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HomeMy WebLinkAbout2023.05.08 Council Workshop Packet AGENDA City Council Workshop Meeting 7:00 PM - Monday, May 8, 2023 Pasco City Hall, 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 (415) 655-0060 and use access code 307-404-066. 2. CALL TO ORDER 3. ROLL CALL (a) Pledge of Allegiance 4. VERBAL REPORTS FROM COUNCILMEMBERS 5. ITEMS FOR DISCUSSION 3 - 18 (a) Ordinance - Amending PMC Title 25 Related to Retail Sales of Cannabis 19 - 126 (b) 2022 Fire Department Performance Report 6. MISCELLANEOUS COUNCIL DISCUSSION 7. EXECUTIVE SESSION (25 minutes) (a) Consideration of site selection or acquisition of real estate purchase or lease if likelihood that disclosure would increase price per RCW 42.30.110(1)(b) (b) Discussion with legal counsel about legal risks of current or proposed action per RCW 42.30.110(1)(i) Page 1 of 128 8. ADJOURNMENT 9. ADDITIONAL NOTES 127 - 128 (a) Adopted 2020-2021 Council Goals (Reference Only) (b) REMINDERS • Monday, May 8th, 11:45 AM: Pasco Chamber of Commerce Membership Lunch Meeting – Pasco Red Lion Hotel • Thursday, May 11th, 5:30 PM: Parks & Recreation Advisory Board, Council Chambers, Pasco City Hall (COUNCILMEMBER DAVID MILNE, Rep.; COUNCILMEMBER PETE SERRANO, Alt.) • Thursday, May 11th, 7:00 PM: Ben Franklin Transit Board Meeting – Benton County Administration Building (COUNCILMEMBER JOSEPH CAMPOS Rep.; MAYOR PRO TEM CRAIG MALONEY, Alt.) • Monday, May 15th, 6:00 PM: LEOFF Disability Board – City Hall Conference Room 1, Pasco City Hall (MAYOR BLANCH BARAJAS, Rep.; MAYOR PRO TEM CRAIG MALONEY, 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. 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 2 of 128 AGENDA REPORT FOR: City Council May 2, 2023 TO: Adam Lincoln, City Manager City Council Workshop Meeting: 5/8/23 FROM: Jacob Gonzalez, Interim Director Community & Economic Development SUBJECT: Ordinance - Amending PMC Title 25 Related to Retail Sales of Cannabis I. REFERENCE(S): Draft Ordinance City - Wide Buffer Map Commercial & Industrial Zoning Map II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: N/A IV. HISTORY AND FACTS BRIEF: At the Council Workshop of October 11, 2022, a consensus of Council decided to move forward with a regulatory process aimed at repealing aspects of the current prohibition for retail cannabis sales. Further discussion occurred at the January 9, 2023, Council Workshop meeting and on January 17, 2023, Council adopted Resolution No. 4303, which identified the preference of allowing retail cannabis sales in the Industrial Zoning Districts through a conditional use permit. At the Council meeting of February 21, 2023, Resolution No. 4303 was rescinded by Council. At the March 6, 2023, Meeting Council directed staff to prepare a resolution for placing the issue on an advisory ballot and to prepare a second resolution to prepare an ordinance establishing the commercial and industrial zoning districts Page 3 of 128 for the inclusion of retail sales of cannabis within Pasco's city limits. This was followed by Council formally approving Resolution 4328 directing staff to amend provisions of the PMC to allow retail sale of cannabis in the C-1; C-2; C-3; I-1; I- 2 and I-3 zoning districts. V. DISCUSSION: The draft ordinance would allow for retail sales of cannabis in C-1; C-2; C-3; I-1; I-2; and I-3 zoning districts but does not currently reduce the buffer requirements for recreational centers, childcare centers, public parks, public transit centers, libraries, or game arcades where admission is not restricted to persons age twenty-one or older. As is represented on the attached City-Wide Buffer Map, not reducing these buffers as allowed by RCW 69.50.331(8)(b) will still limit where cannabis retail facilities can locate inside the C and I zoning districts. However, the current draft ordinance does limit the number of potential cannabis retail facilities to three (3) stores with up to four (4) stores total as long as one is a “social equity licensee.” This is reflective of the current number of licenses available the that generally County Franklin Pasco of City the for and Washington State Liquor and Cannabis Board has allotted. While it is unclear what the actual effect of the Social Equity License Program would be, there appears to be a potential for licenses that have been allotted to other counties to locate in Pasco in the future, and hence, is the reason for an inclusion of a limitation on number of retail facilities in the draft ordinance. Although, this is not a requirement of any ordinance and can easily be amended should Council choose to do so. And finally, the draft ordinance does not allow “cooperatives” and still prohibits cannabis production and processing facilities within the City of Pasco as was requested by Council. Staff would welcome discussion of these items. Page 4 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 1 ORDINANCE NO. ________ AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, AMENDING SECTION 25.10.020 OF THE PASCO MUNICIPAL CODE (PMC), CREATING A NEW SECTION 25.10.025 PMC, AND AMENDING SECTIONS 25.15.050C, 25.85.020, 25.90.020, 25.100.020, 25.115.020, 25.120.020 AND 25.125.020 PMC, RELATING TO CANNABIS RETAIL FACILITIES. WHEREAS, as noted in City of Pasco Resolution No. 4328, after an extensive public outreach process and discussion at multiple meetings, the City Council has asked the City Staff to prepare an Ordinance for consideration that would allow the City of Pasco to lift the ban on retail sales of cannabis and allow retail sales in certain zones; and WHEREAS, State Initiative 502 ("1-502"), approved by voters of Washington State in November of 2012, provides a framework for licensing and regulating the retail sale and use of cannabis purchased from State-licensed businesses; and WHEREAS, under 1-502, the Washington State Liquor Cannabis Board is tasked with the responsibility to adopt regulations governing the licensing and operation of cannabis producers, processors, and retailers; and the Board has set these regulations; and WHEREAS, the City intends to develop appropriate zoning and land use regulations to accommodate the retail sale of cannabis that do not conflict with Washington State Law; and WHEREAS, the City has considered and evaluated amendments to City regulations regarding the retail uses of cannabis and cannabis retail facilities and directed staff to return with an Ordinance only allowing the retail sale of cannabis in C-1, C-2, C-3, I-1, I-2, and I-3 zone(s). NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. Section 25.10.020 entitled “Conflicting provisions” of the Pasco Municipal Code shall be and hereby is amended and shall read as follows. 25.10.020 Conflicting provisions. (1) Where this title imposes a greater restriction upon land, buildings, or structures than is imposed or required by other rules, regulations, standards, policies, ordinances, contracts, covenants public or private, deeds, or statutes lawfully adopted by the City of Pasco, the provisions of this title shall govern and take precedence. In the case of conflicts between the text, maps and tables of this title, the text shall govern unless otherwise stated. Page 5 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 2 (2) MarijuanaCannabis-related land uses such as marijuana cannabis production, processing, retail sales and/or collective gardens or dispensaries cooperatives as may otherwise be allowed by state law are expressly prohibited from locating or operating in any zone within the City of Pasco. [Ord. 4166 § 1, 2014; Ord. 4110 § 4, 2013; Ord. 3354 § 2, 1999; Code 1970 § 25.08.020.] Section 2. That a new Section 25.10.025 entitled “Cannabis retail facilities” of the Pasco Municipal Code shall be and hereby is created and shall read as follows. 25.10.025 Cannabis retail facilities. Cannabis retail facilities as defined in Section 25.15.050C of this code may be allowed when licensed by the city and in accordance with state law in those zoning districts identified in this title, subject to the following: (1) Notwithstanding the number of zoning districts identifying cannabis retail facilities as permitted uses, the total number of cannabis retail facilities allowed in the city shall not exceed three (3) in total for the whole city, or not exceed four (4) in total for the whole city if one of the cannabis retail facilities located within the city is licensed by the State of Washington as a social equity licensee. (2) A cannabis retail facility may not be located within one thousand feet of the perimeter of the grounds of any of the following entities/uses: (a) elementary or secondary school; (b) playground; (c) recreational center or facility; (d) childcare center; (e) public park; (f) public transit center; (g) library; or (h) any game arcade where admission is not restricted to persons age twenty-one or older. (3) The owner or operator of a cannabis retail facility shall have the responsibility to demonstrate that said facility is in compliance with the distance requirements of this subsection at the time of the approvals of its applications to the Washington State Liquor and Cannabis Board and the City for its initial license. Page 6 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 3 (4) Measurement. (a) The measurement of the separation distance in subsection (2) above shall be measured as the shortest straight-line distance from the property line of the applicable cannabis retail facility to the property line of the entities/uses listed in subsection (2). (b) The owner, tenant or operator of a protected use specified in subsection (2) above shall not benefit from the separation requirements of this Section if the owner, tenant or operator subsequently chooses to locate within the required separation distance from a lawfully located cannabis retail facility. Section 3. That Section 25.15.050C entitled “Definitions” of the Pasco Municipal Code shall be and hereby is amended and shall read as follows: 25.15.050C Definitions. “Camp/travel trailer/fifth wheel” means a structure designed to provide temporary living quarters for recreational camping or travel use, constructed with integral wheels to make it mobile and/or towable by motor vehicle. “Camper (pickup)” means a structure designed to be mounted on a pickup or truck chassis and with sufficient equipment to render it suitable for use as a temporary dwelling for recreational use, camping or vacation use. “Cannabis processor facility” or “cannabis processor facilities” shall mean any business, whether licensed by the Washington State Liquor and Cannabis Board or not, that processes, packages, markets and/or conducts wholesale sales of cannabis. “Cannabis producer facility” or “cannabis producer facilities” shall mean any business, whether licensed by the Washington State Liquor and Cannabis Board or not, that cultivates, harvests and/or conducts wholesale sales of cannabis. “Cannabis retail facility” or “cannabis retail facilities" shall mean a business or businesses holding an active license issued by the Washington State Liquor and Cannabis Board permitting it to conduct retail sales of cannabis pursuant to RCW 69.50.301 et seq. and WAC 314-55, as such provisions may be amended from time to time, and which license has not been suspended or revoked by the Washington State Liquor and Cannabis Board. “Club, membership” means an organization catering exclusively to members and their guests in premises and buildings for recreation and athletic purposes. “Communication tower” means a freestanding or building-mounted structure, including appurtenances and antenna, intended for airway communication Page 7 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 4 purposes, such as a television antenna or ham radio tower. This definition does not include wireless communications towers defined under PMC 25.15.250. “Community kitchen” means a facility that offers or provides meals and food to the homeless and needy as its primary activity. “Community service facilities” of the level one category include, but are not limited to, day-care centers, nursery schools, hospitals, sanitariums, nonprofit community health clinics, governmental and quasi-governmental activities, and related uses which provide similar services for citizens; except any such use which limits the activity solely to organizational or administrative office functions, whereby the actual community service is provided elsewhere, shall be excluded from this definition. “Community service facilities” of the level two category include, but are not limited to, drug abuse and alcoholic treatment centers, halfway houses, charitable organizations, nonprofit service groups, juvenile care and treatment centers, crisis residential centers, correctional work release facilities, correctional institutions, juvenile delinquency homes and facilities, any and all facilities for incarceration or detainment, temporary shelters, emergency housing facilities, community service housing, missions, community kitchens, food banks, and other similar uses which provide social, health and welfare service for citizens; except any such use which limits the activity solely to organizational or administrative office functions, whereby the actual community service is provided elsewhere, shall be excluded from this definition. “Community service housing” means a facility that principally offers or provides subsidized housing on a daily, weekly or monthly basis and provides one or more of the additional following services at a cost, if any, subsidized by charitable or government agencies, including: (a) meals and food; (b) child or adult day-care services; (c) employment, substance abuse or behavior counseling; and (d) medical, dental or mental health services; regardless of whether such community social and health welfare services are provided on premises or off the premises for the benefit of such residents. “Consignment store” means a retail establishment having up to but no more than 50 percent of its stock-in-trade in secondhand personal property as the term is defined in PMC25.15.210, offered for sale on behalf of others in return for a commission, typically a percentage of the sales price. [Ord. 4110 § 5, 2013; Ord. 4066 § 1, 2012; Ord. 3642 § 1, 2003; Ord. 3514 §§ 3 – 5, 2001; Ord. 3354 § 2, 1999; Code 1970 §§ 25.12.135 – 25.12.157.] Section 4. That Section 25.85.020 entitled “Permitted uses” [C-1 Retail Business District] of the Pasco Municipal Code shall be and hereby is amended and shall read as follows: 25.85.020 Permitted uses. Page 8 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 5 The following uses shall be permitted in the C-1 district: (1) All uses permitted in the O office district; (2) Automobile detail shops and automobile rental or leasing; (3) Banks; (4) Dancing schools; (5) Hotels and motels; (6) Printing shops; (7) Restaurants; (8) Stores and shops for the conduct of retail business; (9) Stores and shops for repair and similar services such as: (a) Bakeries, retail for distribution from the premises; (b) Barbershops and beauty shops; (c) Catering establishments; (d) Garage and filling stations, provided: (i) All outdoor repair work is “minor” as defined by PMC 25.15.150; and (ii) The garage or filling station conducting outdoor repair work was in existence and conducting outdoor auto repair prior to September 1, 2013; and (iii) The number of vehicles undergoing outdoor repair does not exceed the capacity of the existing outdoor repair facilities, or no more than two vehicles if there are no existing outdoor repair facilities; and (iv) The number of vehicles stored outdoors and awaiting customer pick-up cannot exceed the capacity of the indoor and outdoor auto repair facilities; and further provided, that all vehicles must be kept on the business premises; and Page 9 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 6 (v) Pumps, lubrication or other devices are located at least 15 feet from any street property line; and (vi) All stored automobile parts and dismantled or inoperable automobiles are contained within the building, except material on outdoor display racks. (e) Laundromats and dry-cleaning establishments employing not more than five persons; (f) Locksmith shops; (g) Offices; (h) Membership clubs; (i) Photo shops; (j) Shoe repair shops; (k) Upholstery shops. (10) Sign shops, commercial (no outdoor storage of materials); (11) Theaters; (12) Veterinarian clinics for household pets (no boarding or outdoor treatment facilities); (13) Parking lots within 500 feet of a C-2 district boundary, provided such lots are paved and half of the required landscape is live vegetation; and provided further, that any such property adjacent to a residential zoned parcel shall provide a sight- obscuring fence along the common lot line(s) in accordance with residential fence height requirements; and (14) Car washes provided they are located more than 300 feet from a residential district. (15) Cannabis retail facilities as defined in Section 25.15.050C PMC and pursuant to Section 25.10.025 PMC. [Ord. 4197 § 1, 2014; Ord. 4121 § 2, 2013; Ord. 4110 § 18, 2013; Ord. 3354 § 2, 1999; Code 1970 § 25.42.020.] Section 5. That Section 25.90.020 entitled “Permitted uses” [C-2 Central Business District] of the Pasco Municipal Code shall be and hereby is amended and shall read as follow: 25.90.020 Permitted uses. Page 10 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 7 The following uses shall be permitted in the C-2 district: (1) Amusement game centers; (2) Antique stores as defined by PMC 25.15.030; (3) Artist and office supplies; (4) Bakeries; (5) Banks and financial institutions; (6) Barber and beauty shops; (7) Billiard and pool halls; (8) Bookstores, except adult bookstores; (9) Card rooms, bingo parlors, dance halls, nightclubs and similar places; (10) Clothing, shoes and accessories, and costume rentals; (11) Consignment stores (PMC 25.165.160) and thrift shops (PMC 25.165.170); (12) Crafts, stationery and gift shops; (13) Department and drug stores; (14) Electronic sales and repair stores; (15) Fresh and frozen meats, including seafood; (16) Florists; (17) Furniture and home appliance stores; (18) Galleries for art and restored or refinished antiques; (19) Grocery stores with less than 10,500 square feet of gross floor area; (20) Hardware and home improvement stores; (21) Import shops; Page 11 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 8 (22) Jewelry and gem shops, including custom work; (23) Offices for medical and professional services; (24) Massage businesses; (25) Membership clubs; (26) Restaurants, sandwich shops, cafeterias and delicatessens; (27) Sporting goods; (28) Tailoring and seamstress shops; (29) Tattoo shops or businesses; (30) Taverns and bars; (31) Theaters for movies and performances, except adult theaters; (32) Public markets for fresh produce and craft work; (33) Parking lots; (34) Micro-breweries, micro-wineries and tasting rooms; (35) Research, development and assembly facilities for component devices and equipment of an electrical, electronic or electromagnetic nature; (36) Home brewing and/or winemaking equipment sales; and (37) Dwelling units, provided the units are within the principal building, are all above the ground floor of said building, the ground floor of said building is designed or intended to be used for a use permitted in this section, and there is at least one dedicated and off-street parking space for each unit; and (38) Cannabis retail facilities as defined in Section 25.15.050C PMC and pursuant to Section 25.10.025 PMC. [Ord. 4556 § 1, 2021; Ord. 4356 § 2, 2017; Ord. 3354 § 2, 1999; Code 1970 § 25.44.020.] Section 6. That Section 25.100.020 entitled “Permitted uses” [C-3 General Business District] of the Pasco Municipal Code shall be and hereby is amended and shall read as follows: 25.100.020 Permitted uses. The following uses shall be permitted in the C-3 district: Page 12 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 9 (1) All uses permitted in the C-1/C-2 districts; (2) Service stations; (3) Laundry; (4) Trucking, express and storage yards; (5) Wholesale business; (6) Heavy machinery sales and service; (7) Warehouse; (8) Landscape gardening and storage area for equipment and materials; (9) Automobile sales and service; (10) Mobile home and trailer sales and service; (11) Lumber sales business; (12) Veterinarian clinics for household pets (including indoor boarding facilities); and (13) Parking lots within 500 feet of a C-2 district boundary, provided such lots are paved and the development complies with the landscape and fencing requirements of the C-1 district, as enumerated in PMC 25.85.020(13); (14) Contractor’s plant or storage yard, provided such plant or yard is more than 300 feet from a residential district; and (15) Cannabis retail facilities as defined in Section 25.15.050C PMC and pursuant to Section 25.10.025 PMC. [Ord. 4110 § 20, 2013; Ord. 4011 § 1, 2011; Ord. 3354 § 2, 1999; Code 1970 § 25.46.020.] Section 7. That Section 25.115.020 entitled “Permitted uses” [I-1 Light Industrial District] of the Pasco Municipal Code shall be and hereby is amended and shall read as follows: 25.115.020 Permitted uses. Uses permitted in the I-1 district