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HomeMy WebLinkAbout2022.07.25 Council Workshop Packet AGENDA City Council Workshop Meeting 7:05 PM - Monday, July 25, 2022 City Council Chambers & GoToWebinar Page 1. MEETING INSTRUCTIONS for REMOTE ACCESS - The Pasco City Council Workshops are broadcast live on PSC-TV Channel 191 on Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive and on the City’s Facebook page at www.facebook.com/cityofPasco. To listen to the meeting via phone, call (631) 992-3211 and use access code 613-585-088. 2. CALL TO ORDER 3. ROLL CALL 4. VERBAL REPORTS FROM COUNCILMEMBERS 5. ITEMS FOR DISCUSSION 6. MISCELLANEOUS COUNCIL DISCUSSION 4 - 27 (a) Presentation on Cannabis Prohibition (10 minutes) David Morgan, owner of Lucky Leaf Co., will provide a brief presentation of cannabis retail opportunities in the downtown area in the City of Pasco. 28 - 37 (b) COPA (Colima-Pasco Association) Presentation and Sponsorship Request Jose Iniguez, Downtown Pasco Development Authority Board Member, COPA Event Organizer and COPA performer, will present the COPA Concert and Art Walk scheduled in late September 2022. 38 - 45 (c) Discussion of Municipal Services with the Confederated Tribes of the Colville Reservation 46 - 205 (d) Resolution - 2022 Fire & Ambulance Services Master Plan Page 1 of 480 Don Bivins, Principal for Bivins Consulting, LLC, will present the Pasco Fire Department Master Plan update. 206 - 467 (e) Resolution - Transportation System Master Plan (TSMP) 468 - 478 (f) Resolution – Local Improvement District No. 151 Project Acceptance 7. EXECUTIVE SESSION 8. ADJOURNMENT 9. ADDITIONAL NOTES 479 - 480 (a) Adopted 2020-2021 Council Goals (Reference Only) (b) REMINDERS • Monday, July 25, 4:00 PM: Hanford Area Economic Investment Fund Advisory Committee Meeting – Ben Franklin Transit Main Conference Room (COUNCILMEMBER PETE SERRANO, Rep.) • Tuesday, July 26, 4:00 PM: Pasco Public Facilities District Board Meeting – Council Chambers, Pasco City Hall (MAYOR PRO TEM CRAIG MALONEY, Rep.; COUNCILMEMBER DAVID MILNE, Alt.) • Tuesday, July 26, 5:00 PM: HAPO Center/TRAC Advisory Board Meeting – HAPO Center (COUNCILMEMBER JOSEPH CAMPOS and MAYOR PRO TEM CRAIG MALONEY) • Wednesday, July 27, 7:30 AM: Visit Tri-Cities Board Meeting – 7130 W. Grandridge Blvd., Kennewick (COUNCILMEMBER ZAHRA ROACH, Rep.; COUNCILMEMBER DAVID MILNE, Alt.) • Thursday, July 28, 4:00 PM: TRIDEC Board Meeting – 7130 W. Grandridge Blvd., Kennewick (COUNCILMEMBER IRVING BROWN, Rep.; COUNCILMEMBER DAVID MILNE, Alt.) • Thursday, July 28, 5:30 PM: Benton Franklin Community Action Connections Board Meeting – 720 Court Street, Pasco (COUNCILMEMBER ZAHRA ROACH, Rep.; COUNCILMEMBER PETE SERRANO, Alt.) This meeting is broadcast live on PSC-TV Channel 191 on Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive. Page 2 of 480 Audio equipment available for the hearing impaired; contact the Clerk for assistance. Servicio de intérprete puede estar disponible con aviso. Por favor avisa la Secretaria Municipal dos días antes para garantizar la disponibilidad. (Spanish language interpreter service may be provided upon request. Please provide two business day's notice to the City Clerk to ensure availability.) Page 3 of 480 AGENDA REPORT FOR: City Council July 21, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 7/25/22 FROM: Rick White, Director Community & Economic Development SUBJECT: Presentation on Cannabis Prohibition (10 minutes) I. REFERENCE(S): PowerPoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: David Morgan, owner of Lucky Leaf Co., will provide a brief presentation of cannabis retail opportunities in the downtown area in the City of Pasco. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: In November of 2012, State Initiative 502 was passed, which decriminalized the possession and use of marijuana for recreational purposes. In July of 2014, City Council adopted Ordinance No. 4166, which prohibited production, processing and retail sales of marijuana within the City limits. The prohibition also extended to medical marijuana collective dispensaries although in 2015, State law was enacted that allowed qualifying patients to grow up to sixteen marijuana plants depending on circumstances relat ed to the patient. City Council also adopted Ordinance No. 4304, regarding specific nuisance violations for growing and storage of marijuana and establishing specific penalties for violations. Nuisance complaints indicate that both indoor and outdoor growing operations are occurring and presenting a variety of adverse impacts including odor, construction of illegal fences and theft. In 2021, the results of the National Citizen Survey seemed to indicate an evenly divided public on this issue. Page 4 of 480 At the request of Mr. Morgan and others, the City Council has allocated a brief time spot at this Workshop to consider a presentation on retail cannabis from the operator of such a facility in Spokane. V. DISCUSSION: There will be a number of factors that are likely to be raised as discussion on this issue occurs. Repealing or modifying Ordinance 4166 involves a detailed discussion of land use goals - particularly considering the ongoing effort at the Downtown Master Plan and generally other commercial corridors and commercial locations in the City. Other issues appropriate for discussion include: • enforcement of public safety; • permitting and administrative licensing issues (additional staff resources; applicable zoning districts and land use permit processes); • buffers (both from sensitive land uses identified in WAC's and from other retailers); • possible unintended social consequences (retail sales of an influencing drug as an allowed land use); • possible costs and identification of likely revenues. Staff anticipates further discussion on this issue. Page 5 of 480 CANNABISHOW CAN HELP REVITALIZE THE C2 ZONE IN DOWNTOWN PASCO Link to introduction videoPage 6 of 480 OUR STORY LUCKY LEAF - SPOKANE Opened March 21, 2016 Family owned, state licensed & regulated cannabis retail establishmentPage 7 of 480 BEFORE & AFTER CHANGES TO THE LOCAL LANDSCAPE 2016 VS. 2021 (Images via Google Maps)Page 8 of 480 2013 2021 Page 9 of 480 2016 2021 Page 10 of 480 2016 2021 Page 11 of 480 Empty retail spaces in the Madison building circa 2016 Lavish Salon, Echo Men’s & Echo Women’s 2016 2021 Page 12 of 480 2016 2021 Page 13 of 480 2016 2021 Page 14 of 480 2016 2021 Page 15 of 480 OUR NEIGHBORS TESTIMONIALS FROM NEIGHBORING BUSINESSES We value our relationships with our neighboring businesses and work together to make our neighborhood a better place.Page 16 of 480 KAREN STRATTON SPOKANE CITY COUNCIL letter in support of the cannabis industry (not just lucky leaf)Page 17 of 480 CONTRIBUTIONS TO OUR LOCAL COMMUNITY Lucky Leaf has played a major role in the revitalization of an area in downtown Spokane where businesses had left and buildings sat vacant & abandoned. Cannabis retail has helped bring new life into our area of downtown, attracting people and new businesses. Lucky Leaf donates to local charities and non-profits including Spokane Boxing which mentors at risk youth. We’ve also donated to youth sports and activities.Page 18 of 480 OUR PRODUCTS FOR RECREATIONAL & MEDICAL USES We sell a wide variety of cannabis products for both recreational & medical uses. Topicals, Tinctures, Edibles, Drinks, Flower, Joints, Dabs & Cartridges. All products are tested by 3rd party labs to ensure quality. All products also have state required warning labels.Page 19 of 480 MEDICAL BENEFITS CANNABIS USED FOR MEDICINAL PURPOSES A large portion of our customer base use cannabis products for medicinal applications. There are a wide range of medicinal uses for cannabis including pain management, epilepsy, PTSD, seizures, loss of appetite, anxiety & more. Cannabis is also commonly used to treat alcoholism & addiction to opiates and other drugs.Page 20 of 480 EXCISE & SALES TAX TOTALS FROM 2014 -2021 Only cities and counties that allow retail cannabis will receive portions of the excise and sales tax. $2,600,919,507 $9,583,647,462 Cannabis tax revenue collected in Washington State. In total Cannabis sales 2014-2021 Source: https://502data.comPage 21 of 480 DISTRIBUTION OF CANNABIS REVENUE TO THE CITY OF SPOKANE City FY16 Distribution FY17 Distribution FY18 Distribution FY19 Distribution FY20 Distribution FY21 Distribution FY22 Distribution Spokane $94,065.02 $109,423.86 $442,967.93 $437,019.87 $449,175.64 $455,583.95 $608,243.83 https://lcb.wa.gov/records/frequently-requested-listsPage 22 of 480 WHO ELSE BENEFITS? SERVICE ORIENTED & SURROUNDING BUSINESSES There is a long list of non-cannabis businesses that also benefit by providing services. The excise and sales tax is just a small piece of the equation. Here is a short list of businesses which also benefit by providing services to cannabis businesses: Insurance, Janitorial, Marketing, Advertising, Office supply, Contractors, Security, property owners, Restaurants & more.Page 23 of 480 MAKING IT WORK FOR PASCO WHAT ARE THE NEXT STEPS? We have a drafted Proposed Changes to Pasco Zoning Provisions (PMC Title 25) to Allow Limited Operation of Marijuana Retail Stores in the Central Business District. City staff can edit as needed with councils approval.Page 24 of 480 INTRODUCTION The Pasco Municipal Code currently prohibits the location or operation of any marijuana business in the City of Pasco, whether or not such business is licensed by the Washington State Liquor and Cannabis Board. (PMC 25.10.020(2)) The purpose of the proposed amendments is to allow limited introduction of licensed marijuana retail facilities into the Central Business District of the City of Pasco. If adopted as written, the proposed amendments would continue to prohibit any marijuana production or processing with the Pasco city limits, and would further prohibit any marijuana retail stores outside of the Central Business District.Page 25 of 480 SUMMARY OF PROPOSED CHANGES Pasco’s zoning law is codified in Title 25 of the Pasco Municipal Code. The proposed changes to Title 25 are narrowly focused to allow marijuana retail stores only in the area identified in the code as the “C-2 Central Business District.” The Central Business District is set forth on the city’s zoning map and generally consists of 6 city blocks bounded on the north by West Bonneville Street, on the south by West Columbia Street, and between 2nd Avenue and 6th Avenue. The area comprises the older central business district of Pasco, and includes Peanuts Park.Page 26 of 480 THANK YOU FOR YOUR TIME & CONSIDERATION Page 27 of 480 AGENDA REPORT FOR: City Council July 21, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 7/25/22 FROM: Dave Zabell, City Manager Executive SUBJECT: COPA (Colima-Pasco Association) Presentation and Sponsorship Request I. REFERENCE(S): Copa Sunset Concert Sponsor Packet Art Walk & COPA Concert Flyer Proposed Letter of Support II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Jose Iniguez, Downtown Pasco Development Authority Board Member, COPA Event Organizer and COPA performer, will present the COPA Concert and Art Walk scheduled in late September 2022. III. FISCAL IMPACT: $15,000 impact to general fund if request approved IV. HISTORY AND FACTS BRIEF: Colima is a smaller rural Mexican state that has a sizable ex-patriate population in Pasco. In 2016, “Somos Pasco” Economic Development Vision identified the establishment of a Sister City/Trade Mission as an economic development strategy. In 2018, City Council discussed a joint effort with the Port of Pasco to pursue a relationship with Colima, Mexico, and authorized staff to continue explore and develop a relationship. In March 2019, the Governor of Colima sent the State Secretary of Economic Development and State Secretary of Social Development on an exploratory mission to Pasco. During this visit, the cabinet officials made presentations to the City Council and various economic development and education groups. The outpouring of support from the community was significant, and dozens of Pasco residents volunteered to help continue developing the relationship. Page 28 of 480 As a goodwill gesture for receiving the delegation, and to affirm his continued interest in developing this relationship, the Governor of Colima and the Secretary of Economic Development sent Chef Jennifer Arana of Cervezeria Colima/Casa Trapiche to participate in the 2019 Pasco Cinco de Mayo Festival. Ms. Arana also was the featured chef to launch the Chef’s Table Dinner Series at the Pasco Specialty Kitchen. That visit was followed by a formal invitation from the Governor of Colima to visit the state. In June 2019, a local steering committee was formed to assign project teams to develop projects in the areas of Economic Development and Trade; Edu cation and Training; Public Safety, Health and Wellness; Arts and Culture; and Rotary International Exchange. The meetings have been attended by 25-30 people, representing over a dozen local and regional agencies. The group has also held joint video planning meetings with counterparts in Colima. In October 2019, a ten-member delegation of Pasco residents, technical experts and City officials visited the State of Colima. Over a five -day period, the group met with various state and community agencies, includ ing the Port of Manzanillo, Rotary International, State Director of Culture and Tourism, and the Office of Civil Protection. Various potential projects and programs were discussed and the Governor reaffirmed his commitment to establishing and supporting a Cooperation and Friendship Agreement with the City of Pasco. At Council's November 9, 2019 Council Meeting, the Cooperation and Friendship Agreement was approved. V. DISCUSSION: The Colima-Pasco Association, aka "COPA" was formed by community members in late 2018. The COPA Association has been diligently working behind the scenes for the past two years planning for the upcoming COPA Symphony Concert and Art Walk in downtown Pasco scheduled on the weekend of September 23 to September 24, 2022. The Honorable Indira Vizcaino Siva, Governess of the State of Colima, Mexico (or her representative) is scheduled to attend this event along with a few musical performers from Colima along with local musicians from the Mid-Columbia Symphony, the Mid-Columbia Master Singers and Jose Iniguez. The Arts Foundation of Mid-Columbia will oversee the weekend Art Walk event. Jose Iniguez will present details of the COPA Concert and Art Walk, weeken d schedule, and request monetary sponsorship to help support these community Page 29 of 480 events (budget outline attached), as well as request to co -author, with Franklin County Commissioners, support of the events. Page 30 of 480 Dear Sponsor, Please join us for an evening of enchantment with a merge of Classical music, Dance, Mariachi boleros and Art Walk. Colima- Pasco COPA presents a 2-day event of unique music that pairs the beauty of opera aria and classical piano with the charm of Mariachi Bolero. Headlining the 2-day event is your Mid-Columbia Symphony directed by Adrien Shields with special guest conductor from the State Symphony of Colima Mx, Miguel Angel Alatorre Alvarez along with the Mid - Columbia Master Singers and Mid-Columbia Ballet. Soloists Soprano Mariana del Rocio Delgado from the University of Colima and Tenor Jose Iniguez will bring their vocal power to this magical evening. During the 2-day festivities will be located at the newly renovated Peanuts Park in downtown Pasco and will be transformed in an Artisan and wine walk that will bring artists from all disciplines from the Arts Foundation of the Mid-Columbia We invite you to join us as a corporate or personal Sponsor, focused on the common goal of bringing this cultural programming to Pasco, WA. Pasco families deserve this programming especially after 2 years of a grueling pandemic. With your help we can make it available to a ll. This Concert is to highlight the special relationship between our region with the state of Colima, WA and to welcome our keynote speaker Governor of the State of Colima Indira Vizcaino Silva. Your sponsorship will make this event free to all. Sponsorship levels and details are outlined on the following pages. Friday, September 23rd, 2022 – Program 4:00 PM Plaza Opens to over 100 artesian vendors. Music will be performed throughout the Art Walk Wine, Food vendors will also be dispersed in the mark to have a energetic and diverse offering to The Art Walk 8:30 PM Art Walk Ends Saturday, September 24th, 2022 – Program 9:00 AM Farmers Market Opens 10:00 AM Art Walk Opens 5:00 PM 6:30 PM Sound Check for Symphony Act I - Mid-Columbia Ballet Act II - Instrumental Symphony with Arias from our Colima Soprano Soloist Mariana del Rocío Corona Delgado, professor from the University of Colima and Washington State Tenor Jose Iniguez 8:30 PM Act III - Governess of Colima Indira Vizcaino Silva & Mayor of City of Pasco Blanche Barajas (Cooperation Agreement Official Document signed) Intermission Page 31 of 480 9:00 PM 10:00 PM Act IV - Duets of Mexican Boleros- accompanied by the Mid-Columbia Master Singers. END! We look forward to partnering with you for what promises to be an unforgettable evening. For more information or to claim a Sponsorship Level, please contact Jose Iniguez at Encanto Arts at 509.547.7343 or email him at president@encantoarts.org. Sincerely, Page 32 of 480 . ☐ Main Stage Level Admirer Sponsor - $15,000 This tier is open to just 2 companies or organizations: Multiple individuals can donate for this level. ● Level Sponsor will be recognized during the concert ● 10 VIP seating - ● Banner will show on the Stage. ● Pictures with the Symphony and Special Guest artists ☐ Orchestra Level Admirer Sponsorship - $10,000 This tier is open to Just 2 Company: Multiple individuals can donate for this level. ● (Historic) Be the first one to bring the Mid-Columbia Symphony to Pasco, WA ● 5 Seats in VIP Section - Pictures with the Symphony and Special Guest artists ● Level Sponsor will be recognized during the concert. ☐ Artist Level Admirer Sponsorship - $5,000 This tier is open to 2 Companies: Multiple individuals can donate for this level ● Level Sponsor will be recognized during the concert ● 2 Seats in VIP Section - Pictures with the Symphony and Special guest artists. All company logos will be located on the concert poster. All media interviews concert sponsors will be mentioned. All Sponsors will be invited to the Special Banquet with the Governess of Colima Indira Viscaino Silva on September 23rd. Sponsorships may qualify for a tax deduction. Please consult with your tax advisor. Page 33 of 480 Sponsorship Level (Please check): ☐ Main Stage Level Sponsor $15,000 ☐ Orchestra Level Sponsor $10,000 ☐ Artist Level Sponsor $5,000 Description: Company or Individual Name (as you would like to be listed): Contact Name: Address: City: State: Zip: Phone: E-mail: Website: Please e-mail company logo to: info@encantoarts.org (for inclusion in event promotions) For more info on COPA please go to the home page: https://www.facebook.com/COPAPascoWashington Please return completed Sponsorship Agreement Form to: Colima Pasco Friendship & Cooperation Association P.O Box 5331 Pasco, WA 99301 Make Checks Payable to: COPA Note in Memo: COPA Sunset Symphony Concert For sponsorship information, please contact Jos é Iñiguez 509.547.7343 or president@encantoarts.org Page 34 of 480 SEPTEMBER 23 & 24, 2022 PEANUTS PARK PLAZA OPENING THE SHOW, A PERFORMANCE BY PRODUCED BY ENCANTO ARTS FRIDAY, SEPTEMBER 23 Art Walk 4:00 - 8:00 PM by the Arts Foundation of Mid-Columbia SATURDAY, SEPTEMBER 24 Art Walk 10:00 AM - 6:00 PM Copa Symphony Concert 6:00 PM ART WALK FIESTA & Celebrating the State of Colima, Mx and the City of Pasco Cooperation Agreement OVER 100 ART VENDORS BEER GARDEN, WINE, MUSIC Musicians from the Mid-Columbia Symphony directed by Adrienne Fletcher Mid-Columbia Master Singers Miguel Alatorre, Conductor from State of Colima, Mexico Mariana del Rocio Corona Delgado, Maestra from the University of Colima Jose Iñiguez, Tenor, Washington State Governess of State of Colima, Mexico Honorable Indira Vizcaíno Silva (or representative) Mayor of City of Pasco Honorable Blanche Barajas Colima-Pasco Friendship & Collaboration Association President Gabriel Portugal PERFORMERS KEYNOTE SPEAKERS Page 35 of 480 Budget for Art Walk & COPA Symphony Concert Weekend Event $2,000 – Entertainment for the Friday Night State of Colima Governor's Ball Mariachi Imperio Real with WSU Music Student Alto Soloist Daniela Alpire Cabrera. $10,000 – Travel for 5 Airplane Tickets with Hotel Rooms for: Governess 2 Cabinet Members Soprano Conductor $18,500 – Main Event COPA Symphony Concert (Permits, Chairs, Security, Symphony, Choir, Ballet) $15,000 – Stage and Sound (Request to the City of Pasco for Sponsorship) Total Budget: $45,500 Page 36 of 480 Colima-Pasco Friendship and Collaboration Association 525 N Third Ave, Pasco, WA 99301, USA July 22, 2022 Mayor Blanche Barajas Pasco City Council Franklin County Commissioners COPA is in the advanced stage of planning for the visit to Pasco of the Governess of Colima Mexico. This event, 3 years in the making, has been confirmed by the office of the Governess. The Governess Ball is planned for the Rotunda at Franklin County Courthouse on Friday, September 23, 2022. 7:30 pm to 9:30 pm. Appetizers and wine will be catered by Ciao’s. The Governess of Colima and the Mayor of Pasco will sign a cooperation agreement. The stated goals are cooperation in the areas of Education, Cultural Exchange, Rotary International, and Trade and Economic Development (ED). The Symphony Concert and Gala event is planned for Saturday, September 24 in Downtown Pasco’s newly renovated Peanuts Park. The Franklin County Historical Society will draft the Cooperation Agreement for signatures. City of Pasco and Franklin County staff have been involved in advanced planning. Now these long-planned events are rapidly approaching. The City of Pasco in cooperation with the Franklin County Commissioners agree to coordinate efforts to welcome the Governess of Colima Mexico. Blanche Barajas, Mayor Franklin County Commissioners City of Pasco __________________________________ ______________________________ Page 37 of 480 AGENDA REPORT FOR: City Council July 19, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 7/25/22 FROM: Eric Ferguson, City Attorney Executive SUBJECT: Discussion of Municipal Services with the Confederated Tribes of the Colville Reservation I. REFERENCE(S): Municipal Services Cooperation Agreement - Confederated Tribes of the Colville Reservation/City of Pasco II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: None IV. HISTORY AND FACTS BRIEF: The Confederated Tribes of the Colville Reservation are a federally recognized Indian Tribe. The Colville Tribes purchased lands within the Pasco city limits. In doing so, the stated intent of the Tribes is to reconnect the Palus Band, as well as other Tribal members, with their ancestral areas and to develop and enhance the property for the economic and cultural benefit of the Tribes, Tribal members, and the surrounding Pasco community. As background, the Confederated Tribes of the Colville Reservation consist of twelve individual tribes; Chelan, Chief Joseph Band of Nez Perce, Colville, Eniat, Lakes, Methow, Moses-Columbia, Nespelem, Okanogan, Palus, San Poil and Wenatchi. The Colville Reservation encompasses and area of 1.4 Mi llion Acres with a Tribal enrollment of 8,507 members. What are often referred to as the Tribes' traditional territories once encompassed most of what we know today as eastern Washington state extending into Page 38 of 480 Canada, Idaho and Oregon. The Palus Band, shares a long and ancient history within a region that includes much of current day Pasco. In mid-2019, the Colville Tribal Council and Chairman extended invitations to the Pasco City Council and City Manager to share information about their proposals for their newly purchased land in Pasco, discuss necessary processes, learn of the City’s plans, explore mutual interests and areas for partnerships, and establish and begin building a strong government-to-government relationship built on trust and transparency. These meetings, conducted in Pasco and at the Lucy F. Covington Government Center in Nespelem, were both productive in laying the foundation for a relationship between the Tribes and the City. October 31, 2019, Council approved an "Agreement in Princ iple" between the Tribes and the City. The agreement cites the respective authority of the Tribe and the City to establish a government -to-government relationship; discusses the motivation(s) for the Tribes decision to purchase property in Pasco, the most symbolic being the Palus Band’s physical and historical connection to the region; and the desire of the Tribe and City to collaborate and cooperate on matters of mutual interest specific to the property and to the benefit of the Tribes, Tribal members, the City and it residents and business community. The agreement contemplates that the parties will begin developing processes and procedures to facilitate cooperation between the City and the Tribes on multiple issues, including but not limited to: the Fee land to Trust land process, educational and cultural exchange, tourism, media and community outreach and communications protocols. The agreement makes clear that the term is open-ended, may be terminated by either party with formal notice, and is not legally binding. Over the past several months, the Colville Tribes have asked the City to consider entering a binding agreement for the purposes of obtaining support from the City in the Tribes’ “Fee to Trust Application” to the Bureau of Indian Affairs, as w ell as laying the framework for negotiations for future binding “Comprehensive Municipal Services Agreements” that would provide municipal services before and after Tribal property obtains Trust status. V. DISCUSSION: Tonight, Council has an opportunity to discuss the proposed municipal services agreement for the Confederated Tribes of the Colville Reservation related to their property located within Pasco's city-limits. Highlights of the proposed agreement are as follows: Page 39 of 480 • Defines municipal services. • Describes the need for a future Comprehensive Municipal Services agreement at such time tribally owned property transfers to trust status. • While the property remains in fee status, obligates the City to provide its municipal services to and for the Tribal property consistent with what it would do for any other municipal services recipients and/or customers. • Obligates the Tribe to pay for said municipal services on the same basis as other fee status property owners through taxes and/or fee schedules. • The City acknowledges changes in jurisdiction associated with the transfer of property from fee status to trust status. The above bulleted items pertaining to municipal services are routine in these situations. The agreement also requires that the City provide written support for the Colville Tribes’ Fee to Trust Application(s), specifically, that the support be in the form of official correspondence signed by authorized officials of the City, and provided to the Tribes for submission to the Department of the Interior with the Tribes’ Fee to Trust Application(s). This is provision is consistent with initial and subsequent discussions among tribal leaders and City Councilmembers, and staff to staff. Such support is however a noteworthy policy decision for the Council warranting discussion. The proposed agreement represents a next major step on the path the City and Colvilles embarked on together in October of 2019. The proposed agreement provide assurances to the City that it will be made whole for the cost of providing municipal services while the property is in fee status, outlines a process when properties go to trust status, and is consistent with discussions over the past three years. Approval of the agreement would serve to aid the Colvilles stated economic development efforts in Pasco. Page 40 of 480 MUNICIPAL SERVICES COOPERATION AGREEMENT CONFEDERATED TRIBES OF THE COLVILLE RESERVATION/ CITY OF PASCO, WASHINGTON Page 1 of 5 Municipal Services Cooperation Agreement Confederated Tribes of the Colville Reservation/City of Pasco This Municipal Services Cooperation Agreement (“Cooperation Agreement” or “Agreement”) is by and between the Confederated Tribes of the Colville Reservation (hereinafter “the Tribes” or “Colville Tribes”), and the City of Pasco, Washington (hereinafter “Pasco” or “the City”), each, hereinafter “Party,” and collectively, hereinafter “the Parties.” Recitals Whereas, the Confederated Tribes of the Colville Reservation have purchased certain property within the boundaries of the City of Pasco and in Franklin County, Washington (the “Tribal Property” or “Property”); and Whereas, the Colville Tribes will submit application(s) (“Fee to Trust Application(s)”) to the United States Department of the Interior (“Department of the Interior”) requesting that the United States take title to the Tribal Property in trust status and for the benefit of the Colville Tribes; and Whereas, the Parties agree that the development of the Tribal Property (the “Pasco Project” or “Project”) will result in positive economic benefits for both the Tribes and its members and the City and the citizens of the region; and Whereas, the City wishes to support the Tribes’ Fee to Trust Application(s); and Whereas, the Parties have previously signed an “Agreement in Principle” outlining their intentions to work cooperatively in the future with regard to the Pasco Project; and Whereas, the Parties intend to enter into this and future mutually-beneficial agreements for the delivery of specific City Municipal Services to the Property; and Whereas, the purpose of this Agreement is to set forth understandings of the Colville Tribes and the City with regard to the provision of City Municipal Services to the Tribes’ Project in Pasco; NOW THEREFORE, in consideration of the above recitals and the mutual promises and covenants hereinafter set forth and for other good and valuable consideration as set forth herein the sufficiency of which is expressly acknowledged, the Parties hereby agree as follows: Page 41 of 480 MUNICIPAL SERVICES COOPERATION AGREEMENT CONFEDERATED TRIBES OF THE COLVILLE RESERVATION/ CITY OF PASCO, WASHINGTON Page 2 of 5 1.0 Definition of “Municipal Services” For the purposes of this Agreement, the term “Municipal Services” includes such services as the City provides to the general public, such as, but not limited to, fire suppression, paramedic and ambulance services, law enforcement, court services, street frontage, and other services typically funded and paid for from real property taxes and/or fee schedules, and utilities, including, but not limited to, storm water, and sewer and water services, paid for by utility customers through utility billings. 2.0 Tribal/City “Comprehensive Municipal Services Agreement” When the Tribes has a reasonable belief that all or a portion of the Tribally-owned Owned Property (Tribal Property) located within the City of Pasco will be transferred to trust status, such that those City of Pasco services funded and paid for from real property taxes and/or fee schedules may not be paid for the Tribal Property once in trust status, the Parties will begin negotiations in good faith to develop one or more Comprehensive Municipal Services Agreement/Agreements (“Comprehensive Agreement/s”) which will address the delivery of Municipal Services to the Tribes’ Property in Pasco and other issues relating thereto. 3.0 Municipal Services Delivery to Tribal Properties in Pasco 3.1 The Parties agree that providing City Municipal Services to the Tribal Property benefits the Tribes and the City and the citizens of the region by protecting the health and safety of persons on or near the Property as well as protecting structures on or near the Property. 3.2 The Parties agree that regardless of the status of the Tribal Property, whether in fee status or in trust, the City will provide its municipal services to and for the Tribal property consistent with what it would do for any other municipal services recipients and/or customers. 3.3 The Parties agree that normal payments for City of Pasco utility services, including but not limited to, water, sewer, storm drainage and irrigation water, in accordance with established utility rates should be made by the Tribe or by the United States Department of the Interior (“Department of the Interior”) or by such bureau or agency thereof responsible for making payments the for such utilities provided to and/or used by the Tribal Property. 3.4 The Parties agree that so long as the Tribal Property is in fee status, the Tribe shall pay for those Municipal Services funded and paid for from real property taxes and/or fee schedules in the normal course. 3.5 The Parties further recognize that after one or more of the Tribal Property parcels located within the City of Pasco is transferred to trust status and held by the United States for the benefit of the Tribes, that property becomes “Indian Country” as that term is defined by federal law, and the property and persons and activities on the property will be subject to applicable tribal or (in some cases) federal regulations, civil, and criminal law, and Tribal Page 42 of 480 MUNICIPAL SERVICES COOPERATION AGREEMENT CONFEDERATED TRIBES OF THE COLVILLE RESERVATION/ CITY OF PASCO, WASHINGTON Page 3 of 5 Agreements. In the event of trust status of such Tribal Property or any part thereof, the Parties shall negotiate issues of payments for non-utility City of Pasco municipal services, with payment for utility services remaining as provided in Section 3.3 above. 3.6 The Parties agree that once the Tribes commence operation of a gaming facility located within the City of Pasco, the City’s shall be given priority in funding from the Impact Mitigation funds from net win proceeds from Class III gaming activities. Payment for utility services shall remain as provided in Section 3.3 above. 4.0 Support of Fee-to-Trust Application(s) The City agrees to provide written support for the Colville Tribes’ Fee to Trust Application(s). Such support will be in the form of official correspondence signed by authorized officials of the City, and provided to the Tribes for submission to the Department of the Interior with the Tribes’ Fee to Trust Application(s). 5.0 Severability If any provision of this Cooperation Agreement is held to be illegal, invalid or unenforceable under applicable law in effect at the time of its execution, the provision shall be fully severable. This Agreement shall be construed and enforced as if such illegal, invalid, or unenforceable provision had never comprised a part of this Agreement, and the remaining provisions of this Agreement shall remain in full force and effect. Notwithstanding the foregoing, this Agreement shall be equally enforceable on the parties. 6.0 Scope This Cooperation Agreement is intended to apply to and shall be construed to apply solely to the Tribal Property for which the Tribes’ Fee to Trust Application(s) are submitted to the Department of the Interior, and shall not be construed to apply to any other property owned by the Tribes. 7.0 Notices Any notice or other communications under this Agreement shall be in writing and shall be deemed to be delivered on: (a) the date of delivery if delivered in person or by electronic mail; or (b) upon the date of delivery indicated if delivered by express mail; or (c) three days after being deposited in the U.S. Mail, certified or registered, postage prepaid and addressed to the Party at the address stated below Agreement or such other address as either Party may designate by written notice to the other. Page 43 of 480 MUNICIPAL SERVICES COOPERATION AGREEMENT CONFEDERATED TRIBES OF THE COLVILLE RESERVATION/ CITY OF PASCO, WASHINGTON Page 4 of 5 For the City of Pasco: ___________________ ___________________ ___________________ For the Tribes: Executive Director Confederated Tribes of the Colville Reservation PO Box 150 Nespelem, WA 99155 8.0 Termination Should the Colville Tribes officially withdraw the Tribe’s Fee to Trust Application(s) for the Tribal Property and notify the City of such withdrawal, either Party may terminate this Agreement with ninety (90) days’ written notice to the other, provided that the provisions for payment of City of Pasco utility and non- utility services shall remain in effect so long as such services are provided to the Tribal Property. 9.0 Effective Date This Agreement shall take effect upon its signing by the authorized representatives of both Parties and remain in effect for a period of ten (10) years unless terminated pursuant to its terms herein or superseded by a future agreement/future agreements, provided that the provisions for payment of City of Pasco utility and non-utility services shall remain in effect so long as such services are provided to the Tribal Property, unless those payment provisions are addressed in a superseding agreement. The persons signing below are authorized by their respective governments to enter into this Municipal Services Cooperation Agreement. For the Confederated Tribes of the Colville Reservation: ______________________________________________ Date:___________ Andrew Joseph, Jr., Chairman For the City of Pasco Page 44 of 480 MUNICIPAL SERVICES COOPERATION AGREEMENT CONFEDERATED TRIBES OF THE COLVILLE RESERVATION/ CITY OF PASCO, WASHINGTON Page 5 of 5 _______________________________________________ Date:___________ Page 45 of 480 AGENDA REPORT FOR: City Council July 20, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 7/25/22 FROM: Bob Gear, Fire Chief Fire Department SUBJECT: Resolution - 2022 Fire & Ambulance Services Master Plan I. REFERENCE(S): Proposed Resolution Fire and Ambulance Services Master Plan PowerPoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Don Bivins, Principal for Bivins Consulting, LLC, will present the Pasco Fire Department Master Plan update. III. FISCAL IMPACT: Projected impacts are discussed generally in the plan, and will be refined in the subsequent strategic plan. As elements of the plan are implemented, budget documents will define the scope and budget impact along with potential funding mechanisms. Future fiscal impacts will be determined by Council as part of the budget process. IV. HISTORY AND FACTS BRIEF: During the November 7, 2016, Council meeting, the 2016 Emergency Services Master Plan for Fire & Ambulance services was adopted by motion. While tha t plan was meant to be a 10-year plan, the projects and impacts associated with the growth of the city resulted in the scope of the Master Plan to be completed ahead of the 10-year time frame. The 2019 Strategic Plan update recommended a Master Plan update based on the continued rapid growth of the City and progress the City had made at that time in implementing the 2016 Master Plan – stating “A Master Plan update is needed to address the enormous growth projections based on the recently Page 46 of 480 adopted City of Pasco Comprehensive Land Use Plan. The projections therein will further challenge PFD to meet the service demand that will come with expanded urban growth boundaries, increased population, new development, and new commercial/gaming sites.” Based on these items, an update of Master Plan was completed in 2022 addressing the significant expected growth of the city and the associated impacts to Fire and Ambulance services for the City of Pasco. The Master Plan outlines a series of near, mid, and long term stra tegies to address the current and future conditions for the Fire Department. V. DISCUSSION: Bivins Consulting, LLC was contacted requesting an update to the 2016 Master Plan. Work began on the Master Plan shortly after the completion of the 2019 Strategic Plan, which was adopted in early 2020 by Council. The consultant was familiar with Pasco Fire from prior interactions and had the available resources to conduct an update to the Master Plan with assistance of internal Pasco stakeholders. The updated Master Plan purpose and approach was to understand the risks Pasco is faced with today, anticipate community growth (and associated risk) and recommend steps to position the department to address the growth in advance with appropriate resources and infrastructure. The plan provides information regarding the growth and what policy and budget support will be required to address and manage the identified risks. The Master Plan consists of four sections: 1. Baseline assessment of current conditions and service performance; 2. Assess potential future community conditions, service demand, and fire protections risks; 3. Identify future service delivery system needs; and 4. Recommended short, medium, and long term strateg ies to meet the needs of the community now and into the future, keeping pace with growth and addressing gaps in the existing system where possible. Using both the updated Master Plan and the current Strategic Plan, the Pasco Fire Department will have a road map to address both specific and general policy and financial requirements to maintain a high level of service delivery as the City continues to grow. As is the case with the recently adopted Police Master Plan, adoption of the Fire Master Plan sets a general course for the Fire Department, providing staff with high-level policy guidance which may translate to future programs, allocation of resources, etc. subject to; change in circumstances, available resources, and in most cases subsequent Council action. With that, staff recommends Council adopt the updated 2022 Master Plan for the Fire Department. Page 47 of 480 Page 48 of 480 Resolution – 2022 Pasco Fire Department Fire & Ambulance Services Master Plan - 1 RESOLUTION NO. 4201 A RESOLUTION OF THE CITY OF PASCO, WASHINGTON APPROVING THE PASCO FIRE DEPARTMENT 2022 FIRE & AMBULANCE SERVICES MASTER PLAN. WHEREAS, the Pasco Fire Department first prepared a master plan in 2016 for fire and ambulance services and it was approved by Council at their November 7, 2016, Council Meeting; and WHEREAS, it is now time to revise and replace the Pasco Fire Department’s Fire & Ambulance Services Master Plan; and WHEREAS, the City of Pasco retained Bivins Consulting, LLC to conduct an update of the Fire Department’s 2022 Fire and Ambulance Master Plan (“Master Plan”) incorporating the anticipated changes and growth of the City to update the Master Plan; and WHEREAS, the recommendations in this Master Plan are made based on fire and emergency services best practices, current and expected Pasco Fire experience, and guidelines established by professional industry organizations; and WHEREAS, the detailed plan is the roadmap of how the Pasco Fire Department can evolve, using available staffing and resources to promote the stated City Council Goals which represent the community and the Department’s Mission, Vision and Values. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the Pasco Fire Department Strategic Plan meets the priorities of the City Council’s goals related to Community Safety by addressing the “adoption and develop implementation strategies for Comprehensive Fire Master Plan aimed at maintaining the current Washington State Rating Bureau Class 3 community rating;” and the “collaboration with regional partners to influence strategies to reduce incidences of homeless by leveraging existing resources such as the newly implemented 0.1% mental health sales tax, use of resource navigator programs, and other efforts.” Be It Further Resolved, that the City of Pasco hereby adopts the Pasco Fire Department 2022 Fire & Ambulance Master Plan as attached hereto as Exhibit A; and Be It Further Resolved, that this Resolution shall take effect immediately. Page 49 of 480 Resolution – 2022 Pasco Fire Department Fire & Ambulance Services Master Plan - 2 PASSED by the City Council of the City of Pasco, Washington this ___ day of _______, 2022. _____________________________ Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: _____________________________ __________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 50 of 480 2021 Master Plan Page 51 of 480 2021 Master Plan TABLE OF CONTENTS GLOSSARY OF TERMS ............................................................................................................................II ACKNOWLEDGMENTS ...........................................................................................................................III EXECUTIVE SUMMARY ............................................................................................................................I Purpose & Approach .............................................................................................................................i Baseline Assessment .............................................................................................................................i Improvement Strategies ...................................................................................................................... ix EVALUATION OF CURRENT CONDITIONS ............................................................................................ 1 Organization Overview ...................................................................................................................... 1 City Governance & Structure ................................................................................................................................... 1 Pasco Demographics .................................................................................................................................................. 2 Pasco Fire Department Structure ............................................................................................................................. 3 Agency Comparisons .................................................................................................................................................. 5 Management Components .................................................................................................................. 9 Management Elements ............................................................................................................................................. 10 Management Documents and Processes ............................................................................................................... 10 Critical Issues ............................................................................................................................................................. 11 Communication .......................................................................................................................................................... 11 Record Keeping, Documentation, & Security ....................................................................................................... 11 Capital Assets and Capital Improvement Programs .......................................................................... 13 Facilities ...................................................................................................................................................................... 13 Apparatus .................................................................................................................................................................. 21 Staffing & Personnel .......................................................................................................................... 25 Administrative and Support Staffing .................................................................................................................... 25 Emergency Response Staffing ................................................................................................................................ 26 Personnel Management ........................................................................................................................................... 27 Service Delivery and Performance .................................................................................................... 30 Service Demand ........................................................................................................................................................ 30 Distribution of Resources .......................................................................................................................................... 36 Concentration of Resources ..................................................................................................................................... 43 Reliability of Response Units .................................................................................................................................. 45 Response Performance Summary .......................................................................................................................... 49 Mutual and Automatic Aid Systems ....................................................................................................................... 52 Incident Control and Management ........................................................................................................................ 53 Training Program .............................................................................................................................. 54 General Training Competencies ............................................................................................................................ 54 Training Administration ............................................................................................................................................ 55 Training Facilities ...................................................................................................................................................... 55 Training Manual ........................................................................................................................................................ 56 Training Record Keeping ......................................................................................................................................... 56 Community Risk Assessment & Reduction Program ......................................................................... 57 Page 52 of 480 2021 Master Plan Community Risk Assessment ..................................................................................................................................... 57 Community Risk Reduction ....................................................................................................................................... 60 Emergency Medical Services ............................................................................................................. 62 Medical Direction & Control ................................................................................................................................... 62 Quality Assurance & Quality Improvement ......................................................................................................... 63 Clinical Skills & Continuing Education ................................................................................................................... 64 EMS Staffing & Operations .................................................................................................................................... 64 EMS Administration ................................................................................................................................................... 64 EMS Logistics .............................................................................................................................................................. 65 HAZMAT Services Support and Response Capability ....................................................................... 66 Specialized Response Services .......................................................................................................... 68 Types of Technical Rescue ....................................................................................................................................... 68 Technical Rescue Team Configuration ................................................................................................................... 69 Fire Department Planning .................................................................................................................. 70 Response Performance Planning ............................................................................................................................ 70 Community Risk Assessment Planning .................................................................................................................... 71 Community Risk Reduction Planning ...................................................................................................................... 71 Community Growth Planning .................................................................................................................................. 72 Target Hazard Response Planning ........................................................................................................................ 73 Resource Planning ..................................................................................................................................................... 73 Financial Planning ..................................................................................................................................................... 76 Succession Planning .................................................................................................................................................. 76 Organizational Work Planning.............................................................................................................................. 77 Airport Impacts .................................................................................................................................. 78 Adequacy of Current ARFF Response Capability at Tri-Cities Airport (PSC) ............................................... 79 PSC Growth Impacts on PFD................................................................................................................................... 81 Washington Surveying & Rating Bureau ........................................................................................... 82 WSRB & the Pasco Fire Department ..................................................................................................................... 83 Protection Class Maintenance ................................................................................................................................. 83 Fiscal Review of Current Conditions ................................................................................................. 88 City Economic Context ............................................................................................................................................. 88 Historical Revenues and Expenses ......................................................................................................................... 91 FUTURE SYSTEM DEMAND PROJECTIONS .......................................................................................... 94 Population Growth History & Projection ........................................................................................... 94 Comprehensive Plan and PFD ................................................................................................................................ 97 Demographics ............................................................................................................................................................ 98 Service Demand Projection .............................................................................................................. 100 FUTURE DELIVERY SYSTEM ................................................................................................................ 102 Near-Term Improvements ................................................................................................................ 102 Mid-Term Improvements ................................................................................................................. 104 Long-Term Improvements ................................................................................................................ 111 APPENDIX A: TABLE OF FIGURES ..................................................................................................... 113 Page 53 of 480 2021 Master Plan GLOSSARY OF TERMS Automatic Aid: Assistance dispatched automatically by contractual agreement between two or more communities or a region to all first alarm structural fires. Effective Response Force (ERF): The minimum number of firefighters and equipment that must reach a specific emergency incident location within a maximum prescribed travel [driving] time. This is established by various agencies, such as the Washington Surveying and Rating Bureau, the NFPA, and local elected officials. At the local level, this is established after conducting a risk assessment and is usually enumerated within a Standards of Cover created by the local agency. Mutual Aid: Assistance that is dispatched, upon request, by the responding (host) fire department. Usually, it is requested upon arrival at the scene by the responsible jurisdiction. Mutual aid is defined by a signed contractual agreement. National Fire Protection Association (NFPA): An international nonprofit organization devoted to eliminating death, injury, property and economic loss due to fire, electrical and related hazards. The organization does this primarily through the development of codes and standards. Peak Demand Unit: A unit configured for its primary mission (as used in this report, a medical unit) with staff and equipment assigned. As the name implies, the unit is assigned to serve during peak hours of service demand, augmenting existing 24-hour resources. Usually assigned ten to twelve hours per day, it is assigned to serve a geographical area (often not just one fire station area) for this peak period of time, reducing the demand burden on the 24-hour units during those peak hours. Page 54 of 480 2021 Master Plan ACKNOWLEDGMENTS The consultant thanks all the members of the Pasco Fire Department, the Mayor, Council members, and City Manager of the City of Pasco for their dedication and commitment to providing the highest levels of service possible within the constraints of available revenue. All members contacted during this study fully engaged in the process and were professional, positive, and devoted to PFD. Members and leadership together were motivated to make the organization and community an even better place to work and live. The consultant genuinely enjoyed working with the group. In addition, the Pasco Fire Department liaison to the consultant was key to the success of this report. Battalion Chief Matt Nelson made himself available throughout the life of this project at all hours and on his days off to ensure a smooth flow of information was provided. He provided logistical support, ensured the right people were contacted and consulted, while also tracking down datapoint discrepancies. To help keep costs down and to utilize the in-house expertise at the City of Pasco, the consultant was assisted ably by Pasco Fire Department administrative staff, as well as Pasco Finance Director Richa Sigdel, Pasco GIS staff (DeShawn Robins, Jerry Dilger, and Jenn Smithyman), and Pasco Senior Planner Jacob Gonzalez. Finally, Pasco Fire Department is to be congratulated for its commitment to planning, data gathering, and data analysis. While many fire departments gather data, few take the next step to analyze what the data indicates in terms of service efficacy and efficiency. Planning is a highly valued ethic within PFD. The residents of Pasco should be rightfully proud of their fire department. They are well served by these professionals. City of Pasco Mayor and Council Mayor Blanche Barajas Mayor Pro-Tem Craig Maloney Councilmember Joseph Campos Councilmember Irving Brown, Sr. Councilmember Pete Serrano Councilmember David Milne Councilmember Zahra Roach City Manager Dave Zabell Pasco Fire Department Bob Gear, Fire Chief Edward Dunbar, Deputy Chief Patrick Reid, Deputy Chief Matt T. Nelson, Battalion Chief -and- The men and women of PFD who made this study possible, and who serve the community with tireless energy and professionalism. Page 55 of 480 2021 Master Plan This page intentionally left blank. Page 56 of 480 2021 Master Plan i EXECUTIVE SUMMARY Bivins Consulting LLC was engaged by the City of Pasco Fire Department (PFD) to conduct an update to the 2016 Emergency Services Master Plan for the fire department. Project work was initiated on March 1, 2021, and completed in June 2022. Data was analyzed for the last full year available (2021). This report reflects the conditions in place during that time. This Master Plan is an update to the Master Plan conducted by Emergency Services Consulting International (ESCI) in 2016. Bivins Consulting LLC is not affiliated with ESCI and conducted this Master Plan Update as an independent contractor with the assistance of internal Pasco stakeholders. P urpose & Approach The purpose of a master plan for the fire service is to understand where the PFD is in relation to the risks the community is faced with today, anticipate community growth (and therefore service demand growth), and recommend steps to take to position the department to address that growth in advance with appropriate resources and infrastructure. In short, a master plan is a tool to help keep the department from lagging behind community growth and development, maintaining or enhancing service as the community grows. It is an effective policy-making and budgeting tool as well. Knowing where and how the community will grow into the future and what the fire department will need in terms of policy and budget support to address it—well in advance—is critical information for the City Council in their policy making role. This Master Plan update is divided into four sections as follows: 1) conduct a baseline assessment of the current conditions and current service performance of the fire department; 2) assess the potential future community growth; 3) identify the future service delivery system needs to address that growth; and 4) recommend short-, medium-, and long-term improvements to meet the needs of the community now and into the foreseeable future, keeping pace with growth and address gaps in the existing system where possible. Baseline Assessment The PFD is a modern fire department with the appropriate equipment, new facilities in two locations, and personnel who are well trained and professional. With 83 total personnel, Pasco has a low level of staff as compared to their comparable jurisdictions.1 Incident demand is also lower than their comparable agencies. PFD uses its Community Risk Reduction program to redirect less emergent calls toward other, more appropriate social service agencies. This has the effect of reducing the number of non-emergent calls for service, increasing the likelihood units will be available for a true emergency. 1 See Figure 23: Comparable Agency Staffing Levels (2020)* Page 57 of 480 2021 Master Plan ii This is an important philosophy to embrace, given the growth Pasco is projected to experience. The estimated population of Pasco is 78,7002 for 2021. This is significant as the City has grown by over 25.8 percent over the last ten years. While Kennewick is larger by population than either of the other two cities that make up the Tri-Cities, Pasco (median annual growth rate of 2.53%) is rapidly catching up, and their growth rate has been significantly outpacing that of Kennewick (median annual growth rate of 1.63%) and Richland (median annual growth rate of 1.53%) over that same period. The City’s recently adopted Comprehensive Land Use Plan anticipates that Pasco will reach a population of 121,828 by the year 2038; the addition of almost 45,000 additional residents between now and then. The City Council has adopted a goal to maintain the excellent Washington Surveying and Rating Bureau (WSRB) Public Protection Class (PPC) three (3), which was awarded in 2019. A reduced rating reduces fire insurance premiums paid by businesses whose insurance companies rely on the PPC ratings and can make a positive difference in homeowner insurance premiums. A closer analysis of the rating is conducted within this report, along with recommendations to strengthen the Class 3. Service Delivery and Response Performance PFD has a lower frequency for EMS incidents than its counterparts, at almost 70 percent (69.8%) of total calls for service (demand). However, this is likely due to the aggressive actions of the department’s Community Risk Reduction program and the Pasco Resource Coordinator redirecting otherwise inappropriate use of the 9-1-1 response system toward more appropriate social services. Pasco experiences 3.5 fires per 1,000 population, which is just below the median of four for their peer group. Fire loss is second highest among the peer group at $2,997,175. Monthly service demand varies within a range of 2.7 percent throughout the year. In general, the lowest service demand occurs during April (7.1% or 442 calls) and May (7.3% or 455 calls). July (9.8% or 604 calls), August (9.5% or 591 calls), and December (9.1% or 566 calls) demonstrate the greatest service demand for the year. PFD hourly service demand correlates with the activity of people, with workload increasing during daytime hours and decreasing during nighttime hours. Incident activity is at its highest between 10:00 a.m. and 6:00 p.m., which is the identical peak as the 2016 master plan identified. Over 70 percent (70.7%) of calls for service occurred between 8:00 a.m. and 8:00 p.m., which is over 6% higher than the 2016 master plan identified for the same time frame. Emergency response activity is concentrated in two large areas, as is depicted in the following heat map. These large concentrations of calls occur within close proximity of existing fire stations, reducing travel time for emergencies. In the last six years, PFD service demand has expanded the concentration of responses in two ways; the 2016 hot spot (hereinafter referred to as the Station 81 hot spot) has expanded in 2021 to extend substantially west of Highway 395 and north of Interstate 182, and a second large hot spot surrounding Station 83 (hereinafter referred to as the Station 83 hot spot) has developed in 2021 and expanded to both sides of Interstate 182. It is approximately the same size as the Station 81 hot spot. The Station 83 hot spot growth was anticipated in the 2016 master plan, although not as quickly as has occurred. Combined, a significant majority of the city is within a hot spot. 2 Washington State Office of Financial Management, Forecasting and Research Division, acquired 5-29-2022. Page 58 of 480 2021 Master Plan iii City of Pasco, Incident Density – 2021 The following map illustrates potential travel time capability (in green), assuming all apparatus are in quarters and available to respond. Approximately 96 percent of the incidents that occurred in 2021 were within 6 minutes travel time of a staffed fire station within the city limits. If the urban growth boundary were included, the percentage changes to 95 percent within six minutes. This is a slight improvement over the 2016 master plan (95 percent within the city limits). Page 59 of 480 2021 Master Plan iv PFD Travel Time Model & Incident Distribution The following map demonstrates actual travel time performance within half-square-mile fire management zones. The areas in green indicate PFD met the travel time goal of 6-minutes or less 90 percent of the time. The yellow indicates the 6-minute goal was achieved between 70 percent to 89.9 percent of the time. The red indicates the 6-minute goal was achieved less than 70 percent of the time. This reflects an overall decline in geographical performance, but not necessarily overall performance and can be attributed to the lack of a well-connected transportation system in some areas, rail disruptions, and significantly, concurrent call volume. It is also important to note that each fire management zone is not equal or balanced in terms of call volume and demand for service. Page 60 of 480 2021 Master Plan v Actual Travel Time Compliance by Fire Management Zone, 2021 The National Fire Protection Association (NFPA) is a national fire service consensus codes- and standards-making agency. NFPA 1710 Standard specifies that the full first alarm assignment (17 personnel when aerial apparatus are assigned) for a moderate risk structure fire (a 2,000 square foot, two-story residence) should arrive within 8 minutes travel time, 90 percent of the time. The following map reflects the concentration of resources and demonstrates that only along the central portion of Interstate 182 and the southern portion of State Route 395 in Pasco are within 8 minutes or less travel time of all four of the PFD stations. The northwest part of Pasco and much of the east side of Pasco only deliver one fire station to the areas highlighted within the 8-minute national standard. This is significant and will be addressed in the recommendations portion of this report. Page 61 of 480 2021 Master Plan vi Station Concentration, 8 Minute Reach From Staffed Stations PFD has adopted a travel time goal of 12 minutes for the arrival of the full first alarm assignment to a fire suppression event 90 percent of the time. The following map demonstrates the portions of the PFD service area that are within 12 minutes or less travel time of all four staffed fire stations. At 12 minutes or less travel time, PFD can assemble the staffing for a full first alarm (referred to as an effective response force, or ERF) within the center of the service area (highlighted in green). Again, this map models potential travel time, assuming all apparatus and personnel are available. Page 62 of 480 2021 Master Plan vii Simultaneous or concurrent incidents can also affect a fire department’s ability to muster sufficient resources to respond to additional emergencies. A concurrent call is defined as an incident dispatched in the same station area as another call within 30 minutes of each other. These concurrent calls are illustrated on a station-by-station basis in the following chart. Concurrent Incidents by Station Area, 2021 Location Concurrent Events % of All Calls % in 2015 Station 81 327 16.18% 15.4% Station 82 162 11.18% 13.2% Station 83 442 19.53% 12.3% Station 84 96 8.81% N/A In 2021, concurrent calls for service overall occurred 1,027 times. This is significantly lower than the 2015 numbers cited in the 2016 master plan (1,843). The decline is likely due to a fourth station being staffed, causing the burden to be shared across a larger base and causing neighboring station boundaries to be adjusted to a smaller footprint. The following chart displays the current PFD response performance goals at the 90th percentile and the department’s actual response performance in 2021 in the City of Pasco. Full First Alarm (ERF), 12 Minutes Travel Time (PFD Travel Time Goal), 2021 Page 63 of 480 2021 Master Plan viii Response Performance Goals & Actual Performance, 2021 Response Type Turnout Obj. (mm:ss) 2021 Actual (mm:ss) Travel Obj. (mm:ss) 2021 Actual (mm:ss) Fire Suppression Response 2:00 2:14 6:00 8:27 Full First Alarm—Fire Suppression Response N/A N/A 12:00 12:35 First Arriving Medical Unit (BLS or ALS) 2:00 2:14 6:00 6:44 First Arriving ALS Unit 2:00 2:14 6:00 6:40 Hazardous Material 2:00 2:14 6:00 7:51 Technical Rescue 2:00 2:14 6:00 15:11 ARFF N/A N/A 3:00 3:37 Wildland 2:00 2:14 6:00 8:29 Projections The City of Pasco Urban Growth Area & Comprehensive Plan – 2018–2038 Update (Comp Plan) projects a population of 121,828 by the year 2038, which is equates to the addition of almost 45,000 additional residents in the next eighteen years. By extrapolating the mean number of emergency responses per one thousand residents historically (93.29 per 1,000), service demand can be projected as it coincides with population growth. By 2038, Pasco Fire Department will be experiencing almost ten-thousand calls for emergency services. This is a conservative projection, since it is unknown at this time whether the 18.53% growth in demand in 2021 over 2020 is an anomaly, a result of the pandemic, or a new, more aggressive trend in service demand growth going forward. Page 64 of 480 2021 Master Plan ix Improvement Strategies The near-term strategies listed in this report are a compilation of the recommendations aimed at improving the current conditions of the Pasco Fire Department. While the consultant felt that PFD was a highly-skilled, well- managed, and professional organization, there is always room for improvement. The recommendations compiled throughout the report are consolidated at the end of this report for ease of review and implementation. The mid- and long-term strategies are explained in greater detail under the Future Delivery System section of this report. NEAR TERM STRATEGIES There are 24 near-term strategies for improvement in various sections of this report. Most are easily implemented with relatively low or moderate cost. Recommended mid- and long-term strategies will require budget discussions to prioritize the changes, financial resources if approved for implementation, and development of an implementation calendar. MID- AND LONG -TERM STRATEGIES The following are mid- and long-term strategies for improvement or increased efficiency. • Regional Training Manual: The creation and application of a single standardized training manual for the region will provide for more consistent training, better on-scene coordination, and improved firefighter safety. With firefighters of Benton and Franklin County fire departments trained in the same techniques, responders to emergency incidents can be confident that they will be prepared to work effectively as a team. The cost for this endeavor is staff time to attend meetings, draft training manual sections, and implement the regional training manual. • Peak Demand Units (PDUs): PDUs are typically staffed and deployed during the most statistically busy times of the day and week, which make the unit less costly and more flexibly deployed, both by time of day and geography. In any usage of this concept, it is important to understand that the value is added when the unit is deployed as an adjunct to existing staffing patterns. Otherwise, it compromises overall response capability. Deployment of a PDU during the busiest times of the day (between 8 or 9 a.m. to 8 p.m.) would also help reduce deficiency points assigned by the Washington Surveying and Rating Bureau for staffing levels during the day (currently 74 deficiency points). The cost of a medical unit as a PDU would be approximately $530,000 for the unit fully equipped (one-time capital cost), with the staffing costing approximately $1,000,000 fully loaded annually. • Staffing Increases: Administrative support would be bolstered by adding a Management Analyst to the management team at PFD. This position can routinely compute response statistics, calculate alternative response scenarios, and generally provide the management team with exceptional, real- time data to make sound management decisions. The cost for this position is approximately $95,000 and would be a civilian position. The Pasco Fire Department currently has one Administrative Assistant for the entire fire department. With a Fire Chief and Two Deputy Chiefs, plus administratively assigned line personnel (EMS Officer, Training Officer, Community Risk Reduction Specialist), the clerical support is insufficient to support these activities. The department needs one, possibly two additional clerical support positions. The cost of a clerical support position is approximately $87,000 (fully loaded). Page 65 of 480 2021 Master Plan x The operational staffing does not meet national standards and does not meet state or local norms. The City of Pasco should follow a plan of ramping up staffing in the fire department over successive years. This improves incident safety, reduces worker fatigue, and increases the likelihood of PFD maintaining its Class 3 rating from the Washington Surveying and Rating Bureau. It should be the goal of PFD to achieve three-person engine companies and two-person ambulances. The firefighters would cost $102,000 per person annually, fully loaded. • Logistics Center: The procurement and distribution of routine supplies is an important behind-the-scenes process that needs hands-on work and meticulous record keeping. These support services are currently provided by a variety of personnel in each fire department in the region; some are line personnel, some are support, and some are management. An opportunity exists for a more efficient regional process. Standardizing specifications for the purchase, repair, and maintenance of apparatus, self-contained breathing apparatus (SCBA), communication devices, Personal Protective Equipment (PPE), uniforms, replenishable supplies, and miscellaneous equipment often equates to less out-of-service time. Support personnel setting up a requisition and delivery system is a key efficiency of this type of approach. These economies of scale accrue to the benefit of each participating agency. The agencies can jointly develop a “Just-In-Time” inventory system to avoid large warehouse needs. To a great degree, a just-in-time inventory process relies on the efficient monitoring of the usage of materials and ordering replacement goods that arrive shortly before they are needed. This simple strategy helps to prevent incurring the costs associated with carrying large inventories of raw materials at any given point. The net cost of such an endeavor (supplies for each agency are already being purchased separately, likely at a higher unit cost) is in a logistician and the warehouse (which could be a converted surplus fire station). The logistician would cost approximately $89,000 fully loaded, divided equally among the participating agencies. An inventory delivery specialist can be added to this function for just-in-time delivery of replenishable supplies for approximately an additional $67,000 fully loaded, plus vehicle, also divided equally among the participating agencies. An evaluation of potential existing warehouse space from one of the partner agencies could be utilized to store inventory and house the logistics staff. • New Station 85—3624 Road 100 Station 85 would serve the west side where Stations 83 and 84 fail to achieve a 6-minute travel time. When the first due area around the proposed station (the area Station 85 units are expected to arrive first at an emergency) experiences 500 calls for service, the process should begin to design and construct the station, develop specifications for new apparatus that will be assigned there, and develop a plan to hire the personnel expected to operate out of the station. In 2021, the first due area for Station 85 had 520 calls for service. This means Station 85 has already hit the trigger point for construction to begin, apparatus to be put out to bid, and plans to be developed to hire sufficient personnel to staff the unit(s) assigned there. This station should have a single engine company staffed with three firefighters and limited EMS capabilities; an ambulance unit would not be required for some time. Page 66 of 480 2021 Master Plan xi • New Station 87—Kartchner Street, east of State Route 395 Station 87 addresses industrial growth in the east portion of the city and bolsters response to the east end generally. It would serve the Colville Tribal Casino once built as well as other tribal service and entertainment related economic development projects planned in that area, which would be a high concentration of transient population. In addition, large commercial/industrial development is occurring or slated to occur in the area (a second Resers facility and a large Darigold facility, for example). Triggering the timing of construction of Station 87 includes achieving approximately 500 calls for service in a given twelve consecutive months in what would be the service area of the station, or; when the land the Colville Tribe owns is converted to Tribal Trust lands and the casino is approved to begin construction. The station should be modeled after the other new stations. As construction is under way, apparatus should be put out to bid, and plans developed to hire sufficient personnel to staff the unit(s) assigned there. Station 87 should be equipped with a Telesquirt (or boom Squirt) staffed with three firefighters. No ambulance unit is anticipated to be required here. A Telesquirt is an apparatus that adds to the ladder credit Pasco receives, but also matches the relative risk Station 87’s first due area poses. • New Station 86—Northwest Urban Growth Boundary area A future Station 86 should be planned for in the far northwest corner within the urban growth expansion area. While some of the far northwest corner of the city has undeveloped land, the majority of the area to be served by this station is currently outside of the city but is likely to be annexed into the city as part of the comprehensive plan implementation (assuming approval by the county and/or state). This area is expected to see significant development according to the Pasco Comprehensive Land Use Plan. It is difficult to identify the ideal location for a fire station at this time given the lack of a robust transportation network there. Once plans to develop the area are put forth and the road network is laid out, travel time calculations should be conducted to determine the ideal location for a future fire station and property acquired. The station should have an engine assigned to it and should be staffed with three firefighters. An ambulance should not be required at this time. This station area should also have a trigger point of 500 calls for service in a given year as an indication that design and construction should begin for the new Station 86. Page 67 of 480 Page 68 of 480 2021 Master Plan 1 EVALUATION OF CURRENT CONDITIONS Other than a survey among comparable agencies conducted in early 2021 using the most recent complete year of data (2020), this phase of the study identifies the current conditions in place at the end of 2021. While it is clear that organizations constantly evolve, it is not practical to update the study as the department changes in real-time. This study reflects a snapshot in time (year-end 2021). This portion of the study describes the conditions in place during the study window, identifies gaps in service, and provides recommendations for improvement. The evaluation and analysis of data and other information are based significantly on the internal data provided by the Pasco Fire Department (PFD), Pasco Finance Department, and Pasco Planning Division (Comprehensive Plan and GIS), and other external sources. The current conditions are compared to industry best practices where applicable, including National Fire Protection Association (NFPA) standards, Commission on Fire Accreditation International (CFAI) self-assessment criteria, health and safety requirements, and generally accepted best practices within the emergency services industry.3 Each section in this phase of the report provides the reader with an overview of its purpose and function, then an analysis is conducted and results explained. Where significant issues or conditions are present, a more specific analysis is conducted, with discussion and recommendations provided as appropriate. Observations are supported by stakeholder interviews and validation of data provided by the client to the extent practical. For continuity purposes, this report generally follows the flow of its predecessor, the 2016 Pasco Fire Department Master Plan. Organization Overview The Organizational Overview component provides a summary of agency composition, configuration, and the services provided. Data provided by the administrative and management staff of the Pasco Fire Department were evaluated. In addition, interviews with line personnel, bargaining unit representatives, supervisory and administrative staff, city management, and elected officials were used to validate data and to provide context. The purpose of this section is to ground the reader in the operating environment of PFD, verify the accuracy of baseline information, and ensure that the consultant clearly understands the organizational context. City Governance & Structure The City of Pasco operates under a "Council-Manager" form of government, pursuant to Revised Code of Washington Chapter 35.18. Under this form of city government, the City Councilmembers are the elected officials of the city and constitute the legislative branch. They in turn appoint and oversee the City Manager to head the executive branch of the organization. The City Council sets policy for the city, adopts a budget, and supervises the City Manager. The City Manager implements policy as set by the City Council, manages the adopted budget, and manages the day-to-day operation of the city through subordinate department heads within the city, including the Fire Chief. 