Chapter 2 - Community Indicators
PlanSpokane 2046 draft
Aug 7, 2026
[Page 1]
This cover page is not part of the draft Comprehensive Plan and is intended to only help with navigation of the drafts.
The chapter you see here is the result of months of
work by countless individuals throughout the
community. It represents a combination of inputs
generously provided by the public, Plan
Commission, City Council, and many others. This
updated chapter will eventually be considered by
the Plan Commission and City Council for inclusion
in PlanSpokane 2046.
Our teams have worked hard to create these
updated chapters. Each has been discussed at the
Plan Commission, by various Plan Commission
subcommittees, with City Council in general, and
shared with the public at various points along the
way. These chapters represent the efforts of many,
helping to describe the policy and guidance the
Comprehensive Plan can provide in each topic area.
Please note this version supersedes any previously
published versions, including the release of many
chapters last October. All prior versions should be
considered out-of-date from this point on.
As with prior versions, this chapter includes the
basic text, but might not match the visual look and
format of the final document (we're still working on
that). To help readers identify where updated
language has been provided, a series of icons are
shown at right along the way. These aren't part of
the final document--they're provided to help
readers understand where certain changes may
have come from, where past policies have been
combined, etc. A guide to those icons is provided
below. Each chapter will use the same set of icons
for consistency.
General information or
notation is provided, clarifying
overall changes to the text.
Language was streamlined or
condensed for readability
or clarity.
A new Goal or Policy was added,
not sourced from the currently
adopted plan.
Policy language was added to ensure
consistency with changes in law at the
State/Federal level.
USEFUL
ICONS
Multiple Policies from the currently adopted
plan were combined into one, usually done
to eliminate redundant language.
Text was added as a result of the City's
study of Racially Disparate Impacts and
Displacement.
A policy or text was added as recommended by the Climate Resilience and
Sustainability Board (CRSB).
A goal or policy was removed or moved to
another chapter. These are listed at the end of
each chapter and include a reason.
What's Next for PlanSpokane?
Because this is the first complete view of some
chapters (e.g. Growth Strategy, Transportation,
Capital Facilities), we anticipate one more release
of updated chapters and maps later this summer.
After that, Plan Commission will likely hold a
hearing to consider the overall document. We'd
love to hear from you along the way.
Document Version: August 5, 2026
If you have any comments on the chapters, please
engage with us at http://planspokane.org or by
email at planspokane@spokanecity.org. All
comments are considered and each will be
provided to the Plan Commission and City Council
for their consideration prior to any hearings on
the proposed document.
[Page 2]
Chapter 2: Community Indicators
Carrying Out the Plan
The Comprehensive Plan represents the community’s vision for the next 20
years, not only a single point in time. The vision, goals, and policies
expressed within may take time to fully enact and implement, as the
community continues to grow and change into the future. While the
Comprehensive Plan supports community-wide collaboration, City
government has the primary responsibility to implement the plan, with input
from community members.
Figure 1. One example of implementation: the North Monroe Street Business
District revitalization. This project was made possible by the Capital
Improvement Plan, which was based on direction from the City of Spokane
Comprehensive Plan. Art credit: Madison Merica.
Review notes
The existing Implementation
Chapter has been renamed to
better represent the purpose
and content of the Chapter,
which is monitoring and
tracking.
The Chapter has been
substantially rewritten,
streamlining the content,
identifying how best to
implement and monitor the
goals and policies of the
Comprehensive Plan, and
providing direction on the state
mandated 5-year check-in.
Details such as the previous
matrices are working
documents and best left out of
the Comprehensive Plan for
useability and adaptability.
[Page 3]
Implementation of the Comprehensive Plan comes in many forms. Land use
and development regulations shape the built environment while the
allocation of public funds for physical improvements provides connections,
infrastructure, and open space. The Washington Growth Management Act
(GMA) requires and ensures that actions by the City – from budgeting and
spending to codes, policies, and programs – conform with the Plan. In
addition to the Comprehensive Plan, companion documents and plans are
developed by the City to further inform decision-making to reach the
community’s vision. For instance, the 6-year Street and Capital Facilities
Plans also establish implementation priorities for the City, especially as it
related to infrastructure and street improvements. The City can also adopt
Strategic or Specific Action Plans to help prioritize policies identified in the
Comprehensive Plan.
Community indicators support the Comprehensive Plan by providing a
framework for tracking and monitoring the success and progress of
implementation. This Chapter provides that direction for both the required
WA Commerce 5-year check-in and additional community indicators to
support a resilient, connected, and livable city.
