Loading...
2024, 11-19 Formal B Meeting Packet AGENDA SPOKANE VALLEY CITY COUNCIL REGULAR MEETING FORMAL B FORMAT Tuesday, November 19, 2024 6:00 p.m. Remotely via ZOOM Meeting and In Person at Spokane Valley City Hall, Council Chambers 10210 E. Sprague Ave. Spokane Valley, WA 99206 Council Requests Please Silence Your 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 If making a comment via Zoom, comments must be received by 4:00 pm the day of the meeting. Sign up to Provide Oral Public Comment at the Meeting via Calling-In Submit Written Public Comment Prior to the Meeting Join the Zoom WEB Meeting ------------------------------------------------------------------------------------------------------------------------------- CALL TO ORDER INVOCATION: PLEDGE OF ALLEGIANCE ROLL CALL APPROVAL OF AGENDA SPECIAL GUESTS/PRESENTATIONS: PROCLAMATIONS: GENERAL PUBLIC COMMENT OPPORTUNITY: This is an opportunity for the public to speak on any subject except agenda action items, as public comments will be taken on those items where indicated. Please keep comments to matters within the jurisdiction of the City Government. This is not an opportunity for questions or discussion. Diverse points of view are welcome but please keep remarks civil. Remarks will be limited to three minutes per person. If a person engages in disruptive behavior or makes individual personal attacks regarding matters unrelated to City business, then th 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. Public Hearing #3: Final 2025 Budget Chelsie Walls \[public comment opportunity\] 2. Ordinance 24-014: Second Reading, 2024 Budget Amendment Chelsie Walls 3. Ordinance 24-015: Second Reading, 2025 Budget Chelsie Walls 4. Ordinance 24-016 Second Reading: Public Property Camping Regulations Kelly Konkright \[public comment opportunity\] Council Agenda November 19, 2024 Page 1 of 2 5. Motion Consideration: Collective Bargaining Agreement - City Employees, Local 270V John Whitehead \[public comment opportunity\] NON-ACTION ITEMS: 6. Admin Report: Lodging Tax Advisory Committee Recommendations Sarah Farr 7. Admin Report: Spokane Regional Emergency Communications Letter Erik Lamb 8. Admin Report: CoC 5-Year Plan to Prevent & End Homelessness Gloria Mantz, Eric Robison INFORMATION ONLY (will not be reported or discussed): GENERAL PUBLIC COMMENT OPPORTUNITY: General public comment rules apply. COUNCIL COMMENTS CITY MANAGER COMMENTS ADJOURNMENT Council Agenda November 19, 2024 Page 2 of 2 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: Public Hearing #3 on 2025 Budget. GOVERNING LEGISLATION: State budget law. PREVIOUS COUNCIL ACTION TAKEN: No final Council action has been taken on the 2025 Budget. BACKGROUND: This marks the seventh occasion where the Council will discuss the 2025 Budget and by the time the Council is scheduled to adopt the 2025 Budget meeting, Council will have had an opportunity to discuss it on eight separate occasions, including three public hearings to gather input from citizens: June 11 Council Budget Workshop August 27 Admin report: Estimated 2025 revenues and expenditures September 17 Public hearing #1 on 2025 revenues and expenditures October 8 October 15 Public hearing #2 on 2025 Budget October 29 First reading on ordinance adopting the 2025 Budget November 19 Public hearing #3 on 2025 Budget November 19 Second reading on ordinance adopting the 2025 Budget This evenings meeting represents the third public hearing on the 2025 Budget and the purpose of the hearing is to consider input from the public on the final 2025 budget. 2025 Budget Overview: The 2024 Budget currently includes appropriations of $149,637,715 including $56,300,103 in capital expenditures, partially comprised of: o $6,488,645 in Fund #303 Street Capital Projects. o $1,861,761 in Fund #309 Park Capital Projects. o $2,000,000 in Fund #311 Pavement Preservation. o $41,241,197 in Fund #314 Railroad Grade Separation Projects. o $2,500,000 in Stormwater Management Fund #402 and Aquifer Protection Area Fund #403 projects. To partially offset the $56,300,103 in capital costs we anticipate $46,087,958 in grant revenues which results in 81.86% of capital expenditures being covered with State and Federal money. Budgets will be adopted across 31 separate funds. The funded full-time equivalent employee (FTE) count will decrease in 2025 by 2 to 116.25 from 118.25 in the 2024 Budget. This decrease is comprised of: o Decrease of three vacant positions, including a Senior Engineer in Engineering, an Office Assistant in Building, and a Maintenance Worker in Parks, that are not being funded due to budget constraints in the General Fund. 1 o Increase of one new Public Safety Coordinator position that is included as part of the first phase of increases to Law Enforcement related positions that were approved by Council in February 2024. Pertaining Specifically to the General Fund: The 2025 recurring revenue estimate of $63,655,300 is $2,332,200 or 3.8% greater than the 2024 proposed amended budget of $61,323,100. The 2025 recurring expenditure proposal of $63,244,022 is $3,591,115 or 6.02% greater than the 2024 proposed amended appropriation of $59,652,907. o Including the 12 new Law Enforcement related positions, costs for Public Safety increased by 13.94% while all other General Fund Departments decreased by 5.43%. Budgeted recurring revenues currently exceed recurring expenditures by $411,278 or 0.65% of recurring revenues. Nonrecurring expenditures total $1,523,722 and include: o $50,000 for Information Technology expenditures including: $20,000 to replace outdated copiers $20,000 to replace wireless access points $10,000 for a software contingency o $910,000 for the replacement of police vehicles This was originally part of the recurring expenditures but is now being done as a nonrecurring item as funding is available due to budget constraints in the General Fund o $90,000 for various Facilities items including: $30,000 to replace the last in-ground vehicle lift at the Precinct $60,000 to replace carpeting and wallpaper at CenterPlace o $473,722 transfer out to the Public Safety Equipment Replacement Fund #503 for future replacement costs of police vehicles already purchased in prior years This was originally part of the recurring expenditures but is now being done as a nonrecurring item as funding is available due to budget constraints in the General Fund The total of 2025 recurring and nonrecurring expenditures exceeds total revenues by $1,112,444. The projected ending fund balance for the General Fund at the end of 2025 is currently $37,742,444 or 59.68% of recurring expenditures. 2 Other Funds: 2025 Budget appropriations (expenditures) in the other funds total $84,869,971 as follows: Primary sources of revenues in these other funds include: Motor Vehicle Fuel Tax revenue that is collected by the State and remitted to the Street Fund is anticipated to be $1,969,700. Telephone Tax revenues remitted to the City that supports Street Fund operations and maintenance are anticipated to be $900,000. Real Estate Excise Tax (REET) revenues that are in large part used to match grant financed street projects are anticipated to total $3,000,000. Hotel / Motel Tax revenues that are dedicated to the promotion of visitors and tourism are anticipated to be $1,490,000 ($900,000 in the Hotel/Motel Tax Fund #105 and $590,000 in the Hotel/Motel Tax Tourism Facilities Fund #104). Tourism Promotion Area (TPA) Fees that are collected in the Tourism Promotion Area Fund that are dedicated to the promotion of visitors and tourism are anticipated to be $1,300,000. Vehicle License Fees are anticipated to be $2,785,000 in the Transportation Benefit District Fund. Stormwater Management Fees that are estimated at $6,170,000. 3 Grant Revenues offsetting capital costs are estimated at $46,087,958 o Fund #001 General Fund - $437,000 o Fund #303 Street Capital Projects - $4,480,512 o Fund #309 Park Capital Projects - $1,561,761 o Fund #311 Pavement Preservation - $112,011 o Fund #314 RR Grade Separation Projects - $39,496,674 Funding Challenges: The economy continues to experience volatility. This is particularly seen with continued levels of inflation that have driven up costs across the board. We expect this volatility to continue to affect City revenues and costs as we go forward into 2024. As such, we anticipate there may be changes to revenue projections as we progress through this 2024 Budget development process. Current revenues levels in the Street O&M Fund #101 are impacting our ability to deliver historic levels of service. Fund #101 is dependent upon motor vehicle fuel tax revenues and telephone utility tax revenues. o Motor vehicle fuel taxes have increased slightly due to recent State legislation; however, they are generally flat or declining in recent years due to improvements in vehicle fuel mileage. Also, recent inflation in fuel prices may begin to change driving habits, which could reduce future revenues. o Telephone utility taxes have been declining at an average of 7.64% per year from 2009 through 2022. We believe the decline is primarily due to the elimination of land lines by individual households as well as reallocation of revenues by cell phone companies to data packages. The revenues from this tax reached a high of $3.1 million in 2009 (the year the tax was implemented) and is currently estimated to generate $900,000 in 2024. Funding pavement preservation and other transportation and infrastructure needs. o the needs of local access streets and arterials and to provide adequate funding to maintain the pavement condition of both. o Railroad grade separation projects (overpasses and underpasses) and other large street to finance through existing sources of revenue. The City has been very successful in securing funding for the Barker Rd. Grade Separation and Pines Rd. Grade Separation projects; however, funding is still needed for other grade separation projects as well as other large-scale transportation improvements within the City. Establishing a Homeless and Housing program for the City and identifying dedicated funding for this program. OPTIONS: State law requires a public hearing on the final 2025 budget; and this is the third public hearing on the 2025 budget. RECOMMENDED ACTION OR MOTION: As the purpose of the public hearing is to gather input from the public regarding the 2025 Budget, no action is requested at this time. BUDGET/FINANCIAL IMPACTS: This public hearing is the final step leading to Council consideration of a second reading of the ordinance that will adopt the 2025 Budget. STAFF CONTACT: Chelsie Walls, Finance Director ATTACHMENTS: See Agenda Item #3, which includes the draft Ordinance adopting the 2025 budget, as well as the final 2025 budget book. 4 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date:November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: Second reading of proposed Ordinance #24-014 which amends the 2024 Budget. GOVERNING LEGISLATION: In order for the City to amend an adopted budget, State law requires the Council to approve an ordinance that appropriates additional funds. PREVIOUS COUNCIL ACTION TAKEN: The Council last took formal action on the 2023 Budget when it was amended on June 4, 2024. On October 15, 2024, an Administrative Report was delivered to Council regarding the need for a budget amendment. On October 29, 2024, a public hearing was held on this topic and Ordinance #24-014 was advanced to a second reading. BACKGROUND: Since the amendment of the 2024 Budget on June 4, 2024, a number of events have transpired in the normal course of operations that necessitate a second 2024 Budget amendment. The proposed amendments include: #001 - General Fund The total of both recurring and nonrecurring revenues reflects an increase of $263,200, which is comprised of: $1,183,000 decrease in sales tax due to updated estimates. $100,000 decrease in grant proceeds due to not receiving a grant that was anticipated during the 2024 budget development process. $1,546,200 increase in transfers in from the Capital Reserve Fund #312 including estimated total costs for the repairs to City Hall during 2024 of $1,424,000 and costs related to the Police and Public Space Planning study of $122,200. An increase of $6,311,232 in appropriations (expenditures) comprised of: $50,000 increase in the Council Department professional services to cover the cost of third- party investigations. $115,000 increase in outside legal service costs in the City Attorney Department. This increase is related to a significant increase in complex land use issues requiring outside expertise as well as the use of contracted services for third-party investigations and other Council related legal issues. $26,200 increase in the Facilities Department to cover window and carpet cleaning at City Hall as well as chair mats to protect City Hall carpeting. $1,424,000 related estimated total costs for the repairs to City Hall during 2024. $122,200 for professional services related to a Police and Public Safety Space Planning study. $155,000 for the demolition of the Balfour Facility discussed at the October 1, 2024, Council Meeting. 1 $21,000 for professional services for an audit for the Energy Retrofit Grant at CenterPlace which was approved at the September 17, 2024, Council Meeting. $4,397,832 transferred to Capital Reserve Fund #312 which represents the 2022 yearend fund balance in excess of 50% of recurring expenditures. #121 – Service Level Stabilization Fund Increase revenues by $688,000 to reflect updated estimated interest income of $288,000 and a transfer in from the Capital Reserve Fund #312 of $400,000 that was approved by Council at the December 19, 2023, Council Meeting for the purpose of building the reserve balance. #302 – REET 2 Capital Projects Fund Increase expenditures by $499,534 due to changes in the expected transfers out to the Street Capital Projects Fund #303 and the Railroad Grade Separation Projects Fund #314 to reflect current estimates. See further explanations below. #303 – Street Capital Projects Fund Revenues and expenditures are proposed to increase by $992,711 to reflect current estimates on various projects. The most significant changes include: The Barker Road Improvements – Appleway to I-90 project is being increased by $221,000 due to the updated timing of the project. The Trent Ave. Access Control Safety Improvements project is being increased by $419,000 due to the updated timing of the project. th The 16Ave. Preservation – Evergreen to Adams project is being increased by $352,711 due to the updated timing of the project. #309 – Park Capital Projects Fund This fund is being amended to reflect current estimates on several projects. Revenues are increased by $326,299. This is primarily due to an increase in transfers in from the Capital Reserve Fund #312 related to the Balfour Park – Phase 1 project. Expenditures increase by $532,000, including: $530,000 increase for Balfour Park – Phase 1 project due to updated timing on the project. $2,000 increase for the Sullivan Park Water Line project due to updated timing on the project. #311 – Pavement Preservation Fund Revenues are increased by $358,362 consisting of an increase in grant proceeds due to updated project estimates. Increase expenditures by $2,120,165 to reflect current estimates and timing on several projects, th including the 16 Ave. Preservation – Evergreen to Adams project and the Indiana Ave. Preservation – Sullivan to Desmet project for $1,122,539 and $1,670,000, respectively. #312 – Capital Reserve Fund Revenues are increased due to a transfer of $4,397,832 from General Fund #001 which represents the 2022 yearend fund balance in excess of 50% of recurring expenditures. Increase expenditures/appropriations by $2,599,384, including: Increase of $1,424,000 in transfers to the General Fund for estimated total costs for the repairs to City Hall during 2024. 2 Increase of $122,200 in transfers to the General Fund for professional services related to a Police and Public Safety Space Planning study. Increase of $400,000 in transfers to the Service Level Stabilization Fund #121 that was approved by Council at the December 19, 2023, Council Meeting for the purpose of building the reserve balance. Increase of $326,299 in transfers to the Parks Capital Projects Fund #309 related to an updated timing of the Balfour Park Phase 1 and the Sullivan Park Water Line projects. Increase of $326,885 in transfers out to the Railroad Grade Separation Projects Fund #314 related to updated timing of the Pines Rd Underpass and Sullivan Rd Interchange projects. #314 – Railroad Grade Separation Projects Fund Revenues increase by $4,138,411, comprised of: Increase of $ 3,356,111 in grant proceeds to reflect current estimates on the grade separation projects. Increase of $308,592 in developer contributions for the Barker Road grade separation project. Increase of $146,823 in transfers in from the REET 2 Capital Projects Fund #302 for the Sullivan Road Interchange grade separation project. Increase of $326,885 in transfers in from the Capital Reserve Fund #312 for the Pines Road grade separation and the Sullivan Road interchange projects. Expenditures increase by $3,859,378, comprised of: Increase of $2,226,326 due to updated estimates for the Pines Road grade separation project. Increase of $1,633,052 for preliminary engineering for the Sullivan Road interchange project. #402 – Stormwater Fund Expenditures increase by $1,110,000 for updated capital project costs. Council discussed the Stormwater Improvement Plan at the September 3, 2024, Council Meeting. #502 – Risk Management Fund Revenues increase by $4,800 related to updated interest income estimates. Expenditures increase by $125,000 as a result of increased costs of insurance for the City beyond the original estimate. #632 – Passthrough Fees and Taxes Fund Revenues and expenditures increase by $100,000 for updated estimates of passthrough fees and taxes collected by the City on behalf of other public agencies. The 2024 Budget amendment reflects the changes noted above and will affect 11 funds resulting in total revenue increases of $11,269,615 and expenditure increases of $18,249,404. 3 RevenueExpenditure FundFundIncreaseIncrease No.Name(Decrease)(Decrease) 001General Fund263,2006,311,232 121Service Level Stabilization Fund688,0000 302REET 2 Capital Projects Fund0499,534 303Street Capital Projects Fund992,711992,711 309Parks Capital Projects Fund326,299532,000 311Pavement Preservation Fund358,3622,120,165 312Capital Reserve Fund4,397,8322,599,384 314Railroad Grade Separation Fund4,138,4113,859,378 402Stormwater Fund01,110,000 502Risk Management Fund4,800125,000 632Passthrough Fees & Taxes Fund100,000100,000 11,269,61518,249,404 OPTIONS: Options are to accept the proposed amendments in whole or in-part. RECOMMENDED ACTION OR MOTION: Move to approve Ordinance #24-014 amending Ordinance #23-021 which adopted a budget for the period January 1, 2024 through December 31, 2024, as subsequently amended by Ordinance #24-010. BUDGET/FINANCIAL IMPACTS: This action amends the estimated revenues and appropriations for the 2024 Budget that was adopted on November 21, 2023, and subsequently amended on June 4, 2024. There are adequate funds available to pay for these amendments. STAFF CONTACT: Chelsie Walls, Finance Director ATTACHMENTS: Ordinance #24-014 Fund level line-item detail of revenues and expenditures. Fund summaries for all funds affected by the proposed budget amendment. 4 DRAFT CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO. 24-014 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, AMENDING ORDINANCE 23-021, WHICH ADOPTED A BUDGET FOR THE PERIOD JANUARY 1, 2024 THROUGH DECEMBER 31, 2024, AS SUBSEQUENTLY AMENDED BY ORDINANCE 24-010; AND OTHER MATTERS RELATED THERETO. WHEREAS, the City Council approved Ordinance 23-021 on November 21, 2023, which adopted the 2024 annual budget; and WHEREAS, the City Council approved Ordinance 24-010 on June 4, 2024, which amended the 2024 annual budget, and WHEREAS, subsequent to the November 21, 2023 adoption and June 4, 2024 amendment of the 2024 annual budget, it has become necessary to make changes by adding new revenue, appropriations, amendments, and transferring funds in order to properly perform City functions, services and activities; and WHEREAS, the budget changes set forth in this Ordinance could not have been reasonably anticipated or known when the 2024 annual budget was passed by the City Council; and WHEREAS, the City Council has determined that the best interests of the City are served by amending the 2024 budget to reflect unanticipated revenue, expenditures, transfers, and appropriating the same as set forth herein. NOW THEREFORE, the City Council of the City of Spokane Valley, Washington do ordain as follows: Section 1. Amended Revenues and Appropriations. Ordinance No. 23-021 adopted a budget for the twelve months beginning January 1, 2024 and ending December 31, 2024, and Ordinance 24-010 amended the budget for the same period. Each item, revenue, appropriation, and fund contained in Section 1 of Ordinance 23-021, as subsequently amended by Ordinance 24-010, is hereby further amended as set forth in Attachment A to this Ordinance, which is incorporated herein. Section 2. Severability. If any section, sentence, clause or phrase of this Ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this Ordinance. Section 3. Effective Date. This Ordinance shall be in full force and effect five days after publication of this Ordinance or a summary thereof in the official newspaper of the City as provided by law. Passed by the City Council of the City of Spokane Valley this ____ day of November 2024. ATTEST: _____________________________________ Pam Haley, Mayor Ordinance 24-014 amending the 2024 budget Page 1 of 4 ___________________________ Marci Patterson, City Clerk Approved as to form: __________________________ Office of the City Attorney Date of Publication: _______________ Effective Date: ___________________ Ordinance 24-014 amending the 2024 budget Page 2 of 4 4 of 3 Page A ATTACHMENT -014 amending the 2024 budget 24 Ordinance Budget 11/19/2024 RCA t 050,00050,0000288,000288,0000400,000400,000 7,0008,20015,200 40,00018,00058,000 100,000(100,000)0100,000115,000215,000 33,709,600(1,183,000)32,526,600 Total recurring revenues(1,283,000) Total recurring expenditures191,200 Total nonrecurring revenues1,546,200 Total nonrecurring expenditures6,120,032 Page 1 of 4 City Hall Repairs01,424,0001,424,000Police & Public Safety Space Planning0122,200122,2002022 #001 fund bal > 50%04,397,8324,397,832Total of all General Fund revenues263,200Total of all General Fund expenditures6,311,232Total revenues688,000 -City Hall Repairs01,424,0001,424,000-Police & Public Safety Space Planning0122,200122,200-Demolition of Balfour Facility0155,000155,000-CenterPlace audit for energy retrofit grant021,00021,000-Updat ed estimate OrganizationObject2024Amended SR121000361100 A t s s Accoun DescriptionCodeCodeDescription / JustificationBudgetAmendmen P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Amendment No 2 Detail v2 for s Sales TaxGG313110311100-Updated estimate based on 2024 trendsGrant ProceedsCM337000330701-Grant not received in 2024Professional Services - CouncilCC511600541005-Costs for third-party investigationsOutside Legal Services - City AttorneyCA515410541004-Increased need for outside legal counselSmall Tools & Equipment - FacilitiesCH518300535001-Chair mats to protect City Hall carpetingBuilding Repairs & Maintenance - FacilitiesCH518300548007-Window and carpet cleaning costs at City HallTransfer in - #312GG397099393120-Transfer in - #312GG397099393120-City Hall Repairs32251830541005Professional ServicesPS521299541005Professional ServicesBM518399541005Professional ServicesCX575599541005Transfer out - #312GG597099500312-Investment InterestTransfer in - #312-Transfer approved by Council 12/19/23 CITY OF SPOKANE VALLEY, W 2024 Budget - Amendment #2Line Item Detail#001 - General FundRecurring RevenueRecurring ExpendituresNonrecurring Revenue#001 - General Fund - continuedNonrecurring Expenditures#121 - Service Level Stabilization FundRevenue Budget 11/19/2024 RCA t 0221,000221,000 440,437352,711793,148182,500146,823329,323440,437352,711793,148220,000326,299546,299 6,949,896419,0007,368,896 Page 2 of 4 Updated construction project estimatesUpdated construction project estimatesTotal expenditures499,534Updated construction project estimatesUpdated construction project estimatesUpdated construction project estimatesTotal revenues992,7112024 Construction Costs 0221,000221,0002024 Construction Costs 0419,000419,0002024 Construction Costs 0352,711352,711Total expenditures992,711Updat ed construction project estimatesTotal revenues326,2992024 Construction Costs 20,000530,000550,0002024 Construction Costs 02,0002,000Total expenditures532,000Updated construction project estimates0358,362358,362Total revenues358,3622024 Construction Costs 3,500,0002,120,1655,620,165Total expenditures2,120,165 ------------- OrganizationObject2024Amended R2597000500303R25970005003143485951054100535459564563000PP595300563000 0 s A t Accoun DescriptionCodeCodeDescription / JustificationBudgetAmendmen P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Amendment No 2 Detail v2 for sss Transfer out - #303Transfer out - #314Grant ProceedsSP330000330000Developer Contributions34836700361201Transfer in - #302SP397000393020Barker Road Improvements- Appleway to I9Trent Ave Access Control Safety Improveme3495956456300016th Ave Preservation - Evergreen to AdamTransfer in - #312PC397000393120Balfour Park - Phase 131659476563000Sullivan Park Water Line32853410563000Grant ProceedsPP333200332020Pavement Preservation Capital Outlay CITY OF SPOKANE VALLEY, W#302 - REET 2 Capital Projects FundExpenditures#309 - Park Capital Projects FundRevenue 2024 Budget - Amendment #2Line Item Detail#303 - Street Capital Projects FundRevenueExpendituresExpenditures#311 - Pavement Preservation FundRevenueExpenditures Budget 11/19/2024 RCA t 01,424,0001,424,0000400,000400,00002,0002,0000308,592308,592 20,000324,299344,29920,094367,906388,00061,698(41,021)20,677 182,500146,823329,323806,792326,8851,133,677 2,112,5303,356,1115,468,641 Page 3 of 4 Sullivan Rd InterchangeTotal expenditures2,599,384 Total revenues4,397,832City Hall RepairsPolice & Public Safety Space Planning0122,200122,200Balfour Park Improvements - Phase 1Sullivan Park Water LinePines Rd UnderpassUpdated construction project estimatesUpdated construction project estimatesUpdated construction project estimatesUpdated construction project estimatesTotal revenues4,138,4112024 Construction Costs 273,6742,226,3262,50 0,0002024 Construction Costs 2,153,9481,633,0523,787,000Total expenditures3,859,3782024 Construction Costs 1,500,0001,110,0002,610,000Total expenditures1,110,000 ---Transfer approved by Council 12/19/23---------- OrganizationObject2024Amended A t Accoun DescriptionCodeCodeDescription / JustificationBudgetAmendmen P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Amendment No 2 Detail v2 for ss Transfer in - #001CR397000390010-2022 #001 fund bal > 50%04,397,8324,397,832Transfer out - #001CR597000500001Transfer out - #001CR597000500001Transfer out - #121CR597000500121Transfer out - #309CR597000500309Transfer out - #309CR597000500309Transfer out - #314CR597000500314Transfer out - #314CR597000500314Grant ProceedsXXX33320332020Developer ContributionsXXX36700361201Transfer in - #302XXX39700393020Transfer in - #312XXX39700393120Pines Rd Underpass22359550563000Sullivan Rd Interchange31159550563000Capital ProjectsSW595499563000- CITY OF SPOKANE VALLEY, W#312 - Capital Reserve FundRevenue#314 - Railroad Grade Separation Projects FundRevenue 2024 Budget - Amendment #2Line Item DetailExpendituresExpenditures#402 - Stormwater FundExpenditures Budget 11/19/2024 RCA t 04,8004,800 500,000100,000600,000500,000100,000600,000 Page 4 of 4 Total revenues4,800Increase in insurance premiums700,000125,000825,000Total expenditures125,000Total revenues100,000Total expenditures100,000Totals Across all FundsTotal revenues11,269,615Total expenditures18,249,404 - OrganizationObject2024Amended RM518900546001PT3863003830XX-Updated estimate PT5860005080XX-Updated estimate A t Accoun DescriptionCodeCodeDescription / JustificationBudgetAmendmen P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Amendment No 2 Detail v2 for ss Investment InterestRM361100361100-Updated estimate Auto and Property InsuranceFees & Taxes Collected for Other GovernmentsFees & Taxes Remitted to Other Governments CITY OF SPOKANE VALLEY, W#502 - Risk Management FundRevenue 2024 Budget - Amendment #2Line Item DetailExpenditures#632 - Passthrough Fees & Taxes FundRevenueExpenditures P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Budget Summary for Amended Fund No 2 CITY OF SPOKANE VALLEY, WA 11/19/2024 2024 Budget Summary for Amended Funds 2024 As1st2ndAs AdoptedAmendmentAmendmentAmended #001 - GENERAL FUND RECURRING ACTIVITY Revenues Property Tax13,824,9000013,824,900 Sales Tax33,709,6000(1,183,000)32,526,600 Sales Tax - Public Safety 1,600,800001,600,800 Sales Tax - Criminal Justice2,818,500002,818,500 Gambling Tax and Leasehold Excise Tax485,00000485,000 Franchise Fees/Business Registration1,370,000001,370,000 State Shared Revenues2,469,400002,469,400 Fines and Forfeitures/Public Safety500,60000500,600 Community and Public Works3,481,900003,481,900 Recreation Program Revenues607,20000607,200 Grant Proceeds120,0000(100,000)20,000 Miscellaneous Department Revenue87,0000087,000 Miscellaneous & Investment Interest1,211,200001,211,200 Transfers in - #105 (h/m tax-CP advertising)30,0000030,000 Transfers in - #110 (recording fees H&H Services) 0290,0000290,000 Total Recurring Revenues62,316,100290,000(1,283,000)61,323,100 Expenditures City Council721,407050,000771,407 City Manager863,88319,0910882,974 City Attorney932,98018,402115,0001,066,382 City Services1,301,72522,84301,324,568 Public Safety35,251,2480035,251,248 Deputy City Manager595,02315,2030610,226 Finance1,422,45834,69801,457,156 Human Resources380,5338,5840389,117 Information Technology446,17811,2060457,384 Facilities1,313,68512,03826,2001,351,923 Public Works Administration400,4279,0050409,432 Engineering2,015,43041,25102,056,681 Building2,240,95644,70602,285,662 Economic Development1,189,80618,70801,208,514 Planning1,081,09018,04301,099,133 Parks & Rec - Administration720,793(211,611)0509,182 Parks & Rec - Maintenance1,398,583935,58202,334,165 Parks & Rec - Recreation 346,3103,6370349,947 Parks & Rec - Aquatics569,20000569,200 Parks & Rec - Senior Center33,994788034,782 Parks & Rec - CenterPlace675,9809,2320685,212 General Government1,707,540001,707,540 Transfers out - #204 (2016 LTGO debt service)398,95000398,950 Transfers out - #309 (park capital projects) 160,00000160,000 Transfers out - #311 (pavement preservation)1,021,900001,021,900 Transfers out - #501 (IT equip reserve) 86,5000086,500 Transfers out - #502 (insurance premium)700,00000700,000 Transfers out - #503 (public safety equipment) 0473,7220473,722 Total Recurring Expenditures57,976,5791,485,128191,20059,652,907 Recurring Revenues Over (Under) Recurring Expenditures4,339,521(1,195,128)(1,474,200)1,670,193 Page 1 of 7 P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Budget Summary for Amended Fund No 2 CITY OF SPOKANE VALLEY, WA 11/19/2024 2024 Budget Summary for Amended Funds 2024 As1st2ndAs AdoptedAmendmentAmendmentAmended #001 - GENERAL FUND - continued NONRECURRING ACTIVITY Revenues Grant Proceeds (CLFR)0159,0000159,000 Grant Proceeds (Comp Plan amendment) 325,00000325,000 Transfers in - #312 (City Hall Repairs) 001,424,0001,424,000 Transfers in - #312 (pub safety space planning)00122,200122,200 Total Nonrecurring Revenues325,000159,0001,546,2002,030,200 Expenditures General Government - IT capital replacements152,50000152,500 Public Safety (UTV) 36,0000036,000 Public Safety (public safety space planning) 00122,200122,200 Facilities (Precinct repairs & improvements)155,00000155,000 Facilities (electric man-lift) 20,0000020,000 Facilities (CenterPlace repairs & improvements)241,00000241,000 Facilities (Clean building requirements) 085,000085,000 Facilities (Demolish Balfour Facility)00155,000155,000 Facilities (CenterPlace audit for energy retrofit) 0021,00021,000 Parks & Rec (replace banquet chair at CP)150,00000150,000 Parks & Rec (motorized shades for Great Room) 25,0000025,000 Communications (Police staffing comm outreach)017,000017,000 City Hall Repairs001,424,0001,424,000 CLFR Related Project Expenditures03,131,00003,131,000 Financial Software Capital Costs0550,0000550,000 Transfers out - #101 (Street Fund operations)4,592,923(1,392,500)03,200,423 Transfers out - #312 ('22 fund bal >50%) 004,397,8324,397,832 Transfers out - #501 (park maint vehicles)085,000085,000 Transfers out - #503 (Public Safety Equip Replc) 01,000,00001,000,000 Total Nonrecurring Expenditures5,372,4233,475,5006,120,03214,967,955 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures(5,047,423)(3,316,500)(4,573,832)(12,937,755) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures(707,902)(4,511,628)(6,048,032)(11,267,562) Beginning unrestricted fund balance50,122,45050,122,450 Ending unrestricted fund balance49,414,54838,854,888 Fund balance as a percent of recurring expenditures85.23%65.13% Page 2 of 7 P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Budget Summary for Amended Fund No 2 CITY OF SPOKANE VALLEY, WA 11/19/2024 2024 Budget Summary for Amended Funds 2024 As1st2ndAs AdoptedAmendmentAmendmentAmended SPECIAL REVENUE FUNDS #121 - SERVICE LEVEL STABILIZATION RESERVE FUND Revenues Investment Interest00288,000288,000 Transfers in - #312 00400,000400,000 Total revenues00688,000688,000 Expenditures Operations0000 Total expenditures0000 Revenues over (under) expenditures0688,000 Beginning fund balance5,651,8545,651,854 Ending fund balance5,651,8546,339,854 CAPITAL PROJECTS FUNDS #302 - REET 2 CAPITAL PROJECTS FUND Revenues REET 2 - Taxes1,500,000001,500,000 Investment Interest100,00000100,000 Total revenues1,600,000001,600,000 Expenditures Transfers out - #303440,4370352,711793,148 Transfers out - #311 (pavement preservation) 1,170,350001,170,350 Transfers out - #314182,5000146,823329,323 Total expenditures1,793,2870499,5342,292,821 Revenues over (under) expenditures(193,287)(692,821) Beginning fund balance5,278,6305,278,630 Ending fund balance5,085,3434,585,809 Page 3 of 7 P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Budget Summary for Amended Fund No 2 CITY OF SPOKANE VALLEY, WA 11/19/2024 2024 Budget Summary for Amended Funds 2024 As1st2ndAs AdoptedAmendmentAmendmentAmended CAPITAL PROJECTS FUNDS - continued #303 - STREET CAPITAL PROJECTS FUND Revenues Grant Proceeds6,949,8960419,0007,368,896 Developer588,1300221,000809,130 Transfers in - #301897,31200897,312 Transfers in - #302440,4370352,711793,148 Total revenues8,875,7750992,7119,868,486 Expenditures 300Pines and Mission Intersection Improvement1,599,256001,599,256 313Barker Rd/Union Pacific Crossing50,0000050,000 320Sullivan Preservation - Sprague to 8th5,000005,000 321Argonne Corridor Imprv - North of Knox19,6080019,608 3262020 Citywide Retroreflective Post Plates0000 327Sprague Stormwater & Crossing Project2,365,000002,365,000 329Barker Road Imp- City Limits to Appleway50,0000050,000 346Bowdish Sidewalk 12th to 22nd2,106,777002,106,777 347Broadway and Park Intersection410,13400410,134 348Barker Road Improvements- Appleway to I9000221,000221,000 349Trent Ave Access Control Safety Improvements00419,000419,000 351Barker Road Imp - Sprague to Appleway595,00000595,000 35416th Ave Preservation - Evergreen to Adams00352,711352,711 366S. Sullivan Preservation - 8th to 12th0000 367Subarea Transportation Plan0000 Argonne Bridge675,00000675,000 Contingency1,000,000001,000,000 Total expenditures8,875,7750992,7119,868,486 Revenues over (under) expenditures00 Beginning fund balance1,969,3551,969,355 Ending fund balance1,969,3551,969,355 Note: Work performed for pavement preservation projects out of the Street Capital Projects Fund is for items such as sidewalk upgrades that the were bid with the pavement preservation work. #309 - PARK CAPITAL PROJECTS FUND Revenues Grant Proceeds0000 Transfers in - #001160,00000160,000 Transfers in - #312220,0000326,299546,299 Total revenues380,0000326,299706,299 Expenditures 316Balfour Park improvements Phase 120,0000530,000550,000 328Sullivan Park water line002,0002,000 Greenacres Park Phase 2200,00000200,000 Total expenditures220,0000532,000752,000 Revenues over (under) expenditures160,000(45,701) Beginning fund balance338,459338,459 Ending fund balance498,459292,758 Page 4 of 7 P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Budget Summary for Amended Fund No 2 CITY OF SPOKANE VALLEY, WA 11/19/2024 2024 Budget Summary for Amended Funds 2024 As1st2ndAs AdoptedAmendmentAmendmentAmended CAPITAL PROJECTS FUNDS - continued #311 - PAVEMENT PRESERVATION Revenues Transfers in - #0011,021,900001,021,900 Transfers in - #3011,170,350001,170,350 Transfers in - #3021,170,350001,170,350 Grant Proceeds00358,362358,362 Total revenues3,362,6000358,3623,720,962 Expenditures Pavement preservation3,500,00002,120,1655,620,165 Pre-project GeoTech50,0000050,000 Total expenditures3,550,00002,120,1655,670,165 Revenues over (under) expenditures(187,400)(1,949,203) Beginning fund balance4,127,3474,127,347 Ending fund balance3,939,9472,178,144 #312 - CAPITAL RESERVE FUND Revenues Transfers in - #001 ('22 fund bal >50%)004,397,8324,397,832 Investment Interest 500,00000500,000 Total revenues500,00004,397,8324,897,832 Expenditures Transfers out - #001 (City Hall Repairs)001,424,0001,424,000 Transfers out - #001 (pub safety space planning) 00122,200122,200 Transfers out - #121 (Stabilization Reserve)00400,000400,000 Transfers out - #309 (Balfour Park Improvements Ph 20,0000324,299344,299 Transfers out - #309 (Sullivan Park water line)002,0002,000 Transfers out - #309 (Greenacres Park Ph2) 200,00000200,000 Transfers out - #314 (Barker Rd Overpass)725,00000725,000 Transfers out - #314 (Pines Rd Underpass) 20,0940367,906388,000 Transfers out - #314 (Sullivan Interchange)61,6980(41,021)20,677 WSDOT Sullivan Park Property Acquisition0759,6000759,600 Total expenditures1,026,792759,6002,599,3844,385,776 Revenues over (under) expenditures(526,792)512,056 Beginning fund balance11,996,25911,996,259 Ending fund balance11,469,46712,508,315 Page 5 of 7 P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Budget Summary for Amended Fund No 2 CITY OF SPOKANE VALLEY, WA 11/19/2024 2024 Budget Summary for Amended Funds 2024 As1st2ndAs AdoptedAmendmentAmendmentAmended CAPITAL PROJECTS FUNDS - continued #314 - RAILROAD GRADE SEPARATION PROJECTS FUND Revenues Grant Proceeds2,112,53003,356,1115,468,641 Developer Contributions00308,592308,592 Transfers in #30180100801 Transfers in #302182,5000146,823329,323 Transfers in #312806,7920326,8851,133,677 Total revenues3,102,62304,138,4117,241,034 Expenditures 143Barker BNSF Grade Separation725,00000725,000 223Pines Rd Underpass273,67402,226,3262,500,000 311Sullivan Rd Interchange2,153,94801,633,0523,787,000 Total expenditures3,152,62203,859,3787,012,000 Revenues over (under) expenditures(49,999)229,034 Beginning fund balance117,460117,460 Ending fund balance67,461346,494 ENTERPRISE FUNDS #402 - STORMWATER FUND RECURRING ACTIVITY Revenues Stormwater Management Fees5,600,000005,600,000 Investment Interest40,0000040,000 Miscellaneous0000 Total Recurring Revenues5,640,000005,640,000 Expenditures Wages / Benefits / Payroll Taxes1,316,97632,34601,349,322 Supplies44,7000044,700 Services & Charges2,422,317002,422,317 Intergovernmental Payments48,0000048,000 Vehicle rentals - #50113,0000013,000 Total Recurring Expenditures3,844,99332,34603,877,339 Recurring Revenues Over (Under) Recurring Expenditures1,795,007(32,346)01,762,661 NONRECURRING ACTIVITY Revenues Grant Proceeds0000 Miscellaneous0000 Total Nonrecurring Revenues0000 Expenditures Capital - various projects1,500,00001,110,0002,610,000 Watershed studies150,00000150,000 Asset management software system0000 Total Nonrecurring Expenditures1,650,00001,110,0002,760,000 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures(1,650,000)0(1,110,000)(2,760,000) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures145,007(32,346)(1,110,000)(997,339) Beginning working capital4,550,1584,550,158 Ending working capital4,695,1653,552,819 Page 6 of 7 P:\\Finance\\Budgets\\2024 Budget\\Budget Amendment\\Budget Amendment #2\\2024 11 19 Second Reading\\2024 Budget Summary for Amended Fund No 2 CITY OF SPOKANE VALLEY, WA 11/19/2024 2024 Budget Summary for Amended Funds 2024 As1st2ndAs AdoptedAmendmentAmendmentAmended INTERNAL SERVICE FUNDS #502 - RISK MANAGEMENT FUND Revenues Investment Interest004,8004,800 Transfers in - #001700,00000700,000 Total revenues700,00004,800704,800 Expenditures Auto & Property Insurance700,0000125,000825,000 Miscellaneous0000 Total expenditures700,0000125,000825,000 Revenues over (under) expenditures0(120,200) Beginning fund balance460,525460,525 Ending fund balance460,525340,325 FIDUCIARY FUNDS #632 - PASSTHROUGH FEES & TAXES FUND Revenues Fees & taxes collected for other governments500,0000100,000600,000 Total revenues500,0000100,000600,000 Expenditures Fees & taxes remitted to other governments500,0000100,000600,000 Total expenditures500,0000100,000600,000 Revenues over (under) expenditures00 Beginning fund balance00 Ending fund balance00 Page 7 of 7 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing informationadmin. reportpending legislationexecutive session AGENDA ITEM TITLE:Second Reading of Proposed Ordinance #24-014 Adopting the 2025 Budget. GOVERNING LEGISLATION: State budget law. PREVIOUS COUNCIL ACTION TAKEN: To date the Council has heard presentations on the 2025 Budget on seven previous occasions including three public hearings. At the meeting on October 29, 2024, Council advanced Ordinance #24-015 adopting the 2025 Budget to a second reading. BACKGROUND: This marks the eighth occasion where the Council will discuss the 2025 Budget including three public hearings. The 2025 Budget development calendar of Council meetings on this topic follows: Council Budget Workshop August 27 Admin report: Estimated 2025 revenues and expenditures September 17 Public hearing #1 on 2025 revenues and expenditures October 8 City Manager’s presentation of preliminary 2025 Budget October 15 Public hearing #2 on 2025 Budget October 29 First reading on ordinance adopting the 2025 Budget November 19 Public hearing #3 on 2025 Budget November 19 Second reading on ordinance adopting the 2025 Budget 2025 Budget Overview: The 2024 Budget currently includes appropriations of $149,637,715 including $56,300,103 in capital expenditures, partially comprised of: o $6,488,645 in Fund #303 Street Capital Projects. o $1,861,761 in Fund #309 Park Capital Projects. o $2,000,000 in Fund #311 Pavement Preservation. o $41,241,197 in Fund #314 Railroad Grade Separation Projects. o $2,500,000 in Stormwater Management Fund #402 and Aquifer Protection Area Fund #403 projects. To partially offset the $56,300,103 in capital costs we anticipate $46,087,958 in grant revenues which results in 81.86% of capital expenditures being covered with State and Federal money. Budgets will be adopted across 31 separate funds. The funded full-time equivalent employee (FTE) count will decrease in 2025 by 2 to 116.25 from 118.25 in the 2024 Budget. This decrease is comprised of: o Decrease of three vacant positions, including a Senior Engineer in Engineering, an Office Assistant in Building, and a Maintenance Worker in Parks, that are not being funded due to budget constraints in the General Fund. 1 o Increase of one new Public Safety Coordinator position that is included as part of the first phase of increases to Law Enforcement related positions that were approved by Council in February 2024. Pertaining Specifically to the General Fund: The 2025 recurring revenue estimate of $63,655,300 is $2,332,200 or 3.8% greater than the 2024 proposed amended budget of $61,323,100. The 2025 recurring expenditure proposal of $63,244,022 is $3,591,115 or 6.02% greater than the 2024 proposed amended appropriation of $59,652,907. o Including the 12 new Law Enforcement related positions, costs for Public Safety increased by 13.94% while all other General Fund Departments decreased by 5.43%. Budgeted recurring revenues currently exceed recurring expenditures by $411,278 or 0.65% of recurring revenues. Nonrecurring expenditures total $1,523,722 and include: o $50,000 for Information Technology expenditures including: $20,000 to replace outdated copiers $20,000 to replace wireless access points $10,000 for a software contingency o $910,000 for the replacement of police vehicles This was originally part of the recurring expenditures but is now being done as a nonrecurring item as funding is available due to budget constraints in the General Fund. o $90,000 for various Facilities items including: $30,000 to replace the last in-ground vehicle lift at the Precinct $60,000 to replace carpeting and wallpaper at CenterPlace o $473,722 transfer out to the Public Safety Equipment Replacement Fund #503 for future replacement costs of police vehicles already purchased in prior years This was originally part of the recurring expenditures but is now being done as a nonrecurring item as funding is available due to budget constraints in the General Fund. The total of 2025 recurring and nonrecurring expenditures exceeds total revenues by $1,112,444. The projected ending fund balance for the General Fund at the end of 2025 is currently $37,742,444 or 59.68% of recurring expenditures. 2 Other Funds: 2025 Budget appropriations (expenditures) in the other funds total $84,869,971 as follows: FundFund2025 NumberNameAppropriation 101Street Fund9,250,085 103Paths and Trails Fund0 104Hotel / Motel Tax - Tourism Facilities Fund0 105Hotel / Motel Tax Fund923,000 106Solid Waste Fund119,289 107PEG Fund73,000 108Affordable & Supportive Housing Sales Tax Fund0 109Tourism Promotion Area Fund1,275,000 110Homeless Housing Program Fund344,000 111Transportation Benefit District Fund2,785,000 120CenterPlace Operating Reserve Fund0 121Service Level Stabilization Reserve Fund0 122Winter Weather Reserve Fund500,000 204Debt Service Fund970,950 301REET 1 Capital Projects Fund1,728,150 302REET 2 Capital Projects Fund1,891,950 303Street Capital Projects Fund6,488,645 309Parks Capital Projects Fund1,861,761 310Civic Facilities Capital Projects Fund0 311Pavement Preservation Fund2,050,000 312Capital Reserve Fund4,990,123 314Railroad Grade Separation Projects Fund41,241,197 315Transportation Impact Fee Fund0 316Economic Development Capital Projects Fund0 402Stormwater Management Fund5,692,821 403Aquifer Protection Area Fund1,000,000 501Equipment Rental and Replacement Fund185,000 502Risk Management Fund900,000 503Public Safety Equipment Replacement Fund0 632Passthrough Fees & Taxes Fund600,000 84,869,971 Primary sources of revenues in these other funds include: Motor Vehicle Fuel Tax revenue that is collected by the State and remitted to the Street Fund is anticipated to be $1,969,700. Telephone Tax revenues remitted to the City that supports Street Fund operations and maintenance are anticipated to be $900,000. Real Estate Excise Tax (REET) revenues that are in large part used to match grant financed street projects are anticipated to total $3,000,000. Hotel / Motel Tax revenues that are dedicated to the promotion of visitors and tourism are anticipated to be $1,490,000 ($900,000 in the Hotel/Motel Tax Fund #105 and $590,000 in the Hotel/Motel Tax – Tourism Facilities Fund #104). Tourism Promotion Area (TPA) Fees that are collected in the Tourism Promotion Area Fund that are dedicated to the promotion of visitors and tourism are anticipated to be $1,300,000. Vehicle License Fees that are dedicated to use on the City’s pavement management program are anticipated to be $2,785,000 in the Transportation Benefit District Fund. Stormwater Management Fees that are estimated at $6,170,000. 3 Grant Revenues offsetting capital costs are estimated at $46,087,958 o Fund #001 – General Fund - $437,000 o Fund #303 – Street Capital Projects - $4,480,512 o Fund #309 – Park Capital Projects - $1,561,761 o Fund #311 – Pavement Preservation - $112,011 o Fund #314 – RR Grade Separation Projects - $39,496,674 The City’s 2025 Budget is adopted at a fund level as follows: EstimatedEstimated BeginningEnding FundFundTotalFund Annual Appropriation FundsNo.BalanceRevenuesSourcesAppropriationsBalance General Fund00138,854,88863,655,30064,767,74464,767,74437,742,444 Street Fund1014,068,6819,362,90013,431,5819,250,0854,181,496 Paths & Trails Fund10357,82010,30068,120068,120 Hotel/Motel Tax - Tourism Facilities Fund1042,018,390790,0002,808,39002,808,390 Hotel/Motel Tax Fund105228,031920,0001,148,031923,000225,031 Solid Waste1061,194,636320,0001,514,636119,2891,395,347 PEG Fund107230,91160,000290,91173,000217,911 Affordable & Supportive Housing Sales Tax Fun1081,008,632215,0001,223,63201,223,632 Tourism Promotion Area Fund109300,7401,300,0001,600,7401,275,000325,740 Homeless Housing Program Fund110126,547290,000416,547344,00072,547 Transportation Benefit District Fund11102,785,0002,785,0002,785,0000 CenterPlace Operating Reserve Fund120300,0000300,0000300,000 Service Level Stabilization Fund1216,339,854288,0006,627,85406,627,854 Winter Weather Reserve Fund122554,56815,000569,568500,00069,568 LTGO Bond Debt Service Fund2040970,950970,950970,9500 REET 1 Capital Projects Fund3015,382,1271,700,0007,082,1271,728,1505,353,977 REET 2 Capital Projects Fund3024,585,8091,775,0006,360,8091,891,9504,468,859 Street Capital Projects3031,969,3556,488,6458,458,0006,488,6451,969,355 Park Capital Projects Fund309292,7581,861,7612,154,5191,861,761292,758 Civic Facilities Capital Projects Fund31020,4741,20021,674021,674 Pavement Preservation Fund3112,178,1443,888,4116,066,5552,050,0004,016,555 Capital Reserve Fund31212,508,315650,00013,158,3154,990,1238,168,192 Railroad Grade Separation Projects Fund314346,49441,241,19741,587,69141,241,197346,494 Transportation Impact Fees Fund3151,437,793430,0001,867,79301,867,793 Economic Development Capital Projects Fund31600000 84,004,967139,018,664185,281,187141,259,89481,763,737 EstimatedEstimated BeginningEnding FundWorkingTotalWorking Working Capital FundsNo.CapitalRevenuesSourcesAppropriationsCapital Stormwater Management Fund4023,552,8196,260,0009,812,8195,692,8214,119,998 Aquifer Protection Area Fund4031,055,24820,0001,075,2481,000,00075,248 Equipment Rental & Replacement Fund5011,164,922579,7001,744,622185,0001,559,622 Risk Management Fund502340,325904,8001,245,125900,000345,125 Public Safety Equipment Replacement Fund5031,473,722473,7221,947,44401,947,444 Passthrough Fees & Taxes6320600,000600,000600,0000 7,587,0368,838,22216,425,2588,377,8218,047,437 Total of all Funds91,592,003147,856,886201,706,445149,637,71589,811,174 OPTIONS: State law requires the City to adopt a budget prior to December 31. Council may adopt the budget as presented or alter it as they deem necessary. RECOMMENDED ACTION OR MOTION: Move to approve Ordinance #24-015 adopting the 2025 Budget. 4 BUDGET/FINANCIAL IMPACTS: Adoption of Ordinance #24-015 concludes the 2025 Budget development process and establishes the final budget including estimated revenues and appropriations. STAFF CONTACT: Chelsie Walls, Finance Director ATTACHMENTS: Ordinance #24-015 2025 Budget 5 CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO. 24-015 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, ADOPTING A BUDGET FOR THE PERIOD JANUARY 1, 2025 THROUGH DECEMBER 31, 2025; APPROPRIATING FUNDS; ESTABLISHING SALARY SCHEDULES FOR ESTABLISHED POSITIONS; AND OTHER MATTERS RELATING THERETO. WHEREAS, State law requires the City Manager to prepare a preliminary budget for the City of Spokane Valley at least 60 days before the beginning of the City fiscal year beginning January 1, 2025 and ending December 31, 2025; and WHEREAS, the City Manager, in consultation with the Finance Director and department heads, has prepared and placed on file with the City Clerk a preliminary budget, together with an estimate of the amount of money necessary to meet the expenses of the City including payment of outstanding obligations; and WHEREAS, notice was posted and published for public hearings held on September 17, October 15, and November 19, 2024. The City Council met and invited public comment in the City Council Chambers during each public hearing; and WHEREAS, proper notice was given and the preliminary budget was filed with the City Clerk October 8, 2024; and WHEREAS, the City Council desires to adopt the 2025 budget, including all allowances, and an appropriation for each fund; and WHEREAS, the City of Spokane Valley property tax levy in 2024 for collection in 2025, will be $14,081,000, which represents a 0% increase in the 2025 levy. This levy is exclusive of additional revenue resulting from new construction, improvements to property, any increase in the value of State assessed property, any annexations that have occurred, and refunds made. NOW, THEREFORE, the City Council of the City of Spokane Valley do ordain as follows: Section 1. Adoption of 2025 Budget. The budget for the City of Spokane Valley for the year 2025 is adopted at the fund level. The final budget for 2025 is attached hereto, and by this reference is incorporated herein pursuant to RCW 35A.33.075. For summary purposes, the total estimated appropriations for each separate fund, plus the aggregate total for all such funds, is set forth as follows: Ordinance 24-015 Adopting 2025 Budget Page 1 of 3 EstimatedEstimated BeginningEnding FundFundTotalFund Annual Appropriation FundsNo.BalanceRevenuesSourcesAppropriationsBalance General Fund00138,854,88863,655,30064,767,74464,767,74437,742,444 Street Fund1014,068,6819,362,90013,431,5819,250,0854,181,496 Paths & Trails Fund10357,82010,30068,120068,120 Hotel/Motel Tax - Tourism Facilities Fund1042,018,390790,0002,808,39002,808,390 Hotel/Motel Tax Fund105228,031920,0001,148,031923,000225,031 Solid Waste1061,194,636320,0001,514,636119,2891,395,347 PEG Fund107230,91160,000290,91173,000217,911 Affordable & Supportive Housing Sales Tax Fun1081,008,632215,0001,223,63201,223,632 Tourism Promotion Area Fund109300,7401,300,0001,600,7401,275,000325,740 Homeless Housing Program Fund110126,547290,000416,547344,00072,547 Transportation Benefit District Fund11102,785,0002,785,0002,785,0000 CenterPlace Operating Reserve Fund120300,0000300,0000300,000 Service Level Stabilization Fund1216,339,854288,0006,627,85406,627,854 Winter Weather Reserve Fund122554,56815,000569,568500,00069,568 LTGO Bond Debt Service Fund2040970,950970,950970,9500 REET 1 Capital Projects Fund3015,382,1271,700,0007,082,1271,728,1505,353,977 REET 2 Capital Projects Fund3024,585,8091,775,0006,360,8091,891,9504,468,859 Street Capital Projects3031,969,3556,488,6458,458,0006,488,6451,969,355 Park Capital Projects Fund309292,7581,861,7612,154,5191,861,761292,758 Civic Facilities Capital Projects Fund31020,4741,20021,674021,674 Pavement Preservation Fund3112,178,1443,888,4116,066,5552,050,0004,016,555 Capital Reserve Fund31212,508,315650,00013,158,3154,990,1238,168,192 Railroad Grade Separation Projects Fund314346,49441,241,19741,587,69141,241,197346,494 Transportation Impact Fees Fund3151,437,793430,0001,867,79301,867,793 Economic Development Capital Projects Fund31600000 84,004,967139,018,664185,281,187141,259,89481,763,737 EstimatedEstimated BeginningEnding FundWorkingTotalWorking Working Capital FundsNo.CapitalRevenuesSourcesAppropriationsCapital Stormwater Management Fund4023,552,8196,260,0009,812,8195,692,8214,119,998 Aquifer Protection Area Fund4031,055,24820,0001,075,2481,000,00075,248 Equipment Rental & Replacement Fund5011,164,922579,7001,744,622185,0001,559,622 Risk Management Fund502340,325904,8001,245,125900,000345,125 Public Safety Equipment Replacement Fund5031,473,722473,7221,947,44401,947,444 Passthrough Fees & Taxes6320600,000600,000600,0000 7,587,0368,838,22216,425,2588,377,8218,047,437 Total of all Funds91,592,003147,856,886201,706,445149,637,71589,811,174 The total balance of all funds appropriated for 2025 is $149,637,715. Section 2. Transmittal of Budget. A complete copy of the budget as adopted, together with a copy of this Ordinance, shall be transmitted by the City Clerk to the Division of Municipal Corporations in the Office of the State Auditor and to the Association of Washington Cities. Section 3.Severability. If any section, sentence, clause or phrase of this Ordinance shall be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this Ordinance. Section 4. Effective Date. This Ordinance shall be in full force and effect five days after the date of publication of this Ordinance or a summary thereof in the official newspaper of the City. Ordinance 24-015 Adopting 2025 Budget Page 2 of 3 PASSED by the City Council this day of November, 2024. Pam Haley, Mayor ATTEST: Marci Patterson, City Clerk Approved As To Form: Office of the City Attorney Date of Publication: Effective Date: Ordinance 24-015 Adopting 2025 Budget Page 3 of 3 This page left intentionally blank. Table of Contents City of Spokane Valley, Spokane County, Washington Council Budget Goals and Fiscal Policies ................................................................................. 1-2 City ManagerÓs Budget Message ............................................................................................... 3-8 Finance DirectorÓs Message - About the 2025 Budget and Budget Development Process ..... 9-12 Funds and Revenues ............................................................................................................. 13-26 City Overview ......................................................................................................................... 27-32 Department and Division Descriptions ................................................................................... 33-72 Budget Summary ................................................................................................................... 73-86 Revenues by Fund and Type ................................................................................................. 87-94 Expenditures by Fund and Department ................................................................................. 95-98 General Fund Department Changes from 2024 to 2025 ...................................................... 99-101 #001- General Fund- Expenditures by Department by Type City Council ......................................................................................................................... 102 City Manager ....................................................................................................................... 102 City Attorney........................................................................................................................ 103 City Services ....................................................................................................................... 103 Public Safety ................................................................................................................ 104-106 Deputy City Manager .......................................................................................................... 107 Finance ............................................................................................................................... 108 Human Resources .............................................................................................................. 109 Information Technology ....................................................................................................... 109 Facilities .............................................................................................................................. 110 Public Works ................................................................................................................ 111-113 Economic Development ...................................................................................................... 114 Planning Division................................................................................................................. 115 Parks and Recreation ................................................................................................... 116-119 General Government .................................................................................................... 120-122 Special Revenue Funds #101 - Street Fund ....................................................................................................... 123-124 #103 - Paths & Trails Fund ................................................................................................. 125 #104 - Hotel / Motel Tax ÎTourism Facilities Fund .............................................................. 126 #105 - Hotel / Motel Tax Fund ............................................................................................. 126 #106 - Solid Waste Fund ..................................................................................................... 127 Table of Contents Continued #107 - PEG Fund ................................................................................................................ 128 #108 - Affordable & Supportive Housing Sales Tax ............................................................ 128 #109 - Tourism Promotion Fund ......................................................................................... 129 #110 - Homeless Housing Program Fund ........................................................................... 129 #111 - Transportation Benefit District Fund ........................................................................ 130 #120 - CenterPlace Operating Reserve Fund ..................................................................... 130 #121 - Service Level Stabilization Reserve Fund ............................................................... 131 #122 - Winter Weather Reserve Fund ................................................................................ 131 Debt Service Funds #204 - Limited Tax General Obligation (LTGO) Fund ......................................................... 132 Capital Projects Funds #301 - REET 1 Capital Projects Fund ................................................................................. 133 #302 - REET 2 Capital Projects Fund ................................................................................. 134 #303 - Street Capital Projects Fund ............................................................................. 135-136 #309 - Parks Capital Projects Fund .................................................................................... 137 #310 - Civic Facilities Capital Projects Fund ....................................................................... 138 #311 - Pavement Preservation Fund .................................................................................. 139 #312 - Capital Reserve Fund .............................................................................................. 140 #314 - Railroad Grade Separation Projects Fund ............................................................... 141 #315 - Transportation Impact Fees Fund ............................................................................ 142 #316 - Economic Development Capital Projects Fund ........................................................ 142 Enterprise Funds #402 - Stormwater Management Fund ........................................................................ 143-144 #403 - Aquifer Protection Area Fund ................................................................................... 145 Internal Service Funds #501 - Equipment Rental & Replacement Fund ........................................................... 146-147 #502 - Risk Management Fund ........................................................................................... 147 #503 - Public Safety Equipment Replacement Fund .......................................................... 148 #632 - Passthrough Fees & Taxes Fund ............................................................................ 149 Capital Expenditures for 2025 ................................................................................................... 150 FTE Count by Year Î 2015 through 2025 ................................................................................. 151 Appendix A, Employee Position Classification and Salary Schedule ....................................... 152 Glossary of Budget Terms ................................................................................................. 153-155 Ordinance Adopting the 2025 Budget ................................................................................ 156-158 Council Budget Goals and Fiscal Policies Council 2025 Budget Goals 1.Increase public safety response to ensure everyone feels safe in Spokane Valley. 2.Prioritize infrastructure maintenance and preservation and advance strategic capital projects through grant awards. 3.Continue economic development efforts to maximize business growth and develop tourism destinations. 4.Maintain our strong financial position. 5.Utilize strategic partnerships to aggressively reduce and prevent homelessness in Spokane Valley. 6.Expand homeownership opportunities so more local people own homes. Fiscal Policies The Fiscal Policies adopted by the City Council are important for the long-range fiscal strength of Spokane Valley. These policies set a framework that the City will follow to responsibly manage resources and, if necessary, the circumstances under which we will utilize reserves to sustain operations during economic downturns. Financial Management The City will strive to: 1.Maintain basic service levels with minimal resources to achieve success. 2.Minimize personnel costs and overhead by continuing to contract for services when it makes financial and operational sense to do so. 3.Work to incorporate the business plan process into the budget process. 4.Leverage city funds with grant opportunities. 5.Minimize city debt with a pay-as-you-go philosophy. o The State of Washington sets the maximum level of allowable debt for cities based on the assessed value of the property. The City of Spokane Valley carries an exceptionally low 1 debt burden and currently utilizes only 0.69% of its total debt capacity, and more importantly, only 3.45% of non-voted bond capacity. 6. Strive to prioritize spending in the annual budget process and minimize the mid-year addition of projects and appropriations. Financial Objectives The cityÓs financial objectives are: 1. Adopt a General Fund Budget with recurring revenues equal to or greater than recurring expenditures. 2. Maintain a minimum General Fund ending fund balance of at least 50% of the recurring expenditure budget. This is adequate to meet cash flow needs and is the equivalent of six months of general fund operations. 3. Increase the Service Level Stabilization Reserve Fund #121 to approximately 14% of the General Fund or $8 million. The increase will be funded over a number of years to limit the impact on city operations. Interest income will continue to accrue to support the growth of this fund over time. 4. If necessary, utilize a portion of the Service Level Stabilization Reserve Fund #121 ($8 million) to maintain the ending fund balance minimum. 5. Commit to the strategy that the Service Level Stabilization Reserve Fund #121 will not be reduced below $4.8 million (60% of $8 million) without City Council approval. If the Council should deem this necessary, the City will then first replenish Fund #121 to at least $4.8 million before any annual General Fund transfers are made to Capital Reserve Fund #312. 6. Maintain the 2025 property tax assessment at a level to support ongoing City operations. For the 2025 levy, we anticipate this will result in a levy of $13,806,000 plus an estimated new construction of $275,000 for a total levy of $14,081,000. Any allowable potential increase not taken will be banked for future use as provided by law. 7. Grow our economy so the existing tax base can support basic programs. 2 Message from the City Manager Dear Spokane Valley Citizens, Mayor and City Council, IÓm honored to present the 2025 annual budget message. The 2025 Budget continues to follow the sound financial path that was collectively developed by current and previous City Councils and City Managers. This has been another challenging year of record inflation, continued increased energy and food prices, ongoing world conflicts and uncertainty about where the economy is headed. However, the City has a long history of making prudent financial decisions dating back to our 2003 incorporation. We have consistently engaged in responsible budgeting, including realistic revenue projections, controlled spending, limited the growth of city programs and have adhered to key conservative fiscal policies. We are delivering a budget that will allow the City to continue to deliver status quo levels of service throughout 2025 while at the same time financing our aggressive capital improvement program. Providing essential services and allocating sufficient resources to the Council priorities is a significant part of the effort that both the Council and staff put into developing our annual Operating and Capital Budgets. 2025 Budget Highlights Moderate Growth in Recurring General Fund Expenditures Investing in the essential core services identified by the Council and community is the foundation of the programs and related expenditures included in this budget. Similar to the trend experienced in most jurisdictions, we find that the cost of providing these services often increases at a faster rate than the moderate growth we see in the underlying tax revenues that support them. With that said, however, city staff and Council collectively strive to meet the challenge of continuing to provide historic levels of service and we will again meet this challenge in 2025. Increases at the point of budget adoption over the past nine years have been: 3 The years coming out of the COVID-19 pandemic saw unprecedented increases in revenues, particularly sales tax revenues, due primarily to federal stimulus dollars as well as high inflation combined with strong consumer spending. However, 2024 has seen a cooling in revenues as stimulus savings have dried up, and consumers have started pulling back on spending as they are faced with continuing high inflation. In 2025, the City is seeing recurring revenue growth fail to keep pace with the growth in ongoing costs. Staffing Levels The funded full-time equivalent employee (FTE) count will decrease 2.00 from 118.25 in 2024 to 116.25 in 2025. This includes: A decrease of three vacant positions, including a Senior Engineer in Public Works Engineering, an Office Assistant in Building and a Maintenance Worker in Parks and Recreation, that are not funded due to budget constraints in the General Fund. An increase of one new Public Safety Coordinator position included as part of the first phase of increases to Law Enforcement-related positions approved by the Council in February 2024. The FTE count allocated among city funds is as follows: Difference 20242025Between Budget asReallocatedNewUnfundedFunded2024 and AmendedPositionsPositionsPositionsPositions2025 General Fund #00184.120(0.750)1.00(3.00)81.370(2.75) Street O&M Fund #10110.825(0.575)0.000.0010.250(0.57) Solid Waste Fund #1060.0000.2500.000.000.2500.25 Street Capital Projects Fund #30311.930.4750.000.0012.4000.48 Stormwater Fund #4028.531.3000.000.009.8301.30 Stormwater Capital Projects #402/#4032.85(0.700)0.000.002.150(0.70) 118.250.001.00(3.00)116.25(2.00) The personnel costs for the 81.37 FTEs charged to the General Fund represent just 20.78% of recurring expenditures. Considering the City contracts for police services and are served by Fire and Water Districts as well as a Library District, for a city of our size, we operate substantially below the normal employee count and consequently at a significantly reduced payroll cost relative to many cities across the country. Spokane Valley staff levels average about one employee for every 936 citizens (= population of 108,800 per the Office of Financial Management population estimate / 116.25 FTEs) while comparably sized cities in the State of Washington have a much higher ratio of employees to citizens. Since incorporation, the City has taken a conservative approach to adding new staff and continues to have the lowest per capita employee count of any Washington state city with a population of 50,000 or greater. By all comparisons, the City of Spokane Valley continues to be a lean, productive city government. Public Safety Costs Over the years, the Council has consistently committed to the maintenance and, at times, enhancement of public safety service levels and this is again reflected in the 2025 Budget. Public 4 safety costs, including law enforcement, courts, prosecution, public defense and jail-related services, represent the cityÓs primary operating expenditure and total $40,167,009, a 13.94% increase over the 2024 Amended Budget. The following observations are noteworthy about the public safety budget: Represents 63.51% of the 2025 General Fund recurring expenditure budget ($40,167,009 / $63,236,092). Is equivalent to 285% of anticipated 2025 property tax collections ($40,167,009 / $14,081,000). In other words, if property taxes were to double, they alone would not be sufficient to cover Spokane ValleyÓs public safety commitment. In 2023, the City initiated a review of the Police Department staffing needs. In February 2024, the City Council committed to funding 12 new Law Enforcement-related positions as a first phase in meeting the staffing needs identified in the study. Cuts of 5.46% were made across all other General Fund departments to accommodate the new positions in the 2025 Budget, along with the elimination of the General Fund subsidy to the cityÓs street maintenance program, which was made possible through the implementation of a new Transportation Benefit District and vehicle license fee. Conversations on how to implement the remaining recommended positions will continue into the 2026 Budget cycle. Pavement Preservation Some may question paving roads that ÐdonÓt look so bad.Ñ However, the best time to repave is before a road deteriorates to the point that full reconstruction is necessary. Full reconstruction costs substantially more than pavement preservation treatments, such as crack sealing or grinding and repaving, which is why the City has committed critical financial resources to preserve our transportation infrastructure. WeÓre proud of our fine road system and will endeavor to continue to maintain it in the best manner possible with available financial resources. In 2012, the City initiated a program of expending general fund, special revenue fund and capital project fund revenues and reserves to finance our street preservation efforts. In 2025, our community will again see an aggressive program of caring for roadways, including the continuation of a pilot surface treatment program new to Spokane Valley in 2024. For 2025, we project total revenues in the Pavement Preservation Fund #311 of $3,888,411, which will be applied against $3,776,400 in projected expenditures. Sources of revenue in 2025 are anticipated to include $3,362,600 in transfers from other city funds consisting of: $1,372,150 from REET 1 Capital Projects Fund #301 $1,372,150 from REET 2 Capital Projects Fund #302 $1,032,100 from the Capital Reserve Fund #312 While Pavement Preservation is one of our critical service and budget priorities, we are not sustaining adequate levels of funding for this program. Funding levels were further exacerbated in 2025 due to budget constraints in the General Fund and Street Fund, which necessitated the elimination of the General Fund subsidy both to street maintenance and pavement preservation programs and the elimination of the cityÓs local access street program. The Council provided one- time funding to fund these shortfalls and continue these programs; however, this option may not be available in future years. This is discussed further in the ÐChallengesÑ portion of this budget message. 5 Transportation and Infrastructure The 2025 Budget includes $56,300,103 of capital expenditures anticipated to be in part offset with $46,087,958 in grant revenues, which results in 81.86% of capital projects financed with state and federal dollars. Both the capital expenditures and grant revenues are higher than average due to estimated amounts related to the Pines Road Grade Separation Project. The capital expenditures in 2025 partially include: $65,000 from the General Fund for Information Technology equipment acquisitions $1,885,000 for capital equipment replacements and local street improvements in Street Fund #101 $33,500 for broadcast equipment from PEG Fund #107 $6.5 million in Street Capital Projects Fund #303 $1.9 million in Park Capital Projects Fund #309 $2 million in Pavement Preservation Fund #311 $41.2 million in Railroad Grade Separation Projects Fund #314 $2.5 million in Stormwater Fund #402 and Aquifer Protection Area Fund #403 $175,000 from Equipment Rental and Replacement Fund #501 for the replacement of an existing snowplow Economic Development To the best of our ability, the City focuses on business retention, expansion of existing businesses and recruitment of new businesses. This focus on growing the CityÓs economy provides opportunities for increased City revenues while keeping taxes and fees as low as possible. In late 2016, the City updated its Comprehensive Plan and included an economic development element. Contained within this element are a summary of the local economy, an assessment of strengths and weaknesses, and policies, programs and projects to foster economic growth. The plan also included implementation strategies to improve retail, enhance tourism and grow businesses in the City. The plan also streamlined land use by consolidating many zones and reducing development requirements. Additionally, the plan was designed to provide flexibility to encourage market-driven growth. In 2025, the City will once again be updating its Comprehensive Plan. Challenges Beyond the annual challenge of balancing the General Fund budget, the City of Spokane Valley has several ongoing financial challenges. 1. Revenue growth is not keeping pace with growth in recurring costs, particularly in the General Fund. Revenue collections are moderating after the record-high collections seen after the COVID-19 pandemic. Growth in General Fund recurring revenues is flattening and is estimated to be approximately 3.8% in 2025, which is not keeping pace with the increase in inflation-driven recurring expenditures of 6%. 2. The City has identified the need for additional Law Enforcement personnel through a consultant study. The study calls for 31 additional Law Enforcement-related positions, of which 12 are included in the 2025 Budget. City Council is considering how to implement the remaining 19 positions, which will need to include discussion of potential additional revenue sources and balancing the cost of public safety against other city priorities and services. In addition to the discussion on new positions, Law Enforcement costs have increased an average of 10% over the past five years. 6 3. Since incorporation, the City has struggled to develop a fully funded comprehensive pavement management program. Both the Street Fund #101 and the Pavement Preservation Fund #311 have historically relied on subsidies from the General Fund to fund historic levels of service. The General Fund has provided about $16 million to the Street Fund since 2017 due to revenue declines in that fund. A new Transportation Benefit District was established in 2023, along with a vehicle license tab fee, estimated to generate $2.8 million in revenues in 2025. This new revenue made it possible to eliminate the General Fund subsidy to the Street Fund, which allowed the Council to afford increases in Law Enforcement staffing. However, the City continues to underfund proper preservation of local access streets, which do not have grant programs available to assist with those types of improvements. In total, recurring General Fund subsidies to street maintenance and pavement preservation of $2.5 million were eliminated in the 2025 Budget in order to afford increases in public safety costs. For 2025, the Council authorized to backfill these eliminated amounts through a one-time transfer from the Capital Reserve Fund #312. However, these one-time funds may not be available to support these programs in future years. Deferring pavement preservation work will be more expensive in the future, as every dollar spent today saves an estimated $8 in future repair costs. Adequately funding pavement management programs is a challenge faced by many communities, and this will continue to be a discussion point for Spokane Valley. 4. Over the past several years, the City has investigated many options for increasing housing supply among all affordability levels. Staff has engaged several affordable housing agencies and developers to locate suitable properties for these projects. This has been challenging since large (10+ acres) of undeveloped land is not readily available. The City is working on redevelopment ideas while also studying the possibility of annexing additional areas to provide room for this necessary growth. 5. Homeless services remain a challenge as well. The City adopted its first Homeless Action Plan and has worked diligently with regional partners to manage and provide homeless services. In 2022, the City initiated outreach services for unsheltered individuals. While this has been successful, the City realizes that additional resources are needed to provide these individuals with connections to available services. To that end, the City elected to directly receive the local portion of recording fees, which are designated for this purpose. These are estimated to generate about $290,000 in 2025. Unfortunately, the needs of the community exceed these revenues, and new revenue sources will need to be explored to fund programs and services. Another challenge in this area is that the City is dependent on the City of Spokane and Spokane County to disperse regional federal funds to address the problems within our jurisdiction. The 2025 Budget Strong but Guarded Recognizing that fiscal health is at the core of providing good public services, one of the most important tests of fiscal management is the ability of a municipal enterprise to maintain basic services during an economic downturn. The creation and ongoing maintenance of financial reserves since incorporation has served the intended purpose of providing Spokane Valley the means to sustain critical public services during turbulent economic conditions including those experienced during the Great Recession that began in 2008, the COVID-19 Pandemic, and the turbulent economic times that we are currently experiencing. The 2025 Budget again reflects a prudent and guarded continuation of service delivery capabilities. 7 We will in the future, as we have in the past, continue to remain vigilant in our observance of local, state and national events and economic trends that may impact our own community and work towards capitalizing on our strengths, minimizing our weaknesses, and being ever watchful towards both threats and opportunities. Balanced Budget A balanced budget means recurring General Fund operating expenses and the programs they support have been balanced with known or reasonably predictable recurring revenues with no increase in property tax besides new construction and no increase in sales tax rates for the City. The budget is designed to maintain a healthy, positive fund balance at year-end, which provides for the cityÓs cash flow needs without costly borrowing. In pursuit of fiscal responsibility, special attention is given to limiting the growth of new programs and financial commitments. This approach allows available resources to be put toward sustaining services consistent with the City CouncilÓs priorities for 2025 and beyond. Acknowledgments I want to acknowledge the community, City Council and staff for a long history of financially responsible spending and sensible fiscal planning. By saving and conserving the taxpayersÓ money and adopting and adhering to prudent long-term fiscal policies, the City will continue to provide levels of service in 2025 on par with those provided in past years. The City Council continues to set a path to ensure the city's long-term financial sustainability. The management, staff and employees have worked together to develop the 2025 Budget recommendations to achieve the CouncilÓs ongoing goal of sustainability. I hope the citizens of Spokane Valley are proud of the programs and strong financial condition of their city. Respectfully, John Hohman City Manager 8 Message from the Financial Director TO: City Manager and Members of the City Council FROM: Chelsie Taylor, Finance Director SUBJECT: 2025 Budget and Budget Development Process The following 2025 city budget provides significant policy direction by the City Council to the staff and community. The City of Spokane Valley budget, established with input from the City Council, staff and the public, includes the financial planning and legal authority to obligate public funds, and serves four functions: 1. Policy Document The budget functions as a policy document in that the decisions made within it reflect the general principles or plans that guide future actions. As a policy document, the budget makes specific attempts to link desired goals and policy direction to the actual day-to-day activities of the city staff. 