3 The CFAI organization is now a subsection of the Center for Public Safety Excellence (CPSE) but maintains its prime function of accrediting fire agencies. Page 69 of 480 2021 Master Plan 2 The Pasco City Council is comprised of seven elected officials, each serving four-year terms. Six council members are elected within geographic districts of the city, while one is elected at large. The council elects a mayor from among the seated Councilmembers. Pasco Fire Department is one of nine departments providing service or support from the City of Pasco to its citizens and visitors. Pasco Demographics Pasco is a mid-sized city in southeast Washington State and growing rapidly. According to the Washington State Office of Fiscal Management, the city is home to approximately 78,700 persons in 2021.4 That is a population growth of 11.6% (8,140 people) since the last master plan for the fire department was written six years ago. The city is the sixteenth largest city by population in the State of Washington. The city area encompasses approximately 37.5 square miles, with an additional seven square miles of potential expansion in the urban growth boundary. The city contains 24,924 homes. The following map reflects the service area of the Pasco Fire Department for 2021. Figure 1: Pasco Fire Department Service Area Map, 2021 4 Washington State Office of Financial Management, Forecasting and Research Division, acquired 5-29-2022. Page 70 of 480 2021 Master Plan 3 Pasco Fire Department Structure The Pasco Fire Department was established by council action on July 16, 1908, after a series of fires destroyed portions of the town. Little is published in the public domain about the fire department’s history beyond that, though IAFF Local #1433 maintains an informal history of the PFD for posterity. The headquarters of the Pasco Fire Department is located at the new Station 84, which was designed to accommodate both the operational and administrative elements of the department without work space conflicts. The Fire Chief’s position is generally described by a current position description, which is posted on the Pasco Human Resources website. The incumbent Fire Chief, Bob Gear, was appointed in 2009. The Fire Chief is an at-will employee and is under contract with the city. The Fire Chief recommends hiring and termination actions to the City Manager, but otherwise administers discipline at his sole discretion as guided by Human Resources policies and the collective bargaining agreement. As resources in this regard, the Fire Chief has available to him, legal counsel from the City Attorney and personnel advice from the HR Director. As with most fire departments, PFD is hierarchical, reflecting the paramilitary structure of the fire service. However, PFD makes a distinction about its hierarchy in that it is scalar during emergency incidents and project- oriented day to day. The Pasco Fire Department organization chart follows: Figure 2: Pasco Fire Department Organization Chart Page 71 of 480 2021 Master Plan 4 The functional program management structure follows a similar hierarchical structure as the staffing, with two deputy chiefs overseeing the programs. Program activities are assigned to various individuals across the department, regardless of rank. There are several routine program activities required to maintain emergency operational readiness and include such things as facilities, equipment, apparatus, community risk reduction, training, EMS, and special operations. Mid-managers are assigned these program areas, with additional, smaller projects connected to the major programs. The processes are interdependent where better and faster decisions can be made. This process is illustrated in the following figure. Figure 3: Functional Program Management Structure All suppression employees from Battalion Chief down are covered by a collective bargaining agreement. All exempt employees are covered by employment agreements and/or personnel and civil service rules of the city. The span of control in the fire department is in an ideal range for the operations branch and within industry standards at 1:5 for the Captain. The fire department has four career-staffed fire stations within the city. PFD provides to its constituency services such as fire suppression, advanced life support emergency medical services, ambulance transport services, and other services as illustrated in the previous figure. Page 72 of 480 2021 Master Plan 5 Agency Comparisons In the 2016 Master Plan, the National Fire Protection Association benchmark data for 2015 was used to compare Pasco Fire Department to fire departments in the thirteen states that make up the western region of the United States as defined by the NFPA. The contemporary data (2021) was not available, so the consultant used the same criteria (municipalities serving a population of between 50,000 and 99,999) to survey comparable-sized agencies within Washington State. The respondents answered the questions in the survey relying on 2020 data, so PFD’s 2020 data was also used to ensure an apples-to-apples comparison. All agencies that fell into the comparable range (municipal fire departments in Washington state that serve between 50,000 and 99,999 population) responded promptly to the survey. These comparable agencies include Kennewick, Bellingham, Redmond, Kirkland, Yakima, Richland, and Olympia.5 It is interesting to note that the eight municipalities serving between 50,000 and 99,999 persons in Washington State are evenly divided geographically: four on the east side and four on the west side of the state. All of the following graphics illustrate PFD compared to the other seven municipal fire departments within the population range. Figure 4: Population Served Comparison (2020) The average population served by the seven comparable agencies is 79,770. At a population of 77,100 (2020 data), Pasco was slightly smaller than the average of the comparable agencies. Pasco is the fifth largest of the eight agencies by population. 5 Ask MRSC. (n.d.). Retrieved March 31, 2021, from http://mrsc.org/Home/Research -Tools/Washington-City-and-Town- Profiles.aspx 77,100 87,649 97,393 69,900 90,010 99,837 60,000 53,600 - 20,000 40,000 60,000 80,000 100,000 120,000 Page 73 of 480 2021 Master Plan 6 Figure 5: Service Area Comparison, Square Miles (2020) Pasco Fire Department has a slightly larger service area to protect as compared to the average of the comparable agencies (35 square miles). It has the fourth largest area to serve of the comparable agencies. Figure 6: Population Density Comparison, per Square Mile (2020) 37.5 29.2 51 45 22.6 36.2 42.6 21 0 10 20 30 40 50 60 2,056 3,002 1,910 1,553 3,983 2,758 1,408 2,552 - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 Page 74 of 480 2021 Master Plan 7 The Pasco Fire Department has a slightly lower population density (2,056 persons per square mile) than the average of the other seven agencies (2,452 persons per square mile). The fact that Pasco is one of a few of the comparable agencies hosting a regional airport, which encompasses considerable area, has a bearing on population density. Figure 7: Total Incidents per 1,000 Population Comparison (2020) The Pasco Fire Department has the lowest number of incidents per 1,000 population served compared with the seven other agencies. The number of incidents per 1,000 population (80.3 in 2020) is higher than the ratio for Pasco as reported in the 2016 Pasco Master Plan (74.7). 80.3 118.9 205.4 151.6 89.0 116.2 122.9 237.9 - 50.0 100.0 150.0 200.0 250.0 Page 75 of 480 2021 Master Plan 8 Figure 8: Fires per 1,000 Population Comparison (2020) Despite having the lowest number of all incident types per 1,000 population (Figure 7), Pasco Fire Department has the fifth highest number of fires per 1,000 population (Figure 8). Figure 9: Fire Loss per Capita Comparison (2020) The Pasco Fire Department has the third highest fire loss per capita of the comparable agencies at $38.9 per capita. The average of the other seven comparable agencies is $26.8 per capita. 3.5 3.1 5.0 2.0 1.5 5.6 4.0 6.0 - 1.0 2.0 3.0 4.0 5.0 6.0 7.0 $38.9 $28.5 $21.3 $7.5 $15.4 $45.4 $20.2 $49.0 $- $10 $20 $30 $40 $50 $60 Page 76 of 480 2021 Master Plan 9 Figure 10: EMS Incidents per 1,000 Population Comparison (2020) The Pasco Fire Department has the lowest number of medical responses per 1,000 population (56.1) of all the comparable agencies. The average of the other seven comparable agencies is 100.6 per 1,000 population. This is likely due to PFD recodifying what constitutes an EMS call, and the exceptional work of the Community Risk Reduction program and the resource coordinator, which redirects many low acuity calls to social service agencies for more appropriate redress. Recommendation: • Establish a process to formally maintain the history of the PFD. Management Components Management of emergency service agencies has always been challenging, made more so by recent societal and environmental changes. Changes and concerns surrounding emergency response during the COVID-19 pandemic have required out-of-the-box thinking. This not only includes how to safely respond to emergencies in the community but how to maintain safety during more routine activities by crews while at the fire stations. Social distancing, masking, and frequent washing all become more difficult to comply with while crews are living together for forty-eight consecutive hours, training together, eating together, and interacting with each other in preparation for responses. Firefighters look to management to keep them safe while also looking to management to accommodate the activities that make a working crew function effectively. 56.1 83.9 148.6 98.3 60.0 79.7 88.3 145.4 - 20.0 40.0 60.0 80.0 100.0 120.0 140.0 160.0 Page 77 of 480 2021 Master Plan 10 In addition to COVID-19, there are the challenges that come with significant increases in social unrest and civil disobedience. Fire departments are faced with difficult decisions and tactics when assisting law enforcement during these events. Legislative changes to law enforcement engagement in 2021 has shifted many of these types of responses to the fire department. This increases the fire department burden and dramatically increases the risk profile for fire department operations. Over and above these complexities, fire service leadership must continue to deal with the more routine challenges associated with maintaining an effective organizational structure, setting and measuring levels of service, staying abreast of new technologies and methods, evaluation and maintenance of a qualified workforce, staff development for effective succession, and financial sustainability for the future. This section of the report deals with the elements typically found in the management structure of an organization. Management Elements Successful organizations must be clear about their purpose, direction, and culture. They must also have a plan in place, complete with goals and objectives, metrics to measure effectiveness or achievement, areas of responsibility assigned, and timelines to achieve them. All these elements together are incorporated into a strategic plan. The Pasco Fire Department has been a key leader in planning (which is addressed in greater detail in the Planning Section of this report) for the future. It established a complete strategic plan in 2017 that addressed all the above-listed elements. It managed to complete the vast majority of the five-year plan in three years and commissioned a second strategic plan in 2020, which was adopted just prior to the initiation of this master plan. Management Documents and Processes Emergency services organizations usually rely on regulatory documents to augment direct supervision, empowering crews to make appropriate decisions when direct supervision is not practical. This provides the leader's intent, allowing members to make decisions independently when guidance is otherwise unavailable. Pasco Fire Department has a complete and thorough set of regulatory documents broken into rules and regulations (R&Rs), Standard Operating Guidelines (SOGs), and Administrative Orders (AOs). The R&Rs, complete with a code of conduct and a code of ethics, are intended to, “… cover in a general way the obligations and duties of the members of the Pasco Fire Department.” The SOGs are intended to, “… be only a guide for members to use in daily activities.” AOs are issued by city leadership above the fire department and supersedes any conflicting R&Rs or SOGs, but do not supersede conflicts with the collective bargaining agreement. As in many organizations, these regulatory documents are in writing but are not up to date. All the regulatory documents reviewed by the consultant were issued in mid-2014, with no revisions identified since then. Some are out of date, e.g. the fire department’s mission statement was amended in the 2017 strategic plan but is not reflected in R&R 0002 – Mission Statement. Industry best practice suggests that one-third of the documents be reviewed each year so that the complete set is reviewed and revised every three years. PFD should also establish a formal process to develop new R&Rs and SOGs. Page 78 of 480 2021 Master Plan 11 Critical Issues As mentioned at the beginning of this chapter, public safety agencies routinely face a complex array of new critical issues and emerging challenges. Engaging members of the organization in addressing organizational challenges is a fruitful and productive practice. For the members to engage, however, they must understand the most difficult issues facing the organization from the perspective of the leadership. The PFD administration has listed the following top three critical issues facing the organization. Figure 11: Critical Issues Critical Issues 1st Priority Focusing on the long-term goal of sustaining a WSRB protection class rating of 3. 2nd Priority Working to achieve and maintain target fire response times through operational improvements and long- range strategic planning of facilities and staffing. 3rd Priority Ongoing evaluation of costs, processes, and performance associated with the delivery of city services, including customer feedback and satisfaction, staffing, faciliti es, and partnership opportunities. Communication PFD invests significant time and effort into its internal communication. Staff meetings are convened regularly, with minutes taken. Written memoranda are occasionally used to supplement staff meeting information and member forums are conducted (all-hands meetings) to address urgent issues of global impact. The Fire Chief and his command staff subscribe to an open-door policy. While the organizational chart clearly depicts formal authority, it reflects the emergent nature of the fire service. The routine, day-to-day communication and activities in the department are less formal. Programs are often assigned to personnel that deviate from the formal organizational chart or roles. External communication is more dependent upon the broader city. PFD does have a formal complaint process in place and does rely occasionally on community surveys, performed by the city on behalf of all departments. A community newsletter, which occasionally has articles of interest about the fire department, is distributed by the city. The Pasco Fire Department does have a presence on Facebook and a thorough presence on the City of Pasco website. City social media is robust and provides an opportunity to discuss PFD issues of interest to the general public. Further, the AskPasco app was implemented during the development of this report, facilitating any complaints or citizen feedback. Record Keeping , Documentation , & Security The Pasco Fire Department has a process for public records access in place and has hard copy files protected in office file drawers. Electronic files are secured by passwords assigned to users with rights to appropriate documents, and the file server is backed up daily off-site. This process is coordinated with the City Clerks Office, specifically records management, retention schedules and destruction. Incident reports, patient care reports, and exposure reports are maintained by the department and appropriately secured. The department uses Image Trend™ and TargetSolutions™, which are fire service industry-specific software programs. These are password protected. New World™ is a program used by citywide operations and is also password protected. Finance reports are issued by the Finance Department of the city regularly, and management reports are shared weekly at department managers meetings. Operational reports are issued by the Pasco Fire Department annually, addressing performance. Page 79 of 480 2021 Master Plan 12 At fire stations, public access doors are secured with keypad or fob locks. Response vehicles rely on locked fire stations to provide security, but staff vehicles are typically unsecured in the parking lot. Small, attractive assets are inventoried annually. No petty cash is maintained on-site. Instead, Purchase (P) Cards are used by those with the authority to use them. They have small limits placed on them, and the program is audited by the City Procurement Specialist. All testing records are in place for self-contained breathing apparatus, which is conducted internally. Hose, ladders, pumps, and breathing air from the cascade system are tested by outside contractors. Vehicle maintenance records are retained at city shops, where vehicle maintenance is conducted. Gas monitor calibration occurs internally by on-duty personnel. Recommendation: • Review and update all regulatory documents on at least a three-year cycle. Page 80 of 480 2021 Master Plan 13 Capital Assets and Capital Improvement Programs Two of the three critical elements of an effective emergency response system are capital assets in the form of facilities and equipment. The PFD is well-equipped with appropriate apparatus, and most of the facilities themselves are appropriately designed, placed, and maintained. Without these, it is impossible for a fire department to deliver services effectively. This section reviews the capital assets of the Pasco Fire Department to determine their effectiveness for the mission. Facilities The Pasco Fire Department has a capital improvement plan that spans six years (from 2021–2026 and is updated annually). Funding has been identified and earmarked for the projects. The following figures focus on the facilities in place or under construction, and identify sites acquired to address future needs. Figure 12: Station 81 Station 81 is located at 310 N. Oregon Street. It is home to Engine 2811 and Medic 2821; each is staffed with two personnel. Additional units are stored here to be cross-staffed as the need arises. The station formerly housed the administrative offices but has been vacated by admin staff to facilitate a smoother operational purpose and greater operational flexibility. Survey Component Observations STRUCTURE: STATION 81 Construction type Wood Frame Date 11-30-1999 Seismic protection/energy audits No Auxiliary power Yes, Diesel Generator Condition Remodeled in 2020 Other (ADA, gender appropriate, etc.) ADA and mixed gender compliant; Storage Minimal Square footage 6,400 FACILITIES AVAILABLE Exercise/workout Yes Sprinkler system/Smoke detection Yes/Yes Kitchen/dormitory Yes Washer/dryer No Lockers/showers Yes Security Parking is gated with gate and station doors key coded Training/meetings No Apparatus exhaust system Yes Apparatus Number Minimum Staffing Comments Engine 2811 2 Type I engine with a 50’ ladder and elevated master stream Medic 2821 2 Engine 2861 CS Wildland engine cross-staffed from existing units when called for Type 4 Rescue Boat CS Cross-staffed from existing units when called for Page 81 of 480 2021 Master Plan 14 Figure 13: Station 82 Station 82 is located on the Port of Pasco Airport (PSC) property at 3502 Varney Lane and is provided as an element of the partnership with the Port to provide fire and medical response to all air operations activities. It has two ARFF units with two dedicated firefighters assigned to the station and they do not leave airport property. The remaining units and staff respond in and out of the PSC for more typical responses. The crews anchored to the airport limits the utility of the station for purposes other than airport response due to its required location at the airport. Survey Component Observations STRUCTURE: STATION 82 Construction type Cinder Block Date 03-13-2006 Seismic protection/energy audits No Auxiliary power Yes, Diesel Generator Condition Fair Special considerations (ADA, mixed gender appropriate, storage, etc.) ADA Yes, Mixed Yes, Storage Adequate Square footage 10,710 FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings Yes Washer/dryer Yes, Turnout gear extractor and dryer Sprinkler system Yes Smoke detection Yes Security Yes, Locked at all times due to FAA rules Apparatus exhaust system Yes Apparatus Number Minimum Staffing Comments Engine 2812 2 Medic 2822 2 PSC ARFF 281 2 Dedicated staffing for airport operations – does not leave PSC property PSC ARFF 282 CS Cross-staffed as needed from other crews. Tender 2822 Unstaffed Cross-staffed from existing units when called for Page 82 of 480 2021 Master Plan 15 Figure 14: Station 83 Station 83 is located at 7510 Sandifur Parkway. It is a new facility (opened January 2021) and houses four personnel; two on the engine and two on the medic unit. A type 6 engine (brush unit) is also housed here and can be cross-staffed from the regular staffing here as the need arises. Survey Component Observations STRUCTURE: STATION 83 Construction type Wood frame Date 1-18-2021 Seismic protection/energy audits Yes Auxiliary power Yes, Diesel Generator Condition New Special considerations (ADA, mixed gender appropriate, storage, etc.) ADA Yes, Mixed Yes, Storage adequate Square footage 10,600 FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings No Washer/dryer Yes (installing as of this writing) Sprinkler system Yes Smoke detection Yes Security All doors key code and/or FOB Apparatus exhaust system Yes Apparatus Number Minimum Staffing Comments Engine 2813 2 Medic 2823 2 Type 6 Engine Unstaffed Cross-staffed from existing units when called for This new station has caused the old Station 83 to be surplus to the needs of the PFD. The old facility has been transferred to Pasco Public Works and Pasco Police Departments. The cost will be split between the two agencies according to the space each agency utilizes. Page 83 of 480 2021 Master Plan 16 Figure 15: Old Station 84 (Replaced in September 2021) Survey Component Observations STRUCTURE: OLD STATION 84, (crew and equipment relocated in September 2021) Construction type Cinder Block Date 1958 Seismic protection/energy audits No Auxiliary power No Condition Poor Special considerations (ADA, mixed gender appropriate, storage, etc.) ADA No, Mixed No, Storage No Square footage 1,920 FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory Yes Lockers/showers No Training/meetings No Washer/dryer No Sprinkler system No Smoke detection Yes, battery only Security No Apparatus exhaust system No This station has separate apparatus bay and crew quarters on adjacent lots. It was put to use as a temporary facility in 2017 by utilizing an acquired station from Franklin #3 and adjacent home to cobble together a response capability until a suitable station could be funded and constructed. It was replaced in September 2021 with new Station 84 at 4920 West Court Street. PFD is currently negotiating with Franklin #3 to lease the station back to the District for their resident program. Page 84 of 480 2021 Master Plan 17 Figure 16: Station 84 (new as of September 2021) Station 84 is located at 4920 West Court Street. This station replaced the existing temporary Station 84 (which will become surplus). The station is also the PFD Headquarters station with the administrative staff relocating here from their former location on Ainsworth. This station also serves as the office for the on-duty shift Battalion Chief. Survey Component Observations STRUCTURE: NEW STATION 84 HEADQUARTERS Construction type Wood Frame Date Opened September 2021 Seismic protection/energy audits Yes Auxiliary power Yes, Generator Condition New Special considerations (ADA, mixed gender appropriate, storage, etc.) ADA Yes, Mixed Yes, Storage yes with additional storage building Square footage 16,663 FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings Yes Washer/dryer Yes, Turnout washer and dryer Sprinkler system Yes Smoke detection Yes Security All doors secured with Key Code and/or FOB Apparatus exhaust system Yes Apparatus Number Minimum Staffing Comments Battalion 281 1 Ladder 2814 2 Rescue 2834 CS L2814 and R2834 will be cross staffed depending upon nature of incident Medic 2824 2 Page 85 of 480 2021 Master Plan 18 Figure 17: Vehicle Storage Building (Station 84 adjacent) The Vehicle Storage Building is located on property adjacent to Station 84. The purpose of this building is to house ancillary and seasonal apparatus in a facility that requires lower costs per square foot to construct and maintain, while making these units quickly accessible and convenient to the PFD. Survey Component Observations STRUCTURE: STORAGE BUILDING LOCATED AT STATION 84 Construction type Wood Frame Date Opened September 2021 Seismic protection/energy audits Yes Auxiliary power Yes Condition New Special considerations (ADA, mixed gender appropriate, storage, etc.) ADA Yes, Mixed Yes, Storage yes, storage only Square footage 5208 FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory No Lockers/showers No Training/meetings No Washer/dryer No Sprinkler system Yes Smoke detection Yes Security All doors secured with Key Code and/or FOB Apparatus exhaust system No Page 86 of 480 2021 Master Plan 19 Figure 18: Future Station 85 Site Property for a future Station 85 is located at 3624 Road 100. The property is currently vacant and awaiting the results of future development to drive the need for construction. Survey Component Observations STRUCTURE: STATION 85 SITE SELECTED, NO START DATE FOR CONSTRUCTION SET Construction type Under planning, no start date for construction set Date Seismic protection/energy audits Auxiliary power Condition Special considerations (ADA, mixed gender appropriate, storage, etc.) Square footage FACILITIES AVAILABLE Exercise/workout Kitchen/dormitory Lockers/showers Training/meetings Washer/dryer Sprinkler system Smoke detection Security Apparatus exhaust system Page 87 of 480 2021 Master Plan 20 Figure 19: Future Station 87 Site This is the site of a future Station 87. There is currently no address associated with the property, but it is at the end of Kartchner Street near the Auto Zone Distribution Center, east of State Route 395. This is also near a proposed casino site for the Colville Confederated Tribes. The PFD property is currently vacant and awaiting the results of future development to drive the need for construction. SURVEY COMPONENT OBSERVATIONS STRUCTURE: STATION 87 SITE SELECTED, NO START DATE FOR CONSTRUCTION SET Construction type Under planning, no start date for construction set Date Seismic protection/energy audits Auxiliary power Condition Special considerations (ADA, mixed gender appropriate, storage, etc.) Square footage FACILITIES AVAILABLE Exercise/workout Kitchen/dormitory Lockers/showers Training/meetings Washer/dryer Sprinkler system Smoke detection Security Apparatus exhaust system Page 88 of 480 2021 Master Plan 21 Figure 20: Pasco Fire Department Training Center The Training Center for Pasco Fire Department is located at 1011 Ainsworth, adjacent to the current Franklin County Emergency Management building in the Port of Pasco. The Training Division has expanded to use some of the office and classroom space vacated by PFD headquarters staff in their move to Station 84. Survey Component Observations STRUCTURE FIRE DEPARTMENT TRAINING CENTER Construction type All Metal Date 10-1-2018 Seismic protection/energy audits No Auxiliary power No Condition Fair, added restroom facility in 2020 Special considerations (ADA, mixed gender appropriate, storage, etc.) Fire and Rescue Training Tower only Square footage 1,600 FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory Kitchen in adjacent facility Lockers/showers Lockers and limited showers located in adjacent facility Training/meetings Classroom located in adjacent facility Washer/dryer No Sprinkler system No Smoke detection No Security No Apparatus exhaust system No Apparatus The Pasco Fire Department has an apparatus and higher valued equipment replacement plan in place, which schedules replacements out to the year 2035. This is a detailed plan and addresses replacement consistent with NFPA 1911 and its Annex D. This standard states that engines and ladder trucks should not exceed 15 years of frontline service, with a maximum of an additional ten years of reserve status before being surplussed. Ambulance-type vehicles have a much shorter life expectancy, with seven years being the typical maximum life for these units. Pasco follows these guidelines in its written apparatus and equipment replacement schedule. Page 89 of 480 2021 Master Plan 22 The intent behind Annex D is to maintain firefighter safety. Apparatus manufacturers comply with the NFPA standard each year. With changes to the standard every few years, improvements such as lighting, visibility, crew compartment safety, rollover protection, harnessing of passengers, and other safety systems are added. Annex D recognizes that an older fleet that has not been upgraded to meet current NFPA standards poses a greater risk than newer apparatus. A retrofitted apparatus that has been upgraded may meet the intent of NFPA 1911 and Annex D. However, Annex D is only guidance, not a mandate. In addition to apparatus replacement schedules, expensive capital equipment carried on the apparatus needs to be reflected in a replacement schedule. The equipment includes defibrillator-monitors, power stretchers, self- contained breathing apparatus, and ruggedized portable radios. Expected service life can be obtained from manufacturers of these various types of equipment. In developing an apparatus and equipment replacement plan, Pasco Fire Department has established the criteria for replacement. The price point for the apparatus and equipment is determined and a price escalator to project how much money will be required to purchase replacement vehicles and equipment once they have reached the end of their useful lives. Each year, that price escalation factor should be evaluated against the actual price increases that year, and the replacement schedule trued up. Pasco Fire Department models this industry best practice. Funding for the replacement plan is derived from the city general fund or the ambulance utility fund (or a combination of the two where the unit serves both missions). When the apparatus is retired, there is usually a nominal return for the salvage value of the sale. Proceeds from this may also be reinvested into the apparatus and equipment fund or into appropriate fund balance. Page 90 of 480 2021 Master Plan 23 Figure 21: Apparatus & Major Equipment Replacement Schedule Description Estimated life in Years Replacement Year Apparatus 2016 Rescue Boat 10 2026 Boat Grant GR0.FR.35.2020 Spill prevention Boat 10 2031 2015 Chevy Tahoe 50% 6 2021 2014 Ford Transit Van 50% Split 7 2024 2014 Ford F250 4x4 Super Duty Cab 10 2024 2016 Ford Pickup - Training 10 2026 2016 Ford Pickup 50% Split General/Ambulance 10 2026 2015 Chevy Tahoe 50% Split General/Ambulance 5 2026 2020 Ford F150 50% Split General/Ambulance 10 2030 2018 Ford Explorer 50% Split General/Ambulance 10 2028 2014 Dodge Ambulance 4500 4x4 7 2021 2014 Dodge Ambulance 4500 4x4 7 2021 2017 North Star Ambulance on Dodge Chassis 7 2024 2017 North Star Ambulance on Dodge Chassis 7 2024 2020 Northstar Ambulance 7 2027 New ambulance—facilitate re-chassis of other ambulance 7 2027 2013 Ford F-550 Grass Truck Type 6 Engine 10 2022 1989 Water Tender-refurbished 10 2025 2020 Ford F-550 Grass Truck Type 6 Engine 15 2035 2012 Viper Aerial Apparatus Ladder 15 2027 Retro fit vehicle 3134 replace Ladder 15 2027 2014 Rosenbauer Fire Pumper Apparatus Type 1 15 2029 Retro fit vehicle 3137 replace Pumper 15 2029 2006 International 4400 Rescue Truck 13 2031 Retro fit vehicle 3149 replace Rescue 13 2031 2018 E-One Custom Pumper Type 1 Pumper 15 2033 2018 E-One Ladder Truck (Teleboom) 15 2033 Retro fit vehicle 3147 replace Pumper 15 2033 Retro fit vehicle 3148 replace Teleboom 15 2033 Equipment Defibs – Lifepaks (2) each @ 50,000 each 5 2021 Defibs – Lifepaks (2) each @ 50,000 each 5 2023 Defibs – Lifepaks (2) each @ 50,000 each 5 2025 CPR Machine (4) @ $14,000 each 10 2030 MDT (15 units) 5 2022 Breathing Air Compressor – Training 15 2034 SCBA – 57 $8,439 each 15 2021 Page 91 of 480 2021 Master Plan 24 The following figure illustrates the apparatus deployment of Pasco Fire Department as compared to similar- sized municipal agencies in Washington State (Kennewick FD, Bellingham FD, Redmond FD, Kirkland FD, Yakima FD, Richland FD, and Olympia FD). Again, this reflects the results of the survey conducted in 2021 using data available from 2020 for each agency. Figure 22: Resources Deployed by Type Comparison (2020) 4 1.5 4 4 5 1 3 6 - 1 2 3 4 5 6 7 Engines Ladders Medics Stations Pasco FD Comparable Agency Average Page 92 of 480 2021 Master Plan 25 Staffing & Personnel The third critical element of an effective emergency response system, and most valuable asset is people. The effective management of human resources requires a balance between the maximum utilization of the overall workforce and a high level of job satisfaction by individual workers. To achieve this, management must combine reliability with a safe working environment, fair treatment, the opportunity to provide input, recognition of the individual’s commitment and sacrifice, and job enhancement opportunity. Job satisfaction depends upon this combination of factors. Administrative and Support Staffing One of the primary responsibilities of a fire department’s administration is to ensure that the fiscal, infrastructure, and support elements are in place and functioning smoothly and effectively so that the core mission—responding to and mitigating emergencies—can be accomplished in a safe and efficient manner. Careful choreography of these elements is required to strike an effective balance. Like any other part of a municipal fire department, administration and support need the appropriate resources to function properly. In this section of the staffing analysis, the ratio of administrative and support positions to total organizational staffing is compared to industry best practices and similar organizations. Too large an emphasis on administrative staffing can have as detrimental an influence on the efficient functioning of an organization as too little. It is important to achieve an appropriate balance between administration and support and the operational sides of a department since organizational success may depend upon it. The level of administration and support staffing represents 9.64 percent of Pasco Fire’s total staff. This is a slightly lower ratio than was in place in the 2016 master plan (10.5%). Pasco has done a good job of integrating the needed fire department support under other civilian divisions within the city and temporary assignments of line staff for special projects. The comparable agencies and their staffing levels are illustrated in the following figure. Figure 23: Comparable Agency Staffing Levels (2020)* Agency Total Employees Exempt Staff Exempt % of Total Support Staff Support % of Total FF FF % of Total FLSA Hrs/week Shift Min on Duty Pasco 83 3 3.6% 5 6.0% 75 90.4% 49.0 19 Kennewick 98 3 3.1% 3 3.1% 92 93.9% 49.8 18 Bellingham 149 4 2.7% 6 4.0% 139 93.3% 47.4 30 Redmond 178 7 3.9% 8 4.5% 163 91.6% 48.6 32 Kirkland 112 2 1.8% 4 3.6% 106 94.6% 48.0 21 Yakima 99 3 3.0% 1 1.0% 95 96.0% 49.5 22 Richland 87 4 4.6% 10 11.5% 73 83.9% 48.1 16 Olympia 100 6 6.0% 4 4.0% 90 90.0% 49.8 20 Average 118 4 3.6% 5 4.7% 108 91.9% 48.8 23 *Comparable agencies: municipal fire departments in the State of Washington with between 50,000–99,999 population Page 93 of 480 2021 Master Plan 26 The administrative functions of PFD are physically located at Station 84. The building was designed to be the Headquarters Fire Station that will accommodate the administration and operational assets with appropriate space for each without having spacing conflicts. The design is advantageous in that it keeps the administration connected to operational elements to prevent them from losing touch, but keeps operational elements from feeling micromanaged by a hovering administration. Emergency Response Staffing An adequate number of professionally trained staff of emergency responders is required for putting the appropriate emergency apparatus and equipment to its best use in mitigating incidents. Insufficient staffing at an operational scene decreases the effectiveness of the response and increases the risk of injury to all individuals involved. Further, it lends itself to undesirable results (greater fire damage and poorer medical outcomes). The first 15 minutes is the most crucial period in the suppression of a fire. How effectively and efficiently firefighters perform during this period has a significant impact on the overall outcome of the event. This general concept is applicable to fire, rescue, and medical situations. Critical tasks must be performed in a timely manner to control a fire or to treat a patient. Pasco Fire Department is responsible for ensuring that responding companies can perform all the described tasks in a prompt, efficient, and safe manner. This requires actions to be performed simultaneously, not sequentially. The following figure lists PFD’s emergency response staffing. Figure 24: Emergency Response Staffing per Shift Operational Assignments Station 81 Station 82 Station 83 Station 84 Battalion Chief Total Suppression Minimum Staffing 4 6 4 4 1 19 Maximum Assigned 6 6 6 6 1 25 Considerable ongoing local, regional, and national discussions and debates around large incidents of significant consequence have brought attention to the matter of firefighter staffing. Frequently, this discussion is set in the context of firefighter safety. While there are published standards regarding firefighter staffing, they generally speak in terms of the number of firefighters assigned to a particular apparatus, often characterized as a preferred standard of, ”…a minimum of four personnel per company.”6 The more critical issue is the number of firefighting personnel assembled as teams in an appropriate amount of time at the scene of an emergency that can perform the required critical tasks to mitigate the emergency regardless of the number of vehicles upon which they arrive. Complicating the issue of operational staffing for large fire incidents is the continued responsibility of the fire service to provide their communities with emergency medical response. These responses often require fewer personnel resources but are occurring in much greater numbers than fires. Whether a fire department provides emergency transport to the hospital or not, medical emergencies have continued to challenge many fire service organizations’ abilities to keep up with service demands. PFD is no exception. 6 NFPA 1710 continues to require that engine companies be staffed with a minimum of four on-duty members, as stated in section 5.2.3 and subordinate subsections of the standard. Page 94 of 480 2021 Master Plan 27 PFD’s response protocols necessitate transferring Medic Unit crews to “swing” over to the fire apparatus when a multi-unit fire response is dispatched (i.e., structure fire), resulting in a four-person company. If the medic units are in quarters and available, as well as their counterpart fire engine, the crews will merge on the engine to respond, leaving the medic unit unstaffed and out of service. If the medic unit or fire engine are separated when the dispatch occurs, they respond to the fire incident separately. In either case, medical incident response capacity is adversely impacted, yet the additional staffing is critical to the structure fire response. This process represents an exposure to the potential for reduced EMS capability for the duration of the fire incident. This is discussed in greater detail in the Service Delivery & Performance section of this report. Regarding fires and other major emergencies, the number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat different types of incidents. In the absence of adequate personnel to perform concurrent action, the incident commander must prioritize the tasks and complete some in sequential order rather than concurrently. This delays mitigating actions and degrades the outcome of the emergency (resulting in greater fire losses). Many fire departments develop Community Risk Analysis: Standards of Cover (CRA:SOC) to define how they will respond to a variety of emergencies. A CRA:SOC considers the particulars of an organization, including community risks, recognizing that how fire departments respond to various situations depends upon their size, their available resources, and the priorities of that agency’s community. CRA:SOCs also communicate to employees and to citizens how the agency expects its responders to approach emergency situations. PFD has created a CRA and an SOC (two separate documents) in-house. The format of a CRA:SOC is specifically prescribed by the Commission on Fire Accreditation International (CFAI), Sixth Edition and is an industry best practice. While not a legal requirement, the PFD SOC should be reviewed and revised to reflect the Sixth Edition of the CFAI’s Community Risk Analysis: Standards of Cover. This is being budgeted as a regional effort (Pasco, Kennewick, and Richland) for a 2023 project. This will include EMS response and staffing. Personnel Management The following review relates to the baseline personnel management components typically found in an appropriately administered organization. Operations personnel in the fire service in Washington most commonly work 24-hour or 48-hour shifts. Under federal labor regulations, they can work up to 53 hours per week before their employers are obligated to pay them at an overtime rate, and those 53-hour weeks can be averaged over a longer period than one week. Each employer may adopt a period of time for averaging the employees’ work week from a maximum of 28 days to a minimum of 7 days. In the fire service in the northwest, these time periods, known as “FLSA (Fair Labor Standards Act) cycles” tend to run from 24 to 28 days. The FLSA cycles are broken up by off-duty periods that can be regular or varied. These are referred to as Kelly Days. PFD, like many other fire departments in Washington, schedules additional off-duty shifts to bring the average work week below 56 hours to avoid overtime costs. Almost all firefighters in Pasco work 48 hours on duty and 96 hours off with 15 Kelly days scheduled per year (to reduce the hours of work per week for a 24-day FLSA cycle), resulting in an average work week of 49 hours. This places PFD’s FLSA cycle at the average among the comparable municipal agencies in Washington State. Page 95 of 480 2021 Master Plan 28 PFD has also established a floating work schedule (called “D” shift) that is designed to give the department the flexibility to place “extra” firefighters where they are needed to cover vacancies created by injuries, vacations, or other absences, thereby reducing overtime. This shift has not been consistently staffed for the last five years due to low staffing levels overall. As staffing levels allow, assignment of personnel to D shift is continuously evaluated. This schedule is an example of the City’s and the Union’s willingness to look at creative ways to address a common emergency services issue—staffing for vacancies that occur in an unpredictable way. The department engages with employees in a variety of groups, committees, and teams to provide input into systems and process. They include: Figure 25: Committees, Workgroups, or Teams Committee, Workgroup, or Team Level of Engagement EMS quality management (QA/QI) On-duty personnel with Medical Advisor follow-up Medic/Ambulance Work Group Medics from each shift—reviewing training and budget Training Training Captain and on-duty personnel Safety Safety Committee with 2 members from each shift, chaired by department Safety Officer (the Operations Deputy Chief) Uniforms and PPE, Specifications, maintenance, and repair B shift Battalion Chief, through on-duty personnel SCBA repair and maintenance 4 Trained SCBA Technicians, one per shift plus a Lead Communications Technician On-duty personnel and contracted with outside agency Apparatus purchase, repair, and maintenance A shift Battalion Chief; maintenance/repair through city shop Equipment purchase, repair, and maintenance C shift Battalion Chief Facilities maintenance and repair B shift Battalion Chief Airport Fueler program B shift Battalion Chief Investigations and Public Education Administrative Deputy Chief Technical Rescue Program A shift Battalion Chief, through on-duty personnel This is a remarkably high level of employee engagement in what is often retained by the administration in other agencies. The approach taken by PFD demonstrates a desire to share a level of ownership of the fire department’s operations not often seen in other agencies. This approach builds ownership, develops personal organizational skills, improves communication, expands decision-making, and develops personnel for higher and more complex positions of supervision and leadership. In short, it contributes to succession planning. Pasco has consistently encouraged Spanish speaking competence by their emergency workers. Financial incentives are provided to bi-lingual employees, but a relatively small percentage of the employees qualify for this benefit. Anecdotally, employees interviewed about this less-than-optimal engagement in the program opine that the standardized test for competence as a Spanish speaker has changed several times in the past. Employees further remarked that there is a need for conversational Spanish targeted primarily toward emergency communication during stressful situations. It would serve Pasco well to find such a program to provide flexible and easy-to-implement Spanish for emergency workers. Such programs exist, but the author of this report makes no warranty as to the effectiveness of these programs.7 7 https://www.myspanishteacher.com/learn_spanish_for_fire_ems . - https://121spanish.com/spanish-for-emergency-workers. Page 96 of 480 2021 Master Plan 29 Recommendations: • Research and identify a consistent mechanism to provide a flexible and easy-to-implement Spanish for emergency workers curriculum. Page 97 of 480 2021 Master Plan 30 Service Delivery and Performance This section is the heart of the master plan as it relates to the prime mission of the Pasco Fire Department. It reflects the current environment PFD operates in, specifically, the community’s emergency demand for service (by time and geography); the distribution of resources (apparatus, personnel, and facilities); the concentration of these resources (delivery of an appropriate complement of personnel and equipment in a timely manner); reliability of resources (availability to respond to their first due assignments); and actual response performance (response times). The remaining elements compare automatic and mutual aid balance and evaluate incident control methods. Service Demand The following figure illustrates the Pasco Fire Department service demand for the past six calendar years. The annual incidents displayed in the following figure represent all incident types, including mutual/automatic aid given to neighboring fire jurisdictions. Figure 26: Service Demand, 2016–2021 As the previous figure illustrates, PFD service demand increased by over 43.45 percent from 2016 through 2021, with the largest jump in the last year (2021) of 18.53% over 2020. The following figure uses National Fire Incident Records System (NFIRS) incident type definitions to categorize incidents as “Fires” (structures, vehicle, brush, any responses categorized as a 100 series incident in NFIRS), “EMS” (all calls for medical service including motor vehicle accidents [MVAs] and rescues, any responses categorized as a 300 series incident in NFIRS), and “Other” (false alarms, hazmat incidents, service calls, all other NFIRS incident series). 5118 5510 5691 5842 6194 7342 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 0 1000 2000 3000 4000 5000 6000 7000 8000 2016 2017 2018 2019 2020 2021 Incidents % Increase YoY Page 98 of 480 2021 Master Plan 31 Figure 27: Incidents by Type, 2021 The above figure illustrates that EMS incidents represent most of the service demand in the PFD service area at 70%. This represents a nine percent reduction of the ratio of EMS incidents to overall incidents since the 2016 master plan. Incidents coded as a fire represent four percent of service demand. This is a 1.4 percent reduction of the ratio of fires to overall incidents as compared to the 2016 master plan. All other incident types make up nearly 26 percent of PFD service demand, which is a 10.3 percent reduction of the ratio of other call types to overall incidents as compared to the 2016 master plan. The significant difference between 2016 and 2021 for EMS and Other call types (as a ratio of the total) is due to the emphasis the PFD Community Risk Reduction program has placed on correct coding of responses by firefighters. There has been a concerted effort to have calls categorized correctly, and proper coding is occurring at a higher rate than ever before. Overpressure Rupture, Explosion, Overheat (No Fire) 0% Rescue & Emergency Medical Service Incident 70% Fire 4% False Alarm & False Call 6% Good Intent Call 10% Service Call 9% Special Incident Type 0% Severe Weather & Natural Disaster 0% Hazardous Condition (No Fire) 1% Page 99 of 480 2021 Master Plan 32 TEMPORAL DEMAND It is also useful to evaluate service demand from a time perspective (temporally) to determine specific trends during certain periods where staffing can be modified to better fit the demand. The following illustrates total service demand during 2021, summarized by month of year, day of week, and hour of day. Figure 28: Incidents by Month, 2021 Service demand varies monthly within a range of 3.2 percent throughout the year. In general, the lowest service demand occurs during January (6.5% or 478 calls) and February (6.7% or 490 calls). Both August (9.7% or 712 calls) and September (9.7% or 709 calls) demonstrate the greatest service demand for the year. Figure 29: Incidents by Day of Week, 2021 As with monthly service demand, service demand varies throughout the week. Again, the range is relatively narrow (1.86% variance between slowest and busiest days of the week). 478 490 561 575 599 658 674 712 709 641 590 655 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 0 100 200 300 400 500 600 700 800 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Incidents % of Total 1012 1050 1109 1069 1064 1066 972 900 950 1000 1050 1100 1150 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Page 100 of 480 2021 Master Plan 33 Figure 30: Incidents by Time of Day, 2021 PFD service demand correlates with the activity of people, with workload increasing during daytime hours and decreasing during nighttime hours, as shown in this figure. Incident activity is at its highest between 10:00 a.m. and 6:00 p.m., which is the identical peak identified in the 2016 master plan. Almost 70 percent (69.9%) of calls for service occurred between 8:00 a.m. and 8:00 p.m., which is six percent higher than the 2016 master plan identified for the same time frame. There is a significant and predictable increase in service demand during the day. This provides an opportunity for PFD to anticipate increased workload and improve response performance by deploying additional apparatus during periods of peak activity. 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0%12:00 AM1:00 AM2:00 AM3:00 AM4:00 AM5:00 AM6:00 AM7:00 AM8:00 AM9:00 AM10:00 AM11:00 AM12:00 PM1:00 PM2:00 PM3:00 PM4:00 PM5:00 PM6:00 PM7:00 PM8:00 PM9:00 PM10:00 PM11:00 PMPage 101 of 480 2021 Master Plan 34 GEOGRAPHIC SERVICE DEMAND In addition to the temporal analysis, it is useful to examine the geographic distribution of service demand. Using incident location data provided by PFD, Pasco GIS personnel plots incident locations and calculates the mathematical density of 2021 service demand in the PFD service area. The expansion of hot spots in PFD between 2016 and 2021 is significant. Figure 31 below illustrates the 2021 heat map. Figure 31: Geographic Service Demand, 2021 Since the 2016 master plan, PFD service demand has expanded the concentration of responses in two ways. The 2016 hot spot was located in the Station 81 area east of SR 395 and south of I-182. That hot spot has expanded in 2021 to extend substantially west of Highway 395 and north of Interstate 182, and a second large hot spot now surrounds the new Station 83 stretching to both sides of Interstate 182. It is approximately the same size as the Station 81 hot spot. The Station 83 hot spot was anticipated in the 2016 master plan, although not as quickly as has occurred. Station 83 was relocated in the middle of the hot spot pursuant to the 2016 master plan because call volume was expected to significantly grow north of I-182. Incident distribution north and south of I-182 is currently occurring on a 3:1 ratio (north versus south of the interstate). In 2021, 1597 (74%) calls occurred north of I- 182, while 569 (26%) of the calls occurred south of I-182. Combined, a significant majority of the city is within a hot spot. Most of the incidents displayed in this figure are EMS incidents (69.8%). The following figure displays 2021 fire incidents. Page 102 of 480 2021 Master Plan 35 Figure 32: Geographic Service Demand, Fire Incidents, 2021 Fire incidents are the least frequent incident type in the data set. However, incidents categorized as fires are distributed throughout the study area in a pattern similar to the overall incident data. The most significant concentration of fires is within the Station 81 hot spot. Page 103 of 480 2021 Master Plan 36 Distribution of Resources The distribution analysis presents an overview of the current deployment of facilities, apparatus, and personnel within the Pasco Fire Department service area. Figure 33: Study Area, 2021 PFD currently provides fire protection, EMS first response and transport (ALS and BLS), hazmat, and rescue service within the City of Pasco. In addition, PFD operates Aircraft Rescue and Fire Fighting (ARFF) apparatus at the Tri-Cities Airport. The City of Pasco encompasses approximately 37.5 square miles. There are islands of unincorporated Franklin County inside the City of Pasco. An inter-local agreement (ILA) on automatic aid between PFD and Franklin County Fire District #3 (FCFD#3) ensures that the closest available resource is dispatched to emergency incidents in these island areas. In the following figure, the Washington Office of Financial Management (OFM) population (2021 estimate) and traffic analysis zone (TAZ) data are used to display population density for the Pasco area. Using National Fire Protection Association (NFPA) population classifications, population density is categorized as urban (density over 1,000 population per square mile), suburban (density between 500–1,000 population per square mile), and rural (density less than 500 population per square mile). Page 104 of 480 2021 Master Plan 37 Figure 34: Density, Office of Financial Management (OFM) - Traffic Analysis Zone (TAZ), 2021 Population Estimate The population density inside Pasco is largely urban in nature. The majority of area categorized as rural or low density (less than 500 per square mile) inside the Pasco Urban Growth Boundary (UGB) is zoned for industrial or commercial land uses, or currently undeveloped land slated for future development and population growth. The overall population density inside of Pasco is approximately 2,099 per square mile, which is an increase of 255 people per square mile from 2016 (1,844). The Washington Surveying and Rating Bureau (WSRB) is a statewide insurance industry organization that evaluates fire protection for communities across Washington. A jurisdiction’s WSRB rating is an important factor when considering fire station and apparatus distribution since it can affect the cost of fire insurance for Pasco residents and businesses. To receive maximum credit for station and apparatus distribution, WSRB recommends that all “built upon” areas in a community be within 1.5 road miles of an engine company. Additionally, a structure should be within five miles of a fire station to receive any fire protection rating for insurance purposes. The following figures examine PFD fire facility distribution by WSRB distance criteria over the existing road network. Page 105 of 480 2021 Master Plan 38 Figure 35: Station Distribution 2021, WSRB Criteria Approximately 43.4 percent of Pasco’s entire road network is within 1.5 miles of a PFD station. This includes only the current city limits (not in the urban growth boundary) but does include private roads, state routes, and federal highways. Almost all (99+%) of Pasco’s entire road network is within 5 miles of a PFD station. The City of Pasco currently has a Class 3 Community rating. Similar to engine company criteria, WSRB recommends that ladder companies (aerial apparatus) be placed at 2.5-mile intervals in areas with buildings over three stories in height. Page 106 of 480 2021 Master Plan 39 Figure 36: Aerial Apparatus Distribution 2021, WSRB Criteria The PFD aerial apparatus placed at Station 84 and Station 81 are well positioned to respond throughout the PFD service area to cover buildings greater than three stories in height. The WSRB Public Protection Classification program only addresses fire suppression activities and is primarily concerned with the geographic coverage of property. For jurisdictions such as PFD that respond to all types of emergencies, the travel time required to respond from a fire station to any type of emergency call for service is of equal importance. The following figures demonstrate travel time over the existing road network. Travel time is calculated using the posted speed limit and adjusted for negotiating turns and intersections. Page 107 of 480 2021 Master Plan 40 Figure 37: Travel Time Model 2021, NFPA Criteria The previous figure demonstrates PFD travel time capabilities from the PFD fire stations. NFPA 1710, which is a national consensus standard, specifies that career staffed, urban fire departments should deploy resources such that 90 percent of emergency service demand can be reached in 4 minutes or less travel time. The City of Pasco has adopted a travel time standard of 6 minutes travel time for the arrival of the first apparatus on the scene. The following figure displays the portions of the PFD service area within 6 minutes or less travel time of a staffed fire station. Note that the road network data provided to model travel time does not include data for the Tri- Cities Airport. However, an examination of aerial photos reveal that the entire airport complex is well within 4 minutes of travel of Station 82. Page 108 of 480 2021 Master Plan 41 Figure 38: Potential Travel Time Model, PFD Response/Travel Time Model, 2021 As illustrated in the previous figure, 97.4% of the road network within the city is within the 6 minute travel time for the existing fire stations. More importantly, the following figure demonstrates the percentage of service demand in 2021 that occurred within 6 minutes or less travel time of a PFD staffed fire station. Page 109 of 480 2021 Master Plan 42 Figure 39: Service Demand and 6-Minute Travel Time Model, 2021 Approximately 96 percent of the 2021 incidents displayed in this figure occurred within 6 minutes travel time of a staffed fire station. The travel time model in this figure displays potential travel time capability, assuming all apparatus are in quarters and available to respond. The following figure uses GIS data provided by PFD to display actual travel time performance in 2021 and compared to 2015 summarized by the PFD geographic fire management zones (FMZ). Page 110 of 480 2021 Master Plan 43 Figure 40: Actual Travel Time Performance by Fire Management Zone, 2021 Using an approximately half-square-mile grid, PFD has established fire management zones (FMZs) for the PFD service area. PFD is able to track the distribution of incidents and actual travel time performance within each FMZ. As opposed to the previous travel time models, which model potential travel time capability, the previous figure demonstrates actual travel time performance within a distinct geographic area. Demand for service is not evenly distributed between zones. The previous figure also compares travel time compliance in 2021 to the 2015 travel time compliance using the same criteria. PFD met the travel time standard of 6 minutes approximately 69.9 percent of the time in PFD’s service area (short of the 90% goal). This compares favorably to 2015, which met the PFD travel time standard of 6 minutes approximately 56 percent of the time in PFD’s service area (also short of the 90% goal). However, there are challenges geographically, as the map depicts. The use of geographic FMZ’s is an effective tool to pinpoint areas where traffic delays, lack of street network connectivity, or responses from a more distant station (due to concurrent incidents) negatively affect actual response performance. All three factors are at play here, with call concurrency being the most impactful challenge. Concentration of Resources The resource concentration analysis examines PFD’s ability to assemble multiple resources (both apparatus and people) in a timely manner. Page 111 of 480 2021 Master Plan 44 The following figure displays the concentration of PFD stations in the study area in 8 minutes or less travel time. The 8-minute travel time goal is intended to ensure that enough people and equipment arrive soon enough to safely control a fire or mitigate any emergency before there is substantial damage or injury. The 8-minute travel time criteria is based on NFPA 1710. The NFPA 1710 Standard specifies that the full first al arm assignment for a moderate risk structure fire (single family residential structure) should arrive within 8 minutes travel time, 90 percent of the time (90th percentile). Figure 41: Station Concentration, 2021 The staffing required to deliver the PFD full first alarm assignment for a residential (moderate risk) structure fire calls for all four stations to be sent (three engine companies, one ladder truck, one medic unit, and one Command Officer). An agreement with Franklin County Fire District #3 also provides a breathing support unit with one operator. This may also include mutual aid resources as appropriate. This provides a total of 16 personnel, which meets the Pasco standard as currently written in terms of delivering the staffing required. The previous figure demonstrates that only a small portion of the core area of Pasco near Interstate 182 is within 8 minutes or less travel time of all four of the PFD stations (red highlighted areas). Pasco City Council has adopted a travel time goal of 12 minutes for the arrival of the full first alarm assignment to a fire suppression event (measured at the 90th percentile). The following figure demonstrates the portions of the PFD service area that are within 12 minutes or less travel time of all four staffed fire stations. Page 112 of 480 2021 Master Plan 45 Figure 42: Full First Alarm (ERF), 12 Minutes Travel Time (PFD Travel Time Goal), 2021 The current city council-adopted standard for PFD’s full first alarm assignment (Effective Response Force, or ERF) for a residential (moderate risk) structure fire is 11 or more personnel arriving on the scene in 12 minutes or less, 90% of the time. The actual practice for PFD staffing on these incidents is 16 personnel, including automatic aid resources. PFD is only able to achieve the council-adopted travel time goal of twelve minutes or less in the center of the service area, as depicted in the previous illustration. Reliability of Response Units The workload of emergency response units can be a factor in response time performance. The busier a given unit, the less likely that unit is available for the next emergency. If a response unit is unavailable, then a unit from a more distant station (or mutual/automatic aid department) must respond, increasing overall response time. Although fire stations and response units may be distributed to provide quick response, that level of performance can only be obtained when the response unit is available in its primary service area. Simultaneous or concurrent incidents can also affect a fire department’s ability to muster sufficient resources to respond to additional emergencies. A concurrent call is defined as an incident dispatched in the same station area as another call within 30 minutes of each other in the same station area. Page 113 of 480 2021 Master Plan 46 These concurrent calls are illustrated on a station-by-station basis in the following figure. Figure 43: Concurrent Incidents by Station Area, 2021 Location Concurrent Events % of Sta Calls % in 2015 Station 81 327 16.18% 15.4% Station 82 162 11.18% 13.2% Station 83 442 19.53% 12.3% Station 84 96 8.81% N/A In 2021, the total number of concurrent calls for service occurred 1,027 times. This is significantly lower than the 2015 numbers cited in the 2016 master plan (1,843). The decline is likely primarily due to a fourth station (84) being staffed, which spread the demand across units out of four rather than three stations. The notable exception is Station 83, which had the highest concurrent call rate of the four stations, and was the only station to see their concurrent call rate increase despite the addition of a fourth station. Unit workload is another factor that helps determine how reliable a unit is to respond to its own calls in a timely manner. Unit hour utilization (UHU) measures the amount of time a unit is committed to an incident (workload). The larger the number, the greater the unit’s utilization and the less available it is for assignment to subsequent calls for service. The following chart depicts unit hour utilization for each response unit that is staffed. Page 114 of 480 2021 Master Plan 47 Figure 44: Unit Hour Utilization (UHU), 2021 Apparatus Average Time Committed Total Time Committed UHU Rate 2021 UHU 2015 Baseline AR281 0:24:26 11:48:35 0.13% 0.09% AR282 0:14:12 1:39:21 0.02% 0.04% B2841 0:54:26 29:01:58 0.33% BC281 0:18:49 471:29:54 5.38% 3.54% BC282 0:20:34 4:47:58 0.05% CH281 0:47:26 7:06:52 0.08% CH282 0:32:48 12:34:18 0.14% CH283 0:45:56 21:26:16 0.24% E2811 0:20:04 629:14:24 7.18% 5.73% E2812 0:19:38 156:04:23 1.78% E2813 0:19:43 680:20:21 7.77% 5.68% E2814 0:21:34 348:59:42 3.98% E2818 0:27:43 6:00:21 0.07% E2819 0:19:58 31:57:28 0.36% 0.68% E2861 0:25:10 19:18:02 0.22% 0.97% E2863 0:44:29 45:57:36 0.52% 0.40% L2811 0:18:55 90:48:44 1.04% 5.31% L2814 0:20:23 37:43:00 0.43% M2821 0:30:03 1002:19:09 11.44% 11.60% M2822 0:29:24 955:43:25 10.91% 12.09% M2823 0:34:18 1155:32:51 13.19% 10.99% M2824 0:31:25 819:24:04 9.35% M2828 1:19:29 6:37:24 0.08% M2829 1:05:42 4:22:48 0.05% 0.28% MO281 0:50:35 14:20:01 0.16% 0.51% MO282 0:56:08 10:17:33 0.12% MO283 0:25:19 58:39:40 0.67% PIO281 0:42:58 59:26:04 0.68% R2832 0:19:07 290:59:32 3.32% R2834 0:19:31 85:11:54 0.97% T2822 0:32:12 2:08:47 0.02% TO281 0:40:10 8:42:13 0.10% 0.66% UT282 0:47:09 1:34:19 0.02% In the previous figure, the busiest units are highlighted in red. When engine companies approach ten percent UHU, their ability to meet their travel time objective to their first due calls decreases, and their failure rate (the rate at which a unit is not available to handle its own calls for service) potentially drops below 90 percent, which is the industry minimum standard and the Pasco objective. High failure rates (low unit reliability) results in slower response times and generally poorer outcomes on incidents requiring an Effective Response Force (ERF). In PFD’s case, the engines have not reached 10% UHU, so this is not an immediate risk. Station 83’s engine (E2813) surpassed Station 81’s engine (E2811) in total time committed to incidents and total unit hour utilization. In short, Station 83’s engine is now the busiest in the Pasco Fire Department. Page 115 of 480 2021 Master Plan 48 EMS units are much busier than their engine counterparts, which is typical. All four Pasco medic units are at or above the ten percent threshold for achieving their response performance objective, since they are at or beyond 10% UHU. Station 83’s medic unit (M2823) is the most taxed unit of the four with a UHU of 13.19%. They are committed to an incident an average of 34:18 minutes, which is the longest of the four medic units, but not substantially so. Pasco Fire Department added a fourth medic unit since the 2016 master plan was published. The impact of that added unit is clear in that it bent the growth curve of UHU downward (improved) for two of the three medic units that have been in service since being deployed. The addition of the medic unit at Station 84 (M2824) not only had a positive effect on its first due area, but also reduced the UHU for the medic units out of Stations 81 and 82 (M2821 and M2822 respectively). The medic unit from Station 83 undoubtedly also benefitted from the addition of a fourth medic unit, but not enough to offset the increase in its UHU growth over the 2015 baseline. Due to high reliance upon EMS response units in Pasco (and most communities in the United States), medic units have significantly higher UHU’s than their engine counterparts. Medic units with high UHU are more susceptible to paramedic burnout and overuse, burden-shifting to either engine companies or secondary medic unit response. Burden-shifting causes the problem to spread to other units. This was studied by Henrico County (VA) Division of Fire in 2016, which published their findings in what became an industry best practice.8 The study demonstrated that UHU rates for individual medical units in the range of 25 to 30 percent can lead to employee burnout issues and can negatively affect station and unit reliability. The study’s “Commitment Factors” table is illustrated in the following figure. Figure 45: Medic Unit Commitment Factors as Developed by Henrico County (VA) Division of Fire, 2016 Factor Indication Description 0.16–0.24 Ideal Commitment Range Personnel can maintain training requirements and physical fitness and can consistently achieve response time benchmarks. Units are available to the community more than 75 percent of the day. 0.25 System Stress Community availability and unit sustainability are not questioned. First-due units are responding to their assigned community 75 per cent of the time, and response benchmarks are rarely missed. 0.26–0.29 Evaluation Range The community served will experience delayed incident responses. Just under 30 percent of the day, first-due ambulances are unavailable; thus, neighboring responders will likely exceed goals. 0.30 “Line in the Sand” Not Sustainable: Commitment Threshold—community has less than a 70 percent chance of timely emergency service and immediate relief is vital. Personnel assigned to units at or exceeding 0.3 may show signs of fatigue and burnout and may be at increased risk of errors. Required training and physical fitness sessions are not consistently completed. 8 How Busy Is Busy? Retrieved from https://www.fireengineering.com/articles/print/volume -169/issue-5/ departments/fireems/how-busy-is-busy.html. Page 116 of 480 2021 Master Plan 49 Currently, UHU rates in the study area for EMS or fire units are not approaching concerning levels and are not in danger of reaching extreme levels in the near term. However, Pasco is experiencing tremendous growth. PFD should calculate UHU annually and monitor unit hour utilization on a unit-by-unit basis. Particular emphasis should be placed on the impact of COVID-19 on UHU during the height of the pandemic. The pandemic’s impact on UHU could be an anomaly, but it is unclear at this time. If individual units approach high UHU rates, ensure that response performance and other duties are not negatively affected. A deeper analysis into the causal factors would be prudent as medic units approach 25 percent UHU and as engine companies approach 10 percent UHU. Potential solutions to managing high UHU include adjustments to the resources assigned to a high UHU area or the addition of a peak demand unit to share the load. Response Performance Summary In the Response Performance Summary, we reviewed the current PFD response performance. The department provided 2021 incident and apparatus response data, which was recorded and stored in the PFD records management system software program. As required by the Revised Code of Washington, the Pasco City Council has established response performance goals (Resolution 2938) and provides a report documenting response performance annually.9 In addition to the above-referenced RCW, the national consensus standard established in NFPA 1710 recommends that fire departments track and report all of the components of total response time listed as follows:10 • Call Processing Time. The amount of time between when a dispatcher answers the 911 call and resources are dispatched. • Turnout Time. The time interval between when units are notified of the incident and when the apparatus are en route. • Travel Time. The amount of time the responding unit actually spends traveling to the incident. • Total Response Time. Total Response Time equals the combination of “Processing Time,” “Turnout Time,” and “Travel Time.” The following figure displays the performance recommendations from the NFPA 1710 standard. 9 RCW 35.103: Fire Departments-Performance Measures. 