to needs at the time they are presented, rather than making a referral for services at some point in the future where there's no certainty 0follow-through. At the Q ir`i!spI..!."pStabilization �: Genter, individuals are immediately connected with housing ..,............ specialists and other case management assistance. While this has been an important resource for the City's homeless response, it is not always available because the beds are often full, deirnoirnstraV, ing lk a&ecl en the growing need for these typ!2 p of interventions. In general, there is a lack of needed in -patient withdrawal management, addiction recovery and mental health resources for those experiencing homelessness in Spokane Valley who need immediate and intensive interventions. This problem was made worse when one of the County's few withdrawal management providers, American Behavioral Health Systems, lost its certification to operate in 2022. Other providers, like Sequoia Detox Centers, only accept private insurance or out-of-pocket payments, making it unaffordable for people experiencing homelessness. Additionally, because #4& GFAianthe Cir-s--s S-ta-_--Nz��V,'oin Center. is located near downtown Spokane, some Spokane Valley residents who could benefit from these services are reluctant to leave their community to access it, so a similar service located in Spokane Valley would help reduce barriers for some who might be willing to access „V;;he„se services. Pet Boarding and Vehicle Storage When someone is ready and willing to enter stabilization, shelter, or housing, there can be a vairunety of. obstacles that keep them from accessing services. --A c� unyl nnnc ,"' a�nva��irc' L �r�n��, y.i.. e location of services is critical, as many of the people we encounter are from this community and want to stay here, or are actively attempting to avoid downtown Spokane where most resources are currently concentrated. FiFGf4 E 4r..-P)�pe4eFo ° � J4ssues related to pets and vehicles can also present barriers to those willing to access services or housing interventions. For many people experiencing homelessness who have pets, giving them up to Yieek pursue services just isn't an option. While some shelters do allow pets, others do not. Stabilization/treatment programs do not allow pets, and many housing options will only allow pets if they are documented service or emotional support animals and have all the required shots and licenses. Providing options for pet "foster care" that can look after someone's pet while they go into treatment or stay in a shelter can reduce a barrier that might otherwise keep a person from accessing needed care. Likewise, assistance with obtaining necessary certifications and paperwork, or providing needed medical treatment and vaccinations are also important for removing barriers for people seeking housing with their pet. SpokAnimal's Guardian Angel program can provide these types of needed services, but capacity is often a limiting factor. Entering into an agreement with a provider to offer these services to individuals experiencing homelessness in Spokane Valley as needed would help address this barrier. M Spokane Valley Homeless Action Plan (SVHAP) What to do with vehicles for those entering stabilization or treatment is also a challenge that can present a barrier to those interested in accessing services. Often a vehicle is the last asset 4 someone experiencing homelessness may tugyo, and uVt can be critical for attending appointments, poIrliqlruPulr g job search, and 21kjg,� lrnulrng employment. Additionally, a vehicle may be temporarily serving as someone's home, which makes giving it up to seek needed services an even bigger barrier. Storing vehicles for people in treatment can present challenges related to security, access, and liability. But addressing this barrier can be critical for someone who is unwilling to give up a vehicle in exchange for seeking services. Youth/Family Services Community stakeholders have expressed a need for a location to serve area youth, specifically older youth. The Central Valley School District (CVSD) operates a Student and Family Engagement Center (SFEC) that provides a wide variety of services and resources to children and their families. This program is intended for families from the CVSD and operates on limited hours during summer break. CVSlYs S11=Ii:::C its a vallu.2allblle Ira�.lralrrr� �a�lr �alrrr�iilliia:rs a:rx e�r'uelmciilm. I a�lrrr�a:rlla:rsslma:rss and hou.2siilm iilmstal iilliit ......... g.... ... p g -- n n y-- SF C provides ateclhinology cen eir, a� otlhiing anal food _Ilbalmlk comlrrr�_u,�nllty iroorn for Irecirea�lla�lmana ......... ........ ......... ......... Qo111m0.Unll �a�hQ"I lln ry i laundry rQ"IriiIIQQ" , anQ alrQ"n lln, classes. A sVirnllalr site that eirves fa111niflies outsI6:1 y: yp ......: ....... ........ af...:th.arC1;r.....d.d...:t.J.�im...11....:f.u...jndii.imgtag the SFECthat would al1ow in to selrve falrniies tlhlra�2gho...2t . ......... ....... ......... ......... ......... .....S a�lkalma:r p ........ Valle. wa�u.211d aiid I u.2lmdlra:rds a�� alrrr�iilliia:rs that alre on tha:r Irrr�alr. ilg'ImS. A dedicated site that provides a safe and healthy environment for older youth is needed in support of prevention efforts, which are the primary focus of the SVHAP. 4r2-a444e-pFGvi,&R g � 1414ftw4M �;7 such a INp center could also provide internet access, homework assistance, and case management to assist with housing, food/clothing, transportation, and legal needs. "In -reach" workers work inside schools to identify and support youth facing homelessness. Volunteers of America (VOA) is the current provider of in -reach services in Spokane County. While this work does include Spokane Valley, increased staffing is needed to meet the demand and need in our City's schools for these services. In 2022 there were 780 homeless students in Spokane Valley, of which 168 were unaccompanied by any family or guardian. A dedicated in -reach position for Spokane Valley youth is needed to best serve these children and their families. Family Promise of Spokane began a contract in 2023 to pilot "in -reach" school - based case management positions at University High and East Valley High to work with students and their families experiencing homelessness or housing instability. This is a positive step for serving Spokane Valley children and their families. Dedicating space and resources (including "in -reach" positions) are critical as part of up -stream interventions that will benefit Spokane Valley youth, as well as have a positive impact on long-term trends related to homelessness in our community. r, r, N Services that are focused on stabilizing families with children and homeless youth are critical for an up- stream approach that seeks to reduce future homelessness by providing needed interventions early in a 17 Spokane Valley Homeless Action Plan (SVHAP) child's life. Children who live through homelessness are at much greater risk of having traumatic experiences that are associated with a variety of negative outcomes, including future homelessness as an adult. Not only is it far better for the health and wellbeing of children to address housing instability early on, but it is also better for the community that must deal with the long-term implications. Relocation..................................................................................................... Medium -Term Interventions Initial engagement and relationship building are the first pieces of the continuum from unhoused to stable housing. Stabilization and transitional housing are the next pieces. Once contact has been made, shelter has been provided, and a connection to relevant service providers has been made, the next goal is to transition the individual to medium -term housing solutions where they can stabilize and turn their attention to next steps that are needed to achieve long-term housing stability. Transitional flousina Providers Transitional Housing (TH) is defined as a project that provides housing and supportive services to homeless persons or families, or other displaced individuals or families in need of protective shelter, for up to two years with the purpose of facilitating homeless or otherwise displaced persons and families into independent living. Detention and post -detention facilities, hospitals, psychiatric and/or substance abuse and secure community transition facilities are not coinsdeuce i transitional II NJ,, ousing. TH can take different forms and target different populations. For example, some TH providers serve families and others may target men with a history of incarceration or substance use disorders. TH is not emergency shelter, but is also not a long-term housing solution. TH provides people with an opportunity to make progress towards goals related to long-term housing stability such as building a positive rental history, securing needed documentation, obtaining employment, accessing treatment interventions, and practicing living in a space close to other tenants. Many TH services require tenants to pay rent, but generally at costs below average market rates. While tenants are required to sign a rental agreement, these agreements are not a traditional lease and do not confer the same protections. For example, most THs are "clean and sober" locations so a tenant can be forced to leave for using alcohol, something that would not be possible with a traditional lease. 18 Spokane Valley Homeless Action Plan (SVHAP) TH generally includes access to additional supportive services to assist tenants in making progress towards long-term housing goals. Some innovative models pair housing with programming, job training, and supportive services. One local provider manages a non-profit network of clean/sober houses that includes health and wellness programming, alongside a for -profit contracting business. This model serves hard -to - house program participants by combining an accessible and healthy living option with job training and income. The need for this type of programming is evidenced by the rapid growth of the program, and extremely low vacancy rates for their housing. Bridqe Housing The Salvation Army's Way -Out Bridge Housing Program (TWO) provides shelter and services to individuals who are stable and ready to move forward with housing and other long-term goals. Sobriety and self -care requirements make this a high -barrier option that is not available for those who may be struggling with substance use disorders or who are living with significant disabilities. This option provides a relatively calm and orderly environment for those who are ready to find employment or who —a —re applying for housing. This service is not a good fit for many of the unsheltered homeless individuals living in the City, but it has proven to be useful and effective for those who are able and willing to comply with the program's requirements. Like the Stabilization center, TWO provides housing navigation and other case management to help clients successfully plan for next steps. Because TWO is located near downtown Spokane, some Spokane Valley residents who could benefit from this service are reluctant to leave their community to access it. Additionally, because this service does not allow animals, some clients are reluctant to enter a program that would require them to give up their pet. Creating a partnership with a local animal shelter to temporarily house animals for those seeking treatment or transitional housing would help increase the number of individuals who could take advantage of this option. Homeless System Housing Referrals Other medium -term options are accessed through the community -wide Coordinated Entry (CE) system. Housing and homeless programs that receive federal, state, county, or municipal funding from the City of Spokane, whether directly or as a pass -through, are required to participate in the regional Coordinated Entry system and submit/accept referrals through the Community Management Information System (CMIS). This includes the Salvation Army's Way -Out Bridge Housing program, rapid re -housing programs that provide short V .....:............. I44ousing, and Iplaermanent irLr�ri move -in an rental assistance ��ransitiona I.... ""supportive II housing programs that ...-h6llp house I'air4Mdi,4ls wfth disa iNo-des and a lNstory of chiroirN c Ht& YAiiq,rGirtc... GIFI&lFte u";a.Y^ irRaRrugirReFA aRCE4�F o1i4iGe&•• Ensuring that access to the CE system is available thirouglh...2r:jjiregi h V,ewris or a A�Ie rpp!�uli c ireroUirc bu„I, and that Spokane Valley residents who need it are receiving referrals for appropriate housing interventions, is critical to help unhoused individuals make progress on the continuum from homeless to stably housed. Housing referrals through CE can be placed by outreach teams, shelter providers, case g parking/camping y p-• s ��Ii:If, or by youth/family service managers for transitionalsites ��i,-ru day drop -in m center,,, providers. 19 Spokane Valley Homeless Action Plan (SVHAP) These housing referrals are one important tool for helping those who are unhoused to access stable housing and begin making progress on other stability -related goals. Most housing options accessed through CE (apart from permanent supportive housing) provide medium -term assistance. After a period of time, the tenant is expected to take over responsibility for the rent payment, or transition to other long-term housing. These interventions are designed to help provide an intermediary step towards long- term housing stability. 20 Spokane Valley Homeless Action Plan (SVHAP) The Coordinated Entry System Map: ingles, Families, Th.e,,, is a o-d Car c,re.t a hnu, ing sy,ta for y-th and Yraudrrg adults etern�rw d"d Youth h h in, t n n,dinat,,d ent,W e s r . r!etnte ,, egw nprpsvojxiatm enter tlu sYstem It—ing crP ion , axnd n f—', - ir—nntion t rMr th— ewkhng 4" ituti.. n D-1 not need shepter tanlght ��.111�1�11111111111111111111............ w . Need, heVter tonight mlj�unn nunuuuummomuoomuuuwmwmmi Asses dot 6t needs Needs he8ter 111Il�alali%�l�ri�%i�lliiillliiil�l��ill�l�lll �f tonight Highest needs, _ble to maintain pausingm thout ongoing SCP VkC4".5, *.UI)SdY Long -Term Interventions Long-term solutions to reducing existing homelessness are essentially the same as the strategies needed to prevent homelessness from occurring in the first place as outlined in section A of this plan. Below are several additional strategies that are often used specifically, although not exclusively, to assist those coming out of homelessness. Foundational Community Supports Foundational Community Supports (FCS) is a program offering bf,'Re�P45- :::f&Ire supportive housing and supported employment wi~»wi~»w'ust.a.n- for Apple Health -eligible beneficiaries with complex needs. Amerigroup Washington, Inc. works with housing and employment providers to help clients find and maintain jobs; acquire stable, independent housing; and gain the necessary skills to be successful. Most of the houseless individuals encountered by the City's Outreach team are eligible for this program, although there is a process for requesting and receiving approval that can take up to several weeks before assistance can begin. Once approved for services, FCS Housing Specialists can work directly with clients to make progress on any needed goal related to long-term housing stability, including housing assessments, identifying housing resources, support obtaining a lease, independent living skills development, landlord relations, and crisis management. FCS Employment Specialists can assist eligible clients by providing vocational/job-related 21 Spokane Valley Homeless Action Plan (SVHAP) discovery or assessment, planning for employment, job placement, development and coaching, and building skills for negotiating with prospective employers. Supportive housing and &upFairtqrl employment services under FCS are managed by a single statewide third -party administrator (TPA) contracted by the Healthcare Authority — Amerigroup Washington, Inc. Providers of FCS services contract with the TPA and are reimbursed on a fee -for -service basis. This means p g u" y operating in the City, or that FCS services coulde added as an additional rorams � i, resource to as a stand-alone service. In either case, working to make sure this resource is available for Spokane Valley residents will provide an additional support for those seeking housing and employment assistance. Housing Vouchers Housing vouchers, currently provided through the Spokane Housing Authority, are another tool that can help promote housing stability. These vouchers provide ongoing rental assistance for qualifying individuals. Some of these vouchers come in the form of units that are set aside for this specific use (Project Based Vouchers), while others provide rental assistance to tenants who can find their own unit within the market -rate rental environment (Section 8 vouchers). The primary constraints for use of these vouchers are two -fold. First, there is a long waiting list for those who are eligible to receive a voucher. And second, just because someone has received a voucher does not mean they can necessarily find a unit that will accept the voucher. With increasing rental rates region -wide, vouchers often are not able to cover the cost of rent. Additionally, some landlords are unwilling to rent units to those who hold a voucher. It is illegal to discriminate �R..h s~u"ks4if?;-against those who use a housing voucher, but it does still occur. These constraints aside, housing vouchers can be one important tool in helping eligible households find housing stability. Making sure that these programs have a footprint in Spokane Valley to help connect our residents with this resource is critical. Additionally, encouraging housing developments to set aside a given number of units for voucher holders is also critical to ensure there are avafl46[e sulilhdd eir t units avaIaUleta paiH ,icily u ` Hotel/Motel Conversion One strategy to create additional affordable units for those transitioning out of homelessness and/or in permanent supportive housing is to purchase and convert existing hotels/motels into units suitable for long-term tenancy. The Department of Commerce has made funding available for this specific purpose through a rapid capital housing acquisition program. The benefit of converting existing hotels/motels into permanent housing is that it takes far less time than constructing a new sti uchjre ulffli g, and rehabilitation of an existing property is also generally much less expensive than new construction. Additionally, hotels/motels are generally already located close to public transportation and other services. Converting hotels/motels can be doubly beneficial as it provides needed units for those transitioning out of homelessness while also improving blighted or nuisance properties. The challenge of hotel/motel conversion comes from the ongoing operations and maintenance costs associated with this type of housing. This type of transitional housing needs to be 22 Spokane Valley Homeless Action Plan (SVHAP) paired with robust services to ensure those transitioning out of homelessness have the support they need to be successful, and to help hold people accountable. The ongoing costs of service provision and maintenance would need to be factored into any plan for hotel/motel conversion. C. Improve Quality of Life: Improving quality of life for both housed and unhoused Spokane Valley residents is the third objective in this plan. Homelessness creates significant negative impacts for both those who are unhoused as well as the surrounding community where they may be located. Substance abuse, mental and physical health issues, and personal safety are critical issues facing those who are unhoused, while the surrounding community may see increased garbage and litter from encampments, increased crime, and loss of use of community facilities that are beiRf, U&ecl faF°Vakeirn over..jby encampments. The third objective focuses on improving the quality of life and reducing the negative impacts for those experiencing homelessness as well as the surrounding community. Day Drop -In Center Currently, the City does not have day -time shelter space located within the City, or that is specifically dedicated for use by homeless within Spokane Valley. As a result, the City's homeless population generally congregates along business corridors, parks, riverbanks, and other areas of both public and private open space. Further, given recent legal developments, the lack of available dedicated space can present difficulties for enforcement of the City's regulations governing use of public spaces. Providing a safe space for individuals experiencing homelessness to go during the day will benefit both the larger community and businesses as loitering and other related issues such as littering, „Ip,2p2[i y crime, and used drug paraphernalia will be reduced to fewer locations. Those accessing the drop -in center can more easily be connected with services and case management needed to move them towards housing. Day drop -in centers provide the needed support that people experiencing homelessness require to access a variety of resources including: 1. Health care coverage, food assistance, etc.; 2. Permanent housing referrals; 3. Emergency shelter referrals; 4. General case management services; 5. Employment services; and 6. Disability assistance In addition to connecting individuals to resources critical for exiting homelessness, day drop -in centers also provide a critical space for those who are unsheltered during hours when many overnight shelters require patrons to remain off -site. Manyest overnight shelters require patrons to leave during daytime hours and check in each evening to secure a bed for the night. Some shelters even require that patrons leave the immediate surrounding area during daytime hours. This presents a serious problem for shelter patrons who have nowhere they can go during the day, especially for those with health and mobility issues and during winter months or inclement weather events. Day drop -in centers are also a benefit for 23 Spokane Valley Homeless Action Plan (SVHAP) communities near shelter locations, which often struggle with the daily influx on sidewalks, parking lots, and parks, of shelter patrons who are required to vacate their primary residence each day. The City has adopted regulations governing placement and operation of day drop -in centers and similar emergency shelters in chapter 19.45 of the Spokane Valley Municipal Code. Generally, such uses are allowed in the FMR, CMU, MU, RC, IMU, and I zones, and cannot serve more than 20 individuals at any given time. These services must also be at least one mile apart from any other emergency shelter or emergency housing service. Encampment and Trash Clean -Up The City is committed to cleaning up homeless encampments and trash on City -owned properties. Additionally, the City is active in various clean-up efforts within the City on both public and private property. The City actively works with the Department of Transportation, Department of Natural Resources, local water districts, Spokane County Parks, and Union Pacific/BNSF Railroads to enforce clean- up of camps and trash on their properties in and around the City. However, when cooperation is not effective, code enforcement has played an important role in compelling partnering agencies and private landowners to address trash and camping on their properties. City staff have regularly assisted in these clean-up efforts to support our partners as they struggle to address encampments and trash on V;,Ih61 p1rG"2 G"^IruIIG"^„"nil 4ik"&e wJirea.,s. The City provides several avenues for residents to contact City staff regarding encampments,, ap„I�„p2„2„00„9 and trash. The City's provides a web portal to allow citizens to report homeless or trash issues to the City. The complaint form is currently located at httpse//www.spokanevalley.org/311 . The City provides contact information through the resource guide distributed to partners and residents, as well as through City and partner websites and through walk-in inquiries. City staff regularly fields calls and website submissions from concerned residents related to encampments and trash, and will continue to provide timely and effective responses to community concerns related to this issue. The City has also created a phone app used by the City housing and homeless team, code enforcement and law enforcement to document encampments and trash. This tool allows users to log a location and status of a specific site, such as an occupied camp, abandoned camp, or trash. The app tracks which camps have received 48-hours notice to vacate, which sites are ready for cleanup, and which sites have been cleaned up. This is a valuable tool for documenting issues that need to be addressed, and also improving our understanding of where common encampment'hot spots' are within the City. Business Community Outreach and Information In response to conversations with local businesses and the S1p 2kgrje Valley Chamber of Comiimieirc , the City 2;2 2GFk� Hi1g WW4 Ia 2..- RfaFeei%eirA tGhas' developed, a guide for businesses of best practices and tools to address the impacts of homelessness ER:4.1+...b+kr! FW,1&&. This resource includes two areas of focus. The first is information about preventative measures a business can take to mitigate potential impacts. The second has to do with tools that business owners can use when they encounter problems on their property related to homelessness, such as using the City's reporting tools to get follow-up from the 24 Spokane Valley Homeless Action Plan (SVHAP) homeless outreach team when needed. This guide will be distributed to all businesses working with the Valley Chamber, helping to expand the reach of the City's outreach efforts with local businesses to address the concerns they face related to homelessness. In partnership with the Valley Chamber, the City will continue to organize informational events with community stakeholders to express concerns, receive information, and build alliances. An intentional and ongoing effort to engage stakeholders throughout the community, including businesses, is a critical piece of the effort to mitigate quality of life concerns related to homelessness. D. Government and Legislative Advocacy: One final objective of this plan is to advocate for robust and ongoing legislative advocacy at local, state, and federal levels. Many times actions taken at the Federal or State level, whether legislative or in the courts, have a significant impact on how local governments can plan and implement important actions. In 2018, a federal court ruling, Martin v. City of Boise16, set significant restrictions on enforcement of public loitering and camping laws, generally identifying consideration of shelter availability when enforcing certain criminal provisions related to homelessness. At the State level, homelessness prevention and reduction has increased in importance, and more programs have been created and funding made available. However, in many cases the resources and funding come with requirements that not all agencies will want to agree to, such as weakening zoning laws and mandating certain types of housing. Ihi[e gppI rop[�i ate t.'f=he City should consider advocating w4eFe of4Fwatrr4:t or changes in state and federal law and for funding programs where such changes or funding support elements of this plan. The City should also consider regional cooperation and collaborative efforts to address homelessness as they may fit within the elements of this plan. Cnnrlusinn As stated in the introduction to this plan, the City's top priority is preventing homelessness from occurring p ��e it Irj.�;r„rprptlL.),Ie. It is the City's position that preventing homelessness is the most in the first ace...."P....�.��......�....f"........ effective way to address this growing challenge. Focusing up -stream to address some of the root causes will help stem the inflow of those experiencing homelessness. Further, we believe that preventing homelessness from occurring in the first place reduces the amount of human suffering, trauma, and negative outcomes often experienced by those who live through homelessness. However, we understand that homelessness does exist today, and that it results in significant personal and community costs for all those affected. Therefore, we must also work to reduce existing rates of homelessness. To do this, the City needs to ensure sufficient access to short, medium, and long-term interventions that can help move people through the continuum of unhoused to stably housed. Bolstering available resources in any one of these areas would be a success, but without sufficient supports and 16 920 F.3d 584 (9th Cir. 2019). 25 Spokane Valley Homeless Action Plan (SVHAP) options along the entire spectrum, bottlenecks will occur and reduce our ability to achieve our &24I. 212�11i'Ylelll of reducing homelessness. A regional approach to addressing homelessness is necessary to make progress in this area. Homelessness is not the problem of a single jurisdiction and does not start or stop at the border between cities. The current system of competing governing bodies and priorities has led to a disjointed approach that can result in confusion, inefficiency, and criticisms. The entire region c.would benefit from a the irugIht coordinated approach. The City will continue to work collaboratively with area stakeholders to improve communication and collaboration around efforts to reduce homelessness. Additionally, the City will continue to plan and implement our own plan for addressing homelessness within our own borders. Spokane Valley Homeless Action Plan (SVHAP) Supporting Data — Current Status as of 20222023 Before understanding the scope of need or being able to identify actions within the three primary objectives, the existing status of those experiencing homelessness, the number, type, and location of services available within the City and surrounding region, and available funding must be understood. A. Measuring Homelessness and Housing Instability: Getting an accurate count of how many individuals are experiencing homelessness and housing instability in our community at any given time is a challenge. The itinerant nature of homelessness and instability combined with lack of resources means those experiencing homelessness or instability are often constantly on the move. Those living in vehicles often find out -of -the way places to park to avoid conflicts, making it difficult to get an accurate count. individuals or families who are doubled -up, couch surfing, or living in hotels are often overlooked and go uncounted. Those experiencing housing instability are at much higher risk of becoming homeless, or may lapse back and forth from unstably housed to homelessness as circumstances and weather change. Because the City's homeless program is still new, we have not yet been able to collect sufficient data within our City limits to fully understand homelessness in our City. The apps that were developed are currently being used by the outreach team, and should be available to additional City partners in months to come, is an important step in the right direction. The data we have collected so far has proven useful in helping us understand homelessness in the City, and tracking our interactions and work with those we encounter. As we continue to make strides and collect more data about homelessness in the City, we will use the information to inform future planning and execution. Despite these challenges, the City has collected data from several sources that help to inform our understanding of the scope of homelessness in our community. The following identifies information about the number of homeless within the City and greater Spokane region. Annual Point In Time (PIT) Count The annual PIT count is a County -wide effort carried out over a five-day period each winter. Those who are sheltered (staying in a shelter) and unsheltered are counted. The 2023 PIT count found 2,390 homeless y, s .ire 4a�+�"eel. individuals in the Count a 36/ increase over 2022. O a those counted, 955 were un p ��^ ��^„ This unhoused population represents a 16% increase over 2022 numbers, and a 76.5% increase since2020. tkiii°1P I��h�hh" beirw Fe(' i� n �,�hS" 14� Pf �' Y��(w��1� �i yea �,i��r,'llt 1niiore IVvJllplP��air data 14s av 1� �� t e �r��r��' i �� 1" .o-. "� �, � � un h ouse individuals counted in 2023„2, 80 were counted in Spokane Valley. Further, aeeerir.fflir~Irg to 2022 ��„II I data Vth„ irnost recent yegr for wh„ic h th2 rylol 9IIaUlej„,,, 13% of respondents indicated that the it "� ir~Ir u.h 11 r� it �� "� V ��....0 p "��✓"� h City of Spokane Valley was the last place they were housed before experiencing homelessness. The City participates in the effort by dedicating staff time and recruiting volunteers to ensure an accurate count of those experiencing homelessness in Spokane Valley. 27 Spokane Valley Homeless Action Plan (SVHAP) State data on homelessness and housing instability Since 2014 the WA State Department of Commerce has produced the Snapshot of Homelessness report, which is designed to supplement the annual PIT count. The Snapshot report includes those who may not fit HUD's strict definition of homelessness, such as families doubled -up or youth who are couch surfing. These unstably housed groups are omitted from the annual PIT count. The Snapshot draws from data of those receiving public assistance, Medicaid -funded medical care, or housing services. According to the Snapshot report, in January of 2022 Spokane County had 16,946 households that were either homeless or unstably housed. This number bolsters the argument that the PIT is a significant undercount of those experiencing homelessness in our community.17 County -wide housing instability survey and rental assistance report The County's rental assistance programs also provide data to learn more about those experiencing housing instability in Spokane Valley. According to reporting from Spokane County, there were 2,448 households in Spokane Valley that received rental assistance through one of six recent assistance programs. The Zone in Northeast Spokane was recently commissioned to conduct a survey looking at housing instability in the county and received 1,476 responses. Of respondents who indicated they lived in a Spokane Valley zip code, 38% indicated they were worried about an eviction, 40% said they had taken out a loan to pay rent, and 62% had skipped paying two or more bills to pay rent. School district statistics Spokane Valley school districts each have staff dedicated to counting and working with students who meet the McKinney-Vento Act definition of homelessness. The HUD definition of homelessness only counts those who are literally homeless, in a shelter, or fleeing domestic violence; the McKinney-Vento Act counts those as homeless who are without a stable night-time residence. This would include students who are couch surfing with friends, living in hotels, or moving from location to location, either on their own or with family members. Using this metric, we know that in 2021-22 the City of Spokane Valley had 780 homeless students, at least 168 of whom were 'unaccompanied minors', meaning they were without any family support. City data collection tools While the PIT Count and CMIS provide regional data about the number of homeless within the County, the City has developed several in-house tools to collect and track data related to homelessness to improve our understanding of the scope of homelessness within the City. One tool is used to perform short surveys to collect required data for funders, such as race, gender and income. Additional questions seek to learn when a person became homeless, where they were last housed, and if they identify any mental health or substance use issues. The tool also identifies a geographic location of where the data was collected. This 17 OAO Report to Congress Finds Increase in Homelessness, Likely Undercount by HU®I National Low Income Housing Coalition 9nlihc,orEl 28 Spokane Valley Homeless Action Plan (SVHAP) tool helps the City gain a better understanding of how many people are experiencing homelessness in Spokane Valley, who they are, how often we interact with them, and where they are located. This location - based information can quickly summarize the extent of homelessness in our community providing data to redirect services, funding, and resources as necessary. Another tool is used to document camp locations (both occupied and abandoned), trash, vehicles (occupied or abandoned), or other quality of life concerns. This tool is available to City staff and relevant partners, such as the Spokane Valley Police Department and work crews to facilitate coordination of abatement where necessary. Community Management Information System (CMIS) The CMIS system is the central database used to track and refer clients in the regional homeless system. Most service providers and funders, including the City, are part of the CMIS system. While some notable providers such as the Union Gospel Mission do not add data to CMIS, it is the primary source of data to understand how many people in the homeless community are accessing shelter, receiving housing referrals and housing placements, and to inventory for related services. Outreach team feedback Finally, the City's Homeless Outreach Specialist and Outreach Officer provide critical insight into trends and activities related to homelessness within the City. These 'boots on the ground' are the primary way we contact unhoused individuals and connect them to services, and are critical for understanding the changes in patterns and trends related to homelessness in our community. They are also primarily responsible for gathering data through the City's collection tools. B. Types and Causes of Homelessness: A University of Pennsylvania paper breaks homelessness down into three useful classifications that are often used when thinking about how to address the problem18: chronic, transitional, and episodic. These classifications, each defined by the duration of homelessness experienced and the range of supportive services needed, can be useful in identifying gaps in services and for prioritizing resources. Chronic homelessness is defined by HUD as a person who has experienced homelessness continuously for at least 12 months, or on at least four separate occasions in the last three years, where the combined occasions total a length of time of at least 12 months. Chronic homelessness has a greater environmental and economic impact on cities than short term homelessness, and engenders more complaints and community concerns. When people think about homelessness, #4&coUld Ike dla ssp� lBed as. ticl4-(-*w CIhroinin s,alllly Ibq„irr4less is often what comes to mind. 18 Kuhn, R., & Culhane, D. P. (1998). Applying Cluster Analysis to Test a Typology of Homelessness by Pattern of Shelter Utilization: Results from the Analysis of Administrative Data. Retrieved from https:Hrepository.upenn.edu/spp_papers/96 29 Spokane Valley Homeless Action Plan (SVHAP) Transitional homelessness is defined as a person experiencing homelessness for a short period of time, often as the result of a major life change or catastrophic event such as losing a job, a medical condition or domestic abuse. Those who are experiencing transitional homelessness may be employed but unable to pay rent, may be living in a vehicle, or might be staying briefly in a shelter or temporary housing system. Episodic homelessness is defined as a person who has experienced homelessness for up to 60 days, has had two or more moves in the last 60 days, or who is likely to continue to be unstably housed because of disability or barriers to employment. Those experiencing episodic homelessness lap in and out of homelessness over a period of months or years. Those working to address homelessness often refer to a fourth category as well, which is hidden homelessness. People experiencing hidden homelessness are in temporary living situations without clear plans to obtain stable, long-term housing. This would include people who are couch surfing, living in hotels, or doubled -up with family and friends. People in this situation are often missed, as they may not access homelessness resources and are not counted during the PIT. Realistically, we have no idea how many people in our community may fit into this category. 1r�'u;III n " �YI�DIC�I�II�"IG�"ar"nIY ess acre IY�"11�DIre G"�kIY�"11 IIIc , ." I..... pIlV,II DIp.......?.......... IIn DG IID.................. ........_ Du Q �,n D GD D„d p these Lack of MfeiWaWe Housing till" pt 5pokgpq yglllll y R�, ideiunts... gain A fo d Lack of afferdaWe housing qtDV,uolr~s that acre aIiliolrdaIUle for Sp2kgrje yglllley's Ilowyir ulr~Ircwne IrewpHeIr~Its is also a significant contributor to homelessness. The Spokane region has been experiencing a housing crisis for years,supply cces pi Ul ,housing falling far short of the documented need in our with the su o �DII��e��D � "�„ community. As a result, the cost for rental housing has increased significantly squeezing out many 30 Spokane Valley Homeless Action Plan (SVHAP) individuals and families who were already living on the margins. In 2021, rents increased by 23.8% in the region, with the median price for a one -bedroom unit increasing to $965, and $1,327 for a two -bedroom unit19. According to the City of Spokane Valley's (COSV) Housing Action Plan, in 2021, approximately 48% of Spokane Valley renters were cost burdened (paying more than 30% of income on housing), and 25% of renters were severely cost burdened (paying more than 50% of income on housing). A paper by the Federal Reserve indicates that families with children are most likely to be rent -burdened, followed by seniors. It further states "when households devote a large share of income to rent, an unexpected shortfall in income may leave them unable to pay rent and could lead to eviction. Moreover, households that have little income left after paying rent may not be able to afford other necessities, such as food, clothes, health care, and transportation. The large share of income required for housing also limits the ability to save and accumulate wealth.1120 The Government Accountability Office (GAO) published a report in August of 2020 with a statistical analysis that found median rent increases of $100 a month were associated with a 9% increase in homelessness in the areas they examined.21 In their book, Homelessness Is a Housing Problem, the University of Washington professor Gregg Colburn and the data scientist Clayton Page Aldern demonstrate that "the homelessness crisis in coastal cities cannot be explained by disproportionate levels of drug use, mental illness, or poverty." Rather, the most relevant factors in the homelessness crisis are rent prices and vacancy rates.22 While the experience of coastal cities may not specifically address the situation in Spokane County, the finding that poverty, drug use, and mental illness are not the cause of growing homelessness in the region's most populous cities does provide some added context and understanding of what we are experiencing in this City, as we have also seen rapidly increasing rent prices and historically low vacancy rates. The University of Washington's Washington Center for Real Estate Research has developed a Housing Affordability Indices (HAI) that looks at the extent to which housing is over or under priced when compared to incomes.23 A Value of 100 on the HAI Index means that a household with a median income has exactly enough income to qualify for a mortgage on a median priced home. An index value above 100 indicates that a household earning the median income has more than enough to qualify for a mortgage on a median priced home. For example, a composite HAI of 115 means that a household earning the median family income, has 115% of the income required to qualify for a conventional mortgage. Alternatively, a value of 85.0 would indicate that the household only has 85% of the income required to qualify for a mortgage on a median priced home. 19 https:ffiwww.apartmentlist.com/era/spokane#rent-report 20 "Assessing the Severity of Rent Burden on Lour -Income Families:: Larrimore, Jeff and Schuetz, Jenny, Board of Governors of the Federal Reserve System, 21 GAO-20-433. HOMELESSNESS: Better HUD Oversight of Data Collection Could Imorove Estimates of Homeless Population 22 The Obvious Answer to Homelessness - The Atlantic 23 Housing Affordability Indices 19uw.edu9 31 Spokane Valley Homeless Action Plan (SVHAP) Graph A, taken from the 2023 PIT count data, shows the relationship between housing affordability and homelessness. As housing affordability (represented by the HAI line) decreases (becomes less affordable), homelessness (represented by the PIT line) experienced a corresponding increase. While many of the people experiencing homelessness in our region today may not have been in the market to purchase a home, we know that when households who would have previously been in a position to purchase are forced instead to rent, it puts added pressure on the rental market and drives rent costs up and vacancies down for everyone.24 Many individuals experiencing homelessness receive Social Security/Disability or some other sort of monthly benefit, such as VA benefits, or are even employed. In fact, according to the City's own data collected between May and October of 2022, over 36% of the individuals experiencing homelessness in Spokane Valley, had some sort of income. While in the past a fixed income or the earnings for someone working a low -wage job may have been sufficient to pay for a modest one or two -bedroom apartment, the increase in housing market rates has priced many of these people out of the market and into homelessness. Graph A: 250 :i000 in k� Im 0 M a N 0 2 500 2000 1.5000 7..000 65 5 500 0 C,YS C,YS CJ CJ r--'I r....! e^d e^d rv➢ rv➢ Y;t Y;t i..fY i..fY a..C.) a..C.) I^^, 1- 00 00 0) 0) 0 CJ r--'I r....! e^�d e^�d rv➢ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ CJ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e--'I '➢ e....! �uuuuuuuuuuuuuuuuuuuuuuuuuumHAI.r 1.11C ••••••••• I...Inear (HAI:') •^•^•^•^• 1...I near L1.11C 24 Soaring home prices are pushing buyers to the rental market - Vox; 61% of renters in the US can't afford to bu a home in their city (nypost.com),: Concern Over Rent Ticking Time Bomb Sparks Creation Of New Schemes 32 Spokane Valley Homeless Action Plan (SVHAP) Mental Health/Substance Use/Disabilities Many of the Spokane Valley homeless population suffer from mental illness, a substance use disorder, and/or some form of disability. Self -reporting data from the 2022 PIT count found that 31% of adults reported serious mental illness, versus 4% of Spokane County residents in 2020. Twenty-three percent of adults reported a substance use disorder, compared to an average of 9% state-wide between 2014-2017. These realities are related to homelessness for many of the unhoused members of our community. This underscores the need to address homelessness from an approach led by those with experience in trauma, addiction, and mental illness, such as specially trained social workers, working in conjunction with law enforcement. It also underscores the need for an approach that can help individuals address a wide range of needs when transitioning out of homelessness. Family Conflict and Domestic Violence Family conflict has been identified as another significant contributor to homelessness, particularly among youth and young adults. Similarly, domestic violence is another major contributor to homelessness in our community. Homeless individuals are approximately ten times more likely to be survivors of domestic violence than the general population of Spokane County2s. C. Spokane County Shelter Network: A necessary component of planning is to identify existing resources. The following table describes existing shelters within Spokane County. Of note for this plan, there are currently no existing overnight shelters located within Spokane Valley. Table A: Spokane County Shelter Inventory Name/Location Population # Beds Entry Notes Served Available* Requirements** L_ House of Charity Men & 158 Low barrier 23 beds are for respite and are Women set aside for contracted partners like Providence or Community Court. Trent Resource and Men & 350 Low barrier Assistance Center Women (TRAC) (owned by City of Spokane) 2s Data from Spokane County's 2022 Point In Time Count 33 Spokane Valley Homeless Action Plan (SVHAP) Salvation Army Men & 60 High Barrier, by 30 Phase II beds, and 30 Phase Way Out Bridge Women referral only III beds Housing ..iw..dv44rll III IrR7 MIn 1 � Pgi'h gaFir4eF7 y W Une at the, iW:RiPY ghetglr W42mqirl F f@FFa+ II 42 �� y1� !tim f..'tll* r'!W(..INover'n.lbeF :Q. ) Truth Ministries Men only 66 Low barrier Check-in/check-out times. No pets allowed. The City contracts for two dedicated beds. UGM Men only 200 High barrier 60-day time -limit unless client is making progress on goals and working to get into another UGM program. Hope House Women only 100 Low barrier 80 beds are standard shelter beds, and 20 beds are set aside for respite and are held/paid for by partners who refer women with specific needs. 1 bed contracted/set aside for CoSV. YWCA Women & 37 Only for those Household makeup determines their children fleeing DV. Low bed availability, so sometimes only barrier fewer than 37 beds available. UGM Women & 222 High barrier 60-day time -limit unless client their children is making progress on goals only and working to get into another UGM program. St Margaret's Families only 17 rooms By referral only. 8 rooms are Transitional Shelter Must have a Housing rooms (up to 6 child in custody months) — prioritizes 18-24yo, at least 51% of or actively fleeing DV. 9 rooms time, or are emergency shelter, w/30 pregnant. Low- daytime limit with possibility of barrier extension. Family Promise Families only 104 Low -barrier Currently seeking funding to Emergency Shelter expand capacity by 25 beds Crosswalk Teens only 18 Low barrier (13-17yo) Young Adult Young adults 44 Low barrier Shelter only (18-24yo) *Number of beds available has fluctuated with restrictions and additional funding related to the COVID- 19 pandemic. **Low Barrier means there are no sobriety or referral requirements for entry. High Barrier shelters may require sobriety to access services and/or a referral. 34 Spokane Valley Homeless Action Plan (SVHAP) 35 Spokane Valley Homeless Action Plan (SVHAP) D. Available Services: Current City Positions/Contract Services City Sta The City of Spokane Valley has been building a housing and homelessness program even prior to development of this plan. The Housing and Homeless (H&H) Coordinator position was created in 2021 and represented an acknowledgement of and investment in addressing the issue of homelessness within the City. Similarly, in 2022, the City created a full-time Homeless Outreach Officer position within the Spokane Valley Police Department and the City applied for and received a Spokane County Homeless Housing Assistance Act grant for a full-time Outreach Specialist. The Outreach Specialist is an employee of Spokane Valley Partners but works as a team member with the Homeless Services Officer and H&H Coordinator as part of the City's outreach team. These positions form the core of the homeless response team for the City. Other City departments and staff also support the City's efforts to address homelessness. Code Enforcement regularly partners with the H&H Coordinator to address issues such as individuals sleeping in vehicles, encampments on private property, and clean-up of trash. The Street Division assists with locating and removing encampments under bridges or on other street infrastructure. The Economic Development Department assists with the creation and dissemination of materials such as resource guides and media releases related to homelessness and the City's efforts to address it. Contracted Services The City of Spokane Valley Police Department and Spokane Valley Fire Protection District No. 1 ("Spokane Valley Fire Department"), a separate municipal entity, each devote significant time and effort to dealing with issues related to homelessness in our community. From responding to Crime Check calls to providing critical medical interventions, community resources go to addressing the impacts of homelessness in our community every day. The dedicated Homeless Outreach Officer is specifically assigned to address concerns around homelessness, and the Crime Prevention Officer spends significant time working with businesses and residents to mitigate the impacts of homelessness on private property. The City has committed to cleaning up camps and trash on city -owned properties. The City spends thousands of dollars annually contracting with work crews to remove camps and trash related to homelessness. A work crew from the Geiger corrections facility has been #i*a4naF gi]..ilir IF!2ir�2„i[11 partner the City contracts with to perform this work. However, due to staffing issues and rules around when the Geiger crew is available, the City also contracts with ocabusinesses kke the ....RedI.��.!.ir i.....P.I.�.