Tracking and Monitoring
Putting the Comprehensive Plan into action is one of the most important
and challenging aspects of the comprehensive planning process. The 20-
year planning horizon of the Plan, which is revisited every 10 years for
potential updates to meet evolving needs, means realization of the vision
may not occur overnight, but rather through incremental changes over time.
As such, it is best accomplished through regular tracking and monitoring,
ensuring that the community’s vision for tomorrow is achieved over time.
Throughout the life of the Comprehensive Plan, periodic assessments of the
effectiveness of the goals and policies occur, identifying ideas that may need
to be added or modified in order to produce a result consistent with the
Growth Management Act (GMA), the community’s vision for the future, and
the changing needs and priorities of the community.
<<The following text will be included as a sidebar, outside the main
chapter text>>
There are different ways to track and monitor the implementation of the
Comprehensive Plan. Some policies can be tracked with a quantitative
metric, or something that can be measured with numbers and data. For
instance, the number of bicycle lanes or percentage of the city covered with
tree canopy. Then there are qualitative metrics, or something that can be
described but not necessarily given a number. Increasing community
involvement and trust are two examples that cannot be easily measured.
<<End of Sidebar>>
Review notes
age 2
[Page 4]
Community indicators are different ways to monitor a goal, policy, or theme
of the Comprehensive Plan. This Chapter uses a framework of outcome and
process indicators to support long-term tracking and monitoring, ensuring
the community’s vision for the future comes to fruition over time. The listed
indicators also do not represent all related ways to monitor each theme but
rather serve as an example of key questions to ask when tracking
implementation.
Outcome Indicator: Identifies the extent to which the desired
future is achieved – has the goal been reached, or is it still in
progress? This indicator reflects the quantitative and/or qualitative
metrics used to track progress toward meeting the goals or policies.
Process Indicator: Identifies the progress being made towards the
desired goals. This indicator reflects the “how” behind achieving the
goals, including the internal City processes that exist or should be
developed to meet the goals and policies, as well as the programs,
projects, and/or funding and other resources dedicated to
implementation. Process indicators can vary widely depending on
what is being tracked and monitored.1
5-Year Check-In
In addition to requiring a periodic update to the Comprehensive Plan every
10 years, the Growth Management Act (GMA) also requires a 5-year
implementation progress report, wherein the City should look at how certain
factors are changing halfway through the update cycle. The four items
required for the 5-year report include housing affordability, permit
processing timelines, greenhouse gas emissions, and Vehicle Miles Traveled
(VMT).
Housing by Income Band
The 5-year implementation progress report requires tracking and
monitoring of the adopted Housing Element of the Comprehensive Plan and
the effect of those changes on housing affordability and availability within
the City of Spokane. Reporting to the Department of Commerce will follow
State guidance, with the below indicators supporting that guidance or being
separate monitoring for internal use.
Outcome Indicator: The number of housing permits issued and
completed per year, measured against reported affordability rates
within the city and the allocation of units by affordability band
adopted by the City in the Comprehensive Plan.
1
Indicators referenced from the University of Washington Climate Impacts Group
Review notes
Indicators were developed to
provide general direction of
what items to track and
monitor, while allowing for
adaptability to changing or new
programs and processes.
[Page 5]
Process Indicator: Incentives and other programs that support
housing development and affordability.
Permit Processing Timelines
The 5-year implementation progress report requires tracking and
monitoring of permit processing timelines to facilitate the planned for and
desired development of the Comprehensive Plan. Reporting to the
Department of Commerce will follow State guidance, with the below
indicators supporting that guidance or being separate monitoring for
internal use.
Outcome Indicator: The number of development permits issued
per year and the average review times.
Process Indicator: Identification of internal process changes
established to assist in the review of development permits.
Greenhouse Gas Emissions
The 5-year implementation progress report requires tracking and
monitoring of progress towards reducing community greenhouse gas
emissions (GHG). Reporting to the Department of Commerce will follow
State guidance, with the below indicators supporting that guidance or being
separate monitoring for internal use.
Outcome Indicator: Communitywide GHG on a total and per-capita
basis.
Process Indicator: GHG reduction process indicators include
programs, actions, and funding including, but are not limited to:
• Number of new or updated local ordinances, codes, or
standards that directly support emissions reduction (e.g.
building electrification requirements, green procurement
policies).
• Annual dollars allocated or awarded for projects (grants,
Capital Improvement Plan (CIP), operating budgets) that
provide GHG reducing benefits.
• Number of projects undertaken that provide GHG reducing
benefits.
• Number of partnerships maintained or formed with utilities,
nonprofits, or businesses to support emissions-reduction
initiatives.