10 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (National Fire Protection Association 2020). Page 117 of 480 2021 Master Plan 50 Figure 46: NFPA 1710 Response Performance Recommendations Response Element NFPA Recommendation Call Processing 64 Seconds @ 90th Percentile Turnout Time 60 Seconds @ 90th Percentile for EMS 80 Seconds @ 90th Percentile for Fire Travel Time (First unit on scene-Fire or EMS) 4 Minutes @ 90th Percentile Travel Time (First arriving ALS unit) 8 Minutes @ 90th Percentile Travel Time-Full First Alarm (Moderate risk-structure fire) 8 Minutes @ 90th Percentile The following figure displays the current PFD response performance goals and the department’s actual response performance in 2021. Figure 47: Current PFD Response Performance Goals & Actual Performance, 2021 Response Type Turnout Obj. (mm:ss) 2021 Actual (mm:ss) Travel Obj. (mm:ss) 2021 Actual (mm:ss) Fire Suppression Response 2:00 2:14 6:00 8:27 Full First Alarm—Fire Suppression Response N/A N/A 12:00 12:35 First Arriving Medical Unit (BLS or ALS) 2:00 2:14 6:00 6:44 First Arriving ALS Unit 2:00 2:14 6:00 6:40 Hazardous Material 2:00 2:14 6:00 7:51 Technical Rescue 2:00 2:14 6:00 15:11 ARFF N/A N/A 3:00 3:37 Wildland 2:00 2:14 6:00 8:29 To meet the performance objectives for the incident types above, the Pasco Fire Department plans to continue to evaluate its response data to determine if relocating resources, improving personnel reliability, or other organizational changes may improve the ability to accomplish the response time standards. This includes working with Pasco Public Works on the development of transportation corridor improvements that will lessen travel time. The Pasco Fire Department intends to continue to engage the public, so they fully understand the level of service available is based on the resources provided. ALARM PROCESSING TIME In 2018, Pasco Fire Department switched dispatch centers from the Franklin County Communications Center to Southeast Communications Center (SECOMM). For 2021, SECOMM fire dispatch met the NFPA 1710 call processing performance objective (≤ 64 seconds 90% of the time). Alarms were processed in 27 seconds or less 90% of the time. This is a significant improvement over the previous call processing times reported by Franklin County Communications Center (compliant 53.3% of the time in 2015). TURNOUT TIME The Pasco Fire Department met its own Turnout Performance Objective (≤ 2 minutes) 84.7% of the time. The turnout time was 2 minutes, fourteen seconds or less 90% of the time in 2021. This is eight seconds slower than the 2016 master plan reported. Page 118 of 480 2021 Master Plan 51 PFD command staff should bring this drop-off to the attention of crews as an area for focused improvement. An axiom in the fire service (and other services), is, “…that which is measured is treasured”. By measuring and reporting out on turnout time performance on a crew by crew and shift-by-shift basis monthly, crews will typically redouble their efforts to improve. TRAVEL TIME Travel time is potentially the longest component of total response time and is a simple matter of physics. The distance between the fire station and the location of the emergency influences total response time the most. The quality and connectivity of streets, traffic congestion, and geography all play crucial roles in travel time performance. The use of traffic control technology (signal pre-emption devices), closest unit dispatch using automatic vehicle location (AVL), and mobile data terminals with vehicle routing software are examples of using modern technology to reduce the travel time and improve response performance. Note that PFD has implemented all of these technological means to some degree to improve response performance. The Pasco Fire Department met its own Travel Time Performance Objective (≤ 6:00) 69.9% of the time in 2021. This is a significant improvement over 2015, which met the objective only 50 percent of the time. Travel time for the Pasco Fire Department by the 1st arriving unit was 8:27 minutes or less, 90 percent of the time in 2021. While an improvement, both the City of Pasco Travel Time Objective and the NFPA 1710 Standard were not achieved for travel time. For full first alarm-fire suppression responses, PFDs current performance objective calls for 11 or more personnel arriving on the scene of a residential structure fire in twelve minutes or less, 90% of the time. In 2021, the 90th percentile arrival time for 11 or more personnel was 12:35 minutes (an improvement over 2020 performance of 14:29 minutes). PFD’s first alarm personnel arrived on a residential structure fire 81.8% of the time (an improvement over 2020, which was 76.3%). However, 11 personnel sent to a structure fire is below NFPA standards (16, or 17 when an aerial device is used). The Pasco City Council should update its response performance goals (Resolution 2938) to align its first alarm staffing assignment with NFPA 1710. RESPONSE TIME NFPA 1710 does not establish a response time as a standard. They do establish the individual elements that make up what response time would be, and industry best practices recommend tracking and recording the individual components of total response time. By tracking the individual components of response time, fire jurisdictions are able to identify and correct specific deficiencies. PFD appropriately follows the provisions of RCW 35.103 Fire Departments: Performance Measures, in establishing the metrics of its performance. Response time is the aggregate of call processing, turnout, and travel times. Recommendations: • Update Resolution 2938 - Full First Alarm Assignment for moderate risk structure fires should increase to 17 personnel (includes an aerial apparatus) from the current 11. Page 119 of 480 2021 Master Plan 52 Mutual and Automatic Aid Systems There are numerous mutual aid agreements, both formal and informal, in place between fire, police, and emergency medical agencies in the Tri-Cities area. Mutual aid is typically employed on an “as needed” basis where units are called for and specified one by one by an incident commander. Automatic aid agreements differ from mutual aid agreements in that under certain agreed-upon criteria, resources from the assisting agency are automatically dispatched as part of the initial response. These agreements facilitate closest unit dispatch to emergencies in boundary areas and allow for the dispatch of additional apparatus and personnel to specific predefined emergencies. Automatic aid agreements are often thoughtfully negotiated to try to strike a balance between the participating agencies to avoid the appearance of a subsidy. Mutual aid is less predictable in that it is utilized when typical response resources are overwhelmed, requiring additional resources from other agencies. Mutual aid is often less frequently utilized either in the giving or receiving of it but is also typically less balanced since it is not foreseeable. Pasco Fire Department participates in statewide mobilizations in other parts of the state and in Oregon, given its close proximity. These state mobilizations are requested through the Washington State Fire Marshal’s Office on behalf of the host agency. The following figure displays PFD mutual and automatic aid activity and state mobilizations by frequency and by hours in 2021. Figure 48: Mutual and Automatic Assistance, 2021 Automatic Aid Given/Received Number Total Time PFD Given 79 86:23:09 PFD Rec'd 56 104:21:19 Mutual Aid Given/Received Number Total Time PFD Given 176 204:22:17 PFD Rec'd 9 51:07:24 Mobilizations PFD Given 17 1722:52:47 The frequency of automatic assistance PFD provides other departments and is provided by other departments is fairly balanced by the number of occurrences. But by hours spent, PFD receives more hours being assisted than assisting other agencies. The hours can be heavily skewed by an unusual incident or two, so the imbalance of hours may be an anomaly. Page 120 of 480 2021 Master Plan 53 One primary purpose of mutual aid agreements is to improve the regional application of resources and staffing. Cooperative efforts between jurisdictions are an effective means to bolster a community’s fire protection resources or to reduce unnecessary redundancy and overlap between communities. This is especially important in an area such as the Tri-Cities. As a metropolitan area with an estimated population of over 308,29311, demand for emergency services is amplified in the individual communities that make up the Tri-Cities. Incident Control and Management PFD uses the Incident Command System (ICS) for tactical incident control and the National Incident Management System (NIMS) as its standard management protocol. These methodologies for managing emergency incidents are widely accepted industry standards and are incorporated appropriately into PFD emergency and daily operations. The Department’s SOG manual addresses the use of ICS on emergency scenes. ICS training is included in the annual training schedule. An emergency scene accountability system (Passport System) is utilized to ensure firefighter safety and accountability. PFD effectively utilizes the ICS and NIMS for emergency and non- emergency operations. Recommendations: • Revise Pasco Policy on Response Performance Objectives to reflect actual full first alarm assignments to structure fires. • Analyze Unit Hour Utilization annually to ensure units and crews are not exceeding efficient and effective deployment (≤ 10% for engines and 25% for medic units). Conduct a deeper analysis into the causal factors for these units as they approach these thresholds and address as appropriate. Consider 25 percent UHU for medic units as a trigger point to increase staffing of the sister engine company. 11 U.S. Census Bureau estimate, July 1, 2021. Page 121 of 480 2021 Master Plan 54 Training Program During the development of the 2020 Pasco Fire Department Strategic Plan, 20 citizens from various walks of life within the City of Pasco were polled to determine their top planning priorities for PFD. The number one priority of those attending was the technical competence of the personnel in the Pasco Fire Department. This is not a reflection of a perceived deficit, rather, it reflects a strong desire on the part of the public that they are able to rely on the knowledge, skills, and abilities of firefighters arriving at an emergency to resolve whatever emergency problems they face. This is core to the mission of the Training Division for the Pasco Fire Department. In this section, PFD’s training practices are analyzed and compared to industry standards and best practices, with recommendations as appropriate. General Training Competencies The basis for effective training is established standards. There exists a variety of training standards, including those from the National Fire Protection Association (NFPA), the International Fire Service Training Association (IFSTA), the International Fire Service Accreditation Congress (IFSAC), and applicable Washington Administrative Code (WAC) firefighter safety and training requirements. EMTs and paramedics must comply with the Washington State Department of Health (WADOH) Ongoing Training & Evaluation Program (OTEP) for continued certification as well. The curriculum for training complies with WAC 296-305 Safety Standards for Fire Fighters and generally follows IFSTA plus agency-specific or region-specific curriculum developed in partnership with local agencies. Skill sheets have been developed and tie in with the curriculum. PFD has an agency-specific apprenticeship program, similar in nature to the Washington State Council of Firefighters’ apprenticeship program. Apprenticeship consists of accredited recruit academy training, hazardous materials training, and EMT training, followed by on-the-job training and academic instruction that supplements the craft of firefighting. This continues for three years following initial hiring. Initial training of new hires begins with an indoctrination while assigned to day shift for sixteen weeks. During the first year (probation) of employment, task book assignments are completed. The most recent graduates of probation mentor recruits (new hires). This unique method of mentorship has been successful for several reasons. The mentor is familiar with the material, having recently completed it themselves, they can relate to what the probationary employee is experiencing, and they are approachable. Following the probation period, personnel receive on-going training and skill maintenance. To this end, there must be a sufficient number of instructors, training grounds, and adequate training materials either internally or available from outside sources. Training sessions should be formal and follow a prescribed lesson plan that meets specific objectives. PFD provides these on a regularly scheduled basis using Target Solutions, a commercially available software program specifically for the fire service. The first three years of training (after probation) is provided through the Pasco Fire Department Apprenticeship Program. Members during this period are evaluated on their apprenticeship skills jointly by the apprenticeship committee, company officers, and the training officer. Page 122 of 480 2021 Master Plan 55 After the apprenticeship program is completed, training and ongoing skills maintenance is achieved following an annual calendar published in January of each year by the Training Officer. The training division has set up a quarterly training routine, where the Training Officer leads training one month, and station officers leading the training within their station for the other two months. The Training Officer relies upon subject matter experts (SMEs) within the department to provide training instruction within their fields of expertise. These adjunct instructors are brought on days for a short period (typically six days) to assist the training division. This is an excellent and efficient mechanism to expand upon the internal expertise within the department. The subject matter expertise lies in the following disciplines: • Large Area Search • Air Management • Hose Movement • Forcible Entry • Ladders • Rapid Intervention Teams • Ventilation • Live Fire Instruction • Water Rescue • Firefighter Survival • Elevators • Hazardous Materials • Community Risk Reduction • Extrication • High Rise Operations • Wildland Firefighting • Active Shooter Response • Rescue Boat Operator • Fire Dynamics • Pump Operations • Truck Operations • Aircraft Rescue & Firefighting • Technical Rescue (2 of 3 disciplines – ropes, trench, confined space) • Emergency Vehicle Incident Prevention Training Administration The Training Officer is responsible for the training division. The incumbent has held the position for three years. The training division is primarily designed to facilitate training, not deliver it. The training officer is a division of one, with SMEs frequently augmenting the training delivery. In addition to the training program, the training officer is responsible for all training facility maintenance, landscape, repairs, purchasing, indemnification, coordination of internal training efforts, and contracting of outside sources. Much of the day-to-day training is the responsibility of on-duty company officers. Nonetheless, the training division is lightly staffed and needs additional regular assistance. Recommendation: • Create a full-time training lieutenant assigned to the training division to increase the output potential of the training division by managing facilities, recruit school, the ARFF program, and driving greater consistency throughout the training division. This releases the half time lieutenant, currently shared with EMS, to be assigned full time to the EMS division. Training Facilities Emergency responders must be equipped with a balance of knowledge and skills that are periodically exercised in a realistic but safe environment. Modern fire training centers continue to evolve with the blending of suitable space, durable yet adaptable structures, and current technology. Training center facilities must incorporate classroom resources, computer resources, incident simulation equipment, and individualized study resources. Page 123 of 480 2021 Master Plan 56 Since the 2016 Master Plan for the Pasco Fire Department, the department has developed its own training center. This was necessary since previously, PFD had to contract with Walla Walla County Fire District #5 for the use of its training center in Burbank, pulling PFD resources out of the city. PFD had also relied upon Kennewick’s training facilities on a case-by-case basis, but the grounds were frequently out of service and unavailable. The Pasco Training Center consists of shipping containers (Conex boxes) arranged in a manner that provides simulation of a multi-room structure. The training center has received two additional Conex boxes to add to the existing structure, and a live-fire training prop. The Training Center for Pasco Fire Department is located at 1011 Ainsworth, adjacent to the Franklin County Emergency Management building in the Port of Pasco. The Training Division has expanded to use the office and classroom space vacated by PFD administrative staff. The plan is to continue to lease the facility from the Port of Pasco and host training activities at the location and explore opportunities to expand the training ground footprint. The training classroom space accommodates 75 personnel, and a utility room accommodates an additional 75 personnel. The training facility hosts a Command Lab that allows incident management training using the main building. There is also an apparatus bay in the building. The combination of classroom space, offices, and the training props and drill grounds make an ideal training center. Training Manual A training manual is the playbook that firefighters use to practice and prepare to operate safely and efficiently. A playbook is used to standardize techniques and processes for individual companies, fire stations, and between shifts. Since Pasco is within a geographic region with interdependency for most fires and larger emergency incidents, it is appropriate that there be a regional training manual. PFD has collaborated with other agencies in the region to develop a standard training manual. That manual is currently in the process of being updated and converting it to a digital format. Training Record Keeping Individual training records are entered and archived on Target Solutions, which is the department’s record management system. The records and files are computerized, and daily training records are maintained. Company training records are also maintained, and the training officer is responsible for ensuring the training records are complete. In 2021, a total of 79 PFD personnel received a total of 24,047.65 hours of training for an average of 304 hours per person. Other training activities, technical, specialty team, and instruction outside the department were in addition to those totals. By comparison, in 2015, 56 PFD personnel received a total of 16,800 hours of training, for an average of 300 hours per person. This was a simple calculation (56 employees with ten hours per month of fire training and five hours per month for EMS), which is less reliable than an actual calculation of training hours from the existing training records, as was done for 2021. The training hours went up slightly on a per person basis between 2015 and 2021. However, the 2021 figure is likely more accurate than the 2015 figure. Page 124 of 480 2021 Master Plan 57 Community Risk Assessment & Reduction Program Community Risk Management has two major elements; risk assessment (determining the actual risk profile of a community) and risk reduction (reducing the risks identified in a community, primarily through education and empowerment of its residents). Grouped together under the umbrella term, “Community Risk Reduction,” the concept has gained national prominence in the fire service to address community risks related to the services provided by fire departments. It starts with a community risk assessment, which quantifies the risk a community faces in the built environment, from natural risks, and by human activity. Once these risks are assessed and quantified, a risk reduction strategy can be employed to reduce the rate of growth of emergency response demand for the fire department, increase community safety, and enhance community livability through increased safety. Community Risk Assessment In William Shakespeare’s, “The Tempest,” a quote from the 410-year-old play is just as valid today—“What’s past is prologue.” It implies that what has occurred in the past has set the stage for future events. To a large degree, this is true in community risk assessment. Historical emergency response demand, when analyzed closely, identifies risk trends within the community and, in some ways, is predictive of future emergency potential. However, there may be latent potential risks also posed in a community that have not surfaced historically. In this case, expanding the risk assessment to include potential risk as has been experienced by other communities regionally or nationally is a prudent step to take. Common risk categories may include the following: Climate Transportation Emergencies Target Hazard Locations Topography Airplane Crash Risk by Land Use Designation Population & Demographics Train Derailment Risk by IBC Occupancy Group Residential Structures Pipeline Emergency Structural Target Hazards Commercial Occupancies Vehicle Incident/Fire Critical Infrastructure & Resources Service Infrastructure Infrastructure Failures Water Distribution Earthquake Dam/Levee Failure Communications Systems Flooding Power Failure Energy Systems Landslide/Mudslide Hazmat Release Government Facilities Wildfire Mining/Drilling Incident Public Assembly Severe Winds, including Thunderstorms and Tornadoes Human-Caused Hazards and Vulnerabilities Schools and Day Care Centers Wildland-Urban Interface Areas Medical Hazards Hospital & Medical Care Facilities Winter Storm Structural Fire Hazards Buildings Three or More Stories in Height Other Natural Hazards Technical Rescue Hazards Large Square-Footage Buildings Technological Hazards and Vulnerabilities Deliberate Acts Multi-Family Dwellings PFD’s CRA/CRR Plan uses many, but not all of these categories. Once all risks have been identified, they must be quantified. There are two primary methods for quantifying risk objectively. The first is a formulaic approach, referred to as Calculated Priority Risk Index (CPRI). The formula is expressed on the following page, supported by Figure 49, which define the score categories. Page 125 of 480 2021 Master Plan 58 CPRI = [(0.45 × 𝑃) + (0.3 × 𝑆) + (0.15 × 𝑊) + (0.1 × 𝐷)] Where: P = Probability of the event W = Warning availability, speed of onset S = Severity or magnitude of the event D = Duration Figure 49: PRI Score Categories Risk Factor Weighting Factor Index Value Level Criteria Probability 45% 1 Unlikely < 0.1% annual 2 Possible 0.1–1.0% annual 3 Likely 1–10% annual 4 Highly Likely > 10% annual Magnitude Severity 30% 1 Negligible Negligible property damage, < 5% of critical facilities & infrastructure. Injuries or illnesses treatable with first aid, no deaths. Shut down of critical facilities for < 24 hours. 2 Limited Slight property damage > 5% and < 25% of critical facilities & infrastructure. Injuries or illnesses, no permanent disability, no deaths. Shut down of critical facilities > 1 day and < 1 week. 3 Critical Moderate property damage > 25% and < 50% of critical facilities & infrastructure. Injuries/illnesses result in permanent disability, 1 death. Shut down of critical facilities > 1 week and < 1 month. 4 Catastrophic Severe property damage > 50% of critical facilities & infrastructure. Injuries or illnesses result in permanent disability and multiple deaths. Shut down of critical facilities > 1 month. Warning Time 15% 1 Long More than 24 hours 2 Moderate 12 to 24 hours 3 Short 6 to 12 hours 4 Limited Less than 6 hours Duration 10% 1 Limited Less than 6 hours 2 Short Less than 24 hours 3 Moderate Less than 1 week 4 Long More than 1 week The second process used to quantify risk objectively is grouping into clusters of probabilities. The risk/consequence or risk/probability matrix is illustrated in the following figure. Page 126 of 480 2021 Master Plan 59 Figure 50: Risk/Probability Matrix12 As the risk is quantified generally into one of the four quadrants, a decision is made based on the level of risk. Communities cannot create a zero chance of a risk, which would indicate there is no risk. Likewise, there cannot be a 100 percent chance of a risk, since that would make it a certainty, not a risk. Every community must come to grips with an acceptable level of risk, recognizing that it is improbable, impractical, and unaffordable to eliminate risk in a community. It is also untenable to consider all risks acceptable. Using a matrix helps fire department officials determine approximately where the line is between an acceptable and unacceptable risk. It is important to note that for the individuals directly involved in an incident, it is never considered an acceptable risk. The quadrants in the previous figure may be defined as follows. • Low impact/low probability: Risks in the bottom left corner are low level, with acceptable consequences if the incident occurs. These can often be considered acceptable risks and require no further action. • Low impact/high probability: Risks in the top left corner are moderate level—if the incident happens, the fire department can usually handle it with existing resources. However, effort should be given to reduce the likelihood that these incidents occur. This is where community risk reduction strategies pay significant dividends to a community. • High impact/low probability: Risks in the bottom right corner are high level if they do occur, but they are very unlikely to happen. Risks in this quadrant are prime candidates for training and contingency planning. A fire department may spend time and energy preparing for such an incident and may even acquire specialized equipment and other non-staff resources to prepare for this risk. These risks also lend themselves well to community risk reduction strategies, such as public education, community engagement, and code enforcement. • High impact/high probability: Risks toward the top right corner are critical. These should be the highest priorities for the fire department and the community. Aggressive action is required, such as staffing for these risks, equipping for these risks, and engaging the community in risk reduction and preparedness. 12 "Risk Impact/Probability Chart: Learning to Prioritize Risks." Risk Impact/Probability Chart. N.p., n.d. Web. 22 June 2016. Page 127 of 480 2021 Master Plan 60 Regardless of the method used, once the community risks are identified and appropriately prioritized, plans of action are developed consistent with their category to reduce risk. Recommendation: • Consider using a formulaic approach to quantifying risk and thereby prioritizing risks. Community Risk Reduction Once the community risk is assessed and prioritized, strategies can be developed to address them. The risk reduction process follows an iterative process, as illustrated in the following figure. Figure 51: Six Steps of Community Risk Reduction PFD has completed a Community Risk Assessment and has developed a Community Risk Reduction plan. Written in 2017, the plan relies significantly on the Franklin County Comprehensive Emergency Management Plan, with additional focus on threats within the city. This is appropriate since Pasco and Franklin County are virtually inseparable when it comes to risk. The City of Pasco makes up the vast majority of Franklin County in the built environment and by population. Therefore, it has a substantial amount of Franklin County’s risk. The plan comments on all major risk categories within the CRA portion of the plan. The CRR portion of the plan prioritizes the top three risks Pasco faces as it relates to fire department responses. They are: 1. Cooking fires in the home 2. Injuries and deaths related to slips, trips, and falls 3. “Not-Applicable” EMS event type None of the top three risks are surprising results. The first two, cooking fires and falls, are among the most common risk types in communities throughout the United States. The third risk, “not-applicable” EMS event types is less a risk and more a concern as it relates to accurate data collection and interpretation. The third risk can be reliably tied to concern over data inaccuracy due to poor categorizing of call types. This can indeed jeopardize the department’s ability to accurately assess the community risk if the data collected on a response is not properly categorized. This is a common problem within the fire service, but few agencies seek to address this issue head-on as PFD has. Page 128 of 480 2021 Master Plan 61 PFD has utilized a creative approach to addressing demand reduction due to system overuse or system abuse. Most communities have problems with repeat users of the 9-1-1 system for non-emergent purposes. It has been found nationally that such uses often reflect social issues or confusion about how to access non-emergent services from systems such as mental health, eldercare, or other social service agencies. PFD has partnered with Consistent Care Services to provide a Resource Navigator. Users of the 9-1-1 system for non-9-1-1 purposes are the target audience. Those citizens are referred to the Resource Navigator by on duty crews that observe the need while on the call. The goals of the program are to reduce repeat users of 911, increase unit availability for 9-1-1 responses, and to put these citizens using 9-1-1 inappropriately in touch with the correct resources for the problems they are dealing with. The Resource Navigator is not an employee of the Pasco Fire Department but conducts work on behalf of the Pasco Fire Department and has an office at the PFD administration building. The incumbent works for the CRR Specialist and the EMS Officer (since many of the crew referrals come from EMS responses). The position has resulted in substantially reduced inappropriate use of 9-1-1 services. This improves response performance indirectly within the PFD system. It is important to quantify all the major risks in the community and prioritize them, even if some have no action plan to address them and are consciously subordinated to other, higher risks in the community. This provides a report card of sorts, facilitating a quick reference point to determine whether lower priority risks are growing and should be reassessed year-over-year, or should continue to remain a lower priority. The Community Risk Reduction Specialist intends to update the CRA/CRR plan based in large part on recommendations made in this master plan. As the five-year anniversary of the inaugural plan has arrived in 2022, it is a good opportunity to review the five-year trend on the top three risks targeted for reduction. It is also a good point to update the plan, incorporating the recommendations contained in this report. Recommendations: • Review response data annually to identify emerging risk trends and modify the CRR plan accordingly. • Evolve CRR program toward a station-based risk reduction strategy, managing geographically distinct risks at the station officer level. Page 129 of 480 2021 Master Plan 62 Emergency Medical Services An effective EMS system involves many different agencies, organizations, and the public working together to provide rapid recognition, notification, response, treatment, and transport to those in need of immediate medical attention. Generally, most EMS systems include at least system access and dispatch components, first response, ambulance transport, and definitive hospital care. The addition of a trained public component has improved patient outcomes. Medical Direction & Control Prehospital medical care systems include emergency assets (trained personnel on appropriate emergency vehicles with proper equipment), strategically deployed, arriving promptly to provide the most appropriate care for the sick and injured, with transportation to the nearest or most appropriate medical facility for further treatment. Often lost in this process is the role of medical control by physicians specifically trained in the management of prehospital medical care. In Washington State, physicians are selected by the Washington State Department of Health upon recommendation for certification by the local medical community and local emergency medical services and trauma care council. The physician selected is referred to as the Medical Program Director (MPD) for their county and oversees the prehospital medical system within that county. In addition, the MPD provides supervision of medical personnel. This can be done online (paramedics have direct phone or radio access to an emergency physician in real-time for permission to conduct certain medical procedures) or offline (paramedics conduct certain medical procedures based on pre-established patient care protocols). In Pasco, the Medical Program Director (Dr. Kevin Eric Hodges) for the Mid-Columbia region (Franklin and Benton Counties) has established offline medical control through standing orders and patient care protocols, most recently adopted in June 2019. Doctor Hodges also provides medical chart reviews, case reviews, and continuing medical education for field technicians. Dr. Hodges is Board Certified in Emergency Medicine and is assisted by an Administrative Assistant and an MPD Assistant/Paramedic Instructor who manages quality assurance programs on behalf of Dr. Hodges for the prehospital agencies in the county. The MPD conducts quarterly crew meetings to discuss contemporary issues, state-of-the-art procedures and practices, and generally maintain ongoing engagement with the field personnel. EMS is the single most uniformly operating section of the Tri-Cities fire departments, primarily because they are combined under the Mid-Columbia Regional EMS & Trauma Care (EMS-TC) Council and under a single MPD for the region, which covers both counties. Joint protocols, a shared EMS Medical Program Director, and EMS training are all uniform to the fire departments in Franklin and Benton counties. Organized as a private, non-profit organization, the Council works with the Washington State Department of Health, hospitals, pre-hospital EMS providers, airborne medical transport, and other regional healthcare partners to develop and enhance the EMS and trauma care system. The Mid-Columbia EMS-TC Council functions at a very high level of coordination and planning. Page 130 of 480 2021 Master Plan 63 Quality Assurance & Quality Improvement A Quality Assurance & Quality Improvement program exists in Pasco Fire Department. According to the Health Resources and Services Administration (HRSA), quality assurance (QA) measures compliance against certain necessary standards, typically focusing on individuals, whereas quality improvement (QI) is a continuous improvement process focused on systems. PFD’s QA/QI process is coordinated by a QA/QI Committee of field personnel. The process includes a lessons-learned approach to post-incident analysis and medical case reviews. These are conducted monthly. Case reviews include the involvement of the QA/QI Committee, the MPD, and the two PFD medical officers. QA/QI results are published in regular reports, and in particular for certain cardiac arrhythmias (STEMI), cardiac arrest, and stroke. Of the 5,560 EMS calls dispatched, 268 were canceled en route and 150 were redirected to the PRN (Pasco Resource Navigator). PFD transported 3,334 patients. There were 4,680 patients seen, with 1,146 patients not transported. Of those, 163 were released against medical advice (AMA), 127 required no treatment, and 856 were released under medical protocol G10, which includes a medical release being signed by the patient or a non-crewmember witness. Just over 24 percent of the total medical calls where a patient was contacted were not transported. Crews providing transportation to an area hospital were out of service at the hospital for an average of just under 20 minutes. This includes patient care transition to the facility, report writing, restocking or cleaning the unit, and prepping for the next response. Evidence of the success of the quality improvement effort exists with cardiac arrest survival rates. The Mid - Columbia region has cardiac arrest survival rates that are very high compared to agencies statewide and nationally. Pasco Fire Department belongs to the Cardiac Arrest Registry to Enhance Survival (CARES). According to CARES, …approximately 90% of persons who experience an Out of Hospital Cardiac Arrest (OHCA) die. Despite decades of research, median reported rates of survival to hospital discharge are poor (10.4%) and have remained virtually unchanged for the past 30 years. Outcome studies are conducted in CARES agencies for specific conditions (witnessed cardiac arrest, bystander initiated CPR attempted, a shockable rhythm once EMS arrives, and patient survival). In the Pasco Fire Department service area, of the 53 cardiac arrests that occurred in 2021, 22.7 percent were witnessed by bystanders. Thirty-three and a third percent (33.3%) met the Utstein criteria (including a shockable rhythm). Of those, 40% of the patients survived. This is a lower survival rate than was observed in the 2016 master plan, but both are small sample sizes, easily skewing outcomes year-to-year. Data from the CARES registry also showed increased delays to initiation of CPR for out of hospital cardiac arrests (OHCA) and reduced survival after OHCA coinciding with timing of the pandemic. There was a reduction in the frequency of shockable rhythms, OHCA in public locations, and bystander AED use. Despite this, there was no significant alteration in frequency of bystander CPR. Page 131 of 480 2021 Master Plan 64 Clinical Skills & Continuing Education Each member of the Pasco Fire Department participates in the Ongoing Training & Evaluation Program (OTEP) to maintain their certifications and keep skills at a high level throughout the year. These training opportunities are offered internally and some externally within the region. Members who participate present their record of attendance, which is filed electronically in the PFD reporting system. Higher-level skills required to be performed regularly, such as intubation, airway management, and intravenous access, are routinely performed by intermediate and advanced (paramedic) medical technicians. Success rates and multiple attempts are tracked, and remedial training or testing is provided if necessary. Continuing education and OTEP are provided through Columbia Basin College. Paramedics are additionally required to attend Advanced Cardiac Life Support (ACLS), Pediatric Advanced Life Support (PALS), High Performance Cardio-Pulmonary Resuscitation (HPCPR), basic clinical skills assessment, intermediate- and advanced-skills assessment. In addition to all of the above, paramedics attend in-service training as directed by the MPD or as QA/QI and/or case review calls for. These are conducted and facilitated by the EMS officer. EMS Staffing & Operations Pasco Fire Department employs 30 Washington State-certified paramedics. Of these, four are nationally registered paramedics. Additionally, there are eight intermediate-level EMTs. These technicians can either administer intravenous fluids or intubate patients who have unprotected airways, depending on the type of intermediate certification these technicians have. Finally, there are 43 basic EMTs. This is the minimum level of medical training for all operational personnel. Staffing for medical calls includes two personnel on an ambulance and two personnel on an engine for a total of four personnel. The EMS program is managed day-to-day by a Captain/Paramedic. A Lieutenant/Paramedic assists with the medical training workload. This position is currently shared with the Training Division. The medical equipment carried on these apparatus are state-of-the-art, including cardiac monitors/defibrillators/pacers with 12 lead capability, end-tidal CO2 (ETCO2) monitoring (the partial pressure of CO2 at the end of an exhaled breath), and SpO2 (oxygen saturation, which is a measure of the amount of oxygen-carrying hemoglobin in the blood relative to the amount of hemoglobin not carrying oxygen), metronome CPR prompts, and event recording for post-event review. EMS Administration The EMS Officer manages the EMS program day to day. One of the issues facing the program is that PFD is having difficulty keeping certified paramedics because they keep getting promoted out of the system (officers are assigned to the engines, taking them off of medic units). Further, as the appointed HIPAA Compliance Officer, the EMS Officer estimates that patient care and other medical records requests are taking between five to fifteen hours per week to process (such as redacting and ensuring the identity of the requester), which impacts active management of the system. The technology support needs and the amount of data analysis required to evaluate and adjust the program accordingly is substantial and ongoing. While there is an EMS Assistant, that position is shared with the Training Officer and primarily performs EMS training. The Information Technology technician assigned to PFD is shared with PPD and Municipal Court. Often, competing needs delay resolving these critical systems and processes. Page 132 of 480 2021 Master Plan 65 EMS Logistics Logistics and support services for EMS represent a labor-intensive process requiring good policies and attention to detail. The procurement and distribution of EMS supplies is also an important behind-the-scenes practice that needs hands-on work and meticulous record keeping. Filling the demand for logistical services is a constant necessity in any organization and vital to ensure the operational readiness of the agency. A significant amount of the PFD EMS officers’ time is consumed with logistics duties. This process is repeated by EMS officers at each fire department in the Tri-Cities area. A multi-agency purchasing program could improve the management of PFD’s and partner agencies’ supply chains. In theory, the agencies would collectively create or contract for a logistics center to manage the purchasing process of EMS supplies. Medications and other medical supplies are in stock and on hand for quick replenishment, and controlled medications are secured. Medications and temperature-sensitive liquids are maintained in a temperature- controlled environment. Three hospitals in the Tri-Cities area operate four EDs (emergency departments): • Lourdes Medical Center • Kadlec Regional Medical Center • Trios Southridge Hospital • Kadlec Emergency Room, Kennewick Two of the receiving EDs are designated trauma centers. Kadlec Regional Medical Center is a Level 3 trauma center, and Trios Southridge Hospital is Level 3 and Pediatric Level 3. The three designated stroke centers are Lourdes Medical Center, Level 2; Trios Southridge Hospital, Level 2; and Kadlec Regional Medical Center, Level 2. Transporting EMS medic units receive on-line medical control from the receiving hospital. Paramedics can consult with receiving hospitals via cellular phone, the radio HEAR (Hospital Emergency Administrative Radio) system, and with 12-lead telemetry to Kadlec Regional and Lourdes Medical Centers. Recommendations: • Consider transitioning to a tiered response EMS system, with engine company/first response units handling low acuity calls (Alpha, Bravo, and potentially some Charlie priorities), reserving medic units for high acuity, truly life-threatening call types (most Charlie, Delta, and Echo priorities). This may reduce pressure on maintaining the paramedic ranks and will require MPD buy-off. • Acquire a Management Analyst or Data Analyst to routinely pull data for the EMS system, the PFD management system, and other PFD divisional needs to make sound management decisions based on quality, contemporary data. • Assign the EMS Assistant to the EMS Division full-time, discontinuing a shared role with Training Division. • Reduce the IT technician sharing burden for PFD. Consider splitting the position with one lower- demand department than is currently the practice. Page 133 of 480 2021 Master Plan 66 HAZMAT Services Support and Response Capa bility Hazardous materials response capability had, for many years, been a military mission commonly called nuclear, biological, and chemical (NBC) defense. With the increased use of chemicals and chemical processes in communities and their shipment throughout the United States, municipal fire departments began adapting this military mission, coining the term “hazardous materials” and adding this capability to the list of services provided to primarily large urban cities in the 1980s. Since 9/11, the possibility of intentional hazardous materials releases caused many fire departments to add this capability regardless of the size of the community served, mostly in concert with other regional partners. In turn, the terminology changed, with weapons of mass destruction (WMD), the threat of chemical hazards being expanded to include Chemical, Biological, Radiological, and Nuclear (CBRN), which replaced the former acronym NBC (nuclear, biological, chemical). In the military, an “e” was added for explosive devices; for standardization, the fire service has also expanded to include the “e.” Informally, hazardous materials and CBRNE are essentially one and the same, with CBRNE typically used to describe possible acts of terror and hazardous materials used to describe accidental exposure to civilian populations. In 2007 and 2008, the Washington Fire Chief’s Association attempted to establish nine regional CBRNE teams dispersed throughout Washington State, along with a funding mechanism to ensure sustainability. The intent was to provide a regional response team with technical expertise and equipment. The teams were to be selected from among applicant fire departments that were well-positioned for a response within their region and had already demonstrated some level of expertise or the commitment to achieve that level of expertise. Multiple funding mechanisms were identified to provide for these teams, but proposed legislation was held up in committee. The economic downturn during that same period also hobbled the effort as funds dried up nationally. Virtually all fire departments in the United States have received hazardous materials—operations level training, but this does not constitute a hazardous materials team. A true hazardous materials or hazmat team is capable of offensive actions once a substance is identified and a proper course of action determined. Hazardous materials teams are made up of technicians certified in these various risk factors. The most advanced civilian hazardous materials team offensive capability is referred to as Level A. Pasco Fire Department Infrastructure All firefighters in Pasco are trained to at least the operations level, but Pasco Fire maintains a portion of the resources necessary to stand up a full activation of the highest risk hazmat incident. This is by design. Pasco is part of a Tri-County Regional Haz-Mat Response Team (Benton, Franklin, Walla Walla, and Yakima Counties) via an interlocal agreement. The philosophy behind the regional team is that the cost of standing up a fully independent, all-risk hazmat team is exorbitant. But if the costs and duties were shared across the four counties, along with the response burden, the capability becomes higher than any one agency can reasonably afford and the depth of capability is deeper than any one agency can achieve. Page 134 of 480 2021 Master Plan 67 The Tri-County Regional HazMat Team is comprised of technician-level members distributed across the signatory agencies within the four counties. These members are assigned to regular engine companies with the support equipment necessary to conduct an initial assessment of a suspected hazmat incident. These assessment engines are equipped with 4-gas meters, pH paper, and Ray 2000 meters. The personal protective equipment they wear is standard firefighting gear, which is level B (intermediate) protection. An assessment response consists of three assessment engine companies. In Pasco’s case, one Pasco assessment engine responds with two other assessment engines from neighboring agencies who are signatories to the Tri-County Regional Team. The assessment teams utilize HazMatIQ, a training and job aid process whereby personnel can quickly sort the relative risks and initial actions to be taken in the initial stages of the incident. This type of response is expected to result in an assessment of the hazardous material within 15 minutes of arrival. If the incident does not require full hazmat team activation and level A personal protective equipment (the highest level of risk posed and necessitates wearing a fully encapsulated suit), the assessment teams transition to mitigation. This will require a hazmat certified incident commander (all PFD company officers and chief officers are certified HazMat ICs) and may also require additional assistance from decontamination teams from other agencies that are signatories to the Tri-County interlocal agreement. If the incident requires a full team activation and level A protection, the Yakima Fire Department responds with a unit that provides level A suits, additional assets, and capabilities. Response time for this additional capability exceeds 30 minutes. The methodology described here is relatively new and is continuing to be developed. IFSAC Technician is the curriculum being used by all signatories to the Tri-County interlocal agreement. Not all agencies have achieved this, but the goal is to have everybody on the regional team certified at the technician level in 2022. The regional team concept has worked well; however, SUNCOMM (Yakima dispatch) and SECOMM (Tri-Cities dispatch) have had breakdowns in handing off information between each of the centers. There are six hazmat technicians in the PFD. They are assigned two per shift, and the department maintains a minimum technician staffing for each shift. All other personnel in the department are operations level certified in hazmat. Training occurred quarterly for the full team (all technicians), department specific monthly, and multi- county (decon agencies) bi-monthly. Pasco Fire has a containment boom trailer, in addition to technology, small tools, and equipment to support the mission. A Hazardous Materials Commodity Flow Study was conducted in 2016 by Burlington Northern-Santa Fe Railroad. The Pasco Fire Department also partnered with Franklin County Emergency Management to conduct a county-wide commodity flow study in 2017 in order to better define the potential for a hazardous materials mishap in the region. Franklin County Emergency Management has equipment for plume modeling and spot weather analysis (CAMEO/ALOHA programs) stored on laptops in trailers and on Mobile Data Terminals. Pasco Fire Department has completed training of personnel in the operation of a recently acquired second boat, to be used for waterway spill response containment located in the Port of Pasco. Page 135 of 480 2021 Master Plan 68 Specialized Response Services Technical rescue is the term applied collectively to several rescue disciplines that require training and certifications more than those generally held by most firefighters. Types of Technical Rescue The PFD employs a suite of technical rescue disciplines, which are as follows: Structural collapse - All operations staff are trained to awareness level. As the name suggests, structural collapse relates to the advanced ability to determine if a building is in danger of collapse (after a fire or an explosion for example) and training in the techniques used to stabilize a compromised structure so that other firefighting tasks (such as rescue or extinguishment) can be performed safely. Trench rescue - Personnel trained in this area have special skills in the area of shoring up a collapsed trench or hole below grade. Confined space rescue - Technicians are trained to rescue victims and support rescuers in oxygen deficient or hazardous atmospheres, which is a typical risk in confined spaces in industrial applications, such as vats, pressure vessels, tunnels and utility chases, rail-, truck-, and fixed tanks, or any location where air flow is limited, and escape is not readily available to occupants. Continuous monitoring of the atmosphere within the confined space is required to determine whether low oxygen levels, high explosive atmospheres, or toxic atmospheres are present while conducting rescue operations. Water rescue - Swift water rescue, flood search & rescue, open water rescue, and surface water rescue are provided by PFD as a technical specialty. These skills are provided shoreside, in the water, and on a floating platform (boat) as appropriate. There are 18 members trained to the technician level distributed across all three shifts. There are 17 members certified for boat operations, with a minimum of one boat operator on each shift to ensure immediate launch capability. PFD does not perform dive rescue, but supports the Columbia Basin Dive Rescue (CBDR – a nonprofit organization) and law enforcement in their conducting dive rescue for body recovery, evidence recovery, and vehicle recovery. High angle rope rescue - Utilizes rope systems, mechanical advantage, and leverage to lower rescuers and equipment; lift victims, rescuers, and equipment; or otherwise provide stability and safety to an emergency scene where gravity may be the primary opponent of the incident. There are 18 members trained to technician level distributed across all three shifts. This discipline is often combined with other technical rescue disciplines since rope systems are commonly used to support these other technical rescues. Vehicle and machinery rescue - Commonly referred to as extrication or disentanglement, this specialty differentiates from routine extrication in that it may rely on almost surgical precision of tools, force, weight, and leverage, as opposed to brute strength. This includes incidents such as entrapment in industrial equipment (with or without traumatic amputation), impalement in a motor vehicle accident, or other complex circumstances where the life of the victim or their permanent disability is significantly at risk. There are nine members trained to the technician level distributed across all three shifts. Page 136 of 480 2021 Master Plan 69 Technical Rescue Team Configuration The Technical Rescue Team (TRT) is a Pasco Fire Department team, not a regional team. Breathing air support is provided by Franklin County Fire District #3 for some call types, but no other reliance from other agencies is expected. All PFD firefighters receive training in basic technical rescue skills and are certified to the operations level. Additionally, members of the Technical Rescue Team are trained to the technician level in their individual areas of expertise. This is the highest level of certification achievable for these technical team members. Training is provided consistent with NFPA 1006: Standard for Technical Rescue Personnel Professional Qualifications, 2021 edition. Initial certification is through a recognized provider, while continuing education is provided both in - house and regionally. Pasco Fire Department meets or exceeds annual maintenance training standards. The technicians train monthly in their respective stations and quarterly as an entire team. A TRT manual has been compiled for training all technicians. The team uses task books for key skills that must be demonstrated throughout the development of a technician. Standard Operating Guidelines (SOGs) are in place for each technical discipline, and PFD maintains accurate records for all life safety rope, as well as documenting annual confined space entries made per WAC 296-809 and 29 CFR 1910.146 for permit-required confined space work. The PFD rescue boat is a 20-foot type 3 jet boat that holds four rescuers and two victims. A second boat was delivered in 2021. It is a 24-foot deep-hull vessel that can deliver 500 gallons per minute for floating platform firefighting and is also designed to deploy containment boom and conduct rescue operations. PFD intends to serve portions of the Columbia River, portions of the Snake River, and portions of the Yakima River when not flowing shallow. The administration is looking into the potential to acquire a rigid hull inflatable for shallow and flood operations. Members of the Technical Rescue Team are evenly distributed across the three shifts, and a minimum staffing of two water rescue TRT members (at Station 81) and two land-based TRT members (at Station 84) per day. There is currently no contractual minimum staffing level for building collapse or vehicle machinery technicians per shift or per day. Fixed site confined space risks have been identified within the PFD service area. Some industries in Pasco with these fixed-site confined spaces have approached PFD to consider developing an interlocal agreement to be the rescue agency of record for permit-required confined spaces. Caution should be exercised in implementing such an agreement, since every permit-required confined space entry at these industries will require PFD to assemble the team, deploy to the site, lock out and tag out utilities in the confined space, measure the atmosphere, develop a safety briefing, and develop a rescue plan in advance of industry workers entering the confined space. This happens frequently and generates an operational burden that is often underappreciated. Recommendation: • Consider all the ramifications before agreeing to be the permit-required confined space rescue team of record to private industry sites. Page 137 of 480 2021 Master Plan 70 F ire Department Planning The fire service nationally creates and gathers large volumes of data in the performance of its duties, both from emergency response activities and in preparation for and anticipation of large-scale disasters. However, many of these same organizations do not analyze the data sufficiently to evaluate the effectiveness and adjust as necessary to become more effective or efficient. Accurately analyzed data provides fire service leaders with information to make key decisions and develop effective plans. The fire service has many different plans and planning functions that should be included in any fire department but are often set aside for higher priority issues. This can lead to disastrous consequences. There are many categories of planning fire departments should employ. Key planning efforts include: • Response Performance Planning (Standards of Cover; RCW 35.103) • Community Risk Assessment (CRA) Planning (Standards of Cover; stand-alone CRA) • Community Risk Reduction (CRR) Planning (stand-alone CRR plan) • Community Growth Planning (Master Plan; Growth Management Plan) • Target Hazard Response Planning (Tactical Planning) • Resource Planning ▪ Staffing (Master Plan; Growth Management Plan; trigger points & projections for retirements, hiring, promotions) ▪ Equipment (Master Plan; trigger points & projections for retirement, replacement, acquisition) ▪ Facilities (Master Plan; Growth Management Plan; trigger points for land acquisition, construction, expansion) ▪ Finances (Master Plan; revenue and expense projections) • Succession Planning (Key leadership trait identification & development) • Organizational Work Planning (Strategic Plan; goal & objective setting with timelines & assignments) Response Performance Planning This type of planning begins with developing a community profile, evaluating the resources available to the fire department and the transportation network used to respond to emergencies, and establishing a set of response performance objectives. The intent is to help the community understand what they can reasonably expect from its fire department during emergencies. It also provides the fire department an opportunity to educate and inform the elected officials and other key decision-makers about actual limitations to its capabilities. This allows policymakers and decision-makers to balance risk and cost for the community. While this can be done internally by many fire departments, it is a labor-intensive endeavor. RCW 35.103 identifies the key performance metrics a community should use but is not a substitute for local policymakers to make informed cost-benefit decisions. A Standards of Cover is an industry best practice for the fire service nationally. It combines a community risk assessment with the elements of response performance planning. This ensures that components such as a critical task analysis, distribution and concentration of resources, and agency-specific service level objectives are combined to establish an effective response to emergencies. The purpose of completing such a document is to assist the agency in ensuring a safe and effective response force for fire suppression, emergency medical services, and specialty response situations. Page 138 of 480 2021 Master Plan 71 In the absence of a Standards of Cover, Washington state has a statute that requires most fire departments to establish performance measures. RCW 35.103, Fire Departments—Performance Measures requires local policymakers for fire departments to establish response goals for turnout, response time, first alarm arrival time, ambulance arrival time, response performance by special type of incident, and that the performance be reported in a public meeting on an annual basis. Pasco Fire Department Status: The Pasco Fire Department has a Standards of Cover, which was developed internally in 2017. It contains the major elements necessary for a Standards of Cover, but should be updated to reflect contemporary methodology as per the Commission on Fire Accreditation International (CFAI), Sixth Edition. Additionally, PFD has budgeted for a Tri-City (includes Kennewick and Richland) SOC to be conducted in 2023. PFD also complies fully with RCW 35.103 and reports performance to the city council annually. Recommendation: • Integrate the Community Risk Assessment and update the Standards of Cover following the CFAI, Sixth Edition Handbook. Community Risk Assessment Planning As emergency response agencies, fire departments must thoroughly understand their community risks. These risks must be quantified. There are numerous risk/consequence-or risk/probability matrices; but they usually fall into one of the quadrants identified earlier in this report or are numerically quantified. Once an agency has quantified the risks or consequences and likelihood of occurrence, the agency and community must come to grips with an acceptable level of risk, balancing cost for mitigation with the consequences for failure to mitigate them. Once that balance is identified, the risks should be prioritized, typically using local historical response data analysis and trends, but using a formulaic approach reduces bias toward given risks. Pasco Fire Department Status: The Pasco Fire Department has created a Community Risk Assessment and a Community Risk Reduction (CRA/CRR) Plan in 2017. The risk assessment has identified all the known risks within the jurisdiction. The risk reduction portion is discussed under the next heading. The community risk assessment was conducted partly in reliance on the Franklin County Comprehensive Emergency Management Plan (2015) and partly on the Pasco Fire Department Standards of Cover (2017). The CRA/CRR document is well written and provides guidance to the agency on the continual assessment of risk. The next revision of the plan should consider including a formulaic approach to quantifying and prioritizing risk to remove subjectivity to the extent possible. Community Risk Reduction Planning CRR is defined as a process to identify and prioritize local risks, followed by the integrated and strategic investment of resources (emergency response, public education, and prevention) to reduce their occurrence and impact. Much of the current literature regarding Community Risk Reduction programs uses a six-step approach towards development as outlined earlier in this report. Page 139 of 480 2021 Master Plan 72 Community risk reduction is not a new concept for the fire service. Fire departments have been actively involved in fire prevention for many years through public education, building inspections, and other activities. Although CRR plans are unique to each community within U.S. fire departments based on each community profile, there are some common and essential steps. Not only will a CRR plan be different for each fire department but depending on the size of the agency, it will vary from station area to station area. The risks in one station’s area may be vastly different from an adjoining station based on various factors, including demographics, type of residences (multi- or single-family homes), commercial areas, and transportation networks. Essentially, the fire service exists not only to respond to emergency incidents, but also to proactively prevent or mitigate the impact of such incidents within their communities. CRR provides a more focused approach to reducing specific risks. A comprehensive CRR program that involves community partners, firefighters, and support staff can result in an organizational culture that recognizes the importance of reducing risks within a community. It is important that fire service leaders, its firefighters, and other staff begin to shift their thinking towards reducing and mitigating risks, as this will ultimately be expected by their communities and elected officials. In its simplest form, a CRR plan utilizes the results of a community risk assessment to identify priorities within the community. Strategies are then developed to address the highest priority risks to mitigate risk or reduce the consequences of a risk manifesting itself within the community. Pasco Fire Department Status: As described under the Community Risk Assessment heading preceding this section, Pasco Fire Department has a combined CRA/CRR Plan. It is well written and links the findings in the assessment to prioritized reduction strategies. Further, it utilizes the 5 “E’s” (Education, Engineering, Enforcement, Economic Incentives, and Emergency Response) in focusing strategies to address the prioritized risks. The risk strategies are broken into short- (one year), mid- (3–5 years), and long-term (5–10 years) timelines. The top three risks are prioritized as 1) Cooking Fires; 2) Slips, Trips, and Falls; and 3) Not-Applicable” EMS event types. The latter risk has more to do with clarity/quality of data and maintenance of response assets for true emergencies. The next evolution of the CRR program should consider identifying risk by geographical subareas (e.g., fire station response zones). A station-based risk reduction strategy provides for station officers to focus on “their” community risks (within their first due response area) and look for opportunities to educate, mitigate, or create community partnerships to address community problems. This expands the effort that might otherwise fall on one or two key people to implement risk reduction throughout the city. Community Growth Planning Community growth planning (master planning) for a fire department primarily focuses on three things: land use planning/zoning (including population distribution and projection), current fire department resource capability, and current and future emergency response demand by area. Washington State has enacted the Growth Management Act (GMA), a series of state statutes first adopted in 1990, that requires fast-growing cities and counties to develop a comprehensive plan to manage their population growth. Pasco complies with the provisions of the GMA; therefore, city development will be consistent with current zoning and land uses within the plan. Further, the population of future development can be anticipated and projected. Pasco Fire Department Status: This report is a fire department master plan. Informed by the Urban Growth Area & Comprehensive Plan, 2018–2038 Update (adopted October 5, 2020, by the Pasco City Council), the Pasco Fire Department has fully addressed the need for Community Growth Planning. Page 140 of 480 2021 Master Plan 73 Target Hazard Response Planning In many instances, emergencies in high-risk facilities within a jurisdiction are anticipated and preplanned to address challenges early and head them off before reaching a critical stage. By focusing on these specific risks—or target hazards—fire personnel become very familiar with these facilities, understanding what risks each of these facilities poses and what features the building has that can be used to gain a tactical advantage, such as area separation walls or built-in deluge systems. For those buildings that have been identified as target hazards, a pre-incident “site plan” that is easily accessible by crews at the scene should be established (a tactical worksheet specific to that building). Further, tactical worksheets should be used in training drills to get all personnel familiar with the target hazards and what considerations should be in play during an incident. Crews should spend any discretionary time conducting walk-throughs of these facilities and discussing hypothetical scenarios to avoid surprises during an actual incident. In addition to the short-form tactical worksheets, more complex, detailed site-specific information can be compiled in advance of an incident and kept electronically, accessible by incident commanders during a sustained emergency incident, or accessible to training personnel for tabletop exercises. Pasco Fire Department Status: The Pasco Fire Department has elements of a pre-fire planning process, but it is not complete and is not formalized. There is an inventory of extremely hazardous buildings that dictate defensive strategies in the event of fire involvement, but it too is not formal. The region is looking to match the National Fire Academy (NFA) quick action planning process. Recommendations: • Adopt and implement the NFA Quick Action Plan process as an agency. • Alternatively, develop a formal pre-fire planning process for buildings or infrastructure that poses an unusual hazard consistent with NFPA 1620. Resource Planning Resource planning is a heading under which numerous subject areas fall. Those resources include staffing, apparatus and equipment, facilities, and finances. STAFFING As a city fire department, the staffing should be planned for in coordination with Human Resources. In order to conduct an effective staffing plan, PFD must address the following elements: • Identify the minimum number of personnel by rank, by certification, and by location/unit for each shift. This is done to comply with response targets, critical task analyses, alarm assignments, and response performance goals, as well as any city policies or collective bargaining agreements. A Standards of Cover that includes a critical task analysis for each major risk type will help determine the number of resources necessary to mitigate foreseeable incidents. Adopted performance goals (in compliance with RCW 35.103) will also help identify minimum staffing levels. Finally, determine if collective bargaining agreements identify minimum staffing levels. Page 141 of 480 2021 Master Plan 74 • Factor in leave usage (discretionary and unscheduled) staffing levels on each shift. Discretionary, or scheduled leave, should be balanced across the entire year to spread the exposure evenly and increase the consistency of staffing levels. Unscheduled leave (sick leave, disability leave, FMLA) should be viewed historically, identifying trends and average leave usage year-to-year. The mean unscheduled leave usage should be factored into the leave numbers to identify what additional leave factor should be calculated. Finally, by determining the total scheduled leave and unscheduled factor into the shift, scheduling can inform the proper number of employees to assign to a shift, thereby managing overtime exposure to the extent possible. • Determine retirement eligibility for each member of the department on shift to anticipate large groups of turnover, which helps determine whether a recruit class will need to be hired or individual firefighters will need to be brought in. Asking retirement-eligible members to provide an informal, nonbinding expression of their intent should become a routine annual process, not one fraught with concern over being viewed as encouragement to retire. If done routinely and annually, everyone will know it is not an attempt to cause retirements, but an effort to plan ahead. Pasco Fire Department Status: All three of these elements are in place at PFD. A staffing formula has been created and used to justify a SAFER grant for staffing increases in anticipation of the new Station 85. To maintain the minimum shift strength of 19 personnel on duty, 24.3 persons are needed to be assigned for each shift. This covers all types of leave except catastrophic leave. PFD administration routinely asks personnel to volunteer information regarding their intent to retire so that the department can lean forward in anticipation of the need for a recruit school. APPARATUS & EQUIPMENT Fire department apparatus must be reliably operated when a response is called for 100 percent of the time without fail. This requires a high level of maintenance and assurance that each unit will operate as intended every time. As can be appreciated, this is an expensive endeavor. NFPA 1911: Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Emergency Vehicles provides guidance for the effective lifespan of apparatus that calls for apparatus to be maintained in front line service for no more than 15 years and should not be kept in reserve status for more than an additional ten years. According to Annex D of this standard, “Apparatus that were not manufactured to the applicable NFPA fire apparatus standards or that are over 25 years old should be replaced.” Annex D of these standards should be adhered to as they relate to replacement schedules (or refurbishment) for heavy fire apparatus (engines, tenders, and ladder trucks). Lighter duty response vehicles, such as brush units, medic units, or support vehicles, are not required to meet the replacement criteria in Annex D. Funding a replacement schedule is also key to an effective replacement plan. It provides little value to know when a unit must be replaced when there are no funds available to replace it. Therefore, a policy decision must be made. Are funds set aside from the fire department budget or the city general fund each year to adequately implement the replacement schedule as apparatus and equipment reach the end of their useful life? Does the agency intend to bond/finance the replacement of a large portion of the fleet? If so, can it or should it coincide with facility needs? A written policy should be in place to guide replacement, funding, and criteria used. Page 142 of 480 2021 Master Plan 75 Anticipating the need for new types of apparatus is also key to effective apparatus and equipment planning. Knowing when such apparatus should be added to the fleet and how it will be staffed is critical. The Washington Surveying and Rating Bureau (WSRB) grading criteria is an excellent resource in this regard. Within the grading schedule of the WSRB, deficiency points are assigned for gaps in capability. The greater the need for certain apparatus, the more deficiency points are assigned. This can contribute to a decline in rating and, ultimately, an increase in commercial insurance premiums for businesses in the community. Pasco Fire Department Status: The Pasco Fire Department has an apparatus replacement schedule in place. No policy is in place to formally replace apparatus according to the schedule, but the plan is adjusted based on replacement age. Expensive small equipment is also identified in a replacement plan. If funds are not available, replacement is pushed out. Currently, apparatus at Pasco Fire Department is newer and in very good condition. FACILITIES By using the results of the staffing and apparatus planning, an assessment of the facilities and their ability to handle any growth in those areas is an important step in planning consideration. Facility condition is another important factor, especially when the facilities are considered a critical infrastructure that helps ensure community resiliency after a disaster. Seismic upgrades should be considered when conducting a remodel or addition to an existing building. Older stations do not always accommodate newer fire apparatus, so careful evaluation of width, height at the bay doors, the angle of departure onto the ramp, and depth into the bay should be considered. In addition to crew quarters, ADA accessibility, apparatus size, LEED building certification, and general condition of the stations, heavy maintenance should be considered. This includes HVAC system maintenance, roof analysis and repair, ramp concrete crack or pothole repair, energy efficiency audits, and bay drains. New facilities should be planned for in response to Community Growth Planning (Comprehensive Plan and Master Plan). GIS mapping of travel times to proposed annexation areas or added thoroughfares will help identify proper locations for future fire stations. Securing land for such eventuality is less expensive when done before development occurs. The land can sit vacant until such time as call volumes begin to warrant the construction of a new station. Generally, call volume growth should be a primary trigger point for action. Triggering construction of a new station should be a year ahead of the demand threshold. New apparatus for a new station should also be ordered a year in advance. Finally, new personnel needed to staff new facilities should be hired in advance so that their training is complete and they are ready for assignment to shift work at a time coinciding with the opening of the new station and staffing the new apparatus. Pasco Fire Department Status: This master plan and the City Comprehensive Plan are serving this purpose. Page 143 of 480 2021 Master Plan 76 Financ ial Planning Planning is crucial to funding for any planned needs, whether staffing (ongoing cost), apparatus and equipment (periodic), or facilities (infrequent). A Fire Chief who invests in detailed planning and partners with allied departments or agencies makes the need easy to identify. Collaborating with the Finance Director is key. Developing the expense side of the financial plan is fairly straightforward but can be tedious. Staging the expenses so that the spikes and dips are limited can be an art form. Developing strategies to generate the revenue necessary to fund these new or added expenses normally consists of choices with which elected officials must grapple. If the financial plan for the fire department is thorough and well thought out, complete with details, contingencies, and predictable consequences for failure to act, the Fire Chief has significantly increased the likelihood that the elected officials will seek ways to fund the plans. An industry best practice is to include the fire department’s needs (indeed, all of public safety) in the city capital facilities plan and financial projections (revenue and expense) through the life of the plan. This helps the agency prepare for foreseeable growth challenges and identifies contingencies in the event funding mechanisms fail to adequately deliver. Establishing a healthy emergency reserve fund also hedges against unforeseen fiscal calamities, such as a deep recession. Pasco Fire Department Status: The Pasco Fire Department develops proposed budgets for the two-fiscal years ahead. This is done with City Council guidance, City Manager direction, and Finance Director assistance. Proposed discretionary expenses may be presented to the City Manager and/or City Council as a decision package. Succession Planning The fire service nationally has been slow to address or implement succession planning in its fire departments. In the private sector, succession planning is expected where the knowledge, skills, and abilities of the Chief Executive Officer are critical to the success of the organization. It is equally true in the public sector. The following are key steps to developing a succession plan: • Identify the agency’s critical positions, functions, skills, processes, and systems • Develop a list of critical success factors • Identify past, current, and expected levels of performance • Identify and categorize gaps (urgency, gravity, short-, medium-, or long-term) • Develop an ideal candidate profile (given the results listed above) • Determine if an internal candidate(s) has the potential to meet the criteria • Develop a mentoring plan It is important that the incumbent CEO (or other position) buys into the plan unless the organization intends to diverge from the current path. If a new path is desired, a member of the policymakers or an outside “loaned executive” may be required to act as a coach/mentor for an internal successor. It is also critical that the potential successor is informed whether ascension to the CEO position is a fait accompli or if candidates must compete. Pasco Fire Department Status: Work between the Fire Chief and the City Manager has resulted in an effort to provide succession options in the event the Fire Chief vacates the position. The department has two Deputy Chiefs managing emergency operations and administration, respectively. Developing these two incumbents and exposing them to the executive’s role in managing the fire department provides city leadership with the opportunity to evaluate potential replacements for the Fire Chief. Page 144 of 480 2021 Master Plan 77 Recommendations: • Develop a formal succession plan for the Fire Chief position. • Consider extending the succession plan to include other leadership/supervisory positions in the department. Organizational Work Planning An organizational work plan is essentially a strategic plan. The strategic planning process results in a three-to- five-year work plan, intended to guide the work effort of the entire organization toward a common set of goals and objectives. The process includes representation from every major interest group in the organization. Each person in the department should feel that their interests are represented by someone in attendance on the planning team. Typically, all members of the department are invited to submit responses to an electronic survey, which includes their individual, anonymous feedback on a SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis well in advance of a planning workshop. Each member completes the survey, with the results (summarized) are shared with the planning team prior to their work beginning. If external stakeholders are given an opportunity to provide feedback (preferred), citizens are provided with an opportunity to partcipate in a facilitated session. This facilitated citizen forum should solicit their expectations of the fire department. The results of this forum are shared with the internal planning team to ground the participants in meeting the community’s needs. A planning meeting should then be convened to identify and develop the following elements: • Mission, Vision, and Values • SWOT Analysis trends • Strategic Initiatives • Goals and Objectives • Timelines • Personnel responsible for follow-through It is important to avoid front-loading the timelines for completion of individual goals and objectives in the plan. Instead, the timelines should maintain a relatively balanced workload over the life of the plan. The plan, once adopted, must be briefed to all personnel and regularly reviewed for progress. Momentum must be maintained during the life of the plan, and the plan should be updated annually to keep it contemporary. Pasco Fire Department Status: PFD has a current strategic plan in place and has demonstrated a commitment to this type of planning. The 2020 strategic plan just adopted replaces the 2017 strategic plan. As a five-year plan, PFD is to be lauded for its commitment to completing the plan early. Page 145 of 480 2021 Master Plan 78 Airport Impacts The Tri-Cities Airport (PSC) is the largest airport in the Southeastern Washington and Northeastern Oregon region and the fourth largest air carrier airport in the State of Washington. Enplanements have continued to grow, exceeding 400,000 in 2019. In 2020, PSC ranked 174th nationally in total enplanements with 210,681.13 While the enplanements sharply receded in 2020 starting in March, it was undoubtedly due to the COVID-19 pandemic, travel restrictions, and traveler hesitancy. In 2021, the enplanements have increased sharply to 314,381,14 but continue to lag behind pre-pandemic levels. There is every reason to believe enplanements will continue to grow at levels that meet or exceed pre-pandemic levels in 2022. A historical view of passenger enplanements since 2006 is provided in the following figure, clearly showing the pandemic impact and the beginning of recovery. Figure 52: Tri-Cities Airport Passenger Enplanements, 2006–2021 While the COVID-19 pandemic has clearly impacted numerous industries throughout the United States, and passenger air carriers significantly so, signs point to the expansion of airport activity at PSC. Indeed, the PSC Master Plan published in June 2020 forecasts enplanements to grow to 592,000 by 2032.15 A new airline (Avelo) started service from Pasco to Burbank, California, in April 2021. Avelo joins Allegiant, Delta, Alaska, and United to serve the airport and a sizable swath of the Western and Midwest regions of the United States. Air cargo volume, however, is expected to decline through 2037 following the construction of logistics centers at the intersection of Interstates 82 and 84 near Hermiston, Oregon.16 13 FAA, Enplanements at Primary Airports (Rank Order) CY00, ACAIS (Air Carrier Activity Information System). 