2. Operational Guide The budget of the City reflects its operation. Activities of each city function and organization have been planned, debated, formalized and described in the following sections. This process will help to maintain an understanding of the various operations of the City and how they relate to each other and to the attainment of the policy issues and goals of the City Council. 3. Link with the General Public The budget provides a unique opportunity to allow and encourage public review of city operations. It describes the city's activities, the reason or cause for those activities, future implications and the direct relationship to the citizenry. 4. Legally Required Financial Planning Tool The budget is a financial planning tool, which has been its most traditional use. In this light, preparing and adopting a budget is a State law requirement of all cities as stated in Title 35A of the Revised Code of Washington (RCW). The budget must be adopted as a balanced budget and must be in place prior to the beginning of the cityÓs fiscal year. The budget is the legal authority to expend public monies and controls those expenditures by limiting the amount of the appropriation at the fund level. The revenues of the City are estimated, along with available cash carry-forward, to indicate funds available. The budget considers unforeseen contingencies and provides for the need for periodic adjustments. 9 2025 Budget Development Process Historically the City has utilized a budgeting approach that assumed for most functions of government that the current yearÓs budget was indicative of the base required for the following year. However, with the volatility that was seen in the economy with the Great Recession and again with the COVID-19 pandemic and subsequent inflation, the City moved to a budget development process that consciously reviews service levels in each department and determines the appropriate level of funding that meets Council goals relative to available resources. The 2025 budget process began in March 2024, with initial budget preparations shared with the City Council at a Budget Workshop on June 11, 2024. By the time the 2025 Budget is scheduled to be adopted on November 19, 2024, the Council will have had an opportunity to discuss it on eight separate occasions, including three public hearings to gather input from community members: Once adopted, the final operating budget is published, distributed and made available to the public, and then enters a budget implementation and monitoring stage. Throughout the year, expenditures are monitored by the Finance Department and department directors to ensure that actual expenditures comply with the approved budget. The Finance Department provides the City Manager and City Council with monthly reports to keep them abreast of the cityÓs financial condition and individual department compliance with approved appropriation levels. Any budget amendments made during the year are adopted by the City Council ordinance following a public hearing. The City Manager is authorized to transfer budgeted amounts within a fund; however, any revisions that alter the total expenditures of a fund, or that affect the number of authorized employee positions, salary ranges or other conditions of employment must be approved by the City Council. When the City Council determines that it is in the best interest of the City to increase or decrease the appropriation for a particular fund, it may do so by ordinance adopted by the Council after holding one public hearing. 10 Budget Principles The budget was prepared using the following budget principles: Department directors have primary responsibility for formulating budget proposals in line with City Council and City Manager priority direction, and for implementing them once approved. The Finance Department is responsible for coordinating the overall preparation and administration of the city's budget. This function is fulfilled in compliance with applicable State of Washington statutes governing local government budgeting practices. The Finance Department assists department staff in identifying budget problems, formulating solutions and alternatives and implementing any necessary corrective actions. Interfund charges will be based on recovery of costs associated with providing those services. Budget amendments requiring City Council approval will occur through the ordinance process at the fund level prior to fiscal year-end. The city's budget presentation will be directed at displaying the city's services plan in a Council/constituent-friendly format. No long-term debt will be incurred without the identification of a revenue source to repay the debt. Long-term debt will be incurred for capital purposes only. The City will strive to maintain equipment replacement funds in an amount necessary to replace the equipment at the end of its useful life. Life cycle assumptions and required contributions will be reviewed annually as part of the budget process. New operations in difficult economic times may make it difficult to fund this principle in some years. The City will pursue an ending general fund balance at a level of no less than 50% of recurring expenditures. This figure is based on an evaluation of both cash flow and operating needs. 11 This page left intentionally blank. 12 Funds and Revenues BASIS OF ACCOUNTING & BUDGETING Basis of accounting refers to when revenues and expenditures are recognized, recorded in the accounting system and ultimately reported in the financial statements. The city budget is based on two types of Basis of Accounting: Modified Accrual Basis of Accounting is used for all governmental funds. Modified accrual recognizes revenues when they become both measurable and available to finance expenditures of the current period. Accrual Basis of Accounting is used for enterprise, internal service and fiduciary funds. Under this system revenues and expenses are recognized in the period incurred rather than when cash is either received or disbursed. Annual appropriation budgets are adopted for all funds with Governmental Funds utilizing a modified cash basis of accounting for budget purposes and Proprietary and Fiduciary Funds utilizing a working capital approach. Budgets are adopted at the fund level that constitutes the legal authority for expenditures, and annual appropriations for all funds lapse at the end of the fiscal period. TYPES OF FUNDS The cityÓs accounting records are maintained in accordance with methods prescribed by the State Auditor under the authority of the Revised Code of Washington (RCW), Chapter 43.09.20, and in compliance with generally accepted accounting principles as set forth by the Governmental Accounting Standards Board. The accounts of the City of Spokane Valley are organized on the basis of funds, each of which is considered a separate accounting entity. Each fund is accounted for with a separate set of double-entry accounts that comprise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. The city's resources are allocated to and accounted for in individual funds depending on their intended purpose. Details on the types of funds and revenues are outlined within the budget document. Governmental Fund Types Governmental funds are used to account for activities typically associated with state and local government operations. All governmental fund types are accounted for on a spending or "financial flows" measurement focus, which means that typically only current assets and current liabilities are included on related balance sheets. The operating statements of governmental funds measure changes in financial position, rather than net income. They present increases (revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets. 13 1. General Fund Primary fund that accounts for all financial resources except those required or elected to be accounted for in another fund. 2. Special Revenue Funds Revenues that are legally restricted or designated to finance particular activities. #101 Î Street Fund #103 Î Paths & Trails Fund #104 Î Hotel / Motel Tax Î Tourism Facilities Fund #105 Î Hotel / Motel Tax Fund #106 Î Solid Waste Fund #107 Î PEG Fund #108 Î Affordable & Supportive Housing Sales Tax Fund #109 Î Tourism Promotion Area Fund #110 Î Homeless Housing Program Fund #111 Î Transportation Benefit District Fund #120 Î CenterPlace Operating Reserve Fund #121 Î Service Level Stabilization Reserve Fund #122 Î Winter Weather Reserve Fund 3. Debt Service Funds Resources designated for the retirement of debt. #204 Î LTGO Debt Service Fund 4. Capital Project Funds Designated for the acquisition or construction of general government capital projects. #301 Î REET 1 Capital Projects Fund #302 Î REET 2 Capital Projects Fund #303 Î Streets Capital Projects Fund #309 Î Parks Capital Projects Fund #310 Î Civic Facilities Capital Projects Fund #311 Î Pavement Preservation Fund #312 Î Capital Reserve Fund #314 Î Railroad Grade Separation Projects Fund #315 Î Transportation Impact Fees Fund #316 Î Economic Development Capital Projects Fund Proprietary Fund Types A second type of fund classification is the proprietary funds that are used to account for activities similar to those found in the private sector, where the intent of the governing body is to finance the full cost of providing services based on the commercial model which uses a 14 flow of economic resources approach. Under this approach, the operating statements for the proprietary funds focus on a measurement of net income (revenues and expenses) and both current and non-current assets and liabilities are reported on related balance sheets. Their reported fund equity (total net position) is segregated into restricted, unrestricted, and invested in capital assets classifications. 1. Enterprise Funds Operations that provide goods or services to the general public and are supported primarily by user charges. #402 Î Stormwater Management Fund #403 Î Aquifer Protection Area Fund 2. Internal Service Funds Operations that provide goods or services to other departments or funds of the City. #501 Î Equipment Rental and Replacement Fund #502 Î Risk Management Fund #503 Î Public Safety Equipment Replacement Reserve Fiduciary Fund Types A third type of fund classification is the fiduciary funds that are used to account for activities conducted for the benefit of those outside the City. Fiduciary funds have the same measurement focus and basis of accounting as proprietary funds. Under this approach, the operating statements for the fiduciary funds focus on a measurement of net income (revenues and expenses) and both current and non-current assets and liabilities are reported on related balance sheets. Net position is always classified as restricted. 1. Custodial Funds Fees and taxes collected by the City on behalf of other governments, such as Washington State and Spokane County. #632 Î Passthrough Fees and Taxes Fund 15 MAJOR REVENUE SOURCES General Fund #001 Property Tax Property taxes play an essential role in the finances of the municipal budget. State law limits the City to a $3.60 levy per $1,000 assessed valuation, deducting from there the levy of up to $1.50 by the Spokane County Fire Districts #1 and #8, along with deducting up to $0.50 for the Library District, which leaves the City with the authority to levy up to $1.60 for its own purposes. The levy amount must be established by ordinance by November 30 prior to the levy year. Retail Sales and Use Tax The sales tax rate for retail sales transacted within the boundaries of the City of Spokane Valley is 8.9%. The tax that is paid by a purchaser at the point of sale is remitted by the vendor to the Washington State Department of Revenue who then remits the taxes back to the various agencies that have imposed the tax. The City receives less than one percent of sales tax, with allocation of the 8.9% tax rate to agencies as follows: 16 Criminal Justice Sales Tax Local Sales Tax for Criminal Justice funding is to be used solely for criminal justice purposes, such as the CityÓs law enforcement contract. This tax is authorized at 1/10 of 1% of retail sales transacted in the County. Of the total amount collected, the State distributes 10% of the receipts to Spokane County, with the remainder allocated on a per capita basis to the County and cities within the County. Public Safety Sales Tax Beginning in 2005, an additional 0.1% voter-approved increase in sales tax was devoted to public safety purposes. This 0.1% was approved by the voters again in August 2009. Of the total amount collected, the State distributes 60% of the receipts to Spokane County, with the remainder allocated on a per capita basis to the cities within the County. Gambling Tax Gambling tax revenues must be spent primarily on law enforcement purposes pertaining to gambling. Funds remaining after necessary expenditures for such enforcement purposes may be used for any general government purpose. Gambling taxes are to be paid quarterly to the City, no later than the last day of January, April, July and October. The City imposes a tax on the following forms of gambling at the following rates: Bingo (5% gross, less prizes); raffles (5% gross, less prizes); punchboards and pull tabs (5% gross, less prizes); amusement games (2% gross, less prizes); card playing (6% gross). Leasehold Excise Tax Taxes on property owned by state or local governments and leased to private parties (cityÓs share). Franchise Fees Cable TV is the only franchise fee levied in the City at a rate of 5% of gross revenues. This is a fee levied on private utilities for the right to use city streets, alleys and other public properties. State-Shared Revenues State-shared revenues are received from liquor sales, marijuana revenues and motor vehicle excise taxes. These taxes are collected by the State of Washington and shared with local governments based on population. State-shared revenues are distributed on either a monthly or quarterly basis, although not all quarterly revenues are distributed in the same month of the quarter. The 2024 population figure used in the 2025 Budget is 108,800 as reported by the Office of Financial Management (OFM) for Washington State on April 1, 2024. This figure is important when determining the distribution of state-shared revenues on a per capita basis. Fines and Forfeitures / Public Safety Fines and penalties are collected as a result of Municipal Court rulings, false alarm fees and other miscellaneous rule infractions. All court fines and penalties are shared with the State, with the City, on average, retaining less than 50% of the amount collected. Community Development Community Development revenues are largely composed of fees for building permits, plan reviews and right-of-way permits. 17 Recreation Program Fees The Parks and Recreation Department charges fees for selected recreation programs. These fees offset direct costs related to providing the program. CenterPlace Fees The Parks and Recreation Department charges fees for the use of CenterPlace. Uses include regional meetings, weddings, receptions and banquets. Rental rooms include classrooms, the great room and dining rooms. Investment Interest The City earns investment interest on sales tax money held by the State of Washington prior to the distribution of the taxes to the City, as well as on city-initiated investments. Street Fund #101 Motor Vehicle Fuel Excise Tax (gas tax) The State of Washington collects a $0.494 per gallon motor vehicle fuel tax at the pump. Of this amount, the State remits a portion of the tax back to cities on a per capita basis. For 2025 the Municipal Research and Services Center estimates the distribution back to cities will be $18.18 per person. Based upon a City of Spokane Valley population of 108,800 (per the Washington State Office of Financial Management on April 1, 2024) we anticipate the City will collect $1,978,000 in 2024. RCW 47.30.050 specifies that 0.42% of this tax must be expended for paths and trails activities and based upon the 2025 revenue estimate, this computes to $8,300. The balance of $1,969,700 will be credited to Fund #101 for street maintenance and operations. Telephone Utility Tax The City of Spokane Valley levied a 6% telephone utility tax via Ordinance #08-014 with collections beginning in 2009. Telephone companies providing this service pay the tax to the City monthly. Telephone tax has been estimated at $900,000 for 2024. Solid Waste Road Wear Fee The road wear fee is collected as part of the CityÓs contract for solid waste collection services with Waste Management of Washington, Inc. See the explanation under Fund #106 below. Paths & Trails Fund #103 Cities are required to spend 0.42% of the motor vehicle fuel tax receipts on paths and trails (please see the explanation for Street Fund #101), which we anticipate will be $8,300 in 2025. Because the amount collected in any given year is relatively small, it is typical to accumulate State distributions for several years until adequate dollars are available for a project. Hotel / Motel Tax Î Tourism Facilities Fund #104 The City imposes a 1.3% tax under RCW 67.28.181 on all charges made for the furnishing of lodging at hotels, motels and similar establishments (including bed and breakfasts and RV parks) for a continuous period of less than one month. The revenues generated by this tax may only be used for capital expenditures for acquiring, constructing, improving or making other related capital 18 expenditures for large sporting venues or venues for tourism-related facilities. This tax is estimated to generate $590,000 in 2025. Hotel / Motel Tax Fund #105 The City imposes a 2% tax under RCW 67.28.180 on all charges made for the furnishing of lodging at hotels, motels and similar establishments (including bed and breakfasts and RV parks) for a continuous period of less than one month. The tax is taken as a credit against the 6.5% state sales tax so that the total tax that a patron pays in retail sales tax and hotel/motel tax combined is equal to the retail sales tax in the jurisdiction. The revenues generated by this tax may be used solely for paying for tourism promotion and for the acquisition and/or operation of tourism-related facilities. This tax is estimated to generate $900,000 in 2025. Solid Waste Fund #106 Under the city's contract for solid waste transfer, transport and disposal services with Sunshine Recyclers, Inc., Sunshine pays an annual contract administrative fee of $125,000 to the City. Also, under the cityÓs contract for solid waste collection services with Waste Management of Washington, Inc., Waste Management pays an administrative fee of 12.5% of gross receipts. This fee shall be used by the City for costs related to solid waste services, including costs for contract administration, solid waste planning and management, and a portion of the cityÓs Street Preservation and Maintenance Programs. Of the amounts collected under the fee, no more than 1% of gross receipts may be used for contract administration while the remainder is recorded in the Street Fund #101 for use on pavement management and maintenance. PEG Fund #107 Under the city's cable franchise, the franchise grantee remits to the City in a capital contribution in support of Public Education Government (PEG) capital requirements, an amount equal to $0.35 per subscriber per month to be paid to the City on a quarterly basis for the life of the franchise. Capital contributions collected under this agreement are allocated to PEG capital uses exclusively. PEG capital uses include, in part, the set-up of equipment in the City Council Chambers that allows Spokane Valley to broadcast Council meetings both live and through subsequent reviews via digital recordings available on the City's website. Affordable and Supportive Housing Sales Tax Fund #108 In 2020, the Council authorized the City to collect the affordable and supportive sales tax, which is a rebate of the State sales tax to cities and counties. The amount received by the City is up to 0.0146% of the taxable retail sales within the City capped at the 2019 fiscal year taxable retail sales. The Department of Revenue has estimated this capped distribution to be $200,000 for the City. The City will receive these revenues for 20 years, and the revenues may only be used to support affordable housing within the City or for rental assistance as outlined in RCW 82.14.540. Tourism Promotion Area Fund #109 In 2022, a qualified lodging business (40 or more lodging units) within the City of Spokane Valley submitted a petition to form a tourism promotion area (TPA). The Council adopted resolution 22- 017 to establish and operate pursuant to chapter 35.101 RCW, a Tourism Promotion Area fund. 19 The City estimates that the annual revenue from the lodging charges collected from the operators of lodging businesses within the Spokane Valley TPA is expected to be $1,300,000. This estimated amount is based on a daily lodging charge of $4.00 per room night and will vary from year to year depending upon fluctuating occupancy rates of lodging businesses in the Spokane Valley TPA and based upon program review. Homeless Housing Program Fund #110 In 2023, the Council passed Resolution #23-009 to declare the Council's intent to operate a local homeless and housing program and assume collection of available document recording fees for this purpose. As part of operating a homeless and housing program, the City first needed to form a Homeless Housing Task Force and adopt a five-year Homeless Housing Action Plan that identifies how the City will work to eliminate homelessness consistent with the State's adopted strategic plan. Document recording fees are collected by Spokane County and passed through to the City based on the City's proportionate share of real estate excise tax (REET) collected on a monthly basis. Transportation Benefit District Fund #111 In 2023, Council adopted Ordinances 23-018 and 23-022 forming and assuming the powers of a Transportation Benefit District in the City. The Council also adopted Ordinance 23-024, establishing a $20 vehicle license tab fee. The fee was effective July 2024 and is anticipated to generate $2,785,000 in revenues in the 2025 Budget. These funds are used in the Street Fund #101 for use on pavement management and maintenance LTGO Debt Service Fund #204 This fund is used to account for the accumulation of resources for and the payment of limited tax general obligation (LTGO) bonds, also referred to as councilmanic or non-voted bonds. When LTGO bonds are issued, the City irrevocably pledges the full faith, credit and resources necessary to make timely payments of principal and interest, within constitutional and statutory limitations pertaining to non-voted general obligations. In 2003, the City issued $9,430,000 in limited tax general obligation (LTGO) bonds the proceeds of which were used to finance both the construction of CenterPlace and road and street improvements surrounding the facility. In 2014, the City refunded the LTGO bonds in order to take advantage of lower interest rates which resulted in a reduction in subsequent annual bond repayment (much like refinancing a home mortgage). At the completion of the bond refunding there remained $7,035,000 of LTGO bonds. Of this total: $5,650,000 remained on the original debt used towards the construction of CenterPlace. These bonds will be paid off in annual installments over the 20-year period ending December 1, 2033. Annual debt service payments on these bonds are provided by the Spokane Public Facilities District. On January 1, 2025, the outstanding balance on this portion of the bond issue will be $2,610,000. $1,385,000 remained on the original debt used towards the road and street improvements. These bonds matured in December 2023 and were completely paid off at that time. In 2016, the City issued $7,275,000 in LTGO bonds, the proceeds of which were used to finance the construction of a new City Hall, along with $6.3 million of city cash that had been set aside for this purpose. These bonds will be paid off in annual installments over the 30-year period ending 20 December 1, 2045. Annual debt service payments on these bonds are provided by transfers in from the General Fund. On January 1, 2025, the outstanding balance on the bond issue will be $5,860,000. REET 1 Capital Projects Fund #301 Under Washington State Law, RCW 82.46.010, the City is allowed to impose an excise tax on each sale of real property at the rate of one-quarter of one percent of the selling price. The revenue generated is used for financing capital projects as specified in the capital facilities plan under the Growth Management Act. REET 2 Capital Projects Fund #302 Under Washington State Law, RCW 82.46.010, the City is allowed to impose an additional excise tax on each sale of real property at the rate of one-quarter of one percent of the selling price. The revenue generated is used for financing public works capital projects as specified in the capital facilities plan under the Growth Management Act. Stormwater Management Fund #402 A stormwater fee is imposed upon every developed parcel within the City, which is an annual charge of $60 for each single-family unit and $60 per 3,160 square feet of impervious surface for all other properties. These charges are uniform for the same class of customers and service facilities. These fees are estimated to generate $6,170,000 in 2025. Interfund Transfers Many funds receive a portion of their revenues from other funds in the form of an interfund transfer. These transfers typically represent payments for either services rendered by one fund for another or a concentration of revenues for a specific project or purpose. The following interfund transfers are planned for 2025: Out: 001105110111301302312Total In 001030,000344,0000000374,000 1010002,785,000001,750,0004,535,000 204401,550000000401,550 3030000356,000483,300200,0001,039,300 309000000300,000300,000 In: 31100001,372,1501,372,1501,032,1003,776,400 3140000036,5001,708,0231,744,523 50192,50000000092,500 502900,000000000900,000 503473,722000000473,722 13,636,995Total in Total Out1,867,77230,000344,0002,785,0001,728,1501,891,9504,990,12313,636,995Total out 0 21 #001 Î General Fund is budgeted to transfer out $1,867,772 including: $401,550 to Fund #204 Î LTGO Debt Service Fund for bond payments on the 2016 LTGO Bonds for the City Hall construction. $92,500 to Fund #501 Î Equipment Rental and Replacement Fund for an IT equipment reserve. $900,000 to Fund #502 Î Risk Management Fund for the 2024 property and liability insurance premium. $473,722 to Fund #503 Î Public Safety Equipment Replacement Fund to build a reserve to replace police vehicles and other public safety equipment. #105 Î Hotel / Motel Tax Fund is budgeted to transfer $30,000 to Fund #001 Î General Fund for the purpose of financing advertising at CenterPlace. #110 Î Homeless Housing Program Fund is budgeted to transfer $344,000 to Fund #001 Î General Fund for the purpose of partially funding the CityÓs homeless outreach team and reserved shelter beds. #111 Î Transportation Benefit District Fund is budgeted to transfer $2,785,000 to Fund #101 Î Street Fund for the purpose of funding street maintenance operations. #301 Î REET 1 Capital Projects Fund is budgeted to transfer out $1,728,150 including: $356,000 to Fund #303 Î Street Capital Projects Fund that will be applied towards grant matches for street construction projects. $1,372,150 to Fund #311 Î Pavement Preservation Fund for pavement preservation projects. #302 Î REET 2 Capital Projects Fund is budgeted to transfer out $1,891,950 including: $483,300 to Fund #303 Î Street Capital Projects Fund that will be applied towards grant matches for street construction projects. $1,372,150 to Fund #311 Î Pavement Preservation Fund for pavement preservation projects. $36,500 to Fund #314 Î Railroad Grade Separation Projects Fund for the Sullivan Road Interchange project. #312 Î Capital Reserve Fund is budgeted to transfer out $4,990,123 including: $1,750,000 to Fund #101 Î Street Fund to fund local access street improvements. $200,000 to Fund #303 Î Street Capital Projects Fund that will be applied toward a subarea transportation plan to identify mitigation at the Barker Interchange. $300,000 to Fund #309 Î Parks Capital Projects Fund that will be applied towards Greenacres Park Phase 2. $1,708,023 to Fund #314 Î Railroad Grade Separation Projects Fund that will be applied to the grade separation project at Pines Road. 22 SIGNIFICANT ASSUMPTIONS Budget Summary for All Funds Based upon funding levels anticipated in the 2025 budget, city staff will strive to maintain adequate levels of service. Appropriations for all city funds will total $149.6 million including $56.3 million in capital expenditures, comprised in part of: o $65,000 in Fund #001 Î General Fund o $1.9 million in Fund #101 Î Street Fund o $6.5 million in Fund #303 Î Street Capital Projects o $1.9 million in Fund #309 Î Park Capital Projects o $2 million in Fund #311 Î Pavement Preservation Projects o $41.2 million in Fund #314 Î Railroad Grade Separation Projects o $1.6 million in Fund #402 Î Stormwater Management Projects o $1 million in Fund #403 Î Aquifer Protection Area Projects o $175,000 in Fund #501 Î Equipment Rental and Replacement To partially offset the $56.3 million in capital costs, we anticipate $46.1 million in grant revenues which results in about 82% of capital expenditures being covered with state and federal money. Budgets will be adopted across 31 separate funds. The funded full-time equivalent employee (FTE) count will decrease in 2025 by two to 116.25 from 118.25. The decrease for 2025 consists of a decrease of three due to leaving three vacant positions unfunded and an increase of one for a new Public Safety Coordinator position included as part of the first phase of increases to law enforcement-related positions. The 2025 Budget reflects the eleventh consecutive year the City will set aside city monies in an amount equivalent to 6% of General Fund recurring expenditures for pavement preservation in Fund #311 Î Pavement Preservation. However, approximately $1 million of this that has historically come from a recurring transfer from the General Fund is now being provided as a nonrecurring transfer from the Capital Reserve Fund #312 due to budget constraints in the General Fund. This 6% equals $3,776,400. Positions and salary ranges are based on the cityÓs compensation and classification plan. Payroll tax and benefit amounts are based on staff benefit plans. Contract costs for public safety, park maintenance, aquatics and street maintenance are based on estimates by city staff. The City sets money aside in Fund #501 Î Equipment Rental and Replacement for the eventual replacement of its vehicles as well as a reserve to replace equipment in the kitchen at CenterPlace and major IT equipment. 2025 General Fund Revenues Total recurring 2025 revenues are estimated at $63,655,300 as compared to $61,323,100 in 2024, which is an increase of $2,332,200 or 3.80%. 23 The two largest sources of revenue continue to be Sales Tax and Property Tax which are collectively estimated to account for 80.94% of 2025 General Fund recurring revenues. The 2025 general sales tax estimate (excluding criminal justice and public safety sales taxes) is currently estimated at $33,000,000 which reflects an increase of $473,400 or 1.46% over the 2024 amended estimate. The Property Tax levy does not include the potential annual increase allowed by State law. o The 2025 levy is estimated at $14,081,000. o The levy assumes we start with the 2024 levy of $13,806,000, forgo the potential annual increase allowed by State law, and finally add taxes related to new construction which we estimate to be $275,000. Franchise fees and business registrations are primarily based on projected receipts in 2024. State shared revenues are based upon a combination of historical collections including 2024 collections through July, and per capita distribution figures reported by the Municipal Research and Services Center. Fines and forfeitures are estimated by Spokane Valley and based on historical collections. Building permit and land use fees are estimated by Spokane Valley and based on historic collections. 2025 General Fund Expenditures Total 2025 recurring expenditures are budgeted at $63,244,022 as compared to $59,652,907 in 2024. This is an increase of $3,591,115 or 6.02%. o The increase of 6.02% consists of an increase of 13.94% in Public Safety costs and a decrease of 5.43% in all other General Fund Departments. The City commitment of 6% of recurring General Fund expenditures to pavement preservation equals $3,776,400 and is computed by multiplying total recurring expenditures prior to adding the pavement preservation element ($3,776,400 / $63,236,092 = 6%). The $3,776,400 that is transferred to Pavement Preservation Fund #311 is comprised of the following: o $0 from General Fund #001 Î Could not be afforded in the General Fund for 2025 due to budget constraints in that fund o $1,372,150 from REET 1 Capital Projects Fund #301 o $1,372,150 from REET 2 Capital Projects Fund #302 o $1,032,100 from Capital Reserve Fund #312 Î One-time transfer that will be evaluated annually Nonrecurring expenditures total $1,523,722 and include: o $50,000 for Information Technology expenditures including: $20,000 to replace outdated copiers $20,000 to replace wireless access points $10,000 for a software contingency o $910,000 for the replacement of police vehicles This was originally part of the recurring expenditures but is now being done as a nonrecurring item as funding is available due to budget constraints in the General Fund. o $90,000 for various Facilities items including: $30,000 to replace the last in-ground vehicle lift at the Precinct 24 $60,000 to replace carpeting and wallpaper at CenterPlace o $473,722 transfer out to the Public Safety Equipment Replacement Fund #503 for future replacement costs of police vehicles already purchased in prior years This was originally part of the recurring expenditures but is now being done as a nonrecurring item as funding is available due to budget constraints in the General Fund. General Fund Revenues Over (Under) Expenditures and Fund Balance 2025 recurring revenues are anticipated to exceed recurring expenditures by $411,278. Total 2025 expenditures are anticipated to exceed total revenues by $1,112,444. The total unrestricted General Fund ending fund balance is anticipated to be $37,742,444 at the end of 2025 which is 59.68% of total recurring expenditures of $63,244,022. Our goal is to maintain an ending fund balance of at least 50.0%. Highlights of Other Funds Revenues Motor vehicle fuel tax (MVFT) revenue that is collected by the State and remitted to the City is estimated to be $1,978,000 according to per capita estimates provided by the Municipal Research and Services Center. Of this amount, $1,969,700 will be credited to the Street O&M Fund #101 and 0.42% or $8,300 to the Paths and Trails Fund #103. Telephone taxes that are remitted to the City and support Street Fund operations and maintenance are anticipated to be $900,000. Real estate excise tax (REET) revenue is computed by the City and is primarily used to match grant funded street projects as well as pay a portion of the annual payment on the 2014 general obligation bonds. In 2025 we estimate these revenues to be $1,500,000 per each ¼% for a total of $3,000,000. Hotel/Motel tax revenues are computed by the City and are dedicated to the promotion of visitors and tourism. In 2025 we estimate the tax will generate $1,490,000, which includes $900,000 in Fund #105 Hotel / Motel Tax Fund from the 2% tax and $590,000 in Fund #104 Hotel / Motel Tax Î Tourism Facilities Fund from the 1.3% tax. The City began receiving the affordable and supportive housing sales tax in 2020 and will receive these revenues as a rebate of the StateÓs sales taxes for 20 years. The amount received by the City is capped at 0.0146% of the taxable retail sales within the City for fiscal year 2019, and the revenues may only be used to support affordable housing or rental assistance within the City as outlined in RCW 82.14.540. These revenues are estimated at $200,000 in 2025 in the Affordable and Supportive Housing Sales Tax Fund #108. The Tourism Promotion Fees in the Tourism Promotion Area Fund #109 is estimated to be $1,300,000 in 2025. This estimated amount is based on a daily lodging charge of $4.00 per room night assessed on qualified lodging businesses (40 or more lodging units) within the City of Spokane Valley. Vehicle License Fees in the Transportation Benefit District Fund #111 are estimated to be $2,785,000 in 2025. This estimate is based on vehicle counts in the City of Spokane Valley from the Washington Department of Licensing multiplied by the $20 license fee. 25 The Stormwater Management Fee is based on an equivalent residential unit (ERU) that is equal to 3,160 square feet of impervious surface that is billed at a rate of $60 per single family residence and $60 per ERU for commercial properties (an ERU for a commercial property is computed as total square feet of impervious surface divided by 3,160). In 2025 we estimate this fee will generate $6,170,000. Grant revenues that will be applied to a variety of construction projects are estimated at $46,087,958 in 2025. By fund, we anticipate grant revenues as follows: o Fund #001 Î General Fund - $437,000 o Fund #303 Î Street Capital Projects - $4,480,512 o Fund #309 Î Parks Capital Projects - $1,561,761 o Fund #311 Î Pavement Preservation - $112,011 o Fund #314 Î Railroad Grade Separation Projects Fund - $39,496,674 Expenditures Fund #101 Î Street Fund appropriations include: o $7,365,085 for maintenance of city streets, including $1,053,299 in snow operations and $745,000 in intergovernmental payments for services. Fund #105 Î Hotel/Motel Tax Fund appropriations include: o $923,000 for tourism promotion activities. Fund #106 Î Solid Waste Fund appropriations include: o $119,289 for Education/Contract Administration. Fund #109 Î Tourism Promotion Area Fund appropriations include: o $1,275,000 for Professional Services. Fund #303 Î Street Capital Projects Fund includes an appropriation of $6,488,645 for a variety of street construction projects. Fund #309 Î Parks Capital Projects includes a $1,861,761 appropriation to cover Greenacres Park improvements. Fund #311 Î Pavement Preservation includes $2,000,000 of pavement preservation projects that will be financed through transfers from other City funds as outlined above under the heading of General Fund Recurring Expenditures. Fund #314 Î Railroad Grade Separation Projects includes appropriations in the amount of $41,241,197 towards the Pines Road Grade Separation project and the Sullivan Road Interchange project. Fund #402 Î Stormwater Fund includes $5,692,821 in expenditures, including: o $3,992,821 for the maintenance of the cityÓs stormwater facilities o $1,500,000 for various capital projects o $150,000 for the studies related to the cityÓs Stormwater permit and the watershed o $50,000 for an asset management system to catalog and track the cityÓs stormwater facilities Fund #403 Î Aquifer Protection Area Fund includes a $1,000,000 appropriation to various capital projects 26 City Overview CityÓs Foundation and Mission Spokane Valley's foundation is based on the cityÓs primary objective to be responsive, focused on customer service, open to the public, progressive, efficient, lean and fair while providing a high quality of life. Citizen involvement, along with guidance from the City Council, established the cityÓs vision, core beliefs and customer service standards. These foundations influence the development of the City Council goals for each year as well as the goals of the individual departments. Spokane Valley Vision Statement A city of opportunities where people thrive and businesses prosper. Core Beliefs Supporting this vision are the core beliefs of Spokane Valley that were established through the December 2007 adoption of Resolution 07-019, which in part reads: We believe Spokane Valley should be a visionary city encouraging its citizens and their government to look to the future beyond the present generation and to bring such ideas to public discussion and to enhance a sense of community identity. We believe that elected body decision-making is the only lawful and effective way to conduct the publicÓs legislative business and that careful observance of a clear set of Governance Coordination Rules of Procedure can best enhance public participation and decision-making. We believe in the City Council as policy leaders of the City. One or more City Councilmembers are encouraged to take the lead, where practical, in sponsoring ordinances or resolutions excepting quasi-judicial or other public hearings and the statutory duties of the City Manager as set forth in RCW 35A.13.020. We believe in hearing the public view. We affirm that members of the public should be encouraged to speak and be heard through reasonable rules of procedure when the public business is being considered, thus giving elected officials the broadest perspectives from which to make decisions. We believe that the City of Spokane ValleyÓs governance should be known as Ðuser friendly,Ñ and that governance practices and general operations should consider how citizens will be served in the most responsive, effective and courteous manner. We believe that the economic and commercial job base of the community should be preserved and encouraged to grow as an alternative to increasing property taxes. We believe itÓs imperative to have an expanded and diverse economic base. We believe that Councilmembers set the tone for civic discussion and should set an example by: a) Setting high standards of decorum and civility b) Encouraging open and productive conversation amongst themselves and with the community about legislative matters c) Demonstrating respect for divergent points of view expressed by citizens, fellow Councilmembers and the staff 27 d) Honoring each other and the public by debating issues within City Hall and the community without casting aspersions on members of Council, the staff or the public e) Accepting the principle of majority rule and working to advance the success of ÐcorporateÑ decisions We solicit the City ManagerÓs support in conducting the affairs of the City with due regard for: a) Promoting mutual respect between the citizens, City staff and the City Council by creating the organizational teamwork necessary for effective, responsive and open government b) Providing the City Council and the public reasonable advance notice when issues are to be brought forward for discussion c) Establishing and maintaining a formal citywide customer service program with an emphasis on timely response, a user-friendly atmosphere and an attitude of facilitation and accommodation within the bounds of responsibility, integrity and financial capability of the City, including organizational and job description documents while pursuing Ðbest practicesÑ in customer service d) Seeking creative ways to contain or impede the rising cost of governmental services, including examination of private sector alternatives in lieu of governmentally provided services e) Providing a database of future projects and dreams for the new City of Spokane Valley so that good ideas from its citizens and leaders are not lost and the status of projects can be readily determined Customer Service Standards The commitment to provide excellent customer service for our citizens, businesses and visitors resulted in the development of customer service standards. The cityÓs goal is to deliver service that is complete, consistent and equitable to all our customers and is based on the principles of integrity, respect and responsiveness. Regardless of the reason for, the method, or frequency of contact, our customers will be treated with courtesy, respect and professionalism. Customer service standards are divided into three categories: Be Respectful o Demonstrating courtesy and professionalism o Listening effectively o Responding in a timely manner o Exemplifying a no-surprise atmosphere Be Knowledgeable o Fostering a team-oriented approach o Providing alternatives o Anticipating questions o Having and/or knowing your resources o Being organized Be Welcoming o Acknowledging customers when they enter o Steering customers in the right direction o Promoting an enjoyable work environment o Maintaining a clean and uncluttered work environment o Treating people as individuals 28 Financial Projection This budget document is the tool we use to guide the City forward in accomplishing the CouncilÓs goals while remaining squarely within the current budget and forecasted projections. Over time, this provides the City with a good indicator of the progress the City is making to provide high-quality services in a cost-effective way while remaining within budget and forecasted projections. Based on the Financial Projection, department budgets have been thoroughly reviewed to keep 2025 expenditures in line with projected revenues. The City views the changes in the economy as an opportunity to reevaluate goals and strategies to meet the challenges set before us. As an open, collaborative government, we continue to encourage our citizens to provide the necessary feedback as we endeavor to plan our cityÓs future together. The Financial Forecast is limited to five years as it becomes increasingly difficult to forecast economic indicators beyond a five-year horizon. It is important to note that the Financial Projection is an imperfect tool, which is why it is updated on an ongoing basis. The following General Fund financial projection is being created following a period of relatively robust tax collections that have continued due to economic stimulus provided during the COVID- 19 pandemic, as well as high inflation. The high levels of inflation kept sales tax collections at high levels through 2023 while also increasing city costs. However, sales tax collections began flattening throughout 2024, causing challenges with balancing revenues and expenditures for the 2025 budget and beyond. 29 1/9/2024 CITY OF SPOKANE VALLEY, WA General Fund Budget Projection 20252026202720282029 ProposedProjectionProjectionProjectionProjection Budget RECURRING ACTIVITY Revenues Property Tax 1 14,081,00014,281,00014,481,00014,681,00014,881,000 Sales Tax33,000,00034,155,00035,521,20036,800,00038,161,600 2 Sales Tax - Public Safety 3 1,609,4001,665,7001,732,3001,794,7001,861,100 Sales Tax - Criminal Justice2,833,7002,932,9003,050,2003,160,0003,276,900 4 Gambling Tax and Leasehold Excise Tax 5 523,000554,400571,000588,100605,700 Franchise Fees/Business Registration1,320,0001,346,4001,373,3001,400,8001,428,800 6 State Shared Revenues 7 2,527,4002,552,7002,578,2002,604,0002,630,000 Fines and Forfeitures/Public Safety 8 482,100486,900491,800496,700501,700 Community and Public Works 9 3,616,9003,833,9003,948,9004,067,4004,189,400 Recreation Program Revenues 10 658,100691,000711,700733,100755,100 Grant Proceeds437,000437,000437,00020,00020,000 11 Miscellaneous Department Revenue 12 87,00087,90088,80089,70090,600 Miscellaneous & Investment Interest2,105,7002,105,7002,105,7002,105,7002,105,700 13 Transfers in - #105 (h/m tax-CP advertising)14 30,00030,00030,00030,00030,000 Transfers in - #110 344,000344,000344,000344,000344,000 (recording fees H&H Services)15 Total Recurring Revenues63,655,30065,504,50067,465,10068,915,20070,881,600 Expenditures City Council 16 754,111776,700800,000824,000848,700 City Manager858,450884,200910,700938,000966,100 17 City Attorney 18 983,0891,012,6001,043,0001,074,3001,106,500 City Services1,451,7981,495,4001,540,3001,586,5001,634,100 19 Public Safety 20 40,167,00942,416,40044,791,70047,300,00049,948,800 Deputy City Manager637,381656,500676,200696,500717,400 21 Finance 22 1,506,6841,551,9001,598,5001,646,5001,695,900 Human Resources 23 402,280414,300426,700439,500452,700 Information Technology445,653459,000472,800487,000501,600 24 Facilities 25 1,395,7511,437,6001,480,7001,525,1001,570,900 Public Works - Administration380,647392,100403,900416,000428,500 26 Engineering 27 2,021,0882,081,7002,144,2002,208,5002,274,800 Building2,125,4852,189,2002,254,9002,322,5002,392,200 28 Economic Development 29 1,252,2801,289,8001,328,5001,368,4001,409,500 Planning 30 1,112,2271,145,6001,180,0001,215,4001,251,900 Parks & Rec - Administration 31 469,981399,350401,250401,450401,500 Parks & Rec - Maintenance 32 2,424,0432,496,8002,571,7002,648,9002,728,400 Parks & Rec - Recreation 33 361,235372,100383,300394,800406,600 Parks & Rec - Aquatics 34 677,500401,400401,150398,950401,550 Parks & Rec - Senior Center35,20236,30037,40038,50039,700 35 Parks & Rec - CenterPlace 36 724,628746,400768,800791,900815,700 General Government1,663,4501,713,4001,764,8001,817,7001,872,200 37 Transfers out - #204 (2016 LTGO debt service)38 401,550398,750397,750401,600400,150 Transfers out - #309 00000 (park capital projects)39 Transfers out - #311 (pavement preservation)40 00000 Transfers out - #501 (IT equip reserve)41 92,50092,50092,50092,50092,500 Transfers out - #502 (insurance premium)42 900,0001,008,0001,129,0001,264,5001,416,200 Transfers out - #503 00000 (public safety equipment)43 Total Recurring Expenditures63,244,02265,868,00068,999,75072,299,00075,774,100 Recurring Revenues Over (Under) Recurring Expenditures411,278(363,500)(1,534,650)(3,383,800)(4,892,500) NONRECURRING ACTIVITY Revenues Grant Proceeds00000 Total Nonrecurring Revenues00000 Expenditures General Government - IT capital replacements50,0000000 910,0000000 Public Safety (police vehicle replacements) Facilities (Precinct repairs & improvements)30,0000000 Facilities60,0000000 (CenterPlace repairs & improvements) Transfers out - #503 (public safety equipment)473,7220000 Total Nonrecurring Expenditures1,523,7220000 Nonrecurring Revenues Over (Under) Nonrecurring Expenditures(1,523,722)0000 EXCESS (DEFICIT) OF TOTAL REVENUES OVER (UNDER) TOTAL EXPENDITURES(1,112,444)(363,500)(1,534,650)(3,383,800)(4,892,500) ESTIMATED BEGINNING UNRESTRICTEDFUND BAL.38,854,88837,742,44437,378,94435,844,29432,460,494 ESTIMATED ENDING UNRESTRICTED FUND BAL.37,742,44437,378,94435,844,29432,460,49427,567,994 Ending fund balance as a % or recurring expenditures59.68%56.75%51.95%44.90%36.38% 30 Projection Assumptions 2026202720282029 ProjectionProjectionProjectionProjection Projection assumes: 1 An increase of0.00%plus new construction o f $200,000per year through 2029 2 An increase of 3.50%in 2026,4.00%in 2027,3.60%in 2028, and3.70%in 2029 3 An increase of 3.50%in 2026,4.00%in 2027,3.60%in 2028, and3.70%in 2029 4 An increase of 3.50%in 2026,4.00%in 2027,3.60%in 2028, and3.70%in 2029 5 An increase of 6.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 6 An increase of 2.00%in 2026,2.00%in 2027,2.00%in 2028, and2.00%in 2029 7 An increase of 1.00%in 2026,1.00%in 2027,1.00%in 2028, and1.00%in 2029 8 An increase of 1.00%in 2026,1.00%in 2027,1.00%in 2028, and1.00%in 2029 9 An increase of 6.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 10 An increase of 5.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 11 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 12 An increase of 1.00%in 2026,1.00%in 2027,1.00%in 2028, and1.00%in 2029 13 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 14 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 15 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 16 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 17 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 18 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 19 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 20 An increase of 5.60%in 2026,5.60%in 2027,5.60%in 2028, and5.60%in 2029 21 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 22 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 23 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 24 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 25 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 26 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 27 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 28 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 29 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 30 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 31 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 32 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 33 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 34 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 35 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 36 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 37 An increase of 3.00%in 2026,3.00%in 2027,3.00%in 2028, and3.00%in 2029 38 An increase of -0.70%in 2026,-0.25%in 2027,0.97%in 2028, and-0.36%in 2029 39 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 40 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 41 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 42 An increase of 12.00%in 2026,12.00%in 2027,12.00%in 2028, and12.00%in 2029 43 An increase of 0.00%in 2026,0.00%in 2027,0.00%in 2028, and0.00%in 2029 31 The General Fund forecast for the years 2026 through 2029 uses the adopted 2025 Budget as a beginning point and currently assumes levels of service that are identical to those provided by the City in 2025. Rather than a hard and fast prediction of the City's future finances, this is a planning tool that allows us to determine how best to match existing and proposed programs and levels of service with anticipated financial resources and adjust if necessary. It is noteworthy that the Estimated Beginning Unrestricted Fund Balance figure listed in 2025 is as of October 4, 2024, and is based upon preliminary and unaudited figures. As we progress through the process of "closing the 2024 books" we anticipate this figure will change due to the fact we will continue to record both 2024 revenues and expenses as we become aware of them. External Input As representatives of the citizens of the City of Spokane Valley, the City Council strives to form policy that fairly represents all segments of our community, including residents, businesses and those visiting our City. To maintain balance in serving the different needs that exist in the City of Spokane Valley, it is necessary to receive feedback from customers and constituents. Previously, the City utilized citizen surveys to obtain feedback on various contract services including solid waste and the cable franchising process. Community meetings are used to inform citizens of upcoming planning and infrastructure changes. Citizen input was sought during the development of the original Comprehensive Plan, the most recent Comprehensive Plan Update that was completed in the latter part of 2016 and will continue to be sought on subsequent Comprehensive Plan updates. The City Council utilizes public comment during Council meetings to assist the Councilmembers in decision-making. City staff recognizes the importance of citizen concerns and the role citizens play in the health of our City. THE SV Express System allows citizens to share their concerns and report issues affecting the City. Staff are then able to respond in a timely manner and have a conversation with the citizen to work to resolve the reported concern. The public can also choose to take a more active role in participation through public forums such as public hearings and open house functions as well as through service on advisory committees. In the future, focus groups may be utilized to allow for more focused feedback on a particular subject so Council and staff can get a better feel for how a particular subject is received in the community, thereby allowing citizens to play active roles in guiding the way services are delivered. Internal Input The City of Spokane Valley city staff is comprised of knowledgeable professionals who provide the Council with specialized knowledge to assist them in making informed decisions. From demand analysis, which determines when the workload is heaviest and how to best accommodate it, to staff reports that consider alternative methods of service delivery or other cost-saving measures, employees are invaluable in providing reports that present complex information in a manner that makes it understandable and approachable. In addition, performance measure results are analyzed, summarizing multi-year performances linked to targets and making comparisons to other entities. Employees are often the information conduit from the citizens to the Council, relaying resident concerns and/or changing trends. Staff often bring forward innovative ways of providing efficient service delivery. Strategic planning through several long-range plans allows staff to look at current trends to make future forecasts and continually update plans as necessary. While much public input goes into these documents, the forecasting and planning are done by skilled staffers who strive to create innovative ways of achieving our future vision while meeting current needs, complying with the law, and operating within financial constraints. These include the Comprehensive Plan, Six-Year Transportation Improvement Program (TIP), Five-Year Financial Forecast, CenterPlace Marketing Plan, Parks Master Plan and Streets Master Plan. 32 City Departments and Divisions Strategic and Responsive Government Managing our cityÓs operations and budget carefully and openly City Council City Manager Deputy City Manager Office of the City Attorney Finance Department City Services Department City Facilities Division Information Technology (IT) Division Human Resources Department Safe and Accountable Community Maintaining public safety and upholding services, enforcement and codes that keep our community safe Public Safety Building and Code Enforcement Division Connected and Maintained Network Building and maintaining roads and systems that safely and efficiently move people and goods and protect the environment Public Works: Administration Division Public Works: Engineering Division Public Works: Street Maintenance Division Public Works: Stormwater Utility Strong and Diverse Economy Generating revenue to fund city services through the many places to live, eat, shop, work, play and access services Economic Development Department Planning Division Exceptional Quality of Life Creating opportunities for people to connect, have fun and improve their physical and mental health Parks and Recreation Department 33 City Council The City of Spokane Valley was incorporated on March 31, 2003, as a non-charter code city and operates under a Council-Manager form of government. It is governed under the optional municipal code of RCW Chapter 35A. Under this form of government, legislative authority is concentrated in the elected City Council, which hires a professional administrator to implement its policies. There are seven positions on the City Council, all of which are at-large positions. At-large means all Councilmembers represent all the citizens of the City versus each Councilmember representing a specified area within the City. Councilmembers are generally elected to four-year terms, with elections held every two years. For continuity, position terms are staggered by two years so that all positions are not open for election at the same time. Pursuant to RCW 35A.13.030, biennially the members choose a chair of the Council who receives the title of Mayor. The Mayor presides over all meetings and is recognized as the head of the City for ceremonial purposes. In addition to the position of Mayor, pursuant to RCW 35A.13.035, a Mayor pro tempore or Deputy Mayor is chosen by the Council. This position runs in concert with the position of Mayor and fulfills the duties of the Mayor during any absence or disability of the Mayor. Deputy Mayor Tim Hattenburg Mayor Pam Haley Position 6 Position 5 Councilmember Rod Higgins Councilmember Jessica Yaeger Councilmember Al Merkel Position 1 Position 2 Position 3 Councilmember Ben Wick Councilmember Laura Padden Position 4 Position 7 34 2024 Accomplishments Updated and adopted a 2025 State Legislative Agenda and 2025 Federal Legislative Agenda Authorized the hiring of 12 new public safety staff positions based on recommendations in the 2023 Matrix Police Staffing Study and significant public input Reviewed and selected a solid waste disposal service provider and authorized staff to negotiate and execute a long-term agreement Collaborated with state and federal legislators and lobbyists to further the city's interests Continued to participate in regional homelessness discussions to investigate options to address this issue Adopted a balanced 2025 budget that met the city's goal of having recurring revenue exceed recurring expenditures 2025 Goals 1. Increase public safety response to ensure everyone feels safe in Spokane Valley 2. Prioritize infrastructure maintenance, preservation and advance strategic capital projects through grant awards 3. Continue economic development efforts to maximize business growth and develop tourism destinations 4. Maintain our strong financial position 5. Utilize strategic partnerships to aggressively reduce and prevent people experiencing homelessness in Spokane Valley 6. Expand homeownership opportunities so more local people own homes 35 City Manager The City Manager Department is accountable to the City Council for the operation of the organization, effective support of elected officials in achieving their goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council policies and the provision of a communication linkage among citizens, the City Council, city departments and other government agencies. The City Manager Department includes the City Clerk and oversight of Human Resources and the Office of the City Attorney. Both departments work directly with all other departments and have their own mission statements and goals. As the CityÓs Chief Executive Officer, the City Manager has overall responsibility for policy development, program planning, fiscal management, administration, and operation of all city functions, programs and activities. The City ManagerÓs administrative direction is provided by the City Council. The City Manager assesses community and citizen needs to ensure objectives and priorities are focused to meet those needs in an effective, cost-efficient manner; directs development and implementation of initiatives for service quality improvement; provides daily leadership and works with the cityÓs management team to ensure a high-performance, service- oriented work environment consistent with sound management principles. All city employees report directly or indirectly to the City Manager. Police services are contracted through the Spokane County SheriffÓs Department with the Spokane Valley Police Chief reporting to the City Manager. Essential Services Directs the implementation of the City CouncilÓs annual goals Develops and directs the implementation of policies, procedures and work standards for the City Prepares and recommends long-range plans for city services and programs Monitors the status of contracts Develops and recommends adoption of the annual budget Coordinates the preparation of reports or presentations to the City Council or outside agencies Develops specific proposals for action on current and future city needs Acts as the Emergency Management Coordinator for the City Monitors staff performance on qualitative and quantitative measures Participates with local, regional, state and national jurisdictions to represent Spokane ValleyÓs interests Maintains good working relationships with community constituents City Clerk The City ClerkÓs Office, which consists of the City Clerk and Deputy City Clerk, manages the cityÓs official records and public disclosure, supports the City Council, including agenda development and preparation of the official minutes, provides legal notices to the public 36 regarding city business and supports all city departments. As the custodian of all city records, the City ClerkÓs office oversees record archival and all document imaging for state compliance. Essential Services Prepares City Council agendas and packets Certifies official city documents and custodian of city seal Supervises cityÓs official file record maintenance Administers the cityÓs Municipal Code and any insurance claims Serves as Public Records Officer and handles public record requests Ensures proper format for and processes resolutions and ordinances Administers City Council, City Manager, Finance Director and Police Chief oath of office Monitors contracts and other documents for signature, recording and posting Coordinates volunteer opportunities for City and regional boards, committees and commissions Attends all Council meetings and transcribes minutes and presides at bid openings Responsible for publication of all legal notices Serves as official Parliamentarian at Council meetings and the cityÓs election official 2024 Accomplishments Focused staff efforts on the city's budget priorities of public safety, pavement preservation, transportation and infrastructure, economic development, housing and homelessness and communications Worked to support City CouncilÓs 2024 goals as referenced under the Legislative Branch budget Presented Council with a balanced 2025 budget, which includes General Fund recurring revenues exceeding recurring expenditures and an ending fund balance of at least 50% of recurring expenditures Collaborated with federal and state legislators and lobbyists to further city interests Developed the 2025 State and Federal Legislative Agendas for Council consideration Developed a Continuity of Operations Plan (COOP) for Council consideration 2025 Goals Provide direction and oversight on staffÓs work toward accomplishing budget priorities in public safety, pavement preservation, transportation and infrastructure, and economic development Work to support the City Council's 2025 goals as referenced under the Legislative Branch budget Present Council with a balanced 2026 budget that includes General Fund recurring revenues exceeding recurring expenditures and an ending fund balance of at least 50% of recurring expenditures Collaborate with federal and state legislators and lobbyists on behalf of the interests of Spokane Valley Prepare the 2026 State and Federal Legislative Agendas for Council consideration 37 Deputy City Manager ŷĻ 5ĻƦǒƷǤ /źƷǤ ağƓğŭĻƩ ǞƚƩƉƭ ǒƓķĻƩ ƷŷĻ ŭĻƓĻƩğƌ ķźƩĻĭƷźƚƓ ƚŅ ƷŷĻ /źƷǤ ağƓğŭĻƩ ğƓķ ǞźƷŷ ƷŷĻ ĭźƷǤ͸ƭ management team to coordinate efforts toward the achievement of departmental and city government. The Deputy City Manager participates in and makes suggestions to the City Manager in the formulation of strategy and city policy involving organization, procedures and services. Duties also include advising the City Manager in determining the needs of various departments, preparing and presenting services for approval by the City Manager and City Council, and coordinating the implementation of approved services. The Deputy City Manager performs operations oversight for contract administration, with a ƦƩźƒğƩǤ Ņƚĭǒƭ ƚƓ ƷŷĻ ĭźƷǤ͸ƭ tǒĬƌźĭ {ğŅĻƷǤ ƚƦĻƩğƷźƚƓƭ and the IT Division and oversees the Parks and Recreation and Finance Departments through department directors for each of those departments. Essential Services Works with the City Manager, department and division heads in planning, organizing, coordinating and implementing services affecting assigned areas of responsibility Briefs the City Manager on issues of concern in the divisions and departments and functions in assigned area of responsibility to ensure proper action Coordinates with Spokane Valley Police Chief on various operational issues to ensure Law Enforcement services meet requirements of the Interlocal Agreement and expectations of City Council and City Manager Coordinates with Spokane County representatives, including presiding District Court Judge, Spokane County Prosecutor and others to address operational, budgetary and other ongoing issues with Public Safety agreements Meets and corresponds with various citizens, professionals, businesses and other groups to answer questions and secure their assistance in carrying out various services Coordinates the preparation of the annual budget for departments within assigned areas Reviews results of major studies and coordinates the preparation of reports and recommendations Attends Council meetings and reports on activities for which he is responsible as requested by the City Manager; confers with officials of city, county, state and federal agencies regarding plans and priorities for existing and planned services Demonstrates continuous effort to improve operations, decrease turnaround times, streamline work processes and work cooperatively and jointly to provide quality seamless customer service Contract Administration Under the direction of the Deputy City Manager, Contract Administration works with contractors and agencies to help ensure that the city government remains small and lean while delivering services efficiently and effectively. ŷźƭ źķĻğ Ǟğƭ źƓĭƚƩƦƚƩğƷĻķ ĻğƩƌǤ źƓ ƷŷĻ /źƷǤ ƚŅ {ƦƚƉğƓĻ ğƌƌĻǤ͸ƭ ĻǣźƭƷĻƓĭĻ Ʒƚ ƒğźƓƷğźƓ ƷŷĻ ƚƩźŭźƓğƌ ĭƚƓĭĻƦƷ ƚŅ ğ ͻĭƚƓƷƩğĭƷ ĭźƷǤͼ Ʒŷat is not focused on growing government but instead utilizes the best possible options to provide services to citizens and businesses, whether that is the private sector or other government agencies. Contract Administration regularly evaluates service delivery, examining cost trends, performance and value compared to other liked-size cities. Additionally, a primary focus is ensuring that local tax revenues generated from the City are invested in the community and are not used to subsidize other jurisdictions. Contract Administration evaluates current service deliverables based on current and anticipated demand while employing the best 38 business practices and sound fiscal policy to ensure that staffing levels match demand and all efficiencies are incorporated while interacting with customers to answer questions and provide information on contract services. Current contracts include: Public Safety Contract Administration is responsible under the Deputy City Manager for negotiating and administering all public safety contracts, which total over 64% of the General Fund recurring expenditures budget. All public safety contracts are provided by Spokane County. Contract Administration reviews cost estimates, final cost reconciliations and performance measures. Periodically, Contract Administration will review the contracts and re-negotiate the terms. Public Safety Service contracts administered include: Animal Control \[ğǞ 9ƓŅƚƩĭĻƒĻƓƷ Ώ {ŷĻƩźŅŅ͸ƭ Pretrial Services Detention Services Community Oriented Policing Prosecutor Services District Court Effort (SCOPE) and Spokane Public Defender Emergency Regional Emergency Management Communications (SREC) Cable Television Franchise /ğĬƌĻ ƷĻƌĻǝźƭźƚƓ ƭĻƩǝźĭĻƭ ƷŷğƷ ǒƷźƌźǩĻ ƷŷĻ ĭźƷǤ͸ƭ Ʃźŭŷts-of-way to run lines to connect to customers must operate by authority of a city franchise. Contract Administration negotiates the terms of the franchise agreements and administers the terms of the agreement, such as customer service standards, use of the right-of-way and payment of the franchise fees and Public, Education, and Government (PEG) Funds. Solid Waste Contract Administration is an active participant on the negotiation and evaluation team for solid waste disposal and collection, as well as the deveƌƚƦƒĻƓƷ ƚŅ ƷŷĻ /źƷǤ͸ƭ {ƚƌźķ ‘ğƭƷĻ tƌğƓ͵ 2024 Accomplishments Support the 2024 goals of the Legislative and Executive Branch Work with the City Manager and staff to develop the 2025 budget Work with City Council, City Manager, staff and Spokane Valley Police Department to implement updated levels of service and staffing for Police Study and develop a plan for public safety campus Assist with new solid waste transfer, transport, and disposal services contract 2025 Goals Support the 2025 Goals of the Legislative and Executive Branch Work with City Manager and staff to develop the 2026 budget Work with City Council, City Manager, staff and Spokane Valley Police Department to implement remaining staffing positions for updated levels of service for Police Assist with Parks Master Plan update 39 Office of the City Attorney The Office of the City Attorney represents the cityÓs legal interests, including oversight of claims and litigation. The Office of the City Attorney is responsible for providing legal advice and support to the City Council and city employees, as well as prosecuting and defending all civil matters, including through the use of outside counsel. Essential Services Negotiate and draft and/or review all contracts Negotiate and draft franchise agreements with utility providers Meet and negotiate with Spokane County on service contracts Meet and negotiate with other jurisdictions on a variety of matters, including interlocal agreements Defend City in litigation and administrative hearings Represent City in code enforcement litigation and collections Advise on labor relations and employment law Advise on numerous miscellaneous issues of general governance on a daily basis Draft, or review and revise, ordinances, resolutions and policies as appropriate Draft legal memoranda on a full range of municipal issues Review and compile responses to public record requests when necessary Provide training to staff on legal issues with broad application, such as public records, the Open Public Meeting Act, public disclosure rules, ethics, administrative and land-use regulations, contracts and purchasing and ordinance drafting Attend all City Council and Planning Commission meetings Review and advise on all real property transfers (easements, deeds, acquisitions, etc.) Participate in the Governance Manual Committee Maintain office and document organization necessary to successfully complete all tasks Provide guidance to staff on solid waste issues 2024 Accomplishments Provided a full range of legal services to the City and all departments Drafted ordinances and resolutions for Council's consideration and adoption Provided updates to the City Manager, Council and staff on legal matters impacting the City, such as opioid class action settlements, U.S. Supreme Court decisions impacting anti-camping ordinances, public defender caseload standards, etc. Assisted City Council and departments in analyzing existing processes and developing new processes for legal compliance. For example, among other things, the City Attorney Office: o Assisted in updating form contracts used by the Public Works Division for multiple types of Public Works projects o Assisted Council to develop conduct standards for Councilmembers and a process to enforce violations thereof o Revised existing administrative policies and procedures as appropriate 40 Provided continuous and ongoing legal support to departments and to the City Council to develop, adopt, revise and enforce city code provisions and regulations Provided ongoing legal advice regarding compliance with the Washington Public Records Act and assisted with responding to several public records requests throughout the year, including reviewing thousands of records to assess and complete necessary redactions Provided legal support for the continued development and implementation of the city's homelessness services program Represented the City in hearings before the City Hearing Examiner regarding land use and code enforcement decisions Provided constant support for code enforcement in requiring non-compliant properties to adhere to the city code Worked with SVPD and code enforcement to develop a strategy to combat human trafficking by enforcing the city code against landowners who lease commercial property to illicit massage businesses Obtained dismissal of a WISHA violation against the City associated with the construction of right-of-way improvements Managed, monitored and assigned outside legal counsel to represent the City in pending litigation, including but not limited to the litigation to recover damages for defects in the construction of City Hall Negotiated and drafted several utility franchise agreements with utility providers Provided extensive and ongoing legal advice critical to completing transportation infrastructure projects, including but limited to the Pines Grade Separation Project using RAISE funds administered by the Federal Railroad Administration Assisted departments in identifying and purchasing properties having long-term strategic benefits for the City Advised the City on risk and legal liability mitigation/avoidance Assisted in negotiating the city's contract for solid waste disposal services 2025 Goals Continue to provide the City with a full range of legal services consistent with the City Attorney Office business plan, including but in no way limited to: o Provide legal advice to Council, City Manager and all city departments o Update Council, City Manager and staff on legal matters of city interest o Develop processes and/or revise existing processes to attain and maintain legal compliance o Draft and review ordinances and resolutions for Council consideration o Coordinate, monitor and facilitate outside counsel representing the City in litigation o Risk mitigation o Code enforcement Develop updates to the city's sign regulations for Council consideration and approval Assist the City to develop and implement measures to enhance public safety Provide continued legal support to facilitate the completion of the Pines Grade Separation Project Assist the city's efforts to update the Comprehensive Plan Negotiate franchise agreements with those water purveyors currently operating within the City without a franchise agreement and present the same to the Council for consideration and adoption 41 Finance Department The Finance Department provides financial management services for all city departments. Responsibilities include accounting and financial reporting, payroll, accounts payable, purchasing, budgeting and financial planning, treasury and investments. The department is also responsible for generating and analyzing financial data related to the cityÓs operations. Finance is responsible for the administration, coordination, supervision and control of the cityÓs financial activities engaged in by the City. These functions are performed through a combination of interrelated activities including financial management, general accounting and information technology. The department prepares Finance Activity Reports and the Annual Comprehensive Financial Report (ACFR), which is subject to an annual audit by the Washington State Auditor's Office. Essential Services Financial management responsibilities include: Budget development and monitoring Preparation of periodic budget amendments Treasury control and management of the cityÓs cash and investment portfolio Debt financing and management Collaboration with Economic Development, Public Works and Parks staff on financing options for capital projects General accounting responsibilities include: Internal and external financial reporting including preparation of the Annual Financial Report Coordination with the Washington State AuditorÓs Office for the cityÓs annual audit which on average represents approximately 800 auditor hours each year General ledger accounting Cash receipting including preparation of daily deposits for city departments Tracking and receipting telephone utility tax payments Tracking and receipting quarterly gambling tax payments Processing payroll and accounts payable for 118.25 full-time equivalent employees as well as seasonal and temporary employees Process approximately 4,000 accounts payable checks Project accounting, including grant accounting and processing reimbursement requests Advertise and call for applications for grants Advertise and call for applications for lodging tax grants 2024 Accomplishments Completed the implementation of the Financial Modules in the Enterprise ERP financial system Maintained a consistent level of service in payroll, accounts payable, budget development and periodic and annual financial report preparation and information technology services 42 Continued to provide adequate training opportunities to allow staff members to remain current with changes in pronouncements by the Governmental Accounting Standards Board (GASB) Completed the 2023 Annual Financial Report by May 29, 2024, and received a "clean audit opinion" from the Washington State Auditor's Office Continued to work with Community and Public Works to evaluate available funding for capital projects as well as the city's pavement management program Worked with other city departments to support the implementation of the city's Housing and Homeless programs 2025 Goals Complete the implementation of the Payroll and HR Modules of the Enterprise ERP financial system Maintain a consistent level of service in payroll, accounts payable, budget development, periodic and annual financial report preparation and information technology services Continue to provide adequate training opportunities to allow staff members to remain current with changes in pronouncements by the Governmental Accounting Standards Board (GASB) Complete the 2024 Annual Financial Report by May 30, 2025, and receive a "clean audit opinion" from the Washington State Auditor's Office Continue to work with Community and Public Works to evaluate available funding for capital projects as well as the city's pavement management program Continue to work with other city departments to support the implementation of the city's Housing and Homeless programs 43 City Services Department The City Services Department advances City Council goals and priorities by advancing the city, state and federal legislative initiatives, collaborating with community stakeholders, sharing information about services and programs and administering key city services. Essential Services Administration Assists in the development and implementation of city goals, work plans, and performance measures Legislative Services In concert with City Council priorities, leads the cityÓs effort to advance the city, state and federal legislative initiatives and priorities Monitors and analyzes regional, state and federal legislation, ordinances and policy changes Establishes and oversees the implementation of programs that support or advance economic development, transportation initiatives, community-based services or other city priorities Communications and Community Involvement Serves as a liaison to various civic and/or governmental organizations and committees, taskforces, boards and commissions; confers regularly with other municipalities, chamber of commerce, authorities and commissions Provide regular, timely, clear and accurate information to the community Provide opportunities where community members can get involved, share their thoughts and inform city decision-making Housing and Homelessness Provides first point of contact for residents seeking information or assistance with issues related to housing and homelessness Oversees the development and management of contracts with service providers for homeless outreach and other services Advance the cityÓs priorities in regional collaborative efforts focused on housing and homelessness Serves as the liaison for the cityÓs Homeless and Housing Task Force Real Estate and City Facilities Conducts studies to determine the best use of assets and develops plans to enhance the use of city property Coordinates and oversees the acquisition of various properties that advance city council goals and/or support programs Oversees the planning of new facilities and expansion, renovation and maintenance of existing facilities 44 2024 Accomplishments Managed and implemented a Homeless and Housing Program Participated in key regional homeless and housing committees Coordinated the Spokane Valley Homeless and Housing Task Force meetings Developed and assisted with the implementation of the city's state and federal legislative agenda Continued to establish strong relationships with regional stakeholders to advance city priorities and goals Provided regular, timely, clear and accurate information to the community Increased regular city communications with the addition of a weekly enewsletter and Nextdoor page Created easy-to-use city-branded communications templates for sta to share unified messaging 2025 Goals Continue to manage and implement a Homeless and Housing Program Continue to participate in key regional homeless and housing committees Coordinate the Spokane Valley Homeless and Housing Task Force meetings Develop and assist with the implementation of the city's state and federal legislative agenda Finalize a Strategic City Communications Plan Provide regular, timely, clear and accurate information to the community Engage community members and provide opportunities to get involved, share their thoughts and inform city decision-making Fully implement the communications guidelines so all city communications are unified, creative, professional and recognizable 45 City Facilities Division The City Services Administrator provides management and oversight of the city's Facilities Division, which is responsible for the overall operations and maintenance of the City Hall facility, the SVPD Police Precinct building, CenterPlace Regional Events Center and the Street Maintenance Shop, as well as any other city facilities that are acquired. The Facilities Division is responsible for grounds maintenance, janitorial services, lighting and maintenance of the HVAC and other building systems. Essential Services Manages the maintenance and development of city facilities, including the Precinct Building, which houses the Spokane Valley Police Department, District Court courtroom and ticket counter Implements facility operational changes Oversee service contracts including janitorial, groundkeeping, snow removal Plan maintenance and emergency work, perform routine safety inspections and ensure facilities are well-maintained Ensure facilities comply with state regulations, health and security standards, and energy efficiency requirements Ensure the safety and functionality of all facilities, including fire safety, elevators, and security monitoring Oversee facility renovations and upgrades 2024 Accomplishments Coordinated all maintenance, repairs and capital replacement activities for all city-owned facilities Continued to assist with City Hall repairs Coordinate maintenance and operation of new city facilities Began the implementation of the Clean Building requirements Pursued grant opportunities to address Clean Building requirements Addressed maintenance requests for all City facilities timely and efficiently Managed snow plowing, janitorial, landscaping and other miscellaneous contracts 2025 Goals Continue to coordinate all maintenance, repairs and capital replacement activities for all city-owned facilities Continue to assist with City Hall repairs Continue to pursue grant opportunities to address clean building requirements Develop an Operation and Maintenance Program for CenterPlace, City Hal, and the SVPD Precinct Continue to implement the Clean Building requirements Continue to address maintenance requests for all city facilities timely and efficiently Continue to manage snow plowing, janitorial, landscaping and other miscellaneous contracts 46 Information Technology Division The cityÓs Information Technology Division seeks to provide and support technology to best serve internal and external IT users. The IT Division is responsible for the design, maintenance and support of the city's data network, and maintains all primary computer applications, including the financial management and permitting systems. Essential Services Design, support and maintenance of cityÓs data and voice network Manage, procure and support cellular phones and mobile devices Research, order, deliver, repair and maintain all desktop, tablet, laptop and peripheral equipment Maintain and support primary computer applications Provide technical support of open public meetings, including the operation of live video conferencing applications and work with vendors involved with broadcast production of City Council meetings Secure and maintain the cityÓs data and voice network and related equipment to allow staff to provide services to the public Ensure public meetings are presented online in real-time Assist with cameras and security systems Ensure network security Fulfill public records Provide tech solutions to allow staff and City to provide services more effectively and efficiently 2024 Accomplishments Deploy and support work order management software for the signal shop, facilities maintenance and IT Maintain cybersecurity training program for city staff Continue with the assistance of financial software replacement Aid in the migration to a new Human Capital Management solution Manage network infrastructure to ensure minimum downtime for computer systems and phones Develop 24/7 cybersecurity monitoring solution by selecting the best partner for coverage after-hours 2025 Goals Manage cybersecurity training program for city staff Assist in onboarding of Human Capital Management solution Provide software application support to staff Maintain network infrastructure to minimize downtime for computer systems and phones Work through hardware replacement efficiently to ensure minimal downtime for staff Collaborate with staff to provide effective solutions while meeting budget goals 47 Human Resources Department The Human Resources (HR) Department is responsible for providing personnel consultation and employee services to the management of the City of Spokane Valley and its employees, supporting a motivated workforce to deliver quality services to the community. HR provides services in compensation, benefits, training and organizational development, staffing, employee relations, and communications, as well as risk management services. Essential Services Employee recruitment Labor relations Risk management ADA coordination and consultation Employee training Employee law compliance Compensation administration Policy development and administration Employee Wellness Program Performance management Benefit administration Employee onboarding Title VI coordination and response Human Resources is a key partner with city departments to ensure the organization has the talent to reach its many goals. With the support of the Wellness Committee, the City continues to achieve the WellCity Award by developing a qualified Wellness Program, which is anticipated to reduce employee healthcare expenses by more than $35,000 per year. The Human Resources office also provides Risk Management services to the City in the identification, assessment and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor and control the probability and/or impact of such risks. Further, the Human Resources Manager functions as the Americans with Disabilities Act (ADA) coordinator, guiding the cityÓs efforts to promote access to its citizens. As the cityÓs designated contact for persons requesting accommodation, the Human Resource Manager works with the public to provide reasonable access to city services. Human Resources prepares the City for the many changes in the external business environment, including increased governmental mandates and legislation, recruitment needs as the pool of skilled workers decreases, the increasing cost of labor and changing workforce demographics. 