�..IL ".q...to perform this work] Spokane Valley Homeless Action Plan (SVHAP) Reaional Services The City pays into the regional system that funds projects addressing homelessness county -wide. Through recording fees and other funding mechanisms, the City contributes a significant amount of funds each year that go to a variety of programs benefiting Spokane Valley residents. The following table details the programs funded and number of recipients served through Housing and Homeless Assistance Act (HHAA) funding, of which the City is the County's single largest contributing municipality. Table B: Jan 2020 - Dec Beneficiaries Total Verified Total Grand Total % of 2021 HHAA Originating County Beneficiaries Beneficiaries verified/reported Subrecipients from the City Beneficiaries Reported Reported County of Spokane Reported from (includes beneficiaries Valley Unknown Unknown served from Locations Locations) CoSV St. Margaret's 70 119 1,249 1,368 5.1% Shelter, ES & TH Services Family Promise - 52 70 1,356 1,426 3.6% Open Doors Shelter The Salvation Army 33 62 212 274 12.0% ES & TH Services Volunteers of 43 76 3 79 54.4% America Hope House Volunteers of 300 456 0 456 65.8% America Crosswalk SNAP County 265 330 189 519 51.1% Outreach YWCA Safe Shelter 59 107 0 107 55.1% for Survivors and Children House of Charity 157 361 1,335 1,696 9.3% Emergency Shelter Spokane 46 87 243 330 13.9% Workforce Council Prevention Family Promise - 0 0 0 36 .mm Bridges Program Subrecipient did not record/report location data Total Beneficiaries 1,025 1,668 4,587 6,291 16.3% Served by Area 37 Spokane Valley Homeless Action Plan (SVHAP) Looking at the data in Table C, it is important to acknowledge that over 4,500 beneficiaries were from unknown locations, and that the Family Promise Bridges Program did not collect or report this data. It is safe to assume, then, that some percentage of the recipients from unknown locations were also from the City, which would make the total of City residents served even greaterthan the 1,025 individuals identified in these numbers. Of the location -based services listed above (which does not include Outreach), only the YWCA has a site located within the City. This means that City residents seeking these services are required to navigate transportation and take additional time out of school or work, sometimes with children, to receive assistance. Regional Collaboration The City recognizes that the City of Spokane, Spokane County, and non-profit providers are already providing services throughout the region. Accordingly, the City acknowledges the work already occurring and participates in a variety of the existing regional entities and efforts related to homelessness. Identification of existing regional and local efforts are critical so that the City's Plan does not overlap or create unnecessary duplication with existing services and solutions. The following list identifies certain key existing regional and local efforts related to homelessness: • Spokane County: Spokane County administers a variety of housing funding programs, including Community Development Block Grant (CDBG) and Homeless Housing Assistance Act (HHAA) funds through the Spokane County Housing and Community Development Advisory Committee (HCDAC). While the City is eligible to become an entitlement jurisdiction and to receive CDBG funds directly, it has not done so to date and relies on an interlocal agreement with Spokane County to assist in distribution of CDBG funds towards City projects and purposes. dP w #w.i F;...Ik1d411AA wn i� i�a y,nrn I4y SP94.aRe G94nty H%U& SpGkaRe V lIiny iHn&i4nRt&— In order to provide City input in the distribution of CDBG aRFJ W:4AA funds, the City has four representatives on the HCDAC. While the City has representatives on the HCDAC, the City does not have direct control over the distribution of CDBG a Ii 4AA funds. As the SVHAP is implemented, the City might consider assuming direct control over CDBG a.F4..Ik;41�AA funds in order to fund identified City programs or projects. The City also participates in distribution of Consolidated Homeless Grant (CHG) funding. The City has also participated in regional discussions about use of state funding to address homelessness on State-owned right-of- way property. • Continuum of Care (CoQ The CoC is a regional planning board made up of service providers, elected officials, community members, educators, businesses and other stakeholders. Broadly, the purpose of the CoC is "to promote community -wide planning and strategic use of resources to address homelessness; improve coordination and integration with mainstream resources and other programs targeted to people experiencing homelessness; improve data collection and 38 Spokane Valley Homeless Action Plan (SVHAP) performance measurement; and allow each community to tailor its program to the particular strengths and challenges within that community."26 The CoC is responsible for administering all HUD funds related to homelessness that come to the county. It is also responsible for developing the region's 5-Year Strategic Plan to Prevent and End Homelessness. This plan lays out a roadmap for a regional response to homelessness, and provides guidelines that any program funded through HUD or applicable County dollars must follow when providing homeless services. City funds that go to the County to support homeless services are bound by the requirements laid out in the Plan. The City of Spokane is currently the CoC's "Collaborative Applicant," meaning they receive a portion of funding to provide much of the staffing and technical support for the CoC's funding applications, monitoring, evaluation, and reporting requirements. The H&H Coordinator is co-chair of the CoC's Singles Sub -Committee. This sub -committee, along with Veterans, Families, and Youth sub -committees, is one of four permanent sub -committees tasked with informing and making recommendations to the CoC regarding the region's response to homelessness. The City is also represented in the CoC with a board member selected from the City Council. • Local groups/committees: The H&H Coordinator leads a monthly Valley Huddle meeting which brings together key stakeholders, including: Spokane Valley Police Department, Spokane Valley Fire Department, Spokane Valley Schools, Spokane Valley Partners, Spokane Valley Community Advocates, Catholic Charities, Volunteers of America, Spokane Neighborhood Action Partners, Frontier Behavioral Health, Washington State Parks, Department of Natural Resources, Washington Department of Transportation, Spokane Valley Parks, Spokane Regional Health District, United Way, Spokane Valley Library, Greater Good Northwest, Pioneer Human Services, interested Spokane Valley citizens, and others. The focus of these meetings is to discuss updates, challenges, and approaches to addressing homelessness in Spokane Valley. The City also participates in the Greater Valley Service Network, and regularly works with the Greater Spokane Valley Chamber of Commerce ("Valley Chamber") to provide information and address business concerns. • Regional events and initiatives: The City has supported and participated in a number of regional events and initiatives related to homelessness. The City participated in planning and day -of implementation of the regional Homeless Connect event which connects people to services and supports the regional Point In Time Count effort. In 2022, the CoSV fully participated in the annual PIT count for the first time, recruiting volunteers and focusing on Valley -specific locations to ensure a more accurate count than in years past when Spokane Valley was largely overlooked. • Collaboration with a#ENFE k� housing developers: The City has initiated conversations and developed relationships with +:;rff&F44housing developers like Spokane Housing Authority, Habitat for Humanity, and Community Frameworks. The City recognizes that more af�f'a4a housing qpjI V o ins accessw ilLlle to llow uincoir e Ihouwprwlh6lds acre ii& needed in our community, and that it is critical to develop and move projects forward that can add needed units to the City's housing stock that are affordable for all income levels. 26 Introductory Guide to the Continuum of Care (CoCI Program (spokanecity.orgI 39 Spokane Valley Homeless Action Plan (SVHAP) 40 Spokane Valley Homeless Action Plan (SVHAP) E. Available Funding: The following table outlines the different sources of revenue available to support programming to address homelessness: 41 Spokane Valley Homeless Action Plan (SVHAP) Table C: Funding currently collected by the City Funding Source Funding Summary of Funding Amount Funding Access Eligibility Allowable Uses collected/available (2021)* Local Homeless • Homelessness r i s n 48 G&I4eet fl kyy t4e Giky aFWJ Housing g . Affordable . k�i4' FPGE c � " . �� i:ir+aF4eF+e4 t& 4Wr Assistance Act Housing fepF fe ffordable G&WRty WR&F 44ei4&e4l (HHAA) housing and homeless agFeeir4pirAT yNdky Fffa7 Recording programs (capital; af:4:4y...f&iF..a...F),&F#&Fr4..::4'wr Fees" O&M; variety of If it a, a k4T W44 a �4 1:2 services) Rar#s''i' �aidHr4y. R+UF46yf4kkie5...i4.:the GGuin y.�: ty Aul1l1 yI.H ddlllairs for uts .....................................................�„.„................................. jjpIppi!g .Lc..ua.l�.��.111....!�. ".��.LI�j.Ij.L!]. ...II 2�M ."° , .......................... Affordable and . Affordable 0.0073% sales tax $444 -YQQQ Internally available for Supportive Housing rebate orun funding 4......ly.Iowwpiy.:tdy. City use within State Housing Sales affordable housing �„ „N„ D„g„glli. F„PF„ t guidelines. and Use Tax 14441y „ available Credit now, and approximately $222,000 additional per year. American Rescue • Homelessness Federal funds for $16,000,000 One-time funds only. Plan Act . Affordable COVID-19; assumes Internally available for Housing services provided for City use within Federal homelessness and guidelines. increasing access to affordable housing 42 Spokane Valley Homeless Action Plan (SVHAP) Funding currently collected by the County Funding Source Funding Summary of Funding Amount Funding Access Eligibility Allowable Uses collected/available (2021) Affordable • Homelessness 4 boo The County allocates Housing for All • Affordable rimarily for funds to participating County Housing affordable housing, can cities for eligible housing Recording Fee be used for shelter activities pursuant to an Surcharge operating costs (no interlocal agreement. capital use); no direct The City must work with City use — allows use by the County to enter into County through an agreement for use of interlocal agreement. these funds. Consolidated • Homelessness Grants available for The City must apply to Homeless Grant homeless programs the County to access this (CHG) funding. Available funding sources currently not collected/accessed Funding Source Funding Summary of Funding Amount Funding Access Eligibility Allowable Uses collected/available (2021) General Property • Homelessness City discretion to raise Would require Council to Taxes (banked, • Affordable general fund dollars for follow the normal levy - levy lid lifts) Housing either affordable setting process, and housing or requires no special homelessness purposes procedure nor voter (capital; O&M; other approval. services). Affordable • Affordable Property tax of up to NZA Council must first Housing Levy Housing $0.50 per $1,000 declare an emergency assessed value for 10 regarding the stock of consecutive years for affordable housing, then affordable housing voters must approve the programs. levy by a simple majority. Sales and Use • Homelessness 0.1% sales and use tax NZ The City may impose the Tax for Housing • Affordable for funding affordable tax by either a majority Related Services Housing housing and of persons voting, or emergency, through councilmanic transitional, and action. supportive housing. Can also use for mental and behavioral health - related uses. 43 Spokane Valley Homeless Action Plan (SVHAP) REET II Funds to • Homelessness Authorization to use NZ The City may only use Support • Affordable 25% or $100,000 REET II funds for Affordable Housing (whichever is greater) homelessness if it Housing and for capital projects documents in its capital Homelessness related to affordable facilities plan that it has housing and enough funds over the homelessness. next two years for capital projects identified in state code, which include "planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, sidewalks... storm and sanitary sewer systems", etc. Housing Trust • Homelessness Grants available to local BI/A To date the City has Fund Grants . Affordable governments for never received Housing Housing projects related to Trust Fund dollars. affordable housing or homelessness; priority given to non -profits and housing authorities. Tax Increment . Affordable Funds public NZ Must be established by Financing (TIF) Housing improvements of Council ordinance. The designated areas, TIF boundary area including the purchase, cannot be the entire city rehabilitation, retrofit jurisdiction, and a for energy efficiency, jurisdiction cannot have and construction of more than two active affordable housing. TIFs at any given time. *With the exception of one-time ARPAfundingN I eglir inrn it g lin 2024M and the Affordable and Supportive Housing Sales and Use Tax Credit, the City does not directly collect or distribute the funds listed in this table. More data is needed regarding available amounts as the City moves to implement the SVHAP. **These funds are passed to Spokane County through an interlocal agreement, and then distributed to programs that benefit the county at large, including the City of Spokane Valley. 44 Spokane Valley Homeless Action Plan (SVHAP) F. Existing Goals Related to Homelessness: The City has already adopted several planning documents that include goals related to addressing homelessness. Among these documents are the City's Comprehensive Plan and Business Plan. Beginning with the goals in these plans can serve as a starting point for setting objectives for 2023 and beyond. What follows are goals related to addressing homelessness outlined in these existing plans. In the Comprehensive Plan, the following goals are listed under the "Housing Goals" heading: • H-G4: Work collaboratively with local stakeholders to develop a Homeless Response System specific to the needs of the Valley • H-G5: Work closely with and support the Regional Homeless System and ensure continuity of care for community members that are unsheltered and unstably housed in the Valley and throughout our region In the Comprehensive Plan, the following goals are listed under the "Housing Policies" heading: • H-P8: Ensure the provision of homeless and housing services have commensurate on -site support to maintain the character of neighborhoods and minimize public service calls. • H-P11: Engage in active recruitment of service providers that desire to serve Valley residents through targeted programs focused on homeless service delivery. • H-P12: Support the implementation of the Continuum of Care Five -Year Strategic Plan to End Homelessness. • H-P13: Continue as active members on regional committees that address homelessness and housing instability such as the Continuum of Care Board and the Housing and Community Development Advisory Committee. • H-P15: Encourage and support new projects and programs which seek to assist in maintaining housing stability or provide exits from homelessness to housing. • H-P16: Analyze and collect data through our local Community Management Information System and use this data to help drive homeless and housing policy In the Comprehensive Plan, the following goals are listed under the "Approach to the Housing Element" heading: Co -Location of Homeless and Homeless Prevention Services The City of Spokane Valley has a strong network of various non -profits, faith -based organizations and school districts that help serve those who are facing housing instability as well as households that are unsheltered. What has historically been missing are locations in the City where access to these services are easily obtainable. Specifically, a high degree of reliance has been on the City of Spokane to physically house these services, which in turn requires City of Spokane Valley residents to travel when resources are needed. The City supports co -location facilities in its jurisdiction within close proximity of public transportation. These facilities would house various providers that seek to serve those experiencing homelessness and housing instability. 45 Spokane Valley Homeless Action Plan (SVHAP) Additionally, such services should be well connected to existing systems of care within our region to encourage and support ease of referrals and reduction of duplication in services. Supporting Affordable Housing for all Households The provision of Affordable Housing is critical to meet the needs of those households that have special needs or are on fixed incomes. Any build out of Affordable Housing in the City should align with existing programs and systems that seek to serve those that are unsheltered or unstably housed. The City should strive to work with regional providers to streamline and coordinate the distribution of limited resources. In the Business Plan, the following goals are listed under the "Homelessness Oversight" heading: • Work in conjunction with the City Attorney's Office to revise and implement the City's Camping Ordinance. • Provide staff support to the Continuum of Care and the development of the 5-Year Plan to Prevent and End homelessness. • Provide Staff Support for the Spokane County Housing and Community Development Advisory Committee and the development of the 5-Year Consolidated Plan. • Collaborate with Spokane County and the City of Spokane to incorporate a transitional bridge shelter and young adult shelter into the regional homelessness system. • Participate, review proposals, monitor, and evaluate performance of service providers receiving Homeless Housing Assistance Act funding from recording fees, Consolidated Homeless Grant funding, and Housing and Urban Development funding. • Create, implement and manage a Spokane Valley Homelessness Huddle Team consisting of Police, Fire, Parks, City Attorney, Contract Administration and Homeless Outreach Services with the purpose of exiting individuals from homelessness and maintaining public space for intended uses by all citizens. • Identify and engage with homeless individuals located in Spokane Valley, creating and maintaining a database of individuals and campsites allowing for effective and consistent outreach services. Progress has already been made on some of these goals, such as managing the Homeless Huddle group, and collecting data on individuals experiencing homelessness and locations where it is occurring. Other goals are on -going, and do not have distinct ending points, such as supporting and participating in regional efforts through the Continuum of Care. Work in these ongoing areas will continue. Finally, some goals, such as the addition of sufficient affoiru"a Ne ir~Ie( housing qir~Ifts V,hat.. acre accessl lle to Ilow uir~Icorne houselh6lds in the City are long-term goals that will take years to make significant process. G.i ,. Community Feedback The City has conducted several community outreach efforts to solicit feedback about priorities and preferences for action related to addressing homelessness in Spokane Valley. A survey conducted by the City in 2021 asked a number of questions related to residents' experiences with homelessness in the community, and their preferences for possible services and interventions. The survey received 318 responses. A Community open house in March 2023 attracted over 60 participants to prioritize strategies. 2, Spokane Valley Homeless Action Plan (SVHAP) Results From The Community Survey 47 Spokane Valley Homeless Action Plan (SVHAP) Please rank your preference for locating emergency shelters for adult singles/couples. 50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% 111111111 (least preferred) 111111111112 3 4 (most preferred) Small facilities in In a facility that can Wherever a service Other existing accommodate many provider wants to neighborhoods a people along a build and/or locate single-family house, corridor served by the facility duplex, or transit apartment unit Please rank your preference for locating a Day Drop in Center (a facility devoted to providing day time shelter and resources for those currently unsheltered) 48 Spokane Valley Homeless Action Plan (SVHAP) 50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% What should the City's role be in response to homelessness and/or housing instability? The City should continue to The City should only offer The City should partner with participate in the existing services for those living in the the County regional system City Priorities Identified At The Community Open House IIIIIIIIResponses Attendees of the community open house were asked to give feedback of the draft Homeless Action Plan. As part of this process, they were given an opportunity to prioritize from a list of possible interventions and programs related to the three primary goals of the plan: Prevent homelessness, reduce existing homelessness, improve quality of life for all Spokane Valley Residents. A number of the strategies described overlap between several of the goals. Increasing housing availability and affordability, for example, is relevant to both preventing homelessness from occurring, and reducing existing levels of homelessness. The following strategies were highlighted as priorities by those who attended the open house: Short -Term Interventions — Make Contact and Form Connections —170 votes The creation of a day drop -in center inside the City, and support for mental health and addiction crisis interventions received 46 votes each. Creating a day drop -in center falls under reducing homelessness as it creates a space to connect with people and follow-up on needed services. It also falls under improving quality of life because it would create a space for those experiencing homelessness to be during the day instead of in businesses, or public facilities like the library. While expanding mental health and addiction crisis interventions is critical for 49 Spokane Valley Homeless Action Plan (SVHAP) reducing existing levels of homelessness, it would also be an important tool to helping some people avoid becoming homeless. In this category outreach and case management received 33 votes, and youth/family service centers received 20 votes. Increase Housing Availability and Affordability— 72 votes Within this category of interventions the specific strategy of "Relax[ing] codes to allow for more types of housing in more areas, including off-street parking requirements that increase the cost of new developments" receiving 26 of the 72 votes. Increasing housing availability and affordability falls under both the goal of preventing homelessness, and the goal of reducing existing homelessness. Ensuring that people on fixed incomes or working lower -wage jobs can afford to stay in their homes is critical to stemming the future tide of homelessness. And ensuring that there are units that those working their way out of homelessness can afford when they are ready is necessary if we are to reduce existing levels of homelessness. Requiring new multi -family developments to include a certain percentage of affordable units was the next highest vote -getter in this category, receiving 9 votes. Develop Supportive Housing Options — 44 votes The third most popular category of interventions had to do with providing more housing options to support those that need higher levels of assistance to remain stably housed. This group included Permanent Supportive Housing for individuals living with disabilities who also have a history of chronic homelessness and require more ongoing on -site case management (18 votes), as well as assisted living options for those with physical or mental impairments (16 votes for non -senior housing, 10 votes for senior -specific housing). Increase Income — 41 votes Helping residents increase their income through targeted job training and placement received 18 votes. Connecting them with Foundational Community Supports services to provide ongoing employment and housing support (similar to job and housing -specific case management) received 14 votes. And Helping those eligible for some sort of benefits like disability, veterans, or retirement benefits to connect to and receive those benefits received 9 votes. 50 Spokane Valley Homeless Action Plan (SVHAP) Medium -Term Interventions to Reduce Homelessness — 37 votes In this category of intervention there were three different strategies described: Utilizing the current homeless system housing referrals through Coordinated Entry (20 votes), bridge housing, which is generally high -barrier clean & sober shelters (9 votes), and transitional housing, which is generally also clean & sober housing but can last for up to two years while a person buildes a rental history, employment, etc (8 votes). SVHAP Feedback Outreach List This Plan was shared with representatives of the following stakeholders: • Spokane Valley Partners • Spokane Valley Fire Department • Goodwill Industries of the Inland Northwest • Spokane Valley Police Department • Washington Department of Transportation • Spokane Valley Parks Department • Washington State Parks • Volunteers of America • Catholic Charities Eastern Washington • Frontier Behavioral Health • Spokane County Library District • Spokane Valley Community Advocates • United Way • Spokane Dream Center • Greater Valley Support Network • Central Valley School District • East Valley School District • West Valley School District • Continuum of Care board • Jewels Helping Hands • Washington State Department of Natural Resources • SNAP • Family Promise • Reclaim Project • Community Frameworks • Habitat for Humanity • Allusion Opps LLC • Hello for Good • Spokane Valley Chamber of Commerce • Truth Ministries • Spokane Low Income Housing Consortium • Smith -Barbieri Progressive Fund • League of Women Voters • YWCA • Greater Good Northwest • Providence • Empire Health Foundation • Spokane Housing Authority • Spokane Valley community members involved with the monthly Valley Huddle • City of Spokane homeless services staff • Homeless Coalition 51 Spokane Valley Homeless Action Plan (SVHAP) Feedback was received from the following stakeholders: • Volunteers of America • Washington State Parks • Family Promise • SNAP • Continuum of Care board, including Singles and veteran sub -committees • Community Frameworks • Spokane Valley Chamber of Commerce • Goodwill Industries of the Inland Northwest • Greater Valley Support Network • Spokane Valley Police Department • Spokane Valley Partners • Spokane Low Income Housing Consortium • League of Women Voters • City of Spokane homeless services staff • SpokAnimal • Community open house event with 60+ attendees • Multiple Spokane Valley residents II I.G. 2023 Work Plan Activities While the SVHAP outlines a variety of needs, priorities and long-term or ongoing goals related to addressing homelessness in Spokane Valley, a set of short- term objectives or work plans for 2023 is needed to help guide work and make progress towards the longer -term goals. In 2023, short-term objectives include: 1. Award ARPA funding for Housing & Homelessness purposes Through the City's ARPA awards it is focused on bringing needed services and housing options to Spokane Valley and supporting regional efforts that address ongoing needs. The City Council has identified priorities for the ARPA funds, and City resources more generally. These priorities are preventing homelessness from occurring in the first place when possible, and support forfamilies with minor dependents and for youth. With these priorities in mind, the Council awarded ARPA funds to the following agencies, in order of award size: • $1,460,000 to Reclaim Project The City has been expanding its partnership with Reclaim overthe past year, and this ARPA award is a part of that growing relationship. The award will pay for two Transitional Housing locations in Spokane Valley for men, for the initial loan payment of a home base location in Spokane Valley, and several years of program staffing. With the for -profit component of the organization, after this initial investment it is anticipated that business income will be sufficient to fund all future programming. The City already contracts with Reclaim to provide weed abatement, graffiti 52 Spokane Valley Homeless Action Plan (SVHAP) removal, and clean-up services. The home base will not only serve as a location for programming like sobriety -based social groups, but will also provide a base of operations for their Valley work crews. Reclaim's Transitional Housing provides clean/sober living for the men in their program, and the for -profit work crews provide employment opportunities and purpose. The combination of accountable, community -focused housing along with employment has shown great results, and is in line with the City's philosophy of providing opportunities for those seeking to better their situation. There are already a number of men in Reclaim's programs who are from Spokane Valley, and who would have chosen to stay in our community if the option had been available. The City's Outreach Team will work closely with Reclaim to direct potential candidates from Spokane Valley into the new Transitional Housing options, helping to create more opportunities and options for those that the team encounters on a daily basis. • $1,095,000 to Family Promise of Spokane Family promise of Spokane (FPS) has been in contact with the City for some time regarding the need for family services in Spokane Valley. In 2023 Spokane County awarded funding to Family promise to purchase a Transitional Housing location in Spokane Valley for families. The City's ARPA award will ensure that families transitioning out of homelessness have access to the resources they need to be successful, as well as adequate staffing and administration for this program expansion. Through FPS' Spokane Valley location families will be served by school -based housing case management (in coordination with each School District's HEART McKinney-Vento liaisons), a landlord relationship coordinator who will help build relationships needed to get families into units, and direct client assistance to help families quickly overcome barriers to gaining and stabilizing housing such as assistance paying for critical documents, utilities, move -in costs, employment uniforms or equipment, etc. • $500,000 to Volunteers of America Eastern WA Volunteers of America (VOA) has been planning and raising funding for construction of a new youth (13 — 17 years old) shelter/program facility, called Crosswalk 2.0. The current shelter is located in the heart of downtown Spokane, which is recognized as creating significant safety concerns for the children staying there. The new facility will be located near Spokane Community College and maintain 18 emergency shelter beds and add 18 additional "college dorm" beds for youth aged 16-20 who are enrolled in an educational program and/or employed to assist them in obtaining certificates/degrees and livable wage jobs. The new location will also be much closer to Spokane Valley, making its services more accessible for our City's youth. This project will be completed with significant financial support from Spokane County and City of Spokane as well, as it is a regional resource that aims to address a regional need. 53 Spokane Valley Homeless Action Plan (SVHAP) • $471,729 to Spokane Neighborhood Action Partners Spokane Neighborhood Action Partners (SNAP) was awarded a portion of their request for gap funding to complete the 60-unit Broadway Senior Housing project. The $24 million dollar project is being constructed on land already owned by SNAP, and will serve seniors at or below 60% of the Area Median Income (AMI), and charge no more than 30% of each tenant's income to ensure long-term affordability. All units will be accessible, allowing residents to age in place even with mobility changes. There will be a variety of community areas and amenities including a community room with a kitchen, on -site management, a Service Coordinator, small gathering spaces, walking paths, garden beds, laundry on each floor, free 24-hour monitored call system, and wi-fi throughout. • $471,728 to Habitat for Humanity Spokane Habitat for Humanity was awarded a portion of their request to fund land acquisition for the future development ofpint! ll v6l Ihou""n~n o%lviineirsllh" p p.t-ioiins..a-fc>f:dal 16 Iheu sip= , specifically Ik eirn Owi r 4 pf)<)4 w4e& for households earning between 45%-65% of AMI. Habitat provides permanently affordable homeownership services in partnership to individuals and families that would not otherwise be able to qualify for a conventional mortgage. The program will serve those meeting income requirements, are experiencing housing instability due to inadequate/unsafe living conditions/overcrowding/homelessness, and agree to partner by contributing 250 hours of sweat equity, saving for closing costs, and completing partnership requirements. These awards reflect the priorities put forward by the City Council and will bring needed services and options to Spokane Valley for populations experiencing homelessness or at risk of homelessness, as well as supporting the addition of much -needed affordable units for seniors and home ownership opportunities for low-income families. I..wo u""ruiilllliioin d6llars u.n IR[I I(u n.d.s. II""av t to Ikr (iistuNibu ted. Fhese Mast IR[I funds Ihave Ikeein nnuN...u""n~nairk d to s:A p p altlbdY I2u""n 2 nt 2I( II"" 2� :jsiiing iiu"n Sp2l�gD2 Ygllll2ytgn [g ted not those who gairin 30%oir Il ss tII""ain the irea I Il afua n Ilu�n�;�:�u" II III w IV: 2,2� �nuNii�:�idt,i n� IIh,,av t to Ikr n irflcu�llated Ikr �IIn .............................................................................................................................................................................................................7..........................................................................................................7.................... �2YEl aind the IRIF1I) u�:��,� nn f�:�uN these I(u�un��n� Ilnnnn� un�:�t � Ikr �u�unw IV:'�uAt tIInuN�:�uA�Iln nnnuN�un uNn�Ilnii nn� nnun� .......................................................................p..........................._..............................................................................................................................7.......................... �.................................................................. �............1�..................................................1�.......................... , ,:IIIInnikr:uNnnii:un �iilln nn �rnnuNii:I( un:un ruN:.l(.G. nnun I(:uN....nuN:.l(.G.t II""n:uniiunII: nuNnIIn"ii ins,:unl(Gun .....e'''I....7..........................................................................................................J�..............................................................f�......................................