• Establishment or improvement of tools for emissions
inventories, dashboards, or data-sharing agreements; and
• City fleet electric vehicle and renewable vehicle fuel
transition progress.
[Page 6]
Vehicle Miles Traveled
The 5-year implementation progress report requires tracking and
monitoring of progress towards reducing community Vehicle Miles Traveled
(VMT). Reporting to the Department of Commerce will follow State guidance,
with the below indicators supporting that guidance or being separate
monitoring for internal use.
Outcome Indicator: Communitywide VMT on a total and per-capita
basis.
Process Indicator: VMT reduction process indicators include
projects, funding, and events including, but are not limited to:
• Annual dollars allocated or awarded for projects (grants,
Capital Improvement Plan (CIP), operating budgets) to
provide VMT reducing benefits.
• Number of projects undertaken that provide VMT reducing
benefits.
• Miles of new or improved transit routes, frequency
increases, or transit-priority infrastructure installed.
• Miles of new bike lanes, sidewalks, or multi-use paths built
or upgraded.
• Number of adopted zoning updates that support compact,
mixed-use, or transit-oriented development.
• Number of shared bikes/scooters deployed, new mobility
hubs installed, and shared-parking programs.
• Number of outreach events, campaigns, or educational
programs promoting alternatives to driving.
• Number of City community-trip-reduction options offered to
employees (free bus passes, telework, etc.).
Continued Monitoring
While not part of the 5-year implementation progress report, there are
several key themes that warrant regular tracking and monitoring to ensure
implementation of the Comprehensive Plan, supporting the community’s
vision for the future of the City of Spokane. Different City departments may
be more relevant to track and monitor different themes or components of
themes than other departments, with continued monitoring being a
responsibility of the overall City.
Population Growth and Demographics
Many of the growth and housing strategies for the City of Spokane are based
on population projections for the next twenty years. Regular monitoring of
the City’s population and demographics allows for an understanding of the
accuracy of the projections and how the community is changing.
Review notes
5
[Page 7]
Outcome Indicator: Population and demographics numbers,
trends, and projections as reported by local, state, and national
agencies. Tracking of demographics can include age cohorts, race,
income, homeownership, and other statistics that inform the
makeup of the City of Spokane’s community.
Process Indicator: No specific indicators to track. However, the
tracking of growth and demographics can support various City
programs and ensure representative community engagement.
Land Use and Growth Strategy
A significant component of the Comprehensive Plan is the Future Land Use
Map and overall growth strategy for the next twenty years. Regular tracking
and monitoring of how the strategy is or is not being implemented and
changing land use needs in the city can support the long-term success of the
Comprehensive Plan.
Outcome Indicator: How often investments, incentives, and other
City decisions throughout the city, including within Urban Hubs, are
influenced by and support the growth strategy.
Process Indicator: Land Use and Growth Strategy process
indicators include planning efforts including, but are not limited to:
• Types and frequency of annual Comprehensive Plan
amendments to the Future Land Use Map.
• Number of ongoing subarea or other planning efforts to
refine or otherwise modify land uses or growth strategies.
Equity and Belonging
A history of policies and practices at both the local and national level have
disproportionately and adversely shaped the experience for many within
Spokane, particularly Black and Indigenous communities and other
Communities of Color, limiting housing and other opportunities for these
communities. Tracking and monitoring City actions and community impacts
can support a sense of belonging for all community members.
Outcome Indicator: Equity and belonging outcome indicators
include progress related to the Racially Disparate Impacts Analysis
Report (2025) and establishment of policies to mitigate displacement
risks.
Process Indicator: Equity and belonging process indicators include
planning efforts including, but are not limited to:
• Programs and projects undertaken to support equity and
belonging in the city.
Review notes
6
[Page 8]
• Tracking of how often City decisions are based on how they
support equitable outcomes.
• Established processes to increase language access and
improve overall community accessibility to City events and
actions.
• Community representation present on city boards,
committees, and commissions.
• Comparisons of the number of projects and magnitude of
investments allocated to different parts of the city,
highlighting these statistics against known high-
displacement and historic disinvestment areas.
Community Resiliency
Increasing climate hazards and impacts were a significant theme in the
development of this Comprehensive Plan, with community members
interested in implementation efforts to support local resiliency.
Outcome Indicator: A range of outcomes such as percentages of
impervious surface and tree canopy within neighborhoods, citywide
water usage, and number and distribution of community resiliency
hubs.
Process Indicator: Programs and projects undertaken to improve
community resiliency, including but not limited to:
• Number of waterwise education events.
• Data collection of natural environments and habitat
corridors.
• Emergency management planning and education events.