shall be: (1) All uses permitted in the C-3 district; (2) Building material storage yard; Page 13 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 10 (3) Trucking, express and storage yards; (4) Contractor’s plant or storage yards; (5) Laboratories, experimental; (76) Automotive assembly and repair; (87) Kennels; (98) Creamery, bottling, ice manufacture and cold storage plant; (109) Blacksmith, welding or other metal shops, excluding punch presses over 20 tons rated capacity, drop hammers, and the like; (1110) The manufacturing, compounding, processing, packaging of cosmetics, pharmacology and food products, except fish and meat products, and the reducing and refining of fats and oils; (1211) Printing plant; and (1312) Parking lots within 500 feet of a C-2 district boundary, provided such lots are paved and the development complies with the landscape and fencing requirements of the C-1 district, as enumerated in PMC 25.85.020(13); and (13) Cannabis retail facilities as defined in Section 25.15.050C PMC and pursuant to Section 25.10.025 PMC. [Ord. 4110 § 23, 2013; Ord. 3354 § 2, 1999; Code 1970 § 25.52.020.] Section 8. That Section 25.120.020 entitled “Permitted uses” [I-2 Medium Industrial District] of the Pasco Municipal Code shall be and hereby is amended and shall read as follows: 25.120.020 Permitted uses. Uses permitted in the I-2 district shall be: (1) All uses not otherwise prohibited by law, but no residential buildings shall be permitted; and (2) Junkyards, automobile wrecking yards, scrap iron, scrap paper, or rag storage, sorting or bailing shall be permitted, provided: Page 14 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 11 (a) An eight-foot, sight-obscuring fence must be constructed and inspected prior to the issuance of a certificate of occupancy for use of the goods. The fence shall be of solid single neutral color. (b) No automobile or parts thereof, junk or salvage materials or parts thereof shall be visible from any public right-of-way. All materials or parts shall be located within the fenced area. (c) Fire lanes shall be provided as required in the International Fire Code. (d) A performance bond for $1,000 shall be required prior to the issuance of an occupancy permit, to ensure compliance with provisions of this section. The bond shall remain in force as long as the use exists. (e) The permit shall be granted for a period not to exceed two years, and at the end of such period an inspection shall be made of the premises to determine the advisability of renewing such permit. (3) Cannabis retail facilities as defined in Section 25.15.050C PMC and pursuant to Section 25.10.025 PMC. [Ord. 3354 § 2, 1999; Code 1970 § 25.54.020.] Section 9. That Section 25.125.020 entitled “Permitted uses” [I-3 Heavy Industrial District] of the Pasco Municipal Code shall be and hereby is amended and shall read as follows: 25.125.020 Permitted uses. The following shall be permitted in the I-3 zone: (1) All uses not otherwise prohibited by law, except those listed in PMC 25.125.030. (2) Cannabis retail facilities as defined in section 25.15.050C PMC and pursuant to section 25.10.025 PMC. [Ord. 3354 § 2, 1999; Code 1970 § 25.56.020.] Section 10. Severability. If any one or more section, subsection, or sentence of this Ordinance is held to be unconstitutional or invalid, such decision shall not affect the validity of the remaining portion of this Ordinance and the same shall remain in full force and effect. Section 11. Savings. The existing Chapter 9.106 of the Pasco Municipal Code, which is repealed and replaced by this Ordinance, shall remain in full force and effect until the effective date of this Ordinance. Section 12. Corrections by City Clerk or Code Reviser. Upon approval of the city attorney, the city clerk and the code reviser are authorized to make necessary corrections to this Ordinance, including the correction of scrivener’s errors, drafting errors, clerical errors; Ordinance, Page 15 of 128 Ordinance Amending Title 25 Related to Retail Sales of Cannabis - 12 section, or subsection numbering; or references to other local, state, or federal laws, codes, rules, or regulations. Section 13. Effective Date. This Ordinance shall take full force and effect five (5) days after approval, passage and publication as required by law. PASSED by the City Council of the City of Pasco, Washington, on this ____ day of ____________, 2023. _____________________________ Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: ______________________________ ________________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Published: _____________________________ Page 16 of 128 CITY LIMITSCITY L I M I T S CITY LIMITSFANNINGRDUS 395 SDENT RDROAD 100US 395 NUS 12 EI-182 WROAD 68ROAD 68 N KOHLER RDE A STN 4TH A V E US 12 EBURNS RDUS 395 N IRISLN SOREGONAVEUS 12 WCLARK RDSHORELI N E RD HARRISRDI-182 ENCAP ITO LAVE EASY STR IC H V I EWDR N RAILROAD A V E GLADE NORTH R D TAYLORFLATSRDUS 395 NPASCO KAHLOTUS RDI-182 WE FOSTER WELLS RDI-182 EMarijuana Restricted ZonesAs of August 2022••City Limits 2022SchoolsParksParks 1,000-Foot BufferSchools 1,000-Foot BufferPage 17 of 128 Page 18 of 128 AGENDA REPORT FOR: City Council April 3, 2023 TO: Adam Lincoln, City Manager City Council Workshop Meeting: 5/8/23 FROM: Bob Gear, Fire Chief Fire Department SUBJECT: 2022 Fire Department Performance Report I. REFERENCE(S): 2022 Fire Department Performance Report PowerPoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Presentation and Discussion III. FISCAL IMPACT: None IV. HISTORY AND FACTS BRIEF: On February 21, 2006, Council adopted the performance standards and objectives as outlined in the Performance Standards, Resolution No. 2938, and as required by RCW 35.103.010. The resolution and statute require annual reporting by the Pasco Fire Department to the City Council. The Pasco Fire Department has made a concerted effort for the past decade to present an annual performance report to the City Council on department activities, including the department's performance with regard to the aforementioned standards. V. DISCUSSION: In 2022, there was a continual large increase in call volume for Pasco Fire following the unprecedented increase in 2021. The impacts across the any as evaluated, be performance continuing are metrics chance to to understand the underlying cause of the increase is important. By understanding Page 19 of 128 what drives the increase in call volume, adjustments in prevention can be implemented, with the understanding that not all risk can be avoided. The large amount of growth that Pasco, and the region, is experiencing will result in some increase in calls. The planning effort to keep up with the growth is key to managing the performance and consistent delivery of high quality services. As part of the adjustment to the growth and changes, a new fire station is currently under construction to address longer response times in the southwest portion of the City. The planning effort continues, as the performance metrics indicate areas should be served by additional fire stations to meet the sta ndards the City has agreed to maintain. The Master Plan, Strategic Plan and the upcoming Standard of Cover study should provide the guidance to manage the growth and associated impacts while maintaining the desired level of service. As Pasco continues to grow, so will the Fire Department, and the need for additional performance management and data analysis. Operational Readiness The Pasco Fire Department maintains a high level of operational readiness. With the continued increase of call volume, staff managed to maintain the high level of training experienced in 2022, while also maintaining Fire Officer certification. Future issues with increased growth and adding personnel to keep up with that growth will lead to additional concerns about addressing incoming personnel replacing an aging workforce with several retirements and loss of knowledge and experience in addition to adding to the bottom scale of experience. The total training hours per personnel remains at a high level and will positively contribute to response times and service availability. Apparatus reliability improved slightly with recent purchases, but the preventive maintenance program needs work in the future especially as the fleet continues to grow. Community Wellness Pasco remains a fairly young city in terms of patient demographics, but the changes with growth could have significant impacts if additional people retire in Pasco. The challenge remains the ability to identify changes in programs that have a positive impact on patient outcomes. In the Emergency Medical Services (EMS) world, the performance metrics are still being identified not only within Pasco, but regionally. The Pasco Fire Department delivers excellent results for those patients that have cardiac arrest with much higher success rate of resuscitation than the national average. Performance on the Fire side is very good as well, with half of the structure fires brought under control in less than 30 minutes, limiting damage and saving property. Both the EMS and Fire performance is tied to the Operational Readiness above by having adequate resources in the stations and keeping them highly trained. The Pasco Resource Navigator (PRN) program continued to be a successful program. The ability to staff the program with two PRNs going into 2023 will allow additional patients to be helped and directed to resources, resulting in better Page 20 of 128 lives for those individuals. While the total number of referrals to the program declined slightly, the anecdotal information indicates the program is achieving the desired results. Performance metrics still need to be identified, as it remains difficult to quantify EMS calls that never occur. With the success of the PRN program, adding the ability to address mental and behavioral asp ects of individuals with an Outreach Coordinator and Psychiatric Advanced Nurse Practitioner will address a need that will have a positive impact. The other portions of the Community Risk Reduction (CRR) program continue to be well received and have positive impacts in the community. As the CRR Manager updates the Community Risk Assessment in 2023, additional performance metrics will be identified and measured. Cost Containment With the change to a biennial budget process, there is additional flexibility to address program needs, especially with the ability to adjust budget mid -year. The Finance Department continues to develop budget and cost management tools to assist in real time reporting, which is key to understanding budget performance. Programs such as GEMT and the revisions to the ambulance utility fee have stabilized funding, allowing for better planning. The Ambulance Utility Rate Study also identified ways to address the growth and upcoming additional demand that will be placed on the system. D iscretionary leave (overtime, sick, holiday, etc.) use is being monitored in an objective manner that allows for more quantitative basis for hiring practices and effective management decisions to ensure proper staffing while managing the cost impact. Performance While 2022 showed a slight uptick in the response time, the 13.1% increase in calls and high level of concurrent calls still drive the longer response times as experienced in 2021. As the PRN continues to address the high utilizers from the emergency response system, the performance might have been impacted more. While the time to fire controlled showed somewhat of a decrease in performance mainly due to larger fires, the effort needs to be made to study as similar situations as possible to validate that as a performance metric. Additionally, efforts to identify other aspects of percent involvement on arrival should be added to the metric to assist in comparison. As previously mentioned, the ability to analyze the vast amount of data needs to be reviewed moving forward. The data is being collected in a very robust and capable records management system with very good reporting capabilities. Effort should continue to analyze the data to identify trends that can address decreased response times and better patient outcomes while maintaining the overall safety of the Fire Department and those in the City. Quality The feedback on the results from the 2021 Community Survey showed a decline in satisfaction with fire and ambulance services. With no data collected in 2022 Page 21 of 128 to see if the trend continued, additional options for reviewing customer satisfaction should be considered for off year time frames. Conclusions: • Calls for service continue to increase significantly, driving the concurrent calls resulting in challenges to maintain high levels of performance. • The relocation of Station 83 had a positive impact in the northwest portion of the city where call volume is located and planned Station 85 will address concurrent calls and expected growth. • to program PRN the of include and addition The development mental/behavioral health aspects continues to provide benefits to an underserved population in terms of both patient care, and avoidance of responses to chronic system users. • is growth future and growth has experienced Pasco considerable imminent, the Fire Department and City Administration have been actively planning for future facilities and staffing to assure quality services to the department. • With the completion of the Master Plan and planned Standard of Cover and Community Risk Assessment aligned with the Strategic Plan, the Fire Department will have a complete set of guiding documents to assist in managing the anticipated growth. City Council has been proactive in recognizing the need for investment in fire and ambulance services to maintain quality services that meet the needs of the community and allow for achieving Council adopted response standards. Page 22 of 128 Pasco Fire Department 2022 Performance Report Author: Edward Dunbar Deputy Chief, Pasco Fire Department Page 23 of 128 Table of Contents PURPOSE.......................................................................................................................................................2 STRATEGIC AND MASTER PLANS ..................................................................................................................3 2022-2023 CITY OF PASCO COUNCIL GOALS................................................................................................5 BACKGROUND ..............................................................................................................................................7 FIRE DEPARTMENT ORGANIZATION.............................................................................................................9 OPERATIONAL READINESS..........................................................................................................................14 COMMUNITY WELLNESS.............................................................................................................................40 COST CONTAINMENT..................................................................................................................................63 PERFORMANCE...........................................................................................................................................67 QUALITY......................................................................................................................................................74 RESULTS SUMMARY....................................................................................................................................77 RECOMMENDATIONS.................................................................................................................................79 APPENDIX A................................................................................................................................................81 Page 24 of 128 2 | P a g e PURPOSE The purpose of the annual performance report is to outline the metrics and associated performance of the Pasco Fire Department. The Department continues to use the Pillars of Excellence as the basis for the report, which help identify areas of improvement while maintaining the ability to be fiscally responsible to the community while managing the growth of the department. The Pasco Fire Department (PFD) adopted the “All Hazards” approach to operating at and responding to the community’s requests for services. We continue to provide response to a variety of emergent events including: emergency medical services (EMS), technical rescue (high/low angle rope, trench and confined space, water, vehicle and machinery, hostile environment (active shooter), collapse), hazardous materials, aircraft rescue and firefighting (ARFF) and hostile fire environments, including; wildland, urban-interface, vehicle, and structural. The special team responses often require additional costs for equipment and training, and ultimately increase personal and corporate liabilities to the authority having jurisdiction. In addition to the listed activities, PFD worked with local agencies to enhance the Pasco Resource Navigator (PRN) program by adding behavioral clinician trained personnel through contracts to address the growing behavioral/mental health responses experienced in the community. This effort has already had great success even though it was just implemented in December 2022. PFD continues to identify and address the unique set of challenges as the community continues to grow and adapt its resources to meet and fulfill the needs of the community we serve. This report outlines the performance against the metrics as identified in Resolution 2938 as well as many other aspects of the daily operations affecting the fire department. The performance of the department has shown the impact of several changes in 2021 as crews operated out of the two relocated fire stations for all of 2022 and the changes in some response methods based on a risk analysis and better tracking of how apparatus responds to different incidents. The overall performance of the department continued to show improvement, while identifying some impacts of the continued growth of the city. Page 25 of 128 3 | P a g e STRATEGIC AND MASTER PLANS The Department’s Strategic Plan was updated in 2020 with the assistance of Emergency Services Consulting International (ESCI). The Strategic Plan was put together with input from the groups and new objectives identified, along with the anticipated time frames for completion of the objectives. While the earlier plan identified more external and performance measures regarding the department, the updated strategic plan leaned more heavily toward internal issues and addressing growth issues with personnel and planning for the future from a training and community interaction perspective. The four initiatives were developed by the working groups and priorities assigned to each goal. The current mission statement was validated, and the vision and values were updated again based on input from the stakeholders. Many of the goals and tasks are ongoing and will not ever be completed, but activities can be completed in achieving progress towards the goal. It is this thought process that drives the need to update the Strategic Plan in 2024, as that would be 5 years since the previous update and the number of internal stakeholders has grown The specific initiatives with specific goals as outlined in the Strategic Plan are listed below: 1 – Department Cohesion •Promote department solidarity – Ongoing •Improve the quality of shift change interactions – Completed •Facilitate a more accurately informed body – Ongoing •Conduct cross shift training – Ongoing 2 – Community Outreach •Enhance communications and interactions with our community – Ongoing •Celebrate fire service traditions with community involvement – Ongoing •Increase/enhance communications and interactions with non-English speaking (or English as a Second Language (ESL) groups – Not started 3 – Operational Readiness •Update the technology of critical infrastructure relied upon by PFD – Ongoing •Ensure the technical competence of all personnel – Ongoing •Improve response times in PFD – Ongoing •Maintain an appropriate fleet for fire and EMS responses – Ongoing •Maintain PFDs Public Protection Class 3 (PPC-3) rating from the Washington Surveying and Rating Bureau (WSRB) – Ongoing •Update the 2016 PFD Master Plan to address growth identified in the Pasco Comprehensive Land Use Plan (Comp Plan) – Completed 4 – Professional Development •Create a succession plan – Ongoing •Develop continuing educations requirements for all officers – Ongoing Page 26 of 128 4 | P a g e •Improve the PFD personnel evaluation process – Ongoing with Human Resources •Improve paramedic retention and job satisfaction – Started With the Strategic Plan in place and guiding activities, the next piece of the puzzle was to update the Master Plan from 2016 and address the path forward for the expected growth of the city. We partnered with Don Bivins to work on the Master Plan and update it. The Master Plan was presented to the City Council in July 2022 and accepted as it was written. The Master Plan outlines areas to be addressed to assist in maintaining