�..............................................!''I....7................................................................ that whet n ift aIl Iocates these funds then wiillll Ro towairds ad(iiirnR ad(iihoi nay l u i nifty of Ihousi nR needed . [:'stnnnlU IIusII°. it n i nt of IV...in)ysn in 14...k)irrn Il ss �FR4e : u°n .➢u II 7.p 2922,2112u°mull nnnjn ted a ures(flutk)i°.n U) nnssu it n c()i.ntir(n Il nweur nnvann lnnnlE Ile (R)cu it n int u,i np......fees.......n.......°.....d.....esta.......lb........u....s....Ih..........a...............p..2..<.2...2.......Yn..[J...7.....°...).....ir....r............l........s..s...........................................n..p.....R..E..2.&.E.n..u.°..O...Ike nUle Ustain .......................................................................................................... 54 Spokane Valley Homeless Action Plan (SVHAP) 12II"'6V, 2l .Q.i . " C(.) III"'c0l als(Q 2��"~!2!j � Irk"(Aflu"tIIQ)II"'6 (I)in Sep" t; I"99 2% [ .. . 023 sta IIisII""uliu""u �!] liu""u"teidi""n task "force au°"urn appr iu"" ted Hhe irneirnbeirs. Oin Oc"U)Ib ur 24, 2('). 92YII"'6SIIII R��"~ 2!1 � MQ?"�IIQ)II"'6 adop"�liing �II".6 E!2gk)in's luaus Year :7)Iai 6 R)ir 2024 and earimaidding �!.�) Q'pQ'0 U) "fund "dhe lh(r) Ir'n II ss (:) u. t it a 6h t ea Ir'n R) Ir si: Ir'm) Ir'u"dhs a Ir' d "fund s I["u I1 t Ir Ibeds "R) Ir (:) Ir'n Ir'u a Ir' d Ir'n Iru " ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ FIhe lilr'u"teidir'n "task R)irce Ml1l1 dev6k)irj a Rve Year Il:�)lI in "R)ir .Q:',i 5 .(:).S and irjlr(:)irj()A irjr:AIr'u"t4l "fu.rlrurfiru 3" Investigate a property acquisition for possible services in Spokane Valley. "4" Connect with and recruit service providers to serve Spokane Valley residents. 5Work with regional bodies to promote solutions and serve Spokane Valley's unhoused population. "" In collaboration with partners, assist 10 individuals experiencing homelessness in Spokane Valley in obtaining permanent housing. . ' ..:......................................Continue developing and implementing a responsive, efficient process for removing trash, vehicles, encampments as necessary. Work with contracted crews, SCOPE volunteers, and outreach team to address issues on public lands, work with government agency partners to address issues on their properties, and code enforcement to address issues on private property. ��4w8, Collaborate with and support regional housing providers in creating 50 new affordable housing units. pjl" Implement one to two recommendations from the Housing Action Plan. Create inventory tracking for the number of permanent affordable units in Spokane Valley, number of new units (affordable and market rate), and number of existing units 10. converted to permanent affordable units. 55 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 31, 2023 Department Director Approval: Check all that apply: ❑ consent ❑ old business ® new business ❑ public hearing ❑ information ❑ admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Proposed Resolution No. 23-012 declaring Council's intention to assume the powers of the Spokane Valley Transportation Benefit District and setting a public hearing. GOVERNING LEGISLATION: RCW 35A.11.020 — Powers vested in legislative bodies of noncharter and charter code cities; RCW 36.73 — Transportation Benefit Districts; Chapter 3.85 SVMC. PREVIOUS COUNCIL ACTION TAKEN: The Pavement Management Program (PMP) has been discussed at least 69 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 • October 24, 2023 — Council approved Ordinance No. 23-018 forming the Spokane Valley 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. In 2021, the City created the Street Sustainability Committee to help engage the public regarding the PMP while providing detailed insights from a focused stakeholder group. The committee recommended several measures to address a sustainable PMP. 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. Through a series of discussions from 2022 and 2023, City Council identified a desire to fully or adequately fund the PMP and focused on creation of a transportation benefit district as a means to provide dedicated transportation funding. As a result of those discussions, on October 24, 2023, City Council approved Ordinance No. 23-018, which adopted chapter 3.85 of the Spokane Valley Municipal Code and formed the Spokane Valley Transportation Benefit District. The Spokane Valley Transportation Benefit District is a separate legal entity. The law allows the City to assume the rights, powers, functions, and obligations of the TBD. To do so, the City Council must: 1. Adopt a resolution declaring its intention to consider assumption of the powers of the TBD and to set a public hearing. 2. Conduct a public hearing on the assumption of powers of the TBD. 3. Adopt an ordinance assuming the rights, powers, functions, and obligations of the TBD. At the October 24, 2023, Council meeting, City Council gave consensus to start the process to consider assumption of powers of the Spokane Valley TBD and for staff to bring a Resolution for Council consideration. As required by law, proposed Resolution No. 23-012 would declare the City Council's intention to consider assuming the powers of the Spokane Valley TBD and would set a public hearing for November 14, 2023. If Resolution No. 23-012 is approved, staff will appropriately notice the public hearing and it would be conducted on November 14. A first reading of the proposed ordinance for City Council to assume the powers would immediately follow the public hearing. A copy of the draft ordinance to assume the TBD powers is attached to this RCA. OPTIONS: Move to pass Resolution No. 23-012, declaring Council's intention to consider assuming the powers of the Spokane Valley TBD and setting a public hearing for November 14, 2023, with or without amendments; or take other action deemed appropriate. RECOMMENDED ACTION OR MOTION: Move to pass Resolution No. 23-012, declaring Council's intention to consider assuming the powers of the Spokane Valley TBD and setting a public hearing for November 14, 2023. BUDGET/FINANCIAL IMPACTS: None at this time STAFF CONTACT: Erik Lamb, Deputy City Manager ATTACHMENTS: Draft Resolution No. 23-012; draft ordinance for assumption of powers. Draft CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON RESOLUTION NO.23-012 A RESOLUTION OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, DECLARING THE COUNCIL'S INTENTION TO CONSIDER ASSUMING THE RIGHTS, POWERS, FUNCTIONS, AND OBLIGATIONS OF THE SPOKANE VALLEY TRANSPORTATION BENEFIT DISTRICT, SETTING A PUBLIC HEARING REGARDING SUCH ASSUMPTION, AND OTHER MATTERS RELATED THERETO. WHEREAS, the City of Spokane Valley, Spokane County, Washington (the "City") has the responsibility under the Constitution and laws of the State of Washington to maintain streets for the benefit of the public for the purposes of commerce, public safety, and transportation throughout the City; and WHEREAS, pursuant to Ordinance No. 23-018 passed by the City Council on October 24, 2023, the City created the Spokane Valley Transportation Benefit District and adopted a new chapter 3.85 to the Spokane Valley Municipal Code governing the same; and WHEREAS, chapter 36.74 RCW authorizes a city to assume the rights, powers, functions, and obligations of a transportation benefit district established by a city; and WHEREAS, in order to assume the rights, powers, functions, and obligations of a transportation benefit district, the city legislative body must adopt an ordinance or resolution declaring its intention to consider assumption and setting a public hearing for such consideration; and WHEREAS, notice of such proposed hearing must be published at least two times during the two weeks preceding the scheduled hearing in a newspaper of general circulation in the city where the transportation benefit district is located; and WHEREAS, as authorized by RCW 36.74.020, the City Council desires to consider assumption and to schedule the required public hearing. NOW, THEREFORE, be it resolved by the City Council of the City of Spokane Valley, Spokane County, Washington, as follows: Section 1. Establishment of Public Hearing Date and Time. A public hearing shall be held in the Great Room of CenterPlace Regional Event Center, located at 2426 North Discovery Place, Spokane Valley, WA, on the 14th day of November, 2023 at 6 p.m. or as soon thereafter as it may be heard, at which time the Spokane Valley City Council shall hear testimony from any person on the proposed assumption of the rights, powers, functions, and obligations of the Spokane Valley Transportation Benefit District. Notice of said public hearing shall be published in the Spokane Valley News Herald and the Spokesman Review on November 3 and November 10, 2023. 1 Draft Section 2. Effective Date. This Resolution shall be effective immediately upon passage and signatures hereto. PASSED by the City Council this day of , 2023. ATTEST: Marci Patterson, City Clerk APPROVED AS TO FORM: Office of the City Attorney 2 CITY OF SPOKANE VALLEY, WASHINGTON Pam Haley, Mayor DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO. 23- AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, ASSUMING THE RIGHTS, POWERS, FUNCTIONS AND OBLIGATIONS OF THE SPOKANE VALLEY TRANSPORTATION BENEFIT DISTRICT AS ALLOWED BY CHAPTER 36.74 RCW, AND OTHER MATTERS RELATED THERETO. WHEREAS, the City Council (the "City Council" or "Council") of the City of Spokane Valley, Spokane County, Washington (the "City") has adopted Ordinance No. 23-018 creating the Spokane Valley Transportation Benefit District with the same boundaries as the City as they currently exist or may be revised in the future; and WHEREAS, Second Engrossed Substitute Senate Bill 5987, in Section 302, provides that "the assumption of the rights, powers, functions and obligations of a transportation benefit district may be initiated by the adoption of an ordinance or resolution by the city or county legislative authority indicating its intention to conduct a hearing concerning the assumption of such rights, powers, functions and obligations"; and WHEREAS, the City of Spokane Valley held a public hearing on the proposed assumption of the rights, powers, functions and obligations of the Spokane Valley Transportation Benefit District on : and WHEREAS, the City Council finds and determines that the assumption of the rights, powers, functions, and obligations of the Spokane Valley Transportation Benefit District is in the best interest of residents of the City and will promote the general health, safety and welfare; NOW, THEREFORE, the City Council of the City of Spokane Valley do ordain as follows: Section 1. Findings. The 2015 Legislature of the State of Washington by Second Engrossed Substitute Senate Bill 5987 provided cities the authority to take over and assume the rights, powers, functions and obligations of transportation benefit districts formed under chapter 36.73 RCW. The City Council hereby finds that assumption of the Spokane Valley Transportation Benefit District will significantly simplify the administration of the district including administering the funds collected for transportation improvements for greater efficiency of government. The Spokane Valley Transportation Benefit District has not collected any funds, does not have any contracts, does not have any assets, has not committed to any projects and has not spent any funds, which simplifies the transfer of authority. Section 2. Assumption of the Spokane Valley Transportation Benefit District. The City hereby assumes all rights, powers, functions and obligations of the Spokane Valley Transportation Benefit District and by this action the Spokane Valley Transportation Benefit District will cease to exist as a separate legal entity. 1 DRAFT 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. 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: 2 CITY OF SPOKANE VALLEY, WASHINGTON Pam Haley, Mayor CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 31, 2023 Department Director Approval: Check all that apply: ❑ consensus ❑ old business ❑ new business ❑ public hearing ❑ information ® admin. report ❑ pending legislation ❑ executive session AGENDA ITEM TITLE: Custom typeface for approved tourism name & tagline GOVERNING LEGISLATION: Chapter 3.21 SVMC PREVIOUS COUNCIL ACTION TAKEN: • August 23, 2022, Council formally accepted a petition signed by qualified hotel owners/operators in Spokane Valley to establish a City-wide TPA, and adopted Resolution 22-017, which declares intent to establish a TPA and set a public hearing on September 13, 2022. Notice of the public hearing was published in The Valley News Herald and mailed to hoteliers in Spokane Valley pursuant to RCW 35.101.060(2). • September 13, 2022, Council held a public hearing and first reading on the proposed adoption of Ordinance 22-016. Council moved to advance Ordinance 22-016 to a second reading on September 20, 2022. • September 20, 2022, Council adopted Ordinance 22-016, establishing a City-wide TPA, with an effective date of January 1, 2023, for the TPA Commission. • September 20, 2022, staff received an agreement from the Washington State Department of Revenue authorizing the City to establish a TPA to permit the levy of lodging charges to be used exclusively for tourism promotion. • January 1, 2023, per Ordinance 22-016, the Spokane Valley TPA became effective along with the establishment of Spokane Valley TPA Hotel Commission. • On January 30, 2023, the TPA Commission supported moving forward with a Request for Qualifications (RFQ) to identify a qualified consultant to develop a five-year destination marketing plan and 18-month marketing service plan. • March 30, 2023, the TPA Commission and staff heard presentations from the selected consultants where they highlighted their qualifications for both a five-year Destination Marketing Plan and Tourism Marketing Services Plan and answered questions from the Commission. The Commission deliberated and determined that 116 & West was the most qualified consultant to develop the City's five-year Destination Marketing Plan and Tourism Marketing Services Plan. • April 20, 2023, the TPA Commission was provided details outlining a summary scope of work and proposed fee of $44,025 from 116 & West to develop a five-year Destination Marketing Strategic Plan. After deliberation and by unanimous consensus, the Commission recommended the City Council approve the proposal from 116 & West. • May 2, 2023, City Council approved a motion to authorize the City Manager or designee to negotiate, finalize, and execute a contract for $44,045 with 116 & West to develop a five-year Destination Marketing Plan. • August 15, 2023, Council received the first annual TPA Summary Report outlining activities and related work completed by the Economic Development Department Staff and the TPA Commission between Jan. 1, 2023, and August 31, 2023. August 17, 2023, the TPA Commission was provided with a final draft of the five-year Destination Marketing Strategic Plan and by unanimous consensus, recommended that City Council approve the plan after final edits are complete. August 17, 2023, the TPA Commission also discussed a summary scope of work and proposed fee of $813,500 from 116 & West for tourism marketing services through December 2024. These services would be guided by the implementation of the five-year plan and funded solely with TPA revenue. By unanimous consensus, the Commission recommended that City Council approve the scope and fee proposal with the understanding that the resulting agreement for services could likely be amended per available TPA funding. On September 5, 2023, the TPA Commission was provided with draft "name and tagline" concepts for the city's tourism brand from 116 & West. Selection of a name and tagline for the city's tourism brand is a core element in the five-year plan and necessary to move forward with development of other tools and services. The Commission, by vote of three in favor and one opposed, recommended that City Council approve the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives. On September 12, 2023, 116 & West provided a brief presentation to Council on the five- year plan, proposed marketing services and recommended tourism brand. By consent, Council directed staff to bring forward a motion to approve 1) the five-year Destination Marketing Strategic Plan 2) authorize City Manager or designee to execute a contract with 116 & West for $813,500 to provide destination marketing services through December 31, 2024, and 3) approve the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism. On September 19, 2023, City Council approved a motion to approve the five-year Destination Marketing Strategic Plan, authorize City Manager or designee to execute a contract with 116 & West for $813,500 to provide destination marketing services through December 31, 2024, and approved the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives. BACKGROUND: With approval from both the TPA Commission and City Council, the Economic Development Department published a RFQ in early February 2023 with the intent to use TPA revenues to hire a consultant(s) to develop a five-year Destination Marketing Strategic Plan (Phase 1); and provide 18 months of marketing services through December 2024 (Phase 2). On March 16, 2023, the TPA Commission reviewed 11 RFQ responses from consultants and identified three consultants for interview. On March 30, 2023, the Commission and staff heard presentations from the selected three consultants. The Commission deliberated and by unanimous consensus, recommended 116 & West as the most qualified consultant to develop both the five-year Destination Marketing Strategic Plan and provide Tourism Marketing Services (after completion of the marketing plan). The Economic Development Department negotiated a scope and fee ($44,025) proposal with 116 & West for Phase 1 — development of the five-year strategic plan. On April 20, 2023, the TPA Commission, by unanimous consensus, recommended that City Council approve the proposal. On May 2, 2023, the City Council approved a motion to authorize the City Manager or designee to negotiate, finalize, and execute a contract with 116 & West to develop a five-year plan. On August 17, 2023, the TPA Commission was provided a draft of the five-year Destination Marketing Strategic Plan and after discussion recommended, by unanimous consensus, that City Council approve the plan after final edits were completed. In late July 2023, the Economic Development Department negotiated a scope and fee ($813,500) proposal with 116 & West for destination marketing services (Phase 2 of the RFQ). The original concept outlined in the RFQ identified 18 months of services beginning July 1, 2023, but the process was slightly delayed. The negotiated proposal identifies 15 months of destination marketing services through December 31, 2024. The proposal splits the marketing services into years 2023 ($400,000) and 2024 ($413,500), and ensures continuity through the development of marketing tools, such as a new tourism website, printed materials and social media accounts, and initiation of marketing campaigns. The TPA Commission, after discussion and by unanimous consensus, recommended that City Council approve the scope and fee proposal for marketing services from 116 & West with the understanding that the resulting agreement could likely be amended per available future TPA funding. The city's Finance Department has requested that the expenditure of TPA revenues in 2023 be limited to $800,000 until a full 12 months of revenue collection is complete. That will provide a more accurate estimate of available TPA revenues in 2024. 116 & West, after completing the five-year destination marketing plan in August, presented "name and tagline" tourism brand concepts to the TPA Commission for review on September 5, 2023. Selection of the city's tourism name and tagline is a core element in the five-year plan and necessary to move forward with development of other marketing services. The Commission, by vote of three in favor and one opposed, recommended that City Council approve the selection of "Discover `THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives. On September 12, 2023, 116 & West presented a brief overview of the five-year Destination Marketing Strategic Plan, proposed marketing services through 2024, and a proposed name & tagline for the city's tourism brand to City Council. By consent, Council directed staff to bring forward a motion to approve 1) the five-year Destination Marketing Strategic Plan 2) authorize City Manager or designee to execute a contract with 116 & West for $813,500 to provide destination marketing services through December 31, 2024, and 3) approve the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives OR take other action as deemed appropriate. On September 19, 2023, City Council approved a motion to approve the five-year Destination Marketing Strategic Plan, authorize City Manager or designee to execute a contract with 116 & West for $813,500 to provide destination marketing services through December 31, 2024, and approved the selection of "Discover THE VALLEY" (name) and "Spokane Valley, WA" (tagline) for branding the city's tourism initiatives. As a follow up to the Sept. 19 presentation, the Economic Development Department and 116 & West, the tourism marketing consultant for the City, want to inform council members of the custom typeface that has been reviewed by the TPA Commission and selected for the approved tourism brand name and tagline. OPTIONS: Information Only RECOMMENDED ACTION OR MOTION: N/A BUDGET/FINANCIAL IMPACTS: No additional impacts. STAFF CONTACT: Lesli Brassfield, Marketing and Communications Officer ATTACHMENTS: Presentation of Custom Typeface for Tourism Name & Tagline LU J mi a z 0 04 a LU Q V CD CD aD CD 0 6P CD CDa aCD CD 0 p o > CD a CD CD 0 L- us CD 10 43 43 CD n ®i etg u�a ca 0CD n ca ®S CD 0 0 —" ®3 CD CDL- o U = o 0 � o E (n C) ®3 O o >,, o 'n CD p CD 0 — C7> 0 c � ® 0 0 ®3 CD � 0 us 0 0 ®3 > (n `0 CDCD ®3 ® (n CD 0 U 0 CD C CD 0 (n CD 0 ®3 CD CD � � > CD CD CD ®y` CD CD 0 0 0 0 p tg ®3 0 , 0 0 es us o us 0 0 � CD > CD CD,nECDE 0CD0 as CD 3 �.a � � I c .& I % \ \ ¥ I cm Vh I ia JON l" "K( /J / /' Mp 2 P kR�"II�IkR�WII��1111��lllll Il�ll��v»iast�ltitititi5viv»»>«"" a H a v a w L N N y O m a ,. Z Q 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 31, 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: Plante's Ferry Sports Complex Comprehensive Master Plan —Admin Report GOVERNING LEGISLATION: None PREVIOUS COUNCIL ACTION TAKEN: 2022, 10-18-22: Admin Report Letter of Support. 10- 25-22 Motion Consideration Letter of Support. 12-6-22: Admin Report Interlocal Agreement. 