• Efforts to increase visibility and accessibility of emergency
information.
• Establishment of trusted community pathways before and
during emergencies.
• Programs to support wildfire resilience and household
preparedness.
• Monitoring of public response time, emergency notification
time, use of resilience hubs, and other resources during
future emergencies or natural hazards.
Community Well-being:
Community well-being can come in many forms, from supporting physical
health to proving opportunities for social interaction. Opportunities to
support wellbeing include policies and programs that influence or improve
resource allocation, the physical environment, cultural and recreational
opportunities, and accessible health systems through local policies that
enhance equity.
Review notes
7
[Page 9]
Outcome Indicator: Community well-being is an ongoing effort,
with permanent and recurring processes and support required, with
no end goal.
Process Indicator: Programs and projects undertaken to improve
community well-being, including but not limited to:
• Number of programs and projects undertaken to support
community health and connection, including youth
programs and volunteering events.
• Number of community gardens and programs to support
food access, including regular monitoring of public
awareness of the resources and the long-term effectiveness
of implementation in providing access.
• Programs and partnerships maintained and established to
support Indigenous food systems and culturally relevant
food practices.
• Number of community and annual events.
Economic Prosperity
A City must plan for employment and economic opportunities to support a
thriving community. Providing flexibility and recognizing changing industry
needs can support economic prosperity and employment opportunities.
Outcome Indicator: Communitywide job and business numbers
including, but not limited to:
• Number of jobs within Spokane city limits.
• Number of new businesses established and closed
businesses, as identified through business license data.
• Number of established businesses with over five years of
documented operations.
• Number of minority, woman, and veteran-owned businesses
within the city.
Process Indicator: Economic prosperity process indicators include
programs, funding, and actions including, but are not limited to:
• The establishment of plans and programs such as an
Economic Development Plan, a vacant storefront program,
and tenant referral program.
• Annual dollars allocated or awards for incentive programs.
• Number of full-time dedicated staff to support continuing
and expanding the economic development program.
• Number of partnerships formed with nonprofits and
businesses to support local economic prosperity and create
a collective understanding of available resources within the
community.
[Page 10]
• Establishment of rules, procedures, and programs that
mitigate commercial displacement within the city.
• Development site inventories including city-owned land and
brownfield sites.
Tribal and Urban Native Collaboration and Coordination
Collaboration and coordination with local Tribal governments and Urban
Native communities was a significant theme in the development of this
Comprehensive Plan. Local Tribal governments and Urban Native
organizations were consulted in the development of policies and meaningful
monitoring.
Outcome Indicator: As informed by Tribal and Urban Native
collaboration, implementation should be measured through
meaningful community outcomes, rather than simply documenting
completed activities. As such, outcome indicators do not only
evaluate whether programs, policies, or plans were established, but
also whether community members:
• Know they exist.
• Can access them.
• Are actively using them.
• Benefit from implementation.
Some outcomes for tracking include awareness, access, and benefit
of meetings between the City and Tribal liaisons as well as the
Spokane Urban Native Advisory Council, completion of joint efforts
between the City and the Tribes and Urban Native organizations, and
changes to programs and procedures ensuring Tribal and Urban
Native connection to decision making.
Process Indicator: Tribal and Urban Native collaboration and
coordination process indicators should demonstrate not only that
engagement occurred but also how feedback shaped City actions
and include, but are not limited to:
• How Tribal recommendations influenced planning.
• How Tribal input informed implementation decisions.
• Continued government-to-government collaboration
throughout implementation.
• Establishment of clear protocols or decision points
identifying when Tribal governments and Urban Native
organizations should be engaged regarding:
o Planning activities.
o Permitting.
o Infrastructure projects.
o Capital improvements.
[Page 11]
o Land use decisions.
o Development activities affecting cultural resources,
cultural landscapes, Tribal interests, or Tribal rights.
Accountability Framework
The success of the Comprehensive Plan relies on consistent review and
monitoring of the implementation of the Goals and Policies, to ensure active
implementation of the community’s vision. To provide accountability on
following the direction provided in the Comprehensive Plan, the following
steps will be regularly taken:
• Information on progress will be made accessible to the public.
• Mechanisms for how community members can meaningfully shape
the implementation and monitoring of the Comprehensive Plan will
be established.
• Interdepartment collaboration will regularly occur, leveraging the
work that City deparments are doing to recognize the collective
impact of those individual efforts.
• Reporting will be conducted in a holistic way, allowing the tracking
and monitoring of different City Departments to be considered
together to jointly inform City efforts.
Review notes
An accountability framework
has been included to reflect
community feedback on
transparency and accountability
for the implementation of the
goals and policies within the
Comprehensive Plan.