the WSRB Class 3 Rating with Near, Mid, and Long Term Improvements. While the specific recommended items are too numerous to list here, the overall gist of the Master Plan is the fire department must grow along with the growth encountered by the city to maintain the high level of services currently being provided. Some of the higher level suggestions are additional stations and staffing, additional efforts towards regional training and associated guidelines, additional administrative staff to support Operations, and the continued effort and prioritization of performance management and reporting. With the Strategic Plan and Master Plan in place, the next effort is to address specific operational delivery of services through a Standard of Cover (SOC) study. This SOC study will identify specific levels of service and effective response force for different types of incidents. Pasco has teamed with Kennewick and Richland to perform a regional SOC study using a third party vendor to assist in an overall regional review, knowing that each city will have its own take on the results. As part of the SOC study, the delivery of EMS will also be reviewed as changes to the EMS system haven’t been implemented in many years. There is some concern regarding the sustainability of the EMS system in the area, so a fresh look at options to maintain the high level of service will be reviewed. The last piece of the guiding documents is the Community Risk Assessment (CRA) which was last updated in 2017. Part of the CRA will be updated as part of the SOC effort and other aspects were started in 2022 when two of our staff attended training regarding using data to outline the risks in the community. This is tied to later parts of the report in the Community Risk Reduction section. The plan is to get the CRA finished by mid-2023. With the Strategic Plan, Master Plan and soon the SOC and CRA in place, the guiding documents for the future growth and management of Pasco Fire will be in place supporting the city’s Comprehensive Plan. Page 27 of 128 5 | P a g e 2022-2023 CITY OF PASCO COUNCIL GOALS Every two years, the Pasco City Council establishes specific goals designed to guide the work of the City. The Council held a goal-setting retreat in March 2022 and adopted the revised 2022-2023 goals. The updated Council goals now reflect a higher view across the city instead of previous very specific goals to better capture the ability to address larger issues through each of the departments within the city. The fire department continues to review the goals and develop, adapt, and implement programs that directly support the Council goals. The 2022-2023 Council goals that apply specifically to Pasco Fire are listed below. QUALITY OF LIFE o Promote a high-quality of life through quality programs, services and appropriate investment and re- investment in community infrastructure. FINANCIAL SUSTAINABILITY o Enhance the long-term viability, value, and service levels of services and programs, including, but not limited to: o 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 SAFETY o Promote proactive approaches for the strategic investment of infrastructure, staffing, and equipment including, but not limited to: o Adoption and develop implementation strategies for the Comprehensive Fire Master Plan aimed at maintaining the current Washington State Rating Bureau Class 3 community rating. o 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. ECONOMIC VITALITY o Promote and encourage economic vitality including, but not limited to: o Implementation of the Comprehensive Land Use Plan through related actions including zoning code changes, phased sign code update, and development regulations and standards. o Completion of Area Master Plans and environmental analysis complementing the Comprehensive Land Use Plan such as Downtown and Broadmoor Master Plans. COMMUNITY IDENTITY o Identify opportunities to enhance community identity, cohesion, and image including, but not limited to: o 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. While it may appear that the only goals the Fire Department has a role in is Community Safety, there are several other goals that we support either directly or indirectly. The department interacts with the community positively daily and provides a positive interaction with the public on several levels. Page 28 of 128 6 | P a g e Providing excellent service to the community starts with being well trained and prideful in the status of the department. After all, we are here for the community and our mission statement is to “Honorably Protect and Serve the Community”. By being fiscally responsible and looking to ways to improve effectiveness and efficiencies and identify alternate funding streams, working with outside agencies to reduce citizen reliance on emergency services, and promoting the partnerships every day, the Pasco Fire Department embodies many of the Council Goals. One of the key goals, although not specifically identified, is to maintain the WSRB Fire Protection Class 3 rating that was achieved in 2018. In support of this goal, the 2016 Master Plan was reviewed and updated to identify what elements and programs would support efforts to maintain the Class 3 rating. With a planned re-rate in 2023, the Master Plan provides guidance for operational and administrative aspects that support maintaining the Class 3 rating. Planning for additional stations has also been a focus for the Fire Department. Land purchased for Station 85 located across from Maple Drive on Road 100 is currently undergoing construction of Station 85 to address development in the western area of the city, including the Broadmoor area. With the move of Station 83 north of Interstate 182, the area to south of the interstate was impacted regarding response times and Station 85 will address those impacts. Land for Station 87 has also been identified and the city continues to work with several companies and organizations to develop a plan to build and staff Station 87 to address the growth in the industrial area as well as that associated with the plans the Colville Tribe has for the area. Lastly, with the initial development ideas for the Broadmoor area, locations are being studied for Station 86 to address the response times in yet to be developed areas. This will be even more important now that the city authorized the Tax Increment Funding program to develop the infrastructure for the Broadmoor area. In all, there are several aspects of performance that are discussed throughout this report that directly support the 2022-2023 Council goals. As the City changes and grows, the Fire Department must address those changes and growth to maintain the high level of service delivery expected by the community. Page 29 of 128 7 | P a g e BACKGROUND The Pasco Fire Department is a municipal all hazards career department which serves the 81,000 member community of Pasco. The department utilizes a framework referred to as “Pillars of Excellence”, for the creation and monitoring of Key Performance Indicators (KPI’s), that when combined provide a holistic and multi-dimensional overview of the health, performance, and effectiveness of the organization. In short, the Pillars are the key subject areas as defined by the Strategic Plan, Master Plan and Council goals. For example, this might include cost containment, operational readiness, and customer satisfaction or quality. By identifying and establishing these pillars, and acknowledging their interrelationships and dependencies amongst one another, we can compile a meaningful list of metrics associated with each pillar that gauge not only the quantity of work performed in a given category, but also the overall value and quality of that work to the organization and community. These metrics and pillars, when combined, present opportunities for the organization to examine its direction and momentum; they enable decisions and policies to be exercised with confidence, with the sole goal of consistently working toward organizational excellence. The Pasco Fire Department has identified the following Pillars of Excellence: The Pasco Fire Department has worked diligently to establish and monitor metrics proven to directly impact the service level and value provided by each respective pillar. This process is viewed as an ever evolving and adapting, dynamic effort; by no means are the current metrics deemed as comprehensive or representative of department service, health, or value in totality. The opportunity to review the metrics for applicability and/or changes continues. The current Records Management System (Image Trend Elite) has a dynamic and responsive reporting capability allowing consistent Page 30 of 128 8 | P a g e monitoring of the metrics. The dynamic reporting capabilities of Image Trend allows for very quick review and evaluation of our metrics which allows issues and performance to be addressed quickly. This allows for better feedback to crews inputting data to ensure good data integrity, which results in better evaluation of the metrics. The reports and metrics are constantly under review to measure and guide the decision process for operations and better customer service – which is foundational to our service. The use of an online dashboard program that gathers data directly from our dispatch software (computer automated dispatch - CAD) and then translates it into easily visualized information in a website that allows instantaneous drill down ability of the data provides immediate feedback. This system, known as NFORS, is one of the key elements in the management and analysis of performance metrics. This system has assisted in identifying data anomalies and immediate feedback on overall system performance. The following chapters of this report review in detail the latest approach in metric collection, inclusive of the respective results and analysis for 2022, set forth by the five primary pillars of excellence as identified specific to the City of Pasco. Using the pillars of excellence and the enhanced reporting capabilities of the records management system (RMS), this report outlines how well the data support and prove the worth of each of the specific areas of performance. The other important aspect of this report is the suggested areas for improvement and incorporation of changes outlined in the Strategic Plan and the updated Master Plan. The key to understanding the current level of performance is understanding the inputs and what impacts the ability of the department to achieve excellence. With the enormous and continued growth the city is experiencing, the challenge is to manage the performance of the department without getting left behind by the growth. Page 31 of 128 9 | P a g e FIRE DEPARTMENT ORGANIZATION Page 10 ORGANIZATIONAL OVERVIEW Core Purpose: Identify and define the scope and missions of the fire department Page 10 PERSONNEL OVERVIEW Core Purpose: Identify and define administrative and operational positions within the fire department Page 12 APPARATUS Core Purpose: An overview of existing apparatus, locations, and minimum/maximum staffing Page 32 of 128 10 | P a g e Organizational Overview The Pasco Fire Department is an all-hazards career response force that provides Fire (urban structural, wildland and vehicle), Advanced Life Support Emergency Medical Services (EMS) care and transport, Hazardous Materials, Technical Rescue (high and low angle rope, confined space, trench, swift-water, structural collapse, and vehicle/machinery), and Aircraft Rescue and Fire Fighting (ARFF) services to the community. The fire department responds from four fire stations to an average of 6675 calls for service per year (2018-2022) (a 9.1% increase over the previously reported 6116 average calls for 2017-2021). The city is divided into four primary station response areas. Each response area is further sub-divided into both emergency service zones (variable due to station location) and static fire management zones. Efforts have been made to manage the service zones to provide initial data for future stations and use that to determine trigger points based on levels of service outlined in the updated Master Plan. It is important to note that most uniformed members of the department are cross qualified in other disciplines such as incident command, technical rescue, aircraft rescue and firefighting, hazardous materials, public education, fire investigation or hostile response. The U.S. Fire Department Profile – 2020, completed by the NFPA Fire Analysis and Research shows in table 6 the median rates of career firefighters per 1,000 people by region and population protected. The West Region (13 states) for the cities with a protected population of 50,000 to 99,999 has a median rate of 0.89 firefighters per thousand population. The current ratio of line firefighters to population served in the City of Pasco is 0.91 (0.94) firefighters, which is a slight decrease from 2021 by 0.03 driven by the population growth for the city and the loss of line personnel. Once the recruits that finished academy 2022-2 get to the line, this will increase the ratio to 1.01 firefighters per thousand, which is a much improved level. No positions were added to line staff during 2022, but there was reduction due to retirements. The West Region showed a marked decrease between the 2019 and 2020 from 1.05 to 0.89. The drop in the ratio is not discussed in the report from NFPA. This ratio should be monitored as the city continues to grow so not to allow a slide backward in staffing compared to population. PFD earned a Public Protection Class 3 from the Washington Surveying and Rating Bureau (WSRB) in 2018 – achieving and surpassing a key City Council Goal. The rating is the benchmark for many insurance companies in determining their insurance premiums for privately insured properties. The higher the rating, the greater likelihood of insurance premium increases. The WSRB rates four major categories: Fire Department (40% of total score), Water Supply (35% of total score), Fire Safety Control (16% of total score) and Emergency Communications (9% of total score). Each major category contains several subcategories. The total points issued in these areas is combined to provide a rating of a scale of 1 to 10, in which 10 is equal to being without fire protection and 1 representing the best fire protection available. The next rating update is scheduled in September 2023. Personnel Overview Organizationally, the department is divided into two distinct divisions: Administrative and Operations. The Administrative Division staff typically work Monday through Friday while the Operations Division staffs fire stations 24 hours a day. The organizational structure of PFD is shown below. Specific information for each position can be found in Appendix A. Page 33 of 128 11 | P a g e The Operations Division is managed and supported by the Administrative staff. The Operations Division employs 75 qualified all-hazards line personnel (the Port of Pasco provides six of these personnel for coverage of the airport via a contract for ARFF). These personnel are divided into three operational shifts (A, B and C Shift) of 25 personnel each working a 48 hour on-duty, 96 hour off-duty rotation (48/96). A separate D Shift consisting of 2 Firefighter positions can be staffed if personnel are available. The purpose of D Shift is to account for low staffing occasions that would normally result in overtime; however, this shift was not filled in 2022 as in past years. The firefighters are provided 15 annual Kelly Days (1 per pay cycle) to maintain an average 49-hour work week and comply with the Fair Labor Standards Act (FLSA) 7K standard. An on-duty Battalion Chief manages each shift and is responsible for day to say operations. The span of control is within the industry standards of 1:6. All suppression employees from the Battalion Chief down through the ranks are covered in a collective bargaining agreement (represented by IAFF Local 1433). The agreement was recently negotiated and will be in place for three years. The three year contract was a change to the normal two year contracts negotiated in the past. The department is organized into the following groups – 1: Planning and Administration and 2: Operations and Logistics. The Planning and Administration Deputy Chief oversees Community Risk Reduction (including the Pasco Resource Navigator Program), Fire Investigations, Cooperative Agreements, Strategic Planning, Computer systems (hardware and software), Budget preparation and reporting and Performance Reporting. One additional position was added to the department in 2022 which encompasses the Pre-Fire Planning and Fire Prevention/Planning aspect. This position Page 34 of 128 12 | P a g e works with the Building Department and serves as the Fire Department’s liaison to the Building Department. The Operations and Logistics Deputy Chief oversees Training, EMS, Special Operations, ARFF, Daily Shift Operations, Safety and Logistics. Special Operations include the Land Technical Rescue Team, Water Rescue Team, Vehicle and Machinery Extrication/Rescue Team, and Building Collapse Rescue Team. Apparatus The PFD operates a wide variety of apparatus to deliver emergency services to the community out of the current four fire stations, with a fifth station currently under construction and a sixth station in the very early design stages. The table below outlines by station the apparatus and staffing associated with each station at the end of 2022. To meet the basic response requirements, a minimum daily staffing of 19 personnel is required. There are two dedicated personnel of the 19 each day to provide aircraft rescue and firefighting (ARFF) delivery out of Station 82 under contract with the Port of Pasco at the Tri-Cities airport. Due to the variety of apparatus and equipment, dedicated staffing for all apparatus is not possible, nor required for all types of incidents. Cross staffing of apparatus allows the flexibility within daily operations to meet the needs of the community based on the type of incident response required while considering budget impacts and resource availability. Cross staffing of apparatus indicates that a crew will take the appropriate apparatus for the incident type. An example is the Ladder and Rescue Truck at Station 84. For any fire related incidents (structure, dumpster, vehicle), the crew responds in the Ladder, leaving the Rescue Truck in the station. Station Apparatus Staffing Max/Min Staffing Station 81 310 Oregon Ave 1 Type 1 Engine 1 Type 2 ALS Ambulance (Medic) 1 Type 6 Engine 1 Type 4 Rescue Boat (in Marina) I Type 4 Spill Response Boat (in Marina) 1 Captain & 1 Firefighter 1 EMT & 1 Paramedic Cross Staffed Cross Staffed Cross Staffed Minimum = 4 Maximum = 7 Station 82 3502 Varney Lane Airport Station 1 Type 1 Engine 1 Type 2 ALS Ambulance (Medic) 2 Type 1 ARFF (Port of Pasco) 1 Type 2 Water Tender 1 Captain & 1 Firefighter 1 EMT & 1 Paramedic 1 Lieutenant & 1 Firefighter Second ARFF is cross staffed Cross Staffed with Engine Minimum = 6 Maximum = 7 Station 83 7510 Sandifur Blvd 1 Type 1 Engine 1 Type 2 ALS Ambulance (Medic) 1 Type 6 Engine 1 Type 2 ALS Ambulance (Reserve) 1 Captain & 1 Firefighter 1 EMT & 1 Paramedic Cross Staffed Minimum = 4 Maximum = 6 Page 35 of 128 13 | P a g e Station 84 4920 W Court St 1 Command Vehicle 1 Type 1 Ladder 1 Type 2 ALS Ambulance (Medic) 1 Type 3 Heavy Rescue Staff Vehicles 1 Type 1 Engine (Reserve) 1 Type 2 ALS Ambulance (Reserve) 1 Battalion Chief 1 Captain & 1 Firefighter 1 EMT & 1 Paramedic Cross Staffed with Ladder Fire Chief 2 Deputy Chiefs Training Officer* EMS Officer CRR Officer Administrative Assistant EMS & Training Assistant* Resource Navigator Minimum = 5 Maximum = 7 Staffing does not include Administrative Staff Fire Training Facility 1011 E Ainsworth St 1 Type 1 Engine (Reserve used for Training) Staff Vehicles Training Officer* EMS & Training Assistant* No staffing requirements * The Training Officer and the Assistant Training/EMS Officer are listed at both Station 84 (Administration) and the Fire Training Facility due to splitting time between the locations depending upon the activities scheduled. Page 36 of 128 14 | P a g e OPERATIONAL READINESS Page 15 TECHNICAL COMPETENCE Core Purpose: Ensure staff is properly trained, healthy, and capable of peak performance at all times. Measure and monitor personnel qualifications to Washington Surveying and Rating Bureau (WSRB) standards for the achievement of 2022-2023 Council Goals. Metrics Measured: International Fire Service Accreditation Congress (IFSAC) Qualifications, Training hours, Length of Employment, Retirement Eligibility Page 20 APPARATUS RELIABILITY Core Purpose: Ensure fleet and equipment is capable of meeting performance demand. Monitor the availability and condition of assets, anticipate and plan for future needs. Metrics Measured: Fleet Age, Maintenance Costs, Out of Service Time, Unit Utilization Costs Page 25 CALL VOLUME/TEMPORAL TRENDING Core Purpose: Monitor event type trends, recurrence, and location, to improve resource allocation and training needs. Metrics Measured: Call Volume and Types, Geo-Spatial Concentrations, Temporal Statistics Page 37 of 128 15 | P a g e TECHNICAL COMPETENCE Member