14 https://www.flytricities.com/grow/airport-statistics, obtained 5-31-2022. 15 Tri-Cities Airport PSC Master Plan 2020; accessed May 4, 2021. 16 Ibid. - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 500,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Page 146 of 480 2021 Master Plan 79 PSC occupies 2,335 acres. Terminal improvements totaling $41.9 million were initiated in 2014 and completed in 2017. The project resulted in the expansion of the boarding concourse and restaurant, increased space for security screenings, and updated ticketing and baggage areas. The size of the terminal was expanded to 110,000 square feet. There are adjustments to taxiways being proposed within the PSC Master Plan, but none of the proposed improvements appear to have an effect on ARFF access to the apron, runways, or the terminal. The City of Pasco and the Port of Pasco have entered into a 50-year interlocal agreement for the City to provide ARFF (Aircraft Rescue and Firefighting). Terms of the most recent iteration of the agreement prescribes each signatory’s responsibility. Key elements of the agreement include: • Port will provide full access to the airport fire station to the City. • City will provide ARFF services. • City provides equipment for firefighting, EMS, and hazardous materials. • Port provides ARFF equipment. • Shared payment of utilities, facility maintenance, training costs, and inspection services. • Requirements for staffing and minimum skills qualifications. • Port designates the City Fire Chief to be the Airport Fire Chief. In consideration of the services provided by the City to the Port, the Port provided the fire station and pays the City the actual cost to maintain two firefighters per shift dedicated to the airport. There are additional incidental expenses agreed to, some of which are currently being explored for modification. While ARFF services are required for airport operations, there are benefits to collocating ARFF, EMS, and fire services in an on-site facility. For the airport, colocation offers more emergency resources within a shorter response time. For the department, PFD personnel can gain insights that are critical to deconflict airport procedures during firefighting operations. For both the Port and City, there are cost-sharing benefits. Requests for ARFF services and response activity at the airport have remained relatively flat. Adequacy of Current ARFF Response Capability at Tri -Cities Airport (PSC) The ARFF facility is southwest of the passenger terminal building of the airport. The dual-use facility allows firefighters to serve PSC and the surrounding community. This is accomplished with three bays opening onto the airfield, and three bays opening onto the city street. Six PFD firefighters staff the ARFF station 24 hours a day. The facility has two ARFF dedicated trucks, each providing the necessary 500 pounds of dry-chem and 1,500 gallons of water required for an Index B response. The two ARFF units dedicated to the airport are a 2009 Oshkosh Stryker vehicle and a 1986 Oshkosh T1500. Due to its age, the latter serves as the backup vehicle.17 17 Tri-Cities Airport PSC Master Plan 2020; assessment of ARFF facilities and capabilities. Page 147 of 480 2021 Master Plan 80 Fire hydrants are near the passenger terminal building, the Airport Control Tower Communications (ATCT), Station 82 (ARFF), and the Airport Business Park in the East Side Industrial Park. The City of Pasco Public Works Department operates and maintains the water system surrounding PSC on three sides: 24- and 36-inch water mains are adjacent to Road 36 west of PSC, an 18-inch water main is adjacent to Argent Road south of PSC, and a 12-inch water main is adjacent to Stearman Avenue east of PSC. A 12-inch water main extends into the passenger terminal area along 20th Avenue. Water pressure and fire flow rates within the area, as reported by the City Fire Marshal, are appropriate for the structures and are summarized in the following figure. Figure 53: Hydrant Pressure & Fire Flow for PSC Commercial/Industrial Structures18 Location Static Pressure Residual Pressure Flow (GPM) Flow at 20 psi (GPM) 3125 Rickenbacker Dr. 92 80 1,300 3,420 East End of Rickenbacker Dr. 93 72 1,200 2,352 NW Corner of Varney & Argent Rd. 86 72 1,275 2,945 3406 Stearman Ave. 80 67 1,190 2,718 North end of Swallow Ave. 84 62 1,160 2,065 4218 Stearman Ave. 84 68 1,130 2,389 Terminal Dr. northwest of FedEx 94 82 1,250 3,339 Airport and PFD administrators describe a positive working relationship that is beneficial to both parties. A study of ARFF concluded that the Port and City are working together, and currently, the airport maintains all requirements for Federal Aviation Regulation (FAR) 139 in relation to the ARFF program.19 The Port of Pasco and the Pasco Fire Department have maintained an open dialogue throughout the life of the agreement. When interviewed for this report, the Deputy Chief of Operations for PFD stated that he would like to see more full- scale or tabletop exercises to ensure role clarification. The airport manager stated that payment of turnouts is an issue for which he would like further discussion. The port has also taken on annual ARFF vehicle pump and sodium bicarbonate testing and fluffing the Purple-K (a dry powder extinguishing agent). Both agencies speak highly of the other, with the airport manager expressing his belief that PFD is a sound ARFF agency that provides quality services. PFD firefighters certified to perform aircraft rescue firefighting duties (National Fire Protection Association Standard 1003) must meet FAR 139 refresher burn requirements. Additionally, there are other knowledge and skill maintenance requirements in place to meet FAA regulations and job proficiency. They involve FAA rules and regulations, aircraft and airport familiarization, fire behavior, ARFF apparatus, PPE (Personal Protective Equipment), rescue and firefighting procedures, hazardous materials, incident command, and airfield communications. Practical skills include forcible entry and disentanglement; live fire truck operations; live wheel/brake; engine, galley, and cabin fires; and flammable liquids foam firefighting and tactics. 18 Ibid. 19 Aircraft Rescue Firefighting Study, SSi, Inc. and W.A.M.D.I. Aviation Consultants, LLC, 2013. Page 148 of 480 2021 Master Plan 81 Current training of ARFF personnel is the responsibility of the PFD Training Officer. All ARFF personnel receive annual training that meets or exceeds FAR 139 and NFPA 1003: Standard for Airport Fire Fighter Professional Qualifications. PFD is the repository of training records. Initial ARFF certification training is conducted in house at Station 82. It involves 40 hours of basic ARFF training and live-fire burn exercises. Continuing education requirements involve in-house classes, a contactor delivering didactic ARFF specific training to PFD personnel on-site, and live fire burns using a contracted live fire training prop set up at the Pasco Airport. It is beyond the capacity of any fire department to operate and maintain enough resources for every eventuality. For this reason, best practices are for fire and EMS agencies to enter into automatic and mutual aid agreements that are mutually beneficial to the participants. The City of Pasco maintains automatic and mutual aid agreements and contracts with other cities, fire districts, and the Tri-Cities Hazardous Materials Response Team for response to major incidents. FCEM (Franklin County Emergency Management) is responsible for coordinating, establishing, and maintaining the agreements and emergency response plans. PSC Growth Impacts on PFD Even with continued increases in aircraft activity, the analysis showed that Pasco’s airport runway configuration is expected to be adequate through the foreseeable future, as identified in the PSC master plan. The potential for extension of runway 12 exists, but in the opinion of the airport manager, it is not likely. Nor is it likely that the airport will become Index C in the foreseeable future. While growth in utilization of the airport is expected to climb post-pandemic, none of the growth is expected to dramatically affect PFD in providing service to the airport, with the exception of a possible (but unlikely) increase to Index C. PFD incident commanders and operations personnel need to have a working knowledge of the PSC Airport Emergency Plan (AEP). ARFF personnel require an in-depth understanding and should participate in regular (if not frequent) exercises of the AEP with scheduled tabletop exercises with airport management and their representatives. Per the AEP, the Airport Director and Deputy Airport Director assume the role of agency administrator of incidents that occur on airport property. Customarily and appropriately, their presence at the airport is during regular business hours. Tri-Cities Airport law enforcement officers and ARFF personnel are the first responders for emergency incidents at the airport. This is true for times of scheduled commercial air operations, general aviation, and during the hours of non-scheduled airline activities. In this capacity, as first on the scene, and in keeping with the AEP and best practices, ARFF personnel would establish command of the incident or accident until rendered safe. Recommendations: • The Franklin County Emergency Management Plan should more specifically address risk at the airport. • ARFF personnel, PFD, and PSC management staff should conduct tabletop exercises annually using the AEP for familiarization and role clarification. Page 149 of 480 2021 Master Plan 82 Washington Surveying & Rating Bureau The Washington Surveying & Rating Bureau (WSRB), “…is an independent, not-for-profit organization operating in the public interest, and the criteria used to evaluate communities is approved by the Washington State Office of the Insurance Commissioner, the state's insurance regulator.” The WSRB develops evaluations of community risks as it relates to property loss potential, resulting in a Public Protection Classification. The primary purpose of these evaluations is to provide insurance companies with a better understanding of property risk from fire and natural disasters. In addition, the intent is to help insurance consumers feel confident that their fire insurance premiums are fair. It also helps communities understand how they can improve their fire-defense capabilities and building code effectiveness. There are four main areas the evaluation concentrates on. They include: • Fire department (40% of rating) includes station distribution, staffing levels, equipment, and personnel training. • Water supply (35% of rating) includes water flow capacity, fire hydrant location, and maintenance. • Emergency communications system (16% of rating) includes dispatching system, staffing, and training. • Fire safety control (9% of rating) includes fire code and building code enforcement, fire investigations, and public fire education programs. The evaluation is conducted using a criteria schedule with point values assigned for consistency. To earn full credit for an item, a community must meet the criteria described in the schedule. If the community does not meet all the requirements, credit is deducted, depending on the importance of the item and the degree of deviation. Through this rating, each community is rated on a scale of 1 through 10, where 1 indicates exemplary fire protection capabilities, and 10 indicates the capabilities, if any, are insufficient for insurance credit. In other words, the lower the rating, the better the protection, resulting in lower insurance premiums for properties protected in the community. The following figure indicates the number of fire departments in the State of Washington with each Public Protection Class, including Pasco’s Class 3 (in red). Figure 54: Number of Washington State Fire Departments per Public Protection Class 0 5 48 80 126 106 107 149 47 9 0 20 40 60 80 100 120 140 160 1 2 3 4 5 6 7 8 9 10Number of Fire DepartmentsPublic Protection Class Page 150 of 480 2021 Master Plan 83 WSRB & the Pas co Fire Department PFD had received a Public Protection Class (PPC) 5 in 2015, with areas of deviation noted in each of the four major areas the WSRB evaluates. There were opportunities identified to improve in areas of the PPC that increased the likelihood of PFD receiving a Class 4 in its next rerate. The following specific areas represented opportunities for significant improvement: • Continue conducting annual hydrant inspections, including operation and checking static pressure. Flow testing the system grids should occur every five years, which was not currently being performed. • Positioning staffed fire apparatus in a strategic manner to extend an effective reach to the structures within the city. This preceded the 2016 master plan, which addressed this issue. • Increasing the staffing on existing deployed fire apparatus. EMS units could be factored into overall staffing, depending on how often they were available to respond to fires. • Continue conducting annual fire code inspections of commercial occupancies by certified fire code inspectors. The resulting rerating, which occurred in 2018, resulted in a new Public Protection Class (PPC) 3. This is consistent with the PPC rating for Pasco’s peer group as listed in the following figure. Figure 55: Washington Surveying & Rating Bureau PPC Ratings for Comparable Agencies Pasco FD Comparable Agencies Benchmark Performance Data Agency Density Sq Mi Incidents per 1,000 Pop. Fires per 1,000 Pop. Fire Loss Per Capita EMS per 1,000 Pop. Total Staff WSRB Rating Pasco FD 2,056 80.34 3.5 $ 38.9 56.1 83 3 Kennewick FD 3,002 118.86 3.1 $ 28.5 83.9 98 3 Bellingham FD 1,910 205.45 5.0 $ 21.3 148.6 149 3 Redmond FD 1,553 151.60 2.0 $ 7.5 98.3 178 3 Kirkland FD 3,983 89.01 1.5 $ 15.4 60.0 112 3 Yakima FD 2,758 116.16 5.6 $ 45.4 79.7 99 3 Richland FD 1,408 122.92 4.0 $ 20.2 88.3 87 3 Olympia FD 2,552 237.95 6.0 $ 49.0 145.4 100 2 Protection Class Maintenance Pasco Fire Department has met with the WSRB to understand the deficiencies noted in the 2018 rating process thoroughly. A plan has been developed to maintain or improve the most recent protection classification. Given that Pasco is at the upper range of the PPC 3 (2.92, rounded to three), it requires intention and a continuous improvement mindset to protect the current class 3 rating or even improve it. Further, the WSRB points out that if improvements are made to one category that outpaces the others, deficiency points are given. This method ensures that improvements are even across all four categories to the extent possible. The point system employed by the grading schedule is a deficiency point system with zero being the best score (100% credit). Page 151 of 480 2021 Master Plan 84 Areas identified as being awarded less than 80% of the eligible credit are areas of deficiency that warrant focused evaluation. A cost-benefit analysis should be done for each of these areas. If the deficiency points to be reduced or eliminated in those circumstances are low relative to the cost of improvement, those areas may be intentionally set aside in favor of larger returns on the investment. Those areas awarded less than 80% of the eligible credit that warrant consideration are listed under each of the four areas of evaluation, which follows. FIRE DEPARTMENT • Number of reserve ladder trucks. One reserve is required for every five in service ladder trucks. PFD has two ladder trucks (1.5) and should have a reserve. This can be partially accomplished by an interlocal agreement with other agencies in the region to share a single reserve ladder truck. Twenty deficiency points can be eliminated (0% credit received). • Distribution of companies. Structures should be within 1.5 road miles of an engine company and 2.5 road miles of a ladder truck. Automatic aid units are considered. Relocation of Station 83 and construction of Station 84 will improve this category (the station changes occurred after the last rating). Further, trigger points for future station construction when growth drives expansion are included in this master plan, thus, additional resources would be distributed once those triggers are reached. There are 107 deficiency points that can be eliminated (49% credit received). • Shift staffing. Shift strength is slightly higher than the total number of personnel required to respond to a moderate risk structure fire (2,000 square foot, 2-story residence). Automatic aid companies can be included in the count, which improves the potential shift staffing levels. The addition of another company or two would raise the amount of credit received for shift strength day and night (see previous category). There are 117 deficiency points that can be eliminated (63% credit received). • Company training. A minimum of 20 hours of structural firefighting training per firefighter per month is required, with reductions allowed in the number of hours based on the certification levels of firefighters. A concerted effort to increase training in structural firefighting hours per person per month or in certifying personnel to Firefighter II (reducing to 10 hours) will improve the credit awarded for training. This element is part of a group of elements that fit under the heading, “Training.” There are 39 deficiency points that can be eliminated (57% credit received). • Pre-fire planning. PFD has elements of a pre-fire planning process, but it is not complete and is not formal. Adopt and implement the NFA Quick Action Plan process as an agency or develop a formal pre-fire planning process for buildings or infrastructure that poses an unusual hazard consistent with NFPA 1620. While there are only 5 deficiency points that can be eliminated, this is an important program to implement and is a recommendation in the body of this report. • Fire operations. This score is an average of the percentages awarded for shift staffing, engine and ladder company unit staffing, and training. Implementation of improvements in these areas will improve the score in this category. There are 104 deficiency points that can be eliminated (68% credit received). • Fuel. Fuel must be available in sufficient quantities at fire stations. Suitable arrangements must be made for the delivery of fuel to apparatus at fires of long duration. Installing fueling supply capabilities at a central location(s) with 24/7 access to the city fleet is beneficial to the entire city, and establishing a mobile fuel supply capability, possibly with Public Works, also addresses this issue. There are 17 deficiency points that can be eliminated (15% credit received). Page 152 of 480 2021 Master Plan 85 WATER SUPPLY • Hydrants – inspection and condition. Hydrant inspections must occur annually, including proper operation. Flow tests must be conducted every five years. Hydrants should be marked for available flow and accessible. Incomplete records caused deficiency points in this area. The Pasco Water Department has begun tracking hydrant inspections on the Cartegraph System, which was not complete as of the last rating process. There are 26 deficiency points that can be eliminated (74% credit received). • Arrangement and operation. Water system components should be distributed, tested, and maintained with redundancies in place as appropriate. Backup power was being tested monthly, but the WSRB requires weekly testing. Implementation of weekly testing of backup power should be performed and documented. There are 56 deficiency points that can be eliminated (44% credit received). EMERGENCY COMMUNICATION • Security. Communication center security includes restricted access, security of doors and windows, and the vulnerability of the areas surrounding the center. Concern was expressed about the security of staff and equipment, such as a lack of bulletproof windows. Discussion with SECOMM to encourage hardening of the facility would address this issue. This program is outside of Pasco’s direct control, but this element received 50% credit. • Dispatch circuits. The communication center must have separate primary and secondary dispatch circuits for transmitting alarms. Maximum credit is obtained when dual circuits are provided, circuits are supervised, there is an automatic switchover to a secondary circuit, and all components of the system are owned by the communications center. The secondary circuit that is employed is through IP (internet protocol), which sends dispatch information through internet-enabled station printers. This IP circuit is not owned by the communications center. Efforts should be made to develop a truly independent secondary dispatch circuit. This element received no credit. • Number of telecommunicators on duty. The number of required telecommunicators on duty is based on the total number of calls received per year at the communication center. If the communication center is meeting the call-answering and dispatching times set forth by NFPA 1221: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, then full credit will be applied to this item. Based upon 2018 total call volume data provided by SECOMM, there should be 11 dispatchers and 1 supervisor on duty at all times (currently, there are 8 dispatchers and 1 supervisor on duty). This element received 56% credit. FIRE SAFETY CONTROL • Fire Plan Review. Review of plans for fire code compliance must be done by experienced, certified personnel. The plan reviewer shall have 5 or more years of plan review experience, be a registered design professional (licensed professional engineer), and receive at least 16 hours of plan review- related continuing education per year. The plan review department needs to have adequate staffing to ensure comprehensive plan reviews. The City of Pasco is meeting this requirement except for "adequate staffing to ensure comprehensive plan reviews." The City currently has 1 full-time fire plan reviewer. It is recommended that an additional fire plan reviewer be hired. There are 15 deficiency points that can be eliminated (70% credit received). Page 153 of 480 2021 Master Plan 86 • Inspection of fire code permits. New and renovated occupancies requiring a fire code permit must be inspected prior to issuing a Certificate of Occupancy. Fire inspectors shall be certified with 5 or more years of experience in inspections and receive at least 16 hours of fire inspection-related continuing education per year. Adequate department staffing levels must be maintained to ensure comprehensive inspections. The City of Pasco is meeting this requirement with the exception of, "…adequate staffing to ensure comprehensive plan reviews." The City currently has 1 full-time and 1 contracted Plans Examiner, 1 full-time and 2–3 part-time building inspector contractors, 5 code enforcement officers, 2 permit technicians, and 1 fire-safety inspector. It is recommended that the City hire an additional building inspector to conduct 8–10 inspections per day. There are 13 deficiency points that can be eliminated (74% credit received). • Fire code inspections of existing occupancies. Fire Code Inspections of existing occupancies shall be conducted. The frequency of inspections will be evaluated using Table 7 in the Protection Class Grading Schedule (currently the City inspects high hazard occupancies annually, and medium hazard occupancies every two years. Low hazard occupancies are not regularly inspected.) Fire code inspectors should be certified with 5 or more years of experience and receive a minimum of 16 hours of fire inspection- related continuing education per year. Staffing levels must be sufficient to ensure comprehensive inspections. Fire code inspectors must have 5 years of experience and receive 16 hours of continuing education per year. The City of Pasco is meeting this requirement except for years of experience. This problem remedies itself with time if employees are retained. There are 272 deficiency points that can be eliminated (32% credit received). • School & Adult programs. School programs should include age-appropriate subjects for all students, preschool to the 12th grade. Adult education should include programs for all segments of the adult population in the community. The Pasco Fire Department is meeting this requirement except for years of experience. This problem remedies itself with time if employees are retained. There are 20 deficiency points that can be eliminated for the two programs (60% credit received for each of the two programs). • Fire investigations. Fire investigations must be done to determine the cause and origin of all fires. Fire investigator shall have 5 or more years of experience, be a commissioned law officer, be certified as a fire investigator, and receive at least 16 hours of fire-investigation-related continuing education per year. In addition, sufficient staff levels are required to ensure adequate response to fires, and all fires should be reported to NFIRS. All reported fires within the City of Pasco are investigated at the company officer level as required by law. Those fires (such as structural) that meet damage or occupancy criteria are investigated by certified fire investigators within the fire department. The WSRB requires all fires to be Investigated by a fire investigator. Negotiations are on-going to change these criteria. The Pasco Fire department is meeting this requirement except for years of experience. This problem remedies itself with time if employees are retained. There are 10 deficiency points that can be eliminated (50% credit received). • Building code enforcement. Current building codes must be adopted and effectively enforced. The score for this item is based on the current Building Code Class of the community. For the WSRB to consider that building codes are effectively enforced, the City must be able to provide at least 1 full- time Fire Safety Inspector per 1,000 buildings that fall within the moderate to high hazard classification. The City needs to add 1 full-time code enforcement officer. There are 12 points available to gain. There are 12 deficiency points that can be eliminated (70% credit received). Page 154 of 480 2021 Master Plan 87 Recommendations: • Validate likely deficiency points eliminated for each element being considered with WSRB; discuss a plan to improve in these areas. • Develop a budget and timelines for implementation of Protection Class Maintenance elements listed in this section. Page 155 of 480 2021 Master Plan 88 Fiscal Review of Current Conditions This section addresses the financial circumstances that directly bear on the level of service the Pasco Fire Department is able to provide. It starts with an overview of the City of Pasco fiscal position (the macro-economic climate), which includes all major City revenue streams. It then evaluates all Pasco Fire Department revenue streams and all major expenses of the fire department. This information is used to construct a projection of the funding position of the fire department as it relates to projected growth within the community. City Economic Context Economic data for Franklin County suggests the unemployment increases caused by the 2020–21 pandemic are in recovery; in some cases, making up for lost time (new construction). Economic activity, including levels of unemployment, home values, retail sales, and inflation trends are reflected in this subsection. The following figure shows the trend in unemployment rates in Franklin County from April 2012 to April 2021. As shown, civilian unemployment is at its lowest level in August every year during this period (before the pandemic), with unemployment peaking to its highest level in around February of every year during this period (prior to the pandemic). This sawtooth pattern is consistent until the COVID-19 pandemic locked down the economy nationally between mid-March 2020 and April 2021. The unemployment rate is trending downward. The cyclical nature of the unemployment trends are likely a result of the significant agricultural (seasonal) employment in Franklin County. Figure 56: Franklin County Unemployment, Not Seasonally Adjusted, 2012–2021 Source: Federal Reserve Economic Data In the following figure, median home sales are increasing at an impressive rate, nearly doubling in the ten years since 2011. The period during the COVID-19 pandemic has seen median home prices exceed the trendline over the last eleven years. 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 4/1/201110/1/20114/1/201210/1/20124/1/201310/1/20134/1/201410/1/20144/1/201510/1/20154/1/201610/1/20164/1/201710/1/20174/1/201810/1/20184/1/201910/1/20194/1/202010/1/20204/1/202110/1/2021Page 156 of 480 2021 Master Plan 89 Figure 57: Franklin County Median Home Sales Price, 2012–2021 Source: GeoData Plus The Washington State Department of Revenue compiles information on the taxable retail sales (TRS) in municipalities in the state. The relative amount of taxable retail sales is an indicator of the relative strength of the private sector in a community. The annual change in the level of TRS is an indicator of the trend in overall economic activity and tax base in the area. TRS data for the City of Pasco provides insight regarding the level of economic activity taking place. The next figure shows total TRS by full year between 2011–2021 (the most recent complete data available from the Washington Department of Revenue). The TRS grew in 2021 by 21.77% over 2020, which is the largest percent of year-over-year growth in the eleven year evaluation period. Figure 58: Pasco Taxable Retail Sales & Annual Growth Rate Source: Washington State Department of Revenue $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% $0 $500,000,000 $1,000,000,000 $1,500,000,000 $2,000,000,000 $2,500,000,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Taxable Retail Sales Annual Growth Rate Page 157 of 480 2021 Master Plan 90 The next figure shows the recent trend in the West Region Urban Consumer Price Index for All Urban Consumers (CPI-U). As shown, the annual inflation index has been positive for the period 2017–2021, with a significant increase in 2021(which continues into the first half of 2022). The average annual inflation rate from 2017 through 2021 was 3.04 percent. Figure 59: Inflation Trend – All Items: West Urban CPI-U Source: U.S. Bureau of Labor Statistics The following figure shows the new construction assessed value compared to the taxable new construction added to the property tax rolls. The new construction value in 2021 ($575,943,281) has more than doubled since 2020 ($284,637,685). The taxable value of new construction has even more significantly climbed over the same timeline ($533,720,434 in 2021 and $195,724,435 in 2020). From a fire department standpoint, all new construction, whether taxable or not, adds to the risk inventory of buildings to protect and increases call volume potential for the life of the buildings. Figure 60: New Construction & Taxable New Construction 2.8% 3.4% 2.7% 1.8% 4.5% 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% 5.0% 2017 2018 2019 2020 2021 $0 $100,000,000 $200,000,000 $300,000,000 $400,000,000 $500,000,000 $600,000,000 $700,000,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Construction Taxable Linear (Construction) Page 158 of 480 2021 Master Plan 91 Historical Revenues and Expenses The following is a review of historical revenues and expenses in the fire department to help identify relevant financial trends, strengths, and weaknesses, and to inform the financial footing of the PFD going forward. The historical review helps illustrate how PFD funds its services—where the money comes from and where it goes. REVENUE TRENDS The City of Pasco derives its revenue from the city general fund, which receives its revenue from a variety of sources, such as property taxes, sales taxes, and utility taxes. Pasco Fire Department further significantly augments revenue in the form of ambulance utility fees, the Ground Emergency Medical Transportation (GEMT) program, ambulance transport fees, and airport fire protection services contract funds. These combined PFD- specific revenue sources total $12,165,790.48 for 2021, which is a slight decrease over the 2020 revenue, which was a five-year high. The following figure provides information on revenues by type from 2016–2021 (actual). Figure 61: PFD Associated Revenue Description 2016 Actual 2017 Actual 2018 Actual 2019 Actual 2020 Actual 2021 Actual Amb Monthly Utility Fee (3,534,388.44) (4,088,643.37) (4,504,961.47) (5,104,589.51) (5,404,705.01) (5,518,349.29) AR & Collection Interest (2,202.40) (1,461.48) (2,878.59) (570.64) (798.63) (1,015.99) Capital Contribution (Cash)- Co Fire Dist & Contract Amb Services (26,097.68) (26,449.98) (28,599.26) (29,377.97) (28,299.10) (29,820.78) Donated Private Source Cash (9,100.00) External Fire/Amb Training Recovery (18,028.26) (3,150.00) (10,460.04) (15,300.00) (10,500.00) (12,050.00) Fed Direct DHHS- Dept of Health Human Svcs (O&M)(40,235.88) Fed Indirect DHHS- Dept of Health & Human Services (O&M)- Fed Indirect DOHS- Dept of Homeland Security (O&M)(453,231.41) (458,728.49) (227,371.31) (426,361.55) Fed Indirect DOT- Depart of Treasury (O&M)(1,678,052.73) (914,474.51) Fire Protect Service Airport (642,059.00) (750,441.69) (761,034.92) (866,797.51) (906,126.00) (937,612.08) Fire Protection Service (39,893.75) (124,350.70) (152,342.99) (42,994.42) (108,409.13) (38,143.61) GEMT Cost Recovery (1,093,185.00) 1,093,185.00 - Ground Emergency Medical Transportation (GEMT) Discount 993,564.89 (248,512.91) 560,916.20 935,183.35 Ground Emergency Medical Transportation (GEMT) Payment Program (2,116,400.00) (2,002,394.91) (4,524,842.19) (3,241,129.00) I/F Rescue Team Service (14,000.00) (21,356.22) (14,000.00) (15,400.00) (16,016.00) (16,016.00) Insurance Recoveries-Capital Assets (1,943.45) Insurance Recoveries-Personnel related (936.24) (4,771.90) (45,341.06) (11,112.75) Internal Fire Training Recovery (1,000.00) Investment Interest & FMV changes Medicaid/DSHS Discounts 514,976.81 534,348.94 515,838.19 571,820.77 250,258.89 Medicare Discounts 265,601.99 317,079.43 309,326.73 436,229.87 736,408.71 1,078,162.04 Mileage Fees (156,499.51) (153,317.15) (152,788.34) (162,710.45) - Misc Amb Discounts 11,640.40 17,118.58 11,999.06 12,302.74 13,669.43 Miscellaneous Rents (4,623.33) (39,508.63) (38,433.85) (36,523.73) (24,316.68) (7,447.86) Miscellaneous Revenues Non Tax (25.00) (5,150.00) Miscellaneous Revenues Taxable - (25.00) (150.00) (7,986.00) NonTransport Med Service (27,750.00) (19,000.00) (16,250.00) (8,750.00) - Private Contributions (2,000.00) Refunds Reimbursement Rebates (38,983.90) (67,612.58) (10,373.21) (105,415.85) State Grant- Dept of Health (O&M)(1,290.00) (1,270.00) (1,222.00) (1,266.00) (1,260.00) (1,260.00) Transfer In Subsidy (420,000.00) (420,000.00) (420,000.00) (1,120,000.00) (420,000.00) (420,000.00) Transport Fee - NonResident (440,120.00) (497,625.00) (485,420.00) (535,820.00) 1,100.00 Transport Fee - Resident (1,293,600.00) (1,419,600.00) (1,411,200.00) (1,649,100.00) (2,206,590.40) (2,490,940.60) Grand Total (5,830,333.17) (7,799,937.27) (7,690,404.14) (11,352,017.64) (14,092,827.55) (12,165,790.48) Page 159 of 480 2021 Master Plan 92 EXPENSE TRENDS PFD’s largest operating expense is personnel costs, followed by supplies and services. The Fire Fund supports 38 personnel, while the Ambulance Fund supports 43.75 personnel, for a total of 81.75 personnel working at the Pasco Fire Department. When compared to revenue growth, PFD is offsetting a significant amount of its expenses with new or higher revenues over the course of the six-year period. In 2021, personnel costs represented just over 70 percent of total budgeted operating expenses for the Pasco Fire Department. This is compared to the typical 80% of expenses attributable to personnel costs for full career fire departments across the state of Washington. The following figure provides information on expenditures by type from 2016–2021 (actual). Figure 62: PFD Associated Expenses When deducting the revenue generated by PFD from its expenses, the remaining balance becomes the financial burden for the City of Pasco. The following figure illustrates the revenue offset from PFD’s expenses, with the City of Pasco shouldering the unfunded expense balance from the general fund. The trend shows a gradual growth in general fund reliance in 2016, 2017, and 2018, followed by a steady decline in reliance on the general fund in 2019 and 2020, then a significant increase in general fund reliance in 2021. Figure 63: PFD’s General Fund Burden Description 2016 Actual 2017 Actual 2018 Actual 2019 Actual 2020 Actual 2021 Actual #51 - Wages, etc.6,866,142.96 7,720,316.47 9,105,269.68 9,479,239.97 9,889,731.42 10,639,131.44 #52 - Benefits, etc.1,773,895.47 2,248,460.63 2,549,655.02 2,683,609.99 2,680,151.82 2,944,280.76 #53 - Supplies, etc.409,077.44 562,630.72 505,877.98 494,067.73 537,340.33 779,491.45 #54 - R&M, Services, etc.2,071,731.27 3,605,519.48 2,935,624.10 2,919,319.55 3,101,908.42 4,964,002.62 #56 - Equipment, etc.97,775.47 118,353.11 69,386.71 131,793.44 44,651.25 47,313.89 #57 - I/F Loan Principle Repay 2,000,000.00 #58 - I/F Loan Interest Debt 34,027.40 48,680.00 #59 - I/F Loan Principle Repay (2,000,000.00) Grand Total 11,218,622.61 14,255,280.41 15,199,840.89 15,756,710.68 16,253,783.24 19,374,220.16 - 5,000,000.00 10,000,000.00 15,000,000.00 20,000,000.00 25,000,000.00 2016 2017 2018 2019 2020 2021 Revenue Expenses General Fund Burden Page 160 of 480 2021 Master Plan 93 In summary, the Pasco Fire Department has contributed a sizable share of the revenue it requires to operate. The City of Pasco will always be relied upon for general fund support, but PFD continues to leverage revenues it can generate to place a lighter burden on the city in general than might otherwise be required. Of course, if expenses go up disproportionately to the revenue PFD generates (as it has in 2021), the general fund burden becomes heavier for the city. Page 161 of 480 2021 Master Plan 94 FUTURE SYSTEM DEMAND PROJECTIONS Since a roadmap for growth within the City of Pasco has been created in the Pasco Urban Growth Area & Comprehensive Plan – 2018–2038 Update (Comp Plan), the fire department and elected leaders have the information necessary to grow PFD’s resources wisely and incrementally to absorb the impact of community growth. PFD’s resource utilization is currently stretched (see Service Delivery & Performance section of this report), so growth will only exacerbate the challenges. In the City of Pasco, recent history reflects a consistently high growth rate. The Urban Growth Area & Comprehensive Plan – 2018–2038 Update (Comp Plan) was adopted on October 5, 2020 by the Pasco City Council. The Comp Plan anticipates that Pasco will reach a population of 121,828 by the year 2038; the addition of almost 45,000 additional residents in the next eighteen years. Populati on Growth History & Projection Recent history reflects a consistently high growth rate in the City of Pasco. The following figure reflects the decennial population growth over the last fifty years. Figure 64: Pasco Decennial Population History, U.S. Census, 1970–2020 (50 years) A closer look at each year in the last decade (2012–2021) reveals a steady progression of population growth continues. The following figure reflects Pasco’s annual population growth. 1970 1980 1990 2000 2010 2020 Pop 13,920 19,428 20,337 32,066 59,781 77,100 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 Page 162 of 480 2021 Master Plan 95 Figure 65: Pasco Annual Population History, OFM, 2012–2021 The year-over-year growth is steadily increasing, with an average annual growth rate of 2.59 percent. The city grew by over 25 percent over the last ten years. The rate of population growth throughout the Tri-Cities area is also growing, but Pasco’s growth rate exceeds the other two cities, as depicted in the following figure. Figure 66: Tri-Cities Annual Population % Change by City, 2012–202120 20 https://ofm.wa.gov/sites/default/files/public/dataresearch/pop/april1/OFM_april1_intercensal_estimates_2010_2020 . obtained 5-31-2021. 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% 4.00% 4.50% 5.00% 0 10000 20000 30000 40000 50000 60000 70000 80000 90000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Population % Increase 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Pasco 2.6%5.1%3.3%0.4%3.8%1.6%2.6%2.3%2.3%2.1% Kennewick 0.4%1.6%1.6%0.6%0.9%1.4%1.4%2.3%1.5%0.8% Richland 2.5%2.9%2.3%2.5%0.8%1.8%2.3%3.0%3.3%1.3% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% Page 163 of 480 2021 Master Plan 96 While Kennewick is larger by population than either of the other two cities that make up the Tri-Cities, Pasco (median annual growth rate of 2.59%) is rapidly catching up and its growth rate has been outpacing Kennewick (median annual growth rate of 1.3%) and Richland (median annual growth rate of 2.3%). The Comp Plan anticipates that Pasco will reach a population of 121,828 by the year 2038; the addition of almost 45,000 additional residents in the next eighteen years. If the projected growth is linear, the following figure depicts an estimated progression of population using the last ten years and the projected 2038 population from the comprehensive plan in three-year increments. The incremental growth is based on the annual median growth over the last decade. Figure 67: Pasco FD Service Area Population Projection, Through 2038 The above figure is a population projection in three-year increments. The solid blue bars are actual population numbers. The projections (2023–2035) are faded blue gradients. The final red gradient depicts the 2038 comprehensive plan estimate. 2011 2014 2017 2020 2023 2026 2029 2032 2035 2038 Population 61,000 67,770 71,680 77,100 83,101 89,569 96,541 104,055 112,155 121,828 - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 Page 164 of 480 2021 Master Plan 97 Comprehensive Plan and PFD The amount of vacant or underutilized parcels within the city is insufficient to address this projected population growth. The vast majority of vacant or underutilized parcels are in west Pasco (south of Interstate I-182 and west of Highway 395), where remnant parcels are not at urban densities. One opportunity for Pasco is through the implementation of infill and redevelopment strategies. These strategies will allow either hard-to-develop parcels of land or existing structures to be updated or developed through changes in the zoning code.21 Even if the city maximized the use of vacant and underutilized parcels, the City of Pasco will need to accommodate an additional 17,866 city residents This argues for the expansion of the urban growth boundaries of the City of Pasco to accommodate this additional population. If the urban growth boundaries are expanded to accommodate this projected new growth, it will also place an additional burden on direct service providers in the city, such as the Pasco Fire Department, to serve these new, more distant areas. Importantly, the Comp Plan also states that the transportation system in some areas is limited, with housing placed in the path of logical connections, impacting transportation access for fire and emergency responders. The following figure depicts the projected future development areas in the City of Pasco. Figure 68: Future Development in Pasco The projected future development, according to the comprehensive plan, is concentrated primarily in the northwest corner of the city (commercial and residential) and on the east side (industrial). Additionally, an increasing amount of infill development is expected to occur throughout the city. Significant developments include the following. 21 Pasco Comprehensive Plan, Vol 2 – Supporting Analysis; Infill and Redevelopment, page 17. Accessed on 5-11-21. Page 165 of 480 2021 Master Plan 98 • Affinity & Hydro at Broadmoor Apartments is a complex located at Burns Road and Rd 108. This multi- building facility includes 165,235 square feet of total building space, with 240 apartments and 170 senior living units. Only the 170 units are designated with an age restricted covenant. The other 240 units are unrestricted apartments. • Reimann Industrial Park is the second industrial processing center for the Port of Pasco. The 300-acre park is located 1.9 miles north of the current Pasco Processing Center and 6.3 miles from Pasco Fire Departments closest station, Station 81 located at 310 North Oregon Ave. • Darigold’s new processing plant is located on 150 acres within the new Reimann Industrial Park. The 400,000 square foot plant will have 200 employees and indirectly add 1000 support services jobs to the area. The plant is scheduled to open in August 2023. Site specific hazards include confined spaces and large industrial equipment along with wastewater storage facilities. • Columbia Shores Townhome development is located on Court Street and Harris Road. This project is still in review, so the following numbers are tentative: o Phase 1: 4/2022 - 4/2024, 106 townhouses + 3 single-family-detached homes o Phase 2: 1/2024 - 1/2026, 117 townhouses o Phase 3: 9/2025 - 9/2027, 125 townhouses o Phase 4: 6/2027 - 12/2029, 150 townhouses Demographics The largest racial or ethnic group in Pasco is Hispanic or Latino at 56%, followed by white alone (not Hispanic or Latino) at 37.2%, and a distant third is two or more races at 11.1%. This is important in that it underscores the need for members of the Pasco Fire Department to possess at least conversational Spanish speaking skills to interact with its residents in an emergency situation. Ethnicity and population growth are not the only factors to consider when planning for future service provision. The effect of what is commonly referred to as the “silver tsunami,” a euphemism for baby boomers reaching retirement age, will likely exponentially increase demand for emergency medical services into the future. As told by Dr. Thomas Gill of the Yale Center on Aging, “…by 2050, people over 65 will represent more than 20 percent of the [U.S.] population, up from 15 percent today. That shift may not sound significant, but it represents about 40 million additional Medicare-age patients flooding the already beleaguered U.S. healthcare system. This flood, the so-called ‘silver tsunami’ will be driven partially by advances in medicine that are helping people live longer, but also by the Baby Boomers, people born during the population spike after World War II who are reaching old age.”22 The healthcare system in the United States is in flux and, depending upon its evolution, may have currently unforeseeable ramifications to pre-hospital care. However, the aging population, the growth of those over age 65 as a percent of the total population, and the increasing life expectancy all contribute to known, significant increases in demands for service. 22 Rx: The Quiet Revolution, What the ‘Silver Tsunami’ Means for U.S. Health Care: An Interview with Thomas Gill of the Yale Center on Aging. https://rxfilm.org/problems/silver -tsunami-united-states-healthcare-thomas-gill-yale-center-on-aging- interview/ acquired from website 5-13-21. Page 166 of 480 2021 Master Plan 99 A study conducted in North Carolina in 2010 evaluated the effect of an aging population on the pre-hospital EMS system as a predictor of future system demand. The salient point of the study is made in the abstract, which states, “Visits [to Emergency Departments] by individuals 65 years of age or older accounted for 14.7 percent of all visits and 38.3 percent of all EMS transports to the Emergency Department. For those patients aged 85 years and older, EMS was the most common mode of Emergency Department arrival (60.6%). We estimate that by 2030, total EMS transports to North Carolina Emergency Departments will increase by 47 percent. Patients 65 years of age and older are projected to account for 70 percent of this increase and to compose 49 percent of all EMS transports by 2030. The proportion of patients using EMS to reach North Carolina Emergency Departments increases steadily with age. By 2030, older patients will account for approximately half of EMS transports to North Carolina Emergency Departments.”23 A similar study was conducted in Halifax, Canada, in 2015 and drew similar conclusions. Indeed, the abstract states, “We confirmed the increasingly high rate of EMS use with age to be consistent with other industrialized populations.”24 Empirical evidence suggests that as society’s population ages, with baby boomers making up an increasing percentage of the total population, the EMS systems nationally will bear an increasing burden in EMS transportation. The large study in North Carolina (n = 2,743,221) is perhaps the best predictor of future EMS demand nationally. Given North Carolina’s findings, supported by studies in Halifax and observations by geriatric experts in the U.S., it is reasonable to expect that Pasco will experience similar growth in EMS demand by this demographic group. In 2021, those residents of Pasco aged 65 or older represented 9.2 percent (7,240) of the population. By 2025, that same group is projected to represent 11.49 percent (9,961) of the population of Pasco.25 If this trend continues, and there is no data to suggest otherwise, Pasco Fire Department will inevitably see the silver tsunami negatively impacting its service capability by driving the EMS call volume disproportionately higher as compared to other response types. 23 Platts-Mills, Timothy F., et al. “Emergency Medical Services Use by the Elderly: Analysis of a Statewide Database.” Prehospital Emergency Care, vol. 14, no. 3, 2010, pp. 329–333., doi:10.3109/10903127.2010.481759. 24 Goldstein, Judah, et al. “The Epidemiology of Prehospital Emergency Responses for Older Adults in a Provincial EMS System.” Cjem, vol. 17, no. 5, 2015, pp. 491–496., doi:10.1017/cem.2015.20. 25 Tri­City Development Council Demographics; acquired from website 6-09-2021. Page 167 of 480 2021 Master Plan 100 Service Demand Projection While the overall service area population had a median annual growth rate of nearly 2.6 percent over the last ten years (2012–2021), the median annual growth in service demand is 6.75 percent. In 2021, growth in demand was 18.53% higher than in 2020, which is an unprecedently increase. It remains to be seen whether this is an anomaly, a reflection of the pandemic, or a new normal. Based on the population growth identified in the previous paragraphs, PFD can expect to see service demand continue to increase. With 93.29 calls per 1,000 population in Pasco, a projection can be made according to the population estimate increases. The following figure illustrates the total call volume projections. Figure 69: Projected Service Demand, 2023–2038 Fires (of all types) demonstrate the lowest rate of increase. This reflects a national trend and can be attributed to improvements in building codes and fire prevention over the last several decades. EMS is expected to continue to be the dominant factor affecting service demand. Other incidents (including alarm sounding and service calls) not involving actual fires or medical incidents are predicted to increase in part due to the use of automatic alarm systems and properly coded public assist calls. While the projections follow a linear path of growth, community growth and its associated service demand rarely align with strict linear progression. However, it is reasonable to conclude that the path toward the Comp Plan population projection has a direct correlation to the growth in fire department service demand. PFD will remain challenged to keep up with increases in service demand as the city continues to grow. 2023 2026 2029 2032 2035 2038 EMS 4,662 5,025 5,416 5,838 6,292 6,835 Fire 274 295 318 343 370 401 Other 1,743 1,879 2,025 2,183 2,353 2,556 - 2,000 4,000 6,000 8,000 10,000 12,000 Page 168 of 480 2021 Master Plan 101 Page 169 of 480 2021 Master Plan 102 FUTURE DELIVERY SYSTEM Given the current conditions in which the Pasco Fire Department operates and the projections for services the Pasco Fire Department will be expected to provide in the future, this section concludes with strategies intended to place the organization in a position to serve its future demand and risk successfully. This section focuses on potential operational changes that provide the desired levels of service identified in the previous sections, with an emphasis on efficiency. The recommendations contained in this report are significantly influenced by and consistent with the Pasco City Council budget goal for Community Safety, which is to “Preserve past improvements and promote future gains.” These recommendations are also informed by industry best practices and reflect a continuous improvement mindset. Near -Term Improvement s This report has numerous recommendations which are intended to enhance the current practices of the Pasco Fire Department. The presence of these recommendations should not be construed to indicate that PFD has many problems. On the contrary, this agency was one of the top professional organizations this consultant has evaluated (115 agencies). The data the department maintains is excellent, and the practices are professional and skillful, despite facing explosive growth as a community and resources just now catching up to that growth. The following is a summary of the near-term recommendations made within this report. 1. Establish a process to formally maintain the history of the PFD. (Org. Overview) 2. Review and update all regulatory documents on at least a three-year cycle. (Mgmt. Components) 3. Revise Pasco Policy on Response Performance Objectives to reflect actual full first alarm assignments to structure fires. (Service Delivery & Performance) 4. Analyze Unit Hour Utilization annually to ensure units and crews are not exceeding efficient and effective deployment (> 10% for engines and 25% for medic units). Conduct a deeper analysis into the causal factors for these units as they approach these thresholds and address, as appropriate. Consider 25% UHU for medic units as a trigger point to increase staffing of the sister engine company. (Service Delivery & Performance) 5. Update Resolution 2938 - Full First Alarm Assignment for moderate risk structure fires should increase to 17 personnel (includes an aerial apparatus) from the current 11. (Service Delivery & Performance) 6. Create a full-time training lieutenant assigned to the training division to increase the output potential of the training division by managing facilities, recruit school, the ARFF program, and driving greater consistency throughout the training division. This releases the half time lieutenant, currently shared with EMS, to be assigned full time to the EMS division. (Training Division) 7. Consider using a formulaic approach to quantifying risk and thereby prioritizing risks. (Community Risk Assessment & Reduction Program) 8. Review response data annually to identify emerging risk trends and modify the CRR plan accordingly. (Community Risk Assessment & Reduction Program) 9. Evolve CRR program toward a station-based risk reduction strategy, managing geographically distinct risks at the station officer level. (Community Risk Assessment & Reduction Program) Page 170 of 480 2021 Master Plan 103 10. Establish and maintain a minimum staffing requirement for the haz-mat technicians. (HAZMAT Services Support and Response Capability) 11. Consider all the ramifications before agreeing to be the permit-required confined space rescue team of record to private industry. (Specialized Response Services) 12. Revise Resolution 2938 to reflect the current Mission Statement and adjust the response performance objectives to the 90th percentile. (Fire Department Planning) 13. Adopt and implement the NFA Quick Action Plan process as an agency. (Fire Department Planning) a. Alternatively, develop a formal pre-fire planning process for buildings or infrastructure that poses an unusual hazard consistent with NFPA 1620. 14. Develop a formal succession plan for the Fire Chief position. (Fire Department Planning) a. Consider extending the succession plan to include other leadership/supervisory positions in the department. 15. The Franklin County Emergency Management Plan should more specifically address risk at the airport. (Airport Impacts) 16. ARFF personnel, PFD, and PSC management staff should conduct tabletop exercises annually using the AEP for familiarization and role clarification. (Airport Impacts) 17. Consider transitioning to a tiered response EMS system, with engine company/first response units handling low acuity calls (Alpha, Bravo, and potentially some Charlie priorities), reserving medic units for high acuity, truly life-threatening call types (most Charlie, Delta, and Echo priorities). This may reduce pressure on maintaining the paramedic ranks and will require MPD buy-off. (EMS) 18. Acquire a Management Analyst or Data Analyst to routinely pull data for the EMS system, the PFD management system, and other PFD divisional needs to make sound management decisions based on quality, contemporary data. (EMS) 19. Assign the EMS Assistant to the EMS Division full-time, discontinuing a shared role with Training Division. (EMS) 20. Reduce the IT technician sharing burden for PFD. Consider splitting the position with one lower-demand department than is currently the practice. (EMS) 21. Integrate the Community Risk Assessment and update the Standards of Cover following the CFAI, Sixth Edition Handbook. (Fire Dept. Planning) 22. Research and identify a consistent mechanism to provide a flexible and easy-to-implement Spanish for emergency workers curriculum. (Staffing & Personnel) 23. Validate likely deficiency points eliminated for each element being considered with WSRB; discuss a plan to improve in these areas. (Washington Surveying & Rating Bureau) 24. Develop a budget and timelines for the implementation of Protection Class Maintenance elements listed in this section. (Washington Surveying & Rating Bureau) Page 171 of 480 2021 Master Plan 104 Mid -Term Improvements The mid-term strategies are progressive enhancements of the current conditions and net improvements to the status quo. They will likely require policy consideration and budget allocation. Where appropriate, trigger points are identified which should initiate implementation action. Regional Training Manual Fire department trainers use manuals based on national, state, and local standards as a resource to develop lesson plans for didactic and hands-on skills training. Training sessions provide firefighters with the knowledge, skills, and abilities to perform in emergency and non-emergency situations in an effective, efficient, and safe method. Recently, the Tri-Cities fire departments have discussed developing a training manual for adoption by all the agencies. With efforts being made to develop operational alignment between the agencies, there should be a single training manual for all fire agencies in Benton and Franklin counties. Care should be exercised to prevent the development process from being drawn out or languishing on the back burner. To expedite the process, material from accredited existing model training manuals, hose evolutions, and standard operating guidelines, with modifications for local conditions, should be adopted as the foundation. Meeting to discuss any need for exceptions to that foundation, or carving out individual agency exceptions, should be the next step. Efforts should be made, however, to limit individual agency exceptions as opposed to a regional standard. This requires difficult discussions and debate but focusing on the benefits of standardization should drive the agencies toward consistency. The creation and application of a single standardized training manual will provide more consistent training, better on-scene coordination, and improved firefighter safety. With firefighters of Benton and Franklin County fire departments trained in the same techniques, responders to emergency incidents can have the confidence that they will be prepared to work effectively and seamlessly as a team. The cost for this endeavor is staff time to attend meetings, draft training manual sections, and implement the regional training manual. Peak Demand Units Staffing is typically a fire agency’s single most expensive resource. A significant factor that drives cost is the 24-hour nature of the fire service demand. The rationale for staffing and deploying in this manner is the unpredictable nature of emergencies. Once a base emergency response capability is achieved throughout the 24-hour cycle, however, additional capacity can be gained with a more flexibly staffed and deployed model. This efficient and effective model includes resources that augment the traditional deployment of response resources. This flexible unit follows the observable trends in emergency calls for service (demand) which dictates to a significant degree the distribution of that flexible resource. Implementing this flexible unit reduces response times where demand is high or when prescheduled vacancies (i.e., training) occur. These flexible resources are referred to as Peak Demand Units (PDUs) and they are deployed in a manner that mirrors the ebb and flow of emergency demand. A PDU has four major configuration variables: the unit itself, the crew make-up/size, the deployment purpose/philosophy, and deployment hours/geography. Page 172 of 480 2021 Master Plan 105 PDUs are typically staffed and deployed during the most statistically busy times of the day and week, which makes the unit less costly and more flexibly deployed, both by time of day and geography. These units can be a fire engine that is a Type 1 (a so-called structure fire engine) or a Type 6 (also-called wildland fire engine) configuration, a medical unit (ambulance), or a multi-purpose squad. Regardless of the type of vehicle, what makes a PDU unique is the way it is deployed and staffed. PDUs can be staffed with a medical crew if that is its primary purpose, with a fire suppression crew, or both. It can be deployed during wildland fire season with a wildland fire crew. Regardless of staff capability, the staff can be obtained by hiring new personnel or by using callback crews on overtime. Staffing a PDU should not be completed by cross-staffing (thereby taking a critical resource out of service), as it depletes the core resources and reduces agency capability. These concepts normally require bargaining the hours and working conditions under which the unit is staffed when a collective bargaining unit is affected. PDUs are not only assigned as an additional resource based on statistically busy times and locations. They can also be used to manage gaps in coverage for units participating in training and could even be cooperatively staffed with a neighboring agency(s). A PDU could be only occasionally staffed for activities such as a scheduled event or routinely staffed for periods of peak demand. In any usage of this concept, it is important to understand that the value is added when the unit is deployed as an adjunct to existing staffing patterns. Otherwise, it compromises overall response capability. For Pasco, deployment of a PDU during the busiest times of the day (between 8 or 9 a.m. to 8 p.m.) would also help reduce deficiency points assigned by the Washington Surveying and Rating Bureau for staffing levels during the day (currently 74 deficiency points). Working with neighboring agencies to implement a regional PDU is also a possibility. It reduces the per agency cost, but it also reduces the per agency benefit derived from such a unit. The cost of a medical unit as a PDU would be approximately $530,000 for the unit fully equipped (one-time capital cost). The staffing would run approximately $1,000,000 fully loaded annually, less if run five days a week. Staffing Increases Administrative support would be extremely helpful in the form of a Management Analyst being added to the management team at PFD. This position can routinely run response statistics, calculate alternative response scenarios, and generally provide the management team with exceptional, real-time data to make sound management decisions. Currently, this burden falls upon the executive staff of the department individually. While the executive team is a competent, skilled group, their efforts are better spent focusing on making sound decisions based on sound analysis. Having an Analyst conduct that analysis would allow the executive team to consider options and alternative decisions more efficiently using their time and skills. The cost for this position is approximately $65,000 annually and would be a civilian position. Page 173 of 480 2021 Master Plan 106 The Pasco Fire Department has one Administrative Assistant for the entire fire department. With a Fire Chief and two Deputy Chiefs, plus administratively assigned line personnel (EMS Officer, Training Officer, Community Risk Reduction Specialist), the clerical support is insufficient to support these activities. The department needs one, possibly two additional clerical support positions. To the extent clerical support is not available, it requires managers and technicians to perform their own support work. This takes away from the effectiveness of managers and technicians doing their primary jobs. While this is acceptable from time to time, it is an inefficient use of higher salaried personnel who are not adequately trained or do not possess the skills necessary to conduct the support work that a clerical person would easily and routinely perform. The cost of a clerical support position is approximately $55,000 (fully loaded). The line staffing does not meet national standards and does not meet state or local norms. Two-person engine companies place a substantial burden on responders during the scene of emergencies. While the ambulances augment the staffing on structure fires, they are the most likely unit type to be unavailable when a structure fire occurs. The City of Pasco should follow a plan of ramping up staffing in the fire department over successive years. This improves incident safety, reduces worker fatigue, and increases the likelihood of PFD maintaining its Class 3 rating from the Washington Surveying and Rating Bureau. It should be the goal of PFD to achieve three-person engine companies and two-person ambulances. The Fire Chief has established an informal trigger point for additional staffing for any ambulance achieving a unit hour utilization of .25 to prompt the consideration of an additional firefighter on the sister engine company. While not a negotiated agreement, the philosophy is sound. The ambulances are not in danger of achieving the .25 UHU in the immediate near term. When it does, the cost for the extra position on that engine company every day for a year (fully loaded) is approximately $500,000. Logistics Center At the heart of any fire department are the activities and functions that support the delivery of emergency services. A logistics center keeps agency assets in operational readiness and ensures that enough supplies, tools, and equipment are available for emergency workers to mitigate the emergency. PFD sits in an urbanized core area where inefficient duplication undoubtedly exists as each of the cities which make up the Tri-Cities are independent, siloed systems that would otherwise lend themselves to a regional approach. Although emergency services providers, the fire agencies in the area are also businesses that collectively spend hundreds of thousands of dollars each year to ensure mission critical readiness. Like all businesses, fire departments need to maximize the effectiveness of budget dollars and develop efficient practices. Such practices may take the form of economies of scale, administrative efficiencies, paperwork reduction, technological advances, and innovative cost-saving concepts. The procurement and distribution of routine supplies is an important behind-the-scenes process that needs hands- on work and meticulous record keeping. These support services are currently provided by a variety of personnel in the region, some are line personnel, some are support, and some are management. Filling the demand for logistical support is a constant necessity in any organization and vital to ensuring the operational readiness of the agency. Key elements of a combined logistical center are: Page 174 of 480 2021 Master Plan 107 • Assessment of current assets to be managed. • Assessment of current levels of support service activities. • Standardization of apparatus, equipment, and supplies. • Standardization of preventative maintenance programs and recordkeeping. • Centralization of supply and equipment acquisition, warehousing, and distribution. Standardizing specifications for the purchase, repair, and maintenance of apparatus, self-contained breathing apparatus (SCBA), communication devices, Personal Protective Equipment (PPE), uniforms, replenishable supplies, and miscellaneous equipment often equates to less out-of-service time. Support personnel setting up a requisition and delivery system is a key efficiency of this type of approach. These economies of scale accrue to the benefit of each participating agency. Distribution can be managed internally or through agreements with suppliers to gain the advantages of collective purchasing and supply, such as: • Administering a larger collective bid process for supplies can achieve lower unit prices and attract additional competitors. • Negotiating terms of the conditions of a purchase that might not be available to smaller purchasing centers. • Conducting collective bidding processes that are applicable to all participating agencies. The agencies can jointly determine the proper level of inventory to maintain within the system. The use of system- wide inventory planning ensures that the most cost-effective inventory management can be established for the system participants. This is referred to as “Just-In-Time” inventory. To a great degree, a just-in-time inventory process relies on the efficient monitoring of the usage of materials and ordering replacement goods that arrive shortly before they are needed. This simple strategy helps to prevent incurring the costs associated with carrying large inventories of raw materials at any given point. The net cost of such an endeavor (supplies for each agency are already being purchased separately, likely at a higher unit cost) is in the logistician and the warehouse. The logistician would cost approximately $95,000 fully loaded, divided equally among the participating agencies. An Inventory Delivery Specialist can be added to this function for just-in-time delivery of replenishable supplies for approximately an additional $45,000 fully loaded, plus vehicle. An existing surplus fire station for any of the participating agencies could serve as a supply warehouse and office for this function. Station Additions While PFD has done amazing work, it is clearly straining to keep up. The service level and capability are not sustainable without commensurate growth of resources to match the unprecedented growth of emergency demand and of the city itself. Actions have been taken to implement recommendations made in the 2016 master plan, but station construction has lagged behind the growth that required the construction. Heat maps in this report indicate that while new Station 83 is properly located within the center of the largest hot spot, the station opened at least a year late (it opened in January 2021). Station 84 opened in September 2021 but is only a block away from its original location, so the negative impact of delay is low. Page 175 of 480 2021 Master Plan 108 There are indications of the system declining in the following ways: • PFD is at the minimum performance for its own goal of the first apparatus on the scene (89.4%), which is a slight decline from the 2016 master plan performance of 89.7 percent. Said another way, 39 of the fire management zones were noncompliant with the 6-minute travel time standard in 2015, but 81 of the management zones were noncompliant with the 6-minute travel time standard in 2020 (double the area in 2015). • PFD is currently able to assemble a full first alarm in 12 minutes or less travel time (its self-imposed performance goal) at 76.3 percent of fire suppression events. The goal is 90 percent. • The population within the service area has increased by 9.56% since the last master plan (2016). • Call volume (demand for service) has increased by 18.53% just in the last year (2021 compared to 2020). This is an unprecedented growth in service demand. • New development and population growth are projected to continue increasing, both in the near future and long term. • Service demand has steadily increased and is projected to continue increasing an additional 25.21 percent by 2029. Currently, the four staffed PFD stations are within 6 minutes or less travel time to approximately 95 percent of current service demand inside the Pasco UGB. However, the fact that PFD achieves this travel time 46 percent of the time is an indication that growth and concurrent calls are negatively impacting service. Figure 70: Current Staffed Station Deployment Page 176 of 480 2021 Master Plan 109 The deployment of stations is currently situated nearest the highest demand for services. Figure 71: Proposed Six Staffed Station Deployment The previous figure depicts two proposed new fire stations; Station 85, located at 3624 Road 100, and Station 87, at the end of Kartchner Street near the Auto Zone Distribution Center, east of State Route 395. These two properties are already owned by the city and are planned for use as future fire station sites. The gray areas on the map depict areas within 1.5 miles served by the stations. Note that proposed Station 87 has a small area it reaches within 1.5 miles. That is due to the lack of a road network. Once development causes a road network to be built, the reach of a new Station 87 will also increase (out to 1.5 road miles from the station). A proposed new Station 85 addresses infill, residential and commercial growth in the west portion of the city. A proposed new Station 87 addresses industrial growth in the east portion of the city and bolsters response to the east end generally. These two proposed stations each have different trigger points to begin construction. STATION 85 For Station 85, when the first due area around the proposed station (the area Station 85’s units are expected to arrive first at an emergency) experiences 500 calls for service, the process should begin to design and construct the station, develop specifications for new apparatus that will be assigned there, and develop a plan to hire the personnel expected to operate out of the station. In 2021, the first due area for Station 85 had already exceeded 500 calls for service. This means Station 85 has reached the trigger point for construction to begin, apparatus to be put out to bid, and plans to be developed to hire sufficient personnel to staff the unit(s) assigned there. Page 177 of 480 2021 Master Plan 110 Upon opening, Station 85 should be equipped with a staffed engine company. The need for an ambulance in the station (as has been the model for the other four stations) is mitigated by the close proximity of ambulances from the urban core of the city (Stations 81, 82, 83, and 84 – Unit Hour Utilization indicates there is sufficient capacity for additional call volume). The need for an ambulance at Station 85 would be further negated with the implementation of a Peak Demand Unit. If the engine is a stand-alone engine, it is recommended that the station be staffed with three firefighters. The station design should mirror the other new stations just added to the PFD system, and the cost is expected to be similar to the other new stations, approximately $7 million in 2021 dollars. Fire stations (indeed, any public works project) are expensive to construct because they must be hardened as an element of the critical infrastructure in the city and because Washington state law requires that public works projects pay prevailing wages. The engine assigned there would cost approximately $1.1 million fully equipped. The firefighters would cost $102,000 per person annually, fully loaded. STATION 87 For Station 87, the trigger point is different. There are four elements that drive demand for this station. • This area has a significant industry presence, and more being developed (a second Resers facility and a large Darigold facility, for example), which is important to the local economy—jobs and tax revenue. • The eastern portion of the city is reliant almost exclusively on Station 81. While demand for service there does not rise to the level of the other stations, there is a considerable population living within the service area, warranting greater depth of response capability. This was a significant concern expressed by citizens during the Pasco Fire Department Strategic Plan development. • The Colville Tribal Casino and other tribal economic development projects being proposed near this station will bring a significant (although transient) population to the area. • The industrial development in eastern Pasco, the Colville Tribal Casino, and the resource constraints on the east side of the city undoubtedly add to the WSRB deficiency points PFD has received unless addressed. By opening and staffing a station here, response performance improves, and staffing levels increase, thereby reducing the number of deficiency points assigned by WSRB and protecting or improving the relative strength of the Public Protection Class 3 that PFD currently enjoys. Development and opening of the Colville Tribal Casino will be a tipping point for moving forward to construct Station 87. Short of other large industrial development, at such time as the land the Colville Tribe owns is converted to Tribal Trust property and the casino is approved to begin construction, construction should also begin for Station 87. The station should be modeled after the other new stations. As construction is under way, apparatus should be put out to bid, and plans developed to hire sufficient personnel to staff the unit(s) assigned there. Station 87 should be equipped with a staffed Telesquirt (or boom Squirt). This is an engine that also has an elevated master stream to deliver a fire stream from an elevated position (typically 50 feet). This apparatus adds to the ladder credit Pasco receives, but also matches the relative risk Station 87’s first due area poses. As an area populated with industrial and large area structures, elevation is often needed. But the unit also performs all of the essential functions of a fire engine. In fact, the WSRB gives full credit to a Telesquirt as an engine and an additional half-credit as a ladder truck. Page 178 of 480 2021 Master Plan 111 As with Station 85, there may not be a need for an ambulance in Station 87. This may be dependent upon the call volume and call types posed by the casino once it is constructed and operational. As with Station 85, the need for an ambulance at Station 87 may be further negated with the implementation of a Peak Demand Unit. If the Telesquirt is a stand-alone unit, it should be staffed with three instead of two firefighters. Close monitoring of the call types and response performance of Station 87 is warranted. If demand taxes the Telesquirt, an ambulance may need to be added in the future. The station design should mirror the other new stations just added to the PFD system, and the cost is expected to be similar to the other new stations, approximately $7 million in current costs. The Telesquirt assigned there would cost approximately $1.7 million fully equipped. The firefighters would cost $102,000 per person annually, fully loaded. Long -Term Improvements Long-term improvements are anticipated enhancements of the current infrastructure but are more difficult to establish a timeline for. They, too, will likely require policy consideration and budget allocation. Where appropriate, trigger points are identified which should initiate implementation action. Annexation of the northwest corner of the urban growth area is likely to occur in the foreseeable future. Should this become a reality, fire service coverage should be designed to address this new area of the city. STATION 86 A future Station 86 should be planned for in the far northwest corner within the urban growth expansion area. This area is outside of the city currently but is likely to be annexed into the city as part of the comprehensive plan implementation (assuming approval by the county and/or state). This area is expected to see significant development according to the Pasco Comprehensive Plan. It is difficult to identify the ideal location for a fire station since the area currently lacks a robust transportation network. Once plans to develop the area are put forth and the road network is laid out, travel time calculations should be conducted to determine the ideal location for a future fire station and property acquired. As this area starts increasing its density and the demand for service also increases, close attention should be paid to annual demand growth there. This station area should also have a trigger point of 500 calls for service in a given year as an indication that design and construction should begin. This is also the point at which apparatus should be to be put out to bid, and plans developed to hire sufficient personnel to staff the unit(s) assigned there. The station should have an engine assigned to it. An ambulance should not be required. If the engine is a stand-alone engine, it should be staffed with three firefighters. The engine assigned there would cost approximately $1.1 million fully equipped. The firefighters would cost $102,000 per person annually, fully loaded. These costs will increase with inflation until such time as the trigger point is reached. Page 179 of 480 2021 Master Plan 112 This page intentionally left blank. Page 180 of 480 2021 Master Plan 113 APPENDIX A: TABLE OF FIGURES Figure 1: Pasco Fire Department Service Area Map, 2021 ........................................................................................... 