Chapter 2 - Community Indicators
PlanSpokane 2046 draft
Aug 7, 2026
[Page 1]
This cover page is not part of the draft Comprehensive Plan and is intended to only help with navigation of the drafts.
The chapter you see here is the result of months of
work by countless individuals throughout the
community. It represents a combination of inputs
generously provided by the public, Plan
Commission, City Council, and many others. This
updated chapter will eventually be considered by
the Plan Commission and City Council for inclusion
in PlanSpokane 2046.
Our teams have worked hard to create these
updated chapters. Each has been discussed at the
Plan Commission, by various Plan Commission
subcommittees, with City Council in general, and
shared with the public at various points along the
way. These chapters represent the efforts of many,
helping to describe the policy and guidance the
Comprehensive Plan can provide in each topic area.
Please note this version supersedes any previously
published versions, including the release of many
chapters last October. All prior versions should be
considered out-of-date from this point on.
As with prior versions, this chapter includes the
basic text, but might not match the visual look and
format of the final document (we're still working on
that). To help readers identify where updated
language has been provided, a series of icons are
shown at right along the way. These aren't part of
the final document--they're provided to help
readers understand where certain changes may
have come from, where past policies have been
combined, etc. A guide to those icons is provided
below. Each chapter will use the same set of icons
for consistency.
General information or
notation is provided, clarifying
overall changes to the text.
Language was streamlined or
condensed for readability
or clarity.
A new Goal or Policy was added,
not sourced from the currently
adopted plan.
Policy language was added to ensure
consistency with changes in law at the
State/Federal level.
USEFUL
ICONS
Multiple Policies from the currently adopted
plan were combined into one, usually done
to eliminate redundant language.
Text was added as a result of the City's
study of Racially Disparate Impacts and
Displacement.
A policy or text was added as recommended by the Climate Resilience and
Sustainability Board (CRSB).
A goal or policy was removed or moved to
another chapter. These are listed at the end of
each chapter and include a reason.
What's Next for PlanSpokane?
Because this is the first complete view of some
chapters (e.g. Growth Strategy, Transportation,
Capital Facilities), we anticipate one more release
of updated chapters and maps later this summer.
After that, Plan Commission will likely hold a
hearing to consider the overall document. We'd
love to hear from you along the way.
Document Version: August 5, 2026
If you have any comments on the chapters, please
engage with us at http://planspokane.org or by
email at planspokane@spokanecity.org. All
comments are considered and each will be
provided to the Plan Commission and City Council
for their consideration prior to any hearings on
the proposed document.
[Page 2]
Chapter 2: Community Indicators
Carrying Out the Plan
The Comprehensive Plan represents the community’s vision for the next 20
years, not only a single point in time. The vision, goals, and policies
expressed within may take time to fully enact and implement, as the
community continues to grow and change into the future. While the
Comprehensive Plan supports community-wide collaboration, City
government has the primary responsibility to implement the plan, with input
from community members.
Figure 1. One example of implementation: the North Monroe Street Business
District revitalization. This project was made possible by the Capital
Improvement Plan, which was based on direction from the City of Spokane
Comprehensive Plan. Art credit: Madison Merica.
Review notes
The existing Implementation
Chapter has been renamed to
better represent the purpose
and content of the Chapter,
which is monitoring and
tracking.
The Chapter has been
substantially rewritten,
streamlining the content,
identifying how best to
implement and monitor the
goals and policies of the
Comprehensive Plan, and
providing direction on the state
mandated 5-year check-in.
Details such as the previous
matrices are working
documents and best left out of
the Comprehensive Plan for
useability and adaptability.
[Page 3]
Implementation of the Comprehensive Plan comes in many forms. Land use
and development regulations shape the built environment while the
allocation of public funds for physical improvements provides connections,
infrastructure, and open space. The Washington Growth Management Act
(GMA) requires and ensures that actions by the City – from budgeting and
spending to codes, policies, and programs – conform with the Plan. In
addition to the Comprehensive Plan, companion documents and plans are
developed by the City to further inform decision-making to reach the
community’s vision. For instance, the 6-year Street and Capital Facilities
Plans also establish implementation priorities for the City, especially as it
related to infrastructure and street improvements. The City can also adopt
Strategic or Specific Action Plans to help prioritize policies identified in the
Comprehensive Plan.
Community indicators support the Comprehensive Plan by providing a
framework for tracking and monitoring the success and progress of
implementation. This Chapter provides that direction for both the required
WA Commerce 5-year check-in and additional community indicators to
support a resilient, connected, and livable city.