Qualifications The Pasco Fire Department utilizes standards set forth by the International Fire Service Accreditation Congress (IFSAC), recognized by the WSRB and the Washington State Fire Marshall’s Office, as a benchmark for measuring individual professional qualifications. The completion of the IFSAC certification process, from Firefighter I through Fire Officer II, represents over 700 hours of instructed training and associated third party evaluated testing of knowledge, skills and abilities. Most of the effort of obtaining the Firefighter I and II certifications is occurring in recruit academy, as those certifications are obtained during academy and prior to assignment to shift. With recent retirements, there is only one firefighter with no IFSAC certifications and two with only Firefighter I certification. Those individuals have additional training requirements to meet the WSRB minimum during the year, which adds to the overall required training hours. Ongoing efforts continue for the Fire Officer level – Fire Officer I & II – and will be part of the officer development program being developed with implementation planned in 2023. Fire Officer certification is required for promotional testing, so the incentive for those advancing their careers is in place. The reduction in the Fire Officer I certification percentage is related to the overall increase in personnel count from 77 to 86 in 2022 related to the future staffing of Station 85. Page 38 of 128 16 | P a g e Annual Training Hours Completed by Shift Average Training Hours Per Staff Member Training hours is one of the key performance metrics, not only because it can easily be tracked by employee, but it also directly affects the WSRB rating. WSRB requires 240 hours of training per year per employee to achieve maximum rating. These training hours shown in the charts on the previous page include the all-hazard service delivery elements, i.e. technical rescue, EMS, wildland, etc. as well as firefighting skills. The total number of hours is indicative of a department that prides itself on doing the best job possible and maintaining operational excellence. Page 39 of 128 17 | P a g e Another item to consider with training hours was the number of hours for new hires. The charts for this year were updated to remove the recruit school hours from the shift training hours, as the recruit school does not occur based on shifts and does not occur during the entire year (17 weeks in total). By removing the recruit school training hours, the metric is more representative of daily operational training for line personnel. The typical recruit completes approximately 780 hours of training during the 16 weeklong recruit academy. The expected baseline for training hours established by WSRB is 240 hours (20 hours per month), which does not include any special operations or EMS elements. The hours can be reduced by a percentage based on IFSAC certifications to 120 hours per year (10 hours per month) if the firefighter holds a Firefighter II certification. By reducing the required basic firefighting training hour requirements, additional special operations training can be completed allowing for a wide variety of service delivery while maintaining the basic skills of firefighting. The target hours per staff member is set at 200, based on the lower end of the WSRB hours and other specialty training outside of the WSRB requirements. With the 99% of line staff having Firefighter II certifications, the target could be set as low as 120 hours per year, but that would miss the specialty team training and EMS training that WSRB does not factor into the training requirements. No adjustment in the target should be made at this time due to the lack of trend based on the performance over the last 3 years. Pasco Fire Department Length of Employment The length of employment has shifted dramatically such that 70% of the department has less than 10 years of experience with the Pasco Fire Department. Contributing factors include new-hire staff increases associated with the opening and staffing of Station 84 five years ago and replacement of retiring staff. Pasco Fire has hired 35 people in the last 5 years, resulting in the tilt towards a lower length of employment. This will continue to increase with the hiring of 13 additional firefighters due to the award of a FEMA SAFER Grant to staff Fire Station 85 (two of the total 15 SAFER funded firefighters were hired in early 2022). What this chart does not represent is the individual firefighter’s years of Page 40 of 128 18 | P a g e firefighting experience due to lateral/experienced firefighters being hired. It does represent the potential for lack of intricate knowledge of the city and its associated characteristics and operations. This also demonstrates the potential for losing knowledgeable personnel in the future as longer tenured members begin to retire, especially as those over 20 years become eligible for retirement. The transfer of information from long term employees to new employees is key to maintaining operational effectiveness and situational awareness and is a constant struggle throughout the fire service. On a financial impact consideration, the number of personnel with larger accrued leave payouts available continues to be monitored during budgeting processes. Department Age Grouping The above graph represents a healthy distribution, indicating a good blend of staffing regarding age and experience, department wide. As part of the recruitment effort, Pasco lowered the minimum age to 18 instead of 21, which will impact the bottom end of the profile with the next set of recruits. The profile of our department is consistent with the NFPA Survey of Fire Departments for U.S. Fire Experience, 2020 when looking at mostly career departments protecting a population of 50,000 to 99,999 (chart on following page). PFD has a slightly lower percentage of the 20 -29 age group (16% versus 20%) and a slightly higher percentage of the 30 – 39 age group (37% versus 33%). With the expected retirements and additional staffing needs driven by growth, a shift of the curve towards the center to left over the next five years is predicted. Page 41 of 128 19 | P a g e Eligibility for 2022 Retirement The planning of replacing key personnel, either by position or by specific knowledge, is very important. To minimize transition strain, review of the potential for pre-retirement hiring/training and succession planning is key. Succession planning was identified as a key initiative in both the Strategic Plan and Master Plan. This initiative will help the department prepare the future leaders of the department by identifying and providing training and experience for those individuals ready to Page 42 of 128 20 | P a g e move up the leadership ranks. A review of the level of leadership and staff eligible for retirement reveals that several key positions are currently eligible to retire, including: Fire Chief; 2 Deputy Chiefs; 2 Battalion Chiefs; 4 Captains; and 2 Lieutenants. Statistically stated, 100% of the Uniformed Administrative Chiefs, 67% of the Operational Chiefs, 33% of the Station Captains, and 11% of the Company Officers are eligible for retirement. In addition, there are 7 firefighters eligible for retirement, which will increase over the next few years. With the current retirement eligibility and looking at the next five years, about 30% of the department will be able to retire. This is being planned for along with the increased need for staffing for growth management such as the SAFER Grant accepted for Station 85 staffing. The department put significant effort towards recruitment efforts throughout the northwest region to ensure that enough quality applicants were informed of the opportunities at Pasco. Additionally, several officers are working on an officer development program to prepare both current and future officers for the challenges that will be encountered with the growth of the department. APPARATUS RELIABILITY Cumulative Fleet Age versus Total Fleet Life Expectancy The overall age of the fleet remained relatively stable in 2022 with the exception of the Ladder category. This is a result of the purchase of a reserve ladder truck that added to the overall age. The reserve ladder truck addresses a missing component in the WSRB requirement of having a reserve ladder. Pasco Fire continues to take an aggressive stance towards fleet management and identifying options to maintain an effective fleet. In 2022, a proposal to move to a lease program for three Page 43 of 128 21 | P a g e engines was approved by Council. The plan is to place the engines in service and excess two older engines that require extensive maintenance. The additional engine addresses growth and associated downtime of other apparatus to ensure all stations always keep an engine in service. A plan was implemented in 2022 to replace many of the staff vehicles with leased vehicles that ensures both adequate and in service vehicles, as our administrative staff continues to grow and allows for additional vehicles for the PRN program. Maintenance and Fuel Cost by Vehicle Category and Type The costs associated with maintaining and fueling apparatus by category is shown in the chart above. The most significant changes between 2021 and 2022 are the increase in number of Utility/Staff vehicles. With the lease program discussed earlier, the number of vehicles increased to address the increased PRN and Behavioral Response teams, as well as the Planning and Prevention Specialist position. The other change was a significant drop in the maintenance costs for the Engine category, as there was almost $200,000 in costs in 2021 versus just under $130,000 in 2022. This cost is anticipated to decrease once the leased engines arrive, as the older engines will no longer be in the fleet. The average maintenance cost per engine is just under $26K annually, which is a slight reduction from 2021 of $28K/engine. The costs encountered in 2022 across the fleet remain in line with expectations, especially as apparatus has become more complicated with multiplex electrical systems and added emission controls on diesel motors. It is anticipated that the costs will remain about the same with increases as the fleet grows in conjunction with the addition of stations. ARFF apparatus maintenance costs are not reported, as these costs are managed by the Port of Pasco via the Tri-Cities Airport. Since City personnel operate the ARFF units, we do have some impact on the maintenance of the apparatus. Maintaining the relationship between the Port /Airport maintenance personnel and the city is key to ensuring the reliability of the ARFF apparatus and has been a focus of both agencies during 2022. Page 44 of 128 22 | P a g e Vehicle Utilization in Miles versus Cost per Mile Change in mileage represents effective use of apparatus. The graph’s secondary axis – cost per mile – is calculated by material, labor, and fuel costs for a given year, per vehicle. A greater cost per mile and lesser change in mileage represents either inadequate use or a deteriorating effectiveness of a given apparatus. The expectation is to trend the cost per mile over time and at a certain threshold replace an apparatus when repairs outweigh the reliability of the apparatus. The chart above shows the cost per mile versus maintenance cost, allowing a year to year comparison. The chart shows some high cost per mile units, but in comparison to 2021, the cost per mile decreased on several units by a significant amount (top range was $45 in 2021 versus the $20 in 2022). T2822 shows a high cost per mile, but that apparatus has such a low annual mileage increase, any cost will remain higher than “normal” and does not indicate it should be replaced any time soon, as it is a specialized apparatus and is well within its life cycle. Of note in the chart is the high cost of fuel for 2022. In the 2021 chart, the highest fuel cost was under $10,000, where 2022 has most of the front line apparatus above or much above the $10,000 mark and two close to or over the $25,000 mark. This is a result of increased fuel costs during 2022 and the increased call volume (13.1% over 2021). While this is somewhat out of our control, the ability to control fuel costs may be an item for future discussions. In the above chart, the apparatus is identified by the radio call sign, i.e., E2811. Units that start with an “E” are engines, “M” are medics (or ambulances). L2814 is the Ladder truck. “CH” and “BC” are chief officers and battalion chief, while the “UT”, “TO”, “MO”, “PIO”, “IP”, and “PRN” are staff vehicles used by day shift or other staff assignments. Page 45 of 128 23 | P a g e Apparatus Out-of-Service (Maintenance) Time The above chart indicates a continued increase in maintenance hours associated with Fire Apparatus maintenance. The cause of the increase is based on the amount of work completed in the City Shops and the additional vehicles in the fleet. As apparatus systems become more complex with additional electrical and emission controls, additional hours troubleshooting issues is required as well as outsourcing to qualified personnel working on specific systems. Page 46 of 128 24 | P a g e Unit Hour Utilization Unit hour utilization measures the amount of time (by percentage of the day) a unit is committed to an incident. Historically, a Unit Hour Utilization (UHU) greater than 25% indicates a potential for employee exhaustion issues and negatively affects station and unit reliability. The Center for Public Safety Excellence/Commission on Fire Accreditation and the Pasco Fire Department Master Plan suggests a need for additional equipment and staffing support as UHU rates reach 25%. The chart above shows the changes over the five prior years. The combined commitment time of L2814 and R2834 is used for the basis of comparison to the 25% action level, as these are cross staffed units. At this point, none of the apparatus has reached the level of any action, with the highest UHU at just under 14%. The UHU metric is a supporting element to response times, which should be looked at in addition to concurrent calls (where other stations cover the initial station call). Page 47 of 128 25 | P a g e CALL VOLUME/TEMPORAL TRENDING Call Volume by Call Type Pasco Fire reports its incident response data monthly to the National Fire Incident Reporting System (NFIRS) via the Washington State Fire Marshall. Reporting to NFIRS is one of the requirements to receive Federal Grant monies such as the Staffing for Adequate Fire and Emergency Response (SAFER) and Assistance to Firefighters Grants (AFG) programs that Pasco has been awarded and applies for each year. The chart above shows the general categories of responses grouped by NFIRS category. The Pasco Fire Department statistically aligns with national and regional ratios for departments that operate an Emergency Medical Service (EMS). Historically, responses to EMS calls (NFIRS Codes 321 and 322) comprise 75-80% of Pasco’s emergent call volume (an in-depth study of these event types is discussed later in this report). While not shown in the EMS portion in the chart above, a portion of the Service Calls (550 and 554) are related to EMS responses – community health (PRN calls) and lift assists. Fires and other emergencies represent between 20-25% of total call volume. The total number of incidents during 2022 was 8305, which represents a 13.1% increase over 2021. The 13.1% increase continues the high call volume increase experienced last year of 18.1% resulting in a two year increase of 34.1%. This call increase was accomplished with no additional staffing or stations which has resulted in impacts on response times and are discussed later in the report. The chart below shows the increase in the number of calls per day and shows that for both 2021 and 2022, there were significantly higher calls per day than the previous three years. A similar increase was seen by other agencies in our area, so the issue is not limited to Pasco alone. It is unclear exactly what has driven the increase of incidents Page 48 of 128 26 | P a g e aside from the expectation of the public that calling 911 will get a response even if no true emergency exists. One area of responses that has increased with the change in laws affecting police/law enforcement response is the request from callers indicating someone appears passed out in their vehicle or near a street. These were calls that were previously handled by police, as many of the incidents were simply someone napping in their car or doing other activities that made them appear to those passing by as though they were in trouble. In looking at the call volume of EMS calls, about 11% of these types of incidents were recorded in 2022. This continues to be a challenge, as there really isn’t a medical emergency, but the incident ties up resources for the duration of the incident. EMS and Fire calls represent the highest cost risk of emergency service provisions within the City of Pasco. EMS drives cost by volume, while Fire response by resource demand. The fire department continues to monitor these specific event types (and others) to identify trends, costs, and alternative strategies. Based on trends observed other programs are put in place to attempt to influence the community actions either by prevention or direction to other resources. These programs are discussed later in the report. Page 49 of 128 27 | P a g e Call Volume Concentration The 2022 Call Volume Concentration heat map above identifies call locations for incidents that Pasco Fire Department was dispatched to in the map area. The legend indicates the number of calls in a specific area relative to the size and color of the circle. The larger and darker the color of the circle, the higher number of calls in that area. The large purple circle in the center of the city represents two of the retirement/assisting living facilities. Those occupancies drive a large number of calls at two individual addresses, unlike the spread out calls in the northwest portion of the city. The concentration of calls in the downtown area is shown by the larger circles, as there is a higher population density driving additional calls for service. The heat map is from the NFORS data visualization program that gathers data from our dispatch center. NFORS is a web-based program that is interactive, so information can be drilled down interactively for further analysis using near real time data. Efforts continue to build additional reporting visualizations to aid in quickly identifying and responding to trends, either positive or negative. A different view of incidents is shown in the figure below. This information is from the dispatch center and shows the Emergency Response Zones (ESZ) associated with each station. The takeaway from both the call volume charts indicate there are two distinct areas of incident concentration – one in the northwest portion of the city and one in the south-central area. Continually analyzing the call volume concentration in combination with the earlier Unit Hour Utilization performance drives placement of stations and associated staffing. Page 50 of 128 28 | P a g e With the relocation of Station 83, the areas north of Interstate 182 have been better served with shorter response times at the slight expense of response times in the areas south of the interstate (labeled as 852 in the map and the lower half of 834). The lack of road infrastructure crossing Interstate 182 limits the routes from the relocated Station 83, which also provided an issue prior to the move. As the City of Pasco updates the Traffic Improvement Plan (TIP), the Fire Department is consulted for recommendations to address response impacts and limitations. The 2022 TIP includes a Road 76 overpass which will assist in response times to the south of the interstate. Construction of Station 85 located near the intersection of Maple Lane and Road 100 was started in late 2022 by G2 Commercial Construction. A SAFER grant was accepted by Council in October 2022 for staffing of Station 85 which covers the cost of 15 firefighters for three years beginning in early 2023. Station 85 will address the impact of moving Station 83 north and also positions additional resources to address the growth anticipated in the Broadmoor area. The updated Master Plan outlines options for ensuring that service delivery with the growth is addressed via several options, including proper station location and other support elements. Page 51 of 128 29 | P a g e Population Density Population densities, as referenced in the visual map above, are represented by darker shading, the darker the shading, the higher the density. The map above comes from a product that Pasco Fire subscribes to called mySidewalk and is supported by NFPA. The interactive website is used for Community Risk Reduction as discussed later in the report. The latest population information from Washington Office of Financial Management (OFM) reflects a City population of 80,180 with a density of 2300.5 people per square mile based on a 34.85 square mile area, continuing the year over year increase. The area OFM lists is different than the 42.5 square mile area the city consists of especially with recent annexations. The OFM data shows Pasco at 16th in Population Rank of Washington cities, which has been consistent since 2012, and 87th in Population Density Rank. Comparing the population densities against the call volume figures earlier shows a correlation between call volume and areas of greater static population density. The chart below shows incident count by the census blocks, which was from the NFORS dashboard application. The incidents by Census Block have remained consistent over the last three years with the south central portion of the city (the darkest shaded area) being the highest incident volume. This is consistent with a higher Page 52 of 128 30 | P a g e population density and the earlier charts of call concentration. Additional information can be found using NFORS for further analysis and can be combined with other information discussed below. 