2022, 12-13-22: Motion Consideration: Plante's Ferry Sports Complex Public Master Planning — Interlocal Agreement. BACKGROUND: Council approved the Plante's Ferry Sports Complex Master Planning Interlocal Agreement between the City and Spokane County at its December 13, 2022, Council meeting. The Agreement allowed the City and Spokane County to move forward with an RFP for a planning consultant to begin a public master plan for the Plante's Ferry Park Sports Complex. While the Plante's Ferry Sports Complex is located in Spokane County, the City has long recognized the importance of the facility to Spokane Valley and its residents. In 2023, the City and County entered into an Interlocal Agreement with the Sports Facilities Advisory (SFA) to create a Comprehensive Master Plan for the Plante's Ferry Sports Complex. The fee to develop the Master Plan was $100,000, and the City and Spokane County agreed to equally share the cost. The contract was to develop a plan to guide the design and construction of phased improvements to the Plante's Ferry Sports Complex, a 95-acre regional sports complex serving primarily youth soccer, softball, and baseball. The project's primary goal was to generate a comprehensive plan to renovate the complex to more effectively meet current and future demand for local sports programming, regional tournaments, and potentially national events that could draw teams and attendees from beyond Spokane County. In February 2023, the consultants conducted a detailed in -person site assessment and led stakeholder meetings with Plante's Ferry Sports Complex user groups, community partners, Spokane Valley hoteliers, neighbors, representatives from sports, tourism and public facilities, and the general public. The site visit and stakeholder meetings took place over a three-day period. The development of the Comprehensive Master Plan included a review of the Complex's existing facility analysis, condition, assets, and infrastructure, review of existing data, market analysis, stakeholder meetings and interviews, community engagement, conceptional design development and opinion of cost, detailed financial forecasts reflecting recommended capital improvements, economic impact projections and recommendations for a formal, long-term partnership between Spokane County and the City of Spokane Valley for shared ownership and operations and maintenance of the Complex. The consulting team completed a Draft Comprehensive Master Plan for the Plante's Ferry Sports Complex in August 2023. An informational meeting to present the draft plan and seek input from the public and stakeholders was held on September 27, 2023, at CenterPlace Regional Event Center. All previous stakeholders received notification of the meeting and the meeting was widely publicized on social media, among partners and local news media. Approximately 35 people attended the September 27 meeting. Comments and input from stakeholders were considered and integrated into the final plan. The Comprehensive Master Plan process has resulted in a clear plan for the phased improvements at Plante's Ferry Sports Complex. When completed, the Complex will include 13 rectangle fields (soccer, lacrosse and field hockey), five triangle fields (softball and baseball), expanded parking, and other Complex amenities including more restrooms and concessions. Spokane County received $5 million in American Rescue Plant Act funding in 2022, which will fund Phase I of the construction of the Comprehensive Master Plan. These funds must be under contract with Spokane County and construction must commence no later than December 31, 2024 to retain the funding. The recently completed Tourism Strategy highlights the importance of an improved Plante's Ferry Sports Complex. Bringing the Complex, fields and diamonds to tournament quality will improve the quality of life for our residents, add another asset to attract visitors for extended sports -related tourism, and boost the local economy. Tonight, SFA will provide a presentation outlining the process, costs, and designs for the Plante's Ferry Sports Complex Comprehensive Master Plan. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: Discussion BUDGET/FINANCIAL IMPACTS: None STAFF CONTACT: Mike Basinger, Economic Development Director ATTACHMENTS: Plante's Ferry Comprehensive Master Plan. Sports Facilities Advisory PowerPoint presentation. 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E (z E ............... cn EE E a) X c . . a) I ....... . 0 ............... 0 0 o .1 ......... 0- CL ( . . 0 . ... .... 0 Co a) §,, to . ....... ) =3 0 0 . ... .... a) co I — 0 CL w C) 0 a) Iq a) ............ CD ... Q a) A:! ........ ..0 C3 0 j CD C) 2 (On d ( .j q :3� uj .. ........... C. §,- (z a) 4- a) C. > 0 ....... a) ..... 2 C. (15 CL If I'S la .0-3 1.1. too (1015 Cf) LLJ J H m Cf) X < Lu z 06 H-L Cf) LLJ J H m Cf) X < Lu z 06 H-L 9 SPORTS FACILITIES FMR AMR[� N[MRMM ON V�&� ADVISORYwww. spoRTSFAC I LIT I ES. COM y74�w, 11110111111 EXECUTIVE SUMMARY 3 INTRODUCTION 10 PROCESS AND WORK COMPLETED 14 KEY DATA: DEMOGRAPHIC & 15 SOCIOECONOMIC ANALYSIS KEY DATA: SPORTS IN THE REGION 18 KEY DATA: EXISTING SERVICE PROVIDERS 20 FACILITY IMPROVEMENT & OPINION OF COST 26 SYNTHETIC TURF VS. NATURAL GRASS 33 CAPACITY OF FIELD HOURS 34 BUSINESS MODEL OVERVIEW 35 FINANCIAL PERFORMANCE OVERVIEW - 37 PHASE II LOWER COST ECONOMIC IMPACT PROJECTIONS 38 FRAMEWORK AND OUTLINE OF 40 INTERGOVERNMENTAL AGREEMENTS POTENTIAL FUNDING AND PARTNERSHIP 44 OPPORTUNITIES CONCLUSION & NEXT STEPS 45 rIII°°III III.......SPOR rs IFAcii,,,,,,III""rIIIlf;;;;;s C0MPANll:..:..:.S IMISSION 47 Al3ou r "" "III°°Illllf;;;;;&ROR rs iFAcii,,,,,,III""rllllf;;;;;s caiwmIiVuii:..:..:.s 48 r III°°Ill llf;;;;;siF rIII 4 III III.......II Ilf;;lll 51 IF III lf;;;;; Y llf;;;;; R P l:..:;;; II "" "III II G PRO FORMA 55 "CEOXECUTIVE SUIMIMARY OF SUMIESS In December 2022, Spokane County and the City of Spokane Valley (henceforth, the Client) executed an interlocal agreement to jointly select and retain Sports Facilities Advisory, LLC (SFA), which is the planning arm of Sports Facilities Companies (SFC), to complete a multi -phased park master development plan for Plante's Ferry Sports Complex, sharing equally the costs of said plan. Per the terms of this interlocal agreement, the City of Spokane Valley agreed to take a lead role in the joint selection and retention of the consultant. Kimley-Horn, a planning and design consulting firm, was engaged as a subconsultant for this process focused on the facility assessment and recommendations for redevelopment as well as completion of the conceptual design and opinion of cost for the recommended assets. In order to understand the Client's desired outcomes, SFC and Kimley-Horn (henceforth, the "Consultant Team") facilitated an exercise to define success for the project. Based on that exercise, SFC created those desired outcomes as the "definitions of success." As such, SFC considers meeting the following criteria critical to determining the success of the project: Grow Sports Tourism: Capitalize on the continued growth in the sports tourism industry to develop a premier sports tourism facility that attracts, hosts, and retains sports and non -sports tournaments and events. Spur Economic Impact and Development: Maximize the opportunity to generate economic impact (new spending by non -local visitors) in the Spokane Valley market that would not be generated but for the tournaments and events held at the facility. Improve Local Programs: Increase access to sports, recreation, and wellness programs and activities for the local community. Based on the definitions of success outlined above and realities of funding, the Consultant Team has outlined a phased approach to the redevelopment of the Plante's Ferry Sports Complex, created design concepts and opinions of cost for the phases, and forecasted the financial performance and economic impact potential of the recommended full build out of the facility. io EXECUTIVE SUMMARY r u, Based on market analysis, industry experience, input from key stakeholders, and an analysis of the current operations, the Consultant Team developed recommendations for a phased approach to the redevelopment of the existing fields and support amenities at Plante's Ferry Sports Complex. Phase I of the redevelopment is focused on the Client team's primary goals of improving security, parking, and ingress and egress to the facility as well as renovation of a portion of the playing surfaces. The recommendations outlined in Phase II reflect the fully redeveloped Plante's Ferry Sports Complex to enhance service to local user groups and establish a premier regional destination for sports tourism that drives significant economic impact from non - local visitation. Though not shown as detailed upgrades in the visual below, the masterplan was also careful to avoid any negative impact to existing passive recreation areas such as picnic shelters, green space, and access to trails. While a detailed breakdown of the phases and amenities included in each is included later in this report, the image below reflects the conceptual design, which has been delivered as an associated document, created by Kimley-Horn for the fully redeveloped Plante's Ferry Sports Complex. 01,r i, ,, ,,,,,>, rrn ,+WOI, -� AFi,, y/MMrrrrr x", ANWO/mwlFlR", "'A 111%V LEGEND 1 SGCCER • SYNTHETIC TWRF Ugp ....... 'RJR SOOCER NATURAL TURF ITb 'ci SCFgpALl.. wr sTNTHETw; TWRF RNFaEaFa. agu� �a �"- r Cl1 SOFTBALL WSNNTHETX TURF INFIELD 500/ fc, FInD LIGHF'd PRIMAAW ENTRANCE OFF TREAT AVE. GJ SECONCARN ENTRANCE If CION ESSPON"RESTRGGM a/ PLAMGRO40NO IM S,ATTING CAGES J Lr PARAIING.. jl,60$N "Mf tlROP FF y F°NV ETARMWOVA BTAACTWRE 1% r 'G) PERIMETER IFEINCE. ',Pj L'x43TING MAtiNTE;IiAMCE FAC4LIT'T G� Ex9Nvm CR7WClfm&ONI.ROSTA ,W ' R E%IISTING RESTRICM F".&J tl S RCMP STATM S.) E&STING R VGRSW ND EXECUTIVE SUMMARY As mentioned earlier, Phase I of the redevelopment is focused on the Client team's primary goals of improving security, parking, and ingress and egress to the facility as well as renovation of a portion of the playing surfaces. The conceptual design, recommended improvements, and opinion of cost for the first phase of development are outlined below. LEGEND SOCCER - SYNTHETIC TURF (6) iE} FIELD LIGHTS F) ENTRANCE OFF TRENT AVE. f PAWNG (185) (..G� EXISTING CuG)NCESSIGN•IRESTIROGM � RAJ �T PERIMETER FENCE - PHASE 0 i" PHASE I — FACILITY IMPROVEMENTS Phase I is recommended to include the following improvements: Three Synthetic Turf Multi -Purpose Fields (360' x 240') 1111111 Site Improvements New Entry Drive Improvement Area Site Grading Field Lighting Parking Lot (185 Spaces) Perimeter Fence — Phase Stormwater Drainage The synthetic turf multipurpose fields provide maximum flexibility and can be used for a variety of sports including soccer, football, lacrosse, rugby, field hockey, ultimate frisbee, and more. These three fields will require six months (April — September) for construction during which nine multi -purpose fields and all baseball/softball fields will remain available for play. Also, a new entry/exit point will be constructed which will result in an additional 185 parking spots to the current 664 parking spaces available at Plante's Ferry. Perimeter fencing will also be added to the improvements of Phase I to enhance security and protect the investment. The new entry/exit point will provide improved access and relief from the adjacent residential neighborhood which was a primary element of concern from the stakeholders and residents. 5 41 2 K, r u, EXECUTIVE SUMMARY As mentioned earlier, Phase II of the redevelopment is focused on optimizing service to local user groups and establishing a premier regional destination for sports tourism. The conceptual design, recommended improvements, and opinion of cost for the second phase of development are outlined below. DRCPw awr PERIMETER FENCE R¢1t mGRk ©wcwir�wwN wsiw�rw 0 v i CXlS" G MANN ENANCE wn¢iaurr ca; wX�9rtlNtY4AJNCL9aIdNPoXlifiRdS1VA w; EXISTING ResrwaOM,wiUTrxwvxewsaaruaN N saiNrawaTKarOwuuNN � 1 r rj� ,��✓ i///�i d!!� � i Phase I of the build out will add 185 parking spaces without removing any current parking spaces, while Phase II will add 1,416 parking spaces while removing 206 existing parking spaces. The complete redevelopment of Plante's Ferry Sports Complex will result in demolition of the current parking areas and new development for a total of 1,601 parking spaces (Phase I & II). This is an increase of 937 parking spaces from the current 664 parking spaces currently available. A PHASE II — FACILITY IMPROVEMENTS Phase II is recommended to include the following improvements: Youth Baseball/Softball Fields (Five Upgraded Fields) Three 250' Fence Fields Two 300' Fence Fields Outfield Natural Grass Synthetic Turf Infields Three Lighted Fields Support Building Multi -Purpose Fields (10 Upgraded Fields) Three Synthetic Turf Fields Seven Natural Grass Fields All Fields — 360' x 240' Three Lighted Fields Two Support Buildings Site Improvements Site Grading Field Lighting Infrastructure Parking Lot (1,416 Spaces) Stormwater Drainage Maintenance Facility Perimeter Fence — Phase 11 Phase II is broken out into two construction seasons. Phase II — A will take place during April through September of one year while Phase II — B will occur during April through September of the next year. During construction for Phase II - A, three synthetic turf fields will be available for play and all baseball/softball fields will remain available for play. During construction for Phase II - B, three synthetic turf fields and seven natural turf fields will be available for play and the baseball/softball fields will be displaced for that construction season. It is also important to note that the renovation of the complex will require partial demolition and relocation of the County Parks Maintenance Facility in order to provide a dedicated complex maintenance facility, additional parking, and other improvements. Costs for these elements are not included in the proposal and need to be determined separately. SFC analyzed the current operation of the Plante's Ferry Sports Complex to determine the ideal structure to achieve the Client's definitions of success. To establish and operate the facility as a premier sports tourism destination and to improve financial performance, SFC recommends outsourced management through a third -party organization experienced in youth and amateur sports tourism facility management. SFC produced the financial forecast and economic impact analysis based on this recommendation. The table that follows summarizes the forecasted revenues, cost of goods sold, and operating expenses through the first five years of operations at the fully redeveloped (Phase II) Plante's Ferry Sports Complex. The financial performance details have been provided in the full financial forecast (pro forma) document at the end of the report. SFC has projected the items within the financial forecast according to standard processes backed by more than a decade of industry experience including the production of hundreds of institutional -grade pro forma documents, the development of numerous youth and amateur sports facilities, and the real -world management experience gained from the day-to-day operations of more than 30 youth and amateur sports facilities around the United States. Financial Performance Summary — Phase II *Earnings before interest, taxes, depreciation and amortization (Reduction of debt through payments). 111 As demonstrated in the previous table, the operations at the Plante's Ferry Sports Complex are expected to require an operational subsidy during at least the first five years of operations. The model assumes a single operator leading the operations of the facility, conversation of current user group operators to facility renters, and total facility expenses (cost of goods sold, facility, operating, management payroll, and payroll taxes, benefits, bonus) without expense efficiencies through the City, County, user groups, or other partners. For the purposes forecasting economic impact during this study, SFC analyzed one type of visitor to the area: overnight visitors. Overnight visitors are defined as coming to the Spokane Valley area from more than 90 minutes away who stay overnight. SFC's economic impact projections do not include any assumptions for visitors extending their stay beyond the event and do not include any indirect or induced spending projections. It is important to note that the economic impact reflects only the teams and visitors that can be hosted at the new sports complex and does not include additional teams and visitors that may be hosted at other facilities in the area in conjunction with the new facility as part of a larger tournament. The table that follows summarizes the projected economic impact drivers and direct spending in years one through five of operations of the fully redeveloped (Phase II) Plante's Ferry Sports Complex. Economic Impact Year 1 Year 2 Year 3 Year 4 Year 5 Non -Local Days in Market - Overnight 90,705 100,681 101,150 101,150 101,618 Room Nights 27,238 30,252 30,377 30,377 30,502 Total Economic Impact $13,464,648 li $14,945,554 '$15,015,138 $15,015,138 $15,084 721' The Facility is projected to generate over 30,000 new room nights and approximately $15 million in total economic impact in year five at maturity in the local area. M The Consultant Team worked with the Client to understand the vision and definitions of success for the redevelopment of the existing Plante's Ferry Sports Complex. Independently, the Consultant Team analyzed the market feasibility, physical asset conditions, ideal redevelopment phases, and financial reality of the assets and their ability to compete with existing facilities in the local and regional market. As a result, the Consultant Team believes that the development of the recommended field assets has the capability of meeting the definitions of success and objectives as outlined by the Client Team. In recognition of the work completed to date and the information above and detailed throughout this report, SFC deems the opportunity to redevelop Plante's Ferry Sports Complex in Spokane Valley to be a "Feasibility: Yes, If" project, meaning that there are multiple key steps/factors that must be addressed before moving forward with the project. The top three steps/factors are: A funding plan must be created to cover the cost of both phases of redevelopment. 2. An intergovernmental agreement must be created between the city and county to work collaboratively in the funding, operating and managing of the facility. 3. A long-term plan must be developed to cover long-term operating, capital improvement, and replacement costs. The Consultant Team believes that the facilities as planned have the potential to accomplish the Client Team's goals if pursued. If the three steps/factors above can be accomplished, SFC endorses the redevelopment of Plante's Ferry Sports Complex in Spokane Valley, Washington. Based on the results of this study, the Consultant Team believes that this project has the components needed to move a project from analyzing feasibility to exploring its potential fundability or the potential to secure financing. Based on these findings and recommendations, the project is ready to move to the next phase exploring and discussing funding strategies that will continue to mature and develop the conversation around creating a local sports and recreation asset with the ability to achieve sports tourism located in Spokane Valley, Washington. M INTRODUCTION In December 2022, Spokane County and the City of Spokane Valley (henceforth, the client) executed an interlocal agreement to jointly select and retain Sports Facilities Advisory, LLC (SFA), which is the planning arm of Sports Facilities Companies (SFC) to complete a multi -phased park master development plan for Plante's Ferry Sports Complex, sharing equally the costs of said plan. Per the terms of this interlocal agreement, the City of Spokane Valley agreed to take a lead role in the joint selection and retention of the consultant. Kimley-Horn, a planning and design consulting firm, was engaged as a subconsultant for this process focused on the facility assessment and recommendations for redevelopment as well as completion of the conceptual design and opinion of cost for the recommended assets. In order to understand the Client's desired outcomes, SFC and Kimley-Horn (henceforth, the "Consultant Team") facilitated an exercise to define success for the project. Based on that exercise, SFC created those desired outcomes as the "definitions of success." As such, SFC considers meeting the following criteria critical to determining the success of the project: Grow Sports Tourism: Capitalize on the continued growth in sports tourism industry to develop a premier sports tourism facility that attracts, hosts, and retains sports and non -sports tournaments and events. Spur Economic Impact and Development: Maximize the opportunity to generate economic impact (new spending by non -local visitors) in the Spokane Valley market that would not be generated but for the tournaments and events held at the facility. 11111 Improve Local Programs: Increase access to sports, recreation, and wellness programs and activities for the local community. 10 B SPORTS FACILITIES INTRODUCTION ADVISORY, SWINE, III WORK THE FULL SCOPE IN THE AGREEMENT CONSISTS OF THE FOLLOWING STEPS: 11111 Step 1: Project Kick -Off In this step, the Consultant Team facilitated a formal call to cover six topics such as project history, existing data, potential partners, etc. with members of the Consultant Team and Client Team. 11111 Step 2: Existing Data Review and Market Analysis The Consultant Team discussed existing operating and program information provided by the Client, including but not limited to: Spokane County 2020 Parks, Recreation & Open Space Plan City of Spokane Valley Parks and Recreation Master Plan 2019 Update City of Spokane Valley Parks & Recreation Guide Spokane Rapids Spokane County Recreation 11111 SFC then conducted market research on various outdoor multi -purpose and baseball/softball field facilities in the local, sub -regional, and regional market, sports participation trends, local organizations, and demographic factors. 1111 Step 3: Site Visit with Development Planning Session (DIPS), Facility Tour, Market Tour, and Competitive Facility Analysis The Consultant Team facilitated a "deep dive" planning and strategy session with the Client that focused on defining success and refining the Client's vision, value propositions, financial resources, core competencies, products and services, strategic alliances, and financial success metrics. The Consultant Team then spent time conducting stakeholder and user group meetings to define the parameters for a successful project, determined existing opportunities and challenges for long-term operations, and more. Additionally, the Consultant Team toured Plante's Ferry Sports Complex and visited complementary and competitive facilities in the local/regional area. SFC provided an overview and assessment of the competition and resulting market opportunity, partnership opportunities, and potential stakeholders. I Step 4: Community Engagement During the market visit, the Consultant Team engaged with staff, community leaders, end users, and the community -at -large. The Consultant Team utilized the insights provided by the community to gather valuable input relating to the potential redevelopment. The primary goals of the community engagement initiatives were to: Define the parameters of a successful project. Determine the opportunities that exist and identify the challenges that must be addressed during the planning phase and through long-term operations. Understand the current and future demand, as well as any real or perceived service gaps. Gain insight and data to inform recommendations and projections for the project. 11111 Step 5: Outdoor Asset Condition Assessment and Prioritization of Needs The Consultant Team took facility tours with the City and County's team members to visit Plante's Ferry Sports Complex to better understand factors related to local use, tournament and event use, condition, capital improvement requirements, and more. The Consultant Team evaluated requirements and made recommendations for Plante's Ferry Park and Sports Complex. Additionally, the Consultant Team produced a set of prioritized recommendations of a phased implementation plan as part of the City's Tourism Strategy. Step 6: Conceptual Design Development and Opinion of Cost The Consultant Team produced a conceptual design in AutoCAD, based on the work completed in steps one through five, City/County approval, and the goals and definitions of success as described by the Client Team. The Project Team developed an illustrative site plan and opinion of probable cost based on the conceptual design development. 11111 Step 7: Detailed Financial Forecast (Pro Forma) Reflecting Recommended Capital Improvements 1111 SFC developed a full, five-year financial forecast that models business units for every asset within the sports facility, finalizes the specific combination of recommended indoor sports and recreation assets, and provides a final opinion of cost for those assets. HN I Step 8: Economic Impact Projections SFC forecasted the economic impact projections of the proposed redevelopment and facility improvements. The analysis includes annual direct spending for the City and unincorporated County resulting from the existing and future developments at Plante's Ferry Sports Complex. The economic impact projections are based on projections for tournaments and events and include: Number of Events Number of Teams Number of Participants Number of Affiliated Spectators Percent of Participants and Affiliated Spectators from out -of -County Length of Stay Average Daily Rate (ADR) Average Daily Expenditures (ADE) Step 9: Final Master Plan The Project Team developed a Plante's Ferry Sports Complex Comprehensive Master Plan, which includes a detailed overview of the proposed development and an overview of all work completed. IN PROCESS & WORK COMPLETED 0 l"I,,,,I 114 1E. OF CFI III,,. III,,] 1` FORM In order to create the recommendations detailed in this report, SFC utilized a proven process to develop an in- depth understanding of goals, opportunities, and viable strategies for improving the market's access to quality outdoor field assets. While the process included dozens of steps and was not linear, SFC summarizes the work completed as a six -phase process that begins with developing a contextual understanding of desired outcomes and ends with recommendations to achieve those outcomes. The "SFC Funnel Model" depicted here demonstrates SFC's process to develop and refine recommendations for the Client. l" I,,,, III 114 1E, 1E, IIM 1E, 10 IN ORDER TO COMPLETE ITS WORK, SFC PERFORMED THE FOLLOWING STEPS: Reviewed existing data, including: Existing assets, programs, and services Parks and Recreation data Preliminary site information Conducted a market analysis, including: Demographics and socioeconomics Sports participation Sports tourism industry, participation, and competition trends Researched existing local recreation and fitness/training assets including: Facility amenities Facility quality Event seasonality Created facility program plan, opinion of cost, and conceptual design development documents for the redevelopment of Plante's Ferry Sports Complex Developed a detailed, five-year financial forecasts and Economic Impact Projections for Plante's Ferry Sports Complex Produced a Master Plan that details SFC's methodology for developing the financial forecasts and provides a high-level summary of various aspects of the pro forma models including financial performance data lE SFC conducted an in-depth demographic and socioeconomic analysis of the local, sub -regional, and regional market. The goal of this portion of the analysis is to determine the key characteristics of the most regular users of new facilities. SFC has included comprehensive local demographic reports in the Appendix of this document. The chart that follows displays some of the key demographic factors used in analyzing the utilization of facilities by the local population; these customers will be the most frequent users of an outdoor field complex located in Spokane Valley, WA. SFC also analyzed the regional population based on drive time from the Spokane Valley market. While these statistics do not serve as strict predictors of a facility's opportunity to meet its objectives, SFC has developed a proprietary analytical process which considers these factors and several others as an integral part of the financial forecast, sports participation projections, and other analyses required in SFC's study. M m 1P PUII,,,.Arnim SIZE: SFC used drive time from Plante's Ferry Park and Sports Complex to analyze the population of the possible participants that an outdoor field complex would seek to capture. The immediate area of Spokane Valley, within the 30-minute drive -time window, is made up of approximately 572,000 people, while the overall region (240 minutes) is made up of approximately 2.5 million people. The local market can be viewed as a positive factor for local programming, since the local and regional population increases the demand for the assets. 1P PUII,,,.Arnim TIREMICID„ The population is expected to increase in the immediate area, with estimates showing an approximate 4.1-percent increase over five years in the 30-minute drive time interval. AI„ The median age within all drive time intervals ranges from 37.3 to 39.7 in the local and subregional market. The national median age in the US is approximately 38.5. Based on SFC's experience, markets with a below average median age typically suggests that there are a high percent of children and young adults in the market, which are key age segments for sports and recreation. IlFve....Y e a iir IlP o pui ui IIIa t in ..1.ire ire 4.50% .^^^^ ^^Growth Rate 4.00% m mm 3.50% mmm ............ mmmmmm 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00% 10 MINUTE 15 MINUTE 30 MINUTE DRIVE TIME DRIVE TIME DRIVE TIME II E DIIAIN IH USEH011,,,.ICID IIII C III „ The median household income levels in all local drive time intervals are below the national median, which is approximately $70,784. However, SFC adjusted the median household income based on the cost of living in Spokane Valley, WA. Based on these adjustments, SFC calculated that the adjusted median household income in Spokane Valley falls between-18.50-percent lower than and-12.36-percent lower than the median household income figure nationally. AS A 1IZI: ,, U ll,,,,, n , II• C IH:..:., W I1W:..:..: [.. II III II°1GU Ih,,..: lI 10I,,,,,II„ II N C01W:,,,, CII°MI,,,,,II,,,,,If..:..: NGlllNG II::::' C"'n"QR IIN II..�Ifiiii"'n"'Ifiiiilf II�IIII�IIII�G "'n"'14°CIli: III If IIKlliiiiFF" I:::'I:iiii II I:1III,,,,,II"TY, FEES FOR U I CIU I ATII INAII,,,. II,,,.I SS INS: The surrounding communities have below average spending on recreational lessons when compared to the national average, which is approximately $143. Based on SFC's experience, communities with above -average level of household expenditures on fees for recreational lessons displays the willingness to purchase recreation -based programs and services in the immediate area. Because fees (spending) for recreational lessons are below average, SFC views spending on recreation as a challenging factor for the local market feasibility. Within the local Spokane Valley market, the population ranges up to approximately 572,000 people, which is a positive characteristic for new facility development. The median household income presents challenges in the near local market. The median age is near the national median in all local drive time intervals, suggesting the presence of younger individuals in the market and more young families. The median age in Spokane Valley demonstrates a positive development characteristic. Since the spending on recreational lessons in the local market is below average, SFC views that factor as a challenging characteristic to facility development. As a whole, the Spokane Valley market demonstrates a mixture of both favorable and challenging characteristics for new facility development and existing facility enhancement. The balance of demographic and socioeconomic factors in Spokane Valley creates a neutral environment for youth and amateur sports facility development. As part of the process of analyzing the feasibility for the development in Spokane Valley, WA, SFC determined the total number of sports participants in the local, sub -regional, and regional markets. SFC calculates sports participation using a blend of national and regional sports participation rates as reported by the National Sporting Goods Association (NSGA) and the Sports and Fitness Industry Association (SFIA). The projections consider only active sports participants who play their respective sport in an organized format a specific number of times per year. The qualifying participation threshold varies by sport and is intended to separate casual participants from core participants; core participants are more likely to pay to visit the facility because they play consistently enough to consider paying for and participating in an organized program on a regular basis. The following table lists the "primary" sports and activities that could be accommodated within the facility types that most regularly drive a high volume and frequency of sport participants and events, as well as the number of potential participants that could be attracted from the local, sub -regional, and regional marketplaces. "Primary" sports are those identified as having regular competitive seasons or a large base of participants to draw from the market. Publix Sports Park — Panama City Beach, FL — Managed by Sports Facilities Management SFC calculates the potential participants by multiplying each primary sport's core participation rate with each drive time population. SFC notes that this calculation does not factor in existing service providers, and it is likely that existing facilities in the local, sub -regional, and regional marketplaces will impact the number of participants that a new facility could capture from those areas. In total, the Baseball/Softball and Multi -Purpose Fields located at Plante's Ferry Park and Sports Complex could accommodate approximately 100,000 participants within 90 minutes and approximately 288,000 participants within the 240-minute drive time interval. IE io DATA: nm �� nm nm n nm wuw . n. Rocky Top Sports World — Gatlinburg, TN As a preliminary step in determining the market feasibility for certain sports and recreation services, SFC reviews the local and regional market for existing service providers. SFC analyzes specific asset types based on the Client's vision and direction for the facility. In addition, SFC conducts a standard review of the market to identify additional areas of focus for a new facility in the market. SFC researched the following asset types in the greater Spokane Valley area: 35 25 25 15 15 5 5 OUTDOOR OIIAMOINO FIELDS OUTDOOR IMULTI-PURIPO yE FIELDS OntdeerlDlamond (Field (Facilities, Ontdeer IMUlti -('Unease (Field IFacil hies, M The tables that follow show a sampling of the facilities analyzed by SFC. SFC presented these facilities in order of proximity to a preliminary site located in Spokane Valley, WA rather than their similarity to the current project. SFC included facilities from the aforementioned asset types within the body of the report due to their relevance to the recommended facility program. SFC has included an expanded list of facilities analyzed in the local market in the Appendix. Ilm i =iriii 111111plil EM SYSA/Andrew Rypien Field 15 Spokane Indians Stadium 17 Rogers HS Field 19 Roosevelt Elementary Field 21 Garry MS 21 Clark Playfield 22 Ferris HS 22 Franklin Park 23 Dwight Merkel Sports Complex 30 Rocky Top Sports World — Gatlinburg, TN 111111111111211 III qi ��1111mffl TBD Future HUB Sports Complex 10 Fields SYSA/Andrew Rypien Field 15 Shaw MS 17 Mead Sports Complex 17 Union Stadium (Mead) 17 Mulligan Field (Gonzaga University) 20 Luger Field and Practice Fields 20 Gonza a University) Roosevelt Elementary Field 21 Garry MS 21 KE It is important to note that SFC conducts additional analyses during the pro forma development to determine each competing facility's effect on the ability of new youth and amateur sport assets to achieve operational success. The facilities researched represent potential competitors in the market that are currently hosting programs, tournaments, or other events that may impact the operations at a new facility. The factors SFC will use to perform this analysis include, but are not limited to: EXISTING SPORTS AND RECREATION INVENTORY: SFC analyzes existing facility inventory in terms of the quantity of existing sports assets, the quality of those assets, and their proximity to critical supporting structures and businesses. PROXIMITY TO THE FACILITY: SFC determines the proximity of existing sports and recreation assets to the new facility, recognizing that closer assets will have a larger impact from a competitive standpoint than assets that are farther away. PRICING: SFC examines the market prices of user fees, rental rates, registration fees, etc. Unless otherwise directed, SFC sets prices in its financial forecast that are either in line with or slightly above current -year market rates. SEASONALITY: SFC utilizes its experience in managing similar facilities to determine the optimized seasonality for hosting programs and events. In addition, SFC recommends asset types based on their ability to flexibly support year-round programming, especially in challenged markets. MARKETING REACH AND CAPTURE RATE: SFC bases the ability of a new facility to effectively market and capture sports and recreation participants, tournaments, and events on market factors such as demographics and socioeconomics, competitive factors such as the quality of existing facilities in the region, and destination factors such as site accessibility and the reputation of the destination. PROGRAM MIX AND SERVICE OFFERINGS: SFC created a financial forecast that reflects a robust, detailed set of revenue streams for the facility based on the type, size, quantity, and quality of assets. KK SFC observed no Outdoor Diamond Field facilities within a 15-minute drivetime of the Plante's Ferry Sports Complex and a limited number of facilities within the local 30-minute region. SFC identified a limited number of Outdoor Multi -Purpose Field facilities within a 30-minute drivetime of the Plante's Ferry Park and Sports Complex. Potential partnerships with the existing service providers in the area could create more inventory for bringing larger tournaments to the area which will generate a greater economic impact. It is also important to note that The HUB Sports Complex has received $1.03 Million from the state legislature to begin the construction of 4 synthetic turf multipurpose fields. This increase in local inventory of outdoor multipurpose fields coupled with a complementary partnership will allow more space for larger tournaments. Cornerstone Sports Complex — Starkville, MS — Managed by Sports Facilities Management IN As described in the "Process and Work Completed" section, SFC analyzed regional facilities to determine size, quality, events hosted, and several other factors to understand opportunities for and obstacles to new facility development. The tables below display a sample of tournament -capable facilities within a four-hour drive time of Spokane Valley, their location, and the number of fields each facility offers. SFC concentrated on two regional asset types: multi -purpose fields and baseball/softball fields. SFC analyzed more than 20 combined regional facilities. The table that follows displays a sample of the tournament capable complexes in the region. SFC has also included a comprehensive list of tournament facilities within the appendix. Dwight Merkel Sports Complex Spokane, WA 8 synthetic turf MP fields and 6 diamond fields (grass) Canfield Sports Complex Coeur d'Alene, ID 6 diamond fields of varying sizes (1 x 350', 5 x 225') Babe Ruth Sports Complex Richland, WA 4-6 300' diamond fields Dale Dahlgren's American Legion MilMT 8 diamond fields of varying sizes and 1 championship Baseball Complex ssoua, diamond field (1 x 380, 2 x 300, 6 x 225') Gateway Sports Complex Yakima, WA 8 diamond fields of varying sizes (4 x 225', 4 x 300') Kalispell Youth Athletic 11 MP fields, (7 soccer, 4 football fields) 9 pee wee Com pl ex/Kids ports Kalispell, MT baseball fields, 2 Babe Ruth baseball fields, 1 adaptive field cross country course 71111 72 a =11IIIIIIIIIIIIIIIIIIIIII ! ir Jh� �, .9 I ri 13, 0', 11, 1111, � 011 Dwight Merkel Sports Complex Spokane, WA 8 synthetic turf MP fields and 6 diamond fields (grass) SOZO Sports Complex Yakima, WA 13 soccer fields (4 turf) and adjacent indoor complex Kalispell Youth Athletic 11 MP fields, (7 soccer, 4 football fields) 9 pee wee baseball Complex/Kidsports Kalispell, MT fields, 2 Babe Ruth baseball fields, 1 adaptive field, cross country course 12 soccer fields, 6 turf, 5 grass, 1 stadium (Central Campus Starfire Sports Seattle, WA offers 4 turf fields and stadium with press box and 4,500 seating capacity), West Campus has 4 grass MP fields, North Campus has 4 MP fields 60 Acres Park Redmond, WA 25 soccer fields (15 full grass MP fields) RE Based on existing volume of multi -purpose field facilities in the regional market, SFC recommends that a facility modeled to attract tournaments and events at a sports tourism scale include a minimum of 12 full multi- purpose fields. Since Plante's Ferry Sports Complex will have 13, it will fall above this threshold. It is important to note that a 12-field facility will have a limited ability to attract tournaments at the national level, however, SFC believes there is a regional opportunity to establish a premier multi- purpose field facility. This regional opportunity is detailed in the pro forma, at the end of the report, which outlines the specific number of events projected from years one through five of operations under the recommended operating structure. National events would require 20+ fields at one site with access to additional multi -purpose field facilities within proximity. Based on the existing volume of diamond field facilities in the regional market, SFC recommends that a facility modeled to attract tournaments and events at a sports tourism scale include a minimum of eight full diamond fields. While Plante's Ferry will remain with five diamond fields, it can still host tournaments, though the focus will be serving the local market. Having a qualifying number of fields alone does not make a facility competitive for tournaments and events on a regular basis. To successfully compete for tournaments and events in today's highly competitive atmosphere, facilities must be "tournament class", meaning they have: 11111 Sufficient, convenient parking and restrooms 11111 High -quality, convenient concessions options. 11111 High -quality playing surfaces that maximize play and ensure consistency Amenities dedicated to spectator comfort (e.g., sufficient seating, shade structures, etc.) IIFAC III III11"Y OVEERVIIEEWII II III,,, III Based on the data and insights above, SFC worked with Kimley-Horne to provide a facility program recommendations for the redevelopment of Plante's Ferry Park and Sports Complex in Spokane Valley. Phase I of the redevelopment is focused on the Client team's primary goals of improving security, parking, and ingress and egress to the facility as well as renovation of a portion of the playing surfaces. The conceptual design, recommended improvements, and opinion of cost for the first phase of development are outlined to the right and below. IINHASIE, III 1FAC111,,,, III1" III II II II II ,,, II II ,III Phase I is recommended to include the following improvements: Three Synthetic Turf Multi Purpose Fields (360' x 240') Site Improvements New Entry Drive off Trent Ave. Improvement Area Site Grading Field Lighting Parking Lot (185 Spaces) Perimeter Fence — Phase Stormwater Drainage r:. fry 2"a� ,,,� /�. �d�'Vf`. ,%Jl,+„ „i//DyG/�/��h//%/9ro�10/�y�✓//i ��r>..l- � LEGEND w SOCCER - SYNTHETIC TURF (6) E,} FIELD LIGHTS F) ENTRANCE OFF TRENT AvE. «r PAWNG (185) r Gl EXISTING CONC SSIGN•RESTIROOM �a T PERIMETER FENCE - PHASE I , W The Consultant Team has developed an opinion of cost for the redevelopment of Plante's Ferry Sports Complex. The chart below reflects the opinion of cost for Phase I as described and shown on the previous page. OPINION OF • LAND COST TBD 0% TBD TBD HARD COST $1,769,455 $1,946,400 $2,034,873 FIELD AND SPORTS EQUIPMENT COST $3,451,299 $3,796,429 $6,143,313 FURNITURE, FIXTURES, AND EQUIPMENT $0 $0 $0 SOFT COSTS CONSTRUCTION $698,872 $768,759 $1,048,307 SOFT COSTS OPERATIONS $117,547 $129,301 $135,178 WORKING CAPITAL RESERVE TBDTBD TBD The total use of funds SFC forecasts for Phase I is approximately $6 million while two levels of contingency are provided based on feedback and data from recent local projects. That total includes a budget beyond just the development costs for operational start up that may be incurred in improving the operational structure between Phase I and Phase II improvements. Since Spokane County, the City of Spokane Valley, and Washington State Parks are still in discussion on the use of the State Park land for the right-of-way, the Consultant Team has left any land acquisition costs to be determined. Full details on the construction and start-up cost estimates can be found in the facility program and opinion of cost, which the Project Team has included within the pro forma at the end of this report. IIFAC III III11"Y OVEERVI III,,W - INHASIE, III III Phase II of the redevelopment is focused on optimizing service to local user groups and establishing a premier regional destination for sports tourism. The conceptual design, recommended improvements, and opinion of cost for the second phase of development are outlined below and to the right. PHASE II — FACILITY IMPROVEMENTS Phase II is recommended to include the following improvements: Youth Baseball/Softball Fields (5 Fields) Three 250' Fence Fields Two 300' Fence Fields III Outfield Natural Grass Synthetic Turf Infields Three Lighted Fields Support Building Multi -Purpose Fields (10 Additional Fields) Three Synthetic Turf Fields Seven Natural Grass Fields All Fields — 360' x 240' Three Additional Lighted Fields Two Support Buildings Site Improvements Site Grading Field Lighting Infrastructure Parking Lot (1,416 Spaces) Stormwater Drainage Maintenance Facility Perimeter Fence — Phase 11 LEGEND ASOCCER EVRTNETiC TURF J% ..... ..... IX SOCCER • NATURAL IUURF 17B Rtt uu.w AvwxpiE;rrlC ftIgRFIWF1Eit.N-25W b [q SCiPA6URM.IL tNI9NNFNIEdIC TURF NF`IEULU .9`p0" iF PRURARY ENTRANCE 'GI SEC©NGARr EINTRANCE "M3 Oalloess&AW.RE1SYROOMI CJ) PMA'YLYRg411MIF4 ISAT'Y'IWW CAOE:S .. "G�; PARRINO 11,6011} W URSPtiOFF 'N+ arTYRIAWATE,RS'TRlC'rURE to PERIMETER FENCE. V) EXISTING NAAWIENANCE FACIILIITY E% TING �KJM�r;9 IdN-Rr;tiYRbfluN ,RJ EXISTING RESTROOM FACIEUT'Y S P LIMP STATION N EXISUiNG KA'WO"WNN IIM U IIL....u1" III ,,,,, IIP U IIR III 0 S II,,, IIF III III,,, I I10 USIE'S The synthetic turf multi -purpose fields provide maximum flexibility and can be used for a variety of sports including soccer, football, lacrosse, rugby, field hockey, ultimate frisbee, and more. The image below demonstrates a sample of how the multi -purpose fields could be lined and used for a variety of activities such as small -sided soccer, lacrosse, football, field hockey, and rugby. This image is simply provided to show various field type possibilities without any reference to specific phasing. The determination of permanent, temporary, primary, secondary, and tertiary field striping options will be explored during the detailed design phase of facility development. 19 The Consultant Team has developed an opinion of cost for the redevelopment of Plante's Ferry Sports Complex. The chart below reflects the opinion of cost for Phase II as described and shown on the previous page. OPINION OF • LAND COST TBD 0% TBD TBD HARD COST $20,322,254 $22,354,479 $23,855,207 FIELD AND SPORTS EQUIPMENT COST $10,387,675 $11,426,443 $13,943,993 FURNITURE, FIXTURES, AND EQUIPMENT $679,426 $747,369 $815,311 SOFT COSTS CONSTRUCTION $2,123,676 $2,336,043 $2,548,411 SOFT COSTS OPERATIONS* $1,064,081 $1,170,489 $1,276,897 WORKING CAPITAL RESERVE TBD TBD TBD The total use of funds SFC forecasts for Phase II (not including Phase 1) is approximately $34.6 million while two levels of contingency are provided based on feedback and data from local projects. That total includes a budget beyond just the development costs for operational start up that may be incurred in improving the operational structure in conjunction with Phase II improvements such as compensation to hire and train new staff. Soft costs of operations are also included in this total. The SFC forecasted combined total of Phase I and 11, including soft cost of operations, is approximately $40.6 million. Since Spokane County, the City of Spokane Valley, and Washington State Parks are still in discussion on the use of the State Park land for the right-of- way, the Consultant Team has left any land acquisition costs to be determined. SFC has not reflected escalation in the Phase II opinions of cost due to the variable timing of Phase II as determined by the Project Team and other factors. Once a time frame of Phase II is established, the development cost will need to be readjusted to reflect escalation with up-to-date dollars. Full details on the construction and start-up cost estimates can be found in the facility program and opinion of cost, which the Project Team has included within the pro forma at the end of this report. * Soft costs of operations are funds set aside for pre -opening expenses, such as staffing and marketing, to ensure that the operation of the facility is prepared on day one and is on pace to hit the financial goals for the first year. For more information and a detailed breakdown of these costs, please see page eight of the pro forma at the end of this report. W III II,,,, IFFY OVEERVIIEEW IRIHASIE, I I IB To demonstrate the timing of development with the goal of limiting impact to usage of the facility, the Consultant Team split Phase II into Phase II - A and Phase II - B. The concept for development would be for Phase II to be constructed over two summers with Phase II - A completed the first summer and Phase II — B completed the second summer. The conceptual designs for Phase II —A and Phase II - B as well as opinion of cost for the second phase of development are outlined below and to the right. IRIHASIE, III III --- IB Phase 11.... A Phase 11......... B RE The charts below reflect the opinion of cost for Phase II split out into Phase II — A and Phase II - B. OPINION OF • LAND COST TBD 1' TBD 1' TBD HARD COST $9,692,295 $10,661,524 $11,630,754 FIELD AND SPORTS EQUIPMENT COST $2,993,760 $3,293,136 $3,592,512 FURNITURE, FIXTURES, AND EQUIPMENT $341,000 $375,100 $409,200 SOFT COSTS CONSTRUCTION $1,012,845 $1,114,129 $1,215,414 SOFT COSTS OPERATIONS* $532,041 $585,245 $638,449 WORKING CAPITAL RESERVE TBD on m mv TBD TBD The total use of funds SFC forecasts for Phase II - A is approximately $14.6 million. That total includes a portion of the Phase II soft costs for operations. OPINION OF • LAND COST TBD 1' TBD ' TBD HARD COST $10,629,959 $11,692,955 $12,224,453 FIELD AND SPORTS EQUIPMENT COST $7,393,915 $8,133,307 $10,351,481 FURNITURE, FIXTURES, AND EQUIPMENT $338,426 $372,269 $406,111 SOFT COSTS CONSTRUCTION $1,110,831 $1,221,914 $1,332,997 SOFT COSTS OPERATIONS* $532,041 $585,245 $638,449 WORKING CAPITAL RESERVE q)1ll ',, ) v� 1a �"W�r q)1ll �� TBD qq d" IV IV IV ^ Y TBD d" IV IV W 9b�.' TBD ui d �km The total use of funds SFC forecasts for Phase II - B is approximately $20 million. That total includes a portion of the Phase II soft costs for operations. The combined total cost for Phase II — A&B, including soft costs of operations, is approximately $34.6 million. Since Spokane County, the City of Spokane Valley, and Washington State Parks are still in discussion on the use of the State Park land for the right-of-way, the Consultant Team has left any land acquisition costs to be determined. IN SYNTHETIC TURF VS. NATURAL GRASS The chart below shows a breakdown of the cost for natural grass fields and synthetic turf fields over a ten-year period. This chart is based solely on the cost of the playing surface and not the total cost of field development as a whole which would include fencing, lighting, scoreboard, etc. While costs are variable over time, SFA typically sees the cost of synthetic turf being less than natural grass around year five to seven of installation with the useful life of synthetic turf being eight to ten years. It is also important to note that only 60% of the initial upfront cost for synthetic turf is needed when replacing the asset at the end of its useful life. This is due to the fact that there is a base layer below the playing surface which is needed for initial installation and does not need to be replaced when replacing the top layer of turf. Additionally, synthetic turf fields reduce the demand for ongoing maintenance, including watering, mowing, and fertilizing, reducing both resource consumption and labor. w P1K,y Mj 21 h, rti^;ar f;:r °'wins°➢, '1iej'C. ifOa 3 '6�r4 fens. 4"""6 gv^ev le"a6 'eal9 ye"11, ,•^^�^� �y,t P�w�.wk,,° V A;I :. Aav a .uY ��d� ;�aP�v Y"ar r; I uUib V+-ire, hy, rl M;Vi+�r�99b .. �,,,,a.:VL' ri u .i%a�x,a �� ..rrrr v �s9�a d. , u � r�, i� � Ui es Gt.,,v� u,,,!�ihi ,r uG �� RE In addition to the cost benefit analysis of synthetic turf fields vs. natural grass fields, synthetic turf fields provide an increased capacity of playing hours per year when compared to natural grass fields. The majority of this increase in capacity is based on two main factors: durability and weather tolerance. Synthetic turf fields do not require rest time that natural grass fields need to recover in order to maintain the field quality. Additionally, synthetic turf fields contain infrastructure that allows them to drain water more rapidly, which mitigates the effects of weather on the playability of the field. The natural grass fields recommended in this report will increase utilization capacity compared to what currently exists at Plante's Ferry. The current fields have poor grading, and most are not full-size fields. The recommended fields will have the ability to accommodate various field configurations, such as sectioning multiple youth soccer fields on one full-size soccer field by upgrading to full-size fields with a level playing surface. With upgrades shown in Phase I, Plante's Ferry's capacity of hours will increase by 13% over the course of a year. With the full upgrades to the fields detailed in this report, coupled with the addition of lights on the six synthetic multipurpose fields and three synthetic turf infield diamond fields, Plante's Ferry's capacity of hours will increase by 57% over the course of a year. M As mentioned throughout this report, the key area of focus for Plante's Ferry Sports Complex is to improve existing facilities to create a best -in -class outdoor tournament destination that continues to serve the local community. Currently the facility operation is split between the multi -purpose fields and baseball/softball fields being overseen by existing local user groups. Spokane County contributes resources and subsidy to the facility to help cover overall maintenance and irrigation of the fields. While the current structure represents a valuable partnership between public and private entities, it is not optimized for the organizations involved or the ability to create an impactful sports tourism destination. To establish and operate the facility as a premier sports tourism destination and to improve financial performance in line with the Client's definitions of success, SFC recommends outsourced management through a third -party organization experienced in youth and amateur sports tourism facility management. SFC produced the financial forecast and economic impact analysis based on this recommendation. While a shift to focus on sports tourism through both redevelopment of the physical assets as well as through a reorganization of the operating structure is a primary goal of the Client, the focus of the business model will be to balance local use and sports tourism programming. The bullet points below outline the recommended operating structure during each phase of facility redevelopment: • Phase I • Dedicate or hire resources to provide: Project management and oversight of the redevelopment process Restructure and consolidate tournament and event intake and booking Coordinate user interaction and utilization of the facility • Continued operational structure with user groups and County partnership Phase II • Create intergovernmental agreement between the City, County, and any other relevant parties to cover capital contributions, business model strategy, operational oversight, and operational subsidy requirements. Engage third -party, professional management for day-to-day operations Rocky Top Sports World — Gatlinburg, TN — Managed by Sports Facilities Management IR III III m" m" II III II II IIE II m" III III II Ills IE.E III,,,, To more clearly define the goal of generating economic impact through sports tourism events, SFC has described the sports tourism operating model below. The goal of a sports tourism model is to attract out-of-town teams, players, coaches, referees/umpires, and spectators to the market to generate revenue for the facility and to create economic impact through non -local visitors staying in hotels, eating at restaurants, shopping at stores, purchasing gas, etc. Within the sports tourism model, there are two primary ways of developing tournaments: creating in-house tournaments and outsourcing tournaments to existing organizers/rights holders. In-house tournaments require a significant amount of time, energy, and human resources to develop and execute. This type of event requires the facility to market the event, register teams, secure