48 2024 Accomplishments Successfully negotiated a successor labor agreement to be implemented in 2025 Implemented innovative methods to recruit vacancies in the City Implement a new Human Resource Management System to replace current payroll software Supported employee wellness by attaining the AWC WellCity Award for 2024 Audited the City Fleet Policy to include the revaluation of city vehicles Continued to enhance the Human Resources information on the city's website 2025 Goals Implement personnel changes related to 2024 collective bargaining Provide citywide anti-harassment training to employees Deploy the new personnel/payroll system and resolve issues as needed Continue to implement systems/policies that enhance employee security within city facilities Attain the AWC WellCity Award for 2025 Reassess city fleet valuation for Washington Cities Insurance Authority coverage 49 Public Safety Public safety is the highest priority for the Spokane Valley City Council. The City meets its obligations to provide superior public safety for its citizens through contracts with Spokane County. Contract Administration is responsible for negotiating and administering all public safety contracts under the supervision and guidance of the Deputy City Manager. Contract Administration reviews cost estimates, final cost reconciliations and performance measures. Periodically, Contract Administration will review the contracts and re-negotiate the terms. Public Safety Service Contracts Administered Include: Animal Control Detention Services District Court Emergency Management Law Enforcement {ŷĻƩźŅŅ͸ƭ /ƚƒƒǒƓźƷǤ hƩźĻƓƷĻķ tƚƌźĭźƓŭ 9ŅŅƚƩƷ Λ{/ht9Μ Spokane Regional Emergency Communications (SREC) Pretrial Services Prosecutor Services Public Defender In 2025, public safety services will ğĭĭƚǒƓƷ ŅƚƩ ЏЍі ƚŅ ƷŷĻ ĭźƷǤ͸ƭ ƩĻĭǒƩƩźng expenditures. The majority of public safety funding is directed to Law Enforcement services. Given the amount of funding directed towards public safety and particularly law enforcement, details regarding services are important to źƓĭƌǒķĻ źƓ ƷŷĻ ĬǒķŭĻƷ Ʒƚ ƦƩƚǝźķĻ źƓŅƚƩƒğƷźƚƓ ƩĻŭğƩķźƓŭ ƷŷĻ {ƦƚƉğƓĻ ğƌƌĻǤ tƚƌźĭĻ 5ĻƦğƩƷƒĻƓƷ͸ƭ structure, the costs for various service units and the performance received. Details of the law enforcement services provided under the interlocal agreement are included on the following pages. 50 Table 1. Spokane Valley Police Department Staffing (pursuant to Interlocal Agreement) 20212022202320242025Change +/- Dedicated Administrative33333 Patrol6161616166+5 Traffic77778+1 Community Services11111 1 Behaviorial Health22222 Homeless Services01112+1 Domestic Violence11111 School Resource Officer44444 SVIU (Property and Drug Investigations)1212121215+3 Total Dedicated91929292102 Shared (Split with County) Investigations 33334+1 Major Crimes79999 Sex Crimes88888 Investigative Task Force11111 Regional Intelligence Group11122 Joint Terrorism Task Force11111 Safe Streets (Drugs and Gangs)55555 Emergency Operations Team22222 Administration (Technical and PIO)22222 Professional Standards11112+1 Training44444 Total Shared3537373840 1. Both BHU FTE are grant-funded but only one has been approved as a permenant position. Note: Ten new positions have been tentatively placed in positions subject to Council approval. 51 Table 2. City Costs by Spokane Valley Police Department Service Unit Service Unit2025% Dedicated Patrol$ 14,212,74944.5% SV Investigative Unit$ 2,990,0629.4% Traffic$ 1,842,2645.8% Valley Command Staff$ 1,374,3644.3% K-9$ 782,5512.5% School Resource Officers$ 811,4102.5% Domestic Violence$ 385,4751.2% Community Services$ 239,3100.7% Subtotal$ 22,638,184 70.9% Shared Investigations$ 2,952,0069.2% Property Drugs (Safe Streets)1,060,074$ 3.3% Regional Intelligence Group$ 942,5233.0% Emergency Operations Team$ 204,5340.6% Subtotal$ 5,159,13716.2% Special Units SWAT$ 294,4220.9% Tactical Team$ 31,5190.1% Helicopter$ 95,7560.3% Explosives Disposal$ 108,3360.3% Subtotal$ 530,0321.7% Support Dispatch$ 1,403,2864.4% Records$ 848,5262.7% Forensics$ 607,0501.9% SCOPE$ 208,9840.7% Property Room$ 422,2661.3% CAD/RMS Matinenance$ 90,2690.3% Reservists$ 10,7040.0% Subtotal$ 3,591,08511.3% Total$ 31,918,439100.0% - Training, PIO and Fleet costs are included in units above. Separately Budgeted Law Enforcement Costs Vehicles$ 910,000 Ten New Officers$ 2,325,032 52 Table 3. Workload indicators and Performance Measures (pursuant to Interlocal Agreement) 2020202120222023Average Workload indicators Citizen Calls for Service46,28751,03851,19353,19150,427 Calls with Deputy Response29,56328,94029,21729,32229,261 Deputy-Initiated Incidents15,15611,13312,93518,35714,395 Incidents Requiring Documentation10,99210,51111,88514,90712,074 Total Deputy Involved Incidents44,71940,07342,15247,67943,656 Traffic Stops7,8785,6585,7919,0277,089 Arrests2,3621,8412,3032,3962,226 Collisions Responded To1,4681,7711,7671,6991,676 Traffic Infractions2,1922,5592,8665,0453,166 Traffic Stops with Criminal Charges1,8561,3911,6091,7241,645 Property Crimes6,5206,1806,5895,5506,210 Person Crimes1,4811,2391,3711,2941,346 Cases Investigated2,0952,0962,3832,8432,354 Charges Filed1,507412735735847 Cases Reviewed6,9926,1076,3215,9856,351 Performance Measures Collisions Response Rate62%59%57%62%60% Collisions Per 1,000 population27.9327.5226.8525.7127.00 Property Crimes Per 1,00063.3259.1461.5251.6858.91 Person Crimes Per 1,00014.3811.8612.8012.0512.77 $ Value of Recovered Items$243,334$1,275,416$ 447,728$ 1,572,475$ 884,738 % of reviewed cases investigated (Property)30%34%38%36%34% Citizen Complaints/1,000 Incidents *0.130.330.400.7340% % of Complaints Sustained16.60%29.00%25.00%15.00%21% % Use of Force Within Policy100%100%100%99%100% Avg. Response Time Priority 10:05:110:04:510:09:550:06:190% Avg. Response Time Priority 20:17:070:23:240:28:450:20:422% Avg. Response Time Priority 30:38:480:48:160:55:330:44:213% % of Incidents Deputy-Initiated34%28%31%39%33% Average Day/Night Platoon Staffing6.136.306.606.34 Average Powershift Platoon Staffing1.610.921.801.44 53 Building & Code Enforcement Division The Building and Code Enforcement Division is responsible for implementing and enforcing the city and state building codes, as well as city development and property regulations. The division is divided into two sections, the Building Section and the Code Enforcement Section. Building The purpose of building codes, as adopted by the State and the City of Spokane Valley, is to promote the health, safety and welfare of the occupants or users of the building and structures and the public by requiring minimum performance standards for structural strength, exit systems, stability, sanitation, light, ventilation, energy conservation and fire safety through the following codes. International Building Code International Residential Code International Mechanical Code International Fuel Gas Code Uniform Plumbing Code International Fire Code International Existing Building Code International Wildland Urban Interface Code ICC A117.1 Standard for Accessible and Usable Buildings and Facilities Washington State Energy Code Implementation of these regulations through plan review and inspection of building construction projects assures that citizens can correctly assume that the buildings and structures in which they occupy are safe. Essential Services Commercial construction plan review Residential construction plan review Accessibility (handicap) plan review Commercial and residential construction inspection Permit intake, processing and issuance Permit coordination Code Enforcement The Code Enforcement Section is responsible for enforcing city codes related to private properties. This work includes investigating cases and conditions regarding junk vehicles, garbage, unsafe structures, various zoning violations, traffic safety hazards and sign code violations while maintaining a proactive enforcement model as directed by the administration. Code Enforcement personnel work with residents and business owners, helping to maintain both residential and commercial properties in a safe and clean condition. Work regularly 54 requires coordination with law enforcement and fire prevention personnel to mitigate life and fire safety hazards as well as working with the Spokane Regional Health Department and Housing and Homeless Coordinator staff on issues related to homeless individuals, senior citizens and families in distress. In addition, Code Enforcement acts as a community resource directing citizens to other service agencies for assistance as appropriate. 2024 Accomplishments Continued high level of Permit Center customer service to permittees and other agencies Provided final recommendation regarding replacement of the current permitting and code enforcement software Continued to improve the Code Enforcement program and public outreach/education Initiated partnership with regional permitting agencies towards the creation of local/in- house training programs for code professionals Coordinated several local in-person educational training for code staff Continued to implement additional mini-training presentations by staff for staff to support mutual understanding of various divisionÓs processes 2025 Goals Work with City Clerk staff to determine a process for scanning commercial address files and cataloging archived documents Enhance customer support/self-help guides available via the online permit portal Build on successful coordination efforts with local code officials to further improve consistency in code enforcement throughout the region Continue collaboration with police, fire, homeless and housing, and other agencies to address nuisance properties holistically Develop a method to better track and report data related to staff time dedicated to reinspection, rereview and reinvestigation of cases 55 Public Works: Administration Division The Public Works Department is comprised of three divisions, including the Administration Division, Engineering Division and Streets Maintenance Division. Additionally, the Public Works Department includes the Surface and Stormwater Utility Management and Solid Waste Program Management. The Administration Division is responsible for the management and direction of the Public Works Department within the City of Spokane Valley. In addition to managing the three operational divisions, the Administration Division is responsible for setting department goals, objectives, and policies. 2024 Accomplishments Continued ongoing coordination of operations with other local, regional and state entities Continued coordination of the city's comprehensive Pavement Preservation Program Finalized the review, recommendations and development of a new comprehensive Maintenance Shop that will meet the needs of all city maintenance staff Coordinated the development of a city-provided Traffic Signal Maintenance Shop due to the decrease in county-provided signal maintenance services Coordinated the multi-departmental effort in determining solid waste transfer, transport and disposal services for the future Developed a new Spokane County Interlocal Agreement for reciprocal road and traffic maintenance and miscellaneous services Reviewed and developed a new Interlocal Agreement with the Washington State Department of Transportation (WSDOT) for signal, luminaire, and intelligent transportation system maintenance and operations 2025 Goals Continue regional coordination of operations and maintenance with other local, regional and state entities Continue the process of evaluating and developing an Asset Management Program for the city's various utilities Coordinate a comprehensive review of city contracting codes and policies with the City Attorney's Office 56 Public Works: Engineering Division The Public Works Department is comprised of three divisions, including the Administration Division, Engineering Division and Streets Maintenance Division. Additionally, the Public Works Department includes the Surface and Stormwater Utility Management and Solid Waste Program Management. The Engineering Division is comprised of four sections, including the Capital Improvement Program, Development Engineering, Traffic Management and Operations and Utilities. Capital Improvement Program The Capital Improvement Program Section (CIP) plans, designs and constructs new facilities and maintains, preserves and reconstructs existing facilities owned by the City of Spokane Valley. These projects include roads, bridges, trails and civic and community buildings. This requires careful prioritized long-range planning, acquisition and management of state and federal grant funding, coordination with stakeholder groups and proficient project management. Essential Services Prioritize and coordinate submittal of grant requests for federal and state funding sources Implement the Pavement Management Program Develop the annual Six-Year Transportation Improvement Program (TIP) and the update of the current year TIP Manage Capital Projects in accordance with city, state, and federal requirements Coordinate with local utility companies Administer the bid and award process Provide construction administration, including inspection, documents and contract management for projects Ensure proper project closeout Ensure compliance with grant agency requirements Coordinate with Spokane Regional Transportation Council (SRTC) and other local, regional and state jurisdictions on the metropolitan transportation plan, regional transportation policies and projects Collaborate with other city departments and divisions, such as Street Maintenance, Stormwater, Traffic, Parks, Development Engineering and Economic Development 57 Development Engineering The Development Engineering Section (DE) ensures that land actions and commercial building site permits comply with adopted codes and standards for private infrastructure development through plan review and construction inspections. Development Engineering periodically updates the cityÓs development code and design standards pertaining to construction activities, ensuring adherence to federal and state requirements, as well as the cityÓs adopted Comprehensive Plan. As the City does not have surveyors, a surveying consultant reviews all surveying information provided in plats, binding site plans (BSPs), easements and right-of-way dedications to ensure accuracy and compliance with state law. Essential Services Provide engineering plan reviews in association with land use actions, property development and building permits Identify, develop and institute city code amendments as regulatory guidelines change Identify, develop and institute city design standard changes as regulatory standards change Provide construction oversight for various development and capital projects Review, issue and monitor grading permits Review, issue and monitor right-of-way permits Provide right-of-way inspections for various development and capital projects Traffic Management and Operations The Traffic Engineering Section (TE) provides traffic engineering services for safe and efficient multi-faceted transportation systems throughout the City. Traffic Engineering oversees the operation of traffic signals, the installation and maintenance of roadway signs and roadway channelization (striping). Traffic Engineering is also responsible for transportation planning and design in support of the CIP, private development projects and regional transportation efforts. Essential Services Optimize and coordinate traffic signal installation, maintenance and operation Oversee, monitor and develop mitigation measures for traffic congestion citywide Identify and schedule the collection of annual traffic data for the cityÓs principal roadway network Prepare traffic control, signal, signing and channelization plans and specifications in cooperation with capital projects Scope and review traffic studies for private development that utilizes the services of the cityÓs street network Identify projects that mitigate transportation impacts or correct deficiencies caused by the increased traffic volumes associated with new development Identify capital improvement projects that improve the transportation system throughout the City Develop Transportation Management Plans and studies that identify school zone safety, pedestrian and bike facilities Assist the DE and CIP sections in preparing grant applications for various projects that impact the cityÓs transportation network 58 Monitor motorized and non-motorized crashes to address safety concerns on the citywide street network Review Traffic Control Plans for compliance with the Manual on Uniform Traffic Control Devices Handbook (MUTCD) Provide review of Traffic Control Plans and permits for oversized loads, special events and transportation network access control Partner with the Washington State Department of Transportation (WSDOT), the Spokane Regional Transportation Council (SRTC), Spokane County and neighboring jurisdictions to coordinate regional transportation needs Coordinate with Spokane Regional Transportation Management Center (SRTMC) on transportation management within the City and region Implement, monitor and maintain the CityÓs Intelligent Transportation Systems (ITS) and Traffic Operations Center 2024 Accomplishments Implemented approved capital projects Administered state and federal funds received for capital projects Successfully acquired grant funds for many capital projects Began utility relocation efforts for the Pines Road Grade Separation Project Advanced the preliminary engineering phase of the Sullivan/Trent Interchange Project, including alternative selection Pursued opportunities to fund the construction of the Sullivan/Trent Interchange Project Continued to coordinate regional transportation issues with SRTC, WSDOT and other agencies Continued implementation of the enhanced Underground Injection Control (UIC) and National Pollution Discharge Elimination System (NPDES) programs Continued coordination of the update of the Solid Waste Management Plan with the Technical Advisory Group Processed record number of engineering permits and land use applications in a professional and timely manner and ensured consistency with city codes 2025 Goals Implement approved capital projects Administer state and federal funds received for capital projects Prepare and apply for grant applications for capital projects Begin the construction phase of the Pines Road Grade Separation Project Pursue opportunities to fund the construction of the Sullivan/Trent Interchange Project Continue to coordinate regional transportation issues with SRTC, WSDOT and other agencies Evaluate the potential to implement traffic impact fees citywide Finalize the update of the Solid Waste Management Plan, including review by the Department of Ecology Process engineering permits and land use applications in a professional and timely manner and ensure consistency with city codes Continue implementing Automated Traffic Signal Performance Measures (ATSPMs) across the traffic signal system network 59 Public Works: Street Maintenance Division The Public Works Department is comprised of three divisions, including the Administration Division, Engineering Division and Streets Maintenance Division. Additionally, the Public Works Department includes the Surface and Stormwater Utility Management and Solid Waste Program Management. The Street Maintenance Division is comprised of five sections, including Street System Maintenance, Winter Roadway Operations, Traffic Control System Maintenance, Bridge Maintenance and Fleet Management Program. The division provides responsive maintenance and repairs for approximately 461 centerline miles of city streets, accounts for the efficient and safe movement of both motorized and non-motorized vehicles, as well as pedestrians within the limits of the City, and coordinates convenient interconnect to the regional transportation system. Maintenance work includes snow and ice control, street pavement repairs, traffic signals and signs, landscaping and vegetation control, and many other street maintenance and repair activities. Street System Maintenance The Street Maintenance Division provides responsive maintenance and repairs for approximately 461 center line miles of city streets. Most street maintenance services provided are contracted services, under the oversight of city staff. Street and stormwater maintenance and repair account for over three million dollars annually to provide asphalt patching, crack sealing, gravel shoulder repairs, curb and sidewalk repairs, gravel road grading and stormwater repairs. The street sweeping contract provides routine monthly maintenance along with a dedicated full spring sweep and partial fall sweep, performed in conjunction with the stormwater management program. The contract for storm drain cleaning is responsible for cleaning drywells, catch basins, culverts, swale inlets and bridge drains. The City contracts for services that provide litter and trash control on arterial streets, weed control and trash clean up as requested, mowing, and maintaining all city dry land grass and snow removal from sidewalks on city-owned bridges and along critical roadways. Additionally, the City contracts for roadway landscaping services to maintain all city-owned rights-of-way and provide weed control on all major arterials including sidewalks. Essential Services Monitor the cityÓs street system network for immediate and ongoing repair and maintenance issues Provide Public Works emergency response to assist with windstorm and natural disaster debris and hazardous spills 60 Provide road repair activities including pothole repair, crack sealing and pavement surface management Coordinate and monitor street sweeping and storm drain cleaning activities Coordinate and monitor right-of-way landscape maintenance and litter control Winter Roadway Operations During the winter months, the Street Maintenance Division provides winter roadway operations using city forces and equipment, as well as contracted equipment and labor. The City maintains a fleet of snowplows, sanding trucks and liquid deicer trucks, which are available at momentÓs notice when winter storms appear. The city-owned snowplows are responsible for clearing of the Priority 1 and 2 roads, along with selected residential hillsides. In addition to city staff, the City contracts with outside labor forces to use city equipment to maintain 24-hour a day service. On those many occasions where residential plowing is necessary, the City contracts for road grader and operator services, as traditional snowplows are ineffective on residential roads. Essential Services Monitor winter weather events to assist in planning winter roadway operations Provide round-the-clock maintenance Apply deicer to bridges and intersections as winter temperatures dictate Remove snow and ice from arterial roadways continually during winter events Provide sidewalk snow removal, ice control, and storm inlet maintenance Organize and monitor contractors assigned to winter snow removal Traffic Control System Maintenance Traffic control system maintenance includes ongoing planning, preventative maintenance and emergency repairs of the cityÓs traffic management systems. The system includes a citywide Intelligent Traffic System (ITS), including nearly 80 signalized intersections, 20 miles of fiber optic cabling, traffic control cameras and all associated computer and software components. Additionally, the traffic control system includes roadway markings, streetlight systems, enhanced pedestrian crossing systems, school zone beacons and over 25,000 street signs. Essential Services Provide 24-hour standby and emergency repair Conduct routine, including weekly, monthly and annual system assessments Provide coordination with school districts for school zone beacons Provide traffic control system inspection for ITS and other capital projects Monitor, evaluate and coordinate the integrated traffic control system with the Spokane Regional Transportation Management Center (SRTMC) Coordinate the cityÓs major arterial traffic control systems for maintaining efficient traffic movements 61 Bridge Maintenance Program The City of Spokane ValleyÓs Bridge Maintenance Program combines cost effective actions and strategies to maximize the useful life of the ValleyÓs bridges. There are two types of maintenance; normal annual maintenance and maintenance work that is noted during bridge inspections. The objective of the program is to ensure public safety through inspection, maintenance, rehabilitation and replacement of the 13 city-owned bridges. Additionally, the City provides safety inspections on two bridges owned by the Union Pacific Railroad and one owned by Burlington Northern Railroad. Essential Services Conduct required bridge inspections and reporting Develop maintenance and repair programs for individual bridges Assist city maintenance staff and contracted workforces in necessary bridge maintenance efforts Develop and manage bridge load ratings and guidelines for all city bridges Develop, monitor and maintain a bridge capital project program Conduct bridge repairs and capital bridge projects Fleet Management Program The Fleet Management Program provides comprehensive efforts in maintaining and managing the cityÓs vehicle, snowplow and construction equipment fleet. The main purpose of the program is to oversee the cityÓs fleet to maintain an efficient and safe fleet for staff, in compliance with vehicle laws and regulations. Essential Services Monitor and maintain the city vehicle fleet in its entirety Maintain an inventory of all city-owned vehicles, snowplows and construction equipment Develop an overall fleet assessment and replacement plan to keep the fleet safe and reliable Plan and conduct fleet diagnostic services and preventative maintenance Respond to emergency, real-time, repair services Provide research and recommendations for asset replacement, following the identified plan or as necessary in emergencies 62 2024 Accomplishments Monitored Automated Traffic Signal Performance Measures (ASTMs) for Argonne Road, Pines Road and Sullivan Road corridors Completed Local Streets Program annual construction using pavement reconstruction and surface treatments Continued annual roadway maintenance and repair projects, including resurfacing several local and collector streets Continued winter roadway operations, including full-city plows during significant snow events Continued identifying funding opportunities for the entire Pavement Management Program Worked with other departments to develop a citywide, comprehensive Asset Management Program that will include transportation maintenance and operations facilities Coordinated the development of a city-provided Traffic Signal Maintenance Shop due to the decrease in county-provided signal maintenance services Developed a new Spokane County Interlocal Agreement for reciprocal road and traffic maintenance and miscellaneous services Reviewed and developed a new Interlocal Agreement with the Washington State Department of Transportation (WSDOT) for signal, luminaire, and intelligent transportation system maintenance and operations 2025 Goals Continue ongoing roadway and bridge maintenance and repairs Implement ATSPMs across a wider range of the signal network using existing software Continue annual roadway maintenance and repair efforts Continue winter operations Continue seeking funding opportunities for the entire Pavement Management Program Work with other departments in developing a citywide, comprehensive Asset Management Program, which will include transportation maintenance and operations facilities 63 Public Works: Stormwater Utility The Public Works Department Utilities Section oversees the cityÓs Surface and Stormwater Utility, manages the cityÓs contracts for solid waste collection and disposal, oversees the cityÓs floodplain management services and coordinates other utility issues on behalf of the City. The cityÓs Surface and Stormwater Utility manages the cityÓs efforts to collect, treat, store and discharge stormwater while managing the risks to public safety, health and property from flooding and erosion. The Utilities Section also monitors and implements the Clean Water Act requirements for stormwater discharges, including the implementation of the cityÓs National Pollutant Discharge Elimination System (NPSES) permit, Underground Injection Control (UIC) rules and monitoring regulations for discharges in Aquifer Protection Areas and Total Maximum Daily Load (TMDL) requirements for the Spokane River. The Utilities Section provides required annual reporting to the Washington State Department of Ecology. Finally, the Utilities Section is responsible for administering the National Flood Insurance Program (NFIP) within the City as required by the Federal Emergency Management Agency (FEMA). As part of these efforts, staff enforces local floodplain ordinances, assists homeowners and developers, and works with FEMA on determining local flood elevations. Essential Services Provide inventory, inspection and investigations for all city stormwater facilities Provide Geographic Information System (GIS) mapping related to stormwater facilities, both public and private, throughout the City Maintain the cityÓs compliance with all environmental and utility laws, codes and regulations Provide floodplain management services on behalf of the City Provide floodplain management services to other agencies and private entities Assist in the planning, design and construction of capital improvements throughout the City, focusing on project utility requirements Manage city street sweeping planning and operations Manage the operations and maintenance of all city storm drainage structures Represent the City in Stormwater Public Education and Outreach efforts Represent the City in regional solid waste and recycling efforts Provide management, implementation and oversight of the cityÓs Solid Waste Management Program Manage the cityÓs solid waste and recycling collection services contracts Represent the City on regional solid waste and recycling committees Represent the City on regional aquifer protection committees 64 2024 Accomplishments Finalized the hydrologic evaluation, with FEMA concurrence, for the Glenrose and Central Floodplan mapping Continued collaboration efforts with local, state and federal stormwater regulatory bodies Continued implementing the enhanced level of service standards for stormwater management Finalized the stormwater management study for the Ridgemont Estates neighborhood Inventory and mapping of all city stormwater facilities continued Continued ongoing stormwater maintenance and repairs utilizing in-house and contracted services Incorporated stormwater system improvements with other capital projects for efficiency Continued implementation of the enhanced Underground Injection Control (UIC) and National Pollution Discharge Elimination System (NPDES) programs Developed and implemented an in-house StormBill system to replace the county's system 2025 Goals Continue the hydraulic evaluation efforts for the Glenrose and Central Floodplain mapping for FEMA Continue collaboration efforts with local, state, and federal stormwater regulatory bodies Continue implementing the enhanced level of service standards for stormwater management Continue the inventory and mapping of all city stormwater facilities Continue ongoing stormwater maintenance and repairs utilizing in-house and contracted services Implement stormwater system improvements, integrating with other capital projects for efficiency Continue implementation of the enhanced UIC and NPDES programs Work with other departments in developing a citywide comprehensive Asset Management Program, which will include stormwater facilities 65 Economic Development Department The Economic Development Department strengthens and builds community identity by administering business retention, expansion and recruitment; tourism and economic development marketing; strategic initiatives and studies; coordination with regional partners; Geographical Information Systems (GIS); and current and long-range planning. The sections below provide additional information for the Economic Development Department programs. Essential Services Encourage a diverse and stable business environment Establish and maintain communication with various entities to promote and facilitate the implementation of the cityÓs economic development strategies Provide information and make connections for businesses to the City and other organizations providing funding, technical assistance and business support Collaborate with regional economic development partners to elevate our community for tourism, unique retailers and attractions that support our economy Conduct special studies and reports related to economic development priorities and projects Develop and implement strategies to promote business retention, expansion and recruitment Coordinate with business owners and developers to provide possible site locations, market research and related information to promote business development Maintain the Washington state business license database and review home business permit applications for compliance Use GIS technology to inform and engage citizens and business owners Develop and implement strategies to reduce homelessness and address its community impacts Create partnerships with housing developers to increase the supply of affordable housing Coordinate the Tourism Promotion Program to promote tourism and increase overnight stays at lodging facilities within the city boundaries Maintain the community's vision for growth in the city's Comprehensive Plan; review and revise the laws that regulate the use of property; and administer both the subdivision code and the zoning ordinance Evaluate the Comprehensive PlanÓs strategic actions and identify implementation measures 2024 Accomplishments Pursued grant opportunities to enhance economic development and tourism strategies Facilitated and managed the development of the cross country course at Flora Park to host championship events Collaborated with local, regional and state entities to bring greater awareness to partnership opportunities Continued to connect business owners in a variety of sectors with technical assistance Continued to initiate participation on key committees with economic development partners 66 Continued to engage partners, the public and stakeholders in economic development and tourism strategies Implemented marketing strategies and campaigns for skilled labor and business recruitment Continued to develop an outward-facing GIS application for the general public Developed a GIS application for planners to produce project maps and notice mailers Developed an in-house GIS stormwater billing application to assess fees for commercial and residential properties Developed a GIS application for updating/maintaining six-year TIP data Developed a stormwater structure GIS mobile application for in the field maintenance of existing data, and new data entry Developed a GIS field application for data/photo collection related to Flora Park trails, trees, other pertinent features Updated land capacity analysis scripting tools to identify vacant and partially used properties throughout the city Managed Retail Strategies to recruit new, interesting and unique retail businesses to the city Administered and managed the TPA Program, including coordination of the Hotel Commission and revenue-funded contracts Implemented the city's Five-Year Destination Marketing Plan and long-term strategies to grow destination tourism Promoted existing signature events that create city identify and a desirable place to live 2025 Goals Continue to develop the cross country course at Flora Park to host collegiate, post- collegiate and NCAA cross country events Improve retail sales in Spokane Valley to provide general fund revenues for city services Secure grant funding for the cross country course in collaboration with Spokane Sports Continue to meet with and provide direct technical assistance to Spokane Valley businesses Collaborate with partners to host business-focused webinars or workshops for small business owners Collaborate with the Spokane Valley Chamber of Commerce on workforce, a shop local campaign and youth entrepreneurship Continue to build out a GIS application for residential stormwater billing Utilize GIS to process land capacity analysis data to inform the periodic update and annexation Continue to build out an external GIS application for the general public and development community Increase collaboration between Spokane Valley event venues and city hotels to provide responses to conference and event RFPs Identify and implement a method for measuring the economic impact of TPA-funded programs and initiatives Explore opportunities for additional destination events in the City with a focus on youth sports Enhance the Discover the Valley website to improve customer experience and highlight the City in unique ways 67 Enhance the Economic Development website to reflect the city's current economic initiatives and goals for business growth Complete the land use permit processes for the Flora Road cross country complex Complete the draft update to the comprehensive plan and development regulations to maintain consistency with the GMA Continue to process land use applications in a timely and efficient manner 68 Planning Division The Planning Division within the Economic Development Department oversees both long-range and current planning for the City. The division oversees the development and implementation of the Comprehensive Plan, Shoreline Master Program and Housing Action Plan, including developing and processing amendments to the comprehensive plan, zoning, subdivision regulations and related procedural requirements. The division handles land use permit processing such as subdivisions, shoreline permits, conditional use permits, boundary line adjustments and zoning letters. The division also ensures the City maintains consistency with state laws like the Growth Management Act (GMA), Shoreline Management Act, State Environmental Policy Act, subdivisions and other related land use laws. Essential Services Ensure that the cityÓs plans are consistent with the Growth Management Act (RCW 36.70A) Ensure and document that the cityÓs plans are consistent with the Shoreline Management Act (RCW 90.58) Maintain the cityÓs compliance with the State Environmental Policy Act (SEPA RCW 43.21 C) Evaluate and process amendments to the Comprehensive Plan Evaluate and process amendments to the Spokane Valley Municipal Code Coordinate, evaluate and process short subdivisions, subdivisions, binding site plans, street vacations, conditional use permits and other land use permit applications Prepare and conduct required public hearings related to land use issues, code text amendments and city plan adoptions Maintain and provide city information, including demographics, planning data and comprehensive plan statistics to the US Census Bureau 2024 Accomplishments Collaborated with regional partners in long-range planning efforts related to the periodic update Continued to seek grants to support city planning initiatives and develop scopes of work for the periodic update Increased/expanded cross-training and training related to housing and long-range planning Continued to process land use development applications in a timely and efficient manner Reviewed and updated land use processes to ensure they were efficient and streamlined Started the periodic review as required by the Growth Management Act due in 2026 2025 Goals Develop a GMA-required public engagement plan for the periodic update Complete an analysis of the Comprehensive Plan, development regulations and critical areas for the periodic update Continue to process land use development applications in a timely and efficient manner Review and update land use processes to ensure they are efficient and streamlined Seek grants to support city planning initiatives and develop periodic update scopes of work Develop analyses for greenhouse gas and resiliency sub-elements 69 Parks and Recreation Department With offices located in the CenterPlace Regional Event Center, the Parks and Recreation Department consists of six divisions, including Parks Administration, Parks Maintenance, Recreation, Aquatics, Senior Center and CenterPlace. The department is comprised of nine FTEs with a Park Maintenance Worker position that will remain vacant in 2025. Parks Maintenance and Aquatics services are contracted with external businesses or agencies. The Parks and Recreation Department also provides various recreation programs, contracts with private recreation program providers, and maintains a database of local recreation programs and services to help match citizens with existing services. Parks Administration and Maintenance Provides and maintains quality parks that offer a diverse range of experiences in a safe and beautiful environment, providing enjoyable, restorative and memorable places to spend time and physical amenities that support and enhance active living and social interaction opportunities. Essential Services Implements the goals and objectives of the City Council Develops policies and procedures Facilitates the upkeep and use of parks, baseball fields, sand volleyball courts, basketball, tennis and pickleball courts and other public recreation areas, including the Appleway Trail and Centennial Trail Manages the park maintenance, aquatic operation and janitorial and event services contracts Works to acquire and develop new park facilities Coordinates facility maintenance at CenterPlace Issues and administers city special event permits Recreation Delivers diversified recreational and educational experiences for all ages, while fostering vigorous community partnerships and advocating health, wellness and physical activity. Essential Services Provides summer day camp, winter break camp, summer park program and outdoor movies Informs and engages the community to participate in available recreational programs through a variety of methods, including publication of seasonal recreation guides, social media posts and collaboration with the cityÓs e-newsletter 70 Coordinates and offers over 20 additional recreation programs year-round Works to actively engage partnerships to provide, enhance and offer additional recreational program opportunities for all community members. Partnerships include Spokane County Library District, YMCA, Spokane Parks Foundation, local school districts, City of Spokane Parks and Recreation, Evergreen Regional Volleyball Association, Spokane Indians Youth Baseball, Coyle Outside, Skyhawks and Supertots, Spokane Dance Class, Western Dance Association and more Maintains a database of local recreation programs and services to help match citizens with existing providers Aquatics The City of Spokane Valley owns three outdoor swimming pools that offer public open swim opportunities, drowning prevention through swim lessons, adult exercise programs, swim team and private facility rentals. The daily operation and maintenance of the cityÓs pools is provided through a contract with YMCA of the Inland Northwest with programming facilitated through the Recreation Division. In addition, the City leases a portion of Valley Mission Park to Splash Down, a privately-operated family water park. CenterPlace Regional Event Center Promotes corporate and private events that help stimulate our local economy, produce customized, high-quality events and provide an experience that showcases Spokane Valley values. Essential Services Regional focal point for Northeastern Washington, Northern Idaho and Western Montana 54,000 square foot facility located in Mirabeau Point Park Open seven days a week, the facility is also the home of the Parks and Recreation Department and the Spokane Valley Senior Center Reserves and rents to over 1,000 educational, corporate and social events annually Manages food services and marketing contracts Partners with Spokane Community College, Central Valley School District and Spokane Valley Farmers Market Manages outdoor venues and interior rooms including West Lawn Plaza, Great Room, Fireside Lounge, Auditorium, numerous large and small meeting rooms and commercial kitchen 71 Spokane Valley Senior Center Empowers adults 50+ for personal independence, healthy aging, social connection and life-long learning experiences, serves as a hub and focal point, complements existing services, provides programs, activities and opportunities for the aging population and operates as a multi-purpose senior center to provide health, social, educational, referral and recreational services. Support Services Supports the Spokane Valley Senior Center at CenterPlace from 8 a.m. to 4 p.m. Monday through Friday Coordinates activities and programming schedules within the building Coordinates needed senior center maintenance with the cityÓs Facilities Division Facilitates Meals on Wheels program and supports the SVSCA with an active membership of over 1,000 Attends SVSCA Board Meetings and acts as liaison between SVSCA and City 2024 Accomplishments Implemented new Park Maintenance contracts for designated parks, signature parks, trails and janitorial services Recruited and trained new Parks Administrative Assistant and migrated financial transactions to the new EERP system Initiated the required six-year update to Parks and Recreation Master Plan Implemented a donation agreement with RAVE Foundation for a new soccer mini-pitch at Balfour Park Applied for RCO Local Parks and LLWCF funding for Balfour Park Playground and Spray Park Worked with Economic Development to advance Flora Property cross country course development Established MOU with DNR for public access to the 100-acre Pinecroft Natural Area Preserve at Mirabeau Park 2025 Goals Continue to manage new Park Maintenance contracts Complete the required six-year update to the Parks and Recreation Master Plan Implement Park Sponsorship and Fundraising Services Agreement with Spokane Parks Foundation Launch Capital Fundraising Campaign for Balfour Park Develop Phase 2 improvements at Greenacres Park with RCO Local Parks and LWCF grant awards Continue to work with Economic Development to develop the Flora Property Cross Course Develop basic public access infrastructure at Flora, Summerfield and Ponderosa properties Implement public access to DNR 100-acre Pinecroft Natural Area Preserve at Mirabeau Park 72 CITY OF SPOKANE VALLEY, WA 2025 Budget Summary EstimatedEstimated BeginningEnding FundFundTotalFund Annual Appropriation FundsNo.BalanceRevenuesSourcesAppropriationsBalance General Fund00138,854,88863,655,30064,767,74464,767,74437,742,444 Street Fund1014,068,6819,362,90013,431,5819,250,0854,181,496 Paths & Trails Fund10357,82010,30068,120068,120 Hotel/Motel Tax - Tourism Facilities Fund1042,018,390790,0002,808,39002,808,390 Hotel/Motel Tax Fund105228,031920,0001,148,031923,000225,031 Solid Waste1061,194,636320,0001,514,636119,2891,395,347 PEG Fund107230,91160,000290,91173,000217,911 Affordable & Supportive Housing Sales Tax Fund1081,008,632215,0001,223,63201,223,632 Tourism Promotion Area Fund109300,7401,300,0001,600,7401,275,000325,740 Homeless Housing Program Fund110126,547290,000416,547344,00072,547 Transportation Benefit District Fund11102,785,0002,785,0002,785,0000 CenterPlace Operating Reserve Fund120300,0000300,0000300,000 Service Level Stabilization Fund1216,339,854288,0006,627,85406,627,854 Winter Weather Reserve Fund122554,56815,000569,568500,00069,568 LTGO Bond Debt Service Fund2040970,950970,950970,9500 REET 1 Capital Projects Fund3015,382,1271,700,0007,082,1271,728,1505,353,977 REET 2 Capital Projects Fund3024,585,8091,775,0006,360,8091,891,9504,468,859 Street Capital Projects3031,969,3556,488,6458,458,0006,488,6451,969,355 Park Capital Projects Fund309292,7581,861,7612,154,5191,861,761292,758 Civic Facilities Capital Projects Fund31020,4741,20021,674021,674 Pavement Preservation Fund3112,178,1443,888,4116,066,5552,050,0004,016,555 Capital Reserve Fund31212,508,315650,00013,158,3154,990,1238,168,192 Railroad Grade Separation Projects Fund314346,49441,241,19741,587,69141,241,197346,494 Transportation Impact Fees Fund3151,437,793430,0001,867,79301,867,793 Economic Development Capital Projects Fund31600000 84,004,967139,018,664185,281,187141,259,89481,763,737 EstimatedEstimated BeginningEnding FundWorkingTotalWorking Working Capital FundsNo.CapitalRevenuesSourcesAppropriationsCapital Stormwater Management Fund4023,552,8196,260,0009,812,8195,692,8214,119,998 Aquifer Protection Area Fund4031,055,24820,0001,075,2481,000,00075,248 Equipment Rental & Replacement Fund5011,164,922579,7001,744,622185,0001,559,622 Risk Management Fund502340,325904,8001,245,125900,000345,125 Public Safety Equipment Replacement Fund5031,473,722473,7221,947,44401,947,444 Passthrough Fees & Taxes6320600,000600,000600,0000 7,587,0368,838,22216,425,2588,377,8218,047,437 Total of all Funds91,592,003147,856,886201,706,445149,637,71589,811,174 73 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% #001 - GENERAL FUND RECURRING ACTIVITY Revenues Property Tax13,824,900013,824,90014,081,000256,1001.85% Sales Tax33,709,600(1,183,000)32,526,60033,000,000473,4001.46% Sales Tax - Public Safety 1,600,80001,600,8001,609,4008,6000.54% Sales Tax - Criminal Justice2,818,50002,818,5002,833,70015,2000.54% Gambling Tax and Leasehold Excise Tax485,0000485,000523,00038,0007.84% Franchise Fees/Business Registration1,370,00001,370,0001,320,000(50,000)(3.65%) State Shared Revenues2,469,40002,469,4002,527,40058,0002.35% Fines and Forfeitures/Public Safety500,6000500,600482,100(18,500)(3.70%) Community and Public Works3,481,90003,481,9003,616,900135,0003.88% Recreation Program Revenues607,2000607,200658,10050,9008.38% Grant Proceeds120,000(100,000)20,000437,000417,0002085.00% Miscellaneous Department Revenue87,000087,00087,00000.00% Miscellaneous & Investment Interest1,211,20001,211,2002,105,700894,50073.85% Transfers in - #105 (h/m tax-CP advertising)30,000030,00030,00000.00% (recording fees H&H Services) Transfers in - #110 0290,000290,000344,00054,00018.62% Total Recurring Revenues62,316,100(993,000)61,323,10063,655,3002,332,2003.80% Expenditures City Council721,40750,000771,407754,111(17,296)(2.24%) City Manager863,88319,091882,974858,450(24,524)(2.78%) City Attorney932,980133,4021,066,382983,089(83,293)(7.81%) City Services1,301,72522,8431,324,5681,451,798127,2309.61% Public Safety35,251,248035,251,24837,841,9772,590,7297.35% Additional Positions0002,325,0322,325,0320.00% Deputy City Manager595,02315,203610,226637,38127,1554.45% Finance1,422,45834,6981,457,1561,506,68449,5283.40% Human Resources380,5338,584389,117402,28013,1633.38% Information Technology446,17811,206457,384445,653(11,731)(2.56%) Facilities1,313,68538,2381,351,9231,395,75143,8283.24% Public Works - Administration400,4279,005409,432380,647(28,785)(7.03%) Engineering2,015,43041,2512,056,6812,021,088(35,593)(1.73%) Building2,240,95644,7062,285,6622,125,485(160,177)(7.01%) Economic Development1,189,80618,7081,208,5141,252,28043,7663.62% Planning1,081,09018,0431,099,1331,112,22713,0941.19% Parks & Rec - Administration720,793(211,611)509,182469,981(39,201)(7.70%) Parks & Rec - Maintenance1,398,583935,5822,334,1652,424,04389,8783.85% Parks & Rec - Recreation 346,3103,637349,947361,23511,2883.23% Parks & Rec - Aquatics569,2000569,200677,500108,30019.03% Parks & Rec - Senior Center33,99478834,78235,2024201.21% Parks & Rec - CenterPlace675,9809,232685,212724,62839,4165.75% General Government1,707,54001,707,5401,663,450(44,090)(2.58%) (2016 LTGO debt service) Transfers out - #204 398,9500398,950401,5502,6000.65% Transfers out - #309 (park capital projects)160,0000160,0000(160,000)(100.00%) (pavement preservation) Transfers out - #311 1,021,90001,021,9000(1,021,900)(100.00%) Transfers out - #501 (IT equip reserve)86,500086,50092,5006,0006.94% (insurance premium) Transfers out - #502 700,0000700,000900,000200,00028.57% Transfers out - #503 (public safety equipment)0473,722473,7220(473,722)(100.00%) Total Recurring Expenditures57,976,5791,676,32859,652,90763,244,0223,591,1156.02% Recurring Revenues Over (Under) Recurring Expenditures4,339,521(2,669,328)1,670,193411,278 74 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% #001 - GENERAL FUND - continued NONRECURRING ACTIVITY Revenues Grant Proceeds (CLFR) 0159,000159,0000(159,000)(100.00%) (Comp Plan amendment) Grant Proceeds 325,0000325,0000(325,000)(100.00%) Transfers in - #312 (City Hall Repairs) 01,424,0001,424,0000(1,424,000)(100.00%) (Pub Safety Space Planning) Transfers in - #312 0122,200122,2000(122,200)(100.00%) Total Nonrecurring Revenues325,0001,705,2002,030,2000(2,030,200)(100.00%) Expenditures General Government - IT capital replacements152,5000152,50050,000(102,500)(67.21%) (UTV) Public Safety 36,000036,0000(36,000)(100.00%) Public Safety (police vehicle replacements)000910,000910,0000.00% Public Safety (public safety space planning)0122,200122,2000(122,200)(100.00%) Facilities (Precinct repairs & improvements)155,0000155,00030,000(125,000)(80.65%) (electric man-lift) Facilities 20,000020,0000(20,000)(100.00%) Facilities (CenterPlace repairs & improvements)241,0000241,00060,000(181,000)(75.10%) (Clean building requirements) Facilities 085,00085,0000(85,000)(100.00%) Facilities (Demolish Balfour Facility)0155,000155,0000(155,000)(100.00%) (CenterPlace audit for energy retrofit) Facilities021,00021,0000(21,000)(100.00%) Parks & Rec (replace banquet chair at CP)150,0000150,0000(150,000)(100.00%) (motorized shades for Great Room) Parks & Rec 25,000025,0000(25,000)(100.00%) Communications (Police staffing comm outreach)017,00017,0000(17,000)(100.00%) City Hall Repairs01,424,0001,424,0000(1,424,000)(100.00%) CLFR Related Project Expenditures03,131,0003,131,0000(3,131,000)(100.00%) Financial Software Capital Costs0550,000550,0000(550,000)(100.00%) Transfers out - #101 (Street Fund operations)4,592,923(1,392,500)3,200,4230(3,200,423)(100.00%) ('22 fund bal >50%) Transfers out - #312 04,397,8324,397,8320(4,397,832)(100.00%) Transfers out - #501 (park maint vehicles)085,00085,0000(85,000)(100.00%) (Public Safety Equip Replc) Transfers out - #503 01,000,0001,000,000473,722(526,278)(52.63%) Total Nonrecurring Expenditures5,372,4239,595,53214,967,9551,523,722(13,444,233)(89.82%) Nonrecurring Revenues Over (Under) Nonrecurring Expenditures(5,047,423)(7,890,332)(12,937,755)(1,523,722) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures(707,902)(10,559,660)(11,267,562)(1,112,444) Beginning unrestricted fund balance50,122,45050,122,45038,854,888 Ending unrestricted fund balance49,414,54838,854,88837,742,444 Fund balance as a percent of recurring expenditures85.23%65.13%59.68% General Fund Summary Total revenues62,641,100712,20063,353,30063,655,300 Total expenditures63,349,00211,271,86074,620,86264,767,744 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures(707,902)(10,559,660)(11,267,562)(1,112,444) Beginning unrestricted fund balance50,122,45050,122,45038,854,888 Ending unrestricted fund balance49,414,54838,854,88837,742,444 75 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% SPECIAL REVENUE FUNDS #101 - STREET FUND RECURRING ACTIVITY Revenues Utility Tax900,0000900,000900,00000.00% Motor Vehicle Fuel (Gas) Tax1,950,70001,950,7001,969,70019,0000.97% Multimodal Transportation Revenue137,5000137,500138,2007000.51% Right-of-Way Maintenance Fee100,0000100,000100,00000.00% Solid Waste Road Wear Fee 1,700,00001,700,0001,700,00000.00% Investment Interest10,000010,00010,00000.00% Miscellaneous10,000010,00010,00000.00% Transfer in - #11101,392,5001,392,5002,785,0001,392,500100.00% Total Recurring Revenues4,808,2001,392,5006,200,7007,612,9001,412,20022.77% Expenditures Wages / Benefits / Payroll Taxes1,641,850259,8511,901,7011,875,610(26,091)(1.37%) Street Program2,986,150(730,825)2,255,3252,044,287(211,038)(9.36%) Maintenance Shop24,550024,55030,3225,77223.51% Winter Operations1,564,46401,564,4641,053,299(511,165)(32.67%) Bridge Program68,750068,75068,000(750)(1.09%) Local Street Program1,579,56001,579,5600(1,579,560)(100.00%) Traffic Program6,000888,365894,3651,177,367283,00231.64% Intergovernmental Payments1,160,000(385,000)775,000745,000(30,000)(3.87%) (non-plow vehicle rental) Vehicle rentals - #501 41,950041,95071,20029,25069.73% Vehicle rentals - #501 (plow replace.)300,0000300,000300,00000.00% Total Recurring Expenditures9,373,27432,3919,405,6657,365,085(2,040,580)(21.70%) Recurring Revenues Over (Under) Recurring Expenditures(4,565,074)1,360,109(3,204,965)247,815 NONRECURRING ACTIVITY Revenues Transfers in - #0014,592,923(1,392,500)3,200,4230(3,200,423)(100.00%) Transfers in - #3120001,750,0001,750,0000.00% Total Nonrecurring Revenues4,592,923(1,392,500)3,200,4231,750,000(1,450,423)(45.32%) Expenditures Capital Equipment Replacement Programs225,0000225,000135,000(90,000)(40.00%) Local Street Program0001,750,0001,750,0000.00% Bridge Replacement Program25,000025,0000(25,000)(100.00%) Traffic Signal Program Tools & Equipment057,37557,3750(57,375)(100.00%) Traffic Signal Program Office Furniture014,00014,0000(14,000)(100.00%) Transfers out - #501 (Bucket Truck/Vehicles signal pro 0205,000205,0000(205,000)(100.00%) Total Nonrecurring Expenditures250,000276,375526,3751,885,0001,358,625258.11% Nonrecurring Revenues Over (Under) Nonrecurring Expenditures4,342,923(1,668,875)2,674,048(135,000) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures(222,151)(308,766)(530,917)112,815 Beginning fund balance4,599,5984,599,5984,068,681 Ending fund balance4,377,4474,068,6814,181,496 Street Fund Summary Total revenues9,401,12309,401,1239,362,900 Total expenditures9,623,274308,7669,932,0409,250,085 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures(222,151)(308,766)(530,917)112,815 Beginning unrestricted fund balance4,599,5984,599,5984,068,681 74,068,6814,181,496 Ending unrestricted fund balance4,377,44 76 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% SPECIAL REVENUE FUNDS - continued #103 - PATHS & TRAILS FUND Revenues Motor Vehicle Fuel (Gas) Tax8,20008,2008,3001001.22% Investment Interest1,00001,0002,0001,000100.00% Total revenues9,20009,20010,3001,10011.96% Expenditures Transfers out - #309 000000.00% Total expenditures000000.00% Revenues over (under) expenditures9,2009,20010,300 Beginning fund balance48,62048,62057,820 Ending fund balance57,82057,82068,120 #104 - HOTEL / MOTEL TAX - TOURISM FACILITIES FUND Revenues Hotel/Motel Tax600,0000600,000590,000(10,000)(1.67%) Investment Interest 80,000080,000200,000120,000150.00% Transfers in - #1050793,575793,5750(793,575)(100.00%) Total revenues680,000793,5751,473,575790,000(683,575)(46.39%) Expenditures Transfer out - #316 (cross country course) 04,400,0004,400,0000(4,400,000)(100.00%) Total expenditures04,400,0004,400,0000(4,400,000)(100.00%) Revenues over (under) expenditures680,000(2,926,425)790,000 Beginning fund balance4,944,8154,944,8152,018,390 Ending fund balance5,624,8152,018,3902,808,390 #105 - HOTEL / MOTEL TAX FUND Revenues Hotel/Motel Tax900,0000900,000900,00000.00% Investment Interest 10,000010,00020,00010,000100.00% Total revenues910,0000910,000920,00010,0001.10% Expenditures Transfers out - #00130,000030,00030,00000.00% Transfers out - #1040793,575793,5750(793,575)(100.00%) Tourism Promotion1,252,200(793,575)458,625893,000434,37594.71% Total expenditures1,282,20001,282,200923,000(359,200)(28.01%) Revenues over (under) expenditures(372,200)(372,200)(3,000) Beginning fund balance600,231600,231228,031 Ending fund balance228,031228,031225,031 #106 - SOLID WASTE FUND Revenues Solid Waste Administrative Fee250,0000250,000250,00000.00% Investment Interest40,000040,00070,00030,00075.00% Total revenues290,0000290,000320,00030,00010.34% Expenditures Wages / Benefits / Payroll Taxes00049,28949,2890.00% Education & Contract Administration290,0000290,00070,000(220,000)(75.86%) Total expenditures290,0000290,000119,289(170,711)(58.87%) Revenues over (under) expenditures00200,711 Beginning fund balance1,194,6361,194,6361,194,636 Ending fund balance1,194,6361,194,6361,395,347 77 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% SPECIAL REVENUE FUNDS - continued #107 - PEG FUND Revenues Comcast PEG Contribution63,000063,00055,000(8,000)(12.70%) Investment Interest 3,00003,0005,0002,00066.67% Total revenues66,000066,00060,000(6,000)(9.09%) Expenditures PEG Reimbursement - CMTV39,500039,50039,50000.00% Capital Outlay33,500033,50033,50000.00% Total expenditures73,000073,00073,00000.00% Revenues over (under) expenditures(7,000)(7,000)(13,000) Beginning fund balance237,911237,911230,911 Ending fund balance230,911230,911217,911 #108 - AFFORDABLE & SUPPORTIVE HOUSING SALES TAX Revenues Affordable & Supportive Housing Sales Tax200,0000200,000200,00000.00% Investment Interest8,00008,00015,0007,00087.50% Total revenues208,0000208,000215,0007,0003.37% Expenditures Operations000000.00% Total expenditures000000.00% Revenues over (under) expenditures208,000208,000215,000 Beginning fund balance800,632800,6321,008,632 Ending fund balance1,008,6321,008,6321,223,632 #109 - TOURISM PROMOTION AREA FUND Revenues Tourism Promotion Area Fee1,200,00001,200,0001,300,000100,0008.33% Total revenues1,200,00001,200,0001,300,000100,0008.33% Expenditures Professional Services1,200,000381,0001,581,0001,275,000(306,000)(19.35%) Total expenditures1,200,000381,0001,581,0001,275,000(306,000)(19.35%) Revenues over (under) expenditures0(381,000)25,000 Beginning fund balance681,740681,740300,740 Ending fund balance681,740300,740325,740 #110 - HOMELESS HOUSING PROGRAM FUND Revenues Recording Fees640,000(350,000)290,000290,00000.00% Total revenues640,000(350,000)290,000290,00000.00% Expenditures Transfer out - #0010290,000290,000344,00054,00018.62% Total expenditures0290,000290,000344,00054,00018.62% Revenues over (under) expenditures640,0000(54,000) Beginning fund balance126,547126,547126,547 Ending fund balance766,547126,54772,547 78 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% SPECIAL REVENUE FUNDS - continued #111- TRANSPORTATION BENEFIT DISTRICT FUND Revenues Vehicle License Fees01,392,5001,392,5002,785,0001,392,500100.00% Total revenues01,392,5001,392,5002,785,0001,392,500100.00% Expenditures Transfer out - #10101,392,5001,392,5002,785,0001,392,500100.00% Total expenditures01,392,5001,392,5002,785,0001,392,500100.00% Revenues over (under) expenditures000 Beginning fund balance000 Ending fund balance000 #120 - CENTER PLACE OPERATING RESERVE FUN D Revenues Investment Interest000000.00% Miscellaneous000000.00% Total revenues000000.00% Expenditures Operations000000.00% Total expenditures000000.00% Revenues over (under) expenditures000 Beginning fund balance300,000300,000300,000 Ending fund balance300,000300,000300,000 #121 - SERVICE LEVEL STABILIZATION RESERVE FUND Revenues Investment Interest0288,000288,000288,00000.00% Transfers in - #312 0400,000400,0000(400,000)(100.00%) Total revenues0688,000688,000288,000(400,000)(58.14%) Expenditures Operations000000.00% Total expenditures000000.00% Revenues over (under) expenditures0688,000288,000 Beginning fund balance5,651,8545,651,8546,339,854 Ending fund balance5,651,8546,339,8546,627,854 #122 - WINTER WEATHER RESERVE FUND Revenues Investment Interest6,00006,00015,0009,000150.00% Transfers in - #001000000.00% Subtotal revenues6,00006,00015,0009,000150.00% Expenditures Street maintenance expenditures500,0000500,000500,00000.00% Total expenditures500,0000500,000500,00000.00% Revenues over (under) expenditures(494,000)(494,000)(485,000) Beginning fund balance548,568548,568554,568 Ending fund balance54,56854,56869,568 79 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% DEBT SERVICE FUNDS #204 - LTGO BOND DEBT SERVICE FUND Revenues Spokane Public Facilities District551,6000551,600569,40017,8003.23% Transfers in - #001398,9500398,950401,5502,6000.65% Total revenues950,5500950,550970,95020,4002.15% Expenditures Debt Service Payments - CenterPlace551,6000551,600569,40017,8003.23% Debt Service Payments - City Hall398,9500398,950401,5502,6000.65% Total expenditures950,5500950,550970,95020,4002.15% Revenues over (under) expenditures000 Beginning fund balance000 Ending fund balance000 CAPITAL PROJECTS FUNDS #301 - REET 1 CAPITAL PROJECTS FUND Revenues REET 1 - Taxes1,500,00001,500,0001,500,00000.00% Investment Interest90,000090,000200,000110,000122.22% Total revenues1,590,00001,590,0001,700,000110,0006.92% Expenditures Transfers out - #303897,3120897,312356,000(541,312)(60.33%) (pavement preservation) Transfers out - #311 1,170,35001,170,3501,372,150201,80017.24% Transfers out - #31480108010(801)(100.00%) Total expenditures2,068,46302,068,4631,728,150(340,313)(16.45%) Revenues over (under) expenditures(478,463)(478,463)(28,150) Beginning fund balance5,860,5905,860,5905,382,127 Ending fund balance5,382,1275,382,1275,353,977 #302 - REET 2 CAPITAL PROJECTS FUND Revenues REET 2 - Taxes1,500,00001,500,0001,500,00000.00% Investment Interest100,0000100,000275,000175,000175.00% Total revenues1,600,00001,600,0001,775,000175,00010.94% Expenditures Transfers out - #303440,437352,711793,148483,300(309,848)(39.07%) Transfers out - #311 (pavement preservation)1,170,35001,170,3501,372,150201,80017.24% Transfers out - #314182,500146,823329,32336,500(292,823)(88.92%) Total expenditures1,793,287499,5342,292,8211,891,950(400,871)(17.48%) Revenues over (under) expenditures(193,287)(692,821)(116,950) Beginning fund balance5,278,6305,278,6304,585,809 Ending fund balance5,085,3434,585,8094,468,859 80 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% CAPITAL PROJECTS FUNDS - continued #303 - STREET CAPITAL PROJECTS FUND Revenues Grant Proceeds6,949,896419,0007,368,8964,480,512(2,888,384)(39.20%) Developer588,130221,000809,130968,833159,70319.74% Transfers in - #301897,3120897,312356,000(541,312)(60.33%) Transfers in - #302440,437352,711793,148483,300(309,848)(39.07%) Transfers in - #312 000200,000200,0000.00% Total revenues8,875,775992,7119,868,4866,488,645(3,379,841)(34.25%) Expenditures 300Pines and Mission Intersection Improvement1,599,25601,599,25620,000(1,579,256)(98.75%) 313Barker Rd/Union Pacific Crossing50,000050,0001,060,8451,010,8452021.69% 320Sullivan Preservation - Sprague to 8th5,00005,0000(5,000)(100.00%) 321Argonne Corridor Imprv - North of Knox19,608019,60821,5001,8929.65% 3262020 Citywide Retroreflective Post Plates000126,200126,2000.00% 327Sprague Stormwater & Crossing Project2,365,00002,365,0000(2,365,000)(100.00%) 329Barker Road Imp- City Limits to Appleway50,000050,0002,793,1002,743,1005486.20% 346Bowdish Sidewalk 12th to 22nd2,106,77702,106,77740,000(2,066,777)(98.10%) 347Broadway and Park Intersection410,1340410,1340(410,134)(100.00%) 348Barker Road Improvements- Appleway to I900221,000221,0000(221,000)(100.00%) 349Trent Ave Access Control Safety Improvements0419,000419,0000(419,000)(100.00%) 351Barker Road Imp - Sprague to Appleway595,0000595,000255,000(340,000)(57.14%) 35416th Ave Preservation - Evergreen to Adams0352,711352,7110(352,711)(100.00%) 366S. Sullivan Preservation - 8th to 12th000252,000252,0000.00% 367Subarea Transportation Plan000200,000200,0000.00% Argonne Bridge675,0000675,000720,00045,0006.67% Contingency1,000,00001,000,0001,000,00000.00% Total expenditures8,875,775992,7119,868,4866,488,645(3,379,841)(34.25%) Revenues over (under) expenditures000 Beginning fund balance1,969,3551,969,3551,969,355 Ending fund balance1,969,3551,969,355 1,969,355 Note: Work performed for pavement preservation projects out of the Street Capital Projects Fund is for items such as sidewalk upgrades that were bid with the pavement preservation work. #309 - PARK CAPITAL PROJECTS FUND Revenues Grant Proceeds0001,561,7611,561,7610.00% Transfers in - #001160,0000160,0000(160,000)(100.00%) Transfers in - #312 220,000326,299546,299300,000(246,299)(45.09%) Total revenues380,000326,299706,2991,861,7611,155,462163.59% Expenditures 316Balfour Park improvements Phase 120,000530,000550,0000(550,000)(100.00%) 328Sullivan Park water line02,0002,0000(2,000)(100.00%) Greenacres Park Phase 2200,0000200,0001,861,7611,661,761830.88% Total expenditures220,000532,000752,0001,861,7611,109,761147.57% Revenues over (under) expenditures160,000(45,701)0 Beginning fund balance338,459338,459292,758 Ending fund balance498,459292,758292,758 81 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% CAPITAL PROJECTS FUNDS - continued #310 - CIVIC FACILITIES CAPITAL PROJECTS FUND Revenues Investment Interest 1,20001,2001,20000.00% Total revenues1,20001,2001,20000.00% Expenditures Transfer out - #309 (Balfour Park) 000000.00% Total expenditures000000.00% Revenues over (under) expenditures1,2001,2001,200 Beginning fund balance19,27419,27420,474 Ending fund balance20,47420,47421,674 #311 - PAVEMENT PRESERVATION Revenues Transfers in - #0011,021,90001,021,9000(1,021,900)(100.00%) Transfers in - #3011,170,35001,170,3501,372,150201,80017.24% Transfers in - #3021,170,35001,170,3501,372,150201,80017.24% Transfers in - #3120001,032,1001,032,1000.00% Grant Proceeds0358,362358,362112,011(246,351)(68.74%) Total revenues3,362,600358,3623,720,9623,888,411167,4494.50% Expenditures Pavement preservation3,500,0002,120,1655,620,1652,000,000(3,620,165)(64.41%) Pre-project GeoTech50,000050,00050,00000.00% Total expenditures3,550,0002,120,1655,670,1652,050,000(3,620,165)(63.85%) Revenues over (under) expenditures(187,400)(1,949,203)1,838,411 Beginning fund balance4,127,3474,127,3472,178,144 Ending fund balance3,939,9472,178,1444,016,555 #312 - CAPITAL RESERVE FUND Revenues Transfers in - #001 ('22 fund bal >50%)04,397,8324,397,8320(4,397,832)(100.00%) Investment Interest 500,0000500,000650,000150,00030.00% Total revenues500,0004,397,8324,897,832650,000(4,247,832)(86.73%) Expenditures Transfers out - #001 (City Hall Repair) 01,424,0001,424,0000(1,424,000)(100.00%) (pub safety space planning) Transfers out - #001 0122,200122,2000(122,200)(100.00%) Transfers out - #101(Local Street Program)0001,750,0001,750,0000.00% (Stabilization Reserve) Transfers out - #121 0400,000400,0000(400,000)(100.00%) Transfers out - #303(Subarea Transportation Plan)000200,000200,0000.00% (Balfour Park Improvements Ph. 1 Transfers out - #309 20,000324,299344,2990(344,299)(100.00%) Transfers out - #309 (Sullivan Park water line)02,0002,0000(2,000)(100.00%) (Greenacres Park Ph2) Transfers out - #309200,0000200,000300,000100,00050.00% Transfers out - #311(Pavement Preservation)0001,032,1001,032,1000.00% (Barker Rd Overpass) Transfers out - #314 725,0000725,0000(725,000)(100.00%) Transfers out - #314(Pines Rd Underpass)20,094367,906388,0001,708,0231,320,023340.21% (Sullivan Interchange) Transfers out - #314 61,698(41,021)20,6770(20,677)(100.00%) WSDOT Sullivan Park Property Acquisition0759,600759,6000(759,600)(100.00%) Total expenditures1,026,7923,358,9844,385,7764,990,123604,34713.78% Revenues over (under) expenditures(526,792)512,056(4,340,123) Beginning fund balance11,996,25911,996,25912,508,315 Ending fund balance11,469,46712,508,315 8,168,192 82 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% CAPITAL PROJECTS FUNDS - continued #314 - RAILROAD GRADE SEPARATION PROJECTS FUND Revenues Grant Proceeds2,112,5303,356,1115,468,64139,496,67434,028,033622.24% Developer Contributions0308,592308,5920(308,592)(100.00%) Transfers in - #30180108010(801)(100.00%) Transfers in - #302182,500146,823329,32336,500(292,823)(88.92%) Transfers in - #312 806,792326,8851,133,6771,708,023574,34650.66% Total revenues3,102,6234,138,4117,241,03441,241,19734,000,163469.55% Expenditures 143Barker BNSF Grade Separation725,0000725,0000(725,000)(100.00%) 223Pines Rd Underpass273,6742,226,3262,500,00040,850,19738,350,1971534.01% 311Sullivan Rd Interchange2,153,9481,633,0523,787,000391,000(3,396,000)(89.68%) Total expenditures3,152,6223,859,3787,012,00041,241,19734,229,197488.15% Revenues over (under) expenditures(49,999)229,0340 Beginning fund balance117,460117,460346,494 Ending fund balance67,461346,494 346,494 #315 - TRANSPORTATION IMPACT FEES FUND Revenues Transportation Impact Fees300,0000300,000400,000100,00033.33% Investment Interest 00030,00030,0000.00% Total revenues300,0000300,000430,000130,00043.33% Expenditures Transfers out - #303000000.00% Total expenditures000000.00% Revenues over (under) expenditures300,000300,000430,000 Beginning fund balance1,137,7931,137,7931,437,793 Ending fund balance1,437,7931,437,793 1,867,793 #316 - ECONOMIC DEVELOPMENT CAPITAL PROJECTS FUND Revenues Transfers in - #10404,400,0004,400,0000(4,400,000)(100.00%) Total revenues04,400,0004,400,0000(4,400,000)(100.00%) Expenditures Cross Country Course Project04,400,0004,400,0000(4,400,000)(100.00%) Total expenditures04,400,0004,400,0000(4,400,000)(100.00%) Revenues over (under) expenditures000 Beginning fund balance000 Ending fund balance00 0 83 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% ENTERPRISE FUNDS #402 - STORMWATER FUND RECURRING ACTIVITY Revenues Stormwater Management Fees5,600,00005,600,0006,170,000570,00010.18% Investment Interest40,000040,00090,00050,000125.00% Total Recurring Revenues5,640,00005,640,0006,260,000620,00010.99% Expenditures Wages / Benefits / Payroll Taxes1,316,97632,3461,349,3221,578,815229,49317.01% Supplies44,700044,70037,200(7,500)(16.78%) Services & Charges2,422,31702,422,3172,272,306(150,011)(6.19%) Intergovernmental Payments48,000048,00088,00040,00083.33% Vehicle rentals - #50113,000013,00016,5003,50026.92% Total Recurring Expenditures3,844,99332,3463,877,3393,992,821115,4822.98% Recurring Revenues Over (Under) Recurring Expenditures1,795,007(32,346)1,762,6612,267,179 NONRECURRING ACTIVITY Revenues Grant Proceeds000000.00% Total Nonrecurring Revenues000000.00% Expenditures Capital - various projects1,500,0001,110,0002,610,0001,500,000(1,110,000)(42.53%) Watershed studies150,0000150,000150,00000.00% Asset management software system00050,00050,0000.00% Total Nonrecurring Expenditures1,650,0001,110,0002,760,0001,700,000(1,060,000)(38.41%) Nonrecurring Revenues Over (Under) Nonrecurring Expenditures(1,650,000)(1,110,000)(2,760,000)(1,700,000) Excess (Deficit) of Total Revenues Over (Under) Total Expenditures145,007(1,142,346)(997,339)567,179 Beginning working capital4,550,1584,550,1583,552,819 Ending working capital4,695,1653,552,8194,119,998 Stormwater Fund Summary Total revenues5,640,00005,640,0006,260,000 Total expenditures5,494,9931,142,3466,637,3395,692,821 Excess (Deficit) of Total Revenues Over (Under) Total Expenditures145,007(1,142,346)(997,339)567,179 Beginning unrestricted fund balance4,550,1584,550,1583,552,819 Ending unrestricted fund balance4,695,1653,552,8194,119,998 #403 - AQUIFER PROTECTION AREA Revenues Spokane County500,0000500,0000(500,000)(100.00%) Investment Interest20,000020,00020,00000.00% Total revenues520,0000520,00020,000(500,000)(96.15%) Expenditures Capital - various projects1,000,00001,000,0001,000,00000.00% Effectiveness study55,000055,0000(55,000)(100.00%) Total expenditures1,055,00001,055,0001,000,000(55,000)(5.21%) Revenues over (under) expenditures(535,000)(535,000)(980,000) Beginning working capital1,590,2481,590,2481,055,248 Ending working capital1,055,2481,055,24875,248 84 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% INTERNAL SERVICE FUNDS #501 - ER&R FUND Revenues Vehicle rentals - #00146,750046,75079,50032,75070.05% Vehicle rentals - #10141,950041,95071,20029,25069.73% Vehicle rentals - #101 (plow replace.)300,0000300,000300,00000.00% Vehicle rentals - #40213,000013,00016,5003,50026.92% Transfers in - #101 (IT equipment reserve)86,500086,50092,5006,0006.94% Transfers in - #001 (New parks maint. vehicles) 085,00085,0000(85,000)(100.00%) (New signal maint. vehicles) Transfers in - #101 0205,000205,0000(205,000)(100.00%) Investment Interest20,000020,00020,00000.00% Total revenues508,200290,000798,200579,700(218,500)(27.37%) Expenditures Small tools & minor equipment10,000010,00010,00000.00% Vehicle purchase120,000290,000410,0000(410,000)(100.00%) Snow plow purchase300,0000300,000175,000(125,000)(41.67%) Heavy Duty Machinery & Equipment270,0000270,0000(270,000)(100.00%) Total expenditures700,000290,000990,000185,000(805,000)(81.31%) Revenues over (under) expenditures(191,800)(191,800)394,700 Beginning working capital1,356,7221,356,7221,164,922 Ending working capital1,164,9221,164,9221,559,622 #502 - RISK MANAGEMENT FUND Revenues Transfers in - #001700,0000700,000900,000200,00028.57% Investment Interest04,8004,8004,80000.00% Total revenues700,0004,800704,800904,800200,00028.38% Expenditures Auto & Property Insurance700,000125,000825,000900,00075,0009.09% Total expenditures700,000125,000825,000900,00075,0009.09% Revenues over (under) expenditures0(120,200)4,800 Beginning fund balance460,525460,525340,325 Ending fund balance460,525340,325345,125 #503 - PUBLIC SAFETY EQUIPMENT REPLACEMENT FUND Revenues Transfers in - #001 (replacement amts) 0473,722473,722473,72200.00% (transfer for equipment for Transfers in - #001 future additional officers) 01,000,0001,000,0000(1,000,000)(100.00%) Total revenues01,473,7221,473,722473,722(1,000,000)(67.86%) Expenditures Equipment Purchases 000000.00% Total expenditures000000.00% Revenues over (under) expenditures01,473,722473,722 Beginning fund balance001,473,722 Ending fund balance01,473,7221,947,444 85 CITY OF SPOKANE VALLEY, WA 11/19/2024 2025 Budget 20242025Difference Between s2023 and 2024 As A AdoptedAmendmentAmendedBudget$% FIDUCIARY FUNDS #632 - PASSTHROUGH FEES & TAXES FUND Revenues Fees & taxes collected for other governments500,000100,000600,000600,00000.00% Total revenues500,000100,000600,000600,00000.00% Expenditures Fees & taxes remitted to other governments500,000100,000600,000600,00000.00% Total expenditures500,000100,000600,000600,00000.00% Revenues over (under) expenditures000 Beginning fund balance000 Ending fund balance000 TOTAL OF ALL FUNDS Total of Revenues for all Funds104,582,37119,718,412124,300,783147,856,886 Total of Expenditures for all Funds106,404,95835,464,244141,869,202149,637,715 Total grant revenues (included in total revenues)9,507,4264,192,47313,699,89946,087,958 Total Capital expenditures (included in total expenditures)19,470,39714,685,22934,155,62656,300,103 86 CITY OF SPOKANE VALLEY, WA 2025 Budget Revenues by Fund General Fund Property Tax $ 14,081,000 Sales Ta x33,000,000 Sales Tax - Public Safety1,609,400 Sales Tax - Criminal Justice2,833,700 Gambling and Leasehold Excise