2022 Incidents by Census Block There is also information provided regarding Social Vulnerability Index (SVI) in both the NFORS and mySidewalk programs, as shown in the figure below. Social Vulnerability Index is a measure developed by the Centers for Disease Control (CDC) that primarily uses relevant fields from the American Community Survey (ACS) to identify census tracts where the population is vulnerable to disasters. SVI is measured on a scale from 0 to 1 with 0 being the least vulnerable and 1 being the most vulnerable. The chart below shows the SVI for Pasco. The darker shades color of indicate a more vulnerable population. Page 53 of 128 31 | P a g e Data from NFORS and mySidewalk will be used to update the Community Risk Assessment (CRA) in in 2023 which was last updated in 2017. The updated CRA will then provide a path forward for the CRR programs. The updated CRA will also tie in with the Strategic Plan and reference the Master Plan discussed earlier. The CRA will also gather information from the Standards of Cover study planned in 2023, adding to the overall review of the fire department and the community. Page 54 of 128 32 | P a g e Call Volume Temporal Trending The charts shown below are more for general interest and comparison between years only. The call volume is something beyond the control of the fire department; however, it does drive the programs implemented as part of the Community Risk Reduction program based on the specific types of incidents. Page 55 of 128 33 | P a g e Page 56 of 128 34 | P a g e Call volume is concentrated during times of significant population activity and movement, typically during daylight and evening hours and warmer months. The last chart above shows an interesting trend of a stable calls per thousand population, ranging in the 72 calls per thousand then increasing significantly to 97 per thousand in 2022. This is interesting, as the population increased by just under 10% but the call volume per thousand increased by 35%. Additional analysis of the call detail should be done to potentially implement CRR programs to prevent this increase if possible. While some of the information presented in these charts are interesting, this information, the Unit Hour Utilization and response times should be the basis for determining peak staffing requirements and implementing corresponding programs. One aspect of operation that can be identified is the use of a “Peak Demand Unit” (PDU) that is staffed during peak call volumes. If this were implemented, the time between 9 am and 10 pm would likely be the time for the unit to be in service. A PDU consists of an ambulance with a paramedic and EMT to assist with the concurrent calls. To date, none of the trends have identified the need to implement these programs. The Master Plan does identify triggers for consideration of peak demand staffing, but those thresholds have not been met. Overlapping Call Volume versus Total Call Volume Overlapping calls are calls that occur while primary response units (the units that are normally assigned to the station area) are engaged on a prior emergency. Overlapping calls lead to longer response times, challenging the ability to meet the Council Goal of maintaining the 6 minute travel time. Overlapping call volume percentage is displayed on the graph’s secondary axis, in combination with total calls represented on the primary axis. As the overlapping calls increase, the impact on the remainder of the city increases to the point where service delivery is diminished. With the ability to use automatic aid to assist in responding to the overlapping incidents, some capability is maintained. As mentioned earlier, though, other agencies also experienced increased call volume indicating that the reliability of those units is less than ideal. Page 57 of 128 35 | P a g e Call volume continues trending upward year over year with 2022 showing a high 13.1% increase over 2021 and just over a 50% increase during the last 5 years. The continued increase in call volume will result in additional overlapping incidents as is shown on the chart above. The second chart shows the incidents per capita, which remained steady or minimal increase for four years and then a marked increase in 2021 continuing in 2022. As additional stations are added and call volume increases, the likelihood of the overlapping calls continues to grow. The key is monitoring the locations of overlapping incidents and associated out of service resources and add either apparatus and staffing to current locations or additional stations as growth occurs. If the overlapping calls are concentrated in a specific area, then adding additional resources to the station that covers that area will assist with response time issues. Using overlapping incidents in conjunction with Unit Hour Utilization metrics will assist in identifying target points to add the resources to stations if the location is within coverage areas of existing stations. With the increased overlapping incidents, response times for first arriving units can be affected as well. This becomes an issue when first due stations are busy, and a second call happens in their area. The second due station has a longer response time, affecting the performance related to the 6-minute travel time goal. Page 58 of 128 36 | P a g e Response Time by Fire Management Zone 2021 Response Time Data by Fire Management Zone 2022 Response Time Data by Fire Management Zone – Emergency Page 59 of 128 37 | P a g e 2022 Response Time Data by Fire Management Zone - All The images above show the percent compliance to the 6-minute travel time based on quarter section areas of the city (Fire Management Zones, or FMZs). The areas of red indicate meeting the 6-minute travel time less than 70% of the time, while yellow indicate 70 to 89.9% and green 90% or greater. The overall goal is to achieve the 6-minute travel time 90% of the time throughout the city. The central portion of the city continues to be covered well as shown by the green areas. Several of the yellow areas in the central part of the city are on the cusp of making the 90% metric, with only a few of the incident travel times outside of the 6 minute limit. Many of the areas on the cusp of compliance can be related to the lack of a well-connected transportation system. Getting units from Station 81 to the west is tricky due to the railway that bisects the city. The Lewis Street overpass will have a positive impact as it will have a greater capacity for traffic compared to the current underpass/tunnel, allowing a better response route. The west area of Pasco continues to experience delayed response due to longer travel distances from existing stations as well as longer apparatus response distances from other three fire stations. The overlapping incidents typically drive the need for stations to cover each other, resulting in longer response time. The overlapping incidents continue to be an area of concern and remain at a high level as discussed earlier in the report. With the relocation of Station 83 from Road 68 and Argent to Road 76 and Sandifur in January 2021, the response time to incidents above Interstate 182 has already decreased, as the concentration of the red areas is greatly decreased. However, there was a significant increase in response time to the south of Interstate 182, as response routes from Road 76 and Sandifur is either to Road 100 or via Road 68 south. One is a problem due to distance, while the other is impeded by traffic volume. While visually not desired, the impact is lowered since the overall number of incidents south of Interstate 182 is less than compared to north of Interstate 182. This impact will be addressed by future Station Page 60 of 128 38 | P a g e 85, as it will be in the middle of the red area east of the intersection of Maple Drive and Road 100. For the northeast portion of the city, Station 87 will be located on Capitol Avenue on the northwest corner of the Autozone property to assist with travel distances in the industrial area, as that area is well outside of the 6-minute travel time. With the increased development planned and ongoing in the industrial area and northeast portion of the city limits, the new station will allow the central and east (current Station 81 area) to remain covered. A new look at the data was also done in 2022 by comparing the response mode of apparatus to incidents. Efforts to reduce the risk of responding to incidents that do not require lights and sirens increases the safety of both the firefighters and the public. In any given week, there are articles about crashes between fire trucks or ambulances and civilian vehicles. Based on that risk, responses to certain types of calls were reduced to a non-emergency mode. The difference between the charts above show that there is a slight difference, but overall it doesn’t have that much of an impact. One of the types of incidents that was changed was fire alarm activations. After reviewing data, it was determined that greater than 95% of the fire alarm activations were not actual fires, but instead false alarms. The guidance does allow the officers to adjust the response mode based on call information. The charts shown show the difference between just emergency response times and all incidents. The chart below shows the difference between non-emergency and emergency response modes for the incidents in 2022. The goal for the six-minute travel time is one of the key metrics that serves as the guiding principle as more development occurs. Fire Administration staff has worked with the GIS department to maintain drive time maps and identified areas of concern and best locations for stations as infrastructure is planned based on growth. Staff will continue to analyze travel and response times by Fire Management Zones (which remain unchanged) to quickly identify areas of concern and address Page 61 of 128 39 | P a g e issues by adjusting response plans and station coverage areas. Fire Staff will also work with the planners to consider how to best maintain and improve response routes. Page 62 of 128 40 | P a g e COMMUNITY WELLNESS Page 41 PATIENT DEMOGRAPHY Core Purpose: Understand community demographics and inherent target risks to better plan and prepare effective programs and emergency responses. Metrics Measured: Resident Age, Average Patient Age Page 41 MEDICAL EMERGENCY Core Purpose: Measure, analyze, and adapt operational processes to achieve and maintain optimal outcomes. The Pasco Fire Department, in cooperation with the WaCARES program, report and annually develop survival statistics for Cardiac Events. Review reports provided by Washington EMS Information System (WEMSIS) for patient care reporting. Metrics Measured: Cardiac Events and Outcomes, Behavioral/Mental Health Response, Drug and Alcohol Emergencies, EMS Responses, WEMSIS quality improvement measures Page 54 FIRE EMERGENCY Core Purpose: Measure, analyze, and adapt operational processes to achieve and maintain optimal performance. The Pasco Fire Department reports all fire activities using the National Fire Incident Reporting System (NFIRS). Metrics Measured: Structural Fire Occurrences and response, Structural Fire Cause, Fires by Type (Natural Cover, Vehicle), Special Operations Responses (Water Rescue, Technical Rescue, Hazardous Materials, ARFF) Page 60 COMMUNITY RISK REDUCTION Core Purpose: Promote Community wellness, safety education, and transparency between Citizens and Department. Develop a community assistance referral and education services (CARES) program to provide community outreach and assistance to residents of its jurisdiction to improve population health and advance injury and illness prevention within its community. Determine impact of Pasco Resource Navigator program on high utilizers of EMS resources. Metrics Measured: Community Outreach Activities, Navigator (PRN) Client Contact Page 63 of 128 41 | P a g e PATIENT DEMOGRAPHY The City of Pasco is home to approximately 80,180 residents, per the latest Washington State Office of Financial Management (OFM) data. Broken out by age group, we find Pasco is comprised of a significant youth population (57% less than age 35), but a relatively small retirement and older population (~8%). The trend of direct correlation of call volume to patient age continued in 2022 as it did in prior years. As patient age increases, the calls per resident within the given age group also increase. In other words, about 2% of Pasco residents under the age of 19 will require emergency medical services per year; about 4% of residents under the age of 64; however, 28% of the population over the age of 65 will require EMS each year, on average. The information shows continued dependency of the 65+ population on 911 services for low risk incidents, often considered routine care. High cost of service to such a small demographic segment generally requiring non-emergent care indicates a significant opportunity for proactive community paramedicine programs. The percentage of the 65+ population using EMS in 2022 increased for the third year in a row, from 22% to 25% to 28%. PFD continues to work with several organizations (Adult Long Term Care (ALTC), Senior Life Resources – Meals on Wheels, and Consistent Care) to refer the high users of 911 to a supportive agency addressing the true needs of the patients. In 2019, Pasco Fire teamed with Consistent Care and established the Pasco Resource Navigator (PRN) program, which is discussed later in the report. The idea behind the program is to identify the high utilizers of 911 for the “routine” care or other issues and work with them individually to get the resources to them that will address the issues. MEDICAL EMERGENCY Cardiac Arrests Cardiac emergencies are on average the costliest emergency medical service provided in Pasco, with an average full-cardiac arrest scenario totaling about $2,500 (transport fees not included) based Page 64 of 128 42 | P a g e on the equipment and drugs used in patient treatment and care, which has increased over time. The Pasco Fire Department continues to monitor the frequency, cost basis, and demographics of cardiac events. The charts below show information on cardiac arrest events by gender, age grouping and location. The location of most cardiac arrests occurred in the home/residential setting, which is in line with what is experienced in Washington State. Page 65 of 128 43 | P a g e The Pasco Fire Department utilizes the Utstein Survival matrix to measure the success of medical interventions for cardiac events. The Utstein matrix uses the following criteria to measure cardiac outcomes: •Witnessed by bystander and found in a shockable rhythm (ventricular fibrillation or ventricular tachycardia) •Received some bystander intervention (CPR and/or AED application) The Utstein data for 2022 has not yet been received for Pasco at the time of the completion of the report, as it usually is sent out in May. The 2021 Utstein data showed that Pasco does very well using the Utstein matrix and cardiac arrest survival. Part of the feedback related to cardiac events is the performance for S-T Elevation Myocardial Infarctions – STEMI, as it is referred to in the field. These are the classic heart attacks that during which one of the heart’s major arteries is blocked. Significant training is conducted to identify these events using a 12-lead electrocardiogram (ECG). Once a STEMI is identified in a patient based on the signs and symptoms, there are key benchmarks that are recorded to help identify rapid diagnosis and treatment of this life threatening event. Patients that exhibit STEMI symptoms are transported emergent to Kadlec for immediate treatment in a catheter lab. In 2022, Pasco had 19 patients that were identified as STEMI patients in the field and had subsequent catheter lab activation followed by full catheterization. The goals for STEMI identification and treatment are listed below: •PFD Arrival to ECG placement less than 10 minutes •On scene time less than 15 minutes •Transport time less than 30 minutes •PFD Arrival at scene to arrival at hospital less than 30 minutes •PFD arrival at scene to catheterization less than 90 minutes Page 66 of 128 44 | P a g e The last goal of catheterization is definitive treatment of the STEMI and restores blood flow to the heart, effectively stopping any further damage to the heart muscle. The quarterly EMS training routinely reviews the ability to properly interpret the 12 lead ECGs to quickly determine if the patient is experiencing a STEMI event. Additionally, BLS providers are trained in the proper placement of 12 Lead ECG to quickly determine if a STEMI is occurring prior to ALS arrival to facilitate rapid treatment and transport to achieve the goals outlined above. The charts below show the performance against each of the goals. Overall, Pasco performed very well for the 19 instances where a patient was catheterized. There was one incident with very long transport time, as that patient was from north Franklin County and was initially treated by another agency with long transport times. Page 67 of 128 45 | P a g e Page 68 of 128 46 | P a g e Behavioral/Mental Health Related Response Metrics Following up on the initial look at some patient metrics started in 2018, the information provided below is part of what we review on a periodic basis and use to determine if there are operational impacts, both from budgetary and resource use points of view. As we move forward with the earlier described Pasco Resource Navigator (PRN) program, some of the statistics and other metrics will be further refined to measure the impact of the program. As reported in previous years, the specific information on homeless patients and alcohol and drug related emergencies is shown in the charts below after the data related to falls. The reason for the tracking of patients that have fallen is of interest is that falls, especially in the elderly population, can lead to a significant change in life status due to injuries that occur during a fall. In some cases, a fall resulting in a broken bone (typically a hip or femur) for an elderly patient can ultimately lead to their death. As shown in the above chart, there are several patients that experience injuries related to falls. Comparing the last four years of data, the only trend that is obvious is the injuries related to falls in older individuals increases. The number of patients encountering injuries related to falls increased again from 157 in 2020, 201 in 2021, and 303 in 2022. What is not clear is if the number has increased with better data review and collection from the field or if there were just more incidents of falls. The older patients incur the fall related injuries due to loss of balance or weakness, which may be because of other medical conditions. The relevance of the trend is that patients who are at risk for falls are referred to the PRN program to assist in preventing future injuries and for assistance addressing issues associated with recovering from those injuries. In addition to the injuries related to falls, there were another 298 (up from 252 in 2021 and 283 in 2020) responses for “Lift Assists”. Of these 298 responses, 5% (15) were in assisted living facilities, which was a decrease compared to 2021. While not a large percentage of the responses currently, the call volume for these types of calls is monitored to ensure the facilities are not using the 911 system to supplement their staffing and associated work. Efforts are ongoing to address the ability to assess a fee for these types of incidents at assisted living facilities via a new ordinance for these types Page 69 of 128 47 | P a g e of incidents to incentivize the proper use of the 911 system. These Lift Assists responses are to assist individuals that have either fallen or are too weak to move from one location to another. While not considered medical incidents, they sometimes are related to either previous fall injuries or other medical conditions resulting in the weakness. Again, working with the PRN program, appropriate resources are often identified to prevent the individual from using the 911 system for future help and assistance. Page 70 of 128 48 | P a g e Looking at the data in the above charts number of homeless patients and by primary impression of the patients, the trend of increasing number of homeless patients encountered continued – 291 versus 269 in 2021. While many of the