hotels, train staff, hire officials, manage play, etc. As such, significant revenue can be generated, but the cost of doing business is high. Additionally, tournaments typically take multiple years to grow, and, as a result, first year (and often second year) events are small, marginally profitable, and generate less economic impact. Outsourced tournaments require much less work on the part of the facility because inventory is rented to a tournament provider. That provider oversees securing teams and running the event. Additionally, they often provide greater economic impact in the early years of operation because they are not first -year events, and therefore there are more teams in attendance. However, the amount of revenue the facility can generate on an outsourced tournament is limited because team registration fees go to the rights -holder, as do other revenue streams (e.g., hotel rebates, gate fees, etc.). Based on the established sports tourism business in the region and the definitions of success for the facility of generating economic impact through drawing non -local visitors to Spokane Valley, WA, SFC has projected the development of primarily rental tournaments through existing and new rights holders. The opportunity and ability to own events or rent events will be driven by industry relationships and market conditions but varies from sport to sport. The unique reality of operating sports tourism business models for each individual sport envisioned for the facility is reflected in the financial forecast for the operation. It is also important to note how the size of a facility will impact the draw and number of events. To establish a national event, a facility typically needs a minimum of 20-24 fields. However, in order to draw regional events a facility typically needs a minimum of 12 fields. While a national destination can draw larger events, these events tend to be limited to one or two per year. A regional destination will draw more volume of events over the course of a year which will translate to greater economic impact dollars. Hotels, restaurants, and retail outlets also prefer these regional facilities which bring more consistent nonlocal visitation and spending. With the existing demand Plante's Ferry is experiencing with the current facility being below regional tournament quality, SFC believes the redeveloped Plante's Ferry Sports Complex is of adequate size to allow the park to serve both the local and regional opportunities most effectively. M SUMMARY III IFIIINAINCIIAI,,,, I IE" I III III I III IE, - PHASE, III III SFC constructed a detailed financial model (pro forma) for the total Phase II redevelopment of Plante's Ferry Sports Complex that projects the financial viability for the first five years of operations. The model assumes that the recommended operating structure described in the "Business Model Overview" section of this report is in place. In creating the financial forecasts, SFC intentionally projects numbers that are dependent on timely marketing, attention to detail, ongoing financial analysis, a focus on customer service, and intelligent management practices. The following tables summarize the forecasted revenues, cost of goods sold, and operating expenses through the first five years of operations at the outdoor field complex. The financial performance details have been provided in the full financial forecast document. SFC has projected the items within the financial forecast according to standard processes backed by more than a decade of industry experience including the production of hundreds of institutional - grade pro forma documents, the development of numerous youth and amateur sports facilities, and the real -world management experience gained from the day-to-day operations of more than 30 youth and amateur sports facilities around the United States. Financial Summary As demonstrated in the previous table, the operations at the Plante's Ferry Sports Complex are expected to require an operational subsidy during at least the first five years of operations. The model assumes a single operator leading the operations of the facility, conversation of current user group operators to facility renters, and total facility expenses (cost of goods sold, facility, operating, management payroll, and payroll taxes, benefits, bonus) without expense efficiencies through the City, County, user groups, or other partners. The pro forma represents a shift in the operating structure as described previously. The result is a model that balances local use and user group support with expanding the sports tourism events held at the facility. To achieve these results, the model includes a robust management structure as well as specific resources for items such as tournament business development and marketing to establish the facility as a regional destination in conjunction with the physical asset improvements. M Parking fees are also an important item to mention in relation to the operation of the facility. Parking fees are forecasted in the pro forma based on attendees to tournaments and events only. The revenue and expenses for staffing and managing parking operations during tournaments and events are reflected in the financial forecast. For more detail, please see the business unit analysis section of the pro forma document at the end of the report.. As stated previously, SFC developed its forecasts based on the prioritization of events that meet the Client's objectives related to tournament programming and best practices for managing successful sports tourism facilities. As part of that exercise, SFC conducted an in-depth analysis of the two components that determine economic impact: 11111 The average daily expenditure for non -local visitors to the market, including but not limited to: 1111 Average daily rate for hotels 1111 Average daily meal costs 1111 Percent of spending in market by category 11111 The details for each event, including but not limited to: Number of participants Number spectators Markets from which participants travel Day and overnight travel habits in the region and across the industry Length of event For the purposes of this study, SFC analyzed one type of visitors to the area: overnight visitors. Overnight visitors are defined as coming to the Spokane Valley area from more than 90 minutes away who stay overnight. An overnight visitor can be reliably expected to spend in the local area while visitors that do not spend the night typically spend less and may spend in the location of their origin. That said, there will be economic benefits from visitors traveling from inside the 90-minute drive time. While these visitors will not likely contribute to hotel room nights, they will still provide impact through spending on dining, retail, gas, and entertainment. While spending from local attendees is not included in SFC's economic impact projections because it is already in the market, it will provide economic benefit to the immediate businesses in the area surrounding the facility. SFC's economic impact projections do not include any assumptions for visitors extending their stay beyond the event and do not include any indirect or induced spending projections. It is important to note that the economic impact reflects only the teams and visitors that can be hosted at the new sports complex and does not include additional teams and visitors that may be hosted at other facilities in the area in conjunction with the new facility as part of a larger tournament. 38 SFC projected per -person spending in the categories in which visitors to Spokane Valley, WA are expected to spend for regional youth and amateur tournaments and events. The chart below shows that overnight visitors are expected to spend an average of $148.45 per person per day. The estimates for per person spending are based on conservative estimates for how non -local visitors will spend while in market. SFC believes that these are reliable estimates, and that it is unlikely that per person spending will fall below the projected amounts. Per Person Spenaing uy uategory Amount % of Total Lodging/Accommodations $38.00 25.6% Dining/Groceries $55.50 37.4% Transportation $9.44 6.4% Entertain ment/Attractions $4.44 3.0% Retail $26.09 17.6 % Miscellaneous $14.99 10.100 Total $148.45 100% Before converting the approximate $148 per -person average daily expenditure into a total direct spending projection, SFC analyzed the two most important drivers of economic impact: non -local days in market and room nights generated for each event projected. Non -local days in market are the number of days that non -local visitor will spend in the Spokane Valley market because of the tournament or event they are attending. Hotel room nights are the number of nights that visitors will stay in the local area to take part in tournaments and events. The table that follows summarizes the projected economic impact drivers and direct spending in years one through five of operations. Economic Impact Year 1 Year 2 Year 3 Year 4 Year 5 Non -Local Days in Market - Overnight 90,705 100,681 101,150 101,150 101,618 Room Nights 27,238 30,252 30,377 30,377 30,502 Total Economic Impact $13,464,648 $14,945,554 $15,015,138 $15,015,138 $15,084 721' The Facility is projected to generate over 30,000 new room nights and approximately $15 million in total economic impact in year five at maturity in the local area. RE ";, I AC,A. fL.I T at ADVISORY Interlocal agreements serve as formal legal arrangements between two governmental bodies. These agreements often serve various purposes in order to benefit the public. Interlocal agreements are a common feature in supporting youth and amateur sports facility development and operation, among other government functions. Municipalities (cities, towns, villages, etc.), as well as counties, can form these agreements with other neighboring municipalities and/or counties. More related to youth and amateur sport facility development, SFC has experience with various interlocal arrangements. In SFC's experience, interlocal agreements can consist of the formation of local government joint venture entities or direct interlocal cooperation agreements. This narrative outlines the key components of interlocal agreements that SFC has identified throughout its experience with local and state governments in the sports facility industry; this document emphasizes the local government joint venture entity formed between a City and County in Tennessee and the interlocal agreement between a City, County, and Sports Tourism Commission. The structure of potential agreements, details on the general contents of those agreements, and key legal obligations and liabilities undertaken by the formation of the joint venture entity or interlocal agreement are outlined below. As a consultant, SFC presents these agreements as mere examples for the current Client to consider. However, the unique structure and specific obligations and liabilities of involved parties can vary and will depend on knowledge of state and local law in the state of Washington. SFC and its employees are not licensed legal practitioners in the state of Florida nor in any other state. This brief interlocal agreement summary is not legal advice nor a substitute for formal legal advice that any involved party should receive before engaging in a similar legal relationship or before forming a legal entity described herein. Throughout its experience in advising on, developing, and managing youth and amateur sports facilities, SFC has observed various forms of interlocal operating and management structures between cities and counties. 11" IF G Al"I,,,,111 BIIBC SIEVIEER COUITFY, The involved parties of the first agreement, the City of Gatlinburg, TN and Sevier County, TN, structured their arrangement through the formation of a local government joint venture entity. This entity is neither a non- profit, nor trust, but a "government instrumentality" with a specific purpose of promoting sports tourism in their geographic areas. The written agreement features various standard items like the name of the entity, in this case "Rocky Top Sports World", the main office address, contact information, entity purpose, and board members, like the formation of a private corporation. This is then followed by various recitals from the involved parties to express their intent, jointly, to construct and equip the facility, including parking and utilities, to specify which party (City, in this case) will issue bonds or incur other debts, if necessary, to finance the facility, and the potential benefits the parties will receive by developing the complex. Following these brief recitals, the remainder of the agreement consists of 15 itemized contract terms and signatures from the involved parties. The information that follows outlines the subjects of those terms. EN ";, I AC,A� I T at ADVISORY OUTLINE OF EX INTERGOVERNMENTA, AGREEMENTS I 11"Y 0 III' G Al"I,,,, I I114 II IIR G A I114 I10 S II;,; III I1E", I III '°�°' , °�°'ll ;,;lll 111 11 ;,; II ;,;II ;,; ( i11 iiiii� l dI • Amount contributed by the City of Gatlinburg and Sevier County • Means of payment for each contribution, if relevant • Issuance of Project Obligations • Existing Issued Bond Proceeds • General Funds • Obligation to fund • Duration of agreement • Interlocal agreement formalization under current state law • Purpose of agreement • Manner of financing (reiterating payment terms) • Termination clause • Administration clause • Refers to external Memorandum of Understanding (MOU) related to the acquisition, construction, equipping, and operation of the property • Successors clause • Notices clause • Amendments and modifications clause • Entire Agreement statement • Non -Assignment clause • Limitation of liability clause to entities involved, not to individuals named within the agreement The key items from the agreement include the method by which each involved party intends to contribute to overall project funding, the amount each party will contribute, the length of the agreement, and the administration clause. The administration clause in this example referred to a separate second document, an MOU, written jointly between the two governmental entities. This document specifies finer details related to facility acquisition, construction, and operation and is just one way to clarify those terms regarding youth and amateur sports facility development. Parties could choose to include those details in the interlocal agreement itself, depending on their plans or state law regarding the contents of interlocal agreement contracts. III'° °' , COWITFY, & SPOR'"I"S'"I"OURIIS11MII II III III III The involved parties of the second agreement, the City, County, and Sports Tourism Commission structured their arrangement through the writing of a formal interlocal cooperation agreement. This agreement consists of a similar structure to the first example with a brief introduction followed by recitals, comprehensive articles that introduce the terms of the agreement, the roles and obligations of the parties, project approval process details, funding commitments, guidelines for operations, contract duration, miscellaneous terms, dispute resolution clauses, and finalized with definitions of key terms and phrases used throughout the contract and signed by the involved parties. Ell iL.I ! of ADVISORY OUTLINE OF EX INTERGOVERNMENTA, AGREEMENTS I III'° °' , COUITFY, & SPOR'"I"S'"I"OURIIS11MII II III III III • ARTICLE 1 • Development of the Athletic Complex • Declarations clause of public policy • Approval of master plan • Pledge of cooperation • Nature of agreement • Real property contributions to the project and related terms • Role of Sports Commission in developing the sports facilities • Facility management agreement with Sports Facilities Management • Powers of Sports Commission and limits on authority • Creation of a Project Working Group • Roles and functions during development Post -development role • Project Approval Process • Final drawing and bid package details • Termination costs • ARTICLE 2 Funding of the Project • Payment of design and construction costs • Initial contributions from involved parties • Payment of development costs • Obligations, terms of cost estimates, payment structure, and terms for payment of additional capital contributions • Additional details concerning City and County contributions, including any City and County debt, sources of payments including municipal revenues, debt, TRT receipts, and more • Terms defining acceptance of gifts and grants for sports facility funding • ARTICLE 3 Operation of the Athletic Complex • Guidelines for operations • Delegation of management to third -party operator, Sports Facilities Management • Support of operations • Revenue shortfall scenario terms • Repayment of City and County • Use of Excess Operating Revenues • ARTICLE 4 • Duration and Termination • ARTICLE 5 • Miscellaneous Provisions • Waiver of jury trial • Waiver of permit fees and commitment to expedite inspections ADVISORY OUTLINE OF EX INTERGOVERNMENTA, AGREEMENTS I III'° °' , COUITFY, & SPOR'"I"S'"I"OURIIS11MII II III III III • ARTICLE 6 • Dispute Resolution • ARTICLE 7 • Definitions • Definitions and explanations of key terms and phrases from agreement The key items from the agreement include the method by which each involved party intends to contribute to overall project funding, the amount each party will contribute, real property contributions, the role(s) of each party in the development process (design, build, and management/operation), and the length of the agreement. SUMMARY II III 1EIA11WRII,,,,IIE', While the two examples derive from two different states and different organizing structures, they share several similarities in both structure and content that other municipalities and counties can utilize. The formation of a joint venture entity or formalizing of an interlocal agreement can support the development of youth and amateur sports complexes within communities across the country. Notably, these agreements must clearly state the involved parties, the contributions of the parties to the project whether real estate, organizational contributions, or financing, and to which phase of the development they hope to contribute. Involved parties can choose to contribute to the design, build/construction, and management/operation of a facility, or any singular phase that best suits their ability and willingness to contribute. In addition, these agreements must define the length of time each involved party will remain involved with the development. It is critical to clearly define the roles and length of any commitment from an involved party in order to ensure successful initial development and long-term facility sustainability. SFC is available to discuss the contents of this summary document in further detail if desired. SFC can share specifics from the public contracts, while also providing feedback based on the resulting positive outcomes and challenges experienced through working as the trusted third -party management firm for each facility referenced in this document. Rocky Top Sports World — Gatlinburg, TN — Managed by Sports Facilities Management EN POTENTIAL FUNDING AND PARTNERSHIP OPPORTUNITIES Based on SFC's experience in planning and funding facilities similar to the facilities included in the included facility program, communities and private clients have deployed the following funding mechanisms successfully in recent projects across the country. It should be noted that in today's development climate, most projects have a diverse set of funding sources and often rely on public -private partnerships. BORROWING 11111 Private Loan 11111 A loan is taken out by a business to fund the development and early -stage operation of the facility. SPECIAL DISTRICTS 11111 Tax Increment Financing (TIF) A district is developed specifically for the purpose of incentivizing development. Upon establishment, the tax base of the district is frozen and any increase to the tax base as a result of new developments are used to pay the TIF bonds. 11111 Taxes on Business Improvement Districts (BIDs) A district is developed where businesses are required to pay an additional tax to fund projects within the boundaries of the district. 11111 Opportunity Zones An economically distressed community where new investments, under certain conditions, become eligible for preferential tax treatment. Localities qualify as Opportunity Zones if they have been nominated for that designation by the state and that nomination has been certified by the Secretary of the U.S. Treasury via their delegation of authority to the Internal Revenue Service. PURCHASE OF DEVELOPMENT RIGHTS Private landowners relinquish their right to build on their land but retain the title to the property. This is most commonly applied to agricultural and farmland, but land laws vary by state. PARTNERSHIPS Public -Private Partnerships Development and/or operational commitments are made between public and private organizations in order to provide capital, credit, or long-term income to secure or back a loan. Private sector partners are most commonly developers, medical sector organizations, for -profit sports or wellness organizations, and non-profit sports or wellness organizations. The Public -Private Partner relationship can encompass a few or all of the following facility development phases: design, build, finance, operate, and/or manage. Public -Public Partnerships Development and/or operational commitments are made two public sector organizations in order to provide capital, credit, or long-term income to secure or back a loan. Public sector partners are most commonly Cities/Towns/ Villages, Counties, Parks & Recreation Departments, Chamber/CVB/Tourism Departments, and School Districts. M Based on the work completed to date, the Consultant Team believes that an opportunity exists to redevelop the existing field assets at Plante's Ferry Sports Complex in the Spokane Valley market with the capability of meeting many of the Client's objectives that will: Grow Sports Tourism: Capitalize on the continued growth in sports tourism industry to develop a premier sports tourism facility that attracts, hosts, and retains sports and non -sports tournaments and events. Spur Economic Impact and Development: Maximize the opportunity to generate economic impact (new spending by non -local visitors) in the Spokane Valley market that would not be generated but for the tournaments and events held at the facility. 11111 Improve Local Programs: Increase access to sports, recreation, and wellness programs and activities for the local community. Based on the definitions of success outlined above and realities of funding, the Consultant Team has outlined a phased approach to the redevelopment of the Plante's Ferry Sports Complex, created design concepts and opinions of cost for the phases, and forecasted the financial performance and economic impact potential of the recommended full build out of the facility. The determination of redeveloping the existing facilities and clarifying the best path forward for the Client, among other exercises, is crucial to continue analyzing the opportunity. ER SFC recommends that the Client: Create a funding plan to cover the cost of development for both Phases and the operational start-up to restructure facility operations. 1111 Develop a plan to cover long-term operating, capital improvement, and replacement costs. Explore opportunities for an intergovernmental agreement between the city and county to work collaboratively in the funding, operating, and managing of the facility. To assist city and county in exploring a framework for a formal long-term partnership, SFA has identified and provided two examples of existing intergovernmental agreements. The Consultant Team believes that the facilities as planned have the potential to accomplish the Client Team's goals if pursued. If the three steps/factors above can be accomplished, SFC endorses the redevelopment of Plante's Ferry Sports Complex in Spokane Valley, Washington. Based on the results of this study, the Consultant Team believes that this project has the components needed to move a project from analyzing feasibility to exploring its potential fundability or the potential to secure financing. Based on these findings and recommendations, the project is ready to move to the next phase exploring and discussing funding strategies that will continue to mature and develop the conversation around creating a local sports and recreation asset with the ability to achieve sports tourism located in Spokane Valley, Washington. The Consultant Team is available to assist in any or all of the above steps and welcomes the opportunity to discuss these findings with the Client in order to support the formulation of a decision related to the redevelopment of Plante's Ferry Sports Complex in Spokane Valley. M wv v I I fillmlljlffli�lil(i�or r F(Aill"ll", No, lffllsllll�� Ilflllliil ;;;;;, sl�� 7.0 � ca O La R I APPENDIX - LOCAL DEMOGRAPHIC AND SOCIOECONOMIC DATA Demographic Total Population 2022 Median Age (Esri) 2022 Median Household Income (Esri) 2022 Average Household Income (Esri) 2022 Per Capita Income (Esri) 2022 Household Population (Esri) 2010-2017 Population: Annual Growth Rate (Esri) 2017-2022 Population: Annual Growth Rate (Esri) 2017-2022 Median Household Income: Annual Growth Rate (Esri) 2017-2022 Per Capita Income: Annual Growth Rate (Esri) 2022 Total Households (Esri) 2022 Total Family Households (Esri) 2022 Average Household Size (Esri) Age Breakdown 2022 Total Population Age 0-4 (Esri) (%) 2022 Total Population Age 5-9 (Esri) (%) 2022 Total Population Age 10-14 (Esri) (%) 2022 Total Population Age 15-19 (Esri) (%) 2022 Total Population Age 20-24 (Esri) (%) 2022 Total Population Age 25-29 (Esri) (%) 2022 Total Population Age 30-34 (Esri) (%) 2022 Total Population Age 35-39 (Esri) (%) 2022 Total Population Age 40-44 (Esri) (%) 2022 Total Population Age 45-49 (Esri) (%) 2022 Total Population Age 50-54 (Esri) (%) 2022 Total Population Age 55-59 (Esri) (%) 2022 Total Population Age 60-64 (Esri) (%) 2022 Total Population Age 65-69 (Esri) (%) 2022 Total Population Age 70-74 (Esri) (%) 2022 Total Population Age 75-79 (Esri) (%) 2022 Total Population Age 80-84 (Esri) (%) 2022 Total Population Age 85+ (Esri) (%) 2022 Total Population Age 18+ (Esri) (%) Household Income Breakdown 2022 Household Income less than $15,000 (Esri) (%) 2022 Household Income $15,000-$24,999 (Esri) (%) 2022 Household Income $25,000-$34,999 (Esri) (%) 2022 Household Income $35,000-$49,999 (Esri) (%) 2022 Household Income $50,000-$74,999 (Esri) (%) 2022 Household Income $75,000-$99,999 (Esri) (%) 2022 Household Income $100,000-$149,999 (Esri) (%) 2022 Household Income $150,000-$199,999 (Esri) (%) 2022 Household Income $200,000 or greater (Esri) (%) Spending: Recreation 2022 Membership Fees for Social/Recreation/Civic Clubs (Avg) 2022 Fees for Participant Sports excluding Trips (Avg) 2022 Fees for Recreational Lessons (Avg) 2022 Camp Fees (Avg) 46,621 142,152 37.3 38.5 $58,961 $60,199 $80,971 $83,521 $33,798 $33,549 46,012 139,854 0.67 0.75 5.12 4.70 4.09 4.43 19,590 57,517 11,691 35,427 2.35 2.43 10 minutes 15 minutes 6.58% 6.26% 6.31 % 6.24% 6.18% 6.25% 5.81 % 5.83% 6.76% 6.37% 7.68% 7.25% 7.54% 7.07% 6.91 % 6.73% 5.95% 6.14% 5.50% 5.69% 5.29% 5.74% 5.89% 6.29% 6.03% 6.32% 5.39% 5.52% 4.55% 4.56% 3.17% 3.20% 2.08% 2.13% 2.39% 2.41 % 77.59% 77.81 % 10 minutes 15 minutes 9.10% 8.50% 8.90% 8.10% 10.50% 8.80% 13.00% 14.40% 18.60% 20.20% 14.80% 14.10% 14.20% 14.40% 7.00% 7.30% 3.90% 4.30% 10 minutes 15 minutes 216.18 226.25 100.39 105.33 113.20 121.70 22.44 25.04 APPENDIX REGIONAL DEMOGRAPHIC AND SOCIOECONOMIC DATA Demographic Total Population 2022 Median Age (Esri) 2022 Median Household Income (Esri) 2022 Average Household Income (Esri) 2022 Per Capita Income (Esri) 2022 Household Population (Esri) 2010-2017 Population: Annual Growth Rate (Esri) 2017-2022 Population: Annual Growth Rate (Esri) 2017-2022 Median Household Income: Annual Growth Rate (Esri) 2017-2022 Per Capita Income: Annual Growth Rate (Esri) 2022 Total Households (Esri) 2022 Total Family Households (Esri) 2022 Average Household Size (Esri) Age Breakdown 2022 Total Population Age 0-4 (Esri) (%) 2022 Total Population Age 