2 Figure 2: Pasco Fire Department Organization Chart ..................................................................................................... 3 Figure 3: Functional Program Management Structure ...................................................................................................... 4 Figure 4: Population Served Comparison (2020) ............................................................................................................. 5 Figure 5: Service Area Comparison, Square Miles (2020) ............................................................................................. 6 Figure 6: Population Density Comparison, per Square Mile (2020) ............................................................................. 6 Figure 7: Total Incidents per 1,000 Population Comparison (2020) ............................................................................ 7 Figure 8: Fires per 1,000 Population Comparison (2020) .............................................................................................. 8 Figure 9: Fire Loss per Capita Comparison (2020) .......................................................................................................... 8 Figure 10: EMS Incidents per 1,000 Population Comparison (2020) ........................................................................... 9 Figure 11: Critical Issues ...................................................................................................................................................... 11 Figure 12: Station 81 ........................................................................................................................................................... 13 Figure 13: Station 82 ........................................................................................................................................................... 14 Figure 14: Station 83 ........................................................................................................................................................... 15 Figure 15: Old Station 84 (Replaced in September 2021) ......................................................................................... 16 Figure 16: Station 84 (new as of September 2021) ..................................................................................................... 17 Figure 17: Vehicle Storage Building (Station 84 adjacent) .......................................................................................... 18 Figure 18: Future Station 85 Site ....................................................................................................................................... 19 Figure 19: Future Station 87 Site ....................................................................................................................................... 20 Figure 20: Pasco Fire Department Training Center ........................................................................................................ 21 Figure 21: Apparatus & Major Equipment Replacement Schedule ............................................................................. 23 Figure 22: Resources Deployed by Type Comparison (2020) ..................................................................................... 24 Figure 23: Comparable Agency Staffing Levels (2020)* ............................................................................................. 25 Figure 24: Emergency Response Staffing per Shift ........................................................................................................ 26 Figure 25: Committees, Workgroups, or Teams .............................................................................................................. 28 Figure 26: Service Demand, 2016–2021 ........................................................................................................................ 30 Figure 27: Incidents by Type, 2021 .................................................................................................................................. 31 Figure 28: Incidents by Month, 2021 ................................................................................................................................ 32 Figure 29: Incidents by Day of Week, 2021 .................................................................................................................. 32 Figure 30: Incidents by Time of Day, 2021 ..................................................................................................................... 33 Figure 31: Geographic Service Demand, 2021 ............................................................................................................. 34 Figure 32: Geographic Service Demand, Fire Incidents, 2021 .................................................................................... 35 Figure 33: Study Area, 2021 ............................................................................................................................................. 36 Figure 34: Density, Office of Financial Management (OFM) - Traffic Analysis Zone (TAZ), 2021 Population Estimate ................................................................................................................................................................................... 37 Figure 35: Station Distribution 2021, WSRB Criteria .................................................................................................... 38 Figure 36: Aerial Apparatus Distribution 2021, WSRB Criteria ................................................................................. 39 Figure 37: Travel Time Model 2021, NFPA Criteria ...................................................................................................... 40 Figure 38: Potential Travel Time Model, PFD Response/Travel Time Model, 2021 ................................................ 41 Figure 39: Service Demand and 6-Minute Travel Time Model, 2021 ........................................................................ 42 Figure 40: Actual Travel Time Performance by Fire Management Zone, 2021 ....................................................... 43 Figure 41: Station Concentration, 2021 ........................................................................................................................... 44 Figure 42: Full First Alarm (ERF), 12 Minutes Travel Time (PFD Travel Time Goal), 2021 ..................................... 45 Page 181 of 480 2021 Master Plan 114 Figure 43: Concurrent Incidents by Station Area, 2021 ................................................................................................ 46 Figure 44: Unit Hour Utilization (UHU), 2021 .................................................................................................................. 47 Figure 45: Medic Unit Commitment Factors as Developed by Henrico County (VA) Division of Fire, 2016 ....... 48 Figure 46: NFPA 1710 Response Performance Recommendations ............................................................................. 50 Figure 47: Current PFD Response Performance Goals & Actual Performance, 2021 ............................................. 50 Figure 48: Mutual and Automatic Assistance, 2021 ......................................................................................................... 52 Figure 49: PRI Score Categories ........................................................................................................................................ 58 Figure 50: Risk/Probability Matrix .................................................................................................................................... 59 Figure 51: Six Steps of Community Risk Reduction ......................................................................................................... 60 Figure 52: Tri-Cities Airport Passenger Enplanements, 2006–2021 .......................................................................... 78 Figure 53: Hydrant Pressure & Fire Flow for PSC Commercial/Industrial Structures .............................................. 80 Figure 54: Number of Washington State Fire Departments per Public Protection Class ........................................ 82 Figure 55: Washington Surveying & Rating Bureau PPC Ratings for Comparable Agencies ............................... 83 Figure 56: Franklin County Unemployment, Not Seasonally Adjusted, 2012–2021 ............................................... 88 Figure 57: Franklin County Median Home Sales Price, 2012–2021 .......................................................................... 89 Figure 58: Pasco Taxable Retail Sales & Annual Growth Rate ................................................................................... 89 Figure 59: Inflation Trend – All Items: West Urban CPI-U ............................................................................................ 90 Figure 60: New Construction & Taxable New Construction .......................................................................................... 90 Figure 61: PFD Associated Revenue .................................................................................................................................. 91 Figure 62: PFD Associated Expenses ................................................................................................................................. 92 Figure 63: PFD’s General Fund Burden ............................................................................................................................. 92 Figure 64: Pasco Decennial Population History, U.S. Census, 1970–2020 (50 years) ........................................... 94 Figure 65: Pasco Annual Population History, OFM, 2012–2021 ................................................................................ 95 Figure 66: Tri-Cities Annual Population % Change by City, 2012–2021 ................................................................. 95 Figure 67: Pasco FD Service Area Population Projection, Through 2038 .................................................................. 96 Figure 68: Future Development in Pasco .......................................................................................................................... 97 Figure 69: Projected Service Demand, 2023–2038 ................................................................................................... 100 Figure 70: Current Staffed Station Deployment .......................................................................................................... 108 Figure 71: Proposed Six Staffed Station Deployment ............................................................................................... 109 Page 182 of 480 Presented to Pasco City Council July 25, 2022Page 183 of 480 •Assess current conditions •Assess future community growth ➢How does that growth impact service delivery? •Determine appropriate future service delivery system models •Recommend strategies to meet the needs of the community… ➢…in the near-term ➢…in the mid-term ➢…in the long-termPage 184 of 480 Page 185 of 480 Page 186 of 480 Page 187 of 480 Page 188 of 480 Page 189 of 480 Page 190 of 480 Location Concurrent Events % of All Calls % in 2015 Station 81 327 16.18%15.4% Station 82 162 11.18%13.2% Station 83 442 19.53%12.3% Station 84 96 8.81%N/APage 191 of 480 Response Type Turnout Obj. 2021 Actual Travel Obj. 2021 Actual Fire Suppression Response 2:00 2:14 6:00 8:27 Full First Alarm—Fire Suppression Response N/A N/A 12:00 12:35 First Arriving Medical Unit (BLS or ALS) 2:00 2:14 6:00 6:44 First Arriving ALS Unit 2:00 2:14 6:00 6:40 Hazardous Material 2:00 2:14 6:00 7:51 Technical Rescue 2:00 2:14 6:00 15:11 ARFF N/A N/A 3:00 3:37 Wildland 2:00 2:14 6:00 8:29 Page 192 of 480 Page 193 of 480 1970 1980 1990 2000 2010 2020 Pop 13,920 19,428 20,337 32,066 59,781 77,100 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 Page 194 of 480 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Pasco 2.6%5.1%3.3%0.4%3.8%1.6%2.6%2.3%2.3%2.1% Kennewick 0.4%1.6%1.6%0.6%0.9%1.4%1.4%2.3%1.5%0.8% Richland 2.5%2.9%2.3%2.5%0.8%1.8%2.3%3.0%3.3%1.3% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0%Page 195 of 480 2011 2014 2017 2020 2023 2026 2029 2032 2035 2038 Population 61,000 67,770 71,680 77,100 83,101 89,569 96,541 104,055 112,155 121,828 - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 Page 196 of 480 Page 197 of 480 2023 2026 2029 2032 2035 2038 EMS 4,662 5,025 5,416 5,838 6,292 6,835 Fire 274 295 318 343 370 401 Other 1,743 1,879 2,025 2,183 2,353 2,556 - 2,000 4,000 6,000 8,000 10,000 12,000 Page 198 of 480 Page 199 of 480 Page 200 of 480 Page 201 of 480 Page 202 of 480 Page 203 of 480 Page 204 of 480 Page 205 of 480 AGENDA REPORT FOR: City Council July 21, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 7/25/22 FROM: Rick White, Director Community & Economic Development SUBJECT: Resolution - Transportation System Master Plan (TSMP) I. REFERENCE(S): Draft Resolution Exhibit A - Pasco Transportation System Master Plan II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: For years, Pasco has been among the fastest -growing cities in Washington. Between 2020 and 2040, Pasco will accommodate almost 45,000 additional residents, with an expected total population that will exceed 120,000 people. To address the rapidly growing transportation concerns, the City initiated its first Transportation System Master Plan (TSMP), which began in the fall of 2019. The TSMP is a key resource for implementing transportation system improvements that address current deficiencies and that serve expected local and regional growth. It should be highlighted that because this is the first comprehensive transportation planning effort conducted citywide, additional efforts will be required to carry out the vision of the plan. TSMP - Plan Vision The first stage of the planning process involves defining the City’s vision for its transportation system and developing goals and policies to guide it. Pasco’s comprehensive plan defines a vision for Pasco in 2038 which includes their idealized future transportation system; this concept was used to develop the following vision statement to guide the TSMP. To set the tone for the TSMP, the following vision statement has been established to guide all aspects of the plan. Page 206 of 480 TSMP VISION STATEMENT The City of Pasco’s future transportation system is a safe and balanced multimodal transportation system that equitably serves pedestrians, bicyclists, transit, freight, and drivers. Pasco’s residents should have access to livable neighborhoods through established planning practices that prioritize system connectivity and multimodal street design, including a network of parks, trails, and bikeways that connect all residents to the Columbia River. Pasco’s transportation system also supports regional economic activities, incl uding access to Pasco’s freight facilities for regional agriculture and other industries, and supports regional, multimodal transportation connections in Pasco. TSMP - Summary Pasco’s first TSMP will provide a framework to develop a multimodal transportation system to accommodate anticipated population growth in both the currently developed and undeveloped areas addressing. In addition to the specific capital improvement projects for walking, bicycling, and driving. The TSMP evaluates the existing transportation conditions and identifies system improvements necessary to accommodate forecasted growth and mobility demands. The primary purpose of the TSMP is to guide how the city wi ll make strategic transportation investments in the coming years as it is a tool for developing the Transportation Improvement and Capital Improvement Plans. Public Engagement Early in the planning process, a project team was established that consisted of city staff members, which worked closely with a Technical Advisory Committee (TAC) comprised of local partners to develop and review interim work products. Members of the TAC included: • Bike Tri-Cities • Ben Franklin Transit • Franklin County • Benton-Franklin Council of Governments • Washington State Department of Transportation Public engagement was primarily held virtually and online, due to the restrictions of the COVID-19 pandemic. • The first event (June 2020) identified community concerns and issues related to walking, bicycling, and driving within Pasco today through an online survey. Refer to Appendix A of the TSMP for a summary of the public responses to the survey. • The second online event (May/June 2021) collected public feedback on the proposed projects and programs that the TSMP process identified to address current and expected future transportation system issues. Page 207 of 480 A shortened summary of comments received during the engagement process includes: • Concern about the lack of connectivity in new neighborhoods north of I- 182. • Locations where residents felt unsafe or unable to conveniently reach their intended destination. • The challenges of navigating the city for those without access to a private vehicle The input from community members is reflected in the results of the existing conditions summaries provided in Chapter 2 of the TSMP. Transportation System Challenges Pasco’s transportation system was evaluated for system performance and reliability. The TSMP includes an entire chapter element on system challenges, below is a summary of the results. • Congestion o Significant vehicle congestion was identified at the intersections of I-182 at Road 68 and Road 100/Broadmoor Blvd. For example, the Road 68 interchange was observed to have excessive vehicle queues blocking access to adjoining intersections and driveways. o Citywide, 14 out of the 52 monitored locations (intersections) experienced congestion and delay. The Road 68 corridor extending between Sandifur Parkway and W Court Street has the highest group of congested locations. • Safety o Traffic safety was reviewed by considering how often crashes occurred at intersections and along roadways around the city along with the type and severity of crashes. o Intersections with both high congestion levels and crash rates: Road 68 at Burden Blvd, Road 68 at W Court Street, and N 20th Avenue at W Court Street. o Citywide, four corridors were identified for higher crash rates: Burden Blvd, W Court Street, W Sylvester Street, and W Lewis Street. o The TSMP incorporates the most recently completed Local Road Safety Plans completed in 2020 and 2022. • Connectivity o A technical review of Pasco’s existing transportation system highlighted many arterial or collector corridors and areas without access for pedestrians, vehicles, transit riders, and bicyclists. o During the TSMP public engagement and outreach efforts, public feedback identified several areas and locations where residents Page 208 of 480 felt unsafe or unable to conveniently reach or access their destination. o The following corridors and areas experience a lack of access, particularly nonfor -Road, Burns Sandimotorized users: fur Parkway, Court Street, and Sylvester Street. Long block lengths and limited access options increase out-of-direction travel and concentrate higher traffic volumes at the entry points to the neighborhoods. Plan Implementation The 2018-2038 Pasco Comprehensive Plan emphasized the importance of implementation, in order to establish the procedural framework for linking the goals and policies of all the Comprehensive Plan Elements with supporting and related actions and initiatives Implementation of the TSMP will require a series of updates and amendments to existing city policies, codes, and regulations related to land development, transportation management, and capital project funding. These major actions are categorized below: • Secure Necessary Funding for Transportation Improvements o The estimated planning-level costs of all projects/plans are $665 million o of after $293 estimate) million (planning gap Funding level collection of Traffic Impact Fees and city improvement programs. • Implement Neighborhood Transportation Management Tools • Update Vehicle Mobility Standards • Update Engineering Design Standards for Roadways, Bikeways, and Walkways • Amend the Municipal Development Code to incorporate TSMP changes regarding Streets and Sidewalks, Subdivision Regulations, and Zoning Policy Guidance The TSMP was developed consistent with the state and regional transportation planning framework as required by the Washington State Growth Management Act (GMA). In addition to the GMA and regional transportation planning conformance with the Benton-Franklin Council of Governments, the TSMP implements the goals and policies of the Pasco City Council and the 2018 Pasco Comprehensive Plan. in is TSMP the adoption of and completion the Specifically, pending conformance with the Community Transportation Network Goal of the City Council 2022-multi2023 Goals to promote a highly functional -modal transportation network, including the application of the TSMP. Page 209 of 480 V. DISCUSSION: The Transportation System Master Plan has been discussed with the Pasco Planning Commission and City Council at various times since 2019. Most recently, the implementation of the plan was shared with the Pasco City Council on February 14, 2022. Pasco's interests are served by this planning effort and addresses the necessary public infrastructure improvements are planned for timely with growth. City staff recommends approval of the Pasco Transportation System Master Plan when it returns at the next regular Council Meeting. Page 210 of 480 Resolution – TSMP - 1 RESOLUTION NO. ______ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, ADOPTING THE TRANSPORTATION SYSTEM MASTER PLAN (TSMP) FOR THE CITY OF PASCO AS A SUPPLEMENT TO THE 2018-2038 PASCO COMPREHENSIVE PLAN. WHEREAS, the Pasco City Council adopted the 2018-2038 Comprehensive Plan (Ordinance No 4537) on June 7, 2021, in accordance with the Washington State Growth Management Act; and WHEREAS, the Washington State Growth Management Act requires each city’s transportation element and plan must contain a set of goals, policies, and evaluation criteria that define a vision for a city’s transportation future; and WHEREAS, the Transportation System Master Plan (TSMP) documents the operational and safety performance of the City’s existing and future transportation system to support growth through the year 2040; and WHEREAS, the TSMP is in conformance with the Community Transportation Network Goal of the City Council 2022-2023 Goals to promote a highly functional multi-modal transportation network, including the application of the TSMP; and WHEREAS, the TSMP collected input from community members and identifies implementation strategies to address comments from the public and transportation stakeholders. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the TSMP meets the priorities of the City Council’s goals related to Community Transportation Network to, “Promote a highly functional multi-modal transportation system including, but not limited to the application of the adopted Transportation System Master Plan including development of policies, regulations, programs, and projects that provide for greater connectivity, strategic investment, mobility, multi-modal systems, accessibility, efficiency, and safety.” That the City Council of the City of Pasco hereby adopts the Transportation System Master Plan as attached hereto as Exhibit A; and Be It Further Resolved that this Resolution shall take effect immediately. Page 211 of 480 Resolution – TSMP - 2 PASSED by the City Council of the City of Pasco, Washington this ___ day of _____, 2022. Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: Debra Barham Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 212 of 480 Transportation System Master Plan JUNE 2022 CITY OF PASCO Page 213 of 480 PROJECT TEAM CITY OF PASCO Dan Ford, City Engineer Jacob Gonzalez, City Planning Manager DKS ASSOCIATES Carl Springer, Project Manager Aaron Berger, Senior Engineer Rochelle Starrett, Engineer Melissa Abadie, Creative Services ANGELO PLANNING GROUP Darci Rudzinski, Principal Andrew Parish, Senior Planner TECHNICAL ADVISORY COMMITTEE MEMBERS Dan Ford, City of Pasco Jacob Gonzalez, City of Pasco Carl Springer, DKS Aaron Berger, DKS David Beach, Bike Tri-Cities Patrick Pittenger, Benton-Franklin Council of Governments Erin Braich, Benton-Franklin Council of Governments Olivia Meza, Benton-Franklin Council of Governments Keith Hall, Benton Franklin Transit Paul Gonseth, WSDOT John Gruber, WSDOT Eric Snider, WSDOTPage 214 of 480 CONTENTS CHAPTER 1: INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . 1 CHAPTER 2: PASCO TODAY AND TOMORROW . . . . . . . 10 CHAPTER 3: RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS . . . . . . . . . . . . 28 CHAPTER 4: TRANSPORTATION SYSTEM STANDARDS . . . . . . . . . . . . . . . . 43 CHAPTER 5: IMPLEMENTATION AND ON-GOING STRATEGIES . . . . . . . . . . 60 APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . 66 Page 215 of 480 LIST OF FIGURES FIGURE 1. STATE, REGIONAL, AND CITY PLANNING FRAMEWORK ...................................................................................4 FIGURE 2. PERFORMANCE-BASED PLANNING PROCESS ..........................................................................................5 FIGURE 3. TRI-CITIES REGIONAL CONTEXT .....................................................................................................11 FIGURE 4. HISTORICAL POPULATION GROWTH TRENDS IN TRI-CITIES ..............................................................................12 FIGURE 5. TRI-CITIES BRIDGE CROSSING TRAFFIC GROWTH TRENDS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 FIGURE 6. PASCO RESIDENTIAL DEMOGRAPHICS ...............................................................................................14 FIGURE 7. EMPLOYMENT TRAVEL PATTERNS TO/FROM PASCO (STREETLIGHT DATA, 2019) ..............................................................16 FIGURE 8. FREIGHT ACTIVITY CENTERS WITHIN PASCO (STREETLIGHT DATA, 2019) ....................................................................17 FIGURE 9. EXISTING BEN FRANKLIN TRANSIT SERVICES .........................................................................................19 FIGURE 10. PLANNED BEN FRANKLIN STOP UPGRADES AND ROUTE EXTENSIONS ....................................................................20 FIGURE 11. PASCO TRANSPORTATION SYSTEM CHALLENGES – TODAY ..............................................................................22 FIGURE 12. INTERSECTIONS WITH MAJOR CONGESTION BY 2040 .................................................................................27 FIGURE 13. MOTOR VEHICLE SYSTEM IMPROVEMENTS ..........................................................................................30 FIGURE 14. BICYCLE AND PEDESTRIAN PROJECTS ..............................................................................................40 FIGURE 15. DESIRED FACILITY SPACING ......................................................................................................45 FIGURE 16. RECOMMENDED ROADWAY FUNCTIONAL CLASSIFICATION .............................................................................46 FIGURE 17. FREIGHT SYSTEM ...............................................................................................................52 FIGURE 18. SUMMARY OF NEIGHBORHOOD TRAFFIC MANAGEMENT STRATEGIES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Page 216 of 480 LIST OF TABLES TABLE 1. PASCO COMPREHENSIVE PLAN URBAN GROWTH AREA ..................................................................................25 TABLE 2. INTERSECTIONS WITH MAJOR CONGESTION BY 2040 (OPERATING AT LOS E OR F) ...........................................................26 TABLE 3. INTERSECTION IMPROVEMENTS (INT) ................................................................................................31 TABLE 4. NEW ROADWAY EXTENSIONS (EXT) ..................................................................................................33 TABLE 5. TRAFFIC STUDIES AND TRANSIT AMENITIES (TS & TR) ...................................................................................35 TABLE 6. ROADWAY WIDENING PROJECTS (EXP) ...............................................................................................36 TABLE 7. BICYCLE AND PEDESTRIAN PROJECTS (BP) ............................................................................................41 TABLE 8. SYSTEM IMPROVEMENT PROJECTS SUMMARY .........................................................................................42 TABLE 9. FACILITY SPACING GUIDELINES .....................................................................................................45 TABLE 10. FUNCTIONAL CLASSIFICATION OF NEW ROADWAYS ....................................................................................47 TABLE 11. ROADWAY FUNCTIONAL CLASSIFICATION CHANGES ....................................................................................48 TABLE 12. APPLICATION OF NEIGHBORHOOD TRAFFIC MANAGEMENT STRATEGIES ...................................................................54 TABLE 13. ACCESS MANAGEMENT SPACING STANDARDS ........................................................................................55 TABLE 14. RECOMMENDED STREET CONNECTIVITY STANDARDS ..................................................................................56 TABLE 15. EXISTING MOBILITY TARGETS FOR WEEKDAY PEAK HOUR PERIODS .......................................................................57 TABLE 16. RECOMMENDED MOBILITY TARGETS ................................................................................................58 TABLE 17. FILLING THE TRANSPORTATION FUNDING GAP ........................................................................................61 TABLE 18. RECOMMENDED VEHICLE MOBILITY STANDARDS FOR LOCAL STREETS ....................................................................63Page 217 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 1 Introduction CHAPTER 1 For years, Pasco has been among the fastest growing cities in Washington, and it is expected to add over 40,000 new residents by 2040 when Pasco’s population will exceed 120,000, surpassing the neighboring Tri-Cities. Rapid population growth of this scale has a corresponding major impact in transportation demands for a community. As the city’s first transportation system master plan, this represents a foundational study that will establish a host of policies and programs that will guide the City of Pasco to a safer and more vibrant city. The challenge ahead for city leaders is to take steps to address existing system needs identified through this process and to make strategic investments with partner transportation agencies to prepare for substantial growth in the decades to come. THE CITY OF PASCO HAS PREPARED A MASTER PLAN TO GUIDE DECISIONS AND INVESTMENTS IN THEIR TRANSPORTATION FACILITIES AND SERVICES. 1 Page 218 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 2INTRODUCTION The Pasco Transportation System Master Plan (TSMP) is a guide for future transportation investments to ensure that they align with our community’s goals, values, and vision for the future. The TSMP is a key resource for implementing transportation system improvements that address current deficiencies and that serve expected local and regional growth. As the first TSMP in Pasco, this plan represents the first step towards a series of new guidelines and standards that will shape the city as it grows and re-builds. Transportation planning in Washington is required under the Growth Management Act which governs each city’s transportation element of a comprehensive plan. Under the Growth Management Act, each transportation plan must contain: • A set of goals, policies, and evaluation criteria that define a vision for a city’s transportation future • An inventory of a city’s existing, multimodal transportation system and how well this system currently serves users • An assessment of future travel demand and the impact of this growth on the existing transportation system • A review of bicycle and pedestrian needs and opportunities • An understanding of available funding for transportation system improvements The Pasco TSMP documents the operational and safety performance of the City’s existing and future transportation system and provides strategies that will support growth in and around the community through the year 2040. This TSMP will act as a supplement to the transportation element in Pasco’s 2018-2038 Comprehensive Plan to further envision Pasco’s transportation future. ADA COMPLIANCE AND TRANSITION PLAN The Americans with Disabilities Act (ADA) governs how we serve people with hearing, vision, and ambulatory disabilities. In 2013, the City of Pasco adopted the Sidewalk Transition Plan. The Sidewalk Transition Plan was intended to remove barriers to mobility of people with disabilities and improving safety for all pedestrians in Pasco. The results of that plan highlighted the needs to improve infrastructure based on area needs, including Downtown, West Court Street (between Road 48 and N 4th Avenue), Road 68 and the area around Columbia Basin College and the Tri-Cities Airport. In 2018, the Pasco City Council adopted its first Complete Streets Policy, which is aimed at maximizing the safety of the community and all users of public streets. The implementation of the plan has been left arising opportunities, such as inclusion in the scope of capital projects or repair of sidewalks and non- compliant ADA ramps by city crews. This approach Plan Purpose This transportation system master plan lays out a multimodal transportation system to better serve built parts of the community and provides a framework for growth in undeveloped areas. In addition to the specific capital improvement projects for walking, bicycling, and driving, this plan identifies a more robust street design concept for arterial and collector roadways to better serve all travel modes. The plan also includes a priority network for quality bicycle routes, and safety enhancements for mid-block crossings on arterial roadways. The master plan also recommends new street spacing and accessibility guidelines to be applied for new portions of the community that will be built in the coming years. Significant growth is expected north of Interstate 182 in the Broadmoor Boulevard area, which includes hundreds of acres of developable residential and commercially zoned vacant land. Better street connectivity can balance travel demand across many routes and makes it easier for residents to walk or bike within the neighborhood or to access transit. This approach recognizes that the layout and design of the local transportation system is foundational to neighborhood livability. It better serves the full spectrum of community travel needs which can vary over time based on household size, income, age, physical abilities, and personal preferences. Page 219 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 3INTRODUCTION has provided certain level of success. Additionally, the City has a designated ADA coordinator, a formal process for notices and grievances. While incremental improvement has been accomplished, a more systematic implementation plan for the ADA transition plan is recommended. This plan would establish clear parameters, schedules, and completion targets on: 1. Documentation of Existing Conditions and Compliance (Catalogue or inventory) 2. Evaluation of Internal Design Standards, Specifications and Details (Scheduled recurrent reviews, as standards and regulations are updated) 3. Implementation Schedule (Targets) 4. Progress Monitoring (Tracking progress and expenditures associated with the formal program) 3PASCO TRANSPORTATION SYSTEM MASTER PLAN Page 220 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 4INTRODUCTION The TSMP was developed consistent with the state and regional transportation planning framework as required by the GMA. The chart at right illustrates how the state’s Growth Management Act provides overall policy and regulatory guidance for all governmental agencies within Washington State. In addition to state guidance, the City of Pasco must also coordinate their planning with local Metropolitan Planning Organization (MPO), which is represented by the Benton-Franklin Council of Governments (BFCG). The BFCG develops and maintains the region’s transportation plan (RTP) and they are responsible for oversight on regional population and employment forecasts of local city and county agencies to maintain consistency with statewide planning efforts. Land use growth assumptions are vital inputs to the transportation planning process. As noted previously, the TSMP supplements the transportation element of its Comprehensive Plan, and it provides the basis for Pasco’s on-going six-year transportation improvement plan and the bicycle and pedestrian master plan. By coordinating the city’s TSMP with their regional and statewide partner agencies, the city can strengthen its position to more effectively compete for various state and federal transportation funding opportunities. The city desires to continue its record in securing state and federal grants to expedite local transportation improvement projects. A recent example is the grant that advanced the Lewis Street Overcrossing project in the downtown to began construction in 2021. New federal legislation in 2022 enabled additional grant opportunities such as the RAISE (Rebuilding American Infrastructure with Sustainability and Equity). Planning and Transportation Funding Framework FIGURE 1. STATE, REGIONAL, AND CITY PLANNING FRAMEWORK WASHINGTON STATE GROWTH MANAGEMENT ACT GMA BENTONFRANKLIN COUNCIL OF GOVERNMENTS COMPREHENSIVE PLAN CAPITAL FACILITIES PLANREGIONAL/METROPOLITAN TRANSPORTATION PLAN TRANSPORTATION ELEMENT SIXYEAR TRANSPORTATION IMPROVEMENT PLAN BICYCLE / PEDESTRIAN MASTER PLAN CITY OF PASCO TRANSPORTATION SYSTEM MASTER PLANPage 221 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 5INTRODUCTION The TSMP project team, which included city staff members and the consultant team, worked closely with a Technical Advisory Committee (TAC) comprised of local partners to develop and review interim work products and address major issues collaboratively. The TAC roster included representatives from Washington State Department of Transportation (WSDOT), Franklin County, Ben Franklin Transit (BFT), Benton-Franklin Council of Government (BFCG), and Bike Tri-Cities. The TAC met three times to review how the system works today, expected changes with growth to 2040, and proposed transportation improvements recommended within Pasco. During each meeting, initial technical findings were presented and discussed with TAC members to collect feedback on draft concepts and to align long-range plans among the various partner agencies. In addition, two online public open house events were conducted during the development of the TSMP. Given the restricted conditions of the ongoing COVID pandemic, these events were limited to being conducted online only. • The first event (June 2020) identified community concerns and issues related to walking, bicycling, and driving within Pasco today through an online survey. Refer to Appendix A for a summary of the public responses to the survey. • The second online event (May/June 2021) collected public feedback on the proposed projects and programs that the TSMP process identified to address current and expected future transportation system issues. PERFORMANCE-BASED PLANNING ELEMENTS The Pasco TSMP differs from prior transportation planning processes in that this update applied a performance-based approach. As described below, that begins with the community’s vision for its transportation system, which is distilled into measurable goals and supporting policies. These goals and policies are then used to develop performance measures that are used to identify gaps and challenges in the system today, to evaluate potential projects, and to measure long-term alignment between Pasco’s transportation system and the community’s vision of this system. The plan process is illustrated in Figure 2, along with the key questions that are considered at each stage of the planning work. The advantage of a performance-based planning process is that it demonstrates how strategic investments directly benefit and address essential community goals regarding multimodal transportation services for all of the community’s residents, workers, and visitors. The Planning Process FIGURE 2. PERFORMANCE-BASED PLANNING PROCESS VISION, GOALS, OBJECTIVES, & PERFORMANCE MEASURES TRENDS, TARGETS, & PRIORITIES INVESTMENT PLANS, SYSTEM DESIGN, & STANDARDS What do we value most in our community? How do those values apply to our travel system? How do we measure success? What challenges do we face today? How will growth impact those challenges? What are our strategies to improve our system consistent with our community values? What public investments are our top priority? What guidance is needed for private investments? How will we evaluate and monitor progress?Page 222 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 6INTRODUCTION VISION: The City of Pasco’s future transportation system is a safe and balanced multimodal transportation system which equitably serves pedestrians, bicyclists, transit, freight, and drivers. Pasco’s residents should have access to livable neighborhoods through established planning practices which prioritize system connectivity and multimodal street design, including a network of parks, trails, and bikeways which connect all residents to the Columbia River. Pasco’s transportation system also supports regional economic activities, including access to Pasco’s freight facilities for regional agriculture and other industries, and supports regional, multimodal transportation connections in Pasco. The first stage of the planning process involves defining the City’s vision for their transportation system and developing goals and policies to guide it. Pasco’s comprehensive plan defines a vision for Pasco in 2038 which includes their idealized future transportation system; this concept was used to develop the following vision statement to guide the TSMP. Pasco’s Transportation Vision Page 223 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 7INTRODUCTION TR-1: COORDINATE WITH REGIONAL PARTNERS ON SHARED TRANSPORTATION INVESTMENTS TR-1-A: Participate in the metropolitan and regional transportation planning efforts of the Benton-Franklin Council of Governments. TR-1-B: Work with other jurisdictions to plan, fund, and implement multi-jurisdictional projects necessary to meet shared transportation needs including right-of-way acquisition. TR-1-C: Collaborate with Ben Franklin Transit in programming transit routes, transit stops, and supporting facilities that increase user accessibility during the development process. TR-1-D: Require transportation and land use planning efforts and policies that meet the needs of the community and the objectives of this plan. TR-2: PROVIDE SAFE ACCESS TO TRANSPORTATION FOR ALL SYSTEM USERS TR-2-A: Minimize traffic conflicts on the arterial street system by implementing access and corridor management best practices. TR-2-B: Maintain a current local road safety plan to identify and prioritize safety investments. TR-2-C: Reduce frequency of fatal and severe injury crashes particularly for vulnerable road users. TR-2-D: Establish a vision zero plan for transportation safety. TR-3: PRESERVE EXISTING ROADS, SIDEWALKS, TRAILS, AND TRANSIT FACILITIES TR-3-A: Ensure adequate maintenance of the existing facilities. TR-3-B: Encourage retrofit projects that include beautification on major arterial streets. Transportation Goals and Policies The following goals and policies were identified for Pasco’s TSMP based on the existing transportation goals for Pasco’s comprehensive plan and relevant state and regional plan goals. GOAL #1 GOAL #2 GOAL #3 Page 224 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 8INTRODUCTION TR-4: PRIORITIZE A CONNECTED AND EFFICIENT TRANSPORTATION SYSTEM FOR DRIVERS TR-4-A: Adopt and maintain a functional street classification system consistent with regional and state guidance. TR-4-B: Maintain level-of-service (LOS) “D” on all arterials and collectors and level-of-service (LOS) “C” during the PM peak-hour. TR-4-C: Provide increased neighborhood travel connections to enhance public safety and provide for transportation disbursement. TR-4-D: Evaluate, plan, and install traffic control devices and intersection designs to improve travel safety and efficiency. TR-5: DEVELOP A TRANSPORTATION SYSTEM THAT SUPPORTS AND ACCOMMODATES THE NEEDS OF BUSINESSES AND VISITORS TR-5-A: Promote the safe and efficient movement of freight through the city. TR-5-B: Support the development of facilities that are critical components of the movement of freight. TR-5-C: Maintain the multimodal passenger terminal. TR-5-D: Support rail services for passengers, industries, and commerce within the area. TR-5-E: Support air services for passengers, industries, and commerce within the area in coordination with the Pasco Airport Master Plan. TR-6: SUPPORT HEALTHY AND LIVABLE NEIGHBORHOODS IN PASCO TR-6-A: Develop an interconnected network of streets, trails, and other public ways during the development process to ensure and improve neighborhood accessibility. TR-6-B: Encourage multimodal street design with traffic calming and safety in consideration of surrounding land uses. TR-6-C: Require developments to meet the mission of the Pasco Complete Street Ordinance. TR-6-D: Incorporate aesthetic design and streetscape into all major arterial and collector streets as they are constructed. GOAL #4 GOAL #5 GOAL #6 Page 225 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 9INTRODUCTION9 TR-7: DEVELOP A COMPLETE MULTIMODAL TRANSPORTATION SYSTEM TR-7-A: Collaborate with Ben Franklin Transit in programming transit routes, transit stops, and supporting facilities that increase user accessibility during the development process. TR-7-B: Encourage the use of public transportation including ride-sharing and Ben Franklin Transit’s Van-Pool program. TR-7-C: Encourage park-and-ride lots for bicycles and/or automobiles. TR-7-D: Encourage bicycle and pedestrian travel by providing safe and purposeful bicycle and pedestrian routes. TR-7-E: Reduce major existing system connectivity gaps for bicyclists and pedestrians to improve multimodal access. TR-7-F: Develop new transportation performance measures for a multimodal system that could include measures like freight delay. PASCO TRANSPORTATION SYSTEM MASTER PLAN GOAL #7 Page 226 of 480 Pasco Today and Tomorrow CHAPTER 2 10 Pasco attracts visitors from the entire Columbia Basin, Yakima Valley, Walla Walla and Northeastern Oregon region. It is home to the regional Tri-Cities Airport, Columbia Basin College, expanding regional sports facilities, and our rapidly changing Downtown. One feature that makes Pasco unique compared to its neighboring cities is its dependence on the four bridges over the Columbia and Snake Rivers for inter-city and regional travel (see Figure 3). PASCO IS A RAPIDLY GROWING COMMUNITY IN THE TRI-CITIES REGION. THE RAPID GROWTH IS MAKING IT MORE DIFFICULT FOR RESIDENTS TO GET AROUND PASCO AND REQUIRES NEW SOLUTIONS TO MANAGE THE FUTURE GROWTH.Page 227 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 11PASCO TODAY AND TOMORROW 182 395 395 395 12 397 397 240 COURT ST ARGENT RD ROAD 68RAILROAD AVE4TH AVESYLVESTER ST LEWIS STBROADMOOR BLVDBROADMOOR BLVD10TH AVEOREGON AVE CLARK RD A ST DENT RD KARTCHNERROAD SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVEWERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERN PASCO CITY LIMITS PASCO URBAN GROWTH AREA UGA ACTIVITY CENTERS EXISTING BARRIERS AGRICULTURE AREAS TRICITIESAIRPORT KENNEWICK DOWNTOWNPASCO COLUMBIABASIN COLLEGE HAPO CENTER &PASCO SPORTING COMPLEX RICHLAND HANFORD SITE GLADE RDFIGURE 3. TRI-CITIES REGIONAL CONTEXTPage 228 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 12PASCO TODAY AND TOMORROW Pasco has experienced a population boom over the last 20 years during which time the population more than doubled, outpacing the rate of growth in neighboring Kennewick and Richland, and in Washington State overall. In recent years, development has been attracted to the lands north of Interstate 182 and west of Road 68, which offered significant vacant lands for development and convenient commuting access to regional work centers, such as the Hanford Site. Since 2010, Pasco’s population has increased by 25 percent (3.1 percent annually), from 60,000 residents to 75,000 residents in 2018 while its Tri-Cities neighbors have grown by 15 percent, as illustrated in Figure 4. By way of comparison. Washington State’s population grew by 12 percent during the same period. About half of the city’s residents use the three Columbia River bridges to commute to work, travel to shopping centers, and reach other regional destinations south or west of the river. This is a major constraint for vehicle traffic among the cities. Providing safe, convenient, and reliable travel across these bridges will be an important consideration in developing the Transportation System Master Plan for the City of Pasco. Growth in Pasco has been rapid over the past 20 years, which has also increased the demand for travel across the river bridges, seen in Figure 5. The bridges with the highest traffic volumes are on Interstate 182 and US 395. They each carry about two to three times the number of cars and trucks as the other two river bridges entering Pasco, which are SR 397 and US 12. As the existing highway facilities become more congested during peak hours of the day, it extends travel times for commuters, freight traffic, and other trips made on these regional highway corridors. Historic Growth FIGURE 4. HISTORICAL POPULATION GROWTH TRENDS IN TRI-CITIES 90,000 KENNEWICK RICHLAND 80,000 70,000 60,000 50,000 40,000 30,000 20,000 2000 202020152010 YEARTOTAL POPULATION2005 PASCO POPULATION: 75,000Page 229 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 13PASCO TODAY AND TOMORROW The population growth in the Tri-Cities region and Pasco closely mirrors traffic trends on the I-182 and US 395 Columbia River bridges where volumes increased between 15 and 22 percent (2.5 to 3.7 percent annually) between 2012 and 2018 (see Figure 5). FIGURE 5. TRI-CITIES BRIDGE CROSSING TRAFFIC GROWTH TRENDS BLUE BRIDGE I182 BRIDGE 70,000 60,000 50,000 2012 2014 2016 2018AVERAGE MONTHLY TRAFFICYEAR 80,000 BRIDGETRAFFICGROWTH:+19% 13PASCO TRANSPORTATION SYSTEM MASTER PLAN Page 230 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 14PASCO TODAY AND TOMORROW Pasco is a majority-minority community with a large Hispanic and Spanish-speaking population. Relative to Washington State, Pasco has a higher proportion of children under age 18 and a lower median household income; 17 percent of residents live in poverty. Within Pasco, over 40 percent of senior citizens are also living with a disability (see Figure 6). Pasco’s population characteristics indicate a need for reliable alternative transportation modes to accommodate groups that cannot drive or those individuals who cannot afford to drive. This will be a significant consideration for transportation choices around community equity. PASCO HAS A HIGHER PERCENTAGE OF CHILDREN UNDER 18 34% THAN THE STATEWIDE AVERAGE 22% AGE OF PASCO RESIDENTS UNDER 18 1865 58% OVER 65 8% 34% 50% 47% ENGLISH SPANISH MEDIAN HOUSEHOLD INCOME PASCO WASHINGTON STATE 17%OF PASCO RESIDENTS ARE BELOW THE POVERTY LINE $61,600 $70,100 RACIAL DEMOGRAPHICS LANGUAGE SPOKEN AT HOME 3% LATINO/A NONMEXICAN DESCENT 2% ASIANAMERICAN 2% BLACK/AFRICANAMERICAN 2% OTHER RACIAL GROUPS LATINO/A MEXICAN DESCENT 52% 39% CAUCASIAN OF RESIDENTS 65 YEARS AND OLDER HAVE A DISABILITY42% SENIOR CITIZENS AND PEOPLE WITH DISABILITIES Demographics FIGURE 6. PASCO RESIDENTIAL DEMOGRAPHICSPage 231 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 15PASCO TODAY AND TOMORROW Based on mobility data1 for the Tri-Cities region, we found that nearly half (48 percent) of Pasco’s employed residents travel to job sites outside of Pasco. Residents that are commuting out of town use one of the four bridges to travel to jobs in Kennewick, Richland, or the Hanford Nuclear Site. As shown in Figure 7, bridge travel patterns mirror these destinations with the highest share (26 percent) on the Lee-Volpentest Bridge (I-182) to access jobs in Richland, Kennewick, or the Hanford site while 16 percent of commute trips use the Pioneer Memorial Bridge (US 395). The other two bridges carry a small share, three percent each. 1 Employment and school travel patterns analysis conducted using StreetLight data for 2019. The other half of the employed Pasco residents work in or near Central and Downtown Pasco, at commercial establishments along US 395, or in the industrial areas of eastern Pasco. Local job destinations are colored to show where the highest concentrations occur in Figure 7. Other major activity generators are the higher level schools including Chiawana High School, Pasco High School, and the Columbia Basin College. Employment and School Travel Patterns The Port of Pasco maintains and operates several key industrial sites for the Tri-Cities region, including the Tri-Cities Airport, the Big Pasco Industrial Center, and a container barge terminal on the Columbia River. Burlington Northern-Santa Fe Railroad also maintains a major switchyard within Pasco. Freight activity is concentrated within eastern Pasco along the existing rail alignment, US 395, and SR 397/Oregon Avenue adjacent to these major industrial centers. The composition of vehicle types using city streets was evaluated in the same StreetLight Data set to show which areas had the highest share of trucks. As shown in Figure 8, higher shares of heavy trucks were found to be concentrated east of US 395, with the highest share of truck traffic east of US 12. Bridge crossings were reviewed as well, and it was discovered that the percent of heavy freight over the Columbia and Snake Rivers ranges from six to 20 percent with the highest percent share being on the Snake River Bridge in eastern Pasco, with 20 percent of its 19,000 daily vehicles being freight trucks. By contrast, the western and northern sectors of the city had relatively light truck traffic. The truck volumes north of I-182 and west of US 395 were much lower, typically less than five percent of the total vehicle traffic, while the river bridge shares were between eight and nine percent. Freight Transportation 15 Page 232 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 16PASCO TODAY AND TOMORROW TRICITIES AIRPORT 397 240 COURT ST ARGENT RD ROAD 68GLADE RDRAILROAD AVE4TH AVE LEWIS ST 10TH AVEOREGON AVEBROADMOOR BLVDBROADMOOR BLVDDENT RD KARTCHNERROAD CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVD ROAD 8420TH AVEWERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVER3% 1 1%11% 182 395 395 12 1% 10% 11% 3% 1% 5% INDUSTRIALBUSINESSES IN EAST PASCO HIGH SCHOOL DOWNTOWNPASCO COMMERCIALBUSINESSESALONG US 395 26% 16%WA397 BRIDGE:3% 3% 395 HIGH SCHOOL I182 BRIDGES: BLUE BRIDGE/US 395: US 12 BRIDGE: 397 PERCENTAGES OF WORK DESTINATIONS FOR ALL COMMUTE TRIPS OF PASCO'S RESIDENTS LESS THAN 5% 510% 1015% 1520% MORE THAN 20% N TOP EMPLOYMENT DESTINATIONS FIGURE 7. EMPLOYMENT TRAVEL PATTERNS TO/FROM PASCO (STREETLIGHT DATA, 2019)Page 233 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 17PASCO TODAY AND TOMORROW 182 395 395 395 12 397 397 240 COURT ST ARGENT RD ROAD 68GLADE RDRAILROAD AVE4TH AVE SYLVESTER ST LEWIS ST 10TH AVEOREGON AVEBROADMOOR BLVDBROADMOOR BLVDDENT RD KARTCHNERROAD CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVEWERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT ESTIMATEDPERCENTAGEOF HEAVYVEHICLES ONROADWAYS 2018 LESS THAN 5% 510% 1015% 1520% MORE THAN 20% N I182 BRIDGES:2018 AVERAGE ANNUAL DAILY TRAFFIC: 69,0008% HEAVY VEHICLES BLUE BRIDGE/US 395:2018 AVERAGE ANNUAL DAILY TRAFFIC: 67,0009% HEAVY VEHICLES US 12 BRIDGE:2018 AVERAGE ANNUAL DAILY TRAFFIC: 19,00020% HEAVY VEHICLES WA397 BRIDGE:2018 AVERAGE ANNUAL DAILY TRAFFIC: 20,5006% HEAVY VEHICLES FIGURE 8. FREIGHT ACTIVITY CENTERS WITHIN PASCO (STREETLIGHT DATA, 2019)Page 234 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 18PASCO TODAY AND TOMORROW The City of Pasco is served by Ben Franklin Transit (BFT) which operates fixed-route bus service, dial-a-ride, vanpool, and other demand responsive services within the Tri-Cities area. These transit options provide service within Pasco along with connections to Kennewick, Richland, and other regional destinations. FIXED ROUTE SERVICE BFT operates eight fixed route bus services within Pasco, including the following: • Route 1: Pasco / Kennewick / Richland • Route 3: Pasco / Kennewick • Route 64: Pasco A Street • Route 65: Pasco Lewis • Route 66 & Route 67: Pasco Sylvester & Pasco Sandifur • Route 225: Pasco / Richland • Route 268: Pasco / Richland See Figure 9 for these route locations and their existing transit stops. Weekday service is provided between 6:00 a.m. and 10:00 p.m. although Route 64 and 268 both end service at 8:00 p.m. Service is similar for most routes for Saturday although service does not start until 7:00 a.m.; Route 268 does not provide Saturday service. Most routes operate on 30-minute headways for weekday and Saturday service, but Routes 1 and 3 operate on 15-minute headways, providing more frequent service to Kennewick and Richland from Downtown Pasco. Conversely, Routes 66 and 67 operate on hour headways, providing less frequent service to largely residential areas in western Pasco. Sunday service for Routes 1, 3, 64, and 225 began in August 2021. BFT operates service for Pasco to and from the 22nd Avenue Transit Center which facilitates transfers between routes. Riders can park at both the 22nd Avenue Transit Center and the HAPO Center. BFT has received two multimodal transit center grants from WSDOT to further develop multimodal hubs in Downtown and West Pasco. The bus stops within Pasco are indicated on Figure 9. Class 1 is a basic stop, which includes a sign that specifies the route number serving that location. Class 2 also has a bench for waiting riders, and Class 3 is a covered shelter with a bench. The Class 2 and 3 bus stops often require more right-of-way space to construct these facilities consistent with ADA requirements than is provided in the current street standards. To address this, this plan update identified a wider sidewalk be built on collector and arterial roadways. In addition, the city has an exemption process to provide needed easements to BFT to accommodate these higher quality facilities. According to the BFT Transit Development Plan, additional bus service is planned to extend coverage along Road 84 south of Argent Road, with continued service along the end of Court Street west of Road 68. The BFT plan also identified locations on the current service routes where stop upgrades are anticipated. Notable proposed changes are upgrades to Class 3 (sheltered) stops along Sandifur Parkway, and along Road 68 in the commercial area. Refer to Figure 10 for more information. DIAL-A-RIDE SERVICE Ben Franklin Transit operates Dial-A-Ride service for individuals with a disability between 6:00 a.m. and 10:00 p.m. Monday to Friday and between 7:00 a.m. and 10:00 p.m. on Saturday. There is no Sunday service. VANPOOL Vanpool services are also available for commuters traveling to Walla Walla, the Hanford Nuclear Site, and other major employment destinations. OTHER TRANSIT SERVICES BFT also offers CONNECT and general demand service which allows residents of Pasco to schedule rides to and from transit stops or other destinations within specific areas. These services make transit more accessible for all residents, especially those who lack convenient access to transit. Transit Services Page 235 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 19PASCO TODAY AND TOMORROW 182 395 12 397 397 240 4TH AVEGLADE RD395 395 COURT ST ARGENT RD ROAD 68RAILROAD AVESYLVESTER ST LEWIS STOREGON AVEBROADMOORBLVDBROADMOOR BLVDDENT RD KARTCHNERROAD CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVE 10TH AVE WERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT N PASCO CITY LIMITS PASCO UGA EXISTING BUS ROUTE BUS STOPS: CLASS 1 BASIC STOP CLASS 2 BENCH/TRASH CAN CLASS 3 SHELTER FIGURE 9. EXISTING BEN FRANKLIN TRANSIT SERVICESPage 236 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 20PASCO TODAY AND TOMORROW 182 395 12 397 397 240 4TH AVEGLADE RD395 395 COURT ST ARGENT RD ROAD 68RAILROAD AVESYLVESTER ST LEWIS STOREGON AVEBROADMOORBLVDBROADMOOR BLVDDENT RD KARTCHNERROAD CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVE 10TH AVE WERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT N PASCO CITY LIMITS PASCO UGA EXISTING BUS ROUTE BUS STOPS: PROPOSED BUS ROUTE CLASS 1 BASIC STOP CLASS 2 BENCH/TRASH CAN CLASS 3 SHELTER FIGURE 10. PLANNED BEN FRANKLIN STOP UPGRADES AND ROUTE EXTENSIONSPage 237 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 21PASCO TODAY AND TOMORROW The transportation system performance was reviewed to understand where the system experiences high levels of congestion during weekday peak travel hours, where higher than expected crash rates occur, and where there are barriers to safe and convenient travel for all users. These issues were observed even with the short-term transportation improvements that are expected for Pasco. Figure 11 shows a compilation of our system performance findings for Pasco. The following sections highlight a few key findings that will be considered during the plan development. For more details on how the performance assessment was completed and full listing of the findings, please refer to the Technical Memorandum #3 in Appendix B. CONGESTION Traffic congestion for motor vehicles is significant today at the two western interchanges (Broadmoor Boulevard and Road 68) on I-182 during typical weekday commute hours. The Road 68 interchange was observed to regularly have excessive vehicle queues blocking access to adjoining intersections and driveways. Whenever traffic has significant delays during peak travel hours, it can impact the safe and convenient traffic operations in those areas. Fourteen intersections also had significant congestion. A total of 52 locations were monitored around the city, however, the rest of the locations all operated with low to moderate delays during the busiest hours of the day. The list of 14 intersections with concerns are noted in Figure 10. The Road 68 corridor from Sandifur Parkway, across I-182 and ending at Court Street has the highest group of congested locations. Several key locations along Argent Road, Sylvester Street, and Court Street are also noted as being congested on a regular basis. SAFETY Traffic safety was reviewed by considering how often crashes occurred at intersections and along roadways around the city along with the type and severity of crashes. Locations with the highest crash rates were flagged and mapped on Figure 11 (a total of five intersections). A crash rate calculation considers both the number and severity of crashes along with the traffic count at a given location. In this way, intersections with different traffic counts can be reasonably compared to each other. We found several intersections had both high congestion and high crash rates, which occurred at Road 68 at Burden Boulevard, Road 68 at Court Street, and 20th Avenue at Court Street. In addition, four corridors were flagged that had a significantly higher rate of crashes, especially between intersections. Those included Burden Boulevard, Court Street, Sylvester Street, and Lewis Street. These corridors had a total of 33 crashes involving pedestrians and bicycle riders. Each of these streets are arterial roadways that carry higher traffic volumes at increased speeds. Field observations showed that portions of these high crash corridors had frequent driveways and side streets which adds opportunities for conflicts. In addition, the city prepared a Local Road Safety Plan in February, 2020, that confirmed these findings, and recommended safety projects at North Road 28 and West Sylvester Street; South 10th Avenue and West Lewis Street; and a road diet project on West Sylvester Street. All of these projects are included in this TSMP. Transportation System Challenges INTERSECTIONS WITH BOTH HIGH CONGESTION AND HIGH CRASH RATES: • ROAD 68 AT BURDEN BOULEVARD • ROAD 68 AT COURT STREET • 20TH AVENUE AT COURT STREETPage 238 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 22PASCO TODAY AND TOMORROW 182 395 395 12 397 397 240 COURT ST ARGENT RD ROAD 68RAILROAD AVESYLVESTER ST LEWIS ST 10TH AVEOREGON AVE CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVEWERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V EBROADMOOR BLVDDENT RD COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT INTERCHANGECONGESTION INTERSECTION WITH CONCERNS PASCO CITY LIMITS PASCO UGA INTERSECTIONWITH CONCERNS CONGESTION CONCERN HIGH ACCESS DENSITY WITHOUT CENTER LANES N HIGH COLLISION ROADWAY CONNECTIVITY ISSUESFOR ALL TRAVEL MODES BIKE/PED CONNECTIVITY ISSUES ROADWAY CONNECTIVITY ISSUES OTHER IDENTIFIED OPERATIONAL NEEDS SAFETY CONCERN RAILROAD 1 ROAD 68 & SANDIFUR PKY 2 ROAD 68 & BURDEN BLVD 3 ROAD 68 & I182 WB ON/OFF RAMPS 4 ROAD 68 & COURT ST 5 MADISON AVE & BURDEN BLVD 6 ROAD 44 & ARGENT RD 7 ROAD 36 & ARGENT RD 8 SYLVESTER ST & US 395 NB OFF RAMP 9 SYLVESTER ST & ROAD 28 10 20TH AVE & COURT ST 11 4TH AVE & US 395 WB ON/OFF RAMPS 12 FOSTER WELLS RD/US 395 13 RAINIER AVE & US 395 SB ON/OFF RAMPS & KARTCHNER ST 14 A ST & US 124TH AVEGLADE RD12 13 11 10 8 9 4 6 5 1 2 3 7 14 # 395 KARTCHNER ROADBROADMOORBLVD FIGURE 11. PASCO TRANSPORTATION SYSTEM CHALLENGES – TODAYPage 239 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 23PASCO TODAY AND TOMORROW CONNECTIVITY Connectivity describes how efficiently, directly, and conveniently a system is designed to serve its intended users. A well-connected multimodal system promotes resiliency, reduces congestion, and enhances equity for local travelers, whether they are driving, accessing transit, bicycling, or walking. For example, a well-connected roadway network provides more routes for drivers to travel between a trip’s start and end points which can reduce congestion. Improving system connectivity for drivers can spread traffic more evenly across the existing roadway network, mitigate congestion due to system disruptions, and reduce the overall distance traveled by drivers. Pedestrians, bicyclists, and transit riders also benefit from a well-connected transportation system. Providing local circulation options for short trips also helps freight traffic that otherwise must compete with autos that are forced onto the arterial roadways, such as Road 68 and Broadmoor Boulevard. Long block lengths and out-of-direction travel can dissuade potential multimodal system users and incur significant costs in both time and safety for existing users who depend on these systems. A technical review of Pasco’s existing transportation system highlighted many arterial or collector corridors and areas without access for pedestrians, vehicles, transit riders, and bicyclists. In addition, public feedback identified dozens of locations where residents felt unsafe or unable to conveniently reach their intended destination. A few specific examples where connectivity challenges were flagged include the following: • The I-182 freeway corridor divides Pasco in half and provides very limited opportunities to cross over the freeway. Local freeway interchanges have inadequate facilities for walking and biking, which compound the barriers for non-motorized travel. Further, the long spacing between these interchanges exacerbates the barrier for walking and bicycling travel between either sides of the highway. • The Pasco Airport, and the Pasco rail yards represent major barriers to intra-city travel. • In portions of unincorporated Franklin County within Pasco (for example, south of I-182), historical rural development has created a roadway network with limited east-west street connections and limited north-south street connections across the Franklin County Irrigation Canal. • Newer residential developments adjacent to Burden Boulevard and Sandifur Parkway have limited connections to adjoining services and neighborhoods. It is acknowledged that the city does have two extensive east-west trail corridors to serve walking and bicycling. These include the trail immediately north of I-182 between Broadmoor Boulevard and Argent Road. This provides connections to adjoining neighborhoods and to Road 58. Another regional trail borders the Columbia River between Sacajewea State Park and Road 100 with intermittent connections to city streets. Photo Credit: Jacob GonzalezPhoto Credit: City of PascoPage 240 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 24PASCO TODAY AND TOMORROW In many areas of the city, the transportation system does not support travel for Pasco residents without a car. Notable corridors that require attention are portions of Burns Road, Sandifur Parkway, Burden Boulevard, Court Street and Sylvester Street. For automobile drivers, long block lengths and limited access options increase out-of-direction travel and concentrate higher traffic volumes at the entry points to the neighborhoods. The residents that live adjacent to these entry/exit points experience significantly higher traffic volumes than others in the same neighborhood. These same features also significantly increase the distance that must be traveled by pedestrians or bicyclists to access transit or other destinations, making it more difficult to walk or bike in Pasco. The current transit service routes generally are within one-quarter to one-half mile as the crow flies, to many of the key destinations and neighborhoods within the existing city limits, as shown in Figure 8, but limited street connectivity in certain areas puts these stops beyond a reasonable walking distance for many residents. Today, the exceptions are in the industrial areas east of US 12, and the edges of the urban area, particularly in the southern portions of Broadmoor Boulevard and westerly end of Argent Road. As noted previously, BFT is planning to extend bus route services along Road 84 south of Argent Road connecting to Court Street. In general, as new development occurs, there is an opportunity for the city and its regional partners to provide better quality and more consistent connection options as part of the new neighborhood designs. This will enable city residents, employees, and visitors to have safer and more convenient access to transit services and general walking and biking trips. The primary growth area is north of I-182 in the greater Broadmoor Boulevard Area. As new streets and neighborhoods are developed, providing direct, safe, and convenient walking and bicycling access to existing and planned transit routes will be critical to maintaining a safe and reliable transportation options for our residents. Page 241 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 25IMPLEMENTATION AND ON-GOING STRATEGIES The Benton-Franklin Council of Governments (BFCG) travel demand model was applied to forecast 2040 travel demand within the City of Pasco, and the resulting traffic volumes were evaluated at study intersections by the project team to flag major degradations or changes in traffic operations compared to present day conditions. Forecasts were developed from the Base Year (2015) and Future No-Build (2040) BFCG regional travel demand model, following the process described in the Traffic Analysis and Forecasting Methodology memo.2 Key assumptions are highlighted in the following sections along with performance results. The travel demand forecasting is directly influenced by expected land use growth throughout the Tri-Cities region. For this Transportation System Master Plan, the BFCG model was updated to a 2040 horizon year, by refining the previous 2017– 2037 Pasco Comprehensive Plan Update land use to reflect the Broadmoor Master Plan and Urban Growth Area (UGA) expansion that was identified 2 DKS Associates. Traffic Analysis & Forecasting Methodology memo. July, 2020 3 Benton-Franklin Council of Governments. Transition 2040, Appendix F. 2018. during the Comprehensive Plan Update. The updated 2040 land use significantly changed both the geographic distribution of growth and population and employment projections for the City of Pasco and its UGA. The land use totals are summarized in Table 1. The 2040 land use assumptions are the catalyst for the forecasted growth and changes of traffic patterns within the City of Pasco. Significant shifts are expected north of I-182 as higher office, retail, and mixed-use growth in the Broadmoor area reduced the number of residents traveling out of Pasco for jobs, goods, and services. Reduced regional travel was also shown to reduce peak demands at interchanges with I-182, compared to historical growth patterns in Pasco where a high share of local residents left the city for employment and shopping purposes. Overall, households are predicted to grow by 81 percent from 2015 (the BFCG model base year) to 2040, while employment is predicted to grow by about 73 percent during the same period. EXPECTED TRANSPORTATION IMPROVEMENTS It was assumed that near-term transportation improvements that are reasonably likely to be funded and constructed by the cities of Pasco, Kennewick, Richland, West Richland, and WSDOT will be operational by 2040. These new improvements projects within Pasco include the following. As noted, several of these projects have been recently completed, while others are actively in development or preparing for construction: • Argent Road Improvements (Road 40 to 20th Avenue) - under construction • Wrigley Drive Extension (Convention Drive to Clemente Lane) - completed • Chapel