reported issues are related to pain, either due to chronic issues or immediate injuries, there were significant increases in the neurological and behavioral issues. The issue of pain management leads to the next series of information on drug and alcohol use/abuse to deal with the pain. Many of the other categories have additional patient information referring to either substance abuse or behavioral issues. Additional analysis is needed to determine what avenues are available to address the issues the homeless population is encountering and potentially assigning the PRN Navigators and clinician to contact repeat patients to assist in obtaining help and treatment. One area that was explored, and remains a high priority, is obtaining low barrier housing for the homeless population to assist them with substance abuse issues and, in many cases, the associated behavioral issues. There are several groups that Pasco Fire is working with to support housing opportunities and a low barrier housing complex is planned on being opened in early 2023 which should address some of the patient’s wellbeing. Drug and Alcohol Use The chart below shows data of the alcohol and drug use indicators as recorded during patient treatment. The data represent indicators based on standards identified at both the national and state levels. The indicators can then be used to identify trends over time, allowing resources to be applied to address the corresponding/underlying issue for the patient. As trends are identified with specific patients and help is requested, the patients are referred to the PRN program to direct them to the proper resources needed. In some cases though, the patient refuses any help until the situation is difficult to resolve. The Medical Officer provides this information at each of the monthly staff meetings to keep the crews informed of potential behavioral issues and opportunities for referrals. PFD continues to work with Pasco Police in supplying Narcan kits to PPD officers for quicker treatment of opioid overdoses, as the quicker the Narcan is given, the better the patient outcome. Efforts to track and evaluate this program continue, but no determinate metrics have been validated. The department responded to 229 drug/alcohol related incidents in 2022, which was down from the 338 in 2021 and more inline with previous years (219 in 2020). Of those 229 incidents, 48 of them had Page 71 of 128 49 | P a g e multiple indicators of use (i.e., patient admitted use and paraphernalia was found at scene). The average age for these patients was 40.2 years old with the youngest patient being 9 and the oldest patient being 90, which remained identical to 2021 statistics. Males continue to be the patients by a 2 to 1 factor for alcohol/drug related incidents (67% male versus 33% female). The EMS officer monitors these statistics on a monthly basis to help identify trends and make referrals to programs. Other Emergency Medical Response As part of the Records Management System (RMS) for incident reporting, there are several reports that can be generated that show a variety of variables to assist in identifying trends and areas of concern. Several representative reports are shown below to show the capability of the system. Some reports are still being identified to to assist in analyzing performance and establishing trends/changes. Some of the reports assist with our reporting to the National and Washington State EMS information system (NEMSIS and WEMSIS), ensuring the data shared is reviewed and accurate prior to submission. The new EMS officer is reviewing the types of reports available to assist with better patient care and outcomes and will continue to be an area of focus. Page 72 of 128 50 | P a g e Page 73 of 128 51 | P a g e WEMSIS Data Quality Improvement As part of the data quality improvement at the state level, Washington Department of Health provides updates to EMS agencies based on information gathered through the Washington EMS Information System (WEMSIS). One of the main purposes of reporting the data is to ensure the continued improvement of patient care and outcomes as well as identifying issues that can be addressed in training or protocol changes. Quarterly reports are sent to agencies outlining the point deductions for missing information. This information can be used to assist in gathering better data and improving reporting, both at the local (individual patient) level and the regional/state level. Pasco works with other agencies that use the same EMS reporting system to ensure the area is meeting the standards as required by WEMSIS. The table below shows the average score for EMS reports for each quarter. The goal is to achieve 100% score for all EMS report. The scores for all quarters of 2022 improved to over the 99% mark. The remaining elements to get to 100% are a struggle due to many factors including incomplete patient information and simple human error. The overall improvement is attributed using the ability to implement rules requiring data input in the field as part of the Image Trend system and its flexibility. The second table shows the overall number of EMS reports submitted through the WEMSIS system and shows an increasing number of patients through the year. Page 74 of 128 52 | P a g e The table below is from the third quarter of 2022 and identified the top five data elements with the most point deductions (number of records times the individual point deduction). Based on this specific element feedback, the EMS reporting system (Image Trend) rules are reviewed and updated to ensure the data is being collected, working properly, and training is provided to crews. The EMS reporting system allows local rules to be implemented to require personnel to enter data before being able to complete the report. This forces the data to be collected for situational circumstances, allowing for the reduction in point deductions. Pasco Resource Navigator Program The Pasco Resource Navigator (PRN) Program was initiated in 2019. The initial program used a part time Consistent Care employee working directly with Pasco Fire Department to assist patients referred by field units. As mentioned earlier, the program is designed to reduce the use of 911 for “routine” or non-emergency issues as well as identifying the high utilizers of the EMS system and directing them to the proper resources to address their needs. There continues to be a certain population that relies on emergency services for medical care, often related to one of several conditions, including drug use, mental illness, and poverty among others. In 2022, the PRN Program remained staffed with one full time position and an intern. The program did experience a brief period without Navigators working with clients, resulting in a decrease in the overall number of referrals (105 versus 119). Going into 2023, the program is fully staffed and is doing well. Additionally, using American Rescue Plan Act funding a contract was signed to provide additional mental and behavioral health services. This added an element to the PRN program to address issues that were not being addressed by the Navigators. The Masters level clinician began work in December 2022 and had an immediate positive impact on several of our longer term PRN clients. Metrics and reporting for that aspect of the program will be developed in 2023. Page 75 of 128 53 | P a g e In 2022, there were 105 referrals, which is a decrease of 12% from the 119 in 2021. The decrease is due to the lack of PRN personnel during a portion of 2022 discussed above. The charts below are based on patient referrals and overall outcomes of the situation. While most end positively, there are still some people that refuse the help the program offers and still rely on emergency services. Active cases are ongoing efforts to connect appropriate resources with the individual, where the closed cases represent successful connection of those resources in creating a stable environment for the person, although some cases do get closed due to the death of the client. Disqualification is based on being an invalid referral, unable to contact the client or residency requirements, as they do have to “live” within Pasco. There are occasions that referrals either chose not to participate or are not able to be contacted. This results in closing out of the referral with the understanding that additional attempts may be made in the future. The “Other” reason for disqualification for participation is based on the individuals wanting a specific type of assistance that is not readily available (cash request for rent) or other agencies (such as Habitat for Humanity) had already addressed the issue. Page 76 of 128 54 | P a g e Additional data collection regarding patients and outcomes continues to be worked on in Image Trend. The Community Health module in Image Trend can be used to assist in tracking data related to the PRN program and is being developed and implemented in 2023, especially with the addition of the Behavioral/Mental Health resource. Additional information regarding reduction in calls to 911, avoidable emergency room visits, and Medicaid dollars avoided will be gathered to show the impact of the PRN program, as outlined in the CARES legislation (RCW 32.21.930). FIRE EMERGENCY Residential Structural Fire Event Type The chart above shows a significant portion of Fire call volume in both types of residences is false alarms, many related to smoke alarm activation due to cooking (burned food). The False Alarms in single family residences continued to drop slightly compared to prior years and shows a continuing downward trend. False alarms in multi-family residences rose in 2022 to levels even above the 2020 volume. This may be due to additional apartment units and better data collection and report reviews resulting in more accurate data. The cooking fires and structure fires decreased compared to previous years, with an almost 50% reduction in Single Family Residence cooking fires. One of the surprising increases were the Trash/Other fires in single family residences increased significantly, although still a relatively small number of total incidents. This may be attributed to people not understanding the burning regulations in the city limits that allows only blown in tumbleweeds to be Page 77 of 128 55 | P a g e burned. The expectation is that the crews educate the occupants regarding the burning regulations and only involve enforcement if problems are encountered. With the decreases in the cooking and structure fires, the importance of remaining vigilant with the Community Risk Reduction program is key to continuing this prevention of incidents. The programs discussing cooking fires and working smoke alarms in the residences continue to pay dividends as the number of residences continue to increase in the city, but the number of incidents continues to decline. As discussed previously, the emphasis on outdoor burning regulations might be an area to emphasize in 2023 versus waiting for incidents to occur and then providing the education. Response Time Standard outlined in City of Pasco Resolution 2938 for 1st Arriving Engine: The Pasco Fire Department has adopted a response/travel time standard of 6 minutes for the arrival of the first engine company to a fire suppression incident, which the department should meet 85% of the time. Actual Department Performance for 2022 The Pasco Fire Department met the Response/Travel Time Performance Objective 80.0% of the time. 90% of the fire department incidents experienced a 1st unit response time of 7:31 minutes or less. Response Time Standard outlined in City of Pasco Resolution 2938 for Full 1st Alarm Response: The Pasco Fire Department has adopted a response/travel time standard of 12 minutes for the arrival of the full complement of a 1st alarm assignment to a fire suppression incident, which the department should meet 85% of the time. Further, the Pasco Fire Department has adopted a 1st alarm response of 11 firefighters and or 2 engine companies (if applicable), 2 aid units, 1 ladder truck and 1 Command Officer (if applicable). Actual Department Performance for 2022 The Pasco Fire Department met the standard of 11 or more personnel arriving on scene in 12 minutes or less 76.3% for residential structure fires where 11 or more personnel were initially dispatched. The 90th percentile arrival time for 11 or more arriving was 15:14 minutes. The Full 1st Alarm Response standard should be changed to match the current NFPA 1710 standard (2020 edition) performance, which is 16 (17 if an aerial device is used) personnel arriving at a single- family house fire within 8 minutes. NFPA 1710 outlines a response to a typical 2000 ft2, two-story single-family dwelling without a basement and no exposures as a basis for deployment. Additional personnel are required for other occupancies, including open-air strip shopping center, apartment (1200 ft2 in a three-story garden style), and a high-rise (building with the highest floor 75 feet above the lowest level of vehicle access). Compared to the NFPA 1710 standard, Pasco met the standard of 17 personnel in 12 minutes 23.7% of the time in 2022. Since Pasco responds with an aerial device, the 17 personnel benchmark should be used instead of the 16 personnel. Page 78 of 128 56 | P a g e Natural Cover Fires The wildland fire season usually occurs between May 1st through October 31st (dependent upon weather, fuel moistures, etc.) of each year. PFD responded to a total of 74 grass/natural cover fires during the fire season of 2022, including those outside of the City of Pasco. Natural cover fires require the response of specialized Type 6 engines (located at Station 81 and 83), in addition to specialized personnel training. Response Time Standard outlined in City of Pasco Resolution 2938: The Pasco Fire Department has adopted a response/ travel time standard of 6 minutes for the arrival of the first unit with appropriately trained and equipped Wildland Firefighting personnel on board to a wildland fire incident, which the department should meet 85% of the time. Actual Department Performance for 2022: The Pasco Fire Department met the Wildland Firefighting Performance objective, 80.0% of the time. 90% of the fire department wildland incidents experienced a Wildland Firefighting response time of 7:00 minutes or less. Page 79 of 128 57 | P a g e Vehicle Fires PFD responded to 49 vehicle fires throughout 2022, which was an 23% increase from 2021 and reverses a downward trend since 2019. As noted in the chart above, a large majority of vehicle fires were passenger vehicles. Of note is the single Aircraft Fire in 2022. This was the result of a private airplane that landed with the landing gear retracted, resulting in the aircraft catching fire. Fortunately, there were no injuries as a result of this incident. This incident is also included in the ARFF statistics later in the report. Vehicle fires require the response of one Type 1 engine and an ambulance, unless there is a commercial vehicle involved which requires additional personnel (an additional engine and medic). There is no specific metric that can attribute to the decrease in the number of vehicle fires. Page 80 of 128 58 | P a g e Water Rescue The Pasco Fire Department water rescue program was established with the goal to develop a focused preparedness and response program for water related safety and incidents. With 13 river miles along the Columbia and Snake Rivers, the possibility of water related incidents is certain. The number of Boat responses outlined in the above chart shows a much higher number of responses for 2022 by over 55%. The increase is likely due to the increased activities along the river as a result of the nice weather during the summer. The spring and summer months continue to be the busiest times, following the typical river activities based on weather patterns. The program works collaboratively with Columbia Basin Dive Rescue, Benton, Franklin, and Walla Walla Sheriff’s Offices and the US Coast Guard – Kennewick. The water rescue program continues to provide a key resource to the area and the examination of actual responses should be reviewed to ensure best training and resource deployment based on potential hazards located along and in the river. A new spill response boat funded by a Department of Ecology grant was put into service to address oil spills on the Snake and Columbia Rivers. Additional training on the use of the spill response boat and boom deployment was completed in 2022 to ensure that response to hazardous materials spills is coordinated with current resources and agencies. ARFF In 2022, PFD responded to 40 emergencies at the Tri-Cities Airport (PSC), displayed in the chart below. This was a 67% increase in calls to the airport. The significant increase can be directly attributed to the loosening of restrictions for the COVID pandemic. Travel and passenger volume through the airport was dramatically started to increase to normal but was still down from 2019 levels (PSC enplanements 2019 – 438,123; 2020 – 188,959, 2021 – 346,503, 2022 – 391,002). Data is shared with the airport personnel on a quarterly basis and outlines basic response data, i.e. how many types of calls were handled at the airport. Each year, the Federal Aviation Administration (FAA) conducts an audit of the airport operations, including reviewing ARFF training and response. PFD continues to meet the requirements outlined by the FAA, and CFR Part 139. The PFD and Port of Page 81 of 128 59 | P a g e Pasco continue to work collaboratively to improve the ARFF program each year. The changes implemented over the last three years has resulted in continuing improvement of the ARFF training program. One of the major changes was the implementation of monthly drills that requires the response of the ARFF crews to specific locations on the airport. The drills are run like an actual incident, and include the tower, SECOMM Dispatch, and other airport personnel. This allows interaction on a real time basis, reinforcing communication and coordination between the agencies. A key element of the training program was to work with the Pasco Airport management/directors and the local Federal Aviation Administration (FAA) representatives to identify areas of improved communication and training. Due to these drills, the airplane fire that occurred in 2022 went very smoothly and resulted in no injuries to the passengers and pilot. The airport was back in operation within 90 minutes of the incident, due to the cooperation of all agencies involved. In addition to the local coordination, Walla Walla Fire District 4 personnel were trained at the Pasco Airport with Pasco personnel. Having outside agencies permits additional opportunities for program improvement. This will continue in the future and additional outreach to Yakima and Pendleton Fire was completed as well, resulting in a plan of them training at Pasco in 2023. Response Time Standard outlined in City of Pasco Resolution 2938: The Pasco Fire Department has adopted a response/travel time standard of 3 minutes for the arrival of the first unit with appropriately trained and equipped Aircraft Rescue and Firefighting personnel on board to an aircraft incident, which the department should meet 100% of the time. This standard is adopted to meet Federal Aviation Administration requirements, 14 CFR Parts 121 and 139. Actual Department Performance for 2022 The Pasco Fire Department met the Aircraft Rescue and Firefighting performance Objective 79.5% of the time. Page 82 of 128 60 | P a g e 90% of the fire department incidents experienced an Aircraft Rescue and Firefighting response time of 3:11 minutes or less, which continued the trending decrease seen in 2020 and 2021. COMMUNITY RISK REDUCTION During 2022, the Community Risk Reduction (CRR) program focused on the two primary areas of concern – smoke alarms and the repeat users of 911 (high utilizers), as the opportunities to get into the community were still reduced. The number of smoke alarms replaced and serviced are shown in the chart below. One large activity was the Station 84 Open House that showcased the newest replacement fire station located near Road 48 and Court Street. Station 84 houses both the administrative personnel as well as the crew that staffs an ambulance and the Rescue and Ladder, resulting in a busy station. The open house was a success as 76 citizens got to see the antique fire engine, Station 84 apparatus, both the spill response boat and rescue boat, as well as demonstrations of Technical Rescue teams at work on a vehicle extrication demonstration and a rope high line rescue. Donations from several local businesses as well as information booths from FCEM, State Farm Insurance, a Drug take back table by Pasco Discovery Coalition, Washington State Sexual Violence Coalition provided the public opportunities to interact with several groups during the Open House. Additionally, several Tri-Tech students came and volunteered time to help with the open house guiding the public through the station and answering questions. Overall, the Open House was a success and it was nice to have the public back in the fire station. As part of the Open House plan, Community Risk Reduction officer and