Tax 523,000 Franchise Fees/Business Registration1,320,000 State Shared Revenues2,527,400 Service Revenues3,616,900 Fines and Forfeitures482,100 Recreation Program Fees658,100 Miscellaneous, Investment Int., Transfers3,003,700 Total General Fund $ 63,655,300 Other Funds $ 9,362,900 101Street Fund 10,300 103Paths & Trails Fund 790,000 104Hotel/Motel Tax Tourism Facilities Fund 920,000 105Hotel/Motel Tax Fund 320,000 106Solid Waste Fund 60,000 107PEG Fund 215,000 108Affordable & Supportive Housing Sales Tax 1,300,000 109Tourism Promotion Area Fund 290,000 110Homeless Housing Program Fund 111Transportation Benefit District Fund2,785,000 121Service Level Stabilization Reserve Fund288,000 15,000 122Winter Weather Reserve Fund 970,950 204LTGO Bond Debt Service Fund 1,700,000 301REET 1 Capital Projects Fund 1,775,000 302REET 2 Capital Projects Fund 6,488,645 303Street Capital Projects Fund 1,861,761 309Parks Capital Projects Fund 1,200 310Civic Facilities Capital Projects Fund 3,888,411 311Pavement Preservation Fund 650,000 312Capital Reserve Fund 41,241,197 314Railroad Grade Separation Projects Fund 430,000 315Transportation Impact Fees Fund 6,260,000 402Stormwater Management Fund 20,000 403Aquifer Protection Area Fund 579,700 501Equipment Rental & Replacement Fund 904,800 502Risk Management Fund 473,722 503Public Safety Equipment Replacement Fund 600,000 632Passthrough Fees & Taxes Fund $ 84,201,586 Total Other Funds Total All Funds147,856,886$ 87 88 52% Sales Tax 22% Property Tax 5% Miscellaneous $63,655,300 2025 General Fund Revenues CITY OF SPOKANE VALLEY, WA 1% Recreation Program Fees 6% 4% 2% 1% 1% Service Revenues 4% 2% Gambling Tax Fines & Forfeitures Public Safety Sales Tax Criminal Justice Sales Tax Registrations State Shared Revenues Franchise Fees/Business 89 0% 1% APA Fund 1% 4% Fund Passthrough Internal Service Funds Stormwater Management 43% General Fund 39% $ 147,856,886 Capital Projects Funds 2025 City Wide Revenues CITY OF SPOKANE VALLEY, WA 1% 6% Street Fund 5% Debt Service Fund Other Special Revenue Funds CITY OF SPOKANE VALLEY, WA 2025 Budget - General Fund Detail Revenues by Type 20212022202320242025 Amended Proposed ActualActualActualBudgetBudget Property Tax Property Tax12,526,70912,993,48713,312,95313,824,90014,081,000 Property Tax - Delinquent423,445156,971146,96000 12,950,15413,150,45813,459,91313,824,90014,081,000 Sales Taxes Sales Tax31,499,53432,347,04632,522,92032,526,60033,000,000 Sales Tax - Public Safety1,398,6481,529,9411,583,9621,600,8001,609,400 Sales Tax - Criminal Justice2,472,0162,685,5032,774,8602,818,5002,833,700 35,370,19836,562,49036,881,74236,945,90037,443,100 Gambling and Leasehold Excise Tax Amusement Games13,61316,661113,50314,000100,000 Card Games386,758453,1582,476375,0001,000 Bingo & Raffles68898219,0211,00015,000 Punch Boards & Pull Tabs89,747109,535409,21990,000400,000 Leasehold Excise Tax4,9155,41212,2205,0007,000 495,721585,748556,439485,000523,000 Licenses & Permits General Business Licenses209,835231,0821,098,089200,000220,000 Franchise Fees1,166,5091,169,326238,7321,170,0001,100,000 1,376,3441,400,4081,336,8211,370,0001,320,000 State Shared Revenues City Assistance State Revenue312,7200000 Payment in Lieu of Taxes - DNR 3,3203,09604,0004,000 CJ - High Crime 307,978335,772343,866300,000344,000 MVET Criminal Justice - Population 33,38136,57939,28140,80043,500 CJ Contracted Services 202,289217,671231,199200,000231,000 CJ Special Programs 118,733129,552138,480145,000152,300 Marijuana Excise Tax Distribution 212,580271,849271,857178,200224,000 DUI - Cities 16,6897,73010,82014,00013,000 Liquor Board Excise Tax 710,593740,373754,305776,500713,700 Liquor Board Profits 770,254810,471818,871810,900801,900 2,688,5372,553,0932,608,6792,469,4002,527,400 Service Revenues Accessory Dwelling3,0002,0233,6462,0002,000 Building & Planning Fees 452,967438,338429,815306,800342,300 Planning Fees 1,365,855944,967870,068865,000870,000 Building Permits2,536,8342,015,6461,924,1911,751,0001,850,000 Code Enforcement17,92844,69422,74620,00020,000 Demolition Permits4,9525,0203,33045,0005,000 Entertainment License1,5751,57501,6001,600 Grading Permits40,11542,07942,08528,00033,000 Home Profession Fee2,1723,5365,6123,0003,000 Mechanical Permits183,608173,337163,929157,000160,000 Misc. Permits & Fees55,94033,08375,43132,00037,500 Plumbing Permits94,39670,71965,82280,00080,000 Right of Way Permits183,037253,579255,997188,000210,000 Street Vacation Permits2,27913,8241,4772,0002,000 Temporary Use Permit Fees1,5001,0400500500 4,946,1584,043,4603,864,1493,481,9003,616,900 90 CITY OF SPOKANE VALLEY, WA 2025 Budget - General Fund Detail Revenues by Type 20212022202320242025 Amended Proposed ActualActualActualBudgetBudget Fines and Forfeitures Public Safety False Alarm Services59,66663,91455,73862,00055,000 Public Safety Grants100,93450,792050,00050,000 LE & CJ One-Time City Assistance389,3990000 Fines & Forfeits - Traffic341,849279,392374,655361,000347,500 Other Criminal- Non Traffic Fines25,12829,40873,39927,60029,600 916,976423,506503,792500,600482,100 Limited term employee - project Activity Fees (To use a recreational facility)222,115437,640645,077417,900467,300 Program Fees (To participate in a program)79,956177,846232,453189,300190,800 302,071615,486877,530607,200658,100 Miscellaneous AWC Health & Wellness 0001,0001,000 Investment Interest70,4071,135,5473,262,3261,100,0002,000,000 Sales Tax Interest18,32138,136103,31130,00040,000 Lease Financing048,49488,27100 Interest on Gambling Tax112190200100 Police Precinct Rent 44,89942,27645,65942,00042,000 Police Precinct Maintenance24,79336,80920,81636,00021,000 Judgments and Settlements26173,6083,565,29800 Miscellaneous Revenue & Grant Proceeds165,582151,731163,003431,000523,000 COVID-19 Stimulus Funding37,1415,713,8039,464,426159,0000 Copy Charges6511,0673181,0001,000 Pass-Through Services1,9781,6291,7772,0001,600 363,9107,343,11916,715,2051,802,2002,629,700 Transfers Transfers in - #105 (h/m tax-CP advertising)9,51612,98214,15530,00030,000 Transfers in - #110000290,000344,000 Transfers in - #312 0606,5374,801,3971,546,2000 9,516619,5194,815,5521,866,200374,000 Total General Fund Revenue59,419,58567,297,28781,619,82263,353,30063,655,300 91 CITY OF SPOKANE VALLEY, WA 2025 Budget - Other Funds Detail Revenues by Type 20212022202320242025 Amended Proposed ActualActualActualBudgetBudget 101 - Street Fund Utility tax1,084,3871,003,537960,872900,000900,000 Motor Vehicle Fuel (Gas) Tax1,901,9261,951,4371,969,1141,950,7001,969,700 Multimodal Transportation Revenue132,334137,638139,065137,500138,200 Right-of-Way Maintenance Fee115,307101,652112,552100,000100,000 Solid Waste Road Wear Fee002,163,4891,700,0001,700,000 Investment Interest55612,416122,69010,00010,000 Other Miscellaneous Revenues & Grants282,509425,16131,45710,00010,000 Nonrecurring Transfer in - #0012,552,6003,084,9193,530,0483,200,4230 Nonrecurring Transfer in - #1060271,0001,862,92900 Nonrecurring Transfer in - #1110001,392,5002,785,000 Nonrecurring Transfer in - #12289,805500,000000 Nonrecurring Transfer in - #311002,677,09900 Nonrecurring Transfer in - #312 00250,00001,750,000 6,159,4247,487,76013,819,3159,401,1239,362,900 103 - Paths & Trails Fund Motor Vehicle Fuel (Gas) Tax8,0228,2318,3058,2008,300 Investment interest215791,9461,0002,000 8,0438,81010,2519,20010,300 104 - Hotel/Motel Tax - Tourism Facilities Fund Hotel/Motel Tax481,321591,849588,684600,000590,000 Transfers in - #1051,201,684273,000515,198793,5750 Investment interest2,61782,662234,24380,000200,000 1,685,622947,5111,338,1251,473,575790,000 105 - Hotel/Motel Tax Fund Hotel/Motel Tax744,435901,685905,678900,000900,000 Investment Interest89811,32026,18910,00020,000 745,333913,005931,867910,000920,000 106 - Solid Waste Solid Waste Administrative fee232,310268,611276,172250,000250,000 Solid Waste Road Wear fee1,760,5191,987,350000 Investment Interest1,48043,19191,69640,00070,000 1,994,3092,299,152367,868290,000320,000 107 - PEG Fund Comcast PEG contribution71,25264,64056,29563,00055,000 Investment Interest1603,24610,2493,0005,000 71,41267,88666,54466,00060,000 108 - Affordable & Supportive Housing Sales Tax Affordable & Supportive Sales Tax215,088202,181193,105200,000200,000 Investment Interest2058,06129,9588,00015,000 215,293210,242223,063208,000215,000 109 - Tourism Promotion Area Tourism Promotion Area Fee001,309,5061,200,0001,300,000 Investment Interest0024,54800 Tourism Interest003,64400 001,337,6981,200,0001,300,000 110 - Homeless Housing Program Recording Fees00125,527290,000290,000 Investment Interest001,02000 00126,547290,000290,000 111 - Transportation Benefit District Vehicle License Fees0001,392,5002,785,000 Investment Interest00000 0001,392,5002,785,000 121 - Service Level Stabilization Reserve Investment Interest00151,854288,000288,000 Transfers in - #312000400,0000 00151,854688,000288,000 92 CITY OF SPOKANE VALLEY, WA 2025 Budget - Other Funds Detail Revenues by Type 20212022202320242025 Amended Proposed ActualActualActualBudgetBudget 122 - Winter Weather Reserve Fund Investment Interest2097,08816,7886,00015,000 Transfer in - #001364,44089,805500,00000 364,64996,893516,7886,00015,000 204 - Debt Service - LTGO 03 Fund Facilities District Revenue480,800501,200527,200551,600569,400 Transfers in - #001401,500401,400401,150398,950401,550 Transfers in - #30180,77581,10080,60000 Transfers in - #30280,77581,10080,60000 1,043,8501,064,8001,089,550950,550970,950 301 - REET 1 Capital Projects Fund REET 1 - 1st Quarter Percent3,109,1132,790,0201,678,8601,500,0001,500,000 Investment Interest2,82796,965274,63090,000200,000 3,111,9402,886,9851,953,4901,590,0001,700,000 302 - REET 2 Capital Projects Fund REET 2 - 2nd Quarter Percent3,109,1132,790,0201,678,8601,500,0001,500,000 Investment Interest5,137117,019305,242100,000275,000 3,114,2502,907,0391,984,1021,600,0001,775,000 303 - Street Capital Projects Fund Grant Proceeds4,174,2434,235,8145,340,1387,368,8964,480,512 Developer Contributions1,271,759853,467934,884809,130968,833 Investment Interest21811,65250,21900 Transfers in - #0010051,37200 Transfers in - #1060110,746000 Transfers in - #301293,208899,463499,948897,312356,000 Transfers in - #302 1,401,744226,7012,583,768793,148483,300 Transfers in - #312 (87,442)113,78643,2400200,000 7,053,7306,451,6299,503,5699,868,4866,488,645 309 - Parks Capital Projects Fund Grant Proceeds593,2600158,65801,561,761 Developer Contribution17,8960000 Investment Interest2001,15800 Transfers in - #001178,813160,145515,939160,0000 Transfers in - #30264,077124,0205,00000 Transfers in - #3100040,19200 Transfers in - #312604,511332,2674,312,623546,299300,000 1,458,577616,4325,033,570706,2991,861,761 310 - Civic Facilities Capital Projects Fund Investment Interest69213,6524,8511,2001,200 69213,6524,8511,2001,200 311 - Pavement Preservation Fund Grants02,052,1752,614,216358,362112,011 Developer Contribution29,011029,70000 Investment Interest3,44873,150138,45900 Transfers in - #001991,8431,001,8001,011,8001,021,9000 Transfers in - #101 (local streets)001,372,76100 Transfers in - #1061,537,7763,193000 Transfers in - #301827,278550,241827,2781,170,3501,372,150 Transfers in - #302827,279914,900827,2791,170,3501,372,150 Transfers in - #31200001,032,100 4,216,6354,595,4596,821,4933,720,9623,888,411 312 - Capital Reserve Fund Sale of Land109,4030000 Investment Interest8,303236,054803,378500,000650,000 Transfers in - #001 11,126,3433,593,0005,358,0544,397,8320 Transfers in - #3103,6000000 11,247,6493,829,0546,161,4324,897,832650,000 93 CITY OF SPOKANE VALLEY, WA 2025 Budget - Other Funds Detail Revenues by Type 20212022202320242025 Amended Proposed ActualActualActualBudgetBudget 314 - Railroad Grade Separation Projects Fund Grant Proceeds280,718677,412799,9675,468,64139,496,674 Investment Interest4270000 Developer Contribution51,403518144,686308,5920 Rental Income17,79310,500000 Transfers in - #3010008010 Transfers in - #302660,51600329,32336,500 Transfers in - #312602,272633,818625,1481,133,6771,708,023 1,613,1291,322,2481,569,8017,241,03441,241,197 315 - Transportation Impact Fees Fund Transportation Impact Fees294,477361,614429,485300,000400,000 Investment Interest1319,68342,404030,000 294,608371,297471,889300,000430,000 316 - Economic Development Capital Projects Fund Transfer in - #104 (cross course)0013,0154,400,0000 Transfer in - #312 (fairgrounds building)3,3587,010000 3,3587,01013,0154,400,0000 402 - Stormwater Management Fund Stormwater Management Fee2,026,1402,031,0005,585,3865,600,0006,170,000 Grant Proceeds - Nonrecurring95,0000306,66600 Investment Interest2,13440,038172,94740,00090,000 2,123,2742,071,0386,064,9995,640,0006,260,000 403 - Aquifer Protection Area Fund Spokane County522,357514,576515,898500,0000 Grant Proceeds1,337,636236,685621,47600 Developer Contribution157,8650000 Investment Interest1,22120,42157,69220,00020,000 Transfers in - #30214,9260000 2,034,005771,6821,195,066520,00020,000 501 - Equipment Rental & Replacement Fund Vehicle rentals - #00131,30031,30059,60046,75079,500 Vehicle rentals - #10110,25010,25027,75041,95071,200 Vehicle rentals - #101 (plow replace.)60,500275,000275,000300,000300,000 Vehicle rentals - #4026,7506,7506,75013,00016,500 Transfers in - #001 (CenterPlace kitchen reserve)36,6000000 Transfers in - #001 (Additional vehicle)00085,0000 Transfers in - #001 (IT equipment reserve)00086,50092,500 Transfers in - #101 (Additional vehicle)0070,568205,0000 Miscellaneous revenues032597600 Investment Interest1,14720,44852,63920,00020,000 146,547344,073493,283798,200579,700 502 - Risk Management Fund Transfers in - #001425,000450,000600,000700,000900,000 Investment Interest1174,8894,8034,8004,800 425,117454,889604,803704,800904,800 503 - Public Safety Equipment Replacment Transfers in - #0010001,473,722473,722 0001,473,722473,722 632 - Passthrough Fees & Taxes Fund Fees & Taxes collected for other governments589,853433,410601,526600,000600,000 589,853433,410601,526600,000600,000 Total of "Other Fund" Revenues49,721,29940,171,95662,456,35960,947,48384,201,586 General Fund Revenues59,419,58567,297,28781,619,82263,353,30063,655,300 Total Revenues109,140,884107,469,243144,076,181124,300,783147,856,886 94 CITY OF SPOKANE VALLEY, WA 2025 Budget Expenditures by Fund and Department General Fund $ 754,111 Council City Manager858,450 City Attorney983,089 City Services1,451,798 Public Safety41,077,009 Operations & Administrative Deputy City Manager637,381 Finance1,506,684 Human Resources402,280 Information Technology445,653 Facilities1,485,751 Public Works Administration 380,647 Engineering2,021,088 Building2,125,485 Economic Development1,252,280 Planning1,112,227 Parks & Recreation Administration 469,981 Maintenance2,424,043 Recreation361,235 Aquatics677,500 Senior Center35,202 CenterPlace724,628 General Government3,581,222 Total General Fund $ 64,767,744 Other Funds $ 9,250,085 101Street Fund 105Hotel/Motel Tax Fund923,000 106Solid Waste Fund119,289 107Tourism Promotion Area Fund73,000 109PEG Fund1,275,000 110Homeless Housing Program Fund344,000 111Transportation Benefit District Fund2,785,000 122Winter Weather Reserve Fund500,000 204LTGO Bond Debt Service Fund970,950 301REET 1 Capital Projects Fund1,728,150 302REET 2 Capital Projects Fund1,891,950 303Street Capital Projects Fund6,488,645 309Parks Capital Projects Fund1,861,761 311Pavement Preservation Fund2,050,000 312Capital Reserve Fund4,990,123 314Railroad Grade Separation Projects41,241,197 402Stormwater Management Fund5,692,821 403Aquifer Protection Area1,000,000 501Equipment Rental & Replacement (ER&R)185,000 502Risk Management Fund900,000 632Passthrough Fees & Taxes Fund600,000 $ 84,869,971 Total Other Funds Total All Funds149,637,715$ 95 96 63% Public Safety 7% Parks & Recreation 6% $64,767,744 General Government CITY OF SPOKANE VALLEY, WA 2025 General Fund Expenditures 6% 2% Planning Council & Executive 2% 2% Facilities 7% 5% Public Works Economic Development Operations & Administrative 97 4% 0% 4% Passthrough ActivitiesOther Special Revenue Funds 1% 1% Debt Service Stormwater & APA Funds Risk Management 27% 2% Public Safety General Government 5% Admin $149,637,715 Council / Executive/ Ops & 2025 City Wide Expenditures CITY OF SPOKANE VALLEY, WA 0% 3% 40% Facilities Public Works Capital Projects Funds 1% Planning 6% 3% 1% 1% Street Fund Parks & Recreation Tourism Promotion Economic Development 98 35,202 754,111858,450983,089637,381402,280445,653380,647469,981361,235677,500724,628 64,767,744 $ $ 0 0001,451,798041,077,009001,506,6840001,485,751002,021,08802,125,48501,252,28001,112,227002,424,0430000 65,0003,581,22265,000 Capital $ $ 0 00000000000000000000 1,867,772 $ $ 0 0000000000000000000 466,3001,867,772 41,086,409 $ $ 8,7674,638 76,00019,50027,44013,00054,79581,253 368,600152,224521,260233,70040,620,109859,435328,454293,720446,790369,900155,578677,000143,643 8,179,279 ChargesIntergovernmentalInterfundExpendituresTotal Services & $ $ 2025 Budget 0 500650500 1,1006,0006,4452,3005,6661,7001,0005,4004,3002,8001,600 37,45044,45059,5002,233,93219,00050,06372,5001,109,650 CITY OF SPOKANE VALLEY, WA 101,900424,824 $ $ General Fund Expenditures by Department and Type 00 28,964 384,411776,450824,420928,238223,200628,114373,140432,003524,416324,852800,090738,027311,603130,611260,982530,922 1,481,5181,655,1841,787,315 13,144,460 & Payroll TaxesSupplies $ Wages, Benefits $ Deputy City ManagerFinanceHuman ResourcesInformation TechnologyAdministrationEngineeringAdministrationMaintenanceCenterPlaceTotal RecreationAquaticsSenior Center City CouncilCity AttorneyCity ServicesPublic SafetyOperations & AdministrativeBuildingEconomic DevelopmentPlanningParks & Recreation City ManagerFacilitiesPublic WorksGeneral Government CITY OF SPOKANE VALLEY, WA 2025 Budget General Fund Department Changes from 2024 to 2025 Difference Between 202420252024 and 2025 AmendedProposedIncrease (Decrease) BudgetBudget$% City Council Wages, Payroll Taxes & Benefits368,807384,41115,6044.23% Supplies3,0001,100(1,900)(63.33%) Services & Charges399,600368,600(31,000)(7.76%) Total771,407754,111(17,296)(2.24%) City Manager Wages, Payroll Taxes & Benefits793,974776,450(17,524)(2.21%) Supplies6,7006,000(700)(10.45%) Services & Charges82,30076,000(6,300)(7.65%) Total882,974858,450(24,524)(2.78%) City Attorney Wages, Payroll Taxes & Benefits797,155824,42027,2653.42% Supplies6,2536,4451923.07% Services & Charges262,974152,224(110,750)(42.11%) Total1,066,382983,089(83,293)(7.81%) City Services Wages, Payroll Taxes & Benefits892,628928,23835,6103.99% Supplies2,5002,300(200)(8.00%) Services & Charges429,440521,26091,82021.38% Total1,324,5681,451,798127,2309.61% Public Safety Wages/Payroll Taxes/Benefits0223,200223,2000.00% Supplies25,2000(25,200)(100.00%) Other Services and Charges203,700233,70030,00014.73% Intergovernmental Services35,022,34839,710,1094,687,76113.39% Total35,251,24840,167,0094,915,76113.94% Deputy City Manager Wages, Payroll Taxes & Benefits599,936628,11428,1784.70% Supplies50050000.00% Services & Charges9,7908,767(1,023)(10.45%) Total610,226637,38127,1554.45% Finance Wages, Payroll Taxes & Benefits1,434,4561,481,51847,0623.28% Supplies3,5005,6662,16661.89% Services & Charges19,20019,5003001.56% Total1,457,1561,506,68449,5283.40% Human Resources Wages, Payroll Taxes & Benefits354,207373,14018,9335.35% Supplies2,2001,700(500)(22.73%) Services & Charges32,71027,440(5,270)(16.11%) Total389,117402,28013,1633.38% Information Technology Wages, Payroll Taxes & Benefits444,284432,003(12,281)(2.76%) Supplies50065015030.00% Services & Charges12,60013,0004003.17% Total457,384445,653(11,731)(2.56%) Facilities Wages, Payroll Taxes & Benefits539,193524,416(14,777)(2.74%) Supplies137,100101,900(35,200)(25.67%) Services & Charges675,630769,43593,80513.88% Total1,351,9231,395,75143,8283.24% (Continued to next page) 99 CITY OF SPOKANE VALLEY, WA 2025 Budget General Fund Department Changes from 2024 to 2025 Difference Between 202420252024 and 2025 AmendedProposedIncrease (Decrease) BudgetBudget$% (Continued from previous page) Community & Public Works - Administration Wages, Payroll Taxes & Benefits351,972324,852(27,120)(7.71%) Supplies1,0001,00000.00% Services & Charges56,46054,795(1,665)(2.95%) Total409,432380,647(28,785)(7.03%) Community & Public Works - Engineering Wages, Payroll Taxes & Benefits1,683,4561,655,184(28,272)(1.68%) Supplies36,10037,4501,3503.74% Services & Charges337,125328,454(8,671)(2.57%) Total2,056,6812,021,088(35,593)(1.73%) Building Wages, Payroll Taxes & Benefits1,861,3071,787,315(73,992)(3.98%) Supplies41,45044,4503,0007.24% Services & Charges382,905293,720(89,185)(23.29%) Total2,285,6622,125,485(160,177)(7.01%) Community & Public Works - Planning Wages, Payroll Taxes & Benefits729,858738,0278,1691.12% Supplies5,5304,300(1,230)(22.24%) Services & Charges363,745369,9006,1551.69% Total1,099,1331,112,22713,0941.19% Economic Development Wages, Payroll Taxes & Benefits751,724800,09048,3666.43% Supplies5,4005,40000.00% Services & Charges451,390446,790(4,600)(1.02%) Total1,208,5141,252,28043,7663.62% Parks & Rec- Admin Wages, Payroll Taxes & Benefits325,532311,603(13,929)(4.28%) Supplies3,9002,800(1,100)(28.21%) Services & Charges179,750155,578(24,172)(13.45%) Total509,182469,981(39,201)(7.70%) Parks & Rec- Maintenance Wages, Payroll Taxes & Benefits224,276130,611(93,665)(41.76%) Supplies60,00059,500(500)(0.83%) Services & Charges2,049,8892,233,932184,0438.98% Total2,334,1652,424,04389,8783.85% Parks & Rec- Recreation Wages, Payroll Taxes & Benefits249,922260,98211,0604.43% Supplies16,60019,0002,40014.46% Services & Charges83,42581,253(2,172)(2.60%) Total349,947361,23511,2883.23% Parks & Rec- Aquatics Supplies2,000500(1,500)(75.00%) Services & Charges567,200677,000109,80019.36% Total569,200677,500108,30019.03% Parks & Rec- Senior Center Wages, Payroll Taxes & Benefits28,00728,9649573.42% Supplies1,6001,60000.00% Services & Charges5,1754,638(537)(10.38%) Total34,78235,2024201.21% (Continued to next page) 100 CITY OF SPOKANE VALLEY, WA 2025 Budget General Fund Department Changes from 2024 to 2025 Difference Between 202420252024 and 2025 AmendedProposedIncrease (Decrease) BudgetBudget$% (Continued from previous page) Parks & Rec- CenterPlace Wages, Payroll Taxes & Benefits499,745530,92231,1776.24% Supplies38,86350,06311,20028.82% Services & Charges146,604143,643(2,961)(2.02%) Total685,212724,62839,4165.75% General Government Supplies71,70072,5008001.12% Services & Charges1,303,4001,122,650(180,750)(13.87%) Intergovernmental Services317,440453,300135,86042.80% Capital outlays15,00015,00000.00% Total1,707,5401,663,450(44,090)(2.58%) Transfers out - #204398,950401,5502,6000.65% Transfers out - #309 160,0000(160,000)(100.00%) Transfers out - #311 Pavement Preservation1,021,9000(1,021,900)(100.00%) Transfers out - #50186,50092,5006,0006.94% Transfers out - #502700,000900,000200,00028.57% Transfers out - #503473,7220(473,722)(100.00%) Total recurring expenditures59,652,90763,244,0223,591,1156.02% Summary by Category Wages, Payroll Taxes & Benefits 12,930,439 13,144,460214,0211.66% Supplies471,596424,824(46,772)(9.92%) Services & Charges8,055,0128,102,27947,2670.59% Transfers out - #204398,950401,5502,6000.65% Transfers out - #309 160,0000(160,000)(100.00%) Transfers out - #3111,021,9000(1,021,900)(100.00%) Transfers out - #50186,50092,5006,0006.94% Transfers out - #502700,000900,000200,00028.57% Transfers out - #503473,7220(473,722)(100.00%) Intergovernmental Svc (public safety)35,022,34839,710,1094,687,76113.39% Intergovernmental Svc317,440453,300135,86042.80% Capital outlay15,00015,00000.00% 59,652,90763,244,0223,591,1156.02% 101 Fund: 001General FundSpokane Valley Cost Center: 11000 2025 Budget Legislative Branch This department accounts for the cost of providing effective elected representation of the citizenry in the governing body. The Council makes policy decisions for the City and is accountable to Spokane Valley citizens by making decisions regarding how resources are allocated, the appropriate levels of service, and establishing goals and policies for the organization. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Mayor 1.01.01.01.01.0 Council 6.06.06.06.06.0 Total FTEs 7.07.07.07.07.0 Budget Detail Wages, Payroll Taxes & Benefits$ 323,194282,793$ 346,014$ 368,807$ 384,411$ Supplies 1,098798 1,013 3,000 1,100 Services & Charges 280,060228,037 299,761 399,600 368,600 Total Legislative Branch$ 604,352511,628$ 646,788$ 771,407$ 754,111$ Fund: 001General FundSpokane Valley Cost Center: 13000 Executive Branch2025 Budget City Manager Division This department is accountable to the City Council for the operational results of the organization, effective support of elected officials in achieving their goals, fulfillment of the statutory requirements of the City Manager, implementation of City Council policies, and provision of a communication linkage between citizens, the City Council, City departments, and other government agencies. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents City Manager 1.01.01.01.01.0 City Clerk 1.01.01.01.01.0 Deputy City Clerk 1.01.01.01.01.0 Administrative Analyst 1.00.00.00.00.0 Senior Administrative Analyst 1.00.00.00.00.0 Office Assistant I 0.50.50.50.50.5 Executive Assistant (CM)1.01.01.01.01.0 Legislative Coordinator 0.01.00.00.00.0 Public Information Officer 1.00.00.00.00.0 Total FTEs 7.55.54.54.54.5 Budget Detail Wages, Payroll Taxes & Benefits$ 972,256$ 757,420$ 698,786$ 793,974$ 776,450 Supplies 4,0996,443 4,651 6,700 6,000 Services & Charges 43,23345,841 58,979 82,300 76,000 Nonrecurring expenditures 4,7239,796 0 0 0 Total City Manager Division$ 809,4751,034,336$ 762,416$ 882,974$ 858,450$ 102 Fund: 001General FundSpokane Valley Cost Center: 15000 2025 Budget Executive Branch City Attorney Division The Office of the City Attorney represents the cityÓs legal interests, including oversight of claims and litigation. The Office of the City Attorney is responsible for providing legal advice and support to the City Council and city employees, as well as prosecuting and defending all civil matters, including through the use of outside counsel. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents City Attorney 1.01.01.01.01.0 Senior Deputy City Attorney 0.01.01.01.01.0 Deputy City Attorney 1.01.01.01.01.0 Attorney 1.00.00.00.00.0 Paralegal 0.00.01.01.01.0 Administrative Assistant - Legal 1.01.01.01.01.0 Total FTEs 4.04.05.05.05.0 Interns 2.02.02.02.02.0 Budget Detail Wages, Payroll Taxes & Benefits$ 613,097$ 575,912$ 719,096$ 797,155$ 824,420 Supplies 1,6571,354 2,047 6,253 6,445 Services & Charges 262,04482,534 379,148 262,974 152,224 Total City Attorney Division$ 696,985$ 839,613$ 1,100,291$ 1,066,382$ 983,089 Fund: 001General FundSpokane Valley Cost Center: 20000 2025 Budget Executive Branch City Services In the year 2023 the City Service Division was established to support the City's homeless and housing, communications, and facilities programs. Coordinates with stakeholders to provide services and advance City council priorities and goals. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents City Services Administrator 0.00.01.01.01.0 Communication Manager 0.00.01.01.01.0 Communication Specialist 0.00.01.01.01.0 Legislative Policy Coordinator 0.00.01.01.01.0 Housing & Homeless Services Coordinator 0.00.01.01.01.0 Total FTEs 0.00.05.05.05.0 Budget Detail Wages, Payroll Taxes & Benefits$ 00$ 688,432$ 892,628$ 928,238$ Supplies 002,5292,5002,300 Services & Charges 0064,462429,440521,260 Nonrecurring expenditures 00017,0000 Total Finance Division$ 00$ 755,423$ 1,341,568$ 1,451,798$ 103 Fund: 001Spokane Valley General Fund Cost Center: 16000 2025 Budget Public Safety The Public Safety department budget provides funds for the protection of persons and property in the city. The City contracts with Spokane County for law enforcement, district court, prosecutor services, public defender services, probation services, jail and animal control services. See following page for detail information on each budgeted section. Recurring Expenditures: Judicial System - The Spokane County District Court is contracted $ 3,361,847 to provide municipal court services. The contract provides for the services of judge and court commissioner with related support staff. Budgeted amount also includes jury management fees. Law Enforcement - The Spokane County Sheriff's Office is 34,584,402 responsible for maintaining law and order and providing police services to the community under the direction of the Police Chief. The office provides for the preservation of life, protection of property, and reduction of crime. Jail System - Spokane County provides jail and probation 1,841,748 services for persons sentenced by any City of Spokane Valley Municipal Court Judge for violating laws of the city or state. Animal Control - Spokane County will provide animal control 379,012 services to include licensing, care and treatment of lost or stray animals, and response to potentially dangerous animal confrontations. Non-Departmental Grant expenditures0 Total Recurring Expenditures40,167,009 Nonrecurring Expenditures: Public Safety (police vehicle replacements)910,000 Total Nonrecurring Expenditures910,000 Total Recurring and Nonrecurring Expenditures$ 41,077,009 104 City of Spokane Valley 2025 Budget Public Safety 20212022202320242025 Amended ActualActualActualBudgetBudget Recurring: Judicial System: District Court Contract1,077,846$ 1,322,524$ 1,372,934$ 1,505,901$ 1,742,870$ Public Defender Contract761,681840,530920,165938,568963,837 Prosecutor Contract380,513396,534329,993400,000456,404 Pretrial Services Contract159,505181,059183,168188,663198,736 Subtotal Judicial System2,379,5452,740,6472,806,2603,033,1323,361,847 Law Enforcement System: Sheriff Contract22,659,25125,620,65627,079,30828,731,84734,020,271 Law Enforcement Vehicles00910,655870,0000 Emergency Management 86,65990,156103,517109,230107,231 Operating Supplies086422000 Repair & Maint Supplies5722,0642,04200 Small Tools and Minor Equipment325176000 Non-Capital Equipment for JAG Grant16,05416,443025,0000 Repair & Maint Supplies001,96000 Fuel0252500 Law Enf. Repair & Maintenance Supplies13,1335,17117,49200 Janitorial Supplies2,5912,6594,58300 Small Tools and Minor Equipment1503201,51100 Wages & Benefits32,78421,97163,8550223,200 Advertising0122000 GIS Services006,69800 Miscellaneous Srvs/Contingency238763818200,000200,000 Vehicle License & Registration01645500 False Alarm Bank Fees9671,0648231,2001,200 Law Enforcement Building R&M7856,3076,41200 Building & Grounds R&M002,15600 Prior Years' Settle & Adjust0(331,433)000 Electricity/Gas20,97022,48223,59100 Water1,6771,6031,73400 Sewer81981782200 Janitorial Services33,60241,18461,35800 Taxes and Assessments7958131,98400 Law Enforcement Building R&M22,2731,249000 Miscellaneous Services2914629500 Software License & Maint.0002,5002,500 Building & Grounds R&M062,55420,260030,000 Subtotal Law Enforcement System22,893,67425,567,56228,311,99629,939,97734,584,402 Jail System: Jail Contract1,982,2711,667,6932,460,2671,908,2581,841,748 Subtotal Jail System1,982,2711,667,6932,460,2671,908,2581,841,748 Other: Animal Control Contract317,603330,961354,410369,881379,012 Hearing Examiner001,64300 Subtotal Other317,603330,961356,053369,881379,012 Subtotal Recurring 27,573,09330,306,86333,934,57635,251,24840,167,009 Small Tools & Minor Equipment4,9760000 Law Enforcement Staffing Assessment0084,78700 Building R&M034,965000 Improvements to Buildings08,16852,52236,0000 Precinct Fire Panel Replacement23,4560000 Precinct Improvements w/ JAG Funds023,635000 Heavy Duty Machinery & Equipment034,678117,94700 HVAC Units67,6950000 Capital Equipment079,84073,12600 Law Enforcement Vehicles001,531,0890910,000 Subtotal Nonrecurring96,127181,2861,859,47136,000910,000 Total Public Safety$ 30,488,14927,669,220$ 35,794,047$ 35,287,248$ 41,077,009$ 105 106 Animal Control 379,012 Contract, Jail Contract, 1,841,748 107,231 Contract, Emergency Management Bldg 2,500 Law Enf. Contract, Maintenance Sheriff Contract, 34,020,271 City of Spokane Valley 456,404 Contract, Prosecutor 2025 Budgeted Contract Expenditures Public 963,837 DefenderContract, Contract, $1,742,870 District Court $- $5,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 Fund: 001General FundSpokane Valley Cost Center: 18000 2025 Budget Operation & Administrative Services The Operations & Administrative Services Department is composed of three divisions, the Deputy City Manager Division, the Finance Division, the Human Resources Division, and the Information Technology Division. Deputy City Manager Division The Deputy City Manager (DCM) supervises the Parks & Recreation Department, Office of the City Attorney, Finance Department, IT Department, and oversees the City's Public Safety contracts. In 2023, the Deputy City Manager supervised the Facilities division until it was assumed by the City Services Administrator. The Deputy City Manager assists the City Manager in organizing and directing the other operations of the City, and assumes the duties of City Manager in his/her absence. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Deputy City Manager 1.01.01.01.01.0 Senior Admin Analyst 0.01.01.01.01.0 Administrative Analyst 0.01.01.01.01.0 Total FTEs 1.03.03.03.03.0 Budget Detail Wages, Payroll Taxes & Benefits$ 240,970$ 468,133$ 555,772$ 599,936$ 628,114 Supplies 1030 - 500 500 Services & Charges 47,16443,718 46,751 9,790 8,767 Total Deputy City Manager Division$ 284,688$ 515,400$ 602,523$ 610,226$ 637,381 107 Fund: 001Spokane Valley General Fund Cost Center: 14000 2025 Budget Operation & Administrative Services Finance Division The Finance Division provides financial management services for all City departments. Programs include accounting and financial reporting, payroll, accounts payable, purchasing, budgeting and financial planning, treasury, and investments. The division is also responsible for generating and analyzing financial data related to the City's operations. The department prepares Finance Activity Reports for review by the City Manager and City Council as well as the Annual Comprehensive Financial Report (ACFR) that is subject to an annual audit by the Washington State Auditor's Office. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Finance Director 1.01.01.01.01.0 Accounting Manager 1.01.01.01.01.0 Accounting & Finance Program Manager 0.00.01.01.01.0 Accountant/Budget Analyst 3.753.752.752.752.75 Accountant I 0.00.01.01.01.0 Accounting Technician 2.02.02.02.02.0 Administrative Assistant 0.01.01.01.01.0 IT Manager 1.00.00.00.00.0 IT Specialist 2.00.00.00.00.0 Database Administrator 1.01.00.00.00.0 Total FTEs 11.759.759.759.759.75 Budget Detail Wages, Payroll Taxes & Benefits$ 1,183,1491,307,686$ 1,237,511$ 1,434,456$ 1,481,518$ Supplies 6,8253,258 7,767 3,500 5,666 Services & Charges 15,05313,055 12,630 19,200 19,500 Total Finance Division$ 1,205,0271,323,999$ 1,257,908$ 1,457,156$ 1,506,684$ 108 Fund: 001General FundSpokane Valley Cost Center: 19000 Operation & Administrative Services2025 Budget Human Resources Division Human Resources (HR) is administered through the City Manager. The HR operation provides services in compensation, benefits, training and organizational development, staffing, employee relations, and communications. The Human Resources Office also provides Risk Management services as well as Website and Mobile App design and maintenance Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Human Resource Manager 1.01.01.01.01.0 Human Resource Technician 1.01.01.01.01.0 Total FTEs 2.02.02.02.02.0 Budget Detail Wages, Payroll Taxes & Benefits$ 284,878$ 307,005$ 323,305$ 354,207$ 373,140 Supplies 1,0371,179 2,224 2,200 1,700 Services & Charges 36,16617,121 61,015 32,710 27,440 Total Human Resources Division$ 303,178$ 344,208$ 386,544$ 389,117$ 402,280 Fund: 001General FundSpokane Valley Cost Center: 17000 Operation & Administrative Services2025 Budget Information Technology Division IT Division is responsible for the design, maintenance and support of the City's data network. This division maintain all primary computer applications including the financial management and permitting systems. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents IT Manager 0.01.01.01.01.0 IT Specialist 0.02.02.02.02.0 Total FTEs 0.03.03.03.03.0 Budget Detail Wages, Payroll Taxes & Benefits$ 390,1530$ 380,822$ 444,284$ 432,003$ Supplies 0 273 205 500 650 Services & Charges 0 5,278 5,509 12,600 13,000 Total Finance Division$ 395,7040$ 386,536$ 457,384$ 445,653$ 109 Fund: 001General FundSpokane Valley Cost Center: 30000 Facilities2025 Budget Facilities The Parks, Recreation & Facilities Director provides management and oversight of the City's facilities. This department is responsible for the overall operations and maintenance of the City Hall facility, the City's Valley Precinct facility, CenterPlace and the Street Maintenance Shop. The Facilities Department is responsible for, among other things, grounds maintenance, janitorial services, lighting, and maintenance of the HVAC and other building systems. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Maintenance Worker Lead - Facilities 0.00.80.80.81.0 Building Inspector - Facilities 1.01.01.01.01.0 Maint Worker-Facilities 0.880.00.00.02.0 Custodian 0.01.01.01.01.0 Total FTEs 1.882.82.82.85.0 Budget Detail Wages, Payroll Taxes & Benefits$ 169,672$ 260,042$ 288,174$ 539,193$ 524,416 Supplies 36,76533,918 43,896 137,100 101,900 Services & Charges 264,227400,487 316,302 675,630 769,435 Nonrecurring expenditures 67,0463,655 107,254 501,000 90,000 Total Administrative Division$ 471,472$ 764,340$ 755,626$ 1,852,923$ 1,485,751 110 Fund: 001General FundSpokane Valley Cost Center: 40000 Public Works2025 Budget Public Works The Community and Public Works (CPW) Department is comprised of four divisions: the Administration Division, the Engineering Division, the Street Maintenance Division, and the Building Division. Additionally, the CPW Department includes the Surface & Stormwater Utility, and Solid Waste Collection. Administration Division The Administrative Division is responsible for the management and direction of the Community & Public Works Department within the City of Spokane Valley. These efforts include setting goals and objectives for the following divisions and services. Engineering Division is responsible for the City's Capital Improvement Program (CIP), Development Engineering, and traffic management and operations. Additionally, the Engineering Division is responsible for managing the City's Surface and Stormwater Utility (Stormwater Funds #402 & #403). Building Division is responsible for managing and monitoring land development, permitting, and code enforcement for all private properties within the City. Street Maintenance & Operations Division provides responsive maintenance and repairs for 1,040 center line miles of City streets. The City of Spokane Valley operates ten City-owned snow plows which are responsible for the clearing of the priority 1 and 2 roads along with selected hillsides (Street Fund #101). Solid Waste Management provides and manages the City's Comprehensive Solid Waste and Moderate Risk Waste Management Plan, including the management of the contracts for solid wase collection and disposal (Fund #106). Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Community & Public Works Director 0.01.01.01.01.0 Administrative Assistant 0.01.01.01.01.0 Total FTEs 0.02.02.02.02.0 Budget Detail Wages, Payroll Taxes & Benefits$ 292,8020$ 318,547$ 351,972$ 324,852$ Supplies 05973601,0001,000 Services & Charges 01,10920,15256,46054,795 Total Engineering Division$ 294,5080$ 339,059$ 409,432$ 380,647$ 111 Fund: 001General FundSpokane Valley Cost Center: 41000 Public Works2025 Budget Engineering Division The Engineering Division includes the following functions: Capital Improvement Program (CIP) plans, designs, and constructs new facilities and maintains, preserves, and reconstructs existing facilities owned by the City of Spokane Valley. Development Engineering (DE) ensures that land actions and commercial building permits comply with the adopted codes for private infrastructure development through plan review and construction inspection. Traffic Management and Operations provides traffic engineering for safe and efficient multi-faceted transportation systems throughout the City (included in the Street Fund #101). Utilities oversees the City's surface and Stormwater Utility and coordinates other utility issues on behalf of the City as assigned (included in the Stormwater Management Fund #402 ). Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents General Administrative Assistant 2.01.00.90.90.9* Assistant Engineer 0.71.50.750.750.75* CAD Manager 0.00.50.000.000.00* City Engineer 1.01.01.000.000.00 CPW Liaison 0.00.00.200.200.20* Engineer 1.00.50.00.30.25* Engineering Manager - CIP 1.01.01.00.50.5* Engineering Manager - Utility 0.00.00.00.50.5 Engineering Tech I 1.51.50.750.750.75* Engineering Tech II 0.750.750.60.60.6* Engineering Tech Supervisor 0.00.00.50.50.5* Main/Construction Inspector 2.02.00.00.00.0 Planning & Grants Engineer 0.00.00.50.50.5* Senior Dev Engineer 1.01.00.00.00.0 Senior Engineer-Proj Mgmt.1.71.70.90.90.9* Senior Planning Grants Engineer 0.3750.3750.00.00.0 Water Resource Sr. Engineer 1.01.00.00.00.0 Development Senior Dev Engineer 0.00.00.750.750.75 Maint/Construction Inspector 0.00.01.751.751.00 Water Resource Sr. Engineer 0.00.01.01.01.0 Assistant Engineer 0.00.01.251.251.25 Total FTEs 14.02513.82511.8511.1010.35 Interns 0.00.00.00.00.0 Budget Detail Wages, Payroll Taxes & Benefits$ 1,655,3891,552,400$ 1,399,471$ 1,683,456$ 1,655,184$ Supplies 21,91023,13034,86536,10037,450 Services & Charges 149,406135,390264,904337,125328,454 Nonrecurring Expenditures 00000 Total Engineering Division$ 1,813,9091,723,716$ 1,699,240$ 2,056,681$ 2,021,088$ These positions are budgeted partially to the Engineering Division in the General Fund with the balance budgeted as a part of * Capital Projects Funds, the Street Fund #101, and the Stormwater Fund #402. 112 Fund: 001General FundSpokane Valley Cost Center: 43000 Public Works2025 Budget Building and Code Enforcement Division The Building and Code Enforcement Division is responsible for implementing and enforcing the State Building Code and Spokane Valley Municipal Code as required by state law. The purpose of the Building Codes, as adopted by the State of Washington and City of Spokane Valley, is to promote the health, safety, and welfare of the occupants or users of the building and structures and the general public by requiring minimum performance standard for structural strength, exit systems, stability sanitation, light, ventilation, energy conservation, and fire safety to ensure the City's comply with various codes. The Code Enforcement arm of the division is responsible for enforcing SVMC throughout the City, primarily on private property. The Code Enforcement Team works directly with property owners in maintaining property to City-adopted standards relating to vegetation, camping, vehicles, trash and rubbish, and structure conditions. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Building Official 1.01.01.01.01.0 Assistant Building Official 1.01.01.01.01.0 Development Service Coordinator 1.01.01.01.01.0 Senior Permit Specialist 0.00.00.00.01.0 Engineering Tech 1.01.01.01.00.0 Permit Facilitator 2.02.02.02.02.0 Plans Examiner 1.01.01.01.01.0 Building Inspector II 3.03.03.03.03.0 Office Assistant II 1.01.01.01.00.0 Office Assistant I 3.02.02.02.02.0 Administrative Assistant 0.00.00.00.01.0 Senior Planner 1.00.00.00.00.0 Planner 3.00.00.00.00.0 Code Enforcement Officer 2.02.02.02.02.0 Total FTEs 20.015.015.015.015.0 Budget Detail Wages, Payroll Taxes & Benefits$ 1,557,1841,965,489$ 1,636,737$ 1,861,307$ 1,787,315$ Supplies 20,58423,037 29,237 41,450 44,450 Services & Charges 353,850340,190 199,624 382,905 293,720 Total Building Division$ 1,917,9582,342,376$ 1,865,598$ 2,285,662$ 2,125,485$ 113 Fund: 001General FundSpokane Valley Cost Center: 46000 Economic Development2025 Budget Economic Development Division The Economic Development Department oversees Geographical Information Systems, Marketing and Communications, Current and Long Range Planning, Tourism, Business Licensing, and Business Development. The Department works to build relationships with businesses, the community, and economic development partners to pursue strategies that ensure long-term fiscal strength of the City. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Economic Development Director 1.01.01.01.01.0 Economic Development Specialist 1.00.01.01.01.0 Communication & Marketing Officer 0.00.00.01.01.0 Public Information Officer 1.01.00.00.00.0 Senior Transportation Planner 1.01.01.00.00.0 GIS Analyst 0.770.770.770.770.77* Housing & Homeless Services Coordinator 0.01.01.00.00.0 Business License Specialist 1.01.01.01.01.0 Total FTEs 5.775.775.774.774.77 Interns 1.01.01.01.01.0 Budget Detail Wages, Payroll Taxes & Benefits$ 662,068$ 712,814$ 683,308$ 751,724$ 800,090 Supplies 1,3202,5691,2875,4005,400 Services & Charges 317,709316,323413,127451,390446,790 Nonrecurring Expenditures 55,57725,677165,19500 Total Engineering Division$ 1,057,3831,036,674$ 1,262,917$ 1,208,514$ 1,252,280$ *This position is budgeted partially to the Economic Development Division in the General Fund with the balance budgeted as a part of the Stormwater Fund #402. 114 Fund: 001General FundSpokane Valley Cost Center: 44000 Planning2025 Budget Planning Division The Planning Division oversees both long-range and current planning for the City. The Division oversees the development and implementation of the Comprehensive Plan, Shoreline Master Program, and Housing Action Plan, including developing and processing amendments to the comprehensive plan, zoning, subdivision regulations, and related procedural requirements. The Division handles land use permit processing such as subdivisions, shoreline permits, conditional use permits, boundary line adjustments, and zoning letters. The Division also ensures the City maintains consistency with state laws like the Growth Management Act, the Shoreline Management Act, the State Environmental Policy Act, Subdivisions, and other related land use laws. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Planning Manager 1.01.01.01.01.0 Senior Planner 1.01.01.01.01.0 Associate Planner 0.00.00.00.02.0 Planner 3.03.03.03.01.0 Total FTEs 5.05.05.05.05.0 Budget Detail Wages, Payroll Taxes & Benefits$ 627,005334,700$ 665,222$ 729,858$ 738,027$ Supplies 716 2,724 1,304 5,530 4,300 Services & Charges 220,057105,422 165,442 363,745 369,900 Total Building Division$ 555,473$ 735,151$ 831,968$ 1,099,133$ 1,112,227 115 Fund: 001General FundSpokane Valley Cost Center: 76000 2025 Budget Parks & Recreation The Parks and Recreation Department is composed of six divisions including Administration, Maintenance, Recreation, Aquatics, Senior Center, and CenterPlace. The overall goal of the department is to provide quality recreation programs and acquisition, renovation, development, operation and maintenance of parks and maintenance of parks and recreation facilities. Parks Administration Division The Administration Division provides direction and leadership for the Parks and Recreation Department in implementing the goals and objectives of the City Council and facilitates the general upkeep of parks and public areas of the City. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Parks & Recreation Director 1.01.01.01.01.0 Administrative Assistant 1.01.01.01.01.0 Total FTEs 2.02.02.02.02.0 Budget Detail Wages, Payroll Taxes & Benefits$ 274,893278,378$ 287,849$ 325,532$ 311,603$ Supplies 3,3363,531 3,207 3,900 2,800 Services & Charges 62,37024,609 90,908 179,750 155,578 Total Parks Administration Division$ 340,599306,518$ 381,964$ 509,182$ 469,981$ 116 Fund: 001General FundSpokane Valley Cost Center: 76000 2025 Budget Parks & Recreation Maintenance Division The Parks Maintenance Division is responsible for the contracted maintenance and upkeep of our parks and public areas including the Centennial Trail. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Parks & Rec - Maintenance 0.00.00.02.01.0 Recreation Coordinator 0.00.00.02.01.0 20212022202320242025 ActualActualActualBudgetBudget Budget Detail Wages, Payroll Taxes & Benefits$ 00$ 30,944$ 224,276$ 130,611$ Supplies 4,4305,126 27,517 60,000 59,500 Services & Charges 932,010998,507 1,091,276 2,049,889 2,233,932 Nonrecurring expenditures 18,74131,984 373 0 0 Total Maintenance Division$ 969,120$ 1,021,678$ 1,150,110$ 2,334,165$ 2,424,043 Recreation Division The Recreation Division coordinates and facilitates the delivery of recreation programs and service throughout the City and the City's Park system. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Recreation Coordinator 1.01.01.01.01.0 Recreation Specialist 0.60.60.60.60.6 Recreation Coordinator 1.61.61.61.61.6 Budget Detail Wages, Payroll Taxes & Benefits$ 190,939165,498$ 206,665$ 249,922$ 260,982$ Supplies 9,5273,283 8,507 16,600 19,000 Services & Charges 62,48414,587 58,473 83,425 81,253 Total Recreation Division$ 262,950183,368$ 273,645$ 349,947$ 361,235$ 117 Fund: 001General FundSpokane Valley Cost Center: 76000 2025 Budget Parks & Recreation Aquatics Division The City of Spokane Valley owns three pools: Park Road Pool, Terrace View Pool, and Valley Mission Pool. Services include open swim, swim lessons, swim team and facility rentals. In addition, the City leases a portion of Valley Mission Park to Splashdown Inc. for a water park. The City currently is contracting with the YMCA for all aquatic activities within the City. The YMCA provides the lifeguards and maintains the pools during the season. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Budget Detail Supplies$ 1,154497$ 660$ 2,000$ 500$ Services & Charges 442,104304,750 567,200 567,200 677,000 Total Aquatics Division$ 443,258305,247$ 567,860$ 569,200$ 677,500$ Senior Center Division The City of Spokane Valley Parks and Recreation Department assumed operational control of the Valley Senior Center in 2003. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Senior Center Specialist 0.40.40.40.40.4 Total FTEs 0.40.40.40.40.4 Budget Detail Wages, Payroll Taxes & Benefits$ 9,69328,278$ 18,670$ 28,007$ 28,964$ Supplies 501 6001,114 1,600 1,600 Services & Charges 2,5251,076 1,100 5,175 4,638 Total Senior Center Division $ 12,81829,855$ 20,884$ 34,782$ 35,202$ 118 Fund: 001General FundSpokane Valley Cost Center: 76000 Parks & Recreation2025 Budget CenterPlace Division Construction of Mirabeau Point CenterPlace began in late 2003 and was completed mid-year 2005. The project represented the culmination of eight years of planning and fundraising by Mirabeau Point Inc. and the joint involvement of the City and Spokane County. The approximately 54,000 square foot facility houses the City of Spokane Valley Senior Center, a great room/banquet facility, numerous meeting rooms, multi-purpose rooms and a high tech lecture hall. The facility combines with Mirabeau Meadows Parks and Mirabeau Springs to form a regional focal point for Northeastern Washington and Northern Idaho. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Centerplace Coordinator 1.01.01.01.01.0 Administrative Assistant 1.00.00.00.00.0 Office Assistant I 1.01.01.01.01.0 Office Assistant II 0.01.01.01.01.0 Part Time Office Assistant 0.00.00.00.00.0 Maintenance Worker-Facilities 2.01.841.840.00.0 Total FTEs 5.04.844.843.003.00 Budget Detail Wages, Payroll Taxes & Benefits$ 424,756$ 468,991$ 531,770$ 499,745$ 530,922 Supplies 88,33963,848 109,875 38,863 50,063 Services & Charges 247,825317,167 370,188 146,604 143,643 Nonrecurring Expenditures 5,000075,538175,0000 Total CenterPlace Division$ 741,429$ 874,497$ 1,087,371$ 860,212$ 724,628 119 Fund: 001 General FundSpokane Valley Cost Center: 90000 General Government2025 Budget The General Government Department accounts for those activities that are not specific to the functions of any particular General Fund Department or operation. Expenditures recorded here are composed of City Hall bond payments; information technology equipment and services; capital costs that benefit more than one department; support of agencies external to the City that provide social service programs and economic development services; and transfers to other City funds for property/casualty insurance premiums (Fund #502), park capital projects (Fund #309) and the pavement preservation program (Fund #311). Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Supplies Employee Recognition-Operating Supplies $ 725$ 1,694$ 3,102$ 3,500$ 3,500 Miscellaneous Supplies 2,3572,6452,84302,500 Vehicle Maintenance Supplies 1529086131,0001,000 Small Tools & Minor Equipment 1,6705,5049,9427,0007,000 Security Hardware - Non Capital 15213,5623,93022,00022,000 Network Hardware - Non Capital 63310,8944,5999,0009,000 Desktop Hardware - Non Capital 7,7603,66425,88020,50021,500 Desktop Software - Non Capital 21,67712,05242900 Server Hardware 5,9813,0447785,0005,000 Security Software - Non Capital 30,41922,1974,55700 Network Software Licensing 3,447572000 Server Software - Non Capital 4,5244,0381,62600 Fuel 0051800 Office & Operating Supplies 1,7324,9073,5503,7001,000 81,229 85,697 62,367 71,700 72,500 Other Services & Charges Accounting & Auditing 117,49377,459138,580120,000130,000 Advertising 0667000 Alcohol Treatment: Liquor Excise Tax 10,41214,77715,01915,00015,000 Alcohol Treatment: Liquor Profits 11,52316,20916,37719,00016,500 Cell Phones 1,33880000 Cell Phones 08002,0002,000 County Data Sharing Passthrough Costs 8033875361,0001,000 Desktop Software/Subscription Maint 0055,84744,00061,000 Equip Repair & Maint-Hardware Support 3063,6735500 Equipment Rental 3,8693,8692,8694,0004,000 General Operating Leases: Computer 62,17922,12581,06680,50085,000 Hosted Software as a Service 00156,471252,000254,000 Interest 0459000 Interfund Vehicle Lease 5005003,0003,3003,300 Internet Service 9,7501,5582,45800 Internet Service 08,3197,92611,10011,100 IT Support 1,4981,5922,99980,00085,000 Merchant Charges (Bankcard Fees) 1,8161,135551,9001,000 Miscellaneous Services 2,3412,2645,6315,0005,000 Network Hardware Subscription/Maint 0019,07122,80023,500 Network Infrastructure Access 5,2105,4216,9926,6006,600 Network Infrastructure Access-SCRAPS 1,1991,2181,1331,2001,200 Network Infrastructure Maintenance 14,6048,248000 Network Software Subscription/Maint 005,413600600 Outside Agencies- Social Svc & Econ. Dev. 171,872140,552193,238200,0000 Postage 55714181,0001,000 Printing & Binding 1,58700500500 Professional Services 0014,59400 Professional Services - Misc. Studies 109,80294,00022,250243,000210,250 Security Hardware Subscription/Maint 0012,02818,50019,800 Security Infrastructure Maintenance 0154000 (continued to next page) 120 Fund: 001 General FundSpokane Valley Cost Center: 90000 General Government2025 Budget (continued from previous page) Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Security Software Subscription/Maint 0024,55749,20030,200 Server Hardware Subscription/Maint 005,3034,60018,000 Server Software Subscription/Maint 00110,31291,300110,800 Sewer 050443200 Software Licenses & Maintenance 81,917146,094000 Professional Services - Economic Dev. 001,00000 Telephone Service 24,48537,7569,76312,60012,600 $ 634,559$ 591,459$ 914,993$ 1,290,700$ 1,108,950 Intergovernmental Services Election Costs $ 145,911$ 122,5540$ $ 123,0000$ Voter Registration 85,81597,03391,732100,000100,000 Taxes and assessments 12,02012,02012,95112,10013,000 Spokane County Air Pollution Authority 150,830148,194193,276217,440230,300 394,576257,247 420,513 329,540 466,300 Capital Outlays Computer Hardware - Capital (63)50,495015,00015,000 Land Acquisition 27,397186,000000 Lease Asset 048,494000 27,334284,989015,00015,000 Debt Service: Principal Lease Principal 043,820000 Lease Interest 04,002000 Interest and Other Debt Service Costs 6001,200700600700 600 49,022 700 600 700 Interfund Payments for Service Transfer out - #204 (City Hall bond payment) 401,500401,400401,150398,950401,550 Transfer out - #309 (park capital projects) 160,000160,000160,000160,0000 Transfer out - #311 (pavement preservation) 991,8431,001,8001,011,8001,021,9000 Transfer out - #501 (CenterPlace kitchen reserve) 36,6000000 Transfer out - #501 (IT Capital equip reserve) 00086,50092,500 Transfer out - #502 (risk management) 425,000450,000600,000700,000900,000 Transfer out - #503 (Public Safety Equip Replace) 000473,7220 2,014,943 2,013,200 2,172,950 2,841,072 1,394,050 Subtotal Recurring Expenditures $ 3,281,6143,153,241$ 3,571,523$ 4,548,612$ 3,057,500$ Nonrecurring Capital Outlays IT capital replacement 07,90633,830152,50050,000 Computer Hardware - Capital 115,98686,53212,99200 Computer Software - Capital 030,425417,329550,0000 115,986 124,863 464,151 702,500 50,000 Operating Professional Services 00128,57400 Professional Services - Econ Dev Grants 00785,71400 Professional Services - Social Services 004,000,00000 Professional Services - H&H Grants 00947,72800 Professional Services - Children Services 00157,38100 Professional Services - Aging Services 002,44700 CLFR Expenditures 37,14143,514110,3753,131,0000 37,141 43,514 6,132,219 3,131,0000 (continued to next page) 121 Fund: 001 General FundSpokane Valley Cost Center: 90000 General Government2025 Budget (continued from previous page) Interfund Payments for Service Transfer out - #101 2,552,6003,084,9193,530,0483,200,4230 Transfer out - #122 364,44089,805500,00000 Transfer out - #309 (Park Capital) 18,813145000 Transfer out - #312 (Capital Reserve) 11,126,3433,593,0005,358,05400 Transfer out - #501 (ER&R - Parks Vehicles) 00085,0000 Transfer out - #503 (Pub Safety Equip Replace) 0001,000,000473,722 14,062,1966,767,8699,388,1024,285,423473,722 Total Nonrecurring Expenditures 14,215,3236,936,24615,984,4728,118,923523,722 Total Governmental Division $ 10,217,86017,368,564$ 19,555,995$ 12,667,535$ 3,581,222$ 122 Fund: 101Street FundSpokane Valley 2025 Budget 101 - Street Fund The Street Maintenance Division, funded by Street Fund #101 was established to account for the activities associated with the provision of efficient and safe movement of both motorized and non-motorized vehicles, as well as pedestrians within the limits of the City, and coordinate convenient interconnect to the regional transportation system. Maintenance work includes snow and ice control, street pavement repairs, traffic signals and signs, landscaping and vegetation control, and many other street maintenance and repair activities. The Street Maintenance Division provides responsive maintenance and repairs for approximately 461 center line miles of City streets. Many of the services overseen by street maintenance staff are contracted services, including street and stormwater maintenance, roadway landscape maintenance, and street sweeping. Additionally, during winter months, city maintenance staff manage snow and ice services utilizing both City-owned and operated equipment, as well as contracted equipment and labor services. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Personnel - FTE Equivalents Assistant Engineer 0.00.00.00.00.0 Construction Inspector 1.501.501.501.501.50* Engineering Tech II 0.250.250.250.900.90* Maintenance/Construction Inspector 2.350.500.502.002.00* Mechanic 0.000.750.750.750.75* Planning Grants Engineer 0.3750.3750.250.000.00* Public Works Superintendent 1.01.01.01.01.0 Senior Engineer - Traffic 1.00.00.00.00.0 Stormwater Foreman 0.00.10.10.10.1* Streets Foreman 0.01.01.01.01.0 Traffic Signal Technician 0.00.01.01.01.0 Traffic Engineer 1.01.01.01.01.0 Traffic Engineering Manager 0.01.01.01.01.0 Total FTEs 7.4757.4758.3510.2510.25 (continued to next page) These positions are budgeted partially to the Street Fund with the balance budgeted as a part of the General Fund, * Capital Projects Funds, and the Stormwater Fund #402. 123 Fund: 101Street FundSpokane Valley 2025 Budget (continued from previous page) Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Utility Tax$ 1,003,5371,033,915$ 960,872$ 900,000$ 900,000$ Motor Vehicle Fuel Tax 1,901,9261,951,4371,969,1141,950,7001,969,700 Multimodal Transportation Revenue 132,334137,638139,065137,500138,200 Right-of-Way Maintenance Fee 115,307101,652112,552100,000100,000 Solid Waste Road Wear Fee (local streets)002,163,4891,700,0001,700,000 Investment Earnings 55512,416122,69010,00010,000 Miscellaneous 222,890425,16213,21210,00010,000 Transfer in - #111 0001,392,5002,785,000 Total revenues 3,406,9273,631,8425,480,9946,200,7007,612,900 Nonrecurring Revenues Utility Tax Recovery 50,4720000 Insurance proceeds 59,619018,24500 Transfers in - #001 2,552,6003,084,9193,530,0483,200,4230 Transfers in - #106 0271,0001,862,92900 Transfers in - #122 89,805500,000000 Transfers in - #311 002,677,09900 Transfers in - #312 00250,00001,750,000 Total Nonrecurring Revenues 2,752,4963,855,9198,338,3213,200,4231,750,000 Expenditures Wages, Payroll Taxes & Benefits 1,129,5761,331,8941,654,5141,901,7011,875,610 Street Program 2,489,7802,745,7332,811,8862,255,3252,044,287 Maintenance Shop 22,27123,52723,95724,55030,322 Winter Operations 767,8021,650,0871,007,1311,564,4641,053,299 Bridge Program 48,42442,92664,78968,75068,000 Local Street Program 002,212,1831,579,5600 Traffic Program 131,492144,256147,671894,3651,177,367 Intergovernmental Payments 1,060,9881,048,274720,198775,000745,000 Interfund Vehicle Lease - #501 (non-plow)10,25010,25027,75041,95071,200 Interfund Vehicle Lease - #501 (plow replace) 60,500275,000275,000300,000300,000 Total Recurring Activity 5,721,0837,271,9478,945,0799,405,6657,365,085 Nonrecurring Expenditures Small Tools & Minor Equipment 04,35617,59700 Repairs & Maintenance 7,77408,16800 Traffic control improvements 13,0790000 Heavy Duty Machinery & Equipment 20,350056,82900 RW - Land Improvements 1350000 Capital Equipment (Repl. Programs)035,40955,130225,000135,000 Bridge Replacement Program 00025,0000 Traffic Signal Program Tools & Equipment 00057,3750 Traffic Signal Program Office Furniture 00014,0000 Generator for Maintenance Shop (1/2 cost) 013,144000 Transfers out - #311 001,372,76100 Transfers out - #501 (Bucket Truck/Vehicles signal p 0070,568205,0000 Local Street Program 006,88101,750,000 Total Nonrecurring expenditures 41,33852,9091,587,934526,3751,885,000 Revenues over (under) expenditures 397,002162,9053,286,302(530,917)112,815 Beginning fund balance 759,2991,156,3011,319,2064,605,5084,074,591 Less restricted fund balance 0000(5,910) Ending fund balance$ 1,319,2061,156,301$ 4,605,508$ 4,074,591$ 4,181,496$ 124 Fund: 103Paths & Trails FundSpokane Valley 2025 Budget The State of Washington collects a $0.494 per gallon motor vehicle fuel tax at the pump. Of this amount, the State remits a portion of the tax back to cities on a per capita basis. For 2025 the Municipal Research and Services Center estimates the distribution back to cities will be $18.18 per person. Based upon a City of Spokane Valley population of 108,800 (per the Washington State Office of Financial Management on April 1, 2024) we anticipate the City will collect $1,978,000 in 2025. RCW 47.030.050 specifies that 0.42% of this tax must be expended for the construction of paths and trails and based upon the 2025 revenue estimate this computes to $8,300. The balance or $1,969,700 will be credited to Fund #101 for Street maintenance and operations. The portion of the motor vehicle tax allocated to the Paths and Trails Fund is by State Law restricted for the construction and/or improvement of paths and trails within the City. Because the cost of such projects is typically much greater than the funds generated in a single year, we typically leave the fund balance untouched until an adequate fund balance is available. The City transferred $50,000 in 2014 and $9,300 in 2016 and $50,000 in 2018 to Parks Capital Projects Fund #309 to be applied towards the Appleway Trail projects. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Motor Vehicle Fuel (Gas) Tax$ 8,2308,022$ 8,305$ 8,200$ 8,300$ Investment Interest 215801,9471,0002,000 Total revenues 8,0438,81010,2529,20010,300 Expenditures Capital Outlay 00000 Transfers out- #309 00000 Total expenditures 00000 Revenues over (under) expenditures 8,0438,81010,2529,20010,300 Beginning fund balance 21,51529,55838,36848,62057,820 Ending fund balance$ 38,36829,558$ 48,620$ 57,820$ 68,120$ 125 Fund: 104Hotel/Motel Tax - Tourism Facilities FundSpokane Valley 2025 Budget The Hotel/Motel Tax - Tourism Facilities Fund accounts for the receipt and expenditure of a special excise tax of 1.3% on the sale or charge made for the furnishing of lodging under RCW 82.08. These funds will be used solely for capital expenditures for acquiring, constructing, making improvements to or other related capital expenditures for large sporting venues, or venues for tourism-related facilities, which facilities generate overnight guests at lodging facilities subject to the taxes imposed. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Hotel/Motel Tax$ 591,849481,320$ 588,685$ 600,000$ 590,000$ Investment Interest 2,61782,662234,24280,000200,000 Transfers in - #105 1,201,684273,000515,198793,5750 Total revenues 1,685,621947,5111,338,1251,473,575790,000 Expenditures Transfers out - #316 0013,0154,400,0000 Tourism Promotion 002,000,00000 Capital Outlay 00000 Total expenditures 002,013,0154,400,0000 Revenues over (under) expenditures 1,685,621947,511(674,890)(2,926,425)790,000 Beginning fund balance 2,986,5734,672,1945,619,7054,944,8152,018,390 Ending fund balance$ 5,619,7054,672,194$ 4,944,815$ 2,018,390$ 2,808,390$ Hotel/Motel Tax Fund Fund: 105Spokane Valley 2025 Budget The Hotel/Motel Fund accounts for the receipt and expenditure of a special excise tax of 2% on the sale or charge made for the furnishing of lodging under RCW 82.08. These funds will be used solely for the purpose of paying all or any part of the cost of tourism promotion, acquisition or operation of tourism-related facilities, and marketing of special events and festivals designed to attract tourists. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Hotel/Motel Tax$ 901,685744,435$ 905,678$ 900,000$ 900,000$ Investment Interest 89811,32026,18910,00020,000 Total revenues 745,333913,005931,867910,000920,000 Expenditures Tourism Promotion 167,850284,604309,702458,625893,000 Transfers out - #001 9,51512,98214,15530,00030,000 Transfers out - #104 1,201,684273,000515,198793,5750 Total expenditures 1,379,049570,586839,0551,282,200923,000 Revenues over (under) expenditures(633,716)342,41992,812(372,200)(3,000) Beginning fund balance 798,716165,000507,419600,231228,031 Ending fund balance$ 165,000$ 507,419$ 600,231$ 228,031$ 225,031 126 Fund: 106Solid Waste FundSpokane Valley 2025 Budget In 2003, the City of Spokane Valley entered into an interlocal agreement with the City of Spokane and Spokane County to join the existing Spokane Regional Solid Waste Management System for a period of eight years. In 2011, that agreement was extended through November 16, 2014. Committed to ensuring Spokane Valley citizens are provided with solid waste services that are affordable, sustainable, and environmentally responsible, in June 2014 the City of Spokane Valley opted to contract for solid waste transfer, transport and disposal services with Sunshine Recyclers, Inc. Services provided under the contract were effective November 17, 2014, and continue for a period of ten years with options for two three-year extensions. Terms of the contract require Sunshine to pay the City an annual administrative fee of $125,000 that will be used by the City to offset contract administrative costs and solid waste management within the city, including solid waste public educational efforts. The contract also provides that a road maintenance fee will be paid by Sunshine at the rate of $1 per ton for each ton in excess of 45,500 tons in a single contract year. Payments will be made to the City by March 31 of the year following the calendar year being measured. In June 2017, the City entered a contract with Waste Management for the collection of garbage, recyclables, and compostables for the period of April 1, 2018 through March 31, 2028 with the option of two additional two-year extensions. Terms of the contract required Waste Management to pay the City a one-time fee of $47,500 upon contract execution to reimburse the City for the costs of procuring the contract. Waste Management is also required to pay the City an monthly administrative fee of 12.5% of gross receipts. During the years of 2013 and 2014, the General Fund #001 funded various studies and fees related to the solid waste program and transferred $60,000 to the Solid Waste Fund #106 for the purpose of providing information materials and marketing necessary to inform residents and businesses of the change in solid waste transfer, transport and disposal. The total amount paid out of the General Fund for these expenditures was $202,121. Beginning in 2015 the Solid Waste Fund will reimburse the General Fund for these costs over a 5-year period, which equated to an annual payment of $40,425 in the years 2015 through 2018, and a final payment of $40,422 in 2019. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Administrative fees$ 268,611232,310$ 276,172$ 250,000$ 250,000$ Solid Waste Road Wear Fee 1,760,5191,987,350000 Investment interest 1,48143,19191,69640,00070,000 Total revenues 1,994,3102,299,152367,868290,000320,000 Expenditures Education & Contract Administration 43,20362,757301,877290,000119,289 Transfers out - #001 00000 Transfers out - #101 0271,0001,862,92900 Transfers out - #303 0110,746000 Transfers out - #311 1,537,7763,194000 Total expenditures 1,580,979447,6972,164,806290,000119,289 Revenues over (under) expenditures 413,3311,851,455(1,796,938)0200,711 Beginning fund balance 726,7881,140,1192,991,5741,194,6361,194,636 Ending fund balance$ 2,991,5741,140,119$ 1,194,636$ 1,194,636$ 1,395,347$ 127 Fund: 107PEG FundSpokane Valley 2025 Budget Under the City's cable franchise, the franchise grantee remits to the City as a capital contribution in support of Public Education Government (PEG) capital requirements an amount equal to $0.35 per subscriber per month to be paid to the City on a quarterly basis for the life of the franchise. Capital contributions collected under this agreement are allocated to PEG capital uses exclusively. PEG capital uses include in part the set up of equipment in the City Council Chambers that allows Spokane Valley to broadcast Council meetings both live and through subsequent reviews via digital recordings available on the City's website. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Comcast PEG contribution$ 64,64071,252$ 56,294$ 63,000$ 55,000$ Investment interest 1603,24710,2493,0005,000 Total revenues 71,41267,88766,54366,00060,000 Expenditures PEG Reimbursement - CMTV 38,519038,96439,50039,500 Capital Outlay 48,771023,45033,50033,500 Total expenditures 87,290062,41473,00073,000 Revenues over (under) expenditures(15,878)67,8874,129(7,000)(13,000) Beginning fund balance 181,773165,895233,782237,911230,911 Ending fund balance$ 233,782165,895$ 237,911$ 230,911$ 217,911$ Fund: 108Affordable & Supportive Housing Sales TaxSpokane Valley 2025 Budget In the year 2020, the Council authorized the City to collect the affordable and supportive sales tax, which is a rebate of the State sales tax to cities and counties. The amount received by the City is up to 0.0146% of the taxable retail sales within the City capped at the 2019 fiscal year taxable retail sales. The Department of Revenue has estimated this capped distribution to be $200,000 for the City. The City will receive these revenues for 20 years, and the revenues may only be used to support affordable housing within the City or for rental assistance as outlined in RCW 82.14.540. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Affordable & Supportive Housing Sales Tax$ 202,181215,089$ 193,105$ 200,000$ 200,000$ Investment Interest 2058,06129,9588,00015,000 Total revenues 215,294210,242223,063208,000215,000 Expenditures Professional Services 00000 Total expenditures 00000 Revenues over (under) expenditures 215,294210,242223,063208,000215,000 Beginning fund balance 152,033367,327577,569800,6321,008,632 Ending fund balance$ 577,569367,327$ 800,632$ 1,008,632$ 1,223,632$ 128 Fund: 109Tourism Promotion FundSpokane Valley 2025 Budget In the year 2022, qualified lodging businesses (40 or more lodging units) within the City of Spokane Valley submitted a petition to form a tourism promotion area (TPA). The Council adopted resolution 22-017 to establish and operate pursuant to chapter 35.101 RCW, a Tourism Promotion Area fund. The City estimates that the annual revenue from the lodging charges Promotion Area fund. Revenues are calculated based on a daily lodging charge of $4.00. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Tourism Promotion Area Fee$ 00$ 1,309,505$ 1,200,000$ 1,300,000$ Investment interest 0028,19200 Total revenues 001,337,6971,200,0001,300,000 Expenditures Professional Services 00655,9571,581,0001,275,000 Total expenditures 00655,9571,581,0001,275,000 Revenues over (under) expenditures 00681,740(381,000)25,000 Beginning fund balance 000681,740300,740 Ending fund balance$ 00$ 681,740$ 300,740$ 325,740$ Homeless Housing Program Fund Fund: 110Spokane Valley 2025 Budget In 2023 Council passed Resolution #23-009 to declare Council's intent to operate a local homeless and housing program, and assume collection of available document recording fees for this purpose. As part of operating a homeless and housing program, the City first needed to form a Homeless Housing Task Force and adopt a five-year homeless housing action plan that identifies how the City will work to eliminate homelessness consistent with the State's adopted strategic plan. Document recording fees are collected by Spokane County and passed through to the City based on the City's proportionate share of real estate excise tax (REET) collected on a monthly basis. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Recording Fees$ 00$ 125,527$ 290,000$ 290,000$ Investment Interest 001,02000 Total revenues 00126,547290,000290,000 Expenditures Professional Services 000290,000344,000 Total expenditures 000290,000344,000 Revenues over (under) expenditures 00126,5470(54,000) Beginning fund balance 000126,547126,547 Ending fund balance$ 00$ 126,547$ 126,547$ 72,547$ 129 Fund: 111Transportation Benefit District FundSpokane Valley 2025 Budget In 2023 Council adopted Ordinances 23-018 and 23-022 forming and assuming the powers of a Transportation Benefit District in the City in accordance with Chapter 36.73 RCW. Council also adopted Ordinance 23-024 establishing a $20 vehicle license tab fee. The fee was effective July 2024 and is anticipated to generate $2,785,000 in revenues in the 2025 Budget. These funds are used in the Street Fund #101 for use on pavement management and maintenance. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Vehicle License Fees$ 00$ 0$ 1,392,500$ 2,785,000$ Total revenues 0001,392,5002,785,000 Expenditures Transfer out -#101 0001,392,5002,785,000 Total expenditures 0001,392,5002,785,000 Revenues over (under) expenditures 00000 Beginning fund balance 00000 Ending fund balance$ 00$ 0$ 0$ 0$ CenterPlace Operating Reserve Fund Fund: 120Spokane Valley 2025 Budget The CenterPlace Operating Reserve Fund was established as a result of a covenant related to the issuance of limited tax general obligation bonds initially issued in 2003 and refunded in 2014. The bonds were issued for the purpose of constructing the CenterPlace facility. As a part of the bond issuance the City agreed to establish a $300,000 operating reserve account that could be used to make debt service payments on the bonds and/or pay for operating expenses of CenterPlace. If at any time the City were to draw on these reserves it would have to prepare and follow a plan for reinstatement of those funds drawn. This reserve is required to be in place for the life of the bonds which run through December 1, 2033. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Investment Interest$ 00$ 0$ 0$ 0$ Transfers in 00000 Total revenues 00000 Expenditures Operations 00000 Total expenditures 00000 Revenues over (under) expenditures 00000 Beginning fund balance 300,000300,000300,000300,000300,000 Ending fund balance$ 300,000300,000$ 300,000$ 300,000$ 300,000$ 130 Fund: 121Service Level Stabilization Reserve FundSpokane Valley 2025 Budget The City has committed to maintaining an ending fund balance in the General Fund of at least 50% of recurring expenditures which is equivalent to 6-months of operations. The Service Level Stabilization Reserve Fund serves as an emergency source of temporary financing to the General Fund in the event a downturn in the local economy resulted in a reduction of revenues that would otherwise compromise either the General Fund's minimum 50% reserve balance or historical levels of service. If an event such as a downturn in the economy resulted in the General Fund reserves dropping below 50% of recurring expenditures, then the Service Level Stabilization Reserve Fund could be drawn against to maintain the fund balance minimum. The use of this reserve balance is outlined in the Fiscal Policies at the beginning of this budget document. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Investment Interest$ 00$ 151,854$ 288,000$ 288,000$ Transfers in000400,0000 Total revenues00151,854688,000288,000 Expenditures Operations00000 Total expenditures00000 Revenues over (under) expenditures00151,854688,000288,000 Beginning fund balance5,500,0005,500,0005,500,0005,651,8546,339,854 Ending fund balance$ 5,500,0005,500,000$ 5,651,854$ 6,339,854$ 6,627,854$ Fund: 122Winter Weather Reserve FundSpokane Valley 2025 Budget The Winter Weather Reserve Fund was established through Ordinance No. 05-018 to provide an emergency reserve for use during unusually harsh winters and storms where the Street Fund #101 budget and fund balance are inadequate to accommodate the amount of related street maintenance, including but not limited to snow plowing, sanding, and deicing, that may be necessary. In the event the City draws against this fund in any given winter, we will strive to replenish the balance back to approximately $500,000 through subsequent years' transfers. Due to the uncertainty of when this fund might be drawn upon we actually budget the same $500,000 in both 2023 and 2024 even though we recognize there exists only $500,000 to address this issue if it should arise. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Investment Interest$ 7,088209$ 16,788$ 6,000$ 15,000$ Transfers in - #001364,44089,805500,00000 Total revenues364,64996,893516,7886,00015,000 Expenditures Transfer out - #1010500,000000 Street Maintenance Expenditures89,80500500,000500,000 Total expenditures89,805500,0000500,000500,000 Revenues over (under) expenditures274,844(403,107)516,788(494,000)(485,000) Beginning fund balance160,043434,88731,780548,568554,568 Ending fund balance$ 31,780434,887$ 548,568$ 54,568$ 69,568$ 131 Fund: 204Limited Tax General Obligation (LTGO) Bond - Debt Service FundSpokane Valley 2025 Budget This fund is used to account for the accumulation of resources for, and the payment of limited tax general obligation (LTGO) bonds also referred to as councilmanic or non-voted bonds. When LTGO bonds are issued the City irrevocably pledges the full faith, credit and resources necessary to make timely payments of principal and interest, within constitutional and statutory limitations pertaining to non-voted general obligations. In 2003 the City issued $9,430,000 in LTGO bonds, the proceeds of which were used to finance both the construction of CenterPlace and road and street improvements surrounding the facility. In 2014 the City refunded the LTGO bonds in order to take advantage of lower interest rates which resulted in a reduction in subsequent annual bond payments (much like refinancing a home mortgage). At the completion of the bond refunding there remained $7,035,000 of LTGO bonds. Of this total: $5,650,000 remained on the original debt used towards the construction of CenterPlace. These bonds will be paid off in annual installments over the 20-year period ending December 1, 2033. Annual debt service payments on these bonds are provided by the Spokane Public Facilities District. At January 1, 2025, the outstanding balance on this portion of the bond issue will be $2,610,000. $1,385,000 remained on the original debt used towards the road and street improvements. These bonds will be paid off in annual installments over the 10-year period ending December 1, 2023. Annual debt service payments on these bonds were provided by equal distributions from the 1st and 2nd quarter percent real estate excise tax (Funds #301 and #302). This debt was completely liquidated during 2023. In 2016 the City issued $7,275,000 in LTGO bonds, the proceeds of which will be used to finance the construction of a new City Hall building along with $6.3 million of City cash that has been set aside for this purpose. These bonds will be paid off in annual installments over the 30-year period ending December 1, 2045. Annual debt service payments on these bonds are provided by transfers in from the General Fund. At January 1, 2025, the outstanding balance on the bond issue will be $5,860,000. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Spokane Public Facilities District$ 501,200480,800$ 527,200$ 551,600$ 569,400$ Transfers in - #001 401,500401,400401,150398,950401,550 Transfers in - #301 80,77581,10080,60000 Transfers in - #302 80,77581,10080,60000 Total revenues 1,043,8501,064,8001,089,550950,550970,950 Expenditures Debt Service Payment - CenterPlace 480,800500,000527,200551,600569,400 Debt Service Payment - Roads 161,550163,400161,20000 Debt Service Payments - City Hall/LTGO'16 401,500401,400401,150398,950401,550 Total expenditures 1,043,8501,064,8001,089,550950,550970,950 Revenues over (under) expenditures 00000 Beginning fund balance 00000 Ending fund balance$ 00$ 0$ 0$ 0$ 132 Fund: 301REET 1 Capital Projects FundSpokane Valley 2025 Budget This fund is used to account for the collection and expenditures of the first one-quarter of one-percent real estate excise tax (REET 1) that is authorized through RCW 82.46. This quarter percent must be expended for purposes identified in the capital facilities plan element of our comprehensive plan. RCW 82.46.010(6), defines "capital projects" as: those public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets; roads; highways; sidewalks; street and road lighting systems; traffic signals; bridges; domestic water systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries; administrative and judicial facilities. Revenues recorded in this fund are typically used as a matching funds for street related construction projects that are accounted for in Street Capital Projects Fund #303 and the Pavement Preservation Fund #311. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues REET 1 - Taxes$ 3,109,113$ 2,790,020$ 1,678,860$ 1,500,000$ 1,500,000 Investment Interest 2,82896,965274,63090,000200,000 Total revenues 3,111,9412,886,9851,953,4901,590,0001,700,000 Expenditures Transfers out - #204 80,77581,10080,60000 Transfers out - #303 293,208899,463499,950897,312356,000 Transfers out - #311 (pavement preservation)827,278550,242827,2781,170,3501,372,150 Transfers out - #314 0008010 Total expenditures 1,201,2611,530,8051,407,8282,068,4631,728,150 Revenues over (under) expenditures 1,910,6801,356,180545,662(478,463)(28,150) Beginning fund balance 2,048,0683,958,7485,314,9285,860,5905,382,127 Ending fund balance$ 5,314,9283,958,748$ 5,860,590$ 5,382,127$ 5,353,977$ 133 Fund: 302REET 2 Capital Projects FundSpokane Valley 2025 Budget This fund is used to account for the collection and expenditures of the second one-quarter of one-percent real estate excise tax (REET 2) that is authorized through RCW 82.46. This quarter percent may only be levied by cities that are planning under the Growth Management Act and may only be expended for purposes identified in the capital facilities plan element of their comprehensive plan. RCW 82.46.035(5) defines "capital projects" as: public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement of parks. Noteworthy here is that acquisition of land for parks is not a permitted use of REET 2 receipts, although it is a permitted use for street, water and sewer projects. Revenues recorded in this fund are typically used as a matching funds for street related construction projects that are accounted for in Street Capital Projects Fund #303 and the Pavement Preservation Fund #311. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues REET 2 - Taxes$ 3,109,113$ 2,790,020$ 1,678,860$ 1,500,000$ 1,500,000 Investment Interest 5,137117,020305,243100,000275,000 Total revenues 3,114,2502,907,0401,984,1031,600,0001,775,000 Expenditures Transfers out - #204 80,77581,10080,60000 Transfers out - #303 1,401,744226,7012,583,769793,148483,300 Transfers out - #309 64,077124,0205,00000 Transfers out - #311 (pavement preservation) 827,279914,900827,2791,170,3501,372,150 Transfers out - #314 660,51600329,32336,500 Transfers out - #403 14,9270000 3,049,3181,346,7213,496,6482,292,8211,891,950 Revenues over (under) expenditures 64,9321,560,319(1,512,545)(692,821)(116,950) Beginning fund balance 5,165,9245,230,8566,791,1755,278,6304,585,809 Ending fund balance$ 6,791,1755,230,856$ 5,278,630$ 4,585,809$ 4,468,859$ 134 Fund: 303Street Capital Projects FundSpokane Valley 2025 Budget The Street Capital Projects Fund accounts for monies used to finance street construction and reconstruction projects adopted in the City's 6-year Transportation Improvement Plan (TIP). Revenues to finance the projects comes from a combination of State and Federal Grants, which typically cover upwards of 80% of projects costs, with the City match portion coming from transfers from the REET 1 Capital Projects Fund #301, REET 2 Capital Projects Fund #302, and sometimes Stormwater Management Fund #402. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Grant Proceeds$ 4,174,243$ 4,235,813$ 6,038,450$ 7,368,896$ 4,480,512 Developer Contribution 1,271,75900809,130968,833 Miscellaneous 21811,652107,46900 Voluntary Traffic Mitigation Fees 0853,467179,32000 Transfers in - #001 0051,37200 Transfers in - #106 0110,746000 Transfers in - #301 293,208899,463499,950897,312356,000 Transfers in - #302 1,401,744226,7012,061,340793,148483,300 Transfers in - #312 0042,0170200,000 Transfers in - #312 - Barker Corridor(87,442)1,204522,42900 Transfers in - #312 - School Beacons 0112,5831,22300 Total revenues 7,053,7306,451,6299,503,5709,868,4866,488,645 Expenditures 205Sprague/Barker Intersection Improvement 159,0262,219,92219,58000 249Sullivan/Wellesley Intersection 92,731499,154282,25400 259N. Sullivan Corridor ITS Projects 2,1500000 275Barker Rd Widening - River to Euclid 1,679,0178,91531,98300 292Mullan preservation : Broadway-Mission 508,2130000 2932018 CSS Citywide Reflective Signal BP 8,144382000 294Citywide Reflective Signal Post Panels 3,1692,990000 299Argonne Rd Concrete Pvmt Indiana to Mont 2,205,4388,8762,03500 300Pines & Mission Intersection Improvement 63,816165,800229,4901,599,25620,000 301Park & Mission Intersection Improvement 360,0020000 303S. Conklin Sidewalk 1620000 310Sullivan Rd Overcrossing UP RR Deck Repl 241,954820000 313Barker Rd/Union Pacific Crossing 61,642323,3343,506,98250,0001,060,845 318Wilbur Sidewalk - Boone to Mission 46,916862,35812,03400 320Sullivan Preservation - Sprague to 8th 13,537117,485797,7565,0000 321Argonne Corridor Improvement- North of Knox 1,9160019,60821,500 323Evergreen Road Preservation 258,6590000 3262020 Citywide Retroreflective Post Plates 5,63923,66030,6010126,200 327Sprague Stormwater & Crossing Project 04,34351,3722,365,0000 (continued to next page) 135 Fund: 303Street Capital Projects FundSpokane Valley 2025 Budget (continued from previous page) 20212022202320242025 ActualActualActualBudgetBudget Expenditures, continued 329Barker Rd Imp-City Limits to Appleway 109,44342,686118,24650,0002,793,100 330WTSC 2021 School Zone Beacons 41,7800000 332NE Industrial Area - Sewer Extension 65,16337,411000 333Evergreen Rd Pres Broadway to Mission 0159,293000 334Sprague Ave Preservation 0309,4943,36300 335Mission Ave over Evergreen Deck Repair 019,502320,96000 3408th Ave Sidewalk - Coleman to Park 082,4251,357,39800 342School zone beacons 0112,5831,22300 343Buckeye Ave Sewer Extenstion 0632,152000 344Park Rd Sidewalk- Broadway to cataldo 023,083230,68900 345Park Rd Sidewalk- Nora to Baldwin 025,710425,23500 346Bowdish Sidewalk 12th to 22nd 014,26091,2852,106,77740,000 347Broadway and Park Intersection 04,4551,863,610410,1340 348Barker Road Improvements- Appleway to I90 0077,139221,0000 349Trent Ave Access Control Safety Improvement 0016,644419,000 351Barker Road Imp - Sprague to Appleway 004,298595,000255,000 3522022 Citywide Signal Backplates 003,1890 35416th Ave Preservation - Evergreen to Adams 000352,7110 366S. Sullivan Preservation - 8th to 12th 0000252,000 367Subarea Transportation Plan 0000200,000 Argonne Bridge 000675,000720,000 Contingency 0001,000,0001,000,000 Total expenditures 5,928,5175,701,0939,477,3669,868,4866,488,645 Revenues over (under) expenditures 1,125,213750,53626,20400 Beginning fund balance 67,4021,192,6151,943,1511,969,3551,969,355 Ending fund balance$ 1,943,1511,192,615$ 1,969,355$ 1,969,355$ 1,969,355$ 136 Fund: 309Park Capital Projects FundSpokane Valley 2025 Budget The Park Capital Projects Fund was created to account for park related capital improvements. The source of financing typically consists of an annual transfer from the General Fund #001; however, in some years the City will utilize money set aside for capital projects in other funds. This has occurred with transfers in from the Paths and Trails Fund #103 and the Capital Reserve Fund #312, which have been applied towards various sections of the Appleway Trail project and improvements at Balfour Park. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Grant Proceeds$ 0593,260$ 158,658$ 0$ 1,561,761$ Developer Contribution 17,8960000 Transfers in - #001 178,813160,145515,939160,0000 Transfers in - #302 64,077124,0205,00000 Transfers in - #310 0040,19200 Transfers in - #312 604,512332,2674,312,623546,299300,000 Investment Interest 2001,15800 Total revenues 1,458,578616,4325,033,570706,2991,861,761 Expenditures 268Appleway Trail (Evergreen to Sullivan)2,1650000 304CenterPlace west lawn improvements - Ph. 2 19,930145000 305CenterPlace roof (1,117)0000 314Balfour Park frontage improvements 342,76095,2095,00000 315Browns Park improvements 2020 698,664953000 316Balfour Park improvements - Ph 1 305,134161,6884,778,435550,0000 328Sullivan Park Waterline 32,27651,03340,4992,0000 337Reprogram Great Room A/V System 36,9510000 338Spokane Valley River Loop Trail 79,136148,35748,47800 Greenacres Park Phase 2 000200,0001,861,761 Total expenditures 1,515,899457,3854,872,412752,0001,861,761 Revenues over (under) expenditures(57,321)159,047161,158(45,701)0 Beginning fund balance 75,57518,254177,301338,459292,758 Ending fund balance$ 177,30118,254$ 338,459$ 292,758$ 292,758$ 137 Fund: 310Civic Facility Capital Projects FundSpokane Valley 2025 Budget The Civic Building Capital Projects Fund was initially set-up to accumulate resources to ultimately acquire or construct a City Hall building. The initial sources of revenue to set-up the fund reserves were transfers from the General Fund during 2005 through 2007, and as recently as December 31, 2009, this fund had a fund balance of $5,828,600. During 2010 and 2011 the City determined that street repairs and reconstruction represented a more immediate City need and opted to expend nearly $2,000,000 of the fund balance for these projects. The projects themselves were part of a septic tank elimination program (STEP) initiated by Spokane County that resulted in the installation of sewer lines down many City streets. At that time the City decided to completely reconstruct the effected streets rather than patch them. In 2012 the City used this fund to finance a variety street related capital projects as well as the $2.5 million acquisition of an 8.4 acre parcel of land on Sprague Avenue that is adjacent to Balfour Park. Partially offsetting the cost of the land acquisition was the subsequent sale of 2.82 acres of this parcel to the Spokane County Library District who had planned to construct a library building consisting of no less than 30,000 square feet. In order for the Library District to actually construct a new building on this site they first had to have a successful voted bond issue to provide the necessary financing. In the event the Library District is unable to pass a bond, they may sell the 2.82 acres parcel back to the City for the original purchase price of $839,285. An amendment was made to the interlocal agreement in October 2017 which extended the agreement through October 2022 with the option to extend through October 2024. Through this amendments, the City also agreed to contribute $1.3 million, of which the $839,285 would be part, in frontage and/or joint site improvements on the Library site. Construction on the frontage improvements occurred in 2021 and 2022 and the construction of the new library began in 2022. The remaining improvements were made during 2023 during Balfour Park construction activities. In 2015 the General Fund began to make two annual transfers to this fund that were each related to the eventual construction of a new City Hall facility. These transfers ended after 2016: The first transfer in the amount of $72,500, when added to the City's $434,600 annual lease payment for space in its current space totals $507,100 which was the amount we anticipated our annual bond repayment would be if we were to issue approximately $8,000,000 of limited tax general obligation bonds with a 2% issue cost over 30-years at 4.50%. The second transfer was our estimate of the annual operating costs of a City Hall facility including utilities, janitorial, grounds maintenance and snow removal, and operating and maintenance supplies. The purpose behind making these transfers beginning in 2015 was to "create" this appropriation capacity within the General Fund. These amounts were transferred out to the General Fund in 2016 and 2017 in order to cover lease payments for the prior City Hall location in years in which the City had both a lease payment and a bond payment for the new City Hall building. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Investment Interest$ 13,653692$ 4,850$ 1,200$ 1,200$ Total revenues 69213,6534,8501,2001,200 Expenditures Transfers out - #309 (Balfour Park)3,600040,19200 Payment to Library District 00799,09300 Total expenditures 3,6000839,28500 Revenues over (under) expenditures(2,908)13,653(834,435)1,2001,200 Beginning fund balance 842,964840,056853,70919,27420,474 Ending fund balance$ 853,709840,056$ 19,274$ 20,474$ 21,674$ 138 Fund: 311Pavement Preservation FundSpokane Valley 2025 Budget This fund was created during the 2011 Budget development process for the purpose of setting money aside for yet to be determined street capital improvement projects. Since inception, the pavement preservation program has been funded through a series of transfers from other City funds as well as grant proceeds. Below is a table summarizing the funding sources for Fund #311, including actuals for 2011 through 2023 and budgeted amounts for 2024 and 2025: Fund 001101106123301/302310312 StreetCivic Fac.Civic Fac.Capital GeneralStreet O&MWear FeeReplace.REET 1&2CapitalReserveGrantsTotal Actual 2011584,6810000500,000001,084,681 20122,045,20300000002,045,203 20130282,0000616,284300,0000035,9451,234,229 2014888,823282,0000616,284368,944002,042,6654,198,716 2015920,000206,6180616,284502,09800835,2243,080,224 2016943,80067,3420559,808730,572001,654,6983,956,220 2017953,20067,342001,320,9580089,2082,430,708 2018962,70067,3421,000,00001,370,658001,422,4044,823,104 2019972,30001,608,02801,468,600002,398,3306,447,258 2020982,02301,513,53201,545,2770098,2814,139,113 2021991,84301,537,77601,654,5570004,184,176 20221,001,80003,19401,465,141002,052,1754,522,310 20231,011,8001,372,761001,654,557002,643,9156,683,033 Budget 20241,021,9000002,340,7000003,362,600 202500002,744,30001,032,10003,776,400 13,280,0732,345,4055,662,5302,408,66017,466,362500,00013,272,84555,967,975 Beginning in 2013, the City committed to finance pavement preservation at a level equivalent to 6% of General Fund recurring expenditures, which has continued from that year through the 2024 budget development. Because this is a Capital Project Fund whose sole purpose is to provide for Pavement Preservation projects, any money not expended in a given year will remain in the fund and will be available for re-appropriation in subsequent years. The fund balance of Fund #123 was exhausted with the 2016 transfer of $559,808 as a consequence of following this funding strategy. During the 2025 budget development, it was determined that the General Fund could not support a recurring transfer to the Fund #311 due to budget constraints. Going forward, a nonrecurring transfer will be made at the discretion of Council and as funds are available. In 2025 the Pavement preservation will be funded by Transfers of $2,744,300 from the REET 1 Capital Projects Fund #301, REET 2 Capital Projects Fund #302 and 1,032,100 from fund #312. The City will take advantage of grant programs directed at pavement preservation as they become available. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Transfers in - #001$ 1,001,800991,843$ 1,011,800$ 1,021,900$ 0$ Transfers in - #101 001,372,76100 Transfers in - #106 1,537,7763,194000 Transfers in - #301 827,278550,242754,6681,170,3501,372,150 Transfers in - #302 827,279914,900899,8891,170,3501,372,150 Transfers in - #312 00001,032,100 Investment Interest 3,44873,149138,46000 Grant Proceeds 02,052,1752,643,915358,362112,011 Developer Contributions 29,0110000 Total revenues 4,216,6354,595,4606,821,4933,720,9623,888,411 Expenditures Pavement preservation 4,464,6933,523,8476,632,7475,620,1652,000,000 Pre-project GeoTech 00050,00050,000 Transfer out - #101 (local streets)002,677,09900 Total expenditures 4,464,6933,523,8479,309,8465,670,1652,050,000 Revenues over (under) expenditures(248,058)1,071,613(2,488,353)(1,949,203)1,838,411 Beginning fund balance 5,792,1455,544,0876,615,7004,127,3472,178,144 Ending fund balance$ 6,615,7005,544,087$ 4,127,347$ 2,178,144$ 4,016,555$ 139 Fund: 312Capital Reserve FundSpokane Valley 2025 Budget This fund was created in 2013 to be used to account for the accumulation of resources for yet to be determined capital projects. The initial source of funds was a 2013 General Fund transfer of $7,826,207 which was followed by additional transfers from the General Fund from 2014 through 2024 in the amount of $52,265,836. Projects approved by City Council from this fund include in part: $2,396,813 for construction of various sections of the Appleway Trail. $1,800,000 to remove and reconstruct Euclid Ave. from Flora to Barker after County installation of sewer. $1,421,321 towards a Barker Road / BNSF Grade Separation project. $3,485,417 towards a Pines Road / BNSF Grade Separation project. $2,567,741 towards Barker Road corridor improvements. $4,839,710 for park land acquisitions. $460,715 towards improvements at the Spokane County Library's proposed Balfour site. $225,000 towards school zone beacons $5,031,741 towards Balfour Park construction. $1,400,000 towards the replacement of police vehicles. $250,000 towards a surface treatment pilot program. $500,000 towards Sullivan Road / BNSF Interchange project. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Transfers in - #001$ 3,593,00011,126,343$ 5,358,054$ 4,397,832$ 0$ Transfers in - #310 3,6000000 Proceeds from sale of land 109,4030000 Investment Interest 8,304236,054803,376500,000650,000 Total revenues 11,247,6503,829,0546,161,4304,897,832650,000 Expenditures Transfers out - #001 0606,5374,801,3971,546,2000 Transfers out - #101 00250,00001,750,000 Transfers out - #121 000400,0000 Transfers out - #303 - School Beacons 0113,78643,24000 Transfers out - #303 - Barker Road Corridor (87,442)0000 Transfers out - #303 - Subarea Transportation Plan 0000200,000 Transfers out - #309 - Appleway Trail (65,815)0000 Transfers out - #309 - Balfour Park frontage improve 260,7880000 Transfers out - #309 - Balfour Park improvements 305,133332,2674,223,646344,2990 Transfers out - #309 - Sullivan Park water line 25,269040,4992,0000 Transfers out - #309 - Spokane Valley River Loop Tr 79,136048,47800 Transfers out - #309 - Greenacres Park Ph2 000200,000300,000 Transfers out - #311 - Pavement Preservation 00001,032,100 Transfers out - #314 - Pines Grade Separation(6,684)0253,344388,0001,708,023 Transfers out - #314 - Barker Rd Overpass 438,623633,819269,085725,0000 Transfers out - #314 - Sullivan Rd Interchange 170,3330102,72020,6770 Transfers out - #316 - Fairground Building 07,010000 WSDOT Sullivan Park Property Acquisition 3,35700759,6000 Precinct property acquisition 2,230,4490000 Park property acquisition 1,875,8810000 Sprague Ave. Property Acquisition 00790,78300 Total expenditures 5,229,0281,693,41910,823,1924,385,7764,990,123 Revenues over (under) expenditures 6,018,6222,135,635(4,661,762)512,056(4,340,123) Beginning fund balance 8,503,76414,522,38616,658,02111,996,25912,508,315 Ending fund balance$ 16,658,02114,522,386$ 11,996,259$ 12,508,315$ 8,168,192$ 140 Fund: 314Railroad Grade Separation Projects FundSpokane Valley 2025 Budget This fund was created to account for the design and construction costs of various railroad grade separation projects that are included in the Bridging the Valley concept. Due to the anticipated size, scope, and duration of these projects, managing them in a separate fund allows for the necessary monitoring without being obscured by the variety and quantity of the other projects in the Street Capital Projects Fund #303 as well as keeping these projects from skewing the average volume of activity in Fund #303. Revenues for this fund consist of grant proceeds and transfers in from other City funds, such as the General Fund #001, the REET 1 Capital Project Fund #301 and the Capital Reserve Fund #312. Expenditures in the years of 2023 and 2024 are related to design and right of way costs for the Pines Road Underpass project, the construction costs for the Barker Road Overpass project, and design work for the Sullivan Road Interchange. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Grant Proceeds$ 677,412280,718$ 944,651$ 5,468,641$ 39,496,674$ Investment Interest 426518000 Developer Contributions 51,40300308,5920 Rental Income 17,79310,500000 Transfers in - #301 0008010 Transfers in - #302 660,51600329,32336,500 Transfers in - #312 602,272633,819625,1491,133,6771,708,023 Total revenues 1,613,1281,322,2491,569,8007,241,03441,241,197 Expenditures Barker BNSF Grade Separation 1,150,542825,160413,771725,0000 Pines Rd Underpass 495,989686,7651,175,9082,500,00040,850,197 Sullivan Rd Interchange 170,333132,656130,1213,787,000391,000 Total expenditures 1,816,8641,644,5811,719,8007,012,00041,241,197 Revenues over (under) expenditures(203,736)(322,332)(150,000)229,0340 Beginning fund balance 793,528589,792267,460117,460346,494 Ending fund balance$ 267,460589,792$ 117,460$ 346,494$ 346,494$ 141 Fund: 315Transportation Impact Fees FundSpokane Valley 2025 Budget Beginning in 2021, the City began collecting transportation impact fees allowed pursuant to RCW 82.02.050-82.02.110 and SVMC 22.100. These are fees specifically allowed to address impacts from new development and they may be imposed on all developments within a designated area. The City has performed several studies to determine the impact areas on which the fees are being imposed. All fees collected must be applied to transportation system improvements identified in the corresponding study. Budget Summary 20212022202320242025 ActualActualBudgetBudgetBudget Revenues Transportation Impact Fees$ 361,613294,477$ 429,485$ 300,000$ 400,000$ Investment Earnings 1309,68442,404030,000 Total revenues 294,607371,297471,889300,000430,000 Expenditures Transfers out - #303 00000 Total expenditures 00000 Revenues over (under) expenditures 294,607371,297471,889300,000430,000 Beginning fund balance 0294,607665,9041,137,7931,437,793 Ending fund balance$ 665,904294,607$ 1,137,793$ 1,437,793$ 1,867,793$ Fund: 316Economic Development Capital Projects FundSpokane Valley 2025 Budget The Economic Development Capital Projects Fund #316 accounts for capital projects that will have a positive impact on tourism in Spokane Valley through the development of assets in the community that will increase retail, overnight lodging, and dining. These projects will primarilty be funded through lodging taxes from the Hotel/Motel Tax - Tourism Facilities Fund #104. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Transfers in - #312$ 46,6423,358$ 0$ 0$ 0$ Transfers in - #104 0013,0154,400,0000 Total revenues 3,35846,64213,0154,400,0000 Expenditures Fairgrounds Building 3,35846,642000 Cross Country Course 0013,0154,400,0000 Total expenditures 3,35846,64213,0154,400,0000 Revenues over (under) expenditures 00000 Beginning fund balance 00000 Ending fund balance$ 00$ 0$ 0$ 0$ 142 Fund: 402Stormwater Management FundSpokane Valley 2025 Budget The purpose of the Stormwater Management Fund is to account for the funds related to the cleaning, maintenance, and improvement of the City's storm drainage system. The revenue for this fund originates from a stormwater fee collected by Spokane County on behalf of the City. The annual fee is $58 for each single family unit, and for other property types a fee of $58 per each 3,160 square feet of parcel impervious surfacing is collected. Budget Summary 20212022202320242025 ActualActualBudgetBudgetBudget Personnel - FTE Equivalents Operating 0.00.00.00.100.10 Administrative Assistant Assistant Engineer 0.00.00.01.351.35 0.00.00.20.00.0 Communication & Marketing Officer Engineer 1.01.01.01.01.0 Engineering Manager - Utility 0.00.00.51.01.0 Engineering Technician I 0.50.50.50.30.3 1.01.01.01.31.3 Engineering Technician II GIS Analyst 0.230.230.001.231.23 0.250.00.00.250.25 Maintenance/Construction Inspector Mechanic 0.00.250.250.250.25 0.00.00.00.250.25 Senior Development Engineer Senior Engineer-Proj Mgmt 0.00.00.00.60.6 0.250.250.000.00.0 Senior Planning Grants Engineer Stormwater Forman 0.90.90.90.90.9 Capital 0.00.00.00.30.3 Maintenance/Construction Inspector Construction Inspector 0.00.00.00.450.45 0.00.00.02.12.1 Senior Engineer-Proj Mgmt 4.134.134.3811.3811.38 Interns 2.02.00.00.00.0 (continued to next page) 143 Fund: 402Stormwater Management FundSpokane Valley 2025 Budget (continued from previous page) Budget Summary Recurring Activity 20212022202320242025 ActualActualActualBudgetBudget Revenues Stormwater Management fees$ 2,026,140$ 2,031,000$ 5,585,386$ 5,600,000$ 6,170,000 Investment Interest 2,13440,038172,94740,00090,000 Total revenues 2,028,2742,071,0385,758,3335,640,0006,260,000 Expenditures Wages, Payroll Taxes & Benefits 331,944379,033660,1551,349,3221,578,815 Supplies 14,92232,301104,04044,70037,200 Services & Charges 1,153,8201,290,7991,464,8942,422,3172,272,306 Intergovernmental Services 42,22243,14945,64048,00088,000 Interfund vehicle lease - #501 6,7506,7506,75013,00016,500 Total expenditures 1,549,6581,752,0322,281,4793,877,3393,992,821 Recurring revenues over (under) 478,616319,0063,476,8541,762,6612,267,179 Recurring Expenditures Nonrecurring Activity Revenues Grant Proceeds 95,0000306,66500 Total Nonrecurring revenues 95,0000306,66500 Expenditures Capital - Various Projects 383,412109,3071,551,2422,610,0001,500,000 Stormwater Comprehensive Plan 0272,923000 Watershed studies 37,24269,16223,044150,000150,000 Asset management software system 000050,000 Generator for Maintenance Shop 013,144000 Total Nonrecurring expenditures 420,654464,5361,574,2862,760,0001,700,000 Nonrecurring revenues over (under) (325,654)(464,536)(1,267,621)(2,760,000)(1,700,000) Nonrecurring Expenditures Excess (Deficit) of Total Revenues Over (Under) Total Expenditures 152,962(145,530)2,209,233(997,339)567,179 Beginning working capital 2,159,7962,401,7192,278,3634,550,1583,552,819 Ending working capital$ 2,256,1892,312,758$ 4,487,596$ 3,552,819$ 4,119,998$ 144 Fund: 403Aquifer Protection Area FundSpokane Valley 2025 Budget In 1985 voters of Spokane County approved a ballot proposition to create the Spokane Aquifer Protection Area (APA) as well as corresponding aquifer protection area fees with both sunsetting December 31, 2005. Boundaries of the APA included portions of unincorporated areas (including what is now Spokane Valley) and the cities of Liberty Lake, Millwood and Spokane. In 2004 the City of Spokane Valley approved a resolution authorizing the inclusion of its municipal boundaries within the APA. The APA program was subsequently reauthorized through 2025 with voter approval. All fees are collected by Spokane County and include: An annual fee of $15 per household for the withdrawal of water from properties within the APA. An annual fee of $15 per household for on-site sewage disposal within the APA. For commercial properties an annual fee ranging from $15 to $960 depending upon water meter size. In 2004 the City of Spokane Valley (City) entered into an interlocal agreement with Spokane County (County) that authorized the County to collect and retain APA fees through 2010 for a variety of projects including: up to $100,000 annually through 2010 to the Spokane Regional Health District to provide for data base management related to monitoring of septic tanks and their potential impact on water quality in the Spokane Valley Rathdrum Prairie Aquifer. a septic tank elimination program (STEP) designed to replace septic tanks with sanitary sewer systems. In the 2004 interlocal agreement the City and County also agreed that for the years 2011 through 2025 the APA fees remaining after the payment of reasonable administration and billing fees incurred by the County would be distributed annually between the County, City and City of Spokane on a proportional basis relative to the amount generated in unincorporated areas, the City and City of Spokane. The fees collected on the City's behalf by Spokane County are expended entirely on stormwater related projects that are designed to protect the aquifer. These fees plus grant monies received from a number of granting agencies finance a variety of capital projects. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Spokane County $ 514,576522,357$ 515,898$ 500,000$ 0$ Grant Proceeds 1,434,700236,685621,47600 Investment Interest 1,21920,42157,69120,00020,000 Transfer in - #302 14,9270000 Miscellaneous 60,8010000 Total Revenues 2,034,004771,6821,195,065520,00020,000 Expenditures Capital - Various projects 2,989,076370,9991,125,3391,000,0001,000,000 Effectiveness study 45,4540055,0000 Total Expenditures 3,034,530370,9991,125,3391,055,0001,000,000 Revenues over (under) expenditures(1,000,526)400,68369,726(535,000)(980,000) Beginning working capital 2,120,3651,119,8391,520,5221,590,2481,055,248 Ending working capital$ 1,520,5221,119,839$ 1,590,248$ 1,055,248$ 75,248$ 145 Fund: 501Equipment Rental & Replacement FundSpokane Valley 2025 Budget The Equipment Rental & Replacement Fund (ER&R) is an Internal Service Fund that is designed to provide the funds necessary to purchase new vehicles and equipment at predetermined life cycles. This fund operates by charging each City department a monthly rental rate for the vehicles they use. The fee is based upon the estimated useful life of the vehicle and its replacement cost. The theory behind this program is that it allows City departments to budget vehicle replacement costs as a reoccurring expense over an extended period of time rather than as an intermittent capital expense that may be difficult to afford in any single year. In the event a City department requires an additional vehicle that actually adds to the fleet rather than simply replaces an existing vehicle, then that department must budget for the initial purchase price and transfer the necessary funds to the ER&R Fund to make the acquisition. In subsequent years the department will then begin paying a replacement fee spread out over the estimated useful life of the new vehicle. Beginning in 2017 a CenterPlace Kitchen Reserve was established through a transfer in from the General Fund in the amount of $36,600 per year for 5 years to build a total reserve of $183,000, which is the estimated replacement cost of the significant kitchen appliances and equipment at CenterPlace. Snow Plow Replacement Program The snow plow fleet currently consists of nine plow trucks. Six of the trucks are equipped with sanders and three of the trucks are equipped with 1,000-gallon tanks for placement of liquid deicer. Over the past five years the City has continued to improve the snow removal operations and has updated the snow plan accordingly. These improvements in snow operations have dictated that operating nine plows is a very efficient way to remove snow from the arterial and hillside roadways. Operating nine plows allows the performance of a full city arterial and designated hillsides plow in approximately 12 hours. In the future new plows will be purchased to replace the aging fleet as noted below and older plows will serve as backups and eventually be retired from the fleet beginning in 2022. The recommended snow plow fleet consists of eleven plows with two serving as backup plows. The two backup plows ensure that arterial roadways and hillside priority roadways can be cleared of snow per the snow plan. Having backup plows provides the City with additional plows that can be deployed in case of a mechanical breakdown or an accident during a winter storm event. Snow Plow Fleet Truck #Model YearYR AcquiredAge at RetirementReplacement YrNotes 20719972009252022 20319952009282023 20419952009292024 20819972009282025 Existing Fleet 20919982011282026(11) Snow Plows 21120002012272027 20619962009322028 20519962009332029 21020102011222032 21820162015222037 21920212020222043 22520232022222045207 is retired **20242024222046203 is retired **20252025222047204 is retired **20262026222048208 is retired **20272027222049209 is retired **20282028222050211 is retired **20292029222051206 is retired **20302030222052205 is retired (continued to next page) 146 Fund: 501Equipment Rental & Replacement FundSpokane Valley 2025 Budget (continued from previous page) Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Vehicle rentals - #001$ 31,30031,300$ 59,600$ 46,750$ 79,500$ Vehicle rentals - #101 10,25010,25027,75041,95071,200 Vehicle rentals - #101 (plow replace.) 60,500275,000275,000300,000300,000 Vehicle rentals - #402 6,7506,7506,75013,00016,500 Miscellaneous Revenues 032597600 Transfers in - #001 (CenterPlace kitchen reserve)36,6000086,50092,500 Transfers in - #101 (IT equipment reserve)0070,56800 Transfers in - #001 (New parks maint vehicles)00085,0000 Transfers in - #101 (New signal maint vehicles)000205,0000 Investment Interest 1,14720,44952,63920,00020,000 Total Revenues 146,547344,074493,283798,200579,700 Expenditures Small tools & minor equipment 275064910,00010,000 Vehicle Purchase 108,762248,500220,150410,0000 Snow plow purchase 0103,926332,881300,000175,000 Heavy Duty Machinery & Equipment 000270,0000 Total Expenditures 109,037352,426553,680990,000185,000 Revenues over (under) expenditures 37,510(8,352)(60,397)(191,800)394,700 Beginning working capital 1,387,9611,425,4711,417,1191,356,7221,164,922 Ending working capital$ 1,417,1191,425,471$ 1,356,722$ 1,164,922$ 1,559,622$ Fund: 502Risk Management FundSpokane Valley 2025 Budget The City of Spokane Valley is exposed to risks of loss related to a number of sources including tort; theft of, damage to, and destruction of assets; errors and omissions; injuries to employees; natural disasters; and unemployment claims filed by former employees through the State of Washington. The Risk Management Fund was established to account for all such related revenues and expenses. Revenues for this fund are comprised almost entirely from an annual transfer of money from the General Fund and the single largest expense is typically the insurance premium the City pays to our insurance provider, the Washington Cities Insurance Authority (WCIA). Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Transfers in - #001$ 450,000425,000$ 600,000$ 700,000$ 900,000$ Investment Interest 1174,8894,8034,8004,800 Total Revenues425,117454,889604,803704,800904,800 Expenditures Auto & Property insurance 365,384417,837572,251825,000900,000 Unemployment Claims 7,3971,8504900 Total Expenditures 372,781419,687572,300825,000900,000 Revenues over (under) expenditures 52,33635,20232,503(120,200)4,800 Beginning working capital 340,484392,820428,022460,525340,325 Ending working capital$ 428,022392,820$ 460,525$ 340,325$ 345,125$ 147 Fund: 503Public Safety Equipment Replacment FundSpokane Valley 2025 Budget The Safety Equipment Replacement Fund is an Internal Service Fund that is designed to provide the funds necessary to purchase new vehicles and equipment at predetermined life cycles. This fund operates by transfers from the General Fund for equipment replacement. Budget Summary 20212022202320242025 ActualActualActualBudgetBudget Revenues Transfers in - #001 (replacment amounts)$ 00$ 0$ 473,722$ 473,722$ Transfers in - #001 (transfer for equipment for future additional officers) 0001,000,0000 Total Revenues0001,473,722473,722 Expenditures Equipment Purchases 00000 Total Expenditures 00000 Revenues over (under) expenditures 0001,473,722473,722 Beginning working capital 00001,473,722 Ending working capital$ 00$ 0$ 1,473,722$ 1,947,444$ 148 Fund: 632Passthrough Fees & Taxes FundSpokane Valley 2025 Budget This fund was created during the 2022 Budget development process to account for State assessed District Court fees collected by Spokane County and remitted to the City as well as passthrough tax revenues such as leasehold excise and sales taxes. The City then remits the funds to the State Treasurer and County Prosecutor. These are fuduciary activities according to GASB accounting pronouncements. Budget Summary 20212022202320242025 ActualActualBudgetBudgetBudget Revenues Fees & Taxes collected for other governments$ 433,410589,853$ 601,526$ 600,000$ 600,000$ Total Revenues589,853433,410601,526600,000600,000 Expenditures Fees & Taxes remitted to other governments 590,166433,410601,526600,000600,000 Total Expenditures 590,166433,410601,526600,000600,000 Revenues over (under) expenditures(313)0000 Beginning working capital 3130000 Ending working capital$ 00$ 0$ 0$ 0$ 149 150 000 20,000 Developer 00 0 126,200216,26738,733252,000 504,000 1,883,000910,100 001,561,7610112,011000 175,000 175,000 0000 0000 AquiferEquipment 1,000,0001,000,000 00000 50,000 1,550,000 1,500,000 0000 200,000 1,708,02339,142,174 1,750,000 SOURCE OF FUNDS 01,750,0000300,000000 00000000 00000 CapitalCapitalCapitalStormwaterProtectionRental & REET 1REET 2 000000000000943,994943,995000 33,50033,500 00000 Capital Expenditures for 2025 CITY OF SPOKANE VALLEY, WA 135,000135,000 Street 000000 65,00065,000 #001101#107#301#302#312#402#403#501 65,00033,5000020,000 21,50021,50040,00040,00050,000 391,00036,500354,500175,000 126,200255,000252,000200,000720,000216,000175,000 2024 BudgetGeneralO&MPEGProjectsProjectsReserveManagementAreaReplacementGrantsContributions 1,060,845361,800699,0452,793,1001,861,7610300,0001,561,7611,861,7612,000,000943,994943,995112,0112,000,0001,500, 0001,550,0001,000,0001,000,000 1,750,0001,885,0001,000,000100,000100,000800,0006,488,645000356,000483,300200,0000004,480,512968,833 40,850,19741,241,197000036,5001,708,02300039,496,674056,300,10365,000135,00033,5001,299,9941,463,7953,958,0231,550,0001,000,000175,00045,650,958968,833 Expenditure font are paid from a combination of existing fund balance and fund revenue that is not attributable to a single project. Capital Outlay Description Italicized Bold SubtotalSubtotalSubtotalSubtotalSubtotalSubtotal SubtotalSubtotalSubtotal IT capital replacements65,000Captial equipment replacement program135,000Local Street ProgramPEG Capital outlay33,500Argonne BridgeContingencyPavement preservationCapital - various projectsAsset management softwareCapital - various projectsSnow plow purchase Total Capital Expenditures and Related Financing -------- - 300Pines and Mission Intersection Improvement313Barker Road/Union Pacific Crossing321Argonne Corridor Imprv- North of Knox3262020 Citywide Retroreflective Post Plates329Barker Road Imp- City Limits to Appleway346Bowdish Sidewalk 12th to 22nd351Barker Road Imp- Sprague to Appleway366S. Sullivan Preservation - 8th to 12th367Subarea Transportation Plan360Greenacres Park - ph. 2223Pines Rd Underpass @ BNSF & Trent311Sullivan Rd Interchange @ Trent Contingency amount is to cover unforseen overruns, costs related to projects that were expected to complete in 2021 and the costs of projects that have not yet had funding sources identified. -Dollar figures in 1 #001 General Fund#101 Street Fund#107 PEG Fund#303 Street Capital Projects Fund#311 Pavement Preservation Fund#314 Grade Separation Fund#402 Stormwater Management Fund#403 Aquifer Protection Area Fund#501 Equipment Rental and Replacement Fund #309 Parks Capital Projects Fund 151 (7)(6)(6)(6)(6)(6)(6) + (-) 0.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.0000.000 0.0000.000 2024 to 2025 Difference from 0.250.250 AmendedProposed 2.852.852.15(0.700) 4.844.84330.000 (3)(4)(5) Page 24 of 24 444555 0.120.120.120.360.36011.0000.880.881.882.82.8550.000 Adopted Full Time Equivalent Employees CITY OF SPOKANE VALLEY, WA 00000000000000000000000000000000 (1)(2) 55576.57.57.55.54.54.54.500000000555000066631113333222222222220000000333300110000000222200012.513.27513.02514.02513.82510.8511.110.35(0.750)00018202120151515150.0000006.375665.776.774.774.774.770.000 000000055552210000000000000000000000000000002222222222200000000022111111.61.61.61.61.61.6111110.40.40.40.40.40.455555550000000000000000000000000000(3) 111110141415 2.52.6543.53.53.558.17.67.69.811.511.92512.40.4754.44.44.44.43.93.94.134.136.538.539.831.300 7.3757.3756.3755.7255.7255.7255.7257.7257.4757.4757.4759.510.82510.25(0.575)87.2587.487.7589.2593.7595.2596.25103.25112.25118.25119.251.00087.2587.487.7589.2593.7595.2596.25103.25112.25118.25116.25 73.62573.77574.12574.12574.02576.27577.04581.84581.87084.12084.3700.250 20152016201720182019202020212022202320242025 FTEs for 2017 reflect the reorganization that was effective in April 2017.FTEs for 2018 reflect the budget amendment approved on May 29, 2018.FTEs for 2022 reflect the reorganization that was effective in early 2022.FTEs for 2023 reflect the budget amendments approved on May 30 and November 21, 2023.FTEs for 2024 reflect the budget amendment approved on June 4, 2024.Various reallocations of existing staff to reflect actual work load.Addition of Public Safety Coordinator postion. (1)(2)(3)(4)(5)(6)(7) City Manager / City ClerkDeputy City ManagerCPW - BuildingEconomic DevelopmentPlanning Total Authorized FTEsLess Unfunded PositionsTotal Funded FTES City Attorney3333.53.5City ServicesPublic SafetyFinance11.7511.7511.7511.7511.7511.7511.759.759.759.759.750.000Human ResourcesInformation TechnologyPublic WorksFacilitiesCPW - AdministrationCPW - EngineeringCED - AdministrationCED - Economic DevelopmentCED - Development ServicesCED - EngineeringCED - PlanningCED - BuildingParks & Rec - AdminParks & Rec - MaintenanceParks & Rec - RecreationParks & Rec - Senior CenterParks & Rec - CenterPlace Total General Fund #001 - General Fund#106 - Solid Waste Fund#303 - Street Capital Project Fund#402 - Stormwater Fund#402/403 - Stormwater Capital Projects #101 - Street Fund Appendix A EMPLOYEE POSITION CLASSIFICATION MONTHLY SALARY SCHEDULE Effective January 1, 2024 Labor negotiations with the Washington State Council of County and City Employees, Local 270-V, AFSCME are underway for a new labor contract that will go into effect January 1, 2025. The figures currently presented on this page reflect salaries for calendar year 2024. Position TitleGrade2024 Range City ManagerUnclassified Deputy City Manager2212,646.07 - 19,643.08 City Attorney2111,392.86 - 17,678.91 Finance Director2111,392.86 - 17,678.91 Public Works Director2111,392.86 - 17,678.91 City Services Administrator2111,392.86 - 17,678.91 Community & Economic Development Director2111,392.86 - 17,678.91 Parks and Recreation Director2010,253.44 - 15,912.19 City Engineer2010,253.44 - 15,912.19 Human Resources Director2010,253.44 - 15,912.19 Public Safety Coordinator2010,253.44 - 15,912.19 Senior Deputy City Attorney199,227.93 - 14,321.13 Building Official199,227.93 - 14,321.13 Engineering Manager199,227.93 - 14,321.13 Planning Manager188,306.21 - 12,888.37 Senior Engineer 188,306.21 - 12,888.37 Public Works Superintendent188,306.21 - 12,888.37 Communications Manager188,306.21 - 12,888.37 Accounting Manager188,306.21 - 12,888.37 Marketing Manager188,306.21 - 12,888.37 Assistant Building Official177,475.16 - 11,599.06 Senior Administrative Analyst177,475.16 - 11,599.06 IT Manager177,475.16 - 11,599.06 Legislative Coordinator177,475.16 - 11,599.06 Accounting and Finance Program Manager177,475.16 - 11,599.06 Deputy City Attorney166,726.96 - 10,438.48 City Clerk166,726.96 - 10,438.48 Engineer 166,726.96 - 10,438.48 Senior Planner166,726.96 - 10,438.48 Development Services Coordinator166,726.96 - 10,438.48 Accountant/Budget Analyst166,726.96 - 10,438.48 Housing and Homeless Services Coordinator166,726.96 - 10,438.48 Project Manager166,726.96 - 10,438.48 CAD Manager166,726.96 - 10,438.48 ode Enforcement Supervisor166,726.96 - 10,438.48 C Chief Signal Technician166,726.96 - 10,438.48 Associate Planner156,055.11 - 9,395.29 Assistant Engineer156,055.11 - 9,395.29 IT Specialist156,055.11 - 9,395.29 Engineering Technician II156,055.11 - 9,395.29 Economic Development Project Specialist156,055.11 - 9,395.29 Senior Plans Examiner156,055.11 - 9,395.29 Communications Specialist156,055.11 - 9,395.29 Administrative Analyst156,055.11 - 9,395.29 Maintenance/Construction Foreman156,055.11 - 9,395.29 GIS Analyst156,055.11 - 9,395.29 CPW Liason156,055.11 - 9,395.29 Signal Technician II156,055.11 - 9,395.29 Mechanic145,449.93 - 8,456.41 Human Resource Analyst 145,449.93 - 8,456.41 CenterPlace Coordinator145,449.93 - 8,456.41 Planner145,449.93 - 8,456.41 Building Inspector II145,449.93 - 8,456.41 Plans Examiner145,449.93 - 8,456.41 Engineering Technician I145,449.93 - 8,456.41 Senior Permit Specialist145,449.93 - 8,456.41 Code Enforcement Officer145,449.93 - 8,456.41 Maintenance/Construction Inspector 145,449.93 - 8,456.41 Business License Specialist145,449.93 - 8,456.41 Park Operations and Maintenance Coordinator145,449.93 - 8,456.41 Accountant I145,449.93 - 8,456.41 Signal Technician I145,449.93 - 8,456.41 Recreation Coordinator134,904.54 - 7,610.48 Deputy City Clerk134,904.54 - 7,610.48 Customer Relations/Facilities Coordinator134, - 7,610.48904.54 Building Inspector I134,904.54 - 7,610.48 Executive Assistant134,904.54 - 7,610.48 Planning Technician134,904.54 - 7,610.48 Human Resources Technician134,904.54 - 7,610.48 Maintenance Lead134,904.54 - 7,610.48 Senior Center Specialist124,415.70 - 6,849.25 Permit Facilitator124, - 6,849.25415.70 Help Desk Technician124,415.70 - 6,849.25 Accounting Technician124,415.70 - 6,849.25 Administrative Assistant124,415.70 - 6,849.25 Recreation Specialist124,415.70 - 6,849.25 Paralegal124,415.70 - 6,849.25 Maintenance Worker II124,415.70 - 6,849.25 Maintenance Worker I113,972.92 - 6,164.63 Permit Specialist 113,972.92 - 6,164.63 Office Assistant II10-113,575.38 - 6,164.63 Custodian103,575.38 - 5,546.87 Office Assistant I93,218.25 - 4,993.44 Note: Slight rounding differences may exist between the figures reflected on this page and the actual payroll rates computed by the Eden Payroll System. 152 Salary Schedule 24 Glossary of Budget Terms Accrual Basis Î A basis of accounting in Capital Improvement Î Expenditures which revenues and expenditures are related to the acquisition, expansion or recorded at the time they occur as rehabilitation of an element of the opposed to when cash is actually governmentÓs physical plant; sometimes received or spent. referred to as infrastructure. Appropriation Î A legal authorization Capital Outlay Î Fixed assets that have granted by the City Council to make a general value of $5,000 or more and expenditures and to incur obligations for have a useful economic lifetime of more a specific purpose. than one year. Assessed Valuation Î The valuation set Capital Project Î Major construction, upon real estate and certain personal acquisition or renovation activities that property by the County Assessor as a add value to governmentÓs physical basis for levying property taxes. assets or significantly increase their useful life, also called capital Authorized Positions Î Employee improvements. positions, which are authorized in the adopted budget, to be filled during the Capital Projects Fund Î A fund created year. to account for all resources and expenditures used for the acquisition of Bond Î A long-term promise to repay a fixed assets except those financed by specified amount (the face amount of the enterprise funds. bond) on a particular date (the maturity date). The most common types of bonds Contingency Î A budgetary reserve set are general obligation revenue bonds. aside for emergencies or unforeseen Bonds are primarily used to finance expenditures not otherwise budgeted. capital projects. Contractual Services Î Services Budget Î A plan of financial activity for a rendered to a government by private specified period of time (fiscal year or firms, individuals, or other governmental biennium) indicating all planned agencies. revenues and expenses for the budget Debt Service Î Payment of interest and period. principal on borrowed money according Budget Message Î The opening section to a predetermined payment schedule. of the budget that provides the City Department Î The basic unit of service Council and the public with a general responsibility, encompassing a broad summary of the most important aspects of mandate of related service the budget, changes from the current and responsibilities. previous years, and the views and recommendations of the Mayor. 153 Division Î Can be a subunit of a GASB Î The Governmental Accounting department that encompasses a Standards Board, established in 1985, is substantial portion of the duties assigned the current standard-setting board for to a department. governmental GAAP. Encumbrance Î The commitment of General Fund Î The principal operating appropriated funds to purchase an item or fund of the City used for general service. To encumber funds means to set governmental operations. Taxes and fees aside or commit funds for a specified that generally have no restriction on their future expenditure. use support it. Expense Î Charges incurred (whether General Obligation (G.O.) Bonds Î This paid immediately or unpaid) for type of bond is backed by the full faith, operations, maintenance, interest or credit and taxing power of the government other charges. issuing it. Face Value Î The amount of principal Indirect Cost Î A cost necessary for the that must be paid at maturity for a bond functioning of the organization as a whole, issue. but which cannot be identified with a specific product, function or activity. Fiscal Year Î A twelve-month period designated as the operating year for Infrastructure Î The physical assets of a accounting and budgeting purposes in an government (e.g. streets, water, sewer, organization. public buildings, and parks). Full-time Equivalent Position (FTE) Î A Interfund Transfers Î The movement of full-time or part-time position converted monies between funds of the same to the decimal equivalent of a full-time governmental entity. position based on 2,080 hours per year. Levy Î To impose taxes for the support of For example, a part-time person working governmental activities. 20 hours per week would be equivalent to 0.5 of a full-time position. Long-Term Debt Î Debt with a maturity of more than one year after the date of Fund Î A fiscal entity with revenues and issuance. expenses that are segregated for the purpose of carrying out a specific purpose Mission Statement Î A broad statement or activity. of the intended accomplishment or basic purpose of a program. GAAP Î Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules and procedures that define accepted accounting principles. 154 Modified Accrual Accounting Î A basis Taxes Î Compulsory charges levied by a of accounting in which expenditures are government for the purpose of financing accrued but revenues are accounted for services performed for the common when they become measurable and benefit. This term does not include available. Since this type of accounting specific charges made against particular basis is a conservative financial persons or property for current or approach, it is recommended as the permanent benefits such as special standard for most governmental funds. assessments. Neither does the term include charges for services rendered Operating Budget Î The portion of the only to those who pay, for example, budget that pertains to daily operations sewer service charges. that provide basic governmental services. Unreserved Fund Balance Î The portion Ordinance Î A formal legislative of a fundÓs balance that is not restricted enactment by the City Council. If it is not in for a specific purpose and is available for conflict with any higher form of law, such general appropriation. as a statute or constitutional provision, it has the full force and effect of law within User Charges Î The payment of a fee for the boundaries of the municipality to which direct receipt of a public service by the it applies. party who benefits from the service. Program Î The smallest organization that Vision Statement Î A short statement delivers a specific set of services. A that conveys the big picture of the program may be an entire department, or organization. It is general in scope, not if a department encompasses significantly restricting. It answers the question diverse responsibilities or large ÐWhy?Ñ workforces, a single department may be divided into two or more programs. Reserve Î An account used to either set aside budgeted revenues that are not required for expenditure in the current budget year or to earmark revenues for a specific future purpose. Resolution Î A special or temporary order of a legislative bodyÏan order of a legislative body requiring less legal formality than an ordinance or statute. Resources Î Total amounts available for appropriation including estimated revenues, fund transfers and beginning balances. Revenue Î Sources of income financing the operations of government. 155 CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO. 24-015 AN ORDINANCE OF THE CITY OF SPOKANE VALLEY, SPOKANE COUNTY, WASHINGTON, ADOPTING A BUDGET FOR THE PERIOD JANUARY 1, 2025 THROUGH DECEMBER 31, 2025; APPROPRIATING FUNDS; ESTABLISHING SALARY SCHEDULES FOR ESTABLISHED POSITIONS; AND OTHER MATTERS RELATING THERETO. WHEREAS, State law requires the City Manager to prepare a preliminary budget for the City of Spokane Valley at least 60 days before the beginning of the City fiscal year beginning January 1, 2025 and ending December 31, 2025; and WHEREAS, the City Manager, in consultation with the Finance Director and department heads, has prepared and placed on file with the City Clerk a preliminary budget, together with an estimate of the amount of money necessary to meet the expenses of the City including payment of outstanding obligations; and WHEREAS, notice was posted and published for public hearings held on September 17, October 15, and November 19, 2024. The City Council met and invited public comment in the City Council Chambers during each public hearing; and WHEREAS, proper notice was given and the preliminary budget was filed with the City Clerk October 8, 2024; and WHEREAS, the City Council desires to adopt the 2025 budget, including all allowances, and an appropriation for each fund; and WHEREAS, the City of Spokane Valley property tax levy in 2024 for collection in 2025, will be $14,081,000, which represents a 0% increase in the 2025 levy. This levy is exclusive of additional revenue resulting from new construction, improvements to property, any increase in the value of State assessed property, any annexations that have occurred, and refunds made. NOW, THEREFORE, the City Council of the City of Spokane Valley do ordain as follows: Section 1. Adoption of 2025 Budget. The budget for the City of Spokane Valley for the year 2025 is adopted at the fund level. The final budget for 2025 is attached hereto, and by this reference is incorporated herein pursuant to RCW 35A.33.075. For summary purposes, the total estimated appropriations for each separate fund, plus the aggregate total for all such funds, is set forth as follows: 156 Ordinance 24-015 Adopting 2025 Budget Page 1 of 3 EstimatedEstimated BeginningEnding FundFundTotalFund Annual Appropriation FundsNo.BalanceRevenuesSourcesAppropriationsBalance General Fund00138,854,88863,655,30064,767,74464,767,74437,742,444 Street Fund1014,068,6819,362,90013,431,5819,250,0854,181,496 Paths & Trails Fund10357,82010,30068,120068,120 Hotel/Motel Tax - Tourism Facilities Fund1042,018,390790,0002,808,39002,808,390 Hotel/Motel Tax Fund105228,031920,0001,148,031923,000225,031 Solid Waste1061,194,636320,0001,514,636119,2891,395,347 PEG Fund107230,91160,000290,91173,000217,911 Affordable & Supportive Housing Sales Tax Fun1081,008,632215,0001,223,63201,223,632 Tourism Promotion Area Fund109300,7401,300,0001,600,7401,275,000325,740 Homeless Housing Program Fund110126,547290,000416,547344,00072,547 Transportation Benefit District Fund11102,785,0002,785,0002,785,0000 CenterPlace Operating Reserve Fund120300,0000300,0000300,000 Service Level Stabilization Fund1216,339,854288,0006,627,85406,627,854 Winter Weather Reserve Fund122554,56815,000569,568500,00069,568 LTGO Bond Debt Service Fund2040970,950970,950970,9500 REET 1 Capital Projects Fund3015,382,1271,700,0007,082,1271,728,1505,353,977 REET 2 Capital Projects Fund3024,585,8091,775,0006,360,8091,891,9504,468,859 Street Capital Projects3031,969,3556,488,6458,458,0006,488,6451,969,355 Park Capital Projects Fund309292,7581,861,7612,154,5191,861,761292,758 Civic Facilities Capital Projects Fund31020,4741,20021,674021,674 Pavement Preservation Fund3112,178,1443,888,4116,066,5552,050,0004,016,555 Capital Reserve Fund31212,508,315650,00013,158,3154,990,1238,168,192 Railroad Grade Separation Projects Fund314346,49441,241,19741,587,69141,241,197346,494 Transportation Impact Fees Fund3151,437,793430,0001,867,79301,867,793 Economic Development Capital Projects Fund31600000 84,004,967139,018,664185,281,187141,259,89481,763,737 EstimatedEstimated BeginningEnding FundWorkingTotalWorking Working Capital FundsNo.CapitalRevenuesSourcesAppropriationsCapital Stormwater Management Fund4023,552,8196,260,0009,812,8195,692,8214,119,998 Aquifer Protection Area Fund4031,055,24820,0001,075,2481,000,00075,248 Equipment Rental & Replacement Fund5011,164,922579,7001,744,622185,0001,559,622 Risk Management Fund502340,325904,8001,245,125900,000345,125 Public Safety Equipment Replacement Fund5031,473,722473,7221,947,44401,947,444 Passthrough Fees & Taxes6320600,000600,000600,0000 7,587,0368,838,22216,425,2588,377,8218,047,437 Total of all Funds91,592,003147,856,886201,706,445149,637,71589,811,174 The total balance of all funds appropriated for 2025 is $149,637,715. Section 2. Transmittal of Budget. A complete copy of the budget as adopted, together with a copy of this Ordinance, shall be transmitted by the City Clerk to the Division of Municipal Corporations in the Office of the State Auditor and to the Association of Washington Cities. Section 3. Severability. If any section, sentence, clause or phrase of this Ordinance shall be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this Ordinance. Section 4. Effective Date. This Ordinance shall be in full force and effect five days after the date of publication of this Ordinance or a summary thereof in the official newspaper of the City. 157 Ordinance 24-015 Adopting 2025 Budget Page 2 of 3 PASSED by the City Council this day of November, 2024. Pam Haley, Mayor ATTEST: Marci Patterson, City Clerk Approved As To Form: Office of the City Attorney Date of Publication: Effective Date: 158 Ordinance 24-015 Adopting 2025 Budget Page 3 of 3 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing informationadmin. reportpending legislationexecutive session AGENDA ITEM TITLE: Second Reading – proposed Ordinance 24-016 –amending Chapter 6.05 SVMC, Park Regulations, and Chapter 7.50 SVMC, Regulating Public Camping. GOVERNING LEGISLATION: Chapters 6.05 and 7.50 SVMC PREVIOUS COUNCIL ACTION TAKEN: Adoption of Chapter 6.05 SVMC in 2003; minor amendments in 2005, minor amendments in 2009 and 2018. Adoption of Chapter 7.50 SVMC in 2019; minor amendment in 2021; Administrative Report November 5, 2024; First Reading November 12, 2024. th BACKGROUND: Earlier this year Council requested, and on July 16 the City Attorney’s Office provided an overview to Council regarding the SVMC provisions prohibiting camping on City property. At the conclusion of the presentation, Council directed staff to draft and propose code text amendments that will (1) make being in a City park after the prescribed hours a misdemeanor rather than an infraction; and (2) make camping on City property a misdemeanor regardless of whether the violator is using camping paraphernalia or camping facilities. In addition, the Spokane Valley Police Department requested that the City consider amendments to the SVMC that expressly allow law enforcement to use motorized vehicles on City trails. As currently worded, SVMC 6.05 prohibits the use of motorized vehicles on City trails except for vehicles that are wheelchairs, assistive mobility devices powered by electric motors, authorized maintenance vehicles and emergency vehicles. While law enforcement vehicles are often regarded as “emergency vehicles,” an arguable ambiguity arises when law enforcement vehicles are used on trails for non-emergency purposes. th In accordance with direction provided by Council on July 16, the proposed ordinance (1) removes those provisions of Chapter 6.05 SVMC making it an infraction to bein a City park after hours, (2) adds provisions in Chapter 6.05 SVMC making it a misdemeanor crime to be in a City park after hours; and (3) changes the definition of “camping” prohibited by Chapter 7.50 SVMC to include sleeping overnight on City property with or without camping paraphernalia or camping facilities. The proposed ordinance also amends Chapter 6.05 SVMC to expressly allow law enforcement to operate vehicles in City parks for law enforcement purposes. At the administrative report on November 5, 2024, City Council provided consensus to place the proposed changes on a future agenda for a first reading. At the November 12, 2024, Council meeting, Council voted to advance the ordinance to a second reading. OPTIONS: (1) Adopt Ordinance 24-106; or (2) take other action as appropriate. RECOMMENDED ACTION OR MOTION: I move to approve adoption of Ordinance 24-016. BUDGET/FINANCIAL IMPACTS: None. STAFF CONTACT: John Bottelli, Parks and Recreation Director; Kelly Konkright, City Attorney. ___________________________________________________________________________ ATTACHMENTS: Proposed Ordinance 24-016 CITY OF SPOKANE VALLEY SPOKANE COUNTY, WASHINGTON ORDINANCE NO. 24 -016 AN ORDINANCEOF THE CITY OF SPOKANE VALLEYAMENDING CHAPTERS6.05 AND 7.50 OF THE SPOKANE VALLEY MUNICIPAL CODE PERTAINING TOUSEOFAND CAMPING ON PUBLIC PROPERTY, INCLUDING PARKS, AND MATTERS RELATED THERETO WHEREAS, the City Counciladopted Chapter 6.05 of the Spokane Valley Municipal Code to regulate certain activities within City parks; and WHEREAS, the City Council enacted provisions specifically prohibiting the use of motorized vehicles on City park trails, with the exception of wheelchairs,assistive mobility devices powered by electric motors, authorized maintenance vehicles and emergency vehicles; and WHEREAS, the City Council finds that the use of law enforcement vehicles on City park trails is necessary to protect the public’s peace, health, safety and welfare; and WHEREAS, the City Council previously adopted specific hours for park operations, with parks opening to the publicat 6:00 a.m. and closing at 9:00 p.m.from April 15 to October 15, and from October 15 to April 15, closingat 7:00 p.m. to recognize seasonal changes; and WHEREAS, theuse of park facilities by the public outside ofthe park hours is prohibited; and WHEREAS, use ofCity park property outside of the park hours has resulted in damage to City park facilities creating dangerous conditions that disrupt the law-abiding public’s use of City park facilities; and WHEREAS, the public has used the parking lots of many City parks to illegally dump trash and abandon vehicles during the time said parks are closed to the public; and WHEREAS, the City Council previously adopted Chapter 7.50 of the Spokane Valley Municipal Code prohibiting camping on City-owned property using camping facilities and/or camping paraphernalia; and WHEREAS, camping on City-owned property presents the same or similar risks to the health, safety, and welfare of the public using, in and around City-owned property whether or not camping paraphernalia or camping facilities are used; and WHEREAS, City Council finds it necessary to prevent damage to City-owned property by prohibiting persons from entering orremaining at Cityparks during those times the parks are closed and not in operation, and by preventing camping on City-owned property both with and without using camping paraphernalia or camping facilities; and WHEREAS, the City Council wishes toincrease thepenalty forentering and remaining in City parksoutside ofpark hours to a misdemeanor, punishable by up to 90 days in jail and/or a $1,000 fine; and WHEREAS, the City Council hereby finds that a criminalpenalty for violatingpark hours is necessary and within the police power of the city toprotect the public’s peace, health, safety and welfare of its residents. Ordinance 24-016Amending Chapter 6.05 SVMC –Park Regulations NOW, THEREFORE, the City Council of the City of Spokane Valley, Washington, do ordain as follows: Section 1.Amendment. Chapter 6.05 SVMC is hereby amended as set forth below: 6.05.030 Hours of operation. Unless otherwise established or approved in writing by the director, City parks shall have the following hours of operation: April 15th to October 15th –open at 6:00 a.m. and close at 9:00 p.m.; and October 16th to April 14th –open at 6:00 a.m. and close at 7:00 p.m. Use of the Appleway Trail after these times shall be limited to nonmotorized transportation, and all other after-hours uses of these amenities is prohibited. Unless otherwise permitted in writing by the director, presence in a City park beyond these hours is unlawful. Those violating the hours of operation listed in SVMC 6.05.030 are trespassing, and may be prosecuted pursuant to RCW 9A.52.080. 6.05.060 Rules governing use of City parks and facilities – Violation an infraction. A. Camping. Camping in City parks and facilities is defined and regulated pursuant to cChapter 7.50 SVMC. AB. Fires. No person shall ignite or maintain any fire or participate in igniting, maintaining, or using any fire within open space, trail, park, or facility except in a designated barbecue unit or in a designated fire pit unless specifically authorized by the department. BC. Food Waste, Washing of Clothes or Animals. No person shall clean fish or wash any clothing or other articles for personal or household use, or any dog or other animal except at designated areas. CD. Game Fish. No person may fish for or possess any fish taken from any river, pond, stream or other body of water which area is posted with a sign prohibiting fishing, except as approved by special event permit for Valleyfest. Horses. Horses are prohibited in City parks and facilities. DE. EF. Littering. Littering in City parks and facilities is prohibited. All waste and garbage shall be disposed of in a garbage can or other receptacle designed for such purpose. Litter shall include excretory waste from humans or pets. FG. Motor Vehicles – Operation. No person shall operate any motor vehicle on open space, trail, or park property unless such area has been specifically designated and posted for such use. No person shall operate a motor vehicle within the boundaries of a City park except on roads, streets, highways, parking lots, parking areas, or where otherwise permitted by posted notice or special event permit pursuant to SVMC 6.05.040 and cChapter 5.15 SVMC. This subsection shall not apply to law enforcement, emergency, maintenance,or other authorized vehiclesvehicles authorized by the department. GH. Motor Vehicles – Parking. No operator of any motor vehicle, trailer, camper, or other vehicle Ordinance 24-016Amending Chapter 6.05 SVMC – Park Regulations shall park such vehicle in any City park or facility except where the operator is using the area for a permitted recreational purpose, and the vehicle is parked either in the designated parking area or in another area with the written permission of the department. No person shall park, leave standing, or abandon a vehicle in any facility after closing time except persons using park facilities as part of an event authorized in writing by the department. Any vehicle found in violation of SVMC 6.05.060 may be towed away at the owner’s expense. SVMC 6.05.060 shall not apply to law enforcement, maintenance,and emergency or other vehicles or vehicles authorized by the department. HI. Motor Vehicles – Speed Limits. No person shall drive a motor vehicle within any City park or facility at a speed greater than posted, having due regard for traffic, surface, and width of the road, and in no event at a speed which endangers the safety of persons, property, or wildlife. IJ. Parking Lots and Roadway – Games Prohibited. Games of any kind are prohibited in parking lots and roadways except through a special event permit. JK. Pets. 1. All pets are prohibited in designated picnic areas, sport courts, or play areas in any City park or in any building unless permitted by posted notice. 2. When allowed, pets shall be kept on a leash no greater than 15 feet in length, and shall be kept under control at all times. 3. Any person whose pet is in any open space, trail, or park area shall be responsible for the conduct of the animal and for removing feces deposited by the animal. 4. No person shall allow his or her pet to bite, disturb, or harass any facility users, wildlife, or other pets. No person shall permit his or her pet to bark or make noise continuously or otherwise unreasonably disturb the peace and tranquility of other park users. No person shall permit pets to damage park vegetation. L. Presence in City Facilities When Closed. No person shall enter or be present in facilities when closed except persons using facilities as part of an event authorized in writing by the department. KM. Skateboards and Rollerblades Permitted – Limited Exclusions. Riding skateboards and rollerblades is generally permitted on pathways and sidewalks in City parks, except where posted by the department. Pathways and sidewalks includes only areas designed for walking, and does not include benches, railings, walls, or other areas or facilities for freestyle stunts, which are prohibited. LN. Sound Amplification. No person shall use, operate, or play in a City park any machine or device producing sound at a volume that is audible at a distance of over 30 feet therefrom except pursuant to a permit issued by the department. MO. Swimming. Swimming shall only be permitted in areas specifically posted for such use, and is otherwise prohibited. Mirabeau Springs is closed to entry or swimming by humans and pets. NP. Tents and Shelters in Parks. Unless authorized by the department, no person shall erect, maintain, use, or occupy a temporary tent or shelter in any City park or facility unless there is an unobstructed view through such tent or shelter from at least two sides; provided, however, that nothing in this subsection shall be construed to authorize overnight camping. OQ. Trail Use. Ordinance 24-016Amending Chapter 6.05 SVMC – Park Regulations 1. For the purposes of this subsection, “trail use” shall be construed to include all forms of movement or transportation on a trail, including but not limited to foot, bicycle, skateboard, rollerskates, and rollerblades. 2. Trail use is open to all nonmotorized users unless otherwise designated and posted. Trail use restrictions may be posted at park entrances, trailheads or, in some cases, on individual trails. 3. Every person traveling on a trail shall obey the instructions of any official traffic control device or trail sign. 4. Motorized vehicles are prohibited on City trails; however, wheelchairs and assistive mobility devices powered by electric motors, and authorized maintenance, law enforcement, and oremergency vehicles,are exemptfrom this prohibition. PR. Trespassing During Park Hours. No person except an authorized City employee or emergency response personnel shall enter or go upon any area or facility within a City park which has been designated and posted as a “No Admittance” or “No Trespassing” area,during any time when the park is openclosedto the public, or after law enforcement personnel have informed that person in writing that they are excluded from a designated park facility or facilities. QS. Washing of Vehicles. No person shall clean or wash any motor vehicle in any City park or facility. RT. Hitting Golf Balls. No person shall hit golf balls within a City park or facility. SU. Airborne Vehicles. No person shall launch, operate, or land an airborne vehicle while standing on or in any City park or facility, except in areas specifically designated and posted by the City for such use. Use of hot air balloons may be allowed through a special event permit issued pursuant to SVMC 6.05.040 and cChapter 5.15 SVMC. TV. Signs. No person shall distribute or post any handbills, circulars, or signs in any City park, except by written agreement or permit issued by the department. UW. High-Risk or Damaging Activities. No person shall engage in high-risk or damaging activities in any City park except by special event permit issued by the department, or as otherwise posted on site as an allowed use for disc golf. Use of hard-tip lawn darts is prohibited in all park facilities. 6.05.070 Violation. Any person violating any provision of SVMC 6.05.030, 6.05.040, 6.05.050, or 6.05.060 shall have committed a class 3 infraction. For violations of SVMC 6.05.050 and 6.05.060, the City shall have all authority under the law to enforce violations, including but not limited to use of injunctive remedies through superior court. 6.05.080 Rules governing use of City parks and facilities – Violation a misdemeanor. Violation of any of the following provisions shall be a misdemeanor punishable by up to90days in jail or a $1,000 fine, or both: A. Alcohol Consumption. No person shall knowingly allow, conduct, hold, maintain, possess or consume an alcoholic beverage in City parks or facilities without first obtaining a permit from the Ordinance 24-016Amending Chapter 6.05 SVMC – Park Regulations department. B1. Designated Areas. The city council shall, through resolution, designate specific areas in Formatted:Indent:Left: 0.75",Tabstops:Notat 0.5" City parks and facilities where alcohol may be consumed after obtaining an alcoholic beverage permit. C2. Application for Alcoholic Beverage Permit. Application for permits shall be in writing Formatted:Indent:Left: 0.75" and filed with the department. The application shall be filed no less than 10 days prior to the gathering at which alcoholic beverages will be consumed. Fees for such permits shall be established by separate city council resolution. The department shall prescribe the form of the application, which shall include name and age of applicant, public place where permit is to be used, type of activity, date of activity, measures to control the consumption of alcoholic beverages, and such other matters as deemed appropriate by the department. These permit requirements shall be in addition to those required by the Washington State Liquor and Cannabis Board for a liquor permit. 3. Application Review and Disposition. The director shall review and either approve or deny the application within five days from receipt. The director may impose reasonable conditions upon the permit. An applicant may appeal a decision to grant, deny, or condition an alcoholic beverage permit to the city manager, who can reverse, affirm, or modify the department’s decision pursuant to the criteria set forth in SVMC 6.05.040. BD. Damage to Property. No person shall remove,damage, or destroy any area or City property in a City park or facility, including natural or manmade features, or excavate or dig in any manner in any location in a City park or facility; provided however, that excavation of any kind unless related to metal detecting may be allowed where, in which casea small hole may be madewith a maximum width of five inches and depth of 4 inches, providedthe person creating the hole fills it in and replaces any turf to the satisfaction of the director, and further provided that the person creating the hole shall be responsible for any damage to underground facilities. it is entirely filled inwith any turf replaced. CE. No person shallThe hanging hangor anchoringof any items from park facilities, fences, trees, and other vegetationis prohibited. The hanging of piñatas is permitted within picnic shelter structures provided it is done in a way that it is not likely to result in damage to the facility or to any person. DE. Damage to Wildlife. Except for fishing authorized by state law, it is unlawful in any park to capture, attempt to capture, tease, annoy, disturb, feed, or strike any bird or animal, or to throw or otherwise propel any object at or in the vicinity of any bird or animal. EF. Dumping in Water Prohibited. No person shall deposit any waste or refuse of any nature, including human or animal waste, into any river, stream, lake or other body of water running in, through, or adjacent to any City park. FG. Weapons. 1. No person except authorized law enforcement personnel shall possess a bow and arrow, crossbow, or air or gas weapon in a City park or facility. No person shall discharge across, in, or onto any facility any weapon, including but not limited to a firearm, bow and arrow, slingshot, crossbow, air or gas weapon (including paintball), or any device capable of injuring or killing any person or animal, or damaging or destroying any public or private property. 2. Possession of firearms in any stadium or convention center operated by the City, county, or other municipality is prohibited except that such restrictions shall not apply to: Ordinance 24-016Amending Chapter 6.05 SVMC – Park Regulations a. Any pistol in the possession of a person licensed pursuant to RCW 9.41.070 or exempt from the licensing requirement pursuant to RCW 9.41.060; or b. Any showing, demonstration, or lecture involving the exhibition of firearms pursuant to RCW 9.41.300(23)(b)(ii). GH. Fireworks. No person shall possess, discharge, or cause to be discharged in any City park or facility any firecracker, torpedo, rocket, firework, explosive, or similar device. HI. Interference with Trails. No person shall place, deposit, or otherwise locate any object, structure or device, whether natural or artificial, that threatens or endangers any trail, interferes with normal use of the trail, or that threatens or endangers any person traveling thereon. This shall not apply to City employees in the performance of their duties or to persons acting pursuant to written direction of the City. IJ. Outside Household or Commercial Waste. No person shall bring in or deposit household or commercial garbage or other waste which is brought in such form from any private property, in any City park or facility garbage can or other receptacle. JK. Removal of Property. No person shall remove any City property from a City park or facility without prior written permission of the department. KL. Solicitation. No person shall solicit, sell, or peddle any goods, services, food or drink, or distribute or post any handbills, circulars, or signs, or use any loudspeaker or other amplifying device, in any City park, except by contract or by permit issued by the department. LM. Waste from Vehicles. No person shall drain or dump refuse or waste from any trailer, camper, automobile, or other vehicle in any City park or facility. M. Camping. Camping on or in City property, including City parks and facilities, is regulated pursuant to Chapter 7.50 SVMC. 6.05.090 Violation – Penalty. Any person violating any provision of SVMC 6.05.080 shall be guilty of a misdemeanor. Section 2. Repealing SVMC 6.05.090. SVMC 6.05.090 is hereby repealed. Section 3. Remainder of SVMC 6.05 Unchanged. The remaining provisions of SVMC 6.05 are unchanged by this amendment. Section 4. Amendment. SVMC 7.50.015 is hereby amended as set forth below: 7.50.015 Definitions. The following definitions are applicable in this chapter unless the context otherwise requires: “Actively engaged in the process of exiting homelessness” means an individual is presently participating in the activities necessary to achieve housing, whether temporary or permanent. The City of Spokane Valley recognizes that availability of permanent housing, transitional housing and treatment services will impact an individual’s ability to successfully move out of homelessness into housing; and therefore, there are no specific timelines outlined within Chapter 7.50 SVMC. Such status shall be determined by the city manager or designee. When determining whether an individual is actively engaged in the process of exiting homelessness, the city Ordinance 24-016Amending Chapter 6.05 SVMC – Park Regulations manager or designee shall take into account whether the individual is: 1.In a HUD-approved local database (currently the “Community Management Information System” (“CMIS”)) with an active enrollment in an outreach project and/or coordinated entry; or 2.Working with a non-CMIS entering service provider; or 3.Actively working with a street outreach project towards permanent housing or any other intervention requested by the individual (for example, treatment)m “Actively working” includes: a.The outreach worker is building rapport with the individual and has not yet entered any enrollment into CMIS; or b.The outreach worker and individual are (i) in the documentation gathering phase for purposes of accessing housing or treatment facilities, and (ii) the individual is attending required appointments in order to achieve housing or treatment options, or 4.Participating in any other activity, program, or process deemed necessary to secure permanent housing. “Camp” means to (1) sleep for any period of time in a City parkoutside the hours of operation identified in SVMC 6.05.030; (2) sleep for any period of time after sunset on or in public property other than a City park; or (3) to pitch, erect or occupy camp facilities, or to use camp paraphernalia or both, for the purpose of, or in such a way as will facilitate, remaining overnight, or parking a camper, recreational vehicle, trailer, or other vehicle for the purpose of remaining overnight. . . . . Section 5. Repealing SVMC 7.50.050. SVMC 7.50.050 is hereby repealed. Section 6.Remainder of SVMC 7.50 – Unchanged. The remaining provisions of SVMC 7.50 are unchanged by this amendment. Section 7. Severability. If any section, sentence, clause or phrase of this Ordinance should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this Ordinance. Section 8. Effective Date. This Ordinance shall be in full force and effect five (5) days after the date of publication of this Ordinance or a summary thereof in the official newspaper of the City. PASSED by the City Council this day of , 2024. Mayor, Pam Haley ATTEST: Marci Patterson, City Clerk Approved As To Form: Ordinance 24-016Amending Chapter 6.05 SVMC – Park Regulations Kelly Konkright, City Attorney Date of Publication: Effective Date: Ordinance 24-016Amending Chapter 6.05 SVMC – Park Regulations CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: Ratification of the collective bargaining agreement between the City of Spokane Valley and the Washington State Council of County and City Employees; Local 270V, American Federation of State, County and Municipal Employees (AFSCME), for the term of January 1, 2025 – December 31, 2027. GOVERNING LEGISLATION: RCW 41.56 PREVIOUS COUNCIL ACTION TAKEN: On November 12, 2024, the Council provided consensus to move the agreement to a future meeting for approval. BACKGROUND: The City of Spokane Valley negotiated the attached collective bargaining agreement with the Washington State Council of County and City Employees, Local 270V, AFSCME Union. It has been agreed upon by the negotiating parties subject to approval by the Council and ratification by the Union members. The Union members voted to ratify the agreement and communicated that to City management on November 12, 2024. This agreement includes provisions that continue to provide effective and timely services to the City. It supports the City values of fiscal responsibility and employee performance. OPTIONS: Ratify the collective bargaining agreement, effective January 1, 2025 or provide additional direction to staff. RECOMMENDED ACTION OR MOTION: Move to ratify the Collective Bargaining Agreement between the City of Spokane Valley and the Washington State Council of County and City Employees; Local 270V, American Federation of State, County and Municipal Employees (AFSCME), for the term of January 1, 2025 – December 31, 2027, and authorize the City Manager to finalize and execute the Agreement. BUDGET/FINANCIAL IMPACTS: At this time staff believe the minor costs of this agreement can be absorbed by the 2025 preliminary budget. If the costs cannot, staff will incorporate the budgetary impacts into a future budget amendment. STAFF CONTACT: John Whitehead, HR Director ATTACHMENTS: Tentatively Agreed to Collective Bargaining Agreement 1/1/2025 – 12/31/2027 AGREEMENT BETWEEN THE CITY OF SPOKANE VALLEY AND THE WASHINGTON STATE COUNCIL OF COUNTY AND CITY EMPLOYEES LOCAL 270-V, AFSCME January 1, 2025 December 31, 2027 TABLE OF CONTENTS Page ARTICLE 1 EMBODIMENT...................................................................................................... 1 ARTICLE 2 RECOGNITION ..................................................................................................... 2 ARTICLE 3 UNION MEMBERSHIP ......................................................................................... 2 ARTICLE 4 SETTLEMENT OF DISPUTES ............................................................................. 4 ARTICLE 5 SENIORITY............................................................................................................ 9 ARTICLE 6 BULLETIN BOARDS, UNION OFFICIALS TIME OFF AND VISITATION. ..................................................................................................... 100 ARTICLE 7 MANAGEMENT RIGHTS .............................................................................. 1229 ARTICLE 8 PROBATION AND DISCIPLINE ....................................................................... 14 ARTICLE 9 WAGES .............................................................................................................. 177 ARTICLE 10 HOURS OF WORK ............................................................................................ 21 ARTICLE 11 GENERAL PROVISIONS ............................................................................... 244 ARTICLE 12 HEALTH AND WELL-BEING ....................................................................... 255 ARTICLE 13 SICK LEAVE ................................................................................................... 300 ARTICLE 14 VACATION LEAVE ........................................................................................ 342 ARTICLE 15 ADDITIONAL REASONS FOR LEAVE ........................................................ 324 ARTICLE 16 HOLIDAYS ...................................................................................................... 366 ARTICLE 17 DRUG TESTING .............................................................................................. 377 ARTICLE 18 EDUCATIONAL REIMBURSEMENT ........................................................... 388 ARTICLE 19 LOCKOUTS ..................................................................................................... 388 ARTICLE 20 SAVING CLAUSE ........................................................................................... 388 i PREAMBLE This Agreement entered into by the City of Spokane Valley, hereinafter referred to as the City, and the Washington State Council of County and City Employees, Local 270-V AFSCME, AFL-CIO, hereinafter referred to as the Union, has as its purpose the promotion of harmonious relations between the City and the Union; the establishment of an equitable and peaceful procedure for the resolution of differences; and the establishment of rates of pay, hours of work and other conditions of employment. TERM OF AGREEMENT st This Agreement shall become effective on the 1 day of January, 2025, and shall st continue in full force and effect through the 31 day of December, 2027. The City and Union agree to commence negotiations for a successor contract at least 60 days prior to the termination of the Agreement. If either party fails to provide notice of an intent to negotiate a successor agreement, the term of this Agreement will continue in full force and effect for the next year. ARTICLE 1 -- EMBODIMENT 1.1 It is mutually agreed that the City management and Local 270-V shall work together individually and collectively to provide the public with efficient and courteous service, to encourage good attendance of employees, and to promote a climate of labor relations that will aid in achieving a high level of efficiency in all departments of City government. 