Tracking and Monitoring
Putting the Comprehensive Plan into action is one of the most important
and challenging aspects of the comprehensive planning process. The 20-
year planning horizon of the Plan, which is revisited every 10 years for
potential updates to meet evolving needs, means realization of the vision
may not occur overnight, but rather through incremental changes over time.
As such, it is best accomplished through regular tracking and monitoring,
ensuring that the community’s vision for tomorrow is achieved over time.
Throughout the life of the Comprehensive Plan, periodic assessments of the
effectiveness of the goals and policies occur, identifying ideas that may need
to be added or modified in order to produce a result consistent with the
Growth Management Act (GMA), the community’s vision for the future, and
the changing needs and priorities of the community.
<<The following text will be included as a sidebar, outside the main
chapter text>>
There are different ways to track and monitor the implementation of the
Comprehensive Plan. Some policies can be tracked with a quantitative
metric, or something that can be measured with numbers and data. For
instance, the number of bicycle lanes or percentage of the city covered with
tree canopy. Then there are qualitative metrics, or something that can be
described but not necessarily given a number. Increasing community
involvement and trust are two examples that cannot be easily measured.
<<End of Sidebar>>
Review notes
age 2
[Page 4]
Community indicators are different ways to monitor a goal, policy, or theme
of the Comprehensive Plan. This Chapter uses a framework of outcome and
process indicators to support long-term tracking and monitoring, ensuring
the community’s vision for the future comes to fruition over time. The listed
indicators also do not represent all related ways to monitor each theme but
rather serve as an example of key questions to ask when tracking
implementation.
Outcome Indicator: Identifies the extent to which the desired
future is achieved – has the goal been reached, or is it still in
progress? This indicator reflects the quantitative and/or qualitative
metrics used to track progress toward meeting the goals or policies.
Process Indicator: Identifies the progress being made towards the
desired goals. This indicator reflects the “how” behind achieving the
goals, including the internal City processes that exist or should be
developed to meet the goals and policies, as well as the programs,
projects, and/or funding and other resources dedicated to
implementation. Process indicators can vary widely depending on
what is being tracked and monitored.1
5-Year Check-In
In addition to requiring a periodic update to the Comprehensive Plan every
10 years, the Growth Management Act (GMA) also requires a 5-year
implementation progress report, wherein the City should look at how certain
factors are changing halfway through the update cycle. The four items
required for the 5-year report include housing affordability, permit
processing timelines, greenhouse gas emissions, and Vehicle Miles Traveled
(VMT).
Housing by Income Band
The 5-year implementation progress report requires tracking and
monitoring of the adopted Housing Element of the Comprehensive Plan and
the effect of those changes on housing affordability and availability within
the City of Spokane. Reporting to the Department of Commerce will follow
State guidance, with the below indicators supporting that guidance or being
separate monitoring for internal use.
Outcome Indicator: The number of housing permits issued and
completed per year, measured against reported affordability rates
within the city and the allocation of units by affordability band
adopted by the City in the Comprehensive Plan.
1
Indicators referenced from the University of Washington Climate Impacts Group
Review notes
Indicators were developed to
provide general direction of
what items to track and
monitor, while allowing for
adaptability to changing or new
programs and processes.
[Page 5]
Process Indicator: Incentives and other programs that support
housing development and affordability.
Permit Processing Timelines
The 5-year implementation progress report requires tracking and
monitoring of permit processing timelines to facilitate the planned for and
desired development of the Comprehensive Plan. Reporting to the
Department of Commerce will follow State guidance, with the below
indicators supporting that guidance or being separate monitoring for
internal use.
Outcome Indicator: The number of development permits issued
per year and the average review times.
Process Indicator: Identification of internal process changes
established to assist in the review of development permits.
Greenhouse Gas Emissions
The 5-year implementation progress report requires tracking and
monitoring of progress towards reducing community greenhouse gas
emissions (GHG). Reporting to the Department of Commerce will follow
State guidance, with the below indicators supporting that guidance or being
separate monitoring for internal use.
Outcome Indicator: Communitywide GHG on a total and per-capita
basis.
Process Indicator: GHG reduction process indicators include
programs, actions, and funding including, but are not limited to:
• Number of new or updated local ordinances, codes, or
standards that directly support emissions reduction (e.g.
building electrification requirements, green procurement
policies).
• Annual dollars allocated or awarded for projects (grants,
Capital Improvement Plan (CIP), operating budgets) that
provide GHG reducing benefits.
• Number of projects undertaken that provide GHG reducing
benefits.
• Number of partnerships maintained or formed with utilities,
nonprofits, or businesses to support emissions-reduction
initiatives.