Firefighter Ben Shearer came up with an outstanding and unique public education idea – collector poker chips that contained the station logo for each of the four fire stations along with one for the training group and a generic Pasco Fire collector chip. The watermark on this report are the station logos for each of the four fire stations. The chips were released on a weekly basis and generated a large amount of attention and media coverage. The goal behind the chips was to get the public engaged with each fire station with the goal of collecting 5 of the 6 chips with the 6th chip being delivered to the participants at the Open House. There were 500 sets of chips collected and people from throughout the state were even involved in the collection of the chip sets. Page 83 of 128 61 | P a g e Community Risk Reduction Outreach Tasks Number of outreach sessions conducted by Month The chart below shows the CRR programs by month, which shows a few months with no sessions. The overall number of events was up from 2022 (49 versus 20 in 2021), as coordination and additional Public Education team members conducted outreach programs. Some of the outreach programs that were conducted ranged from Stop the Bleed and Hands Only CPR classes to public events featuring many different organizations. Page 84 of 128 62 | P a g e Additional Community Risk Reduction Commentary The goal of any Community Risk Reduction is to correctly identify community risks and then identify programs that reduce the associated risk. Part of the risk identification is to look at statistics of responses to identify any trends. This data analysis is a key element of the CRR program and continues to evolve, especially with a better reporting system such as Image Trend. A goal of the CRR program is to update the Community Risk Assessment (CRA), as the last one was completed in 2017. The CRA identifies the specific risk and addresses the programs to be put in place to reduce the impact to the community. The plan is to update the CRA in 2023 and continue to develop and improve programs identified in the CRA. This will be another aspect of the various plans supporting the growth of the department in conjunction with the Strategic Plan, Master Plan and the Standard of Cover study. Page 85 of 128 63 | P a g e COST CONTAINMENT Page 64 BUDGETARY CONSIDERATIONS Core Purpose: Ensure fiscal responsibility as a department by monitoring expense and budget, monthly. Encourage application and use of applicable Grant opportunities, subsidies, and other expense reimbursement programs. Metrics Measured: Funding, Budget Performance, Variance Page 65 OVERTIME & SICK LEAVE Core Purpose: Monitor liability, appropriate staffing levels, and leave consumption to gauge workload balance. Metrics Measured: Overtime Cost by Year Trend, Sick Leave Utilization Page 86 of 128 64 | P a g e BUDGETARY CONSIDERATIONS PFD Funding Sources – 2021/2022 Biennium Pasco began using a biennial budget in 2019, with the 2021/2022 biennium being the second time that the 2 year budget has been implemented. With mid-point adjustments completed in late 2021, 2022 was the second year of the biennium. While technically reporting is done on an annual basis, the 2 year process does allow some additional flexibility to the budget management process. Pasco Fire personnel work closely with the Finance Department to help manage the budget. The different funding mechanisms for Pasco Fire are discussed below. General Fund – Primarily derived from property and sales tax monies. The General Fund pays for availability and demand costs for fire service aspect. For the 2021/2022 biennium, general fund budget is 48% of the fire department total budget. There was an additional position identified in 2022 for the Planning and Prevention Specialist, which works closely with the Building Department and is responsible for pre-fire planning and building plan reviews. Ambulance Utility – The Revised Code of Washington (RCW) Section 35.21.766 allows all cities and towns the authority to establish an ambulance service to be operated as a public utility. The Ambulance Utility supports the availability cost of the ambulance service, while demand costs are recuperated through fees for services provided. Additional funding from the Ground Emergency Medical Transport (GEMT) program via Washington State continued to be received in 2022. The impact of the GEMT revenue greatly offset the total costs associated with Medicaid patients versus the revenue. With the previous changes to the calculation of ambulance utility rates (Equivalent Residential Units, ERU) and GEMT, the contribution to the overall fire department budget from Ambulance was 52%. Contracts – Contracts provide cost reimbursement for services. Contracts may be with private, local, or state entities such as the Department of Natural Resources. The largest contract for service is with the Port of Pasco to provide ARFF services at the Tri-Cities Airport. The ARFF contract provides for 2 personnel at the airport fire station for 24 hours a day, seven days a week, as well as training for maintaining qualifications related to ARFF. Alternative – includes one-time funding such as grants. During 2022, there were three active grants – two Assistance to Firefighter Grant (AFG) and one Staffing for Adequate Fire and Emergency Response (SAFER). One AFG was for Wellness and Fitness and was funded at $14K with the second AFG being for replacement of SCBA units and was funded at $416K. The SAFER grant is for $5 million dollars over the next three years to staff Station 85. Grants are continually being evaluated to see if Pasco has the ability to meet the obligations and complete the scope of work prior to applying for any opportunities. Ambulance Utility Rate History During the most recent budget cycle, which is now based on a biennial budget, rates were set at $16.20 for 2022 and will increase to $16.66 in 2023, the first increase in three years. Any rate increases are based on increased cost for personnel, equipment, vehicle, and medical supplies. With the GEMT funding and revised ERU method for Ambulance Utility billing, the overall stability of the Ambulance Funding has been greatly increased. A review of the Ambulance Utility Rate was Page 87 of 128 65 | P a g e completed with Finance to ensure the rate accounts for growth and associated costs of delivering transport service. The rate study outlined the need for increasing the rates and considered the addition of fire stations in out years to maintain service levels as the city continues to grow. The rate study was presented to Council and approved in October 2022. Budget Performance Discussion: With the implementation of a two-year budget planning cycle, the overall management of the 2021/2022 budget was still a little challenging due to the budget amendment process and understanding expectations. With the ability to do adjustments at the mid-point of the budget cycle, there was a chance to correct for issues that arose during the first year and address any changes for the second year budget that were not anticipated. The biennial budget does allow for less time in the end of the year to develop a budget due to the mid-biennium budget adjustment. Having to predict how costs will fluctuate over the two year period is challenging, but budget adjustments are available with a fairly easy process to manage. The flexibility of the biennial budget does allow better management of resources and maintaining the resources through the two year period. OVERTIME & SICK LEAVE The constant struggle to contain costs associated with the overtime usage continued in 2022. As sick leave (of all forms) is used, the result is costs associated with overtime to maintain the minimum staffing. Minimum staffing is approached not only to keep the proper number of staff on duty, but also addresses keeping the specialty teams in service. This requires individuals with specific technical training certifications to be on duty, sometime requiring hiring over the minimum staffing to ensure specialty teams can be in service. The trend of sick leave use continues to increase and is becoming an increasing concern as it impacts cost of operation. Options for hiring additional staff versus excessive overtime use is reviewed based on breakover point with total employee costs. Both sick leave use and overtime costs are constantly reviewed to ensure impacts to delivery of services are not diminished but costs are kept reasonable as well. Overtime Cost by Year – Trend Page 88 of 128 66 | P a g e The five-year trend shows that overtime costs has risen after a drop in overtime in 2019 and 2020. The overtime cost per employee has gone up over the 2018 costs after a two year decline. The overtime hours per employee in 2021 was 236 versus 199 in 2020, which works out to about one and half shifts more of overtime per employee. Even with the addition of one person to each shift that began in late 2020, with several personnel on long term leave or other assignments, additional overtime was needed. Additionally, the overtime for specialty team training ramped back up this year, as the COVID restrictions eased, allowing regular team training to resume. Other impacts were the use of saved up vacation that did not get used in 2020 and early 2021 resulted in staffing impacts as well. The management of overtime costs remains a high priority, as it accounts for a significant portion of the budget. Sick Leave Utilization 2022 department sick leave for line staff (no day shift or administration) usage totals 12,773 of 19,861 available hours (64% utilization). Average sick leave used per employee: 170.3 hrs. Annual allotment per employee is 234 hours. A portion of this sick leave was FMLA Sick leave, which is typically long term. There was a total of 2,862 hours of FMLA Sick Leave, which is just over 1.1 FTE of a firefighter position (2,555 hours). Taken across the board, that means that if shifts are at minimum staffing (19) with Kelly Days, Vacation and other approved leaves, the shift must call in overtime to meet minimum staffing even before other personnel call in sick. While there is not much that can be done about sick leave, efforts to reduce illnesses related to exposure are addressed by the Safety Committee. Page 89 of 128 67 | P a g e PERFORMANCE Page 68 RESPONSE TIMES Core Purpose: Measure against response time goals established in Council Resolution #2938. Metrics Measured: Total response times for all event types Page 72 PERFORMANCE EFFICIENCY Core Purpose: Monitor Notification of Alarm to Fire Controlled Time by Occupancy Classification to identify trends, training needs and response criteria and identify process or procedural failures. Metrics Measured: Notification of Alarm to Fire Controlled Time in Minutes by Occupancy Classification Page 90 of 128 68 | P a g e RESPONSE TIMES Total Response Time (in seconds) Response time targets are outlined in NFPA 1710. NFPA 1710 outlines the response time for a residential structure fire full first alarm assignment or ALS unit arrival on a medical call as 480 seconds (8 minutes). The response time information is based on only incidents within Pasco city limits. Since the calls outside of the city typically are longer responses, these calls were not part of the response time evaluation. The NFPA response times are more stringent than the standard as adopted by City Council in Resolution 2938 in February 2006 (these response times were addressed earlier in the report by specific type of incident response). Total response times are the sum of three distinct time factors: - Call processing time: caller interrogation + unit notification - Turnout time: unit notification to apparatus responding (enroute) - Travel time: apparatus enroute to arrival at incident scene Of those three time periods, only the turnout time is fully controlled by the fire department – which is how quickly the crews can get to the apparatus and respond. Call processing time is dependent on dispatch efficiency, currently managed by an external agency (SECOMM). Roadways, traffic congestion, weather impacts, and concurrent calls affect the travel time and are outside of fire department control, except for safe driver training. Page 91 of 128 69 | P a g e Increasing response times generally increase incident complexities, which drive resource demands and negatively impact incident outcomes. EMS calls typically place a relatively low resource demand on the department as most EMS calls require the response of only one to two units but place a high strain on resources due to incident volume. With increasing call volumes, the over-lapping of calls negatively impacts unit availabilities and may pull a primary apparatus out of its response zone, which affects next-call response times. In addition to increased response times, the greater risk to the community is the cascading resource drawdowns which occur with increased service demand and decreased unit availability. As a summary, and recap from earlier sections of the report, the response time goal and performance by specific incident type as outlined in Resolution 2938 are listed in the table below: GoalPerformance Metric 85% of the time unless noted 2022 Performance Pasco Incidents Only 88.5% met 2 minutes 2:03 or less 90% 17,723 apparatus responsesTurnout time 2 minutes All incidents 88.1% met 2 minutes 2:05 or less 90% 18,035 apparatus responses First Engine Arrival 6 minutes 80.0% met 6 minutes 7:31 or less 90% First Full Alarm Arrival (11 personnel) 12 minutes 76.3% met 12 minutes 15:14 or less 90% BLS Unit Arrival 6 minutes 77.7% met 6 minutes 7:21 or less 90% ALS Ambulance Arrival 6 minutes 73.6% met 6 minutes 7:52 or less 90% Hazardous Materials 6 minutes 71.9% met 6 minutes 7:35 or less 90% Technical Rescue Incident 6 minutes 50.3% met 6 minutes 27:15 or less 90% ARFF Incident (FAA Requirements) 3 minutes 100% of the time 79.5% met 3 minutes 3:11 or less 90% Wildland Incident 6 minutes 85.3% met 6 minutes 7:00 or less 90% Page 92 of 128 70 | P a g e Response Times by Station and Shift The above chart shows the three important times that are benchmarks for performance regarding response to an emergency – turnout, travel, and total response. This data is for only those calls in the stations area and are reported at the 90th percentile to remove any outliers. There are no obvious trends when reviewing this data when looked at by shift, however it does provide information for crews to see how they are performing. If all elements were equal between shifts, there would be little deviation in the times. The Station 83 total response time consistently was over 10 minutes in 2019, 2020, and 2021. The performance improved in 2022, with a 10 second overall decrease, even with two of the shifts still being slightly over 10 minutes (10:09 and 10:02). One of the shifts had a 30 second improvement between 2021 and 2022, which had an impact for the station performance. Since Station 83 has the most call volume the second due crews for concurrent calls have a longer response time to Station 83’s area, resulting in the longer response time which may drive the results seen. Looking at the turnout time, which is the time between the station being alerted and the apparatus going enroute, it is consistent across all shifts and stations. The 2022 turnout time continued the improvement seen in 2021, with only two of the shifts having turnout times over 2:10. This was a result of extra attention by crews and management on quarterly performance reporting allowing crews to see their performance on a regular basis. Page 93 of 128 71 | P a g e Auto/Mutual Aid Summary 2022 (measured in hours) Page 94 of 128 72 | P a g e As seen in the above charts, PFD provides much more mutual aid than it receives. The total hours of aid received was just over 276 hours (up from 205), while PFD provided over 461 hours of aid (up from the 407 in 2021). This does not include the state mobilization hours, which were longer duration assignments by staff. The 2022 wildland season was not as active as prior years, and Pasco sent resources to 8 incidents across the state for a total time of over 63 hours. The charts show the largest contributors for mutual aid received was Franklin Fire District 3, which is the county area surrounding Pasco. Their agency provides us an apparatus on all structure fires to provide Pasco with breathing air. The remainder of the aid received is typically from agencies that back Pasco up when all our resources are committed on other incidents. Reviewing the hour comparison of aid provided versus given, Pasco is in line with the other two cities and Franklin FD #3, i.e., hours provided are close to hours received. Two other agencies end up on the benefit side from Pasco – Walla Walla FD #5 (WWFD 5) and Franklin County Hospital District (FCHD). Pasco maintains contracts for EMS transport with both WWFD 5 and FCHD due to the one- sided performance. The overall ratio of received versus provided has leveled off somewhat due to some changes in apparatus and staffing in the other agencies. PERFORMANCE EFFICIENCY Alarm Time to Fire Controlled Time Time (in Minutes)Single Family Residence Multi-Family Residence Business Percentage 0-9 1 1 7% 10-19 4 2 5 38% 20-29 2 1 2 17% 30-39 4 2 21% 40-49 0% 50-59 2 7% 60 + 2 1 10% One of the most important metrics to monitor is the amount of time elapsed from alarm notification to cessation of hostile fire activities – fire controlled time. This metric speaks to the ability of the department to process the call, respond, and then determine and initiate appropriate steps to control and extinguish the fire. The shorter the time to control, the more efficient the department. The benchmarking of time controlled for each fire was an area of emphasis in 2020 and 2021 to ensure that data is collected for review. The “Fire Controlled” time was recorded on 30 incidents in 2022 (down from 39 incidents in 2021 and 38 in 2020. One of these incidents was a stovetop fire controlled by a fire sprinkler system and was out when crews arrived after being dispatched for a fire alarm (specifically a water flow alarm). The data shows that there is a distinct separation between a shorter control time and the longer control time of 50 minutes or more and relates to the amount of fire involvement when resources arrived on scene. The five fires that took the longest to control had the most fire involvement of buildings on arrival, with three of them starting in a garage and spreading to the house. Three of the fires required a second alarm to extinguish the fire, which is consistent with the longer time to control, as additional resources required for the second alarm take longer to arrive at the scene. Overall, the performance at the fires that were controlled in under 30 minutes were similar to the previous years’ performance. Page 95 of 128 73 | P a g e Considering the Alarm time starts the clock and PFD’s goal is to arrive in 8 minutes 90% of the time (2 minutes turnout time plus 6 minutes travel time), most of the fires are controlled within that first 30 minutes. When managing fire incidents, the fire service generally considers the 20 minutes mark a key indicator of changing tactics from offensive to defensive. This is based on how modern building construction stands up to fire and when buildings begin to lose their integrity, requiring crews to change to defensive tactics. There are many factors to consider when developing this metric such as occupancy classification, percent of fire involvement upon arrival, extenuating factors such as immediate rescue, unforeseen hazards (hazardous materials, electrical, etc.), total time for assembly of a full-effective force to mitigate the situation, response, and travel times, etc. This metric clearly needs to be further developed and refined to account for the factors listed above, especially the amount of involvement upon first arriving unit as this was a factor in the incidents with the longer controlled times. The metric will provide insight to operational effectiveness and efficiencies and should be monitored into the future. Page 96 of 128 74 | P a g e QUALITY Page 75 PUBLIC SATISFACTION Core Purpose: Evaluate community feedback mechanisms to improve service levels and improve department satisfaction. Metrics Measured: Approval Rating by Service Type, Annual Approval Rating – Trend, Cost/Response/Staffing evaluation Page 97 of 128 75 | P a g e PUBLIC SATISFACTION 2021 Community Survey The Community Survey was last updated in 2021, so the data has not been updated for 2022. No other survey instruments were used in 2022, so the discussion for 2021 is included for reference. For Fire Department related items in the survey, there was a sharp decline in the overall satisfaction of the services identified in the survey. The chart below shows the decline over the past two iterations of the survey. The results of the survey do indicate a potential problem with how the community sees the fire department services, especially seeing a decline for two surveys in a row. While the survey results don’t provide specific information about the reason the rankings declined, the overall indication that the participants feel safe from “fire, flood, or other natural disaster” is