Hill Boulevard Extension (Road 84 to Road 68) - completed • Sandifur Parkway Improvements (Road 68 to Convention Drive) • Road 68 Widening (I-182 to Argent Road) – in progress • Burns Road Improvements/Extension (Road 52 to Pasco City Limits) • Lewis Street Downtown Overpass – in progress Other projects included in the 2040 BFCG model outside of Pasco are summarized in Transition 2040, the Tri-Cities Metropolitan Area Regional Transportation Plan.3 Forecasted Growth In Pasco TABLE 1. PASCO COMPREHENSIVE PLAN URBAN GROWTH AREA LAND USE TOTAL 2015 2040 PERCENT GROWTH HOUSEHOLDS 22,500 39,645 81% POPULATION 70,855 120,275 71% EMPLOYMENT 19,765 33,895 73%Page 242 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 26IMPLEMENTATION AND ON-GOING STRATEGIES The system performance with growth in 2040 was re-evaluated to determine if traffic congestion would reach unacceptable levels with the added traffic volumes. We found that sixteen intersections would drop below the agency’s target, which is LOS D. This corresponds to significant delay for the average vehicle using that location during commute hours. The locations that are expected to have major congestion issues are mapped in Figure 12 and listed in Table 2. These locations and the roadways serving them were further reviewed to help gauge the scale and nature of system improvements that would adequately serve the higher travel demands, and recommendations are made in the following section. The traffic operations results showed increased congestion and below standard operating conditions throughout much of the City of Pasco west of US 395 (south), and in and around the industrial employment growth expected to occur along US 395 (north) and US 12. The Broadmoor Boulevard and I-182 interchange ramp terminal intersection failures were particularly concerning, as ramp queues could lead to safety and operations issues on I-182. The operations issues at the US 12 and A Street intersection, the US 395 and Kartchner Street interchange, and the 4th Avenue and I-182 interchange are of particular concern for freight movement, as these are all key gateways into the City of Pasco’s industrial growth centers. System Conditions After Growth TABLE 2. INTERSECTIONS WITH MAJOR CONGESTION BY 2040 (OPERATING AT LOS E OR F) #STUDY INTERSECTION AM PEAK HOUR LEVEL OF SERVICE PM PEAK HOUR LEVEL OF SERVICE EXISTING FUTURE NO-BUILD EXISTING FUTURE NO-BUILD 1 BROADMOOR BOULEVARD & I 182 WB ON RAMP/I 182 WB ON/OFF RAMP B B A E 2 BROADMOOR BOULEVARD & I 182 EB OFF RAMP/I 182 EB ON RAMP B C B F 8 SYLVESTER ST & US 395 NB OFF RAMP A/C A/C A/E A/F 11 4TH AVE & US 395 WB ON/OFF RAMP A B D E 13 US 395 & FOSTER WELLS RD A/F C/F B/F C/F 14 RAINIER AVE/US 395 SB ON/OFF RAMP & KARTCHNER ST A/C A/D B/F B/F 15 COMMERCIAL AVE/US 395 NB ON/OFF RAMP & KARTCHNER ST A/D A/E A/D A/F 18 HWY 12 & E A ST A/C A/E A/C A/F 19 ROAD 68 & BURDEN BLVD E E E E 20 BROADMOOR BOULEVARD & DENT RD/EDELMAN RD A/C A/F 27 ROAD 68 & SANDIFUR PKWY C E 30 ROAD 68 & COURT ST A/D A/F 31 ROAD 60 & COURT ST A/C A/F 32 MADISON AVE & BURDEN BLVD A/F A/F 33 ARGENT RD & RD 44 A/F B/F 52 CEDAR AVE & LEWIS ST A/C A/E Red text indicates where conditions will exceed accepted LOS limits. LEVEL OF SERVICE (LOS) For motor vehicles, the LOS is an indicator of how much extra time it takes to travel through an intersection during busy travel hours. The LOS scale ranges from little or no delay (LOS A) to extreme delay (LOS F). Pasco’s target is LOS D, which is moderate delay. During off-peak hours, delay conditions improve significantly. See Appendix C for more information. Page 243 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 27IMPLEMENTATION AND ON-GOING STRATEGIES 182 395 12 397 397 240 COURT ST ARGENT RD ROAD 68RAILROAD AVESYLVESTER ST 10TH AVEOREGON AVE LEWIS ST CEDARAVEBROADMOORBLVDBROADMOORBLVDDENT RD KARTCHNERROAD CLARK RD FOSTER WELLS RD ROAD 44A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVEWERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT N PASCO CITY LIMITS PASCO UGA # STUDY INTERSECTIONS THAT DO NOT MEET MOBILITY TARGETS: BOTH AM & PM PEAK Refer back to Table 2 for full descriptions of intersection names. PM PEAK ONLY #4TH AVEGLADE RD395 395 13 18 19 1 2 8 11 14 15 20 27 30 31 32 33 52 FIGURE 12. INTERSECTIONS WITH MAJOR CONGESTION BY 2040Page 244 of 480 Recommended Transportation System Improvements CHAPTER 3 28 Not all recommended improvements are required to be in place prior to developing land within the UGA. The need to upgrade the existing streets or construct new ones will be driven by the multimodal access needs of the adjacent properties. The project design elements depicted are identified for the purpose of creating a reasonable cost estimate for planning purposes. The actual design elements for any project are subject to change and will ultimately be determined through a project scoping process. THE RECOMMENDED IMPROVEMENTS TO PASCO’S TRANSPORTATION SYSTEM WILL IDENTIFY UPGRADES TO EXISTING STREETS AND INTERSECTIONS, AS WELL AS THE CONSTRUCTION OF NEW ROADWAYS, TO SUPPORT THE MULTIMODAL NEEDS OF THE COMMUNITY. Photo Credit: City of PascoPage 245 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 29 The first major category of system improvements to the motor vehicle system is for at-grade intersection traffic control upgrades and channelization improvements, or for major freeway interchange upgrades and re-configuration projects. As shown in Table 3, many projects are identified to upgrade existing intersections traffic controls to better serve higher traffic volumes with planned growth. This typically includes installing traffic signals or roundabouts to make those locations more efficient and safer under higher usage levels. One of the more complex intersection solutions is on Broadmoor Boulevard at Sandifur Parkway (INT42); this includes extensive additions of dedicated right- and left-turning lanes and upgrades to the existing traffic signal equipment to serve these wider street approaches. The cost estimate for these improvements is $3.6 million. In addition, there are several freeway interchanges on I-182 that require improvement to the existing off and on ramps serving the local city streets, or they require a major upgrade of the interchange itself to better service long-range multimodal travel demands (INT1, INT24, INT25, INT30). The Broadmoor Boulevard interchange (INT25) improvement project would add a loop off-ramp for eastbound freeway travel bound for northbound Broadmoor Boulevard. This will significantly reduce demands on the existing eastbound off-ramp, which queues heavily during peak periods. As noted previously, the existing freeway overcrossings of I-182 have very limited walking and bicycling facilities, and any upgrade to those interchanges would provide improved accommodations for all modes of travel consistent with City of Pasco and WSDOT design standards. The recommended improvements are listed by category in Figure 13 (Motor Vehicle System Improvements) and Figure 14 (Bicycle/Pedestrian Projects), with the project IDs corresponding with those in Table 3 through Table 7. Note that the project IDs were created in numerical order, and do not correspond with priority. While the estimated project costs are shown, the responsibility will be shared by the city, Franklin County, WSDOT, and private development, with the cost shares to be determined as applicable. Motor Vehicle System Improvements TO BETTER SERVE THE HIGHER TRAFFIC VOLUMES EXPECTED WITH COMMUNITY GROWTH, MANY MOTOR VEHICLE SYSTEM IMPROVEMENTS INCLUDE UPGRADING EXISTING INTERSECTION TRAFFIC CONTROLS.Photo Credit: Tri-City HeraldPage 246 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 30RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS 182 395 395 12 397 397 240 COURT ST ARGENT RD RAILROAD AVESYLVESTER ST LEWIS STOREGON AVE 10TH AVE CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVEWERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT N RAILROAD PASCO CITY LIMITS PASCO UGA ROAD WIDENING TRANSIT CENTER TRAFFIC STUDY ROAD EXTENSION/NEW ROAD BRIDGE IMPROVEMENTS NEW BRIDGE INTERSECTIONIMPROVEMENTS# EXP#TR# TS# EXT# EXT# EXT#4TH AVEGLADE RDTS2 TS1 EXT1 EXT12 EXP1EXP14 EXP2EXP1 5EXP13 EXT13 EXT2EXT3 EXP4EXP3 EXP6EXT8 EXT5 EXT6 EXT7 EXP9 EXT16EXT9EXT5 EXP9 EXT10EXP9EXT15 EXT14 TR1 EXT11EXT4EXP7EXP10TS3EXP8EXP6EXP5EXP1132 33 34 4 14 16 17 19 23 6 9 30 46 47 15 8107 2 3 45 124443 25 42 11 49 241 48 DENT RD ROAD 68 KARTCHNERROAD BROADMOORBLVD BROADMOORBLVD FIGURE 13. MOTOR VEHICLE SYSTEM IMPROVEMENTSPage 247 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 31RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS TABLE 3. INTERSECTION IMPROVEMENTS (INT) ID NAME DESCRIPTION COST INT1 Road 68/I-182 WB Ramp Terminal Improvements Expand capacity of westbound ramp terminal $1,915,000 INT2 Sandifur Parkway/Convention Drive Improvements Install a traffic signal; restripe Convention Drive to include northbound and southbound left turn pockets $1,045,000 INT3 Road 68/Burden Boulevard Intersection Improvements Channelization improvements to reduce queueing on westbound approach and access to I-182 $260,000 INT4 Court Street/Road 68 Intersection Improvements Construct a roundabout or traffic signal to improve safety, intersection control, and capacity $2,000,000 INT6 Lewis St/Heritage Ave Intersection Improvements Install traffic signal $480,000 INT7 Burden Blvd/Road 60 Intersection Improvements Install traffic signal $480,000 INT8 Road 44/Burden Blvd Intersection Improvements Install traffic signal $480,000 INT9 Heritage Ave/A St Intersection Improvements Install traffic signal $795,000 INT10 Madison Ave/Burden Blvd Intersection Improvements Install traffic signal $480,000 INT11 Dent Rd/Road 68/Columbia River Rd/Taylor Flats Rd/ Clark Rd Intersection Improvements Realign Columbia River Road south to Dent Road and close existing connection to Road 68; construct a 1-lane roundabout at Columbia River Road/ Dent Road; construct a 2-lane four leg roundabout at Dent Road/Clark Road/ Road 68/Taylor Flats Road with eastbound and northbound right turn slip lanes; widen Taylor Flats Road to 4 lanes immediately north of roundabout $4,865,000 INT12 Sandifur Pkwy/Road 76 Intersection Improvements Install a traffic signal; remove existing channelized northbound right turn lane and convert to shared northbound through/right turn lane $480,000 INT14 Court St/Road 60 Intersection Improvements Construct a traffic signal $480,000 INT15 Argent Rd/Road 52 Intersection Improvements Construct turn pockets or traffic signal $350,000 INT16 Court St/Road 52 Intersection Improvements Construct turn pockets (included as part of road diet project)$350,000 INT17 Sylvester St/Road 28 Intersection Improvements Redesign traffic signal and install a northbound left turn lane $700,000 INT19 10th Ave/Sylvester St Intersection Improvements [ from Comp Plan – no description available]$50,000 INT23 Cedar Ave/Lewis St Intersection Improvements Construct a traffic signal and restripe Lewis Street to three lanes $350,000Page 248 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 32RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS ID NAME DESCRIPTION COST INT24 I-182/Road 68 Interchange Improvements Interchange reconstruction, improve on and off capacity for EB and WB traffic, widen bridge structure $15,850,000 INT25 I-182/Broadmoor Blvd Interchange Improvements Construct a 1-lane loop ramp from eastbound I-182 to northbound Broadmoor Boulevard within existing right of way; widen westbound approaches at I-182 westbound and eastbound ramp terminals to include dual right turn lanes $3,300,000 INT30 4th Ave/I-182 WB ramps Construct a southbound right turn lane at intersection $220,000 INT32 Court St/Harris Rd Install a traffic signal $480,000 INT33 Court St/Road 108 Restripe southbound approach to create a southbound left turn lane $35,000 INT34 Court St/Broadmoor Boulevard Install a traffic signal $480,000 INT42 Broadmoor Boulevard/Sandifur Parkway Intersection Improvements Widen approaches as needed to construct new dual northbound left turn lanes, a westbound through lane, a channelized southbound right turn lane, and dual eastbound right turn lanes; widen to add an additional southbound receiving lane on Broadmoor Boulevard between Sandifur Parkway and the old Harris Road intersection $3,600,000 INT43 Sandifur Parkway/Road 90 Intersection Improvements Install a traffic signal $795,000 INT44 Sandifur Parkway/Road 84 Intersection Improvements Install a traffic signal $480,000 INT45 Wrigley Drive/Road 76 Intersection Improvements Install a traffic signal $480,000 INT46 Rainier Ave/US 395 SB On/Off Ramp & Kartchner St Install a traffic signal $480,000 INT47 Commercial Ave/US 395 NB On/Off Ramp & Kartchner St Install a traffic signal $480,000 INT48 Sylvester St & US 395 NB Off Ramp Install a traffic signal $480,000 INT49 Lewis St/10th Avenue Intersection Improvements Install an active signal ahead warning sign $45,000Page 249 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 33RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS The next major category of motor vehicle system improvements is roadway extensions, which are newly constructed as development occurs, and overpasses. These projects are generally much larger investments than intersection upgrades because they are building the essential roadway network in the growth areas and addressing system limitations at key bottlenecks around the city. The first two projects would construct new street overpasses at Lewis Street (EXT1) in downtown, and at Road 76 (EXT2) just west of the Road 68 interchange with I-182. The Lewis Street Overpass replaces the existing railroad underpass facility and began construction in 2021. The Road 76 Overpass project supplements the carrying capacity of the Road 68 overpass to allow local trips to cross the freeway without passing through the ramp intersections and provides quality walking and bicycling options that are not available at Road 68. The other EXT projects are new streets that extend the existing major roadway system to service growth areas. TABLE 4. NEW ROADWAY EXTENSIONS (EXT) ID NAME EXTENTS DESCRIPTION COST EXT1 Lewis Street Overpass 2nd Avenue to Oregon Avenue Construct a new railroad overpass between 2nd Avenue and Oregon Avenue to replace existing deteriorating underpass (Built)$32,016,000 EXT2 Road 76 Overpass Chapel Hill Boulevard to Burden Boulevard Construct a new 2-lane overpass and roadway to extend Road 76 over I-182 with bicycle and pedestrian facilities; install traffic signal at Road 76/ Burden Boulevard, restripe southbound approach to include a separate left turn pocket, and construct a northbound right turn lane; complete existing roundabout at Road 76/Chapel Hill Boulevard $30,000,000 EXT3 Wrigley Drive Extension Clemente Lane to Convention Drive Extend Wrigley Drive from Clemente Lane to Convention Drive (Built)$960,000 EXT4 Crescent Road Chapel Hill Boulevard to Road 108 Construct a new 3-lane road in the existing Crescent Road ROW to connect Road 108 and Chapel Hill Boulevard $3,085,000 EXT5 Future East-West Connection (Deseret Drive)Dent Road to Road 52 Construct a 3-lane roadway and upgrade existing segments of Deseret Drive; construct two-way stop control intersection at Deseret Drive/Dent Road, Deseret Drive/Future North-South Connection (Halfway between Broadmoor Boulevard and Dent Road), Deseret Drive/Convention Drive, and Deseret Drive/Road 60; install new signals at Broadmoor Boulevard/Deseret Drive and Road 68/Deseret Drive; construct new 1-lane roundabout at Deseret Drive/ Road 90 and Deseret Drive/Road 84 $63,640,000 EXT6 Road 52 Extension Burns Road through to UGA Construct a 3-lane roadway $24,885,000Page 250 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 34RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS ID NAME EXTENTS DESCRIPTION COST EXT7 Road 60 Extension Burns Road through to UGA Construct a 3-lane roadway; install two-way stop control at Clark Road/Road 60 $24,270,000 EXT8 Convention Drive Extension Burns Road through to UGA Construct a 3-lane roadway; install two-way stop control at Clark Road/ Convention Drive; restripe northbound approach at Burns Road/Convention Drive to include a dedicated left turn lane $24,330,000 EXT9 Road 90 Extension Burns Road through to UGA Construct a 3-lane roadway; install a traffic signal at Road 90/Burns Road; construct a 1-lane roundabout at Road 90/Dent Road $26,795,000 EXT10 Future North-South Connection (Halfway between Broadmoor Boulevard and Dent Road) Harris Road to Dent Road Construct a 3-lane roadway; install two-way stop control at Future North-South Connection/Harris Road and Future North-South Connection/Dent Road; install a traffic signal at Future North-South Connection/Burns Road $28,105,000 EXT11 Dent Road Extension Burns Road to Harris Road Construct a 3-lane roadway; install a traffic signal at Dent Road/Burns Road $14,505,000 EXT12 Hillsboro Rd Extension King Avenue to UGA New road from east of King Ave to UGA $34,940,000 EXT13 Wernett Rd Extension Road 76 to Road 84 New road from Rd 76 to Road 84 $6,075,000 EXT14 Sandifur Parkway Extension - Phase 1 Broadmoor Boulevard to Future North-South Connection (Between Broadmoor Boulevard and Dent Road) Construct a 5-lane roadway; realign Harris Road to Sandifur Parkway Extension as 2-lane road and close the existing Harris Road/Broadmoor Boulevard intersection; construct a 2-lane roundabout at Sandifur Parkway Extension/ Harris Road and a 1-lane roundabout at Sandifur Parkway/Future North-South Connection (Between Broadmoor Boulevard and Dent Road) with a westbound right turn slip lane $12,140,000 EXT15 Sandifur Parkway Extension - Phase 2 Future North-South Connection (Between Broadmoor Boulevard and Dent Road) and Shoreline Construct a 3-lane roadway; construct a 1-lane roundabout at Sandifur Parkway/ Dent Road; install two-way stop control at Sandifur Parkway/Shoreline $23,740,000 EXT16 Road 84 Extension Burns Road to UGA Construct a 3-lane roadway; install a traffic signal at Road 84/Burns Road; construct a 1-lane roundabout at Road 84/Dent Road $25,585,000Page 251 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 35RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS A series of focused traffic studies (TS1, TS2, and TS3) was also identified to develop conceptual plans for solutions at major intersections and freeway interchanges to better understand trade-offs and cost efficiencies. In addition, two safety studies (TS4 and TS5) were identified to help the City leverage access to grant funding for local safety improvements. The master plan also shows a potential transit park and ride lot in the general Broadmoor Road area. In addition, the city will develop and adopt a master plan that focuses on active transportation needs of the community. This will refine the findings of the TSMP projects to include a priority citywide network, and to amend plans and standards, as needed, to support safe and convenient non-motorized travel. Further study is required to fully understand the investment required for improvements to support the park-and-ride lot. TABLE 5. TRAFFIC STUDIES AND TRANSIT AMENITIES (TS & TR) ID NAME DESCRIPTION COST TS1 Study Road 44/Argent Road Intersection Study Road 44/Argent Road Intersection $65,000 TS2 Traffic Analysis for I-182/US 395 Interchange Traffic Analysis for I-182/US 395 Interchange $265,000 TS3 Traffic Analysis for US 12/Tank Farm Road Traffic Analysis for US 12/Tank Farm Road $250,000 TS4 Intersection Safety Implementation Plan Develop a program to analyze intersection safety needs, including identification of automated enforcement locations and identifying projects for safety grants $80,000 TS5 Local Roads Safety Plan (LRSP)Update the 2020 LRSP in even-numbered years (2022 and following) to gain eligibility for Highway Safety Improvement Program (HSIP) grant funding $60,000 TS6 Bicycle and Pedestrian Master Plan Develop a master plan specific to the active transportation needs of the community. $200,000 TR1 Broadmoor Park and Ride Location Construct a park-and-ride facility in the Broadmoor Area TBDPage 252 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 36RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS The next category of motor vehicle improvements is expansions to the existing system, which generally add more motor vehicle travel lanes to serve 2040 traffic conditions consistent with the mobility targets in place by the City and its local partners (WSDOT and Franklin County). Some expansion projects were also identified as key components to complete a comprehensive bicycle network for Pasco. These projects are included on Figure 13. Several of these roadway widening projects also identify supporting intersection and traffic control upgrades based on initial performance studies done through the TSMP. Further traffic engineering evaluation will be required at the time of improvement design to fully understand the geometric requirements associated with intersection improvements, such as the length of the suggested dedicated turn lanes, at each location. TABLE 6. ROADWAY WIDENING PROJECTS (EXP) ID NAME EXTENTS DESCRIPTION COST EXP1 Argent Road Improvements - Phase 1 20th Avenue to Varney/Saraceno Widen to 5 lanes with intersection improvements $2,015,000 EXP2 Argent Road Improvements - Phase 2 Varney/Saraceno to Road 40 Widen to 5 lanes with intersection improvements; install a traffic signal or roundabout at Road 36/Argent $8,150,000 EXP3 Sandifur Parkway Improvements Convention Drive to Road 68 Widen to 5 lanes; construct a westbound right turn lane at Road 68/ Sandifur Parkway $2,265,000 EXP4 Sandifur Parkway Improvements Road 60 to Road 52 Widen to 3 lanes; restripe westbound approach to Road 52 to include a shared through/right lane and a dedicated left turn pocket; restripe southbound and eastbound approaches to Road 60 to include dedicated left turn lanes $3,505,000 EXP5 Road 68 Improvements I-182 Eastbound Ramp Terminal to Argent Road Widen to 5 lanes; construct a southbound right turn lane at Road 68/Chapel Hill Boulevard $307,628 EXP6 Burns Road Improvements Broadmoor Boulevard to Road 44 Widen to 3 lanes; construct new 3-lane roadway between Road 68 and Rio Grande Lane; install all-way stop control at Road 52/Burns Road intersection; install a traffic signal at Burns Road/Road 68 $13,804,000 EXP7 Broadmoor Boulevard Improvements I-182 Eastbound Ramp Terminal to Court Street Widen to 3 lanes as needed; convert existing right turn pockets and acceleration lanes to a continuous through travel lane $7,905,000 EXP8 Broadmoor Boulevard Widening I-182 Westbound Ramp Terminal to Dent Road Widen to 5 lanes between I-182 Westbound Ramp Terminal and Burns Road; widen to 3 lanes between Burns Road and Dent Road; install traffic signal at Broadmoor Boulevard/Burns Road and widen eastbound approach to include dedicated left and right turn lanes; install traffic signal at Broadmoor Boulevard/Dent Road $8,035,000 EXP9 Clark Road/Dent Road Improvements Burns Road to Road 52 Widen to 3 lanes $43,225,000Page 253 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 37RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS ID NAME EXTENTS DESCRIPTION COST EXP10 Road 68 Improvements Sandifur Parkway to Clark Road Widen to 5 lanes $13,085,000 EXP11 Road 68 Improvements Court Street to Argent Road Extend 5-lane section immediately south of Argent Road; convert existing southbound right turn lane to a shared southbound through/right turn lane $9,740,000 EXP13 Road 44 Improvements Madison Avenue to Argent Road Widen to 3 lanes; install a traffic signal at Road 44/Argent Road intersection $1,225,000 EXP14 Road 36 Improvements Desert Plateau Drive to Argent Road Widen to 3 lanes $3,345,000 EXP15 Argent Road Improvements - Phase 3 Road 40 to Road 44 Widen to 5 lanes $600,000 EXP23 Burns Road Shoreline to Broadmoor Boulevard Widen to complete a residential minor arterial cross section $13,795,000 EXP26 Court Street Harris Road to Broadmoor Boulevard Widen to complete a residential minor arterial cross section $9,920,000 EXP33 Road 84 Burns Road to Sandifur Parkway Widen to complete a residential collector cross section $25,000 EXP37 Road 76 Sandifur Parkway to Burden Boulevard Widen to complete a commercial collector cross section $1,925,000 EXP38 Wrigley Drive Road 76 to Clemente Lane Widen to complete a commercial neighborhood collector cross section $560,000 EXP46 Hudson Drive Road 84 to Okanogan Lane Widen to complete a residential neighborhood collector cross section $825,000 EXP47 Okanogan Lane Hudson Drive to Chehalis Drive Widen to complete a residential neighborhood collector cross section $250,000 EXP48 Chehalis Drive Okanogan Lane to Three Rivers Drive Widen to complete a residential neighborhood collector cross section $490,000 EXP49 Three Rivers Drive Chehalis Drive to Road 68 Widen to complete a residential neighborhood collector cross section $1,170,000 EXP53 Argent Road Road 52 to Road 44 Widen to complete a residential minor arterial cross section $3,840,000 EXP57 Road 76 Argent Road to Court Street Widen to complete a residential neighborhood collector cross section $5,520,000Page 254 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 38RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS ID NAME EXTENTS DESCRIPTION COST EXP58 Court Street Broadmoor Boulevard to Road 84 Widen to complete a residential 3-lane principal arterial cross section $15,315,000 EXP74 Wrigley Drive Road 68 Place to Roosevelt Drive Widen to complete a residential neighborhood collector cross section $4,350,000 EXP75 Roosevelt Drive Wrigley Drive to Madison Avenue Widen to complete a residential neighborhood collector cross section $225,000 EXP76 Madison Avenue Roosevelt Drive to Burden Boulevard Widen to complete a residential neighborhood collector cross section $140,000 EXP77 Madison Avenue Burden Boulevard to Road 44 Widen to complete a residential neighborhood collector cross section $50,000 EXP79 Road 60 Burns Road to Burden Boulevard Widen to complete a residential collector cross section $465,000 EXP82 Burden Boulevard Road 60 to Road 36 Widen to complete a residential minor arterial cross section $5,860,000 EXP89 Road 60 Court Street to Sylvester Street Widen to complete a residential collector cross section $3,305,000 EXP93 Sylvester Street Road 60 To Road 54 Widen to complete a residential collector cross section $2,125,000 EXP102 A Street 20th Avenue to Heritage Boulevard Widen to complete an industrial minor arterial $6,990,000 EXP103 A Street Heritage Boulevard to US 12 Widen to complete an industrial minor arterial $4,695,000 EXP111 10th Avenue Lewis Street to Sylvester Street Widen to complete a mixed use minor arterial cross section $2,895,000 EXP112 10th Avenue Ainsworth Street to Lewis Street Widen to complete an industrial minor arterial cross section $150,000 EXP115 4th Avenue Ainsworth Street to Columbia Street Widen to complete an industrial minor arterial cross section $3,480,000 EXP126 Elm Avenue Broadway Street to A Street Widen to complete a residential neighborhood collector cross section $445,000Page 255 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 39RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS The recommended bicycle and pedestrian system improvements are listed by category in Figure 14 (Bike/Pedestrian Projects), with the project IDs corresponding with those in Table 7. Note that the project IDs were created in numerical order, and do not correspond with priority. While the estimated project costs are shown, the responsibility will be shared by the City, Franklin County, WSDOT, and private development, with the cost shares to be determined as applicable. In addition to the specific projects targeted for bicycle and pedestrian users (Table 7), Figure 14 illustrates motor vehicle projects that have bike and pedestrian elements, which were already listed in the previous sections’ project tables. The compilation of dedicated bicycle/pedestrian and other projects illustrates the citywide bicycling and walking network that will be in place once these improvements have been completed. Photo Credit: Port of Pasco Bicycle and Pedestrian System Improvements Photo Credit: City of PascoPage 256 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 40RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS 182 395 395 12 397 397 240 COURT ST ARGENT RD RAILROAD AVESYLVESTER ST LEWIS STOREGON AVE 10TH AVE DENT RD KARTCHNERROAD BROADMOORBLVD BROADMOORBLVD CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD 20TH AVEWERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT N RAILROAD PASCO CITY LIMITS PASCO UGA BICYCLE AND PEDESTRIANIMPROVEMENTPROJECTS BP# MINOR ROADWAY WIDENING EXP# OTHER BICYCLEAND PEDESTRIANPROJECTS EXP# EXT# TRANSIT CENTERTR#4TH AVEGLADE RDEXT1 EXT12 EXP1EXP14 EXP2EXP1 5EXP13 EXT13 EXT2EXT3 EXP4EXP3 EXP6EXT8 EXT5 EXT6 EXT7 EXP9 EXT16EXT9EXT5 EXP9 EXT10EXP9EXT15 EXT14 TR1 EXT11EXT4EXP7EXP10EXP8EXP6 EXP23 EX P 2 6 EXP58 EXP77 EXP74EXP79 EXP102 EXP126EXP89EXP57EXP5EXP11ROAD 68 BP6 BP11, BP14 BP12, BP15 BP8 BP13, BP16BP12, BP15 BP9 BP10 BP10 BP1 BP2 BP3 BP4BP5BP7ROAD 84FIGURE 14. BICYCLE AND PEDESTRIAN PROJECTSPage 257 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 41RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS TABLE 7. BICYCLE AND PEDESTRIAN PROJECTS (BP) ID NAME EXTENTS DESCRIPTION COST BP1 Burns Road Pedestrian/ Bicycle Pathway Phase 1 Broadmoor Boulevard to Road 90 12-foot-wide Pedestrian/Bicycle pathway from Broadmoor Boulevard to Road 90 (Starting construction in 2022)$775,000 BP2 Burns Road Pedestrian/ Bicycle Pathway Phase 2 Road 90 to Road 84 12-foot-wide Pedestrian/Bicycle pathway from Road 90 to Road 84 (Starting construction in 2022)$455,000 BP3 Burns Road Pedestrian/ Bicycle Pathway Phase 3 Road 84 to Road 68 12-foot-wide Pedestrian/Bicycle pathway from Road 84 to Road 68 (Starting construction in 2022)$650,000 BP4 Pedestrian/Bicycle Access Broadmoor Boulevard Interchange St Thomas Drive to Harris Road Pedestrian/Bicycle facilities on Broadmoor Boulevard from St Thomas Dr to Harris Road $2,320,000 BP5 Pedestrian/Bicycle Access Road 68 Interchange Chapel Hill Boulevard to Burden Boulevard Pedestrian/Bicycle facility on Road 68 from Chapel Hill Blvd to Burden Blvd $1,100,000 BP6 Sacajawea Heritage Trail Levee Road 52 to Road 72 Lower the levee and install pathways for pedestrians from Road 52 to Road 72 $4,731,000 BP7 James Street Improvements Oregon Avenue to Frontier Loop Improve safety and pedestrian features and consolidate accesses $1,220,000 BP8 Pedestrian/Bicycle Access Sylvester Street Overpass 32nd Avenue to 28th Avenue Pedestrian/Bicycle facility on Sylvester Street from 32nd Avenue to 28th Avenue $1,845,000 BP9 Lewis Street Corridor Improvements N/A Tie Lewis Street Overpass into other downtown improvements for safety and Pedestrian/Bicycle accessibility $1,625,000 BP10 FCID Canal Pedestrian/ Bicycle Pathway Study N/A FCID Canal Pedestrian/Bicycle Pathway Study $870,000 BP11 Court Street Road Reconfiguration Road 40 to Road 68 Reconfigure Court Street to one lane in each direction and a center turn lane; stripe bike lanes in both directions $270,000 BP12 Sylvester Street Road Reconfiguration 5th Avenue to Road 54 Reconfigure Sylvester Street to one lane in each direction and a center turn lane; stripe bike lanes in both directions $1,630,000 BP13 20th Ave Road Reconfiguration A Street to Argent Road Reconfigure 20th Avenue to one lane in each direction and a center turn lane; install buffered bikes lanes in both directions. Additional improvements (e.g. right turn lanes) may be provided at intersections $1,990,000 BP14 Court Street Sidewalk Infill Road 40 to Road 68 Complete sidewalk infill as needed $8,275,000 BP15 Sylvester Street Sidewalk Infill 5th Avenue to Road 54 Complete sidewalk infill as needed $9,795,000 BP16 20th Ave Sidewalk Infill A Street to Argent Road Complete sidewalk infill as needed $3,180,000Page 258 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 42RECOMMENDED TRANSPORTATION SYSTEM IMPROVEMENTS The previous lists of recommended multimodal system improvements represent an investment of about $665 million, as summarized in Table 8 below. Most of the costs are associated with Roadway Extensions (EXT) and Widenings (EXP), which together total $575 million. It is noted that these improvement costs will be shared among the City of Pasco, the local development community, and other local transportation agency partners, including WSDOT and Franklin County. The city will be updating its Traffic Impact Fee (TIF) program in 2022 to address these system investments. The TIF is a one-time fee which helps build system improvements. It is collected from local development applicants at the time of new construction. Summary of Recommended Improvements TABLE 8. SYSTEM IMPROVEMENT PROJECTS SUMMARY ID CATEGORY NUMBER OF PROJECTS DESCRIPTION ESTIMATED COST (MILLIONS) INT Intersections 31 Intersection expansions, multimodal improvements and upgraded traffic controls $42.8 M EXT Roadway Extension Projects 16 New streets to extend or replace existing roadways and overpasses $375.1 M TS/TR Traffic Studies and Transit Amenities 6 Future traffic and concept planning to refine the scope and cost of improvements $0.9 M EXP Roadway Widening Projects 40 Expand existing roadway cross-sections to add motor vehicle through and turning lanes to support growth $206.0 M BP Bicycle and Pedestrian Projects 16 Dedicated projects to enhance and connect the citywide system for walking and bicycling $40.7 M TOTAL 108 $665.5 M 42 Page 259 of 480 Transportation System Standards CHAPTER 4 43 The roadway functional classification system, special route designations, access spacing and mobility standards are also included in this chapter. For a complete listing of the system standards including typical design standards for roadways, walkways and bikeways within the city, refer to Appendix D for Transportation System Standards memo. THIS CHAPTER PROVIDES AN OVERVIEW OF THE TRANSPORTATION SYSTEM STANDARDS ADOPTED CONCURRENT WITH THE PASCO TRANSPORTATION SYSTEM MASTER PLAN. TOGETHER, THESE STANDARDS WILL HELP ENSURE FUTURE FACILITIES ARE DESIGNED APPROPRIATELY AND THAT ALL FACILITIES ARE MANAGED TO SERVE THEIR INTENDED PURPOSE.Page 260 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 44TRANSPORTATION SYSTEM STANDARDS A city’s street functional classification system is an important tool for managing the transportation system. It is based on a hierarchical system of roads in which streets of a higher classification, such as arterials, emphasize a higher level of mobility for through movements, while streets of a lower classification emphasize access to land uses. Pasco currently has four functional classes: 1. Principal Arterials connect major activity centers as well as the interstate system. They will serve a variety of travel movements supporting longer/lengthier trips and are primarily intended to serve regional traffic movement. 2. Minor Arterials create direct connections through the city and can be found on the periphery of residential neighborhoods. They generally provide the primary connection to other Arterial or Collector Streets and access to larger developed areas and neighborhoods. 3. Collectors provide local traffic circulation throughout the city and serve to funnel traffic from the arterial street network to streets of the same or lower classification. They typically have minor access restrictions. 4. Local Streets provide local access and circulation for traffic, connect neighborhoods, and often function as through routes for pedestrians and bicyclists. Local Streets should maintain slow vehicle operating speeds while providing convenient access to multimodal travel. The TSMP also introduced a new Neighborhood Collector functional classification to identify locations where local access needs should be balanced with enhanced pedestrian and bicycle amenities. These streets should maintain slow vehicle operating speeds to accommodate safe use by all modes and provide local neighborhood access. Functional classification provides a helpful framework for managing the city’s transportation system and supporting other standards summarized in the following sections, including connectivity, spacing, freight routes, cross-sections, and access management. Table 9 lists the desired spacing of each facility type throughout Pasco to ensure a high level of connectivity. Figure 15 illustrates the desired spacing for the arterial and collector network. Deviations from these guidelines may be needed in locations where there are significant barriers, such as topography, rail lines, freeways, existing development, or the presence of natural areas. In Pasco, all roadways are required to be multimodal or “complete streets”, with each street serving the needs of the various travel modes. Streets in the city will not all be designed the same. Pasco classifies the street system into a hierarchy organized by functional classification and street type (representative of their places). These classifications ensure that the streets reflect the neighborhood through which they pass, consisting of a scale and design appropriate to the character of the abutting properties and land uses. The classifications also provide for and balance the needs of all travel modes including pedestrians, bicyclists, transit riders, motor vehicles and freight. Within these street classifications, context sensitive designs may result in alternative cross-sections. Roadway Functional Classification Photo Credit: Tri-City HeraldPage 261 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 45TRANSPORTATION SYSTEM STANDARDS TABLE 9. FACILITY SPACING GUIDELINES FUNCTIONAL CLASSIFICATION RECOMMENDED MAXIMUM SPACINGA PRINCIPAL ARTERIAL 1 to 2 miles MINOR ARTERIAL 1 mile COLLECTOR ½ mile NEIGHBORHOOD COLLECTOR ¼ mile LOCAL STREET 300–500 feet BICYCLE AND PEDESTRIAN FACILITIES 300 feet A Recommended maximum spacing refers to distance between facilities with the same or higher functional classification. Deviations from the recommended maximum spacing are subject to approval by the City engineer. The adopted reclassifications aim to create a consistent functional classification scheme and match a roadway’s functional classification to their role in the transportation network. The existing road network was also reviewed to identify neighborhood collector routes. Neighborhood collectors were identified in locations where the functional classification map from the Pasco Comprehensive Plan previously identified two closely spaced, parallel collectors which serve similar land uses. Converting one of these routes to a neighborhood collector provides a classification that is more consistent with the actual use of the road and facilitates multimodal transportation. Neighborhood collectors were also designated on the local street system for routes which provide connections between several adjacent neighborhoods and the collector or arterial network. The adopted reclassifications summarized in Figure 16 and Tables 10 and 11 will provide better system spacing and connectivity. It is important to note that many of the existing roadway cross-sections will not meet the standard cross-sections of their new functional classification. Cross-section improvements are not expected outside of redevelopment. Note that Columbia River Road and Taylor Flats Road, north of Road 68, are classified as collectors, consistent with Franklin County’s functional classification, even though Road 68 is classified as a principal arterial. These designations will be consistent for both roadways as they continue further north in rural Franklin County. Also, the easterly end of Burns Road, also called Powerline Road, is indicated with a possible easterly extension that crosses over the rail yard and eventually connects to US 395 north of Foster Wells Road. This is an illustrative concept of how east-west principal arterial level connections could be made north of I-182 to provide an alternative regional route. However, this connection is not included in the project list of the TSMP, and has not been assumed in the 2040 horizon year system. People walking and biking benefit the most from closely spaced facilities because their travel is most affected by variation in distance. By providing walking and biking facilities or accessways that are spaced no more than 300 feet apart, Pasco will support active transportation within and between its neighborhoods. These connections also support high quality access to transit.MINOR ARTERIALMINOR ARTERIALFREEWAY COLLECTORPRINCIPAL ARTERIALPRINCIPAL ARTERIAL2 MILES 1 TO 2 MILES FOR PRINCIPAL ARTERIALS 1 MILE 1 MILE FOR MINOR ARTERIALS 1/2 1/2 MILE FOR COLLECTORS FIGURE 15. DESIRED FACILITY SPACINGPage 262 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 46TRANSPORTATION SYSTEM STANDARDS 4TH AVEGLADE RDCOURT ST ARGENT RD ROAD 68RAILROAD AVESYLVESTER ST LEWIS STOREGON AVE DENT RD KARTCHNERROAD CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420THAVE 10TH AVE WERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT BROADMOOR BLVDBROADMOOR BLVD182 395 397 395 12 397 240 395PASCO CITY LIMITS PASCO UGA STREET CLASSIFICATION: INTERSTATE OTHER FREEWAYS & EXPRESSWAYS RAMP PRINCIPAL ARTERIAL PRINCIPAL ARTERIAL, FUTURE MINOR ARTERIAL MINOR ARTERIAL,FUTURE COLLECTOR COLLECTOR, FUTURE NEIGHBORHOODCOLLECTOR NEIGHBORHOOD COLLECTOR, FUTURE LOCAL N FIGURE 16. RECOMMENDED ROADWAY FUNCTIONAL CLASSIFICATIONPage 263 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 47TRANSPORTATION SYSTEM STANDARDS TABLE 10. FUNCTIONAL CLASSIFICATION OF NEW ROADWAYS ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION SANDIFUR PARKWAY EXTENSION Broadmoor Boulevard to New North-South Collector Principal Arterial DENT ROAD EXTENSION Burns Road to Harris Road Minor Arterial SANDIFUR PARKWAY EXTENSION New North-South Collector to Shoreline Drive Minor Arterial SANDIFUR PARKWAY EXTENSION New North-South Collector to Shoreline Drive Collector NEW NORTH-SOUTH COLLECTOR Dent Road to Harris Road Collector ROAD 84 EXTENSION Burns Road to Columbia River Road Collector CONVENTION DRIVE EXTENSION Burns Road to Clark Road Collector ROAD 60 EXTENSION Burns Road to Clark Road Collector DESERET DRIVE Dent Road to Road 52 Collector ROAD 76 EXTENSION Burden Boulevard to Argent Road Collector ROAD 90 EXTENSION Burns Road to UGA Neighborhood Collector THREE RIVERS DRIVE EXTENSION Road 68 to Rio Grande Lane Neighborhood Collector WRIGLEY DRIVE EXTENSION Clemente Lane to Road 68 Place Neighborhood Collector ROAD 52 EXTENSION Burns Road Deseret Drive Neighborhood Collector WERNETT ROAD EXTENSION Road 76 to Road 84 Neighborhood CollectorPage 264 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 48TRANSPORTATION SYSTEM STANDARDS TABLE 11. ROADWAY FUNCTIONAL CLASSIFICATION CHANGES EXISTING FUNCTIONAL CLASSIFICATION ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION MINOR ARTERIAL Broadmoor Boulevard Dent Road to UGA Principal Arterial MINOR ARTERIAL 20th Avenue Lewis Street to A Street Principal Arterial PRINCIPAL ARTERIAL 10th Avenue Ainsworth Street to A street Minor Arterial PRINCIPAL ARTERIAL 4th Avenue A Street to I-182 Westbound Ramp Terminal Minor Arterial COLLECTOR Court Street Broadmoor Boulevard to Harris Road Minor Arterial COLLECTOR Harris Road Court Street to Dent Road Extension Minor Arterial COLLECTOR Dent Road Burns Road to Road 68 Minor Arterial COLLECTOR Clark Road Road 68 to Road 52 Minor Arterial COLLECTOR Chapel Hill Boulevard Road 82 to Road 68 Minor Arterial COLLECTOR A Street 20th Avenue to 28th Avenue Minor Arterial COLLECTOR 28th Avenue A Street to Sylvester street Minor Arterial MINOR ARTERIAL Chapel Hill Boulevard Crescent Road to Broadmoor Boulevard Collector MINOR ARTERIAL Road 60 Court Street to Sylvester Street Collector MINOR ARTERIAL Sylvester Street Road 60 to 4th Avenue Collector MINOR ARTERIAL Court Street 4th Avenue to 1st Avenue Collector MINOR ARTERIAL 1st Avenue Court Street to A Street Collector LOCAL Broadway Street Wehe Avenue to Cedar Avenue Collector LOCAL Cedar Avenue Broadway Street to Lewis Street Collector LOCAL Commercial Avenue Kartchner Street to Hillsboro Road Collector MINOR ARTERIAL Road 90 Sandifur Parkway to Burns Road Neighborhood Collector COLLECTOR Wernett Road Road 36 To Road 76 Neighborhood Collector COLLECTOR 14th Avenue Lewis Street to Court Street Neighborhood Collector COLLECTOR Saratoga Lane Chapel Hill boulevard to Argent Road Neighborhood Collector COLLECTOR Road 44 Argent Road to Madison Avenue Neighborhood Collector COLLECTOR Madison Avenue Road 44 to Burden Boulevard Neighborhood CollectorPage 265 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 49TRANSPORTATION SYSTEM STANDARDS EXISTING FUNCTIONAL CLASSIFICATION ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION COLLECTOR Road 52 Burden Boulevard to Burns Road Neighborhood Collector COLLECTOR Wrigley Drive Road 76 to Clemente Lane Neighborhood Collector LOCAL Kohler Road Dent Road to Hillcrest Drive Neighborhood Collector LOCAL Road 92 Court Street to Maple Drive Neighborhood Collector LOCAL Road 76 Argent Road to Court Street Neighborhood Collector LOCAL Road 60 Argent Road to Court Street Neighborhood Collector LOCAL Road 48 Argent Road to Sylvester Street Neighborhood Collector LOCAL Wernett Road Road 36 to Road 30 Neighborhood Collector LOCAL 14th Avenue Court Street to Lincoln Drive Neighborhood Collector LOCAL Pearl Street 24th Avenue to 13th Avenue & 10th Avenue to 5th Avenue Neighborhood Collector LOCAL 13th Avenue Pearl Street to Riverview Drive Neighborhood Collector LOCAL Riverview Drive 13th Avenue to 12th Avenue Neighborhood Collector LOCAL 10th Avenue 12th Avenue to Pearl Street Neighborhood Collector LOCAL Elm Avenue A Street to Shepperd Street Neighborhood Collector LOCAL Wrigley Drive Road 68 Place to Roosevelt Drive Neighborhood Collector LOCAL Roosevelt Drive Wrigley Drive to Madison Avenue Neighborhood Collector LOCAL Madison Avenue Roosevelt Drive to Burden Boulevard Neighborhood Collector LOCAL Vincenzo Drive Broadmoor Boulevard to Majestia Lane Neighborhood Collector LOCAL Majestia Lane Vincenzo Drive to Road 90 Neighborhood Collector LOCAL Road 90 Sandifur Parkway to Burns Road Neighborhood Collector LOCAL Wilshire Drive Road 90 to Westmoreland Lane Neighborhood Collector LOCAL Westmoreland Lane Wilshire Drive to Overland Court Neighborhood Collector LOCAL Overland Court Westmoreland Lane to Westminster Lane Neighborhood Collector LOCAL Westminster Lane Overland Court to Stutz Drive Neighborhood Collector LOCAL Stutz Drive Westminster Lane to Road 84 Neighborhood CollectorPage 266 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 50TRANSPORTATION SYSTEM STANDARDS EXISTING FUNCTIONAL CLASSIFICATION ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION LOCAL Hudson Drive Road 84 to Okanogan Lane Neighborhood Collector LOCAL Okanogan Lane Hudson Drive to Chehalis Drive Neighborhood Collector LOCAL Chehalis Drive Okanogan Lane to Three Rivers Drive Neighborhood Collector LOCAL Three Rivers Drive Chehalis Drive to Road 68 & Rio Grande Lane to Road 56 Neighborhood Collector LOCAL Road 56 Three Rivers Drive to Overton Road Neighborhood Collector LOCAL Overton Road Road 56 to Road 52 Neighborhood Collector Page 267 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 51TRANSPORTATION SYSTEM STANDARDS Freight routes play a vital role in the economical movement of raw materials and finished products, while maintaining neighborhood livability, public safety, and minimizing maintenance costs of the roadway system. The Washington State Freight and Goods Transportation System (FGTS) tonnage classification system identifies different categories of freight corridors based on annual freight tonnage moved (refer to Figure 17). The freight corridors in Pasco are as follows: • I-182 • US 12 • US 395 • WA 397 • Broadmoor Boulevard (I-182 to Harris Road) • Road 68 (I-182 to Clark Road) • 4th Avenue (I-182 to Glade Road) • Ainsworth Avenue/Dock Street (WA 397 to Sacajawea Park Road) • Harris Road (Broadmoor Blvd to Shoreline Road) • Shoreline Road (Harris Road to Burns Road) • Burns Road (Shoreline Road to Dent Road) • Dent Road (Burns Road to Road 68) • Clark Road (Road 68 to Glad Road) • Taylor Flats Road (North of Road 68) • Columbia River Road (North of Road 68) • Glade Road (North of 4th Avenue) • Railroad Avenue (North of Hillsboro Street) • Foster Wells Road (East of US 395) • Kartchner Street (Railroad Avenue to Commercial Avenue) • Hillsboro Street (Railroad Avenue to Travel Plaza Way) • Lewis Street (US 395 to 20th Avenue) • 20th Avenue (Lewis Street to A Street) • A Street (20th Avenue to US 12) • Pasco Kahlotus Road (East of US 12) • Lewis Street (WA 397 to US 12) • 4th Avenue (Ainsworth Street to A Street) As part of the revitalization of the downtown as envisioned in the current Master Planning, the existing Lewis Street freight corridor should be modified to divert freight traffic onto parallel routes along Ainsworth Street and A Street. Other critical freight corridors that are not currently included in the Washington FGTS, as shown in Figure 17, include Sacajawea Park Road from Ainsworth Avenue to US 12 and Commercial Avenue from Lewis Street to Kartchner Street. Including these routes in a future update to the Washington FGTS will recognize their significance to Pasco’s freight system and connect key industrial areas to existing FGTS corridors. The city’s freight transportation system also includes a rail yard, port, and the Tri-Cities Airport. Intermodal connections between these freight hubs, Pasco’s industrial areas, and the Tri-Cities region are necessary to support the movement of goods. Primary routes serving these existing freight transportation needs are identified through the Washington FGTS although additional development in these areas could generate new freight traffic demands. Pasco will benefit from ensuring that its freight routes are designed to accommodate the needs of its industrial and commercial areas, while protecting its residential neighborhoods from freight traffic. Having designated freight routes will help the city better coordinate and improve its efforts regarding both freight and non-freight transportation system users, including the following: • Roadway and Intersection Improvements can be designed for freight vehicles with adjustments for turn radii, sight distance, lane width and turn pocket lengths. • Bicycle and Pedestrian Improvements— such as protected or separated bike facilities, enhanced pedestrian crossings, and other safety improvements—can be identified to reduce freight impacts to other users, particularly along bikeways and walkways. • Roadway Durability can be increased by using concrete instead of asphalt for the pavement surface. • Railroad Connections can be coordinated to support businesses that ship goods by rail, particularly in areas where railroad sidings can be provided. • Coordination with Businesses and Adjacent Jurisdictions can ensure that local and regional freight traffic uses Pasco’s freight routes to travel within the city. Freight Network Page 268 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 52TRANSPORTATION SYSTEM STANDARDS 4TH AVEGLADE RDCOURT ST ARGENT RD ROAD 68RAILROAD AVESYLVESTER ST LEWIS STOREGON AVEBROADMOOR BLVDBROADMO OR BLVDDENT RD KARTCHNERROAD CLARK RD A ST SANDIFUR PKWY BURNS RD BURDEN BLVDHARRIS RD ROAD 8420TH AVE 10TH AVE WERNETT RD POWERLINE RD AINS W O R T H S T C OMMERCIA L A V E COLUM B I A R I V E R SNAKE RIVERTRICITIES AIRPORT 182 395 397 395 12 397 240 395 REROUTE LEWIS STFREIGHT CORRIDORTO A ST VIAHERITAGE LANE SUGGESTED FREIGHT CORRIDORS TO BE ADDED TO THE WSDOT FREIGHT MAP PASCO CITY LIMITS PASCO UGA FREIGHT CORRIDORS: T1: MORE THAN 10 MILLION TONS PER YEAR T2: 410 MILLION TONS PER YEAR T3: 300,0004 MILLION TONS PER YEAR T4: 100,0003000,000 TONS PER YEAR T5: AT LEAST 20,000 TONS IN 60 DAYS AND LESS THAN 100,000 TONS PER YEAR N FIGURE 17. FREIGHT SYSTEMPage 269 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 53TRANSPORTATION SYSTEM STANDARDS Neighborhood Traffic Management (NTM) involves strategies to slow traffic, and potentially reduce volumes, creating a more inviting environment for pedestrians and bicyclists. NTM strategies focus on neighborhood livability on local streets, though a few can apply to collectors and arterials, such as raised median islands. Mitigation measures balance the need to manage vehicle speeds and volumes with the need to maintain mobility, circulation, and function for service providers, such as emergency responders. Examples of tools are shown in Figure 18. Table 12 lists common NTM applications. Any NTM project should include coordination with emergency response staff to ensure that public safety is not compromised. NTM strategies implemented on a state facility would require coordination with WSDOT regarding freight mobility considerations. Neighborhood Traffic Management Tools FIGURE 18. SUMMARY OF NEIGHBORHOOD TRAFFIC MANAGEMENT STRATEGIES CHICANES DIVERTERS SPEED CUSHIONS CHOKERS MEDIAN ISLANDS SPEED HUMP CURB EXTENSIONS RAISED CROSSWALKS TRAFFIC CIRCLES Photo Sources: Chicanes, Chokers, Median Islands, and Speed Hump > www.pedbikeimages.org/Dan Burden; Curb Extensions and Traffic Circles > www.pedbikeimages.org/Carl Sundstrom; Diverters > www.pedbikeimages.org/ Adam Fukushima; Raised Crosswalks > www.pedbikeimages.org/Tom Harned; Speed Cushions > NACTO Urban Street Design Guide.Page 270 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 54TRANSPORTATION SYSTEM STANDARDS TABLE 12. APPLICATION OF NEIGHBORHOOD TRAFFIC MANAGEMENT STRATEGIES NEIGHBORHOOD TRAFFIC MANAGEMENT APPLICATION USE BY FUNCTIONAL CLASSIFICATION IMPACT ARTERIALS COLLECTORS LOCAL STREETS SPEED REDUCTION TRAFFIC DIVERSION CHICANES CHOKERS CURB EXTENSIONS DIVERTERS (WITH EMERGENCY VEHICLE PASS-THROUGH) MEDIAN ISLANDS RAISED CROSSWALKS SPEED CUSHIONS (WITH EMERGENCY VEHICLE PASS-THROUGH) SPEED HUMP TRAFFIC CIRCLES The City of Pasco does not currently have a formal neighborhood traffic management program. Suggested elements of a new program to be developed and implemented can include: • Provide a formalized process for citizens who are concerned about the traffic or safety on their neighborhood street. The process could include filing a citizen request with petition signatures and a preliminary evaluation. If the evaluation finds cause for concern, a neighborhood meeting would be held and formal data would be collected and evaluated. If a problem were found to exist, solutions would be identified and the process continued with neighborhood meetings, feedback from service and maintenance providers, cost evaluation, and traffic calming device implementation. Six months after implementation the device would be evaluated for effectiveness. • For new development proposals, in addition to assessing impacts to the entire transportation network, traffic studies for new developments must also assess impacts to residential streets. A recommended threshold to determine if this additional analysis is needed is if the proposed project increases through traffic on residential streets by 40 or more vehicles during the evening peak hour or 200 vehicles per day. Once the analysis is performed, the threshold used to determine if residential streets are impacted would be if their daily traffic volume exceeds 1,800 vehicles. NEIGHBORHOOD TRAFFIC MANAGEMENT STRATEGIES IMPROVE NEIGHBORHOOD LIVABILITY ON LOCAL STREETS, CREATING A MORE INVITING ENVIRONMENT FOR PEDESTRIANS AND BICYCLISTS. Page 271 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 55TRANSPORTATION SYSTEM STANDARDS Access management provides safe and efficient access to the transportation system for all users. Historically, the City of Pasco only managed access through restrictions on the placement of driveways. New residential driveways must be located 25 feet from an existing intersection, while new commercial driveways must be placed in coordination with the Public Works Director.4 Expanded access management spacing standards which account for the different roadway functional classifications are adopted for the City of Pasco as part of the TSMP to better manage driveway construction. These standards are summarized in Table 13. In addition to these access spacing standards, it is recommended that the city consider guidelines to enhance the system connectivity within the new neighborhoods to better balance access for all system users. As noted in previous sections of the TSMP, the public feedback during the open house events highlighted the challenges of navigating the city outside of a motor vehicle. Walking and biking and access to transit are significantly benefited by constructing neighborhoods with greater connectivity through better street and walkway spacing, and more direct routes to key destinations, such as schools, parks and transit stops. Today, the city does not provide this type of guidance, and new neighborhood circulation plans are left to the development applicants to decide. 4 City of Pasco. Pasco Municipal Code Section 12.04.100 Driveway Standards. https://pasco.municipal.codes/ PMC/12.04.090 Access Management & Street Connectivity Standards TABLE 13. ACCESS MANAGEMENT SPACING STANDARDS SPACING GUIDELINESA, B PRINCIPAL ARTERIALS MINOR ARTERIALS COLLECTORS NEIGHBORHOOD COLLECTORS LOCAL STREETS MINIMUM DRIVEWAY SPACING (DRIVEWAY TO DRIVEWAY)B 300 feet 250 feet 150 feet 75 feet N/A MINIMUM FULL-ACCESS DRIVEWAY SPACING (SETBACK FROM INTERSECTION) 300 feetC 250 feet 150 feet 75 feet 25 feet MINIMUM RIGHT-IN/RIGHT-OUT DRIVEWAY SPACING (SETBACK FROM INTERSECTION) 150 feetC 125 feet 75 feet 50 feet 25 feet A All distances measured from the edge of adjacent approaches. B A property must construct access to a lower classified roadway, where possible. C WSDOT requires 1,320 between an interchange and the closest driveway. (Source: State of Washington. Washington Administrative Code Section 468-52-040 Access Control Classification System and Standards. https://app.leg.wa.gov/wac/default.aspx?cite=468-52-040) Photo Credit: Group Health Foundation Photo Credit: Jacob GonzalezPage 272 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 56TRANSPORTATION SYSTEM STANDARDS The public engagement process of the TSMP revealed a strong concern about the lack of connectivity in new neighborhoods north of I-182. To address this, guidelines were developed to clarify the community’s expectation for better circulation options in growth areas. It was recognized that it is important to balance the economic objectives of a land developer with the community values of its future residents. City standards help to assure that the shape of the resulting walking, biking and travel systems will provide a framework for new neighborhoods to thrive in the long-term, since it plays a fundamental role in defining the character of that community for generations to come. Specifically, it is recommended to apply new guidelines for the maximum block length, block size, block perimeter and access spacing as summarized in Table 14. Under this new guidance for most zoning designations, block lengths shall not exceed 660 feet and the block perimeter shall not exceed 1,760 feet. Previously blocks could not exceed 1,320 feet for residential uses or 600 feet for commercial uses.5 The recommended complete street connectivity standards plus guidelines are summarized below in Table 14. To enact these recommended street spacing and connectivity changes, the city must conduct a public hearing and the city council must adopt them to become a part of the municipal code. 5 City of Pasco. Street Connectivity – Supplemental Memorandum for CA2019-013. September 17, 2020. TABLE 14. RECOMMENDED STREET CONNECTIVITY STANDARDS SPACING GUIDELINES PRINCIPAL ARTERIALS MINOR ARTERIALS COLLECTORS NEIGHBORHOOD COLLECTORS LOCAL STREETS MAXIMUM BLOCK SIZE (PUBLIC STREET TO PUBLIC STREET)660 feet 660 feet 660 feet 660 feet 660 feet MINIMUM BLOCK SIZE (PUBLIC STREET TO PUBLIC STREET)300 feet 250 feet 200 feet 150 feet 125 feet MAXIMUM BLOCK PERIMETER 1,760 feet 1,760 feet 1,760 feet 1,760 feet 1,760 feet MAXIMUM DISTANCE BETWEEN PEDESTRIAN/BICYCLE ACCESSWAYSA 330 feet 330 feet 330 feet 330 feet 330 feet A Spacing is the maximum of public street to public street, public street to accessway, or accessway to accessway distance.Page 273 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 57TRANSPORTATION SYSTEM STANDARDS For the motor vehicle system, the city applies a list of performance targets to track how well the system works. These mobility targets are used in long-range planning and development review to identify deficiencies on the transportation network and can be used to identify needed improvements as growth occurs. Mobility targets are adopted by the City of Pasco in their comprehensive plan. The City of Pasco uses a Level of Service (LOS) standard which evaluates the average delay at signalized and unsignalized intersections. This calculation is made by using a national methodology for assessing intersection performance, as published in the Highway Capacity Manual (HCM). The current mobility targets, which apply to the weekday peak hour, are summarized below in Table 15. The City requires a lower level of service for arterial and collector roadways where higher traffic leads to higher delays. The arterial and collector standards are consistent with the mobility targets applied by BFCG and WSDOT. TABLE 15. EXISTING MOBILITY TARGETS FOR WEEKDAY PEAK HOUR PERIODS FUNCTIONAL CLASSIFICATION MOBILITY TARGET LOCAL STREETS Level of Service C ARTERIALS AND COLLECTORS Level of Service D WSDOT FACILITIES Level of Service D Vehicle Mobility Targets TWO COMMON METHODS USED TO GAUGE TRAFFIC OPERATIONS FOR MOTOR VEHICLES ARE: VOLUME-TO-CAPACITY (V/C) RATIO A v/c ratio is a decimal representation (between 0.00 and 1.00) of the proportion of capacity that is being used at a turn movement, approach leg, or intersection. The ratio is the peak hour traffic volume divided by the hourly capacity of a given intersection or movement. A lower ratio indicates smooth operations and minimal delays. A ratio approaching 1.00 indicates increased congestion and reduced performance. LEVEL OF SERVICE (LOS) LOS is a “report card” rating (A through F) based on the average delay experienced by vehicles at the intersection. LOS A, B, and C indicate conditions where traffic moves without significant delays over periods of peak hour travel demand. LOS D and E are progressively worse operating conditions. LOS F represents conditions where average vehicle delay is excessive, and demand exceeds capacity, typically resulting in long queues and delays.Page 274 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 58TRANSPORTATION SYSTEM STANDARDS Typically, these LOS targets are applied at individual intersections. It is recommended that these targets be modified to account for the type of traffic controls being applied at each intersection, since the impact of delay differs between signals, roundabouts and stop sign controlled locations. In addition, it is recommended that another metric be added, the Volume-to-Capacity (v/c) Ratio, which measures how close to capacity a location operates at a given time of day. Using both a LOS (delay-based) and v/c (congestion-based) standard which can be helpful in situations where one metric may not be enough, such as an all-way stop where one approach is over capacity, but overall intersection delay meets standards. Each of these metrics is readily calculated by applying the appropriate HCM methods. Table 16 summarizes recommended changes to Pasco’s mobility targets. Also noted is the current target used for WSDOT intersections, which will remain at Level of Service D for all cases. TABLE 16. RECOMMENDED MOBILITY TARGETS TRAFFIC CONTROL TYPE MOBILITY TARGETS APPLICABLE ELEMENT SIGNALIZED Level of Service D and Volume-to-Capacity Ratio ≤0.90 Average for all vehicles using the intersection ALL-WAY STOP OR ROUNDABOUTS Level of Service D and Volume-to-Capacity Ratio ≤0.90 Worst Approach TWO-WAY STOP A Level of Service E and Volume-to-Capacity Ratio ≤0.95 Worst Major Approach/ Worst Minor Approach WSDOT INTERSECTIONS Level of Service D Intersection or Worst Approach depending on control type A Applies to approaches that serve more than 20 vehicles; there is no standard for approaches serving lower volumes.Page 275 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 59TRANSPORTATION SYSTEM STANDARDS Pasco experiences peak congestion due to single-occupant trips during peak demand times. Transportation Demand Management (TDM) aims to remove single occupant motor vehicle trips from the roadway network during peak travel demand periods which could provide one avenue for reducing pressure on key facilities. Changing users’ travel behavior and providing alternative choices will help accommodate the expected growth in travel demand identified for Pasco. Generally, TDM focuses on reducing vehicle miles traveled for large employers by promoting active and shared modes of travel. Research has shown that a comprehensive set of complementary policies implemented over a large geographic area can affect the number of vehicle miles traveled to/from that area. For TDM measures to be effective, strategies should go beyond the low-cost, uncontroversial measures commonly used such as carpooling, transportation coordinators/associations, and priority parking spaces. Effective TDM measures include parking strategies (limiting or increasing supply in strategic locations), improved services for alternative modes of travel, and market-based incentives to encourage travel behavior changes. TDM can also include a variety of actions that are tailored to the specific needs of an area. Opportunities to expand TDM and other measures in Pasco include developing requirements for long-term bicycle parking for places of employment above a certain size, park-and-ride facilities, major transit stops, and multi-family residential developments. Other land uses, especially activity generators, should be required to provide short-term bike parking and are encouraged to implement the long-term options. Long-term bicycle parking options include: • Individual lockers for one or two bicycles • Racks in an enclosed, lockable room • Racks in an area that is monitored by security cameras or guards (within 100 feet) • Racks or lockers in an area always visible to employees Demand Management Policies EFFECTIVE TDM STRATEGIES INCLUDE: • Develop standards and policies that support alternative vehicle types and travel methods, including a network of electric vehicle charging stations, or other facilities that support Pasco’s Green House Gas Emissions Reductions Policy Resolution 3853. • Encouraging/supporting rideshare/vanpool to major employers in Benton or Franklin County and Kennewick or Richland (e.g. Hanford Nuclear Site) for employees living in Pasco. • Establishing site development standards that require pedestrian and bicycle access through sites and connections to adjacent sites and transportation facilities, to the extent the development impacts existing access. • Improving amenities and access for transit stops. Actions could include instituting site design requirements allowing redevelopment of parking areas for transit amenities; requiring safe and direct pedestrian connections to transit; and permitting transit-supportive uses outright in commercial and institutional zones. • Improving street connectivity to support direct connections between residential areas and activity centers. • Investing in pedestrian/bicycle facilities.Page 276 of 480 Implementation and On-Going Strategies CHAPTER 5 60 It is important to recognize that because this is the first of its kind transportation planning process for the City of Pasco, additional work will be required to carry this strategic vision into practice. This chapter identifies the recommended implementation actions. Furthermore, it is recognized that the primary purpose of the TSMP is to guide how the city will make strategic transportation investments in the years to come. It is acknowledged that there are a host of on-going community issues related to general transportation needs that may not be resolved by this TSMP process and outcomes, and further studies may be required to help to inform how best to respond to each of those situations. Several of the most prominent on-going transportation issues that face Pasco are acknowledged in the final section of this chapter along with a summary of their status, applicable on-going strategies, and the expected path forward. THE FOREGOING CHAPTERS PRESENTED THE GOALS, POLICIES, PLANS AND PROGRAMS THAT DEFINE THE KEY ELEMENTS OF PASCO’S TRANSPORTATION SYSTEM MASTER PLAN. THE TSMP DESCRIBES THE CITY’S VISION FOR HOW IT WILL ADDRESS MANY TRANSPORTATION SYSTEM WEAKNESSES AND GAPS IDENTIFIED TODAY, AND HOW IT PLANS TO MAKE IMPROVEMENTS TO SUPPORT COMMUNITY GROWTH TO 2040. Photo Credit: Jacob GonzalezPage 277 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 61IMPLEMENTATION AND ON-GOING STRATEGIES To effectively implement the TSMP citywide will require a series of updates and amendments to existing city policies, codes and regulations related to land development, transportation management and capital project funding. The major actions to be taken fall into these categories: • Secure Necessary Funding for Transportation Improvements • Implement Neighborhood Transportation Management Tools • Update Vehicle Mobility Standards • Update Engineering Design Standards for Roadways, Bikeways and Walkways • Amend the Municipal Development Code to incorporate TSMP changes regarding Streets and Sidewalks, Subdivision Regulations and Zoning The specific recommendations for each action are described in the following sections. SECURE NECESSARY LOCAL FUNDING PROGRAMS Providing adequate city funding for capital investments and on-going maintenance of transportation systems and services is a major challenge throughout the State of Washington. The City’s current funding programs are expected to allocate about $20 million annually ($360 million over 18 years) for transportation system improvements through 2040, not including other allocations from gas tax revenues that support maintenance operations. The current Traffic Impact Fee program is expected to collect about $12 million. However, when compared to the full list of capital improvement projects identified through this TSMP, which totals $665 million, additional funding options are needed to bridge the $293 million gap. If the city decides to supplement the transportation funding beyond what is currently available to advance more projects, it is recommended to further consider one of the above options. This could include more general funding allocated to the transportation improvement program, and/or increasing the current Traffic Impact Fee (TIF). A separate study was conducted to recommend update options for the city’s Traffic Impact Fee (FCS Group, October 2021). If the full amount was authorized, the new TIF would generate about $350 million in additional fees, which would fully bridge the funding gap shown in Table 17. It will be vital for the City Council to consider the proposed TIF rate and recommend a fee that ensures new development accommodates the necessary transportation infrastructure without burdening existing residents and businesses. Without significant additional funding resources, the great majority of projects identified in the TSMP will not be able to be constructed within the timeframe of the TSMP. In addition, the city should consider developing a proportionate share methodology and funding strategy for specific transportation improvements that are not funded through the TIF or other existing programs. Steps to Support Plan Implementation TABLE 17. FILLING THE TRANSPORTATION FUNDING GAP DESCRIPTION TOTAL FUNDING THOUGH 2040 TRANSPORTATION CITYWIDE INVESTMENT RECOMMENDED IN THE PASCO TSMP $665 M CURRENT CITY IMPROVEMENT PROGRAM – $360 M CURRENT CITY TRAFFIC IMPACT FEE PROGRAM – $12 M TRANSPORTATION FUNDING SHORTFALL $293 M ACTION: PURSUE AND ENACT SUPPLEMENTAL LOCAL TRANSPORTATION FUNDING OPTIONS TO BRIDGE FORECASTED FUNDING GAP.Page 278 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 62IMPLEMENTATION AND ON-GOING STRATEGIES IMPLEMENT NEIGHBORHOOD TRAFFIC MANAGEMENT TOOLS The Transportation System Management Plan identifies a new classification of city streets that are the best candidates for applying neighborhood traffic management (NTM) strategies. The primary purpose of this new classification is to address community concerns about autos speeding through neighborhoods or diverting away from state highways while they are under severe congestion. These streets are referred to as Neighborhood Collector routes, and they are shown in Figure 15, and listed in the supporting technical memorandum . Potential management strategies include traffic humps, traffic circles and raised crosswalks, which are illustrated in the memorandum. The challenge with a NTM program is to identify a clear and objective process for collecting community inputs, assessing the prevailing concerns, and evaluating which, if any, NTM solution is appropriate to be installed. This will require developing guidelines about which NTM strategies are best for Pasco, and where and how they are to be applied. In addition, many cities balance the technical review process with a consensus opinion of the affected neighbors to help ensure community satisfaction with the NTM decision. The City of Pasco does not currently have a formal neighborhood traffic management program. If such a program were desired to help respond to future NTM issues, suggested elements include: • Provide a formalized process for citizens who are concerned about the traffic on their neighborhood street. The process could include filing a citizen request with petition signatures and a preliminary evaluation. If the evaluation finds cause for concern, a neighborhood meeting would be held, and formal data would be collected and evaluated. If a problem were found to exist, solutions would be identified and the process continued with neighborhood meetings, feedback from service and maintenance providers, cost evaluation, and traffic calming device implementation. Six months after implementation the device would be evaluated for effectiveness. • For land use proposals, in addition to assessing impacts to the entire transportation network, traffic studies for new developments must also assess impacts to residential streets. A recommended threshold to determine if this additional analysis is needed is if the proposed project increases through traffic on residential streets by 40 or more vehicles during the evening peak hour or 200 vehicles per day. Once the analysis is performed, the threshold used to determine if residential streets are impacted would be if their daily traffic volume exceeds 1,800 vehicles. ACTION: IT IS RECOMMENDED THAT CITY DEVELOP AND IMPLEMENT A NTM PROGRAM THAT FORMALIZES THESE PROCESSES. Photo Credit: Ben Franklin TransitPage 279 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 63IMPLEMENTATION AND ON-GOING STRATEGIES UPDATE VEHICLE MOBILITY STANDARDS Mobility standards for streets and intersections in Pasco provide a metric for assessing the impacts of new development on the existing transportation system and for identifying where capacity improvements may be needed. They are the basis for requiring improvements needed to sustain the transportation system as growth and development occur. Two common methods currently used in Oregon to gauge traffic operations for motor vehicles are volume-to-capacity (v/c) ratios and level of service (LOS). For State facilities, mobility targets are v/c ratio based. The City of Pasco does not have adopted mobility standards for motor vehicles. It is recommended that the city consider adopting mobility standards to include both a v/c ratio and LOS standard. Having both a LOS (delay-based) and v/c (congestion-based) standard can be helpful in situations where one metric may not be enough, such as an all-way stop where one approach is over capacity, but the overall intersection delay meets standards. The City of Pasco should also introduce mobility standards that depend on the intersection control which can better capture acceptable levels of performance across different intersection control types. The recommended mobility standards shown in Table 18 should be incorporated into the Traffic Impact Analysis guidelines and applied for the next update to the comprehensive plan. TABLE 18. RECOMMENDED VEHICLE MOBILITY STANDARDS FOR LOCAL STREETS TRAFFIC CONTROL TYPE MOBILITY TARGETS REPORTING MEASURE SIGNALIZED Level of Service D and Volume-to-Capacity Ratio ≤0.90 Intersection ALL-WAY STOP OR ROUNDABOUTS Level of Service D and Volume-to-Capacity Ratio ≤0.90 Worst Approach TWO-WAY STOP A Level of Service E and Volume-to-Capacity Ratio ≤0.95 Worst Major Approach/ Worst Minor Approach WSDOT INTERSECTIONS Level of Service D Intersection or Worst Approach depending on control type A Applies to approaches that serve more than 20 vehicles per hour; below that amount, there is no standard. ACTION: AMEND CITY DEVELOPMENT CODE TO INTRODUCE VEHICLE MOBILITY STANDARDS ON CITY STREETS CONSISTENT WITH THE TSMP.Page 280 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 64IMPLEMENTATION AND ON-GOING STRATEGIES UPDATE ENGINEERING ROADWAY STANDARDS The City Engineer maintains the recommended design standards for all city-maintained facilities, which include roadway, bikeway, walkway and trail cross-sections. The configurations of several elements of these facilities were modified during the TSMP process, primarily to provide better quality bicycling and walking facilities on lower class roadways. The specific facility cross-sections and new right-of-way requirements should be incorporated into the city’s design standards to guide construction of future street improvement projects. MUNICIPAL CODE REVISIONS AND AMENDMENTS A variety of changes and amendments were recommended that influence the city’s municipal code as it relates to streets and sidewalks, subdivisions regulations and zoning. The city council should take action to modify the appropriate sections of the code to address these amendments, as stipulated in a memorandum (Angelo Planning Group, 20 Aug 2021) and summarized below: 1. Title 12 Streets and Sidewalks: a. Increase minimum sidewalk width in residential and mix-used areas b. Update driveway design standards to be consistent with current best practices c. Implement Complete Street guidelines and clear and objective minimum standards d. Add a fee-in-lieu provision for roadway improvements 2. Title 21 Pasco Urban Area Subdivision Regulations: a. Require a future street plan with proposed subdivision to demonstrate how it will accommodate future street extensions b. Amend arterial minimum standards consistent with the TSMP c. Amend collector minimum standards consistent with the TSMP d. Amend local access roadway minimum standards consistent with the TSMP e. Provide guidance for constrained roadway designs to enable connectivity in challenging topographical or environmental situations. f. Require pedestrian ways in areas of exceptionally long blocks or for access to recreational facilities or schools. 