1.2 This Agreement expressed herein in writing constitutes the entire agreement between the parties and no oral statement or practice shall add to or supersede any of its provisions. The parties acknowledge that during the negotiations which preceded this Agreement, each had the right and opportunity to make demands and proposals with respect to any subject or matter not removed by law from the area of collective bargaining and that the understandings and agreements arrived at by the parties after the exercise of that right and opportunity are set forth in this Agreement. Therefore, the City and the Union, for the life of this Agreement, each voluntarily and unqualifiedly waive the right, and each agree that the other shall not be obligated to bargain collectively with respect to any mandatory subject of bargaining not specifically referred to, or not settled, during the course of these negotiations. Such matters shall also not be subject to the grievance procedure. ARTICLE 2 -- RECOGNITION The City recognizes the Union as the sole and exclusive bargaining representative for all Regular fulltime and Regular part-time non-uniformed employees in professional, technical and clerical positions in the Executive and Legislative Support, Building, Economic Development Public Works, Parks and Recreation, and Operations and Administration Departments of the City of Spokane Valley, excluding supervisors, confidential, Limited-Term, seasonal and casual employees. A seasonal or casual employee is any employee hired to work for no more than six continuous months or 1040 hours in a calendar year, whichever is greater. ARTICLE 3 UNION MEMBERSHIP 3.1 The City shall remain neutral when communicating with employees about Union membership and direct the employee to discuss union membership with a union staff representative. 2 3.2 For those employees who choose to join the Union, the City agrees to deduct, once each month, dues from the pay of those employees who authorize, in writing, that such deductions be made set forth in the authorization for payroll deduction. Executed authorizations for dues deductions shall be provided to the City. The aggregate deductions of all employees shall be remitted, together with an itemized statement including employee names, hire dates, job classifications, rates of pay, and amount of monthly dues deducted, to the Washington State Council of County and City Employees, AFSCME, AFL-CIO, Council 2, P.O. Box 750, Everett, Washington, 98206-0750 after such deductions are made. 3.3 Employees requesting to stop dues deductions shall provide written notice to both the City and the Union with the City stopping deductions upon written confirmation from the deduction has been terminated. For employees accepting a position not covered by the bargaining unit, dues shall terminate on the first day of the next pay period after the employee submits notice to the City. In these situations, no Union authorization 3.4 New employees hired into Bargaining Unit positions shall be provided a document with information mutually agreed to by the City and Union concerning Union membership and dues deduction and given appropriate time to consider becoming a Union member and authorizing Union dues deduction. 3.5 The City shall notify the Union president of all new employees hired into the bargaining unit, including the name, job classification, work location, and start date of each new hire. The Union shall be provided 30 minutes of newly- purposes of presenting information about Union membership and representation in the Should a Union representative or shop steward employed by the 3 City conduct the orientation, the time for the Union representative or shop steward shall be paid. Attendance at orientation by a newly-hired employee is not a condition of employment. 3.6 Electronic Authorizations are Valid. An authorization for Union membership and/or dues or other payroll deduction is valid whether executed in writing or electronically. 3.7 The Union agrees to indemnify, defend, and hold harmless the City from any liability resulting from any claims arising out of any dues deduction or other compliance with this Article, including reimbursement for any legal fees or expenses incurred in connection with any claim, lawsuit, order, judgment, or other form of liability asserted against the City. If an improper dues deduction is made, the Union shall refund any over-deduction within 30 days directly to the affected employee(s). If a less than adequate deduction occurs, then the City shall deduct the appropriate amount from the next paycheck. 3.8 In the event of a holding from an appellate court controlling on the City, or new regulation that materially changes the legal interpretation of this Article, either the City or the Union may request to re-open this Article for the purposes of bargaining to resolve the impacts or new regulation. ARTICLE 4 -- SETTLEMENT OF DISPUTES 4.1 Grievance Defined. A grievance is defined as any dispute involving the interpretation, application or alleged violation of any provision of this Agreement. 4.2 Time Limits. Time limits within the grievance procedure may be waived or 4 extended by the mutual agreement of both parties. If the Union, on behalf of the employee(s), fails to act or respond within the specified time limits, the grievance will be considered waived. If the City fails to respond within the specified time limits, the grievance shall proceed to the next step of the grievance procedure. The day after the event, act or omission shall be the first day of a timeline under this Article. In the event a time limit under this Article ends on a weekend or holiday, the deadline will automatically be extended to the following business day. Submissions will be considered timely under this Article if they are received by 5:00 p.m. on the last day called for under an applicable time limit. 4.2.1 Submission of Grievances and Responses. All grievances not resolved at the supervisory level and requests for arbitration must be submitted to the appropriate Department Director and Citys Human Resources Director or designee, by fax, hard copy, and/or electronic mail. The grievance shall include the facts giving rise to the grievance, the section(s) of the Agreement allegedly violated, and the remedy sought. All City responses will be submitted to the Unions Spokane business office by hard copy , fax or electronic mail. 4.2.2 Employee Representation. Grievances may be filed by the Union on behalf of an employee or on behalf of a group of employees. The grievance will state the name of the employee or the names of the group of employees. The Union, as exclusive representative, is considered the only representative of the employee in each step of the grievance procedure and at any meetings scheduled to discuss a grievance. The Union has the right in each step of a grievance to designate the person who will represent the employee on behalf of the Union. 5 4.2.3 Resolution. (a) Step 1. Employees are encouraged to attempt to resolve complaints through informal discussion with their supervisors. The parties are encouraged to meet and discuss the issues raised in the grievance and explore options for resolving the grievance at each step in the dispute resolution process. The City and Union may also agree to bypass any of the steps in the grievance process. (b) Step 2. If the parties are unable to resolve the grievance at the supervisor level, the Union, on behalf of the aggrieved employee shall submit the grievance in writing to the department director of the relevant department and the Human Resources Director, within thirty (30) calendar days of the day the employee or Union knew or reasonably should have known of the events giving rise to the grievance. The appropriate department director or designee shall respond to the grievance in writing within fourteen (14) calendar days of its receipt. (c) Step 3. If the parties are unable to resolve the grievance after discussing the issue with the department director, the Union shall submit the written grievance to the City Manager within (14) fourteen calendar days of its receipt of the department director or designees response. The City Manager or his designee shall respond in writing to the grievance within fourteen (14) calendar days following its receipt. (c) Step 4. Should the preceding steps fail to resolve the grievance, the Union shall notify the City in writing within fourteen (14) calendar days after its receipt of the City Manager or designees response of its intent to move the grievance to arbitration. 6 4.3 Arbitrator Selection. Within a reasonable period of time after receiving the Unions notification, the parties shall confer and attempt to agree on a neutral arbitrator. If unable to reach agreement, they shall request a list of eleven (11) arbitrators from the Federal Mediation Conciliation Services (FMCS). If the parties are unable to obtain a list from FMCS, they may request a list from the Public Employment Relations Commission (PERC). The list shall be limited to arbitrators from Washington and/or Oregon. Within fourteen (14) calendar days following the receipt of the list of eligible arbitrators, the parties representatives shall meet to select an arbitrator. If the parties are unable to mutually agree upon an arbitrator, they shall each strike five arbitrators from the list in an alternating order, and the remaining arbitrator shall hear the dispute. The party exercising the first strike shall be the loser of a flip of a coin. 4.4 Rules Governing Arbitration. The arbitrator will: (a) Be limited to interpreting and applying the terms of this Agreement, and will have no authority to rule contrary to, add to, subtract from, or modify any of the provisions of this Agreement; (b) Be limited in his or her decision to the grievance issue(s) set forth in the original written grievance unless the parties agree to modify it; (c) Not make any award that provides an employee with compensation greater than would have resulted had there been no violation of this Agreement, and shall limit any award of back pay or other remedy to no more than thirty (30) days prior to the submission 7 of the grievance in writing to the supervisor (unless the amount owing is due to a payroll error); and (d) Not reduce the discipline rendered if he/she finds there was just cause for disciplinary action as defined in Article 8.3 4.5 Arbitrators Decision. The Arbitrator shall issue a written decision to the parties within thirty (30) calendar days of the close of the hearing or the submission of post-hearing briefs, whichever is later. The decision shall be final, conclusive and binding on the City, the Union and the employees; provided that the decision does not include action by the arbitrator beyond his or her jurisdiction. 4.6 Arbitration Costs. The expenses and fees of the arbitrator and the cost (if any) of the hearing room will be shared equally by the parties. If either party desires a record of the arbitration, a court reporter may be used. If that party purchases a transcript, a copy will be provided to the arbitrator, free of charge. If the other party desires a copy of the transcript, it will pay for half of the costs of the fee for the court reporter, the original transcript and a copy. Each party is responsible for the costs of its staff representatives, attorneys, and all other costs related to the development and presentation of its case. 4.7 Election of Remedies. The parties agree that the grievance procedure contained in this Agreement shall be the employees sole remedy for issues covered by this Agreement, provided that employees may also seek redress or review by an external body, whether administrative or judicial, of alleged violations of the employees statutory rights. 8 ARTICLE 5 -- SENIORITY 5.1 Job Classification Seniority Defined. The length of continuous service in the employees job classification. 5.2 Seniority List. The City shall prepare a list of full time employees showing their seniority and deliver the same to the Union on an annual basis. Upon completion of their probationary period, new employees shall be added to the seniority list. The list shall reflect the employees name, classification and date of appointment, classification seniority and length of service with the City. 5.3 Layoff. A reduction in force is accomplished in accordance with this Article. 5.3.1 Purpose and Notice. In the event that the City determines that financial or operational needs require a layoff, the City will identify the specific position(s) and/or employees affected by the layoff, and will provide a minimum of fourteen (14) days notice to the employee(s) designated for layoff. 5.3.2 Selection of Layoff. In the event there is more than one employee in a position identified for a reduction-in-force, the City shall consider the employees ability, performance and qualifications to perform the remaining job; where ability, performance and qualifications are judged equal by the City, classification seniority will be the determining factor. 5.3.3 Layoff Recall. Employees are eligible for recall to the position in which they were laid off in the inverse order in which they were laid off assuming they are qualified to 9 perform the position. An employee on layoff must keep the City informed of the address and telephone number where he/she can be contacted. If the City is unable to contact the employee within ten (10) calendar days, the Citys obligation to recall the employee shall cease. The City shall have no obligation to recall an employee after he/she has been on continuous layoff for a period exceeding nine (9) months. Should an employee not return to work when recalled, the City shall have no further obligation to recall him/her. ARTICLE 6 BULLETIN BOARDS, UNION OFFICIALS TIME OFF AND VISITATION. 6.1 Bulletin Boards. The City shall allow the Union to use a designated Bulletin Board for official Union postings. Material posted on the bulletin board shall be appropriate to the workplace, and in compliance with state ethics laws, election laws and identified as Union literature. 6.2 Officers and Stewards. The Union shall furnish to the City an up-to-date list of officers and stewards and their work locations at least annually with changes as they occur to the Human Resources Department. 6.3 Union Officials Time Off for Collective Bargaining. Up to two union officials shall be granted up to two(2) hours paid time to participate in each labor negotiation session on behalf of employees in the bargaining unit, and provide a minimum of (two) days notice when possible to their supervisor. Supervisors may deny a request for time off to perform union activities and/or request that the employee seek a delay of the meeting for which time is sought if the employees absence would adversely impact the Citys operations or the employees 10 presence is necessary to complete a time-sensitive assignment. The employee may appeal the supervisors decision to deny the time off to the Human Resources Director. The Human Resources Directors decision shall be final. 6.4 Union Activities. Shop stewards identified by the list cited in 6.2 above, may use paid time to conduct collective bargaining with the City as set forth in Article 6.3, attend investigatory interviews conducted by the City where the employee reasonably expects discipline will follow and has requested Union representation (Weingarten interview), and represent employees in grievance meetings and Loudermill hearings with the City. Except as set specifically forth above, the City shall not compensate bargaining unit employees and shop stewards for union related activities. Union officers, stewards and negotiating team members must notify their supervisors before performing any representational activities that will take them away from work for a period of longer than fifteen (15) minutes, and all such time must be recorded on the employees time sheet. Supervisors may deny a request for time off to perform union activities and/or request that the employee seek a delay of the meeting for which time is sought if the employees absence would adversely impact the Citys operations or the employees presence is necessary to complete a time-sensitive assignment. 6.5 Visitation. With reasonable advance notice, a representative of the Union may visit the work location of the employees covered by the Agreement at a reasonable time for the purpose of investigating grievances. Said representative shall limit his activities during such investigations to matters relating to this Agreement, and such visits shall be conducted in a manner that will not be disruptive to City operations or interrupt employees work time. Work hours shall not be used by employees or the Union for the promotion of Union affairs other than as stated above. 11 ARTICLE 7 MANAGEMENT RIGHTS 7.1 Management Rights. The City reserves the right to manage its affairs in accord with its lawful mandate, and retains all management powers and authority recognized by law and not specifically abridged, delegated or modified by the terms of this Agreement. 7.2 Examples of Management Rights. The Citys sole and exclusive rights include, but are not limited to, the rights to: 7.2.1 Plan, direct and control all operations and services of the City; 7.2.2 Establish the mission, budget, strategic direction, service levels, staffing levels and resource requirements for all operations and services; 7.2.3 Develop, interpret, amend and enforce reasonable written policies, procedures, rules or regulations governing the workplace, including those described in provided that such policies, procedures, rules and regulations do not conflict with the provisions of this Agreement; 7.2.4 Determine the methods, means, organization and number of personnel by which such operations and services shall be made or purchased; 7.2.5 Supervise, transfer, promote and direct employees; 7.2.6 Plan and implement any reductions in force, including the determination of the reason for any reduction in force and the identification of the specific position(s) or job classifications affected by a reduction in force; 12 7.2.7 Assign work, schedule the hours of work, alter work schedules, and assign or change work locations, subject to Article 10; 7.2.8 Authorize overtime; 7.2.9 Establish the duties and responsibilities of positions and employees, including the development and alteration of classification and job descriptions; 7.2.10 Establish and implement policies and procedures for evaluating the performance of employees; 7.2.11 Determine all levels of staffing, including the number of employees and other personnel to be assigned to duty at any time; 7.2.12 Recruit, hire and promote employees into positions based on standards established by the City; 7.2.13 Determine whether duties, tasks, or services should be performed by non-unit personnel, including other employees, volunteers, Department of Labor and use of the above would reduce the number of authorized full time positions in each classification in the bargaining unit as of June 1, 2006, the parties agree to abide by RCW 41.56; 7.2.14 Discipline or discharge probationary employees as it deems appropriate, and to discipline or discharge employees who have completed probation for cause as set forth in Article 8.3; 13 7.2.15 Perform all other functions not expressly limited by this Agreement. 7.3 Bargaining Obligation. Except as provided by this Article, the parties acknowledge their obligation to bargain regarding matters affecting wages, hours and working conditions. ARTICLE 8 PROBATION AND DISCIPLINE 8.1 All new employees will be required to serve a probationary period of six (6) months from the date of hire. The probationary period may be extended up to six (6) months at the Citys discretion. The City may discharge a probationary employee at its sole discretion and without just cause upon written notice to the employee and the Union. Employees serving their probationary period shall have no access to the Settlement of Disputes procedure in Article 4 above. Employees shall accrue sick and vacation leave benefits under this Agreement during their probationary period, but shall not normally be entitled to use vacation benefits until they have successfully completed their probationary period. The City Manager may allow an employee to use vacation leave during the probationary period. 8.3 Promotion Probation. It is the policy of the City to advertise position openings. Qualified employees may apply for vacant City positions that represent a promotional opportunity for a current employee. All employees receiving a promotional appointment will serve a six (6) month probation. The probation may be extended an additional six months at the Citys discretion. During the probationary period, an employee may revert to his/her previously held position if the position is vacant or filled by a temporary or casual employee, and the 14 employee still meets the minimum qualifications for the position. If the City determines that an employee is not succeeding in his/her new position, the employee may also revert to the employees previously held position if the position is vacant, or filled by a temporary or casual employee, and the employee still meets the minimum qualifications for the position. If the position is not vacant or the employee no longer meets the minimum qualifications, the employee will be terminated and available for recall under Article 5.3. The Citys determination that an employee has not succeeded in a position during this probationary period may not be challenged through the grievance procedure. Nothing in this Article is intended to affect the Citys right to discharge or otherwise discipline a probationary employee for misconduct. 8.3 Discipline. The City has the right to reprimand, suspend, demote or terminate non-probationary employees for just cause. For purposes of this Agreement, the parties agree that just cause means a legitimate and reasonable reason for discipline. Discipline generally will be progressive, however, serious or repeated misconduct may be grounds for higher levels of discipline including immediate termination. The determination of whether circumstances warrant immediate suspension or termination shall be made by the City. 8.4 Normally, the progression of discipline will be: Oral reprimand Written reprimand Suspension Without Pay Demotion (If available and the employee is qualified) Termination 8.5 Notice and Appeal Rights. The City will advise employees that they have the right to request union representation during an investigatory interview with the City in which they are the subject of alleged misconduct that may result in disciplinary action. Employees shall have the right to a Loudermill hearing if the proposed discipline involves a demotion, 15 suspension or termination. Employees who have been demoted, suspended or terminated have the right to appeal such actions through the Settlement of Dispute procedure if they submit their grievance in writing to the Human Resources Director within ten (10) working days of the date the discipline was issued. Oral reprimands are not subject to the Settlement of Dispute procedure, however, may be appealed to the Human Resources Director. The Human Resources Directors decision shall be final and is not subject to Article 4. . Written reprimands can only be processed through Step 2 of the Settlement of Dispute procedure, and may not be taken to arbitration. 8.6 Removal of Documents Adverse material of information related to alleged misconduct that is determined by the City to be false and all such information in situations where the employee has been fully exonerated of wrongdoing will be removed from employee files. However, the City may retain this information in a legal defense file and it will only be used or released when required by a regulatory agency (acting in their regulatory capacity), in the defense of an appeal of legal action, or as otherwise required by law. Written Reprimands will be removed after three (3) years when there has not been subsequent misconduct and upon written request of the employee. Documents related to suspensions and demotions will be removed after five (5) years when there has not been subsequent misconduct and upon written request of the employee. 16 ARTICLE 9 -- WAGES 9.1 Salary Matrix. A schedule of all job classifications and their salary ranges are set forth in the Appendix A to this Agreement. As set forth in Article 9.3, the City retains the discretion to grant or deny an increase based upon an employees performance, as determined by the City. The Salary Matrix for positions covered by this Agreement may be amended from time to time by mutual agreement of both parties. The increases to the pay grades of the City will be as follows: Beginning on 1-1-2026 or the date both parties have ratified the contract whichever is later, the maximum pay in each grade will be increased an additional 2.5%. This contract identifies no wage increases in 2027; however, the parties agree to begin negotiations no later than October 1, 2026, to bargain any change in wages solely identified in 9.1. 9.2 Initial Salary. An employee will typically be hired at the bottom of the Grade assigned to the job classification they have been appointed into within the Citys Salary Matrix. At the Citys discretion, employees may be hired at a salary level higher than the bottom of the pay Grade in the Salary Matrix. 9.3 Pay Increase. Annually on the employees anniversary date, the employees monthly salary may be increased within the pay grade of the position, by a minimum of zero to a maximum of five percent, dependent upon the employees performance as determined by the City. Management acknowledges the importance of evaluating employees in a timely manner 17 and will implement programs to ensure employee evaluations are normally completed within 30 days of the anniversary date. 9.4 Within ten business days of receiving his/her annual performance evaluation and notice of pay increase, if any, the employee may provide information to their department director to be considered in reviewing the amount of increase to be awarded. The director will respond to the employee within five business days. If, after considering the employees request, no change in the initial determination of pay increase is made, the employee may, within five business days of receiving the department directors response, request Human Resources to review the information provided to the director. Human Resources will provide a response to the employee within five business days. The City retains the sole right to determine the amount of the percent increase. An employees anniversary date is defined as their date of hire or most recent date of reclassification as adjusted with Leave of Absence Without Pay as defined by City Policy 200.530, Miscellaneous Leaves. If the employees annual performance evaluation indicates below-satisfactory performance as determined by the City, the employee may not be increased in pay. The City may reevaluate the non-increased employee after 180 days, and if a non-increased employees performance is satisfactory at the end of that review period, the City may increase the employees monthly base pay within the Salary Matrix. If a non-increased employees performance remains below satisfactory at the end of the 180 day period as determined by the City, the employee will remain at their current pay rate until their next regular twelve (12) month performance evaluation. The City shall have the exclusive right to evaluate an employees performance, and such performance evaluations and the percentage amount of pay increase provided, if any, will not be subject to the Settlement of Disputes procedure set forth in Article 4. 18 9.5 Overtime. Regular employees shall be compensated at time and one-half (1-1/2) the employees hourly rate of pay for all work performed in excess of forty (40) hours in any workweek. Hours not worked due to a Holiday as determined by Article 16, Vacation Leave, or when City offices are closed due to a pending designated holiday shall be included in the calculation to determine if the required 40 hours is exceeded. All overtime must be pre-approved in writing by the Employees Supervisor except in emergency situations, in which case the overtime must be approved in writing as soon as reasonably possible. Employees will not be allowed to receive more than one overtime rate or premium pay for the same hours worked. 9.6 Exempt Personnel. Each exempt employee shall be credited with forty hours of administrative leave at the beginning each calendar year. Employees hired after January 1 of a year shall receive a prorated amount of such leave Accrued Administrative Leave must be used in the year in which it is accrued and is not eligible for cash-out. 9.7 Social Security Substitute Plan. The City has chosen not to opt into the federal Social Security System for eligible employees who were otherwise covered by a qualified retirement system. Instead, the City participates in a 401A social security substitute plan. The City will make benefit contributions as provided for in City Resolution 03-020 as may be amended from time to time. 9.8 Pension. The City and Employees shall participate in the Washington Public Employees Retirement System as set forth in RCW 41.44. 9.9 Dual Grade Positions. When a position is established by the City having two or more pay grades, the initial placement of an employee into a grade will determine the grade they 19 will remain in except by the promotion or reclassification of the employee to a position having a higher pay grade. 9.10 Shift Differential. Regular hourly employees working between the hours of 6:00 PM and 6:00 AM shall receive an additional $2.00 per hour actually worked during this time 9.11 Stand-by Pay. Regular hourly Employees who have been notified by the City to -- employees shall receive $25 per 24 hour period for remaining ready to return to work. The Stand-By rate shall increase to $50 per 24-hour period when it occurs on designated holidays and dates City offices are closed due to a pending holiday. Employees having been placed on - minutes after being contacted, being fully capable of performing their duties. Employees placed - - - - not. 9.12 Boot Allowance Maintenance/Construction Inspectors, Maintenance/Construction Forman, Code Enforcement Officers, Signal Technicians, Maintenance Workers/Facilities, 20 Building Inspectors and Mechanics shall receive a stipend of $100 each January for the purchase of boots they use in the completion of their assigned duties. 9.13 The minimum starting point of each Grade shall be raised by 2.5% effective January 1, 2025, an additional 2.5% effective January 1, 2026, and an additional 2.5% effective January 1, 2027. Employees that are being paid a regular wage that would be less than the new Grade minimum on the dates of these changes shall have their individual compensation increased to the new minimum starting point of their assigned grade. ARTICLE 10 -- HOURS OF WORK 10.1 Work Schedules/Shifts. The standard workweek for purposes of computing overtime for hourly employees shall begin at 12:01 a.m. Monday and shall conclude Sunday at 12:00 midnight. The City may assign appropriate work schedules and shifts. The City may alter work schedules and shifts with seven days advance notice to the employee (the City retains the right to make temporary modifications to the schedules of employees without notice to meet Department and City needs). 10.1.1 Compressed Work Schedules. With the City Managers approval, employees may be allowed to work compressed work schedules using alternative work weeks. The alternative work week will determine the computation of hours worked, the length of the meal period as well as the computation of overtime compensation. The City retains the right to end the compressed work schedule of an employee or ability to provide service to customers nor shall they cause a budgetary impact. The denial or 21 ending of a requested compressed work schedule is not subject to the settlement of disputes article set forth in this agreement. 10.2 Work Day. The normal working hours for Regular full-time employees are eight hours, from 8:00 am to 5:00 pm Monday through Friday, with an unpaid one-hour lunch period. The City retains the right to schedule or require employees to return to work outside these hours and days to meet Department and City needs. 10.2.1 Return to Work. Employees may be required to respond during off-duty times to return to work when operational needs of the City require them to do so. 10.2.2 Employees notified of an anticipated need for them to return to work will provide the City a current contact phone number and be ready, willing and able to return to work as soon as possible (i.e. 30 to 45 minutes). 10.2.3 Employees will be paid at their normal rate of pay after arriving at the designated work site and beginning to perform the duties required. If the response causes an hourly employee to exceed 40 hours of actual work in their assigned workweek, overtime compensation will apply. Employees required to physically return to work will be allowed to work a minimum of two hours. If the amount of work that required the employee to respond takes less than two hours to complete, employees may choose not to work the entire two hours. Employees will only be paid for the hours they actually worked. If the employee is able to complete the work from home they will only be paid for time they actually worked. 10.3 Adjustments of Work Hours Department directors also have the discretion to 22 work schedule up to an hour earlier or later than the normal 8:00 am starting time and completes his/her work day up to an hour earlier or later than 5:00 pm. for a total of not less than eight hours of work. In exercising this discretion, department directors may consider a number of the work hours as set forth in this section is not subject to the Settlement of Disputes procedure. 10.4 Meal and Rest Periods. Employees will receive one hour off, without pay, except as provided in 10.1.1for a meal during any shift lasting longer than five (5) hours. Meal periods shall be scheduled by the supervisor in light of a number of factors, which may include the employees preference, customer needs and the Citys ability to best serve the public. Meal periods may not be banked for late arrival or early departure from work. 10.5 Rest Periods. Employees shall receive a fifteen (15) minute paid rest period for each four (4) hours worked. Employees need not be given a scheduled rest period when the nature of the work allows intermittent rest periods that total fifteen minutes during each four hours of work. Intermittent is defined as intervals of short duration in which employees are allowed to relax and rest, or a brief inactivity from work or exertion such as the time spent on a personal phone call, or taking a smoking break. Such rest time shall total fifteen minutes per four hours of work. Rest breaks may not be skipped and banked to be used for late arrival or early departure from work or for purposes of receiving overtime. 23 ARTICLE 11 GENERAL PROVISIONS 11.1 No Discrimination. The City and the Union mutually agree that there should be no unlawful discrimination against any employee or applicant for employment because of age, race, creed, color, sex, sexual orientation, national origin, mental or physical disability, marital status, honorably discharged veteran or military status, use of a trained dog guide or service animal by a person with a disability or Union activity. All references to Employees in this Agreement designate both sexes including non- binary. 11.2 Rules. The City reasonably expects its employees to meet high standards of performance to ensure the City provides quality public service. The Union recognizes the Citys inherent and traditional right to establish reasonable work rules, and require their observance. Copies of any new rules or amendments to existing rules shall be provided to the Union fourteen (14) days prior to their implementation except in emergency circumstances. The Union reserves the right to negotiate the impacts of these changes. 11.3 New and Terminated Employees. The City agrees to notify the Union at the end of each calendar quarter if new eligible bargaining unit employees are hired or terminated during that quarter. Such listing shall contain the names of the employees, along with their job classifications, and work locations. 11.4 Labor Management Meetings. It is mutually agreed that the negotiating committee for Local 270-V and the negotiating committee for the City shall conduct regular labor/management meetings for the purpose of resolving problems that may arise. Safety items 24 shall be included as eligible topics for discussion in labor/management meetings. Meetings shall be conducted quarterly, but they may be scheduled more or less often by mutual agreement. ARTICLE 12 HEALTH AND WELL-BEING 12.1 Insurance Plan. For the duration of this Agreement, the City shall make available an insurance program offered through the Association of Washington Cities or other provider consistent with article 12.4, or in conformity with state and/or federal law, to regular full-time and regular part-time employees and their eligible spouses/dependents, including medical, dental, vision, and employee long-term disability insurance coverage. This insurance program includes the following plans as they currently exist or as may be amended from time to time. 12.1.1 Medical Insurance. Employees may choose between the following medical plans: AWC HealthFirst 250, with Health Reimbursement Arrangement Account (HRA), AWC Kaiser Permanente $200 Deductible Plan, with (HRA), or AWC Kaiser Permanente Access PPO Plan, with (HRA) as may be amended from time to time. The City and the Union agree that the current plans will be offered in each year of 2025, 2026 and 2027, however, the parties agree that no plan will be offered in the successor Agreement to this Contract that will subject the City to the Affordable Care Act (ACA) Excise Tax. The City shall pay up to the following base medical premium rates for full-time eligible employees based upon the coverage chosen by the employee: For Asuris HealthFirst 250: $634.50 for employee coverage 25 $947.90 for employee and one dependent coverage $1273.34 for employee and spouse coverage $1206.94 for employee and two or more dependent coverage $1586.72 for employee and spouse and one dependent coverage $1822.60 for employee and spouse and two or more dependent coverage For Kaiser Permanente $200 Deductible Plan: $566.64 for employee coverage $848.48 for employee and one dependent coverage $1126.42 for employee and spouse coverage $1118.40 for employee and two or more dependent coverage $1408.24 for employee and spouse and one dependent coverage $1655.00 for employee and spouse and two or more dependent coverage For Kaiser Permanente Access PPO Plan: $622.96 for employee coverage $933.10 for employee and one dependent coverage $1238.50 for employee and spouse coverage $1231.36 for employee and two or more dependent coverage $1548.66 for employee and spouse and one dependent coverage $1823.72 for employee and spouse and two or more dependent coverage 26 Should the 2025 medical premium rates as required by AWC or any future plan provider exceed the 2021 medical premium rates, the City will pay 80% of the increase and employees will pay 20% of the increase. On or before February 15, 2025, or 30 days after the signing of this successor contract whichever occurs later, the City will also contribute an amount towards the deductible for each amounts as determined by the plan chosen by the employee and number of persons covered: Asuris Healthfirst 250-Individual $250 Asuris Healthfirst 250-Family $750 Kaiser Permanente $200 Deductible Plan-Individual $200 Kaiser Permanente $200 Deductible Plan-Family $400 Kaiser Permanente Access PPO Plan-Individual $250 Kaiser Permanente Access PPO Plan-Family $750 (Family is defined as a plan covering more than the individual employee) Should the 2026 medical premium rates as required by AWC or any future plan provider exceed the 2021 medical premium rates, the City will pay 80% of the increase and employees will pay 20% of the increase. 27 On or before January 20, 2026, the City will also contribute an amount cited above as determined by the plan chosen by the employee and number of persons covered, to the Should the 2027 medical premium rates as required by AWC or any future plan provider exceed the 2021 medical premium rates, the City will pay 80% of the increase and employees will pay 20% of the increase. On or before January 20, 2027, the City will also contribute an amount cited above as determined by the plan chosen by the employee and number of persons covered, to the 12.1.2 Regular Part-Time Employees. The City will contribute a pro-rata amount of the cost of employee and dependent health coverage for part-time employees based upon the number of hours worked and according to the terms of the provider. Such contribution shall not exceed the current pro-rated contribution rate consistent with the terms of 12.1.1 12.1.3 Dental. The City will provide eligible full time employees and their dependents, if any, covered under their medical plan, with dental coverage through AWC Washington Dental Service Plan E, with orthodonture plan 2, or Willamette Dental as they may be amended from time to time. 28 12.1.4 Vision Insurance. The City will provide eligible full time employees and their dependents, if any, covered under their medical plan with vision insurance through the AWC Vision Service Plan as may be amended from time to time. 12.1.5 Long-Term Disability Insurance. The City will provide long-term disability insurance for eligible full time employees through the AWC Standard Insurance Long Term Disability Option 1, as may be amended from time to time. 12.2 Life Insurance. The City will provide a life insurance benefit equal to two-times the employees annual salary for all Regular employees. 12.3 Employee Assistance Program. The City will participate in an Employee Assistance Program (EAP) in order to provide confidential assistance to employees on family, work, personal or substance abuse issues. EAP assistance may be initiated by either the employee or the employer. 12.4 Cost Containment. In the interest of containing costs, the City may elect different insurance carriers and adopt different insurance plans than those currently described in Article 12.1. The Union shall be advised of these changes and must request bargaining of those changes within five days of receiving notice or shall be deemed to have consented to the changes. 12.5 Health Reimbursement Arrangement Accounts (HRA). The City will establish Health Reimbursement accounts for each regular employee. These accounts may be used by the individual employee for medical expenses as determined by the plan requirements and the amount contributed by the City will be determined by this Article. These plans will be designed such that at the end of employment with the City, employees may continue to use the remaining 29 balance of their HRA post-employment for qualified medical expenses as defined by the plan. At the point an employee leaves the City, they can either close their account or pay in advance the administrative fee associated with the account for a period of up to 12 months. The remaining balance at the end of the pre-paid period if any shall be returned to the City. Employees shall substantiate all claims made for reimbursement from their respective HRA. Claims paid but not substantiated within 12 months of reimbursement shall be considered taxable income of the employee. The City reserves the right to reduce, stagger, or eliminate HRA contributions on a per- employee basis when any contribution is expected to trigger liability under the Affordable Care Act Excise Tax. The City will only reduce HRA contributions as necessary to avoid tax liability. 12.6 Changes to Insurance Plans. In the event that the health plan providers cause changes to the benefits included in the health insurance plans specified in this Article during the term of this Agreement, the City will notify the Union of those changes. ARTICLE 13 SICK LEAVE 13.1 Sick Leave Accrual. Full-time employees shall accrue sick leave at the rate of 8 hours monthly credited on the 1st day of each month; provided that an employee does not have more than ten (10) days leave without pay in that month. Part-time employees shall accrue sick leave on a prorated basis. Employees shall not accrue less than one hour of sick leave for every 40 hours worked. 30 13.2 Use of Accrued Sick Leave charged for the actual time of any sick leave used. Accrued sick leave may be used only for the of the employee or family member, the or as authorized by RCW 49.12.270 and the Washington Family Care Rules, WAC Chapter 296-130 as may be amended from time to time. The City shall have the right to send an employee home and require the use of accrued sick leave if it reasonably believes the employee is unfit for duty or the other employees to illness. The City shall also have the right to require an employee to undergo a fitness-for-duty examination before returning to work. 13.3 Sick Leave Verification. Employees must notify their supervisor as soon as reasonably possible when they will be absent due to illness or injury. The City may require a written medical certificate for absences of more than three (3) consecutive days. Abuse of sick leave or tardiness may be grounds for disciplinary action, up to and including termination. An employee returning to work after a sick leave absence of more than three (3) consecutive days may be required to provide written certification from his or her health care provider that the employee is able to return to work and perform the essential functions of the job with or without reasonable accommodation. 13.4 Annual Sick Leave Carry-forward and Cash-out. Accrued sick leave may be carried forward at year end. After an employee has accrued 720 hours of sick leave, the employee may convert up to ninety six (96) hours of sick leave accrued in the preceding 18 months to cash. Once an employee approaches the required amount as stated above, they may request a future cash-out for the pay period in which they reach the required accrual of 720 31 hours. Employees shall submit their cash out request in writing to the Human Resources Director prior to the pay period referenced above. Employees shall wait a minimum of 12 months between cash-outs. For purposes of converting sick leave to cash, the following formula shall be used: For example, 96 hours of sick leave may be converted to 24 hours of regular pay. ARTICLE 14 VACATION LEAVE 14.1 Vacation Accrual. Full-time employees shall accrue vacation at the rates set forth below. Part-time employees shall accrue vacation on a prorated basis. During Years of Continuous Employment Monthly Accrual Rate Date of Hire through 5 years 8 hours per month thth 6 through 10 years 10 hours per month thth 11 through 15 years 12 hours per month thth 16 through 20 years 14 hours per month st Beginning with the 21 year 15 hours per month Monthly accrued vacation hours shall be credited on the 1st day of each month. Employees who are in unpaid status for more than ten (10) working days in a month will not accrue vacation leave the next month. 32 experienced new employees higher on the vacation accrual table in recognition of their previous experience as part of an offer of employment, or to provide greater benefits than provided in this Agreement. 14.2 Maximum Vacation Accrual and Cash-Out. The maximum vacation accrual that will be paid upon separation or carried forward at year end (December 31) shall be 400 hours. Cash out will be at the regular rate of pay in effect as of the date of separation. Employees designated by the City Manager shall have the ability to carry forward or cash out upon separation an additional 60 hours of accrued Vacation leave. This additional accrual is to acknowledge the limited opportunity some demands for the work product often only they can provide. 14.3 Use and Scheduling of Vacation. Vacation leave must be scheduled with the At their election, employees may use vacation in place of or in addition to sick leave for any of the purposes described in Section 13.2. Employees using vacation for this purpose are expected to provide their supervisor notice of their absence as described in Section 13.3. used. 33 ARTICLE 15 ADDITIONAL REASONS FOR LEAVE 15.1 Family Medical Leave. Employees shall receive family medical, disability, exigency/care for a service member or pregnancy leave as required by state and federal law. Employees must use any accrued and available paid leave as part of their Family Medical Leave, except as otherwise authorized by the City Manager. Once all available paid leave has been exhausted, any remaining period of Family Medical Leave shall be without pay. Accrued paid leave is available under this section if its use is permitted for the type of absence for which the employee has taken Family Medical Leave. 15.2 Leave Without Pay without pay. Such leave shall not extend beyond 26 weeks, unless required by law. 15.3 Bereavement Leave. An employee may use up to three (3) days of Bereavement The affected employee may use up to three (3) additional days of their accrued sick leave for the same purposes. Leave for bereavement purposes does not need to be use contiguously, however must be used within 60 days from the date of the family member loss. The Deputy City Manager may grant employees additional days of accrued vacation, sick or Leave Without Pay for this purpose in extenuating circumstances. Immediate family shall be defined as spouse, domestic partner, mother, father, mother-in-law, father-in-law, children (including step, foster, and unborn children), sister, brother, daughter-in-law, son-in-law, sister-in-law, brother-in-law, grandparents and grandchildren. Bereavement leave is to be used to arrange for and/or attend funeral activities. 34 15.4 Jury and Witness Leave. Employees subpoenaed to appear for jury service or as a witness in a court proceeding unless the employee is the moving party in an action against the City, will receive pay at their regular rate of pay for work hours missed because of their required service. Employees must notify their supervisors upon receipt of a subpoena for jury or witness duty, keep their supervisors apprised of the schedule for their jury or witness duties, and report to work when the court schedule permits. The City may require documentation confirming the participation as a juror. Any compensation paid to an employee for jury or witness service shall be retained by the employee.. 15.5 Military Leave. Employees shall be entitled to military leave in accordance with state and federal law. Unless prohibited by military necessity, employees must provide the City with a copy of their orders at the time they request military leave. Requests for military leave shall be made as soon as reasonably practical after the employee learns of the need for such leave. 35 ARTICLE 16 --HOLIDAYS Paid Holidays. The following days are paid holidays for all Regular full and part-time employees: January 1 rd Martin Luther King Day 3 Monday in January rd 3 Monday in February Memorial Day Last Monday of May Juneteenth June 19 Independence Day July 4 st Labor Day 1 Monday of September November 11 th Thanksgiving Day 4 Thursday of November Day after Thanksgiving Christmas Day December 25 When a holiday falls on a Saturday, the preceding Friday will be the holiday. When a holiday falls on a Sunday, the following Monday will be the holiday. 16.1 Holiday Pay. Eligible full-time employees will receive pay at their straight-time rate for 8 to 9 hours they would have worked, based on their regular schedule, on the day of the holiday. Part-time employees will receive holiday pay on a prorated basis. 36 16.2 Eligibility for Holiday Pay. Employees are eligible for holiday pay if they are in paid status on their regular, scheduled work day preceding the holiday and the day immediately following the holiday. 16.3 Hours Worked on a Holiday. Employees required to work on a holiday will receive pay at time and one-half (1-1/2) the employees hourly rate for all work performed on that day. They shall also receive Holiday Pay or, another day off during the month in which the . 16.4 Holiday Observance. When a holiday falls within a period of paid leave, the holiday shall not be counted as a leave day in computing the amount of leave debited. ARTICLE 17 DRUG TESTING 17.1 The City may require an employee to have a drug or alcohol test where there is a reasonable suspicion that an employee is impaired or under the influence of alcohol or drugs while on duty, following an accident or incident involving the employee, upon return to work from a protracted leave of absence, in conjunction with a D.O.T. or other regularly scheduled physical examinations, or pursuant to applicable law or regulation. 17.2 Where the City elects to perform a drug or alcohol test as set forth in this agreement, refusal by the employee to submit to the drug or alcohol screen, or a positive test result, may result in termination or other disciplinary action as determined by the City, subject to the grievance procedure. 37 ARTICLE 18 EDUCATIONAL REIMBURSEMENT 18.1 The City provides an educational reimbursement incentive for qualified employees. The terms and conditions governing reimbursement are dictated by the Citys education program policy, subject to revision by the City. Any dispute concerning an entitlement to educational reimbursement is not subject to the grievance procedure. ARTICLE 19 LOCKOUTS 19.1 Lockouts. No lockout of employees shall be instituted by the City during the term of this Agreement. 19.2 No Strikes. The Union and employees agree that there shall be no strikes, slowdowns, or stoppage of work. Any employee who violates this provision may be subject to disciplinary action, up to and including termination. ARTICLE 20 SAVING CLAUSE It is the intention of the parties hereto to comply with all applicable provisions of the State or Federal law, and they believe that each and every part of this Agreement is lawful. All provisions of this Agreement shall be complied with, unless any of such provisions shall be declared invalid or inoperative by a Court of final jurisdiction. In such event, either party may request renegotiation of such invalid provisions for the purpose of adequate and lawful replacement thereof; provided, however, that such findings shall have no effect whatsoever on the balance of this Agreement. 38 SIGNED AND DATED THIS _______ DAY OF ________, 2024. FOR THE CITY: FOR THE UNION: _________________________ ______________________________ City Manager Candice Powers-Henderson, President _________________________ _______________________________ City Clerk Wes Williams, Vice President ________________________________ Approved as to Form Scott Davies, Staff Representative __________________________ City Attorney 39 Appendix A EMPLOYEE POSITION CLASSIFICATION MONTHLY SALARY SCHEDULE Effective January 1, 2025 Position Title Grade 2025 Range City Manager Unclassified Deputy City Manager 22 12,962.22 - 19,643.08 City Attorney 21 11,677.68 - 17,678.91 Finance Director 21 11,677.68 - 17,678.91 Public Works Director 21 11,677.68 - 17,678.91 City Services Administrator 21 11,677.68 - 17,678.91 Community & Economic Development Director 21 11,677.68 - 17,678.91 Parks and Recreation Director 20 10,509.78 - 15,912.19 City Engineer 20 10,509.78 - 15,912.19 Economic Development Director 20 10,509.78 - 15,912.19 Human Resources Director 20 10,509.78 - 15,912.19 Public Safety Coordinator 20 10,509.78 - 15,912.19 Senior Deputy City Attorney 19 9,458.63 - 14,321.13 Building Official 19 9,458.63 - 14,321.13 Engineering Manager 19 9,458.63 - 14,321.13 Planning Manager 18 8,513.87 - 12,888.37 Senior Engineer 18 8,513.87 - 12,888.37 Public Works Superintendent 18 8,513.87 - 12,888.37 Communications Manager 18 8,513.87 - 12,888.37 Accounting Manager 18 8,513.87 - 12,888.37 Marketing Manager 18 8,513.87 - 12,888.37 Assistant Building Official 17 7,662.04 - 11,599.06 Senior Administrative Analyst 17 7,662.04 - 11,599.06 IT Manager 17 7,662.04 - 11,599.06 Legislative Coordinator 17 7,662.04 - 11,599.06 Accounting and Finance Program Manager 17 7,662.04 - 11,599.06 Deputy City Attorney 16 6,895.13 - 10,438.48 City Clerk 16 6,895.13 - 10,438.48 Engineer 16 6,895.13 - 10,438.48 Senior Planner 16 6,895.13 - 10,438.48 Development Services Coordinator 16 6,895.13 - 10,438.48 Accountant/Budget Analyst 16 6,895.13 - 10,438.48 Housing and Homeless Services Coordinator 16 6,895.13 - 10,438.48 Project Manager 16 6,895.13 - 10,438.48 CAD Manager 16 6,895.13 - 10,438.48 Code Enforcement Supervisor 16 6,895.13 - 10,438.48 Chief Signal Technician 16 6,895.13 - 10,438.48 Associate Planner 15 6,206.49 - 9,395.29 Assistant Engineer 15 6,206.49 - 9,395.29 IT Specialist 15 6,206.49 - 9,395.29 Engineering Technician II 15 6,206.49 - 9,395.29 Economic Development Project Specialist 15 6,206.49 - 9,395.29 Senior Plans Examiner 15 6,206.49 - 9,395.29 Communications Specialist 15 6,206.49 - 9,395.29 Administrative Analyst 15 6,206.49 - 9,395.29 Maintenance/Construction Foreman 15 6,206.49 - 9,395.29 GIS Analyst 15 6,206.49 - 9,395.29 CPW Liason 15 6,206.49 - 9,395.29 Signal Technician II 15 6,206.49 - 9,395.29 Mechanic 14 5,586.18 - 8,456.41 Human Resource Analyst 14 5,586.18 - 8,456.41 CenterPlace Coordinator 14 5,586.18 - 8,456.41 Planner 14 5,586.18 - 8,456.41 Building Inspector II 14 5,586.18 - 8,456.41 Plans Examiner 14 5,586.18 - 8,456.41 Engineering Technician I 14 5,586.18 - 8,456.41 Senior Permit Specialist 14 5,586.18 - 8,456.41 Code Enforcement Officer 14 5,586.18 - 8,456.41 Maintenance/Construction Inspector 14 5,586.18 - 8,456.41 Business License Specialist 14 5,586.18 - 8,456.41 Park Operations and Maintenance Coordinator 14 5,586.18 - 8,456.41 Accountant I 14 5,586.18 - 8,456.41 Signal Technician I 14 5,586.18 - 8,456.41 Recreation Coordinator 13 5,027.15 - 7,610.48 Deputy City Clerk 13 5,027.15 - 7,610.48 Customer Relations/Facilities Coordinator 13 5,027.15 - 7,610.48 Building Inspector I 13 5,027.15 - 7,610.48 Executive Assistant 13 5,027.15 - 7,610.48 Planning Technician 13 5,027.15 - 7,610.48 Human Resources Technician 13 5,027.15 - 7,610.48 Maintenance Lead 13 5,027.15 - 7,610.48 Senior Center Specialist 12 4,526.09 - 6,849.25 Permit Facilitator 12 4,526.09 - 6,849.25 Help Desk Technician 12 4,526.09 - 6,849.25 Accounting Technician 12 4,526.09 - 6,849.25 Administrative Assistant 12 4,526.09 - 6,849.25 Recreation Specialist 12 4,526.09 - 6,849.25 Paralegal 12 4,526.09 - 6,849.25 Maintenance Worker II 12 4,526.09 - 6,849.25 Maintenance Worker I 11 4,072.24 - 6,164.63 Permit Specialist 11 4,072.24 - 6,164.63 Office Assistant II 10-11 3,664.76 - 6,164.63 Custodian 10 3,664.76 - 5,546.87 Office Assistant I 9 3,298.71 - 4,993.44 40 Note : Slight rounding differences may exist between the figures reflected on this page and the actual payroll rates computed by the Eden Payroll System. 41 CITY OF SPOKANE VALLEY Request for Council Action Meeting Date: November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing informationadmin. reportpending legislationexecutive session AGENDA ITEM TITLE: Lodging Tax Advisory Committee - 2025 Recommended Grant Allocations for Lodging Tax Funds - Tourism Promotion GOVERNING LEGISLATION: State Law RCW 82.08 and 67.28; Spokane Valley Municipal Code 3.20 PREVIOUS COUNCIL ACTION TAKEN: In 2024 for the 2025 awards, the Council has had discussions pertaining to lodging tax as follows: July 30 and August 13, 2024 where we discussed: o Lodging tax in general – what it is and how it may be expended. o The LTAC – what it is and its role in the process. o The Council’s role in the process. o Potential modifications to the goals and priorities and allocation process that should be included in the lodging tax grant application and communicated to the LTAC. August 20, 2024, where Council reached consensus on the 2025 goals and priorities and allocation process. BACKGROUND: Pursuant to SVMC 3.20.010, the City has imposed and levied a total tax of 3.3% on the furnishing of lodging that occurs with Spokane Valley. The total tax is made of two portions, a 2% portion and a 1.3% portion, and each portion may be used for different purposes. The organizations to which the tax proceeds are distributed are ultimately determined by the City Council which receives a recommendation from the Lodging Tax Advisory Committee (LTAC). The LTAC is comprised of five members who are appointed by the City Council. The LTAC membership must include: At least two representatives of businesses that are required to collect the tax, At least two people who are involved in activities that are authorized to be funded by the tax, and One elected city official who serves as chairperson of the LTAC. The LTAC makes its recommendations in an open meeting after reviewing a combination of written application materials and hearing an oral presentation by each applicant. These presentations allow the LTAC the opportunity to ask questions and clarify information regarding the project or proposal. On November 4, 2024, the LTAC met to consider proposals and hear presentations from applicants seeking a portion of the $893,000 appropriated in the City’s 2025 budget for the 2% portion of lodging taxes in Fund #105, and for funding available specifically for capital expenditures from the 1.3% portion of taxes in Fund #104. 1 There were 19 applicationsreceived for a total of $733,488 in 2025 funding requests from the 2% portion of the tax. Individual funding requests and specific proposal information may be found in the chart below and in the application materials included in the attachments to the council packet. Two applications were received for the 1.3% tax funding source: one from City of Spokane Valley in partnership with Spokane Sports for a capital project to develop a Cross Country/Cyclocross Course at Flora Park, and one from Spokane County Parks Rec and Golf Department for Phase 1 Renovation to Plantes Ferry Sports Complex. These two requests totaled $4,000,000. th All applicants were required to present to the LTAC at the open public meeting on November 4 , 2024. Each applicant was provided up to 10 minutes after which the LTAC was given the opportunity to ask questions regarding the proposal, project, and request. All 21 applicants presented to the committee at the LTAC meeting. Immediately following applicant presentations, the LTAC independently ranked the proposals in each category in order of priority on a worksheet provided by staff. Staff then compiled those rankings into a table which sorted the top-ranked proposals in each of the two funding categories. The LTAC recommendations were made in two motions. The first motion was regarding the requests for capital funding from the 1.3% lodging tax in Fund #104. The LTAC began by individually ranking these two projects in order of priority, and the Cross Country/Cyclocross Course at Flora Park was unanimously ranked as number one. There was discussion about reducing the recommended transfer from Fund #105, which would increase the amount available for the 2% tax allocations. The motion unanimously passed to recommend allocating $2,500,000 to the City of Spokane Valley in partnership with Spokane Sports for the Cross Course project. The ranking spreadsheets were then returned to committee members, who individually ranked the applicants in the 2% tax portion category from one to 19, in order of priority. The rankings were shown on the screen and tallied according to top ranking until funds were exhausted. The committee discussed potential modifications to funding amounts and the rationale behind making an adjustment. Staff demonstrated how any change in any allocation dollar amount would result in an adjustment to the distribution list and add funding to the ranked total. Committee members were then able to deliberate and suggest adjustments. The LTAC discussed the merits of making particular awards to various applicants and also compared funding requests to some applicant’s awards received in the 2024 funding year. The LTAC also considered how revenues should be allocated according to Council’s goals and priorities. Ultimately, the committee agreed on a distribution and reached consensus. The recommended grant funding allocations from the 2% tax total $393,000. The second motion included the awards from the 2% lodging tax from Fund #105 as noted on the chart below and passed unanimously. As part of the second motion, the LTAC also recommended transferring $500,000 from Fund #105 to Fund #104. This was $54,000 less than initially anticipated, but the committee agreed that this transfer amount would fully fund the Cross Course project and leave $54,000 more to be allocated from the 2% tax portion in 2025. The LTAC recommended the following allocations for Lodging Tax Grant awards be advanced to the City Council for consideration: 2 CITY OF SPOKANE VALLEY, WA 2025 Lodging Tax Advisory Committee Recommendations Application Ranking LTAC Requests for Lodging Tax Funds - 2% Tax Portion (Fund 105)Requested Recommendation Spokane Valley HUB - Events and Tourism 153,000 147,000 21st USA West Square Dance Convention - Square Dance Convention 30,000 30,000 Spokane Regional Sports Commission - Sports Request 50,000 35,000 JAKT Foundation - Crave! Event 2025 65,000 50,000 Washington State Quilters - Quilt Show Expansion 35,000 25,000 Spokane Valley Summer Theatre - Marketing 35,000 35,000 Spokane Valley Heritage Museum - Marketing Campaign 27,268 27,268 CNC Productions, LLC - Inland Northwest RV Show & Sale 11,000 11,000 Spokane Corvette Club - Glass on Grass 15,000 15,000 Cody Productions, Inc - Spokane Motorcycle Show & Sale 11,000 11,000 Spokane Co Fair & Expo Cnt - Interstate Fair Marketing and Safety 80,000 6,732 Northwest Tandem Rally/Valleyfest - NW Tandem Rally 8,000 - Northwest Winterfest - NW Winterfest 45,000 - Victory Media - 2025 Shop. Eat. Stay. 75,000 - Top Drawer Media - 2025 Manufacturing Suppliers Expo 9,750 - JAKT Foundation - Spokane Valley Farmers Market 32,000 - Family Guide - Diwali Celebration of Lights 14,000 - Spokane Pride - Spokane Valley Pride 8,000 - Asian American Pacific Islander Coalition - Cultural Festival 29,470 - Total 733,488 393,000 Fund # 105Amount in 2025 Budget 893,000 Less Transfer to Fund 104 (500,000) 2% Tax Amt Avail to Award 2025 393,000 Remaining - LTAC Requests for Lodging Tax Funds - 1.3% Tax Portion (Fund 104)Requested Recommendation City of Spokane Valley - Spokane Valley Cross Course2,500,000 2,500,000 Spokane County - Plante's Ferry Sports Complex Phase 1 Renovation1,500,000 - Total 4,000,000 2,500,000 Fund # 104Amount in 2025 Budget 2,000,000 Transfer from Fund 105 500,000 1.3% Tax Amt Avail to Award 2025 2,500,000 Remaining - OPTIONS: Theoptions for City Council action have been viewed as primarily being limited to either (1) approving some or all of the listed recipients and amounts recommended by the LTAC or (2) not approving any recipients and having the LTAC revise its recommendation for further City Council action. However, under RCW 67.28.1817, a municipality may propose “a change in the use of revenue received under \[RCW 67.28\],” but must submit the proposal to the LTAC for review and comment. Then, the LTAC must be given at least 45 days to review and provide comments prior to final action by the municipality. This allows the City Council to conduct its own review of the materials submitted, including the minutes and recommended amounts by the LTAC, to come up with its own proposed distribution of the revenue for any of the applicants, which may be the same or different from the LTAC recommendation. If it is different, the City must give the LTAC 45 days to review and provide comments on the proposed revised distribution before taking final action. 3 RECOMMENDED ACTION OR MOTION: No action is required at this time. This topic will come back before the City Council on January 7, 2025 when a motion consideration will be requested. BUDGET/FINANCIAL IMPACTS: The 2025 Budget includes total revenues of $1,590,000 in lodging taxes, including $920,000 from Fund #105 from the 2% tax and $790,000 in Fund #104 from the 1.3% tax. Total expenditures are budgeted at $923,000 in Fund #105, including $30,000 to offset advertising at CenterPlace and up to $893,000 to be allocated through this award process. The fund balance at the conclusion of 2025 is expected to be about $225,000 in Fund #105, which should be adequate to cover cash flow needs. There are currently no budgeted 2025 expenditures in Fund #104; however, if the Cross-Country course project is awarded, expenditures will be added in a future 2025 budget amendment. If $2,500,000 is awarded from Fund #104, there will be an estimated remaining fund balance of about $308,390 at the end of 2025. STAFF CONTACT: Sarah Farr, Accounting and Finance Program Manager ATTACHMENTS: Minutes of November 4, 2024, Lodging Tax Advisory Committee meeting. Chart reflecting a history of hotel/motel tax receipts for Fund #105 (2% Tax) from January 2014 through August 2024. Chart reflecting a history of hotel/motel tax receipts for Fund #104 (1.3% Tax) from August 2015 through August 2024. Fund #105 – Hotel/Motel Tax – history of revenues and expenditures – 2020 through 2023 Actuals and 2024 and 2025 Budgets. Fund #104 – Hotel/Motel Tax – history of revenues and expenditures – 2010 through 2023 Actuals and 2024 and 2025 Budgets. Lodging Tax Application and Award History for the years 2020 through 2024. Separately distributed binder titled “Lodging Tax Grant Funding Requests 2025” that was also utilized by the Lodging Tax Advisory Committee at their November 4, 2024, meeting. 4 MINUTES LODGING TAX ADVISORY COMMITTEE MEETING SPECIAL MEETING November 4, 2024 8:00 a.m. Spokane Valley City Hall 10210 E Sprague Ave. _____________________________________________________________________________________ Attendance: Lodging Tax Advisory Committee Members: Staff: Chair: Deputy Mayor Rod Higgins Chelsie Walls, Finance Director Rustin Hall, Spokane Sports Kelly Konkright, City Attorney Grant Guinn, Tru by Hilton Tony Beattie, Sr. Deputy City Attorney Amanda Alcamo, Oxford Suites Sarah Farr, Accounting & Finance Program Manager Miguel Aguirre, IT Specialist Marci Patterson, City Clerk ------------------------------------------------------------------------------------------------------------------------------ Chair Councilmember Higgins called the meeting to order at 8:00 a.m. and welcomed everyone, after which there were self-introductions. City Attorney Konkright introduced himself, and explained that as appointed officials, members of this committee are subject to laws such as those dealing with open government; and he went through his Open Public Government PowerPoint training for Committee members, explaining the various portions of the Public Records Act, and the Open Public Meetings Act. Opening Comments: Accounting and Finance Program Manager Ms. Farr and Finance Director Walls gave an overview of the contents of the notebook, including the Lodging Tax committee process, City Council goals and Priorities for use of Lodging Tax Revenues and provided instruction on the presentations that were to follow. Public Comment Opportunity: Chair Higgins explained that this is an opportunity for public comment and that comments will be limited to three minutes each. Chair Higgins opened the floor for public comments. No public comments were offered. Chair Higgins called for a recess at approximately 8:52 a.m. The meeting reconvened at 9:00 a.m. Presentations were made in the following order: st 1. 21 USA West Square Dance Convention – Karen Reichardt The applicant seeks $30,000 to promote and market the National Square Dance Convention. 2. Asian American Native Hawaiian Pacific Islander AANHPI Coalition – Jacqueline Babol The applicant seeks $29,470 to market, promote and provide cultural festival event. 3. CNC Productions LLC – Mr. Chris Cody The applicant seeks $11,000 to market the annual RV show. 4. Cody Productions Inc – Mr. Chris Cody The applicant seeks $11,000 to market the Spokane Motorcycle Show and Sale. 5. Family Guide – Ms. Charity Doyl The applicants seek $14,000 to promote their Diwali & Vegetarian Festival, also known as the Festival of Lights. LTAC Minutes November 4, 2024 Page 1 of 3 6. JAKT-Crave –Mr. Adam Hegsted & Rachel Ludwick The applicants seek $65,000 to continue marketing and operations of their event. 7. JAKT – Farmer’s Market –Mr. Adam Hegsted & Rachel Ludwick The applicants seek $32,000 to continue marketing and operations of their event. 8. Northwest Tandem Rally/Valleyfest – Teresa Kafentzis The applicant seeks $8,000 to market tandem rally event. 9. Northwest Winterfest – Mr. Sam Song The applicants seek $45,000 for the 2025 event, which he explained will continue to be held indoors due to winter weather. 10. Spokane Corvette Club – Connie Stephens The Spokane Corvette Club seeks $15,000 to market and promote the Glass on Grass car show event. 11. Spokane County Fair and Expo Center – Ms. Erin Gurtel and Ms. Rachelle Buchanan The Spokane County Fair and Expo Center seeks $80,000 to continue to enhance the fair marketing program and bring in more guests and attractions. 12. Spokane Pride – Matthew Danielson The applicant seeks $8,000 to market and promote a Pride Parade and other Pride events in Spokane Valley. 13. Victory Media – Mr. Dayne Kuhlmann The applicant seeks $75,000 for their SHOP, EAT, STAY event, which would be a package event to potential tourists, and would include the local hotels and businesses in our area. Chair Higgins called for a recess at 10:35 a.m. The meeting reconvened at 10:45 a.m. 14. Spokane Valley Heritage Museum – Ms. Jayne Singleton & Mr. Tom McArthur The applicants seek $27,268 to assist in their tourism promotion and marketing efforts. 15. Spokane Valley HUB Sports Center – Mr. Phil Champlin The applicant seeks $153,000 to market their 2025 events and promote tourism to the area. 16. Spokane Valley Summer Theatre – Yvonne Johnson The applicant seeks $35,000 to market the 2025 SVST Season. 17. Top Drawer Media – Dean Cameron The applicant seeks $9,750 to promote and market the 2025 Manufacturing Suppliers Expo event. 18. Spokane Regional Sports Commission – Ashley Blake The applicant seeks $50,000 to provide photography and event signage and banners for the upcoming cross course in Spokane Valley. 19. Washington State Quilters –Paula Ferry and Cheryl Clossin The applicant seeks $35,000 to market and advertise the 2025 Quilt Show in October. Finance Director Walls offered clarification that the prior presentations were for the 2% tax and the following presentations was for the 1.3% tax. 20. City of Spokane Valley – Mr. Mike Basinger LTAC Minutes November 4, 2024 Page 2 of 3 The applicant seeks $2,500,000 in partnership with Spokane Sports for sports recruitment and marketing of the Cross Country/Cyclocross Course & Fieldhouse at Flora Park. 21. Spokane County Parks, Rec and Golf Department –Julia Culp The applicant seeks $1,500,000 to support the development of the Plante’s Ferry Sports Complex Phase 1 Renovation. The committee chose to review and rankthe two capital requests first and make a decision on that funding before moving on to ranking the other presentations spreadsheet. Concerning the 1.3% tax for capital projects, it was moved by Mr. Guinn, seconded and unanimously agreed to accept the recommendation of $2,500.000 for the City of Spokane Valley for the Cross Course for sports recruitment and marketing. Lodging Tax Advisory Committee members develop funding recommendations Ms. Farr provided instruction on the spreadsheet ranking and noted once the committee members have completed their individual recommendations, to please hand them to her and she will include all the totals on one spreadsheet. Ms. Farr said that once all figures are included on the spreadsheet, the average is the starting point in the discussion; that committee members are free to discuss this, that they can stay with the average, or negotiate different values for different events; and once completed, she will need a motion on the applicant distributions. Lodging Tax Advisory Committee member discussion and award recommendation Members gave their ranking recommendations to Ms. Farr and Ms. Walls who entered them on the spreadsheet. The committee members discussed the amounts based on the ranking. It was then moved by Mr. Guinn, seconded and unanimously agreed to accept the recommendation of $500,000 and transfer the balance to Fund 104 per the following spreadsheet. The amounts are as follows: Spokane Valley HUB: $147,000 Square Dance Convention: $30,000 Spokane Regional Sports Commission: $35,000 JAKT-Crave!: $50,000 WA State Quilters: $25,000 Spokane Valley Summer Theatre: $35,000 Spokane Valley Heritage Museum: $27,268 CNC Productions, LLC – RV Show: $11,000 Spokane Corvette Club – Glass on Grass: $15,000 Cody Productions, Inc – Motorcycle Show: $11,000 Spokane Co Fair & Expo Center: $6,732 It was moved by Mr. Guinn, seconded and unanimously agreed to adjourn. The meeting adjourned at 12:48p.m. Respectfully submitted, Marci Patterson, Spokane Valley City Clerk LTAC Minutes November 4, 2024 Page 3 of 3 8.38%6.62%5.36%6.47%1.54%0.28% % (5.52%) (6.89%) (11.22%) 10/24/2024 Difference AugustJulyJuneMayAprilMarchFebruaryJanuary 2023 to 2024 2,0142,1012,9993,7331,0021,074 $ (2,625) (3,353)(4,797) 11 0000 26,04144,958 26,52933,83058,91461,40866,22764,79863.78% n/an/an/a 2024382,705382,705600,000 (217,295) 10 24,02747,58371,20155,01850,17230,66298.11% 29,88231,72955,91557,67565,22569,59563.61%64.83% (0.53%) (11,316) 2023381,631588,684600,000 9 33,79448,48468,90250,71550,54034,928 23,88029,95956,87856,35063,92373,49522.96%96.69%65.35% 2022 386,763591,848400,000191,848147.96% 8 16,81631,80067,87060,38140,48624,98181,320 20,20319,82428,86542,95061,42065,72469.65%71.90%59.75% 2021 287,602481,320400,000120.33% 7 22,68711,04138,35732,85925,77017,23670,720 19,18723,29816,16917,95127,15532,01079.58%59.74% 2020 169,498283,720213,000133.20% (37.55%) 6 9.39% 19,66018,49624,45936,54033,30045,23151,41155,54459,04747,68236,39426,51964,28372.98%62.66% 2019 284,641454,283390,000116.48% August 5 3.69% 18,68918,77120,74137,48133,63940,31645,75050,53250,57039,37833,68625,74338,29670.54%64.03% 2018 265,919415,296377,000110.16% 4 3.40% 17,73917,48620,54133,93932,57339,41445,06950,05152,11336,81030,60924,16723,51168.12%64.12% 2017 256,812400,511377,000106.24% P:\\Finance\\Finance Activity Reports\\Tax Revenue\\Lodging Tax\\2024\\104 hotel motel tax 2024 SFarr 3 20,24618,05222,48634,15832,61635,75542,32247,90545,69836,17930,15621,76010,33367.25%65.46% 2016 253,540387,333377,000102.74%112.54% August 0000000 2 3,536 47,25347,25348,03532,42227,54526,98126.44%25.93% n/a 2015182,236178,700101.98% 1 collected collected 0 budgetactual total 50000 450000400000350000300000250000200000150000100000 CITY OF SPOKANE VALLEY, WAHotel/Motel Tax Receipts through -Actual for the years 2015 through 2024 JanuaryFebruaryMarchAprilMayJuneJulyAugust Total CollectionsSeptemberOctoberNovemberDecember Total Collections Budget EstimateActual over (under) budgTotal actual collections as a % of total budget% change in annual total collected% of through August% of through August Chart Reflecting History of Collections through the Month of August 0 (3,000) 30,000 20,000 2025 900,000920,000893,000923,000228,031225,031 Budget 10/24/2024 0000000 0 Budget Amendment 00 00 3,750 30,00012,00012,25036,25020,75046,191 10,00055,25016,45328,60017,500 900,000910,000793,575458,625600,231228,031248,994 Actual (372,200) 1,282,200 Annualized 2024 000000000 0 8,2507,0009,672 25,00010,150 48,750 597,882597,882209,631209,631388,251100,809209,631 31-Aug Actual thru 8,2507,0003,750 12,00048,75012,25036,25020,75055,25026,12525,00038,75017,500 As 30,000 10,000 147,000 900,000910,000793,575458,625600,231228,031458,625 (372,200) 1,282,200 Amended 14,15592,812 26,189 2023 905,678931,867515,198309,702839,055507,419600,231 11,32012,982 2022 901,685913,005273,000284,604570,586342,419165,000507,419 2024 07 10 Actual 899 9,516 2021 744,435745,334167,850798,716165,000 (633,716) 1,201,6841,379,050 0 2,705 11,390 2020 443,243445,948154,082165,472280,476518,240798,716 2024 Awards by AgencyCody ProductionsCNC ProductionsFamily GuideJAKT - Crave!JAKT - Farmer's MarketNorthwest Winterfest Spokane Conservation DistrictSpokane Co Fair and Expo CenterSpokane Valley Heritage MuseumSpokane Valley HUBSpokane Valley Summer TheatreVictory MediaWashington State Quilters - Spokane ChapterWinterGlow Spectacular P:\\Finance\\Budgets\\2025 Budget\\Budget Worksheets\\105 Rev and exp 313100361100500001500104541000 HM313310HM361100HM557300HM557300FP557300 Hotel/Motel TaxInvestment Interest Subtotal revenuesTransfers out - #001 CenterPlaceTransfers out - #104Tourism Promotion Subtotal expenditures CITY OF SPOKANE VALLEY, WA2024 Budget Amendment and 2025 BudgetFund #105 - Hotel / Motel Tax Fund RevenuesExpendituresRevenues over (under) expendituresBeginning fund balanceEnding fund balance 000 2025 590,000200,000790,000790,000 Budget 2,018,3902,808,390 10/24/2024 0000000 Budget Amendment 0 80,000 600,000793,575 Actual 1,473,5754,400,0004,400,0004,944,8152,018,390 (2,926,425) Annualized 2024 00000 Aug382,705382,705382,705 Actual thru 0 80,000 As 600,000793,575 1,473,5754,400,0004,400,0004,944,8152,018,390 (2,926,425) Amended 13,015 588,684234,243515,198 (674,890) 2023 1,338,1252,000,0002,013,0155,619,7054,944,815 00 0 82,662 591,849273,000947,511947,511 2022 4,672,1945,619,705 00 0 Actual 2,617 481,320 2021 1,201,6841,685,6211,685,6212,986,5734,672,194 00 00 P:\\Finance\\Budgets\\2025 Budget\\Budget Worksheets\\104 11,908 283,721295,629295,629 2020 2,690,9442,986,573 313101361100391050541000500316 TF313310TF361100TF397000TF557300TF597000 Hotel/Motel TaxInvestment InterestTransfers in - #105 Total revenuesTourism FacilitiesTransfers out - #316 CITY OF SPOKANE VALLEY, WAFund #104 - Hotel/Motel Tax - Tourism Facilities Fund2024 Budget Amendment and 2025 Budget RevenuesExpendituresRevenues over (under) expendituresBeginning fund balanceEnding fund balance 000 4,8009,0009,1006,0008,4008,0003,750 60,00014,50014,75019,00017,00215,00055,45020,75045,00053,12569,00070,00010,78038,75050,00017,500 357,020147,550211,250307,250 Award 2,512,613 4,155,340 7/25/2024 Total 000 6,000 20,00020,00031,00026,14050,01015,00035,00015,00020,00040,00010,00077,50070,00040,00050,00050,00025,00020,000 357,100233,000109,000400,000245,000101,860375,000105,000228,000 2,774,610 Application 00000000 00000000 7,0008,2503,750 12,00048,75012,25036,25020,75055,25026,12525,00038,75017,500 147,000793,575 Award 1,252,200 2024 00000000000000000 10,00060,00020,00045,00075,000 10,00015,00037,50025,00050,00025,00020,000 101,860641,360 147,000 Application 0000000 00000000 4,8007,5006,5007,0009,0008,0004,100 17,00255,00035,00011,00033,00073,00024,00014,800 515,198824,900 Award 2023 000000000000000 6,000 5,000 10,00060,00026,00040,00055,00010,000 10,00016,00026,14050,01055,00025,00030,000 100,000524,150 Application 00000000000000 00000 6,5006,0003,500 55,00030,00017,00045,00064,00027,00020,00024,000 273,000571,000 Award 2022 0000000000000000000 5,000 55,00015,00015,00050,00025,00045,00075,000 40,00020,00030,000 775,000 400,000 Application 00000000000000 000000 Page 1 of 1 2,6007,2001,800 30,00015,00045,00015,20049,00049,00012,600 480,840708,240 Award 2021 000000000000000000000 5,000 15,00045,00020,00025,00020,00050,00050,00055,00018,000 303,000 Application 0000000000000000000 8,0008,4001,380 30,00055,02018,60048,00066,00045,00018,60050,000 450,000799,000 Award 2020 000000000000000000000 P:\\Finance\\Finance Programs - Grants\\Lodging Tax Grant\\2025\\Lodging Tax Award History 03-24 55,10038,00018,00020,00050,00075,00050,00025,00050,000 150,000531,100 Application CITY OF SPOKANE VALLEY, WA2% Portion Lodging Tax Application / Award HistoryFor the years 2020 through 2024 AGENCIESAll Wheels Swap MeetCenterPlace - marketingCNC ProductionsCody ProductionsFamily GuideFilipino-American Northwest AssociationHatch AdvertisingHistoric Flight FoundationHUB Sports CenterJAKT - Brews, Beats, & EatsJAKT - Craft Beer EventJAKT - Crave NWJAKT - Farmers MarketJAKT - Spokane Valley EventsJAKT - OktoberfestNorthAmerica Talk, IncNorthwest WinterfestSpeed and Custom Productions, LLCSpokane Conservation DistrictSpokane County Fair & Expo CenterSpokane County Parks, Recreation, & GolfSpokane SportsSpokane Valley Heritage MuseumSpokane Valley Summer TheatreValleyfestValleyfest - Cycle CelebrationVictory MediaVisit SpokaneWashinton State Quilters AssociationWinterGlow SpectacularTransfer out to Fund #104 Total CITY OF SPOKANE VALLEY Request for Council Action Meeting Date:November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: City Council Request for Participation on Spokane Regional Emergency Communications (SREC) Board GOVERNING LEGISLATION: PREVIOUS COUNCIL ACTION TAKEN: Informational presentation on November 1, 2022, from SREC representatives; update on June 4, 2024 to discuss recent letters between SREC and the City of Spokane regarding Spokane’s participation with SREC; update on July 23, 2024 to discuss; administrative report on October 15, 2024 regarding Spokane’s participation with SREC. BACKGROUND: The Spokane Regional Emergency Communications (SREC) is a public development authority formed by Spokane County in 2018 to serve as the regional emergency service communications agency. SREC provides a variety of services, with a primary focus on providing 911 and Crime Check call response and dispatch to almost all agencies within Spokane County for emergency services, including fire, police, and medical services. The primary SREC communications center is housed at a facility near the Spokane Community College which is owned by the City of Spokane. Through the summer of 2024, the City of Spokane has been having ongoing discussions with SREC regarding Spokane’s participation in SREC. At the most recent update on those discussion, City Council requested staff to draft a letter to the Spokane County Board of County Commissioners requesting (1) that the City of Spokane Valley have a representative on the SREC Board in the same manner as the City of Spokane and Spokane County, and (2) City participation through an interlocal agreement with SREC. Staff have drafted a letter for City Council review and consideration. Staff are seeking comments from City Council to finalize the letter and consensus to bring the item back for a motion consideration by Council at a future meeting. Additional background information regarding SREC, the City’s current participation with SREC, and the ongoing discussions between SREC and Spokane are provided below. Background Information SREC is funded through a variety of funding sources. The three primary sources include a voter- approved communication sales tax levy of 0.1%, most recently approved in 2017, a 911 excise tax ($0.70 per month for each landline phone number, wireless phone number, and VoIP service line), and “user fees” from partner agencies. The City is not a direct member of SREC and so does not have a service agreement with SREC. The City pays for services through its Law Enforcement Agreement costs through the Spokane County Sheriff’s Office. As part of this arrangement, Spokane Valley Police Department Police Chief Dave Ellis serves on the SREC Board, but the City does not have direct City staff or elected official representation on the Board. Staff attend meetings and work with SREC Staff for questions related to operations and financings. In 2023, SREC charged the Spokane County Sheriff’s Office $3,208,390. The City’s share through the LECAP (methodology for calculating amounts owed) for 2023 was $1,321,089 (paid through its Law Enforcement Agreement). Member agencies include Airway Heights Police/Fire, Cheney Fire, EWU Police, Kalispel Tribe Public Safety, Liberty Lake Police, Spokane County Sheriff’s Office, Spokane County Fire Districts 2, 3, 4, 5, 8, 9, 10, 11, 12, and 13, Spokane Valley Fire, and Spokane Valley Police Department. Notably, the City of Spokane only participates with Spokane Fire. SREC was originally contemplated as a fully regional agency with participation from all first responder agencies, including Spokane Fire and Spokane Police. For various reasons, the City of Spokane did not join SREC when it was created. On November 1, 2022, the Spokane Fire Department joined SREC. Currently, SREC provides 911 response, but not dispatch services to Spokane Police. City of Spokane Developments - 2024 In June, 2024, Chief Ellis provided an update on communications between SREC and the City of Spokane about Spokane’s participation in SREC. While SREC was envisioned as a fully regional agency providing emergency communications services for all law enforcement and fire agencies, the City of Spokane did not immediately join. In 2022, Spokane Fire agreed to a service agreement and joined SREC. As part of this agreement, the City of Spokane filled two seats on the SREC Board with the Spokane Fire Chief and City of Spokane City Administrator. However, at that time Spokane Police have not joined SREC. SREC continues to provide 911 services (answering 911 calls) and forwards any calls for police service needs in the City of Spokane to Spokane Police Dispatch. Spokane has at various times sought to receive a portion of the taxes received by SREC to assist in funding Spokane Police Dispatch. In order to fully resolve the issue, in April, 2024, the SREC Board voted to request from the City of Spokane confirmation of whether Spokane would fully join SREC and if not, to then fully separate from SREC and to form and operate its own public safety answering point (PSAP) to provide all emergency communication services for Spokane. The City responded, requesting (1) additional time to review the financial implications of Spokane providing its own PSAP, (2) identifying claims that SREC was overcharging members in the user fees, and (3) requesting greater representation on the SREC Board due to the fact that if Spokane Police calls were added, total call volume for Spokane Fire and Police would constitute more than half of the calls received by SREC. On May 24, 2024, the SREC Board voted to agree to the Mayor’s request for an extension to August 24, 2024. In August, the City of Spokane identified that it had ADCOMM provide a report and assessment of the feasibility of Spokane creating its own PSAP vs. fully joining SREC. Based on that report, Spokane identified it did intend to join SREC, but only if the governance board included more representation from Spokane, the user fees were be eliminated, reduced or modified, and that there were more communications and planning involving all stakeholders. SREC responded that it understood the City to be fully incorporating into SREC if the items identified were resolved. SREC agreed to have the City of Spokane Police Chief added to the Governing Board, disagreed with any changes to the financial planning and operational model of SREC, and agreed to negotiate an interlocal for Spokane’s participation with SREC. SREC recommended creation of a transition team to work through the timing and logistics of Spokane Police Dispatch joining SREC once the interlocal was executed. As part of the process, SREC has created a negotiation team consisting of the SREC Executive Team, two Spokane County Commissioners, Sheriff, and SREC Executive Director to meet with representative from Spokane to work through the items identified by each side. The City and SREC have continued to have discussions and are apparently moving towards Spokane fully joining SREC. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: Discussion; consensus to bring back a motion consideration to send the draft letter as drafted or with such additions or changes as identified by City Council BUDGET/FINANCIAL IMPACTS: The City paid $1,321,089 through its Law Enforcement Agreement for SREC in 2023. STAFF CONTACT: Deputy City Manager Erik Lamb ATTACHMENTS: Draft Letter to Spokane County Board of County Commissioners CITY COUNCIL 10210E Sprague Ave |Spokane Valley,WA 99206 Phone (509) 720-5000|Fax (509) 720-5075 www.spokanevalleywa.gov November 27,2024 Spokane County, Board of County Commissioners Commissioner Mary Kuney, Chair 1116 W Broadway Ave Spokane WA 99260 RE: City of Spokane Valley representation on the Spokane Regional Emergency Communications (SREC)Board Dear Commissioner Kuney: TheCity of Spokane Valley (“City”) has utilized the Spokane Regional Emergency Communications (“SREC”) for emergency communications for law enforcement purposes since its creation in 2019. Emergency services are a critical component of Spokane Valley Police Department’sresponse to emergencies and the Spokane Valley City Council fully supports SREC and its work providing emergency call response and dispatch throughout the City. Currently, the City is not a direct member of SRECand does not have anagreement with SRECfor emergency services. Instead,the City pays for SREC services through itsagreement with the Spokane County Sheriff’s Office. The City’s share of SREC costs through the applicable user fees is not insubstantial. In 2023, the City’s share was $1,321,089. This represents the secondhighestamount paid by a user in 2023. Given the importance of the emergency services and the substantial costs for SREC services that the City pays, the City Council has formally discussedSREC and emergency services, the SREC Board, and the city’s participation with the organization at several meetings this year. Critically for City Council, at this time the City does not have a direct representative on the SREC Board. As part of the existingarrangement, Spokane Valley Police Department Police Chief DaveEllis serves on the SREC Board. While Chief Ellis represents Spokane Valley Police, he is an employee of the Sheriff’s Office and does not have an active role in development and management of the City’s budget outside of the Spokane Valley Police Department. Emergency communications are one component of the City’s overall public safety services. Spokane Valley staffparticipateas much as possiblein SREC byattendingmeetings and collaboratingwith SREC staff, yet SRECdoesnot provide a board position for either city staff or an elected official. City Council believes that it is important that the City have a direct representative on the SREC Board. Chief Ellis provides excellent representation of the operational needs of the Spokane Valley Police Department. However, as stated above, he does nothave authority or a role in the financial aspects of the City outside of the Spokane Valley Police Department. This is relevant given the significant costs passed to member agencies through the user feesto supplement the dedicated 911 excise tax and 0.1% sales tax that are otherwise intended to cover SREC’s costs. The City does not disagree that it is critical to ensure SREC’s services meet the needs of the community. However, the City understands that SREC has built up a significant amount of capital reserves in its first five years and that it is using a large amount of these funds on a new CAD system and new facility. The financial decision to set user fees at such levels that allowed the reserves to be built up rather than to return them to the users has had a significant impact on the City over that time. It is unfair to expect users to agree to additional costs without having a voice on the use of those funds. The City pays the user fees from property and sales taxes, so they are additional tax costs to our citizens beyond the 911 excise tax and 0.1% sales tax that directly fund SREC. It is appropriate for the City to have a representative to speak on behalf of the citizens that pay for those property and sales taxes. Further, all other members have representatives to provide representation for operational and financial purposes. Both Spokane County and the City of Spokane have necessary first responder representation (Spokane Fire Chief and Spokane County Sheriff) andfinancial representation through the Spokane County Chief Executive Officerand City of Spokane Administrator positions. Fire districts are represented by Fire Chiefs, whose role is to be the primary chief officer responsible for operations and financialconsiderations of each District. With regard to an interlocal agreement, the City understands that the SREC Board approved a negotiating committee to develop an interlocal agreement with the City of Spokane that, among other things, will address capital funding. As discussed above, SREC’s capital decisions have significant financial impacts on the City and the City would like to have contractual clarity on potential future impacts from such decisions. The Spokane Valley City Council respectfully requeststhe following: (1) Modification of the SREC Board to create aposition fora City of Spokane Valley representative in the same manner and capacityas is provided to Spokane County, the City of Spokane, and other member agencies. (2) Development of anInterlocal Agreement between SREC and Spokane Valley. We appreciate your consideration and look forward to productive discussionswith the SREC negotiation team. Respectfully, Mayor Pam Haley on behalf of Spokane Valley City Council Cc: Commissioner Al French Commissioner Josh Kerns Commissioner Amber Waldref Commissioner Chris Jordan Scott Simmons, CEO of Spokane County Chief Cody Rohrbach, Chair of SREC Lori Markham, Executive Director Sheriff John Nowels Spokane Valley Police Chief Dave Ellis Spokane Valley Fire Chief Frank SotoJr CITY OF SPOKANE VALLEY Request for Council Action Meeting Date:November 19, 2024 Department Director Approval: Check all that apply: consent old business new business public hearing information admin. report pending legislation executive session AGENDA ITEM TITLE: Continuum of Care (CoC) Regional 5-Year Plan to Prevent and End Homeless Update GOVERNING LEGISLATION: Substitute Senate Bill 5386 (amending document recording fee statutes in 2023); requirements for adopting a local plan RCW 43.185C.050, RCW 43.185C.080, RCW 43.185C.160; Affordable and Supportive Housing Sales and Use Tax Credit RCW 82.14.540; Chapter 3.06 SVMC. PREVIOUS COUNCIL ACTION TAKEN: July 11, 2023: City Council reached consensus to advance a resolution to assume control over available document recording fees from Spokane County and to establish a homeless housing program. July 25, 2023: City Council adopted a resolution to assume control over document recording fees and to establish a homeless housing program. August 22, 2023: Administrative report discussing Regional Homeless Housing Plan. September 12, 2023: Motion consideration adopting a resolution establishing an interim task force. October 14, 2023: Motion adopting the region’s current 5-year plan to prevent and end homelessness. BACKGROUND: On July 25, 2023, Council adopted a resolution to assume control over available document recording fees and establish a Spokane Valley homeless housing program. Per RCW 43.185C.160, the City is required to adopt a five-year homeless housing plan and develop guidelines as needed for emergency shelters, short-term housing needs, temporary encampments, supportive housing for chronically homeless person and long-term housing. The Department of Commerce (DOC) requires that the plan covers a specific five year period. The City was required to adopt a plan for the period of 2020 to 2024 and then a new plan for the next five years. Developing a City Plan by December 31, 2023 was extremely aggressive given the statutory requirements, required public process and the need to adopt a new plan for the next five year cycle after only one year. For these reasons, Council adopted the CoC Regional 5-Year Plan to Prevent and End Homelessness (Plan) in October 2023 for the 2020-2024 period. DOC recently released guidelines for the required plan and extended the deadline for the new plan adoption to December 31, 2025. The current Plan was created in partnership between Spokane County, the City of Spokane, and the regional Continuum of Care Board (CoC). The City of Spokane Valley participates in the CoC board and subcommittees. The Plan provides the road map used to distribute funding, define metrics for success, and establish priorities. The current regional 5-Year Plan meets requirements from both the DOC and the U.S. Department of Housing and Urban Development (HUD). Page 1 of 3 A 5-Year Homeless Housing Plan (Plan) is required to administer state and federal dollars related to homelessness, including the local recording fee that the City uses to fund outreach and shelter bed contracts. In mid-October, DOC released the 2025-2030 Local Homeless Housing Plan Guidance, which outlines the various requirements for the next 5-Year Plan. To incorporate the recently released guidelines, DOC extended the deadline for the new plan adoption to December 31, 2025. However, HUD did not. To meet these deadlines, the CoC has developed a draft Plan based off community feedback and will finalize revisions and submit the Plan to HUD by December 31, 2024. However, the plan will be updated in 2025 to meet local/regional expectations established by DOC. The required objectives for the updated Plan are different from the required objectives during the last 5-year period. Below is a summary of new and old objectives and where they overlap. Updated objectives (2025-2030) Past objectives (2020-2024), and where they overlap with new objectives Promote an equitable, accountable and Address racial disparities among people transparent homeless crisis response experiencing homelessness. system. Strengthen the homeless service provider (No existing Objectives related to workforce.strengthening provider network/) Prevent episodes of homelessness whenever Quickly identify and engage people possible. experiencing homelessness. Prevent episodes of homelessness whenever possible. Prioritize those with the greatest barrier to Prioritization of homeless housing for people housing stability and the greatest risk of with the highest needs. harm. House everyone in a stable setting that A projection of the impact of the fully meets their need. implemented local plan on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies. While each of the above objectives is required in a local plan, the strategies to achieve these objectives are not prescribed. Similarly, past DOC guidance states that “local plans can adopt measures or performance targets if they meet the following criteria: 1) Credibly measures success implementing the objective; 2) Can be updated at least annually; and 3) Targeted performance level is based on the performance of communities who have achieved good results in the context of local conditions.” The CoC has been doing outreach and soliciting feedback for revisions to the Plan, particularly through the CoC’s sub-committees, which are populated by a variety of service providers, people with lived experience, and anyone from the general public that is interested in participating. A survey seeking input was also developed. The city’s housing and homeless coordinator is directly involved with several of the Coc’s sub-committees, and the city services administrator sits on the CoC Board. Page 2 of 3 Feedback from the CoC identified seven different priority areas related to the new 5-Year Plan: 1) Governance – enhance transparency, accountability and equity 2) Regional integration – develop shared resources, collaborate across jurisdictions/providers 3) Service delivery and coordination – Improve coordinated entry system, outreach, holistic service plans 4) Data collection and analysis – collect and use data to identify patterns/needs 5) Housing solutions and investment – increase housing options, but also supportive housing services 6) Funding and resources – leverage public/private partnerships, secure sustainable funding 7) Community engagement – increase public awareness, engage stakeholders Moving forward, there will be opportunities to provide input and shape the Regional 5-Year Plan. A draft of the proposed plan was released on November 13, 2024 that incorporates the input collected from the CoC’s various sub-committees and community input so far. The City Council and citizens are invited to provide input prior to the plan adoption by the CoC board. A survey is available at https://forms.office.com/r/41zxRubXwG. After the Plan has been updated and submitted to HUD by December 31, 2024, the CoC will continue to review and make changes to the Plan before the December 2025 deadline set by DOC. In 2025, the City Council would have the option to adopt this plan to meet the requirements for administering the local recording fees. OPTIONS: Discussion RECOMMENDED ACTION OR MOTION: None BUDGET/FINANCIAL IMPACTS: None STAFF CONTACT: Gloria Mantz, City Services Administrator. Eric Robison, Housing and Homeless Coordinator ATTACHMENTS: Presentation Draft CoC Regional Plan 2024 Draft Sub Committee Recommendations Page 3 of 3 Year Plan to prevent and end homelessness - CoC 5BackgroundPlan Details AGENDA Background Plan Details Spokane City/County Continuum of Care 5-YearStrategic Plan to Prevent and End Homelessness Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness 2025-2030 Table of Contents 1. Acronyms ............................................................................................................................................. 6 2. Introduction ......................................................................................................................................... 8 2.1. Alignment with the Continuum of Care Mission ........................................................................ 8 2.2. Current State of the CoC Geographic Region and Homeless Response ..................................... 8 2.2.1. Governance ......................................................................................................................... 8 2.2.2. Regional Integration............................................................................................................ 8 2.2.3. Partnership and Community Engagement.......................................................................... 9 2.2.4. Service Delivery ................................................................................................................. 10 2.2.5. Funding and Resources ..................................................................................................... 10 2.2.6. Encampments ................................................................................................................... 10 2.2.7. Affordable Housing ........................................................................................................... 11 2.2.8. Aging Population ............................................................................................................... 12 2.2.9. Data-Driven Solutions ....................................................................................................... 12 2.3. Objectives of the 5-Year Strategic Plan .................................................................................... 12 2.31 Objective One ............................................................................................................................ 12 2.32 Objective Two ............................................................................................................................ 12 2.33 Objective Three ......................................................................................................................... 12 2.34 Objective Four ........................................................................................................................... 12 3. Objective One: Promote and equitable, accountable, and transparent homeless crisis response system. ...................................................................................................................................................... 12 3.1. Introduction .............................................................................................................................. 12 3.2. Measures of Success and Performance .................................................................................... 15 3.3. Strategies .................................................................................................................................. 15 3.4. Current Condition ..................................................................................................................... 15 3.4.1. Outreach Efforts ................................................................................................................ 15 3.4.2. Community Court .............................................................................................................. 17 3.4.3. Coordinated Entry Improvements .................................................................................... 18 3.4.4. Emergency Services .......................................................................................................... 18 Page 2 of 57 3.4.5. Prevention ......................................................................................................................... 19 3.4.6. Diversion ........................................................................................................................... 19 3.5. Actions to Meet the Objectives ................................................................................................ 19 4. Objective Two: Prioritize those with the most significant barriers to housing stability and the greatest risk of harm. ................................................................................................................................ 22 4.1. Introduction .............................................................................................................................. 22 4.2. Measures of Success and Performance .................................................................................... 23 4.3. Strategies .................................................................................................................................. 23 4.4. Current Conditions .................................................................................................................... 23 4.5. Actions to Meet the Objectives ................................................................................................ 23 5. Objective Three: Effective and efficient homeless crisis response housing and services that swiftly moves people into stable permanent housing ......................................................................................... 25 5.1. Introduction .............................................................................................................................. 25 5.2. Measures of Success and Performance .................................................................................... 25 5.3. Strategies .................................................................................................................................. 26 5.4. Current Condition ..................................................................................................................... 26 5.4.1. CoC Funding and RFP Committee ..................................................................................... 26 5.5. Actions to Meet the Objectives ................................................................................................ 27 6. Objective Four: Seek to house everyone in a stable setting that meets their needs. ...................... 29 6.1. Introduction .............................................................................................................................. 29 6.2. Measures of Success and Performance .................................................................................... 30 6.3. Strategies .................................................................................................................................. 30 6.4. Current Conditions .................................................................................................................... 30 6.4.1. Emergency Shelter ............................................................................................................ 31 6.4.2. Transitional Housing ......................................................................................................... 31 6.4.3. Rapid Re-Housing .............................................................................................................. 31 6.4.4. Permanent Supportive Housing ........................................................................................ 32 6.5. Actions to Meet the Objectives ................................................................................................ 32 7. Objective Five: Strengthen the homeless provider workforce ......................................................... 33 7.1. Introduction .............................................................................................................................. 33 7.2. Measures of Success and Performance .................................................................................... 33 Page 3 of 57 7.3. Strategies .................................................................................................................................. 33 7.4. Actions to Meet the Objectives ................................................................................................ 33 8. Review Process .................................................................................................................................. 34 8.1. Action Steps .............................................................................................................................. 34 8.2. Timeline..................................................................................................................................... 35 8.3. Modifications and Updates ....................................................................................................... 35 9. Attachment 1 ..................................................................................................................................... 36 Housing Inventory Chart (HIC) .............................................................................................................. 36 10. Attachment 2 ................................................................................................................................ 43 Objective Four Excel Document ............................................................................................................ 43 11. Attachment 3 ................................................................................................................................ 44 Performance Management Plan ........................................................................................................... 44 Introduction .............................................................................................................................................. 46 Background ............................................................................................................................................... 46 Basics of Performance Measurement ....................................................................................................... 46 System Performance Targets ................................................................................................................ 46 Minimum Performance Standards ........................................................................................................ 46 Setting Performance Objectives ............................................................................................................ 46 Monitoring Project and System Performance .......................................................................................... 47 Quarterly Performance Reporting ........................................................................................................ 47 Annual Performance Review ................................................................................................................. 47 Victim Services Providers ...................................................................................................................... 47 Sharing QPR Data .................................................................................................................................. 47 Corrective Action Planning .................................................................................................................... 48 System-Level Performance Reporting ................................................................................................... 48 Implementing the Performance Management Plan ................................................................................. 48 ........................................................... 48 Ensure HMIS Data Quality ..................................................................................................................... 48 Run and Review Quarterly Project Report ............................................................................................ 48 Develop Internal Improvement Plans as Needed ................................................................................. 49 Participate in Corrective Action Plan as Required ................................................................................ 49 Page 4 of 57 Spokane City/County CoC Project Performance Objectives ..................................................................... 49 Page 5 of 57 Spokane City/County Continuum of Care 5-Year Strategic Plan to Prevent and End Homelessness 2025 to 2030 1. !¢±®­¸¬² ACI Anchor Community Initiative AHAR Annual Homeless Assessment Report APP Annual Performance Plan APR Annual Performance Report ARPA American Rescue Plan Act BNL By-Name List CA Collaborative Applicant CAP Corrective Action Plan CDBG Community Development Block Grant Program (CPD Program) CE Coordinated Entry CFDA Catalog of Federal Domestic Assistance CFR Code of Federal Regulations CHHS Community, Housing, and Human Services (a City of Spokane Department) CoC Continuum of Care approach to assistance to the homeless The Federal agency responsible for negotiating with a grant recipient on behalf Cognizant Agency of all federal agencies the recipient receives funds from Collaborative Applicant The party responsible for applying on behalf of the region for CoC funds Continuum of Care Federal program stressing permanent solutions to homelessness Consolidated Plan; a locally developed plan for housing assistance and urban Con Plan development under the Community Development Block Grant and other CPD programs CPD Community Planning & Development DCYF Division of Children, Youth, and Families Federal agency can exercise judgment in selecting the recipient through a Discretionary Grants competitive grant process EPLS Excluded Parties List System ES Emergency Shelter ESG Emergency Shelter Grants (CPD Program) 1968 act (amended in 1974 and 1988) providing HUD Secretary with fair Fair Housing Act housing enforcement and investigation responsibilities Federal Fiscal Year Begins on October 1 and ends on September 30 of the next calendar year Federal Register The official journal of the Federal Government. FMR Fair Market Rate (maximum rent for Section 8 rental assistance) A formula grant is a type of mandatory grant that is awarded based on statistical criteria for specific types of work. The authorizing legislation and Formula Grants regulations define these statistical criteria and the amount of funds to be allocated to recipients. FUP Family Unification Program Grantee Page 6 of 57 Housing and Community Development Advisory Board for Spokane County HCDAC CSHCD HEARTH Act Homeless Emergency and Rapid Transition to Housing Act HHAA Homeless Housing Assistance Act HIC Housing Inventory Chart HMIS Homeless Management Information System HOME Home Investment Partnerships (CPD program) HOPWA Housing for People Living with HIV/AIDs HUD U.S. Department of Housing and Urban Development HUD-VASHHUD-Veterans Affairs Supportive Housing program Lesbian, Gay, Bisexual, Trans, Queer/Questioning, Intersex, Asexual, More LGBTQIA+ (sexualities, sexes, and genders) Grants a federal agency is required to award if the recipient meets the Mandatory Grants qualifying conditions McKinney-Vento Act Federal Legislation providing a range of services to homeless people MOU Memorandum of Understanding NAEH National Alliance to End Homelessness NOFA Notice of Funding Availability OMB Office of Management & Budget PATH Prevention Assistance and Temporary Housing (Homeless program) P&Ps Policies and Procedures PH Permanent Housing PSH Permanent Supportive Housing Recipient Direct recipient of funds from Federal Agency RFP Request for Proposal RRH Rapid Re-housing S+C Shelter Plus Care SHP Supportive Housing Program SOAR SSI/SSDI Outreach, Access, and Recovery SRC Spokane Resource Center: A HUD EnVision Center SRO Single Room Occupancy Program Sub-Grantee An agency who receives pass-through funding to operate a project Sub-Recipient Indirect recipient of Federal Funds through a pass-through agency (Recipient) TBRA Tenant-Based Rental Assistance TH Transitional Housing UFA Unified Funding Agency USC United States Code YAB Youth Advisory Board YHDP Youth Homeless Demonstration Grant YHSI Youth Homelessness System Improvement YouthBuild HUD program to promote apprenticeships for needy youth in building trades YYA Youth (17 and under) and Young Adults (18 to 24-years) Page 7 of 57 2. Introduction 2.1. !«¨¦­¬¤­³ ¶¨³§ ³§¤ #®­³¨­´´¬ ®¥ # ±¤ -¨²²¨®­ The 5-- of the Continuum of Care (CoC), as the advisory mission is to make homelessness rare, brief, and non-recurring by fostering shared responsibility among stakeholders and coordinating resources essential to the success of local plans to end homelessness. 2.2. #´±±¤­³ 3³ ³¤ ®¥ ³§¤ #®# '¤®¦± ¯§¨¢ 2¤¦¨®­  ­£ (®¬¤«¤²² 2¤²¯®­²¤ The homeless crisis response system and the ways in which the CoC Board and local governments respond is impacted by the current context on a number of key issues, including: 2.2.1. Governance The current CoC governance structure was implemented in 2017 and was designed to connect a variety of sectors that intersect with homelessness in an effort to provide a holistic perspective to address complex needs and leverage available resources. The CoC Board is comprised of more than 20 representatives, including people with lived homeless experience, homeless service providers, public housing, behavioral health and chemical dependency, workforce, healthcare, law and justice, advocates, education, funders, local business, and regional government. These representatives are system leaders who can make decisions that quickly change the way we address key challenges and be responsive to changing needs. There are also six standing committees (Executive, Planning and Implementation, HMISand Evaluation, Funding and RFP, Coordinated Entry, and Diversion) and four population-specific sub- committees (Youth, Families, Single Adults, Equity and Veterans). These committees and sub- committees consist of front-line staff, people with lived homeless experience, and experts that advise the CoC Board and help to guide the homeless crisis response system. In 2019, the Spokane City/County Continuum of Care was awarded Unified Funding Agency (UFA) designation. This is a prestigious designation, with only ten communities in the country holding it, se in financial management, monitoring and evaluation, governance, and strategic leadership. UFA communities have increased control over certain federal funding streams, leading to better ability to manage projects locally and allocate funds to meet changing needs. 2.2.2. 2¤¦¨®­ « )­³¤¦± ³¨®­ The CoC is a regional body, consisting of twelve cities and towns, along with unincorporated areas throughout Spokane County. As such, our CoC continues to strive for regional solutions that meet the specific needs of those experiencing homelessness in each of those parts of the county, including both urban and rural environments. This includes local governments coming together to address the varying needs of both rural and urban communities and their response to homelessness. It is critical that strategies address gaps and opportunities throughout the region. This has included representation from the City of Spokane, the City of Spokane Valley, and Spokane County on the CoC Board, as well as partnering on surveys/data collection and analysis to ensure the Page 8 of 57 geographic diversity of the region is considered in program design and to streamline access to services for people most in need. Furthermore, in 2019 a regional governance work-group was established to foster this partnership and continue to address needs throughout the region. In 2023, locally there is a broad-based effort to develop a Regional Homeless Collaborative seeking to increase collaboration, and strategic coordination of regional resources. This effort has built deeper collaboration with the homeless and housing funding coordination between the City of Spokane, Spokane County and the city of Spokane Valley. 2.2.3. Partnership a­£ #®¬¬´­¨³¸ %­¦ ¦¤¬¤­³ There is an extraordinary level of community partnerships that span across municipalities, service providers, faith leaders, and citizens. There are currently nearly a dozen agencies funded by the recommendations of the CoC Board to operate more than twenty different programs to serve people experiencing homelessness, with even more partners and programs integrated into the coordinated response system. There is increased participation in the CoC Sub-Committees by both public and privately funded agencies, broadening the lens by which we assess the system, contributing data from across systems into the Homeless Management Information System (HMIS), working together on complex and multi-faceted issues impacting those experiencing homelessness, and closing the gap to ensure effective and efficient service delivery. geographic coverage spanning across the entire county, there is regional leadership involving the City of Spokane, the City of Spokane Valley, and Spokane County in support of regional efforts to prevent and end homelessness. Communicating the complexity of homelessness, the available funding streams and federal and There has been little alignment of messaging and an over-use of jargon, which has caused confusion to those who are not directly involved in the homeless crisis response system. This has led to missed opportunities to get citizens appropriately engaged, mixed messages, and lack of understanding that leads to productive dialogue and support. There is a need to build out a joint communication strategy and community engagement plan that is adopted by all parties of the CoC Board and funded partners, as well as develop an external-facing communications plan to help citizens better tegy.Finally, regular CoC briefings on the regional efforts to elected officials on challenges, progress, and funding directed at homelessness would be beneficial, as well as providing communication on capital resources in permanent rental housing, emergency shelter/transitional housing, and other focused investments to meet the needs of people experiencing homelessness throughout the region The CoC Board has focused on engaging the business community in discussions and planning for a variety of strategies to address a multitude of community needs (e.g. partnerships between business and service agencies, mentorship, training for staff on homelessness, and employment/skills training for clients), creating a position on the CoC Board to be held by a business representative to ensure that lens is considered in all conversations, and continuing to provide training and education on the homeless community to all business that request it. Further with the opioid epidemic and its intersection with homelessness, continued work with emergency services, healthcare systems, will need to be further strengthened and deeper coordination between the homeless systems and healthcare systems. Page 9 of 57 2.2.4. 3¤±µ¨¢¤ Delivery The system has seen a number of new projects come online in the last few years, as well as a significant number of new HMIS users that contribute data that aids in program design and funding allocations. Coordinated efforts to address needs of specialized populations (e.g. 2S-LGBTQIA+, people fleeing domestic violence, veterans, justice-involved, and youth and young adults) has led to improved service delivery and opportunities for people to get engaged with the system and resolve their homelessness quickly. The system has also invested significantly in training opportunities for all of the service providers within the homeless crisis response system. For example, in 2019, the system invested in training approximately 50 service providers in Diversion strategies, with half being trained as trainers, to move our system towards Diversion First, a national best practice in helping people self-resolve their homelessness. Since then, community-wide training continues to get as many trained in Diversion, as more partners strive to adopt and integrate these strategies into their service delivery model. In June of 2018, the Spokane Resource Center was designated a U.S. Department of Housing and Urban Development (HUD) EnVision Center site one of only 17 in the country. This came on the wrap-around services to people at risk of becoming homeless and that could offer prevention resources. With the recognition that single adult homelessness is the fastest growing homeless population nationally and that people are becoming homeless for the first time in greater numbers than in previous years, having a site dedicated to addressing these needs is increasingly critical. In November of 2024, TRAC shelter, which was primarily funded by ARPA funds was closed. The city of Spokane opened a navigation center and is moving away from large congregate shelters and adopted a scattered site approach to emergency shelter. This shift and lack of current funding have left a gap in shelter beds and it will take time to bring more scattered site shelters into the system. 2.2.5. Funding  ­£ 2¤²®´±¢¤² Secure Sustainable Funding: Identify and secure diverse funding streams, including federal, state, local, and private sources, to support long-term initiatives. Leverage Public-Private Partnerships: Encourage collaboration between public entities and private sector partners to maximize resource availability and impact. 2.2.6. Encampments In 2022-2023, Spokane had the largest encampment in Washington State. Over 600 people camped on WSDOT land, locally this became known as Camp Hope. This created significant safety and public health challenges for the neighborhood as well as lawsuits between the city of Spokane, and service providers and residents. The camp was decommissioned using significant funding from the State Department of Commerce. While there were significant challenges at Camp Hope, services brought to the encampment assisted in hundreds of homeless individuals attaining their state IDs, enrollment in Health Care, phones, food benefits, and medical care on site. This investment of Department of Commerce funds created several new projects and utilized robust outreach services. The Catalyst project repurposed an old motel into an 80-unit supportive emergency shelter program; A 16 bed sobering center and scattered transitional houses. Page 10 of 57 Over the last four years, the City of Spokane has worked diligently on addressing unsheltered homelessness, as those numbers appear to increase and visibility of encampments have impacted eply in street outreach, an intervention that has proven results through direct engagement with people living unsheltered, and in re-engaging a coordinated outreach network to case conference and support efforts to help complex cases and to ensure outreach professional are able to support efforts to reach people in need the county. The City of Spokane has also begun utilizing a database and an integrated system to better track and map encampments and improve opportunities to send targeted service supports to those areas. Outreach then is utilized to provide a service-rich engagement strategy when encampments have to be cleaned up in order to try and get people into the homeless service system to prevent the camps from being re-formed. Even still, the CoC recognizes that shelter does not end homelessness and that deeper investments in permanent housing will be required to have long-term impact. The balance is part of ongoing discussions at all levels and will likely remain at the forefront during this transition phase. 2.2.7. !¥¥®±£ ¡«¤ (®´²¨­¦ Spokane has spent multiple years in an affordable housing crisis, with historically low vacancy rates Coupled with growing general population, this has created additional challenges to housing people experiencing homelessness, as they struggle to compete for scarce housing resources. With many people looking for places to rent, those utilizing vouchers and/or have less income or rental histories are less competitive for the few units that are available. Furthermore, increasing rents are significantly limiting the availability of affordable housing and has the effect of adding to local homelessness. It is important to continue focusing on affordable rental housing in order to prevent and end homelessness. This includes supporting capital investments using local, state, and federal resources in adding and preserving affordable housing throughout the region. A Landlord Liaison Committee was developed to address the needs of clients and to work with landlords to rent to those being served through homeless program dollars. This Committee, which has representatives from the Spokane Housing Authority and local homeless housing providers, has organized public trainings, held meetings, supported clients through landlord negotiations, and supported housing search. This Committee has been effective and continues to improve its strategies to engage landlords in ways that lead to people getting successfully housed. In the unincorporated areas and twelve cities and towns, Homeless Prevention has significantly curtailed homelessness for families who would otherwise become homeless and eventually seek services in the City of Spokane. This resource is critical for those households. Despite challenges, the homeless crisis response system has continued to house people at increasing rates over the last three years, utilizing innovative solutions and working on improved landlord engagement strategies. Page 11 of 57 2.2.8. !¦¨­¦ 0®¯´« ³¨®­ The fastest growing demographic in our region is the Medicare-age population. This means a shift in the types of services that may be necessary to address targeted needs, as well as connections to resources that previously have not been utilized. 2.2.9. Data-$±¨µ¤­ 3®«´³¨®­² As more projects contribute data to the HMIS, the depth and scope of knowledge continues to increase. This local data, alongside best practice research from around the country, has led to the design of data-driven programs. The City of Spokane has moved towards performance-based funding in its most recent five-year funding cycle for state and local funds. As part of this, the City of Spokane released a Performance Management Plan that was approved by the CoC Board. The Performance Management Plan sets both minimum performance standards, as well as performance targets for all homeless service 1 projects. As outlined in the plan, quarterly performance reports will be shared with the CoC Board Funding decisions will be made, in part, based on performance achieved by projects on an annual basis, ensuring that the community is investing in interventions that are meeting or exceeding outcomes for our system. 2.3. /¡©¤¢³¨µ¤² ®¥ ³§¤ Θ-9¤ ± 3³± ³¤¦¨¢ 0« ­ The plan follows guidance from the Washington State Department of Commerce, in association with HUD and the Spokane City/County Continuum of Care Board and Sub-Committees. 2.31 Objective One: Promote and equitable, accountable, and transparent homeless crisis response system. 2.32 Objective Two: Prioritize those with the greatest barrier to housing stability and the greatest risk of harm. 2.33 Objective Three: Prevent episodes of homelessness whenever possible. 2.34 Objective Four: Seek to house everyone in a stable setting that meets their needs. 2.35 Objective Five: Strengthen the homeless provider workforce. 3. /¡©¤¢³¨µ¤ /­¤Ȁ 0±®¬®³¤  ­£ ¤°´¨³ ¡«¤Ǿ  ¢¢®´­³ ¡«¤Ǿ  ­£ ³± ­²¯ ±¤­³ §®¬¤«¤²² ¢±¨²¨² ±¤sp®­²¤ ²¸²³¤¬ȁ 3.1. Introduction Since its inception, the Spokane City/County Continuum of Care (CoC) has made major system-wide changes to better address homelessness. One of the achievements was developing a Coordinated Entry (CE) system with separate and distinct components designed to each better serve homeless families, youth and single individuals. Spokane was an early adopter of the CE system. Implemented in 2012, CE utilizes Homeless Management Information System (HMIS) to identify individuals living in homelessness by linking them to the resources necessary to support movement to permanent housing. The CE system gained national recognition by the National Alliance to End Homelessness (NAEH) for utilizing Housing First principles, expanding access to satellite sites, and comprehensively assessing and prioritizing families by vulnerability and severity of needs. 1 See Attachment 3. Page 12 of 57 In Spokane County, CE began with one coordinated access point that included referrals for single adults (including chronically homeless and veterans), households with minor children, and youth. There are significant racial disparities among the homeless population in our community that must be addressed. Acknowledging that racial and ethnic disparities persist and result in disproportionate impacts for people of color, immigrant and the refugee communities a number of social determinants of well-being is a foundational component of working towards racial equity in our community. Because local governments have a unique responsibility to all residents, these racial inequities can and must be addressed. The public sector must be for the public good; current racial inequities are destructive. We look further than individual discrimination or acts of bigotry and examine the systems in which we all live. We must honestly investigate how our longstanding systems, policies, and practices, unintentionally or not, have created and continue to maintain racial inequity and we must change them. Racial Equity Action Plans can put a theory of change into action to achieve a collective vision of equal opportunity. The goal is institutional and structural change, which requires resources and will to implement drive to change our policies, the way we do business, our habits, and cultures. Our theory of change requires normalizing conversations about race and ensuring we have a shared understanding of commonly held definitions of implicit bias and institutional and structural racism. Normalizing and prioritizing our efforts creates greater urgency and allows change to take place more expeditiously. We must also operationalize racial equity; integrating it into our routine decision-making processes, often via use of a Racial Equity Tool, development and implementation of measurable actions. Operationalizing a vision for racial equity means application of new tools for decision-making, measurement, and accountability. We also organize, both inside our institutions and in partnership with others, to effect change together. Organizing involves building staff and organizational capacity through training for new skills and competencies while also building internal infrastructure to advance racial equity. The CoC needs to identify potential areas for partnership with other human service, government, advocacy organizations and other stakeholders to eliminate racial and ethnic disparities. This data may be used by the regional government, CoC, policy advocates, and community-based organizations in order to raise racial awareness, hold the system accountable by documenting unresolved issues, and most importantly, advise on practical approaches to addressing the verified concerns. Additionally, through the process is initiating as a racial equity strategy, the system and process put into place can act as a catalyst for change and be used to address other inequities faced by members of the population caused by LGBTQIA+ identity, age, disability, family structure, and more. After three years of assessment and revision to ensure effectiveness, the CoC began replicating this best practice model to establish a CE system for households with children . This meant two coordinated access points were operational: one for single adults and one for families. Each CE system component offers intake, assessment, referrals, housing placement and diversion, and supportive services all under one roof. Satellite centralized and integrated one-stop crisis response system that expedites linkage to housing and supports. In 2016, the CE system adopted an innovative homeless diversion program, enabling the CoC to divert, streamline, and improve assessment processes. This system has resulted in shorter waiting lists, elimination of barriers to housing placement, and maximized use of resources. In 2023, a new Youth centered YYA (Youth and Young Adult) entry system was added to CE. The YYA CE is administered by VOA, a youth and young adult provider. Young adults may continue to enter through either the Page 13 of 57 singles or families system, depending on family status and age, both of which have adopted changes to better serve youth. These changes include but are not limited to: youth-specific walk-in hours to create safer, more welcoming environments and the introduction of satellite sites for youth to be assessed in locations they already frequent (e.g. unaccompanied youth shelter and drop-in centers). Many Continuums of Care around the country are just beginning to implement their first Coordinated Entry system, as having one implemented in a homeless service system only became a requirement from HUD in 2 January 2018. However, because CE has been a well-established system within our community for the past six years, our CoC was in the unique position to be able to evaluate and improve our system based off feedback and performance measures taken from within our own community, rather than broader theoretical data, and has been working tirelessly to do so since. --time list of all people in each subpopulation experiencing homelessness. By- name lists are a known best practice for homeless service systems because they can contain a robust set of data points that coordinate access and service prioritization at a household level, allow for easier case conferencing, are a collective tool of ownership and responsibility among differing agencies, and allow stakeholders to understand the homeless system inflow and outflow at a systems level. Not only does this tool allow for a triage of services and system performance evaluation on a micro level, but it allows for advocacy for policy changes and additional funding for resources necessary to end homelessness on a systems level. In Spokane, the Veteran BNL List is currently a HMIS tool, which reflectsevery veteran in our community identified as being in a homeless circumstance, their homeless status, and where they are being served. The tool collects data provided by veterans and centralizes it in a single electronic form, regardless of where the veteran first interfaced with the homeless system. Among many other data points, the tool tracks offers of housing that are made and the results of those referrals for each veteran on the list. The Veteran Master List helps determine what interventions are or are not working and which veterans in our community are going to need additional resources and effort to house. The tool has directly contributed to a reduced length of time homeless for veterans due to the ability of outreach teams and caseworkers to more quickly identify who is a veteran and experiencing homelessness in our community. The faster we are able to provide housing and/or suitable interventions, the cheaper and more effective our system becomes. Due to the success of the Veteran Master List, the Anchor Community Initiative (ACI) Core Team has been (CHHS) Department and the Spokane Youth Advisory Board (YAB) to help with the development of a Youth By-Name List since March 2019. The Core Team, which is made up of individuals who represent various homeless youth providers, as well as Commented \[SB1\]: Update this representatives from the public school system, juvenile justice, coordinated entry and behavioral health treatment, are building the Youth By- to Zero framework . The hope is that this project will be completed by the end of 2019 and continue to help make the youth homeless service system in Spokane more effective and efficient. 2 https://homesnow.org/wp-content/uploads/2022/05/Final-CE-Guidelines-10-21.pdf Page 14 of 57 3.2. -¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Compliance with state and federal coordinated entry requirements for all projects receiving federal, 3 state and local homeless funds. Consider implementation of the CE core element recommendations. Commented \[SB2\]: with the core element recommendations, if not change P & 2. Compliance with state and federal CE data collection requirements in order to build and maintain active lists of people experiencing homelessness, and to track the homeless status, engagements and housing placements of each household. 3. For communities in Street Outreach projects: Increase the percentage of exits to positive outcome destinations to the level of the top 20% of homeless crisis response systems nationwide. 3.3. Strategies 1. Use outreach and coordination between every system that encounters people experiencing homelessness to quickly identify and engage people experiencing homelessness into services that result in a housing solution. 2. Apply for additional funding sources to aid the outreach and engagement process. 3. Continue to leverage current street outreach programs and/or partner with agencies outreach efforts that quickly identify and engage people experiencing homelessness 4. Identify and implement staff trainings such as diversion, progressive engagement, motivational interviewing, trauma informed care, etc. 3.4. #´±±¤­³ #®­£¨³¨®­ 3.4.1. /´³±¤ ¢§ %¥¥®±³² 4 The Performance Management Plan, which was designed in line with expectations from HUD and the Department of Commerce and approved by the CoC Board, set out minimum Commented \[SB3\]: Are these goals realistic? performance standards and system performance targets for street outreach projects. When released, the goal set by the CoC Board was that the minimum performance standards, the applicable one here being that 65% successful exits from street outreach projects, would be met by projects within two years. Additionally, projects are expected to meet system performance targets, or 80% successful exits from street outreach projects, within five years or by 2025. response system is well on its way to achieving these goals with 68.2% successful exits from street outreach projects well before that two year goal. In 2018, the City of Spokane was able to leverage funding in order to increase outreach efforts in Spokane County through a partnership with Spokane Neighborhood Action Partners (SNAP) and Frontier Behavioral Health (FBH). With this funding, street outreach amplified from two part- time employees to four full-time dedicated outreach staff who focus on the adult population. Homeless Outreach teams help individuals living in homelessness access services to meet their basic survival needs and works with community partners to promote transition to permanent housing. The Outreach staff meet individuals where they are at by going to populated areas and building rapport by offering a kind smile, supplies (such as socks or personal hygiene products), 3 Starting January 2018 HUD mandated housing programs funded by state and federal grants must participate in coordinated entry, mandated that each system designate a lead agency and that participating programs must fill program openings exclusively through the system, eliminating all side doors. There are additional guidelines on procedures and policies outlined by the Department of Commerce; https://homesnow.org/wp- content/uploads/2022/05/Final-CE-Guidelines-10-21.pdf . 4 See Attachment 3. Page 15 of 57 and snacks until individuals are ready and able to seek safer shelter. The goal is to identify and engage unsheltered households who are not connected with existing services and connect them to appropriate housing resources, supporting them until an appropriate hand off of services are available. Through the Anchor Community Initiative (ACI), the City of Spokane, in conjunction with Volunteers of America of Eastern Washington and Northern Idaho (VOA), has been able to fund a new outreach program so there are two new housing navigators who will be working with unaccompanied students experiencing homelessness in concert with the McKinney Vento Liaisons in the six school districts in the county most dramatically impacted my unaccompanied youth homelessness. housing by offering coordinated entry assessment; diversion; assistance in locating and applying for identification and other documentation needed for housing placement; transportation or accompaniment to potential housing options and necessary appointments; and case management to maintain engagement, support independence, and connect to needed services such as legal assistance, employment, education, non-cash benefits, mental health, and chemical dependency services. In addition to the outreach organizations funded by the City of Spokane, there are numerous additional outreach efforts within Spokane County that are funded through other means. For example, YouthREACH is a project of VOA that employees 2.5 full-time employees to provide peer outreach, access to shelter services, referrals, and other necessary supports to at-risk youth and young adults struggling on the streets and in other unsafe locations in Spokane County. YouthREACH utilizes an outreach team comprised of young people partnered with adults to provide outreach, and a case manager knowledgeable of area resources and services, and skilled at engagement and motivation with the target population. The primary function of the outreach teams is to engage youth, establish trust and build relationships that will lead youth to case management services; connecting them to financial, housing, employment, education, healthcare, and legal services that will meet their needs and create successful future outcomes. In addition to YouthREACH, VOA is in the process of forming an in-reach team that will be taking youth and young adult referrals from other systems that work with homeless or at-risk youth, such as behavioral health providers, schools and the juvenile justice system. Utilizing both in-reach and outreach, VOA will be enabled to make contact with a wide variety of youth and young adults in order to assist them in navigating the system, which will greatly improve accessibility. Additionally, Catholic Charities of Eastern Washington (CCEW) has an Opioid Use Disorder Peer Support Program that provides outreach, as well as specialized assistance to individuals engaging in treatment services. And, finally, there is specialized Supportive Services for Veteran Families (SSVF) outreach staff who target interventions for veterans. In addition to increasing outreach funding in recent years, the Spokane City/County CoC has reinvigorated the Outreach Huddle, which seeks to join the area outreach workers, agency staff, local behavioral health staff, and the criminal justice system to unitedly case conference chronically homeless and/or other high barrier clients. Case conferencing is a nationally recognized best practice model that our community has sought to implement across populations. These meetings occur every two weeks and are a chance for staff to discuss more Commented \[SB4\]: Is this case conferencing related to single adults? challenging cases in order to create a care plan where the different service providers are able to take a unified front and address individual needs in a holistic and targeted way. An array of Page 16 of 57 representatives service providers ranging from the medical and behavioral health community, to law enforcement and fire personnel, and community court legal staff converse directly with the outreach workers in order to create a unified front and address individual needs in a holistic and targeted way. 3.4.2. #®¬¬´­¨³¸ #®´±³ Started in 2013, Community Court is a therapeutic court stemming outside the Spokane Municipal Court which seeks to reduce and effectively address quality of life offenses in the downtown corridor, such as: Trespass and Sit and Lie charges. The foundation of Community Court is a collaboration of court and social service professionals, dedicated to helping participants reach practical and targeted solutions. Rather than emphasizing punishment, problem-solving courts focus on participant accountability through graduated sanctions and 5 incentives in order to encourage positive changes. alternative that coordinates the resolution of criminal cases with employment and other life skills education, as well as any mental health or addiction treatment plan deemed necessary by social service and restorative justice providers. While an individual is participating in the Court, Homeless Outreach teams build rapport with participants to assist them staying engaged in the process by attending their appointments and court dates. If at any time a participant no longer wishes to opt-in to their court ordered plan, then they may terminate their relationship with the court and return their case to the Municipal Court dockets. Community Court offers an array of social service, including: behavioral health services, case management, housing assistance, education and job training, access to healthcare, assistance with insurance, as well as social security and disability assistance applications, identifying documentation retrieval, crime victim advocacy, and more. Criminal charges are not required to access these services. Six years after its inception, Community Court data released by researchers from Washington State University found that participants in the program had lower recidivism rates than 6 equivalent individuals in Spokane Municipal Court who did not go through it. Only 20 percent of the Community Court participants were charged with another offense within six months of completing the program, compared to 32 percent of the comparison samples. Similarly, within 12 months of completing the program, 30 percent of Community Court participants accumulated another charge, compared to 46 percent of the other sample groups. The report also noted that on-site services were utilized by both Community Court participants and walk-in clients at very high rates. Roughly 90 percent of participants received a housing referral, while 41 percent of walk-in clients accessed services from the state Department of 7 Social and Health Services and 50 percent pursued employment services. 5 Washington State Institute for Criminal Justice. August 2019. 6 Washington State Institute for Criminal Justice. August 2019. 7 Washington State Institute for Criminal Justice. August 2019. Page 17 of 57 3.4.3. #®®±£¨­ ³¤£ %­³±¸ )¬¯±®µ¤¬¤­³² One of priorities that was previously identified was the development of a coordinated entry system that specifically meets the needs of the youth and young adult homeless population. In 2024, the CoC created the YYA CE, a youth-specific coordinated entry system. Through the YHDP funding VOA was selected to administer the YYA CE. Additional strategies include creating Housing Navigator positions for youth and young adults that aid individuals in applying for and obtaining permanent housing; the utilization of best practice theories for youth case management (i.e. critical transition coaching); and the employment of diversion strategies that are tailored to the needs of the demographic age group 3.4.4. %¬¤±¦¤­¢¸ 3¤±µ¨¢¤² Spokane County offers numerous emergency hotlines. Eastern Washington 211 is a broad 24- hour a day, free and confidential service via an easy access phone number where individuals can 8 call to receive information about health and human services by a trained Referral Specialist. 211 can provide information about food subsidy applications, homeless housing pre-screenings, health and wellness support, utility/energy assistance, veteran services, legal resources, disaster and crisis support, transportation, free tax preparation, and veterinarian services. However, if an individual has a distinct issue that they are needing help with, then other specialized hotlines for assistance. The YWCA offers a 24-hour domestic violence helpline where an advocate located at their safe shelter is prepared to help to discuss options, safety plans, and other community 9 resources. Lutheran Community Services offers a 24-hour crisis line for survivors of sexual assault to seek out information about their options in terms of medical care, healing and legal services. Additionally, Frontier Behavioral Health offers a mental health or substance use condition disorder hotline called the 24 Hour Regional Crisis Line, which gives assessments to those in crisis whose health and/or safety are in crisis. Spokane Fire Department has partnered with FBH to create a Behavioral Response Unit that responds exclusively to mental health calls; this is a two-personteam consisting of a paramedic and a licensed mental health counselor. With the increase of fentanyl overdoses and opioid settlement funding, a substance use disorder professional, a social worker and case manager were added to this team.Once it has been established that there is a behavioral health case, the team is engaged to try to assess their immediate needs and the best ways to support them through their crisis. Spokane Police Department has a similar program called the Community Diversion Unit which also pairs with mental health professionals to respond to individuals in the community experiencing a mental health crisis, aiming to divert individuals away from jails and hospitals and connect them to the services and resources they may need. Additional funding from the opioid settlement was used to create a High Utilizer and Complex Care Initiative. This includes a contracted community-based provider to coordinate care, provide intensive wrap-around services, and launch case management services for individuals cycling between jail, emergency departments and local shelters. 8 https://fbhwa.org/programs/additional-support-services/eastern-washington-211-ew211 9 https://ywcaspokane.org/programs/help-with-domestic-violence/24-hour-helpline-faqs/ Page 18 of 57 3.4.5. Prevention In 2019, the Spokane Resource Center: a HUD EnVision Center, opened its doors as a way means -employment, health resources, as well as basic needs before they become homeless as a form of diversion. Over 15 area providers work in a one-stop model to provide a wide range of necessary resources to keep those already in housing housed by providing them with desired and neededwrap around services. Programs serving at-risk populations, including recently incarcerated individuals and Supplemental Nutrition Assistance Program recipients, are designed to identify and mitigate barriers and connect individuals to employment and training services in order to stabilize their income and result in long term self-sufficiency. The Homeless Student Stabilization Program where they work in conjunction with Priority Spokane, Spokane Regional Health District (SRHD) and Building Change to places community health workers in local elementary schools. Families of students can meet one-on-one with a trusted, compassionate professional who can guide them out of crisis and into stability to help prevent child trauma from homelessness and increase the chance that students will graduate high school. 3.4.6. Diversion Diversion is a housing first, person-centered, and strengths-based approach to help households identify the choices and solutions to end their homeless experience with limited interaction with the homeless crisis response system. It assists households to quickly secure permanent or temporary housing by encouraging creative and cost-effective solutions that meet their unique needs. It is a short-term intervention focused on identifying immediate, safe housing arrangements, often utilizing conflict resolution and mediation skills to reconnect people to their support systems. Diversion offers flexible services that may be coupled with minimal financial assistance when needed. This unique approach engages households early in their housing crisis. A staff member trained in the techniques of diversion initiates an exploratory conversation to brainstorm practical solutions for households to resolve their homelessness quickly and safely. Staff help households see beyond their current crisis by encouraging them to generate creative ideas and identify realistic options for safe housing based on their own available resources rather than those of the crisis response system. In 2019, the CoC committed to a Diversion-First Model. As such, the City of Spokane and its partners invested in training by the Center for Dialogue and Resolution, based out of Tacoma, Washington, in Diversion strategies. Fifty front-line service providers were trained, with nearly a dozen becoming trainers in Diversion and committing to continue training staff from across the system. 3.5. !¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective 1: Promote and equitable, accountable, and transparent homeless crisis response system. Action Activity Responsible Party Timeline 3.5.1 Develop and maintain Sub-Committees & 2024-BNL Distribute the Veteran BNL By-Name-Lists BNL for sub-CHHS HMIS Team 2027- out to VA Providers- Monthly populations: Project Plan Refine Veteran criteria in 1. chronic singles CMIS/confirmation. 2. veterans Page 19 of 57 3. youth to achieve functional zero. 3.5.1b Develop a project plan Sub-Committees & 2027 Review the built for for BNL in the HMIS by CHHS HMIS Team zero/functional zero model subpopulation Create BNL reports in HMIS Analyze Data from reports quarterly. Develop Intervention Strategies base on the analyzed reports 3.5.2 Sub-Committees, 2027 Evaluate initial data using Ensure equity in outcomes Collaborative Commerces Racial Equity Applicant, CoC Tool Board Establish reports for subcommittees and projects to analyze disparities for all racial groups. Review the report quarterly Quarterly assessment of the SALA tool. 3.5.2b Sub-Committees, 2027 Translate annual community Enhance language access Collaborative surveys in Spanish, Russian, Applicant and Marshallese. Conduct annual community surveys. 3.5.3 Increase the number of Sub-Committees, Ongoing Sub-Committees establish an BIPOC, Immigrant/Refugee, CoC Board, organizational outreach plan 2S-LGBTQ+, Disability, Collaborative for: Medical, and Justice Involved Applicant o BIPOC Organizations in the CoC and o Immigrant/Refugee CE o 2S-LGBTQ+ o Disability o Medical o Justice Involved Report on the progress of the plan at meetings. Strengthen Medical/Healthcare linkages and formalize partnerships in MOU 3.54 Increase Community Sub-Committees, Ongoing Create a CoC Media and Education CoC Board, Education Sub-Committee Collaborative that prioritizes equity and Applicant, CoC inclusion. Page 20 of 57 Media and Create a CoC and CE Education Sub- marketing and Education Plan Committee Develop a (CE marketing and education) strategy-general information about what CE is, how it works, and what it means to access a program through it, for both those being served, and for other service providers. Host a Symposium Annual training opportunities on: data, diversion strategies, homeless prevention, system access and CE, myths/ facts, trauma-informed care, racial equity Require agencies to attend community-wide trainings and keep training logs for employees engagement efforts Maintain the CoC Website Create a state of Housing Dashboard for public. 3.5.5 Improve access and CE Providers, Sub-Ongoing Assess satellite sites and the accessibility to CE Committees, CoC need for any changes (e.g. Board, Collaborative need for increased rural applicatn locations) Ensure ongoing training for satellite sites Determine where there are gaps where people are accessing services and if there is further need for additional sites Host CE office hours-Topic Specific or Updates. Make parts or all of the HFCA being available online, or at kiosks, would increase accessibility, and make it more regional, and less City of Spokane Centric. CC already does a pre-screening, which helps increase some accessibility, but it still Page 21 of 57 necessitates an in-person contact. Create info sheets for the CoC Website. Develop a universal intake. Update CoC and CE policies and procedures. 3.5.6 Improve system Sub-Committees, CE 2025 & Quarterly review performance Providers, CoC Ongoing performance measures as a Board, Collaborative system Applicant Quarterly review measures for underperforming projects. Develop a performance improvement plan for underperforming projects. 3.5.7 Train CE Providers and CoC Board and sub-committees in diversity, equity, inclusion. 4. /¡©¤¢³¨µ¤ 4¶®Ȁ Prio±¨³¨¹¤ ³§®²¤ ¶¨³§ ³§¤ ¬®²³ ²¨¦­¨¥¨¢ ­³ ¡ ±±¨¤±² ³® §®´²¨­¦ ²³ ¡¨«¨³¸  ­£ ³§¤ ¦±¤ ³¤²³ ±¨²ª ®¥ § ±¬ȁ 4.1. Introduction Coordinated Assessment refers to the Continuum-wide effort to assess the vulnerability of homeless households through CE and connect them to the appropriate housing resource(s) based upon level of need as quantified during their Assessment. The implementation of coordinated assessment is now a requirement of receiving both CoC funds from HUD and state homeless service funds from the WA State Department of Commerce, and is considered a national best practice. Coordinated entry assessments are used in order to prioritize the most vulnerable homeless households and connect them to the appropriate level of housing and support. As the homeless service system of Spokane continues to develop and strengthen, system changes are focused on what works best for homeless households and rapid exits to permanent housing solutions. On-going evaluation processes include:collecting feedback from households experiencing homelessness that are seeking assistance through the coordinated assessment systems, as well as, collaboration between City staff and homeless service providers to discuss system improvements. Information gathered through the coordinated entry process is used to guide homeless assistance planning and system change efforts in the community. The Spokane City/County CoC acknowledges that no two homeless experiences are the same and that circumstances and situations are unique; therefore, need targeted responses. The homeless population is made up of numerous subpopulations, which is indicative that in order to effectively cater to the unique needs of Page 22 of 57 each, different sets of priorities should be established. Therefore, CoC sub-committees have been extensively discussing and reorganizing CE prioritization measures of each population. Along with the reorganization of prioritization measures, the CoC continues to review the Housing Inventory 10 Count (HIC) to ensure that the system has an adequate housing inventory to meet the needs of our 4.2. -¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Compliance with state and federal Coordinated Entry requirements for all projects receiving federal, state and local homeless funds. 2. Consider implementation of the Coordinated Entry Core Element recommendations and the Office of Homeless Youth's "Five recommendations for making Coordinated Entry work for youth and young 11 adults. 3. Successful implementation of prioritization policies for all projects receiving federal, state and local homeless funds, resulting in prioritized people consistently being housed in a timely manner. 4. Prioritize unsheltered homeless households and increase percent served of unsheltered homeless 12 households by 5% or maintain compliance level. 5. Average length of stay in night-by-night emergency shelter (target 30 days) and exit to permanent 13 housing from night-by-night shelter (target 50%). 4.3. Strategies 1. Improve Case Conferencing mechanisms in order to effectively meet the need of our most vulnerable. 2. Have CoC Sub-Committees reevaluate vulnerability priority factors by subpopulation and continuously re-evaluate for use by Coordinated Entry System. 4.4. #´±±¤­³ #®­£¨³¨®­² Our system has been working on an evaluation of CE including prioritization by subpopulation, including characteristics that indicate vulnerability. CE has adopted markers for vulnerability to help determine prioritization for housing, while also allowing HMIS to pull data in order to determine if prioritized people are 14 consistently being housed in a timely manner in accordance with the Performance Management Plan. 4.5. !¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible Party Timeline 4.5.1. Create universal CE Evaluate current P&Ps by CE Providers, CoC Board 2028 policies and CE system and adjust procedures (P&Ps) to based on be adopted by the recommendations for the CoC system Research barriers and interventions as well as 10 See Attachment One 11 https://deptofcommerce.app.box.com/s/s1cabcfobjev039u3qfl8r4f8cb0380f 12 Department of Commerce CHG Grant sections 2.1.1, 8.4.2 and 8.4.4 13 Singles are our most popular subpopulation populating night-by-night emergency shelters. One of the biggest indicators for vulnerability that we use for adult singles in our coordinated entry system is length of homelessness. If our length of days in emergency shelter were to decrease, then this would be a major indicator that our most vulnerable are being effectively served. 