• Establishment or improvement of tools for emissions
inventories, dashboards, or data-sharing agreements; and
• City fleet electric vehicle and renewable vehicle fuel
transition progress.
[Page 6]
Vehicle Miles Traveled
The 5-year implementation progress report requires tracking and
monitoring of progress towards reducing community Vehicle Miles Traveled
(VMT). Reporting to the Department of Commerce will follow State guidance,
with the below indicators supporting that guidance or being separate
monitoring for internal use.
Outcome Indicator: Communitywide VMT on a total and per-capita
basis.
Process Indicator: VMT reduction process indicators include
projects, funding, and events including, but are not limited to:
• Annual dollars allocated or awarded for projects (grants,
Capital Improvement Plan (CIP), operating budgets) to
provide VMT reducing benefits.
• Number of projects undertaken that provide VMT reducing
benefits.
• Miles of new or improved transit routes, frequency
increases, or transit-priority infrastructure installed.
• Miles of new bike lanes, sidewalks, or multi-use paths built
or upgraded.
• Number of adopted zoning updates that support compact,
mixed-use, or transit-oriented development.
• Number of shared bikes/scooters deployed, new mobility
hubs installed, and shared-parking programs.
• Number of outreach events, campaigns, or educational
programs promoting alternatives to driving.
• Number of City community-trip-reduction options offered to
employees (free bus passes, telework, etc.).
Continued Monitoring
While not part of the 5-year implementation progress report, there are
several key themes that warrant regular tracking and monitoring to ensure
implementation of the Comprehensive Plan, supporting the community’s
vision for the future of the City of Spokane. Different City departments may
be more relevant to track and monitor different themes or components of
themes than other departments, with continued monitoring being a
responsibility of the overall City.
Population Growth and Demographics
Many of the growth and housing strategies for the City of Spokane are based
on population projections for the next twenty years. Regular monitoring of
the City’s population and demographics allows for an understanding of the
accuracy of the projections and how the community is changing.
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Outcome Indicator: Population and demographics numbers,
trends, and projections as reported by local, state, and national
agencies. Tracking of demographics can include age cohorts, race,
income, homeownership, and other statistics that inform the
makeup of the City of Spokane’s community.
Process Indicator: No specific indicators to track. However, the
tracking of growth and demographics can support various City
programs and ensure representative community engagement.
Land Use and Growth Strategy
A significant component of the Comprehensive Plan is the Future Land Use
Map and overall growth strategy for the next twenty years. Regular tracking
and monitoring of how the strategy is or is not being implemented and
changing land use needs in the city can support the long-term success of the
Comprehensive Plan.
Outcome Indicator: How often investments, incentives, and other
City decisions throughout the city, including within Urban Hubs, are
influenced by and support the growth strategy.
Process Indicator: Land Use and Growth Strategy process
indicators include planning efforts including, but are not limited to:
• Types and frequency of annual Comprehensive Plan
amendments to the Future Land Use Map.
• Number of ongoing subarea or other planning efforts to
refine or otherwise modify land uses or growth strategies.
Equity and Belonging
A history of policies and practices at both the local and national level have
disproportionately and adversely shaped the experience for many within
Spokane, particularly Black and Indigenous communities and other
Communities of Color, limiting housing and other opportunities for these
communities. Tracking and monitoring City actions and community impacts
can support a sense of belonging for all community members.
Outcome Indicator: Equity and belonging outcome indicators
include progress related to the Racially Disparate Impacts Analysis
Report (2025) and establishment of policies to mitigate displacement
risks.
Process Indicator: Equity and belonging process indicators include
planning efforts including, but are not limited to:
• Programs and projects undertaken to support equity and
belonging in the city.
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• Tracking of how often City decisions are based on how they
support equitable outcomes.
• Established processes to increase language access and
improve overall community accessibility to City events and
actions.
• Community representation present on city boards,
committees, and commissions.
• Comparisons of the number of projects and magnitude of
investments allocated to different parts of the city,
highlighting these statistics against known high-
displacement and historic disinvestment areas.
Community Resiliency
Increasing climate hazards and impacts were a significant theme in the
development of this Comprehensive Plan, with community members
interested in implementation efforts to support local resiliency.
Outcome Indicator: A range of outcomes such as percentages of
impervious surface and tree canopy within neighborhoods, citywide
water usage, and number and distribution of community resiliency
hubs.
Process Indicator: Programs and projects undertaken to improve
community resiliency, including but not limited to:
• Number of waterwise education events.
• Data collection of natural environments and habitat
corridors.
• Emergency management planning and education events.