3. Title 25 Zoning: a. Require safe connections on all non-single- family residential development sites to: main building entries, adjacent streets and sidewalks, transit stops, and adjacent uses such as schools and parks b. Reduce minimum off-street parking standards and consider maximums c. Establish bike parking standards d. Codify recommended TSMP access management spacing standards to better manage driveway construction e. Require safe and direct pedestrian connections to existing and planning transit stops. f. Permit transit supportive uses outright in commercial and institutional zones. ACTION: AMEND THE CITY DESIGN STANDARDS TO INCLUDE THE MINIMUM STANDARDS FOR ARTERIAL, COLLECTOR, AND LOCAL ACCESS ROADWAYS AS DESCRIBED IN THE TSMP. Page 281 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN 65IMPLEMENTATION AND ON-GOING STRATEGIES This is the first Transportation System Master Plan that has been prepared by the City of Pasco. As noted earlier in this section, to fully realize the vision of this TSMP to be “a safe and balanced multimodal transportation system which equitability serves pedestrians, bicyclists, transit, freight and drivers” will require several regulatory and administrative changes to be made by the city. Once these changes have been implemented, the shape and amenities of new transportation projects will more readily support these objectives. However, as with any long-range planning process, the TSMP should be reviewed and updated periodically to address any unanticipated major changes that could significantly influence the land development patterns or the local transportation system. Examples of possible issues that trigger a review might include new state and federal transportation regulations and funding priorities, or significant changes to the city or regional growth forecasts that are associated with comprehensive plan updates, or major urban growth area adjustments. Aside from these types of triggering events, it is recommended that the TSMP be reviewed every five to 10 years to update the growth and funding assumptions that were made in this plan. The update process should align with the requirements stipulated in the Growth Management Act for transportation elements (RCW 36.70A.070, subsection 6). On-Going Plan Review and Updates Page 282 of 480 JUNE 2022 CITY OF PASCO Transportation System Master Plan Appendices Page 283 of 480 Appendix A Page 284 of 480 These are the results of the online survey in June and July of 2020. The Pasco community provided a total of 225 responses and we summarized the information below. THE PASCO COMMUNITY • 74% of respondents live in Pasco • 54% of respondents work in Pasco • 10% of respondents attend school in Pasco 0 20 40 60 80 100 Under 18 years 19-25 years 26-64 years 65 years or older Percentage of Respondents How old are you? 0 5 10 15 20 25 30 <1 Year 1-5 Years 5-10 Years 10-20 Years 20+ Years Percentage of Respondents How long have you lived in the City of Pasco? Page 285 of 480 0 5 10 15 20 25 30 35 <1 Year 1-5 Years 5-10 Years 10-20 Years 20+ Years Percentage of Respondents How long have you worked in the City of Pasco? 0%20%40%60%80%100% Car/Truck (by yourself) Carpool? Uber/Lyft? Bus? Bicycle? Walking? Scooters? Other? How Often do you travel by... Daily Weekly Weekends only Once a month, or less Never Page 286 of 480 WALKING Where residents of Pasco note issues with sidewalks: 0 5 10 15 20 25 30 I disagree I agree Percentage of Respondents I can easily walk to most destinations in my neighborhood. 0 5 10 15 20 25 I disagree I agree Percentage of Respondents Crosswalks are provided wherever I want to cross the street. Page 287 of 480 Transportation System Accessibility 0 5 10 15 20 I disagree I agree Percentage of Respondents I feel safe and comfortable biking in my neighborhood. 0 5 10 15 20 25 30 I disagree I agree Percentage of Respondents Most places I need to visit each day (shopping, dining, parks, etc.) are available within my neighborhood. Page 288 of 480 0%20%40%60%80%100% A doctor or medical… A grocery store Restaurants or food Parks or recreation My employer A bus stop I can reach... With a 15 minute (or less) walk With a 15 minute (or less) bike ride With a 15 minute (or less) drive 0 5 10 15 20 25 Parks Schools Shopping Recreation Restaurants Jobs Other Percentage of Respondents I would like improved access to: Page 289 of 480 Appendix B Page 290 of 480 SYSTEM INVENTORY AND EXISTING PERFORMANCE DATE: May 18, 2020 TO: Dan Ford, Jacob Gonzalez | City of Paso FROM: Rochelle Starrett, Carl Springer, Aaron Berger | DKS Associates SUBJECT: Pasco Transportation System Master Plan Task 3: System Inventory and Existing Conditions Project #19209-000 BACKGROUND The City of Pasco is developing its first transportation system master plan (TSMP) which includes a baseline for measuring transportation system conditions. This memorandum provides an overview of the transportation system performance which includes a deta iled review of operating characteristics for pedestrians, bicyclists, transit riders, and drivers. This analysis focuses on arterial and collector roadways within Pasco’s Urban Growth Area (UGA). Study intersections were identified in coordination with the City of Pasco and are listed below and mapped in Figure 1. Note that only some locations were analyzed for both weekday AM and PM peak period conditions. AM/PM Study Intersection Locations 1. Broadmoor Blvd & I-182 WB Ramps 2. Broadmoor Blvd & I-182 EB Ramps 3. Road 68 & I-182 WB Ramps 4. Road 68 & I-182 EB Ramps 5. US 395/Morasch Ln & Argent Rd 6. US 395 SB Ramps & Court St 7. US 395 NB Ramps & Court St 8. US 395 NB Ramps & Sylvester St 9. 20th Ave & I-182 WB Ramps 10. 20th Ave & I-182 EB Ramps 11. 4th Ave & I-182 WB Ramps 12. 4th Ave & I-182 EB Ramps 13. Foster Wells Rd & US 395 14. US 395 SB Ramps/Rainier Ave & Kartchner St 15. US 395 NB Ramps/Commercial Ave & Kartchner St 16. Hwy 12 SB Ramps & Heritage Blvd/Pasco Kahlotus Rd 17. Hwy 12 NB Ramps & Heritage Blvd/Pasco Kahlotus Rd 18. Hwy 12 & A St 19. Road 68 & Burden Page 291 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 2 PM Only Study Intersection Locations 20. Broadmoor Blvd & Burns Rd 21. Broadmoor Blvd & Sandifur Pkwy 22. Broadmoor Blvd & Chapel Hill Blvd 23. Broadmoor Blvd/Road 100 & Argent Rd 24. Road 84 & Argent Rd 25. Road 84 & Court St 26. Road 68 & Powerline Rd 27. Road 68 & Sandifur Pkwy 28. Road 68 & Chapel Hill Blvd 29. Road 68 & Argent Rd 30. Road 68 & Court St 31. Road 60 & Court St 32. Madison Ave & Burden Blvd 33. Road 44 & Argent Rd 34. 20th Ave & Argent Rd 35. 20th Ave & Court St 36. 20th Ave & Sylvester St 37. 20th Ave & Lewis St 38. 10th Ave & Sylvester St 39. 10th Ave & Lewis St 40. 10th Ave & A St 41. 10th Ave & Ainsworth St 42. 4th Ave & Court St 43. 4th Ave & Sylvester St 44. 4th Ave & Lewis St 45. 4th Ave & A St 46. 4th Ave & Ainsworth St 47. Oregon Ave & Lewis St 48. Oregon Ave & A St 49. Oregon Ave & Ainsworth St 50. Heritage Blvd & Lewis St/Avery Ave 51. Heritage Blvd & A St 52. Cedar Ave & Lewis St FIGURE 1. PASCO TSMP STUDY INTERSECTIONS ANALYSIS METHODS USED The system performance evaluation applied several technical methods consistent with transportation planning practices. The following section describes the methods used and Page 292 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 3 they are consistent with the Street Light Analysis Approach Memo, the Traffic Forecast Methodology Memorandum, national guidance, and best practice. SAFETY ANALYSIS Crash data for the last five years (2014-2018) was obtained from WSDOT to analyze crash trends within the City of Pasco1. This data was used to flag typical crash patterns (e.g. crash type, severity, underlying factors) and screen the transportation system for corridors and intersections with high crash rates. Crashes involving pedestrians or bicyclists were also flagged for separate evaluation. Results of this analysis are documented in the Traffic Safety Assessment, provided in the appendix. SYSTEM CONNECTIVITY ANALYSIS Pasco’s existing road network and functional classification was reviewed to identify transportation barriers and other missing elements of Pasco’s existing transportation system. Pasco does not have spacing standards for different street types, so syst em connectivity was assessed using a 1-mile spacing standard for arterial roadways and a ½- mile spacing standard for collectors. Connections for both pedestrians and bicyclists should be provided more frequently to promote walkability and bikeability. Bicy cle and pedestrian connectivity gaps were identified when existing block lengths along arterial or collector roadways exceeded 500 feet. The gap analysis was used to identify corridors and areas that lack critical bicycle or pedestrian connections. STREET LIGHT ANALYSIS Street Light data uses GPS traces from personal devices (e.g. cell phones) or other location- based services to infer travel patterns. The personal identity of the user is kept anonymous at all times. The data is used as a sample to represent patterns and trends for all types of travel around the City. Additional details on the Street Light analysis are provided in the Street Light Analysis Approach Memo. Each Street Light analysis was set up to consider an entire year of available data (typ ically 2019) which can provide a clearer picture of typical travel patterns. Trip metrics (e.g. trip length or distance) and traveler attributes (e.g. trip purpose or income) were also evaluated in conjunction with different analyses to provide additional insights to travel behavior. Existing data, such as freight volumes from WSDOT, was also used to calibrate the estimated Street Light freight volumes. 1 Crash data provided from the 2020 City Safety Program: https://www.wsdot.wa.gov/LocalPrograms/Traffic/CitySafetyProgram Page 293 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 4 OPERATIONS ANALYSIS Traffic operations at study intersections were reported using Synchro 10 and HCM 6th Edition Methodology based on recent traffic counts and new counts collected December 2019 and January 2020. Since traffic counts are typically lower during the winter, these counts were factored to represent average traffic conditions in Pasco. Specific m ethods used for seasonal factoring and adjusting traffic counts are summarized in the Traffic Forecast Methodology Memorandum. Intersection geometry and traffic control types were collected using Google Maps/Streetview and field verified, if necessary. Tra ffic signal timings were provided by both the City of Pasco and WSDOT. Signalized intersection v/c ratios were post-processed at signalized intersections based on HCM 6th Edition Chapter 192. If HCM 6th Edition results could not be reported for signals, v/c ratios were reported using HCM 2000. Mainline through movement v/c ratios were post - processed at unsignalized intersections consistent with the Highway Capacity Manual 3. Planning mobility targets for all study intersections utilize a LOS D standard for all arterial and collector roadways, consistent with state transportation plans and adopted regional standards4. EXISTING TRANSPORTATION CONDITIONS EXISTING TRANSPORTATION SYSTEM CONNECTIVITY ROADWAY SYSTEM CONNECTIVITY Pasco’s existing roadway network is arranged largely on a grid system which establishes a system of arterial and collector streets. Within Pasco’s older downtown core (generally between US 395 and Oregon Avenue, south of I -182), the existing functional classification system establishes a traditional urban arterial and collector street system that adheres to the recommended spacing standards, seen below in Figure 2. Existing arterials in the downtown core also distribute traffic to and from existing interchanges along US 395 and I- 182. The roadway system in areas of Pasco outside the downtown core have more limited opportunities for developing an arterial and collector street system. The existing road network is constrained by post-1980s suburban-style residential developments (including new subdivisions north of I-182 and developments that remain within Franklin County south 2 TRB. Highway Capacity Manual, 6th Ed., Ch. 19 Signalized Intersections. 2016. 3 TRB. Highway Capacity Manual, 6th Ed., Ch. 20 Two-Way Stop-Controlled Intersections. 2016. 4 City of Pasco. 2018 to 2038 Comprehensive Plan Goals and Policies. 2020. Page 294 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 5 of I-182). The recent development in Pasco have a markedly different development style, seen below in Figure 2, which includes longer block lengths and limited access points. Limited crossing opportunities for I-182, the Pasco airport, and other geographical features (e.g. the Franklin County Irrigation Canal) also constrain the existing roadway network within Pasco. FIGURE 2. LOCATION OF RESIDENTIAL UNITS CONSTRUCTED EACH DECADE IN CITY OF PASCO The constraints to circulation and access affect the City’s ability to provide convenient and safe services for all travelers. Through this plan update process, there are opportunities to address these system weaknesses. The first is through re-classifying roadways to better represent that scale and character of facilities for a given area. A s new streets are built and existing streets are upgraded to match revised standards, those improvements will better align with what is important for residents and businesses alike. However, the long blocks and sealed off neighborhoods that are borderd by the arterial and collector network will remain, particularly in recently developed areas and across I-182. Housing construction in Pasco has built approximately 11,000 units over the past 20 years (see Figure 3). As the Page 295 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 6 City continues to grow, it will be important to consider how system connectivity could be enhanced, especially in the new neighborhoods, to achieve the City’s community values. FIGURE 3. TOTAL NUMBER OF RESIDENTIAL UNITS CONSTRUCTED IN CITY OF PASCO BY DECADE MULTIMODAL SYSTEM CONNECTIVITY The same development patterns also limit connectivity for pedestrians and bicyclists who depend on more frequent system spacing. Key facility gaps were identified when the distance between local streets or existing trails exceeded 500’ on arterial and collector roadways. Since these gaps occur more frequently than for the arterial and collector street system, the gap analysis was used to flag arterial and collector segments with several facility gaps. The following arterial and collector corridors (adjacent to existing developments) were identified as segments with poor pedestrian or bicyclist accessibility: ● Court Street (Road 44 to Road 108) ● Wernett Road (Road 48 to Road 76) ● Argent Road (Road 48 to Road 100) ● Chapel Hill Boulevard (Road 68 to Road 100) ● Burden Boulevard (Road 36 to Road 60) ● Sandifur Parkway (Porto Lane to Road 90) ● Road 44 (Laredo Drive to Porto Lane) ● Burns Road (Road 68 to Road 100; Dent Road to Kohler Road) ● Clark Road (Road 36 to Lentz Road/Janet Street) ● Road 100/I-182 overpass ● Road 68/I-182 overpass Areas within Franklin County, south of I-182, also have limited local street connectivity which further limits the existing multimodal transportation system in these areas. Figure 4, below, shows identified corridors and areas with limited multimodal access. Page 296 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 7 FIGURE 4. MULTIMODAL SYSTEM CONNECTIVITY CONSTRAINTS The multimodal system connectivity assessment did not consider existing crossing opportunities for arterial or collector roadways which can further limit the connectivity of a multimodal transportation system. Limited crossing opportunities exist on 20th Avenue between Argent Road and I-182, which divides existing student housing from the Columbia Basin Community College Campus. Other arterial and collector roadways within Pasco are also expected to provide limited crossing opportunities for multimodal system users. EXISTING TRAVEL PATTERNS (PER STREET LIGHT DATA FINDINGS) BRIDGE TRAVEL Travel on the Columbia and Snake River Bridges between Pasco and the Tri -Cities is tied to the geographic location of each regional trip’s origin or destination. The US 12 Bridge serves travel between Pasco, the eastern Tri-Cities, and other destinations to the east. The Blue Bridge/US 395 Bridge and WA-397 Bridge primarily serve travel between Pasco (especially the largely residential areas near these bridges), Kennewick, and eastern Richland. However, the Blue Bridge/US 395 Bridge also serves regional traffic between US 395 north of Pasco and I-82 south of Pasco which accounts for 4% of this bridge’s AADT. The I-182 Bridges serve travel between Pasco, Hanford, Richland, western Kennewick, and West Page 297 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 8 Richland. Within Pasco, the I-182 Bridges serve residential zones within western Pasco and the Road 68 commercial core. The I-182 Bridges also serve regional traffic to I-82 west of the Tri-Cities which accounts for 2% of these bridges’ AADT. Traffic within the Tri-Cities region primarily uses the I-182 Bridges, the Blue Bridge/US 395 Bridge, and the WA-397 Bridge. The great majority of trips on all three Columbia River bridges are less than 30 miles in length, 65% of trips on the I-182 Bridges, 78% of trips on the Blue Bridge/US 395 Bridge, and 75% of trips on the WA-397 Bridge. Conversely, the vehicle trips are longest on the US 12 Bridge where only 38% of trips are less than 30 miles and 9% of trips are longer than 100 miles. The distribution of trip lengths for each bridge is below in Figure 5. FIGURE 5. VEHICLE TRIPS LENGTH CROSSING RIVER BRIDGES (% of Total Bridge Trips, StreetLight Data) FREIGHT TRAVEL Freight transportation plays a significant role in Pasco’s economy and serves trips between the Columbia River Basin agricultural region and other major cities within the Pacific Northwest, including Seattle, Portland, Spokane, Moses Lake, and Walla Walla. Freight is concentrated on Pasco's highway system which is primarily accessed at the following interchanges/intersections: ● US 395/Kartchner Street interchange Page 298 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 9 ● US 12/Lewis Street interchange ● US 12/Sacajawea Park intersection ● US 395/Oregon Avenue interchange Freight traffic on local roadways is concentrated in eastern Pasco, adjacent to major industrial centers, including Kartchner Street, Ainsworth Street, Oregon Avenue, Heritage Boulevard, A Street, Lewis Street, and Sacajawea Park Road. Freight traffic on the bridges over the Columbia and Snake Rivers ranges from 6 -20%. Figure 6 summarizes freight activity within Pasco. FIGURE 6. FREIGHT TRAVEL PATTERNS IN PASCO (Source: StreetLight Data) Although the distribution of freight traffic for Pasco remains similar throughout the year, the total volume of freight traffic increases during summer and early fall months, as seen in Figure 7. Freight traffic peaks in the spring and summer months (April to September) where it is 7-8% above average; the months of June, August, and September have the highest freight traffic. Freight traffic is lower in the fall and winter months (October to March) where it is 6-10% below average. The seasonal variation in freight volumes mirrors the growing and harvest season within the Columbia River Basin which suggests the importance of regional agriculture for Pasco’s economy. Page 299 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 10 FIGURE 7. SEASONAL VARIATION IN FREIGHT TRAFFIC FOR PASCO (Source: StreetLight Data) COMMUTE PATTERNS Street Light data can also infer trip purpose using a device’s identified “home” or “work” location. Inferred home-based work trips that begin in Pasco during the AM peak (6-10 AM) were used to understand typical commute trends for residents of Pasco. Since Street Light flags “home” and “work” locations based on where a device typically spends daylight o r evening hours, this data set does count students travelling to school or overnight shift works in Pasco who travel home during the AM peak as home-based work trips. Street Light data estimates about 50% of Pasco’s residents have local jobs within Pasco for work which is twice the percentage estimated by the US Census (25%)5. The top Pasco employers include the following: ● Downtown Pasco area businesses ● Chiawana High School (including students) ● Industrial businesses in eastern Pasco ● Commercial businesses along US 395 Within the Tri-Cities region, other major employment destinations include the cities of Kennewick, Richland, and the Hanford Nuclear Site. Commute patterns for Pasco residents on the Columbia River bridges mirror these destinations. 26% of com mute trips to jobs outside of Pasco use the I-182 Bridges to access jobs in Richland, Kennewick, and the Hanford site while 16% of commute trips use the Blue Bridge/US 395 Bridge, primarily to access jobs within Kennewick or Richland. Existing commute patterns are summarized in 5 US Census On the Map. Work Destination Report – Home Selection Area to Work Places. https://onthemap.ces.census.gov/cgi- bin/report.py?mode=serve_page&t=otm_23e9532e0d994c57afb714237fd6325d&download =false&format=pdf Accessed. May 11, 2020. Page 300 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 11 Figure 8. These numbers were estimated using a full year of observed Street Light data, so high school or community college students are also captured within this commute data. Residents of West Pasco (west of US 395 or north of I-182) are more likely to travel outside of Pasco for work, and more West Pasco residents travel to Hanford, Richland, West Richland, and Kennewick/Richland than East Pasco residents. Conversely, resident s of East Pasco who travel outside of Pasco for work are more likely to be employed in Kennewick or the eastern Tri-Cities area than residents of West Pasco. Within Pasco, employment is also geographically concentrated; residents are more likely to be empl oyed near their home. A higher percentage of residents of East Pasco work at the industrial businesses of east Pasco compared to residents of West Pasco. FIGURE 8. COMMUTE PATTERNS FOR PASCO RESIDENTS (Source: Street Light Data) Commuters from the Tri-Cities region who are employed in Pasco tend to live in Kennewick (13% of Pasco workers) or in the western Kennewick/eastern Richland area (16% of Pasco workers). 5% of workers commute from Richland and 6% of workers commute from West Richland. Residents of Pasco who stay within Pasco fork work tend to live south of I-182 although some of Pasco’s workers do live in the newer residential developments around the Road 68 commercial core. Page 301 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 12 EXISTING TRANSIT SERVICES Local transit services are provided by Ben Fran klin Transit which operates 8 fixed route bus services within Pasco, including: ● Route 64: Pasco A Street ● Route 65: Pasco Lewis ● Route 66 & Route 67: Pasco Sylvester & Pasco Sandifur ● Route 150: Pasco / Kennewick ● Route 160 / Kennewick ● Route 225: Pasco / Richland ● Route 268: Pasco / Richland Weekday service is typically provided between 5:45 AM and 8:15 PM on all routes with half hour headways. Select routes run until 10:15 PM on weekdays, including inter -city routes to both Kennewick and Richland. Service is similar on most routes for Saturday although service does not start until 6:45. Transit service ends an hour earlier on Saturdays for Routes 64 and 160, and Route 268 does not provide Saturday Service. No transit services are available on Sunday. Ben Franklin Transit operates service for Pasco to and from the 22nd Avenue Transit Center which facilitates transfers between routes. Riders can currently park at both the 22nd Avenue Transit Center and the HAPO Event Center. FIGURE 9. BEN FRANKLIN TRANSIT ROUTES Page 302 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 13 Ben Franklin Transit also operates Dial-A-Ride service for individuals with a disability between 6 AM and 10 PM Monday to Friday and between 7 AM and 10 PM on Saturday. Vanpool services are also available for commuters travelling to Pendleto n, Walla Walla, Connell, Patterson, and the Hanford Nuclear Site. EXISTING TRANSPORTATION SYSTEM OPERATIONS Most study intersections on WSDOT facilities currently operate within their mobility target during the morning peak period, including all US highway or interstate ramp terminals within Pasco. Two study intersections exceed their mobility target during the AM peak: US 12/E A Street and US 395/Foster Wells Road. These intersections are two at -grade intersections on US highways within Pasco, and the intersection of US 12/E A Street has previously been identified as a future interchange. The intersection of Road 68/Burden Boulevard, under the City of Pasco’s jurisdiction, also has major delays during the AM peak. Existing Weekday AM Peak Hour intersection operations is summarized below in Table 1. TABLE 1: EXISTING WEEKDAY AM PEAK HOUR WEEKDAY INTERSECTION OPERATIONS # CONTROL INTERSECTION LEVEL OF SERVICE* DELAY (SECONDS PER VEHICLE) VOLUME TO CAPACITY RATIO 1 Signal Road 100 & I 182 WB On Ramp/I 182 WB On/Off Ramp B 16 0.40 2 Signal Road 100 & I 182 EB Off Ramp/I 182 EB On Ramp B 17 0.68 3 Signal Road 68 & I 182 WB On/Off Ramp/I 182 WB On Ramp B 16 0.84 4 Signal Road 68 & I 182 EB On/Off Ramp/I 182 EB On Ramp A 7 0.50 5 Signal US 395 On/Off Ramp/Morasch Ln & Argent Rd B 13 0.44 6 Signal US 395 SB On Ramp/US 395 SB On/Off Ramp & Court St A 9 0.48 Page 303 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 14 7 Signal US 395 NB Off Ramp/US 395 NB On Ramp & Court St B 12 0.74 8 TWSC Sylvester St & US 395 NB Off Ramp A/C 0/15 0.26/0.46 9 Signal 20th Ave & I 182 WB On Ramp/I 182 WB Off Ramp B 14 0.72 10 Signal 20th Ave & I 182 EB On/Off Ramp B 18 0.68 11 Signal 4th Ave & US 395 WB On/Off Ramp B 10 0.44 12 Signal 4th Ave & US 395 EB On/Off Ramp B 20 0.75 13 TWSC US 395 & Foster Wells Rd A/F 10/54 0.23/0.22 14 TWSC Rainier Ave/US 395 SB On/Off Ramp & Kartchner St A/C 9/21 0.16/0.19 15 TWSC Commercial Ave/US 395 NB On/Off Ramp & Kartchner St A/D 8/33 0.06/0.5 16 TWSC Hwy 12 EB On/Off Ramp & Lewis St & Hwy 12 EB Off Ramp A/C 10/22 0.29/0.63 17 TWSC Hwy 12 WB Off Ramp/Hwy 12 WB On/Off Ramp & Lewis St A/B 9/14 0.31/0.18 18 TWSC Hwy 12 & E A St B/F 11/129 0.25/0.89 19 Signal Road 68 & Burden Blvd D 52 0.87 *Shaded values indicate an intersection that exceeds its mobility target During the Weekday PM peak period, WSDOT study locations, including freeway ramp terminals, handle the bulk of traffic; these locations tend to have the most severe operational issues, while most local street intersections currently operate with tolerable Page 304 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 15 congestion, as defined by their mobility target. The few ramp terminals that have severe congestion are either two-way stop control (TWSC) or at-grade intersections which have high side street delay. The intersections of US 12/E A Street and Rainier Ave & US 395 SB Ramps/Kartchner Street both currently operate over-capacity on their minor street approach with excessive vehicle delays. During the PM peak, the traffic signals at I-182 WB Ramps/Road 68 and 4th Ave/US 395 WB Ramps also both exceed their mobility targets. Most City streets operate well within their mobility target during the PM peak. Only the intersection of Road 68/Burden Bouleva rd exceeds its mobility target during the PM peak. PM peak vehicle operations for all study intersections are summarized below in Table 2. TABLE 2: EXISTING WEEKDAY PM PEAK HOUR INTERSECTION OPERATIONS # CONTROL INTERSECTION LEVEL OF SERVICE* DELAY (SECONDS PER VEHICLE) VOLUME TO CAPACITY RATIO 1 Signal Road 100 & I 182 WB On Ramp/I 182 WB On/Off Ramp A 9 0.72 2 Signal Road 100 & I 182 EB Off Ramp/I 182 EB On Ramp C 21 0.86 3 Signal Road 68 & I 182 WB On/Off Ramp/I 182 WB On Ramp F 136 1.43 4 Signal Road 68 & I 182 EB On/Off Ramp/I 182 EB On Ramp B 16 0.77 5 Signal US 395 On/Off Ramp/Morasch Ln & Argent Rd B 17 0.49 6 Signal US 395 SB On Ramp/US 395 SB On/Off Ramp & Court St A 10 0.54 7 Signal US 395 NB Off Ramp/US 395 NB On Ramp & Court St B 17 0.89 8 TWSC Sylvester St & US 395 NB Off Ramp A/E 0/38 0.23/0.82 9 Signal 20th Ave & I 182 WB On Ramp/I 182 WB Off Ramp C 26 0.91 Page 305 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 16 10 Signal 20th Ave & I 182 EB On/Off Ramp C 21 0.73 11 Signal 4th Ave & US 395 WB On/Off Ramp E 58 1.04 12 Signal 4th Ave & US 395 EB On/Off Ramp B 16 0.69 13 TWSC US 395 & Foster Wells Rd B/F 12/74 0.26/0.53 14 TWSC Rainier Ave/US 395 SB On/Off Ramp & Kartchner St B/F 11/363 0.38/1.51 15 TWSC Commercial Ave/US 395 NB On/Off Ramp & Kartchner St A/D 8/31 0.08/0.61 16 TWSC Hwy 12 EB On/Off Ramp & Lewis St & Hwy 12 EB Off Ramp A/B 8/11 0.28/0.18 17 TWSC Hwy 12 WB Off Ramp/Hwy 12 WB On/Off Ramp & Lewis St B/B 11/13 0.24/0.32 18 TWSC Hwy 12 & E A St B/F 14/1688 0.44/3.88 19 Signal Road 68 & Burden Blvd E 62 1.12 20 TWSC Road 100 & Dent Rd/Edelman Rd A/D 8/26 0.13/0.35 21 Signal Road 100 & Sandifur Parkway B 12 0.50 22 Signal Road 100 & Chapel Hill Rd C 21 0.69 23 TWSC Road 100 & Argent Road A/C 8/18 0.24/0.12 24 Signal Road 84 & Argent Road B 12 0.28 Page 306 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 17 25 TWSC Court Street & Road 84 A/B 8/11 0.12/0.12 26 TWSC Road 68 & Edelman Road/Powerline Rd A/C 8/18 0.24/0.13 27 Signal Road 68 & Sandifur Pkwy C 22 0.70 28 Signal Road 68 & Chapel Hill Rd C 20 0.74 29 Signal Road 68 & Argent Road C 22 0.69 30 TWSC Road 68 & Court Street A/D 8/34 0.13/0.73 31 TWSC Road 60 & Court Street A/C 8/21 0.13/0.36 32 TWSC Madison Ave & Burden Blvd A/F 9/72 0.35/0.71 33 TWSC Argent Rd & Rd 44 A/B 0/15 0.17/0.47 34 Signal 20th Ave & Argent Rd B 20 0.66 35 Signal 20th Ave & Court St C 25 0.71 36 Signal 20th Ave & Sylvester St C 23 0.51 37 Signal 20th Ave & Lewis Street C 22 0.54 38 Signal 10th Ave & Sylvester St B 12 0.59 39 Signal 10th Ave & Lewis St C 22 0.45 40 Signal 10th Ave & A St B 17 0.36 Page 307 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 18 41 Signal 10th Ave & Ainsworth St B 19 0.62 42 Signal 4th Ave & Court St B 19 0.70 43 Signal 4th Ave & Sylvester St A 8 0.24 44 Signal 4th Ave & W Lewis St B 14 0.56 45 Signal 4th Ave & A St A 5 0.29 46 TWSC 4th Ave & Ainsworth St A/A 8/9 0.29/0.02 47 Signal N Oregon Ave & E Lewis St B 17 0.43 48 Signal Oregon Ave/S Oregon Ave & E A St B 11 0.23 49 TWSC Oregon Ave & Ainsworth St A/C 8/17 0.12/0.41 50 TWSC Heritage Blvd & Lewis St & Avery Ave A/C 8/19 0.29/0.4 51 TWSC E A St & Heritage Blvd A/C 8/17 0.12/0.43 52 TWSC Cedar Ave & Lewis St A/C 9/24 0.15/0.48 *Shaded values indicate an intersection that exceeds its mobility target Page 308 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 19 KEY TRANSPORTATION ISSUES The review of Pasco’s existing transportation system was used to identify key operational, safety, and connectivity issues to inform an assessment of Pasco’s existing transportation system. This review identified locations that had high levels of congestion during peak travel hours, higher than expected crash rates, and barriers to safe and convenient travel for all users. Figure 10 shows a composite of our system performance findings for Pasco which will be considered during the plan development. Detailed findings for each travel mode are also summarized below. FIGURE 10. PASCO’S EXISTING TRANSPORTATION SYSTEM CHALLENGES PEDESTRIANS AND BICYCLISTS ● Limited system connectivity; key barriers include: ○ Highway crossings without pedestrian or bicycle facilit ies (e.g. Road 100, Road 68) ○ Long blocks (up to 2,000 feet) without any pedestrian connections Page 309 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 20 ○ Limited sidewalks and bike facilities, including along arterial and collector roadways ○ Rural roadway standards which do not include multimodal facilities ● Corridors without adequate pedestrian or bicyclist connections, including: ○ Court Street (Road 44 to Road 108) ○ Wernett Road (Road 48 to Road 76) ○ Argent Road (Road 48 to Road 100) ○ Chapel Hill Boulevard (Road 68 to Road 100) ○ Burden Boulevard (Road 36 to Road 60) ○ Sandifur Parkway (Porto Lane to Road 90) ○ Road 44 (Laredo Drive to Porto Lane) ○ Burns Road (Road 68 to Road 100; Dent Road to Kohler Road) ○ Clark Road (Road 36 to Lentz Road/Janet Street) ● Limited crossing opportunities on high-speed roadways, outside of existing signals ● High crash risk ○ Over two hit and run crashes annually involve pedestrians ○ Nearly half of pedestrian crashes occurred at marked crosswalks ○ Over 60% of bicyclists crashes were caused by drivers failing to yield the right of way when turning or crossing TRANSIT ● Basic transit service ● Limited stop amenities ● Limited access from new residential developments to transit ● Limited, safe crossing opportunities near stops ● Limited existing park and ride locations VEHICLES ● Limited system connectivity; key barriers include: ○ Long blocks (up to 2,000 feet) without any local street connections ○ Limited arterial or collector roadway access points for large residential developments ○ I-182 ○ Pasco Rail Yard ● Peak period intersection congestion near ramp terminals and at critical intersections in Pasco, including at: ○ Road 100/I-182 Interchange ○ Road 68/I-182 Interchange ○ Road 68/Burden Boulevard ○ Road 68/Court Street ○ Madison Avenue/Burden Boulevard ○ Road 36/Argent Road ○ Road 44/Argent Road Page 310 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 21 ○ 20th Avenue/ Court Street ○ 4th Avenue/I-182 WB ramp terminal ○ US 12/A Street ○ US 395 SB ramp terminal/Rainier Avenue/Kartchner Street ○ US 395/Foster Wells Road ● AM peak period congestion on Road 100 between the I-182 interchange and Argent Road from Chiawana High School traffic ● Existing at-grade intersections on national highways, including US 12/A Street and US 395/Foster Wells Road ● High access density without a center, two-way left turn lane on Court Street and Sylvester Street ● Vehicle speeding ● Existing, multi-lane half street connections without striping to denote travel lanes Page 311 of 480 PASCO TRANSPORTATION SYSTEM MASTER PLAN • SYSTEM INVENTORY AND EXISTING CONDITIONS • MAY 2020 22 APPENDIX Page 312 of 480 PASCO TRANSPORTATION MASTER PLAN 1 TRAFFIC SAFETY ASSES SMENT DATE: Feb 12, 2020 TO: Project Management Team | City of Pasco FROM: Veronica Sullivan, Carl Springer | DKS Associates SUBJECT: Pasco Transportation System Master Plan Project #19209-000 SUMMARY Traffic safety was evaluated on major roadways within the City of Pasco. Collision data was provided by WSDOT for the five-year period from 2014 to 20181. The study team identified the following findings related the existing safety conditions: • The most common collision types were rear-end and entering at angle crashes. • 75% of rear-end crashes and 64% of all crashes occurred at intersections2. • The five intersections with the highest crash rate were W Court St reet/ Road 68, Sylvester Street/Road 28, Burden Boulevard/Road 68, 20th Avenue/ W Court Street and Sandifur Parkway/ Road 68. • The six roadway segments with highest crash rate accounted for 57% of all collisions within the city were Burden Boulevard, 20th Avenue, Sylvester Street, Lewis Street, Road 68 and Court Street. • For most crashes, neither speeding nor alcohol/drug use were documented as significant contributors, and only reported in less than 8% of all crashes. 1 Crash data provided from the 2020 City Safety Program: https://www.wsdot.wa.gov/LocalPrograms/Traffic/CitySafetyProgram 2 Intersection related crash includes “at intersection and related”, “at intersection and not related” and “intersection related but not at intersection”. Page 313 of 480 PASCO TRANSPORTATION MASTER PLAN 2 • The most common driver errors reported were inattention, failed to yield right -of-way and following too closely. • 42% of pedestrian crashes involved a driver that reported inattention or field to yield right - of way to pedestrian. • 77% of bicycle crashes occurred at intersections and 54% involved a vehicle making a turning movement. Figure 1: Identified high crash rate intersections and roadway segments. Page 314 of 480 PASCO TRANSPORTATION MASTER PLAN 3 TRAFFIC SAFETY ANALY SIS RESULTS TREND S OVER LAST FIVE YEAR S There were 3,984 total crashes reported (797 per year) within the City of Pasco on all roadway facilities. The type, severity, and reported driver errors are summarized in the following discussion. • 1159 rear-end crashes (29% of crashes) • 1087 entering at angle crashes (27% of crashes) • 54 pedestrian-related crashes (1.4% of crashes) • 26 bicycle-related crashes (0.01% of crashes) Crashes within the City of Pasco; over the past five years: • 7 crashes resulted in fatalities • 43 crashes resulted in serious injuries (Injury A) • 72% of crashes are property damage only or lead to minor injuries (Injury C) The most common driver errors are responsible for nearly 65 percent of all crashes including: • 1019 Inattention (26%) • 627 Did Not Yield Right-of-Way (16%) • 561 Followed Too Closely (14%) • 225 Improper Turn or U-turn (6%) • 121 Disregard Stop and Go Light (3%) Risky behavior, including alcohol/drug use or speeding was implicated in 141 and 175 crashes, respectively. These crashes tend to be less severe; alcohol/drug use and speeding is involved in 64% and 80% of property damage only crashes. Page 315 of 480 PASCO TRANSPORTATION MASTER PLAN 4 PEDESTRIAN SAFETY 54 crashes involved at least one pedestrian. Crashes were most common in along major arterials, including W Court Street (13 crashes), W Sylvester Street (7 crashes) and W Lewis Street (5 crashes). • About two-thirds (61%) of pedestrian-involved crashes occurred during daylight conditions. • 22% (12 crashes) were caused by drivers failing to yield the right of way and 20% were caused by driver inattention. • 11 crashes were hit and run • 26 crashes occurred at a marked crosswalk • 16 crashes involved a ped crossing at an intersection with a signal • 6 crashes involved a ped crossing at an intersection with no signal BICYCLE SAFETY 26 crashes involved a bicyclist over the past five years. • 77% of crashes occurred at an intersection. • 2 crashes occurred at the intersections of W Argent Rd/ Road 100 and W Court St/Route 395 Northbound off ramps. • 3 crashes occurred along these two segments: N 4th Ave and N 20th Ave. • 54% of crashes involved a vehicle that was making a turning movement: 8 crashes making a left turn and 6 crashes making a right turn. • 5 crashes occurred in dark conditions, including one reported with no streetlights on. The remaining crashes occurred during daylight conditions. • 8 crashes reported the cyclist with “inattention” and 4 crashes where the cyclist did not grant right-of-way to vehicle. Most of the crashes involving a bicyclist were caused by drivers failing to yield the right of way when turning or crossing (64 percent). The remaining crashes were caused by either a bicycle or motorist failing to obey traffic control devices. All bicycle crashes occurred during the day. Page 316 of 480 PASCO TRANSPORTATION MASTER PLAN 5 INTERSECTION SAFETY 52% of crashes occur at intersections and 27% of crashes were within 75 feet of a signalized intersection. Table 1 shows the weighted crash rate based on crash severity and frequency. TABLE 1 : INTERSECTIONS WITH H IGH CRASH RATES * Weighted total is based on the severity of the crash = PDO+ 10(Possible Injury +Suspected Minor Injury) + 100*(Suspected Serious Injury). 3 Intersection Crash Rate Formula in Section 3.2.2: https://safety.fhwa.dot.gov/local_rural/training/fhwasa1210/s3.cfm # LOCATION NO APPARENT INJURY POSSIBLE INJURY SUSPECTED MINOR INJURY SUSPECTED SERIOUS INJURY GRAND TOTAL WEIGHTED TOTAL * APPROXIMATE AADT CRASH RATE 3 1 W COURT ST AND RD 68 20 13 3 0 36 180 9830 2.01 2 SYLVESTER ST AND RD 28 28 9 1 1 39 228 14640 1.46 3 BURDEN BLVD AND RD 68 77 22 2 2 103 517 48370 1.17 4 20TH AVE AND W COURT ST 45 18 4 0 67 265 26990 1.36 5 SANDIFUR PKWY AND RD 68 26 13 2 0 41 176 23070 0.97 6 BURDEN BLVD AND CONVENTION PL 32 16 1 1 50 302 43960 0.62 7 W COURT ST AND 26TH AVE 21 8 4 0 33 141 25340 0.71 8 RD 68 AND EB RAMPS 55 13 2 0 70 205 42970 0.89 9 RD 68 AND WB RAMPS 46 15 3 0 64 226 48260 0.73 10 BURDEN BLVD AND CLEMENTE LN 39 11 1 0 51 159 43560 0.64 Page 317 of 480 PASCO TRANSPORTATION MASTER PLAN 0 SEGMENT SAFETY Six study segments were selected based on the number of crashes per mile, as summarized in Table 2 below. The combined number of crashes for all six segments make up 57% of total crashes within the City of Pasco. TABLE 2 : STUDY SEGMENTS CRASH DATA SUMMARY 4 Average AADT was an average of the volume collected from Pasco Tube Counts in 2018: https://data-cityofpasco.opendata.arcgis.com/datasets/pasco- tube-counts-2018 5 Crash rate was calculated using Section 3.2.1 Road Segment Rate Calculation: https://safety.fhwa.dot.gov/local_rural/training/fhwasa1210/s3.cfm # STUDY SEGMENT UNKNOWN NO APPARENT INJURY POSSIBLE INJURY SUSPECTED MINOR INJURY SUSPECTED SERIOUS INJURY DIED IN HOSPITAL GRAND TOTAL PEDESTRIAN CRASHES BICYCLIST CRASHES APPROX. STUDY CORRIDOR LENGTH IN MILES AVERAGE AADT 4 CRASH RATE 5 1 BURDEN BLVD 0 253 67 6 4 0 330 1 0 0.48 9447 3987.64 2 20TH AVE 0 236 58 12 3 0 309 6 4 2.0 7046 1201.50 3 SYLVESTER ST 6 177 61 13 4 1 262 7 0 4.12 3673 948.68 4 LEWIS ST 4 227 79 12 3 0 325 6 6 4.22 4828 874.06 5 RD 68 2 391 119 18 3 0 533 0 0 3.07 13687 695.05 6 COURT ST 5 373 126 25 2 0 531 11 2 6.68 6710 522.43 Page 318 of 480 PASCO TRANSPORTATION MASTER PLAN 0 APPENDIX A – DETAILE D DIAGRAMS OF CRASH DATA Figure 2: Heat Map of All Crashes within the City of Pasco. Page 319 of 480 PASCO TRANSPORTATION MASTER PLAN 1 Figure 3: Location of Crashes Including Suspected Serious Injury and Fatality. Page 320 of 480 PASCO TRANSPORTATION MASTER PLAN 2 Figure 4: Location of Pedestrian Crashes Based on Crash Severity. Page 321 of 480 PASCO TRANSPORTATION MASTER PLAN 3 Figure 5: Location of Bicycle Crashes Based on Crash Severity. Page 322 of 480 PASCO TRANSPORTATION MASTER PLAN 0 APPENDIX B - ADDITIONAL S AFETY ANALYSIS FOR COURT STREET AND SYLVESTER STREET COURT ST Page 323 of 480 PASCO TRANSPORTATION MASTER PLAN 1 Page 324 of 480 PASCO TRANSPORTATION MASTER PLAN 2 Top 6 Crash types along the Corridor: Reasons for Collison Type: COLLISON TYPE NUMBER OF CRASHES ENTERING AT ANGLE 185 ➢ DID NOT GRANT RW TO VEHICLE 66 ➢ INATTENTION 50 ➢ DISREGARD STOP AND G O LIGHT 19 ➢ IMPROPER TURN 14 ➢ DISREGARD STOP SIGN - FLASHING RED 8 ➢ NONE 7 ➢ OTHER 6 0 20 40 60 80 100 120 140 160 180 200 Entering at angle From same direction - both going straight - one stopped - rear-end From opposite direction - one left turn - one straight From same direction - both going straight - both moving - rear-end From same direction - both going straight - both moving - sideswipe Fixed object Other Crash Type No Apparent Injury Possible Injury Suspected Minor Injury Suspected Serious Injury UnknownPage 325 of 480 PASCO TRANSPORTATION MASTER PLAN 3 ➢ EXCEEDING REAS. SAFE SPEED 5 ➢ UNKNOWN DRIVER DISTR ACTION 5 ➢ UNDER INFLUENCE OF A LCOHOL 1 ➢ OTHER DRIVER DISTRAC TIONS INSIDE VEHICLE 1 ➢ DRIVER DISTRACTIONS OUTSIDE VEHICLE 1 ➢ DRIVER NOT DISTRACTE D 1 ➢ IMPROPER BACKING 1 FROM SAME DIRECTION - BOTH GOING STRAIGH T - ONE STOPPED - REAR-END 126 ➢ FOLLOW TOO CLOSELY 56 ➢ INATTENTION 35 ➢ OPERATING DEFECTIVE EQUIPMENT 7 ➢ OTHER 6 ➢ NONE 5 ➢ EXCEEDING REAS. SAFE SPEED 4 ➢ DID NOT GRANT RW TO VEHICLE 2 ➢ UNKNOWN DRIVER DISTR ACTION 2 ➢ APPARENTLY ASLEEP 1 ➢ DRIVER OPERATING HAN DHELD TELECOMMUNICAT 1 ➢ DRIVER NOT DISTRACTE D 1 ➢ APPARENTLY FATIGUED 1 ➢ UNDER INFLUENCE OF A LCOHOL 1 ➢ DRIVER DISTRACTIONS OUTSIDE VEHICLE 1 ➢ DRIVER INTERACTING W ITH PASSENGERS, ANIM 1 ➢ DRIVER OPERATING OTH ER ELECTRONIC DEVICE 1 ➢ DRIVER READING OR WR ITING 1 FROM OPPOSITE DIRECT ION - ONE LEFT TURN - ONE STRAIGHT 65 ➢ DID NOT GRANT RW TO VEHICLE 27 ➢ IMPROPER TURN 12 ➢ INATTENTION 10 ➢ NONE 6 ➢ OTHER 3 ➢ UNDER INFLUENCE OF A LCOHOL 2 Page 326 of 480 PASCO TRANSPORTATION MASTER PLAN 4 ➢ DISREGARD STOP AND G O LIGHT 2 ➢ DISREGARD YIELD SIGN - FLASHING YELLOW 2 ➢ DISREGARD STOP SIGN - FLASHING RED 1 Other Crash Data: Crash Distribution by Junction Type At Intersection and Related At Driveway Not at Intersection and Not Related Intersection Related but Not at Intersection At Intersection and Not Related At Driveway within Major Intersection Crash Distribution by Lighting Conditions Daylight Dark-Street Lights On Dusk Dark-No Street Lights Dark-Street Lights Off Dawn OtherPage 327 of 480 PASCO TRANSPORTATION MASTER PLAN 5 SYLVESTER ST Page 328 of 480 PASCO TRANSPORTATION MASTER PLAN 6 Page 329 of 480 PASCO TRANSPORTATION MASTER PLAN 7 Top 6 Crash types along the Sylvester Corridor: 0 10 20 30 40 50 60 70 80 90 100 Entering at angle From opposite direction - one left turn - one straight From same direction - both going straight - one stopped - rear-end Fixed object From same direction - both going straight - both moving - rear-end One parked--one moving Other Crash Type No Apparent Injury Possible Injury Suspected Minor Injury Suspected Serious Injury Died in Hospital UnknownPage 330 of 480 PASCO TRANSPORTATION MASTER PLAN 8 Crash Distribution by Junction Type At Intersection and Related Not at Intersection and Not Related At Driveway At Intersection and Not Related Intersection Related but Not at Intersection At Driveway within Major Intersection Driveway Related but Not at Driveway Crash Distribution by Lighting Conditions Daylight Dark-Street Lights On Dusk Dawn Dark-No Street LightsPage 331 of 480 Page 332 of 480 Page 333 of 480 Page 334 of 480 Page 335 of 480 Page 336 of 480 Page 337 of 480 Page 338 of 480 HCM 6th TWSC 8: Sylvester St & US 395 NB Off Ramp 04/14/2020 04/14/2020 Existing AM Synchro 10 Report Page 8 Intersection Int Delay, s/veh 4.8 Movement EBL EBT WBT WBR SBL SBR Page 339 of 480 Page 340 of 480 Page 341 of 480 Page 342 of 480 Page 343 of 480 HCM 6th TWSC 13: US 395 & Foster Wells Rd 04/14/2020 04/14/2020 Existing AM Synchro 10 Report Page 13 Intersection Int Delay, s/veh 3.1 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 344 of 480 HCM 6th TWSC 14: Rainier Ave/US 395 SB On/Off Ramp & Kartchner St 04/14/2020 04/14/2020 Existing AM Synchro 10 Report Page 14 Intersection Int Delay, s/veh 4.5 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 345 of 480 HCM 6th TWSC 15: Commercial Ave/US 395 NB On/Off Ramp & Kartchner St 04/14/2020 04/14/2020 Existing AM Synchro 10 Report Page 15 Intersection Int Delay, s/veh 12.2 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 346 of 480 HCM 6th TWSC 16: Hwy 12 EB On/Off Ramp & Lewis St & Hwy 12 EB Off Ramp 04/14/2020 04/14/2020 Existing AM Synchro 10 Report Page 16 Intersection Int Delay, s/veh 7.7 Movement EBL EBT EBR WBL WBT WBR NBL NBR SEL SER Page 347 of 480 HCM 6th TWSC 17: Hwy 12 WB Off Ramp/Hwy 12 WB On/Off Ramp & Lewis St 04/14/2020 04/14/2020 Existing AM Synchro 10 Report Page 17 Intersection Int Delay, s/veh 2.7 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 348 of 480 HCM 6th TWSC 18: Hwy 12 & E A St 04/14/2020 04/14/2020 Existing AM Synchro 10 Report Page 18 Intersection Int Delay, s/veh 7.8 Movement EBL EBR NBL NBT SBT SBR Page 349 of 480 Page 350 of 480 Page 351 of 480 Page 352 of 480 Page 353 of 480 Page 354 of 480 Page 355 of 480 Page 356 of 480 Page 357 of 480 HCM 6th TWSC 8: Sylvester St & US 395 NB Off Ramp 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 8 Intersection Int Delay, s/veh 12.3 Movement EBL EBT WBT WBR SBL SBR Page 358 of 480 Page 359 of 480 Page 360 of 480 Page 361 of 480 Page 362 of 480 HCM 6th TWSC 13: US 395 & Foster Wells Rd 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 13 Intersection Int Delay, s/veh 4.1 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 363 of 480 HCM 6th TWSC 14: Rainier Ave/US 395 SB On/Off Ramp & Kartchner St 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 14 Intersection Int Delay, s/veh 45.2 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 364 of 480 HCM 6th TWSC 15: Commercial Ave/US 395 NB On/Off Ramp & Kartchner St 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 15 Intersection Int Delay, s/veh 13 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 365 of 480 HCM 6th TWSC 16: Hwy 12 EB On/Off Ramp & Lewis St & Hwy 12 EB Off Ramp 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 16 Intersection Int Delay, s/veh 1.9 Movement EBL EBT EBR WBL WBT WBR NBL NBR SEL SER Page 366 of 480 HCM 6th TWSC 17: Hwy 12 WB Off Ramp/Hwy 12 WB On/Off Ramp & Lewis St 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 17 Intersection Int Delay, s/veh 3.7 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 367 of 480 HCM 6th TWSC 18: Hwy 12 & E A St 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 18 Intersection Int Delay, s/veh 51.2 Movement EBL EBR NBL NBT SBT SBR Page 368 of 480 Page 369 of 480 HCM 6th TWSC 20: Road 100 & Dent Rd/Edelman Rd 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 20 Intersection Int Delay, s/veh 6.7 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 370 of 480 Page 371 of 480 Page 372 of 480 HCM 6th TWSC 23: Road 100 & Argent Road 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 23 Intersection Int Delay, s/veh 4.4 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 373 of 480 Page 374 of 480 HCM 6th TWSC 25: Court Street & Road 84 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 25 Intersection Int Delay, s/veh 2.1 Movement EBL EBT WBT WBR SBL SBR Page 375 of 480 HCM 6th TWSC 26: Road 68 & Edelman Road/Powerline Rd 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 26 Intersection Int Delay, s/veh 1.4 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 376 of 480 Page 377 of 480 Page 378 of 480 Page 379 of 480 HCM 6th TWSC 30: Road 68 & Court Street 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 30 Intersection Int Delay, s/veh 10.5 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 380 of 480 HCM 6th TWSC 31: Road 60 & Court Street 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 31 Intersection Int Delay, s/veh 3 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 381 of 480 HCM 6th TWSC 32: Madison Ave & Burden Blvd 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 32 Intersection Int Delay, s/veh 7.4 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 382 of 480 HCM 6th TWSC 33: Argent Rd & Rd 44 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 33 Intersection Int Delay, s/veh 7.3 Movement EBL EBT WBT WBR SBL SBR Page 383 of 480 Page 384 of 480 Page 385 of 480 Page 386 of 480 Page 387 of 480 Page 388 of 480 Page 389 of 480 Page 390 of 480 Page 391 of 480 Page 392 of 480 Page 393 of 480 Page 394 of 480 Page 395 of 480 HCM 6th TWSC 46: 4th Ave & Ainsworth St 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 46 Intersection Int Delay, s/veh 0.2 Movement EBT EBR WBL WBT NBL NBR Page 396 of 480 Page 397 of 480 Page 398 of 480 HCM 6th TWSC 49: Oregon Ave & Ainsworth St 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 49 Intersection Int Delay, s/veh 6.9 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 399 of 480 HCM 6th TWSC 50: Heritage Blvd & Lewis St & Avery Ave 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 50 Intersection Int Delay, s/veh 4.6 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 400 of 480 HCM 6th TWSC 51: E A St & Heritage Blvd 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 51 Intersection Int Delay, s/veh 4.5 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 401 of 480 HCM 6th TWSC 52: Cedar Ave & Lewis St 04/14/2020 04/14/2020 Existing PM Synchro 10 Report Page 52 Intersection Int Delay, s/veh 6.1 Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Page 402 of 480 Appendix C Page 403 of 480 FUTURE TRAFFIC FORECAST DATE: September 2, 2020 TO: Pasco TSMP Project Team FROM: Carl Springer, Aaron Berger | DKS Associates SUBJECT: Pasco TSMP Task 4.2: Technical Memo #4 Project #19209-000 The City of Pasco is developing its first transportation system master plan (TSMP). Future forecasting is an important step in the transportation planning process and provides estimates of future travel demand. This memorandum documents the Future No-Build 2040 results associated with the travel demand model developed by Benton-Franklin Council of Governments (BFCG) for the Pasco area. The Pasco model was used to develop study intersection turn movement volumes for the 2040 TSMP horizon year. INTRODUCTION This task considers how the City’s transportation system will perform with the expected travel demand growth to 2040. The future baseline assessment will include any transportation improvement projects that have committed funding available. The BFCG travel demand model will be applied to forecast 2040 travel demands within the planning area, which was evaluated by the consulting team to flag major degradations compared to today’s conditions. A summary of the Pasco Travel Demand Model results is provided in the following sections, including a discussion of the roadway network and land use assumptions included in the model. FUTURE FORECASTS Future 2040 PM traffic volumes at all study intersections were developed from the Benton-Franklin Council of Governments (BFCG) regional travel demand model. The BFCG regional travel demand model includes both existing (2015) and future (2040) model scenarios in TransCAD which formed the basis of all future traffic analysis. This model provides a regional picture of growth and transportation improvements identified as feasible and funded within the next 20 years which will be used to identify and refine projects within Pasco for the TSMP. Page 404 of 480 PASCO TS MP • TECHNICAL MEMO #4 1 FUTURE TRANSPORTATION NETWORK Transportation improvements assumed in the BFCG 2040 Model include projects submitted by the cities of Pasco, Kennewick, Richland, West Richland, and WSDOT that are reasonably expected to be complete by 2040 (i.e. financially constrained). Only new construction or projects that otherwise change a roadway’s alignment or capacity in the RTP are included as network changes within the BFCG 2040 model. Projects within Pasco include: • Argent Road Improvements (Road 40 to 20th Avenue) • Wrigley Drive Extension (Convention Drive to Clemente Lane) • Chapel Hill Boulevard Extension (Road 84 to Road 68) • Sandifur Parkway Improvements (Road 68 to Convention Drive) • Road 68 Widening (I-182 to Argent Road) • Burns Road Improvements/Extension (Road 52 to Pasco City Limits) • Lewis Street Rail Yard Overpass Other projects included in the 2040 BFCG model outside of Pasco are summarized in Transition 2040, the Tri-Cities Metropolitan Area Regional Transportation Plan1. 2040 TRAFFIC OPERATIONS ANALYSIS The 2040 baseline analysis identifies how Pasco’s transportation system is expected to operate with additional residents, businesses, and visitors. These conditions were assessed based on the forecasted increase in trips generated by future transportation growth without any new investments in the transportation infrastructure. This analysis describes where the transportation system will perform satisfactorily and identifies areas that will likely be congested without additional investments. 2040 NO BUILD TRANSPORATION SYSTEM OPERATIONS Traffic operations (delay, LOS, and v/c) were analyzed for future (2040) conditions using Synchro. The Highway Capacity Manual (HCM) 6th Edition methodology was used for signalized and unsignalized intersection analyses, where possible; signalized intersection v/c ratios were post- processed to obtain intersection v/c ratios. If HCM 6th Edition results cannot be reported due to intersection geometry or other limitations, the capacity results were based on HCM 2000. All intersections within the Pasco UGA were compared against the mobility targets identified by WSDOT, the City of Pasco, or Franklin County. These agencies currently use a Level of Service (LOS) D mobility standard which were applied at all study intersections as part of the TMP update. 1 Benton-Franklin Council of Governments. Transition 2040, Appendix F. 2018. Page 405 of 480 PASCO TS MP • TECHNICAL MEMO #4 2 Study intersection operations were analyzed using the methodology outlined in the traffic analysis and forecasting methodology memo2. Forecasted intersection operations were compared to applicable agency mobility targets to identify where significant congestion is likely to occur. Figure 1 shows the study intersections that do not meet mobility targets for both AM and PM peak hour in the 2040 no-build conditions. Also, Table 1 compares the existing and future no-build operational Level of Service (LOS) results for the study intersections that do not meet mobility targets for AM and PM peak periods. A complete listing of operating conditions (delay, LOS, and v/c) at study intersections is provided in the appendix. FIGURE 1: STUDY INTERSECTIONS THAT DO NOT MEET MOBILITY TARGETS FOR AM AND PM PEAK PERIODS (2040 DESIGN HOUR CONDITIONS) 2 DKS Associates. Traffic Analysis & Forecasting Methodology memo . July, 2020. Page 406 of 480 PASCO TS MP • TECHNICAL MEMO #4 3 TABLE 1: STUDY INTERSECTIONS THAT DO NOT MEET MOBILITY TARGET LEVEL OF SERVICE (LOS) D FOR EXISTING AND FUTURE NO-BUILD (AM AND PM PEAK) AM (LOS) PM (LOS) # Study Intersection Mobility Target (LOS) Existing Future No-Build Existing Future No-Build 1 Road 100 & I 182 WB On Ramp/I 182 WB On/Off Ramp D B B A E 2 Road 100 & I 182 EB Off Ramp/I 182 EB On Ramp D B C B F 8 Sylvester St & US 395 NB Off Ramp D A/C A/C A/E A/F 11 4th Ave & US 395 WB On/Off Ramp D A B D E 13 US 395 & Foster Wells Rd D A/F C/F B/F C/F 14 Rainier Ave/US 395 SB On/Off Ramp & Kartchner St D A/C A/D B/F B/F 15 Commercial Ave/US 395 NB On/Off Ramp & Kartchner St D A/D A/E A/D A/F 18 Hwy 12 & E A St D A/C A/E A/C A/F 19 Road 68 & Burden Blvd D E E E E 20 Road 100 & Dent Rd/Edelman Rd D A/C A/F 27 Road 68 & Sandifur Pkwy D C E 30 Road 68 & Court Street D A/D A/F 31 Road 60 & Court Street D A/C A/F 32 Madison Ave & Burden Blvd D A/F A/F 33 Argent Rd & Rd 44 D A/F B/F 52 Cedar Ave & Lewis St D A/C A/E Overall, in comparison to the existing conditions, twice as many study intersections will not meet the mobility targets in the 2040 future no-build conditions. In other words, if future improvements are not made for the identified intersections that are currently operating less than LOS D, these intersections will continue to operate at a substandard level and additional intersections will not meet their mobility targets. For instance, the intersection of Road 68 and Burden Blvd reported LOS E for AM and PM peak periods for existing conditions and the LOS results will continue for the future no-build conditions. Also, the stop-controlled intersection of US 395 and Foster Wells Rd Page 407 of 480 PASCO TS MP • TECHNICAL MEMO #4 4 experienced significant delays for AM and PM peak periods in both existing and future no-build conditions, however there is a planned improvement project that may impact future operational results3. With regards to the future no-build results, of the 19 study intersections in the AM peak period, four will not meet their respective mobility target during the 2040 design hour conditions. For the PM peak period, 16 of the 52 study intersection will exceed the 2040 mobility target. The four study intersections that are substandard under 2040 conditions for both AM and PM peak periods include: US 395 and Foster Wells Rd, Commercial Ave/US 395 NB On/Off Ramp and Kartchner St, Hwy 12 and E A St, and Road 68 and Burden Blvd. The majority of the study intersections that exceed their mobility target are located near highway interchanges. Significant corridors of concern for the future no-build operations include Rd 100 and Rd 68. Three study intersections on both Rd 100 and Rd 68 will not meet the mobility targets during the 2040 design hour conditions. In particular, the intersection of Rd 68 and Court Street experience LOS LOS A/F due to the side streets operating over capacity during the PM peak period. Another area of concern for the future no-build conditions are located at ramp terminals. The ramp terminals along Rd 100 and Kartchner St both experienced LOS E or F. Significant improvements should be made at these ramp terminal locations or additional ramps terminals should be considered to alleviate some of the traffic. 3 US 396 Safety Corridor Improvements visit: https://wsdot.wa.gov/projects/us395/safety-corridor/home Page 408 of 480 PASCO TS MP • TECHNICAL MEMO #4 5 APPENDIX Page 409 of 480 PASCO TS MP • TECHNICAL MEMO #4 6 TABLE 3: FUTURE NO-BUILD 2040 RESULTS FOR AM PEAK Existing Future No-Build # Study Intersection Mobility Target (LOS) Level of Service Delay (secs) Volume/ Capacity Ratio Level of Service Delay (secs) Volume/ Capacity Ratio 1 Road 100 & I 182 WB On Ramp/I 182 WB On/Off Ramp D B 14 0.40 B 19 0.69 2 Road 100 & I 182 EB Off Ramp/I 182 EB On Ramp D B 15 0.68 C 35 0.98 3 Road 68 & I 182 WB On/Off Ramp/I 182 WB On Ramp D A 8 0.69 A 6 0.71 4 Road 68 & I 182 EB On/Off Ramp/I 182 EB On Ramp D A 7 0.47 A 6 0.61 5 US 395 On/Off Ramp/Morasch Ln & Argent Rd D B 13 0.44 B 16 0.63 6 US 395 SB On Ramp/US 395 SB On/Off Ramp & Court St D A 7 0.43 A 8 0.50 7 US 395 NB Off Ramp/US 395 NB On Ramp & Court St D A 9 0.49 A 8 0.45 8 Sylvester St & US 395 NB Off Ramp D A/C 0/15 0.26/0.45 A/C 0/19 0.35/0.51 9 20th Ave & I 182 WB On Ramp/I 182 WB Off Ramp D B 12 0.65 B 15 0.79 10 20th Ave & I 182 EB On/Off Ramp D B 15 0.63 B 19 0.72 11 4th Ave & US 395 WB On/Off Ramp D A 8 0.36 B 11 0.54 Page 410 of 480 PASCO TS MP • TECHNICAL MEMO #4 7 Existing Future No-Build # Study Intersection Mobility Target (LOS) Level of Service Delay (secs) Volume/ Capacity Ratio Level of Service Delay (secs) Volume/ Capacity Ratio 12 4th Ave & US 395 EB On/Off Ramp D B 11 0.44 B 12 0.60 13 US 395 & Foster Wells Rd D A/F 10/54 0.23/0.22 C/F 16/596 0.47/1.33 14 Rainier Ave/US 395 SB On/Off Ramp & Kartchner St D A/C 9/21 0.16/0.19 A/D 9/29 0.16/0.32 15 Commercial Ave/US 395 NB On/Off Ramp & Kartchner St D A/D 8/33 0.06/0.5 A/E 8/45 0.06/0.6 16 Hwy 12 EB On/Off Ramp & Lewis St & Hwy 12 EB Off Ramp D A/C 10/22 0.29/0.63 A/D 10/27 0.29/0.73 17 Hwy 12 WB Off Ramp/Hwy 12 WB On/Off Ramp & Lewis St D A/B 9/14 0.31/0.18 A/C 9/16 0.34/0.27 18 Hwy 12 & E A St D A/C 0/23 0.25/0.34 A/E 0/46 0.33/0.62 19 Road 68 & Burden Blvd D E 64 0.90 E 59 0.95 Page 411 of 480 PASCO TS MP • TECHNICAL MEMO #4 8 TABLE 4: FUTURE NO-BUILD 2040 RESULTS FOR PM PEAK Existing Future No-Build # Study Intersection Mobility Target (LOS) Level of Service Delay (secs) Volume/ Capacity Ratio Level of Service Delay (secs) Volume/ Capacity Ratio 1 Road 100 & I 182 WB On Ramp/I 182 WB On/Off Ramp D A 9 0.72 E 77 1.25 2 Road 100 & I 182 EB Off Ramp/I 182 EB On Ramp D B 19 0.86 F 125 1.24 3 Road 68 & I 182 WB On/Off Ramp/I 182 WB On Ramp D B 15 0.97 A 9 0.88 4 Road 68 & I 182 EB On/Off Ramp/I 182 EB On Ramp D C 24 0.76 C 25 0.83 5 US 395 On/Off Ramp/Morasch Ln & Argent Rd D B 17 0.47 C 21 0.62 6 US 395 SB On Ramp/US 395 SB On/Off Ramp & Court St D A 8 0.44 A 9 0.53 7 US 395 NB Off Ramp/US 395 NB On Ramp & Court St D B 11 0.62 B 11 0.67 8 Sylvester St & US 395 NB Off Ramp D A/E 0/38 0.23/0.82 A/F 0/97 0.31/1.06 9 20th Ave & I 182 WB On Ramp/I 182 WB Off Ramp D B 18 0.82 C 22 0.86 10 20th Ave & I 182 EB On/Off Ramp D B 13 0.54 B 13 0.58 11 4th Ave & US 395 WB On/Off Ramp D D 42 0.82 E 60 0.94 12 4th Ave & US 395 EB On/Off Ramp D B 11 0.55 B 13 0.62 Page 412 of 480 PASCO TS MP • TECHNICAL MEMO #4 9 Existing Future No-Build # Study Intersection Mobility Target (LOS) Level of Service Delay (secs) Volume/ Capacity Ratio Level of Service Delay (secs) Volume/ Capacity Ratio 13 US 395 & Foster Wells Rd D B/F 12/74 0.26/0.53 C/F 19/2514 0.39/4.78 14 Rainier Ave/US 395 SB On/Off Ramp & Kartchner St D B/F 11/363 0.38/1.51 B/F 11/496 0.4/1.81 15 Commercial Ave/US 395 NB On/Off Ramp & Kartchner St D A/D 8/31 0.08/0.61 A/F 8/55 0.08/0.8 16 Hwy 12 EB On/Off Ramp & Lewis St & Hwy 12 EB Off Ramp D A/C 8/16 0.28/0.39 A/C 8/19 0.31/0.5 17 Hwy 12 WB Off Ramp/Hwy 12 WB On/Off Ramp & Lewis St D B/B 11/13 0.24/0.32 B/B 13/15 0.37/0.37 18 Hwy 12 & E A St D A/C 0/25 0.28/0.3 A/F 0/112 0.4/0.88 19 Road 68 & Burden Blvd D E 73 1.15 E 75 1.09 20 Road 100 & Dent Rd/Edelman Rd D A/C 8/25 0.13/0.23 A/F 10/2121 0.34/5.44 21 Road 100 & Sandifur Parkway D B 12 0.50 C 21 0.77 22 Road 100 & Chapel Hill Rd D B 12 0.77 B 15 0.62 23 Road 100 & Argent Road D A/C 8/18 0.24/0.12 A/D 8/29 0.31/0.23 24 Road 84 & Argent Road D B 12 0.245034 B 13 0.31 25 Court Street & Road 84 D A/B 8/11 0.12/0.12 A/C 8/16 0.25/0.17 26 Road 68 & Edelman Road/Powerline Rd D A/C 8/18 0.24/0.13 B/A 11/0 0.62/0 27 Road 68 & Sandifur Pkwy D C 21 0.70 E 58 0.98 28 Road 68 & Chapel Hill Rd D B 15 0.61 B 19 0.55 29 Road 68 & Argent Road D C 21 0.67 C 31 0.87 30 Road 68 & Court Street D A/D 8/34 0.13/0.73 A/F 9/278 0.25/1.48 31 Road 60 & Court Street D A/C 8/21 0.13/0.36 A/F 9/178 0.17/1.22 Page 413 of 480 PASCO TS MP • TECHNICAL MEMO #4 10 Existing Future No-Build # Study Intersection Mobility Target (LOS) Level of Service Delay (secs) Volume/ Capacity Ratio Level of Service Delay (secs) Volume/ Capacity Ratio 32 Madison Ave & Burden Blvd D A/F 9/72 0.35/0.71 A/F 9/312 0.37/1.44 33 Argent Rd & Rd 44 D A/F 10/98 0.31/1.03 B/F 12/490 0.5/1.95 34 20th Ave & Argent Rd D B 20 0.66 C 30 0.83 35 20th Ave & Court St D C 24 0.68 C 27 0.77 36 20th Ave & Sylvester St D C 21 0.46 C 21 0.45 37 20th Ave & Lewis Street D C 21 0.48 C 22 0.56 38 10th Ave & Sylvester St D B 12 0.52 B 12 0.52 39 10th Ave & Lewis St D C 22 0.44 C 23 0.45 40 10th Ave & A St D B 17 0.36 B 18 0.38 41 10th Ave & Ainsworth St D B 18 0.62 B 18 0.58 42 4th Ave & Court St D B 17 0.64 C 22 0.78 43 4th Ave & Sylvester St D A 8 0.56 A 8 0.56 44 4th Ave & W Lewis St D B 15 0.58 B 16 0.65 45 4th Ave & A St D A 4 0.20 A 5 0.24 46 4th Ave & Ainsworth St D A/A 8/9 0.29/0.02 A/A 8/9 0.3/0.02 47 N Oregon Ave & E Lewis St D B 17 0.38 B 20 0.58 48 Oregon Ave/S Oregon Ave & E A St D B 11 0.22 B 11 0.27 49 Oregon Ave & Ainsworth St D A/C 8/17 0.12/0.41 A/C 8/21 0.15/0.44 50 Heritage Blvd & Lewis St & Avery Ave D A/C 8/19 0.29/0.4 A/D 8/27 0.3/0.61 51 E A St & Heritage Blvd D A/C 8/17 0.12/0.43 A/D 9/28 0.16/0.6 52 Cedar Ave & Lewis St D A/C 9/24 0.15/0.48 A/E 9/37 0.18/0.65 Page 414 of 480 Appendix D Page 415 of 480 TRANSPORTATION SYSTEM STANDARDS DATE: February 22, 2021 TO: Dan Ford, Jacob Gonzalez | City of Pasco FROM: Rochelle Starrett, Carl Springer | DKS SUBJECT: Pasco Transportation System Master Plan: Technical Memo #5 Project #19209-000 This document provides an overview of the transportation system standards recommended for adoption as part of the Pasco Transportation System Master Plan (TSMP). Included is a detail of the roadway functional classification system, typical designs for roadways, and pedestrian and bicycle facilities, special route designations, access spacing and mobility standards, and guidance for Traffic Impact Analysis requirements. Together, these standards will help ensure future facilities are designed appropriately and that all facilities are managed to serve their intended purpose. MULTI-MODAL STREET SYSTEM Traditional roadway designs focus on the safety and flow of motor vehicle traffic. The one size fits all design approach is less effective at integrating the roadway with the character of the surrounding area and addressing the needs of other users of a roadway. For instance, the design of an arterial roadway through a commercial area has often traditionally been the same as one through a residential neighborhood, both primarily focused on the movement of motor vehicles. In Pasco, all roadways are proposed to be multi-modal or “complete streets”, with each street serving the needs of the various travel modes. Streets in the city will not all be designed the same. It is recommended that Pasco classify the street system into a hierarchy organized by functional classification and street type (representative of their places). These classifications ensure that the streets reflect the neighborhood through which they pass, consisting of a scale and design appropriate to the character of the abutting properties and land uses. The classifications also provide for and balance the needs of all travel modes including pedestrians, bicyclists, transit riders, motor vehicles and freight. Within these street classifications, context sensitive designs may result in alternative cross-sections. Page 416 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 2 ROADWAY FUNCTIONAL CLASSIFICATION A city’s street functional classification system is an important tool for managing the transportation system. It is based on a hierarchical system of roads in which streets of a higher classification, such as arterials, emphasize a higher level of mobility for through movements, while streets of a lower classification emphasize access to land uses. Pasco currently has four functional classes: • Principal Arterials connect major activity centers as well as the interstate system. They provide limited access and are primarily intended to serve regional traffic movement. • Minor Arterials create direct connections through the city and can be found on the periphery of residential neighborhoods. They generally provide the primary connection to other Arterial or Collector Streets and access to larger developed areas and neighborhoods. • Collectors provide local traffic circulation throughout the city and serve to funnel traffic from the arterial street network to streets of the same or lower classification. They typically have minor access restrictions. • Local Streets provide local access and circulation for traffic, connect neighborhoods, and often function as through routes for pedestrians and bicyclists. Local Streets should maintain slow vehicle operating speeds and discourage through traffic. The TSMP also recommends adding a new Neighborhood Collector functional classification to identify locations where local access needs should be balanced with enhanced pedestrian and bicycle amenities. These streets should maintain slow vehicle operating speeds to accommodate safe use by all modes and through traffic should be discouraged. Functional classification provides a helpful framework for managing the city’s transportation system and supporting other standards discussed in the following sections, including connectivity, spacing, freight routes, cross-sections, and access management. Table 1 lists the desired spacing of each facility type throughout Pasco to ensure a high level of connectivity. Figure 1 illustrates the desired spacing for the arterial and collector network. Deviations to these guidelines may be needed in locations where there are significant barriers, such as topography, rail lines, freeways, existing development, and the presence of natural areas. TABLE 1: FACILITY SPACING GUIDELINES FUNCTIONAL CLASSIFICATION RECOMMENDED MAXIMUM SPACING1,2 PRINCIPAL ARTERIAL 1 to 2 miles MINOR ARTERIAL 1 mile COLLECTOR ½ mile Page 417 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 3 FUNCTIONAL CLASSIFICATION RECOMMENDED MAXIMUM SPACING1,2 NEIGHBORHOOD COLLECTOR ¼ mile LOCAL STREET 300-500 feet BICYCLE AND PEDESTRIAN FACILITIES 300 feet 1. Recommended maximum spacing refers to distance between facilities with the same or higher functional classification. 2. Deviations from the recommended maximum spacing are subject to approval by the City engineer. People walking and biking benefit the most from closely spaced facilities because their travel is most affected by variation in distance. By providing walking and biking facilities or accessways that are spaced no less than 300 feet apart, Pasco will support active transportation within and between its neighborhoods. These connections also support high quality access to transit. FIGURE 1: DESIRED FACILITY SPACING The proposed roadway functional classification from the Pasco Comprehensive Plan was reviewed to identify locations where reclassifications should be considered to improve conformance with recommended spacing guidelines. The future functional classification map from the Comprehensive Plan includes instances of closely spaced arterials and sudden changes in functional classification. The recommended reclassifications aim to create a more consistent functional classification scheme and match a roadway’s functional classification to their role in the transportation network. The existing road network was also reviewed to identify potential neighborhood collector routes. Neighborhood collectors were identified in locations where the functional classification map from the Pasco Comprehensive Plan previously identified two closely-spaced, parallel collectors which Page 418 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 4 serve similar land uses. Converting one of these routes to a neighborhood collector provides a classification that is more consistent with the actual use of the road and facilitates multimodal transportation. Neighborhood collectors were also designated on the local street system for routes which provide connections between several adjacent neighborhoods and the collector or arterial network. The recommended reclassifications summarized in Figure 2 and Table 2 will provide better system spacing and connectivity. It is important to note that many of the existing roadways cross-sections will not meet the standard cross-sections of their new functional classification. Cross-section improvements are not expected outside of redevelopment. FIGURE 2: RECOMMENDED ROADWAY FUNCTIONAL CLASSIFICATION A draft version of this figure identifying all recommended changes is also included for review Page 419 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 5 TABLE 2: FUNCTIONAL CLASSIFICATION OF NEW ROADWAYS ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION SANDIFUR PARKWAY EXTENSION Road 100 to New North-South Collector Principal Arterial DENT ROAD EXTENSION Burns Road to Harris Road Minor Arterial SANDIFUR PARKWAY EXTENSION New North-South Collector to Shoreline Drive Minor Arterial SANDIFUR PARKWAY EXTENSION New North-South Collector to Shoreline Drive Collector NEW NORTH-SOUTH COLLECTOR Dent Road to Harris Road Collector ROAD 84 EXTENSION Burns Road to Columbia River Road Collector CONVENTION DRIVE EXTENSION Burns Road to Clark Road Collector ROAD 60 EXTENSION Burns Road to Clark Road Collector DESERET DRIVE Dent Road to Road 52 Collector ROAD 76 EXTENSION Burden Boulevard to Argent Road Collector ROAD 90 EXTENSION Burns Road to UGA Neighborhood Collector THREE RIVERS DRIVE EXTENSION Road 68 to Rio Grande Lane Neighborhood Collector WRIGLEY DRIVE EXTENSION Clemente Lane to Road 68 Place Neighborhood Collector ROAD 52 EXTENSION Burns Road Deseret Drive Neighborhood Collector WERNETT ROAD EXTENSION Road 76 to Road 84 Neighborhood Collector Page 420 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 6 TABLE 3: ROADWAY FUNCTIONAL CLASSIFICATION CHANGES EXISTING FUNCTIONAL CLASSIFICATION ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION MINOR ARTERIAL Road 100 Dent Road to UGA Principal Arterial MINOR ARTERIAL 20th Avenue Lewis Street to A Street Principal Arterial PRINCIPAL ARTERIAL 10th Avenue Ainsworth Street to A street Minor Arterial PRINCIPAL ARTERIAL 4th Avenue A Street to I-182 Westbound Ramp Terminal Minor Arterial COLLECTOR Court Street Road 100 to Harris Road Minor Arterial COLLECTOR Harris Road Court Street to Dent Road Extension Minor Arterial COLLECTOR Dent Road Burns Road to Road 68 Minor Arterial COLLECTOR Clark Road Road 68 to Road 52 Minor Arterial COLLECTOR Chapel Hill Boulevard Road 82 to Road 68 Minor Arterial COLLECTOR A Street 20th Avenue to 28th Avenue Minor Arterial COLLECTOR 28th Avenue A Street to Sylvester street minor arterial MINOR ARTERIAL Chapel Hill Boulevard Crescent Road to Road 100 Collector MINOR ARTERIAL Road 60 Court Street to Sylvester Street Collector MINOR ARTERIAL Sylvester Street Road 60 to 4th Avenue Collector MINOR ARTERIAL Court Street 4th Avenue to 1st Avenue Collector MINOR ARTERIAL 1st Avenue Court Street to A Street Collector LOCAL Broadway Street Wehe Avenue to Cedar Avenue Collector LOCAL Cedar Avenue Broadway Street to Lewis Street Collector LOCAL Commercial Avenue Kartchner Street to Hillsboro Road Collector MINOR ARTERIAL Road 90 Sandifur Parkway to Burns Road Neighborhood Collector Page 421 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 7 EXISTING FUNCTIONAL CLASSIFICATION ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION COLLECTOR Wernett Road Road 36 To Road 76 Neighborhood Collector COLLECTOR 14th Avenue Lewis Street to Court Street Neighborhood Collector COLLECTOR Saratoga Lane Chapel Hill boulevard to Argent Road Neighborhood Collector COLLECTOR Road 44 Argent Road to Madison Avenue Neighborhood Collector COLLECTOR Madison Avenue Road 44 to Burden Boulevard Neighborhood Collector COLLECTOR Road 52 Burden Boulevard to Burns Road Neighborhood Collector COLLECTOR Wrigley Drive Road 76 to Clemente Lane Neighborhood Collector LOCAL Kohler Road Dent Road to Hillcrest Drive Neighborhood Collector LOCAL Road 92 Court Street to Maple Drive Neighborhood Collector LOCAL Road 76 Argent Road to Court Street Neighborhood Collector LOCAL Road 60 Argent Road to Court Street Neighborhood Collector LOCAL Road 48 Argent Road to Sylvester Street Neighborhood Collector LOCAL Wernett Road Road 36 to Road 30 Neighborhood Collector LOCAL 14th Avenue Court Street to Lincoln Drive Neighborhood Collector LOCAL Pearl Street 24th Avenue to 13th Avenue & 10th Avenue to 5th Avenue Neighborhood Collector Page 422 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 8 EXISTING FUNCTIONAL CLASSIFICATION ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION LOCAL 13th Avenue Pearl Street to Riverview Drive Neighborhood Collector LOCAL Riverview Drive 13th Avenue to 12th Avenue Neighborhood Collector LOCAL 10th Avenue 12th Avenue to Pearl Street Neighborhood Collector LOCAL Elm Avenue A Street to Shepperd Street Neighborhood Collector LOCAL Wrigley Drive Road 68 Place to Roosevelt Drive Neighborhood Collector LOCAL Roosevelt Drive Wrigley Drive to Madison Avenue Neighborhood Collector LOCAL Madison Avenue Roosevelt Drive to Burden Boulevard Neighborhood Collector LOCAL Vincenzo Drive Road 100 to Majestia Lane Neighborhood Collector LOCAL Majestia Lane Vincenzo Drive to Road 90 Neighborhood Collector LOCAL Road 90 Sandifur Parkway to Burns Road Neighborhood Collector LOCAL Wilshire Drive Road 90 to Westmoreland Lane Neighborhood Collector LOCAL Westmoreland Lane Wilshire Drive to Overland Court Neighborhood Collector LOCAL Overland Court Westmoreland Lane to Westminster Lane Neighborhood Collector LOCAL Westminster Lane Overland Court to Stutz Drive Neighborhood Collector LOCAL Stutz Drive Westminster Lane to Road 84 Neighborhood Collector Page 423 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 9 EXISTING FUNCTIONAL CLASSIFICATION ROADWAY EXTENTS RECOMMENDED FUNCTIONAL CLASSIFICATION LOCAL Hudson Drive Road 84 to Okanogan Lane Neighborhood Collector LOCAL Okanogan Lane Hudson Drive to Chehalis Drive Neighborhood Collector LOCAL Chehalis Drive Okanogan Lane to Three Rivers Drive Neighborhood Collector LOCAL Three Rivers Drive Chehalis Drive to Road 68 & Rio Grande Lane to Road 56 Neighborhood Collector LOCAL Road 56 Three Rivers Drive to Overton Road Neighborhood Collector LOCAL Overton Road Road 56 to Road 52 Neighborhood Collector FREIGHT NETWORK Freight routes play a vital role in the economical movement of raw materials and finished products, while maintaining neighborhood livability, public safety, and minimizing maintenance costs of the roadway system. The Washington State Freight and Goods Transportation system (FGTS) tonnage classification system identifies different categories of freight corridors based on annual freight tonnage moved1. The following corridors are identified in Pasco and summarized below in Figure 3: • I-182 • US 12 • US 395 • WA 397 • Road 100 (I-182 to Harris Road) • Road 68 (I-182 to Clark Road) • 4th Avenue (I-182 to Glade Road) • Ainsworth Avenue/Dock Street (WA 397 to Sacajawea Park Road) • Harris Road (Road 100 to Shoreline Road) • Shoreline Road (Harris Road to Burns Road) • Burns Road (Shoreline Road to Dent Road) 1 WSDOT. Freight Transportation System in WA. https://wsdot.maps.arcgis.com/apps/webappviewer/index.html?id=0e37044a459244d9b6414826b46e8c46 Page 424 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 10 • Dent Road (Burns Road to Road 68) • Clark Road (Road 68 to Glad Road) • Taylor Flats Road (North of Road 68) • Columbia River Road (North of Road 68) • Glade Road (North of 4th Avenue) • Railroad Avenue (North of Hillsboro Street) • Foster Wells Road (East of US 395) • Kartchner Street (Railroad Avenue to Commercial Avenue) • Hillsboro Street (Railroad Avenue to Travel Plaza Way) • Lewis Street (US 395 to 20th Avenue) • 20th Avenue (Lewis Street to A Street) • A Street (20th Avenue to US 12) • Pasco Kahlotus Road (East of US 12) • Lewis Street (WA 397 to US 12) • 4th Avenue (Ainsworth Street to A Street) Other critical freight corridors that are not currently included in the Washington FGTS include Sacajawea Park Road from Ainsworth Avenue to US 12 and Commercial Avenue from Lewis Street to Kartchner Street. Including these routes in a future update to the Washington FGTS will recognize their significance to Pasco’s freight system and connect key industrial areas to existing FGTS corridors. The city’s freight transportation system also includes a rail yard, port, and the Tri-Cities Airport. Intermodal connections between these freight hubs, Pasco’s industrial areas, and the tri-cities region are necessary to support the movement of goods. Primary routes serving these existing freight transportation needs are identified through the Washington FGTS although additional development in these areas could generate new freight traffic demands. Pasco will benefit from ensuring that its freight routes are designed to accommodate the needs of its industrial and commercial areas, while protecting its residential neighborhoods from freight traffic. Having designated freight routes will help the city better coordinate and improve its efforts regarding both freight and non-freight transportation system users, including the following: • Roadway and Intersection Improvements can be designed for freight vehicles with adjustments for turn radii, sight distance, lane width and turn pocket lengths. • Bicycle and Pedestrian Improvements – such as protected or separated bike facilities, enhanced pedestrian crossings, and other safety improvements – can be identified to reduce freight impacts to other users, particularly along bikeways and walkways. • Roadway Durability can be increased by using concrete instead of asphalt for the pavement surface. Page 425 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 11 • Railroad Connections can be coordinated to support businesses that ship goods by rail, particularly in areas where railroad sidings can be provided. • Coordination with Businesses and Adjacent Jurisdictions can ensure that local and regional freight traffic uses Pasco’s freight routes to travel within the City. Page 426 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 12 FIGURE 3: WASHINGTON STATE FGTS FREIGHT NETWORK This figure will be developed at a later date Page 427 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 13 PRIORITY BICYCLE NETWORK Currently, Pasco does not maintain designated bicycle routes although residents of Pasco have provided numerous comments and input in support of bicycle facilities. These comments were received in both the online survey conducted for the TSMP and in the 2020 National Citizen Survey conducted by the City of Pasco2. Pasco’s existing and planned bicycle facilities were reviewed to identify opportunities and constraints. Future bicycle facility gaps were identified and used to develop a comprehensive priority bicycle network for the City of Pasco. The priority bicycle network will be used to prioritize investments and develop a system that supports bicycle travel. The identified priority bicycle network for Pasco is shown in Figure 4. The priority bicycle network includes a range of treatment types based on the roadway context (e.g., vehicle speeds and volumes) and available right of way. This approach ensures that the proposed bicycle network fits within the existing neighborhood and street context. FIGURE 4: RECOMMENDED PASCO PRIORITY BIKE NETWORK A draft version of the priority bicycle network is available here: https://www.google.com/maps/d/u/0/edit?mid=1ZQGKg1iS76ttbP7cpz4f7Iu983_Lvng1&usp=shari ng 2 The National Community Survey. Pasco, WA, Community Livability Report. 