still 82, even though it dropped slightly from 88% int the previous survey. It is uncertain if the pandemic had an impact on the results or not, but the review of the information indicated that much of the benchmark data was collected prior to the pandemic. The chart below does show that there are some bright spots in the data, indicating that fire services is still in the majority of an Excellent or Good rating. The areas of concern are the “Poor” rating, and they all remain at 10% or lower. Page 98 of 128 76 | P a g e Page 99 of 128 77 | P a g e RESULTS SUMMARY 2022 saw a continued large increase in call volume for Pasco Fire following the unprecedented increase in 2021. The impacts across our performance metrics are continuing to be evaluated, as any chance to understand the underlying cause of the increase is important. By understanding what drives the increase in call volume, adjustments in prevention can be implemented, with the understanding that not all risk can be avoided. The large amount of growth that Pasco, and the region, is experiencing will result in some increase in calls. The planning effort to keep up with the growth is key to managing the performance and consistent delivery of high quality services. As part of the adjustment to the growth and changes, a new fire station is currently under construction to address longer response times in the southwest portion of the city. The planning effort continues, as the performance metrics indicate areas should be served by additional fire stations to meet the standards the city has agreed to maintain. The Master Plan, Strategic Plan and the upcoming Standard of Cover study should provide the guidance to manage the growth and associated impacts while maintaining the desired level of service. As Pasco continues to grow, so will the fire department and the need for additional performance management and data analysis. Operational Readiness The Pasco Fire Department maintains a high level of operational readiness. While the call volume continued to increase, our staff managed to maintain the high level of training experienced in 2021, while also increasing Fire Officer certification. Future issues with increased growth and adding personnel to keep up with that growth will lead to additional concerns about addressing incoming personnel replacing an aging workforce with several retirements and loss of knowledge and experience in addition to adding to the bottom scale of experience. The total training hours per personnel remains at a high level and will positively contribute to response times and service availability. Apparatus reliability improved slightly with recent purchases, but the preventive maintenance program needs work in the future especially as the fleet continues to grow. Community Wellness Pasco remains a fairly young city in terms of patient demographics, but the changes with growth could have significant impacts if additional people retire to our city. The challenge remains the ability to identify changes in programs that have a positive impact on patient outcomes. In the EMS world, the performance metrics are still being identified not only within Pasco Fire, but regionally. Pasco Fire delivers excellent results for those patients that have cardiac arrest with much higher success rate of resuscitation than the national average. Our performance on the Fire side is very good as well, with half of the structure fires brought under control in less than 30 minutes, limiting damage and saving property. Both the EMS and Fire performance is tied to the Operational Readiness above by having adequate resources in the stations and keeping them highly trained. The Pasco Resource Navigator program continued to be a successful program. The ability to staff the program with two Navigators going into 2023 will allow additional patients to be helped and directed to resources, resulting in better lives for those individuals. While the total number of referrals to the Page 100 of 128 78 | P a g e program declined slightly, the anecdotal information indicates the program is achieving the desired results. Performance metrics still need to be identified, as it remains difficult to quantify EMS calls that never occur. With the success of the PRN program, adding the ability to address mental and behavioral aspects of individuals with an Outreach Coordinator and Psychiatric Advanced Nurse Practitioner will address a need that will have a positive impact. The other portions of the Community Risk Reduction program continue to be well received and have positive impacts in the community. As our CRR Manager updates the Community Risk Assessment in 2023, additional performance metrics will be identified and measured. Cost Containment With the change to a biennial budget process, there is additional flexibility to address program needs especially with ability to adjust budget mid-year. The Finance Department continues to develop budget and cost management tools to assist in real time reporting, which is key to understanding budget performance. Programs such as GEMT and the revisions to the ambulance utility fee have stabilized funding, allowing for better planning. The Ambulance Utility Rate Study also identified ways to address the growth and upcoming additional demand that will be placed on the system. Discretionary leave (overtime, sick, holiday, etc.) use is being monitored in an objective manner that allows for more quantitative basis for hiring practices and effective management decisions to ensure proper staffing while managing the cost impact. Performance While 2022 showed a slight uptick in the response time, the 13.1% increase in calls and high level of concurrent calls still drive the longer response times as experienced in 2021. As the PRN continues to address the high utilizers from the emergency response system, the performance might have been impacted more. While the time to fire controlled showed somewhat of a decrease in performance mainly due to larger fires, the effort needs to be made to study as similar situations as possible to validate that as a performance metric. Additionally, efforts to identify other aspects of percent involvement on arrival should be added to the metric to assist in comparison. As mentioned earlier, the ability to analyze the vast amount of data needs to be reviewed moving forward. The data is being collected in a very robust and capable records management system with very good reporting capabilities. Effort should continue to analyze the data to identify trends that can address decreased response times and better patient outcomes while maintaining the overall safety of the fire department and those in our city. Quality The feedback on the results from the 2021 Community Survey showed a decline in satisfaction with fire and ambulance services. With no data collected in 2022 to see if the trend continued, additional options for reviewing customer satisfaction should be considered for off year time frames. Page 101 of 128 79 | P a g e RECOMMENDATIONS With the current update of the Master Plan, there are plenty of recommendations to review and implement in the next 3 to 5 years, including maintaining the current level of the WSRB Protection Class rating. With the significant predicted growth of the city, the planned Standard of Cover and EMS Study will set the path for helping identify the desired performance measures. Technical Competence The department will continue to monitor training performance against previous figures, with a baseline target of 240 hours, which appears to be appropriate and achievable and meets the requirements of WSRB. The subject allocation of training hours is recommended to remain as follows: 180 to 240 hours - Fire specific training (FFI, and non-credentialed, respectively) 24-36 hours specialty training per qualification (TRT, WRT, ARFF, Extrication) 36 hours EMS training 20 hours apparatus/operator training With a young and less experienced workforce on the leading edge of growth, emphasis should remain on career path management and professional development. The opportunity to capture a vast wealth of knowledge and experience should be captured now to pass along to new employees to assist in understanding the goals of the department and the city. Apparatus Reliability The formal implementation of a true preventive maintenance program coordinated with City Shops continues to be a high priority. Understanding the resources available and meeting the true intent of preventive maintenance should be reviewed to ensure the intent of keeping apparatus in good working order to avoid future costs and maintain reliability. Unit hour utilization and mileage versus cost rates should continue as a prime metric to determine both optimal percent utilization range and apparatus replacement. As additional apparatus are added to the fleet as growth continues, the ability to manage our reserve apparatus to keep personnel response ready will become more important. The ability to work with City Shops and support them in the additional resources will remain an important aspect. Call Volume Metrics Call volume continues to be driven by population centers. As additional population is added, the expectation of additional calls is certain. The ability to keep up with the call volume while maintaining the response time goal will be determined by key trigger points that should be identified using the appropriate performance metrics. Those triggers should be known well in advance, as the long lead time for hiring staff, building of facilities and procurement of apparatus may result in poor performance. Temporal trending, specifically call volume by hour, indicates the presence of peak demand times between 8:00AM and 8:00PM. Modeling of unit hour utilization with call type, in combination with temporal trending during peak demand times may unveil staffing and response efficiency opportunities, such as mobile integrated healthcare or peak demand units. This information along Page 102 of 128 80 | P a g e with the PRN program information on high utilizers of the system should be used to predict and manage call volume and associated response times. Response Times Technological improvements such as AVL (automatic vehicle location), traffic control technology (signal pre-emption devices), automated vehicle routing software and consistently updated and accurate mapping will improve response performance. Station design is a contributing factor to turnout times. With the relocation of two of our stations, the performance of personnel in those stations will be reviewed against prior data to ensure the design had the desired impact on turnout times. As indicated earlier in the report, travel response times are a primary cause for total response time overruns. Travel response is largely dependent on infrastructure (roads) and traffic. An emphasis on cross departmental planning efforts regarding future expansion and infrastructural planning is of paramount importance as the City continues to grow at such a rapid pace. Community Wellness Current metrics within the Pillar of Community Wellness are intended to serve as a monitor of community needs that will ultimately act as a guiding tool for the focused delivery of specific programs and responses. By continually evaluating primary event types, patient demographics, and respective outcomes, the department stands to better define and deliver operational value. The core intent of the community risk reduction program is to provide collaborative efforts with community social services to intervene and mitigate potential emergencies before reactionary emergency response becomes necessary. As the program matures and implements aspects such as PRN, measuring outcome relation to variables will guide the ultimate direction and development of additional program efforts. Cost Containment With the first biennial budget completed, the ability to spend time managing and implementing programs was emphasized over a continual planning process. The requirement of training on managing the two-year budget cycle should be done with all program managers to assist in maintaining the high degree of proficiency of the budget and cost management process. Identification and solidification of alternative funding mechanisms must remain a high priority. Additional revenue streams should be identified to assist with the anticipated growth of the city, resulting in both the availability and demand of resources. Quality The implementation of the objectives as outlined in the Strategic Plan will allow the Pasco Fire Department to become more active in the community and hopefully drive the level of service to a higher level. Page 103 of 128 81 | P a g e APPENDIX A Personnel and Position Information The Pasco Fire Department (PFD) was established by council action on July 16, 1908 after a series of fires destroyed portions of the town. The current service area incorporates approximately 37.5 square miles. The department is led by the fire chief who is an at will position that is appointed through a competitive process by the city manager. The Fire Chief (Chief) is accountable to the City Manager for the overall operations of the Fire Department and implementation of policy. As the department director, the chief serves and maintains working relationships with the other departments within the city. The chief is responsible for the development and support of collaborative relationships with other fire and emergency services agencies, and the public. The Administrative Assistant is accountable to the Fire Chief. This position provides direct clerical support to the fire chief and prepares correspondence, reports, and manages departmental accounting. The Deputy Chief (2 total) is accountable to the Fire Chief and is responsible for day-to-day program management and operations within the fire department. This position may be delegated the authority and responsibilities of the fire chief in the event of the chief’s absence. With two Deputy Chief positions, the workload and programs were split between the two positions – one overseeing Operations and Logistics and the second overseeing Planning and Administration. Direct program management include Aircraft Rescue and Firefighting, Safety, Operations, Hazardous Materials, and Public Information. The overall split of programs was outlined in a table earlier in the report. The Training Officer is accountable to the Deputy Chief of Operations. This position is responsible for the management and record-keeping of the department training program. The training officer manages shift-level instructors and subject matter experts and is responsible for the scope, schedule and budget of the department’s training programs. With the addition of the training facility in 2018, the management and scheduling of the training facility also falls within the Training Officer’s responsibility. The Emergency Medical Services (EMS) Officer is accountable to the Deputy Chief of Operations. This position is responsible for the management, inventory, record-keeping and Health Insurance Portability and Accountability Act of 1996 (HIPAA) compliance of the EMS program. The EMS Officer is responsible for the scope, schedule, and budget of the department’s EMS program. Additionally, the EMS Officer serves as the Infectious Disease Control Officer, which is a key element to the safety of our employees. The Community Risk Reduction (CRR) Officer is accountable to the Deputy Chief of Administration. This position is responsible for the development and updating of an overall community risk assessment, risk mitigation programs for the community and public information. The CRR Officer is responsible for the scope, schedule and budget of the department’s Public Education and Community Risk Reduction program. Battalion Chief (3 total/1 per shift) is accountable to the Deputy Chief of Operations. This position provides management and supervision of the day-to-day and combat operations of each shift. The Battalion Chief works a rotating 48/96 shift. The Battalion Chief serves as the initial incident Page 104 of 128 82 | P a g e commander for all-hazards incidents within the city with a complexity of up to a Type 4 (the lower the number, the more complex the incident is). Each Battalion Chief has direct program management responsibilities for one of the following department programs: Apparatus Maintenance, Facilities Maintenance, Equipment Maintenance, Special Operations (includes Technical Rescue, Water Rescue, and Hazardous Materials response). Battalion Chiefs may also manage programs such as fire investigation, or equipment procurement and maintenance. Station Officers (12 total /4 per shift) are ranked as a Captain within the organization. The station officer is accountable to the Battalion Chief and may be delegated the responsibilities of the Battalion Chief in their absence dependent upon qualifications. The station officer is responsible for the day- to-day operations of the station crew (typically an engine company and ambulance crew). The station officer may have program responsibilities and/or project responsibilities. Company Officers (9 total /3 per shift) are ranked as Lieutenant within the organization. The company officer is accountable to the Station Officer and may be delegated the responsibilities of the Captain in their absence dependent upon qualifications. The company officer is responsible for project management, including scope, schedule and budget of minor programs or tasks associated with larger programs. Due to the high potential and risk, one company officer per shift is assigned as the ARFF Lieutenant at Station 82, located at the Pasco Airport. Firefighter/Paramedics are responsible for the delivery of advanced life support (ALS) pre-hospital emergent care, fire suppression and the day-to-day routine maintenance of the facilities, apparatus and equipment to which they are assigned. Officers may also be Paramedics, but their primary role is personnel and incident management and not delivery of EMS. Firefighters are responsible for the delivery of basic life support (BLS) EMS, fire suppression activities and the day-to-day routine maintenance of the facilities, apparatus, and equipment to which they are assigned. Firefighters may also assist with programs and projects depending upon their area of expertise (i.e., subject matter experts) and ability to affect and implement changes in day-to-day operations. Page 105 of 128 Pasco Fire Department 2022 Performance ReportPage 106 of 128 Strategic Plan ◦Department Cohesion ◦Better communication ◦Enhanced teamwork ◦Community Outreach ◦Share our traditions ◦Enhance communications with ESL groups ◦Operational Readiness ◦Improve response times ◦Ensure technical competence ◦Maintain WSRB Class 3 rating ◦Update 2016 Master Plan ◦Professional Development ◦Succession planning ◦Improve employee evaluation process ◦Continuing education for officersPage 107 of 128 Master Plan •Updated in 2022 •Outlined the steps required to maintain service level with growth •Series of Short, Mid, and Long Term recommendations •Approved in July 2022 by CouncilPage 108 of 128 Council Goals ◦Quality of Life ◦Delivery of services efficiently and effectively ◦Financial Stability ◦Evaluate costs of service delivery ◦Instill and promote customer service culture ◦Community Safety ◦Maintain WSRB Rating of Class 3 ◦Leverage and expand partnerships to assist community members in crisis ◦Economic Vitality ◦Implementation of Comprehensive Plans ◦Community Identity ◦Community engagement Honorably Protect and Serve our CommunityPage 109 of 128 Pillars of Excellence Master and Strategic Plans ◦Standard of Cover/EMS Study WSRB rating City Council GoalsPage 110 of 128 Technical Competence All Line Officers are at least FO I Additional 18 FF are FO I or II 45% of all Personnel are FO I 22% of all Personnel are FO IIPage 111 of 128 Training Hours Training Hours by Shift Training Hours by EmployeePage 112 of 128 Operational Readiness Page 113 of 128 Incidents by Category Page 114 of 128 Incident Locations Page 115 of 128 2022 Incident mapping from dispatch center Each dot represents single incident Zoned by First Due StationPage 116 of 128 Incident Travel Time by Fire Management Zone (FMZ) By relocating Station 83 to north of Interstate 182, moved the “red” area to the southwest portion of the city Proportion of incidents is higher to the NorthPage 117 of 128 Incident Travel Time by Fire Management Zone (FMZ)Page 118 of 128 Overlapping Incidents Incidents per 1,000 Residents show increase at a different rate than the overlapping incidents As the number of incidents increase, the chance for overlapping incidents increases, has leveled off between 2021 and 2022. This results in longer response times as stations cover each other Page 119 of 128 Total Response Times Page 120 of 128 EMS Information STEMI Performance •Goal is Arrival to Balloon time of < 90 minutes Page 121 of 128 EMS Information Page 122 of 128 Pasco Resource Navigator (PRN)Page 123 of 128 Fire Incident Details Page 124 of 128 Community Risk Reduction Page 125 of 128 QuestionsPage 126 of 128 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 127 of 128 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 128 of 128