5-9 (Esri) (%) 2022 Total Population Age 10-14 (Esri) (%) 2022 Total Population Age 15-19 (Esri) (%) 2022 Total Population Age 20-24 (Esri) (%) 2022 Total Population Age 25-29 (Esri) (%) 2022 Total Population Age 30-34 (Esri) (%) 2022 Total Population Age 35-39 (Esri) (%) 2022 Total Population Age 40-44 (Esri) (%) 2022 Total Population Age 45-49 (Esri) (%) 2022 Total Population Age 50-54 (Esri) (%) 2022 Total Population Age 55-59 (Esri) (%) 2022 Total Population Age 60-64 (Esri) (%) 2022 Total Population Age 65-69 (Esri) (%) 2022 Total Population Age 70-74 (Esri) (%) 2022 Total Population Age 75-79 (Esri) (%) 2022 Total Population Age 80-84 (Esri) (%) 2022 Total Population Age 85+ (Esri) (%) 2022 Total Population Age 18+ (Esri) (%) Household Income Breakdown 2022 Household Income less than $15,000 (Esri) (%) 2022 Household Income $15,000-$24,999 (Esri) (%) 2022 Household Income $25,000-$34,999 (Esri) (%) 2022 Household Income $35,000-$49,999 (Esri) (%) 2022 Household Income $50,000-$74,999 (Esri) (%) 2022 Household Income $75,000-$99,999 (Esri) (%) 2022 Household Income $100,000-$149,999 (Esri) (%) 2022 Household Income $150,000-$199,999 (Esri) (%) 2022 Household Income $200,000 or greater (Esri) (%) Spending: Recreation 2022 Membership Fees for Social/Recreation/Civic Clubs (Avg) 2022 Fees for Participant Sports excluding Trips (Avg) 2022 Fees for Recreational Lessons (Avg) 2022 Camp Fees (Avg) 778,334 871,474 39.7 40.5 $65,367 $64,276 $91,966 $90,408 $36,305 $35,949 758,853 850,853 0.86 0.84 4.13 4.09 3.80 3.75 306,450 345,783 194,920 220,462 2.48 2.46 60 minutes 90 minutes 5.71 % 5.62% 5.90% 5.83% 6.05% 6.01 % 6.20% 6.11 % 6.59% 6.39% 6.93% 6.74% 6.66% 6.48% 6.36% 6.23% 5.92% 5.86% 5.67% 5.66% 5.92% 5.96% 6.61 % 6.74% 6.79% 7.01 % 6.15% 6.39% 4.93% 5.14% 3.32% 3.46% 2.08% 2.14% 2.21 % 2.24% 78.85% 79.06% 60 minutes 90 minutes 7.70% 7.90% 7.70% 7.90% 8.00% 8.30% 12.40% 12.50% 20.30% 20.10% 13.60% 13.60% 16.20% 16.00% 8.00% 7.80% 6.20% 5.90% 60 minutes 90 minutes 247.51 240.22 115.60 111.73 133.38 128.98 27.29 26.81 I I 9 SPORTS FACILITIES FMR AMR[� N[MRMM ON V�&� ADVISORYwww. spoRTSFAC I LIT I ES. COM Table of Contents Facility Program Details Facility Program Facility Development Costs and Financing Capital Costs & Start -Up Expenses - Outdoor Athletics Complex Capital Costs & Start -Up Expenses - Soft Costs of Operations Use of Proceeds Financial Performance Summary Total Revenue and Expenses - 5-Year Detail Total Revenue and Expenses - 20-Year Outlook Economic Impact - 5-Year Detail Economic Impact - 20-Year Outlook Business Unit Analysis Overhead Expenses Facility Expenses Operating Expenses Management Payroll Payroll Taxes and Benefits 2 3 4 5 8 9 10 11 12 14 15 16 25 26 27 28 29 1 Facility Program Details Facility Program Outdoor Athletic Facilities Dimensions Approx. Space Outdoor Programming Product/Service Count SF Total SF % of Footprint L (•) W (•) each b 0 Regulation Hybrid Turf Field (Turf Infield) 2 300' Fence 90,000 180,000 13.6% m 'L Co LL o Total 300' Baseball/Softball Fields Sq. Ft. 180,000 13.6 k b CO -o 'n Regulation Hybrid Turf Field (Turf Infield) 3 250' Fence 62,500 187,500 14.2% N m L Co LL Total 250' Baseball/Softball Fields Sq. Ft. 187,500 14.2% Natural Grass Field - (With 12' Apron) 7 330 220 72,600 508,200 38.5% LD 3 ii Synthetic Turf Field - (With 12' Apron) 6 330 220 72,600 435,600 33.0% o- Total Outdoor Multi -Purpose Fields Sq. Ft. 943,800 71.4% -r_ Existing Support Building 1 120 60 7,200 7,200 0.5% 0 Q Secondary Support Buildings 2 40 40 1,600 3,200 0.2% Total Support Buildings Sq. Ft. 10,400 0.8% Total Estimated Outdoor Athletic Facilities SF 1,321,700 100% Total Outdoor Athletic Facility Acreage 30.34 Site Development Quantity Dimensions Approx. Total SF L (') W (') SF each % of Total rn v, � a) m Parking Spaces Total (10'x18') 1,601 20 20 400 640,400 29.6% Y o (20' x 20' Inc. aisles) m CL o- U) Setbacks, Green Space, Trails, etc. 1,522,858 70.4% Total Estimated Site Development SF 2,163,258 100% Total Site Development Acreage 49.66 Total Complex Acreage 80.00 3 Facility Development Costs and Financing Capital Costs and Start-up Expenses - Phase I Details Quantity Multiple Unit Cost/Unit Budgeted Cost % of Total Hard Costs Mobilization 1 1 EA 5% $191,000 3.2% New Entry Drive (24' wide) 46,536 1 SF $7.56 $351,605 5.9 Concrete Curb 2,426 1 LF $35.00 $84,910 1.4% Demo of existing asphalt (assumes 6" thick) 250 1 BY $16.00 $4,000 0.1 Grading 30,800 1 CY $7.50 $231,000 3.9% Sidewalk (10' wide) 9,582 1 SF $8.00 $76,656 1.3 Fencing 1,800 1 LF $50.00 $90,000 1.5% Parking Lot Asphalt 6"Asphalt 61,160 1 SF $7.56 $462,370 7.8% Stormwater Collection 1 1 AC $50,000.00 $70,202 1.2% Contingency 10.00% $156,174 2.6% Escalation 3.00% $51,538 0.9% Hard Cost Total $1,769,455 29.9 Multi -Purpose Fields Synthetic Turf Fields 86,400 3 SF $8.55 $2,216,160 37.44% All Fields Shared poles 1 4 Poles $100,000 $400,000 6.76% Stand alone poles 1 4 Poles $75,000 $300,000 5.07 Transformer/feeder line 1 2 Poles $50,000 $100,000 1.69% Synthetic Turf Field Maintenance Equipment 1 LS $30,000 $30,000 0.51 Contingency 10.00% $304,616 5.15% Escalation 3.00% $100,523 1.70% Multi -Purpose Fields Cost Total $3,451,299 58.30% Soft Costs Construction Design -Build Fees % of Total Cost 12.0 % $626,490 10.6 Permits/Inspections 0.50% $8,847 0.1% Additional Services 10.00% $63,534 1.1 Soft Costs Total $698,872 11.8 Total Construction Costs Phase 1 f. $5,919,626 100.004%: ?. Capital Costs and Start-up Expenses - Phase II - A Details Quantity Multiple Unit Cost/Unit Budgeted Cost % of Total Hard Costs Mobilization 1 1 EA 1% $200,000 1.4% Tree Demo 1 1 EA $200,000 $200,000 1.4% Demo of existing asphalt (assumes 6" thick) 11,000 1 SY $16 $176,000 1.3% Grading 142,631 1 CY $7.50 $1,069,729 7.6% Drive (24' wide) Asphalt 27,576 1 SF $7.56 $208,352 1.5% Parking Lot Asphalt 6"asphalt 360,743 1 SF $9.00 $3,246,687 23.1% Concrete Curb 14,928 1 LF $35.00 $522,480 3.7% Concession / Restroom BLDG 7,200 1 SF $225.00 $1,620,000 11.5% Sidewalk 53,560 1 SF $10.00 $535,600 3.8% Fencing 3,732 1 LF $50.00 $186,600 1.3% Stormwater Collection 9 1 AC $50,000 $445,729 3.2% Sanitary Sewer Services 1 2 LS $100,000 $150,000 1.1 Sanitary Sewer Main 1 1 LS $150,000 $150,000 1.1 Irrigation Master 1 1 LS $100,000 $100,000 0.7% Contingency 10.00% $881,118 6.3% Hard Cost Total $9,692,295 69.0% Natural Grass Fields Grass fields w/ Irrigation 86,400 7 SF $4.50 $2,721,600 19.38% Contingency 10.00% $272,160 1.94% Multi -Purpose Fields Cost Total $2,993,760 21.32% Furniture. Fixtures and Equipment Cost MISCELLANEOUS Electrical Service 1 1 LS $10,000 $10,000 0.1% Site furniture 0.0% Bleachers 2 10 EA $4,000 $80,000 0.6% Signage 1 10 EA $4,000 $40,000 0.3% Trash 2 10 EA $1,000 $20,000 0.1% Other 1 10 EA $1,000 $10,000 0.1% Entry/Monument Sign 1 1 EA $150,000 $150,000 1.1% Contingency 10.00% $31,000 0.2% Furniture, Fixtures and Equipment Cost Total $341,000 2.4% Soft Costs Construction Design -Build Fees %of Structure and Site work 9.0% $872,307 6.2% Permits/Inspections 0.50% $48,461 0.3% Additional Services 10.00% $92,077 0.7% Soft Costs Total $1,012,845 7.2% Total Construction Costs - Phase 2A $14,039,90,0 100.001 '. Capital Costs and Start-up Expenses - Phase II - B Details Quantity Multiple Unit Cost/Unit Budgeted Cost % of Total Hard Costs Mobilization 1 1 EA 1% $200,000 1.0% Demo of existing asphalt (assumes 6" thick) 39,000 1 SY $16 $624,000 3.2 Demo of existing bldgs 10,859 1 SF $20.00 $217,180 1.1 Grading 189,068 1 CY $7.50 $1,418,013 7.3% Drive (24' wide) Asphalt 86,160 1 SF $7.56 $650,987 3.3 Parking Lot Asphalt 6"asphalt 128,425 1 SF $9.00 $1,155,825 5.9% Concrete Curb 10,812 1 LF $35.00 $378,420 1.9% Concession /Restroom BLDG 7,200 1 SF $225.00 $1,620,000 8.3% Sidewalk 78,736 1 SF $10.00 $787,360 4.0% Fencing 4,562 1 LF $50.00 $228,100 1.2% Stormwater Collection 5 1 AC $50,000 $246,310 1.3% Sanitary Sewer Services 1 2 LS $100,000 $150,000 0.8% Maintenance Facility 2,400 1 SF $200.00 $480,000 2.5% Landscaping islands only 94,263 1 EA $5.00 $471,315 2.4% Landscaping macro 200,000 1 EA $5.00 $1,000,000 5.1 Cross Country Trails 72,179 1 LF $0.50 $36,090 0.2% Contingency 10.00% $966,360 5.0% Hard Cost Total $10,629,959 54.6% Baseball/Softball Fields Synthetic Turf Fields Baseball 250 - Synthetic infield 7,630 3 SF $8.55 $195,710 1.01 Baseball 250- Natural turf outfield 51,967 3 SF $4.50 $701,555 3.60% Baseball 300- Synthetic infield 7,630 2 SF $8.55 $130,473 0.67% Baseball 300- Natural turf outfield 75,316 2 SF $4.50 $677,844 3.48% All Fields Structures & Equipment Baseball - Fencing / dugouts/backstops 1 5 LS $200,000 $1,000,000 5.14% Baseball - batting cages 1 1 LS $75,000 $75,000 0.39% Contingency 10.00% $278,058 1.43% Baseball/Softball Fields Cost Total $3,058,639 15.71 Multi -Purpose Fields Synthetic Turf Fields 86,400 3 SF $8.55 $2,216,160 11.38% All Fields (includes Baseball) Field Lighting 1 3 EA $325,000 $975,000 5.01 Shared poles 4 1 poles $100,000 $400,000 2.05% Stand alone poles 4 1 poles $75,000 $300,000 1.54% Transformer/feeder line 1 1 $50,000 $50,000 0.26% Contingency 10.00% $394,116 2.02% Multi -Purpose Fields Cost Total $4,335,276 22.26% Furniture. Fixtures and Equipment Cost MISCELLANEOUS Playground Surfacing 6,844 1 SF $15.00 $102,660 0.5% Playground Equipment 1 1 EA $75,000 $75,000 0.4% Electrical Service 1 1 LS $10,000 $10,000 0.1 Site furniture 0.0 Bleachers 2 8 EA $4,000 $64,000 0.3% Signage 1 8 EA $4,000 $32,000 0.2% Trash 2 8 EA $1,000 $16,000 0.1 Other 1 8 EA $1,000 $8,000 0.0% Contingency 10.00% $30,766 0.2% Furniture, Fixtures and Equipment Cost Total $338,426 1.71 Soft Costs Construction Design -Build Fees % of Structure and Site work 9.0 % $956,696 4.9 Permits/Inspections 0.50% $53,150 0.31 IN Capital Costs and Start-up Expenses - Soft Costs Operations Details Cost/Unit Budgeted Cost % of Total Soft Costs Operations Pre -Launch Professional Services Legal, Accounting, Bank, Consulting $100,000 8.5% Permits and Extensions $50,000 4.2% Presentation Materials Renderings, Etc. $25,000 2.1 % Grand Opening $15,000 1.3% Marketing Allowance Pre -Opening Marketing Budget $30,000 2.5% Operational Support Services Professional Management Support for Pre -Opening $350,000 29.6% Operations Development Pre -Funded Operational Account $210,712 17.8% Pre -Opening Staff Budget Staffing Cost Pre -Grand Opening $271,095 22.9% Pre -Opening Staff Recruitment $22,400 1.9% Cost of Issuance/Financing TBD 0.0% Interest Reserve TBD 0.0% Closing Costs TBD 0.0% Working Capital Reserve TBD 0.0% ,Contingency 10.00% $107,421 9.1 °/u Soft Cost Total $1,181,628 100.0% Total Construction Costs - Soft Cost Operations $1,181,628 100.0%i ' Capital Costs and Start-up Expenses SOURCESOF .TOTAL Equity Contribution 100% $40,614,284 Bank Financing 0% $0 Bond Financing 0% $0 Public Contribution 0% $0 Total Sources of Funds $40,614,284 USE OF ADDED • • Land Cost TBD TBD TBD Hard Cost $1,769,455 $1,946,400 $2,034,873 Field and Sport Equipment Cost $3,451,299 $3,796,429 $6,143,313 Furniture, Fixtures, and Equipment $0 $0 $0 Soft Costs Construction $698,872 $768,759 $1,048,307 Soft Costs Operations $117,547 $129,301 $135,178 Working Capital Reserve TBD TBD TBD TOTAL USES OF FUNDS $6,037,172 $6,640,889 $9,361,671 Land Cost TBD TBD TBD Hard Cost $20,322,254 $22,354,479 $23,855,207 Field and Sport Equipment Cost $10,387,675 $11,426,443 $13,943,993 Furniture, Fixtures, and Equipment $679,426 $747,369 $815,311 Soft Costs Construction $2,123,676 $2,336,043 $2,548,411 Soft Costs Operations $1,064,081 $1,170,489 $1,276,897 Working Capital Reserve TBD TBD TBD TOTAL USES OF FUNDS $34.577.112 $38.034.823 $42.439.819 USE OF • • Land Cost TBD TBD TBD Hard Cost $9,692,295 $10,661,524 $11,630,754 Field and Sport Equipment Cost $2,993,760 $3,293,136 $3,592,512 Furniture, Fixtures, and Equipment $341,000 $375,100 $409,200 Soft Costs Construction $1,012,845 $1,114,129 $1,215,414 Soft Costs Operations $532,041 $585,245 $638,449 Working Capital Reserve TBD TBD TBD TOTAL USES OF FUNDS $14,571,940 $16,029,134 $17,486,328 USE OF • • Land Cost TBD TBD TBD Hard Cost $10,629,959 $11,692,955 $12,224,453 Field and Sport Equipment Cost $7,393,915 $8,133,307 $10,351,481 Furniture, Fixtures, and Equipment $338,426 $372,269 $406,111 Soft Costs Construction $1,110,831 $1,221,914 $1,332,997 Soft Costs Operations $532,041 $585,245 $638,449 Working Capital Reserve TBD TBD TBD TOTAL USES OF FUNDS 1 $20,005,1711 $22,005,688 $24,953,491 USE OF • • Land Cost TBD TBD TBD Hard Cost $22,091,709 $24,300,879 $25,890,080 Field and Sport Equipment Cost $13,838,974 $15,222,872 $20,087,306 Furniture, Fixtures, and Equipment $679,426 $747,369 $815,311 Soft Costs Construction $2,822,547 $3,104,802 $3,596,718 Soft Costs Operations $1,181,628 $1,299,790 $1,412,076 Working Capital Reserve TBD TBD TBD TOTAL USES OF FUNDS $40,614,284 $44,675,712 $51,801,490 F7 Financial Performance Summary Itt Total Revenue & Expenses - 5-Year Detail Revenue Year 1 Year 2 Year 3 Year 4 Year 5 Facility Rental Events $7,500 $8,000 $9,350 $9,350 $10,395 Outdoor Rental Baseball/Softball Tournaments $19,000 $22,800 $25,080 $25,080 $26,334 Outdoor Baseball/Softball $44,200 $53,105 $67,263 $74,290 $82,253 Outdoor Rental Multi -Purpose Field Tournaments $75,600 $83,400 $91,740 $91,740 $96,327 Outdoor Field Rental $264,078 $277,282 $301,311 $311,852 $331,583 Parking Fees $186,975 $207,900 $207,900 $207,900 $207,900 Food & Beverage $354,114 $395,954 $401,263 $402,035 $406,652 Secondary Revenue $90,000 $90,000 $90,000 $90,000 $90,000 Total Revenue $1,041,467 $1,138,441 $1,193,907 $1,212,247 $1,251,444 Cost of Goods Sold Year 1 Year 2 Year 3 Year 4 Year 5 Facility Rental Events $750 $800 $935 $935 $1,040 Outdoor Rental Baseball/Softball Tournaments $1,900 $2,280 $2,508 $2,508 $2,633 Outdoor Baseball/Softball $14,378 $17,275 $20,442 $22,577 $24,159 Outdoor Rental Multi -Purpose Field Tournaments $7,560 $8,340 $9,174 $9,174 $9,633 Outdoor Field Rental $13,204 $13,864 $15,066 $15,593 $16,579 Parking Fees $42,069 $46,778 $46,778 $46,778 $46,778 Food & Beverage $194,763 $217,775 $220,694 $221,119 $223,659 Secondary Expense $22,500 $22,500 $22,500 $22,500 $22,500 Total Cost of Goods Sold $297,124 $329,611 $338,096 $341,183 $346,980 Gross Margin $744,343 $808,830 $855,810 $871,063 $904,464 of Revenue 71% 71% 72% 72% 72% Facility Expenses $468,193 $474,341 $481,599 $488,969 $496,473 Operating Expense $424,717 $414,419 $417,995 $420,106 $423,072 Management Payroll $272,000 $282,880 $294,195 $305,963 $318,202 Payroll Taxes/Benefits/Bonus $99,360 $106,176 $110,038 $112,917 $116,557 Total Operating Expenses $1,264,270 $1,277,815 $1,303,826 $1,327,955 $1,354,304 EBITDA $519,927 $468,986 $448,016 $456,892 $449,839 of Revenue -50% -41 % -38% -38% -36% Total Revenue & Expenses - 20-Year Outlook Total Revenue and Expenses -Year 1-10 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Total Revenue $1,041,467 $1,138,441 $1,193,907 $1,212,247 $1,251,444 $1,288,987 $1,327,657 $1,367,487 $1,408,511 $1,450,767 Total Cost of Goods Sold $297,124 $329,611 $338,096 $341,183 $346,980 $357,389 $368,111 $379,154 $390,529 $402,245 Gross Margin $744,343 $808,830 $855,810 $871,063 $904,464 $931,598 $959,546 $988,332 $1,017,982 $1,048,522 of Revenue 71 % 71 % 72% 72% 72% 72% 72% 72% 72% 72% Total O eratin Ex enses $1,264,270 $1,277,815 $1,303,826 $1,327,955 $1,354,304 $1,374,618 $1,395,237 $1,416,166 $1,437,408 $1,458,970 m f Revenue -50% -41 % -38% -38% -36% -34% -33% -31 % -30% -28% Total Revenue and Expenses - Year 11-20 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Total Revenue $1,479,782 $1,509,378 $1,539,565 $1,570,357 $1,601,764 $1,617,781 $1,633,959 $1,650,299 $1,666,802 $1,683,470 Total Cost of Goods Sold $410,290 $418,496 $426,866 $435,403 $444,111 $448,552 $453,038 $457,568 $462,144 $466,765 Gross Margin $1,069,492 $1,090,882 $1,112,700 $1,134,954 $1,157,653 $1,169,229 $1,180,922 $1,192,731 $1,204,658 $1,216,705 % of Revenue 72% 72% 72% 72% 72% 72% 72% 72% 72% 72% Total O eratin Ex enses $1,480,854 $1,503,067 $1,525,613 $1,548,497 $1,571,725 $1,595,301 $1,619,230 $1,643,518 $1,668,171 $1,693,194 L�iiizjm %of Revenue -28% -27% -27% -26% -26% -26% -27% -27% -28% -28% IrA Economic Impact 13 Economic Impact Number of Events Per Year Year 1 Year 2 Year 3 Year 4 Year 5 Other Tournaments/Events 6 7 8 8 9 Baseball/Softball Tournaments 5 6 6 6 6 Multi -Purpose Field Tournaments 11 12 12 12 12 Total Events Per Year 22 25 26 26 27 ver verson spenaing tsy Loategory Amount % of Total Lodging/Accommodations $38.00 25.6% Dining/Groceries $55.50 37.4% Transportation $9.44 6.4% Entertainment/Attractions $4.44 3.0% Retail $26.09 17.6% Miscellaneous $14.99 10.1% Total $148.45 100% Economic Impact Year 1 Year 2 Year 3 Year 4 Year 5 Non -Local Days in Market- Overnight 90,705 100,681 101,150 101,150 101,618 Room Nights 27,238 30,252 30,377 30,377 30,502 Economic Impact Year 1 Year 2 Year 3 Year 4 Year 5 Total Direct Spending - Overnight $13,464,648 $14,945,554 $15,015,138 $15,015,138 $15,084,721 Total Indirect Spending $0 $0 $0 $0 $0 Total Economic Impact $13,464,648 $14,945,554 $15,015,138 $15,015,138 $15,084,721 14 Economic Impact - 20-Year Outlook Economic Impact Drivers: Years 1-10 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Non -Local Days in Market Room Nights 90,705 27,238 100,681 30,252 101,150 30,377 101,150 30,377 101,618 30,502 102,634 30,807 103,661 31,115 104,697 31,426 105,744 31,741 106,802 32,058 Economic Impact: Years 1-10 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Overnight $148.45 $148.45 $148.45 $148.45 $148.45 $150.67 $152.93 $155.23 $157.55 $159.92 Total Economic Impact $13,464,648 $1i4,945,5541$15,015,138 $15,015,138 $15,084,721 $15,464,102 $15,853,024 $16,251,728 $16,660,459 '$17,079,469 Economic Impact Drivers: Years 11-20 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Non -Local Days in Market Room Nights 107,870 32,378 108,949 32,702 110,038 33,029 111,138 33,360 112,250 33,693 113,372 34,030 114,506 34,370 115,651 34,714 116,808 35,061 117,976 35,412 Economic Impact: Years 11-20 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Overnight $162.32 $164.75 $167.22 $169.73 $172.28 $174.86 $177.48 $180.15 $182.85 $185.59 Total Economic Impact- $17,509,018 $17,949,369 - 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LLD ( co N (coo urY'. fC - (co U 0 O 0000 0) lOfi' NEAco M �—EAr r O 0 +� +� E E 7 7 N N Q Q C C N N CD a fC aCD fC c c � C C O O ' D fC fC 7 C: 0 3 N O O 0 > U U (g o o N o LD 0 [� +0+ co N y ua tU � 0 U � 0 ~ c E E O J ~ N 0 O N 0 N O CO CO y >� LL c c (Oj c c 0 0 o O ( .( ( .(n (D (D (D (D U U U U C C C C O O O O U U U U 00 00 C '.. LO O O LO LO LO W) Gq � �. O O O O C '.. N O O N LO LO W),. O O O O C '.. O O LO L W I O +� O +� 0 0 U) U) a a E E� �> c c 0 �!EU) U) 70 7` 0 > O (7 a' Cl)0 4) LLo ) H N 0 Z R 0 H E O a o U) c 0 O > � (D a)0 4� °o NU 0 E cn O U) > O -0 C� Q co Overhead Expenses W. Facility Expenses Indoor Facility/Buildings Indoor Facility Expense Management Assumption Year 1 Year 2 Year 3 Year 4 Year 5 Janitorial Expenses Cleaning and Supplies $19,720 $21,308 $21,397 $21,478 $21,569 Safety Supplies Includes Year 1 Purchase $5,500 $2,200 $2,233 $2,266 $2,300 Maintenance & Repairs Excludes Capital Replacement $3,640 $3,695 $3,750 $3,806 $3,863 Utility Expense Electricity, Gas, Water, Trash, etc. $11,861 $12,038 $12,219 $12,402 $12,588 Total Indoor Facility Expense $40,721 $39,241 $39,599 $39,953 $40,321 Outdoor Facility/Fields, Outdoor Facility Expense Management Assumption Year 1 Year 2 Year 3 Year 4 Year 5 Turf Multi -Purpose Field Maintenance and Labor Excludes Capital Replacement $28,500 $28,928 $29,361 $29,802 $30,249 Natural Grass Multi -Purpose Field Maintenance and Labor Excludes Capital Replacement $140,000 $142,100 $144,232 $146,395 $148,591 Natural Grass Field Irrigation Based on Historical Expense $76,000 $77,140 $78,297 $79,472 $80,664 Turf Baseball/Softball Field Maintenance and Labor Excludes Capital Replacement $5,938 $6,027 $6,117 $6,209 $6,302 Natural Grass Outfield Maintenance and Labor Excludes Capital Replacement $42,500 $43,138 $43,785 $44,441 $45,108 Field Painting/Striping Supplies and Labor Based on Events and Seasons $33,163 $34,875 $35,772 $36,695 $37,646 Grounds Maintenance, Labor, and Lighting Based on Site Development $64,560 $65,528 $66,511 $67,509 $68,522 Field Lighting Based on Electricity and Field Hours $36,812 $37,364 $37,925 $38,494 $39,071 Total Outdoor Facilitv Expense $427.473 $435.100 $441.999 $449.016 $456.152 W, Operating Expenses Expense Management Assumption Year 1 Year 2 Year 3 Year 4 Year 5 Accounting Fees $5,000 $5,075 $5,151 $5,228 $5,307 Bank Service Charges Banking Fees, Credit Card Processing $19,029 $20,969 $22,078 $22,445 $23,229 Communications IT, Phone, Cable, Internet $15,000 $15,225 $15,453 $15,685 $15,920 Employee Uniforms $2,000 $2,030 $2,060 $2,091 $2,123 Marketing and Advertising Based on Total Revenue $28,544 $20,969 $22,078 $22,445 $23,229 Insurance General, Property, Liability $31,244 $31,713 $32,188 $32,671 $33,161 Legal Fees $5,000 $5,075 $5,151 $5,228 $5,307 Licenses, Permits Food, Music, etc. $5,000 $5,075 $5,151 $5,228 $5,307 National Management & Marketing Service $270,000 $270,000 $270,000 $270,000 $270,000 National Management Travel $18,000 $12,000 $12,000 $12,000 $12,000 Office Supplies $8,000 $8,120 $8,242 $8,365 $8,491 Real Estate Tax Public Ownership $0 $0 $0 $0 $0 Software Operating, Scheduling, POS, Registration $14,400 $14,616 $14,835 $15,058 $15,284 Travel and Education $3,500 $3,553 $3,606 $3,660 $3,715 Total Operating Expenses $424,717 $414,419 ; $417,996 $420,106 $423,072'; 27 Management Payroll Summary Management Position anagement Assumptic Year 1 Year 2 Year 3 Year 4 Year 5 General Manager $80,000 $83,200 $86,528 $89,989 $93,589 Director of Operations $65,000 $67,600 $70,304 $73,116 $76,041 Marketing & Business Development Director $55,000 $57,200 $59,488 $61,868 $64,342 Finance Manager $52,000 $54,080 $56,243 $58,493 $60,833 Admin Support Part Time - Front Desk $20,000 $20,800 $21,632 $22,497 $23,397 Total Management Payroll i $272,446 $282,880 $294,196 $306,963 $318,Zt12' 28 Payroll Summary Total Payroll Summary Management pre -Open Year 1 Year 2 Year 3 Year 4 Year 5 Assumption Mgmt General Manager 12 months prior $80,000 $80,000 $83,200 $86,528 $89,989 $93,589 Mgmt Director of Operations 9 months prior $48,750 $65,000 $67,600 $70,304 $73,116 $76,041 Mgmt Marketing & Business Development Director 12 months prior $55,000 $55,000 $57,200 $59,488 $61,868 $64,342 Mgmt Finance Manager 6 months prior $26,000 $52,000 $54,080 $56,243 $58,493 $60,833 Support Admin Support 1 month prior $1,667 $20,000 $20,800 $21,632 $22,497 $23,397 Subtotal Management Payroll $211,417 $272,000 $282,880 $294,195 $305,963 $318,202 Staff Facility Event Rental Staff 1 month prior $63 $750 $800 $935 $935 $1,040 Staff Outdoor Rental Baseball/Softball Tournament Staff 1 month prior $158 $1,900 $2,280 $2,508 $2,508 $2,633 Staff Outdoor Baseball/Softball Staff 1 month prior $184 $2,210 $2,655 $3,363 $3,715 $4,113 Staff Outdoor Rental Multi -Purpose Tournament Staff 1 month prior $630 $7,560 $8,340 $9,174 $9,174 $9,633 Staff Parking Staff 1 month prior $3,116 $37,395 $41,580 $41,580 $41,580 $41,580 Staff Outdoor Field Rental Staff 1 month prior $1,100 $13,204 $13,864 $15,066 $15,593 $16,579 Staff Food & Beverage Staff 1 month prior $7,377 $88,529 $98,989 $100,316 $100,509 $101,663 Subtotal Sport Admin Staff $12,629 $151,547 $168,508 $172,941 $174,013 $177,240 Referees Outdoor Baseball/Softball Umpires Per Diem $10,400 $12,495 $14,388 $15,891 $16,756 Subtotal Referee/Trainers (COGS) $10,400 $12,495 $14,388 $15,891 $16,756 Payroll Subtotal $224,046 $433,947 $463,883 $481,524 $495,867 $512,198 Bonus Pool 1% of Total Revenue $10,415 $11,384 $11,939 $12,122 $12,514 Payroll Services 3% of Payroll $6,721 $12,706 $13,542 $14,014 $14,399 $14,863 Payroll Taxes/Benefits 18% of Payroll $40,328 $76,239 $81,250 $84,085 $86,396 $89,180 Payroll Taxes/Benefits/Bonus Totals $47,050 $99,360 $106,176 $110,038 $112,917 $116,557 Total Payroll Cost $533,307 $570,059 $591,562 $608,784 $628,756 K!, CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: October 31, 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: Administrative Report - Monsanto Class Settlement GOVERNING LEGISLATION: Not Applicable. PREVIOUS COUNCIL ACTION TAKEN: None. BACKGROUND: On July 8, 2020, the City of Long Beach filed a class action lawsuit against the Monsanto Company asserting claims for public nuisance, strict liability (design defect), strict liability (failure to warn), negligence, and trespass. Specifically, the class action alleged that Monsanto's actions resulted in PCB contamination of the class members' stormwater, stormwater systems, waterbodies, and/or sediments. The City of Spokane Valley is one of 2,528 class members. The class representatives and Monsanto executed a settlement agreement on behalf of all class members. The effective date of the settlement is December 28, 2020. The United States District Court for the Central District of California — Western District preliminarily approved the class settlement on March 14, 2022. The settlement was an "opt -out" settlement, meaning all class members were included in the settlement unless they affirmatively opted -out of the class. City did not elect to opt -out, and therefore received a settlement payment of $3,548,719. Neither the settlement agreement nor the court order restrict the City's use of the settlement funds. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: N/A BUDGET/FINANCIAL IMPACTS: The City's portion of the settlement of $3,548,719 was received in April 2023. It will be included in a future 2023 budget amendment as a revenue item. STAFF CONTACT: Kelly E. Konkright, Contract Attorney DRAFT ADVANCE AGENDA as of October 25, 2023; 11:00 a.m. Please note this is a work in progress; items are tentative To: Council & Staff From: City Clerk, by direction of City Manager Re: Draft Schedule for Upcoming Council Meetings 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. Motion Consideration: Change Order, Barker Rd BNSF Grade Sep. Project —Rob Lochmiller (5 minutes) 4. Admin Report: LTAC Recommendations to Council — Sarah Farr (10 minutes) 5. Admin Report: 2024 Draft Federal Legislative Agenda — Virginia Clough (10 minutes) 6. Advance Agenda — Mayor Haley (5 minutes) 7. Info Only: Department Monthly Reports; Fire Dept Monthly Report [*estimated meeting: 40 mins] November 21, 2023 Studv Session, 6:00 p.m. [due Tue Nov 14] 1. PUBLIC HEARING #3, 2024 Budget — Chelsie Taylor (10 minutes) 2. Second Reading Ordinance 23-020 Amending 2023 Budget — Chelsie Taylor (10 minutes) 3. Second Reading Ordinance 23-021 Adopting 2024 Budget — Chelsie Taylor (10 minutes) 4. Motion Consideration: 2024 Federal Legislative Agenda- Virginia Clough (5 minutes) 5. Admin Report: Clearview Triangle, CTA-2023-0003- Jerremy Clark (10 minutes) 6. Advance Agenda — Mayor Haley (5 minutes) [*estimated meeting: 50 mins] Executive Session - Review Performance of a Public Employee (60 minutes) November 28, 2023 — No meeting - after Thanksgiving break December 5, 2023 Studv Session, 6:00 p.m. [due Tue Nov 28] 1. First Reading Ordinance 23 -- CTA-2023-0003 — Jerremy Clark (10 minutes) 2. Admin Report: 2024 Fee Resolution — Chelsie Taylor (5 minutes) 3. Admin Report: Spokane Sports funding request, 2024 TPA proceeds — Mike Basinger (5 minutes) 4. Advance Agenda — Mayor Haley (5 minutes) [*estimated meeting: 25 mins] December 12, 2023 Formal Meeting, 6:00 p.m. [due Tue Dec 5] 1. Consent Agenda (claims, payroll, minutes) (5 minutes) 2. Second Reading Ordinance 23- CTA-2023-0003 — Jerremy Clark (5 minutes) 3. Motion Consideration: Spokane Sports funding request, 2024 TPA proceeds — Mike Basinger (5 minutes) 4. Motion Consideration: 2024 Lodging Tax Awards — Sarah Farr (20 minutes) 5. Advance Agenda — Mayor Haley (5 minutes) 6. Info Only: Department Monthly Reports; Fire Dept Monthly Report Executive Session - Review Performance of a Public Employee (60 minutes) December 19, 2023 Study Session, 6:00 p.m. [due Tue Dec 12] 1. Advance Agenda — Mayor Haley (5 minutes) December 26, 2023 — No meeting - Holiday- City Closure Draft Advance Agenda 10/26/2023 2:10:22 PM Page 1 of 2 January 2, 2024 Study 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 10/26/2023 2:10:22 PM Page 2 of 2