• Efforts to increase visibility and accessibility of emergency
information.
• Establishment of trusted community pathways before and
during emergencies.
• Programs to support wildfire resilience and household
preparedness.
• Monitoring of public response time, emergency notification
time, use of resilience hubs, and other resources during
future emergencies or natural hazards.
Community Well-being:
Community well-being can come in many forms, from supporting physical
health to proving opportunities for social interaction. Opportunities to
support wellbeing include policies and programs that influence or improve
resource allocation, the physical environment, cultural and recreational
opportunities, and accessible health systems through local policies that
enhance equity.
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Outcome Indicator: Community well-being is an ongoing effort,
with permanent and recurring processes and support required, with
no end goal.
Process Indicator: Programs and projects undertaken to improve
community well-being, including but not limited to:
• Number of programs and projects undertaken to support
community health and connection, including youth
programs and volunteering events.
• Number of community gardens and programs to support
food access, including regular monitoring of public
awareness of the resources and the long-term effectiveness
of implementation in providing access.
• Programs and partnerships maintained and established to
support Indigenous food systems and culturally relevant
food practices.
• Number of community and annual events.
Economic Prosperity
A City must plan for employment and economic opportunities to support a
thriving community. Providing flexibility and recognizing changing industry
needs can support economic prosperity and employment opportunities.
Outcome Indicator: Communitywide job and business numbers
including, but not limited to:
• Number of jobs within Spokane city limits.
• Number of new businesses established and closed
businesses, as identified through business license data.
• Number of established businesses with over five years of
documented operations.
• Number of minority, woman, and veteran-owned businesses
within the city.
Process Indicator: Economic prosperity process indicators include
programs, funding, and actions including, but are not limited to:
• The establishment of plans and programs such as an
Economic Development Plan, a vacant storefront program,
and tenant referral program.
• Annual dollars allocated or awards for incentive programs.
• Number of full-time dedicated staff to support continuing
and expanding the economic development program.
• Number of partnerships formed with nonprofits and
businesses to support local economic prosperity and create
a collective understanding of available resources within the
community.
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• Establishment of rules, procedures, and programs that
mitigate commercial displacement within the city.
• Development site inventories including city-owned land and
brownfield sites.
Tribal and Urban Native Collaboration and Coordination
Collaboration and coordination with local Tribal governments and Urban
Native communities was a significant theme in the development of this
Comprehensive Plan. Local Tribal governments and Urban Native
organizations were consulted in the development of policies and meaningful
monitoring.
Outcome Indicator: As informed by Tribal and Urban Native
collaboration, implementation should be measured through
meaningful community outcomes, rather than simply documenting
completed activities. As such, outcome indicators do not only
evaluate whether programs, policies, or plans were established, but
also whether community members:
• Know they exist.
• Can access them.
• Are actively using them.
• Benefit from implementation.
Some outcomes for tracking include awareness, access, and benefit
of meetings between the City and Tribal liaisons as well as the
Spokane Urban Native Advisory Council, completion of joint efforts
between the City and the Tribes and Urban Native organizations, and
changes to programs and procedures ensuring Tribal and Urban
Native connection to decision making.
Process Indicator: Tribal and Urban Native collaboration and
coordination process indicators should demonstrate not only that
engagement occurred but also how feedback shaped City actions
and include, but are not limited to:
• How Tribal recommendations influenced planning.
• How Tribal input informed implementation decisions.
• Continued government-to-government collaboration
throughout implementation.
• Establishment of clear protocols or decision points
identifying when Tribal governments and Urban Native
organizations should be engaged regarding:
o Planning activities.
o Permitting.
o Infrastructure projects.
o Capital improvements.
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o Land use decisions.
o Development activities affecting cultural resources,
cultural landscapes, Tribal interests, or Tribal rights.
Accountability Framework
The success of the Comprehensive Plan relies on consistent review and
monitoring of the implementation of the Goals and Policies, to ensure active
implementation of the community’s vision. To provide accountability on
following the direction provided in the Comprehensive Plan, the following
steps will be regularly taken:
• Information on progress will be made accessible to the public.
• Mechanisms for how community members can meaningfully shape
the implementation and monitoring of the Comprehensive Plan will
be established.
• Interdepartment collaboration will regularly occur, leveraging the
work that City deparments are doing to recognize the collective
impact of those individual efforts.
• Reporting will be conducted in a holistic way, allowing the tracking
and monitoring of different City Departments to be considered
together to jointly inform City efforts.
Review notes
An accountability framework
has been included to reflect
community feedback on
transparency and accountability
for the implementation of the
goals and policies within the
Comprehensive Plan.