2019. https://www.pasco- wa.gov/DocumentCenter/View/62086/NCS-Community-Livability-Report-Pasco-2020 Page 428 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 14 MULTIMODAL CROSS-SECTION STANDARDS Different streets serve different purposes, and a functional classification system provides a framework for matching the size and type of various street elements with the intended purpose of the street. While a street’s functional classification does not dictate which street elements to include, it does facilitate the selection of the multimodal facilities and widths that help the street fulfill its intended multimodal function. Adjacent land uses and available right-of-way also influence which elements are included in a specific segment. Much of Pasco’s street system is already built out and may not be easily reconfigured. However, cross-section standards should be applied to existing streets as significant redevelopment occurs and to new streets serving future development areas. For existing developed areas where significant redevelopment is not expected, the constrained cross-section standards will be applied. Constrained cross-sections may include narrower or limited travel lanes, and pedestrian and bicycle facilities, or accommodations that generally match those provided by the surrounding developed land uses. Cross-section standards can also provide a framework to guide design of existing facilities that may be candidates for future road diets or other reconfigurations. Roadway cross-section design elements include travel lanes, curbs, planter strips, and pedestrian and bicycle facilities. The current standard cross-sections for the City of Pasco are summarized in the Pasco Design and Construction Standards3 and summarized below for comparison with the recommended cross-sections. The following cross-sections show current standards and recommended maximum elements and total facility widths for Pasco’s functional classes. The recommended cross-sections were expanded to allow flexibility in the width of specific elements depending on the context of the adjacent land uses, as identified in the comprehensive plan zoning map. The cross-sections identified below include sections for each roadway type within each land use context to present the complete range of cross-section standards. These standards were compiled based on existing best practices for urban street design4,5 and professional judgement. A specific roadway type may not exist within a specific land use context (e.g. there are currently no identified industrial neighborhood collectors). ARTERIAL ROADWAY STANDARDS Currently, the City of Pasco maintains a five-lane cross-section standard for all minor arterials which includes a 5-foot bike lane and 7-foot sidewalks on each side of the street, seen in Figure 5. The City of Pasco does not currently have a roadway standard for their principal arterial network. 3 City of Pasco. Pasco Design and Construction Standards. https://www.pasco-wa.gov/DocumentCenter/View/3229/City-of- Pasco-Standard-Drawings- 4 NACTO. Urban Street Design Guide. https://nacto.org/publication/urban-street-design-guide/ 5 NACTO. Urban Bikeway Design Guide. https://nacto.org/publication/urban-bikeway-design-guide/ Page 429 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 15 Paved Width: 68 feet, Right of Way: 83 feet FIGURE 5: EXISTING MINOR ARTERIAL STREET CROSS-SECTION (SOURCE: STREETMIX) The Pasco Transportation System Master Plan recommends converting the existing minor arterial roadway standard to the proposed principal arterial roadway standard and introducing a new three- lane minor arterial cross-section. Other key recommended changes include adding a planter strip between the sidewalk and street, on-street parking (for residential and mixed-use areas where less off-street parking is typically constructed), and a buffer between cyclists and adjacent travel lanes. The proposed principal arterial cross-sections, summarized in Figures 6A to 6D, and the proposed minor arterial cross-sections, summarized in Figures 7A to 7D, include flexible design standards for each cross-section element to accommodate the expected roadway users depending on the adjacent land use context. For example, the residential minor arterial cross-section standard will be applied as part of the proposed road reconfiguration on Court Street. A summary of the recommended widths for both the principal arterial and minor arterial cross-sections is also provided below in Tables 4 and 5. Paved Width: 70 feet, Right of Way: 102 feet FIGURE 6A: RECOMMENDED PRINCIPAL ARTERIAL – MIXED USE STREET CROSS-SECTION (SOURCE: STREETMIX) Page 430 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 16 Paved Width: 70 feet, Right of Way: 94 feet FIGURE 6B: PROPOSED PRINCIPAL ARTERIAL – RESIDENTIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 74 feet, Right of Way: 96 feet FIGURE 6C: PROPOSED PRINCIPAL ARTERIAL – COMMERCIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 431 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 17 Paved Width: 76 feet, Right of Way: 98 feet FIGURE 6D: PROPOSED PRINCIPAL ARTERIAL – INDUSTRIAL STREET CROSS-SECTION (SOURCE: STREETMIX) TABLE 4: RECOMMENDED PRINCIPAL ARTERIAL CROSS-SECTION OPTIONS Note: Pasco’s standard curb section is included as part of the furnishing zone or landscape strip width; Pasco’s standard gutter section is included as part of the adjacent lane 1. On-street parking not recommended for a five-lane cross-section 2. The number of lanes is dependent on the expected street volume Cross-Section Element Mixed Use Residential Commercial Industrial Sidewalk 8 feet 6 feet 6 feet 6 feet Furnishing Zone or Landscape Strip 8 feet 6 feet 5 feet 5 feet Bike Lanes 5 feet 5 feet 5 feet 5 feet Buffer Width 2 feet minimum 2 feet minimum 2 feet minimum 2 feet minimum On-Street Parking Optional1; 8 feet None None None Vehicle Travel Lanes2 2 to 4 lanes; 11 feet 2 to 4 lanes; 11 feet 2 to 4 lanes; 12 feet 2 to 4 lanes; 12 feet Median or Center T urn L ane 12 feet 12 feet 12 feet 14 feet Page 432 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 18 Paved Width: 64 feet, Right of Way: 92 feet FIGURE 7A: PROPOSED MINOR ARTERIAL – MIXED USE STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 62 feet, Right of Way: 86 feet FIGURE 7B: PROPOSED MINOR ARTERIAL – RESIDENTIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 433 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 19 Paved Width: 50 feet, Right of Way: 72 feet FIGURE 7C: PROPOSED MINOR ARTERIAL – COMMERCIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 52 feet, Right of Way: 74 feet FIGURE 7D: PROPOSED MINOR ARTERIAL – INDUSTRIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 434 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 20 TABLE 5: RECOMMENDED MINOR ARTERIAL CROSS-SECTION OPTIONS Note: Pasco’s standard curb section is included as part of the furnishing zone or landscape strip width; Pasco’s standard gutter section is included as part of the adjacent lane COLLECTOR ROADWAY STANDARDS The City of Pasco’s current collector cross-section includes three lanes for vehicles with 5-foot bike lanes and 7-foot sidewalks on each side. The existing collector cross-section is shown in Figure 8. Paved Width: 48 feet, Right of Way: 63 feet FIGURE 8: EXISTING COLLECTOR STREET CROSS-SECTION (SOURCE: STREETMIX) The Pasco Transportation System Master Plan recommends maintaining the existing collector roadway standard for collectors constructed in commercial and industrial areas where a center two- way left turn lane can better balance through movements for vehicles and business or freight access. The recommended collector street cross-section for mixed use and residential areas does not include a center two-way left turn lane to minimize the cross-section width and to support a Cross-Section Element Mixed Use Residential Commercial Industrial Sidewalk 8 feet 6 feet 6 feet 6 feet Furnishing Zone or Landscape Strip 6 feet 6 feet 5 feet 5 feet Bike Lanes 5 feet 5 feet 5 feet 5 feet Buffer Width 2 feet minimum 2 feet minimum 2 feet minimum 2 feet minimum On-Street Parking Optional; 8 feet Optional; 7 feet None None Vehicle Travel Lanes 2 lanes; 11 feet 2 lanes; 11 feet 2 lanes; 12 feet 2 lanes; 12 feet Median or Center T urn L ane 12 feet 12 feet 12 feet 14 feet Page 435 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 21 multimodal street character. Other key recommended changes include adding a planter strip between the sidewalk and street and including on-street parking (for residential and mixed-use areas where less off-street parking is typically constructed). The proposed collector cross-sections, summarized below in Figures 9A to 9D, include flexible design standards to accommodate the expected roadway users depending on the adjacent land use context. The proposed residential, commercial, or mixed-use standards will be applied to the planned road reconfiguration on Sylvester Street. The recommended widths are also summarized below in Table 6. Paved Width: 50 feet, Right of Way: 78 feet FIGURE 9A: PROPOSED COLLECTOR – MIXED USE STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 48 feet, Right of Way: 72 feet FIGURE 9B: PROPOSED COLLECTOR – RESIDENTIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 436 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 22 Paved Width: 45 feet, Right of Way: 67 feet FIGURE 9C: PROPOSED COLLECTOR – COMMERCIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 46 feet, Right of Way: 68 feet FIGURE 9D: PROPOSED COLLECTOR – INDUSTRIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 437 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 23 TABLE 6: RECOMMENDED COLLECTOR CROSS-SECTION OPTIONS Cross-Section Element Mixed Use Residential Commercial Industrial Sidewalk 8 feet 6 feet 6 feet 6 feet Furnishing Zone or Landscape Strip 6 feet 6 feet 5 feet 5 feet Bike Lanes 6 feet 6 feet 6 feet 6 feet Buffer Width None None None None On-Street Parking Optional; 8 feet Optional; 7 feet None None Vehicle Travel Lanes 2 lanes; 11 feet 2 lanes; 11 feet 2 lanes; 11 feet 2 lanes; 11 feet Median or Center T urn L ane None None 11 feet 12 feet Note: Pasco’s standard curb section is included as part of the furnishing zone or landscape strip width; Pasco’s standard gutter section is included as part of the adjacent lane The Pasco Transportation System Master Plan also recommends introducing a new neighborhood collector cross-section which balances mobility for all roadway users with home or business access. Neighborhood collectors are designed to provide more connectivity than local streets with slower vehicle speeds than a typical collector street through their design or other traffic calming treatments. These features make neighborhood collectors a critical component of a multimodal transportation system. This cross-section includes two vehicle travel lanes, on-street bike lanes (in commercial or industrial areas only), on-street parking (for residential and mixed-use areas where less off-street parking is typically constructed), a planter strip between the sidewalk and street, and sidewalks. The proposed neighborhood collector cross-sections, summarized below in Figures 10A to 10D, include flexible design standards for each cross-section element to accommodate the expected roadway users depending on the adjacent land use context. Recommended widths for each element are also summarized in Table 7. Potential traffic calming treatments which can be applied to neighborhood collectors is summarized below in the Neighborhood Traffic Management Tools section. Page 438 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 24 Paved Width: 40 feet, Right of Way: 68 feet FIGURE 10A: PROPOSED NEIGHBORHOOD COLLECTOR – MIXED USE STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 38 feet, Right of Way: 62 feet FIGURE 10B: PROPOSED NEIGHBORHOOD COLLECTOR – RESIDENTIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 439 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 25 Paved Width: 32 feet, Right of Way: 54 feet FIGURE 10C: PROPOSED NEIGHBORHOOD COLLECTOR – COMMERCIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 32 feet, Right of Way: 54 feet FIGURE 10D: PROPOSED NEIGHBORHOOD COLLECTOR – INDUSTRIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 440 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 26 TABLE 7: RECOMMENDED NEIGHBORHOOD COLLECTOR CROSS-SECTION OPTIONS Cross-Section Element Mixed Use Residential Commercial Industrial Sidewalk 8 feet 6 feet 6 feet 6 feet Furnishing Zone or Landscape Strip 6 feet 6 feet 5 feet 5 feet Bike Lanes None None 5 feet1 6 feet1 Buffer Width None None None None On-Street Parking Optional; 8 feet Optional; 7 feet None None Vehicle Travel Lanes 2 lanes; 12 feet 2 lanes; 12 feet 2 lanes; 11 feet 2 lanes; 11 feet Median or Center T urn L ane None None None None Note: Pasco’s standard curb section is included as part of the furnishing zone or landscape strip width; Pasco’s standard gutter section is included as part of the adjacent lane 1. Sharrows and traffic calming treatments can be provided in lieu of bike lanes LOCAL ROADWAY STANDARDS Existing local roadway standards for the City of Pasco are summarized in Figures 11A and 11B for local streets with and without curb. Both cross-sections include two travel lanes and parking on each side of the street. Sidewalks are only provided for sections that are constructed with curb. All new roadways within the City of Pasco are recommended to be constructed with curb, so the TSMP did not include a local street option without curb. Paved Width: 38 feet, Right of Way: 49 feet FIGURE 11A: EXISTING LOCAL STREET CROSS-SECTION WITH CURB (SOURCE: STREETMIX) Page 441 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 27 Paved Width: 44 feet, Right of Way: 44 feet FIGURE 11B: EXISTING LOCAL STREET CROSS-SECTION WITHOUT CURB (SOURCE: STREETMIX) The Pasco Transportation System Master Plan recommends maintaining the existing local roadway standard for streets constructed in mixed use and residential areas where on-street parking is needed to serve residences or businesses. On-street parking is less critical in commercial and industrial areas where large off-street parking areas are typically constructed, so the recommended local street cross-sections for commercial and industrial areas does not include parking. Other key recommended changes include adding a planter strip between the sidewalk and street. The proposed local street cross-sections, summarized below in Figures 12A to 12D, include flexible design standards for each cross-section element to accommodate the expected roadway users depending on the adjacent land use context. The recommended widths for each cross-section element is also summarized below in Table 8. Paved Width: 36 feet, Right of Way: 64 feet FIGURE 12A: PROPOSED LOCAL STREET WITH CURB – MIXED USE STREET CROSS-SECTION (SOURCE: STREETMIX) Page 442 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 28 Paved Width: 34 feet, Right of Way: 58 feet FIGURE 12B: PROPOSED LOCAL STREET WITH CURB – RESIDENTIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Paved Width: 22 feet, Right of Way: 44 feet FIGURE 12C: PROPOSED LOCAL STREET WITH CURB – COMMERCIAL STREET CROSS-SECTION (SOURCE: STREETMIX) Page 443 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 29 Paved Width: 24 feet, Right of Way: 46 feet FIGURE 12D: PROPOSED LOCAL STREET WITH CURB – INDUSTRIAL STREET CROSS-SECTION (SOURCE: STREETMIX) TABLE 8: RECOMMENDED LOCAL STREET CROSS-SECTION OPTIONS Cross-Section Element Mixed Use Residential Commercial Industrial Sidewalk 8 feet 6 feet 6 feet 6 feet Furnishing Zone or Landscape Strip 6 feet 6 feet 5 feet 5 feet Bike Lanes None None None None Buffer Width None None None None On-Street Parking Optional; 8 feet Optional; 7 feet None None Vehicle Travel Lanes 2 lanes; 10 feet 2 lanes; 10 feet 2 lanes; 11 feet 2 lanes; 12 feet1 Median or Center T urn L ane None None None None Note: Pasco’s standard curb section is included as part of the furnishing zone or landscape strip width; Pasco’s standard gutter section is included as part of the adjacent lane 1. Additional width may be needed at intersections or driveways to accommodate truck turning movements CONSTRAINED ROADWAY OPTIONS Constrained Streets are generally those where the construction may be challenging due to topography, environmentally sensitive areas, or historic areas. The constrained street standards will also be applied in existing, developed areas where significant redevelopment is not expected. These streets may require modified designs that may not be to scale with the adjacent land use to allow for reasonable construction costs. Constrained elements may include narrower or limited Page 444 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 30 travel lanes, and pedestrian and bicycle facilities, or accommodations that generally match those provided by the surrounding developed land uses. Recommended guidance for modifications to the standard designs is provided in Table 9. Any modification of a standard design requires approval prior to construction. TABLE 9: RECOMMENDED CONSTRAINED ROADWAY OPTIONS Note: Pasco’s standard curb section is included as part of the furnishing zone or landscape strip width; Pasco’s standard gutter section is included as part of the adjacent lane 1. Minimum 3 feet width for furnishing/landscape strip, if provided 2. The number of lanes is dependent on the expected street volume 3. Access restrictions required if no median is provided COUNTY ROADWAY OPTIONS County roadways within Pasco’s UGA face several unique challenges, including inconsistent roadway widths, lack of multimodal facilities, and inadequate ROW designations which can make it challenging to bring these roadways up to urban standards as these areas are incorporated. Furthermore, there is no existing formal agreement between Franklin County and the City of Pasco to guide the process for requiring dedication and improvements in the UGA or for jurisdictional transfer of County roads to the City. As a result, within the UGA ROW dedication and improvements, including multimodal facilities, are provided in an inconsistent, ad hoc manner. Three different approaches can be considered for establishing road annexation (or jurisdictional transfer) standards that ensures consistency in ROW widths and promotes multimodal facility development: 1. Interim or phased approaches for upgrading ROW in urbanizing areas (i.e. within the UGA) Cross-Section Element Principal & Minor Arterials Collectors & Neighborhood Collectors Local Streets Sidewalk 6 feet minimum width 5 feet minimum width 5 feet minimum width Furnishing Zone or Landscape Strip None1 None1 None1 Bike Lanes 6 feet minimum width, no buffer 5 feet minimum width or provide facility on adjacent corridor N/A On-Street Parking None None None Vehicle Travel Lanes 2 to 42 11 feet minimum width 2 10 feet minimum width 2 10 feet minimum width Median or Center T urn L ane As needed3 As needed3 None Page 445 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 31 2. Interagency Agreements that establish a coordinated strategy for ROW improvements among the City and the County/State 3. Standards/Fee-in-lieu that offer developers or property owners an alternative to directly providing roadway improvements These methods and examples will be used to codify a process to manage ROW dedications within the UGA as part of the TSMP. PEDESTRIAN AND BICYCLE STANDARDS The following sections detail various walking and biking facility standards and treatment guidelines. WALKING AND BIKING FACILITIES As shown in the multi-modal roadway cross-section standards, the existing city roadway design standards should be modified to require buffered bike lanes along principal arterial and minor arterial roadways for all land use types. Wider bike lanes will also be provided along collector roadways for all land use types and neighborhood collector roadways in industrial or commercial areas. Bicyclists should be accommodated with a 5-foot bike lane and 2-foot buffer along arterial roadways and a six-foot bike lane along collector roadways. Currently, the City of Pasco requires 5- foot bike lanes on all arterial and collector roadways, so the revised standards increase the total operating room for bicyclists. Shared streets for bikes are also recommended to be designated throughout the city and should include pavement markings/ signage. All streets in mixed-use, residential, and industrial areas are also recommended to require wider sidewalks. Newly constructed roadways are recommended to include an 8-foot sidewalk in mixed- use areas and a 6-foot sidewalk in residential, commercial, and industrial areas. Additionally, each new street is recommended to include a landscape buffer strip or tree wells to create a more pleasant walking environment for pedestrians. Currently, the City of Pasco requires a 5-foot sidewalk in residential areas and a 7-foot sidewalk in commercial areas. The proposed cross sections increase the standard sidewalk width to 6 feet in residential areas and establish new standards for commercial areas that are based on the type of adjacent businesses. In mixed use areas (e.g., downtown Pasco), wider 8-foot sidewalks will be supplemented with tree wells to accommodate increase pedestrian activity while auto-oriented commercial districts will provided narrower 6-foot sidewalks. SHARED-USE PATHS Shared-use paths provide off-roadway facilities for walking and biking travel. Depending on their location, they can serve both recreational and transportation needs. Shared-use path designs vary in surface types and widths. Hard surfaces are generally better for bicycle travel. Widths need to provide ample space for both walking and biking and should be able to accommodate maintenance vehicles. Currently, the City of Pasco does not have a standard cross-section for shared-use paths. The recommended cross-section is summarized in Figure 13. The proposed cross-section is 12 feet wide, with 2-foot shoulders on each side. Page 446 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 32 Paved Width: 14 feet, Right of Way: 16 feet FIGURE 13: PROPOSED SHARED-USE PATH CROSS-SECTION (SOURCE: STREETMIX) STREET CROSSINGS Roadways with high traffic volumes and/or speeds in areas with nearby transit stops, residential uses, schools, parks, shopping and employment destinations generally require enhanced street crossings with treatments, such as marked crosswalks, high visibility crossings, and curb extensions to improve the safety and convenience. Crossing locations with higher volumes of pedestrians (either observed or projected) are also candidate locations for rectangular rapid flashing beacons or pedestrian hybrid beacons which increase the visibility of the crossing for drivers. Crossings should be consistent with the recommended block spacing standards shown in Table 5, and mid-block pedestrian and bicycle accessways are recommended to be provided at spacing no more than 300 feet. Exceptions include where the connection is impractical due to topography, inadequate sight distance, high vehicle travel speeds, lack of supporting land use or other factors that may prevent safe crossing (as determined by the city). The city should consider adding enhanced pedestrian crossing treatments to increase protection where warranted by the combination of pedestrian demand volumes and cross traffic speeds and volumes. Candidate locations include trail crossings (e.g. Road 100/Planned FCID Canal Trail), parks or recreation, schools, or high-volume transit stops. Appendix A of National Cooperative Highway Research Program (NCHRP) Report 562, Improving Pedestrian Safety at Unsignalized Crossings, includes a procedure for treatment selection, with input variables including: • Vehicle speed on the major street • Pedestrian crossing distance • Peak hour pedestrian volume • Peak hour vehicle volume • Local parameters such as motorist compliance, pedestrian walking speed, and pedestrian start- up and clearance time Page 447 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 33 NCHRP Report 562 includes worksheets for inputting the variables above and identifying the appropriate treatment type. A typical worksheet used for this evaluation is seen below in Figure 14. FIGURE 14: NCHRP 562 SAMPLE EVALUATION WORKSHEET NEIGHBORHOOD TRAFFIC MANAGEMENT TOOLS Neighborhood Traffic Management (NTM) involves strategies to slow traffic, and potentially reduce volumes, creating a more inviting environment for pedestrians and bicyclists. NTM strategies target neighborhood livability on local streets, though a few can apply to collectors and arterials, such as raised median islands. Mitigation measures balance the need to manage vehicle speeds and volumes with the need to maintain mobility, circulation, and function for service providers, such as emergency responders. Examples of tools are shown in Figure 15. Page 448 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 34 Chicanes Chokers Curb Extensions www.pedbikeimages.org/Dan Burden www.pedbikeimages.org/Dan Burden www.pedbikeimages.org/Carl Sundstrom Diverters Median Islands Raised Crosswalks www.pedbikeimages.org/Adam Fukushima www.pedbikeimages.org/Dan Burden www.pedbikeimages.org/Tom Harned Speed Cushions Speed Hump Traffic Circles NACTO Urban Street Design Guide www.pedbikeimages.org/Dan Burden www.pedbikeimages.org/Carl Sundstrom FIGURE 15 : SUMMARY OF NEIGHBORHOOD TRAFFIC MANAGEMENT STRATEGIES Page 449 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 35 Table 10, below, lists common NTM applications. Any NTM project should include coordination with emergency response staff to ensure that public safety is not compromised. NTM strategies implemented on a state facility would require coordination with WSDOT regarding freight mobility considerations. TABLE 10: APPLICATION OF NTM STRATEGIES Arterials Collectors Local Streets Speed Reduction Traffic Diversion CHICANES ü ü ü CHOKERS ü ü ü CURB EXTENSIONS ü ü ü ü DIVERTERS (WITH EMERGENCY VEHICLE PASS- THROUGH) ü ü ü MEDIAN ISLANDS ü ü ü ü RAISED CROSSWALKS ü ü ü SPEED CUSHIONS (WITH EMERGENCY VEHICLE PASS- THROUGH) ü ü ü SPEED HUMP ü ü ü TRAFFIC CIRCLES ü ü ü The City of Pasco does not currently have a formal neighborhood traffic management program. If such a program were desired to help respond to future issues, suggested elements include: • Provide a formalized process for citizens who are concerned about the traffic on their neighborhood street. The process could include filing a citizen request with petition signatures and a preliminary evaluation. If the evaluation finds cause for concern, a neighborhood meeting would be held and formal data would be collected and evaluated. If a problem were found to exist, solutions would be identified and the process continued with neighborhood meetings, feedback from service and maintenance providers, cost evaluation, and traffic calming device implementation. Six months after implementation the device would be evaluated for effectiveness. • For land use proposals, in addition to assessing impacts to the entire transportation network, traffic studies for new developments must also assess impacts to residential streets. A recommended threshold to determine if this additional analysis is needed is if the proposed project increases through traffic on residential streets by 40 or more vehicles during the evening peak hour or 200 vehicles per day. Once the analysis is performed, the NTM Application Use by Function Classification Impact Page 450 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 36 threshold used to determine if residential streets are impacted would be if their daily traffic volume exceeds 1,800 vehicles. ACCESS MANAGEMENT & STREET CONNECTIVITY STANDARDS Access management provides safe and efficient access to the transportation system for all users. Currently, the City of Pasco only manages access through restrictions on the placement of driveways. New residential driveways must be located 25 feet from an existing intersection, while new commercial driveways must be placed in coordination with the Public Works Director6. Expanded access management spacing standards which account for the different roadway functional classifications are recommended for the City of Pasco to better manage driveway construction. These standards are summarized in Table 11. TABLE 11: RECOMMENDED ACCESS MANAGEMENT SPACING STANDARDS SPACING GUIDELINES1 2 PRINCIPAL ARTERIALS MINOR ARTERIALS COLLECTORS NEIGHBORHOOD COLLECTORS LOCAL STREETS MINIMUM DRIVEWAY SPACING (DRIVEWAY TO DRIVEWAY) 2 300 feet 250 feet 150 feet 75 feet N/A MINIMUM FULL-ACCESS DRIVEWAY SPACING (SETBACK FROM INTERSECTION) 300 feet3 250 feet 150 feet 75 feet 25 feet MINIMUM RIGHT-IN/RIGHT- OUT DRIVEWAY SPACING (SETBACK FROM INTERSECTION) 150 feet3 125 feet 75 feet 50 feet 25 feet 1. All distances measured from the edge of adjacent approaches 2. A property must construct access to a lower classified roadway, where possible 3. WSDOT requires 1,320 between an interchange and the closest driveway7 The City of Pasco recently adopted block length and block perimeter guidelines to control access to their street network. Under this new guidance for most zoning designations, block lengths shall not exceed 660 feet and the block perimeter shall not exceed 1,760 feet. Previously blocks could not exceed 1,320 feet for residential uses or 600 feet for commercial uses8. In addition to these new standards, Pasco should consider adopting standards which govern the minimum block size and the 6 City of Pasco. Pasco Municipal Code Section 12.04.100 Driveway Standards. https://pasco.municipal.codes/PMC/12.04.090 7 State of Washington. Washington Administrative Code Section 468-52-040 Access Control Classification System and Standards. https://app.leg.wa.gov/wac/default.aspx?cite=468-52-040 8 City of Pasco. Street Connectivity – Supplemental Memorandum for CA2019-013. September 17, 2020. Page 451 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 37 maximum distance between pedestrian or bicycle access points. The existing street connectivity standards plus these additional guidelines is summarized below in Table 12. TABLE 12: EXISTING AND RECOMMENDED STREET CONNECTIVITY STANDARDS SPACING GUIDELINES PRINCIPAL ARTERIALS MINOR ARTERIALS COLLECTORS NEIGHBORHOOD COLLECTORS LOCAL STREETS MAXIMUM BLOCK SIZE (PUBLIC STREET TO PUBLIC STREET)1 660 feet 660 feet 660 feet 660 feet 660 feet MINIMUM BLOCK SIZE (PUBLIC STREET TO PUBLIC STREET) 300 feet 250 feet 200 feet 150 feet 125 feet MAXIMUM BLOCK PERIMETER1 1,760 feet 1,760 feet 1,760 feet 1,760 feet 1,760 feet MAXIMUM DISTANCE BETWEEN PEDESTRIAN/BICYCLE ACCESSWAYS2 330 feet 330 feet 330 feet 330 feet 330 feet 1. Existing standard for the City of Pasco 2. Spacing is the maximum of public street to public street, public street to accessway, or accessway to accessway distance VEHICLE MOBILITY TARGETS Mobility targets are used in long-range planning and development review to identify deficiencies on the transportation network and can be used to identify needed improvements as growth occurs. Two common methods used to gauge traffic operations for motor vehicles are volume to capacity (v/c) ratios and level of service (LOS): • Volume-to-capacity (v/c) ratio: A v/c ratio is a decimal representation (between 0.00 and 1.00) of the proportion of capacity that is being used at a turn movement, approach leg, or intersection. The ratio is the peak hour traffic volume divided by the hourly capacity of a given intersection or movement. A lower ratio indicates smooth operations and minimal delays. A ratio approaching 1.00 indicates increased congestion and reduced performance. • Level of service (LOS): LOS is a “report card” rating (A through F) based on the average delay experienced by vehicles at the intersection. LOS A, B, and C indicate conditions where traffic moves without significant delays over periods of peak hour travel demand. LOS D and E are progressively worse operating conditions. LOS F represents conditions where average vehicle delay is excessive, and demand exceeds capacity, typically resulting in long queues and delays. Mobility targets are adopted by the City of Pasco in their comprehensive plan. The City of Pasco currently uses a Level of Service (LOS) standard which is based on a Highway Capacity Manual calculation of delay that varies between signalized and unsignalized intersections. The current mobility targets, which apply to the daily peak hour, are summarized below in Table 13. The City requires a lower level of service for arterial and collector roadways where higher traffic leads to Page 452 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 38 higher delays. The arterial and collector standards are consistent with the mobility targets applied by BFCG and WSDOT. TABLE 13: EXISTING MOBILITY TARGETS FUNCTIONAL CLASSIFIATION EXISTING MOBILITY TARGET LOCAL STREETS LOS C ARTERIALS AND COLLECTORS LOS D WSDOT FACILITIES LOS D The City of Pasco should consider expanding their current mobility targets to include a volume-to- capacity (v/c) standard. Having both a LOS (delay-based) and v/c (congestion-based) standard can be helpful in situations where one metric may not be enough, such as an all-way stop where one approach is over capacity but overall intersection delay meets standards. The City of Pasco should also introduce mobility targets which depend on the intersection control which can better capture acceptable levels of performance across different intersection control types. Table 14, below, summarizes recommended changes to Pasco’s mobility targets. TABLE 14: RECOMMENDED MOBILITY TARGETS INTERSECTION TYPE PROPOSED MOBILITY TARGET REPORTING MEASURE SIGNALIZED LOS D and v/c ≤0.90 Intersection ALL-WAY STOP OR ROUNDABOUTS LOS D and v/c ≤0.90 Worst Approach TWO-WAY STOP 1 LOS E and v/c ≤0.95 Worst Major Approach/Worst Minor Approach WSDOT INTERSECTIONS LOS D Intersection or Worst Approach depending on control type 1. Applies to approaches that serve more than 20 vehicles; there is no standard for approaches serving lower volumes Page 453 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 39 DEMAND MANAGEMENT POLICIES Pasco experiences peak congestion due to single-occupant trips during peak demand times. Transportation Demand Management (TDM) aims to remove single occupant motor vehicle trips from the roadway network during peak travel demand periods which could provide one avenue for reducing pressure on key facilities. Changing a users’ travel behavior and providing alternative choices will help accommodate the expected growth in travel demand identified for Pasco. Generally, TDM focuses on reducing vehicle miles traveled for large employers by promoting active and shared modes of travel. Research has shown that a comprehensive set of complementary policies implemented over a large geographic area can affect the number of vehicle miles traveled to/from that area. In order for TDM measures to be effective, strategies should go beyond the low- cost, uncontroversial measures commonly used such as carpooling, transportation coordinators/associations, priority parking spaces, etc. Effective TDM measures include parking strategies (limiting or increasing supply in strategic locations), improved services for alternative modes of travel, and market-based incentives to encourage travel behavior changes. However, TDM includes a wide variety of actions that are specifically tailored to the individual needs of an area. Effective TDM strategies include: • Supporting alternative vehicle types by identifying potential electric vehicle plug-in stations and developing implementing code provisions. • Encouraging/supporting rideshare/vanpool to major employers in Benton or Franklin County and Kennewick or Richland (e.g. Hanford Nuclear Site) for employees living in Pasco. • Establishing site development standards that require pedestrian and bicycle access through sites and connections to adjacent sites and transportation facilities, to the extent the development impacts existing access. • Improving amenities and access for transit stops. Actions could include instituting site design requirements allowing redevelopment of parking areas for transit amenities; requiring safe and direct pedestrian connections to transit and permitting transit-supportive uses outright in commercial and institutional zones. • Improving street connectivity to support direct connections between residential areas and activity centers. • Investing in pedestrian/bicycle facilities. Opportunities to expand transportation demand management and other measures in Pasco include developing implementing requirements for long-term bicycle parking for places of employment above a certain size, park and ride facilities, major transit stops, and multi-family residential developments. Other land uses, especially activity generators, should be required to provide short- term bike parking and are encouraged to implement the long-term options. Long-term bicycle parking options include: • Individual lockers for one or two bicycles • Racks in an enclosed, lockable room • Racks in an area that is monitored by security cameras or guards (within 100 feet) • Racks or lockers in an area always visible to employees Page 454 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 40 ELECTRIC AND AUTONOMOUS VEHICLES Emerging transportation technologies will shape roads, communities, and daily lives for generations. Vehicles are becoming more connected, automated, shared, and electric. While the timing of when these advances will occur is uncertain, they will have significant impacts on how a community plans, designs, builds, and uses the transportation system. Below are some important emerging transportation technology terms and definitions that provide the basis for the impacts, policies and action items discussed in the following sections. Connected vehicles (CVs) will enable communications between vehicles, infrastructure, and other road users. This means that vehicles will be able to assist human drivers and prevent crashes while making the system operate more smoothly. Automated vehicles (AVs) will, to varying degrees, take over driving functions and allow travelers to focus their attention on other matters. Vehicles with combined automated functions like lane keeping and adaptive cruise control exist today. In the future, more sophisticated sensing and programming technology will allow vehicles to operate with little to no operator oversight. Shared vehicles (SVs) allow ride-hailing companies to offer customers access to vehicles through cell phone applications. Ride-hailing applications give on-demand transportation with comparable convenience to car ownership without the hassle of maintenance and parking. Examples of shared vehicles include companies like Uber and Lyft. Electric Vehicles (EVs) have been on the road for decades and are becoming more economically feasible as the production costs of batteries decline and vehicle fuel prices increase. Many of these technologies will not be exclusive of the others and it is important to think of the host of implications that arise from the combination of them. These vehicles are referred to as connected, automated, shared, and electric (CASE) vehicles. IMPACTS OF CASE VEHICLES CONGESTION AND ROAD CAPACITY There are several competing forces that will unfold as connected, automated, and shared vehicles are deployed. It is difficult to predict how these vehicles will influence congestion and road capacity. • AVs will provide a more relaxing or productive ride experience and people may have less resistance to longer commutes. • Shared AVs are projected to have lower fuel and operating costs, making them less Page 455 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 41 expensive on a per mile basis than private vehicle ownership. This may increase demand for auto-based travel in the future. • CV technology will allow vehicles to operate safely with closer following distance, less unnecessary braking, and better coordinated traffic control. This will increase road capacity in the long run when CVs and AVs comprise most of the public and private fleet of vehicles. • In the near term, since AVs make up a fraction of the fleet of vehicles, road capacity could decrease as AVs will operate more slowly and cautiously than regular vehicles. • A new class of traffic – zero-occupant vehicles – will increase traffic congestion. These could include AVs making deliveries or shared AVs circulating around the city and traveling to their next rider. • Roadways may need to be redesigned or better maintained to accommodate the needs of automated driving systems. For instance, striping may need to be wider and more consistently maintained to ensure the vehicle’s sensors can recognize it. These points raise questions about the degree to which CASE vehicles will impact road capacity and congestion. The development and use of the technologies should be monitored closely. TRANSIT AVs could become cost competitive with transit and reduce transit ridership as riders prefer a more convenient alternative. However, transit will remain the most efficient way to move high volumes of people through constricted urban environments. AVs will not eliminate congestion and as discussed above, could exacerbate it – especially in the early phases of AV adoption. In addition, shared AVs may not serve all sectors of a community so many will still require access to transit to meet their daily needs. PARKING Because AVs will be able to park themselves, travelers will elect to get dropped off at their destination while their vehicle finds parking or its next passenger. Shared AVs will have an even greater impact on parking because parking next to the destination will no longer be a priority for the traveling public. This means that parking may be over-supplied in some areas and new opportunities to reconfigure land use will emerge. Outstanding questions related to parking include: • How does vehicle ownership impact parking behavior? • What portion of the AV fleet will be shared? • How far out of the downtown area will AVs be able to park while remaining convenient and readily available? CURB SPACE In addition to parking impacts, the ability to be dropped off at the destination will create more potential for conflicts in the right-of-way between vehicles that are dropping passengers off or picking them up, vehicles moving through traffic, and vehicles parked on the street. This issue is already occurring in many urban areas with ride-hailing companies, where popular destinations are experiencing significant double-parking issues. Page 456 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 42 AVs will also be used to deliver packages and food. This may mean that delivery vehicles need to be accommodated in new portions of the right-of-way. For instance, if the AV parks at the curb in a neighborhood and smaller robots are used to deliver packages from door to door, new conflicts will arise between vehicles, pedestrians, robots, and bicyclists. ELECTRIC VEHICLE CHARGING To accommodate a future where electric vehicles are the majority of the vehicle fleet, additional charging infrastructure will be required. Cities, electric utilities, regions, and states will need to work together to create enough reliable electricity supply to fulfill the increased electrical demand. Page 457 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 43 TRAFFIC IMPACT ANALYSIS (TIA) GUIDELINES The City of Pasco’s existing TIA guidelines were reviewed to identify areas of improvement to ensure a consistent development review process that accurately anticipates traffic impacts due to ongoing development. Currently, Pasco requires a TIA to be completed if 100 or more weekday peak hour trips are generated by the development, or due to existing traffic/roadway conditions, existing and anticipated traffic volumes, trip distribution, accident history, property zoning, truck traffic percentage, event-based traffic, expressed community concern, and other factors relating to complexity, and location of proposed development. Their current guidelines also allow for two tiers of TIAs to be completed depending on the anticipated level of development. A Tier 1 TIA can be completed when fewer than 50 PM peak hour net new trips will be generated by the development depending on the context of the development location. Tier 1 TIAs document the anticipated trip generation and detail the proposed site plans for the development at a minimum. Tier 2 TIAs are required when a development is expected to generate 50 or more net new trips during the PM peak hour. These documents include all details required for a Tier 1 TIA plus a full traffic study to document traffic conditions with the new development. The existing TIA guidelines do not provide specific details on methodologies that must be used to evaluate transportation impacts (e.g. appropriate background growth rate, appropriate trip generation resources). Recommended modifications to the TIA guidelines are summarized in the supplemental document “Pasco Guidelines for Transportation Impact Analysis,” provided in the appendix. These guidelines incorporate most material previously included in Pasco’s TIA guidelines, but include additional details on best practice for conducting TIAs. Clearly specifying these methods in the TIA guidelines will increase the uniformity of TIAs received by the City of Pasco and ensure consistent development review standards are applied. Key changes include: • Reducing the trips generated threshold to trigger a Tier 2 TIA from 50 to 25 for either the AM or PM peak hours • Adding a daily trip generation threshold to trigger a Tier 2 TIA of 300 trips • Specifying that all TIAs must be prepared by a licensed professional engineer or under the direct supervision of a licensed professional engineer registered in the State of Washington • Providing recommendations for standard analysis methodologies (e.g. standard background growth rate) • Adding additional guidelines for appropriate content to be documented in each TIA The following section presents the TIA guidelines for the City of Pasco. Page 458 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 44 CITY OF PASCO GUIDELINES FOR TRANSPORTATION IMPACT ANALYSIS February 2021 Page 459 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 45 This document describes the city’s required content for a Transportation Impact Analysis (TIA). In general terms, TIA applies to developments that are presumed to have a transportation impact. A traffic study shall, at a minimum, be a thorough review of the intermediate and long-range effects of the proposed development on the City’s transportation system and may result in mitigation of those resulting impacts. This is not to be confused with a Traffic Impact Fee. A professional engineer must prepare the TIA and must use appropriate data, methods, and standards as documented in the Pasco Guidelines for Transportation Impact Analysis. PURPOSE The purpose of this section is to implement a process to apply conditions to land use proposals in order to minimize impacts on and protect transportation facilities. In order to obtain sufficient and consistent information to assess a development’s impact on the transportation system a TIA will be performed by the City of Pasco, and/or its agents, at the Developers expense. The City of Pasco requires two tiers (Tier 1 and Tier 2) of TIAs depending on the expected level of development. In order to perform an adequate TIA the following options are available to the developer, Once a direction is chosen by the developer and/or his/her representative. it cannot be changed. This is out of consideration for responsibilities and final cost for the developer: n The City and/or its agents perform the TIA, at the Developers expense, selecting the most efficient and cost-effective means and provide the analysis to the developer without further consideration. n The Developer can perform the TIA utilizing their own licensed Traffic Engineer at the developer’s expense and the City will perform a review, at the Developers sole expense, with any and all clarifications or modifications to the TIA resulting from the review being the Developers sole financial responsibility. The preparation of the TIA report is the responsibility of the landowner or applicant. Pasco assumes no liability for any costs or time delays (either direct or inconsequential) associated with the TIA report preparation and review. The applicant can choose any qualified professional engineer. All TIA reports shall be reviewed by the city Public Works Department and the Department of Community & Economic Development (referred to as “city” in this document). Studies that do not address these guidelines adequately shall be returned to the applicant for modification. It is the responsibility of the applicant to coordinate with local agencies and/or the Washington State Department of Transportation (WSDOT) for any potential impacts to county roadways or state highways. WHEN IS A TIER 1 ANALYSIS REQUIRED? Page 460 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 46 A Tier 1 TIA may be required to be submitted to the city with a land use application at the request of the city or if the proposal is expected to involve one (1) or more of the following: 1. Changes in land use designation, or zoning designation that will generate more vehicle trip ends. 2. Projected increase in trip generation of less than 25 trips during both the AM or PM peak hour, or less than 300 daily trips. 3. No additional Tier 2 requirements are met. WHEN IS A TIER 2 ANALYSIS REQUIRED? A Tier 2 TIA may be required to be submitted to the city with a land use application at the request of the city or if the proposal is expected to involve one (1) or more of the following: 1. Changes in land use designation, or zoning designation that will generate more vehicle trip ends. 2. Projected increase in trip generation of 25 or more trips during either the AM or PM peak hour, or more than 300 daily trips. 3. Potential impacts to intersection operations. 4. Potential impacts to residential areas or local roadways, including any non-residential development that will generate traffic through a residential zone. 5. Potential impacts to pedestrian and bicycle routes, including, but not limited to school routes and multimodal roadway improvements identified in the Transportation System Master Plan (TSMP). 6. The location of an existing or proposed access driveway does not meet minimum spacing or sight distance requirements, or is located where vehicles entering or leaving the property are restricted, or such vehicles are likely to queue or hesitate at an approach or access connection, thereby creating a safety hazard. 7. A change in internal traffic patterns may cause safety concerns. 8. Projected increase of five trips by vehicles exceeding 26,000-pound gross vehicle weight (13 tons) per day, or an increase in use of adjacent roadways by vehicles exceeding 26,000- pound gross vehicle weight (13 tons) by 10 percent. 9. Potential event-based traffic that could impact adjacent intersections. 10. Expressed community concern. 11. Other factors as deemed appropriate by the Public Works Department or the Department of Community & Economic Development. PROCESS A landowner or developer seeking to develop/redevelop property shall contact the city at the project’s outset. The city will review existing transportation data to establish whether a Tier 1 or Tier 2 TIA is required. It is the responsibility of the applicant to provide enough detailed information for the city to make a determination. An applicant should have the following prepared, preferably in writing: Page 461 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 47 n Type of uses within the development n The size of the development n The location of the development n Proposed new accesses or roadways n Estimated trip generation and source of data n Proposed study area If the city cannot properly evaluate a proposed development’s impacts without a more detailed study, a Tier 2 TIA will be required. Within a reasonable time following the initial contact, the city will establish whether a TIA is required. If the developer chooses to use the city to complete the TIA, the city will provide a project specific scope with an estimated cost to the applicant that includes all of the requirements in this guideline document. If the developer chooses to use its own traffic engineer, it must submit a project specific scope to the city that includes all of the requirements in this guideline document for review and approval before starting the TIA. TIER 1 REQUIREMENTS The following sections detail the TIA requirements. TIA REQUIREMENTS The following requirements shall be included in each Tier 1 TIA submitted to the city. Additional information specified by the city through scoping or through other project meetings shall also be included. 1. The TIA shall be prepared by or prepared under the direct supervision of a Registered Professional Engineer who shall sign and stamp the TIA. 2. Study Area: An inventory of the existing transportation facilities (pedestrian, bicycle, transit, and vehicle) for all roadways fronting the proposed development will be included. The surrounding land use context and allowable zoning must also be reviewed. 3. Trip Generation: The proposed trip generation should be based on similar land uses reported in the latest version of the ITE Trip Generation Manual and shall include calculations for removed trips, pass-by trips, internal trip capture, and diverted trips, if applicable. 4. Trip Distribution and Assignment: Estimated site generated traffic for the proposed project should be distributed and assigned to intersections of existing or proposed arterial and collector roadways within three miles of the site. A summary by intersection movement should be provided in tabular format, at a minimum. Trip distribution methods should be based on a reasonable assumption of local travel patterns and the locations of off-site origin/destination points within the site vicinity. An analysis of local traffic patterns and intersection turning movement counts can be used as long as the data has been gathered Page 462 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 48 within the previous 12 months and reflect typical traffic volumes. Counts collected during periods with significant and/or extended traffic disruptions (i.e., COVID-19 pandemic, natural disasters, or other special events as determined by city staff) cannot be applied without adjustments to account for the impact on traffic volumes with approval by city staff. 5. Site plan review: A site plan for the proposed development shall be submitted detailing proposed access locations and documentation that they meet spacing and sight distance requirements; site circulation for bicycles, pedestrians, and vehicles; and the proposed parking. TIER 2 REQUIREMENTS The following sections detail the TIA requirements. TIA REQUIREMENTS The following requirements shall be included in each Tier 2 TIA submitted to the city. Additional information specified by the city through scoping or through other project meetings shall also be included. All additional Tier 1 criteria not specified must be satisfied. 1. The TIA shall be prepared by or prepared under the direct supervision of a Registered Professional Engineer who shall sign and stamp the TIA. 2. Study Area: The TIA should include all roadways adjacent to and through the site (e.g., all roadways used to access the site), and any roadway with a functional classification of collector and above within a quarter-mile of the site. Study intersections will generally include site-access points, and intersections of two roadways with a functional classification of collector and above (i.e., Principal Arterial, Minor Arterial, Collector, or Neighborhood Collector) within three-miles of the site with an expected increase of 20 peak hour trips generated from the proposed project. The intersection closest to the site of any roadway with a functional classification of collector and above with a Principal Arterial should also be included (if not already required), regardless of the distance or generated trip thresholds identified above. An inventory of the existing transportation facilities (pedestrian, bicycle, transit, and vehicle) for all study roadways will be included. The surrounding land use context and allowable zoning will also be reviewed. 3. The TIA should include the following horizon years: n Existing Conditions n No Build Conditions. The conditions in the year in which the proposed project will be completed and occupied, but without the expected traffic from the proposed project. This shall include trips generated at study intersections from approved, but not fully occupied developments at the time traffic count data was collected. n Build Conditions. The no build condition, plus traffic from the proposed project Page 463 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 49 assuming full build-out and occupancy. This shall also include phased years of completion resulting from the development, if applicable. n Mitigation Conditions (if necessary). The build conditions plus off-site (e.g. proportionate share of infrastructure improvements) and on-site (e.g. traffic management plan, parking management plan) improvements that mitigate undesirable impacts from the development. 4. Analysis Periods: The TIA should analyze the weekday (Tuesday through Thursday) AM and/or PM peak periods in which the proposed project is expected to generate 25 or more trips. Additional periods may be required depending upon the proposed project and/or surrounding land uses. Turning movement counts during the weekday AM peak period should typically be between 7:00 AM and 9:00 AM, and 4:00 PM and 6:00 pm during the weekday PM peak period. Historical turning movement counts may be used if the data is not more than 12 months old. Historical counts shall be factored accordingly to meet the existing traffic conditions. 5. Trip Generation: The proposed trip generation should be based on similar land uses reported in the latest version of the ITE Trip Generation Manual and shall include calculations for removed trips, pass-by trips, internal trip capture, and diverted trips, if applicable. 6. Trip Distribution and Assignment: Estimated site generated traffic for the proposed project should be distributed and assigned to intersections of existing or proposed arterial and collector roadways within three miles of the site. Trip distribution methods should be based on a reasonable assumption of local travel patterns and the locations of off-site origin/destination points within the site vicinity. An analysis of local traffic patterns and intersection turning movement counts can be used as long as the data has been gathered within the previous 12 months. 7. Background Traffic Growth Rate: A 1 percent compound annual growth rate shall be applied to all movements at study intersections to develop background traffic growth for the horizon years. An applicant may propose an alternative background growth rate with appropriate documentation and references. 8. In-Process Developments: The TIA should add the trips generated at study intersections from approved, but not fully occupied developments at the time traffic count data was collected, to the future horizon years. The applicant should request the approved developments and their occupancy status from the city. Should the TIA not be submitted to the city within 12 months of the scoping summary, additional approved developments could be required. If multiple development applications are received by the city, but not yet approved, for projects in the same area, the city may require a sensitivity test for each subsequent applicant to ensure the adequacy of proposed improvements in the event all developments are approved. The need for any sensitivity tests will be determined based on the order of applications received and specified in the study scope. 9. Safety Analysis: crash patterns for the past five years will be reviewed for all study roadways. Crash trends and any specific recommendations to improve existing safety deficiencies will also be discussed. Page 464 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 50 TIA CONTENT The following content should typically be included in each Tier 2 TIA submitted to the city. Additional information specified by the city in the scoping summary or through other project meetings shall also be included. Section 1: Introduction n Proposed project summary, including site location, zoning, project size, and project scope. This should include a figure showing the project site and vicinity map, including any roadway with a functional classification of collector and above within a quarter-mile of the site and all study intersections. Section 2: Existing Conditions n Study area description, including a figure showing the project site, key roadways, and study intersections. n Existing site conditions, current zoning, and adjacent land uses. n Roadway characteristics of important transportation facilities and modal opportunities located within the study area, including roadway functional classifications, roadway cross-section, roadway condition, posted speeds, bicycle and pedestrian facilities, and transit facilities. n Existing lane configurations and traffic control devices at the study area intersections. n Existing traffic volumes and operational analysis of the study area roadways and intersections. This should include a figure of existing peak hour turn movement volumes. n Roadway and intersection crash history analysis (most recent five years). This should include a discussion on crash trends, if any, and recommendations for safety improvements, if any. Section 3: Assumptions and Methodologies n Project description, including site location, zoning, project size, and project scope, and map showing the proposed site, building footprint, access driveways, active transportation connections, parking, and transit facilities. n Transportation standards (e.g., roadway and access spacing standards, level-of-service standards). These can be found in the Pasco Transportation System Master Plan. n Site access for vehicles, pedestrians, bicyclists, and transit riders, including access spacing and site distance review at site driveways, and summary of roadway grades and other vertical or horizontal obstructions. n Site frontage improvements, including provisions for pedestrians and bicyclists. Page 465 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 51 n Trip generation summary. This section should also include a summary of the expected vehicles exceeding 26,000-pound gross vehicle weight (13 tons) that the proposed project will generate. n Trip distribution and assignment assumptions, including a figure showing the trip distribution percentages. A summary of the distributed trips at intersections of existing or proposed arterial and collector roadways within three miles of the site should be provided in tabular format by intersection movement. n Background traffic growth. n In-process developments, if applicable. n Funded transportation improvements in the study area, if applicable, including improvements found in the Pasco Transportation System Plan and the Ben Franklin Transit Development Plan. n Future analysis years and scenarios (No Build Conditions, Build Conditions, Mitigation Conditions, and Phased Years of Completion, if necessary). n Future traffic volumes. This should include a figure showing the future traffic volumes broken down by existing traffic volumes, background traffic growth, in-process trip growth (if applicable), project traffic growth, and total traffic volumes. Section 4: Future Conditions n Background traffic volumes and operational analysis. n Full buildout traffic volumes and intersection operational analysis. This should also include a summary of roadway segment conditions with full buildout traffic volumes (e.g., roadway volumes, roadway condition and width). n Signal and turn lane warrant analysis at site access points, if applicable. n Intersection and site-access driveway queuing analysis. n Site access considerations for pedestrians, bicyclists, and transit riders n Impacts of non-residential traffic through a residential zone. n Impacts from vehicles exceeding 26,000-pound gross vehicle weight (13 tons), including turning movements. n Site circulation and parking. Section 5: Recommendations n Motor vehicle improvements, including proposed cross-section for site frontage improvements and intersection improvements (if necessary). n Site access recommendations for all transportation modes, including summary of needed Page 466 of 480 PASCO TSMP • TRANSPORTATION SYSTEM STANDARDS • FEBRUARY 2021 52 deviations to the code, cross-over easements and driveway consolidation, and proposed driveways widths. n Pedestrian, bicycle, and transit improvements, including provisions for pedestrians and bicyclists along the site frontage, and internally to the site. Recommendations must also consider future transit routes or stops and access to these facilities from the site. Appendix n Traffic count data. n Crash analysis data. n Traffic operational analysis worksheets, with detail to review capacity calculations. n Signal, left-turn, and right-turn lane warrant evaluation calculations. n Other analysis summary sheets, such as queuing. Page 467 of 480 AGENDA REPORT FOR: City Council July 11, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 7/25/22 FROM: Steve Worley, Director Public Works SUBJECT: Resolution – Local Improvement District No. 151 Project Acceptance I. REFERENCE(S): Resolution PowerPoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: DISCUSSION III. FISCAL IMPACT: See below. IV. HISTORY AND FACTS BRIEF: On March 2, 2020, Council approved Ordinance No. 4483, establishing Local Improvement District (LID) No. 151, and the proposed construction of a gravity sanitary sewer main from Harris Road to and along Burns Road in the vicinity of I-182 and Broadmoor Boulevard and other work necessary to complete the project. The sewer alignment consists of approximately 11,000 linear feet of gravity sewer pipe (30-, 24-, and 12-inch diameter) with three pipe connections (8- and 21-inch diameter) to adjacent parcels north of Burns Road. The project bid was awarded by Council action to Big D's Construction of Tri - Cities, Inc. of Pasco, WA on December 7, 2020, in the amount of $1,726,860.55. The project is now complete and was constructed per project specifications. Final construction costs were $1,753,282.58, which included change orders totaling $53,978.00 (3%). The change order accommodated a late request from developer/LID participant to realign a portion of the sewer trunk main 90 feet Page 468 of 480 east, to be located within future roadway layout. No impacts to other LID participants were generated by this change order. Formal acceptance of public works projects are required by State law and start the 45-day period within which an outside vendor, supplier or laborer would have an opportunity to file a claim against this project pursuant to RCW 60.28.011 (2). Upon completion of the 45-day lien filing period, retainage being held by the City may be released upon receipts of the following: • An affidavit of no liens • A release from the Department of Revenue that all taxes have been paid • A release from any claims from the Department of Labor and Industries, pursuant to RCW 60.28.051 V. DISCUSSION: Staff recommends City Council's acceptance of the project as constructed by the above listed contractor. Page 469 of 480 Resolution – Northwest Area Sewer LID No. 151 Project Closeout - 1 RESOLUTION NO. ________ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, ACCEPTING WORK PERFORMED BY BIG D’S CONSTRUCTION OF TRI- CITIES, INC., UNDER CONTRACT FOR THE NORTHWEST AREA SEWER LOCAL IMPROVEMENT DISTRICT NO. 151 PROJECT. WHEREAS, the work performed by Big D’s, under contract for the Northwest Area Sewer Local Improvement District (LID) No. 151 project, has been examined by City of Pasco staff and has been found to be in apparent compliance with the applicable project specifications and drawings; and WHEREAS, it is the City Staff’s recommendation that the City of Pasco formally accepts the contractor's work and the project as complete. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City Council concurs with the Staff’s recommendation and thereby accepts the work performed by Big D’s, under contract for the Northwest Area Sewer LID No. 151 project, as being completed in apparent compliance with the project specifications and drawings; and Be It Further Resolved, that the City Clerk is hereby directed to notify the Washington State Department of Revenue of this acceptance; and Be It Further Resolved, that the final payment of retainage being withheld pursuant to applicable laws, regulations and administrative determination shall be released upon satisfaction of same and verification thereof by the Public Works Director and Finance Director. PASSED by the City Council of the City of Pasco, Washington, this ___ day of August, 2022. Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: _____________________________ ___________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 470 of 480 City Council Regular Meeting July 25, 2022Page 471 of 480 NW Area Sewer LID 151 Vicinity Map Page 472 of 480 NW Area Sewer LID 151 Before Page 473 of 480 NW Area Sewer LID 151 In Progress Page 474 of 480 NW Area Sewer LID 151 In Progress Page 475 of 480 NW Area Sewer LID 151 Complete Page 476 of 480 NW Area Sewer LID 151 Change Order Details Awarded CN Contract: $1,726,860.55 Total CN Contract: $1,753,282.58 Change Order #1: $53,978.00 *Adjustment of manholes for consistency with proposed platting of Mr. Adams’ Lot #8Page 477 of 480 Questions?Page 478 of 480 QUALITY OF LIFE Promote a high-quality of life through quality programs, services and appropriate investment and re- investment in community infrastructure including, but not limited to: • Completion of Transportation System Master Plan and design standard updates to promote greater neighborhood cohesion in new and re-developed neighborhoods through design elements, e.g.; connectivity, walkability, aesthetics, sustainability, and community gathering spaces. • Completion of the Parks, Recreation and Open Space Plan and development of an implementation strategy to enhance such services equitably across the community. • Completion of the Housing Action and Implementation Plan with a focus on a variety of housing to address the needs of the growing population. FINANCIAL SUSTAINABILITY Enhance the long-term viability, value, and service levels of services and programs, including, but not limited to: • Adopting policies and strategic investment standards to assure consistency of long-range planning to include update of impact fees, area fees to specific infrastructure, and SEPA mitigation measures related to new development, e.g.; schools, traffic, parks, and fire. COMMUNITY TRANSPORTATION NETWORK Promote a highly functional multi-modal transportation system including, but not limited to: • Application of the adopted Transportation System Master Plan including development of policies, regulations, programs, and projects that provide for greater connectivity, strategic investment, mobility, multi -modal systems, accessibility, efficiency, and safety. COMMUNITY SAFETY Promote proactive approaches for the strategic investment of infrastructure, staffing, and equipment including, but not limited to: • Adoption and develop implementation strategies for Comprehensive Fire Master Plan aimed at maintaining the current Washington State Rating Bureau Class 3 community rating. • Collaboration with regional partners to influence strategies to reduce incidences of homeless by leveraging existing resources such as the newly implemented 0.1% mental health sales tax, use of resource navigator programs, and other efforts. • Development of an implementation strategy for the Comprehensive Police Master Plan to support future service levels of the department to assure sustainability, public safety, officer safety, crime control, and compliance with legislative mandates. ECONOMIC VITALITY Promote and encourage economic vitality including, but not limited to: • Implementation of the Comprehensive Land Use Plan through related actions including zoning code changes, phased sign code update, and development regulations and standards. • Completion of Area Master Plans and environmental analysis complementing the Comprehensive Land Use Plan such as Downtown and Broadmoor Master Plans. • Development of an Economic Development Plan, including revitalization efforts. COMMUNITY IDENTITY Identify opportunities to enhance community identity, cohesion, and image including, but not limited to: • Development of a Community Engagement Plan to evaluate strategies, technologies, and other opportunities to further inclusivity, community engagement, and inter-agency and constituent coordination efforts. • Support of the Arts and Culture Commission in promoting unity and the celebration of diversity through art and culture programs, recognition of significant events or occurrences, and participation/sponsorship of events within the community. Page 479 of 480 CALIDAD DE VIDA Promover una calidad de vida alta a través de programas de calidad, servicios, inversiones y reinversiones apropiadas en la infraestructura de la comunidad incluyendo, pero no limitado a: • Terminar el Plan de Transportación para promover más cohesión entre nuestras vecindades actuales y re-desarrolladas a través de elementos de diseño, p.ej. conectividad, transitabilidad, sostenibilidad estética, y espacios para reuniones comunitarias. • Terminar el Plan de los Parques, la Recreación, y los Espacios Vacíos y el desarrollo de una estrategia de implementación para mejorar tales servicios justamente a lo largo de la comunidad. • Terminar el Plan de Acción e Implementación de Viviendas con un enfoque en una variedad de viviendas para tratar las necesidades del aumento en la población. SOSTENIBIILIDAD FINANCIERA Mejorar la viabilidad a largo plazo, el valor, y los niveles de los servicios y los programas, incluyendo, pero no limitado a: • Adoptar las políticas y los estándares de inversión estratégica para asegurar consistencia en la planificación a largo plazo para incluir la actualización de las tarifas de impacto, las tarifas en áreas de infraestructura específica, y las medidas de mitigación SEPA relacionadas con el nuevo desarrollo, p.ej. escuelas, tráfico, parques, e incendios. RED DE TRANSPORTACION COMUNITARIA Promover un sistema de transportación multimodal en alta operación incluyendo, pero no limitado a: • Aplicar el Plan de Transportación que fue adoptado, incluyendo el desarrollo de las políticas, las reglas, los programas, y los proyectos que proporcionan más conectividad, inversión estratégica, movilidad, sistemas multimodales, accesibilidad, eficiencia, y seguridad. SEGURIDAD COMUNITARIA Promover métodos proactivos para la inversión estratégica en la infraestructura, el personal, y el equipo incluyendo, pero no limitado a: • Adoptar y desarrollar estrategias de implementación para el Plan Comprehensivo para Incendios. Con el propósito de mantener la clasificación comunitaria actual en la tercera Clase del Departamento de Clasificación del Estado de Washington. • Colaborar con socios regionales para influenciar estrategias que reduzcan los incidentes de personas sin hogar al hacer uso de los recursos actuales como el impuesto de ventas de 0.1% implementado recientemente para la salud mental, el uso de programas para navegar los recursos, y otros esfuerzos. • Desarrollar una estrategia de implementación para el Plan Comprehensivo de la Policía para apoyar los niveles futuros de servicio del departamento para asegurar la sostenibilidad, la seguridad pública, la seguridad de los policías, el control de crímenes, y el cumplimiento con los mandatos legislativos. VITALIDAD ECONOMICA Promover y fomentar vitalidad económica incluyendo, pero no limitado a: • Implementar el Plan Comprehensivo del Uso de Terreno a través de acciones relacionadas, incluyendo cambios de los códigos de zonificación, actualización en las etapas de los códigos de las señales, y el desarrollo de las reglas y los estándares. • Terminar los Planes de las Áreas y un análisis ambiental el cual complementa al plan integral de uso de la tierra como a los Planes del Centro y de Broadmoor. • Desarrollar un Plan de Desarrollo Económico, el cual incluya esfuerzos de revitalización. IDENTIDAD COMUNITARIA Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen incluyendo, pero no limitado a: • Desarrollar un Plan de Participación de la Comunidad para evaluar las estrategias, las tecnologías, y otras oportunidades para promover la inclusividad, la participación de la comunidad, y los esfuerzos interdepartamentales y de coordinación de los constituyentes. • Apoyar a la Comisión de las Artes y Cultura al promover la unidad y la celebración de la diversidad a través de programas de arte y cultura, reconocer eventos o acontecimientos significantes, y participar/patrocinar eventos dentro de la comunidad. Page 480 of 480