14 Appendix 3. Page 23 of 57 culturally specific interventions. Evaluate and restructure CE if necessary to create a regional approach Implement CE P&Ps and MOU for partner agencies, as recommended by CE providers and approved by the CoC Board 4.5.2. Annual Coordinated Create a short term work CE Providers 2025 & Entry Symposium group to handle annually symposium Plan and host an education opportunity for agencies to share their programs Requirement to continue as a satellite site for CE 4.5.3. Implement Sub-Committees evaluate Sub-Committees, CoC Ongoing prioritization P&Ps for vulnerabilities to be Board, Collaborative all sub-populations prioritized by population Applicant based off community needs CE work group to recommend prioritization policies CoC Board approval of policies Continue to reevaluate processes in prioritization ongoing 4.5.4. Match the best Work with CE to establish Sub-Committees, & intervention with the scoring criteria for Collaborative Applicant need specific interventions Review quarterly SALA referrals and project outcomes Map the system for gaps and needs Create a intervention plan for each sub- population Page 24 of 57 5. /¡©¤¢³¨µ¤ 4§±¤¤Ȁ %¥¥¤¢³¨µ¤  ­£ ¤¥¥¨¢¨¤­³ §®¬¤«¤²² ¢±¨²¨² ±¤²¯®­²¤ §®´²¨­¦  ­£ ²¤±µ¨¢¤² ³§ ³ ²¶¨¥³«¸ ¬®µ¤² ¯¤®¯«¤ ¨­³® ²³ ¡«¤ ¯¤±¬ ­¤­³ §®´²¨­¦ 5.1. Introduction permanent solution, but enabling them to remain in housing even after services terminate. In order to meet the growing needs of our community, it is vital to continue to increase access to stable and affordable housing by expanding the supply of affordable rental units, utilizing housing subsidies, increasing service-enriched permanent housing for individuals with high barriers, and clearing a pathway from housing programs to affordable independent housing. Within the larger system of housing services, it is vital that housing programs within the community continue to be enabled to connect participants to existing and developing resources, which make their experience more than just a place to stay, rather truly giving participants the skills and resources to assist them in staying housed. The goal is to engage our participants into the greater community in order to create and identify opportunities for personal growth and development; obtaining experiences which will allow them to utilize a different set of skills leading to a greater chance for self-sufficiency and independent living. As a community, we must strategize, design, and implement an overarching best-practice move-on strategy to be adapted universally across our CoC and system. Moving-On is not just a strategy but a system framework that recognizes that Permanent Supportive Housing (PSH) is not necessarily the end point for people currently residing in housing programs. A Moving-On strategy is used for clients in PSH who may no longer need or want the intensive services offered to them while in the program, but continue to need assistance to maintain their housing. HUD recognizes that helping these households move-on to an environment where there is not on-site access to at-will intensive services is an important strategy that can be beneficial to the participants and communities working to end homelessness because it not only enables participants to be in a less facility-like environment, but it is also a cost-effective strategy for communities. Additionally, this strategy then sets free a PSH bed for another vulnerable individual in the community to use who may wish to use and need the intensive services more than the previous participant. Aligning high-service oriented housing programs with mainstream, less service-intensive housing assistance programs provides more options for households experiencing homelessness, Moving-On should support choice; therefore, in line with this development, there needs to be a process for collaboratively identifying with a client when they are ready to move-on independently. 5.2. -¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Increase percentage of exits to permanent housing to the level of the top performing 20 percent of 1516 homeless crisis response systems nationwide (59% or greater). 2. Reduce returns to homelessness after exit to permanent housing to less than 10 percent within 2 17 years. 15 As defined by HUD System Performance Measure 7, Metric 7b.1. Includes people who exited emergency shelter, transitional housing, rapid rehousing, or other permanent housing type projects to permanent housing destinations, such as PSH and RRH. 16 Length of time in shelters: For under 18-year-old homeless youth, there are very few options for permanent housing if a young person cannot go home. Per HUD, foster care is not considered permanent. This is an issue that is being discussed at the state level, especially for the older youth (16 and 17-year- olds), who cannot go home or into foster care. 17 As defined by HUD System Performance Measure 2, Metric 2b. Page 25 of 57 18 3. Reduce average length of time homeless to those served to less than 90 days. 5.3. Strategies 1. Maximize resources to house people, especially where funds exist for targeted subpopulations (e.g. various funds such as VASH, HOPWA, SSVF, local grants, Office of Homeless Youth, local organizations). 2. Improve data quality to minimize error responses to housing destination that impact "exits to permanent housing" and improves confidence in the data measuring this outcome. 3. Coordinated Entry collaborates with all shelters to ensure program participants are referred to coordinated entry and have access to the housing system at large. 4.Ensure that Diversion-First strategies are implemented at allaccess points to the homeless crisis response system to ensure that people are able to enter and move through to stable permanent housing. 5.4. #´±±¤­³ #®­£¨³¨®­ In addition to the Department of Commerce performance measures that are listed under the 19 Success and Performance in Section 5.2, in 2019 the CoC adopted a performance management plan that evaluated baseline data, created minimum performance standards and system performance targets for five years of funding, as well as were designed to help achieve the objectives of the Five Year Plan. Currently, 47% of total participants exit to permanent housing options, 19% of participants return to homelessness after exit to 20 permanent housing within two years, and the average length of total time homeless is 157 days. While there is still ample progress to be made in order to achieve the benchmarks created in through these two avenues, Spokane is taking strides in the correct direction in order to achieve these goals. Over the last 24 months, Spokane City and County Homeless Services has financed approximated $22 million into housing and supportive services through federal, state and local grants and dollars. As of the 2019 Housing Inventory Count, Spokane County was home to 16 emergency shelter projects, 17 TH projects, 22 RRH projects, 21 6 OPH projects, and 14 PSH projects. 5.4.1. #®# &´­£¨­¦  ­£ 2&0 #®¬¬¨³³¤¤ The CoC Funding and RFP Committee oversees the Request for Proposal (RFP) process; including coordinating CoC program funding awards with other funding partners. The Committee reviews project and system performance data from the past award year and makes recommendations to the Collaborative Applicant regarding monitoring plans and funding allocations and/or reallocations. Additionally, the CoC Funding and RFP Committee is responsible for reviewing and updating the Performance Management Plan on an annual basis, including working with the Collaborative Applicant to set minimum performance standards and system performance targets, in order to establish a system performance improvement strategy for the CoC. In doing so, 18 As defined by HUD System Performance Measure 1, Metric 1a. Includes people in Emergency shelter, Safe Haven and Transitional Housing. Data comes from looking strictly at enters and exits entered into HMIS. 19 See Attachment 3 20 https://public.tableau.com/profile/comhau#!/vizhome/WashingtonStateHomelessSystemPerformanceCountyReportCardsSFY2018/ReportCard 21 https://static.spokanecity.org/documents/chhs/hmis/reports/2018-spokane-coc-housing-inventory-count.pdf. Page 26 of 57 on those objectives were considered in determining where to set minimum standards and 5.5. !¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible Party Timeline 5.5.1. Create a system-wide Assess system readiness Collaborative Applicant, 2026 & move-on strategy for move-on strategy Sub-Committees, CoC Ongoing Convene PSH providers Board already utilizing an agency-specific move-on strategy Receive agency feedback on system-wide strategies Solicit CoC Board approval 5.5.2. Implement system- System-wide move-on Collaborative Applicant, 2026 & wide move-on strategy training Sub-Committees, CoC ongoing strategy Agency training Board Develop move-on strategy guidance Develop mechanism to measure effectiveness of the move-on strategy CoC Board approval of policies 5.5.3. Achieve high- Require and monitor Collaborative Applicant, 2027 performing agency training logs for Sub-Committees, CoC community employees (e.g. system Board performance set out data quality, trauma- in the Performance informed care, 22 Management Plan progressive engagement, for all project types case management, motivational interviewing, follow-up, racial equity, LGBTQIA+) Review HIC data regularly to ensure adequate intervention stock for each subpopulation, and increase as necessary to support growing need and gaps (e.g. PSH set 22 See Attachment 3 Page 27 of 57 aside for young adults, etc.) Prioritize TH and Rental Assistance for new project models Identify and apply for more funding to continue to grow inventory of available housing and supportive services as needed Increase use of dedicated subsidies (e.g. Housing Choice and VASH Vouchers) Monitor data for length of time between end of supportive services post- move out and return back into system Standardize aftercare services based off a local best practice Ongoing diversion training and implementation Increase income potential of those receiving services through stronger partnerships with employment agencies, career development agencies (e.g. the America Job Center, WorkSource Spokane, and Next Generation Zone), childcare services, transportation availability, etc. Increase marketing strategy of the Spokane Resource Center: A HUD EnVision Center, which is to be utilized as a Diversion mechanism Improve access to mainstream benefits (e.g. Page 28 of 57 SOAR, DSHS, TANF, ABD, VA Benefits, etc.) Identify new strategies to develop affordable housing for all subpopulations through community forums and business partnerships Determine if there are gaps where people are accessing services and if there are need for Diversion Specialists in any given areas Improve data quality to minimize error responses and increase reliability (e.g. HMIS, etc.) 5.5.4. Develop a CoC Sub- Ensure participation of CoC Board, Sub- Committee for People people with lived Committees With Lived Experience experience on population-specific sub- committees Engage people with lived experience to develop their own sub-committee of the CoC Board Determine available funds to compensate people with lived experience for participation in the CoC 5.5.5. Adopt a person- Research staffing levels CoC Sub-Committees & CE centered holistic for appropriate service Providers services approach delivery. Develop training materials and resources to support CE providers with the adoption 6. /¡©¤¢³¨µ¤ &®´±Ȁ 3¤¤ª ³® h®´²¤ ¤µ¤±¸®­¤ ¨­   ²³ ¡«¤ ²¤³³¨­¦ ³§ ³ ¬¤¤³² ³§¤¨± ­¤¤£²ȁ 6.1. Introduction The Department of Commerce and the Spokane City/County CoC do recognize that theoretical formulas produce imperfect information as the state of our nation and the growing population, as well as the real estate market, Page 29 of 57 23 cannot be perfectly projected. In preparation for this next objective, the Department of Commerce released a 24 tool that when entered with our current housing inventory and homeless population would produce good faith and transparent estimates of the impact of the variety of local strategies being considered, tailored to local priorities. Though the numbers are not meant to be interpreted literally, this tool has enabled the City of CHHS Department, currently the Collaborative Applicant, to explore how future plans for creating more units within different interventions would affect the system. Additionally, the tool calculates annual funding and increases projected to be needed due to inflation and rent- driven increase. This knowledge, though not exact, will help the CHHS Department prepare in advance for additional needed funding streams. 6.2. -¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. A local plan that includes an estimate of people experiencing homelessness that will be housed during 2025 after successful implementation of the local plan using existing resources, and the count of households left unsheltered at a point in time in 2025, based on credible data and research; including the data, assumptions, calculations, and related citations necessary for outside parties to review and reproduce the estimate. 6.3. Strategies 25 1. Use the Department of Commerce Modeling Tool to assist in the 2025 Point-in-Time prediction. 2. Enter into the System Performance Targets adopted by the CoC into the tool. These targets were -year funding cycle, as well as the 5-Year Plan, and are to be met by 2025. 3. Use data from a variety of system sources to project an estimate of housing sources that are currently projected to join the Spokane homeless system. 4. Use the data to identify housing solutions that will assist the CoC in planning for the future financial expenditures, system impact and strategic investment. 6.4. #´±±¤­³ #®­£¨³¨®­² In the 2019 Point-in-Time count, 1,309 individuals living in homelessness were documented, 315 of them being unsheltered. Over the last decade, Spokane County has seen a 46% increase in homelessness among single adults, a trend that mirrors national data. At the same time, the City has looked for ways to improve outreach to those living unsheltered, in order to determine gaps in services to meet tailored needs, overcome barriers, and support opportunities to connect people to the appropriate interventions to get them off the street and ensure their homelessness is rare, brief, and non-reoccurring. Spokane County has recently experienced economic growth and has seen similar increases in the cost of housing and a consistently low vacancy rates. Low-income and homeless households face many barriers to housing in a highly competitive rental market. To increase the rate of permanent placement from shelter, TH, and RRH, the CoC has increased its investment in landlord incentive strategies, facilitated greater coordination between landlord liaisons, and supported legislative actions to decrease barriers for homeless households. Additionally, some existing resources were reallocated to provide rental assistance programs more opportunities to incentivize landlords to rent to homeless households and mitigate perceived risk of renting to them. In order to 23 http://www.commerce.wa.gov/wp-content/uploads/2013/01/hau-ofah-local-plan-guidance-12-10-2018.pdf 24 See Attachment 1 25 https://www.commerce.wa.gov/serving-communities/homelessness/state-strategic-plan-annual-report-and-audits/ Page 30 of 57 meet the growing need and improve system outcomes, the CoC continues to look towards adding additional housing units across intervention types, as well as increasing project performance measures, particularly in percentages of successful and permanent exits from the interventions. 6.4.1. %¬¤±¦¤­¢¸ 3§¤«³¤± Emergency or low-barrier shelters play an important role in a crisis response system, providing beds on a first come, first served basis, to any person experiencing homelessness. The City- funded emergency shelter system is Housing-First and includes housing-focused services by population type. Combined with other public and private funded shelters, the current emergency shelter system offers targeted shelters for single adults (households without children), families, and minor youth. In 2019, there has been an increased focus on offering targeted-capacity shelters, with services tailored to meet the specific needs of sub- populations in order to rapidly move clients from shelter into permanent housing. This includes offering more diverse shelter spaces, to include both night-by-night and continuous stay shelters. Over the next five years, there is an intention to bring new shelters online for key populations that have challenges accessing the existing shelter system or who are particularly vulnerable (e.g. LGBTQIA+, young adults, couples, and seniors). There is continued need for regional solutions for emergency shelter, including a strategically located space that could meet the holistic needs of those throughout the region. 6.4.2. 4± ­²¨³¨®­ « (®´²¨­¦ Transitional housing (TH) refers to a supportive yet temporary type of accommodation that is meant to bridge the gap from homelessness to permanent housing by offering structure, supervision, supports, life skills, and in some cases, education and training. In past years, funding availability for TH has declined nationally, and Spokane County has been impacted by these reductions. However, the CoC continues to pursue tailored housing resources for the populations for which TH is considered a best practice (e.g. youth and young adults, veterans, and survivors of domestic violence). Service models vary by population, but include master reducing impact on the individual and allowing them to move from the TH project into permanent housing without having to move. Innovative solutions, including shared housing for young people and joint TH-RRH interventions, are being brought online and continuing to expand these creative solutions is critical for creating diversity in housing inventory and for supporting individualized needs. The CoC would like to continue monitoring data and expand this intervention accordingly. 6.4.3. 2 ¯¨£ 2¤-Housing Rapid re-housing (RRH) provides short-term rental assistance and services, with the goal of helping people obtain housing quickly, increase self- sufficiency, and stay housed. It is offered without preconditions (e.g. employment, income, absence of criminal record, or sobriety) and the resources and services provided are typically tailored to the needs of the person. TheCoC is dedicated to continue to tailor different RRH programs to meet unique needs of subpopulations, continuing to refine models of RRH to meet the individualized needs of the populations. Currently, RRH providers employ a progressive engagement model to provide a better service intensity to meet different needs. Progressive engagement is the practice of helping households end their homelessness as rapidly as possible, despite barriers, with minimal financial and Page 31 of 57 26 support resources. More supports are applied to those households who continue to struggle to stabilize. Progressive engagement acknowledges individualization and the fact that homelessness is a complex struggle; therefore, when a participant shows that they are in need of more help, it can be provided to meet their needs. On the other hand, by avoiding more assistance than is required to end homelessness and prevent an immediate return to the streets or shelter, programs can help more people, close housing placement gaps, and reduce the time people remain homeless. The CoC has utilized RRH as a critical intervention with significant success. Continuing to move this forward through standard RRH, TH-RRH joint projects, and other will be important over the next five years. 6.4.4. 0¤±¬ ­¤­³ 3´¯¯®±³¨µ¤ (®´²¨­¦ Permanent Supportive Housing (PSH) continues to be a priority for the region. The current system operates both facility-based and scattered-site PSH projects and, for the last few years, new PSH projects have come online to improve access to these service-intensive support interventions for chronically homeless adults. At the same time, existing projects have begun to utilize FCS and GOSH to enhance the level and quality of supportive services for PSH interventions, which also enhance the use of limited federal resources. While point-in-time count data indicates a reduction in chronically homeless throughout Spokane County, the CoC is focusing on ensuring PSH availability for specific sub-populations who may benefit from improved access and accessibility of this inventory. For example, there currently is not a set- aside of PSH units for youth or young adults, and current prioritization policy means this demographic often struggles to be prioritized for existing units. As a result, focused attention and a review of CE policies and procedures is underway by the CoC to ensure the need is met. improve access to VASH vouchers for veterans. 6.5. !¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Action Activity Responsible Party Timeline 6.5.1. Projection of Use the Department of Collaborative Applicant Ongoing Unsheltered Commerce Tool for this Individuals Living in Calculation Homelessness in 2025 6.5.2. Update Annually with Use the Department of Collaborative Applicant Ongoing Housing Inventory Commerce Tool for this Influx Calculation 6.5.3. Seek to expand Public Presentations to Collaborative Applicant, affordable housing Philanthropy and Sub-Committees, CoC investments from Business to broaden the Board business and funding to increase philanthropy. affordable housing production. Explore the creation of a Fund Development Committee 26 https://www.ncceh.org/media/files/files/27e2a2d9/7b-progressive-engagement-as-a-system-approach-k-moshier-mcdivitt.pdf Page 32 of 57 Work with the city and county to leverage affordable housing production dollars, and advocate for projects that fill gaps and are equitable. 7. /¡©¤¢³¨µ¤ &¨µ¤Ȁ 3³±¤­¦³§¤­ ³§¤ §®¬¤«¤²² ¯±®µ¨£¤± ¶®±ª¥®±¢¤ 7.1. Introduction Homeless Service Provider Workers have seen many challenges over the last 10 years and Spokane is no exception. Providers are having a difficult time filling positions, which exacerbates already stretched staff capacity to provide quality and timely services. A 2023 study published by the Department of Commerce looked at the challenges and trauma experienced in the field and the loss of frontline workers in this field. The study reports that workers in this field have huge workloads and are dealing with failures of systems and the effects of systemic racism and poverty and are dealing with primary and secondary trauma daily. They are often underpaid and the programs that they work in are not guaranteed funding. COVID-19 did not cause these issues but it caused additional work and stress to meet increased demand. To meet the needs of the affordable housing crisis, homeless service providers need trained and stable workers. 7.2. -¤ ²´±¤² ®¥ 3´¢¢¤²²  ­£ 0¤±¥®±¬ ­¢¤ 1. Completion of an initial analysis utilizing Department of Labor data and local surveys of housing workforce. 2. Improve worker retention in the homeless provider workers. 3. Improve safety in homeless provider work. 4. Decrease the time positions stay vacant. 7.3. Strategies 1. Work in collaboration with local government, community and agency stakeholders to gather quantitative and qualitative data that further explains the current state of homeless service provider workers 2. Conduct worker roundtables and community surveys 7.4. !¢³¨®­² ³® -¤¤³ ³§¤ /¡©¤¢³¨µ¤² Objective Five: Strengthen the Homeless Services Workforce Action Activity Responsible Party Timeline Page 33 of 57 7.5.1 Evaluate initial data View and evaluate data Collaborative Applicant & 2025 utilizing Department from the tool as a system CoC Sub-Committees of Labor Data, to begin to formulate Commerce Study plans that will minimize trauma and increase retention in the field 7.5.2 Analyze Data Collect quantitative and Collaborative Applicant, 2026 qualitative data CoC Sub Committees, CoC Review data in sub-Board committees and the CoC Board. 7.5.3 Develop a project Collaborative Applicant, Host confidential plan for worker CoC Sub-Committees roundtables with CE health and safety Provider orgs and CoC Sub-Committees Draft recommendations from CE 7.5.4 Analyze data Collect, compile, Collaborative Applicant, 2026 organize, and evaluate CoC Sub-Committees 7.5.5 Develop intervention Research funding options Collaborative Applicant, 2030 strategies Research best practice CoC Sub Committees, CoC Adopt system-wide Board practices and interventions to support workers 7.5.6 Measure ongoing Develop/adapt a Collaborative Applicant, 2030 evaluation and monitoring tool CoC Sub Committees, CoC learning Evaluate effectiveness of Board interventions Institute changes as approved by the CoC Board 8. 2¤µ¨¤¶ 0±®¢¤²² On an annual basis, the CoC Board is entrusted to review the 5-Year Plan to evaluate progress towards stated goals. Simultaneously, the CoC Committees and Sub-Committees should use this plan to guide their work plans on an ongoing basis. 8.1. !¢³¨®­ 3³¤¯² 1. Review of the Objectives, including the Action Steps to Meet the Objectives, to determine if objectives have been met and/or are on track to meet timelines 2. Mobilize relevant Responsible Parties to address shortfalls and/or opportunities 3. Propose modifications or updates, as needed, to address Objectives 4. Seek CoC Board approval 5. Train funded and CoC partners on any changes made to the 5-Year Plan Page 34 of 57 8.2. Timeline In the last quarter of each year during the lifespan of this 5-Year Plan, the CoC Board or its delegate Committee (e.g. Planning and Implementation Committee) will review the plan in accordance with the Review Process. 8.3. -®£¨¥¨¢ ³¨®­²  ­£ 5¯£ ³¤² All modifications and updates to this plan need to be approved by the CoC Board. This can be completed on an ad-hoc basis or during the annual review process. Page 35 of 57 57 of 37 Page Total Beds70391920272461544908087102510 Pit Count86421920182041826105737613138 Victim Service Provider000000000000000 Target PopNANANANANANANANANANANANANANANA Inventory TypeCCCCCCCCCCCCCCC Geocode#531488#531488#531488#539063#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 HMIS Project ID191961925619257192591928419285193001930119304193051931019316193171931819319 -- e IYHP Hope m TLC --Aston ---- Hope -- Walnut a --Family ---- ---- SMS-- -- SMS-- N -- PH -- ES -- t THTH RRHESPSHTHPSHTH -- c--ESTH WA0109---- ------------ PSHESTH e - ---- j ------ o r PUGMWomen & ChildrenCCCornersVOASNAPRiverwalk (538)CCCCCoCTPWMiryams HouseTPWTSAShelterTSAStepping StonesVOAHouse ShelterVOAScattered SitesVOABleckVOAHouse EastVOAAlexandrias St. St. St. --- Organization NameUnion Gospel MissionCC Margaret'sVolunteers of AmericaSNAPCC Margaret'sCC Margaret'sTransitionsTransitionsThe Salvation ArmyThe Salvation ArmyVolunteers of AmericaVolunteers of AmericaVolunteers of AmericaVolunteers of AmericaVolunteers of America Project TypeESOPHRRHOPHESTHTHTHESTHESPSHTHPSHTH 123456789101112131415 57 of 38 Page 18524422135502064200251050 1449222212950115817422950 001000000000 NANADVNANANANANANANANANA CCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 193201950119531195461955019551195621957619577196011960619632 -- - DV Men Hanson -- Wilton Hope City --CoC Father -- Shelter -- ---------- ---- ---- HOC CoC ES -- PH ES -- -- -- ESES PH -- -- ES ---- --RRHESPSHPSHRRH -- ---------- HouseWA0126VOACrosswalk Youth ShelterSHVAptsYWCAShelterCCFamiliesCHGCCShelterCCBach HavenVOAHouse Medical RespiteTMUGMSNAPAvondale AptsCCWA0285HouseCCFamiliesWA0288 St. House of House of St. ---- Volunteers of AmericaSpokane Housing VenturesYWCACC Margaret'sCC CharityCatholic HousingVolunteers of AmericaTruth MinistriesUnion Gospel MissionSNAPCC CharityCC Margaret's ESOPHESRRHESPSHESESESOPHPSHRRH 161718192021222324262728 57 of 39 Page 513227335051440614040412 51321533503944047232368 0001000000000 NANANANANANANANANANANANANA CCCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 19635196401964719654196581965919661196621966519671196791968319688 -- -- -- The ------ HH Donna -- Buder ESGVASH HEN --Open ---- City CHGCoC -- ---- -- -- HOC -- RRH HSG -- RRH--RRH--RRH -- TH -- PSH-- ------ ES -- -- PSHPSH RRHESPSH RRH -- ---- ------ -- CCFamiliesGICCMedical RespiteYWCAWA0353with ChildrenCHHavenVOAMarilee AptsSNAPSinglesSNAPSinglesWA0331SNAPRelocation Assistance Program (106)TPWMiryams HousePrivate FundFPSDoorsCCWA0374Hanson HavenVA St. House of St. House of ---- CC Margaret'sGoodwill IndustriesCC CharityYWCACC Margaret'sVolunteers of AmericaSNAPSNAPSNAPTransitionsFamily Promise of SpokaneCC CharityHealthcare for Homeless Veterans RRHRRHESRRHPSHPSHRRHRRHRRHTHESPSHPSH 29303133343536373839404142 57 of 40 Page 12119152219378142242271540 6116152116378142242231440 00000000000000 NANANANANANANANANANANANANANA CCCCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 1969219693196941969519696197011970519714197181972019721197221972519732 -- -- -- CHG ---- GPD TLC BridgeService SOC JRACI Jacklin County FCS SSVF-- CERS -- -- -------- -- Sister County -- -- ---- -- -- RRHRRH-- ---- TH THTHTHTH ---- ES PSH -- -------- PHPSHRRHPSH ---- RRH -------- -- PHSCRSVOAGPDVOAIntensiveTPWPrivate FundSNAPYouth (164Y)CCHavenGICCCBRAVOACCFamiliesCHGSNAPSinglesCHGVOAYAHPPHSCarlylePBV/HHAACCWA0418Haven St. St. House of --- Pioneer Human ServicesVolunteers of AmericaVolunteers of AmericaTransitionsSNAPCatholic HousingGoodwill IndustriesCC Margaret'sVolunteers of AmericaCC Margaret'sSNAPVolunteers of AmericaPioneer Human ServicesCC Charity ESTHTHTHRRHOPHRRHPSHTHRRHRRHTHPSHPSH 4344454647484950515253545556 57 of 41 Page 195192160505734460219303010411 20119216042503154418832356411 000100000000000 NANANADVNANANANANANANANANANANA CCCCCCCCCCCCCCC #539063#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 197331973419735197401974119744197611976319764197731977819779197801978619787 -- YHDP Home Hope Singles --YHDP RRH for -- -- YAS PSH for PSH for The -- The Way -- -- Pope Gonzaga Jacklin -- ------ -- RRH-- ES ------ --PSH ESPSHRRHTH -- ESTH -- -------- PHPSHPSHPSHPHPH ---- ------------ CCFrancis HavenCCFamilies CHGCCFamilies County CHGYWCAWA0420Survivors of DVCCSchweitzer HavenTPWYard CottagesSNAPHotelingVOAVOAHouse WestCCFamily HavenTSAOut CenterTSAWay Out CenterCCHaven HousingVOAVOA St. St. St. St. St. ----- Catholic HousingCC Margaret'sCC Margaret'sYWCACC Margaret'sTransitionsSNAPVolunteers of AmericaVolunteers of AmericaCC Margaret'sThe Salvation ArmyThe Salvation ArmyCC Margaret'sVolunteers of AmericaVolunteers of America OPHPSHPSHRRHPSHPSHESESPSHOPHESTHOPHRRHTH 575859606162636465666768697071 57 of 42 Page 06130369682120828144215 0844279622120731147214 0000000000000 NANANANANANANANANANANANANA CCCCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488#531488 19788197891979219797197991980419805198061980719812198131981419816 - ---- -- -- Units ROW ---- YHDP-- -- --HomesHomes YHDPBadged TRAC ROW -- Mother -- Catalyst ------ ---- ---- RRHRRH -- ROW -- ---- ESES ESRRHES ES-- RRHTH PSHESPH ---- ------ -- ---- ------ ROW FPSFPSCCWA0512Scattered SitesTSACCROWSLIHCUnitsSLIHCAcquired From Housing NavigatorsCATROWREVROWCCTeresa HavenEHF-EHFBadgedJHHGreenhousesROW St. St. -- Family Promise of SpokaneFamily Promise of SpokaneCC Margaret'sThe Salvation ArmyCCEW ROWSLIHCSLIHCCompassionate Addiction TreatmentRevive CounselingCC Margaret'sEmpire Health FoundationEmpire Health FoundationJewels Helping Hands RRHTHPSHESESRRHRRHESESOPHESRRHES 72737475767778798081828384 57 of 43 Page 1565501080800012 15661046470003 00000000000 NANANANANANANANANANANA CCCCCCCCCCC #531488#531488#531488#531488#531488#531488#531488#531488#531488#531488531488 1982819829198491985019854198571985819860198661987619653 - ---- -- ---- Adams ARPAFLASH GPD Service Bridge -- ROW --HEN FCS -- Cannon -- HOPE Move InMove In ---- -- -- -- -- -- Other--Other-- -- ---- THTHES RRHES ES RRH WA0331 ROWES ------- ---- -- RRH -- -- -- -- Private Fund SNAPSinglesCity CHGSNAPSinglesCoCPHSIntensivePHSGPDEHFSt.CCCommunity CatalystCATStreetJHHChurchesFPS-GIBridgeYFACenter SNAPSNAPPioneer Human ServicesPioneer Human ServicesEmpire Health FoundationCCEW ROWCompassionate Addiction TreatmentJewels Helping HandsFamily Promise of SpokaneGoodwill IndustriesYFA RRHRRHTHTHRRHESESESRRHRRHES !³³ ¢§¬¤­³ Α 85868788909293959698100 10. 11. !³³ ¢§¬¤­³ Β 0¤±¥®±¬ ­¢¤ - ­ ¦¤¬¤­³ 0« ­ Spokane City/County Continuum of Care 5-Year PerformanceManagement Plan City of Spokane Community, Housing, and Human Services ƦķğƷĻķ bƚǝĻƒĬĻƩ ЋЉЊВ Page 44 of 57 Spokane City/County Continuum of Care Performance Management Plan Table of Contents Introduction ...................................................................................................................................... 46 Background ....................................................................................................................................... 46 Basics of Performance Measurement .............................................................................................. 46 System Performance Targets ........................................................................................................ 46 Minimum Performance Standards................................................................................................ 46 Setting Performance Objectives ................................................................................................... 46 Monitoring Project and System Performance .................................................................................. 47 Quarterly Performance Reporting ................................................................................................ 47 Annual Performance Review ........................................................................................................ 47 Victim Services Providers .............................................................................................................. 47 Sharing QPR Data .......................................................................................................................... 47 Corrective Action Planning ........................................................................................................... 48 System-Level Performance Reporting.......................................................................................... 48 Implementing the Performance Management Plan ........................................................................ 48 .................................................. 48 Ensure HMIS Data Quality ............................................................................................................. 48 Run and Review Quarterly Project Report .................................................................................... 48 Develop Internal Improvement Plans as Needed ......................................................................... 49 Participate in Corrective Action Plan as Required ........................................................................ 49 Spokane City/County CoC Project Performance Objectives ............................................................ 49 Page 45 of 57 Introduction The Spokane City/County Continuum of Care (CoC) Performance Management Plan identifies minimum performance expectations and system performance targets for the CoC and outlines how performance is measured and monitored. This plan should help homeless assistance projects in managing their performance and ensuring access to ongoing funding. Background Housing, and Human Services (CHHS) Department serves as the Collaborative Applicant for the Department of Housing and Urban Development (HUD) Continuum of Care grant, the lead grantee for the the CoC Board. " ²¨¢² ®¥ 0¤±¥®±¬ ­¢¤ -¤ ²´±¤¬¤­³ 3¸²³¤¬ 0¤±¥®±¬ ­¢¤ 4 ±¦¤³² For Spokane City/County CoC purposes, the system is defined as all publicly funded homeless services projects operating within the geography of the CoC. Measuring performance of the system is important, as it helps us understand how well we are doing at addressing and ending homelessness. Additionally, it can help our community identify areas of the system that could be replicated or may need improvement. Lastly, as part of the CoC Program regulations, HUD is requiring that all CoCs monitor the performance of their system. In order to drive better outcomes for participants in the homeless system and to achieve the goal of ending homelessness for all populations, the Spokane City/County CoC has set 5-year system targets for all performance measures deemed key indicators of high performing systems. All projects within the homeless system are expected to make progress towards the system targets for all applicable project performance measures. -¨­¨¬´¬ 0¤±¥®±¬ ­¢¤ 3³ ­£ ±£² Measuring the performance of homeless assistance projects is critical for a number of reasons. It helps us understand how well projects are doing at ending homelessness, as well as what issues projects may need to improve upon. It helps us identify project types/models that may be more successful at ending homelessness than others. Additionally, HUD, the WA State Department of Commerce, and other key funders require project performance reporting and monitoring. In order to help drive system performance, the Spokane City/County CoC has set minimum performance standards that funded projects are expected to maintain over the course of the 5-year award period. 3¤³³¨­¦ 0¤±¥®±¬ ­¢¤ /¡©¤¢³¨µ¤² The CoC Funding and RFP Committee with charged the CHHS Department creating this Performance Management Plan, including setting the minimum performance standards and system performance targets, in order to establish a system performance improvement strategy for the CoC and an annual - Page 46 of 57 oject portfolio. CHHS determine what goal to set. -®­¨³®±¨­¦ 0±®©¤¢³  ­£ 3¸²³¤¬ 0¤±¥®±¬ ­¢¤ 1´ ±³¤±«¸ 0¤±¥®±¬ ­¢¤ 2¤¯®±³¨­¦ Management Information System (HMIS) generated Quarterly Performance Report (QPR). The QPR provides project-level performance information for each measure listed in this plan and is shared with the CoC Board and funded providers each quarter. The QPR is meant to be generated from HMIS after the end of each quarter; however, it is available for agencies to run and review at any time for a custom performance period. Providers should be sure their HMIS data has been fully updated and is accurate prior to the generation of each report. The quarters are as follows: FirstQuarter = July 1 September 30 o Reports performance data for first quarter Second Quarter = July 1 December 31 o Reports performance data for first and second quarters Third Quarter = July 1 March 31 o Reports performance data for first, second, and third quarters Fourth Quarter = July 1 June 30 o Reports performance data for the full year All projects should review their quarterly performance data and contact CHHS with any questions or concerns. Projects that consistently fail to meet project performance objectives should develop internal plans and processes for improvement. !­­´ « 0¤±¥®±¬ ­¢¤ 2¤µ¨¤¶ award year (July to June) and make recommendations to CHHS and the CoC Board regarding monitoring plans and funding allocations/reallocations. 6¨¢³¨¬ 3¤±µ¨¢¤² 0±®µ¨£¤±² Domestic Violence (DV) victim services providers are not required to participate in HMIS but must maintain a comparable database. While victim service providers do not have their performance data generated out of HMIS via the QPR, all funded DV providers will be required to submit performance data to CHHS staff as requested for annual project evaluation, funding application, or monitoring purposes. 3§ ±¨­¦ 102 $ ³  Each quarter, project QPRs submitted to CHHS will be posted on the CHHS website for all funded projects within 45 days of the end of the quarter. CHHS staff will work with providers to ensure that all performance data to be shared with the public is accurate as possible. Performance narratives will be included in the posted dashboard for each project. Page 47 of 57 #®±±¤¢³¨µ¤ !¢³¨®­ 0« ­­¨­¦ Projects that fail to maintain minimum performance standards or make progress towards system performance targets (outlined in the performance improvement timeline section of each CHHS grant agreement) for at least one year will be required to participate in a Corrective Action Planning (CAP) process. Ongoing poor performance could ultimately result in the loss or reduction of funding. More detail on the CAP process can be found in the Corrective Action Plan Guide. System-,¤µ¤« 0¤±¥®±¬ ­¢¤ 2¤¯®±³¨­¦ The system-level performance will be reported on annually to the CoC Board in accordance with the HUD System Performance Measures (SPM) Report. Please note that not all performance measures outlined in this planned are included in the SPM. )¬¯«¤¬¤­³¨­¦ ³§¤ 0¤±¥®±¬ ­¢¤ - ­ ¦¤¬¤­³ 0« ­ CHHS staff are responsible for implementing this Performance Management Plan on behalf of the Spokane City/County CoC. Implementation involves working with HMIS staff and providers to publicly share the QPR, reviewing all data therein, and sharing project and system performance information with the CoC on a quarterly basis. In reviewing quarterly and annual project performance information, CHHS staff will also work with the Spokane City/County CoC Funding and RFP Committee to identify any consistently under-performing projects and target them for CAP development as needed. The CHHS staff will report on system performance on the measures in this plan at least annually. In addition to monitoring project and system performance, CHHS staff work with the Spokane City/County CoC Funding and RFP Committee to annually review and update the Performance Management Plan measures and goals. %­²´±¤ (-)3 $ ³  1´ «¨³¸ Because the QPRs used to monitor project performance are generated from HMIS, it is critical that HMIS data be accurate, timely, and complete. To this end, it is essential that providers adhere to the data quality standards outlined in the Spokane HMIS Dat shall be a reflection of information provided by the client, as documented by the intake worker or otherwise updated by the client and documented for reference. All required data elements for each th program type must be entered by the 5 day of the following month (including weekends and holidays) for all client activity during the preceding month. The percentage of required data elements identified, as data element. determined for the project type as set by the HMIS Committee. For a comprehensive outline of data quality expec 2´­  ­£ 2¤µ¨¤¶ 1´ ±³¤±«¸ 0±®©¤¢³ 2¤¯®±³ To help homeless providers manage their performance on the objectives laid out in this Performance Management Plan, HMIS staff have made the QPR available to providers. The QPR provides detailed Page 48 of 57 -level data. Providers can run the QPR on their projects using HMIS whenever they like in order to better understand in real-time how they performed on all the objectives in this Performance Management Plan. At a minimum, though, providers are required to run the QPR on a quarterly basis and to submit the report to CHHS staff within 15 days of the end of the quarter. Submissions shall be accompanied by a brief narrative overview explaining quarterly outcomes for each performance measure inclusive of steps taken during the quarter to improve performance, external factors that influenced performance during the quarter, and planned actions to improve or maintain high performance in the following quarter. This narrative is an opportunity to highlight challenges faced by the project, areas of success (particularly those which be replicable by other providers), and to address steps for performance improvement. Performance narratives will be included in the published report for all projects. $¤µ¤«®¯ )­³¤±­ « )¬¯±®µ¤¬¤­³ 0« ­²  ² .¤¤£¤£ Providers should monitor their own performance on all project performance objectives on, at minimum, a quarterly basis. If providers notice in the QPR that they are not meeting an objective, it is their responsibility to develop internal plans to address the poor performance and they should ensure that improvement is made. As previously mentioned, projects that fail to meet an objective for at least one year may be targeted for development of a CAP. Once on a CAP, a project runs the risk of losing renewal funding if they are not able to improve their performance within a specific timeframe. Ensuring that project performance objectives are met will keep projects from being targeted for CAP development. 0 ±³¨¢¨¯ ³¤ ¨­ #®±±¤¢³¨µ¤ !¢³¨®­ 0« ­  ² 2¤°´¨±¤£ As mentioned previously, projects that fail to maintain minimum performance standards or to make adequate progress towards system performance targets for at least one year may be required to participate in a CAP. Ongoing poor performance, or failure to fully participate in the CAP, could ultimately result in the loss or reduction of funding. More details on the CAP process can be found in the Corrective Action Plan Guide. 3¯®ª ­¤ #¨³¸ȝ#®´­³¸ #®# 0±®©¤¢³ 0¤±¥®±¬ ­¢¤ /¡©¤¢³¨µ¤² The following are the project performance objectives for Spokane City/County CoC homeless assistance projects. The goals apply to all CoC-funded homeless projects and all City-funded emergency shelters, rapid re-housing, transitional housing, diversion, street outreach, and permanent supportive housing projects. Generally, overflow and seasonal emergency shelters are exempt from the performance standards. Projects that are newly funded under 2-year RFP or whose baseline performance prior to the 5-year award period does not meet the minimum performance standards will have two years to achieve the minimum performance expectations outlined below. Projects that do not meet minimum performance standards by the end of the first year of the 2-year award period will be required to develop a Corrective Action Plan (CAP). Projects that do not meet minimum performance standards or fail to fully participate in the CAP by the end of the second year of the 2-year award period may face a loss or reduction of funding. The first sentence of the paragraph states there are two years to achieve the min. performance expectations and then in the third sentence it states that minimum performance needs to be made in the first year. Projects funded under the 5-Year RFP whose baseline performance prior to the 5-year award period are Page 49 of 57 required to make annual progress towards the 5-year system performance targets in accordance with the annual performance milestones may be required to develop a CAP. Homelessness Diversion Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to At least 88% of persons in Homeless At least 95% of persons in Homeless Permanent Diversion projects exit to permanent Diversion projects exit to permanent Housing housing at program exit. (Temporary Stay housing at program exit. with Family is a successful outcome.) Returns to Diversion projects will have no more than Diversion projects will have no more Homelessness 6% of persons who exited to permanent than 3% of persons who exited to housing return to homelessness within 1 permanent housing return to year. homelessness within 1 year. Street Outreach Projects Performance Measures Measure Minimum Performance System Performance Target Standard Exis to Permanent At least 40% of persons in Street At least 25% of persons in Street Outreach Housing (SPM Metric Outreach (SO) projects will move (SO) projects will move into permanent 7a.1 into permanent housing at exit. housing at exit. Average time from The average length of time for Engagement to Exit persons from date of (Changed from engagement to exit is 90 days. Average Length of Time to Date of Engagement) Exits to Temporary or At least 25% of persons in SO At least 30% of persons in SO projects will Institutional Settings projects will move to certain move to certain temporary and institutional (SPM Metric 7a.1) temporary and institutional settings at program exit. settings at program exit Successful Exits from At least 65% of persons in SO At least 55% of person in SO projects will Street Outreach (SPM projects will move into move into permanent housing or to certain Metric 2b) permanent housing or to certain temporary housing and institutional settings temporary and institutional at program exit. (Change from 80%) settings at program exit. Returns to SO projects will have no more SO projects will have no more than 10% of Homelessness (SPM than 20% of adults who exited to adults who exited to permanent housing Metric 2b) permanent housing return to return homelessness withing two years of homelessness within two years exit. of exit Serving those with At least 64% of persons served At least 75% of persons served by SO the Long Lengths of by SO projects will have lengths projects will have lengths of Homelessness of homelessness greater than 12 homelessness greater than 12 months. months. Continuous Stay Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Emergency Shelter (ES) projects will Emergency Shelter (ES) projects will Homeless in ES (SPM have an average length of stay of no have an average length of stay of no Metric 1a.1) more than 90 days. more than 30 days Page 50 of 57 Exits to Permanent At least 55% of persons in ES projects At least 80% of persons in ES projects Housing (SPM Metric will move into permanent housing at will move into permanent housing at 7b.1)exit exit. Returns to ES projects will have no more than ES projects will have no more than Homelessness (SPM 20% of adults who exited to 10% of adults who exited to Metric 2b) permanent housing return to permanent housing return to homelessness within two years of exit homelessness within two years of exit Average Rate of Family: The average numbers of persons Utilization Singles: enrolled in ES projects per night will The average numbers of persons represent no less than the 95% of enrolled in ES projects per night will projects; total bed inventory represent no less than 85% of (different rates for families and singles) Homeless Prevention Projects Performance Measures Measure Minimum Performance Standard System Performance Target Employment and At least 20% of persons in HP projects At least 40% of persons in HP projects Income Growth will gain or increase employment or will gain or increase employment or (SPM Metric 4.6) non-employment cash income at exit. non-employment cash income at exit Exits to Permanent At least 70% of persons in Homeless At least 80% of persons in Homeless Housing Prevention projects exit to permanent Prevention projects exit to permanent housing at program exit. housing at program exit. Returns to Homeless Prevention projects will have Homeless Prevention projects will Homelessness no more than 10% of persons who have no more than 15% of persons exited to permanent housing return to who exited to permanent housing homelessness within 2 years. return to homelessness within 2 years Transitional Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Transitional Housing (TH) projects will Transitional Housing (TH) projects Homeless in TH have an average length of stay of no more will have an average length of stay (SPM Metric 1a.2) than 160 days (270 for youth and young no more than 90 days (120 days for adult projects) youth and young adults) Exits to Permanent At least 55% of persons in TH projects will At least 80% of persons in TH Housing (SPM Metric move into permanent housing at exit projects will move into permanent 7b.1)housing at exit Employment and At least 35% of person in TH projects will At least 50% of persons in TH Income Growth gain or increase employment or non-projects will gain or increase (SPM Metric 4.6) employment cash income or at exitemployment or non-employment cash income or at exit Returns to TH projects will have no more than 10% of TH projects will have no more than Homelessness (SPM adults who exited to permanent housing 5% of adults who exited to Metric 2b) return to homelessness within two years permanent housing return to of exit homelessness within two years of exit Average Rate of The average numbers of persons enrolled The average numbers of persons Utilization in TH projects per night will represent no enrolled in TH projects per night Page 51 of 57 will represent no less than 85% of inventory. Both unit and bed utilization. Rapid Re-Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Rapid Placement into RRH projects will place persons into RRH projects will place persons into Permanent Housing permanent housing within 90 days of permanent housing within 60 days of project entry project entry Exits to Permanent At least 70% of persons entering RRH At least 80% of persons entering RRH housing (SPM Metric projects will remain in permanent projects will remain in permanent 7b.1)housing at exit housing at exit Employment and At least 20% of persons in RRH At least 40% of persons in RRH Income Growth (SPM projects will gain or increase projects will gain or increase Metric 4.6) employment or non-employment cash employment or non-employment cash income at exit income at exit (Specify SIngles and Families) Returns to RRH projects will have no more than RRH projects will have no more than Homelessness (SPM 10% of adults who exited to 5% of adults who exited to permanent Metric 2b) permanent housing return to housing return to homelessness within homelessness within two years of exit two years of exit Permanent Supportive Housing/ other Permanent Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to or Retention At least 93% of housed persons remain in At least 95% of housed persons of Permanent Permanent Supportive Housing (PSH) remain in Permanent Supportive Housing (SPM project or exit to permanent housing (PH) Housing (PSH) project or exit to Metric 7b2) as of the end of the reporting period or at permanent housing (PH) as of the program exit end of the reporting period or at program exit Employment and At least 50% of persons entering a PSH At least 55% of persons entering a Income Growth for project will gain or increase employment PSH project will gain or increase stayers (SPM Metric or non- employment cash income during employment or non- employment 4.3) the reporting period or at annual cash income during the reporting assessment period or at annual assessment Employment and At least 45% of persons entering a PSH At least 50% of persons entering a Income Growth for project will gain or increase employment PSH project will gain or increase Leavers or non- employment cash income at exit employment or non- employment (SPM Metric 4.6) cash income at exit Returns to PSH projects will have no more than 5% of PSH projects will have no more than Homelessness (SPM adults who exited to permanent housing 3% of adults who exited to Metric 2b) return to homelessness within two years permanent housing return to of exit homelessness within two years of exit Average Rate of The average numbers of persons enrolled The average numbers of persons Utilization in PSH projects per night will represent no enrolled in PSH projects per night will represent no less than the 95% inventory. Measure applies to unit total bed inventory utilization and bed utilization. Page 52 of 57 Homelessness Diversion Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to Permanent At least 88% of person in Homeless At least 95% of persons in Housing Diversion projects exit to permanent Homeless Diversion projects housing at program exit. (Temporary exit to permanent housing at Stay with Family is a successful program exit. outcome.) Returns to Diversion projects will have no more Diversion projects will have no Homelessness than 6% of persons who exited to more than 3% of persons who permanent housing return to exited to permanent housing homelessness within ## year. (Is return to homelessness within Diversion a long term strategy or short-(suggested 1 year of exit). term stabilization?) Street Outreach Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exis to Permanent At least 40% of persons in Street At least 25% of persons in Housing (SPM Metric Outreach (SO) projects will move into Street Outreach (SO) projects 7a.1 permanent housing at exit. will move into permanent housing at exit. Average time from The average length of time for persons Engagement to Exit from date of engagement to exit is ### (Changed from Average days. (Maybe 120 days, 90 days) Length of Time to Date of Engagement) Exits to Temporary or At least 25% of persons in SO projects At least 30% of persons in SO Institutional Settings will move to certain temporary and projects will move to certain (SPM Metric 7a.1) institutional settings at program exit temporary and institutional settings at program exit. Successful Exits from At least 65% of persons in SO projects At least 55% of person in SO Street Outreach (SPM will move into permanent housing or to projects will move into Metric 2b) certain temporary and institutional permanent housing or to settings at program exit. certain temporary housing and institutional settings at program exit. (Change from 80%) Returns to SO projects will have no more than 20% SO projects will have no more Homelessness (SPM of adults who exited to permanent than 10% of adults who exited Metric 2b)housing return to homelessness within to permanent housing return two years of exit homelessness withing two years of exit. Serving those with the At least 64% of persons served by SO At least 75% of persons served Long Lengths of projects will have lengths of by SO projects will have lengths Homelessness homelessness greater than 12 months. of homelessness greater than 12 months. Continuous Stay Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Page 53 of 57 Length of Time Emergency Shelter (ES) projects will Emergency Shelter (ES) projects Homeless in ES (SPM have an average length of stay of no will have an average length of Metric 1a.1) more than 90 days. stay of no more than 30 days Exits to Permanent At least 55% of persons in ES projects At least 80% of persons in ES Housing (SPM Metric will move into permanent housing at projects will move into 7b.1)exit permanent housing at exit. Returns to ES projects will have no more than 20% ES projects will have no more Homelessness (SPM of adults who exited to permanent than 10% of adults who exited Metric 2b) housing return to homelessness within to permanent housing return to two years of exit homelessness within two years of exit Average Rate of Family: The average numbers of Utilization Singles: persons enrolled in ES projects The average numbers of persons per night will represent no less enrolled in ES projects per night will than the 95% of projects; total bed inventory total bed inventory (different rates for families and singles) Homeless Prevention Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to Permanent At least 88% of persons in Homeless At least 95% of persons in Housing Prevention projects exit to permanent Homeless Prevention projects housing at program exit. (Temporary exit to permanent housing at Stay with Family is a successful program exit. outcome.) Returns to Diversion projects will have no more Diversion projects will have no Homelessness than 6% of persons who exited to more than 3% of persons who permanent housing return to exited to permanent housing homelessness within ## year. (Is return to homelessness within Diversion a long term strategy or short-(suggested 1 year of exit). term stabilization?) Transitional Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Transitional Housing (TH) projects will Transitional Housing (TH) Homeless in TH (SPM have an average length of stay of no projects will have an average Metric 1a.2) more than 160 days (270 for youth and length of stay no more than 90 young adult projects) days (120 days for youth and young adults) Exits to Permanent At least 55% of persons in TH projects At least 80% of persons in TH Housing (SPM Metric will move into permanent housing at projects will move into 7b.1)exit permanent housing at exit Employment and At least 35% of person in TH projects At least 50% of persons in TH Income Growth (SPM will gain or increase employment or projects will gain or increase Metric 4.6) non-employment cash income or at exit employment or non- employment cash income or at exit Page 54 of 57 Returns to TH projects will have no more than 10% TH projects will have no more Homelessness (SPM of adults who exited to permanent than 5% of adults who exited to Metric 2b) housing return to homelessness within permanent housing return to two years of exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in TH projects per night will persons enrolled in TH projects represent no less than the 85% of per night will represent no less inventory Rapid Re-Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Rapid Placement into RRH projects will place persons into RRH projects will place persons Permanent Housing permanent housing within 30 days of into permanent housing within project entry20 days of project entry Exits to Permanent At least 70% of persons entering RRH At least 80% of persons entering housing (SPM Metric projects will remain in permanent RRH projects will remain in 7b.1)housing at exit permanent housing at exit Employment and At least 205 of persons in RRH projects At least 40% of persons in RRH Income Growth (SPM will gain or increase employment or projects will gain or increase Metric 4.6) non-employment cash income at exit. employment or non- employment cash income at exit Returns to RRH projects will have no more than RRH projects will have no more Homelessness (SPM 10% of adults who exited to permanent than 5% of adults who exited to Metric 2b) housing return to homelessness within permanent housing return to two years of exit homelessness within two years of exit Permanent Supportive Housing/ other Permanent Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time At least 93% of housed persons remain At least 95% of housed persons Homeless in PSH (SPM in Permanent Supportive Housing (PSH) remain in Permanent Metric 1a.2) project or exit to permanent housing Supportive Housing (PSH) (PH) as of the end of the reporting project or exit to permanent period or at program exit housing (PH) as of the end of the reporting period or at program exit Employment and At least 50% of persons entering a PSH At least 55% of persons entering Income Growth for project will gain or increase a PSH project will gain or stayers (SPM Metric 4.3) employment or non- employment cash increase employment or non- income during the reporting period or employment cash income at annual assessment during the reporting period or at annual assessment Employment and At least 45% of persons entering a PSH At least 50% of persons entering Income Growth for project will gain or increase a PSH project will gain or Leavers employment or non- employment cash increase employment or non- (SPM Metric 4.6) income at exit Page 55 of 57 employment cash income at exit Returns to PSH projects will have no more than 5% PSH projects will have no more Homelessness (SPM of adults who exited to permanent than 3% of adults who exited to Metric 2b) housing return to homelessness within permanent housing return to two years of exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in PSH projects per night will persons enrolled in PSH projects represent no less than the 85% of per night will represent no less bed inventory Page 56 of 57 These recommendations aim to provide a comprehensive framework for enhancing the inclusion of specific local data and stakeholder feedback will be essential in tailoring these strategies to Spokane County's unique needs. Governance Recommendations: Enhance Transparency and Accountability: To build trust and engage the community, implement transparent governance practices, including regular public reporting on progress and outcomes. Apply an equity lens to the structures, processes and practices of the CoC to address disparities in the services and outcomes. Regional Integration Recommendations: Foster Collaboration: Strengthen partnerships with neighboring regions, municipalities, and service providers to ensure a cohesive approach to homelessness. Develop Shared Resources: Create a shared database and resource pool to optimize service delivery and reduce duplication of efforts. Integrate crisis response and emergency planning into homelessness planning and discussion across the region. Service Delivery and Coordination Recommendations: Improve Coordination: Implement a coordinated entry system to streamline access to services for individuals experiencing homelessness. Expand Outreach: Increase outreach efforts to identify and engage individuals experiencing homelessness who are not currently accessing services. Holistic Approaches: Adopt holistic and individualized service plans that address mental health, substance abuse, employment, and housing needs. Data Collection and Analysis Recommendations: Enhance Data Collection: Develop comprehensive data collection methods to track homelessness trends and measure the effectiveness of interventions. Utilize Data Analytics: Use data analytics to identify patterns, forecast needs, and allocate resources efficiently. Housing Solutions Recommendations: Increase Affordable Housing: Advocate for developing affordable housing units, both rental and homeownership, to meet the demand of low-income individuals and families. Supportive Housing Models: Expand supportive housing options that combine housing assistance with wraparound services to ensure long-term stability for vulnerable populations. Rental Assistance Programs: Strengthen rental assistance programs to prevent at- risk individuals from becoming homeless. Funding and Resources Recommendations: Secure Sustainable Funding: Identify and secure diverse funding streams, including federal, state, local, and private sources, to support long-term initiatives. Leverage Public-Private Partnerships: Encourage collaboration between public entities and private sector partners to maximize resource availability and impact. Community Engagement Recommendations: Increase Public Awareness: Launch public awareness campaigns to educate the community about homelessness issues and foster a culture of empathy and support. Engage Stakeholders: Actively involve stakeholders, including individuals with lived experience, in planning and decision-making processes to ensure initiatives are responsive to real needs. Objective 1: Quickly Identify and Engage People Experiencing Homelessness Develop and maintain By-Name Lists for sub-populations: chronic singles, veterans, and youth to achieve functional zero. o Distribute the Veteran By Names list out to VA Providers- Monthly Increasing community education. Understanding how to refine Veteran criteria in CMIS/confirmation. Getting Veteran By Names list out to VA Providers- Monthly Focus on increasing community education and how we can refine Veteran eligibility criteria in CMIS. Review the built for zero/functional zero model o Develop a project plan for BNL in the HMIS by subpopulation A Hub, phone or hotline connected to some kind of shelter, would be more appropriate o Create BNL reports in HMIS, formalize coordination policies, and enhance CE access. Increase education and training, assess satellite site needs, and develop diversion strategies. Secure funding for outreach supplies, integrate outreach efforts and increase youth accessibility. Strengthen healthcare linkages and formalize partnerships in MOU Adopt a trauma-informed approach Prioritize equity and inclusion in engagement efforts. Map homeless camps, improve communication, and require CMIS compliance in outreach contracts. Universal intake may alleviate some of these. Other CoC policies and procedures are still needed. Further conversations around prioritization are needed. Objective 2: Prioritization of Homeless Housing for People with the Highest Needs Expand CE assessment sites to buy/for organizations. Include refugee needs in assessments, increase language services, and improve outreach to refugee organizations. Match people to the right intervention instead of the next intervention. Ensure people receive the choice of service level they need to be successful. Expand intervention choices offered by Coordinated Entry to meet various needs of individuals and families. Implement prioritization P&Ps for CE for all sub-populations o True research, to identify vulnerabilities needs to be done.There is a need to analyze the interventions available in our community, to ensure that the interventions match the community. Instead of matching interventions with level of vulnerability, we are putting them into programs or interventions that might not be a good fit. For instance, is the level that we are funding RRH, consistent with the level of need, as a percentage of the community. o Prioritizing the most vulnerable population such as those experiencing chronic homelessness and looking into other co-occurring disorders or disabilities that impact long-term housing rather than just longevity. o Needing a better way to manage Anon enrollments as the YMCA has difficulty in getting good data when each agency keeps their own anon list discussion on how other cities manage their anon system. Objective 3: Effective and Efficient Homeless Crisis Response Housing and Services Develop a (CE marketing and education) strategy-general information about what CE is, how it works, and what it means to access a program through it, for both those being served, and for other service providers. The CoC and the Homeless Coalition create info sheets, and disseminate that information, over listservs, and community calls/providers. A good example of a platform that helped with these kinds of things, is sheltermespokane.org so people did not have to call every shelter. Host office hours, so the CoC would not necessarily set up the info, but maybe coordinate those office hours, and the provider explains what is going on during those office hours. People come to specific topics. It seems like other CoC's have more contact with their HUD rep. Host a CE Symposium: As well as ongoing and regular training opportunities for CE and prioritization are needed. Maintain the CoC website as a hub of relevant training, resources and providers. It could also serve as a platform for engagement and keep folks/organizations informed. Create a once a year subcommittee open info and community forum day, so that people can learn from the different CE's and providers, similar to the CE symposium Make parts or all of the HFCA being available online, or at kiosks, would increase accessibility, and make it more regional, and less City of Spokane Centric. CC already does a pre-screening, which helps increase some accessibility, but it still necessitates an in-person contact. Regardless of the means, it is clear the expanding accessibility of CE is a need, and further community discussion is needed. Achieve high-performing community performance set out in the Performance Management Plan for all project types Move-on Strategy HUD-VASH folks in SHA units preparing to move on into units within the community after 1 year in their SHA unit Implement standardized aftercare services, improve access to mainstream benefits, and strengthen partnerships with employment agencies. Develop and implement a system-wide move-on strategy with continuous training and feedback. Develop a CoC subcommittee for people with lived experience and ensure diverse participation and compensation. Improve access and accessibility to CE Pursue more flexible funding would go a long way to increase service speed, service quality, and allow us to better serve families. A standardized form, and agreement, so that when people are calling we don't have to do the "can't confirm or deny" dance. A general ROI, not for Anon clients, would ease communication between agencies. Research to identify vulnerabilities needs to be done. There is a need to analyze the interventions available in our community, to ensure that the interventions match the community. Instead of matching interventions with level of vulnerability, we are putting people into programs or interventions that might not be a good fit. For instance, is the level that we are funding RRH, consistent with the level of need, as a percentage of the community. Implementation of a Diversion First model-The family system is increasing satellite sites. Sarah wants more people in schools, not MV staff, but more school- based/community-based people trained to do CE. perhaps also available at healthcare hotspots, or DSHS, like community health workers. Create universal CE policies and procedures (P&Ps) CE working with the CoC and CHHS department to identify low-performing projects, and provide assistance to correct. Increase TA and support. Identify high-performing agencies that can serve as guide to assist with correction Improve subcommittee function and participation. Create and adopt structure How should meetings be run? Goals of each Subcommittee-beyond agency updates. Training for new chairs. Review and analyze performance metrics and how they seem way too high for many programs but especially for Diversion Coordinate with health systems and formalize with MOU Objective 4: A projection of the impact of the fully implemented local plan on the number of households housed and the number of households left unsheltered, assuming existing resources and state policies Establish data-sharing agreements between CHHS and the Spokane Regional Health District and integrate health, chronically homeless, and rental data. Utilize a rental registry for a comprehensive snapshot of available units and promote a single repository for affordable housing units. Develop projections for housed and unsheltered households, adjust strategies based on data, and engage stakeholders for continuous improvement. Objective 5: Address Disparities Among People Experiencing Homelessness Ensure equity in outcomes by tracking and addressing disparities in housing and services. Analyze project-level disparities and improve access to the CE system for all racial and ethnic groups. Conduct quarterly measurements and integrate diverse agencies into the CE system. Enhance language access, implement annual community surveys, and connect individuals with supportive living services. Develop housing solutions for justice-involved individuals facing significant barriers, particularly those with sex offender backgrounds. Quarterly assessment of SALA tool based on measurements identified by the community and providers. Implement training on microaggressions. Improve system performance and incorporate racial equity and increased access to the system for 2sLGBTQIA Create a system-wide move-on strategy: utilize the previous move-on strategy evaluate it for current relevance create a strategy for implementation. (Perhaps a one strategy, one size fits all is not appropriate, perhaps a collection of strategies, right fit, for right situation. so that common denominators can be addressed.) Perform research and information gathering phase of the approved methodology Analyze data Develop intervention strategies Evaluate possible data gathered from SSVF,HCHV, and CMIS. Create a structure to review this as a group and identify possible disparities. Shift focus of the group to review racial disparities each month along with BNL and Master List updates. . Homelessness Diversion Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to Permanent At least 88% of persons in At least 95% of persons in Housing Homeless Diversion projects exit Homeless Diversion to permanent housing at program projects exit to permanent exit. (Temporary Stay with Family housing at program exit. is a successful outcome.) Returns to Diversion projects will have no Diversion projects will have Homelessness more than 6% of persons who no more than 3% of persons exited to permanent housing who exited to permanent return to homelessness within 1 housing return to year. homelessness within 1 year. Street Outreach Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exis to Permanent At least 40% of persons in Street At least 25% of persons in Housing (SPM Metric Outreach (SO) projects will move Street Outreach (SO) 7a.1 into permanent housing at exit. projects will move into permanent housing at exit. Average time from The average length of time for Engagement to Exit persons from date of engagement (Changed from to exit is 90 days. Average Length of Time to Date of Engagement) Exits to Temporary or At least 25% of persons in SO At least 30% of persons in Institutional Settings projects will move to certain SO projects will move to (SPM Metric 7a.1) temporary and institutional certain temporary and settings at program exit institutional settings at program exit. Successful Exits At least 65% of persons in SO At least 55% of person in from Street Outreach projects will move into permanent SO projects will move into (SPM Metric 2b) housing or to certain temporary permanent housing or to and institutional settings at certain temporary housing program exit. and institutional settings at program exit. (Change from 80%) Returns to SO projects will have no more than SO projects will have no Homelessness (SPM 20% of adults who exited to more than 10% of adults Metric 2b) permanent housing return to who exited to permanent homelessness within two years of housing return exit homelessness withing two years of exit. Serving those with At least 64% of persons served by At least 75% of persons the Long Lengths of SO projects will have lengths of served by SO projects will Homelessness homelessness greater than 12 have lengths of months. homelessness greater than 12 months. Continuous Stay Emergency Shelter Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Emergency Shelter (ES) projects Emergency Shelter (ES) Homeless in ES (SPM will have an average length of stay projects will have an Metric 1a.1) of no more than 90 days. average length of stay of no more than 30 days Exits to Permanent At least 55% of persons in ES At least 80% of persons in Housing (SPM Metric projects will move into permanent ES projects will move into 7b.1) housing at exit permanent housing at exit. Returns to ES projects will have no more than ES projects will have no Homelessness (SPM 20% of adults who exited to more than 10% of adults Metric 2b) permanent housing return to who exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Average Rate of Family: The average numbers of Utilization Singles: persons enrolled in ES The average numbers of persons projects per night will enrolled in ES projects per night represent no less than the will represent no less than 85% of 95% of projects; total bed inventory (different rates for families and singles) Homeless Prevention Projects Performance Measures Measure Minimum Performance Standard System Performance Target Employment and At least 20% of persons in HP At least 40% of persons in Income Growth (SPM projects will gain or increase HP projects will gain or Metric 4.6) employment or non-employment increase employment or cash income at exit. non-employment cash income at exit Exits to Permanent At least 70% of persons in At least 80% of persons in Housing Homeless Prevention projects exit Homeless Prevention to permanent housing at program projects exit to permanent exit. housing at program exit. Returns to Homeless Prevention projects will Homeless Prevention Homelessness have no more than 10% of persons projects will have no more who exited to permanent housing than 15% of persons who return to homelessness within 2 exited to permanent years. housing return to homelessness within 2 years Transitional Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Length of Time Transitional Housing (TH) projects Transitional Housing (TH) Homeless in TH will have an average length of stay projects will have an (SPM Metric 1a.2) of no more than 160 days (270 for average length of stay no youth and young adult projects) more than 90 days (120 days for youth and young adults) Exits to Permanent At least 55% of persons in TH At least 80% of persons in Housing (SPM Metric projects will move into permanent TH projects will move into 7b.1) housing at exit permanent housing at exit Employment and At least 35% of person in TH At least 50% of persons in Income Growth (SPM projects will gain or increase TH projects will gain or Metric 4.6) employment or non-employment increase employment or cash income or at exit non-employment cash income or at exit Returns to TH projects will have no more than TH projects will have no Homelessness (SPM 10% of adults who exited to more than 5% of adults who Metric 2b) permanent housing return to exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in TH projects per night persons enrolled in TH will represent no less than the projects per night will represent no less than 85% inventory. Both unit and bed utilization. inventory Rapid Re-Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Rapid Placement RRH projects will place persons RRH projects will place into Permanent into permanent housing within 90 persons into permanent Housing days of project entry housing within 60 days of project entry Exits to Permanent At least 70% of persons entering At least 80% of persons housing (SPM Metric RRH projects will remain in entering RRH projects will 7b.1) permanent housing at exit remain in permanent housing at exit Employment and At least 20% of persons in RRH At least 40% of persons in Income Growth (SPM projects will gain or increase RRH projects will gain or Metric 4.6) employment or non-employment increase employment or cash income at exit non-employment cash (Specify SIngles and Families) income at exit Returns to RRH projects will have no more RRH projects will have no Homelessness (SPM than 10% of adults who exited to more than 5% of adults who Metric 2b) permanent housing return to exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Permanent Supportive Housing/ other Permanent Housing Projects Performance Measures Measure Minimum Performance Standard System Performance Target Exits to or Retention At least 93% of housed persons At least 95% of housed of Permanent remain in Permanent Supportive persons remain in Housing (SPM Metric Housing (PSH) project or exit to Permanent Supportive 7b2) permanent housing (PH) as of the Housing (PSH) project or end of the reporting period or at exit to permanent housing program exit. (PH) as of the end of the reporting period or at Will further break this down to program exit families and singles. Employment and At least 50% of persons entering a At least 55% of persons Income Growth for PSH project will gain or increase entering a PSH project will stayers (SPM Metric employment or non- employment gain or increase 4.3) cash income during the reporting employment or non- period or at annual assessment employment cash income during the reporting period or at annual assessment Employment and At least 45% of persons entering a At least 50% of persons Income Growth for PSH project will gain or increase entering a PSH project will Leavers employment or non- employment gain or increase (SPM Metric 4.6) cash income at exit employment or non- employment cash income at exit Returns to PSH projects will have no more PSH projects will have no Homelessness (SPM than 5% of adults who exited to more than 3% of adults who Metric 2b) permanent housing return to exited to permanent homelessness within two years of housing return to exit homelessness within two years of exit Average Rate of The average numbers of persons The average numbers of Utilization enrolled in PSH projects per night persons enrolled in PSH will represent no less than the projects per night will represent no less than the inventory. Measure applies to unit utilization and bed utilization. inventory Notes on changes to the Performance Measures. Add Homeless Prevention Projects Performance Measures Homeless Diversion Projects Performance Measures Successful Exits Include: Temporary Stay with Family Returns to Homelessness: Contract says 90 day returnDiversion measured at 1 year, rather than 2 years, as the intervention does not have subsidy attached to it. System Performance Target: Returns to Homelessness: Also, changed to 1 year. Street Outreach Projects Performance Measures: Measures: Add a measure from engagement to exit. Setting to 90 days to gain understanding of the duration. System Performance Target: Suggested change from 50% to 25% will move to permanent housing at exit. TH Project Performance Measures: For Families in TH and PSH-utilization for beds is tricky. We are suggesting that for Families, unit utilization also be considered and measured. PSH Project Performance Measures: Suggested that Families and Singles be considered and tracked as well as aggregate.